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Comprehensive Management and Budgeting Reform in Local Government: The Case of Milwaukee

Rebecca Hendrick
Public Productivity & Management Review
Vol. 23, No. 3 (Mar., 2000), pp. 312-337
Published by: Taylor & Francis, Ltd.
DOI: 10.2307/3380722
Stable URL: http://www.jstor.org/stable/3380722
Page Count: 26
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Comprehensive Management and Budgeting Reform in Local Government: The Case of Milwaukee
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Abstract

Since its new mayor was elected in 1988, the City of Milwaukee, Wisconsin, has been undergoing comprehensive budget and management reforms similar to those currently occurring at all levels of government. This article presents a case analysis of the events and conditions surrounding the initiation and implementation stages of reform in the city from their inception to the mid-1990s. The analysis focuses on variables relating to structure and process, leadership characteristics, managerial capacity, and culture that have been identified in other cases and comparative studies as either facilitating or hindering the two stages. Milwaukee's experience also shows that political factors seem to be more important to these stages than what often is related by other studies of reform.

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