Download Balancing Control and Flexibility in Public Budgeting: A New by Michael Di Francesco, John Alford PDF

By Michael Di Francesco, John Alford

This paintings explores how reshaping finances ideas and the way they're utilized provides a well-liked technique of public area budgeting, instead of easily imposing fewer principles. via better ways to source flexibility, govt entities can make sure that public funds is used competently whereas attaining the specified effects. The authors determine public budgeting practices that inhibit responses to complicated difficulties and think about how rule amendment can result in accelerated price range flexibility. via a nuanced realizing of the criteria underlying traditional funds keep an eye on, the authors use finances reforms in Australia to teach the boundaries of rule amendment and suggest "rule variability" as a greater technique of recalibrating crucial keep watch over and situational flexibility. right here, coverage makers and public administration teachers will discover a resource that surveys rising methods of reconciling regulate and suppleness within the public sector.iv>

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1993. Matching responsibilities with tactics: Administrative controls and modern government. Public Administration Review 53(4): 303–318. Williams, P. 2002. The competent boundary spanner. Public Administration 80(1): 103–124. CHAPTER 4 Budget Rules and Budget Flexibility Abstract This chapter develops a simplified framework for conceptualizing budget control. It surveys the centrality of budgeting to organizational control, and focuses on the traditional model of public budgeting to better understand why its practices remain prevalent in government.

2010; cf. Merchant 1985). The different threads of this literature also point to key modes of solution, some of which are quite conservative and correspond with the modernization agenda pursued in government—like relocating budget decision-making authority to operating managers—and others which are decidedly more drastic—such as replacing preset budget targets with continuously updated performance criteria (the notion of ‘relative performance contracts’). All of this counsels that even though in the private sector budget targets remain an ‘organizational imperative’ for cost control and financial performance, it is also readily conceded that they blunt the incentives for and scope of managerial agility (Otley 1999).

1 below—but the most common structures are aligned budgets (where organizations agree to assign part of their budget in support of a shared purpose while retaining full responsibility for their own contributions) and pooled budgets (where organizations each agree to contribute to a single fund to achieve a shared purpose, and the fund is either managed by a third party or governed by a formal funding agreement) (Raine and Watt 2013: 880–886). Ultimately, as we will see, budget rules usually mandate that one entity is the ‘budget holder’ for a particular allocation, which means there needs to be either a high level of trust between the partners, or, as in the case of pooled budgets, a mechanism to safeguard the over-riding purpose, especially when circumstances change (which is highly likely in the public sector) (Mitchell and Thurmaier 2011: 5–8).

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