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This is the 33rd report on senior salaries from the Review Body on Senior Salaries. Following the Coalition Government's announcement to tackle the budget deficit, a two-year pay freeze for all public sector workers paid more than £21,000 was put in place. This Review therefore makes no general recommendations for pay increases for the remit groups normally covered by this review, which include senior civil service, military officers and certain senior managers in the NHS. The Review Body though was already engaged in a major review of the judicial pay structure, although implementation of these recommendations for the judiciary may be affected by the overall pay freeze. The Review has set out 10 recommendations, including: that for senior officers in the armed forces the Ministry of Defence should review the performance management and pay system to define the objectives of performance-related pay and whether the existing system can be improved. The other recommendations look at the judiciary. The publication is divided into five chapters, with nine appendices
This is the thirty-fourth report on senior salaries with the remit of providing independent advice to the Prime Minister, the Lord Chancellor, the Secretary of State for Defence and the Secretary of State for Health on the remuneration of holders of judicial office; senior civil servants; senior officers of the armed forces; very senior managers in the NHS; and other such public appointments. However it covers the second year of the Government's pay freeze for public sector workers paid over £21,000 a year. Therefore, no recommendations for the relevant remit groups could be made. The Review Body report concentrates accordingly on any evidence about recruitment, retention or motiviation, and sets out its views on changes it would like to see in the pay and performance management systems for the remit groups, systems which are nearly all currently under review.
The Review Body on Doctors' and Dentists' Remuneration is an independent body that makes recommendations to the Prime Minister, the Secretary of State for Health, and the appropriate Ministers and departments in Scotland, Wales and Northern Ireland in respect of pay. The Review takes in account the following considerations: (i) The need to recruit, retain and motivate doctors and dentists; (ii) Regional/local variations in labour markets; (iii) The funds available to the Health Departments; (iv) The overall strategy of the NHS in respect of patient care. The consultant body is comprised of the most senior medical and dental staff in the NHS, who have expert knowledge in their specialities. The Review Body concludes that the overall compensation for consultants is appropriate, but has some reservations about existing schemes and believes that awards should not be a substitute for pay progression. The Review Body outlines a proposed integrated package and career structure for consultants.
Judicial independence is generally understood as requiring that judges must be insulated from political life. The central claim of this work is that far from standing apart from the political realm, judicial independence is a product of it. It is defined and protected through interactions between judges and politicians. In short, judicial independence is a political achievement. This is the main conclusion of a three-year research project on the major changes introduced by the Constitutional Reform Act 2005, and the consequences for judicial independence and accountability. The authors interviewed over 150 judges, politicians, civil servants and practitioners to understand the day-to-day processes of negotiation and interaction between politicians and judges. They conclude that the greatest threat to judicial independence in future may lie not from politicians actively seeking to undermine the courts, but rather from their increasing disengagement from the justice system and the judiciary.
Immigration detention is considered by many states to be a necessary tool in the execution of immigration policy. Despite the apparently key role it plays in immigration enforcement, the law on immigration detention is often vague, especially in relation to determining the circumstances under which prolonged detention remains lawful. As a result, the courts are frequently called upon to adjudicate these matters, with scant legal tools at their disposal. Though there have been some significant judgments on the legality of detention at the constitutional level, the extent to which these judgments have had an impact at the lower end of the judiciary is unclear. Indeed, it is the lower courts which are tasked with judging the legality of detention through habeas corpus or judicial review proceedings. This book examines the way this has occurred in the lower courts of two jurisdictions, the UK and the US, and contrasts this practice not only in those jurisdictions, but with judgments rendered by the Court of Justice of the European Union, a constitutional court at the other end of the judicial spectrum whose judgments are applied by courts and tribunals in the EU Member States. Although these three jurisdictions use similar tests to evaluate the legality of detention, case outcomes significantly differ. Many factors contribute to this divergence, but key among them is the role that fundamental rights protection plays in each jurisdiction. Through a forensic evaluation of 191 judgments, this book compares the laws on detention in the UK, US and EU, and makes recommendations to these jurisdictions for improvement.
This report is a response to the Government's request to consider whether pay for very senior managers in the NHS in England should be made more market-facing at local level. The review was complicated by the fact the NHS is currently undergoing reorganisation. The conclusions must therefore be subject to the caveat that better information is needed, Three recommendations however are put forward: that no additional locality pay measures be added to the new NHS very senior managers' pay framework; that the Department of Health collect and provide information on recruitment, retention and motivation of NHS very senior managers; and that all NHS very senior managers be assimilated into and paid according to the new pay framework, on the basis of job weight, once the current reforms have been fully implemented
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.
This is an analysis of the revolution of the last two decades that has built an extensive new regulatory apparatus governing British public ethics. The book sets the new machinery in the wider institutional framework of British government. Its main purpose is to understand the dilemmas of regulatory design that have emerged in each area examined.
A parliamentary scandal that dominates the headlines. The resignation of major party figures. Commentators and citizens wondering if the British government—and the people’s faith in it—will survive. Before Brexit, another major crisis rocked the foundation of government in the country: the expenses scandal of 2009. Featuring interviews with the members of parliament, journalists, and officials close to the center of the turmoil, An Extraordinary Scandal tells the story of what really happened. Andrew Walker, the tax expert who oversaw the parliamentary expenses system, and Emma Crewe, a social scientist specializing in the institutions of parliament, bring fascinating perspectives—from both inside and outside parliament—to this account. Far from attempting provide a defense of any the parties involved, An Extraordinary Scandal explains how the parliament fell out of step with the electorate and became a victim of its own remote institutional logic, growing to become at odds with an increasingly open, meritocratic society. Charting the crisis from its 1990s origins—when Westminster began, too slowly, to respond to wider societal changes—to its aftermath in 2010, the authors examine how the scandal aggravated the developing crisis of trust between the British electorate and Westminster politicians that continues to this day. Their in-depth research reveals new insight into how the expenses scandal acted as a glimpse of what was to come, and they reveal where the scandal’s legacy can be traced in the new age of mistrust and outrage, in which politicians are often unfairly vulnerable to being charged in the court of public opinion by those they represent.
This is the 41st Report by the Armed Forces' Pay Review Body, and provides independent advice to the Prime Minister and the Secretary of State for Defence on remuneration and charges for members of the naval, military and air forces of the Crown. As last year the Secretary of State for Defence directed the Review Body to confine recommendations on an overall pay uplift to those earning £21,000 or less because of the two-year pay freeze imposed across the public sector. The main recomendation is for an increase of £250 in military salaries for those earning £21,000 or less. A number of other recommendations are made on targeted pay measures and accommodation and food charges.