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1 AFRICAN DEVELOPMENT BANK GROUP THE ONE BANK RESULTS MEASUREMENT FRAMEWORK December 2013 Quality Assurance & Results Department Results Division
2 NOTE ON THE PROCESS This is the final draft of the Bank Group s Results Measurement Framework (RMF). An earlier version of the paper was discussed at CODE in September 2013 and endorsed for submission to the Board of Directors for final approval. (A first draft was shared with Board members and ADF Deputies in May 2013 ahead of the second ADF replenishment meeting in June). The final draft has been revised in the light of comments received from CODE members and ADF Deputies. This new RMF draws on extensive research. It not only builds on lessons learnt from experience in implementing the previous RMF, but also benefits from consultations from other multilateral development institutions: the World Bank, the Asian Development Bank, the Inter-American Development Bank, the International Fund for Agricultural Development, and the European Bank for Reconstruction and Development. The OECD has been another important source of information on best practice in measuring inclusive growth, green growth and development in fragile states. 1 This paper should be read in tandem with the Glossary of Indicators, which provides details on the rationale, definition, methodology and sources for each of the indicators suggested in this RMF. 1 The Bank benefitted from work done by the International Network on Conflict and Fragility, the Green Growth Knowledge Platform, and the OECD Initiative on Inclusive Growth. i
3 C O N T E N T S EXECUTIVE SUMMARY... III I. INTRODUCTION... 1 II. GUIDING PRINCIPLES AND AREAS OF SPECIAL ATTENTION... 2 A. Aligning the RMF on the Bank s Strategy ( )... 3 B. Better assessing the Bank s impact on development... 4 C. Stronger focus on gender... 5 D. Value for money... 5 E. Ambitious targets that stretch the Bank s performance... 6 F. Harmonising indicators across MDBs... 6 III. THE NEW RESULTS MEASUREMENT FRAMEWORK... 7 A. Level 1: What development progress is Africa making?... 7 B. Level 2: How well is AfDB contributing to development in Africa? C. Level 3: Is AfDB managing its operations effectively? D. Level 4: Is AfDB managing itself efficiently? IV. MANAGING FOR RESULTS...18 A. Improving corporate performance B. Increasing country-level focus on results C. Better managing project results V. CONCLUSION AND OUTLOOK...20 TABLES TABLE 1 What development progress is Africa making (Level 1)?... 9 TABLE 2 How well is AfDB contributing to development in Africa (Level 2)? TABLE 3 Is AfDB managing its operations effectively (Level 3)? TABLE 4 Is AfDB managing itself efficiently (Level 4)? FIGURES FIGURE 1 Milestones in implementing the results agenda... 1 FIGURE 2 Aligning the RMF with the Strategy BOXES BOX 1 Understanding development chains: Helping manufacturing to thrive in Ethiopia... 4 BOX 2 Three areas of special emphasis BOX 3 Mapping for results ii
4 E X E C U T I V E S U M M A R Y Emerging challenges: Improving the quality of Africa s growth Africa, where around one-third of the countries are growing by more than 6% a year, is the world s fastest-growing continent. This new economic dynamism is more than just a resource boom; it is the result of dramatic improvements in economic management. Today, one of Africa s main development challenges is sustaining the pace of growth over the long term so that its benefits are equitably shared. To this end, the African Development Bank s Strategy ( ) is designed to support Africa s continued growth in ways that are inclusive and sustainable and that make the best use of Africa s natural resources. As the Bank embarks on this strategy, it needs a corporate management tool that will help it meet its development goals a tool that brings together evidence of the Bank s strengths and weaknesses so that Management can chart a course of action that helps the Bank implement its strategy in the most effective and efficient way possible. The Bank s new Results Measurement Framework ( ) is intended to be such a tool. Measuring the Bank s performance in meeting its development goals is a complex undertaking. To do this, the Results Measurement Framework (RMF) tracks around 100 performance indicators organised into four interconnected levels: Development progress in Africa (Level 1) AfDB s contribution to development in Africa (Level 2) AfDB s operational performance (Level 3) AfDB s organisational efficiency (Level 4) The new Results Measurement Framework This paper presents the Bank s fifth RMF. Since 2003, when the Bank first introduced this corporate management tool, the size of the Bank and the scale of its operations have expanded considerably. Ten years ago, the Bank was a centralised organisation with offices in only eight countries, fewer than 1000 staff and an active portfolio of UA 8 billion. Today, the Bank is Africa s premier development institution with offices in 34 countries, more than 2000 staff and an ongoing portfolio worth UA 22 billion. Helping the Bank successfully meet its new ambitions is one of the RMF s main objectives. It does so by increasing attention to five critical areas: Strategic focus. The Bank s long-term strategy has identified two overarching goals: inclusive growth and the transition to green growth. At Level 1, a better set of indicators improves the way we measure Africa s progress towards achieving these two goals. And at Level 2, the Bank s contributions towards achieving them are captured across the five operational priorities set out in the strategy: infrastructure development, regional integration, private sector development, skills and technology, and governance and accountability. Better assessing the Bank s development impact. Assessing the Bank s development impact is not an easy task, because development is a complex business involving many different actors. To address this challenge we are putting additional emphasis on intermediate outcomes rather than outputs. We are also improving our understanding of development impact by articulating the linkages between the Bank s activities and their impact. In addition, we are increasing demand for and use of evidence-based policies by strengthening national statistical capacity and scaling up the African Community of Practice on managing for development results. Stronger focus on gender. Without greater equality between women and men, it will be difficult for Africa to sustain its growth and meet its development objectives. This is why the new RMF has strengthened its focus on gender at all four levels: more gender-specific indicators have been introduced, and as much as possible, indicators are disaggregated by sex. iii
5 Delivering better value for money. Delivering better value for money is central to the Bank s development mandate. It means ensuring that every dollar we invest delivers the greatest value for our clients. It also means that we keep our costs under constant scrutiny and make sure that all our resources human and financial are used efficiently and economically to deliver maximum development impact. Ambitious targets that stretch the Bank s performance. Our clients expect the Bank to be Africa s premier development institution. To help us meet these expectations, we have set ourselves exacting standards of performance for the Bank s operations (Level 3) and organisational efficiency (Level 4). Annual targets will help measure progress and prompt timely corrective action. To achieve these goals during the budget process the Bank has aligned its corporate performance indicators with the RMF targets, which have been cascaded throughout the Bank s complexes so that they all contribute to a common set of objectives. Managing for development results The Results Measurement Framework is first and foremost a management tool designed to improve the Bank s development effectiveness. It does so by enhancing the planning cycle, systematically tracking performance and fostering organisational learning. One important challenge will be to leverage this tool to strengthen the Bank s results-oriented management culture. With this objective in mind, the Bank is reinforcing the tools, processes and systems that underpin the RMF and ensure that results inform the Bank s strategies, operations and staff incentives. We are taking actions at four different levels: Tracking results throughout the project life-cycle. To ensure that each operation delivers development outcomes, the Bank is revamping the tools it uses to track results from project inception to project completion (log-frames, supervision reports, project completion reports). In addition, our Readiness Reviews scrutinise all our public sector operations to make sure they are fit for purpose and designed to achieve their development outcomes. Independent evaluations of our operations show that in 2012, 71% of our operations met or exceeded their development objectives (Level 2). Monitoring results in real time. So far, the Bank has been in a position only to monitor results of completed operations. The Results Reporting System, which was piloted in 2013 and will be rolled out in 2014, will provide Management with real-time information on the results for ongoing operations. It will also track portfolio performance by sector, region and country, providing Management with critical information to further improve portfolio performance (Level 3). Mapping the Bank s portfolio of ongoing operations. Mapping the geographic location of the Bank s portfolio allows the Bank to improve the geographic allocations of its resources and to provide stakeholders and citizens with a better understanding of the Bank s activities and their impact on local development. Our new geocoding tool MapAfrica has already mapped our entire ongoing portfolio (732 operations), and a web-based interface will go live in Assessing the Bank s development effectiveness. Finally, to capture our contribution to Africa s development, we have launched a series of Development Effectiveness Reviews. Each review focuses on the fundamental challenges of development on the African continent; the first set focused on governance, regional integration and countries in situations of fragility, and future editions will focus on other themes and groups of countries. These reviews provide important opportunities to draw lessons on what has worked well and where the Bank can do better. A learning organisation To achieve its development goals, the African Development Bank has to be a learning organisation committed to improving its operations continuously, an organisation that draws lessons from past and ongoing activities to inform its business decision-making. With the new RMF, and the management information systems that underpin it, the Bank will be better equipped to improve the lives and livelihoods of the people of Africa. iv
6 I. INTRODUCTION 1. In recent years, the African Development Bank (AfDB, or the Bank) has significantly strengthened its focus on measuring development results. The Department for Quality Assurance and Results (ORQR) was established in 2008 to support AfDB s ambition to move from being a volume- and target-driven organisation to becoming one that manages for results. ORQR supports the Bank in improving our client countries development impact by ensuring consistency of results measurement across operations, setting consistent standards for tracking results; and ensuring that these results inform the Bank s strategies, operations and incentives. 2. ORQR is the custodian of AfDB s results measurement systems. It is responsible for articulating and measuring development results with operational departments, and it has central quality control. Its focus has been on ensuring that the Bank has robust tools, systems and processes to consistently and accurately track results across its operations; it has carried out this responsibility by, for example, revamping the tools used to track results from project inception to project completion; and by strengthening the quality of project design through Readiness Reviews. The full range of initiatives is summarised in Figure As the Bank consolidates its results reporting systems, one of ORQR s primary objectives will be to provide lessons of development effectiveness from past and ongoing work that can inform strategy and business decision-making for example, by establishing new management information systems (such as the Results Reporting System) that will provide real-time information on project and portfolio performance. ORQR also invests in research and analysis designed to deepen the Bank s understanding of the development results that its activities achieve. The new thematic and country Development Effectiveness Reviews play a central role in this learning process. FIGURE 1 Milestones in implementing the results agenda 1
7 4. Against this background, the purpose of this paper is to present the Bank s organising framework for measuring and managing for development results. Part II sets out the guiding principles and areas of special attention, laying out the rationale for the changes made to the Results Measurement Framework. Part III describes the structure and indicators proposed for each of the four levels of the new Results Measurement Framework. Part IV discusses actions the Bank is taking to strengthen a results-oriented management culture that shifts the Bank s focus from measuring results to managing for results. 5. A separate document, One Bank Results Measurement Framework ( ) Glossary of Indicators, defines all indicators, providing a detailed rationale for the choice of the indicators, an explanation of the methodology, and how each indicator is calculated. II. GUIDING PRINCIPLES AND AREAS OF SPECIAL ATTENTION 6. Every organisation needs a yardstick by which to measure its performance. The African Development Bank, like other multilateral development banks (MDBs), uses a set of performance indicators to track progress against different aspects of its work; these indicators are set out in a Results Measurement Framework (RMF). 7. This paper presents the Bank s fifth RMF. Since 2003, when the Bank first introduced this corporate management tool, the size of the Bank and the scale of its operations have expanded considerably. Ten years ago, the Bank was a centralised organisation with offices in only eight countries, fewer than 1000 staff and an active portfolio of UA 8 billion. Today, the Bank is Africa s premier development institution with offices in 34 countries, more than 2000 staff and an ongoing portfolio worth UA 22 billion. 8. As the Bank begins implementing its new long-term strategy, it needs a corporate management tool that will help it meet its development goals a tool that brings together evidence of the Bank s strengths and weaknesses so that Management can chart a course of action that helps the Bank implement its strategy as effectively and efficiently as possible. 9. The Bank s new Results Measurement Framework ( ) is intended to be such a tool. Designing this tool is a complex undertaking partly because the political, economic, demographic and social dynamics of development are themselves complicated and intertwined, and partly because organisations like the AfDB are complex institutions with many moving parts. 10. To address this inherent complexity and simplify the problem of measuring the Bank s contribution to development, the RMF starts from the assumption that to effectively contribute to development, the Bank needs to meet conditions at four different levels: Respond to Africa s most pressing development needs and contribute to progress in key development areas (Level 1). Implement operations that contribute to Africa s development (Level 2). Manage the portfolio of operations effectively by ensuring, for example, that operations are designed to achieve results and are smoothly implemented (Level 3). Organise the Bank so that it is fit for purpose and makes best use of its human and financial resources (Level 4). 11. The RMF tracks progress at all four of these levels. It uses a set of about 100 indicators that provide a comprehensive and detailed picture of performance. These indicators allow us to measure changes against our baselines and assess whether we are on track to meet our targets. 12. Since 2009, the RMF captures the aggregate contribution of the AfDB Group 2 to development, rather than just that of ADF resources. This is why it is now called the One Bank RMF. It covers both public and private sector operations. In a similar vein, the RMF does not 2 The ADB Group includes AfDB, ADF, and the Nigeria Trust Fund. 2
8 report by department or product, but by Bankwide results and outcomes achieved. For example, the results of private sector operations are presented as part of the Bank s broader contributions to energy, transport, or microfinance, and so on. A. Aligning the RMF on the Bank s Strategy ( ) 13. Africa, where around one-third of the countries are growing by more than 6% each year, is the world s fastest-growing continent. This new economic dynamism is more than just a resource boom; it is the result of dramatic improvements in economic management. Today, one of Africa s main development challenges is sustaining the pace of growth over the long term so that its benefits are equitably shared. To this end, the Bank s Strategy ( ) is designed to support Africa s continued growth in ways that are socially inclusive and environmentally sustainable. 14. As the Bank embarks on this strategy, it needs to adjust the RMF to help it meet these new development challenges. This is why the internal architecture of the RMF has been re-engineered to match the priorities set out in Strategy (Figure 2): Level 1 monitors development progress against the two overarching goals: inclusive growth and the transition towards green growth. Level 2 captures the Bank s five main channels to deliver its work and improve the quality of growth in Africa: infrastructure development, regional integration, private sector development, skills and technology, and governance and accountability. Level 3 tracks the quality and effectiveness of the Bank s operations. Level 4 measures progress in important areas of internal reforms: decentralisation, engaging and mobilising staff, and improving cost-efficiency. 15. The three areas of special emphasis fragile states, agriculture and food security, and gender are mainstreamed across the RMF. FIGURE 2 Aligning the RMF with the Strategy
9 B. Better assessing the Bank s impact on development 16. One of the most frequent critiques of results measurement frameworks is that they do not do enough to assess the development impact of projects or programmes, and tend to focus too much on project outputs for example, the number of schools built by an education project which are easier to measure. 17. This is a problem that all development organisations struggle with, for a number of good reasons. The first is conceptual: development outcomes (e.g., literacy rates) are the result of multiple factors (economic, social, demographic) and multiple agents (state, private sector, development agencies). So it is exceedingly difficult to assign an outcome to a single project, programme, or set of activities. The second reason has to do with the timeline: development activities typically take a number of years before they yield development outcomes. For instance, an effective education programme might take two to three years after the project is completed before it generates positive outcomes; as a result, these outcomes will not be captured in the annual RMF. The third reason is paucity of data on outcomes. National or regional statistical departments, on which projects rely for data on outcomes, often do not have relevant or timely statistics. BOX 1 Understanding development chains: Helping manufacturing to thrive in Ethiopia Ethiopia needs to build a manufacturing base capable of delivering jobs on a much larger scale. With 1.6 million people unemployed, it can offer labour costs that are a fifth of China s. But this cost advantage is outweighed by expensive transport, unreliable and costly energy, poor access to world markets and low labour productivity. The Bank is working with Ethiopia and its neighbours to overcome these challenges. It is financing a number of key transport links, such as the Mombasa-Nairobi-Addis Ababa Road Corridor, to bring down the costs of importing inputs and exporting manufactured goods. Its power projects, such as the Assela Wind Farm and the Ethiopia-Djibouti transmission lines, are helping to deliver more reliable, affordable energy. The Bank has helped to finance the most modern container port in Africa in Djibouti, making it a transport hub for the region. Together these efforts are helping Ethiopia to become more competitive in manufacturing, creating opportunities for growth, income and employment. 18. However, because the Bank recognises how important it is for a development organisation to better understand and assess its development effectiveness, it is taking initiatives at multiple levels to improve the way it measures its contribution to development some of which go beyond the scope of the RMF. Measuring intermediate outcomes rather than outputs. The new RMF increases its focus on intermediate outcomes rather than outputs for example, by including a greater number of indicators in Level 2 that measure the impact of Bank operations on people. In 4
10 energy, for instance, the focus is less on the number of power stations constructed and more on people benefitting from improved access to electricity. The beneficiaries are key, and the output indicators provide some context for how the Bank s work is improving their lives and creating new economic opportunities Improving the Bank s understanding of development impact. A quantitative framework of indicators can only go so far in articulating the linkages between the Bank s activities and their impact on a country s development. Thus the Bank is increasingly investing in qualitative analysis designed to deepen its understanding of the development results that its activities are likely to achieve and help it design more effective programmes (see Box 1). The new thematic and country Development Effectiveness Reviews (discussed in Section IV) play a central role in this learning process. Strengthening client capacities and demand for evidence-based policies. To overcome the bottleneck of data availability, the Bank is investing in strengthening national statistical capacity. It is also working through the African Community of Practice (AfCoP) to foster demand for evidence-based policy-making (elaborated in Section IV). C. Stronger focus on gender 19. Without achieving greater equality between women and men, Africa will not sustain its growth and meet its development goals. While greater equality between men and women is a development objective in its own right, it is also smart economics investing in women and girls boosts the pace of development progress and has a powerful impact on both women and men. 20. In recognition of the importance of gender as a driver of development progress, the new RMF has strengthened its gender focus at all four levels: Level 1: The RMF includes new, more robust gender indicators to track progress in areas of special importance to the Bank s strategic goal of inclusive growth for example, the RMF now includes an indicator that measures gender disparities in national labour markets. Level 2: To better measure the impact of Bank operations on women and girls, Level 2 indicators especially those that track the number of beneficiaries of operations are disaggregated by sex, wherever possible. Level 3: Better integrating gender dimensions into project design is fundamental to ensuring that our operations do a better job at closing gender disparities. The RMF systematically tracks progress in mainstreaming gender dimensions in public sector operations and country strategy papers. Level 4: The Bank recognises that it has a special responsibility to ensure gender equality in its workforce. The new RMF has set ambitious targets for the share of women among professional staff and management. 21. The Bank is also strengthening its management information systems so that they better address the gender dimensions of Bank operations. In addition to the Readiness Reviews, the Results Reporting System will also systematically prompt task managers to provide indicators that are disaggregated by sex (see Section III). D. Value for money 22. Delivering better value for money to the Bank s stakeholders is central to the Bank s development mandate it is in fact a principle that informs everything we do. It means that we keep our costs under constant scrutiny and make sure that all our resources human and financial are used efficiently and economically. In doing this, the Bank is guided by three principles: Effectiveness: successfully achieving the intended outcomes from an activity. 5
11 Efficiency: maximising output for a given input while ensuring the same standards of quality. Economy: reducing the cost of resources used for an activity while maintaining the same standards of quality. 23. The RMF captures these three dimensions of value for money in different ways. Effectiveness is measured by Level 2 performance indicators and summarised in the Bank s scorecard. The indicators assess the degree to which the Bank s operations have achieved their intended outcomes and outputs. In 2012, for example, 71% of the Bank s operations met or exceeded their operational targets. 3 Efficiency and economy are measured by four indicators at Level 4 of the RMF: (i) administrative costs per UA 1 million disbursed; (ii) cost of preparing a lending project; (iii) annual cost of supporting project implementation; and (iv) work environment cost per seat. 4 Ambitious targets have been set for each of these indicators. 24. The Bank is committed to streamlining its operational, institutional and budgetary processes, weighing time and resource costs against value-added. Better cost accounting will strengthen the links between resources and results, as costs related to project design and implementation are tracked to push for greater cost-efficiency in delivering outputs and outcomes. To this end the Bank is developing a new Cost Accounting System to provide more accurate information on the cost of delivering on the Bank s commitments. E. Ambitious targets that stretch the Bank s performance 25. Our clients expect the Bank to be Africa s premier development institution. To help us meet these expectations, we have set ourselves exacting standards of performance. Our targets for operational performance (Level 3) and organisational efficiency (Level 4) are ambitious and will further stretch our performance. 26. From the previous RMF we have learnt to be diligent in our analysis of the data to ensure that we set realistic targets. We have also learnt, when assessing baselines, to take into account special contexts such as the financial crisis in The targets reflect what the Bank can realistically achieve by 2016 through ambitious reforms to improve performance on all these indicators. 5 The RMF charts the way towards achieving the 2016 targets by setting annual targets to closely monitor progress and prompt timely corrective action. To deliver on these targets, the Bank is aligning its corporate performance indicators (KPIs) with the targets set in RMF. 27. Systematically tracking performance against these targets will help Management ensure that the Bank keeps its institutional reforms on track. With the new monitoring tools and enhanced operational systems, more detailed and timely data will be available to prompt corrective action when and where needed. F. Harmonising indicators across MDBs 28. In elaborating the new RMF, the Bank has examined the RMFs of all the major MDBs with a view to harmonising performance indicators at all four levels. However, MDBs have different mandates and corporate challenges, and there are limits to how much standardisation can be achieved or is even desirable. The Bank often operates in very challenging environments: for example, Africa has the largest share of fragile states, and most of its client countries are still ADF-eligible. Thus even where similar indicators are used, they may not be comparable in all institutions See Annual Development Effectiveness Review 2013, p. 41. The RMF Glossary of Indicators provides a detailed definition of all these indicators. See the ADF-13 Institutional Effectiveness and Efficiency paper for a more detailed account. 6
12 III. THE NEW RESULTS MEASUREMENT FRAMEWORK 29. This section describes the new RMF and explains for each of the four levels how the innovations discussed in the previous section have been captured. A. Level 1: What development progress is Africa making? 30. Level 1 tracks Africa s overall development progress, using 32 performance indicators that measure progress against the Bank s two strategic goals: inclusive growth and the transition towards green growth. Each indicator is assigned a traffic light score showing Africa s progress since 2005 relative to that of other developing regions. A.1. Measuring inclusive growth 31. Inclusive growth not only fosters more opportunities for all but is also more effective at reducing poverty and creating jobs. Work is under way to develop an index to measure progress on inclusive growth in Africa. 6 In the meantime, the RMF seeks to capture progress, directly or indirectly, against the four dimensions of inclusive growth: economic inclusion, social inclusion, spatial inclusion and political inclusion. 32. The main challenge in tracking inclusive growth is the availability of meaningful indicators: robust metrics that have good geographic coverage and that are updated annually. To overcome the data challenge, the RMF relies on a broad range of indicators, including proxy indicators, organised in five categories. Economic inclusion: Reducing poverty and income inequality. As African economies grow, the benefits of this growth tend to accrue to a narrow section of the population. Thus Africa has some of the highest rates of income inequality in the world. 7 Reducing poverty while securing a more even distribution of wealth is a way of both promoting greater economic inclusion and sustaining the pace of growth. This dimension is measured by four indicators that track growth, wealth (GDP per capita), poverty, and income inequality (Gini coefficient). Spatial inclusion: Expanding access to basic services. Spatial inclusion is about ensuring that wherever communities are, they benefit from growth. One way of achieving this is by making sure that everybody has access to some of the basic services that create economic opportunities for all access to roads, electricity, water and ICT. Social inclusion: Ensuring equal opportunities for all. One of the objectives of social inclusion is to ensure that everyone contributes to and benefits from growth. Africa s challenge is that whole swaths of the population are deprived of economic opportunities. Outside agriculture, for example, only 8.5% of jobs are held by women; and youth unemployment stands at 35%. These indicators capture inclusion in benefiting from growth (education and health) and contributing to it in the labour market. Political inclusion: Securing broad-based representation. Political inclusion requires robust and accountable institutions that ensure democratic and broad-based representation of citizens. It is measured through indicators that track governance (Mo Ibrahim Index), the quality of institutions (CPIA indicator), and their ability to ensure broad-based representation (taxation and inclusion of women). Sustaining growth: Building competitive economies. Africa will need to sustain strong 6 7 AfDB Strategy ( ), p. 11. This composite index aims at capturing the opportunities for inclusiveness by emphasising the importance of productive employment, redistribution of resources to engender equity, political inclusion, and economic empowerment through greater participation by women in the labour market Six of the ten most unequal countries in the world are in Africa, and there is not yet any evidence of progress in reducing income inequality. See Annual Development Effectiveness Review 2013, p.13. 7
13 A.2. growth to lift more people out of poverty. Achieving this requires economies that are competitive on a regional and global scale and that create opportunities for growth. These qualities are measured through several proxies: intra-african trade, trading across borders, global competitiveness, private sector environment (business start-up, access to credit), and economic diversification. Measuring the transition towards green growth 33. Green growth is an economic strategy for achieving sustainable development in ways that make best use of natural capital. This strategy needs to be adapted to different circumstances. In the African context, where countries contribute to only 4 percent of global emissions, the emphasis is on building economic resilience, managing natural assets and promoting sustainable infrastructure. 34. Identifying metrics of green growth has been challenging, 8 especially in the area of resilience. Meaningful metrics are scant, and data coverage for Africa is still very poor. Thus, for the RMF, reasonable proxies using available data are proposed to provide a representative picture (see Table 1). 35. Building resilience and adapting to a changing environment. Africa is already experiencing major environmental changes such as an increase in severe weather caused by a combination of climate variability and human activity. Building countries resilience and capacity to deal with these changes is fundamental to sustaining growth and development. This is measured in the RMF through two proxies. Food insecurity (% of population). Among the effects of climate change is greater food insecurity and increasing volatility in food prices together a source of economic vulnerability for both African consumers and farmers. This indicator measures the exposure to environmental and economic shocks of the most vulnerable segments of the population. Resistance to water shocks provides an indication of Africa s vulnerability to short- and long-term changes in water supply. It is a good proxy for environmental resilience based on sustainable usage and environmental influences. 36. Managing natural assets efficiently and sustainably. The Bank strives to ensure that renewable natural resources land, forests, water resources, fisheries and clean energy sources are developed and used in a sustainable way. Non-renewables such as oil and minerals must be produced cost-efficiently, to spur innovation and maximise the development return. These dimensions are measured in the RMF through two proxies. Institutional capacity for environmental sustainability measures the extent to which environmental policies are in place to foster the protection and sustainable use of natural resources and the management of pollution. Agricultural productivity not only reflects improvements in productivity but also indicates resilience and sustainable use of land, as it is critically affected by the sustainable use of soil and water resources, as well as environmental shocks such as insufficient rainfall in the short run, and climate change over the longer run. 37. Promoting sustainable infrastructure, reducing waste and pollution. Managing development processes efficiently, so as to reduce pollution and waste, is central to the Bank s green growth strategy. Damage to the natural environment has extensive costs, both to economic sectors like agriculture and fisheries and to the population directly, through the pollution of air or 8 ORQR has undertaken extensive research in this area, consulting not only the World Bank and the Asian Development Bank, but also the OECD. Members of the MDB working group share lessons on designing results frameworks, and they are working to better harmonise results indicators. 8
14 drinking water. Managing waste products well can help to sustain high growth rates and avoid negative impacts on communities. The RMF measures these dimensions through two proxies. Production efficiency (CO 2 emissions as a share of GDP). This is not a measure of CO 2 mitigation but rather a proxy of the economic efficiency of the production process. As production processes become increasingly sophisticated, CO 2 intensities per unit will decline, indicating more efficient use of the resources along with reduced waste and decreased pollution for the people of Africa. Renewable energy (% total electricity produced) measures how well Africa is using its vast hydro, geothermal, photovoltaic and wind energy to generate increased electricity supply from renewable energy sources. I N C L U S I V E G R O W T H TABLE 1 What development progress is Africa making (Level 1)? Economic inclusion: Reducing poverty and income inequality ALL AFRICAN COUNTRIES BASELINE 2012 LATEST OF WHICH ADF COUNTRIES BASELINE 2012 Gross domestic product (GDP) growth (%) GDP per capita (USD) Population living below the poverty line (%) Income inequality (Gini index) Spatial inclusion: Expanding access to basic services. Access to improved water source (% population) Access to improved sanitation facilities (% population) Access to telephone services (per 1000 people) Access to electricity (% population) Road density (km per km 2 ) 8 22 Share of population living in fragile countries (%) Social inclusion: Ensuring equal opportunities for all Life expectancy (years) Enrolment in education (%) Enrolment in technical/vocational training (%) Unemployment rate (%) Women s participation in the labour market (%) Political inclusion: Securing broad-based representation Mo Ibrahim Index of African Governance (index) Tax and non-tax fiscal revenues (% of GDP) Index of effective and accountable government (index) Country Policy and Institutional Assessment (CPIA) score Gender-Sensitive Country Institutions (index) Sustaining growth: Building competitive economies Intra-African trade (billion USD) Cost of trading across borders (USD) Economic Diversification (index) Global Competitiveness (index) Time required for business start-up (days) LATEST 9
15 Access to finance (% population) T H E T R A N S I T I O N T O W A R D S G R E E N G R O W T H Building resilience and adapting to a changing environment Food insecurity (% of population) Resilience to water shocks (index) Managing natural assets efficiently and sustainably Institutional capacity for environmental sustainability (index) Agricultural productivity (USD per worker) Promoting sustainable infrastructure, reducing waste and pollution Production efficiency (Kg CO 2 emissions per USD of GDP) Renewable energy (% total electricity produced) B. Level 2: How well is AfDB contributing to development in Africa? 38. Level 2 of the RMF measures the Bank s contribution to advancing Africa s development in the key areas that contribute to more inclusive and sustainable growth. The Bank s Strategy identifies five main channels for the Bank to deliver its work and improve the quality of growth in Africa. These are areas where the Bank has the greatest comparative advantage and proven track record: infrastructure development, regional integration, private sector development, governance and accountability, and skills and technology. 39. It is very difficult to attribute overall development results to the work of a single institution: development is the combination of countless decisions made by governments, firms and households. To assess the Bank s contribution, results are built up from the project level. The 36 indicators in Level 2 capture aggregate outputs from projects completed in the last three years. 40. AfDB is the first MDB to switch from a contribution to a proportional attribution approach that is, we will report only on our own contribution to development and not on the aggregate contribution made by other co-financiers. Our projects are increasingly co-financed with clients and other development partners; reporting on overall results leads to double counting and is often disconnected from the financial inputs. 41. To assess the Bank s results we will measure the tangible development benefits produced by AfDB-funded operations across the five core operational priorities (see Table 2 and Box 2)). Infrastructure development. These indicators track contributions towards meeting Africa s huge infrastructure needs by measuring the Bank s performance in delivering outputs and intermediate outcomes in transport, water, energy and ICT. The Bank s contributions to infrastructure improve access to services and are a catalyst for productivity and growth in other important sectors of activity. Regional integration. These indicators track the Bank s contribution to regional integration by building the hard and soft infrastructure that brings economies and people together. In addition to the indicators of hard infrastructure, the Bank is developing metrics to capture progress on soft infrastructure: tariff liberalisation, trade facilitation, regional infrastructure, movement of people, movement of capital and political economy. Private sector development. These indicators track progress in investments, microfinance, productivity and sustainability in agricultural development. Building a strong businessenabling environment is also critical to private sector development; this activity is tracked in the RMF under the governance and accountability heading. Governance and accountability. The new RMF introduces a new section on the Bank s contribution to governance, measuring the success of the governance reforms we fund. For example, in countries where we provide budget support to strengthen the quality of 10
16 public administration, we track improvements in the CPIA sub-score. Skills and technology. To help African youth develop the skills they need to find jobs, the Bank supports education and training. This contributes to establishing the foundations for a productive workforce and creates opportunities for employment. Special attention is given to vocational training to help bridge the gap between the skills the education system produces and the ones the private sector wants. 42. The new RMF features fewer indicators in Level 2, with a reduced number of output indicators and more focus on outcomes, especially those that measure how Bank interventions have improved people s lives. The choice of indicators has been guided by mini-resultschains a conceptual framework that connects activities, outputs and outcomes. For instance, when we construct roads we also assess how these interventions have benefitted the population. This ensures that we not only focus on delivering roads, but also put measures in place to keep them well maintained, reduce future costs, and achieve the maximum benefits for the population. BOX 2 Three areas of special emphasis In implementing the Strategy , in each of the five core operational priorities, the Bank will put emphasis on three areas of special attention: fragile states, agriculture and food security, and gender. 1. Fragile states. More than 200 million Africans live in countries affected by conflict and instability, and 80 percent of all the world s fragile states are in Africa. State fragility is a major constraint on Africa s development. The RMF covers fragile states by measuring the scope of fragility, drawing on a limited set of fragility specific indicators. Given the complex nature of situations of fragility and conflict, more in-depth analysis and monitoring are needed than the corporate RMF is able to provide. Dedicated publications, such as the recently published Development Effectiveness Review on Fragile States, will address the issue more systematically and in greater depth. 2. Agriculture and food security. Agriculture, which supports the livelihoods of and provides employment for over 70% of Africans, is a proven driver of inclusive growth and poverty reduction. As the Bank adopts a value chain approach and invests in rural infrastructure and a robust agro-industry regime, agriculture will become a platform to create jobs, ensure food security, increase incomes, diversify the product consumption base, engender import substitution for imported products and facilitate regional trade. To promote broad-based economic growth and development, the Bank will help countries embrace agribusiness for increased productivity and competitiveness. In the RMF, agriculture and food security continue to be captured in Level 1 and Level Gender. Greater equality between men and women is a development objective in its own right. Investing in women and girls is also smart economics. Increasing the capabilities and opportunities of women and girls can boost the productivity and participation of half the African population. Gender aspects are strengthened throughout the four levels of the RMF by introducing gender-specific indicators and sex-disaggregating all beneficiaries of Bank operations (see section II.C). 43. Reporting on results is by definition a backward-looking exercise: we report only on operations that have been completed. As the Bank embarks on its Strategy , we need to make sure we capture the commitments the Bank has made under its previous strategies, including in such important areas as health and primary and secondary education. Thus Level 2 continues to have some indicators in these areas. 9 A full list of indicators for Agriculture and food security is included in Glossary of indicators. 11
17 TABLE 2 How well is AfDB contributing to development in Africa (Level 2)? I N F R A S T R U C T U R E D E V E L O P M E N T EXPECTED DELIVERED EXPECTED Transport Roads constructed, rehabilitated or maintained (km) ,951 85% Transport Staff trained/recruited for road maintenance % Transport People educated in road safety, etc % Transport People with improved access to transport % of which women (%) [35] Energy Power capacity installed (MW) % of which renewable (MW) Energy Staff trained/recruited in the maintenance of energy facilities % Energy People with new or improved electricity connections % of which women (%) [15] Energy CO 2 emissions reduced (tons per year) Water Drinking water capacity created (m 3 /day) % Water Workers trained in maintenance of water facilities % Water People with new or improved access to water and sanitation % of which women (%) ICT People benefiting from improved access to basic ICT services of which women (%) R E G I O N A L I N T E G R A T I O N Transport Cross-border roads constructed or rehabilitated (km) % Energy Cross-border transmission lines constructed etc.(km) % 734 P R I V A T E S E C T O R D E V E L O P M E N T Government revenue from investee projects and sub-projects (million USD) tbd* SME effect (turnover from investments) (million USD) Microcredits granted (number) 454, % Microfinance clients trained in business management 333, % Jobs created of which jobs for women (%) [12] People benefiting from investee projects and microfinance , % of which women (%) [65] Agriculture Land with improved water management (ha) % Agriculture Land whose use has been improved: replanted, reforested (ha) % Agriculture Rural population using improved technology % Agriculture People benefiting from improvements in agriculture % of which women (%) S K I L L S & T E C H N O L O G Y People benefiting from vocational training of which women (%) Classrooms and educational support facilities constructed % Teachers and other educational staff recruited/trained % People benefiting from better access to education % of which female (%) [45] 12
18 Note: Primary, secondary and tertiary health centres % 511 Health workers trained % People with access to better health services % of which female (%) G O V E R N A N C E A N D A C C O U N T A B I L I T Y Share of countries with improved: - Quality of budgetary and financial management (%) 43% - Quality of public administration (%) 25% - Transparency, accountability and corruption mitigation in the public sector (%) - Procurement systems (%) 63% - Competitive environment (%) 24% * The Bank s commitment to tracking greenhouse gas emissions including CO 2 emissions is set out in the Integrated Safeguards System (ISS) recently adopted by the Board. 10 For vocational training and ICT beneficiaries, the data shown are for [ ] means that sex-disaggregated data provided are estimations based on extrapolations from a statistically relevant sample of our project completion reports. 48% C. Level 3: Is AfDB managing its operations effectively? 44. The African Development Bank needs to keep its operations under close scrutiny to deliver a high-performing portfolio that maximises its development impact. Bank operations must be well designed and closely monitored so that the Bank can detect and resolve any problems early on. To keep moving in the right direction, we need to learn lessons from the past so that both our successes and failures better inform Bank strategies and project design. And we also need to ensure that our cross-cutting priorities promoting gender equity and responding to climate change are integrated into all of the Bank s operations. 45. To this end, Level 3 assesses the Bank s performance in managing its operations by using 21 indicators organised under three headings: (i) strengthening results at the country level, (ii) delivering effective and timely operations, and (iii) designing gender- and climate-informed operations (see Table 3). For each of these indicators, exacting targets have been set to stretch the Bank s performance. C.1. Strengthening results at the country level 46. A strong results focus at the country level is critical to ensuring that the Bank delivers the development results that are most relevant to each of its client countries. Sound country programming is central to this: well-designed and results-focused Country Strategy Papers (CSPs) lay out the Bank s approach to better support the client country, building on its strengths and comparative advantage. The average CSP rating indicator monitors the quality of the CSP design. The reforms under way to strengthen the CSP will further improve country programming, and the indicator will show whether the quality remains high. Timely Country Portfolio Performance Reviews (CPPRs) are among the process tools we use to monitor progress and the health of the country operations portfolio to ensure that the Bank s support is on track and to prompt action when needed. 47. The Bank remains committed to the aid effectiveness agenda: we are striving to use country systems rather than bypass them, and we are cutting clients costs of doing business with the Bank by reducing the number of parallel project implementation units. We believe these areas 10 The Bank will develop and pilot a tool to track greenhouse gas emissions in accordance with the provisions of the UNFCCC, without prejudging current negotiations under the Convention. Upon completion of this tool, the Bank will report ex-ante on GHG emissions (gross and net) in project documentation (ISS, Section C.3 15 p. 47). 13
19 remain critical; therefore, consistent with the post-busan agenda, indicators on alignment on budget, predictability, and use of country systems remain an integral part of the RMF. C.2. Delivering effective and timely operations 48. As part of improving our portfolio performance, the Bank has launched a range of reforms to ensure that all operations are well designed and regularly supervised. The indicators included under this heading help us track our performance in implementing these reforms. They focus on key aspects such as the quality of project design and quality at entry. Project quality at entry is extremely important to our overall effectiveness, as errors in project design are generally difficult to correct once implementation has begun. Another area of focus is quality of supervision. In recent years, the quality of project supervision has improved, allowing problems to be identified early and corrected. Results and lessons learnt are captured and made available to inform future programming. Operations should also be timely; therefore, the RMF tracks delays in design, disbursement, or procurement to enable the Bank to deliver more timely operations. For more indepth analysis and internal reporting purposes, the data are disaggregated by funding window and type of operation. 49. The choice of indicators also reflects heightened ambitions. We are no longer measuring areas where we are doing consistently well but focusing on areas where we need to do better. For example, the Bank has successfully reduced the share of problem projects in its portfolio from 14% in 2006 to only 2% in So rather than tracking problem projects, we are tracking a more ambitious indicator: projects at risk. This category includes not only problem projects but also projects that are at risk of not meeting their objectives a range of reasons including problems related to project implementation, slow disbursements, and so on. C.3. Designing gender- and climate-informed operations 50. To ensure that the Bank s cross-cutting priorities promoting gender equity and responding to climate change are integrated into all our activities, at project design we assess all our operations on both the gender and climate dimensions. The RMF gives special emphasis to the Bank s progress in building both aspects into the design of operations. 51. We will continue to use our climate-proofing methodology, 11 which is working well. Projects that started between 2007 and 2009 have all been retrospectively screened and adapted as necessary, while newly designed projects should now have climate resilience built into their design to protect the development initiatives from the negative impacts of climate change, climate variability and extreme weather events, or to delay or reduce the harm caused by climate change. 52. For increased effectiveness in mainstreaming gender into our operations, the Bank has drawn on international best practice to develop new standards. All our projects are assessed at the design stage according to five criteria that measure how effectively gender mainstreaming has been built into the project: sector-specific gender analysis; a gender-equality-related outcomes statement; a gender-equality-related baseline; specific activities to address gender gaps; and adequate budgets and human resources to implement the activities. This assessment better informs the project design, and is also used to better monitor gender mainstreaming in Bank operations. 11 During the design of a project the Bank conducts a Readiness Review, which reviews, among other things, how well climate resilience is built into the project design. This may include ensuring sufficient drainage systems to increase road longevity (as in the Nigerian Ndali-Nikki Chicandou road), or offsetting CO 2 emissions from increased traffic by planting trees and restoring vegetation cover, to create carbon sinks. 14
20 TABLE 3 Is AfDB managing its operations effectively (Level 3)? S T R E N G T H E N I N G R E S U L T S A T C O U N T R Y L E V E L ALL AFRICAN COUNTRIES OF WHICH ADF COUNTRIES BASELINE TARGETS BASELINE TARGET Average CSP rating (1-6) at least at least 5 Timely CPPR coverage (%) Development resources recorded on budget (%) Predictable disbursements (%) Use of country systems (%) New ESW and related papers (#) N/A 15 Building capacity for results (number of people trained) D E L I V E R I N G E F F E C T I V E A N D T I M E L Y O P E R A T I O N S Learning from our operations Completed operations rated satisfactory (%) Completed operations with sustainable outcomes (%) Completed operations with a timely PCR (%) Ensuring strong portfolio performance at least 95 at least 95 at least at least 95 Disbursement ratio of ongoing portfolio (%) Time for procurement of goods and works (months) Operations with satisfactory mitigation measures (%) [60] [75] [45] [60] Operations no longer at risk (%) Operations at risk (%) Operations eligible for cancellation (%) Preparing high-quality operations less than 7 less than Time to first disbursement (months) New operations rated satisfactory (%) 96 at least 95 at least 95 at least 95 at least at least 95 Time for approving operations (months) D E S I G N I N G G E N D E R - A N D C L I M A T E - I N F O R M E D O P E R A T I O N S New CSPs with gender-informed design (%) Projects with satisfactory gender-equality outcomes (%)* Note: at least at least New projects with gender-informed design (%) New projects with climate-informed design (%) at least at least 95 [ ] means further work will be required to firm up the baselines and targets. We are only now introducing the mitigation measure rating into progress reporting and are still establishing baselines from preliminary data. * The methodology is being revised. For projects with gender-informed design, a refined methodology is applied. 15
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text:
- Description
DetailsThis is an elegant ladies folding umbrella in the Modern Vintage Butterfly design.
It has the Modern Vintage Butterfly image printed and repeated around the entire canopy.
Automatic open and close mechanism with the touch of the button.
8 fibreglass ribs.
Black rubber "high grip" handle.
Protective matching sleeve.
Carry Strap.
29cm length when closed.
approx 110cm span when open.
- Additional Information
Additional Information
Product Code COFMVBY Brand Coynes Type Folding For Women Design Modern Vintage Butterfly Features Automatic Open and Close, Wrist Strap Theme Animals Length Closed 29cm Span 110cm Canopy Material Polyester Shape Standard Rib Material Fibre Glass Rib Quantity 8 Shaft Material Fibre Glass Handle Material Plastic Handle Type Compact

subset: commoncrawl


text:
PORT CHESTER, N.Y. -- If you're looking for fine Italian dining and desserts, family-friendly ambiance and a festive meal, the newly reopened, expanded T&J Restaurant and Pizzeria is the place to eat in Port Chester.
More than 200 people turned out for Wednesday's grand re-opening of T&J Restaurant in its new location at 10 Pearl St.
After 26 years, T&J's moved its tiny, popular eatery from 227 Westchester Ave. to much larger facilities at the former Town of Rye Courthouse. There, T&J comfortably seats more than 100 people indoors, 60 people on an outdoor patio and caters to more than 100 guests in a fifth-floor penthouse banquet hall.
After thriving at T&J's Westchester Avenue location since 1990, co-owners John Ruggiero of Mount Vernon and Ray Sassano of Hawthorne decided to move to a larger location to accommodate their ever-growing customer base.
The newly constructed restaurant offers a casual atmosphere where everyone is made to feel like family. In the Italian culture, food is love and with the help of Ruggiero's mother, Filomena Ruggiero, and Sassano's mother-in-law, Grace Vitiello, they create classic, family recipes, proudly passed down from generation to generation.
Ruggiero's and Sassano's wives, Veronica and Gina, also play a special role by getting to know their customers personally and forming wonderful relationships. It's truly a unique dining experience where every relative is part of the secret family recipe of amazing food and personalized service.
"Our family has been in the food business since the 1950s and we're excited to continue the tradition at our new location,'' John Ruggiero said. "We're able to offer our friends and customers, the same great food at the same great prices in a newly-renovated space."
Ruggiero also noted that there is plenty of free, convenient parking in the lot across Pearl Street as well as gelato and an intimate wine/beer bar.
T&J is a classic Italian restaurant that serves authentic, Neapolitan cuisine and gourmet pizza.
"We set ourselves apart with our new pasta machine; which helps us make fresh, homemade pasta daily," Ruggiero added.
T&J Restaurant's new location also has delivery service, speedy takeout as well as a fifth-floor penthouse for private parties and special events/fundraisers.
Proudly decorated with their children's/grandchildren's photos, T&J has been a family-owned and operated restaurant for two generations. It has become a neighborhood staple in Port Chester and surrounding communities.
T&J keeps the tradition of being a family-run restaurant, serving friends and customers a meal "just like Nonna used to make," Ruggiero said.
Earlier Daily Voice coverage of Westchester County Executive Rob Astorino's guest appearance at the grand re-opening can be found by clicking here.
Click here to sign up for Daily Voice's free daily emails and news alerts.


text:
M&S Collection
Knitted TieT12/1701
M&S says
The perfect option for adding a pop of colour to a classic suit, our versatile tie is sure to become a firm favourite. A skinny shape gives the tie a modern touch, while a plain pattern ensures it works for both formal and casual occasions.
Product Details
- Product Style: Ties
- Regular
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Care and Composition
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Returns & Refunds
35 days to return
You may return unused products within 35 days of purchase with a valid parcel summary document. Your items don't need to be in the original box or bag as long as they're securely packaged.
How to return
Simply use our returns portal to print a returns label and returns note. You will then be able to return all or part of your order at your own cost through your preferred carrier. To create a returns label, visit our returns portal select this option and follow the instructions.
Free returns when you pay with PayPal Learn more
Delivery Options
Standard Delivery: FREE over kr700 (otherwise kr70); 5-6 working days
Express Delivery: FREE over kr1000 (otherwise kr125); 2 working days


text:
Sept 14 (Reuters) – A populist politician whose party could emerge as a kingmaker at this month's New Zealand election has called for an inquiry into whether a member of the ruling National Party government has been working for China's intelligence services.
Earlier this week the Financial Times reported that National Party member Jian Yang spent a decade at elite Chinese military academies and has been under investigation by New Zealand's national intelligence agency.
Winston Peters, whose New Zealand First party is widely expected to form a ruling coalition with either the National or Labour parties, said that New Zealanders should be "very concerned."
"National must act now and a full inquiry is required." Peters said on his official Twitter account.
"There must be proof Dr Yang is not a risk. Meanwhile, Dr Yang must step aside."
Yang who is 55, had lived in China until he was 32, the Financial Times said. No information about his Chinese education or military background was included in his official biographies in New Zealand or those published when he was an academic at Auckland university, it said.
Yang, who has been a major fundraiser for the National Party and has pushed for closer ties with Beijing, told media that he was the victim of a "smear campaign" and denied passing on any information to China during his time in New Zealand.
"I can understand people can be concerned, because they do not understand Chinese system, but once they understand the system they should be assured this is nothing really you should be concerned about," he said according to a Newshub report.
Prime Minister and National Party leader Bill English said that he was well aware of Yang's background, employment and training in China.
"This is a New Zealand citizen. Dr Jian is a New Zealand citizen. The country is happy to have him as a citizen," English told New Zealand's 1News.
English said he had been aware "from early on" that Dr Yang had had "military training, including military intelligence".
"He's never tried to hide that background," English said.
Meanwhile, Labour leader and contender for the premiership Jacinda Ardern declined to comment, saying only it was an "issue for the National Party to respond to," according to the report.
(Melanie Burton/Reuters)
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text: In this novel, written in 1913, H. G. Wells offers a compelling scenario of a world first cursed, then blessed by atomic energy. It is an interesting tale of the interaction of science and society, told at a time when science was thought to have the answers to the world's problems. Drawing on his familiarity with the work of chemists William Ramsey and Frederick Soddy and physicist Ernest Rutherford, Wells introduces the reader to the scientist who discovers the physics required for atomic bombs as well as power plants. The world goes to war, with atomic bombs destroying many of the major cities. After the war, the leaders of the world convene to establish a world government that will guarantee peace. Leo Szilard read this work in 1933 and it appears to have had an influence on his vision of the uses of nuclear energy.


text:
"The Exile"
19/9/2008 to 19/9/2008
7:00 - 8:00pm
Author Navtej Sarna in discussion with, renowned author of the 'Maharajahs Box', Christy Campbell, on his novel on the life of Maharajah Duleep Singh. This fictionalised account reveals the tragedy of a man who went from being a King to a supplicant, who changed his religion twice, who had a late realisation of his lost destiny and was ultimately unable to return to his land and people. His life is one of the most poignant chapters in Sikh history, as well as the history of British India.
This talk will be held in the Art Gallery.National Army MuseumRoyal Hospital Road,Chelsea,London,SW3 4HT
Booking is essential. Contact firstname.lastname@example.com
Featured Events


text:
Whole wheat pizza dough/breadsticks
1 cup warm water
1 T oil
1 T sugar or honey
1 T yeast
1 t salt
2 1/2 cups whole wheat flour, you can start with 2 and then add more if it is too sticky
Combine first 5 ingredients and let sit 5 minutes. Add flour mix well.
Roll into breadsticks or onto pizza stone. Bake at 350
For the pizza I like to cook the crust for a few minutes before I put the sauce and toppings on.
For breadsticks you can put melted butter, cheese, garlic salt or anything you like. I have made it with pre-made pesto and some cheese on it and that is good too.


text: I've hooked up my old Boston BA 735 digital speakers and subwoofer that came with my old Gateway PC to my PowerBook and can get (what appears to be) mono sound using the anologue input, but was wondering if I could get the digital audio to work? I have the digital lead which can also fit into the 3.5mm headphone jack on my PowerBook but no sound is output when I plug it in. I'm assuming I need a driver. Is one available for the Mac? Where could I download it from? Would it work with the PB 12" or does it require a G5 tower? I heard Macs were behind PCs in the sound stakes.


text: hey has anyone messed with one of these yet? I want to change my gui a little with a custom rom, but don't want to lose the star wars themed stuff on the phone now, which is basically the lock screen but still. I'm looking for an all white gui with a electric blue or cyan backlight, ?????


text:
Search for Novel Genes in Osteosarcoma Revealed by Analysis of Tumour Copy-Number Alterations and Constitutional Copy-Number Variations
- To determine whether common copy-number alterations (CNAs) at chr7p14.1 arise de novo
in osteosarcoma (OS) tumor DNA or whether they represent progression of constitutional
copy-number variations (CNVs).
- To determine the association between constitutional CNVs at chr7p14.1 and
susceptibility to OS.
- To determine how CNVs translate into CNAs in tumor DNA samples from patients with OS.
OUTLINE: RNA and DNA samples from banked blood and paired tumor tissue, plus samples from
healthy controls, are analyzed for common copy-number alterations and constitutional
copy-number variations (CNVs) at chr7p14.1 by microarray, q-PCR, RT-PCR, and FISH.
Osteosarcoma predisposing CNVs results are then compared among cases versus healthy
Clinical information associated with each osteosarcoma sample (i.e., gender, age of
diagnosis, tumor site, tumor type and grade, presence of metastases at time of diagnosis,
response to chemotherapy, event-free survival, and overall survival) is also collected, if
PROJECTED ACCRUAL: A total of 243 samples from patients with osteosarcoma and 80 samples
from healthy controls will be accrued to this study.
Role of copy-number alterations (CNAs) in the etiology of osteosarcoma
David Malkin, MD
Principal Investigator
The Hospital for Sick Children
United States: Federal Government
February 2011


text:
Like New Contemporary Cape set off the rd with loads of privacy. Close to 84 for easy access to Hartford or even commuting to Boston. This home offers an open kitchen living area with cathedral ceilings. Custom wood work throughout. Amazing large Master Bath. Master Bedroom is on the main Level. All bedrooms are large and very spacious. Such a great design for a growing family or even someone retiring to a secluded peaceful setting tucked away. Home also features a nice bonus room over the garage thats completely finished. Great for addition... More
Listing courtesy of Keller Williams Realty
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