Anomalies of the human chest plate area. Radiographic findings in a large autopsy population

Anomalies of the sternal rib ends and costal cartilages, sternal foramina, and epi(supra)sternal bones from a large, modern autopsy population have been described. Rib abnormalities (duplications, fusions, and spurs) were found in 55 of 2,016 plastron roentgenograms, sternal foramina were found in 135, and episternal bones were found in 51. Sternal foramina were significantly more common in blacks than in whites and episternal bones more common in whites than blacks; rib anomalies had no recognizable racial predilection. Rib anomalies were almost three times more common in males than females, whereas episternal bones were only slightly more common in males. Sternal foramina had no sex predilection. Episternal bones were slightly more often unilateral than bilateral and, when unilateral, were twice as often located on the left. While none of the malformations studied appeared to be of clinical significance, they are of potential forensic value in individual identification.     

DEVELOPMENTS IN NEW SOUTH WALES PUBLIC ADMINISTRATION*

There are probably more changes taking place in public administration than at any previous time. In some sectors (like health) staff are now used to change; it has become a normal part of their everyday life. In other sectors (like road transport) it is a new experience. Some changes are the latest chapter in a long and continuing story. Clear objectives, downstream autonomy and performance monitoring have been issues for as long as most public servants can remember. The fresh ingredients added by New South Wales Incorporated are the management incentives that make a direct appeal to the self-interest of senior executives, and the ideology of competitive neutrality that mimics the price signals which motivate private enterprise. The intended results are less political patronage, smaller government, more accountability, better morale and higher productivity. Stated in these terms they are unlikely to cause controversy; the current political consensus is that they would constitute worthy goals for any government. However important differences of opinion will probably emerge over the order of priority for these goals. For example, how much should higher productivity be sought if it threatens accountability or morale? There is also likely to be debate between those who want everything in place immediately, even if it means industrial strife, and those who prefer a softly-softly approach.     

DELEGATION: A CASE STUDY

• 1 Whether to delegate or not to delegate has been an active issue in the New South Wales Public Service since 1960.
• 2 There has been considerable delegation of personnel authority to department heads during the period 1960–68, and the benefits of this programme have been significant.
• 3 The following rules seem to govern the selection of areas ripe for further delegation:

The “monopoly” rule: Where a department has a virtual monopoly over a particular occupational group in the Service, it should have authority to employ members of that group. The “rubber-stamp” rule: Where the rate of approval to departmental submissions approaches 100 per cent in any area, delegation of authority should be considered. The “guide-line” rule: Where the Board finds it possible to formulate guide-lines for the making of decisions within its own office, these guide-lines should be communicated to the departments, together with authority to make the appropriate decisions. The “no-harm” rule: Whenever authority can be exercised in a department without breaching any general or departmental limitation, delegation should be considered.

• 4 The following limitations to delegation of further personnel authority are seen to exist:

The “size” limitation: The small size of many departments limits the scope for further delegations of authority. The “geographical” limitation: The geographical dispersion of departmental staff is a factor that limits the scope for further delegations of authority. Regional decentralization, paradoxically, often leads to centralization of personnel authority. The “uniformity” limitation: The need to achieve uniformity in the Service, from one department to another, limits the scope for further delegations of authority. The ideal of uniformity, however, has probably been over-emphasized in the past because of the early history of the Public Service Board, and the centralized system of arbitration within which it operates. Other limitations: Factors unique to individual departments, such as historical influences and lack of competence in personnel administration, impose specific barriers to further delegations of authority.     

Blind trials of an onsite saliva drug test for marijuana and opiates

The objective of these clinical trials was to calculate the performance, limit of detection, specificity and sensitivity of a novel, semi-quantitative immunoassay for drugs of abuse in saliva and to determine operator bias when measured blind by four different operators. The test is based on lateral flow gold particle technology coupled with digital photography to provide a semi-quantitative end point. The performance of the test was compared with that of enzyme immunoassays and GC/MS methods. Volunteers consumed marijuana or codeine and their saliva was collected 0.25 to 24 h later with the Cozart RapiScan collection device. The sensitivity and specificity of the opiate test were both 100%+/-10.4% for codeine for 9 h after dosing. The cutoff of the marijuana test at 10 ng/mL THCA was too high to detect marijuana use for more than a few hours after smoking. There was no operator bias because the results were presented in written form either as "positive" or "negative" for each of the five drug classes on the screen of the hand-held reader.