Daiki "Taji" Tajima

Location / Country: Kigali, Rwanda
Organization: Africa Entrepreneurship Collective

SONG: "This summer, I did my summer internship at African Entrepreneur Collective (AEC). AEC is an American NGO which supports entrepreneurs in Rwanda and Tanzania. AEC was founded by Ms. Julienne Oyler (CEO, Yale MBA) and Ms. Sara Leedom (COO, Oxford MBA) in 2012. Under AEC’s umbrella, there are three organizations; Inkomoko, the affiliate for providing business consulting in Rwanda, AEC Rwanda Trustee, which provides low-cost loans to entrepreneurs by collaboration with KIVA, and Anza, the affiliate for providing business consulting in Tanzania. Strictly speaking, I did my summer internship at Inkomoko among these three organizations.”

“Supporting entrepreneurs in Rwanda has three different stages. For the first stage, AEC/Inkomoko staffs provide workshops for training basic business skills such as setting vision, mission and goals, building effective team, and basic accounting. During the first stage, AEC/Inkomoko staffs also conducts initial meetings with the clients. For the second stage, AEC/Inkomoko staffs analyze the business of entrepreneurs in terms of sales and marketing, operation, people, finance and accounting. During the second stage, AEC/Inkomoko staffs also deliver the business assessment reports with recommendations to the clients. For the third stage, AEC/Inkomoko staffs set the priority of the consulting service based on the feedbacks from the clients. During the third stage, AEC/Inkomoko staffs also provide actual consulting services such as developing market strategies, making financial projections in order to get external funding from banks, providing advanced accounting workshops, etc. As a summer internship member, I mainly involved in the second stage, i.e. delivering the business assessment reports. “

Responsibilities & Accomplishments

“I was in charge of supporting four Rwandan entrepreneurs. The entrepreneurs are chosen by Bank of Kigali’s entrepreneurship support project. Under this project, the eight winners among fifty entrepreneurs will be provided the interest-free loans by Bank of Kigali.”

“Although there are many challenges for entrepreneurs in Africa, international organization, governments, and private companies are cooperating each other to unlock the great potential of entrepreneurs in Africa in order to create more jobs and achieve sustainable development of the continent.”

__

Conclusion

“My summer internship at African Entrepreneur Collective (AEC) / Inkomoko was an amazing experience for me. I learned a lot from the NGO and people in Rwanda but at the same time I tried to do my best for contributing through supporting clients of AEC through business assessment reports, providing internal training about Japanese economic growth and developing networks with IFC and JICA. I would like to contribute more to the beautiful country, Rwanda, as wells as the amazing African continent after graduating from Fletcher.”

Miran Song

Location / Country: Mbale District, Uganda
Organization: Discipling for Development (D4D)

SONG: "As a Blakeley fellow this past summer, I had the incredible opportunity to travel to Mbale District in Uganda as a research intern with Discipling for Development (D4D), a department of The Navigators, an internationally recognized NGO. D4D is a community-based development organization focusing on empowering people in rural villages with sustainable knowledge and skills. Their mission is to help community people grow in their ability to solve their own problems in various aspects of their lives. As a catalyst for development, they assist the community people in identifying the resources they don’t realize that they have and building on those resources for improving their lives. Their approach is unique and sustainable in that it helps people stand on their own feet by taking ownership of the resources, knowledge, and skills that they identify themselves.”

__

Internship Goals

“My main goal that I wanted to achieve during my internship was to experience first-hand how sustainable development is being lived out in rural Uganda and to help the D4D team document impact through my research. Other goals included:

• To learn about Ugandan and East African culture

• To actively engage in the communities with development perspective

• To observe how D4D transforms communities

• To document the impact of the D4D projects with a focus on how women in the communities have been empowered by D4D

• To hone facilitation/leadership skills ”

__

Responsibilities & Accomplishments

“For the first half of my internship with D4D, I was given the chance to give workshops on the phases of a D4D program to the staff and visitors. The five phases of a D4D program (preparation phase, exploration phase, mobilization phase, empowerment phase, and reproduction phase) have been the foundation for the work of D4D community development. Learning about the phases and teaching on them myself was a good learning opportunity to get a better understanding of the organizational vision and values and enhance my facilitation/leadership skills. I also could learn more deeply about the work of D4D through attending community workshops, trainings, and project follow-up meetings in the villages.

For the second half of my internship, as a research intern, my main task was to do an impact study/research on how poverty has been alleviated and lives have improved in the communities that D4D has been working with. The research was conducted mainly through formal and informal individual interviews and group discussions over the period of one month. Through my research, I was able to get a vivid picture of how the people in the rural villages have been transformed and impacted holistically by D4D over the past three decades. My research focused on areas of environment, agriculture, and health, with a focus on women’s empowerment. “

__

Conclusion

“Overall, my internship with D4D was a very rewarding and enriching experience that changed my view of development. Professionally, my experience working with Ugandan locals for 10 weeks dramatically changed my narrow, pre-conceived notion of what development truly means to local beneficiaries, thus helping me refine my definition of development. And through my encounters and interviews with local people in Mbale, I made the conclusion that health issues in Uganda and other Sub-Saharan African countries are what I want to devote my future career to and where my passion lies. Personally, I feel privileged to have been able to develop meaningful relationships with the staff and local people in the villages. I still have much more to learn, but I am sincerely thankful that I got a glimpse into what it means to put myself in those people’s shoes that I am trying to help. I am beyond grateful to the Blakeley Foundation for this incredible, life- changing opportunity that I had this past summer!”

Stephanie Mann

Location / Country: Jakarta, Indonesia
Organization: Millenium Challenge Corporation

MANN: "This summer I worked for three months as the Monitoring and Evaluation (M&E) intern with Millennium Challenge Corporation (MCC) in Jakarta, Indonesia. Millennium Challenge Corporation is a U.S. foreign aid agency with a unique approach to foreign assistance. The MCC Board uses independent and rigorous policy indicators to determine a country’s eligibility for a fixed five-year compact. MCC also requires selected countries to identify their own priorities for achieving sustainable economic growth and poverty reduction. The Indonesia Compact entered into force in April 2013 and is currently in its final year. The Government of Indonesia (GoI) established its three development priorities in the fields of procurement modernization (PM), improved community- based health and reduced childhood stunting, as well as environmentally sustainable, low carbon economic growth (GP). As the M&E intern, I worked mostly with the PM project, in addition to some work with the GP project. ”

__

PM Project & Mentoring Sub-Activity

“The Procurement Modernization (PM) Project is designed to accelerate the Government’s procurement reform agenda and transform the operation of the public procurement system in Indonesia. The objective of the project is to support the implementation of the procurement function within the GoI by establishing Procurement Service Units (PSUs) resourced with systems, processes, and skilled procurement professionals as per Presidential Regulations No. 54 introduced in 2010. The expected results of building this capacity within the GoI will be cost savings and efficiency improvements on procured goods and services, while assuring their quality satisfies the public need and that the goods and services are delivered to the public as planned. These savings should lead to more efficient provision of goods and services to the economy, potentially enhancing economic growth.”

Impact:

“In order to carry out the implementation fidelity study, I first attended some PwC trainings to make to establish contacts with the mentors that were involved with this activity. After establishing a rapport with the mentors, I set up times to travel with them for their mentoring activities at various PSUs. I traveled with four different mentors to six different PSUs located on three different islands. I conducted 14 standardized, open-ended interviews with sixteen individuals across the six PSUs. The interviews conducted with mentors discussed their general experience with the mentoring program in all their PSUs, with specific experiences from individual PSUs elaborated on occasionally. The other 10 individuals interviewed were various leaders and structural officers from within the PSU. As the intent of this case study was to document how the mentoring was implemented and the impact of mentoring on the organizational development of the PSU, I interviewed the relevant leadership who worked most closely with the mentor.

I compiled my findings from my interviews and mentoring observations in a twenty-five page report that was used for internal review by MCC’s M&E team and the senior technical advisors of PwC.”

__

GP Project

“The Green Prosperity (GP) Project promotes environmentally sustainable, low carbon economic growth as set forth in the Government’s medium- to long-term development plans (RPJP and RPJM), the National Greenhouse Gas Emission Reduction Action Plan (RAN-GRK), and Regional Spatial Plans (RTRW) (each a “Plan”). The GP Project will provide a combination of technical and financial assistance to support rural economic development that raises real incomes of Indonesians in a manner that reduces reliance on fossil fuels, improves land management practices, protects natural capital, and complements efforts to reduce emissions from deforestation and environmental degradation. “

Impact:

“I worked with the “Window 2” umbrella project, which involved community-based natural resources management (CBNRM) intended to fund smaller-scale projects that promote enhances management of watersheds and forests to improve the sustainability of renewable energy and/or agriculture investments and support rural livelihoods and economic development.”

__

Conclusion

“Taken together the internship with MCC Indonesia was an enriching one where I had the opportunity to build upon my background in Indonesia and enhance my language skills in addition to learning about a vast array of new sustainable development issues and cultivating field research skills. Furthermore, the internship has led an employment opportunity for this year. I will be staying on with MCC as a government consultant focusing on the GP project and continuing to travel out to Indonesia during holiday breaks to help with project site visits and assessments. Considering the prodigious expenses of an international unpaid internship, I could not have afforded this opportunity if it were not for Jerry Blakeley’s generosity with the Blakeley Fellowship. I very much look forward to discussing the projects I had the opportunity to be involved with over the summer and thanking Mr. Blakely in person.”

Dylan Lubbe

Location / Country: Ahmedabad, India
Organization: Centre for Innovation, Incubation, & Entrepreneurship

LUBBE: "In the summer of 2017, I joined the Centre for Innovation Incubation and Entrepreneurship as a Strategy Associate. Working vigorously under four initiatives, I gained vast exposure to many startups, industries, ideas and entrepreneurs.”

__

Centre for Innovation, Incubation, & Entrepreneurship

“The Indian Institute of Management’s (IIM) Centre for Innovation Incubation and Entrepreneurship (CIIE) helps entrepreneurs turn ideas into viable businesses by incubating, accelerating, mentoring and funding innovative start-ups. CIIE believes that entrepreneurship can bring about disruptive change through ventures across impact areas like energy, environment, agriculture, healthcare and affordable technology.”

__

Impact:

The India Innovation Growth Programme (IIGP)

“Under this program, selected startups and entrepreneurs were hosted by CIIE and took part in a week long, intense lecture series held by IIM professors. In addition, entrepreneurs would participate in concentrated sessions with CIIE mentors to discuss their businesses and ideas. On behalf of CIIE I advised and mentored at least eight entrepreneurs and startups under the programme. During these sessions, we discussed the challenges faced by these startups, identified growth opportunities and critiqued the business viability and models of the businesses.”

IIMAvericks Initiative

“This program is dedicated to helping graduating MBA students of IIM focus on their business ideas and sustain themselves during the first two-year period of starting up.

I worked particularly closely with two members under this initiative. First Nahulan Pranav, who wants to bypass the traditional method of purchasing fruits and vegetables in India by creating an express delivery service.“

Innovation City

“Innocity” is an on-demand and a customized startup support platform designed by CIIE. Through CIIE, Innocity enables aspiring entrepreneurs to get customized guidance, support and services from relevant professionals, mentors, startup founders, angels and other startup service providers.

Under this initiative, I delivered presentations on Customer Development to Innocity attendees. I took entrepreneurs through various frameworks and tools such as the Business Canvas Model, Lean Model Process, the concept of Minimum Viable Products and the Lean Start Up process to help them validate and refine their ideas and early stage startups.”

__

Conclusion

“My experience at CIIE was remarkable and one that I will never forget. Not only have I gained valuable experience, quality learning and an acquisition of many new skills, my work was rewarding and energizing. I really felt that I added value to those with whom I worked with which was a great takeaway.”

Marli Kasdan

Location / Country: Kigali, Rwanda
Organization: Hands of Mothers

Kasdan: "Overall, my internship experience with Hands of Mothers (HOM) was extremely rewarding for me. I learned a lot about development at the local level though the lenses of women’s empowerment in business, capacity building, and project sustainability. In addition, I feel that my work with HOM centered on deliverables and impact to our program participants. I thoroughly enjoyed working with the three cooperatives that HOM supports: Twiyubake, Baho, and Ejo Hazaza. I appreciate and recognize the many challenges they face, and I think that the HOM summer team was able to lay the groundwork for a sustained upward trajectory for each cooperative. My hope is that our team’s focus on capacity building through a series of trainings and workshops and our emphasis on promoting sustainable income generation has put in place the foundation for each cooperative to become independent from HOM and sustainable in the long run.”

__

Hands of Mothers

“HOM worked with three women’s cooperatives in Kigali, Rwanda:

• Baho: raises kuroiler hens and sells eggs

• Twiyubake: makes hand-crafted leather sandals

• Ejo Hazaza: makes hand-crafted jewelry; applied for a grant to start a project to grow and sell oyster mushrooms”

__

Deliverables and Impact to Program Participants

“During the internship, my deliverables and impact on program participants mainly focused on my work with the women in the cooperatives that HOM supports. Throughout the summer I ran a series of trainings and workshops along with my team members in order to help the women in the cooperatives improve their record keeping skills, sales skills, cooperative management and organization, and cooperative accountability structure. “

__

Conclusion

“I thoroughly enjoyed my internship experience with Hands of Mothers in Kigali this summer, and I hope that I had a positive impact on the women we worked with and HOM. I gained valuable field work experience this summer, and I want to extend my most sincere thank you to Jerry and Yunie Blakeley for the fellowship.”

Ankit Grover

Location / Country: Zimbabwe
Organization: TechnoServe

GROVER: "It is often said, “You can have it all. Just not all at once.”

My summer experience as a Blakeley Fellow working with TechnoServe and the African Agriculture Fund (AAF) was nothing less than a “have-it-all-at-once” opportunity. In my ten weeks in Zimbabwe, I was afforded the chance to delve deep into each of my interest areas – small and medium enterprise development, private equity, business strategy and impact investing. ”

__

About TechnoServe and TAF

“TechnoServe, whose mission is to find business solutions to poverty by connecting farmers to financial markets, recruits Fellows (or Volunteer Consultants) to work on short-term assignments in developing countries with high impact opportunities. As a Fellow, I was drafted to work with AAF’s Technical Assistance Facility (TAF) (managed by TechnoServe) in preparing a business plan, market strategy and financial projections for a Zimbabwean agribusiness company in the sesame crop value chain. TAF supports AAF’s portfolio companies in improving linkages between smallholder farmers (SHFs) and the companies, to increase local household incomes and enhance food security in communities where the Fund invests. This lays the foundation for sustainable long-term growth and developmental impact for both the portfolio partner and the community it benefits. “

__

The Experience:

“It is one thing to study value chains and another to actually start from the base of the pyramid and follow the trail of the grain. A thorough analysis of the sesame business required engagement with SHFs on the ground, away from the hustle and bustle of Harare. In late July, I had the opportunity to travel to one of the remotest and most water-stressed villages in Zimbabwe, some hundred miles from the capital. I had the chance to study first- hand the various predicaments from the farmers, as well as brainstorm some quick-fix solutions for their problems. My education in agronomy came full circle when I could finally validate and tie the smallholders’ income statements to the financial model I was preparing.“

__

Conclusion

“My biggest takeaway from my fellowship is to never discount the power of the value chain. It is what drives synergies in achieving developmental impact, and without it, no business can remain sustainable in the long term. I'm grateful to the Blakeley Foundation for affording me this opportunity and look forward to helping the Foundation accomplish its objectives in the future.”

Miriam Freeman

Location / Country: Bogota, Colombia
Organization: Compartamentos con Colombia

FREEMAN: "I went to Colombia in May of this year to start my internship at Compartamos con Colombia (CCC) with lots of excitement and few expectations. I had visited Colombia for the first time in March on a Fletcher Latin America Group (FLAG) trek, and was left with a taste of how special the country was, but wanting to know more. Six months later, I can say Colombia surpassed every expectation, and my internship at CCC proved an incredible opportunity for personal and professional growth.”

__

Compartamos con Colombia

“Compartamos has a unique model—leveraging private sector expertise to solve social sector challenges. What makes it different from other market-based approaches is its multi-firm arrangement. The organization was founded as the corporate social responsibility (CSR) strategy of fifteen companies in Colombia (many of them multinational) with expertise in strategy, finance, law, and other professional services. Volunteers from these firms work as consultants on a pro-bono basis on specific projects for the Colombian social sector. The role of CCC is to connect the nonprofit and private sectors, adding value through strategic analysis and producing the final consulting deliverables. Compartamos’ projects fall into three categories: capacity building (its core), shared value, and social innovation. “

__

The Experience

“Compartamos has an ongoing presence in Quibdó through partnerships with organizations like ACDI/VOCA and Fundación MIMA, as well as the Detonante entrepreneurship festival now in its third year. Quibdó is one of the rainiest places in the world and the poorest city in Colombia by some measures. Projects ground to a halt earlier this summer when there was a general strike, citing government indifference, incomplete highways, lack of healthcare, and other public services. Illegal mining, corruption, and guerilla conflict have added fuel to the fire. A former slavery hub, it is no coincidence that the region has the largest afro-descent population in the country, and one of the largest indigenous populations. With 62% of residents living below the poverty line, several people told me that the region’s development indicators align more closely with sub-Saharan Africa than Latin America. I was grateful for the opportunity to see a different side of Colombia and contribute in some small way to the growing entrepreneurial movement there.

For all of the challenges they face, Chocoanos are resilient. The ACDI/VOCA project began in January and has included a series of workshops for the 28 entrepreneurs it supports on topics from accounting to peacebuilding. Along with two colleagues, I led a strategy workshop, combining a business canvas model with human-centered design techniques to encourage entrepreneurs to think outside the box and embrace new ideas for their businesses. These entrepreneurs understand clearly that what they are selling goes beyond jewelry, chocolate, or other products—they are selling the opportunity to change the region’s image nationally and internationally, by preserving local culture and traditions. To me, this is what market approaches to development are all about.”

__

Conclusions

“My experience in Colombia surpassed every expectation. During my short time there, I worked with incredible colleagues, became familiar with a number of important local players, was introduced to the world of nonprofit consulting, and in some small way participated in important efforts to strengthen the social sector in Colombia. I surprised myself with my ability to apply finance and strategy skills acquired at Fletcher, and left inspired to learn more skills that I can apply to creating social change after graduation. After ten weeks, I feel I only touched the surface of all the country has to offer, and of the diverse challenges it faces. These are exciting times for Colombia, and I’m eager to see how things progress.”

Claudia Cruz Leo

Location / Country: Hyderabad, India
Organization: Vaya

CLAUDIA CRUZ LEO: "Vaya is a for-profit microfinance institution (MFI) based in Hyderabad, India, the capital of the Indian state of Telangana. The organization is the brainchild of former SKS Microfinance1 CEO and Tufts alumnus, Dr. Vikram Akula, who now serves as Chairperson for the organization and is a constant source of guidance and inspiration for Vaya staff. Vaya sees itself as “a next- generation financial inclusion organization”, as it provides financial services with a focus on integrating digital finance technology through the use of tablets for loan management.2 The firm’s aim is to enhance the livelihoods of underserved low-income women, mainly in rural areas, through the provision of financial services and financial literacy training. Vaya is operational in six states in India and is currently the only microfinance firm present in Telangana following the Andhra Pradesh crisis in 2010.

Throughout my nine weeks at Vaya my focus was on individual lending. Being a traditional microfinance firm, Vaya currently only offers group lending, or joint liability, products. After an initial discussion over Skype with the organization’s Chief Financial Officer (CFO), I realized individual lending would be a priority area for the organization. This hunch was confirmed after I arrived in Hyderabad, following an annual all-staff retreat in which senior management stressed that the organization going forward would begin to transition into individual lending.

My direct supervisor and I developed a work plan with three goals for the summer:

1. Investigate individual lending products and underwriting practices in India and around the world;

2. Design a survey to administer in the field and gain a solid understanding of the demand for individual lending products;

3. Recommend entry or delay into the individual lending market and propose a road map for next steps.

“In addition to conducting independent research, I worked closely with various department heads at Vaya (operations, finance, training, data management, and human resources). I made two visits to the field to speak with and understand the composition and needs of Vaya clients and staff. I also spoke with key staff members at competing microfinance organizations, e.g. Ujjivan Financial Services, Muthoot FinCorp, and others, to understand the approaches others in the industry were taking towards individual lending. My final recommendation was based on the Indian context with regard to individual lending (products and process); client demand; and the firm’s level of readiness.

Apart from this main research effort and market analysis, I also helped Vaya staff begin to think through how to design a credit absorption index to assess new clients’ creditworthiness, although this work was preliminary. “

IMPACT:

i. Vaya’s Staff

Vaya’s CEO was very thankful for my efforts in helping the organization move one step closer to cracking the individual lending puzzle. My research, which combined an academic and fieldwork approach, provided the organization with the groundwork and tools for conceptualizing an individual lending product and the new underwriting process. This is something for which the organization did not have the resources, human and financial, to do carry out on its own.

ii. Vaya’s Clients

Various colleagues at Vaya told me in my first days at the organization that their clients had been clamoring for individual loan products. Many of these women had already successfully completed various loan cycles with Vaya and other microfinance organizations, reaching the maximum amount they could borrow at one time under RBI regulations, and therefore wanted expanded opportunities to access larger chunks of capital to grow their businesses. I spoke to women who felt this way on my field visits. Others, interestingly enough, no longer wanted to be responsible for other group members’ repayments. The recent demonetization effort further exacerbated this issue as many women were unable to meet their repayment schedules, putting undue pressure on their peers to meet their repayment obligations. Although my ultimate recommendation was to delay the launch of individual lending products, I emphasized the need for the organization to put in place the necessary processes and seek the needed expertise to meet these women’s needs.

Maxwell Bevilacqua

Country: Java, Indonesia
Organization: Ruma

BEVILACQUA: "RUMA (now transitioning to “Mapan”) is an Indonesia-based company that works on providing lower-income communities with better access to goods and services through technology. I was assigned to the marketing team to work on a project called Gugus Mapan. Gugus Mapan is a financial literacy program where the deliverable was an activity book directed towards the women who are typically in charge of the family’s finances.

The concept of the book was to increase financial literacy. The fundamental issue with our audience, however, was not so much “financial literacy” as it was “behavioral change” that allowed them to approach their finances. Specifically, within financial literacy, and at the heart of our model was savings. The initial exercises of tracking expenses existed for the purpose of drawing attention to money that could be saved and the final exercises that channeled funds into entrepreneurial endeavors were only as successful as the saving was. “

“Before we could impart financial literacy, which we conceived as “SiTaTa” or “Setting aside, saving, and adding money back into a side business,” we realized that we needed to develop a psychologically appealing and motivating way to begin and then continue the conversation. Thus we created an interactive book with a built-in friend, supporter, teacher, and guide - “TaTa”. Our Gugus Mapan meetings were most successful when the norms of a classroom were in place. The design of an interactive “textbook” was therefore fitting and it was easier to push our audience to be good “students” by reminding them that this was an opportunity to model diligence and dedication for their children.

The philosophical underpinnings of the book actually came from Alcoholics Anonymous. First, we were admitting that we have a problem, second we were realizing that there is a process

that could make them “well”, and thirdly we were imparting hope/faith in the process of working through the book based on previous successes. The group structure, rituals and repetitions, were meant to be reminiscent of AA because they contain many elements of group cohesion. “

“I felt incredibly lucky to have been given substantive work within a private company doing public good. I noted, with some humor, that whereas I had thought my father’s line of work (financial advising) was boring as a child, I had found myself reveling in the project of financial literacy. I am excited to continue exploring public good from the private sector thanks to this experience which would not have been possible without the generosity and support of the Blakeley Fellowship.“

John Beasley

Country: Nicaragua
Organization: Hurricane Ventures

BEASLEY: "My internship this summer with Hurricane Ventures expanded upon an idea born out of the commercial challenges of developing, operating, and maintaining a solar energy project in Central America.

The previous summer I worked with a project developer, Global 2020, on a 12.5MW solar project near the capital city of Managua. In the process of overall market research and specifically while sourcing contractors, Global 2020 recognized the overwhelming lack of local human capital capable of performing the required engineering and electrical work to build and operate a solar field. Furthermore, while this project was the first and largest of its kind in Nicaragua, other Central American countries had previously built solar projects, only to see their productivity drop significantly or fail entirely due to lack of certifications, regulations, and overall operation and maintenance challenges (O&M). As the summer of 2016 progressed, we (Global 2020) began to sketch out a rough outline of what a training program might look like and brought in Hurricane Ventures, a local project management firm with experience in socially oriented initiatives to begin implementation.

Over the course of the 2016/2017 academic year, I worked with Hurricane Ventures to draft proposals and grant applications to source funding for the project. We initially envisioned a simple collaboration and joint venture with a local Nicaraguan university that would use Global 2020’s working project site as a classroom facility to incorporate into engineering and electrical training classes.

Today's project is still ongoing and I continue to help Hurricane Ventures, primarily with writing proposals and explaining the breakdown of the project for various agencies. One visual that includes some of the German companies who will be involved can be found in my PowerPoint presentation. As my blog posts indicated, I grew quite frustrated with the bureaucratic slog that accompanied the expansion of the project. Governments and aid agencies move very slowly and cautiously but the need for this type of training in the region is immediate. I am encouraged by the enthusiasm with which our ideas were received but I worry that the program will not reach its potential before more mistakes in the solar industry have been made. Ultimately though, I believe this project is headed in the right direction and can be a future model for technology transfer in developing countries. The critical piece is that the private sector players have a financial incentive to help and this is not just an aid project. For developers like Global 2020, being able to hire local workers for O&M will significantly cut down on CAPEX spending, and the German suppliers will gain a foothold in a region with great potential. The challenge remains getting all the disparate groups, with various goals and objectives, to work together towards a common goal and share the financial risk accordingly.