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  • 41 class

    1. noun
    1) (group in society) Gesellschaftsschicht, die; Klasse, die (Soziol.); (system) Klassensystem, das
    2) (Educ.) Klasse, die; (Sch.): (lesson) Stunde, die; (Univ.): (seminar etc.) Übung, die
    3) (group [according to quality]) Klasse, die

    be in a class by itself or on its own/of one's own or by oneself — eine Klasse für sich sein

    4) (coll.): (quality) Klasse, die (ugs.)
    2. transitive verb
    * * *
    1. plural - classes; noun
    1) (a group of people or things that are alike in some way: The dog won first prize in its class in the dog show.) die Gruppe
    2) ((the system according to which people belong to) one of a number of economic/social groups: the upper class; the middle class; the working class; ( also adjective) the class system.) die Schicht
    3) (a grade or rank (of merit): musicians of a high class.) der Rang
    4) (a number of students or scholars taught together: John and I are in the same class.) die Klasse
    5) (a school lesson or college lecture etc: a French class.) die Unterrichtsstunde
    6) ((American) a course or series of lectures, often leading to an examination.)
    2. verb
    (to regard as being of a certain type: He classes all women as stupid.) einstufen
    - academic.ru/13277/classmate">classmate
    - class-room
    * * *
    [klɑ:s, AM klæs]
    I. n
    <pl -es>
    1. + sing/pl vb (pupils) [Schul]klasse f
    2. (lesson) [Unterrichts]stunde f; (teaching) Unterricht m kein pl; SPORT Kurs[us] m
    \classes have been cancelled today heute fällt der Unterricht aus
    to go to an aerobics \class einen Aerobic-Kurs besuchen, in einen Aerobic-Kurs gehen
    to go to evening \class[es] einen Abendkurs besuchen
    to attend [or go to] \class[es] am Unterricht teilnehmen
    to talk in \class während des Unterrichts reden
    to take [or teach] a German/civil law \class Deutsch/Zivilrecht unterrichten; UNIV (lecture) eine Deutschvorlesung/Vorlesung zum Zivilrecht [ab]halten; (seminar) ein Deutschseminar/Seminar in Zivilrecht [ab]halten; (course) eine Deutsch-Übung/Übung in Zivilrecht [ab]halten
    3. + sing/pl vb AM (graduates) Jahrgang m
    the \class of 1975/1980 der Jahrgang 1975/1980
    4. + sing/pl vb (stratum) Klasse f, Schicht f
    the middle/upper \class die Mittel-/Oberschicht
    the working \class die Arbeiterklasse
    5. no pl (social membership) Klassenzugehörigkeit f
    6. (category, quality) Klasse f
    shall I post the letter first or second \class? BRIT soll ich den Brief als Erste- oder Zweite-Klasse-Sendung aufgeben?
    first \class hotel Erste Klasse [o First Class] Hotel nt
    to travel first/second \class erste[r]/zweite[r] Klasse fahren
    C\class A/I COMM Handelsklasse f A/I
    all the vegetables we sell are \class A wir verkaufen nur Gemüse der Handelsklasse A
    7. BRIT, AUS (diploma) Prädikat nt, SCHWEIZ a. Note f
    what \class did you get? mit welchem Prädikat hast du [dein Examen] bestanden?
    a first-\class honours degree ein Prädikatsexamen nt
    a second-\class honours degree ein Examen nt mit dem Prädikat ‚gut‘
    8. no pl (style) Klasse, f
    to have [no] \class [keine] Klasse haben fam
    9. BIOL, ZOOL Klasse f
    10. AM FIN Aktiengattung f
    11. LAW
    C\class F charge Belastung f in Abteilung 6 fachspr
    12.
    ▶ to be in a \class of one's own [or by oneself] eine Klasse für sich akk sein
    ▶ to be out of sb's \class jdm haushoch überlegen sein, um Klassen besser [als jd] sein fam
    II. adj attr, inv (excellent) erstklassig, klasse fam
    world \class player Weltklassespieler(in) m(f)
    III. vt
    ▪ to \class sb/sth [as sth] jdn/etw [als etw akk] einstufen
    when I travel by bus I'm still \classed as a child wenn ich mit dem Bus fahre, gelte ich noch als Kind
    I would \class her among the top ten novelists ich würde sie zu den zehn besten Schriftstellern zählen
    * * *
    [klAːs]
    1. n
    1) (= group, division) Klasse f

    they're just not in the same class — man kann sie einfach nicht vergleichen

    in a class by himself/itself or of his/its own — weitaus der/das Beste

    2) (= social rank) gesellschaftliche Stellung, Stand m (dated), Klasse f (SOCIOL)

    the ruling class — die herrschende Klasse, die Herrschenden

    considerations of class — Standeserwägungen pl (dated), Klassengesichtspunkte pl

    it was class not ability that determined who... —

    what class is he from? — aus welcher Schicht or Klasse kommt er?

    are you ashamed of your class? — schämst du dich deines Standes (dated) or deiner Herkunft?

    3) (SCH, UNIV) Klasse f

    to take a Latin class — Latein unterrichten or geben; (Univ) ein Lateinseminar etc abhalten

    eating in class — Essen nt während des Unterrichts

    the class of 1980 — der Jahrgang 1980, die Schul-/Universitätsabgänger etc des Jahres 1980

    4) (BOT, ZOOL) Klasse f
    5) (Brit UNIV of degree) Prädikat nt

    second-/third-class degree — ≈ Prädikat Gut/Befriedigend

    6) (inf: quality, tone) Stil m

    to have class — Stil haben, etwas hermachen (inf); (person) Format haben

    I see we've got a bit of class in tonight, two guys in dinner jackets — heute Abend haben wir ja vornehme or exklusive Gäste, zwei Typen im Smoking

    2. adj
    (inf: excellent) erstklassig, exklusiv
    3. vt
    einordnen, klassifizieren

    he was classed with the servants — er wurde genauso eingestuft wie die Diener

    4. vi
    eingestuft werden, sich einordnen lassen
    * * *
    class [klɑːs; US klæs]
    A s
    1. Klasse f ( auch BIOL), Gruppe f, Kategorie f, Art f
    2. (Wert)Klasse f:
    be in the same class with gleichwertig sein mit;
    be (in) a class by oneself ( oder of one’s own) eine Klasse für sich sein;
    be no class umg minderwertig sein
    3. (Güte)Klasse f, Qualität f
    4. BAHN etc Klasse f
    5. a) gesellschaftlicher Rang, soziale Stellung
    b) (Gesellschafts) Klasse f, (Bevölkerungs) Schicht f:
    pull class on sb umg jemanden seine gesellschaftliche Überlegenheit fühlen lassen
    6. umg Klasse f umg, Erstklassigkeit f:
    he (it) has class er (es) ist (große) Klasse
    7. SCHULE
    a) (Schul) Klasse f:
    be at the top of one’s class der Klassenerste sein
    b) (Unterrichts)Stunde f:
    attend classes am Unterricht teilnehmen
    8. Kurs m
    9. UNIV US
    a) Studenten pl eines Jahrgangs, Studentenjahrgang m
    b) Promotionsklasse f
    c) Seminar n
    10. UNIV Br
    b) Stufe f, Gruppe f, Klasse f (Einteilung der Kandidaten nach dem Resultat der honours- Prüfung):
    11. MIL Rekrutenjahrgang m
    12. MATH Aggregat n, mehrgliedrige Zahlengröße
    B v/t klassifizieren:
    a) in Klassen einteilen
    b) in eine Klasse einteilen, einordnen, einstufen:
    class with gleichstellen mit, rechnen zu;
    a) angesehen oder betrachtet werden (as als),
    b) UNIV Br einen honours degree verliehen bekommen
    C v/i angesehen werden (as als)
    cl. abk
    * * *
    1. noun
    1) (group in society) Gesellschaftsschicht, die; Klasse, die (Soziol.); (system) Klassensystem, das
    2) (Educ.) Klasse, die; (Sch.): (lesson) Stunde, die; (Univ.): (seminar etc.) Übung, die
    3) (group [according to quality]) Klasse, die

    be in a class by itself or on its own/of one's own or by oneself — eine Klasse für sich sein

    4) (coll.): (quality) Klasse, die (ugs.)
    2. transitive verb
    * * *
    Schulklasse f. n.
    (§ pl.: classes)
    = Klasse -n f.
    Kurs -e m.
    Kursus -e (Bildung) m.
    Stand ¨-e m. v.
    einordnen v.

    English-german dictionary > class

  • 42 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
    ————————————————————————————————————————
    "
    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

  • 43 Robinson, George J.

    SUBJECT AREA: Textiles
    [br]
    b. 1712 Scotland
    d. 1798 England
    [br]
    Scottish manufacturer who installed the first Boulton \& Watt rotative steam-engine in a textile mill.
    [br]
    George Robinson is said to have been a Scots migrant who settled at Burwell, near Nottingham, in 1737, but there is no record of his occupation until 1771, when he was noticed as a bleacher. By 1783 he and his son were describing themselves as "merchants and thread manufacturers" as well as bleachers. For their thread, they were using the system of spinning on the waterframe, but it is not known whether they held a licence from Arkwright. Between 1776 and 1791, the firm G.J. \& J.Robinson built a series of six cotton mills with a complex of dams and aqueducts to supply them in the relatively flat land of the Leen valley, near Papplewick, to the north of Nottingham. By careful conservation they were able to obtain considerable power from a very small stream. Castle mill was not only the highest one owned by the Robinsons, but it was also the highest mill on the stream and was fed from a reservoir. The Robinsons might therefore have expected to have enjoyed uninterrupted use of the water, but above them lived Lord Byron in his estate of Newstead Priory. The fifth Lord Byron loved making ornamental ponds on his property so that he could have mock naval battles with his servants, and this tampered with the water supplies so much that the Robinsons found they were unable to work their mills.
    In 1785 they decided to order a rotative steam engine from the firm of Boulton \& Watt. It was erected by John Rennie; however, misfortune seemed to dog this engine, for parts went astray to Manchester and when the engine was finally running at the end of February 1786 it was found to be out of alignment so may not have been very successful. At about the same time, the lawsuit against Lord Byron was found in favour of the Robinsons, but the engine continued in use for at least twelve years and was the first of the type which was to power virtually all steamdriven mills until the 1850s to be installed in a textile mill. It was a low-pressure double-acting condensing beam engine, with a vertical cylinder, parallel motion connecting the piston toone end of a rocking beam, and a connecting rod at the other end of the beam turning the flywheel. In this case Watt's sun and planet motion was used in place of a crank.
    [br]
    Further Reading
    R.L.Hills, 1970, Power in the Industrial Revolution, Manchester (for an account of the installation of this engine).
    D.M.Smith, 1965, Industrial Archaeology of the East Midlands, Newton Abbot (describes the problems which the Robinsons had with the water supplies to power their mills).
    S.D.Chapman, 1967, The Early Factory Masters, Newton Abbot (provides details of the business activities of the Robinsons).
    J.D.Marshall, 1959, "Early application of steam power: the cotton mills of the Upper Leen", Transactions of the Thoroton Society of Nottinghamshire 60 (mentions the introduction of this steam-engine).
    RLH

    Biographical history of technology > Robinson, George J.

  • 44 Watson-Watt, Sir Robert Alexander

    [br]
    b. 13 April 1892 Brechin, Angus, Scotland
    d. 6 December 1973 Inverness, Scotland
    [br]
    Scottish engineer and scientific adviser known for his work on radar.
    [br]
    Following education at Brechin High School, Watson-Watt entered University College, Dundee (then a part of the University of St Andrews), obtaining a BSc in engineering in 1912. From 1912 until 1921 he was Assistant to the Professor of Natural Philosophy at St Andrews, but during the First World War he also held various posts in the Meteorological Office. During. this time, in 1916 he proposed the use of cathode ray oscillographs for radio-direction-finding displays. He joined the newly formed Radio Research Station at Slough when it was opened in 1924, and 3 years later, when it amalgamated with the Radio Section of the National Physical Laboratory, he became Superintendent at Slough. At this time he proposed the name "ionosphere" for the ionized layer in the upper atmosphere. With E.V. Appleton and J.F.Herd he developed the "squegger" hard-valve transformer-coupled timebase and with the latter devised a direction-finding radio-goniometer.
    In 1933 he was asked to investigate possible aircraft counter-measures. He soon showed that it was impossible to make the wished-for radio "death-ray", but had the idea of using the detection of reflected radio-waves as a means of monitoring the approach of enemy aircraft. With six assistants he developed this idea and constructed an experimental system of radar (RAdio Detection And Ranging) in which arrays of aerials were used to detect the reflected signals and deduce the bearing and height. To realize a practical system, in September 1936 he was appointed Director of the Bawdsey Research Station near Felixstowe and carried out operational studies of radar. The result was that within two years the East Coast of the British Isles was equipped with a network of radar transmitters and receivers working in the 7–14 metre band—the so-called "chain-home" system—which did so much to assist the efficient deployment of RAF Fighter Command against German bombing raids on Britain in the early years of the Second World War.
    In 1938 he moved to the Air Ministry as Director of Communications Development, becoming Scientific Adviser to the Air Ministry and Ministry of Aircraft Production in 1940, then Deputy Chairman of the War Cabinet Radio Board in 1943. After the war he set up Sir Robert Watson-Watt \& Partners, an industrial consultant firm. He then spent some years in relative retirement in Canada, but returned to Scotland before his death.
    [br]
    Principal Honours and Distinctions
    Knighted 1942. CBE 1941. FRS 1941. US Medal of Merit 1946. Royal Society Hughes Medal 1948. Franklin Institute Elliot Cresson Medal 1957. LLD St Andrews 1943. At various times: President, Royal Meteorological Society, Institute of Navigation and Institute of Professional Civil Servants; Vice-President, American Institute of Radio Engineers.
    Bibliography
    1923, with E.V.Appleton \& J.F.Herd, British patent no. 235,254 (for the "squegger"). 1926, with J.F.Herd, "An instantaneous direction reading radio goniometer", Journal of
    the Institution of Electrical Engineers 64:611.
    1933, The Cathode Ray Oscillograph in Radio Research.
    1935, Through the Weather Hours (autobiography).
    1936, "Polarisation errors in direction finders", Wireless Engineer 13:3. 1958, Three Steps to Victory.
    1959, The Pulse of Radar.
    1961, Man's Means to his End.
    Further Reading
    S.S.Swords, 1986, Technical History of the Beginnings of Radar, Stevenage: Peter Peregrinus.
    KF

    Biographical history of technology > Watson-Watt, Sir Robert Alexander

  • 45 Mirzaes

    The term used to describe jackets with long, loose sleeves and open cuffs, made of cotton fabric in Dacca. They were worn under the Kuba by respectable Mohammedans and by upper servants in European employ.

    Dictionary of the English textile terms > Mirzaes

  • 46 upstairs

    [ˌʌp'steəz] 1.
    avverbio al piano superiore, su, di sopra
    2.
    aggettivo [ room] al piano superiore, di sopra; [ neighbours] del piano di sopra

    the upstairs flat — BE l'appartamento al piano superiore

    3.
    nome piano m. superiore

    upstairs and downstairs — fig. (masters and servants) padroni e servitù

    ••

    he hasn't got much upstairs — colloq. non ha molta materia grigia, è una zucca vuota

    to kick sb. upstairs — colloq. = mandare qcn. a occupare una posizione apparentemente più prestigiosa, ma in realtà meno influente

    * * *
    adverb (on or to an upper floor: His room is upstairs; She went upstairs to her bedroom.) disopra
    * * *
    [ˌʌp'steəz] 1.
    avverbio al piano superiore, su, di sopra
    2.
    aggettivo [ room] al piano superiore, di sopra; [ neighbours] del piano di sopra

    the upstairs flat — BE l'appartamento al piano superiore

    3.
    nome piano m. superiore

    upstairs and downstairs — fig. (masters and servants) padroni e servitù

    ••

    he hasn't got much upstairs — colloq. non ha molta materia grigia, è una zucca vuota

    to kick sb. upstairs — colloq. = mandare qcn. a occupare una posizione apparentemente più prestigiosa, ma in realtà meno influente

    English-Italian dictionary > upstairs

  • 47 work

    [wə:k] 1. noun
    1) (effort made in order to achieve or make something: He has done a lot of work on this project) delo
    2) (employment: I cannot find work in this town.) delo
    3) (a task or tasks; the thing that one is working on: Please clear your work off the table.) delo
    4) (a painting, book, piece of music etc: the works of Van Gogh / Shakespeare/Mozart; This work was composed in 1816.) delo
    5) (the product or result of a person's labours: His work has shown a great improvement lately.) delo
    6) (one's place of employment: He left (his) work at 5.30 p.m.; I don't think I'll go to work tomorrow.) delo
    2. verb
    1) (to (cause to) make efforts in order to achieve or make something: She works at the factory three days a week; He works his employees very hard; I've been working on/at a new project.) delati; priganjati k delu
    2) (to be employed: Are you working just now?) delati
    3) (to (cause to) operate (in the correct way): He has no idea how that machine works / how to work that machine; That machine doesn't/won't work, but this one's working.) delovati; upravljati
    4) (to be practicable and/or successful: If my scheme works, we'll be rich!) delovati
    5) (to make (one's way) slowly and carefully with effort or difficulty: She worked her way up the rock face.) s težavo napredovati
    6) (to get into, or put into, a stated condition or position, slowly and gradually: The wheel worked loose.) postajati bolj in bolj
    7) (to make by craftsmanship: The ornaments had been worked in gold.) izdelati
    •
    - - work
    - workable
    - worker
    - works     3. noun plural
    1) (the mechanism (of a watch, clock etc): The works are all rusted.) mehanizem
    2) (deeds, actions etc: She's devoted her life to good works.) dela
    •
    - work-box
    - workbook
    - workforce
    - working class
    - working day
    - work-day
    - working hours
    - working-party
    - work-party
    - working week
    - workman
    - workmanlike
    - workmanship
    - workmate
    - workout
    - workshop
    - at work
    - get/set to work
    - go to work on
    - have one's work cut out
    - in working order
    - out of work
    - work of art
    - work off
    - work out
    - work up
    - work up to
    - work wonders
    * * *
    I [wə:k]
    noun
    (telesno ali duševno) delo; ukvarjanje, ustvarjanje, dejavnost; posel, zaposlitev; naloga; (žensko) ročno delo; delovni proces, rezultat dela, proizvod, izdelek; izdelava, obdelava, način izdelave; delovna sposobnost; težak posel, trud, muka; pogon (stroja); plural stavbna dela, stavbišče; javna dela; military utrdbe, utrdbena dela; (singular construction) tovarna, fabrika, obrat, delavnica; talilnica, livarna; technical mehanizem, gonilo, kolesje, zobčasti prenos; plural religion dobra dela
    in work — zaposlen; (ki je) v pogonu (obratu)
    out of work — brez dela, brezposeln, nezaposlen
    a work of art — umetniško delo, umetnina
    earth works architecture zemeljska dela
    iron works — talilnica železa, železarna
    out works architecture zunanja dela
    upper works nautical nadvodni del ladje; vrhnja gradba, deli ladje nad zgornjo palubo
    wood works — lesena konstrukcija, leseni deli hiše, leseni predmeti
    to be out of work — biti brez dela, biti brezposeln
    to be at work — delati, delovati, funkcionirati
    it's all in the day's work — to ni (prav) nič nenavadnega, to je normalno, to je del (vsako)-dnevnega dela
    to give s.o. the works American colloquially ozmerjati, premlatiti koga
    to get ( —ali to set) to work — lotiti se dela, začeti delati
    to make sad work of it figuratively vse uničiti
    to make short ( —ali quick) work of — hitro opraviti z, hitro obvladati
    II
    () [wə:k]
    1.
    transitive verb
    delati (na čem), izdel(ov)ati, obdelati; narediti, proizvesti, proizvajati; poetically umetniško izdelati; plesti, tkati, izdelati na statvah; šivati; vesti; oblikovati, (iz)kovati; tiskati; mesiti; kopati (rudo), obdelovati (zemljo); commerce poslovati, poslovno potovati (po nekem področju); slang prodati; plačati (potovanje) z delom; preiskati, raziskati; mathematics izračunati, rešiti (nalogo); vplivati na (koga), nagovarjati (koga); slang prevarati, oslepariti; izvesti, uresničiti, izvršiti, povzročiti; streči (topu, stroju); uporabljati (žival) za delo, vpreči; izkoriščati (rudnik); pustiti koga, da težko dela; premikati, poganjati, gnati, goniti
    to work o.s. to death — ubi(ja)ti se z delom, garati
    to work o.s. into s.o.'s favour — pridobiti si naklonjenost kake osebe
    to work o.s. into a rage — pobesneti
    to work a change — izvršiti, povzročiti spremembo
    can you work the screw loose? — lahko zrahljate vijak?
    to work a slave to death — do smrti priganjati sužnja k delu, ubiti ga z delom
    it is a good scheme, but can you work it? — to je dober načrt, toda, ali ga lahko izvedete?
    to work one's passage nautical zaslužiti svoj prevoz z delom
    to work one's social relations in business — izkoriščati svoje družabne zveze poslovno;
    2.
    intransitive verb
    delati, delovati, biti zaposlen (s čim); baviti se (s čim); truditi se; funkcionirati, posrečiti se, uspeti; razviti se, dozoreti; vreti; biti v pogonu, delati (stroj), prijemati eden v drugega (zobata kolesa); šivati, vesti (vezem); prebijati se (z delom); razvleči se; trzati (se) (obraz); mahati (s čim); težko, z muko se premikati, gibati; nautical križariti; besneti, biti razburkan (morje); figuratively krčevito delati
    I tried but it did not work — poskušal sem, a ni se mi posrečilo
    to work loose — zrahljati se (vijak itd.)
    that won't work with me — to ne bo vplivalo name (vžgalo pri meni);

    English-Slovenian dictionary > work

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