Child Protection Organizations

Branch

 

When you read this page, your Head Office already has knowledge about this project.

 

We developed this content web-pages where different persons within an organization can receive the Log in passwords and read the entire project plan.

 

We understand that it takes time for people to read information. The CEO who is serious to secure a sustainable income platform for his/her organization, will phone each person required and ask them to read this website. The CEO can also write an e-mail that summarize this project and just ask the parties involved to join the project. (We publish a draft for the CEO that can be altered at the end of the website) 

We know that our support plan is based on a reasonable request… People only need to support the pre-launch project. There is nobody involved in any organization who do not purchase groceries. There will never be a more reasonable request to ask child protection branches that they should support the pre-launch project.

 

Remember, the personnel will be able to purchase groceries from the food stores they prefer. They only need to order digital vouchers and use that when they buy groceries. This is a request from the Homecare Board. We ask this so that we can secure enough funding to pay the expensive development period required to help child protection branches.

 

There is unfortunately no IT company that will take on such a huge project without asking organizations for large financial commitments…

 

We also understand that larger branches will need a bigger portion of our financial support. We therefore need to structure our support plan in such a way, that larger branches can receive a larger percentage of the financial contributions. This being said, the smaller branches can also in relation receive larger amounts, if they are more pro-active in our pre-launch campaign.

We therefore developed a point system to reward child protection branches who join the project. This point system is in our view the only way to be fair towards all the branches in your geographical area.

 

The point system is based on speed and on financial support. The Homecare team can complete the development required over a shorter period if the branches are immediately involved. He development time can be reduced with up to 3 months, depending on the time-frame in which child protection branches help us.

 

Remember, that this project will be completed, even if we only support one group. It might take 4 months longer to complete, but our commitment to help the Child Welfare and ACVV branches who already joined the project will be fulfilled.

 

It is to everybody’s advantage if the Homecare team can implement the required software within a shorter period. There are branches that we know of, who are considering closing their offices due to lack of finances.

 

The project therefore has to work out points, similar as what the duckworth lewis method is that is used in cricket matches when it rains.

 

A CEO with less time before the phone technology is launched should in theory receive the same opportunities to secure financial support for his/her team. We therefore use an “Invitation acceptance date” in our software structure to calculate the points.

 

The main focus is to use this website and internet communication to get all the board members and employees involved within a short period. We understand that the branches will have to make their own decisions, and that the CEO can only ask personnel and board members to join the project.

 

The points that a child protection branch earn is based on the amount that the team has spent on digital vouchers to buy their own groceries during the pre-launch phase.

The Homecare team developed the software in such a manner, that the personnel and board members can invite other business associates (family/friends or for example the auditors of the branch) to also participate in the Pre-launch project. Funds generated out of the Pre-launch campaign is also shared with the branch. (We publish on the next page an example of how a team consisting of 15 people can secure R21 000 per month within six weeks.) It is therefore important to immediately implement the project to help branches secure additional cash-flow. The branch will receive 2.5% of the amounts spend on on digital vouchers by associates.

The sharing of digital voucher funds is only applicable on the amount spent on own digital vouchers by people that are not directly working for the child protection branches, or who are not board members. The Homecare team rely on the full discounts on those funds to pay software development.

The points earned will in future determine how much funds will be paid over, as well as how much phone exposure a branch will receive in the geographical area. Remember that we need to ask residents to help with December campaigns. It is software that calculates exposure. It is the CEO and the team who are responsible to secure enough exposure and financial support.  

We publish an example where three Paarl branches are involved. In this example we explain how a small branch that accepted the invitation later than the other branch were able to secure in proportion a larger percentage of the phone exposure in Paarl.

In this example, the CEO of Branch 2, although he/she was invited a bit later and accepted the invitation later than Branch 1, were able to arrange better support from the personnel and board members.

 

Branch 2 is smaller than Branch 1. The personnel and board members however invited more business associates to help the branch.

 

If the team in Branch 2 had invested the same effort as Branch 1, meaning that each employee only invited one friend to support, the points, thus percentage phone exposure split, would have been as follow:

We publish this examples to explain an important point which we addressed while we explained how the "Pledge campaign work". To prevent a phone user from being asked for unreasonable "pledge requests", branches need to qualify for the pledge support. In this example, Branch 2 was able to knock Branch 1 out of the point allocation system that will be used to link phones in the town.

We explained that a branch need at least 15% of the points to qualify.  If the director of Branch 2 had not pushed his/her team to be actively involved, they would have ended up with 834 points, thus 19% phone coverage.

 

The director of Branch 2 however communicated with his/her team on a weekly basis, and the team secured 4 026 points, while Branch 1 only secured 979 points.

 

The software platform will now with a knock out model, eliminate Branch 1 from the Pledge campaign software. Branch 1 will still share in the "Monthly financial support structure", but we cannot ask residents to support the branch with pledges. We do not want to put unreasonable  financial pressure on a small group of residents.   

Again, it is important to understand the importance of securing a 15% share in the point system. The software will automatically drop a branch with less than 15% exposure. It will calculate the exposure amongst the remaining branches proportionally.

We use Paarl as an example. We explained that 2 branches declined the invitation. Three branches got involved and one of the 3 branches did not manage the process while we prepared for the launch. It is better for the Homecare Foundation to share the two active branches financial stress with residents should this become applicable.

Remember, this is a "safety net" that we work on. We might not require financial support from the residents... But if we need to ask for pledges, we need to work on a model that will be fare towards residents.

We explained that we develop the safety net software in order to raise R 254 million over a 3-month period from 1.75 million South Africans plus the restaurant & fast-food network plus the accommodation industry. These funds will be paid directly into the branches. It is funds that residents help raise. We can only urge child protection directors to focus on the pre-launch campaign. This will help them to secure financial support out of the "Pledge campaigns". Again, branches that do not qualify for the Pledge campaign will still receive financial support out of our national drives... 

Our financial team will on a weekly basis mail the branch director the following report:

Important points in this report

 

Our objective is to help employees purchase personal groceries from companies they prefer. 

We developed the point system to support all the different food companies in SA. We want to make it convenient for personnel to support the pre-launch campaign.  It is also important to have a national footprint that will be convenient to caretakers of bedridden patients.

The only problem is that food companies offer different discounts on bulk orders. Shoprite offer up to 5% discount  where Pick n Pay with the initial discussions offered 2,5%. Pick n Pay is busy to review their offer after we explained that Shoprite already work on a 5% discount based on R50 000 volume orders. Please remember that Shoprite also start on a 2,5% discount, but their 5% discount is already applicable on orders above R50 000. It is a reasonable small target as we already have more than 188 families registered on our Pre-launch campaign. 

We believe that Pick n Pay will also offer 5%. This negotiation should be completed by the end of April 2018.

We also already concluded our negotiations with Woolworths. The Woolworths group also start on a 2,5% discount and they will only offer 5% discount once we reached the R 1 million grocery target. It is not impossible to reach such a large target.  

We still need to negotiate with SPAR. We should complete these negotiations before the end of May 2018. We will only then be able to alot points on the software for Spar digital vouchers.  

The Homecare team developed the point scoring system in such a manner, that personnel can choose where they want to purchase groceries, and they can also make small donations in order to generate additional points for the pre-launch campaign.

The personnel member might think that it will be better for him/her to rather purchase groceries at Woolworths, and do a small donation to earn the additional 2,5% that is lost for not supporting Shoprite. (We launch on the Woolworths platform with a 2,5% discount and will increase the point system as we progress towards the R 1 million target..)

Personnel will also be asked to study this website. We believe that more than 90% of personnel working at child protection branches are people that loves and have a personal relationship with God. It is people who do exceptional work that most South Africans will not want to get involved in. These personnel members will understand how important it is to built a software platform that will help protect child protection branches from closing down. These people will also understand just how important it is to develop software that can help fulfill other important christian related work.

It will thus be easy for the branch director to ask personnel that they should do their best to remain as close as possible to the "average percentage support" that child protection personnel on the system maintain. This will ensure that the branch will not be knocked out by a point system that we need to manage as the Homecare team to protect phone users.

The report print the following information:

  1. Registration date
    This is the date that the personnel member has registered on the Homecare website to participate in the pre-launch competition.
     

  2. Report date: 2018/04/30
    This report the number of days that the personnel member has been involved in the pre-launch campaign. The point allocation system use these days to calculate where the personnel member should be with his/her point targets.
     

  3. Funds paid (Donation)
    Personnel that maid personal donations will be published in this column. The donations will also secure larger points to help reach the average targets. .  
     

  4. Funds paid (Shoprite)
    This will be the accumulated amount that the personnel member paid into digital vouchers ordered from Shoprite group. 
     

  5. Funds paid (Woolworths)
    This will be the accumulated amount that the personnel member paid into digital vouchers ordered from Woolworths. 
     

  6. TOTAL Funds
    This will be the total amount that the personnel member paid into the Homecare Foundation to order digital vouchers and for personal donations.
     

  7. Points (Donation)
    The points that a person earns = the amount donated. For every R 1 you donate you will receive 1 entry point. This is the fasted way to accumulate entry points. It will help personnel to catch-up when they fell behind other participants. In the example above, Trudi Swanepoel donated R 50 to secure an additional 50 entry points. Her total points as per example = 117,5 points. She is now above her Points target of 110 points. 
     

  8. Points (Shoprite) 5%
    In the example, 5% of the funds that is utilized to purchase digital vouchers from the Shoprite group is converted into entry points. We start with 5% although the initial discount is only 2.5%. The Homecare team already has enough families registered for the pre-launch campaign to secure the minimum digital voucher orders of R 50 000. 
     

  9. Points (Woolworths) 2.5%
    In the example, 5% of the funds that is utilized to purchase digital vouchers from the Woolworths group is converted into entry points.
     

  10. Total Points
    The report will publish the total points that the participant accumulated up to date. This include points earned for personal donations and digital vouchers purchased from all the food partners in our network.
     

  11. Points target
    This is an important field to understand. The software use different methods to allocate a point target for each person that register. The default setting is based on an average family size of 3 people. We also allocate a larger point target to the board members and directors of child protection branches.

    We furthermore work out point targets based on the geographical area the branch is situated in. This is to include factors such as that grocery bills for people in the country area is in general lower than for people in cities. 

    The point target is also based on the number of days that the person has been registered on the Homecare platform. In the example, Hanelie van Dyk was the first person to register. Her point target is based on 6 additional days, compared to the rest of the team working at ACVV Bredasdorp.
       

  12. % of goal
    This is the report that the branch director should monitor. We know that it might take a few weeks to get the process smooth. The director should monitor that staff members do not fall behind when they order digital vouchers.

    In this example, Hanelie van Dyk is the branch director. She stands on 76% of her target, also below the Average amongst all the participants. The best thing would be to ensure that the own targets is in line before talking to staff members.

    In this example, Trudie Swanepoel and Alan Krohn are above the average and also above their own targets. 

    In this example, Melany Dyers with xxx and Coreen Swart with xxxx should be reminded that they are falling behind the.average of the participants in the network. It remains the person's own drive to help the branch.  We can unfortunately only help management by providing them guidelines.

    Branch directors can also e-mail annelize.vdloo@homecare.org.za (Our accountant) additional detail to help fine-tune a personnel member's Point targets. Remember that the software works on default settings. The employee might be a single person without family members. It might help the branch director if the director mail her a short list of additional information per employee. The following information can then be included to adjust the point target allocations:

    For example:
    Personnel name:  (Household):
    Trudie Swanepoel (4) 
    Melany Dyers (1 = single)
    Alan Krohn (3)
    Coreen Swart (2) 
      

  13. Active Avg %
    This is the average percentage calculated by all the participants in the network. We cannot give directors information about how the other branches in the same town perform. Branches compete in the same town for phone exposure. The national average is a better guideline to help branch directors. 

    The system is developed to be fair towards all the branches. It will be impossible to get knocked out, if the entire team remains within a short distance from the national average.      

Points & financial contributions on a monthly basis

Remember that Branch 2 in Paarl in the example was able to secure 4 026 points. This number of points will on the next page be used and the small branch in the example will be able to receive R 308 121.70 per month when the project reaches the R 97 million target… Points will play an important role in securing a large amount in financial support.

This point system is a fair reward method. The CEO who can ask his/her entire staff and board members the best to participate in the pre-launch campaign will be rewarded the most.

 

The CEO will also help the Homecare team to reduce the development period. This will help save child protection branches under distress. It is important to help child protection branches that consider closing their doors to remain open.

 

It will help the Department of Social Development if Non-governmental child protection organizations stay involved in our economy… It will help children who needs protection… It will help if everybody now jumps in to create a brighter future for child protection organizations.

 

We also need to explain that the point system will be used for fund sharing and media exposure. On the Next page we will discuss how branches in four towns compete for financial support. We explain Winelands district as an example.

© 2015 Home Care

Impairment Homecare NPC 2015/393733/08