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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
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
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
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