Suchergebnisse

Introduction -- Challenges of the 21st century -- Using emerging science and technologies to address persistent and future environmental challenges -- Building science for environmental protection in the 21st century -- Enhanced scientific leadership and capacity in the US Environmental Protection Agency -- Findings and recommendations

There is a constant drive for greater specialization when it comes to environmental problems. This book provides stakeholders from various backgrounds with the ability to place environmental problems and solutions within a common framework from which decisions can be made. It focuses on considerations from three primary areas of influence on environmental decision making: science, economics, and values. It presents the questions, issues, and problems that need to be addressed by today's environmental specialists. The text also includes case studies to illustrate the analytical reasoning requir

"The U.S. Environmental Protection Agency (EPA) is one of several federal agencies responsible for protecting Americans against significant risks to human health and the environment. As part of that mission, EPA estimates the nature, magnitude, and likelihood of risks to human health and the environment; identifies the potential regulatory actions that will mitigate those risks and protect public health1 and the environment; and uses that information to decide on appropriate regulatory action. Uncertainties, both qualitative and quantitative, in the data and analyses on which these decisions are based enter into the process at each step. As a result, the informed identification and use of the uncertainties inherent in the process is an essential feature of environmental decision making. EPA requested that the Institute of Medicine (IOM) convene a committee to provide guidance to its decision makers and their partners in states and localities on approaches to managing risk in different contexts when uncertainty is present. It also sought guidance on how information on uncertainty should be presented to help risk managers make sound decisions and to increase transparency in its communications with the public about those decisions. Given that its charge is not limited to human health risk assessment and includes broad questions about managing risks and decision making, in this report the committee examines the analysis of uncertainty in those other areas in addition to human health risks. Environmental Decisions in the Face of Uncertainty explains the statement of task and summarizes the findings of the committee."--Publisher's description

AbstractFamilies are significantly affected by decisions made in the child protection context, yet decision outcomes differ even when cases are similar. Understanding the concepts, practices and processes of differentiation that push some cases over the threshold of key decision points, but not other similar cases, is crucial. Drawing on interviews and focus groups with child protection social workers from three site offices in Aotearoa New Zealand (interviews, n = 26; focus groups, n = 25) and using thematic analysis, this study identified the case, internal organisational, inter-site organisational and external elements that contributed to threshold decisions. Case factors such as children's age, abuse type and chronicity recorded family history and perceptions of family compliance interacted with internal organisational processes and practices, social negotiations and hierarchical power differences to produce decision outcomes. Inter-site differences in decision thresholds resulted from differences in site managers' perceptions of acceptable case type, site workloads, resources, size and cultural commitment to family preservation. External demographic inequalities were perceived as causing differing levels of site workload. This 'networked decision-making' process is theorised drawing on an extended version of the decision-making ecology (DME), by using qualitative methods to examine interactions between the DME elements and their relationship with risk regimes.

How the US Environmental Protection Agency designed the governance of risk and forged its legitimacy over the course of four decades. The US Environmental Protection Agency was established in 1970 to protect the public health and environment, administering and enforcing a range of statutes and programs. Over four decades, the EPA has been a risk bureaucracy, formalizing many of the methods of the scientific governance of risk, from quantitative risk assessment to risk ranking. Demortain traces the creation of these methods for the governance of risk, the controversies to which they responded, and the controversies that they aroused in turn. He discusses the professional networks in which they were conceived; how they were used; and how they served to legitimize the EPA. Demortain argues that the EPA is structurally embedded in controversy, resulting in constant reevaluation of its credibility and fueling the evolution of the knowledge and technologies it uses to produce decisions and to create a legitimate image of how and why it acts on the environment. He describes the emergence and institutionalization of the risk assessment-risk management framework codified in the National Research Council's Red Book, and its subsequent unraveling as the agency's mission evolved toward environmental justice, ecological restoration, and sustainability, and as controversies over determining risk gained vigor in the 1990s. Through its rise and fall at the EPA, risk decision-making enshrines the science of a bureaucracy that learns how to make credible decisions and to reform itself, amid constant conflicts about the environment, risk, and its own legitimacy.