Nelson Mandela

Nelson Mandela has earned a place among the world’s greatest leaders of the 20th century by his struggle against oppression and apartheid as well as his leading role in steering his country from minority rule to democracy. He is often ranked together with some world great leaders such as Mahatma Gandhi and Martin Luther King jr. among others. His contribution to the social and political freedom of his country is nothing short of exemplary. His great sacrifice in the face of personal danger has inspired millions of people worldwide. He has demonstrated that staying focused on a goal and never losing sight of it is the only way of achieving greatness. This paper critically examines the life and times of Nelson Rolihlahla Mandela highlighting some of the examples of his contribution to the rise of his country and followers. Biographical Information Nelson Mandela was born in 1918. His father Henry Mandela was a cultural chief and his mother was the third wife to the older Mandela. He started school at the age of seven at the Wesleyan mission school and later Clarkbury Boarding Institute. He studied BA at the Fort Hare University where he met his friend and colleague Oliver Tambo (Johns et al, 19). After fleeing from his royal home where he had been brought up, he went to Johannesburg where he continued his BA studies at the University of South Africa (UNISA). Thereafter he joined the University of Witwatersrand where he studied law and left in 1942 after completing his degree. Nelson Mandela joined the African National Congress (ANC) in 1944 and after the 1948 victory of the Minority National Party, he led the ANC defiance campaign against the apartheid that segregated alongside racial lines especially against the Africans and coloreds (M Meredith, & Martin, 26). In 1956 to 1961, Mandela was tried for treason but was acquitted. This freedom was short lived because Mandela had started agitating for a military arm of the ANC and co-founded Umkhomto We Sizwe (spear of the nation) abbreviated MK. As the leader of this arm of ANC, Mandela coordinated a sabotage campaign that was aimed at the military as well as government targets. Consequently he was arrested and sentenced for five years in prison. In 1963, together with other leaders of Umkhomto We Sizwe, Mandela was brought to trial for an attempt to overthrow the government by violent means. He was sentenced for life. This was the beginning of twenty seven long years as a prisoner. In 1985, President P.W. Botha extended an offer of freedom from prison on condition that Mandela renounce armed struggle. However, Mandela turned down the offer releasing a statement that received much media coverage internationally. He was released unconditionally five years later by President Frederick. W. De Klerk. In 1991, Mandela was overwhelmingly elected the president of the ANC and his old friend Oliver Tambo became the National Organizing Chairperson (M Meredith & Martin, 21). The events that followed the Mandela release and his consequent rise as the president of ANC marked a major social and political transformation in South Africa that culminated in the 1994 democratic general election that saw Mandela become the first black South African president. In his five years as president Mandela adopted policy of reconciliation and negotiation that made him a most popular political figure internationally. He has won over 100 awards and is thus one of the most celebrated icons in the world today. However, his under his leadership the ANC through the Umkhomto We Sizwe and in its efforts to bring about changes in the society committed human rights violations (Sparks & Allister, 48). This fact Mandela conceded and apologized. Additionally, his reign as president has been criticized as having failed to effectively address the problem of HIV and AIDS epidemic. Mandela’s Contribution From an early age, Mandela became aware of the social and political imbalances that existed in his country. He developed a keen interest in assessing ways in which he could contribute to bringing about changes in the society. He had a desire to rid society of the inequalities that characterized the apartheid rule. When he joined the ANC in 1944, his desire was to confront the apartheid policies of racial segregation a task that he undertook with zeal and consistence. During these days his contribution in creating public awareness of the evils of apartheid was significant. He prepared the people for the struggle that took a long time to bear fruits. Mandela has become a political and social model because of his undying faith as well as enduring challenges without compromising personal integrity. He for a long time represented the face of struggle against inequality not only in South Africa but also in the world. His contribution to education stems from his early realization that education was essential in creating a more knowledgeable society that would embrace change and seek opportunities that a free society could offer. Although he left Fort Hare University after only two years, his desire to continue with education was so great and so he joined the University of South Africa and later on the University of Witwatersrand. Later on during his years in prison, he continually encouraged his fellow prisoners to continue with their formal schooling. After he became president he used his position to raise funds for building schools in rural areas and was quoted as saying â€Å"education is the key for the future† (Sparks et al, 40).   His prison block became known as the Mandela University. Although Nelson Mandela had many reasons to be bitter and vengeful his ideal of justice for all, the people in South Africa was a light on his path and guided his thoughts and actions. This way, he was able to contribute to the democracy in South Africa. His struggle against oppression and against the system that made the African people slaves in their own country was instrumental in the achievement of freedom. When freedom was offered to him on condition that he forsake the ideals for which he lived by, Mandela releasing a statement through his daughter that said â€Å"What freedom am I being offered while the organization of the people remains banned? Only free people can negotiate. A prisoner cannot enter into contracts† (Nelson Mandela as quoted in Johns et al 33) His uncompromising stance became a source of hope and inspiration to his people because they saw his courage and was inspired. Mandela’s contribution to the transition from minority rule to democracy is probably one of his most outstanding deeds in the world today. His gospel of peace and reconciliation reverberates in all his messages and has earned him the title of international statesman as well as making him the recipient of 1993 Nobel Peace Price together with F.W De Klerk. Mandela’s belief on conflict resolution have served an important role in uniting South Africa at the time of need and has given the country a sense of identity. This can be seen in the way Mandela’s speech after the assassination of Chris Hani[1] prevented the blood shed that was eminent. Mandela appealed for calm in a speech that is widely quoted internationally. â€Å"Tonight I am reaching out to every single South African, black and white, from the very depths of my being. A white man, full of prejudice and hate, came to our country and committed a deed so foul that our whole nation now teeters on the brink of disaster. A white woman, of Afrikaner origin, risked her life so that we may know, and bring to justice, this assassin. The cold-blooded murder of Chris Hani has sent shock waves throughout the country and the world. †¦Now is the time for all South Africans to stand together against those who, from any quarter, wish to destroy what Chris Hani gave his life for – the freedom of all of us†. (Nelson Mandela, 54) Mandela the Leader One of the leadership qualities that are exemplified by the life and times of Nelson Mandela is sacrifice. His lengthy stay at prison where he was away from his family demonstrates the fact that his struggle was not focused on the individual but on the nation. The quality of being able to remain focused even in the face of death distinguishes Mandela the man from many leaders in the world today. He has remained steadfast to his ideals and to his people in his entire life. Mandela has through out his life demonstrated a myriad of leadership qualities including ability to listen effectively. Ability to bring together people with different opinions, open mindedness, understanding cultural differences, humility and modesty, ability to motivate and unfailing faith in a free society. These qualities were put to test when Mandela was faced with the challenge of leading the country through the transition period from apartheid to democracy. His charismatic and pleasant personality, quick wit and ability to empathize with the suffering have endeared him to the world. Mandela leaves behind a powerful legacy and a model of what exemplary leadership is all about. His devotion to the liberation of the people of South Africa both black and white has born fruits because today South Africa has made significant strides towards democracy and is a beacon of hope in the entire of Africa. It can be said that Mandela has achieved his dream of a democratic and free society, an ideal for which he lived and was prepared to die. He now stands tall as an advocate of international reconciliation. His faults and the faults of his government have been pointed out as the failure to provide leadership in addressing the problem of HIV/AIDS (Mandela, Nelson, 263). Additionally, the armed wing of ANC has been accused of human rights violations. On both counts, Mandela is quick to accept the mistakes and take responsibility for the actions. In the latter case, Mandela advised his fellow ANC leaders against denial of those accusations. He undertook different projects aimed at addressing the issue of HIV/AIDS after his term as president of South Africa in order to make up for the failure of his government (Mandela, Nelson, 301). Conclusion For a man who spent twenty seven years in prison for his ideals of a democratic and free society, Mandela comes out as a powerful and dedicated leader who is hard to fault. He began his struggle as a freedom fighter who became impatient with peaceful means of achieving peace. However, through his prison life he was transformed and became an advocate for peace through negotiation. As he states in his autobiography, he learnt to bear with his enemies and not bearing grudges for any lengthy period of time. He was very successful as a leader especially in guiding his country through transition. Although he had every reason to be vengeful and bitter, he embraced principles of reconciliation and negotiations after his release from freedom as well as in his term as President of South Africa. Works Cited: Johns, Sheridan and R. Hunt Davis, Jr. Mandela, Tambo and the ANC: The Struggle Against Apartheid. New York: Oxford University Press, 1991. Documentary survey. M Meredith, Martin. Nelson Mandela. A Biography. New York: St, Martin’s, 1998. Mandela, Nelson. The Struggle Is My Life. New York: Revised, Pathfinder, 1986. Originally published as a tribute on his 60th birthday in 1978. Speeches, writings, historical accounts, contributions by fellow prisoners. Mandela Nelson. Long Walk to Freedom: Macdonald Purnell (PTY) Ltd, Randburg, South Africa. Ottaway, David. Chained Together. Mandela de Klerk and the Struggle to Remake South Africa. New York: Times Books, 1993. Sparks, Allister. Tomorrow Is Another Country: The Inside Story of South Africa’s Road to Change. New York: Hill & Wang, 1995. [1] Chris Hani was a senior leader in the African National Congress and was assassinated on 10th April 1993 outside his home. Nelson Mandela Nelson Mandela

IT project for Banking and Finance

This paper seeks to chronicle the history of information technology in finance from its infancy to the modern era with special attention place on the Caribbean experience. The paper therefore presents a summary of major (IT-based) innovations and an analytical framework with which to Structure an historical review Of how Information Technology innovations were adopted in the financial services sector and their impact.The early history of Information technology globally First wave From as early as 1846 the financial sector has been using Information Technology (IT), the history traces back to financial markets when the eelgrass was used to reduced stock price differentials between New York and regional stock markets. Information technology was later employed in 1866 with the transatlantic cable equally enabled greater integration of securities trading in New York and London (B;tic-Lazy, Wood 2002).Further integration took place as the completion Of the transatlantic cable reduced the time delay to execute a trade in New York, which had been initiated in London from six weeks to only one day. These early innovations were accompanied by statistically significant evidence that the introduction of primitive forms of telecommunication substantially educing or even eliminated foreign exchange and security price differentials between geographically distinct markets, (B;tic-Lazy, Wood 2002). Hence at that time information technology' reduced interest rate risk and operational risk for the institutions.In addition greater use of telegraph or telephone facilities also resulted in price related information becoming homogeneous by linking the head office with branches in different domestic and international locations or by providing dealers and banks with the same price information in a timely manner. Second wave A second wave of Information Technology innovation in retail finance began n the late asses with the introduction of computers. This introduction allowed instituti ons to keep up with growth in business volume while, at the same time, solve very specific problems and automate existing practices of specific departments.This resulted in the branch network quickly turning into the main point of contact with retail customers. A process-directed automation thrust dominated the specific application period and aimed at undercutting the cost of administrative tasks such as the labor-intensive cheese clearing systems. Computer applications were therefore concentrated n back-office operations (Morris, 1986), this was because it was felt that controlling a growing mountain of paperwork provided the potential for economies of scale at that time.As the benefits previously mention became apparent the incentive to automate at the individual branch bank level and to improve market-wide processes became greater. Technology further helped developed banks and took on the challenge of reducing cost and expanding their level of customer service and efficiency. In 1967 Barclay Bank (ELK) introduced the first Automated Teller Machine (ATM) in the world (Barclay, 1982) while IBM introduced the magnetic stripe plastic cards in 1969. These two innovations marked the birth of electronic banking.The chart of Figure IA on the following page shows this information. Use of Technology in the Organization, 1845-1995 (Figure IA) Impact on the Provision of Retail Finance Early Adoption Specific Application Emergence (1846-1945) (1945-1968) (1968-1980) Innovation in Reduction in Conversion from Growth of cross Service Offering inter-market price bank relationships. ATM introduced. Guaranty Automated bank statements. Operational border payment. Increased branch to Differentials. Cheese Automation of branch Functional cards.Reduce cost of coordination labor intensive head clearing system). Branches accounting. Innovation office and between n activities (I. E. Real time control begins. (Sources: Morris (1986) and Squint;s (1991)) In a nutshell, technological changes have spread throughout many internal aspects of the banking organization. During this period the convergence of telecommunications and computer power resulted in true Information Technology applications as the emphasis of technological innovations shifted from data processing to communications.The Evolution stage Electronic banking is an umbrella term for the process by which a customer may perform banking transactions electronically without visiting a brick-and- mortar institution. This form of banking became popular in the early ass it was facilitated by banks mailing their customers a floppy disk with software that the customer could install onto their PC and accessing their accounts from the privacy of their homes. ( Canasta Research on 07/02/2013). Initially this service was for a fee.Then in the mid ass a big leap occurred with banks setting up websites for consumers to access both product and contact information. Within a few years after internet banking functionality was launched, this made the process of doing your banking online easy and accessible to everyone. This form Of banking has emerged as an option to customers and was offered by Caribbean banks as well. The major benefit according to one survey is an estimated cost providing that the routine business of a full service branch in the USA is $1. 7 per transaction, as compared to 54 cents for telephone banking, 27 cents for ATM (Automatic Teller Machine) banking and 1. 5 cents for Internet banking (Nathan 1999; Pun et al. , 2002). However it is unclear whether cost savings ill be the primary benefit derived from the adoption of e-banking systems, as any cost reductions achieved may not be a source of sustained competitive advantage for individual commercial banks.Cost savings using e-banking techniques are generally easily replicated by competitors. Secondly, cost savings are also accompanied by reduced entry barriers or increased market transparency leading to a further intensification of competition, ( Belgrade, Paris and ward, 2005 Key technological changes in retail finance Year Name Characteristics Contribution 1979-1985 Telephone Branches retail Multi-channel distribution systemBanking UK, US intermediaries for banks base on an integrated customer account and information system ( Figure B) 1988-1996 Monde Cards (I-j) Debit card with re-writable Facilitate small value retail transactions micro chip with the potential to substitute central bank issued notes and coins 1989-1998 Digit cash (ML) Electronic only medium of Payment system and products that depend exchange and unit of account exclusively on only high-speed communication done through computers 1995-2001 Security First First intermediary working Technologies open new opportunities for Network Bank (US) through the internet. Ink growth and offer managers of banks possibilities to achieve high organizational flexibility Source (B;tic-Lazy, Wood 2002) The Barbados Experience Improvements In Barbados all ba nking institutions and major credit unions offer the most basic forms of e-banking. There is a well connected network of automatic teller machines (Atoms), telephone banking, debit cards, and electronic funds transfers (OFT). The majority of the ATM use in Barbados came about as a cost savings measure. Consequently, ATM banking has become the most popular form of electronic banking in Barbados, with even some non-bank entities costing similar services.However, the graduation to the next level of e- banking, Internet banking has been sluggish. According to ( Belgrade, Paris and Ward, 2005 ) the lack of advancement is for a number of reasons, one most obvious is a divide between customers who wish to use the technology and those who simply prefer traditional banking methods. However the increase in efficient by Automated Teller Machines can been seen in the graph below figure B Observation of Traditional and ATM banking: A Busy Day (No. F Customers per 30 Minute Intervals) Bank I 8 36 ATM I 10 90 15 Source: pa iris (2001 ) Traditional (Teller) A 5 c Within the back office operations of the institutions they have been major improvements across the banking sector, with the use (ARTS) Real Time Gross Settlement and, (ACH) Automatic Clearing House with increase capacity to process transactions. With regards to information systems Finance Core banking system is one of the information systems use as a customer management information system.The use of this system has allowed institutions to capture customer information which can then be used for the modeling of products to specific target markets base on the habits of the institutions clientele and overall profile. In accordance with the know-your- customer guild lines some Transactions Processing Systems such as Finance are even able to go a step further and record personal life events such as weddings, anniversaries and future plans of younger children and other personal information. Which all assist in the construct ion of products and services that will meet customer's needs at every stage of their life.Hence the (T AS) is used as a strategic management information system in some institutions. In addition to cost savings and increase capacity (IT) has brought about payment innovations such as Sure-pay in Barbados. Sure-pay is a payment undying service that allows customers to pay an array of their bills in one location. The company Sure-Pay began its service just offering basic utility payments, and eventually evolve into a well recognize efficient entity which at one time even offered a payment service for tickets for former airline Red Jet and has now expanded to Trinidad & Tobago.Risk The issue of capital flight and money laundering are real concerns that will surface with Internet-Banking, also the ability and cost of regulating this form of banking. This is especially so in an small open economy with a fixed exchange rate such as Barbados. For example if capital is allowed to leave at an rapid unregulated rate this could place pressure on the central bank's reserves which can have a negative effect on the exchange rate and cause the parity of the dollar to be threatened, especially in cases where settlement of the transaction will be require in foreign currency.With respect to money laundering if we look at Internet-Banking it is unique because it offers the user anonymity, rapid transactions speed and wide geographic availability. For those reasons the issue of depositing and withdrawing money in and out of the system is extremely important because t is easy for layering to occur. Encryption technology, fire walls and the use of digital signatures are extremely vital verification tools and should be standard operating procedure with this evolving technology.An added defense in breaches or affiliated criminal activities is that banks should adhere to the commonly cited know-your-customer guidelines. If properly implemented, within an effective operational and regula tory framework, such guidelines should prove pivotal in preventing these kinds of crimes. Future expectations The future of Information Technology and the financial service industry will only be limited by the imagination of those who use the technology, or the regulators who need to keep abreast of how new technologies will permit circumvention of the law.

Fukushima Nuclear Plant Explosion Essay Example | Topics and Well Written Essays - 250 words - 2

Fukushima Nuclear Plant Explosion - Essay Example After the earthquake and the subsequent Fukushima accident the nuclear system went offline. This led to a shortage of electricity across the nation. A lot people suffered because business activity seized without electricity which caused the shutdown of operations of many corporations. The Fukushima nuclear accident had horrible repercussions for the Japanese people. The managers running the plant had to make some tough ethical decisions. Crews of workers were send in into the plant knowing fully they would be exposed to radiation levels above the level any human can endured. These courageous workers sacrificed their well being to protect the Japanese community. The government used a lot of disinformation tactics to hide the truth about the long term consequences of the Fukushima accident. A study performed on the situation revealed that out of 7.8 billion people living within 200 kilometers of Fukushima 400,000 people will develop cancer due to the radiation that was released after the accident

Reflections of what happened in early childhood center of early Essay - 1

Reflections of what happened in early childhood center of early childhood education in NZ - Essay Example I am now at the point where I want to know how to balance children’s interest with the things I know they need to learn with the teacher’s guidance. Informing Kilderry (2004) discussed critical pedagogy in a sense that early childhood educators critically assess the purpose of everything they do with children. They hold wide perspectives and know when to adjust to the context each child comes from. Critically aware early childhood practitioners believe that knowledge is constructed within a social group and is mediated and cannot be separated from its cultural and historical understandings (Jipson, 2000). Thus, in a multicultural setting, the teacher gets to adjust to and respect each child in accordance to their cultural and family backgrounds. The teacher makes a range of teaching decisions in everything that comprises the learning environment of children, but ultimately follows the child’s lead. Critical pedagogy in the New Zealand educational system applies t he principles of the Te Whaariki curriculum of empowerment, holistic development, family and community and relationships (MOE, 1996). Such curriculum supports the learning and development of children and their families through a nurturing safe environment that allows children to explore their world under the watchful eyes of their teachers and parents. Confronting This reflection conforms to the learning outcome 4.3 The ethical, moral and political dimensions of professional dilemmas are critically reflected upon, including reference to both the early childhood Code of Ethics and the New Zealand Teachers Council Code of Ethics. This is very apt to my own questions on the balance between child-centredness and teacher-directedness in the early childhood curriculu

Tourism in the UK Essay Example | Topics and Well Written Essays - 2000 words

Tourism in the UK - Essay Example l demand a look at the historical background of the sector such as through a personal experience at the Leeds Museum and a comparison with tourism in Saudi Arabia. Tourism according to White (2010, pp. 5) is the movement of people from an environment outside their usual place and travelling as well as staying in locations for the purpose of leisure, business among other activities. They may stay in that new environment for a day or longer. There are a lot of elements that are involved in tourism which include issues such as transportation whether by air, sea or land, accommodation such as in the hotels which will include not only bed but also food and drinks, the leisure areas as well as historic sites to visit among many other things. The tourism industry before 1980 was not so popular but it started picking up after that in not only UK but the whole of Europe. Visitors started coming in from other parts of the world mostly in the United States as well as other European nations, Asia and the Middle East. The trend continued to pick steadily leading to high economic growth up until the 2012 recession that rocked the world (Deloitte, 2013, pp. 19). However, due to the strong roots that had been already established, it bounced back as soon as the recession ended and is now as strong as ever. The growth in tourism has led to increase in employment in the UK as well as increasing the number of sustainable tourists. The fact that tourism visas to the UK have had lesser restrictions to acquire in many nations has been an added advantage to the growth of the tourism industry (Tourism Alliance, 2014, pp. 7). UK started growing its tourism sector by marketing its numerous historic sceneries and sites as well as buildings which caught the attention of most people in other nations of the world. With the easy access to tourist visa, many people started going to the nation. With time, the government and the private sector started expanding their hotels, proper maintenance of

Amazon Organization Is Involved in Online Retail Trade Research Paper

Amazon Organization Is Involved in Online Retail Trade - Research Paper Example Amazon manufactures electronics, such as the Amazon Kindle, for clients and provides cloud-computing services. Additional revenue for the company is from marketing services. This is mainly by online advertisement and co-branding of credit cards (Schneider, 46). The company operates in the United States and in other countries such as France, Germany and China. Strategy Amazon usually delivers products to the customers after transactions are complete. This usually takes a couple of days depending on diverse logistical factors that include distance and address. However, the company has introduced a new system, popularly called same day shipping. This enables clients to buy products online and then the products are delivered to them the same day. This remains its clear-cut strategy to ensure the achievement of competitive advantage. Indeed, the large range of products that it sells is one of the noble strategies that the company is integrating. Buyers can find a variety of products such as toys, electronics, and books that are in excellent form. It customizes the experience of the buyers and gives recommendations for advancement in service delivery that contributes to customer retention. Additionally, it does customer tracking to enable it to gain more customers and retain them. It also gives individuals the opportunity to sell various commodities via its platform (Rosenbloom, 174). These can be either new goods or those that have been used. The advantage that Amazon has had over its competitors is that it does not charge sales taxes. This is mainly because its clients perform online purchasing that ensures effective ordering and delivery of the items with immense convenience. The company’s prior operating strategy was to avoid establishing networks in the nations that have adopted unfriendly tax policies, and thus such states do not have Amazon distribution warehouses. However, the new strategy that it is adopting requires that it sets warehouses across the United States including those tax unfriendly states. This means that the company will give up the lead it has over competitors. However, more warehouses in many states in the US will mean that products are closer to clients thus can be delivered the same day that purchase takes place. This can benefit individuals who are last minute gift shoppers. Local commercial institutions usually push these states to collect sales tax from Amazon because lack of such revenue gives the company a price advantage over them. However, online retailers such as Amazon are exempted from paying sales tax in states in which they do not have physical existence. Currently, Amazon has warehouses in six states and thus contributes sales tax in six states. These are Washington, Kentucky, New York, Texas, Kansas and North Dakota (Rosenbloom, 174). With the new strategy, it will have to collect sales levies in more states. Presently, it is unclear how the strategy will affect the revenues. Effects on competito rs, consumers and Revenues Amazon has eluded charging sales tax from its clients.

GE's Two Decade Transformation Case Study Example | Topics and Well Written Essays - 250 words

GE's Two Decade Transformation - Case Study Example 2. What is Welch’s purpose in the series of initiatives he launched in the late 1980s and early 1990s? What is he trying to achieve in the round of changes he put in motion in that period? Is there a logic or rationale supporting the change process? Welch’s main purpose in the series of initiatives he launched was to ensure that in the next decade, GE would be a number one or number two competitor in the industry (Bartlett 1). This would make GE a unique, highly spirited, and an entrepreneurial enterprise in addition to being profitable, diverse, and with quality leadership and products of their own kind in the world. In the round of changes he puts in motion in that period, he wanted to achieve a productive business with individuals who were focused in implementing change for the success in the business. Ideally, making such a change is logical considering the situation in which the business environment was in. Welch realized that the business had so many who never added value to the business and therefore, went for the restructuring process have a lean and efficient workforce. In order to grow profitably, it is essential that one reduce the expenses or production costs. It is by the same perspective that Welch uses to grow GE profitably despite the critics. He did this through downsizing, destaffing, and delayering to have a lean and effective employee base (Bartlett 3). Indeed the initiatives employed by Welch added substantive value to the business as the business was able to grow its operation profits from $1.6 billion to $2.4 billion and revenues from $27.1 billion to $29.2 billion within four years (1981-1985) (Bartlett 3). Considering Welch’s approach to leading change, I believe it is one of the most efficient approaches as he is able to reduce costs of production and increasing the revenue and profit

An Analysis of six Infrastructure projects that take place in two Dissertation

An Analysis of six Infrastructure projects that take place in two countries - Dissertation Example Differences in organizational cultures between companies or disparities in professional cultures between consultants, contractors and clients may exist. This dissertation aims to address the impact of political and cultural differences in project management of cross national projects. Apart from identifying the political and cultural differences that affect project management, case studies of six infrastructure construction projects in two countries have been conducted. The research suggests that differences in professional cultures, politics and institutions affect the successful management of the projects. The results on how cultural disparities affect cross national projects can help project managers in the identification of potential areas of possible conflict in cross national projects apart from suggesting areas of future research. Keywords: culture, cultural differences, cross national, cross border, project management, politics, institutions Outline 1. INTRODUCTION†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.3 2. THEORETICAL FRAMEWORK†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 2.1 Definitions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 2.2. ... RESEARCH OBJECTIVES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦15 Search Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..15 4. LITERATURE REVIEW†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...17 4.1 . Institutional Theory........................................................................17 4.2 Relevance of the application of institutional theory to construction project management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦18 4.3 Impact of culture and politics in the management and organization of cross national projects: a review of literature†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦18 4.4 Cultural Dimensions †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.20 4.4.1 Hofstede’s cultural variability†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...20 4.4.2 Schwartz’s Cultural Value Type†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 4.4.3 Trompenaars’ cultural diversity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦,,,,†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦23 4.4.4 House and colleagues project GLOBE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.24 4.5 Cross-National Cultural Differences†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.26 4.6 Cross-national Conflicts†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦.†¦ .27 4.7 Project Performance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦...29 4.8 Cultural management of cross national projects†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.30 5. METHODOLOGY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.32 5.1 Approaches and methodologies in project management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦32 5.2 Influences and difficulties in cross cultural collaboration†¦Ã¢â‚¬ ¦.†¦..34 5.2.1 Suitability of the Research Approach†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.34 5.2.2 Reliability and Relevance of Research finding†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦..35 5.3 Project Choice and

How consumer behaviour principles can be applied to membership Essay

How consumer behaviour principles can be applied to membership retention of the Girlguiding Organisation - Essay Example Consumer behaviour is applied for searching goods, purchasing, evaluation, and disposing of products and services; which can satisfy the consumers. It also focuses on individual decision taking abilities to spend their valuable resources (time, money and effort). Sometimes, the peculiar characteristics of consumer behaviour is reinforced or punished. It can reinforce benefits obtained from products and services, or by social approval. It is also simultaneously punished because consumers have to surrender generalized conditions, reinforce entities such as money and rights, and spend time and effort in the purchasing process (Alhadeff, 1982). It also includes concepts of ‘they buy’, ‘why they buy’, ‘when they buy’, ‘where they buy’, ‘how often they buy’, ‘how they use’ and it evaluates the impact on future purchases and how they dispose it. Marketing criticism is applicable to the entire discipline of marketing, which is used for evaluation. It identifies shortages and surpluses, and understands the critical dimensions - focus, process and purpose (Seth, 1982). Today, the consumer’s needs and wants are the primary focus, and this consumer oriented marketing philosophy is known as the marketing concept. Non-profit social organizations use three forms of communication - management communication, marketing communication and organisational communication. Corporate communication encompasses marketing communication, organization communication and management communication. As per the reference to marketing function in the development sector (NPOs), social marketing seeks to influence social behaviour not to benefit the marketer but to benefit the target audience and the general society. In the context of social marketing, it is stated that a strong image building programme increases the visibility of NPOs. The World Association of Girl Guide and Girl Scouts (WAGGS) is one of the largest women’s organizations

Gender Discrimination in Media Essay Example for Free

Gender Discrimination in Media Essay Abstract This study examines women’s participation and representation in media. This study is based on the statistics of media units in Solapur city. Women constitute nearly 50% of population in every Indian city, but the participation of women in media is very low. Discussions of womens representation in the media tend to revolve around the focus on physical beauty to the near-exclusion of other values. It is observed that media content about women issues is biased and gender discrimination is clearly visible . This study also suggests the ways to increase the women participation in media and the ways to rational representation of women in media. Introduction: Women constitute nearly 50% of population in India. Our social system boasts that it has given mother goddess status to women since the ancient period. But in reality society builds psychological barriers around women. This male dominated society imposed so many bindings against women. Therefore role of women was confined only to the kitchen and kids for many years. Social movement started by Raja Ram Mohan Roy, Mahatma Phule, Savitribai Phule, Maharshi Karve and other social activists opened doors for women’s education. Women have benefited greatly as education provided information to them about their rights and their equal status in the society. In spite of these efforts and the 65 year long journey since India’s independence , our nation is lagging behind in many basic things. World Economic Forum conducted a study to measure gender gap. The Global Gender Gap Index examines the gap between men and women in four fundamental categories: economic participation and opportunity, educational attainment, health and survival and political empowerment. According to this Gender Gap Report-2011, India is included among the 20 countries, where the gender gap is widest. It holds 113th position among 134 countries in the world. This report explains that â€Å"India and Pakistan perform above average on the political empowerment of women, particularly India, but they lag behind in the other three categories. In particular, the persistent health, education and economic participation gaps will be detrimental to India’s growth. India is the lowest ranked of the BRICK economies† (http://www3.weforum.org/docs/WEF_GenderGap_Report_2011.pdf) After India’s independence Womens role in society has undergone seismic changes, which has been reflected in every walk of life. Women stepped out of four walls and succeeded in each and every field. Now women are working as pilots, soldiers, doctors, engineers, lawyers, politicians and proving their mettle in all fields. But it is ground reality that basic structure of male dominated society and roles and presumptions about womens worlds remain the same. Still the life of majority of women in India remains unchanged. . The women who got benefited through education and succeeded to grab a job have to destine to face male supremacy. Gender discrimination is visible at every moment. Decision- making positions are not accessible for women. Many times working women have to face humiliation. Scenario in the field of media Scenario in the field of media also does not differ from it. Media Still remains as men’s world and this is global phenomena. According to the research conducted by International Women’s Media Foundation( IWMF ) 73% of the top management jobs are occupied by men compared to 27% occupied by women,Among the rank of reports , men hold nearl y two thirds of the jobs, compared to 36% held by women. These findings were collected by more than 150 researchers who interviewed executives at more than 500 companies in 59 nations. (http://iwmf.org/pioneering-change/global-research-on-women-in-the-news-media/global-report-online-version.aspx) According to this report statistics of women’s participation in Indian media is 13. 8 % ( e.g. Chief Executive Officer ) at top management , 23.3 % ( e.g. News Directors) in senior management ,18.3% ( Chief Correspondent ) in middle management and 25.5 % ( Reportes, Sub-editors ) at junior professional level . This report reveals that women’s participation in Indian media is very low and gender discrimination is the only reason behind this. Media sector in India is very strong and particularly India ranks second in circulation of newspaper copies in the world. â€Å"The new figures show that the four largest markets for newspapers are: China with 107 million copies daily; India, with 99 million copies daily; Japan with 69 million copies daily; and the United States, with nearly 51 million.† 1 Marathi newspapers in Maharashtra are also enjoying better position. Two Marathi newspapers Lokmat and Sakal are placed among India’s top 10 largest circulated regional dailies in the IRS first quarterly report 2012 . Lokmat is at second position and Sakal is at tenth position in this list. (http://mruc.net/irs2012q1-topline-findings.pdf) â€Å" Women participation in Indian media is negligible. Though a few women were appointed by the media many were not given big responsibilities. The media should be more responsible when it comes to reporting of womens issues.† 2 This picture is same in Mahashtra state. Solapur city is 7 th populated city in Maharastra .Population of Solapur is more than 12 lacks. There are seven dailies having circulation of more than 25000 copies per day. But participation of women in newspapers editorial staff is negligible. It is observed that young women taking admissions to the media courses is increasing during last few years. But job opportunities are not easily accessible for them. Situation in electronic media seems better than newspapers. Table no 1: Ratio of Women’s Participation in Editorial staff of Daily Newspapers in Solapur This statistics clearly reveals that women’s participation in these newspapers as reporters, sub-editors, editors is less than 3%. Women journalists are confined generally to the table duties to edit women’s page or to cover cultural events arranged for women. Important beats such as political beat, crime beat does not allotted to the female journalists. They work on junior levels .In decision making process women’s participation almost neglected in all newspapers. Table no 2 : Womens participation in electronic media in Solapur Sr no| Media Unit | Male Journalists | Female Journalists| total| 1| AIR Solapur| 05 (71..42%)| 02 (18.58%)| 06| 2| Big 92.7 FM| 03 (100.00%)| 0(00.00%)| 04| 3| IN Solapur TV channel| 08 (80.0%)| 02 (20.0%)| 10| 4| Reporters of TV channels| 09 (90.0%) | 01 (10.0%)| 10| | Total| 23 (83.34%)| 05 (16.66%)| 30| Women participation in electronic media is 16.66% as compared to mere 1.97 % in newspapers. Solapur Working Journalist Union is organization of all journalist belonging to print and electronic media in Solapur .( Table no.3 ) Not a single female journalist included among total 125 members of Solapur Working Journalist’s Union Table no 3: Members of Solapur Working Journalist Union Male Journalists | Female Journalists| 125 ( 100%)| 00 ( 00 % )| Male dominated media managements are not allowing access to the woman journalists. According to the executives of the media, woman journalists cannot work in the night shifts and they are reluctant to cover every beat assigned to them .That’s why we prefers male journalists for the job. This gender biased assumption of the media managements is contrary to the real facts. Women are actively participating in every walk of life such as armed forces, space science, entrepreneurship, education, engineering etc.They work hard without any concessions and proved their mettle. These examples prove that women are going hand-in-hand with men in every field. Therefore women can do their best in the field of media. Barkha Dutt, Nalini Singh, Mrinal Pandey, Sucheta Dalal are some prominent examples of women journalists doing brilliant job than male journalists. It reveals that only reason for the less participation of women in media is the gender bias of the management. Women’s Representation in Media Media plays an important role in the dissemination of information and knowledge to the masses. It is the role of the media to educate people and to guide them for the development of society and nation. But media content about women issues is alwayes biased and gender discrimination is clearly visible in it. Most of the woman’s organizations blame on media that it is responsible for biased and stereotype portrayal of women. Any society cannot progress without upliftment and empowerment of women .But Indian media is engaged in portraying women as housewives.† Feminists objected to the stereotypical portrayal of women as happy home- makers who were less competent than men.† 3 Now women are active participants in every walk of life. Therefore it is important to to properly project the image of women as role model. For these purpose women participation in media should be increased. But mere participation does not change the situation. .â€Å"A large proportion of women thought that there would be a change in program content with as increase in proportion of female employees program quality would improve and more balanced perspective would be emerge. .† 4 Mrs. Suhas Kumar rightly suggested that â€Å"Women must become active participants in the field of journalism and other fields of media to fulfill the all-round development of women directly and indirectly.only through their involvement in journalism women will be able to speak for themselvesand the issues relevant to them†. 8 Therefore it is necessary to appoint women as decision makers in the newspapers. Special training must be given to all editorial staff about the equality principle and the rights of women as human being. Conclusion: Male dominated newspaper industry is reluctant to give access to women journalists. Women journalists are not assigned to cover important issues. News related to women issues covered by male journalists cannot give justification to the issue. There are no guidelines for reservations for women in media jobs.Mere increases in number of women journalists cannot change the gender bias in media. Suggestions: At the end, this study concludes with some suggestions (a) There is need to recruit women journalists in proportion, giving them equal opportunity and access to work in media. (b) The important women’s issues must be rported by women journalist. (c) Special guidelines should be given to all the journalists about projecting positive and real image of woman, without any bias. (d) There should be a provision to punish guilty persons for portraying women as commodity in any advertisement, news, article etc. References 1. The Hindu online edition ,New Delhi, Jan,10, 2011.8 2. The Hindu online edition ,New Delhi, June,4 ,2008 3.Thakurta Paranjoy,Media Ethics : Truth, Fairness and Objectivity,Oxford

Benefits of Medical Waste Management Methods

Benefits of Medical Waste Management Methods ABSTRACT Medical waste management is a critical problem around Africa continent. The problem is observed in Tanzania in all levels of health facilities. Medical waste is one of the major health safety and environmental problem. This is a result of lack of awareness on among generators and handlers of medical waste. This calls for an urgent attention to understand the extent and magnitude of the problem and to develop strategies to properly manage medical waste generated. Various measures have been taken in Tanzania including construction of 13 pilot small scale incinerators at various parts of the country, yet the problem is still persisting. Unfortunately, the effectiveness of medical waste management methods is not clearly known and practiced in many health facilities. Therefore, this study was carried out to examine the effectiveness of medical waste management. Data were collected through interviews using structured, observation and abstraction of documentation. Solid medical wastes were collected in plastics bags and measure three times a day from each occupied bed. The collected waster was measured using a common household balance with a precision of a two decimal places .A total of 64 respondents were interviewed using questionnaire. The result indicated that average generation rate of medical waste was 0.01kg/person/day in dispensaries, 0.02kg/person/day in urban health centres to 0.5 kg/bed/day in Hospitals. Inadequate staff, insufficient and inefficiency of tools led to poor management of medical waste. Poor segregation and colour coding of storage instruments was observed at low level of healthcare centres, lack of medical waste treatment pit and substandard incinerators which produce obnoxious gases affecting the community. In view of the findings, medical management is not given sufficient priority. However, health workers are knowledgeable on the consequences of medical waste. Its recommended that strategies for management of medical waste be established t o include provision of facilities, infrastructes, staffing and funding to reduce environmental and medical problems associated. Keywords: medical waste, waste management, health facilities, storage instruments BACKGROUND Medical waste management (MWM) is a public health and environmental problem that attract attention in both developed and developing countries (Askarian et. al., 2004). Medical waste are generated in a wide variety of sources, starting from the hospital (a primary target), human and animal clinics, health centers, intermediate facilities, physician offices, research institute (animal and human health), and homes (especially diabetic homes) (USEPA, 1986). Medical wastes include several different waste streams, some of which require more care and disposal (Manyele, 2008).They contains different items making it a special type of mixed waste. Medical wastes include all infectious waste, hazardous (including low-level radioactive) wastes, and any other wastes that are generated from all types of health care institutions, including hospitals, clinics, doctor (including dental and veterinary) offices, and medical laboratories. Longe and Williams (2006) referred to medical waste as the municipal solid waste of peculiar characteristics which need to be sorted properly during handling. Medical waste may also contain soiled or blood soaked bandages, culture dishes and other glassware, discarded surgical gloves and surgical instruments, needles used to give shots or draw blood, cultures, stocks and swabs used to inoculate cultures. These are the most common trash/litter in medical waste and well known to the health-care staff. Waste from operati on theaters contain removed body organs like tonsils, appendices, limbs etc which renders the medical waste scary, and nuisance. Medical waste also contains lancets that are little blades which are used to prick finger to get a drop of blood. During immunization campaigns medical waste contains leftovers of empty boxes, cotton wool and bandages. Thus, if the waste is not segregated properly at the point of generation it will be a mixture of all these garbage plus kitchen waste, office waste and other wastes which do not arise as a result of patients being attended (Lloyds, 2003). Inadequate and inappropriate handling of medical wastes has serious public health consequences and impact on the environment. It has been medically proved that unprotected exposure to healthcare waste such as used syringes, needles and cotton can cause health hazards, and, indeed, is a source of transmission of HIV/AIDS, Hepatitis B Virus (HBV), Hepatitis C Virus (HCV) and other diseases. Proper management of medical waste is crucial to minimize health risks. Medical waste requires specialized treatment and management from its source to final disposal destination. Simply disposing of it into dustbins, drains, and canals or dumping it to the outskirts of human settlement poses a serious public health and environmental hazards. Thus, there is a need to initiate a concentrated effort to improve the medical waste management to reduce the negative impact of waste on environment, public health and safety at health care facilities (Griffin, 1989). The amount of medical waste generated differs according to the level of health facilities, bed capacity, occupancy rate, and socio-economic status of the society. According to Christen (1996), the average quantities estimated from a survey conducted in several health care facilities in Dar es Salaam hospital generated an average of 0.06kg/patient/day and 0.08kg/patient/day, respectively non hazardous and hazardous waste while for both health centers and dispensaries waste generated 0.01kg/patient/day. Mato and Kassenga (1997) estimated that waste generation rate in Tanzania was 0.84 kg/bed/day. In a survey conducted nationwide in Tanzania indicates that the increase in medical waste generated due to increase in population, poor management of MWM systems and expanded use of disposable (Manyele and Anicetus, 2006), Developing comprehensive waste management practices in health facilities in developing world is a challenging problem. For example, Leonard (2003) and Manyele, (2003) noted that in Africa the problem appears to be more critical as reports indicate poor medical waste management. It is a challenge because of little information on the number of bed, hospitals, health centers, dispensaries and other facilities and the type of waste generated. It should be noted that there is no single management method that can solve all medical waste problems; rather, each medical waste management problem must be assessed independently to develop a viable and sound solution. However, the responsibility for the effective disposal of the wastes generated by the various health facilities lies on the facility generating the waste. Medical waste management requires monitoring and control at all levels of production in order to minimize effects to the community (Van, 1988). Most of the non-infectious medical wastes are land filled, while infectious wastes from hospitals are incinerated. The degree of risks posed by medical wastes is not known. Proper handling, treatment, and disposal of these wastes are believed to result in minimal health and environmental risks. In Tanzania medical waste management (MWM) is poor and awareness on its related consequences is lacking among generators and handlers (Manyele, 2003, Manyele and Anicetus, 2006). However, in recent years Tanzania government has made efforts to manage medical wastes from its generation to final disposal or treatment by training health workers, increasing funds for procurement of tools and improvement of infrastructure (Manyele, 2004). Despite the efforts made by the government to minimize the dangers of medical waste, the problem is persisting in most areas. This study examined MWM practices in health facilities located in Sumbawanga Municipal Council and provides recommendations that can be adopted in other health facilities. The study assessed the type and quantity of waste generated and examined performance of MWM. It also determined effectiveness of MWM practices in collection, storage, transportation and disposal. In addition it examined the role of knowledge of health workers on management of medical waste. MATERIALS AND METHODS The study was conducted in Sumbawanga Municipal Council in South West Tanzania which is located between latitude 07ÂÂ °45ÂÂ ´ and 08ÂÂ °31ÂÂ ´ S and longitude 30ÂÂ °29ÂÂ ´ and 31ÂÂ °49ÂÂ ´E. The Municipality lies along Ufipa plateau with the average altitude of 1700m above mean sea level. Sumbawanga Municipality enjoys a dry sub humid climate for a greater part of the year. The maximum temperature is 27ÂÂ °C and the minimum is 16ÂÂ °C, during month of July. The rainfall ranges from 900-1000mm per annum (MD, 2008). Health facilities are owned by different institutions which include government, voluntary agencies and private. According to MMOH (2008) Sumbawanga Municipal Health services were provided through two hospitals (one owned by government and the other by voluntary agency), two urban health centre (one owned by government and other by voluntary agency) and 28 dispensaries (18 owned by Government, two by voluntary agency and eigh t owned by private entities). Ballot sampling technique was used to select 10 out of 32 health facilities (one hospital, one health centre and eight dispensaries) located in different parts of the Municipal for this study. Respondent were selected by using probability sampling based on Yamane formula (1967) given as: Where no = sample size z = confidence interval =2 correspond to 95% level of confidence p = population proportion N = Population size and, e = precision or error limit Given a total population of 517 health workers, the study used 50% proportion (p = 0.5) and error limit of 11%, the minimum acceptable sample size was 64 health workers. A systematic random sampling procedure was used to select respondents from a sampling frame based on the distribution of sample size. The sample size of respondents was 32, 10, and 22 out of 263, 78 and 176 from hospitals, health centres and dispensaries, respectively. Primary data were collected from the field survey by using structured questionnaire of 37 questions. On the knowledge on medical waste management two question were set up to test the knowledge of health worker and the answer were given score of which if response is between 5 10, 2 -4 and 1 is ranked highly, moderate and low knowledgeable, respectively. Other method used in data collected is participatory observations . Abstraction and summarization of documents were used for collection of secondary data on medical waste management especially on the capacity of staff on handling waste. Interviews were used to collect data on the efficiency of medical waste management, tools for collection, storage, transportation; and treatment, to determine effectiveness of medical waste management practices; and to examine knowledge of health workers towards sorting, collection, storage and treatment of medical waste. Observation method was used to assess tools available, their efficiency and effec tiveness for medical waste management and attitude and practice towards sorting, collection, storage, and treatment of medical waste. Information gathered was analysed using SPSS programme. The solid Medical Waste were collected from occupied beds three time in a day (0830, 1330, 1830), at each ward, right prior to their collection and disposal by attendant. A common household balance with a precision of two decimal places was used to weigh wastes. The medical waste produced from each bed was weighed as disposed of in plastic bags. The measurements were carried in a period of 30 days and varied depending on the number of the beds occupied, hence average were used in the analysis. Descriptive analysis was carried out for the data collected using SPSS vers.11.6 where frequencies were used to present the results. ANOVA was carried out to test significance of parameters on knowledge versus altitude and altitude of health workers on waste management practices. RESULTS AND DISCUSSION Characteristics of Respondents Characteristics of the respondents were analyzed based on age, education and working experience. Data in table 1 shows that majority of the staff (42.2%) were aged between 31 40 years. These results imply that most of respondents were at the middle age. The results show that 42.2 % of respondents had primary school education, 35.9% had secondary school education. The holders of diploma and advanced diploma or above were 15.6% and 6.3%, respectively. The high proportion of respondents with primary school education could have an effect towards management of medical waste. It was further revealed that around 40% of the staff had an experience of over 10 years. Working experience could bring good performance in management of medical waste while low experience could results into poor performance. Type and volume of medical waste generated The type of medical waste generated differs according to the level of health facility, characteristics of people and level of income. In Sumbawanga Municipality the type of medical waste generated for hospital included; needles and prickers, syringes, plastic materials, bottle and ampoules, paper material, cotton wool, gauze, post delivery waste (placenta and the associate), specimen from laboratory, amputated organs/parts from theatre and garbage from admission ward. Those from urban health centre and dispensary included all wastes mentioned earlier excluding plastics, post delivery waste, amputated organs and garbage. The results in Table 2 show that the amount of waste generated from Regional hospital was recorded from admission ward, the result revealed that the amount of medical waste generated was 0.5kg/bed/day for non sharps and garbage, 0.015kg/ bed/ day of sharp containers and 1.8 kg/ bed/day of garbage. Medical waste from the health centre was 0.02kg/person/day excluding sharp and garbage, and 0.02kg/person /day of sharp container. For dispensaries the results revealed that the amount of waste generated was 0.01kg/person/day of healthcare waste excluding sharps and 0.01kg/person /day of sharp containers. These results differ with an average of that is generated in Botswana where in hospitals recorded amount generated were 0.75kg/bed/day excluding sharps, 0.05kg/bed/day of sharp containers and 3kg/bed /day of garbage from admission ward (NCSA, 1996). Type of facilities available for storage of solid medical waste During the study different sections of health facilities were assessed through observation complemented by interview of heath workers. The results in Table 3 reveal that medical waste storage facilities were determined by the characteristic of the waste produced. Health workers reported that common type of storage facilities were safety boxes, plastic material, and metal. These resulted into spillage of medical waste to the environment as they were easily blown by wind or directly accessed by insects and other vermins. The same results were reported in India by Patil and Shekdar (2001) that, authorities were failing to install appropriate systems for a variety of reasons such as non availability of appropriate technologies, inadequate resources and absence of professional training on waste management. The study established that 81.7% of the storage facilities were not in good state. This resulted into difficulties in the management of medical waste (Figure 1 and Table 3). Respondent from hospital observed the adequacy of facilities in terms of capacity to handle waste generated and conforming to required standards having handles, covers lid and presence of waste pits, while the status was contrary in heath centers and dispensaries. Performance of medical waste management tools The performance of the existing health care waste management facilities for storage and treatment were assessed through their capacity in terms of sizes, handling mechanism, cover (protect waste from spillage) and pit where waste are to be deposited. Considering the sizes of equipments the results vis. waste generated, the results in Table 3 indicates that medical waste storage facilities, in relation to storage size were considered adequate by 75.9%, 71.4% and 66.7% for hospital, dispensaries and health centre, respectively. Handling mechanism is also a factor which influences good performance of medical waste management equipment. Through observation of the storage facilities with handles were 65.5%, 22.2% and 28.6% in hospital, heath center and dispensaries, respectively. Lack of handle to medical waste storage facilities brought difficulties in transporting healthcare waste that could lead to contamination of handlers during lifting. Further, assessment of performance was made on availability of lid for medical waste storage tools where it was observed that (86.2%) of hospital tools had lid and (13.8 %) was running without lid. (11.1%) had lid for health centre and (88.9%) was operating without lid and 14.3% was noted to have lid for dispensaries while 85.7% had no lid. Lack of lid on medical waste storage tools is dangerous to health because it is easy to be accessed by insects which transmit diseases and also medical waste is unsightly because it contains waste which may cause repugnant. Poor performance of equipments could be due to inadequate funds for procurement of standard tools and availability of standard tools. Inefficiency of waste equipment created difficulties in management of medical waste that had higher probability of exposing infection to healthcare workers, patients and the environment. WHO (2005) suggested that for cost effectiveness and efficiency medical waste equipment it is advisable to pur chase item which qualify the National standards for management of medical waste or approved by World Health Organization such as safety boxes and other waste containers and protective equipment. Respondent from those health facilities which hadnt waste treatment pit the result shows that 84.2% dispose waste in pit latrine and 15.8% in a dug pit. Disposal of medical waste in pit latrine was a great mistake because are not meant for that purposes. Sometimes, medical waste such as post delivery waste emitted foul smell which led to further environmental pollution. WHO, (1999) also noticed that despite of its infectious medical waste was not being properly disposed off by the concerned agencies as it was often disposed on open dumps along with other waste. Effectiveness of practices in storage and treatment of medical waste Effectiveness of the waste management practices of the surveyed health facilities were assessed based on the number of trained workers available, time spent to collect, store and treatment/disposal of the waste and the cleanliness and attractiveness of the health facilities. The results indicated that for hospital trained staff versus patients was at the ratio of 1:34 while National guideline requires the ratio of 1:10. WHO ( 2008) revealed that inadequate human resources for healthcare tend to weaken healthcare delivery systems with suboptimal infrastructure, poor management capacity and under-equipped health facilities have brought about a situation where the likelihood of adverse events become high. The number of staffs who were engaged in management of medical waste was two staff for each section in hospitals, health centre and dispensaries. Medical waste management is a dangerous and tiresome job. The small number of staff are engaged in management of healthcare waste failed to manage properly. This situation in Sumbawanga Municipality is contrary to WHO (2002) recommendations, that health care waste management is first of all management issues that require the commitment of the entire staff within health care facilities. The study results show that respondent perception and understanding on time spent for management of medical waste vary from hospital to dispensaries. 81.8% of respondents from hospital indicates that time spent to manage MW is between six to eight hours in a day, as compared to health centers where 80% of respondent indicates that time spent is between three to five hours. Dispensaries all respondents indicate that time taken for management of MW is one to two hours (Table 4). Time spent was sufficient for hospital while insufficient for health centre and dispensaries. Time spent for hospital was high compared to other levels because had a special group of employee (casual laborers) purposely for medical waste and environmental management activities who are required to work a minimum of 8 hrs in a day according to job requirements. On contrary for health centre and dispensaries were permanent employee whose work was for both service deliver, then on medical waste management activitie s and environmental care. Clean and attractive health facilities determine the effectiveness and efficiency of medical waste management activities to all levels of health services. During the research, the result revealed that 59.4% responded that hospitals were very clean, 40.6% responded moderate, and 100% responded moderate for health centre while 59.1% responded moderate for dispensary and 40.9% responded poor sanitation (Table 5). This situation is contrary to National health care waste management policy guideline which requires proper management of medical waste for prevention of diseases, environmental protection and beautification (MOHSW, 2006). To triangulate perception of respondents who are health workers, cross tabulation was indicating that hours spent for management of medical waste and cleanliness (appearance) of health facilities has relationship. The correlation between working hours and the state of cleanliness is highly significant (p Knowledge of health workers towards management of medical waste As regard to knowledge on consequences of medical waste 95.5% of respondents from hospital had high knowledge on the consequences of medical waste, 4.5% had moderate knowledge, 90% of health centre study group were highly knowledgeable, 10% had moderate knowledge and 78.1% were highly knowledgeable for dispensary, 15.6% moderate knowledge and 6.3% had poor knowledge (Table 6). Importance of knowledgeable health workers is on waste in highly required in segregation and coding storage materials used for medical waste management. The level of education was highly associated with knowledge of health workers on medical waste as hazardous material that the correlation was statistically significant (p Medical Waste Segregation The need for proper segregation and the extent, to which segregation is required, is primarily dictated by the technology and this is one of important step in reducing the volume of hazardous waste. Most treatment technologies have some limitations in terms of processing capability. This limitation depends much on design restrictions, compatibility with certain components, legal prohibitions, and possible negative environmental impact, social and ethical reasons. Table 7 shows that percentage of quantity of medical waste recorded segregated at hospital, heath centers and dispensaries were 93.8, 70 and 27, respectively. While waste that was found mixed was 6.2%, 27.3% and 72.7% at hospital, heath centers and dispensaries. Segregation of hazardous/infections waste is the key to achieving sound medical waste management. Poor segregation of medical waste poses serious health risks to the personnel handling them, and this could lead to possibility of surface and ground water contamination. Mujahid et.al., (2005) and Mohamed et. al., (2006) observed a serious health problem in Dhaka because medical waste was disposed in Municipal without segregating them. Also, Manyele et al (2003) contented that lack of plan for management of medical waste, lack of recording the amount of medical waste generated, reduction of quantity and toxicity of waste at the source and segregation were the challenges facing Tanzania in management of medical waste. The high pe rformance of hospital compared to health centre and dispensaries was influenced by availability of tools, number of staff engaged, hours spent in management of medical waste and knowledge of health workers. Color coding Color coding system aim at ensuring an immediate separation and identification of the hazardous associated with the type of healthcare waste which also determines the treatment method to be employed. The results revealed that 90.6% of hospital medical waste equipment were colour coded or provided with label and 9.4% was not colour coded, 30% of health centre tools were colour coded and 70% were not colour coded while 100% of dispensary medical waste storage tools were not color coded or labeled (Table 8). Lack of coloration of medical waste tools to dispensary level was contrary to healthcare waste management policy guideline which requires coloration of medical waste storage facilities (MOHSW, 2006). Longe and Williams (2006) observed that in Nigeria, private owned hospitals has the most efficient colour coding system, where colored buckets were used: red for sharp and broken glass, green for syringes and needles and blue for all blood stained cottons, gauze and bandages. CONCLUSIONS AND RECOMMENDATIONS Conclusions Medical waste generated in healthcare facilities differs from type and ownership of facilities but there is no composition distinction between private and public hospitals. The performance of medical waste management tools were inefficient due to the reason that most of them were below National and World Health Organization standards. The effectiveness of medical waste management practices was highly affected by inadequate staff and time spent in management of medical waste which resulted into poor cleanliness of some health facilities. Knowledge of health workers on management of medical waste was high but was not highly applied due to inadequate and low standard of healthcare waste management tools. Generally Medical waste management activities in Sumbawanga Municipal Council were not given sufficient priority or concern because of unimproved system of medical waste management. Inadequate staff, insufficient and poor performance of supplies for storage of medical waste, poor infras tructure such as incinerator and treatment pit for treatment of medical waste, lack of segregation and coloration of tools is a major reason to draw this conclusion. However most of healthcare workers had knowledge on medical waste management with small gap which need to be improved. Recommendations Based on the findings and discussions, the following recommendations are made to the Regional Medical Officer, Municipal Medical Officer, Diocesan Health Coordinator and other Stakeholders to improve healthcare waste management whereby in order to achieve the goal, the Hospital Management Team , Council Health management team and other stakeholders should fulfill the following: Medical waste management infrastructure which includes incinerators and treatment pit should be made available to all health facilities. They should be well constructed to ensure efficiency and minimizes the immediate and long term public health risk and hazards associated with medical waste and which has the lowest impact on the environment. Build capacity by employing more qualified staff who will be responsible for service delivery, healthcare waste management and environmental management of health facilities.. For proper disposal of waste knowledge on the color codes for storage facilities should be provided to all stakeholders in health facilities based on the agreed National and WHO Guidelines.

Minority Mental Illness Essay -- essays research papers

Mental health is essential to overall health as well as efficiency. It is the foundation for thriving contributions to family, district, and culture. All through the lifespan, mental health is the source of thoughts and communication skills, knowledge, pliability, and self-esteem. It is all too easy to dismiss the worth of mental health until troubles emerges (Brager, G. & Holloway, S., 1978). Mental health troubles and illnesses are factual and disabling conditions that are experienced by one in five Americans. Those who do not get treatment, mental illnesses can consequence in disability and desolation for families, schools, societies, and the workplace. The mainly important aspect of minorities’ health and wellness is the one that gets the slightest concentration ‘mental health’. Many minorities have to contract with numerous stressful issues at once (Hagedorn, 1977). For instance, current immigrants have to settle in to a new country, learn a new language, look for a good and secure job, afford proper residence for their family, and may also miss their relatives, and friends in their motherland of origin. Further, young minorities have to compact with finding their own ethnic uniqueness and how they fit into their specific racial community. Moreover, all minority communities frequently have to compact with the gloomy and often agonizing realities of what it means to be minority community and a person of color in American society and the chauvinism, inequity, and racism that on occasion goes along with it. Cultural and social features contribute to the causation of mental illness, yet that involvement varies by disorder. Though, Cultures diverge with esteem to the significance they instruct to mental illness, their approach of making sense of the prejudiced experience of illness and distress (Hagedorn, 1977). The implication of an illness refers to entrenched outlooks and beliefs a culture holds concerning whether an illness is actual or probable, whether it is of the body or the mind, whether it deserves understanding, how much disgrace surrounds it, what might ground it, and what kind of person might yield to it. Cultural significance of mental illness have real consequences in terms of whether people are aggravated to look for treatment, how they deal with their indications, how helpful their relatives and communities are, where they search for ... ...ficantly on verbal communication between patient and clinician concerning symptoms, their temperament, strength, and collision on functioning. While lots of mental health professionals endeavor to deliver treatment that is receptive to the culture of the patient, problems can take place. (Anthony, Kennard, O'Brien, Forbes, R. 1986). Physicians must be alert to the prospect of overlooking mental health disorders along with their minority patients. The consequences suggest also the requirement for strategies to look up the discovery of such problems in certain patient populations, mainly African Americans, and Hispanics. References Anthony, W. A., Kennard, W. A., O'Brien, W. F. & Forbes, R. (1986). Psychiatric rehabilitation: Past myths and current realities. 2. Brager, G. & Holloway, S. (1978). Changing Human services organizations: Politics and practice. New York: Free Press. 3. Hagedorn, H. (1977). A manual on state mental health planning (DHHS Publication. Washington, DC: U. S. Government Printing Office. 4. Hasenfeld, Y. (1983). Human service organizations. Englewood Cliffs, NJ: Prentice-Hall. 5. Levitt, T. (1988). Command and consent Harvard Business Review

Wedding Toast - Best Man Essay -- Wedding Toasts Roasts Speeches

Wedding Speech - Best Man Afternoon everyone, firstly, the city council have asked me to request that, for health and safety reasons, none of you get up on top of the chairs and tables during my standing ovation. I'm sure you'll all admit this has turned out to be a fabulous wedding celebration, yet every silver- lining does have a cloud, and that is, unfortunately that you've all got to listen to me for a few minutes. I'd just like to start by thanking everyone on behalf of the Bride and groom, for sharing their wedding day, although personally I wish you'd all stayed at home, because things would have been a lot easier on me. I'd also like to thank you George, on behalf of the bridesmaids for your kind words and also my personal thanks for giving me the opportunity to dress like Lawrence Llewellyn Bowen and for finally admitting after all these years that I am the best man. This book tells you to start all speeches with a joke & I promise I'll start shortly. It also says that you are the most forgiving audience & you'll laugh at the lamest joke. Over the next 10 minutes I will be severely testing this theory. ...I was really nervous before hand, so I prepared a few lines - and having snorted them I'm feeling pretty good right now... I didn't think I was going to be that nervous but believe me this is not the first time today that I've stood up from a warm seat with a bit of pap... ...h, fruity and intoxicating to the mind and then turn full bodied with age until they go all sour and vinegary, which inevitably gives you a headache. In all seriousness though George, it has been a great honour to have been your best man here today, but more importantly to have known you as a true friend of yours over the last 14 years. I sincerely wish you the happiest of marriages and may our friendship continue for many years to come. I started planning this speech a few weeks ago.... & it must feel like I've been delivering it that long. So it gives me immense pleasure, not to mention relief, to invite you all - well those who still can - to stand. Ladies and gentlemen, George and Julie!!

A Mountain Run :: Exploratory Essays Research Papers

A run to the top of a mountain can be understood in terms of numerous practical figures: 1407 feet in elevation; 2.5 miles (4 km) of trail; 2.4 foot strides that shorten as the trail steepens; 110 pounds of body weight striking the ground in two-month-old (400 miles of summer training) GT-2020 Asics running shoes; 18 minutes and 17 seconds clocked on an 8-lap memory, digital Triathlon Timex; a 420-calorie breakfast (a bowl of cereal, half a bagel, and a banana) eaten three hours earlier; muscle cells using the glycogen stores from this food and incorporating the free fatty acids in the blood for energy; muscles in need of oxygen utilizing chemical processes that free oxygen from within the muscle itself; wastes building up in the muscles faster than the blood can remove them. These physiological, mathematical, and anecdotal elements are, however, some of the furthest from my realm of consciousness as I approach my ascent. Jogging on the Point Reyes Peninsula’s Bear Valley Trai l, I come to the head of the Sky Trail, a trail that climbs up Mt. Wittenberg, a mild but memorable little mountain in the National Seashore. Beginning this run up a mountain feels somewhat like starting a race. Throughout the eight years I have run competitively, I have never felt completely comfortable with the fact that I choose to stand, leaning forward on a line while nervously holding my breath, waiting for some gun to announce the start of a completely uncomfortable journey. There are plenty of reasons not to begin a race, and there are many more reasons not to run up this particular mountain. Deliberations, however, are more agonizing than the run itself. Although this morning’s run lacks all of the hype of a big race, I can’t help feeling now the same as I would then: just let the movement begin. In his novel, Once a Runner,John L. Parker’s character, Cassidy, envisions the start of a race with the urgency most runners share: â€Å"The all-consuming roar, the overwhelming psych would begin then and would build up until he stood ready on this line, at once controlled and near lunacy, fear less and terrified, wishing for the relief of the start, the misery of the end. Anything! Just let the waiting be done with!†1 Although numerous haunting â€Å"why’s† are tempting dissuasions before any unnecessary physical exertion, I cannot bear to ponder them all at the base of this mountain.

My dreams

My goal in life is to keep pushing myself because I know that I can achieve anything desire. Most would be happy going for a simple hike, perhaps a certain number of miles. Would not feel fulfilled. I would want to go all the way. What I would take from this beautiful day is the joy of finishing what I have begun. I also would know in my heart that pushed myself to the limits and it did not break me, what rather inspired me. My dream day would not take place on the easiest mountain or the most likely. I would set my sights on the most difficult, yet achievable destination.After all, success does have its limits just as the human body does. There have been many times in my life when I have been less than fit. Occasionally even less than â€Å"less than fit†. I am never proud bothers moments and I always swear that I will change how I live my life in the pursuit of fitness. Hiking is a very intense workout and it is extremely unforgiving. Sure, one could simply give up and turn around. T hats not who I am. I dream of a day when I can reach the top of my physical mountain as well as my proverbial mountain. Achieving this would push my body to its absolute limit ND strengthen my body and mind.This Thrall 2 would not be my end destination but a pattern that I could use for my entire life, enhancing my fitness level the further I would go. In conclusion, if I could wish for any one day it would be a day where I could reach the top of a mountain by hike. Do not take my dreams or wishes lightly. When I want something bad enough I go for it and give it everything. My dreams are big and difficult but they are doable. My personality is a stubborn one and my body is as well. Hiking would bring out both of these traits and it is this reason why I would want to do it.

Dadsa

THE EVOLUTION OF THE PHILIPPINE STATISTICAL SYSTEM* CONTENTS 1. 2. 3. 4. 5. Introduction The Philippine Statistical System Through the Years The Present Statistical System Recent Initiatives of the Philippine Statistical System Lessons Learned, Challenges and Opportunities ______________________________ Philippine country paper prepared by the National Statistical Coordination Board and disseminated during the Seminar on the Evolution of National Statistical Systems organized by the United Nations Statistics Division in celebration of the 60th Anniversary of the United Nations Statistical Commission held on 23 February 2007 in New York, USA. 1 THE EVOLUTION OF THE PHILIPPINE STATISTICAL SYSTEM COUNTRY PAPER By The National Statistical Coordination Board, Philippines1 1. INTRODUCTION This country paper presents the history and existing features of the Philippine Statistical System (PSS).It also articulates the system’s recent initiatives as well as the lessons learned through t he years and the challenges and opportunities currently faced by the system. The Philippines is one of many countries with a decentralized statistical system. The PSS has evolved through several stages in response to the prevailing political, economic and social policies of the government. The emphasis on development planning in later years led to the creation of research and statistics divisions in existing departments to provide for their data and information needs.As a result, a decentralized system emerged whereby statistical services are managed and supervised by the respective agencies with overall coordination by a national body. The present PSS is the result of a comprehensive review of the system that was undertaken in 1986 by a multi-disciplinary and multi-sectoral committee constituted by the Philippine government. The review was also undertaken in line with a government-wide reorganization which saw the need for necessary and proper changes in the bureaucracy in order to promote efficiency and effectiveness n the delivery of public services. The recommendations of the committee, which recognized the need to maintain a decentralized statistical system characterized by independence, objectivity, and integrity to make it more responsive to the requirements of national development, provided the basis for the reorganization of the PSS in 1987. Its mission is to provide timely, accurate and useful statistics for the government and the public, especially for planning and decision making.With the inadequate resources and other constraints, the PSS continues to seek for alternative measures and strategies toward responding to the current and emerging demands of the various clientele and stakeholders. The PSS also continues to effect improvements in its capacity to provide quality statistical products and services. Likewise, it recognizes the need to conform to international standards, comparisons and practices, and it provides support and cooperation to the statistical endeavors of the international community. Dr. Romulo A.Virola is the Secretary General of the National Statistical Coordination Board, Philippines (ra. [email  protected] gov. ph). 1 2 2. THE PHILIPPINE STATISTICAL SYSTEM THROUGH THE YEARS2 Government statistical activities in the country have gone a long way from the Spanish regime to the present statistical system. From the simple attempts of the Spanish monarchy to collect information on the country and its resources, the PSS has evolved to become a decentralized system with a strong coordinating body to serve the more complex needs of policy formulation and decision making.The following were the significant developments in the country’s statistical system at various periods and stages. 2. 1 Spanish Regime (1571 – 1898) During the Spanish regime, there was no regular and systematic data collection in the country except in the later years of the colonial period. Information on the people, villages, set tlements, tributes collected, judicial cases settled and the natural resources were obtained by the governors-general upon instructions from the King of Spain to the Spanish governorgeneral in the Philippines.From about the middle of the 18th century, the priests kept records of baptisms, marriages and deaths, making possible some population estimates. The first census under the Spanish regime was conducted in 1877 with the issuance of a royal decree ordering the enumeration of the population. Succeeding censuses were conducted in 1887 and 1897. The results of the first census were published in Archipelago Filipino en la Oceania Censo de Poblacion Verificado in 1887 but those of the latter were never published.The Spanish colonial statistical system began when an Officiana Central de Estadistica was established in the Direccion General de Administration Civil in 1889. The priests were obliged to report births, marriages and deaths which occurred within their parish to this office. T he publication of the Boletin de Estadistica de la Ciudad de Manila, a monthly journal, was started in 1895, making available population and vital statistics. 2. 2 American Regime (1898 – 1946) The onset of the American regime brought with it a more systematized data collection system.This was marked by the creation of a statistical unit in the Bureau of Customs to collect, tabulate, and disseminate statistics on imports and exports. Although no statistical units were formally created in other government offices during the time, information were nevertheless collected and compiled by them for administrative purposes. The Bureau of Agriculture, created in 1902, compiled data on the number of farms, irrigated areas, and cultivated land.The Bureau of Labor, created in 1908, gathered data on the number and membership of labor organizations and labor cases. Vital registration likewise improved during this period. The first census under the American regime was conducted in 1903, wi th the next censuses undertaken in 1918 and 1939. Different organizations carried out the censuses each time. The PSS – Composition, Organization and Coordination, NEDA, 1980; Executive Summary of the Phase 1 Report of Decentralization and the PSS Project, 1994; History of the PSS – http://www. ire. it-u. ac. jp; Executive Order No. 121 – Reorganizing and Strengthening the PSS and for Other Purposes, 1987. 2 3 The Department of Public Information carried out the 1903 census and the United States Census Bureau processed the statistics while the ad hoc Commission of Census conducted the 1939 census. In 1918, the Bureau of Commerce and Industry was created (with a statistics division) under the Department of Commerce and Communication. For thirteen years, this division served as the clearing house of all statistical information in the country.The data were published yearly in statistical bulletins, which served as the comprehensive and authoritative sources of stat istical information during the period. The first attempt to consolidate statistical authority and responsibility in the country came about with the transfer of the Bureau of Commerce and Industry to the Department of Agriculture and Commerce, which was organized in 1932. A special statistical division in the department was created which absorbed the Bureau’s statistical functions as well as those of the Bureau of Agriculture.The statistics produced were published in the Philippine Statistical Review. The centralization of all statistical activities in one agency was realized when the Bureau of the Census and Statistics (BCS) was created by Commonwealth Act No. 591 in 1940 under the Office of the President. All major statistical units of the Department of Agriculture and Commerce, Department of Labor, the Bureau of Health, the Bureau of Customs, the National Library, Department of Public Information and the 1939 Commission of Census were merged to the new Bureau.The move to ce ntralize the statistical system was interrupted because of World War II. 2. 3 Postwar recovery period starting in 1946 When the Philippines gained independence from the U. S. in July of 1946, the urgent need for data with which to plan and implement rehabilitation programs for a war-ravaged economy manifested itself. The BCS remained under the Office of the President until 1947 when it was placed under the newly organized Department of Commerce and Industry for administrative purposes.In 1948, the BCS conducted the first postwar census. The creation of the Central Bank of the Philippines in 1949 and the Agricultural Economics Division in the Department of Agriculture in 1953, as well as the return of the Labor Statistics Division to the Department of Labor, ushered in a period of great activity. With the expansion of government activities in the fields of public health, education, social welfare, public administration, crop subsidies, monetary stabilization, and agro-industrial deve lopment, statistical units gradually resurfaced.Consequently, the need for a decentralized statistical system with a central authority responsible for coordinating all the statistical activities of the government was recommended. 2. 4 Reorganization in 1956 Through the Government Survey and Reorganization Commission created in 1954, a set of recommendations was formulated which provided the framework for the administration of a coordinated decentralized statistical system.These recommendations brought about two significant changes in the statistical system, as follows: (a) the emergence of the Office of 4 the Statistical Coordination and Standards (OSCAS) and (b) the transfer of some statistical functions from the BCS to other government agencies. The decentralization of statistical activities was carried out in 1956 with the creation of a central coordinating authority, the OSCAS under the National Economic Council (NEC) by virtue of Executive Order No. 119.Among the functions of t his body was to oversee the coordination of all statistical activities of five major statistical operating agencies and more than a hundred administrative agencies which carry out statistical activities as part of their administrative and regulatory functions. The five agencies were the following: (1) Bureau of the Census and Statistics, (2) Bureau of Agricultural Economics, (3) Department of Economic Research, Central Bank of the Philippines, (4) Labor Statistics Service, Department of Labor, and (5) Disease Intelligence Center, Department of Health.Later, more government agencies surfaced to become major producers of primary statistics to meet the increasing needs of government planners for statistical data. Likewise, all statistical functions pertaining to agriculture and natural resources, banking and finance, labor, vital registration, and education were transferred from the BCS to other government agencies, which by nature of their administrative and regulatory functions and f or highly well-organized statistical units, were better qualified to undertake them.This set up existed for about a decade and a half until another government-wide reorganization of the executive branch of the government was introduced based on the Integrated Reorganization Plan (IRP) in 1972. 2. 5 Reorganization in 1972 The implementation of the IRP in 1972 abolished the NEC and set up in its place the National Economic and Development Authority (NEDA) headed by a Director-General. One of the offices under NEDA was the Statistical Coordination Office (SCO), which was made up of two staff units drawn from the three branches of OSCAS.Meanwhile, in 1974, the BCS under the Department of Commerce and Industry was reconstituted and renamed National Census and Statistics Office (NCSO) and placed under the administrative supervision of the NEDA. During this time, only one official served as the NEDA Deputy Director-General for SCO and, concurrently, as Executive Director of NCSO. The offic ial also acted as Chairman of the Statistical Advisory Board (SAB), which was the forerunner of the National Statistical Coordination Board (NSCB). The existence of SCO, NEDA brought about a number of developments in statistics, particularly through its Statistical Development Fund.Among them were the following: (1) expansion in standardization work as exemplified by the publication of the Manual on the Philippine System of National Accounts, Frameworks, Sources and Methods; (2) first Philippine Statistical Development Program; and (3) development of statistical frameworks, such as Input-Output Tables (in collaboration with NCSO), Flow-of-Funds Accounts (in collaboration with the Central Bank), Social Accounting Matrix, and Agriculture Economic Accounts (in collaboration with the Department of Agriculture). . 6 Reorganization in 1987 Recognizing the need to further enhance the efficiency of the statistical system and improve the timeliness and accuracy of statistics for planning and decision making, a comprehensive 5 study and review of the PSS was conducted by a special committee in 1986. The committee recognized the need to maintain a decentralized statistical system with a strong coordination characterized by independence, objectivity, and integrity to make it more responsive to the requirements of national development.Thus, the PSS was restructured with the issuance of Executive Order No. 121, entitled â€Å"Reorganizing and Strengthening the Philippine Statistical System and for Other Purposes† on 30 January 1987. The Executive Order provided the basis for the present structure of the decentralized PSS. By virtue of this order, the NSCB as the highest policymaking and coordinating body on statistical matters was created in 1987, replacing the NEDA Statistical Coordination Office and the Statistical Advisory Board.The Statistical Research and Training Center (SRTC) as the research and training arm of the PSS was also established. The NCSO was rename d National Statistics Office (NSO) and was tasked to be the major statistical agency responsible for generating general-purpose statistics and undertaking such censuses and surveys as may be designated by the NSCB. The demands of national economic recovery after the EDSA Revolution in 1986 necessitated changes in the organizational and functional structure of the entire bureaucracy. Under Executive Order No. 16 issued on 30 January 1987, the Bureau of Agricultural Statistics (BAS) was established as one of the seven bureaus of the Department of Agriculture to take charge of the production of statistics on agriculture, fishery and related fields. The BAS has assumed most of the functions of its predecessor, the Bureau of Agricultural Economics. It was also on 30 January 1987 when the Department of Labor was reorganized anew under Executive Order No. 126 and one of its provisions was the abolition of the Labor Statistics Service and the creation of the Bureau of Labor and Employment S tatistics (BLES) as one of the six bureaus of the Department.The other departments have maintained the statistical units within their respective offices. Meanwhile, the Bangko Sentral ng Pilipinas (BSP) created its Department of Statistics on 20 March 2005 to assume the statistical functions lodged before at its Department of Economic Research. 3. THE PRESENT STATISTICAL SYSTEM 3. 1. LAWS AND OTHER LEGAL PROVISIONS FOR STATISTICAL ORGANIZATION AND SERVICES3 The following are the laws that govern the operations of the PSS: 3. 1. 1 Executive Order No. 121 – Reorganizing and Strengthening the Philippine Statistical System (PSS) and for Other Purposes issued on 30 January 1987 3. 1. 2. Commonwealth Act No. 91 – An Act to Create a Bureau of the Census and Statistics to Consolidate Statistical Activities of the Government issued on 19 August 1940 Other legal provisions concerning the statistical affairs in the country are the following: 3 Agency websites. 6 3. 1. 3. Executiv e Order No. 116 – Renaming Ministry of Agriculture and Food as Ministry of Agriculture, Reorganizing Its Units, Integrating All Offices and Agencies Whose Functions Relate to Agriculture and Fishery into the Ministry, and for Other Purposes issued on 30 January 1987, which includes the creation of the Bureau of Agricultural Statistics within the Ministry 3. . 4. Executive Order No. 126 – Reorganizing the Ministry of Labor and Employment and for Other Purposes issued on January 30, 1987, which includes the creation of the Bureau of Labor and Employment Statistics within the Ministry 3. 1. 5. Executive Order No. 135 – Providing for the Establishment of A Well-Coordinated Local Level Statistical System issued on 6 November 1993 3. 1. 6. Executive Order No. 352 – Designation of Statistical Activities That Will Generate Critical Data for Decision-Making of the Government and the Private Sector issued on 1 July 1996 3. . 7. Executive Order No. 406 – Inst itutionalizing the Philippine EconomicEnvironmental and Natural Resources Accounting (PEENRA) System and Creating Units Within the Organizational Structure of the Department of Environment and Natural Resources (DENR), National Economic and Development Authority (NEDA), and National Statistical Coordination Board (NSCB) issued on 21 March 1997 3. 1. 8. Proclamation No. 647 – Declaring the Month of October of Every Year as the National Statistics Month signed on 20 September 1990 3. 1. 9. Proclamation No. 93 – Declaring the Month as National Census Month signed on 7 June 1995 of September 1995 3. 1. 10. Proclamation No. 248 – Adopting the Philippine Statistical Development Program (PSDP) for 1999-2004 issued on 24 February 2000 3. 1. 11. Proclamation No. 1140 – Adopting the Philippine Statistical Development Program (PSDP) 2005-2010 issued on 19 September 2006 Board resolutions and memorandum orders/circulars are likewise issued as necessary by the NSCB Ex ecutive Board when there are new statistical frameworks and indicator systems, new mechanisms for statistical coordination, new methodologies or concepts, etc. or adoption and implementation by the various stakeholders of the system. 3. 2. THE COMPONENTS OF THE PHILIPPINE STATISTICAL SYSTEM The PSS consists of statistical organizations at all administrative levels, its personnel and the national statistical program. Specifically, the organizations comprising the system include the following: A policy-making and coordinating body – the National Statistical Coordination Board A single general-purpose statistical agency – the National Statistics Office 7A research and training arm – the Statistical Research and Training Center Units of government engaged in statistical activities either as their primary function or as part of their administrative or regulatory functions – all departments, bureaus, offices, agencies, and instrumentalities of national and loca l governments and all government-owned and –controlled corporations and their subsidiaries The major statistical agencies in the PSS include the NSCB, NSO, SRTC, the Bureau of Agricultural Statistics (BAS) of the Department of Agriculture, the Bureau of Labor and Employment Statistics (BLES) of the Department of Labor and Employment, and the Department of Economic Statistics of the Bangko Sentral ng Pilipinas (BSP). Other data producers in the government include research and statistics divisions/units usually within the planning service of the various departments and bureaus. The major statistical agencies and all other data producers are situated in various administrative hierarchies of the country with each unit collecting and aggregating data. The said administrative areas include the national, regional, provincial, city, municipal and barangay levels. In addition, the local government units (LGUs) in each province, city, municipality or barangay are rich sources of data.T he enactment of the Local Government Code of 1991 which mandated the devolution of basic government services to LGUs had some implications on the data generation activities of the affected sectors. The chart below shows the linkages among the various institutions and players in the PSS. Framework for the Management and Coordination of the PSS 3. 2. 1. The policy-making and coordinating body 8 National Statistical Coordination Board (NSCB)4 The NSCB was created as the highest policy-making and coordinating body on statistical matters in the Philippines. It is under the administrative supervision of the National Economic and Development Authority. The NSCB formulates policies, delineates responsibilities, sets priorities and standards on statistics and administers the one-stop statistical information center.It also maintains multi-sectoral statistical frameworks and indicator systems which serve as bases for the improvement of statistical coordination. It provides links and fora for c oordination between and among these key players. It also serves as the statistical clearing house and liaison for international statistical matters. Foremost among the objectives of the NSCB is to develop an orderly PSS capable of providing timely, accurate, relevant, and useful data for the government and the public for planning and decision-making. The major goal of the NSCB is to promote the independence, objectivity, integrity, relevance and responsiveness of the PSS. The powers and functions of the NSCB as defined under Section 5 of Executive Order No. 21 are as follows: Promote and maintain an efficient statistical system in the government; Formulate policies on all matters relating to government statistical operations; Recommend executive and legislative measures to enhance the development and efficiency of the system, including the internal structure of statistical agencies; Establish appropriate mechanism for statistical coordination at the regional, provincial and city lev els; Approve the Philippine Statistical Development Program; Allocate statistical responsibilities among government agencies by designating the statistics to be collected by them, including their periodicity and content; Review budgetary proposals involving statistical operations and submit an integrated budget for the Philippine Statistical System (PSS) to the Department of Budget and Management (DBM); Review and clear, prior to release, all funds for statistical operations; Develop, prescribe and maintain appropriate framework for the improvement of statistical coordination; and Prescribe uniform standards and classification systems in government statistics. The NSCB as coordinator is not engaged in primary data collection. The Executive Order further provides that the decisions of the NSCB on statistical matters shall be final and executory.At the helm of the NSCB is the NSCB Executive Board which is composed of the undersecretaries of the different departments and heads of major statistical agencies and chaired by the Secretary of Socio-Economic Planning. The NSCB Executive Board holds quarterly meetings. The NSCB has a Technical Staff which performs the following functions: Provide technical and secretariat support to the NSCB; Serve as the statistical clearing house and liaison for international statistical matters; and Executive Order No. 121 – Reorganizing and Strengthening the PSS and for Other Purposes issued on 30 January 1987; NSCB website – http://www. nscb. gov. ph 4 9 Perform other functions as may be assigned by the NSCB and as may be necessary to carry out the purposes of Executive Order No. 21 The products and services provided by the NSCB Technical Staff are the following: Statistical policies and measures to resolve specific issues and provide policy directions in the PSS National Accounts and related economic accounts to assess the economic performance of the country Economic and social indicators Standards and classification systems to prescribe uniform standards in government statistics Statistical publications and CD Roms to disseminate the most relevant data produced by the PSS and to make statistics more accessible to the public The PSDP to serve as a blueprint of priority programs and activities to be undertaken to improve the PSS in the medium term Services †¢ Coordination of inter agency concerns †¢ Coordination of subnational statistical systems †¢ Statistical survey review and clearance system †¢ Development of statistical standards and classification systems †¢ Designation of statistics †¢ Local and international data requests †¢ Technical services †¢ Advocacy for statistical awareness †¢ One stop statistical information centers †¢ On line statistical service thru the Internet (www. nscb. gov. ph) 3. 2. 2. Data Producers In the government, the major agencies that produce statistics as their primary function are as follows: National Statistics Office (NSO)5 The NSO is the major statistical agency responsible in collecting, compiling, classifying, producing, publishing, and disseminating general-purpose statistics as provided for in Commonwealth Act No. 591. The NSO is under the administrative supervision of NEDA. It generates data on population, housing, agriculture, fisheries, business, industry, prices and households through periodic censuses and sample surveys.NSO also has the responsibility of carrying out and administering the provision of the Civil Registry Law as provided for in Act No. 3753 dated February 1931. It also processes and compiles administrative-based statistics on domestic and foreign trade, business permits and vital statistics from the civil registration system. More specifically, the NSO is tasked to: Prepare for and undertake all censuses on population, agriculture, commerce, and industry (Section 2, C. A. 591; Section 1, Batas Pambansa Blg. 72); 5 NSO website – http://www. census. gov. ph 1 0 conduct statistical surveys by enumeration, sampling, and other methods (Section 2, Batas Pambansa Blg. 2); compile and classify other statistical data and information (Section 2, C. A. 591); conduct social and economic studies and make projections of population, agricultural production, income and the number of livestock (Section 2, C. A. 591); publish and disseminate all information related to the above functions (Section 2, C. A. 591); assist the National Statistical Coordination Board (NSCB) in the formulation of a continuing comprehensive statistical program for the government (Section 5, Presidential Decree 418); provide technical assistance and support to projects of other statistical agencies and institutions (Section 5, P. D. 418); carry out and administer the provisions of Act. No. 753, entitled â€Å"An Act to establish a Civil Register† (Section 2, C. A. 591) and other laws on civil registration; and issue authorization to solemnizing officers in accordance with the provisions of Article 7 of the Family Code of the Philippines (Executive Order No. 209 effective August 3, 1988). Bureau of Agricultural Statistics (BAS)6 The BAS, which is under the Department of Agriculture, produces agricultural statistics. It generates statistics on crop production, prices of agricultural commodities, volume and value of livestock traded, farm income and expenditure, farming systems, agricultural finance, through sample surveys. Section 16 of Executive Order No. 16 defines the functions of the BAS as follows: to collect, compile and release official agricultural statistics; to exercise technical supervision over data collection centers; and to coordinate all agricultural statistics and economic research activities of all bureaus, corporations and offices under the Department of Agriculture. Further, Section 41 of Republic Act No. 8435 or Agriculture and Fisheries Modernization Act of 1997 approved on December 22, 1997, mandates the BAS to serve as the centr al information source and server of the National Information Network (NIN) of the DA; and to provide technical assistance to end-users in accessing and analyzing product and market information and technology. In 2000, the BAS structural organization was strengthened and reoriented pursuant to the relevant provisions of DA Administrative Order No. series of 1998 in compliance with the provisions of the Agriculture and Fisheries Modernization Act or RA8435 of 1997. This law designates BAS as the central information source and server of the National Information Network (NIN) of the DA. Bureau of Labor and Employment Statistics (BLES)7 6 7 BAS website – http://www. bas. da. gov. ph BLES website – http://www. bles. dole. gov. ph 11 The BLES, which is under the Department of Labor and Employment, produces labor and employment statistics. It generates establishment-based labor data, such as labor turnover, labor practices, organizations, occupational injuries and illnesses an d wage rates. Section 21 of the Executive Order 126 andates the BLES to carry out the following functions: Formulate, develop and implement plans and programs on the labor statistical system in order to provide the government with timely, accurate and reliable data on labor and employment; Conduct nationwide surveys and studies which will generate trends and structures on labor and employment; Develop and prescribe uniform standards, nomenclatures and methodologies for the collection, processing, presentation and analysis of labor and employment data; Establish appropriate mechanisms for the coordination of all statistical activities in the Department and for collaboration with other government and private agencies including international research organizations in the conduct of surveys and studies in the area of labor and employment; Disseminate statistical information and provide statistical services/advice to the users by establishing a data bank and issuing the Bureau’s s tatistical materials and research findings; Develop and undertake programs and projects geared towards the enhancement of the technical competence of the Department on theories, techniques and methodologies for the improvement of the labor statistical system; Monitor and exercise technical supervision over the statistical units in the Department and its agencies; and Perform such other functions as may be provided by law or assigned by the Secretary. Bangko Sentral ng Pilipinas (BSP)8 The Bangko Sentral ng Pilipinas (BSP) is the central bank of the Republic of the Philippines.It was established on 3 July 1993 pursuant to the provisions of the 1987 Philippine Constitution and the New Central Bank Act of 1993. The BSP took over from the Central Bank of Philippines, which was established on 3 January 1949, as the country’s central monetary authority. The BSP enjoys fiscal and administrative autonomy from the National Government in the pursuit of its mandated responsibilities. Th e BSP has supervision over the operations of banks and exercises such regulatory powers as provided in the New Central Bank Act and other pertinent laws over the operations of finance companies and non-bank financial institutions performing quasi-banking functions.The BSP, through its Department of Statistics, monitors and compiles various statistical series on monetary, financial and external variables useful for the formulation and analysis of monetary, banking, credit and exchange policies. To increase public awareness on various economic and financial issues, as well as promote transparency in its operations, the BSP releases various publications, reports, media releases and other relevant resource materials. The BSP also conducts the Business Expectations Survey and the Consumer Expectations Survey. 8 BSP website – http://www. bsp. gov. ph 12 Other Data Producers In addition to the above statistical agencies, various other departments, including the bureaus and attached agencies under them, also generate statistics as by-products of their primary functions.The following are the departments with stronger statistical units and more statistical outputs: Agriculture, Agrarian Reform, Education, Energy, Environment and Natural Resources, Finance, Health, Labor and Employment, Science and Technology, Social Welfare and Development, Tourism, and Trade and Industry. Other sources of data are the following departments: Budget and Management, Interior and Local Government, Justice, National Defense, Public Works and Highways, and Transportation and Communications. 3. 2. 3. Statistical Training, Education and Research Institutions Statistical Research and Training Center (SRTC)9 As the training and research arm of the PSS, the SRTC conducts short-term courses in statistics and related fields and researches to enhance existing methodologies, concepts and systems used in statistical operations. As specified in Section 10 of Executive Order No. 21, the functions and responsibilities of SRTC are as follows: Develop a comprehensive and integrated research and training program on theories, concepts and methodologies for the promotion of the statistical program; Undertake research on statistical concepts, definitions and methods; Promote collaborative research efforts among members of the academic community, data producers and users; Conduct non-degree training programs to upgrade the quality of statistical manpower base in support of the needs of the statistical system; and Provide financial and other forms of assistance to enhance statistical research and development. The SRTC has a Governing Board which formulates policies for the management and operations of the agency.This Board is composed of the Secretary-General of the National Statistical Coordination Board (NSCB) as Chair with the following as members: the Administrator of the National Statistics Office (NSO), the Dean of the UP School of Statistics (UPSS), the Director of the Bureau of Agricultural Statistics (BAS), a Director of the National Economic and Development Authority (NEDA), and the Executive Director of the Philippine Social Science Council (PSSC). The Executive Director of SRTC serves as exofficio member of the Board. In 2005, the SRTC conducted 29 statistical training courses/programs, equivalent to 1,145 training hours, with a total of 643 participants.Three research projects were also completed Executive Order No. 121 – Reorganizing and Strengthening the PSS and for Other Purposes issued on 30 January 1987; SRTC website – http://www. srtc. gov. ph 9 13 during the year. The training was conducted not only for the major statistical agencies and other data producers in the central/regional offices but also for the local government units. The SRTC has also embarked on partnership with the United Nations Statistical Institute for Asia and the Pacific for statistical training as well as with other international organizations, such as the German Development Cooperation, UN FAO and UNFPA for the conduct of training courses.Academe On human resource supply, the PSS relies on the academic institutions offering Statistics/Applied Statistics courses and related fields such as Economics, Mathematics, Computer Science/ Information Technology, Demography, Public Administration, and Business Administration/ Management. Several universities throughout the country are offering undergraduate and graduate degree courses in statistics, with the University of the Philippines School of Statistics in Quezon City, Metro Manila and the University of the Philippines Institute of Statistics in Los Banos, Laguna as the leading universities in terms of course offerings in statistics. Statistical researches in the system are usually undertaken in close collaboration with the academe.The PSS benefits from the strong collaboration and partnership between the official statisticians and the members of the academic and research communities who sit as chairpersons/members of various interagency/technical committees, serve as consultants in research activities and projects implemented by the PSS and act as advocates of statistics in general. 3. 2. 4 Data Suppliers/Respondents Collection of data is done either thru sample surveys, censuses or reporting forms. Respondents can be individuals, households, business establishments/enterprises, government or non-government institutions. The extent and quality of data supplied by the respondents critically affect the quality of statistics produced by the data producers.To strengthen the relationship with the respondents, the data producers conduct dialogues and communication programs to advocate support to data collection activities. 3. 2. 5. Subnational Statistical System The NSCB Regional Divisions perform the mandate of coordination at the subnational level using mechanisms such as those mentioned above as well as providing technical assistance to the data producers and users in the regions. Due to the budgetary constraints of government, these units are physically present only in ten (10) regions: Regions 1, 4, 5, 6, 8, 9, 10, 11, 12 and the Cordillera Administrative Region (CAR). They also manage and administer the regional branches of the National Statistical Information Center (NSIC), one-stop shop of statistical information and services.Providing assistance to the NSCB in terms of statistical coordination at the subnational level are the Regional Statistical Coordination Committees (RSCCs). The RSCCs formulate policies and programs particular to a regional statistical system. The members include agency regional directors, provincial planning and development coordinators and a representative from the private sector. These Committees are chaired by the NEDA Regional Director and are coordinated by the NSCB Regional Divisions. 14 The NSO has its regional, provincial and municipal offices. Likewise, the BAS has provincial offices. The other departments ha ve their subnational offices at different levels.These offices gather data at the subnational levels and forward thm to the central offices for consolidation. They also serve as outlets for dissemination. In addition to the statistical agencies and the various departments of the national government, the local government units (LGUs) also generate statistical information covering their respective areas or constituents. They also conduct surveys and process data from local administrative forms for their planning and monitoring purposes. Most of the data generated by the LGUs are municipal and barangay data since these are not available from the national surveys except in the Census of Population and Housing where data are generated down to the barangay level. 3. 3.MECHANISMS FOR STATISTICAL PLANNING AND COORDINATION, INFORMATION DISSEMINATION AND ADVOCACY Different mechanisms for statistical planning and coordination, information dissemination and advocacy being implemented by the NSC B Technical Staff are being advocated to the agencies in order to improve their effectiveness in servicing the data needs of the various stakeholders and users for development planning, policy formulation and monitoring of the progress of government programs. Other initiatives and measures are also continuously being undertaken to improve the organization and operations of the PSS, thereby enhancing the quality of the statistical products and services. STATISTICAL PLANNING AND COORDINATION 3. 3. 1 Statistical PoliciesStatistical policies may be in the form of acts, executive orders, presidential proclamations, and resolutions and circulars issued by the NSCB Executive Board which are intended to guide agencies and other stakeholders in terms of organization and implementation of concepts, definitions, methodologies, new systems, best practices and others. The implementation of and compliance with the statistical policies are being monitored by the NSCB Technical Staff. 3. 3. 2 Stati stical Frameworks and Indicator Systems The NSCB is chiefly tasked to develop and maintain appropriate frameworks and indicator systems to serve as tools for statistical coordination. This includes the System of National Accounts (SNA) that produces estimates of the Gross National Product (GNP) and Gross Domestic Product (GDP). The SNA is maintained by the NSCB with data inputs coming from various agencies including private institutions.The compilation of the SNA by the NSCB has given it a powerful tool for statistical coordination that allows the identification of data gaps that need to be addressed by the PSS. Other frameworks/indicator systems that are maintained by the NSCB include the Leading Economic Indicators, Foreign Investments Information System, Gender and Development Indicators, Philippine National Health Accounts, Poverty Statistics, Food Balance Sheet, Quarterly Economic Indices and Economic and Social Indicators, the STATDEV which is a tool for monitoring the targets under the 15 Medium-Term Philippine Development Plan and the Millennium Development Goals (MDG). The NSCB also serves as the repository of the MDG database for the Philippines. 3. 3. 3 Philippine Statistical Development Program (PSDP)The PSDP articulates the vision, direction, strategies and priority statistical programs and activities to be undertaken in the PSS for the medium term in order to meet current and emerging needs of the national and local planners, policy-makers and data producers. The formulation of the sectoral statistical development programs was spearheaded by the NSCB through the various inter-agency committees, task forces and working groups composed of the key players and stakeholders in the PSS. Indicative budget requirements for the programs and activities are also included. The PSDP which is prepared every six years is designed to provide vital information support to the Medium-Term Philippine Development Program and to promote efficiency of statistical opera tions through optimum use of available resources and adoption of cost effective measures.It envisions a PSS with greater capacity to provide excellent service and high quality statistical information for better use in policy analysis and decision-making to meet the changing needs of the stakeholders, data users, society and the international community. Several PSDPs were formulated in the past and the current one is the PSDP 2005-2010 which is the 7th PSDP developed by the system. This is the Philippine version of the National Strategy for the Development of Statistics (NSDS) being advocated by PARIS21 or Partnership in Statistics for Development in the 21st Century. 3. 3. 4 System of Designated Statistics (SDS) Executive Order No. 52 was issued in July 1996 to implement the System of Designated Statistics (SDS) as a mechanism for the identification and generation of the most crucial and essential statistics for administrators, planners, policy makers, and decision makers in the gov ernment and private sectors. It is also an important tool in addressing problems, such as data makers in the government and private sectors. It is also an important tool in addressing problems, such as data gaps, duplication, delayed release and inaccessibility of important sets of statistics, and as a framework for setting priorities in data production. The designation includes the implementing agency, frequency of collection, geographic disaggregation and schedule of data dissemination.At present, there are 60 activities/statistics designated; however, it is a dynamic system that allows modifications to respond to changing needs and priorities and to emerging capabilities of statistical offices. The statistics under the SDS form the core of official statistics that constitute a set of public good that the designated data producers must be accountable for. These include censuses, surveys, administrative data systems, derived data systems and statistical indicators. As a result, the se designated statistics receive priority attention in the preparation of the national budget and duplication of statistical efforts is minimized, if not eliminated.Relatedly, the Philippine government has been subscribing to the International Monetary Fund’s Special Data Dissemination Standards (SDDS) since 1996. The SDDS covers economic and financial data and their releases are monitored through the advance release calendar and metadata. The NSCB serves as the coordinator for the SDDS. 16 3. 3. 5 Statistical Budget Review One of the functions of the NSCB is to review budgetary proposals for statistical activities of agencies. For many years now, the annual Budget Call issued by the Department of Budget and Management provides that the NSCB endorse agency budget proposals involving the System of Designated Statistics.Budgetary thrusts are formulated for the guidance of the major statistical agencies and other data producers. In the review of statistical budget proposals, the PSDP and a number of minimum targets/measures aimed at enhancing/ensuring the quality of data and capability building of agencies serve as the criteria. 3. 3. 6 Statistical Survey Review and Clearance System (SSRCS) The SSRCS involves the substantive review of the design and instruments of statistical surveys or censuses sponsored and/or to be conducted by government agencies including government corporations at the national and/or subnational level. Recently, the scope of the SSRCS has been expanded to include administrative recording systems.The system aims to ensure the quality of the data to be generated from the inquiry, to avoid unnecessary duplication in data collection and to elicit the cooperation of data providers and respondents. Some of the review criteria adopted include (1) essentiality and appropriateness; (2) reporting burden; (3) adequacy of survey and forms design; (4) clarity of questions and nstructions; (5) use of standard classifications and definitions; (6) c ompleteness and adequacy of tabulation plans; and (7) schedule and manner of disseminating results. On the average, the NSCB clears around 18 surveys annually which include regular, periodic and one-shot surveys with individuals, households or establishments as respondents. 3. 3. Statistical Standards and Classification Systems The standard classification systems serve as instruments for promoting the comparability and consistency of statistics generated by data producers. These standard classification systems can also be used in the organization of databases and information systems. Annex 1 shows the list of the existing statistical classification systems in the Philippines. Other standards include the prescription of standard concepts and definitions in the various sectors to ensure the comparability of statistics generated. 3. 3. 8 Technical and Inter-Agency Committees on Statistics (TCs/IACs) and Task Forces (TFs)The TCs/IACs/TFs are created (1) to assess and evaluate the qualit y, usefulness and timeliness of sectoral data and determine areas of duplication, discrepancies and gaps; (2) to review the concepts, techniques and methodologies used in the collection, processing and reporting of data; and (3) to recommend an efficient and workable scheme for the allocation of agency responsibilities in the production of statistics. Thru these committees, weaknesses in sectoral statistics including those affecting data quality can be addressed. The committees recommend policy measures to the NSCB Executive Board. The TCs/IACs/TFs are composed of both data producers and users including the private sector and members of the academic and research communities. 17 To date, the committees created by the NSCB include six TCs, ten IACs and two TFs. Annex 2 shows the list of the committees and task forces. 3. 3. 9. Agency Statistical Calendars Agency statistical calendars are useful guide to data users in their search for statistical information from government sources.The statistical calendar contains information on the statistical activities of the agency, such as the frequency, outputs to be generated, expected date and mode of release, and contact person. 3. 3. 10. Bilateral Meetings Bilateral meetings are conducted between two agencies for the purpose of discussing, clarifying and resolving specific problems of the agencies in terms of data production and dissemination, among others. 3. 3. 11. Performance Measurement Scheme for Statistical Agencies and Other Data Producers A Performance Measurement Scheme for Statistical Agencies and Other Data Producers was institutionalized in 2002 after it was pilot tested in 2001.It determines the capabilities of agencies in responding to the needs of their clients and other stakeholders thru a set of indicators of agency performance in terms of relevance, timeliness, accuracy, reliability, transparency and integrity, comparability, effectiveness, accessibility and client orientation. Through the scorecard t hat will be maintained for each agency, the public will be made aware of the success of the agency in accounting for its commitment to the public. Ultimately, the results will be used for advocacy, promoting public accountability and benchmarking purposes as basis for pursuing improvements in the quality of outputs and services.The performance scheme which is proposed to be conducted every two or three years is also seen as an approach in measuring the quality of products and services of the PSS. The criteria considered to assess the performance of national statistical offices are as follows: (a) relevance; (b) timeliness and accessibility; (c) accuracy and reliability; (d) transparency; (e) independence and integrity; (f) comparability; (g) quality of research program and training materials, facilities and resource persons; (h) effectiveness of coordination; and (i) quality of financial and manpower resources, equipment and facilities for statistical operations. Indicators based on these criteria were identified. 3. 3. 12.Hosting of International Conferences/Meetings The NSCB spearheads the hosting of international statistical conferences/meetings by the Philippine government. Topics discussed include developmental/emerging concerns in the field of statistics. This is being done in coordination with international organizations. STATISTICAL INFORMATION DISSEMINATION 3. 3. 1. National Statistical Information Center The National Statistical Information Center (NSIC) was first established in the country in 1993 through a project jointly implemented with the Statistics Sweden and the Swedish 18 International Development Agency (SIDA). The NSIC, which serves as a one-stop shop for statistical information in the country, is lodged at the NSCB.To date, several branches of NSIC have been established in selected regions where there are NSCB Regional Divisions. Services provided include frontline and library services, bookshoppe and technical services. 3. 3. 2. Governme nt Statistics Accessibility Program (GSAP)/General Standards for Statistical Information Dissemination (GSSID) The GSAP was implemented in 1998 with the vision of making statistical information and services in the country highly accessible to users nationwide and worldwide. Its conceptualization was anchored on the fundamental principle that information is used for decision-making and therefore the timeliness and integrity of the information should be ensured.The components of the program include the organization of an inter-agency consortium, issuance of an executive measure providing for the program as a flagship project of the government, investments on technology upgrading, systems and human resource development, adoption of common policies and standards, and alliance with the private sector. The GSAP paved the implementation in 1999 of the General Standards for Statistical Information Dissemination (GSSID) in the PSS. The GSSID was designed as a mechanism of the government in s etting appropriate and acceptable standards of reliability, integrity, timeliness, transparency, and accessibility of government statistics.Specifically, it promotes adherence to these standards in the dissemination of statistical information and greater utilization of data, fosters adoption of generally accepted data dissemination practices, and involves active participation of users in making statistics more accessible and useful. Worth noting is the standard on the dissemination in advance of the calendar of release of the various statistical products of an agency. In the long-term basis, the GSSID also serves as a tool to address data gaps and spur continuing improvements on data dissemination. The GSSID was inspired by the SDDS prescribed by the International Monetary Fund. 3. 3. 3 Press releases/articles/websiteThe issuance of press releases and articles by the major statistical agencies and other data producers on the latest available data or emerging concerns that would be r elevant to national planning and development is another mechanism for statistical information dissemination. These press releases and articles are in print form and/or posted on the agency websites. STATISTICAL ADVOCACY 3. 3. 1. National Statistics Month The NSM is being observed annually during the month of October, following a Presidential Proclamation, as a vehicle for soliciting the support of the public at large in improving and enhancing the quality and standards of statistics in the country.The NSM, which has just completed its 17th year in October 2006, has become an effective venue for strengthening and unifying the Philippine statistical community and in instilling nationwide awareness and appreciation of the importance of statistics. Every year, the NSM focuses on a particular theme to highlight the statistics pertaining to the theme. The major activities undertaken by government agencies and some private institutions include symposia and 19 training/seminars/lectures, in formation dissemination using print and broadcast media and statistical contests. A much-awaited event among fourth year high school students is the Oratorical Contest which is held annually as part of the NSM celebration of the Bangko Sentral ng Pilipinas and Department of Education.It has gained popularity because the oratorical contest has served as a venue for promoting awareness in statistics, for instilling pride in the Philippine culture and for hearing the voice of the young. During NSM celebration, other contests held catering to students and the youth include statistical quizzes, poster-making and slogan writing contests. 3. 3. 2. Statistical Conferences The National Convention on Statistics (NCS) is held every three years to provide a forum for exchanging ideas and experiences in the field of statistics, in both theoretical and practical applications, and for discussing recent statistical developments and prevailing issues and problems of the PSS.It further aims to elicit the cooperation and support of statisticians and professionals in related fields from the government, academe and private sector towards a more responsive statistical system. The 10th NCS will be held in October 2007. Statistical congress is conducted annually in Western Visayas which started in 2001 and in Mindanao which was first held in 2004. The statistical congress aims to gather producers and users of statistics as well those from the academe in order to share a common knowledge and understanding of recent developments in the statistical system and address prevailing and emerging statistical concerns in their respective regions.The Philippine Statistical Association (PSA), the professional statistical organization in the country with chapters in selected regions, conducts quarterly/annual conferences to serve as venue for discussing current statistical issues. There are also inter/intra university conferences, such as the Student-Faculty Conferences. 3. 3. 3. Philippine Stati stics Quiz (PSQ) The PSQ is an annual contest that aims to test the knowledge of statistics of first-year college students and is held nationwide. It further aims to contribute to the building of scientific and technological manpower by helping identify and nurture talents in the field of statistics. It is organized jointly by the National Statistics Office and the Philippine Statistical Association. 3. . 4. Press conferences, producers’ and users’ fora Press conferences are held by the major statistical agencies to present latest available data for critical indicators, such as the national accounts, inflation rate and core inflation. Producers’ and users’ fora are also conducted to enhance awareness and appreciation of available statistics and to gather feedback towards the improvement of PSS products and services, and to communicate ongoing developments and plans. 3. 3. 5. Feedback/evaluation mechanisms 20 Feedback/evaluation mechanisms are necessary to solicit comments and suggestions from the data suppliers and providers and data users.Their comments and suggestions would serve as useful inputs towards the improvement of the statistical system. 3. 4 STATISTICAL MANPOWER One of the essential conditions for the PSS to achieve its goals and objectives is the formation of a core of qualified personnel to undertake statistical work and to contribute to the progressive development of its statistical activities. Although there are other factors that play important roles in the ability of an agency to manage its statistical operations, it is the capability of the statistical manpower in the organization that eventually determines the performance of the agency. Statistical manpower includes personnel involved in the collection, processing, compilation, dissemination and publication of data.It includes statisticians, mathematicians, economists, accountants, engineers, information technology specialists, and subject matter specialists in v arious fields who possess the statistical knowledge needed to plan and carry out statistical programs, projects or researches and who use the science of statistics in analyzing data. 3. 4. 1. Manpower Resource As shown in Table 1, the number of personnel engaged in statistical work of the government as of 2003 based on figures from six (6) statistical agencies and 11 selected other data producers totals 5,725 with 2,290 (40 percent) personnel employed in the central offices and 3,435 (60 percent) in the regional/field offices.It is important to note that of the 3,435 personnel in the regional/field offices, those from the NSO and BAS which take charge of conducting regular censuses and surveys account for almost 79. 0 percent of them. 10 Table 1. Statistical Manpower in Statistical Agencies and Selected Other Data Producers, Philippines, as of 2003 Agency Statistical agencies (6) Selected other data producers (11) Total Total 4,535 1,190 Central 1,784 506 Regional 2,751 684 5,725 2, 290 3,435 There are a few professional statisticians in the PSS as majority of those holding statistical positions acquired their skills through training and experience. As of 2003, those with degrees in statistics, whether undergraduate or graduate, account for only 4. percent of the total number of statistical personnel. Hiring professional statisticians and keeping them is a continuing challenge for the PSS. An inevitable problem encountered is the succession and turnover in statistical posts typically due to resignations or retirement. Such turnovers may lead to difficulties especially if there are skill shortages. 10 Results of the 2003 Performance Measurement Scheme for Statistical Agencies and Other Data Producers. 21 In many ways, motivation is the key to the success of statistical human resource management and development. In addition, most government workers perceive that they are not properly financially compensated for the work they perform.The low salaries of statistici ans in the government have actually contributed to the exodus of trained official statisticians to the private sector, the international organizations and even to statistical agencies of foreign countries. Thus, it is important to maintain high morale among statistical personnel, and enhance their loyalty and esprit de corps. 3. 4. 2. Management and Development The PSS recognizes the importance of statistical capacity building such that there is a need to continually build the human capacity of the agencies in order to be more effective and efficient in responding to the ever-increasing demand for statistical data by planners and decision makers from all sectors. With qualified and competent statistical personnel, the capability of an agency to undertake statistical work is strengthened.There should be more concerted efforts and innovative approaches in building the capacities of the agencies to effectively manage the statistical activities and to respond to the demands of the stake holders. Aside from training, other factors in the area of personnel management include good compensation, pleasant working conditions, proper motivation and a dynamic profession. Meanwhile, an inevitable problem encountered with respect to newly-trained staff is the increase in employee turnover. With the new skills acquired by the staff, their marketability increases and if the organization cannot match the attractive offers received by the trained staff, which is often the case, the staff is lost. Capacity building is mostly done through non-degree training which aims to develop statistical expertise at various levels of competencies.Participation in training programs/courses is funded from own agency budget or by availing of training grants/programs sponsored/conducted by local or international institutions. Furthermore, most locally-funded and foreign-assisted projects undertaken by the statistical agencies normally include a training component for the project staff. The SRTC, as the training arm of the system, contributes heavily to developing/strengthening the knowledge and skills of statistical workers on the various aspects of statistical work, such as survey design, data collection and processing, database management, and data analysis, presentation and dissemination.These regular programs are meant to enable civil servants at the central and regional/field offices to acquire the knowledge and skills necessary to enable them to improve their performance in producing, analyzing, and disseminating statistical information for public consumption. Aside from SRTC, other statistical agencies such as the NSO, NSCB, BAS and BLES also conduct in-house statistical training and special-purpose statistical seminars/training for advocacy and/or technical assistance purposes. Opportunities are also available for the statistical personnel to pursue advanced degrees in statistics, such as master’s and doctorate degrees, both in local and foreign universities through scholarship grants/fellowships.Also through the Philippine Statistical Association (PSA), the professional organization of statisticians in the country, short training courses are offered to the members as well as the private sector. 22 Despite the conduct of these training activities, there continues to be a number of challenges in building human