Preface and Acknowledgments |
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xi | |
Part I. General Concepts Of Local Public Budgeting |
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Teaching Case: A Case of Drastically Falling Nonprofit Revenues |
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3 | (8) |
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1 Local Public Budgeting and the Challenges of Decentralized Governance |
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11 | (42) |
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11 | (3) |
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The Unique Role of Local Governments in Building Democratic Legitimacy |
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14 | (17) |
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The Perfect Financial Storm: A Transformational Opportunity |
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31 | (7) |
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The Unique Politics of Local Public Budgeting |
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38 | (3) |
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Polity Budgeting: Building Local Communities |
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41 | (9) |
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50 | (1) |
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51 | (2) |
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2 Local Public Budgeting and Democratic Theory |
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53 | (32) |
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Understanding Public Budgeting in the Context of Democratic Theory |
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53 | (2) |
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Conflicting Theories of Local Democratic Governance in the United States |
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55 | (13) |
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The Political Economy of Public Budgeting: Extending the Federalist/Anti-Federalist Debate |
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68 | (8) |
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A Theory of Governance to Ground Local Public Budgeting |
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76 | (5) |
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81 | (2) |
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83 | (2) |
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3 The Multiple Purposes of Public Budgeting |
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85 | (12) |
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The History of Public Budgeting as a Guide to Budget Purposes |
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86 | (2) |
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Public Budgeting as a Governing Tool to Test Political Responsiveness |
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88 | (1) |
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Public Budgeting as Financial Accountability |
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89 | (1) |
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Public Budgeting as Managerial Accountability |
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90 | (1) |
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Public Budgeting as a Communications Tool |
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91 | (1) |
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Public Budgeting as an Opportunity to Plan, Set, and Coordinate Policy Priorities |
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92 | (1) |
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Public Budgeting as an Influence on the Economy |
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93 | (1) |
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The Consequences of Multiple Purposes of Public Budgets |
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94 | (1) |
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The Special Challenges of Nonprofit Organizations |
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95 | (1) |
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96 | (1) |
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96 | (1) |
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4 Budget Actors: Conflicting Perspectives |
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97 | (24) |
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Role Responsibilities of the Budget Actors |
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98 | (17) |
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Budget Actor Role Conflicts: Implications for Democratic Governance |
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115 | (2) |
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117 | (2) |
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119 | (2) |
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5 The Budget Cycle: Characteristics and Consequences |
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121 | (32) |
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How Well Does the Budget Process Organize Activities of Participants? |
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123 | (5) |
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How Does the Budget Process Align with the Scale and Needs of the Jurisdiction? |
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128 | (14) |
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How Well Does the Budget Process Respond to the Needs and Goals of Process Participants? |
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142 | (5) |
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How Well Does the Budget Process Meet the Test of Technical Integrity? |
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147 | (1) |
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How Well Does the Budget Process Respond to Changing Conditions? |
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147 | (1) |
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How Well Does the Budget Process Coordinate with Polity Partners? |
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148 | (1) |
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Summary of Budget Process Characteristics and Implications |
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149 | (1) |
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150 | (1) |
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150 | (3) |
Part II. Revenues And Budgeting |
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Teaching Case: Commissioners Request Recommendations on a Public Safety Services Levy |
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153 | (8) |
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6 Obtaining Governmental Revenues |
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161 | (34) |
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Sources of Local Government Revenues |
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162 | (21) |
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Revenue Blends to Support Local Governments |
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183 | (10) |
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Conclusion: Leadership Challenge to Raise and Stabilize Revenues |
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193 | (1) |
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193 | (1) |
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194 | (1) |
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7 Forecasting Governmental Revenues: Techniques and Limitations |
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195 | (24) |
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Revenue Forecasting to Build Credibility |
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196 | (5) |
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Overview of Revenue Estimation Techniques |
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201 | (7) |
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Property Tax Mechanics and Revenue Forecasts |
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208 | (4) |
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Property Tax Limitations and Limitation Effects |
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212 | (4) |
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Revenue Forecasting Summary |
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216 | (1) |
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217 | (1) |
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218 | (1) |
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8 Polity Revenues and Governance Decisions |
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219 | (24) |
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Historical Trends in Nonprofit Revenues |
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220 | (1) |
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Nonprofit Organization Resources |
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221 | (6) |
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Donor Intentions in Charitable and Philanthropic Giving |
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227 | (4) |
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Transitions in Fundraising |
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231 | (2) |
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Community-Level Resources: Financing the Polity |
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233 | (3) |
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Tax Relief for Social Justice and Economic Growth |
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236 | (5) |
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Administrative Leadership to Build Public Revenues |
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241 | (1) |
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241 | (1) |
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242 | (1) |
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9 Budget Funds Organize the Public Budget |
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243 | (14) |
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Accounting Funds: Reservoirs and Flows |
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244 | (8) |
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Accounting Bases: Perspectives to Define Information |
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252 | (2) |
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Nonprofit Accounting Differences |
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254 | (2) |
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How Accounting Concepts Help to Clarify Budget Options and Build Public Confidence |
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256 | (1) |
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256 | (1) |
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256 | (1) |
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10 Budget Planning: Preparing the Organization and Community to Budget |
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257 | (34) |
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Organizational Planning to Meet Efficiency and Effectiveness Expectations |
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260 | (12) |
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272 | (6) |
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278 | (8) |
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286 | (1) |
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287 | (1) |
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288 | (3) |
Part III. Expenditure Formats For Decision And Control |
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Teaching Case: A New Mayor Mandates Performance-Based Budgeting |
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291 | (8) |
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Introduction: Expenditure Formats for Decision and Control |
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299 | (4) |
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11 Line-Item (Object Code) Budgeting |
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303 | (20) |
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308 | (1) |
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Characteristics of Line-Item Budgeting: Base, Incrementalism, and Fair Share |
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309 | (2) |
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Line-Item Behavior and Techniques |
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311 | (8) |
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Advantages and Disadvantages of Line-Item Budgeting |
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319 | (1) |
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320 | (1) |
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320 | (1) |
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321 | (2) |
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12 Planning, Programming, Budgeting System (PPBS) Format |
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323 | (22) |
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Origins and Purpose of Program Budgeting |
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323 | (2) |
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Example of PPBS: Community Corrections |
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325 | (1) |
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Key Elements of Program Budgeting |
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326 | (9) |
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Organizing Objectives into a Program |
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335 | (3) |
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338 | (1) |
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Advantages and Disadvantages of Program Budgeting |
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338 | (6) |
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344 | (1) |
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344 | (1) |
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345 | (32) |
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The Technique of Performance Budgeting |
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346 | (10) |
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Historical Perspective on Performance-Based Budgeting and Governance |
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356 | (9) |
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Redeeming Performance from Ideology: What Local Governments Can Do to Make Performance Budgeting Successful |
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365 | (6) |
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Advantages and Disadvantages of Performance Budgeting |
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371 | (4) |
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375 | (1) |
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375 | (1) |
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376 | (1) |
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14 Public-Sector Innovation and Zero-Base Budgeting |
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377 | (24) |
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Zero-Base Budgeting: A Format to Incentivize Innovation |
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378 | (1) |
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The Origins and Purpose of Zero-Base Budgeting |
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379 | (1) |
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380 | (8) |
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Key Elements of Zero-Base Budgeting |
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388 | (7) |
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395 | (1) |
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396 | (1) |
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Summary: Strengths and Weaknesses of Zero-Base Budgeting |
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396 | (4) |
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400 | (1) |
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400 | (1) |
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Part III Summary: The Comparative Strengths of Budgeting Formats and Their Contributions to Democratic Governance |
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401 | (10) |
Part IV. Executive Priorities, Budget Adoption, And Implementation |
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Teaching Case: Negotiations with City Unions Threaten to Disrupt the Budget Process |
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411 | (10) |
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Teaching Case: County Board Consideration of a Capital Project That Could Jeopardize the County Credit Rating |
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417 | (4) |
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15 Executive Budget Preparation and Legislative Body Approval |
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421 | (34) |
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Summary Overview: Balancing Competing Tensions |
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422 | (2) |
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Social Role Behavior of Budget Decision Makers and Participants |
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424 | (2) |
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Executive Control of Budget Compilation |
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426 | (7) |
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Executive Oversight of Organizational-Level Issues |
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433 | (10) |
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External Financial Pressures: Employee Benefit Costs |
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443 | (3) |
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Executive Framing of Budget Decisions for Legislative Adoption |
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446 | (2) |
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Legislative Body Consideration and Adoption |
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448 | (3) |
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Nonprofit and Community Budget Adoption |
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451 | (2) |
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453 | (1) |
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454 | (1) |
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454 | (1) |
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16 Capital Budgeting and Financing |
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455 | (16) |
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457 | (2) |
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Inventorying Existing Capital Assets |
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459 | (2) |
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Identifying Capital Needs |
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461 | (1) |
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Evaluating and Prioritizing Projects |
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462 | (2) |
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Determining Capital Financing Options and Potential |
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464 | (4) |
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Making Capital Plan and Budget Decisions |
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468 | (2) |
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470 | (1) |
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470 | (1) |
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471 | (22) |
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Financial Management Policies |
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472 | (1) |
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Monitoring and Controlling Spending |
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473 | (1) |
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Budget and Performance Status Reports |
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474 | (10) |
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Budget and Plan Adjustments |
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484 | (3) |
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Financial and Performance Evaluation |
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487 | (2) |
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Network and Community Budget Execution and Performance |
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489 | (2) |
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491 | (1) |
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491 | (2) |
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18 Audit and Performance Evaluation |
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493 | (16) |
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The Year-End Close Out and Financial Reporting Process |
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494 | (2) |
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Annual Financial and Performance Reporting |
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496 | (6) |
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Audits of Local Governments |
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502 | (6) |
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508 | (1) |
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508 | (1) |
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19 Local Budgeting for the Common Good |
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509 | (20) |
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509 | (3) |
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Aligning the Purposes of a Local Public Budget with Its Political Function |
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512 | (1) |
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The Budget Is a Policy Document That Defines the Public Good |
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513 | (6) |
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Polity Budgeting: A Jurisdictional Versus a Community-Centered Approach to Budgeting |
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519 | (7) |
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526 | (1) |
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526 | (1) |
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527 | (2) |
Glossary |
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529 | (26) |
Bibliography |
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555 | (24) |
Index |
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579 | (15) |
About the Authors |
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594 | |