BlueEnergy Update April 19, 2011 For Michael and Susan Rogol.

blueEnergy UpdateApril 19, 2011

For Michael and Susan Rogol

Impact model

Energy

Water

Capacity building

blueEnergy in the CaribbeanblueEnergy 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

RENOVABLES

WindEmpowerment

1,2, 15,18

1. Otherpower, United States*2. blueEnergy, United States,

Nicaragua, France*3. Scoraig Wind Electric,

Scotland*4. Tripalium, France*5. Ti’éole, France*6. AJA Mali, Mali*7. ilovewindpower Mali, Mali*8. Green Step Cameroon,

Cameroon9. ilovewindpower Tanzania,

Tanzania*10. The Clean Energy Company,

Mozambique*11. Solarmad, Madagascar*12. Comet Me, Palestine*13. WindAid, Peru14. Volunteer WindAid, Peru**15. Green Empowerment, United

States, Peru**16. Practical Action, UK, Peru**17. Craftskills, Kenya, Tanzania,

Rwanda, Cameroon, Nigeria18. EnterpriseWorks, United

States19. TaTEDO, Tanzania20. RIWIK, Kenya21. ÉolSénégal, Senegal*

2

3,16 2,4,5

6,78

9,17, 19

1011

12

13, 14, 15,16

17

17

2021

Global Association of Local Wind Organizations

* Attended Dakar conference in person** Participated in Dakar conference remotely

Strategy Maps Are Related to Our Scorecard

FinancesFinances

Theory of Change* Theory of Change*

Learning and Growth /

Organizational Capacity

Learning and Growth /

Organizational Capacity

ImpactImpact

Key Constituents

Key Constituents

ProcessesProcesses

Achieve Strong Program Impact

Secure Sufficient Resources to Sustain

Organization

Complete Strategic Initiatives

A strategy maps shows how different organizational perspectives and

initiatives support each other to create the desired impact and change

Strategy map 2011 - 2013

FinancesFinances Build corporate partnerships

Grow SLI & SR Program Revenue

Maintain a diverse (size, type, timeframe), balanced funding portfolio

Allocate & manage resources effectively

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* Theory of Change*

Learning and Growth /

Organizational Capacity

Learning and Growth /

Organizational Capacity

ImpactImpact

Develop leaders working for a more equitable, sustainable

world

Create opportunities for sustainable development in severely

marginalized communities

Key Constituents

Key Constituents Fund “movement building” (capacity

building, interchange, and partnerships)

(1) Create service connections(2) Become leaders working for a

more equitable, sustainable world

Implement holistic needs assessment, solutions planning and service

delivery

ProcessesProcesses Define, measure & communicate impact

Recruit, select & retain high quality

volunteers

Deploy community interaction model:

assessment, planning, service deliver, etc.

Engage alumni in bE & as sustainable living leaders

Deliver effective volunteer training

Volunteers (Short and Long Term) Front-line Service Provider Partners (FLSPP) Grantors

Plan for growth in Africa

(1) Provide financial resources(2) Become bE advocates / engaged

citizens

Service Learning Interns (SLI) & Student Researchers (SR)

Strengthen capacity of Front-line Service Provider Network

to deliver cost-effective services holistically

Codify, test, refine community interaction model

Create and implement a monitoring & evaluation

system

Produce and test financial model

Build non-staff capacity to fundraise

3 Internal Numbers That Paint a Picture

Dec 2010 Jun 2010 Jan 2010

Nicaragua Staff Size (FTE) 27 32 42

Consolidated Cash Balance (USD) $204,883 $147,782 $222,866

Projects Secured 6 3 3

Project36%

SLI & Student Researchers

20%

Non-SLI Program

15%

Events7%

Institutional Non-Project

18%

Individuals4%

Labor47%

Non-Labor Support Services

22%

Infrastructure & Equipment

2%

Direct Activity (Turbines,

solar panels, etc)

This global budget projects:

Total Revenue: $693,581Total Expenses: $763,497Operating Net Income: ($69,916)

Cash Position at End of 2011: $127,954 (3 months operating reserve)

2011 global budget projection

Appendix

Achieve Strong Program Impact

• Strong results in community knowledge gathering, a key step in service delivery

• Deployment of new (to bE) well drilling technology

• Impact in delivery of energy

• Strong impact in areas of maintenance and coordination with municipality in Bluefields, both key to sustainability of services

• Positioning of bE as a key actor in renewable energy in Nic.

• See draft second semester Nicaragua impact report

Secure Sufficient Resources to Sustain

Organization

• Revenue $479k

• Expense $496k

• Net Operating Income: $(18k)

Complete Strategic Initiatives

• Develop project portfolio: Creation of International Fundraising Committee, >12 submissions, 5 new projects secured

• Develop Service Learning Internship program: 65 person-weeks, generating ~ $44k in revenue

2010 Scorecard Overview

Consolidated Revenue by Source Type

Recurring Donations22%

Program Fees15%

Project21%

Other & Miscellaneous: Individual

10%

Other & Miscellaneous: Corporate

6%

Other & Miscellaneous: Non-profit

4%

Event17%

Sales Product3%

Sales Service2%

Non-Program Sales0%

Other Other0%

Other44%

Note: Includes Hivos 2010 revenue received in December 2009; does not include December 2010 revenue

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.

Spent within bE France5%

Spent within bE INT/US

Nicaragua64%

US Labor in Nicaragua (IPC)2%

France Labor in Nicaragua (VSI)

7%

Nicaragua Direct Project Activity Expenses (not

including Direct Labor) 11%

Nicaragua Labor & Support Services