A novel histological technique for distinguishing between epithelial cells in forensic casework

There are a number of forensic cases in which the identification of the epithelial cell type from which DNA originated would provide important probative evidence. This study aimed to develop a technique using histological staining of fixed cells to distinguish between skin, buccal and vaginal epithelium. First, 11 different stains were screened on formalin-fixed, wax-embedded cells from five women. Samples were analysed qualitatively by examining staining patterns (colour) and morphology (absence or presence of nuclei). Three of the staining methods – Dane's, Csaba's and Ayoub-Shklar – were successful in distinguishing skin epithelial cells from buccal and vaginal. Second, cells were smeared directly onto slides, fixed with one of five fixatives and stained with one of the three stains mentioned above. Methanol fixation, coupled with the Dane's staining method, specific to keratin, was the only technique that distinguished between all three cell types. Skin cells stained magenta, red and orange and lacked nuclei; buccal cells stained predominantly orange–pink with red nuclei; while vaginal cells stained bright orange with orange nuclei and a blue extracellular hue. This staining pattern in vaginal cells was consistent in samples collected from 50 women aged between 18 and 67. Identification of cell type from unlabelled micrographs by 10 trained observers showed a mean success rate of 95%. The results of this study demonstrate that histological staining may provide forensic scientists with a technique for distinguishing between skin, buccal and vaginal epithelial cells and thus would enable more conclusive analyses when investigating sexual assault cases.     

The reciprocal dynamics of organizing and sense‐making in the implementation of major public‐sector reforms

Abstract: Drawing on a longitudinal study from the early years of implementation of health‐care networks in Quebec, this article describes how public‐sector managers deal with complex challenges when both organizational structures and organizational strategies are radically transformed simultaneously. The new organizations studied had to completely re‐shuffle roles and responsibilities of their management teams while making sense of their new mandate of developing a population‐focused approach to health problems – all the time maintaining day‐to‐day operations. The four health‐care networks studied proceeded somewhat differently to meet these reciprocal challenges. The study reveals the importance of balancing organizing initiatives (focused on structures) with “sense‐making” initiatives (focused on strategies), of developing capacities for sense‐making through the creation of key “sense‐maker/sense‐giver” positions whose occupants are able to ensure that conceptual activities engage people working at different levels, even as organizational structures are in flux, and of mobilizing external constraints and influences as opportunities and resources in sense‐making and organizing. Sommaire : Se fondant sur une étude longitudinale des premières années de la mise en œuvre des réseaux de soins de santé au Québec, cet article décrit la manière dont les gestionnaires du secteur public font face à des défis complexes, alors que les structures et les stratégies organisationnelles sont radicalement transformées simultanément. Les nouveaux organismes étudiés ont dû complètement remanier les rôles et les responsabilités de leurs équipes de gestion et comprendre leur nouveau mandat d'élaborer une approche axée sur la population pour ce qui est des problèmes de santé, tout en maintenant leurs activités au jour le jour. Les quatre réseaux de soins de santéétudiés ont travailléà relever ces défis réciproques d'une manière assez différente. L'étude révèle l'importance de trouver un équilibre entre les initiatives consistant à organiser (axées sur les structures) et les initiatives consistant à interpréter les faits (axées sur les stratégies) ; de perfectionner les capacités à interpréter les faits grâce à la création de postes clés d'«interpréteurs de faits», dont les titulaires veilleraient à ce que des activités conceptuelles fassent intervenir les gens travaillant à différents niveaux même lorsque les structures organisationnelles fluctuent continuellement; et enfin de tirer parti des contraintes et influences externes comme autant d'occasions et de ressources pour interpréter et organiser les faits.     

ECONOMIC MOTIVES FOR "SOCIAL" PROGRAMS: THE NEW FEDERAL DIRECTION

The Job Training Partnership Act (JTPA), passed by Congress in 1982, is significant federal employment and training legislation for a number of reasons. Most noticeably, it substantially enhanced private sector and state government roles in the administration of such programs. In order to understand both the programmatic impact of JTPA and its likely consequences on subsequent federal employment and training initiatives, it is necessary to look at the politics of the legislation-especially those interests that are strongly represented through its implementation and those that are not. By doing this, one obtains a better sense of the dimensions of conflict around future employment and training legislation. General guidelines within which Congress should act in subsequent legislative activity are laid out.     

Patterns and strategies of court administration in Canada and the United States

Abstract. This paper argues that patterns of court administration and the strategies pursued by judiciaries in Canada and the United States are quite different as a result of contrasting constitutional principles. Parliamentary supremacy in Canada has led to executive department administration of the courts, while the American separation of powers doctrine has encouraged judicial branch administration of the courts. Constitutional differences have also promoted more unified systems of court administration in Canada than in the United States. As a result of these differences, Canadian judiciaries have pursued an encapsulation strategy and have depended on the legal community to serve as their patron. On the other hand, American judiciaries have promoted organizational growth and sought empowerment — the development of a separate power base — rather than relying on powerful allies. Sommaire. D'après l'auteur de cet article, les scénarios de l'administration des tribunaux et les stratégies adoptés par les fonctionnaires judiciaires sont très différents au Canada et aux Etats-Unis, par suite de la divergence de leurs principes constitutionnels. La suprématie du parlement, au Canada, a conduit à l'exercice d'un contrǒle par l'exécutif sur l'administration des tribunaux alors que la doctrine américaine de la séparation des pouvoirs a encouragé l'exercice de ce contrǒle par le pouvoir judiciaire lui měme. Les différences constitution-nelles ont aussi contribuéà promouvoir des systèmes d'administration des tribunaux plus unifiés au Canada qu'aux Etats-Unis. A cause de ces différences, les fonctionnaires judiciaires canadiens ont adopté une stratégie de retranchement, comptant sur la communauté des juristes pour leur servir de protecteurs. Leurs homologues américains, par contre, ont cherché ce promouvoir la crois-sance de leur organisation et de ses pouvoirs en fait le devéloppement d'un pouvoir siparé-au lieu de se fies à des allies puissants extérieurs.     

An ACIR Perspective on Intergovernmental Institutional Development

This article traces the creation and demise of the U.S. Advisory Commission on Intergovernmental Relations (ACIR) and assesses the prospects for restoring an ACIR‐like capability to the federal system. Recent initiatives by the National Academy of Public Administration, the Big 7 state and local government official associations, and Congress are summarized, and the facilitating and inhibiting factors associated with intergovernmental institutional development are examined. At least three ingredients in the formula that gave birth to the ACIR in 1959 will need to be present more than 50 years later: (1) support from congressional champions, the president, and public interest groups; (2) visibility and urgency of intergovernmental fiscal and management issues and the need for a permanent intergovernmental presence to address them; and (3) “homework and spadework” to enlist potential conservative and liberal interest group and think tank backers.