Crossing the Line: Navigating a polluted transboundary watershed

Montana’s Lake Koocanusa sits at the end of a river system that drains Canada’s most productive coal country. Today, the waters of the massive lake contain a mineral called selenium, a poorly understood byproduct of mine waste. This summer, the U.S. federal government will be in a position to declare that the selenium in the lake puts Canada in violation of its international treaty with the U.S. The Montana government, however, is preparing to argue otherwise through its own water analysis. The disagreement has U.S. ecologists frustrated with the state’s position, saying they won’t practice science that is slave to a preordained policy outcome. A 2016 report from the British Columbia Auditor General called out provincial mine regulators for failing to comply with environmental regulations over the past decade, supporting scientists’ assertion that the watershed north of Koocanusa is severely in peril. The issue highlights the ways in which scientists and governments succeed or fail to find common ground in creating science-based policy, and raises the question of how to protect the health of a watershed that flows through two countries

Alien Registration- Stadig, Susie T. (Saint Francis, Aroostook County)

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UNITED STATES ARMY SPECIAL OPERATIONS COMMAND PERFORMANCE MANAGEMENT PRACTICES

The U.S. Army considers people its competitive advantage; however, industrial-age personnel practices still factor into its performance management systems. Just as the Army cannot succeed in fighting future wars with yesterday’s technology, it cannot succeed using antiquated performance management practices in the information age and beyond. With this in mind, we used a mixed research methodology to answer the following question: How can USASOC’s performance management practices be adapted to improve performance and retention of special forces officers? First, we conducted a qualitative comparison of for-profit, nonprofit, and military organizations. Second, we performed quantitative analysis via a SOCOM–sponsored survey of special forces officers. Findings indicate that retention is an output of talent acquisition and talent management systems and is heavily influenced by organizational culture. Moreover, retention issues are symptoms of a larger problem that requires a holistic solution and modernization of performance management practices. We recommend that USASOC adopt a sociotechnical performance management system that incorporates a continuous 360 performance review process, data-driven methodology, and multi-dimensional evaluations to improve performance and retention. Finally, USASOC should extend time in key developmental positions and create specialized career tracks that enable depth of professional development.Major, United States ArmyMajor, United States ArmyMajor, United States ArmyApproved for public release. distribution is unlimite