Trading policy: Constituents and party in U.S. trade policy

Studies of US trade policy legislation focus on the effect of constituents on trade policy voting and give less weight to institutions such as political parties. To demonstrate that political parties affect voting, I compare the votes of politicians who share constituency characteristics but differ in political party affiliation. This approach requires less reliance on assumptions about, or empirical measures of, constituents’ trade preferences. The results demonstrate that political parties play a significant role in legislative voting on trade policy. Theories of political economy therefore should incorporate how constituency interests and partisan pressures affect legislative voting.     

FOSTERING CULTURALLY RESPONSIVE COURTS

This article focuses on how mediation services can be improved to better reflect the culture-based needs and expectations of Latino litigants. The research on which this article is based was conducted in a court-attached custody and visitation program in one U. S. community with a large Latino presence. The findings, recommendations, and conclusions are based on the problems, concerns, and general expectations of more recent arrivals to the United States – for the most part mono-lingual Spanish speaking. The study found that those Latino families have needs in resolving family disputes that differ from those of most Anglo families. The justice system needs to better understand the culture of Latino family life and the ways in which Latinos interact with governmental authority. The Latino families need education, direction and representation in dealing with governmental authority. The mediator can help both the justice system and the Latino family in meeting these needs.     

Prisons, the Private Sector and the Market: Some Queensland Lessons

Queensland has two prisons run by private companies; the first contract was signed in 1989. In 1995 a competitive tender for a new prison was won by the QCSC against two private providers. Further, there is now a belief that prisons should be run on commercial grounds. The principal agency, the Queensland Corrective Services Commission (QCSC) has been divided into two bodies — a purchaser and a provider — to allow markets to prevail in Queensland corrective services. What can be learnt from these developments? This article will, first, provide a brief history of the changes; second, it will explore whether the initial objectives for the introduction of the private sector into the corrective system have been met; and third it will ask whether market forces can or should be a dominant feature and hence whether a corrective services system can or should be organised on a commercial basis.     

Development and Validation of a Virtual Examination Tool for Firearm Forensics, ,

The transition from 2D imaging to 3D scanning in the discipline of firearms and toolmark analysis is likely to provide examiners an unprecedented view of microscopic surface topography. The digital examination of measured 3D surface topographies has been referred to as virtual microscopy (VM). The approach offers several potential advantages over traditional comparison microscopy. Like any new analytic method, VM must be validated prior to its use in a crime laboratory. This paper describes one of the first validation studies of virtual microscopy. Fifty‐six participants at fifteen laboratories used virtual microscopic tools to complete two proficiency‐style tests for cartridge case identification. All participating trained examiners correctly reported 100% of the identifications (known matches) while reporting no false positives. The VM tools also allowed examiners to annotate compared surfaces. These annotations provide insight into the types of marked utilized in comparative analysis. Overall, the results of the study demonstrate that trained examiners can successfully use virtual microscopy to conduct firearms toolmark examination and support the use of the technology in the crime laboratory.     

A Capacity for Central Coordination: The Case of the Department of the Prime Minister and Cabinet

For the Department of the Prime Minister and Cabinet (PM&C) the year 1987 can now be seen as pivotal in marking a clear end to a period of transition in coordinating structures in the Australian Public Service (APS) that had lasted roughly 20 years. The abolition in 1987 of the Public Service Board, formerly a powerful coordinating agency, is the most obvious marker of the change. The PSB's departure left the Secretary of PM&C with a role that is now often described as ‘head of the public service’. More broadly, the 1987 changes to the machinery of government both formalised and enabled a sea‐change in PM&C's role. Before 1987 a large policy initiation and development project would usually have been considered as beyond PM&C's scope. Since then, extensive and direct policy development work by PM&C has become common. The continuing debates have been over whether PM&C actually delivers in these roles (an empirical question) and how far it should play them (a normative issue). In this article we itemise the capacity, both continuing and developing, which PM&C has to support policy development. Traditional coordination mechanisms are an important part of this armoury and PM&C has long experience of most of them. However policy initiation and development calls for other tools which PM&C has had to develop over the past few decades. There is scope for conflict between the coordination and initiation/development roles. Understanding how a central agency like PM&C carries out each of them and balances the two can potentially contribute to debates on organisational design. We also address the normative issue: whether the growth of prime ministerial impact is a result of an increase in public service support or a cause of its increase ( Walter and Strangio 2007 ) and whether it should be restrained. We accept that the new developments give prime ministers the capacity to oversee policy arenas where once they could not, but regard this as a consequence as much of demand from above as of ambition within the department.