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to carry out improvements

  • 1 improvement

    noun
    1) no pl. Verbesserung, die; Besserung, die; (in trading) Steigerung, die
    2) (addition) Verbesserung, die
    * * *
    1) (the state or act of improving or being improved: There has been a great improvement in her work; The patient's condition shows some improvement.) die Verbesserung
    2) (something which improves, or adds beauty, value etc: I've made several improvements to the house.) die Verbesserung
    * * *
    im·prove·ment
    [ɪmˈpru:vmənt]
    n
    1. (instance) Verbesserung f
    the last year has seen a slight \improvement in the economy im letzten Jahr hat sich die Wirtschaftslage leicht verbessert
    \improvement in efficiency Effizienzsteigerung f
    \improvement in results Ergebnisverbesserung f
    to be an \improvement on the former design/the old house/the previous manager im Vergleich zum früheren Entwurf/zum alten Haus/zum vorigen Geschäftsführer eine Verbesserung darstellen
    2. no pl (activity) Verbesserung f; of illness Besserung f
    room for \improvement Steigerungsmöglichkeiten pl
    3. (repair or addition) Verbesserungsmaßnahme f
    [home] \improvements Renovierungsarbeiten pl (Ausbau- und Modernisierungsarbeiten an/in Wohnung/Haus)
    * * *
    [ɪm'pruːvmənt]
    n
    Verbesserung f, Besserung f; (of area, appearance) Verschönerung f; (of sauce, food etc) Verfeinerung f; (= increase) (in production, value) Erhöhung f, Steigerung f; (of knowledge) Erweiterung f; (of salaries) Aufbesserung f; (in health) Besserung f; (in studies) Verbesserung f, Fortschritte pl

    to carry out improvements to a house — Ausbesserungs- or (to appearance) Verschönerungsarbeiten an einem Haus vornehmen

    * * *
    1. (Ver)Besserung f (in gen; on gegenüber, im Vergleich zu):
    improvement in form SPORT Formanstieg m;
    improvement in health Besserung der Gesundheit;
    improvement in prices WIRTSCH Preiserholung f;
    improvement in the weather Wetterbesserung;
    there has been an improvement in the weather das Wetter hat sich gebessert;
    today’s weather is an improvement on yesterday’s heute ist das Wetter besser als gestern
    2. a) AGR Melioration f
    b) Erschließung f und Wertsteigerung f
    3. Ausnutzung f
    4. Vered(e)lung f, Verfeinerung f:
    improvement industry WIRTSCH Veredelungsindustrie f
    5. Vermehrung f, Erhöhung f, Steigerung f
    * * *
    noun
    1) no pl. Verbesserung, die; Besserung, die; (in trading) Steigerung, die
    2) (addition) Verbesserung, die
    * * *
    n.
    Aufbesserung f.
    Ausbau -ten m.
    Besserung f.
    Fortschritt m.
    Neuerung -en f.
    Verbesserung f.

    English-german dictionary > improvement

  • 2 improvement

    improvement [ɪm'pru:vmənt]
    (a) (gen) amélioration f; (in person's work, performance) progrès m;
    ∎ what an improvement! c'est nettement mieux!;
    ∎ this is a great improvement on her previous work c'est bien mieux que ce qu'elle faisait jusqu'à présent;
    ∎ there has been some improvement il y a un léger mieux;
    ∎ there has been a slight improvement in his work son travail s'est légèrement amélioré;
    ∎ there is no improvement in the weather le temps ne s'est pas arrangé;
    ∎ her new boyfriend's a bit of an improvement son nouveau petit ami est un peu mieux que le précédent/les précédents;
    ∎ to show some improvement (in condition) aller un peu mieux; (in work) faire quelques progrès;
    ∎ there's room for improvement ça pourrait être mieux
    (b) (in building, road etc) rénovation f, aménagement m;
    ∎ (home) improvements travaux mpl de rénovation;
    ∎ to carry out improvements effectuer des travaux de rénovation;
    ∎ motorway improvements travaux mpl de réfection des autoroutes
    ►► British improvement grant subvention f pour la rénovation d'une maison

    Un panorama unique de l'anglais et du français > improvement

  • 3 improvement

    improvement [ɪmˈpru:vmənt]
    * * *
    [ɪm'pruːvmənt]
    1) ( change for the better) amélioration f (in, of, to de)
    2) ( progress) progrès mpl
    3) ( alteration) aménagement m

    home improvements — aménagements mpl du domicile

    English-French dictionary > improvement

  • 4 DK

    ■ UEFA-Spielbeauftragter, der namentlich bei Spielen, für die er bezeichnet wurde, für die Durchführung der Dopingkontrollen verantwortlich ist, seine Erfahrungen dem Antidoping-Ausschuss mitteilt und Verbesserungs- oder Entwicklungsvorschläge für das Antidoping-Programm macht.
    ► Der Dopingkontrolleur ist verantwortlich für den gesamten Ablauf der Dopingkontrolle einschließlich Auslosung, Abgabe bzw. Entnahme und Transport der Proben zu einem WADA-akkreditierten Labor.
    Syn. DK m Abk.
    ■ A UEFA match officer whose main duties are to carry out doping controls at the match for which he is appointed, to share his experience with the Anti-Doping Panel, and to propose improvements or developments for the anti-doping programme.
    ► The doping control officer is responsible for the entire doping control procedure, including the draw, the collection of samples and the transport of samples to the WADA-accredited laboratory.
    Syn. DCO

    German-english football dictionary > DK

  • 5 Dopingkontrolleur

    ■ UEFA-Spielbeauftragter, der namentlich bei Spielen, für die er bezeichnet wurde, für die Durchführung der Dopingkontrollen verantwortlich ist, seine Erfahrungen dem Antidoping-Ausschuss mitteilt und Verbesserungs- oder Entwicklungsvorschläge für das Antidoping-Programm macht.
    ► Der Dopingkontrolleur ist verantwortlich für den gesamten Ablauf der Dopingkontrolle einschließlich Auslosung, Abgabe bzw. Entnahme und Transport der Proben zu einem WADA-akkreditierten Labor.
    Syn. DK m Abk.
    ■ A UEFA match officer whose main duties are to carry out doping controls at the match for which he is appointed, to share his experience with the Anti-Doping Panel, and to propose improvements or developments for the anti-doping programme.
    ► The doping control officer is responsible for the entire doping control procedure, including the draw, the collection of samples and the transport of samples to the WADA-accredited laboratory.
    Syn. DCO

    German-english football dictionary > Dopingkontrolleur

  • 6 Clement (Clemmet), Joseph

    [br]
    bapt. 13 June 1779 Great Asby, Westmoreland, England
    d. 28 February 1844 London, England
    [br]
    English machine tool builder and inventor.
    [br]
    Although known as Clement in his professional life, his baptism at Asby and his death were registered under the name of Joseph Clemmet. He worked as a slater until the age of 23, but his interest in mechanics led him to spend much of his spare time in the local blacksmith's shop. By studying books on mechanics borrowed from his cousin, a watchmaker, he taught himself and with the aid of the village blacksmith made his own lathe. By 1805 he was able to give up the slating trade and find employment as a mechanic in a small factory at Kirkby Stephen. From there he moved to Carlisle for two years, and then to Glasgow where, while working as a turner, he took lessons in drawing; he had a natural talent and soon became an expert draughtsman. From about 1809 he was employed by Leys, Mason \& Co. of Aberdeen designing and making power looms. For this work he built a screw-cutting lathe and continued his self-education. At the end of 1813, having saved about £100, he made his way to London, where he soon found employment as a mechanic and draughtsman. Within a few months he was engaged by Joseph Bramah, and after a trial period a formal agreement dated 1 April 1814 was made by which Clement was to be Chief Draughtsman and Superintendent of Bramah's Pimlico works for five years. However, Bramah died in December 1814 and after his sons took over the business it was agreed that Clement should leave before the expiry of the five-year period. He soon found employment as Chief Draughtsman with Henry Maudslay \& Co. By 1817 Clement had saved about £500, which enabled him to establish his own business at Prospect Place, Newington Butts, as a mechanical draughtsman and manufacturer of high-class machinery. For this purpose he built lathes for his own use and invented various improvements in their detailed design. In 1827 he designed and built a facing lathe which incorporated an ingenious system of infinitely variable belt gearing. He had also built his own planing machine by 1820 and another, much larger one in 1825. In 1828 Clement began making fluted taps and dies and standardized the screw threads, thus anticipating on a small scale the national standards later established by Sir Joseph Whitworth. Because of his reputation for first-class workmanship, Clement was in the 1820s engaged by Charles Babbage to carry out the construction of his first Difference Engine.
    [br]
    Principal Honours and Distinctions
    Society of Arts Gold Medal 1818 (for straightline mechanism), 1827 (for facing lathe); Silver Medal 1828 (for lathe-driving device).
    Bibliography
    Further Reading
    S.Smiles, 1863, Industrial Biography, London, reprinted 1967, Newton Abbot (virtually the only source of biographical information on Clement).
    L.T.C.Rolt, 1965, Tools for the Job, London (repub. 1986); W.Steeds, 1969, A History of Machine Tools 1700–1910, Oxford (both contain descriptions of his machine tools).
    RTS

    Biographical history of technology > Clement (Clemmet), Joseph

  • 7 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

  • 8 campaign

    kæmˈpeɪn
    1. сущ.
    1) кампания (against, for) ;
    поход, операция campaign for equal rights ≈ кампания по борьбе за равноправие campaign to curb alcoholism ≈ кампания по борьбе с алкоголизмом to carry on, conduct, wage a campaign ≈ проводить кампанию/поход to launch, mount, organize a campaign ≈ организовывать кампанию/поход active, vigorous campaign ≈ бурная кампания, активная кампания advertising campaign ≈ рекламная кампания anti-smoking campaign ≈ кампания против курения campaign against smoking ≈ кампания по борьбе с курением educational campaign ≈ просветительское движение feeble, weak campaign ≈ пассивная кампания military campaign ≈ военная кампания national, nationwide campaign ≈ общенациональная кампания press campaign ≈ кампания в печати smear campaign ≈ кампания по очернению кого-л. whirlwind campaign ≈ сокрушающий поход campaign biography амер. ≈ биография кандидата (особ. на пост президента), публикуемая незадолго до выборов с агитационной целью the campaign got off to a good start ≈ кампания началась успешно the campaign fizzled( out) ≈ кампания сошла на нет direct mail campaign ≈ кампания рассылки материалов по почте( политическая или рекламная) election campaign ≈ избирательная кампания
    2) с.-х. страда, уборочная кампания
    3) тех. срок службы
    2. гл.
    1) участвовать в походе/кампании You will campaign in the Soudan. ≈ Вы примите участие в походе на Судан.
    2) проводить кампанию (against - против чего-л.;
    for - за что-л.) Many women are campaigning for improvements in the sexual equality laws. ≈ Многие женщины принимают участие в кампании по усовершенствованию закона о равенстве полов. Syn: agitate I, crusade
    2. (военное) кампания, поход;
    операция - * conditions походная обстановка - * medal памятная медаль за участие в войне /в кампании/ - * tactics оперативное искусство кампания, борьба - electoral /election/ * выборная кампания, предвыборная борьба - propaganda * пропагандистская кампания - * biography (американизм) биография кандидата на выборах, особ. президентских, издаваемая с агитационной целью - * button( американизм) нагрудный значок с портретом кандидата или эмблемой партии - * against cancer борьба против рака - to conduct /to carry on, to lead/ a * for educational reform проводить кампанию /бороться/ за реформу системы образования (техническое) кампания, технологический цикл( специальное) срок службы жаропрочной облицовки (военное) участвовать в походе, в кампании проводить кампанию - to * for smb. агитировать за кого-л. (на выборах) advertising ~ рекламная компания buy ~ закупочная компания campaign борьба ~ кампания;
    поход;
    political campaign политическая кампания;
    press campaign кампания в печати ~ кампания ~ воен. операция ~ проводить кампанию ~ с.-х. страда ~ участвовать в походе ~ attr.: ~ biography амер. биография кандидата (особ. на пост президента), публикуемая незадолго до выборов с агитационной целью ~ attr.: ~ biography амер. биография кандидата (особ. на пост президента), публикуемая незадолго до выборов с агитационной целью conduct a ~ вести кампанию discard a ~ отказываться от проведения кампании economy ~ кампания за экономию election ~ избирательная кампания election: ~ attr. избирательный, связанный с выборами;
    election campaign избирательная кампания electoral ~ избирательная кампания export ~ кампания за развитие экспорта import ~ кампания за увеличение импорта introduction ~ кампания за внедрение новшеств launch a ~ начинать кампанию launch: to ~ a campaign развернуть кампанию marketing ~ кампания по организации и стимулированию сбыта ~ кампания;
    поход;
    political campaign политическая кампания;
    press campaign кампания в печати political ~ политическая кампания postal publicity ~ почтовая рекламно-пропагандистская кампания ~ кампания;
    поход;
    political campaign политическая кампания;
    press campaign кампания в печати press ~ кампания в печати sales ~ компания по организации и стимулированию сбыта sampling ~ рекламная кампания по распространению пробных образцов нового товара saturation ~ кампания по насыщению рынка определенным товаром whispering ~ распространение ложных слухов про своего противника

    Большой англо-русский и русско-английский словарь > campaign

  • 9 Brunel, Isambard Kingdom

    [br]
    b. 9 April 1806 Portsea, Hampshire, England
    d. 15 September 1859 18 Duke Street, St James's, London, England
    [br]
    English civil and mechanical engineer.
    [br]
    The son of Marc Isambard Brunel and Sophia Kingdom, he was educated at a private boarding-school in Hove. At the age of 14 he went to the College of Caen and then to the Lycée Henri-Quatre in Paris, after which he was apprenticed to Louis Breguet. In 1822 he returned from France and started working in his father's office, while spending much of his time at the works of Maudslay, Sons \& Field.
    From 1825 to 1828 he worked under his father on the construction of the latter's Thames Tunnel, occupying the position of Engineer-in-Charge, exhibiting great courage and presence of mind in the emergencies which occurred not infrequently. These culminated in January 1828 in the flooding of the tunnel and work was suspended for seven years. For the next five years the young engineer made abortive attempts to find a suitable outlet for his talents, but to little avail. Eventually, in 1831, his design for a suspension bridge over the River Avon at Clifton Gorge was accepted and he was appointed Engineer. (The bridge was eventually finished five years after Brunel's death, as a memorial to him, the delay being due to inadequate financing.) He next planned and supervised improvements to the Bristol docks. In March 1833 he was appointed Engineer of the Bristol Railway, later called the Great Western Railway. He immediately started to survey the route between London and Bristol that was completed by late August that year. On 5 July 1836 he married Mary Horsley and settled into 18 Duke Street, Westminster, London, where he also had his office. Work on the Bristol Railway started in 1836. The foundation stone of the Clifton Suspension Bridge was laid the same year. Whereas George Stephenson had based his standard railway gauge as 4 ft 8½ in (1.44 m), that or a similar gauge being usual for colliery wagonways in the Newcastle area, Brunel adopted the broader gauge of 7 ft (2.13 m). The first stretch of the line, from Paddington to Maidenhead, was opened to traffic on 4 June 1838, and the whole line from London to Bristol was opened in June 1841. The continuation of the line through to Exeter was completed and opened on 1 May 1844. The normal time for the 194-mile (312 km) run from Paddington to Exeter was 5 hours, at an average speed of 38.8 mph (62.4 km/h) including stops. The Great Western line included the Box Tunnel, the longest tunnel to that date at nearly two miles (3.2 km).
    Brunel was the engineer of most of the railways in the West Country, in South Wales and much of Southern Ireland. As railway networks developed, the frequent break of gauge became more of a problem and on 9 July 1845 a Royal Commission was appointed to look into it. In spite of comparative tests, run between Paddington-Didcot and Darlington-York, which showed in favour of Brunel's arrangement, the enquiry ruled in favour of the narrow gauge, 274 miles (441 km) of the former having been built against 1,901 miles (3,059 km) of the latter to that date. The Gauge Act of 1846 forbade the building of any further railways in Britain to any gauge other than 4 ft 8 1/2 in (1.44 m).
    The existence of long and severe gradients on the South Devon Railway led to Brunel's adoption of the atmospheric railway developed by Samuel Clegg and later by the Samuda brothers. In this a pipe of 9 in. (23 cm) or more in diameter was laid between the rails, along the top of which ran a continuous hinged flap of leather backed with iron. At intervals of about 3 miles (4.8 km) were pumping stations to exhaust the pipe. Much trouble was experienced with the flap valve and its lubrication—freezing of the leather in winter, the lubricant being sucked into the pipe or eaten by rats at other times—and the experiment was abandoned at considerable cost.
    Brunel is to be remembered for his two great West Country tubular bridges, the Chepstow and the Tamar Bridge at Saltash, with the latter opened in May 1859, having two main spans of 465 ft (142 m) and a central pier extending 80 ft (24 m) below high water mark and allowing 100 ft (30 m) of headroom above the same. His timber viaducts throughout Devon and Cornwall became a feature of the landscape. The line was extended ultimately to Penzance.
    As early as 1835 Brunel had the idea of extending the line westwards across the Atlantic from Bristol to New York by means of a steamship. In 1836 building commenced and the hull left Bristol in July 1837 for fitting out at Wapping. On 31 March 1838 the ship left again for Bristol but the boiler lagging caught fire and Brunel was injured in the subsequent confusion. On 8 April the ship set sail for New York (under steam), its rival, the 703-ton Sirius, having left four days earlier. The 1,340-ton Great Western arrived only a few hours after the Sirius. The hull was of wood, and was copper-sheathed. In 1838 Brunel planned a larger ship, some 3,000 tons, the Great Britain, which was to have an iron hull.
    The Great Britain was screwdriven and was launched on 19 July 1843,289 ft (88 m) long by 51 ft (15.5 m) at its widest. The ship's first voyage, from Liverpool to New York, began on 26 August 1845. In 1846 it ran aground in Dundrum Bay, County Down, and was later sold for use on the Australian run, on which it sailed no fewer than thirty-two times in twenty-three years, also serving as a troop-ship in the Crimean War. During this war, Brunel designed a 1,000-bed hospital which was shipped out to Renkioi ready for assembly and complete with shower-baths and vapour-baths with printed instructions on how to use them, beds and bedding and water closets with a supply of toilet paper! Brunel's last, largest and most extravagantly conceived ship was the Great Leviathan, eventually named The Great Eastern, which had a double-skinned iron hull, together with both paddles and screw propeller. Brunel designed the ship to carry sufficient coal for the round trip to Australia without refuelling, thus saving the need for and the cost of bunkering, as there were then few bunkering ports throughout the world. The ship's construction was started by John Scott Russell in his yard at Millwall on the Thames, but the building was completed by Brunel due to Russell's bankruptcy in 1856. The hull of the huge vessel was laid down so as to be launched sideways into the river and then to be floated on the tide. Brunel's plan for hydraulic launching gear had been turned down by the directors on the grounds of cost, an economy that proved false in the event. The sideways launch with over 4,000 tons of hydraulic power together with steam winches and floating tugs on the river took over two months, from 3 November 1857 until 13 January 1858. The ship was 680 ft (207 m) long, 83 ft (25 m) beam and 58 ft (18 m) deep; the screw was 24 ft (7.3 m) in diameter and paddles 60 ft (18.3 m) in diameter. Its displacement was 32,000 tons (32,500 tonnes).
    The strain of overwork and the huge responsibilities that lay on Brunel began to tell. He was diagnosed as suffering from Bright's disease, or nephritis, and spent the winter travelling in the Mediterranean and Egypt, returning to England in May 1859. On 5 September he suffered a stroke which left him partially paralysed, and he died ten days later at his Duke Street home.
    [br]
    Further Reading
    L.T.C.Rolt, 1957, Isambard Kingdom Brunel, London: Longmans Green. J.Dugan, 1953, The Great Iron Ship, Hamish Hamilton.
    IMcN

    Biographical history of technology > Brunel, Isambard Kingdom

  • 10 Trevithick, Richard

    [br]
    b. 13 April 1771 Illogan, Cornwall, England
    d. 22 April 1833 Dartford, Kent, England
    [br]
    English engineer, pioneer of non-condensing steam-engines; designed and built the first locomotives.
    [br]
    Trevithick's father was a tin-mine manager, and Trevithick himself, after limited formal education, developed his immense engineering talent among local mining machinery and steam-engines and found employment as a mining engineer. Tall, strong and high-spirited, he was the eternal optimist.
    About 1797 it occurred to him that the separate condenser patent of James Watt could be avoided by employing "strong steam", that is steam at pressures substantially greater than atmospheric, to drive steam-engines: after use, steam could be exhausted to the atmosphere and the condenser eliminated. His first winding engine on this principle came into use in 1799, and subsequently such engines were widely used. To produce high-pressure steam, a stronger boiler was needed than the boilers then in use, in which the pressure vessel was mounted upon masonry above the fire: Trevithick designed the cylindrical boiler, with furnace tube within, from which the Cornish and later the Lancashire boilers evolved.
    Simultaneously he realized that high-pressure steam enabled a compact steam-engine/boiler unit to be built: typically, the Trevithick engine comprised a cylindrical boiler with return firetube, and a cylinder recessed into the boiler. No beam intervened between connecting rod and crank. A master patent was taken out.
    Such an engine was well suited to driving vehicles. Trevithick built his first steam-carriage in 1801, but after a few days' use it overturned on a rough Cornish road and was damaged beyond repair by fire. Nevertheless, it had been the first self-propelled vehicle successfully to carry passengers. His second steam-carriage was driven about the streets of London in 1803, even more successfully; however, it aroused no commercial interest. Meanwhile the Coalbrookdale Company had started to build a locomotive incorporating a Trevithick engine for its tramroads, though little is known of the outcome; however, Samuel Homfray's ironworks at Penydarren, South Wales, was already building engines to Trevithick's design, and in 1804 Trevithick built one there as a locomotive for the Penydarren Tramroad. In this, and in the London steam-carriage, exhaust steam was turned up the chimney to draw the fire. On 21 February the locomotive hauled five wagons with 10 tons of iron and seventy men for 9 miles (14 km): it was the first successful railway locomotive.
    Again, there was no commercial interest, although Trevithick now had nearly fifty stationary engines completed or being built to his design under licence. He experimented with one to power a barge on the Severn and used one to power a dredger on the Thames. He became Engineer to a project to drive a tunnel beneath the Thames at Rotherhithe and was only narrowly defeated, by quicksands. Trevithick then set up, in 1808, a circular tramroad track in London and upon it demonstrated to the admission-fee-paying public the locomotive Catch me who can, built to his design by John Hazledine and J.U. Rastrick.
    In 1809, by which date Trevithick had sold all his interest in the steam-engine patent, he and Robert Dickinson, in partnership, obtained a patent for iron tanks to hold liquid cargo in ships, replacing the wooden casks then used, and started to manufacture them. In 1810, however, he was taken seriously ill with typhus for six months and had to return to Cornwall, and early in 1811 the partners were bankrupt; Trevithick was discharged from bankruptcy only in 1814.
    In the meantime he continued as a steam engineer and produced a single-acting steam engine in which the cut-off could be varied to work the engine expansively by way of a three-way cock actuated by a cam. Then, in 1813, Trevithick was approached by a representative of a company set up to drain the rich but flooded silver-mines at Cerro de Pasco, Peru, at an altitude of 14,000 ft (4,300 m). Low-pressure steam engines, dependent largely upon atmospheric pressure, would not work at such an altitude, but Trevithick's high-pressure engines would. Nine engines and much other mining plant were built by Hazledine and Rastrick and despatched to Peru in 1814, and Trevithick himself followed two years later. However, the war of independence was taking place in Peru, then a Spanish colony, and no sooner had Trevithick, after immense difficulties, put everything in order at the mines then rebels arrived and broke up the machinery, for they saw the mines as a source of supply for the Spanish forces. It was only after innumerable further adventures, during which he encountered and was assisted financially by Robert Stephenson, that Trevithick eventually arrived home in Cornwall in 1827, penniless.
    He petitioned Parliament for a grant in recognition of his improvements to steam-engines and boilers, without success. He was as inventive as ever though: he proposed a hydraulic power transmission system; he was consulted over steam engines for land drainage in Holland; and he suggested a 1,000 ft (305 m) high tower of gilded cast iron to commemorate the Reform Act of 1832. While working on steam propulsion of ships in 1833, he caught pneumonia, from which he died.
    [br]
    Bibliography
    Trevithick took out fourteen patents, solely or in partnership, of which the most important are: 1802, Construction of Steam Engines, British patent no. 2,599. 1808, Stowing Ships' Cargoes, British patent no. 3,172.
    Further Reading
    H.W.Dickinson and A.Titley, 1934, Richard Trevithick. The Engineer and the Man, Cambridge; F.Trevithick, 1872, Life of Richard Trevithick, London (these two are the principal biographies).
    E.A.Forward, 1952, "Links in the history of the locomotive", The Engineer (22 February), 226 (considers the case for the Coalbrookdale locomotive of 1802).
    PJGR

    Biographical history of technology > Trevithick, Richard

  • 11 Wolseley, Frederick York

    [br]
    b. 1837 Co. Dublin, Ireland
    d. 1899 England
    [br]
    Irish inventor who developed the first practical sheep shears and was also involved in the development of the car which bore his name.
    [br]
    The credit for the first design of sheep shears lies with James Higham, who patented the idea in 1868. However, its practical and commercial success lay in the work of a number of people, to each of whom Frederick Wolseley provides the connecting link.
    One of three brothers, he emigrated to Australia in 1854 and worked in New South Wales for five years. In 1867 he produced a working model of mechanical sheep shears, but it took a further five years before he actually produced a machine, whilst working as Manager of a sheep station in Victoria. In the intervening period it is possible that he visited America and Britain. On returning to Australia in 1872 he and Robert Savage produced another working model in a workshop in Melbourne. Four years later, by which time Wolseley had acquired the "Euroka" sheep station at Walgett, they tested the model and in 1877 acquired joint patent rights. The machine was not successful, and in 1884 another joint patent, this time with Robert Pickup, was taken out on a cog-gear universal joint. Development was to take several more years, during which a highly skilled blacksmith by the name of George Gray joined the team. It is likely that he was the first person to remove a fleece from a sheep mechanically. Finally, the last to be involved in the development of the shears was another Englishman, John Howard, who emigrated to Australia in 1883 with the intention of developing a shearing machine based on his knowledge of existing horse clippers. Wolseley purchased Howard's patent rights and gave him a job. The first public demonstration of the shears was held at the wool stores of Goldsborough \& Co. of Melbourne. Although the hand shearers were faster, when the three sheep that had been clipped by them were re-shorn using the mechanical machine, a further 2 lb (900 g) of wool was removed.
    Wolseley placed the first manufacturing order with A.P.Parks, who employed a young Englishman by the name of Herbert Austin. A number of improvements to the design were suggested by Austin, who acquired patents and assigned them to Wolseley in 1895 in return for shares in the company. Austin returned to England to run the Wolseley factory in Birmingham. He also built there the first car to carry the Wolseley name, and subsequently opened a car factory carrying his own name.
    Wolseley resigned as Managing Director of the company in 1894 and died five years later.
    [br]
    Further Reading
    F.Wheelhouse, 1966, Digging Stock to Rotary Hoe: Men and Machines in Rural Australia (provides a detailed account of Wolseley's developments).
    AP

    Biographical history of technology > Wolseley, Frederick York

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