This Week’s Portion #25
Tzav | צו | “Command!” እዘዛቸው | Izzezachew
*For a PDF version of All the Torah Portions Schedule, click here to download!
2. Prophets Reading
Jeremiah 7:21-8:3; Jer 9:22-24
3. New Testament Reading
Portion Outline – TORAH
- Leviticus 6:8 | Instructions concerning Sacrifices
- Leviticus 7:11 | Further Instructions
- Leviticus 8:1 | The Rites of Ordination
Portion Outline – PROPHETS
- Jeremiah 7:16 | The People’s Disobedience
Portion Study Book Download & Summary
The twenty-fifth reading from the Torah and second reading from the book of Leviticus is called Tzav (צו), which means “Command.” The name comes from the first word of Leviticus 6:9, where the LORD says to Moses, “Command Aaron and his sons …” Tzav reiterates the five types of sacrifices introduced in the previous portion but this time discusses the priestly regulations pertaining to them. The last chapter of the reading describes the seven-day ordination of Aaron and his sons as they prepared to enter the holy priesthood.
Keep the Fire Burning
Thought for the Week:
The altar fire was holy fire ignited by the presence of God. This sacred fire was never to be extinguished. “The fire on the altar is to be kept burning on it. … [The] fire shall be kept burning continually on the altar; it is not to go out” (Leviticus 6:12–13).
The Torah says. The priests used flames from the altar to light the menorah, and they used the coals from the altar to burn the incense on the golden altar. Fire brought from some source other than the altar is referred to as strange fire.
How did they keep the fire burning when transporting the altar? The Tabernacle was made to be portable. Numbers 4:13 explains that when it was time to move the Tabernacle, they were to take the ashes from the altar and spread a purple cloth over the top of it. How would this work if a fire was continually burning on the top of the altar? Rashi explains that they covered the holy flames with a large, overturned copper pot. Starved of oxygen, the fire would be reduced to hot, live coals that could be rekindled when the coverings were removed from the altar.
The altar can be compared to a man’s heart. Just as the fire had to be kept burning on the altar, so too we must keep our hearts aflame with the love of God. Yeshua teaches that it is our duty to love Him with all our hearts, souls and minds and to show that love by loving our neighbor as ourselves. Fire is a good analogy for love. Just as a fire sometimes burns hot and bright, we sometimes feel love passionately. The love of God can fill us with an intense yearning. It can blaze forth from us with acts of compassion and kindness. At other times, a fire burns low but steady. The love of God can warm our hearts even when we do not feel the intense heat of passion. Whether it is blazing hot, burning steadily or smoldering in bright coals, the important thing is that we never let the love of God be extinguished. We should not feel spiritually depressed or unworthy when the flame has burned low, as if there is something wrong with us. The Tabernacle altar demonstrates that it is natural for a fire to burn hot and then burn low. Instead of feeling as though something has gone wrong with our spiritual lives, we need simply attend to our duties. Remove the ashes. Add fresh fuel, fan the coals and stoke the fire of love again.
About the Authors:
Revenue generation continues to draw significant attention in the nonprofit sector. Rather than rely exclusively on donations, many nonprofits seek to become self-sustaining through earned income. While in some cases revenue may be generated by activities that clearly further the nonprofit’s mission, other activities may be desirable primarily for the revenue they produce or involve other aspects that do not fit neatly within a nonprofit (or tax-exempt) framework. In these situations, legal and business factors may favor the creation of a for-profit entity to carry on the activity.
While any nonprofit organization might consider launching a subsidiary, this article focuses on public charities that are tax-exempt under Internal Revenue Code Section 501(c)(3). Private foundations and nonprofit organizations that fall under other categories of tax exemption, like trade associations or social welfare organizations, will encounter compliance requirements specific to their tax-exempt status.
Why Would a Charity Want to Create a For-Profit Subsidiary?
Expanding Activities Beyond Those That Are Clearly Charitable
Although charities and other nonprofit organizations generally are exempt from income tax, they can incur tax on their unrelated business income. The unrelated business income tax, or “UBIT,” applies to income derived from a regularly carried on trade or businesses that is unrelated to the performance of the organization’s tax-exempt (e.g., charitable) functions. This tax was introduced in 1950 as a means to prevent tax-exempt organizations from having an unfair advantage by virtue of their tax-exempt status over for-profit, taxable competitors when they engaged in commercial business activities.
An organization potentially can derive significant income from unrelated business activity and pay any UBIT incurred. At some point, however, the activity may become so substantial that it could threaten the tax-exempt status of the organization. In that case, the entity may be well-advised to move the activity into a separate legal entity, such as a subsidiary corporation. There is no bright-line for how much unrelated business activity is too much for a nonprofit to conduct; housing the activity in a corporate subsidiary can avoid concern about when this line has been crossed.
In addition, it is not always clear under federal tax law when an activity might be considered unrelated to the charity’s tax-exempt purpose. For instance, operating a training program or publishing books, while educational, may too closely resemble a for-profit business to qualify as substantially related to a charitable purpose. An organization may focus on serving low-income or other underserved communities, or selling its product at a lower price only to other charities, in order to be comfortable that the activity is substantially related. However, a nonprofit organization with a successful business model may not want to limit the scope of its activities in this way. Instead, it may wish to increase revenue by offering its product or service at fair market value to the broadest audience possible. A for-profit subsidiary maximizes flexibility to pursue a wide range of profit-making activities and to take advantage of future opportunities as they arise.
Shielding the Parent from Liability
A nonprofit organization, especially one with a large endowment or other significant assets, may not want to risk those assets by operating a business with potential liabilities. In these circumstances, it may be prudent for the nonprofit parent to protect its other assets and activities by isolating the business in a limited-liability subsidiary. No social service organization, for instance, would want to see its programs for at-risk youth jeopardized if the day-care center that it also owns is sued.
Attracting Outside Investors
A for-profit entity can raise money for its business by offering equity to outside investors. The nonprofit organization is limited to relying primarily on contributions, loans, investment income, or earned revenue to finance its activities, but it cannot offer ownership interests in itself. When contributions and other sources of revenue are insufficient to sustain or grow an activity, additional capital may be necessary. The for-profit vehicle expands access to capital by attracting investors who are motivated by receiving a return, in addition to funders who are willing to donate to the nonprofit parent.
Attracting and Compensating Employees
A for-profit entity can offer equity compensation to employees and other profit-sharing opportunities that a nonprofit organization cannot. This flexibility may be important for attracting talent, especially when competing with for-profit employers. A for-profit subsidiary also may be able to compensate individuals without concern about providing excess compensation under state and federal laws that govern the nonprofit parent.
Spinning Off the Business
If the nonprofit organization ultimately may sell the business, it may be easier to segregate the activity in a subsidiary, where the business can be valued separate from the parent organization. The parent’s equity interest in the subsidiary also could be transferred, avoiding a potentially complicated process of identifying and assigning individual assets and liabilities from the nonprofit in order to transfer the business activity.
Public Disclosure and Perception
While the existence of a controlled subsidiary and certain transactions with that subsidiary will be disclosed on the nonprofit organization’s publicly available annual Form 990, the subsidiary’s activities will not be subject to the same level of disclosure as it would if the activity was conducted directly by the nonprofit organization (for instance, with respect to the subsidiary’s income and expenditures and possibly the compensation it pays individuals, depending on what other roles the recipients have with respect to the nonprofit organization.) The nonprofit also may prefer a clear separation between its charitable activities and any for-profit endeavors, to avoid mission drift or a perception that its charitable work has been tainted or overshadowed by profit-making objectives.
Other reasons also may exist for forming a separate legal entity (e.g., administrative convenience, availability of certain government funding, or requirements for operating in a foreign country).
What Are Some Disadvantages to Establishing a For-Profit Subsidiary?
Administrative Cost and Complexity
Two entities in general are more complicated to operate than one. The costs to form a subsidiary and maintain two separate entities therefore will be higher.
Corporate formalities must be observed to protect the separation of the entities. Each organization must have a separate governing body and should conduct separate board and committee meetings, with separate minutes taken. The entities also should avoid commingling assets by using separate bank accounts and should maintain an arm’s length relationship. If the subsidiary and the parent will share any resources such as office space or employees, or if one entity is going to provide goods or services to the other, or a license of any intellectual property, the entities should enter into a written resource-sharing, services, or licensing arrangement. A charity must receive at least fair market value for whatever it provides to the for-profit entity.
While the nonprofit parent will be the only (or at least the controlling) equity holder of the for-profit subsidiary and therefore will control the for-profit’s governing body, there are reasons to avoid complete overlap in the directors and officers of the two entities. Having some different directors and officers helps clarify when individuals are acting on behalf of the for-profit subsidiary versus the nonprofit parent; these lines can get blurred more easily if the directors and officers of both are identical. In addition, for transactions between the two entities, it may be desirable, or even required, for the nonprofit to have some board members who are not affiliated with the for-profit entity to approve the transaction.
A failure to segregate the subsidiary’s operations from the parent can result in the subsidiary’s separate status being disregarded by a regulator or a court and the activities being attributed to the parent for tax, liability, or other purposes. The time and expense involved in properly maintaining two separate entities therefore should be considered.
Prudent Investment Considerations
If the subsidiary’s activities are not related to the parent’s charitable purposes, investment in the new entity should be a reasonable use of the organization’s resources and may need to satisfy a “prudent investment” standard. (See “Capitalizing the New Entity” below.)
Compliance with Securities Laws
Depending on the number, residence, and sophistication of any other investors involved other than the nonprofit organization, securities laws may apply; this can involve compliance costs and delays. However, if participation is limited to the nonprofit, or to a small number of outside investors in addition to the nonprofit, securities-law compliance costs may not be significant.
Winding Down the New Entity
In order to wind-down a subsidiary, a dissolution process may be required. In addition, when a for-profit corporate subsidiary is dissolved, the subsidiary’s assets are deemed to be sold, potentially resulting in adverse tax consequences. This may make it difficult to liquidate an existing corporation. The nonprofit parent should consider its exit strategy before establishing a new entity.
Entity Selection for the Nonprofit Organization Subsidiary
For any or all of the advantages described above, the nonprofit organization may have decided in favor of creating a for-profit subsidiary. Additional questions remain.
Corporation or LLC?
While there are many types of for-profit entities, the two most useful vehicles for a nonprofit organization to consider when creating a subsidiary are the Subchapter C corporation and the limited liability company (LLC). Some considerations for the nonprofit parent will be the same as for any organization forming a subsidiary. For instance, the parent may be focused on limiting liability or establishing an appropriate management structure. Below are some considerations specific to nonprofit organizations.
Federal tax law considerations. For federal income tax purposes, a corporation is recognized as a separate taxpaying entity. The corporation will realize net income or loss, pay taxes, and distribute profits to shareholders. The profit is taxed to the corporation when earned and is taxed, with certain exceptions, to the shareholders when distributed as dividends, resulting in a double tax. For a tax-exempt nonprofit parent, the dividends it receives may not be taxable, because they qualify as passive income. However, the income of the subsidiary will be taxed at the subsidiary level.
Certain payments typically are deductible to the subsidiary as a business expense, such as the cost of borrowing money, renting space, or licensing intellectual property. However, in the case of a corporate subsidiary where the parent owns more than 50 percent of the stock (or, if the subsidiary is an LLC, more than 50 percent of the profit or capital interests), the interest, rents, and royalties paid by the subsidiary to the parent will be subject to UBIT.
In contrast to a corporation, LLCs are typically “pass-through” entities. Multiple-member LLCs are treated like partnerships and are not subject to income tax at the entity level (although an LLC can elect to be taxed separately from its members, in which case it would be taxable as a corporation). Instead, the LLC allocates to each member its share of the LLC’s income and expense, and each member pays its own tax on this net income (regardless of whether the LLC actually makes any distribution to its members). The Internal Revenue Service will attribute activities carried on by an LLC to its tax-exempt members when evaluating whether the nonprofit members are operated exclusively for exempt purposes.
An LLC may have only one member, in which case it is generally disregarded for federal income tax purposes. Its income and expenses are reflected on the tax return of its sole member, and the IRS will regard the nonexempt activities carried on by the LLC to be the activities of its sole member.
An LLC may work well when the nonprofit’s goal in setting up the subsidiary is to limit liability or to attract additional investors, and the LLC’s activities are still substantially related to the parent’s charitable mission. A tax-exempt parent may not wish to hold a membership interest in an LLC where the subsidiary will conduct an unrelated business activity. In that situation, the member may be required to file a Form 990-T and pay unrelated business income tax on its share of net income from the LLC. The revenue-generating activities also potentially could jeopardize the charity’s tax exemption. A nonprofit organization therefore may opt for a taxable corporation to house activities that are unrelated to its mission in order to avoid this attribution.
State law considerations. A subsidiary will be subject to registration and reporting requirements in its state of formation (e.g., with the secretary of state). If the entity establishes certain minimum contacts with another state through its operations, the entity also will be subject to the jurisdiction of that state.
Some states impose taxes or annual fees on LLCs, notwithstanding the fact that a single-member LLC is disregarded for federal income tax purposes or that a multiple-member LLC has only tax-exempt organizations as its members. A lack of uniformity across states means that an LLC subsidiary could owe taxes or fees in one or more states while operating in other states free of any entity-level payment.
Should the Subsidiary Be a Benefit Corporation?
For-profit corporations traditionally are organized to pursue maximum financial return for their shareholders. An increasing number of states have introduced a new form of legal entity that serves both a business and a social or charitable purpose. The benefit corporation is probably the best known of these options and has been adopted in more than half the states. Another alternative, the flexible purpose corporation, can be formed in California. Washington state has the social purpose corporation, and Delaware last summer introduced the Delaware public benefit corporation (not to be confused with the California nonprofit public benefit corporation). An LLC variation also exists in a number of states, called the low-profit limited liability company or “L3C.” These entities allow (and in some cases require) directors to take into account a social purpose and certain non-economic factors when making decisions, in addition to financial return.
There are similarities and significant differences among these new options that are beyond the scope of this article. A nonprofit parent forming a wholly-owned subsidiary may not find it worthwhile to consider any of them, as the nonprofit will have complete control over the subsidiary; with no other shareholders, there is little risk to the for-profit directors if they pursue a social purpose at the expense of maximizing profit. For a subsidiary with other investors, a social purpose entity may provide some measure of protection to directors as well as anchor the social mission by articulating it in the organizing documents and making it harder to change (as state laws typically require a supermajority vote). Use of one of these entities also may convey both to investors and to the public the intended social purpose of the subsidiary, which may be perceived as “more aligned” with the parent nonprofit’s mission.
Capitalizing the New Entity
Is the Investment an Appropriate Use of Nonprofit Funds?
The nonprofit parent must capitalize its subsidiary. A contribution in return for an equity interest is an investment. The parent must determine whether the investment is either (1) a prudent investment that will not violate any state fiduciary requirements or prudent investor laws, or (2) a “program-related” investment that is being made primarily to further a charitable purpose rather than an investment purpose. If a subsidiary is formed to house business activities that are unrelated to the parent’s tax-exempt purpose, only the first option may be available. The nonprofit therefore should be aware of any prudent investment standards that govern how the organization may invest its funds, for instance the standard set forth in the state’s version of the Uniform Prudent Management of Institutional Funds Act (UPMIFA). In addition, a tax-exempt parent may have UBIT issues, if it uses debt to finance an unrelated investment.
Private foundations face additional restrictions. They generally may not own more than 20 percent of a business entity such as corporation or an LLC, unless the corporation or LLC is operating a business that is functionally related to the foundation’s mission. A private foundation also can be taxed on investments that jeopardize its tax-exempt purposes. A “program-related investment” – one that is made primarily to accomplish a charitable purpose and with no significant investment purpose (see Internal Revenue Code Section 4944) – is not subject to either of these restrictions.
Will the Subsidiary Have Other Investors?
Initial funding of a new subsidiary could come from a combination of capital contributions and loans from the nonprofit organization and possibly from other investors. If other investors will be involved, the arrangement becomes more complicated. A charity must make sure that it receives adequate value in return for its contribution, and it must avoid using charitable assets to subsidize for-profit investors. The charity therefore should receive an equity interest that reflects the fair market value of whatever it has contributed. It may need to have an appraisal conducted to confirm the value of its contribution or that of other investors, such that each investor receives a proportionate interest.
In addition, and as mentioned earlier, any transactions between the parent and its for-profit subsidiary, including licenses, leases, and loans, need to be at fair market value or better for the parent. The organization needs to be especially wary of any benefit, whether direct or indirect, to charity insiders who own some percentage of, or will be compensated by, the subsidiary entity. If charity insiders are involved, certain federal and state laws governing interested party transactions may apply (e.g., the excess benefit transaction rules under Internal Revenue Code Section 4958).
Use of a for-profit subsidiary can be an effective strategy for a variety of reasons, from shielding a nonprofit organization from liability or the tax consequences of conducting an unrelated business activity, to attracting outside investment and scaling a business beyond what might be possible if conducted inside the nonprofit parent. When a revenue-generating activity or a significant asset is involved, the directors of a nonprofit organization and legal counsel should consider whether a subsidiary would make sense.
link to full article @
Pres. Trump’s Tax Law Could Help 259mil Americans cash-in on corporate America’s newly-minted…“Tax-Cut Cash Piles”
“Tax-Cut Cash Piles”
Because of tax cuts championed by President Donald J. Trump’s administration…
American corporations are now able to “repatriate” an estimated $3.1 trillion in earnings that they’ve been holding outside the United States to avoid high taxes.
Now, they can bring this money back home and only pay 15.5% – less than half the 35% tax they would have paid before Congress passed Mr. Trump’s tax bill into law.
And much of that $3.1 trillion is expected to go into investors’ pockets in the form of dividends.
In fact, it’s already happening…
Days after this historic tax bill was passed into law, Apple – one of the world’s most influential companies of all time – announced that it is transferring $252.3 billion back to the United States from overseas accounts.
And CEO Tim Cook confirmed both WHY it’s happening and WHAT Apple will do with the money, by saying…
“Washington enabled this to occur by
changing the tax code to allow companies
to return capital to all stakeholders.”
– Tim Cook
He’s clearly signaling that he wants to get much of this money back into the hands of Apple’s investors.
And here’s how it could happen…
Apple will add this repatriated $252 billion to its stated $71.4 billion in cash on the books.
That means that Apple could be sitting on top of more than $373 billion in cash and short-term cash equivalents right here in the good old U.S. of A.
That’s a potential 422% increase to Apple’s home-based cash hoard.
And $55 billion of that money is set to be immediately injected into the U.S. economy in 2018.
Now, Apple already pays a prolific amount of money to investors in the form of dividends and share buybacks – $39 billion a year on average, over the past six years.
But some experts are estimating that Apple could return as much as $72 billion in 2018… $72 billion again in 2019… and another $72 billion in 2020.
That’s 85% more money that could be going back into investors’ pockets in each of the next three years!
But Apple’s move is only signaling a much larger and historic profit opportunity.
You see, President Trump’s tax cut – and Apple’s immediate reaction to it – reflects nothing short of a sea change in how the majority of U.S. corporations will likely handle what I call their…
“Newly-Minted, Tax-Cut Cash Piles.”
As The Wall Street Journal reports, Apple’s decision…
“Could Trigger [a] Repatriation Rush.”
And Richard Lane, a senior vice president at Moody’s, now says…
“There’s no longer an economic reason to maintain cash offshore to avoid high U.S. taxation.”
In fact, I was recently on Fox Business News discussing how massive companies like Microsoft, Facebook, and Google are likely to follow Apple’s lead.
Money goes where it is treated best.
And corporate CEOs know that money is going to be better spent, and better for shareholders, right here in the United States.
It’s Finance 101.
You can bet Tim Cook understands it enough that he’s willing to take the hit and pay $38 billion in taxes to bring that money home.
Put another way, that means it’s at least worth $38 billion for him to get that money back to work here in the U.S.
Anyone can speculate on the reasons why.
But when investors see that $252 billion back in the U.S. – ready to be deployed in dividends, buybacks, and additional capital investments – I think they’ll be scrambling to buy Apple’s shares.
That would drive the share price up, potentially solidifying Apple as the first $1 trillion company in the world.
And you know what? I think Tim Cook knows that, too.
Bottom line is, the amount of wealth that will be created by moves like this is truly staggering.
It will work in both directions…
Billions of dollars in tax savings are about to fatten hundreds of American corporations’ balance sheets.
“Investor-friendly” companies across the country will likely pass much of the newfound wealth to investors.
And in return, investors looking to juice their income streams will be scrambling to invest back in the most investor-friendly companies.
That’s why I’m here with this urgent message. Because, if you want to beat the rush, you must act now.
I expect dividends to start increasing dramatically, this month, as a potentially life-changing wave of income is unleashed here in the U.S.
If you’re invested in the right companies, it could put up to an extra $974 to $4,920 per month into your account.
And in the next few minutes, I’m going to introduce you to the 10 companies that my research indicates are the most likely to pay their investors more money than anyone else…
Because of their abilities to pay something I call “Triple-Compounding Dividends.”
Most of these companies are nowhere close to as well-known as Apple.
But they demonstrate some of the best “investor appreciation” I’ve ever come across.
AND most of them are much smaller than Apple, so they have a lot more upside in terms of share price growth than Apple does.
72% Average Annual Share Price Growth!
PLUS a Chance to Double Your Income Every Three Years!
The first company is dominant in what has become an amazingly lucrative home improvement industry. And I’m not talking about Lowe’s or Home Depot.
In fact, it’s less than half the size of Lowe’s and one-fifth the size of Home Depot.
Yet, it has paid quarterly dividends for 31 years straight.
And since 1997, it has increased them 36% per year on average.
Imagine doubling your income every three years for 20 years!
But thanks to Mr. Trump’s tax cuts, this company is going to have around 25% more money that it can pay back to investors!
That adds up to an estimated $107 million in EXTRA cash on its books, this year.
And given its stellar dividend history, where do you think that money is likely to go?
Right back into investors’ pockets would be a safe bet.
Not to mention, the stock is a fast grower, too!
As you can see here, it’s gone up by 470% since September 2011.
That equates to 72.3% average annual gains over six years!
Let me repeat that…
This company has produced 72.3% average annual share price gains for each of the last six years.
And it’s grown its dividend by an average of 108% every three years over 20 consecutive years.
If history is a guide, this is exactly the type of company that I expect to shower investors with the extra cash it’s getting from President Trump’s tax cuts.
Think about it…
When CEOs have an excess of cash on the books, they only have a few things they can do with it.
- They can invest it back into the business by doing things like paying higher salaries, hiring more employees, or acquiring other competitors.
- Or they can return it to investors through dividends or share buybacks.
By now, you can probably guess my stance on this…
You may want to WORK for the companies that use the money to pay higher salaries.
But you want to INVEST in the companies – like the ones I’m here to tell you about today – that have proven records of paying higher and higher dividends…
While at the same time producing consistently higher share price growth.
That’s because they allow you to take advantage of both growth AND income – a feat long thought to be impossible – thanks to something I call…
The Law of Triple-Compounding Dividends
I like buying growth stocks, just like the next person.
There’s nothing more exciting than watching prices accelerate based on the success of a new technology, a new patent, a change in cash flow or some other massive catalyst.
But when prices aren’t moving, chances are you’re not making any money, plain and simple.
That’s not acceptable.
I’d rather have my cake and eat it, too.
I’m not content with the same boring dividends quarter after quarter, year after year.
I want to squeeze every last penny of profits I can out of the world’s best stocks.
That’s where “The Law of Triple-Compounding Dividends” comes in.
It’s based on three simple rules…
1. Identify stocks with consistent, long-term dividend growth and a higher than average yield.
2. Prioritize the ones with extreme share price growth potential based on “must-have” products and services.
3. Then, reinvest through thick and thin.
It’s incredibly simple.
First… select stocks that have a history of increasing dividends every year without fail… sometimes for decades.
It goes without saying that nothing in investing is ever a given, including the certainty of dividend payments…
But by going with companies with a long history of paying progressively higher dividends, you are upping your opportunity to make money by a tremendous amount, and that’s the key.
Anything less means you are missing out on a powerful return booster – and the next best thing to guaranteed income.
Second… you’ll want to prioritize companies with a history of dramatic share price growth, based on “must-have” products and services that the world simply can’t live without and will pay practically any price to buy.
That, too, dramatically boosts your probability of profits.
This is a no-brainer…
We all want the stocks we own to go up.
But when you combine faster than average share-price growth with the acceleration of increasing dividends, you’re giving yourself another guarantee that you will multiply your wealth much faster.
That’s the second key to taking advantage of “Triple-Compounding Dividends.”
Third… always reinvest.
That’s the secret to capitalizing on good AND bad markets for fast profits.
Put it all together, and you have a divine circle of wealth!
When you buy stocks that are going up… you can make a lot of money.
If the company pays increasing dividends year in and year out… you can make even more money.
And, finally, by reinvesting your dividends, you can make huge profits, practically no matter what happens next in the markets.
I call it the “more of everything approach” – because that’s what you get when you use “The Law of Triple-Compounding Dividends.”
Now, here’s another “triple-compounding” company, so you can visualize exactly what I mean…
155% Gains PLUS…
A 245% Average Annual Dividend Increase!
This company “works” for one out of every six people in the United States.
That said, I would guess not more than 1 in 100 people even consider this company when they’re investing. It’s just not as alluring as the latest tech wonder.
Until you look at its triple-compounding potential…
This company’s share price has gone up almost continuously for years.
That’s a solid 155% gain since 2011, but that’s not the impressive part.
What’s impressive to me is that this firm has raised its dividend every year for 34 consecutive years.
And over that time, it has increased its dividend by a mind-boggling 8,329%…
OR 245% per year on average!
Of course, that’s an average, but over time that money really adds up.
Take a look at this…
$10,000 invested back then, without reinvesting your dividends, would be worth around $644,000 today.
As impressive as that sounds, reinvesting the dividends you’ve earned along the way would turn that same $10,000 into $1,088,000 – or 69% more!
That’s the power of triple-compounding!
If you can combine…
+ Growing Dividends
+ Reinvested Dividends
More $$$$$$$$$ for You
It’s that simple!
And as a group, because of Mr. Trump’s tax cuts, I estimate these firms are going to be swimming in an average of 31% more cash…
That comes out to more than $5.7 billion in extra cash that they can use to pay investors in dividends.
Not only this year, but the year after that, and the year after that.
And given their histories, the probability that they’ll be transferring a lot more of that money to investors is extremely high.
In just a moment, I’m going to give you the opportunity to get my research, including the names of ALL 10 of these companies
You’ll want to take action as quickly as possible, because the next dividend payments will be coming out in just a few days.
But first, let me introduce you to a couple more…
58 Consecutive Quarters Along with Increasing Dividends!
PLUS a Two-Year 178% Gain!
Do you know anything about the packaging industry?
Even if you do, I can almost guarantee that you haven’t heard about this next company – much less thought about investing in it.
And that would be too bad…
Because its stock has been on an absolute tear over the past two years – for a 178% gain.
That’s impressive and consistent growth, to be sure.
But add in that they have paid dividends for 58 consecutive quarters – and that they’ve doubled their dividend twice in just the past six years…
PLUS, they’ll have an estimated $99.9 million in extra cash on-hand this year…
And you’ve got another perfect “triple-compounding” stock to take advantage of President Trump’s tax cuts.
Here’s another one…
214% Gains PLUS 4,136% Dividend Growth!
This is not a tech company that typically comes to mind for income investors.
But it has all the hallmarks of a “triple-compounding” stock.
During the past several years, its shares have done almost nothing but go up.
That’s a 214% gain.
And this firm hasn’t missed a dividend payment for 192 consecutive quarters.
It’s also increased its dividend by 4,136%.
And it will have approximately $1.06 billion in extra cash to pay out to investors, this year!
link to full article @
This Week’s Portion #24
Vayikra | ויקרא | “And He called” ጠርቶ | T’err’to [T’erito]
*For a PDF version of All the Torah Portions Schedule, click here to download!
2. Prophets Reading
3. New Testament Reading
Hebrews 10:1-18; Hebrews 13:10-15
Portion Outline – TORAH
- Leviticus 1:1 | The Burnt Offering
- Leviticus 2:1 | Grain Offerings
- Leviticus 3:1 | Offerings of Well-Being
- Leviticus 4:1 | Sin Offerings
- Leviticus 5:14 | Offerings with Restitution
Portion Outline – PROPHETS
- Isaiah 43:1 | Restoration and Protection Promised
- Isaiah 44:1 | God’s Blessing on Israel
- Isaiah 44:9 | The Absurdity of Idol Worship
- Isaiah 44:21 | Israel Is Not Forgotten
Portion Study Book Download & Summary
The title “Leviticus” is derived from the Greek Septuagint (LXX) version of the Torah. The book of Leviticus is predominantly concerned with Levitical rituals. An older Hebrew name for the book was “The Laws of the Priesthood,” but in Judaism today, it is referred to by the name Vayikra (ויקרא), which means “And He called.” Vayikra is the first Hebrew word of the book, which begins by saying, “And the LORD called to Moses and spoke to him from inside the tent of meeting” (Leviticus 1:1).
Leviticus describes the sacrificial service and the duties of the priests. It also introduces ritual purity, the biblical diet, the calendar of appointed times, laws of holiness and laws relating to redemption, vows and tithes. In addition, Leviticus discourses on ethical instruction and holiness. The twenty-fourth reading from the Torah is eponymous with the Hebrew name of the book it introduces: Vayikra. This portion introduces the sacrificial service and describes five different types of sacrifices.
Obedience and Sacrifice
Thought for the Week:
What gift can you get for the God who already has everything? The Hebrew word for sacrifice, korban, could be translated as “something brought near,” or to put it another way, it could be translated as “gift.” The Israelites were to view the sacrifices as gifts that they could bring to God.
He shall lay his hand on the head of the burnt offering, that it may be accepted for him to make atonement on his behalf. (Leviticus 1:4)
In Romans 12:1, Paul urges us to present our bodies as “living and holy sacrifice, acceptable to God.” What does this mean in practical terms? Is Paul asking us to build altars and literally sacrifice ourselves upon them? Of course not. Paul is using the sacrificial language as an illustration for obedience. He is urging us to set aside our stubborn wills, our wayward flesh and our self-centered egos and force them to submit to the commandments of God. When we set aside our own personal desires and inclinations for the sake of obeying God, we are sacrificing ourselves for the sake of heaven. Instead of offering a bull, a goat or a lamb to God as a gift, we are offering ourselves. This is why the prophet Samuel declared that obedience is better than sacrifice:
Has the LORD as much delight in burnt offerings and sacrifices as in obeying the voice of the LORD? Behold, to obey is better than sacrifice, and to heed than the fat of rams. (1 Samuel 15:22)
Through the prophet Hosea, the LORD declared, “I delight in loyalty rather than sacrifice, and in the knowledge of God rather than burnt offerings” (Hosea 6:6). Yeshua was fond of quoting this verse to prove that God was more concerned with ethical behavior than perfunctory ritual obedience. This is an important principle for all religious people. Regardless of one’s religion, it is always easier to attend to ritual concerns than to live godly lives. The writer of the book of Hebrews says, “Do not neglect doing good and sharing, for with such sacrifices God is pleased” (Hebrews 13:16).
In today’s world there is no Tabernacle or Temple in which a person might offer a sacrifice. If we desire to give God a gift today, what can we give Him? We can give no better gift than our own humble submission to His will. We can give Him the simple sacrifice of grateful obedience.
Free PDF Book | From Babylon to Timbuktu: A History of the Ancient Black Races Including the Black Hebrew by Rudolph Windsor
For Educational Purpose.
This carefully researched book is a significant addition to this vital field of knowledge. It sets forth, in fascinating detail, the history, from earliest recorded times, of the black races of the Middle East and Africa.
Rudolph Windsor in his book From Babylon to Timbuktu: A History of Ancient Black Races including the Black Hebrews presents a thoroughly comprehensive history of the original Jews within the backdrop of ancient History. He traces their origins in Babylon within the loins of their forefather Abraham up to their birth and growth in the land of Canaan all the way up to their final dispersion from Palestine in 70 AD into the greater part of Africa, leading west.
He traces the history of the black African Hebrews of Egypt and Ethiopia. We are given lucid glimpses into the Tabiban Kamant and Wasambara Jews who are presently known as the Falashim of Ethiopia. He also takes on intellectual excursions into the backgrounds of the Jews of the Malagasy Republic, which is present day Madagascar. And from there, the reader treks in to the world of the North African Jews to the black Jewish kingdom of Ghana. Out of the Jewish kingdom of Ghana, Windsor relays the interesting story of Eldad the Danite who informed the Algerians of this Hebrew empire south of the Sahara in the western Sudan. Eldad lived in the ninth century. (p. 92)
Windsor maintains that even the early Talmudic scholars were black, the eminent Moses Maimonides (aka “Rambam”) being one of them. (p. 113) He then turns our attention to the black Jews of Angola known as the Mavumba, the Jews among the Ashanti, the Jews of Dahomey, and the Yoruba Jews of Nigeria. The Yoruba Jews in particular called themselves by the name of “B’nai Ephraim” or “Sons of Ephraim.”(p.131)
Windsor quotes Godbey, “These facts have peculiar significance when the presence of Judaism among American Negroes is to be considered. Hundreds of thousands of slaves were brought to America from this Western Africa during the days of the traffic, beginning nearly four hundred years ago.” He also says: “How much more of Judaism survived among West African Negroes in that earlier time? As persecuted communities, they were rather more in danger than other Negroes of being raided by war parties and sold as slaves. It may be considered certain that many partially (why not fully?, is my question) Judaized Negroes were among the slaves in America. How many of them might still hold some Jewish customs here is another question.” (Godbey, p. 246) It has been postulated by scholars that so-called “African-Americans” are descended from Yorubas.
If Godbey is right about “Judaized Negroes being in the traffic” (and I believe he is), then I am led to entertain that American blacks are descendants from the tribe of Ephraim, which is apart of the House of Joseph, Manasseh comprising the other half. I’m also led to think that they could be of the tribe of Asher, also being possible descendants of the Ashanti, the people of Ashan, which I’m thinking could be a derivative from Asher. Windsor, referencing Nahum Slouschz, says that the Hebrew tribes of Asher and Zebulon were in Carthage since the foundation of the city. (p. 108) Could it be that these Hebrews of Asher and Zebulon made their way to West Africa, as well? It is highly probable. Windsor makes an interesting point when discussing the Jewish expulsion from Spain in 1492: “These black Jews would naturally go to African countries most of all, because of less persecution and they could disguise themselves amongst the blacks.” (p. 116)
For Educational Purpose.
Mr. Rudolph R. Windsor, has a fascinating compilation of history, anthropology, sociology, and theology. Drawing extensively from the Bible and many works by eminent scholars in various disciplines, the author has created a work that is at once inspiring and intriguing. He seeks to prove that the black people, more properly called “Black Israelites,” are truly God’s chosen people and as such, should become more aware of their unique heritage. The Valley of the Dry Bones represents a first step in this admirable endeavor.
Another thoroughly well-researched book by Rudolph W. Windsor. Its a good follow-up to his book From Babylon to Timbuktu and brings to light the contemporary issues and problems faced by Hebrew (black) people in America today.
The Real Facts About Ethiopia was first written and published by Joel Augustus Rogers in 1936. Rogers critically examines the Ethiopians, their history, and geopolitical conditions and provides a backdrop for understanding the Italian aggression against Ethiopia in 1936.
100 Amazing Facts Addis-Ababa Aframericans African descent American Amharic ancient Arabia Asia attack Barateri battle of Adowa Blue Nile Britain British Candace captured centuries Chankalla chief Christian civilization colonies color-line colored conquered Count Crispi Cush darker races defeated definition of Negro desert East Africa economic Egypt empire Empress England Erithrea Ethiopia Ethiopian army Europe European powers Fascists foremost France gold Graziani greatest Haile Selassie Hamitic Hapti Harrar heir HUBERT HARRISON invaded Ethiopia Italy Italy's J. A. 100 Amazing J. A. ROGERS Jews John and Menelik killed King of Ethiopia land League of Nations Lidj Yassu London Menelik Minister Mohammedan mulattoes Mussolini native Negroid Outchale peace Portugal Powell racial Ras Alula Ras Makonnen Ras Mangascha Ras Michael Red Sea rulers seized Selassie's Semitic slave mother slavery Somaliland square miles Sudan Superman territory throne took treaty tribesmen United vols Walwal warrior West writer Zaiditu
Free PDF Book | The The Old Scofield Study Bible, KJV, Classic Edition By Edited By Rev. C.I. Scofield, D.D.
The riches of the Old Scofield Study System and references have guided students of the word for over a century. The Old Scofield Study Bible features the original 1917 notes and references in a Center-Column format.
The classic King James Version is matched to Dr. C.I. Scofield's time-honored study system, with book introductions, center column subject chain references, chronologies, and same-page text helps that provide "Help where Help is Needed."
- Original 1917 Scofield Notes
- Complete Scofield references in Center-Column Format
- traditional type face and font style
- Introduction to each book of the Bible
- English equivalents for Hebrew dates, money, weights and measurements
- Subject chain references
- Same-page text helps and subheadings
- 16 pages of Oxford Bible Maps*