slides and trainer materials viennasep08

7/31/2019 Slides and Trainer Materials ViennaSep08

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How to Prepare and Present

Proposals:

a twelve session trainers workshop

Improving our capacity to prepare complete and

balanced proposals shortens the path from good ideas

to implementation.


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Session 1Overview

Why are we here?

What are we expected to accomplish?

What information and techniques will weshare?

What are the different examples and

problems we will work on? How will we critique our work?

Information Technique Cases Teaching OptionsFeedback Improvements


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Proposal Samples

Mozambique Sugar to Ethanol

Egypt Waste to Electricity

Kenya Bagasse to Electricity China Waste Water Treatment

Senegal Solar Milling


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Typical Proposal Problems

Incomplete or Imbalanced

Misdirected

Non-responsive

Terminology Gap


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Schedule and Approach

Day 1-preparatory work Day 2-building a proposals Day 3-presenting a proposal and training others

Lectures + Exercises + Feedback Primary Exercises-Working as teams, sharingfive proposal examples.

Authors will help teams understand theproposal; teams will assist authors in suggestingimprovements

Feedback will concentrate on the strengths andweaknesses of each session

Wiki, Memory Sticks and all-in-one


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Preparing and Presenting ProposalsA Guidebook on Preparing Technology Transfer Projects for Financing

Chapter 1Summary

Chapter 2Before Preparing a Proposal

Chapter 3Preparing a Proposal

Chapter 4Presenting a Proposal

Chapter 5Customizing a Proposal

Information Boxes and Lessons Learned

Templates and Other Annexes


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Basic Concepts

Proposal

Champion and Enabler

Money, time and otherresources

Idea + Request

P r o p o s a l

EnablerChampion


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Session 1 Exercise

You are preparing a budget. How is this aproposal?

You are asked to approve a trip. How is this a

proposal? A school needs books. You decide to raisemoney for the school. Who is the Champion andhow is your decision a proposal? Who are the

enablers? Is it still a proposal if you simply buy the books

yourself and send the books to the school?


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Feedback and Break

Too long, too short?

Too simple, too much?

Lecture and Exercise Critique Questions and Discussions helped,

distracted?


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Session 2Method: Seven Questions

Information-the seven key questions

Technique-building block approach

Information-content for two of the fiveproposals

Exercise-as a group we will conduct apreliminary inventory of two proposals,

identify the seven key pieces of content (ornot) and address a core issue: Is it clearwhat is being requested?


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Method

What?

Where?

Who?

Why?

How?

BaseCase

What If?

To Whom?

Proposal


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Preparing and PresentingProposals: Building Blocks

1. What? Product, service, technology, client

2. Where? Location, market, operating and regulatory conditions

3. Who? Champion, owners, sponsors, team, approval bodies, stakeholders

4. Why? Financial, social, environmental, market, growth

5. How? Status, milestones, schedule, costs, revenues, grants, loans, investment

6. What if? Schedule changes, output and cost variances, kep person events

7. To Whom? Grant-makers, Lenders, Investors, Specialized Programs, Others

What? Where? Who? Why? How?

Base Case

What If? To Whom?Proposal


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Guidebook Checklist

Read Egypt and Kenya

See Page 16 of Guidebook

Conduct a preliminary inventory ofproposals

Identify included and missing parts

Is it clear what is being requested?


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Session 3 - Numbers: accounting,finance and scheduling concepts

Information: key terms used in thequantitative portions of proposals

Technique: debt service, net present

value, internal rate of return incomestatement, balance sheet planning,construction and operations

Exercise: simple payback Ellen and NikiBuy a Coffeepot) compound interestcalculationssee Guidebook Page 39


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Basic ConceptsTime Periods and Money

Planning

Construction

Pre-operation

Operation

Capital Cost

Capital Grants

Loans, Debt

Equity

Revenue

Operating Costs

Operating Grants

Net Operating Revenue

Debt Service

Cash Flow

Dividends


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Time Periods and Money

Planning

Construction

Pre-operation Operation

Capital Cost Capital Grants Loans, Debt

Equity Revenue Operating Costs Operating Grants Net Revenue Debt Service Cash Flow Dividends

CAPITAL


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Time Periods and Money

Planning

Construction

Pre-operation

Operation

Capital Cost

Capital Grants

Loans, Debt

Equity

Revenue Operating Costs

Operating Grants

Net Revenue Debt Service

Cash Flow

Dividends

OPERATING


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Planning includes

Technical analysis

Site selection

Environmental and social assessments

Feasibility analysis

Obtaining all permits and approvals

Finding, negotiating and closing the necessary fundingto make a proposal reality

During the planning period, the Champion must track

and record time spent on activities. Sometimes calledsweat equity, this information becomes extremelyhelpful in later discussions, especially with new potentialinvestor-owners.


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Construction and pre-operationinclude:

Site acquisition

Preparation of land

Building of structures

Installation of infrastructure

Acquisition and installation of equipment

Setting up offices and distribution points

Acquisition of operating equipment (vehicles, office,maintenance)

Fees to be paid to experts Fees to be paid or credited as shares of ownership to

Champions


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An operating budget and planincludes:

Revenue estimates that show both the number of units expected tobe produced and the value of each unit

Labour costs (separated between labour to produce the product orservice and labour to run the company or the programme)

Raw materials to produce the product or service (e.g., fuel toproduce electricity or untreated bed-nets and the special coating tobe applied)

Transport: fuel, maintenance Communications: phone, fax, e-mail, postage Utilities: heat, cooling, water, electricity Packaging

Office supplies Equipment rental Insurance Accounting and auditing services


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Basic ConceptsFinancial Analysis

Cash Flow

Interest

Debt Service Net Present Value

Internal Rate of Return

Debt Service Coverage Ratios Project Rate of Return


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InterestYear 0 (when the money is borrowed) = 1,000

Add 12% for year 1 = 120Balance at end of year = 1,120.00

Add 12% for year 2 = 134.40

Balance at end of year 2 = 1,254.40

Add 12 % for year 3 = 150.53Balance at end of year 3 = 1,404.93

Add 12% for year 4 = 168.59Balance at end of year 4 = 1,573.52

Add 12% for year 5 = 188.82


FV = P(1 + R) N

1762.34=1000(1+.12)5


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FV = P(1 + R)n

Where:

FV = future value

P = principal (initial amount)

R = annual rate of interest (also abbreviated as lowercase i)

n = number of years

FV = 1000(1+.12)5

* = multiplied by 1.12 * 1.12 * 1.12 * 1.12 * 1.12 = 1.7623

1000 * 1.7623 = 1762.34

Compounding


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Compounding: a calculation showing 1,000 at 12 per centinterest compounded yearly for five years follows:

Year 0 (when the money is borrowed) = 1,000

Add 12% for year 1 = 120

Balance at end of year = 1,120.00

Add 12% for year 2 = 134.40


Add 12 % for year 3 = 150.53


Add 12% for year 4 = 168.59


Add 12% for year 5 = 188.82



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PaymentMethods

Year1

Year2

Year3

Year4

Year5

Totalpayment

A - Bullet 120 120 120 120 1,120 1,600

B - EqualAnnual

orMortgage

277 277 277 277 277 1,385

C - Equalprincipal

320 296 272 248 224 1,360

Debt ServiceRepay 1,000 over five years at 12 per cent three methods

Five year net present value at


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Five-year net present value at12 per cent discount rate

Year1

Year2

Year3

Year4

Year 5Totalpay-ment

NPV,12%,five

years

CaseA

120 120 120 120 1,120 1,600 1,000

Case

B

277 277 277 277 277 1,385 1,000

CaseC

320 296 272 248 224 1,360 1,000

See Annex 5, Page 191 for formula and factors


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IRR and NPV

Year 0Amt.

out

Year1

Amt.

in

Yr.2

Yr. 3 Yr. 4 Yr. 5 Total

1. -1,000 300 240 240 270 350 400

2. -1,000 350 280 350 280 140 400

3. -1,000 350 350 300 200 200 400


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IRR and NPV

Year 0Amt.out

Year 1Amt.

in

Yr.2

Yr.3

Yr. 4 Yr. 5 TotalNPV @

13%

1. -1,000 300 240 240 270 350 400 -22

2. -1,000 350 280 350 280 140 600 +17

3. -1,000 350 350 300 200 200 400 +20


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IRR and NPV

Year 0Amt.out

Year 1Amt. in

Yr.2

Yr. 3 Yr. 4 Yr. 5

NPV@13%

IRR

1. -1,000 300 240 240 270 350 -22 12.0%

2. -1,000 350 280 350 280 140 +17 13.9%

3. -1,000 350 350 300 200 200 +20 14.1%


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Debt Service and DSCRs

Debt service

optionsYear 1 Year 2 Year 3 Year 4 Year 5 Total

Case A 120 120 120 120 1,120 1,600

Case B 277 277 277 277 277 1,385

Case C 320 296 272 248 224 1,360

Debt servicecoverageratio

Year 1 Year 2 Year 3 Year 4 Year 5Years

15

Case A 3.3 3.5 3.7 3.8 0.4 1.4

Case B 1.4 1.5 1.6 1.7 1.7 1.6

Case C 1.3 1.4 1.6 1.9 2.1 1.6

Year 1 2 3 4 5 1-5Funds Available 400 420 440 460 480 2,200


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Financial Concepts

Interest

Principal

Debt Service

Net Present Value

Internal Rate of Return

Debt Service Coverage

Ratios

i

P or p

P+I

NPV

IRR

DSCR


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Session 4 Process: fact-finding tobase case to finished proposal

Information Content: taking the sevenquestions and using these to complete a

proposal Technique Content: template paper or

Excel-based proposal building

Exercise: by team, conduct an inventory ofthe five sample proposals

Preparing and Presenting


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Preparing and PresentingProposals: Building Blocks

1. What? Product, service, technology, client

2. Where? Location, market, operating and regulatory conditions

3. Who? Champion, owners, sponsors, team, approval bodies, stakeholders

4. Why? Financial, social, environmental, market, growth

5. How? Status, milestones, schedule, costs, revenues, grants, loans, investment

6. What if? Schedule changes, output and cost variances, kep person events

7. To Whom? Grant-makers, Lenders, Investors, Specialized Programs, Others

What? Where? Who? Why? How?

Base Case

What If? To Whom?Proposal


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Preparing and PresentingProposals: Initial Questions

What? Product, service, technology, clients

Where?Location, market, operating and regulatory

conditions

Who?Champion, owners, sponsors, team, suppliers,

approval bodies, stakeholders

Why?Financial, social, environmental returns,

benefits and issues, market and replicationpotential, sustainability

How?

Current status, milestones, metrics, schedule,

costs, revenues, grants, loans, investment

F I iti l Q ti t B C


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From Initial Questions to Base Case

What?

Where?

Who?

Why?

How?

BaseCase

F I iti l Q ti t B C


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From Initial Questions to Base Case

What?

Where?

Who?

Why?

How?

BaseCase

Planning Costs and Schedule

Construction Costs and Schedule

Planning and Capital Grants

Debt and Equity

Operations Commencement andRoll-out

Revenues

Operating Grants

Operating Expenses

Net Revenue from Operations

Depreciation, Taxes, Debt Service


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Session 5What? And Where?

Information Content: the differentdimensions of defining product, service,technology, clients, market and setting

Technique Content: us of templates Exercise: by teams, investigate the

What? and the Where? of one sample

proposal, record Notes and Comments tobe shared with other teams and proposalauthors


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Product or Service

Are you offering a Product or Service?

Product Service Both Other

Is the Product or Service New?

New New to thisarea

Existing Other

Have customers seen this Product or Service before?

Never Sawelsewhere

Yes, existslocally

Other


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TechnologyDescription

Reference for further technicaldetails

Where is thistechnology

used?

Is the technology successul inthese places?

Globally Yes No Don't know

In thiscountry

Yes No Don't know

In this local Yes No Don't know

Customer


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What types of customers will youserve?

Individuals orfamilies Smallbusinesses

Largebusinesses

Other

Approximately how many customers will be served innext 3 years?

Average Customer Income / Revenue

Average Customer Income / Revenue

Trends


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Session 6Who? and How?

Information Content: the variety of humanand institutional skills and motivations tobe considered in creating animplementation teams and a plan

Technique content: use of templates tobuild such an inventory

Exercise: teams switch proposals and

prepare an assessment of the team andthe plan, creating a series of questionsand notes to be shared with other teams

and the proposal author

Champion Self-Assessment


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What is your main motivation for starting thisbusiness?

Earn a regular income

Be involved day to day

Be involved only part-timeEarn a one-time fee or lump-sum

payment

Create a valuable business over time by growing it slowly

Engage family membersGain experience

Improve the well-being of a particularcommunity

Improve the environment

Other Please

Describe the skills your team members have (check all that


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apply):

Pleasespecify

Level ofcompetence

Technical

Operational

Financial

Legal

Sales

Service

Negotiation

Marketing

Political

Fundraising

Other


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Planning Costs Year -2 Year -1 Year 0

P1Obtaining all

permits -

P2 Technical analysis -

P3

Negotiating andpreparingcontracts

-

P4

Negotiating andpreparingcontracts -


P6 -

P7 -

Month Number


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Month Number

Planning tasksResponsible

personEstimated

cost Start Finish

P1 Permits Name 15,000 1 12

P2Technical

analysis I Name 10,000 1 12

P3 Contracts I Name 5,000 1 12

P4 Contracts II Name 10,000 13 24

P5Technical

analysis II Name 5,000 13 24

P6

P7

P8P9

P1

0

45,000

Construction /


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Pre-operationsCosts Year -2 Year -1 Year 0 Year 1

C

1Land Acquisition

C2

Final engineeringand design

C3Machinery

C 4MachineryC

5Machinery

C6Machinery

C

7TestingC

8Testing

C9Testing

Subtotal - - - - -


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Construction tasksResponsible

person Estimated cost

C1 Land acquisition Name 240,000

C2 Engineering Name 110,000

C3 Machinery 1 Name 2,381




C7 Testing 1 Name 300,000

C8 Testing 2 Name 33,334

C9

C10Interest during

construction Name 50,952

1,070,000


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Revenues Year 1 Year 2 Year 3 Year 4 Yea


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Revenues Year 1 Year 2 Year 3 Year 4 Yea

Units

Revenue per Unit

R1 Revenue from 1

Units

Revenue per Unit

R2 Revenue from 2

Units

Revenue per Unit

R3 Revenue from 3

REVENUES - - - -

RESULTSTotal, all

years Year -2 Year -1 Year 0 Year 1 Year 2 Year 3


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RESULTS years Year -2 Year -1 Year 0 Year 1 Year 2 Year 3

Planning Costs - - - -

Construction / Pre-operations

Costs - - - -CAPITAL COSTS - - - -

Grants and Subsides

For Planning, Construction orPre-Operations

- -

- -

GRANTS AND SUBSIDIES - - - - - - -

REVENUES - - - -

OPERATING COSTS - - - -

NET REV.FROMOPERATIONS - - - - - - -

Operating Grant - -

"EBITDA" - - - - - - -


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We know from previous steps the following:

Capital Costs -

from Grants -

Balance -

Owner's Equity Investment

Balance to be Raised -

Equity from new owner - investors

Balance to be raised from loans -

yeThe Following Table represents the venture in operation. It brings forward data from the


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The Following Table represents the venture in operation. It brings forward data from the"How Templates 1-7."

Year Year -2 Year -1

Capital Cost

from Donors Capital Grants - - -

from Owner-Investors Equity Investment -

from Lenders Loans -

Capital Cost - - -

Operations Year Year -2 Year -1

Revenues -

Operating Grants or Subsidies -

Operating Costs -

Net Revenues from Operations "EBITDA" -For Length of LoanOnly

Interest #NUM!Taxes

Depreciation

Net Income

Add Back: Depreciation

Less: Amortization / Principal Payments

Net Cash Flow to Owner-Investors IRR #DIV/0! #DIV/0! #

Year -2 Year -1 Year 0


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Capital costs

From donors Capital grants 50,000 50,00

From owner-investors Equity investment 465,000 174,648 159,366 130,986

From lenders Loans 600,000 225,352 205,634 169,014

Capital costs 1,115,000 400,000 365,000 350,00

Operations Year -2 Year -1 Year 0Revenues 4,290,000

Operating grants or subsidies 12,500

Operating costs 1,880,000

Net revenues from operations

(EBITDA) 1,532,500 (For length of loan only)

Interest 314,446

Taxes

Depreciation

Net income

Add back: Depreciation

Less: amortization/ principal

payments 600,000

Net cash flow to

owner-investors IRR 8.4% (174,648) (159,366) (130,366

DSCR 1.68

S i 7


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Session 7Why? impacts and benefits

Information Content: classifying the type ofproject from an environmental perspective andcreating an inventory of the benefits offered by aproposal

Technique Content: recognizing projectdifferences and impacts, thinking beyondconventional classifications to realize themaximum triple bottom line

Exercise: with authors joining the proposalteams the notes, comments and questions thusfar will be reviewed and the impacts and benefitsof the projects discussed.


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Typical category C projects


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yp g y p j

Pre-feasibility studypreparation

Energy efficiency

Consulting firms Share registries

Service industries Stock broking

Technical assistance Retail banking

Exclusions -- of course, there are activities with the clear potentialt t bl i l d i t l i k th t t d t


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to pose unacceptable social and environmental risks that tend tobe unclassified as A, B or C. Examples of projects to be avoided

include:

Production or activities involving harmful or exploitative forms of child labour Production of or trade in any product or activity deemed illegal under host

country laws or regulations or international conventions and agreements Production of or trade in weapons and munitions Production of or trade in alcoholic beverages (excluding beer and wine) Production of or trade in tobacco

Gambling casinos and equivalent enterprises Trade in wildlife or wildlife products regulated under Convention on

International Trade in Endangered Species of Wild Fauna and Flora(CITES)

Production of or trade in radioactive materials Production of or trade in or use of unbonded asbestos fibres

Commercial logging operations in primary humid tropical forest Production of or trade in products containing polychlorinated biphenyls(PCBs)

Production of or trade in pharmaceuticals subject to phase-outs or bans Production of or trade in ozone-depleting substances subject to phase-out Drift-net fishing in the marine environment using nets in excess of 2 km in

length

People withAccess to


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Access toModern Energy

Services People with Access to WaterCumulative Clean Energy

Generated/MWH

Energy saved fromEfficiency

initiatives/MWH

4,313,198 93,325 867,818 122,525

Jobs Supported Improved IncomeWomen Ownership/

ShareholdingEntrepreneurs receiving

services

4,034 $ 10,336,199 108 984

Capital MobilizedE+Co's Portfolio Return

after Write-offsPotential Growth or Follow-

On CapitalE+Co Repayments to

Investors

$183,169,170 7.9% $ 119,900,000 $5,306,289

CO2 Offsets byEnterprises/tons

CO2 Offset for Life ofProject/projected tons

Value of CO2 Offsets for Lifeof Project

Reforested Land/Hectares and Number of

Trees

3,431,790 17,368,845 $ 86,844,223~320,000 trees/ 280

hectares

Kerosene Firewood & Charcoal

Session 8 the base case


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Session 8 the base case

Information Content-base casecomponents

Technique Content-template entry and use

of default values and basic assumptions

Exercise-teams and authors enter dataand begin the compile a list of what could

go wrong, filling in default assumptionswhere data is not available


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Planning Costs Year -2 Year -1 Year 0

P1 Obtaining all permits -


P3

Negotiating and preparingcontracts

-

P4

Negotiating and preparingcontracts

-


P6 -

P7 -

P8 -

P9 -

P10 -

TOTAL - - - -

Construction / Pre-


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operationsCosts Year -2 Year -1 Year 0 Year 1

C1 Land Acquisition

C2

Final engineering and

design

C3 Machinery

C4 Machinery

C5 Machinery

C6 Machinery

C7 Testing

C8 Testing

C9 Testing

Subtotal - - - - -

C10

Annual Interestduringconstruction=

5%

- - - - -

TOTAL - - - - -


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Grants and Subsidies Year -2 Year -1 Year 0 Year 1 Year 2

1 For Planning or Construction / Pre-operation

NEW requests

Existing or other requested grants and subsidies

2 For Operation-NEW

For Operation-Existing or other requested

TOTAL - - - - -


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Revenues Year 1 Year 2 Year 3 Year 4 Year

Units

Revenue per Unit

R1 Revenue from 1

Units

Revenue per Unit

R2 Revenue from 2

Units

Revenue per Unit

R3 Revenue from 3

REVENUES - - - - -

RESULTSTotal, all

years Year -2 Year -1 Year 0 Year 1 Year 2 Year 3


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Planning Costs - - - -

Construction / Pre-operationsCosts - - - -

CAPITAL COSTS - - - -

Grants and Subsides

For Planning, Construction orPre-Operations

- -

- -

GRANTS AND SUBSIDIES - - - - - - -

REVENUES - - - -

OPERATING COSTS - - - -NET REVENUE FROM

OPERATIONS - - - - - - -

Operating Grant - -

"EBITDA" - - - - - - -

Simple Feasibility Test - - - - - -


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We know from previous steps the following:

Capital Costs -

from Grants -

Balance -

Owner's Equity Investment

Balance to be Raised -

Equity from new owner - investors

Balance to be raised from loans -

Base Case

S


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Sye

The Following Table represents the venture in operation. It brings forward data from the"How Templates 1-7."

Year Year -2 Year -1

Capital Cost

from Donors Capital Grants - - -

from Owner-Investors Equity Investment -

from Lenders Loans -Capital Cost - - -

Operations Year Year -2 Year -1

Revenues -

Operating Grants or Subsidies -

Operating Costs -

Net Revenues from Operations "EBITDA" -For Length of LoanOnly

Interest #NUM!

Taxes

Depreciation

Net Income

Session 9


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Session 9What if? sensitivity analysis

Information Content use of checklists ofthings that might go wrong

Technique Content risk analysis,

sensitivity analysis grouping like eventsand impacts

Exercise a series of sensitivity cases will

be prepared and an inventory made of keyversus other risks

From Base Case to Final Questions


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Q

What?

Where?

Who?

Why?

How?

BaseCase

What If?

To Whom

From Base Case to Final Questions


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BaseCase

What If?

To Whom

WHAT IF?

Schedule disruptions

Cost and revenue variances

Output differences

Key person changes

Laws, regulations, owners,

sponsors, staffing, political

Changes

TO WHOM?

Customers

Donors

Lenders

Investors

Completion risk involves the risk that something


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p gstarted might not be completed after a lender hasmade funds available. This can happen when aproposal costs far more than originally expected or

the market has changed significantly duringconstruction. Completion risk can be managedthrough the type of contract entered into to design,build and commission (start operation).

Technology risk involves something not performingas planned or becoming obsolete far more rapidlythan expected. If the technology never performs asagreed to in the installation phase this can be part ofcompletion risk, but generally it is considered to bein a separate category. Technology risk is most oftenmanaged through guarantees and warranties fromthe suppliers of equipment and also through theacceptance testing process. Longer-termperformance can be enhanced through operationsand maintenance contracts and various types of

insurance.

Supply risk involves raw materials not being


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Supply risk involves raw materials not beingavailable. This can include resources which theproject is going to use (e.g., a mine or a

plantation forest) or buy (e.g., fuel or supplies).Managing supply risk sometimes requiresentering contracts for sufficiently long enoughperiods of time and with predictable prices toassure an uninterrupted supply of inputs.

Economic risk exists even after a project iscompleted, the technology is working and theinputs are available. The result might be

inefficient or the estimated market (demand)evaporates. Confidence in (conservative andrealistic) market projections and the Championsdemonstration of market knowledge andawareness are crucial in managing economic

risk.

Political risk involves the risk that the rules andregulations governing a proposal might change


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regulations governing a proposal might change.A good example might be the risk that agovernment may arbitrarily raise the taxes on a

project to render it not economic. Environmental risk involves unknown

environmental conditions that might disrupt aplan after it is begun.

Social risk is a category that takes into accountall manner of social disturbances or disruptionsthat can impair a proposals implementation.

Force majeure risk is the risk that somethingcatastrophic a storm, an earthquake, adevastating accident may cause a project tofail. Insurance programmes directly addressforce majeure risks.

Financial risk occurs either when variable


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Financial risk occurs either when variableinterest rates are used, refinancing of the projectis assumed sometime during its life or additional

financing is required in the future. Interest rateschange. Large changes can make an enterprisenon-competitive or not liquid (liquidity meanshaving the cash to meet repayment obligation to

lenders). Currency risk is closely related to financial risk

and could be lumped into that category, but thevery nature of technology transfer projects

warrants it being treated separately. Currencyrisk involves the difference between the value ofthe currency that impacts income or expensesand the value of the currency in which the loan

repayments must be made.

Session 10


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Session 10To Whom?

Information Content: types of enablers andfunders, relationship of funders to rates ofreturn

Technique Content: classifying andmatching funding needs to enablers

Exercise: teams (with authors) create a list

of what to pursue Peter Storey introduces PFAN


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Beginning the Search

Estimated rate of return Type of funding

Negative or zeroGrants and subsidies

Zero to between 5 and 7per cent

Donors and investors who considersocial and environmental returns aswell as financial ones

Over 57 per centSpecialized lender-investor-donors

who see the blended value potentialof investments are likely targets

Above 10 per cent

Private-sector investors and lenders

Return

potential


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potential

15%

10%

5%

0%

Donors and

specialized

programmesOwner

investorsFinancial

investors

Triple-

bottom-line

investorsExperts,

suppliers, etc.

Looking forPLANNINGsupport

15%


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15%

10%

5%

0%

Donors and

specialized

programsOwner-

investorsFinancial

investors Lenders

Triple-

bottom-

line

investors

Experts,

suppliers,

etc.Major

customers

Looking for

CONSTRUCTIONFinance

Return Potential

Return


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potential Operations stage

15%

10%

5%

0%

Donors and

specialized

programmes CustomersExperts,

suppliers, etc. LendersOwner-

investorsGovernment

subsidy

Funding forOPERATIONS


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C b M ti ti E i


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Carbon Monetization Exercise

S i ti


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Summarization


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Session 12


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Session 12Teaching Others

Information Content: review of theinformation and techniques conveyed,methods used and exercises

Technique Content: feedback andimprovements suggestions onadaptations and usefulness

Exercise: team feedback, author feedback,individual feedback inventory ofmaterials needed

slides and trainer materials viennasep08

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