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Local Government Primer
LOCAL GOVERNMENT PRIMER Alaska Municipal League Alaskan Local Government Primer Alaska Municipal League The Alaska Municipal League (AML) is a voluntary, Table of Contents nonprofit, nonpartisan, statewide organization of 163 cities, boroughs, and unified municipalities, Purpose of Primer............ Page 3 representing over 97 percent of Alaska's residents. Originally organized in 1950, the League of Alaska Cities............................Pages 4-5 Cities became the Alaska Municipal League in 1962 when boroughs joined the League. Boroughs......................Pages 6-9 The mission of the Alaska Municipal League is to: Senior Tax Exemption......Page 10 1. Represent the unified voice of Alaska's local Revenue Sharing.............Page 11 governments to successfully influence state and federal decision making. 2. Build consensus and partnerships to address Alaska's Challenges, and Important Local Government Facts: 3. Provide training and joint services to strengthen ♦ Mill rates are calculated by directing the Alaska's local governments. governing body to determine the budget requirements and identifying all revenue sources. Alaska Conference of Mayors After the budget amount is reduced by subtracting revenue sources, the residual is the amount ACoM is the parent organization of the Alaska Mu- required to be raised by the property tax.That nicipal League. The ACoM and AML work together amount is divided by the total assessed value and to form a municipal consensus on statewide and the result is identified as a “mill rate”. A “mill” is federal issues facing Alaskan local governments. 1/1000 of a dollar, so the mill rate simply states the amount of tax to be charged per $1,000 of The purpose of the Alaska Conference of Mayors assessed value. -
Council-Manager Form of Government
OVERVIEW OF CITY ORGANIZATION COUNCIL-MANAGER FORM OF GOVERNMENT Dallas’ government has changed and grown - from a mayor and six aldermen, to a commission with a mayor and four commissioners elected at-large, to the present council-manager system that has been in place since 1931. Originally, the council was composed of nine members and the mayor, who was elected by council vote. In 1951, the eight council members and mayor were all elected at- large. The structure changed again in 1968 to 10 council members and the mayor, who were all elected at-large, but eight council members represented specific districts. Later, in 1979, eight council members were elected from single-member districts with two council members and the mayor elected at-large. Our current system began in 1991 with 14 council members elected from single-member districts and a mayor elected at-large. The mayor is elected for four years, and council members are elected for two-year terms. Council members can serve up to four consecutive two-year terms. A mayor’s term is limited to two consecutive four-year terms. Council-manager government combines citizen input-through elected council members- with the professional training and experience of a city manager. The City’s organization under this plan is similar to that of a corporation. The mayor and city council serve as the equivalent of a board of directors. They set the public agenda, adopt policy and laws and appoint the city manager, city auditor, city attorney, and city secretary. In Dallas, the manager oversees City operations with an executive team of assistant city managers, each responsible for various departments. -
DESIGNING INCLUSIVE and ACCOUNTABLE LOCAL DEMOCRATIC INSTITUTIONS a Practitioner’S Guide
Regional Initiative – Local Democracy in Asia DESIGNING INCLUSIVE AND ACCOUNTABLE LOCAL DEMOCRATIC INSTITUTIONS A Practitioner’s Guide United Nations Development Programme Regional Initiative – Local Democracy in Asia DESIGNING INCLUSIVE AND ACCOUNTABLE LOCAL DEMOCRATIC INSTITUTIONS A Practitioner’s Guide United Nations Development Programme Photos: p. 9: UNOPS/Marie Frechon 2005. All other photos courtesy of UNDP. Design and layout: Keen Media (Thailand) Co., Ltd. Copyright © 2008 UNDP United Nations Development Programme UNDP Regional Centre in Bangkok Democratic Governance Practice Team United Nations Service Building Rajdamnern Nok Avenue Bangkok 10200 Thailand http://regionalcentrebangkok.undp.or.th ISBN: 978-974-04-9375-4 Foreword I am happy that the UNDP Regional Centre Bangkok has developed this Practitioner’s Guide to Designing Inclusive and Accountable Local Democratic Institutions. Devolution of powers to local governments is the most sweeping reform in governance worldwide, particularly over the past two decades. Yet, compared to reforms in liberalization of markets and removal of trade barriers, it is rarely in the public eye. Local government design presents a host of unique challenges to policy makers. The building blocks of good local governance are many, not least an effective approach to ensure that women and marginalized groups are true partners. These systems ought to go beyond merely providing an opportunity for the voices of poor and marginalized to be heard, but must pro-actively encourage them to do so. Enabling large numbers of ordinary people to compete in elections ought to irreversibly strengthen the foundations of democracy and constitutes the best antidote to the increasing tendency to show disinterest in government. -
Capital City Downtown Community Revitalization Levy – Revised Boundary and Revenue Forecasts
6. 2. That Mayor S. Mandel, on behalf of Capital City City Council, make an application to 2 the Provincial Government Downtown requesting designation of the Capital City Downtown Community Community Revitalization Levy in a regulation. Revitalization Levy Report Revised Boundary and Revenue Forecasts On October 17, 2012, Administration provided a Downtown Arena Update to City Council that included information Recommendations: clarifying the application of a Community Revitalization Levy to fund specific City- 1. That the revised proposed boundary led Catalyst Projects, including the of the Capital City Downtown arena and related infrastructure. Community Revitalization Levy area as shown in Attachment 1 of the Administration indicated that it was not March 5, 2013, Sustainable the intent to dedicate any increase in Development report 2013SHE012, municipal and education property tax be approved. revenue that would accrue naturally 2. That Mayor S. Mandel, on behalf of through the appreciation of already City Council, send a revised existing fully developed property to pay application to the Provincial for Catalyst projects. The presentation Government requesting designation pointed out that the increase in revenue of the Capital City Downtown that is generated by the inflationary Community Revitalization Levy by appreciation of existing properties is way of regulation. essential to the City’s ability to continue to deliver programs and services to the Report Summary entire City. This report provides an update on progress towards completion of the Administration has been engaged in Capital City Downtown Community discussions with the Province about the Revitalization Levy and provides proposed Capital City Downtown direction on the next steps. -
So You Want to Be an Elected Official
So you want to be an elected official... Practical information for people running for office in Washington’s cities and towns Introduction Why are you running for election to a local office? This is a question that every candidate will be asked – and a question that every candidate must carefully consider. Most often, people run for office because they are deeply committed to their city or town and want to influence the community’s direction. At times, people run because they are passionate about a single issue or problem. A single controversy – such as a land use or zoning decision – could dominate an entire election campaign. But once the election is over, things change. Candidates who have won an election based on their position on a single issue soon discover that they are responsible for a much broader array of challenges. The platform they ran on may not even be on the council’s agenda. Getting it placed there will only be possible if they are willing and able to work cooperatively with other members of the council, many of whom will have their own issues to champion. In order to be effective, elected officials must work as part of a team to establish a shared vision for the future, develop goals and plans that make that future possible, and work with their colleagues and constituents to enact the local policies and laws that will ultimately lead to accomplishment. Holding a public office is an act of service to the public – that is, service to all the residents of a city or town, not just those who share your views or those who voted for you. -
Charter and Related Laws
CHARTER AND RELATED LAWS PART A - CHARTER LAWS CHARTER OF THE CITY OF JACKSONVILLE, FLORIDA ARTICLE 5. - THE COUNCIL Section 5.01. - Council membership, residence areas and districts. The council shall consist of 19 members and there shall be 14 council districts and 5 at-large residence areas. Each council district shall elect one council member. The council districts are described in appendix 1 to this charter. Five council members shall be elected at large. One at- large council member shall reside in each at-large residence area. The initial at-large residence areas are described in Appendix 1-A to this charter. (Ord. 91-1356-600, § 1; Laws of Fla., Ch. 92-341, § 1; Ord. 92-1982- 1455, § 2) Section 5.02. - Redistricting of council districts and residence areas. (a) Within 8 months after publication of each official federal census of the City of Jacksonville (Duval County), the council shall redistrict the 14 council districts and 5 at-large residence areas so that all districts and at-large residence areas are as nearly equal in population and are arranged in a logical and compact geographic pattern to the extent possible. If the council shall be unable to complete the redistricting of the council districts within 8 months after the official publication of the census, the general counsel shall petition the circuit court for the fourth judicial circuit to make such redistricting. Any redistricting of the council districts or at-large residence areas made pursuant to this section shall not affect any term of office in existence at the date of such redistricting, but shall be applicable beginning with the next succeeding general consolidated government election which occurs at least 9 months after the effective date of the redistricting. -
Capital Budget Process
CAPITAL BUDGET PROCESS Capital Improvements Program The Capital Improvements Program (CIP) is a six-year planning document for future capital projects throughout the city. The CIP does not authorize spending, but rather is a resolution passed by City Council. Capital Improvements Budget The Capital Improvements Budget (CIB) serves as the basis for all budgeting and spending related to capital projects throughout the city for the current year. The CIB is a one-year budget that is authorized by an ordinance passed by City Council. The CIB is also included as the first year within the six-year CIP. Both the CIB and CIP provide a breakdown of the various capital projects by department and by source of funding. To be eligible for capital improvements funding (i.e. from the issuance of debt), a capital project must result in the acquisition with a useful life of at least five years and be considered non- operational in nature. The asset should have a cost of $5,000 or more. In addition to acquisition of assets, capital funding can be used for projects that will improve an existing asset or that which will extend the useful life of an asset. Some examples of capital improvements projects include, but are not limited to, the purchase of major equipment, improvements to street lighting, street and highway improvements, land acquisition, recreational trail improvements, facility improvements, building construction, and improvements the various public utilities systems throughout the city. Capital Budget Preparation During July, the Department of Finance and Management distributes instructions to each department to begin the process of compiling the CIB and CIP. -
Limitations of Home Rule Charter Authority for Parishes and Municipalities
LIMITATIONS OF HOME RULE CHARTER AUTHORITY FOR PARISHES AND MUNICIPALITIES WHITE PAPER – JULY 2020 NTRODUCTION I The Louisiana Constitution grants to Local Political Subdivisions authority to exercise additional local control through the adoption and use of home rule charters. This authority, although seemingly broad, is not without limitations. This document discusses some of the limitations placed on the otherwise broad local control given to local governing authorities operating under a home rule charter form of government. I. Background The current Louisiana State Constitution came into effect on January 1, 1975. One primary focus of this new Constitution was to provide additional local control and autonomy to local governing authorities. Lafourche Parish Council v. Autin, 648 So.2d 343 (La. 1994). The Constitution, in addressing home rule charter forms of government, recognizes two groups; Home Rule Charter Governments existing at the time of the adoption of the 1974 Constitution and those authorized to be created subsequent to the Constitution’s adoption. A home rule charter provides for the organization and assignment of powers and duties for the officials of the local governing authority. This organization and distribution of powers may in some cases differ greatly from those of Lawrason Act municipalities or traditional police jury forms of parish government. The charter is adopted by the voters of the local political subdivision and generally may only be amended or repealed by a subsequent vote of the people. Article VI, §6 of the Louisiana Constitution provides that the Legislature shall not enact laws which modify or address the specific organization or distribution of powers in a local political subdivision operating under a home rule charter. -
Federal Law on Elections of Deputies to the State Duma of the Federal Assembly of the Russian Federation
Federal Law On Elections of Deputies to the State Duma of the Federal Assembly of the Russian Federation Adopted by State Duma February 14, 2014 Approved by Council of the Federation February 19, 2014 Amended: Federal law of 24.11.2014 Nо 355-FZ, 13.07.2015 Nо 231-FZ, 14.07.2015 Nо 272-FZ, 05.10.2015 Nо 287-FZ, 15.02.2016 Nо 29-FZ, 09.03.2016 No 66-FZ, 05.04.2016 No 92-FZ Table of Contents CHAPTER 1. GENERAL PROVISIONS .......................................................................................................... 4 Article 1. Basic Principles of Conducting Elections of Deputies of the State Duma of the Federal Assembly.......................................................................................................................................................................... 4 Article 2. Legislation on Elections of Deputies ................................................................................................. 5 Article 3. Electoral System........................................................................................................................................ 5 Article 4. Electoral Rights of Citizens ................................................................................................................... 5 Article 5. Announcement of Elections of Deputies ......................................................................................... 7 Article 6. Right to Nominate Candidates ........................................................................................................... -
R01545 0.Pdf
Date Printed: 11/03/2008 JTS Box Number: IFES 2 Tab Number: 10 Document Title: The 1990 Bulgarian Elections: A Pre-Election Assessment, May 1990 Document Date: 1990 Document Country: Bulgaria IFES ID: R01545 ~" I •••··:"_:5 .~ International Foundation fo, Electo,al Systems I --------------------------~---------------- ~ 1101 15th STREET. NW·THIRD FLOOR· WASHINGTON. D.C. 20005·12021 828-8507·FAX 12021 452-0804 I I I I I THE 1990 BULGARIAN ELECTIONS: A PRE-ELECTION ASSESSMENT I I MAY 1990 I I Team Members Dr. John Bell Mr. Ronald A. Gould I Dr. Richard G. Smolka I I I I This report was made possible by a grant from the National Endowment for Democracy. Any person or organization is welcome to quote information from this report if it is attributed to IFES. I 8CWlD OF DIREQORS Barbara Boggs Maureen A. Kindel WilHam R. Sweeney. Jr. Randal C. Teague Counsel Charles T. Manatt Patricia Hutar Frank 1. Fahrenkopf Jr. Jean-Pierre Kingsley leon). Weir I Chairman SecretaI)' Judy Fernald Peter M(Pher~On DIREQORS EMERITI Richard W. Soudricne David R. Jones Joseph Napolitan James M. Cannon Director I Vice Chairman Treasurer Victor Kamber Sonia Picado S. Richard M Scammon I I I I I I I I I I I I I I I I I I I I I ii I TABLE OF CONTENTS I Part I. overview I Mission 3 Executive Summary 4 I The Historical context 6 I Current Political Scene 13 I Part II. Election Law and procedures Constitutional and Legal Foundations of Electoral Law 20 I The Law on Political Parties The Election Act I Analysis of the Law I The Electoral system 30 structure and Procedures I Comments and Analysis I Electoral Needs 38 I Team Recommendations 41 I I Appendices A. -
February 09, 1946 Speech Delivered by Stalin at a Meeting of Voters of the Stalin Electoral District, Moscow
Digital Archive digitalarchive.wilsoncenter.org International History Declassified February 09, 1946 Speech Delivered by Stalin at a Meeting of Voters of the Stalin Electoral District, Moscow Citation: “Speech Delivered by Stalin at a Meeting of Voters of the Stalin Electoral District, Moscow,” February 09, 1946, History and Public Policy Program Digital Archive, Gospolitizdat, Moscow, 1946. http://digitalarchive.wilsoncenter.org/document/116179 Summary: English translation of Stalin's 1946 "election" speech. Credits: This document was made possible with support from the Leon Levy Foundation. Original Language: Russian Contents: Scan of Original Document J. STALIN SPEECH DELIVERED BY J. V. STALIN AT A MEETING OF VOTERS OF THE STALIN ELECTORAL DISTRICT, MOSCOW February 9, 1946 From the Pamphlet Collection, J. Stalin, Speeches Delivered at Meetings of Voters of the Stalin Electoral District, Moscow, Foreign Languages Publishing House, Moscow, 1950, Pp. 19-44. PUBLISHER'S NOTE The present translation of J. V. Stalin's Speeches Delivered at Meetings of Voters of Stalin Electorial District, Moscow on December 11, 1937 and Februrary 9, 1946, has been made from the latest Russian edition of the speeches published by Gospolitizdat, Moscow, 1946. page 19 SPEECH DELIVERED BY J. V. STALIN AT A MEETING OF VOTERS OF THE STALIN ELECTORAL DISTRICT, MOSCOW FEBRUARY 9, 1946 page 20 [blank page] page 21 The Chairman : Joseph Vissarionovich Stalin has the floor. (Comrade Stalin's appearance in the rostrum was greeted by the voters with loud cheers lasting several minutes. The entire audience in the Bolshoi Theatre rose to its feet to greet Comrade Stalin. There were continuous cries of "Cheers for great Stalin!" "Long live great Stalin, Hurrah!" "Cheers for our beloved Stalin!" ) Comrade Stalin : Comrades! Eight years have passed since the last elections to the Supreme Soviet. -
How to Make a Difference at a Planning Commission Or City Council Hearing
How to Make a Difference at a Planning Commission or City Council Hearing by Amanda Fritz, Portland Planning Commission member 1996 - 2003 1. Provide information, in plenty of time and in useful formats. 2. Be polite and respectful, both to the decision-makers and to any opponents. 3. Plan your testimony, and use your time wisely. 4. Say what you want the decision-makers to do, clearly and repeatedly, and why. 5. Know the rules, and quote them. 6. The Rule of Three - Tell them, tell them again, tell them what you told them. 7. Organize diverse participation with more than a single constituency. 8. Use Meeting Mechanics to your advantage. 9. Use Personal Contacts to your advantage. 10. Be gracious in victory and defeat - use either to prepare for Next Time. ****************************************************************************** * How to Make a Difference at a Planning Commission or City Council Hearing 1. Provide information, in plenty of time and in useful formats. Often, decision-makers don't know as much about the issue as you do. They have to vote on multiple issues, week after week. You care most about one item on their agenda, and can research it in far greater detail than they can. Your goal is to convince them your position has more support (factually and/or in citizen popularity) than the other side. • Present your position in several formats. Different people have different ways of processing information. So provide a one-page overview with bullets, for those who don't read much, followed by several pages with all the details you feel are important, for those who like to consider all the facts.