Local Economy: The Journal of the Local Economy Policy Unit

Two decades after the year-long miners' strike of 1984/5, this paper presents a contemporary account of the social and economic situation faced by ex-miners in South Yorkshire, uncovering those factors that continue to inhibit new employment and adaptation following the contraction of the coal industry. Forty-one in-depth qualitative interviews were conducted with men who had worked in the region's coal mining industry for varying periods of time. The interviews were designed to examine many of the problems that have emerged following deindustrialisation and assess appraisals of retraining provision and prospects for employment. Findings increase understanding of issues endemic to many former pit villages including continuing high levels of localised unemployment and disproportionately high numbers of incapacity benefit claimants. A greater understanding of the reluctance of individuals to adapt, retrain and seek new, alternative employment will lead to more successful methods of dealing with the problems associated with continuing economic inactivity in the region's former coalfield communities and has many important consequences for existing regeneration programmes and employment initiatives.

MG Rover was the final name by which the British Leyland Motor Corporation (BLMC) became known. BLMC had been formed in 1968 upon a government initiative to strengthen the UK's automotive industry so that it could compete effectively with the American and other European multinationals in international markets. Within six years BLMC teetered on bankruptcy and was all but nationalised. This paper traces the ongoing secular decline of BLMC through its various stages down to the eventual closure of the Longbridge plant in 2005. In particular it will look at key themes such as investment, output, product development and market failure. In particular, there will be examination of the role of the various owners of Rover such as British Aerospace, BMW and the Phoenix Consortium as well as the part played by the UK government in the company's eventual downfall.

The paper focuses on two aspects of the 2001 foot and mouth disease (FMD) outbreak in Scotland that have been largely ignored: first, business managers perceptions of the impact of FMD during and immediately after the outbreak; and second, reactions to the outbreak in terms of action taken by businesses and advice sought. A panel survey of non-farm businesses conducted in April, June and September of 2001 is analysed to shed light on these issues. We find that even at the time, the vast majority of businesses did not report any real impact, although businesses in rural areas and in the tourism industry were more likely to feel some impact - either positive or negative. We show that business managers appeared to favour private sources of advice, although some public sources were found to be very useful, and that some actions, such as increased advertising in tourism businesses, could be more effective than others, such as making redundancies. We conclude with a discussion of the implications of the findings for contingency planning in the event of future FMD outbreaks.

The British Employment Service increasingly relies on private providers. Arguably, the Employment Zone initiative provides a radical example of contracting out. Since 2000, long-term unemployed people in 13 local areas have been receiving employment reintegration services through private providers. This article provides a comprehensive overview of this experience. It builds on existing evaluations and primary research through expert interviews and document analysis. It attempts to add new, original insights into the development of the market as well as the incentive mechanisms used to gear employment outcomes. It seems that the flexibility of private providers is indeed able to increase the effectiveness of placement services compared with Jobcentre Plus. Nevertheless, Employment Zones seem to suffer from the general deficiencies of ‘Work First’ policies.