Sentences with phrase «cost facilities financing»

LISC was already providing low - cost facilities financing for charter schools in California; it has helped with the funding for $ 22 million in middle and high school construction in East and South L.A..

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

If your business needs to buy its facility, your initial costs may be high, but the building's cost can be financed over a long - term period (15 to 30 years).

OnDeck also extended the maturity date of its asset - backed debt facility that finances its line of credit offering to May 2019, increased the facility's borrowing capacity to $ 100 million, and decreased the funding costs by 200 basis points.

Finance charge increased from # 0.2 million in 2016 to # 1.1 million in 2017, reflecting interest costs on additional borrowings under our credit facility during 2017 and lower costs related to the Novartis Notes after the exercise of a portion of these notes in April 2017.

Unit overheads were estimated through the same finance departments for all settings and covered management and administrative costs, operational costs (including heating and lighting, training, building maintenance), indirect overheads (including personnel and finance functions), and capital costs based on the new build and land requirements of NHS facilities, accounting for unit occupancy rates.

Several projects are to receive low - cost and tax - exempt financing through Westchester County's Local Development Corporation to help for a continuing care facility, expansion of a surgical suite, reno

«This low - cost financing will save money for local ratepayers by modernizing the system and eliminating outdated facilities.»

Under this legislation, financing costs for the facility would be recovered as the plant is built instead of when it is placed into service — avoiding a large, one - time increase in rates.

Finally, when schools do locate a facility, upfront costs can be prohibitive for schools that do not have the per - pupil revenue base or donor support to finance renovations.

And some GOP members of Congress said that labor laws unnecessarily drive up the cost of federally financed school facilities.

When the Aurora Expeditionary Learning Academy (AXL) in Aurora, CO refinanced higher cost debt through the Mountain West Charter Schools Fund, it was able to lower its overall facilities financing burden while funding additional improvements, resulting in more dollars for the classroom.

As a 501 (c)(3) tax - exempt, nonprofit corporation and CDFI, CSDC has helped public charter schools acquire and finance facilities at the lowest possible cost, through below - market - rate credit enhancements and direct loans, as well as custom - developed lease - for - purchase facilities.

CSDC helps high impact, high quality charter schools acquire and finance facilities at the lowest possible cost.

Charter schools often receive less money than other public schools, usually don't get facility financing, and the cost of benefits keeps rising.

By acting as a partial guarantor or «co-signer» for the school's lease or loan payment obligations, IBBF is used to induce, leverage and partially secure funding from private capital investors and traditional banking sources (landlords and lenders) to provide a 100 percent financed facility at an affordable cost to the charter school borrower.

(c) The Secretary is also authorized to make grants to assist in the initial staffing of any public or nonprofit REHABILITATION facility constructed after the date of enactment of this section (whether or not such construction was financed with the aid of a grant under this section) by covering part of the costs (determined in accordance with regulations the Secretary shall prescribe) of compensation of professional or technical personnel of such facility during the period beginning with the commencement of the operation of such facility and ending with the close of four years and three months after the month in which such operation commenced.

- to provide refuge for homeless animals and animals in need and coordinate their placement in permanent and safe home environments; - to provide education through publications, seminars, and discussions to the general public on animal health and welfare, behavior and care including the benefits of spaying and neutering; - to provide information and referrals to affordable and low cost medical care including spay & neuter clinics and other animal medical and care facilities; - to provide information on training, behavior modification and general handling instruction along with referrals to vetted and certified professionals in these areas; - to liaise and network with other animal rescue organizations as part of a mutual effort to aid animals in distress; - to solicit donations and funding from government agencies, corporations, private foundations, public charities, individuals and the general public at large to finance the medical, housing and other incidental costs of homeless animals while in the custody of the organization; - to organize and participate in fundraisers to benefit furtherance of the overall main purpose and goals of the organization; - to have the normal functions, operations, programs and pursuits incidental to a fully recognized and operational nonprofit animal rescue organization.

(Sec. 246) Amends the National Institute of Standards and Technology Act to require the Secretary to establish a program for awarding grants to states to establish revolving loan funds to provide loans to small and medium - sized manufacturers to finance the cost of: (1) reequipping, expanding, or establishing a manufacturing facility in the United States to produce clean energy technology products, energy efficient products, or integral component parts of such technology or products; and (2) reducing the energy intensity or GHG production of a manufacturing facility.

Perhaps some existing or planned environmental finance facilities or international development assistance could be redirected into the facility, the rationale being that the gearing here would be extremely attractive — for a partial contribution to the cost of raising the carbon price would restore confidence sufficiently for private sector flows to restart — boosted also by the implication that carbon markets, and the validity of CERs, are here to stay.

They include the difficulty of integrating large amounts of renewable energy into the electricity system; uncertainty on the timeline for meeting Renewables Portfolio Standards goals; environmental concerns with the development of renewable facilities and associated transmission; difficulty in securing project financing; delays and duplication in siting processes; time and expense of new transmission development; the cost of renewable energy in a fluctuating energy market; and maintaining the state's existing baseline of renewable facilities.

Jenn serves as the Chief Administrative Officer, responsible for leadership of HR, finance, facilities, vendor management, and cost control.

It should include a fair market facilities cost (the counterpart of rent) and all allocations or charges by the company for support, such as technology, finance or human resources (even if the department estimates what those charges should be).

And although many facilities have financing programs to help women who can't afford it, the whole process can cost you around $ 50,000.

General and administrative expenses are comprised primarily of employee compensation and benefits for functions such as finance, accounting, analytics, legal, human resources, consulting fees, and other costs including facility and equipment costs.

Accounting, accounting system, Accounts Receivable, Accruals, Basic, Billing, blueprints, CNC, cost reduction, Decision Making, documentation, estimating, facilities management, Finance, Forecasting, forklifts, grinders, hoists, inspection, Inventory management, lathes, leadership, machinery, machining, manufacturing process, materials, Microsoft office, Outlook, MS Project, works, Natural Gas, personnel, Problem Solving, process control, Project Management, Quality, quality improvement, quick, safety, Scheduling, upgrades, upgrade

, 1983 - 1984 CHAS P. YOUNG, New York, NY, Facilities Management Analyst, • Performed cost, efficiency and productivity analysis of in - house facilities and service centers., EDUCATION, 1981 - 1983 MANHATTAN COLLEGE, Bronx, NY, B.S., Finance and Economics, 1979 - 1981 WESTCHESTER COMMUNITY COLLEGE, Valhalla, NY, A.S., Business Administration, Honors: President, Alpha Beta Gamma (1980 - 1981), MILITARY SERVICE, UNITED STATES COAST GUARD, 1974 - 1979, Rank: E-5 (Middle Management), Discharge: Honorable, Clearance Level: Top Secret, Specialties: Radar and navigation, sophisticated communications, anti-submarine warfare, and electronic warfare, LICENSES, New York Real Estate Agent License, 2006

Business Manager — Duties & Responsibilities Direct daily restaurant operations, marketing, customer service, and finances for multiple establishments Hire, train, and direct large staffs ensuring they understand that brand and adhere to corporate protocols Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Set company budgets, maintain profit / loss statements, and ensure overall financial health Determine employee schedules, responsibilities, and dress code Increase sales through effective marketing and customer service Cut operational costs through efficient inventory management and employee scheduling Negotiate contracts and agreements with suppliers securing quality products at low prices Ensure compliance with all applicable health and safety regulations Enforce corporate food and beverage quality standards Create employee development programs building staff skill sets and value Utilize employee recognition tactics to build morale and company loyalty Develop a loyal client base through excellent customer service and a quality product Build and strengthen relationships with clients, staff, vendors, and community leaders Perform administrative duties such as data entry, filing, faxing, and phones as needed Fluent in Albanian, English, and Spanish.

The Chasm Group, LLC and Chasm Institute, LLC (San Bruno, CA) 1997 — 2008 Business Operations Manager • Managed all daily operational tasks for leading multi-million dollar high - tech market strategy consultancy, while providing executive administration to C - level executives and venture capital partners • Developed and managed the firm's annual budget, proposing and implementing expense cuts, producing monthly reports and financial statements, and coordinating with CPA firm for accurate and timely filings • Oversaw all client relationship management efforts while cultivating new business efforts from concept to implementation, providing high - quality service in sales efforts while utilizing new lead tracking system • Negotiated and managed all contracts, stock grants, and financing arrangements, working closely with outside counsel to draft legal documents and resolve LLC - and proprietary - related issues • Led three office space build - outs and two office relocations, managing all aspects of each process under aggressive timeline and budget expectations • Reduced firm telecom expenses by 22 % by streamlining IT objectives, including migration to VOIP phone system, software / hardware purchases, domain renewals, and outsourced technical support • Directed all phases of staff recruitment while creating and implementing all HR policies and programs, including comprehensive employee benefits plans • Supervised multiple administrative staff members, conducted performance appraisals and wage / salary surveys in comparison to incentive program guidelines, and maintained HR files in accordance with legal mandates • Produced all out - going client invoices in an accurate and timely fashion to increase, cash flow and reduce aging receivables, providing consistent attention to overhead costs and vendor arrangements • Administered all company insurance policies, including E&O, general liability, bonds, partner life and disability, conducting annual benefits reviews and employee / company insurance audits • Obtained necessary certificates for consulting contracts while processing federal, state, and local business reporting requirements to maintain licenses and incorporation status • Directed all marketing efforts and oversaw logistical aspects of national educational workshop series, utilizing sponsorship arrangements to offset production costs • Transformed «brochure» website into a dynamic tool to better illustrate company opportunities through relevant case studies, as well as maintaining all other promotional media, including press kits and video Association of California School Administrators (Burlingame, CA) 1993 — 1997 Issues and Planning Committee Coordinator • Executed all phases of event planning and implementation for a membership - driven organization including 23 state committees, 5 task forces, 6 strategic planning conferences, and a conference of 1,500 attendees • Focused on facility evaluations, bid requests, site visits, contract negotiations, and all pre - and post-conference planning processes • Produced statistical and financial reports, including budget projections and cost monitoring for developmental training efforts • Oversaw all participant - level responsibilities, including inquiries, eligibility, registration, correspondence, and billing statements • Managed all legal professional standards calls for Northern California regions, including the processing of attorney authorizations, the preparation of legal assistance letters, and liens on cause of action • Served as second point of contact for computer inquiries and troubleshooting efforts as well as provided back - up executive administrative support for Executive Director, Committee Chairs, and the State Superintendent of Public Instruction • Held responsibility for software installation and hardware configuration while performing weekly AS / 400 backup and report generation

Business Manager — Duties & Responsibilities Direct daily restaurant operations, marketing, customer service, and finances for multiple locations Hire, train, and direct large staffs ensuring they understand that brand and adhere to corporate protocols Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Set company budgets, maintain profit / loss statements, and ensure overall financial health Determine employee schedules, responsibilities, and dress code Increase sales by 5 % each year through effective marketing and customer service Cut operational costs through efficient inventory management and employee scheduling Negotiate contracts and agreements with suppliers securing quality products at low prices Ensure compliance with all applicable health and safety regulations Enforce corporate food and beverage quality standards Create employee development programs building staff skill sets and value Utilize employee recognition tactics to build morale and company loyalty Develop a loyal client base through excellent customer service and a quality product Build and strengthen relationships with clients, staff, vendors, and community leaders Completed management training program through Fatburger corporate university Certified in ServeSafe food handling procedures Perform administrative duties such as data entry, filing, faxing, and phones as needed Represent brand with positivity, dedication, and professionalism

Professional Duties & Responsibilities Directed all daily operations, customer service, personnel, and finances for multiple hotels and resorts Designed and implemented marketing and sales campaigns resulting in increased business Planned and executed successful community events which enhanced brand awareness Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Recruited, trained, and oversaw customer service personnel, kitchen staff, and cleaning crews Set company budgets, maintained profit / loss statements, and ensured overall financial health Cut operational costs through effective inventory management and employee scheduling Negotiated contracts and agreements with suppliers securing quality products at low prices Performed site inspection tours as well as potential client tours Built and maintained highly profitable corporate accounts Ensured compliance with all applicable health and safety regulations Created employee development programs building staff skill sets and value Utilized employee recognition tactics to build morale and company loyalty Crafted an atmosphere of respect, professionalism, and dedication to excellence Developed a loyal client base through excellent customer service and a quality guest experience Built and strengthened relationships with clients, staff, and community leaders Performed administrative duties such as data entry, filing, faxing, and phones as needed

Director of Operations — Duties & Responsibilities Manage daily operation, finances and personnel of US Army dining facilities in domestic and international forums Responsible for facility and equipment valued in excess of $ 570,000 Train and supervise large staff ensuring efficient and effective food service operations Design and implement staff workflows, program policies, and meal preparation / service procedures Plan and execute breakfast, lunch, and dinner for more than 3,000 soldiers and civilians Create healthy and enjoyable menus in accordance with national nutrition standards Ensure strict compliance with all applicable health and safety regulations Oversee food / equipment inventory and orders ensuring cost effective operations Coordinate special events, field kitchens, and other special projects as assigned Manage all new construction and modification to facilities and equipment Prepare and present reports concerning finances, client satisfaction, and nutrition for senior leadership Utilize extensive military training to manage security of facilities, assets and personnel in hostile territory Consistently promoted for excellence in team leadership, dedication, professionalism, and integrity

Professional Duties & Responsibilities Directed all daily operations, customer service, personnel, and finances for varied restaurants Designed and implemented marketing and sales campaigns resulting in increased business Planned and executed successful community events which enhanced brand awareness Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Recruited, trained, and oversaw assistant managers, hosts, waiters, and kitchen staff Set company budgets, maintained profit / loss statements, and ensured overall financial health Cut operational costs through effective inventory management and employee scheduling Negotiated contracts and agreements with suppliers securing quality products at low prices Ensured compliance with all applicable health and safety regulations Created employee development programs building staff skill sets and value Utilized employee recognition tactics to build morale and company loyalty Crafted an atmosphere of respect, professionalism, and dedication to excellence Developed a loyal client base through excellent customer service and a quality product Ensured staff compliance with corporate food and beverage standards of excellence Built and strengthened relationships with clients, staff, and community leaders Performed administrative duties such as data entry, filing, faxing, and phones as needed

10M 100 75 24YY Y YY YY Y Private Lender NATIONWIDE except: AZ CA NV Roc Capital offers up to 100 % of project costs, standardized terms and long term financing facilities for developers of build - to - suit construction projects.

These facilities include up to 100 % construction loan - to - cost financing with a 70 - 80 % completed loan - to - value.