Argumentative Essay: A Change in Education System Essay

The Philippines educational system is undergoing a big change which follows the international educational system. The K-12 system is the system used by the United States and other countries. The K-12 system is started by the Aquino Administration. The government will add two year plus Kindergarten. Many people think that implementing the program in the Philippines will be insignificant and unnecessary but others think that it would improve the country’s educational system and the country as a whole. I agree with the K-12 system that will help students embrace a better quality education and will give them more job opportunities, especially abroad. There are many arguments regarding the K-12 implementation. I have chosen 3 arguments to talk about. First, parents are not financially stabled. Money would hinder the implementation of the system. The parents would pay two more years for the education of their children. Their children would learn more and gain more knowledge for those additional two year of education. The  money that the parents pay will be put into good use for their children’s future. But the parents would be spending a lot more than they expected for good quality education. The parents are not prepared to pay for two more years of education. The plan of the administration was earlier than expected. And some parents are not happy with this plan because of financial problems. Second, improve the quality education we have in our country. The Philippines need good quality education because we have a poor education system. The K-12 system will help the country to have a higher standard of education the government can add more to the curriculum. The advancement of having an improved quality education would lead to an earlier success in a student’s life. It may take him/ her long to finish high school but he/ she gained more knowledge than the student’s who prepared in 10 years. The student would take longer to finish his/ her basic education but will be more prepared. It is enough that the student is prepared when reaching the age of 18 after finishing the K-12. Their minds will be mature enough to think better than what is expected of them if graduated at the age of 16. Lastly, prepare the student for work after graduating. Not all students who graduated will automatically be sent to a university for college. Some students prepare themselves to look for a job for the sake of having money to study in college while some are forced to work for the sake of helping the family. The students who have accomplished the 12 year system will automatically be recognized professionals because we are following the international education standard. This will be good for our country. But, the student has not accomplished his/ her schooling. He/ she needs to be sent off to college because completing all levels of education would mean a better job in or out of the country. A student can earn more if he/ she finishes college and finds a good job. Based on the arguments stated, either good or bad, the K-12 system has a good point. I agree that the parents will spend more money for good education but their money won’t be put into waste. Their children will experience good quality education that will good for their future. Of course  parents want what’s best for their children in the quality of education because one day, their children will be the ones assisting them when they grow old. The old education system is done for 10 years and it can stress a student’s life if the system should have been 12 years. We all know that some people have financial problems that they go to work after high school. 12 years is longer than the 10 year system but the graduate students of the K-12 will automatically be recognized professionals because we are following the international education standard. The K-12 system will help students get a better job abroad because of the quality education that follows the international education standard.

A Sustainable Development Strategy for the Maltese Islands

A SUSTAINABLE DEVELOPMENT STRATEGY FOR THE MALTESE ISLANDS 2007-2016 Proposed by the National Commission for Sustainable Development 2 A SUSTAINABLE DEVELOPMENT STRATEGY FOR THE MALTESE ISLANDS 2007-2016 National Commission for Sustainable Development 20th December 2006 This proposed Sustainable Development Strategy for the Maltese Islands was adopted by the National Commission for Sustainable Development on 13 November 2006, in terms of Article 8 (7f) of the Environment Protection Act (Chapter 435 of the Laws of Malta).It is being submitted by the Commission to the Cabinet of Ministers for possible endorsement by the Government of Malta. This document does not necessarily reflect the views of the Government of Malta. 2 TABLE OF CONTENTS EXECUTIVE SUMMARY Objective and Mandate Sustainability is a Two-way Street Implementing the Strategy Layout Priority Areas 1. INTRODUCTION 1. 1 The Process of Drafting the Strategy 1. 2 The Mandate 1. 3 The Main Benefits of a Sustainable Development Strategy 1. 4 The Criteria Underpinning the Strategy 1. Layout of the Document 2. UNDERLYING PRINCIPLES 2. 1 The Overarching Vision and Goal 2. 2 Sustainability is Multifaceted 2. 3 The Democratic Dimension: Participation is Necessary 2. 4 Social Responsibility and the Ethical Dimension 2. 5 The Political Dimension: Integrative Legislation and Policy 2. 6 The International and Regional Dimensions 3. THE PROPOSED STRATEGY FOR MALTA 3. 1 Managing the Environment and Resources 3. 2 Promoting Sustainable Economic Development 3. 3 Fostering Sustainable Communities 3. 4 Cross-cutting Strategic Issues 3. Cross-cutting Strategic Issues 5 5 6 6 7 7 9 9 9 11 11 11 12 12 12 12 13 13 14 15 15 35 47 57 58 4. IMPLEMENTING THE STRATEGY 4. 1 Institutionalising the Development of the Strategy 4. 2 Identifying Responsibilities and Structures 4. 3 Setting Targets, Monitoring and Evaluation 4. 4 Devising Participatory Schemes 4. 5 Collaboration between the Public and Private Sectors 4. 6 Coordinating a nd Funding the Strategy 5. THE WAY AHEAD 5. 1 Revising the Strategy 5. 2 Ongoing Consultation 6. THE PRIORITIES APPENDIX 1: PRIORITY STRATEGIC DIRECTIONS 63 63 63 65 65 67 68 69 69 69 71 73 3 EXECUTIVE SUMMARY The process of drafting the National Strategy for Sustainable Development was initiated during the 5th meeting of Malta’s National Commission for Sustainable Development (NCSD), held on 9 December 2002, when the Commission appointed a Task Force to oversee the preparation of a National Strategy for Sustainable Development, consisting of an overarching vision and principles, listing the aspirations of Government, civil society and the private sector in this regard, and outlining methods of implementation, taking into account Malta’s capacities and constraints.This decision was taken in line with the functions of the Commission, as listed in Article 8(7) of the Environmental Protection Act (Act XX 2001). The Task Force met soon after it was appointed and set in mot ion a consultative process to prepare the National Strategy for Sustainable Development. In March 2006, the National Commission for Sustainable Development appointed a second Task Force, in order to update the original draft of the National Strategy for Sustainable Development, published in July 2004, by incorporating suggestions put forward by various organisations and individuals that were consulted during 2004 and 2005 and by government ministries, departments and public sector agencies that were onsulted in March 2006. That version was published in April 2006,2 and presented for discussion at a National Conference on Sustainable Development, held on 22 April 2006 at the Mediterranean Conference Centre. A third draft of the Sustainable Development Strategy for the Maltese Islands was drawn up to incorporate suggestions put forward during the April 2006 Conference.Following a second round of consultation with government departments and other public sector agencies, a fourth draft (the current document) was prepared by a third Task Force appointed by the Commission for Sustainable Development and presented to the Commission on 13 November 2006. The Commission adopted this document and decided to submit it to the Cabinet of Ministers for possible endorsement by the Government of Malta This proposed Strategy represents the views of the NCSD and does not necessarily reflect the views of the Government of Malta. Objective and MandateThe objective of drawing up a National Strategy for Sustainable Development was first established in the aftermath of the United Nations Conference on Environment and Development (UNCED), when the Maltese Government, together with the governments of other nations, committed itself to adopt such a Strategy so as to â€Å"build upon and harmonise the various sectoral, economic, social and environmental policies and plans that are operating in the country† and to â€Å"ensure socially responsible economic development while protec ting the resource base and the environment for the benefit of future generations. Governments also agreed that the Strategy should â€Å"be developed through the widest possible participation† and that it should be â€Å"based on a thorough assessment of the current situation and initiatives† (Agenda 21, Chapter 8, paragraph 8. 7). In September 2000, some 150 Heads of State, including Malta, signed the Millennium Declaration and reaffirmed their support for the principles of sustainable development and Agenda 21. They also agreed on the Millennium Development Goals, including the need to â€Å"integrate the principles of sustainable development into country policies and programmes and reverse the loss of environmental resources. (Millennium Development Goal 7). 1 2 See http://home. um. edu. mt/islands/ncsd/analysis_public_consultation. pdf http://home. um. edu. mt/islands/ncsd/draftstrategydocument_2006. pdf 5 This activity at UN level prompted the European Union to p repare its own Strategy for Sustainable Development3 in 2001, which was renewed in June 2006. The EU Strategy contains targets and actions on seven key priority challenges, and outlines guiding principles for sustainable development.The Malta Strategy builds upon and is informed by the Sustainable Development Strategy of the EU. In addition, as a result of its accession to the EU, Malta has embarked on wide-ranging reforms in various sectors, produced national strategic documents in key areas, transposed EU directives in line with the acquis communautaire, upgraded its environmental legislation, and bound itself to adopt measures which are strategically aimed at achieving sustainable development goals.Malta’s Strategy is also in line with the Mediterranean Strategy for Sustainable Development. 4 These commitments, among others, have imposed an obligation and a mandate for Malta to adopt a sustainable development strategy. Malta has, following UNCED, undertaken various actions which can be considered conducive to sustainable development. These were however not couched within an overarching sustainable development strategy. This Strategy is intended to satisfy this need.It is the result of the dedicated work of members of the National Commission for Sustainable Development, particularly those forming part of the task forces appointed by the Commission, and also draws on extensive public consultation. It contains an overarching vision and related principles, reflecting the aspirations of the people as expressed in the consultation process. It sets targets and related performance indicators in line with such aspirations and with national commitments, and outlines methods of implementation taking into account Malta’s capacities and constraints.This proposed Strategy for Sustainable Development reinforces the strategic vision identified in key Malta Government policy documents, including the National Reform Programme and the Draft National Strategic Re ference Framework. Sustainability is a Two-way Street In various parts of this document, civil society participation is encouraged. Such participation should not be taken to imply armchair criticism, but involvement in the pursuit of sustainable development goals.While it is the Government’s responsibility to officially formulate, fund and implement the national sustainable development strategy, there is an equal responsibility placed on individuals, constituted bodies and civil society in general to play their part in supporting initiatives that foster sustainable development, as a way of achieving a better quality of life for current and future generations. This may involve changes in the way individuals conduct their life, but social responsibility is central to the concept of sustainable development. Implementing the StrategyThe success of this Strategy will lie in its implementation. A prerequisite for successful implementation is an Action Plan relating to the strategic directions, particularly the priority ones. The Action Plan needs to include specific indicators, budget allocations and time frames, thus rendering it amenable to regular monitoring. This Strategy should be undertaken once the priority strategic directions are approved by the Government. 3 â€Å"A sustainable Europe for a Better World: A European Union Strategy for Sustainable Development† COM (2001) 264 final. See http://www. planbleu. org/actualite/uk/MediterraneanStrategySustainableDevelopment. html 6 Layout This report is organised in six chapters. Chapter 1 describes how the Strategy was drawn up and the criteria underpinning it. Chapter 2 explains the overarching vision underpinning the Strategy, referring to the various dimensions of sustainable development. Chapter 3, which presents the Strategy, is structured in four sections, covering the environmental, economic and social pillars of sustainable development, as well as cross-cutting issues.Chapter 4 deals with the implementation of the Strategy. Chapter 5 presents suggestions for the way forward, with a reminder that the Strategy is an ongoing process requiring periodic revisions. The final chapter lists the priority areas, accompanied by indicators and targets. The focal point of this document is Chapter 3, which, as stated, contains the proposed Strategy, under the following four main headings: (1) managing the environment and resources; (2) promoting sustainable economic development; (3) fostering sustainable communities; and (4) cross-cutting strategic issues.A number of strategic directions are proposed with regard to each heading. These strategic directions are only accompanied by indicators or targets in cases where priority areas are identified, and are intended to serve as guideposts for the attainment of sustainable development goals in the long term. The priority areas, on the other hand, are to be interpreted as an undertaking by Government to attain the targets indicated within the time frames indicated. Priority AreasThe document identifies 20 priority areas, which were given major importance during the consultation process and which the NCSD considered as warranting foremost attention for the attainment of sustainable development goals in Malta. These priority areas are accompanied by indicators and targets. They are considered to have a direct positive effect on society as a whole, in that they improve the quality of life of the population, are in line with sustainable development goals and could be used to gauge whether Malta is moving towards or away from sustainability.The priority strategic directions so identified are the following: 1. The Environment Climate Change. Take steps to reduce greenhouse gas emissions through transport policy and an energy policy that seeks to promote environmental protection, competitiveness and security of supplies and, as a result, decouple the rate of growth of GHG emissions from economic growth. Air Quality. Take re medial action to control emissions of air pollutants (ambient levels of particulate matter, sulphur dioxide, carbon monoxide, benzene, lead, ozone, heavy metals and nitrogen oxides), and achieve compliance with European standards.Nature and Biodiversity. Halt loss of biodiversity by 2010, and achieve management of protected areas by 2008. Freshwater. Adopt a policy with the aim of ensuring the utilisation of water resources in a manner that is environmentally and economically sustainable, while safeguarding the water needs of the population, and of the agricultural, commercial and industrial sectors, and achieve good quantitative status by 2015. Seawater. Sustain compliance with the Bathing Water Directive and achieve compliance with Barcelona Convention standards. Wastes.Prevent and minimise waste by achieving EU waste-related objectives and targets, reviewing Malta’s Waste Management Strategy by 2007. 2. 3. 4. 5. 6. 7 7. Land use. Protect, maintain and improve the urban and rural environment and, through the planning system, protect the open countryside from uses, particularly residences, which can be more appropriately located in urban areas. Transport. Reduce car ownership rates to the EU average by 2014. Attain 1995 bus patronage levels by 2014 (40 million passengers). 8. 9. The Economy Economic Growth.Adopt policy measures so that the growth of GDP per capita in real terms occurs at a rate which will enable the Maltese economy to converge towards the EU average. 10. Employment. Create employment opportunities to generate income and improve the quality of life of the population, taking into consideration environmental and social impacts and adopt policy measures so that the ratio of total employment to the working-age population in Malta converges with the EU average and reaches at least 57 per cent by 2010. 11. Labour productivity.Adopt policy measures to increase average labour productivity at a rate of 1 per cent per annum over the EU average by 2010, while attempting to balance wages, taxation and productivity, in collaboration with the social partners. Society 12. Poverty reduction. Reduce or, at least contain, the current level of 15 per cent of the population at risk of poverty and decrease the ratio of population aged over 65 at risk of poverty from 20 per cent to 15 per cent, by 2010. 13. Labour force participation of women. Adopt policy measures so that the labour force participation rate of women increases to 40. per cent by 2010. 14. Health. Decrease the ratio of overweight/obese population in line with the EU average by 2010 by, amongst other things, enhancing the focus on healthy living and prevention, in order to reduce the need for curative care. 15. Education. Continue to adopt measures to decrease the early school leavers rate to 35 per cent by 2010 Cross Cutting Issues 16. Spatial development plan. By 2010, draw up an integrated spatial development plan to take forward the National Strategy for Sustainable Development, with the participation of major stakeholders. 7. Economic Instruments. By 2008, draw up a strategy to enhance the use of economic instruments, such as charges, taxes, subsidies, deposit refund schemes, and trading schemes to apply the polluter pays principle and to promote sustainable development in Malta. 18. Enforcement. By 2008, put in place an audit of enforcement arrangements to assess the adequacy of the current mechanisms and to promote integration of responsibilities and reduction of overlaps. Implementation 19. Institutional setup.By 2008, put in place a permanent structure, appropriately staffed and funded, to monitor and review the National Strategy for Sustainable Development on an ongoing basis, under the auspices of the National Commission for Sustainable Development, and hold an annual Conference with the participation of major stakeholders to critically evaluate progress relating to the Strategy. 20. Sustainability indicators. By 2008, establish and fund an entity responsible for compiling and evaluating sustainability indicators. This entity should work closely with the National Commission for Sustainable Development and the National Statistics Office. 1. INTRODUCTION 1. 1 The Process of Drafting the Strategy The process of drafting the National Strategy for Sustainable Development was initiated during the 5th meeting of Malta’s National Commission for Sustainable Development (NCSD), held on 9 December 2002, when the Commission appointed a Task Force5 to oversee the preparation of a National Strategy for Sustainable Development, consisting of an overarching vision and principles, listing the aspirations of government, civil society and the private sector in this regard, and outlining methods of implementation, taking into account Malta’s capacities and constraints.This decision was taken in line with the functions of the Commission, as listed in Article 8(7) of the Environmental Protection Act (Act XX 2001). The Task Force met soon after it was appointed and set in motion a consultative process to prepare the National Strategy for Sustainable Development. In March 2006 the National Commission for Sustainable Development appointed a second Task Force7, to update the original draft of the National Strategy for Sustainable Development, published in July 20048 by incorporating suggestions put forward by various organisations and individuals that were consulted during 2004 and 2005 and by government ministries, departments and public sector agencies that were consulted in March 2006. That version was published in April 20069 and was presented for discussion at a National Conference on Sustainable Development, held on 22 April 2006 at the Mediterranean Conference Centre. 0 A third draft of a Sustainable Development Strategy for the Maltese Islands was drawn up to incorporate suggestions put forward during the April 2006 Conference. Following a second round of consultation with government departments and other public sector agencies, a fourth draft (the current document) was prepared by a third Task Force11 appointed by the Commission for Sustainable Development and was presented to the Commission on 13 November 2006.The Commission adopted this document in terms of Article 8 (7f) of the Environment Protection Act (Chapter 435 of the Laws of Malta) and decided to submit it to the Cabinet of Ministers for possible endorsement by the Government of Malta. 1. 2 The Mandate With the setting up of the National Commission for Sustainable Development in 2002, in terms of the Environment Protection Act (2001), Malta took the first steps to develop a National Strategy for Sustainable Development.The NCSD’s main remit is to advocate national sustainable development across all sectors, to review progress in the achievement of such sustainable development and to build consensus on action needed to achieve further progress. The NCSD is also charged with identifying relevant processes or policies which may undermine sustainable development, and with proposing alternative processes or policies for adoption by the Government.One of the specific The Task Force was composed of Lino Briguglio, as coordinator, Godwin Cassar, Marguerite Camilleri, Victor Axiak and Ray Cachia Zammit 6 See http://home. um. edu. mt/islands/ncsd/analysis_public_consultation. pdf. 7 The second task force was composed of Lino Briguglio, as coordinator, Godwin Cassar, Marguerite Camilleri, Paul Pace, Martin Spiteri and Marisa Scerri. 8 See http://home. um. edu. t/islands/ncsd/draftstrategydocument. pdf 9 http://home. um. edu. mt/islands/ncsd/draftstrategydocument_2006. pdf 10 See http://home. um. edu. mt/islands/ncsd/conference_report_22-04-06. pdf 11 The third task force was composed of Lino Briguglio as coordinator, Godwin Cassar and Marguerite Camilleri. 5 9 tasks of the Commission is â€Å"to prepare a National Strategy for Sustainable Development† (Chapter 435 of the Laws of Malta, A rticle 8).The objective of drawing up a National Strategy for Sustainable Development was first established in the aftermath of the United Nations Conference on Environment and Development (UNCED), when the Maltese Government, together with the governments of other nations, committed itself to adopt such a strategy so as to â€Å"build upon and harmonise the various sectoral, economic, social and environmental policies and plans that are operating in the country† and to â€Å"ensure socially responsible economic development while protecting the resource base and the environment for the benefit of future generations. Governments agreed also that the strategy should â€Å"be developed through the widest possible participation† and that it should be â€Å"based on a thorough assessment of the current situation and initiatives† (Agenda 21, Chapter 8, paragraph 8. 7). In September 2000, some 150 Heads of State, including Malta, signed the Millennium Declaration and reaffirmed their support for the principles of sustainable development and Agenda 21.They also agreed on the Millennium Development Goals, including the need to â€Å"integrate the principles of sustainable development into country policies and programmes and reverse the loss of environmental resources† (Millennium Development Goal 7). 12 This activity at UN level prompted the European Union to prepare its own Strategy for Sustainable Development13 in 2001, which was renewed in June 2006. The EU Strategy contains targets and actions on seven key priority challenges and outlines guiding principles for sustainable development. 4 The Malta Strategy builds upon and is informed by the EU Sustainable Development Strategy. In addition, as a result of its accession to the EU, Malta has embarked on wide-ranging reforms in various sectors, produced national strategic documents in key areas, transposed EU directives in line with the acquis communautaire, upgraded its environmental legis lation, and bound itself to adopt measures which are strategically aimed at achieving sustainable development goals.These commitments, among others, have imposed an obligation on and a mandate for Malta to adopt a National Strategy for Sustainable Development. Malta has, following UNCED, undertaken various actions which can be considered conducive to sustainable development15 but these were not couched within an overarching sustainable development strategy. The Strategy contained in this document is intended to satisfy this need. See http://www. un. rg/millenniumgoals/ â€Å"A sustainable Europe for a Better World: A European Union Strategy for Sustainable Development† COM (2001) 264 final. 14 The seven priorities emerging out of the renewed EU Strategy are: †¢ Climate change and clean energy †¢ Sustainable transport †¢ Public health †¢ Sustainable production and consumption †¢ Conservation and Management of natural resources †¢ Social inclusion, demography and migration †¢ Global poverty and sustainable development challenges. 5 See Report submitted by the Government of Malta to the World Summit on Sustainable Development (2002). http://home. um. edu. mt/islands/Malta_WSSD. pdf 13 12 10 1. 3 The Main Benefits of a Sustainable Development Strategy The main advantage of drawing up a National Strategy for Sustainable Development is that such a strategy informs policy-making agents across different sectors. It also provides a framework for a systematic approach within an institutionalised process of consultation and consensus building.The National Strategy for Sustainable Development should serve as a guide in prioritising actions that are undertaken by all members of society to ensure the prudent use and management of resources in a way that meets the needs of the present without compromising the needs of future generations, thus contributing to a better life for everyone. The Strategy addresses social, economic and envi ronmental concerns in a coherent manner and permits policy makers to assign relative priorities to these three pillars of sustainable development.It affords an opportunity for identifying specific initiatives and for committing authorities towards their implementation within defined time frames. The extensive public consultation exercise that was carried out enriched the process by encouraging participatory schemes, and the exercise was an educational experience in itself for the participants and facilitators. 1. 4 The Criteria Underpinning the StrategyThe criteria on which the Strategy was based are similar to those set out by the United Nations Department for Economic and Social Affairs16 namely that the Strategy should: †¢ seek to integrate economic, social and environmental considerations; †¢ be inter-sectoral and multilayered; †¢ have a long-run perspective and an ethical dimension with regard to future generations; †¢ be developed on the basis of broad part icipation and generate a feeling of ownership by stakeholders; †¢ be backed by strong political commitment; †¢ serve to develop capacity and itself generate an enabling environment; †¢ promote the development of monitoring and assessment procedures; †¢ foster an educative process and a sustainable development culture; †¢ be coherent, in that there should be a balance between the funding potential and strategy priorities; and †¢ be anchored in sound technical and economic analysis. 1. 5 Layout of the Document This report is organised in six chapters. Chapter 2, which follows this introduction, explains the overarching vision underpinning the Strategy, referring to the various dimensions of sustainable development. Chapter 3, which presents the Strategy, is structured in four sections, covering the environmental, economic and social pillars of sustainable development, as well as cross-cutting issues. Chapter 4 deals with the implementation of the Strategy .Chapter 5 proposes a way forward, with a reminder that the Strategy is an ongoing process requiring periodic revisions. The final chapter lists the priority areas, accompanied by performance indicators and targets. 16 UN DESA (2002). â€Å"Guidance in Preparing National Sustainable Development Strategies,† available at http://www. un. org/esa/sustdev/publications/nsds_guidance. pdf 11 2. UNDERLYING PRINCIPLES 2. 1 The Overarching Vision and Goal The National Strategy for Sustainable Development is primarily aimed at improving the quality of life of all members of society, promoting convergence between the interests of different sectors and layers of society and between the interests of current and future generations. 2. 2 Sustainability is MultifacetedSustainable development must be based on a multifaceted approach, covering environmental, economic and social concerns, since the quality of life is dependent on these factors considered together and not in isolation from one a nother. This holistic approach requires a long-term view of development, rather than one based on short term economic gains. It assigns major importance to the integrity of nature and biodiversity, as well as to the eradication of poverty, the removal of social injustice and other factors that work against human welfare of current and future generations. For this reason, economic development must be planned and executed within a framework that respects environmental capacity constraints and conservation priorities.It should be emphasised that sustainable development cannot be compatible with economic stagnation and retardation – the word â€Å"development† itself suggests improvements, including material ones. It is for this reason that, in this document, the need for economic development is given due importance, emphasising the point that sustainable development is not just an environmental issue, but a multidimensional and multifaceted one. However, while it is recog nised that sustainable development objectives need to take into account economic realities, it is likewise recognised that to date, in spite of remarkable efforts towards environmental protection, such constraints have often excessively shifted the national priority towards economic requirements. The Strategy drawn up in this document acknowledges this reality.Furthermore it sets as a top national priority the need to improve our quality of life and of the environment, in an effort to safeguard the long-term prospects of economic growth and social wellbeing. 2. 3 The Democratic Dimension: Participation is Necessary Directly or indirectly, all members of society are potentially affected by decisions related to sustainable development. Public participation in decision-making is therefore an essential feature of sustainable development. Principle 10 of the Rio Declaration states that sustainable development issues are best handled with the participation of all citizens concerned, and t hat these should have the information and opportunity to be able to participate in decision-making processes, including judicial redress. Agenda 21 emphasises the need for enabling the participation of major groups.More recently, the World Summit on Sustainable Development (WSSD) Johannesburg Declaration recognised the importance of a broad-based commitment to public participation in policy-formulation, decisionmaking and implementation at all levels. In this regard, Malta has signed the UNECE Aarhus Convention on Access to Information, Public Participation in Decision-making and Access to Justice in Environmental Matters and, following accession to the EU, has adopted the EU directives relevant to this convention, namely Directive 2003/4/ and 2003/35. 12 Public participation is important for two principal reasons. First, public participation is a good in its own right, empowering people both individually and collectively and reducing social exclusion and alienation.Second, decision s taken through participatory processes are sounder because they are based on a broader spectrum of knowledge and are easier to implement because they are owned by a wider group of people. 2. 4 Social Responsibility and the Ethical Dimension While it is the Government’s responsibility to officially formulate, fund and implement a national Sustainable Development Strategy, there is an equal responsibility placed on individuals, constituted bodies and civil society in general to play their part in supporting initiatives that foster sustainable development, as a way of achieving a better quality of life for current and future generations. This may involve changes in the way ndividuals conduct their lives, but social responsibility is central to the concept of sustainable development. Sustainability has a strong ethical dimension and can be considered as a value to be upheld. In this regard, the issue of responsibility towards future generations takes centre stage – this a spect of sustainable development was an important component of the most widely used definition of sustainable development, as proposed by the Bruntland Commission in 1987, which states that sustainable development is the improvement in the quality of life of current generations without compromising that of future ones. There are also ethical considerations relating to science and technology, since these have major impacts on sustainability.It is important that scientific and technological developments have the improvement of quality of life as a central aim. Ethics also have an important role in the promotion and sharing of knowledge and in the participation of stakeholders in the process. The association between sustainable development and matters such as information, transparency and participation is also ethically based, as noted above. The keyword with regard to the ethical dimension of sustainable development is â€Å"responsibility† and this pertains to environmental qu ality, political matters, use of economic resources, education, culture, intergenerational concerns and international affairs. 2. The Political Dimension: Integrative Legislation and Policy The political dimension of sustainable development relates to the need for strong political commitment from all layers of authority, including Government and local authorities. It is therefore important that those in authority recognise the benefits of sustainable development and take steps to promote it. The multifaceted nature of sustainable development requires cooperation and effective linkages between the different government departments and parastatal organisations at national and local level. In this context, the National Commission for Sustainable Development is a useful and important vehicle for co-operation and effective interface, both at the national and local level, between the various Government entities.The political dimension is also relevant because the process of sustainable dev elopment requires consensus-building on the ways in which natural and economic resources are to be utilised. Sustainable development is primarily a political process since it is based on constant negotiation 13 between the various individuals and groups that have different interests with regard to the use of resources. The process also involves subsidiarity – a principle associated with the decentralisation of power and the provision of an enabling environment, including material assistance to the decentralised units, in order to achieve sustainable development objectives.In general, sustainable development requires a good legal foundation to ensure protection of the environment, to promote macroeconomic stability, to safeguard the welfare of vulnerable groups and to cater for the interests of future generations. Moreover, achieving the desired results requires an integrated approach. 2. 6 The International and Regional Dimensions Agenda 21 created a new development model, en dorsed by the 2002 World Summit on Sustainable Development (WSSD), aimed at preparing the world for the challenges of the 21st century. It placed the primary, though not exclusive, responsibility on national governments, which were expected to adopt national strategies, plans, policies and processes conducive to sustainable development, in order to secure the well-being of current and future generations.The international commitments of states to promote sustainable development at the regional and international levels emanate from ethical and mutual interest considerations. The ethical obligations stem from the concept of human solidarity. Actions by one state that place a burden on other states or that disregard the plights of other states work against such solidarity. This is one important reason why collaboration is necessary, and should also be an underlying reason for countries, Malta included, which form part of the donor country group within the United Nations to accept intern ational commitments, including those proposed at UNCED and the WSSD, even when such commitments do not produce material gains to the donor countries.Another ethical consideration is that Planet Earth has a limited capacity to deal with negative environmental, economic and social impacts, and collective responsibility in therefore called for. The ‘mutual interest’ consideration is associated with the fact that many sustainable development problems are not confined within the borders of nation-states. Obvious examples are climate change, which has an international dimension, and air and sea pollution, which generally have regional impacts. There are also economic aspects of sustainable development connected with trade and aid, which have clear regional and international mutual interest dimensions.There are many international and regional arrangements for coordination and co-operation including the United Nations, the European Union and the Mediterranean Commission for Sus tainable Development, within which Malta operates at the international and regional level. These have developed and promulgated their own sustainable development strategies and plans, and member countries have an obligation to abide by the commitments which they undertake within such organisations. 14 3. THE PROPOSED STRATEGY FOR MALTA This chapter presents the National Strategy for Sustainable Development adopted by Malta, with reference to the environmental, economic and social dimensions.These three pillars of sustainable development are interrelated and action in this regard should be integrated. In this Chapter, the three dimensions are treated separately, in different sections, for the purpose of exposition only. There are a number of cross-cutting issues which cannot easily be categorised under any one dimension, and these are considered separately in the last section of the chapter. A number of strategic directions are proposed with regard to each heading. These strategic di rections are intended to serve as guideposts for the attainment of sustainable development goals in the longer term, are only accompanied by indicators or targets in cases where priority areas are identified.The priority areas, on the other hand, are to be interpreted as an undertaking by Government to attain the targets within the time frames indicated. This proposed Strategy for Sustainable Development reinforces the strategic vision identified in key Malta Government policy documents, including the National Reform Programme and the Draft National Strategic Reference Framework. 3. 1 Managing the Environment and Resources 3. 1. 1 The Main Environmental Challenges Malta's environmental challenges have been systematically assessed in a number of official reports including the State of the Environment Report (1998, 2002 and 2005) and Malta's National Report to the World Summit on Sustainable Development (2002).On the basis of these reports and following an extensive consultation proce ss in connection with the drawing up of this Strategy, the following environmental challenges facing Malta were identified: †¢ Air quality and climate change †¢ Energy-efficiency and renewable energy resources †¢ Biodiversity †¢ Freshwater †¢ Wastes †¢ Marine and coastal environment †¢ Land use †¢ Transport †¢ Natural and technological risks †¢ Leisure and the environment 3. 1. 2 Air Quality and Climate Change The quality of Malta’s air should be completely safe for human health and able to support biodiversity. In addition, human activities should have the smallest possible impact on climate and on global life-supporting systems (including the ozone layer). The significant improvement in data availability since 1998 has allowed a thorough quantitative assessment of air quality over the Maltese Islands.Parallel work on determining emissions, the drawing up of a greenhouse gas inventory, as well as observation of transboundary pollution, have provided a detailed identification of sources and their relative importance, providing a sound information base for policy. 15 Electricity generation and transport are the major contributors to air pollution in Malta. In recent years, greenhouse gas emissions have increased due to the increased demand for electrical energy and the growth in private car ownership. This has resulted in atmospheric pollution by particulates, ozone, sulphur oxides, nitrogen oxides, and volatile organic compounds including benzene and lead.A shift to better-quality and lower-sulphur fuels was made in 2004 and leaded petrol was phased out in January 2003. Results from the national air monitoring programme indicate that the two main air pollutants of concern are particulate matter and ozone, while nitrogen oxides and sulphur dioxide also pose challenges. The main anthropogenic sources of particulate matter are transport and electricity generation, as well as quarrying and construction activ ities. As a user of ozonedepleting substances (ODSs), Malta also contributes to dispersion in the environment of these substances. The challenge in this area is to attain EU air quality standards while ensuring efficient production and use of energy, as well as a cost effective transport system.Measures designed to encourage energy end-use efficiency, to use renewable sources of energy and to restrict overall vehicle use, including the provision of a high-quality public transport as well as traffic management measures, will be conducive towards this end. Furthermore, support for the use of alternative fuels such as biodiesel should be continued. Government has already introduced financial incentives to promote biofuels, through the exemption from excise duty of the biomass content in biodiesel.. The biodiesel produced in Malta originates from waste cooking oil, and waste collection programmes have been established. Targets for the use of biofuels in road transport have also been set . A balance needs to be found between the costs of introducing alternative fuels and the benefits of reduction in use of conventional fuels. Landfills have been a source of air pollution for many years.The rehabilitation of old landfills and the proper engineering of new ones are expected to resolve the negative impacts associated with past operating practices of Malta’s landfills. Mitigation and adaptation issues and the political and economic aspects of climate change need to be properly addressed as these involve significant economic costs and may impact heavily on Malta’s development. Adaptation to rising global surface temperatures and the anticipated consequential rise in sea level need to feature in future development strategies. In particular, future development strategies should consider the impacts of climate change on coastal areas in terms of risks to settlements and human safety, commercial activities and habitats. 16 Promote the adoption of new technologi es, including mandating use of catalytic converters, to affect †¢ Take steps to reduce greenhouse gas emissions through an energy policy which seeks to promote †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ environmental protection, competitiveness and security of supplies, and as a result decouple the rate of growth of energy demand from economic growth. Take remedial action to control emissions of air pollutants (ambient levels of particulate matter, sulphur dioxide, carbon monoxide, benzene, lead, ozone, heavy metals and nitrogen oxides) and achieve compliance with European standards. Encourage people to make use of public transport or to adopt car-pooling practices in order to reduce vehicle emissions. Introduce smaller buses on certain public transport routes.Require the construction industry to reduce generation of fine dust particles. Continue to monitor landfills for air pollution and take remedial action as required. Continue to monitor transboundary p ollution and take remedial action as required. Develop a hazard map for coastal areas prone to erosion and flooding. Take action to reduce Malta's vulnerability to Climate Change. significant cut-backs in vehicle emissions. Main strategic directions with regard to air quality and climate change: 3. 1. 3 Energy-efficiency and Renewable Energy Resources. Energy efficiency and the use of renewable energy sources (RES) can be economically and environmentally advantageous.RES are not extensively used in Malta, although they may have immediate local application. Solar water heating could offset a substantial proportion of annual generation of electricity, avoiding emissions of CO2. Generation of electricity using photovoltaics (PV) is currently limited to a small number of specialised applications. The use of photovoltaics will, in practice, be determined by economic factors (the cost of panels and associated equipment), the extent to which these systems can be connected to the electricit y grid, and the associated feed-in tariff established, including any support measures for renewable electricity. Various incentives and support measures could speed up market penetration.Market forces on their own may not spur the use of RES, and government intervention in the form of subsidies or other incentives is required to encourage investors to develop these sources of energy and to encourage consumers to use them. It is important, however, to ensure that the use of RES does not pose unduly high fiscal burdens. In 2005, the Government of Malta introduced a series of measures to support electricity generation from RES. These include financial incentives in the form of grants on the capital costs of photovoltaic installations and micro-wind generation systems by domestic households. A net metering arrangement and purchase by Enemalta at established tariffs of excess electricity generated from small-scale PV systems have also been introduced.In addition, grants on the capital co st of solar thermal water heaters installed by domestic consumers and other financial incentives related to meter installation charges for new domestic consumers installing such systems have been established. The Government has also published a draft Renewable Energy Policy for Malta, with the three key objectives of promoting RES, improving the quality of life and providing support facilities and services in a holistic manner. Further reductions in CO2 emissions are likely to be attained through the construction of energyefficient buildings and the use of small combined heat and power plants by industry, the introduction of energy-efficient electric motors and drives, the proper dimensioning of airconditioning units and attendant ducting, and further use of energy-saving lamps.Emissions could also be reduced through improvements in electricity generation and use, as discussed in the previous section. Such reductions could also be attained through fuel pricing as part of an energy 1 7 policy, and through making available alternative sources such as Biodiesel, Liquid Petroleum Gas (LPG) and Compressed Natural Gas (CNG). The use of energy from animal waste and oil waste is also being studied and reviewed by Government. Efficiency in government electricity usage should be very visible so as to encourage private users to change their own behaviour with regard to electricity usage, as well as to curb light pollution. Such visibility includes more efficient street lighting and luminous devices used in road safety signs.Floodlighting of public buildings could also be reduced late at night. Government departments should adopt energy-efficient lighting and air-conditioning in order to lead by example. Energy-saving pilot projects by the Housing Authority should be encouraged. Main strategic directions with regard to energy-saving and renewable resources †¢ Adopt a national energy policy that seeks to improve efficiency in electricity generation and to promote a sec ure, competitively priced, and environmentally sound energy supply, †¢ Put in place an integrated approach, supported by a nationwide educational campaign, to promote energy efficiency and conservation by users. Carry out an energy audit of street lighting and propose measures to promote efficiency in lighting †¢ Step up funding for research to improve knowledge on local materials and conditions in building for energy efficiency and in the use of renewable energy sources †¢ Adopt building regulations that would include design requirements relating to thermal efficiency. †¢ Direct more development permit applicants to adopt energy efficiency measures. †¢ Promote the introduction and use of renewable energy sources through support mechanisms and other appropriate measures. †¢ Promote energy audits and energy-efficiency improvements in commercial and industrial establishments. Heighten water conservation methods to reduce dependency on reverse osmosis plan ts. 3. 1. 4 Freshwater Water in the Maltese Islands remains a scarce and basic resource and is under intense pressure from competing users. While traditional problems associated with the lack of availability of supply have been addressed mainly though significant investment in desalination plants, this has been achieved at a high cost. Furthermore, new challenges emerge as more information becomes available from studies carried out on environmental impacts. It is likely that modern technological progress will chart the way towards higher levels of efficiency in the use of water resources.The fair allocation of water resources is considered to be a major priority that needs to be addressed throughout the decision-making process. Water demand and supply need to be managed on a geographical basis, especially in areas where second class water requirements take precedence. The integrated management of water resources at water catchment district level is considered to be crucial. Availabl e water resources should be fairly allocated to the different stakeholders while taking into account sectoral requirements in terms of quality and quantity. Such an exercise would require a sound regulatory system and a clear policy, backed by legislation, that sets priorities for water use and lays the foundations for the sustainable management of water resources.In this context, Malta will have to eliminate wasteful practices and move towards the conjunctive use of groundwater with other non-conventional sources such as desalination, treated sewage effluent and stormwater. Stakeholders’ requirements, the relative supply costs and the benefits accrued, as well as the value of the externalities generated by the use of water, need to be carefully assessed. 18 The quality and integrity of groundwater bodies in the Maltese Islands are currently at risk mainly from over-exploitation (including uncontrolled private abstraction of groundwater), leading to increased salinity, and fr om contamination by excess nitrates (mainly from agriculture) and other pollutants.Information on and awareness of the importance of groundwater and the risks posed to its integrity by over-exploitation and pollution need to be more widely disseminated. The ‘polluter pays principle’, as well as the EU Environmental Liability Directive provisions, need to be more extensively used and enforced. Investment in stormwater management and flood relief are key priorities for the Maltese Islands. The installation of stormwater catchment facilities will allow this source of freshwater to be utilised for a wide variety of purposes, reducing the strain on the current freshwater resources. Furthermore, road and land development have often failed to recognise the importance of maintaining natural aquifer recharge.Legislative changes introduced in 2000 with the establishment of the Malta Resources Authority involved the separation of the regulatory and operational responsibilities pre viously carried out by the Water Services Corporation. This has led to a clear distinction of regulatory and operational roles between the regulator and the utility agency, thus promoting an improvement in the level of services provided, to the consumers as well as better regulation of the sector. Drinking water quality standards have improved during the past three years as a result of infrastructural improvements which allow a more uniform blending of groundwater with desalinated water throughout the Maltese Islands.Further improvement is foreseen as the Water Services Corporation plans to upgrade its desalination facilities in an endeavour to improve product quality and energy efficiency. The introduction of a better-regulated system for groundwater abstraction, together with enforcement of environmental measures to improve the qualitative standards of groundwater supplies, is also envisaged. In recent years, the Water Services Corporation has also stepped up its water conservatio n efforts and has reduced losses from the distribution network. Better use of harvested rainwater and treated sewage effluent is envisaged in the coming years, while further measures and incentives to store stormwater run-off in urban/semi-urban areas will be considered.Potable water quality needs to be improved in order to reach EU standards and the present plans of the Water Services Corporation and of the Malta Resources Authority to achieve this aim need to be fully implemented in a sustainable manner. Through EU Structural Funds, measures and projects are underway to improve drinking water quality. At the same time, conservation measures related to water produced through sewage treatment, controlled abstraction of groundwater, the better use of cisterns and wells, and the cleaning of existing dams and building of new ones in strategic locations need to be encouraged through the enforcement of existing legislation, a more effective consumer education programmes and, possibly, ec onomic incentives and disincentives. Measures to store rainwater, including the use of disused quarries, need to be explored.Valley beds need to be cleared from unauthorised interventions in order to allow for the safe collection of water; however, the ecological value of valleys must be recognised in addition to their water transport function, and the haphazard clearing of valleys should be prohibited. As well as supplying potable water for human use, freshwater also sustains a variety of perennial springs and small water bodies which, in turn, support a variety of species. Such freshwater ecosystems are extremely threatened by the combined effects of habitat loss and by the lack of water availability, resulting from anthropogenic activities and recurring episodes of drought.These freshwater habitats need to be very carefully managed and all efforts should be made to safeguard them before they are completely lost. To this end, the importance of such measures will be 19 reflected in the implementation of the Water Catchment Management Plan under the national legislation transposing the Water Framework Directive. Around 14. 3Mm3/year of treated sewage effluent are expected to be available for re-use in Malta and Gozo during the next five years. As a signatory to the Barcelona Convention, Malta is committed to treat all wastewater before discharging at sea, and is thus planning to set up three new sewage treatment plants: one in Gozo and two in Malta.The treatment plant in Gozo and that in the north of Malta are expected to be operational by 2008. Once the projected sewage treatment plants are operational, the country should have significant quantities of second-class water. While not suitable for human consumption, this water may be suitable for other purposes. Other uses should be explored, especially for those sectors and activities with heavy water consumption. In this regard, projects that require large quantities of water to sustain them need to be careful ly assessed for their impact on the water supply. Since sewage is increasingly being seen as a water resource, it must also be protected against contamination from hazardous industrial and other effluents.Main strategic directions with regard to freshwater: †¢ Adopt a policy with the aim of ensuring the utilisation of the nation’s water resources in a manner that is environmentally and economically sustainable. †¢ Allow the natural biodiversity of surface water eco-systems to be sustained and to flourish, and achieve good ecological status for inland surface waters by 2015 in line with the Water Framework Directive. †¢ Ensure a reliable and good-quality supply of potable water in accordance with international water quality standards. †¢ Reduce and prevent further pollution of waters with the aim of achieving good status of all water bodies by 2015 in line with the Water Framework Directive. Establish and operate comprehensive monitoring networks for all wa ter bodies in the Maltese Islands in order to reliably assess the achievement of ‘good status’ objectives in these bodies. †¢ Encourage initiatives for the adoption of water efficiency and conservation measures. †¢ Introduce effective catchment management and design roads so as to maximise the channelling of water towards reservoirs. †¢ Improve public awareness on the environmental, social and economic value of water. †¢ Strengthen and enforce regulatory measures with regard to illegal abstraction. †¢ Encourage the recycling of non-potable sources of water for secondary use. †¢ Assess projects that require large quantities of water in order to ascertain that they do not unduly create water supply shortages. Optimise the use of second-class water particularly in those sectors that make heavy use of water. 3. 1. 5 Biodiversity Though small in size, the Maltese Islands and their territorial waters support a variety of habitats and significant biodiversity which are still not adequately recognised as an environmental asset to be protected and sustained. Loss of biodiversity, i. e. the irreversible loss of species and ecosystems, can have very damaging effects on various aspects of a nation’s development. A number of endemic and sub-endemic species are not only of scientific importance but are also of evolutionary and biogeographical interest, being relics of past Mediterranean flora and fauna.Over the years, not enough commitment has been shown to protect such biodiversity, leading to rapid habitat loss and uncontrolled exploitation of wildlife. This has meant that unique and important habitats such as wetlands, sand dunes and woodlands have disappeared or are on the verge of disappearing. Furthermore, some elements of Malta’s biodiversity have a wider regional and global importance, and as such are protected under international legislation. 20 Extinction and loss of species has been documented since 1998 by the State of the Environment Reports. In spite of the introduction of substantial legal protection for important habitats during the last 15 years, effective protection has lagged behind.Effective conservation requires the allocation of financial, physical and human resources to enable management, including short- and long-term monitoring. Moreover, in situ and ex situ conservation is urgently required (e. g. propagation, habitat restoration, containment, control or eradication of invasive alien species and reintroduction of indigenous species). In spite of efforts to protect and manage indigenous biodiversity, most threatened species and the majority of endemic species, remain under threat from human-mediated activities (such as overexploitation, illegal capture and killing, land development and introduction of alien species) and from the consequences of such activities such as loss and degradation of habitats, pollution, disruption of food webs, erosion and eutrophication) that l ead to undesirable changes in ecosystems. The dwindling areas of garigue, sand dunes and cliff faces are some examples of habitats that are endangered. Due to the state of such habitats, even certain recreational activities, such off-roading, camping and abseiling, need to be better regulated. The state of knowledge of local biota is still poor and resources for the implementation and enforcement of existing regulations have still not reached the required levels. The biodiversity monitoring programme is still rudimentary and under-funded.Exploitation, whether illegal or unregulated, of a number of wildlife species and communities is still ongoing (and, in some cases, possibly increasing), mainly through hunting, trapping and fishing. The currently available data on such activities are not sufficient and not sufficiently reliable to permit a thorough assessment of the impact of such exploitation on the local biodiversity. This issue should be addressed as an immediate priority. Land reclamation in sensitive ecological areas should be prohibited and the re-use of abandoned fields encouraged. This needs to be linked to the promotion of land stewardship, establishment of ecological corridors and organic farming. The uncontrolled introduction of alien species into local eco-systems continues to be of serious concern.An increasing number of such species are establishing themselves in the wild, with adverse effects on the local eco-systems. It is widely documented globally that human-mediated activities, namely trade and tourism, facilitate the introduction and transfer of such species into new environments. Once alien species are introduced, either deliberately or accidentally, into the environment, they can establish themselves. In certain cases, alien species start to compete with native species, in which case they become invasive and could become the dominant species. Invasive alien species involve and affect a wide range of social, ecological and economic activi ties and can also affect public health.To prevent these impacts, a strategy to control existent alien species and to prevent the further introduction of alien invasive species, should be drawn up. Genetically modified organisms (GMOs) can be considered as alien species and the regulation of GMOs should be included in any policy and/or legislation on alien species. Malta’s official policy is that applications to deliberately release or place on the market GMOs are assessed and evaluated on a case-by-case basis and by means of a thorough scientific assessment. Support should be given to research and development to predict and prevent invasive behaviour of alien species and GMOs before they are released into the environment.The Cartagena Protocol on Biosafety should be ratified and implemented in order to control transboundary movements of GMOs with the aim of providing a comprehensive and holistic approach to the conservation of biological diversity, the sustainable use of natu ral resources and the fair and equitable sharing of benefits deriving from the use of genetic resources. 21 In order to comply with the EU nature protection acquis, Malta has designated an extensive network of Special Areas of Conservation, of which 31 are of international importance and which amount to a respectable 12. 5 per cent of the national territory in terms of land area. The total area of protected terrestrial habitat on the Maltese Islands relative to the total surface area compares favourably to the EU average.Additional efforts should now be made so that rare or scientifically important eco-systems not yet protected, as well as representative examples of more widespread habitats such as marine eco-systems, are afforded legal protection. Natural areas which are declared protected need to be monitored and managed in accordance with adopted management plans, the more so since this is also a legal obligation. Management plans have already been adopted for some of the sites, and others are in the pipeline. Monitoring work has been undertaken and policy provisions are being drawn up to ensure that the EU Directives are adhered to. Nonetheless, the process of agreeing on management plans for protected areas will have to be significantly accelerated in order to meet Malta's national and international obligations.A commendable dev

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Qatar National Vision 2030 - Research Paper Example As far as the living conditions are concerned, the vision aims at developing beyond the production of oil. Basically, vision 2030 Qatar aims at impacting the human development, social, economic and environmental development. Human development is an aspect of the vision that Qatar aims at bringing it to life. The aspects that have been outlined in the human development include the health of the people of Qatar and their political well being. According to General secretariat for development (2012) the vision aims at improving the health of a citizen of Qatar by coming up with a system of healthcare provision that is well integrated. Technology is the order here and, therefore, healthcare services will deploy the latest technology for the good of the health of the people of Qatar (National Health Strategy, 2011). In addition, the people managing the healthcare services will be well trained to meet the high world-class standards. The services will be made accessible to everyone and, ther efore, no one will be left out in any case. The world-class healthcare provision will not only serve the existing generation, but also the generations to come. The political aspect of human development shall be based on the constitution to help in the resolving of the political leadership of the citizens of Qatar. The aspect of human development is a key pillar to the achieving the vision 2030 because, people make a very precious asset to the country (Qatar Tribune, 2011). If the investment are well established in the people, full participation to economic, social and political aspects will be guaranteed. As a result, the entire society will prosper. Human development also stresses on the improved education and full participation in the Qatar workforce. With human development the vision is achieved because, healthy living will dictates productivity, improved education improves on knowledge while improved participation results into sustainable economic growth. Social development is a lso a pillar onto which Qatar vision 2030 is built. Social development aims at projecting components such as the social welfare of the Qatar citizens and also protection to the citizens. Social development also aims at motivating the citizens of Qatar to actively participate in the development of national unity. Social development also entails equal opportunities to access education, career development and employment opportunities without basing on factors such as ethnic groups, age, social status or people’s background. Social development also aims at providing adequate social care and protection. In essence, it aims at developing families that are dedicated enough to offer protection and care to its members while taking into account the moral standards of the society at large (Ng and Khalaqi, 2011). Social development is a stepping stone to the achievement of the Qatar vision 2030 as with it, a well developed social structure will be formed and hence enhancing the internati onal cooperation. This hence means Qatar will stick to its international role, and hence sustainable growth. Economic development is also a pillar that plays a crucial role in the attaining of the vision 2030, of Qatar. Economic develop

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Anti-bias Approaches - Coursework Example A teacher must, for this reason, establish an anti-bias practice by coming up with follow-up platforms that can keep in check the cumulative side effects of any biased misconception. In an anti-bias classroom, children, must be taught to be proud of themselves and their families, to respect human differences, to recognize bias, and speak out what they deem right. A foundation for essential optimistic work about the future of our children is of great importance. Anti-bias teaching materials ensure and are founded on the principle that all children deserve to develop and to his or her full potential without fear of discrimination (Kumagai, 2012). In an anti-bias, class teachers are capable of examining and transforming student’s understanding of their lives and also do self-reflective work to understand their lives more profoundly (Koskei & Schafer, 2008). Principles of anti-bias works in education are based on six proposals. The first proposal states that all children and families have a sense of belonging and experience affirmation of their identities and cultural ways of being (Irilli, 2011). The second premise is that children have access to and participate in education they need to become successful and contributing citizens of their respective countries. The third proposal is based on the fact that education process should involve all members of the program or an institution in a joyful learning process. The other premise of the principle of anti-bias works in education states that children and adults know how to work together respectfully and easily in diverse and inclusive environment (Book, 2007). The fifth proposal is due to the fact all children have a right to protection from harmful influences, abuse, and exploitation.

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Methods used to Analyze the Marketability of a Firm - Essay Example Interviews, by mail and on-site, were conducted to determine the demographics and characteristics of the typical angler. Discovering the motives of paying anglers proved to be beneficial in the analysis (relationship). This analysis will assess needed requirements and how well they are suited to the company's capabilities. Organizations can use this data to choose ideas and products which match their technical support, leading to competitive advantages. This analysis will also help to determine whether in-house or external technical support is the most feasible. A number of methods can be used when conducting a technical analysis. Checklists, scoring tools, environmental scanning, and decision-making models (as used by the West Virginia Department of Forestry) are some of the most widely used methodologies. A company should not, however, make the technical analysis its main focus. The analysis may show the firm's marketability in a glowing light, but this opinion may not be equally shared by its customers. A case in point is RCA's introduction of their quadraphonic 8-track system in 1970. This product issued booming marketability for RCA; however, predictions for future technology were not illustrated on their then-technical analysis. Collection of market data on products and ideas are essential to determine marketability. ... This product issued booming marketability for RCA; however, predictions for future technology were not illustrated on their then-technical analysis. MARKETING ANALYSIS Collection of market data on products and ideas are essential to determine marketability. If a company isn't competent in marketing skills, it will not succeed. An example is the largely-populated country of China. They can offer numerous opportunities; however, it has been quite challenging for the Chinese to market their products in their own country. Marketing challenges must definitely be addressed. Each concept requires different marketing data and strategies. Very much like the technical analysis, checklists, scoring tools, and environmental scanning are effective tools. A decision-making resource, such as the Analytic Hierarchy Process (AHP) is also beneficial. Always keep in mind that a firm is never marketable without customers who are seeking your products or ideas. It's also crucial to analyze your target customer base and the demand and supply of your products. FINANCIAL ANALYSIS The primary goals of an organization are to produce a profit, increase sales and customers, and to show a return on their investment. To be marketable, a firm should set financial guidelines. To get an accurate financial analysis, much financial data is needed. Budget goals must be set and met. Benchmarks must also be laid down to agree with financial returns put in place. The most widely used financial analysis methodology is the Net Present Value method (NPV). This method associates the monetary benefits and expenditures against the products. The product's NPV is then weighed against the interest rates and the

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Strategic Business Alliances - Article Example Financial deals were cheap and this, coinciding with the idea that most companies had much cash at their disposal creates a conducive environment for alliance activity to pick up. Additionally, making business alliances aims at expanding business market share in the sense that the business would relieve a lot of pressure making them more flexible to react quickly to changes without the investors’ weight upon them. Business alliance can make customers’ interests in the current market might end up being shelved when the management set off to concentrate and develop emerging markets elsewhere. Though it can be argued that the administrative section of the company will increase their personnel to concentrate on these new markets, they might still need support from the current managers in terms of experience in tackling hurdles that may face them and thus their focus on management might be temporarily diluted. Whether the customers’ expectations and their products quality will remain at their previous desirable level or even increase in the process remains to be a litmus test for the company considering this acquisition is still in its infant stages. The society as a whole benefit from business alliance given that apart from creating new job openings from their expansion, they increase value for people’s money by not only increasing the variety of commodities but also bringing new competition that will prompt other players to increase their efficiency in serving the society.

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My Journey Through Life Essay When I started college back in 1994 I thought that this will be the last time that I would start my education at a new school, but life did not happen the way that I thought that it would. In this paper I will describe my past life experiences, and analyze my experiences that have made me the person that I am today using the adult development theories from this class. During this paper I will also state how I will look forward to accomplishing my future goals. I grew up in a small town in Massachusetts. As I child I grew up around my family owned garage. During this period of my life I saw my families get divided by the power of money. My father and uncle inherited the business when my grandfather passed away. Before when my  grandfather was alive everything was great in life, but ever since he passed everything changed. I saw how my uncle who was the eldest take control of the money, and how he treated my father differently than before. During this time of my life it me that money can change any person no matter who they are even if they are related. As a child growing up I played sports all year long. I played football, basketball, and baseball. Since I was the youngest one in my family I followed my older brother around and his friends. My brother is three years older than myself. I would always play sports with his friends, and it made me a better athlete competing against older kids. All I wanted to do since I was a child was to go out and play sports. Growing up my family took many vacations. My fondest times were when we would go camping all around the United States. During these times I got to see all different parts of the country and it helped us bond as a family. Each time we went on vacation my mother and father would never fight. These vacations were my fondest ones just for that reason that we seemed like the perfect family. Then once we got home my parents seemed to be the exact opposite then when we were on vacation. My dad had problems with his brother at the garage and took out his frustration on my mother. This was like night and day from the family that we were on vacation. Growing up my mother was my most influential person in my life. I remember her playing catch with me when my dad was not around. My mother would always attend my sporting events even though she did not understand any of the games that I played. My mother always told me to never let any person tell you that you cannot do anything in life that it is up to yourself what you choose to accomplish. Growing up I played sports all year long. During the course of the year I had my same coaches for many years and they became like father figures to me. They taught me that playing sports was a privilege that had to be earned. They taught that it did not matter how good you were at sports that if you did not have good grades that you were not allowed to play. Playing sports also instilled in me that you have to trust and respect others, because you cannot do everything yourself. As a student in high school I had many different teachers. I had one teacher Mr. Rice who would be very hard on me when I would make a mistake on my assignments. He would always call me out on my mistakes in front of everyone in class to let me know when I was wrong. Once I completed his  class he pulled me aside and told me that I was one of his best students since I learned from my mistakes and never quit. Growing up my parents made me get a job once I turned sixteen. Even though I played sports all year around my parents told me that not everything in life is giving to you. One of my first jobs was a stock boy at our local grocery store. During this time I had to schedule my work, sports, and school work around my work so I would not fall behind. This was a very important lesson in my life that taught me time management along with responsibilities that come along with growing up as a young adult. Once I left college after two years to become an adult I found a job at my brothers company being a micro-electronics technician. This job helped me move out of my parents’ house and become an adult. I learned some of my most valuable lessons in life. This job taught me that I was responsible for every daily activity. I had to provide my own food all the way down to paying each bill to keep a roof over my head. This was a very important lesson in my life that helped prepare myself for next job. After five years of being a micro-electronics technician I moved to Florida and found a job in the quality assurance field. This was one of my most important jobs that would affect my life. As I have grown into an adult and have integrated what I have learned. The â€Å"universal ethical principles state that ideas about right and wrong come from within after a long period of thinking, reasoning, and integrating what we have learned about life† (Witt Mossler, 2010, CH 3, â€Å"Moral Development†). This job made me realize what I wanted to do in life, and helped me think about what is right and wrong . Before this job the only thing that I cared about was the money. This job gave me satisfaction of what I do on a daily basis. This job did bring me to Florida. I lived in Massachusetts for 26 years until I took my job in the quality field. It was a total culture shook when I moved here. Before this move I was accustomed to my environment in Massachusetts. I realized that things up north move at a faster pace than things in the south. This move was a big culture change for me. This moved helped me grow in many ways than I could have never imagined. I had to learn on how to adapt to different cultures and beliefs that I was not used to. One of the greatest achievements that I have made was moving to Florida and meeting my wife. At the time when I meet her I was unemployed and was running out of money. She brought back hope in my  life and me realize that I have a lot more to offer than just walking around with my head down. Since her belief in me when we got married, I have bought a brand new house, a new truck, and I have more money in my bank account than I have ever before. Meting my wife was one of the best achievements in my life. A few months after getting married to my wife we welcomed our daughter into this world. With her arrival she has taught me many life lessons that I did not have before. She taught me the importance of putting others first. Before her I never thought really about how I could improve upon my life. Since her birth I started to think about finishing my education so I can provide her and my wife with a better life. Going back to school is a very big achievement for me. I would have never thought about going back to school at age thirty eight. But since my daughter was born many of my past thoughts have changed. I realized that I need to set a good example for my daughter. I do not want her growing up thinking why daddy did not finish his degree. By continuing my education this will â€Å"result in employment and wage gains and has a positive influence on continuing education.† (National Center for the Study of Adult Learning and Literacy, B. A. (2002). As a result of continuing my education my employment opportunities will open up as well as my daughter’s thoughts that you can continue education no matter how old you are. In Conclusion, I have discussed some of my life experiences that have made me the person that I am today. I have broken down some of my key experiences using adult development theories from this class. Finally I have presented my future goals and how I plan on achieving them. The experience and knowledge that I have learned throughout this course will help me as I continue in my journey throughout life. Reference National Center for the Study of Adult Learning and Literacy, B. A. (2002). The First Five Years: National Center for the Study of Adult Learning and Literacy, 1996-2001. Retrieved from EBSCOhost. Witt, G. A., Mossler, R. A. (2010). Adult development and life assessment. Retrieved from https://content.ashford.edu/

Brand Building And Positioning For Cadburys Marketing Essay

Brand Building And Positioning For Cadburys Marketing Essay The history behind marketing efforts of most modern businesses is that the company should recognise the needs of their customers and produce products and services to gratify those needs. Like this, the customer is in the middle of the business and the decision-making process. A business which monitors this viewpoint is a market-orientated. In this unit Im going to be focusing on Cadburys and House of Fraser and how they operate. Im also going to talking about the marketing techniques and relationship marketing. The production concept this is where a business concentrates on producing economies of scale in production and distribution of product or service. This undertakes that customers will purchase items that are lower priced; this is so that the demand is driven by availability. Examples of this can be found in construction suppliers, where construction firms will purchase cheaper building materials to increase their profit margins. Cadburys and House of Fraser do not come under the product concept. For example, a builder selling bricks to someone comes under this section, whereas the two other organisations dont. The sales concept this is mainly known as the hard sell this is because the product or service is produced and personal selling and other high pressure selling skills are used to convince customers to part with their money. Example of this could be in a place where double glazing is sold. The marketing concept unlike all the others above, the marketing concept puts all t heir customers first, they want to put their customers in the centre of all decisions before the product or service is developed. By doing this the business is likely going to be more efficient and doing this will benefit the company and/or market. Focusing investment on products that customers are going to need and use instead of investing in products that customers may not like which means they wont purchase it. Cadburys uses a good strategy to connect with people, the way they achieve this is by sponsoring and promoting their products or even TV programmes. Cadburys In 1824, John Cadbury opened a grocers shop at 93 Bull Street, Birmingham in the 1830s. Among other things, he sold cocoa and drinking chocolate, which he prepared himself using a pestle and mortar. Johns wares werent just inspired by his tastes; they were driven by his beliefs. Tea, coffee, cocoa and drinking chocolate were seen as healthy, delicious alternatives to alcohol, which Quakers deemed bad for society. House of Fraser House of Fraser is a British premium department store group with over 60 stores across the United Kingdom and Ireland. It was established in Glasgow, Scotland in 1849 as Arthur and Fraser. Although established in Glasgow House of Frasers largest store is located in Birmingham. By 1891 it was known as Fraser Sons. Marketing Techniques (Growth Strategies) The business analyst Igor Ansoff outlined some important strategies for business growth. He identified four key approaches to growing a business in 1957. Market penetration is a group of customers who may buy a product, so if someone was to produce a video game for the PS3 to be sold in the UK, your market would likely to be people in the UK who own PS3s. A business could grow by increasing the number of people in the market who purchase your product. Market development is when a company markets an existing product to a new market. For example, the PS3 game, you might want to sell your game to different countries. Nothing about the product changes it just gets sold to another market. Product development is when a business develops a new product to sell to the existing customers. So once a customer has bought your product you could sell them something else such as, an expansion pack that may include more content. Diversification here is where a business markets new products to new customers. This works two different ways, the business could produce a new product in that area that it understands or it could go into a completely different area that is an unrelated area. House of Fraser uses the flexible incentive by allowing these things: Ease of ordering Online services Free, fast and a secure delivery Fulfilment House of Fraser Business Incentive vouchers are available in denominations of  £1,  £5,  £10,  £25,  £50 and  £100. You can order by post with a cheque or credit card using the enclosed order form, or by phone with a credit card. Credit account customers may order via email. All vouchers can now be redeemed online. Your House of Fraser vouchers will be despatched next day if the order is received by 11.00am. The Business Incentives team will be happy to arrange delivery direct to multiple addresses, on request. A small handling fee is levied for this service. n order to increase sales Cadburys needs to undertake a range of marketing activities before deciding upon the best way to encourage the purchase of its product. When identifying the basic principals which Cadburys must apply to its marketing will be its basic objectives because all business must have objectives it allows them to increase sales and make profit. Corporate aims are the long term intentions of a business, whereas corporate objectives are the specific targets required to achieve the aims. The common aim and objectives of the corporation such as Cadbury includes the following: Survival Profit maximisation- which is often taken to be the reason why firms exists and to be the primary objectives in practices most firms have a hierarchy of objectives when a firms survival is threaten it may profit maximise in order to restore its financial health. Growth- which includes Cadbury selling new products or expanding overseas. Diversification- which is the spreading of business risks by reducing dependence on one product. Sales maximisation- which is the increasing of sales Improving the product image-which includes creating a new logo or launching a new brand of product and creating more attractive packaging. For example, Cadbury set out two objectives for the development of their chocolate, Fuse. These were: 1. To grow the market for chocolate confectionery 2. To increase Cadburys share of the snacking sector Cadbury promotes its products in various ways such as the use of above the line promotion, which is where a product is advertised through consumer media such as television, magazines, newspapers and radio. Relationship marketing (Cadburys House of Fraser) Relationship marketing is where a business concentrates on the long term value of a customer. This means knowing who the valuable customers are, starting relationships, maintaining enhancing and terminating them in order to produce a sustainable profit. Cadbury Schweppes is a marketing focused company. Its success depends on on satisfying the needs of its consumers. It is able to do this by frequently listening to consumers and learning about their changing necessities. In response to these requirements, Cadbury Schweppes strives to create new products, build on existing core brands and find new ways to add value to existing products. By gaining the visibility, profitability and volume in the global market, a business is best placed to provide its consumers with quality products and the best value for money. House of Fraser are responsible for all central marketing communications sent directly to customers this includes all email newsletters, messages in their Recognition Card member statements, local targeted mailings on behalf of stores or suppliers and national mailings/emails about events and offers for example, sales, launch of new season. Brand awareness A common marketing objective is to raise customers brand awareness. This could relate to a businesss overall brand for example, BMW or to a product brand within the company for example, Mini. Effective raising of brand awareness can raise sales; this is because customers will subconsciously or consciously try to find a brand when buying an item or service. A high level of brand exists where consumers start to use the brand name in place of the product type. The House of Fraser brand is differentiated from other department store groups in the UK by our 160 year history in the UK retail market, their wide geographic reach (across the UK and on-line), broad range of high quality premium branded merchandise offered at competitive prices, our increasing exclusive House Brand offering and our commitment to providing an imaginative, exciting and relevant shopping experience to their customers. The Cadbury brand has a profound impact on individual product brands. Brands have individual personalities aimed at specific target markets for specific needs e.g.TimeOut, for example, is an ideal snack to have with a cup of tea. These brands derive benefit from the Cadbury parentage, including quality and taste credentials. To ensure the success of product brands every aspect of the parent brand is focused on. A Flake, Crunchie or TimeOut are clearly different and are manufactured to appeal to a variety of consumer segments. House of Fraser have a voucher discount scheme their vouchers carry exceptional discounts as shown below. The discount may be deducted from the invoice or taken as additional vouchers. As a finishing touch we can supply complimentary wallets and envelopes in which to present the vouchers. These can also be personalised with your companys logo, if required (there is a print cost associated with personalisation, please ask the Business Incentives team for details). Brand building and positioning It takes time, patience, effort and investment for brand building and maintenance. It is essential for a business to first recognise its brand values. The central messages that it wants is its customers to understand when they think of the brand. For example, the car Mercedes- Benz, this car is high performance, safety and prestige. Brand building and positioning for Cadburys Cadburys has identified these brand values and adjusts its advertising strategies to reflect these values in different markets. Its strategy can vary from increasing brand awareness, educating potential customers about a new product, increasing seasonal purchases, or as is currently the case in the Choose Cadbury campaign to highlight the positive emotional value of the brand. In Ireland, Cadbury has identified three key consumer segments of impulse, take home and gift. These segments reflect consumers decision-making processes. Since its inception, Cadbury in India has stayed ahead thanks to their constant marketing initiatives, that have at all points in time understood the needs of and opportunities in a changing nation but Nestle had stood firm in second position resulting from their responsibilities and providing quality products. Amul an Indian company has been able to create brand quality and thus selling their product through their name. Brand building and positioning for House of Fraser One of the most valuable aspects of the House of Fraser brand is the equity built up over many years as an endorser of the prestigious brands they have as part of our portfolio. Their ability to have a uniform and clear brand identity across all our channels is therefore of paramount importance,à ¢Ã¢â€š ¬Ã‚ ¨as so that they look to leverage this heritage in the exciting development of our brand. The House of Fraser Business Incentives team is available to advise you on how to maximise the effectiveness of our vouchers. Well be happy to discuss your objectives, make recommendations and, if required, create an individually tailored package. Our experience in the field can help you develop promotional ideas and we can suggest ways of adding value for example, through use of the House of Fraser Personal Shopping service. OBJECTIVE OF ADVERTISING To educate the Market Building brand awareness To encourage seasonal purchases To increase consumption