Criticizes the assumption that bureaucrats can best manage the environment

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.

By examining what these personnel think about politics, the environment, their budgets, and the other institutions and agencies with which they interact, this work illuminates the actions of the bureaucracy and gives it a human face."--Jacket.

What if what we think we know about ecology and environmental policy is just wrong? What if environmental laws often make things worse? What if the very idea of nature has been hijacked by politics? What if wilderness is something we create in our minds, as opposed to being an actual description of nature? Developing answers to these questions and developing implications of those answers are our purposes in this book. Two themes guide us--political ecology and political entrepreneurship. Combining these two concepts, which we develop in some detail, leads us to recognize that sometimes in their original design and certainly in their implementation, major U.S. environmental laws are more about opportunism and ideology than good management and environmental improvement. Will America enact environmental policies based on sound principles? The authors of Nature Unbound are cautiously optimistic.

Street-Level Bureaucracy is an insightful study of how public service workers, in effect, function as policy decision makers, as they wield their considerable discretion in the day-to-day implementation of public programs.

This title is an examination of the role and relevance of international bureaucracies in global environmental governance. After a discussion of theoretical context, reaserch design, and empiral methodology, the book presents nine in-depth case studies of bureaucracies.

The call to "reinvent government"—to reform the government bureaucracy of the United States—resonates as loudly from elected officials as from the public. Examining the political and economic forces that have shaped the American civil service system from its beginnings in 1883 through today, the authors of this volume explain why, despite attempts at an overhaul, significant change in the bureaucracy remains a formidable challenge.