This chapter discusses different levels of local government in the United States, including counties, towns, townships, and special districts. It describes the typical structure of county government and common functions of counties like maintaining jails, assessing property taxes, and building infrastructure. The chapter also covers the governments of towns, townships, and special districts. It discusses the major services provided by state and local governments and how their budgets can vary depending on factors like urbanization and geography. The chapter also explains the system of financing for state and local governments, including limits on revenue sources, principles of taxation, and the budget process.
Rural Municipal Governance And Financing In OntarioCBinning
Presentation To
Canada Study Tour: Models of City Management
A workshop hosted by Cities Centre and
The Institute for Municipal Finance
and Governance, University of Toronto
Rural Municipal Governance And Financing In OntarioCBinning
Presentation To
Canada Study Tour: Models of City Management
A workshop hosted by Cities Centre and
The Institute for Municipal Finance
and Governance, University of Toronto
A Framework for Infrastructure Investment in the 21st Century - MI Infrastruc...OHM Advisors
On June 4, 2015, Greg Kacvinsky, principal at OHM Advisors, presented at the Michigan Infrastructure Conference. This presentation focused on the changing landscape for infrastructure funding.
Over the last 30 years, communities have witnessed a divergence in the need for infrastructure management and available revenues. An alarming percentage of our infrastructure is reaching the end of its useful life.
Downward pressure on tax revenues, combined with utility revenues that do not keep up with inflation, have resulted in the continued degradation of public safety and environmental health.
Islamabad Local Government Bill 2015. This report cover i) critical Analysis ii) Administration and political power iii) Election process and iv) Local government finance and revenue power
The City School District’s expenditures increased at an annual rate of 4.0 percent, on average, between the 1999-2000 and 2009-10 school years. However, the rate of spending actually
declined between the 2009-10 and 2010-11 school years by $6.4 million, or 0.9 percent, largely
driven by reductions in operations,
judgements, social services and debt
service costs.
Employee benefits are the fastest
growing segment of the City’s and the
School District’s expenditures, growing
at an average annual rate of 9.7 and 8.1 percent, respectively over the decade. The rate of growth for employee benefits for all cities was 9.0 percent
Methodology introduction. Overview and step-by-step introduction to theFutures Thinking methodology. Resources: trends and short- and long-term uncertainties. Trends and a list of drivers used to build the scenarios. Existing set of scenarios
Four scenarios build around two economic and political uncertainties. Tools to create new scenarios. Ready-to-use templates. Impact assessment tools. Tools to test the impact on the council for each of the scenarios. Recommendations and indicators. Recommended actions and signals that point to a specific scenario materialising.
A Framework for Infrastructure Investment in the 21st Century - MI Infrastruc...OHM Advisors
On June 4, 2015, Greg Kacvinsky, principal at OHM Advisors, presented at the Michigan Infrastructure Conference. This presentation focused on the changing landscape for infrastructure funding.
Over the last 30 years, communities have witnessed a divergence in the need for infrastructure management and available revenues. An alarming percentage of our infrastructure is reaching the end of its useful life.
Downward pressure on tax revenues, combined with utility revenues that do not keep up with inflation, have resulted in the continued degradation of public safety and environmental health.
Islamabad Local Government Bill 2015. This report cover i) critical Analysis ii) Administration and political power iii) Election process and iv) Local government finance and revenue power
The City School District’s expenditures increased at an annual rate of 4.0 percent, on average, between the 1999-2000 and 2009-10 school years. However, the rate of spending actually
declined between the 2009-10 and 2010-11 school years by $6.4 million, or 0.9 percent, largely
driven by reductions in operations,
judgements, social services and debt
service costs.
Employee benefits are the fastest
growing segment of the City’s and the
School District’s expenditures, growing
at an average annual rate of 9.7 and 8.1 percent, respectively over the decade. The rate of growth for employee benefits for all cities was 9.0 percent
Methodology introduction. Overview and step-by-step introduction to theFutures Thinking methodology. Resources: trends and short- and long-term uncertainties. Trends and a list of drivers used to build the scenarios. Existing set of scenarios
Four scenarios build around two economic and political uncertainties. Tools to create new scenarios. Ready-to-use templates. Impact assessment tools. Tools to test the impact on the council for each of the scenarios. Recommendations and indicators. Recommended actions and signals that point to a specific scenario materialising.
Case Study: Six Principles for Social Success in Financial Services
Presented by: Joanna Belbey, Social Media and Compliance Specialist, Actiance, Inc
www.bdionline.com
Case Study: Internal Social Media Collaboration – The Enterprise Is Social, Now What?
Presented by: Kelli Carlson-Jagersma, Vice President, Collaboration Strategist, Wholesale Social Strategy, Wells Fargo
Wells Fargo has been blogging, using wiki's and SharePoint for document collaboration internally since 2004 to enhance its internal communication channels and engage team members. However, since the merger of Wachovia and Wells Fargo in 2008, there was a need to integrate user and corporate communications, as well as help foster a 'new way' of supporting their customer. Wells Fargo has built a team dedicated to strategize on internal collaboration, partner with existing communication teams and be the support and education point for all things social. Learn from Wells Fargo and take away lessons on how your organization can apply:
* Internal collaboration team guiding principles
* Key learnings from specific internal communications gone social
* 3 use case studies- the good, the bad and the ugly
www.bdionline.com
Earlier this year, we launched the People’s Lab crowdsourcing platform and approach to help our clients crowdsource insights and innovation. People’s Lab forms the core of our distinctive insights and foresight approach, which consists of four elements: organic conversation analysis, MSLGROUP’s own insight communities, client-specific insights communities, and ethnographic deep dives into these communities. This four-part approach helps us distill a deep understanding of societal values, consumption behaviors and attitudes towards brands, not only in terms of insights that help explain our world today, but also foresights that give us a glimpse of future worlds.
As an example, 100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on citizenship, crowdsourcing and storytelling on the MSLGROUP Insights Network. Every week, we pick up one project and do a deep dive into conversations around it — on the MSLGROUP Insights Network itself but also on the broader social web — to distill insights and foresights. We have been sharing these insights and foresights with you on our People’s Insights blog. Now, we have compiled the best insights from the network and the blog in the iPad-friendly People’s Insights Quarterly Magazine, as a showcase of our capabilities.
For more, see http://peopleslab.mslgroup.com.
I upload all my TIF presentations to http://www.slideshare.net/tomtee. These presentations have been viewed over 44,000 times! The champ is the presentation on the 27th ward which has been viewed 4,292 times. So - if you are one of the people whose viewed these presentations and found them valuable - PLEASE support our work by (1) signing our email list at http://tinyurl.com/SignUp-CivicLab, (2) consider renting a desk with us (we're in Chicago's West Loop), and (3) making a deducible contribution via our fiscal agent, the Investigative News Network - http://tinyurl.com/SupportTheLab-INN. We are online at http://www.tifreports.com. Contact me - tom@civiclab.us.
The Mason Corridor & Our Housing Future: Roger Millar of Smart Growth AmericaFCBR
Roger Millar, VP with Smart Growth America, presentation from FCBR's Smart Growth event focused on creating dialog around the on-boarding of the Mason Corridor and it's likely impacts on housing and livability.
Presentation created by Hinesville City Manager Billy Edwards to explain the city's budget preparation and execution process. This document was created in 2012.
The Mayor’s proposed budget was released April 14, 2014. In this powerpoint, Dr Greene analyzes the Mayor’s 2015 budget. Afterwards, residents learned how to most effectively speak about the need for good city services and improvements in your neighborhood.
This document was produced by the Community Budget Alliance (CBA). The CBA advocates for a values-based budget, especially: Equity, Increased community input, Transparency Accountability and Functionality. For more information please visit: http://onlinecpi.org/campaigns/community-budget-alliance/
1. CHAPTER 25CHAPTER 25
Counties, Towns, and Townships
• What are some differences among counties?
• How are county governments structured?
• What are the functions of counties?
• Which aspects of county government need
reform?
• How can we describe the governments of towns,
townships, and special districts?
2. CHAPTER 25CHAPTER 25
Counties
• A county is a major unit of local government in
most States.
• The function of counties varies from State to
State.
• They may share the functions of local
government or be the major units of government
for rural areas.
• Counties vary widely in area and population.
4. CHAPTER 25CHAPTER 25
The most common functions of counties are:
• to keep the peace and maintain jails and other
correctional facilities
• to asses property for taxes
• to collect taxes and spend county funds
• to build and repair roads, bridges, drains, and
other such public works
• to maintain schools
The Functions of Counties
5. CHAPTER 25CHAPTER 25
The Need for Reform
• Too many elected officials so that it is difficult for
citizens to form an informed vote and to find the
officials responsible for a given concern.
• Too many counties in some States make State
government difficult to manage.
6. CHAPTER 25CHAPTER 25
Towns, Townships, and Special Districts
• In New England and elsewhere, the town or township is a major
unit of local government and delivers most services.
• The main feature is the town or township meeting, which is open
to all of the town’s eligible voters. It meets regularly to levy taxes,
make spending and other policy decisions, and elect officers.
• Between town meetings, a small governing body manages the
town’s business.
• Special Districts also exist across the country. Most of them are
school districts.
• Special districts provide a service in a wider or smaller area than
is covered by a county or city.
7. CHAPTER 25CHAPTER 25
Section 1 Assessment
1. Which of the following is not true about counties?
(a) They are determined by population.
(b) They assess property values.
(c) They repair roads.
(d) They maintain schools.
2. What is the main type of special district?
(a) District of Columbia
(b) District court
(c) School district
(d) Township
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8. CHAPTER 25CHAPTER 25
Section 1 Assessment
1. Which of the following is not true about counties?
(a) They are determined by population.
(b) They assess property values.
(c) They repair roads.
(d) They maintain schools.
2. What is the main type of special district?
(a) District of Columbia
(b) District court
(c) School district
(d) Township
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9. CHAPTER 25CHAPTER 25
Cities and Metropolitan Areas
• What are the reasons for America’s shift from a
rural to an urban society?
• How are cities incorporated, and what is the
function of city charters?
• What are the major forms of city government?
• Why is city planning necessary?
• What challenges face the suburbs and
metropolitan areas?
10. CHAPTER 25CHAPTER 25
America’s Rural-Urban Shift
• In 1790, 5.1 percent of the population lived in cities.
• The Industrial Revolution caused many people to move to urban
centers.
• Farms became mechanized and fewer people grew more food.
• By 1900, two-fifths of the nation’s people lived in urban areas
• By 1920, more than half of the population were city dwellers.
• Today, over 75 percent live in cities and suburbs.
• Consequently, the strain on local governments to provide services
to their populations has grown.
11. CHAPTER 25CHAPTER 25
Incorporation and Charters
• Incorporation is the process by which a State
establishes a city as a legal body.
• A charter is the city’s basic law, its constitution.
15. CHAPTER 25CHAPTER 25
City Planning
Planning Growth
• Most cities have a planning
agency that consists of a
planning commission supported
by a professional staff.
• Most federal grant and loan
programs require a master plan
for future growth.
City Zoning
• Zoning is the practice of dividing
a city into districts and regulating
property uses.
• The three uses are generally
residential, commercial, and
industrial.
• Each zone is then subdivided.
Residential zones may be
subdivided into single-family, two
family, and multifamily units.
• Zoning may also determine height
and area limits for buildings.
• Zoning ordinances must be
reasonable.
16. CHAPTER 25CHAPTER 25
Municipal Functions
• Public Utilities
• Public Housing
• Parks and Recreation
• Building Codes
• Sanitation
• Police and Fire Protection
• Auditoriums and Sports Arenas
• School and Recreational Institutions
• Infrastructure Building and Maintenance
• Public Health Facilities
17. CHAPTER 25CHAPTER 25
Suburbs and Metropolitan Areas
The Suburb Boom
• More than half of all Americans
live in suburbs.
• Suburbs grew rapidly after World
War II.
• Americans wanted more room,
cheaper land, privacy, and less
pollution and congestion.
• Businesses moved to the
suburbs for cheaper land, lower
taxes, and a stable labor supply.
• The move to the suburbs made
many urban areas less financially
stable and socially inclusive.
Metropolitan Areas
• Some suburbs have difficulty
meeting the service needs of
their residents.
• Some metropolitan governments
have been created that annex
outlying areas.
• Special districts are created that
cross the boundaries of county
and city lines.
18. CHAPTER 25CHAPTER 25
Section 2 Assessment
1. What percentage of Americans live in cities and suburbs today?
(a) under 20 percent
(b) 50 percent
(c) 60 percent
(d) over 75 percent
2. Which is not one of the functions of municipalities?
(a) wastewater treatment
(b) creating State parks
(c) regulating traffic
(d) managing public housing
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19. CHAPTER 25CHAPTER 25
Section 2 Assessment
1. What percentage of Americans live in cities and suburbs today?
(a) under 20 percent
(b) 50 percent
(c) 60 percent
(d) over 75 percent
2. Which is not one of the functions of municipalities?
(a) wastewater treatment
(b) creating State parks
(c) regulating traffic
(d) managing public housing
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20. CHAPTER 25CHAPTER 25
Providing Important Functions
• Why do State governments have a major role in
providing important services?
• What types of services do State and local
governments provide?
• Why do the amount and types of services
available to citizens vary greatly from State to
State?
21. CHAPTER 25CHAPTER 25
State Government’s Role
• The U.S. Constitution reserves to the States all
the powers not expressly delegated to Congress
and not specifically denied to the States.
• State responsibilities are to “establish Justice,
ensure domestic Tranquility, provide for the
common defense, promote the general Welfare,
and secure the Blessings of Liberty.”
23. CHAPTER 25CHAPTER 25
Variations in Services
• State and local
governments vary in
the amount and types
of services they offer
according to the
degree of
urbanization.
• They also vary
according to physical
geography (energy
supplies, agricultural
resources, and
proximity to
transportation
networks and major
markets).
24. CHAPTER 25CHAPTER 25
Section 3 Assessment
1. What is the major category of State and local spending?
(a) public safety
(b) highways
(c) natural resources
(d) education
2. State budgets vary according to
(a) the U.S. Congress.
(b) shield law.
(c) urbanization and physical geography.
(d) common law.
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25. CHAPTER 25CHAPTER 25
Section 3 Assessment
1. What is the major category of State and local spending?
(a) public safety
(b) highways
(c) natural resources
(d) education
2. State budgets vary according to
(a) the U.S. Congress.
(b) shield law.
(c) urbanization and physical geography.
(d) common law.
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26. CHAPTER 25CHAPTER 25
Financing State and Local Government
• What are the major Federal and State limits on
raising revenue?
• What are the four principles of sound taxation?
• What are the major tax and nontax sources of
State and local revenue?
• How can we describe the State budget process?
27. CHAPTER 25CHAPTER 25
Limits on Raising Revenue
• interstate and foreign
commerce
• the Federal Government and
its agencies
• any unfairly imposed or
administered tax
• taxes that require confiscated
property
• taxes imposed for other than
public purposes
• Most constitutions create tax-
exempt groups.
• State codes often set
maximum rates for levies.
• Some taxes are prohibited.
Federal Limitations
States cannot raise revenue
from:
State Limitations
State constitutions limit the State
and local taxing powers.
28. CHAPTER 25CHAPTER 25
The Principles of Sound Taxation
• Subjects contribute in proportion to their
abilities.
• Taxes are certain and not arbitrary.
• Taxes are levied at a time and in a manner
convenient to the contributor.
• Taxes should not take much more money from
the people than government needs.
30. CHAPTER 25CHAPTER 25
The Budget Process
• Each agency prepares estimates of its needs for the upcoming
year.
• Estimates are reviewed by an executive budget agency.
• The revised estimates and supporting information are presented
as the governor’s budget.
• The budget is considered part by part, funds are appropriated, and
revenue measures passed by the legislature.
• The governor supervises the execution of the budget approved by
the legislature.
• The execution of the budget is checked independently by
auditors.
31. CHAPTER 25CHAPTER 25
Section 4 Assessment
1. The Federal Government does not allow States to tax
(a) interstate commerce.
(b) the sale of food.
(c) property.
(d) income.
2. What is the major source of state and local revenue?
(a) individual income tax
(b) property tax
(c) corporate income tax
(d) sales tax
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32. CHAPTER 25CHAPTER 25
Section 4 Assessment
1. The Federal Government does not allow States to tax
(a) interstate commerce.
(b) the sale of food.
(c) property.
(d) income.
2. What is the major source of state and local revenue?
(a) individual income tax
(b) property tax
(c) corporate income tax
(d) sales tax
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