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Parks Can Increase Your Bottom Line and Quality
of Life
John L. CromptonUniversity Distinguished Professor and Regents ProfessorTexas A&M University
Texas Municipal LeagueHouston
October 2014
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Benefits Related to Economic Prosperity
Attracting tourists Attracting businesses Attracting retirees Reducing taxes Enhancing real estate values
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Business Travel
Recreation and Park Attractions in a Jurisdiction
Tourism
Opportunities for Local Residents
Visiting Friends and Relatives – Personal Business
Conference and
Convention Travel
Pleasure Travel –
Sphere of Interest
Segments of Travel and their Inter-relationship with Parks and Recreation
Recreation and park attractions NOT operated
by a public agency
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POPULATIONAbility to TravelInterest in Travel
TRANSPORTATIONINFORMATION
AND PROMOTION
ATTRACTIONS
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POPULATIONAbility to TravelInterest in Travel
TRANSPORTATIONINFORMATION
AND PROMOTION
ATTRACTIONS
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Arts Theaters, Art Galleries, Museums, Performing Groups, Music Concerts
Heritage Places Ethnic Cultural Places, Shrines/Churches, Historical Sites and Structures, Educational Instructions, Industry Factory Tours
Parks National, State, Regional, Local, Beaches, Theme Parks
Recreation Events and Festivals, Aquatic and Coastal Areas, Outdoor recreations (e.g. camping, fishing, hunting), golf, tennis, skiing, sailing, softball), Fitness and Wellness Centers
Arenas College Sports, Professional Franchises, Concerts and Exhibitions
Other Gambling Places, Cruise Ships
A Taxonomy of Tourist Attractions
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POPULATIONAbility to TravelInterest in Travel
TRANSPORTATIONINFORMATION
AND PROMOTION
ATTRACTIONS
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Tourism is a public/non-profit sector driven business.
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AN ATTRACTION IS NOT, IT BECOMES
IT NEEDS A TOURISTA SIGHTA MARKER which provides
information about a sight
A MARKER could be a guidebook, slide show, information tablet, travelogue,
etc.
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David E. Colp
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Context1810 players on 133 teams participated in the tournament. All were from out-of-town. Because it was an elimination tournament, the length of time that the teams stayed in the community varied from 4 to 7 nights. 697 players’ parents were interviewed.
Financial DataIncome: Entry fees $300 x 133 $39,900Tournament costs and staff time $119,617
Net loss ($79,717)Economic Data
Total expenditures in the local area by the 1810 players and their family/friends $2,039,000Economic impact on sales $3,731,000Economic impact on income $1,162,000
Return on investmentFor each dollar invested, residents’ income increased by $14.58 (1,162,000/79,717). Facility cost $12 million; payback period to residents is 10 tournaments of this size.
A comparison of the Financial and Economic Returns to a City from an Amateur Softball Association Girls 18 & Under Class A National Softball Championship Tournament
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The Conceptual Rationale For Undertaking Economic Impact Studies
FINISH START
For community residents who pay
taxes
Community residents & visitors pay
taxesTo a city council
Which uses them to subsidize
development of recreation
programs and facilities
That attract out-of-town visitors
Creating income and jobs in the
community
Who spend money in the local economy
Inflow of Revenues
Outflow of Funds
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The Dallas Cowboys Football Stadium
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“The stadium would generate $238 million a year in economic impact in Arlington and $416 million a year in Tarrant County.” (City of Arlington: ERA)
“A new Cowboys Stadium would bring in $346 million a year to Dallas County.” (A property development company)
“The City of Irving, if a new stadium were built, would see an annual economic impact of approximately $51 million.” (City of Irving; Turnkey Sports)
“The best outcome Arlington can expect is that it will lose $290.5 million as a result of the building of a new stadium for the Cowboys…The loss for arlington could be as high as $325.3 million.” (Those opposed to public funding for the stadium; Rosentraub and Swindell)
The Dallas cowboys Football Stadium
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Supporters’ Budget $10,000,000
Referendum Outcome
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Supporters’ Budget $10,000,000
◦ Plus In-Kind Services
Referendum Outcome
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Supporters’ Budget $10,000,000
◦ Plus In-Kind Services
Opponents’ Budget $45,000
Referendum Outcome
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Supporters’ Budget $10,000,000
◦ Plus In-Kind Services
Opponents’ Budget $45,000
◦ Passed 53% - 47%
Referendum Outcome
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Consultants protect their reputation by1. Extensive Caveats
We have not audited or verified any information provided to us and as such will take no responsibility for the accuracy of the information which was provided by third parties…Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur; therefore actual results achieved during the analysis period may vary from those described in the report, and the variations may be material
How Can This Be?
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Consultants protect their reputation by2. Using assumptions needed to get the desired
result It should be noted that the analysis utilizes
assumptions that were developed based on our market analysis, surveys with comparable arenas, hypothetical lease terms, and conditions and assumptions provided by the City and the developer.
How Can This Be?
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Park Name County Total missing UsableUsableLocal
Usablenon-local
Usablenon-local
day visitor
Usablenon-local
overnight visitor
Balmorhea Reeves 119 9 110 1 109 19 90
Big Bend Ranch Presidio & Brewster 230 32 198 4 194 41 153
Brazos Bend Fort Bend 459 42 417 99 318 194 124
Caprock Canyons Briscoe 279 17 262 1 261 102 159
Choke Canyon Live Oak 359 102 257 18 239 125 114
Daingerfield Morris 514 35 479 89 390 130 260
Davis Mts./Indian Lodge Jeff Davis 496 117 379 1 378 84 294
Dinosaur Valley Somervell 531 13 518 2 516 433 83
Eisenhower Grayson 573 44 529 68 461 71 390
Enchanted Rock Gillespie & Llano 1,335 109 1,226 16 1,210 967 243
Fort Richardson Jack 425 12 413 8 405 30 375
Galveston Island Galveston 322 28 294 16 278 129 149
Garner Uvalde 1,511 189 1,322 10 1,312 200 1,112
Goliad Goliad 475 16 459 7 452 310 142
Hueco Tanks El Paso 333 21 312 149 163 112 51
Inks Lake Burnet 454 107 347 18 329 46 283
Lake Bob Sandlin Titus 269 7 262 21 241 39 202
Lake Corpus Christi San Patricio 493 59 434 36 398 82 316
Lake Livingston Polk 125 8 117 7 110 13 97
Lake Mineral Wells Parker 503 61 442 90 352 83 269
Lake Ray Roberts Cooke & Denton 851 92 759 250 509 227 282
Lake Somerville Burleson & Lee 363 26 337 26 311 95 216
LBJ Gillespie 418 75 343 2 341 341 N/A
Martin Dies Jasper 284 19 265 7 258 8 250
Palo Duro Canyon Armstrong & Randall 449 25 424 78 346 202 144
Pedernales Falls Blanco 538 32 506 2 504 135 369
Seminole Canyon Val Verde 271 17 254 11 243 81 162
Tyler Smith 607 37 570 115 455 123 332
WOB Washington 61 12 49 2 47 47 N/A
Total 13,647 1,363 12,284 1,154 11,130 4,469 6,661
Number of surveys collected at each park
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Park name
Appropriate decisions Inappropriate decisions% by which inappro-priate decisions ex-
ceed appropriate de-cisions
Per person per dayexpenditures
AnnualExpenditures
Per person per dayexpenditures
Annualexpenditures
Daingerfield $11.24 $332,750 $19.03 $933,897 181%
Dinosaur Valley $12.61 $1,434,940 $23.70 $2,696,704 88%
Enchanted Rock $25.13 $6,215,438 $60.73 $15,020,018 142%
Garner $33.55 $13,339,963 $77.76 $30,923,109 132%
Goliad $13.37 $593,784 $21.27 $944,367 59%
Lake Corpus Christi $20.82 $1,344,096 $31.31 $2,021,173 50%
Lake Ray Roberts $16.98 $11,811,373 $151.19 $105,141,261 790%
Pedernales Falls $19.66 $2,954,198 $270.83 $40,689,600 1,277%
Tyler $31.13 $3,486,834 $57.31 $6,419,026 84%
The Cumulative Impact of Three Erroneous Decisions on Both Day and Overnight Visitors’ Expenditures
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Number of day visitors <69,000 Number of day visitors >69,000
Local ratio of day visitors
<10.5%
Group (1)Big Bend Ranch ComplexCaprock CanyonChoke CanyonDavis Mountains/Indian LodgeGoliadSeminole Canyon
Day visitors : $23.40Overnight visitors : $15.39
Group (2)BalmorheaDinosaur ValleyEnchanted RockGarnerInks LakePedernales FallsRay Roberts complexWashington on the BrazosDay visitors : $28.03Overnight visitors : $12.63
Local ratio of day visitors
>10.5%
Group (3)Eisenhower State ParkDaingerfieldFort RichardsonHueco TanksLake Bob SandlinLake LivingstonLake Mineral WellsMartin Dies, Jr.Day visitors : $16.22Overnight visitors : $11.88
Group (4)Brazos BendGalveston IslandLake Corpus ChristiLake SomervilleLyndon B. JohnsonPalo Duro CanyonTyler
Day visitors : $35.80Overnight visitors : $15.74
Table. Classification of 29 parks by local ratio and number of day visitors
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Table. Classification of 61 parks by local ratio and number of day visitors
Number of day visitors <69,000Number of day
visitors >69,000
Local ratio of day visitors
<10.5%
Park name
Caprock Canyons & TrailwaysColorado BendDevil's River
Devil's SinkholeFort Leaton
Kickapoo CavernLake Tawakoni
Lost MaplesOld Tunnel
Possum Kingdom
Estimated per person per day expenditure
Day visitors : $23.40Overnight visitors : $15.39
Day visitors : $28.03
Overnight visitors : $12.63
Local ratio of day visitors
>10.5%
Park name
AbileneAtlantaBastropBlanco
BonhamCaddo Lake
CleburneCooper Lake
Copper BreaksFairfield Lake
FalconFort BoggyFort Parker
Franklin MountainsGoose Island
Government CanyonHill Country
Lake ArrowheadLake Brownwood
Lake Colorado CityLake LivingstonLake Whitney
LockhartMartin Creek Lake
Meridian Mission Tejas
Monahans SandhillsMonument Hill/Kreische Brewery
Mother NeffPalmetto
Purtis CreekSan Angelo SP
San Jacinto Battleground and MonumentSea Rim
Sheldon LakeSouth Llano River SP
Stephen F. AustinVillage Creek
WBC/Bentsen-Rio GrandeWBC/Estero Llano GrandeWBC/Resaca de la Palma
Wyler Tramway
Battleship TexasBig SpringBuescherCedar HillGuadalupe
River/Honey Creek
HuntsvilleLake Casa Blanca
McKinney FallsMustang Island
Estimated per person per day expenditureDay visitors : $16.22
Overnight visitors : $11.88
Day visitors : $35.80Overnight visitors :
$15.74
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Parks attract non-resident visitors to the area
These visitors spend money in the local area
This new money creates income and jobs for area residents
State Parks as “Economic Engines”
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Mustang Island State Park
(145,711 visitor days)
Salaries and operating expenses $809,500
Revenue $632,000
Net Loss $177,500
Example of a Park as an Economic Engine
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BUT49% of visitor days (i.e. 71,566) are from outside the county and on each visitor day they spend $9.76 each outside the park but inside Nueces County i.e. &678,500
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BUT49% of visitor days (i.e. 71,566) are from outside the county and on each visitor day they spend $9.76 each outside the park but inside Nueces County i.e. &678,500
New money into the county:$809,500 + $698, 500 $1,508,000
Impact on sales (1.71):$1,384,000 + $1,190,000 $2,574,000
Impact on personal income:$753,000 + $631,000 $1,384,000
Impact on employement:25 jobs + 21 jobs 46 jobsAverage pay for each job is $30,088
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So
Every $1 of net state funds invested in Mustang Island State Park yields $7.83 in income for Nueces County residents ($1,384,000/$177,500)
The cost to the state of each job created is $3,850 ($177,500/46 jobs)
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Analogous to retail stores Investment in services and amenities
More Visitors
More Per Capita Expenditures
More Jobs and Income to Local Residents
Economic Success Depends on What Happens Inside a Facility
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Benefits Related to Economic Prosperity
Attracting tourists Attracting businesses
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Write down the place you would like to live, given your druthers (i.e., your preferred place, ignoring practical concerns such as a job, family, language, and heritage).
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Write down the place you would like to live, given your druthers (i.e., your preferred place, ignoring practical concerns such as a job, family, language, and heritage).
Write in one sentence, why you picked that place.
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Write down the place you would like to live, given your druthers (i.e., your preferred place, ignoring practical concerns such as a job, family, language, and heritage).
Write in one sentence, why you picked that place.
More than 80% of participants will cite some park, recreational, cultural, or environmental ambiance dimension in their responses.
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Business Relocation Context
More than 10,000 economic development groups are competing to attract businesses.
Footloose Industries “Information Factories” whose main
asset is highly educated professional employees.
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Drivers
Beyond a threshold salary level, people are persuaded to relocate by quality of life factors rather than money.
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Drivers
Beyond a threshold salary level, people are persuaded to relocate by quality of life factors rather than money.
No matter how “quality of life” is defined, parks, recreation, and open space are part of it.
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Drivers
Beyond a threshold salary level, people are persuaded to relocate by quality of life factors rather than money.
No matter how “quality of life” is defined, parks, recreation, and open space are part of it.
There are no great cities in this world that do no have a great park (recreation and culture) system.
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Drivers
Beyond a threshold salary level, people are persuaded to relocate by quality of life factors rather than money.
No matter how “quality of life” is defined, parks, recreation, and open space are part of it.
There are no great cities in this world that do no have a great park (recreation and culture) system.
“Disamenity compensation” – companies located where there is only mediocre quality of life have to pay higher wages to attract the same quality work (and vice-versa).
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Comparison of the Perceptions of the Relative Importance of General Elements in Location Decisions Between Decision Makes in Large and Small Companies
Elements Small CompanyMeans(n=38)
Large CompanyMeans(n=42)
Government Incentives 3.9 14.2
Quality of Life 33.3 14.7
Labor 10.3 24.0
Proximity to Customers 28.4 11.6
Operating Costs 17.2 24.3
Transportation 6.7 7.7
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Comparison of Perceptions of the Relative Importance of Quality-of-Life Elements in Location Decisions in Large and Small Companies
Elements Small CompanyMeans(n=38)
Large CompanyMeans(n=42)
Primary/Secondary Education
19.4 18.0
Recreation/Open Spaces 26.4 12.1
Cost of Living/Housing 23.0 34.5
Personal Safety/Crime Rate
12.9 13.2
Cultural Opportunities 10.6 9.5
Health/Medical Services 7.1 9.2
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Significance
Most new business growth comes from small companies.
90% of businesses in the U.S. employ 10 or fewer people.
Small business owners often “satisfice” rather than “optimize” their profit potential.
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People working in high tech companies are used to there being a high quality of life in the
metropolitan areas in which they live. When we at Dell go and recruit in those areas, we have to be
able to demonstrate to them that the quality of life in Austin is at least comparable or they won’t
come. It’s not just about salary. It’s about what’s the community like where I’m going to live.
- Vice President, Dell Corp., Austin
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Parks and Recreation: An Indicator Species
American Heritage Dictionary:
“The presence, absence, or relative well-being in a given environment is indicative of the health of its ecosystem as a whole.”
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Benefits Related to Economic Prosperity
Attracting tourists Attracting businesses Attracting retirees
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Target Market
Growing number of Retired Active
Monied People In Excellent Shape
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Target Market
Growing number of Retired Active
Monied People In Excellent Shape
G.R.A.M.P.I.E.S.
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Economic Impact
Annual inflow of 100 retired households with $40,000 annual income = a new $4 million annual “payroll”
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“You are what you were, yesterday.”
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GRAMPIES Are an Appealing Economic Target Market Because:
Social Security and Private Retirement incomes are stable – not subject to the vicissitudes of economic business cycles
“Positive” taxpayers i.e., generate more tax revenue than the cost of serving them (e.g., schools, criminal justice)
Contribute to development of the health care industry
Volunteer pool – active in churches, service organizations, and philanthropic organizations
Stimulate housing and retail, but do not put pressure on local job markets or social services
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Key Requirement
Amenity rich community especially recreation: socialization; active lifestyle
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Survey: 270 Recently Relocated GRAMPIES in the Lower Rio Grande Valley Top 3 out of 40 reasons for moving away
from the previous residence were: Desire to live in a more recreationally
enjoyable area Desire to get away from cold weather Desire to live in a place where recreation
opportunities are plentiful
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Benefits Related to Economic Prosperity
Attracting tourists Attracting businesses Attracting retirees Reducing taxes
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The Cost Efficiencies of Parks and Open Space
Conventional wisdom is that development is the “highest and best use” of vacant land for increasing municipal revenues.
Developers claim their projects “pay for themselves and then some” BUT
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The Cost Efficiencies of Parks and Open Space
Conventional wisdom is that development is the “highest and best use” of vacant land for increasing municipal revenues.
Developers claim their projects “pay for themselves and then some” BUT
If a private company had a business plan that looked only at revenues and ignored costs, it would be quickly out of business. Why should the public tolerate such one-sided accounting by local governments?
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However:
Fiscal impact analyses frequently demonstrate that the public costs associated with new residential development exceed the public revenues that accrue from it. BECAUSE
The people who reside in developments require services. IN CONTRAST
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However:
Fiscal impact analyses frequently demonstrate that the public costs associated with new residential development exceed the public revenues that accrue from it. BECAUSE
The people who reside in developments require services. IN CONTRAST
Natural parks and open space require few public services – no roads, no schools, no sewage, no solid waste disposal, no water, and minimal fire and police protection.
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Fiscal Impact Analysis Stages
1. Allocate total municipal expenditures into service categories and assign them to selected land use categories (Residential, Commercial/Industrial, Farm/Forestry/Open Space)
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Fiscal Impact Analysis Stages
1. Allocate total municipal expenditures into service categories and assign them to selected land use categories (Residential, Commercial/Industrial, Farm/Forestry/Open Space)
2. Categorize municipal revenues by sources and allocate them to the selected land use categories
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Fiscal Impact Analysis Stages
1. Allocate total municipal expenditures into service categories and assign them to selected land use categories (Residential, Commercial/Industrial, Farm/Forestry/Open Space)
2. Categorize municipal revenues by sources and allocate them to the selected land use categories
3. Compare revenues to expenditures for each land use category
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Median Cost to Provide Public Services to Different Land Uses per Dollar Revenue Raise (n=98 communities)
$1.40
$1.20
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00Commercia
l & Industrial
$0.27
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Median Cost to Provide Public Services to Different Land Uses per Dollar Revenue Raise (n=98 communities)
$1.40
$1.20
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00Commercia
l & Industrial
Farm/Forest Open Space
$0.27$0.35
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Median Cost to Provide Public Services to Different Land Uses per Dollar Revenue Raise (n=98 communities)
$1.40
$1.20
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00Commercia
l & Industrial
Farm/Forest Open Space
Residential
$0.27$0.35
$1.16
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Tax Myth
For years residents have been assured by growth boosters that the solution to a community’s tax problems is to increase the tax base. Most accept this and believe that growth is the basis of prosperity.
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Benefits Related to Economic Prosperity
Attracting tourists Attracting businesses Attracting retirees Reducing taxes Enhancing real estate values
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Pebble Creek Development Costs
1,300 acres total150- acres for a golf course
Cost of golf course development = $4 million
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Pebble Creek Development Costs
1,300 acres total150- acres for a golf course
Cost of golf course development = $4 million
College Station sub-division lots = $30,000
Pebble Creek averages 3 lots per acre
Golf course replaced 450 lots450 lots at $30,000 = 13.5 million
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Pebble Creek Development Costs
1,300 acres total150- acres for a golf course
Cost of golf course development = $4 million
College Station sub-division lots = $30,000 Pebble Creek averages 3 lots per acre
Golf course replaced 450 lots 450 lots at $30,000 = 13.5 million
Total cost of the golf course - $17.5 million
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Revenues
Pebble Creek lots = $40,000 on average
($10,000 more per lot because of golf course)
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Revenues
Pebble Creek lots = $40,000 on average
($10,000 more per lot because of golf course)
1,150 remaining acres X 3 lots per acre = 3,450 lots
3,450 x $10,000 premium = $34.5 million
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John Nash
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Central Principle
Nash established as the central principle of his plan: “that the attraction of open Space, free air and scenery of Nature, with the means and invitation of exercise on horseback, on foot and in Carriages, shall be preserved in Marylebone Park, as allurements or motives for the wealthy part of the public to establish themselves.”
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Central Principle
At Regent’s Park, Nash brought to the urban landscape the principles of picturesque landscapes that had been developed by Capability Brown in country estates half a century earlier, and his erstwhile partner Humphry Repton
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