Monday, January 27, 2020

Community Safety Initiatives | Evaluation

Community Safety Initiatives | Evaluation INTRODUCTION Purpose of this paper is to discuss the main problems confronting those who must evaluate community safety initiatives. In order to do this, the paper first provides an overview of the problem. This is followed by an analysis of support and initiative by governments, technical difficulties, access to data, political pressure, and utilisation. COMMUNITY SAFETY EVALUATION The initial challenge facing every community safety initiative is to meet crime reduction targets whilst also implementing preventative measures to ensure long-term reductions in crime and disorder. Arguably, high quality evaluation can play a role in this as it can help better understand what works and how it works (Morton 2006). According to AG (2007), evaluation is concerned with making value-based judgments about a program. Mallock and Braithwaite (2005:4) define evaluation as â€Å"the systematic examination of a policy, program or project aimed at assessing its merit, value, worth, relevance or contribution†. Any evidence of the benefits and impact of initiatives will help to influence local partners in commissioning decisions. However, according to Morton (2006), some evaluators have been more able to undertake evaluations than others. As Read and Tilley (2000) claim, evaluation stage continues to be a major weakness of a community safety program. Proper evaluations of community safety initiatives are rare (Community Safety Centre 2000). According to Rhodes (2007), a range of policies and programs has been established with the aim of achieving greater community participation and involvement leading to increased community capacity. However there has been little evaluation of this approach or the specific programs. Read and Tilley (2000) also claim that there is relatively little systematic evaluation and a shortage of good evaluations. Moreover, what is available is generally weak. According to AG (2007), the reasons for the lack of evaluation of community safety programs have not been studied extensively, but social, political and financial considerations are likely to have a strong influence. Evaluation studies consume resources, and therefore are competing for the limited resources available and must be justified by the value of the information which they provide. There are also several other relevant factors including the limited knowledge and experience of evaluation theory and practice of many program managers and organisers. In addition, evaluation evidence is often seen as bad news since program objectives tend to be over-optimistic and hence are rarely fully met; a situation that evaluation might expose. LACK OF SUPPORT AND INITIATIVE According to Community Safety Centre (2000), little time and resources are available for conducting evaluation. When evaluation does occur, the size does matter. It can depend on how large the partnership is as to the resources that they have available for evaluation (Cherney and Sutton 2004). Often in small partnerships no money is put aside for evaluation. Since majority of serious evaluations are going to be expensive, this can particularly be a problem for small projects where a good evaluation may take up a relatively large proportion of the project budget. Thus, very often people will argue that this is an unnecessary cost. Furthermore, practitioners very often feel that they can themselves quiet easily tell whether or not something has been a success. Community Safety Centre (2000) concludes that recommendations that something works, by people who were involved in implementing the initiative, are often based on relatively weak evaluation evidence commonly relying on more gener al impressions that are usually not objective enough. In Australia, for example, neither central nor regional government has so far encouraged evaluators to undertake their own evaluation (Cherney and Sutton 2004). Community Safety Centre (2000) and Morton (2006) also claim that there is a lack of commitment from central government and local agencies, arguing that the problem lies in attracting and maintaining involvement of people and agencies that really are not interested in crime prevention or community safety. According to Morton (2006), evaluators have only been required to produce quarterly reports with milestones for the future and not to undertake a real reflection on a project, including writing a review on the project and analysing available data. All evaluators have to do is monitor whether money is being spent on outputs. Read and Tilley (2000) argue that there is little attention paid to how initiatives may have had their effects. There is not enough investment or requirement for evaluation. According to Varone, Jacob and De Winter (2005), policy evaluation is an underdeveloped tool of Belgian public governance. They claim that it is partitocracy, weakness of Parliament vis-à  -vis the government, and the federalisation process that is characteristic of the recent institutional evolution of the country, that jeopardise the development of a mature evaluation culture. TECHNICAL DIFFUCULTIES Evaluators might find barriers at each of the evaluation steps, including problem formulation, design of instruments, research deign, data collection, data analysis, findings and conclusions and utilisation (Hagan 2000). In respect to problem formulation, evaluation researchers are often in a hurry to get on with the task without thoroughly grounding the evaluation in the major theoretical issues in the field. Glaser and Zeigler (1974) claim that much of what is regarded as in-house evaluations has been co opted and is little more than head counting or the production of tables for annual reports. Further problem is the absence of standardised definitions. The confusion over definitions has not only impeded communication among researchers and, more importantly, between researchers and practitioners, but also has hindered comparisons and replications of research studies. Furthermore, although evaluators would prefer control over treatment and a classic experimental design, with random assignment of cases to experimental and control groups, this seldom happens. In many instances it is very difficult to find organisations that would be willing to undergo experimentation, particularly if it involves the denial of certain treatments (control group) to some clients. The program planners and staff may resists randomisation as means of allocations treatments, arguing for assignment based on need or merit. The design may not be correctly carried out, resulting in nonequivalent experimental and control groups. The design may break down as some people refuse to participate or drop out of different treatment groups (experimental mortality). Some feel that randomised designs create focused inequality because some groups receive treatment others desire and thus can cause reactions that could be confused with treatments. Much of the bemoaning concerning the inadequacy of research design in evaluation methodology has arisen because of an over-commitment to experimental designs, and a deficient appreciation of the utility of post hoc controls by means of multivariety statistical techniques. It may be that more rapid progress can be made in the evolution of preventive programs if research designs are based on statistical rather than experimental model. One major difficulty in evaluation research is in procuring adequate control groups. In respect to data collection, one principal shortcoming of much evaluation research has been its over reliance on questionnaires as the primary means of data gathering. Program supporters will jump on methodological or procedural problems in any evaluation that comes to a negative conclusion. Hagan (2000) also lists other obstacles to evaluation, including unsound and poorly done data analysis, unethical evaluations, naive and unprepared evaluation staff, and poor relationships between evaluation and program staff. Community Safety Centre (2000) argues that, unlike experimental researchers, evaluators often have difficulty comparing their experimental groups with a control group. Although evaluators might attempt to find a similar group to compare with, it is usually impossible to apply the ideal experimental rigor of randomly allocating individuals to an experimental condition and a control condition. According to AG (2007), those responsible for commissioning or conducting evaluation studies also need to take account of the local social, cultural and political context if the evaluations are to produce evidence that is not only useful, but used. According to Morton (2006), some evaluators have stressed their incompetence, claming that they do not know how to undertake evaluation. Schuller (2004) has referred to the lack of accuracy in their predictions, partly due to a lack of post-auditing information. She further argues that evaluators apply a narrow scope that stresses well-established knowledge of local impacts, whilst underplaying wider geographical, systematic, or time factors. Evaluation research can be a complex and difficult task (Community Safety Centre 2000). Evaluators are often described by a lack of control over, and even knowledge of, wide range of factors which may or may not impact on the performance indicators. While evaluating a single crime prevention initiative may be difficult enough, evaluating a full community safety project may be many times more complicated. The intervention package often impacts beyond the target area and this impact needs to be anticipated. As an additional complication, evaluation research can itself have an impact on the outcome of an initiative. A secondary role of the audit process is to raise awareness and build support for the initiative in the affected community. ACCESS TO DATA A commonly reported problem with evaluation has been access to relevant data (Morton 2006). Morton (2006) claims that it is often hard to get good baseline data against which to evaluate a project, mainly because procedures and resources for appropriate multi-agency data collection and mapping are not in place. Often the relevant data is not recorded or collated across services and analysed together to give a complete picture of the problem. Furthermore, partnerships often lack appropriate analytical skills to use quantitative data (Morton 2006). According to Hagan (2000), if proper data for evaluation are absent and clear outcomes or criteria of organisational success are absent, then a proper evaluation cannot be undertaken. The success of the entire evaluation process hinges on the motivation of the administrator and organisation in calling for an evaluation in the first place. It should be possible to locate specific organisational objectives that are measurable. The key assumptions of the program must be stated in a form which can be tested objectively. However, this often does not happen in practice. POLITICAL PRESSURE Political pressure can present another problem for evaluators. Administrators often want to spend all the funding available on implementation as opposed to evaluation (Morton 2006). Thus, being aware of the political context of a program is a precondition for useable evaluation research (AG 2007). Evaluation research requires the active support and cooperation of the agency or program to be evaluated (Hagan 2000). However, the program administrator’s desire to reaffirm his or her position with favorable program evaluations may conflict with the evaluator’s desire to acquire an objective appraisal of a program’s impact. The end result may be either a research design with low scientific credibility and tainted results, or a credible study that never receives a public hearing because the administrator does not like the results. According to Read and Tilley (2000), few evaluations are independent and evidence is used selectively. There is undue satisfaction with redu ction as an indicator that the initiative was effective without attention to alternative explanations, or to possible side-effects. They further argue that 84% of evaluations they studied were conducted by the initiative coordinator or staff, and only 9% were by an independent external evaluator. Thus, it is challenging for partnerships to persuade for funding to be put aside for evaluation. Evaluator’s job is also affected by balancing the need to be strategic and pressure to produce â€Å"runs on the board† by local authorities and central agencies, as well as the greater value placed on â€Å"projects† compared to â€Å"planning† within local authorities (Cherney and Sutton 2004). According to Hagan (2000), even the best laid evaluation plans can â€Å"bite the dust† in the â€Å"high noon† of political reality. In discussing the politicisation of evaluation research, Hagan (2000) points out the incasing political nature of evaluations as they are increasingly used to decide the future of programs. According to him, part of the administrator’s concern about evaluation research comes from the dilemma that research creates for him. The evaluation process casts him in contradictory roles. On the one hand, he is the key person in the agency, and the success of its various operations, including evaluation, depends on his knowledge and involvement. On the other hand, evaluation carries the potentiality of discrediting an administratively sponsored program or of undermining a position the administrator has taken. MURPHY’S LAW Hagan (2000) applies Murphy’s Law to evaluation research, clearly indicated barriers that evaluator faces. In relation to evaluation design: the resources needed to complete the evaluation will exceed the original projection by a factor of two. after an evaluation has been completed and is believed to control for all relevant variables, others will be discovered and rival hypothesis will multiply geometrically the necessity of making a major decision change increases as the evaluation project nears completion. In relation to evaluation management: the probability of a breakdown in cooperation between the evaluation project and an operational agency is directly proportional to the trouble it can cause. if staying on schedule is dependent on a number of activities which may be completed before or after an allotted time interval, the total time needed will accumulate in the direction of becoming further and further behind schedule. In relation to data collection: the availability of data element is inversely proportional to the need for that element historical baseline data will be recorded in units or by criteria other than present or future records none of the available self-report formats will work as well as you expect In relation to data analysis and interpretation: in a mathematical calculation, any error that can creep in, will. It will accumulate in the direction that will do the most damage to the results of the calculation. the figure that is most obviously correct will be the source of error if an analysis matrix requires â€Å"n† data elements to make the analysis easy and logical, there will always be â€Å"n-1† available. When tabulating data, the line totals and the column totals should up to the grand total; they won’t In relation to presentation of evaluation findings: the more extensive and thorough the evaluation the less likely the findings will be used by decision makers. UTILISATION Evaluator is often approaching his or her job knowing that evaluation results are often not appropriately utilised. This might significantly impact his or her performance. Hagan (2000) claims that evaluations have not been effectively utilised, and that much of this waste is due to passive bias and censorship within the field itself, which prevent the publication of weaker, less scientific findings, and to misplace client loyalty. Cherney and Sutton (2004) argue that there has been a lack of status and authority within the overall structure of local government to facilitate change in polices and practices. Furthermore, there are agencies and units both within local authorities and externally who are unwilling to be held accountable for community safety outcomes. According to Schuller (2004), there has been inadequate organisation, scheduling and institutional integration into the overall decision-making process, with impact assessment often undertaken towards the end. It has also bee n suggested that the most pertinent issue may be, not to predict accurately, but to define appropriate goals, and then set up the organisation that can effectively adapt and audit the project to achieve goals. CONCLUSION The paper has discussed the main problems confronting those who must evaluate community safety initiatives, looking at the issues of support and initiative, technical difficulties, access to data, political pressure, and low utilisation. Proper evaluations of community safety initiatives are rare. Little time and resources is available for conducting evaluation and there is a lack of commitment from government and local agencies. Barriers have been experienced throughout the evaluation process, including problem formulation, design of instruments, research deign, data collection, data analysis, findings and conclusions and utilisation. Further barriers have been presented by lack of focus on the local social, cultural and political context. Some evaluators have even stressed their incompetence, claming that they do not know how to undertake evaluation. Relevant data is often not recorded or collated to give a complete picture of the problem. Political pressure also presents a signifi cant problem as administrators find themselves in contradictory roles. Furthermore, they often want to spend all the funding available on implementation as opposed to evaluation. Finally, evaluation results have not been effectively utilised, which can have a significant negative impact on evaluators. BIBLIOGRAPHY Australian Government Attorney Generals Department (AG). (2007). â€Å"Conceptual Foundations of Evaluation Models†. Cherney, A and Sutton, A. (2004). Aussie Experience: local government community safety officers and capacity building†. Community Safety Journal, Vol.3, Iss.3, pg.31. Community Safety Centre (2000). â€Å"Research and Evaluation†. Community Safety research and Evaluation Bulletin†. No.1. Glaser, D. and Zeigler, M.S. (1974). â€Å"The Use of the Death Penalty v. the Outrage at Murder†. Crime and Delinquency, pp.333-338. Hagan, F.E. (2000). â€Å"Research Methods in Criminal Justice and Criminology (eds)†. Allyn and Bacon. Mallock, N.A. and Braithwaite, J. (2005). â€Å"Evaluation of the Safety Improvement Program in New South Wales: study no.9†. University of New South Wales. Morton, S. (2006). â€Å"Community Safety in Practice – the importance of evaluation†. Community Safety Journal, Vol.5, Iss.1, pg.12. Read, T and Tilley, N. (2000). â€Å"Not Rocket Science? Problem-solving and crime reduction†. Crime Reduction Research Series Paper 6, Home Office. Rhodes, A. (2007). â€Å"Evaluation of Community Safety Policies and Programs†. RMIT University. Schuller, N. (2004). â€Å"Urban Growth and Community Safety: developing the impact assessment approach†. Community Safety Journal, Vol.3, Iss.4, pg.4. Varone, F., Jacob, S., De Winter, L. (2005). â€Å"Polity, Politics and Policy Evaluation in Belgium†. Evaluation, Vol. 11, No. 3, pp.253-273.

Sunday, January 19, 2020

Difference Between Leadership and Management Essay

What is leadership? What is management? Leadership and management are two words that are considered synonymous but describe two distinct concepts. Both are needed in a successful organization. Leadership and management together will build and maintain a successful organization. Interest in leadership in the American culture increased in the early twentieth century and continues to development in context. Behavioral theories evolved to today’s transformational leadership and visionary leadership. All the theories are attempting to identify leadership traits and behaviors. Leadership Term Paper: Excerpt If the role of situations is vital in matters of self-control, how much more significant must it be in connection with social control and leadership. If â€Å"character varies from situation to situation,† then it is fair to assume that leadership likewise varies. Consistency of behavior is doubtless a leadership trait, but behavior may vary according to situations, even on the part of any person. A person may be generally consistent in some situations and inconsistent in others. It is apparently necessary, therefore, to study situations in relation to personality reactions in order to account for ability, or for failure, to lead. Leadership Term Papers: Excerpt Situational leadership often explains leadership unevenness. A person may use leadership technique in a situation for which it is not intended with the result that it does not work well, or it fails. Every after dinner speaker has told more than one joke which he thought appropriate but which â€Å"fell flat,† because there were situational factors that the speaker did not suspect. Whenever a situation contains factors that a leader does not take into consideration, his leadership is endangered. A wise leader â€Å"knows his situations,† or else his leadership displays much unevenness. Leadership Research Paper: Excerpt The situational nature of leadership explains why a leader sometimes seems to contradict himself and to act like a hypocrite even though he loathes hypocrisy. It often happens, as any leader in an administrative position can testify, that a person may act sincerely and honestly in each of two different situations and find that he has contradicted himself, simply because the two situations are contradictory in certain particulars. Loyalty in one situation may contradict loyalty in another. A leader who desires to please is especially subject to this dilemma. Leadership vs. Management There are several distinctions between thoughts of management and leadership; some of the key points are discussed below. I believe that effective management ceases to reach its potential without respected leadership. Although leadership and management are necessary ingredients to creating actualized organizations. 1.Management implements the structures and tasks to create a holistic team of productive employees, while leadership sets the vision and creates an atmosphere where the teams commit to the mission and are encouraged to reach their potential. Management is more of a hands-on approach to ensure leaderships vision and strategy is in congruence with the companies operations. One of the goals of management is to ensure the organization effectively deploys of resources. One of the major goals of leadership is to assist customers and employees to understand the values and mission of the organization while having the responsibility of ensuring those constituencies are committed to the organizations value offering. I feel that leadership responsibility is to identify what the change initiatives need to be in conjunction with employees, customers and suppliers while management’s responsibility is to ensure effective implementation of those initiatives. According to Senge; profound change initiatives invariability lead people to a heightened sense of meaning and aspiration. Leadership has the responsibility to ensure the opportunity for meaning and aspiration occur within the organization, great leaders strive to continually inspire such. Management has the opportunity to see to it that meaning and aspiration is actually being achieved while leadership creates the atmosphere for it to thrive. 1.Management challenges the vision of the company, which was created by leadership as to ensure the desired results are being achieved, while leadership identifies continual opportunities for a greater vision. According to Nonaka (quoted from Dance of Change), â€Å"A company is not a machine but a living organism. Much like an individual, it can have a collective sense of identity and shared purpose†¦ a shared understanding of what the company stands for†. Leadership must create opportunities for that shared vision and collective sense of identity to emerge. Leadership can inspire this to happen through management developing initiatives within cross-department relationship building and teamwork building. Management has the responsibility to ensure this takes place while leadership sets the strategy and places the goals high on the corporate agenda. Leadership sets the priorities, while management gets the priorities done. Among many other tasks, Leadership has the responsibility to: 1.Develop an overall strategic vision for the organization or team 2.In conjunction with the organization, drive the desired results 3.Enable an atmosphere which encourages cross-functional teamwork 4.Be in-touch with the organization at all levels 5.Asks the high-level questions and ensures the answers are understood by all in the organization 6.Encourages the organization to explore alternatives and better ways of doing business 7.Assists the organization to see the big picture In contrast among other tasks, management has the following responsibilities: 1.Management includes the actual coordination of processes and work-flows 2.Includes the process of evaluating resources, assessment and measurement of various pieces throughout the organizations 3.Management includes ensuring that all feedback, comments, and innovative change initiative ideas are brought to the forefront of the decision making process 4.Seeks to make the planning process a more successful endeavor 5.Helps to implement the answers to the big questions into best practices for the organization The Role of Leadership in Strategy The role of leadership in strategy includes many facets some that are tangible and some that are not. For example the role of leadership in strategy is to determine what the big picture is and to ensure the organization has a plan for discovering those answers to the big questions. I believe the role of leadership in developing strategy is to create many areas of possibility for the organization and to create an atmosphere where employees feel committed to creating those possibilities. The example provided by Senge about what was happening in South Africa in the early 1990’s is a great one. Leadership of South Africa was trying to develop a set of alternative stories about what might happen in South Africa. They came together and developed several stories and tried to examine what the country will look like in the future. Leadership in fact, was trying to shape and define the story and to have this story be as positive as possible for the country. I believe the same high-level story development is the main responsibility of leadership in strategy for an organization at all levels. The role is for the leadership to define how they want the company to interact in the world and to develop a story that is much bigger than the organization. This story must be believed by all participants in the organization and must be walked the talk by leadership. For example the role of leadership in defining one of the key tenants for Whole Foods is â€Å"We Sell the Highest Quality Natural and Organic Products Available†. The role of leadership in developing this strategy is key to the companies fundamental belief system, and many of the employees and customers are committed to this strategy. The role of leadership is to create the vision and ensure it is in real congruence with the organizational realty. How is leadership critical to realizing strategy? I believe without leadership, strategy cannot be truly realized for a sustainable period. For example if there lacks a person or people who rise above and create the vision and see to it, that it is a manifestation throughout the organization, the strategy will be lost at sea. The waves of business cycles and changing resources will ensure the strategy is tossed and turned and will not go on a path toward true-fulfillment of the highest levels of success. Leadership sets the stage for strategy by asking the core questions, shaping the vision, and allowing for an atmosphere, which encourages the awareness and commitment to the strategy. Leadership is critical: 1.It creates a vessel for continuous improvement and adaptation of strategy 1.Ensures the proper questions are asked and answered 2.Creates an atmosphere for growth and change 3.Demonstrates effective behavior 4.Tries to get the highest potential out of resources 5.Creates the strategic vision 6.Brings together key aspects of the strategy The world we live in is changing at an alarming rate as a result of all the new discoveries that have been made over the years. These new discoveries have been aided by the availability of better learning facilities and equipment. These were not available in the early days. As scientists continue to discover and invent new equipment, the world is adapting them and incorporating them in the societies. As a result, the world we are living in is heavily dependent on inventions and machines to carry out tasks. Moreover, as a result of the advanced technology, people are getting more intelligent hence they are able carry out more researches of their own as well as make their own new inventions. In the medical world this has eased management as well as other treatment methods such as surgery.

Saturday, January 11, 2020

Price Rise

PRICE-RISE This is one topic in which I do not have to think before writing an article. The recent price rise in the essential commodities has hurt the common man where it hurts the most. The prices of onion , tomatoes, pulses have skyrocketed which adds flavor to the otherwise normal lifestyle of below average Indian. The above statement is a sarcasm in itself, but its necessary to show the grave situation which the normal citizens of this country are facing in the normal time.The prices of pulses which is nearly a staple diet for most of the country has risen to a large extent from the last 2 years. This may be due to less area under production for pulses in country or less per hectare yield of pulses or growth in demand. But the apathy is that there is no supportive government policy which could have helped India to raise the pulses production by giving more incentives to the farmers growing pulses, reducing loses to the intermediaries.One more benefit of higher pulses production is it takes less of nitrogenous fertilizers and is essential for regular wheat rice fields. The prices of onion has risen nearly 300% or more in the last month. The first reason is inefficient government policy which do not foresee demand supply situations, since onions are perishable quantities. The recent unseasonal rains in Nasik area has destroyed 10% of the crops, but still the quantum of price rise cannot be substantiated. The major culprit here is no control over the last leg of supply chain i. retailers , they are having the profit margin of more than 50% . They are speculating on the deficient supply and holding the common man on ransom. Moreover in India expert was stopped at a much later stage , which led to the spike in prices for the first instance. The rest and the last reason which is common to all, I would discuss in the later part of the article. There is another factor which is at play in high inflation rates across the commodities and it is ever increasing rates o f petrol and diesel.The common plea given by the government to the people of India during every rate increase is rising international crude prices, But they should first answer why there is double taxation by center and state on sale of petrol and diesel. My first question to the respective governments is why cannot these duties be reduced, so that atleast the transportation cost for the common commodities is reduced. Now let us come to the contentious issue which is common to all the commodities price rise and bone of contention between the government and opposition parties that is forward trading.Now some people will criticize me of knowing very little of the commodity trading, but my only point is why do you need speculative trading on the essential commodities, when you could have such trading on nearly each and every finance vehicle like equity shares, currency exchanges etc. The forward trading increases the speculation in markets and people who are really not in the supply ch ain of these commodities get into it and unnecessarily disrupts the chain leading to disparity in normal price mechanism of these commodities.Similarly prices of milk and other commodities could be discussed singly, but I just want to make a point that a concerted serious action is required for dealing the situation as it is hurting the foundation of common man economics in India. All the arms of government machinery, NGO's, common man should make an effort to discuss this problem and devise solutions which are practical and pragmatic in nature. Well I am doing my part by writing and publishing this article on net, so that our online community is more educated on the topic which is raging in India currently.

Thursday, January 2, 2020

Reducing Children Obesity And Solution Essay Essay

Reducing Children Obesity/Solution Essay Presented to Mikayla Davis Writing 1310 Instructor Prepared by Monique Freeman 7 November 2016 Memorandum DATE: 7 November, 2016 TO: Ms. Davis, Writing 1310 Instructor FROM: Monique Freeman SUBJECT: Reducing obesity in children This is the report you asked for on 10 October 2016. It refers to the status of obese children. Here in this report are recommendations for reducing obesity in children around the world. I have gotten academic sources to prove my points and for my recommendations. The academic sources provide information on what is causing children to become obese and what we can do to fix it. Obesity in children has become one of the main problems in today’s world. There are many solutions to solve the problem for obese children. The information I have gathered gives different solutions to help reduce children obesity. Recommendations for reducing obesity in children include more family involved physical activity, healthier eating, living in safe environments, etc. Executive summary Purpose and method of this report Children obesity is a major concern for people across the world. I have conducted research on why many children are becoming obese. There are various factors as to why many children are becoming obese. The purpose of this report is to propose solutions to solve the problem of children becoming obese. Findings and conclusions Childhood obesity is a major threat to the health ofShow MoreRelatedThe Effects Of Obesity On People, Cancers And Type 2 Diabetes1252 Words   |  6 PagesIntroduction: Obesity has become a growing issue in the recent years and its increasing trend is now referred to as a ‘pandemic’ by many researchers and scientists. With a  £3.2 billion currently estimated cost of overweight and obesity to the NHS, one can understand the growing interest in this matter. 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