Equity and justice in global warming policy

Many countries are implementing or at least considering policies to counter increasingly certain negative impacts from climate change. An increasing amount of research has been devoted to the analysis of the costs of climate change and its mitigation, as well as to the design of policies, such as the international Kyoto Protocol, post-Kyoto negotiations, regional initiatives, and unilateral actions. Although most studies on climate change policies in economics have considered efficiency aspects, there is a growing literature on equity and justice. Climate change policy has important dimensions of distributive justice, both within and across generations, but in this paper we survey only studies on the intragenerational aspect, i.e.., within a generation. We cover several domains including the international, regional, national, sectoral and inter-personal, and examine aspects such as the distribution of burdens from climate change, climate change policy negotiations in general, implementation of climate agreements using tradable emission permits, and the uncertainty of alternatives to emission reductions

Basic Issues in Prosecution and Public Defender Performance

This report, Performance Measurement for Prosecution and Public Defense, represents the first phase of a long term effort to develop a theory of performance measurement for prosecution and public defense; design and test models for measuring the performance of these two public agencies; and ultimately bring forth a set of measurement principles and guidelines. This first phase addresses solely the theoretical aspects of performance measurement and sets forth a conceptual and theoretical approach for measurement. It defines the scope of the task, the approach that appears most feasible given the complexity and diversity inherent in these public agencies and the utility of performance measurement systems. Once a theoretical base has been established, then it is possible to address the more practical problems of designing and testing measurement systems under actual operating conditions. Thus, this report takes only the first step by providing a foundation for subsequent research.The National Institute of Justice, U.S. Department of Justice, under the Omnibus Crime Control and Safe Streets Act of 1968, as amended

Prosecution Management in Michigan 2001

It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Although good management is a goal for all prosecutors, it raises a set of questions. What is good management and how does one know when it has been achieved? If management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? Some answers may be obtained by surveying prosecutors to identify the existence of good management practices throughout the state.The Bureau of Justice Assistance to the Jefferson Institute for Justice Studie

Prosecution Management in North Carolina 1995

It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Good management is a goal for all prosecutors but the underlying questions are, what is good management and how does one know when it has been achieved? Furthermore, if management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? This report presents an approach for evaluating the management needs of prosecution statewide.The Bureau of Justice Assistance to the Jefferson Institute for Justice Studie

Prosecution Management in Georgia 2001

It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Although good management is a goal for all prosecutors, it raises a set of questions. What is good management and how does one know when it has been achieved? If management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? Some answers may be obtained by surveying prosecutors to identify the existence of good management practices throughout the state.The Bureau of Justice Assistance to the Jefferson Institute for Justice Studie

Prosecution Management in Illinois 2001

It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Although good management is a goal for all prosecutors, it raises a set of questions. What is good management and how does one know when it has been achieved? If management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? Some answers may be obtained by surveying prosecutors to identify the existence of good management practices throughout the state.The Bureau of Justice Assistance to the Jefferson Institute for Justice Studie