Abstract
Budget reforms directed toward providing more information and analysis for management and policy making appear to be most widely used by larger jurisdictions. Reforms such as performance budgeting, program budgeting, and zero based budgeting are associated with professionalism, management information systems, budget staffs, and a lengthy budget preparation and planning phase. This article addresses the question of whether it is possible to implement budget reform without the staff and financial resources that so often goes hand-in-hand with it. The experience of one rural county government in attempting budget reform is examined.
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