Local Financial Benchmarks |
ICooperation with the national tax authority in tax policy design | - | - | - | - | - |
• 1.1Database of local (income and property) tax payers | - | - | - | - | - |
• | - | - | - | - | - |
• 1.3Openness of decision on introduction of property tax | - | - | - | - | - |
• 1.4Share of local taxes in total local revenues | - | - | - | - | - |
IIFees, charges and miscellaneous revenues | - | - | - | - | - |
• 2.1Fees and cost of services | - | - | - | - | - |
• 2.2Tariffs vs demand for services | - | - | - | - | - |
• 2.3Revenues from services, fees and permissions vs service costs | - | - | - | - | - |
IIICapital Budget Financing | - | - | - | - | - |
• 3.1Local capital projects | - | - | - | - | - |
• 3.2Capital projects are financed from diverse sources | - | - | - | - | - |
• 3.3Practice of receiving and management of loans | - | - | - | - | - |
IVLocal property management | - | - | - | - | - |
• 4.1Recording and registration of municipal property | - | - | - | - | - |
• 4.2Assets and Liabilities of LSGs | - | - | - | - | - |
• 4.3Rules of property management | - | - | - | - | - |
• 4.4Management of municipal enterprises and NPEs | - | - | - | - | - |
VInformation technologies | - | - | - | - | - |
• 5.1Using IT in processing and analysing of information, management and financial operations | - | - | - | - | - |
VICapacity Building of LSGs servants | - | - | - | - | - |
• 6.1Training and improving of qualification | - | - | - | - | - |
• 6.2Staff with financial qualification | - | - | - | - | - |
• 6.3Ethics and conflict of interests | - | - | - | - | - |
| - | - | - | - | - |
• | - | - | - | - | - |
• | - | - | - | - | - |
IIBudgeting methods and capacity | - | - | - | - | - |
• 2.1Procedure on budget preparation | - | - | - | - | - |
• | - | - | - | - | - |
• 2.3Expected results and indicators what is the objective/goal here? | - | - | - | - | - |
• 2.4Reflecting of subordinated organizations in the budget structure | - | - | - | - | - |
| - | - | - | - | - |
• 3.1Involvement of elected body | - | - | - | - | - |
• 3.2Consideration of major investment projects | - | - | - | - | - |
• 3.3Openness of budget documents | - | - | - | - | - |
| - | - | - | - | - |
• 4.1Strategy of decreasing administration costs | - | - | - | - | - |
• 4.2Involvement of NPEs and NGOs in service delivery | - | - | - | - | - |
• | - | - | - | - | - |
VBudget adjustments and implementation | - | - | - | - | - |
• 5.1Monitoring over budget implementation | - | - | - | - | - |
• 5.2Adjustments in approved budget | - | - | - | - | - |
• 5.3Financial relations between the local government and its subsidiary organisations | - | - | - | - | - |
| - | - | - | - | - |
• | - | - | - | - | - |
• 6.2Usage of external consultants | - | - | - | - | - |
• 6.3Reporting to the population | - | - | - | - | - |
|
• | 47 | 70 | 70 | 70 | 70 |
• Children under 6 years (thousands) | 3 | 87 | 87 | 87 | 87 |
• Population between 6 - 18 years of age (thousands) | 11 | 76 | 76 | 76 | 76 |
• | 30.6 % | 86.2 % | 86.2 % | 86.2 % | 86.2 % |
• | 592.6 | 97.0 | 97.0 | 97.0 | 97.0 |
• | 463.3 | 59.3 | 59.3 | 59.3 | 59.3 |
| 12,003.0 | 155.3 | 155.3 | 155.3 | 155.3 |
| 11,753.0 | 150.7 | 150.7 | 150.7 | 150.7 |
| 5,448.1 | 110.3 | 110.3 | 110.3 | 110.3 |
• | 500.0 | 575.5 | 575.5 | 575.5 | 575.5 |
• | 4,948.1 | 63.3 | 63.3 | 63.3 | 63.3 |
• | 0.0 | - | - | - | - |
• | 4,751.9 | 187.9 | 187.9 | 187.9 | 187.9 |
• | 1,553.0 | 178.4 | 178.4 | 178.4 | 178.4 |
• Non-financial assets (funds received from the operations with nonfinancial assets) | 250.0 | 357.8 | 357.8 | 357.8 | 357.8 |
• Financial assets (funds received from the operations with financial assets, except the use of the balance) | - | - | - | - | - |
| 15,913.5 | 132.3 | 132.3 | 132.3 | 132.3 |
| 8,801.1 | 153.4 | 153.4 | 153.4 | 153.4 |
• Compensation of employees | 1,956.7 | 130.2 | 130.2 | 130.2 | 130.2 |
• Use of goods and services | 2,386.7 | 116.2 | 116.2 | 116.2 | 116.2 |
• | 90.0 | 95.3 | 95.3 | 95.3 | 95.3 |
• | 3,350.4 | 104.2 | 104.2 | 104.2 | 104.2 |
• | 168.1 | 129.7 | 129.7 | 129.7 | 129.7 |
• | 447.6 | 529.8 | 529.8 | 529.8 | 529.8 |
• | 401.7 | 502.2 | 502.2 | 502.2 | 502.2 |
• Growth of Nonfinancial Assets | 6,939.0 | 91.7 | 91.7 | 91.7 | 91.7 |
• Growth of financial Assets | 0.0 | - | - | - | - |
• | 173.4 | 213.2 | 213.2 | 213.2 | 213.2 |
• | 3,441.3 | 91.5 | 91.5 | 91.5 | 91.5 |
• | 148.6 | 50.9 | 50.9 | 50.9 | 50.9 |
• | 0.0 | - | - | - | - |
| 976.8 | 474.6 | 474.6 | 474.6 | 474.6 |
• | 484.5 | 736.5 | 736.5 | 736.5 | 736.5 |
| 37.7 | 3,855.2 | 3,855.2 | 3,855.2 | 3,855.2 |
• | 0.0 | - | - | - | - |
• | 37.7 | 515.3 | 515.3 | 515.3 | 515.3 |
Housing and community amenities | 7,875.3 | 54.2 | 54.2 | 54.2 | 54.2 |
• | 2,179.3 | 53.0 | 53.0 | 53.0 | 53.0 |
• | 13.7 | 4,423.9 | 4,423.9 | 4,423.9 | 4,423.9 |
• | 3,401.5 | 21.1 | 21.1 | 21.1 | 21.1 |
• | 225.8 | 238.1 | 238.1 | 238.1 | 238.1 |
• | 154.3 | 348.9 | 348.9 | 348.9 | 348.9 |
Recreation, culture, and religion | 775.9 | 268.2 | 268.2 | 268.2 | 268.2 |
• Recreational and sporting services | 195.9 | 456.9 | 456.9 | 456.9 | 456.9 |
• | 560.0 | 169.1 | 169.1 | 169.1 | 169.1 |
• Recreation, culture, and religion n.e.c. | 0.0 | - | - | - | - |
| 1,750.0 | 137.4 | 137.4 | 137.4 | 137.4 |
• | 1,750.0 | 125.1 | 125.1 | 125.1 | 125.1 |
• | 753.6 | 323.5 | 323.5 | 323.5 | 323.5 |