Hindley-Smith, James Dury, (6 Jan. 1894–8 May 1974), Consultant Physician, retired; late Clinical Assistant Actinotherapy Department, St George’s Hospital; Fellow of Royal Society of Medicine; Member of Senate, University of Cambridge; Member Royal Institution of Great Britain

1962 ◽  
Vol 1 (1) ◽  
pp. 49-63 ◽  
Author(s):  
Thomas Martin

SynopsisThe paper is an attempt to set the social and historical background against which the Royal Institution was founded, and to trace the events in its very early history. The founder of the Institution was Benjamin Thompson, Count Rumford, that soldier of fortune who took service with the Elector Palatine of Bavaria, and it was in the course of his duties in Munich that his interest in the practical problems of philanthropy was aroused.In London, in the concluding years of the eighteenth century, he was drawn into the group of philanthropists and reformers among whom William Wilberforce was the leading figure, and Sir Thomas Bernard, Treasurer of the Foundling Hospital, one of the most active members. The focus of their activities was the Society for Bettering the Condition and Increasing the Comforts of the Poor, and to this Society Rumford submitted his proposals for a new scientific institution in London, designed to improve the lot of the poor and the working classes by the application of science to useful purposes.It was decided to make an appeal for funds, Rumford's proposals were circulated, and the Count succeeded in interesting the President of the Royal Society, Sir Joseph Banks, who took the Chair at the early meetings and allowed them to be held at his house, 32 Soho Square. At a meeting held there on 7 March 1799, the new institution was formed by resolution of the subscribers of 50 guineas each, who became the first Proprietors of the Royal Institution of Great Britain, as it was afterwards named in its Royal Charter.


Author(s):  
Patrick R Unwin ◽  
Robert W Unwin

The abortive attempts of Sir Humphry Davy to introduce modest reforms at the Royal Society of London during his Presidency (1820–27) contrast with his (largely unstudied) earlier experience of administration at the Royal Institution of Great Britain (RI). Davy's attempts to combat the systemic weaknesses in governance and funding, and his role in effecting changes at the RI, in association with a core group of reformers, merit consideration. This paper analyses important aspects of the early management and social structure of the RI and examines the inner workings of the institution. It shows how and why the Library, its most valuable financial asset, and its celebrated Laboratory, developed along distinctive lines, each with its own support structures and intra-institutional interests. While acknowledging the roles traditionally ascribed to Count Rumford and Sir Joseph Banks, the paper highlights the contributions of other early patrons such as Thomas Bernard, son of a colonial governor of Massachusetts, and Earl Spencer, a leading European bibliophile and RI President from 1813 to 1825. The promotion of a Bill in Parliament in 1810, designed to transform the RI from a proprietary body politic into a corporation of members, and the subsequent framing of the bye-laws, provided opportunities to establish a more democratic structure of elected committees for the conduct of science.


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