Family Party: 30 Great Games Obstacle Arcade Review - Nintendo Life

Obstacle to fun, maybe

If you were to poll gamers at large and ask them what they felt were the worst things about the Wii, chances are you'd hear "waggle" and "bad minigame collections" pretty frequently. In fact they often went hand in hand, and Family Party: 30 Great Games Obstacle Arcade is trying its hardest to make sure both of things carry over into the Wii U generation. We can only hope that they don't.

Family Party: 30 Great Games Obstacle Arcade ? it just rolls off the tongue, doesn't it? ? is, as you might guess, a collection of short games that you can play with up to three friends. You might also guess that the games would revolve around an "obstacle" theme, but you'd be wrong; many of them are standard rounds of target practice, hide and seek, or, erm, picking the balloon with the number two on it after the game tells you to pick the balloon with the number two on it. That last one's not much of a game really, but there you go.

The collection is given a sort of theme park approach, with the games broken up into smaller, unlockable areas. Again, you'd expect the space area to contain space-themed games and the Western area to host games with a cowboy flair but by and large everything is just thrown at the wall with no regard for where it lands, and there's no telling what you'll encounter where. Fortunately, we guess, whatever you encounter will be reliably awful, so there's that to look forward to.

The games are hosted by a dead-eyed teddy bear with a stare so cold and creepy that we were constantly on edge for that inevitable moment when he'd pull out a knife. Half of his face is frozen in a bizarre semblance of what we can only assume is the developer's attempt at "'tude", while the other half just passively smiles. This, combined with the fact that his lips don't move when he talks, makes it seem like we've walked in on the bear in the middle of a massive coronary that's doomed to go untreated.

The entire package feels like a holdover from the previous generation; none of the graphics come anywhere near the capabilities of Nintendo's newest console, and the Wii U GamePad barely factors in at all, with each of the games requiring instead a Wii Remote and, often, Nunchuk. This means Family Party: 30 Great Games Obstacle Arcade plays identically to every other poorly-responsive, uninteresting, lazily slapped together mini-game collection you've been doing your best to avoid since 2006.

Every game supports four players; if there are fewer human players than that, the CPU will fill the void. Human players can enter any name for themselves that they like, but oddly the game also requires you to choose a separate name for the bear to call you by. This is because the developers only gave the bear a limited bank of audio files from which to draw, so you may tell the game that your name is William, but then you'll have to choose whether it calls you Chano or Shamus or Julio instead. It's bizarre to say the least.

In each game you'll compete against the other three for points. This nearly always involves waggling as quickly as possible, but sometimes it can rely on maneuvering crosshairs around the screen instead. No game is any more complicated than that, and it often feels as though the developer went out of its way to assign the most frustrating control schemes possible. Some games, for instance, are races that see you hopping from platform to platform. Despite the fact that each player has a perfectly good D-Pad and A button to use, Family Party: 30 Great Games Obstacle Arcade requires you to thrust the Wii Remote in the direction you wish to jump. Not that it cares where you actually thrust; it's a crapshoot whether or not the game will ever recognise your input. It's a needless and mandatory use of the least reliable control scheme possible, which is pretty much par for the course here.

The Wii U GamePad only comes into play during the bonus rounds. The rest of the time it features the glass-eyed bear glowing creepily at you and loudly narrating minor gameplay developments without moving his mouth. During the bonus rounds the winner of the previous game spins a roulette wheel, which determines what the bonus game will be. Here the GamePad is used differently than the Wii Remotes, but it's certainly no more fun, and it really does feel like a tacked on addition to what's essentially a low budget Wii cash-in.

The sound effects are beyond terrible, as the four players on-screen avatars laugh and hoot and holler over each other throughout every event, turning everything into a clamorous, cluttered aural monstrosity. The bear barks meaningless platitudes about every minor thing that happens ? from a player grabbing a coin to a player not grabbing a coin ? and while you're not likely to come away from this game feeling fulfilled you're more or less guaranteed a headache.

We'd like to close on a positive note of some kind, but we genuinely can't. This is an absolutely terrible game, and you don't want it. Trust us.

As clunky and poorly considered as its title, Family Party: 30 Great Games Obstacle Arcade is awful. Relying entirely on the shallow and repetitive waggle that should have died along with Wii, there's absolutely no reason to recommend this obnoxious, screaming, clattering monstrosity at all. It's mindless entertainment at its worst, but, on the bright side, it might be the perfect way to cure your childrens' burgeoning video game addiction.

Source: http://www.nintendolife.com/reviews/wiiu/family_party_30_great_games_obstacle_arcade

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Five Apps That Will Help Make You and Your Business More ...

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Technology is viewed by businesses as both an enabler and a disabler of business productivity. With a massive number of online games and applications available to create a distraction for employees during the day, whether it means catching up on the latest events on one?s online farm or pinning photos of favorite home decor, there are endless ways employees can kill valuable business time with technology.

There are also many applications that exist, however, to improve business productivity. Here are five of our favorites:

Skype ? This one seems like a bit of a no-brainer and is one of the most oft-used, if not the most oft-used VoIP solution for mobile. You have the ability to call both landlines and mobile phones with this application. Video calls and a messaging function are free as long as you have access to 3G or a Wi-Fi connection.

Turboscan ? This is scanning and faxing on-the-go. Gone are the days of needing a clunky scanner and fax machine at your disposal. With this application, you can simply use your phone to take a photograph of each page of the document you wish to fax to someone, and it magically becomes a high-resolution PDF that you can e-mail.

Bank of America ? This banking application will easily enable you to handle business bills on the fly and make transfers. It will also take care of many other types of banking needs for you all from the confines of your phone. The app makes managing business finances simple and easy when on-the-go.

Dropbox for teams ? Sharing files has never been so easy. This great app allows business teams to collaborate and share documents from any number of platforms. Storage availability starts at 1,000 GB for a group or 200 GB per user, but additional storage needs can easily be accommodated. Clients can even access your files, regardless of whether they have access to Dropbox. Privacy options for files are also available.

Salesforce ? This fantastic mobile app makes an already efficient product even more efficient. Sales associates who are on-the-go will love this app that allows for up-to-the-minute updates from your team regarding problems customers might be having. It also offers useful metrics for sales calls and access to your sales data and dashboards from your phone.

In an age when our phones tend to be tethered to our bodies, it simply makes sense to use them to help us optimize business productivity ? and there are many fantastic business-related applications available.

Be sure to check your favorite online tools to see if they have apps available. The five apps listed here are just a few of many that will definitely shave some minutes off of your day that can be utsed for other productive things (or not)!

---

Cara Aley is a freelance writer who covers a wide variety of topics from managing your online reputation to health and wellness.

Source: http://www.sitepronews.com/2013/01/28/five-apps-that-will-help-make-you-and-your-business-more-productive/

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Dr. Lawrence Yun on Real Estate: Speed Up Foreclosures? | Seattle ...

At the Washington Realtors? legislative hill day this year we had an opportunity to hear from the National Association of Realtors? chief economist, Dr. Lawrence Yun. ?Dr. Yun spoke about the improving real estate market in Washington state and his optimistic outlook for our state?s housing prices to continue rising at a rate faster than the nation as a whole.

At the same time, he was concerned with the persistence of high levels of ?shadow inventory? in Washington, even while those levels have been shrinking significantly across the nation as a whole. ?Dr. Yun surmised that the legal system in Washington was one that provided more obstructions to the foreclosure process, and that was creating a huge backlog of foreclosures that should have already been back on the market. ?The striking lack of inventory in our current market is holding back a large crop of eager buyers and stifling home sales in general.

The essence of Dr. Yun?s point was that we should speed up foreclosures. ?On its face, that?s not an argument you?re likely to hear from real estate professionals. ?Our organizations are constantly working for property owners? protections and rights, and fighting fraudulent or predatory practices that force homeowners out of their homes.

This issue, however, is more complex than simply pitting banks against homeowners. ?When we really examine the broken foreclosure process in our state, and nationally, we have to make clear distinctions between the protections that distressed homeowners already have in place, and the unacceptable extensions of the actual foreclosure timelines taking place in the market.

There are an increasing number of homeowners who have realized that, even though their home is underwater and they have no intention of keeping it long-term, they can live in the home without making a payments for years on end. ?As long as the lender is inhibited from closing the actual foreclosure sale, the number of people living in homes for two and even three years, rent free, continues to build. ?The homes are a drag on the community, as these long-term foreclosures deflate nearby housing prices, instead of being resold and fixed up by the new homeowners. ?The homeowners can?t just abandon the property, because it is still legally in their name (see Zombie Titles).

The effort to shorten the timelines on these foreclosures would make no changes to the protections already built into the process for the truly distressed homeowner. ?There are already a number of steps for that person to repay their debt, work out an adjusted payment schedule, or find another means to save their home. ? These people usually have at least a year from the time they stop making payments until the foreclosure sale goes through, and those protections can and will continue to exist for them.

For those homeowners who have already been through the normal foreclosure process and are one, two, or even three years behind on payments, the process needs to be expedited. ?These folks have accepted that the home will be foreclosed upon, and the only question is when. ?It will be better for the neighborhood and, frankly, better for these former?homeowners?to move on with their lives and begin to rebuild their credit. ?This artificial backlog of foreclosure inventory has an eager market of buyers ready to move in, and our communities could benefit from a healthy gain in home sales as we continue to recover.

So, should we speed up foreclosures? ?If the current legal protections are preserved, but the unnecessary multi-year extensions can be avoided, then the answer is ?Yes.? ?Sometimes, facing up to reality and moving forward is the only way to begin correcting the difficult times we?ve been through.

? SeattleHome.com: ? Sam DeBord, Managing Broker, Realtor
Coldwell Banker Seattle: Coldwell Banker Danforth & Associates
Twitter | Facebook | LinkedIn | Google + | Sam (at) SeattleHome.com

Source: http://blog.seattlepi.com/seattlewaterfronthomes/2013/01/27/dr-lawrence-yun-on-real-estate-speed-up-foreclosures/

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Good Reads: 'purdah' culture in India, born good, finding purpose, a Jedi response

This week's good reads includes a young woman's perspective on India's 'purdah' culture, the morality of babies, on whether a life's purpose brings happiness, and an unusual petition to the White House for building a Death Star.

By Ben Arnoldy,?Staff Writer / January 21, 2013

Female staff members of a luxury hotel exhibit their skills after a 10-day self-defense course initiated by the hotel management and Delhi Police women?s wing in New Delhi, India, Jan. 17, 2013. A brutal rape of a 23-year-old student last month has sparked a national debate about the treatment of women and the inability of Indian law enforcement to protect them.

Altaf Qadri/AP

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?My first sense as a young girl of sexual menace came from my Indian grandfather. Let me be clear: He never even remotely sexually threatened or molested me. But he made sure I knew that the world in which I, a girl, was growing up was innately perilous to women.?

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So starts an illuminating first-person recollection of an American learning the rules of purdah ? or concealment of women from men ? on visits to relatives back in India. Her grandfather upbraided her for uppity talk and anything but simple dress, to teach her that the more invisible she was, the more safe she would be.

Mira Kamdar, writing on the Asia Society website, connects these lessons to the recent gang rape of a young woman on a bus in Delhi: ?It is clear ... that a purdah mentality still dogs Indian society. A woman who can be seen is seen as a woman available for violation.? But, at the same time, ?[r]apid modernization and urbanization in India have made women, especially young women, visible as never before.?

Babies born good

Parents, it turns out that your bundles of joy could also be described as budding altruists. Writing for the Smithsonian magazine, Abigail Tucker writes on a heartwarming new area of research that?s finding babies showing preferences for ?good guys? over ?bad guys? and a proclivity to help and care for others.

?These findings may seem counterintuitive to anyone who has seen toddlers pull hair in a playground tunnel or pistol-whip one another with a plastic triceratops,? notes Ms. Tucker.

But a series of cleverly designed experiments at Yale and Harvard universities are seeing an orientation toward the good long before parents would seem to have had much chance to shape behavior.

The eureka moment for one researcher came while passing a ball back and forth with a toddler. The ball got away from the scientist, and rather than get it, he faked an inability to reach it. Seeing his struggle, the toddler got up to retrieve it for him. Other experiments involved puppet shows in which one color puppet is shown helping or hindering another. Eye-tracking tests found infants as young as 3 months old preferring the helper.?

Life, liberty, and the pursuit of meaning

Whether we are born with it, or taught it, altruism looks to be key to our well-being as adults.

Emily Esfahani Smith, writing for The Atlantic, highlights a new psychological study that suggests ?a meaningful life and happy life overlap in certain ways, but are ultimately very different.? Researchers interviewing 400 Americans found meaning in life to be tied up with being a ?giver,? while happiness was more linked with being a ?taker.? Meaning is also found in contemplating the future and the past, while happiness is fixated on the present ? and is consequently more fleeting.

From the nation?s foundational documents to the self-help aisles of bookstores, Americans are famously in pursuit of happiness. But that?s something of a mug?s game: ?Research has shown that having purpose and meaning in life increases overall well-being and life satisfaction, improves mental and physical health, enhances resiliency, enhances self-esteem, and decreases the chances of depression. On top of that, the single-minded pursuit of happiness is ironically leaving people less happy, according to recent research,? Ms. Smith writes.

The magazine goes on to cite data that roughly 40 percent of Americans have not found a ?satisfying life purpose.?

There will be no Death Star

A group of Internet pranksters raised the 25,000-plus signatures needed to get a response from the White House on their petition to have the US build a Death Star. The White House, to no one?s surprise, replied that the country would not be building the moon-shaped space station from the ?Star Wars? films that could blast planets into space dust. But the wording of the response, glorious it was.

?Why would we spend countless taxpayer dollars? ? $850,000,000,000,000,000, according to one study ? ?on a Death Star with a fundamental flaw that can be exploited by a one-man starship?? wrote Paul Shawcross, chief of the Science and Space Budget at the White House Office of Management and Budget, and arguably the best communicator to emerge from the intersection of space science, accounting, and the federal government.

This smooth-talking Jedi then went on to highlight the gee-whiz stuff the government and the private sector are doing in space.
?[W]e?ve got two spacecraft leaving the Solar System and we?re building a probe that will fly to the exterior layers of the Sun. We are discovering hundreds of new planets in other star systems and building a much more powerful successor to the Hubble Space Telescope that will see back to the early days of the universe.?

In other news, the White House has just upped the signature threshold for a response to 100,000.

Source: http://rss.csmonitor.com/~r/csmonitor/globalnews/~3/TFtKZzT7T9E/Good-Reads-purdah-culture-in-India-born-good-finding-purpose-a-Jedi-response

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Fears grow that Libya is incubator of turmoil

Libya's upheaval the past two years helped lead to the ongoing conflict in Mali, and now Mali's war threatens to wash back and further hike Libya's instability. Fears are growing that post-Moammar Gadhafi Libya is becoming an incubator of turmoil, with an overflow of weapons and Islamic jihadi militants operating freely, ready for battlefields at home or abroad.

The possibility of a Mali backlash was underlined the past week when several European governments evacuated their citizens from Libya's second largest city, Benghazi, fearing attacks in retaliation for the French-led military assault against al-Qaida-linked extremists in northern Mali.

More worrisome is the possibility that Islamic militants inspired by ? or linked to ? al-Qaida can establish a strong enough foothold in Libya to spread instability across a swath of North Africa where long, porous desert borders have little meaning, governments are weak, and tribal and ethnic networks stretch from country to country. The Associated Press examined the dangers in recent interviews with officials, tribal leaders and jihadis in various parts of Libya.

Already, Libya's turmoil echoes around the region and in the Middle East. The large numbers of weapons brought into Libya or seized from government caches during the 2011 civil war against Gadhafi are now smuggled freely to Mali, Egypt and its Sinai Peninsula, the Hamas-ruled Gaza Strip and to rebels fighting Syrian President Bashar Assad. Jihadis in Libya are believed to have operational links with fellow militant groups in the same swath, Libyan fighters have joined rebels in Syria and are believed to operate in other countries as well.

Libyan officials, activists and experts are increasingly raising alarm over how Islamic militants have taken advantage of the oil-rich country's weakness to grow in strength. During his more than four-decade rule Gadhafi stripped the country of national institutions, and after his fall the central government has little authority beyond the capital, Tripoli. Militias established to fight Gadhafi remain dominant, and tribes and regions are sharply divided.

In the eastern city of Benghazi, birthplace of the revolt that led to the ouster and killing of Gadhafi, militias espousing an al-Qaida ideology and including veteran fighters are prevalent, even ostensibly serving as security forces on behalf of the government since the police and military are so weak and poorly armed. One such militia, Ansar al-Shariah, is believed to have been behind the Sept. 11 attack on the U.S. Consulate in the city that killed four Americans, including the ambassador. Since then, militants have been blamed for a wave of assassinations of security officers and government officials.

Earlier this month, former Libyan leader Mustafa Abdul-Jalil warned the militant threat extends to efforts to establish a state that can enforce rule of law.

"Libya will not see stability except by facing them," he told a gathering videotaped by activists and aired on Libyan TV. "It is time to either hold dialogue or confront them." He listed 30 officials and police officers assassinated in Benghazi the past year.

The Mali drama illustrates how the threat bounces back and forth across the borders drawn in the Sahel, the region stretching across the Sahara Desert. Libya and Mali are separated by Algeria, but the two countries had deep ties under Gadhafi. Thousands of Tuaregs moved from Mali to Libya beginning in the 1970s, and many joined special divisions of Gadhafi's military where they earned higher salaries than they would have at home.

As Gadhafi was falling in 2011, thousands of heavily armed Tuareg fighters in southern Libya fled to northern Mali. The Tuareg are an indigenous ethnic group living throughout the Sahel, from Mali to Chad and into Libya and Algeria.

The fighters, led by commander Mohammed Ag Najem, broke the Mali government's hold over the north and declared their long-held dream of a Tuareg homeland, Azawad. But they in turn were defeated by Islamic militants, some linked to al-Qaida's branch in North Africa, who took over the territory and imposed rule under an extreme version of Shariah, or Islamic law. This month, as militants moved south, France launched its military intervention to rescue the Mali government, conducting airstrikes against militants.

In retaliation, militants seized an oil complex in eastern Algeria, prompting a siege by Algerian forces that killed dozens of Western hostages and militants.

The militant group that carried out the Algeria hostage taking, in turn, had help from Libyan extremists in the form of smuggled weapons and "organizational ties," the group's leader, Moktar Belmoktar said.

"Their ideological and organizational connection to us is not an accusation against a Muslim but a source of pride and honor to us and to them," Belmoktar, the one-eyed Algerian founder of the Masked Brigade, said of the Libyans in an interview with The Mauritanian newspaper in mid-December. "Jihadists in al-Qaida and in general were the biggest beneficiaries of the Arab world uprisings, because these uprisings have broken the chains of fear ... that the agent regimes of the West imposed."

He urged Libyan militants not to submit to calls by the Tripoli government to hand over their weapons, saying their arms are "the source of their dignity and their guarantee of security."

With pressure building on Mali's Islamists, Libya provides a possible alternative haven for jihadis, said Scott Stewart of the global intelligence group Stratfor.

"It is a very good place to operate if you are an extremist," he said. "There are fault lines and divisions ... The central government has very little authority outside Tripoli. This is very conducive environment for Jihad to thrive."

They already have a free rein in Benghazi.

"Libya became a heaven for them," Col. Salah Bouhalqa, a leading military commander in Benghazi, said of al-Qaida. "The Westerners are fearful that what happened in Algeria will take place in Libya. And here, just like Mali and Egypt and Iraq, these groups have extensions."

Some extremists say they are determined to shape the new Libya. Youssef Jihani, a member of Ansar Shariah in Benghazi, vowed that he and other jihadis would not accept a return to the days when they were jailed and executed under Gadhafi's rule. He told the AP in Benghazi late last year that the toppling of Gadhafi would not have been possible without the strength of jihadi fighters who he said joined the uprising to ensure an "Islamic state of Libya, where Shariah rule is implemented."

The bearded young man said he lay down his weapons last year. But he said he would take arms up again if Libya's next constitution doesn't make a clear reference to rule by Islamic law or if secular politicians hold power and try to rein in jihadis.

Jihani proudly said he believes in al-Qaida and supports its slain leader Osama bin Laden and Afghan Taliban leader Mullah Omar. He said that during Libya's civil war in 2011, he killed a captured soldier from Gadhafi's army after discovering 11 video clips on his mobile phone showing soldiers raping women and men. Jihani said he ordered the soldier to dig his own grave, then severed his head with a knife.

"I wish I could behead him 11 times," he said. His story could not be independently confirmed.

Stewart, of Stratfor, also pointed to a concern that al-Qaida could make inroads among Libya's impoverished and alienated Tuareg.

Living in mud-brick slums or camps in the deserts of southwestern Libya, most Tuaregs were never given citizenship under Gadhafi's rule, though he used their fighters as mercenaries, and now they suffer not only from poverty but from the disdain of Libyans who see them as Gadhafi loyalists.

For centuries, Tuareg ran caravan routes across the Sahara, carrying gold and other valuables. Now they're known for smuggling weapons and drugs. In slums around the towns of Sabha and Owbari, they sleep next to livestock in shacks with corrugated metal roofs, with webs of electric cables dangling from poles overhead and garbage-filled streets.

Libya's new leadership has largely shunned them. The Tuareg's four members in parliament were removed because of ties to Gadhafi's regime, leaving them without a political voice. The Tuareg contend they were exploited by Gadhafi, along with all other Libyans.

"Gadhafi's rule left behind a breeding ground for terrorism by depriving people of their rights and education .... After all the promises, we thought we will live in heaven, but kids here die from scorpion bites," said Suleiman Naaim, a Tuareg rights activist, told the AP in Owbari.

Source: http://news.yahoo.com/fears-grow-libya-incubator-turmoil-195835295.html

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Geo Vision's New Performance Enhancement Products for Men and ...

BERRYVILLE, Va., Jan. 25, 2013 /PRNewswire/ ? Eagle Financial Services, Inc. (OTC BULLETIN BOARD: EFSI), the holding company for Bank of Clarke County, whose divisions include Eagle Investment Group, announces its 2012 fourth quarter and?record annual profits.? The Company?s common stock is listed for trading on the Over-the-Counter (OTC) Bulletin Board under the ticker symbol EFSI.

Fourth Quarter and Annual 2012 Highlights:

John R. Milleson, President and CEO, stated, ?We are pleased to report two exciting accomplishments during 2012: the Company produced record profits for the year and continued its streak of consecutive dividend increases, a streak unmatched by most financial institutions.? The 2012 dividend of $0.73 per share was the 26^th consecutive year of a dividend increase for the Company.? The year?s record earnings were primarily a result of a very steady and strong net interest margin of 4.47% and lower loan loss provisions.? That level of core earnings afforded the Company the ability to aggressively manage its non-performing assets as well as begin an expansion east into Loudoun County.? The Bank?s twelfth retail branch is currently under construction at 203 Hirst Road in Purcellville, Virginia and will open in April 2013. To branch at a time when many banks are contracting is a strategic initiative of which we want to take full advantage.?

Income Statement Review

Net income for the quarter ended December 31, 2012 was $1.6 million reflecting an increase of 128.1% from the quarter ended December 31, 2011.? Net income was $6.5 million for the year ended December 31, 2012 which represented an increase of 51.5% when compared to net income for the same period in 2011. These increases resulted mostly from reduced interest costs and loan loss provisions.

Net interest income for the quarter ended December 31, 2012 was $5.7 million, which represented a decrease of 3.3% when compared to $5.9 million for the same period in 2011.? Net interest income for the year ended December 31, 2012 was $23.2 million which represented an increase of 1.8% when compared to $22.8 million in 2011.? This increase in net interest income for the year resulted mostly from the decline in the Company?s funding costs.??

Total loan interest income was $5.5 million for the quarter ended December 31, 2012, reflecting a decrease of $305,000 from the quarter ended December 31, 2011.? Total loan interest income was $22.6 million for the year ended December 31, 2012, reflecting a decrease of $440,000 from the year ended December 31, 2011.? Average loans for the quarter ended December 31, 2012 were $420.2 million compared to $409.1 million for the same period in 2011.? Average loans for the year ended December 31, 2012 were $420.8 million compared to $405.8 million for 2011.? The tax equivalent yield on average loans for the quarter ended December 31, 2012 was 5.26%, down 43 basis points from the same time period in 2011.? The tax equivalent yield on average loans for the year ended December 31, 2012 was 5.39%, down 31 basis points from 2011.? Interest income from the investment portfolio was $933,000 thousand for the quarter ended December 31, 2012, reflecting a decrease of 15.6% when compared to $1.1 million for the same period in 2011. Interest income from the investment portfolio was $4.0 million for the year ended December 31, 2012 and $4.5 million for? 2011.?

Total interest expense was $814,000 for the three months ended December 31, 2012 and $1.1 million for three months ended December 31, 2011. Total interest expense for the year ended December 31, 2012 was $3.4 million, representing a decrease of $1.4 million or 29.6% from the year ended December 31, 2011. The average cost of interest bearing liabilities decreased 23 basis points when comparing the quarter ended December 31, 2012 to the same time period in 2011.? The average cost of interest bearing liabilities decreased 31 basis points when comparing the year ended December 31, 2012 to the same time period in 2011.? The average balance of interest bearing liabilities decreased $17.4 million from the quarter ended December 31, 2011 to the same period in 2012.? The average balance of interest bearing liabilities decreased $19.9 million from the year ended December 31, 2011 to the same period in 2012. The decline in interest bearing liabilities for both periods resulted from maturities of wholesale borrowings and time deposits.

The net interest margin was 4.31% for the quarter ended December 31, 2012.? When compared to the quarter ended December 31, 2011, the net interest margin decreased 16 basis points. The net interest margin was 4.47% for the year ended December 31, 2012.? When compared to the year ended December 31, 2011, the net interest margin increased seven basis points. This increase was attributable to the decreased cost of interest bearing liabilities.

The Company?s net interest margin is not a measurement under accounting principles generally accepted in the United States, but it is a common measure used by the financial services industry to determine how profitably earning assets are funded. The Company?s net interest margin is calculated by dividing tax equivalent net interest income by total average earning assets. Tax equivalent net interest income is calculated by grossing up interest income for the amounts that are non-taxable (i.e., municipal income) then subtracting interest expense. The tax rate utilized is 34%.

Noninterest income was $1.5 million for the quarter ended December 31, 2012 and $1.3 million for the same period in 2011.? Noninterest income was $6.1 million for the year ended December 31, 2012 and $5.9 million for the same period in 2011. Increases in service release premiums received from secondary market mortgage activity were the largest contributor to the year?s increase in noninterest income. Noninterest expense was $5.0 million for the quarter ended December 31, 2012 and $5.5 million for the quarter ended December 31, 2011. Noninterest expense was $18.5 million and $19.3 million for the years ended December 31, 2012 and 2011, respectively.??The majority of the decrease in noninterest expense resulted from a one-time adjustment to FDIC assessment expense.? The Company determined that the balance of the Company?s prepaid FDIC insurance was too low and as a result made a $199,000 adjustment to increase the prepaid balance and decrease the corresponding expense in the quarter ended June 30, 2012. ?Decreases in other operating expenses relate to the Company?s efforts to improve efficiency by diligently managing and monitoring its operating expenses.

Asset Quality and Provision for Loan Losses

Provisions for loan losses were $10,000 for the three months ended December 31, 2012, compared to $900,000 for the quarter ended December 31, 2011. Provisions for loan losses were $1.7 million for the year ended December 31, 2012, compared to $3.8 million for the year ended December 31, 2011. The ratio of allowance for loan losses to total loans was 1.57% at December 31, 2012 and 2.13% at December 31, 2011.? The ratio of allowance for loan losses to total nonaccrual loans was 272.5% at December 31, 2012 and 357.0% at December 31, 2011.? The amount of provision for loan losses reflects the results of the Bank?s analysis used to determine the adequacy of the allowance for loan losses.? The decreased provision for the quarter and the year mostly resulted from the decrease in the amount of specific allocations required for impaired loans. During the year, several impaired loan balances were partially charged off while others had been completely charged off and moved to other real estate owned.? At December 31, 2012, impaired loans totaled $15.3 million and had related specific allocations of $2.4 million.? At December 31, 2011, impaired loans totaled $19.9 million and had related specific allocations of $4.2 million.

Nonperforming assets increased slightly from $5.0 million or 0.87% of total assets at December 31, 2011 to $5.6 million or 0.94% of total assets at December 31, 2011. This increase resulted mostly from the increase in other real estate owned. Several loans had been charged off and moved to other real estate owned during the year, including two large commercial real estate loans whose collateral was valued at $853,000 at December 31, 2012.

Total nonaccrual loans totaled $2.4 million at December 31, 2012 and 2011.? During the fourth quarter of 2012, the Bank placed one loan totaling $230,000 on nonaccrual status. Although this loan is unsecured, the majority of the Bank?s other nonaccrual loans are secured by real estate.? Management evaluates the financial condition of these borrowers and the value of any collateral on these loans.? The results of these evaluations are used to estimate the amount of losses which may be realized on the disposition of these nonaccrual loans.? Loans greater than 90 days past due and still accruing increased from $94,000 at December 31, 2011 to $208,000 at December 31, 2012.

The Company realized $1.4 million in net charge-offs for the quarter ended December 31, 2012 versus $48,000 for the same period in 2011. The Company realized $3.8 million in net charge-offs for the year ended December 31, 2012 versus $2.1 for 2011. The 2012 loan charge offs were concentrated in larger balance commercial real estate loans while the 2011 loan charge offs were concentrated in residential real estate. ?The Company continues to operate a troubled credit group to monitor past due loans, identify potential problem credits, and develop action plans to work through its troubled loans as promptly as possible. ?Asset quality remains a primary concern of the Company. Necessary resources continue to be devoted to the ongoing review of the loan portfolio and the workouts of problem assets to minimize any losses to the Company. Management will continue to monitor delinquencies, risk rating changes, charge-offs, market trends and other indicators of risk in the Company?s portfolio, particularly those tied to residential and commercial real estate, and adjust the allowance for loan losses accordingly.

Total Consolidated Assets

Total consolidated assets of the Company at December 31, 2012 were $593.3 million, which represented an increase of $25.3 million or 4.5% from total assets of $568.0 million at December 31, 2011.? Total loans increased $7.7 million from $410.4 million at December 31, 2011 to $418.1 million at December 31, 2012.? Considering the continued low interest rate and competitive market environment, the Company has been conscientious about maintaining both its underwriting standards and its net interest margin and thereby cautious about the growth it has accepted in the loan portfolio.

Deposits and Other Borrowings

Total deposits, which include brokered deposits, increased $28.6 million to $477.1 million at December 31, 2012 from $448.5 million at December 31, 2011. The Company held $9.9 million in brokered deposits at December 31, 2012 and 2011.?

Securities sold under agreement to repurchase were $10.0 million at December 31, 2012 and 2011. Borrowings with the Federal Home Loan Bank of Atlanta were $32.3 million at December 31, 2012 and $42.3 million at December 31, 2011.

Equity

Shareholders? equity was $63.7 million at December 31, 2012 and $58.1 million at December 31, 2011. The book value of the Company at December 31, 2012 was $19.11 per common share. Total common shares outstanding were 3,352,523 at December 31, 2012.? On January 16, 2013, the board of directors declared a $0.19 per common share cash dividend for shareholders of record as of January 28, 2013 and payable on February 15, 2013.

Certain information contained in this discussion may include ?forward-looking statements? within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These forward-looking statements relate to the Company?s future operations and are generally identified by phrases such as ?the Company expects,? ?the Company believes? or words of similar import. Although the Company believes that its expectations with respect to the forward-looking statements are based upon reliable assumptions within the bounds of its knowledge of its business and operations, there can be no assurance that actual results, performance or achievements of the Company will not differ materially from any future results, performance or achievements expressed or implied by such forward-looking statements. For details on factors that could affect expectations, see the risk factors and other cautionary language included in the Company?s Annual Report on Form 10-K for the year ended December 31, 2011, and other filings with the Securities and Exchange Commission.

EAGLE FINANCIAL SERVICES, INC.
KEY STATISTICS		For the Three Months Ended
		4Q12		3Q12		2Q12		1Q12		4Q11
Net Income (dollars in thousands)		$ ? ? ? ? ?1,581		$ ? ? ? ? ?1,253		$ ? ? ? ? ?2,002		$ ? ? ? ? ?1,714		$ ? ? ? ? ? ? 693
Earnings per share, basic		$ ? ? ? ? ? ?0.47		$ ? ? ? ? ? ?0.38		$ ? ? ? ? ? ?0.60		$ ? ? ? ? ? ?0.52		$ ? ? ? ? ? ?0.21
Earnings per share, diluted		$ ? ? ? ? ? ?0.47		$ ? ? ? ? ? ?0.37		$ ? ? ? ? ? ?0.60		$ ? ? ? ? ? ?0.25		$ ? ? ? ? ? ?0.21
Return on average total assets		1.08%		0.88%		1.43%		1.23%		0.48%
Return on average total equity		9.95%		8.01%		13.29%		11.74%		4.76%
Dividend payout ratio		40.43%		47.37%		30.00%		34.62%		85.71%
Fee revenue as a percent of total revenue		20.32%		20.40%		20.26%		19.18%		18.53%
Net interest margin(1)		4.31%		4.40%		4.60%		4.56%		4.47%
Yield on average earning assets		4.91%		5.01%		5.23%		5.25%		5.28%
Yield on average interest-bearing liabilities		0.83%		0.85%		0.87%		0.94%		1.07%
Net interest spread		4.08%		4.16%		4.36%		4.31%		4.21%
Tax equivalent adjustment to net interest income (dollars in thousands)		$ ? ? ? ? ? ? 198		$ ? ? ? ? ? ? 200		$ ? ? ? ? ? ? 207		$ ? ? ? ? ? ? 212		$ ? ? ? ? ? ? 214
Non-interest income to average assets		1.05%		1.09%		1.12%		1.06%		0.88%
Non-interest expense to average assets		3.41%		3.20%		3.12%		3.31%		3.73%
Efficiency ratio(2)		60.91%		61.36%		56.96%		61.43%		72.60%
(1)??The net interest margin is calculated by dividing tax equivalent net interest income by total average earning assets. Tax equivalent interest income is calculated by grossing up interest income for the amounts that are non taxable (i.e., municipal income) then subtracting interest expense. The rate utilized is 34%. See the table below for the quarterly tax equivalent net interest income and the reconciliation of net interest income to tax equivalent net interest income. The Company?s net interest margin is a common measure used by the financial service industry to determine how profitable earning assets are funded. Because the Company earns a fair amount of non taxable interest income due to the mix of securities in its investment security portfolio, net interest income for the ratio is calculated on a tax equivalent basis as described above.
(2)? The efficiency ratio is not a measurement under accounting principles generally accepted in the United States. It is calculated by dividing non-interest expense by the sum of tax equivalent net interest income and non-interest income excluding gains and losses on the investment portfolio and sales of repossessed assets. The tax rate utilized is 34%. See the table below for the quarterly tax equivalent net interest income and a reconciliation of net interest income to tax equivalent net interest income. The Company calculates this ratio in order to evaluate its overhead structure or how effectively it is operating. An increase in the ratio from period to period indicates the Company is losing a larger percentage of its income to expenses. The Company believes that the efficiency ratio is a reasonable measure of profitability.

????????

EAGLE FINANCIAL SERVICES, INC.
SELECTED FINANCIAL DATA BY QUARTER
		4Q12		3Q12		2Q12		1Q12		4Q11
BALANCE SHEET RATIOS
	Loans to deposits	87.63%		93.51%		94.36%		92.92%		91.52%
	Average interest-earning assets to
	??? average-interest bearing liabilities	139.30%		139.84%		138.63%		136.42%		132.72%
PER SHARE DATA
	Dividends	$ ? ? ? ? ? ?0.19		$ ? ? ? ? ? ?0.18		$ ? ? ? ? ? ?0.18		$ ? ? ? ? ? ?0.18		$ ? ? ? ? ? 0.18
	Book value	$ ? ? ? ? ?19.11		$ ? ? ? ? ?18.78		$ ? ? ? ? ?18.47		$ ? ? ? ? ?18.05		$ ? ? ? ? 17.67
	Tangible book value	$ ? ? ? ? ?19.11		$ ? ? ? ? ?18.78		$ ? ? ? ? ?18.47		$ ? ? ? ? ?18.05		$ ? ? ? ? 17.67
SHARE PRICE DATA
	Closing price	$ ? ? ? ? ?22.00		$ ? ? ? ? ?21.50		$ ? ? ? ? ?20.10		$ ? ? ? ? ?20.75		$ ? ? ? ? 16.81
	Diluted earnings multiple(1)	11.70		14.53		8.38		9.98		20.01
	Book value multiple(2)	1.15		1.15		1.09		1.15		0.95
COMMON STOCK DATA
	Outstanding shares at end of period	3,352,523		3,344,737		3,337,251		3,320,600		3,300,692
	Weighted average shares outstanding	3,348,630		3,341,050		3,326,999		3,316,005		3,305,189
	Weighted average shares outstanding, diluted	3,359,611		3,352,337		3,337,114		3,321,687		3,312,290
CAPITAL RATIOS
	Total equity to total assets	10.74%		10.94%		10.83%		10.64%		10.23%
CREDIT QUALITY
	Net charge-offs to average loans	0.33%		0.40%		0.13%		0.04%		0.01%
	Total non-performing loans to total loans	0.63%		1.19%		0.43%		0.59%		0.62%
	Total non-performing assets to total assets	0.94%		1.30%		0.71%		0.94%		0.87%
	Non-accrual loans to:
	????? total loans	0.58%		1.19%		0.39%		0.48%		0.60%
	????? total assets	0.41%		0.89%		0.30%		0.36%		0.43%
	Allowance for loan losses to:
	????? total loans	1.57%		1.86%		2.01%		2.13%		2.13%
	???? non-performing assets	118.38%		16.64%		213.78%		168.99%		176.06%
	???? non-accrual loans	272.45%		156.37%		509.93%		445.46%		357.00%
NON-PERFORMING ASSETS:
(dollars in thousands)
	??? Loans delinquent over 90 days	$ ? ? ? ? ? ? 208		$ ? ? ? ? ? ? ? 10		$ ? ? ? ? ? ? 163		$ ? ? ? ? ? ? 449		$ ? ? ? ? ? ? ?94
	??? Non-accrual loans???	2,414		5,091		1,692		1,995		2,449
	??? Other real estate owned and repossessed assets	2,934		2,364		2,181		2,815		2,423
NET LOAN CHARGE-OFFS (RECOVERIES):
(dollars in thousands)
	??? Loans charged off	$ ? ? ? ? ?1,516		$ ? ? ? ? ?1,801		$ ? ? ? ? ? ? 609		$ ? ? ? ? ? ? 237		$ ? ? ? ? ? ?327
	??? (Recoveries)	(122)		(84)		(50)		(81)		(279)
	Net charge-offs (recoveries)	1,394		1,717		559		156		48
PROVISION FOR LOAN LOSSES (dollars in thousands)		$ ? ? ? ? ? ? ? 10		$ ? ? ? ? ?1,050		$ ? ? ? ? ? ? 300		$ ? ? ? ? ? ? 300		$ ? ? ? ? ? ?900
ALLOWANCE FOR LOAN LOSS SUMMARY
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