Suffragette sisters in old age: unpublished correspondence between Christabel and Sylvia Pankhurst, 1953–57

Christabel Pankhurst (1880-1958) and Sylvia Pankhurst (1882-1960) were key figures in the fight for women's suffrage in Edwardian Britain but became estranged in 1914 over differences of view about policies and tactics for winning the vote. They had no contact with each other for almost forty years. In the spring of 1953, Sylvia had a severe heart attack and was not expected to survive. Christabel wrote a letter of sympathy to her which led, over the next four years, to intermittent correspondence between the two sisters. In these letters, which form the basis of this documentary article, the authors begin by reminiscing about their childhood and parents; later, they comment on what they perceive to be inaccuracies and/or malice in books about the suffragette movement that were published after the Second World War. In many of the letters, the sisters reflect on their memories of their involvement in the women's suffrage movement, some three decades earlier. The correspondence reveals, however, that the renewed contact between the sisters did not lead to any real meeting of minds. Two of the letters are reproduced photographically in full     

First Priorities in Military Professionalism

This article contends that it is time for the armed forces to revisit their schools, day rooms, wardrooms, squadron meeting places, headquarters, bases and posts to increase the level of awareness and the teaching of professional norms.     

Searching for the best structure for American local government

Citizens, practitioners and academicians involved in local government have for decades debated the best structure for local public organizations; at the polar ends of this debate are those advocating rational administration and those advocating political responsiveness. The conventional wisdom equates rational administration with reformed structures like the council-manager plan and political responsiveness with structures which have an elected chief executive officer. The debate is unresolvable within this value-driven framework, and these ideological positions do not seem to be helping in the design of governmental structures which “work” in a practical and meaningful way. The paper argues for a “functional” model of local government structure based on how much citizens and administrators can know and oversee with competence. The analysis leads to a significant rethinking of the role of governing bodies, administrators, and the general management position in American local government.