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Eric Foster
Eric Foster is a multi-talented business and entrepreneurial professional with over 25 years’ worth
of diverse experience and project management skills. His areas of expertise include, but are not limited
to; Advanced Analytics Development & Management, Strategic Plan Management, Business and
Customer Acquisition Development, Market Research, Competitive Assessment and Deployment Expert,
Public Opinion Pollster, Relational Assessment and Implementation, Fiscal, Economic and Capital
Analysis, International, Federal, State and Local Public Policy. Eric’s career in Strategy, business
development, public policy, customer market analytics and industry competitive analysis and external
projects started in 1995 as a marketing representative and community outreach coordinator with the
Wellness Plan HMO. He developed market research analysis and industry competitive analysis research
studies for Medicare cost and risk insurance products for The Wellness Plan, human capital management
product lines for Team Players, The Bartech Group, public relations business marketplace for Urban
Consulting Group, political consulting and governmental affairs service offerings for Urban Consulting
Group, and Foster, McCollum, White and Associates.
Eric continued to conduct market research, economic impact analysis and business case projects for
organizations such as St. John Health System, Detroit Area Agency on Aging, Community & Home
Supports, Inc. among a host of other organizations. Among his accomplishments, he developed a
published white paper for Reorganization Plan for Detroit and Regional Government Shared Services
in Southeastern Michigan and executive summary for the plan’s comprehensive 17-point strategy; this
along with the fiscal forecasting blueprint for five years after implementation of the policy
and appropriations changes. His white paper solution has been the subject of a Central Michigan
University Town hall debate with CMU’s MBA program, major news articles with Rochelle Riley of the
Detroit Free Press and Stephen Henderson with America’s Black Journal as well as other news outlets.
Foster’s career in public opinion polling and voter market analysis started during his time with Urban
Consulting Group, LLC. In the time period since 2006 he has conducted over 65 public opinion polls for
media organizations such as Fox 2 News Detroit and the Michigan Chronicle, political clients, higher
education institutions and advocacy organizations such as the Detroit Parent Network, and the Detroit
Area Agency on Aging.
Eric also created a comprehensive predictive voter behavioral modeling system to improve polling sample
modeling and political consulting client outcomes. His predictive voter behavioral modeling system uses
data profiling to build consumer profile for primary voting customer models per county, community
and precinct, the voters’ candidate & issue based selection (buying) rationales and key purchasing
questions to address and question correlation per individual voting customer model, their objections to

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voting (purchasing) for candidates or issue based ballot questions and the paths to overcome their voting
(purchasing) objections.
He has also managed the development of policy papers, talking points, public testimony fiscal analysis
documents and legislative bill drafts for clients in health care, governmental operations, K-12 educational
policy, public safety and municipal operations reorganization.
Since 2005, through his data-driven analytics approach, he has provided expert media analysis on local,
regional, state, national and international political/governmental affairs and policy matters for the
following outlets (partial listing):
- The New York Times
- America’s Black Journal on WTVS Channel 56
- WDIV Channel 4 Morning news and election coverage
- The Detroit News and Free Press
- The Rich Fisher and Bill Bonds show on WCAR 1090AM
- Talk of the Town with Frankie Darcell on WMXD 92.3FM
- My Fox Detroit Channel 2
- WXYZ Channel 7
- The Washington Times
- The Michigan Chronicle
- The Wall Street Journal
- FlashPoint on WDIV Channel 4
- WWJ News Radio 950
- Politico
- Talking Points Memo
- Newsweek
- The Windsor Star
- The Mildred Gaddis show
- Your Voice with Angelo Henderson
- The Jonathon Kinloch Show on WCHB 1200AM
- The Rick Bloom show on WDTK 1400AM
- CJWK 800AM in Windsor
- The Frank Beckman Show on WJR 760
- On the Line with Horace Sheffield on WCHB AM 1200
- The Rev. Jim Holley Show on WGPR 107.5 FM
- City Highlights with Kathy Young Welch on Comcast Channel 2
- Detroit Today with Bankole Thompson on WDET 101.9 FM
- Gongwer
- MIRS News Service
- Inside Michigan Politics
- Reuters
- Bloomberg News
Eric has served and build strategic relationships through representing his employers, in a myriad of
vehicles through involvement with the Detroit Regional Chamber, Michigan Minority Business
Development Council, Michigan Black Caucus Foundation, Michigan Treasurer Andy Dillon’s
Detroit Community Stakeholders Workgroup, Automation Alley, Booker T. Washington Business
Association, African American Association of Business and Contractors, Michigan Democratic
Party, Detroit-Wayne County Mental Health Authority, the Michigan Legislature and other
organizations.
While in the corporate sector, Eric spent 4 and ½ half years as a Sales Executive and Territory Manager
with The Bartech Group, the 2nd
largest African American owned Human Resources and Recruiting Firm
in the country. In that role, Eric developed business relationships with a variety of Fortune 500 firms
primarily within the Michigan and Ohio Markets. Prior to Bartech, Eric spent 6 years with The Wellness
Plan, one of the largest Health Maintenance Organizations in the State, in a Business Development and
Community Outreach roles with the Medicaid and Medicare Marketing Departments. In this role Mr.

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Foster managed the Medicare marketing department’s philanthropic budget and community outreach
functions for the department.
Additional Business Development Experience in the Business to Business and Business to Consumer
Sales Channels includes:
Business to Business Sales Experience – Generated over $8.9 million in billable revenue
and $4.5 million in gross sales revenue
 For Banks & Company, have currently generated over $100,000 in gross sales revenue in the
past 15 months.
 While at the Bartech Group, sold 926 contract and permanent personnel requisitions from 153
customers with a median contract value of $7.1 million and 362 successfully fulfilled
placements of personnel, which generated over $2.7 million in new billings revenue for the
Bartech Group
 Generated 100% of Foster McCollum White & Associates’ annual revenue from July 2009 to
January 2014, totaling over $700,000 in gross sales over a four year period.
 Generated 85% of Urban Consulting Group’s annual revenue from 2003 through 2009,
generating over $1,000,000 in gross sales over a six year period.
Business to Consumer Sales Experience – Generated over $3.5 million in gross sales
revenue
Managed Care Entry Program (MCEP) Consultant & Medicare Marketing Representative
 Generated over $3 million in contract capitation billings and maintained a Medicaid customer
retention rate of 83% versus Michigan industry average of 63% retention rate.
 Top sales consultant for six quarters and maintained the highest customer retention rate for
seven quarters.
 Top Ranked sales person in the Medicare division, leading in total persons enrolled,
revenue generated and retention of customers, generating $500,000 in combined revenue
through Medicare Cost capitation and customer premiums.
As a contract staff member with Banks & Company and a part owner of both Foster McCollum White &
Associates and Urban Consulting Group, generated revenue generating business relationships with
diverse clients such as Wayne County Executive Warren Evans, The City of Highland Park
Michigan Charter Commission, University of Detroit Mercy, Detroit Area Agency on Aging,
Detroit Emergency Medical Services Association, Detroit Parent Network, Detroit Mayor Dave
Bing, SYNC Technologies, State Senator Tupac Hunter, St. John Health System, Avis Rent A Car,
SMART Transportation System, The Detroit Public School System (Academic Division,
Communications, Governmental Affairs Division and Environmental Health and Safety Division),
Wayne County Commissioner Alisha Bell, and Star Source, Inc.
As a Sales Executive and Territory Manager with the Bartech Group, forged business contractual
relationships for the management of contract staffing services, direct recruiting and commodity
management programs for Fortune 500 and Crain’s Detroit Business 200 clients such as EDS
Corporation, J. Walter Thompson, AON Consulting, Ikon Office Solutions, Masco Corporation,
Barton Malow Construction, R. L. Polk, Dana Corporation, St. John Health System, Liberty
Mutual Insurance, Valeo Automotive, IBM, T. K. Holdings, MGM Grand Detroit Casino, Alcoa
Corp., Volkswagen of America, Detroit Public School System and Autoliv N.A. Inc.
Developed and instituted market analytics, consumer decision analysis, personality profiling and territory
management strategies that provided the opportunity to close over 210 new customer relationships over
18 years of business to business sales in the following markets: Michigan, Metropolitan Detroit,
Cincinnati, Ohio; Indianapolis, Indiana; Orlando, Florida.

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On the community and social activism front, Eric has spent countless hours giving time and energy to
various organizations. Mr. Foster served as chairman of the Board of Director of Traveler’s Aid
Society of Metropolitan Detroit, a 3.6 million dollar, 90 year old non-profit agency. He was also a
member of the Contemporary Friends of the Charles H. Wright Museum of African American
History and an active member of the Detroit Regional Chamber’s Business Policy Council. He has
also served on the Board of Directors of organizations such as, Black United Fund of Michigan, the
Detroit Food Security Council and Booker T. Washington Business Association. Eric has also
served on the board of various organizations like Detroit Senior Olympics, Michigan Senior
Olympics, Master Sports Program and the Downriver Senior Olympics and served as chairman of
the Wayne County Young Democrats, a former member of the executive board of the Michigan
Young Democrats and served two years on the State Task Force on Economic Opportunity, which
was chaired by former State Rep. Hubert Price D-Pontiac and current State Senator Deb Cherry D-
Burton.. Eric is an active member of Mu Omicron Beta Fraternity, Inc. and a former executive
officer in the Alpha Undergraduate Chapter. Eric is currently an advisory board member for
Detroit Driven.
Eric has served as a guest speaker on a number of political, governmental, operational reorganization and
fiscal matters for a number of organizations including New Leadership Council Fellows Program,
2015, Michigan Political Leadership Conference 2012 Election Recap Town Hall, New Detroit
Board of Directors – Detroit’s Fiscal Crisis, Detroit Parent Network, Hood Research, Vernon AME
Church, Central Michigan University debate on “Transforming the City of Detroit – The Austerity
Model vs. The Growth Model”, just to name a few.

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Eric Foster Case Studies and Work Experience
Banks & Company, through Eric Foster served as chief strategist and consultant to the Warren Evans for
Wayne County Executive campaign; developing strategic voter marketing and logistical plan that drove
Candidate Evans to a 16 point victory margin in the primary over the sitting county executive and three
other mainstream creditable candidates and created a diverse voting coalition by winning Latino, Arabic,
Asian and African American voters while finishing second with white voters. Developed successful
strategy approach for the general election which saw candidate Evans achieve 70% of the overall vote,
win 13% of the Republican voting base and winning across all demographic and socio-economic factions
within the electorate.
Eric developed the predictive voter consumer modeling roadmap for the Evans campaign during the 2014
August Primary and November General election cycle which included voter turnout projections, partisan
participation projection and analysis and down ballot voter fatigue projections and impact analysis. Eric
additionally provided consultation on campaign strategy and tactical operations program and the
campaign field activity programming, automated/professional call messaging and mail program and
overall campaign budget and recommendations on modification and reallocations for campaign
operations for the Primary and General Election.
The Evans campaign used this data profiling roadmap to build consumer profile for primary voting
customer models county-wide, per city and precinct, the voters’ candidate & issue based selection
(buying) rationales and key purchasing questions to address and question correlation per individual
voting customer model. Eric’s data profiling roadmap created the Evans campaign victory modeling per
absentee voters, Election Day voters, ethnicity of voters, age and gender of voters and socio-economic
profiling of voters and partisan political participation per precinct.
As a campaign, we have made a gross volume of 1,090,411 voter contacts through our field, mailings
and automated calls activity from the week of May 17, 2014 through August 5, 2014, averaging
109,041 voter contacts per week. Our traditional advertising campaign included 8 weeks of radio and 5
weeks of television advertising and created an estimated 2,970,693 unique voter impressions. Our radio
buy allowed us to engage an estimated 124,148 voters out of the 170,704 targeted voter universe
(63.81% of the total universe).
Total Universe - Automated calls 233,580
Voter attempted contacts total - Field & Emails 317,186
Total Mailing contacts - 1st 2 mailings 111,173
3 mailing universes & 5 unique mailings - total gross voter contacts 417,420
Voter contacts - Other Field Activities 11,052
Total Field Related voter gross contacts 1,090,411
Cable TV 70%/Broadcast TV 30% - buy minimum number of frequency points to generate 5 voter
impression opportunities per Democratic voters 487,726
Radio Station Advertising - 6 Station Minimum - minimum number of frequency points to generate
20 voter impression opportunities per Democratic voters 2,482,967

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UDM-TRU Regional Transit Public Opinion Research Consulting - February 2013 to June 2014
Eric Foster with his predecessor firm, Foster McCollum White Baydoun, along with Banks & Company
were engaged with the University of Detroit Mercy (UDM) and Transportation Riders United (TRU) and
the Mineta National Transit Research Consortium (MNTRC), to develop and administer a series of public
opinion studies regarding public transit in the quad-county region of Wayne, Oakland, Macomb and
Washtenaw Counties. Our study reporting will drive a public education program in collaboration with
Transportation Riders United (TRU), a Detroit transit advocacy group and the Regional Transit Authority
and other transit supporters for the purposes of garnering public support for a funding proposal to expand
public transit in Southeastern Michigan. Eric and Banks & Company have been providing Strategic
market data research consulting for phase one and project management and data analysis for phase two of
the UDM-TRU regional transit public opinion research project. Our phase one project tasks have included
the following deliverables:
o Manage procurement of the polling sample list for the quad-county region –
November 2014 Most Likely Voter Universe.
o Manage the development of the population sample to match demographic and
geographical considerations for widest effective data yield.
o Work with UDM project team for the refinement and final development of the mail
survey instrument.
o Work with UDM Analytics team to drive data analysis for demographic, geographic
and political considerations for phase two and three of the transit project
Our Phase 2 project scope includes the creation and conduction of a live response survey instrument
(email and automated call survey instrument models) and data collection product and report findings on
800 person universe of most likely Wayne, Oakland, Macomb & Washtenaw counties November 2014
general election voters. This study is investigating public knowledge, opinions and attitudes towards
transit in Southeastern Michigan, with focus on the understanding of perceptions and beliefs of diverse
population groups in the region. We have focused our question development survey application and data
analysis by the following categories:
 Respondents’ perceptions and environmental assessment of public transit.
 Opinion and interest in public funding for transit systems.
 Regional Transit Authority impact awareness and impact capability testing.
 Expansion of transit funding model testing, voters’ personal financial investment in transit
support testing and November 2014 ballot test.
Outcomes of the study will include the development of a set of recommendations for effective public
education efforts for the transit field, and to the development and delivery of educational materials to the
public. Data from our phase two project task was be published in the final UDM Regional transit public
opinion report in June of 2014 and presented to the Regional Transit Authority Board in July, 2014.

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Detroit Public School System - December 2012 to June 2013
Strategic Planning Consulting Services - Parent Consumer Market Analysis and Sales
Program Development
The Detroit Public School District has experienced significant customer loss over a 46 year period, from
305,000 students in 1968 to 49,824 students for the 2013 educational fiscal year. This decline of parents
and students has served as the driving factor for the District’s budgetary and financial challenges. Going
into the 2013 and 2014 educational fiscal years, we entered an increased level of competition for the
130,000+ school age eligible children and 260,000 parents in Detroit with the creation of the Educational
Achievement Authority, the addition of 20 new charter schools in Detroit and increased sales outreach to
Detroit parents by neighboring school districts. It was in this climate that we needed to modify our
enrollment approach to align our efforts in an analytics based consumer driven approach to do the
following:
 Retain existing parent customers
 Grow market share among parents that pick other competing educational products (other school
districts, charter schools and parochial school districts)
 Bridge the socio-economic and demographic variances among your parent consumer groups and
build stronger relationships between staff, parents and among the parent consumer groups
 Increase student achievement through increased parental involvement.
To help us with this direction DPS hired Eric Foster of Banks & Company, through his former firm,
along with Banks & Company during the 2012-2013 school year with the Communications and
Academic Divisions of the Detroit Public School system to develop a Detroit Specific Parent Socio-
Economic and Demographic Profile Market Analysis Strategy Plan. The Plan is driving DPS’s sales and
marketing outreach to the parent consumer market in Detroit and support their consolidation planning
efforts. We developed a district wide and individual school based parent consumer profiling model for all
97 DPS schools (Neighborhood based and city-wide enrollment schools) to provide for the following:
 Better understand the rationale regarding the parent consumer buying profiles by market
demographics and statistical analysis modeling.
 Surveyed each individual schools to assess their current sales potential profile in 10 specific
categories and recommend sales approaches for existing strong assets and corrective action steps
to strengthen and diversify the programming content.
 Assess and understand the parent consumer buying profiles from their potential capacity to
engage in their children’s education and activities to support the school environment and
programming
 Analyze existing and future market share enrollment opportunities (Enrollment Opportunity
Assessment and Children Population Growth Modeling) versus neighboring public school
districts, charters, parochial and private schools competition and student population growth
trending (five year population trend per school neighborhood cluster relative to the existing short
term potential student market that can support DPS schools in the cluster and a summary on
whether the neighborhood potential student community is a growth neighborhood, mixed model
or declining neighborhood) to determine the short to long term market opportunity per school
neighborhood cluster.
Outcomes

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This work was similar to a previous engagement between Eric and another firm with DPS in 2007. In this
instance, with the mandate of implementation from Emergency Manager Roy Roberts and Jack Martin,
DPS have been able to execute Individual School Marketing Plans at 64 high-value target schools
(defined by new charter or schools-of-choice expansion or contraction, previous closure candidates, large
enrollment-capacity gap and/or leadership transition in place). These are rooted in local school
branding/identity created through demographic studies, geographic branding, and individual school
SWOT analysis and principal interviews conducted by the consulting team. Immediate term actions
include: Meet the Principal nights, pocket park events, church back-to-school program partnership,
banners for top-rated schools by external validators and multicultural events. Doing so provides
enhanced opportunity to strengthen existing customer base and increase retention rates. The value of the
consumer analytics solution offered by the LB3 consultant team, led by Eric and Lloyd Banks is in the
following areas:
1. Detroit Public Schools increased market share of Detroit school-age children in Fall 2013 and
2014, while Detroit-based charters and suburban traditional district’s “choice” programs declined
in enrollment. Not once since Michigan’s charter school law was enacted in 1994 had the number
of Detroit students counted in the city’s charter schools decreased, until Fall 2013, a
reduction in enrollment that came at the same time that 20 new or expanded charter schools
increased their footprint within the city.
2 . The District’s enrollment declined only 2% in the Fall 2013 as a result of the implementation of our
analytics solution and their marketing campaign. The District enrollment course correction when
compared to our previous 14 year average of 8,859 students equals retaining 7,806 more student
and 15,612 more parents who continue to “buy” the DPS product. It is assumed this year’s
campaign will result in a similar 2% enrollment decline. Based upon the successful implementation
of our solution and the companion marketing plan, DPS projected to increase enrollment for the
2014 – 2015 academic year. DPS realized actual net customer growth for the 2014 school year,
equaling 131 students and 262 parents.
3. By only losing 1,053 students, we retained $56.7 million more in per-pupil foundation by
reducing the year to year revenue decline from our previous 14 year average of $64.4 million per
fiscal year to $7.7 million for the 2013-2014 educational fiscal year. For the 2014-2015 fiscal
year, DPS has gained a net 131 students and will grow revenues by $952,239, for a total net
revenue gain equaling $57,693,014 in additional revenue over the past two school years; and
finally created a tangible pathway to growing positive parental relationships therefore retaining
parent and student customers to increase market share and change the fiscal erosion

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Detroit Area Agency on Aging – 2009 – 2012
Eric Foster worked with the Detroit Area Agency on Aging (DAAA) while managing another firm as the
chief governmental affairs consultant for the Long Term Care (LTC) System Change Task Force. Eric
was hired to help the Task Force with the development of a public agenda to address identified problems
within the long term care system in the DAAA service area (10 cities in total). Eric headed the firm’s
service delivery model for the contract. Eric was also the project manager for a comprehensive polling
study that was done to assess long term care awareness, planning, financing capability and system quality
assessment of persons ages 55 and older in Wayne County. Eric then chaired the Legislation and
Regulation subcommittee and Stakeholder Engagement subcommittee for the DAAA Long Term Care
Task Force. The Legislation and Regulation subcommittee spearheaded the policy agenda development
process for the larger task force group. The Stakeholder Engagement subcommittee developed the
strategic plan for the creation of a community advocacy network, to mobilize seniors in the DAAA
service area and build community support for the public policy agenda. Eric and his related staff managed
research and dual staffing resources of DAAA, meeting facilitation, focus group development and
facilitation, legislative process training for DAAA management team and LTC Task Force members and
final report presentations with DAAA and LTC Task Force chairman’s approval.
Once the policy agenda was adopted, efforts were led to introduce the task force’s goals to local, county,
state and Federal officeholders. Additional tasks included facilitating meetings and presentations and for
DAAA management to Democratic and Republican legislative members in the House and Senate along
with department staff in the Granholm and Snyder administrations. FMW managed the achievement of a
number of successful actions in the lobbying for this policy agenda including:
1. The development of 7 initial legislative bills through the 2009-2010 legislative session and re-
introduction during the 2011-2012 legislative session.
2. The development of an economic business case for investment and policy changes for skilled
nursing facilities in urban communities. The business case showed the positive tax revenue,
employment growth and construction activity that would result in policy changes in the long
term care regulatory environment in Michigan.
3. The drafting of bills for introduction during the 2011-2012 legislative calendar.
4. Successfully facilitated meetings with the City of Detroit’s economic development team,
including CFO Norm White, to start the process of municipal support for the development of
new skilled nursing facilities inside of Detroit.
5. Initiated meetings with MEDC and MSDHA key administrative staff regarding the economic
development opportunities that are a significant portion of the LTC Task Force’s policy
agenda.
6. Conducted meetings with Michigan State Budget Director John Nixon and health fiscal staff
regarding the LTC Public Policy Agenda
Public Opinion Polling
Eric Foster, through his leadership with a predecessor firm, Foster McCollum White & Associates,
conducted electorate based public opinion polling studies on the potential support for a county-wide
services millage in Wayne County. The electorate study universe was most likely 2012 August primary
election voters. The study provided detailed geographic and demographic cross tab respondent data in the
following information sections:

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 Millage revenue administration options
 Most effective senior & disabled programming analysis
 Priority senior & disabled programming analysis
 Millage sales messaging effectiveness
 Millage institutional supporter persuasion effectiveness
 Support for a senior services millage in Wayne County
He also led the development of economic impact reports for the Detroit Skilled Nursing industry and
positive impact of legislative and administrative rules modifications on a five year viability plan of the
local skilled nursing industry. This report was in support of the Detroit Long Term Care System Change
Task Force and policy recommendations to improve service scope for seniors and disabled individuals in
Detroit and Wayne County.

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St. John Health System
Eric Foster of Banks & Company served as project manager for St. John Health System Corporate
Communications and Governmental Affairs Division and the Detroit Riverview Hospital Management
Strategic Market Analysis, community relations and engagement strategy contract during his tenure with
a previous consulting firm. As project lead, Eric oversaw a five person project management team in the
development a Strategic Market Analysis, community relations and engagement strategy plan for St.
John’s Detroit Riverview Hospital.
In 2006, St. John Health System was interested in assessing their business model for the Detroit
Riverview Hospital. SJHS had made a significant amount of investment in the physical plant, was
building a new physician office tower and had added a number of specialty physicians and services at
Detroit Riverview. SJHS has also invested a significant amount of funding support and resources into
various community organizations in the lower east side of Detroit and Hamtramck. In spite of this
investment, Detroit Riverview was losing market share amount the private insurance market and the
Medicare marketplace. Persons with insurance within Detroit were driving past Detroit Riverview and
going to Bon Secours and Cottage Hospital. Detroit Riverview also lacked a model to measure the return
on investment with their advertising and community relations activity. SJHS management were
dissatisfied with the marketing and community relations business model and wanted a new strategic
approach to help them identify opportunity for business growth and sound community relations.
St. John Health System desired a strategy to improve St. John Riverview’s standing in the community,
retain existing customers and drive new customers to see the improvements and new service offerings at
Riverview. It has been identified that Riverview’s community engagement efforts have not generated the
desired paradigm shift in overall opinions and attitudes, which drives potential customers away from
Riverview and to your competitors. Health System management in the Corporate Communications
division wanted to benchmark St. John Riverview with the various market sectors; developing and
implementing strategies to reinforce positive stakeholder feelings about St. John; combating negative and
false public opinion; and providing continuing messaging, communication structure and support The plan
development included the following deliverables:
 Meetings with SJHS and Detroit Riverview management staff to identify strategic goals and
objectives and identifying the desired consumer marketplace (expanded to include Grosse Pointe
Park, Grosse Pointe Farms and Grosse Pointe City).
 Meeting with stakeholders (faith based, elected officials, community organizations, civic
organizations and non-profits) to assess the standing of Detroit Riverview within the target
markets.
 Complete socio-economic study of the Eastern Region of Detroit, Hamtramck, Grosse Pointe
Farms, Grosse Pointe City as well as the Grosse Pointe Park communities and Identification of
community economic and demographic (race, ethnic, social, etc.) factors impacting health care
service purchases
 Health Care Customer Socio-Economic Profile, including customer types and model analysis of
sales strategy per customer type by demographic and geographic considerations.
 Sub-community socio-economic profiles.
 Full mapping of all community, business and faith-based organizations and entities within the
target area.

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 Identification of all media communications (Community newsletters, monthly publications, cable
access shows, other communication tools)
 Focus Groups and community surveying to develop a market engagement strategy for each sub-
community including stakeholder and political interaction, communication of hospital products
and a return on sales/investment analysis.
 Stakeholder organizational analysis and return on investment profile for community relationship
management.
 Communications and media assessment and recommendations for proactive media related
outreach and story placement.
 Development of core messaging focus and engagement strategy for each target group
 Identification of core internal assets to engage in strategy
 Target key business relationships to engage for positioning of hospital as business leader
 External relationship evaluation and tracking components.
 Develop a community engagement return on investment model to assess organizational benefits
within target communities and valuation of organizations and stakeholders within each
community.
The driving outcome for St. John Health System Corporate Communications and Governmental Affairs
Division and the Detroit Riverview Hospital Management Staff developing a Community Based Program
that will foster an endearing and ongoing relationship with the identified St. John Detroit Riverview
Community. These relationships will foster the overall strategic goals of the system with a more than
significant ROI. The program would consist of identifying strategic areas community groups; prioritizing
per St. Johns’ determined community groups, churches, business groups. Once identified St. John would
dispatch community liaisons to work w/ community groups. These community liaisons would be
responsible for building long term relationships. These liaisons would monitor needs and opportunities of
the particular groups in which they are working. The external universe for St. John Riverview’s service
area included 651 community organizations, 441 churches, 19 business association, 53 media outlets and
43 municipal and county based elected officials to deal with.
Eric led this project with a team of facilitators, media & PR specialist and community relations specialist
over a six month period which included market analysis, competitor analysis (Detroit Medical Center,
Bon Secours, Henry Ford Health System) and continuous meetings with management staff for progress
updates. At the end of the assessment & re-engineering stage, Eric drafted the executive summary of the
strategic plan report and socio-economic and consumer models reports. Upon completion, Eric made the
multiple presentations to SJHS management regarding the strategic plan.

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Smart (Southeastern Michigan Authority for Regional Transportation) Homestead Property Tax
Millage Renewal Campaign 2006 – Eric Foster in his position with a former Consulting firm
Campaign Tag Line: Save Smart, It’s a Lifeline
Client: Committee to Save SMART – Jim Curran, Karoub & Associates
Messaging community: Wayne, Oakland and Macomb County, Minority Voters, Senior Citizen Voters
and Democratic Voters.
Situation: The Committee to Save Smart got a late start in fundraising and campaign activities. The ballot
initiative was placed on the ballot for the August election, where low voter turnout and lack of
information and difficult economic times that southeastern Michigan is facing can cause the defeat of
millage questions. In addition, public sentiment was moving away from supporting Smart as Livonia, the
second largest city in Wayne County voted to opt out of the system all together and the city of
Farmington Hills in Oakland County, the fourth largest in Oakland County, narrowly voted to stay a part
of the system.
Solution: Having assisted the Detroit Public School System in the successful renewal of a non-homestead
millage renewal in 2005, Eric Foster and his firm, Urban Consulting Group were hired by the Committee
to Save SMART by Jim Curren from Karoub & Associates on June 28, 2006. Eric and his team
immediately established a campaign plan, focusing on targeting voters that would have a natural
disposition to supporting public transportation in the region, such as Minority voters, seniors and white
Democratic voters. They developed an aggressive mail campaign, an automated phone call system and
major media campaign to inform voters about the upcoming vote and the increased usage of Smart by
business professional riders. Through our aggressive campaign planning and execution, the millage
renewal passed in each county with a minimum of 70% of the voters voting yes (Wayne County 70% to
30% Oakland 76% to 24% and Macomb 70% to 30%), which is an increase over the 2002 millage results
in which the millage passed in Wayne County with 56% of the vote, Macomb County with 61% and
Oakland County with 63%.

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Detroit Emergency Medical Services Association (DEMSA) – 2010 - 2012
Eric Foster with his predecessor firm, Foster McCollum White & Associates, served as the lobbyist of
record for the Detroit Emergency Medical Services Association (DEMSA). DEMSA is a professional
association comprised of the EMT’s and Paramedics that work for the City of Detroit. Eric led our team’s
response as we worked directly with DEMSA’s executive board in managing the development and
implementation of a multi-tiered governmental affairs policy agenda for an emerging public sector union
in Michigan. The policy goals and tasks encompass local, state and federal branches of government;
elected and administrative officials. We have developed an evolving public policy agenda for DEMSA to
meet the demands and shifts that are occurring in the various governmental bodies that we interface with.
This agenda includes the following:
o Operational and environmental policy items to address with department management and the
executive branch (Mayor Bing),
o Budget and fiscal allocation lobbying to the Detroit City Council,
o County Medical Authority action items that impact County and State governmental sectors,
o Funding,
o Revenue sharing impact and electronic care reporting requirement enforcement from the State of
Michigan,
o Implementation of mandated professional and quality standards for Fire and EMS divisions,
o Medicare/Medicaid reimbursement model adjustments for medically underserved communities, and
o Grant funding opportunities with the Federal Government.
o Expanding revenue generation policy changes for EMS division operations and expanding service
scope of practice for field response.
Upon the completion of the policy agenda for DEMSA, we have been engaged in lobbying and
communication activities to secure the success for DEMSA’s agenda. We conducted over 40 meetings for
them with elected officials on the local, state and Federal level; including the House Minority leader,
Senate Majority and Minority leader and Michigan Congressional members. We have also conducted
numerous meetings with administrative branch members of local and state government; including State
Budget Director John Nixon to advocate for DEMSA’s policy and appropriations agenda. During our
consulting relationship with DEMSA, we have had a number of successes for DEMSA including:
 The successful restoration of $1.8 million to the EMS division budget during the 2010-2011 City of
Detroit budget process.
 Successfully resolved payroll compliance issues between the City, DEMSA & POAM
 Successfully advocated for Detroit City Council to conduct public hearings on EMS operations.
 Identified bill sponsors for 5 legislative items from DEMSA’s state public policy agenda points.
 Development of DEMSA’s fiscal analysis document and presentations to Detroit City council
members for 2011-2012 budget consideration.
 Presentation of DEMSA’s fiscal analysis to State Budget director John Nixon to highlight how
municipal EMS agencies can be revenue catalyst for municipal bodies and reduce outlays on
Medicaid and Medicare budgets by allowing alternative transport services and expanded scope of
service practice at the client encounter.
For DEMSA, we worked to identify Federal Grant opportunities, especially with FEMA, to fund vehicle
replacement and staffing needs for EMS operations area. Additionally, we proposed to create grant
funding via Medicaid and Medicare for EMS operations due to their direct impact on the level of care and

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cost reimbursements for services provided by hospitals that receive Medicare and Medicaid patients via
EMS transportation. We researched and proposed Medicare/Medicaid reimbursement model adjustments
for medically underserved communities, of which Detroit would serve as a demonstration model. We
have outlined the process steps and have actively lobbying for legislative action and administrative waiver
application development to CMS for the Medicaid portion of the EMS grant funding vehicle. We
additionally proposed expanding revenue generation policy changes for EMS division operations and
expanding service scope of practice for field response.
In conjunction with our role as lobbying firm of record for the Detroit Emergency Medical Services
Association (DEMSA), FMW developed a fiscal and operational analysis of the City of Detroit EMS
division and Business Restructuring plan. The plan highlighted the following areas:
 Cost per employee, ambulance transport, medical response and unit.
 Revenue yield per employee, ambulance transport, medical response and unit.
 New hire cost benefit analysis.
 Revenue impact of operational changes to EMS response and service delivery structure.
 Revenue impact of Michigan statue changes for municipal EMS service model.
 Revenue impact of Medicare and Medicaid billing changes for medically distressed community
billing model.
 Operational Restructuring and investment model to generate annual net general fund
contributions from EMS agency
The fiscal and operational analysis of the City of Detroit EMS division and Business Restructuring plan
served as the financial business case model for our lobbying efforts and the DEMSA public policy
agenda.

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Detroit Parent Network (DPN) May 2006 through February 2008 and April through
December 2013
Acted as the Governmental Affairs Agent for the Organization during May 2006 through February 2008
with Eric’s firm. Eric managed the creation of a broad educational reform public policy agenda and the
resulting parent workshops to facilitate member feedback and input. Work included creating legislative
action and soliciting Democratic and Republican support of the DPN public policy agenda platform for
educational change.
o Meet and Coordinate w/ Staff and Board on a bi-weekly basis to focus on DPN Public Relations,
Governmental Affairs and Media/Communications related services.
o Provide Monthly Action Plan and Reports.
o Governmental Relations Management and Public Policy Interface, including monitor, attend
committee sessions and meetings and report on the legislative committees that impact education
and conduct meetings with targeted state representatives and senators, school boards and other
educational influences to inform of DPN’s public policy agenda and follow bills, resolutions and
other legislative action through the process.
o Developed and provided public testimony on bills that client supported or opposed.
o Organized legislative session days to take members to Lansing to advocate for policy agenda.
o Organized and hosted legislative policy agenda media kickoff.
o Hosted receptions for newly elected and returning state legislative elected officials from
Southeastern Michigan to introduce and educate them on DPN policy agenda.
o Organized sessions for client management to meet with legislative leaders including chairs of
policy and appropriations committee of House and Senate and minority vice chairs of each of the
target committees.
DPN’s Public Policy agenda has led to 29 public acts passed by the Michigan legislature and signed by
Governor Granholm or Governor Snyder since 2007. Additionally, 13 bills that would have a negative
impact on education and DPN’s policy agenda were defeated, 53 bills that DPN would have supported
from the public agenda were defeated and 111 bills are either sitting in committee or died in the
legislative process, but could be re-introduced. In September 2013, Eric was hired to evaluate and re-align
the DPN educational reform public policy agenda as well as analyze the effectiveness of the original
public policy platform. Eric’s contract Objectives included:
a. Review and realign its public policy agenda to reflect 2014 and future educational changes and
demonstrate adaptability to meeting those changes with the goal of maintaining and increase the
State of Michigan’s investment for Quality K-12 Education, through the regulatory policy,
legislative act and appropriations processes.
b. Work with DPN management, internal parent public policy committee, board of directors to build
effective communication and buy-in with respect to current educational policy environment,
proposed re-aligning of DPN’s policy agenda and the stakeholder targeting model.
c. Build a comprehensive communications program to continue direct advocacy activities with all
elected stakeholders and administrative management level stakeholders that impact education policy,
appropriations and allocation of resource decisions.

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Community Engagement Initiative Development
Eric through his former firm FMW and with Banks & Company led the development of
community and civic engagement strategy around the Detroit Parent Network P.E.O.P.L.E’s
Campaign. The DPN’s PEOPLE's Campaign is the brainchild of Sharlonda Buckman and
stands for Public Safety, Education, Opportunities, Parks and Play, Leadership, and Engagement.
DPN is looking to continue its leadership on education for the next ten years, as it positions itself
and its members for challenges and economic changes that Detroit, Southeastern Michigan,
Michigan and America are facing.
The purpose of the PEOPLE's Campaign is to ignite the spirit of Detroit, Detroit
Residents, to engage in the 2013 election and play an active role in the transformation of Detroit,
neighborhood by neighborhood.
The service model included the following scope of work deliverables:
Policy Point Development – short term, midterm and long term initiatives will be developed for each
pillar in the P.E.O.P.L.E’s Campaign
Project Research & Analysis – identify multiple specific examples and summarize best practices for
each pillar in the P.E.O.P.L.E’s Campaign for community residents’ implementation.
Branding – Marketing - Communications - The P.E.O.P.L.E’s Campaign
 Develop the Detroit Parent Network PEOPLE Campaign brand, reputation, and positioning to
enhance its ability to play an active role in the transformation of Detroit, neighborhood by
neighborhood
 Build a comprehensive communications program that conveys the campaign's voice and value
proposition to drive engagement of Detroit residents in the 2013 election
 Develop a strategic and sustainable communications program to increase awareness and visibility
among key stakeholders and influencers
Socio-Economic Report – FMW developed a socio-economic profile report for Detroit’s communities
and residents. The report will provide a current snapshot of key factors impacting Detroiters in the areas
of demographic, housing, social and economic characteristics.

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Community & Home Supports, Inc - 2013
Developed Economic Impact Analysis for Community & Home Supports, Inc. of the positive economic
growth of their clients, spending impacts of the agency and positive impacts of their employee base. The
Analysis is used as an aspect of building the business case for relationships with governmental funders
and for overall fund development strategies.
325 persons benefit from housing & case management support which lead towards potential income
growth for these families (through stabilizing individuals and families), utility payments, economic
spending for home products, etc.
186 clients graduated from the program and moved to a Permanent Destination with only 21 (11.29%)
needing a continuing rental subsidy to maintain their home. Twenty-seven and seven hundredths percent
(21.70% - 69 of 318 clients) were able to gain income via employment or other means or increase their
earnings. The charts below highlight the positive income growth for clients in monthly and annual
earnings. The average client saw a personal income growth of $19,983 per year.
In summation, CHS has a significant income on the Southeastern Michigan economy, via the stabilization
and income growth of clients, economic activity of employees and agency spending and savings
generated for the State by decreasing the drain on social service benefits for employees and clients.
Specifically, CHS does the following:
 Has helped increase client incomes by $1.309 million dollars and created total client
economic activity of $2.487 million dollars.
 Helped over 72% of its clients since 2008 stabilize their housing and social environment
and regain their independence.
 Reduces the State’s potential outlay in payments for social service benefits by over $9.27
million dollars annually.
 Creates an estimated direct and indirect economic impact of $8.49 million annually.
Stabilization through CHS services doesn’t just provide a social benefit but they provide a definitive
economic impact via the agency operations and client positive outcomes of up to $8.492 million
dollars annually (including $133,716 in service value for Senior Adult Care services).

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City of Detroit Fiscal and Operational Restructuring Plan - The 17 point plan for Detroit
In June 2012, Eric Foster of LB3 Management, through his predecessor firm, Foster McCollum White & Associates,
published an independent 17 point formal fiscal and operational restructuring plan for the city of Detroit and
Regional Government Shared Services in Southeastern Michigan. The comprehensive plan included an executive
summary, presentation summary and a separate four year fiscal/budget implementation blueprint to support
restructuring reinvestment strategies. Commencing in July 2011, Eric and his strategic organizational development
staff spent countless hours analyzing and reviewing numerous fiscal and operational documents from the City of
Detroit dating back to the Louis Miriani Administration and various commission reports, process improvement
reports and transition plan reports that have been developed by stakeholder organizations (fiscal ratings agencies,
restructuring plans, commission reports, etc.) of the past 60 years. For example, from a 48 year period, the 1964-65
fiscal year to the 2011-2012 fiscal year, the City of Detroit operated in a continual state of deficit spending across
general fund, enterprise fund and component agencies departments. Detroit’s debt and long term obligation burden
(principal and interest) equaled $22.7 billion dollars, which was equal to $32,193.96 per person (per 2011 census
population estimates). His team’s premise was to look at all of the various inputs and outputs of operational and
fiscal decisions dating from the 1950’s through Mayor Bing’s administration (pre-bankruptcy) and their impacts on
Detroit and the region, so we could have a proper outline to recommend solutions.
The teams’ guiding plan objectives were to ensure the restructuring of Detroit will deliver value for residents and
make residents, businesses in the city and visitors to the city feel that local government values them and their
contribution. The plan also identified opportunities to builds partnership structures for the city, organized labor, the
bondholders, and private sector and neighboring communities to improve overall service delivery and increase
surplus return. The plan was a major feature story for the Detroit Free Press in June 2012, featured in various news
articles (Detroit Free Press, Detroit News, New York Times, Metro Times), radio programs and Television shows
(American’s Black Journal with Stephen Henderson). Eric and his team developed an updated addendum to the
original plan in March, 2013 and included a detailed forecasting and budget implementation strategy blueprint for
potential implementation. Central Michigan University conducted a town hall forum in July 2013 to debate the
plan’s approach to restructuring Detroit compared to a plan developed by their MBA program students. The plan
also led to meetings with former state Treasurer Andy Dillon and participation in the Treasurer’ task force on
Detroit’s fiscal crisis prior to the appointment of Detroit’s Emergency Manager Keyvn Orr. Some of the original
plan and updated addendum in March of 2013 included the following policy approaches:
Foundational Objective – Debt & Finance
• Realistic Budget Planning per actual revenue and expenditure data.
• Implementation of quarterly budget estimating conference with independent agency/citizen input model.
• Reduce the number fiduciary responsible operating departments.
• Improve funding stream to departments that impact “buying decisions” of residents and businesses in
choosing Detroit or a competitor city to live or operate.
• Push for legislative changes for operational/debt restructuring (PPP’s for public sector authorities)
• Enhanced Public Sector Authority model for bond & loan debt leveraged agencies
• VEBA programs for retiree pension & health care benefits
Value Building Objective – Brand & Governance
- Reduce city of Detroit governmental operations to essential agencies that impact quality of life or the
buying decision of existing (residents and businesses)
- Create a model for regional approaches to managing large scale governmental infrastructure organizations
- Create a model for shared service solutions to maintain and improve the quality of parks management, tax
collection and information technology innovations for the southeastern Michigan region
- Create a model for shared service solutions to maintain and improve the quality of public safety operations

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FMW Fiscal and Operational Restructuring model benefits:
– Detroit’s governmental function alignment (QOL & Buying Decisions).
– Decrease annual debt service burden from 49.03% of total projected revenues (TPR) to 39.97% of TPR
during first year of plan implementation and to 32% of TPR by year three of plan implementation, freeing
revenues for current service delivery.
– Increase deployment of public safety field assets to reduce response time and increase presence.
– Generate budget surpluses for reinvestment in public safety, economic development, and recreation and
infrastructure management and reconstruction departments.
– Could be implemented and managed by existing municipal government structure or emergency manager
operational model.
– Will create resident/business goodwill by demonstrating value for tax payments and that Detroit’s
government values its customers (current residents, existing businesses and visitors to city attractions)
– Will demonstrate the Detroit’s governmental operations can function in an attractive manner to new
potential customers (residents from neighboring communities and non-Detroit based businesses

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Eric Foster Public Opinion Polling History
Fox 2 News Detroit Public opinion polling on Michigan and National
political campaigns - 2012
Eric Foster with his predecessor firms, Foster McCollum White & Associates and in partnership with Baydoun
Consulting, Foster McCollum White Baydoun, conducted numerous polling studies on state and national campaigns
on behalf of Fox 2 News Detroit during the 2012 election cycle. Some of our polling studies have included:
 Michigan Presidential General Election 2012
 Michigan U.S. Senate General Election 2012
 Public Act 4 (The Emergency Manager Law) Ballot Test 2012
 Michigan U.S. Senate Republic Primary Election 2012
 Michigan 11th
Congressional District General Election 2012
 Michigan 13th
Congressional District Democratic Primary 2012
 Michigan 14th
Congressional District Democratic Primary 2012
 Michigan Constitutional Ballot Proposals 1 through 6
 Michigan State Supreme Court General Election 2012
 Michigan state house control – generic election ballot test 2012
Michigan Chronicle/Real Times media - 2013
Eric Foster with his predecessor firms, Foster McCollum White & Associates and in partnership with Baydoun
Consulting, Foster McCollum White Baydoun, was hired by Real Times Media Inc. to conduct numerous polling
studies on local, state and national political issues during the 2013 election cycle. Some of our polling studies have
included:
 Detroit Mayoral Election (Primary and General Cycles).
 Detroit City Council Elections (District and At-Large election for Primary and General Election
Cycle).
 Detroit Police Commission election (awareness and importance factors).
 The city of Detroit’s fiscal, political and operational challenges and citizens desires for fixing
Detroit.
 The Emergency Manager Appointment and governance period.

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Public opinion polling on Michigan and National political campaigns
Eric Foster with his predecessor firms, Foster McCollum White & Associates and in partnership with Baydoun
Consulting, Foster McCollum White Baydoun has conducted numerous polling studies on state and national
campaigns over the past 7 years. Some of our polling studies have included:
 Michigan Republican presidential Primary Election, 2012
 Florida Presidential General Election 2012
 Florida U.S. Senate General Election 2012
 Michigan Voter sentiments on foreign policy, direction of economy, trust of elected officials and
other policy/political identification subjects 2010, 2011, 2012 & 2013
 Michigan Democratic Gubernatorial Primary Election, 2010
 Michigan Gubernatorial General Election, 2010
 Michigan Secretary of state General Election, 2010
 Michigan Attorney general campaign General Election, 2010
 U.S. congressional campaigns – generic election ballot test 2010
 Michigan state house and senate campaigns – generic election ballot test 2010
 Michigan proposal 2, 2010
 Wayne county senior services millage 2007 and 2011
 Wayne county government elected official favorability and Wayne County Treasurer’s campaign
2012
 Dearborn Michigan City Council Campaign - 2013
Our polling studies have been published in and reported by the some of the following media outlets:

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During the 2012 Republican Presidential Nomination campaign, we were the first pollster in the nation to identify
the following trends in the Michigan Republican Presidential Primary:
 The catholic voter gap for Rick Santorum, especially in Southeastern Michigan and the disproportionately
high concentration of Catholic to Evangelical Christian vote in Southeastern Michigan,
 The liberal voter gap for Mitt Romney,
 The deep Evangelical base of support overall and for Santorum, and
 The solid base of support for Santorum in the southwestern, thumb, central and upper peninsula regions of
Michigan which would allow him to potentially split or win the majority of delegates from Michigan.
Other Michigan (EPIC, Mitchell) and national (PPP, American Resource Group, Rasmussen, We Ask America,
NBC/Marist, etc.) polling firms did not identify these polling trends until we found them in our analysis and
reporting. Our model always goes above and beyond to ensure the best data for the best campaign plans.

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Proposal 1 Vote No campaign in defense of Affirmative Action (Eric Foster):
Urban Consulting Group was hired for the Proposal education phase and the ballot committee campaign
phase to build stakeholder outreach to ethnic minority voters across Michigan. Our specific targets were
the major 17 counties that had double digit minority voting populations and the counties that had high
single or double digit Native American populations. We were to meet with stakeholders, grasstops and
grassroots leaders, solicit their involvement in the campaign, train them for media interviews and earned
media discussion opportunities. We were also hired to work with Minority media organizations (print and
radio) to solicit their involvement in educating voters in the campaign initiative. We were to take created
talking points, editorial and interview scripts and train the leaders and media organizations on the core
messages of the campaign. We were also to develop targeted secondary messaging points to support
engagement and participation.
In phase two of the campaign, we were also responsible for scheduling interviews, meetings with editorial
boards and responding to media inquiries (minority media specific). We handled a media buy budget of
$50,000 with minority print and radio stations across Michigan during the last 3 weeks of the election
cycle. We bought ads with 20 minority radio stations (African American and Latino American) and 14
minority newspapers (African American, Arabic American, Latino American, Native American, Asian
American and Jewish American).
During the campaign, we worked extensively in the Southwestern, Thumb and Central regions of
Michigan. Specifically, we were engaged in direct media, campaign field operations and event support in
Kent, Genesee, Saginaw, Muskegon, Jackson, Kalamazoo, Ingham, Eaton, Berrien Calhoun, Bay and
Marquette counties. We worked with the following specific communities of color, African American,
Arabic American, Latino American, Chaldean American, Jewish American, Asian American, Native
American, Multi-Racial American voting blocks, which equaled 1.45 million potential voters in 2006.