James 127 Presentation


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James 127 Presentation

  1. 1. Presentation ICT4RD2 November 2011
  2. 2. JAMES 1 VERSE 27Pure and lasting religion in the sight of God our Father means that we must care for orphans and widows in their troubles, and refuse to let the world corrupt us. New Living Translation
  3. 3. The James 1:27 Trust• The James 1:27 Trust is situated at the Innovation Hub, Pretoria• Innovation Hub Africa’s first internationally accredited science park• Social Innovation• Building a Management System for Orphans and Vulnerable Children (MSOVC)
  4. 4. Innovation Hub•
  5. 5. The Journey• The Problem• Some Keys• The Innovation• The Technology• Partnership with ICT sector• Becoming a Social Enterprise• Some lessons being learnt…..
  6. 6. Locating the Problem• 5,7 million South Africa‟s living with HIV• Levels of new infections – behaviour change• 4 % of children are maternal orphans• Conservatively estimated to be 1 million• Children orphaned as a result of HIV and AIDS 25% more likely abused
  7. 7. Some KeysKeys• Nation Building through National Mobilisation• Problem not money but secure transfer (subscription)• Need to create people to people contact - emotional link … sustainability• Social Justice through Human Rights and Responsibility• Caring at individual, household, shelter cluster, and village level• M&E and social impact through - Narrative Reporting (emotional basis for sustainability)• Emergency relief to rehabilitation to development
  8. 8. Opportunities for CollaboratingIf it takes a village to grow a child Which Village?
  9. 9. Our model!Integrated Community Development –LINKING PREVENTION TO DEVELOPMENTHolistic Development +Social Innovation and Entrepreneurship +Business Information ManagementSystems =Scalability (social mobilization) Caring through social innovation and shared responsibility
  10. 10. Takes Innovation to Scale• Social Innovation – Virtual Adoption(Supplementary support by an „extended family‟ that is located virtually)• Technology Transfer – business management systems to civil society(Management System for Orphans and Vulnerable Children, MSOVC)
  11. 11. Social Innovation & Best Practice• Child Rights Framework• Holistic Care & Development• Integrated Community Development• SANAC & NACCA aligned• Accreditation within Quality Management Framework (NGO scorecard)
  13. 13. CHILD STATUS INDEX The CSI was developed in response to the request by PEPFAR, OGAC and OHA to assess vulnerabilities, needs and desired outcomes for OVCs. It is used in Ethiopia, Rwanda, India, Cambodia and Swaziland. It measures and produces in a simple way, based on a standardized evaluation form, a status index which is expressed as:1 = Very Bad 2 = Bad 3 = Fair 4= GoodFor the following Domains:
  14. 14. CHILD STATUS INDEX CHILDDOMAIN Shelter & Care Protection Food & Education/Skills Health Care Psychosocial Other Services NutritionSUB- Abuse & Food Emotional Financial Shelter Performance Wellness Exploitation Security Health GrantsDOMAIN1 Legal Nutrition & Social behavior Health Social Social Care Protection Growth Spiritual Care Behavior ServicesSUB-DOMAIN2
  15. 15. Care CycleThe Individual Care Cycle implies theDevelopment Plan is measurement of the quality and progress ofpart of the Care Cycle the intervention at theand includes different stages of thephysical, mental and Care Cyclespiritual development
  16. 16. Life Cycle RelationalGenerational Historical Transformational Foundational
  17. 17. Holistic Child Development Admin Care Support Food MedicalMUSIC CHILD HEADED Cultural THERAPY HOUSEHOLDS Shelter Clothing Educational
  18. 18. Big Idea• Bringing together building blocks for child care and development (check list)• Responsibility Script (who does what)• Challenge – Resource Mobalization• Resource Management• JT Response - Mobalize Social Capital through Virtual Adoption• Build a BIMS to manage the process
  19. 19. Virtual AdoptionMatching an extended virtual familythrough a care based organisation witha vulnerable family. The purpose ofwhich is to ensure supplementarysupport for the holistic care anddevelopment of children.
  20. 20. ….Social Capital Mobilisation•
  21. 21. Your Social Network Local Care Orginisation Counseling Food ClothingFeedback of Sponsored Goods and Family Drip Feed System Narrative
  22. 22. Value Proposition ConsumablesPublic Participation Monthly debit orders $20/15Euros R150 Education and Training Secure Delivery CBO TransportSocial Investment Caregivers Institutional & Shelter Children in Need Corporate Partners Health Care Back Office
  23. 23. MSOVC Key FocusesManagement System for Orphans and Vulnerable Children Managing Managing and Data directing ------------------- Resources Understanding MSOVC Needs System Secure • Managing and Directing Resources Delivery • Managing Data/Understanding Needs ------------------ - • Secure Delivery/Data Capturing Data Capturing
  24. 24. MSOVC Balance Sheet MSOVC Balance Sheet Resources Needs Management SAP Analysis WC/Cognos Out JRT In Secure Delivery Resource Allocation
  25. 25. Foundation Pillars: Detail• Windchill: Data Lifecycle Management• SAP BusinessOne: Financial and Accounting• James Remote Terminal (JRT): Wireless Field Device• Future layers: • Logistics and Matching Application • MSOVC Social Network Platform • M&E • Integrated Talent management
  26. 26. Business Systems Tool Kit• Content Management (social media)• Resource Management (ERP)• Life Cycle Management• Remote Terminal Data Management• Talent Management• M &E
  27. 27. MSOVC: a Service• The key here is, the CBO needs no extra infrastructure or IT Admin personnel• APD supplies and manages it all.• All the CBO requires, is good, fast internet access.
  28. 28. Why SAP• Leader in their industry, more than 35yrs experience in ERP. (Enterprise Resource Planning)• Good integration with third-party software for lifecycle and talent management• High level of security for financial transactions
  29. 29. SAP BusinessOne: Detail• Financial and accounting – This is one of the key issues when it comes to managing your resources, and the subsequent reporting of this spend. A financial clean bill of health is essential to this industry, as in any other. Most CBO’s certainly have some sort of Financial Management system in place, but most of those will not be link into the rest of their business, like an ERP system. We then take it further, in that we integrate this into with our Data management system, and we automate most of the routine task, again, to alleviate the admin burden.• Customer Relationship Management – Managing the relationship with your customer, the donor, is a crucial side of your operations. As in business, the CBO has certain expectations to manage, and certain communiqué to coordinate, SBO does this seamlessly.• Ordering and delivery – Ordering and managing the delivery of sponsored goods.• Production and manufacturing – Some CBO’s produce items like nappies, toilet paper, food parcels, solar ovens, etc. The product and stocking of components is managed within SBO• Inventory and distribution – CBO’s manage store rooms and warehouses, this can now happen within SBO, and tide into your Financial asset register.• Employees and human resources – Managing the employees and HR related issues.
  30. 30. SAP BusinessOne
  31. 31. Chart of Accounts
  32. 32. Approval Procedures
  33. 33. Donor
  34. 34. Donation Receipt
  35. 35. Donation Activity
  36. 36. Donor Report
  37. 37. Fund
  38. 38. Report
  39. 39. Windchill• Holistic Data management: – Data/Attribute Management – Document Management – Change Management – Life Cycle management – Search and Reporting
  40. 40. Windchill: Detail• Data/Attribute Management – Each person has some set of describing attributes, currently CBO’s manage this in Microsoft Excel, this can now be managed in an interlink, secure, historical life cycle fashion.• Document Management – Along with all the normal document a CBO creates and stores, the OVC has a set of their own. Keeping it all secure and revision managed would be a nightmare without a dedicated system• Change Management – Everything Changes, in business as in a CBO. Managing who can change what is crucial. And keeping historical data along with audit trails is all facilitated by Windchill• Life Cycle management – People, Attributes, Documents, projects all mature and change over time. Seeing this maturing process in the form of a lifecycle, is helpful to understanding how Windchill can manage this progression from concept to retirement.• Search and Reporting – Data is of no use if can’t not be found or collated into a report.
  41. 41. Document Management
  42. 42. Document Management/2
  43. 43. Member Management
  44. 44. Member Management
  45. 45. Member Management /2
  46. 46. Member Management/3
  47. 47. Reporting
  48. 48. Reporting /2
  49. 49. Reporting /3
  50. 50. Security and Access
  51. 51. Tracking Work
  52. 52. Workflow
  53. 53. Workflow/2
  54. 54. JameRemote Terminal (JRT)• The JRT will enable us to uniquely identify a recipient, acknowledge secure delivery, capture changes in descriptive attributes and populate the narrative. SB O WC
  55. 55. James Remote Terminal(JRT)• Biometric pad – This device will allow the securing of the data in the device, the logging of the use of the device and the acknowledgement of receipt of sponsored services by the person selected to receive it.• GPRS – Wireless access between the device and the servers will allow instant update of server info, just in time delivery of data to the device, and any other security disabling that becomes necessary• Built in Applications – Using either the keypad or touch-screen, a Care Worker will be able to create, load or update members of the system using predefined data forms. Recording many of the describing attributes directly into the servers databases. These application will be CBO specific.• ERP Interaction – In future, we see the remote terminal being used for business functions at CBO remote or hub offices.
  56. 56. What This Means• Virtual support clusters to mobilize resources to fund care cycles and development plans at individual, household, cluster and village level.• Business information management systems and business intelligence tools to manage the whole system and process• An automated administration system can be used to ensure security and efficiency and to cope with complexity• We can therefore scale care-based organisations …. Reach extend from 15% to 60% CAR
  57. 57. Social Impact• Holistic Child Development• Increase employment creation• Decrease HIV infection• Nation Building
  58. 58. Migration out of philanthropic thinkingWhat is shared value? “The concept of shared value can be defined as policies and operating practices that enhance the competitiveness of a company while simultaneously advancing the economic and social conditions in the communities in which it operates. Shared value creation focuses on identifying and expanding the connections between societal and economic progress” Michael E. Porter and Mark R. Kramer
  59. 59. Shared Value! Civil Society ICT Shared Value
  60. 60. Opportunity• Millennium Development Goals• NEPAD• NSP 2012-2016• Social Ethical Committee (Amended Companies Act)• Technology Transfer – intro SBO• Social Investment – scaling civil society• Multiplying impact of CSI
  61. 61. It is morally indefensible thatwe choose to live with problems that can be solved Contact : James 1:27 Trust Tel 0128440489 info@james127trust.org www.james127trust.org http://james127trust.posterous.net