presentation on local government

Who Runs the Show? Understanding Your Local Government

March 17, 2019 David Childs Democracy & Me Blog , Elections , Lesson Plans , Rights and Responsibilities 41

By Dr. David Childs, Ph.D. Northern Kentucky University Function of Local Government When we think about civics and the democratic process, we may primarily think about government at the state or even national level. However, much of the day to day managing of resources and infrastructure that impact our daily lives are carried out by our local town, city and county governments. If it were not for a well-organized local government structure many of the modern conveniences we enjoy on a regular basis would not be available. What are the primary functions of the local government? What is the structure of our local city and county governments? This article will answer some of those fundamental questions and will also hone in on the Hamilton County and Cincinnati governmental structure and give a basic overview of leadership roles in the city. We will also provide some resources and lesson plans for teachers to use to help students understand local political structures and perhaps help them be more involved in the process. We will begin by discussing the function of local government and discussing the division of labor and responsibilities of those in various leadership positions. County Governments County governments oversee a large geographical region and encompasses cities and towns, but are smaller than states. Counties are created by state governments and generally operate under the provisions set forth by the state constitution. In this way, county governments are administrative units of the state. According to the 2012 Census there are just over three thousand counties in the United States. County systems usually take one of three basic forms: the commission system, the council-administrator system, and the council-elected executive system. The most common form of the three, is the commission system. Hamilton County in Ohio is run as a commission system. Under this structure, a small number of commissioners are elected to serve as the governing body within the county. The commissioners perform all legislative and executive functions, which might include holding authority for government taxing, budgeting, appropriating, and purchasing. They also hold title to county property. In Hamilton County there are three county commissioners. There are also eight other elected officials in Hamilton County that possess executive authority for their offices; these include the judiciary, and several independent commissions. City and Municipal Governments City and Municipal Governments manage the day to day operations and functions of cities and towns. For example, cities provide things like clean water, sewage and garbage disposal. They also maintain city facilities, such as parks, streetlights, and stadiums. Furthermore, they address zoning and building regulations, promote the city’s economic development, and provide law enforcement, public transportation, and fire protection. Cities and municipal governments are typically funded by property, sales and business taxes. Revenue also comes from fees from trash collection and the provision of water and sewer services. According to the 2012 Census there are just over 19,500 municipal governments and nearly 16,500 township governments in the United States. There are two primary types of municipal governing models: a mayor-council system or a council-manager system. The city of Cincinnati operates under a mayor-council system. Under the mayor council-system both the mayor and members of the city council are elected by voters. The mayor is generally responsible for executive functions while the city council takes care of the legislative responsibilities. In Cincinnati city council members and mayors serve for four year terms. Furthermore, the City Manager works on behalf of the mayor and city council and is responsible for the day to day operations of the city.

In order for citizens to become more involved in the democratic process they must be educated on how the system works. Below are some resources and lesson plans that can help shed more light on the functions of local government that might perhaps help students and average citizens become more involved.     Resources and Lesson Plans iCivics- State and Local Government- Middle/High School Local Government- Middle School Lessons Local Government- High School Lessons Civic Action- High School Lesson Plan Local Election Scrapbook Lesson Plan- High School Role of City Government The Responsibilities of Local Government Local Government Lesson Plan

Resources Hamilton, County Ohio Hamilton County Board of Commissions Cincinnati Politics List of mayors of Cincinnati Cincinnati City Council References City of Cincinnati Official Page Cincinnati City Manager’s Office County and City Government Classroom Resource on How Local Governments Function

The best way to get our students involved in democracy is to have them look at their local government. As a future educator who hopes to teach in Hamilton County, this article really piqued my interest. I, myself, do not know too much about our local government so having a better understanding of both the mayor-council system and commission system is imperative to my future classroom. Instilling these facts in our students even at the middle grades level will (hopefully) inspire students to be involved with their local government as well as vote (in city, state, & country wide matters)!

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State and Local Governments

Students will explore the concept of federalism, from the powers held by the federal government to the powers reserved for the states. They will also learn about state government structures and functions, the state-level lawmaking process, and discover local governments, including county, municipal, and tribal governments. 

State government resources were created with support from the State Government Affairs Council. Local government resources were created with support from the National Association of Counties.

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Chapter 11: Local Government

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Local Government Education

University of Wisconsin-Madison Division of Extension

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Finance and Budgeting

Introduction.

The purpose of this page is to supply local officials and interested persons with information useful in budgeting, financing and evaluating the services their local governments provide. We hope that this information will spur discussion and lead to innovation and more informed decision-making. The resources provided, however, are for educational purposes and do not prescribe what a local government should do.

For a comprehensive financial resource, you can purchase the Basic Financial Administration Handbook. We are currently out of stock and will replenish the Financial Handbook stock when we receive them from the printer, estimated to be around December 15, 2023. Please contact Daniel Foth at [email protected] with any questions.

Basic Financial Administration Handbook Now Available for Purchase

Overview of Budgeting

Basics of Local Government Financial Management –  (PowerPoint file, 96 kb, 24 slides)  This presentation discusses the basic components of local government finance and some of the differences between private and public finance. Local Government Budgets – (PowerPoint file,  346 kb, 31 slides) This presentation covers the requirements and components of a GASB compliant local government budget. Local Government Budgets: Approaches and Traits –  (PowerPoint file, 180 kb, 20 slides) This presentation discusses the various types of budgets commonly used by local governments; how they differ; the reasons they are used; and how to transition from one to another. An Introduction to Capital Planning –  (PowerPoint file, 98 kb, 33 slides) This presentation introduces the concept of capital planning and what goes into a capital improvement plan. Financial Condition Analysis – Craig Maher – (PowerPoint file, 2.4 Mb, 56 slides) Village of Oostburg Budgeting Memo  – (PDF file, 370 kb, 5 pages) City of Sheboygan Budget Analysis  – (PDF file, 336 kb, 6 pages) Local Government Budgeting  – (PowerPoint file, 473 kb, 60 slides) Public Budgeting and Finance – Craig Maher  – (PowerPoint file, 3.5 kb, 62 slides)

Types of Budgeting

Performance Measurement and Performance Based Budgeting (PBB) –  (PowerPoint file, 112 kb, 22 slides) This presentation is intended to familiarize viewers with the basic concepts of performance measurement, benchmarking, and performance/outcome-based budgeting. These links are to the Performance Measurement Manual and its Appendix which are the companion pieces to the PBB and PBB Instructional Version presentations. The manual and its appendix provide a step by step discussion of using performance measurement for program improvement and budgeting and includes examples of using performance measurement in a problem solving scenario and a strategic planning scenario. Performance Measurement Manual  – (Microsoft word file, 651 kb, 68 pages) Performance Measurement Manual – Appendix  –  (Microsoft word file,  53 kb, 2 pages) Performance Measurement and Performance Based Budgeting (PBB) –  (PowerPoint file, 557 kb, 95 slides) Instructional Version. Efficiency Approaches –  (PowerPoint file, 240 kb, 11 slides) This presentation discusses five common efficiency approaches being considered in local government financial management. Lean Government –  (PowerPoint file, 292 kb, 34 slides) This is a DRAFT presentation that discusses the basic principles of Lean Government, the components used to implement a Lean Government program, and a short success story. Finding Efficiencies in Local Government  – (PowerPoint file, 102 kb, 17 slides) Case Studies in Performance Management – Jay Moynihan and Mary Kluz

Impact Fees –  (PowerPoint file, 156 kb, 33 slides) This presentation discusses the specifics of impact fees and their uses in Wisconsin. Property Tax Limits and Fiscal Burdens: The Role of Organizational Structure – Craig Maher, Steve Deller, and Lindsay Amiel  – (PDF file, 132 kb, 37 pages)

Debt Management –  (PowerPoint file, 121 kb, 46 slides) This presentation discusses borrowing and the management of public debt. Debt Indicators –  (PowerPoint file, 608 kb, 31 slides) This presentation discusses debt and financial condition related to debt. Bonds and Bond Ratings –  (PowerPoint file, 170 kb, 39 slides) This presentation discusses the specifics of and reason for issuing bonds at the local government level and further explains bond ratings and why a good bond rating is important.

Audits – (PowerPoint file, 140 kb, 17 slides) This presentation discusses the various types of audits applicable to local governments, what they mean, and how they are used in borrowing.

Technical Tools

Using Net Present Value to Evaluate the Value of Money Over Time –  (PowerPoint file, 104 kb, 34 slides) This presentation discusses how the value of money changes over time related to interest rates, inflation, and other related factors. It includes both written and Microsoft “Excel” formulas for determining the time value of money. Cost Benefit Analysis –  (PowerPoint file, 180 kb, 30 slides) This presentation discusses how to perform a cost/benefit analysis to be used in local government decision-making. Measuring Municipal Fiscal Condition: Do Objective Measures of Fiscal Health Relate to Subjective Measures? – Craig Maher and Steve Deller  – (PDF file, 195 kb, 24 pages) Local Governance Preparedness Index  – (PDF file, 259 kb, 22 pages) Is the Treatment of Intergovernmental Aid Symmetric? – Steve Deller and Craig Maher  – (PDF file, 86 kb, 5 page) The 10-Point Test of Financial Condition: Toward an Easy-to-Use Assessment Tool for Smaller Cities – Ken Brown  – (PDF file, 491 kb, 6 pages) Revisiting Kenneth Brown’s “10-Point Test” – Craig Maher and Karl Nollenberger  – (PDF file, 97 kb, 6 pages)

Other Resources

Kim, Yunji. 2018. Local Governments and Fiscal Stress . In The Municipality, League of Wisconsin Municipalities, Vol. 113, No. 7, 3 pages)

UW-Extension Local Government Center. Brief #1 – Tips for Levy Limit Referendums , February 2019. Fact Sheet #17 – Financial Management in Local Government: Frequently Used Terms (under construction)

To learn more about basic budget and finance practices for local government, these are some suggested readings and materials that are available through state agencies, libraries and the International City/County Managers Association.

The International City/County Managers Association (ICMA):

ICMA, in Washington, D.C. provides the following resources, which may be ordered by phone at 1-800-745-8780, or by fax: 1-770-442-9742:

Bennett, James, and James Bubier. “Budgeting and Capital Financing 101,” ICMA (video cassette 99-111), 1999.

International City/County Management Association.   Budgeting a Guide for Local Governments , ICMA (available in paperback (42193) or self-study program (42290), each $36.00), 1997.

International City/County Management Association.   Management Policies in Local Government Finance , 4 th edition, ICMA (paperback 42066), $42.95, 1996.

From other sources:

Lindenberg, Marc, and Fremont Lyden.   Public Budgeting (In Theory and Practice) , Longman Inc., New York, 1983.

Peterson, John E., and Dennis Strachota.   Local Government Finance (Concepts & Practices) , Government Finance Officers Association, Chicago, 1991.

Wildavsky, Aaron.   The Politics of Budgetary Process , Little, Brown and Company, Boston, 1964.

Wisconsin Department of Revenue.   Financial Administration: Handbook for Small Wisconsin Towns and Villages , Madison, WI, 1992.

Financial Links

Wisconsin department of revenue.

www.revenue.wi.gov/governments/index.html – This page links you to government services and information you may need as a clerk, assessor, county official or property owner of the State of Wisconsin. Forms and publications listed on the right-hand side of the page are the most current available.

Wisconsin Department of Administration

www.doa.state.wi.us – The Department of Administration is the source for information on administrative rules for governments within the state. The site directory of their web page provides links to all other State department for financial issues as well as most issues related to State government.

Wisconsin Legislative Audit Bureau

www.legis.state.wi.us/lab/ – The Legislative Audit Bureau is a non-partisan legislative service agency created to assist the Legislature in maintaining effective oversight of state operations. The Bureau conducts objective audits and evaluations of state agency operations to ensure financial transactions have been made in a legal and proper manner and to determine whether programs are administered effectively, efficiently, and in accordance with the policies of the Legislature and the Governor.

Wisconsin Legislative Fiscal Bureau

www.legis.state.wi.us/lfb/ – The Wisconsin Legislative Fiscal Bureau is a nonpartisan service agency that provides fiscal and program information and analyses to the Wisconsin Legislature, its committees and individual legislators.

Wisconsin Department of Employee Trust Funds

www.etf.wi.gov – This is the site for the Wisconsin Department of Employee Trust Funds that provides information regarding the Wisconsin Retirement System in which many local governments participate.

Government Finance Officers Association

www.gfoa.org – This organization represents many of the Finance Directors and other finance professionals in the public sector. It as additional links to reference materials, training, and other good-to-know information.

Government Accounting Standards Board

www.gasb.org – The mission of the Governmental Accounting Standards Board is to establish and improve standards of state and local governmental accounting and financial reporting that will result in useful information for users of financial reports and guide and educate the public, including issuers, auditors, and users of those financial reports.

Grant Sources

www.uwex.edu/li/andy/grants.html – This is a listing of grant sources and information produced by UW-Extension. Local governments can click on the links to find information on grants and funding which may be available from a number of sources.

Internal Revenue Service (Federal)

www.irs.gov/govt/fslg/index.html – This is the web site for local government issues with the Federal Internal Revenue Service (IRS).

Government Accountability Office

www.gao.gov – The Government Accountability Office was formerly the General Accounting Office. This site allows for a search of Federal programs that may affect local government funding and procedures.

If you have any questions or comments about the Finance and Budgeting web page, e-mail [email protected]

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by David Street, project manager and Caleb Weitz, chief of staff, Office of the County Administrator, Loudoun County, Virginia

One key skill you must learn in your local government career is how to present complex, technical information to decision-makers in a way that allows them to make a decision without becoming experts themselves. The earlier you begin to hone this skill, the better off you will be, because how information is presented to decision-makers, elected, appointed, or otherwise, can lead to significant organizational or community impacts. We all have experiences we can draw on of noteworthy presentations that went well… or not so well. Here are four tips to effectively brief decision-makers and make sure your presentations set the stage for the best possible discussion and action.

1. Know your issue – its ups and its downs.

Our county administrator is fond of making the point that there really is no such thing as being over-prepared. While you should strive to focus your preparation to topics, questions, and issues that are likely to come up in discussion, there’s a good case to be made for having a little extra information in your back pocket.

Last year, our county began the implementation of short-term residential rental regulations, which required us to be aware of and prepared to address questions about taxation policies, travel and tourism issues, zoning and land use concerns, affordable housing issues, and several other topics not directly tied to the decision in front of the governing body that evening. Because of our comprehensive preparation, we had both a successful discussion with our elected officials and a successful outcome for the county.

2. Know your audience – their perspective, needs, and biases.

Our public information officer once pointed out during a discussion around a complex issue that, as the subject matter expert, you have the both the blessing and curse of highly detailed knowledge. This is a perspective-changing concept to understand and apply in your work. The blessing is when you appear knowledgeable and impart quality information to those you are briefing; but the curse is that, due to your expertise, you can easily end up too far into the weeds for your audience, thereby bogging down the decision-making process.  For formal settings like meetings of the governing body, it’s worth having an awareness of what other issues are on the agenda and if/how they interact with your topic. In our experience, elected officials are often more quick than staff to draw connections between different items on an agenda.

3. Know the venue – and tailor your presentation to it.

Within the field of public administration and especially in local government, the venue information being presented can be just as important as the information itself. Think of the variety of settings where you interact with executive management or elected officials: business meetings, individual briefings, community events… the list goes on.  

We often brief upcoming items for our board of supervisors agenda in a weekly meeting with the county administrator and other senior staff. For this meeting, the goal is to ensure quality for staff reports that are transmitted to the governing body for upcoming meeting agendas. The focus of the briefing is almost completely on outstanding issues and problem areas with the reports instead of the vast majority of the work products, which are usually in great shape. When presenting these same items to the governing body, a more holistic approach to the entirety of the item, both positives and outstanding issues, is utilized instead.

4. Know what you don’t know – and that it’s okay to not know it!

One of the most powerful phrases you can use is “I don’t know.” Being unafraid to use it signals honesty and self-awareness, but the most important part of that phrase is often left unsaid. The complete phrase should be “I don’t know, but I can work to find out.” Appropriate and timely follow-up to answer the outstanding question is important to both keep your decision-makers informed and maintain your own credibility.

When you work closely with senior decision-makers and elected officials, accuracy of information being provided is paramount. Too often, we have seen overly eager staff who offer to assist, and end up talking themselves into a corner when they have incomplete knowledge of a subject, which can be very damaging to the organization’s credibility. It’s important to note that you should be prepared to answer questions that you can reasonably expect to be asked regarding your topic (see point #1).

At the end of the day, you will never be able to completely predict what questions will arise during a briefing or what path the discussion will take, but by knowing your issue, audience, venue, and knowledge gaps, you can make sure that you are as prepared as possible to facilitate a positive decision and deal with whatever comes your way as a result.

What else should students and early career professionals know when presenting information to decision makers? Share with us on our Ask and Answer page ! 

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Federalism, State and Local Government

Dec 01, 2011

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Federalism, State and Local Government.

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• federal government
• local government
• national government
• federal national government
• federalism limits government power

Presentation Transcript

Federalism, State and Local Government Students will understand and be able to explain the principles, functions, and organization of federal, state, and local government focusing on and interactions and relationships with various levels of government and the obligations and services provided to its citizenry.

Federalism Goals: • Students will define the system of federalism. • Students will analyze how federalism limits government power. • Students will compare concurrent powers, enumerated powers, reserved powers, and delegated powers as they relate to state and federal government. • Students will analyze the issues related to the Tenth Amendment of the U.S. Constitution.

Powers and Responsibilities • The powers and responsibilities of the federal government revolve around issues that impact… • THE ENTIRE COUNTRY! • The powers and responsibilities of the state government revolve around issues that impact… • The state and issues that the federal government does not oversee.

Powers and Responsibilities • Concurrent powers are powers that the federal and state government _______________ because there are issues that both the federal and state governments have to deal with. • Concurrent powers are shared powers between the federal and state governments. • The powers and responsibilities of local government revolve around issues that impact… • The community, public safety, and utilities.

Citizens in your community have been asking questions and they aren’t sure which level of government they should approach to have their questions answered. • Your task is to identify the level of government (local, state, and/or federal) that would be in the best position to satisfy or resolve each of the questions on the list. • For each question on the list, place it on the “Analyzing Functions of Local, State, and Federal Government” activity sheet and most importantly, you need to be able to explain why you chose the level of government for each question.

“The powers delegated by the proposed Constitution to the federal government, are few and defined. Those which are to remain in the State governments are numerous and indefinite. The former will be exercised principally on external objects, as war, peace, negotiation, and foreign commerce; with which last the power of taxation will, for the most part, be connected. The powers reserved to the several States will extend to all the objects which, in the ordinary course of affairs, concern the lives, liberties, and properties of the people, and the internal order, improvement, and prosperity of the State.” – James Madison Brainstorm and write a response to the following questions: What conclusions can you make about James Madison’s view on state and federal government powers? What evidence from the quote led you to this conclusion?

Discussion • Why is it important for citizens to know the powers and responsibilities within each level of government? • Why do you think different levels of government are responsible for different things? • What would be different if there was only a federal (national) government and no state or local entities? Or vice versa?

Articles of Confederation • The government looked very different before the U.S. Constitutionwas in place. • The government organized under the Articles of Confederation was a loose association of states that was organized for limited purposes such as defense.

The Articles of Confederation • The separate state governments were stronger than the national government, which led to a lot of problems for the new nation. • Most of the founders of the U.S. wanted a strongernational government, they worried about giving the government too much power. • The issue of balancing power was a core debate when creating the U.S. Constitution.

Federalism • Federalism: a system of government in which power is divided and shared between national, state, and local government. • Federalism is a core democratic principle of our government.

Federalism • In a federal system, the power of the government is distributed to different levels of government: national, state, and local. • The national government is also referred to as the federal government.

Federalism • The power that each government level has relates to the types of issueseach level has the power to deal with. For instance, the federal government has the power to handle issues the entire nation is concerned about. The stategovernments have the power to handle issues that concern citizens of particular states. Similarly, localgovernments have the power to address issues that concern citizens in towns and cities.

Delegated/Enumerated Powers • The federal government is a government of delegatedpowers. Delegated powers are also known as enumerated powers. In other words, the federal government only has those powers that the peoplehave given it in the U. S. Constitution. • In Article I, Section 8, of the U.S. Constitution the powers listed in this section are the powers delegated to Congress.

The 10th Amendment: Reserved Powers • Statepowers are referred to as the reserved powers. The states have the powers that are not granted to the federal government in the U.S. Constitution. • Amendment 10 of the US Constitution states, “ The powers not delegated to the US by the Constitution, nor prohibited by it to the States, are reserved to the States respectively, or to the people”. • The Tenth Amendment was included in the Bill of Rights to further define the balance of power betweenthe federal government and the states.

Reserved Powers • The amendment says that the federal government has only those powers specifically granted by the U.S. Constitution. • According to the 10thamendment, any power not listed is left to the states or the people. • Although the amendment does not specify what the state powers are, the U.S. Supreme Court has ruled that laws affecting marriage, divorce, adoption, commerce that occurs within a state’s borders, and local law enforcement are among the powers specifically reserved to the states or the people.

Concurrent Powers • Powers that are shared by the federal and state governments are called concurrent powers. For example, the federal and state governments both have the power to tax.

Discussion • How do the delegated powers in Article I, Section 8 and the Tenth Amendment compare? • What do you notice about how the powers are described? • How and why are the powers of the federal government limited? • What happens if a state or local government writes a law that conflicts with the US Constitution or a national law?

The Supremacy Clause • What happens if a state or local government writes a law which conflicts with the U.S. Constitution or a national law?” • The U.S. Constitution is the supreme law of the land and that a state or local government cannot make laws that conflict with the U.S. Constitution or with laws passed by Congress. This is because of the Supremacy Clause in Article VI of the Constitution.

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Local Government.

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La Scala’s French manager leaves theater financially fit as Meloni government turns to Italians

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MILAN (AP) — The general manager of Milan’s famed Teatro alla Scala on Tuesday bade a bittersweet farewell to the theater during the presentation of 2024-25 season, saying, "I would have been happy to continue.”

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MILAN (AP) — The general manager of Milan’s famed Teatro alla Scala on Tuesday bade a bittersweet farewell to the theater during the presentation of 2024-25 season, saying, “I would have been happy to continue.”

Dominique Meyer will finish up his contract, which runs out at the end of February, but Italy’s far-right-led government limited him to one term as it seeks to restore landmark cultural institutions to Italians. Meyer, a Frenchman, was the third straight foreigner to run Italy’s premiere opera house.

The theater’s new general manager is Fortunato Ortombina, who will meet Milan’s mayor on Wednesday in preparation to step into the new role in September. Ortombina arrives from Venice’s La Fenice theater, and will work alongside Meyer for the first months.

Meyer’s last gala premiere will be Verdi’s “The Force of Destiny,’’ starring Anna Netrebko and Jonas Kaufmann on Dec. 7. The new season also features a world premiere of “In the Name of the Rose,’’ a new opera by Francesco Filidei based on Umberto Eco’s novel commissioned by La Scala and the Paris Opera. It will be performed in Italian in Milan and Genoa, and in French in Paris.

“The period necessary to bring to life a new opera is longer than the mandate of a theater director,’’ Meyer told a news conference, adding pointedly, “A little stability doesn’t hurt.”

Meyer has been invited to stay on until August 2025, when he turns 70, in keeping with a new rule set by Premier Giorgia Meloni’s government that opera house directors must retire at 70. He has not said if he would accept the extension, but his news conference had all the trappings of a farewell, including two rows of institutional well-wishers like Italy’s senator-for-life Liliana Segre, who started going to La Scala as a girl, and union representatives.

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Meyer, who took over in March 2020 as the pandemic shut theaters, noted that he had increased the contributions of sponsors to 38 million euros ($41 million) last year, above pre-pandemic levels. He said he had pushed up the daily box office take by 22% to 236,000 euros, largely by eliminating last-minute discounted tickets that he said “poisoned” the market.

He is leaving La Scala with 132.7 million euros in cash, compared with 109 million euros in 2018.

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