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This manual aims to present a broad coverage of urban finance, and describe the techniques of urban financial analysis. The manual is designed to provide only the core material for courses on urban financial management and should be supplemented with material relating to the specific conditions of the countries of the participants. This manual is divided into four chapters. Chapter one provides an overview of key issues in urban finance and introduces a framework for urban financial analysis; chapter 2 focuses on revenues and addresses the questions of how and from where government authorities can mobilize the resources required to finance the provision of urban services and the development and maintenance of urban infrastructure; chapter 3 examines expenditure analysis and addresses the question of how to spend more wisely; and chapter 4 discusses private participation in the delivery of urban services, forms of private sector involvement, and the role of nongovernment organizations and community groups. The report closes with a case study on private participation in public services and functions (solid waste disposal) in Malaysia.
And Evaluation of Local Automotive Taxation. 8. Other Urban Taxes. Policy Objectives. Local Income Taxes. General Sales Taxes. Local Taxes on Industry, Commerce, and Professions. "Terminal" Taxes. Local Sumptuary Taxes. Entertainment Taxes. Minor Local Taxes, Licenses, and Fees. Summary and Evaluation -- Pt. III. User Charges for Urban Services. 9. Issues in Pricing Urban Services. The Efficiency Argument for User Charges. Fiscal Considerations and Full Cost Pricing. Income Distribution Considerations. The Politics and Institutions of Public Service Pricing. 10. Charging for Urban Water Services. Pricing Water Supply Services. Sewerage and Drainage. Summary. 11. Charging for Other Urban Services. Electricity and Telephone Services. Collecting and Disposing of Solid Waste. Mass Transit. Housing. Development Charges -- Pt. IV. Intergovernmental Fiscal Relations. 12. The Structure of Urban Governance. Fiscal Decentralization. The National Structure of Urban Government.
Finance for City Leaders presents an up-to-date, comprehensive, and in-depth analysis of the challenges posed by rapid urbanization and the various financing tools municipalities have at their disposal.
Considers such issues as the effect of local government policies on migration, the optimal size of cities, tax and expenditure capitalization, the economics of intergovernmental transfers, tax exporting and tax competition.
In every city, the urban spaces that form the public realm—ranging from city streets, neighborhood squares, and parks to public facilities such as libraries and markets—account for about one-third of the city’s total land area, on average. Despite this significance, the potential for these public-space assets—typically owned and managed by local governments—to transform urban life and city functioning is often overlooked for many reasons: other pressing city priorities arising from rapid urbanization, poor urban planning, and financial constraints. The resulting degradation of public spaces into congested, vehicle-centric, and polluted places often becomes a liability, creating a downward spiral that leads to a continuous drain on public resources and exacerbating various city problems. In contrast, the cities that invest in the creation of human-centered, environmentally sustainable, economically vibrant, and socially inclusive places—in partnership with government entities, communities, and other private stakeholders—perform better. They implement smart and sustainable strategies across their public space asset life cycles to yield returns on investment far exceeding monetary costs, ultimately enhancing city livability, resilience, and competitiveness. The Hidden Wealth of Cities: Creating, Financing, and Managing Public Spaces discusses the complexities that surround the creation and management of successful public spaces and draws on the analyses and experiences from city case studies from around the globe. This book identifies—through the lens of asset management—a rich palette of creative and innovative strategies that every city can undertake to plan, finance, and manage both government-owned and privately owned public spaces.
This volume embodies a problem-driven and theoretically informed approach to bridging frontier research in urban economics and urban/regional planning. The authors focus on the interface between these two subdisciplines that have historically had an uneasy relationship. Although economists were among the early contributors to the literature on urban planning, many economists have been dismissive of a discipline whose leading scholars frequently favor regulations over market institutions, equity over efficiency, and normative prescriptions over positive analysis. Planners, meanwhile, even as they draw upon economic principles, often view the work of economists as abstract, not sensitive to institutional contexts, and communicated in a formal language spoken by few with decision making authority. Not surprisingly, papers in the leading economic journals rarely cite clearly pertinent papers in planning journals, and vice versa. Despite the historical divergence in perspectives and methods, urban economics and urban planning share an intense interest in many topic areas: the nature of cities, the prosperity of urban economies, the efficient provision of urban services, efficient systems of transportation, and the proper allocation of land between urban and environmental uses. In bridging this gap, the book highlights the best scholarship in planning and economics that address the most pressing urban problems of our day and stimulates further dialog between scholars in urban planning and urban economics.
Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.
In the last 30 years, China’s record economic growth lifted half a billion people out of poverty, with rapid urbanization providing abundant labor, cheap land, and good infrastructure. While China has avoided some of the common ills of urbanization, strains are showing as inefficient land development leads to urban sprawl and ghost towns, pollution threatens people’s health, and farmland and water resources are becoming scarce. With China’s urban population projected to rise to about one billion – or close to 70 percent of the country’s population – by 2030, China’s leaders are seeking a more coordinated urbanization process. Urban China is a joint research report by a team from the World Bank and the Development Research Center of China’s State Council which was established to address the challenges and opportunities of urbanization in China and to help China forge a new model of urbanization. The report takes as its point of departure the conviction that China's urbanization can become more efficient, inclusive, and sustainable. However, it stresses that achieving this vision will require strong support from both government and the markets for policy reforms in a number of area. The report proposes six main areas for reform: first, amending land management institutions to foster more efficient land use, denser cities, modernized agriculture, and more equitable wealth distribution; second, adjusting the hukou household registration system to increase labor mobility and provide urban migrant workers equal access to a common standard of public services; third, placing urban finances on a more sustainable footing while fostering financial discipline among local governments; fourth, improving urban planning to enhance connectivity and encourage scale and agglomeration economies; fifth, reducing environmental pressures through more efficient resource management; and sixth, improving governance at the local level.