Nwana Econsult Writing Sample 04.10.16

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TABLE OF CONTENTS

OVERVIEW OF MY EXPERIENCE AT THE PHILADELPHIA PROGRAM 2

REFERENCES 4

OUTLINE OF THE 3 AREAS OF LEARNING 5

WORK PRODUCT 6

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Chinwude Nwana The Philadelphia Center: Fall 2015

Final Portfolio OutlineOverview The first time I heard about the Philadelphia Center Program, was during my Freshman year at one of its annual campus visit to my school, Earlham College. It is safe to say that after that presentation, I made up my mind to attend the program if I ever studied off-campus. A major attraction to me was that the Philadelphia Center presented an opportunity to have an extensive simulation of Life-After-College in all its facets. I could explore diverse concepts, acquired from my Liberal Arts education, by working, living independent living and learning actively. In retrospect, I realize how much lessons this program has taught me which I can apply later on.

As a fiercely independent individual, I have always fantasized about what it truly means to be totally responsible for your growth. Although I have had snippets of this liberty through schooling in a different country and even spending two months in an internship in DC, both of these experiences were shielded because I had procedures to follow and host parents to rely on respectively. The Philadelphia Center presented the world to students unfiltered and undiluted while giving them tools to navigate it without changing the academic, economic and social circumstances they faced. Personally, this program gave me a chance to move into and get accustomed to a new city, risk an internship in a new field and challenge stereotypes of others and of me that I never faced square on in an all-new reality. I must say that the elements herein forced me to explore limits that have now been integrated into my identity.

In this portfolio, I chronicle and reflect upon my journey through the city, classes and internship. I provide snapshots of evidence to remind me of these experiences in the future and to help me share it with others. In the city, I have visited several places and done several housekeeping activities. So, I will present these evidence through pictures, a link to a video clip, event tickets, event flyers, shopping lists and receipts, a copy of the housing lease, contact list and maps. For my classes, I have made journal entries, read articles, written reflective assignments and papers. Hence, my evidence will include copies of monumental journal entries, important articles I choose to keep and my final paper. In my work placement, I had meetings with my supervisors before working on my given assignments. Therefore, my evidence will include brief summaries and raw research and data entries for my work products, contact lists, meeting memos, interview notes and pictures. Overall, I will also give a self-assessment of the Knowledge, Skill and Value themes that I gained in my independent living, academics and internship respectively.

The knowledge, skills and values that I gained during my three months of internship validated my risk of learning about a different field through experience, while sacrificing an opportunity to further experience in a more familiar field. But apart from learning in a new field, I also experienced the Econsult Solutions setting which is corporate/private and consulting as opposed to government/public and regulatory as seen in my past internships at the USEPA. In the beginning, I knew that I wanted an experience in Economics and Business but choosing the particular experience was an experience in itself as I can now decipher what a job will be from its description. While in the internship, I participated in meetings for assignments and eavesdropped on company meetings and these made me understand how the company operated. Continuous practice with technological tools enabled me to learn about creatively manipulating data to provide information about whether a project is feasible and the positive impact of a project already carried out. Being in close proximity with economists permitted me to observe and ask questions about careers in economics which is one of the reasons I chose to intern at Econsult. I also

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learned how to communicate professionally through updates on work given through email and facetime, all of which helped me form a better connection with my fellow employees. These connections and other professional ones made in conferences and career fairs will increase my professional network in Philadelphia and will hopefully be valuable to me as I make the next move in my life.

Both of my classes were eye-opening for me but I would say that my Inside Out class really made me critically think about my previous worldview and readjust them by incorporating knowledge, skills and values I gained in this class. This class really brought the subject of mass incarceration into my psyche. Although I am black, I never fully understood its implications in the criminal justice system. And so, I learned the importance of open-mindedness to receive insights from my fellow inside students and learn about the plight of minorities who grew up and are living in the US. This took a great deal of commitment as we had to get our readings done before attending classes. I also had to learn how to actively listen when I was not conversant with the topic so that I could see how the opinion or experience related to the topic. My journal was very important in helping me digest the information, air my thoughts and relate events outside the prison talks that were concerned with mass incarceration. Finally papers and research about special topics such as reentry obstacles and the contributions I could make after acquiring these information helped me to delve deeper into the subject matter. This practice of learning by reading, listening, discussing, reflecting and then making a decision on how to change the status quo taught me how to deal with complex societal issues I wished to change. Onwards, I am confident to say that my experiential education in mass incarceration has laid a template that I hope to adopt whenever I seek to make a change in a societal issue I am passionate about.

Living in the city offered me an opportunity to experience living independently after College. I was exposed to the finding housing and home organization process which taught me how to ask intelligent questions, understand pricing and leasing and negotiate with realtors. I learned how to establish and manage roommate relationships through communication and negotiation. I learned how to prioritize my expenses by placing funds for experiences (for example, skating for the first time) at higher value than funds for material acquisition (for example: buying a new dress). Even with my busy work schedule, I figured out a way to ensure my social life was not lacking by going to events (movies, festivals), touring Center city and nearby neighborhoods and touring other cities near Philadelphia. My observations and exposure allowed me to understand the distinct Philadelphian culture and other cultures from other countries found in Philadelphia. More so, I got to learn about American history in the struggle for Independence and the struggle for the abolition of slavery through the Independence Hall and Liberty Bell tour. Overall, the city humbled me, and changed my views on others different from myself and how I identified myself, through daily interactions with its inhabitants.

Holistically, the Philadelphia Center experience has changed me positively. It has given me a wealth of navigators, tools, and contacts/references that I could use in the different spheres of my life in the future. I am proud of my commitment and the results that this dedication has yielded. I truly cannot wait to apply it to my life from hence forth.

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REFERENCES

Steve Mullin

President, Econsult Solutions

Ph: 267-687-0202

Email: [email protected]

Lee Huang

Vice President, Econsult Solutions

Ph: 267-687-0209


Andrea Mannino

Director, Econsult Solutions

Ph: 267-687-0206


Kate Raman

Director, Econsult Solutions

Ph: 267-687-0221


mailto:[email protected]




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OUTLINEINTERNSHIP CITY ACADEMIC

KNOWLEDGE Understanding the Organizational Chart of Econsult, Competence in Consulting Procedure, Getting Acquainted with Economic Work Products, Understanding the role of Data and Narrative in Economic Analysis, Understanding Statistical and Technological Tools in Economic Analysis, Relationship between Economic Analysis and Policy making, Learning about Careers in Economics

Finding housing, furnishing it and negotiating with realtors and utility companies, Exploring different cultural cuisines and events,Learning about the Independence Hall and Liberty Bell History,Learning about the issues of city living,Learning where to obtain daily requirements,Exploring Center City,Exploring other areas of Philadelphia apart from Center City,Exploring other US cities

Learning about the prison system, criminal justice system and policies responsible for mass incarceration,Understanding ways to reduce incarceration through roles, Learning about the relationship between mass incarceration and gender/race/class,Understanding financial concepts, Questioning stereotypes, Learning how to think critically and write clearly

SKILLS Networking, Interviewing, Internet-based Research, Extensive Database, Use of Technological Tools, Extensive Database,Editing Reports, Professional Communication

Learning how to prioritize expenditure,Building a social network within the City,Cooking daily,Learning how to navigate race difference,Learning how to negotiate and communicate with my housemates

Learning how to express opinions in class,Performing Financial calculations,Engaging in conversations on complex issues outside the classroom, Learning effective teamwork,Exploring the field of business through marketing strategies

VALUES Teamwork, Proactiveness,Positivity,Opinion on After-College Decision

Learning how to express opinions in class,Performing Financial calculations, Engaging in conversations on complex issues outside the classroom, Exploring the field of business through marketing strategies

Recognizing my privileges, Value of perspectives & Humility,System vs ChoicesPower to make a Change

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Work Product SampleChinwude NwanaEconsult Solutions InternshipFall 2015

Project 1:“History of Philadelphia: Triumphs, Challenges and Opportunities” – Article Summary for the Penn Institute of Urban Research

SummaryThis article gives a brief summary about the history of Philadelphia as an emerging city which rose up from its slums through efficient public policy reforms. In a publication for the periodical, Penn IUR Policy Brief, this article talks about the recent triumphs, continuous challenges and possible opportunities that the city has to progress in the future. My main contribution was talking about the triumphs of different administrations that built on one another to gradually alleviate Philadelphia from its budget deficit. Triumphs - My partAfter 40 years of decline from the early 1950s, Philadelphia confronted a future that was uncertain at best in the early 1990s. By the turn of the century, Philadelphia was showing evidence of joining the nationwide trend of improving cities. With a plethora of effective administrations, Philadelphia was able to get back on its feet and repossess its stand among the league of desirable cities to live in. However, this was not always the case as Philadelphia was hit hard from the 1990-1991 national recession; thus, leading to limited resources available for construction and maintenance of capital projects and decreased employment and compensation benefits for city residents. But the Rendell administration ushered in a new era of confidence in the city through policy reforms that helped balance Philadelphia’s budget deficits. These reforms concentrated on prioritization and execution of city capital projects, business and wage tax cuts, better fiscal management and employment opportunities. A highly applauded action for Philadelphia was putting an end to labor disputes and employee strikes from white- and blue-collar jobs and public safety agencies. This was achieved through contract negotiations with primary municipal unions and renegotiation of city vendor contracts. Philadelphia also expanded its welfare reform which took an alternative route of job search activities to move beneficiaries into the labor market. The revitalization of the Center City through big budget projects that solidified the area as the cultural epicenter of Philadelphia. Thus, bringing businesses, employment and an overall change in the internal and external perception of the city. The city continued to be transformed through the strategic plans laid out by the John F. Street administration. With its commercial hub being reconstructed, the new city government strove to give neighborhoods their most needed attention. The Neighborhood Transformation Project (NTI) was initiated as an effort to create clean, safe neighborhoods; construct new, affordable and market-rate housing; and encourage private-sector business investment. $295 million was ploughed into the system, launching seven housing development sites from 5,000 residential demolitions and 5,000 land acquisitions. Also, as an incentive to new housing development and rehabilitation, 10 year tax abatements were offered to the benefit of homeowners and developers. This tax abatement meant that for ten years taxes will not be taken from the marginal value of a housing property whose monetary value appreciated due to the new or rehabilitative constructions made. A lot of Philadelphians were able to benefit from this policy. In 2005 alone, 961 homeowners, 1130 investment owners were able to rehabilitate their properties

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while 1,456 home-/investment owners were able to build new constructions. These property incentives made a huge impact in the desirability of the city as businesses sprung up, housing prices became more affordable and the competitiveness of the Philadelphia suburbs, as compared to the city, reduced. These factors drew in a swamp of people who were attracted by the prospects of greener pastures in Philadelphia. Not only did they come in numbers but they stayed in numbers. Since its population drained of the ‘80s, Philadelphia finally had capacity to pull in and retain residents. With the foundations already established, the only direction Philadelphia could go was forward. One factor that stalled the city’s potential was its not-so-great progress on soft infrastructure, that is, its societal issues. The crime rate in Philadelphia’s neighborhood, just like in many major cities, was still relatively high. For this reason, it was important for the incumbent mayor, Michael Nutter, to change this narrative. Nutter’s policy constituted a mix of strengthening community policing practices and the workforce implementing it, providing post-release services to select offenders to reduce their rate of return into the criminal justice system and preventing youths from being involved in crimes through mentorship programs. Nutter’s policy has made progress since they became effective - crime rate has declined by 17.5%, the lowest levels recorded since 1971. Apart from creating safety, the long-term sustainability of a city would be defined by its educated populace. Mayor Nutter understood this when he decided to improve the educational outcomes from the city. This has been done through a number of projects such as the $363million investment on Philadelphia’s public schools and libraries, which has led to a 6.8% increase in the college degree attainment rate. The youth and adult learners are not left behind. The REACH pilot and myPLACE have enhanced outdoor learning for teenagers and work-readiness for adult-learners. To ensure that everyone gets the spillover effects of education equally, programs such as the “My Brother’s Keeper” Challenge and the School Diversion Program help Philadelphia’s educational system become more inclusive. But these human capital need to be retained in the city through excellent job offers which can only be provided mostly by private-sector businesses. The development of retail stores and partnerships to grow start-ups have improved the commercial setting of Philadelphia. As of 2014, there were 130 estate projects under construction, mostly housed on Chestnut street and East Market in Center City. Continuing from his predecessor, Nutter is expanding the Land Bank and redeveloping distressed public housing in North Philadelphia. The award of the Promise Zone Designation has helped to accelerate development in these areas, with increased participation of minority-owned companies from 29.4% to 18% in 2007. As health is indeed wealth, the government has made a commitment to advance the wellbeings of Philadelphia. This time the rarely talked about issue of mental-health and homelessness is given its due attention. Philadelphians now have access to free Mental Health First Aid Training and homeless housing units have increased by 80% throughout the city. Also, a major grant of $10million for the Healthy Start program is aimed at reducing infant mortality. The world is evolving when it comes to green infrastructure and Philadelphia has surely been part of that conversation. There is now affordable bike share with 60 stations across the city. The statistics also show that between 2008-2014, Philadelphia has collected 8, 817,000 pounds of trash and 431,031 pounds for recycling with the help of 84,425 volunteers. Energy reductions have also been prioritized. In 2004, the city completed its first ever energy efficient contract which is projected to save $1million/annum in utility costs. A lot of these projects would not have been possible if the funds are not used efficiently. This is why priority given to government transparency has driven the city to greater heights. Free information through different media has made the public aware of the distribution and progress of expenditures made by the city. The Office of the Inspector General stepped up on its integrity policies by recovering $6million in settlement and fines and terminating the tenures of 200 city employees who have violated their governmental positions. Now, with the city carting a great comeback, the doors have been open to people to people invited to benefit and contribute to its further development. A large part of this is improving the city accessibility through a means of its waterfronts. Numerous projects have been executed such as the Schuylkill Banks Boardwalk Expansion, Spruce Street Pop Up Park, amongst others.

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ChallengesAlthough once a leading city in diverse manufacturing in the late 1800s through the early 1900s, Philadelphia has since been faced with many challenges that have caused the city to decline, and eventually reach near bankruptcy in the early 1990s. This paper examines Philadelphia’s transformation from its near bankruptcy to the present, with a focus on the past 8 years of the Nutter administration and the challenges and opportunities that lie ahead.Philadelphia is faced with four key challenges that are absolutely crucial to the success ofthe city: its school district, poverty, unemployment and its pension system. Tackling these challenges are necessary for the development and growth of the city.According to U.S census data, Philadelphia’s population has continued to increase for the past eight years. Between 2010 and 2014 alone, Philadelphia’s population grew by 34,291; a steady increase from 1,526,006 to 1,560,297. Of the 34,291 new Philadelphians, 4,245 new people were accounted for between 2013 and 2014. Despite the positive trends in population levels, much of the growth can be attributed to the higher number of births than deaths in Philadelphia, rather than an inflow of people into the city. There have also been an increasing number of people leaving the city, and this is often found in families who leave the city once their children become old enough to attend school. Those leaving the city are escaping the poorly performing School Districts of Philadelphia. “Of the 25 largest U.S. cities, Philadelphia ranks 22nd in college degree attainment”; 10% of Philadelphia public school alums attain degrees (Philadelphia gains population despite challenges). Families, who are not leaving the city and can afford private schooling, are enrolling their children into private schools. According to the 2013 American Census Survey, 66% of students 3 years old and over are enrolled in public school; a moderately low figure when compared to New York City, which has an enrollment rate of 72%, Chicago with a rate of 73.8% and to the national average of 83.5%. Enrollment into private schools in Philadelphia has remained around 34% since 2009, mainly due to the limited seats available in private schools. Private school enrollment in Philadelphia is relatively high, and will continue to remain high until there are drastic repairs done in the public school district.Education is an important tool used to lift up a city because it “remains the single best lever the city has to break the back of generational poverty just as it has always been” (Philadelphia’s School Crisis: A city on the Brink). Poor performing schools not only drive families outside of the city, it also has negative consequences on the overall city’s productivity. Substandard education is a breeding cycle for unemployment and poverty; especially in a city where “factory jobs and decent pay for unskilled work are all but extinct” (Philadelphia’s School Crisis: A city on the Brink).Philadelphia currently faces a high unemployment rate of 8.0% according to the Bureau of Labor Statistics, 1.6% higher than its neighboring city New York, 3.2% higher than the state of Pennsylvania and 1.8% higher than the national rate. Philadelphia also suffers from a poverty rate of 26.5%, 6.2% higher than New York, double its state rate of 12.76% and almost double the national rate of 14.2%.According to a Pew Charitable report, there were 3,800 more jobs in 2014 than the previous year. There were 669,900 jobs in 2014; the highest number of jobs since the 2008, a year right before the Great Recession. Although there is a positive trend in the number of jobs, a majority of the jobs in demand are for skilled workers. With 90% of the Philadelphia school district alums not attaining degrees after high school, the labor market is not providing many opportunities for these high school graduates. This mismatch between the labor force and the jobs available creates additional problems for unemployment and poverty levels. Crime in Philadelphia is also high, but has been on the decrease. Since 2003, the highest number of homicides was 406 in 2006. This number decreased to 247 in 2013, a 25% drop from 2012.Mayor Nutter is optimistic and states that the city will continue to “stay focused on schools and jobs” as they are two of the main challenges the city has that can help alleviate some of the issues discussed. Another point of interest on Nutter’s agenda is cutting the city’s pension and healthcare liabilities. The city’s pension fund only covers 47 percent of its expected pension payments, and utilizes 15 percent of

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the city’s budget. The city uses the defined benefit pension plan, which means that “taxpayers owe workers a predetermined amount of benefits, regardless of market conditions”. Having the defined benefit plan makes the city financially unstable. Nutter is pushing for the other private sector alternative, which is the defined contribution fund, also commonly known as the 401 (k). Nutter argues that by pushing more people to the 401 (k) plan, it will reduce the unfunded amount the city must pay in the future. The defined benefit pension plan needs restructuring. As Mayor Nutter maintains, the city cannot avoid its obligations to fund current pensions, but can change the plan for future employees, to avoid additional unfunded liabilities from incurring. It is important that the city focuses on opportunities that produce long lasting results. The city has already begun such initiatives to stimulate the economy, and aid it in its development.

OpportunitiesFollowing many triumphs and challenges Philadelphia has been presented with great opportunities in the future from increasing development and initiatives to improving all aspects of the city, Philadelphia is destined to propel to greatness if these opportunities are taken. These improvements include developing an energy hub, introducing new recreational facilities, and improving the already existing infrastructures in Philadelphia.There have been recent discussions about the opportunity that the Philadelphia area has to become a regional energy hub. This carefully- orchestrated hub has the potential of highlighting the region’s six refineries including the local Marcus Hook Industrial Complex , its strong transportation infrastructure and manufacturing history, its seaport, and close proximity to Marcellus Shale gas. The process of turning Philadelphia into this energy hub has many benefits. According to Econsult Solutions, Sunoco Logistics’ natural gas liquid projects to support more than 30,000 temporary jobs, 400 permanent jobs, and add up to $4.2 billion to Pennsylvania’s economy. Construction expenditures are estimated to generate $62 million in total tax revenues for the Commonwealth and operations are estimated to generate $0.8 million to $1.2 million annually in total tax revenues making this project very economically beneficial.Being named as one of the top ten cities for parks in the world, Philadelphia has taken drastic steps to increase the amount of recreational facilities, public parks, trails, and green space in the local area to create a “greener” environment. Since 2013, seventeen new trails have been planned for construction in the local area to add onto the already existing large amount of trails. Examples of these trails include the 25 mile Schuylkill River trail running from downtown Philadelphia to Oaks in Montgomery County, Bartram’s Mile, and many others. Along with the introduction of new walking/ riding trails, over 100 miles of bike lanes have been added along with the introduction of Indego, a bike sharing program. Many parks in the area contribute to these recreational spaces such as Fairmont Park which consists of 9,200 acres where the public can walk, bicycle, rollerblade, and drive. Fairmont Park is one of the world’s largest municipal parks and it encompasses various recreational facilities as well as many historical statues and monuments. Plans to redevelop Philadelphia’s water fronts also contribute to this going green movement. Development of Philadelphia’s water fronts have been greatly increasing in recent years and plans show this trend to be continuing in future years. The Delaware River waterfront consists of 6 miles of waterfront and 1,100 acres of property. Currently a 25 year plan is in place to create a network of civic and public spaces as public amenities and to bring activity and life to the waterfront to extend the thriving city of Philadelphia. Another opportunity to improve the area would involve eliminating I-95 from Market Street to Washington Street in order to create more waterfront property for residential, commercial, and recreational use. An additional program created to promote “going green” in Philadelphia is the Greenworks Philadelphia project which is an innovative and comprehensive framework for a greener, more sustainable city. This program involves “greening” Philadelphia through energy efficiency plans, waste management, air and water quality, clean energy, and public green spaces. According to the 2015 Greenworks Philadelphia progress report 160/164 initiatives outlined in the initial plan are either underway or complete.

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Efforts to improve transportation in Philadelphia include airport expansions, the introduction of a high speed rail line, and also improving existing transit options. Philadelphia International Airport recently implemented a 15- year plan known as the Capacity Enhancement Program which is a construction program to modernize and expand the Philadelphia Airport. This multi-billion dollar project is said to increase revenues for the airport from roughly $12 billion annually to $26.4 billion. This project will also create a boom for the local economy by bringing more people to the Philadelphia area due to easier and more desirable travel. These airport expansions will create more local jobs due to the increased size and activity of the airport. Philadelphia has also been speculating the possibility of a high speed rail line that the Federal Railroad Administration has proposed that would decrease the commute time to different locations such as New York City and Washington D.C. These rails lines give Philadelphia the opportunity to become a leader in rail modernization. There are still countless opportunities for the city to thrive if neighborhood integration continues. Action is being taken to integrate the many diverse neighborhoods throughout the city by making the neighborhoods easily accessible to one another. Programs have also been created to modernize and improve neighborhoods. A prime example of this is the Neighborhood Transformation Initiative(NTI) which paved way for the introduction of many more similar programs to better improve the neighborhoods of Philadelphia. The Neighborhood Transformation Initiative is a plan to revitalize Philadelphia’s distressed neighborhoods by financing the acquisition of property, the demolition of derelict buildings, and assembling large tracts of land for housing redevelopment through the issuing of roughly $295 million in bonds. This is planned to be accomplished through planning, blight elimination, blight prevention, redevelopment, neighborhood investments, and by leveraging resources. Other efforts to improve Philadelphia neighborhoods involve institutional integration between the local universities and local neighborhoods. This process is increasing in popularity because it allows children in the neighborhoods to interact with mentors and tutors and to learn different keys for success. The Philadelphia School District is one of the largest in the country and lacks sufficient funds. Currently facing an $80 million deficit that is expected to grow, action must be taken to decrease this deficit before problems increase. With the right policy implementations the Philadelphia School District has the opportunity to strive which will only better the city of Philadelphia by having more educated citizens. Studies have shown that high quality learning is proven to help people overcome poverty and therefore it is important to start these programs for children at a young age. A current program underway is A Running Start Philadelphia. This program looks for ways to increase the number of high quality child care providers and extend opportunities so children are prepared for the start of kindergarten.Philadelphia has unlimited opportunities and will continue to grow if these opportunities are taken advantage of. The city’s rapid growth and increasing opportunities continue to attract many people to the city, especially the bracket of young college graduates. Philadelphia was recently ranked number three for the top cities for recent college graduates due to its affordable housing, wide range of amenities, and terrific public transportation. After years of challenges and triumphs if these opportunities can help Philadelphia fully return to the innovative hub it once was.

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Project 2:PayGO Research for Confidential Project Regarding Capital Infrastructure Financing

Summary This table shows the PayGO distribution within the most recent Capital Budgets for different, large municipalities. PayGO are funds transferred from an Operations Budget to a capital budget to fund capital projects. This reduces the need for bond financing (debt). By researching the percentage of PayGO funding used in the capital budget, a municipality could use this information to inform their own PayGO policies.

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PayGO vs Capital Budget

Municipality State

Year PayGO Funding

Capital Budget % PayGO of Capital Budget

Arlington1 VA FY2015 $43,500,000 $14,487,000,000 3%

Baltimore2 MD FY2016 $122,899,327 $869,222,000 14%

Boston3 MA FY2015 $ 286,810,884

Chicago4 IL FY2016 $21,000,000,000

NYC5 NY FY2016 $250,000,000 $13,869,131,859 1.8%

Philadelphia6 PA FY2015 $59,017,000 $1,196,058,000 4.93%

Wilmington7 DE FY2016 $77,825,000

State Year PayGO $ Capital Budget % PayGO of Capital Budget

Virginia8 FY2016 $410,627,622

Maryland9 FY2015 $336,200,000 $1,539,000,000 27%

Massachusetts10 FY2015 $3,660,829,000

Illinois11 FY2015 $9,848,272,000 19,489,664,000

New York12 FY2016 $3,218,000,000 10,927,000,000 29%

1 https://arlingtonva.s3.amazonaws.com/wp-content/uploads/sites/18/2014/02/FY15P_Sec-E-Pay-As-You-Go.pdf https://arlingtonva.s3.amazonaws.com/wp-content/uploads/sites/18/2014/02/FY15P_Sec-A-Budget-Summaries.pdf 2 http://resources.baltimorecountymd.gov/Documents/Budget/16budget/fy16adoptedoperatingcapitalbudget.pdf 3 http://www.cityofboston.gov/images_documents/02%20Summary%20Budget_tcm3-44073.pdf 4http://www.cityofchicago.org/content/dam/city/depts/obm/supp_info/2016Budget/2016BudgetOverviewCoC.pdf 5http://www.nyc.gov/html/omb/downloads/pdf/cb6_15.pdf 6http://www.phila.gov/finance/pdfs/FINALFY14_19RecCapitalProgram3%2015%2013.pdf 7http://www.wilmingtonde.gov/docs/2247/CoW-FY2016-Approved-Annual-Budget-Book.pdf 8https://solutions.virginia.gov/pbreports/rdPage.aspx?rdReport=BDOC2015_FrontPage 9http://mgaleg.maryland.gov/pubs/budgetfiscal/2015fy-budget-docs-capital-CAP01-Fiscal-Briefing-Capital.pdf 10http://www.mass.gov/bb/cap/fy2009/dnld/fy11capitalplanma.pdf 11http://www.illinois.gov/gov/budget/Documents/Budget%20Book/FY%202015%20Budget%20Book/FY %202015%20Illinois%20Capital%20Budget%20Book.pdf12http://publications.budget.ny.gov/eBudget1516/capitalPlan/CapPlan.pdf

http://publications.budget.ny.gov/eBudget1516/capitalPlan/CapPlan.pdf

http://www.illinois.gov/gov/budget/Documents/Budget%20Book/FY%202015%20Budget%20Book/FY%202015%20Illinois%20Capital%20Budget%20Book.pdf

http://www.illinois.gov/gov/budget/Documents/Budget%20Book/FY%202015%20Budget%20Book/FY%202015%20Illinois%20Capital%20Budget%20Book.pdf

http://www.mass.gov/bb/cap/fy2009/dnld/fy11capitalplanma.pdf

http://mgaleg.maryland.gov/pubs/budgetfiscal/2015fy-budget-docs-capital-CAP01-Fiscal-Briefing-Capital.pdf

https://solutions.virginia.gov/pbreports/rdPage.aspx?rdReport=BDOC2015_FrontPage

http://www.wilmingtonde.gov/docs/2247/CoW-FY2016-Approved-Annual-Budget-Book.pdf

http://www.phila.gov/finance/pdfs/FINALFY14_19RecCapitalProgram3%2015%2013.pdf

http://www.nyc.gov/html/omb/downloads/pdf/cb6_15.pdf

http://www.cityofchicago.org/content/dam/city/depts/obm/supp_info/2016Budget/2016BudgetOverviewCoC.pdf

http://www.cityofboston.gov/images_documents/02%20Summary%20Budget_tcm3-44073.pdf

http://resources.baltimorecountymd.gov/Documents/Budget/16budget/fy16adoptedoperatingcapitalbudget.pdf

https://arlingtonva.s3.amazonaws.com/wp-content/uploads/sites/18/2014/02/FY15P_Sec-A-Budget-Summaries.pdf

https://arlingtonva.s3.amazonaws.com/wp-content/uploads/sites/18/2014/02/FY15P_Sec-E-Pay-As-You-Go.pdf

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Pennsylvania13 FY2015 $1,225,641,000

Delaware14 FY2016 $456,307,652

District of Columbia15

FY2015 $6,450,000 $1,364,941,000 0.47%

13www.portal.state.pa.us/portal/server.pt/document/1481984/2015-16_budget_document_pdf 14http://budget.delaware.gov/budget/fy2016/documents/sb-160.pdf 15http://cfo.dc.gov/sites/default/files/dc/sites/ocfo/publication/attachments/DCOCFO_Volume_6_web.pdf

http://cfo.dc.gov/sites/default/files/dc/sites/ocfo/publication/attachments/DCOCFO_Volume_6_web.pdf

http://budget.delaware.gov/budget/fy2016/documents/sb-160.pdf

http://www.portal.state.pa.us/portal/server.pt/document/1481984/2015-16_budget_document_pdf

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Project 3:Research on Wholesale Food Distribution Centers for a Confidential Project

SummaryIn most businesses, before a capital project is approved a feasibility study is carried out to assess if the project will achieve its objectives. This feasibility study will identify and engage key stakeholders to discuss how the expansion of a facility will best help the organization as a whole. It will analyze how organizations, in other locations, which have carried out similar projects, did theirs then use their experiences as best practices. My research included identifying the stakeholders within the location of the client and best practices of operations of similar businesses in the United States as a whole. Lastly, I sought federally and locally funded financial leverages available for expansion projects.

A: Wholesale produce players/network/groups/volume in Detroit areaGoogle Map Search: Detroit Produce TerminalDetroit Wholesale ProduceBen B Schwartz & Sons Inc.Atlas Wholesale Food Co.

Network:Detroit Food AcademyDetroit Food & AG NetworkDetroit Food & Fitness CollaborativeDetroit Policy CouncilFood Lab DetroitNext Top ChefFair Food Network Grow the GoodKeep Growing DetroitGleaners Community Food Bank of Southeastern MichiganForgotten HarvestUnited Way for Southeastern Michigan

Growers:Ruhlig Farms & GardensDetroit Market Garden

Distributors:US Foods (Summary Presentation File)

Buyers:DPS (Summary Presentation File)Krogers (Summary Presentation File)Lolasantis Market (Summary Presentation File)

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C: Wholesale produce terminal operations characteristics in Detroit and other cities. Baltimore:Baltimore Food Hub Baltimore Food Hub is a $17M project to transform a 3.5-acre parcel in East Baltimore into a campus of food system facilities and uses. The first phase of the project will include the development of a new building that will house a culinary social enterprise workforce program and a kitchen incubator–operated by Humanim. ACT is serving the role of convening developer, working with a number of local partners, and providing financing and project management. The project has received support from a number of federal, state, and local funders.

Cincinnati:The Kitchen at Findlay Market Findlay Market is an anchor of fresh food and community in the Over the Rhine neighborhood of Cincinnati serving over a million customers a year. ACT is assisting Findlay Market in developing an 8,000 square-foot kitchen incubator in order to provide important facilities and programs to culinary entrepreneurs and market vendors

New York:Huntspoint/NYC Terminal Produce MarketEconomic Impact - $2 billion revenue annually, 10,000 employeesGeographical Reach - Caters to the largest ethnically diverse region in the world with an estimated population of 23 million.Volume – 50+ market merchant, Handles 210 million packages of fruits and vegetable a year.Sales - Generates $2.4 billion in sales annuallyFacility size – 50 milesOperational structure - The market receives produce deliveries daily by rail, tractor trailer and air cargo from 44 states and 55 countries. Open five days a week, 24 hours a day

Philadelphia:Philadelphia Regional Produce MarketEconomic Impact – annual sales of one billion dollars, 25 market merchantGeographical Reach – Customers range from Florida to Canada. Most come from within a 150-mile radius of Philadelphia.Volume – 25 market merchantSales – annual sales of one billion dollarsFacility Size – 700,000 square-feetOperational Structure – Full truckload service, LTL (less-than-truckload) product delivery, Forward distribution, Daily delivery, Custom repacking, On-site ripening services, On-site USDA inspection station, Brokers and buying servicesOrganization –Sonny DiCrecchio, President, CEO Dan Kane, General Manager Louis Penza, Jr., Chairman, Pinto Bros., Inc. John DeFeliciantonio, Secretary, North American Produce Co. John Vena, Treasurer, John Vena, Inc. John Durante, Nardella, Inc. Frank Wiechec, III, Hunter Brothers, Inc. Edward Kean, E.W. Kean Co., Inc. George Manos, T.M. Kovacevich, Phila., Inc.

http://www.findlaymarket.org/

http://www.humanim.com/

http://www.baltimorefoodhub.com/

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Mark Levin, M. Levin Co. Inc. Joseph Liberta, Wick & Bro., Inc. Rick Milavsky, BRS Prod. Corp. T/A Frank Leone Joseph G. Procacci, Procacci Bros., Sales Corp.

San Francisco:Economic Impact – $2.2 million in rent revenue; total economic impact for the Bay Area was about $900 million (2009 report); 650 full-time employeesVolume – 30 produce businesses offering a variety of produce products Conventional produce and Fresh Cuts to Asian and Hispanic items as well as Organics.Sales – $475 million (2011)Facility size – 25-acre facility includes 280,000 square feet of recently improved warehouse space.Operational structure – general hours of operation for the Market are 3am to 10am, Monday through Friday. Many of the merchants are open for limited hours on Saturday.Organization – Stanley Corriea, Jr. (Stanley Produce), President Ray Mah (Berti Produce), Vice President Rusty Tarpley (What-A-Tomato), Vice President Ric Tombari (Cooks Company Produce, Inc.), Secretary Calvin Leong (VegiWorks, Inc.) Larry Balestra (S&L Produce) Scott Salisbury (S&L Produce) Bob Pizza (What-A-Tomato) Patrick Stewart (Earl's Organic) Tony Leutza (Washington Vegetable)

G: Public subsidies in Detroit or Michigan that has used or could use. Detroit Economic Growth Corporation:Tax Incentives availableRenaissance Zones – Detroit’s Renaissance Zones total more than 1,200 acres in 12 distinct areas throughout the city. Qualified businesses located in Renaissance Zones receive a waiver of most state or local taxes for up to 15 years.Brownfield Redevelopment – State law allows the Detroit Brownfield Redevelopment Authority to utilize Tax Increment Financing (TIF) to promote the revitalization of contaminated, blighted, and obsolete properties within the boundaries of the City of Detroit. Developers of an approved Brownfield plan are eligible for (TIF) reimbursement for activities such as remediation, demolition, site preparation, and public infrastructure improvements. Obsolete Property Rehabilitation Act (OPRA / PA 146) – provides an exemption from ad valorem property taxes (for 1 to 12 years) to commercial property and commercial housing property that is being rehabilitated. Eligible buildings and improvements will be within stipulated obsolete property rehabilitation districts. Personal property is not eligible. Commercial Rehabilitation Exemption (PA 210) – Here, commercial means qualified facility which is primarily used in the operation of a commercial business. Qualified facility may be retail food establishment such as a supermarket, grocery store, produce market, or delicatessen that offers unprocessed USDA-inspected meat and poultry products or meat products that carry the USDA organic seal, fresh fruits and vegetables, and dairy products for sale to the public. A qualified retail food establishment must be in an underserved area. Rehabilitation is defined as changes made to qualified facilities that are required to modify the property to an economically efficient condition. The new investment in the rehabbed property must result in improvements aggregating to no more than 10 percent of the true cash value of the property at commencement of the rehabilitation of the qualified facility. Rehabilitation for a qualified retail food establishment also includes new construction.

http://www.degc.org/data/uploads/PA%20210.pdf

http://www.degc.org/data/uploads/PA%20146.pdf

http://www.degc.org/about-degc/detroit-brownfield-redevelopment-authority-1

http://www.degc.org/data/uploads/RZ%202011.pdf

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Loan Assistance Available:Real Property Gap Fund - Provides loans up to $750,000 or 40% or the project cost to City of Detroit residents for real property rehabilitation projects. Invest Detroit can make loans available to eligible businesses. The property must be located along the East Riverfront, along the Woodward Corridor (from Jefferson Ave. to Warren Ave.) and within the Central Business District area. All Real Property Gap Fund loans will be limited to real property rehabilitation projects to be owned, operated, and financed by City of Detroit Residents. City of Detroit resident ownership is defined as a minimum of 60% ownership belonging to a resident with a minimum of 2 years of residency within the City of Detroit. DDA Housing/Office/Retail Loan Program: This revolving loan program provides funds for the construction, redevelopment or improvement of real property located within the DDA’s Downtown Development Area No. 1. To qualify for the program, an applicant must be either the property owner or for certain cases the tenant in a building located in the DDA’s Downtown Development Area No. 1. Loans issued under this program supplement private investment and generally require a minimum ratio of $2.00 of private funds to every $1.00 of public funds. However, the actual terms and conditions of the loan will be negotiated on a project by project basis. DDA Small Business Loan Transaction Program SmartBuildings Grants/Green Fund Loans – SmartBuildings Detroit includes both leveraged grants and loans for energy conservation improvements to commercial or industrial buildings in greater downtown Detroit. Eligible projects can receive grants up to 25% of total project costs, plus loans of up to 40% of total project costs, to a maximum of $100,000 for all assistance.Green Grocer Project - The Green Grocer Project was launched with a $500,000 seed grant from The Kresge Foundation. DEGC manages the program, which includes:

A Grocer Clearinghouse for existing store operators and those operators interested in making new investments in Detroit.

Technical Assistance: The Program will assist participating grocers in addressing operational and store development needs that they encounter on a daily basis, in order to ensure the highest quality provision of fresh foods at the store.

Loan funding for store improvements: The City of Detroit plans to allocate $500,000 in CDBG-R funds to seed a revolving loan fund at DEGC. In addition, staff will assist grocers in accessing other financing sources to carry out the improvements identified through the technical assistance program.

A Facade Improvement Program designed to upgrade the exteriors of Detroit’s neighborhood grocery stores with 50/50 matching grants up to $50,000.

Detroit Food & Ag Network (DFAN) is a business-to-business support network for food processors, distributors, and agri-businesses. Our mission is to enhance the capacity of Metro Detroit's food and agriculture industry by providing support services and technical assistance aimed at alleviating barriers to growth. The food sector has increasing relevance as a serious economic development tool in Michigan where the food and agriculture sector is expanding five times faster than the general economy. Entrepreneurial food producers are gaining traction in the marketplace but they often lack the resources and knowledge to help grow and expand their businesses. The Detroit Food & Ag Network (DFAN) offers a business-to-business support network where food and farm entrepreneurs can connect, share ideas, and join forces as a business community. Our network of professionals can help:

Navigate regulatory compliance Facilitate access to sustainable growth opportunities Open doors to gain access to capital

http://www.degc.org/businesses/green-grocer-facade-program

http://www.degc.org/data/uploads/SBLT%202011.pdf

http://www.degc.org/data/uploads/HOR%202011.pdf

http://www.degc.org/data/uploads/RPGF%202011.pdf

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Michigan Economic Development Corporation:Michigan Business Growth Fund’s Capital Access Program: Small for-profit businesses (greater than 500 employees) located and authorized to do business in Michigan can access capital with a loan of $5million from private bank financing. The loans cannot be used to refinance existing debt.

Michigan Business Growth Fund’s Agribusiness Financing Program: Loan Participation Program (LPP): Offers loans for expansion or diversification projects when borrowers have projected cash flows that are considered speculative. LPP will purchase a portion of a loan, giving the borrower a grace period of 36months to finish off the loan in a sense they are helping them cover some aspect of their loan to allow free cash flow during grace period. Collateral Support Program (CSP): Allows borrowers with insufficient or unvalued assets to obtain loans at a near market rate.Direct Loans and Loan Participation: Offers loans to businesses in the agriculture industry that create or retain jobs for low and moderate income individuals.

Michigan Business Growth Fund’s Private Activity Bond Program:Government borrows money from private capital markets. Interest income earned on government bonds that is used to fund a private company with good public purpose is exempt from income taxes thereby reducing cost of capital. After bond issuance, all capital expenditures of municipality must not exceed $20million. This expenditure includes the bond. Eligibility: not-for-profit corporation projects.

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Project 4:Research on Public Private Partnership Policy Development for a Confidential Project

SummaryIn most policy decisions, there is always research done to learn from the outcomes that could be adopted from similar and different political scenarios. Internationally and domestically, government agencies have leveraged private capital investment and management in financing public projects to enhance efficiency and cost-effectiveness. However, there are several ways of accomplishing this, that is, different policies on types of deal procurement, team to select the deal and their structure and authority. I researched the different successful policy options available internationally and domestically.

Why should one establish a P3 program and a P3 unit to run it?Recommendations for setting a Public-Private Partnership (P-3) or a P-3 unit:NOTE FOR DEVELOPING A PPP FRAMEWORK (DOCUMENT)Characteristics of a successful PPP:Clearly defined political framework:Defined policies on procedures, structure, management and evaluation of a PPP projectBest practices for Procedures:Project specifications (attribute, duration, size) that align with the public’s best interestDesirable characteristics of a PPP option that makes it a priority Best practices for Structure:Agreement on costs and means of financing, .e.g. subsidies, user charges, debt financingBest practices for Management:Government and Private sector responsibilities defined for each PPP projectBest practices for Evaluation:Feedback loop set up for assessing project resultsContract payment based on the performance of the contractor

Pro and Con of a P-3 unit:

Pro Con

Can provide expertise on developing, reviewing and updating PPP policies on guidelines, requirements, documentation, procurement and dispute resolution

May not be economical if financial and human capacities of the PPP unit are used for only one to three sectors

Can provide government entities with expertise for identifying quality PPP options, procurements and evaluating the results

In-line ministry staff responsibilities could be converted towards this role and hence there may be no need for a separate unit

Actively promotes the PPP program to warrant interest of quality private-sector partners

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Pros of a P-3 program:

Pro

Project efficiency/Value for money: Timely delivery, Shared risks, Best practice

Innovation in infrastructure

Increase in financing available

Improvement in sustainability of infrastructure and services

Improvement in accountability of public expenditure

PUBLIC PRIVATE PARTNERSHIP AGENCIES, A GLOBAL PERSPECTIVE (DOCUMENT)Pros and Cons of PPP:

Pro Con

Value-for-money: Performance-based payments

Output specifications are discussed

Cost saving on upfront capital and life-cycle maintenance of the project

Best project delivery option usually taken

PPP within the government ensures:better synchronization with public entities, prevention of potential conflicts of interest, greater and easier access to key decision-makers.

PPP within the government may lead to:limited trust with the private sector,smaller salary that make it hard to retain top talent,government bureaucracy and red-tape,

Things to consider when starting a new P-3 Unit: Model: which PPP unit - in a country that is culturally, politically, legally

similar - can you model from? Team: which capable advisors can you bring on board to set up the unit? Structure: will the unit be internal, under the central government/quasi-

corporate, or be external, as a private-sector joint venture? Spectrum: what sectors will the unit cover? Will there be different PPP units for

every sector or will a unit handle more than one sector? Will few units unevenly share the management of more than one sector?

Coverage: will the contracts be for state infrastructure alone or will it include regions, cities, and counties?

Statues: what operations will the unit be allowed to do: regulatory, implementation, program promotion?

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Funding: will the unit be government funded or will its budget be independent, that is, will it charge a service fee/become profitable?

Value-for-money Calculation – what method will the unit use in the cost/benefit analysis of a PPP project, that is, risk, performance improvement, management?

External Advisors: will the unit employ experts from the private sector or simply use staff from government agency?

HR Management – how does the unit plan to attract and retain top talent who are lured by the highly competitive pay scale offered by the private sector?

Start out phase: will the unit become standard by writing into law or will it be simply used as a resource center for PPP and think tank for agencies already involved in PPP?

PUBLIC PRIVATE PARTNERSHIP UNITS (DOCUMENT)Pros of an independent PPP unit

Pros

More transparency .e.g. unit cannot be used to outwit set budgetary restraints

More Accountability .e.g. unit can help government follow its overall fiscal budget

Can serve as a coordinating unit for all infrastructure planning which will fasten project delivery

Effectiveness of PPP units can only occur when there is:· Political and Leadership support· Supportive Institutional Frameworks .e.g. regulated capital markets, transparent governance· When the unit’s authority can met its objectives· When the unit is placed in the central decision-making arm of government· When the unit is continually engaged in the project by developing the skills of responsible agencies and reviewing/approving the project to be implemented.

Lessons from Queensland, Australia:Characteristics of a successful PPP unit:· PPP unit is located close to the central government/policy-making body, and not necessarily independent or in inline agencies· PPP unit exercises most policy functions without needing to override already existing institutional framework· PPP units are well funded to carry out their roles of technical assistance or project development funding. Placement in Treasury can enable faster funding.· Involvement of local government with the financial and technical capacity to implement a PPP project, with coordination from a PPP unit

Characteristics of an unsuccessful PPP program:· Lax attitude towards PPP by the governing authority – no political and executive structure· No extra checks for value-for-money outcome or project expectation after bidding stage· Lack of independent, specialist PPP unit located in the Treasury· Lack of a long-term plan for project roll-outs that qualify for a PPP procurement· Insufficient deal flow that is competitive in the bid market· Forecasting error and misallocation of market risk· Insufficient availability and cost of project finance

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MOVING FORWARD ON PUBLIC PRIVATE PARTNERSHIPS: U.S. AND INTERNATIONAL EXPERIENCE WITH PPP UNITS (DOCUMENT)Reasons to set up a PPP unit:· Poor procurement incentives available· Coordination issues between inline agencies· Lack of information and expertise in handling transaction deals· High transaction costs in achieving PPP dealsComparative Description of PPP unit structure in foreign countries:

CountryFeatures

U.K Canada Australia

Name Infrastructure UK (IUK)Local Partnerships

PPP Canada Infrastructure AustraliaPartnership Victoria

Model Public sector driven Private sector driven Federalist system

Team 60 members from commerce, finance, law, economics, policy fields

Board of Directors: Chairperson, CEO, 6 private-sector membersMembers:Business development – 20Analysis and Technical assistance – 20Administration – 20

National: 5 private sector, 3 federal level, 3 state level and 1 local government representatives

Structure Located in the UK Treasury Owned by the government but functions as a business

Located in the Australian Department of Infrastructure and TransportLocated in Victoria’s Department of Treasury and Finance

Spectrum Multi-sectorial,(National): Transport, Housing, Defense, Education, IT(Local): Corporate property and regeneration; Housing and sustainable communities;Culture and sports; Fire and police services; Corporate and transactional services; Social care; Transportation and regeneration;schools; Waste management

Multi-sectorial,Transportation; Water; Energy; Security; Solid waste; Culture,Sports; Connectivity and broadband; Maritime; Aerospace; Tourism

Multi-sectorial,(National): Transportation; Energy; Communication; Water

Coverage National PPP, Municipal level PPP

National PPP promotes and oversees PPP units

National: Coordinates the PPP across all governmental

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in lower governmental levels

levels

CountryFeatures

U.K Canada Australia

Statutes Procurement assistance and PPP deal management

Technical advice for PPP management nationally, capacity building and project approval for sub-national PPP units

Enforces policy for procurement and management of PPP deals done by inline agencies nationally and sub-nationally; does not implement project but gives guidance on contract management for sub-national PPP units

Funding P3 Canada Fund: $1.2billion, 5-year budget

National: Build Australia Fund

Value-for-money

Varying methods according to the decision of the sub-national PPP units

Public Sector Comparator, Discount Rate method

External Advisors

Yes, it has private sector contributors

Start-out phase

Started out in Victoria then branched into national operation

Keywords: Model: which PPP unit - in a country that is culturally, politically, legally

similar - can you model from? Team: which capable advisors can you bring on board to set up the unit? Structure: will the unit be internal, under the central government/quasi-

corporate, or be external, as a private-sector joint venture? Spectrum: what sectors will the unit cover? Will there be different units for each

different sector? Will a unit handle more than one sector and another unit handle the other sector?

Coverage: will the contracts be for state infrastructure alone or will it include regions, cities, and counties?

Statutes: will operations will the unit be allowed to do: regulatory, implementing, program promotion?

Funding: will the unit be government funded or will its budget be independent, that is, will it charge a service fee/be profitable?

Value-for-money Calculation – what method will the unit use in the cost/benefit analysis of a PPP project, for example, risk, performance improvement methods?

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External Advisors: will the unit employ experts from the private sector or simply use staff from government agency?

Start out phase: will the unit become standard by writing into law/ will it first be share as a resource center for PPP and think tank for agencies already involved in PPP?

U.S States with PPP units and their structure:

StatesFeatures

Virginia California Michigan

Name Office of Transportation Public-private Partnerships

Public Infrastructure Advisory Commission

Office of Innovative Partnerships and Alternative Funding

PPP unit?

Yes Yes Yes

Model Public agency Advisory Board Public agency

Team 9 employees 20 advisors from academia, industry and government

Structure Located in Virginia Department of Transportation

Business, Transportation and Housing (BTH) agency

Treasury Department

Spectrum Across all modes of transportation

Transportation Multi-sectorial

Coverage Across the state Statewide Across the state

Statutes Procure, implement and regulate PPP projects; policy making activity

Provides advice during PPP project development, especially on its economic viability; In charge of the monitoring system to ensure best practices

Review and promotion of PPP projects; provides information on best practices for policies on PPP management

Funding Operational budget from Secretary of Transportation

Funding from the BTH agency

Start-up costs funded by a loan from Michigan Economic Development Corporation; Operational costs funded through user charges included in closing costs of PPP project

Policy considerations that will improve the outcome of a PPP program:

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A PPP unit dedicated to the PPP process: This can help the government avoid the negative pitfalls that come with no agreements on how the risk and revenue of the project will be shared between the involved parties. When located within the central government, this unit can be utilized by various sectors which will benefit from its technical and auditing assistance. Depending on the institutional structure, this unit can carry out various activities to help in the success of the PPP program.

A better understanding of the PPP framework: The PPP project should be seen as a risk/revenue sharing agreement and not necessarily a funding source or divestment by the government. The PPP project should also be properly evaluated financially, especially from the value-for-money perspective, to decide if it is a better option than the traditional government procurement. The laws in place should enable and not hinder the PPP process, hence legislature support is mandatory and can be garnered through the promotion of PPP projects. Lastly, adequate funding should be available to pay the private partners. The funding options should be chosen after the pros and cons of each funding method are fully considered.

Availability of Technical Assistance from Federal PPP units: There should be an option for state PPP units to receive guidance from government staff who have expertise on PPP procurement. Workshops on different financing options for a PPP deal with examples from different states that implemented a PPP option could be given as an educational course to states considering PPP. Generally, the PPP program should be included in the infrastructure strategy of a country to ensure value-for-money is always considered.

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Project 5:Research on Census Data for the 10 largest Metro Areas and their Principal Cities for a Confidential Project

SummaryIn research, there are certain indicators that confirm or negate a category or establish or denounce a relationship. In this census data, there are three categories for each area and city which could reveal the relationship between poverty/minority status and owning a car in order to argue a case for need for good public transportation for these populations. My role was to retrieve the census data from the FactFinder database and organize it into a table so that comparisons could be easily made and inter- and intra-relationships established.

Census Data for Metro Area and Principal Cities: Metro Area City

Metro % non-White % in Poverty% Households

Without Car % non-White % in Poverty% Households

Without CarNew York-Newark-Jersey City, NY-NJ-PA Metro Area

50.96 13.90 30.00 66.93 20.30 39.09

Los Angeles-Long Beach-Anaheim, CA Metro Area

68.72 16.50 9.00 71.42 22.00 13.18

Chicago-Naperville-Elgin, IL-IN-WI Metro Area

45.30 13.80 12.00 67.83 22.60 26.82

Dallas-Fort Worth-Arlington, TX Metro Area

70.73 14.70 5.00 50.05 23.80 9.88

Houston-The Woodlands-Sugar Land, TX Metro Area

60.93 16.30 6.00 74.25 22.90 9.94

Philadelphia-Camden-Wilmington, PA-NJ-DE-MD Metro Area

36.98 12.90 17.00 63.41 26.50 33.16

Washington-Arlington-Alexandria, DC-

51.68 8.20 10.00 64.91 18.60 36.66

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Metro Area City

Metro % non-White % in Poverty % Households Without Car

% non-White % in Poverty % Households Without Car

VA-MD-WV Metro AreaMiami-Fort Lauderdale-West Palm Beach, FL Metro Area

65.68 15.30 9.00 88.67 25.00 20.66

Atlanta-Sandy Springs-Roswell, GA Metro Area

49.22 14.50 6.16 63.83 24.30 17.70

Boston-Cambridge-Newton, MA-NH Metro Area

25.55 10.20 13.20 53.45 21.40 35.88

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Project 6:Research on the Economic Impacts of an Housing Impact Fee for a Confidential Project

SummaryAn impact fee is a one-time fee usually included in the building permits of new developments or expansions/repair. It is applied in place of tax to generate revenue to support new development occurring in the area so that the households who create the need for public facilities (such as affordable housing, schools, fire department, etc), sponsor them. In the United States, before a municipality adopts an impact fee, they must conduct a Nexus Study which will simulate market rate housing and the affordable housing needed. Further analysis is to evaluate if the impact fee generates adequate revenue from the new residential developments. My role involved doing a literature research on the effect of new impact fees on the amount of market rate development in a jurisdiction. Similar to the Fremont Residential Nexus Study.

What are the impact of an impact fee?We are researching 1 type of impact fee, a fee to be placed on new construction of market rate houses. That fee will then be used to fund the construction of affordable houses. Task 1 – Affordable Housing Need Generated by New Market Rate Housing1. We will start with a simplified illustrative example of the introduction of 100 new market rate housing units, which we will assume represents 100 households in the project’s location.2. We will use standard industry averages to estimate the average household income represented by these housing units, which multiplied by 100 represents the aggregate amount of household income residing within the project’s location as a result of this illustrative development. (estimated using the most recent U.S. Census and American Community Survey data available for the project’s location)3. We will model the economic impact of that amount of household income in the project’s location, in terms of the jobs supported by the household spending, the industries those jobs are in, and the average annual salaries for those jobs. (employment impact created by this new household spending, detailed by industry, was determined using IMPLAN.)4. Based on the number of jobs and the average annual salaries calculated in the previous step, we can draw a conclusion about the amount of affordable housing needed by the people who work these jobs, and the level of affordability needed based on their salary levels. (New affordable housing demand is calculated by comparing the average annual wages by industry to HUD’s FY2015 Income Limits)5. We will summarize these findings with simple tables and conclusions for your internal use as well as for any external audiences that you see fit. Task 2 – Revenue Generation Potential of Impact Fee on Market Rate Development1. We will review literature that explores the effect of new impact fees on the amount of market rate development in a jurisdiction (in economics parlance, the “elasticity” of market rate development to new impact fees).2. We will construct a basic model that utilizes that literature to make a relationship between impact fee levels and development levels.3. We will utilize that model to create three scenarios of impact fee levels, one which is very small and will therefore have little if any effect on development levels, one which is modest and will therefore have some but not a major effect on development levels, and one which is large and will therefore may have a significant impact on development levels.4. We will calculate the revenue generation potential for each of these scenarios by multiplying the impact fee by the amount of development we project will occur.5. We will summarize these findings with a brief narrative including commentary on what they mean for your exploration of the introduction of an impact fee on market rate development.

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StateFee Placement Housing Type Fee Amount Money Raised

Affordable Housing Developed

Orlando, FL

Fee paid prior to issuance of building permits

Single-family housing $5,712

San Carlos, CA


Single family housing/ Market-rate rental apartment $18,554/unit

2013:528,259; 2014:159,000;

2015: 84,000 340

San Jose, CA


Multi-family housing rental with 3/more units $17/ sq ft $30 million 35,080

San Diego, CA


Non-residential spaces

Office: $1.41/sq ft;

Research & Development:

$0.80/sq ft;

Retail & Hotel: $0.85/sq ft

Dade County, FL


Single family, Apartment, Condo, Mobile Home

$409.27 –

$2,392/sq ft

Berkeley, CA


Multi-family rental housing

$20,000/ unit or 1 affordable

unit/ 10 market rate units

$100 - $2million

3.5houses (<30% median), 3.8

houses (30%<x<50%),

2.7houses (50%<x<65%)

Fremont, CA

Fee paid prior to issuance of building

For sale and rental units

$17.55 –

$20.25/sq ft

5,455

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permits

Santa Rosa, CA


For-sale and rental units

Rental:

$12,712/sq ft;

Sale:

2.5% sale price 4,662

Walnut Creek, CA


Multi-family for sale and rental units

$1.60 – $15/sq ft $35 million

Mountain view, CA


New, rental apartment $10.26/sq ft 2,926

Marin County, CA


New Single family homes > 2000sq ft; Teardowns of 500sq ft; Conditioned floor area of 2,000sq ft $10/sq ft $4-5 million

Napa County, CA


Single family, Multi-family, Condo $1,738/unit $88,812,483

San Francisco, CA


Studio;

1-bedroom;

2-bedroom;

3-/4-bedroom

$199,698; $270,441; $367,711; $419,621; $6.4million 1,467

King County, WA

Fee paid prior to issuance of building

Single-family house;

Multi-family

411

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permits house

Denver, CO


>29 for-sale and rental single- and multi-family units

High zone:

70% of sale price; 50% of

sale price; 25% of sale price

Burge, G., Ihlanfeldt, K. (2006). The Effects of Impact Fees on Multi-family Housing Construction (in Florida Counties). Journal of Regional Science Vol. 46 No. 1 Pp. 5-23Q1: Is the number of properties built less because of the impact fee?A1: It is estimated that $1 marginal water/sewer impact fee applied to new housing development reduces multi-family housing construction by 1202sq ft, 3770sq ft and 1317sq ft in central cities, inner suburbs and outer suburbs of Florida counties respectively. Note: water/sewer impact fees are used for the improvement of offsite water/sewer capacity necessitated by new development. Inner suburbs are affected the most because the elasticity of demand for multi-family housing is relatively high as compared to the other areas (central cities and outer suburbs) as it is closer to the cities which are where low-income household usually move from and it does not have the racial prejudice of the racially and economically homogeneous outer suburb. In the short run, for every 1% increase in water/sewer impact fee, there is a corresponding 5.84%, 7.86%, 7.87% decrease in multi-family house construction in Florida counties. Note: Difference between short-run and long-run:- Short run measures immediate response while long run measures the change in equilibrium stock In the long run, for every 1% increase in water/sewer impact fee, there is a corresponding 1.18%, 0.32%, 0.88% decrease in multi-family house construction in Florida counties

Q2: how much affordable housing was built with the fee?A2: It is estimated that, on average, a $1 marginal non-water/sewer impact fee applied to new housing development increases multi-family housing by 2581sq ftNote: Non-water/sewer impact fees are used for schools, parks, libraries, etc.In the short run, for every 1% increase in non-water/sewer impact fee, there is a corresponding 4.28% increase in the multi-family housing stock of Florida county inner suburbs.In the long run, for every 1% increase in non-water/sewer impact fee, there is a corresponding 0.59% increase in the multi-family housing stock of Florida county inner suburbs.

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Project 7:Cost-Benefit Analysis for a Confidential Project

SummaryIn the wake of climate change and rising water levels, flood mitigation projects are needed as barriers to prevent infrastructural damages. Needless to say, the benefits of the project must be greater than the cost of the project to validate its necessity. Thus, a benefit - cost analysis was done to calculate the frequency of damage events and their corresponding damages to simulate cost and calculate the future damage events and monetary damages to simulate benefits. This is done with the help of a software which inputs damages and outputs costs or benefits. I had the role of understanding and acquiring the inputs needed for the analysis.

Method 1 data needs:•Date of damage event•Damage dollar•Damage losses•Is frequency known/unknown?•Known frequency: credible support documents

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Method 2 data needs:•Analysis Year (Current Year )•Structure Life, SL (Current Year – Construction year)•Period of available data record•Damage year•Total Damage Dollars (sum all the damage dollars from all events in a year)•Analysis Duration (has criteria for when user decides or when AD=SL)•Known Recurrence Intervals: credible support documents with high degree of confidence = FIS/H&H study with info about project location, FIRM (Flood Insurance Rate Map) title block and map scale

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Project 8:Data presentation using Pie charts, Bar Graphs and Line Graphs for a Confidential Project

SummaryEconomic analysis involves interpreting data and presenting data to reach meaningful conclusions about the mentioned data. Lower Gwynedd Chart Preparation

Presented the data of the city’s 2000-2015 budget in charts The makeup of Federal, State, Local Revenue with a municipality’s budget Expenditure and its distribution across government parastatals Tax, Capital Financing Structure (Bonds/Notes)

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Project 9:Economic Impact Studies for a Food Bazaar

SummaryWhenever there is an expenditure incurred, this initial outlay produces a ripple effect on the economy. Using the IMPLAN software, we determine the direct and indirect earnings, expenditures and employment that a recurring street food bazaar generates. I went through survey data for the project.

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Project 10:Research on Employment Density for Confidential Project

SummaryIncubator, Accelerators and Coworking spaces are places, especially with support staff and equipment, made available at low rent to new small businesses. However, an accelerator takes single-digit chunks of equity in externally developed ideas in return for small amounts of capital and mentorship. An incubator, on the other hand, brings in an external management team to manage an idea that was developed internally. Coworking is a new way for independent professionals to work in a shared, collaborative space. In the real estate world,f this is a new line of service while for the business would this is a new means of cutting fixed costs (e.g. rent), as employment density is smaller in these spaces compared to traditional offices. Therefore my role was to research on the average office employee density and the economic impacts that their services provide.

Office Employee Density:http://www.usgbc.org/Docs/Archive/General/Docs4111.pdfITE – Institute of Transportation EngineersGeneral Office – Suburbs: 304sq. ft./employeeCorporate HQ – Suburbs: 260sq. ft./employeeSingle Tenant Office: 295sq. ft./employeeOffice under 100,000 sq.ft: 228 sq.ft/employeeOffice over 100,000 sq.ft.: 221 sq.ft/employeeOffice Park: 278 sq.ft/employeeBusiness Park: 332 sq.ft/employeeResearch & Development Center: 405 sq.ft/employeehttps://www.mwcog.org/uploads/committee-documents/YV5WXFhW20110503134223.pdf

Data for Sub-urban Business Parks, Urban Land Institute:Office: 244 sq.ft/employeeR & D Laboratory: 35sq. ft/employeeCordoba Corporation, San Bernardino and Riverside CountiesDown Town Office Space: 249sq. ft/employee (San Diego County)Sub-urban Office Space: 288sq. ft/employee (San Diego County)

Coworking space:Facts about the Cambridge Innovation Center (CIC) and its job impact

CIC is a real estate company that provides office management services to start-ups at affordable prices, i.e, it allows small, medium entrepreneurs rent space for their business and allows them be in tune with a community of other entrepreneurs.

They are existent in five domestic locations (Miami, Cambridge, Boston, St. Louis, and Baltimore) and in an international location (Rotterdam, Netherlands).

It has been home to about 2,500 companies that have at one point rented the facility for their business

They are currently home to 900 companies, three-quarter of which are startup while the rest are innovative branches of big companies

Companies range from 1 entrepreneur to a 30-member team

https://www.mwcog.org/uploads/committee-documents/YV5WXFhW20110503134223.pdf

http://www.usgbc.org/Docs/Archive/General/Docs4111.pdf

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These companies are in different fields – Consumer Electronics, Digital Media, Web Design/Marketing, Software, Virtualization, Networking, Enterprise, Hardware, Services, Robotics, Power, Games, Research and Development

Example of these companies are Go Ambient, Maven, ScanScout, Visible Measures, Luminus Devices, Great Point Energy, Conduit Labs, Aileron , Carbonite, Clear Methods, Coatue

Conduit Labs, Ember, Enterprise Mobile, Fusion Optix, Gloucester Pharmaceuticals, GreatPoint, Energy, Greenfuel, Groundhog Technologies, H3, Hubspot, In Vivo, iSkoot, LNL, Luminus Devices, Maven Networks, Mok3, n2n, Racepoint, Scan Scout, Sequation, Stromedix, Thing Magic, Measures, Vitae Pharmaceuticals, Zafgen and Google Cambridge

Companies originally headquartered at CIC have raised $2.0b in venture capital and strategic investment since 2001 (while at CIC and after moving out).

Companies originally headquartered at CIC have created between $3.5b and $4.3b in publicly disclosed exit value since 2001.

CIC itself employs staff under the description of manager, community leader, architectural services, event coordinator, receptionist, accountant, chef, and administrative staff for all of their locations.

RocketSpace:http://venturebeat.com/2013/09/03/rocketspace-30-months-130-companies-75k-square-feet-we-want-to-be-the-nucleus-of-tech/75000sq. ft./550employees – 136sq. ft/employeeA recent study conducted by CoreNet Global has predicted that office users will reduce the amount of space they allocate per person to an average of 151 square feet by 2017, compared to 176 square feet today, and 225 square feet in 2010.

Further Information from the UK:IAC (Incubator, Accelerator and Co-working Space)The average density of desks was around 6 sq.m (approximately 65 sq.ft) per desk, which is twice as high as the average office employment density in London of 12sq.m (approximately 130 sq.ft) https://www.london.gov.uk/sites/default/files/180%20IAC%20Report.Artwork_web.pdf

https://www.london.gov.uk/sites/default/files/180%20IAC%20Report.Artwork_web.pdf

https://www.london.gov.uk/sites/default/files/180%20IAC%20Report.Artwork_web.pdf

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Further Information from Copenhagen, Denmark: http://www.oeaw.ac.at/isr/comet/documents/Final_Results/COMET_CTT/location/location-120.html

http://www.oeaw.ac.at/isr/comet/documents/Final_Results/COMET_CTT/location/location-120.html

http://www.oeaw.ac.at/isr/comet/documents/Final_Results/COMET_CTT/location/location-120.html

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http://www.oeaw.ac.at/isr/comet/documents/Final_Results/COMET_CTT/location/images/large/location-120_9l.html

Overall Copenhagen - 30sq. m/employeeInner city Copenhagen – 29sq. m/employeeRest of the Core City – 36sq. m/employeeSuburban Belt - 27sq. m/employee



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Project 11:Economic Impact Studies for an Triple Bottom Line approach to Stormwater Management

SummaryThis report was an assessment of the local economic impact of an environmentally sustainable and neighborhood serving approach to stormwater management. It explains the reason for this approach and how and what scale that is executing it, the quality of life benefits and economic implications on real estate and of being the first to execute green stormwater management. My role in this project is to explain the need for better stormwater management and why the green stormwater management was the best approach.

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Project 12:Economic Impact Studies of a University

SummaryWhenever there is an expenditure incurred, this initial outlay produces a ripple effect on the economy. This economic impact study measures the effect of spending from a university located in an urban setting. That is, the effect of a highly educated population, stable jobs and home ownership for diverse professionals in the higher education and healthcare sectors, and knowledge base from research conducted in the school premises, and lastly expenditure from the staff and students which create a healthy fiscal and economic condition for the neighborhood. My role included researching the course programs and scholarship availability to validate the accessibility of education to nearby population and the teacher positions available to diverse populations. I also researched the new retail that was created that is supported by the University.

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Project 13:Assistance with Act 47 for a Confidential Project

Summary

I did a research on the Municipality Employee Breakdown of similar Municipalities to the client to help an informed policy decision.

Municipality DepartmentFull Time Employers Part Time Employers

Aldan Borough Fire Services 0 0

Police Services 5 7

Waste Management Total 7 24

Chadds Ford Township Fire Services 0 0

Police Services 0 0


Chester Heights Borough Fire Services 1 1

Police Services 0 0


Chester Township Fire Services 1 1

Police Services 10 10


Colwyn Borough Fire Services 0 0

Police Services 1 5


East Lansdowne Borough Fire Services 0 0



Eddystone Borough Fire Services 1 1


Waste Management

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Total 14 45Edgmont Township Fire Services 1 1

Police Services 0 0


Lower Chichester Township Fire Services 0 0

Police Services 5 8


Marcus Hook Borough Fire Services 0 0



Media Borough Fire Services 0 0



Millbourne Borough Fire Services 1 1



Morton Borough Fire Services 1 1

Police Services 4 8


Norwood Borough Fire Services 0 0

Police Services 6 5


Parkside Borough Fire Services 0 0



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Rose Valley Borough Fire Services 0 0

Police Services 0 0


Rutledge Borough Fire Services 0 0

Police Services 0 0


Sharon Hill Borough Fire Services 1 1



Tinicum Township Fire Services 1 1



Trainer Borough Fire Services 0 0



Upland Borough Fire Services 0 0

Police Services 5 8


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Nwana Econsult Writing Sample 04.10.16

Documents

Transcript of Nwana Econsult Writing Sample 04.10.16