Welcome to CENFACS’ Online Diary!
18 June 2025
Post No. 409
The Week’s Contents
• Execution of Third Codes for CEDM (Creative Economic Development Month) 2025 Sub-themes (from Week Beginning Monday 16/06/2025)
• Matching Organisation-Investor via Telehealth Facility – Activity 4 (18 to 24/06/2025): Matching Organisation-Investor via Financial Plan, Software Deployment and Launch
• Support Vulnerable Children in Africa Left Without Hope by Foreign Aid Cuts
… And much more!
Key Messages
• Execution of Third Codes for CEDM (Creative Economic Development Month) 2025 Sub-themes (from Week Beginning Monday 16/06/2025)
To introduce these Third Codes and this week’s work on CEDM 2025, we are going to briefly explain Third Codes, unveil the creations and innovations for sub-theme 1, and highlight the codes for each sub-theme composing the Third Codes.
• • What Are Third Codes of CEDM 2025?
The Third Codes for CEDM (Creative Economic Development Month) 2025 Sub-themes refer to a set of rules or principles allowing for action on creative economic development during June 2025. They help in delivering the activities planned for the CEDM 2025. They also identify the third level of sub-themes for CEDM 2025.
• • Unveiling Creations and Innovations for Sub-theme 1
They are about Creations and Innovations to address the challenges hindering the ability of poor people to create and innovate. Details of these specific creations and innovations have been given below.
• • • Creations to address the challenges hindering the ability of poor people to create and innovate
To help overcome these challenges, creations or solutions could be in the form of the following:
σ Education and skills development
σ Financial inclusion and access
σ Infrastructure development
σ Community-based initiatives.
We are working on these types of creations with those of sub-themes 2 and 3.
• • • Innovations to address the challenges hindering the ability of poor people to create and innovate
To empower low-income individuals to innovate, the focus could on the following innovations:
σ Inclusive business models
σ Leveraging technology
σ Fostering supportive environments
σ Addressing barriers to innovations.
Addressing challenges hindering the ability of poor people to create and innovate will help these people to find way of moving out of poverty and hardships.
• • Highlights about the Codes of the Week for Each Sub-theme
The Codes of this week for each sub-theme are as follows.
For Sub-theme 1, the codes are
σ Creations to develop infrastructure for the poor
σ Innovations that foster supportive environments.
For Sub-theme 2, the codes are
σ Creations applying to mining investments
σ Innovations to help preserve strategic autonomy.
For Sub-theme 3, the codes are
σ Creations linked to financial fictional scenarios
σ Innovations relating to financial literacy programmes.
The above is the introduction of this week’s CEDM 2025 Working Plan. For those who may be interested in any of the above-mentioned codes of each sub-theme of this plan, they can read more under the Main Development section of this post.
• Matching Organisation-Investor via Telehealth Facility – Activity 4 (18 to 24/06/2025): Matching Organisation-Investor via Financial Plan, Software Deployment and Launch
The tests for operational plan and development testing metrics for the Telehealth Facility (TF) have been satisfactory. In project appraisal parlance, it means that the TF project has shown some positive results since it has passed the test criteria relating to both operational plan and development testing.
However, there is still a sticking point which is the not-for-profit (n-f-p) impact investor would like the Africa-based Sister Organisation (ASCO) to provide some evidence in terms of cash flow from operations and fundraising return on investment. Because of this demand from the n-f-p impact investor, both parties have decided to look at the financial plan for the TF. They also want to discuss ASCO’s software deployment strategy. This current level of discussion makes Activity 4 of Matching Organisation-Investor via Telehealth Facility.
To deal with this Activity 4, we have organised the notes in the following manner:
σ Activity 4 Matching Concepts
σ Africa-based Sister Charitable Organisation’s Financial Plan (FP), and Software Deployment and Launch (SDL)
σ Not-for-profit Impact Investor’s View on FP and SDL
σ The Match or Fit Test.
Let us look at each of these headings.
• • Activity 4 Matching Concepts
There are three main concepts that will be used in Activity 4. These concepts are business financial plan, software deployment and launch.
• • • What is a business financial plan?
Referring to the definition provided by ‘business.com’ (1),
“A business financial plan is an overview of an organisation’s financial situation and a forward-looking growth projection”.
The same ‘business.com’ explains that
“It can help you manage cash flow and accounts for months when revenue might be lower than expected. It also helps you plan for taxes and create a business budget that accounts for daily and monthly expenses”.
The business financial plan is important if ASCO is looking to attract n-f-p impact investors. However, the challenge for ASCO, like for any charity, is there is often no direct link between income and expenditure for a charity’s main activities. In other words, ASCO needs to justify to the n-f-p impact investor in its business model if more clients/beneficiaries will use the telehealth support and services, how it is going to cover costs. Additionally, ASCO needs to answer the following questions:
~ Will it fundraise or apply for more grants?
~ Will it charge or apply for more grants?
~ Will it charge some of its services to be provided?
Its business financial plan should be able to provide some the answers to the above questions.
• • • What is software deployment?
According to ‘atlassian.com’ (2),
“Software deployment is the process of making software available for use. It is a phase in the software development life cycle that comes after development and testing but before the software is fully available to end users”.
By referring to this definition, ASCO needs to prove that its TF software will be installed, configurated, run, tested, and adjusted according to circumstances of the future TF. ASCO will also streamline deployment as well as explain how it will deliver value to its users and if it will have a competitive advantage.
• • • What is software launch?
Unlike software deployment which is the technical act of getting the new software into a production environment, whether it is a server, cloud, or other system; software launch is a strategic and planned event or a business-oriented process of introducing the newly deployed software to users. Software launch involves activities such as marketing, user communication, and feature enablement.
With the software launch, ASCO can indicate if it intends to frequently deploy code and the TF to control when its features are made available to users of the TF services.
• • Africa-based Sister Charitable Organisation’s Financial Plan (FP), and Software Deployment and Launch (SDL)
ASCO will negotiate and argue about its business FP and SDL. Let us look at each of these match points for discussion (that, FP and SDL).
• • • FP as match point for discussion
ASCO’s FP will focus on metrics that measure the TF financial health sustainability and impact, alongside traditional financial ratios. ASCO can use a number of metrics to put its case forward. Amongst these financial metrics, ASCO can provide the metrics below.
~ Metrics relating to funding and revenue
Regarding the metrics relating to funding and revenue, ASCO can provide the ones below:
≈ Revenue composition (provides an understanding of the sources of revenue which could be donations, grants, earned income, etc.)
≈ Revenue reliability (tracks the stability and predictability of revenue streams)
≈ Annual revenue (assess the total income from programmes and other sources)
≈ Number of donations (gauges public engagement in ASCO’s telehealth cause)
etc.
~ Cash flow and sustainability
For cash flow and sustainability, ASCO can include:
≈ Cash flow from operations (if it is positive, it indicates the TF project can cover its unrestricted operations and programming costs)
≈ Liquidity (measures TF’s ability to meet short-term obligations using liquid assets)
≈ Working capital ratio or Reserve ratio (compares expendable net assets to daily expenses)
etc.
~ Expenses and efficiency
Concerning expense and efficiency, ASCO can use the following metrics:
≈ Programme expenses growth (assesses the effectiveness and efficiency of programme delivery)
≈ Administrative expense percentage (analyses the percentage of administrative expenses compared to total expenses)
≈ Fundraising efficiency (measures the efficiency of fundraising efforts)
etc.
~ Debt management
As to debt management, ASCO can refer to the metrics such as
≈ Debt management (tracks any debt)
≈ Current ratio (compares current assets to current liabilities)
etc.
~ Fundraising performance
With respect to fundraising performance, ASCO can use these metrics:
≈ Fundraising return on investment (evaluates the return on money spent to acquire donations)
≈ Donor retention rate (shows the percentage of donors who continue donating year after year)
etc.
~ Impact measurement
As far as the impact measurement is concerned, ASCO can include non-financial key performance indicators such as the number of beneficiaries served, the change in their lives due to the TF project, etc.
By providing these metrics, ASCO will prove that its has carried out a thorough data-driven work.
• • • SDL as match point for discussion
ASCO can show that it has an objective (that is, to deploy the software system into the production environment for end-users) and activities by preparing for deployment. It is also required to ensure the n-f-p impact investor that it will deploy the software system to production servers or cloud platforms. It will monitor and support the system during the initial rollout. It has all the necessary conditions and resources to ensure that the deployment of the software system will happen as planned.
ASCO needs to demonstrate that it will be in control of the stages of software development process, in particular the stage of deployment and launch because Activity 4 is about them.
According to ‘codesuite.org’ (3),
“The SDLC (Software Development Life Cycle) Deployment Phase is made of the following steps: conducting a thorough testing phase (step 1), developing a deployment plan (step 2), preparing the production environment (step 3), deployment implementation plan (step 4), troubleshooting and monitoring (step 5), and conducting post-deployment reviews”.
To reassure the n-f-p impact investor, ASCO can provide the deployment metrics such as deployment frequency, lead time for changes, change failure rate, mean time to recovery, deployment success rate, cycle time, deployment speed, deployment cost, defect escape ratio, and change volume.
By tracking these metrics, ASCO can gain valuable insights into its software deployment process, identify areas for improvement, and make data-driven decisions to optimize its release strategy.
Failure to explain how it is going to deploy its software and launch it, can result in frictions that can create disagreement with the not-for-profit impact investor.
• • Not-for-profit Impact Investor’s View on FP and SDL
The approach taken by ASCO regarding FP and SDL must align with n-f-p impact investor’s view on them. Let us summarise what the n-f-p impact investor’s view could be.
• • • Alignment of FP with n-f-p impact investor’s view
The n-f-p impact investor will check if ASCO has a focus on TF’s long-term growth and long-term vision. He/she will also want to know if ASCO will prioritise its financial resources.
For examples, regarding the cash flow projections, the n-f-p impact investor would like to know how ASCO will plan for expansion or other investments.
The n-f-p impact investor is also concerned about ASCO’s break-even analysis. As a result, he/she wants to understand ASCO’s TF revenue creation model.
He/she raises some concerns about ASCO’s fundraising plan. Because of these concerns, the n-f-p impact investor is asking if ASCO will use a loan/debt or equity financing, apart from the support it may receive from the n-f-p impact investor. He/she further enquires whether or not ASCO is prepared to give ownership stake in exchange for funding.
Finally, the n-f-p impact investor wants to be informed if ASCO has a contingency plan about potential disruptions from weather-related events and potential setbacks, and if it will secure appropriate insurance.
All these queries and enquiries that the n-f-p impact investor want some answers form its view on FP for the TF. And the way in which ASCO will respond to these enquiries and queries from him/her will determine if there is an alignment or not.
• • • Alignment of SDL with n-f-p impact investor’s view
The n-f-p impact investor requires clarification about ASCO’s software deployment strategy, which could be blue-green deployment, canary deployment rolling deployment, etc.
The n-f-p impact investor wants to know how ASCO will deal with service disruptions, unhappy clients/users of TF, lost revenue, and damaged reputations if deployment goes wrong.
He/she further would like some information about the software launch in terms of the ideal timing to do it. For instance, he/she needs some details about any event that ASCO is planning to hold to launch the software.
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, will be helpful for both health professionals and users, based on ASCO’s FP and SDL. 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 and financial models through ASCO’s FP and SDL.
There should be an agreement between ASCO’s FP and SDL 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, n-f-p Impact Investor’s view on ASCO’s FP and SDL must be matched with the information coming out of ASCO’s FP and SDL 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 FP and SDL, between what the investor would like the FP and SDL phase to indicate and what ASCO’s FP and SDL are really saying), the probability or chance of having an agreement at this fourth 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 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 FP and SDL they are bringing forward. CENFACS can as well guide n-f-p impact investors to work out their expectations in terms of the FP and SDL 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 impact investors are attracted by ASCO’s FP and SDL the better for ASCOs. Likewise, the more ASCOs can successfully respond to impact investors’ level of enquiries and queries about the FP and SDL 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 fourth 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 fourth stage/activity of Matching Organisation-Investor via Telehealth Facility, please do not hesitate to contact CENFACS.
• Support Vulnerable Children in Africa Left Without Hope by Foreign Aid Cuts
Support Vulnerable Children in Africa Left Without Hope by Foreign Aid Cuts is one of the Summer Appeal projects making the first part of our Summer Programme, which will be published soon.
The appeal is about supporting children, young people and families (CYPFs), in places in Africa where there is already high level of poverty, particularly in spaces where foreign aid has been withdrawn or cut in Africa, in countries like Ethiopia and the Democratic Republic of Congo and other African countries.
Foreign and international aid cuts can only adversely and severely impact those living in poverty in Africa, particularly children who used to depend on them and who have been left without hope. According to ‘savethechildren.org’ (4),
“More than 1.8 million children will miss out on learning due to foreign aid cuts impacting Save the Children’s education programmes in over 20 countries from the Democratic Republic of Congo (DRC) to Syria to Tanzania… In the DRC, over 21,300 children in war-torn South Kivu have had lost access to learning materials and training for their teachers”.
Similarly, ‘oxfam.org.uk’ (5) argues that
“Economic projections show that cuts will mean 5.7 million more people across Africa will fall below extreme poverty levels in the coming year, a number expected to rocket to 19 million by 2030″.
These cuts left critical funding gaps. For instance, the United Nations Children’s Fund (6) recognises that
“We [UNICEF] are looking at a shortfall of more than 40 percent of dedicated emergency funding in East and Southern Africa alone”.
Supporting this appeal means helping CYPFs to minimise and mitigate the impacts of aid cuts and withdraws on them. Your support will help to fund the life-saving humanitarian needs that the cut or withdrawn funds used to deal with as well as to cover emerging and urgent needs.
Your assistance is required to respond to CYPFs’ distress signals.
One can think of a child or young person without any dreams and expectations, what will be his/her future, especially in spaces (like eastern part of the Democratic Republic of Congo) where there is enduring deterioration of security conditions in conflict-affected areas and where funding has been cut.
Can you help this child? Yes or No!
If you say yes; then you can help children…
√ whose their humanitarian programmes have been impacted by aid cuts
√ who need lifesaving humanitarian assistance
√ surviving hunger, conflict and natural disasters
√ without access to safe drinking water, food, healthcare and education
√ vulnerable to malnutrition, disease and poverty
√ frequenting shuttered health clinics
√ forced into early work or marriage
√ associated with armed forces and groups
√ vulnerable to abuse, neglect, exploitation, and violence
√ experiencing trauma
√ facing war, starvation and poverty
√ experiencing life-threatening malnutrition
etc.
Your support will help these children…
√ dream for and expect a better life and future
√ overcome aid cuts and life events that could become a structural constraint and handicap for them
√ victims of endless insecurity that creates lifelong adverse impacts on them and young people
√ have their lives not being reduced back below the poverty line
√ not become the lost generation of foreign aid cuts
√ benefit from sexual and gender-based violence programmes for survivors amongst them
√ stay healthy and protected from diseases
√ have or rediscover hopes and expectations
etc.
Your support is badly needed to fund gaps that threaten children’s survival in Africa.
Please, Support Vulnerable Children in Africa Left Without Hope by Foreign Aid Cuts.
To support, please contact CENFACS on this website.
Extra Messages
• Thanksgiving Day: Supporters’ Day (30 June 2025)
• Climate-conscious Impact Investing Strategies for Households – In Focus from 18/06/2025: Adoption of Long-term Perspective in Household Investment Decision-making Processes
• ReLive Issue No. 17, Spring 2025: The Returned Internally Displaced Persons in Africa Need Some Assistance to Rebuild and Renew Their Lives, Can You Help?
• Thanksgiving Day: Supporters’ Day (30 June 2025)
The last week of June is a thanksgiving one in accordance to CENFACS development calendar. On 30 June 2025, we will be thanking all our supporters (current and past ones).
We would like to take the opportunity of the end of June to thank them (and you if you are one of them) for helping…
CENFACS IN ENHANCING AND SUSTAINING FREEDOMS AND CAPABILITIES BY WORKING IN ALLIANCE WITH LOCAL PEOPLE TO DEVELOP SUSTAINABLE INITIATIVES.
• • What Do Mean by Thanking Day or Supporters’ Day?
This is a Special Day of Thank You within CENFACS we would like to dedicate to all those who contributed to our work for any types of support they have given us over this financial year. This dedication is normally held in the last week of and by the end of June. For this year, Thank-you Day will be held on 30 June 2025 in order to keep our tradition.
As we are in CENFACS’ Creative Economic Development Month and Year of Restoration, we shall find all sorts of creative, innovative, restorative and communicative ways of thanking our invaluable supporters and backers.
These thanking ways may include the following:
√ Conversing with our supporters over phones
√ Signing and sending thank-you prints or e-cards to them
√ Telling them the stories or outcomes about the people and communities they helped through their support
√ E-mailing, texting and tweeting them with messages of gratitude
√ Telling and sharing thank-you stories
√ Playing and listening with them music and songs of thank you
√ Making and playing thank-you videos and films
√ Giving back to them by volunteering our time to the cause they deeply care about
√ Undertaking a free translation service (French to English and vice versa)
√ Reading African poems and poetry
√ Sending to them digital, generative AI (Artificial Intelligence) and technologically animated thank-you messages
√ Doing creative and design works symbolising thank you
√ Sending out designed and hand crafted made objects and crafts of acknowledgement
√ Making video calls if we cannot have in-person contact with them
Etc.
If you are one of the CENFACS’ supporters, please we would like to let you know the Thanking Day at CENFACS is your Day. Do not hesitate to get in touch, if you do not mistakenly hear from us.
We will welcome you, reconnect with you and thank you on the occasion for the helpful difference you made to our work and project beneficiaries, and for being with us on the side of those in need especially during this challenging year of the lingering effects of the polycrises.
Your invaluable support has meant a lot for our programmes and project beneficiaries over this ending financial year.
We would like to express all our sincere gratitude to you for helping us to help reduce poverty – CENFACS’ noble and beautiful cause.
We would like as well to say thank you for making our voice heard especially in ever challenging world of polycrises and where the voices of the small are sometimes ignored or simply forgotten.
For further details, please contact CENFACS’ Thanksgiving-End-of-June-2025 Team.
• Climate-conscious Impact Investing Strategies for Households – In Focus from 18/06/2025: Adoption of Long-term Perspective in Household Investment Decision-making Processes
Taking a long-term perspective in terms of household investment decision-making processes implies adopting a long-term investing strategy and having the notion of time horizon alignment. But, what is long-term investing? How is important time horizon alignment in these processes?
• • Understanding Long-term Investing
Long-term investing can be explained in various manners. One way of explaining it comes from ‘smartassets.com’ (7), which argues that
“Long-term investing is a strategy that involves buying and holding assets for an extended period, typically years or even decades, with the aim of building wealth over time”.
The same ‘smartassets.com’ explains that
“Long-term investing is rooted in the principle of compound interest. Compounding occurs when the returns generated by your investments are reinvested, allowing your initial capital to grow exponentially over time. In essence, you earn returns not only on your original investment but also on the returns themselves”.
Like any long-term investors, climate-conscious household impact investors will have this sort of perspective. It means they will adopt a long-term strategy. They will position their portfolios for long term resilience. In other words, they will have the notion of time horizon alignment.
• • The Importance of Time Horizon Alignment in Household Investment Decision-making Processes
It is important for households to consider the evolution of climate factors when investing. As ‘equiruswealth.com’ (8) puts it,
“Many climate related risks and opportunities play out over years or decades, making them especially relevant for the long term perspective of high net worth families. Matching investment time horizons with the evolution of climate factors improves both financial outcomes and climate impact”.
So, climate-conscious household impact investors would include climate considerations into their investment approach by positioning their portfolio for resilience and opportunity in a changing world while potentially contributing to positive environmental outcomes, if one follows the explanation of ‘equiruswealth.com’.
In short, because of the risks climate change can pose, investments and investors need to be aligned with these risks. Climate-conscious household impact investors need to have a long-term perspective or develop alignment 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 develop a long-term perspective strategy in their impact investing strategy can work with CENFACS.
For any queries and/or enquiries about Adoption of Long-term Perspective in Household Investment Decision-making Processes as well as Climate-conscious Impact Investing Strategies for Households (including how to access these strategies), please do not hesitate to contact CENFACS.
• • Last Words about Climate-conscious Impact Investing Strategies for Households
Most households have assets and need to build or increase their value. There are many ways of building assets and increasing their value. One way of doing it is in a climate-conscious way. In other words, households need to integrate environmental, social and governance factors into their investment strategies, while having in their mind set a long-term perspective. Climate-conscious asset building strategy would therefore be the best way of approaching their investments and portfolios. This is because Climate-conscious Impact Investing Strategies for Households focuses on ways of supporting households in building their overall resilience by being conscious with climate events and the future.
We would like to thank all those who have been with us throughout these strategies and those who have been supportive towards it.
• ReLive Issue No. 17, Spring 2025: The Returned Internally Displaced Persons in Africa Need Some Assistance to Rebuild and Renew Their Lives, Can You Help?
This Spring 2025 Campaign, which will end on the 20th of June 2025, will help
≈ give to the returnees a fresh start
≈ rebuild or repair infrastructures (like schools, water systems, roads and healthcare)
≈ them reintegrate and access rights
≈ them find housing and work
≈ them enrol children in schools
≈ them get cash assistance to cover initial basic needs such as personal hygiene items and rent, rehabilitate land
≈ in brief rebuild and renew lives in a gradual, safe and sustainable way.
The Campaign is done through Gifts of Renewing Lives or Life-renewing Projects (LRPs). We are running 14 Gifts in a world of 20 Reliefs or Helpful Differences. What does this mean?
It means donors or funders have 14 Gifts of Renewing Lives to choose from and 20 Reliefs to select from to make helpful differences to the returnees.
In total, our Spring Relief 2025 Campaign is providing to potential supporters 14 GIFTS of rebuilding returnees’ lives in Africa in 20 RELIEFS to make this happen.
For this renewal to happen, support is needed towards LRPs.
To support, go to http://cenfacs.org.uk/supporting-us/
Message in French (Message en français)
À paraître cet été 2025 : le numéro 88 de FACS intitulé ‘Les Oeuvres de Charité Africaines et les Sources de Financement Alternatives Face aux Coupes d’Aide Internationale.’
Les oeuvres de charite africaines ou organisations caritatives africaines peuvent explorer des sources de financement alternatives et trouver de nouveaux modèles commerciaux pour atténuer l’impact des récentes coupes dans l’aide internationale et continuer à mener à bien leur mission. Elles peuvent diversifier leur base de financement grâce à la philanthropie locale, aux investissements à impact social et aux contributions de la diaspora pour la réduction de la pauvreté et d’autres types de demandes provenant de ceux ou celles qui en ont besoin. Elles peuvent également développer des entreprises sociales autosuffisantes ou créer des branches commerciales si leurs objets constitutionnels et leur statut le leur permettent. De plus, elles peuvent vérifier dans les pays africains où elles opèrent si les gouvernements de ces pays ont mis en place des mécanismes pour mobiliser des ressources localement afin de soutenir de bonnes causes comme celles avec lesquelles les organisations caritatives africaines s’occupent.
Le 88ème numéro de FACS concerne les sources de financement alternatives mentionnées ci-dessus. Les sources de financement alternatives se réfèrent également à la renaissance du modèle économique des charités africaines sans réinventer la roue dans le contexte du nouveau paysage de développement du financement. Mais, qu’est-ce qu’une source de financement alternative ? Qu’est-ce que l’aide internationale ?
Les sources de financement alternatives peuvent être définies de plusieurs manières. L’une de ses définitions trouvées dans la littérature sur le financement provient de ‘advancery.io’ (9) qui soutient que« Le financement alternatif fait référence à des méthodes non traditionnelles d’obtention de capital ou de financement pour les entreprises et les établissements ».
Cette définition peut être élargie pour inclure les sources de financement alternatives recherchées par les organismes de bienfaisance et les organisations du secteur volontaire. Dans le cas des organismes de bienfaisance africains, il s’agira d’utiliser des méthodes non traditionnelles pour obtenir leur capital ou financement afin de continuer à mener et à étendre leur mission à l’ère des coupes dans l’aide internationale et de l’exploration de voies vers l’autonomie financière.
Le 88ème numéro se concentrera sur la théorie des sources de financement alternatives dans le contexte des organismes de bienfaisance africains et des causes nobles en Afrique. En particulier, le 88ème numéro s’inspirera des principes de la théorie de la dépendance qui reconnaît l’influence de facteurs externes sur le comportement organisationnel.
Le 88ème numéro se réfèrera également au modèle de financement basé sur des alternatives proposé par Azzarina Zakaria et Nurliana Zahira Zaharrudin (10). À cet égard, le 88ème numéro utilisera des modèles de financement basés sur des alternatives et la théorie de la dépendance des ressources.
En ce qui concerne l’aide internationale, le 88ème numéro utilise la définition de ‘developmentaid.org’ (11) qui est : “L’aide internationale (également connue sous le nom d’aide extérieure ou d’aide étrangère) est l’assistance des États riches et développés accordée aux pays en développement”.
Comme le souligne ‘borgenproject.org’ (12), “L’aide est le plus souvent fournie sous la forme d’une aide officielle au développement, qui vise à réduire la pauvreté”.
Cette aide internationale a été amputée par certains donateurs majeurs. En particulier, cette réduction a été réalisée par le financement non renouvelé des travaux soutenant les personnes vulnérables vivant dans des zones de conflit et des crises humanitaires.
Selon ‘developmentaid.org’ (13),
“• Les États-Unis d’Amérique ont réduit le financement de l’aide de plus de 2 milliards de dollars américains
• L’Allemagne a diminué de plus de 4,8 milliards d’euros (5,3 milliards de dollars) son assistance au développement et humanitaire de base pour 2022-2025
• La France a réduit son budget d’Aide Publique au Développement de plus de 1 milliard de dollars
• Le Royaume-Uni a coupé plus de 900 millions de dollars de son financement pour 2024-2025″.
De même, le Centre pour le Développement Mondial (14) note que « Les pays comme l’Éthiopie, la République Démocratique du Congo, la Colombie, l’Afrique du Sud, la Palestine, le Bangladesh, le Kenya, l’Afghanistan et la Tanzanie subissent tous des coupes de plus de 200 millions de dollars ».
En se concentrant sur l’Afrique, le Rapport Afrique (15) mentionne que « Les cinq plus grands perdants en termes nominaux sont l’Éthiopie (coup de 386,9 millions de dollars, soit 30 % de son total) ; la République démocratique du Congo (386,7 millions de dollars, soit 34 %) ; l’Ouganda (306,8 millions de dollars, soit 66 %) ; l’Afrique du Sud (260,6 millions de dollars, soit 89 %) ; et le Kenya (224,7 millions de dollars, soit 46 %).
Le 88ème numéro s’intéresse à la part de l’aide internationale qui atteignait directement ou indirectement les œuvres caritatives africaines. Et sa réduction ne peut avoir qu’un impact négatif sur la prestation de services par les œuvres caritatives africaines et les véritables bénéficiaires de cette aide, qui sont les personnes vivant dans la pauvreté en Afrique.
Dans cette nouvelle ère de coupes dans l’aide internationale, le 88ème numéro explorera les façons dont les œuvres caritatives africaines peuvent diversifier leurs sources de financement ou développer de nouveaux modèles commerciaux pour surmonter les nouvelles contraintes de revenus engendrées par les coupes de l’aide internationale. Le numéro examinera également leurs stratégies de mobilisation des ressources domestiques et les moyens d’améliorer leur efficacité et leur durabilité en termes de sources de financement alternatives. À cet égard, le 88ème numéro est une enquête sur la capacité des œuvres caritatives africaines à attirer des financements (y compris des investissements directs étrangers) et l’histoire de la mobilisation des ressources financières domestiques.
Le 88ème numéro sera également une histoire de résilience financière, car il s’intéressera à l’autonomie et aux projets ou politiques d’autosuffisance des œuvres de charité africaines. Mais le numéro ne s’arrête pas là. Il explorera des modèles d’entrepreneuriat social des œuvres de charité africaines comme un moyen innovant de lever des fonds pour leurs causes nobles.
Le 88ème numéro étudiera également les relations en matière de ressources des œuvres de charité africaines dans le contexte de la réduction de la pauvreté. En effet, un manque de financement et des flux de financement alternatifs limités peuvent créer un état de pauvreté pour toute organisation, en particulier pour les œuvres de charité africaines. Ce manque peut entraver leur capacité à fournir des services, impacter les communautés qu’elles servent et se maintenir, conduisant finalement à une diminution de leur capacité et à un déclin de leur aptitude à s’attaquer efficacement à la pauvreté. Par conséquent, le 88ème numéro portera sur des stratégies visant à réduire la pauvreté liée au manque de sources de financement alternatives pour les œuvres de charité africaines.
Pour en savoir plus sur ce nouveau numéro, veuillez continuer à consulter les publications à venir de CENFACS cet été 2025. Pour réserver une copie papier de ce 88ème numéro de FACS, veuillez contacter le CENFACS avec vos coordonnées postales.
Main Development
• Execution of Third Codes for CEDM (Creative Economic Development Month) 2025 Sub-themes (from Week Beginning Monday 16/06/2025)
The Third Codes for CEDM 2025 Sub-themes will be executed under the following headings:
σ What are Thirds Codes of CEDM 2025?
σ What are the core components of Third Codes?
σ Working with the community and Africa-based Sister Organisations on Third Codes.
Let us uncover each of these headings.
• • What Are Third Codes of CEDM 2025?
The Third Codes for CEDM (Creative Economic Development Month) 2025 Sub-themes refer to a set of rules or principles allowing for action for creative economic development during June 2025. They help in delivering the activities planned for the CEDM 2025. They also identify the third level of sub-themes for CEDM 2025.
• • What Are the Core components of Third Codes?
They are the variables for dealing with Third Codes, control structures for directing action on CEDM 2025 and Third Codes, methods of approaching the aspects of Third Codes, data structures for organising Third Codes, and syntax for communication and defining how Third Codes should be dealt with.
These core components or codes are given below.
For Sub-theme 1, the codes to be executed are
σ Creations to develop infrastructure for the poor
σ Innovations that foster supportive environments.
For Sub-theme 2, the codes to be executed are
σ Creations applying to mining investments
σ Innovations to help preserve strategic autonomy.
For Sub-theme 3, the codes to be executed are
σ Creations linked to financial fictional scenarios
σ Innovations relating to financial literacy programmes.
Let us execute them now.
• • • Creations to Develop Infrastructure for the Poor
To understand these creations, it is better to first explain infrastructure development.
• • • • What is infrastructure development?
According to ‘Isiurns.com’ (16),
“Infrastructure development refers to the creation, improvement, and maintenance of essential facilities and systems like transportation, utilities, and digital networks”.
With regard to the poor, infrastructure development for the poor refers to investments in physical and social infrastructure that directly benefit impoverished people and communities. What are these creations that make up infrastructure development for the poor?
• • • • Creations to develop infrastructure for the poor
Creations in terms of this type of infrastructure can include the following:
affordable housing initiatives, sanitation projects, micro-grid electricity solutions and accessible transportation systems.
These creative initiatives can be enhanced by leveraging technology and public-private partnerships.
• • • Innovations that foster supportive environments
To ease the understanding of these innovations, let us define supportive environments.
• • • • What are supportive environments?
The definition used here for supportive environments comes from ‘focuskeeper.co’ (17), which is
“A supportive environment refers to a setting that nurtures individuals emotionally, physically, and socially”.
The same ‘focuskeeper.co’ argues that building supportive environments takes intention and effort.
For others, a supportive environment is a setting whether physical or interpersonal, where individuals feel safe, valued, and encouraged to thrive.
To maintain supportive environments, it requires innovations.
• • • • Innovations fostering supportive environments
They include those to develop positive relationships, effective communication, and a sense of belonging, as well as those of promoting both well-being and productivity.
• • • Creations Applying to Mining Investments
To tackle these creations, it makes sense to clarify the meaning of mining investment.
• • • • Meaning of mining investment
According to ‘mineralsbase.com’ (18),
“Mining investments encompass a wide range of financial arrangements made by individuals, corporations, governments, and other entities with an interest in leveraging the potential of mineral reserves. These investments can take various forms such as direct equity stakes in mining companies, purchases of mineral rights or royalties on production, funding for exploration projects or mine developments through debt financing or joint ventures”.
From the above statement of ‘mineralsbase.com’, it can be argued that investing in companies and projects involving in various stages of the mining life cycle, from exploration and development to production and refining, is called mining investment.
• • • • Creations applying to mining investments
Creations can result from these investments when revenue from these projects (e.g., the sale of mineral resources) can be invested in social infrastructure or programmes such as schools, healthcare facilities, and transportation networks, benefiting local people. This benefit could also be in the form of income distribution from the dividend achieved through the sale of mineral resources.
• • • Innovations to Help Preserve Strategic Autonomy
To approach these mining investment innovations, let us start with the definition of strategic autonomy.
• • • • What is strategic autonomy?
Strategic autonomy can be perceived in many ways. The perception used here comes ‘geopol.uk’ (19) which argues that
“Strategic autonomy refers to the ability of a state or political entity to make decisions and take action in key areas – particularly defense, foreign policy, and critical technologies – without excessive reliance on external actors. It implies a degree of self-sufficiency that allows for independent strategic judgement and action”.
The degree of self-sufficiency and independence that stem from strategic autonomy can help to innovate in particular when it comes to critical technologies like those linked with energy transitions.
• • • • Innovations to help preserve strategic autonomy
Innovations to preserve strategic autonomy can be of various kinds. For example, there are innovations relating to the pursuance of one’s own interests, the freedom to make certain decisions, to act independently and shape one’s own destiny.
In the context of strategic or critical minerals for energy transition, there are also innovations that countries, especially developing ones of Africa, that own them can undertake to win their independence and use them to further reduce poverty and enhance sustainable development.
• • • Creations linked to financial fictional scenarios
Before spelling out these creations, let us explain financial fictional scenarios.
• • • • Explaining financial fictional scenarios
Within the literature about fictional scenarios, it emerges that a financial fictional scenario is a hypothetical situation used to explore potential financial outcomes, often within a business or economic context, to understand how different factors might impact a company or individual’s financial standing. These scenarios are not predictions, but rather tools for analysis, planning and risk assessment, allowing for the exploration of various possibilities and their potential consequences.
Taking an economic line of reasoning, Jens Beckert (20) argues that
“Fictionality in economic action is the inhabitation in the mind of an imaged future state of the world and the beliefs in causal mechanism, leading to this future state”.
Similarly, ‘cyrilkahnauthor.com’ (21) contends that
“Fictional worlds often present scenarios that mirror real-life financial challenges, like managing resources, taking calculated risks, or innovating under pressure”.
From the arguments of Jens Beckert, ‘cyrilkahnauthor.com’ and others’ ones, it is possible to have creations linked to financial fictional scenarios.
• • • • Creations linked to financial Fictional Scenarios
There are creations that are linked to a financial fictional scenario. For example, in the context of literary and artistic explorations, one can create fictional characters facing financial hardship due to market volatility or investment losses can provide a compelling narrative about financial fictional scenarios.
• • • Innovations relating to financial literacy programmes
To approach these innovations, it is better to know what financial literacy programmes are.
• • • • What are financial literacy programmes?
It is known that financial literacy programmes are designed to help those who follow them to learn the basics of financial management to allow them to use technology in a relevant way that is relevant to their lives. According to ‘businesscasestudies.co.uk’ (22),
“Financial literacy programmes [are] initiatives [that] serve as essential tools for equipping individuals with the knowledge and skills necessary to make informed financial decisions”.
These programmes can be innovated.
• • • • Innovations relating to financial literacy programmes
Innovations can be done via financial literacy programmes that empower people, especially by implementing educational programmes that help them understand financial concepts, make informed decisions about investments, and effectively manage their assets.
• • Working with the Community and Africa-based Sister Organisations (ASOs) on Third Codes
It is about
~ supporting the rules that govern Third Codes
~ interacting with both the community and ASOs on CEDM 2025 matters
~ helping them to prepare their own action on Third Codes and CEDM 2025
~ improving their user experience about Third Codes and CEDM matters
~ assisting them to develop appropriate strategy to act in various situations of Third Codes and CEDM
etc.
Those members of our community and ASOs willing to work with us on Third Codes, they are welcome to contact CENFACS.
The above is the third execution of our CEDM 2025 Working Weeks and Plan.
For those who may be interested in any of the Third 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.
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• References
(1) https://www.business.com/articles/6-elements-of-successful-financial-plan/ (accessed in June 2025)
(2) https://www.atlassian.com/agile/software-development/software-deployment (accessed in June 2025)
(3) https://codesuite.org/blogs/sdlc-deployment-phase-a-step-by-step-guide/ (accessed in June 2025)
(4) https://www.savethechildren.org/us/about-us/media-and-news/2025-press-releases/aid-cuts-disrupt-education-1-8-million-children (accessed in June 2025)
(5) https://www.oxfam.org.uk/media/press-releases/biggest-ever-aid-cut-by-g7-countries-a-death-sentence-for-millions-of-people-oxfam/ (accessed in June 2025)
(6) https://www.unicef.org/en/stories/global-aid-cuts-put-children-lives-at-risk (accessed in June 2025)
(7) https://smartassets.com/investing/long-term-investing-strategy (accessed in June 2025)
(8) https://www.equiruswealth.com/blog/climate-conscious-investing-strategic-opportunities-for-hni-portfolios (accessed in June 2025)
(9) https://advancery.io/alternative-funding/ (accessed in June 2025)
(10) 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)
(11) https://www.developmentaid.org/news-stream/post/141735/what-is-international-aid (accessed in June 2025)
(12) https://borgenporject.org/international-aid-care/ (accessed in June 2025)
(13) https://www.developmentaid.org/news-stream/post193535/africa-foreign-and-declining (accessed in June 2025)
(14) https://www.cgdev.org/blog/usaid-cuts-new-estimates-country-level (accessed in June 2025)
(15) https://www.theafricareport.com/380618/trumps-africa-aid-cuts-the-country-by-country-breakdown/ (accessed in June 2025)
(16) https://Isiurns.com/the-role-of-infrastructure-development-in-driving-economic-growth/ (accessed in June 2025)
(17) https://focuskeeper.co/glossary/what-is-supportive-environment#~text (accessed in June 2025)
(18) https://mineralsbase.com/mining-investments-guide/ (accessed in June 2025),
(19) https://www.geopol.uk/understanding-strategic-autonomy-a-comprehensive-definition/ (accessed in June 2025)
(20) Beckert, J. (2011), Imaged Futures: Fictionality in Economic Action (available at https://www.econstor.eu/10419/45621/1/659413396.pdf#:~text=Fictionality…)
(21) https://cyrilkahnauthor.com/how-fictional-world-strategy-inspire-financial-thinking/#:~:text… (accessed in June 2025)
(22) https;//businesscasestudies.co.uk/what-are-financial-literacy-programmes/ (accessed in June 2025)
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• Help CENFACS Keep the Poverty Relief Work Going This Year
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With many thanks.
