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Covers the 12-month period from 1 April 2009 to 31 March 2010
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The authors describes the potential scope and application of the various legal provisions which regulate competition in the UK. This book also examines the results of the convergence of UK and EC law with regard to competition in business.
This book examines how markets have evolved and provides insights for improved consumer policy making. It explores, for the first time, how what we have learned through the study of behavioural economics is changing the way policy makers are addressing problems.
Evaluates the capacity of Fairtrade® labeling to enhance the livelihoods of marginalized producers in developing countries. It looks critically at the evolution of fair trade values and markets, including its somewhat controversial engagement with conventional businesses, and problematizes the role of the "ethical consumer."
Ordnance Survey annual report and Accounts 2009-10
Channel 4 is a unique broadcaster in the UK. Publicly owned, it is a statutory corporation, without shareholders, established and regulated under successive Broadcasting and Communication Acts. It generates all of its revenues in the commercial marketplace but is not-for-profit, its principal focus being the fulfilment of its statutory public service broadcasting (PSB) remit. Channel 4 is required to lay before Parliament an Annual Report of its financial accounts and performance. However, concerns have been expressed that the channel lacks accountability and external scrutiny. This report covers the Committee's session in response to these concerns. The issues put forward included: the extent to which the channel is facing a crisis; preferences regarding possible partnerships; effects of market conditions; profitability of non-core, non -PSB channels; investment in the now abandoned Project Kangaroo; headcount, redundancies and remuneration; children's and educational programming; investment in the nations and regions; and succession of the Chairman and Chief Executive. The Committee plans to hold these sessions examining the Channels Annual reports annually.
The total costs of central government staff grew by 10 per cent in real terms in the ten years to 2009-10, with current costs totalling £16.4 billion. Over the same period, staff numbers fell by 1 per cent, from 497,000 full time equivalents to 493,000. The growth in staff costs is largely the result of an unplanned increase in the number of staff in higher grades. Between March 2001 and March 2010, the number of administrative grade staff declined. But all higher grades grew in number, with Civil Service management grades 6 and 7 showing a 67 per cent increase (around 14,000 posts). This change in grade mix accounts directly for approximately 50 per cent of the staffing cost increase. Some 35 per cent of the real terms increase in staff costs is due to increases in salaries and performance-related pay. A range of immediate central actions in response to spending pressures has been announced, including freezes on pay and recruitment. But the longer term reductions in staff costs required by the 2010 Spending Review will be the responsibility of departments and agencies, and many do not have a comprehensive understanding of their own staff costs or skills in order to support this cost reduction activity adequately. The scale of staff cost reductions is unlikely to be achieved by natural turnover alone. Despite proposed changes to the Civil Service Compensation Scheme, the up-front costs of voluntary or compulsory redundancy schemes and early retirements will be significant.
From the 'Third Way' reforms of the 1990s to today's prospect of a post-bureaucracy era, the management of the UK's public services has been radically overhauled in recent decades. This important new text provides a complete introduction to the key themes and developments in public management and the changing relationship between governments, public service providers and the public. June Burnham and Sylvia Horton examine the key components of public management in the UK, including strategic management and the introduction of new performance management techniques as well as financial and human resources management. The book assesses how wider forces such as Europeanization, globalization and the global economic crisis have affected both the structure and role of the state and the way public services are managed. It also looks back to examine the transition from public administration to public management and considers how different ideologies have influenced and driven reform. Distinctively, the authors provide a full assessment of how devolution has affected public services across all parts of the UK. Providing an insightful and accessibly written introduction, this book will be ideal reading for all students of public management.