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261.
Colleen Jollie, the state tribal liaison at the Washington State Department of Transportation, practices a form of transformational public administration that, at its heart, reflects a Coyote or “trickster” style of management. In indigenous stories across the world, the trickster uses his or her wiles to disrupt, refuse, and dismantle ways that are not working in order to creatively, and sometimes chaotically, build new ways. Jollie’s work as lead tribal liaison has transformed the agency, the tribes, and the relationships between tribes and the agency, creating a culture of cooperation across significant differences and honoring the transformational energy required to cooperate across difference. Like the Coyote, who does what needs to be done through many means, but mostly through thoughtful effort, Jollie works to create change that serves both the state and the tribes. As this profile indicates, the work isn’t always easy and the outcomes don’t always spell success, but the work is necessary for tribes and state governments to forge the kinds of relationships imagined in treaties and in other agreements between sovereign governments. 相似文献
262.
Megan Suzanne Irgens Keren-Or Givol Claire S. Tomlinson Ryan Davidson 《Family Court Review》2023,61(4):870-884
Using longitudinal archival Child Welfare System (CWS) data, this study describes child health and wellbeing at their initial entrance into the CWS and subsequent returns. Associations between child wellbeing, health, placement stability, and frequency of returning to the system were also investigated. Results indicated most children were healthy and developmentally on target. In addition, emotional distress, behavioral concerns, and number of placements in the CWS were significantly correlated with placement stability. Future work should utilize the use of developmental assessments to systematically and reliably document the concerns for children in the system, and investigate factors contributing to stable placements. 相似文献
263.
Megan C. Evans 《Australian Journal of Public Administration》2023,82(2):228-247
Policy-makers are frequently required to consider and manage conflicting public values. An example of this in the environmental domain is biodiversity offset policy, which governments worldwide have adopted as a mechanism to balance environmental protection with socio-economic development. However, little work has examined administrative practices underpinning biodiversity offset policy implementation, and how the adoption of coping strategies to manage value conflicts may influence resulting policy outcomes. This study fills this research gap using a case study of Australia's federal biodiversity offset policy under the Environment Protection and Biodiversity Conservation (EPBC) Act 1999. Using data from 13 interviews of federal policy administrators, I show that the introduction of a new policy in 2012 enabled a shift from the use of precedent to a technical approach for setting offset requirements under the EPBC Act. Yet, multiple sources of policy ambiguity remain, and administrators have adopted post-approval condition-setting, or ‘backloading’—a form of cycling, facilitated by structural separation—to defer detailed assessments of offset requirements until after biodiversity losses are approved. Backloading thus undermines the effectiveness of environmental policy and will persist as coping strategy unless policy ambiguity is reduced via legislative amendments and adequate resourcing of biodiversity conservation.
Points for practitioners
- Biodiversity offset policy requires administrators to manage conflicting environmental and socioeconomic values.
- Technical decision tools reduce reliance on case-by-case decision-making, but multiple ambiguities persist.
- Backloading (post-approval condition-setting) defers values conflict, but reduces transparency, accountability, and policy effectiveness.
- Policy ambiguity must be reduced at the political level to facilitate effective biodiversity conservation.