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full partners in the education system

  • 1 part

    part [paʀ]
    feminine noun
       a. (dans un partage) share ; ( = portion) portion ; ( = tranche) slice
       b. ( = participation, partie) part
    • prendre une part importante dans... to play an important part in...
       c. (locutions)
    ► à part ( = de côté) on one side ; ( = séparément) separately ; ( = excepté) apart from ; ( = exceptionnel) special
    ► d'autre part ( = de plus) moreover ; ( = par ailleurs) on the other hand
    • d'une part... d'autre part on the one hand... on the other hand► de la part de (provenance) from ; ( = au nom de) on behalf of
    • pour ma part je considère que... for my part, I consider that...► faire part de qch à qn to announce sth to sb
    • faire la part des choses to make allowances► prendre part à [+ travail, débat] to take part in ; [+ manifestation] to join in
    * * *
    paʀ
    1.
    1) ( portion) (de tarte, gâteau) slice, portion; (de viande, riz) helping, portion; (d'héritage, de marché) share

    une part du gâteau — fig a slice ou share of the cake

    2) ( élément d'un tout) proportion

    une grande part de quelque chose — a high proportion ou large part of something

    il y a une grande part de fiction dans son récit — his/her account is highly fictional

    pour une bonne or grande part — to a large ou great extent

    à part entière — [membre, citoyen] full (épith); [science, sujet] in its own right

    3) ( contribution) share

    il m'a fait part de ses projets/son inquiétude — he told me about his plans/his concern

    de toute(s) part(s) — [surgir, arriver] from all sides

    de part et d'autre — on both sides, on either side

    de part en part — [traverser, transpercer] right ou straight through

    d'une part..., d'autre part... — ( marquant une énumération) firstly..., secondly...; ( marquant une opposition) on (the) one hand... on the other hand

    d'autre part — ( de plus) moreover

    prendre quelque chose en bonne/mauvaise part — to take something in good part/take something badly


    2.
    à part locution
    1) ( séparément) [ranger, classer] separately
    2) ( séparé)

    être un peu à part — [personne] to be out of the ordinary

    un cas/lieu à part — a special case/place

    4) ( excepté) apart from

    à part ça, quoi de neuf? — (colloq) apart from that, what's new?


    3.
    de la part de locution prépositive

    de la part de — [agir, écrire, téléphoner] on behalf of

    2) ( venant de)

    de leur part, rien ne m'étonne — nothing they do surprises me

    c'est de la part de qui? — ( au téléphone) who's calling please?

    ••
    * * *
    paʀ
    1. vb
    See:
    2. nf
    1) (= fraction, partie) part

    Une part de frais est remboursable. — Part of the costs is refundable.

    Il y a une part de vantardise dans ce qu'il dit. — There's an element of boasting in what he says.

    pour une large part; pour une bonne part — to a great extent

    Tout mensonge comporte une part de vérité. — Every lie has some truth in it.

    2) (= portion) [gâteau, fromage] piece, portion, (qui revient à qn) share

    Vous n'avez pas eu votre part. — You haven't had your share.

    à part entière (citoyen, membre, partenaire) — full

    à parts égales; à part égale — equally

    3) FINANCE share, non-voting share
    4) (= côté)

    de toute part; de toutes parts — from all sides, from all quarters

    de part et d'autre — on both sides, on either side

    d'une part... d'autre part — on the one hand... on the other hand

    5)

    à part [vivre] — separately, [mettre] aside, (employé comme préposition) apart from, except for

    Ils sont tous venus, à part Christian. — They all came, except Christian., (employé comme adjectif) (sportif) exceptional, (catégorie) of its own

    faire la part (trop) belle à qn [homme] — to give sb more than his share, [femme] to give sb more than her share

    prendre part à [débat] — to take part in, [soucis, douleur de qn] to share

    Il va prendre part à la réunion. — He's going to take part in the meeting.

    Nous prenons part à votre grande douleur. — We share your grief.

    faire part de qch à qn — to announce sth to sb, to inform sb of sth

    pour ma part — as for me, as far as I'm concerned

    de la part de (= au nom de) — on behalf of, (= donné par) from

    Je dois vous remercier de la part de mon frère. — I must thank you on behalf of my brother.

    C'est un cadeau pour toi, de la part de Françoise. — It's a present for you, from Françoise.

    c'est de la part de qui? (au téléphone) — who's calling please?, who's speaking please?

    * * *
    A nf
    1 ( portion) (de tarte, gâteau) slice, portion; (de viande, riz) helping, portion; ( d'héritage) share; couper qch en six parts égales to cut sth into six equal portions; vouloir/mériter une part du gâteau fig to want/deserve a slice ou share of the cake; avoir sa part de misères/souffrances/soucis to have one's (fair) share of misfortunes/suffering/worries; la part du pauvre some food for the unexpected guest;
    2 ( élément d'un tout) proportion, part; une part des bénéfices/du budget a proportion of the profits/of the budget; une part non négligeable de leur revenu a significant proportion of their income; une grande part de qch a high proportion ou large part of sth; une part de chance/jeu/sacrifice an element of chance/risk/sacrifice; il y a une grande part de fiction/de réel dans son récit his account is highly fictional/very much based on reality; le hasard n'a aucune part là-dedans chance has nothing to do with it; pour une part to some extent; pour une bonne or grande part to a large ou great extent; faire la part de qch to take sth into account ou consideration; faire la part des choses to put things in perspective; faire la part belle à qch to place ou put great emphasis on sth; faire la part belle à qn to give sb the best deal; à part entière [membre, citoyen] full ( épith); [science, sujet] in its own right; ils sont français à part entière they are full French nationals; c'est un art à part entière it's an art in its own right; participer aux travaux/discussions à part entière to participate fully in the work/discussions;
    3 ( contribution) share; payer sa part to pay one's share; chacun paie sa part, c'est mieux everyone pays their share, it's better that way; faire sa part de travail/ménage to do one's share of the work/housework; prendre part à to take part in [activité, discussion, travail, conflit]; nous prenons part à votre douleur or peine we share your grief; il m'a fait part de ses projets/son inquiétude he told me about his plans/concern; je vous ferai part de mes intentions I'll let you know my intentions; Hélène et Roger Moulin sont heureux de vous faire part de la naissance de leur fille Zoé Hélène and Roger Moulin are pleased to announce the birth of their daughter Zoé;
    4 ( partie d'un lieu) de toute(s) part(s) [surgir, arriver] from all sides; être attaqué de toutes parts to be attacked from all sides; de part et d'autre on both sides, on either side (de qch of sth); il y a une volonté de dialogue de part et d'autre there is a willingness to talk on both sides; de part en part [traverser, transpercer] right ou straight through; ⇒ autre C, nul E, quelque D;
    5 ( point de vue) pour ma/ta/notre part for my/your/our part; il a pour sa part déclaré que… for his part he declared that…; d'une part…, d'autre part… ( marquant une énumération) firstly…, secondly…; ( marquant une opposition) on (the) one hand… on the other hand; d'autre part ( de plus) moreover; prendre qch en bonne/mauvaise part to take sth in good part/take sth badly;
    6 Fin, Écon part (sociale or d'intérêt) share; avoir des parts dans une société to have shares in a company; une part de marché a market share; part de fondateur founder's share;
    7 Fisc unit on which the calculation of personal tax is based;
    8 Scol, Univ unit on which the calculation of student grants is based.
    B à part loc
    1 ( à l'écart) [ranger, classer] separately; mettre qch à part to put sth to one side; si on met à part cette partie de la population leaving aside this section of the population; préparez une sauce/des légumes à part prepare a sauce/some vegetables separately; prendre qn à part to take sb aside ou to one side;
    2 ( séparé) une salle à part a separate room; faire lit/chambre à part to sleep in separate beds/rooms;
    3 ( différent) être un peu à part [personne] to be out of the ordinary; un cas/lieu à part a special case/place; un personnage à part a unique character;
    4 ( excepté) apart from; (mis) à part ça il est charmant apart from that he's charming; à part ça, quoi de neuf○? apart from that, what's new?; la semaine s'est bien passée à part un jour de pluie the week went well apart from one rainy day; à part que apart from the fact that; blague à part joking aside.
    C de la part de loc prép
    1 ( à la place de) [agir, écrire, téléphoner] de la part de on behalf of; je vous souhaite bonne chance de la part de toute l'équipe on behalf of the whole team I wish you good luck; je vous appelle de la part de M. Pichon I'm phoning on behalf of Mr Pichon;
    2 ( venant de) de la part de qn from sb; il y a un message de la part de ton père there's a message from your father; j'ai un cadeau pour toi de la part de ma sœur I've got a present for you from my sister; donne-leur le bonjour de ma part say hello to them for me; ce n'est pas très gentil de ta part that wasn't very nice of you; sans engagement de votre part with no obligation on your part; de leur part, rien ne m'étonne nothing they do surprises me; c'est de la part de qui? ( au téléphone) who's calling ou speaking please?
    faire la part du feu to cut one's losses.
    [par] nom féminin
    1. [dans un partage - de nourriture] piece, portion ; [ - d'un butin, de profits, de travail etc] share
    repose-toi, tu as fait ta part have a rest, you've done your bit
    avoir part à to have a share in, to share (in)
    se réserver ou se tailler la part du lion to keep ou to take the lion's share
    3. ÉCONOMIE & FINANCE
    part sociale/d'intérêts unquoted/partner's share
    4. [fraction] part, portion
    en grande part for the most part, largely, to a large extent
    les sociétés, pour la plus grande part, sont privatisées firms, for the most part, are privatized
    il y a une grande part de peur dans son échec her failure is due to a large extent to fear, fear goes a long way towards explaining her failure
    5. [participation]
    a. [discussion, compétition, manifestation] to take part in
    b. [cérémonie, projet] to join in, to play a part in
    c. [attentat] to take part in, to play a part in
    prendre part à la joie/peine de quelqu'un to share (in) somebody's joy/sorrow
    il faut faire la part du hasard/de la malchance you have to recognize the part played by chance/ill-luck, you have to make allowances for chance/ill-luck
    dis-lui au revoir/merci de ma part say goodbye/thank you for me
    de la part de [provenant de]: de ta part, cela me surprend beaucoup I'm surprised at you
    je ne m'attendais pas à une telle audace/mesquinerie de sa part I didn't expect such boldness/meanness from him
    pour ma/sa part (as) for me/him
    faire part de quelque chose à quelqu'un to announce something to somebody, to inform somebody of something
    prendre quelque chose en mauvaise part to take offence at something, to take something amiss
    ne le prenez pas en mauvaise part, mais... don't be offended, but..
    ————————
    à part locution adjectivale
    1. [séparé - comptes, logement] separate
    2. [original, marginal] odd
    ————————
    à part locution adverbiale
    1. [à l'écart]
    mis à part deux ou trois détails, tout est prêt except for ou apart from two or three details, everything is ready
    2. [en aparté]
    3. [séparément] separately
    ————————
    à part locution prépositionnelle
    1. [excepté] except for, apart ou aside from
    à part cela apart from that, that aside
    elle se disait à part soi que... she said to herself that...
    à part entière locution adjectivale
    un membre à part entière de a full ou fully paid up member of
    ————————
    à part que locution conjonctive
    except that, if it weren't ou except for the fact that
    c'est une jolie maison, à part qu'elle est un peu humide it's a nice house, except that it's a bit damp
    de part en part locution adverbiale
    de part et d'autre locution adverbiale
    1. [des deux côtés] on both sides, on either side
    2. [partout] on all sides
    de part et d'autre de locution prépositionnelle
    ————————
    de toute(s) part(s) locution adverbiale
    (from) everywhere, from all sides ou quarters
    ————————
    d'une part... d'autre part locution correlative
    on the one hand... on the other hand
    ————————
    pour une large part locution adverbiale

    Dictionnaire Français-Anglais > part

  • 2 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
    "
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    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
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    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.
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    Англо-русский экономический словарь > near cash

  • 3 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

  • 4 Roberts, Richard

    [br]
    b. 22 April 1789 Carreghova, Llanymynech, Montgomeryshire, Wales
    d. 11 March 1864 London, England
    [br]
    Welsh mechanical engineer and inventor.
    [br]
    Richard Roberts was the son of a shoemaker and tollkeeper and received only an elementary education at the village school. At the age of 10 his interest in mechanics was stimulated when he was allowed by the Curate, the Revd Griffith Howell, to use his lathe and other tools. As a young man Roberts acquired a considerable local reputation for his mechanical skills, but these were exercised only in his spare time. For many years he worked in the local limestone quarries, until at the age of 20 he obtained employment as a pattern-maker in Staffordshire. In the next few years he worked as a mechanic in Liverpool, Manchester and Salford before moving in 1814 to London, where he obtained employment with Henry Maudslay. In 1816 he set up on his own account in Manchester. He soon established a reputation there for gear-cutting and other general engineering work, especially for the textile industry, and by 1821 he was employing about twelve men. He built machine tools mainly for his own use, including, in 1817, one of the first planing machines.
    One of his first inventions was a gas meter, but his first patent was obtained in 1822 for improvements in looms. His most important contribution to textile technology was his invention of the self-acting spinning mule, patented in 1825. The normal fourteen-year term of this patent was extended in 1839 by a further seven years. Between 1826 and 1828 Roberts paid several visits to Alsace, France, arranging cottonspinning machinery for a new factory at Mulhouse. By 1826 he had become a partner in the firm of Sharp Brothers, the company then becoming Sharp, Roberts \& Co. The firm continued to build textile machinery, and in the 1830s it built locomotive engines for the newly created railways and made one experimental steam-carriage for use on roads. The partnership was dissolved in 1843, the Sharps establishing a new works to continue locomotive building while Roberts retained the existing factory, known as the Globe Works, where he soon after took as partners R.G.Dobinson and Benjamin Fothergill (1802–79). This partnership was dissolved c. 1851, and Roberts continued in business on his own for a few years before moving to London as a consulting engineer.
    During the 1840s and 1850s Roberts produced many new inventions in a variety of fields, including machine tools, clocks and watches, textile machinery, pumps and ships. One of these was a machine controlled by a punched-card system similar to the Jacquard loom for punching rivet holes in plates. This was used in the construction of the Conway and Menai Straits tubular bridges. Roberts was granted twenty-six patents, many of which, before the Patent Law Amendment Act of 1852, covered more than one invention; there were still other inventions he did not patent. He made his contribution to the discussion which led up to the 1852 Act by publishing, in 1830 and 1833, pamphlets suggesting reform of the Patent Law.
    In the early 1820s Roberts helped to establish the Manchester Mechanics' Institute, and in 1823 he was elected a member of the Literary and Philosophical Society of Manchester. He frequently contributed to their proceedings and in 1861 he was made an Honorary Member. He was elected a Member of the Institution of Civil Engineers in 1838. From 1838 to 1843 he served as a councillor of the then-new Municipal Borough of Manchester. In his final years, without the assistance of business partners, Roberts suffered financial difficulties, and at the time of his death a fund for his aid was being raised.
    [br]
    Principal Honours and Distinctions
    Member, Institution of Civil Engineers 1838.
    Further Reading
    There is no full-length biography of Richard Roberts but the best account is H.W.Dickinson, 1945–7, "Richard Roberts, his life and inventions", Transactions of the Newcomen Society 25:123–37.
    W.H.Chaloner, 1968–9, "New light on Richard Roberts, textile engineer (1789–1864)", Transactions of the Newcomen Society 41:27–44.
    RTS

    Biographical history of technology > Roberts, Richard

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