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Northeast Sustainable Energy Association (NESEA)

 50 Miles Street
 Greenfield, MA 01301
[P] (413) 774-6051 x 23
[F] (413) 774-6053
www.nesea.org
[email protected]
Jennifer Marrapese
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INCORPORATED: 1975
 Printable Profile (Summary / Full)
EIN 23-7437161

LAST UPDATED: 08/23/2017
Organization DBA --
Former Names Northeast Solar Energy Association (1989)
New England Solar Energy Association (1985)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

We envisions a built environment in the Northeast that is climate neutral, adaptive and resilient, energy independant, architecturally inspiring, and supportive of connection and community. NESEA hopes to advance the adoption of sustainable energy practices in the built environment by cultivating a community where practitioners share, collaborate and learn.

Mission Statement

We envisions a built environment in the Northeast that is climate neutral, adaptive and resilient, energy independant, architecturally inspiring, and supportive of connection and community. NESEA hopes to advance the adoption of sustainable energy practices in the built environment by cultivating a community where practitioners share, collaborate and learn.

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $1,431,770.00
Projected Expense $1,431,770.00

ProgramsMORE »

  • BuildingEnergy Conference & Trade Show
  • BuildingEnergy Masters Series
  • Green Buildings Open House/BuildingEnergy Pro Tours
  • Zero Net Energy Building Award
  • Zero Net Energy Homes Database

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

We envisions a built environment in the Northeast that is climate neutral, adaptive and resilient, energy independant, architecturally inspiring, and supportive of connection and community. NESEA hopes to advance the adoption of sustainable energy practices in the built environment by cultivating a community where practitioners share, collaborate and learn.

Background Statement

In 1974, the US was in the midst of an energy crisis. Oil was in short supply, and fuel prices skyrocketed. A group of builders, architects, engineers, and homeowners banded together to design and construct solar buildings that needed little or no oil, or other fossil fuels for that matter. They called themselves the New England Solar Energy Association (NESEA).

These NESEA pioneers met monthly over lunch at the Massachusetts Institute of Technology, and held workshops for builders and home owners on such topics as solar water heaters. Even in the early years, NESEA organized major regional conferences and published a newsletter that served as a networking medium for people interested in technological developments, market trends, and government policies related to energy consumption.

Our early members also recognized that the community they had developed was valuable in itself.

In 1985, NESEA joined with similar groups that had started in metro New York and elsewhere in the Mid-Atlantic. The new organization became the Northeast Solar Energy Association (still NESEA), and embraced the entire region from Maine to Delaware.

NESEA’s agenda expanded beyond solar to include transportation and energy-efficient building construction. In 1989, the first annual American Tour de Sol, a solar car demonstration and championship, traveled from Montpelier, VT, to Boston, MA. To reflect the broadened agenda, NESEA changed names again, to the current Northeast Sustainable Energy Association. Still NESEA.

In 1994, we moved to our present headquarters in Greenfield, MA, a small city that lies between the Connecticut River and the Berkshires. We committed to creating a community park and educational green space on the adjacent land, and the resulting Greenfield Energy Park opened in 1999.

In 2004 and 2005, the board of directors decided to narrow the organizational focus to supporting practitioners in the field of energy sustainability or teaching about sustainability. This meant eliminating programs designed to educate consumers.

In 2011, we narrowed our mission further, eliminating our K-12 education programs. This freed up resources to do more of what we do best, which is to support our member-practitioners. Today, our mission is to promote the adoption of sustainable energy practices in the built environment by supplying the infrastructure for the collaboration that we as members want and need.


Impact Statement

 

 

2016

 

  • · Over 170 member-volunteers engaged in over 1,000 hours of planning and staffing NESEA conferences.
  • · Drafting and adoption of a family leave policy.
  • · 495 practitioners learned firsthand about the successes and challenges of various high-performance building projects by attending 14 BuildingEnergy Pro Tours.

 

2017

The Board acknowledged the Staff’s excellent work over the past two years to strengthen existing programs. The Board adopted the following strategic goals to build on that progress and to offer Staff guidance for growth without compromising organizational stability.

1. Review all existing and developing programs through the lens of a clear and transparent content curation process, giving priority to developing an online platform as a place to share and discuss generated content.

2. Continue to deepen NESEA’s programmatic focus to include Commercial and Institutional.

3. With an initial focus on Emerging Professionals, broaden the demographic diversity of NESEA membership to better reflect the constituency NESEA serves.

4. Provide an outstanding volunteer program by developing onboarding, engagement and recognition processes to attract new members, and keep current members working toward NESEA’s mission.

5. Identify ways to offer NESEA programming in underserved portions of the Northeast.


Needs Statement

  1. Online platform for member collaboration: NESEA members are dispersed throughout 10 states, with only a handful of opportunities to meet face-to-face each year. NESEA needs staff and infrastructure to develop online communities of practice for networking and sharing of best practices. Cost: $100K in seed money to launch effectively
  2. Leadership development:  As a member-driven organization, we need to build leadership capacity within our membership such that they can curate content and help run new/expanding programs. Cost:  $60K per year for a staff person plus $25K for web development
  3. Retain staff: NESEA has a highly qualified but undercompensated staff. We need to bring staff salaries and benefits to market rate to ensure retention. Cost: an additional $50K per year
  4. Upgrades to NESEA building: NESEA is blessed to own its building, but during the past several years, we've had insufficient funds for reinvestment. Our building committee is developing a plan to preserve and enhance the value of the building through routine maintenance, upgrades to attract good tenants, and investments in energy efficiency. Investing in the energy efficiency of our building would make an important statement, in alignment with our mission. Cost: TBD

CEO Statement

What makes NESEA unique? There are a number of things that characterize our community, and distinguish us from the many other organizations that are involved with making the built environment more sustainable.


First, NESEA is a member-driven and staff-supported organization. One of the places this is most evident is in our BuildingEnergy Conference and Trade Show. A planning committee of NESEA members curates the conference content in a very interactive and democratic process, and the staff facilitates with logistical support. The member-driven nature of NESEA allows us to accomplish a lot with a very small staff, but also requires our staff to ensure engagement with and follow-through by our very committed (and often very busy) volunteer/members.


Second, the NESEA community is unique in its willingness to share not just what works in energy efficiency/renewable energy, but maybe more importantly, what doesn’t. Our community members are unashamed to share their biggest mistakes, and are focused on learning from them so that we can avoid making the same mistakes on a widespread basis.


Related to this is the NESEA community’s insistence upon actual data to back up building performance claims. Many other nonprofit organizations in the “green building” arena rely upon energy modeling to predict the results of their work rather than actual performance. But NESEA insists that its presenters/members present at least a full year’s worth of data before they are allowed to share a project as a case study.


Another thing that makes NESEA unique is the fact that we are a multidisciplinary community. We consider ourselves to be the professional membership organization of choice. Unlike the professional certifying organizations for architects, engineers and homebuilders, nobody joins NESEA because they are required to join. Rather, they join for the quality of the network and the information they can access through our diverse community.


The NESEA community is also a venue for mentoring individuals and small businesses through the development of informal peer networks. Many of our members report that every single important business connection they have made or job they have landed has been as a result of a NESEA interaction.


Finally, NESEA embraces a whole systems approach. We recognize the connections among different systems within a building (HVAC, envelope, lighting, appliances) and between the building and its setting, its users, the community in which it exists. And through our work we try to optimize these connections.

Board Chair Statement

I am involved with several organizations that focus on high performance building. Without exception, they provide good networking opportunities. One thing that distinguishes NESEA from all others is the willingness of NESEA members to talk about their mistakes and lessons learned.

 

For example, some energy efficient homes built in the 1970s and 80s failed. They were super insulated and built tightly without proper ventilation. A few of these were catastrophic enough to force a deeper look at building science practices, and how the physics of buildings and interactions between homes and their occupants actually work. Marc Rosenbaum, Bruce Coldham, and other NESEA members helped us learn early on that we needed to be honest about results in order to learn—as quickly as possible—how to do it right.
 
My involvement in NESEA has grown steadily over the years. From attending BuildingEnergy, to speaking at the conference, to serving on the conference planning committee, serving on the board, and finally, as board chair. I’ve also encouraged(CSG) staff to be involved with NESEA for its phenomenal professional development opportunities. In fact, Matt Root of CSG is serving as Vice Chair of BE14—a substantial investment of CSG’s time and resources, but one that I know will more than pay off!
 
Earlier this year, I was inspired to make the ultimate commitment to NESEA. I became a Lifetime Member, and did it very publicly during the BE Conference as a means of thanking the organization that has given me so much. I challenged others to join me in the commitment to Lifetime Membership – thank you John Abrams, (“double lifetime member!”) and Jonathan Wright, who accepted this challenge.

 

NESEA currently faces many hurdles, many of them shared with the best-run nonprofits. Among the most pressing: trying to do too much with a small (and somewhat junior) staff, and reliably earning sufficient revenue to attract/retain top talent and hire enough staff to expand programs. We are diversifying our programming and revenue streams by offering new conferences in more locations, robust online programs, and peer-to-peer networks and communities of practice to add value for our members, thus addressing these issues.

 

Our most pressing challenges as a board are: increasing fundraising and development capacity, and creating a process for mentoring and leadership development to ensure that we are cultivating members for roles with increasing responsibility.

 

We are addressing the fundraising and development capacity at the board level first—meeting one-on-one with each board member to hear how NESEA has benefited their practice, and asking them to share these stories with others. This is a new effort. We don’t know yet how effective it will be. We are also considering hiring a consultant to help build fundraising and development capacity.

 

With respect to leadership development, we are creating clearer pathways and support processes so that our members can easily answer “where do I fit in?” and “how can I best engage with NESEA to use my talents and to develop my leadership potential?” This ongoing campaign will send positive ripples throughout the organization.
 

Geographic Area Served

STATEWIDE
NESEA serves the entire state of Massachusetts plus the nine most northeastern states:  Maine, New Hampshire, Vermont, Connecticut, Rhode Island, New York, New Jersey, Pennsylvania, and Delaware. The vast majority of our members live and work in the greater Boston metro area.

Organization Categories

  1. Education - Professional Societies & Associations
  2. Environment - Professional Societies & Associations
  3. Community Improvement, Capacity Building - Small Business Development

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

BuildingEnergy Conference & Trade Show

Over 2,500 renewable energy and green building practitioners bring their cutting edge thinking to Boston each March for the BuildingEnergy Conference & Tradeshow. Now in its 39th year, BuildingEnergy is the largest, longest running regional sustainable energy event in the country. BE14 conference sessions ranged from emerging trends in renewable energy to healthy alternatives to traditional building materials to deep energy retrofits of commercial and residential buildings. BE is the only conference that requires its case studies to present a full year of energy data. BE14 included over 60 sessions and 20 full- and half-day workshops. The Trade Show featured 110 exhibitors showcasing the latest sustainable technologies, products, and services, as well as two demonstration stages, where select exhibitors could demonstrate how their products are used most effectively.
Budget  $657,000.00
Category  Environment, General/Other Environmental & Sustainable Design
Population Served Adults College Aged (18-26 years) Other Named Groups
Program Short-Term Success 
  • More than 90 percent of respondents to our post conference survey report that the BE Conference met or exceeded their expectations, and that they would recommend it to a friend.

  • More than 50 percent of respondents to our post conference survey report that attending BE they have changed their practice and/or improved their green building techniques as a result of what they have learned at the BE Conference.

  • More than 50 percent of respondents to our post conference survey report having made at least one valuable business connection at the BE Conference.

  • More than 25 percent of respondents to our post conference survey report that attending the conference helped them generate new business in the field of sustainable energy.
Program Long-Term Success 

For practitioners having attended the BuildingEnergy Conference, 80% of survey respondents will report having actually deployed the techniques and/or incorporated the information learned in their practice.

 
20% of these respondents will be willing to report actual results from the buildings in which they deployed these techniques.
Program Success Monitored By  We use a variety of tools, including post conference surveys of attendees, exhibitors, presenters, and sponsors, and interviews with conference attendees.
Examples of Program Success  In 2013, 3,000 people from 32 states and 8 countries attended NESEA’s annual BE Conference, almost double 2012 attendance. In our 2013 post-conference survey we asked, “Did the conference fulfill your main reason for attending?” 96% of respondents said the conference fulfilled their main reason for attending. 100% of respondents said that they would recommend the conference to others. Respondents were also asked to tell us how they felt this conference would change their practice. One attendee responded, “It will encourage me to be more thoughtful about my decision-making; and encourage creative problem-solving and evaluation rather than going with the norm.”  Reasons that attendees liked the conference and would return next year included: great networking opportunities, in depth and strong discussions about green building, educational opportunities and continuing education credits offerings, and the quantity, quality, and diversity of information presented.

BuildingEnergy Masters Series

Inspired by content presented at the BuildingEnergy Conference, the BE Masters Series (BEMS) is a year-round, web-based professional development curriculum for practitioners in the renewable-energy and high-performance building industries. Participants earn continuing education credit. Each 4-10 week course explores in-depth a single topic or set of ideas. For anyone new to NESEA, a BEMS course will also serve as an introduction to our community, with its many possibilities for connecting with potential business associates and/or mentors. Besides offering the typical assignments and recommended reading, courses are structured to allow as much interaction as possible. That means a mix of both online and in-person lectures when possible, scheduled instructor “office hours,” and easy-to-use discussion forums. The BEMS currently has three course offerings: Zero Net Energy Homes; Passive House Design; and Business of Design Build.
Budget  $34,000.00
Category  Education, General/Other Distance Education
Population Served Adults College Aged (18-26 years) Other Named Groups
Program Short-Term Success 

For the Zero Net Energy Homes course, at least 60 percent of students will complete the capstone project, which involves designing their own zero net energy home.

More than 90 percent of students report that the BEMS course met or exceeded their expectations, and that they would recommend it to a friend.

More than 50 percent of students report that as a result of taking their BEMS course they have changed their practice and/or improved their green building techniques as a result of what they have learned at the BE Conference.

More than 50 percent of students report having made at least one valuable business connection in the BEMS course

More than 25 percent of students respondents to our post conference survey report that taking the BEMS course helped them generate new business in the field of sustainable energy.

More than 10 percent of students taking a BEMS course either 1) referred a colleague to take a course; or 2) subsequently became involved in another NESEA program.

Program Long-Term Success 

80% of practitioners having taken a BEMS course and responding to our survey will report having actually deployed the techniques and/or incorporated the information learned in their practice.

 
20% of these respondents will be willing to report actual results from the buildings in which they deployed these techniques.
Program Success Monitored By 

We monitor success through post-course surveys and informal interviews with the students and faculty members. We will also ask students to share with us the results of the real-world projects they have undertaken as a result of their participation in a BEMS course.

Examples of Program Success  The BE Masters Series courses have both encouraged practitioners to build zero net energy homes and buildings. Several BEMS students have expressed interested in submitting their zero net energy projects into our ZNEB database, and are also being reimbursed under NESEA’s Barr Foundation Grant to do so. After taking a BEMS course, one student stated, “I am currently implementing the basic energy modeling skills I learned from Marc in two of my projects in Massachusetts. I’m also working with energy auditors to establish a baseline on some of my past projects so I can more accurately model future ones. Marc’s course really immersed me in the building science between high performing / low energy load buildings, and the vocabulary and concepts I learned in the course are now a part of my every day as I work with clients to design and build new structures. “

Green Buildings Open House/BuildingEnergy Pro Tours

BuildingEnergy Pro Tours, launched in 2012, give high-level practitioners already in the energy efficiency field an opportunity to see some of the best examples of net zero buildings and Passive Houses. Pro Tours give professionals a chance to speak with project teams and learn what other professionals in their field think works well and what doesn’t work well in high performance buildings. BuildingEnergy Pro Tours also allow professionals to receive continuing education units.
Budget  $29,000.00
Category  Environment, General/Other Energy Resources
Population Served Adults Families Other Named Groups
Program Short-Term Success  Short-term, our goal is that 100% of GBOH attendees will take at least minimal energy efficiency actions of their home, building, or even apartment. These energy efficiency actions are extremely reachable with minimal financial investment. 90% of GBOH attendees will switch from incandescent light bulbs to energy saving and environmentally friendly compact fluorescent or LED light bulbs. 75% of attendees will switch their sink faucets and showerheads to low-flow models. 75% of attendees will have a home energy audit done by their utility to determine any steps they can take in making their home more energy efficient. 50% of GBOH attendees will install a programmable thermostat to regulate the temperature in their homes or buildings and thus more rigorously control their energy consumption.
Program Long-Term Success  Ultimately, attendees of GBOH and BuildingEnergy Pro Tours will implement energy efficiency practices, tools, and high performance systems into their own homes or buildings. Long-term, we hope that 60% of  average residential homeowners that attend GBOH will install photovoltaics or high performance mechanicals (HVAC, HRV, ERV) in their homes. By undertaking more in depth energy efficiency measures mentioned above, we hope 50% of tour attendees will work to make their existing or new home or building net zero energy, net zero energy capable, a Passive House, a Thousand Home Challenge possibility, or a deep energy retrofit. We hope to increase the number of net zero houses and commercial buildings by 25% in our Northeast territory.
Program Success Monitored By  The success of Green Buildings Open House is monitored both by volunteers on various sites during the day of the tour, and also recently by a survey sent to tour attendees after the 2012 GBOH. We also survey GBOH hosts to understand how their experience was giving tours of their home or building. Informal interviews are routinely conducted with both hosts and visitors.
Examples of Program Success  In 2013, NESEA conducted a survey about the effect of GBOH on its attendees. 95% of those surveyed reported that GBOH met all of their goals. Since attending GBOH, 83% of surveyed attendees responded they have taken energy efficiency actions (air sealing, insulating, etc.), and that attending the tour was their main impetus for doing so. Over 70 attendees had responded in the survey that since touring energy efficient homes during GBOH they’d gone ahead and installed photovoltaics at their own home or building. One attendee who felt their goals were met after touring homes and buildings during GBOH said, “We saw a retrofitted house & a newly built one. We are very inspired to get solar panels & high value insulation when we build our new house in Massachusetts. We are even thinking of a heat pump.” Another attendee said, “I got great information about foundation insulation techniques, solar hot water, and air exchangers, and got to meet a really nice family.”

Zero Net Energy Building Award

The Zero Net Energy Building Award is NESEA’s annual search for the best building in the Northeast that produce as much energy as it consumes. By “best”we mean one that offers not only efficiency, but ideally also comfort, affordability, reliability, and elegance. Because 95% of construction is rehab, we strongly encourage submission of retrofit projects as well as new buildings. The zero net energy target is easily defined, readily understood, and measurable. Unlike more abstract concepts of energy efficiency and building performance, it has captured the public imagination. When we unveiled the award -- with its $10,000 prize -- in 2007, not one entrant met the rigorous requirements. But with each passing year, more fit the bill. We know how to build the buildings of the future, and increasingly, we’re doing it. This year we had 9 applicants for the award.
Budget  $18,000.00
Category  Environment, General/Other Energy Resources
Population Served Adults College Aged (18-26 years) Other Named Groups
Program Short-Term Success 

NESEA will be able to share at least 30 diverse examples of ZNEB Buildings on its website and with its constituency. These examples will include new construction and deep energy retrofits, residential and commercial projects, and a variety of price points, including projects that would be affordable to homeowners of modest means. These examples will be sufficiently well documented that other practitioners can adapt some of the techniques and products used for their own projects.

Program Long-Term Success  Ultimately, the greatest success would be that NESEA would receive too many applications in any given year to make it feasible to continue running the competition. In other words, ZNEB projects would become so commonplace that it would no longer be necessary to incent them through a $10,000 award.
Program Success Monitored By  The ZNEB award requires both a field of advisory committee members and also a smaller group of judges. The advisory committee sees the submissions for the award first and reviews the caliber of the buildings, whether or not they are net zero energy, and reviews the lot of submissions in a general sense. After their initial review, the advisory committee discusses any potential problems with the group of submissions, how we can fix these problems, and how can make the award better (achieve more submissions, achieve a more diverse group of submissions, etc.) There are several debriefing calls where the advisory committee discusses the submission process, the award itself, and how we can improve on the ZNEB award. The judges, after determining a ZNEBA winner, also have the opportunity to debrief about the award and how we can improve on it for the following year.
Examples of Program Success 

In 2013, ZNEBA submissions totaled 13, significantly more than the last 3 years, during which the total number submitted between 2010 and 2012 was 15. Submissions were received from MA, VT, NH, PA, and NY, more than half of the states in NESEA’s territory, the largest distribution of states since the award started. 2013 submissions included ZNE homes, a commercial building and an educational facility, and included two deep energy retrofits. They  ranged in cost from $63/sq. ft to $300+/sq. ft, and in size from 1100 sq. ft to over 16,000 sq. ft, showing a range of possibilities for achieving ZNE. 2013 marks the first time this award was given to a commercial building. This building has the potential to create the most public impact, and operates in the most challenging climate with respect to heating degree days.  Although open to any ZNEB, NESEA's annual competition typically attracts the best projects from NESEA’s vast membership and showcases their work.


Zero Net Energy Homes Database

In 2013, NESEA received a grant from the Barr Foundation to transform the market for zero net energy (ZNE) homes -- homes that produce at least as much energy as they consume. In order to do so, NESEA created a database of ZNE homes and small commercial buildings in the Northeastern United States. We have since begun to populate this database with case studies that we’ve collected through our Zero Net Energy Building Award. Based on these case studies, we will publish a resource guide on best practices and lessons learned in building and retrofitting Zero Net Energy Homes. We have also begun to incentivise practitioners to take Marc Rosenbaum’s Zero Net Energy Homes course, and to use what they learn in the course by offering tuition reimbursement to students who, for the first time ever, successfully complete ZNE or ZNE capable projects.
Budget  $115,000.00
Category  Environment, General/Other Architectural & Landscape Design
Population Served Adults College Aged (18-26 years) Other Named Groups
Program Short-Term Success 

NESEA will create a searchable database of ZN- and ZNE-capable homes, and will populate it with at least 100 entries, all with a year’s worth of energy data. We will review performance metrics and major systems of each database entry and develop a report listing the best/most common practices. This report will be circulated broadly on nesea.org, through our email lists (>40,000), in BuildingEnergy Magazine, and via a BE14 or 15 workshop. NESEA will incent up to 20 practitioners to complete ZNE projects. Anybody who takes NESEA’s 10-week BE Masters Series course on ZNE homes (cost $1,000) will be eligible to receive a full rebate: 30% upon evidence participant has been contracted for building/designing a ZNEB, 50%  upon submitting an “entry” for NESEA’s ZNEB award, and 20% if the submitter is a first-time ZNEB builder /designer. Only Massachusetts-based projects that do not clearly have a large environmental impact based on their location are eligible for rebate.

Program Long-Term Success  By sharing case studies and best practices in building/retrofitting zero net energy homes, NESEA will help to transform the market such that these types of projects become the norm. More than 50% of newly constructed homes in Massachusetts will be ZNE homes or ZNE capable homes. More than 5% of existing homes in Massachusetts will be deep-energy-retrofitted such that they will be ZNE homes or ZNE capable.
Program Success Monitored By 

We’ll know what is working and what isn’t by monitoring things such as:

  • # of buildings submitted into NESEA’s ZNE database with at least one year’s worth of energy data

  • # of hits to ZNE database, # of clickthroughs to practitioners involved with the projects in the database, # of clickthroughs to products used in these projects

  • # of requests for additional information from database visitors

  • results of surveys of visitors to database and/or readers of our best practices white paper

  • # of BE Masters Series students undertaking a ZNE home project and requesting tuition reimbursement
Examples of Program Success  In April of 2013 NESEA launched the reimbursement opportunity which incents up to 20 practitioners to complete their own ZNE project. As of May 2013, we have reimbursed one practitioner. We also have two other practitioners who are working on getting their application for reimbursement completed with the guidance of NESEA staff. Since the announcement about this funding by the Barr Foundation many NESEA members have come forward offering their buildings and building monitoring data for the ZNEB database. In March of 2013, a meeting was held for all interested NESEA members and practitioners, in which over 50 people showed up to give input into the creation of the database and to offer their data. Several NESEA members have offered to put 10 or more of their projects into the database.

CEO/Executive Director/Board Comments

For almost 40 years NESEA has been a membership organization that has appealed to a relatively small audience of professionals and consumers interested in promoting renewable energy and energy efficiency through varying means – advocacy, consumer education, professional development, and networking chief among them.


Over time, as the sustainable energy field has become more saturated, we have narrowed our mission and our focus. Our mission is to advance the adoption of sustainable energy practices in the built environment, and we meet it primarily by connecting professionals to each other, to ideas and to consumers.


Our signature program, the BuildingEnergy Conference, is widely recognized as “best in class” as a regional, multidisciplinary, whole-systems oriented gathering whose purpose is to engage, inform, and  connect professionals whose work is involved with the sustainable use of energy in the built environment.


Each year, BE attracts 3,000 practitioners from a broad spectrum of fields, with diverse interests, levels of experience, and technical knowledge. They have in common a desire to think clearly, and then act. During the conference, they experience the diversity of the content, connect with each other, and expand their capacity to act effectively. People leave BE with a sense of connection and a shared identity. But as time passes, that sense of connection and identity begins to fade.


Many who attend BuildingEnergy have expressed interest in creating BE-quality connection and information-sharing year-round, or “BE365.” We believe this is the next frontier in NESEA’s development. Creating BE365 will allow us to engage the 900 or so members we currently have more fully. It will allow us to bring new community members into the fold through a variety of activities that suit their interest and schedule, but that all serve to engage, inform, and connect this community and allow them to experience diverse content, connect with one another, and expand their capacity to act effectively.


We are working with a committee of members to help us determine how best to roll this out, and what resources will be required.

Management


CEO/Executive Director Ms. Jennifer J Marrapese
CEO Term Start Oct 2009
CEO Email [email protected]
CEO Experience Before joining NESEA, Jennifer served as vice president of regulatory affairs for Cox Communications and as executive director of Social Venture Partners of Rhode Island. She earned her BA in journalism from the University of Wisconsin, Madison, her JD from the University of California, Berkeley, and her MA in organizational management and development from Fielding University.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. David H. Barclay Mar 2006 Sept 2009
Ms. Nancy Hazard Jan 2006 Mar 2006

Senior Staff

Name Title Experience/Biography
Miriam Aylward Director of Program Development Miriam joined NESEA in August of 2014 after completing an M.B.A. in Sustainability at Antioch University New England. Prior to joining NESEA, she worked as a project manager on a health teleservices delivery project, ran an event planning business in Montana, and led backpacking trips in Wyoming and Utah. While in Montana, she served on the board of the Sustainable Business Council, an organization that is to business what NESEA is to buildings. She's thrilled to have the opportunity to learn from the pioneering individuals and businesses that comprise NESEA's membership.
Devan Folts Director of Communications --
Jennifer Marrapese Executive Director --

Awards

Award Awarding Organization Year
Healthy Air Award American Lung Association 2010

Affiliations

Affiliation Year
U.S. Green Building Council 2010
Chamber of Commerce 1994
American Solar Energy Society Chapter 1975
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

NESEA embraces a philosophy of “coopetition.”  Wherever possible, we collaborate with individuals and even competing organizations to further our mutual missions.  Examples of such collaborations include our work with:

  • NESEA member Heatspring Learning Institute, who hosts the online platform for our BuildingEnergy Masters Series, and who coaches our BEMS instructors to deliver rich, web-based learning that leaves students with skills they can apply immediately to their work.

  • NESEA member Energy Sage, who hosts online the listings of buildings featured on NESEA’s Green Buildings Open House tour on their website.

  • The Boston Society of Architects to develop and share content for their annual ABX Conference.

  • NESEA chapter GreenHomeNYC to plan and host BuildingEnergy NYC, our new conference offering in October 2013.

  • National Renewable Energy Labs (NREL) to develop a searchable database of Zero Net Energy Buildings in the Northeastern US.

  • Passive House Alliance US (PHAUS) to attract Passive House-related products and content to the BuildingEnergy Conferences.

  • Yestermorrow Design-Build School to plan high performance building tours in Vermont

  • Various promotional and media partnerships with NESEA’s sponsors, with Taunton Press, ACI, BuildingGreen, and others.

CEO/Executive Director/Board Comments

Fundraising and Development Plan -- Unlike many nonprofits, NESEA does not rely heavily on individual donations for our revenues. Historically, 3-5% of our revenues come from individual fundraising. The remainder come from membership dues (5-7%) and earned income (conference registrations, sponsorships, exhibit space, product and advertising sales - approximately 90%). However, over the past few years we have been trying to build our capacity to cultivate and steward individual donors. We are addressing our development capacity at the board level first -- holding one-on-one meetings with each board member to hear their stories of how NESEA has benefited their career and their practice, and asking them to share these stories with others in their networks who might benefit similarly. This is a new effort, and we don’t know yet how effective it will be. We are also considering hiring a consultant in 2014-2015 to help us build our fundraising and development capacity.


Business Continuity Plan and Risk Management Provisions -- Although we haven’t adopted such provisions, we have recently taken steps to secure our more than 70% of our annual revenues by purchasing event insurance policies for our BuildingEnergy Conference and Trade Show and our BuildingEnergy NYC Conference.


Organizational Policies and Procedures - We do not have a single, unified document that addresses all of our organizational policies and procedures. We do, however, have documents that outline the procedures used to run various NESEA programs such as BuildingEnergy, membership, and Green Buildings Open House, as well as an employee handbook, which outlines general workplace policies and benefits offered.


Whistleblower and Document Destruction Policies -- Our Governance Committee is reviewing various drafts of whistleblower and document destruction policies. We anticipate board approval of such policies by the end of 2013.


Management Succession/Training Plan -- Succession planning is always a challenge, especially for a nonprofit with a small staff whose jobs, by necessity, are specialized. We are dealing with this issue, in part, by ensuring that we are compensating at market rates, offering competitive benefits and a flexible, casual work environment so that we can position ourselves as an employer of choice in the event that we do lose staff. In addition, we have budgeted funding for appropriate professional development for each staff member, and have incorporated completion of professional development into their annual performance metrics.

Foundation Comments

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Staff Information

Number of Full Time Staff 11
Number of Part Time Staff 0
Number of Volunteers 100
Number of Contract Staff 2
Staff Retention Rate % 80%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 9
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Caitriona Cooke
Board Chair Company Affiliation Conservation Services Group
Board Chair Term Jan 2013 - Dec 2014
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Michael Bruss Bruss Construction Voting
Saheel Chandrani Johnson Controls, Inc. Voting
Martine Dion Symmes, Maini & McKee Associates Voting
Paul Eldrenkamp Byggmeister Voting
Jenna Ide City of Salem Voting
Phil Kaplan Kaplan Thompson Architects Voting
Cindy Malinchak Philips Lighting Electronics North America Voting
Rob Meyers South Mountain Co Voting
Lauren Moss NORESCO Voting
Fortunat Mueller ReVision Energy Voting
Richard Renner Richard Renner Architects Voting
John Skipper Con Edison Voting
Ben Southworth Garland Mill Timber Frames Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 13
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 5
Male: 8
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 81%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Development / Board Orientation
  • Board Governance
  • Building
  • By-laws
  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Nominating
  • Program / Program Planning
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

In 2008, NESEA adopted a Board Governance Policy aligned with the policy governance model developed by Dr. John Carver. This new policy was motivated by a review of 18 years of Board meeting minutes in search of policy decisions. This review revealed that overwhelmingly the Board spent its time reviewing programs and instructing the Executive Director in regard to program development.  The Board concluded that this was clearly disempowering to an Executive Director, who was essentially not an executive at all and, possibly, explained why NESEA had a history of weak Executive Directors or those who decided to leave prematurely.


With the guidance of organizations such as that led by John Carver (author of “Boards that Make A Difference”), the Board drafted and adopted a series of governance policies that recognized the primary obligation of the Board as one of governance. These policies are intended to clarify the relationship between the Board, the Executive Director and staff – essentially recognizing the Executive Director as a true and full functioning executive, responsible for program development and business management while establishing the Board as the responsible entity for formulating a strategic vision and evaluating the Director’s capacity to implement and manage programs to realize that vision and policy objectives.


In the words of Bruce Coldham, FAIA, Board Chair when this policy was adopted, “To those of you that have not served on Boards, this may sound a little dry.  But it is really rather like an engine replacement.  We now have an engine that runs more efficiently, burns cleaner and develops a lot more power.  NESEA now drives and handles better on the steeper and more challenging road in which it is required to drive into the twenty-first century.  Without this engine replacement, NESEA almost certainly would have been left behind.  Indeed, we almost were in January of 2003 – when, what I termed at the time a “crisis of absent leadership” emerged.  The reformulation in the three years since of NESEA’s governance structure, the reduction in the Board size, the recruitment of a thoroughly professional business managing Executive Director, the focus on clarification of our place in the world have given new life to the organization.”


Over time, as this new structure has become part of the organizational culture at NESEA, there has emerged a widespread consensus that the power is appropriately balanced, and there is a healthy relationship among the “three legs of the stool” -- membership, board, and staff.

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $1,432,822 $1,350,878 $1,215,068
Total Expenses $1,580,561 $1,385,513 $1,189,699

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $189,759 $112,725 $133,536
Indirect Public Support -- -- --
Earned Revenue $981,239 $1,010,597 $952,387
Investment Income, Net of Losses $157 $-1,948 $16,702
Membership Dues $221,400 $160,430 $65,975
Special Events -- -- --
Revenue In-Kind -- -- --
Other $40,267 $69,074 $46,468

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $1,050,931 $922,648 $895,270
Administration Expense $471,247 $426,976 $256,876
Fundraising Expense $58,383 $35,889 $37,553
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.91 0.98 1.02
Program Expense/Total Expenses 66% 67% 75%
Fundraising Expense/Contributed Revenue 31% 32% 28%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $665,410 $709,787 $770,924
Current Assets $366,773 $449,942 $607,478
Long-Term Liabilities $203,999 $95,541 $128,691
Current Liabilities $200,091 $205,187 $198,539
Total Net Assets $261,320 $409,059 $443,694

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $105,000.00
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? Anticipated In 3 Years
Capital Campaign Purpose We may launch a capital campaign within the next three years to fund improvements - energy efficiency improvements and other more routine improvements to the NESEA building.
Campaign Goal $300,000.00
Capital Campaign Dates June 2016 - May 2019
Capital Campaign Raised-to-Date Amount $0.00
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 1.83 2.19 3.06

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 31% 13% 17%

CEO/Executive Director/Board Comments

Fiscal Year 2012 was a difficult year for NESEA. In many ways, it represented the “perfect storm.” Almost everything that could have gone wrong financially, did. NESEA’s membership numbers and Sustainable Green Pages listings continued their steady decline since the housing market crash in 2009. BuildingEnergy registration and exhibitor numbers declined. We lost substantial donations from two longtime donors whose funding focus shifted and whose portfolios suffered at the hands of a lackluster economy.

 

We knew before the year even started that we were going to run a budget deficit in Fiscal Year 2012. We even budgeted for it. We invested heavily in staff, hiring a membership coordinator and communications coordinator. We also invested in our technology infrastructure, launching a new website, supported by a new, more nimble database. We knew it would take time for these investments to pay off. Unfortunately, the deficit we ran was larger than anticipated due to the factors I mentioned above.

 

There was a lot of bad news.
 
As bad as FY2012 was, FY2013 has signaled the beginning of a financial recovery for NESEA. We launched successful new programs, like the BE Masters Series and BE NYC, which have brought in new revenue streams. We secured a large grant from the Barr Foundation to build a Zero Net Energy Buildings Database. We increased registrations for the BE Conference, and sponsorships for our programs overall. In short, many of the seeds we planted over the past 4 years finally began to bear fruit. As a result, we are poised to end FY13 with a surplus of $100,000, and, after many years of pruning, are finally growing.

 

We still face a number of challenges and opportunities, including:

  • The challenge of diversifying our revenue streams. We are launching additional revenue generating programs like the BE Masters Series and BE NYC, but it will be several years before they grow sufficiently to make us less dependent upon BuildingEnergy, our flagship event.

  • The challenge associated with securing grant funding. Most funders seem to be more interested in funding advocacy or grassroots than in funding professional organizations like NESEA that build the capacity of sustainable energy practitioners. It’s a constant challenge to convey the real, tangible results we are helping these practitioners achieve.

  • The opportunity to expand the BuildingEnergy experience to include year round meet-ups, online courses, and peer-to-peer networking so that practitioners can benefit from our content and network beyond the BE Conference.

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. Please note, the net assets for FY15 reflects the calculated amount based on the total assets and total liability amounts listed.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

NESEA aims to advance the adoption of sustainable energy practices in the built environment. We accomplish this by connecting practitioners to ideas and each other at annual NESEA events and meetups. We provide a community in which professionals are willing to share their experiences and learn from each other. 

2. What are your strategies for making this happen?

We organize events that allow sponsors, exhibitors, presenters, and attendees to learn from and with each other. Our events are filled with high-level content and case studies. The presenters at all of our events are highly trained and respected in their fields.

3. What are your organization’s capabilities for doing this?

With the help of our member volunteers, NESEA staff coordinate events and meetups for our members and others wishing to participate. We invite members to suggest and help coordinate events that they would like to be a part of.

4. How will your organization know if you are making progress?

One way we measure the progress of our programs is to track the number of participants at our events, and their involvement in previous NESEA events. We are then able to see if our supporters become more or less involved in future events. Another way we are able to track progress is by the donations that our members make to our organization. We also administer attendee surveys after our conferences.

5. What have and haven’t you accomplished so far?

The Triple Bottom Line (TBL) refers to an organization’s performance with respect to People, Planet, and Profit –“the pillars of sustainability."  We use a TBL lens to measure our performance.

People

· Over 2,000 individuals and organizations engaged through NESEA membership.

· 9 interns gained experience in the sustainable energy sector at NESEA through the Massachusetts Clean Energy Center internship program.

· 4 interns received permanent jobs in the sustainable energy sector through the NESEA network.

· 100% of full time NESEA staff members received health insurance or a healthcare stipend.

· Over 170 member-volunteers engaged in over 1,000 hours of planning and staffing NESEA conferences.

· 1,126 individuals participated in the NESEA community through NESEA business memberships.

· 41 businesses improved their Triple Bottom Line through NESEA’s BuildingEnergy Bottom Lines peer-network program.

· 24 emerging professionals and students received scholarships to NESEA conferences, Pro Tours, and Masters Series Courses through the Kate Goldstein Fund and BE the Future scholarship programs.

· 15 individuals showed their commitment to NESEA by becoming Lifetime Members - a record number! • Emerging professional, Christina McPike, received a scholarship to travel to Copenhagen to participate in the Boston-Copenhagen Learning Exchange, led by Women Leading Change, a group of 20 leaders in sustainable energy.

· NESEA created its own, internal People Management Team (PMT). The PMT oversees the development and implementation of policies that support a positive work culture, making NESEA an employer of choice. Examples of PMT achievements include the drafting and adoption of a family leave policy, the use of MBTI exercises for staff team-building, clarifying roles through examination of job descriptions, celebrating staff NESEA-versaries.

· Commitment to providing the staff resources to pursue the diversification of NESEA programs.

Planet

· 3,500 individuals increased their knowledge of the sustainable building and energy industries by attending a NESEA conference or workshop.

· 495 practitioners learned firsthand about the successes and challenges of various high-performance building projects by attending 14 BuildingEnergy Pro Tours.

· 5,144 kWh were generated by NESEA’s solar panels.

· 170 students trained through NESEA’s BuildingEnergy Masters Series program in Zero Net Energy Homes, Building Energy Analytics, and Passive House Design.

· NESEA purchases were made with local vendors and sources as much as possible.

· 60 new high performance building case studies added to BuildingEnergy Case Study database, each demonstrating at least a year’s worth energy data.

Profit

· 100% of NESEA programs realized net profit before overhead.

· 150 businesses in the sustainable building and energy sector exhibited at BuildingEnergy conferences. • 92 sponsors supported NESEA conferences and events.

· 115 donors contributed to NESEA’s annual appeal

· 256 businesses purchased NESEA memberships - a record number.

· $13,000 raised for student and emerging professional scholarships through the Kate Goldstein Fund for Emerging Professionals.

· $3,750 contributed to support student scholarships for the BE the Future program.

· Commitment to the diversification of income streams over the next three years to strengthen NESEA’s financial outlook.

· First annual BuildingEnergy Bottom Lines Business Summit a financial success.

· New BuildingEnergy Bottom Lines peer group launched, expanding the total number of groups to four.