We are lacking of the right delivery process and not of practical knowledge for development

ITIL ®V3 (IT Service Management) 
PRINCE2 ® (Projects in Controlled Environments)

Agile Management Innovations

Wirtschaftsinformatik  - Diplom-Ingenieur

Informatikmanagement - Mag. rer. soc. oec

Wirtschaftsinformatik - Bakk.rer. soc. oec

Social Science - DEUG

We  need to observe around  to come to the conclusion that we are lacking of the right delivery process and not of practical knowledge for development.

The objective of this paper is to respond to the angoisse -

at the end of the day, we can say we provided practical knowledge, we achieved results, however no one is happy and the solution becomes unsustainable  - A situation that makes development delivery complex and unconfortable.

"Long waiting times and endless queues are the norm for people collecting cash. In Gaza, the tension caused by the long wait sometimes descends into clashes in the street. One 45-year-old widow from Rafah recounts: "I went to collect my payment slip but there was a queue and it took me three hours to get it. Staff were sitting in a comfortable office, and us women and the elderly had to wait in the sun."

Poor targeting of cash transfers can be a problem and is seen as particularly unjust where people who are less poor benefit while extremely poor people remain on waiting lists or are unaware of their eligibility. In Kenya, many people living in poverty couldn't understand why they weren't receiving any money while others were. In this case, people hadn't realised that they have to apply to be enrolled on the programme.

In Uganda, elderly people receiving cash often find it difficult to make a complaint when mistakes happen. Sometimes this is due to technology problems or administrative delays, but often people are reluctant to complain because they fear their benefits will be taken away. One elderly man said those implementing the programme see people who complain as troublemakers" (Source: The Guardian).

Source: Wiki

We are not lacking of the practical knowledge for development. We are certainly facing the challenge to well design, produce, package, move, deliver and to support foreign practical knowledge for development into community practices (Practical Client Knowledge) for enhancing efficient investments in education, health, public administration, infrastructure, financial and private sector development, agriculture and environmental and natural resource management etc. and particularly local community development outcomes. 

Fig:Framework based on knowledge for development.....

"* Example: in the early 20th century the American Red Cross - I believe led mostly by volunteers sort of invented Public Health outreach. In their context it was new, novel, innovative, and yet perhaps a bit messy and inefficient; yet people needed and appreciate this new practical knowledge and eventually local, state and national government adopted Public Health outreach and added it to standardized government services more within your two definitions.

* The challenge - how do we "Listen" carefully to the Practical client knowledge to discover what's working, to better understand the local context, then adapt or blend in your two types of practical knowledge to see, if combined with practical client knowledge we come up with even better local results.

* The mode issue - Otherwise, at the end of the day, we can say we provided practical knowledge, we achieved results, however no one is happy and the solution becomes unsustainable" (Bruce Summers, CVA, linkedin).

 

The practical Knowledge for Development is crucial to achieving the Mission of ending world poverty. This knowledge solves poorest people’s problems. Knowledge that is designed, tested, packaged and embedded in development interventions. 

Oft focused on the development of the capacities of the local communities in helping the communities to drive and to promote their own sustainable development processes through suitable evaluation processes, through the right adequate local sociocultural knowledge infrastructures, through effective collaborative and participatory approaches with governments, private sector, PPPs, NGOs etc. with the respect of the local Knowledge resources and potentials, at the right place and at the right moment.

 

A successful practical Knowledge for Development should be carefully targeted towards its audience, with the right mixture of delivery, support, simplicity, elegance, and, with the right sustainable communities’ development innovations through the right knowledge formats and the right sociocultural knowledge infrastructures.

The delivery and the support of practical Knowledge for Development into a foreign community practices (practical client knowledge)  are great challenge. Most Delivery and the support could fail when they meet local sociocultural infrastructures and because the traditional evaluations, programs and projects management methods are not able to cope with constant changes in the community practices’ environment.

“the best Knowledge Management, learning and evaluation strategies in the UK are not necessarily the best Knowledge Management, learning and evaluation strategies in Uganda. Different groups and organizations (whether they are different due to political circumstances, economic resources, culture, social background or religion etc.) may have different associations in relation to concepts such as ‘leadership’, ‘cooperation’, ‘information’, ‘sharing’ and ‘monitoring” (Hovland 2003: 8).

The "Science of Delivery" is the right mechanism to design, to produce, to package,  to move, to deliver and to support successfully external and internal practical knowledge for development  into community practices (Practical Client Knowledge) for enhancing local community development outcomes.

Understanding and listening to by knowledge producers, governments and donors etc. could help to well design, to produce, to package, to deliver and to support with elegance and simplicity a practical knowledge package for development into a foreign community practices.

One of the reasons I’m so passionate about local poor communities information in the design, alignment and production of a practical knowledge package for development is because I find it to be the best way in development arena to help poorest people, to find something that could better works. And we’re not going to help poorest people unless we listen to them and evaluate what their important issues are.

It is sometime regretable to see that we do not really listen to poorest people to understand what they primary need, what they want, what issues are most important to them. Certainly they have primary needs that we should always deliver first or we should rethink how to delivery it better.

But listening to poor communities isn’t just about talking to our sources or even talking to People's Government at meetings. The poor people who we are serving have to earn our trust, but at the same time we always need to check out what they need and what they are saying.

Listening to poor communities  for finding what works in the basis  for evidence before intervention is meaning we need to be in the communities, go to the people wherever they are living, talking to them. Go where those poorest people are. Let them know where we are, to understand, and evaluating their needs.
 

The challenge is what to do? What we need to listen for and why? Responding to the following questions could help to understand what to do, and why we need to listen for poor people :

How people do we suppose to help view our engagement? Is it positive or negative?
What are they saying about our current program, project or service?
What do they think about our program, project and service area?
What do they like or dislike about our program, project or service?
How are their preferences changing?
Do they take our services seriously?
Do they respect our engagements and our requirements?
Do they meet our requirements?
How are our technologies and social trends impacting our targeted community practices?
What ideas might they offer for better services delivery?
How is the conversation, listening and understanding around our organization, issue area, program, service, delivery model, changing?
Why poorest local governments are so corrupted?
Why are poorest  voiceless and powerless?
......

One elegance of the science of delivery is to listen to the targeted community, and act on that feedback.

Anything we do in a community requires us to be familiar with its people, its issues, and its history. Carrying out an intervention or building a coalition is far more likely to be successful if  we are informed by the culture of the community and having an understanding of the relationships among individuals and groups within it. This will meet requirements of both functionality and elegance.

We need to adopt a posture of listening to community and understanding their practices in which we want to deliver service. And it is one of the most important missions of the science delivery.

But what would be different if we moved closely into intimate relationship with a community and we adopte a posture where we were listening –Delivery listening – wanting to know what it is that poor people want or need or in what ways we can deliver the service with success, simplicity and elegance into the community practices? 

Community practices vary from region to region, from sector to sector, change with the time  and in the space.  Transplanting what we did somewhere else and bring it into community practices whether poor people understand this or not, will not always  work.  We need to change while embracing a science of delivery to improve delivery  outcome.  "Otherwise, at the end of the day, we can say we provided practical knowledge, we achieved results, however no one is happy and the solution becomes unsustainable".







The success of the science of delivery  will depend on how well a delivered   intervention is designed, on how well a delivered   intervention  is targeted, on how  well a delivered   intervention  is articulated, on how well all the stakeholders are integrated and interested in the processes of the delivery (Why operate agile in sustainable development programmes and projects?).

Simple copy and paste or the simple transfer of a successfully delivery in another region or in another sector could not work. The success requires an innovative adaptation of the transferred, copied and pasted delivery ......

Anyway,  the *Science of Delivery* addresses more precisely an innovative development intervention (project and program) that includes: inclusion management in all phases of the intervention, the availability of the right sociocultural infrastructures that enable the development and the support of the intervention on the target site, the knowledge transfer mechanisms and change management that enable efficient management and the exploitation of the delivered intervention on the target site after the intervention exits.

Fig. Framework to improve development interventions

- Source: Holistic framework to improve development interventions

 

Another challenge is even government level was unable to guide and coordinate actions at local level since they lacked proper information and access to  area, while the local level was doing their best but had no proper platforms for coordinated action.  It is very important to realize that we need better coordination, listening, understanding,  and right information to help control the delivery of practical knowledge into regional, national, local context, and particularly into community practices.

The following figure describes a good way (Top-down und Bottom-up) to accomplish that is to create a delivery structure and description for knowledge management for development - a record of exploration and delivering hierarchies.

 

                        

                      Fig. Delivery structure and description - Top-down und Bottom-up approach

Central Department of the Knowledge for Development

Collaborates with public and private organizations, universities, government, knowledge researchers, knowledge centre for developments, volunteers, civil organizations, NGOs to research development knowledge, to identify suitable development products, etc. in each development sector

Designs the knowledge architecture in different formats
Produces the development knowledge in different formats
Testing and package the knowledge in different formats to a target development solution
Diffuses and delivers the practical knowledge for development across various platforms, repositories and with different formats into regional knowledge centre through different delivery channels
Manages change at the central niveau
Initiates assessment and evaluation to determine high practical knowledge level impact through  various testing processes
Determines changes required within practical knowledge architectures, formats and platforms to ensure they are functioning appropriately within community practices
Releases  updated knowledge formats to resolve validated incompatibilities
Incorporates necessary changes in future new practical knowledge products

Regional Centre

Collaborates with regional public and private organizations, universities, governments, knowledge researchers, knowledge centre for development, volunteers, civil organizations, NGOs for translating the delivered practical knowledge for development into the regional development context with the right formats across various platforms

Delivers the translated practical knowledge for development into the national development context with the right different formats
Works, reports to and communicates with the Central Department with regards to delivery and format issues
Provides support and upgrade to the delivered   practical knowledge for development
Works with other regional centres to share and resolve knowledge delivery, format, platform, support issues
Manages change and risk at the regional niveau
Initiates assessment and evaluation to determine high practical knowledge level impact through various testing processes
Determines changes required within practical knowledge architectures, formats and platforms to ensure they are functioning appropriately within community practices
Releases  updated knowledge formats to resolve validated incompatibilities
Incorporates necessary changes in future new practical knowledge products

National Centre

Collaborates with national public and private organizations, universities, governments, knowledge researchers, knowledge centre for development, volunteers, civil organizations, NGOs to choose the right translated practical knowledge for development that corresponds to the national development context with the right formats

Diffuses the selected practical knowledge for development across various platforms in different formats
works with national centre to share and resolve knowledge delivery, format, platform, support issues
Provides support and upgrade to the selected practical knowledge for development
Work, reports to and communicates with Regional Centre with regards to delivery and format issues
Works with other national centres to share and resolve knowledge delivery, format, platform, support issues
Manages change and risk at national niveau
Initiates assessment and evaluation to determine high practical knowledge level impact through various testing processes
Determines changes required within practical knowledge architectures, formats and platforms to ensure they are functioning appropriately within community practices
Releases updated knowledge formats to resolve validated incompatibilities
Incorporates necessary changes in future new practical knowledge products 

Local Centre

Collaborates with local public and private organizations, universities, governments,  knowledge researchers, knowledge centre for development, volunteers, civil organizations, NGOs  to choose and integrate the right translated practical knowledge for development that corresponds to the local community development context with the right formats

Works, reports to and communicates with Regional Centre with regards to delivery and format issues
Provides support and upgrade to the selected practical knowledge for development
Works with other local centres to share and resolve knowledge delivery, format, platform, support issues
Manages change and risk at the local niveau
Initiates assessment and evaluation to determine high practical knowledge level impact through various testing processes
Determines changes required within practical knowledge architectures, formats and platforms to ensure they are functioning appropriately within community practices
Releases updated knowledge formats to resolve validated incompatibilities
Incorporates necessary changes in future new practical knowledge products

A good way to accomplish that is to create a delivery structure and description - a record of exploration and delivering hierarchies.

 It's a good way to gain a comprehensive overview of the community practices, what it is now, what it's been in the past, and what it could be in the future. It’s important to understand community, what a community is, and the specific nature of the community practices we work in and we want to deliver a specific service. Understanding the community entails understanding it in a number of ways. 

Getting a clear sense of what is happening there may be key to a full understanding of it.  At the same time, it's important to understand the specific community practices we are concerned with.  The practices endorsed by the geography, the culture, the history and others social and environmental  factors.

We need  to know the  people,  their culture, their concerns to align the design and the delivery processes of each practical knowledge package for development to their social challenge. Otherwise our challenge will be vain as said it by Blaise Pascal  - "Vérité en-deçà des Pyrénées, erreur au-delà" .

The following table describes some characteristic of what we need to "know" for a better delivery.....

Physical aspects	Every community has a physical presence of some sort, even if only one building.  Most have a geographic area or areas they are either defined by or attached to.  It's important to know the community's size and the look and feel of its buildings, its topography (the lay of the land -- the hills, valleys, rivers, roads, and other features you'd find on a map), and each of its neighborhoods.  Also important are how various areas of the community differ from one another, and whether your impression is one of clean, well-maintained houses and streets, or one of shabbiness, dirt, and neglect.
Infrastructure	Roads, bridges, transportation (local public transportation, airports, and train lines), electricity, land line and mobile telephone service, broadband service, and similar "basics" make up the infrastructure of the community, without which it couldn't function.
Patterns of settlement, commerce, and industry	Where are those physical spaces we've been discussing? Communities reveal their character by where and how they create living and working spaces. Where there are true slums -- substandard housing in areas with few or no services that are the only options for low-income people -- the value the larger community places on those residents seems clear.  Are heavy industries located next to residential neighborhoods?  If so, who lives in those neighborhoods?  Are some parts of the community dangerous, either because of high crime and violence or because of unsafe conditions in the built or natural environment?
Demographics	It's vital to understand who makes up the community.  Age, gender, race and ethnicity, marital status, education, number of people in household, first language -- these and other statistics make up the demographic profile of the population.  When you put them together (e.g., the education level of black women ages 18-24), it gives you a clear picture of who community residents are.
History	The long-term history of the community can tell you about community traditions, what the community is, or has been, proud of, and what residents would prefer not to talk about.  Recent history can afford valuable information about conflicts and factions within the community, important issues, past and current relationships among key people and groups -- many of the factors that can trip up any effort before it starts if you don't know about and address them.
Community leaders, formal and informal	Some community leaders are elected or appointed -- mayors, city councilors, and directors of public works.  Others are considered leaders because of their activities or their positions in the community -- community activists, corporate CEO's, college presidents, doctors, clergy.  Still others are recognized as leaders because, they are trusted for their proven integrity, courage, and/or care for others and the good of the community.
Community culture, formal and informal	This covers the spoken and unspoken rules and traditions by which the community lives.  It can include everything from community events and slogans -- the blessing of the fishing fleet, the "Artichoke Capital of the World" -- to norms of behavior -- turning a blind eye to alcohol abuse or domestic violence -- to patterns of discrimination and exercise of power.  Understanding the culture and how it developed can be crucial, especially if that's what you're attempting to change.
Existing groups	Most communities have an array of groups and organizations of different kinds -- service clubs (Lions, Rotary, etc.), faith groups, youth organizations, sports teams and clubs, groups formed around shared interests, the boards of community-wide organizations (the YMCA, the symphony, United Way), as well as groups devoted to self-help, advocacy, and activism.  Knowing of the existence and importance of each of these groups can pave the way for alliances or for understanding opposition.
Existing institutions	Every community has institutions that are important to it, and that have more or less credibility with residents.  Colleges and universities, libraries, religious institutions, hospitals -- all of these and many others can occupy important places in the community.  It's important to know what they are, who represents them, and what influence they wield.
Economics	Who are the major employers in the community?  What, if any, business or industry is the community's base?  Who, if anyone, exercises economic power?  How is wealth distributed?  Would you characterize the community as poor, working, class, middle class, or affluent?  What are the economic prospects of the population in general and/or the population you're concerned with?
Government/Politics	Understanding the structure of community government is obviously important.  Some communities may have strong mayors and weak city councils, others the opposite.  Still other communities may have no mayor at all, but only a town manager, or may have a different form of government entirely.  Whatever the government structure, where does political power lie?  Understanding where the real power is can be the difference between a successful effort and a vain one.
Social structure	Many aspects of social structure are integrated into other areas -- relationships, politics, economics -- but there are also the questions of how people in the community relate to one another on a daily basis, how problems are (or aren't) resolved, who socializes or does business with whom, etc.  This area also includes perceptions and symbols of status and respect, and whether status carries entitlement or responsibility (or both).
Attitudes and values	Again, much of this area may be covered by investigation into others, particularly culture.  What does the community care about, and what does it ignore?  What are residents' assumptions about the proper way to behave, to dress, to do business, to treat others?  Is there widely accepted discrimination against one or more groups by the majority or by those in power?  What are the norms for interaction among those who with different opinions or different backgrounds?

Table source: Community Tool Box


Once we get the right pictures, and the comprehension of “what is happened on the targeted ground” we need now to think about the design, the format, and the delivery and support processes of the intervention into the community practices. The following questions could help us building the right delivery and Support  into community practices.

How could we deliver successfully our practical knowledge as knowledge package? How do we know our knowledge package will work with success in the target audience´s environment with regards to political, social, cultural and institutional realities on the ground? Are we right to deliver, to support and to upgrade continuous the knowledge package on the target site? Is there the complete local capacity in terms of adequate sociocultural infrastructures, and the technical, managerial and financial skills to bring and support such knowledge package to a successful end? Are the tools and machinery required to carry on the knowledge package available locally and are the resources required to maintain the above also available locally? ...

We are trying to deliver, and support successfully an extern practical public knowledge for development into local practical client knowledge (community’s practices)...

Virtual platform will be the best solution.  Unfortunately, the information technology alone could not resolve the challenge we are facing in the effective delivery of knowledge for development services into a local community practices (Practical client knowledge). The limit of access to the information technology in remote areas even in some urban areas is a major obstacle in the effective delivery of knowledge development services.

The approach integrates people, systems (virtual and physical) and practices into a process that collaboratively harnesses the talents of all participants to optimize the  delivery results, increase value to the delivered intervention, reduce waste, and maximize efficiency through all phases of design, production, testing, readapting, packaging, embedding, distributing, delivering, transferring, replicating and supporting delivery into local Community Practices.

The following table describes the key elements and what to do, to know,  processes  etc. for the efficient designing, delivery and support of practical knowledge for development into community practices.

The following table describes the key elements and what to do, what to know,  processes etc. for the efficient designing, delivery and support of practical knowledge for development into community practices.

Key environment	What to do, what to know etc.
Knowing the practical client knowledge  environment	Local practices Basis needs learning experience Spiritual, moral, religion and philosophy Daily practices Habits Economic, social and political environment
Knowing the capacities of the client in sociocultural  knowledge infrastructures ( Access to and availability)	Transport infrastructures water infrastructures, communication infrastructures, solid and liquid waste infrastructures earth monitoring and measurement infrastructures management and governance of social infrastructures economic and cultural infrastructures, economic infrastructures social infrastructures, cultural infrastructures, environmental infrastructures
Discussing  with the target community	Cooperation Collaboration Participation Friends Stakeholder Feedback Listing Involvement
Understanding  the requirement	Situation Scope Environment Knowledge business case Obstacle
Building  the practical knowledge business case	Desirable Viable Achievable Measurable Utility (fit for purpose) Warranty (fit for use) Worth the continued updating
Work with target client To identify:	Real life story Community elders sharing The right knowledge scope The right knowledge format The right knowledge infrastructures The right knowledge sharing and transfer strategy The continuous knowledge upgrades strategy and policies
Listen to the target Client	communication  Communities needs Local or regional committee Local government Direct participation Collaboration Feedbacks. Involvement
Evaluate the infrastructures of the client	Local potential socio cultural knowledge infrastructures Blog/Website Social Channels Social Media Picture Engagement ICT infrastructures Palaver tree Buildings Development centers Physical knowledge platform
Analyze the access capacity on knowledge of the client	Basis resources Delivery strategies Socio cultural infrastructures Right knowledge package Right knowledge package´s formats Right infrastructures that support this knowledge Procurement
Evaluate the format on knowledge of the client	Virtual portal Media photos Video Book Voice Theatre Discussion Local knowledge resources format Communities’ activities
Do nothing, do something, and do minimum	Start small Asses Keep it clear Keep it easy Collaborate with local communities Avoid complex theory management style Experiment the knowledge business case Listen to communities Focus on communities interests
Follow and manage change	Question Query Idea Observation Concern
Keep supporting	Adaptation Right resources Right format Amelioration Measurement Evaluation Assessment Attention of potential Attention of new requirement
Keep updating	Designing new knowledge business case Innovation Designing new knowledge format Designing new knowledge infrastructure Designing new knowledge business case Stay actual Eager of progress Building knowledge network Share resources Highlight events Training updates Blog posts Ask and answer questions.
Technique	Knowledge-based planning technique Focus on social attention Establishing clearly the knowledge package business case Determining the knowledge scope boundary for the Plan Preparing the foundations for Work knowledge package Articulating responsibilities for creating, reviewing, and approving the knowledge package business case
Content	Community’s expectations Standards and processes Prioritized Relevant content Gaining a better understanding Knowledge of local knowledge management practices Acceptance Criteria Learned
Local Skills	Handle the knowledge package Sharing and transfer Enhance Exploit Scope
Face to face	Development center meetings Palaver tree Team Decisions Discussions and problem solving place Harvest celebrations Festivals place Stories place Consensus place Review place
Language	Knowledge package for development language´s scope Local language Community’s language Official language Dialects…
Format	Virtual portal digital Oral Physical Medias
Technical Infrastructures	ICT Infrastructures Web applications Telecentre e-learning   Television                                      Radio Mobile Databases Collaborative software Virtual platform Online conference and communication Social media Platform
Non-technical Infrastructures	Palaver Trees Story place Group discussions Collective communication place Development centers Traditional knowledge sharing centers Problem solving place Festivals place Group consensus place Final decision place

Adapted table from  Setting Key Performance Indicator (KPI) for Knowledge Package for Development

 Mapping the practical knowledge package core Business processes

Mapping the knowledge package core Business processes	Data Processes Information Knowledge Wisdom Perception Reason Emotion
Establishing Roles, Responsibilities	Knowledge institution Knowledge organization Knowledge package board Knowledge package producer Knowledge package customizer Knowledge package connector Knowledge package support
Establishing the critical Success factors	Knowledge scope Knowledge infrastructures Knowledge format Knowledge resources Knowledge potential Knowledge cultures Knowledge environment Knowledge update concept
Choose the basis	Decision Process Output Outcome Benefit
Setting the KPI	input environment Business case Process Output Outcome Benefit Availability/resources Communities
Setting the knowledge package target	Performance levels Focus Alignment Goals Achievement Implementation Assumption Motivation
Review the knowledge package through	The Reviewer Producer Consumer Support group Stakeholder
Knowledge delivery	Define and accept the  knowledge package for development format Define and accept the knowledge package for development infrastructures Execute the knowledge package for development Deliver the knowledge package for development Agreed updating and supporting frequency for the knowledge package  development
Motivation	Performance  Management Formulation  Coherence Strategy and objective Efficiency Effectiveness
Controlling	Doing the right thing Control Measurement Assessment
Good issue management procedure	Capture Examine Propose Decide Implement
Budgeting	Purchasing better socio cultural knowledge infrastructures Purchasing better knowledge format Better understand the situation. Cost-effective
Common goals	Focus on people’s thinking and work Common vision of accomplishment Creativity in developing better ways to achieve the knowledge package goal Quick feedback Output, focuses on improving Outcome, focuses on motivation
Celebration	Celebration to improvement Leading the celebration Motivation Learning-sharing
Promotion	Competence Value of development Promotion Target communities convinced
Learning	Right sharing and learning processes, Right information format Right collaboration and participation
Improvement	Development performance Improvements. Output Outcome Benefit
Evaluating	Status Update Main knowledge sharing and transfer issues Major knowledge sharing and transfer in the past period Major knowledge sharing and transfer expected in the next period Quality assurance

Adapted table from Setting Key Performance Indicator (KPI) for Knowledge Package for Development

Conclusion

This paper helps me to responding to the problem  that at the end of the day, we can say we provided practical knowledge, we achieved results, however no one is happy and the solution becomes unsustainable.

Adopting this framework will guarantee that any delivered intervention has it merit into the community practices. So at the end of the day, we can say we provided  and delivered successfully practical knowledge, we achieved results, and everyone is happy and the solution becomes sustainable.. I really hope that community development will think about adapting this approach in their intervention delivery agenda to achieve great development results.



A paper that describes what it takes to put together a workable delivered intervention - One of the complex missions of the science of the delivery.

 *Author, Amouzou Bedi (Expertise and knowledge of the science management and its cultural implications in the developed and developing world in particular), contact on LinkedIn. I will try to update this paper on a regular basis if a need arises. Please if you have a suggestion - how we can better this approach and feedback with regards to this work please feel free to share this. Many thanks for taking your time to read this paper. Thank you Mr. Bruce Summers, CVA, and all.

Photo: Design for Delivery and Focus
Photo- Angoisse: http://www.crises-angoisses.com/