An empirical examination of the gains in cost-effectiveness from the use of multiple environmental outcome conservation tenders

The production and consumption of environmental goods and services are subject to many of the problems associated with public goods. Due to their non-rival and non-excludable nature, incentives for individuals to invest in their production are often absent. To address this market failure, government agencies have used a number of policy mechanisms to procure the supply of environmental outcomes on behalf of society. Recently, conservation tenders focussing on private land have been a favoured policy instrument used by many government agencies to purchase environmental outcomes in the public interest. The majority of these environmental tenders have focussed on a single environmental outcome. It is contended in this paper that multiple environmental outcomes tenders can be more cost-effective than single outcome tenders as decisions are based on information regarding a wider set of environmental outcomes – a more complete picture. Tenders that focus on more than one outcome capitalise on economies of scope in the production of environmental outcomes, as well as incorporating synergies and trade-offs into decision making. In this paper the results from a synthetic analysis of the benefits derived from running multiple-outcome tenders are compared to single outcome tenders, to empirically estimate potential cost-effectiveness gains. The baseline policy of running a multiple-outcome tender is compared to three alternative policy options: running a single outcome tender, running three single outcome tenders simultaneously, and running three single outcome tenders consecutively. Results indicate that significant cost effectiveness gains can be made by running a multiple-outcome tender compared to the three policy alternatives. These results are analysed, and advantages and limitations of applying multiple-outcome tenders in the field are discussed.Environmental Economics and Policy,

Marital Deduction Formulae—A Planner’s Guide

The marital deduction formula bequest exists principally as a means of minimizing federal estate taxes. Considerations apart from the estate tax, however, have had a substantial effect upon the form of such clauses, and a 1964 pronouncement by the Internal Revenue Service has circumscribed their continued utility. The author examines the basic formula clauses, setting out the characteristics of each, the respects in which they differ, the objectives each is designed to secure, and the factors to be weighed by the draftsman who wishes to utilize a formula bequest to achieve a maximum federal estate tax marital deduction

Growing up in Australia: the longitudinal study of Australian children (LSAC)

This report uses National Assessment Program—Literacy and Numeracy (NAPLAN) data in the Longitudinal Study of Australian Children (LSAC) to provide an in-depth understanding of children\u27s development in Australia\u27s current social, economic and cultural environment, thereby contributing to the evidence base for future policy and practice development. The study was conducted in partnership between the Australian Government Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA), the Australian Institute of Family Studies (AIFS) and the Australian Bureau of Statistics (ABS), with advice provided by a consortium of leading researchers from research institutions and universities throughout Australia. The study commenced in 2004 with the recruitment of two cohorts: one cohort of 5,107 children aged 0–1 year old (the birth or “B cohort”) and another of 4,983 children aged 4–5 years old (the kindergarten or “K cohort”) and their families across all states and territories of Australia. Interviews comprising different instruments are conducted with families every two years

Single Mother Work and Poverty under Welfare Reform: Are Policy Impacts Different in Rural Areas?

During the 1990s, employment increased and poverty declined for single mothers in rural and urban areas. Our results suggest that, holding demographics constant, changes in welfare and social policy during this decade contributed to employment increases--but not to poverty reduction--for both rural and urban single mothers. If rural and urban demographics had been the same, the policy changes would have increased employment and reduced poverty more in rural areas. Without demographic controls, however, estimated policy impacts were no better in rural places. This suggests that rural demographic changes limited the policy impact on rural single-mother work and poverty.Demographics; Mothers; Policy; Single Mother; Welfare

Reframing Agribusiness: Moving from Farm to Market Centric

Agribusiness is moving from farm to market centric, where effective activities anticipate and respond to customers, markets, and the systems in which they function. This evolution requires a broader conceptualization and more accurate definition, to convey a more dynamic, systemic, and integrative discipline, which increasingly is committed to value creation and the sustainable orchestration of food, fiber, and renewable resources. We discuss the forces driving this shift to the market, offer a new and more representative definition of agribusiness, provide models to illustrate some of the most compelling trends, and articulate key elements and implications of those models.agribusiness definition, conceptual models, market centric, market systems, Agribusiness, Marketing, Production Economics,

Appraising Work Group Performance: New Productivity Opportunities in Hospitality Management

In - Appraising Work Group Performance: New Productivity Opportunities in Hospitality Management – a discussion by Mark R. Edwards, Associate Professor, College of Engineering, Arizona State University and Leslie Edwards Cummings, Assistant Professor, College of Hotel Administration University of Nevada, Las Vegas; the authors initially provide: “Employee group performance variation accounts for a significant portion of the degree of productivity in the hotel, motel, and food service sectors of the hospitality industry. The authors discuss TEAMSG, a microcomputer based approach to appraising and interpreting group performance. TEAMSG appraisal allows an organization to profile and to evaluate groups, facilitating the targeting of training and development decisions and interventions, as well as the more equitable distribution of organizational rewards.” “The caliber of employee group performance is a major determinant in an organization\u27s productivity and success within the hotel and food service industries,” Edwards and Cummings say. “Gaining accurate information about the quality of performance of such groups as organizational divisions, individual functional departments, or work groups can be as enlightening...” the authors further reveal. This perspective is especially important not only for strategic human resources planning purposes, but also for diagnosing development needs and for differentially distributing organizational rewards.” The authors will have you know, employee requirements in an unpredictable environment, which is what the hospitality industry largely is, are difficult to quantify. In an effort to measure elements of performance Edwards and Cummings look to TEAMSG, which is an acronym for Team Evaluation and Management System for Groups. They develop the concept. In discussing background for employees, Edwards and Cummings point-out that employees - at the individual level - must often possess and exercise varied skills. In group circumstances employees often work at locations outside of, or move from corporate unit-to-unit, as in the case of a project team. Being able to transcend individual-to-group mentality is imperative. “A solution which addresses the frustration and lack of motivation on the part of the employee is to coach, develop, appraise, and reward employees on the basis of group achievement,” say the authors. “An appraisal, effectively developed and interpreted, has at least three functions,” Edwards and Cummings suggest, and go on to define them. The authors do place a great emphasis on rewards and interventions to bolster the assertion set forth in their thesis statement. Edwards and Cummings warn that individual agendas can threaten, erode, and undermine group performance; there is no - I - in TEAM