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1 MID TERM EVALUATION FOR THE FY GUATEMALA TITLE II DEVELOPMENT ASSISTANCE PROGRAM PROMASA II PROJECT Proyecto Maya de Seguridad Alimentaria Prepared for USAID/Guatemala and Save the Children/Guatemala 1 September 2010 By Peter Heffron Management Consultant Best Practice Planning USA/Norway Sandra Saenz de Tejada Health & Governance Consultant Independent, Guatemala Kristi Tabaj Senior Specialist, Child Hunger and Agriculture Save the Children USA
4 Contents 1 Acronyms... i 2 Acknowledgments... iv 3 MTE Report Navigation Options... v 4 Quick Links... v 5 Forward... vi 6 Executive Summary PROMASA II Project Background Evaluation Background Evaluation Methodology Major Findings Conclusions Recommendations Top 3 Recommendations for Save the Children and Partner Organizations Introduction Cross Cutting Elements SO 1: MCHN and Governance SO 2: Food Production and SO 3: NRM & Disaster Planning Top Recommendation for USAID/Guatemala MTE Action Plan (Proposed) Guatemala Profile MTE Purpose MTE Audience PROMASA II Background Snapshot of the Guatemala MCHN Situation Stakeholders Project Design MTE Inputs MTE Outputs MTE Next Steps... 34
5 16 MTE Results by Cross Cutting Element Project Performance and Project Management Monitoring and Evaluation System Partnerships Gender Capacity Building USAID Regulation 216 Compliance MTE Results by Strategic Objective SO 1: Mother Child Health and Nutrition Practices and Services; and Governance SO 2: Food Production, Marketing, and Services SO 3: Natural Resources Management and Natural Disaster Planning SO 1, SO 2, and SO 3 Cross Cutting Elements Conclusions PROMASA II Organization Chart (Spanish) Terms of Reference Consultant CVs MTE Methodology (Spanish) MTE Schedule: Field Visits, Persons Interviewed, Etc. (Spanish) MTE Survey Instruments Better Practice Community Based Monitoring Example Better Practice Family/Community Gardening Example (Spanish) MTE Workshops Results MTE Photos Link PROMASA II Monitoring and Evaluation Plan for Reporting FY 2009 Annual Results Report: DIP Status FY 2009 IPTT Report MTE Sustainability Assessment...234
7 1 Acronyms PROMASA II MTE Report Acronyms AIEPI AINM C ARI BCC CBO CGMP CHW CHV C IMCI COCODE COMUDE COSAN COTONEB CS DHS ENSMI FFP FFW FONAPAZ Genesis GOG HH INAB Kiej Atención Integrada a las Enfermedades Prevalentes de la Infancia Atención Integral de la Niñez y la Mujer a Nivel Comunitario Acute Respiratory Illness Behavior Change Communication Community Based Organization Community based Growth Monitoring and Promotion Community Health Worker Community Health Volunteer Community Integrated Management of Childhood Illnesses Community Development Committee Municipal Development Committee Community Food Security and Nutrition Committee Cooperativa Agrícola Integral para Todos los Nebajenses Cooperating Sponsor Demographic and Health Surveys Maternal and Child Health Survey Food for Peace Food for Work Fondo Nacional para la Paz Genesis Empresarial (micro credit) Government of Guatemala Household Instituto Nacional de Bosques Kiej de los Bosques (micro empresas) i
8 PROMASA II MTE Report Acronyms LAs MGs MLs MAGA MOH IEC IR LAC LNGO LOP MALF MAGA MG ML M&E MCHN MSPAS MTE NGO OMP PDI PDGL PROMASA II PROSAN RFSA SEGEPLAN SESAN SIAS SC Lideres Agropecuarios/Farmer Leaders Madres Guias/Mother Guides Madres Lideres/Mother Leaders Ministry of Agriculture, Livestock and Food Ministry of Health Information, Education and Communication Intermediate Result Latin America and the Caribbean Region Local Non governmental Organization Life of Project Ministry of Agriculture, Livestock, and Food (English) Ministerio de Agricultura, Ganaderia, y Alimentos (Spanish) Madre Guía (Mother Guides) Madres Lideres (Mother Leaders) Monitoring and Evaluation Maternal Child Health and Nutrition Ministerio de Salud Pública y Asistencia Social Mid Term Evaluation Non Governmental Organization Office of Municipal Planning Positive Deviance Inquiry Program of Decentralization and Local Governance (USAID) Proyecto Maya de Seguridad Alimentaria II Programa de Seguridad Alimentaria Nutricional del Ministerio de Salud Rapid Food Security Assessment Guatemalan General Secretariat of Planning Secretaría de Seguridad Alimentaria Nutricional Sistema Integral de Atención en Salud Save the Children Federation/USA/Guatemala Country Office ii
9 PROMASA II MTE Report Acronyms SO UPS 1 USAID WFP WHO Strategic Objetive Unidad de Provisión de Servicios de Salud Nivel 1 United States Agency for International Development World Food Program World Health Organization Internet Save the Children USA in Guatemala: Save the Children USA: Save the Children Global Alliance: iii
10 2 Acknowledgments Evaluating a development project is equally challenging for those involved in the project and for those charged with reviewing the project s performance. This mid term evaluation is no exception. Representatives of the Government of Guatemala and USAID; participant families and Mother Leader and Farmer Leader volunteers; and staff from COTONEB, Genesis Empresarial, Kiej de los Bosques, and of course Save the Children all sacrificed significant time and energy ensuring that the MTE team was able to see and experience as much of the PROMASA II Project as possible in the time available. For example it was common for Farmer and Mother Leaders to have to walk one to two hours each way from their communities to the community where we were conducting focus groups. We hope that our five weeks in Guatemala, including two weeks in the campo in the Quiche and Ixil regions, three workshops to exchange impressions, plus our weeks of writing and re writing have resulted in a MTE Report that is accurate, useful, and worth the tremendous effort that the PROMASA II stakeholders put into it. Muchas gracias a todos. Sandra Saenz de Tejada Health & Governance Consultant Guatemala Peter Heffron Team Leader & Project Management Consultant Best Practice Planning Kristi Tabaj Senior Specialist, Child Hunger and Agriculture Consultant Save the Children USA Guatemala 1 September 2010 iv
11 3 MTE Report Navigation Options This report is designed to serve a wide range of PROMASA II stakeholders, to be a resource during the final year of the PROMASA II Project and to provide input to the design of a follow on MYAP. The electronic version of this report is meant to be easily navigable from one section to another using links embedded in the document. For example, See the Action Plan (Proposed) on page 22. Ctrlclicking on 22 will take you there. 4 Quick Links # Topic Page/Link 1 Executive Summary 2 Top 3 Recommendations for SC/PROMASA II Team 3 Top 3 Recommendations for USAID/Guatemala 4 MTE Action Plan (Proposed) 5 MTE Results by Cross Cutting Element 6 MTE Results by Strategic Objective 1: Mother Child Health and Nutrition Practices and Services 7 MTE Results by Strategic Objective 2: Food Production, Marketing and Services 8 MTE Results by Strategic Objective 3: Natural Resource Management and Natural Disaster Planning v
12 5 Forward The field phase of the PROMASA II mid term evaluation (MTE) was conducted in 8 of 123 project communities. The 8 chosen communities were identified by the PROMASA II staff to be representative of many of the communities served by COTONEB and Save the Children; however the MTE team was cautioned by the PROMASA II staff that there was nevertheless significant variability in the 123 communities that could not be captured in 8 communities. (The MTE team encountered not insignificant variability even between the 8 communities.) The PROMASA II MTE design did consider the option of employing a random sample of communities and randomly selected beneficiary households within the selected communities; however the requisite statistically significant sample size would have required a significantly lengthier and more costly assessment. In addition, because per the Save the Children/Guatemala terms of reference the primary focus of the MTE was to be on processes and lessons learned rather than impacts (the purview of the final evaluation), the number of communities visited while less than ideal was not considered by PROMASA II management nor the MTE team to be a critical factor in the MTE. Finally, the MTE team recognizes that: The evaluation occurred when the project had completed nearly 70 percent of its life cycle (as opposed to 50 percent) A one year project start up delay occurred that was beyond the control of the project team In recent years the Government of Guatemala (GOG) has unfortunately become less effective institutionally, thus adversely affecting delivery and quality of services, including in areas related to public health/mch, agriculture, food security, disaster prevention and mitigation, and sustainability (e.g., community level strategic plans). The proof of this observation is (a) the paucity of basic GOG services and/or the quality of same as experienced by the PROMASA II beneficiary families, Mother and Farmer Leaders, and project staff in the the fore mentioned areas; and (b) the generally declining trends especially among the low income majority with respect to basic nutrition/health, food security, sustainability, and so on. Thus PROMASA II strategies, financial and human resources, and activities dedicated to strengthening and/or collaborating with some key GOG institutions (MOH, MAGA, INAB, SESAN, etc.), were unable to bear fruit. The financial crisis and 2009 drought resulted in sizeable spikes in poverty and malnutrition throughout Central America, including Guatemala The PROMASA II target area and beneficiary population (especially given their recent history of violent repression) have posed a significant challenge These constraints undoubtedly acted as a brake on project performance. Considering the preceding, the reader is asked to interpret the MTE findings and recommendations presented in this report with caution. The MTE team did attempt to incorporate PROMASA II staff observations and recommendations (please see the Santa Cruz Workshop results in the Annexes, on page 202) and vet erroneous and overly subjective findings and recommendations to the extent possible by presenting tentative findings to USAID/Guatemala, partner organizations, and PROMASA II staff in workshops and through the sharing of several drafts of this report; however we acknowledge that 100 percent accuracy and objectivity is difficult to attain. vi
13 6 Executive Summary 6.1 PROMASA II Project Background The PROMASA II Project final goal is to reduce food insecurity in vulnerable populations living in six municipalities in the Department of Quiché Guatemala and is supported by three sub goals and accompanying strategic objectives. Impact will be measured primarily by a reduction in chronic malnutrition in children aged less than 3 years.* 1 Guatemala Showing PROMASA II Project Area PROMASA II Impact Indicator: Chronic Malnutrition in children aged 0 through 36* months reduced Sub Goal 1 Improve Maternal and Child Health and Nutrition SO 1 Increased adoption of key MCHN practices and use of services Sub Goal 2 Strengthen Livelihoods Management SO 2 Increased adoption of key food production and marketing practices and use of services Sub Goal 3 Build community resilience SO 3 Increased adoption of key natural resource management practices that strengthen community and household preparedness for natural disaster PROMASA II is a follow on to the PROMASA I project. With funding from USAID and with its Guatemalan partner, Cooperativa Agricola Integral Todos Nebajenes (COTONEB), and in close association with service providers Genesis Empresarial (micro finance) and Kiej de los Bosques (market linkages between rural communities and the private sector), SC has implemented the PROMASA II Project since October 2006 in 123 communities in Quiche, Guatemala, assisting over 100 thousand indigenous people improve their health and nutrition. The PROMASA II Project mid term evaluation (MTE) identifies ways that the project can improve its performance, systems, and processes in order to improve its efficiency and project outcomes during its remaining year plus of operations. (The PROMASA II Project is due to conclude in September 2011.) In addition, we are confident that the MTE will enable a greater understanding of what has worked and what could be improved in the project, and thus what better practice design elements a follow on project would need to incorporate to manifest even greater cost effectiveness than PROMASA II has. Given the challenges facing Guatemala and Guatemalans as witnessed in the unusually harsh 2009 drought and economic crisis, and the May 2010 (post evaluation) eruption of the Pacaya volcano, and flooding, landslides, and crop losses due to tropical depression Agatha in the long run, the evaluation is meant to contribute to GOG s, USAID s, SC s, and SC s partners desire to identify better practice, more innovative, more effective means of addressing Guatemala s declining food security situation. 1 Quote from PROMASA II MYAP, SC USA/Guatemala, Impact indicator recommended change from <5 years to <3 years. 1
14 6.2 Evaluation Background Save the Children USA in Guatemala (SC) commissioned the mid term evaluation (MTE) of the Proyecto Maya de Seguridad Alimentaria (PROMASA II) project. The PROMASA II MTE evaluation team consisted of three experienced consultants: Peter Heffron, who served as team leader and the Cross Cutting Factors consultant; Sandra Saenz de Tejada, who served as the Health and Governance consultant; and Kristi Tabaj, Senior Specialist, Child Hunger and Agriculture Save the Children USA who served as the Livelihoods consultant. The field component of the evaluation took place from 9 April 2010 through 14 May 2010, and the final evaluation report was prepared in several drafts from May through August Evaluation Methodology The MTE methodology was developed by the MTE consultants with the involvement of SC/PROMASA II staff from 9 to 12 April, taking into account the time available for the evaluation, availability of the consultants and project field staff, and the need to ensure representation by as many segments of the target population and agro ecological regions as possible. A rapid appraisal approach was agreed, criteria for who should be interviewed and which project interventions should be visited were established, focus group question guides were developed, and logistics were organized. Save and COTONEB field staff ( Supervisores ), segregated by their respective assignments to the project s three strategic objectives, were given a one day training by the Health and Livelihoods consultants in applying the focus group instruments. Following the training, a one day live exercise was conducted in one PROMASA II community to validate the instruments and give the enumerators a bit of experience before doing the real thing several days later. Eight communities, four in the Quiche speaking area and four in the Ixil speaking region, were visited during the MTE team s two weeks in the field. 2 There was a degree of variability between communities visited and evaluation findings, thus the observations and recommendations contained in this report will not apply uniformly to the project as a whole. Nevertheless, based on triangulation exercises, including a workshop in Santa Cruz de Quiche on 28 April (see Annexes, page 202 ctrl+click page number to follow page link), and interviews with partner organizations and with municipal authorities, the initial findings and recommendations have been generally validated and if not have evolved to represent most of the PROMASA II Project reality strengths as well as areas for improvement. Due to the independent nature of the MTE, there are inevitably some findings and recommendations that the MTE team has made that, even after modifications/explanations, project stakeholders differ with. We believe that the evaluation approach of suggesting that the PROMASA II team decide for itself which of our recommendations to implement and the most appropriate manner for doing so permits at least consideration of even potentially controversial findings and recommendations. The team leader participated in both specialist focus groups and household visits, conducted SO 2 and SO 3 focus groups with Farmer Leaders, and met with the specialists and project staff daily and, when necessary, virtually, to agree on lessons learned and fine tune approaches as necessary, as well as to assist in adjusting logistics. The team leader, in consultation with fellow team members and PROMASA II staff, was also engaged in planning especially the Santa Cruz de Quiche workshop which was conducted on 28 April. 2 For more information on the communities visited, as well as interviews at the partner organization, Municipal and Department levels, please see the MTE Schedule on page 157 in the Appendices. 2
15 6.4 Major Findings Project Management and Cross Cutting Elements We are convinced that with its integration of child health and nutrition, governance, expansion of agriculture and micro enterprise opportunities, and environmental protection and emergency preparedness components (SOs 1, 2, and 3), the PROMASA II Project is a conceptually solid venture. We observed that project staff, representing COTONEB, Genesis Empresarial, Kiej de los Bosques, and SC work relentlessly to make the project a success. The community level Mother Leaders and Farmer Leaders are also generally gung ho about their work in the project. PROMASA II s primary clients the approximately 10,250 households in 123 communities targeted by the project per the MTE focus groups and observations are grateful to be a part of PROMASA II. This was especially so in 2009 when the combined effect of the international financial crisis which significantly reduced remesas (remittances) from the USA to Guatemala s thousands of villages; and to the worst drought in 30 years pushed chronic malnutrition to high rates (see graph below), representing a setback to PROMASA II s expected reduction in the chronic malnutrition rate. Although these twin crises occurred all over Guatemala, PROMASA II Mother and Farmer Leaders and beneficiaries consistently reported to the MTE team that the project s Title II resources (including Food for Work road maintenance mini projects), as well as the goat, home garden, and other activities had a significant mitigating effect. In other words, the situation in 2009 was unusually difficult, but would have been much worse without PROMASA II. Overall, per performance data provided to the MTE team by the SC/PROMASA II M&E unit and management, it appears that the project will achieve most of its objectives by September (For an overview of PROMASA II performance indicator status as of December 2009, please see the Monitoring and Evaluation Plan for Reporting, FY 2009 ARR, and IPTT reports beginning on page 217 in the Appendices.) 3
16 There is a reasonable probability that by September 2011 the project will also achieve its primary impact goal of reducing chronic malnutrition in children aged 0 through 36 months (see graph above). 3 PROMASA II has contributed to a significant recovery in the chronic malnutrition rate from September 2009, when chronic malnutrition climbed to 78%, to March 2010 when it declined to 76%. If that trend can be maintained, the September 2011 target will be achieved. In other cross cutting areas, particularly counterpart relations and, to some extent, gender, PROMASA II is also doing quite well. Project partners COTONEB, Genesis, and Kiej de los Bosques report that they have appreciated the relationship with SC and feel that SC has been a good lead partner, although they would appreciate more participation in higher level project related monitoring and decision making. With respect to gender, although PROMASA II does not have a great deal of female male mix in its project activities (i.e., SO 1 s beneficiaries consist of mostly women and under three year olds, and SO 2 and SO 3 participants are mostly male), female beneficiaries and female Mother Leaders far outnumber male beneficiaries and male Farmer Leaders. As one might expect in a mid term evaluation, as a result of the document reviews, focus group discussions, interviews, physical observations, and workshops opportunities for improvements in the PROMASA II Project and future food security projects have also been identified. For example, an important core theme in the PROMASA II MYAP is contributing to improved access by project participants to better MCHN services, food production and marketing services, and natural resource management and emergency preparedness services 4 however it was observed by the MTE team that few project activities at 70% of the project implementation period have actually resulted in improved access to services. The apparent major contributing factors to the above are: 1. The PROMASA II project design (2006 MYAP) attempted to do significantly more than PROMASA I, and with less resources. The PROMASA II MYAP was designed to increase the project impact and cost effectiveness of PROMASA II relative to PROMASA I. This would be accomplished by decreasing the cost per beneficiary by roughly doubling the number of PROMASA I project beneficiaries, while halving the number of SC and COTONEB supervisors, and operating within a budget similar to the PROMASA I budget. The logic was that in place of SC and COTONEB supervisors, there would be Mother Leaders (SO 1) and Farmer Leaders (SO 2, SO 3) who, after receiving basic training of trainers in PROMASA II activities, and for a monthly stipend of Q 500 (approximately US$ 60), would work in several communities for the duration of the project. 5 3 Recommended goal indicator modification per through 49 months. Please see SO 1 recommendations beginning on page From the PROMASA II MYAP Results Framework 5 Note: The following factors were considered by PROMASA II in establishing the stipend amount for Mother Leaders: (1) Although it may be less than the mínimum wage, it is greater than the GOG s conditional transfer payments of Q 200/month to the neediest families; and (2) The Mother Leader stipend is competitive with the opportunity cost of other work, which for Mother Leaders, is close to nil. Information provided by PROMASA II project management,
17 An additional benefit meant to accrue from the preceding approach was greater sustainability, in that the 120+ communities would have access to trained, experienced and trusted by their peers Mother Leaders and Farmer Leaders. These Leaders would then continue, in an as yet undefined manner, the core project activities (health/nutrition, improved governance, agriculture/micro enterprise extension, environmental protection and disaster mitigation, respectively) after PROMASA II had concluded. 2. With the important exception of MOH health posts and clinics, the paucity of GOG managed agriculture and natural resources extension and other basic services to link to in the first place. The fundamental PROMASA II project design assumptions, including the above, were agreed upon during the project design phase, and were embodied in the 2006 MYAP. The challenge has been operationalizing such an ambitious strategy in a timely and quality manner. The result of the preceding has been an inability to date of PROMASA II to strengthen much less create access to health and agriculture extension services. The key causes of the design issue apparently were: (a) the project design principle of balancing scope resources time was not adequately adhered to; (b) piloting the new strategy on a smaller scale was not considered; and (c) a risk analysis of the proposed new strategy (from PROMASA I to PROMASA II) was apparently not conducted. This situation alone would have put PROMASA II in difficulty; however a nine month startup delay put further pressure on the project. The project implementation plan, including targets, etc., was established from 1 October 2006, however the project only began signing up communities and implementing food distributions in July SO operations were initiated in September The project startup delay was caused by a tardy receipt of the first food shipment for monetization (June 2007). Thus, although the project did engage in community organizing activities, per the FY 07 ARR/DIP, there were no project outputs that first year. Other findings with respect to PROMASA II cross cutting factors relate primarily to project management, the M&E system, and sustainability. In brief: Although improvements can be made with respect to PROMASA II s programmatic and organizational integration (project vision, customers, finances, internal growth, etc.), 6 the PROMASA II Project appears to be managed at all levels within standard project management norms. The PROMASA II M&E system, while adequate for fundamental reporting purposes, needs upgrading in order to meet generally accepted project M&E norms. PROMASA II sustainability, both in terms of critical project activities continuing once the project has completed and in terms of potential external opportunities and constraints affecting the target population is uncertain/unarticulated by the project as of the MTE (May 2010). Detailed findings and recommendations regarding the preceding are included in this report (see MTE 6 For example, see the Balanced Scorecard approach discussed in the Management and Project Performance section beginning on page 35. 5
18 Results by Cross Cutting Factor beginning on page 35). In conclusion, the PROMASA II cross cutting factors particularly counterpart relations, gender, project management, M&E, and sustainability are proving important to achieving the project s programmatic objectives So important that they in a follow on project should be monitored and reported on in their own right. SO 1: Increased Adoption of Key MCHN Practices and Use of Services The focus of SO 1 has been the implementation of a strategy to promote the adoption of preventive key MCHN practices and the use of MOH health services in order to improve feeding practices and diminish rates of childhood illnesses and malnutrition. This strategy includes recruitment and training of community health workers (CHW), who implement activities of the strategy in the community. While the SO 1 has four intermediate results, on the ground it has been divided into two main components: (a) health and nutrition and (b) the strengthening of community organization. There has been substantial revision (sometimes including discontinuation) of strategies originally proposed in the MYAP, particularly those that involved close collaboration with the MOH. CHWs (locally known as Madres Líderes or Mother Leaders) serve in the critical role of extending coverage of program strategies and disseminating health and nutrition related messages. They are currently selected by the communities and PROMASA II has spent considerable effort in their training in health and nutrition. Currently there are too few CHWs to adequately cover participating households (each CHW covers, on average, 140 households), and not enough PROMASA II project personnel to supervise their work. In this estimation, with 15 months remaining in the five year project, the frequency of contact between CHWs and project participants combined with other important factors beyond the project s control (discussed further below) will probably not prove sufficient enough to translate into the planned level of end of project impact. The other main component in this SO, which actually affects all three of the project s SOs, is the strengthening of community organization (Democracy and Governance). It targets three main groups: (a) local food and nutrition security committees (COSAN, Comisión de Seguridad Alimentaria), (b) the official community organization (COCODE, Consejos Comunitarios de Desarrollo), and (c) officials and organizations at the municipal level, such as municipal planning departments. Community organizations have received a series of trainings in leadership, organization, and the food security framework. In several municipalities the project has promoted COSAN networks, some participating in monthly the municipal level committees, COMUDEs (Consejos Municipales de Desarrollo). The success of strengthening both COSANs and COCODEs has varied, as well as the degree of interaction between both. At the municipal level, project efforts have included regular meetings with planning officials and active participation at the COMUDE, where the project s technical expertise in food and nutrition security is widely appreciated. The preceding findings (as well as recommendations) are presented in greater detail in the MTE Results by Strategic Objective section, beginning on page 57. SO 2: Increased Adoption of Key Food Production and Marketing Practices and Use of Services Beneficiaries seem to be satisfied with especially the following SO 2 activities: improved seed/material and planting advice for maize and beans, the goat module (and the use of goat droppings and urine for fertilizer and pest management), poultry rearing, family gardens, and tree 6
19 nursery activities. Technical guides and trainings provided to PROMASA II staff and agriculture leaders seem comprehensive, professional and well organized. Team members witnessed demonstration plots at the Farmer Leader level which promoted practices taught through PROMASA II. Initially, PROMASA II had two sets of local participants involved in disseminating SO 2 and SO 3 practices among beneficiaries: Farmer Leaders and Farmer Guides. The Farmer Guides received food rations as an incentive and reported to the Farmer Leaders. However, there were some issues between Health Guides (SO 1) and Farmer Guides. It was in the best interest of the project to eliminate the Farmer Guide positions and allow Farmer Leaders to take on additional duties. Farmer Leaders were provided input incentives used towards the creation of their demonstration plots. Demonstration plots are limited to the community in which the Farmer Leader lives, but various family gardens and small livestock modules are implemented in the other one to two communities where the leader serves. Each leader is provided training in a number of different topics. The leaders then provide selected trainings to beneficiaries in up to three communities. Farmer Leaders serve as an example and resource to the communities they serve. Demonstration plots including family gardens, small livestock (goat and poultry) modules, and compost piles provide both beneficiaries and community members not enrolled in the project, the opportunity to see live examples of promoted activities on a daily basis. Leaders also serve as a constant resource for advice and information in the communities where they live. They coordinate closely with SO 1 Mother Leaders in providing health, nutrition, and hygiene guidance as well as monitoring underweight children within their communities. Improving the nutritional status of children under 3 is one of the major components of PROMASA II and therefore the goat module is of great importance. As of September 2009, PROMASA II had reached 602 HHs or 55% of the target (LOP target: 1100 HHs). In comparison, poultry modules (composed of five trainings) reached 2249 of the targeted 1900 HHs or 118% as of September This activity is also significant with respect to achieving targets related to improving the nutritional status of children under 3. Small livestock health and hygiene practices have been heavily promoted in PROMASA II. The emphasis has been on keeping small livestock in pens and keeping the pens clean to prevent the spread of disease. This practice was clearly adhered to by Farmer Leaders in their demonstration plots as well as other households observed over the course of the mid term evaluation site visits. There has also been a focus in PROMASA II on small livestock vaccination and the availability of vaccines and other medicines through Farmer Leaders. However some Farmer Leaders and PROMASA II staff expressed concern that reliability of the cold chain for vaccines is affecting the adoption of regular vaccination of small livestock by households. There has also been an emphasis on making sure the products derived from the small livestock are as hygienic as possible (for example, cleaning the udder/teats and the surrounding area of the goat when milking). Mother Leaders and Farmer Leaders have both reinforced the importance of handwashing before and after handling small livestock or small livestock by products. The activities around the goat module are holistic. Goats produce milk to be consumed by initially undernourished children under 3 in the household. Waste products from the goat are then used for pest management (urine) and fertilizer (droppings). Goats also serve as a household asset. The activity provides yet another illustration of the integrated nature of Title II programming. There was some variation (to be expected) in terms of the "quality" of the Farmer Leader 7
20 demonstration plots, and even more variability in terms of "quality" with respect to beneficiary household attempts to replicate the demonstration plots, or some of the components (e.g., vegetable gardens) and operationalize the training they had received from the FLs. Specifically it was observed that demonstration plots are not as "efficient" as they could be, generally taking up more space than necessary, especially considering that up to half of beneficiary households in the communities visited do not have enough land to replicate the demonstration plots, or even some of the component options such as vegetable gardens. The main observation is that possible future permutations of the PROMASA II home gardens component could and given the high stakes with respect to malnourished children, land and water scarcity, etc. perhaps should employ better practices. For home gardens, a proven better practice is the Biointensive method. (A better practice family/community gardening example is provided in Spanish in the Appendices, page 191.) The training manuals developed for the PROMASA II Project provide enough information to Farmer Leaders to help guide the selection of beneficiaries for particular activities, provide key points on engaging participants and give technical information on the targeted topic. One of the recommendations from the baseline survey was to promote agriculture based income generating activities directed at women. Kiej de Los Bosques is working with six women s groups on opportunities to increase income through product development. While not all groups are working on agriculture based projects, the purpose of each group is to develop a product or products for commercialization. Kiej has developed a model to guide groups through a process by which they develop into an independent group such as a cooperative or business. A number of additional benefits were discovered through focus groups conducted during the mid term evaluation. Within IR 2.3, access has increased as most inputs are provided to beneficiaries. Generally though, this IR aims to improve food availability and does not address long term access issues. Scarcity of some inputs and limited uptake of recommended practices have limited the success of certain activities, such as the use of improved bean seed varieties. SC planned to purchase improved bean seeds for activities around improved production practices. However, due to the lack of commercial availability of the improved seeds in the market, not all targeted beneficiaries have been able to participate in this activity. Limited commercial availability was due to drought conditions which lowered the production and therefore availability of the improved bean seed variety. In addition to this, beneficiaries are not following the recommended practice of independently multiplying seeds on their own. Food for Work projects in PROMASA I focused not only on community projects, but also on home/land improvement. 7 The emphasis shifted within PROMASA II to community based projects. Food for Work projects can be limited to small projects within the communities. SO 3: Natural Resources Management and Natural Disaster Planning Natural resource management activities are positively viewed by project participants, even though there are issues with inputs and community participation. Project activities should continue as scheduled, focusing on exit strategies. In general, all future programming within the Guatemala CO should include a disaster risk reduction component focusing on preparedness, mitigation and 7 Soil conservation, household repair, environmental clean up. 8
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text:
EMC Windows-ready for cloud computing
Enterprise storage solutions provider EMC recently announced that its solutions can support Windows Server 2012, Microsoft's operating system for servers and due for release this year. The announcement came just when an independent analyst report said that EMC is the preferred brand for mission-critical applications.
EMC said it is working with Microsoft to help enterprises transition to cloud computing. To do this, EMC said its new Microsoft-focused Proven Solutions and Microsoft Private Cloud FastTrack configurations have been designed to help Microsoft customers "successfully transform and accelerate their Microsoft applications environments to the cloud."
The collaboration leverages on the EMC VNX and VMAX platforms with the EMC Proven Solutions maximising the performance and recovery in mixed Microsoft application workload environments including MS SQL Server, MS SharePoint and MS Exchange.
EMC also announced broad technology support for Microsoft Windows Server 2012 across storage and backup products. EMC said that as a Microsoft partner, it is investing in joint engineering resources and expertise to test and validate the latest upcoming versions of Microsoft software on EMC infrastructure.
Industry collaboration
EMC is also announcing support for EMC Avamar, EMC NetWorker and EMC Data Domain backup and recovery products.
"This extensive level of support for Windows Server 2012 ensures EMC and Microsoft customers the ability to confidently deploy centralised cloud infrastructure leveraging new Microsoft technologies with efficient data protection using EMC's latest backup, recovery and de-duplication technologies," said EMC.
EMC said this kind of industry partnerships will help enterprise customers transform their Windows environment to increase server performance at lower costs but with high availability. This strategy supports EMC customers who are running their mission-critical applications in the Windows environment.
EMC cited an IDC report which showed that more customers choose EMC storage for deployments of Microsoft SharePoint and Microsoft Exchange for their mission-critical applications than any other vendor in the first half of 2011.
User demand
According to the IDC Storage Users Demand Study, EMC ranked as the leading provider of storage technology in Oracle, Microsoft Exchange and SharePoint, SAP, Business Intelligence and Analytics, Virtual Desktop Infrastructure and Home Directory environments.
"IDC initiated its biannual worldwide survey of storage administrators that analyses how storage capacity is consumed by the major data use cases from the most widely-used business applications to IT infrastructure support," said Natalya Yezhkova, research director, IDC Worldwide Storage Systems Research and lead analyst, Storage Users Demand Study (SUDS).
"The data suggests that EMC, which accounted for nearly a quarter of external terabytes shipped worldwide in the first half of 2011, shipped more storage than any other enterprise storage systems supplier to run eight out of nine major data use cases we surveyed."
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Life Every Day November December 2016 Paperback
Glad Tidings
by Jeff Lucas;
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Life Every Day November December 2016
Full Product Description
Glad Tidings - When Christmas starts to approach, it is so easy to get caught up in the sheer amount of extra work: making plans, buying presents, sending cards and so on. But the 'reason for the season', as the saying goes, is so much more important. What are we actually celebrating? Why does it matter? And how should we celebrate in such a way that Christ is honoured, rather than His birth being used as an excuse to eat too much, spend too much money and waste a few days? In his wonderful style, Jeff Lucas digs deep into the Bible, taking a fresh look at the first Christmas and exploring its significance at the time - how it was foretold many years before by the Old Testament prophets and what it means to us now, in 2016.
Life Every Day November December 2016 by Jeff Lucas was published by CWR in July 2016 and is our 16170th best seller. The ISBN for Life Every Day November December 2016 is 9781782595748.
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|Author / Artist
|Jeff Lucas
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|CWR (July 2016)
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text:
At some point between Ubuntu 7.04 and 8.10, it seems that the
file-roller "Extract here" context-menu item in Nautilus (Ubuntu's file explorer) began opening a new window for the folder that had just been extracted.
I personally find this exceptionally annoying, and have finally looked up how to disable it. It only takes a few simple steps; I have only verified these in 8.04 LTS (Hardy Heron), though.
- Open
gconf-editor(Applications > System Tools > Configuration Editor); you can also run it from the terminal as gconf-editor.
- Navigate to the
- Untick the
view_destination_folderbox, and close


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Chapter 1 : What are you doing here?
|Rating: Mature
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Anyways, I should go find Snape. This is my first day at Hogwarts. My father came and got me from Durmstrang, seeing as we won't be doing much for the last two weeks, so that I could be at Hogwarts for the rest of the year and get use to the place before the next term started. I'm supposed to meet Snape after the tournament. "Catharine, wait up. I have something to tell you." I despise that name, everyone calls me Kate. There is only one person who would call me by that accursed name. My brother. Draco Malfoy.
"What do you want? I have to find Snape," I snap. He is not a person that I want to see while here. He is a prat at home and I don't want to find out what he's like at school, at least not on my first day.
"That's what I have to talk to you about. He said that you need to meet him right now. He's heading to Moody's office," He says with a smug smirk on his face and his two lackeys behind him. I can tell that he isn't telling me the whole story, but with both of us trained in occlumency I can't figure out what Snape really said if anything at all.
"Ok, I better get going if I'm going to catch up with him." I say with a smile. I am going to get him into some trouble and it's only my first day. When Snape finds out… Oh, this is going to be fun. He wants me to get in trouble, but he'll be the one in trouble.
I find Snape, McGonagall, Potter and Professor Dumbledore in Moody's office. When I walk in everyone is surprised to see me acting like nothing is wrong, except Snape. He has a very intimidating look on his face, but that doesn't work on me, I've seen it way to often. "I told you to wait in my office." He hisses. He is so close to losing his calm composure.
"But Draco said to come and meet you here right away." I whimper with an innocent and afraid look on my face. You learn a lot more than spells at Durmstrang.
"We will talk about it in my office as soon as I am done here. Now please go wait in my office." He's annoyed like he always is with me, which I don't understand because I'm such a sweet angel.
The welcoming halls just seem to be calling my name, so I wander around the castle for a while. Snape won't be done with whatever it is that he's doing, for a while or he would have had me wait down the hall. Eventually, I find Potter and his two friends leaving the hospital wing and I decide to join them. "Hey, weren't you supposed to be waiting for Snape?" the freckled red-head questions.
"Well, hi to you too." Such a nice kid, "My name is Kate by the way." I really want to get to know some people before the next term. Potter isn't the best choice but hey, if I need to rebel against my parents this is just the way to do it. Oh, and my brother won't be happy but he's a prat.
"Hello, I'm Hermione Granger, and this is Ron Weasley and Harry Potter. I've never seen you around before and you don't look like you're from Beauxbatons. Where are you from?" Hermione seems like a nice girl and a good study partner but her auburn hair is a bit too frizzy.
"Beauxbatons? Ugh, that would be my last choice of schools. Even Durmstrang is better than that place. I got kicked out of there after a week. I'm actually from Durmstrang." I can tell that they think that I'm crazy. Great.
"A week? How do you get kicked out of a school in a week?" Ron asks obviously shocked.
"It's really not that difficult, especially at a school like that. I mean getting so much detention that you can't even make it up in one year, it's really quite unimpressive. I would have gotten about a month of detention at Durmstrang for everything I did to get over a year at Beauxbatons. Granted the detentions at Durmstrang are nowhere near as nice as the detentions at Beauxbatons. Well I better get down to the dungeons before Snape finds…" I say as a hand claps down on my shoulder, "me." I murmur so that just Harry, the closest one to me, can hear it. A pained look appears on my face as I prepare for what is about to happen.
"I told you to wait in my office, Catharine." Oh, I really do hate that name.
Sorry that this chapter is so short. The next chapters will be longer, I promise.
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She can't be a Malfoy: What are you doing here?
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Using Password Safe you can organize your passwords using your own customizable references - for example, by user ID, category, web site, or location. You can choose to store all your passwords in a single encrypted master password list (an encrypted password database), or use multiple databases to further organize your passwords (work and home, for example). And with its intuitive interface you will be up and running in minutes.
Bugs fixed in 3.11.1
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entry selected.
[1837534] Autotype handles tab correctly when typing to Internet
[] Copy Username and Copy Password new toolbar icons swapped back.
Changes to Existing Features in 3.11.1
[] You can now check for newer version via Help->About
[] List view displays an icon in each row showing the type of entry


text:
Senate Majority Leader Joseph Bruno, R-Brusnwick, issued a formal statement in response to the news that he will soon lose Sen. Mike Balboni, R-Nassau, to the incoming Spitzer administration:
"I congratulate Governor-elect Eliot Spitzer on his decision to appoint Senator Micheal Balboni as his deputy secretary for Public Safety.
Michael is a nationally recognized expert in matters of homeland security and chaired the Senate Veterans, Homeland Security and Military Affairs Committee. In addition to his experience and contributions in the field of natioal and homeland security, Senator Balboni has distinguished himself in the Senate and Assembly and has a strong record of achievement.
We will miss him in his role as a Senator, but we look forward to working with him and the new administration on homeland security and other public safety issues."
Balboni said he would like to remain in the Senate until Jan. 3 so he can vote on whether to keep Bruno as majority leader and also so he can "sit for one more State of the State and listen to the governor as one of the folks in the gallery."
"I am going to support Joe Bruno for re-election. I hope that my colleagues do the same," Balboni said. "Sen. Bruno has been an ally for many, many years."
Balboni also said he thinks Bruno deserves "the benefit of the doubt" while the FBI investigation of his outside business interests and their possible connections with his political power plays out. Â
The entire conference voted on Nov. 30 to keep Bruno as leader for another two years, but that vote needs to be formalized when the Legislature returns to Albany next month. Some members are angry that Bruno didn't tell them about the investigation before they decided to support him this fall.
Balboni's departure is a particular blow to Deputy Senate Majority Leader Dean Skelos, who is also a Nasau County Republican, who has been waiting in the wings to take control of the Republican majority for a number of years.


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Edith Wharton American Literature Analysis
(Masterpieces of American Literature)
Too often known only as "that society lady author," a writer of irrelevant and obsolete books, Wharton cannot be dismissed so easily. Although primarily dealing with a narrow social range and short historical span—the upper echelons of New York society from the 1870's to the 1920's—she mines verities about the whole of human nature from these small, seemingly unrepresentative samples of humanity. Far from being anachronistic or irrelevant, Wharton's novels go deeper than their surface manners and mores to reveal universal truths about individuals in relation to their society, and she explores themes relevant to any era.
Regarded as one of America's finest realists, along with her friend and literary inspiration Henry James, Wharton emphasized verisimilitude, character development, and the psychological dimensions of experience, all of which placed her in this tradition, although with some significant variations. Some of her fiction, such as Ethan Frome, owes a greater debt to romantics such as Nathaniel Hawthorne than to the realists, and most of her work deals with the upper rather than the middle classes more common to realist fiction; critic Blake Nevius remarks: "She was destined from the beginning to be a realist. As a child in Paris, she used to . . . make up stories about the only people who were real to her imagination—the grownups with whom she was surrounded. . . . Mother Goose and Hans Christian Andersen bored her."
The United States premiere novelist of manners, Wharton employs intricately detailed descriptions of outward form, including manners, customs, fashion, and decor, to reveal the inner passions and ideals of her characters. Using manners to register internal events as well as external circumstances allows her to indicate deeper emotions indirectly. The constricting effect of an elaborate and confining set of behavioral guidelines on the human psyche and the human spirit's survival within these narrow boundaries provides one of the overriding themes of her fiction.
This emphasis on the power of environment over the individual sets her apart from the writer to whom she is most often compared, Henry James. Frequently mentioned in the same breath, the two indeed have many similarities. They traveled in the same social circles, wrote about similar kinds of people, held the same values, and dealt with many of the same themes, particularly innocence versus experience. James, however, placed more emphasis upon the individual within the society than on the society itself. Perhaps the strongest bond between these two writers lies in their mutual devotion to the art of fiction, their continual study of the novel's form, and their interest in the technique and processes of art.
As a realist, Wharton describes the houses, fashion, and social rituals of "old New York" in minute detail, studying this small stratum of society as an anthropologist might study a South Sea island. The Age of Innocence, for example, abounds in anthropological terminology, as the protagonist, Newland Archer, reveals when reflecting that "there was a time when . . . everything concerning the manners and customs of his little tribe had seemed to him fraught with world-wide significance." He describes his own wedding as "a rite that seemed to belong to the dawn of history." Archer's use of this anthropological jargon reveals Wharton's almost scientific fascination with the social milieu.
Similarly, in The House of Mirth, structured as a series of scenes that reflect the social status of its heroine, Lily Bart, Wharton meticulously records even the finest lines between classes, noting that "the difference [between them] lay in a hundred shades of aspect and manner, from the pattern of the men's waistcoats to the inflexion of the women's voices." Although no such subtlety of detail exists in the very different world of Ethan Frome, a nevertheless fixed and immovable social structure offers the novel's protagonist no avenue of escape from his equally barren business and marriage. In all these novels, the elaborate rituals that sustain a culture protect tradition and stabilize the society, but they also constrict the freedom of the individual within that society.
Often victims of society's narrow definition of acceptable behavior, Wharton's multifaceted, psychologically complex characters are also victimized by their own weaknesses. Lily Bart, one of Wharton's most fully realized characters, suffers under the limitations placed on women in her circumstances, but she falls equally victim to her own selfishness and snobbery. Similarly, Newland Archer, imprisoned within the narrow behavioral confines of old New York, is also imprisoned by prejudices and lassitude. The eponymous character of Ethan Frome, as a result of his own and society's limitations, also fails to escape a suffocating town, business, and marriage in order to seek intellectual and emotional fulfillment.
Although not involved in the feminist movement of her day, Wharton's preoccupation with the limiting effects of societal restrictions on the human soul necessarily invokes feminist issues, for women especially suffered under this society's narrow boundaries. Lily Bart, for example, finds her options severely limited because of her gender; even taking tea alone with a man in his apartment results in social condemnation.
Newland Archer often muses on the peculiar demands and expectations placed on women. When he declares, "Women ought to be free—as free as we are," Wharton notes that he is "making a discovery of which he was too irritated to measure the terrific consequences." May Welland Archer is yet another victim—in this case, of her husband's narrow definition of her character—and Ellen Olenska is the victim of society's preconceptions of a woman's behavior.
The principal theme of Wharton's fiction involves the individual in society: how personal relationships are distorted by societal conventions, the clash between changing characters and fixed society, and the conflict between nature and culture. Wharton therefore stands a bridge between an older, more established nineteenth century world and the world of the twentieth century, which placed increasing emphasis on individual experience.
The House of Mirth
First published: 1905
Type of work: Novel
A young woman falls from the heights of New York society to the depths of poverty and despair when she fails to conform to society's expectations.
The House of Mirth, Wharton's second full-length novel, not only guaranteed her literary reputation but also established the setting and themes she would explore throughout her career. Set in the early twentieth century New York society with which she was so intimately familiar, the novel offers an angrier and more bitter condemnation of this social milieu than Wharton's later work, which mellowed with the passage of time. Both a meticulously thorough examination of a complex social structure and a brilliant character study, it offers a compelling exploration of the effects of social conformity upon the individual.
As the novel opens, its heroine, twenty-nine-year-old Lily Bart, has achieved the height of her powers: Beautiful, intelligent, charming, and sought after, she has nevertheless reached a turning point, knowing too well that society has no place for an unmarried woman past her prime. Her parents having left her no legacy but an appreciation for the finer things in life, Lily occupies a precarious social position under the protection of her dreary, socially prominent Aunt Peniston, and she must rely on the favors of the wealthy ladies and gentlemen who find her company amusing.
Lily's craving for the secure foothold that only marriage can provide cannot entirely overcome her distaste for the hypocrisy and insensitivity of her class. Hardly lacking for opportunities to marry well, Lily nevertheless manages to sabotage her best chances, as she does in bungling her courtship with Percy Gryce, an eminently eligible but overwhelmingly boring pillar of the community.
Lily's unique place in New York society—simultaneously insider and outsider—makes her one of Wharton's most fascinating creations and offers the reader a privileged perspective on this world. A product of her society, "at once vigorous and exquisite, at once strong and fine . . . [who] must have cost a great deal to make," Lily is also "so evidently the victim of the civilization which had produced her that the links of her bracelet seemed like manacles chaining her to her fate."
Lily's need to be surrounded by the beautiful things that only immense sums of money can buy and her distaste for the common and ugly enslave her to those she might otherwise find at best ridiculous and at worst repellent; they cause her to reject the only person for whom she feels genuine emotion, Lawrence Selden, a cultivated lawyer of modest means. As Lily can neither totally accept her society's values nor be hypocritical enough to survive without doing so, she finally must perish.
Lily's fall from social grace is incremental rather than precipitous, occurring gradually as she makes small compromises in order to survive. The novel opens with one of many small lapses in...
(The entire section is 3857 words.)


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ANCHORAGE - The campaign manager for GOP gubernatorial hopeful Ralph Samuels says a nonprofit organization's advertisements featuring Gov. Sean Parnell are helping the incumbent's election campaign and should be stopped.
A spokeswoman for the governor said Monday he's just doing his job. Parnell is featured in ads aired by the Alaska Network on Domestic Violence and Sexual Assault.
Parnell in December announced he would take steps to address Alaska's high rates of domestic violence and sexual assault.
He also said he would tell his own family's story as part of a public education campaign encouraging Alaska men to "Choose Respect" for women and children.
Suzanne Armstrong of the Samuels campaign says Parnell's television ads unfairly aid his election campaign and the value of the ads could be viewed as an illegal campaign donation.
Parnell spokeswoman Sharon Leighow says Parnell has committed to do everything in his power to prevent domestic violence and sexual assault.
"It is the job of governor to protect public safety," she said.
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text: On Tue, Apr 15, 2003 at 11:55:16PM +0100, David Laight wrote: > Is there any objection to making the libc code pull in the kernel > sources? There are different restrictions on register usage, for the assembler versions. Or there might be, arch dependend. But I haven't looked at details, maybe it's realy not the case. Martin


text:
Walk-up tours of SunTrust Park are offered year-round and begin at the Right Field Gate. Tickets can be purchased in advance below or at the main ticket office the day of the tour.
There are a limited number of tickets for each tour time so it's recommended to buy your tickets in advance.
Tours will not be available on January 15 (Martin Luther King Jr. Day) and April 1 (Easter Sunday).


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Check how the woman is sitting in the pic of the guys on the subway. The problem isn't that we are policing how men sit, the problem is that men have no problem taking up space (next time you're in a theater, check what happens when someone makes their way down a row to a seat. Women usually automatically pull their legs back, men often have to be asked).
BTW, the twitter the subway pic is from characterized it as "NYC, Rush Hour." Good chance SOMEONE didn't get a seat because those guys needed to keep their testicles aired.
The article wasn't really clear about WHAT is misogynist about each of the issues, but all of them resonated with me. However, a lot of people seem unclear on WHY things are problematic.
Like street harassment, I find that these things grind on me. None are enough to ruin my day, but when they happen often, it's like a thousand paper cuts; I probably won't bleed to death from it, but it's ANNOYING!
Don't people generally choose gyms based on convenience, price, classes/facilities offered, etc. Also, what if you change gyms and there are guys telling you you're doing it wrong (when you're NOT) at the other one?
Response to The 30 Happiest Facts Of All Time:
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