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Introduces Daniel Pinckney Johnston, who is to enter the Academy. ; Transcription by Raymond Bouchard. Transcriptions may be subject to error.

Charles Parker introduces William Murray of Edisto Island, South Carolina, to Alden Partridge. ; Also see letter dated 17 May 1821. Transcription by Raymond Bouchard. Transcriptions may be subject to error.

This chapter analyzes the evolution of the Intergovernmental Panel on Climate Change (IPCC) from a specialist organization of climate scientists into an institution at the nexus of science and politics. We explain how the IPCC became the primary scientific authority for policymakers, the public, and climate activists on the existence, severity, consequences of, and, increasingly, possible solutions to anthropogenic climate change. We assess its influence on policymakers and governments, while examining the various tensions, critiques, and contradictions that the organization and its leaders have had to grapple with across its 32-year history, during which it successfully developed a distinct identity as a trusted provider of comprehensive scientific assessments. Our analysis also focuses on the institutional reforms that helped restore legitimacy to IPCC after 'climategate' and other controversies. ; QC 20201125

This chapter analyzes the evolution of the Intergovernmental Panel on Climate Change (IPCC) from a specialist organization of climate scientists into an institution at the nexus of science and politics. We explain how the IPCC became the primary scientific authority for policymakers, the public, and climate activists on the existence, severity, consequences of, and, increasingly, possible solutions to anthropogenic climate change. We assess its influence on policymakers and governments, while examining the various tensions, critiques, and contradictions that the organization and its leaders have had to grapple with across its 32-year history, during which it successfully developed a distinct identity as a trusted provider of comprehensive scientific assessments. Our analysis also focuses on the institutional reforms that helped restore legitimacy to IPCC after 'climategate' and other controversies. ; CNDS

The Montreal Protocol—the regime designed to protect the stratospheric ozone layer—has widely been hailed as the gold standard of global environmental governance and is one of few examples of international institutional cooperative arrangements successfully solving complex transnational problems. Although the stratospheric ozone layer still bears the impacts of ozone depleting substances (ODSs), the problem of ozone depletion is well on its way to being solved due to the protocol. This chapter examines how the protocol was designed and implemented in a way that has allowed it to successfully overcome a number of thorny challenges that most international environmental regimes must face: how to attract sufficient participation, how to promote compliance and manage non-compliance, how to strengthen commitments over time, how to neutralize or co-opt potential 'veto players', how to make the costs of implementation affordable, how to leverage public opinion in support of the regime's goals, and, ultimately, how to promote the behavioural and policy changes needed to solve the problems and achieve the goals the regime was designed to solve. The chapter concludes that while some of the reasons for the Montreal Protocol's success, such as fairly affordable, available substitutes for ODSs, are not easy to replicate, there are many other elements of this story that can be utilized when thinking about how to design solutions to other transnational environmental problems.

The role of American leadership in the UN climate negotiations that produced the 2015 Paris Agreement is examined. First, United States (US) climate goals are identified. Then, utilizing unique survey data collected at eight UN climate summits between 2008 and 2015, the extent to which the US was recognized as a leader by potential followers is investigated. Finally, the extent to which US goals are reflected in negotiation outcomes is evaluated. Recognition of the US as a leader varied over time, peaking at the UN climate meetings in Copenhagen and Paris, reflecting US leadership in shaping the outcomes of both meetings. Although the results reveal a divided leadership landscape in which the US must compete for leadership with other actors, such as the European Union and China, US leadership was crucial to the successful adoption of the Paris Agreement.

This article examines the Trump Administration's inability to mount a timely and effective response to the COVID-19 outbreak, despite ample warning. Through an empirical exploration guided by three explanatory perspectives—psychological, bureau-organizational, and agenda-political—developed from the strategic surprise, public administration, and crisis management literature, the authors seek to shed light on the mechanisms that contributed to the underestimation of the coronavirus threat by the Trump Administration and the slow and mismanaged federal response. The analysis highlights the extent to which the factors identified by previous studies of policy surprise and failure in other security domains are relevant for health security. The paper concludes by addressing the crucial role of executive leadership as an underlying factor in all three perspectives and discussing why the US president is ultimately responsible for ensuring a healthy policy process to guard against the pathologies implicated in the federal government's sub-optimal response to the COVID-19 crisis.