Poverty,population and environmental degradation in China

This article examines the relationship between poverty, population, and environmental degradation in China. Environmental conditions include water pollution, deforestation, destruction of grasslands, soil erosion, and salinization. The authors review China's success in controlling environmental degradation through leadership, environmental policies, and institutional capacity. Findings suggest that environmental progress is best achieved indirectly by poverty alleviation, market integration, and population control. Government policies were not very effective. Degradation occurs due to limited financial resources, poorly trained personnel, and political factors. Control of water pollution was instituted since the 1980s. The levels of pollutants have been reduced, but the type of pollutant determines the seriousness of impact. Water pollution is due to industrial wastes, agricultural run-off, and soil erosion. Since the 1970s, reforestation targets have not been met. Technical extension and monitoring of planting is not available in most areas, and private, profit seeking interests control acreage. Grassland destruction is due to deforestation, agricultural expansion, and overgrazing. Independent regional authorities have successfully managed pasture programs. Erosion is the most serious in Loess Plateau, the Red Soils area, the Northeast China Plain, and the Northwest Grasslands, which comprise 70% of total land area. In 1990, erosion control was practiced in 39% of eroded land area. Salinization has remained fairly constant. Environmental controls (direct regulation, planned recovery, and state-mandated technological improvements) are uneven. The main tool for environmental management is the State Environmental Protection Commission and its executive unit, SEPA. Problems stem from vague laws, lack of means of enforcement, lack of coordination of laws, and lack of standards, schedules, and other provisions in ordinances.     

Managed competition

People don't like change. That includes materiel managers, administrators, and clinical providers. Managed competition or managed care will work if, and only if, the American professions and the American public recognize the value of highly educated and qualified clinical and nonclinical providers and if the health care industry responds in kind.     

Why CEOs aren't buying the plan

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