IRIS is a main USEPA database on toxicity. Here’s how difficult it is to add data to this database:
(1) a Federal Register announcement of EPA’s IRIS agenda and call for scientific information from the public on the selected substances, (2) a search of the current scientific literature, a Federal Register announcement that the literature search is available on the IRIS internet site, and a call to submit additional scientific information on the substance, (3) development of a draft Toxicological Review or other assessment document , (4) internal peer consultation, (5) internal Agency Review, (6) Science Consultation with other Federal agencies and White House offices, (7) external peer review and public comment, (8) final internal Agency Review, Interagency Science Discussion and ORD management approval, and (9) posting on the IRIS database.
It’s like peer-review crossed with double-secret probation.
From the IBM Endowment for the Business of Government:
The “Staff/Manager Alignment” guide is new report produced by the Partnership for Public Service with support from the IBM Center. Managers play an important role in an organization; they implement policies from senior leadership and also carry concerns up the chain from staff to decision-makers. If managers and staff don’t see eye-to-eye on the key issues, then managers may be unable or unwilling to properly acknowledge and share staff concerns to leadership. Executives may be left unaware of what’s happening on the front lines, issuing policies that risk failure because they aren’t fully informed. Executives may also miss opportunities to improve the workplace, if they aren’t aware of challenges facing their staff.
But the point is to build scores for assessing opportunities for improvement:
The Staff/Manager Alignment Score helps decision-makers and action planners at a particular agency to determine whether staff and manager views wildly diverge compared to other agencies across government, or whether the workforce agrees on the agency’s strengths and challenges. A closer examination of the gaps between staff and manager views on each the questions that comprise the score can help decision-makers and action planners to identify and address potential hot-button issues for the workforce.
This is an interesting approach, although I’m not sure of the scores’ usefulness. Anyone out there have experience with the scores, how they’re constructed, or their value in practical settings?
Call for Papers
Cross Cultural Management: An International Journal
Special issue on
The shift from human capital to human being:
developing partnership and care in the era of embedded global economy
In a new series of posts, I’ll highlight recent data releases that may be of interest to readers working on topics in public management.
Today’s release is from TRAC at Syracuse:
Social Security Awards Depend More on Judge than Facts: Disparities Within SSA Disability Hearing Offices Grow
13th International Winelands Conference 2012
2 – 4 April 2012