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In this article we're going to learn what is required to perfect the 5.0 Mustang's launch from the starting line. In the first installment we covered the tires. For the second installment we're going to talk about suspension modifications, you can make to get you down the quarter mile quicker and faster.

The 5.0 Mustang uses a non-parallel 4 link rear suspension. Unlike the parallel 4 link suspension used on Pro-Stock racecars and other full on racecars. Ford used the non-parallel design from the factory as a cost saving measure, because it requires less parts to function, saving production costs. But like any cost saving measure, compromises are involved.

A parallel 4 link suspension requires either a panhard bar or a watts link to keep the reared centered in the car body. The 5.0 Mustang's angled suspension arms keep the reared centered, without using any additional hardware. By using a combination of short control arms, and long control arms, both with different angles, the potential for suspension binding is very high. Ford compensated (compromised) for this by making the control arm bushings out of a soft rubber compound, that has some give to it.

Anyone who has drag raced their 5.0 Mustang knows all about wheel hop and fishtailing that these cars are notorious for. So the first thing that needs changing is the rear control arms. Ideally the car should use a control arm like the Mega-Bite Sr. which has Heim joint rod ends, to eliminate suspension slop and prevent binding. They also have the added benefit of being adjustable for length, allowing you to center your tires in the wheel well openings. It also will allow you to adjust the pinion down angle, to further adapt launch characteristics. This one suspension modification alone should make a noticeable improvement in your cars starting line antics. No more wheel hop or fishtailing, and much easier to keep in a straight line down track.

The next suspension modification that needs to be remedied is a change to an adjustable shock absorber. If funds are low you could get by with a 50/50 rear shock, and either a 70/30 or 90/10 front strut. But if funds permit, you'll be much better off in the long run with an adjustable shock/struts. Quality products are available from companies like Competition Engineering, AFCO, Koni and others. Having the ability to adjust your shock settings gives you the flexibility to adapt to future mods in the power department. If you're like most 5.0 Mustang racers you'll be adding more and more power to your car as time goes by. What works for your launch at one power level, may prove totally wrong with 50-100 more hp in your engine.

If your street/strip car is more strip than street. More aggressive suspension mods can be performed. Items such as Eibach's Drag spring set allow for much better weight transfer upon launch. Removing the front anti-sway bar is also another way to loosen up the front end for better launch at the drag strip. It's also very heavy, and removing it will shave a few pounds off the front end weight of the already nose heavy 5.0 Mustang. Stock weight bias is typically around 57/43 stock, which means 57% of the cars weight is on the front wheels. Not exactly conducive to great traction, which is why I will be addressing redistributing some of that weight in a future article.

For now I would not recommend removing the rear anti sway bar from the car. It serves a purpose, that being to help keep the rear end of your 5.0 Mustang from torquing over to the passenger side when launching. As you add more power to the car a change to an aftermarket anti sway bar or even a double bar system may be in order. But the factory rear bar will take you deep into the 11 second range and perform admirably.

Aluminum Caster/Camber plates are another worthwhile suspension mod. Caster/Camber plates are made by Steeda and others. These devices replace the flimsy factory part, Replacing the rubber bushing upper strut mount, with a much more precise ball bearing, and allow you to add additional caster to the front end alignment. Adding caster to a drag race 5.0 Mustang helps you keep the car centered in your lane and adds stability at the top end. Adjusting your alignment to provide 5-7 degrees caster will help tremendously in keeping you going straight ahead.

Replacing the factory tie-rod ends with an aftermarket bump-steer kit is another trick that will work very well for keeping you from running off the racing surface. Bump steer is the change in toe-in that your 5.0 Mustang experiences when the front end rises and falls. From the factory the Ford Mustang usually has a bit of bump steer built in. Once you start changing things it only gets worse. These pieces will need to be installed at a chassis shop, but are well worth the expense, for the stability your car will receive from them.

Tune in next time when I'll address the nose heavy weight distribution of the Mustang and some possible solutions.

Tommy Gambon writes articles on a wide range of automotive and auto racing topics. He has an excellent selection of tips about drag racing. http://www.bestracingtips.com/ posted on his blog and if you need more information on the 5.0 Mustang then this is an article you should not miss.

Healthy Connections

NHS Connecting for Health hired an Interim Human Resources Director to provide professional senior management support for the organisation delivering the national programme for IT.

The National Programme for IT (NPfIT), which is key to modernizing the NHS, is one of the largest civil IT
projects in the world. Its mission is, through the use of new technology, to put in place information systems that give patients more choice and healthcare professionals more efficient access to information, thereby ensuring delivery of better patient care.

In April 2005, the NPfIT joined with the technology arm of services from the NHS Information Authority (NHSIA) to form a single new organisation, NHS Connecting for Health (NHS CFH), an agency of the Department of Health. The role of the new organisation is to harness new technology to connect patients and healthcare professionals in the delivery of safer, cost-effective healthcare in England.

NHS CFH comprises a mixed economy of permanent NHS staff, civil servants, secondments and external specialist contractors. Together they create a rich tapestry of skills and expertise drawn from a wealth of professional backgrounds. However, the structure also provides a number of organisational challenges. The diverse mixture of talent has had to be managed and a common culture and terms and conditions established, while continuing to deliver the programme to the NHS.

“There were many different HR and recruitment activities going on,” says Director of Corporate Services Andrew Griffiths. “We were looking locally, nationally and globally to find highly skilled IT professionals to fill vacancies on business-critical work. We were also establishing ourselves as a new organisation, managing issues around the closure of the NHSIA, dealing with the integration of staff and their work and handling the acquisition of a large number of legacy IT systems.”

In the midst of all this, the then HR Director was headhunted. “I knew we had to plug the gap with a highly-experienced HR professional to lead at the most senior level,” says Griffiths. “They would have to relate to everyone from the chief executive to the doorman, and would need lots of skill, presence and authority in order to command respect. They would also have to deliver rather than just hold the fort. Last, but not least, they had to develop the HR function.”

Griffiths interviewed several interim managers for this critical role before appointing Impact Executives interim manager Susan Bush as interim HR Director.

One of the first things Bush did was to start to harmonise objectives, cultures and terms and conditions
by introducing common policies and procedures. “Because NHS CFH was a very mixed economy, everyone had different perspectives and was focused on different objectives, and we needed to rectify that if we were going to perform as one organisation,” she says.

All they had were legacy policies of the NHSIA – but these were highly structured and many were inappropriate for a fast moving project-based organisation that placed a high premium on performance. So Bush and her team redrafted 40 key people procedures, and harmonized terms and conditions. “We had about 460 different job descriptions, which we have rationalised into a more compact structure as part of Agenda for Change (AfC), the most radical shake-up of pay
within the NHS since the NHS began,” she explains.

A proportion of the 1400 staff in NHS CFH are IT consultants and contractors, who are deployed within the organisation for varying lengths of time. So a further HR challenge has been to integrate these people with permanent employees in order to deliver seamless high-level professional services.

The HR team also worked hard to implement more flexible working, in keeping with the NHS’s Improving Working Lives initiative, which seeks to redress the traditional long-hours culture by providing a better work-life balance for its staff.

They also worked quickly to establish a formal working relationship with the unions. Bush's 30 years’ experience of working in highly-unionised organisations stood her in good stead. She set up a joint negotiation and consultation committee to discuss and agree all changes to terms and conditions.

She also got the green light to set up a non-unionised Staff Partnership Forum, to help ascertain staff views on issues of concern to management and to address problems arising between staff and management.

But Bush thinks her most significant contribution to NHS CFH was restructuring and refocusing the HR department. “It was very internally focused and reactive, and had little direct involvement with either the management or the workforce,” she says. “I helped to create a more responsive and proactive team who now act as HR business partners and work closely with managers to help them get the most out of their teams. This is critical to sustaining the performance of NHS CFH at a high level – particularly when the recruitment rate is running at around 25 people every month.”

One of the key things the new restructured team is now able to do is proper inductions. “NHS CFH is a complex organisation and a well structured induction process is vital to helping new people become effective much more quickly,” she says.

Restructuring and refocusing the HR team involved bringing in six or seven new people with different perspectives from both the public and private sectors. The administration was devolved to more junior people, allowing the more senior people to become more strategic by working alongside the managers. This change unleashed talent that had previously been under-utilised, says Bush.

There is now a well-established team of HR professionals, including organisational development and training
experts, and when Bush left at the end of January the team had just started to determine the kind of culture needed by the new delivery-focused NHS CFH.

Bush’s legacy to her permanent successor, Paul Dowie, who joined the organisation at the beginning of the year from ITN News, is a well structured, proactive and professional HR department that is focused on business activities and delivery. She also implemented a number of activities that NHS CFH can build on in the future.

Griffiths knew that Bush would contribute high-quality professional talent to back-fill a permanent role at a critical point in the organisation’s development. But he discovered that the value she brought during her six-month assignment exceeded his expectations.

“The mix of skills, competencies and experience Sue brought made the six months it took us to find a permanent HR Director a great deal less stressful than they would undoubtedly otherwise have been,” Griffiths concludes.

Previously published in the Business Review, Impact Executives and http://www.onrec.com/newsstories/22277.asp

About the Author

I am currently a Director of Impact Executives which is a Global Interim Management provider (part of the Harvey Nash Group) and in this role I am at the frontline of dealing with senior clients and candidates across a wide range of change, HR and resourcing issues. I have extensive commercial experience gained through general management and board roles within both Plc's and also through running my own businesses. I have over 18 years international experience of providing cross-functional resourcing solutions to both global businesses and start-ups. I specialise in the following sectors: Technology, Media, Telecommunications, Pharmaceutical & Biotechnology, and Local Authorities. Visit my blog at http://www.impactexecutives.com/journal/clivesexton or the Impact Executives website at www.impactexecutives.com.

Are the Boy Scouts, Girl Scouts, Cub Scouts, and Brownie's next?

President Bush has pretty much depleted our Armed Service's, How long before he brings in the Boy Scouts, Girl Scouts, Cub Scouts, and Brownie's?
Is anyone else beside's me sick of this Moron?

The leadership of the Scouts has no connection to the White House; there is no chain of command that proceed in that direction. While scouting ideals have been held by many in the military, I view that those scouts who serve push for peaceful solutions when possible. When not possible, proper leadership is followed.

There's also the age thing.

Personal opinions on the Moron White House aside, your comment belongs under Politics, and is inappropriate under Community Service. Your welcome to criticize the White House, but please don't insinuate that the scouts are a lowest-level example of a leadership structure, or that it adheres to following White House opinion (aside from patriotism and honoring the flag).

Raybestos brand surpasses 1,400 parts listings for 2011 model year
Raybestos Brake and Chassis, a member of the Affinia family of brands and the Official Brakes of NASCAR, has added more than 1,400 brake and chassis parts listings to their 2011 model year catalog.

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