Welcome to CENFACS’ Online Diary!
11 June 2025
Post No. 408
The Week’s Contents
• Matching Organisation-Investor via Telehealth Facility – Activity 3 (11 to 17/06/2025): Matching Organisation-Investor via Operational Plan and Development Testing
• Coming This Summer 2025: FACS Issue No. 88 to Be Titled as African Charities and Alternative Funding Sources to International Aid Cuts
• Execution of CEDM (Creative Economic Development Month) 2025 Sub-themes: Second Codes (from Week Beginning Monday 09/06/2025)
… And much more!
Key Messages
• Matching Organisation-Investor via Telehealth Facility – Activity 3 (11 to 17/06/2025): Matching Organisation-Investor via Operational Plan and Development Testing
Both Africa-based Sister Charitable Organisation (ASCO) and Not-for-profit (N-f-p) Impact Investor scored enough points in the Second Activity of the Matching Organisation-Investor via Telehealth Facility. They would like to continue their talks and move to the third round of negotiations, which is Activity 3.
This third round of talks consists of agreeing on Operational Plan (OP) from ASCO’s telemedicine business plan and Development Testing (DT) of ASCO’s telemedicine software development process on one hand and on the N-f-p Impact Investor’s view on OP and DT on the other hand. Both the OP and DT will be informative and comprehensive in order to expect any progress in the matching talks.
Regarding the OP to be presented by ASCO, it will be a document outlining the actions required to achieve long-term goals and guiding the daily, weekly, and monthly activities of those who will be involved in the work of the TF. It will include financial resources, project deadlines, employee notes, and implementation strategies.
Concerning the DT, it needs to be seen as a running process in the development of a product in the entire software development life cycle. This means it is required to be efficient, able to reduce errors, speedy and fix bugs to clients or users. The apps will be user-friendly for its users.
The N-f-p Impact Investor will want to check that both OP and DT will meet the standard in the telehealth market. He/she wants to have some guarantee about ASCO’s work plan. Likewise, he/she would like to know the software’s level of accuracy, dependability and quality from the beginning to the end.
Both ASCO and N-f-p Impact Investor would like to reach an agreement through OP and DT. To reach an agreement, each side of this Activity 3 needs to clarify what they are offering in the negotiation to meet the matching terms and conditions.
If this Activity 3 is successful, they will move to the next activity – Activity 4. Where the two (i.e., investee and investor) need support, CENFACS will work with each party to fill the gap.
More about Activity 3 can be found under the Main Development section of this post.
• Coming This Summer 2025: FACS Issue No. 88 to Be Titled as African Charities and Alternative Funding Sources to International Aid Cuts
African Charities can explore alternative funding sources and find new business models to mitigate the impact of the recent international aid cuts and continue to deliver on their mission. They can diversify their funding base through local philanthropy, social impact investments, and diaspora contribution to poverty reduction and other types of requests from those in need. They can as well develop self-sustaining social enterprises or set up trading arms if their constitutional objects and status allow them to do so. Additionally, they can check in the African countries where they operate if the governments of these countries have put in place mechanisms to domestically mobilise resources to support good causes like the ones African Charities deal with.
The 88th Issue of FACS is about the above-mentioned alternative funding sources. Alternative funding sources also refer to remaking the business model of African Charities without reinventing the wheel in the context of the new funding development landscape. But, what is an alternative funding source? What is international aid?
Alternative funding sources can be defined in many ways. One of its definitions found within the funding literature is from ‘advancery.io’ (1) which argues that
“Alternative funding refers to non-traditional methods of obtaining capital or financing for businesses and enterprises”.
This definition can be extended to include alternative funding sources sought by charities and voluntary sector organisations. In the case of African Charities, it will be about using non-traditional methods to obtain their capital or funding to continue to run and extend their mission in the era of international aid cuts and of the exploration of routes to financial self-sustainability.
The 88th Issue will focus on the theory of alternative funding sources in the context of African Charities and good causes in Africa. In particular, the 88th Issue will draw from the principles of dependency theory which recognises the influence of external factors on organisational behaviour. The 88th Issue will as well refer to the alternative-based funding model as proposed by Azzarina Zakaria and Nurliana Zahira Zaharrudin (2). In this respect, the 88th Issue will use alternative-based funding models and resource dependency theory.
As to the international aid, the 88th Issue uses the definition of ‘developmentaid.org’ (3) which is
“International aid (also known as overseas aid or foreign aid) is the assistance from rich and developed states that is given to developing countries”.
As ‘borgenporject.org’ (4) puts it,
“Aid is most commonly provided as official development assistance, which targets poverty reduction”.
This international aid has been cut by some major donors. In particular, this cut has been done by the defunding of work supporting vulnerable people living in conflict zones and humanitarian crises.
According to ‘developmentaid.org’ (5),
“• The United States of America has cut aid funding by over US$2 billion
• Germany has slashed more than €4.8 billion ($5.3 billion) from its core development and humanitarian assistance for 2022-2025
• France has reduced its Overseas Development Assistance budget by more than $1 billion
• The United Kingdom has cut more than $900 million from its funding for 2024-2025″.
Similarly, the Centre for Global Development (6) notes that
“The countries like Ethiopia, the Democratic Republic of Congo, Colombia, South Africa, Palestine, Bangladesh, Kenya, Afghanistan, and Tanzania all see cuts over $200 million“.
Focusing on Africa, the Africa Report mentions that
“The five biggest losers in nominal terms are Ethiopia ($386.9 million cut, or 30% of its total); the Democratic Republic of Congo ($386.7 million, or 34%); Uganda ($306.8 million, or 66%); South Africa ($260.6 million, or 89%); and Kenya ($224.7 million, or 46%).
The 88th Issue is interested in the part of international aid that used to directly or indirectly reach African Charities. And its cut can only adversely impact the delivery of service by African Charities and the really beneficiaries of this aid who are the people living in poverty in Africa.
In this new era of international aid cuts, the 88th Issue will explore ways in which African Charities can diversify their funding sources or develop new business models to overcome the new income constraints brought the international aid cuts. The Issue will as well look into their domestic resource mobilisation strategies and ways of enhancing their efficiency and sustainability in terms of alternative funding sources. In this respect, the 88th Issue is an investigation about African Charities’ capacity to attract funding (including foreign direct investments) and the history in mobilising domestic financial resources.
The 88th Issue will also be a story of financial resilience as it will look into African Charities’ self-reliance and self-sufficiency projects or policies. The Issue does not stop there. It will explore social enterprising models of African Charities as an innovative way of raising finances for their worthy causes.
The 88th Issue will further study the resource relations of African Charities in the context of poverty reduction. This is because a lack of funding and limited alternative funding streams can create a state of poverty for any organisation, particularly African Charities. This lack can hinder their ability to deliver services, impact communities they serve, and sustain themselves, ultimately leading to decrease capacity and decline in their ability to effectively address poverty. Therefore, the 88th Issue will be about dealing with strategies to reduce poverty linked to the lack of alternative funding sources for African Charities.
To read more about this new Issue, please keep checking on CENFACS incoming posts this Summer 2025. To reserve a paper copy of this 88th Issue of FACS, please contact CENFACS with your mailing details.
• Execution of CEDM (Creative Economic Development Month) 2025 Sub-themes: Second Codes (from Week Beginning Monday 09/06/2025)
Our CEDM Working Weeks and Plan carry on with the codes for each sub-theme, which are for this week
~ Promoting social inclusion and combatting stigma for sub-theme 1 (ST1.2)
~ adversarial control over critical materials in sub-theme 2 (ST2.2.1)
~ upholding technological edge in poverty reduction in sub-theme 2 (ST2.2.2)
~ alternative investment strategies in sub-theme 3 (ST3.2.1)
~ affordable insurance options in sub-theme 3 (ST3.2.2).
Those who would like to engage with the CEDM 2025 can choose amongst the above-mentioned codes and contact CENFACS.
For example, if one wants to promote social inclusion and combat stigma, they will work to dismantle social barriers that discriminate against marginalised groups. This will help create more inclusive environments for creative expression.
Likewise, to have adversarial control over critical materials, it requires creations and innovations in terms of ways of dealing with adversaries or competitors. Those who would like to work with CENFACS on adversarial control over critical materials, they can let CENFACS know.
Additionally, to uphold technological edge in poverty reduction, innovations relating to the use of critical or strategic natural resources or minerals to reduce poverty may be required.
Equally, to mitigate household asset loss, it demands creations to diversify or hedge investments. Those who will be interested in working with us on creations dealing with the loss (depreciation or devaluation) of households’ assets value, they should not hesitate to communicate with CENFACS.
Finally, providing affordable insurance options for vulnerable households can help protect them against unexpected losses like health crises, crop failures, or natural disasters. Those households that would like to work with us on innovations dealing with the loss (depreciation or devaluation) of households’ assets value, they can as well contact us/CENFACS.
The above is the second execution of our CEDM 2025 Working Weeks and Plan.
For those who may be interested in any of the second codes of each sub-theme of this plan, they can contact CENFACS.
For those who would like to learn more about CEDM 2025, they can also communicate with CENFACS.
Extra Messages
• Climate-conscious Impact Investing Strategies for Households – In Focus from 11/06/2025: Climate-related Investment Risks
• Organisations Dealing with Restorative Holiday
• Restorative Holiday Budget Clinics 2025
• Climate-conscious Impact Investing Strategies for Households – In Focus from 11/06/2025: Climate-related Investment Risks
To deal with households’ strategy about climate-related investment risks, it is better to understand these risks, to name them and tackle their impact on households.
• • What Are Climate-related Investment Risks?
According to the Bank for International Settlements (7),
“Climate-related Investment Risks refer to the set of potential risks that may result from climate change and that could potentially impact the safety and soundness of individual financial institutions and have broader financial stability implications for the banking system. These risks are typically classified as physical and transition risks”.
Although households are not financial institutions like banks, they are nevertheless institutions that handle financial matters to function. They can also face financial risks for investments they undertake if these investments are affected by the impacts of climate change. So, climate-related investment risks for households would arise from both physical and transition risks, impacting property values and financial assets.
• • Types of Climate-related Investment Risks
Summarily speaking, there are physical and transition risks. Physical risks include weather related damage and rising sea levels, while transition risks stem from policies and regulations related to the transition to a low-carbon economy. These risks can lead to reduced property values, financial losses, and potential disruptions to household income.
• • Tackling Their Impact on Households
Climate-related events can have the following impacts on household investments:
~ reduced financial wealth (due to assets damage)
~ increased debt (led by repair costs, insurance premiums and potential losses)
~ disruptions to income and livelihoods (as a side effect of the disruption of businesses)
~ lower property values (if home equity is adversely impacted).
Because of the risks climate change can pose, investments and investors need to be protected. climate-conscious household impact investors need to have or develop strategies to protect their investments and tackle the impact of climate change. Likewise, their asset managers can assist them in this matter.
Those households members of our community that are struggling to understand the potential risks associated with their climate-related investments or to deal with them can work with CENFACS.
For any queries and/or enquiries about Climate-related Investment Risks as well as Climate-conscious Impact Investing Strategies for Households (including how to access these strategies), please do not hesitate to contact CENFACS.
• Organisations Dealing with Restorative Holiday
Organisations specialised in restorative holiday are those dealing with restorative holiday. Most of them will be working on restorative holiday matters, such as making space, rebuilding and renewing, reconnecting, unplugging and prioritising sleep.
• • Examples of Organisations Specialist in Restorative Holiday
Among these organisations, we can mention the following ones:
~ Turadh (https://www.turadh.org.uk)
~ Pathways Fund (https://www.hfholidays.co.uk)
~ Richmond Holidays (https://www.richmon-holidays.com)
~ Upskill360 (https://upskill360.co.uk)
~ Family Holiday Charity (https://familyholidaycharity.org.uk)
~ Responsible Travel (https://www.responsibletravel.com)
~ Ogilvie Charities (https://www.ogilviecharities.org.uk)
etc.
• • What These Organisations Provide
Some of these organisations provide grants or financial support.
There are organisations that give short breaks and holidays to families caring for a child with complex disabilities or health issues (e.g., www.togetherforshortlives.org.uk).
There are organisations that deal with family holiday grants or short break activities (e.g., The 3H Foundation, The Henry Smith Charity).
There are other organisations that are specialised in grants for disabled children and adults, adventurous holidays for adventurous families, etc.
The above-mentioned organisations are just some few examples of them operating in the restorative holiday industry.
• • Examples of What They Offer
To name the few, we can mention the following:
~Flagstone Travel deals with wellness-focused holidays with activities like paddle boarding, yoga, and healthy dining options;
~ Richmond Holidays offers quality Christian holidays with a focus on rest and relaxation, often with activities like skiing, sailing, and reflection;
~ Virgin Atlantic provides all-inclusive options and wellness amenities like spa treatments and yoga;
~ Wellbeing Escapes covers retreats which include medical retreats like Combe Grove, which focuses on metabolic health.
Most of the organisations given here and listed in CENFACS’ Spring 2025 Issue of Holiday with Relief would generally be from the charity and voluntary sectors, except in some cases.
For those who are interested in them, it will be a good idea to check their requirement, size, length, decision timescale, deadline and qualifying criteria.
For those who may be having some problems in finding these organisations and their details, they can contact CENFACS for guidance and support.
• Restorative Holiday Budget Clinics 2025
As we are heading into the summer holiday season, we are holding restorative holiday budget sessions or clinics for those who need them. These sessions or clinics are part of CENFACS‘ service offered under financial advice, guidance and information about funding for holiday (i.e., Finance 4 Holiday) and restricted holiday budget.
To introduce these clinic activities, let us explain the meaning of restorative holiday budget, the focus of this budget, the clinic sessions, and ways of working clinic applicants.
• • What Is a Restorative Holiday Budget?
A restorative holiday budget aims to prioritise well-being and relaxation, allowing funds for activities and experiences that promote rejuvenation rather than solely focusing on cost-saving. Instead of just minimizing expenses, it focuses on experiencing something restorative that restorative holiday makers will enjoy without incurring debt.
Examples of items that restorative holiday makers can include in their budget are:
£x if they will do a trip to a natural location (like a spa resort or a quiet beach)
£y for activities or experiences like spa treatments, meditation classes, nature walks or yoga sessions
£z for locally sourced meals or mindful eating
etc.
• • What Is the Focus for a Restorative Holiday Budget (RHB)?
The budget will focus on the following:
~ activities that promote well-being, stress reduction and rejuvenation
~ aligning your choices with your well-being
~ activities like nature walks, meditation or relaxation techniques that support mental and physical well-being
~ a place with amenities that support relaxation like a spa, a pool, or scenic views
etc.
• • What Are Restorative Holiday Budget Clinics (RHBCs)?
RHBCs are customised sessions of consultation for those with restorative holiday budgeting needs who want special advice on the matter of making, revising and executing a restorative holiday budget (including restorative holiday budget subject to restrictions from donors/funders).
• • How CENFACS Can Work with RHBC Applicants
Through RHBCs, we can offer the following three free-of-charge sessional services:
a) Budget set-up session
Under this sessional task, we can work with the applicants to create their restorative holiday budget.
b) Budget verification or clean-up session
If you have already done your budget, you want us to verify it.
c) Full budget session
If you want us to write it from scratch, verify and advise you including on how to use online budget planner or calculator as well as Generative Artificial Intelligence to ask for help.
To arrange for a restorative holiday budget session, you need to book an appointment.
Message in English-French (Message en Anglais-Français)
• CENFACS’ be.Africa Forum E-discusses ‘Unlocking Africa’s Creative Economy to Further Reduce Poverty’
The Creative Economic Development Month 2025 within CENFACS is also about a discussion on Africa’s Creative Economy, on ways of unlocking this economy so that Africa can lift more people out of poverty.
Indeed, Michael Sheldrick (8) argues, in its thoughts about unlocking the creative economy, this:
“Music, film, and digital content generate billions, yet many developing countries lose revenue due to weak copyright laws and a lack of local infrastructure. Strengthening intellectual property rights and modernising revenue collection systems can ensure artists and their home countries benefit”.
From Sheldrick’s argument, it is possible to look into Africa’s creative economy and draw thoughts on how this economy can generate revenue or funding needed to further reduce poverty and enhance sustainable development in Africa. In the era of international aid cuts, Africa’s creative economy can be an alternative to these cuts.
The above is our e-discussion. Those who may be interested in this discussion can join our poverty reduction pundits and/or contribute by contacting CENFACS be.Africa Forum, which is a forum for discussion on poverty reduction and sustainable development issues in Africa and which acts on behalf of its members by making proposals or ideas for actions for a better Africa.
To contact CENFACS about this discussion, please use our usual contact address on this website.
• Le Forum ‘Une Afrique Meilleure’ de CENFACS discute en ligne ‘‘Débloquer l’Économie Créative de l’Afrique pour Réduire Davantage la Pauvreté’’
Le Mois de Développement Économique Créatif 2025 au sein de CENFACS est également celui d’une discussion sur l’économie créative de l’Afrique, sur les moyens de débloquer cette économie pour que l’Afrique puisse sortir davantage de personnes de la pauvreté.
En effet, Michael Sheldrick (8) soutient, dans ses réflexions sur le déblocage de l’économie créative, ceci :
“La musique, le cinéma et le contenu numérique génèrent des milliards, mais de nombreux pays en développement perdent des revenus en raison de lois sur le droit d’auteur peu solides et d’un manque d’infrastructures locales. Renforcer les droits de propriété intellectuelle et moderniser les systèmes de collecte de revenus peuvent garantir que les artistes et leurs pays d’origine en bénéficient”.
D’après l’argument de Sheldrick, il est possible d’examiner l’économie créative de l’Afrique et d’élaborer des réflexions sur la manière dont cette économie peut générer des revenus ou des financements nécessaires pour réduire davantage la pauvreté et promouvoir un développement durable en Afrique. À l’ère des réductions de l’aide internationale, l’économie créative de l’Afrique peut être une alternative à ces réductions.
Ce qui précède est notre discussion en ligne. Ceux ou celles qui pourraient être intéressé(e)s par cette discussion peuvent se joindre à nos experts en réduction de la pauvreté et/ou contribuer en contactant le ‘me.Afrique’ du CENFACS (ou le Forum ‘Une Afrique Meilleure’ de CENFACS), qui est un forum de discussion sur les questions de réduction de la pauvreté et de développement durable en Afrique et qui agit au nom de ses membres en faisant des propositions ou des idées d’actions pour une Afrique meilleure.
Pour contacter le CENFACS au sujet de cette discussion, veuillez utiliser nos coordonnées habituelles sur ce site Web.
Main Development
• Matching Organisation-Investor via Telehealth Facility – Activity 3 (11 to 17/06/2025): Matching Organisation-Investor via Operational Plan and Development Testing
Both parties (i.e., Africa-based Sister Charitable Organisation and Not-for-profit Telehealth Investor) have made some steady progress so far as they continue to score points; points which are enough to enable them to enter the third stage of the matching talks. These matching talks will be about finding ways to reach an agreement on Telehealth Facility.
To explain what is going to happen in this Activity 3, we have organised our notes around the following headings:
σ What Is Operational Plan?
σ What Is Development Testing?
σ Match Points for ASCO
σ Match Points for N-f-p Impact Investor
σ The Match or Fit Test.
Let us look at each of these headings.
• • What Is Operational Plan?
Operational plan can be defined in many ways. One of its definitions comes from ‘wallstreetmojo.com’ (9) which argues that
“An operational plan, also known as a work plan, is a planning method designed to establish, enhance, and upgrade a firm’s ongoing daily operations. It ensures that all activities carried out by the firm are performed continuously and cyclically, resulting in the smoother and more timely delivery of services and products”.
According to the same ‘wallstreetmojo.com’,
“It is a document that outlines the actions required to achieve long-term goals, and guides the daily, weekly, and monthly activities of the workers”.
It includes financial resources, project deadlines, employee rates, and implementation strategies.
The website ‘cascade.app’ (10) puts it in simple terms as this:
“If your operations strategy is a promise, operational plan is the action plan for how you will deliver on it every day, week, and month”.
Operational plans can be single-use, standing, rolling, departmental, and project one.
In relation to the operational plan making the TF, ASCO needs to show that it has a blueprint for the work plan.
• • What Is Development Testing?
Development testing can be approached in various ways. One of its approaches comes from ‘geeksforgeeks.org’ (11) which explains that
“Development testing is a method of applying testing practices consistently throughout the software development life cycle process. This testing ensures the detection of bugs or errors at the right time which further ensures delay of any kind of risk in terms of time and cost”.
For the same ‘geeksforgeeks.org’,
“Development testing aims to establish a framework to verify whether the requirements of a given project are met in accordance with the rules of the mission to be accomplished”.
Looking at development testing from the environmental perspective, ‘leewayhertz.com’ (12) thinks that
“In the software development life cycle, three environments are commonly used: development environment, testing environment, and production environment. The development environment is the place where software applications and services are created and developed. In a testing environment, developers and quality insurance professionals can test an application’s functionality, performance, and reliability before it is released to users. Software applications or services are deployed and made available to users in production environments”.
With reference to the above-mentioned definitions, ASCO needs to make sure that the telehealth software development life cycle matches them.
• • Match Points for ASCO
These match points concern both the operational plan and the development testing.
• • • Match Points Relating to Operational Plan
ASCO needs to show that it has an outline for preparing and executing daily activities. To prove that its operational plan and planned day-to-day activities will work, it can use operations Key Performance Indicators (KPIs) contained in its plan. These KPIs will include the following:
inventory costs, costs of service sold, revenue growth, employee retention rate, client/beneficiary satisfaction score, etc.
Besides these KPIs, ASCO can use leading and lagging indicators. A leading indicator/metric is a type of performance measurement or data point that offers insights into future performance and predictability. Lagging indicators are metrics or data points that provide insights into past events, performance, or outcomes. These indicators are often used to assess the results and impacts of past actions, strategies, or decisions.
• • • Match Points Relating to Development Testing
To mark points, ASCO can provide metrics for development testing. Among these metrics are the following ones:
~ Test case effectiveness (measures how well individual test cases are at detecting defects)
~ Defect Detection Ratio (compares the umber of defects found during testing to the total number of defects found throughout the software lifecycle)
~ Defect leakage (measures the number of defects that make into production despite testing efforts)
~ Test coverage (assesses how much of the software’s functionality or code has been covered by tests)
~ Mean time to repair (measures the average time it takes to fix a defect from detection to resolution)
~ Cycle time (tracks the time taken to complete a specific process, such as testing, development or deployment).
By providing these metrics during the negotiations, this will show how ASCO is serious with its TF project.
• • Match Points for N-f-p Impact Investor
The match points for N-f-p impact investor will be its views on both ASCO’s Operational Plan (OP) and Development Testing (DT).
• • • N-f-p Impact Investor’s View on ASCO’s Operational Plan
The N-f-p Impact Investor may want to know if ASCO has a roadmap for daily activities to achieve the TF’s annual targets. He/she also would like to know if ASCO has a contingency plan (that is, a backup plan or a fallback option that can be put in place to prepare for and manage unexpected events or disruptions).
The information about the roadmap, contingency plan and other elements of the OP will help the N-f-p Impact Investor to formulate his/her view on ASCO’s OP.
• • • N-f-p Impact Investor’s View on ASCO’s Development Testing
The N-f-p Impact Investor will be keen to have some guarantee about the level of software’s accuracy, dependability and quality from the beginning to the end. He/she will ask how ASCO will improve efficiency, enhance quality, reduce risk and improve on a continuous basis. In other words, he/she would like to be sure about the level of efficiency of ASCO’s software in term of how it will reduce errors and what will be its speed, the way it will fix bugs to clients/beneficiaries, and if apps will be user-friendly for them. He/she can question the development testing metrics that ASCO will use.
To deal with these matters, ASCO can use development testing metrics. These metrics are essential for measuring the effectiveness and efficiency of testing efforts, ensuring software quality, and identifying areas of improvement in the development process.
In short, the N-f-p Impact Investor would like some guarantee that the online and phone-based healthcare service or bespoke remote healthcare programme, including the OP and DT, will be helpful for both health professionals and users. He/she is keen to know if there are some links between ASCO’s three plans: healthcare services plan, business plan and technology development plan. Briefly, he/she wants to understand ASCO’s telehealth business model through ASCO’s OP and DT of its software.
There should be an agreement between ASCO’s OP and DT on the one hand, and the N-f-p Impact Investor’s view on them on the other hand. If there is no agreement or alignment of the two positions, the matching talks may not go to the next stage of this matching process or to progress. If there is a disagreement, then the talks/negotiations could be subject to match or fit test.
• • The Match or Fit Test
As part of the match or fit test, the N-f-p Impact Investor’s view on ASCO’s OP and DT must be matched with the information coming out of ASCO’s OP and DT documents.
The match can be perfect or close in order to reach an agreement. If there is a huge or glaring difference between the two (i.e., between what the investor wants and what ASCO is saying about its OP and DT, between what the investor would like the OP and DT phase to indicate and what ASCO’s OP and DT are really saying), the probability or chance of having an agreement at this third round of negotiations could be null or uncertain.
However, if this happens there is still a chance as CENFACS can advise ASCO and guide N-f-p Impact Investor on their approaches to Telehealth Facility.
• • • Impact Advice to ASCO and Guidance to n-f-p Impact Investor
CENFACS can impact advise ASCOs to improve the presentation of the OP and DT they are bringing forward. CENFACS can as well guide N-f-p Impact Investors to work out their expectations in terms of the OP and DT to a format that can be agreeable by potential ASCOs. CENFACS’ impact advice for ASCOs and guidance on impact investing for N-f-p Impact Investor, which are impartial, will help each of them (i.e., investee and investor) to make informed decisions and to reduce or avoid the likelihood of any significant losses or misunderstandings or mismatches.
However, to reduce or avoid this likelihood both parties need to follow the rule of the matching game.
• • • The Rule of the Matching Game
The rule of the game is the more N-f-p Impact Investors are attracted by ASCO’s OP and DT the better for ASCOs. Likewise, the more ASCOs can successfully respond to impact investors’ level of enquiries and queries about the OP and DT the better for investors. In this respect, the matching game needs to be a win-win one to benefit both players (i.e., investee and investor).
The above is the third stage or activity of the Matching Organisation-Investor via Telehealth Facility.
Those potential organisations seeking investment to set up a telehealth facility in Africa and n-f-p impact investors looking for organisations that are interested in their giving, they can contact CENFACS to arrange the match or fit test for them. They can have their fit test carried out by CENFACS’ Hub for Testing Hypotheses.
• • • CENFACS’ Hub for Testing Hypotheses
The Hub can help to use analysis tools to test assumptions and determine how likely something is within a given standard of accuracy. The Hub can assist to
√ clean, merge and prepare micro-data sources for testing, modelling and analysis
√ conduct data management and administration
√ carry out regression analysis, estimate and test hypotheses
√ interpret and analyse patterns or trends in data or results.
For any queries and/or enquiries about this third stage/activity of Matching Organisation-Investor via Telehealth Facility, please do not hesitate to contact CENFACS.
_________
• References
(1) https://advancery.io/alternative-funding/ (accessed in June 2025)
(2) Zakaria, A & Zaharrudin, N. Z., (2020), Alternative-based Funding Model and Resource Dependency Theory: Perspectives of Malaysian Non-Governmental Organisations in Malaysian Journal of Consumer and Family Economics Vol. 24 (S1), available at https://majcafe.com/wp-content/uploads/2022/11/vol-24-s1-Paper-8.pdf (accessed in Jun 2025)
(3) https://www.developmentaid.org/news-stream/post/141735/what-is-international-aid (accessed in June 2025)
(4) https://borgenporject.org/international-aid-care/ (accessed in June 2025)
(5) https://www.developmentaid.org/news-stream/post193535/africa-foreign-and-declining (accessed in June 2025)
(6) https://www.theafricareport.com/380618/trumps-africa-aid-cuts-the-country-by-country-breakdown/ (accessed in June 2025)
(7) https://www.bis.org/bcb5/pub/d502.pdf (accessed in June 2025)
(8) https://www.forbes.com/sites/globalcitizen/2025/02/25/foreign-aid-is-shrinking-what-happens-next/ (accessed in June 2025)
(9) https://www.wallstreetmojo.com/operational-plan/ (accessed in June 2025)
(10) https://www.cascade.app/blog/operational-plan (accessed in June 2025)
(11) https://www.geeksforgeeks.org/development-testing-in-software-engineering/ (accessed in June 2025)
(12) https://www.leewayhertz.com/development-vs-testing-vs-production-environment/ (accessed in June 2025)
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• Help CENFACS Keep the Poverty Relief Work Going This Year
We do our work on a very small budget and on a voluntary basis. Making a donation will show us you value our work and support CENFACS’ work, which is currently offered as a free service.
One could also consider a recurring donation to CENFACS in the future.
Additionally, we would like to inform you that planned gifting is always an option for giving at CENFACS. Likewise, CENFACS accepts matching gifts from companies running a gift-matching programme.
Donate to support CENFACS!
FOR ONLY £1, YOU CAN SUPPORT CENFACS AND CENFACS’ NOBLE AND BEAUTIFUL CAUSES OF POVERTY REDUCTION.
JUST GO TO: Support Causes – (cenfacs.org.uk)
Thank you for visiting CENFACS website and reading this post.
Thank you as well to those who made or make comments about our weekly posts.
We look forward to receiving your regular visits and continuing support until the end of 2025 and beyond.
With many thanks.
