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Public Service Agreements (PSAs) were introduced in 1998 in order to establish clear objectives for key service improvements across government departments. This White Paper sets out the PSAs for all main departments for the period 2005 to 2008, including departmental key aims and objectives; outcome-focused performance targets; 'floor' targets highlighting particular areas of deprivation; and standards to ensure performance standards are continually monitored, even where previous PSA targets have been met or are about to be met. The PSAs reflect the Government's priorities and set out the planned public service improvements in return for the investment proposed in the 2004 Spending Review White Paper (Cm 6237, ISBN 0101623720).
This report is in five main sections: overall spending issues; efficiency and value for money; the new performance management framework; child poverty; and individual spending settlements. The planned rate of growth of public spending is set to be considerably slower than the rate of growth of recent years. This could lead to cost pressures on departmental spending as there will be a greater proportional growth in the Annual Managed Expenditure. There will also be cost pressures from public sector wage settlements, population growth and needs in particular sectors. The efficiency programmes are highly ambitious but the Committee recommends that savings should only be recorded if it could be shown that service standards have been maintained. There is a welcome for the decision not to impose explicit targets for reduction in Civil Service numbers. On child poverty the Committee note a possible tension between the target to halve child poverty by 2010-11 and that of eliminating child poverty by 2020. There is a concern that the Government has drawn back from a whole-hearted commitment to meet the 2010 target. They want the Government to either initiate a debate on the trade-off between the two targets or rededicate itself to the 2010-11 target, making it clear that the resources are available within the Comprehensive Spending Review.
White paper dated July 2004.
Government departments have been set targets for implementing efficiency gains of £21.5 billion a year by 2007-08, as part of the Treasury's Efficiency Programme following on from the recommendations of the Gershon Review of public sector efficiency (available at http://www.hm-treasury.gov.uk./spending_review/spend_sr04/associated_documents/spending_sr04_efficiency.cfm) published in July 2004. This NAO report examines the progress made towards improving efficiency and highlights examples of good practice from which departments and the wider public sector can learn. A companion volume of case studies is available separately (HCP 802-II, session 2005-06, ISBN 0102937095). The report finds that good progress is being made towards achieving the £21.5 billion target and departments are managing their efficiency programmes well. However, some caution is needed in assessing the gains reported so far (due to the time lags in reporting of data and limitations in measurement methodologies) and therefore these should be considered provisional and subject to further verification. Six key areas are highlighted for future improvements in public sector efficiency, including in relation to strategic leadership, staff expertise and greater collaboration to share good practice across the public sector.
The Budget presents an updated assessment of the economy and public finances and reports on Government policies. It: shows that the economy is growing strongly and the Government is meeting its fiscal rules; announces a long-term investment programme for schools and sets out further measures to help young people develop skills; sets out reform to reduce the regulatory burden on business; announces free local travel for people over 60 and provide £200 towards the council tax bill for those over 65; makes a commitment to increase Child Tax Credit in line with earnings; doubles the threshold for stamp duty; increases the special reserve for military operations; announces a better targeted Local Enterprise Growth Initiative; introduces measures to modernise the tax system; defers any increase in fuel duty until September 2005.
This compendium brings together recent outturn data, estimated outturns for the latest year and spending plans over the whole range of UK public expenditure. It includes data for expenditure for central government, local government and public corporations, as well as an analysis of public expenditure by country and region. Analyses generally cover the nine years 1999-2000 to 2007-08, with some series presented over a longer time period. It is published annually, normally alongside the main supply estimates and supplementary budget information.
In recent years, concerns over the effectiveness of public administration have encouraged the widespread measurement and management of ‘performance’. But is performance management an appropriate model for public sector organizations, and has it proved successful? Moreover, how do the principles of performance management affect how public bodies operate, and the way they relate to the wider community? In this important text, the viability of performance management in public sector organizations is systematically assessed across a number of international case studies. The book provides a framework through which models of performance management can be understood in terms of both their impact within a public sector organization, and the effects that have been seen in countries with contrasting administrational contexts. Managing Performance – International Comparisons critically examines the effects of performance management models in the public sector, and assesses their future evolution. It is an important book for all students and researchers with an interest in management, public administration and public policy.
The Way the Money Goes traces out what happened to the UK's fiscal constitution - the framework for planning and controlling public spending - under three different governments (Conservative, Labour, Conservative/Liberal Democrat) from the early 1990s to the mid-2010s. The book tells the story of what happened under each government and combines narrative with vignettes that range from the funding of a new Treasury building to efforts to 'crowdsource' ideas for spending cuts. It also includes chapters devoted to different domains of spending control, namely capital spending, spending by subnational governments, running cost expenditure, fiscal forecasting, and the development of new accounting metrics. This book is based on over 120 in-depth interviews of civil servants and ministers who were involved in public spending over the period, as well as documents from the same timeframe. It explores how and why, despite much talk of change and reform in everything from parliamentary procedure to bureaucratic processes, many of the underlying features of the UK's fiscal constitution persisted, including arrangements for formula-funding of the different countries within the union designed as a temporary stopgap in the transition to devolution. To put UK developments into perspective, the book includes a discussion of how the UK system was rated in reports from international bodies over the period, which suggests that in such exercises the more 'political' parts of the fiscal constitution were rated differently from the more 'technocratic' parts. Given several volcanic-type political eruptions in the UK over recent years, the book concludes by exploring some different possible scenarios for the future of its fiscal constitution in the light of those and other possible eruptions to come.
HM Revenue & Customs faces a significant challenge in securing a £1.6 billion reduction in running costs over the next four years, at the same time as increasing tax revenues, improving customer service and achieving reductions in welfare payments. HMRC has reported savings of some £1.4 billion since 2005. To achieve its cost reductions it plans to implement 24 change projects and other measures including savings in the provision of IT services, improvements in productivity, reduced sickness absence and headcount reductions. The size and shape of HMRC will change substantially as it reduces staff numbers by 10,000 and significantly reduces the number of offices it operates. HMRC has established a clear vision and specified operational priorities and revenue targets. It has not yet sufficiently defined the business performance and customer service it intends to achieve by 2015. It has good information on the different costs it incurs but only limited information on the cost of its end-to-end processes and on the cost of servicing different customers groups. It also has a limited understanding of the link between the cost and value of its activities. This has restricted its ability to assess fully the impact of cost reductions on business performance. HMRC has made no allowance in its cost reduction plans for under-delivery or slippage, and currently has no reserve of proposals on which to draw. HMRC has begun to implement its cost reduction plans but has not yet assessed all the dependencies between projects and the critical path for delivery.
Helps policy makers and stakeholders think about the future of health in the United Kingdom by summarising the context within which, health policy is developed. This title identifies key issues, pointing out the factors that feed into decision-making. It also considers trends in the societal environment including ethical and legal contexts.