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I was delegated to do it

  • 1 Sergius (Pope from 844 to 847. His pontificate was dominated by his brother, Bishop Benedict of Albano, to whom, partly because of his severe gout, he delegated most of the papal business)

    Религия: Сергий II

    Универсальный англо-русский словарь > Sergius (Pope from 844 to 847. His pontificate was dominated by his brother, Bishop Benedict of Albano, to whom, partly because of his severe gout, he delegated most of the papal business)

  • 2 delegate

    1. сущ.
    1) пол., упр. делегат, депутат; представитель, уполномоченный, посланник (избранный или назначенный представитель группы, выражающий взгляды тех, кого он представляет и выступающий и голосующий от их имени)

    delegate from France — французский делегат, дегат от Франции

    See:
    2) гос. упр., амер. депутат (от) территории в конгрессе (член палаты представителей, участвующий в работе комитетов, обсуждениях, но не имеющий права голоса; в настоящее время в палату представителей входит по одному делегату от каждого из следующих административных образований: округ Колумбия, Виргинские острова, Гуам и Американское Самоа; избирается на двухлетний срок)
    See:
    3) гос. упр., амер. член палаты депутатов ( в некоторых штатах США)

    House of Delegates — палата депутатов (нижняя палата в законодательном органе в штатах Виргиния (Вирджиния), Западная Виргиния (Вирджиния) и Мэриленд)

    See:
    2. гл.
    1) упр., пол. делегировать; уполномочивать, передавать ( полномочия); поручать (какое-л. задание)

    to delegate rights to smb. — передавать кому-л. права

    He was delegated to organize and lead the expedition. — Ему было поручено организовать и возглавить экспедицию.

    A good manager knows when to delegate. — Хороший менеджер знает, когда можно передать полномочия подчиненным.

    The committee delegated the appointment of staff to the chairman. — Комитет передал председателю полномочия назначать персонал.

    Syn:
    See:
    2) упр. делегировать, посылать (уполномочивать кого-л. действовать в качестве представителя)

    He was delegated to meet them at Waterloo Station. — Его отправили встречать их на станции "Ватерлоо".

    Syn:
    See:

    * * *
    1) делегировать; передавать полномочия; 2) передавать кредитору свои долговые требования в покрытие долга; см. assign.

    Англо-русский экономический словарь > delegate

  • 3 delegate

    ̘. ̈n.ˈdelɪɡɪt
    1. сущ.
    1) делегат;
    депутат;
    посланник, представитель, уполномоченный a delegate to a convention ≈ делегат съезда nonvoting delegate voting delegate party delegate delegate at large Syn: representative
    2) амер. а) депутат территории в конгрессе [см. territory
    2) ] б) член палаты депутатов (в ряде штатов США: Мэриленд, Вирджиния, Западная Вирджиния) House of Delegates ≈ палата депутатов (нижняя палата в законодательном органе некоторых штатов)
    2. гл.
    1) делегировать;
    уполномочивать;
    передавать полномочия (to) to delegate authority ≈ передавать полномочия She was delegated to represent us. ≈ Ей было поручено быть нашим представителем. The chairman is unable to attend the meeting, so he has delegated his voting powers to the secretary. ≈ Председатель не может присутствовать на собрании, так что он передал свое право голоса своему секретарю. Syn: entrust
    2) поручать How many of their activities can be safely and effectively delegated to less trained staff? ≈ Какую часть их работы может взять на себя менее опытный персонал без потерь для качества исполнения? Syn: entrust
    3) переводить долг делегат, представитель;
    посланник - * from France делегат из Франции, французский делегат (американизм) депутат от территории в конгрессе (с правом совещательного голоса) (американизм) член палаты депутатов (в некоторых штатах США) - House of Delegates палата депутатов (нижняя палата в законодательном органе некоторых штатов) член королевской комиссии по разбору жалоб церковных судов член постоянного комитета (в Оксфордском университете) (устаревшее) делегированный делегировать, посылать делегировать, передавать (полномочия и т. п.) - to * authority передавать полномочия - to * rights to smb. передать кому-л. права - to * the power to a deputy облечь депутата властью - to * (to) smb. to do smth. поручить кому-л. /уполномочить кого-л./ сделать что-л. (юридическое) передавать (кредитору) свои долговые требования в покрытие долга delegate делегат, представитель, посланник ~ делегат;
    представитель ~ делегат ~ делегировать;
    уполномочивать;
    передавать полномочия ~ делегировать ~ амер. депутат территории в конгрессе ~ передавать кредитору свои долговые требования в покрытие долга ~ передавать полномочия ~ поручать ~ посланник ~ посылать ~ представитель ~ член королевской комиссии по разбору жалоб церковных судов ~ член палаты депутатов (в некоторых штатах США) ~ член постоянного комитета (в Оксфордском университете) electoral ~ выборщик judge ~ полномочный представитель судьи

    Большой англо-русский и русско-английский словарь > delegate

  • 4 delegate

    1. ['delɪgət] сущ.
    1) делегат; депутат; посланник, представитель, уполномоченный

    nonvoting / voting delegate — делегат без права голоса / с правом голоса

    Syn:
    2) амер.
    б) член палаты депутатов (в ряде штатов США: Мэриленд, Вирджиния, Западная Вирджиния)
    2. ['delɪgeɪt] гл.
    1) делегировать; уполномочивать; передавать полномочия

    She was delegated to represent us. — Ей было поручено быть нашим представителем.

    The chairman is unable to attend the meeting, so he has delegated his voting powers to the secretary. — Председатель не может присутствовать на собрании, поэтому он передал своё право голоса секретарю.

    Syn:

    How many of their activities can be safely and effectively delegated to the less trained staff? — Какую часть их работы может взять на себя менее опытный персонал без потерь для качества исполнения?

    Syn:

    Англо-русский современный словарь > delegate

  • 5 delegate

    N
    1. प्रतिनिधि
    The workshop was attended by delegates from all organizations.
    Ram is appointed as the delegate for the Medical Conference.
    --------
    V
    1. सौंपना
    Sita is delegated with the management work of the office.
    सीता को कार्यालय का प्रबंधन कार्य सौंपा गया है.
    2. प्रतिनिधित्व\delegateकरने\delegateके\delegateलिये\delegateभेजना
    Ram was delegated to the Internaional Conference by his Institute.
    राम को उसकी संस्था द्वारा अंतर्राष्ट्रीय सम्मेलन में प्रतिनिधित्व करने कि लिये भेजा गया था.

    English-Hindi dictionary > delegate

  • 6 delegate

    1. 'deləɡeit verb
    (to give (a piece of work, power etc) to someone else: He delegates a great deal of work to his assistant.) delegar

    2. -ɡət, ]( American) -ɡeit noun
    (an elected representative (to a conference, Parliament, committee etc): The delegates met in the conference room.) delegado
    tr[ (adj-n) 'delɪgət; (vb) 'delɪgeɪt]
    1 delegado,-a
    1 (duties, responsibility, etc) delegar (to, en)
    1 delegar
    \
    SMALLIDIOMATIC EXPRESSION/SMALL
    to delegate somebody to do something delegar en alguien para que haga algo
    delegate ['dɛlɪ.geɪt] v, - gated ; - gating : delegar
    delegate ['dɛlɪgət, -.geɪt] n
    : delegado m, -da f
    adj.
    • delegado, -a adj.
    n.
    • congresista s.m.,f.
    • delegado s.m.
    • diputado s.m.
    v.
    • deferir v.
    • delegar v.
    • diputar v.

    I
    1. 'delɪgeɪt
    a) \<\<duties/powers/responsibility\>\>

    to delegate something (TO somebody) — delegar* algo (en alguien)

    b) ( depute)

    to delegate somebody to + INF — delegar* a alguien para que (+ subj)


    2.
    vi delegar*

    II 'delɪgət
    noun delegado, -da m,f
    1.
    N ['delɪɡɪt]
    delegado(-a) m / f (to en)
    2.
    VT ['delɪɡeɪt]
    [+ task, power] delegar (to en); [+ person] delegar ( to do sth para hacer algo)
    * * *

    I
    1. ['delɪgeɪt]
    a) \<\<duties/powers/responsibility\>\>

    to delegate something (TO somebody) — delegar* algo (en alguien)

    b) ( depute)

    to delegate somebody to + INF — delegar* a alguien para que (+ subj)


    2.
    vi delegar*

    II ['delɪgət]
    noun delegado, -da m,f

    English-spanish dictionary > delegate

  • 7 delegate

    1. noun
    Delegierte, der/die
    2. transitive verb
    1) (depute) delegieren
    2) (commit)

    delegate something [to somebody] — etwas [an jemanden] delegieren; abs.

    he does not know how to delegate — er will alles selbst erledigen

    * * *
    1. ['deləɡeit] verb
    (to give (a piece of work, power etc) to someone else: He delegates a great deal of work to his assistant.) übertragen
    2. [-ɡət, ]( American[) -ɡeit] noun
    (an elected representative (to a conference, Parliament, committee etc): The delegates met in the conference room.) der/die Delegierte
    - academic.ru/19320/delegation">delegation
    * * *
    del·egate
    I. n
    [ˈdelɪgət]
    Delegierte(r) f(m)
    to send a \delegate einen Delegierten/eine Delegierte entsenden
    II. vt
    [ˈdelɪgeɪt]
    ▪ to \delegate sb jdn als Vertreter/Vertreterin [aus]wählen
    ▪ to \delegate sb to do sth jdn dazu bestimmen, etw zu tun
    he was \delegated to meet new arrivals man wählte ihn zur Begrüßung der Neuankömmlinge aus
    2. (assign task)
    ▪ to \delegate sth to sb power, authority, responsibility etw auf jdn übertragen
    ▪ to \delegate sb to do sth jdn zu etw dat ermächtigen
    III. vi
    [ˈdelɪgeɪt]
    delegieren
    * * *
    ['delIgeɪt]
    1. vt
    person delegieren; authority, power übertragen (to sb jdm); responsibility, job delegieren (to sb an jdn)

    to delegate sb to do sth — jdn dazu abordnen or damit beauftragen, etw zu tun

    2. vi
    delegieren
    3. n
    Delegierte(r) mf
    * * *
    A s [ˈdelıɡət; -ɡeıt] Delegierte(r) m/f(m), Abgeordnete(r) m/f(m), Bevollmächtigte(r), Vertreter(in), Beauftragte(r) m/f(m)
    B v/t [-ɡeıt]
    1. abordnen, delegieren, als Delegierten entsenden
    2. jemanden bevollmächtigen, Vollmachten etc übertragen, anvertrauen ( to sb jemandem):
    delegate authority to sb jemandem Vollmacht erteilen
    C adj [-ɡət; -ɡeıt] delegiert, abgeordnet, beauftragt
    * * *
    1. noun
    Delegierte, der/die
    2. transitive verb
    1) (depute) delegieren

    delegate something [to somebody] — etwas [an jemanden] delegieren; abs.

    * * *
    adj.
    delegiert adj. n.
    Abgesandte m.,f.
    Beauftragte f.
    Beauftragte m.,f. v.
    delegieren v.
    entsenden v.

    English-german dictionary > delegate

  • 8 delegate

    n. төлөөлөгч. v. 1. \delegate sth (to sb) бүрэн эрх олгох, үүрэг/ даалгавар өгөх. 2. тодорхой ажилд томилох. The new manager was \delegated to reorganize the department. Шинэ менежер хэлтсийг дахин зохион байгуулах ажилд томилогдов.

    English-Mongolian dictionary > delegate

  • 9 ♦ delegate

    ♦ delegate /ˈdɛlɪgət/
    n.
    delegato; rappresentante.
    (to) delegate /ˈdɛlɪgeɪt/
    v. t. e i.
    ( anche leg.) delegare: to delegate one's authority to sb., delegare la propria autorità a q.; I was delegated to speak to the director, sono stata delegata a parlare con il direttore; One of the greatest skills for a manager is to delegate, una delle più grandi abilità per un dirigente è delegare.

    English-Italian dictionary > ♦ delegate

  • 10 delegate

    del·egate n [ʼdelɪgət]
    Delegierte(r) f(m);
    to send a \delegate einen Delegierten/eine Delegierte entsenden vt [ʼdelɪgeɪt]
    1) (appoint, send as representative)
    to \delegate sb jdn als Vertreter/Vertreterin [aus]wählen;
    to \delegate sb to do sth jdn dazu bestimmen, etw zu tun;
    he was \delegated to meet new arrivals man wählte ihn zur Begrüßung der Neuankömmlinge aus
    to \delegate sth to sb power, authority, responsibility etw auf jdn übertragen;
    to \delegate sb to do sth jdn zu etw dat ermächtigen vi [ʼdelɪgeɪt] delegieren

    English-German students dictionary > delegate

  • 11 authority

    noun
    1) no pl. (power) Autorität, die; (delegated power) Befugnis, die

    have the/no authority to do something — berechtigt od. befugt/nicht befugt sein, etwas zu tun

    have/exercise authority over somebody — Weisungsbefugnis gegenüber jemandem haben

    on one's own authority — in eigener Verantwortung

    [be] in authority — verantwortlich [sein]

    2) (body having power)

    the authorities — die Behörde[n]

    3) (expert, book, quotation) Autorität, die

    have it on the authority of somebody/something that... — durch jemanden/etwas wissen, dass...

    have it on good authority that... — aus zuverlässiger Quelle wissen, dass...

    4) no pl.

    give or add authority to something — einer Sache (Dat.) Gewicht verleihen

    5) no pl. (masterfulness) Souveränität, die
    * * *
    [o:'Ɵorəti]
    plural - authorities; noun
    1) (the power or right to do something: He gave me authority to act on his behalf.) die Befugnis; die Vollmacht
    2) (a person who is an expert, or a book that can be referred to, on a particular subject: He is an authority on Roman history.) die Autorität
    3) ((usually in plural) the person or people who have power in an administration etc: The authorities would not allow public meetings.) die Obrigkeit
    4) (a natural quality in a person which makes him able to control and influence people: a man of authority.) die Autorität
    •
    - academic.ru/4474/authoritarian">authoritarian
    - authoritative
    * * *
    author·ity
    [ɔ:ˈθɒrəti, AM əˈθɔ:rət̬i]
    n
    1. no pl (right of control) Autorität f; ADMIN Amtsgewalt f, Weisungsbefugnis f; MIL Befehlsgewalt f
    parental \authority elterliche Autorität; LAW elterliche Gewalt fachspr
    to be in \authority verantwortlich [o zuständig sein] sein
    we need to get the support of someone in \authority wir brauchen die Unterstützung eines Verantwortlichen
    person in \authority Verantwortliche(r) f(m)
    who is [the person] in \authority here? wer ist hier verantwortlich [o zuständig]?
    to be in [or have] \authority over sb (empowered to give orders) jdm gegenüber weisungsbefugt sein; (be above in hierarchy) jdm übergeordnet sein
    to be under sb's \authority (be answerable to) jdm gegenüber verantwortlich sein; (be below in hierarchy) jdm unterstehen
    to exercise [or exert] [or use] \authority Autorität ausüben
    to exercise [or exert] [or use] one's \authority over sb jdm gegenüber seine Autorität geltend machen
    2. no pl (permission) Befugnis f; (to act on sb's behalf) Vollmacht f
    \authority to purchase ECON, LAW Ankaufsermächtigung f
    to give sb \authority to do sth jdn [dazu] befugen, etw zu tun; (to act on one's behalf) jdn [dazu] bevollmächtigen, etw zu tun
    to have the \authority to do sth befugt sein, etw zu tun; (to act on sb's behalf) bevollmächtigt sein, etw zu tun
    by \authority ADMIN, LAW mit [amtlicher] Genehmigung
    on the \authority of sb im Auftrag [o mit Genehmigung] einer Person
    on one's own \authority in eigener Verantwortung
    without \authority unbefugt
    to act without \authority unbefugt handeln
    to act without [or to exceed one's] \authority seine Befugnisse überschreiten
    3. no pl (strength of personality) Autorität f
    to have \authority over/with sb [große] Autorität bei jdm genießen [o besitzen]
    he's got no \authority over his students er besitzt [o genießt] bei seinen Studenten keine Autorität
    4. no pl (knowledge) Sachverstand m, Kompetenz f
    to speak with \authority on sth sich akk [sehr] kompetent zu etw dat äußern
    5. (expert) Autorität f, Kapazität f, Experte, Expertin m, f
    world \authority international anerkannte Autorität
    to be an \authority for/on sth ein Experte/eine Expertin für etw akk sein
    to be an \authority on microbiology eine Autorität [o Kapazität] auf dem Gebiet der Mikrobiologie sein
    6. (organization) Behörde f, Amt nt
    education \authority Schulamt nt
    health \authority Gesundheitsbehörde f
    7. (bodies having power)
    ▪ the authorities pl die Behörden pl
    local authorities Kommunalbehörden pl
    to report sb/sth to the authorities jdn/etw den Behörden melden
    8. no pl (source) Quelle
    I have it on my bosses \authority that... ich weiß von meinem Chef, dass...
    to have sth on good \authority etw aus zuverlässiger Quelle wissen
    I have it on good \authority that... ich weiß aus zuverlässiger Quelle, dass...
    9. LAW
    legal \authority (statement) Rechtsmeinung f; (judgement) Präzedenzentscheidung f
    10. LAW
    [level of] \authority Instanz f
    proper \authority zuständige Instanz
    * * *
    [ɔː'ɵɒrItɪ]
    n
    1) (= power) Autorität f; (= right, entitlement) Befugnis f; (= specifically delegated power) Vollmacht f; (MIL) Befehlsgewalt f

    people who are in authority — Menschen, die Autorität haben

    parental authority — Autorität der Eltern; (Jur) elterliche Gewalt

    to put sb in authority over sb —

    those who are put in authority over us the Queen and those in authority under her — diejenigen, deren Aufsicht wir unterstehen die Königin und die ihr untergebenen Verantwortlichen

    to be under the authority of sb — unter jds Aufsicht (dat) stehen; (in hierarchy) jdm unterstehen; (Mil) jds Befehlsgewalt (dat) unterstehen

    you'll have to ask a teacher for the authority to take the key —

    under or by what authority do you claim the right to...? — mit welcher Berechtigung verlangen Sie, dass...?

    to have the authority to do sth — berechtigt or befugt sein, etw zu tun

    to have no authority to do sth — nicht befugt or berechtigt sein, etw zu tun

    he was exceeding his area of authority — er hat seinen Kompetenzbereich or seine Befugnisse überschritten

    to give sb the authority to do sth — jdn ermächtigen (form) or jdm die Vollmacht erteilen, etw zu tun

    he had my authority to do it — ich habe es ihm gestattet or erlaubt

    who gave you the authority to do that? —

    2) (also pl = ruling body) Behörde f, Amt nt; (= body of people) Verwaltung f; (= power of ruler) (Staats)gewalt f, Obrigkeit f

    the Prussian respect for authority —

    they appealed to the supreme authority of the House of Lords — sie wandten sich an die höchste Autorität or Instanz, das Oberhaus

    this will have to be decided by a higher authority — das muss an höherer Stelle entschieden werden

    3) (= weight, influence) Autorität f

    to have or carry ( great) authority — viel gelten (with bei); (person also) (große or viel) Autorität haben (with bei)

    to speak/write with authority — mit Sachkunde or mit der Autorität des Sachkundigen sprechen/schreiben

    I/he can speak with authority on this matter — darüber kann ich mich/kann er sich kompetent äußern

    to give an order with authority —

    4) (= expert) Autorität f, Fachmann m/-frau f

    I'm no authority but... —

    5) (= definitive book etc) (anerkannte) Autorität f; (= source) Quelle f

    to have sth on good authority —

    * * *
    authority [ɔːˈθɒrətı; US əˈθɑr-] s
    1. Autorität f, (Amts)Gewalt f:
    in authority verantwortlich;
    those in authority die Verantwortlichen;
    a) verantwortlich sein,
    b) das Sagen haben;
    on one’s own authority in eigener Verantwortung;
    be under sb’s authority jemandem verantwortlich sein
    2. Autorität f, Ansehen n ( with bei), Einfluss m ( over auf akk): → carry B 6
    3. Nachdruck m, Gewicht n:
    add authority to einer Geschichte etc Nachdruck oder Gewicht verleihen
    4. Vollmacht f, Ermächtigung f, Befugnis f:
    by authority mit amtlicher Genehmigung;
    on the authority of im Auftrage oder mit Genehmigung (gen);
    without authority unbefugt, unberechtigt;
    have the (no) authority to do sth (nicht) befugt oder berechtigt sein, etwas zu tun;
    have full authority to act volle Handlungsvollmacht besitzen;
    authority to sign Unterschriftsvollmacht, Zeichnungsberechtigung f
    5. Behörde f
    6. a) Quelle f
    b) Grundlage f ( for für):
    what is your authority for your thesis? worauf stützen Sie Ihre These?;
    we have it on his authority that … wir wissen durch ihn, dass …;
    I have it on good authority that … ich weiß aus sicherer oder verlässlicher Quelle, dass …
    7. Autorität f, Kapazität f (on auf dem Gebiet gen)
    8. JUR
    a) maßgebliche Gerichtsentscheidung
    b) Rechtsquelle f
    auth. abk
    2. author (authoress)
    * * *
    noun
    1) no pl. (power) Autorität, die; (delegated power) Befugnis, die

    have the/no authority to do something — berechtigt od. befugt/nicht befugt sein, etwas zu tun

    have/exercise authority over somebody — Weisungsbefugnis gegenüber jemandem haben

    [be] in authority — verantwortlich [sein]

    the authorities — die Behörde[n]

    3) (expert, book, quotation) Autorität, die

    have it on the authority of somebody/something that... — durch jemanden/etwas wissen, dass...

    have it on good authority that... — aus zuverlässiger Quelle wissen, dass...

    4) no pl.

    give or add authority to something — einer Sache (Dat.) Gewicht verleihen

    5) no pl. (masterfulness) Souveränität, die
    * * *
    n.
    Autorität f.
    Berechtigung f.
    Kompetenz f.
    Legitimation f.

    English-german dictionary > authority

  • 12 Stephenson, George

    [br]
    b. 9 June 1781 Wylam, Northumberland, England
    d. 12 August 1848 Tapton House, Chesterfield, England
    [br]
    English engineer, "the father of railways".
    [br]
    George Stephenson was the son of the fireman of the pumping engine at Wylam colliery, and horses drew wagons of coal along the wooden rails of the Wylam wagonway past the house in which he was born and spent his earliest childhood. While still a child he worked as a cowherd, but soon moved to working at coal pits. At 17 years of age he showed sufficient mechanical talent to be placed in charge of a new pumping engine, and had already achieved a job more responsible than that of his father. Despite his position he was still illiterate, although he subsequently learned to read and write. He was largely self-educated.
    In 1801 he was appointed Brakesman of the winding engine at Black Callerton pit, with responsibility for lowering the miners safely to their work. Then, about two years later, he became Brakesman of a new winding engine erected by Robert Hawthorn at Willington Quay on the Tyne. Returning collier brigs discharged ballast into wagons and the engine drew the wagons up an inclined plane to the top of "Ballast Hill" for their contents to be tipped; this was one of the earliest applications of steam power to transport, other than experimentally.
    In 1804 Stephenson moved to West Moor pit, Killingworth, again as Brakesman. In 1811 he demonstrated his mechanical skill by successfully modifying a new and unsatisfactory atmospheric engine, a task that had defeated the efforts of others, to enable it to pump a drowned pit clear of water. The following year he was appointed Enginewright at Killingworth, in charge of the machinery in all the collieries of the "Grand Allies", the prominent coal-owning families of Wortley, Liddell and Bowes, with authorization also to work for others. He built many stationary engines and he closely examined locomotives of John Blenkinsop's type on the Kenton \& Coxlodge wagonway, as well as those of William Hedley at Wylam.
    It was in 1813 that Sir Thomas Liddell requested George Stephenson to build a steam locomotive for the Killingworth wagonway: Blucher made its first trial run on 25 July 1814 and was based on Blenkinsop's locomotives, although it lacked their rack-and-pinion drive. George Stephenson is credited with building the first locomotive both to run on edge rails and be driven by adhesion, an arrangement that has been the conventional one ever since. Yet Blucher was far from perfect and over the next few years, while other engineers ignored the steam locomotive, Stephenson built a succession of them, each an improvement on the last.
    During this period many lives were lost in coalmines from explosions of gas ignited by miners' lamps. By observation and experiment (sometimes at great personal risk) Stephenson invented a satisfactory safety lamp, working independently of the noted scientist Sir Humphry Davy who also invented such a lamp around the same time.
    In 1817 George Stephenson designed his first locomotive for an outside customer, the Kilmarnock \& Troon Railway, and in 1819 he laid out the Hetton Colliery Railway in County Durham, for which his brother Robert was Resident Engineer. This was the first railway to be worked entirely without animal traction: it used inclined planes with stationary engines, self-acting inclined planes powered by gravity, and locomotives.
    On 19 April 1821 Stephenson was introduced to Edward Pease, one of the main promoters of the Stockton \& Darlington Railway (S \& DR), which by coincidence received its Act of Parliament the same day. George Stephenson carried out a further survey, to improve the proposed line, and in this he was assisted by his 18-year-old son, Robert Stephenson, whom he had ensured received the theoretical education which he himself lacked. It is doubtful whether either could have succeeded without the other; together they were to make the steam railway practicable.
    At George Stephenson's instance, much of the S \& DR was laid with wrought-iron rails recently developed by John Birkinshaw at Bedlington Ironworks, Morpeth. These were longer than cast-iron rails and were not brittle: they made a track well suited for locomotives. In June 1823 George and Robert Stephenson, with other partners, founded a firm in Newcastle upon Tyne to build locomotives and rolling stock and to do general engineering work: after its Managing Partner, the firm was called Robert Stephenson \& Co.
    In 1824 the promoters of the Liverpool \& Manchester Railway (L \& MR) invited George Stephenson to resurvey their proposed line in order to reduce opposition to it. William James, a wealthy land agent who had become a visionary protagonist of a national railway network and had seen Stephenson's locomotives at Killingworth, had promoted the L \& MR with some merchants of Liverpool and had carried out the first survey; however, he overreached himself in business and, shortly after the invitation to Stephenson, became bankrupt. In his own survey, however, George Stephenson lacked the assistance of his son Robert, who had left for South America, and he delegated much of the detailed work to incompetent assistants. During a devastating Parliamentary examination in the spring of 1825, much of his survey was shown to be seriously inaccurate and the L \& MR's application for an Act of Parliament was refused. The railway's promoters discharged Stephenson and had their line surveyed yet again, by C.B. Vignoles.
    The Stockton \& Darlington Railway was, however, triumphantly opened in the presence of vast crowds in September 1825, with Stephenson himself driving the locomotive Locomotion, which had been built at Robert Stephenson \& Co.'s Newcastle works. Once the railway was at work, horse-drawn and gravity-powered traffic shared the line with locomotives: in 1828 Stephenson invented the horse dandy, a wagon at the back of a train in which a horse could travel over the gravity-operated stretches, instead of trotting behind.
    Meanwhile, in May 1826, the Liverpool \& Manchester Railway had successfully obtained its Act of Parliament. Stephenson was appointed Engineer in June, and since he and Vignoles proved incompatible the latter left early in 1827. The railway was built by Stephenson and his staff, using direct labour. A considerable controversy arose c. 1828 over the motive power to be used: the traffic anticipated was too great for horses, but the performance of the reciprocal system of cable haulage developed by Benjamin Thompson appeared in many respects superior to that of contemporary locomotives. The company instituted a prize competition for a better locomotive and the Rainhill Trials were held in October 1829.
    Robert Stephenson had been working on improved locomotive designs since his return from America in 1827, but it was the L \& MR's Treasurer, Henry Booth, who suggested the multi-tubular boiler to George Stephenson. This was incorporated into a locomotive built by Robert Stephenson for the trials: Rocket was entered by the three men in partnership. The other principal entrants were Novelty, entered by John Braithwaite and John Ericsson, and Sans Pareil, entered by Timothy Hackworth, but only Rocket, driven by George Stephenson, met all the organizers' demands; indeed, it far surpassed them and demonstrated the practicability of the long-distance steam railway. With the opening of the Liverpool \& Manchester Railway in 1830, the age of railways began.
    Stephenson was active in many aspects. He advised on the construction of the Belgian State Railway, of which the Brussels-Malines section, opened in 1835, was the first all-steam railway on the European continent. In England, proposals to link the L \& MR with the Midlands had culminated in an Act of Parliament for the Grand Junction Railway in 1833: this was to run from Warrington, which was already linked to the L \& MR, to Birmingham. George Stephenson had been in charge of the surveys, and for the railway's construction he and J.U. Rastrick were initially Principal Engineers, with Stephenson's former pupil Joseph Locke under them; by 1835 both Stephenson and Rastrick had withdrawn and Locke was Engineer-in-Chief. Stephenson remained much in demand elsewhere: he was particularly associated with the construction of the North Midland Railway (Derby to Leeds) and related lines. He was active in many other places and carried out, for instance, preliminary surveys for the Chester \& Holyhead and Newcastle \& Berwick Railways, which were important links in the lines of communication between London and, respectively, Dublin and Edinburgh.
    He eventually retired to Tapton House, Chesterfield, overlooking the North Midland. A man who was self-made (with great success) against colossal odds, he was ever reluctant, regrettably, to give others their due credit, although in retirement, immensely wealthy and full of honour, he was still able to mingle with people of all ranks.
    [br]
    Principal Honours and Distinctions
    President, Institution of Mechanical Engineers, on its formation in 1847. Order of Leopold (Belgium) 1835. Stephenson refused both a knighthood and Fellowship of the Royal Society.
    Bibliography
    1815, jointly with Ralph Dodd, British patent no. 3,887 (locomotive drive by connecting rods directly to the wheels).
    1817, jointly with William Losh, British patent no. 4,067 (steam springs for locomotives, and improvements to track).
    Further Reading
    L.T.C.Rolt, 1960, George and Robert Stephenson, Longman (the best modern biography; includes a bibliography).
    S.Smiles, 1874, The Lives of George and Robert Stephenson, rev. edn, London (although sycophantic, this is probably the best nineteenthcentury biography).
    PJGR

    Biographical history of technology > Stephenson, George

  • 13 Salazar, Antônio de Oliveira

    (1889-1970)
       The Coimbra University professor of finance and economics and one of the founders of the Estado Novo, who came to dominate Western Europe's longest surviving authoritarian system. Salazar was born on 28 April 1889, in Vimieiro, Beira Alta province, the son of a peasant estate manager and a shopkeeper. Most of his first 39 years were spent as a student, and later as a teacher in a secondary school and a professor at Coimbra University's law school. Nine formative years were spent at Viseu's Catholic Seminary (1900-09), preparing for the Catholic priesthood, but the serious, studious Salazar decided to enter Coimbra University instead in 1910, the year the Braganza monarchy was overthrown and replaced by the First Republic. Salazar received some of the highest marks of his generation of students and, in 1918, was awarded a doctoral degree in finance and economics. Pleading inexperience, Salazar rejected an invitation in August 1918 to become finance minister in the "New Republic" government of President Sidónio Pais.
       As a celebrated academic who was deeply involved in Coimbra University politics, publishing works on the troubled finances of the besieged First Republic, and a leader of Catholic organizations, Sala-zar was not as modest, reclusive, or unknown as later official propaganda led the public to believe. In 1921, as a Catholic deputy, he briefly served in the First Republic's turbulent congress (parliament) but resigned shortly after witnessing but one stormy session. Salazar taught at Coimbra University as of 1916, and continued teaching until April 1928. When the military overthrew the First Republic in May 1926, Salazar was offered the Ministry of Finance and held office for several days. The ascetic academic, however, resigned his post when he discovered the degree of disorder in Lisbon's government and when his demands for budget authority were rejected.
       As the military dictatorship failed to reform finances in the following years, Salazar was reinvited to become minister of finances in April 1928. Since his conditions for acceptance—authority over all budget expenditures, among other powers—were accepted, Salazar entered the government. Using the Ministry of Finance as a power base, following several years of successful financial reforms, Salazar was named interim minister of colonies (1930) and soon garnered sufficient prestige and authority to become head of the entire government. In July 1932, Salazar was named prime minister, the first civilian to hold that post since the 1926 military coup.
       Salazar gathered around him a team of largely academic experts in the cabinet during the period 1930-33. His government featured several key policies: Portuguese nationalism, colonialism (rebuilding an empire in shambles), Catholicism, and conservative fiscal management. Salazar's government came to be called the Estado Novo. It went through three basic phases during Salazar's long tenure in office, and Salazar's role underwent changes as well. In the early years (1928-44), Salazar and the Estado Novo enjoyed greater vigor and popularity than later. During the middle years (1944—58), the regime's popularity waned, methods of repression increased and hardened, and Salazar grew more dogmatic in his policies and ways. During the late years (1958-68), the regime experienced its most serious colonial problems, ruling circles—including Salazar—aged and increasingly failed, and opposition burgeoned and grew bolder.
       Salazar's plans for stabilizing the economy and strengthening social and financial programs were shaken with the impact of the civil war (1936-39) in neighboring Spain. Salazar strongly supported General Francisco Franco's Nationalist rebels, the eventual victors in the war. But, as the civil war ended and World War II began in September 1939, Salazar's domestic plans had to be adjusted. As Salazar came to monopolize Lisbon's power and authority—indeed to embody the Estado Novo itself—during crises that threatened the future of the regime, he assumed ever more key cabinet posts. At various times between 1936 and 1944, he took over the Ministries of Foreign Affairs and of War (Defense), until the crises passed. At the end of the exhausting period of World War II, there were rumors that the former professor would resign from government and return to Coimbra University, but Salazar continued as the increasingly isolated, dominating "recluse of São Bento," that part of the parliament's buildings housing the prime minister's offices and residence.
       Salazar dominated the Estado Novo's government in several ways: in day-to-day governance, although this diminished as he delegated wider powers to others after 1944, and in long-range policy decisions, as well as in the spirit and image of the system. He also launched and dominated the single party, the União Nacional. A lifelong bachelor who had once stated that he could not leave for Lisbon because he had to care for his aged mother, Salazar never married, but lived with a beloved housekeeper from his Coimbra years and two adopted daughters. During his 36-year tenure as prime minister, Salazar engineered the important cabinet reshuffles that reflect the history of the Estado Novo and of Portugal.
       A number of times, in connection with significant events, Salazar decided on important cabinet officer changes: 11 April 1933 (the adoption of the Estado Novo's new 1933 Constitution); 18 January 1936 (the approach of civil war in Spain and the growing threat of international intervention in Iberian affairs during the unstable Second Spanish Republic of 1931-36); 4 September 1944 (the Allied invasion of Europe at Normandy and the increasing likelihood of a defeat of the Fascists by the Allies, which included the Soviet Union); 14 August 1958 (increased domestic dissent and opposition following the May-June 1958 presidential elections in which oppositionist and former regime stalwart-loyalist General Humberto Delgado garnered at least 25 percent of the national vote, but lost to regime candidate, Admiral Américo Tomás); 13 April 1961 (following the shock of anticolonial African insurgency in Portugal's colony of Angola in January-February 1961, the oppositionist hijacking of a Portuguese ocean liner off South America by Henrique Galvão, and an abortive military coup that failed to oust Salazar from office); and 19 August 1968 (the aging of key leaders in the government, including the now gravely ill Salazar, and the defection of key younger followers).
       In response to the 1961 crisis in Africa and to threats to Portuguese India from the Indian government, Salazar assumed the post of minister of defense (April 1961-December 1962). The failing leader, whose true state of health was kept from the public for as long as possible, appointed a group of younger cabinet officers in the 1960s, but no likely successors were groomed to take his place. Two of the older generation, Teotónio Pereira, who was in bad health, and Marcello Caetano, who preferred to remain at the University of Lisbon or in private law practice, remained in the political wilderness.
       As the colonial wars in three African territories grew more costly, Salazar became more isolated from reality. On 3 August 1968, while resting at his summer residence, the Fortress of São João do Estoril outside Lisbon, a deck chair collapsed beneath Salazar and his head struck the hard floor. Some weeks later, as a result, Salazar was incapacitated by a stroke and cerebral hemorrhage, was hospitalized, and became an invalid. While hesitating to fill the power vacuum that had unexpectedly appeared, President Tomás finally replaced Salazar as prime minister on 27 September 1968, with his former protégé and colleague, Marcello Caetano. Salazar was not informed that he no longer headed the government, but he never recovered his health. On 27 July 1970, Salazar died in Lisbon and was buried at Santa Comba Dão, Vimieiro, his village and place of birth.

    Historical dictionary of Portugal > Salazar, Antônio de Oliveira

  • 14 near cash

    !
    гос. фин. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.
    This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.
    The UK's public spending framework is based on several key principles:
    "
    consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;
    " "
    the judgement of success by policy outcomes rather than resource inputs;
    " "
    strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and
    "
    the proper costing and management of capital assets to provide the right incentives for public investment.
    The Government sets policy to meet two firm fiscal rules:
    "
    the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and
    "
    the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.
    Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.
    Departmental Expenditure Limits ( DEL) and Annually Managed Expenditure (AME)
    "
    Departmental Expenditure Limit ( DEL) spending, which is planned and controlled on a three year basis in Spending Reviews; and
    "
    Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.
    More information about DEL and AME is set out below.
    In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government's fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.
    To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.
    Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.
    Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.
    There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.
    AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.
    AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.
    AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government's fiscal rules.
    Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.
    Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.
    Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets.
    "
    Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest.
    "
    Within the Resource Budget DEL, departments have separate controls on:
    "
    Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and
    "
    The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.
    The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.
    The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government's objectives. The 1998 CSR allocated substantial additional resources to the Government's key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.
    Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.
    The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:
    "
    provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;
    " "
    enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;
    " "
    introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and
    "
    not only allocated near cash spending to departments, but also – since SR2002 - set Resource DEL plans for non cash spending.
    To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.
    A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:
    "
    an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;
    " "
    an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;
    " "
    to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with
    "
    further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.
    The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.
    Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.
    The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.
    Technical Notes explain how performance against each PSA target will be measured.
    To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department's plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department's existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.
    This document was updated on 19 December 2005.
    Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money
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    "
    GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money
    "
    ————————————————————————————————————————
    GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money
    ————————————————————————————————————————
    GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.
    ————————————————————————————————————————

    Англо-русский экономический словарь > near cash

  • 15 Stanier, Sir William Arthur

    [br]
    b. 27 May 1876 Swindon, England
    d. 27 September 1965 London, England
    [br]
    English Chief Mechanical Engineer of the London Midland \& Scottish Railway, the locomotive stock of which he modernized most effectively.
    [br]
    Stanier's career started when he was Office Boy at the Great Western Railway's Swindon works. He was taken on as a pupil in 1892 and steady promotion elevated him to Works Manager in 1920, under Chief Mechanical Engineer George Churchward. In 1923 he became Principal Assistant to Churchward's successor, C.B.Collett. In 1932, at the age of 56 and after some forty years' service with the Great Western Railway (GWR), W.A.Stanier was appointed Chief Mechanical Engineer of the London Midland \& Scottish Railway (LMS). This, the largest British railway, had been formed by the amalgamation in 1923 of several long-established railways, including the London \& North Western and the Midland, that had strong and disparate traditions in locomotive design. A coherent and comprehensive policy had still to emerge; Stanier did, however, inherit a policy of reducing the number of types of locomotives, in the interest of economy, by the withdrawal and replacement of small classes, which had originated with constituent companies.
    Initially as replacements, Stanier brought in to the LMS a series of highly successful standard locomotives; this practice may be considered a development of that of G.J.Churchward on the GWR. Notably, these new locomotives included: the class 5, mixed-traffic 4–6–0; the 8F heavy-freight 2–8–0; and the "Duchess" 4–6–2 for express passenger trains. Stanier also built, in 1935, a steam-turbine-driven 4–6–2, which became the only steam-turbine locomotive in Britain to have an extended career in regular service, although the economies it provided were insufficient for more of the type to be built. From 1932–3 onwards, and initially as part of a programme to economize on shunting costs by producing a single-manned locomotive, the LMS started to develop diesel shunting locomotives. Stanier delegated much of the responsibility for these to C.E.Fairburn. From 1939 diesel-electric shunting locomotives were being built in quantity for the LMS: this was the first instance of adoption of diesel power on a large scale by a British main-line railway. In a remarkably short time, Stanier transformed LMS locomotive stock, formerly the most backward of the principal British railways, to the point at which it was second to none. He was seconded to the Government as Scientific Advisor to the Ministry of Production in 1942, and retired two years later.
    [br]
    Principal Honours and Distinctions
    Knighted 1943. FRS 1944. President, Institution of Mechanical Engineers 1941.
    Bibliography
    1955, "George Jackson Churchward", Transactions of the Newcomen Society 30 (Stanier provides a unique view of the life and work of his former chief).
    Further Reading
    O.S.Nock, 1964, Sir William Stanier, An Engineering Biography, Shepperton: Ian Allan (a full-length biography).
    John Bellwood and David Jenkinson, 1976, Oresley and Stanier. A Centenary Tribute, London: HMSO (a comparative account).
    C.Hamilton Ellis, 1970, London Midland \& Scottish, Shepperton: Ian Allan.
    PJGR

    Biographical history of technology > Stanier, Sir William Arthur

  • 16 Sergius

    Религия: Папа Римский, Патриарх Константинопольский, (Patriarch of Constantinople, 1001-19, who claimed the title of "ecumenical patriarch" against the objections of the papacy) Сергий II Мануилит, (Pope from 1009 to 1012. Powerless in the hands of the Roman nobles and the patrician Crescentius II, he was particularly noted for his aid to the poor and for granting privileges to several monasteries) Сергий IV, (Pope from 687 to 701, one of the most important 7th-century pontiffs) Сергий I, (Pope from 844 to 847. His pontificate was dominated by his brother, Bishop Benedict of Albano, to whom, partly because of his severe gout, he delegated most of the papal business) Сергий II, (Pope from 904 to 911, during a scandalous period of pontifical history) Сергий III

    Универсальный англо-русский словарь > Sergius

  • 17 authority

    ɔ:ˈθɔrɪtɪ сущ.
    1) власть( for, over) (исконное значение "право требовать подчинения") to assume authority ≈ взять власть to delegate authority ≈ передавать власть to demonstrate/show authority ≈ показывать власть to establish authority ≈ устанавливать власть to exercise authority ≈ осуществлять правление to wield authority ≈ обладать властью to invoke authority ≈ взывать к властям to defy authority ≈ бросать вызов властям to deny/reject authority ≈ отвергать власть, не признавать властей to undermine authority ≈ подрывать власть, подрывать авторитет absolute (complete, full, supreme, unquestioned) authority ≈ полная власть, абсолютная власть, бесспорная власть parental authority ≈ родительская воля, родительское слово He assumed authority for overseas operations. ≈ Он взял власть над иностранными операциями. A commanding officer has complete authority over her personnel. ≈ У командира неограниченная власть над своими подчиненными. Who was in authority ? ≈ Кто был главным? These employees are under my authority. ≈ Эти сотрудники находятся у меня в подчинении. authority of Parliament ≈ власть парламента man set in authority ≈ человек, облеченный властью
    2) обыкн. мн. власти civilian authority government authority hygiene authorities local authority military authority occupation authority Syn: jurisdiction
    3) полномочие( for;
    тж. с инф.) By what authority do you do these things, and who gave you this authority. ≈ По какому праву вы делаете это, и кто вам предоставил такое право?
    4) авторитет, вес, влияние, значение to carry authority ≈ иметь влияние
    5) авторитет, крупный специалист
    6) авторитетный источник (письменного типа) to cite an authority ≈ цитировать авторитетный источник to invoke an authority ≈ ссылаться на авторитетный источник competent/reliable authority ≈ компетентный источник, надежный источник информации indisputable (irrefutable, unimpeachable, unquestioned) authority ≈ безупречный/бесспорный источник leading/respected authority ≈ уважаемый/достойный источник the greatest living authority ≈ величайший человек современности an outstanding authority on shipbuilding ≈ выдающийся специалист по кораблестроению on good authority ≈ на хорошем счету
    власть - supreme * верховная власть - the * of Parliament власть /полномочия/ парламента - a man set in * лицо, облеченное властью - to have * иметь власть - who is in * here? кто здесь за главного?;
    кто здесь командует? полномочие;
    право, права;
    компетенция - to give * давать полномочия - who gave you the * to do this? кто уполномочил вас сделать это? - to act with the * of the law действовать на основании закона - to act on smb.'s * действовать на основании полученных полномочий - to act on one's own * действовать самостоятельно /по собственному почину, на свой страх и риск/ - only the treasurer has the * to make payments только казначей имеет право совершать выплаты документ, подтверждающий полномочия;
    доверенность;
    ордер;
    грамота и т. п. - here is my * вот документ, подтверждающий мои полномочия власти, начальство;
    администрация - local authorities местные власти;
    органы местного самоуправления - the municipal authorities муниципальные власти - to apply to the authorities обратиться к властям (военное) инстанция;
    начальник орган, управление;
    отдел - Port of London A. Управление Лондонского порта - National Command * Высшее национальное военное командование (в США) авторитет, вес, влияние - to have * with smb. пользоваться авторитетом у кого-л. авторитет, крупный специалист - he is an * on phonetics он является авторитетом в области фонетики авторитетный источник (книга, документ и т. п.) - to quote one's authorities ссылаться на авторитетные источники - to know smth. on good * знать что-л. из достоверного источника основание - what is your * for that statement? какое вы имеете основание для подобного утверждения? - on the * of papers по сообщениям газет вес, убедительность;
    сила - his strong bass lent * to the performance его мощный бас сделал исполнение особенно впечатляющим
    act outside the scope of one's ~ выходить за пределы своей компетенции act outside the scope of one's ~ выходить за пределы своих полномочий
    administrative ~ административный орган administrative ~ администрация administrative ~ власти administrative ~ руководство administrative ~ управленческий персонал
    advertising standards ~ орган по стандартизации в области рекламы
    aliens ~ управление по делам иностранцев
    ~ (обыкн. pl the authorities) власти;
    to apply to the authorities обратиться к властям
    authority авторитет, крупный специалист ~ авторитет, вес, влияние, значение;
    to carry authority иметь влияние ~ авторитет, авторитетный специалист, авторитетность, авторитетное утверждение ~ авторитет;
    орган власти, ответственные лица( уполномоченные решать к.-л. вопросы) ~ авторитет ~ авторитетность ~ авторитетный источник (книга, документ) ~ авторитетный источник ~ (обыкн. pl the authorities) власти;
    to apply to the authorities обратиться к властям ~ власть, полномочие, сфера компетенции ~ власть;
    the authority of Parliament власть парламента ~ власть ~ влияние ~ доверенность, полномочие, разрешение ~ доверенность ~ доказательство, основание ~ доказательство ~ документ ~ источник права, закон, прецедент, судебное решение, документ, авторитетный учебник по праву ~ источник права ~ компетенция ~ крупный специалист ~ орган власти, орган управления ~ орган власти ~ орган управления ~ основание;
    on the authority of the press на основании газетных сообщений, по утверждению газет ~ основание ~ полномочие (for;
    тж. с inf.) ;
    who gave you the authority to do this? кто уполномочил вас сделать это? ~ полномочие ~ вчт. полномочия ~ вчт. права ~ право ~ разрешение ~ судебное решение ~ сфера компетенции ~ управление
    ~ in charge of minors and incapacitated persons орган попечения несовершеннолетних и недееспособных лиц
    ~ власть;
    the authority of Parliament власть парламента
    ~ to bind company право налагать обязательства на компанию
    ~ to purchase право купли
    ~ to sign for firm право подписи за фирму
    budgetary ~ бюджетное управление
    building ~ строительное управление
    by ~ по полномочию by ~ с разрешения
    ~ авторитет, вес, влияние, значение;
    to carry authority иметь влияние
    conflicting lines of ~ разногласия в органе власти
    consular ~ консульские должностные лица consular ~ консульские представители
    customs ~ таможенное управление customs ~ таможенные власти
    delegated ~ делегированные полномочия
    educational ~ управление по образованию
    exceed ~ выходить за пределы компетенции exceed ~ выходить за пределы полномочий exceed ~ превышать полномочия
    executive ~ исполнительная власть
    general ~ генеральные полномочия, общие полномочия на ведение конкретного дела или предприятия general ~ генеральные полномочия general ~ общие полномочия на ведение конкретного дела
    health ~ орган здравоохранения
    highway ~ дорожное ведомство highway ~ дорожное управление
    housing supervisory ~ орган контроля за жилищным строительством
    intermediate ~ временный орган власти
    joint ~ совместные полномочия
    judicial ~ судебная власть judicial ~ судейская власть
    legislative ~ законодательные власти
    local ~ местная власть local ~ местный орган власти local ~ орган местного самоуправления local ~ самоуправляющийся орган местной власти, муниципалитет, местная власть
    local housing ~ местное жилищное управление
    a man set in ~ человек, облеченный властью
    marriage ~ отдел регистрации браков
    medical ~ медицинское управление
    monetary ~ руководящее денежно-кредитное учреждение
    note issuing ~ право выпуска банкнот
    official ~ государственные власти
    ~ основание;
    on the authority of the press на основании газетных сообщений, по утверждению газет
    ostensible ~ мнимые полномочия
    patent ~ патентное ведомство
    paternal ~ родительская власть
    port ~ портовые власти
    prosecuting ~ основание для преследования в судебном порядке
    provisional ~ временные полномочия
    regional ~ местный орган власти
    regulatory ~ контрольный орган regulatory ~ распорядительный орган
    relevant ~ компетентный орган
    representative ~ представительные власти
    road ~ дорожное управление
    supervising ~ контрольный орган
    supervisory ~ контрольный орган supervisory ~ наблюдательный орган
    supreme administrative ~ высший административный орган
    supreme ~ верховная власть supreme ~ высший орган
    tax ~ налоговое управление
    territorial ~ территориальные власти
    transport ~ транспортное управление
    ultimate ~ высшие полномочия ultimate ~ последняя инстанция
    ~ полномочие (for;
    тж. с inf.) ;
    who gave you the authority to do this? кто уполномочил вас сделать это?

    Большой англо-русский и русско-английский словарь > authority

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