A01=Patrick D. Larkey
Accounting Convention
Analogy
Author_Patrick D. Larkey
Bayesian statistics
Behavioral economics
Betterment
Budget
Business statistics
Calculation
Capital budgeting
Category=JPR
Category=KFFD
Cess
Comparative advantage
Consideration
Cost overrun
Criticism
Decision-making
Deficit spending
Design effect
Determinant
Economics
Employment
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
eq_society-politics
Error term
Estimation
Federal funds
Fiscal federalism
Fiscal policy
Forecasting
Free parameter
Fund accounting
Funding
Income
Indifference curve
Inference
Isoquant
Layoff
Legislation
Local government
Loss function
Policy analysis
Precedent
Prediction
Production function
Profit maximization
Program evaluation
Property tax
Provision (accounting)
Public expenditure
Public finance
Rational choice theory
Real estate appraisal
Real versus nominal value (economics)
Receipt
Red tape
Requirement
Resource allocation
Revenue sharing
Root-mean-square deviation
Satisficing
Statistic
Subsidy
Substitution effect
Tax
Tax rate
Theory
Transfer payment
U-statistic
Urban renewal
Utility
Utilization
Weighting
Year
Product details
- ISBN 9780691628028
- Weight: 397g
- Dimensions: 152 x 235mm
- Publication Date: 08 Mar 2015
- Publisher: Princeton University Press
- Publication City/Country: US
- Product Form: Paperback
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For effective program evaluation, it is necessary to specify a counterfactual state, i.e., what would have happened without the program. Conventional approaches to program evaluation, preoccupied with technical and value issues, fail to address directly the need for counterfactual arguments. They also fail to recognize the indispensable role of positive theories of technical and behavioral processes in making these arguments. In order to understand the impact of the General Revenue Sharing (GRS) program on the fiscal behavior of municipal governments, Patrick Larkey develops and demonstrates an unconventional approach to program evaluation that overcomes these failures. Drawing on the positive theories of budgetary decisionmaking processes as well as longitudinal revenue and expenditure data from primary sources, the author specifies, estimates, and tests four "bureaucratic process" models for each of five city governments receiving GRS funds. Using these models to generate complex, counterfactual hypotheses, he then compares the counterfactual patterns with observed patterns to understand the fiscal effects of GRS. Originally published in 1979.
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