Published also as author's Thesis (Ph. D.)--University of Illinois, 1911. / On cover: University of Illinois bulletin, vol. X, no. 1. Includes bibliographical references (p. 120).

The growing size and complexities of municipal governments in a British Columbia requires an outline of the principals of budgeting for municipalities in the province. Budgeting is set out as the only means by which intelligent planning for the future can be realistically accomplished and carried into effect. Chapters 1 to 5 cover the problems of estimating general revenues and expenditures as well as finalizing and authorizing the budget. Chapter 6 deals with the administrative control that can be achieved by budgetary accounting. Chapters 7 and 8 discuss the Cash Budget and the Capital Budget respectively. While these budgets are dependent on and related to the general, or current, budget,, and many of the estimating and control methods used are the same as for the general budget, they are sufficiently different in purpose and procedure that they each require separate chapters. The manual is designed for use in all British Columbia municipalities except, perhaps, Vancouver whose size introduces special problems of co-ordination, and control not discussed. It is hoped that the manual, in loose leaf form to permit revisions to keep pace with legal and administrative changes, may be used by the chief financial officials and elected representatives in the province. The principals stated, subject to modification where the statutory control of municipalities is basically different than in British Columbia, should be applicable to municipalities in other provinces of Canada. / Business, Sauder School of / Graduate

Thesis (Ph. D.)--University of Wisconsin--Madison, 1955. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves [304]-313).

No description available.

Local Government in South Africa has undergone much transformation since the year 2000. Although much of the change has been to correct imbalances, inequities and disparities within our local communities as a result of apartheid, change has also been motivated by the National Government's realisation that, as with governments throughout the world, there is a need to modernise all spheres of Government. Part of this transformation process at the local government level in South Africa has been to ensure that municipalities become more responsive to the communities' needs. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Municipal Systems Act: Act 32 of 2000 of which Chapter 6 determines that municipalities will have a Performance Management System to promote a culture of Performance Management amongst the political structures, political office bearers, councillors and administration. The Performance Management System must ensure that the municipality administers its affairs in an economical, effective, efficient and accountable manner. A literature review contained in this research, indicates that nationally, ensuring effective and efficient Financial Management Systems at the local government level is impacted upon by a number of factors such as the organizational culture of an institution and its revenue base. This research ends with recommendations for further research and it is argued that each organization has its own unique organizational problems impacting on its financial status. The conclusion is that no single typology, as contained in the literature, can account for the specific impact financial viability has on service delivery and organizational existence at the local government level in South Africa. Consequently, implementers of the financial strategy and other financial management policies must assess the unique characteristics of each organization prior to implementation thereof, in order to evaluate its impact on the organizational culture and other variables. / Thesis (MBA) North-West University, Mafikeng Campus, 2010

Thesis (Ph. D.)--Ohio State University, 1973. / Includes vita. Includes bibliographical references (leaves 121-123). Available online via OhioLINK's ETD Center.

Thesis (doctoral)--Göteborgs universitet, 1991. / Added t.p. with thesis statement inserted. Abstract and summary in English. Includes bibliographical references (p. 209-217).

Abstract of Thesis (Ph. D.)--University of Illinois, 1928. / Includes bibliographical references (p. 110-112).

Thesis (doctoral)--Universität Heidelberg.

Thesis--University of Chicago, 1917. / Bibliography: p. 253-258.