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Fast shipping, pretty razors, and I love that on the razor head boxes there's like little sayings and quotes to make you smile. Overall best razor decision I've made.


text:
The Reselect Song List /
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About Me /
The Long Winters: "Nora"
By Dave Gershman
Only the most advanced readers could handle that rainbow…
For my money, one of the best albums released during the 2000s came from one of the best Seattle-based bands to never have quite made it as big as they deserved: The Long Winters. They shared a musical landscape with such fellow Pacific Northwest bands as Death Cab for Cutie and Harvey Danger (whose lead singer, Sean Nelson, was a member of The Long Winters on this album), but they didn't sound like either of those bands. Their second album (I'd say "sophomore," but doesn't that word feel overused in the context of music albums?), 2003's When I Pretend to Fall, isn't even necessarily their best album, depending who you ask, but it's the one that I discovered them with and that really struck a chord with me upon its release. And it has continued to strike chords left and right in the years since — it hasn't seemed to age a day since it came out.
I think the secret to the album's continued freshness is that the Long Winters' lead singer and creative font, John Roderick, wisely sidestepped any music trends, focusing instead on writing songs that found their strength simply in great melody and lyrics. Roderick's singing voice is relatable, that of an easygoing friend who's been through some tough times but is making the best of it, and that relatability helps in making many of Roderick's lyrics feel universal. One of my favorites is "Stupid," where he responds to a friend's berating for being too hung up on a potential girlfriend: "Stupid?/You could call it that/Stupid/But you have no idea/How stupid I would feel/If 15 years from now I see her/and she says, 'Why didn't it happen between us, stupid?'"
My favorite lyric on the album comes from "Nora," the album closer, and that lyric — along with the song's sonic power — is what made me settle on it as the song from the album to feature. Because honestly, nearly any of the songs from When I Pretend to Fall would have made sense here. "Nora" pushed its way to the front of the pack today on the strength of its stark piano, which quickly surges to a pounding drone, and Roderick's monotone, somewhat dazed vocals, as though he's still trying to clear his head after a long emotional battle with the song's namesake. And the lyrics confirm that despite everything he's tried, he failed to make the connection with Nora that he so desperately wanted, but which she clearly wasn't open to; they were looking for different things. And that leads to that favorite lyric I mentioned above, stunning in its dead-on simile:
But she never says I love you
Til I say I love you
Like we're exchanging hostages
That alone makes When I Pretend to Fall worth a listen, but thankfully there are many more great moments to be discovered…
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· Steely Dan, "Dirty Work"
· Harry Nilsson, "One"
· Sniff 'n' the Tears, "Driver's Seat"
· The Who, "Bell Boy"
· Warren Zevon/Bon Jovi, "Wanted Dead or Alive"
· Robert Plant/Alison Krauss, "Please Read the Letter"
· Buddy Holly, "Well . . . All Right"
· !!!, "The Step"
· Yes, "Siberian Khatru"
· The Case For: The Association
· Crowded House, "My Telly's Gone Bung"
· King Missile, "Cheesecake Truck"
· Pete Townshend, "I Am An Animal"
· XTC, "Harvest Festival"
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redpajama_set_name: RedPajamaCommonCrawl


"Water Color Purple" Set of Four; available in fabric or vinyl with various size options. This stock product will ship within 2 business days of purchase. Custom text banners require proof approval for shipping. Proofs are sent within 2 business days of purchase.
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I squandered 19 years of my life before laying eyes on New Mexico. A spring-break trip to the Gila National Forest unexpectedly connected my body and soul to the state I eventually called home. A few more years passed before I switched from Midwesterner to Southwesterner, and those Gila hiking trails proved a harbinger of what has since kept me healthy and at least reasonably sane. Like a lot of you, I've endured my share of knocks over the years. Each time, getting back on my feet turned literal: Boots on the ground, I walked over and through every setback.
A favorite trail starts at the back door of my Placitas home. It angles up a Bureau of Land Management hill that teems with lizards, owls, coyotes, bobcats, the occasional bear, and roaming herds of wild horses. I also love ambles in the Sandía, Jémez, and Sangre de Cristo Mountains. And Chaco, El Malpais, White Sands, Pecos, and Ojito. What I've come to think of as "home" is in fact a collection of extremely spacious rooms with boundless blue ceilings, the wild places I cannot—will not—live without.
The notion of coming home has fueled some of the greatest literature in the world. Without going all Iliad-and-Odyssey on you, know that our 2018 theme dips liberally into that well of emotions, nostalgia, and personal transformations. The writers we asked to kick off "Coming Home NM" bear witness to the range of experiences that phrase evokes. One grew up in what's now a ghost town and preserves its fading lore. Another strived for decades to move here before finally seizing his chance. The third traveled far away but still pines for his boyhood's snowy slopes.
We want to hear your coming-home stories, too, and will share as many as we can. What does "Coming Home NM" mean to you? A town, a trail, a family, a hot-air balloon rally, a feast day, an actual house? Send it along. We can't wait to hear. Oh, and welcome home.


text:
Q: MediaStore show Images after deleted from File Manager I use MediaStore to get all Images from Android device. Then after I delete some of the Images from File Manager. Followed I use MediaStore again to get Images, and I get all deleted files which is problem.
Why MediaStore returns files that are no longer are on the device(Deleted from device) ?
Code which I am using to retrieve image from MediaStore.
Uri uri = android.provider.MediaStore.Images.Media.EXTERNAL_CONTENT_URI;

String[] projection = {MediaStore.MediaColumns.DATA, MediaStore.Images.Media.BUCKET_DISPLAY_NAME};

Cursor cursor = activity.getContentResolver().query(uri, projection, null, null, MediaStore.MediaColumns.DATE_ADDED + " DESC");

String ImagePath = cursor.getString(cursor.getColumnIndexOrThrow(MediaStore.MediaColumns.DATA));

Help to resolve this issue.

A:
Why MediaStore returns files that are no longer are on the device(Deleted from device) ?

Because whatever file manager you used did not do anything to inform the MediaStore about the deletion of the files. MediaStore will find out eventually, but it may be several hours.

A: You can rescan Media using below code
 MediaScannerConnection.scanFile(context, new String[]{imagePath}, null, new MediaScannerConnection.OnScanCompletedListener() {
    public void onScanCompleted(String path, Uri uri) {
        //something that you want to do
    }
});

redpajama_set_name: RedPajamaStackExchange


text:
package org.uiautomation.ios.server.command.uiautomation;

import org.json.JSONException;
import org.json.JSONObject;
import org.uiautomation.ios.communication.WebDriverLikeRequest;
import org.uiautomation.ios.server.IOSServerManager;
import org.uiautomation.ios.server.command.UIAScriptHandler;
import org.uiautomation.ios.server.utils.JSTemplate;

public class TouchAndHoldNHandler extends UIAScriptHandler {

  private static final JSTemplate template = new JSTemplate(
      "var element = UIAutomation.cache.get(%:reference$s);" +
      "element.touchAndHold(%:duration$f);" +
      "UIAutomation.createJSONResponse('%:sessionId$s',0,'')",
      "sessionId", "reference", "duration");

  public TouchAndHoldNHandler(IOSServerManager driver, WebDriverLikeRequest request) throws Exception {
    super(driver, request);
    Double duration = request.getPayload().optDouble("duration");
    String js = template.generate(
        request.getSession(),
        request.getVariableValue(":reference"),
        duration);
    setJS(js);
  }

  @Override
  public JSONObject configurationDescription() throws JSONException {
    return null;  //To change body of implemented methods use File | Settings | File Templates.
  }
}

redpajama_set_name: RedPajamaGithub


Staniford was a burgess of Andover; he signed the returns in 1672, 1677, and 1678. He was bailiff in 1684. This is the only token issued by the clothiers, who at that time carried on a flourishing trade in the borough.


text:
@implementation FMDBManager

static FMDatabaseQueue *dbQueue;

+ (void) openDBByQueue:(NSString *) dbName{

    NSString *path = [NSSearchPathForDirectoriesInDomains(NSDocumentDirectory, NSUserDomainMask, YES).lastObject stringByAppendingPathComponent:dbName];

    NSLog(@"%@",path);

    dbQueue = [[FMDatabaseQueue alloc] initWithPath:path];

    [self createTableByQueue];

}

//创建一张表

+ (void) createTableByQueue{

    NSString *path = [[NSBundle mainBundle] pathForResource:@"photo.sql" ofType:nil];

    NSString *sql = [NSString stringWithContentsOfFile:path encoding:NSUTF8StringEncoding error:nil];

    NSLog(@"sql语句是%@",sql);

    [dbQueue inTransaction:^(FMDatabase *db, BOOL *rollback) {

        if (![db executeUpdate:sql]) {

            NSLog(@"创建图片表失败");

            return;
        }

        NSLog(@"创建表成功!");

    }];

}

+ (FMDatabaseQueue *) sharedQueue{

    return dbQueue;
}

@end


WRC Illustration & Design Blog: lothlenan: Someone call a doctor, because doing this painting killed my hands. Good gravy. That foliage. HOWEVER. Finally, with some help and encouragement I managed to get through it. Special thanks to my fiance for their support and not letting me die in a deep, deep sea of despair :D Steven Universe ala "The Swing" in homage to one of my fave painters, Jean-Honoré Fragonard.
lothlenan: Someone call a doctor, because doing this painting killed my hands. Good gravy. That foliage. HOWEVER. Finally, with some help and encouragement I managed to get through it. Special thanks to my fiance for their support and not letting me die in a deep, deep sea of despair :D Steven Universe ala "The Swing" in homage to one of my fave painters, Jean-Honoré Fragonard.


Scrapbooks, autograph books, letter book, guest books, and family Bible. - 1882-1973. - 98 cm of textual records.
M-8346-1a Scrapbook. - [ca. 1913-ca. 1932]. - Consists of scrapbook of newsclippings, including the snowstorm of April 1932, and life in Hanna. Includes some cartoons, greeting cards and photographs.
M-8346-1b Scrapbook. - 1915-1916. - Consists of a scrapbook regarding Eric L. Adames and his service in the First World War.
M-8346-1c Scrapbook. - [ca. 1928-1933]. - Contains greeting cards, newsclippings about events in Hanna, the Anglican church, household hints, etc.
M-8346-1d Loose newsclippings from the scrapbook in file 1c. - 1929-1931.
M-8346-1e Loose magazine clippings, cards, poems, menus, programs, etc. from the scrapbook in file 1c. - 1925-1935.
M-8346-2 Scrapbook. - [ca. 1933-ca. 1943]. - Consists of a scrapbook including obituaries for W. Helen Adames.
M-8346-3 Loose newsclippings from the scrapbook in file 2. - [ca. 1931-ca. 1941]. - Includes newsclippings from the 1939 Royal Visit to Canada and Banff.
M-8346-21 Scrapbook. - 1934-1938, 1972. - Contains mostly greeting cards.
M-8346-22 Scrapbook. - 1936-1938. - Contains mostly cartoons by Stewart Cameron and others commenting on the Aberhart government.
M-8346-23 Scrapbook. - 1892, 1942-1952. - Contains mostly photos, newsclippings, and greetings on H. J. and Florence Adames's 50th wedding anniversary (1942); also newsclippings about the Cathedral Church of the Redeemer.
M-8346-24 Loose newsclippings from the scrapbook in file 23. - [ca. 1942]-1956.
M-8346-4 Scrapbook. - 1937-1954. - Includes newsclippings on the coronation of George VI and mementoes of the Calgary celebration of the coronation of Elizabeth II.
M-8346-5 Scrapbook. - [ca. 1942-ca. 1944]. - Consists of Eileen Adames' scrapbook, including newsclippings of her association with Pro-Cathedral Women's Auxiliary.
M-8346-6 Autograph book. - 1882-1895. - Belonging to Florence Carpenter.
M-8346-7 Autograph book. - 1925-1927. - Belonging to Eileen S. Adames.
M-8346-8 Letter book. - 1901-1903. - Belonging to Henry J. Adames.
M-8346-9 Guest book. - 1942. - Includes some photographs and pen and ink drawings.
M-8346-10 Guest book. - 1942. - Used as a memento of Henry and Florence Adames' golden wedding anniversary.
M-8346-11 Book of remembrance. - 1961. - From the funeral of Eric L. Adames.
M-8346-11a Recipe book. - [ca. 1892-ca. 1930]. - Contains handwritten recipes and clippings.
M-8346-27 Family Bible and Book of Common Prayer. - 1891-1973. - Both volumes contain genealogical information, and interleaved poems, letters, and memorabilia.
Correspondence, newsclippings, postcards, etc. - 1884-1943. - 20 cm of textual records.
M-8346-12 Family certificates, etc. - 1884-1920. - Includes Henry J. Adames' NWMP discharge certificate (1889), confirmation certificate, and school report cards for Florence Carpenter and Helen Adames.
M-8346-12a Family certificates, etc. - [Photocopied 1997]. - Photocopies of file 12, for research use.
M-8346-13 Letter, postcards, etc. - [ca. 1915-ca.1917]. - Consists of postcards and Field Service postcards from Eric L. Adames during the First World War.
M-8346-13a Letter, postcards, etc. - [Photocopied 1997]. - Photocopies of file 13, for research use.
M-8346-13b Discharge certificate. - 1919. - Military record of Eric L. Adames. - Fragile condition.
M-8346-13c Medal, badges, and button. - 1919. - Found with Eric L. Adames's discharge certificate.
M-8346-13d Postcard album. - 1905-1914. - Eric L. Adames's postcard collection. Includes some messages from family and friends.
M-8346-13e Loose postcards from the album in file 13d. - 1904-1914.
M-8346-14 Newsclippings. - 1916-1918. - Includes "Invitation to Discuss Peace" from the Austro-Hungarian government (1916); and "Registration Card for Females" form (1916).
M-8346-15 Newsclippings. - [Photocopied 1997, originally created ca. 1914-ca. 1918]. - Consists of copies of newsclippings pertaining to the First World War; and some copies of newsclippings from file 14.
M-8346-16 Postcards. - 1908-1939. - Includes some personal messages to the Adames family, and pictures of Sarcee Army Camp (1914).
M-8346-16a Postcards and commemorative medal. - [ca. 1911-ca. 1945]. - Mostly unsent postcards, souvenirs of family travels. Includes medal commemorating coronation of King George V, 1911, presented by R. B. Bennett, K.C, M.L.A.
M-8346-17 Correspondence and miscellaneous records. - [ca. 1919-ca. 1941]. - Includes memorabilia from the Second World War: Kinsman Club stamps showing Hitler and the motto "Help lick 'im" inside a card entitled "There'll always be an England".
M-8346-18 Correspondence and newsclippings. - 1920- 1933. - Includes a copy of the Order in Council appointing H. J. Adames as Clerk of the Supreme and District Court, Hanna, Alberta.
M-8346-19 Miscellaneous. - 1919-1948. - Includes personal cards and letters to members of Adames family; certificate of confirmation and school leaving certificate of Eileen Adames; "Pioneer's Certificate" for H. J. Adames from the City of Calgary; Eileen Adames's church Woman's Auxiliary life membership certificate.
M-8346-26 Alberta Golden Jubilee Senior Citizen Award. - 1955. - Certificate presented to H. J. Adames.
M-8346-20 Obituary and certificate of ill-health. - 1941- 1943. - Regarding Winifred Eileen Adames' return to Calgary, illness and death.
M-8346-20a Correspondence and certificate. - 1992. - Regarding donation of H. J. Adames's medals to the RCMP Museum.
M-8346-20b Genealogy. - 1975. - Compilation of information on the McCallum and Carpenter families, compiled by a cousin of Eileen Adames.
One of the photographs has been scanned. View now.
Tintypes. - [ca. 1868]. - Consists of Dr. Knight, and one which is unidentified.
E. G. Adames, S.A.M.P., Bulawaya, South Africa. - He died on December 4, 1899, during the South African (Boer) War.
Henry J. Adames and his wife, Florence Maude Carpenter. - 1871-1946. - Also shown are Madge Prince and Helen Carpenter (Florence's sister).
Miscellaneous photos. - [ca. 1919-ca. 1947]. - Some unidentified family members.
PA-3359-(74-91) 91 photographs and negatives.
Friends of H. J. Adames. - [ca. 1902]. - Willie Evans, J. K. Newcombe, Jas. Walter Elison (?).
Souvenir photographs. - [ca. 1930-ca. 1950]. - Banff, Brisbane, Australia.
Miscellaneous family negatives. - [ca. 1918-ca. 1945]. - Some may be the same images as in file PA-3359-(3-66).
No. 3 Platoon, Divisional Cyclists Depot, C.E.F. - 1915. - E. L. Adames is a member of the platoon.
Home in Kincardine, Bruce Co., Ontario, built 1877. - [ca. 1920]. - Etching of Florence (Carpenter) Adames's childhood home.
Family portraits. - [ca. 1885]. - Given to Henry J. Adames by his grandmother when he left Sussex, England in September 1885. Most are unidentified.
Family portraits from England, Ontario and Manitoba. - [ca. 1868-ca. 1899]. - Includes the Carpenter and Adames families in Canada, including homesteading views.
Eric and Eileen Adames as children. - [ca. 1909]. - Includes a small index and loose photographs.
A tramp abroad. - [ca. 1912]. - Includes photos of early Calgary Stampede parade, and the Hotel Alexandria.
Trip to Alberta, British Columbia, etc. - [ca. 1939-ca. 1946]. - Includes postcards, some loose photos and mementos.
Military personnel, Adames home, etc. - [ca. 1939-ca. 1945]. - Includes some loose photos.


At SUMA Net Impact, we create a platform for students to work on sustainability-related pro-bono consulting projects. We source sustainability related projects from organizations/companies every semester.
If you are interested in engaging SUMA Net Impact and Columbia students on a project, please fill out the form below and one of our board members will reach out to you.


That's exactly what Build Your Best Family online course is all about, allowing you to benefit from what we learned no matter what your schedule is or where you live. It's a step by step guide to decide what you want their family to be known for, determine their core values and passions, then translate those values into behaviors that can be taught, coached, and celebrated.
Culture, no matter what values and beliefs its rooted in, is not a list of dos and don'ts. But instead, the essence of how a family relates to one another, works together, and achieves goals. Through small consistent steps over time, you can establish a culture of faith in your home that will grow your faith and the faith of your family.
Culture whether in an organization or family is made up of automatic, repetitive habits, and emotional responses. One of the most common ways an organization does that is through rituals. Here's why rituals. traditions, and rites of passage are, whey they are important, and what yo consider when created your own.
Just like in an organization, culture is not created by a one-off team-building exercise and a good orientation day, but in the routines, rhythms, and habits that are practiced by its people. Small steps over time. Here are a few things that you can do to start creating routines, rhythms, and habits that matter.
Thanksgiving and Christmas are quickly approaching. Most people I know either look forward to season or dread it. Guess what? I dread it. However, choosing One Word for the holiday season can change that!
The holidays don't have to be stressful! Your family can celebrate them with thoughtfulness and intention! This new book from Becky Kiser called Sacred Holidays: Less Chaos, More Jesus is a game changer for me.
Within a workplace or an organization, regular team meetings are a given. They keep people informed, help them achieve goals and ensure everyone is on the right track. Weekly meetings within a family can do the same.
Many organizations hold yearly employee performance reviews. These evaluations reinforce what their managers expect in the workplace but also provide employers with information to use when making decisions about promotions, pay raises, and layoffs.
This same type of review can be used in families to connect with one another and assess where you are individually and as a family.
The contributing factors in a culture are vision, values and beliefs, and practices which include language. That's why words matter when it comes to building your family culture They inform the way we think and interact with the world plus foster a sense of unity and membership.
When I first started working with my life coach I thought I was way too busy to pursue the things that were important to me. I had a long list of reason why I wasn't writing more, connecting with my husband regularly, or deepening my friendships.
I assumed I had a time issue. But what I really had was a priority issue. I said over and over that these things mattered to me however they weren't showing up in my schedule.
Passions allow you be the best person you can be. That's because people who know what they are passionate about and actively make those things apart of their lives are fulfilled and connected with their work, family, and life in general. If you haven't taken the time to figure out what you are passionate about, here's how you can!
Everyone values something. Once you have identified what it is that you value you are better able to make it show up in your life, you gain clarity, which allows you to be successful in what matters the most to you.
Procrastination, lack of team spirit, and decreased engagement are all signs of a negative culture both in organizations and families. This develops when the culture is not built intentionally but instead produced by default, without a vision and a plan. However, a strong defined culture energizes its members, keeps them engaged, gives them a sense of belonging, and helps them make decisions.
With thought and careful planning, we can create a culture in our homes where creativity can thrive.
Occasionally being creative is not enough to make it a part of our family culture. It must consistently show up in everything we do. This principle applies to your family values, no matter what they are.
Some of the things we do as a family is very similar to way I did them growing up. Just as my parents passed culture to me, I now passing them onto my children. By examining your past you can determine what traditions and custom you want to bring forward and which ones you want to leave behind. You can also mix and match your family practices or create brand new ones.
In order to successful move forward in the family culture building process it's important to know where you are starting from. Here are some steps that you can take to assess where your family is so you can easily move to where you want your family to be.
I received an email from my son's teacher recently. It was about his unkind behavior towards a friend. At first I was tempted to defend him and make excuses. But ultimately I realized I needed to examine our family's culture to see what I was allowing at home.
Join me over at Faith Gateway to read the full story.
Welcome to The Family Culture Project!
Together with my husband Carl, I will be bringing you weekly podcasts that empower you to create a thriving family culture. We've created this podcast because we believe you don't have to feel hopeless looking at the path your family is on. With thought and deliberate steps, you can create a culture in your home that reflects your family's values and beliefs.
What are Family Values and Why are The Important?
As a couple, your shared values are a central part of who you are and what you envision your family to be. If culture is the underlying personality or your organization or family, the essence of how people interact and work, then your values are the why of how you live and what you do.


WIRELESS etc. is the exclusive third party operator of the Wireless phones kiosks inside Costco Wholesale warehouses in Canada. We provide wireless offers exclusively for Costco members and offer a wide range of handsets and accessories. We provide wireless services from Canada's leading providers: Rogers, Bell, Fido, Virgin Mobile, Sasktel, chatr wireless and Lucky mobile. You can find our kiosks in all the Costco warehouses across Canada.
We are looking for people who have passion and drive, to provide members with superior care and service. This is not just your average job. You'll have the ability to create your own success and determine how far you go. We offer extensive rewards to those who believe in maximizing their potential. We believe in growth from within and have Directors and District Sales Managers who began their careers as Sales Associates.


Riverain Bowls Club is a centre for the sport of Bowls in Hitchin, Hertfordshire.
There are two separate thriving clubs at our centre, the membership of which are separate.
Affiliated to the EIBA, HIBA , HLIBA and Bowls England.
The Riverain Indoor Bowls Club (founded 1987) has 8 rinks with a large seating area for spectators.
There is a bar and catering facilities which provide hot and cold meals and snacks, serving both our nearly 1000 members and visitors.
The club also has an active and successful Youth Section.
The Riverain Outdoor Bowls Club (founded 1990) has a 6-rink green and its own clubhouse adjacent to the indoor building.
Outdoors, we provide snacks during matches for players and guests.
The outdoor club has roughly 50 members.
The club hosts regular social events at the clubhouse, both during the summer and the winter close season.
The quiz nights, race nights and other events are always popular.
We also have a fully stocked shop offering all that a bowler may need.
From measures and chalk, through clothing and shoes to a full range of bowls of all kinds.
Both our new and used bowls are available to try before you buy.
There are regular sales events - keep an eye on our Upcoming Events notices.
We can be easily reached from the A1. Our bowls centre has ample parking for cars and for a visiting coach.
Directions for reaching us are on our "Find Us" page.
For information about our clubs, our coaching sessions or any of our facilities, please come along or call.
The next Gala day will be on Good Friday, 19th April.
Sign up now, see the main notice board.
At 4pm on 26th April, the Indoor Club will hold its Annual General Meeting.
Nominations are now open for all the club offices.
See the main notice board for details.
The Riverain Shop sale runs from 27 April to 6 May.
Jamie H and his father win the annual Riverain Youth Generation Game.
Copyright © 2019 Riverain Bowls Club Ltd. All rights reserved.


We utilize a strategic process to fully understand and analyze each client's unique situation, and thoughtfully develop a highly-customized road map to ensure each client is securely on the right path to achieve their investment goals. We aim to provide our clients with the utmost clarity, comfort and peace-of-mind with their financial future.
We operate under a global mindset and offer a full spectrum of investment strategies, products and services. Our years of personal and professional experience with a vast array of investment opportunities enables us to further enrich our value proposition.
We use strategic thinking, creative problem solving and efficient implementation to help ensure our goal of providing our clients with superior strategies and returns.
We engage a disciplined proactive approach, continuously monitoring each of our client's portfolios and all the external factors that may be centres of influence. Innovation in the investment industry is always advancing, with new products and strategies constantly being developed.
Regular meetings ensure clients are positioned in their unique optimal investment plan and are on track to achieve their financial goals.
Additionally, our extensive experience within the personal banking industry enables us to further enhance the client experience, providing budgeting, debt reduction and savings growth strategies.
*Offered through Canaccord Genuity Wealth & Estate Planning Services Ltd.


text:
var util = require('util');
var request = require('request');
var pg = require('pg');
var _ = require('lodash');

pg.defaults.ssl = true;

function withDb(cb) {
  var dbString = process.env['DATABASE_URL'];
  if(dbString == null) {
    throw new Error('You must set a DATABASE_URL enviroment variable containing the database connection string');
  }
  pg.connect(process.env.DATABASE_URL, function(err, client) {
    if(err) {
      console.log(err);
      throw err;
    }
    cb(client);
  });
}

function sanatizeNames(names) {
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text:
• A list of posts published so far on Sandro Botticelli's Primavera.
• This presentation is work in progress and therefore subject to change and updates as new information comes to light.
August 26, 2022 – Faith, Hope and Love
July 31, 2022 – More from the Garden of Sculptures
July 17, 2022 – More hidden gems in Botticelli's Primavera
July 09, 2022 – Painting parallels in Botticelli's Primavera
July 05, 2022 – Lorenzo de' Medici's Sculpture Garden
June 27, 2022 – Garden of Delights
June 15, 2022 – Primavera… past and present sources
June 12, 2022 – Renaissance… rebirth… resurrection
May 24, 2022 – Unless a man is born through water and the Spirit
May 23, 2022 – A prophetic painting?
May 21, 2022 – An introduction to Botticelli's Primavera
May 21, 2022 – An unlikely pairing, but well matched
May 18, 2022 – There is a season for everything
May 9, 2022 – Of shapes and silhouettes
May 6, 2022 – A touch of topiary
May 3, 2022 – Primavera and Leonardo da Vinci
April 30, 2022 – Pairing Lorenzo and Sixtus
April 29, 2022 – Unlucky for some
April 28, 2022 – Congression narratives
April 26, 2022 – Who are the Three Graces
April 20, 2022 – Springtime!
April 20, 2022 – A stretch at the Vatican
April 14, 2022 – The Passover and the Primavera
April 04, 2022 – Called to Communion
March 31, 2022 – Making Assumptions
March 27, 2002 – Primavera, the painter and the nun
March 25, 2022 – The Annunciation and the Primavera
March 23, 2022 – Botticelli's Primavera, a liturgical season
March 01, 2022 – Roses among thorns
February 24, 2022 – Divine inspiration


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Coronavirus: impact of French measures on M&A transactions Coronavirus: impact of French measures on M&A transactions
Coronavirus: impact of French measures on M&A transactions
Out-Law Guide | 14 Apr 2020 | 4:28 pm | 7 min. read
Measures introduced by the French government to support companies affected by the repercussions of the coronavirus pandemic will impact on the mergers and acquisitions (M&A) process.
Emergency legislation in France provides for the suspension of legal, regulatory and contractual time limits, as well as time limits for administrative decisions to be made. Buyers may be seeking additional assurances as part of an ongoing transaction, or even considering whether the pandemic triggers a material adverse change (MAC) clause.
Here, we look at some of the ways in which the current circumstances may affect ongoing transactions and transactions that have already been completed.
Suspension of time limits in sanction clauses
On 25 March 2020, the French government adopted ordinance no. 2020-306 on the extension of time limits and adaptation of legal procedures during the period of the public health emergency (link to ordinance in French). Article 4 of the ordinance provides for the suspension of legal, regulatory and contractual time limits.
The ordinance covers only the suspension of time limits during a 'reference period' of the duration of the public health emergency plus one month. French law no. 2020-290 dated 23 March retroactively set the period of the public health emergency from 12 March to 24 May, subject to potential prorogation. The ordinance, therefore, only covers time limits expired between 12 March and 24 June.
In the event that the pandemic was considered as a termination cause under a negotiated MAC clause, we believe that this could only be accepted if a materiality threshold on the negative effects imposed on the target company is provided under the share purchase agreement.
In contractual matters, periodic penalty payments (astreintes), penalty clauses (clauses pénales), termination clauses (clauses résolutoires) or any clause providing for a forfeiture of enforceable rights are suspended until the reference period ends. The suspension applies where any remaining contractual obligations are not performed during any contractual grace period which expires during the reference period. Astreintes and clauses pénales which were effective before the reference period began will be effective again one month after the reference period ends, assuming the default has still not been remedied at this date.
Particular impacts on M&A transactions include:
late interest could be considered as astreintes, and therefore may be suspended during the reference period;
MAC clauses that are drafted in such a way that they may be considered as conditions subsequent to the undertaking of purchase may be suspended during the reference period;
failure to comply with the time limits for notification of claims under the terms of 'locked-box' transaction or warranties and indemnities provisions resulting in the forfeiture of rights for indemnification may be suspended during the reference period;
break-up fee provisions when considered as clauses pénales sanctioning failure to meet the conditions precedents within the contractual time limit may be suspended during the reference period.
Suspension of statutes of limitation for tax and social charges matters
Article 10 of ordinance no. 2020-306 provides for the suspension of statutes of limitation in relation to tax audit matters.
Limitations which started running before 12 March are suspended as of 12 March until the end of the reference period, and limitations which were due to start during the reference period are postponed until the end of the reference period. This provision only covers limitations that were to expire on 31 December 2020 at the latest.
The same provisions apply to French social administration (URSSAF) audit matters under article 4 of ordinance 2020-312, without limiting such provisions to limitations that were to expire by 31 December 2020.
duration for warranties and indemnities in relation to tax matters which are defined with reference to statutes of limitation are extended by the term of the reference period, assuming that the limitations were to expire by 31 December 2020;
duration for warranties and indemnities in relation to social matters which are defined with reference to statutes of limitation are extended by the term of the reference period;
negotiations regarding ongoing transactions shall not provide for a fixed term regarding warranties and indemnities in relation to tax and social matters.
Foreign investments in sensitive sectors and merger control
Article 7 of ordinance no. 2020-306 provides for the suspension of time limits during which an administrative decision, agreement or opinion may or shall be granted or is deemed to be implicitly granted and that do not elapse between 12 March and the end of the reference period. The starting point for time limits of this nature which should have started running during the reference period is postponed until the end of the reference period. The same rules apply to time limits at the end of which the French administration is bound to confirm the completeness of a filing or to require complementary information or documents.
Among other things, these provisions apply to prior approval of foreign investments in France in sensitive sectors (as amended since 1 April 2020 by French décret no. 2019-1590 and a French arrêté dated 31 December 2019.
The French Ministry of Economy and Finance has indicated orally that the departments in charge of these investigations do not contemplate implementing these time limit suspensions for the time being and that they intend to carry out due diligence in the usual legal and regulatory time frames to the extent possible. However, delays should be anticipated as the due diligence process requires the cooperation of several other administrative departments that may be locked down.
In the context of merger control filings, the French Autorité de la Concurrence published a statement on 27 March in relation to the adjustment of its merger control process (link to statement in French). The authority indicated that the timing for due diligence and answers on merger control filings will be suspended as of 12 March until the end of the reference period. However, the authority will do its best efforts to deliver, to the extent possible, its opinions and decisions without delays and without waiting for the expiration of the additional time limits provided under these provisions.
for ongoing negotiations, the long-stop date should be considered carefully;
cooperation clauses to carry out merger control filings should be enhanced in order to assist the buyer in obtaining these prior approvals and therefore to enable the French administrations to reduce the time needed to deliver their approval, without generating any confusion in the responsibilities borne by each party in these processes.
Price structure
Buyers are likely to prefer adjustment of the purchase price based on completion accounts due to the uncertainty of the current circumstances.
Where sellers push back on such a price structure, a price structure combining both a locked-box mechanism and adjustment on completion accounts may be considered, so that the price based on locked-box accounts may be adjusted if either the net cash position or the working capital requirement falls below a materiality threshold agreed between the parties.
Depending on the circumstances and the involvement of the sellers in the conduct of the business of the target company post-completion, a significant fraction of the consideration may be shifted towards 'earn out'.
MAC clauses and force majeure
Whether the Covid-19 pandemic is a reason to implement a MAC clause will depend on the wording of the clause and, notably, on any exclusions contained in them. The idea remains that these clauses can only be enforced by buyers because of the occurrence of unforeseeable circumstances having a significant adverse effect on the conduct of the business of the target company.
For executed MAC clauses in which a change in market conditions has not been excluded, the reluctance of French courts to approve the enforcement of such clauses should result in the fact that knowledge by the buyers for the past several weeks of the adverse effects of the pandemic will ruin the effectiveness of these clauses.
It is now market practice to exclude the Covid-19 pandemic as a reason for termination of contract for breach of contract. This exclusion is justified as we are now well aware of the negative impact of the pandemic on the economy. In the event that the pandemic was considered as a termination cause under a negotiated MAC clause, we believe that this could only be accepted if a materiality threshold on the negative effects imposed on the target company is provided under the share purchase agreement (SPA).
Force majeure as defined under article 1218 of the French civil code may apply to SPAs and guarantees. However, the enforcement of force majeure to avoid the implementation of an obligation to pay a sum of money is challenged in French doctrine. Force majeure will only exempt the debtor (i.e. the buyer for the payment of the consideration) from its obligation if the event, which is out of the debtor's control, was reasonably unforeseeable at the date of execution of the SPA.
While the pandemic is certainly beyond the debtor's control, the unforeseeable part of the test is more difficult. From now, parties to SPAs executed or to be executed after 12 March, or at least from the first external signs of the French government's response, will not be able to take advantage of unpredictability. In our opinion, it is advisable to provide for a contractual definition of force majeure in ongoing transactions in order to avoid the application of the general definition in the French civil code.
Article L. 211-40-1 of the French Code monétaire et financier excludes sales of financial instruments, notably shares issued by French 'sociétés anonymes' and 'sociétés par actions simplifées' from the scope of French hardship provided under article 1195 of the French civil code.
Consequently, hardship does not seem to be particularly relevant as a reason to withdraw from an M&A transaction, except if the transaction relates to sociétés à responsibilité limitée, sociétés en nom collectif and sociétés civiles, which do not fall within the scope of the exclusion.
Undertakings between signing and closing
The current circumstances may lead the buyer to reinforce its control over the conduct of the business of the target company during the interim period between signing and closing.
However, buyers should be careful not to interfere excessively in the conduct of the business of the target company during this interim period so as not to incur too much liability in the event of further difficulties if the conditions precedents are not met and completion does not occur.
Current circumstances are likely to make debt financing more complicated than in the past.
The provisions of any condition precedent related to financing should be considered carefully.
In addition, it may be worth negotiating a condition precedent in relation to the absence of an event of default of the target company regarding its finances.
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Catherine Mandon
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Home » TV and Movies » Child's Play Co-Screenwriter and Franchise Director John Lafia Dies by Suicide at 63
Child's Play Co-Screenwriter and Franchise Director John Lafia Dies by Suicide at 63
He continued, "John was an incredibly generous artist. He let me tag along with him to every meeting, and shadow him on set; he taught me more about filmmaking during the production of that movie than several semesters in film school. John was also one of the most naturally curious and constantly creative people I ever met, someone who was always taking pictures, and jotting down ideas."
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Lafia got his start in filmmaking with the 1988 film The Blue Iguana, his first feature film which he directed and wrote. The movie, starring Dylan McDermott and Jessica Harper, premiered at the Cannes Film Festival that year, months before the first Child's Play was released.
He went on to direct two more films in the '90s — 1993's Man's Best Friend and 1995's Bombmeister — before focusing on TV movies and mini-series.
Lafia is survived by his two children, Tess and Kane, according to Variety.
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American Chartered deal may be an outlier
Steve Daniels
Now that one of Chicago's most prominent privately held banks has sold for a big price, the floodgates will open and consolidation of the nation's most fragmented banking market will begin in earnest. Right?
Don't count on it.
Chicago-based MB Financial's $449 million deal to purchase the parent of American Chartered Bank, announced Nov. 22, was the largest buyout of a privately held Chicago bank in more than a decade and came at a valuation not seen since before the financial crisis.
Banking industry execs believe the acquisition will prompt more owners of privately held banks to seek buyers. But the rich price may make it harder to strike deals, with buyers unwilling to meet the lofty expectations this new benchmark sets with would-be sellers.
"It probably causes everyone to re-evaluate and say, 'Maybe I should test the market,' " says Larry Richman, CEO of Chicago-based PrivateBancorp, a potential buyer in the Chicago market.
But those sellers shouldn't count on the same windfall. "I think this one is unique," Richman says. "This is clearly at the high end of the market."
MB Financial valued its deal at 2.19 times Schaumburg-based American Chartered's book value. That was well above the 1.8 times book value that MB Financial paid last year for the parent of Cole Taylor Bank, which at $6 billion in assets was more than twice the size of $2.8 billion-asset American Chartered.
Banks smaller than $1 billion have sold for 1.5 times book value or less.
"I don't know if (American Chartered's sale) means a rising tide lifts all boats," says Eugene Katz, a managing director at investment banking firm D.A. Davidson in Chicago. Still, "emotionally and psychologically, (other bank owners) have seen a (book value) number above two. That's the new bogey."
Using a different metric, MB Financial says the price it paid was more than reasonable. After nearly $17 million in planned cost savings is included, it is paying a little over 10 times American Chartered's 2015 projected earnings of $33 million. That's in line with many bank deals, including for smaller, less desirable targets.
Yet it will take MB Financial more than four years to recover the dilution in its book value per share from the deal. That's longer than the 3.5 years MB Financial projected when it agreed to buy Cole Taylor.
It's hard to find a banker who will argue that there shouldn't be fewer banks in Chicago. Even after dozens of recession-induced bank failures and the buyout of another dozen or so, Chicago still has more than 150 locally based banks, more than any other U.S. market.
And conditions are riper for deals than at any time in years.
"Dialogue is elevated," says Michael Scudder, CEO of Itasca-based First Midwest Bancorp, an active buyer of small Chicago banks.
He's expecting dealmaking to accelerate next year, but probably only modestly. "Broadly, the decisions around the future (of each bank) tend to be really personal," he says.
American Chartered long has been one of Chicago's best-run privately held banks and one of the few to build a successful commercial lending business. The value to $15 billion-asset MB Financial was American Chartered's 47 commercial lenders, not its 15 branches. Many other privately held banks that size don't have that kind of business-banking firepower.
But, hey, try telling that to them.
"The investment bankers will make the case that these are special circumstances," says Paul McCarthy, CEO of Marquette Bank, which has $1.5 billion in assets and is based on the city's Southwest Side. "It's still the price."
McCarthy says he has no near-term plans to seek a buyer for Marquette.
Topping most observers' lists as potential sellers in the not-too-distant future is Hickory Hills-based Standard Bank & Trust, which has $2.4 billion in assets and 35 branches concentrated in the south suburbs. Like American Chartered, Standard's owners include private-equity funds that probably will want to liquidate their shares, whether through a sale or a public offering, within the next two years.
Standard CEO Lawrence Kelley didn't return a call seeking comment.
With $1.2 billion in assets and a coveted market position in the wealthy northern suburbs, Glenview State Bank, which will celebrate its 100th birthday in six years, would be a juicy target.
CEO Paul Jones, whose family has owned the bank for decades, declines to discuss decision-making around whether or not to sell.
"Good for them," he says of American Chartered. "Maybe that's good for everyone in the long run. Or maybe it's a one-off."
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Canary Islands selected as alternate giant telescope site
by Jennifer Sinco Kelleher
In this July 24, 2009, file photo, the Gran Telescopio Canarias, one of the the world's largest telescopes, is viewed at the Observatorio del Roque de los Muchachos on the Canary Island of La Palma, Spain. The nonprofit organization that wants to build a giant telescope atop Hawaii's Mauna Kea has selected this alternate site in case it cannot be built on land many Native Hawaiians consider sacred. (AP Photo/Carlos Moreno, File)
The nonprofit organization that wants to build a giant telescope atop a Hawaii mountain has selected another site in case it can't be built on land many Native Hawaiians consider sacred.
A mountain in the Canary Islands, Spain, is the primary alternative to Hawaii, Thirty Meter Telescope officials announced Monday.
The TMT International Observatory Board of Governors met last week to discuss the project's progress in Hawaii and identified Observatorio del Roque de los Muchachos on La Palma island "after careful deliberation," board chair Henry Yang said in a statement.
Hawaii's Mauna Kea is still the preferred location, Yang said, adding that telescope officials will forge ahead in efforts to obtain a permit to build it on conservation land.
The project is stalled in Hawaii amid intense protests by Native Hawaiians and others who cite the sacredness of the land and other issues for their opposition. The state Supreme Court last year invalidated the project's permit, ruling that the state land board's approval process was flawed. The ruling sent the matter back for a new contested-case hearing.
The hearings have been moving slowly since they started on Oct. 20 after various delays.
"I'm glad they're looking at alternative sites," Kealoha Pisciotta, one of the leaders challenging the telescope, said during a break in the hearings. "I have to say if they do go with the alternative site, I hope they don't do there what they're doing to Native Hawaiians and the people of Hawaii."
In this June 24, 2015, file photo, Thirty Meter Telescope protesters walk on a road during the first of many blockades that started at the Mauna Kea visitors center, stopping TMT construction vehicles from driving up to the summit of the mountain, about 40 miles west of Hilo, Hawaii. The nonprofit organization that wants to build a giant telescope atop Mauna Kea has selected an alternate site in case it cannot be built on land many Native Hawaiians consider sacred. Thirty Meter Telescope officials announced Monday, Oct. 31, 2016, a site in the Canary Islands, Spain, as the primary alternative to Hawaii. (Hollyn Johnson/Hawaii Tribune-Herald via AP, File)
Telescope officials earlier this year decided to start looking at other sites for the $1.4 billion project. They also considered high mountains in Chile, India, China and Mexico.
Observatorio del Roque de los Muchachos is on the edge of the Caldera de Taburiente National Park, about 7,800 feet above sea level.
Telescope officials selected Mauna Kea over Chile's Cerro Armazones mountain in 2009. Astronomers prefer Mauna Kea because its nearly 14,000-foot summit is well above the clouds, and it provides a clear view of the sky for 300 days a year. There's also very little air and light pollution.
In this Oct. 7, 2014, photo, protesters block vehicles from getting to the Thirty Meter Telescope groundbreaking ceremony site at Mauna Kea, Hawaii. The nonprofit organization that wants to build a giant telescope atop Mauna Kea has selected an alternate site in case it cannot be built on land many Native Hawaiians consider sacred. Thirty Meter Telescope officials announced Monday, Oct. 31, 2016, a site in the Canary Islands, Spain, as the primary alternative to Hawaii. (Hollyn Johnson/Hawaii Tribune-Herald via AP, File)
Opponents to take aim at giant telescope at Hawaii hearing
© 2016 The Associated Press. All rights reserved.
Citation: Canary Islands selected as alternate giant telescope site (2016, October 31) retrieved 21 January 2021 from https://phys.org/news/2016-10-canary-islands-alternate-giant-telescope.html
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text:
Q: How to create inheritance on ORACLE Data Modeler I am not able to crate an entity inheritance in Oracle SQL Data Modeler (v3.1, the most recent one).
Another issue: how to create a structured type?
Is someone can help? I have tried with Google and the help inside the software, I didn't found.

A: The best way is to create a subtype table whose primary key is a foreign key to the supertype table. Any new columns for the subtype get added to this table.
This pattern is known as "subtype separation". The other two patterns are subtype partition (copy the supertype fields into the subtype table and don't create a supertype record for subtype instances) and subtype absorption (add nullable subtype fields to the supertype table). Each pattern has cases where it is preferable.


text:
http://www.kenya24news.com/lifestyle/one-on-one-wurld/75308-news
ONE ON ONE: Wurld
Wurld is a singer-songwriter signed with universal Records and has written for several artistes in the US such as Mario.
He has started a new African tour that will include an exclusive pop-up shop event in Lagos, Nigeria.
He enjoys to cook, " I can make a mean Chicken Rice."
Wurld is a singer-songwriter signed with Universal Records who has written for some of the most famous artistes in the US alongside his releases. He reveals his plans for the near future in an interview with MERCY KAVUTHA
With a career in IT already in motion, how difficult was it to choose your current career path?
It wasn't difficult, being in college and studying IT prepared me for so many different things. While I was in college music was a significant part of my life, and I met lots of people in the industry who helped me get there, so making the transition was relatively easy.
You write all of your music; where do you draw inspiration from and what is your favourite part of the process?
I get most of my inspiration from people, experiences, and things that I've learned since being a kid in Lagos to a young man in Atlanta and my favourite part is creating the music and finally performing it.
Tell me of your musical journey from moving to the US for school until releasing "Evolution."
Everything was a learning process for me from finding my 'sound' which took a lot of time, experiences and learning. I could say "Evolution" was an introductory EP that was all about me finding myself and a lot of people don't know that.
One of your earliest successes was song writing for Mario. How did this come about?
A lot of people referred me, he was in Atlanta working on his album, and I was fortunate to be called into the song writing session, and we started creating music! It was great; I consider him my friend.
Two of your most popular releases are "Contagious" and "Show You Off" tell me more about these songs.
"Show You Off" was my first introduction to the African market because of the Afro-fusion. Coming together with Shizzi and Walshy Fire was very organic. That's what you hear about good music, people coming together in the purest form and effortlessly creating music. I worked on "Contagious" with Shizzy also, and it was pretty much the same thing.
Your videos are always unique and artistic. How did you come up with these concepts and what did you aim to deliver to everyone?
I have always wanted to create my own aesthetics in my videos, the inspiration comes from everything that I've learned along the way. I love art and fashion, but I'm African first, and I try to incorporate that into my music. I describe it as African contemporary because they are not as traditional as those of my peers.
With all the singles, do you plan to release another album or EP soon?
I have an EP coming out, its called "Contagious", a seven-song EP with "Show You Off" and "Contagious" alongside five other unreleased songs. I have another EP as well that I'm working on, its called "Trouble", it's a seven-song EP as well, it's about those girls that create trouble everywhere they go because of their beauty. They all have a lot of collaborations.
Universal music just signed a branch into Africa last month, and you were one of the few to be signed. How does it feel?
I'm honoured, first of all, we have similar goals to showcase African culture and its range to the world because they know very little of the kind of music we have here. We're just getting started.
What does this mean for your fans and music now that you're in a major record label?
I have a lot of collaborations and projects coming in so they should not worry about videos and singles (laughs). I've been doing exclusive private showcases as part of my African tour, we began in South Africa, we'll be doing exclusive pop-up shop event in Lagos with a performance, in December I'll be doing more in-depth performances and showcases around the world.
Fire collabos we should be looking forward to?
On "Contagious" there won't be any collaborations, but on "Trouble" we'll be doing collabos with LegenduryBeatz, Producer Julez, Wande Coal, I'm looking forward to working with some Kenyan artists as well like Sauti Sol and Naiboi alongside other international artistes.
So, what's your favourite thing to do when you're not writing/producing/recording?
I like to cook. I can make a mean Chicken Rice. Haha.
What is the most trouble you've ever gotten into? I get into a lot of trouble with women. Haha.
Is Wurld taken? I belong to the world.
What is the motto you live by in your career? Aim to give and inspire, then give and inspire some more.
Finally, how has your experience in Kenya been so far? The people are very kind and helpful, it has been great.
Men more active than women on social media, study shows
My wife is domineering, abusive and quite frigid
Fr Peter Mose challenges Christians to treat their parents well
If you feel the need to be exclusive, go ahead
MONEY TALKS: Should I show my partner my payslip?
Ex-Kwani editor Billy Kahora pens collection of short stories
Queens of 'mitumba' business tell us how it's done
CHERO'S TAKE: Sometimes PDA is more about deceit than love


text:
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Episodes by Scripture
Episodes by Speaker
The Bylaws were written as a way to conduct the affairs of the church in a fitting and orderly manner (1 Corinthians 14:33, 40). While they provide structure and a method of operation, it is also intended to be broad enough to allow for some flexibility in how the Bylaws are executed to accommodate particular circumstances. Changes may be initiated following the procedure listed in Article 1.8.3, "Special Congregational Meetings."
Membership of the Church
Voting Membership
Individuals desiring to unite with the church should first speak to the pastor who will give them a copy of the church Constitution and Bylaws. Applicants will next attend a membership class taught by one of the elders. After completing the membership class, applicants will meet with at least two of the elders, and at least one other General Board member, who will interview each applicant, listen to their testimony and individual confession of faith in the Lord Jesus Christ and then determine their eligibility for membership. After approval by at least two elders, and at least one other General Board member, and barring any objection from the congregation, the applicant will be received into membership. The membership of non-attending members may be discontinued by the elders after prayer, consideration and having been contacted by the elders. Voting members are defined as those members who are resident and currently active in attending.
Non-Voting Membership
Members of the church under 16 years of age shall be considered junior members and will not have voting privileges until after their 16th birthday. The elders may, after prayer and consideration, move a member to a non-voting status. The member will be notified of the change. The elders will restore full voting privileges when the matter is biblically resolved.
Membership Responsibilities
The responsibilities of church membership are summarized as follows:
I profess that I am truly born again by the Word and Spirit of God (John 3:3-7; 1 Peter 1:23; 1 John 5:4).
I believe that I have been led by the Holy Spirit to join this local church in its work, fellowship and privileges. I do solemnly agree before God that I will endeavor to conduct myself everywhere and at all times as becomes a true Christian (John 1:12; Romans 8:12, 13; Acts 2:41-47; Colossians 2:6, 7; 1 John 2:4, 6).
I will endeavor to manifest a spirit of brotherly love toward all of God's people, striving to keep the unity of the Spirit in the bond of peace. If I am aware that someone has something against me, I will go to that person to seek reconciliation (Matthew 5:23-24). If I have a complaint against a fellow member, or if I see a fellow member falling into sin, I will, after much prayer, follow the Scriptural procedures of approaching my fellow believer privately, and then with two or three witnesses before taking the matter to anyone else or to the church board (Ephesians 4:3; 1 John 3:14-18; Matthew 18:15-17; Galatians 6:1). I will seek, by the grace of God, to avoid those habits, behaviors, and attitudes which are inappropriate to the Christian walk, or which would render my testimony ineffective before the world (Ephesians 5:3-4; Philippians 1:27; 1 Thessalonians 5:19-22; Titus 2:3, 11, 12).
I will attend the church services as regularly as possible (Hebrews 10:25). I will pray for the church, its members, its leaders and its work (1Th 5:25; 1Jn 5:16; Eph 6:18). I will use my talents and spirituals gifts for the good of the church and its ministries as God leads me (Act 2:42). I will contribute as God prospers me to the various needs of the church and its missionary outreach (Malachi 3:10; Luke 4:16; 6:38; 1 Corinthians 16:1, 2; 2 Corinthians 9:6-8; Galatians 6:6).
I will make diligent use of all the means and opportunities for spiritual growth and I will respect the Scriptural counsel and guidance of the church leaders (2 Timothy 2:15; Hebrews 13:17).
If anyone shall bring a charge of sin against another member, he will follow the Scriptural procedure of going to the member alone and then with two or three witnesses (Matthew 18:15-17). If the matter remains unresolved, the concerned member will bring the matter to the Elder Board. If, after careful review of the problem, the Elder Board agrees with the charges, they will designate certain pastors or elders to interview the erring member in love and for the purpose of restoration (Galatians 6:1). If the member should refuse to accept counsel, the matter will be referred to the church at a specially called Congregational meeting (Matthew 18:17). If the member repents, he or she will be restored to fellowship. If the member refuses to repent, he or she will be referred to the Elder Board for discipline. Discipline may include resigning positions of leadership or ministry, suspension of membership privileges or expulsion from the church in extreme cases where the testimony of the church in the community is threatened.
The government of this church is vested in the body of believers of which it is composed, subject to the provisions set forth in this article.
The financial year of the church will close on March 31st. The annual congregational meeting will be held the last week of April at a time to be determined by the General Board. New officers will take over their duties on May 1st.
All officers, committee chairpersons, group Bible study leaders and department heads will be members of the church. Non-members may be invited by the elders to teach on a temporary basis.
The voting members of the church shall have final authority concerning all matters of the church.
The officers of the church are the fulltime pastor, the pastoral staff, the elders, the deacons, the church clerk and the treasurer. These individuals will comprise the General Board of Wonder Lake Bible Church.
The Fulltime Pastor
The fulltime pastor will be called by a vote of two-thirds of the voting members present and voting, or voting by absentee ballot, at a meeting called for that purpose (Article 3.C "quorum" does not apply; there must be at least 90% participation). He will perform the functions of the Christian ministry and is an ex-officio member of all boards and committees.
The fulltime pastor shall come under an annual review each January by the Elder Board and two members of the congregation to evaluate his past ministry and plans for the future.
A pastor's term of office will continue until he resigns or is dismissed by two-thirds of the voting members of the congregation. The Scriptural procedures of Matthew 18:19, 20 and 1 Timothy 5:19, 20 will be followed. In the event of dismissal, a severance package will be determined by the General Board and approved by the voting members of the congregation.
If a pastor wishes to resign, he should give the church at least a two-month notice unless waived by mutual consent. He will submit his resignation with two-month notice to the General Board. The fulltime pastor will work with the Chairman of the Board to insure all personal property is returned to the fulltime pastor and all church property is returned to the church. The fulltime pastor will continue to preach each Sunday unless waived by mutual consent. Every effort will be made to transition the ministries of the church smoothly to a new fulltime pastor.
Should the office of fulltime pastor become vacant, a pastoral search committee shall be formed by the General Board. It will consist of three members of the General Board and three members of the congregation and formed to search for a new pastor. The committee shall create a procedure for finding suitable applicants and narrowing the list to a minimum of at least three candidates. They shall keep minutes of all meetings and report to the General Board at each regular monthly board meeting. Upon acceptance of the candidates, the General Board will meet in executive session. They shall determine which candidate will be presented first to the congregation. The congregation will vote on only one candidate at a time. An interim pastor, or pastors, may be appointed by the elders from without or within the church to carry out the teaching, shepherding, leadership and training duties of the pastor for whatever period of time the elders deem necessary. This person will be remunerated in such a way as is reasonable to the duties carried out.
When a fulltime pastor reaches the age of 55, he will present a plan for eventual retirement. At age 60, a fulltime pastor will present a plan to bring in an associate who will be trained in fulltime ministry. At age 65, a fulltime pastor will be prepared to take a lesser ministry role to allow another fulltime person to transition into a fulltime position. The details of these unique roles will be worked out between the fulltime pastor and the General Board and reported to the congregation.
The Pastoral Staff
The fulltime pastor is a member of the pastoral staff. The fulltime pastor will recommend to the General Board any additions to the pastoral staff. The General Board will consider such recommendations with the fulltime pastor. Should there be a desire to add a member to the pastoral staff, a search committee shall be formed by the General Board. It will consist of the fulltime pastor and two other members of the General Board. The committee shall create a procedure for finding a suitable candidate. With the approval of the General Board the congregation will have the final vote. After ascertaining the support of two-thirds of the voting members of the congregation present and voting at a meeting called for such a purpose, the Chairman of the Board will extend a call to the candidate (Article 3.C "quorum" applies). The pastoral staff will work under the fulltime pastor's direction and will be accountable to the fulltime pastor and to the General Board for ministries, which the pastor and the General Board determine. Members of the pastoral staff will serve until they resign or are dismissed by two-thirds of the voting members of the congregation at a meeting called for that purpose.
Members of the pastoral staff will meet the qualifications of an elder as described in I Timothy 3:1-7, Titus 1:6-9, and 1 Peter 5:1-3 and will evidence the spiritual gifts, knowledge of the Word of God and experience necessary to fulfill their designated duties.
The pastoral staff will be considered elders of the church (Acts 20:17, 28; 1 Peter 5:1, 2). They will be responsible for equipping and mobilizing people to do the work of ministry (Ephesians 4:11, 12). Their duties may include preaching, teaching, training, evangelism, counseling, encouraging, admonishing, planning the church services, visitation, administration and any other functions normally pertaining to evangelical ministry. Division of responsibilities will be determined by the fulltime pastor and the General Board on the basis of needs, gifts and work styles with the fulltime pastor ordinarily being responsible for a teaching, preaching, training ministry. The General Board will review job descriptions for pastoral staff members yearly.
All members of the pastoral staff will have the authority necessary to fulfill their responsibilities in accordance with their job description and to administer the day-to-day business of the church.
The pastoral staff will be responsible to fulfill their individual ministries as stated in their job descriptions, to keep regular office hours, subject to revision in cases of need, to keep the General Board informed of the affairs of the church, and to gain the support of the General Board before implementing any major changes in procedures.
The fulltime pastor and the members of the pastoral staff shall automatically become members upon beginning their services to the Wonder Lake Bible Church. Their families will follow customary procedures for becoming members.
The General Board shall consist of members of the pastoral staff, at least two elders, at least two deacons, a treasurer and a clerk. The elders, deacons, treasurer and clerk are all to be elected to two year terms by a majority vote at the annual congregational meeting. The terms will be staggered so that only half of the board positions will be voted on in any given year. A board member may serve two consecutive two year terms, but then must rotate off the board for at least one year. Regardless of which particular office a board member may hold, he or she must rotate off the board for at least one year following four consecutive years of service on the board. Pastoral staff members are exempted from term limit requirements.
Elders must meet the qualifications as stated in 1 Timothy 3:1-7, Titus 1:6-9 and 1 Peter 5:1-3. Deacons must meet the qualifications as stated in Acts 6:3 and 1 Timothy 3:8-13. Those nominated as either elders or deacons must have been a member of the Wonder Lake Bible Church for twelve months (may include membership in good standing at former evangelical church).
The officers of the General Board shall act as the trustees of the corporation. They shall meet monthly to conduct routine business of the church and shall keep a record of all business transacted.
The General Board will coordinate the ministries of the pastoral staff, the Elder Board, the Deacon Board and all of the other committees and organizations of the church.
The elders shall assist the pastoral staff including the serving of communion, visitation of members and the leading of fellowship groups. They will meet with the pastoral staff regularly for prayer, Bible study, training in ministry and spiritual guidance of the church.
The deacons shall be responsible for all physical and financial matters of the church and the administering of the fellowship fund. They will arrange for the proper care and maintenance of all church property. They will operate within budget limits established at the annual meeting, but will be authorized to make all expenditures necessary for regular maintenance and repair of church property. The deacons are not permitted to make disposition of any church property, such as loans, mortgages, or sales of equipment except as directed by the General Board. The General Board's spending limit is $2,000 per expenditure without congregational approval.
The General Board is authorized to hire and dismiss non-professional staff members such as secretaries and janitors. The pastoral staff will determine the duties of the secretarial staff. The Deacon Board will determine the duties of the janitorial staff.
The purpose of the General Board is to provide for the needs of the congregation.
Approved minutes of the meetings will be available to the congregation. All board meetings are open to the congregation except for executive sessions involving church discipline or other sensitive personal matters. Board decisions may be overturned by a majority of members voting at a regular or special congregational meeting.
Members of the General Board are accountable:
to set an example of commitment to the church by attending all services of the church as regularly as possible;
to support the church with their tithes and offerings;
to participate in training classes as designated by the pastoral staff; and
to fulfill their individual ministries as elected or as assigned by the General Board.
Officers of the General Board
All candidates for the office of chairman of the General Board must be over the age of 30 years and must have been a member of this church for two years. The chairman shall call all meetings and supervise and maintain order using Robert's Rules of Order or an equivalent procedure prescribed by the General Board. All church and board meetings shall be called at the discretion of the chairman or when requested by the pastor, the General Board or 10% of the voting members of the congregation. He shall officiate at all General Board and Congregational meetings, except when being considered for personal discipline. In the absence of the pastor or a member of the pastoral staff, the chairman will officiate at Sunday services and act as an ex-officio member of all committees. The chairman shall serve as an elder.
If the chairman resigns, he may continue to serve as an elder with the approval of the General Board.
All candidates for the office of vice chairman of the General Board must be over the age of 30 years and must have been a member of this church for two years. The vice chairman shall assume the duties of the chairman in the absence of the latter and shall also serve as an elder.
Church Clerk
The church clerk will keep the minutes of all business meetings of the church and General Board, preserve them and receive all other important papers and correspondence relating to the church.
The treasurer of the church will keep and be responsible for all funds of the church treasury. The treasurer will keep accurate accounts of all receipts and disbursements and submit reports at the regular monthly meetings. Whenever so requested, the treasurer will promptly submit a financial report to the General Board. At the end of the fiscal year, the books will be closed, balanced and audited.
Other Officers
Other offices in the church, appointed by the General Board, and not included in the General Board, are as follows: Sunday School superintendent, head usher, financial secretary, junior church director, youth director, assistant treasurer and AWANA commander. Additional offices may be added at the discretion of the General Board.
The Elder Board shall compile a roster of voting members to be posted at least one month before the annual congregational meeting. All members in good standing should see their names on this list and should consult an elder in case of omission so that the situation can be reviewed.
Eight weeks before the annual meeting, a nominating committee will be appointed by the fulltime pastor and the chairman of the General Board to prayerfully recommend all candidates as church officers. The committee will consist of the fulltime pastor, one member of the General Board and two voting members of the congregation. A final slate of candidates will be presented to the General Board for approval. The names of members nominated for offices will then be posted in the church building by the chairman of the General Board four Sundays before the annual meeting. Other nominations may be made by any voting member at least two weeks before the annual meeting and be posted with the other nominees. The nominee will have been approached, and will have consented to the nomination, prior to posting in the church.
Twenty-five percent of the voting membership of the congregation (which must include at least fifty percent of the General Board) shall constitute a quorum unless otherwise stated in the bylaws.
Officers will be elected by secret ballot. A candidate must receive a majority of votes in order to be elected. If this does not occur on the first ballot, a second ballot will be cast for the two candidates receiving the highest number of votes. In case of a tie on any voting, a second ballot shall be cast. If the same result occurs, the chairman will hold one vote from the last ballot and then deposit it in the next and final ballot.
If death or any other cause prevents an officer of the General Board from performing his duties, the General Board shall have the authority to appoint a substitute to fill the vacancy until the next election of officers.
Absentee Ballots
The General Board will determine the circumstances by which absentee ballots are given. The Chairman of the Board will distribute all absentee ballots in accordance with the General Board guidelines. Absentee ballots are valid only for the question being voted as listed on the ballot. In the event the question is modified in any way, or the vote is taken by some other means than a paper ballot, the absentee ballots will be void.
Settling of Disputes
In the event that a consensus cannot be reached by the Elder Board, the Deacon Board, or the General Board regarding any matter of church business, the board members representing either the majority or the minority view may request the chairman to call a special meeting of the congregation. This meeting must be publically announced at least two weeks in advance and with the purpose clearly stated. The congregation has the authority to resolve the dispute by a majority vote after both sides have presented their positions in an orderly fashion.
If a member of the congregation strongly disagrees with a decision made by the General Board, they may call for a special congregational meeting by following the provisions detailed in Article 1.8.3, "Special Congregational Meetings."
When, in the judgment of the General Board, an individual is called to the Christian ministry, it shall be within the power of the General Board to instruct the fulltime pastor to call and conduct an ordination council of ministers. After thorough examination of each applicant to the satisfaction of the ordaining council, it shall proceed to perform an ordination service on his behalf.
Review of the Bylaws
Every two years, on even years, after the annual meeting, a committee shall be appointed by the General Board to review the Bylaws of the Wonder Lake Bible Church and to recommend changes or amendments. This committee will consist of one member of the pastoral staff, one elder and two members of the congregation. The committee shall make any recommendations for change or amendment to the General Board including any policies as are indicated by Article 9, Polices. If two-thirds of the General Board approve of the recommended changes or amendments, the proposed changes will be presented to the congregation in written form at least one month before the next annual meeting. A simple majority of the voting members attending the meeting and voting will be necessary for accepting such changes or amendments. Changes may be initiated at any time following the procedure listed in Article 1.8.3, "Special Congregational Meetings."
The church will meet for worship services at times specified by the General Board. The pastoral staff shall have the authority and responsibility to plan, or to delegate the planning of, the worship services.
The annual congregational meeting will be held on the last week of April, at a time to be determined by the General Board, for the purpose of electing officers, approving the yearly budget and acting on other items of business as requested by the General Board or members of the congregation.
Special Congregational Meetings
Special congregational meetings may be called by the pastoral staff, the General Board, or 10% of the voting members of the congregation. These meetings must be announced publicly, and with the purpose of the meeting clearly stated, for at least two weeks in advance of the meeting date. Purposes for a special congregational meeting could include, but are not limited to, calling a member of the pastoral staff, disciplining a church member, voting on a major church expenditure, amending the Constitution or Bylaws or reviewing a decision of the General Board.
Emergency Meetings
The fulltime pastor or the chairman of the board is authorized to call an emergency meeting of the congregation. All voting members will be notified by person or by phone with a letter following. The two week advance notice and posting requirement is waived in such an event.
The General Board will appoint such committees as are necessary to fulfill the purposes of the church.
The General Board will create policies to determine how the church will handle issues not listed in the Constitution or Bylaws. Policies are a statement of how the General Board and the church will conduct itself. Policies may be revoked or changed by a General Board vote. If members of the congregation strongly disagree with the policy, they may call for a special congregational meeting by following the provisions detailed in Article 1.8.3, "Special Congregational Meetings." Policies will be reviewed by the Bylaws Review Committee to determine if any should be made a part of the Bylaws. Any new or revised policy will be publicly available to every voting member of the congregation. Notice will be given for at least two weeks in the Sunday bulletin.
Wonder Lake Bible Church
The Bible is Wonder Lake Bible Church's "middle name." We believe it is God's Word and therefore it is central in all we do. It proclaims the life-changing message of God's love, forgiveness and hope.
If you're looking for a friendly, inviting church in the area, we would love to meet you!
Weekly Worship Service
Sundays at 10:15 a.m.
Live Captions
State of Theology
Walk in Sacrificial Love
Walk in Righteousness
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Building Mature Followers of Jesus Christ
office@wlbiblechurch.org
7511 Howe Rd.
Wonder Lake, IL 60097


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The Hull is so happy, hanging with its new friends. I can tell.
image shared by Janet B.
I love sharing how my patrons hang their cocoons, don't you?
photos kindly provided by J.B.
The Guardian, a custom cocoon for a talented jewelry artist I met this summer. She reached out initially about a different cocoon, but ultimately chose for me to make one just for her. True Self, finding Her, sacred space, trees, and gentle energy were our themes.
Tendrils, greens and rich blues were requested. Though it turned out more purple than blue, I ended up loving the evening-twilight-between duskiness of the colors. The sway of tendrils weighted down with beads. Tucked in here and there are beads she sent me to use. The inside speaks of geodes, the tendrils of roots (rooting down into her inner self-journey).
Journey within, find the jeweled cave, your shining soul, heal, rest, love.