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|Yes, those are macaroni noodles on the floor.
I told myself I would write about anything that affected me as a wife, mother, as a woman. I think ultimately most women want a nice kitchen, at least I know I do. An ongoing thorn in my side, the Disco Kitchen, as I call it, the culinary hub of my home, is about to get a bit of a facelift.
Notice I say a bit. Not a big one, I guess. But yesterday I was informed that that damned linoleum floor is going to be ripped out.
The heavens are singing! I can feel the vibrations!
After my husband had to swallow his pride and give in to the idea that they weren't going to rip it out and start fresh (which is what the maintenance guy in charge said he would do if it were his home, thanks for letting us know), but rather just cover it up, we've decided okay, fine - just get rid of it. We don't care how you do it. We're so sick of looking at linoleum that predates us that we're happy to get it over with already.
The house we live in was built as the Presbyterian manse, to house the pastor, in 1906. My husband's employer purchased the house in the late 80s from the church, and housed faculty in it. Not surprisingly, it is predictably Presbyterian throughout - with the exception of lovely hardwood floors throughout. Or at least, what would be hardwood - had it not been covered up with circa 1950s-style linoleum. I was hopeful that perhaps no, the maintenance department was wrong in telling me that there was no way the floors could be restored, that no, you wouldn't really need a hydrogen bomb to ply the stuff off.
Once I realized there was no hope, I stewed over it as I sat in church - the same church that used to own "our" house - and stared at the backs of blue-haired ladies wondering, Which one of you was it? Which one chose that crap to cover perfectly good hardwood floors?! I wanted to know. Now.
To further pour salt in my wounds, a woman from church came over and said smugly, "Yeah, I remember that floor." I figure I was must have been about six when that decision was made.
My precious wooden floors - which really aren't that precious - are probably the nicest feature of the house anymore, even though I can see through to the basement in several spots. There are holes drilled (which I've seen in another old house as well) which are no doubt to run TV cable through - my kids love to stuff things, like cereal, down the holes until there's a big pile of Kix on the basement floor. As probably only the third family to live here, we had to wait several weeks before the last guy - who rented a dumpster, he had so much crap to throw out - gathered his belongings and left for Greener Pastures. When I went inside for a quick peek, I was horrified: plaster coming off the walls, dingy paint, and that stupid disco flooring. The kitchen looked like a cave. Not that I minded their eclectic taste in furnishings and old movie posters, but honestly, a good cleaning wouldn't hurt. And it doesn't say a whole lot when the maintenance department was never allowed in. For 20 years.
Like most women, probably, I daydream about the wonderful renovations I want my kitchen to undergo. Knock a wall out here, add on there. A sun room, a play room. A kitchen that's functional. Nothing too fancy, just functional. Because right now, the state of my kitchen would be enough to make Paula Deen's butter turn rancid.
Last night I battled while making 8 pounds - 60+ servings "for a couple hundred!" people - of pasta. Elbow macaroni were everywhere, on the floor, a serving ended up in the sink. As I chopped celery by hand, a giant Tupperware container fell off the top of the coffeepot into the middle of my cutting board. I flung it on the floor. This never happens to Giada DeLaurentiis. I pictured Ina Garten's sleek, pristine kitchen island. I want one of those. It doesn't have to be stainless, or granite - just something other than an old table whose leaves are so warped that everything you put on it slides off onto the floor. (At least dirt doesn't show.)
So, Disco Kitchen, your days are numbered.


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RACELAND Russell baseball has implemented a new rule when the Red Devils are batting.
Stopping at first base is optional.
Six of the Devils' 10 hits on Monday night went for extra bases as Russell knocked off Raceland, 11-4, in 63rd District action.
"I keep reiterating that they keep taking to the approach of going gap to gap," Russell skipper Tim Rice said. "When we do that, we see the ball, we let it get deep, we're a tough team to beat."
Landon Brewer sparked the hitting frenzy to open the contest with the first of five doubles by the Devils on the evening. Casey Hensley's first two-bagger bookended Brewer's, sandwiching a Nick Conley towering two-run shot to left center for a 3-0 lead.
"There may not be a hotter kid in the region right now than Landon Brewer," Rice said. "The way that he just flips his wrists and drives the balls in the gaps, he can be pretty special."
The senior finished 3 for 4, scoring three times while notching his team-high eighth double of the year.
Russell's (16-7) offensive attack returned in the second after back-to-back doubles by Jesse Lyon and Justin Manning from the 8- and 9-holes made it 4-0, Devils.
"There's not a weak link in our lineup right now," Rice said. "Regardless of who is hitting in the 9-hole, I have confidence that those guys going in aren't in the 9-hole because they are a weak out. They are there because they can run and do some things and turn that lineup over for us."
Rams head coach Marty Mills said the quick start for the Devils was key in their win.
"It set the tone," Mills said. "I think we kept fighting back, but it took us two or three innings to figure out what was going on."
Russell tacked on three more in the third behind Brewer and Hensley singles for a 7-0 lead before the Rams found their first hit of the night.
The Rams (12-8) came to life in the third after Braden Shore's infield single provided their first baserunner of the game. A Hunter Parsons walk gave the Rams their first scoring opportunity and Kirk Pence cashed in with a two-RBI single to right, trimming the lead to 7-2.
However, Brewer and Hensley struck again, with the latter smacking his second double of the night, a two-run hit to left that one-hopped the wall for a 10-2 lead.
"There's not a guy on our team that works harder than Casey when it comes to his swing," Rice said. "When he keeps that front shoulder in, the hands work a little better and he can start to drive the ball." Hensley had 3-for-4 night at the plate while driving in three runs.
Raceland added a run in the fifth and sixth with Seth Mills smacking his first home run on a solo shot to left.
"I was pretty proud of our kids," Mills said. "They didn't lay down. They fought back a little bit and they've been doing that all year."
Rice said tonight's matchup will be another duel between district rivals.
"Every time the Rams and Red Devils get together it's a dogfight," Rice said. "I don't expect that team to lie down just because we've got our ace on the mound."
The teams reconvene tonight in Russell at 6 for the second of a two-game swing.
RUSSELL 313300 1 — 11 10 1 RACELAND022 011 0 — 4 5 4 Gillum, Carter (5), Manning (7) and Brinkman; S. Mills, Tate (4) and Kilburn, Heighton (4). W — Gillum. L —S. Mills. 2B — Hensley 2 (RU), Brewer (RU), Lyon (RU), Manning (RU). HR—Conley (RU).

subset: commoncrawl


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Contact Drive Electric, LLC at (520) 209-1669 if you have any questions or concerns.


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We have been blessed these last few days in Chamonix with lovely spring conditions! The sun is shining, we have clear blue skies and the days are getting longer. Our local mountains have a reputation for offering some of the best skiing and mountaineering routes in Europe, but Chamonix is also a fantastic destination for any traveller; even if high mountain sports aren't your thing. You never know, what starts out as a new activity could develop into a full blown passion!
Here we've narrowed down the 'alternative outdoor activities' to just 5 for you, all definitely worth trying!
Paragliding – as we said, perhaps high mountain sports aren't your thing but the freedom of the skies could be! Nothing beats seeing Chamonix from above and the panoramic view of the Mont Blanc Massif is outstanding, to say the least. There are many paragliding companies to choose from, offering tandem flights or you can take lessons and learn to fly solo.
Snowshoeing – A perfect activity available to anyone at any age. Unlike most mountain sports that are high adrenaline or can be physically demanding, snowshoeing is a great combination of sightseeing, hiking and being outdoors enjoying the snow and the fine weather. You can hire a local guide or grab a trail map, rent (or buy) some suitable gear and discover Chamonix's great trails on your own.
Fat bikes – similar to any mountain bike except the tires are fatter to handle the snow! If you like mountain biking then you will love using these fat bikes. There are a few biking shops in Chamonix that operate during the winter and rent out fat bikes. You can also find guided tours so you can ride in a group with friends and family of all ages and levels.
Horse riding – The Equestrian Centre of Mont Blanc, offers "snow" riding and ski joëring during the winter. Ski joëring, originated in Norway, combines skiing and horses; the horses wear a harness and a rectangular leash for the skier to hold and be pulled around gently on trails around the Les Houches area. What fun!!
Ice Skating – There are two outdoor ice skating rinks located in Les Houches and Vallorcine. Both rinks are open every day and ideal for an outing with friends and family. We advise checking opening hours as they may change depending on weather conditions.
Photo sources: www.chamonix.net, www.chamonix.com, www.skijoeringmontblanc.com


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Greetings! This is my personal showcase for a number of different things that matter to me.
About me
It's pretty simple really, I'm an IT professional by trade and an amateur artist in my spare time. I'm a victim of genetics, but I try to maintain a positive and healthy attitude about that, and I try to help others by sharing information I've gathered along the way.
What's here?
In no particular order, here's what's important to me right now:
- Digital Art: Art is an escape for me. My art is borne of photography, but it's not your typical photography. I like to digitally manipulate the world. Any self-respecting photographer would call that cheating, but I don't really see it that way. Over the ages artists have used all sorts of new media to represent their vision. This is just my iteration of that evolution.
- 7500 Hz: This is where I share my experience in coping with Meniere's Disease with other MD sufferers. I was diagnosed in 2007 and have managed to conquer the most debilitating aspects of this disease. Want to know why it's called 7500 Hz? You'll have to read the story.


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Arlington in Arlington County, Virginia — The American South (Mid-Atlantic)
Moses Ball Grant
Erected by Arlington County, Virginia.
Location. 38° 51.66′ N, 77° 7.725′ W. Marker is in Arlington, Virginia, in Arlington County. Marker is on Carlin Springs Rd., on the right when traveling north. Touch for map. Located at the bus stop in front of the parking lot for Virginia Hospital Center Urgent Care Center. Marker is at or near this postal address: 601 S. Carlin Springs Road, Arlington VA 22204, United States of America.
Other nearby markers. At least 8 other markers are within walking distance of this marker. Carlin Community Hall (approx. 0.2 miles away); The Ball-Carlin Cemetery (approx. 0.2 miles away); Original Federal Boundary Stone SW 7 (approx. ¼ mile away); John Ball House (approx. ¼ mile Carlin Springs (approx. 0.4 miles away); Glencarlyn Station (approx. half a mile away); Bailey's Crossroads (approx. half a mile away); Mary Carlin House (approx. 0.6 miles away). Touch for a list and map of all markers in Arlington.
Additional keywords. Ballston
Categories. • Colonial Era • Settlements & Settlers •
Credits. This page was last revised on June 16, 2016. This page originally submitted on October 19, 2010, by Don Burdick of Arlington, Virginia. This page has been viewed 1,564 times since then and 7 times this year. Last updated on June 6, 2012, by Kevin Vincent of Arlington, Virginia. Photos: 1. submitted on October 19, 2010, by Don Burdick of Arlington, Virginia. 2. submitted on March 15, 2016, by J. Makali Bruton of Querétaro, Mexico. 3, 4. submitted on July 20, 2012, by Kevin Vincent of Arlington, Virginia. 5, 6. submitted on March 15, 2016, by J. Makali Bruton of Querétaro, Mexico. • Craig Swain was the editor who published this page.


text: New website coming soon…13 August, 2016RuralAccent0 Comments1380 ViewsOur website is under development. Please come back soon 🙂 Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)Click to share on Google+ (Opens in new window) Related Liked it? Please take a second to support RuralAccent on Patreon!Categories: NewsRuralAccent Leave a Reply Cancel Reply Your email address will not be published. Required fields are marked *Comment Name * Email * Website Notify me of follow-up comments by email. Notify me of new posts by email.


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I dare you to make less sense
Or, VENTURE BROTHERS, revisited:
My initial impression -- namely, that THE VENTURE BROTHERS were little more than THE TICK meets JONNY QUEST, and overall, the show was consistently only about half as funny as THE TICK, turns out to have been premature. As Mike Norton said in the only comment this blog has had in over a year (I think), you can't judge the series by the first seven episodes. It does, indeed, evolve over the first and second seasons into something that is far more complex and valuable than merely the sum of all its inadequate, badly damaged parts.
I kind of wish I'd watched the first two seasons without having the Big Secret About Hank And Dean pre-spoiled for me. As it was, I probably didn't get the full impact of the death scene at the end of Season 1, or the revised credit scroll at the start of Season 2.
Having said all that, and having watched with real pleasure as what at first seemed an extremely formulaic show did indeed develop into something with real depth and breadth, something that was both nuanced and rich, something that actually rose above the limitations of the genre and became a multifaceted and almost beautiful and moving ongoing story of one of the world's most tragically disfunctional extended emotional families, replete with some of the most bizarrely developed and unhealthy psychic symbioses imaginable... for all of that, I find myself, in the end, feeling disappointed.
I know where it came from. I went into the last two episodes of Season Two psyched, thinking "Okay, next paycheck I'm buying Season 3". I emerged on the other end of that particular 2 parter... deflated. It was a big grand superhero wedding story, and all my favorite VENTURE BROTHERS characters were there... and overall, I was just kind of bored and disappointed and depressed by it. Phantom Limb had been kind of cool, but now he was just another jerk. Dean's addled, delusional wanderings through the Monarch's engine room filled me with a burning desire to watch nearly anything else, even ROCK OF LOVE, while they were onscreen. The ongoing saga of the Monarch, Dr. Girlfriend/Fiance, the Monarch's two numerically-named henchmen, the revelation of the true identity of the Sovereign... nothing really seemed to work for me. The only thing that really worked for me was watching Brock lead the Monarch's horde of nearly worthless goons in an attack on Phantom Limb's forces... and Brock always works for me.
Which is yet another reason I'm disappointed... apparently, Brock leaves at the end of the third season, and is replaced as Dr. Venture's bodyguard by Sgt. Hatred. Yay.
So, yes, THE VENTURE BROTHERS did grow up to be something far more than it seemed like it could in those first seven episodes, and I did very much enjoy a lot of what I've seen much more than I expected to. But at this particular moment, I largely feel disappointed in the series, and have little interest in watching any more of it, knowing what I do of its future direction.
AUGH where the hell is the rest of the post GIVE IT TO ME NOW!


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I love, love LOVE potato and leek soup, but I always figured it would be quite high in calories (and perhaps it usually is, depending on the recipe). I cobbled this together after looking at various recipes tonight and it's delish at under 200 calories without bread - a slice of bread would bring it in at just under 300 calories which would also be good. Not for accelerator days due to the potatoes of course, and for that reason I'll probably have it for light lunches during the week instead of dinners.
It serves three because that's the quantity that fits in the Thermomix. Calorie contents are taken from Calorie King.
Potato and leek soup
1 large leek, chopped roughly (include as much of the green as possible)
1 small onion, halved
500g potatoes, peeled and cubed
10g olive oil
700mL water with 1tbsp vegetable stock concentrate (if you don't have this, use 720mL vegetable or chicken stock)
120mL milk (I used full-cream, you could use skim for even fewer calories)
Freshly ground pepper to taste
Place leek and onion in TMX, chop approx. 10 second on speed 7. Add olive oil and saute for 5 minutes at 100deg on speed 1.
Add potatoes, water & stock concentrate. Cook for 20 minutes at 100deg on speed 1.
Add milk. Turn dial from 1 to 8 for approx 30 seconds or until desired consistency.
Season with pepper to taste.
If you don't have a Thermomix, chop the onion and leeks more thinly to start with. Saute with olive oil in a pan until soft (10g is 2 teaspoons). Add stock & potatoes, bring to the boil, simmer for a while (LOL, I don't know, I never make soup on the stove top anymore, 30 minutes?). Remove from heat, add milk and blend with a stick blender or in a blender jug/food processor until desired consistency.


text: So here is my entire issue. I was rooted and running Liberty. Was having issues with my touch screen not working while the keyboard was open and then the phone started having issues with the touch screen not working at all. Rooted using z4, not overclocked at all, had Liberty running with launcher Pro. Uninstalled all applications that may have been causing problems. still did it. went about sbf'ing the phone using TBH & MyDroidWorld Present: Droid 2 (2.3.20) Triple Threat and still have no touch screen. I'm out of warranty so im trying to find a way around getting a new phone. My thing is i think I may have sbf'ed wrong. I wasn't sure how to go about the drivers bit. Any help would be GREATLY appreciated.


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Blending the past, present and future, Nadia Morgenthaler creates timeless jewels with a contemporary feel for today's 21st century woman. Her stunning creations are a poetic fusion of time, where old-fashioned techniques of a bygone era meet richly detailed, conceptualized designs. In December 2013, Nadia launched her own brand after creating jewelry for a number of other jewelers for over 20 years. Based in Geneva, she is a rarity in the world of jewelry, being both a highly-skilled master jeweler and a visionary designer. After completing her studies at the École d'Arts Appliqués in Geneva, Nadia spent five years on the workbench to acquire the technical know-how provided by the master jeweler Philips Bonet in his workshop in Geneva. Then, after two years designing for Chopard, she realized her passion lay in not only the designing of jewelry but in the creation process as well. Following this passion, she joined the renowned workshop Arts Fusion SA in Geneva who specializes in hand-crafting high-end pieces for a variety of clients, from renowned small designers to preeminent jewelry houses. Since becoming director of that workshop in 2009, Nadia seized this rare opportunity to build her own fine jewelry brand in house. All the while, the ardent jeweler juggles a number of responsibilities with seemingly effortless facility, continuing to work on other designers' pieces as well as managing the workshop simultaneously.
For five years, Nadia meticulously worked on her brand, its image and the jewelry whenever her workshop's schedule allowed. Such diligent devotion clearly demonstrates just how deep her love of jewelry runs. Every aspect of the brand, from concept to launch, bears her personal point of view as she worked side-by-side with her graphic artist, website designer and everyone else along the way.
Where Nadia's aesthetic is most apparent is, of course, in her jewelry. When she finally unveiled her brand last December, her first collection is comprised of nearly a dozen pieces that define her unique artistry and commitment to perfection. A seamless amalgam of motifs from the past, such as the romantic lines of the Belle Époque or the luxurious aura of the Maharajas, the present, and a touch of the future characterize her creations.
Details of daily life, like the columns of a building or the majestic contours of a wrought iron gate, spark a three-dimensional idea in her head. As time passes, the kernel of a vision evolves into an intricate miniature construction, as she calls it, which she then translates into reality. The result is a piece of jewelry that is uncompromising and exceptional – not a single millimeter is left undesigned.
What's more, Nadia's jewelry begs to be touched for its movement is another important element of her designs. Pearls, especially, and elegant colored stones abound in her handful of pieces, exquisite materials that help bring the jewel to life. For now, her jewelry can be seen at her showroom in Geneva and at FD Gallery in New York.
In a time when jewelry connoisseurs increasingly desire only the most exclusive jewelry of the finest craftsmanship, Nadia could not have picked a better time to launch her eponymous high-end jewelry line. I, for one, cannot wait to see what the future holds for the exceptionally talented Nadia Morgenthaler.


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September Guide to Water-Related Collective Action
- Avis Brook Malone
- 3 years ago
- Views:
1 September 2013 Guide to Water-Related Collective Action
2 ACKNOWLEDGMENTS Project Team Rob Greenwood, Rob Willis, and Morgan Hoenig Ross Strategic, Guy Pegram and Hannah Baleta Pegasys Strategy and Development, Jason Morrison and Peter Schulte Pacific Institute, Robin Farrington Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and Water Futures Partnership, Acknowledgments The CEO Water Mandate Secretariat and project team would like to thank: Michelle BaChir, Bogachan Benli, Leslie Lowe, Alexis Morgan, Danielle Morley, Stuart Orr, and Brian Richter for their insight and feedback on earlier versions of this Guide; The members of the Mandate s Collective Engagement Working Group (CEWG) for their support and feedback during the development of the Guide; and AB InBev, Anglo American, Finlays Horticultural Kenya Ltd., Molson Coors Brewing Company, SABMiller, Sasol New Energy, Suez Environnement, and The Coca-Cola Company for their willingness to contribute collective action case material for inclusion in the Guide. Disclaimer All of the views expressed in this publication are those of the CEO Water Mandate and the project team and do not necessarily reflect those of the reviewers, members of the CEWG, or the contributing companies. Designer Todd Roufs, Ross Strategic Cover: Lower right photo by Laura German, courtesy of African Highlands Initiative September 2013 ISBN: ISBN-13:
3 Guide to Water-Related Collective Action September 2013
4 Guide to Water-Related Collective Action CONTENTS 1. Introduction Scope and Purpose of the Collective Action Guide Understanding Water-Related Collective Action Drivers and Motivations Collective Action and Water Potential Benefits Levels of Engagement Preparing for Collective Action Scoping Water Challenges and Action Areas Identifying and Characterizing Prospective Participants Selecting the Level of Engagement Designing Collective Action Engagement Structuring and Managing Collective Action Characteristics of Effective Collective Action Collective Action Structural Elements Conclusion...37 Appendix A: Resources...38 Appendix B: Characterizing Water-Related Challenges and Identifying Collective Action Areas...40 Appendix C: Identifying and Characterizing Interested Parties...44 Appendix D: Selecting Collective Action Engagement Level...46 Appendix E: Considering the Five Principles of Responsible Business Engagement with Water Policy...49
5 1 INTRODUCTION Launched by the UN Secretary-General in July 2007, the UN Global Compact s CEO Water Mandate (Mandate) is a public-private initiative designed to assist companies in the development, implementation, and disclosure of water sustainability policies and practices. The Mandate recognizes that the business sector, through the production of goods and services, significantly impacts water resources both directly and through supply chains. Mandate-endorsing CEOs acknowledge that to operate in a more sustainable manner and contribute to the vision of the Global Compact and the realization of the Millennium Development Goals, they have a responsibility to make water resource management a priority and to work with governments, UN agencies, nongovernmental organizations (NGOs), local communities, and other interested parties to address global water challenges. In November 2010, the Mandate released the Guide to Responsible Business Engagement with Water Policy (Guide to Responsible Engagement). The publication defines responsible engagement as corporate water management initiatives that involve interaction with government entities; local communities; and/or civil society organizations with the goal of advancing: 1) responsible internal company management of water resources within direct operations and supply chains in line with policy imperatives and 2) the sustainable and equitable management of the catchment in which companies and their suppliers operate. The case for responsible engagement is built on the premise that water-related risks are shared among government entities, businesses, communities, and the environment, and the Guide to Responsible Engagement reflects the belief that facilitating equitable processes through which all affected parties can come together to mitigate these shared risks or pursue improvement opportunities is a powerful tool for combating this century s mounting water challenges. Success in responsible engagement is thus critically tied to effective collective action among all parties with a stake in sustainable water management at the relevant scale local, regional, national, or international. The Guide to Responsible Engagement presents five principles (see text box below) that foster effective, sustainable, and equitable external engagements related to water. These principles, which apply equally to water-related collective actions, will bolster the credibility and effectiveness of a company s collective action engagements, and should thus frame the use of this Guide and the implementation of related engagements. Appendix E, Considering the Five Principles of Responsible Business Engagement with Water Policy, provides a detailed articulation of these principles as first presented in the Guide to Responsible Engagement. Effective collective action is both the key to approaching shared water risk successfully and to addressing a substantial point of vulnerability for many companies. In its most productive form, collective action leads to a strong sense of shared interests, shared responsibility, and shared benefits. Companies will typically embrace collective efforts with interested parties to benefit from their experience, gain fresh ideas and perspectives, enhance credibility and legitimacy, increase the momentum for tackling a water challenge, 1
6 Guide to Water-Related Collective Action pool resources to address common objectives, or simply become better stewards of a water resource. This Guide presents several case examples of collective action that have resulted in substantial water-related risk reduction and stewardship enhancements for both individual companies and a full range of interests within a watershed. These case examples exemplify the success many companies and communities have realized by engaging in collective action. This Guide also addresses, however, a reality: that effective collective action requires establishing nonconventional relationships with nontraditional partners, and involves a commitment to shared goals and the recognition of the potential for tradeoffs between company interests and broader public benefits. It can expose a company to a complex landscape of needs, interests, personalities, and organizational structures. Collective action requires the development of new skills and knowledge, such as a more in-depth understanding of community needs and values, and enhanced capabilities to connect with government and NGO actors. Companies engaging in collective action can face a host of vulnerabilities, including additional public scrutiny, unrealistic expectations, and skepticism about motives. Done poorly, collective action can undermine a company s reputation, tarnish product brands, and exacerbate existing problems. The CEO Water Mandate Guide to Water-Related Collective Action speaks directly to these opportunities and challenges by providing a stepwise approach to collective action preparation. It will help a company connect the right topics with the right people in an engagement process that is appropriately structured to optimize the collective efforts and impact of all participants. Principles of Responsible Business Engagement in Water Policy Principle 1: Advance sustainable water management. The engagement in water policy must be motivated by a genuine interest in furthering efficient, equitable, and ecologically sustainable water management. Principle 2: Respect public and private roles. Responsible corporate engagement in water policy entails ensuring that activities do not infringe upon, but rather support, the government s mandate and responsibilities to develop and implement water policy. Acting consistently with this principle includes a commitment to work within a well-regulated (and enforced) environment. Principle 3: Strive for inclusiveness and partnerships. Responsible engagement in water policy promotes inclusiveness and equitable, genuine, and meaningful partnerships across a wide range of interests. Principle 4: Be pragmatic and consider integrated engagement. Responsible engagement in water policy proceeds in a coherent manner that recognizes the interconnectedness between water and many other policy arenas. It is a proactive approach, rather than one responsive to events, and it is cognizant of, and sensitive to, the environmental, social, cultural, and political contexts within which it takes place. Principle 5: Be accountable and transparent. Companies responsibly engaged in water policy are fully transparent and accountable for their role in a way that demonstrates alignment with sustainable water management and promotes trust among stakeholders. Source: The CEO Water Mandate, Guide to Responsible Business Engagement with Water Policy (November 2010). 2
7 2 SCOPE AND PURPOSE OF THE COLLECTIVE ACTION GUIDE This Guide focuses on water-related collective action; and it targets, but is not exclusive to, companies relatively new to external engagement on water issues. The Guide is designed to support the internal company discussion and analysis needed to define collective action needs and intentions in a manner that leaves the company well-prepared to initiate external-party discussions and collective action activities. Other parties governments, nongovernmental organizations, and others may also find the strategies and insights presented here to be useful even though they are not the primary audience for this publication. This Guide positions collective action as coordinated engagement among interested parties within an agreed-upon process in support of common objectives. It acts as an invitation to, and a resource for, your company to engage in multi-party collaborative efforts that are the backbone of urgently needed progress on sustainable water management. Collective action can take a variety of forms, ranging from a relatively informal exchange of perspectives to highly structured processes of joint decision making, implementation, and accountability. A successful collective action will typically build from a shared sense of risk, responsibility, and benefit among interested parties, and the collective action process will emphasize joint, two-way dialogue that leads to stronger outcomes than those achievable through unilateral action. This Guide will help a business effectively connect the water resource management challenges of importance to multiple parties and develop a collective action engagement that will best suit particular circumstances. It is structured around five elements of collective action preparation: 1) scoping the water challenges and action areas that collective action will address; 2) identifying and characterizing the interested parties on whom action areas critically depend; 3) embedding the challenges, action areas, and interested parties in a level of engagement that will optimize the effort and shared benefits of participants; 4) designing the collective action engagement; and 5) structuring and managing the collective action. The remainder of this Guide presents the five elements in a stepwise process (see Figure 1) that can support a company s water-related collective action. It begins with an introduction to collective action in the context of water resources (Section 3), traverses a four-step process for collective action preparation (Sections 4.1 through 4.4), and ends by providing key considerations for structuring and managing collective action engagement (Section 5). Figure 1: Elements of Collective Action Preparation ELEMENT 1: Scoping Water Challenges and Action Areas (Section 4.1) ELEMENT 2: Identifying and Characterizing Prospective Participants (Section 4.2) ELEMENT 3: Selecting the Level of Engagement (Section 4.3) ELEMENT 4: Designing Collective Action Engagement (Section 4.4) ELEMENT 5: Structuring and Managing Collective Action (Section 5) 3
8 Guide to Water-Related Collective Action This Guide connects to two companion efforts that further support water-related collective action: The CEO Water Mandate s Water Action Hub ( an online platform that assists organizations in identifying potential collaborators to improve water management in regions of critical strategic interest; and The Water Futures Partnership s compendium of lessons learned from collective action practice (due to be published late 2013), which provides insights on practical collective action design considerations and tactics to maximize the effectiveness of a collective action initiative. This companion publication will elucidate ten key lessons drawn from four years of operational experience of numerous watershed-level collective action initiatives within the Water Futures Partnership. 4
9 3 UNDERSTANDING WATER-RELATED COLLECTIVE ACTION 3.1 Drivers and Motivations Companies that make the strategic decision to manage water-related risks or seek stewardship opportunities often do so to: Ensure business viability by preventing or reacting to operational crises resulting from the inadequate availability, supply, or quality of water or water-dependent inputs in a specific location; Retain their local legal or social license to operate, or gain competitive advantage, by demonstrating to interested parties and customers that they use and share a precious natural resource responsibly, with minimal impacts on communities or ecosystems; Assure investors, financiers, and other stakeholders that water risks, particularly those occurring beyond the factory fence line, are adequately addressed; or Uphold corporate values and commitments related to sustainable development by contributing to the well-being of communities and the health of ecosystems and catchments in which they operate. Collective action is desirable (and likely necessary) when the ability to produce these outcomes is not possible through internal or unilateral action. A company s capacity to engage externally will often be linked to its state of water stewardship practice. The CEO Water Mandate s Corporate Water Disclosure Guidelines 1 puts forth a framework for how corporate water management efforts typically evolve and mature over time. It suggests that company water stewardship efforts commonly begin with a focus on internal operations, seeking to optimize water use and reduce direct operational impacts (e.g., pollution) on water resources. Such efforts to improve operational performance often fall solely or substantially under direct company control and depend minimally, if at all, on external parties. If these efforts effectively manage operational water-related risks or meet company stewardship objectives, the resultant need for collective action will typically be quite low. However, over time, companies begin to explore further activities, such as assessing the basin context in which they operate and developing comprehensive, company-wide water policies and strategies. As water management practices mature, companies often look to promote water stewardship throughout the value chain and to pursue collective action with external parties in regions of strategic interest. From the starting point of focusing on direct operations, and depending on the nature of the water risks and opportunities, a company may branch out along a number of pathways. It may choose to focus on its supply chain (where many companies find significant water-related risks or opportunities) or target efforts in the catchments in which key facilities or suppliers are situated. In these contexts, a company typically has less control over water management risks and opportunities and must depend on the support of other parties to achieve water-related objectives. Figure 2 depicts the degree of company control within the three domains of water stewardship practice: direct operations; supplier operations; and water resource management in catchments. 1 To read the Public Exposure Draft of the Mandate s Corporate Water Disclosure Guidelines in full, go to: files/disclosureguidelinesfull.pdf. The corporate water management maturity progression can be found on pp
10 Guide to Water-Related Collective Action Figure 2: Company Water Management Domains and Degree of Direct Control CATCHMENTS WITH SUPPLIER OPERATIONS CATCHMENTS WITH COMPANY OPERATIONS Supplier Operations Optimize Water Use Minimize Water Resource Impacts Direct Operations Optimize Water Use Minimize Water Resource Impacts WATER MANAGEMENT INTERDEPENDENCE Little Direct Control Medium to Low Direct Control High Direct Control 3.2 Collective Action and Water Freshwater management has certain multifaceted and unique characteristics that shape collective action. Water is required for life; it supports community livelihoods and sustains ecosystems. It is also viewed by many as a commodity that enables economic production and consumption. Water is therefore seen as a public good that requires active management for its protection, development, and use as a resource. The use of water is inherently subject to public-good expectations and can easily raise sociopolitical tensions, particularly when a use or waste discharge has, or is perceived to have, negative impacts on local communities or ecosystems. Water infrastructure such as dams, pipelines, and treatment works have been built around the world to supply water to expanding irrigation and provide services to urban areas, with a substantial increase in this activity since the mid-20th century. When ample water is available (or perceived to be available) in a region, these water development efforts generally do not raise much concern. The main challenges in such contexts are related to the financial and institutional capacity of water managers to reliably and equitably maintain the water supply and treat wastewater discharges from these areas. If the growing use of water resources is not managed well, competition for water will intensify, and pressures on water-related ecosystem services (e.g., fisheries) can emerge. Social dissent can escalate quickly. These situations require cooperation and sometimes compromises among interested parties. They create a need for improved protection and control of water use to achieve economic efficiency, social equity, and ecological sustainability. As the level and complexity of water use increases, so too does the need for sophisticated management institutions and rules, as well as the need to openly engage water users with potentially diverse interests. Integrated water resources management (IWRM) has emerged as a widely accepted paradigm for balancing water demands with available supplies, and it places substantial emphasis on the equitable engagement of all parties vested in water access, use, and management. 6
11 As depicted in Figure 3, your company and its suppliers reside at a key nexus in the water resource management cycle. Any deficiencies in the water governance, management, or infrastructure that allow water scarcity or conflict to emerge can create a risk for your company or other participants in the catchment. The public sector, supported by an engaged civil society and private sector, has the primary role of making sustainable water management a priority. When the public sector functions effectively, companies with an interest in sustainable water management may share information or consult on decisions through existing multi-interest platforms. However, because the public sector may suffer from inadequate financial resources, a lack of institutional capacity, inadequate governance mechanisms, or other deficiencies, water-related challenges can arise and escalate, creating conditions that may pose unacceptable risks to your company or the catchments in which you operate. Such situations require internal actions (in production or supply chains) to mitigate these risks. In many cases, they will also require collective action among water users and other interests. Figure 3: Water Resource Management Cycle CATCHMENT WATER RESOURCE WATER INFRASTRUCTURE SYSTEM Upstream Water Resources Water Supply and Treatment Catchment Ecosystems Water Governance and Management Company, Supplier, and Community Water Uses Receiving Water Resources Waste Water and Stormwater Treatment and Discharge Collective action that emerges from such contexts will need to be driven by objectives tied to catchment-level outcomes, as this is the scale at which water-related risks and sustainability opportunities manifest. Such action may include cooperation with a group of companies across operations and supply chains to reduce the overall water demand or wastewater discharge. At times, a business may seek engagements at the regional, national, or global level to create an enabling context for successful catchment-level initiatives. 7
12 Guide to Water-Related Collective Action 3.3 Potential Benefits Collective action has become a core component of the water stewardship practices of a growing number of companies. The willingness to enter into joint relationships with external parties reflects a reality: that addressing many water-related risks or capturing water stewardship opportunities depends on the support of other parties. In many cases, collective action will be the only way to genuinely overcome complex water challenges with interrelated social, environmental, and economic dimensions. The case for collective action, however, runs substantially deeper than mere dependence on other parties. As listed in the box at right, effective collective action provides an array of substantial benefits to businesses, as well as to other parties to the engagement. These benefits emerge directly from a shared risk, shared responsibility, and shared benefit framework whereby problems that pose a risk to businesses, society, governments, and ecosystems can best be addressed through joint efforts that generate common understanding, strategies, and solutions. All collective action engagements, when executed effectively, establish enduring, productive relationships among a range of possible interested parties who are affected by a company s direct or supply chain operations, or who are dependent on the same water system as the company. The potential benefits of managing water-related risks or capturing water stewardship opportunities through acting with others must, however, be balanced by the potential challenges and complexities of sharing information, consulting others, making joint decisions or commitments, and sharing responsibility for implementation. It is within this context that the systematic collective action strategy and the development of a well-informed approach become critically important. Key Benefits of Effective Collective Action Clear articulation of problems (a more robust understanding and connection to water management challenges and realities), shared ownership of solutions, and clarity of joint purpose More informed decision making by the business initiator and other parties to the engagement Broader scope and depth of motivation and momentum in support of water-related improvements An expanded pool of expertise, capacity, or financial resources focused on fostering change More durable outcomes with strong support from the engaged parties Establishment and maintenance of credibility and legitimacy with key interested parties, resulting in improved legal and social license to operate Stronger, more sustainable water governance by engaging multiple stakeholders, including water users 3.4 Levels of Engagement A company considering collective action as a pathway to addressing water-related risks or opportunities has several engagement options. Collective action will be most successful when tailored to the motivation and capacity of all engaged parties, as well as to the context in which the action occurs. This Guide presents four collective action engagement levels: 1) sharing information (informative); 2) seeking advice (consultative); 3) pursuing common objectives (collaborative); and 4) integrating decisions, resources, and actions (integrative). A summary of each is provided below. As addressed in Section 4.3, three factors will influence your determination of which engagement level is best to pursue: the degree to which addressing challenges is dependent on the actions of external parties; the interest and capacity 8
13 of those external parties to engage in the collective action; and the interest and capacity within your own organization to support a collective action. Sharing information (informative collective action) focuses on coordinating the sharing of information in the interest of expanding knowledge and increasing transparency, familiarity, and trust among interested parties. It involves determining, in consultation with interested parties, the information most relevant for exchange, and the means and frequency under which sharing will take place. Shared information might include general organizational plans and priorities, privately collected data or analyses, or specific monitoring, operational, or management practices. Informative collective action, by design, will typically have relatively low resource commitments, may not involve convening interested parties as a group, will maintain clear independence for decision making and implementation among the interested parties, and can operate effectively with relatively low expectations of the company beyond the agreed-upon information sharing. Case Example 1, featuring the Southeast Asia Apparel Water Action, provides an example of informative collective action. CASE 1 Informative Collective Action: SE Asia Apparel Water Action Sharing Information to Support Improved Water Management among Apparel Suppliers In 2011, the apparel companies in the CEO Water Mandate (Mandate) and UN Environment Programme (UNEP) convened national-level capacity building workshops in Ho Chi Minh City, Vietnam, and Phnom Penh, Cambodia. The workshops engaged Nike s, Levi Strauss s, H&M s, and Nautica s garment wash and finishing suppliers, local NGOs, and representatives from government agencies to better understand the nature of water challenges in the region, discuss the need for improved industrial water management, and share information on best practices that have proved beneficial for apparel manufacturers in Vietnam and Cambodia. The Mandate and UNEP compiled low-cost good water management practices specific to apparel wash and finishing facilities, including some pertaining to internal governance, measuring and monitoring, recycling and reuse, single-process and multiple-process optimization, and wastewater treatment. The workshops were effective in building awareness of the importance of water sustainability, highlighted cost-saving opportunities from easily implemented water-use efficiency measures, and facilitated improved dialogue between brands and their suppliers, potentially paving the way for further sharing of knowledge and best practices. Seeking advice (consultative collective action) focuses on convening specific interested parties to exchange ideas and expertise and to create a shared understanding of needs, interests, and challenges in order to enable informed, independent decision making by all parties. Consensus among interested parties is not needed nor explicitly sought, although some expectations for company responsiveness to the information provided by interested parties will likely exist. Overall, resource commitments for this type of collective action can be kept low, joint expectations need not be established, and responsiveness to input will have substantial flexibility. Case Example 2, Clear Creek Watershed Forum, provides an example of the Molson Coors Brewing Company acting as a catalyst for the formation of a consultative forum that has acted as a centerpiece for improvements in Colorado s Clear Creek Watershed. 9
14 Guide to Water-Related Collective Action CASE 2 Consultative Collective Action: Clear Creek Watershed Forum Consulting Stakeholders to Frame Watershed Improvement Priorities Molson Coors Brewing Company (formerly Coors Brewing Company) in Golden, Colorado, has a substantial presence in the Clear Creek Watershed, drawing groundwater for beer production and surface water to support operations. Beginning in the early to mid-1980s, Clear Creek surface water came under substantial pressure from a combination of diverse water quality and quantity issues stemming from historical activities and an upsurge in population and economic growth in the region. With a need for and commitment to high-quality water and overall watershed health, Molson Coors became the prime motivator in a collective watershed movement targeted at engaging a broad range of interested parties in efforts to identify, fund, and implement watershed-improvement projects. These efforts led to the formation of the Clear Creek Watershed Forum. Its goal is to bring together stakeholders from throughout the watershed to share knowledge, attitudes, concerns, and values in order to develop cooperative strategies and projects that promote sustainable watershed management and water quality improvements. The forum held its first structured stakeholder gathering in 1993, drawing together nearly 100 highly diverse watershed participants ranging from mountain rural to urban, agricultural to industrial, and recreational to regulatory to address key watershed issues, including funding, project, and research priorities. Since that time, biannual forums have been held to consult with the stakeholders to update and modify watershed management priorities and investments, with a focus on improving the ecological, economic, and societal issues within the watershed. Molson Coors, a critical catalyst and source of funding at the inception of collective action efforts in Clear Creek, today continues to play an active role in the forum and in several other Clear Creek watershed initiatives, including the Clear Creek Watershed Foundation and Upper Clear Creek Watershed Association while other key watershed interests have joined in to own and provide support for continuing engagement efforts. Pursuing common objectives (collaborative collective action) seeks to move interested parties closer together and reflects a belief that finding common ground, establishing common objectives, and sharing implementation responsibilities hold the potential to increase both individual and collective effectiveness. In collaborative collective action, consensus among interested parties is highly desirable, though not a necessary condition for success. Decision making outside the collective action remains independent for participants, even as expectations may be established for joint activities among participants in the engagement. Formal accountability mechanisms are typically not put in place. Collective action resource commitments and expectations among interested parties usually increase relative to informative or consultative collective action. Case Example 3, involving Suez Environnement s Lyonnaise des Eaux, showcases collaborative collective action. 10
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A set of eight Katharine Watson coasters, each individually block printed in our Portland, Maine studio.
Each coaster is individually printed with a hand-carved linoleum block on our antique Chandler & Price printing press in our studio. The coasters are printed with waterproof, oil-based ink on heavy chipboard.
Chipboard and oil-based inks are both durable materials, and will last for many uses.
Each set includes eight coasters of the same design, and comes packaged in a clear box. Each coaster is 4" wide.
Because these coasters are handmade, small differences in color or printing texture are part of the product.
Each coaster features the same design and is printed on one side.


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I recently read a conversation on here about ear piercings on babies, under 6 months old?
Are you for or against having your babies ears pierced when they are under 6 months old? Pro's and con's?
Started by Trudy on 09/15/2009 in First Time Mummy's 18 To 25
Last update on 11/10/2010 by Jessi


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Lone Star College-Kingwood's popular summer youth program, Discovery College, started June 4. Weekly classes will run through August 10 and registration is ongoing, so it's not too late to sign up for the innovative array of educational courses being offered for youth ages 6-14.
Kingwood's own Discovery College gives students an opportunity to enhance existing talents or develop new ones through a variety of classes that encourage hands-on participation in age-appropriate groups.
Concepts of math, science, art, reading, and computer technology are taught in a project-oriented way that makes learning not just fun, but irresistible. More than 45 different courses are offered in academic prep; art and creativity; arts and communication; fitness, engineering, science and technology. A complete list of classes can be found online at kingwood.lonestar.edu/goto/discoverycollege.
Selections include:
Oozing, Bubbling Science Experiments: Mini mad scientists will participate in "kitchen science" as they discover that mixing together different well-known and not so well-known ingredients will create, bubbly, oozy amazing mixtures! They will also explore the magic of magnets and the mysteries of optical illusions.
Tennis: Learn to play tennis in a fun and educational way. Players will advance their abilities while having fun during match play. Coach Jeffrey Black has over 35 years of tennis teaching experience. Tennis will be set up indoors in an air conditioned gym to provide a much "cooler" teaching atmosphere. It will be played both indoors and outdoors. Players of all abilities welcome. ($45 Mon.-Thur., 2 hours)
Sitter Safety: Are you thinking about babysitting for extra spending money? Prepare to accept this huge responsibility. This course teaches valuable safety skills such as how to prevent accidents and how to handle emergencies. Learn infant and child CPR. You will also learn basic skills for the general care and entertainment of young children, as well as how to market yourself as a qualified babysitter.
Groovin' Towards a Healthy You: Join this class and learn how becoming physically fit can be fun! The course will introduce the importance of physical fitness and good nutrition. Learn proper form and technique while performing a variety of cardio and toning exercises ... don't forget about the "yummy" snacks!
Are you a Team Player?: Can you work in a group? Do you want to learn games and relays that build self esteem and help students learn to adapt to situations when everyone doesn't pull their own? In school and work, everyone needs to learn how to get along with others! This course will teach collaboration, individual participation and develop communication skills. All ages.
Biotechnology: A Hands on Experience: An introduction to the exciting field of biotechnology. This hand-on laboratory science course explores the techniques and applications used in biotechnology. The course includes: medical discoveries; proteins as "tools"; and forensic biotechnology. Learn how to extract DNA, perform DNA identification and solve genetic riddles using forensic biotechnology applications. All ages.
Mind Your Manners, Please!: The art of etiquette is the focus of this fun interactive class. Students will gain self-confidence as they learn valuable skills of conversation, table manners, introductions, listening and how to make an "entrance". All ages.
What's Your Sign: Discover this fun and exciting way to communicate while exploring a different type of culture through sign language. All ages.
Classes are offered Monday through Friday and change weekly. Morning sessions will be held 8:30 a.m. - 12:30 p.m. and afternoon sessions will be held 1-5 p.m. Students may attend a morning session, an afternoon session, or both. Those attending an all day will need to bring a sack lunch. A 20-hour course is $85.
For more information on Discovery College 2007, call 281-312-1660/1661 or visit kingwood.lonestar.edu/goto/discoverycollege.
Students can register now for summer II and fall three ways: online, by telephone and on-site. Classes are offered days, evenings, or weekends in traditional, Internet, video, TV and independent study formats. Current students can register by telephone at 281-519-6625. Former and current students can register online at kingwood.lonestar.edu/goto/registration.
For more information about summer classes, call 281-312-1600 or visit kingwood.lonestar.edu for a complete schedule of classes.
The Lone Star College System is among the largest and fastest growing community college districts in Texas. It comprises Lone Star College-North Harris, Lone Star College-Kingwood, Lone Star College–Tomball, Lone Star College–Montgomery, Lone Star College–CyFair, six satellite centers and The University Center. For more information about Lone Star College System and its programs, visit www.lonestar.edu or call 832-813-6500.


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This vintage-looking Cal-Mil 1111 beverage dispenser beautifully displays colorful drinks, fruit-infused drinks, water, or iced tea. The dispenser is made of glass and sits on a removable, decorative, black wire base, which gives it a more elegant feel. Underneath the removable spigot, there is a drip tray to catch all the drips and spills. The octagon Cal-Mil 1111 dispenser is BPA Free and eco-friendly to protect people's health and help the environment.
Product Details
- Made of glass
- Octagon shape
- 2-gal. capacity
- For non-carbonated drinks
- Removable ice chamber
- Removable spigot for easy cleaning
- Removable wire base for easy transportation
- Drip tray is included
- BPA free
- Eco-friendly
- Overall Dimensions: 103⁄4 in W x 111⁄2 in. D x 223⁄4 in. H
Beverage Dispenser, non-carbonated, single chamber, 2-gallon capacity, 10"W x 10"D x 22"H, includes ice chamber, lid, spigot and drip tray, glass octagon shaped container, black decorative wire base (UPS Oversize 1), BPA Free
*The warranty will not be honored for residential or non-commercial use of any Commercial Equipment.
Cal-Mil 1111 SpecificationsPDF Spec Sheet
|6-month Limited
|Product Type
|Beverage Equipment
|Glass Beverage Dispenser


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CLARK — Students in Jackie Grigoli's class at Valley Road School in Clark commemorated the soldiers that are active and the past veterans as part of an activity learning about the significance of Veteran's Day. As a class, the group discussed the characteristics of a hero. Students created their own soldier. Each soldier holds a sign that thanks veterans and all soldiers for protecting our country. Students Marisol Marrero and Dylan Mulroy are pictured above. (Photo courtesy of Clark Public Schools)
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