Caitlyn McBride

Public Policy and Administration

Fall 2014 Final
Professor Michael Dukakis
November 8, 2014
MEMORANDUM
TO:

Mayor Donald Guardian

FROM: Caitlyn McBride

DATE: November 8, 2014
RE:

Atlantic City Economic Revitalization and Modernization

I. Introduction
The following comments lay out a comprehensive strategy for formulating and
implementing a development plan aimed at restoring Atlantic City to a thriving and family
friendly community of which residents will be proud. The plan involves organizing a formal
working group led by yourself and eventually a series of town hall meetings hosted by you in
Atlantic City as part of the public unveiling of the plan. The focus of the working groups
planning sessions is to develop an actionable set of initiatives that aim to redevelop Atlantic City.
Although many of the programs will focus on infrastructure and housing, an effort must be made
to improve the employability of residents through employment training and other resources.
Synchronizing ongoing local, state, and federal initiatives will greatly increase the effectiveness
of the programs as well as serve as opportunities to save or reallocate funding. Enabling current
residents to take advantage of the economic opportunities brought on by a modernization of the
city revitalizes the community. This is the best path to sustainable economic development.
Overnight, nearly 6,000 working people, many of whom are Atlantic City residents, lost
their jobs as three major casinos shut their doors. Since then, another casino has closed. This
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brings the total to four closed casinos and over 8,000 lost jobs. Now, only eight casinos remain
and the casino workforce has decreased by 25%.
Revel, previously touted as the bright beacon of development for the future, sits
shuttered. Disappointment, disorganization, and dissatisfaction: these are amongst the numerous
adjectives that apply to the current state of Atlantic Citys development prospects and planning.
It is time for a real plan, built on actionable tenets and well defined deliverables. We need to
shift from a see what sticks approach to a concrete development strategy. In order to
accomplish this, we need lists of short term and long term projects that will each contribute to
rebuilding, rebranding, and energizing the Atlantic City community.
The result will be an economy that is more diverse and resilient as well as a revitalized
resident base that is proud to be from this iconic city. Atlantic City is on the states agenda as
well, leaving you in the position to develop and seek implementation of a homegrown
development plan for this great city. For too long, Atlantic City has sat by the wayside and now
is its opportunity to discover sustainable growth.
With unemployment at 13% and rising, we are both above the national average and
trending in the opposite direction as the national average declines due to the improving national
economy. You, Governor Christies administration, and the state congressional delegation need
to work closely to ensure a comprehensive plan is developed, funded, and implemented. In this
way, we will be able to reverse the trend in unemployment. This will increase the quality of our
residents lives as well as improve the community as a whole.
The economy and local tax revenues have relied for too long on casino profits, at this
point 72% of Atlantic Citys economy is related to gambling. New Jerseys casino industry has

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fallen to intense competition from Delaware and Pennsylvania, resulting in plummeting industry
revenue. Our overall economic output mirrors this sharp decline.
A comparison is possible with Las Vegas, where only about 33% of the economy is
gambling. Our lack of diversification leaves us vulnerable to the booms and busts of the casino
industry, which is proving quite fickle. Cleary, any feasible redevelopment plan must outline
paths to supporting small and medium size businesses as well as additional industries because it
is no longer feasible to anchor the economy on a dozen large casino operations.
Considering Atlantic City cannot be a year round beach destination due to weather, we
must develop more than a single touristic appeal. Possible avenues to explore include hosting
conferences, festivals, and meetings. Our new convention center is currently underutilized and
can serve as a major draw for events. In addition, there is a growing demand for smaller
meetings of about 50-100 people. The casinos can capitalize on these opportunities with their
conference facilities. They also stand to benefit because meeting and conference attendees will
fill rooms.
Additionally, the four casinos that are currently closed will need to either reopen with
new ownership or enter into a repurposing process. The remaining eight already struggle in this
floundering industry, demonstrates that the city has possibly reached its limit of casinos. This
means that the chance exists that buyers will not come forward to rescue the struggling casino
properties. As such, the working group must determine if it is better to repurpose them as luxury
condominiums, resort locations, or for another use entirely. Alternatively, the state could divert
funding to demolish an older building and sell the land to a developer.

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It appears as though at least one of the buildings can be repurposed for education.
Stockton University, a public university in Atlantic County, placed a bid for the Showboat
casino. Supporting this deal and working with the school should be a priority for you.
The schools administration plans to repurpose the building into a satellite campus.
Currently, around 10,000 students attend Stockton and with the addition of an Atlantic City
campus, this number could easily double to 20,000. Not only will this help the university
become more competitive, but also bring numerous jobs and students to Atlantic City. This also
serves as an opportunity for Atlantic City residents to access higher education close to home.
Since Stockton is a state university, it will be an affordable option for our current residents. An
additional 10,000 people also improves our economic prowess, making the city more attractive
to businesses.
Stockton started in Atlantic City before the state built its campus in the Pines. Therefore,
its return will act as a great marking of the revitalization of Atlantic City.
A lot of open beachfront land exists and is very attractive to developers for housing
construction. However, it is currently zoned for casino development. Now is the time to
reevaluate this considering the land is very attractive. Rezoning this area for residential
development will allow for a more tradition beach community to develop similar to New Jerseys
other coastal communities. This can attract an additional type of tourist, the vacation renter, as
well as high net worth residents who are looking to invest in beachfront homes. The vacation
renter is the type of visitor typically found frequenting New Jerseys beaches and will be a great
addition to the citys tourism base. In addition, renters are typically families meaning there will
be additional appeal for families in the city. Atlantic City property will be in high demand
because there is not very much undeveloped land on New Jerseys coastline so supply is low.

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Unification of the residential and touristic areas of the city is key. The city will not
experience the benefits of economic growth unless its residents find economic opportunity. No
longer can the growth of the city rely on the revenues of a handful of casinos. Neither is it
acceptable that 25% of our residents and 37% of our minors live below the poverty line. With an
average family income of $30,000, Atlantic City is far from synonymous with economic
prosperity. Instead, we find ourselves battling stagnation and the second worst violent crime rate
in the state.
The city already has several non-gaming attractions, but additional development can
unlock even more. The aquarium is a draw for families as is the recently renovated boardwalk.
Looking towards the future, Bader Field presents a unique opportunity to design an event space
that can draw additional crowds into the city.
Looking towards infrastructure, the Atlantic City International Airport can reestablish
itself as a hub if the city returns to prosperity. This will position it to attract additional routes and
connect more places to Atlantic City. Numerous bus routes already connect the city to outlying
part of New Jersey. In addition, a seasonal light rail line connects the entire Jersey Shore to New
York and northern New Jersey. The chance to change this to year round service exists if tourism
can be increased enough in the off season through the diversification of attractions.
Currently, a train service connects Philadelphia and Atlantic City, but the ride is around
two hours. A great opportunity for Atlantic City in the long term would be inclusion in SEPTAs
FUTURE Program, which is Philadelphias evaluation of high speed rail. It would be a feasible
investment to install a high speed rail line from Philadelphia to Atlantic City, cutting the travel
time dramatically. In addition, the FUTURE Program involves a lot of investment into
connecting the different parts of Philadelphia and its suburbs to each other. This could greatly

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increase the potential visitors to Atlantic City. It will also work in the opposite direction by
attracting residents to live in Atlantic City and work in Philadelphia since the commute would be
acceptable. Similar lines have been proposed between Atlantic City and New York City, but
have hit additional complications due to the concentration of existing tracks in northern New
Jersey. A stronger economic position, touristic appeal, and residential charm would give the city
a stronger lobbying position for these long term projects.
It is time for us to transform and restore our great community, becoming a world class
resort destination in the process. In addition, we can demonstrate that this community can foster
and grow other industries as well. For redevelopment to occur, the city needs to grow and be
more than a year round destination for tourists. Atlantic City will be a great place to build a
business as well. The ultimate goal is to encourage people to move to, work in, be from, and
own a stake in Atlantic City.
II. Starting the Policy-Making Process
Planning for the future of Atlantic City is certainly a daunting task. With a large number
of stakeholders, finding and implementing any solution will take a lot of cooperation from all
levels of the community and government. Rebuilding Atlantic City requires a strong local
commitment to growth and change as well as state and federal support in facilitating and funding
initiatives. Since this is such a complex issue, it would be beneficial for you to organize a formal
working group.
First, you should work with Jon Hanson, chairman of Governor Christie's Advisory
Commission on Gaming because he is currently Governor Christies top advisor on Atlantic
City. Recently, his commission was tasked with creating their own redevelopment plan.

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However, this plan calls for an emergency manager and expansion of state control from the
Tourism District to the whole city.
This leaves the local government and community without meaningful seats at the table
and you must counter with your own demonstration that Atlantic City can lead its own reform.
You must develop a working group that can bring together the many state and local entities as
well as private interests that all share a stake in the future of Atlantic City. The group then can
formulate a proposal that can incorporate the insight of the Advisory Commissions report and
input, but keeps the traditional city government intact.
Parallels have been drawn between Atlantic City and Camden, which has been placed
under strict state management. However, I feel you can demonstrate the uniqueness of Atlantic
Citys issues and prospects. You must prove to the state that your administration is corruption
free and prepared to take quick action. The working group will demonstrate a commitment to
involving a wide array of stakeholders and bringing the best practices of the state and nation to
the administration and services of Atlantic City.
The working group will map out a plan that not only highlights developments for the city
itself, but your administration as well. Currently, the city is running budgets around $260
million when many estimate that a sustainable level is in the $175-$180 million range. By
continuing to run such deficits, the citys debt service stands at 15% of the budget and is
growing. The state has real concerns about the viability and ability of city government to turn
itself and the city around simultaneously. The bond market is concerned too, resulting in the
downgrading of our municipal debt. As this process continues, it will be harder to issue
additional bonds.

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The best way for you to approach the states concerns is to demonstrate that the working
groups plan can achieve a rehabilitation of city government in the short term as well as make
progress towards near and long term development goals.
First, this will require you to balance the citys budget. Part of this process is curtailing
expenses and an even larger part is stabilizing revenues. The current tax system not only relies
heavily on casinos, but also fluctuates dramatically from year to year due to its complexity.
The initial task of budget balancing will require to seek alternate funding, identify
inefficiencies, and cut extraneous services. The state has already determined that Atlantic City
schools should qualify for additional Equalization Aid because of the drop in casino tax revenue.
Many legislators have indicated willingness to waive the usual 20% cap on funding increases for
the purpose of allocating money to Atlantic City schools. In addition, the Advisory Commission
has identified savings opportunities in the police and fire departments.
The New Jersey congressional delegation has written a letter to the Department of Labor
in an effort to aid in the approval of the Atlantic City Re-Employment Initiative. Submitted by
the state, this proposal petitions the federal government for emergency funding for employment
training. The monies are specifically for the training of the nearly 8,000 people left unemployed
by the unexpected closing of four casinos this year. Approval of this funding will be the first
step towards training the citys many casino workers for new job opportunities.
Addressing tax revenues is a complex task for the working group and will require
working diligently to create a more stable system. This will result in a more stable inflow for the
city as well as predicable outflow for businesses. As the taxable base drops with the casino
revenues, our property tax rate has been increasing 20-30% per year. This is unsustainable and

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unfair to many business owners and residents who are quickly finding themselves underwater.
Instead, we need a more even-keeled tax policy that our taxpayers can understand.
The working group will work towards a comprehensive tax plan in order to appease the
state and steer the local government towards a greater fiscal responsibility. A priority will be
collecting $30 million in unpaid taxes by a few of the casinos. As an incentive to pay, the
delinquent casinos will be unqualified for the benefits of any new plan until all taxes are paid.
Some possible tax structures for the working group to consider included fixed schedules
for the casinos over the next seven to ten years. In addition, to attract new residents a model
similar to Philadelphias could be used. This would involve giving away free land and tax
breaks to homeowners who will build a home within two years and stay for at least ten years. A
tax freeze on non-gaming businesses is another option for the working group to consider.
It is imperative that the group approach tax breaks with caution because the city is
looking to generate revenue for redevelopment, but that must be balanced with the goal of
attracting businesses and residents. Ultimately, a strong economy and safe community will
generally be more attractive to a company or homeowner than a tax break so the tax policy
should be oriented towards sustainable development and fiscal feasibility.
Turning to the redevelopment focus of the working group, development and recovery for
the city itself should be pursued holistically. A strong divide between the states Tourism
District and the rest of the community will only be a hindrance to comprehensive planning.
The agenda for the working group will aim to develop a set of initiatives and
implementation strategy for economic development. It will then issue a report containing
recommendations for the governor, legislature, and city government. Actionable items will be
expected to be pursued aggressively after the release of the report.

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The magnitude of such a set of programs means that it is essential to bring in as many
stakeholders as possible. The only way for a comprehensive plan to properly develop and reach
implementation is to keep everyone on the same page about initiatives, goals, and deliverables.
Keeping this in mind, the state working group should include about twenty to twenty-five
committed members.
The local and county representatives would include yourself as chair. In addition,
Elizabeth Terenik as the head of Planning and Development, Director Ron Cash from the
Atlantic City Health and Human Services Department, Chairman Joel Clarke from the Atlantic
City Housing and Urban Redevelopment Agency, and Atlantic County Executive Dennis
Levinson will be vital members of the working group. You and your colleagues will ensure
community interests remain at the forefront of all initiatives.
Also representing Atlantic City interests would be our state legislative delegation. This
includes Senator Jim Whelan, chair of the State Government, Wagering, Tourism, and Historic
Preservation Committee as well as member of the Committee on Economic Growth. From the
State Assembly, Assemblymen Chris Brown and Vincent Mazzeo who both hold positions on the
Tourism, Gaming, and the Arts Committee.
From the state government it is beneficial to include agencies and cabinet members who
will bring valuable insights to the discussion. The governors Chief of Staff for Communications
and Planning, Maria Comell, will need to be included. She will be invaluable to the logistical
processes of garnering support and preparing for effective implementation. Maria will also be
valuable with the press.
The governors Advisory Commission on Gaming has been tasked with the leading role
for the development of a state plan for Atlantic City. Therefore, the inclusion of Jon Hanson, the

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chair of the commission, will be important so that you can work through any differences. By
including this commission in your process, it will help gain credence with the governor.
Key cabinet members are Michele Brown in her capacity as CEO of the Economic
Development Authority, Commissioner Jennifer Velez from the Department of Human Services,
and Commissioner Harold Wirths representing the Department of Labor and Workforce
Development.
An essential representative will be John F. Palmieri, who represents the Casino
Reinvestment Development Authority (CRDA) as Executive Director. This agency will be your
closest state agency relationship. It has been responsible for many redevelopment projects
already. These projects include the conference center, Steel Pier, public market, and housing
development. CRDA funding also helped bring in the new Bass Pro Shop. This business alone
is going to add 300 part and full time jobs to Atlantic City. Aligning initiatives with this agency
will be essential to the proper administration and development of the plan.
In an effort to secure the support of New Jerseys congressional delegation early in the
process, it is beneficial to include a representative from the offices of Senators Robert Menendez
and Cory Booker in addition to Congressman Frank LoBiondo.
This selection of government officials not only represents many different levels of
government, but also effectively represents both Republicans and Democrats. This plan is a
delicate combination of social development programs and incentives for business investment
therefore the working group must represent such a diverse group of stakeholders. However, its
goal is to secure the economic opportunities of Atlantic City residents and return the community.
This resonates with both sides of the aisle, affording a unique opportunity for compromise and
bipartisan development planning.

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The working group will be complete with representatives from the private and nonprofit
sectors. Inviting the Greater Atlantic City Chamber would represent local businesses. Also, a
representative of the major casinos can offer important insights from the citys largest revenue
generators. In order to offer a voice to the non-tourism area of Atlantic City, a position in the
working group should be awarded to a local community leader as well as a seat for a prominent
member of the small business community.
In order to add expertise concerning the balancing of the citys budget and administrative
recommendations, a representative from the New Jersey League of Municipalities should be
included in the working group. This person will be able to speak to many of the best practices
across the state, which will be valuable as the working group evaluates efficiencies and tax
policy.
Lastly, two important nonprofit organizations to include are Atlantic City Alliance
(ACA) and the Atlantic City Rescue Mission. ACA is tasked with rebranding and marketing the
citys tourism district in New Jersey and on a national level. Their state funding and press
connections will prove invaluable. The Atlantic City Rescue Mission is the largest shelter in the
city. It brings experience with smaller scale development programs through its commitment to
comprehensive assistance as well as insight into the lives of the citys poorest residents and their
prospects for change.
The local government must lead the redevelopment effort due to its strong connection to
the community. Since any economic development program directly affects the residents of
Atlantic City, its success depends on their willingness and ability to participate fully in programs.
In an effort to ensure this and secure local approval and buzz, you will organize a series
of town hall talks after the formal release of the working groups proposal. The series will allow

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you to gauge public opinion regarding the plan as well as a chance to inform residents about the
many opportunities that the plan presents. During the town halls, the agenda will follow the
general order of your discussion of the plans progress and public questions. A town hall series
is the best opportunity for you to connect with residents and ensure that their ideas reach the
finalized action plan. It also allows constituents to keep you abreast of the public perception of
development activity. If continued on a regular basis through the implementation phase, you will
be able to monitor public opinion and sentiment, enabling you to react quickly to resident
concerns.
III. Policy Analysis
Once the local government is organized sustainably, two sources of development are in
need of investment in order to restore economic vitality to Atlantic City. On one hand, there is
an obvious need to modernize the city and its infrastructure. As a destination with multimillion
and billion dollar resorts and casinos, it is quite acceptable to expect a reasonable amount of area
attractions. Instead, visitors to Atlantic City discover unkempt streets and an unsafe boardwalk.
This leads them to stay within the confines of their establishments, serving as a loss to area
businesses. On the other hand, there is a comparably strong need for investment in our most
important asset, our residents. Any revitalization effort will inevitably create jobs. It should be a
goal of yours to ensure that our residents are prepared to enter these jobs.
Doing so will multiply the effects of the investment in the city infrastructure. Getting
residents employed lowers the welfare burden, instills hope in the community, and raises their
quality of life. Also, by diversifying our economy and moving away from a reliance on casino
revenues improves our long term growth potential. The thousands of workers who awoke to find
themselves unemployed are undoubtedly ready and willing to learn new skills if it means a better

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chance at economic success. Therefore, a strong employment training program and placement
service with a focus on non-casino employment will serve our community well. This type of
program can be led by your office with support from the NJ Department of Labor and Workforce
Development. Mirroring some of the programs of area nonprofits will also help to get this
initiative moving. Financially, the funding from the US Department of Labor that our
congressional delegation is working towards approval will support these initiatives.
The other important piece to economic growth for Atlantic City is the direct improvement
and modernization of the city itself. In order to address this issue, the working group must
examine the report contracted by the Casino Reinvestment Development Authority as well as the
governors Advisory Commission on Gaming.
The CRDA report offers great insight into the different neighborhoods of Atlantic City
and how each carries its own unique needs. The report calls for a strategy that will differentiate
the neighborhoods from each other, encouraging visitors to explore and enjoy a larger portion of
the city.
The Advisory Commissions report gives a strong indication of the states goals for
Atlantic City. There are many points contained within this report that you must counter in your
working groups final report. Primarily, this includes the recommendation that city governance
largely be assigned to an emergency manager appointed by the governor. Through your
proposal, the working group will outline the current city administrations ability to turn both
itself and the city towards a balanced budget and development goals.
Additionally, the reports recommendation that another casino be authorized in northern
New Jersey can be countered with the threat it creates to the fragile industry that remains in
Atlantic City. Even if some of the new casinos revenue could be used in Atlantic City, the new

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casino will not solve the problem of lack of tourism and industry within the city. Your plan will
focus on driving visitors and new residents into Atlantic City and making it a self-sufficient city
rather than relying on other parts of the state for financing.
Since so many differences will develop between your plan and that of the commissions,
you will have to work closely with Jon Hanson to find middle ground between the state and local
government. This will be particularly important because the working groups report is one of the
latest in development. In this capacity, it must serve to bridge many different proposals and
interests if it is going to make an impact and gain the support it needs to be put into effect.
Making this redevelopment plan happen will also help to attract housing developers,
furthering the integration of tourism into city life. When building a resort destination, it is
imperative that you not ignore the residents. Without them, there would be no community and
no labor keeping the tourism industry going. One of the goals of this policy initiative is to help
eliminate the sharp distinction between residents and visitors. In short, the city must grow as one
or else face unsustainable inequality.
We will benefit from the lessons of redevelopment initiatives in other American cities
that were once declining. The experience of John Palmieri, the current director of the Casino
Redevelopment Investment Authority while he was the head of the Boston Redevelopment
Authority will be valuable in this exploration of strategies.
However, we can also examine actions taken by New York, Philadelphia, and other area
cities to modernize themselves. Many of their initiatives began about a decade ago, so there
should be a noticeable effect to indicate their efficiencies. The members of the working group
all bring invaluable experience to the planning and implementation stages of developmental

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policy. Now is the opportunity to bring them all together and create a comprehensive plan that
can be put into action by you and Governor Christie.
Undoubtedly, these types of programs are expensive. A wide array of financing sources
will be required in order to secure full funding for the plan. There are a lot of federal and state
monies that could be awarded to strong redevelopment and investment initiatives, easing the
need to take funding from other parts of the budget to shift into Atlantic City. These include the
Equalization Aid from the state and employment training funds from the US Department of
Labor.
In addition, the Casino Reinvestment Development Authority is self-funding and budgets
itself independently from the state through legally required contributions from the casinos. By
an estimate of the Advisory Commission on Gaming, the CRDA has a surplus of about $25
million. This surplus and any continuing ones could be allocated to additional programs without
hampering any current CRDA development initiatives. The ACAs budget of about $30 million
annually comes from the state and will be able to fund the media strategy as well as other
development initiatives if repurposed by the legislature.
Casinos in the area will support the use of funds for broad redevelopment initiatives
because they have a vested interest in the strength and appeal of Atlantic City. Therefore, even if
diversifying the economy minimizes their importance, it ensures their survival by drawing in
additional business.
The city government also stands to gain a lot in terms of revenue. Currently, we are very
reliant on revenues from the casinos, but as they go out of business and real estate values tumble,
our tax base is shrinking to alarming levels. Already, the real estate valuation of the city has
dropped to $8 billion from a high of $20 billion. By diversifying our economy and investing in

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small to medium sized businesses, our property tax base will begin to even out. You have
already made commitment to simplify the tax system and redevelopment offers you a chance to
increase revenues materially as well.
The above funding source in combination with efficiencies created by balancing the
budget should fund most initiatives. The rest of the funding for the working groups plan will
have to come from the state or federal governments. This is why the inclusion of the state and
federal congressional delegations is key. They will be able to lobby for our funding in their
respective legislatures. However, this also means that parts of the plan will be subject to fiscal
constraints. Due to this possibility, the working group will have to prioritize its projects,
programs, and initiatives. This will aid in the allocation of funds to proper places.
With the financial crisis still in the recent past, a lot of federal funding still exists for
investment in infrastructure. From the state, we can look for assistance in facilitating job
training and placement programs once the funding is approved from the US Department of
Labor. This funding will allow preexisting programs to be extended and focused on the large
base of unemployed workers in Atlantic City.
The State Department of Labor already demonstrated how well its support can mobilize
when it orchestrated a local job fair the week after 6,000 casino workers lost their jobs as the
casinos shut down. The job fair has been touted as the largest in New Jerseys history, placing
1,200 workers in non-gaming middle skilled jobs in the area. These positions represent over 50
employers. Clearly, there is a demand for properly trained workers.
Helping Atlantic City lower its unemployment rate in a sustainable manner is important
to the state particularly because we are a large driver of the state average employment rate.

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Quite simply, if Atlantic City takes a turn towards growth and prosperity, so does the state as a
whole. Politically, this is very attractive for elected officials at the state and federal levels.
IV. Winning Legislative Approval
Considering your position as a pivotal policy maker outside the legislature, it will take a
lot of commitment and work to build a strong coalition for passing not just the plan, but
continuing funding as well. On the state level, you first have to convince Governor Christie and
his administration that your working group can construct the most effective plan and that your
government can administer it. His support and aptitude for political action will all but ensure a
fair shot at legislation and funding for this initiative.
In the state legislature, including our senator and assemblymen in the planning process
puts them in a good position to lobby for any bills or appropriations that we need. Federally, our
congressional delegation will be able to liaison with federal agencies to help secure funding as
they already have with the letter to the US Department of Labor.
In fact, Senator Menendez is the chair of the Subcommittee on Housing, Transportation,
and Community Development of the Banking Committee. Not only will he have insight into the
development plans occurring across the nation, but he also sits in an optimal position to bring
Atlantic City to the attention of lawmakers and relevant agencies in D.C.
A broad base of constituent support will also be needed in order to help secure support
from the rest of the state legislature. This plan needs to be carefully framed to highlight the
benefits to the state as a whole. One city, one state, and one future will be an important idea to
stress to residents outside the city. Utilizing ACA to organize a major marketing effort
highlighting the bright futures of Atlantic City and New Jersey will make a large difference in
support for the plan.

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Earning the support of city residents will primarily be accomplished through your efforts
at the town hall meeting series. Keeping in close contact with residents shows them that their
government values their opinions. The meetings also work two ways: giving residents a chance
to give you input and affording you the opportunity to inform the public of the plans rationale.
This will help you reach them and squash doubts.
An effective media strategy is also an important factor in the successful planning,
funding, and implementation of the working groups proposal. It is important to maintain
transparency in our interactions with the media. Due to the large amount of time and money that
this plan will require, it is very important that we show there is nothing to hide. The working
group should rationalize each program in an effort to demonstrate eachs benefits and appeal.
The media will also be involved with the marketing campaign as we seek to reach as many
residents, visitors, and potential tourists as possible.
You will first need a media strategy for the working groups proposal. It will be
important to get the press, including the Trenton Times and Atlantic City Press, to run pieces
outlining the tenets of the proposal. In addition, you will need to stress the dire position of the
city as well as its great potential under your leadership. Considering there are other published
plans, you will need to distinguish the working groups proposal. A good way to make it stand
out is through the collaborative process through which it is developed. It will be important to
demonstrate the strong coalition that was developed through the working group.
The ACA has primarily been responsible for all local and national marketing efforts for
Atlantic City so far and has been working to rebrand the city as a resort destination. Not only
will it be beneficial to continue these efforts, but also you will wish to expand them as the plan
reaches implementation. You should aim to create buzz surrounding each major piece of the

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development plan. At this point, that would include Stockton College. Being able to display the
well rounded development taking place in Atlantic City is key to your media strategy.
Appearing on radio shows will also help you reach the greater New Jersey Area.
Organizing interviews on NJ 101.5 and possibly even hosting a regular public question and
answer segment could aid in spreading your proposal and garnering support across the state.
A redevelopment initiative of a major US city will bring a lot of local and national media
attention. It will be imperative to show the citys progress to the country and demonstrate that
Atlantic City is a destination that they need to visit. Good press will help to rebuild the citys
reputation and attract additional private and business investors.
V. Implementation
Implementation will be led by your office, but will rely heavily on the Casino
Reinvestment Development Authority as well as support from state and federal agencies. This
will keep the structure as flat and efficient as possible. The CRDA will be particularly helpful
with implementation due to Mr. Palmieris experience in Boston as well as ongoing projects in
Atlantic City. This agency has the infrastructure to screen, implement, and oversee large
projects like the conference center. This allows them to act as a great facilitator and logistical
planner for many of the initiatives in the proposal.
Utilizing nonprofits like the Atlantic City Rescue Mission can provide valuable insight
and existing welfare infrastructure is equipped to manage new programs. The best way to
approach this development initiative sustainably is to keep the implementation as close to the
city as possible. This will ensure that oversight continues and that the interests of the city are
always at the forefront of the plan. Carving out this active role for your administration is a

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distinctive characteristic from the Advisory Commissions report and will be a strong point for
the plan. Your leadership and management skills will be imperative for the plan to be successful.
VI. Evaluation
Part of the ongoing evaluation will include feedback from town hall sessions hosted by
you. These will be great forums for qualitative monitoring of the programs as they are
implemented and adjusted. However, with such a large scale program a more formal evaluation
process would also be beneficial.
New Jerseys Comptroller, Marc Larkins, will be responsible for conducting two formal
evaluations of program progress. The Comptrollers office will certainly look to this program as
it involves a lot of funding shifts and reallocations. In addition, the proposal represents a major
policy initiative as well as administrative overhaul of the Atlantic City government. These
factors make the program a strong candidate for continued evaluation by the Comptrollers
office.
The Comptroller will also bring valuable insight concerning the efficiency of the
government itself, which is a result of the many audits it has performed on other New Jersey city
governments like Newark. It can use these previous results as a basis for comparison. In New
Jersey, the Comptrollers office routinely investigates local and state initiatives, making it the
perfect candidate to administer formal evaluations on Atlantic Citys redevelopment.
The first formal review will begin at the end of the second year. This initial evaluation is
an effort to determine if any immediate effects are apparent. Many of the programs will be
exiting their implementation and adjustment phases so the end of year two is also an opportunity
to evaluate the implementation of the programs. This feedback will be valuable for
administrative purposes across the state as additional development initiatives are pursued. Since

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implementation is the primary subject of this evaluation, it will prove effective to compare it to
the implementation of development programs in other major cities both in New Jersey and in its
neighboring northeastern states. Candidates for comparison include Philadelphia, New York,
Boston, Newark, Jersey City, Trenton, and Asbury Park.
As an administrative review, this evaluation will speak to the efficacy of program
management and implementation. The feedback will help to guide adjustments within the
programs to help improve the chances of successful initiatives. By conducting this evaluation
early, there is a strong chance that recommendations of the comptroller can be incorporated more
easily. It will also be pivotal for measuring the progress of the city governments balancing
effort. At this point, any additional inefficiencies can be identified and addressed.
The second evaluation will begin at the end of year four. Unlike the original review that
focused mostly on the administration of the programs themselves, this evaluation will be an
impact study. It will conduct a before and after comparison to see if there are any indicators of
economic strengthening. In order to adjust for general economic development that is not driven
by the programs themselves, development indicators can also be compared to similar cities.
Although the economic landscape of Atlantic City is unique due to the presence of casinos, a
look at major Northeastern cities with tourism driven industry can still provide valuable
indicators as to the drivers of growth in the city.
As a major part of New Jersey, Atlantic Citys progress will be tightly monitored by all
involved in the plans implementation. However, after this second review the need for formal
reviews will wane until something occurs that warrants additional investigation. Staying attune
to residents will help the government stay on track with continued development efforts. This is
also where the most success will be evident as the quality of life improves for our residents.

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VII. Conclusion
The state needs to get serious about its commitment to Atlantic City. You have the
opportunity to affect their actions by attracting attention to the needs of this city. As mayor, you
are in a position to urge the governor to take action with your working group. Following this
outline, the working groups efforts can translate to comprehensive redevelopment for Atlantic
City and its residents, bringing economic opportunity and growth to one of New Jerseys most
troubled areas.
Also important is the conservation of the city government. By avoiding an emergency
manager and maintaining leadership of redevelopment, you will be in an important position.
Serious changes have to happen within City Hall, the casinos, and city streets. Everyone
involved deserves a safer and more enjoyable community. The casino industry has
overshadowed the greater appeal of Atlantic City for too long. It is time to diversify, stabilize,
and strengthen the city so that it can achieve its full potential.
The process will undoubtedly prove to be politically challenging and bipartisanship must
be emphasized from the beginning. A common agenda exists because business interests stand to
gain a lot from the social and economic improvement of the city. If you are able to commit
yourself to working with Christies administration in pushing for comprehensive reform and
enough support is garnered, Atlantic Citys future is quite bright. Atlantic City has a unique
opportunity to turn itself around and become an economic hotspot in New Jersey.
The city has the foundation for a successful resort destination: beaches, a boardwalk,
upscale resorts, and an international airport. Now it is time to build from that great foundation.
We can do so with a focus on small to medium sized businesses and work training programs.
The city has enough people ready and willing to work, we just have to attract the businesses and

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the visitors so that jobs are created. Sustainable growth is within reach of the city. Organization
and implementation of policy is the final step towards a revival of Atlantic City.

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