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In recent years there has been an increasing focus on improving the physical health of people with serious mental illness and many policies and guidelines are now tailored to support professionals working in mental health services to meet these requirements. We found, however, that the physical health care policies produced by mental health trusts in England varied enormously. Policies were often cumbersome, vague and lacked clear guidance on what particular action should be taken, when it should be taken, and by whom. Physical health care policy documents of three mental health care trusts in the north sector of the East Midlands Strategic Health Authority (UK) were examined in detail. We found significant disparities between the policies in terms of size, readability, external references and reading cost. None could be read swiftly and all incorporated vague language into their directives. It would be beneficial for there to be more consideration given to forming local policies that are readable, succinct, and unambiguous. There is potential for considerable economy of effort with collaboration in production of these documents.

On average, the National Health Service (NHS) loses annually £360 million in opportunity costs due to non‐attendance of outpatient appointments (Stone et al, 1999). In addition to draining healthcare resources, failure to attend clinical appointments incurs personal costs. Mobile phone technology has been applied successfully to reducing appointment non‐attendance and improving clinical outcomes for patients with physical illnesses. However, it is unclear whether these applications can be extended to patients with severe and enduring mental disorders. We conducted a trust‐wide survey of 141 psychiatric inpatients of the Oxleas NHS Foundation Trust (82% of the Trust's total inpatient population) to establish how many respondents owned a mobile phone (62%), could use text‐messaging services (62%) and were willing to use the latter as a means of communication with the Trust (80%). Compared to patients with psychotic illnesses, those with non‐psychotic illnesses reported higher rates of mobile phone ownership (78% versus 55%, p=0.01), ability to use text messaging (76% versus 56%, p=0.03) and willingness to receive text messages from the Trust (90% versus 76%, p=0.05). The results of the survey were used to inform the planning of a pilot study aimed at reducing non‐attendance rates of outpatient appointments in Oxleas.

This paper considers the East India Company’s emergence as a territorial power from the 1760s until the revocation of most of its commercial functions in 1834. While this period has been a key episode for historians of the British Empire and of South Asia, social scientists have struggled with the Company’s ambiguous nature. In this paper, I propose that a profitable way to grasp the Company’s transformation is to consider it as a global strategic action field. This perspective clarifies two key processes in the Company’s transition: the enlargement of its territorial possessions; and the increased exposure of its patrimonial network to intervention from British metropolitan politics. To further suggest the utility of this analytic perspective, I synthesize evidence from various sources, including data concerning the East India Court of Directors and the career histories of Company servants in two of its key administrative regions, Bengal and Madras, during this period of transition.

An historical saunter is taken through the development of approaches, legal and organisational, to deal with whistleblowing. Whistleblowing engenders strong emotions, and it is not surprising that some of the early pioneers met with stiff resistance. Some classic whistleblowing cases are analysed, notably Stanley Adams and charge nurse Graham Pink. Key developments and cases during the Thatcher period are outlined. Employment law was rather primitive, and failed to give much definitive protection to whistleblowers. The contribution of the Committee of Lord Nolan on Standards in Public Life is outlined. The area of higher education, and the pivotal territory of financial services, accounting and auditing also are treated.

Despite being a widely used management technique, cumulative sum (CUSUM) analysis remains almost unheard of in professional sport. To address this, CUSUM analysis of soccer match data from the English Premier League (EPL) was performed. The primary objective of the study was to evaluate CUSUM as a tool for assessing “on-field” team performance. As a secondary objective, the association between managerial change and team performance was evaluated.

CUSUM was applied retrospectively to goal difference data for six EPL teams (Arsenal, Chelsea, Everton, Liverpool, Manchester United and Tottenham) over 23 consecutive seasons from 1995 to 2018. This was supplemented with change point analysis to identify structural changes in mean goal difference. Succession was evaluated by mapping historical managerial changes onto the CUSUM plots for the respective clubs.

CUSUM analysis revealed the presence of structural changes in four clubs. Two structural change points were identified for both Chelsea and Everton, one for Manchester United and Tottenham and none for Arsenal and Liverpool. Relatively few managerial changes coincided temporally with structural changes in “on-field” performance, with most appointments having minimal impact on long-term team performance. Other factors (e.g. changes in ownership) appear to have been influential.

The study was limited by the fact that only successful teams were investigated.

CUSUM analysis appears to have potential as a tool for executive decision-makers to evaluate performance outcomes in professional soccer.

The study is the first of its kind to use CUSUM analysis to evaluate team performance in professional soccer.

ANDREW Carnegie stands apart from all other library benefactors. No other man has given so much, or given so widely, in the cause of library progress. Although the United Kingdom was not the main recipient of his bounty, it received from him, personally, about £12 million, and considerable sums, in addition, from the Trust which he founded. It might well be expected, therefore, that his name would always be in our minds and that we would remember him more kindly than any other library benefactor. But it is not so.

NEXT JANUARY, it will be ten years since I acquired The library world from W H Smith & Son Ltd. Next July, NEW LIBRARY WORLD may be ten years old.

AS A RESULT of present economic problems in Britain and attendant cuts in spending, there is a need to achieve maximum cost‐effectiveness in all sectors of public spending including libraries. This article examines a simple method by which economies could be made in buying multiple copies of books. It is assumed that unless librarians have freedom to buy a single copy of any book they choose, they will not achieve the breadth and depth required of first‐class libraries, be they in the public sector or in academic institutions. Perhaps second copies need cause little concern, but a pilot survey of a polytechnic library revealed cases where as many as four, six or even eight copies of the same edition had been bought on one occasion before the effectiveness of a lesser purchase could have been evaluated.

THOSE who were present at the induction of the President of the Library Association on January 26th must have left that pleasant, but very limited, assembly with two thoughts ; that the speeches were adequate and deserved a much wider audience than the relatively small Council Chamber at Chaucer House can accommodate, and that our affairs are in good hands for 1949. Mr. McColvin made the speech of thanks to Mr. Nowell, as a man straightforward, sane, loyal, simple, broadminded and fundamentally sound. We echo these and could add other praises but, fortunately, Mr. Nowell has many years of active service ahead, and we hope for many opportunities yet to acknowledge it. Sir Ronald Adams showed that modesty and charm which we were assured from his record he possesses. Our readers have found these speeches in the L.A. Record for February, and our only purpose in alluding to them is to say our own word of thanks for past service and our good wishes to both outgoing and incoming Presidents. And again to repeat our view that the Association loses a great ceremonial opportunity by holding the inauguration in a small room in London in the winter, rather than at the great annual assembly of the Conference as was at one time the practice. It was the central occasion of the year.