The potential of this approach to simulate the farm level impacts of these policies is clearly shown here. The preliminary results suggest that reallocation of existing production contracts between producers according to a market-type mechanism, can generate small positive benefits for the farmers in the sample investigated here. Should reductions in contracts be deemed necessary a market-type mechanism can accomplish the necessary reallocation at lower cost to the farmers than a uniform reduction of contracted tonnage across all farmers. It is possible that a self-financing 'outgoer ' type scheme might generate benefits similar to those associated with a market-type mechanism.* UK currently has 8 per cent (white sugar equivalent) of the total EU sugar quota. Ninety-one per cent of this quota is designated A-quota, the remaining nine per cent is referred to as B-quota. Sugar production over and above these amounts, often referred to as C-quota sugar, is not supported under CAP. British Sugar plc, as the sole British processor of sugar from sugarbeet, has been allocated all of the UK quota. t There is also the introduction of a permanent provision for cane refining because of Portugal and the commitments made in 1986 at its time of joining the EU.

Purpose -This paper sets out to review leadership development since the inception of the Police Service of Northern Ireland (PSNI) in 2001, its developments over the past ten years, and to look at the opportunities and challenges for the future. It considers the new leadership strategy for policing in Northern Ireland. Design/methodology/approach -This paper explores how leadership development has been considered before, during, and after the change process for policing in Northern Ireland. Through synthesis of available information, learning materials and documents, it identifies and reviews the key models, theories and approaches used for leadership and management development within the PSNI and the approach considered necessary for success in the future. Findings -The PSNI has progressed significantly from policing the 30 years of conflict in Northern Ireland, where inward focus was more prevalent than the external partnership and collaborative approach that is needed today and in the future. The change from the Royal Ulster Constabulary to the new Police Service of Northern Ireland required leadership to deliver the transformation required. A new leadership development strategy is vital if operational policing is to continue to enhance public confidence at a time of renewed terrorist threat. Practical implications -Public sector organisations are currently facing great change in order to ensure they are able to meet the challenges of globalisation, technology, demography and the world financial crisis. Leaders can learn from the experience of the Police Service of Northern Ireland in the transformational change process which took place over the past ten years and how it intends to meet the future challenges facing a smaller service with reduced funding. Originality/value -This review comes ten years after the establishment of the Police Service of Northern Ireland. It provides insights into the leadership development which supported the transformational change process within Northern Ireland.

No abstract

No abstract