Thursday night, Saint Mary’s Center for Spirituality launched “Unitas, Veritas, Caritas: Catholicism and the Liberal Arts and Sciences” fall lecture series. The series will probe the relationship between faith and reason across several academic disciplines, including economics, nursing and biology.“The series will provide students with an opportunity to engage in conversation with women of extraordinary intellectual accomplishment about the relation of faith, reason, and the profession that God is love,” Elizabeth Groppe, Center for Spirituality director, said. “The endowed lecture series is one way in which the Center for Spirituality fosters conversation about the relationship of faith and reason, a discussion that is foundational to the intellectual culture of a Catholic college.“The scholars speaking in the series have advanced degrees in theology and another discipline and are uniquely qualified to lead this interdisciplinary exploration,” she said.Professor Mary Hirschfeld of Villanova University, who has a Ph.D. in economics from Harvard University and a Ph.D. in theology from the University of Notre Dame, opened the series Thursday night with her lecture “What Difference Does Caritas (Love) Make? A Conversation between Economics and Catholic Social Thought on the Nature of the Human Person.”Hirschfeld said both economists and people who criticize economists end up over-valuing or over-loving material goods.“We should love God, but what does economics have to do with loving God?” Hirschfeld said. “God created this world and it is a world that is ought to be loved, it’s unintelligible to love a God and then scorn his creation.”Hirschfeld said material goods are a part of human life, and having goods can still be virtuous if they are used for a higher purpose.“Our desire for material goods should be absolutely measured by or bounded by the ends they serve,” she said. “The real thing we need to love are the goods we are trying to distribute back and forth, because when we think we love our neighbor more by giving them stuff, we’re thinking about a conception of love that involves having, not being.“That, in turn, is what causes us to have a disordered relationship with material goods. It makes it very hard to be genuinely charitable and open to the human good.”Dr. Marie Hillard, director of bioethics and public policy at The National Catholic Bioethics Center, will deliver the second lecture in the series on Tuesday, Oct. 7. She will speak on “Catholicism, Caritas, and the Vocation of the Health Care Professional.”Hilliard has graduate degrees in Maternal-Child Health Nursing, Religious Studies and Canon Law.Professor Celia Deane-Drummond will conclude the series on Thursday, Oct. 30, with her lecture “Tracing Common Ground in Biology and Theology: Caritas and the Drama of Kinship.”She earned a Ph.D. in Plant Physiology from Reading University and a Ph.D. in Theology from Manchester Victoria University and is currently a professor of Theology at the University of Notre Dame, with a concurrent appointment in the College of Science.The lectures are open to all members of the Saint Mary’s, Holy Cross and Notre Dame communities, and the broader Michiana community. They all begin at 7:30 p.m. and will take place in Vander Vennet Theatre in the Saint Mary’s Student Center.Tags: Caritas, Center for Spirituality, lecture series
By Dan RahnUniversity of GeorgiaIt was, in a way, hardly news at all when the University ofGeorgia announced this week that its Georgia Traffic InjuryPrevention Institute has been awarded a $963,000 grant from theGovernor’s Office of Highway Safety.But for about the 20th straight year, the award is a goodreminder of how very far this partnership has come.GTIPI is the state’s main resource for public information andprofessional training on safety belts and child safety seats. Abustling program with 15 enthusiastic employees and a fulltraining calendar, its persistent prodding is a big reason safetyseat use in Georgia now exceeds 80 percent.But the program’s beginnings were pretty humble.”The first grant was for $5,000,” said Don Bower, the project’sdirector. Bower is a professor and Cooperative Extension humandevelopment specialist with the UGA College of Family andConsumer Sciences.For EmilyHe began the project in his early years as a UGA Extensionspecialist. His interest in child safety seats grew naturally outof both his concern for his new daughter Emily, born in 1978, andhis child and family development programming.”I had been trained in child development and injury prevention,”he said. “I recognized that child safety seat technology backthen was pretty crude.”Safety belts themselves had been required only since 1968, andthe first infant safety seats appeared around 1970. By 1975,Bower said, only about 5 percent of infants traveled in thoseearly seats.”My wife and I decided something had to be done,” he said.At that point, Bower had never heard of the Governor’s Office ofHighway Safety, and the people there had never heard of UGAExtension.Life savers”But I convinced them that UGA Extension’s statewide,community-based educational outreach would be a great way toencourage parents to use child safety seats,” he said.The GOHS administers grant funding from the National HighwayTraffic Safety Administration to support traffic safetyinitiatives in Georgia. From that first grant in the mid-1980s,the partnership has helped save hundreds of Georgia children’slives.”In the early years, we thought that when child safety seat usebecame law, we’d be out of a job,” Bower said. “It hasn’t workedout that way.”While safety seat use has reached 80 percent, the room forimprovement is still great. “Of the 80 percent who use childsafety seats,” he said, “about 90 percent don’t install themproperly.”Put what where?A big part of the problem, Bower said, still rests withcomplicated and incompatible belt systems. “Sometimes it takes aPh.D. and a lot of help to get a safety seat properly installed,”he said. GTIPI technicians have found everything from duct tapeto baling wire securing safety seats.”In many cases, there’s nothing at all to hold the safety seat inplace,” he said.A good measure of the complexity of the challenge is that beingcertified as a child passenger safety technician requires fourfull, 8-hour days of training. But over the years, GTIPI hashelped train technicians in communities throughout Georgia. Helpfor frustrated parents is always nearby.Besides teaching those trainings in both English and Spanish,GTIPI offers courses statewide in its P.R.I.D.E. (ParentsReducing Incidents of Driver Error) program, with classes forboth parents and their new teen drivers.Assessing the program’s progress over two decades, Bower isn’tgiven to overstatement. But he’s clearly proud of its record. “Wethink we’ve had a pretty good impact,” he said.To learn more about GTIPI, visit the program’s Web site (www.ridesafegeorgia.org).(Dan Rahn is a news editor with the University of GeorgiaCollege of Agricultural and Environmental Sciences.)
Coal losses prompt Spain’s Endesa to speed renewable energy investments FacebookTwitterLinkedInEmailPrint分享S&P Global Market Intelligence ($):Endesa SA is going all out on wind and solar power to replace money-losing coal plants in Spain and Portugal, executives said, after write-offs on the legacy assets dragged down the utility’s net income by 80% in 2019.Endesa, one of Spain’s largest utilities, is planning to close most of its remaining coal plants by 2021 in light of deteriorating market conditions for the fossil fuel, resulting from low gas and high carbon prices. To make up for the lost capacity, CFO Luca Passa said the company will aim to ramp up its spending on renewables.“The plan is to accelerate as much as we can,” Passa told analysts on a Feb. 25 earnings call, noting that Endesa already plans to increase its capital expenditure from €1.9 billion in 2019 to €2.2 billion in 2022. “If we have the opportunity to spend more capex, even in 2020, we will do so,” Passa said.Endesa, which is owned by Italian renewables giant Enel SpA, recorded impairments of €1.47 billion on coal-fired units in Spain and Portugal, which helped drag down its net income by €1.41 billion to only €171 million for the full year.Endesa already spent 40% of its investment in 2019 on new renewables and said last fall that it expects to spend a total of €3.8 billion on green power between 2019 and 2022. CEO José Bogas previously announced that the utility will replace its 1.1-GW coal plant in Teruel with 1.7 GW of renewables.As it stands, the company said it has 5.4 GW of new solar and wind capacity ready to come online, the bulk of it between now and 2022. Prodiel, a Spanish solar developer, sold 10 projects worth a combined 1 GW to Endesa in December 2019 and Passa said that around 100 MW of capacity from the deal could already come online this year.[Yannic Rack]More ($): Endesa doubles down on renewables to replace money-losing coal plants in Spain
6SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Credit unions are not just financial institutions; they are small businesses. This means, of course, that even regulations that have nothing to do with banking can pose challenges to their bottom line. While we can’t prevent the federal government from churning out mandates, the more we can plan ahead, the more we can mitigate compliance expenses.What triggered this didactic diatribe? Most importantly, the U.S. Department of Labor will be finalizing regulations this year that will increase the minimum salary level for employees to be considered exempt from $455 a week to $970 a week, which equals at least $50,440 annually. This is a big deal for credit unions as it is for all businesses. For example, if you currently have an exempt supervisor who makes $44,000 a year, you will have to decide whether to 1) increase his wage; 2) pay overtime or 3) limit overtime. These types of decisions take time, so my first point in writing this blog this morning is to remind you that if you haven’t started reviewing how your costs may be affected by this regulation, you should.The second point of this blog is to point out just how out of touch federal regulators can sometimes be with reality. During a hearing of the Senate Committee on Small Business and Entrepreneurship last week, I assumed I had simply misunderstood the testimony of D. McCutchen, who pointed out that the DOL estimates that it will only take businesses about one hour of a midlevel employee’s time to familiarize themselves with these regulations. Sure enough, you can find that estimate in the preamble to the proposed regulations under the Department’s assessment of regulatory familiarization costs. continue reading »
Some stories are simply too important and too complex to tell in one sitting. So I’ve written a two-part story about the immense challenge facing financial service executives, and shared the stories from several CEO’s own rebranding journeys. Amidst a dynamically changing mobile and fintech shift, coupled with a fickle and rising millennial market, when do you know if your brand is helping or hurting your organization from external growth and internal cultural alignment? If the symptoms of a misfiring brand are clearly holding you back, how do you get to work tackling where and how your brand is not performing, so you can fix it? In what is a dynamic geo-political year of change and competitive challenges in the U.S. financial services industry, I think this is a timely story.It’s fascinating (in a slightly uncomfortable way) to hear the frequent stories from senior financial institution executives who have reached the conclusion they have an ill-defined, stagnant, or ineffective brand that is holding their organizational growth back.Worse yet, some realize that over time their brand has grown into a multi-layered, non-cohesive, and confusing “house of brands” that no one within the organization can articulate or fully align around, let alone manage. It can lead to the rise of siloed cultures, conflicting corporate team KPI’s and goals – and even worse, stunted growth.It’s not hard for many leaders to see that at some level, the “wheels have come off” their brand. They no longer have any relevant (or well defined) external market distinction, no clear brand promise, personality traits, or an aligned focus internally among staff that is fueling cultural energy, rich user experiences, high NPS (Net Promoter Score) scores and growth. Unfortunately, it’s not so simple to define a process forward to help identify and tackle the complex issues that led their brand stagnation to this point.A weak brand has major consequences and many unforeseen costsAstute leaders often have an intrinsic sense that the cost of not having a clear, distinct and aligned organizational brand and culture is high. But identifying the ROI value (or unintended consequences) of your brand isn’t so simple. What’s often not considered is the flip side of a clear ROI. What about the LOC (Lost Opportunity Cost) of a fractured brand among not only consumers, but also your own employees, board and stakeholders? While vital to growth, the financial bottom line metric of ROI may not be the only, or even the most critical factor in the value of building a strong and well-aligned organizational brand and culture. “We built the Starbucks brand first with our people, not with consumers. Because we believed the best way to meet and exceed the expectations of our customers was to hire and train great people; we invested in employees. “ Howard Schultz, retired CEO, StarbucksLike other brand leaders, we have found whether working with financial institutions $200 million or $18 billion, that in a financial services model, just like Starbucks, you are in the people business first and foremost. And the consequences of an unfocused or floundering internal and external brand leads to some unforeseen (but fortunately repairable) bad outcomes far beyond just ROI, that filter down to your employees and ultimately members, consumers and even market reputation.Jim McCarthy, CEO of Portland, Oregon Trailhead Credit Union share this brand reflection: “Like other financial industry CEO’s, I spent a lot of time thinking about how my credit union could succeed and how we could gain attention and build awareness. After seven years of negative member growth, I knew we needed to make a bold move in order to grow and thrive.” At the end of the first full year of implementing an enterprise-wide transformational rebranding program, Trailhead’s loans increased 18%, net membership growth rose 12% (another 14% the second year), website traffic increased 28% and capital increased 54 basis points.Three of the most impactful brand outcomes hurting organizationsOur work across the US and Canada with leading credit unions and community banks has led us to consistently identify three of the major outcomes we have found that weak brands are costing organizations in consequential enterprise-wide impacts. They can influence inferior earnings, limit competitive growth and market share, cause staff and member/customer frustration, or worse yet, generate staff and consumer candidates for flight risk and costly attrition. Misaligned cultures and siloed teamsWe often learn in our client internal engagement early on, that misaligned cultures create a sense of frustration among employees and managers when we conduct cultural brand quantitative surveys, interviews, cultural assessments and qualitative focus groups. Our research reveals that when employees feel a lack of shared purpose; gaps between what brand, core values and marketing messages are – and the brand (and experiences) that is really being delivered, there can be levels of discontent, frustration and lost organizational focus.The absence of a clear brand program, well-aligned values and actions, and a shared Brand Promise sometimes helps foster silo-driven environments. These silos create pockets of non-engaged employees, or non-aligned goals and communication that accelerate lower overall employee engagement scores – and lead to costly higher staff turnover. This has a direct impact on internal morale, employee engagement scores, lower retention, and resulting lower member service satisfaction ratings and NPS scores. The economic cost of losing good talent, or even having disengaged employees is staggeringly high and well documented.HR organizations like the Society for HR Management and the Center for American Progress estimate the cost of staff turnover can range from a low of 60% of an employee’s salary for lower skilled workers, to 200 – 400% of highly trained staff. If you match that against your lost employees each year, it’s easy to see the huge costis not only financial, but impacts HR, training, service levels, knowledge and focus.In today’s competitive financial services environment, providing ‘caring and friendly’ service without a shared brand promise to unite teams, well-understood messages, and an inspiring Mission is woefully inadequate to engage and retain highly principled and motivated millennial staff – who want to make a difference in the world. In fact, 95% of today’s Millennials believe that culture is more important than compensation, according to a recent Deloitte survey.A study by Columbia University found that rich company cultures experienced 13.9% average employee turnover, vs. poor cultures that averages 48.4% turnover. Imagine the financial impact to your bottom line ROI of lowering your staff attrition by even 10%. As some astute credit unions have discovered, the reduction of lowering customer/member churn by even 5-10% has a drastic impact on increased earnings. Flat growth of net new members/customers. Slow growth is not always because you’re not adding gross news consumers each month. It can also be driven by higher than average attrition, or “churn” rates (that average 15% in the U.S. banking industry and 20-25% for first year bank customers). That vicious cycle then requires higher new member/customer acquisition to net out positive membership/customer growth. It’s a runaway and expensive train, and churn is very costly considering the high cost of new customer acquisition (industry averages generally suggest $200 per new customer).For financial institutions aggressively focused on indirect auto lending to drive high net member/customer growth rates; high churn rates influence “true” member/customer retention. Indirect lending is a profitable loan strategy and revenue stream, but a “false” reading of true engaged net member growth rates from consumers who didn’t actually choose to bank with you. These indirect consumers got an almost anonymous car loan funded at the dealer, and stick around less than 24 months. Financial industry rates on converting indirect members/customers into profitable ongoing healthy multi-service relationships are abysmal with few exceptions (that shouldn’t stop you from converting those you can to deeper relationships with a sound onboarding and targeting strategy). This lending strategy grows revenue, but rarely builds brand awareness or market visibility.The lack of an appealing and relevant brand strategy geared towards well-defined future target audiences (often younger Millennial and GenX Borrowers) can take years to identify, but cause countless leaders to wonder “why aren’t we attracting and retaining more engaged Millennials?” Low organic growth rates from a weak brand delivering vague “friendly service” (sometimes incorrectly defined as branch-focused, and not rich mobile-focused experiences) from an unfocused culture, or inferior omni-channel delivery can result in below average NPS (Net Promoter) scores. The result: below average referrals, mildly satisfied clients and higher churn – that cost organizations major organic growth, retention and lost profitability. That does not clearly show up in brand ROI measures, but it is absolutely LOC (lost opportunity cost) hidden in a less than stellar user experiences and sub par growth rates. Stagnant wallet share growth (but beware of the “sales culture” illusion). With data analytics, stagnant wallet share trends can be tracked via a combination of low existing overall customer or member penetration, low services per household, poor new member/customer onboarding, and below average NPS scores that do not drive regular healthy leads and deepening relationships. Whatever the symptoms, a vague brand disconnected from consistent member/customer experiences, intelligent behavioral analytics, clearly defined (and trained) staff actions, and consistent brand behaviors cost organizations dearly in gaining higher levels of share of wallet and traditional and non-traditional interest income.The answer many financial institutions have turned to “fix” this challenge is a never-ending quest to build an often-elusive “Sales Culture.” In our 25+ years working with countless financial leaders, we have found that for many organizations, that sales culture status always seems to be “another 3-5 years away from adoption and success.” In fact, most bank and credit union employees (especially millennials) never came to work to join a “sales culture.” They came to help your organization make a difference in people’s financial lives – and enrich the local community they live in. To be the “white knight” of consumer advice and guidance that is trusted and helpful: not to sell people stuff they may not need. That does not mean you don’t need to hire and train knowledgeable staff in needs-based identification, active listening, and asking the most important questions of how people’s financial lives are challenged; what their goals ahead are. But perhaps not best led under the banner of “sales culture.”For many credit unions and community banks, we’ve helped transform their organizational focus from an “operational,” or “sales culture,” to a focused and fully aligned “Brand Culture.” We have helped drive newfound levels of staff engagement, commitment, values alignment, support for change management – and a renewed and inspiring vision for the future. Getting there takes deep levels of team engagement; cross-functional team focus, brand training and purposeful alignment to a new set of behaviors, staff brand actions and shared focus. And the results that follow often vastly exceed prior “sales cultures.”Stu Ramsey, CEO of the $1.4 billion Pen Air Credit Union in Pensacola, Florida shared this reflection on building an organization-wide brand culture: “I can’t reiterate enough how you want to time this brand rollout and not just rush through the process. We knew it would be important not just for our staff to go through the Brand Camp training, but to give their own input as to how we would live it, communicate it and what we were going to do every day for our members and our internal employees to experience our brand.” At the end of Pen Air’s first full year of rolling their new brand program out, the organization went from several years of negative member and loan growth, to a record 22.3% loan growth, solid net membership growth and 11% growth in mobile banking, online bill pay and e- statements.In light of Wells Fargo’s giant 2016 fall from grace for an overly aggressive sales culture (Wells expected staffers to sell at least four financial products to 80% of their customers), consumers and employees alike have never been more sensitive to this corporate-driven quest for sales, incentives and profits. Wells Fargo’s leadership lost sight of its reason for existence, and focused on ROI and profits over people. The pressure flowed down onto branch managers and branch employees. One former Wells manager shared: “If you do not make your goal, you are severely chastised and embarrassed in front of 60-plus managers in your area by the community banking president.”We believe that in today’s consumer focused, trust-based environment, a sales culture is not the best path to increasing wallet share, ROI and deepening consumer relationships. Instead, a shared focus around your brand promise, your purpose, earning consumer trust, and effective needs-identification using savvy behavior-based analytics and relevant staff questions should drive higher levels of engagement. That’s where the true value of focusing your organization and staff around your brand and the alignment of your people should lie. Bringing value, relevant help, a shared focus, savvy tools and a common brand language to your employees first: so they can pass it on to your members via rich, well aligned brand experiences. Building a brand driven organization takes focus, commitment and purpose, driven by what author and social science brain researcher Simon Sinek describes as: “People don’t buy what you do. They buy the difference you make in their lives.”In Part Two of “Articulating Brand Dysfunction and Tackling it Head On,” we’ll offer a series of ideas, recommendations and a process for how to articulate and uncover the state of your brand – and then get to work transforming your organization to a fresh new vision of brand focus, organizational alignment and sustainable growth. 50SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Mark Weber Mark Weber is the CEO and Chairman of Strum, a 30-year nationwide leader in financial services, branding, business intelligence analytics and data-driven strategy. With offices in Seattle and Boston, Strum … Web: www.strumagency.com Details
More from newsDigital inspection tool proves a property boon for REA website3 Apr 2020The Camira homestead where kids roamed free28 May 2019One of the rooms inside 281 Kitchener Road, Stafford Heights.He said investors and first homebuyers were keen on purchasing properties in the area.“I’ve had multiple offers on nearly every property,” he said.“There is a lack of stock. I am getting calls from 120 to 130 buyers every month wanting to buy. It’s about competition all the time.”Mr Jessup said investors from Melbourne and Sydney were looking for properties up to $600,000, within 10km from the city.He said the drawcard to the Kitchener Rd home, on a 597sq m block, was that it was a solid double brick home needing some updating. “There’s just nothing under $500,000 around here, that’s why it went,” he said. 281 Kitchener Road, Stafford Heights.A Stafford Heights property has proved extremely popular with buyers keen on a double brick home which sold for $479,000. Selling agent Jonathan Jessup from Johnson Real Estate Chermside said the three-bedroom and one-bathroom residence at 281 Kitchener Rd was bought by a single man last Wednesday.“It sold over the asking price, and I had about three to four offers on the property,” he said. “I’ve just sold 19 houses this year in and around the northern suburbs.”
THE DOGHOUSE: Pet friendly modifications could pay off when it comes time to sell. Pic Mark Cranitch.IF YOU believe Josh Euler then the real estate market has well and truly gone to the dogs. The home renovator says that it can make good financial sense to make your home dog friendly even if you do not own any pets.With just a few inexpensive modifications, like a doggie door to let four-legged friends move easier around the home, the saleability of your home could improve. With his business Ready for Sale Home Makeovers, he gets down and dirty to make modifications in Brisbane homes before they hit the market with the goal of securing a better sale price for the owners.And more and more this involves the adding those little things to make homes more desirable to pet owners. A lack of doggie doors could be a turn-off for potential buyers. Pic Mark Cranitch.Rebekah Hurworth from Family Home Experts helps design and renovate homes to make them ideal for people with pets.Different types of carpeting might look the same to the untrained eye, but some types were much better for people with cats.“Cut carpet is ideal because cats can’t get their claws into the loop,” Ms Hurworth said.If an agitated or curious feline got their claws into a looped type of carpet she said the only option for homeowners might be to replace the entire carpet, which can cost homeowners thousands of dollars.“Most of the carpet companies produce a pet friendly underlay, and that helps prevent smells and makes them easier to clean out,” she said. Rebekah Hurworth and Family Home Experts will be at The Home Show next week to talk about how to renovate homes for pets. The Courier-Mail is a partner of the Brisbane Home Show, which runs from Friday, February 23 to Sunday, February 25 at the Brisbane Convention and Exhibition Centre.For tickets and details go to www.brisbanehomeshow.com.au Moodles and Maud (caramel) and doggie door in suburban home. Pic Mark Cranitch.“People look at who is the target market for that house,” Mr Euler said. “If it is a large family home then most people are going to have a pet, so we focus on the people in the market that would want that house.”He said that a pet owning family might pass off an otherwise ideal home because it lacked simple things like a fully fenced backyard or a pet door to the home.More from newsParks and wildlife the new lust-haves post coronavirus21 hours agoNoosa’s best beachfront penthouse is about to hit the market21 hours agoSimple modifications can make it easier for pups and kitten to be part of the family.“If a home’s design is not pet friendly when it goes for sale, you’ll be limiting your target market,” he said.Real estate agent at Place Newmarket Mario Sultana did not believe pet renovations would increase value, but said it could still be work doing. “If you have a person that has a pet and these features are already in place it could be the difference between someone buying the home and not buying the home,” Mr Sultana said.“People are time poor, and if these things are already done then it makes perfect sense for them.”As well as potentially adding value to a home, a lack of pet renovations could cost money according to one architect.
DECATUR COUNTY, Ind. — The Decatur County United fund recently held their annual meeting in which they recognized their volunteer of the year.Blake O’Mara was named as the Volunteer of the Year recipient.Audio Playerhttp://wrbiradio.com/wp-content/uploads/2017/01/OMara-Interview.mp300:0000:0000:00Use Up/Down Arrow keys to increase or decrease volume.Joane Cunningham, Executive Director of the Decatur County United Fund says that O’Mara has volunteered for the United Fund for many years, and has devoted countless hours and hard work to the community.At the annual meeting, it was also announced that the United Fund reached a new campaign fundraising high, breaking last year’s record total by almost $35,000.It broke 2016’s goal by nearly $62,000.After raising $479,000 in 2015, it set the goal for 2016 at $452,000.The United Fund raised $513,804 in 2016.
___For more AP college basketball coverage: https://apnews.com/Collegebasketball and http://twitter.com/AP_Top25___This was generated by Automated Insights, http://www.automatedinsights.com/ap, using data from STATS LLC, https://www.stats.com Sac State, Idaho State look to end streaks LEADING THE CHARGE: The dynamic Joshua Patton is averaging 13.1 points, 5.5 rebounds and 2.1 blocks to lead the way for the Hornets. Ethan Esposito is also a key contributor, producing 9.6 points and 5.2 rebounds per game. The Bengals have been led by Tarik Cool, who is averaging 13.6 points.STEPPING IT UP: The Bengals have scored 68.6 points per game to Big Sky opponents thus far. That’s an improvement from the 64.9 per game they recorded in non-conference play.TERRIFIC TARIK: Cool has connected on 34.8 percent of the 89 3-pointers he’s attempted and has gone 5 for 12 over his last three games. He’s also converted 75.9 percent of his free throws this season.UNBEATEN WHEN: Sacramento State is a perfect 5-0 when it scores at least 68 points. The Hornets are 6-10 when scoring any fewer than 68.COLD SPELLS: Sacramento State has dropped its last seven road games, scoring 54.3 points and allowing 66 points during those contests. Idaho State has lost its last five home games, scoring an average of 69.6 points while giving up 77.4.DID YOU KNOW: The Sacramento State defense has allowed only 57.9 points per game to opponents, which is the fourth-lowest figure in the country. The Idaho State offense has put up just 69.5 points through 21 games (ranked 212th among Division I teams). Share This StoryFacebookTwitteremailPrintLinkedinRedditSacramento State (11-10, 4-8) vs. Idaho State (6-15, 3-9)Holt Arena, Pocatello, Idaho; Saturday, 9 p.m. ESTBOTTOM LINE: Sacramento State looks to extend Idaho State’s conference losing streak to eight games. Sacramento State’s last Big Sky win came against the Portland State Vikings 66-55 on Jan. 23. Idaho State has dropped its last seven games against conference opponents. February 7, 2020 Associated Press
BASSETERRE, St Kitts, (CMC) – Sixteen wickets tumbled on Wednesday’s penultimate day but Windward Islands were left facing a daunting task in order to win their third round game in the Regional Under-19 Championship against Leeward Islands.Resuming from their overnight 77 for five at St Paul’s, the Windwards were bundled out for 95 to concede a first innings lead of 85.Elroy Francis was the best bowler with four for six while pacer Kian Pemberton ended with three for 44.In their second turn at the crease, the Leewards were bowled out for 174 with first innings top-scorer Uri Smith again leading with 36, Javani Tyson getting 26 and Joshua Grant, 24.Smith, who faced 59 balls and struck five fours, added 43 for the second wicket with Kadeem Henry (22) while Dimitri Adams (22) and Demari Benta (21) put on a further 30 for the fourth to keep the innings ticking over.When the Leewards slumped to 130 for six, Tyson arrived to whack two fours and a six in a 41-ball knock while anchoring a 30-run, seventh wicket stand with Grant.Sealron Williams was the best bowler with four for 48.Set 260 for victory, the Windwards lost Wayne Edward for eight with the score on 28 but in-form opener Kimani Melius struck an unbeaten 26 from 51 balls with four boundaries, to carry his side’s hopes on the final day.