Local government finances and financial management in Tanzania

This report provides baseline data on local government finance and financial management in six councils in Tanzania: Bagamoyo District Council, Ilala Municipal Council, Iringa DC, Kilosa DC, Moshi DC, and Mwanza City Council. The data cover the period 2000-2003 and represent a reference point for the situation in the six councils with respect to various dimensions of local government finance and financial management in this period. The following themes are covered by the study: (a) the degree of fiscal autonomy; (b) methods of revenue collection; (c) financial management, including budgeting, accounting and auditing; (d) transparency in fiscal and financial affairs; and (e) tax compliance and fiscal corruption. In essence, a small, common database has been developed for all the case councils.Public finance Local government Financial management Tanzania

Report from the Controller and Auditor-General, Water and Roads: funding and management challenges

The Office of the Auditor-General has investigated the state of the infrastructure, the maintenance done by local authorities, and what is needed to ensure the provision of roads and the “three waters” (water supply, wastewater, and stormwater) in the future. Introduction A key responsibility of local authorities is the management of infrastructure delivering essential services: roads and the “three waters” (water supply, wastewater, and stormwater). In New Zealand these assets are collectively worth more than $100 billion. The Office analysed the asset management practices of 31 selected local authorities that between them own 74 percent of local authority property, plant, and equipment assets nationwide

The Living Wage

Book review of : The Living Wage, Donald Hirsch and Laura Valadez-Martinez. Agenda Publishing, Newcastle upon Tyne, 2017. ISBN 978-1-911116-46-

Competition, Cooperation, and Local Government

Inspired by the best-selling "Reinventing Government", governments at all levels have decentralized programs and services and introduced market-based competition into operations. The goal of decentralization and privatization is to enhance civic participation and harness the market efficiencies that competition can offer.Decentralization and competition have certainly led to efficiencies and innovation. However, as Mildred Warner argues in her chapter in "Challenges for Rural America in the Twenty-First Century", many rural communities with limited resources have been overwhelmed by this new focus on market competition and decentralization.These two forces have reduced small local governments' ability to produce and deliver services, administer municipal functions, and plan and execute strategies for further development. The pressures risk exacerbating inequality between rural and urban areas as rural governments with limited means fall even farther behind wealthier communities that can compete more successfully for development, tax base, and contracts with private-sector service providers.This issue brief is a joint product of the Rural Sociological Society and the National Coalition for Rural Entrepreneurship, a collaboration of four Regional Rural Development Centers: The Northeast Regional Center for Rural Development, the Southern Rural Development Center, the North Central Regional Center for Rural Development, and the Western Rural Development Center. Funding was also made available from the Ford Foundation.This brief is part of a policy brief series by the Rural Sociological Society and the Regional Rural Development Centers that stresses the importance of community collective action and developing the capacity of people and organizations to meet the community's needsThe Rural Sociological Society and the Regional Rural Development Centers creates new Public Policy Issue Brief series based on its recent book, "Challenges for Rural America in the Twenty-First Century".The briefs synthesize the context and substance of important issues raised in the book and address alternative policy options, with the goal of bringing important research to the policy community

Internationalisation Local Government in the Era of Bureaucracy Reform

Deteriorating performance of the bureaucracy in Indonesia are pessimistic effect on the readiness of the government apparatus to compete in the global dynamics that are supposed to give a greater role for the establishment of bureaucratic reform. In relation to the governance reform is this relevant to the status of local government administration in order to improve the efficiency, effectiveness, and accountability of public sector absolutely must be supported by the implementation of regional autonomy to the maximum capacity and the role of regional resources to proactively explore the potential of the area. Deal with situations and conditions as well as changes in the global dynamics of each area encourages restructuring, revitalization and recreation of as part of regional efforts to create competitive advantage in the era of global competition towards the global learning organization (Marquads and Reynolds, 1994). The occurrence of global democracy as artikuliasi a paradigmatic shift of thinking related to regional autonomy and representation deglobalization liberalization of local government that provides more space for the area to build their regional response observed and utilize current global environmental change, which is based on the ability of local governments to utilize intangible assets in the form of concept, competence and connection (Kanter, 1995)

WORKSHOP ON LOCAL GOVERNMENT

Public Economics,

Local Government Website Updated Report Card

In 2017, the Buffalo Niagara Coalition for Open Government evaluated the websites of sixteen municipalities in Erie and Niagara County

ANALISIS PENGUKURAN KINERJA KEUANGAN PEMERINTAH DAERAH TAPAL KUDA DI JAWA TIMUR DITINJAU DARI SEGI EFISIENSI DAN EFEKTIFITAS

This research is a case study on horseshoe Local Government in East Java under the title "Analysis of Financial Performance Measurement In Local Government horseshoe East Java Based View of Efficiency and Effectiveness" Peneliltian aim is to describe and evaluate the financial performance of horseshoe Pemmerintah Region in East Java. This study discusses Budget Regional Budget Revenues 2001 to 2005. The analytical tool used to determine the financial performance of the region by using financial ratio analysis area is, the ratio of Efficiency and Effectiveness Ratio. Results of calculating the ratio of effectiveness and government efficiency ratio horseshoe each annual average of 134.29% and 2.5% for the Regional Government of Gresik, 129.70% and 2.5% for Local Government of Sidoarjo, 148.88% and 2 , 7% for administration of Pasuruan, 140% and 1.7% for the Regional Government of Probolinggo, 121.41% and 1.6% for the administration of Jember, 148.35% and 1.7% for Local Government Situbondo, 152.63% and 1 , 0% for local government Bondowoso and 133% and 1.6% for the regional government of Banyuwangi. While the average ratio of government effectiveness and efficiency ratios horseshoe of 138.60% and 1.9%. Average per year of development effectiveness and efficiency ratios, respectively for the local government of Gresik (0.06%) and 0.02%, to Local Government of Sidoarjo by (0.08%) and 0.01%, to government Pasuruan by (0.08%) and 0.02%, to local government amounted to 0.06% and Probolinggo (0.05%), to local government amounted Jember (0.17%) and (0.02%), to local government Situbondo 0.02% and 0.1%, to local government amounted Bondowoso (0.05%) and (0.02%) to the local government of Banyuwangi (0.05%) and 0.04%. The result of the above calculation can be concluded that the local government has effective financial performance is the Government of Pasuruan, Probolinggo Local Government, Local Government and Local Government Situbondo Bondowoso. Governments that have an efficient financial performance is the Government of Probolinggo, Jember Government, Local Government Situbondo, Local Government and Local Government Bondowoso Banyuwangi. The average ratio of the effectiveness of local government development horseshoe tend to show negative values. Means that the local government horseshoe can not maintain or enhance the development effectiveness ratio. The average efficiency ratio of local government development horseshoe also tended to show positive values. Means that the local government horseshoe to maintain or improve development efficiency ratio. Based on the description above, the writer can suggest a horseshoe local governments should reduce to a minimum fee revenue collection, maintaining the level of efficiency and effectiveness and to optimize its potential