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The purpose of this paper is to ask how the UK Government can currently hold such incommensurable positions, explicitly and implicitly, in respect of spatial development priorities within England, and suggest a research agenda that might produce a better understanding of such contradictions.

The paper contrasts evidence on the changing spatial economic geography of the UK with data on recent trends in identifiable regional public expenditure. Current spatial development policy is analysed in detail and contrasted with a range of implicit development decisions made by central government in recent years. The paper considers the adequacy of the literature on metropolitan dominance within UK political and economic life in explaining the discrepancies between what government says and does in terms of spatial development.

Significant discrepancies are found between formal spatial development aspirations as expressed in the Public Service Agreement on Regional Economic Performance and the outcomes of actual spatial development decisions, which are likely to widen rather than reduce the gap between regional growth rates. An important part of the explanation for this divergence is the metropolitan dominance of London but further work is needed on how this might better be conceptualised and measured.

A number of key lines of enquiry for further research on the future of UK metropolitanism and the sustainability of current policy choices are outlined.

This paper makes an original contribution to detailing the disjuncture between formal and implicit spatial development priorities, which will be of value to academics and policy makers.

The partnership of a chemical manufacturing company and a management training centre has resulted in the creation of a series of management training courses which combine some highly effective learning methods with the specific needs of developing mnagers. The experience has provided a fresh departure in management training. The techniques described are not new, but the way they are used together creates a powerful learning environment.

The following annotated bibliography of materials on orienting users to libraries and on instructing them in the use of reference and other resources covers publications from 1981. A few items from 1980 have been included because information about them was not available in time for the 1980 listing. A few items have not been annotated because the compiler was unable to secure copies of these items.

The purpose of this paper is to present a profile of the Canada fetal alcohol spectrum disorder (CanFASD) research network which is descriptive in nature and profiles the work of the network and its national activities. CanFASD is a unique Canadian, non-governmental organization whose aim is to engage cross-disciplinary research and knowledge translation for stakeholders and partners including communities, policy makers and governments.

A case study approach was undertaken to describe the network whose main focus and purpose is specifically research related to FASD.

The creation of CanFASD has contributed to a strong network of researchers on key topic areas including diagnosis, prevention, intervention, justice and child welfare, with a focus on evidence-based decision making, research and knowledge exchange. A key role of the network is to provide access to research and education on FASD nationally.

A case study approach, while descriptive, does not provide the details of specific research projects.

CanFASD has had a key role in stimulating meaningful dialogue and research in the field of FASD. The need exists to collaboratively work on a national and international basis in response to the distinct challenges posed by FASD for individuals, families and society.

The Duke of Edinburgh in his preface to this book says “Alan Cobham … took part in the most radical and far‐reaching engineering revolution that the world has ever seen …” and if that is the only reason for bringing it to the attention of the readers of AIRCRAFT ENGINEERING, it is a good and valid reason for doing so. But it is more than that: this is a book that must take its place in aviation history. Although I actually witnessed Alan Cobham's touchdown on the Thames in 1926 and was very much aware of his activities with the National Aviation Day Campaign from 1931 to 1935, I was not aware how he so greatly influenced the growth of civil aviation and it was not until I read some opinions from Sir Robert Hardingham, to whom I wrote asking for his commentary on the book and Sir Alan, that I appreciated his attitude towards work especially, and that he had such a meteoric career.

Film provides an alternative medium for assessing our interpretations of cultural icons. This selective list looks at the film and video sources for information on and interpretations of the life of Woody Guthrie.

This article summarises the findings of a study which canvassed clients’ views of strategic capabilities which lead to management consulting success. The survey was undertaken among 171 executives in the top 500 companies in Australia. The major elements that were investigated were the reasons for hiring the consultants and the strategic capabilities related to successful performance indicators as identified by clients. The findings show that the main reasons consultants are hired are insufficient in‐house expertise, independent/objective advice, gaining additional help/resources, insufficient manpower in‐house and quick resolution of issues. The top five strategic capabilities which clients identified as important to success, in order, were ability to listen to and comprehend the client, quality of service, client‐consultant communication, integrity and honesty and technical knowledge. All the strategic capabilities were related to one or more performance indicators. The top five performance indicators were achieving objectives agreed upon, customer/client satisfaction, timeliness of service delivery, recommendations actually implemented and achieving measurable results. Therefore the contemporary management consultant needs to be multi‐skilled and technically competent and, should have excellent people skills. Consultants also need to note that their view on what constitutes successful performance is not quite the same as that of their clients.

In recent years, there has been an increasing interest in intergenerational approaches to promote greater understanding and interaction between the generations to achieve mutual benefit. This article provides and introduction to the topic, looks at the impact of intergenerational projects and provides an overview of the policy and practice context.