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BuzziTai Jeans Stars I MeiTai & SSCBuzzidil
BuzziTai Jeans Stars - a minimalistic babycarrier design in a wonderful denim design!
BuzziTai is a unique babywearing system combining the benefits of MeiTai and SSC in one babycarrier. You decide if you'd rather like to tie or to click. Both alternatives are ergonomic, quick and comfy for both - baby and wearer - from newborn till toddler age.
BuzziTai gives grip without slipping. For great carrying moments from the first day on! Made in Europe.
- MeiTai/MehDai and buckle baby carrier in one
- suitable for babies & toddlers from 0 - 24 months
- front carry, back carry, hip carry
- from 50 cm to 92 cm body size
By buying this product you can collect up to 62 points. Your cart will total 62 points that can be converted into a voucher of €6.20.
BuzziTai is a unique combination of MeiTai (to tie) and SSC (to click). Especially with newborn babies we advise to bind your BuzziTai baby carrier as MeiTai. Thus, the back panel covers the back of your child with perfect support, but without punctual strain.
As MeiTai, the BuzziTai can be adapted to the wearers of different figures within seconds: Tall Dad, small Mom? No problem. Tighten, cross, bind and you're ready for new adventures.
When your baby is 6 - 8 months old and gets heavier, you can simply fold the shoulder straps, fix them and attach them with the buckles to the back panel. This SSC alternative distributes the weight of your growing baby from your shoulders to your hips making babywearing really comfy for both of you - baby and caregiver.
This SSC solution is especially recommendable when your baby starts to crawl or sit by herself. This means that your baby's spine development is advanced already.
You can use your BuzziTai in front, back and hip carry.
Find out about all advantages and carrying positions of BuzziTai!
Comfort for baby:
- steplessly growing
- perfect back support
- hip friendly spread-squat position (M-Position)
Comfort for parents:
- click or tie - as you prefer
- padded shoulder belts and hipbelt
- hip belt with buckle
- adapts to caregivers of different figures
You're not sure which babycarrier will suit you and your baby best? Take a look at our babycarrier guide!
Please note: For large motifs, there are various picture sections on the headrest possible. Dark colors might faster in UV light as we refrain from using harmful colors for our fabrics. Therefore, please never leave your baby carrier in the car.
- Type of binding
- for binding
to click | no knotting
- Material
- 100% cotton
- Age of the child
- 0-18 months
suitable from birth
- product type
- Mei Tai babycarrier / from birth
SSC babycarrier
- Weight
- up to 18kg
- Care instructions
- Delicates 30 degrees
Not suitable for dryers
- Colour
- blue
- Details
- comfortable hip belt
convertible to SSC babycarrier
infinitely growing
lightweight & compact
You might also like


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Tips & advice
Surround systems from Teufel create the real cinema sound in your home. Fully-packed sound for a great move, just like it should be. Save yourself the trouble with cables and get yourself a wireless speaker for house, and experience the new generation of sound. And to make sure you're really getting the most of your system make sure to place the speakers behind you! Teufel's loudspeakers provide distortion-free sound for a first-class sound.

subset: commoncrawl


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"I'm a cultural Jew."
People generally say it after they find out I'm a rabbi. I know exactly what's going on when they say it: they suspect that I will judge them a Bad Jew, because they aren't "religious." And either they are cringing at the prospect of judgment or they are angry at the prospect of judgment. Either way, it's a barrier.
I wish I could convince them that I know enough about Jewish history and Jewish scripture to withhold my judgment. Whatever the ideal of "a good Jew" one may have in mind, history offers a wild diversity of Jewish role models. Secular Jews have been active in many of the great social justice movements of our time. They have been influential philosophers, artists, scientists, musicians, lawyers, actors, writers, and economists. Their Jewish cultural identity has informed their lives and work.
Some secular Jewish role models:
- Queen Esther
- David Ben Gurion
- Baruch Spinoza
- Albert Einstein
- Isaac Asimov
- Shaul Tchernichovsky
- David Ricardo
- Amos Oz
I am much more interested in what you are doing about being Jewish, than that it happens in a way approved by some particular corner of the tribe. There are many ways to be Jewish. Let's celebrate them all.


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| 02:16
Age Description: U - Suitable For All
Cast: Sakshi Tanwar
Celebrate this Eid by treating your family and friends with this mouthwatering sweet dish Sheer Khurma. Follow Sakshis step by step recipe and do let us know how it turns out
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The debate over telecommuting that Yahoo has spurred raises an important issue, but it's not simply about workplace flexibility or telecommuting, but rather the fundamental nature of work itself. By 2020, more than 40% of the US workforce will be so-called contingent workers, according to a study conducted by software company Intuit in 2010. That's more than 60 million people.
We are quickly becoming a nation of permanent freelancers and temps. In 2006, the last time the federal government counted, the number of independent and contingent workers—contractors, temps, and the self-employed—stood at 42.6 million, or about 30% of the workforce. How many are there today? We have no idea since 2006 was the last year that the government bothered to count this huge and growing sector of the American workforce.
Following the recent economic downturn, the employment rate has recovered at a frustratingly slow pace, except in one area: temporary, contingent, and independent workers. Between 2009 and 2012, according the Bureau of Labor Statistics, the number of temporary employees rose by 29%. A survey of the 200 largest companies found that temporary workers represented, on average, 22% of their workforce, and that percentage is growing. Workers from all different industries (not just tech) are discovering that they're able to be productive outside of the corporate office and without a long-term employer. At my company, NextSpace, we provide membership to contingent and independent workers from industries as varied as marketing, law, media, accounting, entertainment, construction, art, architecture, and healthcare, along with hundreds of programmers and developers.
The forces behind this sea-change are many: the rapid adoption of mobile technology, ubiquitous internet access, and a general sense of malaise powered by the vague yet nagging notion that we're just not meant to work all day sitting in a cubicle. Add to that the waste of time, energy and brainpower that commuting engenders, and it becomes apparent that our definition of "workplace" will never be the same. It may seem like a tug of war between companies and workers, but in fact they share common goals: using technology and mobility to maximize productivity, innovation, and well-being.
Given these trends, companies need to proactively create what I call "approved workplace ecosystems" that will likely include the corporate campus, home office, co-working spaces, the corner coffee shop, client/vendor sites, or any place with a decent WiFi or 4G signal. But a real ecosystem is about more than just a collection of places. It's about the norms, the culture, and the vibe that knit these places together.
At NextSpace, we foster a culture and community among these independent disaggregated workers by creating common ground. Brown bag lunches and informal lectures bring people together over ideas. Member happy hours bring people together over food and drink. And when all else fails, our community curators often literally drag people together based on common personal or professional bonds (the community March Madness pool works, too!).
Traditionally, being self-employed used to come with a social stigma; you were self-employed if you couldn't get a "real job." Work was inconsistent and so was the pay. Today, the opportunities for contingent, project-based work are exploding, as is the development of tools that allow people to work independently across industries like software, design, marketing, legal services, architecture, healthcare, and engineering.
As this trend accelerates, problems will arise since the current system is heavily geared toward people working in conventional ways. Those who have full- or part-time work with established companies receive a regular paycheck, employer-sponsored benefits (if they're lucky), and get a tidy IRS W-2 form at the end of the year for taxes. What people find when they leave the system is a confusing, byzantine, and slightly scary world of health insurance, taxes, pensions, and regulations.
Like it or not, companies and the systems that serve them are going to have to change because the workforce evolution is already underway.


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|Instrument(s): String Quartet
|Style: Baroque
|Arranger(s): Arranged for string quartet by Carl M. Bolstad
|Opus: BWV 582
|Date of composition: 1706?-1713?
|Source: MutopiaProject.org, ID# Mutopia-2006/04/21-741 set by Urs Metzger
|Copyright: Creative Commons Attribution 3.0
|Last updated: 2010/May/17. View change history
|Music ID Number: Mutopia-2010/05/17-1775
|Typeset using: LilyPond, version 2.12.3
|LilyPond files (zipped)
|MIDI files (zipped)
|A4 PDF files (zipped)
|Letter PDF files (zipped)
This piece was originally written for organ. The date that it was composed is not known, but available sources indicate that it's likely between about 1706 and 1713.
|Maintainer: Carl M. Bolstad
|carl.bolstad (at) gmail.com


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White rice couverture filled with white chocolate ganache and almond brittle, 70g
This product is currently not on stock in the required quantity. If you order it before October 15th, it (and the rest of your order) will be shipped by the end of the same month. Please check out what's available sooner or even right away by clicking the "On-Stock" button.
Ships from North Vancouver, BC, Canada
Available for pickup
Price does not include tax


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(219) 696-7616 | Our Location | Email Us
Family Owned and Operated Since 1928
Two Tone Sterling Silver Arrow Link Chain Length 16-18 Adjustable
Contact us for pricing and availability.
Give your a name and set your privacy level.
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Privacy Policy and
Terms of Service apply.
Ania Haie is a London-based jewellery brand. We offer a range of collections, all designed in 925 sterling silver with rhodium plated, 14 karat yellow gold plated or 14 karat rose gold plated. Each individual collection spotlights a specific fashion trend of the moment. Every piece is designed with the intention to be stacked and layered, yet with such unique detailing they look just as good as standalone centrepieces. It's the ultimate complement to your personal style, and makes your office-to-cocktails transition all the much easier, and stylish.
Here are just some of the benefits of purchasing this special item through our store.
Share this page with your friends or loved ones.
Don't leave them guessing! Send that special someone a hint.


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13 Must-Have Wardrobe Essentials
Is your wardrobe missing any of these items? Then you need to go shopping — ASAP
Celebrities are THE fashion icons for beauty, makeup — and of course, hairstyles. Julia Roberts is no exception. That's why we've got Julia Roberts photo galleries, pictures, and general beauty news on this celeb. Her style is totally inspiring and worth checking out. So if you're searching for some beauty tips, hairstyle options, and fashion advice, turn to Julia Roberts. She'll bring your fashion to a whole new place.
Is your wardrobe missing any of these items? Then you need to go shopping — ASAP
From brown to blonde to red and back, see how the actress wows us with her different hairstyles
Get expert advice to make sure your wardrobe doesn't mess with your hair color


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Story highlights
A filibuster of a Texas abortion bill was trending worldwide on Twitter
Democratic Senator Wendy Davis stood and spoke for 10 hours against the bill
More than 180,00 people tuned into a live stream of the proceedings on YouTube
Democratic Senator Wendy Davis took to the floor of the Texas Senate at 11:18 a.m. in pink tennis shoes and began what she hoped would be a nearly 13 hour filibuster of an abortion bill.
As the day went on, the story of Senator Davis' filibuster caught fire on Twitter, and by the evening it was trending worldwide. There were at least 730,000 total tweets about the filibuster on Tuesday. The excitement peaked at 11:58 p.m. central time, just two minutes before the midnight deadline, with 5,776 tweets per minute about the story, according to Twitter.
Ultimately, after much confusion, it worked. Senate leaders tried to push a vote through, but didn't do so until a couple of minutes after midnight and, around 3 a.m., the state's legislature declared a special session over.
It even caught the attention of the official President Obama Twitter account, which tweeted out "Something special is happening in Austin tonight" with a link to The Texas Tribune during the filibuster's ninth hour.
Senate Bill 5 (SB 5) would ban abortions after the 20th week of a pregnancy. According to opponents, new abortion clinic standards in the bill would effectively shutter 37 of the state's 42 abortion clinics. The bill would give Texas some of the most restrictive abortion laws in the country.
Strict senate rules for filibusters added to the drama. According to the rules, Senator Davis was not allowed to sit down, take a restroom break, go off topic or even lean.
By 10:30 p.m., the YouTube channel live streaming the special senate session passed 100,000 viewers, and the number jumped when Senator Davis was found to be in violation of senate rules for straying off topic. It was her third violation, which opened the window for a vote on whether or not she must cease the filibuster. Other senators who opposed the bill filled the remaining time with questions and points of order to run out the clock.
With fewer than five minutes left until the midnight deadline and an outcome still murky, the YouTube live stream had more than 180,000 viewers glued to their screens.
On Twitter, the topic was trending worldwide. At different points during the evening, #standwithwendy, #SB5, #texlege "Wendy Davis," "Texas," "Robert's Rules of Order" and "Midnight in Texas" were all trending on the social network. The #standwithwendy hashtag had 400,000 mentions on Tuesday, according to Twitter.
Senator Davis' Twitter account was silent while she was on the floor, but her number of followers jumped from just under 6,000 to more than 48,000 during the course of the day, an 8x increase.
Twitter also served as a rallying point for local protestors, who increased in numbers throughout the day to fill the senate chambers and line the rotunda. Many posted photos and Vines of the crowds. Chanting could be heard inside and outside the senate at midnight, when the floor erupted in confusion as it appeared senators were still taking a vote, even though the deadline had passed.


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Welcome to the home page of the Center for Applied Neuroscience.
The Center is a non-profit making, interdisciplinary, membership organisation devoted to education involving the latest advances in brain research. It is also dedicated to raising awareness of the need for interaction between individuals and research groups involved in the application of the neurosciences. In particular, it focuses on research and discoveries that enhance understanding of the neural bases of human behavior.
The workings of the human mind will always be a seductive and challenging topic for human inquiry. Until recently, mental processes have been studied primarily through analysis of behavior. This is the traditional domain of "cognitive science". However, the last three decades have seen important transformations within psychology, with the emergence of the new field of scientific investigation termed 'Neuroscience'. Current research attempts to explain many of the central questions about the mind and brain, from perception of the visual world, through attention, learning and semantic memory, to emotion and the planning of complex action.
A key factor in the development of this new discipline has been technological advances in methods for non-invasive brain imaging which allow scientists to study the relationship between brain activity and cognitive mechanisms in awake, behaving, human subjects. Another has been the integration of several academic disciplines that have historically been quite separate. These include: cognitive psychology; clinical neurology and neuropsychology; medical imaging; behavioural neuroscience; neurophysiology and neuroanatomy.
All the information provided in the CFANS website is provided for informational purposes only. CFANS makes no representations or guarantees of any kind about the content or accuracy of the information on the CFANS website. CFANS will not be liable for damages of any kind in way related to the CFANS website or the use of the information on the website. Links are provided as a convenience and CFANS will not be responsible in any way related to the links to the CFANS website. Scientific and medical information found in articles throughout the site should not be interpreted as medical advice. This can only be obtained from a qualified medical professional.


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Monday, March 23, 2020, 4:00 p.m. to 4:45 p.m. PT.
In an effort to centralize and coordinate the information flow between Arizona hospitals and post-acute providers during this time of the COVID-19 pandemic, please join us on a biweekly webinar call with hospital care coordination leaders for the latest local updates.
Future webinar calls will occur on the following days:
Mondays: 4 p.m. (to give providers time to assess the weekend impact)
Thursdays: 7:30 a.m. (to prep up for weekend activity)
These calls will be a rapid-paced huddle format and the agenda will be fluid in order to respond to new and emerging needs.
Please share with other post-acute providers who may have interest.
Participating Hospital Systems: Abrazo Health, Banner Health, Carondelet Health Network, Dignity Health, Honor Health, Mayo Clinic Hospital, Tucson Medical Center, Northern Arizona Healthcare, ValleyWise Health
A recording of today's call will be posted as soon as possible.
- About
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If you spend anytime at all doing interface design work you know the value-added from wireframes early on in the development process. It helps to point the customer to what's important in the early-going, namely, labels, location of content, navigation, etc while not worrying about the font or what color the background is going to be. It's this stage that information architects flex their muscles.
I have created a wireframe for MOSS 2007. It is based on the master page that comes out-of-the-box with SharePoint 2007. If you want to make it WSS-specific, all you really have to do is remove the "My Site" and "My Links" in the top-right navigation bar.
The two formats available are a Visio template (.vst) and a PDF. I made use of the GUUUI Visio stencil kit in Visio 2007, but it should open fine in 2003. If you don't have Visio you can use the PDF.


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Nellie d. December 11, 1885, and George M. 111. 2d Addie Rockwell, De cember 25, 1888.
Forgotten Books is a registered trademark of FB &c Ltd. Copyright © 2016 FB &c Ltd.FB &c Ltd, Dalton House, 60 Windsor Avenue, London, SW19 2RR. Company number 08720141. Registered in England and Wales.Terms of Use | Privacy Policy


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(CNN) -- Russia will send additional ships to the Horn of Africa in an effort to crack down on the recent wave of hijackings by Somalia-based pirates, its navy chief said Thursday.
The Russian frigate Neustrashimy is already in the region and has helped repel pirate attacks on at least two ships. Adm. Vladimir Vysotsky told the official news agency Ria Novosti that more ships would be joining it soon.
"After Neustrashimy, Russia will be sending warships from other fleets to this region," Vysotsky said. No additional details were provided.
A NATO-led international fleet has attempted to crack down on the attacks. An Indian frigate battled a pirate ship in the Gulf of Aden on Tuesday, leaving the ship ablaze and likely sunk, the country's defense ministry reported.
In September, Vysotsky said Russian ships would be operating on their own. But the crews of the Neustrashimy and the British frigate HMS Cumberland teamed up to chase off pirates who attacked a Danish ship in the gulf earlier this month. Watch more about the pirates' tactics »
More than 90 ships have been attacked off eastern Africa so far this year, according to the International Maritime Bureau, which monitors piracy. The pirates, who operate from largely lawless Somalia, still hold 17 vessels -- including the Saudi-owned supertanker Sirius Star, the largest ship captured to date.
The pirates typically hold the ships and their crews for ransom, and Saudi Foreign Minister Prince Saud Al-Faisal said Wednesday that the tanker's owners were in talks with the hijackers.
"We do not like to negotiate with either terrorists or hijackers, but the owners of the tanker are the owners of the tanker and they are the final arbiters of what happens there." See where pirates are operating »
Two of the 25 crew members aboard the Sirius Star are Britons, Peter French and James Grady. The British Foreign Office released a statement on their families' behalf Thursday, saying they "greatly appreciate the concern that has been expressed." Watch Maersk CEO describe risks to shipping »
"They hope that Peter and James will be home safely to their families very soon," the statement said.


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Petraeus mistress reveals real motive behind Benghazi attack (VIDEO)
The fallout from former CIA head David Petraeus' resignation might be more significant than first thought: as all eyes turn to the ex-intelligence chief's mistress, it's apparent that she may have been privy to what really happened in Benghazi.
Two months after the storming of an US consulate in Benghazi, questions remain largely unanswered about both how and why insurgents entered the facility on September 11 and executed Ambassador Chris Stevens and three other Americans. The discussion became a heated issue on the campaign trail leading up to Election Day, and conflicting accounts from the White House, State Department and Congress all led to a mess of confusion that has only further spun out of control following the unexpected stepping down of Petraeus on Friday.In the immediate aftermath of the CIA chief's resignation, skeptics quickly suggested that there was more to the story, especially given Petraeus' role as head of the country's intelligence agency and the relatively unscathing extramarital affair that he rightfully admitted to in citing his departure from office. As journalists and investigators tried to dig deep for info on the alleged mistress, Petraeus biographer Paula Broadwell, as expected the story took a drastic turn by Sunday when it was revealed that she may have been briefed on the truth of the Benghazi scandal while the rest of the country claws for answers.A speech given by Broadwell only last month at her Alma matter suggests that she was given information about the terrorist attack that never made it to the American public."Now I don't know if a lot of you heard this, but the CIA annex had actually had taken a couple of Libya militia members prisoner," Broadwell told a crowd at the University of Denver alumni symposium on October 26. "And they think that the attack on the consulate was an effort to try to get these prisoners back. So that's still being vetted."Broadwell's address was publically available on YouTube until this weekend; it has since been removed, although mirrors have surfaced.Until then, and even today, the CIA denies Broadwell's claims that the CIA was holding anyone prisoner at what has long been described as a consulate building in Benghazi. Should her account prove true, however, it could mean that the agency had a secret black site prison in Libya, a fact long denied by Washington. If true, it could also mean that not only was the security of United States' top intelligence office breached, but also may for once provide an impetus for the Sept. 11 attack. The FBI has officially confirmed searching Broadwell's home in Charlotte, North Carolina. The agency did not say why it performed the search, but it's clear that Broadwell's potential access to any sensitive material is being taken seriously.In the initial aftermath of the assault, the Obama administration considered an anti-Islamic filmed produced in America, 'Innocence of Muslims,' as the catalyst for the Benghazi attack and similar strikes in the region. After days of pressing, however, the White House eventually admitted that the assassination of Ambassador Stevens was being blamed by Washington on terrorists, 11 years to the day after al-Qaeda operatives brought down the Twin Towers. According to last month's address in Denver, Broadwell also said a group of Delta Force operators, "the most talented guys we have in the military," could have been dispatched to provide reinforcement for the Americans in Benghazi but were not. Instead, the US packed up and left immediately, not securing the scene until days later, by which point much of the facility, and presumably all evidence, had been looted or destroyed.On late Sunday, Greg Miller of The Washington Post wrote on Twitter that the "CIA adamant that Broadwell claims about agency holding prisoners at Benghazi are not true." On Sunday, a spokesperson for the CIA told The Daily Beast that the agency "has not had detention authority since January 2009, when Executive Order 13491 was issued. Any suggestion that the Agency is still in the detention business is uninformed and baseless."Broadwell has yet to make any statements to the press since she made international headlines on Friday following Petraeus' resignation. On his part, the former CIA chief has yet to publically discuss the Benghazi massacre, and will no longer testify before Congress as originally scheduled to do as such this Thursday. Instead, acting CIA Director Michael Morell is expected to field questions to lawmakers in Washington.


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North Bend
Condo - Non REO, Non Short Sale
August 2023 Average Sold Price per Square Footage was Appreciating**
Curnt vs. Prev Month:
Avg. Sq. Ft. Price (Sold)
Curnt vs. Same Month 1 Yr Ago:
Avg. Sq. Ft. Price (Sold)
* Information and statistics derived from Northwest Multiple Listing Service.


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A Natural Approach to Bone Health
This blog does not intend to provide diagnosis...
In this article:
- Risk Factors for Osteoporosis:
- How to Prevent Bone Loss
- Conventional Treatment:
- Common Side Effects of Bisphosphonates:
- Serious Side Effects:
- Alternative Therapies:
- Nutrition
- You Can Improve Your Bone Health
A newborn baby has 280 bones, throughout childhood many of these bones fuse together, resulting in a total of 208 bones in adults. Composed of water (10-20%), minerals (70%), and collagen (10%), bones are their strongest when a person is between the ages of 25 and 35. Keeping them healthy is vital.
Preventing bones from thinning is crucial for maintaining health. Osteopenia and Osteoporosis">Osteoporosis">Osteoporosis">Osteoporosis">Osteoporosis">Osteoporosis">Osteoporosis are conditions diagnosed by a doctor when one's bone density is thinner than expected for a person's age. For many, bones thin as one gets older. However, there are things that can be done to help ensure bones remain strong and reduce a person's chance of breaking a bone.
Bones have more functions in the human body than you might realize. Here's just some of what they do:
- Store good fats
- Produce white blood cells, which protect us from infection
- Produce red blood cells, a.k.a. hemoglobin, which are required to circulate oxygen throughout the body
- Store minerals that the body needs for enzymes to function
- Provide structural support for the body
- Provide mobility
Osteoporosis affects more than 75 million people in Japan, Europe and the United States and is estimated to affect more than 200 million people worldwide. Before a person develops osteoporosis, they have a condition called osteopenia, where the bones are thinner than normal but not as thin as those with osteoporosis.
If a person is deemed to be "at risk" for thin bones, a doctor may order a bone density test, a type of x-ray that determines the bone's density. A bone density test is usually recommended for certain individuals:
Women age 65 years of age or older
- Post-menopausal women with one of the following risk factors: fracture after age 45, use of oral steroids for more than three months, tobacco use, body mass index of 22 or less
- A man or woman who has a condition that increases risk of osteoporosis, such as rheumatoid arthritis
- Men 50 years of age and older with one of the following risks: non-traumatic fracture, low testosterone, findings of osteopenia on x-ray, hyperparathyroidism
Those with osteoporosis are at increased risk of bone fracture. The most commonly seen is a hip fracture, which frequently occurs after an accidental fall. Almost weekly in my private medical practice, I admit a patient to our local hospital after they sustain a hip fracture. In most cases, the patient has lost their balance and fallen.
When I admit a patient, I consult a bone specialist (an orthopedic surgeon) who will perform hip replacement surgery. The patient usually stays in the hospital for a few days before being transferred to a rehabilitation facility, where they will receive extra assistance and strength training using their new titanium hip.
Hip fractures can be dangerous and life altering. Studies have shown that anywhere between 14 and 48 percent of those with a hip fracture are at risk for dying within one year of their accident. The importance of strengthening one's bones to help prevent a fracture cannot be overstated.
Those who are at risk for frequent falls should consider consulting with a physical therapist and may want to consider a "home safety evaluation" by a trained professional. It is not uncommon for a person to fall by stumbling on a throw-down rug or by accidentally tripping over a pet dog or cat. Poor vision or the presence of a cataract in the eye can also increase falling risks.
A person with evidence of osteoporosis or osteopenia should talk to their physician to determine if a blood test is required to rule out other conditions. A blood test that measures alkaline phosphatase can help rule out Paget's disease, a condition where bones are malformed and weak. Also, a calcium blood test, if low, may indicate poor absorption or poor intake of the mineral in diet. An elevated calcium blood test may indicate a hormone abnormality (an overactive parathyroid gland) in which calcium is being leached from the bone.
A normal calcium blood level does not eliminate the need to take a calcium supplement. A kidney function blood test, complete blood count, magnesium, testosterone level (men) and estrogen level (women), and thyroid tests (TSH, Free T4, Free T3) should also be considered if searching for a cause of thin bones.
Risk Factors for Osteoporosis:
- Women are affected more than men
- Women of European and Asian descent are at higher risk than those of African and Hispanic descent
- Women aged 65 or older
- Body mass index of <22
- Tobacco use or history of tobacco use
- Family history of osteoporosis
- Metabolic syndrome
- Diabetes
- Hypothyroidism, an underactive thyroid
- Soda pop intake
- Medications such as oral steroids, antidepressants (SSRIs like fluoxetine, sertraline, celexa), and blood thinners (warfarin)
How to Prevent Bone Loss
There are many diet and lifestyle changes a person can undertake to help maintain bone health. The more proactive one is ensuring proper nutrition and staying active, the healthier one's bones will be.
Calcium – Ensuring one's diet is high in calcium-rich fruits and vegetables is important for keeping bones strong.
Vitamin D – Assisting in bone strength is just one of the many health benefits of vitamin D. (Read more about Health Benefits of Vitamin D) Routine blood tests should be done to ensure adequate amounts are being consumed and/or produced. Spending quality time outdoors in nature is also a beneficial way to generate vitamin D.
Magnesium – An adequate intake of magnesium-rich foods, which include green vegetables, is crucial. Magnesium works together with calcium to make bones strong.
Weight-bearing exercise – Performing weight-bearing exercise for a minimum of 150 minutes per week is useful in keeping bones strong. Consider at least 30 minutes a day, five days per week.
Tai Chi – A type of martial art popular in Asia has been shown to help those 65 years and older reduce the risk of falling by 50 percent, according to a study in the Journal of the American Geriatrics Society.
Gut Health – Consuming cultured foods plays an important part in maintaining a healthy gut microbiome. These foods include miso soup, yogurt, kefir and sauerkraut. In addition, a diet rich in fruits and vegetables provides prebiotics, food for gut bacteria, which help good bacteria to thrive.
Conventional Treatment:
Pharmaceutical medicines approved by the FDA to prevent and treat osteoporosis include:
- Bisphosphonates (oral or IV,: alendronate, ibandronate, risedronate, pamidronate, zoledronic acid)
- Calcitonin nasal spray
- Parathyroid hormone (Teriparatide)
- Estrogen/Progesterone/Testosterone therapy – If using, consider using bio-identical hormone replacement, which may be a safer alternative.
- Estrogen agonists/antagonists (raloxifene)
Bisphosphonates is the main class of pharmaceutical medicines that can help reverse osteoporosis or osteopenia and rebuild bones. However, some studies suggest that bone quality may be compromised.
The FDA has also approved an intravenous bisphosphonate osteoporosis drug called zoledronic acid (Reclast/Zometa), which can be given every two years for a cost of $1,200. It is usually covered by health insurance if a person has too many side effects when a bisphosphonate is taken in a pill form. However, these drugs are also not without side effects. Some patients may develop an upset stomach or possibly jaw pain or jaw bone death (osteonecrosis). The intravenous formulation has been reported to cause flu-like symptoms and rarely, even kidney damage in some people. Epocrates Online, a physician drug-prescribing database, lists 23 side effects possible when one takes a bisphosphonate medicine.
Common Side Effects of Bisphosphonates:
- Abdominal pain
- Acid reflux
- Nausea
- Upset stomach (dyspepsia)
- Constipation
- Diarrhea
- Joint pain
- Gas (flatulence)
Serious Side Effects:
- Difficulty swallowing (Dysphagia)
- Inflammation of esophagus (Esophagitis)
- Esophageal ulcer
- Esophageal perforation
- Esophageal scarring
- Stomach ulcer
- Hypersensitivity reaction
- Whole body swelling (Angioedema)
- Skin reactions, severe
- Low blood calcium (Hypocalcemia)
- Eye swelling (Uveitis, Scleritis)
- Osteonecrosis, jaw (jaw bone death)
- Musculoskeletal pain, severe
Due to these side effects, many choose a more natural approach, at least initially. While I do frequently prescribe prescription these medications for osteoporosis and osteopenia, many of my patients frequently consider at least trying alternative therapies first. In most cases, this is very appropriate.
Alternative Therapies:
- Bone broth – Bone broth soup and bone broth powder are great additions to one's supplement regimen. Bone broth is a good source of amino acids, type 2 collagen, glucosamine, chondroitin and hyaluronic acid, all important for bone health
- Collagen – A 2017 study showed that consuming extra protein may help prevent hip fractures and keep bones strong. Collagen powder is an excellent source of bone-building protein.
- Probiotics – A healthy gut microbiome helps optimize absorption of vitamins and minerals, which ultimately helps improve bone health. Animal studies have shown improvement in bone density while human studies have shown bones are less likely to "thin out" in the presence of probiotics that contain both lactobacillus and bifidobacteria strains.
- Vitamin C – Important for collagen formation in the bone. Recommended dose is 500 to 1,000 mg per day
- Vitamin D – Should be taken daily. Vitamin D helps ensure calcium and magnesium are adequately absorbed. Recommended vitamin D dose ranges from 1,000 IU to 5,000 IU daily
- Calcium – A calcium supplement should be considered, 500 mg to 1,200 mg daily is advised
- Magnesium – Magnesium chelate (magnesium aspartate, magnesium citrate, magnesium malate) should be taken daily, 125mg to 500 mg. If you develop loose stools, reduce your dose
- Vitamin K2- This vitamin should be taken regularly, at least 45 mcg daily. If you are on Warfarin (Coumadin), your dose may need to be adjusted. Consult with your physician.
- Strontium – A trace mineral which helps increase bone density in men and women according to studies. Up to 2,000 mg daily should be considered
- Boron – A trace mineral. Take 3-9 mg daily. This amount is usually present in a quality multivitamin
- Silica – 5 to 10 mg daily, helpful in overall bone health
- Zinc – 10 mg daily is advised
There are many bone health supplements available which contain many of the above vitamins and minerals
- Consume a diet rich in green vegetables, which are high in calcium, magnesium and vitamin K. These include broccoli, cabbage, spinach, bok choy, kale, etc.
- Consume a diet high in vitamin-A-containing foods, such as carrots, sweet potatoes, kale and many more
- Consume a diet high in cultured foods, such as yogurt, kefir, and miso soup
You Can Improve Your Bone Health
Optimal bone health is an important aspect of one's overall health. A well-rounded healthy diet, in addition to regular weight-bearing exercise, plays an important role in both the prevention and treatment of osteopenia and osteoporosis. Frequently, that is not enough, and nutritional supplements that help ensure adequate protein, vitamins, and minerals are needed for optimal bone strength. If that is not enough, prescription medications should be considered.
- Accessed October 8, 2017- https://en.wikipedia.org/wiki/Bone
- Osteoporosis Int. 2006 Dec;17(12):1726-33. Epub 2006 Sep 16.
- Schnell S, Friedman SM, Mendelson DA, Bingham KW, Kates SL. The 1-Year Mortality of Patients Treated in a Hip Fracture Program for Elders. Geriatric Orthopaedic Surgery & Rehabilitation. 2010;1(1):6-14. doi:10.1177/2151458510378105.
- J Am Geriatr Soc. 2017 Sep;65(9):2037-2043. doi: 10.1111/jgs.15008. Epub 2017 Jul 24.
- March 15, 2010 Family Practice News. In article entitles Risks of Long Term Bisphosphonate Use Unclear by Mary Ellen Schneider
- Dietary Protein Intake above the Current RDA and Bone Health: A Systematic Review and Meta-Analysis Taylor C. Wallace & Cara L. Frankenfeld Journal of the American College of Nutrition Vol. 36 , Iss. 6,2017
- S Jafarnejad et al. J Am Coll Nutr 36 (7), 497-506. 2017 Jun 19. Effects of a Multispecies Probiotic Supplement on Bone Health in Osteopenic Postmenopausal Women: A Randomized, Double-Blind, Controlled Trial
- J Clin Endocrinol Metab. 2013 Feb;98(2):592-601. doi: 10.1210/jc.2012-3048. Epub 2013 Jan 22.
- Bone. 2009 Sep;45(3):460-5. doi: 10.1016/j.bone.2009.05.014. Epub 2009 May 21.
- JUGDAOHSINGH R. SILICON AND BONE HEALTH. The journal of nutrition, health & aging. 2007;11(2):99-110.


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Water SA
On-line version ISSN 1816-7950
Print version ISSN 0378-4738
Water SA vol.34 n.6 Pretoria Jan. 2008
Integrated water resource management in complex systems: how the catchment management strategies seek to achieve sustainability and equity in water resources in South Africa#
Sharon Pollard*; Derick du Toit
Association for Water & Rural Development (AWARD), Private Bag X 420, Acornhoek 1360, South Africa
It is increasingly evident amongst practitioners and academics alike that the management approaches of the past have failed to deal adequately with the challenges posed by complex and rapidly changing systems. Indeed the call for integrated approaches such as those embodied in integrated water resource management (IWRM) reflects such concerns. This is because these systems are characterised by complexity in which an understanding of linkages, multiple drivers and unpredictable outcomes is critical. It is also widely recognised that the management of such systems requires an iterative, 'learning-by-doing' approach that is reflexive in nature and builds learning into the next management cycle. We suggest that any attempt to define and implement viable and effective governance of water resources, as well as rehabilitation measures, requires understanding that catchments are complex systems showing the aforementioned characteristics. As a corollary, an adaptive management approach appears best suited to such conditions.
In this paper we argue that South Africa's highly-acclaimed National Water Act and associated policy documents such as the National Water Resource Strategy is an example of a policy document that reflects this thinking, as is evident in the guidelines for the development of catchment management strategies which are introduced and described. These offer a framework for the development of a holistic, systems understanding which is strategic and adaptive. In particular, under such a framework, we select the two cornerstones of the Act sustainability and equity to explore this theme. We show that under such a framework ensuring that both these principles are achieved is not through one simplistic management action but through an integrated, systems approach. The development of strategies is driven by principles which help one to navigate issues that emerge in complex systems in a flexible way. Visioning and scenarios offer important management tools for establishing a hierarchy of actions that can achieve the overarching principles and that can accommodating change. In complex systems, the users must be part of deriving management solutions since this is where and how they learn. Self-organisation, identity and embeddedness are all essential characteristics of building resilience in a catchment system.
Keywords: complex systems, integrated water resource management, catchment management strategies, sustainability, equity
South Africa's highly-acclaimed National Water Act (Act 36 of 1998) provides the foundation for a new and fundamentally different way of managing the nation's water resources. Together with the White Paper for National Water Policy (which sets out 28 principles; DWAF 1997), it challenges the policies and values of the past by framing water resource management within the context of two fundamental principles: equity and sustainability (RSA 1998). These principles are strongly transformatory in nature, seeking to move towards integration, redistribution and equity in allocation, sustainable use, resource protection and participation (see preamble). Moreover, the importance of international needs is also recognised. Equally ground-breaking in nature, the Water Services Act (Act 108 of 1997) which provides for the rights to basic water supply and sanitation, recognises that although the provision of water and sanitation services is an activity distinct from the overall management of water resources, it 'must be undertaken in a manner consistent with the broader goals of water resource management'. These are provided for by the National Water Act.
Central to the re-orientation embodied in the National Water Act (henceforth referred to as the Act) is the concept of integrated water resource management (IWRM). In this regard, the Act explicitly recognises 'the need for the integrated management of all aspects of water resources'. The Department of Water Affairs & Forestry (DWAF 2003a) defines IWRM as 'a philosophy, a process and a management strategy to achieve sustainable use of resources by all stakeholders at catchment, regional, national and international levels, while maintaining the characteristics and integrity of water resources at the catchment scale within agreed limits' (see also GWP 2002, Jones et al. 2006). In its entirety IWRM therefore aims to strike a balance between the use of resources for livelihoods and its protection for future generations, whilst promoting social equity, environmental sustainability and economic efficiency (DWAF, 2004 a). It also draws on a rights discourse (see Box 1). Another fundamental change that accompanied the policy overhaul was the management of water resources on a catchment basis. Indeed the Act notes that the National Water resource Strategy (NWRS) must provide the framework within which water will be managed at regional or catchment level, in defined water management areas. It also directs the Strategy to 'promote the management of catchments within a water management area in a holistic and integrated manner'.
At about the same time that the Act was being developed, there was an increasing recognition amongst practitioners and academics alike that the natural resource management approaches of the past were failing to deal adequately with the challenges posed by complex and rapidly changing systems (see for example Gunderson et al., 1995; Holling, 2000; Kinzig et al., 2000; Holling, 2001; Folke et al., 2002; Holling et al., 2002). Indeed the call for integrated approaches such as those embodied in IWRM reflects such concerns (see for example Munro, 1995; McKay, 1996; Görgens et al., 1998; Global Water Partnership 2002; Penning de Vries et al., 2002; King and Brown, 2006).
In this paper we seek to illustrate how the Act, together with the National Water Resource Strategy and the more detailed catchment management strategies provide an enabling policy mileu for managing catchments as complex, linked systems. This is evident in the newly-published guidelines for the development of catchment management strategies which are introduced and described in this paper (DWAF, 2007 a). These offer a framework for the development of a holistic, systems understanding which is both strategic and adaptive. In particular we select the two cornerstones of the Act sustainability and equity to explore this theme. We hope to demonstrate that, under such a framework, ensuring that both these principles are achieved requires an integrated, systems approach. We start with a brief overview of the emerging discourse on complexity and the implications that this has for management of water resources on a catchment basis. We then go on to introduce the catchment management strategies and to demonstrate how integration, reflection and learning are essential elements for achieving these principles.
Catchments as complex, linked systems
We suggest that both the water resource statutes and policies provide an enabling environment for strategic, integrated water resource management in complex systems. This intent is to be captured by the catchment management strategies or CMSs to be developed by each of the water management areas in South Africa. In support of this, the Department of Water Affairs & Forestry (DWAF) has recently published guidelines for the development of these catchment management strategies (DWAF, 2007 a). Nonetheless, prior to describing these, it is opportune to examine the concept of complexity and why it is important for IWRM. The following overview cannot purport to provide an extensive review for those interested in complexity and systems theory and readers are referred to the cited literature. Much of this thinking emanates from a programme designed to examine complexity and resilience within the context of water resources in the Sand River Catchment.
Catchments comprise linked social and ecological systems. It is widely recognised that each of these systems is complex in their own right, and it can be appreciated that additional complexity is added once their interactions are considered. Within the context of water resource management in South Africa, the concept of complexity is not a new one. Indeed, South Africa's policies and statutes make specific reference to complexity and, as a corollary, to the need for integration. The White Paper (DWAF, 1997) recognises the complexity of various socio-economic and ecological interactions in its calls for integrated approaches to water management. Moreover although DWAF has no direct jurisdiction over land use management, Principle 18 notes that 'since many land uses have a significant impact upon the water cycle, the regulation of land use shall, where appropriate, be used as an instrument to manage water resources within the broader integrated framework of land use management.' The NWRS dedicates a significant portion of the first chapter to the need for IWRM in complex systems. Indeed it explicitly states that 'freshwater is a complex ecological system that has a number of dimensions'. These include the inter-linkages between various components and the need to manage these links and relationships, such as those between surface water and groundwater; quantity and quality; runoff from the land, infiltration and evaporation; demand, supply and discharge, and land-use/water linkages. The linkages between sustainability and the ability to ensure basic water supply is clearly recognised in the Water Services Act (S11). These linkages operate across different scales both in space and time. Taking an even broader view, water has not only an ecological face but also socio-economic, political and institutional facets that need to be managed. In South Africa particular emphasis must be placed a full understanding of its importance for social and economic development.
Colloquially, 'complexity' has a loose meaning, differing somewhat from the more conceptual meaning explained below. Complexity theory arose as a critique of linear causality and reductionist science (see Von Bertalanffy, 1972; Cilliers, 1998; Levin, 1999). Many managers and scholars alike have noted that outcomes (such as reduced flows or inadequate water supply) cannot be attributed to a single factor alone but rather represent a complex interaction of socio-economic, ecological and political factors. At the heart of this critique was the concern that such linear thinking had - and continues to - influence management and governance. In challenging this, scholars point out that sustainability remains an elusive vision and that linear, conventional thinking has not only failed to chart a sustainable path but has, in many cases, actually contributed to the problem (Holling and Meffe, 1996; Walker and Salt, 2006).
It has been pointed out that natural and social systems are complex in their own right and that additional complexity is added by their interactions. A number of authors note that this poses particular challenges for disciplinary approaches (the so-called 'silo' approach) which may appear to work at first but are soon undermined by other factors that have received inadequate attention (see Berkes et al., 2003). Indeed, some assert that they cannot be understood, let alone managed, through conventional disciplinary approaches (Jasanoff et al., 1997; cited in Berkes et al., 2003). This is because the phenomena that we experience, or see, are reflections of multiple, diverse and distributed (scalar) causes. These attributes essentially describe complex systems, hence leading us to the assertion that complex systems thinking must underscore water resource management. Although a detailed review is beyond the scope of this paper, it can be noted that a complex system can be distinguished from a simple one, albeit complicated, by a number of attributes including non-linearity, uncertainty, emergence, scale, self-organisation and feedback loops (Table 1). Acknowledging these means accepting both their implications and lessons for future action (Berkes et al., 2003).
But what does this mean in practice? The essence of these systems is their inherent variation in space and time. This is what determines the system function and importantly, is what can add variation and novelty (i.e. they adapt). Gradually we are getting better at understanding and managing such attributes. Importantly, we strive to see the system holistically, with all systems as sub-systems of bigger systems, and invariably interacting with other sub-systems and the bigger and smaller systems to which they relate. Berkes et al. (2003) assert that there are three fundamental implications for resource management of accepting complexity:
Models and perspectives based on linear thinking are inadequate (including optimisation models)
Qualitative analysis is an important complement to quantitative approaches
A multiplicity of perspectives is needed to analyse and manage complex systems.
There are a number of ways of dealing with uncertainty and complexity (Biggs, 2008):
Strive to get as many people as possible thinking holistically about the system (biophysical, socioeconomic and institutional) and events
Scenario-based planning (aided by mathematical and computer simulation and statistical analyses if necessary) can help one plan and account for random events
Be prudent when making decisions ensuring that there are buffers to absorb surprises
Employ adaptive management which seeks to 'learn-by-doing' so that the direction can be adapted as new information becomes available
- Recognise that in complex systems there are a number of ways to arrive at the same endpoint.
Catchment management strategies a framework for IWRM
In South Africa, the intentions of the National Water Policy for South Africa (1997) and the Act are captured in the slogan 'some, for all, for ever, together.'This summarises the intention of redress underscored by two principles that are the foundations of the Act: equity and sustainability. Both the National Water Policy and Water resource Strategy also recognise the important of efficiency in use (detailed in Box 2). These principles are to be given practical meaning through the strategic planning process that comprise the catchment management strategies, and that we now outline.
In South Africa, catchment management strategies, which are a legislative requirement, offer the opportunity to plan for complexity and to manage this through a strategic, adaptive process that embraces learning informed by practice (DWAF, 2004 a). We will focus on how this is approached so as to achieve both sustainability and equity, but first the framework that guides the development of catchment management strategies is presented.
For this country, a vital component of IWRM is the progressive devolution of responsibility and authority over water resources to catchment management agencies, or CMAs, which will have jurisdiction over water management areas (DWAF, 1998). In terms of the NWRS, 19 water management areas have been delineated in South Africa (Fig. 1), although these may be amalgamated. The CMAs are in various stages of establishment. The Act requires that a CMS must be developed for each of the Water Management Areas and states: 'A catchment management strategy is the framework for water resource management in a water management area. The NWRS provides the framework within which all catchment management strategies will be prepared and implemented in a manner that is consistent throughout the country'. One of the first functions of water resource management to the CMA will be the development of a CMS, described in Box 3. Indeed, the NWA states (Section 8): 'A catchment management agency contemplated in Chapter 7 must, by notice in the Gazette, establish a catchment management strategy for the protection, use, development, conservation, management and control of water resources within its water management area.' The following section provides an overview of the framework that sits at the core of these guidelines (DWAF, 2007 a), which also cover issues of policy requirements, roles and responsibilities, sequence and procedure and public participation (see Du Toit and Pollard, 2008).
Strategic planning is needed to honour our commitment to change. With the potential to create shifts, strategies have immense power in that they shape how things can - and will - be done. In South Africa this means explicitly addressing the transformation ideals of achieving equity and sustainability. Strategies should set the scene and ask the questions: what does this mean? And,what can be done about it? For example, a particular strategic approach is required to bring about equitable water allocation to ensure that the available water is used to reduce the current gap in equity. The guidelines define a catchment management strategy as a set of medium- to long-term action programmes to support the achievement of sustainability, equity and efficiency through integrated water resource management. They should complement policy and be given effect through detailed plans.
The CMS comprises a suite of sub-strategies which provide the basis for business and operational plans. Importantly however, whilst strategies will differ between WMAs so as to reflect their different priorities, there are certain core strategies, or clusters of strategies, that must be included. Secondly, strategy development is a strongly iterative process and they will evolve as CMAs assume more responsibilities and as they learn. Thus not all issues can be developed as part of the first strategy. Thirdly, different components of the CMS will be developed at different scales of space and time; for example, different approaches may be required for different sub-catchments. In order to avoid confusion that this can create these scales, which must be meaningfully and appropriately selected, must be made explicit.
In view of the legislative requirements, an overall framework for a CMS was developed (Fig. 2). Integrated water resource management in South Africa is conceptualised as four clusters - Parts A to D - of information and strategies, which collectively comprise the strategy. A number of these deal specifically with the 'business' of IWRM whilst others facilitate the operation of the CMA and the strategies. This does not imply that no further strategies are needed; they represent what have been called the core sub-strategies. Notably, the clusters are not necessarily sequential, although certain priorities exist in respect of some clusters being conducted earlier that others (e.g. Part A; see also Chapter 4 of the Guideline).
Part A: Important foundational information
Part A does not involve strategy development per sé but provides the foundation for strategic action. The tenet is that no adequate planning can be undertaken without an understanding of the current and projected situation in the WMA. In essence, Part A comprises a holistic assessment of both the status quo and of the potential future scenarios against:
Water availability
Requirements (reconciliation)
The vision for the WMA.
Indeed, the vision is the cornerstone of the strategy since this provides the overarching strategic intent. Based on an understanding of the current situation and potential future directions, a stakeholder vision is defined. The vision must address the interrelated objectives of sustainability and equity because the subsequent strategies, particularly those described in Part B, give effect to this intention (DWAF, 2004 a, Ch. 3).
Part B: Water resource management sub-strategies
Once a vision has been set for a WMA, two key, complementary strategic areas, known as Resource Directed Measures (RDM) and Source Directed Controls (SDC), have been identified by the NWRS to achieve the vision. Collectively, these are the key, overarching strategies for IWRM in South Africa (DWAF 2003 b, 2004 b-e, DWAF and DFID 2004, DWAF 2005 a-c, 2006 a,b). The RDM are directed at protecting the water resources base by setting objectives for the desired condition of resources, and collectively this comprises Classification, the Reserve and Resource Quality Objectives. These measures focus on the quality of the water resource itself. Resource quality means the overall condition of the water resource (including quantity and quality) of in-stream and riparian habitats and aquatic biota. The SDC are measures to control water use to limit impacts to acceptable levels, as defined through RDM, These measures contribute to defining the limits and constraints that must be imposed on the use of water resources to achieve the desired level of protection. 'Water use' refers to all 11 uses defined in the Act. The SDC cannot be undertaken without RDM and vice versa. These strategies apply to both surface water and ground water resources, and to issues of quantity and quality.
Part C: Facilitating sub-strategies
The facilitating strategies are not directly linked to IWRM. Rather they are the 'oil' that keeps the 'engine' of IWRM going. In other words, without strategic plans for stakeholder engagement and communication (DWAF, undated; DWAF and RSA, 2003, and see Du Toit and Pollard, 2008)), information management and monitoring, and finances (DWAF, 2006 c; b), the intentions of IWRM cannot be achieved.
Part D: Integration strategy the need for co-operative governance
As is well recognised by now, IWRM requires collaboration (see for example GWP 2002; Motteux, 2003; Burt, 2005). The inter-linkages described above signify that multiple institutions are involved with various aspects of water-related activities, either directly or indirectly (see for example DWAF, 2003 a; c; d). Other strategic planning processes either have to be aligned (e.g. relevant municipal planning processes such as the integrated development plans and water services development plans; the sectoral plans such as water conservation & demand management plans) or at least considered. The latter may include the public sector planning such as the provincial growth and development strategies, which may cut across water management areas, as well as ASGI-SA and private sector plans (e.g. mining and development). Moreover, given our international agreements, such as those governing the Limpopo, Inkomati and Orange River systems for example, the imperative for collaboration extends beyond our national borders. Therefore the CMA must set out strategic plans for ensuring integration and this strategy is effectively the 'glue' that holds IWRM together.
At the time of writing the development of certain key policy instruments was still underway. These include, amongst others, the classification system (DWAF, 2006 b), the Water Allocation Reform Process (DWAF, 2004 e; 2005 c) and the National Water Resource Information Management Service (DWAF et al., 2004).
Achieving equity and sustainability in a complex environment
As mentioned, the cornerstones of the Act that set the strategic direction for IWRM in South Africa are equity and sustainability. A 3rd principle that is often quoted that of efficiency is raised in both the White Paper and the NWRS. This is an important precept and objective for water resource management in that it is one of the instruments for achieving equity and sustainability. This is explicitly recognised in the call for each sector to develop water conservation and water demand plans (see DWAF, 2004 a; c; d). Nonetheless, as a concept it requires careful thought and definition since interpretations can vary between water-use efficiency and economic efficiency (the latter is mentioned in the WSA and both are referred to in the NWRS). With CMAs and other water service institutions being required to recover costs, the objective of economic efficiency may undermine the intentions of sustainability and equity. In keeping with the intentions of the NWA, the following discussion focuses on the first of these two principles.
The strategic path to achieving equity and sustainability lies not in one sub-strategy alone but in the expression of these as cross-cutting themes throughout a catchment management strategy. This is consistent with managing in complex systems as described above where outcomes reflect the consequences of multiple factors and moreover, because they are not entirely predictable, we need to adapt as we learn. The catchment management strategies if collaboratively, judiciously and thoughtfully developed, are examples of planning and managing in complex environments. Both of these principles rely on the whole the collective effort of all the aforementioned sub-strategies - rather than simply on a single strategy. For example, it is easy but naïve to assume that equity will be achieved through compulsory licensing or water allocation reform alone. Similarly, sustainability cannot be achieved simply through the development of a Reserve determination or the determination of a class, but must be addressed through the synergies of various sub-strategies. An example of this is given in Fig. 3. Central to the development of a CMS is the vision, which is required to address both principles through the creation of a desired long-term view for the water resources that captures the idea of sustainable development and equity (DWAF, 2004 a).
Thus whilst sustainability is colloquially - and sometimes somewhat crudely - interpreted as 'water resource protection', and technically may be centrally 'held' within the RDM sub-strategy, it is a principle that underscores our approach to IWRM. Hence the assessment of the current and future situation must take into consideration the 'status' of sustainability of the catchment in question, by asking - 'is this a sustainable situation?' - and then to plan accordingly. The assessment clearly calls for a holistic approach, using sustainability criteria (amongst others; see for example those developed by Pollard et al., 1998; also in DWAF, 2007 a). These criteria should be fed into the monitoring strategy as resource quality objectives. For example, if the Reserve is regarded as a benchmark for sustainability, then this can serve as a criterion for assessing the current condition of the river as well as for future monitoring.
Once the desired future state of water resource protection has been described (in the vision) and set (for example through classification and a Reserve), it is essential to remember that there are a range of other strategies and plans required to give effect to this (see Fig. 3). Importantly, water use must be regulated to achieve this vision of protection so that sustainability can be ensured. This is given depth and meaning through the sub-strategy on source directed controls including for instance, the water allocation plan and the conditions of a water use licence.
Equally, various sub-strategies and tools exist to collectively address the commitment to redress and equity. Again, whilst these are centrally 'held' by the SDC sub-strategies for water-use authorisation and licensing, this principle runs through the entire strategy. These tools, some of which are still being developed, include Schedule 1, 'General Authorisations and Compulsory Licensing', which are included in the Act, as well as the Water Allocation Reform Programme. Other mechanisms include financial incentives/subsidies for emerging farmers and support for augmentation options (e.g. rainwater collection).
The basis for equity is provided by the situation assessment and visioning. The former requires an assessment based on criteria pertaining to equity; the latter requires a vision that talks to equity, redress and transformation (DWAF, 2004 a). Additionally, the ideal of securing water for basic human needs is provided for by the Basic Human Needs Reserve that is part of resource directed measures. While the principle of equity aims to adjust the imbalances and inequities of decades of skewed water access it is unlikely to adequately emphasise the need to provide water for the most vulnerable groups in society. The CMA has a central role to play, essentially through the CMS, to ensure that special attention is given to water for vulnerable and poor members of society (see Schreiner & Van Koppen, 2002).
Multiple stakeholder platforms and plans for engaging the public are also important means for addressing both equity and sustainability through democratic decision-making processes. Equally, monitoring, finances and co-operation are all essential components for achievement of these goals. It is also imperative to stress that these strategies are not developed in a vacuum. Failure to recognise this has led to some surprises and unintended consequences (see for example Pollard et al., 1998). In a strategic planning environment there are planning processes that both contribute to the success of the CMS, and/or are potentially affected by the CMS. These will have to be aligned or at least considered (see Part D, above). These are not linear, but are linked and they have serious economic, political and social mandates which will have to be accounted for in some way.
We suggest that the NWA and related policy documents provide an enabling environment for planning and managing water resources in complex environments. The catchment management strategies if collaboratively, judiciously and thoughtfully developed - are demonstrations of how key strategic plans can be designed to achieve equity and sustainability within such an environment. Essentially the above discussion demonstrates that the strategies are designed to manage in complex environments by acknowledging that multiple drivers, multiple outcomes and feedback loops are all realities (see Table 1). Moreover, because outcomes are unpredictable and lags are to be expected, the process is iterative based on learning and reflection. In this regard each strategy must be reviewed every five years so as to build on new information, experience and learning.
The development of catchment management strategies is driven by principles (not content alone) and we suggest that these, namely equity and sustainability, help one to 'keep an eye on the ball' and to navigate difficult issues that emerge in complex systems in a flexible way. The importance of visioning and the development of options through scenarios offer important management tools that are well-recognised in complexity theory for accommodating change, as well as establishing a hierarchy of actions that can address the overarching principles. In complex systems, the users must be part of deriving management solutions since this is where and how they learn. If they are excluded, the 'system' does not learn and hence adapt to change and surprise. This is important given that different configurations of management and use can still achieve the overall vision of equity and sustainability (i.e. in complex systems different paths can lead to the same end point). Self-organisation and identity of stakeholders are all essential considerations for building a collective understanding and hence resilience in a system. Thus for example, in developing water conservation strategies, the agricultural sector not only develops a sense of ownership and identity but also contributes to achieving the vision through their own internal regulation. Finally the recognition of embeddedness (that actions do not exist within a vacuum) and the need to collaborate with other plans and processes articulated through the need for co-operative governance and participation are important aspects of building resilience within catchment systems.
We gratefully acknowledge the efforts of both Mr. Johnny Beumer and Bill Rowlston (both formerly of the Department of Water Affairs & Forestry, now with Ninham-Shands and Coastal & Environmental Services, respectively). Without their continuous support and commitment to overseeing the writing of the Guidelines for Catchment Management Strategies this work would not have been possible. Dr Harry Biggs (SanParks) has made invaluable contributions to discussions on management in complex systems. Our co-authors of the Guidelines, Mr Y Reddy and Mr T Tlou are also acknowledged. We thank two anonymous reviewers for their comments.
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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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In a near 15-minute news conference Monday, Ravens coach John Harbaugh wasn't asked one question that included the word rematch. The topics of revenge and redemption never came up either.
Six days before his team plays host to the New England Patriots to renew a rivalry that peaked with the Patriots' 23-20 AFC championship victory in January. However, Harbaugh — and Patriots coach Bill Belichick for that matter — have more pressing concerns.
On Sunday, the Patriots were beaten, 20-18, by the Arizona Cardinals in their home opener and lost productive tight end Aaron Hernandez to an ankle injury. Meanwhile, the Ravens squandered a 10-point, second-half lead and fell 24-23 to the Philadelphia Eagles, a defeat that prompted the usual post-loss questions about play-calling, the consistency of quarterback Joe Flacco and the age of the defense.
"I think any time you lose … it creates an opportunity," Harbaugh said. "When you win, you look at everything really hard and you try and build on it. But when you lose, that sting, it really forces you to dig deep, I think all of us. It's just human nature. To that extent, if we can make the most of the fact that we didn't win the game even though we had opportunities … and find ways to get better and grow as a football team, in the long run, that's how you get to where you are going. That's how you build what you're trying to build. We're going to try and make that into a positive that way, come back swinging next week. … We're moving on to New England. "
If the losses didn't knock a little luster from Sunday's highly-anticipated, prime-time game, they certainly quieted the hype, at least for a couple of days. The departure of wide receiver Lee Evans and kicker Billy Cundiff, who garnered much of the blame from the AFC title game loss, may contribute to that as well.
Harbaugh's teams have won 13 consecutive games in weeks following losses, but his group's resiliency didn't come up in Monday's news conference either. The Ravens' struggles in third down and short-yardage situations, and offensive coordinator Cam Cameron and Flacco's role in the play calling most certainly did.
"That's the kind of offense we've played," Harbaugh said when asked about the pass-heavy calls , specifically on third and fourth down. "There are options out there. I'm not going to say which way it goes as far as how we do it. [Cameron and Flacco] are a collaboration in terms of run/pass, pass/run, that sort of thing, and we want to keep building in that direction."
While much of the postgame fallout to the Eagles' focused on Flacco and middle linebacker Ray Lewis' complaints about the performance of the replacement officials, the majority of the Ravens pointed to missed opportunities. For the defense, that meant allowing quarterback Michael Vick to drive his team 80 yards in just 2:48 for the winning score and missing several tackles and assignments that was partly to blame in Philadelphia going 7-of-15 on third down and accumulating 486 yards of offense.
The Ravens didn't mount a consistent pass rush on Vick and communication breakdowns led to Jeremy Maclin's 23-yard touchdown catch and tight end Brent Celek catching eight passes for 157 yards. Harbaugh said that defending tight ends "has to be addressed," especially with a matchup against New England's Rob Gronkowski looming.
For the Ravens' offense, that meant lamenting 4 of 16 on third and fourth down, and completing just 8 of 25 passes after halftime while also throwing an interception.
"When you get in third and short, it doesn't matter, run or pass, you got to get the next down," said running back Ray Rice who rushed for 99 yards on 16 carries and caught six passes for 53 yards. "Third down is the money down. We did great on first and second down, but when you get in third and short you have to get the first down."
In two games, the Ravens are just 7 of 23 (30.4 percent) on third downs. But the circumstances surrounding their third and fourth down failures Sunday made it an even bigger issue. The Ravens had third or fourth down and 2 yards or less to go six times, including on their final two offensive plays. They tried to pass each time and went 0-for-6 .
Careful not to criticize the play calling, Rice did acknowledge that he would have liked to see his Pro Bowl fullback, Vonta Leach, in the game more in those situations.
Baltimore Ravens Insider
"We ran the plays that were called," Leach said. "I think we left a lot of plays on the field."
Harbaugh attributed to the short-yardage play calling to the Eagles focusing on taking away Rice.
"They were stacking the box against us and when they do that, we had some options in there to throw or to run. A lot of it was called passes, all things that we have a lot of confidence in. I feel good about that and I think we're going to make most of those but we didn't. I'm disappointed by the fact that we didn't convert those," Harbaugh said. "You go back and look at all that and you certainly do second guess yourself."
Harbaugh undoubtedly wasn't the only one doing that Monday as the Ravens reviewed game film and conducted meetings. Flacco was off throughout the second half and the wide receivers struggled to gain separation and none of them had more than two catches. Asked about facing press coverage, Harbaugh acknowledged that the Ravens "have to find a way to beat some of that stuff."
"We've got no choice but to move on," said Ravens wide receiver Anquan Boldin. "We've got a good team coming in."