Travelers are looking for accommodations that meet sustainability goals, and a hotel micro-grid can help meet this demand with financial assistance from federal incentives and participation in energy markets.

Travelers have good reason to seek out sustainable hotels. Because hotels operate 365 days a year, 24 hours a day, and include refrigeration, they are one of the most energy and water intensive. consumers per square foot. An average bedroom consumes about $2,200 in energy costs per year.

Two hotel micro-grid projects that aim to achieve customer sustainability goals are Hotel Marcel, a net zero hotel in New Haven, Connecticut that began operating in late 2021, and a Marriott hotel in Costa Rica – Marriott Hacienda Belen – whose microgrid is a first for the Marriott chain in Latin America. It should be operational in the next few weeks.

Connecticut Hotel Microgrid

Hotel Marcel, a Registered Historic Site and Hilton-branded hotel, has a grid-tied microgrid with load shedding capabilities that participates in storage programs to bolster the northeast grid.

These hotels are attracting the attention of environmentally conscious travellers.

“Travelers and customers, in general, are knowledgeable and always looking to minimize the footprint of their activities, and hospitality and accommodation is a very important part of that journey, so it’s only natural that customers are looking for responsible suppliers and eco-friendly experiences,” said Fernando Ortuno, founder of Greenenergy, which developed the Marriott Hacienda Belen project.

The Marcel Hotel microgrid consists of two EPC Power PD250 storage inverters totaling 500 kW, LG Chem batteries that can supply 1,012 kWh, 400 kW of SMA CORE1 solar panels located on a carport, material to insulate the system and additional hardware to drop loads, said Laura Williams, applications engineer for Ageto, which supplied the ARC controller.

“With a full solar panel, microgrids help offset usage in hotels, especially during high usage times during the day,” Williams said. “Hotels want to make sure the lights don’t go out on guests. And microgrids help avoid the use of fossil fuels in standby generators. »

The system will detect a fault when it occurs and open a circuit breaker, and the battery and solar system will support critical load panels, she said.

Hotel Marcel PV. Photo courtesy of Bruce Becker

Participation in the energy market

Ageto controls communicate with the building management system during peak clipping events to reduce building load, for example by lowering the temperature by a few degrees. It communicates with the building management system when off-grid mode is active and the building should only use energy for critical operations. It also tells the lift — a big load — to stop running during outages, which extends battery life, Williams said.

The microgrid participates in the New England energy market through Connecticut Energy Storage Solutions program. Similar to many grid stabilization programs in the United States, the controller is signaled when the grid is strained and it sends the battery. If there is excess power on the grid – usually solar – the hotel battery can absorb the excess.

“If there’s too much solar energy in front of the meter and more production than consumption, batteries can be used to absorb some of the solar energy and make the grid more resilient,” Williams said.

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The hotel had been abandoned for 40 years until architect Bruce Becker renovated it, reusing as many materials as possible and focusing on energy efficiency and sustainability.

Finances

The microgrid cost approximately $2.5 million and was financed by a $2.3 million CPACE (Commercial Property Assessed Clean Energy) loan. Additionally, the project received a federal solar tax credit of approximately $182,000. An equity investor invested approximately $590,000 in the project to take advantage of the credits.

“So that gives us a head start on the game from day one,” Becker said.

The 700,000 kWh of electricity produced by the solar panels will save about $100,000 in electric utility costs and the management of the microgrid system is expected to save about another $19,000 in demand charges per year. , Becker said. The project will raise approximately $32,000 annually in renewable energy credit revenue and $30,000 in Connecticut Active Dispatch Program revenue. The total value of these annual savings and program proceeds is $181,000, which covers almost all of the cost of funding CPACE, he said.

Less tangible is the value of resiliency provided by storage. It also sets an example for the hospitality industry, Williams said.

“It certainly makes economic sense, but more importantly, it helps us achieve our net-zero energy hotel status,” Becker said.

Connecticut Energy Storage Solutions Program

Example of incentives offered by the Connecticut Energy Storage Solutions program. Credit: Connecticut Utilities Regulatory Authority

Costa Rican Hotel Micro-Network

Like the Hotel Marcel microgrid project, the Costa Rican Marriott Hacienda Belen is also taking advantage of controls to reap the benefits. It uses control and optimization software produced by Heila Technologies. The project includes 250 kW of solar power, a 360 kW/720 kWh battery storage system and a 1 MVA backup generator.

The system maximizes uptime rates by charging storage at night and discharging it during peak hours, said Greenenergy’s Ortuno. This also benefits the public service – Compañía Nacional de Fuerza y ​​Luz. The microgrid is expected to reduce electricity consumption by 17-20%.

Costa Rica does not have load shedding programs that allow customers to be paid to isolate themselves from the grid. The country also has no auxiliary services.

“We are working with lawmakers to enable network services,” Ortuno said.

Reliability is also an important advantage of the project. Several customers Greenenergy works with have experienced about a 15-minute outage per month, Ortuno said. This is especially true in areas with long rural routes that often experience outages due to wildlife, wildfires or high winds.

With their expected financial, environmental, and reliability benefits, both projects are expected to help pave the way for more hotel microgrids that reap many benefits in an energy-intensive industry. And they’re also expected to appeal to travelers looking to reduce their carbon footprint.

Learn more about hotel micro-grid projects. Subscribe to the free Microgrid Knowledge Newsetter newsletter.

March 2, 2022 – After a rigorous national search, Diversified Search Group | Koya Partners participated in the recruitment of Kendra E. Davenport as President and CEO of Easterseals. Alison Ranneymanaging partner and co-lead of the CEO practice, led the engagement with Corina Benitzvice president and senior partner; Tiara D. Muse, Vice President and Senior Research Associate; and Alison Salisburysenior research associate.

“Kendra’s strong record of achievement as a leader and senior executive makes her the right person to lead Easterseals as we enter our second century of service to meet the needs of children and adults with disabilities across America. “said Alicia Georges, President, Easterseals. national board of directors. “His ability to lead complex organizations will stand us in good stead as we advance a strategic vision for our future in priority areas including advocacy, network advancement, brand management and partner resource development. with our 70 affiliates who collectively serve 1.5 million people a year. ”

Ms. Davenport brings over three decades of experience working exclusively in the field of nonprofit organizations. She has managed several national development and communications portfolios, served as president of a non-profit organization serving veteran families, and has served as a philanthropy and communications consultant for several national and international non-profit organizations. . Most recently, Ms. Davenport managed multi-channel global philanthropic efforts as Director of Development for Operation Smile, an international medical non-profit organization that provides free cleft lip and palate surgery. His role included corporate, mass market, direct response and digital fundraising, major gifts and planned giving, community engagement, special events and partnerships, private sector grants and government relations. .

Working closely with C-suite industry leaders, Ms. Davenport has designed and implemented a myriad of mutually beneficial initiatives including point-of-sale programs, co-branded marketing and advertising campaigns. and a multitude of special events. As philanthropy has evolved, it has helped many nongovernmental organizations diversify their philanthropic portfolios to keep pace with change and growth using technology.

Ms. Davenport has extensive management experience, having overseen more than 1,000 international employees in eighteen sub-Saharan countries while working for Africare, one of the largest nonprofit organizations founded and run by African Americans in the United States. ‘era. Much of Ms. Davenport’s career has been dedicated to facilitating the delivery of critical services and interventions to organizations such as the Sudden Infant Death Syndrome Alliance, Goodwill Industries and The Arc Montgomery County.

“In many ways, I believe I spent my entire career preparing for this role,” Ms. Davenport said. “I look forward to working collaboratively with Easterseals affiliates nationwide to achieve 100% equity, inclusion and access for people with disabilities in their communities. I also look forward to championing Easterseals’ commitment to providing training, job placement, and ultimately employment to people with disabilities, as well as mature workers and veterans transitioning from the military into the industry. private. It is a great privilege and honor for me to lead Easterseals at the national level, and I look forward to building on his impressive legacy.

Through its nationwide network of 67 affiliates in 47 states, Easterseals provides essential services and on-the-ground support to more than 1.5 million people each year, from early childhood programs for the critical first five years, to services autism, medical rehabilitation and employment programs, veterans services and more. The organization is headquartered in Chicago.

Combined resources

Diversified Search Group is a family of firms serving specialized industries. The firm was founded nearly five decades ago for the express purpose of placing diverse candidates in client organizations. Koya Partners is part of the Diversified Search group and is dedicated to mission-driven leadership. Koya works extensively at the highest levels of the mission-driven field in philanthropy, social services, arts and culture, and social justice, among others.

Last year, Koya was acquired by Diversified Search. With the combination of revenue and resources, Diversified Search and Koya now represent one of the largest nonprofit and higher education practices in the executive search industry.

Ms. Ranney specializes in finding CEOs, Presidents, Executive Directors and other senior executives for mission-driven clients across the country and around the world. She co-leads the CEO practice of Diversified Search Group with CEO Dale Jones. In addition to the Detroit Zoo CEO search, she has led research assignments for the Museum of Science & Industry, the Art Institute of Chicago, the John D. & Catherine T. MacArthur Foundation, Fidelity Foundations, Easterseals National and many others.

Diverse Research Group | Koya Partners hires Detroit Zoo’s first female director

Alison Ranney and Kara Teising co-led the research that put Hayley Murphy, deputy director of Zoo Atlanta, at the forefront of one of Michigan’s top attractions. Dr. Murphy’s excellence as a zoo director and as a scientist should help the Detroit Zoo continue to grow as a respected animal and environmental research institution. Let’s go inside the search.

Ms. Benitz joined Diversified as a Research Associate in 2018. Prior to entering the executive search field, she worked as a Development Associate for the National Symphony Orchestra Board of Trustees at the John F.Kennedy Center for the Performing Arts.

Ms. Muse brings to her clients extensive research experience in the private, not-for-profit and public sectors. She leverages her expertise in C-suite leadership to partner with clients and mentor candidates as a member of the company’s CEO practice. She also advises clients seeking to improve diversity, equity and inclusion.

Ms. Salisbury works closely with search teams to recruit senior executives from mission-driven clients. She supports all aspects of the search process with a focus on project management, candidate development and client engagement. A passion and commitment to social impact is integral to his work.

Related: Diverse Research Group | Koya Partners hires first black woman and CEO for United Way Worldwide

Contributed by Scott A. Scanlon, Editor; Dale M. Zupsansky, editor; and Stephen Sawicki, Editor – Hunt Scanlon Media

SAN DIEGO, Feb. 23 10, 2022 (GLOBE NEWSWIRE) — Beam Global, (Nasdaq: BEEM, BEEMW), the leading provider of innovative sustainable technologies for electric vehicle (EV) charging, outdoor media and energy security, today announced that it has entered into a definitive asset purchase agreement to acquire AllCell Technologies, a leader in energy storage solutions and technologies, in an all-stock transaction. The transaction is expected to close on March 1^st, subject to customary closing conditions. Beam will host an investor call to discuss the transaction on March 1, 2022 at 1:30 p.m. PT / 4:30 p.m. ET. A recorded video interview with Beam CEO Desmond Wheatley discussing the deal is currently live on Beam’s blog.

Management expects the acquisition of AllCell to impact Beam Global by:

• Increase and diversify gross income and profits
• Significant reduction in cost of goods sold (COGS)
• Improve core IP portfolio
• Securing Beam Global’s Vital Battery Supply Chain
• Accelerate product development cycles
• Combine customer-facing and outreach roles
• Added new customer segments
• Raise barriers to entry for future competition
• Strengthen Beam’s position as a leader in the green economy

AllCell’s highly flexible battery platform architecture, used in Beam’s products for ten years, is ideally suited for applications where energy density, safety, and custom enclosures require high power in reduced spaces. Drones, submersibles, recreational products and a host of micromobility and electric vehicle products are already benefiting from AllCell’s highly differentiated products. Beam’s patented EV Standard and UAV ARC technologies will require battery formats optimized for each product’s unique attributes. The acquisition of AllCell will enable these developments at an accelerated pace with significantly reduced costs. Energy storage is critical to Beam Global’s value proposition and battery systems currently represent approximately 30% of Beam Global’s product BOMs. The strategic acquisition of AllCell will significantly reduce COGS through margin recovery and value engineering. Management expects an approximately 7% reduction in material costs in the near term due to margin recovery followed by increasing COGS reductions as Beam Global and AllCell engineering teams jointly identify new development opportunities. ‘improvement.

“This acquisition deepens and widens the gaps around our market leadership position in several very important, fast-growing markets,” said Desmond Wheatley, CEO of Beam Global. “AllCell brings a team of some of the energy storage industry’s top scientists, engineers, and operations and manufacturing managers. Combining our companies will allow each of us to do better what we do while taking advantage of tremendous growth opportunities through cross-selling, increased market penetration and optimized cost structures. On a personal note, I have immense respect for the entire AllCell team as they have been one of our key vendors and partners. We look forward to working with them as one team.

“Durability, security and high power are the cornerstones of the technology and IP portfolio we have developed at AllCell. Our success is in solving the complex challenge that combines longer battery life, more efficient use of materials and higher energy density, while improving safety,” said Said Al-Hallaj, co -Founder and Chief Battery Scientist at AllCell Technologies. “We are thrilled to join the Beam Global mission. We view the leadership and powerful momentum they have built in the new electric era as a tremendous asset. »

Due to the acquisition’s all-stock structure, Beam Global’s strong cash balance will continue to be used for future growth and strategic initiatives. In consideration for the sale of AllCell’s assets, AllCell stockholders will receive 1,055,000 restricted shares of Beam Global common stock at closing. Existing shareholders of Beam Global will own 90.3% upon closing of the acquisition and Beam Global will retain operational and board control of the company. AllCell stockholders may also receive additional restricted common stock, through an earn-out, valued at twice the contractual revenue and backlog, generated by AllCell’s assets, which exceeds 7 $.5 million in 2022, and on any 2023 AllCell revenue. more than $13.5 million or 135% of 2022 revenue, whichever is greater, and capped at $20 million in revenue. Any income from AllCell products used in Beam Global’s commodity portfolio is excluded from the earn-out calculation. Beam Global will issue restricted stock to AllCell stockholders for the closing consideration and any additional payment. In the event of the lifting of the restrictions on the shares of Beam Global common stock issued to AllCell, the purchase agreement provides that AllCell will limit any sale of such shares to a maximum of four percent (4%) of the average weekly volume during this week of trading. .

“As the largest shareholder of AllCell, we believe the strategic combination of Beam Global and AllCell creates a powerful organization at the start of this massive shift in transportation and electrification,” said Townsend Capital Chairman Dennis Townsend. “With this powerful combination, we have decided to transfer 100% of our equity into Beam Global. We look forward to putting our decades of experience to good use and remaining committed to helping develop a renewable energy powerhouse and energy storage.

Beam Global’s commitment to developing products and solutions that will bring clean mobility to all is shared by AllCell. Both companies have provided clean energy solutions to multiple modes in the electric transportation industry throughout their history. Beam Global and AllCell have, separately, provided high power charging and energy storage solutions to micro-mobility, electric land vehicle, aviation, marine and leisure customers as well as stationery platforms and energy security, for both government and Fortune 100 companies. Management believes the strategic business combination will create an unbeatable energy generation and storage platform that will agnostically enable companies to charging, automakers, energy security providers and the many other applications driven by the growing push towards an electrified, tetherless world.

Beam Global’s headquarters and factory will remain at its 53,000 square foot facility in San Diego, California. AllCell’s team and manufacturing facility will remain in Broadview, Illinois. The Beam and AllCell teams intend to quickly integrate and explore an expansion of battery manufacturing in California where there are significant government incentives to do so. Management will also consider expanding manufacturing of Beam Global products into the Midwest. The AllCell team brings world-renowned Chief Battery Scientist Said Al-Hallaj to Beam, as well as extensive engineering and manufacturing experience from Argonne National Laboratory, Ford Motor Company, Stellantis, Johnson Controls, AVL Powertrain and the Illinois Institute of Technology.

Beam Global’s acquisition of AllCell combines two US-based cleantech innovators and manufacturers into a stronger, more globally competitive cleantech innovation company. Producing Made-in-America intellectual property and products, creating clean technology jobs for Americans, and focusing on a cleaner, more sustainable future, the transaction helps drive progress as the United States rebuilds its manufacturing base and their leadership in the fields of energy and transport.

About Beam Global

Beam Global is a cleantech leader producing innovative and sustainable technology for electric vehicle (EV) charging, outdoor media and energy security, without the construction, disruption, risk and cost of grid-connected solutions. . Products include patented EV ARC system and Solar Tree^® lines with patented BeamTrak solar tracking and ARC Technology energy storage, as well as electric vehicle charging, outdoor media and disaster preparedness packages.

The company develops, patents, engineers, designs and manufactures unique and advanced renewable energy products that save customers time and money, protect the environment, empower communities and move people. Based in San Diego, the company manufactures Made in America products. Beam Global is listed on Nasdaq under the symbols BEEM and BEEMW (formerly Envision Solar, EVSI, EVSIW). For more information, visit BeamForAll.com, LinkedIn, YouTube and Twitter.

About AllCell Technologies

AllCell Technologies is a leader in high-performance energy storage solutions used in electric vehicles, micro-mobility, aviation, robotics, stationary storage and marine applications. AllCell’s proprietary and patented passive thermal management, modular platform architecture, and scalable Battery Management Systems (BMS) improve safety and performance while extending battery life and reducing downtime. lifetime stored energy costs. AllCell provides secure, scalable, and powerful energy storage solutions that have enabled electrified applications in many formats for Fortune 100 companies in the United States and internationally. AllCellTech.com

Forward-looking statements

This Beam Global press release may contain forward-looking statements. All statements in this press release other than statements of historical facts are forward-looking statements. Forward-looking statements are generally accompanied by words or phrases such as “estimate”, “project”, “predict”, “believe”, “expect”, “anticipate”, “target”, “plan”, ” intend to”, “seek”, “aim”, “will”, “should”, “may”, or other similar words and expressions that convey uncertainty of future events or results. These statements relate to future events or future results of operations, including, but not limited to, the following statements: statements regarding the proposed acquisition, its expected benefits, the expected timing of the acquisition and expected future financial performance following the acquisition. These statements are only predictions and involve known and unknown risks, uncertainties and other factors, which may cause Beam Global’s actual results to differ materially from these forward-looking statements. There can be no assurance that the proposed acquisition of AllCell will be completed. Except to the extent required by law, Beam Global expressly disclaims any obligation to update forward-looking statements.

Media Contact:
Next PR
+1 813-526-1195
Press@BeamForAll.com

Investor Relations:
Kathy McDermott
IR@BeamForAll.com
+1 858-295-7661

The practice of war has integrally shaped human society for millennia. Today, war preparedness continues to guide national security policy and dominate national spending in the major powers. In the newly baptized period of “return” great power competition, the United States, China and Russia pour a combined trillion dollars each year to upgrade their nuclear arsenals, advance their conventional capabilities and weaponize emerging technologies.

However, this course, and the continued commitment to realistic conceptions of military strategies of the force of power, seems to overlook an increasingly apparent reality: the institution of war as a principle of order between rivals is coming to an end. . War itself, in the contemporary great power context, is unwinnable under conditions of mutual assured destruction (MAD). Additionally, the notion of a “manageable” lower level conflict becomes impractical due to the high-tech, high-tempo, high-risk nature of warfare with modern military capabilities. Moreover, the calculated threat of conflict in pursuing the policy of deterrence, characterized by the pursuit of technological breakthroughs, is dubious in theory and unsustainable in practice.

It seems almost inevitable that military might will not be able to decide the outcome of these current and future great power battles. Large-scale investments in maintaining and cultivating unusable sets of military capabilities therefore seem misguided, creating gratuitous risk without conferring any compensating strategic advantage. It is time to collectively recognize this reality and modify future policy accordingly.

The historical arc of militarism

It has been suggested that ritualism figured prominently in fighting among primitive peoples and that early intergroup combat consisted of individual duels consisting of mutual insults amid the aggressive brandishing of primitive instruments of weaponry. At some point, such displays would turn violent. Indeed, the first physical signs of conflictual violence could date back to 13,000 years ago, to pre-agricultural hunter-gatherers discovered in Jebel Sahaba site in present-day Sudan. Furthermore, the earliest surviving evidence involving blunt stone weapons dates back 6,000 years to Mesopotamia.

From these ancient origins, the practice of organized conflict has embarked on a trajectory of progressively escalating violence. Throughout the different eras, the pursuit of success on the battlefield involved the ability to project greater force through increasingly destructive weaponry. vaunted military theorist Carl of Clausewitz would formalize the primacy of maximizing force capability, noting, in the 19th century, that victory in war centered on the complete or partial destruction of opposing forces and the breaking of one’s will to keep fighting.

The emergence of the Westphalian system and nation-state from the bloody Thirty Years’ War saw the advancement of organized military strategy and weaponry capabilities. The industrial breakthroughs of the 19th century would revolutionize the military sphere and greatly improve the ability to elevate violence, giving rise to nitrogen-based explosives, machine gun technology, and the weaponization of chemical agents. These new capabilities were used devastatingly during World War I and, despite international efforts to control armaments development, continued to be improved in the interwar period. In World War II, battleshipclass battleships, new air capabilities and submarines featured prominently, leading to mass carnage. It was at this point that militarism took another unprecedented step – which would hasten the beginning of its demise – by crossing the nuclear threshold.

Enter the nuclear age

The dropping of atomic bombs on the Japanese cities of Hiroshima and Nagasaki ushered in an unprecedented era of destructive weaponry. Eager to exploit the strategic advantage of this new weapon, the United States and the Soviet Union engaged in a decade of intense arms race to build the hydrogen bomb and then advanced delivery systems.

By the late 1950s, an entirely new condition in the long history of militarism became clear: the potential capacity for increased violence had peaked. Humanity had attained the disturbing ability to induce omnicide. Along with this serious capability, along with advancements that ensured a second-strike capability, came the reality of MAD between the reigning superpowers and, with it, a fundamental disruption of the dominant approach to warfare. Defeating the enemy on the battlefield and thus reaping the rewards of traditional military victory was no longer possible.

Instead, a new path of nuclear deterrence has taken shape. Here too, however, the non-usability of nuclear weapons posed a serious dilemma. Deterrence relies on the ability to make credible threats to preserve the status quo. MAD, however, made the nuclear-based mass retaliatory deterrent unbelievable, because addressing this threat meant similar nuclear annihilation for the deterrent.

Strategists set to work trying to overcome this fundamental credibility problem. In the United States, the great minds of the time strove to preserve the strategic centrality of militarism in the nuclear age. their ultimate Solution was to redirect the principle of maximizing violence away from the higher end of the conflict spectrum towards the middle or lower side. All-out war was now irrelevant, but lower-level conflict was still in play. The notion of delimitable escalation of conflict became the new practice.

In the Kennedy administration, this approach manifested itself in the Flexible response Politics. A large-scale buildup of conventional capability sets ensued, sparking a revolution in military affairs with the “clever» Precision Guided Munition (PGM). With the Reagan administration’s exploration of missile defense technologies and the Strategic Defense Initiative, these potential capabilities – the ability to strike critical targets more accurately and effectively and potentially mitigate the force of strikes of retaliation – threatened to undermine MAD and fueled a sustained arms race with which the Soviets alas could not keep up.

With the collapse of the Soviet Union, the model of deterrence based on the arms race appeared effective for the United States. But the promised peace dividend the model was to yield was short-lived, as maintaining constant military advantage is mandatory and costly. After demonstrating the effectiveness of PGMs in the first Gulf War and in Serbia, the United States turned to the ambitious Rapid Global Strike initiative at the beginning of the new millennium, as well as a revitalization interest in missile defense.

The threat of these programs has prompted military responses from Russia and China. As the United States bogged down in its vast war on terrorism, the two Russia and China upgraded their hypersonic missile arsenals and other capabilities. By the time the transition to today’s great-power rivalry took hold, the path to some sort of conventional MAD had been paved. The great powers had aptitude carry out devastating and indefensible subnuclear attacks against each other. The practical result being that conventional warfare also became increasingly unfeasible.

This current situation recreates the old credibility problem and frustrates US deterrence postures in Eastern Europe and the South China Sea, regions of significant strategic value to Russia and China, respectively. Both have become demonstrably more assertive, as evidenced by Russia’s annexation of Crimea and its stance vis-à-vis Ukraine and China’s increasingly confident tactics for slicing salami. Additionally, the United States is adapting the old strategy of maximizing force potential in combatable domains – this time seeking dominance in cyber, artificial intelligence, autonomous operation, supercomputing and other technologies. emerging – hoping to control the new high-tech, multi-domain battlefield. However, just as with the nuclear and conventional realms that preceded it, the prospect of securing a lasting military advantage that will subjugate Russia and China and secure enduring American hegemony is little more than pipe dream.

The end of the road?

A look back at the phases of militarism reveals a continuity: tirelessness for unilateral advantage. This surge of competition has propelled the progression of weapon capabilities, from simple rock shots to impressive hydrogen bombs. Ironically, however, thousands of years of monumental military progress have ultimately brought armed conflict to a place no different from its humble origins. While the primitive predecessors ritually waved rocks and traded insults, today’s superpowers wield atomic weapons and propaganda.

Is the end of the long road of militarism in sight? War itself can no longer give the Clausewitzian victory. The United States, Russia and China cannot defeat each other militarily like the Allied powers defeated the Axis powers in World War II. All-out war would result in mutual devastation, the demolition of the global economy and, potentially, the destruction of the entire planet. Moreover, the highly efficient nature of contemporary sub-nuclear capabilities makes belligerents engaged in lower-level conflict vulnerable to an attack on critical assets earlier in conflict scenarios. In times of warfare past, leaders could control the resources to be used and thus better manage the risks of battle. Today, missile technologies, anti-satellite weapons and the full range of capabilities facilitated by cybersecurity and high technology put vital assets at risk, wherever they are and from the start of a conflict. In addition, increasing automation weapons and command and control systems promises to significantly accelerate the pace of conflict, making it more difficult to manage escalation. As such, lower level conventional warfare ceases to be a viable option.

Moreover, power-based military deterrence as a means of gaining or pursuing hegemonic status is ill-founded in theory and, therefore, becomes ineffective in practice. Deterrence is a function of ability times will be— capacity alone is insufficient. As long as the value of will asymmetrically favors a challenger with sufficient abilities to challenge the deterrent, the deterrent will be unstable. Provided both parties are driving a roughly comparable vehicle, the party with the greatest determination will stay the course longer in the notorious “chicken game” scenario. Both China and Russia have sufficient capabilities to challenge US deterrence postures in Eastern Europe and the South China Sea, and both seem to have the utmost determination to protect their interests in these regions.

Twenty-six members of the US Army Corps of Engineers from the Chicago District participated virtually, in the office and in the field, in the flood control training that took place this month. Topics covered included the field reporting process and flood control techniques. Day one covered Upper Wabash in Indiana, and day two covered the Fox River Basin in Wisconsin.

“Our intention today is to take the training of our flood team and make sure that if and when a flood does occur, we are all on the same page,” said Bob Paluch, Head of Floods. emergencies on the first day of emergency operations. Center (COU). “We want to make sure everything is aligned and we work together to make sure everything runs smoothly. “

Those who attended the downtown Chicago office made their way to the EOC conference room, and those from the zone and field offices participated virtually in the presentations and questions and answers. At the start of this practical event, the EOC was at Level II, or full activation, in which a disaster declaration was signed; major flooding was occurring in the Fox River basin in Wisconsin; two separate flood teams were sent to the field to record the data; and requests for assistance have been received from states and counties.

Then, in the afternoon, team members from the area and field offices practiced collecting data in the field near their areas of responsibility using a GIS application called “ESRI Survey123 ”. The office team also helped coordinate and compile data for the end-of-day presentations to senior leaders in the EOC boardroom.

Emergency planner Michelle Kozak says the district has six flood control teams that cover six tributaries. And the teams are made up of engineers, GIS and field staff. People in the field reported to the EOC by phone and in writing via situation reports, Survey123 data, and daily reports that summarize each day’s events.

“Flood response crews covered the Fox River Basin in Wisconsin and Upper Wabash sites in Indiana during the two-day flood response training,” he said. she declared. “This practice allows teams in these particular locations to practice communicating with each other and with the EOC office team, and allows everyone to improve the Survey123 tool in the field.

The Fox-Wolf watershed in Wisconsin covers 6,430 square miles and includes the Wolf River; Upper Fox River; lakes Winnebago, Butte des Morts, Poygan and Winneconne; and 13 dams and 17 locks on the lower Fox River.

“The virtual training provided a much needed introduction between field staff and the district,” said Chad Shaw, Fox River chief operating officer. “In the event of a real flood control, we are now better prepared.”

Upper Wabash includes the JE Roush Dam, Mississinewa Dam, and Salamoni Dam.

“In 2015, the Upper Wabash Project received unprecedented rainfall in the watershed, setting record basin levels in two lakes and placing the third within inches of its record,” said Jared Mobley, director of office operations. of the Upper Wabash project. “The three lakes were staffed around the clock for six weeks. This training provided the team with valuable tools to ensure that we perform and communicate effectively at the next event.

B-333378

July 1, 2021

The Honorable Patty Murray
Chair
The Honorable Richard Burr
Ranking Member
Committee on Health, Education, Work and Pensions
United States Senate

The Honorable Robert C. “Bobby” Scott
President
The Honorable Virginie Foxx
Ranking Member
Education and Labor Commission
House of Representatives

Matter: Department of Education: Repeal of the restriction on the subsidized use limit of the federal direct loan program William D. Ford

Pursuant to Section 801 (a) (2) (A) of Title 5, United States Code, this is our report on a major rule promulgated by the Department of Education (Department) entitled “Repeal of the William D. Ford Federal Direct Loan Program Subsidized Limit Restriction ”(RIN: 1840-AD60). We received the rule on June 17, 2021. It was published in the Federal Register as final settlement on June 14, 2021. 86 Fed. Reg. 31432. The effective date is August 13, 2021.

According to the ministry, the Secretary of Education, thanks to this action, removed and amended the regulations to comply with the changes made by the 2021 Consolidated Appropriations Act. See in general Pub. L. n ° 116-260, 134 Stat. 1182 (December 27, 2020). The ministry said the secretary removed the Subsidized Use Loan Limit (SULA) restriction for any borrower who receives a Stafford Direct Federal Subsidized Loan first disbursed on or after July 1, 2021, regardless the grant year associated with the loan. The Department has also stated that all grants will be reinstated retroactively to the date the grant loss was applied for all Federal Direct Granted Stafford loans with an outstanding balance as of July 1, 2021, and for all award years. since 2013-2014. award year. Finally, the ministry added that the secretary had also removed the regulations related to SULA and made other technical changes.

The Congressional Review Act (CRA) requires 60 days for the effective date of a major rule from the date of publication in the Federal Register or receipt of the rule by Congress, whichever is later. 5 USC § 801 (a) (3) (A). The 60-day period from the effective date may be waived, however, if the agency for good reason believes the delay is impractical, unnecessary or contrary to the public interest, and the agency incorporates a statement of the findings and its grounds in the rule Posted. 5 USC § 808 (2). Here, although the Ministry did not specifically mention the CRA’s 60-day deadline for the effective date, the Ministry stated that the notice and comment procedures were not necessary for this. final regulatory action and that it has found good reason to waive these procedures under Section 553 (b) (3) (B) of the Administrative Procedure Act. The Ministry says there are good reasons for waiving the Notice and Comment because this final regulatory action removes the regulations for which the legal authorization has been revoked. In addition, the Ministry stated that this final regulatory action does not adopt any new regulations and does not establish or affect substantive policy. The Ministry noted that the development of rules for notices and comments is not necessary because it does not have the discretion to retain these regulations or to implement them in a different way, independently. public opinion and comments. Therefore, according to the department, the Secretary, under 5 USC § 553 (b) (B) (3), determined that the proposed regulations are unnecessary and, therefore, waived the development of notification rules. and commentary.

Attached is our assessment of Commerce’s compliance with the procedural steps required by Section 801 (a) (1) (B) (i) through (iv) of Title 5 with respect to the rule. If you have any questions about this report or would like to contact the GAO officials responsible for the assessment work relating to the purpose of the rule, please contact Shari Brewster, Deputy General Counsel, at (202) 512-6398.

Shirley A. Jones
Associate Legal Director

Pregnant

cc: Amanda Amann
Deputy Deputy Advocate General
Regulatory Services Division
Department of Education

PREGNANT

REPORT UNDER 5 USC § 801 (a) (2) (A) ON A MAJOR RULE
ISSUED BY THE
DEPARTMENT OF EDUCATION
ENTITLED
“REPEAL OF THE FEDERAL DIRECTIVE WILLIAM D. FORD
RESTRICTION OF THE LIMIT OF SUBSIDIZED USE OF THE LOAN PROGRAM ”
(RIN: 1840-AD60)

(i) Cost-benefit analysis

The Ministry of Education (the Ministry) provided an accounting statement for this final regulatory action. The Ministry said there would be a reduction in the paperwork burden on students and institutions through the elimination of information on subsidized usage limits in entry and exit counseling requirements. The Department estimates this benefit at $ 4.8 million at a discount rate of 3% and 7%. The ministry also said the costs to modify government student loan administration systems to implement the repeal of the subsidized use loan restriction would be $ 0.06 million at a discount rate. 7% and $ 0.05 million at a 3% discount rate. The Ministry added that there would be an increase in transfers of subsidized loans to eligible students. The transfers would amount to $ 96.2 million at a 7% discount rate and $ 98.7 million at a 3% discount rate. Finally, the Ministry said restoring the benefits of subsidized loans to affected borrowers would transfer $ 85.4 million at a 7% discount rate and $ 82.7 at a 3% discount rate.

(ii) Agency actions relating to the Regulatory Flexibility Act (RFA), 5 USC §§ 603-605, 607 and 609

The Department said the RFA did not apply to this final regulatory action because there were good reasons to forgo notice and comment procedures under 5 USC § 553.

(iii) Agency Actions Regarding Sections 202-205 of the Unfunded Mandates Reform Act 1995, 2 USC §§ 1532-1535

In its brief, the Department indicated that it considered that the preparation of a cost-benefit analysis of this final regulatory action was not applicable.

(iv) Other relevant information or requirements under laws and decrees

Administrative Procedure Act, 5 USC §§ 551 et seq.

According to the Ministry, there are good reasons to forgo the notice and comment procedures in this case because this final regulatory action removes the regulations for which the legal authorization has been revoked. The Ministry stated that this final regulatory action does not adopt any new regulations and does not establish or affect substantive policy. The Ministry noted that the elaboration of rules relating to opinions and comments is not necessary because it does not have the discretion to retain these regulations or to implement them in a different way, regardless of public opinion and comments. Therefore, according to the Department, the Secretary, under 5 USC §553 (b) (B) (3), determined that the proposed regulations are unnecessary and, therefore, waived the development of rules relating to reviews and comments.

The ministry also explained that under section 492 of the Higher Education Act 1965 (HEA), all regulations proposed by the ministry for programs authorized under Title IV of the HEA are subject to negotiated regulatory requirements. See in general 20 USC § 1098a. However, according to the ministry, Article 492 (b) (2) of the HEA provides that the development of negotiated rules may be waived for just cause when its use would be impracticable, unnecessary or contrary to the interest. public. Commerce asserts that there are good reasons to waive the negotiated rule-making requirement in this case, since, as explained above, rule-making by notice and comment is not necessary in this case. the species.

Red Tape Reduction Act (PRA), 44 USC §§ 3501-3520

The Ministry said this final regulatory action does not create any new intelligence gathering requirements. The Ministry noted that this final regulatory action removes the requirements related to the limit on the use of subsidized loans which was repealed by section 705 (a) of the Consolidated Appropriations Act, 2021. Pub. L. n ° 116-260 § 705 (a), 134 Stat. 1182, 3200 (Dec. 27, 2020). According to the Department, the total hourly burden is expected to decrease by $ 188,079 and the total decrease in costs is estimated at $ 4,742,901. This burden was associated with the collection of information entitled “William D. Ford Federal Direct Loan Program – 150% Limitation”, Office of Management, and Budget (OMB) Control Number
1845-0116.

Legal authorization of the rule

The Ministry promulgated this final regulatory action in accordance with Section 2401 of Title 28; articles 1070g, 1087a, et seq.., from Title 20; and Section 3702 of Title 31, United States Code.

Executive Decree No. 12866 (Planning and Revision of Regulations)

The Ministry said that the OMB has determined that this final regulatory action is an economically important measure and that it would have an annual effect on the economy of more than $ 100 million.

Executive Decree No. 13132 (Federalism)

The ministry did not specifically refer to the decree, but said it had determined that this final regulatory action would not unduly interfere with state, local or tribal governments in carrying out their governmental functions.

Attending college can take a toll on your finances, with most students paying more than $ 20,000 per year. Students can look to scholarships, grants, and work-study programs to help pay the cost, but many students should explore student loans as well. A federal direct loan is a type of student loan issued by the Department of Education that undergraduates and graduates can use to cover tuition costs. Keep reading to find out how a federal direct loan works and who it’s best for.

What is a federal direct loan?

The William D. Ford Federal Direct Loan Program, more commonly referred to as a “direct loan,” is the United States government’s student loan program. These federal loans are available for undergraduates, graduate and professional students, and parents of undergraduates. There are four types of federal direct loans, which include need-based loans and non-financial need-based loans.

How it works?

To see if you are eligible for direct loan financial aid, you will need to complete and submit the Free Federal Student Aid Application (FAFSA) by the form deadline. Your school may also have its own FAFSA deadline for determining your financial aid award, so ask your financial aid office for the due dates.

After your school reviews your FAFSA, it determines the types of help you are eligible for based on expected family contribution, your financial needs, and other factors. If you are eligible for Federal Direct Loans and your school has given you assistance, you will see the offer in your award letter.

You can choose to take some or all of the Direct Loan assistance that is offered to you. You will need to follow entry tips, which will remind you of your responsibility when accepting federal direct loans. Borrowers are also required to sign a principal promissory note, which outlines the details of your loan, including important repayment information.

Once these steps are completed, the Department of Education will release the funds directly to your school. The school will then allocate the funds to tuition and other fees that you owe. If there are any loan funds left, the school will pay them to you or your parents (for Direct PLUS loans).

Types of direct loans

There are a few different direct loans; which type you choose depends on your financial needs and grade level.

Direct Subsidized Loan

A direct subsidized loan is only available to undergraduates who have demonstrated financial need on their FAFSA. It offers the greatest benefit to student borrowers, as the interest is subsidized by the federal government (meaning the Department of Education pays the accrued interest) in the following scenarios:

• When the pupil is enrolled at least half-time at school.
• During the first six months after graduation or leaving school.
• When the loan is deferred.

By default, direct subsidized loans are placed on a standard repayment plan. This plan divides your federal student loans into fixed and equal payments over a 10-year period. But you can change your repayment plan for free at any time. Currently, the interest rate on direct subsidized loans is 2.75%, and a small loan fee based on a percentage of your loan amount will be deducted before funds are disbursed.

Direct unsubsidized loan

Eligible undergraduate, graduate and professional students have access to direct unsubsidized loans. As the name suggests, unsubsidized direct loans are similar to subsidized direct loans, but they do not subsidize interest.

Instead, interest accumulates and students are responsible for any interest as soon as funds are disbursed. However, while a student is enrolled at least part-time at school, or deferred or withheld, he may choose not to pay interest. This will cause accrued interest to be capitalized, i.e. it will be added to the total loan balance.

Interest on unsubsidized direct loans is also 2.75% for undergraduate borrowers and 4.3% for graduate students. Both rates are fixed for the entire term and an origination fee applies before the loan is disbursed. These loans are automatically placed under the standard repayment plan, but you can choose to change your repayment plan at any time.

Direct PLUS loan

A Direct PLUS loan is available to eligible graduate or professional students or eligible parents of an undergraduate student. Depending on the borrower, it is commonly referred to as a “grad PLUS loan” or “parent PLUS loan”.

It is not a needs-based loan; in fact, it requires a credit check and you must meet the Department of Education borrower requirements to be approved for a Direct PLUS loan. However, applicants who do not have strong credit can still get financing if they can provide an endorser for the loan. An endorser is similar to a co-signer who guarantees that he will pay off the loan if you cannot. You could also get a PLUS loan despite having a bad credit history if you have proof of a mitigating circumstance that led to your adverse credit.

Most schools require a separate online application process for this type of direct loan, but students must still submit their FAFSA by the deadline. The interest rate on the grad PLUS and parent PLUS loans is 5.3 percent fixed, and a set-up fee will be deducted before funds are paid to the school.

Direct consolidation loan

Borrowers who have taken out multiple federal student loans can simplify their repayment experience with a direct consolidation loan. This type of loan combines all of your current eligible federal loans into one loan, with a monthly payment and a fixed interest rate. To consolidate your loans, they will need to be in repayment.

Applying for a direct consolidation loan is free and you have the option of extending the term of your loan up to 30 years. This lowers your monthly payment, but it also means you’ll pay more for your student debt over time.

There are other drawbacks to a direct consolidation loan. Your fixed interest rate is determined based on the weighted average of all loans being consolidated, so you won’t necessarily save on interest charges using this method. Consolidation also adds any unpaid interest on the original loans to the principal balance of the new consolidation loan.

Finally, if you are working towards the forgiveness of the civil service loans, a direct consolidation loan will wipe the credit of the 120 payments required for the forgiveness. You will have to start the process again.

How Much Money Can I Borrow for a Federal Direct Loan?

Federal direct loan borrowing limits vary depending on the type of direct loan and student status.

• Dependent undergraduates can borrow up to $ 31,000 in total in direct loans, of which $ 23,000 may be subsidized.
• Independent undergraduate students can borrow up to $ 57,500 in total in direct loans, of which $ 23,000 may be subsidized.
• Graduate students or independent professionals can borrow up to $ 138,500 in direct unsubsidized loans and up to the full cost of attendance with grad PLUS loans.

Who is best for a direct loan?

A direct loan is best for students and parents who have exhausted grant and scholarship opportunities but still need additional help to supplement education costs. Since most federal direct loans do not require a credit check, it is ideal for borrowers who have yet to build credit or have adverse credit.

It is also the best option, especially for those who have demonstrated financial need and are eligible for direct subsidized loans. And since all interest rates on direct loans are fixed, it’s ideal for borrowers who prefer predictable monthly payments.

Final considerations

It is best to avoid student debt if possible. But as tuition fees continue to rise, it may be necessary to take out student loans to continue your desired educational path. If you need to borrow money for your education, use federal direct loans first. You’ll guarantee borrowers protections, such as income-based repayment plans, loan forgiveness, and extended deferral or forbearance that private student loans typically don’t offer.

Learn more:

By: Eldred Thomas / GNN Senior Reporter

The Overseas Private Investment Corporation (OPIC), a US government development finance institution, recently signed a letter of commitment for a $ 20 million direct loan to International Bank Liberia Limited (IBLL) to support lending sectors in the country.

Sectors include construction, services, manufacturing, agribusiness, hospitality and transportation.

According to a dispatch from the United States Embassy, ​​the project seeks to create jobs and opportunities by supporting investments in key economic areas and increasing long-term lending to the Liberian private sector.

CIPO CEO Elizabeth L. Littlefield signed the letter of engagement alongside IBLL CEO Henry Saamoi and CEO of Pan African Capital Group, LLC, Stephen D. Cashin.

During a visit to Monrovia, a group of US and international executives on a business development and investment mission to help increase opportunities on the continent. The Liberian banking sector faces a number of critical challenges, the report observed.

This loan facility will allow Liberia’s economy to grow organically and the financial services sector to expand banking services, expand long-term credit facilities, support macroeconomic growth and reduce debt. poverty, and connect Liberia to the global financial system.

The dispatch quotes CIPO President and CEO Elizabeth L. Littlefield as saying she was thrilled to be working with IBLL on their facility.

The OPIC facility, the report said, will enable IBLL to fill a gap in the market by providing customers in the road infrastructure construction, manufacturing, agribusiness and other industries with credit facilities. long term that will enable these clients to make a significant contribution to Liberia’s economic recovery.

For his part, the Founder and Managing Director of Pan African Capital Group, Stephen D. Cashin, expressed his enthusiasm, stressing that he is proud to work with OPIC on its lending facility, and expressed his confidence in the lending facility. ‘OPIC and in IBLL; one of the strongest and most profitable commercial banks in Liberia.

Mr Cashin added his optimism that with its young, energetic and committed Liberian management team, IBLL will continue to grow as one of the country’s leading financial institutions.

The founder and CEO of Pan African Capital Group said he was proud of where he came from as a bank, surviving the trials and tribulations suffered by the country as a result of the civil crisis and followed by the scourge of disease Ebola virus. , seeing with conviction that the young and energetic management team has demonstrated a real commitment to success.

During the signing ceremony, IBLL President and CEO Henry F. Saamoi also spoke, who expressed his appreciation for the start of such a journey and such a partnership.

CIPO President and CEO Elizabeth L. Littlefield travels through Liberia and Sierra Leone this week with a delegation of U.S. leaders to meet with government officials and business leaders and identify opportunities investment in the region as it continues to rebound from the Ebola crisis.

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