Policy assessment and policy development for physical activity promotion: results of an exploratory intervention study in 15 European Nations

<p>Abstract</p> <p>Background</p> <p>Purpose of the study was to test a theoretical model to assess and develop policies for the promotion of physical activity among older people as part of an international intervention study.</p> <p>Methods</p> <p>248 semi-standardized interviews with policy-makers were conducted in 15 European nations. The questionnaire assessed policy-makers' perceptions of organizational goals, resources, obligations, as well as organizational, political and public opportunities in the area of physical activity promotion among older people. In order to develop policies, workshops with policy-makers were conducted. Workshop outputs and outcomes were assessed for four nations nine months after the workshops.</p> <p>Results</p> <p>Policy assessment: Results of the policy assessment were diverse across nations and policy sectors. For example, organizational goals regarding actions for physical activity promotion were perceived as being most favorably by the sports sector. Organizational obligations for the development of such policies were perceived as being most favorably by the health sector.</p> <p>Policy development: The workshops resulted in different outputs: a national intersectoral action plan (United Kingdom), a national alliance (Sweden), an integrated policy (the Netherlands), and a continuing dialogue (Germany).</p> <p>Conclusions</p> <p>Theory-driven policy assessment and policy-maker workshops might be an important means of scientific engagement in policy development for health promotion.</p

The Brain's Router: A Cortical Network Model of Serial Processing in the Primate Brain

The human brain efficiently solves certain operations such as object recognition and categorization through a massively parallel network of dedicated processors. However, human cognition also relies on the ability to perform an arbitrarily large set of tasks by flexibly recombining different processors into a novel chain. This flexibility comes at the cost of a severe slowing down and a seriality of operations (100–500 ms per step). A limit on parallel processing is demonstrated in experimental setups such as the psychological refractory period (PRP) and the attentional blink (AB) in which the processing of an element either significantly delays (PRP) or impedes conscious access (AB) of a second, rapidly presented element. Here we present a spiking-neuron implementation of a cognitive architecture where a large number of local parallel processors assemble together to produce goal-driven behavior. The precise mapping of incoming sensory stimuli onto motor representations relies on a “router” network capable of flexibly interconnecting processors and rapidly changing its configuration from one task to another. Simulations show that, when presented with dual-task stimuli, the network exhibits parallel processing at peripheral sensory levels, a memory buffer capable of keeping the result of sensory processing on hold, and a slow serial performance at the router stage, resulting in a performance bottleneck. The network captures the detailed dynamics of human behavior during dual-task-performance, including both mean RTs and RT distributions, and establishes concrete predictions on neuronal dynamics during dual-task experiments in humans and non-human primates

Topical hesperidin prevents glucocorticoid-induced abnormalities in epidermal barrier function in murine skin

Systemic and topical glucocorticoids (GC) can cause significant adverse effects not only on the dermis, but also on epidermal structure and function. In epidermis, a striking GC-induced alteration in permeability barrier function occurs that can be attributed to an inhibition of epidermal mitogenesis, differentiation and lipid production. As prior studies in normal hairless mice demonstrated that topical applications of a flavonoid ingredient found in citrus, hesperidin, improve epidermal barrier function by stimulating epidermal proliferation and differentiation, we assessed here whether its topical applications could prevent GC-induced changes in epidermal function in murine skin and the basis for such effects. When hairless mice were co-treated topically with GC and 2% hesperidin twice-daily for 9 days, hesperidin co-applications prevented the expected GC-induced impairments of epidermal permeability barrier homoeostasis and stratum corneum (SC) acidification. These preventive effects could be attributed to a significant increase in filaggrin expression, enhanced epidermal β-glucocerebrosidase activity and accelerated lamellar bilayer maturation, the last two likely attributable to a hesperidin-induced reduction in stratum corneum pH. Furthermore, co-applications of hesperidin with GC largely prevented the expected GC-induced inhibition of epidermal proliferation. Finally, topical hesperidin increased epidermal glutathione reductase mRNA expression, which could counteract multiple functional negative effects of GC on epidermis. Together, these results show that topical hesperidin prevents GC-induced epidermal side effects by divergent mechanisms

Accountability of Public Servants at the Street Level

Public servants are accountable to the public – as their name suggests. However, the question of accountability is not as clear as it seems. Public servants working at the street level of government bureaucracy enjoy discretion in the implementation of public policies (Thomann, van Engen and Tummers, J Public Adm Res Theory 28(4):583–601, 2018a). In the context of regulatory governance, policy implementers more often than not enforce regulation and hence are regulators at the street level. They use discretion to make decisions that ultimately define policies and regulation; and they do so along different reference systems (Thomann, Hupe, and Sager F, Governance 31:299–319, 2018b). Lipsky (Street-level bureaucracy: dilemmas of the individual in public services. Russell Sage Foundation, New York, 1980, 2010) famously conceptualized the resulting dilemmas for this stratum of public servants. Maynard-Moody and Musheno (J Public Adm Res Theory 10:329–358, 2000) capture the core dilemma of those public servants’ accountability when interacting with clients with the distinction between “state agents” primarily following the law and “citizen agents” first of all addressing clients’ needs. In their accountability regimes framework, Hupe and Hill (Public Adm 85:85–102, 2007) introduce profession as third key reference institution, alongside state and society. In the course of new modes of governance, in particular contexts, private actors have gained an additional role as implementation agents. Sager et al. (Public Manage Rev 16:481–502, 2014) and Thomann et al. (2018) therefore extend the accountability regimes framework with market as central in the fourth accountability regime at the street level. The chapter presents the extended accountability regimes framework, illustrates it with empirical cases, and discusses regulatory and policy implications of the accountability dilemmas of street-level implementers

Exploring the Disconnect of Enterprise Policy Implementation:A case of enterprise policy in England

Previous studies have acknowledged the ineffectiveness of enterprise policy. However, the reasons for its ineffectiveness remain a matter for debate. This study examines the extent to which the ineffectiveness of enterprise policy can be attributed to the way it has been implemented. Interviews with central government policy-makers, Regional Development Agency staff and business development managers in local enterprise agencies during the Labour administration (2007–2010) revealed that the implementation process of enterprise policy initiatives is complex and confusing, with fragmented relationships between the actors involved. The abundance of enterprise policy initiatives being delivered at the time, the absence of clearly defined objectives, the limited emphasis on the delivery of business support and the lack of measurement and evaluation combined to create an unnecessarily complicated process of enterprise policy implementation which, in turn, reduced its effectiveness