1. PROJECT PYRAMID SUSTAINABLE CO-LEARNING IN ACTION CATALYST Consulting: Matthew Cohen, Ian Howard, Simon MacMahon, Bob Mann, Alexis Morgan

4. Poverty Alleviation Through Empowerment “ Poverty will end as it has ended everywhere else, by homegrown political, economic, and social reformers and entrepreneurs that unleash the power of democracy and free markets.” - William Easterly in response to How Aid Can Work (December 21, 2006)

5. Capability and Resource Assessment Project Pyramid must work to: Strengths Weaknesses Dedicated Volunteer Base Lack of Onsite/Local Expertise Business Acumen Lack of Site Specific Infrastructure Access to Capital and External Expertise High Turnover (Institutional Memory) Partnerships (Divinity) Finite Volunteer Hours Leverage Minimize Business Acumen Lack of Local Expertise Partnerships (Divinity)

6. Project Pyramid Alternatives BOP Philosophy Strengths - Bus. Acumen - Partnerships Scalable Impact 3 Pillars - Education - Collaboration - Action Project Constraints - Time - Lack of Local Expertise - Limited Funds Single Business Model Consulting Services Micro-credit Social Venture Capital Development Intervention

7. Project Pyramid Alternatives BOP Philosophy Strengths - Bus. Acumen - Partnerships Scalable Impact 3 Pillars - Education - Collaboration - Action Project Constraints - Time - Lack of Local Expertise - Limited Funds Single Business Model Consulting Services Micro-credit Social Venture Capital Development Intervention

8. Project Pyramid Alternatives   BOP Philosophy Strengths - Bus. Acumen - Partnerships Scalable Impact 3 Pillars - Education - Collaboration - Action Project Constraints - Time - Lack of Local Expertise - Limited Funds Single Business Model Consulting Services Micro-credit Social Venture Capital Development Intervention

9. Project Pyramid Alternatives     BOP Philosophy Strengths - Bus. Acumen - Partnerships Scalable Impact 3 Pillars - Education - Collaboration - Action Project Constraints - Time - Lack of Local Expertise - Limited Funds Single Business Model Consulting Services Micro-credit Social Venture Capital Development Intervention

10. Project Pyramid Alternatives        BOP Philosophy Strengths - Bus. Acumen - Partnerships Scalable Impact 3 Pillars - Education - Collaboration - Action Project Constraints - Time - Lack of Local Expertise - Limited Funds Single Business Model Consulting Services Micro-credit Social Venture Capital Development Intervention

11. Project Pyramid Alternatives            BOP Philosophy Strengths - Bus. Acumen - Partnerships Scalable Impact 3 Pillars - Education - Collaboration - Action Project Constraints - Time - Lack of Local Expertise - Limited Funds Single Business Model Consulting Services Micro-credit Social Venture Capital Development Intervention

16. The Business Model - Collaborating Review and Assessment of Candidates Sustained Action Identification Collaborating Co-Learning Score Sheet for: Anasset LPG Criteria Score Economic Impact 8 Social Impact 7 Environmental Impact 6 Fits Project Pyramid Capabilities 8 Capital Constraints 9 Openness to Collaboration 7 Viability of the Business Plan 7 Total 52 / 70

17. Full business plan developed with students Business plan reviewed by Investment Committee Initial capital invested The Investment Committee is composed of local leaders, Owen faculty and key professionals Plan submitted Changes requested Sustained Action Identification Collaborating Co-Learning Plan approved The Business Model - Collaborating

18. The Business Model - Sustained Action Sustained Action Identification Collaborating Co-Learning Further Funding Continued Business Growth Performance Monitoring Strategic Adjustments Consulting and Training Ever Improving Processes

19. Potential Exit Strategies Funds invested in subsequent venture Still has potential - Adjustments, continued investment Business is in good shape but not ready for divestment

20. The Overall Business Model – Sustained Action Sustained Action Identification Collaborating Co-Learning

30. Impact - Economic Revenue s

31. Impact - Social

32. Impact - Environmental

34. Questions

35. Funding Scenarios Aggressive Scenario: Quick, Large Donations and Matching Equity Funding Local (Ghanaian) Coordinator Student Travel Bursaries Project Admin / Marketing Total Costs Year Starting Funds Additions to Endowment Principal Additions to Endowment Interest Year End Balance 2008 $0 $6,000 $20,000 $10,000 $36,000 $75,000 $450,000 $1,950 $490,950 2009 $20,000 $6,120 $20,400 $10,200 $56,720 $490,950 $1,200,000 $21,712 $1,655,942 2010 $20,000 $6,242 $20,808 $10,404 $57,454 $1,655,942 $0 $79,924 $1,678,411 2011 $20,000 $6,367 $21,224 $10,612 $58,203 $1,678,411 $0 $81,010 $1,701,218 2012 $20,000 $6,495 $21,649 $10,824 $58,968 $1,701,218 $0 $82,113 $1,724,363 2013 $20,000 $6,624 $22,082 $11,041 $59,747 $1,724,363 $0 $83,231 $1,747,847 2014 $40,000 $6,757 $22,523 $11,262 $80,542 $1,747,847 $0 $83,365 $1,750,671 2015 $40,000 $6,892 $22,974 $11,487 $81,353 $1,750,671 $0 $83,466 $1,752,784 2016 $40,000 $7,030 $23,433 $11,717 $82,180 $1,752,784 $0 $83,530 $1,754,134 2017 $40,000 $7,171 $23,902 $11,951 $83,023 $1,754,134 $0 $83,556 $1,754,667

36. Funding Scenarios Moderate Scenario: Steady, Large Donations Equity Funding Local (Ghanaian) Coordinator Student Travel Bursaries Project Admin / Marketing Total Costs Year Starting Funds Additions to Endowment Principal Additions to Endowment Interest Year End Balance 2008 $0 $6,000 $10,000 $10,000 $26,000 $75,000 $60,000 $2,450 $111,450 2009 $20,000 $6,120 $10,200 $10,200 $46,520 $111,450 $200,000 $3,247 $268,177 2010 $20,000 $6,242 $10,404 $10,404 $47,050 $268,177 $400,000 $11,056 $632,182 2011 $20,000 $6,367 $10,612 $10,612 $47,591 $632,182 $800,000 $29,230 $1,413,821 2012 $20,000 $6,495 $10,824 $10,824 $48,143 $1,413,821 $200,000 $68,284 $1,633,961 2013 $20,000 $6,624 $11,041 $11,041 $48,706 $1,633,961 $60,000 $79,263 $1,724,518 2014 $40,000 $6,757 $11,262 $11,262 $69,280 $1,724,518 $0 $82,762 $1,737,999 2015 $40,000 $6,892 $11,487 $11,487 $69,866 $1,737,999 $0 $83,407 $1,751,540 2016 $40,000 $7,030 $11,717 $11,717 $70,463 $1,751,540 $0 $84,054 $1,765,131 2017 $40,000 $7,171 $11,951 $11,951 $71,072 $1,765,131 $0 $84,703 $1,778,762

37. Funding Scenarios Conservative Scenario: Few/No Large Donations (Continual Fundraising) Equity Funding Local (Ghanaian) Coordinator Student Travel Bursaries Project Admin / Marketing Total Costs Year Starting Funds Additions to Endowment Principal Additions to Endowment Interest Year End Balance 2008 $0 $6,000 $0 $5,000 $11,000 $75,000 $20,000 $3,200 $87,200 2009 $20,000 $6,120 $0 $5,100 $31,220 $87,200 $30,000 $2,799 $88,779 2010 $20,000 $6,242 $0 $5,202 $31,444 $88,779 $40,000 $2,867 $100,201 2011 $20,000 $6,367 $0 $5,306 $31,673 $100,201 $40,000 $3,426 $111,954 2012 $20,000 $6,495 $0 $5,412 $31,907 $111,954 $40,000 $4,002 $124,050 2013 $20,000 $6,624 $0 $5,520 $32,145 $124,050 $40,000 $4,595 $136,500 2014 $40,000 $6,757 $0 $5,631 $52,388 $136,500 $50,000 $4,206 $138,318 2015 $40,000 $6,892 $0 $5,743 $52,636 $138,318 $50,000 $4,284 $139,967 2016 $40,000 $7,030 $0 $5,858 $52,888 $139,967 $50,000 $4,354 $141,433 2017 $40,000 $7,171 $0 $5,975 $53,146 $141,433 $50,000 $4,414 $142,701

41. The Business Model - Collaboration A Phased Investment Approach Sustained Action Identify Collaborating Co-Learning Amount of Capital Invested . Step 1: Planning An acquisition plan is drafted Legal/Structural changes begin Output: Initial Plan Step 2: Consulting Plan is further developed, performance changes Output: Plan & Structural Changes Step 3: Initial Capital Investment Investment in capital to achieve business goals Output: Output: Acquisition Plan

42. Environmental Impact 58.95 58,949 50 1,179 10 118 48.23 48,231 50 965 9 107 38.97 38,974 50 779 8 97 31.00 31,002 50 620 7 89 24.16 24,158 50 483 6 81 18.30 18,301 50 366 5 73 13.31 13,310 50 266 4 67 9.08 9,075 50 182 3 61 5.50 5,500 50 110 2 55 2.50 2,500 50 50 1 50 Tons Total Pound Lbs Solar panels Solar panels installed

43. Ensuring Positive Impact - Metrics 2,546,584 1,414,769 472 10 47 35,369 58,949 47,159 106,108 141,477 2017 2,083,568 1,157,538 386 9 43 32,154 53,590 42,872 96,461 128,615 2016 1,683,692 935,384 312 8 39 29,231 48,718 38,974 87,692 116,923 2015 1,339,300 744,056 248 7 35 26,573 44,289 35,431 79,720 106,294 2014 1,043,610 579,784 193 6 32 24,158 40,263 32,210 72,473 96,631 2013 790,614 439,230 146 5 29 21,962 36,603 29,282 65,885 87,846 2012 574,992 319,440 106 4 27 19,965 33,275 26,620 59,895 79,860 2011 392,040 217,800 73 3 24 18,150 30,250 24,200 54,450 72,600 2010 237,600 132,000 44 2 22 16,500 27,500 22,000 49,500 66,000 2009 108,000 60,000 20 1 20 15,000 25,000 20,000 45,000 60,000 2008 With fiscal Muliplier Gross Revenues # employess working for our companies Number of Companies Employees Profit Fixed Wages Costs Revenue Year