Sustainable Return on Investment Framework Development and Implementation for Air Force Center for Engineering and the Environment, Air Force Center for Engineering and the Environment, Texas; As a member of HDR|Decision Economics consultants team, Dr. Amiri contributed to the development of a tool to be used by all bases across the nation to conduct life-cycle cost assessments of, and prioritize among, capital projects that improve energy intensity, reduce potable water consumption, and increase non-hazardous solid waste diversion. The tool provides life-cycle economic analysis as well as financial and sustainability-return-on-investment metrics.
Relevant features: return on investment studies, alternative analysis, sustainability
City of Los Angeles, Bureau of Sanitation, Financial Analysis of City of Los Angeles Long-Term Solid Waste Integrated Resources Plan, Los Angeles, CA. As the lead financial analyst, Dr. Amiri worked closely with the City of Los Angeles financial management division and planning staff to develop a financial plan and implementation strategy for City’s long-term Solid Waste Integrated Resources Plan (SWIRP). Dr. Amiri modeled the current financial context of the Solid Resources Program, estimated the cost of various projects, programs and policies that constitute SWIRP, and studied the fiscal implications of rolling out these programs, project, and policies under different implementation schedules. Specifically, she identified the base financial context of the program, taking into account past capital improvement programs, capital debt schedules, operations and maintenance expenses, and bonds and other revenue sources such as sanitation fees and grants. She conducted life-cycle cost analysis of approximately thirty programs, policies, and projects that were part of SWIRP and studied the cost-effectiveness of each of these to prioritize implementation. She developed a financial model to study the fiscal implications of rolling out SWIRP programs, projects and policies under different implementation schedules and identified possible alternative funding mechanisms that the City could potentially pursue over the following 20 years to implement SWIRP. The financial model and plan allowed City planners and managers to prioritize among various programs and facilities over the following 20 years and identify a proper approach to adjust service fees in the future and to meet City and State diversion goals.
Relevant features: financial modeling and forecasting, life-cycle cost analysis, cash flow analysis, cost-effectiveness analysis, multi-criteria decision analysis, sustainability