Getting the fuzzy end of the lollipop: the problems with devolved budgets in further education colleges

Discusses the benefits of using devolved budget models in further education and the tensions that may arise from their introduction. The author’s research into caseloading models in further education are the basis of the findings and discussion of the implications of decentralising power for managers and teams. The reasons for the prevailing centralised model of resource management are discussed and the benefits to the organisation, managers and teams of using decentralised, devolved budget models are outlined. The discussion covers areas of resistance and reluctance to the change and the cultural and management style prerequisites for successful implementation of devolved budgets. The view of devolution of control as an empowerment tool for managers and teams is considered and alternative views of the model are highlighted, including the uncomfortable realities it may force upon middle managers.