Solar Photovoltaic Energy Project Development on Brownfields: Leveraging Policy Incentives and Project Financing Mechanisms

This study evaluates the practice of redeveloping Brownfields with solar photovoltaic renewable energy technology. Utilizing renewable energy as a strategy to reuse contaminated or potentially contaminated property is a relatively new convention. While the benefits of redeveloping Brownfields are well established, ongoing challenges and limited literature on the subject complicate the practice. Challenges, opportunities, and benefits related to renewable energy development on Brownfields are identified and analyzed. Strategic leveraging of federal, state, local, and utility incentives for renewable energy and Brownfield revitalization, and gap finance tools is explored and evaluated. A comparison of three photovoltaic Brownfield projects is analyzed for critical success and failure factors, and lessons learned. A recommendation of best practices is made based on findings and results.

Manager Training and Development Strategy: A Methodology to Link Strategic Initiatives at Washington and Lee University

Washington and Lee University has developed and implemented a strategic plan and performance development initiative for 2007-2017. In concert with the strategic plan and performance development initiative, supportive manager core competencies have been identified. The deliverable for this capstone project is a documented methodology that supports the strategy for the design and implementation of a manager training and development program that ensures needed competencies are available. The author uses survey data to determine training needs and priorities and, through a review of literature, investigates effective strategies to arrive at a successful implementation methodology. The author presents findings and conclusions regarding design implementation methodology for manager training and development.

Employee Leadership Development

Abstract \ The business importance of retaining and developing top performing employees is more crucial to business organizations that in the past, yet many organizations are not confident in their ability to staff leadership positions within the next five years. Many companies continue to run without a employee leadership development program. Organizations that shy away from development programs tend to do so because of fear the costs are too high. Organizations that support leadership programs acknowledge that the benefits far outweigh the costs. In this capstone study, the researcher illustrates that employee leadership development programs add value through improved business strategy and employee satisfaction, and as a result, represent a worthy investment.