text:
Cut the patch size you need, peel away the backing and press onto screen where needed. Contains no insecticides. Self-adhering with no messy glue to apply. Simple, cost-effective, do-it-yourself alternative to expensive screen replacement. 5' x 2" roll.
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Quickly and easily repair a screen room, door screen or window screen to keep bugs out.
If you wish to share feedback with us about product selection, pricing, ordering, delivery or other customer service issues, please do not submit this feedback through the Question & Answer Service. Please contact Customer Service at 1-888-626-7576.


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I do NOT sell beachbody products. I also do not use Shakeology or any of the other supplements that are sold by beachbody. That said, I received a copy of the 21 day fix from a friend and wanted to provide my own review of it. I know there's tons out there, but having done two Whole 30s, I am constantly comparing what I'm eating and doing on the 21 day fix to my experiences with the whole 30.
Since I've started my weight loss journey, I fairly easily lost about 15 pounds but then have been stuck at a little plateau. I joined a gym nearby, but it still wasn't doing much. Through my two Whole 30s, I lost some weight and was feeling great about myself but had a hard time entirely cutting out things like alcohol and dairy. Not because I couldn't- I did for 30 days on two different occasions- but because I LIKE those things. If I want to order pizza with my husband on a weeknight instead of cooking, then I want to be able to enjoy myself not eat a salad and watch hubby go to town.
So when I got the 21 day fix and looked in to that program, I thought it would be much more sustainable. The eating plan that goes along with the program is a calorie deficit, but they encourage 6 meals a day. The amount of food that I got to have was way more than I was used to on the Whole 30, and I was able to have my favorites like some crumbled cheese on my salad or dressing or a tiny bit of sugar here and there. I don't eat a lot of these things as I'm staying on the calorie deficit, but the fact that I can have some at all is huge to me. More often than not, I choose not to, but it's being able to have that choice that matters to me.
I've had some freaking awesome meals. Cooking with Whole 30 helped really prepare me for this. Again, it's all about meal prep. I'm the kind of person that can happily eat the same thing daily for breakfast and lunch, and the same thing for dinner a couple times a week, but it has to be something that I like. For the three weeks, I would have a breakfast protein shake (not Shakeology – I don't find that sustainable. I use the Garden of Life Raw protein powder with a cup(ish) of fruit and a splash of almond milk, the rest water), lunch would be a giant salad with grilled chicken and dinner would depend on what I was feeling for the week and what was on sale.
I would have two snacks a day, making my total meals 5… but I was never hungry! It was great. My mid morning snack would be a serving of fruit and then in the afternoon I'd have some celery sticks, a plain greek yogurt with a spoon of almond butter stirred in. I would look forward to this every day. Seriously, so good.
Overall, I found that I was not hungry until it was time to eat again. The food was delicious and there was so much of it! I actually had trouble eating it all. I frequently would have leftover orange or yellow containers. I highly recommend this diet for a calorie deficit without calorie counting.
The workouts that go along with the 21 day fix are pretty intense. They're fast paced, half hour a day workouts that leave you sweaty and feeling like you just got a great workout in. The moves are basic but definitely effective. Autumn is energetic and motivating.
Each day you do a different workout, but the cycle repeats each week. The yoga was my least favorite day of the week. There was a lot of downward dog and upward dog, not very much else. I found that each week I was getting in better shape and quickly needed heavier weights. I rushed out to buy 8lb weights and use them for a lot of the workouts. I treat it kind of like a drop set, where I start out heavy and go light if I have to. I find this has been working out, and I've gotten much stronger.
Another thing to note, I love these workouts so much that I can convince myself to get out of bed at 4:45 AM to workout before work. I don't dread it. Aside from the initial "Omg it's early, I love my bed", I don't fight getting up and genuinely enjoy my mornings. I have a rice cake before my workouts (otherwise I get light headed) and then my shake immediately after.
In the first 21 days, I lost 9 pounds and 9 inches. I'm so glad I measured, because those inches are so totally visible. I'm tighter all over, my clothes are fitting better, and I FEEL better. I've been eating so healthily and am truly happy with everything. I have continued with the workouts and eating plan past the 21 days and have lost about 5 more pounds and more inches, although I haven't measured again yet. I got a copy of the 21 day fix extreme and am going to start that soon. i had to get resistance bands for this, which I had to get since I'd never used before, but I'm looking forward to those workouts and keeping with the eating plan.
Overall, I found that the 21 day fix is sustainable for me. I can't afford the Shakeology, and I'm not a huge fan of artificial sugar which I'm pretty sure is in there. The protein powder that I use is sufficient and way more cost friendly. The workouts are effective and leave me feeling great at the end of them. I'm looking forward to the future results!!!
As a side note, my hubby has been eating healthier by proxy and has lost like 10 pounds. He's such a turd, I'm working my butt off to drop a few pounds and he has a couple salads a week and loses all of it. His pants that I just bought him are about to fall of. MEN!!!

subset: commoncrawl


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Allen and Unwin. Young Adult. Paperback, RRP $15.99
Set in feudal Japan, this exciting adventure has all the action readers would expect in a tale of samurai and ninja. With a twist. These ninjas are also vampires – which is surprisingly good when explaining many of the supernormal skills attributed to the ninja.
Until the ninjas arrive.
Taro is rescued by Shusaku, a samurai who has become a vampire ninja. Taro, Hiro and Shusaku are now on the run. Taro must learn the ways of both ninja and samurai to survive. And perhaps even harder than that, when he finally discovers who his father is, he must decide where his loyalties lie.
Blood Ninja has all the elements of a great action historical adventure. With vampires!
The Reading Stack reviewed Nick Lake's book, The Secret Ministry of Frost, in July 2009.


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"Right now, we have roped off large areas where we can at Mai Khao, Nai Yang, Nai Thon, Bang Tao, Surin, Kamala, Patong, Karon, Kata and Nai Harn beaches," Phuket Lifeguards Service President Prathaiyut Chuayuan told The Phuket News today (Sept 21).
"Do not go into the sea. There are dangerous waves at these beaches today. Our lifeguards are keeping on eye out at every beach in case tourists are there. We will warn them and we can ban them from entering the water," he added.
Heavy rain that fell across Phuket this morning is expected to continue for at least the next few days, possibly up to a week, the Thai Meteorological Department (TMD) warned today (Sept 21), as lifeguards at beaches along the west coast are closing areas dangerous to swim.
Scattered thundershowers and isolated heavy rain in Phuket, Krabi, Trang and Satun with southwesterly winds of 20-35km/h are forecast today and tomorrow (Sept 21-22), with waves reaching heights of more than two meters in thundershower areas, the TMD reported earlier today.


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A new book on Microsoft Dynamics AX 2009 development has recently been published by Packt Publishing. The book is aimed at developers new to Dynamics AX, and offers what I believe is both a detailed and pragmatic approach by focusing on the most important aspect and providing tons of in-depth step-by-step examples. Naturally, you can debate what areas are the most important, which in this case was decided by the book's author Erlend Dalen. By looking at the book's table of content, I believe he did an excellent job. Once I receive my copy of the book I'll post a more detailed review.
From the publisher's description:
What you will learn from this book
- Get to grips with the AX Development environment
- Understand the basics of the X++ language
- Reduce the time spent on coding by storing and relating data
- Create Reporting Services reports in Visual Studio using the new Reporting Service extensions
- Optimize data retrieval to ensure each transfer contains only the data necessary for the further operations
- Manipulate data in X++
- Effectively handle transaction scope by using different operators
- Develop a .Net class in Visual Studio and then use it in AX
- Build rich web portals with Enterprise Portal and ASP.NET
- Optimize application performance and extensibility
- Create services and expose them to external applications
- Build a new module in AX
If you want a free sample of one of the book's chapters, you can download the chapter "Searching for Data".


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Do it. You know you want to. Go on, order that frozen blended daiquiri. The one dispensed in the blink of a bartender's eye from the wall-mounted canister that spins a siren's song directly to your soul. Because some days (single malts and sotol be damned!), what your soul really wants is a gem-colored frosty delight to knock the temperature down a few notches on a punishing summer day.
Of course, some frozen blended drinks are better than others. There are several options around town that boast top-shelf spirits and ingredients, made by people who share your enthusiasm for giving these lowbrow treats an upgrade. Hey, if New York-based mixologist Sam Ross—creator of the Manhattan-inspired cocktail menu at The Dorsey in The Venetian—can turn his modern classic, the Penicillin, into a frozen blended drink without sacrificing quality, then nothing is off the table.*
(* It's called the Penichillin, and you can crush them with wild abandon at Ross' new Brooklyn, New York, spot Diamond Reef.)
Frosé—that is, frozen rosé wine—is arguably the most versatile of the modern blended drinks, marrying the celebrated brunch staple with the insta-party aesthetic of a frozen blended margarita. The first to import it from other hot-climate cities such as New Orleans, New York and Dallas was Lavo Italian Restaurant at The Palazzo, where it's made with a still Spanish rosé and served by the glass or pitcher ($16/$90). You'll also find a fancy version at Sugarcane Raw Bar inside The Venetian, where it's made with vodka, rosé, citrus syrup, grapefruit juice, prickly pear puree and peach schnapps ($13).
Sticking with The Palazzo, the Moscow Mule joins the margarita in being offered on the rocks (traditional) or frozen (um, epic) by the cup, pitcher or "party tub" ($18/$60/$200) at the property's new Aquatic Club party puddle. It's not rocket science: Belvedere, fresh lime and ginger beer go into a blender with ice. Served in the requisite copper-tone mug and garnished with a lime wheel, candied ginger and a knowing nod, the Frozen Blended Moscow Mule is an adult sippy-cup version of the cocktail so popular even your mom drinks 'em. Rumor has it that a frozen blended Moscow Mule might make an appearance at the Life Is Beautiful Music & Art Festival, where the classic format has been the official drink since the music festival's inception.
It may take a second to get the joke—Lieutenant Dangle was a character on Reno 911!, and carrots do sort of "dangle" in the ground, don't they? Even if that sails overhead, if you appreciate the good work carrots do in juices and smoothies, you'll applaud their work as a slightly sweet, slightly savory base for Lieutenant Dangle ($13), the frozen blended wild card on the opening menu at chef Brian Howard's new Chinatown restaurant, Sparrow + Wolf. Its creator, lead bartender Cody Fredrickson, approached it as a sort of more complex, farm-to-glass piña colada, with a split base of Knockmore Irish Whiskey and Don Q Spiced Rum mixed with fresh carrot juice, coconut and ginger topped with grated nutmeg and garnished with a carrot top.
For the most part, Howard leaves much of the beverage program up to Fredrickson, but there is one drink the chef always knew was going to be on his menu, a recipe he's been carrying around in his head since he created it in 2016. The off-menu German Slurpee ($13) blends Tito's Handmade Vodka, German riesling, peach, lemon and fresh thyme for a sip of the Alps that will make one hell of a palate cleanser between courses of his in-house smoked meats and charcuterie. "We wanted a fun frozen drink that was 'crushable' on a super-hot Vegas day," Fredrickson says. "If you take a sip and don't immediately say 'Ahhh,' we've failed."
The twin machines spinning 24/7 at the far right of proprietors Lyle Cervenka and Bryant Jane's new Downtown rum bar, Starboard Tack, present a conundrum. Will it be the tangy, sweet, seasonally flavored frozen blended Chi-Chi? Served in a photogenic ceramic panda, the piña colada's vodka-based cousin will be flavored seasonally; right now, it's a Mango Chi-Chi ($8), made with vodka, coconut cream, pineapple juice and mango puree to evoke one of Cervenka's favorite Indian beverages, mango lassi. There's also the boozy perk of the Jamaica Me Rum Coffee ($8; amber rum, coffee liqueur, cold brew and evaporated milk), which alternates with Thai Tea ($8; tea, condensed milk and amber rum). This is why we have two hands.
Momofuku Las Vegas in The Cosmopolitan might be the last place you would expect to find something frozen and blended, but that's exactly what has been done to the Seven Spice Sour mixologist Don Lee created for the opening of Momofuku Má Pêche in Manhattan. The Seven Spice Slushie ($8) blends sake infused with the seven-spice blend shichi-mi tōgarashi, lime and yuzu juices. Unique yet accessible, the drink's low-alcohol sake base freezes to a luxuriously silky texture that lasts and lasts. For more familiar flavors, the frozen blended White Cosmo Slushie ($8) combines vodka, cranberry and crème de pêche. Both pair exceptionally well with anything from chef David Chang's diverse menu.


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Dirt Bike Suspension -- Front Forks
Adjusting the suspension on today's dirt bikes isn't difficult. This gives you a chance to adjust things to suit your riding style – from Sunday morning ditch-banging, to grueling trails, to motocross racing.
You have two suspension areas to work with – the front and the rear. Since it's a VERY good idea to adjust only one area at a time, one small setting at a time, let's start at the front of your dirt bike.
On the top of the front forks (or sometimes the bottom – check your manual) you'll see a screw or clicker. There's a good chance that it'll be labeled S and H, for soft and hard.
BEFORE YOU DO ANYTHING ELSE, RECORD THE CURRENT SETTINGS. If you completely screw things up you can just reset everything to your starting point.
The screw direction is similar to any other screw or bolt – righty tighty, lefty loosey. If you turn the screw clockwise, or towards the 'H', the action of the fork will harden. The opposite is also true – turn the screw counterclockwise and the action will soften.
Since you may not feel the difference a small adjustment makes, try a couple of sample large ones. Take a ride with both clickers dialed all the way in, and then another with them set all the way out. NOTE: full hard isn't good for the lifespan of your suspension, so make sure you back it off after your test run.
On the bottom of the forks, you should see the rebound adjuster. If you read the terminology article, you'll know this controls how quickly the suspension "bounces back" to its extended position after being compressed. A harder (clockwise) setting slows down the rebound – good for bigger, rounded obstacles and rolling terrain. A softer (counterclockwise) setting increases rebound speed for rougher riding.


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Multi-brand datacenter hardware maintenance
Nordic Computer has more than 25 years of experience as a 3rd party maintenance provider, and in Scandinavia we can act as your subcontractor. We offer solutions for your data center maintenance needs and service and maintain equipment like servers, storage, tape and networking. Our IT maintenance services cover almost all leading manufacturers: IBM, HP, DELL, Fujitsu, EMC, NetApp, Hitachi, Brocade, Cisco, Sun/Oracle.
We deliver high quality and cost efficient end-of-life datacenter hardware support with customized SLAs. Through our global network and stock locations in Denmark, we also help ensure that you have the spareparts that you need, when you need them.
We service and maintain datacenter equipment from all known networking manufactures.
Read more here
We service and maintain datacenter equipment from all known server manufactures.
Read more here
We service and maintain datacenter equipment from all known storage manufactures.
Read more here
We service and maintain datacenter equipment from all known library manufactures.
Read more here
Extending the life cycle of your datacenter hardware
An end-of-service or end-of-life (EOS/EOL) date from your datacenter hardware supplier may signal the end of support, and they will probably either offer you new hardware or a new service agreement, which will both mean increasing costs.
Nordic Computer gives you the opportunity to use your datacenter hardware for any amount of time without being concerned about EOS/EOL dates. When you choose Nordic Computer as your 3rd party maintenance subcontractor, you will extend the life cycle of your datacenter hardware and save money on your IT budget.
Our decades of expertise allows us to currently support datacenter equipment for more than years. Working with a trusted partner in third-party maintenance is the best way to extend the life of your IT infrastructure assets and meet your technical or business needs.
Why choose Nordic Computer as your third party maintenance partner?
Independent service partner since 1992
Save 30-50% on your IT budget
Supports both end-of-life and end-of-service datacenter equipment
Offers monthly reporting
Extend the life cycle of your equipment and postpone your investments
Mix & Match SLAs
Onsite with sparepart within agreed SLA
One service agreement regardless of the number of manufactureres (SPOC)
Danish speaking 3rd level support
Multi-brand expertise
One level higher in the value chain. Due to our broker department we always have spareparts in stock = lower service costs
Case: TDC Hosting
TDC Hosting specializes in IT hosting of servers, platforms and applications. Hosting is carried out on several platforms and from their Danish and Swedish data centers in Jutland, Sealand, Malmö and Stockholm. The headquarter is located in Tranbjerg near Aarhus as well as a large office in Copenhagen. Since 2004 TDC Hosting has grown from 50 employees and a turnover of 10 m Euros, and today they employ more than 300 specialists and has a turnover of more than 70 m Euros.
TDC Hosting needed to consolidate their existing setup concerning service and maintenance of their datacenters, as the setup had become complicated and confusing. Furthermore, thay wanted to optimize the procedure regarding procurement of spareparts, which has become very cost-intensive.
"We have chosen Nordic Computer as service partner due to their experience, flexibility and due to the fact that we were able to reduce the total costs by 30% compered to our previous agreements. Before, we had several service agreements to manage, which had become complex and confusing.
At Nordic Computer we have one service contract which includes service and maintenance of approximately 7,500 units of server, storage and networking equipment within HP, IBM, DELL, SUN/Oracle, Hitachi, CISCO, Brocade, divided between eight different locations.
It gives us transparency, safety and prolonges the life cycle of the datacenter equipment in our hosting centers."
Meet our team
Anders Aaen Thordal HansenSales Director - CSO
Quote "You miss 100 % of the shots that you don't take." Hobbies Soccer & Family
Paola Cianfarani IlsøeKey Account Team Manager - Italian speaking
Quote "All roads lead to Rome, but some are better than others." Hobbies Travelling & Family
Estefania Martins VidalInternational Key Account Manager - Spanish speaking
Quote "One day, or day one." Hobbies Travelling & Reading
Monika Teresa KomórInternational Key Account Manager - Polish & Spanish speaking
Quote "Change your thoughts and you change your world." Hobbies Family & travelling
Lars JespersenProduct Team Manager - EMC, Netapp & HDS
Quote "Just do it." Hobbies Family & Soccer
Marco NiehotProduct Manager - EMC, Netapp & HDS
Quote "Be confident, but reflect." Hobbies Family & The outdoors
Laura Cernica LarsenInternational Account Manager - EMC, NetApp & HDS
Quote If you want it, you must work for it! Hobbies Family, travelling, reading
Karin StrømProduct Manager - IBM, Lenovo & Brocade
Quote "It's impossible to fail, as long as you never quit." Hobbies Soccer & Family
Christian Larsen-JochumsenProduct Manager - IBM & Lenovo
Quote "The best revenge is massive success" Hobbies Soccer, golf and gastronomy
Jeffrey Thomas SleichterProduct Manager - HP
Quote "Anything in life worth doing is worth overdoing." Hobbies Football, Basketball & Crossfit
Jeppe Ege TheilmannHP Sales
Quote "The only thing standing between you and your goal - is the bullshit story you keep telling yourself as to why you can't achieve it." Hobbies Traveling & Family


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Pukeahu National War Memorial Park
Wellington, New Zealand
Project Team:
Landscape and Architecture : Wraight Athfield Landscape + Architecture
Engineering and Construction : Memorial Park Alliance
Signage Graphics : Base Two
Lighting Design : eCubed
Client : Ministry of Culture and Heritage
Project Status: Completed
Project Summary:
A new linear park and boulevard provides an annex to the existing National War Memorial grounds, affording connections to city-wide processional routes and to other nearby open spaces.
Offering a memorable experience to all users of the space, both pedestrians and drivers, the memorial boulevard embodies the city's southern gateway, with the park providing a landscape transition between city and ceremony, every day experience and special occasion.
The new park extends the National War Memorial, traversing the boulevard, engaging with traffic flows whilst establishing a formal memorial presence to the north, east and west. This not only expands the capacity of ceremonial ground within the city, it intensifies the focus on and the identity of a site of New Zealand national importance.
The length, simplicity and repetitive rhythm of the park's terraces and boulevards imply a vastness and extension into the city beyond the park's actual boundaries.
A landscape of linked or enfiladed 'rooms' unfolds east and west of the National War Memorial each room with its own character that can be enhanced over time with new memorials- but remain part of a cohesive journey from one to the next along the length of the park.
Awards & publications:
- 2016 Winner – Planning and Urban Design award, NZIA Wellington Architecture Awards – Pukeahu National War Memorial Park
- 2016 Winner – Public Architecture award, NZIA Wellington Architecture Awards – Pukeahu National War Memorial Park
- 2015 Winner – Landscape Award, Infrastructure Award and the Supreme Award, NZ Concrete Society Awards – Pukeahu National War Memorial Park
- 2015 Merit – Urban Design and Architectural Award, Wellington Property Awards – Pukeahu National War Memorial Park
- 2015 Winner – NZ Indigenous and Speciality Timber Award, NZ Timber Design Awards, Pukeahu National War Memorial Park


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Vegan Inspiration presents: * Delicious and fun vegan food recipes from many cultures. * Straightforward information about healthy cooking practices. * Advantages and ease of vegan, organic, raw, and detox diets. * An extensive glossary of food products, ingredients, and resources. * "Rainbow Fusion" cooking that supports health and spiritual practice. * Colon cleansing, food combining, acid/alkaline balance, and much more...
Vegan Inspiration: Whole Food Recipes for Life (Rainbow Fusion Cuisine for Body, Mind and Spirit)
- Buy Now:
- Amazon.com
- Price:
- $6.95
- By:
- Blue Dolphin Publishing
To post comments, simply sign up and become a member!


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Hentai Picture: Donna Tubbs definitely has an ass to remember!
Watch your back because this Cleveland Show stuff brims with more suddenness than you think: the most skilled meaty fellows squeeze their cocks into tight babes here! Donna Tubbs hops on her fucker-s prick while getting fucked in the mouth by another horny male. Let's get inspired by a whore from Cleveland Show that is getting pumped right on the curb after she'd been doing her shopping just a minute ago!
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Plaid Cymru councillors in Barry say that the town needs a voice on road improvements around Dinas Powys, given the impact of traffic flows upon Barry residents.
The Vale Council's Environment and Regeneration Committee will discuss on Thursday (15th February) whether to recommend that representatives from Sully and Penarth should be added to the Dinas Powys by-pass steering group.
Plaid Cymru councillor Steffan Wiliam, who represents Barry Island and the west of Barry, said:
"The bottom road through Dinas Powys is the quickest route between the south of Barry and the west of Cardiff, so the regular traffic jams in the village impact strongly upon Barry residents.
"Last week, Conservative and Labour councillors on the Vale Planning Committee voted for an extra 215 houses in Dinas Powys, the biggest development there for more than 30 years, while Plaid Cymru councilllors voted against creating yet more traffic problems.
"The housing at St Cyres is in addition to the increase in housing on Barry Waterfront, with nearly 2000 houses being built there, adding to the weight of traffic passing through Dinas Powys.
"If voices for Sully and Penarth are to be heard on the Dinas Powys bypass, then a voice for Barry is needed as well."


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(New Jersey / 1905 - 1997)
Hugh Campbell was born on December 4, 1905 in Atcheson, Kansas. He moved to the Camden, New Jersey area when he was 10 years old. Hugh Campbell left a nine-to-five job in 1930's to pursue an artist's life. He jumped into his new life with nothing but determination and a "feeling" that he could paint. He had no formal training. Training himself was his first priority, which he did by drawing over 1,000,000 free-hand circles and then over 130,000 action sketches of people on the streets. But it was the fields around his boyhood fishing spots in Mount Holly where he felt most at home.
He commuted from Camden to Mount Holly regularly as he discovered that those fields and streets were the subject matter that he wanted to paint. He had no money and no place to stay so he would pitch a tent in a field and stay overnight. At one point the owner of Hack's Canoe Retreat told him that he didn't have to pitch a tent, he could come as often as he liked and stay as long as he liked in an unheated canoe barn at no charge. He thought Hugh was going to stay a week or two, but he ended up staying seven years. In the 1940s Hugh Campbell bought an old tar paper bicycle repair shop building for $150 and moved in onto Kates Tract the woods on the banks of the Rancocas.
Hugh Campbell had a quiet, austere lifestyle. Each night, winter and summer, he would go to Milldam Park and meditate. Each day, carrying his heavy painting gear, he would roam the fields, valleys and woods up and down the Rancocas Creek and look for inspiration. Then, after painting, he would record in his voluminous diaries the goings-on all around him. Every Sunday he would display his paintings along the concrete wall on High Street for even then unheard of prices of 20 or 30 dollars. He earned, on average, an income of about $2.00 to $5.00 a week from the sale of his paintings. As he refined his technique he became a regular at the Rittenhouse Square Annual Clothesline Exhibit in Philadelphia.
In the late 1930s he became a vegetarian and began a Yoga discipline. He read extensively on the subject, teaching himself Hatha Yoga and practicing it daily much in the same way that he taught himself to draw and paint. In 1942 he met a teacher from India, Swami Yatiswarananda, who taught him about Vedanta, one of the world's most ancient religious philosophies and one of its broadest. Based on the Vedas, the sacred scriptures of India, Vedanta affirms the oneness of existence, the divinity of the soul, and the harmony of religions. Hugh Campbell studied with Yatiswarananda until his return to India in 1948. He corresponded with his teacher for many years afterwards and continued with his Yoga practice.
In 1962 he published a book called Knock Vigorously to Be Heard. The title was taken from the notice on his cabin door. It is filled with hometown humor, depression memories and spiritual observations, giving us revealing glimpses of an unusual man living in a small country town. His paintings and writings are a moving history of Mount Holly at mid century.
Campbell stayed in the shack on Kates Tract until the mid-1980s when he was overcome by fumes from a faulty kerosene heater. After a stay in the hospital, he became a ward of the state and spent his last years in a nursing home.


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2018.12.08 토요일
BVL Korea opened its official website on 14th Oct 2016 in commemoration of the 1st anniversary of nomination. It follows the opening of BVL Korea's facebook site in August.
The website is composed of a number of columns including 'BVL Korea' which shows basic information about BVL and the history of BVL Korea.
'from BVL' column provides visitors with German and other European logistics news which is selected from LOG letter email service every week. And there are other columns like 'Event' 'Members' and 'English' for foreigners.
BVL Korea has been acting as a mediator between German and Korean logistics industry by holding a number of events such as 'Supply Chain Day' event and Korea-German Logistics Conference.
Copyright @2016 BVL Korea Corp. All rights reserved.


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Hate to break this to you but none of this was the cruise lines fault. I realize that this was your first cruise but regardless of what you were told while delayed on your flight, there were two very easy ways your mishap could have been avoided. The first would have been to arrive to the port the day prior to your sailing and stay in a motel or hotel overnight. This would have given you ample time to travel and would have assured you were there in time. The second would have been to purchase cruise insurance. It is very inexpensive considering things such as what you went through can happen. Was insurance not offered by your agent or the cruise line when booking your cruise? Also, most insurance carriers would have gotten you booked on a flight to the next port the ship was due to visit which would have been included in the price of the coverage. Was your flight booked through the cruise line? In most situations, if this was the case, there may have been a better chance of the ship waiting temporarily depending on how long the delay was. We have sailed 13 times and 3 times with RCI and have never had an issue. Cruising is a learning process and I'm sorry you had to take a crash course. Better luck next time.
Review by DonnyB
In response to review, CrusinTim says ...
1 Answer
So sorry to hear about your problems with customer service.


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Academic Articles
General Articles
Bulletin Articles
Bible Class Material
Book Reviews
Church Planting
Faith Builders
Email Updates
Biz Directory
New Church Plant: Theological and Strategic Statement
[This is an "in-house" statement prepared by John Mark Hicks and Gary Ealy for informing potential "core" members of a new church plant about the direction we intended as well as our theological understanding of "church". It has been widely disseminated now. Consequently, I thought it best to present the whole document for the reading public.]
Gary Ealy and John Mark Hicks
October 5, 1997
: The Cordova Community Church, a church of Christ.
: Harding Academy in Cordova, Tennessee.
: "By All Possible Means..." (1 Corinthians 9:22).
(1) Evangelism of the 1955-1982 generation in the Bear Creek Basin.
(2) Contemporary, Dynamic Worship Assemblies.
(3) Cell Church Structure for Maturing Christians.
(4) Strengthening Christian Families.
(5) Use of Resources for the Poor and Disadvantaged in Memphis.
(6) Promotion of New Church Plants in Memphis/Shelby County.
Time Table
(1) October 5: Informational Prayer Meeting.
(2) November 9: Worship/Prayer Meeting.
(3) December 14: Worship/Prayer Meeting.
(4) January 11: Worship/Prayer Meeting.
(5) February 1: 10 Weekly Training Sessions Begin with Core Group.
(6) April 12: Easter Sunday--First AM Worship Assembly.
The foundational mission of the church is to glorify God, and through glorifying God we enjoy God's presence and fellowship.
The specific mission of this new church is summarized in the words of the apostle Paul: "I have become all things to all people so that by all possible means I might save some" (1 Corinthians 9:22). This statement in its context commits this church to: (1) evangelizing the lost; (2) cultural relevance; (3) appropriate and profitable change; and (4) the use of any and every scriptural means to save some.
Worship is the primary function of the church. We worship God through Jesus Christ in the Holy Spirit. We worship God through our lives and through our devotions. We worship as private individuals, families and as a community of believers. Through this worship we testify to God's gracious presence in the world through Jesus Christ in the Holy Spirit and we experience his gracious fellowship as we enter into his presence. Consequently, this congregation places a high premium on meaningful worship experiences as we enjoy God's presence among us and thereby encourage each other in our life with God.
Arising out of this meaningful worship, both corporate and private, both lifestyle and assembly, the church emphasizes four functions of the corporate body.
1. We believe the church is God's instrument for bearing witness to the word of God's grace in Jesus Christ. The church, then, is the means of God's mission in the world. The church has the message of reconciliation and it must proclaim it to those who do not know and have not experienced God's grace. This new church plant will place a high priority on evangelism, especially among unchurched Baby Boomers and Baby-Busters.
2. We believe the church is where believers deepen their understanding of the faith through group Bible study, instruction from trained and mature leaders as well as through mutual discussion so that they are enabled and empowered to live out their faith in the world as a witness to God's grace.
3. We believe the church is where believers gather together in fellowship with each other and accept responsibilities toward each other. It is a place for social and spiritual communion between believers as well as accountability to each other. The church is a holy fellowship which is separate from the world, but acting in love toward the world as well as toward each other.
4. We believe the church is a manifestation of God's kingdom in the world and it anticipates the new heaven and the new earth. The church, then, is the means of God's ministry to the world as the church proclaims the coming of God's heavenly kingdom. As in the ministry of Jesus, so the ministry of the church seeks out the poor, the oppressed, the disadvantaged, and the disenfranchised. It supports the weak and gives preference to the weak. The ministry of Jesus is the ministry of the church, and just as Jesus went about doing good, so the church must seek to do good. The church must follow Jesus Christ into the world to minister to it.
1. This new church plant will target the younger generation of Baby-Boomers (1955-61) and the whole of "Generation X" also known as the Baby-Busters (1962-82). This is the first "Post-Christian" generation. They have experienced the breakdown of their homes, corruption in government, and a materialistic society. Cordova is populated by this generation and they are mainly married couples with young children.
2. This new church plant intends to build a community of Christians who care for the poor. It will seek to use its material wealth in the service of the poor and the weak of the city. While this church planting is located miles away from the inner city, it will have a heart and passion to follow Jesus in showing mercy to the poor and to eliminate racial and social prejudice.
3. This new church plant will emphasize training, teaching and support for the Christian family. Many families of "Generation X" have concluded that they do not want their children to
experience the pain of divorce. This new church plant will support these young families in building strong Christian homes.
4. This new church plant will emphasize the equipping of Christians for ministry. Through its cell groups and other structured programs, this church will equip its members for ministry through the full use of the gifts the Holy Spirit has distributed throughout the body of Christ.
5. This new church plant will become a church-planting body. It will seek to reproduce itself through additional church plantings in Shelby County and in surrounding areas.
The church is a body of people gathered together by a common salvation in Christ. The church plant should begin with people, not property and buildings. This church plant will focus on ministry first and buildings/property only as a means to that end.
Cell Church Strategy
The leadership team of this church planting has decided to use the "cell church" strategy of church life. This envisions congregational life on three levels.
The first level is the celebration level. Here the church gathers weekly as a whole body to worship. It celebrates the work of God in Christ and it laments the fallenness of the world. The church gathers to enter God's presence and join the angelic worship around God's throne. The church gathers to worship God the Redeemer and leaves that assembly empowered to minister to the fallen world.
The second level is the fellowship level. This is a middle size group of 20-100 adults who gather for the purposes of fellowship, ministries or recreational activities. These gatherings may be as diverse as Bible studies or recreational teams, leadership training sessions or special "game" nights, family seminars or special craft workshops, group projects for the poor or group vacations, weekend spiritual retreats or fun family outings. Their purpose is to minister to each other by building relationships as well as to serve the community through ministry opportunities.
The third level is the cell. This is the heart of the "cell church" structure, and it is where the intimate ministry of the church is conducted. This is a small group of 8-16 adults who gather weekly to share, pray and study the Bible. The group serves both the relational and spiritual needs of its members, and it seeks to evangelize friends and acquaintances through their group meetings. This would serve as the primary point of entrance into the body, and it would be the primary environment in which Christians would care for each other.
The church plant will begin with a set of trained core members who will lead various home cell groups. These cell groups will provide the context for and means by which new members will be assimilated and equipped for ministry.
Concrete Structure
The whole church will meet every Sunday morning for worship and mutual encouragement. The Sunday morning time will include child, youth and adult education as well as structured fellowship time.
09:00-10:00 -- Sunday School
10:00-10:20 -- Fellowship Time
10:20-11:35 -- Worship Time
Every member of the church is expected to participate in a cell group for evangelism, developing relationships and maturing in their faith. These groups may meet at any time during the week, but most will probably meet on Sunday evenings in various homes.
The church will offer various activities for middle-size group fellowship through ministry, recreational and activity programs. Many of these may meet on Wednesday evenings or at other times (for example, weekend retreats, recreational teams, ministry teams, etc.).
The initial church staff will include the following part-time personnel, but the church will seek to fully fund some of these positions as soon as possible. The church intends to be staff-heavy in order to minister and grow into a permanent location.
Pulpit Minister: Gary Ealy
Teaching Minister: John Mark Hicks
Youth Minister: Jonathan Camp
Children's Minister: Searching for Suitable Person
Worship Leader: Matt Brent
The church will immediately involve itself in the concerns of the city through funding and involvement in various city ministries such as Agape, MACS, the Hispanic church plant and the Downtown church (inner city of Memphis).
The Basic Message of the Bible
The foundational principle of congregational life is the authority of Scripture. The church is born out of the Word of God, derives its life from it and must stand upon it.
The Bible is the Word of God. It is God's only written witness of himself to humanity. It speaks authoritatively, truthfully, clearly and sufficiently. Its purpose is to reveal God so that we might be reconciled to God through Jesus Christ and share the fellowship of his love and communion.
God has revealed his pattern for his people in Scripture. This pattern is theological and christological in character. It is not a blueprint of specific details but a call to image God in this world through imitating the life and ministry of Jesus Christ as the people of God. The church is called to live out the life of Jesus as he lived out the life of God. The church is the community of God founded on the ministry, death and resurrection of Jesus Christ. Its self-understanding derives from reading Scripture in the light of Scripture's own story and its theological/ christological principles.
Jesus Christ is the center and heart of the gospel. His person (God in the flesh) and work (atoning sacrifice for our sins and his resurrection) are the foundation of the church. It is through him, and him only, that we are reconciled to God. The proclamation of the cross and resurrection is the good news in summation (1 Corinthians 15:1-4).
It is through his death that his love was manifested, the wrath of God propitiated, and the power of God triumphed over the Evil One. It is through his resurrection that the power of the Spirit was manifested, the triumph of his righteous life declared, and the victory over death won.
Through faith God graciously puts to death the old person of sin, and makes us alive in the power of the Spirit when we are immersed in water. Through faith God renews his gracious gift to us and communes with us in the Lord's Supper. Through faith we live in the hope of his second appearing when we will inherit the new heaven and the new earth. The goal of our life in Christ is to approximate his life in submission to his Lordship, and the goal of the church is to embody the life and ministry of Jesus in this present world.
The Theological Center of the Church
The basic message of the gospel is a message about God in Christ, reconciling the world to himself. Immersion is the visible and normative means by which we are united with Christ in a concrete, historical moment. It is our entrance into the body of Christ. The Lord's supper is a communion with Christ in a particular historical moment. It is our communion with God and his people. Both immersion and the Lord's supper bear witness to the gospel itself--the death and resurrection of Jesus. These particular historical forms are grounded in what Christ did for us in his cross and resurrection. They are gospel rituals. They identify us with Christ, mediate the grace of God in Christ to us, and commit us to the path of discipleship. The ministry of the church is to follow Jesus Christ as his ministry revealed the heart of God toward the lost, the poor, the disenfranchised, and the friendless. The church is committed to the way of the cross in the hope of the resurrection. The church is a visible expression of the gospel itself. The church must live a life worthy of the gospel (Philippians 1:27). Paul offers the following seven-fold summary of the church's foundation in Ephesians 4:4-6.
There is
one God
, the Creator of heaven and earth and the Father of the redeemed, who predestined us in Christ Jesus to be holy and blameless, and adopted us through his Son to enjoy communion with himself.
There is
one Lord
, Jesus the Christ, who is both divine from eternity and human through his incarnational act, the mediator of our redemption and Lord of our life into whose image we are transformed by the power of God.
There is
one Spirit
, the Holy Spirit, who dwells within us as a deposit of our inheritance, empowers our ministry, and transforms our character by producing his fruit within us.
There is
one faith
which is our common trust in the work of Jesus Christ for our salvation according to the riches of God's grace.
There is
one immersion
by which we yield ourselves in obedience to the command of God as his servants, and by which he gives us new life in his Son as we are washed according to the promise of the Word of God in the gospel.
There is
one body
which includes all who have trusted in God's grace and submitted to God's will even though that body has existed and continues to exist in different locales, cultures and times as visible, concrete communities of God's people.
There is
one hope
by which we are saved from the eschatological wrath of God's judgment and redeemed in both body and soul through the resurrection as we are gathered as God's people in a new heaven and a new earth.
The Doctrine and Practice of this New Church Planting
We derive our historical and theological roots from the Churches of Christ. We have a critical, but appreciative, stance toward the Churches of Christ. We value the historical traditions and biblical theology of the Churches of Christ, but we are not slaves to that historical tradition nor do we accept their theology without criticism. Nevertheless, we recognize our debt to the Churches of Christ, and we intend to continue within that historical tradition as far as we see it consistent with biblical theology.
We believe:
1. Fallen humanity is oriented to evil through a sinful nature which gives rise to human sin by the exercise of human freedom. Sin is a free human decision, not a determined necessity. However, without the power of the Spirit in their lives fallen humanity would miserably fail to please God.
2. Baptism is the immersion of believers in water for the remission of sins and the gift of the Holy Spirit. It is an initiatory rite for entrance into the body of Christ. It is God's pledge to us of his grace and our pledge of commitment to God.
3. The Lord's Supper is celebrated every first day of the week as a covenant meal when the saints gather to worship God every Lord's Day. It is a time of dynamic, spiritual communion between God and his people. It is a communal event in which Jesus sits at the table with his people and God's people celebrate their common bond through eating and drinking together.
4. The whole body of Christ is engaged in the work of ministry. The local body is led by spiritual shepherds (elders or bishops), taught by appointed evangelists (the public proclaimers of the Word of God to the assembled church), served by ministry leaders in various specific ministries, and staffed by men and women who have been called and equipped for ministries that require special training and gifts (as in Children's ministries, Youth Ministries, Worship Leaders, Medical Ministries, Benevolent Ministries, etc.).
5. The Holy Spirit works powerfully in the lives of believers to produce his fruit, and, while he no longer distributes miraculous gifts to believers in the post-apostolic period (e.g., investing the gift of healing in specific individuals), he is not thereby limited from acting in miraculous ways according to God's good pleasure.
6. God is active in this world as he moves nations and individuals to accomplish his will. He has a special care for his people as they seek him in prayer. God is sovereign over his world, and prayer is an effective means for engaging God's presence in this world. God is at work in the lives of his people to effect his ultimate (eschatological) good.
7. The ministries of the church are open to women except for offices and functions which involve "headship" responsibilities in the church (e.g., elders, evangelists, etc.). We perceive no reason for restricting the ministry of women other than (1) the theological principle of male "headship" that rests upon God's intention in creation (1 Corinthians 11:3, 7-9; Ephesians 5:22-31; cf. 1 Timothy 2:11-14) and (2) cultural appropriateness (e.g., the "veils" of 1 Corinthians 11:4-5). We encourage a wider participation of women in the life and ministry of the church.
8. The musical worship of this new church plant is a cappella (without instrumental music), not because we believe it should divide the body of Christ as a matter of salvation or because it is a fundamental gospel issue (as in the death and resurrection of Jesus Christ), but because we believe it is more consistent with the historic practice of the early church and it more appropriately embodies the theological principle of worshipping God in the Spirit out of a renewed heart (Ephesians 5:18-19).
9. The heart of the church is the local community of believers. It is in and through a local congregation of God's people that God is glorified, people are served, and the kingdom of God is clearly revealed. Though each local community is self-governing and autonomous, its larger concern is for the kingdom of God around the world. It must prioritize the kingdom of God over its own specific, local interests just as individual Christians must prioritize the community's interests over their own specific preferences, and the community must prioritize the interest's of the unevangelized over their own particular preferences.
10. Believers ought to share whatever they have in common with other believers, and what we fundamentally have in common is the good news of God's saving work in Christ. The most important thing we believe about the church, far from distancing us from others, is actually something we share with others. We may have many differences with other believers, but we share a faith in the death of Jesus for our sins and his resurrection for our justification. Together, we proclaim that salvation is in the name of Jesus, and that our proper response to God's work is to confess that "Jesus is Lord." We will share what we have in common, dialogue about our differences for the purpose of unity and serve God according to our own understanding in our particular local congregations.
Summary Of Mission
This church planting intends to provide the Cordova community with four emphases.
First, the church will emphasize evangelism through cell groups (a small group ministry). The church will target the unchurched Baby-Boomer and Buster generations while open to every door that God may open to it.
Second, the church will highlight a dynamic, but biblical, contemporary corporate worship which is God-oriented, theologically informed and experientially open to culturally diverse expressions of worship.
Third, the church will emphasize a ministry to the poor and disenfranchised within American culture, particularly in the inner city of Memphis and in the city's growing Hispanic community.
Fourth, the church will emphasize a ministry of study and understanding whereby members are matured in their faith and enabled through the power of the Holy Spirit to live as God's representatives in the world.
Summary Of Strategic Plan
First, interested persons will meet monthly to dialogue and pray about the potential of this church plant.
Second, the ministry team will develop a core of interested persons and equip them to lead cell groups. This training will begin February 1. The full ministry team should be in place at that time.
Third, the ministry team will equip itself through seminars, church visitations, and consultations with church growth experts for the church plant.
Fourth, the first meeting of the newly planted church will be Easter, April 12.
1. commitment to evangelism (e.g., inviting unchurched people to cell and celebration meetings).
2. commitment to fellow-members of your cell group through attendance and ministry (e.g., cells are where real evangelism and ministry to each other will take place).
3. commitment to relevance, appropriate change and biblical worship (e.g., celebration times will seek to be both biblical and relevant).
4. commitment to the poor and racial reconciliation in the city of Memphis (e.g., the use of resources for ministry to the poor and an openness to all ethnic groups).
5. commitment to financial sacrifice for the kingdom of God (e.g., sharing our wealth for the sake of the kingdom).
6. commitment to mutual appreciation, peace and unity in the body of Christ (e.g., permission for and appreciation of diversity within the body).
Our Prayer
Lord God, we confess that you are the only true God. We thank you for the grace you have given us in Jesus Christ. We thank you for the power by which you transform us through your Holy Spirit. Lord, we seek to be your people in this world. We want to represent your presence by our life and service. We have a burden for your people in Cordova and for those whom you know to be your people there. Use us, O God, as your instruments to gather your people as a church so that your glory might be revealed in Cordova. Use us, O God, to reach the hurting and lost so that they might know the wealth of your grace. Use us, O God, to gather a church whose heart will prefer the poor and seek to overcome the prejudices of this racially divided city. O Father, we confess our inadequacy and we confess our sinfulness, and so we ask you to bless us in our efforts for we know that without your power and grace our feeble efforts will amount to nothing. Glorify your name, O God, through us, and for the sake of your kingdom, raise up a church in Cordova that will bear witness to your name. Through Jesus Christ our Lord, we offer this prayer of petition and praise.
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STATE COLLEGE, Pa., Jul 30, 2009 (GlobeNewswire via COMTEX News Network) -- Rex Energy Corporation ("Rex Energy") (Nasdaq:REXX) today announced second quarter of 2009 results. Production averaged 2,595 BOEs per day, which was 78% oil and 22% natural gas. Realized gas prices after adjustment for cash settled derivatives were $6.45 per mcf, versus $9.95 per mcf in the prior year quarter. Realized oil prices after adjustment for cash settled derivatives were $60.05 per bbl, versus $81.27 per bbl in the prior year quarter. As a result, oil and gas sales including cash settled derivatives declined 28% to $13.1 million. EBITDAX, a non-GAAP measure, declined 51% to $4.1 million. The company recorded a loss for the quarter of $9.4 million, or $0.26 per share. Adjusting for certain non-cash items, net loss comparable to analyst estimates was $2.6 million, or $0.07 per share.
Benjamin W. Hulburt, Rex Energy's President and CEO, commented, "While the financial results for the quarter were impacted by the lower commodity prices, we achieved several significant milestones during the quarter. Our natural gas production reached an all time high, up 17% from the prior year quarter. We entered into a joint venture with Williams Production Company, LLC and Williams Production Appalachia, LLC regarding two of our Marcellus Shale project areas that will significantly reduce our capital expenditures for the next two years. This will allow us to accelerate the development of our acreage while simultaneously maintaining a conservative balance sheet. We also continued to make great strides in controlling costs, reducing our production and lease operating expenses by 21% from the same period in 2008. We successfully drilled, completed and put into production our first Marcellus Shale horizontal well in Butler County, Pennsylvania with encouraging results. We completed the acquisition of approximately 6,500 net acres in Butler County in the immediate area of our horizontal well and processing facility. We very recently drilled and completed our second horizontal well, and have commenced drilling the third. Finally, on July 29, 2009, the Commonwealth of Pennsylvania issued the final air permit for our gas processing plant in Butler County. As a result, we are now in the process of final inspections and commencing start-up of the plant."
Natural gas production increased 17% over the prior year quarter, despite significant production curtailments experienced during the current quarter. The company's second quarter natural gas production was adversely affected due to ongoing pipeline maintenance on third party lines serving Rex Energy's field in Westmoreland County. The company estimates that this curtailment resulted in a decrease in natural gas production by 15% to 20%. Although the company expects to experience additional curtailment related to line maintenance during a portion of the third quarter, the curtailment has subsided for the time being. With the first horizontal well in line, Rex Energy's natural gas production has increased to an all time high. The company currently has four gross (three net) vertical Marcellus Shale wells shut-in pending the activation of the its natural gas processing plant in Butler County, PA which is expected to occur in August 2009. Furthermore, Rex Energy anticipates putting its first horizontal well in Westmoreland County into production during August 2009. Oil production in the second quarter declined 3% from the prior year quarter as the company did not have any rigs active during the current quarter in its Illinois Basin. Rex Energy plans to commence a shallow oil well development program of 10 to 15 wells during the third quarter of 2009.
Capital expenditures in the second quarter of 2009 were $18.2 million. The company spent 62% of capital dollars, or $11.3 million, on exploration and developmental activities of which $500,000 was for its tertiary recovery projects in the Illinois Basin. Leasing and acquisitions comprised the remaining 38%, or $6.9 million, of the company's capital spending during the quarter, which is mostly attributable to the $4.2 million acquisition of a 50% interest from its joint venture partner in certain oil and gas leases covering lands in Butler County, Pennsylvania.
The company currently holds approximately 81,000 gross (70,000 net) acres in the Marcellus Shale fairway. In the event that Williams, Rex Energy's joint venture partner in two of its project areas, fulfills their drilling carry commitment under the terms of the exploration agreement, Rex Energy's net acreage will be reduced to approximately 48,000 net acres. The company is continuing to lease additional acreage in each of its operating areas.
In a final comment, Mr. Hulburt stated, "We have now completed two horizontal Marcellus Shale wells -- the first in Butler County and the second in Westmoreland County. The Butler County horizontal well was drilled to a depth of approximately 5,500 feet with a lateral extension of 1,800 feet. The well was put into production during June 2009 and has produced at an average rate of approximately 2.4 Mmcfe per day over the last thirty days, with no detectable decline in production since being put into line. We are continuing to monitor the well's performance, but to date are encouraged by what appears to be a shallower decline than we initially anticipated. In Westmoreland County, the well was drilled to a depth of approximately 8,200 feet with a lateral extension of 2,000 feet. The well was fracture stimulated on July 20, 2009 and is currently undergoing flow testing. The company has commenced drilling its third horizontal well, also in Westmoreland County, and plans to continue drilling an additional 3 horizontal wells in that county before moving the rig to central Pennsylvania in the fourth quarter."
(EBITDAX and Earnings/Loss Comparable to Analyst Estimates are non-GAAP financial measures. Please see the accompanying definitions and tables for the reconciliation of each of these non-GAAP measures. The company has classified all first quarter 2009 and prior period amounts related to its operations in the Southwestern Region as discontinued operations due to the sale of these assets during the first quarter of 2009. Please see the accompanying table for the reconciliation of the reported GAAP amounts to the amounts that would have been reported if Southwestern Region operations were included in continuing operations.)
About Rex Energy Corporation
Rex Energy Corporation is an independent oil and gas company operating in the Illinois Basin and the Appalachian Basin of the United States. The company has pursued a balanced growth strategy of exploiting its sizable inventory of lower risk developmental drilling locations, pursuing its higher potential exploration drilling prospects and actively seeking to acquire complementary oil and natural gas properties.
The Rex Energy logo is available at http://www.globenewswire.com/newsroom/prs/?pkgid=5489
Forward-Looking Statements
Except for historical information, statements made in this release, including those relating to significant potential, future earnings, cash flow, capital expenditures, production growth and planned number of wells, are forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These statements are based on assumptions and estimates that management believes are reasonable based on currently available information; however, management's assumptions and the company's future performance are subject to a wide range of business risks and uncertainties, and there is no assurance that these goals and projections can or will be met. Any number of factors could cause actual results to differ materially from those in the forward-looking statements, including, but not limited to, adverse economic conditions in the United States and globally; the difficult and adverse conditions in the domestic and global capital and credit markets; domestic and global demand for oil and natural gas; sustained or further declines in the prices the company receives for oil and natural gas adversely affecting operating results and cash flow; the effects of government regulation, permitting and other legal requirements; the quality of Rex Energy's properties with regard to, among other things, the existence of reserves in economic quantities; uncertainties about the estimates of the company's oil and natural gas reserves; the company's ability to increase production and oil and natural gas income through exploration and development; Rex Energy's ability to successfully apply horizontal drilling techniques and tertiary recovery methods; the number of well locations to be drilled, the cost to drill and the time frame within which they will be drilled; drilling and operating risks; the availability of equipment, such as drilling rigs and transportation pipelines; changes in the company's drilling plans and related budgets; and the adequacy of capital resources and liquidity including, but not limited to, access to additional borrowing capacity. The company undertakes no obligation to publicly update or revise any forward-looking statements. Further information on risks and uncertainties is available in the company's filings with the Securities and Exchange Commission, which are incorporated by reference.
The company's internal estimates of reserves may be subject to revision and may be different from estimates by the company's external reservoir engineers at year end. Although the company believes the expectations and forecasts reflected in these and other forward-looking statements are reasonable, it can give no assurance they will prove to have been correct. They can be affected by inaccurate assumptions or by known or unknown risks and uncertainties.
REX ENERGY CORPORATION CONSOLIDATED BALANCE SHEETS ($ in Thousands, Except per Share Amounts) June 30, 2009 (unaudited) December 31, 2008 ----------------- ----------------- ASSETS Current Assets Cash and Cash Equivalents $ 2,414 $ 7,046 Accounts Receivable 6,786 5,840 Related Party Receivable 506 -- Short-Term Derivative Instruments 2,666 8,153 Current Deferred Tax Asset 948 -- Inventory, Prepaid Expenses and Other 798 3,068 ----------------- ----------------- Total Current Assets 14,118 24,107 Property and Equipment (Successful Efforts Method) Evaluated Oil and Gas Properties 196,977 185,108 Unevaluated Oil and Gas Properties 77,076 65,564 Other Property and Equipment 19,912 19,388 Wells and Facilities in Progress 31,225 29,629 Pipelines 5,155 3,457 ----------------- ----------------- Total Property and Equipment 330,345 303,146 Less: Accumulated Depreciation, Depletion and Amortization (64,859) (53,288) ----------------- ----------------- Net Property and Equipment 265,486 249,858 Assets Held for Sale -- 18,852 Intangible Assets and Other Assets- Net 1,480 1,628 Investment in RW Gathering 506 -- Long-Term Derivative Instruments 2,706 7,561 ----------------- ----------------- Total Assets $ 284,296 $ 302,006 ================= ================= LIABILITIES AND EQUITY Current Liabilities Accounts Payable $ 5,552 $ 7,180 Accrued Expenses 4,751 7,388 Short-Term Derivative Instruments 3,116 -- Current Deferred Tax Liability -- 2,785 ----------------- ----------------- Total Current Liabilities 13,419 17,353 Senior Secured Line of Credit and Long-Term Debt 15,000 15,000 Long-Term Derivative Instruments 2,783 1,476 Long-Term Deferred Tax Liability 8,971 11,995 Other Deposits and Liabilities 5,767 7,322 Liabilities Related to Assets Held for Sale -- 1,838 Future Abandonment Cost 15,941 15,174 ----------------- ----------------- Total Liabilities $ 61,881 $ 70,158 Commitments and Contingencies Owners' Equity Common Stock, $.001 par value per share, 100,000,000 shares authorized and 36,844,312 shares issued and outstanding on June 30, 2009 and 36,569,712 shares issued and outstanding on December 31, 2008 37 37 Additional Paid-In Capital 292,161 291,133 Accumulated Deficit (69,783) (59,322) ----------------- ----------------- Total Owners' Equity 222,415 231,848 ----------------- ----------------- Total Liabilities and Owners' Equity $ 284,296 $ 302,006 ================= =================
REX ENERGY CORPORATION CONSOLIDATED STATEMENTS OF OPERATIONS (Unaudited, $ and Shares in Thousands, Except per Share Data) Three Months Ended Six Months Ended June 30, June 30, ------------------- ------------------- 2009 2008 2009 2008 --------- --------- --------- --------- OPERATING REVENUE Oil and Natural Gas Sales $ 11,516 $ 28,874 $ 20,314 $ 45,490 Other Revenue 25 31 57 63 --------- --------- --------- --------- TOTAL OPERATING REVENUE 11,541 25,905 20,371 45,553 OPERATING EXPENSES Production and Lease Operating Expenses 5,236 6,632 10,390 12,778 General and Administrative Expense 4,392 3,917 8,143 7,124 (Gain) Loss on Disposal of Assets (28) 194 400 151 Exploration Expense of Oil and Gas Properties (247) 982 835 1,281 Depreciation, Depletion, Amortization and Accretion 6,581 4,879 12,752 9,651 --------- --------- --------- --------- TOTAL OPERATING EXPENSES 15,934 16,604 35,520 30,985 --------- --------- --------- --------- INCOME (LOSS) FROM OPERATIONS (4,393) 9,301 (12,149) 14,568 OTHER INCOME (EXPENSE) Interest Income 1 176 2 183 Interest Expense (379) (299) (774) (735) Loss on Derivatives, Net (10,520) (73,640) (4,876) (89,920) Other Income (Expense) 13 14 (32) 19 --------- --------- --------- --------- TOTAL OTHER INCOME (EXPENSE) (10,885) (73,749) (5,680) (90,453) NET LOSS FROM CONTINUING OPERATIONS INCOME TAXES (15,278) (64,448) (17,829) (75,885) Income Tax Benefit 5,841 26,061 7,045 30,687 --------- --------- --------- --------- NET LOSS FROM CONTINUING OPERATIONS (9,437) (38,387) (10,784) (45,198) Income from Discontinued Operations, Net of Income Taxes -- 426 323 64 --------- --------- --------- --------- NET LOSS $ (9,437) $(37,961) $(10,461) $(45,134) --------- --------- --------- --------- Earnings per common share : Basic and Diluted - loss from continuing operations $ (0.26) $ (1.12) $ (0.29) $ (1.39) Basic and Diluted - income from discontinued operations -- 0.01 0.01 -- --------- --------- --------- --------- Basic and Diluted - net loss $ (0.26) $ (1.11) $ (0.28) $ (1.39) Basic and Diluted - weighted average shares of common stock outstanding 36,846 34,349 36,789 32,572
REX ENERGY CORPORATION CONSOLIDATED OPERATIONAL HIGHLIGHTS (Unaudited) Three Months Ended Six Months Ended June 30, June 30, ------------------- ------------------- 2009 2008 2009 2008 --------- --------- --------- --------- Oil and gas sales (in thousands): Oil sales 10,310 22,821 17,530 40,325 Gas sales 1,206 3,053 2,784 5,165 Cash-settled derivatives Crude oil(a) 720 (7,417) 3,983 (10,691) Natural gas 824 (366) 1,333 (374) --------- --------- --------- --------- Total oil and gas sales including cash settled derivatives 13,060 18,061 25,630 34,425 Production during the period: Oil (Bbls) 183,695 189,551 364,878 377,908 Natural gas (Mcf) 314,777 270,037 621,408 513,588 --------- --------- --------- --------- Total (BOE)(a) 236,158 234,557 468,446 463,506 Production - average per day: Oil (Bbls) 2,019 2,083 2,016 2,076 Natural gas (Mcf) 3,459 2,967 3,433 2,822 --------- --------- --------- --------- Total (BOE)(b) 2,595 2,578 2,588 2,547 Average price per unit: Realized crude oil price per barrel - as reported $ 56.12 $ 120.40 $ 48.04 $ 106.71 Realized impact from cash settled derivatives per barrel 3.93 (39.13) 10.92 (28.29) --------- --------- --------- --------- Net realized price per barrel $ 60.05 $ 81.27 $ 58.96 $ 78.42 Realized natural gas price per Mcf - as reported $ 3.83 $ 11.31 $ 4.48 $ 10.06 Realized impact from cash settled derivatives per Mcf 2.62 (1.36) 2.15 (0.73) --------- --------- --------- --------- Net realized price per Mcf $ 6.45 $ 9.95 $ 6.63 $ 9.33 (a) Excludes $4.6 million for the early redemption of certain oil derivatives associated with 2011 redeemed in the first quarter of 2009 (b) Natural gas is converted at the rate of six Mcf to one BOE and oil is converted at a rate of one Bbl to one BOE
REX ENERGY CORPORATION OIL AND GAS DERIVATIVES (Unaudited) % of Current Average Average Year Volume Production Floor Ceiling ------------ ------------ ------------ ------------ ------------ Oil --- July - Dec '09 300 MBbls 84% $ 63.78 $ 76.44 2010 588 MBbls 85% $ 62.71 $ 79.31 2011 156 MBbls 24% $ 65.00 $ 100.50 Natural Gas ----------- July - Dec '09 660 Mmcf 90% $ 6.73 $ 8.47 2010 1.32 Bcf 100% $ 7.14 $ 9.63 2011 1.08 Bcf 91% $ 7.33 $ 12.29 2012 360 Mmcf 34% $ 6.00 $ 7.38
Non-GAAP Financial Measures
"EBITDAX", for any defined period, the sum of net income for such period plus the following expenses, charges or income to the extent deducted from or added to net income in such period: interest, income taxes, depreciation, depletion, amortization, accretion, unrealized losses from financial derivatives, exploration expenses, and other similar non-cash charges, minus all non-cash income, including but not limited to, income from unrealized financial derivatives, added to net income. EBITDAX, as defined above, is used as a financial measure by Rex Energy's management team and by other users of its financial statements, such as the company's commercial bank lenders, to analyze such things as:
* Rex Energy's operating performance and return on capital in comparison to those of other companies in its industry, without regard to financial or capital structure; * The financial performance of the company's assets and valuation of the entity, without regard to financing methods, capital structure or historical cost basis; * Rex Energy's ability to generate cash sufficient to pay interest costs, support its indebtedness and make cash distributions to its stockholders; and * The viability of acquisitions and capital expenditure projects and the overall rates or return on alternative investment opportunities
EBITDAX is not a calculation based on GAAP financial measures and should not be considered as an alternative to net income (loss) in measuring the company's performance, nor used as an exclusive measure of cash flow, because it does not consider the impact of working capital growth, capital expenditures, debt principal reductions, and other sources and uses of cash, which are disclosed in the company's statements of cash flows.
Rex Energy has reported EBITDAX because it is a financial measure used by its existing commercial lenders, and because this measure is commonly reported and widely used by investors as an indicator of a company's operating performance and ability to incur and service debt. You should carefully consider the specific items included in the company's computations of EBITDAX. While Rex Energy has disclosed its EBITDAX to permit a more complete comparative analysis of its operating performance and debt servicing ability relative to other companies, you are cautioned that EBITDAX as reported by the company may not be comparable in all instances to EBITDAX as reported by other companies. EBITDAX amounts may not by fully available for management's discretionary use, due to requirements to conserve funds for capital expenditures, debt service and other commitments.
Rex Energy believes that EBITDAX assists its lenders and investors in comparing a company's performance on a consistent basis without regard to certain expenses, which can vary significantly depending upon accounting methods. Because the company may borrow money to finance its operations, interest expense is a necessary element of its costs and ability to generate cash available for distribution. Because Rex Energy uses capital assets, depreciation and amortization are also necessary elements of its costs. Additionally, the company is required to pay federal and state taxes, which are necessary elements of its costs. Therefore, any measures that exclude these elements have material limitations.
To compensate for these limitations, Rex Energy believes it is important to consider both net income (loss) determined under GAAP and EBITDAX to evaluate its performance.
The following table presents a reconciliation of the company's net (loss) from continuing operations to its EBITDAX from continuing operations for each of the periods presented ($ in thousands):
Three Months Ended Six Months Ended June 30, June 30, ------------------- ------------------- 2009 2008 2009 2008 -------- -------- -------- -------- Net Loss From Continuing Operations $ (9,437) $(38,387) $(10,784) $(45,198) Add Back Depletion, Depreciation, Amortization & Accretion 6,581 4,879 12,752 9,651 Add Back Non-Cash Compensation Expense 621 736 1,096 1,104 Add Back Interest Expense 379 299 774 735 Add Back (Less) Exploration (247) 982 835 1,281 Less Interest Income (1) (176) (2) (183) Add Back (Gains) Losses on Disposal of Assets (28) 194 400 151 Add Back Unrealized Losses from Financial Derivatives 12,064 65,857 14,764 78,856 Less Income Tax Benefit (5,841) (26,061) (7,045) (30,687) -------- -------- -------- -------- EBITDAX From Continuing Operations $ 4,091 $ 8,323 $ 12,790 $ 15,710
Earnings Comparable with Analyst Estimates
"Earnings Comparable with Analyst Estimates" means, for any period, the sum of net income for such period plus the following expenses, charges or income to the extent deducted from or added to net income in such period: deferred income taxes, unrealized gains or losses from financial derivatives, minus gains from unrealized financial derivatives, minus deferred income tax benefits, added to net income. Earnings Comparable with Analyst Estimates, as defined above, is used as a financial measure by Rex Energy's management team and by other users of its financial statements, to analyze its financial performance without regard to non-cash deferred taxes and non-cash unrealized losses or gains from oil and gas derivatives. Earnings Comparable with Analyst Estimates is not a calculation based on GAAP financial measures and should not be considered as an alternative to net income (loss) in measuring the company's performance.
Rex Energy has reported Earnings Comparable with Analyst Estimates because it believes that this measure is commonly reported and widely used by investors as an indicator of a company's operating performance. You should carefully consider the specific items included in the company's computation of this measure. You are cautioned that Earning Comparable with Analyst Estimates as report by Rex Energy may not be comparable in all instances to that reported by other companies.
To compensate for these limitations, the company believes it is important to consider both net income determined under GAAP and Earnings Comparable with Analyst Estimates.
The following table presents a reconciliation of Rex Energy's net (loss) from continuing operations to its Earnings Comparable with Analyst Estimates for each of the periods presented ($ in thousands):
Three Months Ended Six Months Ended June 30, June 30, ----------------------------------------- 2009 2008 2009 2008 -------- ------------------- -------- Net Loss From Continuing Operations $ (9,437) $(38,387) $(10,784) $(45,198) Adjustment for certain non-cash items: Unrealized Losses on Derivatives 12,064 65,857 14,764 78,856 Dry Hole Expense -- 1 -- 2 Non-cash Compensation Expense 621 736 1,096 1,104 (Gain) Loss on Sale or Disposal of Assets (28) 194 400 151 Income Tax Benefit (5,841) (26,061) (7,045) (30,687) -------- -------- -------- -------- Net Income (Loss) From Continuing Operations Before Income Taxes Comparable to Analysts Estimates $ (2,621) $ 2,340 $ (1,569) $ 4,228
Discontinued Operations
On March 24, 2009, Rex Energy completed the previously announced divestiture of Southwestern Region operations, predominately located in the Permian Basin in the states of Texas and New Mexico. The company received net cash proceeds of approximately $17.3 million, which may be adjusted by certain post-closing adjustments, plus the assumption of certain liabilities, based on an effective date of October 1, 2008.
Pursuant to accounting rules for discontinued operations, these assets were classified as Assets Held for Sale on the Consolidated Balance Sheet as of December 31, 2008, and results of operations are reflected in discontinued operations in the Consolidated Statements of Operations. At March 31, 2009, Rex Energy recorded a loss on sale of assets of approximately $425,000 in the Consolidated Statement of Operations. Summarized financial information for discontinued operations is set forth below ($ in thousands, except per share data):
Three Months Ended Six Months Ended June 30, June 30, ----------------- ----------------- 2009 2008 2009 2008 ------- ------- ------- ------- Revenues: Oil and Gas Sales $ -- $ 2,122 $ 193 $ 4,107 Other Revenue -- 111 -- 193 ------- ------- ------- ------- Total Operating Revenue -- 2,233 193 4,300 ------- ------- ------- ------- Costs and Expenses: Production and Lease Operating Expense -- 617 237 1,139 General and Administrative Expense -- 207 (97) 473 Exploration Expense of Oil and Gas Properties -- (13) -- 1,121 Depreciation, Depletion, Amortization and Accretion -- 709 -- 1,420 (Gain) Loss on Sale of Oil and Gas Properties -- -- -- 41 Unrealized Loss from Derivatives -- -- (558) -- Other Income -- (1) -- (2) ------- ------- ------- ------- Total Costs and Expenses -- 1,519 (418) 4,192 ------- ------- ------- ------- Income from Discontinued Operations Before Income Taxes -- 714 611 108 Income Tax Expense -- 288 288 44 ------- ------- ------- ------- Income From Discontinued Operations, net of taxes $ -- $ 426 $ 323 $ 64 ======= ======= ======= =======
This news release was distributed by GlobeNewswire, www.globenewswire.com
SOURCE: Rex Energy Corporation
Rex Energy Corporation Julia Williams, Investor Relations Coordinator (814) 278-7130 firstname.lastname@example.com
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text:
First days in Kingston (July 19, 2005)
Arriving in Kingston
There is an elaborate transportation
for Kingston in the next 25 years, which is supposed to transform the city into a bicycling/pedestrian/public-transit Shangri-La. It is lovely to contemplate, but in the meanwhile -- and in the absence of dedicated funding the Lord will return and the stars will tumble into the sea in this meanwhile -- Kingston public transit is a dismal thing to behold. We arrived at the Kingston train station in the late afternoon, we had to confront a grumpy bus driver, who did not like having to deal with travelers carrying a lot of luggage, and definitely did not like having a child in a stroller. "You have to take her all the way out of that thing," he commanded, leaving us to contemplate what half-measures he was trying to forestall. We would happily have taken a taxi, but that would require carrying a child safety seat on top of everything else. Very few taxis are equipped to carry children. The bus then travelled a space-filling path from the bus station to downtown Kingston, turning the 3-mile trip into something more like a 10-mile odyssey.
What would seem to be the most desirable housing in Kingston, the old brick or stone houses between the Queen's campus and downtown Kingston, are largely the province of students. In fact, we have seen one sign on an available rental, "Students only". Other landlords range from hostile to quizzical about a respectable family wanting to move in. Presumably, students are seen as easier to push around, and less likely to complain about substandard conditions.
Is it inevitable that competent childcare is in short supply everywhere in North America? It seems like a tremendous market failure. In Berkeley, full-time daycare costs about twice as much as it does here, but it has in common that there are long waiting lists and the daycares are staffed largely by poorly paid time-servers, with just enough occasional child-oriented geniuses, working for love or charity or desperation, to make the overwhelming incompetence and lovelessness all the more apparent. What is constant is that people are willing to pay truckloads of money for daycare, but they are not willing to pay much more than a starvation wage to the people taking care of their children. Where the money goes I can hardly imagine. As someone at the top of the education hierarchy, I benefit from the prejudice that treats teachers as more valuable and qualified who teach older and more advanced students. Taking care of infants and toddlers is just -- not to put too fine a point of it -- women's work. Because the special temperament and intuition that make an excellent preschool teacher are hard to measure and even harder to train, they are ignored entirely, and we would rather those people become bankers if they're worth their salt.
The situation is worse in Kingston. Not only is the market tight, there do not seem to be the alternative solutions, such as the delightful childcare coop that we joined last year. Back in March or April, we put ourselves on a slew of waiting lists for daycare in Kingston, and none of them came through by July. There was one, Old MacDonald, which was able to guarantee that they would have space in September. I was not terribly taken with the name or the brief description available online, and my expectation was that it would be mediocre, but we were short on options, and were willing to have a look. Our first meeting with the director, on July 15, was quite reassuring. The snacks seemed nutritious, the director seemed thoughtful, competent, and on top of things, there would be plenty of time to play outside, no drills. The two computers in the corner caused some concern -- we don't see that computers are much good for small children -- but she told us that the children only get 30 minutes a week each to play innocuous games. Ditto the television, which (she assured us) would be used only
in extremis
, when there were weeks of rain and snow, and then violent and frightening fare such as Disney would be taboo.
On Monday July 18 I got to take Chaya in for a real trial morning. As it happened, the director was off on vacation that week. I don't know if it was a case of cat's-away-mice-play, or if the director was lying to us, but the practice looked very different from the nurturing theory. The practice looked more like a warehouse for children. First of all, the assistant director cancelled both the planned walk and all outside play, because it was too hot outside. Of course, that meant that they spent a lot of time yelling at the children for being too rambunctious inside. Still, most of the children -- little angels, really -- managed to play peacefully (on their own, with neither assistance nor encouragement from the teachers, who seemed mostly too busy with their own affairs), but the assistant director had to break it up by announcing, "Who wants a turn on the computer?" The result confirmed my vaguely-formed notions about the negative influence of computer games. One might think, they would allow children to play counting and alphabet games at their own pace, without taking up a teacher's time -- if you think learning the alphabet is an important goal. Instead, you had one child playing, one teacher at his elbow helping him play, and five other children huddled around passively watching. It would make a lot more sense to ditch the machine and have the teacher play an alphabet game with the children. Except, I never saw the teachers play any games with the children.
coup de grace
came at "circle time", which was not a circle, but formed like a classic lecture, with the teacher in front haranguing the children that if they didn't be quiet "you'll have to leave my circle". They sang one welcoming song with everyone's name (except Chaya, who they seemed to overlook until I made a fuss about it), which is usually a warm up, but here that was all there was for singing. Then there was reading a book, except the teacher couldn't be bothered to read a book, so she just held up a book while a cassette read the book. I was shocked. Chaya was shocked. And again, you could see how the technology was just getting in the way. The sound quality was poor, so no one could really hear what was being read. The teacher wasn't really engaged, so the children weren't engaged (and isn't part of the point of reading to children that they learn about the process of reading?), they chatted, got yelled at, but the story kept going during the yelling. It was a draining and degrading experience for all involved. Julia had another try on Tuesday, which, she reported, was even worse, and made it clear that Chaya could not go to that daycare, not even temporarily. Which was a real shame, since Chaya is starved for the companionship of her peers, and wanted to keep going. We are left contemplating a year of trying to work with no daycare at all.
Canadian Environmentalism
In some respects, Canada is a far more depressing country than the US for someone who cares about the fate of the natural environment. In the US, you feel like you're pounding on a padlocked door when you try to convince people of the need to preserve resources and the planet itself against human ravages, and it's a matter of speculation whether anyone is even home. In Canada, environmentalists are pounding on an open door. Everyone agrees on the need to conserve the forests, and energy, keep the air and water clean, they sneer at the US rejection of the Kyoto protocol and take the "
one-tonne challenge
". Whereas you can still hope for improvement in the US, in Canada you can see how meager the results are, even in the best case of a substantial change of heart. The rivers are still being dammed, old-growth forests are being logged, even the Canadian spotted owl is not faring as well as its US counterpart. While nearly everyone I meet here in Kingston leads off praising the city with "you don't need a car", I have hardly met anyone who actually doesn't have one. And those few are over sixty, so purely from a demographic perspective they most likely do not represent the rising cultural wave.
Health care
To a dedicated leftist like myself, Canada is, above all, the land of socialized medicine. Canadian medicare is the foil to the capitalist food-fight that is US health insurance. We delight in telling people that high-quality medical care can be obtained at a far lower price, by eliminating the private-sector middleman. As measured by formal health outcomes -- infant mortality, say, or life expectancy -- Canada beats the US.
I was chastened, then, to be informed here repeatedly that it is nearly impossible to find a pediatrician or family doctor here. Ditto for dentists. It's nice that everyone has a right to free medical treatment, but without a doctor there is not much that you can do with that right. It seems that the authorities miscalculated the number of physicians that they would need to train. (Part of the problem is the one that led East Germany to wall off Berlin, the instability of a socialist system with an open border to a richer capitalist neighbor, particularly one which speaks the same language and accepts your credentials. Canadians -- and even many Americans -- are quite happy to obtain a subsidized medical education in Canada, and then practice for a free-market salary in the US. Similarly, one of the first newspaper articles I read after arriving in Canada was about flu vaccine: There is none for Canadians this year, because the Canadian manufacturer sold all of its stock to the US.) All you can do is to get checkups at the hospital's family-health clinic with whichever resident is doing his or her three-month rotation. Continuity and a good relationship between doctor and patient are generally acknowledged to be essential for good primary care. I have to say, too, that the apparent elimination of pediatrics here, in favor of "family medicine" does not sit well with me. The one time we had pediatric advice from a family doctor -- a doctor who was treating Julia, and tried to advise us on the effects of medication on breastmilk -- the advice was off the wall. It was fortunate then that we had a competent pediatrician to turn to. It sounds good to say that you treat the family as a unit, but the effect is inevitably that the special needs of children are an afterthought, covered in a supplemental unit.
Adding to this disquiet was the story I heard of a colleague with a painful injury that took a year to get diagnosed, and then it was only because he shlepped himself to a doctor in the US, and paid out of his own funds. Diagnosis in hand, he could get an appointment in Canada for the required surgery: four months later. Again, shades of the GDR, he used connections to get himself an immediate appointment at a private clinic in British Columbia, which he had to pay for out of his own pocket.
A German postdoc who I met told me that his then six-month-old son developed persistent diarrhea shortly after he arrived here. After ten days of this, he brought the boy to a clinic, and was told, basically, shit happens. As it happened, his neighbor is a pediatrician, and agreed to see him for a private fee, that the postdoc's German insurance was willing to pay. (I'm not sure if this is legal.) After measuring the child's weight loss from one day to the next, the doctor had him taken to the hospital immediately. Once he was in the hospital the boy was well taken care of, which is about the only positive thing that I have yet heard about Ontario health care (other than "it's free").
Just recently, the Canadian Supreme Court ruled that Quebec's ban on private clinics is unconstitutional, because the government has failed to maintain the public system at a tolerable level. The decision only applied immediately to Quebec, but no one doubts that the same would hold for Ontario.
Cafe culture
Kingston is a long way behind Berkeley in the transformation of cafes into computer labs with refreshments. The wave rolled through Berkeley several years ago, and is now complete. In Germany, I was used to cafes being open late on weekends, but in Berkeley, particularly right around the campus, they close early on Friday and Saturday. I would be the first to admit that I do not understand the economics of the restaurant business -- you multiply the number of customers by an average bill, subtract the cost of food and rent on the location, and you conclude that the owner must be living off table scraps. The cafe business is even more mysterious, but I can't see that wireless internet could be any good for them: it encourages people to linger and occupy tables, but not necessarily to spend any more money. It's like smoking: It's a nuisance for the restaurateur, but they'll defend it to the death, because they're afraid of losing business to someone else who allows it. It's unlikely that lawmakers will do them the favor of imposing a blanket ban on wireless internet in cafes, though. It may be that they have settled on a Canadian compromise: A number of cafes seem to have wireless internet setups, which they decline to advertise, and which seldom or never work.
We found one lovely independent vegetarian-countercultural cafe, The Sleepless Goat, right in the middle of downtown. In Berkeley, there are numerous such institutions, in Kingston there is just one of everything. But that is probably enough.
At the Sleepless Goat, they found it absolutely hilarious that I put milk in my iced tea. I mean, really inexplicable. "You're a funny man," the lady at the counter said to me, and as I walked away I overheard her discussing with her colleague, "I guess I've put milk in herbal tea...," trying to make sense of this outlandish behavior.
Cover page


text:
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