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

Strategy Maps Are Related to Our Scorecard Finances Theory of Change* Learning and Growth / Organizational Capacity Impact Key Constituents Processes 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 Finances 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* Learning and Growth / Organizational Capacity Impact Develop leaders working for a more equitable, sustainable world Create opportunities for sustainable development in severely marginalized communities 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 Processes 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 2010Jun 2010Jan 2010 Nicaragua Staff Size (FTE) Consolidated Cash Balance (USD) $204,883 $147,782$222,866 Projects Secured 6 33

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) 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 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.