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"What's the deal with contemporary Christian music? Is it as great as some say, or is it evil and vacuous, as others claim?" — Katy
Baha'i Faith
For information, email email@example.com. For general information, call the Baha'i Faith phone at 1-800-228-6483.
Bethlehem Lutheran
Bethlehem Evangelical Lutheran Church, a member of the ELCA is located at 2390 North Road, 662-5151; bethluth.com. Worship services are at 8:15 a.m. and 10:45 a.m., with coffee and doughnuts served between services during the Education Hour of classes for all ages. The preaching is biblical by our Pastors Bruce Kuenzel and Nicolé Ferry, the music is lively, children are welcome and abundant, and a well-staffed nursery is provided. All are welcome! Come Join the Family!
Bryce Ave. Presbyterian
The church is located at 3333 Bryce Ave. The Rev. Henry Fernandez preaches, bapca.org, email@example.com. For information, call 672-3364.
Kannon Zendo, 35 Barranca Road. kannonzendo.org. Henry Chigen Finney, 661-6874. Meditation in the Zen tradition will be offered Wednesday evenings at the Kannon Zendo in Los Alamos.
Calvary Chapel
Sunday school classes for all ages at 9:15 a.m. At 10:30 a.m., worship and a study of the Biblical Jesus as He relates to people in our look at the Gospel of Exodus.
"What weapon, if any, does the Bible promise the believer to fight the spiritual warfare he is in?"
"Do you see Marcionism in the church today? If so, why does it matter?"
The Rev. Dr. Michael J. Oleksa, a veteran of more than 40 years ministry in Alaska, will officially assume pastoral leadership of Saint Dimitri Orthodox Christian Church in Los Alamos on Oct. 1.
Father Oleksa comes to Los Alamos after having served as Dean of Saint Herman's Seminary in Kodiak, Alaska and Chancellor of the Diocese of Alaska. Father Oleksa is well known across the country for his humorous, entertaining and informative PBS television series "Communicating Across Cultures" which he produced in Juneau, Alaska nearly 20 years ago.
"I recorded that series," Fr. Oleksa said, "so I would no longer have to give those lectures after repeating them for 25 years.
The author of four books focusing on Alaska Native cultures and history, Father Oleksa has taught courses in these fields on all three major campuses of the University of Alaska.
Saint Dimitri Orthodox Church is located at 2270 39th Street off Diamond Drive. Additional information is available at stdimitri.org, or by calling 412-5707.
The White Rock Baptist Church is throwing a "block party" for the whole town from 2-5 p.m. Sept. 28.
The public can go to the Health Fair in the morning and then drive to the big parking lot on Highway 4, just up the hill from Sherwood Drive, for a great time of fun and the opportunity to relax and enjoy the afternoon with friends and family.
At the Block Party you'll find popcorn, cotton candy, Sno-cones, balloons and much more. The famous bubble pit, water slide, and bounce houses will be on hand, as well as games and prizes and face painting for the kids and grandkids. The Orbitron is always a hit with old and young alike. A barbecue dinner with the fixin's, followed by dessert will commence at 6 p.m.
There is no admission charge and almost everything is free. Just come on over, relax, let the kids play, eat some genuine junk food — it's good for the soul!
This party is simply a gift from the church to the community, an event in which neighbors are invited to pause in the midst of a busy life, get together for a bit, and celebrate the good things with which we have been blessed.
"What about the 'unreached' people in the world—those that never have the opportunity to hear about Jesus. Do they have any hope of salvation?"
Copyright © 2019
The Los Alamos Monitor is your source for local news, sports, events, and information in Los Alamos County and Los Alamos, NM, and the surrounding area.


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Powerchair, Mobility Vehicles & Disability Message Board
snaker wrote:@expesso: do you remember how many ml sealant flux you put into each front and rear tire? As I understand, after adding sealant, you could inflate tires in a few weeks next. After that time, the sealant became curd, the valves were clogged and you could not inflate tires. The air in tires could not leak out neither. Is it right? Why wont you add sealant into the front tires? Is it because you cannot adjust their pressure after adding sealant?
Burgerman wrote:If they clog, just temporarily remove valve core, poke a bit of wire in... No big deal.
shirley_hkg wrote: Please advise rim width for 3.50-8 tubeless tyre ; 2.5'' , 2.75'' , 3.5'' .
Burgerman wrote:3.5 of tyre. + 8 of rim. + 3.5 of tyre on the other side. So 15.
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LOS ANGELES (MarketWatch) — It may take a while before the full impact of President Barack Obama's State of the Union starts to sink in with investors, but a few stocks on Wednesday saw subtle signs in how the policy address might affect them down the road.
In some cases, the effect of Obama's words showed up in companies' stock prices. In others, the president's call to action ran contrary to what one would expect. Either investors didn't give Obama much of a chance of capitalizing on his words, say with big drug companies, or are waiting to see if there is any impact to be felt.
Read: Obama uses State of Union to call for end to 'manufactured' crises.
Read full text of President Obama's State of the Union speech.
And yet others, particularly banks, benefited from what the nation's chief executive didn't say.
"President Obama's State of the Union address was notable for the absence of Wall Street bashing," Brian Gardner, senior vice president for Washington research at investment house Keefe, Bruyette & Woods, said in a note to clients. "The speech was light on policy specifics and we expect no market reaction to the speech."
Still, some notable movements came for a couple of the 3D printing companies after Obama mentioned the burgeoning industry in his speech, saying the sector has "the potential to revolutionize" manufacturing.
ExOne Co. XONE, +0.00% rose more than 4% before settling with a 1.9% gain at $28.01. Some of the volatility may be related to its embryonic status: The maker of 3D printing systems had its IPO last week.
3D Systems Inc. DDD, +3.66% shares rose 4% to $65.61. The stock has been trading near an all-time high and has tripled in value in the past 12 months.
But a number of others in the sector, including Exa Corp. US:EXA , Hewlett-Packard Co. HPQ, +0.92% and Autodesk Inc. were down marginally. ADSK, +1.23%
In fact, the president's speech seemed to have a contrarian effect on some stocks. The two major gun makers — Sturm Ruger & Co. RGR, +0.43% and Smith & Wesson Holding Corp. US:SWHC — were up substantially after Obama's impassioned plea for votes on gun-control measures. Ruger gained 1.4% while Smith & Wesson jumped 4%. Read: 5 things harder to buy than guns.
Tampa, Charlotte among gainers.
• U.S. homeownership at 18-year low
Obama's call to cyber-arms in an effort to beef up online security from foreign threats also seemed to have a contrarian effect, as analysts said they were skeptical that government policy would have much impact on IT spending. The main players ended lower. Palo Alto Networks PANW, -2.30% dropped nearly 3% to $55.12 while Fortinet Inc. FTNT, +1.05% lost more than 2% to $23.34. Read more on cyber-security shares falling.
And drug makers were largely mixed after Obama proposed taxing the industry.
In other cases, however, Obama's words might have had an effect, if somewhat muted. Humana Inc. HUM, +1.34% , a big managed-care insurer specializing in Medicare cases, fell more than 1% after the president talked of reforming the nationally run health insurer.
A number of fast-food restaurateurs dipped in the wake of the president's proposals for raising the minimum wage. McDonald's Corp. MCD, -0.02% led the Dow Jones Industrial Average DJIA, +0.80% lower with a 1.2% drop. Burger King Worldwide Inc. US:BKW sank 0.5%. Read more on U.S. stocks in Market Snapshot.
"We do not think most investors were looking for a signal for definitive change coming out of Washington. The minimum wage [announcement] was not that big a deal." Brian Belski of BMO Capital Markets said in an interview.
Big-box retailers such as Wal-Mart Stores Inc. WMT, +0.92% Target Corp. TGT, +1.83% and Costco Wholesale Corp. COST, +0.19% were all down, but only marginally.
Said Bill Stone from PNC Wealth Management: "It's going to be difficult to get that [minimum wage hike] through Congress. People who are trading on that are taking a very long view."
On the other side of the coin, energy firms did get a lift from Obama's call to explore for more natural gas and oil. The biggest S&P 500 SPX, +0.95% gainers were Devon Energy Corp. DVN, +1.69% , up 3%, and Chesapeake Energy Corp. CHK, +5.76% , which climbed 2%.Industry bellwether Exxon Mobil Corp. XOM, +1.13% ended up 0.2%.
"Bottom line, nothing earth shattering," was the headline in a morning note on energy stocks from brokerage Tudor Pickering to clients on Wednesday.


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Lately I've been thinking a lot about the role that reproduction plays in both the circulation and understanding of paintings, in part due to the flurry of online discussion that took place around the launch of Google Art Project last month. I'm not all that impressed by Google's latest expansion of its Mapping empire, although I know that many educators think it's a valuable teaching tool. I do like how some folks are already using it to curate their own idiosyncratic collection mash-ups — check out Chicago Now blogger Taleen Kalenderian's "10 Art Babes from Google Art Project" for an example. Funny aside: when I first read the headline to that post I assumed the author was male, and that he was "cruising" the galleries virtually, surveillance-style, for good-looking women. And then I rolled my eyes. Now I sorta wish that that had been the case, because the museum galleries featured in Google Art Project are always dispiritingly absent of any human presence. I guess this makes sense, given the nature of the Project, but I find it depressing to look at – a sad, premonitory vision of a future where the physical spaces of museums are totally vacant, while across the globe countless clicking fingers connected to asses planted firmly in chairs peer through screens at the Vermeers and Van Goghs.
One substantive critique that has already been launched at Google Art Project — let's call it GAP for short — is that (surprise surprise) it doesn't include enough women. This is certainly true, but that's mostly because GAP isn't a curatorial project in and of itself. It's simply mapping museum collections as they stand (or recently stood). So the lack of women is a fixable problem: When museums start putting more work by women on their walls, there will be more women represented on GAP. But here's the problem that I'm not sure is fixable: the preponderance of museum galleries on GAP dedicated solely to painting, and the tendency on the part of those who decide which galleries in particular will get "Google Mapped" to not only focus on painting over other media, but on paintings that are either image-based or that translate well photographically.
We should remind ourselves that technology is biased, that the form of content delivery shapes the nature of the content delivered, as well as how it is received. In his book Program or Be Programmed, media theorist Douglas Rushkoff argues against conforming to the logic of social media or other technological platforms. If people working in the art and design fields celebrate the launch of GAP uncritically, the logic of GAP will subsume us until it becomes normative. The answer, as Rushkoff also advocates, is for us to be conscious of the ways that technological biases are deployed. (For more on Rushkoff's work see here).
I'm more than a little afraid that Google Art Project will really take off, and that as a result curators will start making installation decisions based on how their galleries will look on GAP. But I'm also bolstered by the fact that GAP isn't meant to be an archive, nor is it a catalogue – it's a map whose destination points will shift over time. The problem with GAP's form of mapping is that its contours are pretty much set, and that means a huge swath of artistic production that isn't particularly reproduction-friendly, is–and will continue to be–omitted. Mind the gaps, indeed.
Claudine Isé
Latest posts by Claudine Isé (see all)
- Michelle Grabner, Anthony Elms, Stuart Comer Named Curators of 2014 Whitney Biennial - November 29, 2012
- New Fielding Practice Podcast on the Art21 Blog! Episode 16: Summer Review-O-Rama! - July 19, 2012
- Tom Sanford is a Busy Man…Here's Why - June 12, 2012


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"Jimmy Kimmel Live: Game Night" will air as special half-hour primetime shows each night of the NBA Finals, beginning Thursday, June 3 on ABC.
During the last two NBA Finals, Jimmy Kimmel delivered primetime specials in which he welcomed notable guests including President Barack Obama, David Beckham, two-time Academy Award(R) winner Denzel Washington, Adam Sandler, Senator John McCain and Magic Johnson, in addition to signature comedy pieces featuring Jack Black, Michael Cera, Eminem and Paula Abdul. This year "Jimmy Kimmel Live: Game Night" will feature the NBA's biggest stars, including 2009 NBA Finals MVP Kobe Bryant, 2009 NBA MVP LeBron James and Carmelo Anthony, along with some of Hollywood's biggest basketball fans.
On average, ABC's 2009 "Jimmy Kimmel Live: Game Night" specials were up over the prior year's by 7% in Total Viewers (3.2 million vs. 3.0 million) and 10% in Adults 18-49 (1.1/4 vs. 1.0/3). Additionally, the ABC late-night talker gained broad exposure in primetime, as the specials increased by 1.5 million viewers and 83% in Adults 18-49 over the show's season averages in late-night ('08-09 TV Season = 1.7 million & 0.6/3).
"Jimmy Kimmel Live: Game Night" Primetime specials to air:
Thursday, June 3 at 8:00 p.m., ET/CT
Sunday, June 6 at 7:00 p.m., ET/CT
Tuesday, June 8 at 8:00 p.m., ET/CT
Thursday, June 10 at 8:00 p.m., ET/CT
Sunday, June 13 at 7:00 p.m., ET/CT (if necessary)
Tuesday, June 15 at 8:00 p.m., ET/CT (if necessary)
Tuesday, June 17 at 8:00 p.m., ET/CT (if necessary)
Packed with hilarious comedy bits and a house band led by Jimmy's childhood best friend, "Jimmy Kimmel Live" features a diverse lineup of guests that includes celebrities, athletes, musicians, comedians and humorous human interest subjects. Each night, Jimmy delivers up-to-the minute news addressing the hottest topics of the day in his monologue, and recently has welcomed such notables as Tom Cruise, Dustin Hoffman, Cameron Diaz, Robert Downey Jr., Charlize Theron, Matthew McConaughey, Don Cheadle, Reese Witherspoon, Mel Gibson, Queen Latifah, Harrison Ford, Anne Hathaway, Robin Williams, Heidi Klum and Janet Jackson, as well as performances by Stone Temple Pilots, Tim McGraw, Mary J. Blige, Weezer, Carrie Underwood, John Mayer, Them Crooked Vultures, Alice in Chains, Kelly Clarkson, Maxwell, Sade, Shakira, Keith Urban, Depeche Mode, Mariah Carey and many more, including Matt Damon... well, almost Matt Damon.
Jimmy Kimmel and Jill Leiderman serve as executive producers and Jason Schrift and Douglas DeLuca serve as co-executive producers. Emmy Award-winning "Jimmy Kimmel Live" is shot live in
front of a studio audience and produced by Jackhole Industries in association with ABC Studios. For more go to www.jimmykimmellive.net


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The registration, user account, and score reporting services on this website will be temporarily unavailable on Tuesday, August 27, between 6:45 a.m. and 12:00 p.m. eastern time, for system maintenance. We apologize for any inconvenience.
Computer-Based Testing Tutorials
These tutorials can give you a sense of what you will see when you begin your test at a Pearson Professional Center.
CBT Tutorial
Preview the on-screen tutorial you'll see before you begin your test. Includes information about how to navigate through a test, select your answers, and end the test.
Downloadable Interactive CBT Tutorial
This tutorial demonstrates how to navigate through the test, how to indicate answers, and how to use the features of a computer-based test. You will have opportunities to try out typing in an essay box, using the on-screen calculator, and entering special characters.
Note: This tutorial must be downloaded to a PC-compatible computer.
Downloading the Interactive Tutorial
- Click the following link and select "Save" in the pop-up dialog box:
- Choose a location to save the file. This is the installation file that will enable you to download and save the tutorial.
The download process takes approximately 2 minutes, depending on the connection speed.
- When the download is complete, navigate to the location where you've chosen to save the file, and double-click on the zip file to open it.
- Inside the zip file, you will see "Evaluation Systems Tutorial.msi". Double-click to open, and select "Run" in the pop-up dialog box to run the installer.
- You will now see a "wizard" that will walk you through the process of installing the tutorial.
- When the wizard is complete, you will see the following icon on your desktop, which you can double-click to access the tutorial:


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Offseason Trade: Raid Orlando?
Discuss anything related to Golden State Warriors basketball here
Moderators: Mr. Crackerz, JREED, Guybrush, 32
I can't help thinking that one of the rubbish teams like Orlando, Sacramento, Washington, Cleveland or Charlotte would be tempted to tank next season to give themselves the best chance for a potential franchise player like Andrew Wiggins in the 2014 draft. To do that, they'd need to get rid of some of the best players from their roster for next season to ensure that they finished with the worst record. Which is where we come into the picture. For example, if we traded Biedrins or Jefferson with Sacramento for Tyreke Evans and Jason Thomson, we'd get our big backup PG to replace Jack and a rebounding, shot blocking PF to replace Landry and the Kings would get a chump that they'd sit at the end of the bench until their contract expires and effectively tank their season for maximum balls in the 2014 lottery. For most of these teams, the only way that they're going to have a chance of featuring in the NBA finals will be via the Oklahoma Thunder method of drafting a number of star players. The Cavs and Wizards already have their star point guards, so they're best chance to become an elite team is to add another star like Wiggins to their roster. I'm sure there would be a GM willing to give up another season to have a roll of the dice for Wiggins. If they miss out on the number 1 pick in 2014, they'll still draft a reasonable player and they'll have the salary cap space from the expired contract they acquired from us to target one of the star free agents available in 2014.
Worth a try. I want to get rid of AB and RJ for little salary, better to be like a future 2nd rounder from a team with a low salarycap, but that is very unlikely. The only way is to a team with a player or players that get paid pretty bad themselves but for longer years and to that the answer is no.
A team looking to hit the FA market in a year is the way to go.
A team looking to hit the FA market in a year is the way to go.
No team will absorb two monster contracts on useless players without sending back enormous contracts in return. Besides, salary means nothing if we don't use it. I'd prefer to use our expirers as leverage to get productive players (ala, this Magic trade) than to simply get them off the books and try our hand at free agency - which hasn't worked for us in the past; we've been spurned by DeAndre Jordan, Tyson Chandler, Elton Brand, Baron Davis, and Gilbert Arenas in the past... And none of those guys lived up to their money anyways, so there's no reason to dole out a $65 million deal for 5 years of a guy who will end up underperforming. Gimme a known commodity for 2 years of slight overpayment.
Fsho, in fact, we really hamstrung the Clippers on that one. Shrewd move by Myers; either we acquire a starting 5 from a division rival or we force them to put big money on their books before paying extensions to Paul and Griffin. Total win-win.
Blackfoot wrote:Contrary to popular belief, stats are actually what happened on the court.
I'm probably misunderstanding this a lot, but what actually happens on the court is sooooo much more than stats. There's no stat for intangibles, intimidation, composure, pressure, trust in your teammate, etc.
eh as far as Orlando trade, it'd be a nice plan B if we lose Jack and/or Landry. That 2nd unit is lacking some offense tho. Think Warriors need to go hard after re-signing Jack because he brings such a needed toughness and leadership to this team.
I'm suggesting this as a pairing with a Jack resign for the MLE. If you lose Jack, your priority is a backup point guard. But if Jack comes back, why not nail this trade as a replacement for Landry's production?
Afflalo is a huge upgrade from Jefferson, Big Baby is an enormously better player than Biedrins, and Harrington adds an extra shooter to the mix who will never see the light of day (I'm talking, less than 5 mpg for Al, unless injuries hit).
Afflalo is a huge upgrade from Jefferson, Big Baby is an enormously better player than Biedrins, and Harrington adds an extra shooter to the mix who will never see the light of day (I'm talking, less than 5 mpg for Al, unless injuries hit).


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LONG BEACH – The California Supreme Court refused Wednesday to hear the appeal of a Long Beach man's conviction in the fatal beating and stabbing of a 70-year-old cancer patient, who had been "like a mother" to the defendant.
The state's highest court denied a defense petition seeking review of the case against Andrew Felton Odom, 44, who was convicted in May 2010 of second-degree murder for the slaying of Rita Wiley.
The victim, who was battling throat cancer, was found dead at her home on Aug. 21, 2008, by longtime friend and roommate Sandra Patterson.
Wiley was beaten and stabbed repeatedly. At the trial, Patterson described the state in which she found her friend's body, which was curled in the fetal position in the backyard of the house in the 1000 block of East 15th Street.
Patterson told the court Wiley had been like a mother to Odom, giving him money and loaning him her car after his own family cut him off.
Patterson also said she told Wiley she thought Odom was taking advantage of her. She said she thought Odom might have snapped after Wiley finally refused to let him use her car because he failed to return it when he had said he would.
Odom was arrested the day Wiley's body was found at a motel in the area of Pacific Coast Highway and Walnut Avenue.
Police said he and Wiley had known each other for
20 years and said Odom told investigators Wiley gave him $20 that day but she also said she was tired of giving him money.
Odom was sentenced on July 9, 2010, to 15 years to life in prison, plus an additional year.
The conviction requires he serve the base term of 16 years before he can be considered eligible for parole.
email@example.com, 562-714-2150, twitter.com/tmanzer


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Growth in fourth quarter may be softer than previously expected: Carney
The Canadian Press
Published Monday, February 25, 2013 12:07PM EST
Last Updated Monday, February 25, 2013 5:06PM EST
LONDON, Ont. -- The country's economic growth is facing another set of challenges and weakness in exports is weighing particularly heavy on the Bank of Canada's outlook, governor Mark Carney said Monday.
"In the very near term, more of the elements of the downside risk have materialized than the upside risks," Carney said after a speech to students at the Richard Ivey School of Business in London, Ont.
"We've dampened our forecast of exports because we're seeing a competitiveness challenge -- a productivity issue. Even with that, the export performance has been lower on average than we have expected."
The country's central banker made the comments following disappointing economic data last week that showed inflation at its lowest point in more than three years and a holiday shopping season that fell short of expectations, all of which has helped send the Canadian dollar below parity with its U.S. counterpart.
Further signs of weakness are expected in the fourth-quarter and December GDP data that's due from Statistics Canada on Friday. Consensus expectations are for quarter-over-quarter annualized growth of 0.7 per cent. December GDP is expected to slide 0.1 per cent after a 0.3 per cent climb in November.
The underwhelming data has contributed to growing expectations that the central bank will hold interest rates at one per cent for at least the rest of this year, if not longer.
In its monetary policy review last month, the Bank of Canada said the Canadian economy inched along at only one per cent in the last three months of the year. As well, the Bank of Canada downgraded growth expectations for 2012 and 2013 by three-tenths on both counts to 1.9 per cent and 2.0 per cent respectively.
The Bank of Canada is expected to update its economic forecast in April.
Carney, who said the central bank's forecast is a little more optimistic than the consensus of private sector economists, explained the economy is in the midst of a rotation. He said dependence on the housing market and consumer debt is rotating towards stronger business investments and exports.
"We have expectations of solid business investment, we stick by those, but maybe a little tougher is on the exports side where we haven't seen that pickup yet," he said.
"That can induce some choppiness."
He also played down the role of the loonie, which has slipped below parity in recent weeks, as one of the "root causes" of the weakness.
"Obviously the level of the currency affects export performance and the pace of imports," he said.
But he added, "We don't have a view that you depreciate yourself to prosperity."
"The building up of the productive base of the country is what continues to be required, which is another reason why that pickup in investment is important."
The comments came after a speech in which he said it will take more than tough new regulations to restore trust in the banking system in the wake of the financial crisis. In a speech at the business school at Western University, he said the financial reforms by the G20 will go a long way, but will not be enough.
"To restore trust in banks and in the broader financial system, global financial institutions need to rediscover their values," he said.
"For companies this responsibility begins with their boards and senior management. They need to define clearly the purpose of their organizations and promote a culture of ethical business throughout them."
Since the financial crisis, several major global banks have faced allegations of manipulating key financial benchmarks, money laundering and unauthorized use of client money. Carney pointed out that reduced trust in the financial system increases the costs and lowers the availability of borrowing for non-financial companies.
"Financial capitalism is not a end in itself, but a means to promote investment, innovation, growth and prosperity. Banking is fundamentally about intermediation -- connecting borrowers and savers in the real economy," he said.
The former Goldman Sachs investment banker also heads the Financial Stability Board where he has responsibility for overseeing global financial reforms. He is leaving the Bank of Canada in June to become governor of the Bank of England.
In 2011, Carney clashed with JPMorgan Chase head Jamie Dimon in a behind-closed-doors meeting in Washington over the need for stronger regulations in the financial sector.
In-Depth from BNN Bloomberg
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In the summer of 2009, I spent a few weeks in the small East African nation of Rwanda. I was there as a student as well as an observer, one who could testify to others about conditions in Rwanda today. Like in any country, various standards of living could be found, from upper-class mansions to poverty-stricken slums. However, never before had I seen these extremes exist so closely together.
More often than not, poverty is the result of circumstances difficult to change. Although people can be very resourceful in making the best of what they have, the trap of poverty is difficult to escape. On numerous occasions in Rwanda I met a young person with the desire and intellect to attend school. Yet he or she simply did not have the resources to pay for it. Alongside poverty, tremendous amounts of potential exist. This potential can and must be harnessed.
Kiva presents a novel lens through which to view development. Simply contemplating the concept of "world poverty" can be discouraging and overwhelming. However, Kiva addresses this by allowing us to connect with others on an individual level. A loan through Kiva is an investment, in a business and an individual. It can provide the small push someone needs to make use of available resources for their business to become self-sufficient. Investment in a business translates into investment in other areas of life, including the opportunity to educate one's children.
My trip to Rwanda made it clear that poverty is not the result of an individual's unwise choices; it is the result of larger circumstances which can be changed. Loans provide someone the chance to overcome these conditions. During my brief time in Kenya as a Kiva Fellow, I have seen the gradual, yet fundamental, change which can occur as a result of microcredit. Through financing a loan on Kiva, we can help to wear away at the roots of poverty with effects that will be passed on to future generations.
To provide an entrepreneur with the financial foundation needed for their business to expand, take the chance to make a Kiva loan today.
Or, learn more about becoming a Kiva Fellow.
Jenny Coronel is a roaming Kiva Fellow based in Nairobi, Kenya, where she is attempting to pick up a bit of Swahili.


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Metal Drafting Stool
Metal Drafting Stool – This metal drafting stool is beautiful for choosing right office furniture. The design of your office layout can reflect your corporate culture and mission. You should tailor your office layouts and designs to complement the type of atmosphere you want to achieve. Whether you're planning a old office design or a modern office design, the metal drafting stool will make the greatest difference.
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Charles Dickens
News about Charles Dickens, including commentary and archival articles published in The New York Times. More
Charles Dickens was born on Feb. 7, 1812, and died June 9, 1870. His obituary in The New York Times began, "The death of Mr. Charles Dickens creates a greater gap in English literature than the loss of any other one man could have occasioned. He was incomparably the greatest novelist of his time."
The following is an extract from Michael Slater, "Dickens, Charles John Huffam (1812–1870)," Oxford Dictionary of National Biography, copyright Oxford University Press, reproduced with permission.
From a very early period of Dickens's career many of his great comic and/or grotesque characters took on a life of their own in the culture (both high and low) of the English-speaking world and have ever since been recognized and referred to by people who may well have never read a single Dickens novel. This resulted from his extraordinary ability to create, and give unforgettably expressive names to, figures who are highly individualized by their physical appearance, dress, and mannerisms, and who are also powerfully allegorical, being brilliant incarnations of various aspects of perennial human nature.
Mr. Pickwick and Sam Weller, Oliver Twist asking for more, the Artful Dodger, Fagin, Sikes and the murder of Nancy, the death of Little Nell, Scrooge and Tiny Tim, Mr. Pecksniff, Mrs. Gamp, Uriah Heep, Mr. Micawber hourly expecting something to turn up and Mrs. Micawber refusing to desert him — these are some of the main Dickens characters and scenes that have been, and continue to be, drawn on over and over again by advertisers, illustrators, cartoonists, journalists, politicians, and public speakers generally throughout the English-speaking world to point a moral or adorn a tale, to satirize or to celebrate some contemporary figure or state of affairs.
After Shakespeare, Dickens is probably the most quoted writer in English and, indeed, the names of certain characters, Bumble and Scrooge, for instance, have become part of the language itself. The same is true of the adjective "Dickensian" which, depending on the context, is used to mean one of three things: festive or jolly (a Dickensian Christmas, for example); squalid or antiquated (as in "a Dickensian slum" or "to work in positively Dickensian conditions"); characters so idiosyncratic and improbable as to seem to belong in a Dickens novel ("a truly Dickensian waiter").
The general concept of Victorian London derives in great measure from Dickens's elaborate, haunting descriptions of labyrinthine courts and alleyways, quaint old buildings, fogs, gaslight, and teeming street life; and tourists still come to the capital from all over the world eager to discover and experience "Dickens's London."
At his death Dickens was regarded by the great mass of his contemporaries not simply as a great writer but also as a great and good man, a champion of the poor and downtrodden, who had striven hard throughout his whole career for greater social justice and a better, kinder world.
For the full Dickens entry in the Oxford Dictionary of National Biography, click here.


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I'm a student at ORU. I used to think getting here was the hardest part. But, now I understand the getting through has been the biggest issue. I know what God wants from me is what He always wanted and that's consistency. I'm doing just that. Praying in the morning and at night. Reading my bible (and finally doing that if I don't feel like it). I kept asking God questions. Why do I have such a strong desire for a relationship? Why did you see fit to expose things to me about the purpose of relationships and marriage at this young age (20)? Man, I just want to be able to focus on school! Walking around wondering when the man You promised pops up is not my idea of peace. I guess my question is how do I not stay effected by my friends engagement announcements and the like. The closer we get to graduation the more wedding news I hear. One thing I know for a fact is that I will not be getting married upon graduation like some of my counter parts. I understand that God has called me for greatness, so, I would just like to be content knowing that God holds me precious in His eyes and what He promised He'll do. What do I do?
Signed, Not feeling so Merry Mary
Dear, not feeling so Merry Mary.
I, like you, desire a husband, not some temporary boyfriend to come and give me a Happy Meal Thrill and then hungry again after I digest from a cheap meal. I'm tired of relationships that begin hopeful and down in your gut you feel that this is the one that God has sent you but then three months later, he's a counterfeit of the real. I'm tired of the shortage of available men and then the few available, I'm like, oh, Lord, I'd rather stay single! Oh, how I understand when my king-size bed feels like a twin. I want to wake up in the morning with an imprint of love in the package of a man called husband, awakened by kisses and breakfast in a warm bed produced by his presence. I want to experience the joys of ardent love, marital bliss, skyrocketing, bottomless, passionate love making, and raise beautiful children produced from that, but as I'm typing this response to your question, I look down to where my hands rest on the S key and reminded that there is no ring on that finger and tonight I will be going back to my King Twin bed. But tonight, I'm going to cuddle my pillow tight and have sweet sleep because I'd rather have cold sheets than to move out of the Lord's timing and settle for less than God's best for me. Many women in their single state who desire a husband will allow the season of waiting to frustrate them and forfeit what God has for them because they become distracted or lonely. The reason that many good women end up in bad relationships or failed marriages because they don't understand the holding pattern that God has them in and a full understanding of that process. Like Esau, you understand what the Lord has for you and what He has promised. Like you, he was in the field, working for the Lord, praying and doing the Will of God, but grew faint while doing that because he failed to go through the process. Esau allowed his desire to be fed by something temporal when he became faint; his focus was diverted and he forfeited everything that God had for him because of mismanagement of desire. Genesis 25. I know, people say all the time, God will give you the desires of your heart, but many times people attempt to become God and fulfill it themselves when God begins to drag His feet on His promises and then call it "god". Isn't it mind boggling how God will show a thing and not give it to you? Show you a good man and not give him to you. Prepare you for one, but never bring him. That aches...the longing, the desire churns on the inside of you and the only thing that would seem to suffice is to feed or meet the desire. But desire can't be fulfilled until the process is complete. Because if you attempt to get a husband before God can complete in you what He needs to do, you will only produce a counterfeit man. Because what's in you is counterfeit if you don't allow God to complete you. And many women attempt to get a man before God completes them. The holding pattern that God has you in, is to complete what He has already began in you and you can't allow your mind to focus more on the complete end before the perfected work in you can contain the capacity for marriage. Many of us want to marry but don't have the capacity in us to sustain it. And that's why the divorce rate is so high, even among Christians. The Bible says that there is a season and a TIME to every purpose...a season and a time for love. Ecclesiastes 3:1,8 If there is a time to love, then there's a time not to love, and when you understand your timing, waiting can be easier when you understand the season that you are in. When you fully understand that, you can celebrate when others around you are getting married when you have to go back to your dorm room alone. Knowing that this time is simply a season for you now. The state of your condition, is seasonal, so don't allow how you feel to govern your life. Emotions are temporal and so you can't allow them to govern you or your emotions will make choices for you that you may regret later. The most important thing for you to understand now is that there is nothing wrong with your desire to marry. Foster the desire for marriage, smile when you picture yourself in the wedding dress, get the butterflies when you think of how wonderful your wedding will be, But you must never allow your desire to proceed God's Will. So what do you do now? Like Jesus, allow Your desire to become God's Will. Matthew 25:39. God's Will is the place you are in now and when you maintain your place in that position, then you put yourself in the position for Him to fulfill your desire. And yes, there may be times when you become weak in waiting and And when you get in the place where you become faint, like now, the God that you entrusted your life to, will give power to the faint. So stay at it, those times of prayer will give God the ability to help you overcome in those times of weakness. Prayer will safeguard you and will become a blanket of comfort for you during those lonely seasons. Isaiah 40:29-31. Many times we fail because of broken focus. And the reason that you are not feeling so Merry Mary right now is because desire is in the place where God's promise is. You can't celebrate the place you are in right now when you take purpose out of its chronological order. Put your purpose back in its rightful place. Yes, celebrate marriage, but don't focus more on it than the marital relationship with the One who has already captured your heart. Loneliness becomes an issue for many singles during the holiday season because they forgot to even celebrate the relationship that they are already in with Christ and fail to even celebrate and honor Him for His Birthday. They are so caught up in the fact that they are not in a relationship with a man, that the gift of God's Love that He's given to us is never opened up so that it can fill our longing and emptiness. I would invite you this Christmas to focus your heart back on Jesus, your first Love and the One you're already married to, and I promise you, it will be A Merry Marry Christmas!
Tis the Season To Be Jolly, Cheer Up, God Loves You!
Dr. Ty
Friday, December 19, 2008
I Need A Man For Christmas!
Posted by Lady A at 7:36 PM
4 comments:
- OKEY.CC said...
"..shortage of available men....." lol...
That economic theory has always been so ,but there is always one somewhere for you.
- December 19, 2008 at 10:17 PM
- Fanny said...
Very nice write up... Well done.
- December 20, 2008 at 10:52 AM
- Fanny said...
- This comment has been removed by a blog administrator.
- December 20, 2008 at 10:53 AM
- Lady A said...
@Okey, I used to say the same thing, but you are right...there is someone for everyone..so I guess in the end, there is no shortage *smile*
@Fanny, thanks dear!
- December 20, 2008 at 4:26 PM
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Water SA
versão On-line ISSN 1816-7950
versão impressa ISSN 0378-4738
Water SA vol.34 no.6 Pretoria Jan. 2008
Building capacity for co-operative governance as a basis for integrated water resource managing in the Inkomati and Mvoti catchments, South Africa#
Colvin JI, *; Ballim FII; Chimbuya SIII; Everard MIV; Goss JV; Klarenberg GVI; Ndlovu SVII; Ncala DV; Weston DVIII
IOpen University, Research School, Walton Hall, Milton Keynes, United Kingdom MK7 6AA
IIWater for Africa, 9 Hampden Road, Morningside, Durban 4001, South Africa
IIIKhanya-aicdd, 16A President Steyn Avenue, Westdene, Bloemfontein 9301, South Africa
IVEnvironment Agency, Rio House, Waterside Drive, Aztec West, Almondsbury, Bristol BS32 4UD, England
VCinnabar Global Circle cc, 19A Bristol Road, Parkwood 2193, South Africa
VIMvula Trust, PO Box 32351, Braamfontein 2017, South Africa
VIIInkomati Catchment Management Agency, Private Bag X11214, Nelspruit 1200, South Africa
VIIIDepartment of Water Affairs and Forestry, Private Bag X313, Pretoria 0001, South Africa
South Africa's National Water Act and National Water Resource Strategy set out an ambitious vision for Integrated Water Resources Management including a strong focus on the redistribution of water resources towards the poor and on empowering historically disadvantaged communities. To achieve this vision the Department of Water Affairs & Forestry (DWAF) has been pursuing a programme for devolving powers to 19 stakeholder-led catchment management agencies (CMAs) and more locally, transforming irrigation boards into more inclusive water user associations (WUAs), as well as creating new associations.
Co-operative governance is a core principle of this programme. As well as being enshrined in South Africa's constitution, this principle is seen as key to enabling CMAs to implement their core functions, which include co-ordinating the activities of water users and water management institutions within their water management area. For WUAs also, the principle of co-operative governance is key to building engagement between White commercial farmers and emerging Black farmers, as well as (in some cases) engaging with a wider set of stakeholder interests including local government and environmental interests.
Despite a commitment to the principle of co-operative governance, individual and institutional capacity for facilitating co-operative development processes is in relatively short supply within the South African water sector. This paper describes work-in-progress to build capacity in this area, working with:
DWAF's national Institutional Governance team
The Inkomati CMA (ICMA), the first of South Africa's new catchment management agencies
Two irrigation boards and a number of other stakeholders in the Mvoti catchment with a view to the development of an appropriate institutional arrangement (WUA or otherwise) for the co-operative governance of this catchment.
This paper focuses on the development of an interactive approach to capacity building in each of these three sites, drawing from a broad portfolio of approaches variously described as social learning, social appraisal, or whole system development. In the Inkomati we have worked primarily with the whole system approach known as Future Search, whereas in the Mvoti we have used the U-process and social appraisal as guiding metaphors and design principles.
This paper describes some of our achievements, challenges and reflections to date, and argues that the interactive approaches we have been taking are better suited to the implementation of DWAF's institutional reform processes than the more established, top-down approaches, which involve issuing guidance, supported by training programmes. The paper concludes with a discussion of the implications for scaling up these types of approaches across the South African water system as a whole, and for the practice of integrated water resource management.
Keywords: adaptive IWRM, catchment management agencies, cooperative governance, dialogue, interactive capacity building, social learning, water user associations
In ensuring the social and economic wellbeing of any nation, water plays a key role. In a water-stressed nation such as South Africa, the effective management of water resources is even more pivotal; South Africa's economic successes over the past century have in no small part been due to the ingenuity of its water managers. Thus considerable feats of engineering, dam building and inter-basin transfers have enabled South Africa to maximise use of its water resources and in particular, to grow the powerhouse of its economy in the Gauteng region, which itself has minimum local water resources (Turton, 2007).
However, throughout the twentieth century the benefits of these achievements were highly unevenly distributed, resulting in a large proportion of the population with very poor or inadequate access to water (Cullis and Van Koppen, 2007). In turn this has had serious repercussions on the health, resilience and dignity of many of South Africa's communities.
In the 21st century, there is, furthermore, a very real risk that these inequities and vulnerabilities will become magnified, as increasing climate variability leads to even greater water stress. Much of South Africa's streamflow had already been harnessed by the 1980s, reaching what some would suggest is an absolute limit for economic viability (i.e. 60% capture, Rabie and Day, 1992) by the early 1990s (O'Keeffe et al., 1992). Today South Africa ' is confronted with basin closure in most of its significant systems, over-allocation of the resource in some basins by as much as 150%, major pollution from strategic industry, and a highly skewed national plumbing system that reflects historic resource capture' (Turton, 2007: 17).
South Africa's new water laws and policies (RSA 1997, 1998; DWAF 2003, 2004a, 2007a) are designed to address these challenges as well as continue to build on its history of water engineering successes. Based on Integrated Water Resources Management (IWRM) principles, these water laws are widely recognised as some of the most progressive in the world, with an exemplary commitment to:
A whole catchment approach to water security
Empowerment of poor communities and the provision of water and sanitation for all
Water for sustainable growth and development
Effective governance based on stakeholder ownership and the devolution of relevant powers and functions to catchment and local levels.
Given the attention paid to devolved and stakeholder-led governance, these laws include a strong focus on institutional reform. Key features of this reform process include devolution of the water services authority role from the Department for Water Affairs and Forestry (DWAF) to district or local municipalities and, on the water resources management side, the devolution of power from DWAF to stakeholder-led catchment management agencies (CMAs) (The National Water Resources Strategy (2004a) provides for the progressive creation of 19 CMAs). More locally, this devolution includes the transformation of Irrigation Boards into more inclusive water user associations (WUAs), as well as the creation of new WUAs where no appropriate predecessor bodies exist.
Progressive policy thinking of this type demands progressive approaches to implementation. Without these, progress is likely to be slow, as has been evidenced for example by the serious delays in setting up the CMAs, with only 5 of 19 CMAs established by March 2008 of which only one of these, the Inkomati CMA (ICMA), is fully operational. The Governing Board of the Inkomati CMA was appointed in June 2005 and the ICMA became operational in May 2006. The Governing Board of the Breede-Overberg CMA was appointed in September 2007, whilst nominations for the Governing Board of the Crocodile West Marico CMA were submitted to the Minister in March 2008. The Olifants-Doorn and Gouritz initiated Advisory Committee processes in November 2007 and concluded these in May 2008.Similarly, of approximately 300 Irrigation Boards that require transformation to WUAs, as of March 2008 only some 20% had completed this process. The development of new WUAs, especially those for resource-poor farmers, has also proven difficult.
Within DWAF, two main approaches to capacity building can be distinguished, one of which falls within a more traditional mould and one within a more progressive mould. In the more traditional mould, there has been a strong emphasis on the development of guidance, with substantial volumes of guidance documents linked to the Strategic Framework for Water Services (2003) and the National Water Resource Strategy (2004a) being produced throughout the early 2000s. More recently this has been coupled with the development of training programmes. Both approaches tend to assume an approach to learning that can be characterised as one-way and expert-driven (These approaches to capacity building can be characterised as more 'traditional' in the sense that they assume a relatively passive and a-contextual model of learning in which those responsible for implementation, whose capacity needs to be built, are seen as 'empty vessels' waiting to be informed by a one way flow of procedural knowledge from the source of expertise that resides in the heads of policy makers (via their guidance documents).
In a more progressive mould, there have been a number of recent initiatives to introduce more interactive approaches to learning (These approaches to capacity building can be characterised as more 'progressive' in the sense that they assume a model of learning which is both active and interactive, and in which effective implementation results from those close to the action being supported to 'make sense' of what is needed by working out how to apply national policy thinking in the context of local realities). One example is the development of policy on multiple use water services approaches, which began life as part of a donor-funded, multi-country action research project in which local operational learning was later scaled up into a policy learning process (Van Koppen et al., 2006; DWAF, 2006). Another example, which provides the focus for this paper, is the capacity building work managed by DWAF's Water Management: Institutional Governance (WMIG) Department, to support the institutional reform process involving the development of CMAs and WUAs. This has drawn on several donor-funded programmes, one of which, arising from an initial collaboration with the Environment Agency (England and Wales), is reported here.
The collaboration with the Environment Agency has unfolded into a 4-year capacity- building programme known as Watercourse. The Watercourse can be described in terms of 2 cycles of inquiry, from which we draw out here some lessons for capacity building for implementation, and for IWRM, in the South African context and beyond. This paper considers the first 3 years of the programme, from April 2005 March 2008.
1st cycle of inquiry: April 05 March 07
(This first cycle of inquiry involved only three of the authors of this paper: John Colvin, Sizile Ndlovu and Derek Weston. Funding for John Colvin was from the UK's Department for Environment, Food & Rural Affairs (Partners for Water & Sanitation programme (PAWS)) and from the Environment Agency.)
In this paper we have chosen to tell the story of Watercourse from a developmental ('process') perspective, because process lies at the heart of our approach to capacity building, an approach which is based on action research/ action inquiry (Reason and Bradbury, 2001; Chalmers and Colvin, 2005; Khanya-aicdd and Southern Africa Trust, 2007). Over the past 3 years we can trace 2 broad cycles of inquiry, in which we start out with some design assumptions, then draw on these to shape our engagement in a series of conversations, out of which we (and hopefully others) then reflect on what we have learned (Fig. 1). Our intention here is that what we learn enables us to do better capacity building, and what others learn enables them better to implement South Africa's water policies.
Some key features of the 1st cycle of inquiry are shown in Table 1. Our initial design assumptions were strongly shaped by the experiences of the first author in implementing IWRM approaches in the UK (as part of his work within the Environment Agency, supporting implementation the European Union Water Framework Directive (EC, 2000)), and the lessons learned from this (e.g. Orr et al., 2007). These included a recognition of the limitations of IWRM as a management strategy as it had come to be framed in the 1990s (ICWE, 1992; GWP, 2000), and of the need to reshape IWRM as a set of principles and practices which put learning, reflexivity and adaptation at their core ('adaptive IWRM'). These insights were based not only on our own experiences, but also on the work of a network of researchers across the EU (SLIM, 2004; Pahl Wostl, 2007), some of these also working in a developing country context (Mehta et al., 2007; Lankford et al., 2007), and some of whom we had worked with closely (Collins et al., 2005; Collins and Ison, 2007).
These action researchers place particular emphasis on the applied sciences of complexity and inter-disciplinarity, and on designs such as social appraisal (Stirling et al., 2007), social learning (SLIM, 2004; Steyaert and Jiggins, 2007), systemic action research (Burns, 2007) and whole system development (Weisbord and Janoff, 1995; Wilkinson and Appelbee, 1999; Attwood et al., 2003), that can work effectively in multi-stakeholder situations characterised by complexity, uncertainty, multiple interdependencies and/or the potential for conflict. We drew on these designs both in a light-touch way in the 1st cycle of our inquiry (Table 1a, b, c), and in more depth in the 2nd cycle.
The following were notable outcomes of this first inquiry cycle:
Participants responded well to the action and social learning approaches: in particular these were experienced as valuing of participants' daily practices and created a space for participants to further explore their practices in creative rather than restrictive (performance management-driven) ways.
Participants responded well to the collaborative approach to capacity building, as it enabled them and us to 'make sense' together of what was going on, and which capacity-building approaches might work best for the particular circumstances in which participants found themselves.
In addition, working within each of three main capacity building 'sites' the Inkomati CMA; DWAF (KZN) and DWAF (Pretoria: WM:IG) (Table 1d, e), significant opportunities and challenges were identified. These were selected as the basis for the second cycle of inquiry.
Design features for the 2nd cycle of inquiry: December 06 March 09
(This 2nd cycle of inquiry involved all the authors of this paper)
Design work for the 2nd cycle of inquiry developed during the final months of the first cycle (Fig. 1). Working closely with DWAF (Pretoria: WM: IG), DWAF (KZN) and the Inkomati CMA, it was agreed that the 2nd cycle would continue to work with groups of staff in the three pathfinder 'sites' and would develop a deeper and more consistent, (mini)-cyclic pattern of engagement within each of these (essentially, working intensively with each site over a 3 d period every 6 to 12 weeks). This would allow for a process of intense, active engagement and learning, followed by a period in which staff in each site could pursue/ put into practice their learning focus, while the facilitators reflected on and wrote up the outcome of their interventions and planned and prepared for the next series. The lessons learned from implementation between capacity-building interventions provided an opportunity for action learning by all participants.
In parallel with this design work, additional funding was sought for this next cycle of inquiry, partly in anticipation of the phased withdrawal of the Defra (PAWS) funding which had supported the 1st cycle.A new funding package was agreed with the UK's Foreign and Commonwealth Office (FCO) in April 2007 (funding was provided to the Environment Agency and to the South African NGO Khanya-aicdd through the FCO's Global Opportunities Fund: Sustainable Development), with matched funding from DWAF (Pretoria) and, subsequently, from the ICMA. With a focus on water governance, this new cycle of inquiry was launched as the flagship project of the UK South Africa Sustainable Development Dialogues (As part of a broader, 3-year, £10m funding package to support sustainable development dialogues between the UK and China, India, Brazil, Mexico and South Africa) giving it a significant profile).
In negotiating the 2nd inquiry cycle, two key areas of focus emerged how to build capacity for a co-operative (multi-stakeholder) approach to water governance, and how to build capacity for an approach to water governance which was at the same time adaptive. As well as being enshrined in South Africa's constitution, the principle of co-operative governance is seen as key to enabling CMAs to implement their core functions, which include co-ordinating the activities of water users and water management institutions within their water management area, promoting community participation, and involving water stakeholders in the development of a catchment management strategy. For WUAs also, the principle of co-operative governance is key to building engagement between white commercial farmers and emerging black farmers, as well as (in some cases) engaging with a wider set of stakeholder interests including local government and environmental interests. The principle of adaptive governance is less well articulated in South African water policy. Its clearest exposition can be found in the Draft Position Paper for Water Allocation Reform (DWAF, 2005) and in the Guidelines for Catchment Management Strategy Development (DWAF, 2007a).
Figure 2 illustrates the overall design of the 2nd inquiry cycle, both as agreed initially with the FCO in April 2007, and with additional strands that had developed by April 2008, as new questions and conversations had developed. This design is characterised by several, interconnected strands of capacity building activity:
Two staff development programmes, each comprising a series of 8 workshops, with a focus on the development of design and facilitation skills for multi-stakeholder, inter-disciplinary dialogue processes (one staff development programme to support staff within DWAF KZN; the other to support staff within the ICMA)
Two stakeholder dialogues, one in the Inkomati and one in the Mvoti to Umzimkulu Water Management Area (KZN), each designed to address a practical set of issues facing water stakeholders. The context for the Inkomati dialogue is the development of the Inkomati Catchment Management Strategy while, for the Mvoti dialogue, it is the agreement of institutional arrangements for the management of water resources across the sub-catchment, in particular the option to create one or more WUAs.
Local/regional learning fed back into DWAF head office (Pretoria) policy-learning processes
Exploring a partnership approach to the delivery of these capacity-building processes through progressive engagement with key NGOs and consultancies in South Africa.
In the remainder of this paper we focus on the two stakeholder dialogues in the Inkomati and the Mvoti, outlining how we approached these, how they developed, and emerging findings and lessons.
The Inkomati stakeholder dialogue
Consistent with the objectives of the second inquiry cycle, the design and facilitation of both dialogues has been delivered through an international collaboration between the Environment Agency (EA), two South African NGOs (Khanya-aicdd, the Mvula Trust)and the South African consultancy Cinnabar, as a result drawing new 'process' capacity into the water sector (While the Mvula Trust is an established NGO within the South African water sector, Khanya-aicdd focuses on sustainable livelihoods, Cinnabar on whole- system approaches to development. The facilitator team leading the Inkomati dialogue comprises John Goss (Cinnabar), Dumisani Ncala (Cinnabar), Geraldine Klarenberg (Mvula) and John Colvin (EA). Sizile Ndlovu is the 'client' partner for the process. The facilitator team leading the Mvoti dialogue comprises John Colvin, Sam Chimbuya (Khanya) and Mark Everard (EA). From March November 2007, Faeeza Ballim was the client partner for the process; from December 2007 this role was taken by Pravitha Jairam).
In both sites, the developmental process adopted has been informed by a similar set of approaches, drawn from the broad social appraisal/social learning/whole system development portfolio outlined earlier. In the Inkomati we have worked primarily with the whole system approach known as 'future search' (Weisbord and Janoff, 1995; 2007), while in the Mvoti we have drawn on the 'U-process' (Kahane and Jaworski, 2005; see also Biggs et al., 2008) and social appraisal (Stirling et al., 2007) as guiding metaphors and design principles.
Detailed descriptions of the Inkomati Water Management Area (IWMA) can be found in DWAF (2004a: 171-175) and other sources. Situated in the north-eastern part of South Africa, it comprises three catchments: the Sabie-Sand, Crocodile and Komati. Economic activity is mainly centred on irrigated agriculture and afforestation, with related industries and commerce, and a strong eco-tourism industry. The Kruger National Park is a key feature of the area. Current estimates indicate considerable need for water allocation reform and water conservation and demand management, in order to maintain water security in the IWMA, particularly in the Crocodile and Komati (DWAF, 2004a).
The proposal for the Inkomati dialogue was developed through conversations with the ICMA governing board, who in 2006 suggested that better relationships between the major stakeholder groups would need to be built if a strategy (ICMS) for managing water resources across the IWMA was to be agreed and owned by these groups. In August 2006 John Colvin introduced to the board the idea of developing a multi-stakeholder dialogue based on Future Search principles to begin to address this concern. Eventually, the board agreed in March 2007 to a 3d event with an IWMA-wide focus, to be preceded and followed with a series of 5 sub-catchment workshops (Fig. 3).
The first series of sub-catchment workshops was held during June August 2007, their purpose being to raise the profile of the ICMA, to engage participants through an exploration of their uses of water and stakes in the catchment, and to begin to build a picture of the catchment as a system comprising ecological, social and economic interdependencies. A total of approximately 350 participants attended these workshops, with good attendance from emerging farmers, community development workers, community-based organisations and some government departments, but (with the exception of the Crocodile workshop) poor attendance by large business users, commercial farmers, local municipalities and water boards. The bias was therefore generally towards attendees representing groups not already enjoying water allocation.
The main Future Search workshop was held over 3 d in October 2007 and attended by approximately 55 to 60 delegates, with similar patterns of stakeholder representation. Nonetheless, the workshop represented an important step towards developing a common understanding of the pressures facing the catchment and agreeing equitable and sustainable ways of sharing the catchment's precious water resources.
An important and widely appreciated feature of the workshop was that stakeholders experienced working through a participative process to produce a shared vision, rather than being consulted on someone else's. All of the following 9 key elements of this shared vision were agreed:
All stakeholders actively working together improved stakeholder co-operation
Quality of river and ecosystems improved less pollution greater environmental awareness
Equitable distribution of water to all stakeholders
Improved infrastructure for water distribution
Capacity and skills development emerging farmers becoming commercially empowered
Recognition of the role and importance of the ICMA
Improved governance and compliance with legislation
Improved gender balance
Job creation though tourism.
This vision will be used to help shape the ICMS and will be further tested and refined in each of the IWMA's 5 sub- catchments.
Finally, some significant shifts in relationships were noted during the workshop. These included:
Shifts in the overall willingness of all stakeholders present to co-operate [overcoming initial mistrust]
Sharing of expertise between the [relatively few] commercial farmers present with emerging farmers skills transfer and empowerment
Recognition of the important role for the ICMA in facilitating a shared future for all stakeholders.
The Mvoti stakeholder dialogue
Detailed descriptions of the Mvoti sub-catchment can be found in DWAF (2004b). The sub-catchment forms the northern border of the Mvoti to Umzimkulu Water Management Area and consists mainly of commercial timber in the upper reaches, subsistence agriculture dominating communal land inland around Maphumulo and sugar cane towards and along the coastal strip. With a predominantly rural population, irrigated agriculture and industry are the main water uses in the catchment, followed by afforestation and domestic use. Owing to the lack of significant storage in the catchment and the water requirements which exceed the available resource, the catchment is considered to be stressed.
The idea of a dialogue process with stakeholders in the Mvoti sub-catchment developed out of the conversations held with the DWAF KZN catchment management team during the first inquiry cycle (Table 1d). These discussions focused on the history of the team's work in the Mvoti over previous years and the difficulties they had experienced in supporting effective transformation of the two Irrigation Boards (IBs) in the catchment(Upper Mvoti Irrigation Board and Lower Mvoti Irrigation Board). It was agreed that the Watercourse project would seek to develop a stakeholder dialogue process to explore options for institutional arrangements in the Mvoti catchment, with a view both to the transformation of the two Irrigation Boards and to seek wider benefit for communities across the catchment. At the same time, this would create a 'site of learning' for the DWAF KZN catchment management team.
An early success of the dialogue was that stakeholders from the upper Mvoti (including the Upper Mvoti IB), the central Mvoti tribal communities, the lower Mvoti (including the Lower Mvoti IB) and the catchment-wide Mvoti Stakeholder Forum, agreed to work together through a dialogue process. Recognising environmental, social and economic interdependencies across the catchment, they also agreed to work together to explore the option of a single institutional arrangement for the Mvoti (WUA or variation on this). Another early agreement in the dialogue has been to involve a wider cross-section of stakeholders before different options are fully explored, resulting in a workshop for 50 to 60 stakeholders in March 2008. One key to the effectiveness of the process to date has been the shared understanding that building common understanding across diverse interests takes time if it is to succeed, and that this up-front investment of time could bring substantial benefits in the longer term. The 'U-process' metaphor (Kahane and Jaworski, 2005) has helped to frame this understanding, and to create a 'holding framework' for the dialogue as a whole (Fig. 4).
Local lessons drawn from our capacity building work in the Inkomati and Mvoti
We are mindful of the fact that the two stakeholder dialogues reported in this paper are still in progress (at the time of writing (March 2008), both were expected to continue for a further 12 months). Nonetheless, a number of observations can be made at this stage.
In the Inkomati, we have not only facilitated the development of a shared vision for the IWMA (a key element of the ICMS), but have also done so in a way which is participative rather than consultative. Their valuing of this approach is reflected by stakeholders in their vision, which speaks of ' all stakeholders actively working together improved stakeholder co-operation'. Experiencing this approach has also been of particular significance to the institutional development team in the ICMA. Initially viewing the Future Search Process as imposing unreasonable demands on their time, they have come to strongly appreciate this way of working, including the importance of careful design work leading up to stakeholder events (Joseph Mabunda and Dudu Thwala, as stated at the 2nd Inkomati 'master planning' workshop, 27th November 2007 (see Colvin, 2007a)).
In addition, engaging across significant elements of the IWMA 'stakeholder system' has enabled the facilitator team to provide strategic feedback to the board and senior management team at the ICMA. For example:
Over the past 12 months we have observed a great many stakeholder workshops taking place across the catchment, e.g. workshops on water allocation reform, stakeholder empowerment, vision development and CMS development, with little overall sense of coordination or common narrative.
There is considerable variation in the style of these workshops, some being done 'to' stakeholders, some with stakeholders (and some 'to' the ICMA, some with the ICMA).
This has placed considerable stress on the ICMA institutional development team with responsibility to coordinate these activities, as well creating a high potential for 'stakeholder fatigue' and confusion.
As a result of these observations, we have recently begun to address some of these issues through the development of a 'master planning' process bringing together the ICMA, DWAF (Pretoria), DWAF (Mpumalanga), the CMS development team and some of the other public service providers working for the them (Fig. 2(b); Colvin et al., 2008).
The issue that the Future Search Process has found most difficult to address is that of non-attendance / engagement of some groups of stakeholders. There is an irony in this, given that Future Search is specifically designed to bring together 'those with authority, resources, expertise, information and need' in relation to a common set of issues (Weisbord and Janoff, 2007). The main reason for this seemed to be that those with responsibility for recruiting key sectors to the stakeholder events including members of the ICMA governing board failed fully to appreciate the significance of their role in the process; there is clearly an opportunity to learn from this.
The Mvoti dialogue is taking place at a more local level than that of the Inkomati dialogue. This provides for a clearer definition both of stakeholder interests and of interdependencies and perhaps accounts for our greater success to date in bringing all the interests we have identified as relevant 'into the room together'. As in the Inkomati, the dialogue has also provided an important focus for capacity building for DWAF KZN staff to date, this has involved learning through observation and reflection, and has yet to reach the stage of testing these lessons in participants' own practice.
Perhaps the most significant challenge facing the facilitator team in developing the Mvoti dialogue is finding the appropriate set of 'languages' through which to facilitate it. Finding the right balance of language and style is particularly important given the involvement of tribal community members as well as the broad mix of environmental, social and economic interests involved. We continue to experiment with this. So far the process has laid emphasis on a combination of participative diagramming and model building (for example for working out together how the catchment functions as a single ecosystem), and on 'expert presentations'. Our observation is that the presentations to date have tended to favour engineering and economic knowledge over other types.
Lessons for national policy and processes in South Africa
The two dialogues described in this paper have demonstrated some early successes in enabling different stakeholder groups to engage in dialogue around issues of shared interest based on a common resource. The dialogue processes are both still at an early stage, but the approaches used, drawing eclectically from a range of social learning practices, have so far proven robust. At the same time we recognise that there are still considerable challenges to address in terms of building dialogue between less and more powerful groups, and that this will continue to test our skilfulness and ingenuity in drawing on appropriate 'languages' through which to create inter-disciplinary dialogue.
Nonetheless, we have been able to explore and demonstrate approaches to capacity building both of stakeholders and of ICMA and DWAF staff that are based on an interactive rather than passive model of learning, opening up spaces for 'making sense' of progressive policies seeking to create change in complex situations against a background of highly uneven development.
We contend that experiments of this type are critical if DWAF is to implement its progressive water laws and policies effectively. The implications of this are substantial and we recommend that these are explored in the context of two current developments in the DWAF institutional and policy landscape. The first of these is the Minister's Institutional Realignment Review; the second is the Water for Sustainable Growth and Development Initiative (Fig. 2(b)).
The Minister's Institutional Realignment Review was initiated in June 2007 to address a range of concerns, including: the number of institutions that DWAF is committed to establishing under the National Water Act; the capability of DWAF to support these structures; the relevance of these institutions within the current environment; and the slow pace of transformation especially at the WUA level (DWAF, 2007b). This review, which is due for conclusion in October 2008, included a key workshop in October 2007 at which a shared commitment to CMA development was established, supported by common agreement on the need for the accelerated transformation of the DWAF national and regional offices in order to properly resource the new CMAs. Work has since been under way to agree whether to proceed with the original model of 19 CMAs, or whether to set up a smaller number (Kubheka, 2008).
While this review has been important in reinforcing commitment to the institutional realignment process set out in the National Water Act, we would contend that the focus on institutions and structures needs to be balanced with thinking through the much harder task of capacity building for implementation. Our recommendation to this review has been that it should spend less time deliberating about structures and, instead, focus more of its attention on prioritising and designing processes for learning about how to do adaptive IWRM at the CMA, WUA and community levels (Colvin, 2007b). From our experiences in the Inkomati and Mvoti, this should comprise at least the following two elements:
Encouraging further experimentation in interactive approaches to capacity building of the type we have been exploring. This could involve, for example, setting up pathfinders in all eight of the WMAs in which CMAs have been established.
Developing an architecture of learning (for example through managed learning networks (Warburton et al., 2007)), in which learning can firstly be shared between pathfinders then subsequently 'scaled out' to other WMAs.
A further recommendation is that DWAF (Pretoria) invests effort in exploring and agreeing on a policy narrative for this kind of adaptive capacity building approach. The 'Water for Sustainable Growth and Development' initiative (DWAF, 2008a), which will in turn shape the 2009 review of the National Water Resources Strategy, provides a valuable opportunity in which to do this. This initiative has already started to conceptualise Water for Sustainable Growth and Development (WfSGD) as involving interaction between four different policy narratives, as shown in Fig. 5a (DWAF, 2008b). By re-casting Fig. 5a in terms of adaptive dialogue between these policy narratives, as in Fig. 5b, we can start to represent the kinds of dialogic, capacity-building approaches we have been undertaking locally, within a national policy framework.
Much more work needs to be done on working out simple devices, as in Fig. 5, for conceptualising this shift in approach from top-down to interactive capacity-building approaches, and in developing a policy narrative around this. And there may be lessons to be learned here from Europe, which is starting to explore policy narratives in terms of social learning (Environment Agency, 2006), transition management (Van der Brugge and Rotmans, 2007) and adaptive IWRM (CAIWA, 2007).
International lessons
In a world designed around engineering principles, IWRM can be understood as a blueprint, a management design that is worked out on paper and then imposed on reality. In a world shaped through processes of learning and social adaptation, IWRM is no longer a 'thing' to do, but instead becomes an interactive and emergent process of adaptive water resources managing, seeking wherever possible to make integrative connections and to build concerted and inter-disciplinary action (Collins and Ison, 2007).
There are no easy recipes for developing these approaches, whether in 'developed' or 'developing' country contexts. These processes will take different forms in different countries, depending on local capacities, contexts and developmental trajectories (Lankford et al., 2007). But, in a climate changing world, the call for these new forms of adaptive managing processes becomes increasingly urgent.
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# Revised version. Originally presented at the International Conference on Integrated Water Resource Management (IWRM) entitled: Lessons from Implementation in Developing Countries which took place from 10 to 12 March 2008 in Cape Town, South Africa, at the Cape Town International Convention Centre.
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