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Preface to the Second Edition
The first edition of this book was written in 2009, just as the 2008 recession led to the first
significant drop in consulting revenues since 1945. The true extent and duration of that
recession, which has now “double-dipped” in many countries, was predicted by few, and its
impact on both clients and consultants is one of the primary reasons for this second edition.
Yet, to a great extent, the recession only exacerbated pressures which have been affecting the
industry for some time. Across the globe, consulting profit margins have shrunk, competition
has increased, salaries have stalled, and clients have become more demanding. The 2008–12
recession, in my view at least, is not a temporary detour, from which consulting will recover,
finding itself on the same familiar route. It is the manifestation and exacerbation of a series of
trends that have manifested in a “new normal”—a tougher, more competitive environment in
which a firm’s survival will depend on its ability to innovate, build trust, and internationalise
whilst simultaneously having access to less capital and time.
Since writing the first edition, I was fortunate enough to win three years of government
funding to study the consulting industry in more detail. This allowed me not only to read
more widely and study a variety of consultants and consultancies, but also to travel around
the world examining different national contexts, and also to work with a number of consulting
experts. Some of these experts, such as Graeme Pauley, Paul Vincent, Doug Ross, and Andrew
Sturdy, have contributed short pieces to the book. Others such as Fiona Czerniawska and Alan
Leaman have made an equal contribution in advice, support, and research access.
The most important relationship which I forged over these three years was with Calvert
Markham, the co-author of this edition. After the publication of the first edition, many
reviewers commented that the book was “thin” on consulting skills. As I have never received
any formal training in this area, I felt I was not best placed to develop this theme in the second
edition. Fortunately for me, the best-placed person not only agreed to write an additional
chapter on this topic but also reviewed the rest of the book, providing me with insights which
only someone with his experience and expertise could do.
Calvert has spent almost forty years as a management consultant. He founded and runs
Elevation Learning, which trains and develops consultants around the world, and is currently
a Visiting Professor in the Practice of Management Consultancy at Cass Business School.
He has also been involved with several institutions in consultancy: having been President
of the Institute of Consulting, he is currently a vice chairman of the International Council of
Management Consulting Institutes; for some years he has been President of the Richmond
Group of Consultants.
I have learned much from Calvert’s involvement in this project and believe his contribution
to here will allow students, lecturers, and practitioners to do the same.
Joe O’Mahoney
Acknowledgements
This book reflects and draws on research projects, publications, and interviews that I have
undertaken over the last four years. Some of this research has been funded by the Advanced
Institute of Management, the Economic and Social Research Council (RES 331–27–0071),
and the Cardiff Business School Seedcorn Fund. For this financial support, I am very grateful.
The greatest help in writing the book came from my family: Katherine, Elizabeth, Ellie,
Mary, Jane, and Kevin O’Mahoney. Their ideas, criticisms, and copy-editing were invalu-
able and of a much higher standard than my own. I would also like to thank Per Voll for
his help with Chapter 8, Tudor Ciumara for helping to collate some of the market sizing
figures, and Dr Hamid S. Atiyyah for his insights on the Middle Eastern consulting mar-
kets. Additionally, without the support of Fiona Czerniawska, and her company Source for
Consulting, many of the statistical insights the book makes about trends in the industry
would have been impossible.
I would also like to thank the editors at Oxford University Press, who have been consistently
outstanding in their work and support. I should also thank all of my MBA students whose
critique of my course, and my cases, has allowed it to evolve.
In addition, the book has benefited greatly from the contributions from various experts
in the field who took time out of their busy schedules to pen their perspectives on the
industry, especially Fiona Czerniawska of Source for Consulting, Alan Leaman from the MCA,
and Graeme Pauley from PA Consulting.
Finally, and most importantly, thank you to my wife, Hannah, who has put up with too
many of my late nights spent peering into a pale screen.
J. O.
Contents
1 Introduction 1
Chapter Objectives 1
The Management Consultancy Phenomenon 1
The Backlash 3
Perspectives on Consulting 4
This Book 5
A Note on Sources 6
References 7
Further Reading 78
References 79
Practitioner Insight: The Management Consulting Industry: Where We’ve
Been and Where We’re Going 81
Index 377
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Introduction
Chapter Objectives
This chapter introduces the reader to the purpose, structure, and style of the book.
Specifically, it states that the book:
● Attempts to provide the student with four key perspectives on the consulting
industry: a description of what management consultancy is, a guide to how it
is done, a critical analysis of the industry, and, finally, a guide to the consulting
career.
● Provides a mix of case studies for students to grapple with. In each chapter,
small, illustrative cases are provided as discussion points, whilst at the end of
each chapter in Part 2, longer cases are provided for in-depth discussions.
● Introduces the views of a number of global experts and stakeholders in the
consulting industry. These come from a variety of perspectives and provide
students with contrasting voices and opinions about the industry.
These features enable the book to act as a comprehensive introduction to the con-
sulting industry for students, graduates, consultants, and those interested in becom-
ing a consultant. In addition, the Online Resource Centre contains an extended library
of web-links, references, presentations, case-study solutions, and two additional
chapters—one on Typical Clients and the other on Case Interviews.
ten years (IPSOS/MORI 2007) consultants have fostered increasingly close relationships with
senators, ministers, and senior public officials in an attempt to influence political agendas
and spending strategies (Craig and Brooks 2006). The resulting projects on modernisation,
e-business, and new public sector management have cost governments hundreds of billions
of pounds with highly varied levels of success (Saint-Martin 2004). Moreover, consultants
have, in partnership with financial institutions and Western governments, been integral to
the spread of neo-liberal practices to developing countries, such that one can evidence the
consulting induced money-spinners of deregulation, privatisation, and transformation in
virtually every country in the world. Sometimes, this is at the invitation of the local govern-
ment and sometimes imposed as a condition of loans from international finance institutions
(Kipping and Wright 2012).
A clear consequence of this success has been the growing dominance of the managerialist
practices and discourses in areas which were previously immune—ranging from sectors such
as education, charities, ‘the arts’, and health to whole economies in the developing world.
This “colonisation” effect has prompted many academics to term consultants “missionaries”
( Wright and Kitay 2004) charged not with religious but with corporate fervour, in their
attempts to transform supposedly archaic systems into modernised management practice.
Indeed, the reputational effects of consultants certainly have something of the miraculous
about them. Not only are the alumni of McKinsey & Co. vastly more successful than those of
General Electric—a much larger company (Colvin 1999)—but there are an average of five ex-
consultants on the board of the largest fifty companies on the FTSE 100. Moreover, the very act
of inviting consultants into a well-performing company has a positive effect on the share-price
of that company regardless of what the consultants actually do (Bergh and Gibbons 2011).
The influence of the consulting industry can also be evidenced in the remarkable spread of
the management innovations that have been invented and disseminated by consultancies and
consultants, which amount to hundreds of thousands of concepts that organisations across the
globe use. These include Total Quality Management, Business Process Re-engineering, Core
Competences, Growth Share Matrix, and the 7-S Framework. As we discuss in Chapter 9,
the actual benefit of such concepts may be a moot point, but the impact they have had on
clients, their employees, and society at large has been significant.
This growing influence can also be traced in the increasing numbers of books, articles, and
courses about consultancy. In an insightful piece summarising what consulting research had
achieved, Mohe (2009) illustrates this growth well ( Table 1.1) and shows that the increase in
articles rises at roughly the same rate as the industry’s increase in revenues. Incredibly, he also
Number of articles 17 25 55 70
42 125
167
finds that the UK is, by far, the biggest publisher in this area with 31 per cent of articles com-
ing out of the country, compared to 16 per cent from the USA, 12 per cent from Australia,
8 per cent from Sweden, and 6 per cent from Germany.
The Backlash
The success of the consulting industry in terms of revenue generation, growth, and influence
has, in recent years, created a backlash amongst many journalists, academics, and govern-
ment watchdogs. The complicity of the consulting industry in the collapse of the dotcom
industry as well as high-profile companies such as Enron, WorldCom, and Parmalat marked
a turning point in public attitudes towards the industry. Amongst journalists, titles such as
Plundering the Public Sector (Craig and Brooks 2006) and House of Lies (Kiln 2005) point the
reader to a murky world of backroom deals, failed projects, and excessive fees, all paid for by
the public purse.
These concerns were reiterated, albeit in a more restrained manner, by government watch-
dogs, such as the Securities and Exchange Commission (SEC) and the Congressional Budget
Office (CBO) in the USA, and the National Audit Office (NAO) and the Financial Services
Authority (FSA) in the UK. Such watchdogs have increasingly warned against the rising costs
of consultancy projects in the public sector, conflicts of interest between audit companies and
consultancies, and, in the last few years, the complicity of reward consultants in setting the
pay of CEOs. Even the reputation of the most prestigious firm, McKinsey & Co., has been dam-
aged through cases of corruption, incompetence, and conflicts of interest that are explored in
more detail in Chapters 9 and 10.
Academics have long been interested in the consultancy industry for its persistent growth
rate, its use of partnership models, and its influence on the wider economy. However, from
the 1990s onwards, academic analyses increasingly incorporated a critical perspective. Such
studies, especially in Europe, have critiqued consultants for selling fads, exploiting managers,
introducing redundancies to organisations, and having conflicts of interest (Newell et al. 2001;
Kieser 1997). There has also been a growing interest in the impact of the intensive consultancy
lifestyle on consultants themselves (O’Mahoney 2007).
Whilst experiencing a deluge of criticisms from all sides, the consulting industry is itself
facing a number of challenges to its growth and profitability in addition to the day-to-day
struggles of competition (O’Mahoney 2011). First, the 2009–12 recession caused consult-
ing revenues to fall by 2.6 per cent in 2009 and by another 3.5 per cent in 2010 (IBIS 2012).
Indeed, it is only since 2011 that revenues have begun to match those of 2008 (Kennedy
Information 2012). Second, the growing sophistication of clients (as more managers have
MBAs and experience with consultants) and the increasing use of procurement experts for
purchasing consultancy services, have put pressure on fees, which in turn decreased profit
margins across the industry and led to declining productivity (Brett Howell 2009; AMCF 2009;
Sako 2006). This pressure on fees has also led to a third challenge, attracting talent. As profits
have declined, so too have the salaries that can be offered to bright graduates, especially
compared to those in the finance industry. This in turn means that in the “war for talent”
consultancies are more and more likely to lose out to investment banks when recruiting from
the top business schools (O’Mahoney et al. 2008).
4 INTRODUC TION
Whether or not consultancy is at a crossroads or whether the recent crisis is a mere blip
on the path to greater growth is difficult to tell. However, for students, academics, journalists,
and consultants, the industry still offers exciting and interesting opportunities in the fields of
theory, practice, and analysis.
Perspectives on Consulting
As already implied, the consulting industry is beset by differences of opinion and perspec-
tive. Some students, and academics, for example, simply wish to understand more about the
basics of the industry. This point of view, which can be called the Descriptive Perspective, is
often covered by professors and tutors in the first few lectures when they give an overview of
the industry. They tend to cover questions such as:
Some students may have already entered the industry, or are in a managerial role, and seek
to better understand what consultants do. This view, termed the Practitioner Perspective,
focuses on ensuring the better use of consultancy in organisations and is often, though
not always, the main focus of courses on consultancy. This Practitioner Perspective is more
interested in practical and operational issues such as:
Many courses, especially at universities, also incorporate a Critical Perspective which aims
to analyse and understand the industry by applying explanatory theories. This Critical
Perspective tends to ask questions such as:
● How does management consultancy interact with its social, political, and economic
environments?
● What theories can we use to better understand the dynamics of the industry?
● How can consultancy be ethical?
Finally, some courses cover, and certainly most students wish to learn about, the Career
Perspective. Getting into a consultancy requires knowledge that is very different from that of
standard graduate jobs, and students are naturally interested in landing a job in one of the most
varied, challenging, and well-paid professions. This Career Perspective asks questions such as:
● Which firms should students apply for and at which grade?
● How should students apply for a job?
● How can students maximise their chances of success?
INTRODUC TION 5
This Book
As a management consultant who joined academia in 2003, I found it surprising that my
Business School didn’t offer a course on Management Consultancy for our MBA students—
after all, it was their number one career choice and eventually many of them ended up work-
ing with or for consultancies. After volunteering to create such a course, I did a thorough
review of existing courses and books and found that most were firmly located in one or
two, and more rarely three, of the perspectives described here. This meant that, in many
courses, students were provided with a consultancy “tool-kit” but were not given the critical
skills to understand the industry in its wider context. In other courses, consultancy would be
analysed and critiqued as a sociological phenomena, but students were left at a loss when
it came to applying for jobs or understanding what consultants actually do. As a result, I
decided to write my course material from scratch based on my experience as a consultant,
my research on the consulting industry, and several literature reviews that I had conducted
around the industry. The aim was to produce a research-based book that was both useful
and critical.
The course became the most popular MBA elective in the Business School, attracting some
180 students in its first year, and in 2012 it received the highest student rating of any course.
Additionally, many of the graduates had great success in applying to top consultancies around
the world. Key to the success of the course was the importance of understanding consultancy
from different points of view. When several students suggested that the notes and cases I was
handing out would be more useful as a book, I felt it important to try to keep these perspec-
tives alive.
The rest of the book, therefore, is split into four sections, each dealing with a different per-
spective on the industry:
Chapter 8 focuses on how to run a consultancy. This covers a range of important topics which
are often left out of consulting courses such as how to start your own firm, how success can be
measured, how the partnership model of business works, and how firms can internationalise.
At the end of each chapter in this section, students are provided with a detailed case study
to tackle.
A Note on Sources
Surprisingly, reliable information on the global consulting industry is hard to come by.
Those reports which are available often differ by up to 20 per cent in their reporting of
industry revenues, employment, or profits and frequently have differing categories. Figures
are notoriously unreliable due to different governments and research institutes having
INTRODUC TION 7
different definitions about what counts as management consultancy. To make things worse,
the largest research company in the industry, Kennedy Information, is reluctant to share
its findings with the academy and many of the most famous consultancies are privately
owned, or Limited Liability Partnerships, and refuse to provide anything but the most basic
information to analysts. One exception to this rule was Source for Consulting who kindly
shared their rigorous and insightful EMEA data with me. Due to the mix of different sources,
some figures in the book may contradict others and, in some cases, it has been necessary to
use approximations where hard data are not available.
References
AMCF (2009). Operating Rations for Management The Oxford Handbook of Management Consultancy.
Consulting Firms. Association of Management Oxford: Oxford University Press.
Consulting Firms. Mohe, M., Birkner, S., and Sieweke, J. (2009). Grown
Bergh, D.D. and Gibbons, P. (2011). Stockholder up by now? An Investigation of 19 Years of
reaction to the hiring of management Consulting Research. Paper Presented at the 4th
consultants: A signaling theory approach. Journal MCD International Conference on Management
of Management Studies, 48 (3). Consulting. Vienna, Austria.
Brett Howell Associates (2009). Financial Benchmarks: National Audit Office (2006). Central Government’s
Management Consultants Survey. BHA. Use of Consultants. 13 December.
Chung, E., Herrey, P., and Junco, E. (2008). Vault Newell, S., Swan, J., and Kautz, K. (2001). The Role
Career Guide to Consulting. Vault.com. of Funding Bodies in the Creation and Diffusion
Craig, D., and Brooks, R. (2006), Plundering the Public of Management Fads and Fashions. Organization,
Sector. London: Constable. 8 (1): 97–120.
IPSOS/MORID (2007). Paying More and Getting Less: O’Mahoney, J. (2007). Disrupting Identity: Trust and
What Clients Think about Consultancy. Report for Angst in Management Consulting. In S. Bolton
Ernst and Young. (ed.), Searching for the H in Human Resource
Management. London: Sage.
Kennedy Information (2002). The Global Consulting
Marketplace: Key Data, Forecasts and Trends. —— (2011). Innovation in the UK Consulting Industry:
Fitzwilliam, NH: Kennedy Information Inc. a report. Report for the Chartered Management
Institute/Advanced Institute of Management,
—— (2008). The Global Consulting Marketplace: Key
September.
Data, Forecasts and Trends. Fitzwilliam, NH:
Kennedy Information Inc. O’Mahoney, J., Adams, R., Antonacopoulou,
E., and Neely, A. (2008). A Scoping Study of
—— (2009). The Global Consulting Marketplace: Key
Contemporary and Future Challenges in the UK
Data, Forecasts and Trends. Fitzwilliam, NH:
Management Consulting Industry. ESRC Business
Kennedy Information Inc.
Engagement Project: AIM Research.
—— (2012). The Global Consulting Marketplace: Key
Saint-Martin, D. (2004). Building the New
Data, Forecasts and Trends. Fitzwilliam, NH:
Managerialist State. Oxford: Oxford University
Kennedy Information Inc.
Press.
Kieser, A. (1997). Rhetoric and Myth in Management
Sako, M. (2006). Outsourcing and Offshoring:
Fashion. Organization, 4 (1): 49–74.
Implications for Productivity of Business Services.
Kiln, M. (2005). House of Lies: How Management Oxford Review of Economic Policy, 22 (4).
Consultants Steal your Watch then Tell you the
Wright, C., and Kitay, J. (2004). Spreading the
Time. New York: Imported Little.
Word: Gurus, Consultants and the Diffusion of
Kipping, M., and Wright, C. (2012). Consultants in the Employee Relations Paradigm in Australia.
context: global dominance, societal effect and the Management Learning, 35: 271–86.
capitalist system, in Kipping, M. and Clark, T. (eds.)
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Part 1
The Descriptive
Perspective
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Another random document with
no related content on Scribd:
uurwerk, dat, naar buiten, de uuren wijst, op een wijzerplaat in het
frontespies geplaatst—vóór het gebouw staan twee fraaje lantaarns,
op steene pijlaaren.
Toen het oude rechthuis nog aanwezig was, stond de strafplaats aan
de zyde, maar nu is dezelve van vooren.
REGEERING.
VOORRECHTEN
Nog kan men het een voorrecht noemen, dat de bestuurders der
Meir niet behoeven te gedogen dat des avonds na beslotene stads
poorten, eenig vreemdling zig in dezelve op de openbaare wegen
vertoonen; gelijk men in dat geval dan ook door de nachtwachts
aangehouden wordt, en rekenschap van zijn daarzijn moet geeven;
bij de minste twijfeling aan de waarheid des voorgeevens, of bij
ondervinding van de onwaarheid deszelven, wordt men in
bewaaringe gesteld.
BEZIGHEDEN
GESCHIEDENISSEN
In den jaare 1702, brak de Diemer of Muider Zeedijk weder door, het
geen andermaal niet weinig bekommernis voor eene overstrooming
van de Meir veroorzaakte; doch de ijver waarmede men de handen
aan ’t werk sloeg, om overal waar men het noodig oordeelde den
ringdijk van de Meir te versterken, werd met een gelukkigen uitslag
bekroond; de Meir naamlijk leed geheel geene schade.
BIJZONDERHEDEN,
HERBERGEN,
Rozendaal.
De Schulp.
Het Rechthuis.
De Maliebaan.
Voords nog vier in de Schaagerlaan, die echter sedert eenigen tijd
geene andere tap-actens bekomen dan van bier, coffij en thee.
REISGELEGENHEDEN,
Aan het tolhek vaart ook een geregelde veerschuit naar Amsteldam,
des zomers maandag, woensdag en vrijdag, ’s morgens vroeg, en
van daar te rug, op dezelfde dagen, ’s middags ten 12 uure: des
winters vaart deeze schuit alleenlijk maandags en vrijdags.
LIGGING
Is gelijk gezegd is, in Amstelland, drie uuren gaans ten zuiden van
Ouderkerk; hebbende ten westen en zuiden de Provincie Utrecht, ten
oosten de vrije Heerlijkheid Waveren Botsholl, en ten noorden de
rivieren de Amstel en de Waveren—Verder kan die ligging nader
opgemaakt worden, uit de scheipaalen die men op den gemeenen weg
of zogenaamden Veendijk, als op de Rondeveensche Kade vindt,
welken voor zo veel de Jurisdictien betreffen de scheidingen van deeze
met die der Heerelijkheid Waveren, Botsholl en Ruigewilnisse
aanduiden; edog daar hetzelve voor meer dan ⅞ deelen is uitgeveend,
kan men de strekking in de uitgeveende plassen bezwaarlijk
onderscheiden, schoon de ingezetenen zulks door strooken lands en
rietakkers weeten te bepaalen. [2]
Tot Waverveen behoort nog het district Strooknes aan den Amstel, met
een groote schutsluis ten einde van de vaart, het Bijleveld genaamd,
gelegen.
Van de
NAAMSOORSPRONG
Hebben wij niets kunnen ontdekken, in zo verre het eerste lid des naams
betreft, dat is Waveren, zekerlijk aan het dorp van dien naam gegeven,
naar het water, de Waver geheten, ’t welk het gezegde dorp, (waar van
straks nader,) van Ouderkerk afscheidt; dat er het woord veen
bijgevoegd is geworden, is om dat het bijna geheel uit veenen bestaat,
en den oord derhalven met recht den naam van Veenen van Waveren,
of Waverveen (ook Waverenveen,) mag draagen.
STICHTING en GROOTTE.
Wat het eerste gedeelte van dit artijkel, de stichting naamlijk, betreft,
daaromtrent is wederom niets met volkomen zekerheid te zeggen,
waarschijnelijk zoude het kunnen genoemd worden, zo men stelde dat
de gunstige gelegenheid tot de turfmaakerij hier eenige lieden heen
getrokken, en het wèl slaagen van hunne onderneeming weldra
navolgers verschaft zal hebben. [3]
Het gezegde getal huizen wordt bewoond door 240 menschen, (de
kinderen daaronder begrepen:) van deeze bewooneren zijn bijna 110
van den Gereformeerden Godsdienst, de overigen zijn meest allen
Roomsch.
Het
WAPEN
Tot voor omtrent tien of elf jaaren was het ruim der Kerk alleenlijk door
een groote midden, en aan wederzijde van dezelve twee kleine deuren
in den muur van den buitenweg afgesloten, het geen, dat te begrijpen is,
zijne onaangenaame gevolgen had; doch ten gemelden tijde is die
ingang door een vrij ruim portaal, met twee groote deuren van de
genoemde buitendeuren afgescheiden.
Van binnen is het kerkjen in alle deelen zeer net ingericht; tegen over
den ingang is eene vergaderkamer, voor die geene welken met de
zaaken der kerk belast zijn; boven dezelve is een kleine gaanderij; eene
dergelijke heeft men, om het regelmaatige in de bouwing te bevorderen,
ook boven het nieuwe portaal voornoemd gemaakt.
Vier a vijf minuten gaans van de Kerk staat de Pastorij, dat een zeer
goed ruim en welgelegen gebouw en in den laatstledenen jaare
merkelijk verbeterd is.
Een tolbrug, die te Waverveen gevonden wordt, en den naam draagt van
Bijleveldsche brug, wordt ten voordeele van de kerk verpacht, door
Schout en Kerkmeesters, ten overstaan van Schepenen van Waverveen
en Waveren: nog heeft de Kerk een ander inkomen voor derzelver
onderhoud, naamlijk één duit van iedere roede lands dat onder
Waverveen, Waveren, enz. zal uitgeveend worden; ook moeten de
veenders, boven dien, voor iederen ploeg volks, welken zij te werk
stellen ƒ 1:10 stuivers betaalen, dit echter niet ten voordeele van de
Kerk maar van de algemeene armen, zo wel die van de Roomschen als
van de Gereformeerden, die het gelijklijk deelen: beide gezegde
belastingen op het veenen, beloopen jaarlijks, (de jaaren weder door
elkander gerekend,) eene somme van ƒ 600.
WERELDLIJKE GEBOUWEN.
Onder dit art. hebben wij niet anders te betrekken, dan het Schouts huis,
dat vrij aanzienlijk is, met een vierkant plein met opgaande Linden
boomen beplant, waar achter een redelijk uitgestrekt boschjen, met
diverse wandelwegen doorsneeden, staande hetzelve achter het
Rechthuis, dat een gewoon boeren huis en herberg zonder eenig
aanzien is; men vind er echter een Rechtkamer in, waarvoor in groote
letters geschreven staat: Vivat Justitia, zijnde deeze huizen langs de
vaart het Bijleveld, waardoor de meeste schepen en vaartuigen naar en
van Amsteldam uit de Ronde veenen moeten passeeren gelegen, en
beiden aan het Ambacht van Waverveen behorende. [8]
KERKELIJKE REGEERING.
Deezen bestaat uit den Predikant in den tijd, een Ouderling en Diacon
uit Waverveen, en een Ouderling en Diacon uit Waveren Botsholl en
Ruigewilnisse, waarvan jaarlijks, (indien niet in hunnen diensten werden
gecontinueerd) een Ouderling en Diacon afgaan, en door anderen uit het
Ambacht daar de afgaande onder gehooren, vervangen worden:
staande de verkiezing derzelven, alsmede van den Gaardermeester die
voor beiden de Ambachten fungeert, aan den Kerkenraad.
WERELDLIJKE REGEERING.
Ter eerster aanleg worden de civile zaaken afgedaan door den Schout,
zijnde thans de Heer Jan van Wickevoort Crommelin, die er ook het
amt van Secretaris bekleedt, en vijf Schepenen; het eene jaar gaan
gewoonlijk twee en het andere jaar drie van dezelve af; doch sustineert
de Ambachtsheer of Vrouwe Schepens te continueren of minder getal af
te laaten gaan, zo staat zulks aan hun goedvinden, en worden de
aankomende door den Ambachtsheer of Vrouwe, uit een nominatie van
een dubbel getal door Schepenen te maaken, ten overstaan van den
Schout, geëligeerd; hetgeen mede plaats grijpt ten aanzien van de
Kerkmeesteren, waarvan altoos één van Waverveen en één van
Waveren Botsholl fungeert, als ook van de Gereformeerde en Roomsche
Buiten armmeesteren, alle welke bedieningen in een dubbeld getal
genomineerd, en op voorgemelde wijze geëligeerd of gecontinueerd
worden: de Ambachtsheeren of Vrouwen [9]hebben daarenboven de
aanstellinge van Schout, Secretaris, een Hoogheemraad van
Amstelland, alsmede van de Ronde veensche bepoldering; de Bode,
Koster, Voorleezer, Schoolmeester, Doodgraaver, Eiker, de Veerschipper
op Amsteldam, en de Nachtwacht.