text:
Banking Sector M&A: Top 10 Issues
Buoyed by a range of catalysts, including earnings pressures and challenges to organic growth, deal activity in the banking sector is likely to gather steam as the year progresses, according to the Deloitte report, Top 10 Issues for Banking M&A in 2014.
"For the first time in years, we are seeing many banks starting to put M&A back into their strategic plans, thanks to healthy balance sheets, improving market conditions and increasing regulatory clarity," observes Jason Langan, partner at Deloitte & Touche LLP. While the Deloitte report indicates large banks and super-regionals are not anticipated to engage in major, transformational deals, many are looking to retool their product mix and geographic footprint. Meanwhile, regional and mid-size banks are seeking asset growth and small banks are looking for scale.
"The deal market will likely remain challenging due to factors such as the focus on EPS accretion and tangible book value dilution that is limiting the multiples buyers are willing to pay," notes Sharon Weinstein, managing director at Deloitte Corporate Finance LLC. "M&A activity—while improving—is likely to remain well below pre-crisis levels," she adds.
The following 10 issues are expected to impact M&A activity in the banking industry throughout the rest of 2014:
1. New regulatory paradigm The due diligence process likely will assume even greater importance under the new regulatory paradigm because buyers need to make sure that potential acquisitions don't have regulatory issues that could delay or scuttle a deal. Banks should consider adjusting their M&A timetables because regulators are taking longer to approve deals. Three to six months used to be the norm; now a year is more typical. Banks will also need to improve the way they integrate deal risk into the agendas of their boards, by improving current stress testing inadequacies and building platforms that deliver consolidated audit trails and effective data transparency as mandated by new regulations.
What to expect: Regulatory restrictions will continue as a major hurdle, although increased clarity may also bring increased confidence. New and yet-to-be issued rules are likely to prompt large banks, in particular, to shed assets and continue to return to core banking business lines.
2. Interest rate environment The Federal Reserve's guidance of monetary policy could influence bank M&A activity. Federal Reserve Chair Janet Yellen said on February 11, 2014, that she strongly supports current monetary policy, which calls to keep interest rates low through 2015*, but the Fed's plans to gradually scale back its bond-buying program could spur rising rates. Higher rates could make deposit liabilities more valuable and increase the attractiveness of banks flush with deposits but lacking an ability to lend.
What to expect:The remainder of the second half of the year may see some deposit-based acquisitions of community banks by small regionals in an effort to expand their footprints and bolster liquidity.
3. Search for capital-efficient growth As substantive organic growth becomes more challenging to achieve, banks are looking at M&A to unlock capital-efficient investment opportunities. In addition to considering acquisitions that expand origination platforms (e.g., auto financing and asset leasing companies), banks are searching for assets that can help widen margins, such as fee-based businesses which may offset credit-sensitive business lines. However, increasing M&A activity is driving up prices.
What to expect: Many banks are moving into wealth management, but the high levels of assets under management could limit the number of banks entering because of the capital necessary to gain scale. In addition, banks are looking for opportunities in the shadow banking sector, specifically in the securities and investments and specialty finance subsectors.
4. Geographic and business line rationalization Using M&A to fill strategic gaps in customer, product and geographic portfolios is one way banks are repositioning for growth. Given new capital requirements, banks have less flexibility to allocate capital globally and, as a result, are retrenching internationally. However, due to increasing domestic regulations, some larger U.S. banks are evaluating acquisitions in less capital-restrictive regions offering broad growth and client service opportunities.
What to expect: Multinationals and super-regional banks may consider divestitures to rebalance markets, prune branches, jettison risk-prone products and services, and right-size their employee bases. After a period of global expansion, some banks are refocusing on strengthening their domestic footprints, prompted by increased regulatory scrutiny and Basel III capital needs.
5. Branch strategy Banks are weighing the value of the branch, how to leverage their existing physical locations and whether to expand or contract their footprints. Some large banks are selling branches to exit non-core markets, while smaller banks are buying them to increase their deposit market share.
What to expect: Banks' efforts to reduce their footprints, optimize branch networks and adopt omnichannel approaches to differentiate the customer experience may drive new M&A.
6. Valuation Prices are rising, especially in the mid-market. Increased focus is being placed on forward price-to-earnings multiples as earnings stabilize and capital is replenished. M&A anticipation, along with solid earnings performance, high capital levels and strong risk management are the likely catalysts for multidimensional expansion.
What to expect: In a strong equity market, many sellers are looking for stock deals to generate longer-term benefits on the upside.
7. Technology and data Technology is becoming increasingly important to bank M&A as institutions seek hardware, software and data solutions to help them differentiate the customer experience, ramp up their use of data analytics, protect information from cyber theft, comply with regulatory requirements and gain a competitive market edge.
What to expect: Companies needing technology and data upgrades may turn to M&A as an alternative to in-house development.
8. Tax When a bank is contemplating an M&A transaction, management may consider the potential impact of a proposed transaction on the value of the deferred tax assets and the potential impact of the deferred tax assets on the combined bank's regulatory capital. An assessment of Foreign Account Tax Compliance Act readiness for a combined bank can help determine gaps in in the bank's compliance function that may need to be addressed.
What to expect: The new reporting and withholding regime will ultimately impact current account opening processes, transaction processing systems and "know your customer" procedures used by non-U.S. banks.
9. Underbanked market Some organizations are eyeing technology as a means to cost efficiently serve the underbanked market, a segment that is typically difficult to profitably serve. Private equity firms have been focused on potential investments in cutting-edge technology providers that offer cost-efficient options.
What to expect: While banks may focus on creative solutions and alliances, it likely will be private capital players outside the banking system doing deals to serve the underbanked or unbanked.
10. M&A readiness For the first time in years, banks are starting to put M&A back into their strategic plans, but the process has changed from pre-crisis days. Acquiring banks may need to be more flexible, nimble and attentive to details, especially with transactions crossing multiple businesses, function and geographies.
What to expect: Look for banks to engage in M&A readiness activities, including gap assessments; detailed due diligence to identify financial, regulatory, operational, cultural and brand risks; and upfront vetting of potential deal synergies and integration costs.
* "Federal Reserve Chair Janet Yellen first semi-annual monetary policy testimony before House Financial Services Committee in Washington," Econoday, February 11, 2014.
Related Resources
Top 10 Issues for Banking M&A in 2014
Financial Services M&A 2014: Rebound Amid Market Challenges
Strong Deal Flow Expected Through 2016: New M&A Trends Report
M&A trends report 2014: A comprehensive look at the M&A market
Data Analytics to Play a Central Role in Banks' Growth Strategies
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Page 2By Jeffrey Rothfeder
Can Information Technology Save the Airlines?
Page 1
: Introduction">
It was an annoying incident that served as an apt metaphor for much of what's wrong with the airline industry: On Christmas Day, Comair Inc., a Cincinnati-based regional subsidiary of Delta Air Lines, grounded about 1,100 flights and shut down for four days, after a computer couldn't keep up with a large number of passenger scheduling changes caused by an ice storm that had hit the Midwest a few days before.
It was an expensive glitchone that cost the carrier about $20 million in revenue and almost wiped out Comair's operating profit in the third quarter of 2004. In the wake of the episode, Comair's president, Randy Rademacher, a 20-year veteran of the company, resigned.
"Comair knew there was a chance there would be a problem," says John Kasarda, a professor of management at the University of North Carolina's Kenan-Flagler Business School, who specializes in airlines.
"They said they had planned on updating their computer system, but other cost pressuressuch as meeting payrollwere too great. So they just hoped that their system, patched together, would work. It didn't. Now they're playing catch-up."
The same could be said of all the major airlines. Technology, at one time a source of pride for the biggest carriers, has become the bane of their existence: Old computer systems often become unhinged, or prove themselves unprepared to handle the needs of the big airlines, while innovation has become the purview of their younger, more inventive competitors.
Thanks primarily to this technology shortfall, the major airlines' costs of operations cannot be controlled in any meaningful way, exposing serious flaws in their once-pioneering business model. The combination of the two has produced the greatest amount of red ink, and simultaneous airline bankruptcies, in the history of the industry.
In just the past three years, the Big Three carriersAmerican Airlines, Delta Air Lines and United Airlinesposted combined operating losses of nearly $15 billion, while United and US Airways are still in bankruptcy.
Now, airline executives concede, nothing short of a radical overhaul of their business model, including the adoption of new technologies, can turn them into highfliers again.
"At this point, if we look at the way airlines typically operate as a model for how to fix our industry, we're setting the bar far too low," says Steve Jarvis, staff vice president of e-commerce and distribution at Alaska Airlines, the nation's ninth largest carrier.
Next Page: Did Sept. 11 cause the decline of the major carriers?
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: Pointing Fingers">
Pointing Fingers
The conventional wisdom is that the decline of the major carriers began after the terrorist attacks of Sept. 11, 2001. Not so.
As early as the third quarter of 2000, following a long-term boom in airline profitability, the large carriers' average cost per seat-mile climbed above revenue per seat-mile (two key measures of carrier performance) for the first time in nearly a decadea sure sign of the beginning of their current decline, according to an analysis by consultants Booz Allen Hamilton.
Part of the problem back then was rising fuel costs, and that's still a concern today. More intractable, however, were the fundamental technological disruptions that confronted the big airlines.
The business model maintained by large carriers, such as American, Delta, Northwest Airlines, British Airways and Alaska Airlinescalled hub-and-spoke, or network, airlines, because they route flights to smaller destinations through central airportsis essentially designed to take anyone from anywhere to everywhere, seamlessly.
At its peak, in the decade or so after airline deregulation in 1978, this remarkably reliable approach produced lower ticket prices, greater productivity and, in most years for most airlines, consistent profits.
It also produced a suicidal addiction to yield-management systems, which had been created by the techno whiz-kids at the airlines to adjust dynamically, minute to minute, the pricing of seats as reservations came in and as the flight date got closer. Because of these computer programs, the airlines were able to charge a business flyer, often a late booker, $1,000, while a tourist sitting next to him was paying $250.
Before long, this technology became a primary profit driver for the carriers, thereby elevating the lucrative business traveler, a by-product of yield management, to the status of Most Important Passenger, responsible for as much as 60 percent of revenues and more than 100 percent of earnings.
That profitable arrangement ended with the arrival of the Internet, or more specifically, buying tickets on the Web. The emergence of sites such as Travelocity and Expedia in the late 1990s made the shadowy and perplexing world of flight ticketing transparent.
Travelers, from families visiting granny to businesspeople, could view fares from multiple carriers in an instant and, not surprisingly, usually chose their least-expensive option. In other words, seats became a commodity, and control over pricing shifted in key ways from the carrier to the customer.
As a result, prices began to fall for all types of passengersjust as the nation's lengthy economic expansion, fueled in part by the Internet, came to a halt. That, in turn, meant corporate belt-tightening and fewer business travelers.
"Yield-management systems made it possible to have more fare types than seats on an airplane," says Henry Harteveldt, a vice president at Forrester Research Inc. "But the airlines got greedy, and their bad pricing strategies caught up with them when the Internet exposed the pricing structures."
With revenue falling, the airlines tried to cut costsusually by demanding labor concessions or trimming airline perksbut their complex system of hub airports, flexible ticketing, multiple connecting flights to every possible location and huge employee pools made that difficult.
Meanwhile, the discount airlines, such as Southwest Airlines, JetBlue Airways and AirTran Airways, which generally offer nonstop, point-to-point flights, often from smaller airports, faced none of these constraints. The result: As the large carriers stumbled, the low-cost airlines entered their greatest period of growth. With a much simpler business model and newer operations, the low-cost carriers could bring to bear newer technology, such as the Web, internal networks and productivity enhancers, to handle many of the administrative, operational and customer-facing activities that the large airlines had to trust to aging legacy systems or manual processes.
As a result, the low-cost carriers have kept their costs downfreeing them from having to concentrate too much on increasing revenue, especially during difficult economic periodswhile riding discounted ticket prices to profitability. In 2000, the discount carriers' cost per seat-mile was 7.2 cents lower than that of the hub-and-spoke airlines.
Most telling, 65 percent of that cost advantage was the result of savings in scheduling, operational processes and ticket distribution systems, according to Booz Allen Hamilton.
By the third quarter of 2004, after firing thousands of workers and extracting salary and benefit cuts from those employees who kept their jobs, the large carriers had trimmed the cost per seat-mile differential with low-cost airlines to 4.8 cents. But revenue per seat-mile for all the carriers was still well below 1998 levels, and the top seven hub-and-spoke airlines reported operating losses, on average, of 7.6 percent of sales. By contrast, the much healthier low-cost carriers produced an average profit margin of 3.6 percent.
United and US Airways are still in Chapter 11the first time two major carriers have sought bankruptcy protection at the same time.
The large carriers, experts say, suffer from a common business problem: They know they have to cut costs, but they have not been self-critical enoughat least not until very recentlyto attack their most stubborn expenses, because doing so would require a fundamental change in the way they operate.
The big airlines keep slashing at the obvious expenseslabor, a frill or two, an underused hubbut continue to sidestep the more pressing need to purge their systems of the overwhelming complexity that makes true cost-cutting so difficult. To do that would require tearing down old systemshardware and softwareand rethinking, like many industries have in the past couple of decades, the role of technology and automation to improve productivity and customer service.British Airways is among the leaders in that effort, but even it has not yet landed safely.
"For a lot of airlines, technology has been something appended to their businessan add-on application that's little more than window dressingwhen in fact technology is as central to the success of an airline as the lift underneath the airplane's wing," says Forrester's Harteveldt.
The most obvious potential cost savings are in ticket distribution and interaction with customers. Through Web ticket sales and check-in, as well as airport self-service kiosks for handling baggage and boarding questions, airlines can save as much as $15 a ticket and significantly cut employee expenses. Alaska Airlines (along with sister Horizon Air) claims to have been the first domestic network carrier to book a seat over the Internet, in 1995, as well as the industry pioneer in Web check-in and airport kiosks.
Since then, most carriers have followed suit, although usually without as much success, either because they haven't made Internet booking a priority, or because integrating Web check-in with their internal systems has been too difficult, and the resulting customer interface is sluggish, or not attractive enough to catch on widely with customers.
Page 3
: A Tech Strategy"> A Tech Strategy
Of all the mainline domestic carriers, Alaska has been the most bullish on technologyand results seem to indicate that its strategy is paying off. Alaska says that about a third of its revenue comes from its Web site, compared to more than 60 percent for discounters such as Southwest and JetBlue, but just 15 percent, or so, for large airlines such as Delta and American.
Thanks primarily to Web ticketing and stingier policies regarding travel agency commissions, Alaska, which is headquartered in its hub city of Seattle, has shaved off about $60 million in distribution and selling expenses since late 2001. Additional savings are expected from Alaska's reengineering of its computer architecture.
Alaska is also heavily promoting a technology to the lower 48 states that it developed in Juneau: The technology uses global positioning satellites to land in bad weather. In January, the Federal Aviation Administration gave Alaska the okay to use the system at California's Palm Springs International Airport, but the carrier hopes to spread the technology to other airports in the next couple of years. The airline claims that the GPS approach, which so far it alone is using in the U.S., would have allowed it to land 21 of 24 Palm Spring flights that were diverted, cancelled or delayed last year.
Thanks to such initiatives, Alaska has become the lowest cost U.S. network carrier (10 cents per seat-mile versus 14 cents for Delta, for example) and the most profitable, with an operating margin of 6.9 percent in the third quarter of 2004.
Alaska will never be a discount carrier, says e-commerce staff vice president Jarvis, because its hub activities are too costly and much of its business comes from companies such as Microsoft Corp., Boeing Co. and Hewlett-Packard Co., which require flexibility in the form of late bookings, first-class seats and the ability to change plans. "But philosophically we're trying to deploy a low-cost carrier's architecturecost control, quick turns and operational simplicitywhile we want to provide a high level of service and enjoy a revenue premium because of what we do," says Jarvis.
"Our model is companies in other industries, such as Target, Nordstrom, Starbucks and Costco, that are able to drive value at a higher revenue point."
Widespread computerization is now three decades old at some industries, and as many as four to five decades in others. Yet the network carriers' lack of automation is, unfortunately, their most salient characteristic, experts say.
What other industry, for instance, would allow its most important employees to carry around manuals, maps and related documentation, the way pilots do, to perform jobs that are generally routine but at times require split-second thinking?
With so many essential safety rules governing every flight, this paperbound system severely slows down the pace of a business that makes money only when the planes are flying.
The benefits of jettisoning this old-fashioned approach have been aptly demonstrated by JetBlue Airways. The five-year-old discount carrier has been so stingy that its cost per seat-mile is more than a penny below industry-standard Southwest.
As with so many aspects of its business, JetBlue, a start-up with no legacy technology to reinventin fact, 75 percent of its information systems is devoted to new projectsis in the enviable position of being able to reexamine every feature of its operations before committing to a system. As a result, the carrier made some radical cost-saving decisions, such as creating a virtual call center with hundreds of agents working out of their homes.
But it was the situation in the cockpit that needed the most attention, because what went on in the cockpit slowed down operations, and that cut into potential revenue. So the airline equipped pilots and first officers with laptops and access to the Web to retrieve manuals electronically, perform load calculations, submit airplane data and ease flight clearances and updates. This speeds turnaround time by as much as 15 or 20 minutes, says Todd Thompson, JetBlue's vice president of IT.
For the large carriers, it would take more than a paperless cockpit to get planes back in the air quickly, although that would be a good start, experts say.
The problem is that, in order to manage many connecting flights and not inconvenience passengers too greatly, these carriers generally stack arrivals and departures in peak periods. That results in long aircraft turnaround timesplanes can sit for three or four hours on the tarmacwhile passengers and baggage must be moved from one side of an airport to another, and traffic congestion builds up.
Productivity necessarily falls and labor costs rise as manpower expenses are driven by how long an aircraft sits idle at the gate.
To mitigate this, while not completely replacing their business model or adopting the rules of low-cost airlines, the network carriers need to shift to so-called rolling hubs, says Tom Hansson, a Booz Allen vice president who specializes in airlines. This approach involves eliminating rush-hour connecting flights in favor of a continuous all-day schedule of arrivals and departures designed to meet the needs of nonstop passengers rather than those of the connecting flyer; the latter, after all, provide about 45 percent lower revenue per seat-mile than do point-to-point travelers.
In other words, connections might be lengthier, but airline operations would be sped up, thus enabling the carriers to get more of their planes in the air with more profitable customers in the seats. To make this work, Hansson adds, the airlines would have to invest in technology to improve scheduling, compress baggage handling and speed up airport logistics.
"The airlines schedule flights to arrive and depart in peaks to provide effective passenger connections," says Hansson. "The result is low labor and aircraft utilization, and a system structured around the needs of the least profitable customers. By redesigning the network around the needs of the local passengers, making connections a by-product of the operation, it's possible to nearly halve turnaround times, increase aircraft utilization, reduce congestion, and significantly improve labor productivity."
Page 4
: Generating Revenue"> Generating Revenue
These kinds of suggestions are not new to the network carriers, but even as they struggle with how to keep their identity as full-service airlines, and achieve hefty cost cuts at the same time, they can't afford to neglect shrinking revenue.
Since 1978, airline revenue per seat-mile has declined an average of 1.8 percent annually. This reflects post-deregulation competition, marked by low-cost carrier fares as low as $200 for a round trip from New York City to Los Angeles, and by price wars, such as Delta's recent 50 percent fare reduction, which was matched by other large airlines. Making matters worse, most passengers have very little loyalty to individual airlines; they simply buy the ticket that meets their needs at the lowest cost. Or, as Forrester's Harteveldt put it in a report: "Airlines don't own their customers; they lease them flight to flight."
To illustrate this, in a 2002 study, Forrester found that 39 percent of United's U.S. passengers also flew on American Airlines, 28 percent flew Southwest and 21 percent traveled on US Airways. Numbers like these are particularly vexing to the airlines, because they discount the value of the large carriers' heavily promoted frequent-flyer programs, which hold out the inducement of free tickets for repeat business.
As it turns out, these marketing campaigns fail to engender significant customer loyalty and each year cost the airlines as much as 10 percent of their total passenger miles in redeemed awards.
In order to keep revenues from falling any further, and to give cost cuts a chance to have a positive impact on bottom-line earnings, the airlines are beginning to realize that they have to do a better job of using the huge storehouses of information they have collected about consumers from ticketing, Web sites, e-mail, frequent-flyer programs and credit cards. Most of this information has gone untouched, lost in the database systems that were layered one on top of another every time a new customer service application or an Internet ticketing program came online.
Airline executives say that improving their ability to alert customers to special deals based on their travel habits, or customizing the flying experiencethat is, giving passengers meal or entertainment preferences without making them feel like it is an imposition, or calling passengers by their names, the way some high-quality hotels dois a must if carriers want to build a loyal customer base.
But achieving this level of data mining requires replacing legacy systems with a much smaller, integral network, says British Airways CIO Paul Coby, and most carriers are unwilling to commit to such a wholesale investment in technology. Coby, who was named to his post at BA just days after the Sept. 11 attacks, has received strong support from the airline's management to do whatever he must to modernize the company and eliminate its wasteful technology.
Now, in the middle of what he calls a post-Sept. 11 "strategic fight back," Coby says that perhaps his most important accomplishment to date is overhauling the airline's internal network so that customer data is now available in a form that can be used to the advantage of both the business and customers at the marketing, sales and operational levels. Coby sees it as a competitive edge that's responsible, in part, for the company's recent stellar performance in a disastrous business environment. In fiscal 2004 (ended March), BA was one of the few standouts among network carriers, with operating income of $740 million, an operating margin of 5.4 percent and a sharp turnaround from a loss of $202 million two years earlierand BA managed this even though revenue has slipped 8 percent in that period. "My view has been that IT revolutionizes the airline industry once a decade," says Coby.
"Our relationship with our customers is changing completely. We know what customers want by how they interact with us. And we are building simplified systems that allow us to respond to customer preferences."
"Few Survivors Predicted: Why Most Airlines Are Caught in a Tailspin"
Knowledge@Wharton, Jan. 26Feb. 8, 2005
Flight for Survival: A New Business Model for the Airline Industry
By Tom Hansson, Jürgen Ringbeck and Markus Franke
Strategy & Business Magazine
Summer, 2003
Although they may be progressing too slowly for their own good, the large airlines are in fact addressing some of the basic flaws in their overly complex business models.
Delta and United, for example, are creating hybrid flight networks by trimming their hub-and-spoke operations where possible and shifting business to newly launched low-cost carriers such as Song and Ted. These new companies are still a very small part of the large carriers' operations; nonetheless, they have surprised many airline analysts by operating at costs per seat-mile on par with discount carriers.
And all of the large carriers are at least paying lip service to the importance of finding technological solutions to their most profound problems. Recently, for instance, the airlines have begun to turn up the heat on travel agents to use Internet-based booking for purchasing tickets rather than the large mainframe systems that have been the industry mainstay for years.
If successful, this lobbying effort could save the airlines as much $10 per ticket, experts say.
But experts argue that these are piecemeal changes and that nothing short of a radical departure from the past will save the airlines this time around. The consensus for the future of the U.S. airline industry is that it will be composed of one international carrier, possibly United; two large domestic carriers, perhaps Delta and Southwest; a smattering of regional airlines, which can also provide network services, such as Alaska Airlines; and a few low-cost carriers, with JetBlue leading them.
That's conjecture, of course. But what isn't in doubt is that the threat to the mainline carriers, despite their post Sept. 11 rhetoric, is primarily internallinked more to their own operational deficiencies and lack of imagination than to any external problems they can conjure up.
"This isn't child's play," says UNC's Kasarda. "It's an industry that's not going to look the same ever again. Look, in a strong wind even turkeys can fly, and the airline industry has shown that in the past. But now there's no windand a lot of turkeys."

subset: commoncrawl


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Do you base farm decisions on soil quality? Clay Mitchell does, as he deems it the ultimate resource. That's why he redistributes accumulated topsoil across parts of his family's 2,500-acre Buckingham, Iowa, corn and soybean operation. Besides building long-term soil productivity, moving surplus topsoil from valley to hilltop also boosts land value.
Known for leveraging technology to advance conservation and efficiency, Mitchell's farm-wide local-area network (LAN) streamlines precision-elevation mapping, soil-quality metrics and results tracking (see yield map and chart/slide 49).
Mitchell, who also runs a land-investment firm, scrapes black gold from surplus topsoil areas along grass waterways to achieve a more uniform goal of 8 in. topsoil on the farm he operates with his great uncle Philip. This adds roughly $6,000/acre to eroded areas (see sidebar) for a cost of $810/acre (labor and machinery).
Mitchell used a prototype of Deere's Surface Water Pro Plus and iGrade advanced ditching technology, inspired by the next-generation advanced landforming technologies of David Cox and
, Broughton Boydell, both Australian farmers who have commercialized landforming products, called OptiSurface (http://www.optisurface.com) and Precision Cropping Technologies (see http://pct-ag.com/). A giant step beyond laser leveling flat fields, landforming across many thousands of acres of rolling terrain precisely optimizes water infiltration to avoid ponding and overly dry areas.
Check the math
The $6,000/acre increased farmland value from Mitchell's strategic earthmoving accrues to 17.8 acres of low-value knolls with eroded topsoil. Three years' data shows that this soil restoration added 110-bu. yield increases in return for 216 hours' of scraping (1,480 trips), moving 14,720 cu. yards of high-value topsoil.
"Land here in northeast Iowa sells for $150/Corn Suitability Rating (CSR) point," Mitchell says. "So if we brought that up to an 80-CSR equivalent, we have added $12,000/acre to those areas, so the $6,000 estimate is pretty conservative.
"So the value of the land-value increase from evening out topsoil can be calculated from projecting the improvements in future cash flow, or the increased marketable value with a CSR proxy, and we conservatively get about the same value."
His technology-enhanced erosion remediation physically moves and rebuilds topsoil depth in selected eroded areas "accomplishes in one day what would take a crew of 12 to do without telemetry (real-time data gathering)," he says. With 1 acre-inch of soil weighing 165 tons, multiple machines with automated mapping speed things considerably. Because we no-till/strip till and cover crop, this selective soil moving should last for as least several decades," he says.
"As soil erodes from higher to lower elevations, RTK maps show where it's moved. We can also use RTK maps to compare where we've scraped out grass waterways and added the soil somewhere else in a field. We look for low-productivity areas to restore, and have aerial photos extending back to the 1930s," Mitchell says.Thanks to telemetry, each pass across a field contributes more data to a field's elevation map. "It's also good for identifying areas with erosion," he says.
See the numbers
Here is information that enters into Clay Mitchell's calculations on how restoring accumulated topsoil boosts land value:
Current Iowa land values:
- Low grade: $3271/acre
- Medium grade: $6,721
- High grade: $9,346
- Cost per acre: $810
- Yield increase per acre: 110 bu.
- Land value increase per acre: $6,000
- One acre-inch=134 cu. Yards
- Typical cost/cu. Yard=$2 translates to $270/acre-inch
- Total round trips with scraper: 1,480 trips
- Total hours operating scraper: 216 hours
- Estimated weight of soil moved: 19,800 tons
- Total area of reclaimed cultivated land: 0.6 acres
- Total area of landscape restoration: 17.8 acres
- Total volume of soil moved: 14,720 cubic yards


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Original URL: https://www.theregister.com/2007/11/02/leopard_security_analysis/
Security site knocks spots off Mac OS X Leopard firewall
Even when you turn it on it's no good
Posted in The Channel, 2nd November 2007 19:24 GMT
It's been a rocky week for security-conscious Mac fans. A rare appearance of a Trojan targeting Mac fans made it out onto the net and the release of Apple's much vaunted Leopard operating system was marred by security concerns about its firewall.
Reports of Leopard installs hanging at boot, behaviour compared by some to the Blue Screen of Death of Windows notoriety, didn't help either. An unsupported add-on extension for a Logitech mouse drive has emerged as the main suspect behind that stability issue.
Much has been made of the Trojan, dubbed RSPlug-A, after it was found on several porn websites. To get infected, users have to give explicit permission for the malware, which poses as a codec, to run. The firewall issue, by contrast, affects all users upgrading to Leopard - not just those hunting for free skin flicks.
Users upgrading to Leopard found the built-in firewall deactivated when they upgraded from Tiger, the previous version of Mac OS X. This removes an important defence against hacker attacks and a removes a way to prevent Mac computers infected by a worm from spreading infection. Admittedly, this is a unlikely risk, but the failing of the firewall is a surprise, given that improved security was an Apple design goal for Leopard.
A review by Heise Security found issues with the firewall run deeper than simply been turned off by default. Even after activation the technology has a number of shortcomings.
Setting a poor example
Heise notes that, in contrast to the Windows firewall, the Leopard firewall does not include a setting to allow a distinction to be made between trusted corporate networks and riskier environments, such as Wi-Fi hotspots.
If a user selected "Block all incoming connections" the firewall reportedly blocks most ports and services, but not all. Potential hackers might be able to communicate with system services such as a time server and (possibly and more seriously) with the NetBIOS name server, according to Heise. Adding to the problems, Leopard bundles older versions of three-party open source tools known to contain security bugs.
Heise's overall verdict is damning. "The Mac OS X Leopard firewall failed every test. It is not activated by default and, even when activated, it does not behave as expected. Network connections to non-authorised services can still be established and even under the most restrictive setting, 'Block all incoming connections', it allows access to system services from the internet," it concludes
"Apple is showing here a casual attitude with regard to security questions which strongly recalls that of Microsoft four years ago," it adds.
Other researchers have criticised Leopard's firewall, albeit to a lesser extent than Heise. Security blogger Rich Mogull reckons the firewall is a mess but he takes issue with a key Heise finding. He agrees that with "stealth mode" enabled on the firewall services show up in port scans. Crucially, however, they can't actually be used.
In fairness it's worth pointing out that Leopard's firewall in less than a week old. Glitches and security bugs accompany every major operating system upgrade, not just those from Apple.
Windows Firewall was long present in XP, but never activated by default until Service Pack 2, after the Sasser and Nimda worm outbreaks had concentrated minds at Redmond.
Let's hope it won't take a similar such incident to spur Apple into action. ®


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Sophie Conran Blue Rimmed Soup Plate Florence
Product Description
The Sophie Blue collection is a timeless design inspired by traditional English sponge ware. In a rich, deep blue, this collection can be used as a stand alone pattern or used as accent pieces to the Sophie Conran for Portmeirion range in white. Perfect for every day and special gatherings, Sophie Blue is available in a wide range of tableware and serving pieces and the mixture of designs creates a wonderful assortment on the table.
- Material: Porcelain
- Dimensions: 25cm/10 inch
- Care: Dishwasher Safe, Microwave Safe, Oven Proof, Freezer Proof
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UK mainland delivery from £3.95
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[JURIST] The American Civil Liberties Union (ACLU) [official website] filed a federal class action lawsuit [complaint] on Wednesday against the city of Biloxi, Mississippi, the Biloxi Police Chief, a Municipal Court judge and Judicial Correction Services, Inc. for allegedly arresting and jailing poor people illegally in debtor's prisons. The plaintiffs were arrested [press release] for failing to pay traffic fines and held in jail for up to seven days without a hearing and were not informed of their right to counsel. The ACLU argues that the detentions violate citizens' rights under the Fourth Amendment to be free from unreasonable searches and seizures without probable cause and the Fourteenth Amendment right to hearings on the ability to pay, which was granted by the Supreme Court in 1983.
Although the US Supreme Court [official website] outlawed the practice of incarcerating people for court-imposed debts over 30 years ago, many local and state governments are still accused of jailing poor people in "debtors' prisons." The ACLU filed a lawsuit against Benton County [press release] in Washington earlier this month, claiming it unconstitutionally collects court-imposed debts. In March the ACLU filed a similar suit [press release] against DeKalb County in Georgia. In 2014 the Supreme Court of Ohio [official website] warned state judges to end the policy [JURIST report] of imprisoning people who are unable to pay court fines. The ACLU of Ohio had released a report [JURIST report] the previous year urging the Ohio Supreme Court to bring an end to the debtors' prisons.


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Cat Cave Cat Bed - Purple & White
The Cat Cave is perfect bed for your cat, they will love to snuggle up in the cozy cave and sleep the day away. The Cat Cave is a cozy and comfortable cat bed handmade from all natural wool. Each Cat Cave is made with love with the highest quality wool available to ensure that your cat is happy and healthy.
Width - 15-17 inches
Height - 8-9 inches
Hole - 7-8 inches
Fits all cats up to 16 lbs
We are proud to offer fast, free shipping anywhere within the continental U.S.
PupLife ships to all lower 48 states. We do not ship to Alaska, Hawaii or outside of the U.S. Please provide a reliable, physical address to accept your package delivery. We do not ship to Army Post Offices (APO) or Fleet Post Offices (FPOs) at this time.
Most PupLife products ship out from our warehouse on the same day - at the latest 48 hours. Exceptions include some Dog Beds and Dog Tags (usually 3-5 days), Personalized Dog Bowls (usually 2-3 weeks) and Personalized Dog Collars (also 2-3 weeks). If your order contains multiple products from different manufacturers, your order may ship in multiple parcels. These packages may arrive on different days.
Easy Returns
PupLife has a hassle free Return Policy. You may return any non-personalized PupLife item in new, unused condition for a refund of your money, within 30 days of date of purchase - no questions asked. Please note ALL returns will be assessed a 20% return processing fee.
We do not do exchanges. Instead, please return your unwanted/unused item for your money back, and place a new order.
Items returned after 30 days of delivery are not allowed, and they will NOT receive a refund. These items are donated to a local dog rescue shelter or returned to the customer, at PupLife's discretion.
Personalized items (including custom dog bowls, as well as engraved dog tags and collars) are not returnable. Please be sure to measure your dog and make your selections carefully. We do not refund shipping charges unless we sent the wrong item.
Please send your returns to the following address:
45 Blue Star Highway
P.O. Box 980
Douglas, Michigan 49406
Include your packing slip if possible along with your name, order number, phone number, and most importantly, your e-mail address. We will e-mail you when your return has been received and processed. Please note that we do not pay for return shipping. We strongly recommend that you insure your package so if it is damaged during the trip back, you aren't liable.


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Freedom Isn't Free, And Neither Is Taking a Photo With Newt Gingrich
For many of us, getting a photo taken with Newt Gingrich isn't on the bucket list, but some people would pay good money for a snapshot with the Republican presidential candidate. And they'll have to, because as of today, Gingrich is charging $50 for photos at public speaking events.
Before now, Gingrich supporters have been able to pose for pictures free of charge. Those photos were then uploaded to his website, so that you could show off to all your friends and family. You can still get yourself featured on the site, as long as you're willing to shell out the 50 bucks.
On Monday night, those paying for a photograph were also told they could find their photos on Gingrich's website, after they had filled out a form providing their credit card information.
To be fair, the Gingrich campaign is in need of some funds, and charging for photos is a quick way to do that. On the other hand, it recalls those sad little booths at Comic-Con where you can pay to have your picture taken with the original Timmy from Lassie.
[Image via AP]


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I'm a casual runner who tends to come in mid-pack on a 5K race.
If I really push myself on a 4-mile run, as I get toward the end my heart rate approaches 190 BPM and my fingertips and lips feel tingly. Is that from lack of oxygen? Am I getting fit or am I being stupid?


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The mobile gaming market is a hit-or-miss industry and this volatility has taken its toll on many game-developing companies over the past few years. Companies like Zynga (NASDAQ:ZNGA) and Glu Mobile (NASDAQ:GLUU) have fallen prey to this uncertainty due to their inability to consistently create attractive games. Consequently, stocks of both companies have consistently tumbled since they went public.
However, it seems like this trend is changing as both Zynga and Glu have appreciated considerably in the last few months. But will the companies be able to sustain this run in 2014? Let's find out.
Glu Mobile's impressive plans
Glu Mobile's run-up in the stock price has come solely because of the company's stellar quarterly results. Glu delivered record quarterly revenue of $42.8 million, up 62% year over year, while adjusted EBITDA came in at $6 million. The company thrashed Wall Street estimates and even revised its top- and bottom-line guidance upward. Although Glu's shares have shot up nearly 18% in 2014, it still has more upside potential.
The flavors of the mobile gaming market change habitually as gamers tend to get bored within a few months of playing any game (you don't play Angry Birds anymore, do you?). Therefore, it's important for any company to either constantly come up with chart-topping games or make regular updates to prolong the popularity of existing games. The latter seems to be easier to execute and that is exactly what Glu Mobile is doing.
Glu's success was largely driven by the success of its Deer Hunter 2014 title, so the company will be making content updates in the coming quarters to ensure that gamers don't lose interest. In addition, it will also launch the sequels of its famous Frontline Commando and Contract Killer franchises.
Also, Apple's (NASDAQ:AAPL) contract with China Mobile is a likely tailwind for Glu as Apple's App Store contributed close to 64% to Glu Mobile's revenue. Analysts predict that Apple will sell an additional 20 million phones in China in 2014, and this can boost Glu Mobile's sales as well. In addition, China's smart devices gaming industry is growing at a rapid pace. The nation's mobile games market jumped over 370% year-over-year in 2013 to nearly $2 billion and is expected to grow another 94% in 2014.
As evident from the above chart, the Chinese smart devices gaming market will continue to grow at an overwhelming pace for at least a few years. Thus, the Apple-China Mobile tie-up can be a massive growth driver for Glu.
Moreover, Glu Mobile will be pumping out 30 games in 2014 to benefit from the growth opportunity and what makes this fact even more impressive is that the company will achieve this feat with a small workforce of 521 people. Given that it has such competent employees, it is well set to sustain its run in the foreseeable future.
Zynga looks dubious
Like Glu, Zynga also witnessed a decent run-up in its share price in 2013. Its fortunes turned around when Don Mattrick replaced Mark Pincus as the CEO. The company managed to beat analysts' estimates in the last two quarters. However, whether it will sustain this trend is yet to be seen.
The primary reason behind Zynga's recent success were cost-cutting initiatives and reduction in its workforce. The company sacked 520 employees in mid-2013 and continued down the same road by slashing nearly 15% of its workforce in January 2014.
While there's nothing wrong in reducing losses, Zynga cannot continue doing this forever. It will have to consistently come up with chart-topping games in order to return to profitability. The $527 million acquisition on NaturalMotion may be a step in the right direction, but the breakeven line is far, far away and there's still a long way to go before Zynga benefits from this purchase.
Moreover, you should keep in mind that Zynga's last high-profile acquisition of OMGPOP ended in a big disaster as the company lost a whopping $528,000 on a daily basis because of this acquisition. Thus, Zynga needs to concentrate more on game developing to achieve long-term success. As of now, Glu Mobile looks a better bet out of the two.
It is clear that Glu is the gaming stock to buy right now as opposed to Zynga. Zynga could be a good buy in the future if the company comes up with chart-topping games, but until then, investors should stay away.


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London police try to identify stowaway who fell from the sky
2:08PM EST December 10. 2012 –
Police in London are trying to determine the identity of a man who literally fell from the sky.
The mystery started on Sept. 9 when residents of a suburban street in the Mortlake neighborhood of West London woke up on that Sunday morning to find the body of a man on the sidewalk of Portman Avenue, the Associated Press reports.
Detectives at first believed he was a murder victim. Then they concluded that the man had fallen to the ground when a jet passing overhead lowered its landing gear as it neared the runway at nearby Heathrow Airport. They believe he was a stowaway and that he was dead even before he fell to the ground.
A post mortem conducted two days after the body was found listed the cause of death as "multiple injuries," according to the AP.
The incident has startled neighbors, who placed flowers on his body's landing spot days later.
"I felt, what was he running away from? What made him think he could he could? And how will his family ever know? He's a lost soul now; his father and mother are probably waiting for him to make contact," resident Catherine Lambert told the AP.
Police said the man is believed to be an African of slight build between the ages of 20 and 30. He was wearing jeans, white sneakers and a gray sweatshirt. He had a tattoo on his left upper arm of the letters "Z" and "G" with a horizontal line through the "Z".
The U.S. has also had its fair share of stowaways. The Federal Aviation Administration counted 86 stowaways between 1947 and 2010. Since 1996, there have been nearly five stowaway instances a year around the world.


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Ep 44. Making Idiots Experts Again
On this episode: It's the season 3 premiere. The guys are back to make podcasting great again. Which superhero battle represents the hosts? Why does Paul keep talking about someone named Heather? Why does Billy suddenly care about the war … Continue reading
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The Better Business Bureau of Chicago and Northern Illinois is warning residents of flood-related scams.
"There will be dishonest businesses that will exploit the situation and try to scam homeowners and businesses that are in need of making repairs," president Steve Bernas said in a news release. "While there may be a sense of urgency, we encourage consumers and business owners to carefully consider repair contracts and not rush into making decisions that can aggravate an already stressful time.
The Better Business Bureau also provides a free online service to locate accredited contractors at www.bbb.org.
Tips to consider for those with water damage include:
• Research contractors.
• Request bids from two or three different companies.
• Base all bids on the same criteria.
• Do not automatically pick the lowest bid.
• Do not give in to demands to make excessively large down payments, and do not make a full payment until all the work is done to your satisfaction.
• Determine whether the contractor has the proper insurance.
• Ask to see any required state or local permits, or licenses.
• Check with your local and county units of government to determine if permits or inspections are required.
• Work with contractors who have a verifiable track record.
• Get all estimates in writing.
For more information, visit www.bbb.org.
The Energy Education Council in Springfield has also offered tips for residents to stay safe during and after a flood.
They include:
• Do not drive in flood waters. It is difficult to tell by sight how deep floodwaters are. It only takes 6 inches of water for a car to lose control and stall. The car could be swept out of control and into electrical dangers.
• Stay away from downed power lines or damaged equipment, warn others to stay away and notify your utility company.
• Do not enter flood waters on foot or in boat. Floodwaters hold unknown dangers. The water could be energized or could sweep you into electrical equipment. Six inches of moving water can knock a person off his or her feet.
• Use extreme caution when entering a flooded basement or room because water could be in contact with plugged in appliances or outlets, energizing the water and making it dangerous to step in. If there is any question that water could be energized, do not enter the area.
• Do not stand in water to turn on or shut down electrical power. Never do projects or tasks involving electricity if you are wet or standing in water.
• If instructed to do so, turn off utilities at the main switch before evacuating. Unplug appliances and electronics. Do no re-enter your home until you are certain it is safe. Never turn on natural gas. Only professionals should turn on natural gas.
• Have a sump pump with a back-up battery in case the power goes out and an alarm to alert you of flooding.
• Replace appliances and electronics that are water damaged.
• Elevate the water heater, electric panel, and furnace if your home is flood-prone.
The McHenry County Emergency Management Agency is reminding residents that sandbags are available through their township or municipality to protect homes from flooding.
Those living in incorporated areas of the county can contact their municipality or local township for sandbag supplies.
It is recommended that plastic sheeting, available at local retailers, be used with sand bags.
Instructions on setting up an effective sandbag barrier are available online from the Illinois Emergency Management Agency by visiting www.co.mchenry.il.us.
Tips from the Army Corps of Engineers when sandbagging include:
• Use a treated burlap sack that is 14 inches wide and 24 inches long. Fill two-thirds full if untied. Use tied bags (filled slightly fuller to hold plastic sheeting or straw bales in place).
• A two or three person operation works best.
• Consider vehicle transportation and access to flood site when bags are filled at a distant location.
• Fill the bags with sand, silt, clay, or gravels. Straw bales, concrete jersey barriers and ecology blocks can also be used.
• Remove debris from areas where you plan to place sandbags.
• Place bags lengthwise and parallel to direction of flow with the open facing upstream.
• Fill low spots first and start at the downstream end and 1 foot landward from river.
• Fold the open end of the bag under the filled portion.
• Place succeeding bags tightly against and partially overlapping the previous one.
• Offset adjacent rows by one half bag length.
• Use proper lifting techniques.
• Use work gloves and avoid contact with eyes.
• Wear adequate layered clothing and wear boots.
• Use caution around heavy equipment operations.
• Wear with reflective material for night work.
For more information, call the McHenry County Emergency Management Agency at 815-338-6400.
The McHenry County Department of Health cautions residents that flood waters can contaminate both food and drinking water with bacteria, viruses and other organisms.
Common water-borne illness symptoms include nausea, vomiting, diarrhea and abdominal cramps.
If persistent symptoms develop after long exposure to flood water, residents should seek immediate medical attention.
Parents should also restrict children from playing in flood waters, and people who come in contact with flood water and have open wounds should made sure their tetanus shots are up to date.
If private well caps have been submerged, the water could also be contaminated. To reduce the risk of illness, water from the wellsshould not be consumed unless tests confirm it is clear of coliform bacteria.
The health department will perform free testing for flooded pricate water wells after flood waters have receded.
Other tips include:
• Wash hands thoroughly with warm water and soap before handling, preparing or eating food.
• Disinfect any foor preparation surfaces that may have been contaminated by flood water.
• Any food or beverage containers should be carefully examined.
• Flooded, non-permeable surfaces of indoor areas must be scrubbed with warm, soapy water.
• Wash all linens and clothing in hot water or dry clean.
• If there is sewage backup in the basement, it can be disposed of by pumping it into the toilet or floor drains if they are connected to the sewer system.
• Do not pump seage-contaminated water into the yard or street.
For more information, visit www.mcdh.info or call 815-334-4585.


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Program Description
As a Computer Science major, you'll take courses in topics such as:
- Foundations of computer science
- Programming and problem solving
- Data structures
- Language programming
- Systems analysis and design
- Database management
- Software engineering
The curriculum focuses on imparting a strong foundation in computer sciences, while instilling a lifelong love of learning —essential to success in this ever-evolving field. The coursework supports learning in both theory and practice, investigating the philosophical underpinnings of the discipline and providing hands-on experience with technological problem-solving. Most courses have a lab component, helping students build a strong set of technical skills.
Choose Your Focus
Bachelor of Arts/Bachelor of Science in Computer Science
This degree track offers a comprehensive study of the discipline of computer science, preparing graduates for careers in highly technical fields.
Bachelor of Arts/Bachelor of Science in Computing & Information Systems
This degree track combines practical aspects of computer science with foundation knowledge from the School of Business, preparing graduates to efficiently utilize technology in a business environment.
The MC Experience
The Department of Computer Science and Physics is a dynamic environment, energized by the relationship between one of science's oldest disciplines and one of its newest. Physics describes the foundation and building blocks of the physical world; computer science is one of the most exciting fields to arise out of that set of rules. Students of both must balance theory and practice as they master the art of problem solving. In the Department of Computer Science and Physics, we offer students a chance to experience the challenges and rewards of solving problems and overcoming challenges, using mathematics and technology as tools. Coming from a variety of backgrounds, the computer science faculty represent a rich, diverse selection of skills and expertise.
How You'll Learn
Hands-on experience comes easily, with an environment that offers students lots of opportunities to demonstrate what they know and put their skills to work. State-of-the-art technology and dedicated computer science labs ensure that the right tools for learning are always available. Students can also tailor their learning to their goals, with opportunities for individual learning and research.
Internships help computer science students build their resumes and their skills. Computer science students have interned with the Office of the Secretary of State of Mississippi, the Mississippi Attorney General, the US Army Corps of Engineers, General Electric, General Dynamics, Stennis Space Center, Hughes Aircraft, Teledyne Brown, Ergon Caterpillar, Inc., Horne, LLP, Mississippi Department of Information Technology Services, the Waterways Experiment Station, and many more.
What You'll Do
Participate in Pi Mu Epsilon, an honor society for mathematics, and help promote mathematics on campus while supporting the scholarly development of your fellow members.
Where You'll Go
Recent Graduates
Some of our recent computer science graduates are attending grad school at Arizona State University, Mississippi State University and University of Florida. Others are employed at organizations such as Bomgar Corporation, Cellular South, and University of Mississippi Medical Center.
Outstanding Alumni
MC's Computer Science alumni are a successful bunch, making a significant impact in their workplaces wherever they go. For example, Ann Speyer, who is currently President and Chief Strategy Officer at A+ Government Solutions, Inc. (and formerly served as CIO of the Smithsonian Institute). Or Craig Lowery, a Technology Strategist at Dell Inc. Or Steve Safigan, President of Foundations for Tomorrow (and former founder and president of Universal Tax Systems). Or Brian Long, a system administrator at Cisco Systems. Or Trent Townsend, a well-known computer security expert. Others are employed with Bank of America, IBM Corporation, Lockheed Martin, Trustmark National Bank, and the US Army Corps of Engineers.
About the School
Mississippi College, affiliated with the Mississippi Baptist Convention, is a private, co-educational, Christian university of liberal arts and sciences. As the oldest institution of higher learning i ... Read More


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The Michigan Wolverines football team traveled to the Twin Cities of Minneapolis St. Paul, to meet the Minnesota Gophers in their still new TCF Bank stadium on Saturday. The Wolverines were looking to improve their suddenly uncomfortably uncertain football prospects, and in so doing had to kill Gopher Coach Jerry Kill and Company's dreams of improving their own bowl prospects with a signature win.
The Gophers must have yearned for the football respectability that a win over the University of Michigan would afford them. They were coming off their most solid win of the season, having destroyed Purdue 44-23 last Saturday. This improved their expectations and gave some probability, but not certainty, to obtaining the object of their quest. Sitting at 5 wins, and 3 Big Ten losses, they critically needed another win to go bowling.
Understandably, they wanted to lay their Gopher paws on our Little Brown Jug again. One of the most venerable and venerated "trophies" in the history of college football, it has dwelt most of its time in Ann Arbor, at home in the home of the Wolverines, and it is difficult to categorize any season that ends with its absence as a success.
Even though M leads the series 71-24-1, the Gophers have had their moments. Rickey Foggy laid a memorable loss on the number two ranked Wolverines in 1986, and for those of us in attendance, that was bitter. And there was that miserable playing surface at the Metro dome, where the fleet and shifty Tony Boles ran up the sideline for a nice gain, but twisted a knee, and lost his playing career, due it was said, to a miserable Metro dome rug. Among those 24 prior Wolverine losses there were some stunners.
The Wolverines set out, as they always do, to provide the Jug with a round trip ticket. But there were obstacles in the way, not the least of which were some aspects of the Wolverine's team itself.
When Denard Robinson fell on his elbow in the second quarter of last Saturday's Nebraska loss, it illustrated like nothing else could how dependent the Wolverines offensive productivity is on his many athletic skills. Some had suspected that M's offense was a one act pony, and the Nebraska game seemed to prove the point. This injury changed the course of Michigan's offense, just as it made Nebraska change its very conservative, contain Robinson at all costs, defense. They went to a hell for leather blitzing scheme which took its toll on Denard's replacement, Freshman Russell Bellomy.
Russell suffered the growing pains of inexperience, the slings and arrows of some fans, and too little help from his friends as catchable passes were dropped, blitzers were coming free, and nearly everything else that besets QBs in ineffective debuts, beset Russell. It was as intense a baptism and learning situation as it was dismal. Russell was 3 of 16 for 38-yards and three interceptions.
- Could Denard shake off his injured elbow, start and play at his usual high level of performance shaking off the injury? Actuality: No, the injury has persisted. Good luck trying to find out if Denard will be ready for next week until game time.
- If Denard was not available, would Devin Gardner or Russell Bellomy replace him? Prior to Nebraska, Coach Hoke said in a presser that Russell was the back up, and that he was taking most of the snaps. Now the scenario had changed a little and they were saying that Devin Gardner would get more snaps at QB, and that there was competition at the position. Actuality: Devin Gardner started and after a dismal first quarter, got going. The ice breaker was a third and seventeen pass play in which he rolled to his right, circled back left, and heaved a perfect pass to Drew Dileo waiting by himself in the end zone. Devin held the ball for nine seconds before the toss. That play set the Michigan offensive wheels in motion. Devin's career day included 12 completions, 2 TDs, and one interception. He hit 67% of his passes, hitting 12 of 18, for 234-yards. He had a very athletic run down the sidelines.
- Could the Wolverines run the ball with no Denard? Actuality: Late in the game, on fourth and one, Fitz broke up the middle late in the game for a 41-yard score. Almost collared, he put an arm down, regained balance and sped to six. He had 70-yards on 13 carries. Thomas Rawls ran 16 times for 43-yards, and played early in the game. Devin Gardner had 44-yards on 10 carries. Jeremy Gallon rushed twice for 21-yards. The total of 182-yards and a 3.9-yard average rush is nothing to write home about considering the struggle of the competition's defense against the rush, but its better than some recent results. Could M throw it? Actuality: The passing was not effective in the first quarter. The offensive line did not hold its own in that quarter. The passing game was great the rest of the game. As mentioned Devin had some good runs. On his TD run, he ran as tough as any back and stretched for six . It was a remarkable play that was the game's turning point. The receiver's cooperated with Devin. Dileo, Roundtree, and Gallon all making outstanding catches. Gallon was a little inconsistent, fumbling a punt return, and getting a silly block in the back penalty, but he redeemed all by snaring a 47-yarder with a beautiful catch. Relatively short, Gallon showed remarkable elevation making that catch, as he has others. Gallon had four with a score. Drew Dileo had 69-yards on four catches and a TD. Roy Roundtree caught two for 64-yards with a long of 47-yards. This was a spectacular grab he as he wrestled with the defender. The catch was upheld on review. Michigan "won" all its reviews.
- Would the defense continue to improve? Get off the field and stop big plays? Actuality: The defense did well overall. They snuffed a critical fourth and ones and were great in the red zone, once backing short and goal back up to the twenty. They held Minnesota to 144-yds rushing and 147-yards passing, maintaining another 13 point effort. Jake Ryan had nine tackles, three of which were TFLs. Kenny Demens had 10-tackles with one of those being a TFL. The Gophers were limited to 49-yards offense in the second quarter. Outstanding. But with room for improvement per Coach Hoke. Probably he was thinking of third and long conversions, and that first drive.
- Would special teams again be special? Too often the Gophers had good field position on KO returns, and Will Hagerup was less spectacular punting than usual, hitting 3 for 88-yards. His 29.3 average was surprising. Gibbons missed an extra point but got a re-try on a Minnesota gift, keeping his made string intact.
- Penalties? Michigan made some stupid penalties, but Minnesota hurt themselves, once getting charged for two penalties on the same play, and an ill- advised fake kick was effectively snuffed out be the Wolverines.
The Wolverines received and it looked like a replay of last week's troubles at Nebraska would materialize again as the offensive line and Devin struggled, tossing an early interception, but the defense proved solid and the quarter ended zip to zip. A short punt put the Gophers at the M 43 and they took full advantage of the good field position, driving 43-yards on a 6 play drive ending with a 6-yard TD pass. M-0, Minn.- 7.
The Wolverines put together a sweet 91-yard, 12-play drive featuring the 45-yard end zone reception by Drew Dileo that marked the emergence of Devin Gardner and the resurgence of the Wolverines offense. Dileo knows how to get open and he catches the ball reliably all the time, and spectacularly some of the time. The TD drought was over. M-7, Minn.-7.
The Wolverines showed they meant business by producing a 13-play, 90-yard drive. Roundtree, Funchess, and J. Robinson, caught passes and Gardner contributed a nice run. Thomas Rawls finished the drive with a two-yard TD run and it was 14-7 and halftime.
In the third quarter, Minnesota drove to the M 14, but turned the ball over on downs, and during a 7 play 86-yard drive, Gardner hit Jeremy Gallon for a 47-yard completion. M-21, Minn.-7.
In the 4th quarter Minnesota got 3 back on a 26-yard FG. The defense held them to a FG, after they had got to the M 3-yard line. A good example of the defense's effectiveness when and opponent is in its red zone. M-21, Minn-10.
Soon Devin Gardner was at it again conducting an 8-play 70-yard scoring drive with Roy Roundtree gathering in a 47-yard reception at the Minnesota three. What a reception that was. Roy caught the ball as well as the arm of the defender, and replay verified that the call of a catch on the field was valid. M-28, Minn-10.
Minnesota produced another long drive of 13-plays and 69-yards, which ended at fourth and goal at the M 2. It was another great defensive stand. M-28, Minn-13.
Fitz Toussaint then ripped off the 41-yard TD jaunt described above and it was over. FINAL: M-35, Minn.-13.
In Coach Jerry Kill's second season, the Gophers have been a much improved team over the one that the Wolverines destroyed in Ann Arbor last year 58-0. With five wins and three losses, they are hunting for a bowl berth in spite of playing musical chairs at QB and on the offensive line. That said, most teams have not had to pass much against them as rushing yardage has been readily available. The Wolverines rushing game again still struggled somewhat, but with Gardner's contributions, it was enough for a very needed win.
Congratulations to Devin Gardner who had a spectacular first start, and bring on a good Northwestern team. And thanks to you for perusing these pages.
Go Blue!
- MICHIGAN FOOTBALL 2018-GATORS CHOMP WOLVERINES 41-15 - December 30, 2018
- MICHIGAN FOOTBALL 2018- M's SEASON DREAMS EVAPORATE AS OSU EMBARRASSES WOLVERINES 62 TO 39 - November 25, 2018
- MICHIGAN FOOTBALL 2018-JAKE MOODY KICKS M INTO NEEDED VICTORY OVER IU-31 TO 20 - November 18, 2018
- MICHIGAN FOOTBALL 2018-TRAP AVOIDED AT RUTGERS 42 to 7 - November 11, 2018
- MICHIGAN FOOTBALL 2018-WOLVERINES STIFLE LION'S ROAR: M-42, PSU 7 - November 4, 2018
- MICHIGAN FOOTBALL 2018-The TEAM, THE TEAM, THE TEAM SUBDUES MSU 21-7 - October 21, 2018
- MICHIGAN FOOTBALL 2018-WOLVERINES SLAP DOWN RANKED BADGERS AT HOME 38 TO 13 - October 14, 2018
- MICHIGAN FOOTBALL 2018-WOLVERINES DEMOLISH MARYLAND'S TERRAPINS-42 TO 21 - October 7, 2018
- MICHIGAN FOOTBALL 2018-M SAVED ITS BEST FOR LAST TO NIP THE WILDCATS 20-17 - September 30, 2018
- MICHIGAN FOOTBALL 2018: WOLVERINES THRASH HUSKERS 56-10 - September 23, 2018


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From a news release by the Washington State Patrol.
There were 354 fireworks-related injuries and fires reported to the State Fire Marshal's Office in 2012 by fire departments and hospitals. Of the 354 reports received, there were 128 fires and 226 injuries. The majority of these incidents occur on July 4th. Most incidents were cause by males between 8 and 21 years of age. The incidents of greatest concern are:
- 7 residential fires totaling $880,500 in loss, 1 was caused by an illegal device, 3 were caused by legal fireworks and 3 were caused by an unknown type of firework device.
- 26 fires and 64 injuries were caused by devices which are illegal to own or possess in Washington State.
- 7 sparkler bomb incidents that included 5 fires/explosions and 2 causing facial, torso and hand injuries. These devices are considered improvised explosive devices which are illegal to manufacture and possess.
Parents Need to Know: Supervision of kids 14 and under is critical in reducing emergency responses to fireworks incidents. Talk to your kids about fireworks and safety. Set family boundaries, only adults should light fireworks. Store fireworks in a secure location out of the reach and sight of curious children.
Personal fireworks require personal responsibility.
Remember the three B's of fireworks safety:
- Be Prepared—Have water nearby and put pets indoors,
- Be Safe—Only adults should light fireworks, and
- Be Responsible—clean up fireworks debris.
Here are the fireworks regulations for North Puget Sound Cities and unincorporated Snohomish County: Fireworks go on sale June 28, 2013.
For more information about fireworks safety, public fireworks displays and the fireworks laws for your area, check the Celebrate Safely website at http://www.wsp.wa.gov/fire/fireworks.htm.


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Australian Wine
Australian wine has come a long way since the time, fewer than a hundred years ago, when most production was mainly restricted to copies of fortified wine such as Port and Sherry with lesser quantities of table wine the sole export market for which was the U.K. where it was treated with considerable disdain by wine critics and connoisseurs alike. Until the 1970s the idea of Australian fine wine was largely dismissed with the possible exception of Grange Hermitage (since 1989 named Penfold's Grange) which was created in 1951 by Max Schubert with the stated aim of producing a fine wine to rival the great French wines in depth, complexity and ageing potential. The name Hermitage derives from the original Australian name for the Syrah grape variety (now widely known as Shiraz almost everywhere but France) sourced from two vineyards near Adelaide. It also pays homage to the great red wine of the Northern Rhône. Initially having been described dismissively as tasting of "crushed ants" as these early vintages developed in bottle the critics were won over and this wine remains at the pinnacle of Australian wine-making to this day.
As tastes changed both at home and in the U.K. Australian wine producers switched their attentions to making varietal table wines which appealed to the new generation of wine drinkers. Vines had been introduced to Australia in the late 18th. century by the early settlers although much of the continent was far too hot and dry for successful vineyard plantings. Suitable vine-growing regions were established however and today viticulture is confined in the main to the south and south-east of Australia and also in Western Australia near Perth. Nowadays regions such as Coonawarra, Padthaway, Adelaide Hills, Eden Valley, McClaren Vale, Barossa, Mornington Peninsula and the Yarra Valley are well known to wine enthusiasts for a succession of very high quality wines made from grapes such as Shiraz, Cabernet Sauvignon, Pinot Noir and Chardonnay as well as from other European varieties.
The resurgence of Australian wine in the 1970s and 80s, led by such extrovert characters as Wolf Blass was not all good, however, as the rush to plant vineyards fuelled by subsidies and irrigation led to a glut of overly commercial bulk wine production which proved to be very thirsty in terms of water resources in what are often drought affected areas as well as drawing the market's attention away from more distinctive wines that Australia produces. The Pacific influence of the El Niño and La Niña weather systems has led to increasingly difficult growing conditions with widespread drought having been a major issue in recent years.
Although a large proportion of Ozzie wine production today is shipped in bulk for bottling in Europe and the U.S.A. growing consumer sophistication has led the vinification of a more elegant style of wine than the big, possibly over-ripe and certainly over-blown wines of the 1980s and 1990s. Chardonnay from cooler climate areas such as the Limestone Coast epitomise Australian wine-makers' new found confidence. Torbreck, d'Arenberg, Kay Brothers and Henschke are just a few of the names to look for in a search for top quality Australian wines and The Cardinal's Cellar stocks a very good selection if you are considering buying Australian wines with a distinctive character.
Use the map below to explore Australian wine regions
Click on the tab in the top left-hand corner of the map and select a region to zoom in and explore Australian wine regions.
Kay Brothers Hillside Shiraz, McLaren Vale, 2003
Delicious South Australian Shiraz, the 2003 vintage has a powerful and deep nose of dark berry fruit. Dark red in colour with a sumptuous palate of blackcurrant with hints of pepper, licorice and vanilla and notes of savoury game.
Details Colour Red Wine Grape Variety Syrah Country Australia£26.99 As low as: £26.18
Kay Brothers Hillside Shiraz, McLaren Vale, 2005
This Hillside Shiraz is another triumph which has real class. It is a great example of a Shiraz from the McLaren Vale. The wine is deep purple in colour and is full-bodied with smooth tannins.
Details Colour Red Wine Grape Variety Shiraz Country Australia£21.99 As low as: £21.35
Kay Brothers Hillside Shiraz, McLaren Vale, 2006
Very big, dense Australian red wine but with great structure and acidity. Typically spicy fruit and a long finish to savour.
Details Colour Red Wine Grape Variety Shiraz Country Australia£21.99 As low as: £21.35
Torbreck, The Bothie, Barossa Valley, 2009 (1/2 Bottle)
Torbreck's 2009 vintage Bothie displays beautifully fragrant aromas of fresh pine/lime, melon and lychee accompanied by extraordinary floral notes.
Details Colour White Wine Country Australia£17.49 As low as: £16.44
Torbreck, The Bothie, Barossa Valley, 2010 (Half Bottle)
Australian "sticky" Muscat dessert wine which is sweet, crisp, silky and pure. Its freshness is atypical and all the more welcome for it.
Details Colour White Wine Country Australia£17.49 As low as: £16.44
Torbreck, The Steading, Barossa Valley, 2008
GSM blend of Grenache, Shiraz and Mataro. Deep ruby red wine with hints of violet and delicate aromas of truffle, five spice and spring flowers underpinned by licorice, saddle leather and Herbes de Provence.
Details Colour Red Wine Grape Variety Grenache, Mourvedre, Shiraz Country Australia£33.99 As low as: £29.91
Torbreck, The Steading, Barossa Valley, 2010
Torbreck Wine's The Steading is made from a classic Rhône GSM blend in Australia's Barossa Valley with possibly more weight than is typical of French versions of this blend.
Details Colour Red Wine Grape Variety Grenache, GSM Blend, Mourvedre, Shiraz Country Australia£35.49 As low as: £31.23
Two Hands Bella's Garden Shiraz Barossa Valley 2007 (Imperial, 6L)
A deliciously rich, big, multi- layered red with well-balanced acidity and ripe, integrated tannins.
Details Colour Red Wine Grape Variety Shiraz Country Australia£168.50
Two Hands Bella's Garden Shiraz, Barossa Valley, 2006
The 2006 vintage of Two Hands Bella's Garden Shiraz shows just what this grape variety can produce in the Barossa Valley and at a very keen price.
Details Colour Red Wine Grape Variety Shiraz Country Australia£31.92 As low as: £28.10
Two Hands, Lily's Garden Shiraz, McLaren Vale, 2004
A McLaren Vale Shiraz made from premium grapes that is drinking superbly now and for the next 5 years at least.
Details Colour Red Wine Grape Variety Shiraz Country Australia£31.92 As low as: £28.10
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By Commentary by Andrew Drwiega | June 30, 2011
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This year's Paris Air Show was a washout in my more ways than just the weather, the partial rail-strike which made the daily commute from central Paris more of a misery than it already is, and the extortionate price of hotel rooms. In the summer of 2011 we experienced real signs of the migration of power to the east, especially in military helicopter terms. We are in strange times. The slashing of defense budgets among western countries has meant that there are few new orders to talk about here, or even helicopter platforms to 'talk up' as part of the manufacturers overall marketing campaigns.
OEMs aren't willing (or allowed) to talk about orders from the only people west of the subcontinent still with pots of money to spend. They are the Arab nations of the Gulf States and Middle East. None of the companies doing business in this market wants to link defense procurement contracts with any nation experiencing (or on the verge of experiencing—whether they like it or not) a New Dawn. Indeed, the much talked about refocusing of the defense market on Homeland Security, border and internal security (keeping a close watch on one's own citizens as well as those trying to move illegally across the borders) is good on the best markets for business in these hard times. For sensor companies such as FLIR and L-3 Wescam there have been few better times, as their products are not only sought for aerial platforms, but also by those on land and in the maritime environment.
Among helicopter CEOs, I talked to Eurocopter's Lutz Bertling, engaging as ever over a private lunch during the show, and Sikorsky's Jeff Pino during a pre-show one-on-one at La Scribe, his central Paris hotel (both conversations will appear in more detail in the August issue of Rotor & Wing). Bertling was obviously pleased that the company's new X³ hybrid helicopter performed the closest thing to an aerobatic display with French flair and German efficiency. Being a prototype of course it is not permitted to perform aerobatics—but someone clearly should have told the pilot for the near stall-turns and wing-overs that were performed always managed to stop the crowd.
On the negative side, despite assurances that all was well, talk of the failure of the NH-90 to win the Australian Air 9000, Phase 8 contract for the Australian Navy's maritime helicopter caused some discomfort. The recent Swedish decision to buy 15 UH-60M Black Hawks for combat search and rescue (CSAR) use in Afghanistan—to fill a gap until the delayed NH-90s are ready as well as talk about the German Army's dissatisfaction—is rapidly moving the NH-90 from the role of hero to villain. Its once-lauded 23 varieties have almost turned into as many millstones, one by one. Its naval nemesis (designate) is emerging as Sikorsky's SH-60R (Romeo), its vanquisher 'down under.' Even Bertling acknowledged it obliquely saying that the choice was a "safe option"—something many governments (increasingly led by the Americans now), are turning their collective gaze toward.
Sikorsky's Pino is in the position of strength across the UH-60 fleet. In addition to the U.S. Navy's successful deployment of some 100 Romeo and 200 Sierra Seahawks, the U.S. Army commitment to the UH-60M means guaranteed profit for years to come. The production of the S-70i Black Hawk (light) also looks to be a good move for future international sales. Despite positive words, Sikorsky's Achilles' heel remains its new CH-53K, now at least three years late on its original delivery date. It will be interesting to see how it competes for market share against wherever the Boeing/Eurocopter discussions on heavy lift are going, not to mention competition from the fixed-wing community and what they might develop. What is undeniable is that Sikorsky's X2 and S-97 prototyping will project the company's business forward, although how far is a genuine question. Eurocopter's Bertling, while applauding Sikorsky's innovation, has his doubts about how large this co-axial technology can be scaled. But that argument would also apply to the X³. What both of them are doing is pushing the boundaries—which should end up being in everyone's interest.


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MLB Network to broadcast reality series The Pen following Philadelphia Phillies bullpen
Original series from MLB Productions covers players from Spring Training to All-Star Game
Secaucus, N.J., � MLB Network will televise a new reality program titled The Pen, an original series produced by MLB Productions that follows members of the Philadelphia Phillies bullpen with unprecedented access to a Major League team, which will debut on Sunday, June 14 at 8:00 p.m. ET. The series, which features on-the-field and off-the-field interviews, will air for six weeks and include coverage from 2009 Spring Training to the All-Star break.
Narrated by former Phillies relief pitcher and MLB Network analyst Mitch Williams, The Pen takes a look at the players' lives following the team's 2008 World Series win and the pressures of keeping their roster spot for the 2009 team. The series features relief pitchers Brad Lidge, Ryan Madson, J.C. Romero, Scott Eyre, Clay Condrey, Chad Durbin, Gary Majewski, Jack Taschner, J.A. Happ, Chan Ho Park and bullpen coach Mick Billmeyer, and follows them to everything from fishing trips and youth baseball games to the White House for a post-World Series visit. The program also speaks with players following the sudden death of longtime Phillies broadcaster Harry Kalas on April 13.
"As a reality-based series The Pen is the ultimate look into the lives of these players, both on and off the field," said Tony Petitti, President and CEO of MLB Network. "So much of what we know about relief pitchers is based on statistics and saves, and a series like The Pen gives a level of familiarity to each player."
The program, a co-production between MLB Network and MLB Productions, marks the first program ever produced using a camera and microphones installed in a Major League bullpen to film in-game and practice footage. Two other cameras were installed in Citizens Bank Park � one behind home plate and one at low first base � and were controlled by MLB Network's headquarters in Secaucus, New Jersey. Producer Danny Field suited up as a catcher with a camera attached to his mask to capture footage during Spring Training in Clearwater, Florida.
"The Pen is a first for MLB Productions, as we have never had such continued open access to one team's players during Spring Training and the regular season," said David Gavant, Executive in charge of Production and Vice President, MLB Productions. "Our goal was to shed light on the pressure-filled lives these players live on the field and how they unwind off the field."
The Pen was produced by MLB Productions. Gary Waksman is the Lead Producer, Danny Field is the Associate Producer, and David Check is the Executive Producer. The Pen is the third series produced by MLB Network and MLB Productions, following Prime 9 and Baseball Seasons.
MLB Network's broadcast schedule for The Pen appears below. Prior to each new episode, the previous week's episode will air in its entirety.
THE PEN BROADCAST SCHEDULE (all times Eastern):
June 14 - 8:00 p.m. Debut, Episode One
June 21 - 9:00 p.m. Episode Two
June 28 - 8:30 p.m. Episode Three
July 12 - 8:30 p.m. Episode Four
July 19 - 8:30 p.m. Episode Five
July 26 - 8:30 p.m. Finale, Episode Six
MLB Network launched on January 1, 2009 as the largest debut in cable television history and is currently available in approximately 52 million cable and satellite homes. With live games, original programming, highlights, classic games, and coverage of baseball events, MLB Network is the ultimate television destination for baseball fans. For more information, go to mlbnetwork.com.
This story was not subject to the approval of Major League Baseball or its clubs.


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A timelapse video by European Space Agency astronaut Tim Peake taken during his six-month Principia mission on the International Space Station.
The International Space Station travels at 28 800 km/h meaning that it only takes 90 minutes to circle Earth completely. Each orbit the Station moves around 2200 km to the West in relation to 90 minutes before.
Astronauts use normal consumer digital cameras to take pictures in their spare time. Setting the camera to take an image every few seconds and then playing the images back quickly creates this timelapse effect.
The British astronaut commented on this timelapse: "International Space Station view of an 'aurora rise' – spot the two satellites at the end? Timelapse video made from images taken at one second intervals played back 25 times faster"
More about the Principia mission: http://www.esa.int/Principia


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Sky Kings Racing
Tags: 3D Games / Arcade Games / Flying Games / Aeroplane Games / Airplane Games / Flight Simulator Games / Aircraft Games / Plane Games / Action Games / Accuracy Games / Keyboard Games / Scoreboard Games
Publisher: Freeonlinegames.com
Video Walkthrough
Sky Kings Racing is mid-air Racing Game. Race through the skies to prove your skill by maneuvering through 24 intense highly detailed 3D tracks. You will have to go through all the checkpoints in each course as fast as you can to gain one of three types of medal from bronze to silver then finally to gold. You will earn Fog Coins based upon your time and your skill, or you can cheat and spend your existing coins to unlock all the levels.
You have to go through all the checkpoints as fast as you can. If you get a medal, the next level will be unlocked. Use the arrow keys to pilot your Plane, and "Z" to accelerate.
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BUSINESSES in Overton are hoping to attract tourists visiting a gin factory to the village by creating a heritage trail about famous north Hampshire novelist Jane Austen.
Overton Business Association (OBA) has discussed Bombay Sapphire's gin factory, which is set to open at Laverstoke Mill in May, and ways they could attract some of the 100,000 people expected to visit the site each year to Overton.
Overton parish councillor Peter Baker presented their ideas to Overton Parish Council, and said: "We discussed using this wonderful opportunity of these thousands of people going through the village to make Overton a tourist venue by exploiting the fact that Jane Austen came shopping here when she lived in Steventon."
A letter sent by Jane Austen to her sister details her trip to Overton in 1798, when she bought garments from a village shop.
Cllr Baker said OBA hoped to set up a heritage display panel with a picture of Jane Austen and details of her links to Overton.
It would include a footpath map titled 'Walking in the footsteps of Jane Austen' which would include the various spots in Overton which she visited, including St Mary's Church, where her brother James was mercer.