Key Advantages

Budget Flexibility

Immediate capital with predictable long-term payments

No Loss of Control

Full authority over operations, staffing, and service delivery

Customized Structure

Tailored terms, including lease duration and repurchase options

Execution Certainty

Direct access to institutional capital

Safeguards

• Designed for essential-use public assets
• Transparent process with council approval
• Third-party legal and financial review
• Long-term alignment with municipal priorities

Illustrative Example

Water Treatment Facility

• Municipality unlocks substantial upfront capital
• Continues full operation and control
• Uses proceeds to fund additional infrastructure
• Avoids issuing new debt, bonds, or raising taxes

Next Steps

• We work directly with municipal leadership to:
  Evaluate assets and capital needs
• Structure a tailored solution
• Support approval and execution

Government Sale-Leaseback Scenario:

Revitalizing a City’s Infrastructure Through Sale-Leaseback

Scenario
In the bustling mid-sized city of Riverton, the local government faced a growing budget crisis. Aging infrastructure, including a central administrative building and several public schools, required millions in maintenance and upgrades, but tax revenues were stagnant, and voters had repeatedly rejected bond measures for new funding. The mayor and her team needed a creative solution to inject capital without raising taxes or selling off public assets permanently. Enter the concept of a sale-leaseback arrangement with private capital.

1. Asset Identification and Valuation:The city identified its underutilized but valuable assets. The primary target was the Riverton Civic Center, a 200,000-square-foot office building housing city hall, valued at $150 million based on an independent appraisal. This building was in good condition but needed energy-efficient upgrades to meet modern standards.

2. Sale to Private Investors: Riverton sold the Civic Center to ZPE for $150 million in cash. This immediate influx of private capital allowed the city to pay down high-interest debt, fund urgent road repairs, and invest in community programs like expanded public transit. The sale was structured as an arm’s-length transaction to ensure transparency and compliance with public procurement laws.

3. Leaseback Agreement: Simultaneously, the city entered into a 25-year lease with ZPE to continue occupying the building. The annual lease payments started at $10 million, escalating modestly with inflation. Importantly, the lease included options for the city to repurchase the building at fair market value after 15 years, protecting long-term public interest. Apex, as the new owner, took on all maintenance responsibilities, including a $20 million renovation to install solar panels, modern HVAC systems, and smart building tech—costs the city couldn’t afford upfront.

4. Benefits and Risks Managed: For the city, this unlocked $150 million without losing operational control, effectively turning a fixed asset into liquid capital. Private capital from Apex provided expertise in property management, reducing the government’s administrative burden. However, to mitigate risks like potential rent hikes or investor default, the agreement included caps on annual increases and performance bonds. Public oversight was maintained through annual audits and community input sessions.

5. Long-Term Outcomes: Over the next decade, Riverton used the proceeds to build two new community centers and upgrade its water treatment facilities, boosting economic growth and attracting new businesses. Apex profited from stable lease income and property appreciation, while the city retained the right to adapt the space as needs evolved. This model inspired neighboring counties to explore similar deals for assets like hospitals and libraries, demonstrating how government entities can leverage private capital to sustain public services without full privatization.

   This scenario illustrates a balanced approach where sale-leasebacks provide fiscal flexibility, but success hinges on strong contracts, transparent processes, and alignment with public goals to avoid pitfalls like over-reliance on private partners.