000			01602naa a2200193uu 4500
001			11636
003			OSt
005			20240429150359.0
008			030306s2006 xx ||||gr |0|| 0 eng d
100	1		_95940 _aLeach, Steve
245	1	0	_aManaging the budgetary process in a hung council
260			_bR.W.A.Rhodes, _c2000
520	3		_aThis 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
700	1		_aCHARTERIS, Sue _920383
773	0	8	_tPublic Administration: an international quarterly _g78, 4, p. 793-814 _dR.W.A.Rhodes, 2000 _w
942			_cS
998			_a20030306 _bCassio _cCassio
998			_a20060328 _b1530^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11759 _d11759
041			_aeng