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Who sponsors the president's program when the opposition controls the House presents a puzzle because the president's copartisan members arguably lack agenda‐setting power and the president cannot compel the opposition to consider legislation. Attracting opposition sponsors to their bills is one way presidents hope to enact their agendas when in the minority. Doing so allows the opposition to share or take credit for bills in the president's program. New OMB data about presidents' programs (Kernell et al. 2019) open a window to these dynamics of divided government between the 97th (1981–82) and 109th (2005–6) Congress. In contrast to the near monopolization of program bills by presidents' copartisans when they are in control, these data demonstrate that opposition members sponsor most bills in presidents' programs when the opposition is in the majority. Opposition members with committee and subcommittee chair status, long tenure, and high legislative effectiveness scores (Volden and Wiseman 2014) are especially likely to sponsor presidents' program bills when the opposition controls the House.

In reviewing the genetic, morphological, behavioural, and ecological distinctiveness of caribou throughout Canada, the Committee on the Status of Endangered Wildlife in Canada (COSEWIC) (2011) divided "Southern Mountain caribou" (c.f. COSEWIC 2002) into three designatable units (DU) for conservation purposes: Northern Mountain (DU7), Central Mountain (DU8), and Southern Mountain (DU9) populations of woodland caribou. These new designations mean that each is considered a "wildlife species" according to the Species at Risk Act. Recent federal and provincial government reports refer to "Southern Mountain caribou," conflating Southern Mountain, Central Mountain, and nine of the 45 subpopulations of Northern Mountain caribou into one pseudo-population, with clear conservation consequences. For example, in 2018, a federal decision on an emergency order required the Minister of Environment and Climate Change Canada (ECCC) to ascertain whether there were immediate threats to the survival or recovery of the Southern Mountain population of woodland caribou. By conflating two ecotypes and part of another into "Southern Mountain caribou"—an obsolete, geographical grouping not used since2002—ECCC's assessment falsely informed the Minister that there were 3,764 "Southern Mountain caribou," when in fact there were only 1,240 in the Southern Mountain (DU9)mpopulation. Other errors arising from the first distorted the number and trajectories of extant subpopulations. Instead of issuing the emergency order, the Minister entered into protracted negotiations with the province on recovery planning that continue at this writing. The nomenclatural ambiguity can be resolved by 1) using the currently accepted taxonomy naming Osborn's caribou a valid subspecies, R. t. osborni, instead of Northern Mountain population of woodland caribou, 2) using original English names for Mountain caribou and Rocky Mountain caribou, and 3) basing conservation actions on these distinct phylogenetic units as per COSEWIC (2011, 2014).

PurposeThe purpose of this paper is to identify and examine the concerns of administrative and clerical employees towards a web‐based business system and associated training which were not identified either before or during an enterprise resource planning (ERP) implementation. Post‐implementation analyses revealed that while an implementation can be deemed a success immediately following go‐live dates, long‐term planning is essential to maintain change management continuity for administrators and employees.Design/methodology/approachThe stages of concern component of the concerns‐based adoption model offered a method of analysis of the Dallas, Texas, Independent School District's employees to identify the perceptions and levels of acceptance of the users in regards to the implementation of an ERP system in a public school district.FindingsThe findings for the research questions assisted in interpreting and categorizing the responses to the open‐ended portion of the stages of concern questionnaire; and providing recommended guidelines for future ERP implementations in similar environments.Practical implicationsThe paper shows how leaders in an organization must understand the employees' perceptions of the changes taking place in an ERP implementation and post‐implementation. Based on the findings, a summary, conclusion, and recommendations for further research are provided to assist K‐12 districts in planning for ERP implementations.Originality/valueThe significance of this study encompasses the impact of the integration of new technology with various associated people, processes, and systems. Understanding the impact of such potentially significant change by measuring a user community's overall perception and level of acceptance is a key component in providing guidance for future implementations in similar organizational and institutional environments.