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"Proceedings of the 2009 Land Policy Conference."--Cover.
Fiscal health of local governments and municipalities has remained an important issue since the crises of the 1970s in places like New York, Philadelphia and Cleveland. More recently, the bankruptcy of Orange County California raised the possibility of a different type of financial failure than earlier ones. The beginning of the 21st century has witnessed two major economic bubbles including the dotcom and housing bubbles. These economic cycles combined with increasing health care, pension and other structural costs continue to challenge the fiscal viability of many jurisdictions. In particular, the economic and financial crisis of 2007-2008 is likely to result in potentially serious fiscal challenges for local jurisdictions.
Economist David Merriman of the University of Illinois at Chicago reviews more than 30 individual studies in the most comprehensive assessment of tax increment financing (TIF) with practical recommendations for policy makers and practitioners. The report finds that while TIF has the potential to draw investment into neglected places, it has not accomplished the goal of promoting economic development in most cases. First implemented in the 1950s, TIF funds economic development within a defined district by earmarking increases in future property tax revenues that result from increases in real estate values in the district. The tax revenue can be used for public infrastructure or to compensate private developers for their investments, but TIF is prone to several pitfalls: it often captures some revenues that would have been generated through normal appreciation in property values, it can be exploited by cities to obtain revenues that would otherwise go to overlying government entities such as school districts, and it can make cities' financial decisions less transparent by separating them from the normal budget process. The report recommends several ways that state and local policy makers can reform TIF practices going forward.
The planet is becoming increasingly urban. In many ways, the urbanization wave and the unprecedented urban growth of the past 20 years have created a sense of urgency and an impetus for change. Some 54 percent of the world population—3.9 billion people—lives in urban areas today; thus, it has become clear that “business as usual†? is no longer possible. This new configuration places great expectations on local governments. While central governments are subject to instability and political changes, local governments are seen as more inclined to stay the course. Because they are closer to the people, the voice of the people is more clearly heard for a truly democratic debate over the choice of neighborhood investments and city-wide policies and programs, as well as the decision process on the use of public funds and taxpayers’ money. In a context of skewed financial resources and complex urban challenges—which range from the provision of basic traditional municipal services to the “newer†? agenda of social inclusion, economic development, city branding, emergency response, smart technologies, and green investment—more cities are searching for more effective and innovative ways to deal with new and old problems. Better Cities, Better World: A Handbook on Local Governments Self-Assessments is at the heart of this debate. It recognizes the complex past, current, and future challenges that cities face and outlines a bottom-line, no-nonsense framework for data-based policy dialogue and action; a common language that, for the first time, helps connect the dots between public investments programming (Urban Audit/Self-Assessment) and financing (Municipal Finances Self-Assessment). It helps address two key questions, too often bypassed when it comes to municipal infrastructure and services financing: Are we doing the right things? Are we doing things right? Better Cities, Better World: A Handbook on Local Governments Self-Assessments offers a bit of everything for everyone. • Central governments will be attracted by the purposefulness and clarity of these tools, their impact on local government capacity and performance building, and how they improve the implementation of transformative actions for policy change. • City leaders and policy makers will find the sections on objectives and content instructive and informative, with each issue placed in its context, and strong connections between data and municipal action. • Municipal staff in charge of day-to-day management will find that the sections on tasks and the detailed step-by-step walk through the process give them the pragmatic knowhow that they need. • Cities’ partners—such as bilateral and multilateral agencies, banks and funds, utility companies, civil society, and private operators—will find the foundations for more effective collaborative partnerships.
In A Good Tax, tax expert Joan Youngman skillfully considers how to improve the operation of the property tax and supply the information that is often missing in public debate. She analyzes the legal, administrative, and political challenges to the property tax in the United States and offers recommendations for its improvement. The book is accessibly written for policy analysts and public officials who are dealing with specific property tax issues and for those concerned with property tax issues in general.