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2009年1月1日，中共中央、国务院发布了《关于2009年促进农业稳定发展农民持续增收的若干意见》。为贯彻落实这一文件精神，具体部署有关工作，××市人民政府决定于2009年1月16日发文召开各县(市、区)政府一把手和主管农业领导参加的农村工作会议。假如由你代拟这份公文，请就下列问题作答。 这份公文属于( )。
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Questions 16 to 20 are based on the following talk.
Despite wars, famines, and epidemics, Earth’s population is booming ahead to new records—with no end in sight. Every day, the world adds enough people to populate a medium-sized city in the US. In one month, the number of new-world citizens equals the population of New York City. Every year, there are 90 million more mouths to feed, more than the total population of Germany. Several factors are propelling this rapid growth, including an element that is often overlooked: the huge number of teenagers who are becoming mothers, particularly in the countries of sub-Saharan Africa. In four African nations—Niger, Mali, Sierra Leone, and Ivory Coast—1 out of every 5 adolescent females of childbearing age has a baby annually. The US Bureau of the Census says this high rate of motherhood among teens has helped to maintain the high pace of births across most of the African continent. By starting a family early, a typical woman in Somalia, for instance, has seven children during her lifetime. Equally large-families are the rule in Zambia, Zaire, Uganda, Mauritania, Mali, Malawi, and Ethiopia. The current record-holder for fertility is strife: torn Rwanda, where a typical mother has at least eight or nine children. While population experts often focus on Africa’s problems, analysts note that teenage mothers are also far more prevalent in the United States than in France, Germany, Italy, Sweden, or Britain. This issue—"babies having babies"—has recently gained prominence in the US. Teenaged motherhood in the US has fueled an expansion of the state-federal welfare system and brought cries for welfare reform from lawmakers. With its high rate of teen births, the US now ranks alongside Indonesia and parts of South America, and only modesty ahead of Mexico, India, and Pakistan. Overall, the fertility rate among Americans remains relatively low at 2.1 births per woman—about the replacement level. Although the US population is expected to climb steadily, from 260 million today to 323 million by 2020, most of that growth will come from immigration. The Census Bureau estimates that in Haiti, where thousands of citizens are trying to flee to the US because of military oppression and poverty AIDS will cut the annual growth rate during the next 25 years from 2.1 percent to 1.3 percent. The decline in growth is even sharper in the Central African Republic, where rates will dip from 2.4 percent to 0.7 percent. In Thailand, which already had low birth rates, AIDS will drive population downward to 0.8 percent a year. In the 16 countries that are hit hardest, AIDS will lower populations by 121 million over expected projections by 2020. In Africa, the impact of AIDS is so great that trends toward longer fife spans during the past 40 years are being reversed. Some nations will suffer declines in average life spans of 10 to 30 years compared with expected life spans without AIDS. In the US, where AIDS is also a substantial problem, the impact will be lower because the disease is mostly limited to homosexuals and drug users, says Peter Way, a Census Bureau researcher. In many African nations, AIDS is prevalent among the heterosexual population, which sharply boosts infant mortality. A compelling chapter in the research deals with aging. Today the median age in developed countries is 35, and in developing nations is only 23. By 2020, the corresponding figures will be 42 and 28. Today there are fewer adults over 60 (525 million) than children under 5 (636 million). As the world population ages, by 2020, the number over 60 will be more than 1 billion, while those under 5 will total 717 million. What are the factors to propel the rapid growth of population in the world
Most big corporations were once run by individual capitalists: by one shareholder with enough stock to dominate the board of directors and to dictate policy, a shareholder who was usually also the chief executive officer. Owning a majority or controlling interest, these capitalists did not have to concentrate on reshuffling assets to fight off raids from financial vikings. They were free to make a living by producing new products or by producing old products more cheaply. Just as important, they were locked into their roles. They could not very well sell out for a quick profit—dumping large stock holdings on the market would have simply depressed the stock’s price and cost them their jobs as captains of industry. So instead they sought to enhance their personal wealth by investing—by improving the long-run efficiency and productivity of the company. Today, with very few exceptions, the stock of large U. S. corporations is held by financial institutions such as pension funds, foundations, or mutual funds—not by individual shareholders. And these financial institutions cannot legally become real capitalists who control what they own. How much they can invest in any one company is limited by law, as is how actively they can intervene in company decision making. These shareholders and corporate managers have a very different agenda than dominant capitalists do, and therein lies the problem. They do not have the clout to change business decisions, corporate strategy, or incumbent managers with their voting power. They can enhance their wealth only by buying and selling shares based on what they think is going to happen to short-term profits. Minority shareholders have no choice but to be short-term traders. And since shareholders are by necessity interested only in short-term trading, it is not surprising that managers’ compensation is based not on long-term performance, but on current profits or sales. Managerial compensation packages are completely congruent with the short-run perspective of short run shareholders. Neither the manager nor the shareholder expects to be around very long. And neither has an incentive to watch out for the long term growth of the company. We need to give managers and shareholders an incentive to nurture long-term corporate growth—in other words, to work as hard at enhancing productivity and output as they now work at improving short-term profitability. Which of the following summarizes the main idea of the passage
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