Negotiating barriers,navigating the maze: First Nation peoples' experience of medical relocation

This study documents the policy framework that shapes First Nations' experience of relocating to access medical care. We analyzed policy documents and government websites, interviewed individuals who have experienced relocation, family members, healthcare providers, health administrators, and conducted two focus groups with government representatives. Federal and provincial program managers interpret policies, make decisions on eligibility, to extend or deny coverage. Decisions are shaped by shrinking budgets, fragmented program coverage, and jurisdictional confusion. Provider advocacy can help, but also perpetuate perceptions of arbitrariness and distrust. National policy renewal is required to redress this issue.     

On Coase and COVID-19

European Journal of Law and Economics - From an epidemiological perspective, the COVID-19 pandemic is a public health crisis. From an economic perspective, it is an externality and a social cost....     

Regulating stop and search: a challenge for police and community relations in England and Wales

Policing in England and Wales has become increasingly contested since the 1960s and has been subject to unprecedented levels of public scrutiny. Stop and search powers have played a central role in this process and, though often described as an essential part of modern policing, have continued to provide a flashpoint in police–community relations. In this article the authors briefly review the history of stop and search in England and Wales, drawing particular attention to the concerns that have been raised about the use of this power in relation to minority ethnic communities. The article goes on to consider how issues of public trust and confidence have been addressed and raises questions about the effectiveness of efforts to regulate this area of activity. Finally, we suggest that regulation has become too tightly bound to ‘‘race’’ and measures of disproportionality. Instead, we argue that the current focus on ‘‘race’’ should be broadened to include other groups that may be subject to over-policing and that monitoring should be based on a system of triangulation, which combines multiple indicators and mixed methods.     

Mother teresa meets Genghis Khan: The dialectics of hierarchy-enhancing and hierarchy-attenuating career choices

We replicated and extended earlier work showing the connection between social dominance orientation and the perceived attractiveness of hierarchy-enhancing and hierarchy-attenuating careers using data from two large and independent samples of UCLA students. Consistent with expectations, the data from both studies showed that the greater the students' level of social dominance orientation, the more attractive hierarchy-enhancing careers such as criminal prosecutor, police officer, and FBI agent were perceived to be. Similarly, the greater the students' social dominance orientation, the less attractive they found hierarchy-attenuating careers such as public defender, civil rights lawyer, and human rights advocate. These conclusions held even after controlling for the effects of socioeconomic status and political conservatism. Canonical correlation analysis disclosed that the attractiveness of these career paths within the general domain of law made only one, bipolar and unidimensional projection within social dominance space. The nature of this bipolar dimension reproduced the hypothesized distinction between hierarchy-enhancing and hierarchy-attenuating social roles. Theoretical implications of the results are discussed.     

School uniform revisited: procedure,pressure and equality

The House of Lords’ decision in R. (on the application of Begum) v. The Headteacher and Governors of Denbigh High School considered whether a particular school uniform policy infringed a student's right to manifest her religion under Article 9. This paper analyses the content of this decision, and explores how schools should approach the issue of balancing reglious rights with other interests in designing their uniform policy.     

Integrative Regulation: A Principle-Based Approach to Environmental Policy

This article builds on recent field research to articulate a principle-based approach to environmental regulatory design that is applicable to a wide variety of circumstances, irrespective of political and social particularities. At its core, this approach recognizes that an excessive reliance on "single-instrument" policies is misguided, because all instruments have strengths and weaknesses, and none is sufficiently flexible and resilient to successfully address all environmental problems in all contexts. A better strategy is to harness the strengths of individual mechanisms while compensating for their weaknesses by the use of additional instruments. That is, in the large majority of circumstances, a mix of regulatory instruments is required, tailored to specific policy goals. The article identifies a series of regulatory design principles that sequentially address the problems and opportunities arising from the application of multi-instrument mixes and engaging a variety of first-, second-, and third-party participants in the regulatory process. The importance of choosing inherently complementary instrument combinations is also highlighted, with practical guidance provided to policymakers. Although the focus of the article is on environmental regulation, the general principles articulated should also be applicable to other areas of social regulation.     

AFTER EXCELLENCE: MODELS OF ORGANISATIONAL CULTURE FOR THE PUBLIC SECTOR

Abstract: Organisational culture is recognised as a critical ingredient of organisational effectiveness. However, the popular "excellence" model of managing organisational culture is unsuited to the contingencies and character of many public sector organisations. Termed here the cultural control model, it is the only widely shared understanding of good culture and haw to create it. As a generic prototype of culture it is limited, since it relies on management imposing a culture on a work force devoid of subcultural conflict. Three other models of organisational culture are introduced which offer more promise for the public sector: the subcultural model; the professional-managerial multiculture; and the public service or public interest model. These other models recognise in the culture-building strategies they prescribe that culture is deeply-rooted and not readily malleable by management and that subcultures affect organisations in various, not necessarily negative, ways. While the cultural control model reminds us of the significance of culture to better management, subsequent research has refined models of organisational culture which are more Consistent with the values and ethics of professionalism and good administration.