Measuring and Tracking Progress in Alexandria

From The Alexandria Times, April 10, 2025-Part I

Innovative governance always requires adaptation, even in Alexandria, where elected bodies and management generally function well. New challenges include the recent conclusion of federal COVID-19 relief funding, the likely end of a national wealth bubble that includes real estate – the primary driver of Alexandria’s financial health – and the downsizing of the federal workforce.

We encourage the effective use of metrics and dashboards to improve public service. We are just two voices, and we invite anyone who wishes to share additional suggestions.

The city and Alexandria City Public Schools websites are a starting point. These sites could benefit from regular updates and the removal of outdated content. While the city and ACPS publish extensive data, we suggest that greater attention be given to reporting progress toward goals.

This aligns with City Manager James Parajon’s directive for departments to identify and report key performance indicators. The Department of Parks, Recreation & Cultural Activities exemplifies this through its updates on the annual replacement ratio of trees removed to trees planted and the number of trees pruned each year.

Measuring progress requires specifying and tracking goals. Updated public information should be provided occasionally on ongoing initiatives, such as improvements in Internet service, street closures, expansions and bike lanes. Two areas, housing and development projects, deserve special attention.

Housing

Regardless of how a court rules on the legality of the 2023 Zoning for Housing initiative, the city needs to track how effectively it achieves its overall housing goals. This requires broad monitoring of the extent of housing added to existing lots and net changes in both rental and owner-occupied housing based on rent and price.

Understanding the extent of gentrification similarly requires comprehensive, citywide assessments of progress or regression in the quantity and percentage of affordable housing units based on various standards of affordability.

The city’s online list of accessory dwelling units under construction offers a valuable fact-check, as does Arlington County’s online map showcasing properties developed under that county’s Missing Middle zoning amendments, which are currently delayed in court. However, neither approach reflects the overall progress.

Development Projects

Major development projects spark controversy; however, we should not forsake efforts with high expected returns merely because their inherent risk involves a chance of failure. Improved reporting and metrics boost the likelihood of achieving a successful balance.

The efficient use of Potomac Yard remains a valid public concern, and the arena controversy provides important insights. Crucially, the city never disclosed or fully evaluated factors necessary to gain public support and establish a solid foundation for a decision. Here are three examples:

Jobs. Exaggerated claims are common in construction projects. In this case, there was limited evidence provided about its overall impact on employment in the metropolitan area, as many positions would shift between jurisdictions. Furthermore, there was little evidence regarding how many new jobs would have benefited Alexandria residents.

Losses in other areas. The project’s economic viability relied partly on the effects throughout the metropolitan region that were not reported.

Risk disclosure. The financial risks that the city assumed, regardless of how remote or contingent, should have been disclosed early and in clear, understandable terms.

Incomplete analysis can obscure a zero-sum or negative-sum game, where one jurisdiction’s gains are another’s losses. Even more concerning, jurisdictional competition can add to private profit for any firm seeking additional government subsidies at the expense of taxpayers.

A clear lesson is that improved development coordination processes could help maximize the overall benefits for the region from any bidding competition.

Please share your ideas for enhancing Alexandria. We will gather them and, with your permission, make them accessible.

This article is part one of a two-part column.

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Mark Eaton, a former lawyer, served on the Alexandria School Board from 1997 to 2006 and taught English at T.C. Williams High School, now Alexandria City High School, from 2007 to 2021. Eugene Steuerle is an economist and co-founder of the Urban-Brookings Tax Policy Center and ACT for Alexandria. They can be reached at aboutalexandria@ gmail.com and Steuerle@comcast.net. Their newsletters are available at aboutalexandria.substack. com and governmentwedeserve.substack.com.

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