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1 manage
1. transitive verb2) (conduct, organize) durchführen [Operation, Unternehmen]; erledigen [Angelegenheit]; verwalten [Geld, Grundstück]; leiten [Geschäft, Büro]; führen [Haushalt]4) (cope with) schaffenI couldn't manage another apple — (coll.) noch einen Apfel schaffe ich nicht
we can manage another person in the car — einer hat noch Platz im Wagen
5) (succeed in achieving) zustandebringen [Lächeln]6) (contrive)manage to do something — (also iron.) es fertig bringen, etwas zu tun
2. intransitive verbhe managed to do it — es gelang ihm, es zu tun
can you manage? — geht's?; geht es?
* * *['mæni‹]1) (to be in control or charge of: My lawyer manages all my legal affairs / money.) verwalten2) (to be manager of: James manages the local football team.) leiten3) (to deal with, or control: She's good at managing people.) umgehen mit4) (to be able to do something; to succeed or cope: Will you manage to repair your bicycle?; Can you manage (to eat) some more meat?) zustande bringen•- academic.ru/44922/manageable">manageable- manageability
- management
- manager* * *man·age[ˈmænɪʤ]I. vt1. (run)▪ to \manage sb jdn führena director needs to be good at managing people als Direktor sollte man über gute Personalführungskenntnisse verfügen2.some people think television \manages the news instead of just reporting it manche Leute glauben, dass das Fernsehen die Nachrichten manipuliert, anstatt nur zu berichtento \manage a currency eine Währung steuernto \manage money Geld verwaltento \manage property Immobilienbesitz verwaltento \manage one's time/resources sich dat seine Zeit/Ressourcen richtig einteilen3. (promote)▪ to \manage sb jdn managento \manage a pop group/team eine Popgruppe/Mannschaft managen4.don't worry, we'll \manage it somehow mach dir keine Sorgen, das schaffen wir schon irgendwiecan you \manage 8 o'clock? ginge es um 8 Uhr?somehow he finally \managed to calm down irgendwie gelang es ihm dann doch noch, sich zu beruhigenonly he could \manage to be so dumb! so dumm kann wirklich nur er sein!you \managed it very well das hast du sehr gut gemachtto \manage sth with ease/difficulty etw mit Leichtigkeit/Schwierigkeiten bewältigento \manage a distance/task eine Entfernung/eine Aufgabe bewältigenhow can you expect the children to \manage a six mile walk? wie bitte sollen die Kinder einen zehn Kilometer Marsch bewältigen?to \manage a smile ein Lächeln zustande bringento \manage [to eat] sth etw bewältigen [o schaffen]I couldn't \manage [to eat] such a big portion eine derart große Portion kann ich unmöglich bewältigen [o schaffe ich unmöglich]can you \manage another piece of lasagne? schaffst du noch ein Stück Lasagne?to \manage [to pay] sth etw aufbringen könnenshe can't \manage more than $350 per month rent sie kann sich nicht mehr als 350 Dollar Miete pro Monat leisten5. (cope with)6. (wield)II. vican you \manage? — thank you, I can \manage geht's? — danke, es geht schonI can't \manage on my own ich schaffe es nicht alleinwe'll \manage! wir schaffen das schon!how can you \manage without a car? wie kommst du ohne Auto zurecht?I just about \manage with my salary ich komme mit meinem Gehalt gerade mal so zurecht2. (get by)if you give up your job, we'll have to \manage on my salary wenn du deinen Job aufgibst, müssen wir mit meinem Gehalt auskommen* * *['mnɪdZ]1. vt1) company, organization, economy leiten; property verwalten; affairs in Ordnung halten, regeln; time, money, resources einteilen; football team, pop group managenhe managed the election — er war Wahlleiter
2) (= handle, control) person, child, animal zurechtkommen mit, fertig werden mit; car, ship zurechtkommen mit, handhabenthe car is too big for her to manage — sie kommt mit dem großen Auto nicht zurecht
I can manage him — mit dem werde ich schon fertig
3) task bewältigen, zurechtkommen mit; another portion bewältigen, schaffen£50/two hours is the most I can manage — ich kann mir höchstens £ 50 leisten/zwei Stunden erlauben
I'll do that as soon as I can manage it — ich mache das, sobald ich kann or sobald ich es schaffe
he should take some exercise as soon as he can manage it — er sollte sich so bald wie möglich Bewegung verschaffen
thanks, I can manage them — danke, das geht schon
can you manage 8 o'clock? — 8 Uhr, ginge or geht das?
could you manage (to be ready by) 8 o'clock? — kannst du um 8 Uhr fertig sein?
can you manage another cup? —
I think I could manage another piece of cake — ich glaube, ich könnte noch ein Stück Kuchen vertragen
4)to manage to do sth — es schaffen, etw zu tun
we have managed to reduce our costs — es ist uns gelungen, die Kosten zu senken
do you think you'll manage to do it? — meinen Sie, Sie können or schaffen das?
I hope you'll manage to come —
how did you manage to get a salary increase? — wie hast du es geschafft or angestellt, eine Gehaltserhöhung zu bekommen?
he managed to control himself — es gelang ihm, sich zu beherrschen
he managed not to get his feet wet — es ist ihm gelungen, keine nassen Füße zu bekommen
could you possibly manage to close the door? (iro) — wäre es vielleicht möglich, die Tür zuzumachen?
2. vizurechtkommen, es schaffenthanks, I can manage — danke, es geht schon or ich komme schon zurecht
I thought I could cope with things, but I can't manage — ich dachte, ich käme zurecht, aber ich schaffe es nicht or ich bringe es nicht fertig
to manage without sth — ohne etw auskommen, sich (dat) ohne etw behelfen
we'll just have to manage without — dann müssen wir uns (dat) eben so behelfen, dann müssen wir eben so auskommen
how do you manage on £20 a week? — wie kommen Sie mit £ 20 pro Woche aus?
* * *manage [ˈmænıdʒ]A v/t1. eine Sache führen, verwalten:manage one’s own affairs seine eigenen Angelegenheiten erledigen2. einen Betrieb etc leiten, führen, vorstehen (dat)3. ein Gut etc bewirtschaften4. einen Künstler, Sportler etc managen5. etwas zustande bringen, bewerkstelligen:they could only manage a 0-0 draw SPORT sie kamen über ein 0:0 nicht hinaus6. es fertigbringen ( to do zu tun):he managed to see the general himself es gelang ihm, den General selbst zu sprechen7. deichseln, einfädeln, managen (alle umg):manage matters die Sache deichseln8. umga) eine Arbeit, auch ein Essen etc bewältigen, schaffen:I couldn’t manage another thing ich bringe nichts mehr runter9. umgehen (können) mit:a) ein Werkzeug etc handhaben, eine Maschine etc bedienenc) mit jemandem, etwas fertig werden:I can manage him ich werde schon mit ihm fertig;can you manage the heavy bag? kommst du mit der schweren Tasche zurecht?10. ein Fahrzeug etc lenken (auch fig)11. ein Pferd dressieren, zureiten12. Land bearbeiten13. umg (durch Schwierigkeiten) (hin)durchbringen, -lavieren14. obs haushalten mitB v/i1. wirtschaften3. auskommen, sich behelfen ( beide:with mit;without ohne):I think I can manage without him ich glaube, ich kann auf ihn verzichten;can you manage without your dictionary for an hour? kannst du dein Wörterbuch eine Stunde entbehren?;they manage on very little money sie kommen mit sehr wenig Geld aus4. umga) es schaffen, durchkommen, zurechtkommen, zu Rande kommenb) es einrichten oder ermöglichen: can you come this evening? I’m afraid, I can’t manage es geht leider nicht oder es ist mir leider nicht möglichC s obs1. Reitschule f, Manege f2. a) Dressur f (von Pferden)b) Dressurübungen pl* * *1. transitive verb1) (handle, wield) handhaben [Werkzeug, Segel, Boot]; bedienen [Schaltbrett]2) (conduct, organize) durchführen [Operation, Unternehmen]; erledigen [Angelegenheit]; verwalten [Geld, Grundstück]; leiten [Geschäft, Büro]; führen [Haushalt]3) (Sport etc.): (be manager of) managen, betreuen [Team, Mannschaft]4) (cope with) schaffenI couldn't manage another apple — (coll.) noch einen Apfel schaffe ich nicht
5) (succeed in achieving) zustandebringen [Lächeln]6) (contrive)manage to do something — (also iron.) es fertig bringen, etwas zu tun
2. intransitive verbhe managed to do it — es gelang ihm, es zu tun
can you manage? — geht's?; geht es?
* * *v.besorgen v.bewerkstelligen v.erledigen v.handhaben v.leiten v.verwalten v. -
2 all
o:l
1. adjective, pronoun1) (the whole (of): He ate all the cake; He has spent all of his money.) todo2) (every one (of a group) when taken together: They were all present; All men are equal.) todos
2. adverb1) (entirely: all alone; dressed all in white.) completamente, totalmente2) ((with the) much; even: Your low pay is all the more reason to find a new job; I feel all the better for a shower.) tanto, aún•- all-out
- all-round
- all-rounder
- all-terrain vehicle
- all along
- all at once
- all in
- all in all
- all over
- all right
- in all
all1 adj todoall2 adv1. completamente / totalmente2. empatados / igualesthe score was three all empataron a tres / el partido terminó con un empate a tresall3 pron1. todo2. lo único / sólo3. todos / todo el mundotr[ɔːl]1 (singular) todo,-a; (plural) todos,-as■ all day/month/year todo el día/mes/año■ all morning/afternoon/night/week toda la mañana/tarde/noche/semana1 (everything) todo, la totalidad nombre femenino2 (everybody) todos nombre masculino plural, todo el mundo■ all of them helped/they all helped ayudaron todos1 completamente, totalmente■ you're all dirty! ¡estás todo sucio!\SMALLIDIOMATIC EXPRESSION/SMALLall along desde el principioall but casi■ it's £235 all in son £235 todo incluidoall in all en conjuntoall or nothing todo o nadaall over en todas partesto be all over acabarall right (acceptable) bien, bueno,-a, satisfactorio,-a■ the film's all right, but I've seen better ones la película no está mal, pero las he visto mejores 2 (well, safe) bien■ are you coming? --all right ¿te vienes? --vale 4 (calming, silencing) vale■ it was the thin one all right era el flaco, estoy seguroall that tanall the «+ comp» tanto + adj/adv, aún + adj/advall the same igualmente, a pesar de todoto be all the same to somebody dar lo mismo a alguienall the time todo el rato, siempreall told en totalall too «+ adj/adv» demasiado + adj/advat all en absolutoat all times siemprein all en totalnot at all no hay de quéAll Fools' Day el día 1 de abril (≈ día de los Santos Inocentes)All Saints' Day día nombre masculino de Todos los SantosAll Souls' Day día nombre masculino los Fieles Difuntosall ['ɔl] adv1) completely: todo, completamente2) : igualthe score is 14 all: es 14 iguales, están empatados a 143)all the better : tanto mejor4)all the more : aún más, todavía másall adj: todoall the children: todos los niñosin all likelihood: con toda probabilidad, con la mayor probabilidadall pron1) : todo, -dathey ate it all: lo comieron todothat's all: eso es todoenough for all: suficiente para todos2)all in all : en general3)adj.• todo, -a adj.• todos adj.adv.• completamente adv.• del todo adv.n.• todo s.m.pron.• todo (s) pron.
I ɔːl1) (before n) todo, -da; (pl) todos, -dasall kinds o sorts of people — todo tipo de gente
all morning — toda la mañana, la mañana entera
what's all this we hear about you leaving? — ¿qué es eso de que te vas?
I might as well not bother for all the notice he takes — para el caso que me hace, más vale que ni me moleste
we were dabbling in drink, drugs and all that — flirteábamos con la bebida, las drogas y todo eso or y todo lo demás; see also all III 3) d)
2)a) ( the greatest possible)b) ( any)
II
1) ( everything) (+ sing vb) todoall I can say is... — todo lo que puedo decir es..., lo único que puedo decir es...
will that be all, madam? — ¿algo más señora?, ¿eso es todo, señora?
all in good time — todo a su debido tiempo, cada cosa a su tiempo
2)a) ( everyone) (+ pl vb) todos, -dasshe is the cleverest of all — es la más inteligente de todos/todas
I don't intend to tell anyone, least of all her! — no pienso decírselo a nadie y a ella menos todavía
3)all of: now that all of the children go to school ahora que todos los niños van al colegio; all of the cheese todo el queso; it took all of 20 years to complete it — se tardó 20 años enteros en acabarlo
4) (after n, pron) todo, -da; (pl) todos, -dasthe unfairness of it all — la injusticia del caso or del asunto
5) (in phrases)a)b)c)he ate it, skin and all — se lo comió con la cáscara y todo
d)at all: they don't like him at all no les gusta nada; I'm not at all worried o worried at all no estoy preocupada en absoluto, no estoy para nada preocupada; thank you - not at all gracias - de nada or no hay de qué; she didn't feel at all well no se sentía nada bien; it's not bad at all, it's not at all bad no está nada mal; they'll come late, if they come at all vendrán tarde, si es que vienen; if (it's) at all possible — si fuera posible
e)
III
1) ( completely)you've gone all red — te has puesto todo colorado/toda colorada
I got all wet — me mojé todo/toda
I'm all ears — soy todo/toda oídos
it's all the same to me — a mí me da igual or lo mismo
2) (each, apiece) ( Sport)3) (in phrases)a)b)the game had all but finished — prácticamente or ya casi había terminado el partido
c)all for: to be all for something: I'm all for sex education — estoy totalmente a favor de la educación sexual
d)all that — ( particularly) (usu neg)
e)all the — (+ comp)
it is all the more remarkable if you consider... — resulta aún or todavía más extraordinario si se tiene en cuenta...
IV
[ɔːl] When all is part of a set combination, eg in all seriousness/probability, look up the noun. Note that all right has an entry to itself.to give one's all — ( make supreme effort) dar* todo de sí; ( sacrifice everything) darlo* todo, dar* todo lo que se tiene
1. ADJECTIVE1) todoit rained all day — llovió todo el día, llovió el día entero
40% of all marriages end in divorce — el 40% de los matrimonios terminan en divorcio
•
it would have to rain today, of all days! — ¡tenía que llover hoy justamente!•
for all their efforts, they didn't manage to score — a pesar de todos sus esfuerzos, no lograron marcar un tanto•
they chose him, of all people! — lo eligieron a él, como si no hubiera otrosall that and all that y cosas así, y otras cosas por el estilo•
all those who disobey will be punished — todos aquellos que desobedezcan serán castigadosof all the...sorry and all that, but that's the way it is — disculpas y todo lo demás, pero así son las cosas
of all the luck! — ¡vaya suerte!
best, four 2., 2)of all the tactless things to say! — ¡qué falta de tacto!
2) (=any)•
the town had changed beyond all recognition — la ciudad había cambiado hasta hacerse irreconocible2. PRONOUN1) (singular)a) (=everything) todo•
we did all we could to stop him — hicimos todo lo posible para detenerlo•
all is not lost — liter or hum aún quedan esperanzas•
all of it — todoI didn't read all of it — no lo leí todo or entero
you can't see all of Madrid in a day — no puedes ver todo Madrid or Madrid entero en un día
it took him all of three hours — (=at least) le llevó tres horas enteras; iro (=only) le llevó ni más ni menos que tres horas
she must be all of 16 — iro debe de tener al menos 16 años
six o'clock? is that all? — ¿las seis? ¿nada más?
best, once 1., 1)that's all — eso es todo, nada más
b) (=the only thing)all I can tell you is... — todo lo que puedo decirte es..., lo único que puedo decirte es...
that was all that we managed to salvage from the fire — eso fue todo lo que conseguimos rescatar del incendio
•
all that matters is that you're safe — lo único que importa es que estás a salvo•
this concerns all of you — esto os afecta a todos (vosotros)•
they all say that — todos dicen lo mismo•
all who knew him loved him — todos los que le conocieron le querían3) (in scores)the score is two all — van empatados a dos, el marcador es de empate a dos
above all sobre todo after all después de todo all butit's 30 all — (Tennis) treinta iguales
all for nothingall but seven/twenty — todos menos siete/veinte
all in all en generalI rushed to get there, all for nothing — fui a toda prisa, todo para nada, fui a toda prisa, y total para nada
all in all, things turned out quite well — en general, las cosas salieron bastante bien
all told en total and allwe thought, all in all, it wasn't a bad idea — pensamos que, mirándolo bien, no era una mala idea
for all I care for all I knowthe dog ate the sausage, mustard and all — el perro se comió la salchicha, mostaza incluida
for all I know he could be dead — puede que hasta esté muerto, no lo sé
if (...) at allfor all I know, he could be right — igual hasta tiene razón, no lo sé
I'll go tomorrow if I go at all — si es que voy, iré mañana
it rarely rains here, if at all — aquí rara vez llueve, si es que llueve
I'd like to see him today, if (it's) at all possible — me gustaría verlo hoy, si es del todo posible
in all it allthey won't attempt it, if they have any sense at all — si tienen el más mínimo sentido común, no lo intentarán
it's all or nothing es todo o nada most of all sobre todo, más que nada no... at all not... at allshe seemed to have it all: a good job, a happy marriage — parecía tenerlo todo: un buen trabajo, un matrimonio feliz
I'm not at all tired — no estoy cansado en lo más mínimo or en absoluto
you mean he didn't cry at all? — ¿quieres decir que no lloró nada?
not at all! (answer to thanks) ¡de nada!, ¡no hay de qué!did you mention me at all? — ¿mencionaste mi nombre por casualidad?
"are you disappointed?" - "not at all!" — -¿estás defraudado? -en absoluto
3. ADVERB1) (=entirely) todoMake todo agree with the person or thing described:•
there were insects all around us — había insectos por todas partes•
I did it all by myself — lo hice completamente soloall along•
she was dressed all in black — iba vestida completamente de negroall along the street — a lo largo de toda la calle, por toda la calle
all but (=nearly) casithis is what I feared all along — esto es lo que estaba temiendo desde el primer momento or el principio
all for sthhe all but died — casi se muere, por poco se muere
all in (=all inclusive) (Brit) todo incluido; (=exhausted) * hecho polvo *I'm all for giving children their independence — estoy completamente a favor de or apoyo completamente la idea de dar independencia a los niños
the trip cost £200 all in — el viaje costó 200 libras, todo incluido
after a day's skiing I was all in — después de un día esquiando, estaba hecho polvo * or rendido
all outyou look all in — se te ve rendido, ¡vaya cara de estar hecho polvo! *
all overto go all out — (=spare no expense) tirar la casa por la ventana; (Sport) emplearse a fondo
all over the world you'll find... — en or por todo el mundo encontrarás...
all the more...I looked all over for you — te busqué por or en todas partes
considering his age, it's all the more remarkable that he succeeded — teniendo en cuenta su edad, es aún más extraordinario que lo haya logrado
all too...she valued her freedom, all the more so because she had fought so hard for it — valoraba mucho su libertad, tanto más cuanto que había luchado tanto por conseguirla
all up with all very...all too soon, the holiday was over — cuando quisimos darnos cuenta las vacaciones habían terminado
not all there•
that's all very well but... — todo eso está muy bien, pero...not all that... all-out, better I, 2.he isn't all there * — no tiene todos los tornillos bien *, le falta algún tornillo *
4.NOUN (=utmost)•
he had given her his all — (=affection) se había entregado completamente a ella; (=possessions) le había dado todo lo que tenía•
he puts his all into every game — se da completamente en cada partido, siempre da todo lo que puede de sí en cada partido5.COMPOUNDSthe all clear N — (=signal) el cese de la alarma, el fin de la alarma; (fig) el visto bueno, luz verde
all clear! — ¡fin de la alerta!
to be given the all clear — (to do sth) recibir el visto bueno, recibir luz verde; (by doctor) recibir el alta médica or definitiva
All Fools' Day N — ≈ día m de los (Santos) Inocentes
All Hallows' (Day) N — día m de Todos los Santos
All Saints' Day N — día m de Todos los Santos
All Souls' Day N — día m de (los) Difuntos (Sp), día m de (los) Muertos (LAm)
* * *
I [ɔːl]1) (before n) todo, -da; (pl) todos, -dasall kinds o sorts of people — todo tipo de gente
all morning — toda la mañana, la mañana entera
what's all this we hear about you leaving? — ¿qué es eso de que te vas?
I might as well not bother for all the notice he takes — para el caso que me hace, más vale que ni me moleste
we were dabbling in drink, drugs and all that — flirteábamos con la bebida, las drogas y todo eso or y todo lo demás; see also all III 3) d)
2)a) ( the greatest possible)b) ( any)
II
1) ( everything) (+ sing vb) todoall I can say is... — todo lo que puedo decir es..., lo único que puedo decir es...
will that be all, madam? — ¿algo más señora?, ¿eso es todo, señora?
all in good time — todo a su debido tiempo, cada cosa a su tiempo
2)a) ( everyone) (+ pl vb) todos, -dasshe is the cleverest of all — es la más inteligente de todos/todas
I don't intend to tell anyone, least of all her! — no pienso decírselo a nadie y a ella menos todavía
3)all of: now that all of the children go to school ahora que todos los niños van al colegio; all of the cheese todo el queso; it took all of 20 years to complete it — se tardó 20 años enteros en acabarlo
4) (after n, pron) todo, -da; (pl) todos, -dasthe unfairness of it all — la injusticia del caso or del asunto
5) (in phrases)a)b)c)he ate it, skin and all — se lo comió con la cáscara y todo
d)at all: they don't like him at all no les gusta nada; I'm not at all worried o worried at all no estoy preocupada en absoluto, no estoy para nada preocupada; thank you - not at all gracias - de nada or no hay de qué; she didn't feel at all well no se sentía nada bien; it's not bad at all, it's not at all bad no está nada mal; they'll come late, if they come at all vendrán tarde, si es que vienen; if (it's) at all possible — si fuera posible
e)
III
1) ( completely)you've gone all red — te has puesto todo colorado/toda colorada
I got all wet — me mojé todo/toda
I'm all ears — soy todo/toda oídos
it's all the same to me — a mí me da igual or lo mismo
2) (each, apiece) ( Sport)3) (in phrases)a)b)the game had all but finished — prácticamente or ya casi había terminado el partido
c)all for: to be all for something: I'm all for sex education — estoy totalmente a favor de la educación sexual
d)all that — ( particularly) (usu neg)
e)all the — (+ comp)
it is all the more remarkable if you consider... — resulta aún or todavía más extraordinario si se tiene en cuenta...
IV
to give one's all — ( make supreme effort) dar* todo de sí; ( sacrifice everything) darlo* todo, dar* todo lo que se tiene
-
3 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.————————————————————————————————————————
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