IPH response to Phase 2 of the New Strategic Direction for Alcohol and Drugs 2011-2016 (Northern Ireland)

The IPH response to the New Strategic Direction for Alcohol and Drugs questionnaire which has been designed to help stakeholders respond to New Strategic Direction for Alcohol and Drugs Phase 2 (2011-2016) consultation document.

Addressing Young People's Drinking in Northern Ireland: Action to Support the New Strategic Direction for Alcohol and Drugs

This action plan focuses on three main areas: • reducing young people’s demand for alcohol by providing information, education and training to young people and their parents; •restricting the supply of alcohol via measures to reduce accessibility to alcohol (including how alcohol is priced, marketed, and promoted); and • providing treatment and support for those who require additional help. While the emphasis of this action plan is on young people, it recognises that their drinking patterns are very much influenced by modelling the drinking patterns of adults in our society, and it therefore contains actions that will impact on the entire population. Alcohol misuse - however you measure the cost, whether to the individual, the family, the community, the health service, or society as a whole - is one of the biggest public health issues facing Northern Ireland.

New Strategic Direction for Alcohol and Drugs 2006-2011 (NI) - Consultation response

The Institute of Public Health in Ireland welcomes the opportunity to comment on the consultation paper on the New Strategic Direction for Alcohol and Drugs 2006-2011 (NSD). We particularly welcome the approach taken in the strategy, which, from the conceptual base of the Programme Logic Approach, is firmly based on desired outcomes and the pathways leading to them. The Institute aims to improve health in Ireland, North and South by working to combat health inequalities and influence public policies in favour of health. The Institute applies a holistic model of health which emphasises a wide range of social determinants, including economic, environmental, social and biological factors, as well as the health and social services. The Institute’s work is based on the premise that improving health and reducing health inequalities can only be achieved through addressing these broader determinants of health.

New Strategic direction for Alcohol and Drugs - Phase 2

The cross-departmental strategy to reduce the harm related to substance misuse in Northern Ireland, known as the New Strategic Direction for Alcohol and Drugs (NSD) Phase 2, was launched in 2012. This is the third annual report of progress against the outcomes and indicators set out in that document. For the first time, this annual report also includes progress against the medium and long term outcomes included in the NSD Phase 2. This should help focus action over the next two years of the strategy’s delivery. (*the first two update reports are also available online: http://www.dhsspsni.gov.uk/pdf_version_-_nsd_phase_2_update_report-_marc... and http://www.dhsspsni.gov.uk/nsd-phase-2-2nd-annual-report-june-2014.pdf).   The report is structured as follows: • Chapter 1 sets out the background to the development of the strategy; • Chapter 2 summarises the revised approach taken in the NSD Phase 2; • Chapter 3 provides an update on the key indicators available since the last report; • Chapter 4 shows progress on the outcomes in the NSD Phase 2; and • Chapter 5 provides a summary and concluding comments  

Rabies postexposure prophylaxis in routine practice in view of the new centers for disease control and prevention and world health organization recommendations.

Background. New recommendations for rabies postexposure prophylaxis (PEP) were published by the Centers for Disease Control and Prevention and the World Health Organization in 2010. In view of these new recommendations, we investigated the adequacy of rabies PEP among patients consulting our travel clinic. Methods. A retrospective analysis of the files of all patients who consulted for rabies PEP at the Travel Clinic of the University Hospital in Lausanne, Switzerland, between January 2005 and August 2011 was conducted. Results. A total of 110 patients who received rabies PEP were identified. The median age of the patients was 34 years (range, 2-79 years), and 53% were women. Ninety subjects were potentially exposed to rabies while travelling abroad. Shortcomings in the management of these patients were (1) late initiation of rabies PEP in travelers who waited to seek medical care until returning to Switzerland, (2) administration of human rabies immunoglobulin (HRIG) to only 7 of 50 travelers (14%) who sought care abroad and for whom HRIG was indicated, and (3) antibody levels <0.5 IU/mL in 6 of 90 patients (6.7%) after 4 doses of vaccine. Conclusions. Patients do not always receive optimal rabies PEP under real-life conditions. A significant proportion of patients did not develop adequate antibody levels after 4 doses of vaccine. These data indicate that the measurement of antibody levels on day 21 of the Essen PEP regimen is useful in order to verify an adequate immune response.

The New Strategic Onboarding Process

Onboarding is an important aspect of the employment process that has been often ignored. Overlooked onboarding results in high turnover costs, totaling up to 30 to 50 percent of an employee's first-year pay. To decrease this turnover and its associated high costs, this paper proposes the implementation of a highly strategic onboarding process. This process has a strategic focus, SMART goals, integrates multiple offices and people, and addresses all new employee needs with two considerations, generational and technological advances. An employee stays continuously and actively engaged, with vested interest in success, maximizing engagement and retention. The process focuses on constant and continuous feedback from all stakeholders. The project is a practical guide for implementing a new strategically focused onboarding process.

Strategic trade policy, competition, and welfare: the case of voluntary export restraints between Britain and Japan (1971–2002)

I evaluate the voluntary export restraint placed on Japanese automobile exports from 1977 to 1999 by the UK. I show that the policy failed to assist the British domestic car industry. Instead, UK-based US multi-nationals and Japanese manufacturers were the primary beneficiaries, at a substantial cost to UK consumers. Whilst there are a number of caveats, the policy was on balance damaging to the UK economy in welfare terms.

The right-aim school testament, comprising the New Testament of our Lord and Saviour Jesus Christ : and an annexment of the preliminary brief of the right-aim school, the declaration of freedebtism, and the free-debt-rules, with some appurtenances, in view of a humble and earnest call on all people to "search the scriptures" and to heed the analogy and application of Freedebtism to religious principle and scripture text : especially to this- "Forgive us our Debts as we forgive our debtors" distinguisched in the Lord's Prayer.

"Entered according to Act of Congress, in the year 1834, by Rufus Davenport, in the Clerk's Office of the District of Massachusetts."

Progress in employee-management cooperation in the federal service; report to the President, and background information on the first year of operation under the new Employee-management co-operation program.

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An examination of the appropriateness of the contemporary strategic management models for the Greek small manufacturing enterprises

The starting point of the project was the observation that strategic management is absent in small businesses. The first objective of the project was to examine the reasons causing this situation in Greece, the second one, to examine the appropriateness of the contemporary models of strategic planning for the Greek S.M.E.s, and the third to examine the appropriateness of the alternative approaches to strategic management for the Greek S.M.E.s. The term appropriateness includes (a) the ability of managers to use the models and (b) the ability of the models to assist the managers. The results of the research indicate that none of the two above conditions exists, hence, it is suggested that the contemporary models of strategic management are inappropriate for the Greek S.M.E.s. Many previous research projects on the topic suggest that since the strategic decision making process in S.M.E.s is informal, the whole process is absent or ineffective. Current trends in S.M.E.s' strategic management do not consider the informality of the strategic decision making process as a kind of managerial illness, but as a managerial characteristic. The use of sophisticated data collection and analytical methods does not indicate successful strategic decisions, but it indicates the method large firms use to manage their strategy. According to the literature review, the S.M.E.s' managers avoid the use of the contemporary models of strategic management, because they do not have the knowledge, the resources or the time. Another thesis, expressed by some firms' specialists, suggests that small firms are different from large ones, hence their practice of strategic management should not follow the large firm's prototypes.