Policy Delivery Quotes

White backlash politics gave certain white populations the sensation of winning, particularly by upending the gains of minorities and liberals; yet the victories came at a steep cost. When white backlash policies became laws, as in cutting away health care programs and infrastructure spending, blocking expansion of health care delivery systems, defunding opiate-addiction centers, spewing toxins into the air, or enabling guns in public spaces, the result was—and I say this with the support of statistics detailed in the chapters that follow—increasing rates of death.

Everything I thought I understood about disease research, drug development, and the delivery of clinical care has been turned on its head. This isn’t science or medicine as I had come to know them but rather a parade of psychogenic bias, neglect, bad science, flawed public policy, and the political agendas of powerful people and institutions that have sentenced ME patients to the medical equivalent of the most squalid slum in the poorest country on earth. The political decisions taken over the last thirty years have polluted research, perverted clinical care, and shipwrecked ME patients with a life-threatening dose of stigma, disbelief and medically induced harm.

The shopkeeper is very efficient, has an efficient home delivery system and knows the tastes and price considerations of his customers. But he is labelled ‘unorganized’ by our experts and national income data and his contribution thereby diminished. The footfalls in his shop cannot be measured using Western models [since there is no place to keep anybody’s foot inside his shop!] and so he is derided and abused. It is like clubbing housewives along with prostitutes in our Census data to show them that they are involved in ‘unproductive’ activities. These are economic constructs imposed by the west on the rest and it is a form of terminological terrorism which is mouthed ad-nauseam by our economists and policy planners without understanding their implications.

Stalin was the most audible and powerful spokesman in the campaign against what he contemptuously called uravnilovka (leveling). His hostility - voiced in sarcastic and dismissive terms - was so deep and so clearly enunciated that it rapidly became state policy and social doctrine. He believed in productive results, not through spontaneity or persuasion, but through force, hierarchy, reward, punishment, and above all differential wages. He applied this view to the whole of society. Stalin's anti-egalitarianism was not born of the five-year plan era. He was offended by the very notion and used contemptuous terms such as "fashionable leftists", "blockheads", "petty bourgeois nonsense" and "silly chatter," thus reducing the discussion to a sweeping dismissal of childish, unrealistic, and unserious promoters of equality. The toughness of the delivery evoked laughter of approval from his audience.

America’s approach to Iran’s nuclear challenge over the past decade has reprised too much of what led up to our two recent ill-fated wars. Exaggerated descriptions of the threat, false assumptions, and overly narrow reasoning have been resounding through the foreign policy punditry’s echo chamber. It is taken for granted that Iran’s nuclear program is a national and global security concern—especially in light of that country’s fairly advanced missile-delivery system—and an existential threat to Israel, an unacceptable strategic game changer that will destabilize the Middle East by eventually placing nuclear material in the hands of terrorists or leading to a regional nuclear arms race and more broadly endangering world peace by fueling nuclear proliferation. In short, Iranian nukes are a red line that must not be crossed. America will “not countenance” Iran getting nuclear weapons, said President Obama as he insisted that an American policy of pressure and coercion would ensure that that would not be the case.4 Bending Iran’s will thus became a key test of U.S. power and effectiveness, in American minds as well as those of friends and foes alike. This approach came with a large downside risk, however, for it committed America to a path of increasing pressure, backed by military threats, to realize what was from the outset an improbable goal.

The National Socialist Movement has, besides its delivery from the Jewishcapitalist shackles imposed by a plutocratic-democratic, dwindling class of exploiters at home, pronounced its resolve to free the Reich from the shackles of the Diktat of Versailles abroad. The German demands for a revision were an absolute necessity, a matter of course for the existence and the honor of any great people. Posterity will some day come to regard them as exceedingly modest. All these demands had to be carried through, in practice against the will of the British French potentates. Now more than ever we all see it as a success of the leadership of the Third Reich that the realization of these revisions was possible for years without resort to war. This was not the case-as the British and French demagogues would have it-because we were not then in a position to wage war. When it finally appeared as though, thanks to a gradually awakening common sense, a peaceful resolution of the remaining problems could be reached through international cooperation, the agreement concluded in this spirit on September 29, 1938, at Munich by the four great states predominantly involved, was not welcomed by public opinion in London and Paris, but was condemned as a despicable sign of weakness. The Jewish capitalist warmongers, their hands covered with blood, saw in the possible success of such a peaceful revision the vanishing of plausible grounds for the realization of their insane plans. Once again that conspiracy of pitiful, corrupt political creatures and greedy financial magnates made its appearance, for whom war is a welcome means to bolster business. The international Jewish poison of the peoples began to agitate against and to coroode healthy minds. Men of letters set out to portray decent men who desired peace as weaklings and traitors, to denounce opposition parties as a “fifth column,” in order to eliminate internal resistance to their criminal policy of war. Jews and Freemasons, armament industrialists and war profiteers, international traders and stockjobbers, found political blackguards: desperados and glory seekers who represented war as something to be yearned for and hence wished for. Adolf Hitler - speech to the Reichstag Berlin, July 19, 1940

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The five most highly correlated factors are: Organizational culture. Strong feelings of burnout are found in organizations with a pathological, power-oriented culture. Managers are ultimately responsible for fostering a supportive and respectful work environment, and they can do so by creating a blame-free environment, striving to learn from failures, and communicating a shared sense of purpose. Managers should also watch for other contributing factors and remember that human error is never the root cause of failure in systems. Deployment pain. Complex, painful deployments that must be performed outside of business hours contribute to high stress and feelings of lack of control.4 With the right practices in place, deployments don’t have to be painful events. Managers and leaders should ask their teams how painful their deployments are and fix the things that hurt the most. Effectiveness of leaders. Responsibilities of a team leader include limiting work in process and eliminating roadblocks for the team so they can get their work done. It’s not surprising that respondents with effective team leaders reported lower levels of burnout. Organizational investments in DevOps. Organizations that invest in developing the skills and capabilities of their teams get better outcomes. Investing in training and providing people with the necessary support and resources (including time) to acquire new skills are critical to the successful adoption of DevOps. Organizational performance. Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours. A good example of this is Google’s 20% time policy, where the company allows employees 20% of their week to work on new projects, or IBM’s “THINK Friday” program, where Friday afternoons are designated for time without meetings and employees are encouraged to work on new and exciting projects they normally don’t have time for.

The labor and delivery ward needed to have a false-eyelash policy.

While it’s against HQ policy for magic to be used when not for delivery purposes, it’s fucking Christmas. I’m barely off shift, there’s someone injured, and I’m fucking Santa. This is—quite literally—my day. I’ll do whatever the fuck I want.

When Tony Abbott became prime minister in 2013, he announced that he would be a prime minister for indigenous affairs and that responsibility for this area would be moved into the Department of the Prime Minister and Cabinet. Yet PM&C had no substantial infrastructure for developing or delivering indigenous policy – one of the most difficult areas of public policy. PM&C is a department that specialises in coordinating the work of the rest of the public service, not in running a major area of spending in its own right. To start with the basics, PM&C doesn’t have offices around the country, let alone in remote locations. So it immediately had to assign the delivery of indigenous services to other parts of the bureaucracy.

Recommendation 7: Build human capital in government. While Moneyball uses big data and advanced statistics, the endeavor ultimately depends on people. To take one example: rapid-cycle evaluation at a service-delivery agency requires policy experts to identify plausible new approaches; program managers to implement them; technologists to create or modernize data systems to capture effects; social scientists or statisticians to analyze the data on effects; and crosscutting leaders who know how to bring these pieces together with inspiration and precision.

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This book reveals the complexity of nurses’ motivations for joining. It probes how humanitarian nursing within a Quaker-based organization challenged nurses’ perception of their role as purveyors of Western-based knowledge and standards, even as they confronted questions of medical ethics and unfamiliar cultural practices. The Gadabout nurses’ narratives are not solely about what happened to them and how they reacted to the challenges. Rather, they are about how men and women as categories of identity have been constructed within the gendered mainstream historiography, particularly the international relations discipline.1 The China Convoy suggests that nurses’ voices should be taken more seriously, not only within the scholarly literature but also within the contemporary policy formation process. Nurses have been and will remain key to the delivery of humanitarian assistance. It is my hope that this book will open avenues of scholarly inquiry within the history and practice of humanitarian nursing.

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Zego is a London based insurtech start-up that provides flexible motor, personal and commercial insurance. The company sells policies ranging in length from an hour to a year. Customers purchase these online, via phone and through Zego’s app. Zego was founded by former Deliveroo employees Sten Saar and Harry Franks, alongside Stuart Kelly, former Head of Engineering at Hubble. The company originally began operating in the motor insurance market, selling policies by the hour to part-time fast food delivery drivers. In 2020 Zego started to offer private hire insurance policies. Since 2016, the company has expanded into other areas of insurance, including public liability insurance for self-employed professionals and employers’ liability cover for businesses. In September 2018, Zego launched overseas, making flexible motor insurance products available to delivery drivers in Ireland. In December 2018, Zego began offering motor insurance policies in Spain.

For the UK government, policy and economics have long reigned supreme. This created an institution exceptionally strong in those disciplines, and therefore very good at addressing issues that could be solved using just the two specialisms. For everything that requires a different perspective, such as operations, design and technology, the picture is less rosy.

Our Republic is based on compromise, and it guarantees an unhappy truth for everyone—you'll have to live with people and policies not entirely to your liking. The philosophy of "complete victory at all costs" leads to the dark side, because once you reject the will of the majority as a sacred principle, all forms of deceit and violence become legitimate forms of political expression.

Smalley’s vision was that electricity should become the ubiquitous fuel of the twenty-first century, based on a decentralized, local energy storage model where everyone on the grid would have a personal storage appliance that could ensure delivery of uninterrupted power. This distributed system would be supplemented by rewiring the electric grid with superconductors that could enable cross-continent and even worldwide electrical transmission, taking advantage of time zones, climate variations, and large-scale sources of power such as nuclear energy. Smalley was ahead of his time.

The possibility of a seamless network of electrified robo-taxis, self-driving delivery vehicles, and public transit linked to smartphone applications might seem like science fiction, but the COVID-19 pandemic crisis in 2020 gave a flavor of what is to come. In China’s pandemic epicenter of Wuhan, unmanned, autonomous electric vehicles, monitored remotely from a computer screen in a different location, were used to deliver hospital supplies, to disinfect isolation areas, and to deliver meals to quarantined people.

Good,” I say, and point out to everyone that Wal-Mart’s policies fit together—the bar codes, the integrated logistics, the frequent just-in-time deliveries, the large stores with low inventory—they are complements to one another, forming an integrated design. This whole design—structure, policies, and actions—is coherent.

Quoting page 32: Third, the riots spurred aggressive efforts by federal officials to dampen the violence by speeding delivery of benefits, especially jobs paying good wages, to urban minorities who found little payoff in the civil right legislation of 1964-65. The Small Business Administration (SBA), seeking to aid proprietors of riot-damaged stores and to encourage minority ownership in urban rebuilding efforts, established in 1968 the section 8(a) program. Targeted to aid heavily damaged core areas through grants and subsidized business loans, the 8(a) program avoided the racial quota taboo by funneling aid to “socially disadvantaged” persons, not to minorities per se. But most participants in the 8(a) program were minority business entrepreneurs.

When objections are discussed, they should be stated in full force. This is simply just, and is also obviously good policy. “Express it precisely as you believe it to be in the hearer’s mind, so that, listening to your exposition of it, he may say to himself, ‘That is exactly my objection; that is precisely my difficulty, and I should wish very much to hear how the preacher will clear it up.

Policies cannot and probably should not anticipate all irrationalities and breakdowns in individual families. Nonetheless, given the heavy presumption in the delivery of public goods that ‘family is the first line of support,’ more must be done to ensure that a reasonable family life—which is more than just the formation of a family unit—is not a class privilege.

today’s and tomorrow’s healthcare delivery system. To become engaged in advocacy, and to set the agenda for human resources and nursing resources for health care, nurses must be at the forefront of policy engagement, dialogue, and implementation.