What do forensic analysts consider relevant to their decision making?

In response to research demonstrating that irrelevant contextual information can bias forensic science analyses, authorities have increasingly urged laboratories to limit analysts' access to irrelevant and potentially biasing information (Dror and Cole (2010) [3]; National Academy of Sciences (2009) [18]; President's Council of Advisors on Science and Technology (2016) [22]; UK Forensic Science Regulator (2015) [26]). However, a great challenge in implementing this reform is determining which information is task-relevant and which is task-irrelevant. In the current study, we surveyed 183 forensic analysts to examine what they consider relevant versus irrelevant in their forensic analyses. Results revealed that analysts generally do not regard information regarding the suspect or victim as essential to their analytic tasks. However, there was significant variability among analysts within and between disciplines. Findings suggest that forensic science disciplines need to agree on what they regard as task-relevant before context management procedures can be properly implemented. The lack of consensus about what is relevant information not only leaves room for biasing information, but also reveals foundational gaps in what analysts consider crucial in forensic decision making.     

Human rights safeguards and international cooperation in extradition: Striking the balance

Conclusion It is necessary to strike the correct balance between safeguarding the rights of the individual and engendering mutually beneficial cooperation between states in extradition matters. In the absence of effective global international human rights enforcement mechanisms, many of the traditional safeguards still have a real role to play in extradition. This article reviewed five such safeguards and found that all but the nationality exception should be retained to ensure that international cooperation and individual protection are both safeguarded for the common good of society.This is a revised version of a paper presented at an international workshop on Principles and Procedures for a New Transnational Criminal Law, organized jointly by the Society for the Reform of Criminal Law and the Max Planck Institute for Foreign and International Criminal Law, Freiburg, Germany, May 21–25, 1991.LL.B., University of Exeter 1973; LL.M., Osgoode Hall Law School 1974; D. Jur., Osgoode Hall Law School 1976.     

School Belonging,Self-Esteem,and Depressive Symptoms in Adolescents: An Examination of Sex,Sexual Attraction Status,and Urbanicity

Using data from Wave II of the National Longitudinal Study of Adolescent Health (Add Health; Bearman, P. S., Jones, J., and Udry, J. R. http://www.cpc.unc.edu/projects/addhealth/design.html, 1997), we conducted multivariate analyses to examine three indicators of psychosocial adjustment (school belonging, self-esteem, depressive symptoms) and their associations with sexual attraction status, sex, and urbanicity. In general, sexual minority adolescents reported lower psychological adjustment than adolescents endorsing other-sex attractions only, with sexual minority females at particular risk. Further, differential patterns of risk for sexual minority youth emerged across rural, urban, and suburban communities. We conclude by discussing implications of these findings for addressing the psychosocial needs of sexual minority adolescents.     

Today's leaders: Career trends of Canada's private- and public-sector executives

Abstract: Today, a great deal of attention is focused on the need to change the management of the public service in order to improve customer service and increase efficiency. In many cases, unfavourable comparisons are made to the private sector. But little comparative analysis has actually been undertaken with reference to the career profiles of senior managers in Canada's public and private sectors. The Public Management Research Centre undertook a study comparing the backgrounds and management experiences of Canada's most senior executives in the public and private sectors. Information was gathered from seventy current heads of federal departments and agencies (deputy ministers - dms ) and from sixty-three chief executive officers (ceos ) of private companies of comparable size and importance. The results of this study, published in a document entitled Today's Leaders, indicate that it is likely that the top job in public-sector organizations will never be identical to that in the private sector. However, if improving the management of the public sector means adopting some elements of private-sector management techniques (e.g., alternative service delivery, increased customer service, greater attention to cost recovery and bottom-line), the thrust for these changes must come from senior management. In addition, current criteria for recruitment, development and promotion of future public-sector leaders must be re-evaluated. Sommaire: Le Centre de recherche en gestion dans le secteur public a effectué une étude comparant l'historique personnel et l'expérience de gestion des plus hauts cadres des secteurs public et privé au Canada. Les renseignements ont été recueillis auprès de 70 chefs titulaires de ministères et d'organismes fédéraux (sous-ministres) et de 63 présidents-directeurs généraux (pdg ) de compagnies privées d'envergure comparable. Publiés dans un document intituléLeaders d'aujourd'hui, les résultats de l'étude révèlent que le poste suprême des organismes publics ne sera probablement jamais identique à celui des organismes privés. D'autre part, s'il s'agit d'améliorer la gestion du secteur public en adoptant certains éléments de gestion du secteur privé (modes-alternatif de prestation de servies, meilleur service à la clientèle, recouvre-ment des coûts et rentabilité), ce sont les cadres supérieurs qui doivent en prendre l'initiative. Par ailleurs, il faut réévaluer les critères actuels de recrutement, de développement et de promotion des futurs du chefs de file secteur public.     

Conceptualising corporate community development

Globally there is an increasing focus on the private sector as a significant development actor. One element of the private sector’s role emphasised within this new focus has been corporate social responsibility (CSR) activities, whereby the private sector claims to contribute directly to local development. There is now a substantial body of work on CSR but it is a literature that is mostly polarised, dominated by concerns from the corporate perspective, and not adequately theorised. Corporations typically do development differently from NGOs and donors, yet the nature and effects of these initiatives are both under-researched and under-conceptualised. In this paper we argue that viewing CSR initiatives through a community development lens provides new insights into their rationale and effects. Specifically we develop a conceptual framework that draws together agency and practice-centred approaches in order to illuminate the processes and relationships that underpin corporate community development initiatives.