Presentation workshop111208 ssg
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The document discusses various financing options for bankable projects in Europe, including co-financing from European Structural Funds and loans/guarantees from the European Investment Bank and European Investment Fund. It provides details on the mission and services of the European Investment Bank and European Investment Fund, such as loans, technical assistance, guarantees, venture capital and microfinance. Other financing possibilities mentioned include the Nordic Investment Bank, private banks and private equity funds.
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The European Investment Bank (EIB) provides various financing facilities and technical assistance throughout Europe to support projects aligned with EU policy objectives. The EIB raises funds on capital markets and lends them on favorable terms. It provides loans, guarantees, equity investments and funds for sectors like infrastructure, SMEs, innovation and climate action. Loans can finance over 50% of project costs and are provided directly for large projects, or indirectly via intermediaries for smaller projects. The EIB operates on a non-profit basis and its strong credit rating allows it to lend at low costs.
the_eib_at_a_glance_en
The European Investment Bank (EIB) provides financing and expertise for investment projects in Europe and beyond. As the EU bank owned by the 28 EU member states, the EIB supports projects that further EU policy objectives and contribute to growth and jobs. It is the largest multilateral lender in the world, lending over EUR 80 billion in 2014, with around 90% of lending within the EU. The EIB offers favorable financing terms to both public and private sector clients supporting innovation, infrastructure, SMEs, and climate action projects.
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This document discusses the development of microfinance in Germany from 2000 to 2010. It summarizes that microfinance started with pilot projects in 2000 and grew with support from the EQUAL program from 2002 to 2007. In 2009, there were 12 accredited microfinance institutions providing 521 microloans. In 2010, the number of institutions grew to 15 providing 270 microloans by February, and this growth is attributed to the start of the Mikrokreditfonds Deutschland fund in January 2010 which provides 800 euros for each new microloan. The document also outlines some strategies and cases from other European countries that German microfinance institutions could learn from to continue developing the industry.
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European Private Equity & Venture Capital Association
Executive Summary
Fundraising → Pages 7-26
• Overall fundraising decreased in 2012 by 43% to €23.6bn compared to 2011. This reduction was driven by lower activity of larger funds. In 2012 only 13 funds were raising more than €250m compared to 26 in 2011. Funds that raised in excess of €250m in 2012 dropped in total volume by 51% compared to 2011. In contrast, the volume raised by funds smaller than €250m reduced by only 25% in the same period.
• Pension funds and fund of funds accounted for almost half of all sources of funds with more than 20% each. Family offices & private individuals, government agencies and sovereign wealth funds follow as major sources with 10-12% each.
• Despite macroeconomic challenges, €8.6bn (40%) of funds raised came from institutional investors outside of Europe.
Investments → Pages 27-59
• The overall amount of €36.5bn invested in European companies in 2012 reduced by 19% compared to the previous year. This was due to the weak first half of 2012 coinciding with economic uncertainty in Europe. In contrast, the number of private equity backed companies remained stable at almost 5,000 European companies. Therefore, it was less capital intensive for the industry to invest in a constant number of companies in Europe. About 43% of the companies that received investment in 2012 were private equity backed for the first time.
• The total amount of venture capital invested reduced year on year by 14% to €3.2bn. The number of venture capital backed companies remained stable at about 2,900. For the first time more than 1,000 companies attracted growth investments despite a decrease in amount of 26% compared to 2011. Buyout investments reached €28bn. More than 800 companies received buyout investments similar to the level from 2011 although the investment amount reduced by 19%.
Divestments → Pages 61-72
• More than 2,000 European companies were exited, representing former equity investments of €22bn. While the number of companies remained stable the amount divested at cost decreased by 29%.
• Of all exited companies in 2012 venture capital represented almost 50% and growth 23%. Their typical exits included trade sale, sale to another private equity firm and write-off. Buyout related exits attributed 85% of equity amount divested at cost. This presents a decline of 26%. Prominent exit routes were trade sale, sale to another private equity firm and public offering.
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2) The EIF is Europe's largest investor in European venture capital, having invested in over 260 funds, 3,800 portfolio companies, and established relationships with over 170 venture capital fund managers.
3) Impact investing aims to intentionally generate measurable benefits for society while also seeking financial returns. It requires a focus on both impact and profit orientation.
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3.3 project fiche
The document provides guidance on preparing project proposals or "project fiches" for funding under the Phare pre-accession instrument in Iceland. It outlines the key elements that should be included in a project fiche, such as objectives, activities, budget, implementation timeline, and risk assessment. The document also describes the process for designing projects, including defining the problem, scope, stakeholders and ensuring lessons from past projects are considered.
2.2 programming and tools swot & lfa
This document provides an overview of principles and tools for sustainable economic programming. It discusses:
1. The key principles of programming including defining objectives, strategies to meet objectives, and indicators to measure progress.
2. The programming logic including analyzing the current situation, developing strategies and priorities, and outlining implementation arrangements.
3. Programming tools for analysis like SWOT and problem trees, and for structuring programs like the logical framework approach. The logical framework includes objectives, assumptions, indicators, and helps ensure objectives are consistent and progress can be measured.
2.1 pcm
This document discusses project cycle management for sustainable economic development in Iceland. It outlines the key stages in the project cycle including programming, identification, preparation, implementation, evaluation. It emphasizes the roles of managing authorities and intermediate bodies in coordinating project preparation, ensuring quality, and prioritizing projects. Sound project design, management, ownership and sufficient capacity are identified as critical success factors. Quality assurance, risk management, and time management are also highlighted as key elements of effective project cycle management.
1.4 swot and needs assessment
The SWOT analysis identifies the strengths, weaknesses, opportunities, and threats for the sustainable economic development of the Sudurnes region of Iceland. The region's strengths include its international airport, natural resources, available land, young population, fish industry, and infrastructure. Weaknesses are the low educational level of the workforce, lack of entrepreneurship, need for better connections to the capital area, too many local authorities, and distance from the capital. Opportunities involve developing the airport and natural resources, tourism, and cooperation with other regions. Threats include lack of coordination, potential unemployment increases, skills shortages, changes to fisheries policy, and proximity to the capital area.
1.3 contents and processes
This document outlines the process for developing an Operational Programme (OP) for allocating EU structural funds. It discusses:
1) The requirements and key contents of an OP, including a SWOT analysis, strategic objectives, financial plan, and indicators.
2) The multi-stage OP preparation process, including organizing stakeholders, conducting a SWOT analysis, setting strategic goals and priorities, allocating budgets, and undergoing an ex-ante evaluation.
3) The roles of various stakeholders in the OP development and approval process, which requires coordination between the candidate country, EU, and other national and regional partners.
1.2 ipa overview
This document discusses the Instrument for Pre-Accession Assistance (IPA) framework for providing funding to accession countries to help prepare for EU membership and fund management. It outlines the five components of IPA funding, which include institutional building, cross-border cooperation, and funds for regional development, human resources, and rural development. It then describes the general implementation framework, which involves a multi-annual financial plan, strategic planning documents, and specific programming at the country and component levels. Finally, it notes some of the implementation requirements for IPA-funded projects, such as compliance with procurement rules, priorities, and co-financing rates.
3 aspects of the eu methodology 19 october 2011
The document discusses aspects of project cycle management and operational programmes as they relate to a feasibility study for sustainable economic development of the Sudurnes region in Iceland. It outlines implications for the feasibility study, including defining criteria, identifying stakeholders, gathering information on potential development projects, examining projects against laws and regulations, and prioritizing projects in line with EU policies. It recommends preparing a "shadow" regional operational programme and establishing working parties to facilitate the process for three key directions: a project on education, training, skills development, research and innovation; a project on the geopark concept; and preparing the shadow operational programme.
1 the national and regional perspectives seminar workshop 19 october-2011
The document discusses Iceland's national development plan called Iceland 2020 and the Sudurnes regional development plan for 2008-2024. Both plans emphasize investing in education and developing skills to strengthen the workforce. Iceland 2020 aims to support groups at risk of long-term unemployment through education. The regional plan focuses on using the region's infrastructure and knowledge to create jobs in skilled industries and promoting education to ensure an available skilled labor force.
6 sept project fiche
1) The document discusses the preparation of project proposals, known as "project fiches", for sustainable economic development projects in Iceland. It outlines the key elements that should be included in a well-designed project proposal.
2) Project design elements that should be addressed include objectives, activities, indicators, risks, budgets, schedules, and institutional responsibilities. Logical frameworks are recommended to help establish objectives and measure results.
3) Thorough information gathering, clear definition of problems to be solved, and measurable goals are essential for a high quality project proposal. Proper design ensures projects meet eligibility criteria and achieve intended outcomes.
5 project prioritization
This document discusses criteria and techniques for prioritizing projects for sustainable economic development in the Sudurnes region of Iceland. It outlines several criteria for prioritization including accession, competitiveness, financial and economic, technical, social and political, and commercial and institutional factors. The document also describes approaches to prioritization such as selecting a prioritization team, identifying relevant criteria, selecting and weighting criteria, applying the criteria to projects to calculate scores and rankings. Project selection procedures and techniques like financial analysis, cost-benefit analysis, and multi-criteria analysis are also summarized.
4 sept pcm
This document discusses the project cycle management process for sustainable economic development projects in the Sudurnes region of Iceland. It outlines the key elements of programming, project identification, preparation and appraisal, implementation, and evaluation. Specifically, it describes the roles of managing authorities and implementing bodies in coordinating the preparation of operational programs, creating awareness of project opportunities, performing quality assurance checks, and procuring feasibility studies.
3 programming and tools swot & lfa
This document provides an overview of programming concepts and tools used for sustainable economic development planning. It discusses principles of programming such as defining objectives, strategies, and indicators. Two key tools are analyzed in depth: SWOT analysis to identify strengths, weaknesses, opportunities, and threats, and logical framework analysis to structure the hierarchy of objectives, assumptions, indicators, and activities. The document uses examples to demonstrate how these tools can be applied at both the program and project levels of development planning.
2 ipa overview
The document discusses the Instrument for Pre-Accession Assistance (IPA), an EU program that provides funding and technical assistance to accession countries. It has 5 components that focus on institutional building, cross-border cooperation, regional development, human resources, and rural development.
IPA implementation involves a multi-annual financial framework, indicative planning documents by country and component, and specific programming at the country and component levels. Management can be centralized, decentralized, joint, or shared. The goal is fully decentralized management with only ex-post Commission control. Access to regional, human resource, and rural development funds requires decentralized management be in place. Projects must comply with procurement rules, operational program priorities, relevant EU directives, and co
1 content working group iii
The document provides methodological guidance for three working groups assessing sustainable economic development projects in the Sudurnes region. It outlines a three-phase process for Working Groups 1 and 2:
Phase I involves preliminary project assessment using scoring, weighting, and ranking to prioritize ideas. Phase II includes feasibility analysis of one to three ideas using the Logical Framework Approach. Phase III prepares the best idea for funding by developing a project fiche and addressing requirements of the European Investment Bank, European Investment Fund, or EU funding.
Working Group 3 is tasked with defining the methodology, including an overview of EU pre-accession funding, tools for programming assistance like the Logical Framework Approach, and guidance on project prioritization, design
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1 the national and regional perspectives seminar workshop 19 october-2011
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留信网认证的作用:
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3:国家专业人才认证中心颁发入库证书
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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- 3. European Investment Bank www.eib.org
- 24. Nordic Investment Bank www.nib.int
- 25. Nordic Investment Bank Mission The Nordic Investment Bank promotes sustainable growth of its member countries by providing long-term complementary financing, based on sound banking principles, to projects that strengthen competitiveness and enhance the environment.