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On 31 March this year, an experimental arts and youth centre run by Derbyshire Education Committee was finally closed down. Situated in a mining district of North East Derbyshire, the centre catered chiefly for teenagers from the local pit villages. Tony Trafford, acting warden of the centre for its last year of operation, explains the philosophy which lay behind the work of the centre, and the reasons why it was closed by the education authority.

Seeks to examine important characteristics that go hand‐in‐hand with successful public‐private partnerships.

A grounded theory approach is adopted involving interviews and group discussions with executives of the organisations involved. The rationale behind the reduction of the data collected was based on the commonalty of the words, themes and concepts being produced by the respondents through the written and oral research data.

A descriptive model is presented which identifies five key characteristics: good communication, openness, effective planning, ethos and direction. It is argued that all contribute to the success of a joint venture.

Further research might examine other examples of public‐private partnerships since the research reported here comprises only a single case study – the major limitation of this research. While utilising the findings of this research may improve the chances of a successful venture, they cannot of their own accord guarantee success since other factors are at play.

The paper presents a valuable insight for both academics and practitioners who are keen to appreciate executives' concerns that can arise in evolving a joint venture between a public and a private sector organisation.

Traditional investors needed for funding new warehousing schemes are becoming increasingly circumspect about putting cash into new developments. Tony Glover discusses why this funding is becoming scarce and looks at the dwindling supply of industrial warehousing, as a result of these measures. Some alternatives are described: instead of trying to win over the reluctant fund managers, operators who are big enough can, and are, releasing resources for their own design and build.

In recent years, the relationship between Manchester United fans and their club has been put under the spotlight due to the contentious relationship between the fanbase and the club’s American owners, the Glazer family. However, the commercialisation of Manchester United and their ramping up of their associated brand accelerated massively during the 1990s, as a result of the coincident timing of the country’s glamour club returning to dominance during a period of ever-greater financial returns for top-flight success. As the undoubted commercial trailblazers in English football (and the first English club to be listed on the Stock Exchange), analysing their development during the 1990s is, arguably, the best way of understanding how and why top-flight football clubs operate the way they do and, in a knock-on effect on the league’s competitiveness, why the clubs below them can so easily fall away.

In mid‐1977 the Greater Manchester Reference & Information Sub‐Group (a working party of librarians representing the ten public library authorities in the county) set out to create an inexpensive but workable local government information service which would be available to any of the local authorities who wished to participate. Of the ten constituent districts, only Stockport had a full‐time local government information officer. One of the main features of Stockport's service was a weekly current awareness bulletin, using input from about a hundred journals. Oldham and Tameside were assisting Stockport by scanning extra journals and providing relevant abstracts and photocopies; in return they were receiving copies of the Stockport bulletin. Tameside staff were using this bulletin to help produce their own irregular information bulletin on a reduced scale and, like Stockport, were supplementing it with a photocopy supply service. Salford had produced independently for two years a fortnightly current awareness bulletin. Provision in the other districts was minimal.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.