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The Committee of Public Accounts scrutinises the reasons behind individual Departments exceeding their allocated resources, and reports to the House of Commons on whether it has any objection to the amounts needed to rectify the reported excesses. The Committee may also make recommendations to Departments concerning the causes of these excesses. In 2010-11, two bodies breached their expenditure limits: The Department for Transport breached its Net Cash Requirement by £335.2 million, primarily because of weaknesses in monitoring its budget for the operation of its rail franchises; The Teachers' Pension Scheme (England & Wales) breached its Net Cash Requirement by £11.9 million because the Department for Education underestimated the number of members that would retire in 2010-11 and overestimated the contributions that would be collected from employers. On the basis of an examination of the reasons why these two bodies exceeded their voted provisions, the Committee has no objection to Parliament providing the necessary amounts by means of an Excess Vote. Nevertheless, it expects both bodies to set out what actions they have taken to improve their financial management and avoid exceeding their allocated resources in the future.
The Committee of Public Accounts scrutinises the reasons behind individual departments exceeding their allocated resources, and reports to the House of Commons on whether it has any objection to the amounts needed to rectify the reported excesses. In 2012-13 two bodies breached their expenditure limits: the Department for Communities and Local Government and the Food Standards Agency. The Ministry of Defence also required a token increase because of a Defence Votes A excess. On the basis of the examination of the reasons why these bodies exceeded their voted, the Committee has no objection to Parliament providing the necessary amounts by means of an Excess Vote. Nevertheless, it expects the Department for Communities and Local Government to set out what actions it has taken to improve their financial management and avoid exceeding their allocated resources in the future. And, as recommended last year, HM Treasury, as the UK's Ministry of Finance, should ensure departments are fully aware of the need to operate within their voted provisions. HM Treasury should continue to regularly monitor the progress departments are making against their Estimates during the year and, where possible, take appropriate action to prevent departments exceeding their provision.
The Model Rules of Professional Conduct provides an up-to-date resource for information on legal ethics. Federal, state and local courts in all jurisdictions look to the Rules for guidance in solving lawyer malpractice cases, disciplinary actions, disqualification issues, sanctions questions and much more. In this volume, black-letter Rules of Professional Conduct are followed by numbered Comments that explain each Rule's purpose and provide suggestions for its practical application. The Rules will help you identify proper conduct in a variety of given situations, review those instances where discretionary action is possible, and define the nature of the relationship between you and your clients, colleagues and the courts.
The National Offender Management Service directly manages 117 public prisons, manages the contracts of 14 private prisons, and is responsible for a prisoner population of around 86,000. It commissions and funds services from 35 probation trusts, which oversee approximately 165,000 offenders serving community sentences. For 2012-13, the Agency's budget is £3,401 million. The Agency achieved its savings targets of £230 million in 2011-12 and maintained its overall performance, despite an increase in the prison population. However, the Agency's savings targets of £246 million in 2012-13, £262 million in 2013-14 and £145 million in 2014-15 are challenging. The Agency believes it has scope to make the prison estate more efficient by closing older, more expensive prisons and investing in new ones. These plans, however, assume the prison population will stay at its current level. Furthermore, the Agency has not yet secured the up-front funding for the voluntary redundancies needed to bring down prison staffing costs. Unless overcrowding is addressed and staff continue to carry out offender management work it is increasingly likely that rehabilitation work needed to reduce the risk of prisoners reoffending will not be provided. The Agency has not done enough to address the risks to safety, decency and standards in prisons and in community services arising from staffing cuts implemented to meet financial targets. The Agency plans to increase the role of private firms and the third sector in probation but the probation trusts don't appear to have the infrastructure and skills they need to commission probation services from these providers effectively

Second Report 2013

Great Britain: Parliament: House of Commons: Speaker's Committee on the Electoral Commission

Published: 2013-03-25

Total Pages: 54


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On cover & title page: Political Parties, Elections and Referendums Act 2000
The reports published as HC 1627 (ISBN 9780215040183), HC 1617 (ISBN 9780215040480), HC 1659 (ISBN 9780215041487), HC 1695 (9780215041524), HC 1796 (ISBN 9780215041586), HC 1696 (ISBN 9780215041593)
On cover and title page: House, committees of the whole House, general committees and select committees
The Ministry of Defence has now reported on the affordability of its ten-year forward plan to purchase and support military equipment (the Equipment Plan) totalling some £159 billion, as well as its progress on delivering its largest projects in 2012. The Department has made a good start but there are concerns about over-optimistic assumptions, the completeness and robustness of support cost estimates, and risks to capability. The affordability of the Plan is based on an agreement between the Department and HM Treasury that it will receive a one per cent annual increase in its equipment budget over the period from 2015-16 to 2020-21. If this is now not achieved in the current fiscal circumstances then the current plan may well be unaffordable. The addition of a contingency provision of £4.8 billion is a positive step, however this may not be sufficient to absorb cost growth. In addition, the Department lacks a robust understanding of the support costs, and the associated risks, including the size of the budget that may be required to recover equipment from Afghanistan. The Department also faces a particular challenge in delivering projects to agreed timescales. Ultimately, the Department bears the risk of these delays in terms of military capability and we need greater transparency on these risks and how they are mitigated. This includes the Department being clear on the impact on capability if the £8 billion that is currently unallocated in the budget cannot be used for purchasing new equipment because it is needed to absorb cost growth
The NHS has achieved its financial savings target, but this has in large part come from freezing wages and there is concern that other savings are being achieved by rationing patients' access to certain treatments. These include cataract surgery and hip and knee replacements. These procedures are described as being 'of low clinical value' but they can make a real difference to a patient's quality of life. Furthermore, the finances of some trusts are fragile, and there is a risk they may resort to simple cost-cutting rather than finding genuine efficiency savings. The NHS must fundamentally change the way that healthcare is provided to secure the level of savings needed in the future, for example by moving services out of hospitals and into the community. The Committee is not satisfied that the Department and the NHS Commissioning Board is doing enough to help the NHS transform services. Local people are understandably resistant when proposals are made to close their local hospital or reduce the range of services it provides. It is down to the Department to make a clear case for change from the patient's point of view, demonstrating the benefits in terms of the quality and safety of care as well as cost savings. Although the Department reported that the NHS made savings in 2011-12 of £5.8 billion, virtually all of that year's forecast of £5.9 billion, that data is not fully reliable. Only 60% of the savings it claimed to have made during 2011-12 could be substantiated using national data