DNA commission of the International Society of Forensic Genetics: Recommendations on the interpretation of mixtures

The DNA commission of the International Society of Forensic Genetics (ISFG) was convened at the 21st congress of the International Society for Forensic Genetics held between 13 and 17 September in the Azores, Portugal. The purpose of the group was to agree on guidelines to encourage best practice that can be universally applied to assist with mixture interpretation. In addition the commission was tasked to provide guidance on low copy number (LCN) reporting. Our discussions have highlighted a significant need for continuing education and research into this area. We have attempted to present a consensus from experts but to be practical we do not claim to have conveyed a clear vision in every respect in this difficult subject. For this reason, we propose to allow a period of time for feedback and reflection by the scientific community. Then the DNA commission will meet again to consider further recommendations.     

Federalism and the Management of External Relations in Nigeria: Lessons from the Past and Challenges for the Future

Despite successive military regimes, state and local governmentsin Nigeria have been able to engage in limited forms of foreignaffairs activity. both directly abroad and indirectly throughinstitutions of the national government. The trend since independencehas been to make foreign affairs an exclusive responsibilityof the federal government. Generally, though, the military regimeshave been better able than the civilian governments to limitconstituent diplomacy. Under the Third Republic, therefore,state and local governments are likely to assert themselvessomewhat more in foreign affairs than they have recently.     

Corruption in public policy and its impact on development: The case of Uganda since 1979

This paper argues that corruption is a product of self-aggrandizement; of unrealistically low remuneration which makes it impossible for public servants to live within their legitimate means; and of a closed political system which inevitably tends to exclude aggregated interests'. Corruption leads to loss of much needed revenue and human talent for development, distorts priorities for public policy, and shifts scarce resources away from the public interest. The mutual distrust that results among the different sections of society, and the growth of despondency in the general public, are incompatible with the requirements for successful public policy. The main theme running through the paper is that political instability, corruption and underdevelopment are mutually reinforcing. The paper finally outlines certain measures that need to be taken in order to clear the path for sustained growth and development.     

Environmental dispute resolution and hazardous waste cleanups: A cautionary tale of policy implementation

New York State experimented with replacing their litigation-oriented system for achieving toxic dump site cleanup with one promising to lower transaction costs through alternative dispute resolution. Our analysis of outcomes is informed by three generations of implementation work focusing on (1) the motivations and incentives shaping individual behavior, (2) the larger organizational and political factors associated with variation across cases, and (3) the generic properties of policy implements. This mosaic approach to explanation produces, we believe, a more lifelike picture of use to policy makers for understanding the dynamic and interrelated nature of their choices.     

Psychological obstacles to administrative responsibility: Lessons of the MOVE disaster

Investigative bodies and other observers have attributed much of the blame for the 1985 MOVE catastrophe in Philadelphia to ineffective management by the city's previously successful mayor, W. Wilson Goode. Goode's behavior toward the disruptive extremist group followed two patterns, both paradoxical: protracted delay followed by excessive haste, and arms-length action that contrasted sharply with his usual hands-on management style. Drawing on the theory of decisionmaking developed by Irving Janis and Leon Mann, this paper suggests that both paradoxes resulted from unresolved decisional conflicts that impeded responsible and rational handling of the problem. The case points to the value of devoting more attention to the psychology of decision-making in educating present and future public managers.