Tags: NBA/Utah Jazz Written by FacebookTwitterLinkedInEmailSALT LAKE CITY (AP) — Donovan Mitchell scored 32 points to lead the Utah Jazz to a 117-105 victory over the Detroit Pistons.Mike Conley added 20 points and Bojan Bogdanovic chipped in 18 for Utah, which reclaimed the NBA’s best record with the Los Angeles Clippers loss to the Brooklyn Nets earlier on Tuesday.Royce O’Neale tallied 12 points and 13 rebounds. The Jazz (16-5) won their ninth straight home game.Jerami Grant scored 27 points to lead Detroit and Josh Jackson added 22. Mason Plumlee totaled 17 points and 14 rebounds for the Pistons. Detroit (5-16) lost its second straight game. February 3, 2021 /Sports News – Local Jazz survive late rally, edge Pistons 117-105 Associated Press
Oxford and Cambridge are predicted to see an average loss of 255 jobs each: similar to the average 240 job losses per institution, but much fewer than the predicted job losses for the second tier of institutions (the 22 other Russell Group members and some other older universities). In an economic recession, Oxford and Cambridge are assumed to face the “relatively largest increase” in the number of full-time students and the “smallest decline” in part-time students and international undergraduate students. Deferral rates from UK and international first-year students due to the COVID-19 pandemic are also predicted to be lowest for Oxford and Cambridge. “Even with the current unfolding crisis, universities are still itching to compete to recruit students. This analysis shows how Universities UK’s student recruitment proposal simply shifts the financial pain around the sector. What students and staff really need at the moment is the government to stand behind their universities and for institutions to work cooperatively in the wider interest.” It estimates that 111,000 fewer UK first-year students and 121,000 fewer international first-year students will start university this year. This means 47% of international first-year students are expected to delay or cancel plans to study in the UK. Dr Gavan Conlon, partner at London Economics, said: “Many institutions have a very considerable exposure to international students, and the pandemic will result in a very substantial loss in enrolments and income. Government support of universities is crucial to protect students in the short term and institutional research and teaching capacity in the longer term. However, Oxford is predicted to have a negative net cash inflow from operating activities in 2020-2021, which means a deficit-based on day-to-day operations. This does not consider cash flow from investing and financing activities. The COVID-19 pandemic and consequent recession will lead to a steep reduction in student numbers, causing a £2.5bn funding “black hole” with dramatic impacts on the wider economy, warns a new report. The analysis predicts that 91 institutions will be left in a “critical financial position where income only just covers expenditure.” It warns that Universities UK’s recent proposal to allow institutions to recruit up to 5% more students would shift the financial impact onto less wealthy institutions. “The proposed student numbers cap will not be enough to avoid an overly competitive market for the remaining pool of applicants, with the impact of this actually being worse for some institutions than the effect of the pandemic itself. Given the expected financial losses across the sector, the government’s response clearly needs to be sufficiently well funded and well planned. The report states that: “While the analysis assumes relatively optimistic outcomes for higher education institutions, in reality, the potential financial impacts may be much worse than those presented here unless there is significant government intervention to support universities through this crisis.” “Our world-renowned universities are doing crucial work now as we hunt for a vaccine and will be vital engines for our recovery both nationally and in towns and cities across the UK. It is vital that the government underwrites funding lost from the fall in student numbers. These are unprecedented times and without urgent guarantees, our universities will be greatly damaged at just the time they are needed most. Meanwhile, the Treasury is opposing a sector-specific bailout of UK universities, in face of calls for doubled research funding among other detailed measures from Universities UK. The Financial Times reports that this has caused “division in Whitehall” and “objections from senior figures in the university sector,” but that the Treasury is “not receptive to what is viewed as universities’ special pleading.” The Financial Times reports that a cross-departmental meeting last week showed “broad support for a bailout” for the higher education sector, but that “the Treasury refused to be drawn.” The Treasury’s opposition was “confirmed by officials from three Whitehall departments.” A Treasury official said: “We are working with our colleagues at the Department of Education to come up with a sensible and targeted solution.” UCU general secretary Jo Grady said: “This alarming report shows that university staff and students are now staring over the edge of a cliff and desperately need the government to step in and protect the sector. The government’s own analysis puts universities most at risk of financial pain from the current crisis and this report does not take account of other income losses, such as accommodation or conferencing. 36 institutions, out of a possible 125, are expected to similarly have a negative net cash inflow from operating activities. 91 institutions, almost three-quarters, are expected to have a net cash inflow of <5%, which puts them in a “critical financial position.” The UCU says the government must act to protect the income of universities, otherwise it risks inflicting damage to “a sector which will be crucial to the national recovery.” The report states that the University of Oxford and the University of Cambridge are “assumed to be the least negatively impacted” when modelling the impact of an economic recession and the pandemic on institutions. Tim Bradshaw, Chief Executive of the Russell Group, said: “The whole Higher Education sector – like almost all others in the UK – is at risk at this unprecedented and challenging time. There are no simple solutions and while our universities play their part in responding to the immediate crisis through research, testing and practical support for the NHS, they are also taking steps to make savings and deliver the best value for every pound they spend. “The vast majority of universities do not have the cash reserves to cover these losses and we would expect no university to exploit the crisis. They need to work with us to protect jobs and the sector.” “To secure long-term sustainability for students and for the UK’s vital research and innovation base, sector-wide support across both teaching and research will be needed to help universities mitigate the disruption caused by COVID-19.”Oxford University has announced measures to save costs and preserve income streams, including a recruitment freeze, a pilot furlough scheme in six departments, and continued engagement with the government to seek funded extensions to disrupted research. The report, by London Economics for the University and College Union, estimates that 30,000 university jobs and a further 32,000 jobs in the wider economy will be lost. The “total economic cost to the country” from direct and indirect changes is expected to be more than £6bn, and “may be much worse… unless there is significant government intervention to support universities through this crisis.”
The Recreation Division has begun registration for the Men’s Summer Basketball League. The fee for the Outdoor Basketball League is $400 per team. The fees collected will go towards the costs of running the program. The fee is non-refundable. The fee also includes a game jersey. Rosters of up to 20 players may be submitted any weekday from 8:30 a.m. to 4:30 p.m. at the City Hall Office at 630 Avenue C, Room #13. The deadline for rosters and money is May 3 by 4 p.m. The season will tentatively start on May 30, 2017. Divisions will be formed on the basis of roster strength, as determined by league officials. As manager, your payment must include the cost for your entire team. Cash will be accepted and checks must be made payable to “City of Bayonne.” All teams must purchase Recreation Game shirts. League officials will strictly enforce the rule regarding players without shirts.For more information, contact Pete Amadeo at (201) 858-6129 or email [email protected]
Twitter Pinterest Twitter Facebook Pinterest By Network Indiana – September 5, 2020 0 295 WhatsApp Google+ (Photo supplied/Centers For Disease Control and Prevention) A potential coronavirus vaccine will go through clinical trials at IUPUI.The vaccine developed by AstraZeneca is of four potential COVID vaccines in their final phase of testing before federal approval. The I-U School of Medicine will be one of 81 sites nationwide testing the vaccine on 30-thousand volunteers.I-U will inject its first test subject next week. Researchers are looking for 15-hundred adult volunteers who haven’t had the virus already, and who work in places like schools, stores and warehouses, placing them at higher risk for exposure to the virus.I-U clinical medicine professor Cynthia Brown says the AstraZeneca vaccine is actually a one-two punch of two vaccines, with patients returning for a second shot four weeks after the first. That means patients won’t start getting the second dose till mid-October. The Centers for Disease Control have advised states to be ready to distribute a vaccine by November.Brown says other trial sites have already started administering the AstraZeneca vaccine, and two other companies are more than a month into trials on their own versions. The companies’ data review committees will assess when there’s enough information to say with confidence whether the vaccine is both effective and safe. It’s then the Food and Drug Administration’s job to decide when there’s enough data showing a meaningful response to approve the vaccine.“I just want to say I’m glad I’m not at the F-D-A having to make those decisions,” Brown says.Followup with participants will continue even past approval of the vaccine, for up to two years. Brown says researchers need a full picture of any potential side effects, and are trying to establish how long patients remain immune after receiving the vaccine. Previous articleWawasee High School switches to remote learningNext articleCoronavirus support scam reported at Indiana University Network Indiana WhatsApp Facebook Google+ Potential coronavirus vaccine to go through clinical trials at IUPUI CoronavirusIndianaLocalNews
What’s Past is Prologue: Global Navies and Security, Order and ProsperityAs some of you will have heard a few weeks ago at the RUSI maritime conference, the Secretary of State for Defence spoke of his vision for the Royal Navy, delivered through the vehicle of the Sir Henry Leach memorial lecture, the first of those in a series; I was grateful to him for coming to do that. He reflected on how today’s Royal Navy would be viewed by that great post war advocate for the value of sea power, Sir Henry Leach.Of course, he held the office of First Sea Lord during the Falkland’s conflict, that formative experience of my own naval career. Sir Henry’s understanding of navies and what they mean to an island nation like the UK was forged during his time as a Junior Officer in the World War II.But as many of you will know, at that stage it wasn’t Sir Henry who was making the headlines. It was his father, Captain John Leach, Captain of the battleship Prince of Wales, a King George V Class battleship. It had a short but very busy life, lost eventually in December 1941 off the coast of Malaya but with great significance earlier that year she had sailed across with Prime Minister Churchill to Placentia Bay, Newfoundland, in August 1941 to provide the venue for an historic meeting between Prime Minister Churchill and President Roosevelt, at which they set the scene for that pivotal policy statement that emerged from that meeting, the Atlantic Charter.In those darkest of times at the height of the World War II, our shared ideology of Anglo American internationalism shone through, a clear expression of intent that Britain and America had to cooperate for the cause of international peace and security.In the 77 years since that statement was issued, I would contend that the world has changed significantly, perhaps in some ways beyond all recognition.Because today, as you heard from CNO, we live in an interconnected world where information is increasingly seen as the vital resource. Where we face an increasingly diverse range of potential adversaries, all of them emboldened by weapons proliferation. Where the resultant threats abound from space to sea bed.It might seem rather alien to Captain John Leach on the bridge of Prince of Wales in 1941, or even to his son, Sir Henry on the bridge of the Royal Navy in 1982.Yet there are also constants that I think would have been entirely familiar to both of them.Crucially the importance of the maritime domain, the challenges of strategic great power competition, and the commitment of Great Britain and the United States to uphold international law and freedom of access to the global commons of the sea. All of those are common threads, as applicable in 2018 as they were in 1941.So I’m indebted to Admiral Richardson for his very clear articulation of why the maritime matters in the 21st century, the brilliant slides he used to illustrate that, and why there is a collective security challenge that we face in that maritime domain. You won’t be surprised to hear I absolutely share that view. Indeed you could take that map of the world that he showed, and his Navy is of course deployed very extensively around it at scale to very significant effect. But so is the Royal Navy, of course to less scale but I hope also to significant effect. We’ve been operating in every ocean in the world and share the US Navy’s operational focus about the importance of presence. The importance of influence.I was going to highlight just one area where we are linked, perhaps more than anywhere else, and it’s seen renewed efforts by both our Navies alongside our partners to counter the proliferation of threats; that’s in the North Atlantic. You only need look at the hugely significant symbolism of the United States Navy re-establishing the 2nd Fleet and the very fact that the Royal Navy’s high readiness response units in the North Atlantic are called upon ever more frequently.It will be a major area of shared capability development as we look to how we will operate in that theatre going forward; equally importantly, the very high levels of operational activity now are shaping the thinking of both our Navies.But our responsibilities, our shared responsibilities, are not of course confined to the North Atlantic. This year the Royal Navy has been out and about, perhaps at greater extent than for over 10 years. Operating, as I said, in every ocean of the world, trying to address the strategic challenges of today as seen from the United Kingdom, and part of a collective effort with all of our allies to maintain freedom and security on the high seas. And to enable that growth of global economic prosperity upon which our nation depends. And to uphold the international norms which we are the two principal nations and navies charged with defending.There is of course nothing new in that. Historians and those who study the Royal Navy over a long period will know we’ve been at this for half a millennium, in some ways in an unchanged way. It’s all about national interest, it’s about exerting national influence, it’s about supporting partners and it’s about promoting our country’s prosperity; nothing changes in that space.But to meet the breadth and depth of the security challenges we face today, and to have a sense of being able to deal with them going forward, we’re going to need a Navy that can bring a full spectrum of world-beating maritime capabilities to bear, alongside our partners, to deter and if necessary to defeat would-be aggressors who would challenge our nation. And we need to be able to do that on the waves, above and below them. We need to be able to do it from the sea to the land and we need to be able to do it in space and cyberspace. It’s quite a challenge to be able to do all of that at the same time.And that’s exactly how the Royal Navy is adapting, transforming and modernising. And the current Modernising Defence Programme that’s running at the heart of Whitehall is enabling us to do that; the Navy is leaning powerfully into it as a great opportunity for us to realise that vision.The arrival of our new aircraft carriers, Queen Elizabeth and Prince of Wales, along with their F35B lightning aircraft that will fly from them, means that we too will soon be able to take our place alongside the US Navy and French Navy delivering continuous carrier strike capability as part of a globally deployed maritime task group. That’s a very significant statement for the UK as a nation, not the Royal Navy as a navy, to make.If you combine this with the fact that we have been delivering continuous at sea deterrence, unbroken for 49 years, and then you add into that our expertise in the littoral based upon the specialist capabilities vested in our Royal Marines and the very strong link they have with the US Marine Corps, and then you underpin all of that with a sustained piece of recapitalisation which we are undergoing across the whole fleet, across all our fighting arms, and the innovation we are reaching into along with our partners in the US Navy to embrace some of the new and emerging technologies that are racing into the maritime space, I think we can be confident that we’ve got a Royal Navy that is still very much at the vanguard of world Navies, fielding a potent suite of capabilities that few outside the United States can match.But as much as the Royal Navy has to be able to do all of that, to retain the sovereign capability to act on its own when it needs to, even the most cursory analysis of our history as a nation will show that we are always better off when we work in partnerships.NATO is of course the most obvious example of that, and I’m delighted to see that [Vice Admiral] Clive Johnstone [RN] is here today, to embody the maritime leadership within NATO that he provides on our behalf. That alliance has for so long been the cornerstone of both our national defence and that of all our allies who are a part of NATO.And you only need look at the work of other key alliances too, like the Combined Maritime Force coalition in the Middle East, led by the United States with the Royal Navy as deputy, to see how that has contributed to regional security in a way that has enhanced collaboration with regional and international partners in a part of the world that is absolutely vital to the country’s economic and energy interests, but perhaps more unstable than it’s been for a long time.Like the US, Britain has partners both old and new right around the globe.Closer to home in Europe, our bi-lateral agreement with France, articulated initially at the Lancaster House agreement in 2010 and re-affirmed at the Sandhurst conference in January this year has seen us form a Combined Joint Expeditionary Force with the French. And we showcased that with exercises off the Brittany coast only last month, which I attended. It’s a very credible and capable force, fully integrated with Royal Navy and Marine Nationale Units. So too do some of the older but well established, credible links that we have with the likes of the Royal Netherlands Navy promote excellence in our combined amphibious warfare capabilities.In the same vein, we are looking to establish those partnerships further afield. You’ve heard CNO talk about the significance of our new tri-lateral arrangements between our two navies and the Japanese Maritime Self Defence Force. That’s not a meaningless piece of showmanship, where geography makes it impossible to do something real. It’s credible, it has significant workstreams that are driving forward, and we’ll be meeting again in Japan towards the end of the year to cement our plans.But with all of these alliances, be they bi-lateral, tri-lateral or larger, multilateral ones, I think they point to what must be in place and that’s interoperability. Not just interoperability based on equipment, the ability for our comms systems to talk to each other, but also interoperability based on a clear understanding of how each other works, how each other thinks, and how each other fights.Understanding each other’s capabilities, their limitations as well as what they can do. Understanding each other’s tactics and procedures and how to best fold them into each other. Understanding the nuances around how we each interpret rules of engagement, how we employ doctrine. All of this is essential if we’re going to have a chance of delivering together from Day 1.UK/US RelationshipAnd yet as much as all of these alliances and partnerships are highly valued by the UK, I will eventually boil down to complete agreement with Admiral Richardson that the key one is our link as a Navy to the United States Navy. There is something unique about that, something unique about the strategic nature of our partnership that goes back a long way.Many of our Admirals and senior Civil Servants are over in Washington this week commemorating the 60th anniversary of the MDA, a hugely significant moment in the way we work together in the nuclear and submarine field.The UK is the only tier 1 partner in the F35 programme and from the earliest days of this programme, Royal Air Force and Fleet Air Arm pilots, ground crew and engineers have been working side by side with their US Navy and US Marine Corps colleagues to ensure that, as much as our new aircraft carriers will sit at the heart of the UK’s Joint expeditionary force, so too will they be ready to work with our American counterparts from the off. And you’ll see us doing that in 2021 when we first deploy that carrier operationally.And as we look at the increasingly challenging underwater battlespace that I alluded to earlier, Britain and the US will be working very closely together to develop some of the world’s most advanced under-sea technology, including of course collaboration with the deterrent submarine programme.It couldn’t be a closer link.I will wrap this up now and I know we collectively look forward to hearing your questions. But I just leave you with this thought. Our Defence Secretary called upon the Royal Navy to lead from the front, to exploit our unique ability to exert not just soft power across the globe as we’re doing at the moment but also to be able to back it up with tangible hard power.That’s a call that is a challenging one to achieve; for the service to do both, credibly, at the same time. It takes a lot of application and effort. But it’s a challenge I readily accept, because that enables the Royal Navy to power on, to get the fleet it needs to fulfil its commitments and meet the broad range of challenges we face both at home and around the world.And as we look to fulfil our centuries-old role on behalf of our nation, we do so safe in the knowledge that wherever we are in the world, we can find partners and allies to work with. And we will find no partner more valuable, more credible, more trusted, than the United States Navy. And I’m honoured to think that they regard us also as the partner of choice.Thank you.
With the introduction of T Levels just around the corner, the new branding has now been unveiled to stakeholders and providers ahead of the official launch of T Levels in 2020.The launch will be the first step towards raising awareness of T Levels in schools and colleges ahead of the 2020-2021 academic year.The ‘NexT Level’ brand logo, which has been designed in consultation with employer panel members, FE providers, young people and parents, will enable 2020 providers to promote the benefits of T Levels to young people in the process of deciding their route into post-16 education.Providers and stakeholders have now received a brand toolkit, including brand guidelines, leaflets and social assets to help to recruit the first wave of T Level students and encourage employers to offer industry placements.The brand creative revealed today is a step up for the T Levels campaign which forms just one part of the Government’s ongoing work to reform technical education in the UK.Minister for Skills and Apprenticeships, Anne Milton said: I can’t wait for more people to learn about what T Levels have to offer and how it they can open up a world of exciting options. T Levels will be the biggest change to technical education in a generation. T Levels will help young people to fast-track their career and help them get to the next level giving them a head start in the world of work. Right from the start we have worked with employers, young people, their parents and education providers. I want more and more people to understand that T Levels are a high quality, advanced and desirable qualification with employers at the heart of their design. T Levels are new qualifications which have been developed collaboratively with UK businesses to better prepare students for the world of work and higher-level study. The two-year course will combine classroom theory with practical learning and an industry placement and will be available to students who have completed their GCSEs.The first three T Levels in Digital, Construction and Education & Childcare will be taught from September 2020 and, from 2021, a further seven will be taught, including three in Health and Science. By 2022, the Government will introduce the final wave of T Levels – 15 in total – in sectors such as legal, finance and accounting, engineering and manufacturing, and creative and design.A unique part of T Levels will be the completion of a high-quality industry placement – of at least 315 hours, or approximately 45 days – in which students will build the knowledge and skills they need in a workplace environment.Just last month, the Government announced a new package or support for employers to help them offer vital placements in readiness for the T Level rollout in September 2020.
All Good Records continues to share great new jams from their ongoing All Good Radio program on SoundCloud. The latest episode features something unique, venturing outside the label’s talented artist base to bring something from the other side of the world.All Good Radio recruited Funk Bast*rd, the head of Singapore-based label Darker Than Wax, to curate the latest episode. Take a listen to what he put down for the new All Good Radio episode, streaming below. The tracklist follows thereafter.All Good Radio Episode 9 TracklistGRiZ — IntroRKM Library — Moody DiscoMoo Latte x Roux Spana — James in HeavenStimulator Jones — Soon Never ComesLido Pimienta — Camellando (Kraut edit)Bahamadia — Uknowhowwedu (Ben Hedibit remix)Astronauts — Shake it looseNicholas Payton — Junie’s boogieKaazi — AirTOUCHSOUL — TRACK IDIssa Bagayogo — Ciew Mawele (Kraut edit)Latrelle — House party (Kaytra edit)Yung Bae & Flamingosis — Get up!Tux — Lost loverDUDLEY WATTS — TRACK IDSteely D. — Jack of speed (Air ZaÏre edit)RGL — S U G ANeguim. — ReasonTokyo Megaplex — fyutch psychicMoon Boots — Tear my heart ft. Lulu JamesSonia Calico — Sawa Dee KaFZPZ – TRACK ID
Shao-Liang Zheng can manipulate the tiniest of molecules, but he has a harder time manipulating words.Zheng, who manages the Center for Crystallographic Studies in the Chemistry and Chemical Biology Department, is by his own admission “a little shy.” And his pronounced Chinese accent often makes for unwieldy conversation with Americans. The communication problems Zheng could frequently avoid as an isolated postdoctoral researcher came to the fore when he began teaching others how to use the center’s complex X-ray machinery.“The first time I ran the workshop here, students complained they couldn’t understand me,” he said.Determined to work on his public speaking skills, Zheng sought the help of the masters — specifically, the Crimson Toastmasters. The four-year-old chapter meets every other Tuesday afternoon with the goal of helping Harvard faculty and staff to overcome the nerves, tics, and other barriers to communication that can plague even seasoned public speakers.“It’s given me the confidence, and it helps me with organization of my thoughts,” Zheng said.Most people have heard of Toastmasters International, the nonprofit public-speaking organization founded in 1924. With its 10-step path to “competent communication” and its members-only mystique, Toastmasters has acquired a reputation as a cross between Alcoholics Anonymous and Six Sigma, the popular business methodology.“I actually thought it was a cult,” admitted Sarah Liberman, a coordinator in the Harvard Graduate School of Education’s academic affairs office. Despite her skepticism, she attended the club’s inaugural meeting, sponsored by the Center for Workplace Development, and is now its vice president for membership. “It’s a really good opportunity to network,” Liberman said.For some, Toastmasters conjures an image of a fusty old man in a dinner jacket and ascot, raising a coupe of champagne to commandeer the room’s attention.“I thought that it might be more formal than it is, maybe more elitist,” said Christie Gilliland, a newer member of the club and a Harvard Library assistant. “But it was the exact opposite.” Even though Gilliland is naturally outgoing, she said she likes the regular practice that Toastmasters provides.“You have to learn how to work through the racing heart, keep your mind focused even when your hands are shaking,” Gilliland said.The oft-quoted statistic that more Americans fear public speaking than death — the common belief that, as Jerry Seinfeld famously joked, “If you go to a funeral, you’re better off in the casket than doing the eulogy” — appears to be the stuff of urban legend. But a 2001 Gallup survey did reveal that public speaking is the second-most-common fear in America, after snakes.And even those who don’t dread the spotlight aren’t necessarily good at handling it.“I come across a lot of people who are professionals at a really high level who can’t give a good presentation,” said Leon Welch, a purchasing assistant at Harvard University Health Services and the club’s president.Toastmasters is everywhere. There are 164 clubs in Massachusetts alone, many affiliated with universities, businesses, or churches. Harvard students have their own Toastmasters club, Harvard Toastmasters, which meets weekly at the Harvard Kennedy School.All Toastmasters clubs follow the same meeting format, where members take turns being master of ceremonies and giving speeches that range from an opening joke to an inspirational thought. Some members are assigned to offer critiques — and yes, one person tallies all the “ums,” “likes,” and “sos.” But any Toastmaster will insist that clubs have their own personalities, from the militant to the relaxed.“What sets our group apart is a tremendous amount of compassion and understanding,” Welch said. “We have one of the most amicable groups I know of.”Welcoming or not, a room full of strangers can seem like a hostile environment to a newcomer, especially one who fears public speaking. Even though no one is required to take a turn in front of the group, “We’ve had people cry,” Welch said.Crimson Toastmasters is small but growing, Welch said. Many members discover the club by word of mouth. “A lot of people are looking to become more proficient in the way they present themselves,” he said. “I think that the Toastmasters approach is attractive, because you move at your own pace.”Jason Pryde, a web and database manager at the Ash Center for Democratic Governance and Innovation, said the group has helped his professional life in unexpected ways. He has gotten better at recognizing people and remembering their names. And he has become attuned to the reciprocal aspect of public speaking: listening.“It’s fairly easy to let your mind wander off when people are speaking,” Pryde said. “But it’s dangerous. I’ve disciplined myself to stay engaged.”In uncertain times, people often look for ways to bolster their public speaking skills to gain a competitive edge in the work force, said Steven Cohen, author of the recently released “Lessons from the Podium: Public Speaking as a Leadership Art.” Cohen, a Harvard Kennedy School graduate who teaches a course on public speaking at the Harvard Extension School, said he has seen a spike in interest in public speaking across the University in recent years. In the five semesters he has taught the class, it has filled up in a matter of days, with a waitlist.“Especially with the economic downturn, people are doing whatever they can to stay on top,” said Cohen. “Public speaking is one of those areas that can make or break you.”It’s certainly had a real impact for Zheng and the Center for Crystallographic Studies. When Zheng arrived at Harvard in 2009, only eight students and postdoctoral researchers knew how to use the X-ray equipment he oversees. Thanks to his training workshops, that number now stands at 22, not counting the 7 new students currently taking a new course Zheng is teaching.“It makes me so happy,” Zheng said with a grin. “It’s very hard to stand up and speak, but it’s important for my job. It’s important for the students.”
In her own little corner, she can be whatever she wants to be! Broadway newcomer Carly Rae Jepsen stopped by Good Morning America to give a backstage tour of her newest job at Roger & Hammerstein’s Cinderella. The “Call Me Maybe” star takes over the role of Ella from Tony nominee Laura Osnes starting February 4 alongside Emmy nominee Fran Drescher as the wicked stepmother. Check out the video below to see Jepsen with newly appointed prince Joe Caroll practicing their waltz and also get a sneak peek at some inspired wig choices. A finer night you know you’ll never see! Fran Drescher Joe Carroll Related Shows Cinderella Star Files View Comments Show Closed This production ended its run on Jan. 4, 2015 Carly Rae Jepsen
GREEN MOUNTAIN POWER CORPORATION (NYSE: GMP) announced the preliminary results of its successful modified “Dutch Auction” self tender offer, which expired at 12:00 midnight, New York City time, on November 19, 2002.Based on the preliminary count by the depositary for the tender offer, approximately 815,779 shares of common stock were properly tendered and not withdrawn at a price at or below $19.75 per share (including those shares tendered by shareholders who indicated in their letters of transmittal that they were willing to accept the price selected by Green Mountain Power in accordance with the terms of the offer). Green Mountain Power expects to accept for purchase 815,779 shares at a purchase price of $19.75 per share in accordance with the terms of the offer. The 815,779 shares that Green Mountain Power expects to purchase are comprised of the 800,000 shares Green Mountain Power offered to purchase and 15,779 shares to be purchased pursuant to Green Mountain Power’s right to purchase up to an additional 2% of its outstanding shares. Due to the exercise of suchright, Green Mountain Power expects that there will be no proration andthat all shares properly tendered and not withdrawn at a price at or below$19.75 per share will be purchased. Immediately following such purchase,and assuming that 815,779 shares are purchased in the offer, GreenMountain Power will have approximately 4,916,331 shares of common stockoutstanding.The determination of the actual number of and specificshares to be purchased and the price per share are preliminary and subjectto verification and final confirmation by Mellon Investor Services LLC(the depositary for the tender offer), the proper delivery of all sharestendered and not properly withdrawn (including shares tendered pursuant toguaranteed delivery procedures) and the impact of “odd lot” andconditional tenders. The final results of the tender offer will beannounced promptly following completion of the verification process.Promptly following this confirmation process, the depositary will issuepayment for the shares accepted under the tender offer and return allshares not accepted. Any questions regarding the tender offer may bedirected to Mellon Investor Services LLC at (800) 858-0985.Green MountainPower is a public utility operating company engaged in supplyingelectrical energy in the State of Vermont in a territory withapproximately one quarter of the State’s population. Green Mountain Powerserves approximately 87,000 customers.