MEMBERSHIP OF THE ‘NEW STYLE’ HEALTH AUTHORITIES: CONTINUITY OR CHANGE?

The 1989 White Paper 'Working for Patients' continued the process begun by Griffiths of managerial reform and the introduction of private sector concepts into the NHS. One of the new proposals was to change the composition and constitution of health authorities, both to avoid the assumed weaknesses of the existing format and to emulate the pattern found in the private sector.
The essence of the change was the removal of the representational elements on authorities, both of medical professionals and nominees from the local authority. The health authorities were reduced in size to just eleven members and for the first time executives were included. Previous attempts at reform within the NHS have been judged to have resulted in more continuity than change. This article examines in detail who the new members are and assesses the balance between continuity and change.
Despite a high level of continuity of membership, there are signs of more fundamental change. There is a significant increase in the proportion of non-executive members from the private sector and with the inclusion of executives, a stronger managerial role is emerging. The article concludes by assessing what the implications of these changes maybe.     

Communities of scholars and communities of practice

This article is a contribution to the occasional series dealing with a major book that has influenced the author. Previous contributors include Stewart Macaulay, John Griffith, William Twining, Carol Harlow, Geoffrey Bindman, Harry Arthurs, André‐Jean Arnaud, Alan Hunt, Michael Adler, Lawrence O. Gostin, John P. Heinz, Roger Brownsword, Roger Cotterrell, Nicola Lacey, Carol J. Greenhouse, David Garland, Peter Fitzpatrick, and David Nelken.     

Case Processing Times in Three Courts

The time it takes a court to process its cases, a critical aspect of court performance, varies widely from case to case, from court to court, and within a given court as the court and its environment change over time. The sources of this variation, however, have remained largely obscure.
This paper examines the structural and case-level influences on processing times in three criminal courts experiencing structural changes, including a number of administrative reforms designed to reduce processing times. We find both similarities and differences between courts, but in general both many structural arrangements and many case characteristics affect processing times, with some case characteristics having different effects under different structural arrangements, and some structural arrangements affecting different sorts of cases differently. We conclude with a discussion of implications for court management.     

Rebuilding the Social Life of the Kikuyu

The following address was given by Dr. Shannon at a joint meetingof the Royal Empire Society on July 4, 1957. Lord Hailey, Chairmanof the Royal African Society, presided.