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 funds principles and the way they're utilized offers a well-liked technique of public quarter budgeting, instead of easily enforcing fewer principles. via superior ways to source flexibility, executive entities can make sure that public cash is used effectively whereas reaching the specified effects. The authors establish public budgeting practices that inhibit responses to advanced difficulties and view how rule amendment may end up in accelerated price range flexibility. via a nuanced knowing of the criteria underlying traditional price range keep watch over, the authors use price range reforms in Australia to teach the bounds of rule amendment and suggest "rule variability" as a greater technique of recalibrating valuable regulate and situational flexibility. right here, coverage makers and public administration teachers will discover a resource that surveys rising methods of reconciling keep an eye on and adaptability within the public sector.iv>
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Extra resources for Balancing Control and Flexibility in Public Budgeting: A New Role for Rule Variability
Organizations. New York: Wiley. Skelcher. 2002. Working across boundaries: Collaboration in public services. Basingstoke: Palgrave Macmillan. Huxham. 2012. The tangled web: Unravelling the principle of common goals in collaborations. Journal of Public Administration Research and Theory 22(4): 731–760. Weber, M. 1946. From Max Weber: Essays in sociology. Trans. and ed. Wright Mills. New York: Oxford University Press. CHAPTER 3 Flexibility, Inflexibility, and Budgeting Abstract This chapter focuses on the ways public budgeting practices can hinder organizational responses to nonroutine problems.
On this interpretation, the ‘certainty’ delivered by budget program structures is little more than a veneer for legitimizing competing interests within an organization. 5 41 BUDGET RULE VARIABILITY: WHAT HIGH FLEXIBILITY MIGHT LOOK LIKE The ‘time’ and ‘purpose’ rules underscore how traditional public financial accountability works through distinct control properties. They are certainly only representative of the ‘general rules’ we have proposed, but their investigation helps to explain how such rules have over time been designed—or perhaps accepted as ‘tried and tested’—to limit different aspects of budgetary discretion and to operate in combination so as to be mutually reinforcing.
The second dimension—which we label budget rule variability—is the range of alternative options for each type of budget rule. We will examine the nature and consequences of budget control rules in significantly more detail (see Chap. 2 we set out a range of practices purely to illustrate each budgeting stage. The wider the array of possibilities available to a decision-maker for any given rule, the more flexible that rule is. 2, if managers in all departments are permitted to reallocate funds only within organizational units or within programs, that would be less flexible than were they able to allocate between units or programs.