The two load rack bars on this trailer are 50 inches apart and 43 inches wide. Can the hobie outback cradles be attached to the square rack bars and properly support the hull of my 10 ft outback? I was told by one dealer the cradles will only fit the hull well if they are 67 inches apart not 50 inches.
I would like to lay my Eclipse in its protective bag deck side down on top of my upright outback supported by its cradles on my trailer. Both would be strapped to the rack bars. Would this work and cause no damage to either craft?
67" is the dimension that fits the cradles best. You could add a sheet of plywood and extend the 50" support to the 67" for best results? Mount the cradles on the plywood. Might be best with the Eclipse bottom down. You could add a couple of wood (carpeted?) or foam blocks/spacers laid on the Outback rails as a then flat 2 supports for the Eclipse so you don't have any odd contact points on the Eclipse.


text:
Jury Trial Of Glenn Head Moved To Randolph County
By Editor | February 25, 2014
According to a representative of Circuit 1 Judge Gary L. Dial the Jury Trial of Glenn Head has been moved to Randolph County. A number of locations were considered for the second change of venue for this case before it was decided to move the case from Clark County to Randolph County. Randolph County was chosen because the Jury Trial dates could be maintained, April 7 through 11, 2014, and also because it is away from our area.
Head, 60, of rural Novelty, a former St. Louis Metro Police officer, is accused of murdering his 67-year-old neighbor, William "Bill" Bacon during a property dispute on December 11, 2012
See Also Change of Venue Coverage

redpajama_set_name: RedPajamaCommonCrawl


This sale offers an excellent opportunity for the discerning purchaser to acquire this stone built three bedroomed property with the benefit of a one bedroomed annexe ideal for dependant relative, investment or holiday cottage.
The property is sold with the benefit of gas fired central heating, part double glazing and internally briefly comprising of an entrance lobby, cloakroom, utility room, dining kitchen, sitting room with feature fireplace and wood burning stove plus a dining area. To the first floor are three bedrooms and a well appointed shower room.
Furthermore the property benefits from a one bedroomed annexe which comprises of a sitting area, kitchen, shower room, store room area and bedroom with access to a loft.
There is a driveway / carport accessed off White Tor Road and a second driveway which can be accessed from Starkholmes Road. There is an attractive secluded lawned garden with patio area and views.
Matlock town centre offers a good range of amenities including shops, schools and leisure facilities. The nearby A6 provides swift onward travel to the north and south. The nearby market town of Bakewell is approx. 7 miles to the north. Derby is approx. 15 miles to the south, Chesterfield is approx. 10 miles to the north-east and Sheffield is approx. 20 miles to the north all of these offer a more comprehensive range of amenities and are within commuting distance. Junction 28 of the M1 Motorway is approx. 12 miles providing swift onward travel to the north and south, other nearby regional centres and the main motorway network.
Having an appliance space for an automatic washing machine and a second with vent for a tumble dryer. Wall mounted cupboard and shelving. Power and lighting. Door to side providing access to the garden.
Note the measurements include the staircase off to first floor accessed by a latch and brace wooden door. Having a painted stone fireplace. Central heating radiator. Sealed unit double glazed leaded hardwood window to front.
Having central heating radiator. Built-in linen cupboard which houses the wall mounted gas fired combination boiler which provides domestic hot water and services the central heating system. Four doors provide access to the bedrooms and bathroom respectively.
The bedroom enjoys an extensive range of fitted wardrobes with bedside cabinets and cupboards over. Note the latter measurement being taken into the full depth of the recess with fitted wardrobe. Central heating radiator. Sealed unit double glazed leaded window in hardwood frame to front with views over surrounding countryside towards Blackrocks.
Having central heating radiator. Sealed unit double glazed leaded hardwood window to front.
Having built-in storage cupboards. Central heating radiator. High ceiling with sealed unit double glazed windows in hardwood frames. Additional sealed unit double glazed leaded window in hardwood frame to front, enjoying views across surrounding countryside.
Being fully tiled and having a contemporary white suite comprising vanity wash hand basin with chromed mixer tap, low level WC and walk-in shower cubicle with chromed shower. Ceramic tiled floor covering. Chromed ladder style heated towel rail. Recessed spot lights. Sealed unit double glazed hardwood roof light window. Sealed unit double glazed opaque window to side.
Having lighting. Two wooden gates which provide access to the main dwelling house and annex respectively.
Immediately to the rear of the property is a large paved patio area which gives way to a lawned garden with an extensive range of flowering and herbaceous borders, timber garden shed. The garden leads to a second driveway area, which has been used to create additional parking if required, this driveway is accessed off Starkholmes Road.
Having power and lighting. Windows to side and rear which overlook the garden.
Having a range of sealed unit double glazed windows in hardwood frames to side and rear which overlook the garden and have roof top views towards surrounding countryside.
Having electric storage heater. Appliance space with plumbing for a washing machine. Two doors providing access to a shower room and bedroom respectively.
Having a white suite comprising pedestal wash hand basin, low level WC and corner shower cubicle with chromed shower over. Electric extractor fan. Electric wall heater.
Having electric storage heater. Useful attic storage area with roof light window. Opaque windows to front. Sealed unit double glazed hardwood windows to rear which overlook the garden.
The approach from our Matlock office is to proceed north long the A6 passing the Sainsburys Superstore and upon reaching the roundabout junction turn right for Matlock. Proceed through Matlock crossing over the Crown Square roundabout, passing Hall Leys Park and Matlock Town FC thereafter turning right into Church Street. Proceed along Church Street which becomes Starkholmes Road and having past the White Lion Public House turn left into White Tor Road the property can be immediately located on the left hand side as clearly denoted by our for sale board.


text:
BusinessIndiaNews
Alibaba Group launches 'million books' donation drive
GujaratConnect Gujarat Desk - January 17, 2021
Now eve teasing and other women related crimes are always in the radar of the Vadodara police...
Pays Tribute to MGR on his Jayanti Prime Minister, Narendra Modi flagged off...
In a ill fated incident two members of the Chauhan family from Vadodara died in a...
"Quality education is everyone's right and plays a fundamental role in building character and intelligence at an early age, ultimately shaping a nation,"
That's why Chinese mobile internet giant Alibaba Group on Friday announced the launch of a book donation drive in India, inviting people to donate textbooks and educational material to empower those who are underprivileged.
The "Mission Million Books" is a pan-India initiative aimed at providing the underprivileged with the access to quality educational materials for their growth and advancement, the company said in a statement.
The campaign, which will run till September 16, also supports the government's efforts to enable access to quality education for all.
Collected material will be distributed to more than 2,500 educational institutions across India.
In association with Crossword and Ratna Nidhi Charitable Trust, Alibaba Group will also donate over 50,000 books to the campaign, and Alibaba.com and mobile browser UC Web will provide online marketing support to maximise the impact.
Previous articlePotatoes, Amla help in getting rid of dark underarms
Next articleSushma meets Turkish Foreign Minister
IndiaConnect Gujarat Desk - January 17, 2021
Richa Dubey, wife of slain gangster Vikas Dubey, has sent a legal notice to the author of...
Pays Tribute to MGR on his Jayanti Prime Minister, Narendra Modi flagged off eight trains connecting different regions...
In a ill fated incident two members of the Chauhan family from Vadodara died in a road accident near Morbi while...
Total 66 discharged from hospital taking the total to 21278 The number of positive cases in Vadodara reached 22605...
Declared the supplier as wanted On 16/01/2021, SOG Head Constable Manoj Somabhai got the information from a personal informant...
Gujarat Connect Gujarat Desk - January 17, 2021
Now eve teasing and other women related crimes are always in the radar of the Vadodara police as the special She team...


Recorded Sound Collection: Located on the 4th Floor East, the Recorded Sound Collection houses over 15,000 audio and video recordings and provides listening and viewing facilities for individuals and small groups. Most materials may be checked out by MU faculty, staff, and students for one week. Most of the materials support the music curriculum, but the collection also includes recordings of historic speeches and radio programs, sound effects, literary readings and interviews, and some documentary films. The Libraries also offer the online Naxos Music Library with over 34,000 recordings.
Materials from Recorded Sound can be requested through the catalog.


Our Main Bathroom Remodel Reveal!
It is time! It is week 6 of the Jeffrey Court Fall Renovation Challenge and ready (or not), I am sharing our Main Bathroom Remodel Reveal!
I cannot believe that six weeks has come and gone! We started with a terribly outdated in your face blue and white bathroom and are finishing with a modern, but still traditional, black and white space! I am thrilled with the results and cannot thank Jeffrey Court enough for inviting me to participate in their fall renovation challenge!
Our house is 115 years old, so we certainly couldn't have done this project alone. O'Donnell Construction is our go to local contractors and they did a great job helping us get this space done on time!
Here are the before shots incase you have forgotten!
And then we painted and it looked like this!
And now it looks like this!!! Our Main Bathroom Remodel Reveal!
I am mostly going to let the photos speak for themselves and will share more details next week. In all transparency, the room isn't 100 percent finished to my liking, but it's close enough for now!
I know it is controversial that we removed the clawfoot tub and some people will be super angry about it, but it just didn't work for our family. That, plus it wasn't safe! In order to remove the lead, fix the plumbing, and the faucets, we would have spent way too much money on an item that just isn't functional in a bathroom that kid and guests use. If it was our master bathroom and not our main bathroom, the tub would have stayed, but this shower tub combination will serve our family so much better, and that's what's most important.
The floors. These floors are just incredible. I love the unique pattern and the marble surface. It is truly even more beautiful in person. The gray grouting really sets off the pattern.
The classic white subway tile works so well in our traditional home. I love the contrast of the dark gray grout (plus it doesn't show dirt!) The matte black faucets make me so happy! No fingerprints! I spray painted our towel bar and toilet paper holder to match as well.
I love that the tile goes to the ceiling. It helps make the space feel more open! The little shower shelf is a great touch as well that makes the space even more special.
An unexpected surprise is that the toilet has its own little nook now! I love the increased privacy!
I finished off the room with lots of fun accessories and I will share all the sources and more details next week! It has been a whirlwind of six weeks and my house is filthy, so it is time for a glass of wine and some deep cleaning! Thank you for following along on this journey!
Our Main Bathroom Remodel and the Jeffrey Court Renovation Challenge Week 4!
Our Main Bathroom Remodel Week 5!
Looks awesome Amanda! Anxious to find out where that shelf is from!
Thanks so much Kelly! The shelf is from Michaels!


text:
Q: Set Pre and Post image about Field Date time to fields Text I have Field in DateTime type and I want to set it's value in images in Plugins set the value in Pre image and after update set the updated value in Post image.
The mother form field type DateTime and the child form contains 2 fields (old value field type Text string and the second field new value Type Text string )
if (customerDataPreImage.Contains("ph_releasedate"))
{
     customerHistory["ph_oldreleasedate"] = Convert.ToDateTime(customerDataPreImage.Attributes["ph_releasedate"]);
}
if (customerDataPostImage.Contains("ph_releasedate"))
{
     customerHistory["ph_newreleasedate"] = Convert.ToDateTime(customerDataPostImage.Attributes["ph_releasedate"]);
}

A: after change field type to datetime and use this code working fine now
if (customerDataPreImage.Contains("ph_releasedate")) {
    customerHistory["ph_oldreleasedate2"] = customerDataPreImage.Attributes["ph_releasedate"];
}
if (customerDataPostImage.Contains("ph_releasedate")) {
    customerHistory["ph_newreleasedate2"] = customerDataPostImage.Attributes["ph_releasedate"];
}

redpajama_set_name: RedPajamaStackExchange


text:
HomeNewsCharging
Quick Look At The EV Charging Corridors Established By The Federal Highway Administration
Jan 22, 2017 at 12:30pm ET
The Federal Highway Administration (FHWA) is now providing interactive maps for America's Alternative Fuel Corridors.
West Coast Electric Highway charging station
Those corridors will have charging/refueling stations available for alternative fuel vehicles along their routes. And as it turns out (to no one's surprise), electricity is the most extensive option among the alternatives.
In case of EV charging, the goal for the routes is to provide both public DC fast charging and at least one AC Level 2 charging station for every 50 miles (or less) of road, and within 5 miles from the highway.
"The Federal Highway Administration (FHWA) is establishing Alternative Fuel Corridors for vehicles that are fueled with compressed natural gas, electricity, hydrogen, liquefied natural gas (LNG), and liquefied petroleum gas (LPG). These corridors have alternative refueling sites along a designated route on the National Highway System. The routes highlighted in green already have proper signage and the routes in orange have signage pending. Other routes have been proposed to be added to the network which is expected to expand in the future. For additional information on these Alternative Fuel Corridors, go to the FHWA website."
As for the hydrogen corridors (below), they seem to be mostly in pending status only, that is besides a small corridor in California.
Interactive maps:
Map of Electric Vehicle Charging Corridors
Map of Hydrogen Refueling Corridors
energy.gov)" draggable="false">
Hydrogen Corridor Map as of January 5, 2017 (source: energy.gov)
source: energy.gov
hydrogen fast charging u.s.


text:
Tag: karate
Arizona School Of Traditional Karate (The Arizona Hombu Dojo)
school of arts sela
We are going to be using this blog to make more announcements in the future to keep all our students up to date on our programs. The event was in part, about sharing new ideas and innovative practice that bridges substance misuse and recovery, with the arts – moving away from cliched representations of addiction, and critically about exploring ways in which art and artists might have a part in the research agenda.
With a history of more than a hundred years, Julliard is known as one the most famous undergraduate school of arts and can boast of an impressive alumni list the likes of the actor Kevin Kline, violinist Itzhak Perlman and choreographer Lar Lubovitch.
Another characteristic that makes this school unique is that Soke Hausel teaches all of his students to develop the classical Okinawan one-punch knockdowns so that if they ever are confronted with a situation requiring …
How Karate Classes Help Kids Do Better In Sports And Other Recreational Activities
sports and arts sela
This is done by offering a wide range of inclusive opportunities for our community to participate in sport, health and leisure activities at whatever level they choose. Our Camp has a fully elective program, which allows campers to choose from traditional and not-so-traditional summer camp activities. Our instructors consider sports training a school of endurance and individual aptitude demanding self-control and Fair-play.
I enjoy combative sports like boxing, karate, and of course judo, because they're a lot of fun, and good for combat conditioning, but at the end of the day they're just sports. Stonehill students compete regularly with teams from other schools in Bangalore, India, and Asia through our extracurricular and ISACI sports programmes.
Martial arts are more than training your body it is also about training your spirit. Check out the links in the Resources section below and click here for an up to date list of healthy …
The History Of Karate
history of arts sela
Abstract art is a form of art in which an object or a form is developed in either a simplified way or an exaggerated manner. The history of art is facing a particular problem at the moment: we need to find ways of relating the detailed discussion of works of art to a wide-ranging historical analysis of the conditions, and preconditions, of their making. Most soldiers did not spend more than a few years studying while in Japan and they were not qualified to teach let alone own their own schools.
The 'Angry Penguins' evolved from the Heide Circle as an early literary and art movement of Australian surrealism and expressionism. History of Art and Film at Leicester is consistently ranked in the top 5 in prestigious league table rankings including the Good University Guide 2016, the Guardian League Table 2017 and the Complete University Guide 2017.
Working together, the …
Okinawan Karate And Kobudo At The University Of Wyoming
university of arts sela
Looking back on the day that I met Ruth Rovner, I recall a diminutive lady with the most engaging smile I had ever seen. We are able to stage this conference through the kind assistance from the University Colleges and Research Group (UC+R) which earlier this year granted their Innovations Award to our project. It was recently ranked as the top university in Canada – in the category of doctoral universities by Maclean's – due to its commitment to research and discovery and the learning opportunities it provides to its large student body.
Arts management professionals can work with dedicated volunteers, college interns, and limited paid staff in order to put together a great art exhibition for the general public. A guide to how much the University spends on supporting services such as libraries and IT.
After graduating from the Russian State University of Arts in 1991, (and winning the …
History Of The Karate Belt Ranking System
Welcome to the Department of the History of Art and Architecture – a department that is known for its lively teaching and for its friendly and supportive approach to students. He taught Elvis Presley, many other celebrities, appeared on TV and in movies, and was the first person to have a large chain of schools in America. Hailed as the first native art movement to plant roots in the United States, Precisionism absorbed principles of rivalrous European manifestos in its evocation of uniquely American themes.
The ancient practitioners also knew that Tai Chi would be a great way for beginners to get into martial arts. You'll attend both institutions concurrently, studying the visual arts across societies and centuries while you develop an artistic identity of your own.
Another very important movement – anti-impressionist rather than post-impressionist – was Symbolism (flourished 1885-1900), which went on to influence Fauvism, Expressionism and Surrealism. …


text:
Q: Parse JSON object with numeric value as type I am new to JSON and trying to understand how to traverse a structure I get from a query in Javascript. I want to get the fullurl value.
I can manage to get to query.pages but not sure what to do when I have to navigate "4187783".
I been looking around for a solution for a while. Appreciate the help!
{
 "batchcomplete":"",
 "query":{
  "pages":{
   "418783":{
    "pageid":418783,
    "ns":0,
    "title":"San Francisco LGBT Community Center",
    "contentmodel":"wikitext",
    "pagelanguage":"en",
    "touched":"2015-09-21T09:58:52Z",
    "lastrevid":675179151,
    "length":2449,
    "fullurl":"https://en.wikipedia.org/wiki/San_Francisco_LGBT_Community_Center"
   }
  }
 }
}

A: First transform your JSON string into an object:
var result = JSON.parse(yourJson);

now you can do the following:
var fullUrl = result.query.pages[418783].fullurl;
// you can replace 418783 with "length" or "contentmodel" to get other properties.

A:
I can manage to get to query.pages but not sure what to do when I have to navigate "4187783".

query.pages["4187783"]
For the fullurl:
query.pages["4187783"].fullurl


text:
Hybomys trivirgatus es una especie de roedor de la familia Muridae.

Distribución geográfica
Se encuentra en Costa de Marfil, Ghana, Guinea, Liberia, Nigeria y Sierra Leona.

Hábitat
Su hábitat natural es: subtropical o tropical bosques húmedos de tierras bajas.

Estado de conservación
Se encuentra amenazada por la pérdida de su hábitat natural.

Referencias

 Van der Straeten, E. & Decher, J. 2008.  Hybomys trivirgatus. IUCN Red List of Threatened Species.
 Musser, G. G. and M. D. Carleton. 2005. Superfamily Muroidea. Pp. 894-1531 in Mammal Species of the World. A Taxonomic and Geographic Reference. D. E. Wilson and D. M. Reeder eds. Johns Hopkins University Press, Baltimore.

Enlaces externos

Hybomys
Roedores de África Occidental
Fauna endémica de África Occidental
Animales descritos en 1853
Taxones descritos por Coenraad Jacob Temminck

redpajama_set_name: RedPajamaWikipedia


text:
publicserviceBRRR
BUDGETARY REVIEW AND RECOMMENDATIONS REPORT (BRRR) OF THE PORTFOLIO COMMITTEE ON PUBLIC SERVICE AND ADMINISTRATION AS WELL AS PERFORMANCE MONITORING AND EVALUATION FOR THE: DEPARTMENT OF PLANNING, MONITORING AND EVALUATION (DPME), AND NATIONAL YOUTH DEVELOPMENT AGENCY (NYDA), Dated 17 OCTOBER 2017
The Portfolio Committee on Public Service as well as Planning, Monitoring and Evaluation (hereinafter referred to as the Portfolio Committee) having considered the directive of the National Assembly which is in line with Section 5 of the Money Bills Amendment Procedures and Related Matters Act, No. 9 of 2009 to consider and report on the Annual Reports of the Department of Planning, Monitoring and Evaluation (DPME) and the National Youth Development Agency (NYDA) tabled by the Minister of Planning, Monitoring and Evaluation as follows:
participate and provide strategic direction in the development of the legislation and thereafter passes the laws;
Conduct oversight over the Executive to ensure accountability to Portfolio Committee towards achieving an effective, efficient, developmental and professional public service;
Conduct public participation and engage citizens regularly with the aim to strengthen service delivery; oversee and review all matters of public interest relating to the public sector;
Monitor the financial and non-financial aspects of departments and its entities and ensure regular reporting to the Committee, within the scope of accountability and transparency;
Support and ensure implementation of the Public Service Commission (PSC) recommendations in the entire public service
Participate in the international treaties which impact on the work of the Committee.
In terms of Section 5 of the Money Bills Amendment Procedures and Related Matters Act, No. 9 of 2009 the National Assembly, through its Committees, must annually compile Budgetary Review and Recommendations reports (BRRR) that assess service delivery and financial performance of departments and may make recommendations on forward use of resources. The BRRR is also a source document for the Committees on Appropriations when considering and making recommendations on the Medium Term.
Moreover, the Money Bills Amendment Procedures and Related Matters Act, section 5 (3) highlights focus areas on the budgetary review and recommendation report as:
Providing an assessment of the department's service delivery performance given available resources.
Including recommendations on the forward use of resources.
State of the Nation Address 2016.
Strategic Plans of the DPME and the NYDA.
Annual Performance Plans of the DPME and the NYDA 2016/17.
Annual Report of the DPME and the NYDA 2016/17.
The Portfolio Committee also met with the leadership of the Department and the National Youth Development Agency.
STATE OF THE NATION ADDRESS 2016
The President has in His State of the Nation Address of 2014, launched the popular Operation Phakisa Big Fast results methodology and implemented it in the ocean economy, health, education and mining sectors. Seven billion rand has been committed in new port facilities, following the adoption of a Public- Private-Partnership model for port infrastructure development. Operation Phakisa is intended to solve socio-economic challenges facing our country.
Operation Phakisa was mentioned as one of the nine point plans to ignite growth and create jobs. The Department of Planning, Monitoring and Evaluation is responsible to coordinate and monitor government departments in implementing projects and fast-tracking services through Operation Phakisa such as Transport, Environmental Affairs and Health. The Department of Health was therefore mandated to scale up the Ideal Clinic Initiative aimed at promoting efficiency, effectiveness and professionalism in clinics.
The Department of Planning, Monitoring and Evaluation supports the National Development Plan's objective of a government that is accountable and transparent. The Department's focus is on strengthening accountability and improving coordination, and it works with the National Planning Commission to facilitate and monitor the implementation of the National Development Plan. The Department is responsible for mainstreaming the National Development Plan into the work of Government by drafting the Medium Term Strategic Framework to guide Government's programme. The strategic framework includes 14 outcomes, which form the basis of the new performance agreements between the President and individual Members of Cabinet.
MANDATE OF THE DEPARTMENT OF PLANNING, MONITORING AND EVALUATION
The mandate of the Department of Planning, Monitoring and Evaluation derives from section 85(2)(c) of the Constitution which provides the President to exercise authority over Members of Cabinet by coordinating the functions of state departments and administration. The primary aim of the Department is to improve government service delivery through planning, performance monitoring and evaluations. The DPME has the following key mandate:
Facilitating the development of plans/delivery agreements for cross-cutting priorities or outcomes of Government, and monitor and evaluate the implementation of these plans/delivery agreements.
Putting in place and managing guiding frameworks for strategic planning and annual performance planning in national and provincial departments.
Monitoring the performance of individual national and provincial government departments and municipalities.
Monitoring frontline service delivery.
Managing the Presidential Hotline.
Carrying out evaluations.
Promoting good monitoring and evaluation practices in Government.
Department's priorities over the medium-term
The priorities for the 2016/17 Annual Performance Plan of the Department of Planning, Monitoring and Evaluation are informed by the National Development Plan as translated in the Medium Term Strategic Framework (MTSF) for 2014-2020. The DPME has through its outcomes monitoring and evaluation work, developed a number of monitoring and evaluation tools to fulfil functions below:
Facilitating the development of plans or delivery agreements for the cross cutting priorities or outcomes of Government.
Assessing departmental Strategic Plans and APPs to determine and enhance their alignment with the NDP, MTSF, Delivery Agreements and the budget.
Monitoring and evaluating the implementation of service delivery agreements.
Monitoring frontline service delivery across the public service.
Providing support to service delivery institutions to address blockages in delivery.
Department of Planning, Monitoring and Evaluation
The budget appropriated to the Department of Planning, Monitoring and Evaluation for the 2016/17 financial year was R797 662 million. Expenditure for the department was R781 246 million for all the programmes which is an estimated of 97.9%. The Department under expenditure was as a result of the compensation of employees, due to the delays in implementing the new organisational structure, pending approval by the Department of Public Service and Administration.
The Department achieved 85.2% of their targets. Of planned targets, the Department had partially achieved 9% of targets and 4% were not achieved. In 2015/16 financial year, the Department reconfigured and restructured its organisational structure, its programmes and budget to adapt and respond effectively to the new mandate. In 2016/17 financial year, the Department had conducted a strategic and organisational review to strengthen its focus on planning, monitoring and evaluation as well as a play a more effective role in youth development. In addition, more focus will be placed on monitoring the role of State Owned Entities in advancing the implementation of the NDP and MTSF.
The transfer of the additional functions included all staff members including vacant, assets and the allocated budget resulted in an increase in the staff establishment of the Department, which had a negative impact on the vacancy rate. The Department had 345 funded posts of which 312 posts were filled and 33 posts were not filled in 2016/17 financial year. Three programmes which are; Outcome Monitoring & Evaluation, Institutional Performance Monitoring & Evaluation and National Planning Commission had high vacancy rates by 31 March 2017. The organisational adjustments were required to accommodate new programmes such as Operation Phakisa, Socio-Economic Impact Assessment System, and the Youth policy function. The Department completed its restructuring process. New programmes were implemented and funded on the incremental basis over the medium-term period.
Budget versus expenditure for the audited financial year of 2016/17 is as follows:
2.Outcomes Monitoring and Evaluation
3. Institutional Performance Monitoring and Evaluation
4. National Planning
5. National Youth Development
Source: The DPME Annual Report 2016/17
7.1.2 Medium Term Expenditure Estimate
The Department of Planning, Monitoring and Evaluation overall budget allocated in 2017/18 financial year was R923.5 million which increased significantly as compared to the previous financial years. Additional amount of R140 million was allocated to the department as a result of reconfiguration and restructured its organisational structure and its programmes in order to adapt and respond effectively to new mandate.
Due to the restructuring of the department, there are more additional programmes as compared to the previous financial years. The Department have seven (7) programmes as a result of restructuring impacting on the organisational structure. The new programme structure also increased capacity in policy analysis, specialised sector-specific research skill and general administration. Overall expenditure is projected to increase from R797.7 million in 2016/17 to R995.9 million by 2019/20. There is a significant increase on the budget allocated for 2017/18 financial year in programmes 3: Public Sector Monitoring and Capacity Development with R40.1 million from R29.6 million in 2016/17 and Evidence and Knowledge Systems with R109.4 million from R33.8 million in 2016/17.
There is huge reduction of budget on the National Planning from R88.9 million in 2016/17 to R54.5 million in 2017/18 financial year. The number of funded post in the department is set to increase from 350 in 2016/17 to 468 in 2019/20. Budget on compensation of employees is expected to increase from R268.9 million in 2017/18 to R331 million in 2019/20 at an average annual rate of 17.7 per cent.
Revised Estimates
Medium-Term Expenditure Estimate
R million
National Planning Coordination
Sector Planning and Monitoring
Public Sector Monitoring and Capacity Development
Frontline and Citizen-based Service Delivery Monitoring
Evidence and Knowledge System
National Youth Development
Table 1: Budget per programme
Source: Estimates of National Expenditure 2017
There are five programmes organised as follows:
7.1.3.1 Programme 1: Administration
The programme is responsible for providing strategic leadership, management, administrative, financial and human resource services to enable the Department to achieve its strategic and operational goals. The budget allocated for the programme was R142 453 million. An expenditure on the programme was R134 299 million. The programme had sixteen (16) targets in the year under review. Eleven (13) targets were achieved, two (2) partially achieved and one (1) not achieved on an executive support plan not produced and quarterly reports on performance against the plan were not submitted.
The Department submitted both the Strategic and Annual Performance Plan to the National Treasury and tabled to Parliament on appropriate time. The Department partially achieved targets on the quarterly reports due to one report submitted later than 30 days. Three quarterly reports were submitted to the Executive Authority and National treasury within 30 days from the end of the quarter. An annual communication plan was produced and approved. Target was exceeded with 82 of activities in the communication plan were implemented against 61 planned activities for the 4 quarters. In 2015/16 financial year this target was partially achieved due to capacity constraints in the Communication Unit. In 2016/17 financial year, the Department had an in-house graphic designer and internal communication specialist were employed in September 2016. This led to the Department exceeded the target.
Section (1)(f) of the Public Finance Management Act, states that, "accounting officer for a department must settle all contractual obligations and pay all money owing, including intergovernmental claims, within the prescribed or agreed period'. The department achieved the target on all valid invoices paid within 30 days. Vacancy rate was maintained below acceptable 10 percent in terms of the Public Service Regulations. The Department had appointed interns as part of imparting skills and work experience to the graduates. A total of 32 interns were appointed in the financial year, which represents 9 percent of the staff of the DPME to enhance capacity.
The Department complied with submission of the performance agreement and assessment. Approximately 95 percent of the employees submitted their performance agreement and assessment by due date. The department complied with 100 percent of all members Senior Management Service (SMS) disclosing their financial interest in terms of Chapter 3, C.1 of the Public Service Regulations (PSR), required to disclose to their respective Executive Authorities (EAs), particulars of all their registrable interests (e.g. companies and properties) not later than 30 April each year, in respect of the period 1 April of the previous year to 31 March of the current year.
7.1.3.2 Programme 2: Outcome Monitoring and Evaluation (OME)
The main purpose of the programme is to coordination of government's strategic agenda through the development of performance agreements between the President and Ministers, facilitation of the development of plans or delivery agreements for priority outcomes, and monitoring evaluation of the implementation of the delivery agreements. The programme has three sub-programmes which are Programme Management for OME, Outcomes Support, Evaluation and Research.
The programme has three sub-programmes which are Programme Management for OME, Outcomes Support, Evaluation and Research. The budget allocated for the programme was R93 162 million and with an expenditure of R89 749 million, which is equivalent to 95% spent on the allocated budget. Programme 2, Outcome Monitoring and Evaluation has nineteen (19) targets, twelve (15) targets achieved and four (4) targets partially achieved, The Medium Term Strategic Framework and delivery agreements were revised in the year under review.
Consolidated reports on the outcomes monitoring were submitted to the Cabinet Makgotla. In addition, the summary report on the implementation of the 14 outcomes were produced and presented to the Cabinet Lekgotla. The Department produced three (3) outcomes reports during the year under review. Development indicators were produced and released in March 2017. The development indicators were posted on the department website by 31 March 2017. Development indicators provide a means of evaluating how well government is performing in particular areas of policy interest and used mainly for accountability purposes.
The Department is responsible to coordinate and monitor government departments in implementing projects and fast-tracking services through Operation Phakisa such as Environmental Affairs and Health. The Department produced had produced two (2) Operation Phakisa interactive dashboard reports for Ocean Economy and Ideal Clinic labs. Reports were uploaded on the website by 31 March 2017. Briefing notes to advise the political principals on specific request were submitted to Cabinet. The Department achieved the targets as projected.
Briefing notes on the executive visits were produced throughout the quarters of the financial year. The Department targeted three (3) briefing notes on the mining and Labour sending areas. However, the Department produced five (5) briefing notes on the status of the mining and labour sending areas. In terms of the Local Government Management Improvement Model (LGMIM) and Assessment Tool, the department approved the standards and target was achieved on the scorecards during the year under review. More municipalities requested to participate in the LGMIM assessment tool than was planned. The Department produced a LGMIM report for 2015/16 and submitted to the Outcome 9 MinMec by July 2016.
Socio Economic Impact Assessment Study (SEIAS) is the systematic analysis used to identify and evaluate the potential socio-economic and cultural impacts of a proposed development on the lives and circumstances of people, their families and their communities. Over 331 of 335 Socio Economic Impact Assessment Study (SEIAS) in the Annual report were produced by the Department. The National Evaluation plan was signed by the Minister and approved by Cabinet. With regard to the Provincial Evaluations Plans (PEP), the Department had three (3) of seven PEP approved for the following provinces which is KwaZulu Natal, Western Cape and Free State. Four provinces PEP were not approved. Non approval of the Provincial Evaluation Plan had an impact on the unit in executing its function. The Department had achieved two research assignments during the year under review aimed at improving the performance of government.
7.1.3.3 Programme 3: Monitoring and Evaluation System Coordination and Support (M&E Systems)
The purpose of the programme is to coordinate and support an integrated government-wide monitoring and evaluation system through policy development and capacity building. The purpose is to improve data access, data coverage, data quality and data analysis across government. The programme consists of the following sub-programmes: Management Performance Monitoring and Support, Presidential Frontline Service Delivery Performance Monitoring Support, Monitoring and Evaluation Policy and Capacity Building.
The programme was allocated final appropriation of R62 412 million in 2016/17 financial as compared to R60 626 million in 2015/16 financial year. The department spent the total allocated budget of R61 897 million in 2016/17 financial year. All sub-programme had efficiently spent their allocated budget. Programme 3 Institutional Performance Monitoring and Evaluation had 14 targets were achieved and two targets were not achieved.
The Management Performance Assessment Tool (MPAT) is a mechanism used to improve management practices to assist the government in addressing system deficiencies as consequences of poor service delivery. The MPAT process allows senior management of departments to conduct self-assessment against a range of management standards. The MPAT was updated and approved by the Director General in August 2016. A total of 153 of 159 departments both nationally and provincially completed and signed off the MPAT. Although 100% of departments completed MPAT assessments, 4% (6) of the department Directors General did not approve it on the system. The target on the feedback given to the Directors General within the receipt of the performance agreements was not achieved. Quality assurance was completed, but not within the 30 days as the process took longer than anticipated. The Department intended to conduct Capacity Development initiatives for newly appointed DGs within the set timeframes. The target was not achieved as none of the appointed DGS were capacitated within three (3) months of appointment.
Frontline Service Delivery Monitoring (FSDM) programme aimed to strengthen the monitoring and evaluation practices of field-level managers. The main aim of the FSDM was to demonstrate the value of on-site monitoring to selected types of facilities sectors. The Department revised the Operational Guidelines Framework. A total of 89 new facilities were monitored and passed quality assurance. Site monitoring reports on monitored facilities were captured on the M-drive. Subsequent to the visited facilities, the department conducted improvements monitoring in over 100 facilities. The Department conducted 27 new frontline service delivery monitoring visits which were directly focused on indicators in the M&E framework for the National Youth Policy.
The Presidential hotline contributes to the NDP, enabling the realisation of a developmental, capable and ethical state that treats citizens with dignity. Hotline performance reports were produced and submitted to the Governance and Administration Cluster. The department produced customer satisfaction survey reports on a quarterly basis.
The primary aim of the Citizen-Based Monitoring (CBM) programme is to support government to strengthen the voice in monitoring service delivery. It focuses on the experience of citizens in relation to government performance in order to improve accountability and service delivery. The Citizen Based Monitoring was implemented in 10 new facilities and reports produced for each of the sites.
The Department developed an integrated Monitoring & Evaluation Capacity Development strategy and implementation plan. All quarterly reports showing achievement of at least 80% of targets in the capacity development implementation plan were achieved.
7.1.3.4 Programme 4: National Planning
The aim of the programme is to develop the country's long term vision and national strategic plan and contribute towards better outcomes in government through better planning, better long term plans, greater policy coherence and clear articulation of long terms goals and aspirations. The sub programme is National Planning Commission Secretariat.
The budget allocated for the programme was R88 233 million in 2016/17 financial year. Expenditure on the programme was R84 216 million, and variance was R4 017 million. Programme 4; National Planning Commission had nine (9) targets, eight (8) targets achieved and one (1) targets partially achieved.
The National Planning Commission (NPC) participated in the budget review and planning prioritisation for key government departments. Furthermore, the NPC produced an Annual Report on stakeholder engagements and the work of the NPC on the National Development Plan. The Department further completed a draft framework which consists of eight chapters. As part of additional responsibility, forty-four (44) assessment reports were sent to the national departments. In addition, seven (7) assessment reports on the second draft Annual Performance Plans was submitted the Offices of the Premier. Quarterly performance reporting guidelines were issued to 45 national departments and 9 Offices of the Premier.
7.1.3.5 Programme 5: National Youth Development Programme
The main purpose of the programme is to develop and implement youth policy and to provide oversight over funds transferred to the National Youth Development Agency. The budget allocated in the programme was R411 402 million. The Department expenditure was R411 085 million. Of the allocated budget the department utilised R5 636 million for its operations on the programme. A total of R405 766 million was transferred to the National Youth Development Agency. Programme 5 National Youth Development Programme has three targets which were all achieved. The programme submitted reports on the status of implementing the National Youth Policy to the management. A draft Monitoring and Evaluation framework for youth development was submitted to the management.
NATIONAL YOUTH DEVELOPMENT AGENCY
8.1 Mandate of the NYDA
The NYDA is a South African Youth Agency established primarily to tackle challenges faced by the country's young people. The institution was established to be a single structure to address youth development issues at all spheres of government. The existence of the NYDA should be located within the broad context of South Africa's development dynamics. Similar to many developing countries, South Africa has a large population of youth with those between the ages of 14 and 35 constituting 42 per cent of the total population.
The Agency derives its mandate from legislative frameworks, including the National Youth Development Agency Act, 2008 (Act of 2008) (NYDA Act), the National Youth Policy (2009-2014) and the draft Integrated Youth Development Strategy. The Agency assumed and improved the operational platform developed by both Umsobomvu Youth Commission and the National Youth Commission, which rendered the Agency operational with immediate effect. The mandate of the Agency are as follows:
Lobbying and advocating for the integration and mainstreaming of youth development in all spheres of government, the private sector and civil society.
Initiating, implementing, facilitating and coordinating youth development programmes.
Monitoring and evaluating youth development interventions across the board and mobilising youth for active participation in civil society engagements.
Budget allocated and expenditure
Summary and Analysis of Annual Financial Statements
The NYDA is primarily funded through funds appropriated in terms of the annual Appropriation Act (and the Adjustments Appropriation Act). The NYDA's main appropriation is transferred through a budget vote of the Department of Planning, Monitoring and Evaluation. In terms of the Estimates of National Expenditure, the budget allocated to the Agency was R405.766 million for 2016/17 financial year. The Agency received clean audit in 2016/17 audit outcomes.
The NYDA had embarked on the restructuring process to strategically reposition the institution. The Agency embarked on an organisational realignment project, the outcomes of which spoke directly to the strategic shift required to ensure that the Agency remains focused and relevant to the needs and aspirations of the youth. The turnaround strategy continues to be a key focus area that contributes to such a realisation.
The total cost for employees was R142 576 million in 2016/17 financial year. There was a high turnover of employees in the Agency. A total of 30 employees resigned in 2015/16 and followed by 18 employees in 2016/17 financial year. Employment equity in terms of employing people with disabilities is still very low. The Agency employed 4 people with disabilities at the professional level.
The Agency implemented a risk management strategy, fraud prevention strategy and plan which was approved by the Board. Irregular expenditure was significantly reduced from R133 million in 2011/12 to R62 million in 2012/13, reduced further to R16 million in 2013/14, to R580 000 in 2014/15, R74 000 in 2015/16, and now stands at R60 000, subjected to condonation.
Key Programme Area
Economic Participation
National Youth Service
Service Delivery Channel
Employee Cost
R145 529 300
Budget allocated in 2016/17 financial year and MTEF estimates
The National Youth Development Agency's (NYDA) receive its budget through a transfer vote of the Department of Planning, Monitoring and Evaluation, and again through interest and capital repayments from loans issued to its clients' prior the introduction of grant funding. The NYDA allocated budget is R441.9 million in 2017/18 financial year. In this current year, the Agency has reduced its functions and placed them elsewhere in relevant government departments.
Second Chance Matric Rewrite Programme has been handed over to the Department of Basic Education while the Health and Wellbeing programme has been transferred to the Department of Health. The savings of approximately R12.5 million have been reprioritised towards the Economic Participation and National Youth Service Programmes. The Agency has restructured its organisation in 2015/2016 financial year, reducing its salary bill by R44 million in real terms and reinvesting those funds into Youth Development programmes. Additional savings of R12 million per annum will be noted on the relocation of its Head Office.
The cost employees is expected to rise to R153 million in 2017/2018 from R145 million in 2016/2017 in line with inflation expectations. The three-year strategy of funding vacancies and this budget will contribute 35% of the total transfer from the DPME. The strategy of funding vacancies takes cognisance of maintaining a stable salary bill and having a staggered approach to the filling of posts. The expected employee costs over the medium term is expected to be R478 million. The employee cost budget in 2015/2016 prior to the restructuring was R189 million.
Table 2: National Youth Development Plan.
Estimates of National Expenditure 2017
National Youth Development Agency has five programmes which are as follows:
8.2.2.1 Programme 1: Economic Participation
The main purpose of the programme is to enhance participation of young people in the economy through targeted and integrated programmes. The programme aim to facilitate and provide employment opportunities for young people, to enhance the participation of young people in the economy, aimed at increasing job creation, entrepreneurship participation and skills development and to provide business support to young people.
The programme is designed to stimulate entrepreneurship among South Africa youth by providing grant funding, coupled with business development support services. The grant funding programme is doing well in attracting young people to advance their aspirations of becoming entrepreneurs. Over 698 youth were assisted to own different enterprises. The target was met and exceeded. Moreover, the agency had exceeded the target on the number of young people aspiring and establishing entrepreneurship supported through NYDA Business Development Support Services. A total of 63 407 young people established entrepreneurs. The Agency exceeded the target because they worked in partnership with the Primestars programme in providing entrepreneurship awareness.
Communities were provided with assistance in the form of community development facilitation support. The Agency had assisted 10 communities with the community development projects supported through the NYDA grant funding programme. Mpumalanga Province, mostly benefited out of the community development projects as compared to other provinces. Only four provinces of nine provinces utilise this programme. A total of 3 718 jobs was created and sustained through grant funding, co-operatives and business development services.
8.2.2.2 Programme 2: Education and Skills Development
The purpose of the programme is to promote, facilitate and provide education and skills development opportunities to young people to enhance their socio-economic well-being with the objective of facilitating education opportunities. The aim of the programme is to improve access to quality education and to facilitate and implement Youth Build, job-preparedness training, the provision of scholarship and assistance to young people with rewriting their Matric.
The Agency had in this financial year drafted handover Matric Rewrite report to the Department of Basic Education. The programme has been handed over to the Department of Basic Education as one of the recommendations made by the Portfolio Committee in the past years. The Agency launched the Solomon Mahlangu Scholarship Programme aimed at supporting disadvantaged young people to further their studies through higher education. The target of 444 was met and exceeded on the Solomon Mahlangu Scholarship Programme, which is crucial for the country that is confronted with socio-economy challenges among the youth. Of the scholarship issued, 311 were renewals, while 133 were issued to first-time recipients.
Over 981 088 youth across the country were supported through individual and group career guidance. The overwhelming majority of young people received support through career guidance outreach events, which accounted for 97% of the annual target. A total of 745 young people participated in the technical skills programme provided through partnership with Google, where they were trained in digital skills. The Technical Skills Training programme was rendered in four provinces.
The Agency had supported a total of 71 306 young people through the jobs programme, which divided into three sub-programmes, namely life skills, job preparedness and the job placement programme. A total of 5 114 young people were placed in jobs through the Job Placement programme, with a majority of placement in Gauteng.
8.2.2.3 Programme 3: Health and Wellbeing
The purpose of the programme is to initiate interventions that help with increasing awareness of the healthy lifestyles that promote good health practices among the youth of South Africa. Youth today are confronted with health risk and it is the responsibility of the NYDA to embark on monitoring government health departments in dedicating their programmes to health awareness among the youth.
Young people have shown interest in participating in the health and wellbeing programme. The Agency undertook various health and wellbeing interventions to improve healthy mind and body of young people, however, they managed to exceed target with 348 623. This illustrates that young people were attracted by the programme to improve their health and wellbeing conditions. Most interventions were conducted in Gauteng, Limpopo and Eastern Cape, while the smallest number of interventions took place in the Free State and North West provinces.
8.2.2.4 Programme 4: Research and Policy
The main aim of the programme is to create a body of knowledge and best practice in the youth development sector, and to inform and influence policy development, planning and implementation. The fundamental aim of this area is to ensure that policies and frameworks that drive youth development are developed, based on a body of knowledge and facts that are relevant to the developmental needs of the youth of South Africa.
The Agency produced 13 evaluations and 17 research article reports aimed at tackling youth development challenges. Moreover, the Agency produced 51 knowledge publications intended to empower young people in the country. The 51 knowledge publications that were produced by the NYDA covered a large spectrum of issues that affect young people and ways that they can resolve, as well as opportunities to explore them, in order to improve youth development. The Presidency endorsed the National Youth Employment Plan.
Lobbying key stakeholders to support and implement youth development programmes is one of the core mandates of the Agency. In the 2016/17 financial year, the Agency lobbied 17 organs of state partnering with the NYDA to implement youth development programmes. There is a drastic reduction of organs of state partnering with NYDA to implement youth development programmes as compared to 2015/16 financial year. In addition, the Agency hosted 11 635 young people to participate in youth development-related dialogue sessions. The agency mobilised and leveraged financial resources from third parties, a total amount of R113 4 million was raised to support youth development programme. A total of 795 young people with disabilities participated in the following programmes offered through NYDA Business Support Services which are Entrepreneurship Development Programme and Life Skills.
8.2.2.5 Programme 5: Governance
The goal is to efficiently and effectively utilise resources through the provision of junctions governance, technology and systems, business operations systems, human capital, financial management system that adhere to relevant legislative requirements for public funded entities.
In 2016/17 financial year, over 595 employees received training as part of enhancing staff performance. There was a high demand for training and capacity-building within the Agency. This was due to staff being placed in new positions. About 35 information dissemination access points were operationalised because municipalities have shown great interest to assist the NYDA with ensuring that its mandate is implemented. Over 1 320 000 young people received information on youth development through access points.
AUDITOR-GENERAL OUTCOMES
The Auditor-General (AG) has audited the financial statements of the Department of Planning, Monitoring and Evaluation comprising of appropriation statement, the statement of financial position as at 31 March 2016. The financial statements are in accordance with Modified Cash Standards prescribed by National Treasury and the requirements of the Public Finance Management Act (PFMA).
9.1 Predetermined objectives
The Auditor-General did not identify any material findings on the usefulness and reliability of the reported performance information for the following programmes: Outcome Monitoring and Evaluation, Institutional Performance Monitoring and Evaluation; and National Planning Commission.
9.1.1 Achievement of planned targets
The AG referred to the annual performance report on page (s) 31 to 65 for information on the achievement of planned targets for the year under review and explanations provided for the achievement of a number of targets. The Department of Planning, Monitoring and Evaluation and the National Youth Development Agency have consistently received clean audits for the 2016/17 financial year.
9.1.2 Adjustment of material misstatements
The AG identified material misstatements in the annual performance report submitted for auditing on the reported information. These material misstatements were on the reported performance information of all selected programmes. The management of the department subsequently corrected the misstatements. The AG did not identify any material findings on the usefulness and reliability of the reported performance information.
9.1.3 Compliance with legislation
The AG performed procedures to obtain evidence that the Department of Planning, Monitoring and Evaluation had complied with applicable legislation regarding financial matters, financial management and other related matters. The AG did not identify any instances of material non-compliance with specific matters in key legislation.
9.1.4 Internal Control
Internal control of the Department was considered to be relevant to the AG audit of the financial statements, annual performance report and compliance legislation. The AG did not identify any significant deficiencies in internal control.
The Auditor-General (AG) had audited the financial statements of the Department of Planning, Monitoring and Evaluation comprising of appropriation statement, the statement of financial position as at 31 March 2017. The financial statements are in accordance with Modified Cash Standards prescribed by National Treasury and the requirements of the Public Finance Management Act (PFMA).
OBSERVATIONS AND KEY FINDINGS
The Committee made the following observations and findings:
10.1 The Portfolio Committee noted the achievement of the commitments made in the Annual Report 2016/17 financial year. Moreover, the Committee commended the Department of Planning, Monitoring and Evaluation and National Youth Development Agency on achieving clean audits for consecutive years. Achievement on the clean audit over the multi-year assessment clearly demonstrates the Department is leading by example. The Committee was concerned that the Department should have achieved 100% of its planned targets.
The Committee urged the Department to fill critical funded vacant posts, since the new organisational structure was approved by the Department of Public Service and Administration.
The Committee noted the projected budget increase of the Department of Planning, Monitoring and Evaluation's over the MTEF period in spite of competing demands. Having noted projected budget increase over the MTEF, the Committee encourages the DPME to ensure competent employees are appointed in all levels for the benefit effectively monitoring the implementation of the NDP vision.
The Committee was concerned about instability of senior management more particularly the Director-Generals and Heads of the Department in the public sector. The Committee noted suspensions of the Director-Generals and Heads of Department in both national and provincial departments, despite considering their overall performance over the past years. The Committee condemns such suspensions because of negative effect it has on ensuring stability in government and realising a vision of a developmental state.
The Department should continuously monitor government departments in reviewing their Strategic and Annual Performance Plans to advance the strategic agenda of the developmental state and to ensure that they are aligned with the delivery outcomes and the National Development Plan.
The Committee noted the new initiative introduced by the Department of Planning, Monitoring and Evaluation called the "Mandate Paper". The Mandate Paper will enhance better budget allocation to the NDP objectives through the identification of government priorities. The Mandate Paper will allow the Medium-Term Expenditure Framework to be a much more responsive instrument of resource allocation to deal with both parameters of the expenditure and revenue generation.
The Committee noted and welcomed a new initiative "priority based budgeting" by the Department of Planning, Monitoring and Evaluation and the National Treasury to ensure budget alignment of departments with government key priorities to advance the National Development Plan.
The Committee noted progress with regard to the Presidential Hotline and improvement on the turnaround times. However, the Committee was concerned about the effectiveness of referral cases to various government institutions and response time taken in addressing complaints. The Department was therefore required to provide the Committee with a comprehensive report with regard to the Presidential Hotline on the complaints lodged, cases referred and resolutions of those referred cases.
The Committee emphasised the importance of collaboration between the Department and the Statistics South Africa in developing the "Data Centre" which will be a hub of high level indicators and outcomes regarding government priorities. The Data Centre should be able to serve various government departments and the DPME evaluations with reliable and accurate information to conduct informed evaluation studies and for the purpose of building an evidence based policy in government.
The Department of Planning, Monitoring and Evaluation should strive to reduce the high vacancy rate and it must be kept below 10 per cent as per the Public Service Regulations notwithstanding the recently approved structure.
The Department of Planning, Monitoring and Evaluation is at the heart of government in terms of planning, monitoring and evaluation. Therefore, the Department should address fragmented planning and ensure government departments plans and budgets are integrated and complement each other for the benefits of service delivery, growth and development in the country. Departments tend to work in silos and often concerned with their own departmental interest.
The Committee commended the National Youth Development Agency for achieving a clean audit consistently over three consecutive years since its establishment in 2009. The Committee noted huge improvement in terms of its sound governance and reduction of its bureaucracy by the Agency. The performance of the Agency has earned lots of respect among young people. The Committee wished the Agency well in ensuring sustainability of clean governance over the medium terms.
The Department ensures that consultation process of amending the National Youth Development Agency Act is inclusive and consider all youth structures and relevant stakeholders before it can be tabled in Parliament. The international best practices should also be considered so that due diligence is done on the amendment of the NYDA Act.
The Committee believes that the Agency is on a good trajectory in executing its mandate. However, the Agency should intensify its effort to coordinate, evaluate and monitor all programmes aimed at integrating the youth into the economy and society in general. The Committee further noted the achievement of 100% of its targets during the period under review.
The Committee encouraged the NYDA to expand its programmes for the benefit of the youth in this country. Saving realized in the reduction of the funded posts should be redirected to youth programmes and expanding offices in the rural areas.
The visibility of the NYDA is still a major challenge throughout the country. The Committee requested the Agency to intensify its initiative of opening more satellite offices in every District Municipalities in the country and further ensure Mobile Outreach Vehicles are provided to reach as more young people as possible.
The National Youth Development Agency should ensure equitable distribution of its resources in all nine provinces, taking into consideration youth concentration when providing young people with its programmes such as Solomon Mahlangu Scholarship and Grant Funding. The Agency should increase its intake of Solomon Mahlangu Scholarship programme in the Northern Cape and North West provinces.
The National Youth Development Agency should be guided by the statistical releases produced by Statistics South Africa on youth related matters when considering expansion of its programmes. Young people are confronted by plethora of social and economic challenges which have been highlighted by Statistics South Africa.
The Agency must ensure that integrated youth strategy supports youth employability by supporting and developing economic and social interventions intending to empower young people with requisite skills to fulfil their aspirations.
The Committee recommends the following:
Legislative aspect
The Department of Planning, Monitoring and Evaluation should speed up the development of comprehensive legislation which will ensure well-coordinated and integrated planning and budget linked to government priorities for the purpose of the attainment of the National Development Plan vision 2030. The envisaged legislation should take into cognisance other existing planning legislations. The envisaged legislation should enforce intergovernmental relations, coordination and integration in all spheres of government and ensure there are consequences for non-compliance with planning, monitoring and evaluation legislative prescripts and report on a quarterly basis.
Administrative Aspects
The Department of Planning, Monitoring and Evaluation in collaboration with the Department of Public Service and Administration must ensure that all Director-Generals and Heads of Department sign performance agreement with the Executive Authority within the prescribed period so that suspensions of senior management should be based on lack of performance. A mechanism should be sought to ensure stability of the Accounting Officers to avoid losing competent officers to the private sector. The Department of Planning, Monitoring and Evaluation should report to the Committee within a month the status quo with regard to the high turnover rate of the Accounting Officers in the public service and also provide mitigating plans.
Government must move with speed in establishing the Administrative Head as proposed in the National Development Plan to ensure stability in the Accounting Officer's position and this should be done within the current administrative term.
The Department of Planning, Monitoring and Evaluation should develop an action plan in addressing Auditor-General audit findings and report progress to the Committee in second quarter performance report.
The Department must intensify monitoring activities on the Frontline Service Delivery Monitoring Tool and Citizen Based Monitoring as a way of improving efficiency of service delivery in government facilities. The Department should develop mechanisms to ensure government departments cooperate in improving the frontline service delivery findings in most facilities as an ongoing concern.
The National Youth Development Agency should conduct an impact evaluation on the Grant Funding Programme to determine whether the fund is yielding positive results and creating sustainable business and jobs for young people. The National Youth Development Agency should share with the Committee findings of the study on a quarterly basis.
The National Youth Development Agency must effectively exercise its mandate of integrating various sector plans with the aim of advancing youth development through concerted efforts.
The Portfolio Committee is of the view that the Annual Reports 2016/17 financial year indicates that there are areas in which the Department and the National Youth Development Agency have made significant progress against the set targets. In addition, the achievement of the clean audits over consecutive years clearly demonstrates good governance within the Department and the National Youth Development Agency. The Department of Planning, Monitoring and Evaluation as a custodian of monitoring the implementation of the service delivery agreements should intensify its efforts to foster coordination and collaboration of plans through effective monitoring and evaluation. Coordination requires departments to make trade-offs in the interest of the broader goal of the NDP. The Committee notes that much has been achieved in this regard, however, more still needs to be done to enhance the advancement of the National Development Plan. The Governance Cluster of Parliament is complimented for its contribution towards the BRR Report, and also the Support Staff for the drafting of the report.
Report to be considered.


The development of digital technology has been of enormous importance to the education environment. It also continues to open up possibilities for teachers and students, transforming the classroom in a multitude of ways. And yet, despite its benefits, digital education is not always eagerly embraced by schools and educators. The reasons for this can present as real challenges, but I believe that they are not the insurmountable obstacles they are often perceived to be. Rather, these are opportunities to reframe the way we approach digital education.
In my work on Snapplify's education team, I speak to a lot of schools who feel that they don't have the infrastructure to implement e-learning. Some schools only have a teacher network, where internet access is limited to educators. Other schools have a computer lab, which gives students access to technology during allocated times. On the surface, these may look like barriers, but in reality, these schools already have the ICT basics they need to begin implementing e-learning; that is, a device (or devices) and access to the internet. For schools with limited or no internet connectivity, an offline solution that does not rely heavily on data and bandwidth is of paramount importance.
Another common challenge many schools face when bringing digital education into their classrooms is resistance or reluctance from educators. This most often comes from a lack of confidence. While the benefits of digital education are difficult to oppose, some teachers' hesitation to roll out e-learning is completely understandable, especially if they are not up to speed on particular technology. In these cases, teachers sometimes feel intimidated – not only by the technology itself, but by their students, who are au fait with this technology and often quick to say so. In the classroom especially, the teacher must be viewed as the pedagogical authority.
With this skills gap in many schools, it becomes incredibly important to ensure that educators have the training and support that they need to incorporate technology into their pedagogy. In fact, this is so integral to the success of digital education that we've incorporated teacher training into our initial rollout for schools signing up with Snapplify, with the option of further training during the year, depending on an individual school's requirements. Snapplify is committed to supporting our schools and an essential part of this is supporting educators.


Sherman Alexie's work, even more than that of most authors, seems to toe the line between fiction and memoir. It's very easy to move through "War Dances" as a reader assuming it to be a work of autobiography. And then we get the poem.
Our narrator includes a poem that he wrote about his father. He then goes through, point by point, and notes every way in which the poem differs from the real-life event that inspired it. It is a funny section. It's also very insightful. It casts the entire story in a new light. We are no longer assuming the story to be autobiographical. That suspicion has been confirmed; but it also has been discarded as not quite the right question to ask in the first place. We now see the story as a lie and a truth at the same time. And that's quite a trick on Alexie's part.


text:
Now The Economist endorses Lib Dems
Thursday 5th December – The Economist writes:
British voters keep being called to the polls—and each time the options before them are worse. Labour and the Conservatives, once parties of the centre-left and -right, have steadily grown further apart in the three elections of the past four years. Next week voters face their starkest choice yet, between Boris Johnson, whose Tories promise a hard Brexit, and Jeremy Corbyn, whose Labour Party plans to "rewrite the rules of the economy" along radical socialist lines. Mr Johnson runs the most unpopular new government on record; Mr Corbyn is the most unpopular leader of the opposition. On Friday the 13th, unlucky Britons will wake to find one of these horrors in charge.
At the last election, two years and a political era ago, we regretted the drift to the extremes. Today's manifestos go a lot further. In 2017 Labour was on the left of the European mainstream. Today it would seize 10% of large firms' equity, to be held in funds paying out mostly to the exchequer rather than to the workers who are meant to be the beneficiaries. It would phase in a four-day week, supposedly with no loss of pay. The list of industries to be nationalised seems only to grow. Drug patents could be forcibly licensed. The bill for a rapid increase in spending would fall on the rich and companies, whose tax burden would go from the lowest in the G7 to the highest. It is an attempt to deal with 21st-century problems using policies that failed in the 20th.
Nor has Mr Corbyn done anything to dampen concerns about his broader worldview. A critic of Western foreign policy and sympathiser with dictators in Iran and Venezuela who oppose it, he blamed NATO for Russia's invasion of Ukraine in 2014. Last year he suggested samples of a nerve agent used to poison a Russian former spy in Salisbury should be sent to Moscow, so Vladimir Putin could see if it was his. Under such a prime minister, Britain could not rely on receiving American intelligence. Nor has Mr Corbyn dealt with the anti-Semitism that has taken root in Labour on his watch. Some Remainers might swallow this as the price of a second Brexit referendum, which Mr Corbyn has at last promised. We have long argued for such a vote. Yet Mr Corbyn's ruinous plans at home and bankrupt views abroad mean that this newspaper cannot support Labour.
The Conservatives, too, have grown scarier since 2017. Mr Johnson has ditched the Brexit deal negotiated by Theresa May and struck a worse one, in effect lopping off Northern Ireland so that Britain can leave the European Union's customs union. The public are so sick of the whole fiasco that his promise to "get Brexit done" wins votes. But he would do no such thing (see article). After Britain had left the eu early next year, the hard work of negotiating a trade agreement would begin. Mr Johnson says he would do this by the end of 2020 or leave without one. No-deal is thus still on the table—and a real prospect, since getting a deal in less than a year looks hard. The best estimates suggest that leaving without a deal would make average incomes 8% lower than they would otherwise have been after ten years.
Brexit is not the only problem with Mr Johnson's new-look Tories. He has purged moderates and accelerated the shift from an economically and socially liberal party into an economically interventionist and culturally conservative one. Angling for working-class, Leave-voting seats in the north, he has proposed extra state aid, buy-British government procurement and a sketchy tax-and-spending plan that does not add up. Also, he has absorbed the fatal lesson of the Brexit campaign: that there is no penalty for lying or breaking the rules. He promised not to suspend Parliament, then did; he promised not to extend the Brexit talks, then did. This chicanery corrodes trust in democracy. Like Mr Corbyn he has normalised prejudice, by displaying his own and failing to investigate it in his party (both men are thought racist by 30% of voters). For all these reasons this newspaper cannot support the Conservatives.
That leaves a low bar for the Liberal Democrats, and they clear it. They, too, have become more extreme since we backed them in 2017. Under a new leader, Jo Swinson, they have gone beyond the idea of a second referendum for an irresponsible promise to reverse Brexit unilaterally. This has deservedly backfired. Yet their economic approach—a moderate increase in spending, paid for by broad-based tax increases—is the most sensible of the main parties, and is the only one to be honest about the cost of an ageing society. On climate change and social policy they strike the best balance between ambition and realism. As last time, they are the only choice for anyone who rejects both the hard Brexit of the Conservatives and the hard-left plans of Labour.
Yet they will not win. So why back them? The practical reason is to restrain whoever ends up in Downing Street. Voters worry that backing the Lib Dems plays into Mr Corbyn's hands, but our modelling suggests that votes and seats would come fairly evenly from both parties (see Graphic detail). Mr Corbyn is preparing to govern with the Scottish National Party, which would back most of his programme in return for another independence referendum. Having more Lib Dems would check his plans. Likewise, they would rein in Mr Johnson. Some Tories cling to the hope that if he wins a big majority he will drop the populist act and rediscover his liberal instincts. They are deluded. If he wins the Brexit-backing seats he is targeting with his promises of more state aid, do they expect him to switch back to the fantasy of building Singapore-on-Thames? The opposite is true: the bigger the Tory majority, the more drastic the party's transformation.
The principled reason is that the Lib Dems are closest to the liberalism on which this newspaper was founded. A strong Lib Dem showing would signal to voters who favour open markets and a liberal society that the centre is alive. The past few years have shown why Parliament needs good people such as Sam Gyimah, who left the Tories because of their extremism, and Chuka Umunna, who left Labour because of theirs. The course of Brexit has been repeatedly changed for the better by independent-minded MPs making the running. If Britain withdraws from the EU in January, the Lib Dem MPs will be among the best advocates of a deep trade deal and the strongest opponents of no-deal. There is no good outcome to this nightmare of an election. But for the centre to hold is the best hope for Britain. ■


Bitcoin is a virtual online currency. Everyone can buy or sell bitcoins on the networks. The Bitcoin transaction process is done via online peer-to-peer technology.
It is managed by dedicated Bitcoin servers. Each time that they communicate, they update and share the information concerning the amount of Bitcoins that each user owns.
There is hardly an Internet User who does not know what Bitcoin is. The term has become so popular since their initial launch in the digital market that they have become almost synonymous with cryptocurrency exchanges in general.
Bitcoin trading was the first ever kind of digitized monetary system to offer independence from the regular government-issued exchanges. While this cryptocurrency was released to much speculation as to it actually has any kind of everyday appliance, the current price of a Bitcoin is estimated to be about $7,200.
The monetary value, of course, is subject to fluctuations but this fact only goes on to prove how big and consistent the daily results of cryptocurrency trading operations can actually be. As to the concerns that some people might have regarding the application of Bitcoin in the real world, then they should know that it is accepted by PayPal, Amazon.com, eBay.com, all e-Wallets, and lots of upscale companies.
How to Choose a Legit Bitcoin Trading Broker?
There are several key principles which users must carefully take into account before deciding on which crypto broker job will do the best job for them. Below follows a short compilation of the most crucial features and characteristics that miners should have in mind.
This means that the particular broker you have chosen should use a stable and powerful trading platform in order to generate positive results when placing the trading transactions.
Also, it is recommended the broker you sign up in to offer a wide range of account types as this will help you decide what level of proficiency you want to deal with while trading Bitcoin.
It is always good to opt for a Bitcoin broker or exchange which has already passed the necessary criteria to be considered legit. Such would be present on the crypto broker's official website as a certificate and unique identification number, issued by the respective country's responsible authorities. This is the only way to ensure the execution and appliance of maximum safety and security protocols.
Unlike most trading solutions which operate solely according to the stock market time schedule, cryptocurrency market is running at any given moment in the comfort of one's very own housing. This is why customer support service should be 24/7 and every staff member must pass through a professional training course in order to address the concerns of the users more thoroughly.
The best Bitcoin brokers do not focus solely on cryptocurrency exchange operations but also allow users to engage in contract-for-differences (CFDs), Forex (FX), stocks, shares, and options trading.
Bitcoin trading is actually the algorithm foundation for the operational process of the cryptocurrency exchange. The most basic level of explaining how it works is that users should partner with a reliable platform which is able to deliver them satisfying results out of this process. Users who are newcomers to the online investing field should consider joining a system that provides auto-trading mode to its customers.
Bitcoin trading can be described as engaging in an open-source and P2P operation which involves the appliance of a decentralized digital exchange rather than a standard monetary payment system. There are many reliable and legit crypto robots which can take care of conduct of such operations all on their own via the use of an autopilot mode.
Newbies can put their trust in them until they have gained enough knowledge to trade on their own. Crypto brokers are also a good and genuine trading solution.
There is one very popular and easy-to-implement investment strategy which does not require sophisticated skills and anyone can implement it into their daily cryptocurrency operations in order to generate good and consistent results.
The currency pair BTC/USD is known to be a popular among traders. The main agenda of most investments is also to buy a particular currency low and sell it high.
These are the two simple principles which can help traders to do well.
Bitcoin trading managed to transform the way digital investment operations are carried out in a way which is favorable for the end user. The cryptocurrency exchange allowed its users to achieve some really satisfying results. It also led to the emergence of other alternative payment systems ('altcoins') and this is why it is here to stay.
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text:
Q: Is there a way to set global eslint options in codesendbox static template? Is there a way to configure eslint globally in Codesandbox static project. I tried to add .eslintrc.json file to the root of the project, but I still get the eslint's no-undef warnings I try to supress:
{
  "globals": {
    "cornerstone": true
  },
  "rules": {
    "no-undef": "off"
  }
}


The International Rabbinic Fellowship together with the house of Israel mourns the passing of Rabbi Yosef Shalom Elyashiv, the leading Lithuanaian Haredi halakhic decisor, at the age of 102 in Jerusalem. Rabbi Elyashiv, a relative by marriage of the late, sainted, Rabbi Shlomo Zalman Auerbach, served for many decades as a dayan (rabbinical judge) in the Chief Rabbinate court system in Israel before retiring in the early 1970's. He then went on to devote himself to a life dedicated exclusively to Torah study and rendering halakhic decisions. In the last decade of his life he also became increasingly involved in serving as the guide of organized Lithuanian Hareidi Jewry on political, social and halakhic issues of the day.
May his entire family be comforted amongst the mourners of Zion and Jerusalem.


text:
Woodpulp Traffic on the ACR
Not to be confused with raw products like pulpwood logs or woodchips, wood pulp is a semi-processed intermediate step in the paper production. While some paper mills, like the Abitibi (later St. Marys) paper mill in Sault Ste. Marie are integrated mills covering the entire paper-making process from logs to pulp to finished paper, some mills are only pulp mills, producing market pulp which is sold to other mills for turning into other finished paper products.
Boxcars in the transfer track at Franz will likely be in wood pulp service. Late 1990s, WRMRC collection.
While there weren't any pulp mills on the Algoma Central, this was a very common form of bridge traffic from pulp mills on along the north shore of Lake Superior served by Canadian Pacific at Marathon, Terrace Bay and/or Red Rock to finishing mills in Michigan and Wisconsin. Some pulp may have also been delivered to the mill in Sault Ste. Marie, but I believe most of this traffic actually crossed the border into Michigan.
Switchlist at Franz showing several loads of woodpulp, mostly bound for export via Sault Ste. Marie; note one car for Kapuskasing to be lifted by northbound train to Hearst. c1991
This switchlist at Franz also shows that at least some of this traffic went north to mills east of Hearst on the Canadian National (now Ontario Northland) as well. The switchlist shows one car of woodpulp being forwarded to the Spruce Falls Power & Paper mill at Kapuskasing, which produced newsprint.
Wood pulp continues to be an important source of bridge traffic on the former ACR. My recent visits have resulted in spotting quite a number of pulp service boxcars owned or leased by CP on the ACR: at Sault Ste. Marie arriving in the daily freight train from Michigan, at Hawk Junction in the regular CN freight, and in the siding and transfer tracks at Franz (as seen from my ride on the Tour of the Line in 2013).
Modern example of a CP wood pulp service boxcar at Hawk Junction, July 2013. Plates at top and bottom of car are covers for vents, common on modern cars assigned to pulp service. My photo.
This entry was posted in Operations, Prototype and tagged Boxcar, Canadian Pacific, CP, Operations, Prototype, Woodpulp by Chris van der Heide. Bookmark the permalink.
seven + = 8


Car sharing is rapidly growing and now available on Amsterdam Science Park. It enables employees to commute to work by train or bike and book a Car2Use car for their business trips.
Amsterdam Science Park is very well accessible by public transport and bicycle. However, due to occasional business appointments people still drive to work by car. But most of the time the car is left unused on the parking lot until it is time to go home. This is where Car2Use helps you out!
Where do I find a Car2Use car?


Three lone Republicans voted in favor of keeping an Obama administration regulation that limited methane emissions from oil and natural gas drilling sites on Wednesday, according to The Hill.
Republican Sens. Lindsey Graham (SC), John McCain (AZ), and Susan Collins (ME) along with all 48 members of the Democratic Party joined together in an alliance to defend Barack Obama's regulation.
Therefore, Republicans who voted in favor of the removal will ask Interior Secretary Ryan Zinke to act instead.


text:
Bitva o Erzincan (rusky Эрзинджанское сражение, turecky Erzincan Muharebesi) bylo vojenské střetnutí armád Ruského imperia a Osmanské říše v rámci bojů první světové války na kavkazské frontě. Bitva se odehrála ve Východní Anatolii u města Erzincan od 2. do 25. července roku 1916. Ruské kavkazské armádě pod velením generála Nikolaje Judeniče se v boji podařilo porazit Osmanskou 3. armádu vedenou generálem Vehipem Pašou.

Judeničovi se na počátku roku 1916 podařilo dobýt osmanskou pevnost Erzurum a obsadit strategicky významný černomořský přístav Trabzon, kudy mohli Rusové efektivněji doplňovat své zásoby a síly na kavkazské frontě. Enver Paša proto nařídil 3. armádě, aby se Trabzon pokusila dobýt zpět. Po selhání osmanské ofenzívy však Rusové zahájili protiútok, během něhož oblehli a obsadili Erzincan. Tím přerušili nepřátelské zásobovací linie a donutili Osmany ustoupit.

Odkazy

Reference

Literatura

Externí odkazy

Kavkazská fronta (první světová válka)
Rusko-turecké války
Bitvy Ruska během první světové války
Bitvy Osmanské říše během první světové války
Bitvy roku 1916
Erzincan (provincie)
Bitvy svedené v Turecku


This book had been eyeing me since all of last year. At the airport, on my Instagram feed, lists of must-read books and at every bookstore I waltzed into – which were many and quite often. It was everywhere. Late last year, I finally gave in and got myself a copy.
Black Water Lilies by Michel Bussi is based in the French village of Giverny where Impressionist painter Claude Monet had lived and worked, from 1883 to 1926. He created a magnificent garden that was the subject of his paintings, and went on to make numerous renditions of the water lilies that graced the pond. This garden is exceptionally beautiful, with its azaleas and pines, wisterias and even a Japanese bridge. I was quite unaware about the existence of the water garden, but this book made me look it up, and it is beyond words. It left me stumped. Those who love working with colours would have a field day here. No wonder Monet said he was in raptures when in his garden. It looks breathtaking.
The world of Giverny is first introduced to the readers, making them acquainted with the residents and describing the intense beauty of the place they live in. The story talks of the inhabitants that are under the dark cloud of murder. The sequence of events takes place in a span of thirteen days, when Monet's house and gardens are thrown open to tourists. The story begins with the murder of Jerome Morval, an ophthalmologist, who was found dead in the stream that runs through the gardens. The police find a postcard of Monet's Water Lilies in his pocket with this sentence written on the back – 'Eleven years old. Happy Birthday.' Jerome was known to be quite the ladies' man, finding his way into their hearts and pants. Quite the character. Pity, he was the one who died.
'Three women lived in a village.
In the scheme of things are these three women, of three ages, with vastly different personalities. The young Fanette Morelle who was a gifted painter, the vivacious Stephanie Dupain who was interested in artists and the third was the oldest, the narrator. I must add I was quite jealous of Fanette. She was a child prodigy, someone so gifted that she could spin magic with her brush and colours. Yes, I wish I had talent like that. Stephanie, who taught the children in the village school, was drop-dead gorgeous. Men couldn't keep their heads on their shoulders when they were around her. And the last, the old lady, spoke her true mind. She didn't mince words. And this is something I've come to realise. The older we get, the more we stop bothering about what to say and where to say it. The filter in our minds gets rusty, or we just tend to ignore it. But the narrator, boy, I'd stay out of her way.
There are also two policemen investigating the murder. The dashing Inspector Laurenc Serenac, who was recently transferred to Giverny. He's part of the young force, and brings with him his quirky brand of humour and weird investigation techniques. To be honest, in the beginning I didn't quite like him. He didn't have the characteristics I'd expect a typical policeman to possess. But later, I guess he grew on me. His deputy, Inspector Sylvio Benavides, is more of a reliable person, always keeping his finger on all facts, and not believing in everything related to gut instincts. In what seems like an initial mismatch of a pairing, later blends into a great partnership. And while I thought Laurenc didn't care about his deputy, it was much later when I realised that was not the case. I guess some of us need time to warm up to others.
Those who are close to me know I am quite the reluctant traveller. Always tense, never at ease and this is why I love reading books that almost transport me to another place, where I get to soak in the ambience, acquaint myself with new surroundings, familiarise myself with the inhabitants of a new world and immerse myself in their lives. This book was nothing short of a treat. It sprouted in me the yearning to pick up a brush again. Every description was so lush, so rich, it left me quite mesmerised.
In short, pick up this book. Please. It will take you on a wonderful journey. I, for once, read it so slowly, savouring the lines, its construction, enjoying the details. I would often read some paragraphs over and over again, hoping to memorise the descriptions of the gardens, inserting them in my brain. I don't think if I'll ever get to see Monet's ethereal gardens in real life or his home with rooms painted in bright pop of colours. Who knows? Someday, may be.
Kindly note: I prefer not to term my posts on books as reviews, but musings, sharing my opinions, how it made me feel and the thoughts that streamed through my head while reading them.
reluctant traveller … hmmmmm . Would love to read this now as you recommend this.