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blueEnergy Update April 19, 2011 For Michael and Susan Rogol

blueEnergy Update April 19, 2011 For Michael and Susan Rogol. Impact model. Energy. Water. Capacity building. blueEnergy in the Caribbean. blueEnergy is working in 15 communities, providing fundamental services to nearly 3,600 beneficiaries. • Nicaraguan FTE: 15 • International FTE: 19

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blueEnergy Update April 19, 2011 For Michael and Susan Rogol

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  1. blueEnergy Update April 19, 2011 For Michael and Susan Rogol

  2. Impact model

  3. Energy

  4. Water

  5. Capacity building

  6. blueEnergy in the Caribbean blueEnergy is working in 15 communities, providing fundamental services to nearly 3,600 beneficiaries. •Nicaraguan FTE:15 •International FTE:19 •Wind-solar capacity:12 kW •Daily ave RE production:51 kW •Energy efficiency savings:49 kWh/d •Home electricity systems:47 •Portable LED lights:253 •Bio-sand water filters:62 •Wells:6

  7. RENOVABLES

  8. WindEmpowerment

  9. Global Association of Local Wind Organizations • Otherpower, United States* • blueEnergy, United States, Nicaragua, France* • Scoraig Wind Electric, Scotland* • Tripalium, France* • Ti’éole, France* • AJA Mali, Mali* • ilovewindpower Mali, Mali* • Green Step Cameroon, Cameroon • ilovewindpower Tanzania, Tanzania* • The Clean Energy Company, Mozambique* • Solarmad, Madagascar* • Comet Me, Palestine* • WindAid, Peru • Volunteer WindAid, Peru** • Green Empowerment, United States, Peru** • Practical Action, UK, Peru** • Craftskills, Kenya, Tanzania, Rwanda, Cameroon, Nigeria • EnterpriseWorks, United States • TaTEDO, Tanzania • RIWIK, Kenya • ÉolSénégal, Senegal* 12 1,2, 15,18 20 17 21 9,17, 19 6,7 2 8 17 13, 14, 15,16 11 10 3,16 2,4,5 * Attended Dakar conference in person ** Participated in Dakar conference remotely

  10. Strategy Maps Are Related to Our Scorecard Theory of Change* Impact Key Constituents A strategy maps shows how different organizational perspectives and initiatives support each other to create the desired impact and change Processes Finances Learning and Growth / Organizational Capacity

  11. Strategy map 2011 - 2013 Humanity is at an inflection point; we need a new path forward that combines the traditional experience and knowledge of sustainable living with the power of modern technology to create a sustainable world with opportunity for all. To succeed, we must integrate those at the margins, create a two way dialogue to share sustainable practices, and build a global movement of leaders working for a more equitable, sustainable world. blueEnergy’s intervention is two-pronged: bE catalyzes a network of partners to increase the delivery of integrated key services to those living at the margins, empowering them to transform their own lives. At the same time, through the transformative experience bE provides its volunteers through service at the edge of the world, bE is building a pipeline of leaders working for a more equitable, sustainable world. Theory of Change* Create opportunities for sustainable development in severely marginalized communities Impact Develop leaders working for a more equitable, sustainable world Volunteers (Short and Long Term) Front-line Service Provider Partners (FLSPP) Service Learning Interns (SLI) & Student Researchers (SR) Grantors Key Constituents (1) Create service connections (2) Become leaders working for a more equitable, sustainable world Implement holistic needs assessment, solutions planning and service delivery (1) Provide financial resources (2) Become bE advocates / engaged citizens Fund “movement building” (capacity building, interchange, and partnerships) Recruit, select & retain high quality volunteers Deliver effective volunteer training Engage alumni in bE & as sustainable living leaders Strengthen capacity of Front-line Service Provider Network to deliver cost-effective services holistically Deploy community interaction model: assessment, planning, service deliver, etc. Define, measure & communicate impact Processes Finances Grow SLI & SR Program Revenue Build corporate partnerships Maintain a diverse (size, type, timeframe), balanced funding portfolio Allocate & manage resources effectively Codify, test, refine community interaction model Create and implement a monitoring & evaluation system Produce and test financial model Plan for growth in Africa Build non-staff capacity to fundraise Learning and Growth / Organizational Capacity

  12. 3 Internal Numbers That Paint a Picture

  13. 2011 global budget projection This global budget projects: Total Revenue: $693,581 Total Expenses: $763,497 Operating Net Income: ($69,916) Cash Position at End of 2011: $127,954 (3 months operating reserve)

  14. Appendix

  15. 2010 Scorecard Overview

  16. Consolidated Revenue by Source Type Note: Includes Hivos 2010 revenue received in December 2009; does not include December 2010 revenue

  17. Consolidated Expenditures by Final Destination Note: Does not include December 2010 values; INT/US office serves three functions - 1) Administrative support for Nicaragua, 2) Fundraising and volunteer recruitment for Nicaragua, and 3) International Strategy, Oversight of Segments and reporting to the International Board; France office hired its first full-time employee (on payroll) and opened an office in November.

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