Lessons learned from developing a national NCD programme in low- and middle-income countries (Seychelles)

This paper identifies selected issues and lessons learned from the implementation of a national program of prevention and control of non-communicable diseases (NCD) during the past 20 years in the Seychelles, a small island state in the African region. As early as in 1989, population-based surveys demonstrated high levels of several cardiovascular risk factors, which prompted an organized response by the government. The early creation of a NCD unit within the Ministry of Health, coupled with cooperation with international partners, enabled incremental capacity building and coherent development of NCD programs and policy. Information campaigns and screening for hypertension and diabetes in work/public places raised awareness and rallied increasingly broad awareness and support to NCD prevention and control. A variety of interventions were organized for tobacco control and comprehensive tobacco control legislation was enacted in 2009 (including total bans on tobacco advertising and on smoking in all enclosed public and work places). A recent School Nutrition Policy prohibits the sale of soft drinks in schools. At primary health care level, guidelines were developed for the management of hypertension and diabetes (these conditions are managed in all health centers within a national health system); regular interactive education sessions were organized for groups of high risk patients ("heart health club"); and specialized "NCD nurses" were trained. Decreasing prevalence of smoking is evidence of success, but the raising "diabesity epidemic" calls for strengthened health care to high-risk patients and broader multisectoral policy to mould an environment conducive to healthy behaviors. Key components of NCD prevention and control in Seychelles include effective surveillance mechanisms supplemented by focused research; generating broad interest and consensus on the need for prevention and control of NCD; mobilizing leadership and commitment at all levels; involving local and international expertise; building on existing efforts; and seeking integrated, multi-disciplinary and multisectoral approaches.

Community Action in Iowa, 2005

The Division of Community Action Agencies is located within the Iowa Department of Human Rights and is the focal point for Community Action Agency activities within Iowa government. The Division of Community Action Agencies exists to develop and expand the capacity at the community level to assist families and individuals to achieve economic and social self-sufficiency, and to ensure that the basic energy needs of Iowa’s low-income population are met. The Division is comprised of the Bureau of Community Services, the Bureau of Energy Assistance and the Bureau of Weatherization.

Community Action in Iowa, 1999

The Division of Community Action Agencies is located within the Iowa Department of Human Rights and is the focal point for Community Action Agency activities within Iowa government. The Division of Community Action Agencies exists to develop and expand the capacity at the community level to assist families and individuals to achieve economic and social self-sufficiency, and to ensure that the basic energy needs of Iowa’s low-income population are met. The Division is comprised of the Bureau of Community Services, the Bureau of Energy Assistance and the Bureau of Weatherization.

Community Action in Iowa, 2000

The Division of Community Action Agencies is located within the Iowa Department of Human Rights and is the focal point for Community Action Agency activities within Iowa government. The Division of Community Action Agencies exists to develop and expand the capacity at the community level to assist families and individuals to achieve economic and social self-sufficiency, and to ensure that the basic energy needs of Iowa’s low-income population are met. The Division is comprised of the Bureau of Community Services, the Bureau of Energy Assistance and the Bureau of Weatherization.

Community Action in Iowa, 2001

The Division of Community Action Agencies is located within the Iowa Department of Human Rights and is the focal point for Community Action Agency activities within Iowa government. The Division of Community Action Agencies exists to develop and expand the capacity at the community level to assist families and individuals to achieve economic and social self-sufficiency, and to ensure that the basic energy needs of Iowa’s low-income population are met. The Division is comprised of the Bureau of Community Services, the Bureau of Energy Assistance and the Bureau of Weatherization.

Community Action in Iowa, 2002

The Division of Community Action Agencies is located within the Iowa Department of Human Rights and is the focal point for Community Action Agency activities within Iowa government. The Division of Community Action Agencies exists to develop and expand the capacity at the community level to assist families and individuals to achieve economic and social self-sufficiency, and to ensure that the basic energy needs of Iowa’s low-income population are met. The Division is comprised of the Bureau of Community Services, the Bureau of Energy Assistance and the Bureau of Weatherization.

Community Action in Iowa, 2003

The Division of Community Action Agencies is located within the Iowa Department of Human Rights and is the focal point for Community Action Agency activities within Iowa government. The Division of Community Action Agencies exists to develop and expand the capacity at the community level to assist families and individuals to achieve economic and social self-sufficiency, and to ensure that the basic energy needs of Iowa’s low-income population are met. The Division is comprised of the Bureau of Community Services, the Bureau of Energy Assistance and the Bureau of Weatherization.

Community Action in Iowa, 2004

The Division of Community Action Agencies is located within the Iowa Department of Human Rights and is the focal point for Community Action Agency activities within Iowa government. The Division of Community Action Agencies exists to develop and expand the capacity at the community level to assist families and individuals to achieve economic and social self-sufficiency, and to ensure that the basic energy needs of Iowa’s low-income population are met. The Division is comprised of the Bureau of Community Services, the Bureau of Energy Assistance and the Bureau of Weatherization.

Gestão Documental: Gestão de Processos de Aposentação usando a Plataforma IBM FileNet na Direcção Geral de Administração Pública

Ainda, nos nossos dias, o papel como sendo base de suporte das informações, é o maior problema operacional na maioria das empresas, órgãos governamentais e instituições. A administração pública cabo-verdiana lida anualmente com um grande volume de documentos e, a dificuldade de se lidar cada vez mais com os documentos produzidos é crescente. Daí, a necessidade de estabelecer princípios de racionalidade administrativa, a partir da intervenção nas etapas do ciclo de produção, utilização, conservação e destinação dos documentos de arquivo - a Gestão Documental. Com a evolução das Tecnologias da Informação e Comunicação (TIC) é contínua, igualmente a gestão da informação precisa adaptar-se a cada nova onda de mudança. A utilização de sistemas de gestão de conteúdos e de processos constituem ferramentas indispensáveis para o desenvolvimento de modernos sistemas de informação, agilizando assim os processos críticos nas instituições, de forma a optimizar o binómio produtividade - qualidade. Este trabalho faz referência à utilização da IBM FileNet, para modelação do processo de pedido de aposentação na Administração Pública. Ficou comprovado que o sistema de gestão de Workflow - Bussiness Process Management (BPM) da IBM, é capaz de automatizar o procedimento dos processos, gerir a sequência de actividades de trabalho e chamar (ou invocar) os recursos humanos e electrónicos apropriados, associados aos vários passos de actividades numa instituição. As evidências da plataforma FileNet como solução de Gestão de Conteúdos, e Gestão de Processos na nossa Administração Pública, demonstram vantagens consideráveis em todos os níveis. Para além de dinamizar e automatizar os processos críticos, o FileNet BPM pode permitir a optimização das operações e melhorar a capacidade de tomar decisões rápidas e acertadas, capacitando a instituição, para tomar decisões atempadas, baseadas na mais rigorosa informação disponível.

Continuity of Government Planning Interim Study Committee, March 2007

The Legislative Council established the Continuity of Government Planning Interim Study Committee in 2006 and authorized the Committee to meet during the 2006 Legislative Interim. The Committee was given the following charge: Examine issues relating to the continued functioning of state government following a disaster, including gubernatorial succession, replacement of constitutional officers and department heads, legislative elections to fill vacancies, and continued funding of state government if the General Assembly is unable to meet and pass a budget.

Are rules-based government programs shielded from special-interest politics? Evidence from revenue-sharing transfers in Brazil

Manipulation of government finances for the benefit of narrowly defined groups is usuallythought to be limited to the part of the budget over which politicians exercise discretion inthe short run, such as earmarks. Analyzing a revenue-sharing program between the centraland local governments in Brazil that uses an allocation formula based on local population estimates,I document two main results: first, that the population estimates entering the formulawere manipulated and second, that this manipulation was political in nature. Consistent withswing-voter targeting by the right-wing central government, I find that municipalities withroughly equal right-wing and non-right-wing vote shares benefited relative to opposition orconservative core support municipalities. These findings suggest that the exclusive focus ondiscretionary transfers in the extant empirical literature on special-interest politics may understatethe true scope of tactical redistribution that is going on under programmatic disguise.

The Growth and Direction of the Biodiesel Industry in the United States, 2007

The biodiesel industry in the United States has realized significant growth over the past decade through large increases in annual production and production capacity and a transition from smaller batch plants to larger-scale continuous producers. The larger, continuous-flow plants provide operating cost advantages over the smaller batch plants through their ability to capture co-products and reuse certain components in the production process. This paper uses a simple capital budgeting model developed by the authors along with production data supplied by industry sources to estimate production costs, return-on-investment levels, and break-even conditions for two common plant sizes (30 and 60 million gallon annual capacities) over a range of biodiesel and feedstock price levels. The analysis shows that the larger plant realizes returns to scale in both labor and capital costs, enabling the larger plant to pay up to $0.015 more per pound for the feedstock to achieve equivalent return levels as the smaller plant under the same conditions. The paper contributes to the growing literature on the biodiesel industry by using the most current conversion rates for the production technology and current price levels to estimate biodiesel production costs and potential plant performance, providing a useful follow-up to previous studies.

Social capital, government expenditures, and growth

Countries with greater social capital have higher economic growth. We show that socialcapital is also highly positively correlated across countries with government expenditureon education. We develop an infinite-horizon model of public spending and endogenousstochastic growth that explains both facts through frictions in political agency whenvoters have imperfect information. In our model, the government provides servicesthat yield immediate utility, and investment that raises future productivity. Voters aremore likely to observe public services, so politicians have electoral incentives to underprovidepublic investment. Social capital increases voters' awareness of all governmentactivity. As a consequence, both politicians' incentives and their selection improve.In the dynamic equilibrium, both the amount and the efficiency of public investmentincrease, permanently raising the growth rate.

State capacity and military conflict

In 1500, Europe was composed of hundreds of statelets and principalities, with weak central authority,no monopoly over the legitimate use of violence, and overlapping jurisdictions. By 1800, only ahandful of powerful, centralized nation states remained. We build a model that explains both the emergenceof capable states and growing divergence between European powers. We argue that the impactof war was crucial for state building, and depended on: i) the financial cost of war, and ii) a country sinitial level of domestic political fragmentation. We emphasize the role of the "Military Revolution",which raised the cost of war. Initially, this caused more cohesive states to invest in state capacity, whilemore divided states rationally dropped out of the competition, causing divergence between Europeanstates. As the cost of war escalated further, all states engaged in a "race to the top" towards greater statebuilding.