Finally. A Green Building Finance Course for Non-Finance Professionals

Now you can pre-order the first ever green real estate finance course for non-finance professionals

A couple of days ago we kicked off the pre-order event for the new self-study version of the Competitive Edge Workshop 1: Communicating the Value of Green Building Using Principles of Real Estate Finance.

The first ever self-study course in green real estate finance for non-finance professionals

This all-in-one compact, dynamic course helps you communicate the value of your green building services to real estate finance and investment professionals.  It teaches you how you can present the value of your green building products and services to commercial property owners.

Plenty of in-depth, material to support your learning

• Screencasts of all presentations on DVD
• Course Pack - Study guide accompanying the presentations that provides backup information on presentation topics.
• Green Finance Research & Reference Guide - catalogs the key studies and references in the field.
• Green Finance Glossary - this is the only glossary with the most essential sustainability, real estate finance, investment and energy terms all in one guide. It simply doesn’t exist anywhere else.
• Sample Property Financial Analysis - based on an actual investment as an example of the kinds of financial analysis performed by commercial property investors.

50% price for only a couple more days

Everyone on our newsletter list gets 50% off the course when they pre-order now.  So you pay $149.95 now (vs the $299.85 regular price).  This special pricing will only last a couple more days. (If you are not on our list and buy the course now, you’ll get the 50% discount and will be automatically signed-up on our list.)

Get Free Bonus Gift

You’ll get  Financing Market Transformation, a unique collection of eight articles on the latest thinking and best practices in green real estate finance - donated by the most-respected leaders in the field, so we’re giving it away.

Learn at your own pace

This course gives you the competitive edge — everything you need and nothing you don’t

Buy the course now at:

http://www.galleyecocapital.com/green-building-resources/competitive-edge-green-finance-workshop/

Mini-Workshop: GAPS! in practice with 7-Eleven Corporation

Could the shift to sustainability shrink your investment footprint right under your nose?

Here’s a cautionary case study from a real life business, plus a tool to help with early detection of fatal shifts in your pipeline.

The shift to sustainability is driving many jurisdictions to rethink land use on a major scale. That can make structuring an investment program covering several markets quite complex. While land use changes happen all the time, they usually address site specific issues. Investors are very rarely confronted with the possibility of regional land use changes by multiple jurisdictions at once, due to a mega-trend like sustainability.

The sweeping nature of these changes, and the negative consequences to your program if you can’t stay in front of them, are two reasons why you need to employ better tools during program underwriting to detect broader shifts within your investment case; those that might be beyond the information analyzed in typical real estate market analysis studies.

7-Eleven moves to the suburbs

The case of 7-Eleven, covered in the May Harvard Business Review, highlights that problem in a former era - when the shift to suburbs went undetected by the real estate intensive convenience store operator.

Briefly, 7-Eleven had followed an investment strategy of locating stores on roads that connected residential areas with commercial business districts. As suburbs became more popular, many cities removed those roads or they were simply less traveled by suburban-focused consumers, forcing 7-Eleven to locate in shopping centers, where other retailers, such as Target, started mimicking its late business hours and drawing away shopper traffic.

7-Eleven’s U.S. stores’ productivity decreased over the subsequent years as the company gradually lost access to many of its preferred sites and was forced into tougher competition in strip malls and neighborhood shopping centers. The article’s author notes that 7-Eleven’s business in Japan did very well, however, since those stores remained accessible within walkable neighborhoods.  The entire 7-Eleven corporation was eventually bought by one of its very successful Japanese franchisees.

The GAPS! Map

If you’ve attended the recent Competitive Edge Workshops in San Francisco or were at the National Community Development Lending School in New Orleans, you learned how the GAPS! Map tools can help you to develop your business case for the potential value-add that a green or energy efficiency strategy can bring to your investment program.

The GAPS! framework helps practitioners structure the sustainability-driven assessment that is critical for real estate underwriting because sustainability exerts dynamic influences on nearly every facet of a project. The graphic here presents an overview of the tool.

The “P” in GAPS! stands for ‘PIN’ down the causes.  The GAPS framework looks at the sustainability challenge as a complex business “problem”, with root causes that need to be discovered and “solved” via mitigation within the green investment strategy.

Pinning down the causes refers to investigating factors within and external to the project as well as the capabilities of the team that will implement the green strategies. A full description of the available tools is beyond the scope of today’s article, but the case of 7-Eleven highlights the usefulness of one aspect of the assessment. The outcomes are qualitative and quantitative factors that will positively and negatively affect the success of the project.

To evaluate the factors external to the project, you have to investigate the ways that sustainability might exert influence on the social, regulatory, political and of course, environmental forces operating around the project or in the market area where invest.

Typical real estate analysis focuses on real estate specific market factors, but ignores broader regulatory or political action in adjacent markets. It is always assumed that this information is only relevant when it is priced into the real estate, but that is often not the case. If a negative trend has progressed to the point where it can be priced into real estate within your target markets, then it may be too late for you to avoid the damage. You’ll have to either accept that price, rework your investment plan to include countermeasures or leave that market.

With Pinning down the causes, you would have to ask yourself about possible sustainability interactions at a broader level and determine how that might harm or help your green building project, markets, or doing business as usual (conventional investment) if that’s your focus.

The 7-Eleven case highlights the fact that 7-Eleven never connected the dots between the mega-trend of people moving to the suburbs and how that might lead them into direct combat with category killers in suburban strip malls and neighborhood shopping centers.

If the 7-Eleven management team had applied Pinning down the causes within their investment strategy, they might have been able to turn a challenge to their business model, such as consumers moving away to the suburbs, into a bigger opportunity in urban areas:

• Instead of simply following consumers out to the suburbs one market at a time, and getting into a long destructive war with big box category killers, they could have stepped back and noted where the broader trend of suburb life was most prominent and made the decision to capture business in areas that would remain permanently “urban,” where the category killers cannot obtain sites due to their larger store format.
• It took a very long time for many retailers to understand how population density in urban areas is a big plus for retailers. 7-Eleven could have seen these urban shoppers as being a prime customer segment that had been largely overlooked by the category killers (for the first few years anyway).

Both of these ideas are strategic in nature. If a company remains too “close to the ground” in its market analysis and underwriting, it will not see the bigger trends that will impact the long-term success of its investment program.

Using Pinning down the causes forces the investors to ask the bigger, tougher questions in addition to the traditional real estate analytics, to make sure that the project is in sync with larger influences or the investor has at least had an early warning of problems on the horizon that she should make sure to protect her strategy against or possibly turn into a brand new opportunity.

These and many more aspects of using the GAPS tools and frameworks for investment programs and project underwriting are covered during our workshops on green finance. Make sure you are signed up for Pacesetter, our newsletter, so that you’ll get announcements of upcoming classes.

Galley Eco Capital Wins CALED Mandate

Financing and Business Model Challenges

Lisa Michelle Galley, Galley Eco Capital’s Managing Principal, has had a long career as a financial services executive and is a nationally-recognized green finance specialist. She spoke about the challenges encountered by groups such as CALED that decide to explore new financing models and products:

“Our experience with regional finance programs and products has shown some typical problems organizations encounter when they troubleshoot their initiatives, so we bring a  unique toolbox and skill set to help them identify the problems and create sustainable finance models.”

Identifying Root Causes

First, many organizations will decide that they have financing problems without knowing the root causes of why money is not flowing through their markets in the way they expect. Without identifying the root causes of the problem, they never know the true minimum requirements that any solution should deliver. As a result, fresh funding might not flow efficiently enough to resolve their financial problems. Galley Eco Capital uses performance technology tools and techniques to identify root causes to finance problems.

Systems Analysis Defines Problems Better

Then the problems should be analyzed within a dynamic system of behavior and interactions. For example, the power dynamics between price makers and price takers within a market has to be understood as part of defining the problem.

Price makers are firms from industries that have pricing dominance — they have the power to obtain their desired pricing within transactions. Healthcare companies are a great example. The markets dictate pricing to price takers, making them weaker actors in any business system. Many hotels and manufacturers find themselves in this group. To create successful regional finance initiatives, organizations have to identify the power dynamics between these groups and make sure mechanisms are in place, which will keep them in balance over time.

Galley Eco Capital applies concepts from system dynamics, analyzing business models within whole financial systems, in order to obtain deeper insights about how these issues might be brought into balance.

In the case of regional economic development, EDC’s may want to simply recruit a successful businesses from another region into their own. Without knowing the dynamics between the new firm and existing firms in their region, EDC’s may inadvertently encourage too many price takers, weakening their region with high unemployment –  price takers usually have no choice except to control profitability through firing personnel. Conversely, having too many price makers may dampen a region’s economic growth — these firms may maximize their profitability unrestrained while externalizing the social costs their actions create.

A sustainable business model will consider the dynamics and interactions between customers and transactions over time, in order to design financial programs and services that truly deliver the economic, social and environmental stability they promise.

New Tools for Financing Program and Product Development

Galley Eco Capital applies decades of experience in financial services, program and product development for investors, government agencies and lenders to assist its network of investors and collaborators. What’s unique about the consultancy and new to green finance is that the firm brings new tools for complex problem-solving and financial program development, such as systems dynamics, performance technology and innovation games to financing problems.

These kinds of tools render deeper insights into problems much more quickly, and help collaborate with clients to develop sustainable finance programs, new business models and other solutions that are better tailored to unique challenges.

For questions or comments about this story, please call Galley Eco Capital at (415) 655-6668 or email lisa@galleyecocapital.com.

Be a tenant and investment hero with these Empire State Building retrofit tips

Heard at ULI Fall 2009 session: “Green Retrofits: What is making this the wave of the future?”

I went in to this session thinking that I’d already heard all there was to know on the well-publicized Empire State Building (ESB) retrofit. I’m pleased to report that my assumption turned out to be wrong … this session was a thriller; a high-protein download with lots of how-to’s that practitioners can use to be a tenant hero and  improve value with a comprehensive energy efficiency retrofit strategy. A thorough reporting of all the great tips would be too long for this post, but I think you’ll be able to put these highlights to good use:

The Set-up: A Great Business Case

Anthony Malkin, of Malkin Holdings spoke on behalf of the ESB ownership. The other speakers were representatives of New York City, the Rocky Mountain Institute and Johnson Controls.

The Empire State Building was already going through a $550 million repositioning, managed by Jones Lang LaSalle, before the ownership began to consider an energy efficiency retrofit. Since capital was already available for retrofit, no outside financing was needed to pay for the retrofit investment.

The team reported that the retrofit added nearly $13 million in upfront costs, with calculated savings worth $4 million per annum, so, the overall retrofit metrics are great, with the team reporting strong economics:

• Building annual energy costs were $11 million p.a., or 88 kBtu/sf/yr.
• 38% annual reduction in energy usage is projected; almost double the industry average.
• 3.1 year payback vs average 10-20 years.

Top Energy Tip: Reduce Load and Use

The evaluation of an aging chiller showed that the retrofit team can’t only focus on ‘easy’ measures such as changing light bulbs to achieve energy savings. The better business case comes from investing opportunities to reduce the building’s energy load, in addition to use. In the case of the ESB,  $40mm was slated for new chillers in a cooling plant, but load reduction measures elsewhere eliminated need for new chillers (!)  Result: Existing chillers were retrofitted for $5mm.

Tenant Relations Hat-trick

Investment real estate is only as valuable as the bundle of leases that generate rental income. So, many owners are motivated to green and/or retrofit their buildings when they know that it will help them to keep existing and/or attract new tenants. The trick is to get tenants on board with doing their share to keep energy costs down. When discussing retrofit costs/benefits with tenants, the ESB team focuses on the three drivers of tenant occupancy costs: payroll, utilities and rent.

In the case of the ESB, tenant buy-in on retrofit measures was crucial, since analysis revealed that more than half of the energy conservation measures would take place in the tenant’s space.  The team discussed three interconnected programs they use to assist tenants with reducing energy within their suites. The bonus they discovered is that word of these programs has attracted the attention of brokers and prospective tenants that typically would not include the ESB within their search for new space, so now the building has become competitive with a larger universe of possible tenants than prior to the retrofit.

Here are the three key tenant-related programs:

1. Pre-built space: Vacant suites were pre-fitted to turn-key status for prospective tenants, containing many features which would aid tenants with maintaining energy reduction upon move-in.
2. Tenant design guidelines: For tenants that build out their own suites, the landlord’s design guidelines incorporate energy efficiency measures
3. Tenant energy management program:  The ESB team developed a special energy management guide to help tenants understand how they use energy; they also give the tenants reports about their energy usage within their space, telling them how their energy use compares with the building average.

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$1 billion in retrofit financing from Community Preservation Corporation

People always ask ‘where’s the beef’? when it comes to green finance.

Of course, they’re asking who’s making money available to develop or retrofit buildings to sustainable standards.

You should pay attention to the recent announcement from the Community Preservation Corporation (CPC), to bring $1 billion in energy efficiency retrofit financing to multifamily property owners in New York. This should provide a great energy efficiency financing model for others to duplicate.

The newly formed CPC Green Initiative aims to be an industry pacesetter by proving that seemingly disparate public and private entities can foster new and creative green finance solutions. According to Michael Lappin, CPC President:

“We anticipate financing retrofits for up to 15,000 apartments over the next few years. But to change the urban landscape we will also need to adjust the financing landscape.”

This program is notable because it includes participation by the great range of potential sustainable finance partners — an affordable housing lender, a GSE, pension funds, private lenders and utility companies.

Key financing components:

• $150MM in construction funds will be provided by the New York Building Revolving Fund for properties needing extensive renovation. That fund is backed by proceeds from Deutsche Bank, HSBC and other lenders.
• $300MM will come from New York pension funds.
• Freddie Mac will fund permanent loans for buildings not requiring the above construction loans.
• Freddie Mac has also committed to buy $500 million of loans from this program.

By directly incorporating efficiency retrofits into the loan process as well as requiring ongoing monitoring regimes through the loan life-cycle, we feel the CPC and its funding partners are taking the long-term holistic perspective that we believe is essential.

With a sizable partners including Freddie Mac, Deutsche Bank and the NY State Pension Fund, the CPC will need to fill a role that we find essential – being a strategic hub were investors and key stakeholders can find expertise and guidance.

This kind of pooled investment and lending commitment that relies on multiple layers of funding solutions is one that we are seeing on current projects. We think these kinds of well-designed and sufficiently capitalized partnerships will compliment local government funding.

We’re sure that we’ll see more structures like the CPC Green Initiative emerging on the market. Let us know if you are aware of any similar programs for commercial properties in your area.

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• Photo credit: sx70/DUMBO-Brooklyn.

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