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How exactly does somebody go about being better than the best to have ever played for a team? What if that person is the successor stepping into a starter's role for the first time immediately replacing a legend who happens to be the best ever, with the expectation to be even better?
For as long as Chip Kelly is in Eugene, and possibly beyond that, the Oregon football program will be tied to the word, "offense." Known for impressive offensive numbers during the Bellotti pro-set era, since switching to a spread under Kelly, the high-speed attack Oregon has brought to the west coast has expanded further than what was once thought possible, binding the concept of points and big plays to anything Duck football-related.
The brief legacy Coach Kelly has established in only three years as the head coach (and two more as offensive coordinator) has created a few legends in Oregon lore; of course there's LaMichael James, who is regarded as the best player in school history, and still, that is an understatement to LaMichael's talents that wove ever so perfectly into Kelly's scheme.
Then there is the signal-caller, Darron Thomas, who is properly known as the best statistical quarterback in Oregon's history, and a masterful manager of the no-huddle offense. Darron should forever be held amongst the legends of Oregon football, without a doubt. Certainly it should not be forgotten the production Kelly has exerted from his quarterbacks before Thomas, all with a wide-ranging array of talents, from the bulldozing runner that was Jeremiah Masoli to the sleek do-everything-with-flair approach that was Dennis Dixon's senior campaign.
Even with the departure of the best two players for the greater part of a decade (if not all time, at least statistically), what if Oregon's ceiling still hasn't been reached? A cynic might say it has, the ceiling came crashing down against Auburn, and then LSU, and then Southern Cal last season. A more neutral person would be content with the unprecedented success Oregon's scheme has brought. The optimist, otherwise known as nearly every Oregon fan, still believes there is more to torment defensive coordinators with in Coach Kelly's playbook, leading to even greater success than the unprecedented levels already achieved the past three seasons.
To identify the limits of this Oregon offense, first the areas in need of improvement for an offense that has consistently been among the best in the country in all facets of the game needs to be recognized. Those concepts include interior and exterior running, screens, play-action, roll-out and drop-back passes. Well, the running game speaks for itself, inside-out, but if there was one small piece of the Oregon offense that has struggled ever so slightly, it has to be in the passing department.
Laying no blame on Darron Thomas, or the receivers who have outperformed nearly every unit similar to them, the passing offense has never felt overly dominant, or even a primary part of the offense. For as good as Darron was, and that's good enough to make him one of the best in Oregon history, his talents were maximized during his time at the helm, thus, for lack of a better word, he limited the already unparalleled Oregon offense.
But how is that possible? Thomas won more games than any quarterback over the past two seasons, and directed the nation's most dynamic offensive attack to near perfection. All cliche's aside, the next Oregon quarterback will most likely be better at running the offense than Darron was, despite his nearly perfect efforts while at Oregon. There were grumblings from fans often about an occasional errant throw, or inability to break a long run, but what Thomas did within his skill set clearly sets him apart from nearly every Oregon quarterback in history.
This situation appears unique, but can best be compared with the fairly recent example of Chris Leak from the 2006 Florida Gators. Leak was simply a winner that season, leading the Gators to a national championship, despite the fervor surrounding his competition sitting in the wings, now regarded as one of the best college football players of all-time–Tim Tebow.
Despite Leak winning a national title, and posting a 13-1 record, the lasting memories (at least outside of Gainesville) from Meyer's Florida years came from the Tebow era, who became the first sophomore in NCAA history to win the Heisman trophy. Leak was looked at as a placeholder, the best for the moment, but not the best on the team.
Much the same could have been said of Oregon fan reaction last year, when Thomas' performances were often met with grumbles that the one waiting in the wings (Bryan Bennett) should have instead been the starter. Now going into the next season, much of the fan murmurs are about starting Marcus Mariota over Bennett, who has zero collegiate game experience, once again showing the quick reaction and fickle nature of fans.
Tebow's style during his Heisman campaign resembled a man with his head on fire. His raw physical ability is what guided him to become the single most dangerous quarterback in the nation in roughly three months time. In his later years, though, Tebow became a more cautious, practical leader, and became the person and player that he is today, a more well-rounded player, albeit lacking in any supreme skill that sets him apart from all competition, except for the intangible ability to somehow win games.
It wouldn't be a surprise to see Bennett play similar to Tebow in his sophomore season: just going out there to score as many points as possible, and using his raw physical speed and arm strength to torment defenses all year. On the other hand, Mariota could offer the poise and efficiency of the senior Tebow immediately, making the Ducks just as dangerous.
Whoever it may be, the next Oregon quarterback will be expected to do great things, and take the next step in the development of Chip Kelly's masterpiece.
It feels almost naive to say that a freshman or a sophomore QB, both with nearly zero game experience, can surpass Thomas right away. Then again, Thomas was in a heated battle for the starting spot alongside Nate Costa (just as Bennett and Mariota are) before assuming the starter's role, and despite nearly zero experience before that, led the Ducks to the peak of college football's vast landscape.
As Leak's era was taken over by Tebow, perhaps the Bennett/Mariota era will overshadow the Thomas era soon. The next step in the Oregon offense not only exists, it can be taken by a brand new leader some time in the next season.
The pictures you see of the Ducks on FishDuck.com come from professional photographers that must be paid! Please donate through one click so we have pictures from all the games this fall to use through the year. All previous donations helped to pay our big Web Developing bills recently, and I do appreciate it.
Our staff and the photographers who have thousands of dollars invested into their equipment to provide the high quality pictures do sincerely thank you. Charles Fischer


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Around Town
Get started with Cappex to compare the Ventura College weather with your hometown!Create an account now!
Ventura is a city located on the beach, so there are endless possibilities for fun activities. There are hiking trails, shopping, great restaurants, as well as a movie theater downtown. There's also great night life downtown, with clubs to the Ventura theater.Read More
Frisbee golf- the bases are on campus!Read More
Student Activities center always has something going on. They do movies, club fairs, job fairs, carnivals.Read More
You can go bowling, hiking, visit the Channel Islands, go whale watching, go to the movies, take a trip to LA, plenty to do.Read More
Play football n love to train most players work hard as atheleic most of them I need for funsRead More
Occasionally local radio dj's come on campus to play music in the common area. There are so many trees and grassy areas for one to just relax or take a quick nap in between classes.Read More
There is a disc golf course on the lawn. There are a few hikes just minutes away from the school. Take a 15 minute drive and you are enjoying a sunny day at the beach. There is literally nothing you can't do around this college.Read More
There is so much to do! First of all, the campus is located 5 minutes away from the beach. Two minutes away is a mall. There are plenty restaurants, lounges, bars, etc. Gyms are plentiful! The pier is also a nice view. There are also multiple parks to enjoy the sunny days.Read More
Join a club. Meet new people! Attend a sporting event. The Stadium is brand new and second to none. It's a great college atmosphere.Read More

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text: A Continuous Lean or Rivethead and see scenes from the past and memories. I'm really glad that there is a space where bloggers can share both their personal and public bricollage of style and imagery to create the future. Im superbly happy when people send me pictures and stories of their own families, parents and uncles and their old leather jackets!


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I've said it before and I will say it again – there is no one-size-fits-all approach to money management. That is why I wrote this series to give readers a "peak under the hood" to share how my wife and I manage our money. This article follows the first in the series, which covers the financial products and services we use, and I will follow it tomorrow with a similar article on how we manage the finances of our small business.
How we manage our money
My wife and I have combined finances. This is not the best approach for every married couple, but we find it works best for us. It helps us to know and understand how much money we have, where it is coming from, where it is going, and helps us better plan for the present and for the future. This article will show you what we do when the money hits our accounts, how we track our money, spend our money, how we pay our bills, make investments, and what we do from there.
Tracking Income, Expenses, and Investments
We use Quicken for our money management software. But it is not for everyone. As powerful as it is, Quicken has two major downfalls: it can be cumbersome for some users, and it is a desktop software program, which means you can only use it on one computer. That said, Quicken is probably the most robust money management software program on the market, especially now that MS Money is no longer being developed or supported. Quicken gives us great insight into our spending habits and makes it easier to see where our money is coming from and where it is going. The reporting features are great and can spit out detailed charts, graphs, and other reports in seconds.
The main advantage of using Quicken over some of the other money management programs that I've used is the ability to integrate personal income and expenses with detailed investment tracking and portfolio analysis. (here are some Quicken coupon codes if you are interested in trying out Quicken). As I mentioned in a previous article, I also use Mint.com because it is a little more user friendly than Quicken and it is portable. However, Mint.com is not as powerful, especially with investment tracking and analysis.
Looking for other money management options? Check out these free online money management programs, or You Need a Budget (YNAB) 3.
The Nuts and Bolts – Daily Money Management
USAA – Our Main Financial Hub. We primarily use USAA as our main financial network, depositing our paycheck there and then using their online bill pay for almost all our bills. We also have most of our insurance there. USAA is a financial institution similar to a credit union; they limit their membership to military members past and present and their family members. They have a multitude of financial products and services, as well as many forms of insurance. We also have savings accounts at Capital One 360 and Discover Bank because their interest rates are currently much higher than USAA.
Income. My paycheck is directly deposited into our main checking account at USAA. From there we use online bill pay to pay most of our bills. We actually try to use our credit card as often as possible for recurring bills, then we pay that each month online through bill pay. If there is a surplus in our checking account at the end of the month we transfer it to our main savings account so we earn a higher interest rate.
Spending. My wife and I primarily use cash back credit cards for our purchases and we pay them in full each month. We only write a handful of checks each month, mostly to our church and for my wife's singing lessons. I like to carry cash with me at all times even though I don't usually carry much and I almost always use my credit card for purchases. I guess cash gives me a feeling of security. See what's in my wallet.
Budgeting. We don't have a strict budget that we track down to the penny. Instead, we track where we spend our money each month and look for trends. For example, if we notice our fuel expenses skyrocketed we will look for causes. Sometimes it is as simple as realizing we took two major road trips. Problem solved. Not having a strict budget works for us for several reasons: we don't have any debt other than our mortgage, we have a reliable positive monthly cash flow, and we don't spend much money (we don't go shopping often and we rarely go out to eat). This doesn't work for everyone, so please do what is best for your situation.
Looking for other budgeting options? Check out You Need a Budget (YNAB) 3 for a top tier budgeting system or Mvelopes an envelope budgeting program.
Debt. Our only recurring debt is our mortgage payment, which we pay a little extra on each month (roughly $100 extra). We currently have a 15 year mortgage, but I think we will go with a 30 year mortgage on our next house and make extra payments if we can afford it. A 30 year term has lower monthly payments so it offers more financial flexibility in the long run (it may also be a good hedge against inflation). We aren't in a rush to repay our mortgage because we have may be moving to a larger home in the near future.
Investing. We are a little scattered when it comes to where our investments are located, having 8 separate retirement accounts with 4 different companies. Some of this cannot be avoided though because they are employer sponsored or an account we don't want to close. The best we could do at this point is consolidate down to 3 companies. Even if we consolidated companies we would still have 8 separate accounts. (I have a Roth IRA, Traditional Rollover IRA, Traditional 401k, Solo 401k plan, and Thrift Savings Plan account, my wife has a Roth IRA and two TSP accounts). I addressed this topic in the article about which financial products we use. We also have taxable investment accounts with Vanguard and TradeKing.
Looking for other investment options? Check out Best Brokers for IRAs and Best Online Brokerages.
Investment contributions. We make contributions to our retirement investments through automatic deposits to take advantage of dollar cost averaging and so we have a more stable cash flow throughout the year. Every few months we may make a lump sum contribution into a taxable investment account, depending on our investment goals, cash flow, etc. We try not to make automatic deposits to these accounts because commissions can add up quickly!
Charitable contributions. We donate to our church each week, to other organizations that we believe in, and when circumstances arise when money is needed urgently, such as the Haiti Earthquake disaster. I also like to give money for fun events. For example, this past fall some personal finance bloggers had a fantasy football league and I donated $100 to the winner's charity of choice. Fantasy baseball is starting soon, so I imagine there will be a similar donation in the works. Bragging rights and money to a good cause – it doesn't get any better than that!
Dealing with irregular income
This is a topic I almost didn't include, but I added it at the last minute. I draw a salary through my day job, and I run a side business that brings in some extra money on the side. This doesn't really affect our way of life very much because our standard of living is based on the income from my day job, not the money I receive from my small business. That includes everything – from our mortgage, living expenses, charitable giving, etc. The additional income I bring in goes to: taxes, retirement investments, additional charitable giving, savings (our long term goal is to upgrade from our two bedroom home to a larger home to accommodate our growing family). I guess we could "keep up with the Joneses" but we have our own financial goals in mind. (even with our extra cash flow our main TV is a 25 inch TV; oh how I want a 40+ inch flat screen!). But some goals are more important than luxuries! 🙂
Did I miss anything? I think I covered just about everything that elates to our daily money management, and some of the recurring expenses such as mortgage payments and investing. Feel free to leave a comment or ask questions and I will address it in the comments section or make an addition to this article.


text: Designed with our unique faceted crystal bezel, this on-trend and stylish timepiece injects subtle sparkle into any everyday outfit. The case and strap shine in stainless steel, contrasting elegantly with the dark indigo crystal bezel and blue sunray dial. Very easy to mix and match with your jewelry pieces. Case - 33mm; water resistant up to 50m; Swiss made.


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Mad River Beverages
by Odwalla
Product Type
20oz bottle
Nutritional Info
Nutritional information is not available for this product.
Ingredients are not available for this product.
Review: Mandarin Tangerine Flavor
Posted: Feb 25, 2001 at 6:26 AM (Last Updated: May 31, 2001 at 6:09 PM)This beverage became an instant favorite here at The BevNET! Not only does this beverage have one of the finest tasting brews of iced tea around, it also has the fine taste of Mandarin oranges. This combination of the two is a full tasting iced that has a juicy fruit flavor. You just can't find refreshment better than this.


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Customer Retention
With many consumers expecting from their provider, how do businesses within tough industries like the finance sector attract new consumers and keep them loyal?
M&S for business decided to carry out some Insight research with the aim of discovering what makes a successful customer acquisition and retention strategy. While it's all well and good acquiring customers if you have an attractive offering, retaining those customers is equally as key for a successful business.
While winning the business of consumers is important, concentrating on retaining their business is equally as important. This is perhaps easier said than done especially in the competitive climate of the insurance industry, however, research has shown that the companies that are willing to go the extra mile to reward their customer's loyalty are the ones that are more likely to succeed in the long term.
But what are the main reasons for customers leaving?
78% of the participants in our survey stated that a better price is one of the reasons for them to switch insurance providers. Other reasons suggested were that they were offered more extensive cover, were seeking better customer service or were offered an incentive (e.g. gift card/reward scheme) by the new provider.
While rewards can help gain new customers, they can also be used to retain the existing ones. 81% of our consumers that completed the survey felt more valued if their insurance provider surprised them with gift vouchers from a third party company to reward their continued loyalty, displaying its effectiveness with consumers.
Carrot Car Insurance use a variety of reward schemes for customer acquisition, retention and to encourage safer driving as they track driving behaviours using insurance box telematics where customers get rewards for their style of driving or if they refer a friend. Despite the stereotype that 'black box' insurance is mainly only suited to new drivers, Ed Rochfort, Product Director at Carrot Car Insurance, said the company "experience a 62% renewal rate from existing customers", a higher rate compared to other telematics-based insurance providers.
Andrew Johnson, Director General of the UK Gift Card & Voucher Association, agrees, stating that "loyal customers buy more and are often willing to pay more for the service you provide. To increase loyalty from customers holding insurance policies, insurers need to recognise and reward their most valued customers. Loyalty schemes encourage not only customers to buy more insurance policies, but also make them more likely to recommend them to their friends".
Customers have chosen your insurance company because it caught their attention and had value to them. As soon as you lose that attention or make the customer feel undervalued, a competitor can easily be ready to take the customer's business from them. Maintaining some sort of customer retention strategy will help you to keep your customers interested in the long term.
M&S for business provide the 'Insurance Replacement' service which allows insurance companies to offer M&S gift cards as an extra incentive to their customers if they make a claim. For more information on Insurance Replacement, please feel free to get in touch with us.


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Imagine the best talent ready to make your business stand out.
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We're a marketing, photography and production agency. We focus on meeting the needs of modern businesses in marketing, here in Melbourne, Australia and worldwide. We work with most of our clients on an ongoing basis but do perform one-off shoots, especially if you're new.
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Businesses need more photography than ever to communicate effectively with potential buyers and be at the forefront of their mind. We make it easy to get ongoing photography, saving you time on sourcing talent and coordinating the photoshoot.
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Our work as a photography agency mainly helps fashion and design businesses grow but can be helpful for larger businesses committed to a social and content strategy across any industry. We also partner with advertising agencies to deliver outstanding creative.
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Moving into the world of moving image for your business can be a daunting task. Regardless of whether it's a thirty second Facebook promo or a more in depth explainer video, finding the right production agency to take the work on is an important decision...


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It's your personal time out from the stress and strains of daily life – a 55-minute group exercise-to-music class that enhances your physical and mental well-being.
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A sensational workout for your Abdominals, Bottom and Thighs (ABT). This target training program is ideal for those wishing to tone, firm, define problem areas. Like all the Dance Chamber fitness classes, this class will guarantee seeing results within 10 sessions! ABT is a non-impact class ideal for all fitness levels.


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Blood, sweat and beers
The Cants have captured their nocturnal sound on record, reports Steve Tauschke.
If you take their debut album Melbourne Vampires literally, Melbourne trio the Cants have invented a nocturnal schtick involving plenty of bats and very late nights. And it's a lifestyle that certainly hasn't hindered the local rockers since they emerged in 2003.
"I usually write music when I'm on my own and there's no one around, so I'm more of a night person definitely," admits singer-guitarist Cam Macklin. "And I was at school as well - I found I worked best at night."
But there's no Anne Rice subplot here. Their 15-track album, purportedly recorded in the dark, might be an energy drainer, however, the trio won't admit to sleeping in coffins nor drinking blood - just beer.
"The Melbourne vampires thing is just something we've referred to ourselves for ages, just in jest," laughs Macklin. "It's a bit of a lifestyle; you go out and you stay out rather than going home."
The Cants sought an edge and found it in producer and bassist Jim Diamond.
"Jim and Mick (Collins) were really into what we were doing," says Macklin of Diamond, whom the band met in town last year while supporting his Detroit outfit the Dirtbombs, "but we could only afford to bring one of them out and Jim was really keen."
With Diamond (the White Stripes, Electric Six) at the helm, the Cants aimed for an honest, no-frills sound at the stripped-back Newmarket Studios, in North Melbourne, knocking out the basic tracks in five days.
"It was all analogue as well," adds Macklin. "It was a fairly live recording where we were just hammering through it. We rehearsed a fair bit before we went in because we were shit-scared of having this big American producer come out and us being not up to the grade."
Impressed by his collaborations with the Von Bondies and local outfit Rocket Science, Macklin phoned Diamond in the US to ask about his old-school fuzz-guitar pedals.
"He brought a bag full of all these bizarre pedals," says Macklin, "and obviously his style of recording and mixing adds a lot. He'd go 'what if we put that guitar thru that amp with this pedal?' And he kept changing around all the combinations just to keep getting different sounds. There were certain techniques he used that were really cool. Usually you layer up guitars to get a big sound whereas a lot of our guitars on the album are just one track but with two amps and then panned in the mixing to give the width in the sound."
Macklin says the Cants put total faith in Diamond. "We weren't too precious about anything. Our theory was if we started cramping him too much it might end up being a half-arsed thing rather than just let the guy do his thing. We wanted to do an all-live, all-analogue, all-real recording," he says.
"My opinion of rock'n'roll is if you labour over it too much you start to lose the soul."
The Cants launch Melbourne Vampires next Saturday, May 14, at the Corner Hotel, Richmond.
The album is out on In-Fidelity through Shock.
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text: JUPITER, Fla. – The alignment the Cardinals will use Saturday afternoon of Matt Adams at first base and Allen Craig in the outfield is one we could see plenty of in 2013. Looking for a way to get Matt Adams and his powerful bat in the lineup while also hoping to give veterans Carlos Beltran and Matt Holliday enough rest to keep them strong by end of the season, the Cardinals may have a perfect plan. Craig, the usual first baseman, can play both corner outfield spots if one of the two outfielders needs a day off. That would allow Adams to play first. "As we start talking about trying to take care of Carlos during the season, there's going to be days where he's going to have the opportunity to take a breather," said manager Mike Matheny. "So we'll see how that all plays out with what our roster looks like but that's an option, by putting somebody else at first base and letting Allen go to the outfield." Holliday is never one to ask for a day off and puts playing 162 games a season as his goal each year. But sometimes he plays at less than 100 percent and having a powerful bat like Adams to insert into the lineup in his place wouldn't be a bad thing. Both outfielders were dealing with injuries down the stretch and were heavily diminished in the playoffs, something that could have come from playing too much during the regular season. Asked about giving Holliday more rest, Matheny said, "I don't think he's real excited about that idea but we did mention that for him. He want 162 of them so we'll just have to see what it looks like and see how his body reacts but also realizing that if something comes up a little tight here or there, we can spell him through that and not make him push through and still feel like we still have a formidable part of the middle of our lineup out there available. " Saturday was the first time Craig started in the outfield this spring.


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The song heard in Paul Blart: Mall Cop. Although quite stupid in its lyrical progression, this song's beat is very catchy and apt to get you singing it long after you've heard it. Sung by Rasheeda, this song has a hint of dry attitude, and fun to listen to despite the debatable meanings of the lyrics. Try making up a dance to it...
Why don't you want to chew all of my bubble gum?
I love the song My Bubble Gum.
I love the song My Bubble Gum.
by theworldisnotflat March 20, 2009
buy the domain for your travel blog


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General Practice to Pain Management, How?
Hi, all.
My current practice is a general medicine clinic, with a strong emphasis on pain management. The doctor I work for is leaning towards becoming a pain clinic. The location could not be better, there is no pain management facility for a good 50-60 miles.
Since no one in the practice has a lot of experience in this, I thought I'd see what my favorite bunch of medical minds could offer in the way of information.
Some points I'd love clarification on...
* If the designation of the clinic is strictly pain control, could a patient be treated for anything else, sinus infections, thyroid trouble, etc.?
* Are pain medications all that may be prescribed? The reason I ask, most of our patients who are prescribed pain meds are also on some form of benzodiazepine.
* Are there requirements for the length of time that can elapse between visits? 30 days, 60 days, etc.?
* Do requirements vary from state to state?
Any other pertinent details, I'd be grateful. Thank you all in advance!
About AngelfireRN, APRN
Joined: Jul '07; Posts: 1,455; Likes: 4,070Sep 24, '12I have no idea what the "rules" are, check with the division that regulates pain clinics in your state. We have 2 pain clinics in our company. They only do chronic pain issues and certainly would never address medical issues such as sinusitis, etc. They prefer to do procedures try to stay away from medication management as much as possible. They do not do benzos at all to my knowledge. They won't take patients with fibromyalgia (in my experience pain management specialists don't believe it is "real") , won't see the professional pain patients or those thought to be drug seekers. Referring patients to pain management is difficult here. They vet them all thoroughly and decide whom they will accept. They pull their board of pharmacy and if they don't like what they see, they refuse them. It's irritating. They mostly want spinal and joint pain that can be injected (trigger point, intrathecal, etc). It is also a huge cash cow.Sep 24, '12The cash cow thing, I knew. We do a version of the 'vetting' thing as well, when we accept new patients. Part of that vetting includes a visit to our state's controlled script database. We do require drug screening and will employ pill counts if we suspect a problem. If we were to make the switch, those practices would definitely be remaining.
The closest pain clinic to our area requires payments in the hundreds of dollars, and also offers 'concierge' services, for closer to the thousand-dollar mark. That kind of money boggles my mind.
Thanks, Blue Devil.Sep 24, '12I live near a suburban area and when I refer to one of two pain clinics - they are both operated by anesthesiologists/CRNA. In IL, we have a database of everyone in the state who receives a script for a controlled substance. The pain management folks run a cash for service business around here. They will take Medicare pts but they make their business in injections and procedures. None of them prescribe narcotics for anything other then a short term and none prescribe benzos either.
As BlueDevil says above, there are very specific cases our pain management specialists will accept too.
If your MD goes to a pain management practice, I would certainly up my malpractice insurance if I were you. Huge liability in prescribing narcotics to everyone. That is not pain management IMHO, but rather patient appeasement.
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Yesterday's promotion of Kevin Ollie as Jim Calhoun's successor at Connecticut drew rave reviews from local recruits in the form of affirming their commitment to the school.
Long Island Lutheran forward Kentan Facey, South Shore point guard Terrence Samuel and current UConn freshman shooting guard Omar Calhoun all told The Post they are in favor of Ollie's ascension to the head job at the national powerhouse and remain committed to the program.
"If he wasn't the one to take over, I may have opened up my recruitment," said the 6-foot-9 Facey, known for his shot-blocking and rebounding acumen. "I feel if I go there, I have a chance to develop properly. He's a good coach, he has a lot to offer, he has a lot of experience he's picked up from Coach Calhoun and other coaches he's learned from."
Ollie was instrumental in landing all three locals as their lead recruiter. When Samuel, a dynamic 6-foot-4 point guard, committed to UConn, he called Ollie, not Calhoun. Samuel was thrilled when he was told Ollie was taking the reins. As an assistant, Ollie was a major factor in Samuel choosing UConn over a series of other top programs.
"He knows what to say, when to say it, at the right time," said South Shore assistant Shawn Mark, who is Samuel's cousin. "His demeanor is great."
Ollie was described as personable, passionate and confident by the recruits and those close to them. Omar Calhoun's father, Omar Calhoun Sr., said his son was drawn to the school by Ollie and his perseverance of reaching the NBA despite doubts and playing in the league for 13 years.
Clearly, the recruits are confident in the program's future under Ollie, though there was disappointment at Calhoun's retirement.
"It's one great leader taking over for another," Omar Calhoun Sr. said.
Samuel has nicknamed Ollie "The Preacher" for his ultra-positive outlook and sermon-like way of speaking to recruits. Facey sees it as a perfect fit.
"He always has positive input whenever you speak to him," Facey said. "He's always trying to bring the best out of people. That's what preachers do."


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When we launched StylePass, we were driven by the mission to give women a new way to access the dream closet and plan ahead for events on her calendar. Since then, we've been hard at work, improving our programs and developing brand new ways to rent that we believe will be even more game-changing.
This is why we have decided that we will be discontinuing StylePass at the end of January 2018 to focus on other membership programs. As of 10/16/2017 StylePass will no longer be accepting new customers into the membership. Current customers will have their codes converted to credits to use on any RTR rental or membership.


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Two large wildfires raged across the hills of Ross-shire over the weekend, causing widespread damage to two of the National Trust for Scotland's (NTS) key mountain properties, the Torridon and Kintail & Morvich Estates. The fire in Kintail is still burning freely.
At several points the fires threatened Inveralligin forestry scheme and Torridon village, as well as Torridon House and nearby woodlands. In Kintail firefighters had to work hard to protect Invershiel, but unfortunately late on Sunday night the flames reached one of the Trust's forest regeneration plantations above Kintail Village and the A87.
'As of this morning [Tuesday] the situation in Torridon is now under control, but yesterday evening the fire in Kintail seemed to get a second wind' Sarah Cuthbert-Kerr of the NTS tells us. 'Our latest information is that it is now burning freely, heading towards the Five Sisters. We understand that some properties nearby have been evacuated.'
The Kintail regeneration is part of a carefully orchestrated plan to join up existing patches of ancient woodland by re-establishing the Caledonian pine forest, and is one of the Trust's key conservation objectives. In some of Scotland's most spectacular landscapes, ancient forest remnants are being augmented by new growth. Footpaths thread through the forest, linking the Moray Firth in the east to Kintail.
The Trust's Director of Property and Visitor Services, Pete Selman said:
'Despite the best efforts of the crews on the ground, once the fires reached the trees, the flames leapt as high as 40 feet. At one point [on Sunday] it looked as if the plantation might have been saved but the fires flared up again and, as it was getting dark the teams had to come off the hill for their own safety.'
'The loss of the mature trees is heartbreaking to all those involved in forest regeneration in the area over many years. However, the main thing is that no-one was hurt. We will look at our options once the immediate priorities are dealt with and our aim will be to begin re-establishment of the affected area of forest once again.'
With fires still burning at Kintail, senior staff of the Trust expressed deep gratitude for the efforts of all involved, notably Highland Fire Brigade, the Coastguard and the Trust's own locally-based teams in tackling the extensive and highly dangerous blazes.
Pete Selman added:
'The first priority was to ensure the safety of all people in the area, including local residents and walkers out on the hills. Firefighters then had to battle to keep the flames away from houses and farms. Crews showed great courage and determination in tackling the fires, which were being stoked by a combination of very dry and warm conditions and strong winds. The scale of the fires was such that it was necessary to call out a helicopter to water bomb them and we are thankful that these efforts ensured that no-one was injured.'
The fire service is expected to conduct an investigation into the causes of the fires in due course. In the unusually dry conditions currently being experienced in the Highlands the NTS is keen to remind people to be extra vigilant, not to discard glass or cigarette ends, and to light no fires.
'These events are a salutary reminder of why we ask all visitors to our countryside properties to take extra care and apply common sense and not light fires or barbecues in close proximity to dry heather, grass and scrubland' said Selman.
The current forecast is for the combination of dry, warm weather and strong winds to persist until later this week.
Local photographer Steve Carter has kindly allowed us to publish his amazing photos of the Torridon fire. For more images (also general landscapes for sale) visit his website


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Using the Brocade Quantum plug-in, Brocade has built a prototype to demonstrate cloud management capabilities for best-in-class VCS fabrics built as a cloud solution. This prototype reflects an ongoing commitment by Brocade to offer flexible architectures, and demonstrates how Brocade extensions enable OpenStack to orchestrate both physical and logical networking resources as part of a Virtual Machine (VM) deployment to support multi-tiered application topologies lowering TCO and improving business agility.
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6 injured in head-on crash
Both drivers trapped, some passengers ejected
6 injured in head-on crash
Both drivers trapped, some passengers ejected
Six people were injured in a head-on collision Sunday evening in Anderson.
The crash happened along Williamston Road between the Old Fair Grounds and the Fairview Garden Apartments.
Authorities answered the call for help around 7:30 p.m.
Investigators said a Toyota with four passengers crashed into a Kia with two people inside.
It was unclear which vehicle crossed the center line.
Police said both drivers were trapped in their vehicles and suffered what were described as life-threatening injuries. Some of the passengers were ejected from the Toyota.
The area of Williamston Road where the accident occurred was closed for nearly four hours due to the investigation.


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Filmmaker M. Manikandan of critically acclaimed National Award-winning Tamil drama "Kaaka Muttai" fame will next team up with actor Vijay Sethupathi for a yet-untitled project in the language.
"Vijay really liked the script. He's excited to team up, but he's yet to give us dates as he's busy with multiple projects. If everything goes well, we may start work on this film from December," Manikandan said.
Talking about the film, he said: "It'll be something very quirky and away from regular cinema. Unlike 'Kaaka Muttai', it'll deal with a lighter subject with good scope for humour. But it won't be a full-length comedy".
He also said that the story will be set against the backdrop of Chennai city.
The project will be produced by G.N. Anbu Chezhiyan of Gopuram Films.
Meanwhile, Manikandan's second Tamil directorial "Kutrame Dhandanai" is in its post-production.
The crime-thriller features Vidharth and Pooja Devariya in the lead.
Maestro Illayaraja has been roped in to compose the background score.
"He is currently busy with another project and as soon as he's done with it, he will start working on 'Kutrame Dhandanai'," he said.


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Eagle Bancorp 10-Q 2012
Washington, DC 20549
(Mark One)
For the Quarterly Period Ended September 30, 2012
For the transition period from to_________
Commission File Number 0-25923
Eagle Bancorp, Inc.
(Exact name of registrant as specified in its charter)
(301) 986-1800
(Registrant's telephone number, including area code)
(Former name, former address and former fiscal year, if changed since last report)
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yesx Noo
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yesx Noo
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer or a smaller reporting company. See definition of "large accelerated filer," "accelerated filer" and "smaller reporting company" in Rule 12b-2 of the Exchange Act.
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act
Yes o No x
Indicate the number of shares outstanding of each of the issuer's classes of common stock, as of the latest practicable date.
As of October 31, 2012, the registrant had 22,894,721 shares of Common Stock outstanding.
Item 1 – Financial Statements (Unaudited)
(dollars in thousands, except per share data)
See notes to consolidated financial statements.
(dollars in thousands, except per share data)
See notes to consolidated financial statements.
(dollars in thousands)
See notes to consolidated financial statements.
(dollars in thousands, except per share data)
See notes to consolidated financial statements.
(dollars in thousands)
See notes to consolidated financial statements.
1. Summary of Significant Accounting Policies
Basis of Presentation
The Consolidated Financial Statements include the accounts of Eagle Bancorp, Inc. and its subsidiaries (the "Company"), EagleBank (the "Bank"), Eagle Commercial Ventures, LLC ("ECV"), Eagle Insurance Services, LLC, and Bethesda Leasing, LLC, with all significant intercompany transactions eliminated.
The consolidated financial statements of the Company included herein are unaudited. The consolidated financial statements reflect all adjustments, consisting of normal recurring accruals that in the opinion of management, are necessary to present fairly the results for the periods presented. The amounts as of and for the year ended December 31, 2011 were derived from audited consolidated financial statements. Certain information and note disclosures normally included in financial statements prepared in accordance with U.S. generally accepted accounting principles ("GAAP") have been condensed or omitted pursuant to the rules and regulations of the Securities and Exchange Commission. There have been no significant changes to the Company's Accounting Policies as disclosed in the Company's Annual Report on Form 10-K for the year ended December 31, 2011. The Company believes that the disclosures are adequate to make the information presented not misleading. Certain reclassifications have been made to amounts previously reported to conform to the current period presentation.
These statements should be read in conjunction with the audited consolidated financial statements and related notes included in the Company's Annual Report on Form 10-K for the year ended December 31, 2011. Operating results for the three and nine months ended September 30, 2012 are not necessarily indicative of the results of operations to be expected for the remainder of the year, or for any other period.
Nature of Operations
The Company, through the Bank, conducts a full service community banking business, primarily in Montgomery County, Maryland; Washington, DC; and Arlington and Fairfax Counties in Virginia. The primary financial services offered by the Bank include real estate, commercial and consumer lending, as well as traditional deposit and repurchase agreement products. The Bank is also active in the origination and sale of residential mortgage loans and the origination of small business loans. The guaranteed portion of small business loans, guaranteed by the Small Business Administration ("SBA"), is typically sold to third party investors in a transaction apart from the loan's origination. The Bank offers its products and services through seventeen branch offices and various electronic capabilities, including remote deposit services. Eagle Insurance Services, LLC, a subsidiary of the Bank, offers access to insurance products and services through a referral program with a third party insurance broker. Eagle Commercial Ventures, LLC, a direct subsidiary of the Company, provides subordinated financing for the acquisition, development and construction of real estate projects. These transactions involve higher levels of risk, together with commensurate higher returns. Refer to Higher Risk Lending – Revenue Recognition below.
Use of Estimates
The preparation of financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the reported amounts in the financial statements and accompanying notes. Actual results may differ from those estimates and such differences could be material to the financial statements.
Cash Flows
For purposes of reporting cash flows, cash and cash equivalents include cash and due from banks, federal funds sold, and interest bearing deposits with other banks which have an original maturity of three months or less.
Loans Held for Sale
The Company engages in sales of residential mortgage loans and the guaranteed portion of Small Business Administration loans originated by the Bank. Loans held for sale are carried at the lower of aggregate cost or fair value. Fair value is derived from secondary market quotations for similar instruments. Gains and losses on sales of these loans are recorded as a component of noninterest income in the Consolidated Statements of Operations.
The Company's current practice is to sell residential mortgage loans on a servicing released basis, and, therefore, it has no intangible asset recorded for the value of such servicing as of September 30, 2012, December 31, 2011, and September 30, 2011. The sale of the guaranteed portion of SBA loans on a servicing retained basis gives rise to an Excess Servicing Asset, which is computed on a loan by loan basis with the unamortized amount being included in Other Assets in the Statement of Financial Condition. This Excess Servicing Asset is being amortized on a straight-line basis (with adjustment for prepayments) as an offset to servicing fees collected and is included in other noninterest income in the Consolidated Statement of Operations.
The Company enters into commitments to originate residential mortgage loans whereby the interest rate on the loan is determined prior to funding (i.e. rate lock commitments). Such rate lock commitments on mortgage loans to be sold in the secondary market are considered to be derivatives. The period of time between issuance of a loan commitment and closing and sale of the loan generally ranges from 30 to 90 days under current market conditions. The Company protects itself from changes in interest rates through the use of best efforts forward delivery commitments, whereby the Company commits to sell a loan at a premium at the time the borrower commits to an interest rate with the intent that the buyer has assumed the interest rate risk on the loan. As a result, the Company is not exposed to losses on loans sold nor will it realize gains, related to rate lock commitments due to changes in interest rates.
The market values of rate lock commitments and best efforts contracts are not readily ascertainable with precision because rate lock commitments and best efforts contracts are not actively traded. Because of the high correlation between rate lock commitments and best efforts contracts, no gain or loss should occur on the rate lock commitments.
Investment Securities
The Company has no securities classified as trading, nor are any investment securities classified as held to maturity. Marketable equity securities and debt securities not classified as held to maturity or trading are classified as available-for-sale. Securities available-for-sale are acquired as part of the Company's asset/liability management strategy and may be sold in response to changes in interest rates, current market conditions, loan demand, changes in prepayment risk and other factors. Securities available-for-sale are carried at fair value, with unrealized gains or losses being reported as accumulated other comprehensive income, a separate component of shareholders' equity, net of deferred income tax. Realized gains and losses, using the specific identification method, are included as a separate component of noninterest income in the Consolidated Statements of Operations.
Premiums and discounts on investment securities are amortized/accreted to the earlier of call or maturity based on expected lives, which lives are adjusted based on prepayment assumptions and call optionality if any. Declines in the fair value of individual available-for-sale securities below their cost that are other-than-temporary in nature result in write-downs of the individual securities to their fair value. Factors affecting the determination of whether other-than-temporary impairment has occurred include a downgrading of the security by a rating agency, a significant deterioration in the financial condition of the issuer, or a change in management's intent and ability to hold a security for a period of time sufficient to allow for any anticipated recovery in fair value. Management systematically evaluates investment securities for other-than-temporary declines in fair value on a quarterly basis. This analysis requires management to consider various factors, which include (1) duration and magnitude of the decline in value, (2) the financial condition of the issuer or issuers and (3) structure of the security.
The entire amount of an impairment loss is recognized in earnings only when (1) the Company intends to sell the debt security, or (2) it is more likely than not that the Company will have to sell the security before recovery of its amortized cost basis, or (3) the Company does not expect to recover the entire amortized cost basis of the security. In all other situations, only the portion of the impairment loss representing the credit loss must be recognized in earnings, with the remaining portion being recognized in shareholders' equity as comprehensive income, net of deferred taxes.
Loans are stated at the principal amount outstanding, net of unamortized deferred costs and fees. Interest income on loans is accrued at the contractual rate on the principal amount outstanding. It is the Company's policy to discontinue the accrual of interest when circumstances indicate that collection is doubtful. Deferred fees and costs are being amortized on the interest method over the term of the loan.
Management considers loans impaired when, based on current information, it is probable that the Company will not collect all principal and interest payments according to contractual terms. Loans are evaluated for impairment in accordance with the Company's portfolio monitoring and ongoing risk assessment procedures. Management considers the financial condition of the borrower, cash flow of the borrower, payment status of the loan, and the value of the collateral, if any, securing the loan. Generally, impaired loans do not include large groups of smaller balance homogeneous loans such as residential real estate and consumer type loans which are evaluated collectively for impairment and are generally placed on nonaccrual when the loan becomes 90 days past due as to principal or interest. Loans specifically reviewed for impairment are not considered impaired during periods of "minimal delay" in payment (ninety days or less) provided eventual collection of all amounts due is expected. The impairment of a loan is measured based on the present value of expected future cash flows discounted at the loan's effective interest rate, or the fair value of the collateral if repayment is expected to be provided solely by the collateral. In appropriate circumstances, interest income on impaired loans may be recognized on the cash basis.
Higher Risk Lending – Revenue Recognition
The Company has occasionally made higher risk acquisition, development, and construction ("ADC") loans that entail higher risks than ADC loans made following normal underwriting practices ("higher risk loan transactions"). These higher risk loan transactions are currently made through the Company's subsidiary, ECV. This activity is limited as to individual transaction amount and total exposure amounts based on capital levels and is carefully monitored. The loans are carried on the balance sheet at amounts outstanding and meet the loan classification requirements of the Accounting Standards Executive Committee ("AcSEC") guidance reprinted from the CPA Letter, Special Supplement, dated February 10, 1986 (also referred to as Exhibit 1 to AcSEC Practice Bulletin No. 1). Additional interest earned on certain of these higher risk loan transactions (as defined in the individual loan agreements) is recognized as realized under the provisions contained in AcSEC's guidance reprinted from the CPA Letter, Special Supplement, dated February 10, 1986 (also referred to as Exhibit 1 to AcSEC Practice Bulletin No.1) and Staff Accounting Bulletin No. 101 (Revenue Recognition in Financial Statements). Such additional interest is included as a component of noninterest income. ECV recorded no additional interest on higher risk transactions during 2012 and 2011 (although normal interest income was recorded). ECV had four higher risk lending transactions with balances outstanding at September 30, 2012 and December 31, 2011, amounting to $3.7 million and $2.3 million, respectively.
Allowance for Credit Losses
The allowance for credit losses represents an amount which, in management's judgment, is adequate to absorb probable losses on existing loans and other extensions of credit that may become uncollectible. The adequacy of the allowance for credit losses is determined through careful and continuous review and evaluation of the loan portfolio and involves the balancing of a number of factors to establish a prudent level of allowance. Among the factors considered in evaluating the adequacy of the allowance for credit losses are lending risks associated with growth and entry into new markets, loss allocations for specific credits, the level of the allowance to nonperforming loans, historical loss experience, economic conditions, portfolio trends and credit concentrations, changes in the size and character of the loan portfolio, and management's judgment with respect to current and expected economic conditions and their impact on the existing loan portfolio. Allowances for impaired loans are generally determined based on collateral values. Loans or any portion thereof deemed uncollectible are charged against the allowance, while recoveries are credited to the allowance. Management adjusts the level of the allowance through the provision for credit losses, which is recorded as a current period operating expense. The allowance for credit losses consists of allocated and unallocated components.
The components of the allowance for credit losses represent an estimation done pursuant to Accounting Standards Codification ("ASC") Topic 450, "Contingencies," or ASC Topic 310, "Receivables." Specific allowances are established in cases where management has identified significant conditions or circumstances related to a specific credit that management believes indicate the probability that a loss may be incurred. For potential problem credits for which specific allowance amounts have not been determined, the Company establishes allowances according to the application of credit risk factors. These factors are set by management and approved by the appropriate Board Committee to reflect its assessment of the relative level of risk inherent in each risk grade. A third component of the allowance computation, termed a nonspecific or environmental factors allowance, is based upon management's evaluation of various environmental conditions that are not directly measured in the determination of either the specific allowance or formula allowance. Such conditions include general economic and business conditions affecting key lending areas, credit quality trends (including trends in delinquencies and nonperforming loans expected to result from existing conditions), loan volumes and concentrations, specific industry conditions within portfolio categories, recent loss experience in particular loan categories, duration of the current business cycle, bank regulatory examination results, findings of outside review consultants, and management's judgment with respect to various other conditions including credit administration and management and the quality of risk identification systems. Executive management reviews these environmental conditions quarterly, and documents the rationale for all changes.
Management believes that the allowance for credit losses is adequate; however, determination of the allowance is inherently subjective and requires significant estimates. While management uses available information to recognize losses on loans, future additions to the allowance may be necessary based on changes in economic conditions. Evaluation of the potential effects of these factors on estimated losses involves a high degree of uncertainty, including the strength and timing of economic cycles and concerns over the effects of a prolonged economic downturn in the current cycle. In addition, various regulatory agencies, as an integral part of their examination process, and independent consultants engaged by the Bank periodically review the Bank's loan portfolio and allowance for credit losses. Such review may result in recognition of adjustments to the allowance based on their judgments of information available to them at the time of their examination.
Premises and Equipment
Premises and equipment are stated at cost less accumulated depreciation and amortization computed using the straight-line method for financial reporting purposes. Premises and equipment are depreciated over the useful lives of the assets, which generally range from five to seven years for furniture, fixtures and equipment, to three to five years for computer software and hardware, and to ten to forty years for buildings and building improvements. Leasehold improvements are amortized over the terms of the respective leases, which may include renewal options where management has the positive intent to exercise such options, or the estimated useful lives of the improvements, whichever is shorter. The costs of major renewals and betterments are capitalized, while the costs of ordinary maintenance and repairs are expensed as incurred. These costs are included as a component of premises and equipment expenses on the Consolidated Statements of Operations.
Other Real Estate Owned (OREO)
Assets acquired through loan foreclosure are held for sale and are initially recorded at the lower of cost or fair value less estimated selling costs when acquired, establishing a new cost basis. The new basis is supported by recent appraisals. Costs after acquisition are generally expensed. If the fair value of the asset declines, a write-down is recorded through expense. The valuation of foreclosed assets is subjective in nature and may be adjusted in the future because of changes in economic conditions or review by regulatory examiners.
Goodwill and Other Intangible Assets
Goodwill and other intangible assets are subject to impairment testing at least annually, or when events or changes in circumstances indicate the assets might be impaired. Intangible assets (other than goodwill) are amortized to expense using accelerated or straight-line methods over their respective estimated useful lives. The Company's testing of potential goodwill impairment (which is performed annually) at December 31, 2011, resulted in no impairment being recorded.
Customer Repurchase Agreements
The Company enters into agreements under which it sells securities subject to an obligation to repurchase the same securities. Under these arrangements, the Company may transfer legal control over the assets but still retain effective control through an agreement that both entitles and obligates the Company to repurchase the assets. As a result, securities sold under agreements to repurchase are accounted for as collateralized financing arrangements and not as a sale and subsequent repurchase of securities. The agreements are entered into primarily as accommodations for large commercial deposit customers. The obligation to repurchase the securities is reflected as a liability in the Company's Consolidated Statement of Condition, while the securities underlying the securities sold under agreements to repurchase remain in the respective assets accounts and are delivered to and held as collateral by third party trustees.
Marketing and Advertising
Marketing and advertising costs are generally expensed as incurred.
Income Taxes
The Company employs the liability method of accounting for income taxes as required by ASC Topic 740, "Income Taxes." Under the liability method, deferred tax assets and liabilities are determined based on differences between the financial statement carrying amounts and the tax bases of existing assets and liabilities (i.e., temporary timing differences) and are measured at the enacted rates that will be in effect when these differences reverse. The Company utilizes statutory requirements for its income tax accounting, and avoids risks associated with potentially problematic tax positions that may incur challenge upon audit, where an adverse outcome is more likely than not. Therefore, no provisions are made for either uncertain tax positions nor accompanying potential tax penalties and interest for underpayments of income taxes in the Company's tax reserves. In accordance with ASC Topic 740, the Company may establish a reserve against deferred tax assets in those cases where realization is less than certain, although no such reserves exist at either September 30, 2012 or December 31, 2011.
Transfer of Financial Assets
Transfers of financial assets are accounted for as sales, when control over the assets has been surrendered. Control over transferred assets is deemed to be surrendered when (1) the assets have been isolated from the Company, (2) the transferee obtains the right (free of conditions that constrain it from taking advantage of that right) to pledge or exchange the transferred assets, and (3) the Company does not maintain effective control over the transferred assets through an agreement to repurchase them before their maturity. In certain cases, the recourse to the Bank to repurchase assets may exist but is deemed immaterial based on the specific facts and circumstances.
Earnings per Common Share
Basic net income per common share is derived by dividing net income available to common shareholders by the weighted-average number of common shares outstanding during the period measured. Diluted earnings per common share is computed by dividing net income available to common shareholders by the weighted-average number of common shares outstanding during the period measured including the potential dilutive effects of common stock equivalents.
Stock-Based Compensation
In accordance with ASC Topic 718, "Compensation," the Company records as compensation expense an amount equal to the amortization (over the remaining service period) of the fair value (computed at the date of grant) of any outstanding fixed stock option grants and restricted stock awards which vest subsequent to December 31, 2005. Compensation expense on variable stock option grants (i.e. performance based grants) is recorded based on the probability of achievement of the goals underlying the performance grant. Refer to Note 6 for a description of stock-based compensation awards, activity and expense.
New Authoritative Accounting Guidance
In July 2012, the FASB issued ASU No. 2012-02, "Testing Indefinite-Lived Intangible Assets for Impairment." The provisions of ASU No. 2012-02 permit an entity to first assess qualitative factors to determine whether it is more likely than not that an indefinite-lived intangible asset is impaired as a basis for determining whether it is necessary to perform a quantitative impairment test, as is currently required by GAAP. ASU No. 2012-02 is effective for annual and interim impairment tests performed for fiscal years beginning after September 15, 2012. As the Company does not have any indefinite-lived intangible assets, other than goodwill, the adoption of ASU No. 2012-02 is expected to have no impact on the Company's consolidated financial statements.
Regulation D of the Federal Reserve Act requires that banks maintain noninterest reserve balances with the Federal Reserve Bank based principally on the type and amount of their deposits. During 2012, the Bank maintained balances at the Federal Reserve (in addition to vault cash) to meet the reserve requirements as well as balances to partially compensate for services. Late in 2008, the Federal Reserve in connection with the Emergency Economic Stabilization Act of 2008 began paying a nominal amount of interest on balances held, which interest on excess reserves was increased under provisions of the Dodd Frank Wall Street Reform and Consumer Protection Act passed in July 2010. Additionally, the Bank maintains interest-bearing balances with the Federal Home Loan Bank of Atlanta and noninterest bearing balances with six domestic correspondent banks as compensation for services they provide to the Bank.
3. Investment Securities Available for Sale
Amortized cost and estimated fair value of securities available for sale are summarized as follows:
Gross unrealized losses and fair value by length of time that the individual available for sale securities have been in a continuous unrealized loss position are as follows:
The unrealized losses that exist are generally the result of changes in market interest rates and interest spread relationships since original purchases. The weighted average duration of debt securities, which comprise 99.9% of total investment securities, is relatively short at 3.6 years. The gross unrealized loss on other equity investments represents common stock of one local banking company owned by the Company, and traded on a broker "bulletin board" exchange. The estimated fair value is determined by broker quoted prices. The unrealized loss is deemed a result of generally weak valuations for many smaller community bank stocks. The individual banking company is profitable, has good financial trends and has a satisfactory capital position. If quoted prices are not available, fair value is measured using independent pricing models or other model-based valuation techniques such as the present value of future cash flows, adjusted for the security's credit rating, prepayment assumptions and other factors such as credit loss assumptions. The Company does not believe that the investment securities that were in an unrealized loss position as of September 30, 2012 represent an other-than-temporary impairment for the reasons noted. The Company does not intend to sell the investments and it is more likely than not that the Company will not have to sell the securities before recovery of its amortized cost basis, which may be maturity. In addition, at September 30, 2012, the Company held $12.0 million in equity securities in a combination of Federal Reserve Bank ("FRB") and Federal Home Loan Bank ("FHLB") stocks, which are required to be held for regulatory purposes and are not marketable.
The amortized cost and estimated fair value of investments available for sale by contractual maturity are shown in the table below. Expected maturities will differ from contractual maturities because borrowers may have the right to call or prepay obligations with or without call or prepayment penalties.
The carrying value of securities pledged as collateral for certain government deposits, securities sold under agreements to repurchase, and certain lines of credit with correspondent banks at September 30, 2012 was $215.6 million. As of September 30, 2012 and December 31, 2011, there were no holdings of securities of any one issuer, other than the U.S. Government and U.S. Government agency securities that exceeded ten percent of shareholders' equity.
4. Loans and Allowance for Credit Losses
The Bank makes loans to customers primarily in the Washington, DC metropolitan area and surrounding communities. A substantial portion of the Bank's loan portfolio consists of loans to businesses secured by real estate and other business assets.
Loans, net of unamortized net deferred fees, at September 30, 2012, December 31, 2011, and September 30, 2011 are summarized by type as follows:
(1) Includes loans for land acquisition and development.
Unamortized net deferred fees amounted to $8.1 million and $5.2 million at September 30, 2012 and December 31, 2011, respectively.
As of September 30, 2012 and December 31, 2011, the Bank serviced $28.3 million and $27.3 million, respectively, of SBA loans participations which are not reflected as loan balances on the Consolidated Balance Sheets.
Loan Origination / Risk Management
The Company's goal is to mitigate risks in the event of unforeseen threats to the loan portfolio as a result of economic downturn or other negative influences. Plans for mitigating inherent risks in managing loan assets include: carefully enforcing loan policies and procedures, evaluating each borrower's business plan during the underwriting process and throughout the loan term, identifying and monitoring primary and alternative sources for loan repayment, and obtaining collateral to mitigate economic loss in the event of liquidation. Specific loan reserves are established based upon credit and/or collateral risks on an individual loan basis. A risk rating system is employed to proactively estimate loss exposure and provide a measuring system for setting general and specific reserve allocations.
The composition of the Company's loan portfolio is heavily weighted toward commercial real estate, both owner occupied and investment real estate. At September 30, 2012, the combination of commercial real estate and real estate construction loans represent approximately 71% of the loan portfolio. The combination of owner occupied commercial real estate and owner occupied commercial real estate construction represent 14% of the loan portfolio. When owner occupied commercial real estate and owner occupied commercial construction loans are excluded, the percentage of commercial real estate and construction loans to total loans decrease to 57%. These loans are underwritten to mitigate lending risks typical of this type of loan such as declines in real estate values, changes in borrower cash flow and general economic conditions. The Bank typically requires a maximum loan to value of 80% or less and minimum cash flow debt service coverage of 1.15 to 1.00. Personal guarantees are generally required, but may be limited. In making real estate commercial mortgage loans, the Bank generally requires that interest rates adjust not less frequently than five years.
The Company is also an active traditional commercial lender providing loans for a variety of purposes, including cash flow, equipment and account receivable financing. This loan category represents approximately 23% of the loan portfolio at September 30, 2012 and was generally variable or adjustable rate. Commercial loans meet reasonable underwriting standards, including appropriate collateral and cash flow necessary to support debt service. Personal guarantees are generally required, but may be limited. SBA loans represent 2% of the commercial loan category of loans. In originating SBA loans, the Company assumes the risk of non-payment on the uninsured portion of the credit. The Company generally sells the insured portion of the loan generating noninterest income from the gains on sale, as well as servicing income on the portion participated. SBA loans are subject to the same cash flow analyses as other commercial loans. SBA loans are subject to a maximum loan size established by the SBA.
Approximately 4% of the loan portfolio at September 30, 2012 consists of home equity loans and lines of credit and other consumer loans. These credits, while making up a smaller portion of the loan portfolio, demand the same emphasis on underwriting and credit evaluation as other types of loans advanced by the Bank.
The remaining 2% of the loan portfolio consists of longer-term residential mortgage loans. These are typically loans underwritten to the same underwriting standards as residential loans held for sale but for shorter terms, generally less than 10 years.
Loans are secured primarily by duly recorded first deeds of trust. In some cases, the Bank may accept a recorded second trust position. In general, borrowers will have a proven ability to build, lease, manage and/or sell a commercial or residential project and demonstrate satisfactory financial condition. Additionally, an equity contribution toward the project is customarily required.
Construction loans require that the financial condition and experience of the general contractor and major subcontractors be satisfactory to the Bank. Guaranteed, fixed price contracts are required whenever appropriate, along with payment and performance bonds or completion bonds for larger scale projects.
Loans intended for residential land acquisition, lot development and construction are made on the premise that the land: 1) is or will be developed for building sites for residential structures, and; 2) will ultimately be utilized for construction or improvement of residential zoned real properties, including the creation of housing. Residential development and construction loans will finance projects such as single family subdivisions, planned unit developments, townhouses, and condominiums. Residential land acquisition, development and construction loans generally are underwritten with a maximum term of 36 months, including extensions approved at origination.
Commercial land acquisition and construction loans are secured by real property where loan funds will be used to acquire land and to construct or improve appropriately zoned real property for the creation of income producing or owner user commercial properties. Borrowers are generally required to put equity into each project at levels determined by the appropriate Loan Committee. Commercial land acquisition and construction loans generally are underwritten with a maximum term of 24 months.
All construction draw requests must be presented in writing on American Institute of Architects documents and certified by the contractor, the borrower and the borrower's architect. Each draw request shall also include the borrower's soft cost breakdown certified by the borrower or its Chief Financial Officer. Prior to an advance, the Bank or its contractor inspects the project to determine that the work has been completed, to justify the draw requisition.
Commercial permanent loans are secured by improved real property which is generating income in the normal course of operation. Debt service coverage, assuming stabilized occupancy, must be satisfactory to support a permanent loan. The debt service coverage ratio is ordinarily at least 1.15 to 1.00. As part of the underwriting process, debt service coverage ratios are stress tested assuming a 200 basis point increase in interest rates from their current levels.
Commercial permanent loans generally are underwritten with a term not greater than 10 years or the remaining useful life of the property, whichever is lower. The preferred term is between 5 to 7 years, with amortization to a maximum of 25 years.
Personal guarantees are generally received from the principals, and only in instances where the loan-to-value is sufficiently low and the debt service is sufficiently high is consideration given to either limiting or not requiring personal recourse.
The Company's loan portfolio includes loans made for real estate Acquisition, Development and Construction ("ADC") purposes, including both investment and owner occupied projects. ADC loans amounted to $452.6 million at September 30, 2012. The majority of the ADC portfolio, both speculative and non speculative, includes loan funded interest reserves at origination. ADC loans containing loan funded interest reserves represent approximately 34% of the outstanding ADC loan portfolio at September 30, 2012. The decision to establish a loan-funded interest reserve is made upon origination of the ADC loan and is based upon a number of factors considered during underwriting of the credit including: (i) the feasibility of the project; (ii) the experience of the sponsor; (iii) the creditworthiness of the borrower and guarantors; (iv) borrower equity contribution; and (v) the level of collateral protection. When appropriate, an interest reserve provides an effective means of addressing the cash flow characteristics of a properly underwritten ADC loan. The Company does not significantly utilize interest reserves in other loan products. The Company recognizes that one of the risks inherent in the use of interest reserves is the potential masking of underlying problems with the project and/or the borrower's ability to repay the loan. In order to mitigate this inherent risk, the Company employs a series of reporting and monitoring mechanisms on all ADC loans, whether or not an interest reserve is provided, including: (i) construction and development timelines which are monitored on an ongoing basis which track the progress of a given project to the timeline projected at origination; (ii) a construction loan administration department independent of the lending function; (iii) third party independent construction loan inspection reports; (iv) monthly interest reserve monitoring reports detailing the balance of the interest reserves approved at origination and the days of interest carry represented by the reserve balances as compared to the then current anticipated time to completion and/or sale of speculative projects; and (v) quarterly commercial real estate construction meetings among senior Company management, which includes monitoring of current and projected real estate market conditions. If a project has not performed as expected, it is not the customary practice of the Company to increase loan funded interest reserves.
From time to time the Company may make loans for its own portfolio or through its higher risk loan affiliate, ECV. Such loans, which are made to finance projects (which may also be financed at the Bank level), may have higher risk characteristics than loans made by the Bank, such as lower priority interests and/or higher loan to value ratios. The Company seeks an overall financial return on these transactions commensurate with the risks and structure of each individual loan. Certain transactions bear current interest at a rate with a significant premium to normal market rates. Other loan transactions carry a standard rate of current interest, but also earn additional interest based on a percentage of the profits of the underlying project or a fixed accrued rate of interest.
The following table details activity in the allowance for credit losses by portfolio segment for the three and nine months ended September 30, 2012 and 2011. Allocation of a portion of the allowance to one category of loans does not preclude its availability to absorb losses in other categories.
The Company's recorded investments in loans as of September 30, 2012, December 31, 2011 and September 30, 2011 related to each balance in the allowance for loan losses by portfolio segment and disaggregated on the basis of the Company's impairment methodology was as follows:


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Wild Bill is originally from Hartford, Conn and moved to Noank roughly 35 years ago. He started Wild Bill's Action Sports (originally a screen printing/embroidery business) out of his home 30 years ago. Shortly thereafter he took over a tackle shop and slowly got out of the apparel business. Fishing had always been a passion of his, and charter fishing was the logical next next. (His other passion is fresh roasted colombian coffee. Ask and he will explain.) Over the past 25 years, he has been honed his craft and grown his business. All of his customers were accumulated by word of mouth and still most are repeat customers. He takes a lot of pride in he does; producing quality fish for his customers.
The Sarah J was designed and built by Wild Bill and his son, specifically for the type of fishing that Wild Bill specializes in. When Sarah J Charters started (on the previous vessel Sara J) Wild Bill's customers chose to fish with him because he was an alternative to the traditional charter boat. His boat was small and fast with a shallow draft which allowed him to fish where other boats couldn't. Being a center console it was possible to fish light tackle, and chase fish with an angler on the bow. Customers loved this style of fishing, they felt intimately involved in the process of catching these fish, rather than just turning the handle of a reel. As the business grew, Bill realized a need for a larger boat. Spending 70-100 days on the water exposed to all the elements was proving to be very taxing and he realized it just wasn't sustainable. The problem was, his customers wouldn't approve of him trading in his boat for a traditional charter boat. That would mean losing out on all the fishing that they had grown to love. Another option was to trade in the Sara J for a larger center console. The problem here was with outboards costing $25k+ and the need to replace them every 2 years (because of the amount of hours he would put on them) a twin or triple outboard center console, couldn't pay for itself. So Wild Bill and his son built a "Custom 43' Fish-around." It is based on a 43 Wellcraft speedboat, which was stripped to the bare hull, redesigned and rebuilt (new stringers, bulkheads, engine beds, decks, gunwales, transom, house, etc.) The "fish-around" style has a centered pilot house which has doors that close to keep you out of the elements. It is essentially a large enclosed center console. A small staircase gives access to a small cabin forward that has a head and some storage. Sarah J is powered by twin Yanmar 315hp diesel engines, which are connected by 2" shafts to 23" pocket recessed surface piercing propellers. This system is very robust, and has a draft of less than 2 feet. She cruises very comfortably at 26-30 mph and being an open boat, the Sarah J has unmatched fishability. This set up is great for those who are prone to suffering from seasickness. Sarah J is also sporting new Raymarine electronics, a self bailing cockpit and other safety items and equipment, making it one of the safest boats on the water. You will never fish on another boat like it.
Sarah J is fully licensed for 6-pack charter in CT, NY, RI, and MA, and maintains a Federal Migratory Pelagic Species License.
Sarah J is also available for golf charters, private charters, and sightseeing tours.


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Legal & Policy Considerations: Avian Flu
January/February 2006, Avian Flu Summit, Royal College of Surgeons, London
LONDON, 15 November, 2008 — The latest editions of Chambers UK and Legal 500 UK have recognised the London office of Covington & Burling LLP in a combined 22 categories, praising the firm's lawyers for "best-in-class business acumen" and "excellent industry knowledge" as well as "consistent, absolutely top-tier service." The firm's London office has also ...
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Covington Announces Ten New Counsel
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