Abstract
This paper investigates the microbudgeting decisionmaking process by budget analysts in a state budget office. Drawing upon the problem representation research in political psychology and the budget rationality research within public administration, the paper develops a microbudgetary decisionmaking model in which budget problems are treated as multi-faceted problems, with each facet viewed through a unique problem frame. A holistic approach to the budget problem yields a budget rationality needed to produce a solution set of acceptable recommendations from the analyst to the budget director and governor. The model may have wider applicability across a variety of governments.