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ABSTRACT
Does performance management use in local governments actually bring about performance improvement? If so, can performance be attributed to the use of particular tools or approaches? This study examines the particular performance measurement tools and approaches being utilised within Tax Increment Finance (TIF) districts in one metropolitan area – the Dallas-Ft. Worth Metroplex – to ascertain whether they are positively associated with district tax revenues and property valuations. We utilise archival analysis of TIF district records to identify the presence and characteristics of four conceptual types of activities: strategic planning, performance measurement, performance reporting, and performance management. We then develop predictive models to obtain quantitative evidence of the effectiveness of particular observed approaches. Our findings offer a comparative assessment of the value of various tools and approaches in the highly competitive policy field of economic development, with broader implications for performance management and public management in local governments.
Disclosure statement
No potential conflict of interest was reported by the authors.
Supplementary material
Supplemental data for this article can be accessed here.
Notes
1. These municipalities include Allen, Frisco, Lavon, Melissa, Plano, Richardson, Carrollton, Dallas, Farmers Branch, Garland, Grand Prairie, Irving, Mesquite, Rowlett, Midlothian, Waxahachie, Rockwall, Arlington, Benbrook, Burleson, Colleyville, Fort Worth, Keller, Grapevine, Mansfield, North Richland Hills, Richland Hills, and Southlake.
2. Since the factor analysis generates five extracted factors, we construct additional measures that produce four major concepts of performance management that we originally suggested. We constructed a scale on each performance management tool by combining indicators of each concept of performance management. Using a Cronbach’s alpha statistics, we get an acceptably high degree of internal consistency among indicators (See Appendix A in Supplementary Materials). Our robust test is performed by the regression models using the scale variables of each performance management tool. The results support the findings from regression results using common factors, suggesting that using performance information as the key underlying tool of performance management increases TIF performance, especially revenue performance (See Appendix B in Supplementary Materials).
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Notes on contributors
Jeremy L. Hall
Jeremy L. Hall is a specialist in public management and policy, focusing on accountability, evidence-based practice, and economic development policy. He is Professor and PhD Program Director in the School of Public Administration at the University of Central Florida, USA. He is also a Fellow of the National Academy of Public Administration and he is Editor-in-Chief of Public Administration Review.
Geiguen Shin
Geiguen Shin is an assistant professor in the Department of Public Administration at Kookmin University, South Korea. His research focuses on public management and policy, public finance, and experimental methods. He has published in such journals as Public Administration Review, Asia & the Pacific Policy Studies, Public Policy and Administration, Economic Development Quarterly and the Journal of Urban Affairs.
Christopher E. Bartels
Christopher E. Bartels holds a PhD in public affairs from the University of Texas at Dallas (UTD). He has worked in federal procurement since 2010 and currently serves as a warranted contracting officer for the Federal Aviation Administration. He has also taught contract management at UTD. His research interests include economic development and public acquisition.