Of change,training and public affairs in Europe

European public affairs practitioners need to be increasingly professional in their reactions to an EU undergoing transformational change. The paper offers a comprehensive summary of the subtleties of institutional change in Commission, Parliament and Council in 2004. In particular, the author argues that expansion from 15 member states to 25 has fundamentally changed the nature of the Union's politics and the skills required to influence it. This new EU requires more of practitioners than experience and amateur instinct: to achieve results and avoid restrictive regulation, the public affairs community must adopt effective training strategies, challenging competence targets and regular self‐assessment of its performance and ethics. Copyright © 2004 Henry Stewart Publications     

Reform of the Planning,Programming, Budgeting System,and Management Control in the U.S. Department of Defense: Insights from Budget Theory

Resource decision making for the Department of Defense (DOD) is one of the most challenging tasks in all of public financial management. DOD coordinates national security threat assessment, long‐ and intermediate‐range planning and programming with annual budget formulation and execution. Between 2001 and 2004, Defense Secretary Donald Rumsfeld changed the system significantly, simplifying, and synchronizing it with presidential terms of office. We assess Planning, Programming, Budgeting System (PPBS) reform through application of applied budget theory. We review system evolution, document recent reforms, explain why change was necessary, and assess implementation feasibility. Only preliminary evaluation is possible because change implementation will require five or more years.     

A commentary on the United Kingdom's leading food retailers' resilience plans in the face of climate change

In September 2019, the U.K. House of Commons Environmental Audit Committee warned that the United Kingdom's food supply was vulnerable to climate change. Within the U.K. food retailing is highly concentrated with the four leading food retailers accounting for almost 70% of all food sales. In the face of the threat of climate change to food supplies, a focus on resilience might be seen to have much to offer retailers. However, little work has been published in the academic literature on if, and how, retailers are employing the concept of resilience in their business plans. With these thoughts in mind, this commentary paper provides an exploratory review of how the United Kingdom's four leading food retailers, namely Tesco, Sainsbury's, Asda, and Morrisons, have publicly acknowledged the importance of resilience in the face of climate change. The paper outlines definitions of resilience and retail resilience, draws out four general themes within the U.K. food retailers' resilience plans, and offers some wider reflections on the retailers' resilience plans in the face of climate change.