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Examples
|
Type of Evaluation / Measures |
Results
|
Lessons
Learned / Caveats
|
| MARKET RATE HOUSING (see STRATEGIES AND TOOLS) | |||
| Subsidizing new inner-city housing in Cleveland, Ohio. | Compared fiscal costs and fiscal benefits to the City. | Cost-benefit ratio of 2:1.New housing starts were generated. | Intangible benefits are excluded. |
| BUSINESS SITE LOCATIONS (see STRATEGIES AND TOOLS) | |||
| Downtown revitalizations efforts (eight projects) |
Measured differences in business profile and growth trends between downtown improvement zone, rest of downtown and other retail districts in central city. |
Significant variation in impact, from large new entry and growth of existing business to continued exit from the area. Larger impact on entry than expansion. | Variation in retail and service activity reflects health of regional economy and relative importance of downtown as a commercial center. Successful projects required additional improvements, such as transit service, street and sidewalk maintenance and sponsored activities. |
| Revitalization of inner-city commercial and industrial district: MidTown Initiative in Cleveland Ohio. | Measures included changes in property's assessed values; number of new companies; number of expansions; job creation and retention. | Over a 15-year period, assessed values of properties increased (55 percent for commercial and 47 percent for industrial). There were 425 new companies, 400 business expansions, 5,500 new jobs and 6,000 jobs retained. | Private sector can mobilize its economic power to increase inner-city competitive advantage. Public relations and marketing programs are required. |
| Research Triangle Park and research parks nationwide | Case study of RTP and analysis of research park success nationally. | While RTP was responsible for a considerable amount of technology-related employment in the region, most businesses were attracted by the proximity of the three research universities. Overall, many research parks fail and many of those that succeed do so only as more general business parks. | |
| PHYSICAL AMENITIES (see STRATEGIES AND TOOLS) | |||
| Jacob Javits Convention Center in New York City | Visitors, state and local taxes, spin-off development. | Center created an economic impact of $2 billion from 1.5 million annual out-of-town attendees. State and local taxes generated more than operating cost and debt service, when the old center is not taken into account. Javits Center did not lead to physical revitalization in the immediate area. | |
| Employment and payroll trends in Indianapolis compared to other regions. | Employment growth rates in downtown Indianapolis were not higher than in other Midwestern areas. It did not result in higher paying jobs. | Cannot compare to trends in Indianapolis that might have occurred without the sports strategy. | |
