New Strategic Direction for Alcohol and Drugs (2006-2011) Executive Summary

Executive Summary and Strategy Document (May 2006) The New Strategic Direction has a set of overarching long-term aims to: • Provide accessible and effective treatment and support for people who are consuming alcohol and/or using drugs in a potentially hazardous, harmful or dependent way. • Reduce the level, breadth and depth of alcohol and drug-related harm to users, their families and/or their carers and the wider community. • Increase awareness on all aspects of alcohol and drug-related harm in all settings and for all age groups. • Integrate those policies which contribute to the reduction of alcohol and drug-related harm into all Government Department strategies. • Develop a competent skilled workforce across all sectors that can respond to the complexities of alcohol and drug use and misuse. • Promote opportunities for those under the age of 18 years to develop appropriate skills, attitudes and behaviours to enable them to resist societal pressures to drink alcohol and/or use illicit drugs, with a particular emphasis on those identified as potentially vulnerable. • Reduce the availability of illicit drugs in Northern Ireland

New Strategic Direction for Alcohol and Drugs (2006-2011) (PDF 976 KB)

Strategy Document - May 2006

A Strategic Framework for Respiratory Conditions (PDF 725 KB)

Strategy document for Respiratory Conditions in Northern Ireland

Strategic Resources Framework

Strategic Resources Framework

Northern Ireland Sex Offender Strategic Management Committee (PDF 1.15 Mb)

Sexual Offending in Northern Ireland - Managing the Risk 2001-2005

Strategic Framework and Action Plan for the Prevention and Control of Hepatitis C in NI (PDF 182 KB)

2004 - 2007

Quantitative analysis of image factors in a cultural heritage tourist destination

The tourism consumer’s purchase decision process is, to a great extent, conditioned by the image the tourist has of the different destinations that make up his or her choice set. In a highly competitive international tourist market, those responsible for destinations’ promotion and development policies seek differentiation strategies so that they may position the destinations in the most suitable market segments for their product in order to improve their attractiveness to visitors and increase or consolidate the economic benefits that tourism activity generates in their territory. To this end, the main objective we set ourselves in this paper is the empirical analysis of the factors that determine the image formation of Tarragona city as a cultural heritage destination. Without a doubt, UNESCO’s declaration of Tarragona’s artistic and monumental legacies as World Heritage site in the year 2000 meant important international recognition of the quality of the cultural and patrimonial elements offered by the city to the visitors who choose it as a tourist destination. It also represents a strategic opportunity to boost the city’s promotion of tourism and its consolidation as a unique destination given its cultural and patrimonial characteristics. Our work is based on the use of structured and unstructured techniques to identify the factors that determine Tarragona’s tourist destination image and that have a decisive influence on visitors’ process of choice of destination. In addition to being able to ascertain Tarragona’s global tourist image, we consider that the heterogeneity of its visitors requires a more detailed study that enables us to segment visitor typology. We consider that the information provided by these results may prove of great interest to those responsible for local tourism policy, both when designing products and when promoting the destination.

Strategic Direction in Community Nursing in NI (PDF 190 KB)

Position Paper November 2003

New Strategic Direction for Alcohol and Drugs (2006-2011) (PDF 272 KB)

Consultation Outlining proposals for a five-year plan

Making Life Better: A Whole System Strategic Framework for Public Health 2013-2023 (Online Publication)

"Making Life Better" is the public health strategy for Northern Ireland 2013-2023. It is designed to provide direction for policies and actions to improve the health and wellbeing of people in Northern Ireland and to reduce inequalities in health.

Strategic Task Force on Alcohol - Interim Report

The Commission on Liquor Licensing was established by the Minister for Justice, Equality and Law Reform in November 2000 to review the Liquor Licensing system in Ireland. The Commission published an Interim Report with a set of recommendations1, one of which was the establishment of a task force. A High Level Inter-DepartmentalWorking Group considered the report and certain actions were agreed by different Government Departments.The Department of Health and Children agreed to establish a Strategic Task Force on Alcohol. This is their interim report.    

Review of the Nursing Home Subvention Scheme

Review of the Nursing Home Subvention Scheme The government decided in 1997 to approve proposals from the Minister for Finance for a process of expenditure reviews as a key part of the financial management systems that are central to the Strategic Management Initiative and are intended to ensure greater predictability in resource planning. The aims of the expenditure review process are as follows: Click here to download PDF 873kb

Strategic Task Force on Alcohol - Second Report

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Supervisió i control de la lectura: anàlisi de procediments, judicis metacognitius i resultats de comprensió en estudiants d'Educació Secundària Obligatòria

Els processos de comprensió lectora són complexes, i requereixen de l’ús autorregulat, conscient i deliberat de la metacognició en les seves dues vessants: supervisió i control. L’objectiu d’aquest projecte és analitzar les relacions entre aquests dos components, i la seva repercussió en la comprensió lectora que finalment s’assoleix. Per tal de tractar aquesta qüestió s’han analitzat els processos de lectura seguits per 60 alumnes d’Educació Secundària Obligatòria. La presència i el tipus de relectura ha estat considerada com a mesura de control (estratègia emprada per millorar la pròpia comprensió), mentre que els judicis metacognitius són considerats com a mesura de supervisió. També es va elaborar una prova de comprensió lectora incloent preguntes que requerissin diferents nivells de processament cognitiu, de més superficial a més profund. Els nostres resultats preliminars mostren una relació entre l’ajust dels judicis metacognitius i la comprensió lectora assolida; els lectors que millor entenen el text tendeixen a ser els que millor supervisen la seva comprensió. La relectura també s’ha mostrat útil per millorar la comprensió, ja que els participants obtenen millors resultats després de rellegir. Per últim, s’ha trobat una relació significativa entre l’ajust dels judicis metacognitius i la relectura. D’una banda, aquests resultats subratllen la importància de la supervisió i el control en la comprensió lectora, i ofereixen evidències per explicar les complexes relacions entre supervisió, control, i resultats de comprensió. A més, els processos de lectura i els objectius amb què hom rellegeix apareixen com a temes rellevants que requereixen ser investigats per comprendre millor la interacció entre els processos de supervisió i control en la comprensió lectora. D’altra banda, els resultats tenen valuoses implicacions educatives, ja que proporcionen evidències de la importància d’ensenyar processos metacognitius des d’un punt de vista estratègic, en contraposició a les “tècniques”, per tal de millorar la comprensió lectora.