Managing the budgetary process in a hung council
By: Leach, Steve
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Contributor(s): CHARTERIS, Sue.
Material type: 
ArticlePublisher: R.W.A.Rhodes, 2000Public Administration: an international quarterly 78, 4, p. 793-814Abstract: This paper examines the impact of a change in 1994 from majority control to no overall control on the operation of a strategic medium budget and policy planning process in Kirklees MBC. Six hypotheses are set out regarding the changes that might thave been anticipated in the budget process, in the light of recent trends in the approach to budgeting in British local government , and the particular political context and recent political history of the authority. Use is made of a diary kept by a participant observer (who is also one of the authors) to document and analyse key events in the budget process. The six hypothese are examined against the evidence, and with some exceptions are confirmed. It is concluded that Kirkless`s well structured budget process did survive the transition to no overall control, but not without considerable difficulty. Careful management from the Executive Board, especially in brokering discussion, was a critical factor and highly advantageous to the success of the process
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This paper examines the impact of a change in 1994 from majority control to no overall control on the operation of a strategic medium budget and policy planning process in Kirklees MBC. Six hypotheses are set out regarding the changes that might thave been anticipated in the budget process, in the light of recent trends in the approach to budgeting in British local government , and the particular political context and recent political history of the authority. Use is made of a diary kept by a participant observer (who is also one of the authors) to document and analyse key events in the budget process. The six hypothese are examined against the evidence, and with some exceptions are confirmed. It is concluded that Kirkless`s well structured budget process did survive the transition to no overall control, but not without considerable difficulty. Careful management from the Executive Board, especially in brokering discussion, was a critical factor and highly advantageous to the success of the process
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