This document discusses theories of public administration and organization. It defines key concepts like institutions, organizations, and bureaucracy. It also discusses different models of government, including federalism and unitary systems. A major focus is on decentralization and local autonomy. Decentralization involves transferring authority and responsibilities from central governments to lower levels like regional or local governments. This can take different forms such as deconcentration, delegation, or devolution. The document also examines fiscal decentralization and assigning tax responsibilities between central and subnational governments.
A nation-state, in the most specific sense, is a country where a distinct cultural or ethnic group inhabits a territory and has formed a state that it predominantly governs.
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Herramienta de diagnóstico de organizaciones en un marco de autogestión, que aplica las mismas leyes funcionales que describen la viabilidad de los sistemas biológicos. Jerarquías subsidiarias, autogestión a todos los niveles y adaptación a un entorno que cambia rápidamente, son algunas de sus características. Ha sido utilizado con gran éxito desde su descubrimiento, hecho por Stafford Beer en la década de los '70.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
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As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
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Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 4
GOVERNMENT INSTITUTION
1. THE THEORY OF PUBLIC
ADMINISTRATION
Linkage Master Programmes
g g
Double Degree FIA-UNIBRAW and Japanese Universities
Universitas Brawijaya
Lecturer : Prof. Dr. Ir. Ginandjar Kartasasmita
jgkar@cbn.net.id
www.ginandjar.com
g j
Assistant Professor : Dr.Ir. Deddy S. Bratakusumah, BE, MURP, M.Sc.
deddys@bappenas.go.id
3. INSTITUTION
INSTITUTIONS ARE STRUCTURES AND
MECHANISMS OF SOCIAL ORDER AND
COOPERATION GOVERNING THE
BEHAVIOR OF TWO OR MORE
INDIVIDUALS.
INSTITUTION IS COMMONLY APPLIED TO
CUSTOMS AND BEHAVIOR PATTERNS
IMPORTANT TO A SOCIETY, AS WELL AS
TO PARTICULAR FORMAL ORGANIZATIONS
OF GOVERNMENT AND PUBLIC SERVICE
SERVICE.
(WIKIPEDIA, 2006)
3
4. INSTITUTION
THE ELEMENTS OF INSTITUTION ARE:
1. VALUE,
2. STRUCTURE,
,
3. PROCESS
4
5. ORGANIZATION
THE STRUCTURE OF AUTHORITATIVE
AND HABITUAL PERSONAL
INTERRELATIONS IN AN
ADMINISTRATIVE SYSTEM
(WALDO, 1955)
5
7. ORGANIZATION CHARACTERISTICS
1. DIVISIONS OF LABOR, POWER, AND
COMMUNICATION RESPONSIBILITIES,
DIVISIONS WHICH ARE NOT RANDOM OR
TRADITIONALLY PATTERNED, BUT
DELIBERATELY PLANNED TO ENHANCE THE
REALIZATION OF SPECIFIC GOALS,
2. THE PRESENCE OF ONE OR MORE POWER
CENTERS WHICH CONTROL THE CONCERTED
EFFORTS OF THE ORGANIZATION AND DIRECT
THEM TOWARD ITS GOALS; THESE POWER
CENTERS ALSO MUST STRUCTURE, WHERE
NECESSARY TO INCREASE ITS EFFICIENCY
NECESSARY, EFFICIENCY,
7
8. ORGANIZATION CHARACTERISTICS
3. SUBSTITUTION OF PERSONNEL, i.e,
UNSATISFACTORY PERSONS CAN BE
REMOVED AND OTHERS ASSIGN THEIR
TASKS.
TASKS THE ORGANIZATION CAN ALSO
RECOMBINE ITS PERSONNEL THROUGH
TRANSFER AND PROMOTION.
(ETZIONI, 1961)
8
9. ORGANIZATION THEORIES
1. THE STRUCTURE OF AN ORGANIZATION
AFFECTS ITS BEHAVIOR,
2. THE STRUCTURE OF AN ORGANIZATION
AFFECTS THE BEHAVIOR OF ITS WORKERS,
C S O O S O S
PARTICIPANTS, AND PERHAPS EVEN CASUAL
MEMBERS
MEMBERS,
3. ORGANIZATIONAL PROCESSES ALSO AFFECT
ORGANIZATIONAL AND INDIVIDUAL
BEHAVIOR,
9
10. ORGANIZATION THEORIES
4. ORGANIZATIONS CAN BE RATIONALLY (OR
SCIENTIFICALLY) DESIGNED STRUCTURALLY
)
AND PROCEDURALLY TO ACHIEVE THEIR
GOALS IN AN EFFECTIVE AND EFFICIENT
MANNER
MANNER,
5. ORGANIZATIONS CAN USEFULLY BE
CONCEPTUALIZED AS SYSTEMS THAT
RESPOND TO AND AFFECT THEIR
ENVIRONMENTS AND SEEK TO GAIN
INFORMATION ABOUT THE EFFICACY OF
THOSE RESPONSES
10
11. ORGANIZATION THEORIES
6. ORGANIZATIONS MAY HAVE CULTURES THAT
PARTIALLY DEFINE HOW THEIR MEMBERS
CONCEPTUALIZE ORGANIZATIONAL
ACTIVITY AND THE ENVIRONMENT
(MARCH, 1965)
11
12. ORGANIZATION THEORIES
IN GENERAL, ORGANIZATIONAL THEORY IS
“GENERIC” IN THE SENSE THAT IT DOES
NOT MAKE DISTINCTIONS BETWEEN PUBLIC
AND PRIVATE ORGANIZATIONS
ALL ORGANIZATIONS SHARE SOME
CHARACTERISTICS, AND NEARLY ALL
SIGNIFICANT ONES ARE REGULATED BY
GOVERNMENTS IN ONE WAY OR ANOTHER
(
(BOZEMAN, 1987)
, )
12
13. PUBLIC ORGANIZATION
PUBLIC SECTOR (OR GOVERNMENTAL)
ORGANIZATIONS FACE LEGAL-
CONSTITUTIONAL. POLITICAL. AND
MARKET CONDITIONS THAT DISTINGUISH
THEM FROM MOST PRIVATE
ORGANIZATIONS
(ROSENBLOOM & KRAVCHUCK, 2005)
KRAVCHUCK
13
15. WHAT IS BUREAUCRACY?
LITERALLY,
LITERALLY RULE BY OFFICIALS; THE
ADMINISTRATIVE MACHINERY OF THE
STATE OR, MORE BROADLY, A RATIONAL
AND RULE-GOVERNED MODE OF
ORGANIZATION
(HEYWOOD, 2002)
15
16. BUREAUCRACY CONCEPTS
1. SPECIALIZED JURISDICTIONS, OFFICES,
AND TASKS THAT IS, A DIVISION OF
TASKS, IS
LABOR AND AUTHORITY REGARDING THE
ACHIEVEMENT OF THE ORGANIZATION’S
GOALS,
2. A HIERARCHY OF AUTHORITY TO
COORDINATE THE ACTIVITIES OF THE
SPECIALIZED OFFICES AND INTEGRATE
THEIR JURISDICTIONAL AUTHORITY
16
17. BUREAUCRACY CONCEPTS
3.
3 A CAREER STRUCTURE IN WHICH
INDIVIDUAL EMPLOYEES OF THE
BUREAUCRATIC ORGANIZATION MOVE
THROUGH VARIOUS SPECIALIZATIONS
AND RANKS. MOVEMENT IS BASED ON
MERIT AND/OR SENIORITY
17
18. BUREAUCRACY CONCEPTS
4. A BUREAUCRATIC STRUCTURE THAT
TENDS TO BE PERMANENT. IT REMAIN
PERMANENT
INTACT REGARDLESS OF THE FLOW OF
MEMBERS IN AND OUT OF IT. SOCIETY
BECOMES DEPENDENT ON THE
BUREAUCRACY’S FUNCTIONING TO THE
EXTENT THAT CHAOS RESULTS IF IT IS
DESTROYED,
5.
5 BY IMPLICATION, BUREAUCRACIES ARE
IMPLICATION
LARGE ORGANIZATIONS.
(
(WEBER, 1947)
, )
18
22. IGR CONCERN
INTERGOVERNMENTAL RELATION
WERE THUS CONCERNED WITH
POLICY, THAT IS, WITH
, ,
CHOOSING COURSES OF ACTION
AND ASSESING THEIR PRACTICAL
EFFECTS
(WRIGHT, 1988)
22
24. FEDERAL STATES
CENTRAL /
FEDERAL
GOVERNMENT
CHECKS AND SOVEREIGNITY (SEPARATE
(
BALANCES SPHERES OF
CONSTITUTIONAL
AUTONOMY)
PROVINCIAL /
STATE
GOVERNMENT
(ADAPTED FROM HEYWOOD 2002)
24
25. FEDERALISM
A TERRITORIAL DISTRIBUTION OF
POWER BASED ON THE SHARING OF
SOVEREIGNITY BETWEEN CENTRAL
(NATIONAL) AND PERIPHERAL ONES
25
26. UNITARY STATES
SOVEREIGNITY
CENTRAL (CONSTITUTIONAL
GOVERNMENT SUPREMACY))
DEVOLVED /
REGIONAL BODIES
LOCAL
GOVERNMENT
(ADAPTED FROM HEYWOOD 2002)
26
29. WHAT IS DECENTRALIZATION?
DECENTRALIZATION IS THE TRANSFER OF
AUTHORITY AND RESPONSIBILITY FOR PUBLIC
FUNCTIONS FROM THE CENTRAL
GOVERNMENT TO SUBORDINATE OR QUASI-
INDEPENDENT GOVERNMENT
ORGANIZATIONS AND/OR THE PRIVATE
SECTOR
(WORLD BANK, 2001)
29
30. WHAT IS DECENTRALIZATION?
DECENTRALIZATION IS THE EXPANSION OF
LOCAL AUTONOMY THROUGH THE TRANSFER
OF POWERS AND RESPONSIBILITIES AWAY
FROM NATIONAL BODY
(HEYWOOD,
(HEYWOOD 2002)
30
31. THE REASONS
ONE OF THE MOST CRUCIAL AND RECURRING
DEBATS IN THE DEVELOPING WORLD IS
ABOUT THE DEGREE OF CONTROL THAT
CENTRAL GOVERNMENTS CAN AND SHOULD
HAVE OVER DEVELOPMENT PLANNING AND
ADMINISTRATION
(CHEEMA AND RONDINELLI, 1984)
31
32. THE REASONS
IMPROVE EFFICIENCY - BASIS FOR
REGIONAL AND LOCAL GOVERNMENT
ROLE:
1. BETTER MATCH BETWEEN SERVICE
PROVISION AND VOTER PREFERENCES
2. BETTER ACCOUNTABILITY THROUGH CLOSER
LINKAGES OF BENEFITS WITH COSTS
3. INCREASED MOBILIZATION OF LOCAL
REVENUES
4. BETTER PARTICIPATION OF CLIENTS IN
SELECTION OF OUTPUT MIX
(GERVAIS,
(GERVAIS 1999)
32
33. TYPES OF DECENTRALIZATION
DECENTRALIZATION INCLUDE
INCLUDE:
1. POLITICAL
2. ADMINISTRATIVE
3. FISCAL
4. MARKET
33
34. POLITICAL DECENTRALIZATION
POLITICAL DECENTRALIZATION AIMS
TO GIVE CITIZENS OR THEIR ELECTED
REPRESENTATIVES MORE POWER IN
PUBLIC DECISION MAKING
DECISION-MAKING
(WORLD BANK, 2001)
34
35. FISCAL DECENTRALIZATION
FISCAL DECENTRALIZATION INVOLVES
SHIFTING SOME RESPONSIBILITIES FOR
EXPENDITURES AND/OR REVENUES TO
LOWER LEVELS OF GOVERNMENT
THE IMPORTANT IS:
THE EXTENT TO WHICH LOCAL ENTITIES ARE
GIVEN AUTONOMY TO DETERMINE THE
ALLOCATION OF THEIR EXPENDITURE
(WORLD BANK, 2001)
35
36. ADMINISTRATIVE DECENTRALIZATION
ADMINISTRATIVE DECENTRALIZATION
SEEKS TO REDISTRIBUTE AUTHORITY,
RESPONSIBILITY AND FINANCIAL
RESOURCES FOR PROVIDING PUBLIC
SERVICES AMONG DIFFERENT LEVELS OF
GOVERNMENT
(WORLD BANK, 2001)
36
37. ECONOMIC OR MARKET
DECENTRALIZATION
ECONOMIC OR MARKET DECENTRALIZATION
WILL INCLUDE PRIVATIZATION AND
DEREGULATION THEY SHIFT RESPONSIBILITY
DEREGULATION.
FOR FUNCTIONS FROM THE PUBLIC TO THE
PRIVATE SECTOR
(WORLD BANK, 2001)
37
38. FORMS OF DECENTRALIZATION
FORMS OF DECENTRALIZATION INCLUDE:
1.
1 DECONCENTRATION
2. DELEGATION TO SEMI-
AUTONOMOUS AGENCIES
3. DEVOLUTION TO LOCAL
GOVERNMENT
4.
4 TRANSFER OF FUNCTIONS FROM
PUBLIC TO NONGOVERNMENT
INSTITUITION
(CHEEMA & RONDINELLI, 1984)
38
39. DECONCENTRATION
DECONCENTRATION INVOLVES THE
REDISTRIBUTION OF ADMINISTRATIVE
RESPONSIBILITIES ONLY WITHIN THE
CENTRAL GOVERNMENT
(CHEEMA & RONDINELLI 1984)
RONDINELLI,
39
40. DELEGATION TO SEMI-AUTONOMOUS
AGENCIES
ANOTHER FORM OF DECENTRALIZATION IS
THE DELEGATION OF DECISION-MAKING
AND MANAGEMENT AUTHORITY FOR
SPECIFIC FUNCTIONS TO ORGANIZATIONS
THAT ARE NOT UNDER THE DIRECT
CONTROL OF CENTRAL GOVERNMENT
MINISTRIES
(CHEEMA & RONDINELLI, 1984)
40
41. DEVOLUTION TO LOCAL GOVERNMENT
ANOTHER FORM OF DECENTRALIZATION
SEEKS TO CREATE OR STRENGTHEN
INDEPENDENT LEVELS OR UNITS OF
GOVERNMENT THROUGH DEVOLUTION OF
FUNCTION AND AUTHORITY
(CHEEMA & RONDINELLI, 1984)
41
42. TRANSFER OF FUNCTIONS FROM PUBLIC
TO NON-GOVERNMENT INSTITUITION
DECENTRALIZATION TAKES PLACE IN MANY
COUNTRIES THROUGH THE TRANSFER OF
SOME PLANNING AND ADMINISTRATIVE
RESPONSIBILITY,
RESPONSIBILITY OR OF PUBLIC
FUNCTIONS, FROM GOVERNMENT TO
VOLUNTARY, PRIVATE, OR NON-
NON
GOVERNMENT INSTITUTIONS
(C
(CHEEMA & RONDINELLI, 1984)
O , 98 )
42
43. WHAT IS LOCAL AUTONOMY?
LOCAL GOVERNMENT CAN BE SAID TO BE
AUTONOMOUS IF THEY ENJOY A SUBSTANTIAL
DEGREE OF INDEPENDENCE, ALTHOUGH
INDEPENDENCE
AUTONOMY IN THIS CONNECTION IS
SOMETIMES TAKEN TO IMPLY A HIGH
MEASURE OF SELF-GOVERNMENT, RATHER
THAN SOVEREIGN INDEPENDENCE
(ADAPTED FROM HEYWOOD, 2002)
43
45. DECENTRALIZATION OF
SPENDING
EFFICIENCY IN ALLOCATION OF RESOURCES
IS BEST SERVED BY ASSIGNING
RESPONSIBILITY FOR EACH TYPE OF PUBLIC
EXPENDITURE TO THE LEVEL OF
GOVERNMENT THAT MOST CLOSELY
REPRESENTS THE BENEFICIARIES OF THESE
OUTLAYS
(TER-MINASSIAN, 1997)
45
46. CENTRALIZED PROVISION
FOR CENTRALIZED PROVISION CAN BE MADE
–AT LEAST ON ALLOCATIVE GROUNDS- ONLY
FOR NATIONAL PUBLIC GOODS THAT IS,
GOODS, IS
GOODS WHOSE BENEFITS EXTEND NATION
WIDE OR WHOSE PROVISION IS SUBJECT TO
SUBSTANTIAL ECONOMIES OF SCALE
(TER-MINASSIAN, 1997)
46
47. REVENUE-RAISING
REVENUE RAISING
RESPONSIBILITY
BY SEPARATING SPENDING AUTHORITY FROM
REVENUE-RAISING RESPONSIBILITIES, THESE
ARRANGEMENTS OBSCURE THE LINK
BETWEEN THE BENEFITS OF PUBLIC
EXPENDITURES AND THEIR PRICE, NAMELY,
THE TAXES LEVIED TO FINACE THEM. THUS
THEY DO NOT PROMOTE FISCAL
RESPONSIBILITY IN SUBNATIONAL
POLITICIANS AND THEIR ELECTORATE
(TER-MINASSIAN, 1997)
47
48. CENTRAL GOVERNMENT TAX
ASSIGNMENT
CENTRAL GOVERNMENT SHOULD BE
ASSIGNED TAXES THAT HAVE CERTAIN
CHARACTERISTICS:
1. THEY ARE LEVIED ON THE MOBILE TAXE
BASE,
2. THEY ARE MORE SENSITIVE TO CHANGES
IN INCOME THAT IS, THEY HAVE HIGHER
INCOME, IS
INCOME ELASTICITY,
3.
3 THEY ARE LEVIED ON TAX BASES THAT ARE
DISTRIBUTED UNEVENLY ACROSS REGION
(TER-MINASSIAN, 1997)
48
49. SUBNATIONAL TAX
SUBNATIONAL TAX CHARACTERISTICS
1.
1 THE TAX BASE SHOULD BE RELATIVELY
IMMOBILE, TO ALLOW LOCAL AUTHORITIES
SOME LEEWAY IN VARYING RATES WITHOUT
LOSING MOST OF THEIR TAX BASE
BASE,
2. THE TAX YIELD SHOULD BE ADEQUATE TO
MEET LOCAL NEEDS AND SUFFICIENTLY
BOUYANT OVER TIME (THAT IS, IT SHOULD
EXPAND AT LEAST AS FAST AS
EXPENDITURES)
3. THE TAX YIELD SHOULD BE RELATIVELY
STABLE AND PREDICTABLE OVER TIME
49
50. SUBNATIONAL TAX
4. IT SHOULD NOT BE POSSIBLE TO EXPORT
MUCH, IF ANY, OF THE TAX BURDEN TO NON-
RESIDENTS
5. THE TAX BASE SHOULD BE VISIBLE, TO
ENSURE ACCOUNTABILITY
6. THE TAX SHOULD BE PERCEIVED TO BE
REASONABLY FAIR BY TAXPAYERS
7. THE TAX SHOULD BE RELATIVELY EASY TO
ADMINISTER EFFICIENTLY AND EFFECTIVELY
(BIRD & VAILLANCOURT, 1998)
50
51. INTERGOVERNMENTAL TRANSFER
SINCE MOST MAJOR TAXES ARE TYPICALLY
ASSIGNED TO THE CENTRAL GOVERNMENT,
WHILE SUBSTANTIAL AND GROWING
EXPENDITURE RESPONSIBILITIES ARE
DEVOLVED TO REGIONAL AND LOCAL
GOVERNMENTS, SIZEABLE VERTICAL
,
IMBALANCES EMERGE AT THE SUBNATIONAL
GOVERNMENT LEVEL
51
52. INTERGOVERNMENTAL TRANSFER
THERE ARE ALSO HORIZONTAL IMBALANCES
IMBALANCES,
BECAUSE THE CAPACITY TO RAISE OWN
REVENUES DIFFERS ACROSS JURISDICTIONS, ,
DEPENDING ON THE DISTRIBUTION OF THEIR
ASSIGNED TAX BASES, AND ALSO BECAUSE
DIFFERENT REGIONS MAY FACE DIFFERENT
COSTS AND DEMAND PRESSURES IN MEETING
THEIR ASSIGNED EXPENDITURE
RESPONSIBILITIES
52
53. INTERGOVERNMENTAL TRANSFER
THESE IMBALANCES MUST BE ADDRESSED
THROUGH INTERGOVERNMENTAL TRANSFERS,
OR BORROWING BY DEFICIT JURISDICTIONS,
,
OR A COMBINATION OF THE TWO
(TER-MINASSIAN, 1997)
53
54. LOCAL FINANCE IN INDONESIA
SOURCES
LOCAL REVENUES EQUITY FUND OTHERS
LOCAL TAXES
SHARING REVENUES GIFT
RETRIBUTIONS GENERAL EMERGENCY FUND
ALLOCATED FUND
REVENUES FROM
LOCAL ASSETS LOAN
SPECIAL ALLOCATED
FUND
OTHERS
54