Class, Tax, and Power: Municipal Budgeting in the United States
Publication Year: 1998
Offering case studies of financial management in numerous American cities over a period of enormous growth and change, Irene Rubin explores the historical context of municipal budgeting in the United States and the political environment that conditions reform and problem solving at the local level.
- Front Matter
- Back Matter
- Subject Index
- Chapter 1: Municipal Budgeting in Context
- Who Should Read This Book?
- Organization of the Book
- Chapter 2: Tax Limits, Protests, and Revolts: The Erosion of Consent
- Houston, Texas
- San Francisco, California
- The State of Ohio
- The Great Depression and the Chicago Tax Strike
- Proposition 13 and California
- Chapter 3: Evolution of Municipal Budgeting: An Overview
- Budget Beginnings: After the Civil War
- The Progressive Era: 1895–1915
- The Post-Progressive Era: 1915–45
- Post–World War II Municipal Budgeting
- Chapter 4: The Early Years
- New York City and the Board of Estimate and Apportionment: Making Spending Difficult
- Baltimore: A Board of Estimate for Budget Balance and Growth
- The New York Bureau of Municipal Research: More Democracy and More Efficiency
- Boston: The Evolution of the Executive Budget
- Houston: The Commission Form of Government Combined with the Strong Mayor and Executive Budget
- Berkeley, California: The Transition from Commission Government to Council-Manager Government
- Rochester, New York: From Board of Estimate to City Manager
- Chapter 5: Boards of Estimate and Council-Manager Cities: Current Cases
- St. Louis, Missouri
- Phoenix, Arizona
- Dayton, Ohio
- Chapter 6: Strong-Mayor Cities and Budgeting: Current Cases
- Rochester, New York
- Tampa, Florida
- Boston, Massachusetts
- Chapter 7: The States and Local Budgeting: The Formative Years
- The Importance of State Control and Supervision
- Periods of Major Change
- Chapter 8: The States and Local Budgeting: The Modern Period
- Oklahoma, Indiana, and Ohio
- North Carolina
- Other States
- Chapter 9: Conclusion
The distribution of the total amount appropriated among the several branches of municipal administration is the central element to be considered in budget making, for this is the point at which the demands for efficiency and for social services collide with the claims of the politicians to the spoils of office and with the protests of those who would reduce government activities to a minimum.—Charles Austin Beard, 1912
CLASS, TAX, AND POWER
Municipal Budgeting in the United States
Chatham House Publishers, Inc.
Post Office Box One
Chatham, New Jersey 07928
Copyright © 1998 by Chatham House Publishers, Inc.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval sytem, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the publisher.
Publisher: Patricia Artinian
Cover Design: Antler Designworks
Managing Editor: Katharine Miller
Production Supervisor: Melissa Martin
Composition: Bang, Motley, Olufsen
Printing and Binding: Versa Press, Inc.
Library of Congress Cataloging-in-Publication Data
Class, tax, and power : municipal budgeting in the United States / Irene S. Rubin.
Includes bibliographical references and index.
ISBN 1-56643-062-3 (pbk.)
1. Municipal budgets—United States. 2. Municipal budgets—United States—Case studies. I. Title.
HJ9147 .R827 1998
Manufactured in the United States of America
10 9 8 7 6 5 4 3 2 1
To Edward Artinian, who built a company on optimism and solid belief that he could do it better; who made networking a verb and kept us all together, which was harder than herding cats; who loved good food, good friends, and grand opera; and who loved well-made books. To Ed, who named this book over lunch. Goodbye, my friend.
I would like to thank Northern Illinois University for sabbatical research support in 1989 for gathering data on the six case study cities. I have incurred many other obligations while doing this research. I am especially grateful to all the public officials—elected, appointed, and career—who took the time to teach me how they budget, and to the document librarians and interlibrary loan librarians who made this research possible. I would also like to acknowledge Professor Lana Stein of the University of Missouri–St. Louis, who worked with me on the St. Louis case and generously shared her insights and expertise.
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