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This paper assesses the relative impact of the major design components of the Urban Development Action Grant (UDAG) targeted partnership development initiative on minority employment in the Pittsburgh, Pennsylvania Primary Metropolitan Statistical Area (PMSA). Data are drawn from records obtained from the Department of Housing and Urban Development of completed UDAG projects between 1978 and 1988 for the Pittsburgh PMSA. The results suggest that targeting geographic projects by leveraging private investment in a central city does not yield a significant increase in minority employment. Moreover, the geographic emphasis of UDAG projects do not exhibit an ability to increase minority employment. These findings support the benefit capitalization and ecological fallacy arguments, which propose that the benefits of targeted partnerships (i.e., employment) is shifted away from the original beneficiaries. The paper concludes by discussing the implications of these findings and directions for future research.

The process by which large cities respond to fiscal stress is analyzed in light of the "garbage-can model" of organizational decision making. The model is informed by the assumption that choices are often ill-defined and ambiguous, resulting in a decision process that is poorly structured. When applied to the fiscal retrenchment process, the expectation is that the selection of various financial management strategies may be difficult to explain. To the extent that coherence exists, it is likely that the process will be executive-dominated. These expectations are generally confined when the retrenchment behavior of a large group of cities is tested within a multivariate framework.