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The purpose of this paper is to outline several critical risk theories and explore their application to risk concerns in mental health care. This will contribute to the on-going debate about risk management practices and the impact these might have on recovery and social inclusion. Notably, while risks like suicide can be therapeutically addressed, risk management may involve paternalistic practices that exclude the participation needed for recovery.

A viewpoint of key risk theories will be presented to provide a critical eye about some clinical risk concerns in mental health care. Implications for recovery and social inclusion will then be discussed alongside direction for practice and research.

Clinical concerns seemed to involve difficulties with uncertainty, holding onto expertise, and the othering of patients through risk. These concerns suggest the patient voice might become lost, particularly within the backdrop of clinical fears about blame. Alternatively, a relational approach to risk management could have merit, while patient expertise may develop understanding in how to improve risk management practices.

Clinical concerns appear more than managing potential harms; it can involve appraising behaviours around societal norms, explaining to an extent why mental illness might be addressed in terms of risks. While the points raised in the paper support existing findings about risk management, the underlying reasons drawing on the critical risk theories are less explored.

Readers of Bernard Williams' recently completed series on premises audits — now updated and published as a book by Bulstrode Press — will be aware of the growing realisation of the importance of that activity in the management of facilities. The audit is not necessarily, however, the first step in premises planning. Although it is an essential part of the process of establishing the status quo, it can be carried out in the absence of a premises policy — nor does it, of itself, establish or lead to the establishment of a premises policy. This article introduces a series which will explore and develop the concept of a premises policy — what it is, how it is produced, when and why it is necessary and, moreover, how the corporate business plan must necessarily impinge upon the premises policy. Whether the premises policy will respond flexibly to the pressures of change, or whether facilities management will be thrown into disarray as a consequence, is clearly going to be a critical factor in the ability of the organisation to carry out its business plan efficiently and effectively.

Last month's introduction to this series (Facilities Vol 6/No 1/ January 1988) placed great emphasis on the role of facilities management vis‐a‐vis the business plan. It clearly stated that a coherent, proactive and flexible facilities management strategy must, necessarily, be a product of the business plan. This second article in the series examines the initial stage of the formulation of a premises strategy: a review of the existing stock of space occupied by a company.

Developing on the theme of this series — that the premises policy should evolve to meet the need to accommodate the requirements of the corporate plan — we must now look at the options available to the organisation with a premises problem. We will also consider how strategies can be compared by costs, by performance and combinations of both.

For a good part of the U.S. system of federalism municipal incorporation has been the formal structure for local communities. Over the last 60 years there has been a shift in this structure to special district government. The Woodlands, Texas presents an interesting case study on the incremental development of a former New Town community, the change in formal government organization and the potential for a different model of local governance structure in the 21st Century. The authors explore the four stages of development for The Woodlands over the past 40 years and assess this development through several model theories including institutional, urban regime, and urban governance. Contrary to some current literature on governance, The Woodlands appears to have transitioned from decentralization to more centralization while at the same time avoiding full incorporation as a municipality. It may be indicative of the new governance.