Publications by Colleges and Departments (MSU - Bozeman)
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Item Narrative Budgets: Telling the Story of Your Library’s Value and Values(American Library Association, 2019-09) Rossmann, DoralynA library’s budget should be a reflection of its values and goals, but budget formats do not always lend themselves to telling the library’s story. Your budget message needs to be aligned with your library’s broader communication plan so that user experience is consistent with messaging from other library venues. Ideally, your budget, along with all library communication points, include language from your library’s values, mission, and vision statements and strategic plan. This article outlines traditional budget formats, introduces a format called Narrative Budgeting, and provides an example and outline for creating a narrative budget for your library using language from your library’s strategic plan and mission, vision, and values statements. Once set up, your Narrative Budget can be adapted and used to communicate with a variety of constituents to present an understandable and justifiable use of the library’s allocated resources.Item Participation-Based Budgeting: Defining and Achieving Normative Democratic Values in Public Budgeting Processes(Wiley-Blackwell, 2012-01) Rossmann, Doralyn; Shanahan, Elizabeth A.Achieving public participation is often a goal for public budgeting entities and yet in practice is difficult to accomplish. This study’s purpose centers on three questions: how do public representatives interpret and define their democratic responsibilities; what are their insights regarding opportunities and barriers in participation-based budgeting; to what extent are these goals met? To address these questions, this research employs a case study of a public university budgeting committee; interviews of committee members were conducted; analyses result in a conceptual map of a participation-based budgeting process. Findings reveal that respondents 1) define their mission structurally and procedurally, 2) identify a need ethical behavior and leadership, and 3) recognize that democratic values such as participation and efficiency come into tension with one another. Being open and inclusive comes in the form of the citizen—public administrator dialectic, and it also requires intellectual, ethical and practical engagement with competing democratic values.