Great Britain: Review Body on Senior Salaries's Books

Review Body on Senior Salaries

review of Parliamentary pay, pensions and allowances 2007, report no. 64

By: Great Britain: Review Body on Senior Salaries

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Review Body on Senior Salaries

review of Parliamentary pay, pensions and allowances 2007, report no. 64

By: Great Britain: Review Body on Senior Salaries

This report by the Review Body on Senior Salaries makes 34 recommendations for parliamentary pay arrangements and allowances for 2007, covering both the House of Commons and House of Lords. Recommendations include: (i) that for 2007 the salaries of MPs be increased by a further 1.9% of the salary payable from 1 November 2006, taking the new salary to £61,820, with the increase backdated to 1 April 2007; that the annual uprating take place on 1 April each year, beginning April 2008; that for 3 years, beginning in April 2008, MPs salaries be increased by £650 a year and that future reviews of parliamentary pay, pensions and expenditure take place at four-yearly intervals; that from 1 April 2007 Ministers in the House of Lords receive the same pecentage increase in their salaries as Ministers of the same rank in the Commons; that the National Audit Office should audit the expenses of a representative sample of MPs each year; that partners of MPs who are named in the Parliamentary Contributory Pension Fund as sole beneficiaries should be entitled to the same travel arrangements available to spouses and civil partners; that the London Supplement be increased to £3,500, and henceforth adjusted in line with the Public Sector Average Earnings.

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164

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The Stationery Office

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ISBN 10

010172702X

ISBN 13

9780101727020

Thirtieth Report on Senior Salaries 2008

Report No. 65

By: Great Britain. Review Body on Senior Salaries

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Thirtieth Report on Senior Salaries 2008

Report No. 65

By: Great Britain. Review Body on Senior Salaries

The Senior Salaries Review Body's remit now covers certain senior managers in the National Health Service, as well as leaders in the law, the armed forces and the Civil Service. The Body detects signs that the pay of these groups is falling increasingly behind that of comparable groups in the wider public and private sectors, and that is beginning to cause problems of recruitment, retention and morale. The increases proposed are moderate, but the report stresses that it would be against the public interest in the longer term if the quality or performance of the state's senior managers and judges were to deteriorate.

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112

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The Stationery Office

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ISBN 10

010173882X

ISBN 13

9780101738828

Thirty-first Report on Senior Salaries 2009

Report No. 68

By: Great Britain. Review Body on Senior Salaries

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Thirty-first Report on Senior Salaries 2009

Report No. 68

By: Great Britain. Review Body on Senior Salaries

This is the 31st report on senior salaries (Cm. 7556, ISBN 9780101755627) and is presented by the Review Body on Senior Salaries established in 1993. The Review Body provides independent advice to the Prime Minister, the Lord Chancellor and the Secretaries of State for Defence and Health on the remuneration of holders of judicial office; senior civil servants; senior officers of the armed forces; senior managers in the NHS (chief executives, executive directors) and other equivalent public appointments. The publication is divided into 5 chapters, with 9 appendices. The chapters cover the following areas: Chapter 1: Introduction and economic evidence; Chapter 2: The senior civil service; Chapter 3: Senior officers in the armed forces; Chapter 4: The judiciary; Chapter 5: Very senior managers in the National Health Service. There are 19 recommedations set out over these 5 chapters, including: that senior civil service base pay be increased by 2.1%; that permanent secretaries' base pay be increased by 2.1%; that the MoD produce further evidence on the job evaluation exercise of the senior military, including 4-star officers; that administrations in England and Wales, Scotland and Northern Ireland make collection of information in job weight a priority and continue work with the judiciary to collect meaningful data to show whether job weight at different levels is changing over time; that from 1 April 2009 the pay for Very Senior Managers in the NHS should increase by 2.4%. The publication sets out in various tables the recommended salaries for the above holders.

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ISBN 10

0101755627

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9780101755627

Twenty-seventh Report on Senior Salaries

By: Great Britain. Review Body on Senior Salaries

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Twenty-seventh Report on Senior Salaries

By: Great Britain. Review Body on Senior Salaries

The Review Body on Senior Salaries makes recommendations for the pay arrangements of senior civil servants (SCS) (including the Prime Minister, Ministerial posts and MPs), senior military officers and the judiciary. This is their 27th report which contains recommendations applicable from 1 April 2005. These include: i) the introduction of new pay bands for the SCS to incorporate revalorisation at the rate of 2.5 per cent, with individual pay increases up to nine per cent; ii) the pay range for Permanent Secretaries of £130,350 to £264,250; iii) the introduction of a new performance-related pay scale for two star officers and above, to incorporate revalorisation at the rate of 2.5 per cent; and iv) an increase of 3.0 per cent for judicial salaries.

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The Stationery Office

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ISBN 10

0101645120

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9780101645126

Top Pay in the Public Sector

Sixth Report of Session 2009-10. Oral and written evidence

By: Great Britain. Parliament. House of Commons. Public Administration Select Committee

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Top Pay in the Public Sector

Sixth Report of Session 2009-10. Oral and written evidence

By: Great Britain. Parliament. House of Commons. Public Administration Select Committee

A report that calls for a Top Pay Commission to 'name and shame' public sector organizations that pay excessive salaries to their top officials.

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021554286X

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9780215542861

Initial report on public sector senior remuneration 2010

report no. 74

By: Great Britain: Review Body on Senior Salaries

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Initial report on public sector senior remuneration 2010

report no. 74

By: Great Britain: Review Body on Senior Salaries

The Senior Salaries Review Body (SSRB) was asked for an interim report, ahead of the 2010 Budget, on senior remuneration in the public sector. It is critical to ensure public confidence in this area: confidence that high salaries are not being paid where they are not merited; and, where they are paid, confidence that they are justified by rigorous processes and evidence of sustained high performance. The SSRB proposals are intended to make a significant contribution to providing reassurance. The public sector is complex and so are the arrangements for pay and it has been difficult to gather comprehensive and consistent data. But it is estimated that over 25,000 people in the public sector are earning over £100,000 a year and many over £150,000. The first step is to provide clear rules through a code of practice, and this report includes a draft code which should be opened to consultation. The SSRB would like to see the code finalised by the end of July 2010 with a view to implementation by the end of 2010. Implementation would be the responsibility of the bodies in each sector. The SSRB also advocates developing a structure of pay ranges for senior public sector pay. A set of reference ranges would provide organisations or clusters of organisations with a pay framework that is currently lacking. Part C of the report details progress on a review of chief executive pay in Non Departmental Public Bodies. The methodology used could be applied more widely.

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ISBN 10

0101784821

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9780101784825

Review of Allowances

By: Great Britain. Parliament. House of Commons. Members Estimate Committee

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Review of Allowances

By: Great Britain. Parliament. House of Commons. Members Estimate Committee

This report starts with the Committee's top priority - improving public confidence in the House of Commons by better systems of financial assurance. The House must introduce a robust system of scrutiny for parliamentary allowances. It then sets out the six main categories in which Members' work is supported by the taxpayer: employment of staff; office costs; communicating with constituents and the public; travel; overnight costs; redundancy. In each section, the report describes the current system, proposals for change, experience elsewhere, and the views and advice received. Each section ends with the opinion of the Committee and recommendations for the House to decide. Recommendations include: members should no longer be able to claim reimbursement for furniture and household goods or for capital improvements; the Additional Cost Allowance would be replaced by an overnight expenses allowance of £19,600 a year for accommodation; £30 a day subsistence allowance without receipts, up to a maximum of £4,600 every year; MPs would have to provide receipts for all other expenses from 1 April next year (at the moment they can claim for items up to £25 without receipts).

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100

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The Stationery Office

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0215521315

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9780215521316

Delivering Successful IT-enabled Business Change

By: Great Britain: National Audit Office

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Delivering Successful IT-enabled Business Change

By: Great Britain: National Audit Office

The Government set out its strategy to improve the delivery of public services through increased and better use of information technology (Cm. 6683, ISBN 0101668325) in November 2005, with the aim of ensuring services are designed around the needs of customers or citizens rather than the provider. Drawing on 24 case studies from the public and private sectors in the UK and overseas, this NAO report highlights examples of successful IT-enabled programmes and projects which have achieved tangible benefits for citizens and taxpayers and identifies good practice which can be transferred to new and existing government programmes and projects. It pinpoints three key issues in these success stories relating to: i) the degree of engagement by senior decision-makers; ii) the level of organisational understanding of what is needed to be an 'intelligent client' (in terms of having the necessary skills to negotiate effectively with suppliers and users); and iii) the importance of realising the benefits of change by determining at the outset what the desired benefits are and how the project will be managed to ensure these benefits are optimised.

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The Stationery Office

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ISBN 10

0102942323

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9780102942323

H.M. Treasury annual report and accounts 2006-2007

including the spring deparmental report and the consolidated departmental resource accounts for the year ended 31 March 2007

By: Great Britain: H.M. Treasury

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H.M. Treasury annual report and accounts 2006-2007

including the spring deparmental report and the consolidated departmental resource accounts for the year ended 31 March 2007

By: Great Britain: H.M. Treasury

Dated June 2007. Supplied via TSO's On-Demand Publishing Service

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ISBN 10

0102945357

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9780102945355

Outsiders and insiders

external appointments to the senior Civil Service, seventh report of session 2009-10, report, together with formal minutes, oral and written evidence

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

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Outsiders and insiders

external appointments to the senior Civil Service, seventh report of session 2009-10, report, together with formal minutes, oral and written evidence

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

This report examines the practice of recruiting externally to the senior civil service (SCS). Outside recruitment has been used to fill skills shortages and to bring new perspectives to government, but has also been criticised for potentially diluting core civil service values and for being poor value for money. PASC concludes that the senior civil service has depended too heavily on external recruitment in recent years, and should now take steps to reduce its reliance on outside appointments. PASC also found that external recruits do not appear to perform better than career civil servants - despite being paid more, on average - and many leave civil service employment relatively quickly. Nonetheless, given the existence of skills gaps and the other benefits that external recruits can bring, PASC believes that there will continue to be a place for outside appointments in civil service recruitment. PASC further concludes that the extent of recent external recruitment is symptomatic of a wider concern: the ability of the civil service to identify its current and future skills needs, and to plan effectively to meet those needs. PASC recommends that the emphasis of civil service employment policy should be on developing its own people and skills, rather than seeking to draw these in from outside.

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104

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0215543645

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9780215543646

Prison Service Pay Review Body Fifth Report on England and Wales 2006

By: Great Britain: Prison Service Pay Review Body

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Prison Service Pay Review Body Fifth Report on England and Wales 2006

By: Great Britain: Prison Service Pay Review Body

The report's key recommendation is for an increase in basic pay for all grades of £425 or 1.6 per cent, whichever is the greater. This, combined with some other changes for operational managers, two additional rates of locality pay, and a 1.6 per cent increase in all allowances except specialist, will lead to an increase in the pay bill of £27 million or 2.5 per cent. The Review Body has long considered the current pay system as outmoded and in urgent need of reform, and has identified particular aspects that require attention: the length of pay ranges; performance or competence based pay progression; rationalization of the middle management grading structure; and pay arrangements for governing governors (in charge of establishments) and senior operational managers. So it welcomes some progress towards pay reform, linked to a multi-year deal between the Prison Service Agency and the Prison Officers' Association, but regrets that the negotiations had stalled at the end of 2005. It is vital that the negotiations resume, and that proposals for a new pay and grading structure, underpinned by a robust job evaluation system, are available in time for the 2007 report.

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010167452X

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9780101674522

Managing staff costs in central government

By: Great Britain: National Audit Office

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Managing staff costs in central government

By: Great Britain: National Audit Office

The total costs of central government staff grew by 10 per cent in real terms in the ten years to 2009-10, with current costs totalling £16.4 billion. Over the same period, staff numbers fell by 1 per cent, from 497,000 full time equivalents to 493,000. The growth in staff costs is largely the result of an unplanned increase in the number of staff in higher grades. Between March 2001 and March 2010, the number of administrative grade staff declined. But all higher grades grew in number, with Civil Service management grades 6 and 7 showing a 67 per cent increase (around 14,000 posts). This change in grade mix accounts directly for approximately 50 per cent of the staffing cost increase. Some 35 per cent of the real terms increase in staff costs is due to increases in salaries and performance-related pay. A range of immediate central actions in response to spending pressures has been announced, including freezes on pay and recruitment. But the longer term reductions in staff costs required by the 2010 Spending Review will be the responsibility of departments and agencies, and many do not have a comprehensive understanding of their own staff costs or skills in order to support this cost reduction activity adequately. The scale of staff cost reductions is unlikely to be achieved by natural turnover alone. Despite proposed changes to the Civil Service Compensation Scheme, the up-front costs of voluntary or compulsory redundancy schemes and early retirements will be significant.

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010296954X

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9780102969542

Skills for Government

ninth report of session 2006-07, Vol. 1: Report, annex and appendices, together with formal minutes

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

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Skills for Government

ninth report of session 2006-07, Vol. 1: Report, annex and appendices, together with formal minutes

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

The work of the Civil Service affects every UK citizen, and it performs many of its tasks admirably, despite enormous challenges of delivery in a world of increasing public expectations. The Government has been committed to a programme to increase the skills and professionalism of the Civil Service, including the introduction of the Professional Skills for Government initiative, and restructured the Centre for Management and Policy Studies into the National School of Government. It has also carried out a series of departmental capability reviews to identify areas for skills improvement. The Committee's report examines the implementation of these policies and the progress made to to meet the challenges of managing a modern civil service. Findings include that many of these programmes lack overall coherence, with a clear focus needed on the organisation growing its own talent. Departments should get central aid and encouragement to run internal fast-track schemes, and to equip their staff with suitable vocational or academic qualifications to allow considered workforce planning. The value of external recruitment to improving the Civil Service may be overemphasised, and as a rule, external recruitment should not be taking place at the highest echelons of the service, and should not focus predominantly on the private sector.

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0215035909

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9780215035905

Public appointments

regulation, recruitment and pay, fourteenth report of session 2010-12, report and appendices, together with formal minutes and oral evidence

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

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Public appointments

regulation, recruitment and pay, fourteenth report of session 2010-12, report and appendices, together with formal minutes and oral evidence

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

This report forms the Committee's response to Sir David Normington's consultation on reforming the regulation of public appointments, and looks at further issues relating to the recruitment and pay of public appointees. The Committee welcomes the broad thrust of Sir David Normington's proposed reforms, including the proposal to streamline the existing Code for Public Appointments and to adopt a lighter touch in regulating the public appointments process. It particularly supports his commitment to broadening genuine diversity in public appointments. The Public Appointments Commissioner, however, should be given a new remit to review Departmental appraisal systems, to ensure that underperformance by appointees is consistently addressed and that appointees who are not up to the mark are not reappointed. The Committee also supports the establishment of a government Centre of Excellence for public appointments, which would have the expertise to widen the pool of candidates applying for vacancies. Given their cost to the taxpayer, the Government should reduce the use of recruitment consultants for appointments to public bodies. Substantial savings could be made through utilising and developing the capabilities of existing human resources units in Government Departments and through the establishment of a Centre of Excellence. There is concern that the post of manager of top talent in Whitehall (Director General for Civil Service Capability) has effectively been abolished and its functions dispersed. This post should be re-established.

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0215561783

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9780215561787

An Elected Second Chamber

Further Reform of the House of Lords

By: Great Britain. Ministry of Justice

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An Elected Second Chamber

Further Reform of the House of Lords

By: Great Britain. Ministry of Justice

This white paper sets out the Government's proposals for a reformed second chamber. It stems from the constructive discussions in a Cross-Party Group on House of Lords Reform, which followed the March 2007 Parliamentary votes on the proposals contained in the February 2007 white paper ("The House of Lords: reform", Cm. 7027, ISBN 9780101702720). The Group reached consensus on a number of key issues, and this paper states where agreement was not reached. The white paper sets the context for decisions on House of Lords reforms and goes on to consider issues around, and options for, electoral systems. The effect of different electoral systems is examined against two scenarios: that the House is either 100 per cent or 80 per cent elected. The paper then looks at the powers of the second chamber. It suggests possible arrangements for any appointed elements, but there are no concrete proposals yet. Finally the white paper addresses other issues around the operation of a reformed second chamber and explores transitional arrangements.

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144

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ISBN 10

0101743823

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9780101743822

Prison Service Pay Review Body Fourth Report on England and Wales 2005

By: Great Britain: Prison Service Pay Review Body

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Prison Service Pay Review Body Fourth Report on England and Wales 2005

By: Great Britain: Prison Service Pay Review Body

The Review Body makes recommendations for the pay arrangements of prison governors, other operational managers, prison officers and support grades in England and Wales. This is their 4th report which contains recommendations applicable from 1 April 2005, including that existing rates of locality payment remain in force, to be kept under review; an increase in basic pay of 2.5 per cent for staff generally, with the exception of senior officers who should receive an increase of 3.0 per cent in improve their relative position within the pay structure.

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0101647824

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9780101647823

Building capability in the Senior Civil Service to meet today's challenges

By: Great Britain: National Audit Office

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Building capability in the Senior Civil Service to meet today's challenges

By: Great Britain: National Audit Office

The Government now accepts the urgent need for a leadership group that can think across departmental boundaries and lead change but there is still a long way to go to change the long-standing culture of the Senior Civil Service. The NAO watchdog welcomed the ambition of the Civil Service Reform Plan and emphasised the urgent need to make progress, given that the plan underpinned the Government's chances of achieving further efficiency savings. At present there are significant skills shortages, particularly in the areas of commerce, project management, digital delivery and change leadership. In December 2012, only four out of 15 Permanent Secretaries at major delivery departments had significant operational delivery and commercial experience. The 24 professional networks in the civil service lack influence across departmental 'silos' and may not be the right groupings to meet the needs of the modern service. The Government intends to open up the service, with more internal transfers and free flow of skills to and from the private sector, and build on an approach already in place for the top 200. But the proportion of new recruits from the private sector fell in 2009-10 as departments cut spending, and has yet to recover. Promotion to the Senior Civil Service is becoming so financially unattractive as to put off talented people. The NAO warns that the latest moves to increase pay flexibility and offer incentives for business critical roles may not be enough to recruit, motivate and retain the right people.

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0102983747

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9780102983746

House of Commons - Public Administration Select Committee: Trith to Power: How Civil Service Reforem Can Succeed - HC 74

How Civil Service Reform Can Succeed, Eighth Report of Session 2013-14, Vol. 1: Report, Together with Formal Minutes, Oral Evidence

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

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House of Commons - Public Administration Select Committee: Trith to Power: How Civil Service Reforem Can Succeed - HC 74

How Civil Service Reform Can Succeed, Eighth Report of Session 2013-14, Vol. 1: Report, Together with Formal Minutes, Oral Evidence

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

The Public Administration Select Committee (PASC) has concluded a year-long inquiry into the future of the Civil Service with only one recommendation: that Parliament should establish a Joint Committee of both Houses to sit as a Commission on the future of the Civil Service. It should be constituted within the next few months and report before the end of the Parliament with a comprehensive change programme for Whitehall with a timetable to be implemented over the lifetime of the next Parliament. The Report considers the increased tensions between ministers and officials which have become widely reported, and places the problems in Whitehall in a wider context of a Civil Service built on the Northcote-Trevelyan settlement established in 1853 and the Haldane principles of ministerial accountability set out in 1919. The government's Civil Service Reform Plan lacks strategic coherence and clear leadership from a united team of ministers and officials. The Northcote-Trevelyan Civil Service remains the most effective way of supporting the democratically elected Government and future administrations in the UK. Divided leadership and confused accountabilities in Whitehall have led to problems: a low level of engagement amongst civil servants in some departments and agencies, and a general lack of trust and openness; the Civil Service exhibits the key characteristics of a failing organisation with the leadership are in denial about the scale of the challenge they face. There is a persistent lack of key skills and capabilities across Whitehall and an unacceptably high level of churn of lead officials, which is incompatible with good government.

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364

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0215061756

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9780215061751

The operation of the Parliamentary Standards Act 2009

first report of session 2010-12, Vol. 2: Oral and written evidence

By: Great Britain: Parliament: House of Commons: Committee on Members' Expenses

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The operation of the Parliamentary Standards Act 2009

first report of session 2010-12, Vol. 2: Oral and written evidence

By: Great Britain: Parliament: House of Commons: Committee on Members' Expenses

operation of the Parliamentary Standards Act 2009 : First report of session 2010-12, Vol. 2: Oral and written Evidence

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150

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The Stationery Office

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ISBN 10

0215039971

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9780215039972

The 2005 Pre-budget Report

Second Report of Session 2005-06; Report, Together with Formal Minutes, Oral and Written Evidence

By: Great Britain: Parliament: House of Commons: Treasury Committee

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The 2005 Pre-budget Report

Second Report of Session 2005-06; Report, Together with Formal Minutes, Oral and Written Evidence

By: Great Britain: Parliament: House of Commons: Treasury Committee

The Committee's report examines the Government's Pre-Budget Report 2005 (Cm. 6701, ISBN 0101670125) published in December 2005. Issues discussed include: the state of the economy (including the UK Presidency of the G8, UK economic growth estimates for 2006 and beyond, and consumer spending) and public finance matters; as well as issues relating to taxation and pensions. Recommendations made include that the Treasury should give at least four weeks notice of the date of the Pre-Budget Report in order to enable sufficient parliamentary scrutiny, and if this target is not met, the Treasury should give an account of the reasons why.

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172

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The Stationery Office

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ISBN 10

0215027078

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9780215027078

House of Lords reform draft bill

By: Great Britain: Deputy Prime Minister's Office

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House of Lords reform draft bill

By: Great Britain: Deputy Prime Minister's Office

This is a draft Bill and white paper on proposals to change the House of Lords into a more democratically elected second chamber. A cross-party Committee met seven times from June to December 2010 and considered all reform issues related to the House of Lords. Agreement was reached on a large number of issues but differences in opinion remain on the size of the elected element and the type of electoral system. The Government now wants to take the discussion forward to a debate on the detail. Proposals include an 80 percent elected House of Lords but a wholly elected House of Lords has not been ruled out. The Draft Bill sets out elections using the Single Transferable Vote system but it is recognised that a case can be made for other proportional systems too. Other proposals, name, size, functions, powers and term length are some of several issues discussed.

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180

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The Stationery Office

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0101807724

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9780101807722

Central government's use of consultants

By: Great Britain: National Audit Office

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Central government's use of consultants

By: Great Britain: National Audit Office

This NAO report sets out two definitions of consultancy: (i) where individuals and companies are engaged to work on specific projects that are outside the client's business as usual; (ii) where responsibility for the final outcome of the project largely rests with the client. Central government spent £1.8 billion on consulting in 2005-06. This report sets out a number of recommendations on the use of consultancy, including: that public bodies need to be much better at identifying where core skill gaps exist; that consultants should only be employed after an assessment of in-house skills; all public bodies should adhere to OGC (Office of Government Commerce) guidance on consultancy contracts; public bodies should explore the market for the range of approaches and contracting methods available and make more use of different payment mechanisms; public bodies also need to be smarter when it comes to understanding how consulting firms operate and provide sufficient incentive to staff to make any consultancy project a success.

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ISBN 10

0102944067

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9780102944068

Anti-Social Behaviour, Crime and Policing Act 2014 - Chapter 12

By: Great Britain

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Anti-Social Behaviour, Crime and Policing Act 2014 - Chapter 12

By: Great Britain

Royal assent, 13 March 2014. An Act to make provision about anti-social behaviour, crime and disorder, including provision about recovery of possession of dwelling-houses; to make provision amending the Dangerous Dogs Act 1991, the Police Act 1997, Schedules 7 and 8 to the Terrorism Act 2000, the Extradition Act 2003 and Part 3 of the Police Reform and Social Responsibility Act 2011; to make provision about firearms, about sexual harm and violence and about forced marriage; to make provision about the police, the Independent Police Complaints Commission and the Serious Fraud Office; to make provision about invalid travel documents; to make provision about criminal justice and court fees. Explanatory notes to assist in the understanding of the Act are available separately (ISBN 9780105612148)

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246

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0105412147

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9780105412144

Home Office: Financial Management Code of Practice for the Police Forces of England and Wales

By: Great Britain: Home Office

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Home Office: Financial Management Code of Practice for the Police Forces of England and Wales

By: Great Britain: Home Office

This Financial Management Code of Practice (FMCP) provides clarity around the financial governance arrangements within the police service in England and Wales, and reflects the fact that the police service has a key statutory duty to secure value for money in the use of public funds. It provides high level guidance to help ensure effective and constructive relationships in all financial matters. The FMCP sets the tone while promoting flexibility and avoiding overt prescription so that the detail of arrangements can be worked out locally. The Code applies to the discharge of functions by all Police and Crime Commissioners in England and Wales and to every Chief Constable of a police force maintained by a PCC (including, unless specifically stated, the Commissioner of the Metropolitan Police, but excluding the Commissioner of the City of London Police). Sections cover: background; context; roles and responsibilities; schemes of consent; financial regulations and standing orders on contracts; accounting; strategic and financial planning; financial management; treasury management; corporate governance; value for money; transparency, collaboration and partnerships. Effective from 1 November 2013 when it replaces the previous edition (2012, ISBN 9780108511332).

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The Stationery Office

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ISBN 10

0108560031

ISBN 13

9780108560033

Smaller government

shrinking the quango state, fifth report of session 2010-11, Vol. 1: Report and appendices, together with formal minutes, oral and written evidence

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

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Smaller government

shrinking the quango state, fifth report of session 2010-11, Vol. 1: Report and appendices, together with formal minutes, oral and written evidence

By: Great Britain: Parliament: House of Commons: Public Administration Select Committee

The Government review of public bodies focused on whether a body's functions were necessary, and if it thought they were, whether it had to be delivered at arm's length from Government. The review was poorly managed: no meaningful consultation; the tests used were not clearly defined; and no proper procedure for departments to follow. The Bill giving the power to bring about these changes was equally badly drafted. Now the Government faces the much larger challenge of successfully implementing these reforms. The Cabinet Office should issue clear guidance on how to manage this transition. The Committee has developed, with the National Audit Office, its own guidance which departments could use. The Government wanted to increase accountability by bringing functions previously discharged by public bodies back in to central departments, thus making ministers directly responsible for the decisions taken. But stakeholders and civil society play an important role providing challenge and criticism to public bodies on a day to day basis and it is easiest for them to perform this role when they have a clearly identified body to engage with, not a homogenous central department. There is a way to meet both demands: set these bodies up as executive agencies. There is a need for a simplified system for public bodies so that it is clear to everyone who is responsible for what, and how much input it is right for the Government to have. The review represents a missed opportunity to reassess what functions public bodies are needed to perform.

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134

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The Stationery Office

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0215555821

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9780215555823

Land Registry Annual Report and Accounts 2006/7

Report to the Secretary of State for Justice and Lord Chancellor by the Chief Land Registrar and Chief Executive on the Work of Land Registry for the Year 2006/7

By: Great Britain. Land Registry

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Land Registry Annual Report and Accounts 2006/7

Report to the Secretary of State for Justice and Lord Chancellor by the Chief Land Registrar and Chief Executive on the Work of Land Registry for the Year 2006/7

By: Great Britain. Land Registry

H.M. Land Registry was established in 1862 as a government department in its own right; it became an executive agency in 1990 and a trading fund in April 1993. Its main aims include to maintain and develop a stable and effective land registration system throughout England and Wales, and to guarantee title to registered estates and interests in land. This annual report and accounts reviews the Registry's activities, objectives and performance during the year ending March 2007.

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