This presentation given by Connecticut Green Bank President Bryan Garcia shares some of the best practices involved with creating and managing a state green bank.
Coalition for Green Capital and the Green Bank Movement CGC CGC
The Coalition for Green Capital is a nonprofit organization that advocates for the establishment of green banks at the state and federal level to increase financing for clean energy projects. The Coalition works with states to develop green bank models, designs financial products to stimulate clean energy markets, and brings states together to collaborate. Green banks lower financing costs for clean energy by accessing low-cost capital and reusing funds multiple times to attract greater private investment over time.
Lewis & Clark Regional Development Council Small Business Support nado-web
From providing grant writing expertise and technical assistance to packaging financing opportunities and loans, regional development organizations are on the front lines in their communities supporting small businesses in reaching their full potential. Learn about the many ways that RDOs can support small businesses and entrepreneurs which in turn drives the larger regional economy and improves the quality of life for all residents.
Brent Ekstrom, Executive Director, Lewis and Clark Regional Development Council, Mandan, ND
Cooperative Federal Annual meeting 2013.03 presentationrachelgreene
The document is an agenda for the 2013 annual membership meeting of Cooperative Federal. The agenda includes items like calling the meeting to order, approval of minutes from the previous meeting, reports on the community impact and financial status from the previous year, elections, new business discussions, and a question and answer session. It also provides details on governance reports and presentations that will be made about the credit union's lending activities and impacts in areas like homeownership, personal services, small business development, and youth programs from the previous year.
The document summarizes discussions from an Imported Water Committee meeting regarding the Bay Delta Conservation Plan (BDCP). It provides background on BDCP including costs, funding sources, and economic benefits. It then outlines concerns about funding assurance, rates issues, agricultural-urban cost sharing, and project operations for different BDCP alternatives. The committee will continue to evaluate four Delta fix options and provide the Board with comparisons and recommendations.
The document summarizes information presented at a citizen workshop on the City of Edina's budget. Residents were asked to provide input to help guide budget decisions and priorities for funding levels and sources for various city amenities and services. Discussion questions addressed uses of surplus funds, appropriate subsidies for parks and recreation facilities, and opinions on property tax levels.
World Business Lenders provides business loans to companies with at least $500,000 in annual revenue. It offers financing without minimum credit score requirements and considers prior bankruptcies or tax liens. Loans have flexible payment terms of daily or weekly payments. Applicants do not need to provide financial statements or tax returns, just three months of business bank statements. World Business Lenders focuses on the applicant business's financial performance rather than personal credit scores in making lending decisions. It provides loans through a Wisconsin bank and can offer up to 3 times a business's average monthly deposits.
The Loan Fund was established in 1983 to provide loans to Christian Reformed Churches beyond what was available from other church assistance programs. It has since grown to $32.1 million in assets and has provided 183 loans totaling $59.3 million. It offers loans for church facilities, land, and repairs at favorable rates compared to traditional lenders. In 2011, assets declined as loan demand decreased, though net income increased. Only 5 new loans totaling $672,000 were approved as many churches delayed projects due to economic conditions.
Coalition for Green Capital and the Green Bank Movement CGC CGC
The Coalition for Green Capital is a nonprofit organization that advocates for the establishment of green banks at the state and federal level to increase financing for clean energy projects. The Coalition works with states to develop green bank models, designs financial products to stimulate clean energy markets, and brings states together to collaborate. Green banks lower financing costs for clean energy by accessing low-cost capital and reusing funds multiple times to attract greater private investment over time.
Lewis & Clark Regional Development Council Small Business Support nado-web
From providing grant writing expertise and technical assistance to packaging financing opportunities and loans, regional development organizations are on the front lines in their communities supporting small businesses in reaching their full potential. Learn about the many ways that RDOs can support small businesses and entrepreneurs which in turn drives the larger regional economy and improves the quality of life for all residents.
Brent Ekstrom, Executive Director, Lewis and Clark Regional Development Council, Mandan, ND
Cooperative Federal Annual meeting 2013.03 presentationrachelgreene
The document is an agenda for the 2013 annual membership meeting of Cooperative Federal. The agenda includes items like calling the meeting to order, approval of minutes from the previous meeting, reports on the community impact and financial status from the previous year, elections, new business discussions, and a question and answer session. It also provides details on governance reports and presentations that will be made about the credit union's lending activities and impacts in areas like homeownership, personal services, small business development, and youth programs from the previous year.
The document summarizes discussions from an Imported Water Committee meeting regarding the Bay Delta Conservation Plan (BDCP). It provides background on BDCP including costs, funding sources, and economic benefits. It then outlines concerns about funding assurance, rates issues, agricultural-urban cost sharing, and project operations for different BDCP alternatives. The committee will continue to evaluate four Delta fix options and provide the Board with comparisons and recommendations.
The document summarizes information presented at a citizen workshop on the City of Edina's budget. Residents were asked to provide input to help guide budget decisions and priorities for funding levels and sources for various city amenities and services. Discussion questions addressed uses of surplus funds, appropriate subsidies for parks and recreation facilities, and opinions on property tax levels.
World Business Lenders provides business loans to companies with at least $500,000 in annual revenue. It offers financing without minimum credit score requirements and considers prior bankruptcies or tax liens. Loans have flexible payment terms of daily or weekly payments. Applicants do not need to provide financial statements or tax returns, just three months of business bank statements. World Business Lenders focuses on the applicant business's financial performance rather than personal credit scores in making lending decisions. It provides loans through a Wisconsin bank and can offer up to 3 times a business's average monthly deposits.
The Loan Fund was established in 1983 to provide loans to Christian Reformed Churches beyond what was available from other church assistance programs. It has since grown to $32.1 million in assets and has provided 183 loans totaling $59.3 million. It offers loans for church facilities, land, and repairs at favorable rates compared to traditional lenders. In 2011, assets declined as loan demand decreased, though net income increased. Only 5 new loans totaling $672,000 were approved as many churches delayed projects due to economic conditions.
Le marché de l’emploi de l’économie verte
Soes Études & documents n° 110 - août 2014
Identifier et mesurer le verdissement de l’économie n’est pas simple au regard de l’étendue du champ concerné, de l’enchevêtrement des échelles d’approches mobilisées (micro, macro), des informations existantes disponibles...
La définition et le suivi d’outils de mesure revêtent alors une grande importance. C’est ce à quoi tente de répondre l’Observatoire national des emplois et métiers de l’économie verte (Onemev) qui, depuis 2010, œuvre à la structuration d’un système d’observation et de mesure des emplois de l’économie verte.
Ce document vise à rappeler les définitions, concepts et périmètres mis en place par l’Onemev et à présenter ses derniers résultats d’observations et de mesures de l’emploi selon les deux approches considérées : par les activités des entreprises et par les métiers exercés par les individus. Une description du marché du travail complète ces résultats ainsi qu’une présentation détaillée des méthodologies employées. www.ecoentreprises-france.fr
Green Finance: Business Opportunities and Role of Financial InstitutionsADFIAP
1) The document discusses the role of development finance institutions (DFIs) in supporting low-carbon investment and green growth through mobilizing private funding and providing financing support such as guarantees, insurance, and co-financing.
2) It outlines Japan Bank for International Cooperation's (JBIC) efforts to develop a "Joint Crediting Mechanism" (J-MRV) to quantify greenhouse gas emission reductions from low-carbon investment projects and apply it to their due diligence and project finance processes.
3) JBIC aims for J-MRV to serve as an internationally accepted methodology and help scale up low-carbon investment while preparing for future carbon market mechanisms.
This document appears to be a presentation for a research paper on green banking. It includes sections on the topic of green banking, its benefits according to previous research, common green banking products, the presenter's hypothesis and research questions, methodology which involved a survey of 25 people, analysis of primary data collected from the survey, analysis of secondary data from other research papers, findings that green banking is increasing in popularity but people's knowledge on it needs to be improved, and a conclusion that green banking can increase banks' profitability and sustainability if promoted properly.
Green finance refers to financial support for green growth and a low-carbon economy. It aims to promote environmentally-friendly industries through market instruments, subsidies and tax incentives. Private sector participation is important for green finance due to limited public funds. Green finance in the private sector includes retail banking, corporate banking, asset management and insurance products. Public-private partnerships can also help fund green growth by mitigating risks for private investors. Emerging economies face challenges in green financing like defining eligible industries and improving environmental risk assessment.
Green banking, also known as ethical banking, considers social and environmental factors in its practices. It promotes environmentally-friendly practices like online banking and green credit cards to reduce paper usage. Ethical banks also provide loans at lower interest rates for businesses that adopt environmentally sustainable practices. Major banks in India that have adopted green banking concepts include Indus Ind Bank, State Bank of India, ICICI Bank, and IDBI Bank. The document argues that both banks and the Indian government need to further promote green banking policies and incentives to help customers, businesses, and the environment.
The document discusses the circular economy and its implications. It defines the circular economy as an industrial system that is restorative by intention, designing waste out of the system. This is achieved through strategies like long-life design, reuse, repair, refurbishment, remanufacturing and recycling to create a closed loop system. It presents different circular business models and discusses how technology and global value chains can support the circular economy. Finally, it provides policy recommendations to strengthen current policies and introduce new policies to accelerate the transition to a circular economy, and identifies five open questions around its implementation and outcomes.
The document summarizes the Green Fund of Japan, which was launched in 2013 to accelerate green finance and support renewable energy projects. It provides funding for projects that reduce CO2 emissions and revitalize communities, with the goal of creating new private green capital investments and successful models to spread nationally. The fund has provided over $77 million in funding across 23 projects in solar, wind, hydro, biomass and other technologies. Challenges include introducing new technologies to Japan and increasing recognition of the Green Fund.
Green Bank Products - Commercial EfficiencyCGC CGC
This presentation given by CEFIA's Director of Commercial and Industrial Programs gives an overview of C-PACE characteristics critical to a successful commercial energy efficiency program.
Green Bank Products - Commercial EfficiencyReed Hundt
This document provides an overview and summary of a presentation given by Jessica Bailey, Director of C&I Programs at CEFIA, about C-PACE (Commercial Property Assessed Clean Energy) financing in Connecticut. The presentation discusses the barriers to energy efficiency projects for building owners, how C-PACE addresses these barriers by allowing commercial properties to use anticipated energy cost savings to secure long-term financing for upgrades, and the status of C-PACE projects that have closed and been approved in Connecticut.
This document provides an agenda and information for a creative projects and centric solutions meeting. The agenda includes discussions on PACE financing for energy efficiency, JobsOhio's customized solutions, and building creative solutions for clients. Jeremy Druhot from the Columbus-Franklin County Finance Authority will discuss PACE financing and how it can be used to modernize commercial properties. Matt Deptola from JobsOhio will provide an introduction to JobsOhio and examples of funding tools and trends. Scott Ziance, a partner at Vorys, Sater, Seymour and Pease LLP, will discuss developing creative project solutions and challenges in paying for creative solutions such as new community authorities. The document concludes with discussing a potential case study involving corporate offices
OneCalifornia Bank is a CDFI based in Oakland, CA that was founded in 2007 with $22.5 million in initial capital. It focuses on lending to small businesses, nonprofits, and businesses located in low-wealth communities. The bank offers business and nonprofit lending, government guaranteed lending, and cash management capabilities. As of 2009, it had total assets of $90 million, total loans of $41 million, and total deposits of $76 million. The bank measures its social impact through metrics like the percentage of loans going to women/minority-owned businesses and nonprofits, and the number of jobs created through loans.
Nyc WEB-What's Keeping Plan Sponsors Up at NightCarol Buckmann
This document discusses trends in the defined contribution retirement plan market. It notes that the industry is consolidating across all sectors including advisors, record keepers, and DC investment managers. Target date funds and indexing are rising in popularity due to fee sensitivity. Plan sponsors are facing challenges around engaging employees, managing costs, and ensuring adequate retirement outcomes. Government regulation and lawsuits are also major issues that plan sponsors must address.
Pyatt Broadmark Real Estate Fund I Presentation Oct 2015Alan Chu
This document provides an overview of the Pyatt Broadmark Real Estate Lending Fund I (PBRELF I). PBRELF I invests in short-term, first lien loans secured by real estate projects in the Pacific Northwest. The goal is to provide high-yield returns while minimizing risk. PBRELF I has $136.4 million in assets under management. It offers diversification, consistent performance, and monthly distributions to investors.
Connecticut Green Bank Stakeholder Webinar Quarter 4 FY17RudySturkCGB
Connecticut Green Bank Stakeholder Webinar Quarter 4 FY17 (presented Aug. 8, 2017) featuring CEO and President Bryan Garcia. A video of the presentation is also available on ctgreenbank.com.
This document summarizes General Electric Capital Corporation's (GECC) resolution plan as required by regulators. It identifies GECC's material entities, which are grouped as operating entities and corporate treasury service entities. GECC operates five core business lines: Commercial Lending and Leasing, Consumer, Real Estate, Energy Financial Services, and GE Capital Aviation Services. The resolution plan provides details on winding down GECC's operations in a hypothetical scenario without government or GE support.
This document provides an overview of the seven steps to obtaining government grants: 1) proving organizational capacity, 2) researching funding opportunities, 3) developing a case statement, 4) completing the application, 5) creating a logic model, 6) constructing a budget, and 7) reporting. It details the requirements for each step, including obtaining 501c3 status, registering with SAM and Grants.gov, writing a case statement that outlines the need, program, outcomes and evaluation plan, and submitting a complete application that follows the funder's guidelines. The document emphasizes researching community needs, identifying appropriate funding opportunities, and having the proper documentation, staff and systems in place to manage a grant successfully.
Le marché de l’emploi de l’économie verte
Soes Études & documents n° 110 - août 2014
Identifier et mesurer le verdissement de l’économie n’est pas simple au regard de l’étendue du champ concerné, de l’enchevêtrement des échelles d’approches mobilisées (micro, macro), des informations existantes disponibles...
La définition et le suivi d’outils de mesure revêtent alors une grande importance. C’est ce à quoi tente de répondre l’Observatoire national des emplois et métiers de l’économie verte (Onemev) qui, depuis 2010, œuvre à la structuration d’un système d’observation et de mesure des emplois de l’économie verte.
Ce document vise à rappeler les définitions, concepts et périmètres mis en place par l’Onemev et à présenter ses derniers résultats d’observations et de mesures de l’emploi selon les deux approches considérées : par les activités des entreprises et par les métiers exercés par les individus. Une description du marché du travail complète ces résultats ainsi qu’une présentation détaillée des méthodologies employées. www.ecoentreprises-france.fr
Green Finance: Business Opportunities and Role of Financial InstitutionsADFIAP
1) The document discusses the role of development finance institutions (DFIs) in supporting low-carbon investment and green growth through mobilizing private funding and providing financing support such as guarantees, insurance, and co-financing.
2) It outlines Japan Bank for International Cooperation's (JBIC) efforts to develop a "Joint Crediting Mechanism" (J-MRV) to quantify greenhouse gas emission reductions from low-carbon investment projects and apply it to their due diligence and project finance processes.
3) JBIC aims for J-MRV to serve as an internationally accepted methodology and help scale up low-carbon investment while preparing for future carbon market mechanisms.
This document appears to be a presentation for a research paper on green banking. It includes sections on the topic of green banking, its benefits according to previous research, common green banking products, the presenter's hypothesis and research questions, methodology which involved a survey of 25 people, analysis of primary data collected from the survey, analysis of secondary data from other research papers, findings that green banking is increasing in popularity but people's knowledge on it needs to be improved, and a conclusion that green banking can increase banks' profitability and sustainability if promoted properly.
Green finance refers to financial support for green growth and a low-carbon economy. It aims to promote environmentally-friendly industries through market instruments, subsidies and tax incentives. Private sector participation is important for green finance due to limited public funds. Green finance in the private sector includes retail banking, corporate banking, asset management and insurance products. Public-private partnerships can also help fund green growth by mitigating risks for private investors. Emerging economies face challenges in green financing like defining eligible industries and improving environmental risk assessment.
Green banking, also known as ethical banking, considers social and environmental factors in its practices. It promotes environmentally-friendly practices like online banking and green credit cards to reduce paper usage. Ethical banks also provide loans at lower interest rates for businesses that adopt environmentally sustainable practices. Major banks in India that have adopted green banking concepts include Indus Ind Bank, State Bank of India, ICICI Bank, and IDBI Bank. The document argues that both banks and the Indian government need to further promote green banking policies and incentives to help customers, businesses, and the environment.
The document discusses the circular economy and its implications. It defines the circular economy as an industrial system that is restorative by intention, designing waste out of the system. This is achieved through strategies like long-life design, reuse, repair, refurbishment, remanufacturing and recycling to create a closed loop system. It presents different circular business models and discusses how technology and global value chains can support the circular economy. Finally, it provides policy recommendations to strengthen current policies and introduce new policies to accelerate the transition to a circular economy, and identifies five open questions around its implementation and outcomes.
The document summarizes the Green Fund of Japan, which was launched in 2013 to accelerate green finance and support renewable energy projects. It provides funding for projects that reduce CO2 emissions and revitalize communities, with the goal of creating new private green capital investments and successful models to spread nationally. The fund has provided over $77 million in funding across 23 projects in solar, wind, hydro, biomass and other technologies. Challenges include introducing new technologies to Japan and increasing recognition of the Green Fund.
Green Bank Products - Commercial EfficiencyCGC CGC
This presentation given by CEFIA's Director of Commercial and Industrial Programs gives an overview of C-PACE characteristics critical to a successful commercial energy efficiency program.
Green Bank Products - Commercial EfficiencyReed Hundt
This document provides an overview and summary of a presentation given by Jessica Bailey, Director of C&I Programs at CEFIA, about C-PACE (Commercial Property Assessed Clean Energy) financing in Connecticut. The presentation discusses the barriers to energy efficiency projects for building owners, how C-PACE addresses these barriers by allowing commercial properties to use anticipated energy cost savings to secure long-term financing for upgrades, and the status of C-PACE projects that have closed and been approved in Connecticut.
This document provides an agenda and information for a creative projects and centric solutions meeting. The agenda includes discussions on PACE financing for energy efficiency, JobsOhio's customized solutions, and building creative solutions for clients. Jeremy Druhot from the Columbus-Franklin County Finance Authority will discuss PACE financing and how it can be used to modernize commercial properties. Matt Deptola from JobsOhio will provide an introduction to JobsOhio and examples of funding tools and trends. Scott Ziance, a partner at Vorys, Sater, Seymour and Pease LLP, will discuss developing creative project solutions and challenges in paying for creative solutions such as new community authorities. The document concludes with discussing a potential case study involving corporate offices
OneCalifornia Bank is a CDFI based in Oakland, CA that was founded in 2007 with $22.5 million in initial capital. It focuses on lending to small businesses, nonprofits, and businesses located in low-wealth communities. The bank offers business and nonprofit lending, government guaranteed lending, and cash management capabilities. As of 2009, it had total assets of $90 million, total loans of $41 million, and total deposits of $76 million. The bank measures its social impact through metrics like the percentage of loans going to women/minority-owned businesses and nonprofits, and the number of jobs created through loans.
Nyc WEB-What's Keeping Plan Sponsors Up at NightCarol Buckmann
This document discusses trends in the defined contribution retirement plan market. It notes that the industry is consolidating across all sectors including advisors, record keepers, and DC investment managers. Target date funds and indexing are rising in popularity due to fee sensitivity. Plan sponsors are facing challenges around engaging employees, managing costs, and ensuring adequate retirement outcomes. Government regulation and lawsuits are also major issues that plan sponsors must address.
Pyatt Broadmark Real Estate Fund I Presentation Oct 2015Alan Chu
This document provides an overview of the Pyatt Broadmark Real Estate Lending Fund I (PBRELF I). PBRELF I invests in short-term, first lien loans secured by real estate projects in the Pacific Northwest. The goal is to provide high-yield returns while minimizing risk. PBRELF I has $136.4 million in assets under management. It offers diversification, consistent performance, and monthly distributions to investors.
Connecticut Green Bank Stakeholder Webinar Quarter 4 FY17RudySturkCGB
Connecticut Green Bank Stakeholder Webinar Quarter 4 FY17 (presented Aug. 8, 2017) featuring CEO and President Bryan Garcia. A video of the presentation is also available on ctgreenbank.com.
This document summarizes General Electric Capital Corporation's (GECC) resolution plan as required by regulators. It identifies GECC's material entities, which are grouped as operating entities and corporate treasury service entities. GECC operates five core business lines: Commercial Lending and Leasing, Consumer, Real Estate, Energy Financial Services, and GE Capital Aviation Services. The resolution plan provides details on winding down GECC's operations in a hypothetical scenario without government or GE support.
This document provides an overview of the seven steps to obtaining government grants: 1) proving organizational capacity, 2) researching funding opportunities, 3) developing a case statement, 4) completing the application, 5) creating a logic model, 6) constructing a budget, and 7) reporting. It details the requirements for each step, including obtaining 501c3 status, registering with SAM and Grants.gov, writing a case statement that outlines the need, program, outcomes and evaluation plan, and submitting a complete application that follows the funder's guidelines. The document emphasizes researching community needs, identifying appropriate funding opportunities, and having the proper documentation, staff and systems in place to manage a grant successfully.
First Financial Bankshares reported its financial results for the 4th quarter and full year 2013. The bank saw continued growth in assets, loans, deposits and earnings. Nonperforming assets remained low at 1.16% of loans and foreclosed assets, below peer averages. Return on equity has ranked the bank highly in several industry surveys. The bank operates in high growth markets in Texas through a regional business model and seeks further expansion through acquisitions and de novo branching.
This document provides an overview of First Financial Bankshares, Inc. for the third quarter of 2015. It discusses the company's size and geographic footprint, recent acquisitions including a bank in Conroe, Texas and a mortgage company, growth opportunities in Texas markets, executive leadership, and experienced regional CEOs and presidents. The summary highlights the company's $6.5 billion size, 13-region structure across growing Texas markets, recent acquisitions expanding its presence, and experienced leadership team.
C H A P T E R 2Project Selection and PrioritizationHow d.docxclairbycraft
C H A P T E R 2
Project Selection and Prioritization
How does a truly global company with fewer than 200 associates achieve
noteworthy results and market leadership? Certainly strong and talented
people are a key part of the answer. A good set of leadership and
management tools and processes, and the discipline to use them, is
another key. A small, privately held company in Louisville, Kentucky has
been fortunate to use both talent and process to achieve success by any
measure. That company is D. D. Williamson.
D. D. Williamson was founded in 1865 and today is a global leader in
non-artificial colors. Operating nine facilities in six countries and supplying
many of the best-known food and beverage companies around the world,
D. D. Williamson has more complexity to manage than most companies,
regardless of their size.
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should
be able to:
• Describe the strategic
planning and portfolio
alignment processes.
• Itemize strengths and
weaknesses of using
financial and scoring
models to select
projects.
• Describe how to select
and prioritize projects as
anoutgrowthofstrategic
planning.
• Given organizational
priorities and several
projects, demonstrate
how to select and
prioritize projects using a
scoring model.
• From a contractor’s
viewpoint, describe how
to secure projects.
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be
rt
Ll
ew
el
ly
n/
Im
ag
e
St
at
e/
A
la
m
y
26
Late in 2004, the company was embarking on a new vision to double
growth and profitability in five years and identified the need to improve
project management as a key strategy to achieve the vision. Our
weakness was twofold—we had too many projects that were
championed as important, and the projects that were active were
sometimes late, over budget, and not achieving the predicted results. We
began with prioritization, creating a prioritization matrix to select 16 “critical
projects” that would have senior leadership sponsors and be assigned
trained and capable project managers to improve our execution.
The prioritization matrix was a great initial step to narrow our focus and
improve our results—overall project completion improved. However, 16
projects meant that the scope and impact of projects still had wide
variation. Smaller, more simple projects were likely to be executed
brilliantly and improve our total percentage of “on time and on target”
projects, but if the project that was late or over budget was very high
impact, we were still leaving opportunities for growth and profitability “on
the table.”
In 2009, we made more changes to our prioritization process, selecting
no more than five “Vision Impact Projects” (VIPs) that would get high-level
focus and attention—monitoring and asking for corrective measures in
weekly senior management meetings, tracking online in our project
management system for our Continuous Improvement Manager, and
funneling time and resources to help when projects get off course.
The results are dramatic—large.
Funding Sources and Incentive for Investment in Connecticut - CVG Second Thur...Paige Rasid
This document summarizes a panel discussion on funding sources and incentives for investment in Connecticut. The panelists represented various state programs, a private investment firm, and a law/accounting firm. They discussed state tax credits, grants, loans, and equity investments available from Connecticut Innovations and the Department of Economic and Community Development. The private investment firm described their debt and equity investments in Connecticut companies. The law/accounting firm overviewed various state tax credits for businesses. The event concluded with announcements of upcoming networking events from the hosting organization.
Stewart Simon has over 35 years of experience in public finance. He has held roles in municipal bond insurance, ratings agencies, investment management, government budgeting and finance. His experience includes positions at Beacon Lights Research & Advisory, UBS, Fitch Ratings, NYC Housing Preservation and Development, and the New York State Division of the Budget. He has a Ph.D. in Public Administration and Finance and provides consulting services including research, municipal credit analysis, and workouts for distressed local governments.
Well-regarded subject matter expert in public and private sector finance and capital markets with in-depth experience in public administration management, municipal credit analysis across multiple bond sectors, investment portfolio surveillance, state and local government budget matters and debt issuance, and public policy and program analysis.
One of the most important decisions that a board of directors must make is the selection of the CEO. What type of disclosure can provide shareholders with insight into succession planning?
This document provides an unaudited summary of financial results for First Financial Bankshares for the fourth quarter of 2018. It discusses the bank holding company's profile including its size, regional structure, and growth markets. It also recognizes the bank's performance and community involvement. The document outlines risks associated with forward-looking statements and provides details on recent acquisitions and expansion efforts.
Sponsors of smaller defined contribution retirement plans feel their plans should better meet participants' needs by becoming simpler, more user-friendly, and people-oriented. Many sponsors find managing their plans challenging and burdensome. They want more from service providers, particularly increased human interaction. Sponsors and participants prefer streamlined investment menus and more available investment advice. Overall, there is a need for DC plans to refocus on meeting participants' needs through simpler plan designs, improved education, and enhanced services.
This document summarizes CEFIA's residential solar financing products. CEFIA offers three main products - the CT Solar Lease, CT Solar Loan, and Smart-E Loan. The CT Solar Lease is a no money down option for installers and customers. The CT Solar Loan allows homeowners to take out a loan to own their solar system. The Smart-E Loan provides financing through local banks. CEFIA uses credit enhancements like loan loss reserves and subordinated debt to attract private capital at lower costs and enable more favorable financing terms that expand access to solar for homeowners.
The lack of standardization and collaboration in the clean energy finance industry are some of the most well-know barriers to achieving scale. In this presentation, Alfred Griffin, President of the New York Green Bank, draws on his past experience in the private sector to describe these barriers and suggest how they might be overcome.
Advocating, Establishing, Capitalizing a Green BankCGC CGC
This document outlines the multi-step process of advocating for, establishing, and capitalizing a green bank. The key steps are: 1) Build advocacy by organizing stakeholders to support green bank creation, 2) Pass enabling legislation or regulations that determine the organizational structure and capital sources, 3) Establish the green bank by raising funds and designing the organizational structure. Examples from Connecticut, New York, and California illustrate how different states have implemented this process.
Green Bank Academy - Converting Grant to LoanCGC CGC
Grants, rebates, and one time subsidies will not be able to support the clean energy market if it is to get to scale. Grants, rebates, and one-time subsides should gradually be converted to green bank loans (or at least work in conjunction with green banks) to help achieve sustainable scale.
An objective function is a quantitative metric that captures the desired program outcome, which a Green Bank seeks to maximize. Every green bank must have a clearly defined objective function in order to define goals, track progress, design effective programs.
Calculating the Total Addressable Market (TAM) and the Serviceable Addressable Market (SAM) is key to understanding how market size changes in relation to subsidy level, technology cost, and financing costs. This presentation provides an introduction to these measurements and uses evidence from Connecticut's Green Bank (CEFIA) to show how these calculations can impact product design and green bank planning.
Transitioning to a clean energy economy (slide deck revised)CGC CGC
The document discusses transitioning to a clean energy economy in the United States through four main approaches: 1) Reducing emissions from the electric power sector by closing coal plants, 2) Replacing closed coal plants with natural gas, renewables, and energy efficiency, 3) Increasing energy efficiency in buildings, and 4) Increasing deployment of clean energy through low-cost financing to drive costs down. It argues that establishing "green banks" that provide low-cost financing could help address barriers and leverage private investment to bring clean energy and efficiency to large scale.
The document discusses the importance of energy efficiency in reducing greenhouse gas emissions and overcoming barriers to achieving large-scale energy efficiency. It proposes that green banks can help by providing massive amounts of up-front capital needed to finance energy efficiency programs. Green banks would raise capital from various sources and leverage funds to support billions of dollars in loans and investments for clean energy and efficiency projects. This could help achieve substantial reductions in emissions by overcoming financial and other barriers that currently limit energy efficiency spending.
Creating An International Climate Finance SystemCGC CGC
The document discusses the need for an International Green Bank (IGB), also known as the Global Investment Trust for Clean Energy, to help mobilize $100 billion per year in climate finance and $500 billion in annual private investments for clean energy projects in developing countries. It argues that while multilateral development banks will play a role, they have limitations that require a new institution focused solely on providing low-cost, long-term financing to lower energy costs and attract more private investment globally for clean energy at scale. The IGB would work to complement existing sources and help overcome political and market barriers to mobilizing financing needed to address climate change.
The CGC has outlined a National Energy Plan to identify a pathway forward for a clean energy future in the US. Let us know what you think! What have we missed? What can we add? What can you do to help?
The Coalition for Green Capital seeks to build a productive and sustainable clean energy economy by creating mechanisms to lower the cost of capital for clean energy projects. This will help address challenges like high upfront capital costs, low electricity demand growth in the US, and China's advantage of providing low-cost financing to its clean energy companies. The Coalition proposes establishing an Energy Investment Trust and Green Banks to provide long-term, low-cost financing similar to programs in China that have helped expand the clean energy market. Reducing financing costs could significantly lower the price of electricity from clean energy solutions.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Creating & Managing a Green Bank
1. The Clean Energy Financing and
Investment Authority: Creating
and Managing a Green Bank
Bryan Garcia, President and CEO, CEFIA
February 6, 2014
2. Washington, D.C.
Creating and Managing a Green Bank Agenda 202.777.7700
• Foundation for Success and Overview
• Important Decisions We Made Early On
• “Top 3” Biggest Successes
• “Top 3” Biggest Challenges Going Forward
• The Green Bank Model Works
2
3. Washington, D.C.
Foundations for Success
202.777.7700
• POLICY: State energy policy was (and is) an important focus for
the Governor - sweeping energy legislation June 2011
• INDEPENDENCE: Connecticut’s green bank would become its
own quasi-public organization, but with existing staff
• FUNDING: Connecticut’s green bank would take over
existing sources of capital – Clean Energy Fund and RGGI
allowance proceeds
• GOVERNANCE: New Entity & New Board. Board of the
Clean Energy Fund – the predecessor to CEFIA – was disbanded
by act of legislation that created CEFIA on July 1, 2011
3
4. Washington, D.C.
Overview
Visionary Leadership
202.777.7700
…transitioning programs away from
government-funded grants, rebates, and other
subsidies, and towards deploying private capital
…CEFIA was established in 2011 to develop
programs that will leverage private sector capital
to create long-term, sustainable financing for
energy efficiency and clean energy to support
residential, commercial, and industrial sector
implementation of energy efficiency and clean
energy measures.
4
5. Washington, D.C.
Overview
Organization
202.777.7700
• Quasi-public organization – created by PA 11-80 and
successor to the Connecticut Clean Energy Fund
• Focus – finance clean energy (i.e. renewable energy, energy
efficiency, and alternative fuel vehicles and infrastructure)
• Balance Sheet – currently $100 million in assets
• Support – supported by a $0.001/kWh surcharge on electric
ratepayer bills that provides approximately $30 MM a year for
investments, RGGI (EE and RE) about $5-$10 MM a year,
federal competitive solicitations (i.e. SunShot Initiative) and
non-competitive resources (i.e. ARRA-SEP), private capital, etc.
5
6. Washington, D.C.
Overview
Financial Tools
202.777.7700
Grants
Special Capital
Reserve Fund
Equity
Loans
Connecticut Green Bank
Third Party Insurance
Subordinated Debt
Loan Loss
Reserves
Leases, PPAs,
and ESAs
Energy Savings
Performance
Contracts
Bonding
Commercial
Property Assessed
Clean Energy
On-Bill Repayment
6
7. Washington, D.C.
Important Decisions We Made Early On202.777.7700
Decision #1 – Governance
Positions
Committees
Chair
Catherine Smith
B&O
Dan Esty
DECD
DEEP
President &
CEO
Vice Chair
Dan Esty
Deployment
Reed Hundt
Bryan Garcia
DEEP
Coalition Green Capital
Board of
Directors
Administrative
Staff
Professional
Staff
Secretary
Matthew Ranelli
AC&G
Matt Ranelli
(CII)
(CEFIA)
Shipman & Goodwin
Shipman & Goodwin
REFERENCES
Established Board of Directors in September of 2011 – bylaws, operating procedures, employee handbook, etc.
7
8. Washington, D.C.
Important Decisions We Made Early On202.777.7700
Decision #2 – Who Are We (Stakeholder Views)
REFERENCES
Strategic Planning Retreat at the Pocantico Conference Center (November 2011)
8
9. Washington, D.C.
Important Decisions We Made Early On
202.777.7700
Decision #2 – Who Are We (Board of Directors View)
CLEAN
TECH
or
CLEAN
ENERGY
FINANCE
9
10. Washington, D.C.
Important Decisions We Made Early On202.777.7700
Decision #3 – What Programs Do We Keep?
Clean
Tech
Training
37
PROGRAMS
Education
Green
Bank
4
PROGRAMS
10
11. Washington, D.C.
Important Decisions We Made Early On202.777.7700
Decision #4 – What Are Our Goals
Support the Governor’s and legislature’s energy strategy to
achieve cleaner, cheaper and more reliable sources of energy
while creating jobs and supporting local economic development
• Attract and deploy capital to finance the clean energy goals for
Connecticut
• Develop and implement strategies that bring down the cost of clean
energy in order to make it more accessible and affordable to consumers
• Reduce reliance on grants, rebates and other subsidies and move
towards innovative low-cost financing of clean energy deployment
11
12. Washington, D.C.
Important Decisions We Made Early On202.777.7700
Decision #4 (cont’d)–…and Metrics of Success?
• Maximize the amount of clean energy produced (or energy saved) per
dollar of public funds at risk
• Amount of clean energy (i.e. energy efficiency, renewable energy, etc.)
produced and deployed. Jobs created and amount of emissions reduced
• Deploy X amount of private capital leveraged by Y amount of public
funds by Year Z. Total dollars of investment in clean energy
• Ratio of private capital to public funds and ratio of ratepayer funds
invested in subsidies (i.e. grants) versus financing programs (i.e. loans)
12
13. Washington, D.C.
Important Decisions We Made Early On
Decision #5 – What Structure Do We Build?
Finance
Residential
Sector
Operations
202.777.7700
President and CEO
C&I
Sector
Institutional
Sector
Infrastructure
Sector
Legal
Marketing
Policy
HR
IT
13
14. Washington, D.C.
Biggest Successes #1
Rebuilt the Organization
Finance
3
President and CEO
4
Marketing
(Future Hire)
5
Residential
Sector
Operations
202.777.7700
C&I
Sector
Institutional
Sector
Infrastructure
Sector
Legal
2
Marketing
1
6
Policy
HR
IT
REFERENCES
Everybody depicted in this slide, was not with the organization before May 31, 2011. Each of
them is here at the Green Bank Academy.
14
15. Washington, D.C.
Biggest Successes #2
202.777.7700
Municipalities Opted into C-PACE
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Ansonia
Avon
Beacon Falls
Berlin
Bloomfield
Branford
Bridgeport
Brookfield
Canaan
Canton
Chester
Clinton
Coventry
Danbury
Durham
East Granby
East Haddam
East Hampton
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
East Hartford
East Windsor
Enfield
Fairfield
Farmington
Glastonbury
Granby
Greenwich
Groton
Hartford
Killingworth
Manchester
Mansfield
Meriden
Middletown
Milford
Montville
New Britain
New Haven
New London
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
New Milford
Newtown
North Branford
North Canaan
Norwalk
Norwich
Old Saybrook
Plainville
Portland
Putnam
Rocky Hill
Simsbury
Southbury
Southington
Sprague
Stafford
Stamford
Stratford
Suffield
Tolland
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Torrington
Trumbull
Vernon
Waterbury
Waterford
West Hartford
West Haven
Westbrook
Westport
Wethersfield
Wilton
Windham
Windsor
Windsor Locks
Over 80%
of Connecticut is
Open for Business
15
16. Washington, D.C.
Biggest Successes #3
202.777.7700
Residential Solar PV
$/W
Reduced installed cost $/Watt by about 10% year-over-year since 2011
Lowered subsidy by 20% since 2011
CT Solar Lease 2 ($60 MM), CT Solar Loan ($5 MM), and Smart-E Loan ($30 MM)
Installed capacity grew 150% year-over-year since 2011
kW
16
17. Biggest Challenges Going Forward #1
Washington, D.C.
202.777.7700
State Budget Deficits and CEFIA Balance Sheet
17
18. Washington, D.C.
Biggest Challenges Going Forward #2
Collaboration with the Utilities
202.777.7700
▪ Use of Funds – ratepayer funds vs. private capital (credit
enhancement strategy of IRBs versus LLRs)
▪ Additionality – utility model of cost-effectiveness testing (i.e. freerider and spill-over effects)
▪ Goal Congruence – energy savings + private capital to achieve deeper
savings
18
19. Washington, D.C.
Biggest Challenges Going Forward #3
202.777.7700
Financial Innovation AND Marketing Innovation
Increase the
attractiveness to
capital providers
Increase the
attractiveness
to customers
19
20. Washington, D.C.
The Green Bank Model Works
Recap
202.777.7700
•
Green banks support the energy policy
•
Organizational independence is key
•
Focus on clean energy finance
•
Hire the right people
•
Demonstrate (then communicate) impactful
results
20
21. Washington, D.C.
The Green Bank Model Works
Doing More, Faster and Efficiently
$220
MM
INVESTMENT
10:1
LEVERAGE
202.777.7700
1,200↑
30 MW
DEPLOYMENT
JOBS ECONOMY
250,000↓
TCO2
ENVIRONMENT
21
22. Thank You
Bryan Garcia, President and CEO
Clean Energy Finance and Investment Authority
845 Brook Street, Rocky Hill, CT
Bryan.Garcia@ctcleanenergy.com
(860) 257-2170
www.ctcleanenergy.com