George W. Bush in Political Time: The Janus Presidency

This essay places George W. Bush's presidency and the Bush administration in some historical context by applying the model of "political time" developed in recent books by Stephen Skowronek (2008 ) and Keith Whittington (2007 ). My thesis is that Bush's political failure during his second term was largely the result of structural tensions created by the attacks of September 11, 2001, that no leader could have overcome. This argument is an extension of Skowronek's and Whittington's views that the executive branch's relationship to other governing institutions is shaped primarily by the president's relative position in the party system. In essence, 9/11 undermined the coalition forged by Ronald Reagan by pushing President George W. Bush to pursue radical change. These actions could not be squared with his need, as the leader of the majority party, to maintain electoral stability. A presidency divided against itself in this way cannot, and did not, stand.     

Leading and learning? Knowledge transfer in the Beacon Council Scheme

This paper examines the Beacon Council Scheme as a distinct policy element within the UK government's wide–ranging local government modernization agenda. The aim of the Beacon scheme is two–fold. First, reward for high performing councils and second, the achievement of substantial change by sharing 'best practice' from identified centres of excellence. The scheme presupposes an implicit theory of organizational change through learning. The Beacon Council Scheme is based on the assumption that the organizational preconditions exist which will facilitate learning, and through its application to practice, improve service delivery. The paper analyses the presumed and possible conditions which facilitate or impede interorganizational learning and service improvement through the scheme. The paper then examines empirical data from 59 local authority elected members and officers about their attitudes towards and motivation to take part in the Beacon scheme during the first year of its existence. The data indicate that there are differing motivations for participation in the scheme and that these reflect different learning needs. The experiences of local authority participants suggest that the formulators of the dissemination strategy at the heart of the scheme have not yet given sufficient consideration to the processes of interorganizational learning, the conditions that support such learning between authorities and the embedding of new understandings, practices and organizational cultures in the receiving authority. This suggests that the underlying theories of organizational learning and cultural change may be insufficiently developed to create and sustain the kind of transformational change that is intended by central government.     

Aging studies on fingerprint residues using thin-layer and high performance liquid chromatography

The chemical substances of perspiration found in latent fingerprint residue may hold the key for dating latent fingerprints. To study the chemical transformations of these components as a function of time and environment, fingerprint residues from four males and four females were analysed by thin-layer chromatography (TLC) and high performance liquid chromatography (HPLC). Three major and two or three minor components were detected by both methods and the variation in the quantity of the major components with time was observed.