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The changes in the 2007-08 winter supplementary estimate compared to the main estimate 2007-08 are due to machinery of government (MOG) transfers, budget cover transfers, end-year flexibility, transfers from RDEL to CDEL and drawdowns on the reserve occurring in the current financial year.
A transfer from RDEL to CDEL for SCOPE programme funding and the property refurbishment in Emergency Planning College reduces RDEL by £4,150,000, of which: administration expenditure by £450,000 and programme expenditure by £3,700,000. The net cash requirement is not affected.
A transfer from non-voted programme expenditure in RDEL to non-voted CDEL CapacityBuilders (UK) Ltd, an executive non-departmental public body, reduces RDEL by £50,000. The net resource requirement and net cash requirement are unaffected.
The Lord President of the Council Office and the Leader of the House of Lords and the Leader and the Deputy Leader of the House of Commons, and the Offices of the Government Whips in the House of Commons and House of Lords, transfer from the Privy Council Office increases RDEL by £4,553,000, including non-cash by £47,000 and net cash requirement in the estimate by £4,546,000.
A transfer from the disbanded Deputy Prime Ministers Office (DPMO) covering funds transferred from the Cabinet Office in the main estimate increases RDEL and net cash requirement in the estimate by £1,233,000.
Drawdown resource EYF (DEL cover only) cover for CapacityBuilders (UK) Ltd, £3,289,000; this represents funds held by CapacityBuilders (UK) Ltd at 31 March 2007 and remaining unspent. This does not affect the net cash requirement or net resource requirement.
The Lord President of the Council Office and the Leader of the House of Lords and the Leader and the Deputy Leader of the House of Commons, and the Offices of the Government Whips in the House of Commons and House of Lords, transfer from the Privy Council Office (PCO) increases CDEL and net cash requirement by £40,000.
A transfer from RDEL to CDEL for SCOPE programme funding of £3,700,000 and the property refurbishment in Emergency Planning College of £450,000 increases CDEL by £4,150,000. Net cash requirement is not affected.
A transfer from non-voted programme expenditure in RDEL to non-voted CDEL for CapacityBuilders (UK) Ltd, an executive non-departmental public
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Drawdown capital DEL EYF to fund the SCOPE programme and other property projects across the Whitehall estate increases CDEL and net cash requirement by £25,822,000, of which £22,143,000 to cover costs of the SCOPE programme and £3,679,000 for various property projects across the Whitehall estate.
Subject to parliamentary approval of any necessary supplementary the Charity Commission total DEL will be increased by £1,001,000 from £30,992,000 to £31,993,000. Within the total DEL change, the impact on resources and capital is as set out in the following table:
|Voted||Non- voted||Voted||Non- voted||Total|
The Parliamentary Under-Secretary of State, Department for Work and Pensions (Lord McKenzie of Luton): My right honourable friend the Secretary of State for Work and Pensions (Peter Hain) has made the following Statement.
I am pleased to announce the appointment of Janet Paraskeva as the chair designate of the Child Maintenance and Enforcement Commission. Her appointment will take effect as from 19 November 2007. Janet Paraskeva brings extensive experience to this role from her time as chief executive of the Law Society, director of the National Lottery Charities Board and chief executive of the National Youth Agency. She is also currently the First Civil Service Commissioner.
Subject to the passage of the Child Maintenance and Other Payments Bill, the Child Maintenance and Enforcement Commission will have responsibility for the future child maintenance system. The commissions key objective will be to get more money to more families, helping to lift more children out of poverty.
The Attorney-General (Baroness Scotland of Asthal): The Government have today laid before Parliament the document Working Together to Cut Crime and Deliver Justice: A Strategic Plan for Criminal Justice 2008-11 (Cm 7247). This plan sets out how we will deliver the new justice for all public service agreement targets for the criminal justice system to improve efficiency and effectiveness in bringing offences to justice, especially serious offences; increase public confidence and victim and
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The strategic plan sets out a new approach to the way in which the criminal justice agenciespolice, prosecution, courts, probation, prison and youth justice serviceswill work together to improve efficiency and effectiveness in bringing offences to justice by giving local criminal justice boards greater flexibility to tailor their work to local priorities. The plan also sets out how the criminal justice system will support the Governments wider drive to make communities safer through reducing crime and reoffending, as detailed in the crime strategy, Cutting Crime: A New Partnership 2008-11, published on 19 July.
By working together more closely, staff in the criminal justice system have already successfully brought more offences to justice, improved services to victims and witnesses and built strong partnerships at national and local level to drive up performance, supported by modern technology.
While we have made great strides in tackling volume crime, there is more to do to tackle some of the most serious crimes, such as sexual and violent crime, and to support the victims of these crimes. At the other end of the scale, we need to intervene earlier and more effectively with young people at risk, both victims and offenders. We need to continue our drive to tackle some of the most intractable problemsmental health, substance misuse and social exclusionwhich underlie many crimes.
We recognise that it is crucial to engage the public more closely in the work of the criminal justice system. We need to bring the criminal justice system closer to the people whom it serves so that we inform them, consult them and tell them how we are responding to their views. Local criminal justice boards, working with local communities and crime and disorder reduction partnerships, will have a key role in achieving this. More needs to be done to ensure that the criminal justice system provides a service that is fair and effective for all sections of the community.
We will go further in improving the efficiency of every part of the system, making better use of the technology that is now in place, and give local areas the freedom to innovate and drive locally tailored programmes of change.
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