By Michael Di Francesco, John Alford
This paintings explores how reshaping finances principles and the way they're utilized provides a well-liked technique of public quarter budgeting, instead of easily enforcing fewer ideas. via greater techniques to source flexibility, govt entities can make sure that public cash is used adequately whereas attaining the specified effects. The authors establish public budgeting practices that inhibit responses to complicated difficulties and view how rule amendment can result in accelerated finances flexibility. via a nuanced figuring out of the criteria underlying traditional funds regulate, the authors use price range reforms in Australia to teach the boundaries of rule amendment and suggest "rule variability" as a greater technique of recalibrating valuable keep an eye on and situational flexibility. right here, coverage makers and public administration teachers will discover a resource that surveys rising methods of reconciling keep watch over and suppleness within the public sector.iv>
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Australian Journal of Public Administration 47(1): 4–18. Covey, S. 2006. The speed of trust: The one thing that changes everything. New York: The Free Press. , and J. March. 1963. A behavioral theory of the firm. Englewood Cliffs, NJ: Prentice-Hall. DeHoog, R. 1990. Competition, negotiation or cooperation: Three models for service contracting. Administration & Society 22(3): 317–340. R. 1958. Environment as an influence on managerial autonomy. Administrative Science Quarterly 2(4): 409–443. Zeckhauser.
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. It illustrates how salient features of budgeting can inhibit the conditions for collaboration across government, and between government and nongovernment actors. To anchor this discussion, the chapter sets out a working definition of budget flexibility, which is explained in multidimensional terms corresponding to the level of decision-making authority and the scope for rule variability across the phases of the budget cycle.
Not only did officials working within departments tend to accept the need for annuality, they were generally highly supportive of it, with departmental financial controllers in particular acknowledging that annuality helped to manage ‘risks’ relating to overspending and underspending. Those risks were more often than not political: departmental officials felt pressure to avoid carryovers rather than have their minister ‘explain a surplus’. In other words, the ‘time’ rule remained timeless: annuality still dominates front-line managers’ thinking and actions … good intention has run up against cultural, institutional and political barriers that appear to accept (and, in some cases, value) the structures of tight annual controls.