revenue for the nursing school. For the sake of transparency for the donor organisation as well the head office of the church (who had sent a new accountant to help the nursing school director manage funds), a new planning tool including a financial planning and reporting system was put in place.

This year seemed to be the smoothest project year so far. By now, the partnership with the nursing school was characterised by mutual trust, and conversations seasoned by occasional jokes and laughter were now possible. The donor organisation was even willing to continue funding after the 3-year budget, so as to support, as they put it, the consolidation of the nursing school. Two things dampened my euphoria: there was still no permission to run a diploma-granting school, andworryingly, but less palpable was a looming conflict between the nursing school and the mission hospital. Apparently, the hospital directorship, felt 'neglected' by the donor organisation and was jealous of the nursing school, since the project funds were earmarked for the nursing school and not the hospital. The nursing school, on the other hand, felt pressured to put services in place not only for itself, but also for the hospital, including access to Internet, WLAN, and computer facilities. We eventually succeeded in establishing relationships in the region (through 'backdoor diplomacy'), in which all parties involved -- nursing school, mission hospital, church, district health -- recognised that they were in a win-win situation that was mutually beneficial.

2014 {#S0003-S20009}
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January brought another double pack of training of trainers and teaching of