Performance measurement was introduced in the public sector to evaluate the impact of policy intervention. It has been heavily promoted to UK town centre managers in recent years by the government, retailers, and the Association of Town Centre Management (ATCM). Using data from interviews undertaken with UK town centre managers and business improvement district (BID) managers in the USA during 2002–03, the authors compare and contrast performance measurement in terms of concept, design, and use in these two contexts, as well as considering the issue of ‘performance ownership’. Implications for the UK are discussed in the light of the recent introduction of BIDs.
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