The URL can be used to link to this page

Home My Public Portal About049-2019 - Thomas P. Miller - professio...services for two Opportunity ZonesPROFESSIONAL CONSULTING SERVICES AGREEMENT THIS AGREEMENT made and entered into this aVl&day of Akim , 2019, and referred to as Contract No. 49-2019, by and between the City of Richmond, Indiana, a municipal corporation acting by and through its Board of Public Works and Safety (hereinafter referred to as the "City") and Thomas P. Miller & Associates, 1630 North Meridian Street, Suite 430, Indianapolis, Indiana, 46202 (hereinafter referred to as the "Contractor"). SECTION I. STATEMENT AND SUBJECT OF WORK City hereby retains Contractor to provide professional services in connection with the assessment and activation of two (2) designated Opportunity Zones for the City of Richmond, Indiana. The proposal of Contractor, received January 17, 2019, is attached hereto as Exhibit "A", which Exhibit consists of eleven (11) pages, and is hereby incorporated by reference and made a part of this Agreement. Contractor shall perform all work and provide all services described on Exhibit "A." Should any provisions, terms, or conditions contained in any of the documents attached hereto as Exhibits, or in any of the documents incorporated by reference herein, conflict with any of the provisions, terms, or conditions of this Agreement, this Agreement shall be controlling. Contractor shall perform all work herein in a timely manner, conforming to all applicable professional standards. The Contractor shall furnish all labor, material, equipment, and services necessary for the proper completion of all work specified. No performance of services shall commence until the following has been met: 1. The City is in receipt of any required certificates of insurance; 2. The City is in receipt of any required affidavit signed by Contractor in accordance with Indiana Code 22-5-1.7-11(a)(2); and 3. A purchase order has been issued by the Purchasing Department. SECTION II. STATUS OF CONTRACTOR Contractor shall be deemed to be an independent contractor and is not an employee or agent of the City of Richmond. The Contractor shall provide, at its own expense, competent supervision of the work. Contract No. 49-2019 Page 1 of 6 SECTION III. COMPENSATION City shall pay Contractor a total amount not to exceed Forty Thousand Dollars and Zero Cents ($40,000.00) for satisfactory completion of this Agreement. SECTION IV. TERM OF AGREEMENT This Agreement shall be effective when signed by all parties, and shall continue in effect until December 31, 2019. Notwithstanding the term of this Agreement, City may terminate this Agreement in whole or in part, for cause, at any time by giving at least five (5) working days written notice specifying the effective date and the reasons for termination which shall include but not be limited to the following: a. failure, for any reason of the Contractor to fulfill in a timely manner its obligations under this Agreement; b. submission of a report, other work product, or advice, whether oral or written, by the Contractor to the City that is incorrect, incomplete, or does not meet reasonable professional standards in any material respect; c. ineffective or improper use of Rinds provided under this Agreement; d. suspension or termination of the grant funding to the City under which this Agreement is made; or e. unavailability of sufficient funds to make payment on this Agreement. In the event of such termination, the City shall be required to make payment for all work performed prior to the date this Agreement is terminated, but shall be relieved of any other responsibility herein. This Agreement may also be terminated, in whole or in part, by mutual Agreement of the parties by setting forth the reasons for such termination, the effective date, and in the case of partial termination, the portion to be terminated. SECTION V. INDEMNIFICATION AND INSURANCE Contractor agrees to obtain insurance and to indemnify the City for any damage or injury to person or property or any other claims which may arise from the Contractor's conduct or performance of this Agreement, either intentionally or negligently; provided, however, that nothing contained in this Agreement shall be construed as rendering the Contractor liable for acts of the City, its officers, agents, or employees. Contractor shall as a prerequisite to this Agreement, purchase and thereafter maintain such insurance as will protect it from the claims set Page 2 of 6 forth below which may arise out of or result from the Contractor's operations under this Agreement, whether such operations by the Contractor or by any sub -contractors or by anyone directly or indirectly employed by any of them, or by anyone for whose acts the Contractor may be held responsible. Coverage Limits A. Worker's Compensation & Disability Requirements Statutory B. Employer's Liability $100,000 C. Malpractice/Errors & Omissions Insurance $1,000,000 each occurrence $2,000,000 each aggregate SECTION VI. COMPLIANCE WITH WORKER'S COMPENSATION LAW Contractor shall comply with all provisions of the Indiana Worker's Compensation law, and shall, before commencing work under this Agreement, provide the City a certificate of insurance, or a certificate from the industrial board showing that the Contractor has complied with Indiana Code Sections 22-3-2-5, 22-3-5-1 and 22-3-5-2. If Contractor is an out of state employer and therefore subject to another state's worker's compensation law, Contractor may choose to comply with all provisions of its home state's worker's compensation law and provide the City proof of such compliance in lieu of complying with the provisions of the Indiana Worker's Compensation Law. SECTION VII. COMPLIANCE WITH INDIANA E-VERIFY PROGRAM REQUIREMENTS Pursuant to Indiana Code 22-5-1.7, Contractor is required to enroll in and verify the work eligibility status of all newly hired employees of the contractor through the Indiana E-Verify program. Contractor is not required to verify the work eligibility status of all newly hired employees of the contractor through the Indiana E-Verify program if the Indiana E-Verify program no longer exists. Prior to the performance of this Agreement, Contractor shall provide to the City its signed Affidavit affirming that Contractor does not knowingly employ an unauthorized alien in accordance with IC 22-5-1.7-11 (a) (2). In the event Contractor violates IC 22-5-1.7 the Contractor shall be required to remedy the violation not later than thirty (30) days after the City notifies the Contractor of the violation. If Contractor fails to remedy the violation within the thirty (30) day period provided above, the City shall consider the Contractor to be in breach of this Agreement and this Agreement will be terminated. If the City determines that terminating this Agreement would be detrimental to the public interest or public property, the City may allow this Agreement to remain in effect until the City procures a new contractor. If this Agreement is terminated under this section, then pursuant to IC 22-5-1.7-13 (c) the Contractor will remain liable to the City for actual damages. Page 3 of 6 SECTION VIII. IRAN INVESTMENT ACTIVITIES Pursuant to Indiana Code (IC) 5-22-16.5, Contractor certifies that Contractor is not engaged in investment activities in Iran. In the event City determines during the course of this Agreement that this certification is no longer valid, City shall notify Contractor in writing of said determination and shall give contractor ninety (90) days within which to respond to the written notice. In the event Contractor fails to demonstrate to the City that the Contractor has ceased investment activities in Iran within ninety (90) days after the written notice is given to the Contractor, the City may proceed with any remedies it may have pursuant to IC 5-22-16.5. In the event the City determines during the course of this Agreement that this certification is no longer valid and said determination is not refuted by Contractor in the manner set forth in IC 5- 22-16.5, the City reserves the right to consider the Contractor to be in breach of this Agreement and terminate the agreement upon the expiration of the ninety (90) day period set forth above. SECTION IX. PROHIBITION AGAINST DISCRIMINATION A. Pursuant to Indiana Code 22-9-1-10, Contractor, any sub -contractor, or any person acting on behalf of Contractor or any sub -contractor shall not discriminate against any employee or applicant for employment to be employed in the performance of this Agreement, with respect to hire, tenure, terms, conditions or privileges of employment or any matter directly or indirectly related to employment, because of race, religion, color, sex, disability, national origin, or ancestry. B. Pursuant to Indiana Code 5-16-6-1, the Contractor agrees: 1. That in the hiring of employees for the performance of work under this Agreement of any subcontract hereunder, Contractor, any subcontractor, or any person acting on behalf of Contractor or any sub -contractor, shall not discriminate by reason of race, religion, color, sex, national origin or ancestry against any citizen of the State of Indiana who is qualified and available to perform the work to which the employment relates; 2. That Contractor, any sub -contractor, or any person action on behalf of Contractor or any sub -contractor shall in no manner discriminate against or intimidate any employee hired for the performance of work under this Agreement on account of race, religion, color, sex, national origin or ancestry; That there may be deducted from the amount payable to Contractor by the City under this Agreement, a penalty of five dollars ($5.00) for each person for each calendar day during which such person was discriminated against or intimidated in violation of the provisions of the Agreement; and 4. That this Agreement may be canceled or terminated by the City and all money due or to become due hereunder may be forfeited, for a second or any subsequent violation of the terms or conditions of this section of the Agreement. Page 4 of 6 C. Violation of the terms or conditions of this Agreement relating to discrimination or intimidation shall be considered a material breach of this Agreement. SECTION X. RELEASE OF LIABILITY Contractor hereby agrees to release and hold harmless the City and all officers, employees, or agents of the same from all liability for negligence which may arise in the course of Contractor's performance of its obligations pursuant to this Agreement. SECTION XI. MISCELLANEOUS This Agreement is personal to the parties hereto and neither party may assign or delegate any of its rights or obligations hereunder without the prior written consent of the other party. Any such delegation or assignment, without the prior written consent of the other party, shall be null and void. This Agreement shall be controlled by and interpreted according to Indiana law and shall be binding upon the parties, their successors and assigns. This document constitutes the entire Agreement between the parties, although it may be altered or amended in whole or in,part at any time by filing with the Agreement a written instrument setting forth such changes signed by both parties. By executing this Agreement the parties agree that this document supersedes any previous discussion, negotiation, or conversation relating to the subject matter contained herein. This Agreement may be simultaneously executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument. The parties hereto submit to jurisdiction diction of the courts of Wayne County, Indiana, and any suit arising out of this Contract must be filed in said courts. The parties specifically agree that no arbitration or mediation shall be required prior to the commencement of legal proceedings in said Courts. By executing this Agreement, Contractor is estopped from bringing suit or any other action in any alternative forum, venue, or in front of any other tribunal, court, or administrative body other than the Circuit or Superior Courts of Wayne County, Indiana, regardless of any right Contractor may have to bring such suit in front of other tribunals or in other venues. Any person executing this Contract in a representative capacity hereby warrants that he/she has been duly authorized by his or her principal to execute this Contract. In the event of any breach of this Agreement by Contractor, and in addition to any other damages or remedies, Contractor shall be liable for all costs incurred by City in its efforts to enforce this Agreement, including but not limited to, City's reasonable attorney's fees. [Signature Page to Follow.] Page 5 of 6 In the event that an ambiguity, question of intent, or a need for interpretation of this Agreement arises, this Agreement shall be construed as if drafted jointly by the parties, and no presumption or burden of proof shall arise favoring or disfavoring any party by virtue of the authorship of any of the provisions of this Agreement. IN WITNESS WHEREOF, the parties have executed this Agreement at Richmond, Indiana, as of the day and year first written above, although signatures may be affixed on different dates. "CITY" THE CITY OF RICHMOND, INDIANA by and through its Board of Public Works and Safety By: icki Robinson, President Richard Foore, Member By: Emily 1 mer, Member THOMAS P. MILLER & ASSOCIATES 1630 North Meridian Street, Suite 430 Indianapolis, IN 46202 By Printed: L" Title: �� ev APPROVED: Date: — avid M. Sno , or Date: ro i.- �o I Page 6 of 6 PROPOSAL FOR: OPPORTUNITY ZONE INVESTMENT PREPAREDNESS STRATEGY SUBMITTED TO: THE CITY OF RICHMOND, IN SUBMITTED BY: ATHOMAS P. MILLER & ASSOCIATES EHIBIT � PAGEAGE _L _-1_I OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED OyTH0MASp.MILLER & ASSOCIATES, LLC STATEMENT OF QUALIFICATIONS Thomas P. Miller & Associates (TPK8A) envisions a world that thinks strategically, works � ^ collaboratively, and acts sugainab|y. In keeping with that vision, we empower organizations and communities through strategic partnerships and informed solutions that create positive, sustainable change. Through over 29 years of business, we have worked with numerous nonprofits economic and workforce development organizations, chambers of commerce, colleges and universities, and private businesses in more than 4Ostates. Our emphasis is not just on strategic ideas' but strategic leadership and innovative, action - oriented goals — helping leaders to identify data -driven opportunities and mobilize resources for implementation. VVetake a collaborative approach to planning, recognizing that the greatest impact is through transparency and the aligned goals of multiple stakeholders. We excel at translating completed research' analysis, and planning efforts into implementation activities tailored to the assets and opportunities of each client, and we will utilize this strength to . maximize this pnoject'svalue for the City ofRichmond, IN, �K��U�� oxuv~xnxx/��uwu� OPPORTUNITY uvxxu"�xnxo u u.v�nm� v~v�xmn�xxn Opportunity Zones (OZs) are economic development tools to promote investment in distressed communities through legislation enacted by the Federal Tax Cuts and Jobs Act of2O17. The U.S. Department of Treasury has selected distressed census tracts and designated them as Opportunity Zones, incentivizing investments to address local needs in areas such as business growth, real estate development, and area improvements. Indiana has atotal of156 Opportunity zones in 83 different cities and towns. These zones cover over 2,000 square miles and have a combined population of more than 500,000 Hoosiers. While each Opportunity Zone offers investors the same fed | capital i �� cap a gains tax advantages, all Zones are not created equal. It is Figure 1:Richmond Opportunity Zones estimated that there are over $6.1 trillion dollars of eligible capital gains available to be leveraged to fund projects in Opportunity Zones. All Opportunity Zones will compete for this pool of investment but some Zones will stand out immediately due toobvious, pro -investment market conditions. However, most Zones, given their designation as"6istressed"will have tostrategically position themselves toattract investors. "Cities in the broadest sense —local governments, urban institutions, civic OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BY THOMAS P. MILLER & ASSOCIATES, LLC leaders —will need to act decisively if Opportunity Zones are to engender inclusive, sustainable growth that is truly transformative for each city's economy, rather than just a large volume of disconnected, individual transactions."' Both of Richmond's Opportunity Zones contain notable pro -investment features. One zone covers a significant portion of Downtown Richmond with numerous commercial and residential investment opportunities. The second zone has lower density with a mix of residential, business and underutilized land. Richmond's Opportunity Zones have the ability to support and attract a diverse set of investments. As a community, Richmond, already has a number of active, well respected economic development and civic organizations that can lead a broader community development investment program. These key stakeholders have engaged in planning and revitalization efforts for the betterment of the community for some time. The introduction,of a significant and incentivized private sector capital source to spur redevelopment initiatives presents a new opportunity and will require a recalibration of approach and programming to fully take advantage of the OZ Program. Assessing this opportunity through a private sector investment lens, and packaging a community prospectus would position the community to organize stakeholders, identify opportunities, and attract prospective investors. TPMA proposes the following 2-Phase approach to developing an Opportunity Zone Investment Preparedness Strategy for the City of Richmond. Phase I will provide an in-depth review of the two zones and initial engagement with key local leadership, businesses and property owners. The second phase will establish a strategy designed to activate each of the zones in a manner that will allow local leadership to tell their stories as significant short- and long-term investment opportunities. The two phases will focus on several key elements including but not limited to: • Data collection and market assessment; • Land -use planning and property ownership review; • Private and Public Improvements Assessment; • Business and Key Stakeholder Meetings; • OZ Economic Strategy Workshops; • Opportunity Zone Profile Brochures with Zone Asset Map; • Identification of aligned Opportunity Funds; • Creation of a Community Prospectus; • Local Leadership and Business Outreach Strategy; and • Initial Investor Recruitment. PHASE I - ASSESSMENT Task One: Review of Relevant Reports and Plans A review of all local plans and reports will be performed. Special attention will be given to land - use planning, public investments (past, present, and future), and local and regional demographic 1 Katz, B., & Weiss, E. (n.d.). From Transactions to Transformation: How Cities can Maximize Opportunity Zones. Retrieved from https://deexel.edu/Iindyinstitute/initiatives/nowak-metro-finance- lab/publications/reports/opportunity-zones/ #XHIPI7 PAGES OFF ...r-- - OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BY THOMAS P. MILLER & ASSOCIATES, LLC and economic trends. This review will help to establish an initial context for the Opportunity Zone regarding appropriate land -use and investment concepts. Task Two: On -Site and Tour TPMA will conduct an on -site visit to assess existing improvements (buildings, infrastructure, and roads) and identify underperforming real estate. TPMA will complete a tour of Richmond's Opportunity Zones with Economic Development and local leadership to visualize key Opportunities and liabilities in each OZ that will inform an eventual investment strategy. While on -site, TPMA will also facilitate meetings with local government and/or business leadership to discuss the OZ incentive and identify priority development locations. An existing conditions analysis and asset map will be prepared that graphically describes each OZ. Task Three: Existing Conditions Report Based on previous studies, the site tour, and interviews with local leadership, the project team will assess existing improvements (buildings, infrastructure, and roads) and identify underperforming real estate. This assessment will explore community development and infrastructure investment opportunities. The project team will: 1) target businesses that are growing or demonstrate evidence of needing to upgrade their facilities and equipment, and The continuing success of the Opportunity 2) identify target areas or "priority packets" Zones tax incentive will require the public that may be most likely to leverage and private sectors, as well as advocates, Opportunity Zone investment. Existing to work together to encourage responsible conditions, targeted businesses and revitalization efforts and inspire investor identification of priority pockets will be and local community confidence in the informed by both primary and secondary Opportunity Zone program. business data. The existing conditions survey will also rate the general real estate (Christopher A. Coes & Tracy Hadden Loh, Locus conditions within each Opportunity Zane, — Notional Opportunity Zone Ranking Report) Richmond's OZs include a diverse mix of land -uses including commercial, residential, and industrial development. The existing conditions report will preliminarily identify sites and buildings to be marketed in an Opportunity Zone prospectus to facilitate investment to this portion of Richmond with the intention that the Opportunity Zone program can further incentivize the development of these projects. Potential projects include commercial or mixed - use projects located along Main Street as well as industrial investment opportunities near the Norfolk Southern rail line which, serves as the northern boundary of Richmond's northernmost OZ. The southern Opportunity Zone also has the potential to leverage industrial development along existing rail assets that include the Indiana Eastern Railroad. In addition to industrial opportunities, the south OZ has the potential to support residential development and redevelopment projects. The existing conditions survey will detail each Zone's composition in a way that demonstrates key land -use patterns related to potential projects, and how existing land -uses can be reinforced and/or modified to support future investment. After completing the assessment, an asset map will be prepared that graphically describes each Zone and will factor current zoning as well as Page j3 PAGE __ i_%," 'MAL, HIPIt ��' OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BY THOMAS P. MILLER & ASSOCIATES, LLC findings and observations from the existing conditions and the asset map to form land -use recommendations. This task will include a workforce assessment component that examines, the ability of local workforce to respond to potential investment opportunities. This will ensure a holistic approach when considering appropriate projects for the final prospectus so that investment opportunities align with existing workforce opportunities and local training and educational programs. This will be informed through conversations with local institutions such as Ivy Tech and the Richmond WorkOne Center. Where necessary, strategies will be included to address any gaps between the local workforce pool and potential investment opportunities. Deliverables: Opportunity Zone Existing Conditions, Zone Profile Asset Map Brochure, and Land - use Overview, Property Ownership Profile Task Four - An OZ "Opportunity Assessment Workshop" Following the completions of tasks 1-3, a 2-4-hour workshop will be facilitated by the project team with local leadership. The workshop will identify and prioritize the business and project opportunities that have emerged from the Assessment Phase. Strategies will be discussed to identify key steps needed to realize desired investments. Potential local and non -local partners that may be able to contribute to the strategies will also be identified. The workshop will discuss possible roles for the State of Indiana, regional leadership, and local leadership in activating Opportunity Zone Investment Strategies. Deliverable: Opportunity Assessment Workshop PHASE 2 - INITIAL ZONE ACTIVATION Task Five: Opportunity Zone Business Messaging Program Once the initial OZ assessment has been performed and the workshop has identified and prioritized investment opportunities, a messaging program will be established. The project team will provide a PowerPoint presentation that Economic Development and local leadership can use to demonstrate the benefits associated with the Opportunity Zone program to local businesses and investors. The presentation will detail key elements of the Opportunity Zone Legislation such as the capital gains incentives, mechanisms of opportunity funds, eligible investments, and how the incentive can be specifically leveraged by local business owners to invest their own gains for improvement and expansion projects. The project team will attend up to three presentations with local leadership assisting with the presentation to business and investor groups. The project team will also work with local leadership to engage property owners and determine the availability of property for future land -use development as identified in the land -use overview from Task Three. Initial outreach will also focus on engaging property owners who may be willing to have their properties available to promote development that aligns with the land - use overview. Property acquisition strategies will be outlined if appropriate. It is important that local leadership works where needed with property owners to demonstrate some form of site - control to enhance project readiness and increase the Opportunity Zones' competitiveness to attract investment. EXHIBIT PAGE ..,;.�:..' OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BYTHOMASP.MILLER & ASSOCIATES, LL[ The messaging program will include meetings with targeted businesses to encourage utilization of the OZ Tool. The project team will use research from Phase I combined with local leadership's knowledge to identify businesses that are likely to expand or upgrade their operations. The project team will work to ensure that identified local businesses in expansion mode will receive the necessary information to process and take advantage of the Opportunity Zone program. The project team will attend meetings with individual businesses as part ofthis process. Deliverables: Opportunity Zone Business and Project Inventory Q Opportunity Zone Presentation "To this n��L/Dm m/7��strategies��/7/f' ��Q��' y�n�`��~� will/ Opportunity ^~ leverage resources that are both driven by tax incentives as well as the fundamentals and possibilities � �� the local/ morket," -Bruce Katz and Evan Weiss, from Transactions /o Transformation: How Cities Can Maximize Opportunity Zones Task Six: Aligned Opportunity Fund Identification Nationally, there will be entities that have organized Opportunity Funds bysoliciting multiple investors wishing to take advantage of the OZ Program but lacking the capacity to conduct a national search for their preferred investment type. The project team will provide a list of entities that have formed an Opportunity Fund that align with the types of investment in Richmond's Opportunity Zone. This list can be used by local leadership to direct outreach efforts and drive investment. The project team will also work with local Leadership to explore the potential for creation of local opporLunityfund(s). Adescr|ption of possible local funds will be included along with the final list of aligned Opportunity Funds if, the opportunity to create a |oca|fund(s) is identified. The project team will assist with initial investor outreach as directed. Deliverable: Opportunity Fund List Task Seven: Opportunity Zone Investor Prospectus The project team will create an investor prospectus designed to construct e compelling investment story about Richmond's Opportunity Z ones to potential investors and funds. The prospectus will provide clear and concise evidence that Richmond has awell-conceived plan for its Opportunity Zones, designed to optimize outcomes for both investors and the local community. The prospectus will serve as an engagement tool that leads to concrete interactions with Opportunity Zone |nvestmrs/Funds. Deliverable: Opportunity Zone Marketing Prospectus Technical Assistance The project team will provide technical assistance to local leadership as needed throughout the project. Members of the project team will be available on call for up to 15 hours to provide assistance, recommendations, or advice throughout this project. 1EXHIBIT PAGE OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BYTHOM45P.MILLER &ASSOCIATES, LLC / It is anticipated that this project will have a 150-day timeline with a total cost of $40,000. Phase | will be completed in approximately 6Odays for a total. cost of$17,5OO. Phase U will span an additional 90 days with a total cost of $22,500. A 150-day timeline is critical to this project because the majority of Opportunity Zone Investment will occur before December 31st, 2019 as investors cannot realize the full benefits of the program on investments made after 2019. JEXHIBIT PAGE OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BY THOMAS P. MILLER & ASSOCIATES, LLC PROJECT TEAM MIKE HIGBEE VICE PRESIDENT EDUCATION Graduate Study in Community Development Southern Illinois University Bachelor of Science Purdue University Mike focuses on development and redevelopment, implementation, and public -private partnerships (133), and has helped create plans and developments that benefit cities in the United States and abroad, often incorporating tourism as a component of design. Prior to joining TPMA, Mike Higbee was the President of Development Concepts, Inc. a development planning and real estate consulting firm he founded in 1991. He also served as the Director of Metropolitan Development forthe City of Indianapolis from 1985 to 1991, where he oversaw the City's economic development and affordable housing initiatives. Some of the premiere projects he facilitated for the City were the Circle Centre Mall development, the Lower Canal Improvement Project, Pan Am Plaza and negotiations for the United Airlines Maintenance Facility at the Indianapolis International Airport. Mike is currently a Faculty Member for the Rose Center for Public Leadership, and is often invited to participate or chair panels in cities across the country, such as the Urban Land Institute Advisory Services' "Strategies for Reusing a National Historic Landmark" panel in Buffalo, New York and the Equitable Economic Development panel in Sacramento, California. RELEVANT EXPERIENCE City of Elkhart Riverfront Development Planning and City of West Lafayette Economic Diversification Planning Wabash Landing Mixed -use Elkhart, Indiana Redevelopment Plan and Downtown Durham Inc. Implementation Downtown Durham Mosterplan Vest Lafayette, Indiana Durham, North Carolina Strategic Capital Partners City of Rockville Avondale Meadows Town Center Master Plan Redevelopment Plan and Rockville, Maryland Implementation Indianapolis, Indiana City of Waukegan Downtown and Lakefront Masterplon Waukegan, Illinois EXHIBIT A PAGE ,-�F-�-t- OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BY THOMAS P. MILLER &ASSOCIATES, LLC ��Y�k�� =°�"^/��x�.^ ASSISTANT DIRECTOR OFECONOMIC DEVELOPMENT EDUCATION Master nfPublic Administration Northern Kentucky University Bachelor vfScience, Technology Bowling Green State University A-THOMAS P. MILLER &ASSOCIAIES Dustin has over 10years of experience in local government and economic development strategy. He serves as an Assistant Director of Economic Development atTPyWA. He specializes in economic development including strategic planning, business attraction, entrepreneuhsm, foreign direct investment (FD|), and business retention and expansion (8KE) programs. Dustin previously served as a Manager of Projects & Business Development for the Regional Economic Development Initiative ofGreater Cincinnati (RED| Cincinnati). While in this role, he was responsible for attracting new businesses, helping existing companies expand, and co -managing the reQion's Israeli FD| strategy. Prior to that ro|e. Dustin served as Manager of Business Retention and Expansion with Northern Kentucky Tri'EL\and was responsible for the planning and engagement of existing businesses tmsupport retention and expansion of 6usinesoes and jobs. RELEVANT EXPERIENCE Downtown Billings Alliance State Chamber ofOklahoma Downtown and Organizational Research Foundation Strategic Plan oxa0auData Gathering and Billings, Montana Analysis Oklahoma Vve,tmatexuthnritv Action Plan for wesmG"te@Crone Southeast Kentucky Economic Technology Park Development Corporation Indiana Feasibility Study for Economic Development Projects River Ridge Development Authority Kentucky Strategic Plan Indiana Wayne County Strategic Plan Don Ryan Center for Innovation Indiana Economic Development Strategic Plan 0uiftun.South Carolina Vermillion County Economic Development Council Advantage Valley Business Retention and Small Business Development 6mnns/un Program OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BY THOMAS P. MILLER & ASSOCIATES, LLC ALEXANDER WGRATH PROJECT CONSULTANT EDUCATION Master of Regional Planning Cornell University Bachelor of Arts, International Studies Loyola University Chicago Alexander has worked in various capacities for both large and small community development organizations. He specializes in providing data and analytical support, with a strong foundation in quantitative and impact analysis, along with qualitative research approaches. Alexander's experience, engaging diverse communities both internationally and domestically, help him communicate with stakeholders on issues in regional housing and economic development issues. Recently, Alexander provided analytical and technical support for a large-scale national grant program where he supported local community development corporations, HUD counseling intermediaries, and State HFA's on a regular basis as the analyst and program manager. Additionally, Alexander has advised multiple large-scale grant programs on market analysis, award methodologies, and program evaluation. Alexander is a member of the American Planning Association and an associate member of the Urban Land Institute. RELEVANT EXPERIENCE Allegany County Economic Development NeighborWorks America: Strategic Plan Project Reinvest Allegany County, Maryland Program Management and Data City of Jasper Analysis Jasper Comprehensive Plan Washington, DC Jasper, Indiana NeighborWorks America Community Building & Indiana Economic Development Engagement Program Corporation Boston, Massachusetts Statewide Economic Development Plan Indianapolis, Indiana Yayasan Kota Kita Indiana Housing & Community Advocacy Planner's Handbook Development Ithaca, New York Capital Magnet Fund Grant Assistance LINCenter for Community Indianapolis, Indiana Development Town of Knightstown Fundraising Plan Master Plan Framework Flo Chi Minh City, Vietnam Knightstown, Indiana Page �9 JEXHIBIT�A_ r ' • , OPPORTUNITY ZONE PREPAREDNESS STRATEGY SUBMITTED BY THOMAS P. MILLER & ASSOCIATES, LLC JACK WOODS PROJECT CONSULTANT EDUCATION Bachelor of Arts, History DePauw University Jack specializes in research and writing and applies this to writing, editing, and drafting proposals and deliverables. Much of Jack's work at TPMA focuses on developing actionable recommendations aimed at solving clients' economic development challenges. Currently much of Jack's works focuses on helping communities organize around their Opportunity Zones. He has been following developments surrounding the Opportunity Zone incentive since the program was created through the Tax Cuts and Jobs Act (2017). Prior to joining TPMA, Jack was a student at DePauw University, a small liberal arts school in central Indiana. There, Jack majored in history and honed his research and writing skills, which translate well into the work he does at TPMA. During his summers in college, Jack served as a regional manager for a national pyrotechnics retailer. In this capacity, Jack was responsible for overseeing the operation of eleven retail locations in central and northwest Indiana. During that time, he developed business management and leadership skills. RELEVANT EXPERIENCE WestGate Authority Angola First Development WestGate@Crane Tech Park Action Plan Innovation Park Action Plan Odon. Indiana Angola, Indiana Wayne County, Indiana Downtown Billings Alliance Government Strategic Plan Downtown Strategic Plan Wayne County, Indiana Billings, Montana St. Louis Economic Development Partnership Office of the Texas Governor Missouri Defense Supply Chain Mapping Texas Startup Study Missouri (Statewide) Texas (Statewide) Downtown Lexington Partnership City of Geneva Organizational Impact Research Stakeholder Engagement and Lexington, Kentucky Key Themes Report Geneva, Illinois Don Ryan Center for Innovation Organizational Strategic Plan City of Seymour Bluffton, South Carolina Opportunity Zone Technical Assistance City of Elkhart Seymour, IN Opportunity Zone Technical Assistance Elkhart, IN EXHIBIT __2�_ PAGE -_�LOF