This document provides a summary of the financial analysis conducted to evaluate a developer's proposal for a housing privatization project. It discusses the evaluation of the project's financing strategy, financial viability, and the financial qualifications of the developer. Key areas of analysis included assessing the reasonableness of cost assumptions, financing terms, funding sources, debt coverage ratios, escrow accounts for maintenance, and the developer's ability to contribute equity based on financial statements. Ratings were then assigned to the developer's proposal based on their strengths and weaknesses in these financial factors.
The National Stronger Regions Funds Presentation from the RDA Illawarra Grant Writing workshop 7-9 July 2015
Hosted by: RDA Illawarra
www.rdaillawarra.com.au
Presented by: Waples Marketing
This workshop will explore how organizations can utilize various federal, state, and private financing sources combined with innovative ideas to create affordable rural rental housing for veterans, seniors, and families. Participants will learn to analyze project cash flow, maximize private investment, leverage tax credits, and bridge financing gaps.
Day 1 topic 5.2. designing a grant part twoIFAD_Grants
IFAD programme management department (PMD) presented tips on how to design an IFAD grant, focusing on the financial design-stage documents, the AWPB and the Procurement Plan
The document outlines a county policy to establish a Coastal Canal Grant Program to promote navigation of coastal canals. It provides that available grant funds will be awarded on a minimum 2:1 matching basis, with no recipient receiving over $50,000 annually. Applications will be evaluated by staff on criteria like improved navigability and leveraging of funds. Staff recommendations will be forwarded to the Board of County Commissioners for final approval and discretion over funding decisions. Eligible projects include dredging of canal waterways, and applicants must meet requirements around location, matching funds, permits, use of licensed contractors, and completion timeline.
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
RDA Illawarra presentation of the National Stronger Regions Fund (NSRF) at the Grant Writing Workshop - Feb 2016
- Wollongong 09/02/16
- Shellharbour 10/02/16
ED chapter 3- by Dr.K.G.Raja Sabarish Babu, Assistant Professor, Research Dep...BBAsourashtracollege
This document provides information on project identification and classification. It defines a project and discusses how projects can be classified in different ways, including by sector, quantifiability, factor intensity, causation, and magnitude. It also outlines the typical stages in a project lifecycle from pre-investment to construction to normalization. Key components of a project report are identified, including general information, project description, market potential, capital costs, working capital assessment, and financial considerations.
A new approach to infrastructure financing in Colombiapc1619
Clemente del Valle, president of FDN, outlines Colombia's world-class infrastructure program which includes 40 projects worth USD 27 billion developing over 8,000 km of infrastructure. Corruption, inadequate infrastructure supply, and inefficient government bureaucracy are among the top problems for doing business in Colombia. FDN, Colombia's development bank, aims to mobilize USD 2.5 billion for infrastructure financing by the end of 2015 through financial products, regulatory changes, and pilot projects.
The National Stronger Regions Funds Presentation from the RDA Illawarra Grant Writing workshop 7-9 July 2015
Hosted by: RDA Illawarra
www.rdaillawarra.com.au
Presented by: Waples Marketing
This workshop will explore how organizations can utilize various federal, state, and private financing sources combined with innovative ideas to create affordable rural rental housing for veterans, seniors, and families. Participants will learn to analyze project cash flow, maximize private investment, leverage tax credits, and bridge financing gaps.
Day 1 topic 5.2. designing a grant part twoIFAD_Grants
IFAD programme management department (PMD) presented tips on how to design an IFAD grant, focusing on the financial design-stage documents, the AWPB and the Procurement Plan
The document outlines a county policy to establish a Coastal Canal Grant Program to promote navigation of coastal canals. It provides that available grant funds will be awarded on a minimum 2:1 matching basis, with no recipient receiving over $50,000 annually. Applications will be evaluated by staff on criteria like improved navigability and leveraging of funds. Staff recommendations will be forwarded to the Board of County Commissioners for final approval and discretion over funding decisions. Eligible projects include dredging of canal waterways, and applicants must meet requirements around location, matching funds, permits, use of licensed contractors, and completion timeline.
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
RDA Illawarra presentation of the National Stronger Regions Fund (NSRF) at the Grant Writing Workshop - Feb 2016
- Wollongong 09/02/16
- Shellharbour 10/02/16
ED chapter 3- by Dr.K.G.Raja Sabarish Babu, Assistant Professor, Research Dep...BBAsourashtracollege
This document provides information on project identification and classification. It defines a project and discusses how projects can be classified in different ways, including by sector, quantifiability, factor intensity, causation, and magnitude. It also outlines the typical stages in a project lifecycle from pre-investment to construction to normalization. Key components of a project report are identified, including general information, project description, market potential, capital costs, working capital assessment, and financial considerations.
A new approach to infrastructure financing in Colombiapc1619
Clemente del Valle, president of FDN, outlines Colombia's world-class infrastructure program which includes 40 projects worth USD 27 billion developing over 8,000 km of infrastructure. Corruption, inadequate infrastructure supply, and inefficient government bureaucracy are among the top problems for doing business in Colombia. FDN, Colombia's development bank, aims to mobilize USD 2.5 billion for infrastructure financing by the end of 2015 through financial products, regulatory changes, and pilot projects.
The document provides guidance on applying for funding from Ontario's Rural Economic Development (RED) program, which supports projects that create strong rural communities and open doors to rural economic development. It outlines the application process, including articulating the project need, understanding program requirements, refining the concept, writing the application, and administering the project if funded. Eligible projects must be located in rural Ontario and fall under two funding streams - economic diversification or strategic economic infrastructure. The application requires describing how the project will address barriers to economic development and RED program outcomes.
Project finance and private finance initiative (PFI) structures are used to finance large infrastructure projects like roads. Project finance involves creating a special purpose vehicle (SPV) that is responsible for building and operating the project. The SPV obtains non-recourse financing secured only by the project's cash flows and assets. For PFI roads, the SPV typically obtains 90% of funding from senior bank debt and 10% from equity and subordinated debt investors. The payment mechanism defines how the SPV will be paid based on availability and performance standards to incentivize high quality service delivery.
This document provides guidance on completing an application for the Rural Economic Development (RED) program. It outlines the requirements for a full and complete application, including financial documents demonstrating capacity, constituting documents for non-municipal applicants, letters of support, project budget quotes, and any other supporting documentation. The document also provides tips for each section of the application, such as describing project benefits, outcomes, collaboration, and economic impacts in Ontario's rural communities. Applicants are advised to review the program guidelines and check with a regional advisor if they have any questions about eligibility or application requirements.
Mobilizing Private Sector Investment into GMS InfrastructurePratish Halady
My presentation to the GMS Economic Corridors Forum about the benefits of involving private sector in infrastructure, creating an environment for PPP and private investment, and ADB's approach to delivering PPP in the region.
This document provides guidance on completing an application for the Rural Economic Development (RED) program. It outlines the requirements for a full and complete application, including financial documents demonstrating capacity, constituting documents for non-municipal applicants, letters of support, project budget details, and other supporting documentation. Tips are provided for each section of the application form to ensure all necessary information is included to meet the assessment criteria. Requirements for project eligibility, cost-sharing, and restrictions on other sources of funding are also summarized.
The document discusses various topics related to project management including:
1) The phases of the project management life cycle and steps for preparing a City Sanitation Plan including initiating, preparation of status report, drafting the plan, and finalizing the plan.
2) Selection and construction stages for infrastructure projects like highways, roads, and water supply schemes.
3) Methodologies for project formulation, appraisal, and implementation including feasibility studies, detailed studies, developing options, detailed proposals, and implementation.
4) Financial appraisal techniques like payback period, return on investment, net present value, and internal rate of return.
Understanding Single Audit Compliance Requirements - It's No Joke!Citrin Cooperman
Has your not-for-profit organization received federal funding or additional funding under the CARES Act? This informational session discussed audit requirements for organizations receiving federal funds (i.e. Single Audits), reporting considerations, and specific requirements relative to COVID-19 response funds, including Paycheck Protection Program loans, Economic Injury Disaster Loans, Provider Relief Funds, and more.
This document outlines best practices for structuring a chart of accounts to meet various reporting and accounting needs. It discusses dimensions for financial accounting, budgetary accounting, project accounting, grant accounting, and work order accounting. For each, it provides examples of how accounts could be structured and recommendations for setup. The goal is to have an integrated chart of accounts that facilitates required reporting, budgeting, cost tracking, and analytics across different areas.
RED_Intake Overview_January 24 february 1 2023 info sessions external FINAL...Carolyn Puterbough
The Rural Economic Development (RED) intake opened for applications on January 23, 2023 and will close on February 23, 2023 at 5:00 pm ET. These slides were provided during the public info sessions held on January 24 and February 1.
Developing successful, bankable pp ps through a common languageMark Constable
Public-Private Partnerships (PPPs) play a key role in delivering major projects and services. Particularly in developing countries, PPPs are critical to major development and infrastructure projects as government budgets alone cannot support them. As is the case in any project environment, effective stakeholder communication and engagement is crucial to an initiative's success.
The PPP Certification Program Guide (referred to as the PPP Guide) is the Body of Knowledge (BoK) on PPPs. An innovation of the World Bank Group and various multi-lateral development banks (MDBs), it’s designed to support public officials and their advisors in implementing efficient, sustainable PPPs.
In this webinar - delivered with our partners at Training ByteSize - we’ll look at how the Guide offers clear guidance and a common language for effective stakeholder communication, supporting successful PPP initiatives and capacity building. The webinar will be relevant to professionals from both public and private sectors involved in PPP projects and initiatives, in particular those with a role in managing and/or communicating with stakeholders.
Watch the recording here: https://apmg-international.com/events/developing-successful-bankable-ppps-through-common-language
This document provides an overview of Virginia's capital outlay funding processes. It discusses the evolution of capital funding, the capital budget development process, the capital pool process, equipment funding requests, non-pool projects, maintenance reserve eligibility, capital leases, emergency projects, and ESCO projects. The capital pool process involves agencies submitting capital budget requests, BCOM reviewing costs, and the governor and legislature approving funding. Other types of capital projects like equipment and non-pool projects follow different processes.
Project finance is the financing of long-term infrastructure, industrial projects and public services based upon a non-recourse or limited recourse financial structure, in which project debt and equity used to finance the project are paid back from the cash flow generated by the project. Project financing is a loan structure that relies primarily on the project's cash flow for repayment, with the project's assets, rights and interests held as secondary security or collateral. Project finance is especially attractive to the private sector because companies can fund major projects off balance sheet.
This document provides an overview of project finance, including:
1) Defining project finance as the financing of independent projects using limited or non-recourse debt, where lenders look primarily to the cash flows of the project for repayment.
2) Key characteristics including the use of a special purpose vehicle, contractual agreements between parties, limited recourse, keeping financing off the sponsor's balance sheet, and relying on the project's revenue stream.
3) Legal considerations involve determining the type of concession agreement and security for lenders, while financial considerations include forecasting costs, revenues, and funding parameters.
This document provides guidance on how to prepare a proposal for submission to the European GSA (European GNSS Agency). It describes the different parts that make up the proposal, including administrative forms, technical proposal, and financial forms. The coordinator is responsible for filling out most of the administrative forms, while both the coordinator and co-applicants must fill out declarations of honor and financial capacity forms. The technical proposal will be evaluated against award criteria, while operational capacity will be assessed against selection criteria. The proposal process is designed to evaluate the objectives, approach, impact, implementation, and participants' ability to complete the proposed project.
2013 AICUP Spring Institute - Redevelopment Capital Assistance Program (RACP)aicup
The document provides an overview of Pennsylvania's Redevelopment Assistance Capital Program (RACP). It explains that RACP is a state grant program that funds economic development projects. It outlines the RACP application and selection process, including eligibility requirements, the business plan submission, scoring criteria, and reimbursement procedures. Key information discussed includes the semi-annual funding rounds, minimum funding thresholds, and required 50% matching funds.
Development project appraisal and sd(L6)1Farha Sharmin
The document discusses project appraisal for sustainable development. It defines a project and outlines the project cycle, which includes identification, preparation, approval, appraisal, implementation, monitoring, and evaluation. It describes the objectives, scope, and methods of project appraisal, including financial, economic, technical, social, and environmental analyses. The key goals of appraisal are to ensure resources are used effectively and the project benefits outweigh the costs.
Europeana Cloud - Progress and Financial ReportingEuropeana
This document provides guidance on progress and financial reporting for a EU-funded cloud computing project. It outlines that MDR Partners is responsible for project management, reporting to the European Commission, and performance monitoring. Progress reports are due quarterly from all consortium members and must provide a summary of activities, results, deviations, and corrective actions. Financial reports require tracking eligible personnel, subcontracting, and other direct costs. Reimbursement is 80% of eligible expenses. Non-eligible costs include VAT, overhead, and costs already reimbursed by other projects.
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014. Read more at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
The document provides an overview of the training programs offered by the Belgian Bankers Academy from 1969 to 1997. It describes four main types of activities: distance learning based on 25 years of experience and combining classic media, seminars focusing on banking techniques and using industry experts, technology-based training for self-paced learning and simulations, and conferences on highly topical issues with national and international audiences. The training programs covered banking, insurance, languages and specialized topics and saw growth in participation over the years described.
SPBD is a Samoan NGO that provides microcredit to the poor on the island of Samoa using the Grameen Bank methodology. It aims to eliminate poverty in the South Pacific region. Most people in the South Pacific, including Samoa, live in rural poverty with GDP per capita under $2,000. SPBD fills an important need by being the only organization that provides unsecured microloans to the poor in Samoa. It has grown to serve over 2,100 clients across 60 villages. SPBD follows best practices and has achieved a high repayment rate, demonstrating that the poor can be creditworthy. Its loans have helped many start successful small businesses and improve living conditions.
The document provides guidance on applying for funding from Ontario's Rural Economic Development (RED) program, which supports projects that create strong rural communities and open doors to rural economic development. It outlines the application process, including articulating the project need, understanding program requirements, refining the concept, writing the application, and administering the project if funded. Eligible projects must be located in rural Ontario and fall under two funding streams - economic diversification or strategic economic infrastructure. The application requires describing how the project will address barriers to economic development and RED program outcomes.
Project finance and private finance initiative (PFI) structures are used to finance large infrastructure projects like roads. Project finance involves creating a special purpose vehicle (SPV) that is responsible for building and operating the project. The SPV obtains non-recourse financing secured only by the project's cash flows and assets. For PFI roads, the SPV typically obtains 90% of funding from senior bank debt and 10% from equity and subordinated debt investors. The payment mechanism defines how the SPV will be paid based on availability and performance standards to incentivize high quality service delivery.
This document provides guidance on completing an application for the Rural Economic Development (RED) program. It outlines the requirements for a full and complete application, including financial documents demonstrating capacity, constituting documents for non-municipal applicants, letters of support, project budget quotes, and any other supporting documentation. The document also provides tips for each section of the application, such as describing project benefits, outcomes, collaboration, and economic impacts in Ontario's rural communities. Applicants are advised to review the program guidelines and check with a regional advisor if they have any questions about eligibility or application requirements.
Mobilizing Private Sector Investment into GMS InfrastructurePratish Halady
My presentation to the GMS Economic Corridors Forum about the benefits of involving private sector in infrastructure, creating an environment for PPP and private investment, and ADB's approach to delivering PPP in the region.
This document provides guidance on completing an application for the Rural Economic Development (RED) program. It outlines the requirements for a full and complete application, including financial documents demonstrating capacity, constituting documents for non-municipal applicants, letters of support, project budget details, and other supporting documentation. Tips are provided for each section of the application form to ensure all necessary information is included to meet the assessment criteria. Requirements for project eligibility, cost-sharing, and restrictions on other sources of funding are also summarized.
The document discusses various topics related to project management including:
1) The phases of the project management life cycle and steps for preparing a City Sanitation Plan including initiating, preparation of status report, drafting the plan, and finalizing the plan.
2) Selection and construction stages for infrastructure projects like highways, roads, and water supply schemes.
3) Methodologies for project formulation, appraisal, and implementation including feasibility studies, detailed studies, developing options, detailed proposals, and implementation.
4) Financial appraisal techniques like payback period, return on investment, net present value, and internal rate of return.
Understanding Single Audit Compliance Requirements - It's No Joke!Citrin Cooperman
Has your not-for-profit organization received federal funding or additional funding under the CARES Act? This informational session discussed audit requirements for organizations receiving federal funds (i.e. Single Audits), reporting considerations, and specific requirements relative to COVID-19 response funds, including Paycheck Protection Program loans, Economic Injury Disaster Loans, Provider Relief Funds, and more.
This document outlines best practices for structuring a chart of accounts to meet various reporting and accounting needs. It discusses dimensions for financial accounting, budgetary accounting, project accounting, grant accounting, and work order accounting. For each, it provides examples of how accounts could be structured and recommendations for setup. The goal is to have an integrated chart of accounts that facilitates required reporting, budgeting, cost tracking, and analytics across different areas.
RED_Intake Overview_January 24 february 1 2023 info sessions external FINAL...Carolyn Puterbough
The Rural Economic Development (RED) intake opened for applications on January 23, 2023 and will close on February 23, 2023 at 5:00 pm ET. These slides were provided during the public info sessions held on January 24 and February 1.
Developing successful, bankable pp ps through a common languageMark Constable
Public-Private Partnerships (PPPs) play a key role in delivering major projects and services. Particularly in developing countries, PPPs are critical to major development and infrastructure projects as government budgets alone cannot support them. As is the case in any project environment, effective stakeholder communication and engagement is crucial to an initiative's success.
The PPP Certification Program Guide (referred to as the PPP Guide) is the Body of Knowledge (BoK) on PPPs. An innovation of the World Bank Group and various multi-lateral development banks (MDBs), it’s designed to support public officials and their advisors in implementing efficient, sustainable PPPs.
In this webinar - delivered with our partners at Training ByteSize - we’ll look at how the Guide offers clear guidance and a common language for effective stakeholder communication, supporting successful PPP initiatives and capacity building. The webinar will be relevant to professionals from both public and private sectors involved in PPP projects and initiatives, in particular those with a role in managing and/or communicating with stakeholders.
Watch the recording here: https://apmg-international.com/events/developing-successful-bankable-ppps-through-common-language
This document provides an overview of Virginia's capital outlay funding processes. It discusses the evolution of capital funding, the capital budget development process, the capital pool process, equipment funding requests, non-pool projects, maintenance reserve eligibility, capital leases, emergency projects, and ESCO projects. The capital pool process involves agencies submitting capital budget requests, BCOM reviewing costs, and the governor and legislature approving funding. Other types of capital projects like equipment and non-pool projects follow different processes.
Project finance is the financing of long-term infrastructure, industrial projects and public services based upon a non-recourse or limited recourse financial structure, in which project debt and equity used to finance the project are paid back from the cash flow generated by the project. Project financing is a loan structure that relies primarily on the project's cash flow for repayment, with the project's assets, rights and interests held as secondary security or collateral. Project finance is especially attractive to the private sector because companies can fund major projects off balance sheet.
This document provides an overview of project finance, including:
1) Defining project finance as the financing of independent projects using limited or non-recourse debt, where lenders look primarily to the cash flows of the project for repayment.
2) Key characteristics including the use of a special purpose vehicle, contractual agreements between parties, limited recourse, keeping financing off the sponsor's balance sheet, and relying on the project's revenue stream.
3) Legal considerations involve determining the type of concession agreement and security for lenders, while financial considerations include forecasting costs, revenues, and funding parameters.
This document provides guidance on how to prepare a proposal for submission to the European GSA (European GNSS Agency). It describes the different parts that make up the proposal, including administrative forms, technical proposal, and financial forms. The coordinator is responsible for filling out most of the administrative forms, while both the coordinator and co-applicants must fill out declarations of honor and financial capacity forms. The technical proposal will be evaluated against award criteria, while operational capacity will be assessed against selection criteria. The proposal process is designed to evaluate the objectives, approach, impact, implementation, and participants' ability to complete the proposed project.
2013 AICUP Spring Institute - Redevelopment Capital Assistance Program (RACP)aicup
The document provides an overview of Pennsylvania's Redevelopment Assistance Capital Program (RACP). It explains that RACP is a state grant program that funds economic development projects. It outlines the RACP application and selection process, including eligibility requirements, the business plan submission, scoring criteria, and reimbursement procedures. Key information discussed includes the semi-annual funding rounds, minimum funding thresholds, and required 50% matching funds.
Development project appraisal and sd(L6)1Farha Sharmin
The document discusses project appraisal for sustainable development. It defines a project and outlines the project cycle, which includes identification, preparation, approval, appraisal, implementation, monitoring, and evaluation. It describes the objectives, scope, and methods of project appraisal, including financial, economic, technical, social, and environmental analyses. The key goals of appraisal are to ensure resources are used effectively and the project benefits outweigh the costs.
Europeana Cloud - Progress and Financial ReportingEuropeana
This document provides guidance on progress and financial reporting for a EU-funded cloud computing project. It outlines that MDR Partners is responsible for project management, reporting to the European Commission, and performance monitoring. Progress reports are due quarterly from all consortium members and must provide a summary of activities, results, deviations, and corrective actions. Financial reports require tracking eligible personnel, subcontracting, and other direct costs. Reimbursement is 80% of eligible expenses. Non-eligible costs include VAT, overhead, and costs already reimbursed by other projects.
Presented at the 4th Global Infrastructure Basel Summit 21 & 22 May 2014. Read more at www.gib-foundation.org.
Next Summit: 27 & 28 May 2015 in Switzerland
The document provides an overview of the training programs offered by the Belgian Bankers Academy from 1969 to 1997. It describes four main types of activities: distance learning based on 25 years of experience and combining classic media, seminars focusing on banking techniques and using industry experts, technology-based training for self-paced learning and simulations, and conferences on highly topical issues with national and international audiences. The training programs covered banking, insurance, languages and specialized topics and saw growth in participation over the years described.
SPBD is a Samoan NGO that provides microcredit to the poor on the island of Samoa using the Grameen Bank methodology. It aims to eliminate poverty in the South Pacific region. Most people in the South Pacific, including Samoa, live in rural poverty with GDP per capita under $2,000. SPBD fills an important need by being the only organization that provides unsecured microloans to the poor in Samoa. It has grown to serve over 2,100 clients across 60 villages. SPBD follows best practices and has achieved a high repayment rate, demonstrating that the poor can be creditworthy. Its loans have helped many start successful small businesses and improve living conditions.
This document discusses training needs for Ethiopian financial institutions. It addresses the level of importance and priority of different training topics and their frequency. Key areas that require training are identified along with how often the training should be provided.
Ethiopian banks require training on different levels including the level of importance, level of priority, and listing specific topics. The document discusses determining the priority and importance of training needs for Ethiopian banks, as well as identifying which topics should be covered and how frequently training should be provided.
This document discusses organizational development at three levels - operational, organizational, and individual. It outlines international best practices for analyzing job descriptions, the bank's strategic plan, visits to headquarters, districts and branches, structured interviews with management, individual interviews, and job analysis to identify competence gaps.
This document provides an overview of decision support systems (DSS), including their capabilities and components. A DSS supports various phases of problem-solving and decision-making at different frequencies and for different types of problems. It also supports decision-making at operational, tactical, and strategic levels. Key components of a DSS include databases, model bases, and model management systems to facilitate quantitative analysis. Group DSS and executive support systems are also discussed as specialized types of DSS tailored for group or executive decision-making.
This chapter discusses various models of decision making including rational, bounded rationality, and garbage can models. It describes common decision making biases and evidence-based decision making. Decision styles are analyzed in terms of orientation and tolerance for ambiguity. Intuition and creativity in decision making are modeled. Group decision making techniques like brainstorming and Delphi are outlined along with their advantages and disadvantages.
The document discusses decision making in management. It covers characteristics of management decisions like programmability, uncertainty, and risk. It also outlines the stages of decision making including identifying problems, generating alternatives, evaluating options, choosing an alternative, implementing it, and evaluating results. The document notes benefits and challenges of group decision making. It emphasizes developing skills like time management and delegation to improve decision making abilities.
Digital Acceleration of CMSMEs, Leaving no business behind, Bangladesh.pdfsabetali
Digital Acceleration of CMSMEs
- CMSMEs contribute greatly to Bangladesh's economy and employment but were impacted by COVID-19. A CMSME Hub is proposed to provide digital access to finance, markets, skills development, and simplified government services to accelerate CMSME digital transformation and leave no business behind. The implementation methodology involves policy experimentation, regulatory sandboxes, and tiered capacity solutions.
This document discusses micro, small and medium enterprises (MSMEs) in India and their role in the developing economy. It reviews literature on the challenges facing MSMEs, including lack of access to financing, high costs of credit, and inability to meet quality standards. MSMEs contribute significantly to employment but face difficulties in growing. The document aims to understand factors preventing MSME growth and recommend policy solutions to support the sector's potential and allow MSMEs to contribute more to India's development.
This document provides information on a proposed World Bank program to support strengthening institutions and markets to enhance productivity among micro, small, and medium enterprises (MSMEs) in India. The program would support the government's efforts to address low productivity among MSMEs that is constraining growth and job creation. It would focus on improving institutional capabilities and providing support for market access, firm capabilities, and access to finance through two main results areas. The environmental and social risks are identified as substantial given the program's scope and variations in capacities to manage risks among participating states.
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. 2
Overview
To provide a summary of the financial and business
analyses completed during the evaluation of a
developer’s proposal for a housing privatization
project under a one-step solicitation (Volume I:
Part A and Volume II - Factor 4 - Subfactor 4.1)
3. 3
Agenda
• Volume I: Project Proposal Submittal
– Part A: Financial
• Subfactor 1.1: Project Financing
– Element 1.1.1: Project Financing Strategy and Approach
– Element 1.1.2: Financing Competition
• Subfactor 1.2: Project Financial Viability and Sustainment
– Element 1.2.1: Financial Pro Forma
– Element 1.2.2: Financial Sustainability
• Volume II: Qualifications Submittal
– Factor 4: Qualifications
• Subfactor 4.1: Financial Capabilities
• Assignment of Ratings
5. 5
Element 1.1.1: Project Financing Strategy and Approach
• Offerors provide a description of their strategy for
financing the project on a long-term basis
including anticipated financing costs, discussion
of the risks and benefits of the structure, and why
this strategy is the most advantageous to the
Government
• Proposals shall address the amount and timing of:
– Private equity
– Private debt
– Government Direct Loan (GDL), if required
6. 6
Private Equity
• A minimum amount of equity will be required by
the RFP, most likely 2% to 5% of Total
Development Costs (TDC) as defined by the RFP
• Must be a direct cash contribution at the time of
project closing unless an irrevocable letter of
credit is provided
• Cash equity contributions may be made pro rata
with specific phases of construction
• The initial equity contribution must be fully
funded prior to the GDL being funded
7. 7
Private Debt
• Provide amount and timing of private debt
– Financial closing must occur no later than transaction
closing
• Offerors must provide additional information
under Element 1.1.2 – Financial Competition (see
slides 10 and 11)
8. 8
Government Contribution
• If a GDL is required, the Offeror shall submit the
following:
– The expected principal amount, terms and timetable for
disbursement and repayment of Government funds
• The maximum principal amount, interest rate(s) and term are provided
in the RFP
• The GDL may be funded in phases but will only be funded based on the
percent complete of the project and after evidence that all equity has
been funded in full
– Justification for the use of any GDL
– Evidence of the ability to meet an annual combined debt
service coverage ratio of not less than 1.05 for each year
9. 9
Government Contribution (cont)
What we look for:
• Do the terms or amount of the GDL violate those
provided in the RFP?
• Is the combined annual debt service coverage
ratio at least 1.05 for each year?
• Has the Government contribution been justified
and minimized?
10. 10
Element 1.1.2: Financing Competition
• Offerors provide financing proposals from at least three (3) financing firms and
identify the selected firm
– A list of firms is provided in Appendix O
– Offerors may include financing proposals from other firms IN ADDITION TO at
least 3 firms from Appendix O
– Financing proposal includes letters of interest and Term Sheets
• Offerors provide an evaluation summary of each financing proposal that
includes, but is not limited to (see the RFP for more details):
– Relevant experience and prior experience between the financing firm and the
Offeror
– Proposed financing structure and terms
– Schedule to closing, including when interest rates will be locked
– Rating agency requirements
– Form of credit enhancement / insurance / cost of surety policy
• Additionally, Offerors shall provide a complete Quantitative Financing
Evaluation Chart (see Appendix P) showing the Offeror calculation of an All-In
Cost of Financing for each proposal.
11. 11
Element 1.1.2: Financing Competition (cont)
What we look for:
• What type of debt has been proposed (conventional loan or bond)?
• Are the points and fees required by the lender reasonable?
• Are any conditions provided in the lender’s proposal
unreasonable?
• Is the debt secured at transaction closing, as required by the RFP?
• Is the interest rate reasonable?
• Has the risk of interest rate fluctuation been mitigated?
• Has the offeror maximized use of all private funds in order to
minimize government contribution and risk?
13. 13
Subfactor 1.2 Evaluation
• BBP creates several tables in which all
information found in the Volume III submissions
for every offeror is dissected and organized for
evaluation
14. 14
Element 1.2.1: Financial Pro Forma
• Financial Pro forma includes:
– Statement of Operating Revenues and Expenditures
– Development Budget
15. 15
Operating Revenues & Expenditures Analysis
GENERAL DATA
Total Units
BAH Inflator
Expense Inflator
Property Tax Inflator
RENTAL REVENUE
BAH
Utility Allowance
Gross Potential Rent
Vacancy Allowance
Other Income
Total Rental Revenue
PROPERTY OPERATING EXPENDITURES % of BAH
% of total
expenses
% of BAH
% of total
expenses
Administrative Expenditures
Marketing Expenditures
Professional Fees
Utilities
Personnel Costs
Contract Services
Cleaning & Decorating
Repairs & Maintenance
Taxes & Insurance
Total Operating Expenditures
Excess of Operating Revenues Over
Expenditures 0.0%
Offeror A Offeror B
0.0%
16. 16
Operating Revenues & Expenditures Analysis (cont)
What we look for in Operating Revenues &
Expenditures:
• Are all assumptions reasonable?
• How does the starting vacancy rate assumed in
the pro forma compare to the current base
demographics included in the RFP?
• Is the assumed BAH and expense inflation rate
reasonable? Is one inflated faster than the other?
• Are any expenses too high/too low?
• Are the proposed fees reasonable?
17. 17
Development Budget Analysis – Hard Costs
ITEM Total ($M) Per Unit Per SF Total ($M) Per Unit Per SF
Hard Costs - Each Neighborhood or Site
Land Cost
Land Development/Infrastructure
Demolition
Construction
Landscaping/Recreational Amenities
Contingency
Total - Offeror's Proposed Off-base Site
Hard Costs - Total
Land Cost
Land Development/Infrastructure
Demolition
Construction
Renovation
Landscaping/Recreational Amenities
Contingency
Total - Hard Costs
Offeror B
Offeror A
18. 18
Development Budget Analysis – Hard Costs (cont)
What we look for in Hard Costs:
• Are the costs reasonable based on the project proposed?
– RS Means is one source that is used to test for reasonableness,
as well as a cost estimator that assists us in our evaluation
• Has an offeror budgeted too little or too much for a
specific line item?
• Has the offeror included sufficient contingency funds to
help ensure the project is completed?
• Are the contingency funds simply included in the budget
or are they deposited into an account that can be drawn
upon if necessary?
19. 19
Development Budget Analysis – Soft Costs
ITEM
Soft Costs Total Per Unit Per SF Total Per Unit Per SF
Construction Period Interest
Architect/Engineering Design Fees
Legal and Accounting
Insurance
Consultant Fees
Development Fees
Financing Transaction Fees
Reserves
Contingency
R/E Tax
Credit Support Costs
Commissions
Environmental Analysis
Surveys, Permits, Inspections, Other
Total - Soft Costs
Total Project Costs $0.0 $0 $0.00 $0.0 $0 $0.00
Total Soft Costs as % of Total Hard Costs #DIV/0! #DIV/0!
Differences may occur due to rounding
Offeror A Offeror B
20. 20
Development Budget Analysis – Soft Costs (cont)
What we look for in Soft Costs:
• Has the offeror budgeted the correct line items?
– Some line items that are sometimes overlooked are real estate
taxes and impact fees, especially if some portion of the project
is not located on gov’t land
• What are soft costs as a percentage of hard costs?
– This helps to identify whether the offeror’s proposed soft costs
are high
• What are the proposed fees and are they reasonable?
• Has the offeror included sufficient contingencies?
21. 21
Element 1.2.2: Financial Sustainability
• Financial Sustainability includes:
– Statement of Development Sources and Uses of Funds
• Includes equity and returns analysis
– Property Management (building component
replacement schedule and cost)
• Includes an escrow account analysis
22. 22
Sources & Uses of Funds Analysis
Item
Sources:
$M % $M %
Developer Equity Contribution
cash
deferred fees or profits
Developer Financing
Senior Loan Proceeds
Construction Loan Proceeds
Government Direct Loan Proceeds
Interest Earnings on Construction Escrow Account
Total Sources
Developer
Excess of Revenues over Expenditures during
construction period
Offeror A Offeror B
23. 23
Sources & Uses of Funds Analysis (cont)
Item
Uses: $M % $M %
Pre-Development Costs
Land Aquistion Costs
Land Development Costs
Demolition Costs
Hard Construction Costs
Soft Construction Costs
Financing Costs
construction period interest
Debt Service
Other/Contingency
Total Uses
Total Sources in Excess of Total Uses $0.0 $0.0
Offeror A Offeror B
24. 24
Sources & Uses of Funds Analysis (cont)
What we look for in Sources & Uses of Funds:
• Are sources equal to or greater than uses? (You’d be surprised to
know some offerors have failed this test!)
• Has the offeror maximized use of net operating income and all
sources of private funding?
• Has the offeror contributed at least the minimum amount of equity
as required by the RFP?
• Does the developer defer fees? Under what conditions?
• Has the offeror maximized use of all private funds in order to
minimize government contribution and risk?
• Can all uses be identified in the development budget and vice
versa?
26. 26
Equity Contribution & Return Analysis (cont)
What we look for in the Equity Contribution & Returns:
• Is the developer’s return reasonable?
• Is at least 50% of net cash flow deposited to the
Reinvestment Account and at least 50% of sale or
refinance proceeds provided to the Government, as
required by the RFP?
• Is the AF split conditioned on the developer first
receiving a preferred return? If so, does the developer
offer to “cap” the preferred return?
27. 27
Property Management Analysis
Building
Component
Carpeting
Floor Covering
Roofing
HVAC System
Water Heater
Appliances (specify)
Refrigerator
Range
Dishwasher
Garbage Disposal
Exterior Painting
Utility & Structural System
Landscaping
Recreational Areas
Other
Whole House Renovation
Unit Cost (Base
Year)
Offeror A Offeror B
Estimated
Life
Unit of
Measure
Unit Cost (Base
Year) Estimated Life
Unit of
Measure
28. 28
Property Management Analysis (cont)
What we look for in the Property
Management Analysis:
• Are all costs reasonable and is the estimated
life of each component reasonable?
– A cost estimating firm that is a subcontractor to us
will assist us with this function
30. 30
Escrow Account Analysis (cont)
What we look for in the Escrow Account Analysis :
• Is enough money deposited into the accounts to cover the
proposed expenditures?
• When are deposits made (before or after debt service and/or
preferred return)?
• If interest is earned, is the interest rate reasonable?
• Is money left in the accounts each year after expenditures to
provide for a cushion every year?
• What is the net present value of the expenditures on the units?
• How are out-year renovations financed (i.e. is a refinance of the
project assumed or are all improvements paid for using escrow
account funds)?
32. 32
Factor 4: Subfactor 4.1
Financial Capability involves an analysis of
the financial statements provided for all
significant parties
33. 33
Financial Statements Analysis
• Offerors submit audited financial statements for
the latest 3 years for all significant parties.
• The financial statements are analyzed for three
purposes:
– Provide evidence of financial backing and capability
to carry out the program
– Demonstrate financial strength to develop/complete
the program
– Demonstrate possession of financial resources and
access to financing sufficient both for project
completion and long-term O&M of the project.
34. 34
Financial Statements Analysis (cont)
• Two sets of ratio analyses are performed by BBP in order
to determine whether offerors have met the RFP
requirements
• Set 1: Offeror’s Ability to Contribute the Estimated
Amount of Equity
– The first set of ratios tests the offerors’ ability to contribute the
estimated amount of equity
• Set 2: Overall Financial Strength
– The second set of ratios tests the overall financial strength of
the companies
35. 35
Financial Statements Analysis (cont)
Set 1: Offeror’s Ability to Contribute the
Estimated Amount of Equity
The following four ratios are performed on each equity partner:
1.Net Worth / Partner’s Proposed Share of Equity (equity share x
total equity contribution)
2.Net Worth / Entire equity contribution
3.Current Assets / Partner’s Proposed Share of Equity (equity share x
total equity contribution)
4.Current Assets / Entire equity contribution
36. 36
Financial Statements Analysis (cont)
Set 2: Overall Financial Strength
Four ratios are calculated to determine the overall financial
strength:
1. Total Debt / Equity
2. Long-term Debt / Equity
3. Current Ratio (defined as Current Assets / Current
Liabilities)
4. Quick Ratio (defined as Quick, or Liquid, Assets /
Current Liabilities)
38. 38
RFP Requirements & Desired Features/Enhancements
• Every RFP requirement, desired
feature/enhancement and evaluation factor from
Sections 4 and 5 of the RFP are put into tables
• The requirements/enhancements from the RFP
are listed down the left-hand column in the tables
• The tables are then completed for each offeror to
show where in their proposal they have met, not
met or exceeded a RFP requirement
39. 39
Strengths & Weaknesses
• All of the information gathered using the methods
described in the previous slides is then used by
the PSC to develop strengths and weaknesses for
each offeror by subfactor
• The strengths and weaknesses are then used by
the Government evaluators to assign color ratings
for each offeror by subfactor