City Adoption of Federal Performance Measurement Requirements

Hall, Jeremy L.; Handley, Donna M.

doi:10.2753/pmr1530-9576340401

Cited by 15 publications

(9 citation statements)

References 14 publications

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“…Without knowledge of their current standards of living, what minimal programmatic characteristics do they think are necessary? Hall and Handley (2011) take this approach in the context of local administrators' perceptions of CDBG performance effectiveness; however, something similar could be done with respect to citizens' preferences toward equity.…”

Section: Application Of the Polycentric Social Equity Framework: The ...mentioning

confidence: 99%

Fifty years as the fourth pillar of public administration: A polycentric extension of the social equity framework

Stokan

Hatch

Overton

2022

Public Administration

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While public consideration of social equity pre‐dates Minnowbrook (Blessett et al., 2019; Burnier, 2021), the field formally recognized social equity as its fourth pillar after the conference (Frederickson, 1971). The National Academy of Public Administration (NAPA, 2000), Svara and Brunet (2004, 2005), and Johnson and Svara (2011) outlined a unified social equity framework along four dimensions: procedural fairness, access, quality, and outcomes. We build on this important work by offering a polycentric extension, which considers what social equity means when government programs are often place‐based and delivered in an intergovernmental context with multiple decision‐making units across spatial levels (e.g., state, city, neighborhood) simultaneously. Using the Community Development Block Grant as an example, we demonstrate the importance of careful consideration of geographic levels in the delivery of public goods for understanding the program's social equity implications. The polycentric framework can be a useful tool for evaluating the social equity of policies.

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Section: Application Of the Polycentric Social Equity Framework: The ...mentioning

confidence: 99%

Fifty years as the fourth pillar of public administration: A polycentric extension of the social equity framework

Stokan

Hatch

Overton

2022

Public Administration

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“…Although performance management systems are intended to both enable accountability and enhance understanding about specific performance indicators, there are often challenges in their implementation. Conflicting goals, causal uncertainty, and task complexity create significant challenges (Hall & Handley, 2011; Hall & Jennings, 2011; Moynihan, 2008; Pollitt, Harrison, Dowswell, Jerak-Zuiderent, & Bal, 2010).…”

Section: Performance Management Regimes In Practicementioning

confidence: 99%

Performance Management Regimes in Practice: Examining the Local Agencies Implementing Temporary Assistance for Needy Families

Sandfort¹,

Ong

McKay

2018

The American Review of Public Administration

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Over the past two decades, governments have become reliant on performance management to address accountability concerns across levels of government, including public and private service providers. Performance management scholarship proliferated along with the ideology that government inefficiency can be improved through management reform (Osborne & Gaebler, 1992). This literature documents how the rise of performance management accompanied both a decrease in administrative capability in the public sector and rise of third-party governance (

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“…Although intergovernmental relationships are formed through different combinations of governments, the preponderance of recent intergovernmental research focuses on vertical relationships based either in federal funding or mandates to state and local governments (Carley, Nicholson-Crotty, and Fisher 2015;Hall and Handley 2011;Goerdel 2013;Nicholson-Crotty 2012;Nicholson-Crotty and Nicholson-Crotty 2015;Terman andFeiock 2015a &2015b). This research enables us to understand how intergovernmental relationships exist in terms of the funding distribution process and/or the enforcement of program mandates, particularly focusing on political and/or administrative conditions between federal and state/local governments.…”

Section: Understanding Intergovernmental Alignmentmentioning

confidence: 99%

Intergovernmental Alignment, Program Effectiveness, and U.S. Homelessness Policy

Lee

McGuire

2017

Publius: The Journal of Federalism

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In the U.S. intergovernmental system, state governments can voluntarily and strategically align with federal government strategies and objectives. This study examines the effect of intergovernmental alignment on federal homelessness program outcomes. In 2010, the U.S. Interagency Council on Homelessness started the first national level comprehensive strategic plan on homelessness: Opening Doors. The Opening Doors plan highlights intergovernmental partnerships as effective tools to implement federal homeless programs to different levels of governments in order to achieve federal outcomes. Using a Difference-inDifferences methodology, we find that county governments that align their homelessness program with the federal and state government have better program outcomes than those county governments that do not align intergovernmentally. Our findings help to expand our understanding of intergovernmental mechanisms as effective policy tools to achieve federal program outcomes at the local level in the absence of financial inducements or legal mandates.

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City Adoption of Federal Performance Measurement Requirements

Cited by 15 publications

References 14 publications

Fifty years as the fourth pillar of public administration: A polycentric extension of the social equity framework

Fifty years as the fourth pillar of public administration: A polycentric extension of the social equity framework

Performance Management Regimes in Practice: Examining the Local Agencies Implementing Temporary Assistance for Needy Families

Intergovernmental Alignment, Program Effectiveness, and U.S. Homelessness Policy

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