Iipm Adept

IIPM ADEPT INFRASTRUCTURE Orig – June 2019
Infrastructure Proposal | Arnau van Achterbergh
Mahatonga an'i Madagasikara ho lehibe!

INFRASTRUCTURE INVESTMENT PROGRAMME FOR MADAGASCAR (IIPM)
PROPOSED TO MADAGASCARA submitted by:
Adept Resources and Partners
1. THE BIDDING COMPANY FEED A CHILD .................................................................................................................... 5
1.1 MISSION .................................................................................................................................................................... 5

1.2 VISION ....................................................................................................................................................................... 5
1.3 SLOGAN ..................................................................................................................................................................... 5
1.4 CHALLENGE STATEMENT ................................................................................................................................................ 5
1.4.1 Poverty ................................................................................................................................................................ 5
1.4.2 Dignity................................................................................................................................................................. 5
1.4.3 The challenge ...................................................................................................................................................... 6
1.5 REGISTERED CATEGORIES............................................................................................................................................... 6
1.6 PRIMARY FOCUS AREAS ................................................................................................................................................. 6
1.7 SECONDARY FOCUS AREAS: ............................................................................................................................................ 7
1.7.1 Education Infrastructure ..................................................................................................................................... 7
2. INTRODUCTION........................................................................................................................................................ 9
2.1 THE SOLUTION ............................................................................................................................................................ 9

2.1.1 Impact on National Healthcare......................................................................................................................... 10
2.1.2 Deployment Plan totalling 2’000 Lockits .......................................................................................................... 10
2.1.3 Ablution facilities at Lockits .............................................................................................................................. 11
2.2 DIGITAL EDUCATIONAL HUB ......................................................................................................................................... 11
2.2.1 Skills Required in the 21st Century: ................................................................................................................... 12
2.2.2 The Existing Playing Field: ................................................................................................................................. 12
2.2.3 Platform: ........................................................................................................................................................... 14
2.2.4 The Collaborative Approach on Education........................................................................................................ 14
2.3 HEALTHCARE AND PHARMACEUTICAL SERVICES ................................................................................................................ 15
2.4 HEALTHCARE AND PHARMACEUTICAL SYSTEMS ................................................................................................................ 16
2.5 GREEN OUTDOOR GYM ............................................................................................................................................... 18
2.5.1 Technical specifications .................................................................................................................................... 18
2.5.2 MINIMUM SUPPLIER REQUIREMENTS .............................................................................................................. 19
2.6 EASYAID.ORG ............................................................................................................................................................ 22
2.6.1 High level projected infrastructure budget ....................................................................................................... 23
2.7 THE BIDDING COMPANY AND PARTNERS .......................................................................................................................... 23
2.7.1 Feed a Child....................................................................................................................................................... 23
2.7.2 The Got-Game Initiative.................................................................................................................................... 23
2.7.3 AfriqueHealth.................................................................................................................................................... 23
2.7.4 Pharma24 ......................................................................................................................................................... 24
2.7.5 Ardea ................................................................................................................................................................ 25
2.7.6 The Job Club ...................................................................................................................................................... 25
2.7.7 Aquadam .......................................................................................................................................................... 26
2.7.8 AquaCura .......................................................................................................................................................... 26
2.7.9 Foundations for Farming .................................................................................................................................. 26
3. IIPM CATEGORIES OF COMPLIANCE ....................................................................................................................... 26
3.1 STRATEGIC FIT ........................................................................................................................................................... 27
4. SOLUTION LIFECYCLE.............................................................................................................................................. 28
5. GRAPHICAL SOLUTION OVERVIEW ......................................................................................................................... 29
6. ENVIRONMENTAL IMPACT ASSESSMENT ............................................................................................................... 30
7. DETAIL LOCKIT REQUIREMENT ALIGNMENT ........................................................................................................... 31
7.1 ASSESSMENT CRITERIA ................................................................................................................................................ 31
Confidential Information
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7.2 THE ECOSYSTEM......................................................................................................................................................... 32

7.2.1 The 60 indicators of the dimensions of assessment .......................................................................................... 33
7.2.2 As-Is assessment areas ..................................................................................................................................... 36
7.2.3 Visual Survey Platform ...................................................................................................................................... 36
7.3 ALIGNMENT TO THE SOLUTION...................................................................................................................................... 36
7.4 OUTCOMES AND REPORT............................................................................................................................................. 40
7.4.1 Example of the Operational Action Plan ........................................................................................................... 40
7.4.2 Example of the Operational Plan ...................................................................................................................... 40
7.5 TANGIBLE RESULTS AS OBTAINED IN SOUTH AMERICA ........................................................................................................ 41
8. THE PARTNERS ....................................................................................................................................................... 42
8.1 THE METHODOLOGY................................................................................................................................................... 42

8.1.1 PLAN ................................................................................................................................................................. 42
8.1.2 BUILD ................................................................................................................................................................ 43
8.1.3 RUN ................................................................................................................................................................... 43
8.2 REPORT BACK ON PHASES OF METHODOLOGY................................................................................................................... 44
8.3 ENVIRONMENTAL AND MENTAL CLIMATE REGION PRE-ASSESSMENT ..................................................................................... 45
8.4 INFRASTRUCTURE PARTNER .......................................................................................................................................... 45
8.5 PROJECT MANAGEMENT AND ENGINEERING ..................................................................................................................... 47
8.5.1 Royal HaskoningDHV ........................................................................................................................................ 47
8.6 AUDITING AND ACCOUNTING SERVICES ........................................................................................................................... 47
8.6.1 Stols Accountants and Auditors and AMAX BEE ............................................................................................... 47
8.6.2 EasyAid.org and AfriqueHealth Trusted Centre powered by Ardea .................................................................. 48
8.7 SERVICE DELIVERY PARTNERS ........................................................................................................................................ 57
8.7.1 AfriqueHealth and Pharma24 ........................................................................................................................... 57
8.7.2 ASAIPA .............................................................................................................................................................. 62
8.7.3 The Got-Game Initiative.................................................................................................................................... 66
8.7.4 The Job Club ...................................................................................................................................................... 70
8.7.5 AquaCura .......................................................................................................................................................... 73
8.7.6 Aquadam .......................................................................................................................................................... 73
8.7.7 Foundations for Farming .................................................................................................................................. 75
9. BUDGETS ............................................................................................................................................................... 77
9.1 DETAILED BUDGET ..................................................................................................................................................... 77
10. ADDITIONAL INFORMATION .............................................................................................................................. 78
10.1 RURAL AND SUB-RURAL PREVENTATIVE HEALTHCARE SOLUTION – WATER .............................................................................. 78

10.1.1 Clean water - a basic human right ............................................................................................................... 79
10.1.2 Water pollution ............................................................................................................................................ 79
10.1.3 Water facts ................................................................................................................................................... 79
10.2 BACSAN SANITIZER ..................................................................................................................................................... 80
10.2.1 Ensures healthy drinking water .................................................................................................................... 80
10.2.2 Industrial Strength Water Purifier ................................................................................................................ 80
10.2.3 Product Functions ......................................................................................................................................... 81
10.2.4 Usage and Dosage Guidelines ...................................................................................................................... 81
10.2.5 Complications with pit toilets ....................................................................................................................... 82
10.2.6 Options to empty the pit toilets .................................................................................................................... 82
10.3 AQUACURA .............................................................................................................................................................. 85
10.3.1 Function ........................................................................................................................................................ 85
10.3.2 Description ................................................................................................................................................... 85
10.3.3 Operation ..................................................................................................................................................... 85
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10.3.4 Technical specifications ................................................................................................................................ 86
11. SUSTAINABILITY................................................................................................................................................. 87
11.1 COMMUNITY SUPPORT ................................................................................................................................................ 88

11.2 COMMUNITY WELLNESS .............................................................................................................................................. 88
11.3 PREVENTATIVE HEALTHCARE ......................................................................................................................................... 88
11.4 HEALTHCARE ............................................................................................................................................................. 88
12. CLOSURE ............................................................................................................................................................ 89
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1. The bidding company Feed a Child

Feed a Child is a National Body that assists NGO’s to not only be as effective as
possible, but also to become completely sustainable and economically active.
In the Feeding scheme Feed a Child has many projects and is currently delivering more
than 2,000,000 meals per annum to children throughout South Africa. Almost 10% of
the South African population is children of no particular culture or ethical group, below
the poverty line, living in circumstances beyond their control.
According to our mission statement the main goal of Feed a Child is to feed as many
children as possible. You can assist in achieving this goal by funding a feeding project
to help to give hope to those with no hope and to uplift those that do not have the
means or funds to do so.
A major part of Feed a Child’s main aim is to ensure sustainability. (Both natural and
commercial sustainability).
The Feed a Child team works relentlessly with people who want to eradicate poverty
and make a difference by striving to bring some hope to these children in need as well
as building a vision to give them a brighter future.
1.1 Mission
The provision of sustainable solutions to uplift human dignity caused by the devastation
of poverty.
1.2 Vision
To create a self-sustainable culture that positively impacts the economy of the country
and all its people.
1.3 Slogan
Putting Action into your Willingness to help.
1.4 Challenge Statement

The current challenges in South Africa, however Madagascar can relate:
1.4.1 Poverty
One in ten children suffers from severe malnutrition and dies within the first 12 months
of life. More than 1 in 5 is physically underdeveloped due to malnutrition.
The consequences of malnutrition are severe and include growth stunting, anaemia,
decreased learning capacity and weakened immune system.
On average one child dies every 5 seconds as a result of malnutrition!
1.4.2 Dignity
When fallen into poverty it is easy to lose human dignity. Feed a Child is pivotal in
restoring the former dignity and assisting people in need to initially become self-
sufficient and ultimately become economically active.
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It is the drive of everyone involved to see people able to stand up again.
This is what we believe to be the epitome of dignity restoration.
1.4.3 The challenge

We challenge everyone to get involved and become part of the dignity restoration
network.
Corporates are challenged to adopt Feed a Child as their CSI partner of choice to
buy into the long term vision.
Individuals are called to make a difference. Every R 75 per month can change the
course of a child's life forever.
Even if you have a skill, a willing pair of hands, or other ways to make the long term
change a reality you can definitely become part of the team that will shape the
leaders of tomorrow.
Follow us on Facebook and Twitter to see what and where we are actively involved:
www.facebook.com/feedachild1 and www.twitter.com/feedachildsa
1.5 Registered Categories

• Food (Including distribution of nutritional meal, vegetable gardens, farming),
• Water (Purification, reticulation, supply, etc.),
• Healthcare and medical services (Including primary healthcare, occupational
Health and Safety, HIV/Aids projects),
• Education (including leadership development, training, skills development),
• Sustainability (projects that promote sustainability, including job creation and
placements).
1.6 Primary focus areas
We don’t merely give a fish, we feed and teach them to become fishermen.
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Feed a Child Operational Footprint
A hungry child does not have the ability to concentrate and learn, thus in the
impoverished schools it is one of the focus areas to provide a nourishing meal to
children regardless of their cultural or ethical group – who through circumstances
beyond their control, have been or are below the poverty line.
Acknowledging that feeding alone will not suffice, we embark on a longer term
solution - vegetable tunnels.
An economical size tunnel feeds 50 people we attempt to divide community members

in need into blocks of 50.
1.7 Secondary focus areas:
1.7.1 Education Infrastructure

Feed a Child has partnered with an educational infrastructure solutions partner. We
believe in a collaborative approach in education.
There is no need to wait for school’s connectivity projects to succeed to reach the
learners in need.
We are providing a learning platform that will allow learners interactive literacy apps
as well as access to advance beyond the classroom level through our unique delivery
and support method. This method saves educators valuable time in finding digital
resources that support teaching and learning across the curriculum. It provides for
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safe search and filtered online search results that are intuitive and easy to use,
requiring little or no training with added benefits of eliminating risks of copyright-
infringement. Educators have the freedom to use, edit or repurpose resources any
way they like.
Compatibility with commonly used educational software and technology

Expertise and support from an established and trusted educational organization,
Cambridge University Press extends learning opportunities beyond the classroom.
The ability to think critically and analyse information is the most important skill 21st-
century-post-secondary students should learn, according to respondents. Those skills
outpace the more traditionally valued interpersonal skills, such as leadership,
productivity, and accountability, collaboration.
Enablement
• The Pop Up is a Digital Hub that offers a collection point for skills, knowledge
and expertise and innovation to foster growth and to assist the facilitation of
skills transfer and education in a single location.
• The Pop Up allows many to work without barriers, creating, using and passing
on knowledge for the benefit of all - students, businesses, non-governmental
organizations (NGOs), senior citizens and the indigenous community.
• The Pop-Up works well in supporting broadband reach for operators,
representing new avenues to increase ARPU as well as Social Impact.
• The Pop Up through its technology bridges the digital divide by allowing trainers
and trainees, Universities and Students, Financial Institutions, NGO’s and
entrepreneurs to engage online or offline through programs that can service
communities to gain improvement in their daily lives.
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2. Introduction
2.1 The Solution

We will establish a national infrastructure to support the regional infrastructure to
service community-based infrastructure. This community-based infrastructure
henceforth we will refer to as “a Lockit” or “Lockits”.
Each Lockit will consist of:
• A Digital Educational Hub (Approval already received from the South African
Department of Education to place this unit at every primary school of which there
is 24’929 listed by the department):
o 16, 20, 32, or 40 Seater configuration,
o With many e-readers to checkout and allow learners to read,
o With a complete virtual science lab,
o With a complete e-library with e-books (more than 500’000 copyright free
educational books available),
o Complete content management system,
o Lesson Plans,
o Complete learner
management system,
o Curriculum
management,
o Complete international
curriculum,
o Test items and
assessments as well as
continuous assessment,
o Professional
development,
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o Content repositories with more than 2 million resources available,

o Classroom admin tools,
o Reference libraries,
o Open (filtered) websites,
o Encyclopaedias,
o Open repositories with Video,
Audio and Images,
o Presentations,
o Games and simulation,
o Online Courses, and
o Training can be done here from
pre-primary to adult and even
tertiary qualifications can be
obtained.
• At least 2 ECD centres that assist in quality
training up to grade R to assist a quality
intake for the beneficiary primary school
(also to assist in replacing wood, mud or
RDP ECD centres that will be non-
compliant against the legislation as will be
prevailing in 2015),
• Healthcare unit that will holster 2 beds with nurses and a schedule doctor once in
a fortnight (Assist the plan of healthcare for all),
• Pharmaceutical dispensing unit,
• Water cleaning for at least 4’000 people from the community,
• Water storage for the community and the vegetable gardens,
• Vegetable tunnel infrastructure to boost agriculture and permaculture training and
education for the learners of the school and the community to eradicate hunger
and effectively reduce the crime statistics as a direct benefit to the people of the
community,
• Offices to bolster Enterprise Development in the rural and sub rural areas (especially
focused around woman and youth),
• Green outdoor gym to boost the wellness of the people.
2.1.1 Impact on National Healthcare

An additional minimum of 2’000 clinics will significantly reduce the pressure on the
current public healthcare infrastructure.
Especially focussed on handling the primary healthcare issues with a referral base to
the Regional and National Hospital infrastructure.
2.1.2 Deployment Plan totalling 1’440 Lockits

Madagascar
• Estimated 1’440 units, one per village.
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2.1.3 Ablution facilities at Lockits

Each lockit that is delivered to the community will have an ablution facility. We intend
offering durable and hygienic toilet units for clients being serviced at the centres
connected to the main sewers or in the case where there is none, ventilated improved
pit latrines. The toilets can be delivered in two forms.
The toilet blocks can be easily split to provide male/female facilities, and each is fitted
with a sink and radiator. The toilet block can be connected to mains electricity, water
and sewerage or for sites with no access to mains we can supply water bowsers, tanks
and generators. The units are fully equipped and ready for use, with a combined soil
tank and internal water supply for sinks.
Top overhead view of configuration
Alternate representation of containerized toilet infrastructure
2.2 Digital Educational Hub

The Digital Educational Hub offers a collection point for skills, knowledge and expertise
and innovation to foster growth and to assist the facilitation of skills transfer and
education in a single location.
It allows many to work without barriers, creating, using and passing on knowledge for
the benefit of all - students, businesses, non-governmental organizations (NGOs), senior
citizens and the indigenous community.
The Digital Educational Hub works well in supporting broadband reach for operators,
representing new avenues to increase ARPU as well as Social Impact.
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Through its technology the Digital Educational Hub bridges the digital divide by
allowing trainers and trainees, Universities and Students, Financial Institutions, NGO’s
and entrepreneurs to engage online or offline through programs that can service
learners and communities to gain improvement in their daily lives
2.2.1 Skills Required in the 21st Century:
2.2.2 The Existing Playing Field:

The National Education Infrastructure Management System of DoE shows that of 24929
Schools assessed in South Africa:
• 7883 have flush toilets and 1000 have no toilets at all

• Only 2482, less than 10% have Equipped Science Laboratories
• Fewer than 15% have Electricity
• 7.5% have a stocked library
• Only 1 in 5 children in Grade 5 can read on a Grade 5 level
• Less than half of all learners who enter Grade 10 go on to complete matric and
DoE estimates that the first-year university throughput is not 40%
Education in South Africa receives the biggest share of the country's budget. R165
billion was allocated to the Department so Basic Education and of Higher Education
and Training for 2010/11, R17 billion more than in 2009/10.
The following backlog is being experienced with regard to curriculum spaces at

schools across South Africa:
• 446 Replacement of mud, wood, prefabricated and metal structures

• 514 Schools to be provided with sanitation
• 714 Schools to be electrified
• 1,069 Schools to be provided with water
• 4,050 Sports facilities
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• 13,617 Computer centres

• 14,989 Libraries
• 15,368 Multipurpose rooms
• 15,435 Nutrition centres
• 16,516 Administration blocks
The intent is to build an application

and e-commerce site – designed
by social entrepreneurs – to provide
an online communal aggregation
hub – allowing likeminded
individuals and youth to publish
their ideas, concepts, trade their
goods and skills for commercial gain + contributing a percentage to building schools,
parks and hosting of a K12 educational platform.
We believe that we have the opportunity to create a blend of corporate and youth
sponsored initiatives that will broaden the horizons for many hopeful young people
who are seeking an opportunity to showcase their worth through launching and
supporting sustainable projects in their surrounds.
The common thread that ties us all together is access to social media technology via
mobile internet as there are more registered cell phone handsets than there are bank
accounts, university diplomas
We have used this common thread

to form the basis for communication,
collaboration and trade. It is our
expectation to grow this community
to more than one (1) million active
users across Sub-Saharan Africa,
Spain and the United States.
The youth are engaging more and

more in a global village where they
network and cross borders via Facebook and other platforms to share their photos,
news and experiences.
We would like to take this a step further and allow them to use this network to gain
access to employment and funding resources and opportunities that are currently
under-utilized. There are many young people living in cities or rural areas that have no
idea of the funding or resources available to them to support their ideas and these
ideas often die even before they have had the opportunity to blossom.
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2.2.3 Platform:
Children who had zero access to tablet technology or English can benefit from this
technology platform.
2.2.4 The Collaborative Approach on Education

• There is no need to wait for Schools Connectivity Projects to succeed to reach
the kids who need us most.
• We will provide a learning platform that will allow learners interactive literacy
apps as well as access to advance beyond the classroom level through our
unique delivery and support method.
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• Saving teachers valuable time in finding digital resources that support teaching
and learning across the curriculum.
• Safer search online search results.
• Intuitive and easy to use, requiring little or no training.
• Eliminating risk of copyright-infringement. Teachers have the freedom to use,
edit or repurpose resources any way they like.
• Compatibility with commonly used educational software and tech.
• Expertise and support from an established and trusted educational
organization, Cambridge University Press.
• Extends learning opportunities beyond the classroom.
2.3 Healthcare and Pharmaceutical Services
Patient arrives
Lockit Refer Mobile Unit OTC
Patient
OTC Dispensing
Registration
Waiting Room
Clinical Services
Medical
Examination
Urine Testing
Glucose Testing Refer
Flu Injections Prescription Specialised
Family Planning Services
Breast Feeding Advice
Pregnancy Testing
Child Immunisation
Governmental Immunisation
Weight Loss Services Government Government
Drug Testing Dispensing
Clinic Hospital
Cholesterol Testing
Blood Pressure Testing
Weight Control – Babies
Malaria Testing
The availability of healthcare services to the average patient at this stage due to
personal circumstances, especially in the rural areas, are one of the most negatively
influencing factors due to:
• Availability of needed money to pay for healthcare services, inflated cost arise
in the due to non- health care circumstances.
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• Healthcare services are available via the current National Health application,
but the inconvenience that patients experience in order to obtain these
services are seriously affecting patients.
• Distances that need to be covered in order to reach proper healthcare services
and the traveling costs involved.
• The current waiting time needed to receive proper treatment once arrived at
service points causes inconvenience to citizens.
By just considering the intended positive effects of this proposal, bringing healthcare
services almost to the doorstep, i.e. Instead of the financial lay-out caused by
obtaining transport in order to reach proper heath care services this money can be
spent on the service itself. The time waiting period and inconvenience can be
eliminated to a large extend and contribute to the patients timeous recuperation.
2.4 Healthcare and Pharmaceutical Systems

The franchisee is able to use the franchisor’s business
format, which includes systems, goodwill, product and
services, to its advantage enhancing the profitability of
its business.
Pharma24 would rely mainly on the AfriqueHealth

systems investment. These services will be outsourced to
AfriqueHealth by means of formal contracts with Service
level agreements. This would ensure that the leverage
will be exploited to the fullest of the existing infrastructure
and will include:
• Financial/Accounting system (Inclusive of Payroll

and Management Accounting);
• HR System;
• Data Management;
• Management Information Systems;
• Disaster Recovery;
• Integration Modules and System Core with operational Web Services;
• Operational Configurable Portal and Mobile Portal;
• Internal Pharmaceutical retail IT systems and processes;
• ID Management;
• Workflow and Document Management;
• Intelligent Forms;
• Contact Centre;
• CRM System;
• Existing Development and Quality Assurance Centre;
• Short Term Insurance;
• Group Health Insurance Scheme (conjunction with loyalty program).
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As is demonstrated in the figure below:
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2.5 Green Outdoor Gym

Supply, delivery and fitting of outdoor gym equipment and construction of concrete
slab bases (equipment to be manufactured from cold rolled steel treated with anti-
rust coating and powder coated.
2.5.1 Technical specifications

• Equipment is constructed with 4mm or more thickness steel;
• Five layers or more of fibreglass for all seats and stepping platforms where
applicable;
• All pedals must be in a socket design so the foot is more secure during usage
and can’t slide out;
• Equipment end must be with round edges to reduce impact;
• The moving pedal and parts must not be too close to the main frame as this
increases potential injuries;
• All steel parts must be
galvanized and or powder
coated for rust protection;
• All metal parts receive a 0.3mm
powder coating or more;
• Equipment must be protected
with a layer UV3/ similar for
ultraviolet protection;
• Any nuts and bolts used must
be stainless steel for weather
protection;
• The equipment must be
installed on the ground footing
with reinforced concrete,
25mPa;
• Rubber matting (minimum of 20mm thick) to be installed under and around the
apparatus with a paving border;
• An instruction board will be attached to each unit;
• Joint moving parts must be stainless steel with
cast steel rollers, must not require lubrication
and must not get affected by dust, sand and
water;
• Installation;
o Equipment to be fastened on a
concrete base of 1000mmx3000mm
with 4x25mm bolts concealed to
prevent removal allowing a passage of
1.5m;
o Fastening bolts to be concealed with
steel cover to prevent removal;
o No other installation method will be considered or accepted;
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2.5.2 MINIMUM SUPPLIER REQUIREMENTS

• Maintenance & Warranty;
• 8 year warranty on all pieces unless vandalised;
• Stock Availability:
o Should be available Immediately;
• Supplier experience and certification:
o CIDB;
o ISO 9001: 2008;
o Lab Report to certify rubber products as non-toxic;
• Reference sites :
o Supplier should have at least 15 reference sites in South Africa to illustrate
its capability to deliver high quality outdoor gym equipment
• Equipment should address the following fitness categories:
o Warm Up & Stretching;
o Balance & Flexibility;
o Cardio;
o Core Strength.
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Description GRAPHICS
Push chair
Strengthening the muscles in upper limbs, shoulder and back,
and improving the flexibility, agility and coordination of
shoulder joints and elbows; good for healing inconvenience of
bending and stretching hindrances of joints in shoulder and
elbow, muscular atrophy, frozen shoulder, tennis elbow
Pull chair
Strengthening the muscles in upper limbs and shoulder and
back, and improving the flexibility, agility and coordination of
shoulder joints and elbows; good for the healing of aches in,
bending and stretching hindrances of joints, frozen shoulder
Spacewalker (Double, Single or Triple)

Strengthening cardiac and pneumonic function, developing
the strength in lower limbs and waist, and improving the
flexibility, coordination and stability of lower limbs; good for
healing strain of lumbar muscles, hip joint aches, functional
hindrance of lower limbs, muscular inability and atrophy.
Surfboard
Strengthening cardiac and pneumonic function and
coordination; improving blood circulation and digestive
system performance; good for healing the strain of lumbar
muscles, functional hindrances of lower limbs, muscular
atrophy.
Seated pedal trainer

Developing the strength of the lower limbs and improving the
stability and agility of the three main joints; good for healing
the inconvenience of bending and stretching of muscular
atrophy of the lower limbs, rheumatoid arthritis.
Wab board
Strengthening cardiac and pneumonic function and
coordination; improving blood circulation and digestive
system performance; good for healing the strain of lumbar
muscles, functional hindrances of lower limbs, muscular
atrophy.
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Elliptical cross trainer

Developing the strength of muscles in four limbs and waist,
strengthening cardiac and pneumonic function, and
improving the coordination between four limbs; good for
healing cervical spondylosis, frozen shoulder, strain of lumbar
muscles, patellar malacia, functional hindrances in limb joints,
rheumatoid arthritis, etc.
Rowing machine
Developing the strength of the lower limbs and improving the
stability and agility of the three main joints; good for healing
the inconvenience of bending and stretching of muscular
atrophy of the lower limbs, rheumatoid arthritis.
Parallel bar
Developing the strength and flexibility of muscles in upper
limbs, shoulder region, chest, and abdomen and back,
promoting the stability of upper limb joints, and improving the
coordination and balance of human body; good for healing
functional hindrances of joints in shoulder, elbow and waist.
Scaling ladder
elbow, muscular atrophy, frozen shoulder, tennis elbow.
Bicycle
Developing the strength of lower limbs, improving the stability
and agility of the three main joints of lower limbs, and also the
balance of the body; good for healing the inconvenience of
bending and stretching of lower limbs, muscular atrophy,
rheumatoid arthritis, sciatica, sprain of anklebone
Waist and movement stepper

Strengthening the muscles in upper limbs and shoulder and
back, and improving the flexibility, agility and coordination of
shoulder joints and elbows; good for the healing of aches in,
bending and stretching hindrances of joints, frozen shoulder.
Disabled pull and push chair

elbow, muscular atrophy, frozen shoulder, tennis elbow
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Disabled taiji wheel

Arm and palm reflexology mechanism.
Suitable for elderly individuals, abled individuals as well as
handicapped individuals
Kids double rambler

Developing the strength of muscles in four limbs and waist,
strengthening cardiac and pneumonic function, and
improving the coordination between four limbs; good for
healing cervical spondylosis, frozen shoulder, strain of lumbar
muscles, patellar malacia, functional hindrances in limb joints,
rheumatoid arthritis, etc.
Rubber surfacing
20mm thick
Non-toxic
Lifetime warranty
Border around edge of the rubber
2.6 EasyAid.org
The entire NGO sector is perceived to be ridden with fraud and corruption although
some of these NGO’s are doing wonderful ground-breaking work! On the other hand,
absolute transparency and reporting within this sector is not yet legalised and thus
leaves a “gap” within which fraud and corruption is possible.
Within larger organisations the implementation of procurement (P2P), employment

(BEE) and B-BBEE policies remain challenging but for such organisations to maintain a
good level of standing, compliance with Enterprise (ED) and Socio-Economic
Development (SED) is compulsory and strictly monitored by Legislation. Because of the
aforesaid and thus a lack in general trust, many large organisations are reluctant to
fully engage in doing business with NGO’s.
Feed a Child (a National body of NGO’s) has taken the initiative and developed
EasyAid.org (Now in BETA phase). This online “donor to beneficiary management
system” is able to build a national NGO base and any NGO is welcome to register. This
first of a kind system introduces generally accepted accounting practices into the civil
society sector with proper governance (reporting, management of projects,
feedback, and the provision of all the relevant documents).
Page 22 of 89
2.6.1 High level projected infrastructure budget
Project tasks: pre-feasibility and proof of concept
2.7 The bidding company and partners
2.7.1 Feed a Child

Feed a Child (www.feedachild.co.za) is a well-known and established public benefit
organisation in southern Africa that support many community based projects. Over
and above the provision of food, Feed a Child is also actively involved in the provision
of water, education, medical and healthcare as well as sustainability (as per the Public
Benefit Activities). We have active projects in the area of Enterprise Development. Our
projects also include Early Childhood Development, HIV/Aids and provision of
Educational infrastructure (approval received from the Department of Education to
place this infrastructure at any primary school throughout South Africa).
2.7.2 The Got-Game Initiative

The Got-Game Initiative is the
manufacturing partner. This
company is 100% Black
owned, 50% black youth
owned and 25% black
woman owned. They will build
the solutions. Regarding the
infrastructure they have an
approval letter from the
Department of Education that
states that the Digital
Educational Hub (as also
proposed in this tender) may
be placed at any primary school in South Africa.
2.7.3 AfriqueHealth
AfriqueHealth is positioned as a Specialized Private HealthCare Management Services
company that primarily focuses on Health Insurance & Medical Services delivery in
South Africa and Africa.
Page 23 of 89
• The first main business focus of

AfriqueHealth is a unique health
benefit value offering under the
auspice of the Short Term Insurance
Act in the form of Health Insurance
supported by a very unique
Accident and Illness Insurance
Product linked to a Bank Card
(Visa), introduced as the “Health
Card” that will offer all policyholders
peace of mind including easy
access to medical service delivery on 24/7.
• The second main business focus of AfriqueHealth is the medical service delivery
offered by independent and highly qualified and capable medical professionals
practising from independent pharmacies and medical facilities in partnership with
AfriqueHealth. AfriqueHealth identified medical facilities to support their business
case and more importantly the value offering to the South African market in
collaboration with ASAIPA.
2.7.4 Pharma24
PHARMA 24 is a branded pharmacy network that
establishes a competitive and sustainable clinical
service and pharmaceutical procurement and
services network of pharmacies sharing in a
common goal to provide a professional service to communities in all sectors of the
market in a business model as a franchise on various platforms of service delivery.
Mobile Clinics:
PHARMA24 as part of an initial phase establish mobile clinics
and lockits to provide specialized clinical, pharmaceutical
procurement and medical/health services to the
community, especially in distant and rural areas. The
appointment of professional, qualified medical personnel to
man these mobile units with healthcare services will be
phased in.
PHARMA24, as the operational company, within the

corporate structure will run this operation as a business enterprise that will seek and
analyse every opportunity to ensure market related economical scales to ensure job
creation, training, sustainability and create competitive edges to other service
providers in this unique market.
Pharmaceutical Wholesale and Distribution

PHARMA24 has strategically established and will manage the collaboration and/or the
acquisition of existent pharmaceutical wholesalers and distributors. The reason being
the economical and effective supply of pharmaceutical products to all pharmacies
Page 24 of 89
within the franchise model. Bulk purchasing based on the 80/20 principal will also be
implemented to achieve the high levels of procurement on a continuous base.
2.7.5 Ardea
Ardea Consulting is a product solution company that operates a financial data
transaction centre that provides corporate customers, medical aid schemes, small
business entities and employer groups with transaction processing mechanisms These
facilities are used to enable the design and packaging of medical and financial
products to customers, with the goal of linking financial savings and card systems with
specific and sometimes tailor made value added services.
The financial industry in South Africa is highly regulated and therefore Ardea has
obtained all the required accreditation and licensing to be able to operate in this
industry. Ardea works closely with a number of commercial banks that provide the
deposit taking facilities require as a basis for most of the products supported.
2.7.6 The Job Club

The Job Club brings together unemployed people, young job seekers, mentors,
employers and local authorities to develop opportunities for connection and job
creation. You don’t build a business, you build people and then people build the
business.
The Job Club facilitates practical and

sustainable job creation and
employment in partnership with
stakeholders from the business
community, government and civil
society.
We have a range of innovative programmes to help members prepare for the

workplace and find jobs or create opportunities for self-employment.
By linking with host employers and with business and experienced professionals we
establish channels for skills training, internships, host employment, job opportunities and
entrepreneurship.
The Job Club is active in communities where there is a need for employment and skills
development. Here we offer programmes for the youth, for women and for start-up
entrepreneurs.
We engage with business and experienced professionals who provide their expertise
as trainers and mentors, and we connect with the business community to identify host
employment and/or job opportunities.
We partner with stakeholders in the communities where we work, such as the local
Department of Health, Social Development and Education, business owners and
community representatives.
Page 25 of 89
We also form social partnerships with both government and private sector
organisations, such as the National Youth Development Agency (NYDA), the National
Development Agency (NDA) and SEDA.
2.7.7 Aquadam
Aquadam produces a wide range of Concrete Reservoirs. They are proud to be the
undisputed market leader in the manufacturing of gunite-based seamless, reinforced
Concrete Reservoirs. Aquadam’s Concrete Reservoirs offer a number of advantages.
Concrete Reservoirs are versatile, quick to construct and exceptionally cost effective.
They are highly resistant to weathering, corrosion and chemical attacks and have a
very long life expectancy.
The industries that Aquadam are fully operational in Agriculture, Rural, Domestic,
Industrial, Mining, Fire Fighting and Aquaculture.
Aquadam has 65 years of experience in manufacturing water retaining structures with

412 tank sizes and reservoirs available. More than 1’300 satisfied clients in South Africa
and Africa. A total of 4’000 tanks and reservoirs installed up to date.
2.7.8 AquaCura
AquaCura developed a unique water filtration system that has the ability to remove
all harmful substances from water (bacteria and heavy metals). This functional system
provides for all water borne diseases to be preventatively eradicated.
2.7.9 Foundations for Farming

Foundations for Farming started many years ago when the farm which Brian Oldreive
was managing in the north of Zimbabwe was nearing bankruptcy. Burning and deep
soil inversion were common practice on the farm causing terrible sheet erosion to
occur resulting in loss of seed and water. Increasing amounts of money were being
spent on the machinery required for ploughing and double rollings of the lands, and
yet the yields were declining.
Being a man of faith, Brian asked God to reveal a way for him to get out of the dire
situation he found himself in. God began to reveal to him that in natural creation there
is no deep soil inversion and that a thick ‘blanket’ of fallen leaves and grass covers the
surface of the soil. This led him to research how he could apply these ways of nature
to his farming. He began to experiment with Zero-Tillage using a simple hoe on 2 Ha
at the highest standards possible. The results were outstanding and so he had the faith
to increase the hectares under Zero-Tillage. Within six years the whole farm of 1,000
Ha was under minimum tillage and in subsequent years, due to the yearly profits from
then on, other farms were bought and he oversaw the farming of 3,500 Ha. The
success of the principles we advocate are undeniable in his life’s testimony.
3. IIPM categories of compliance

This response is widening the service offering as included in this plan is the following
components that complies with the IIPM categories:
Page 26 of 89
• Social infrastructure, with the following results:

o Better access to healthcare and improved health services installation in
urban and rural areas,
o Better education facilities, increased access to education in urban and
rural areas.
o Improved vocational training facilities, and
o Public buildings.
• Water and environment, with the following results:
o Improved water resources management, including necessary related
infrastructure,
o Enhanced water management capacity,
o Improved maintenance of water and waste-water infrastructure,
o Waste management (household, municipal, industrial and mining
wastes) including necessary related infrastructure.
3.1 Strategic fit

The proposed solution in the sectors is a strategic fit as:
• The programme is within the priority sectors considered by the IIPM inclusive of
Water and Sanitation and Social Infrastructure.
• The project improves the quality of life of citizens through the improvement in:
o Clean water and less contamination,
o Access to quality schooling (Early childhood level, Primary school level,
Secondary school level and Further Education and Training), the
complete educational cycle,
o Access to medical services (stationary and mobile service delivery),
o Access to clean drinking water,
o Back to basics approach with agricultural training and support (holster
the emerging farmer), and
o Above all – creation business opportunities and jobs.
• National / Regional priority:
o The Highest decision-making authority is in support of the project and the
project is on the National Development Plan in South Africa, and the
Regional Infrastructure Master Plan in SADC.
• Institutional Capacity:
o The project is currently in part delivered at strategic places in South
Africa and can be combined to complete the entire solution as
depicted in this document. Time to rollout is expected in 6 months from
programme inception.
• Project Size:
o The current maximum project value exceeds the minimum criteria of R1
Billion in South Africa and the SADC Region respectively.
Page 27 of 89
4. Solution lifecycle
3.
Healthcare
2. 4.
Education Pharmacy
10.
5.
Sustainability 1.
Wellness
As-Is
Assessment
9.
6.
Entrepreneurship
Water
8.
7.
Job Creation
Agriculture
Page 28 of 89
5. Graphical solution overview

START Development 1
Bank of South Award
Africa
Solution Accountability
2 Feed a Child 2 Engineering &

Funding Auditors Public Benefit Project
Organisation Management
5 Financial Audit Infrastructure in Public Interest Programme

Responsibility
Programmes Accountability
3
Rollout
Reporting 3
National Infrastructure 3
Financial Best Practice

Control Operational Control 4 Execution
EasyAid.org & AfriqueHealth
4 A Child Lockit N 4
Powered by Ardea
Water Cleaning and

Trusted Centre
Enterprise Develop /
Mobile Healthcare
Early Childhood
Development
Agriculture
Pharmacy
Education
Storage
Health
Office
School / Got Game
FFF/Feed a Child
Reporting
AfriqueHealth
The Job Club
Feed a Child
AquaCura/
AquaDam
Pharma24
Pharma24
Strategic Control
Page 29 of 89
HIGH LEVEL CONTRACTING, DELIVERY AND CONTROL

Reports
START
Development
Management
Bank of South Appoint Reports
Team
Africa
Conduct
Delivery integration,
project
Manufacturing management, QA,
Infrastructure As-Is Training and
Place Orders
National and Assessment Governance
Regional
Deliver Units Evaluate Handover to Service

Delivery Partners
Building, Installation
Regional rollout Confirm Premises
Site Selection & Deployment on
and deployment of Deployment
local level
Install and Commission
6. Environmental Impact Assessment

A key objective of the Environmental Impact Assessment (EIA) is to ensure that the
potential negative environmental impacts of the project are identified, investigated
and either eliminated or reduced and that the environmental benefits are enhanced.
The services of the Environmental Management and Compliance Service Line of Royal
HaskoningDHV will be utilised to render this service.
Sterling projects conducted by Royal HaskoningDHV within this service line include: the
Environmental Impact Assessment (EIA) for the Gautrain Rapid Rail link between
Johannesburg, Pretoria and OR Tambo International Airport, Gauteng and the EIA for
Eskom for the Proposed Underground Coal Gasification 40MW – 140MW open Cycle
Gas Turbine (OCGT) Power Plant in the Amersfoort Area, Mpumalanga, South Africa.
Although South Africa remains the core source of environmental business for Royal
HaskoningDHV they have been active in Mozambique, Botswana, Zimbabwe,
Namibia, Lesotho, Swaziland, DRC, Tanzania, Mauritius, Madagascar and The United
Arab Emirates. Donor funded projects often characterise many of these assignments
and thus familiarity with institutional requirements (e.g. World Bank) and home country
environmental legislation in terms of environmental processes is a priority.
Page 30 of 89
7. Detail Lockit requirement alignment

(Optional, however highly recommended)
7.1 Assessment criteria

The assessment and profiling environment is to understand the people in the area of
the proposed solution.
Any action in public interest currently prescribes to perpetuation of social programs,

“Fight-relief-reduction”, have a number of actions or social efforts and “training
workshops” or “employees assigned to tasks” and really have no impact evaluation.
Whereas this programme dictates that we take responsibility for results and the long-
term impact, needs to focus on the number of families that is taken out of poverty, has
to concentration on final results, take families out of the poverty zone and prove that
every family is earning money and have an attribution and causality.
Poverty is about more than just a lack of money… and Quality of life is not just access
to capital.
Nelson Mandela said that poverty is not an accident. Like slavery and apartheid, it is
man-made and can be removed by the actions of human beings.
Survey Results from Pilot Committee - August 29, 2011
To eradicate poverty, we Group Evaluation Personal Evaluation
need to change the

green, 0% in
No cumplen
Quantity-
Quantity-
Quantity-
yellow, 0%
%-level 1
%-level 2
%-level 3
Average
anterior
level 1
level 2
level 3
90% in
70% in
con lo
in red
red
Reineria
Graciela
Dionisia
Patricia
Zunilda
ecosystem. Before we can

Noemi
Diana
Vilda
Ruth
Rosa
Elba
Income and Employement
attempt to change the

1. Income/earnings above the poverty line 2 2 1 2 2 2 2 3 2 1 1 1,8 3 27% 7 64% 1 9%
2. Stable employement (stable business activity) 1 2 3 1 2 1 1 3 1 2 1 1,6 6 55% 3 27% 2 18%
3. Credit 3 3 3 3 3 3 3 3 3 3 3 3,0 0 0% 0 0% 11 100%
ecosystem we need to able to

4. Savings 3 3 3 3 3 3 3 3 3 3 3 3,0 0 0% 0 0% 11 100%
5. More than one source of income 2 2 3 3 2 2 3 3 1 3 3 2,5 1 9% 4 36% 6 55%
6. Personal identification 3 3 3 3 3 3 3 3 3 3 3 3,0 0 0% 0 0% 11 100%
understand every Category Total

Health & Enviroment
7. Potable water 3 3 2 3 3 3 3 3 3 3 3 2,9
10
0
15%
0%
14
1
21%
9%
42
10
64%
91%
environment. To understand 8. Health care center close to home 3 3 3 3 3 3 3 3 3 3 3 3,0 0 0% 0 0% 11 100%

9. Nutritious diet 3 3 2 3 3 2 3 3 3 2 2 2,6 0 0% 4 36% 7 64%
10. Personal hygiene and sexual health 2 3 2 2 2 2 3 2 2 2,2 0 0% 7 78% 2 22%
the environment we really 11. Ophthalmologist and Dentist

12. Vaccination
3
3
2
3
2
3
3
3
2
3
2
3
2
3
3
2
2
3
2
2
2
3
2,3
2,8
0
0
0%
0%
8 73%
2 18%
3
9
27%
82%
13. Garbage disposal 3 3 1 1 1 1 1 3 1 1 1 1,5 8 73% 0 0% 3 27%
need to focus on 14. Unpolluted Environment

15. Insurance (health and burial)
1
3
2
2
1
2
1
2
1
2
1
2
1
1
2
2
1
3
1
2
1
2
1,2
2,1
9 82%
1 9%
2
8 73%
18% 0
2 18%
0%
Category Total 18 19% 32 33% 47 48%
understanding the Housing and Infrastructure

16. Housing with secure roofs, doors, and windows 2 3 2 2 3 2 1 3 3 3 3 2,5 1 9% 4 36% 6 55%
17. Sanitary latrines and sewers 3 3 3 3 3 3 1 1 1 1 1 2,1 5 45% 0 0% 6 55%
environmental perception of 18. Electricity

19. Refrigerator and home appliances
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
1
3,0
2,8
0
1
0%
9%
0
0
0%
0%
11
10
100%
91%
20. Separate bedrooms 3 1 1 3 1 1 1 3 1 1 3 1,7
the people before we can

7 64% 0 0% 4 36%
21. Elevated stove and ventilated kitchen 3 3 3 3 3 2 3 1 1 1 2 2,3 3 27% 2 18% 6 55%
22. T ables, chairs, cutlery, and basic comfort 3 3 2 3 3 3 3 3 3 3 2 2,8 0 0% 2 18% 9 82%
assist in any way.

23. Access to roads in all weather conditions 2 2 1 2 3 2 2 3 2 2 3 2,2 1 9% 7 64% 3 27%
24. Regular means of transportation 2 3 1 3 2 1 2 3 1 1 1 1,8 5 45% 3 27% 3 27%
25. Police station and physical security 1 1 1 1 1 1 1 3 1 1 1 1,2 10 91% 0 0% 1 9%
26. T elephone or cell phone 3 3 2 3 3 3 3 3 3 3 2 2,8 0 0% 2 18% 9 82%
27. Sufficient and adequate clothing 2 3 1 2 3 1 3 3 3 3 1 2,3 3 27% 2 18% 6 55%
Anna Karenina, Leo Tolstoy

Category Total 36 27% 22 17% 74 56%
Education and Culture
28. Spanish literacy 3 3 3 3 3 2 2 3 2 3 2 2,6 0 0% 4 36% 7 64%
said “All happy families are

29. Children educated through 9th grade 3 3 3 n/a 2 3 3 3 3 n/a 3 2,9 0 0% 1 11% 8 89%
30. Knowledge and skills to generate income 1 3 3 3 3 1 2 2 3 2 1 2,2 3 27% 3 27% 5 45%
31. Ability to plan and budget 3 2 3 1 1 2 2 2 2 1 1 1,8 4 36% 5 45% 2 18%
the same, each unhappy

32. Communication and social capital 3 3 2 2 3 3 2 3 2 1 2 2,4 1 9% 5 45% 5 45%
33. School supplies and books 3 3 2 n/a 3 3 2 3 3 n/a 3 2,8 0 0% 2 22% 7 78%
34. Access to information (radio & T V) 3 3 3 3 3 3 3 3 3 2 3 2,9 0 0% 1 9% 10 91%
family is unhappy in its own 35. Entertainment and leisure

36. Values cultural traditions and heritage
37. Respects other cultures
3
3
3
3
2
3
3
2
2
3
2
2
3
2
2
3
3
2
2
2
3
2
1
2
3
3
2
3
2
1
2
3
3
2,7
2,3
2,3
0
1
1
0%
9%
9%
3 27%
6 55%
6 55%
8
4
4
73%
36%
36%
way.” This means that we 38. Human rights awareness

Category Total
O rganization and Participation
3 3 3 3 1 3 3 2 3 3 3 2,7
11
1 9%
9% 37 32%
1 6%
69
9 82%
59%
need to be able to map every 39. Is part of a self-help group

40. Ability to influence in the public sector
3
3
3
2
3
2
3
2
3
3
3
3
3
2
3
2
3
2
3
1
3
1
3,0
2,1
0
2
0%
18%
0
6 55%
0% 11
3
100%
27%
41. Ability to solve problems and conflicts 3 2 3 2 3 3 2 2 3 2 3 2,5 0 0% 5 45% 6 55%
family and person in the place 42. Registered to vote and votes in elections
Category Total
3 1 2 1 3 3 3 3 3 2 2 2,4 2
4
18%
9%
3 27%
14 32% 26
6 55%
59%
Self-awareness and motivation
that we attempt to give hope. 43. Self-awareness and self-esteem

44. Awareness of needs: personal goals
3
2
3
2
3
3
2
2
2
2
3
2
3
3
3
3
2
2 1
2
2
2,6
2,2
0
1
0%
9%
4 40%
7 64%
6
3
60%
27%
45. Moral consciousness and important values 2 3 3 1 2 2 2 1 2 2 2,0 2 20% 6 60% 2 20%
47. Awareness of emotional-affective spectrum 2 2 3 2 2 2 2 2 2 1 2,0 1 10% 8 80% 1 10%
By incorporating an easy to
49. Entrepreneurial spirit 2 3 3 1 2 2 2 2 2 1 2,0 2 20% 6 60% 2 20%
50. Autonomy and ability to make decisions 2 3 3 2 3 3 3 3 3 1 2 2,5 1 9% 3 27% 7 64%
Category Total 7 11% 34 55% 21 34%
read robot system by identifying the perception of the individuals that is in the ring-
fenced environment around the potential point of presence. All the green aspects we
do not need or attempt to change the current circumstances. The yellow lights is
Page 31 of 89
places we need to address on a medium term and the red robots is aspects that we
need to address soonest.
The outcome of this measurement system is that we will be able to specify solutions to
deliver in every environment that will radically and drastically change the people to
desire a need more
elevated on the Maslow
and Herzberg table of
human needs.
As people move up the

basic needs according to
these theories’ markets are
being established and this
leads to a more prosperous
future for the people that
benefits from the project.
The areas of initial

assessment is:
• Income,
• Employment,
• Education,
• Culture,
• Housing,
• Infrastructure,
• Health,
• Environment,
• Participation,
• Organisation,
• Interiority, and
• Motivation.
The case studies show that youth who have one lesson a week and implement their
learnings lift their families out of poverty in 2 years.
Within every environment and circumstance (whether the socio-economic or

enterprise side of the survey) needs to understand the intent, the behavior, the culture
and the system.
7.2 The ecosystem

For every problem there is a way to address. Here is a good example. If there is a
woman without teeth, people that wants to help usually looks at such a woman and
want to assist her to get teeth. However, if the understand in the process the following
answers they will definitely act very differently before helping her to get teeth
(sustainably):
Page 32 of 89
• Intent:
o Does she want teeth?
o Is she afraid?
• Behaviour:
o Does she visit the dentist?
o Does she brush her teeth?
o Does she eat well?
• Culture:
o Does her community value teeth?
o Is it okay in that community not to have teeth?
• System:
o Is there a dental facility close by?
o Can she afford the proper treatment?
Before empowering this woman by investing in her small business we would then
typically need to understand:
• Intent:
o Does she want to earn more money?
o Does she want to learn new skills?
• Behaviour:
o Does she sell enough of whatever her business is?
o Does she have enough clients?
• Culture:
o Does the community support this person?
o Is progress in that culture appreciated?
• System:
o Does she have access to capital or loans?
o Does she have transportation?
o Is there a market nearby?
The essence of the community understanding through such an assessment is moving

from the basis of poor families have potential trapped energy that we must unleash,
versus poor people are empty containers that we need to full up with something that
they don’t necessarily want.
7.2.1 The 60 indicators of the dimensions of assessment
Income & Employment

• Income/Earnings above the line of poverty
• Stable Income
• Credit
• Family Savings
• More than one source of income
• Documentation: personal identification, house title, tax documentation
Health & Environment

• Potable drinking water
Page 33 of 89
• Health care post close to home

• Nutritious diet (No malnutrition and/or obesity)
• Personal hygiene and sexual health
• Optician and dentist
• Vaccination
• Garbage disposal
• Unpolluted environment (no deforestation or degraded land)
• Insurance (medical, dental, burial, life, etc.)
Housing & Infrastructure

• Housing with secure roofs, doors and windows
• Sanitary latrines and sewers
• Electricity
• Refrigerator and home appliances
• Separate bedrooms
• Elevated stove and ventilated kitchen
• Chairs, Tables, Cutlery, and other elements of Basic Comfort
• Regular means of transportation
• Roads accessible in all weather
• Telephone or cellular phone
• Security
• Appropriate Clothing
Education & Culture

• Literacy in French / English
• Children enrolled in school until 9th grade
• Knowledge and skills to generate income
• Ability to plan and budget
• Communication and social capital
• School supplies and books
• Access to means of communication
• Entertainment and leisure
• Value cultural traditions and heritage
• Respect for other cultures
• Human rights for children, handicapped, women and elderly
Social Organization & Civic Participation

• Forms part of a self-help group
• Ability to influence the public sector
• Ability to solve problems and conflicts
• Registered to vote and vote in elections
Self-Awareness & Personal Motivation

• Awareness of needs and personal goals
Page 34 of 89
• Awareness and self-esteem

• Moral consciousness
• Awareness of the
emotional-affective
spectrum
• Aesthetic self-expression,
beauty, and art
• Violence against women
• Entrepreneurial Spirit
• Ability to make decisions
and be autonomous
All broken down into Aspirational

– and Mini goals for every family or
household.
Stoplight: Participatory Self-

Evaluation Tool to Measure
Poverty.
Page 35 of 89
7.2.2 As-Is assessment areas

Every area of assessment will be overlaid in a control measurement that will be
available for Madagascar and other participating partners.
7.2.3 Visual Survey Platform
7.3 Alignment to the solution

We need to eliminate three types of poverty namely:
• Poverty in income:
o Learn how to generate income above the national poverty line, or
o Maintain stable employment,
• Poverty in quality of life:
o Millennium Development Goals (MDG’s),
Page 36 of 89
o Extreme Poverty,
o Hunger,
o Education,
o Gender Equality,
o Maternal Health,
o Roads,
o Housing, and
o Public Services.
• Poverty in Land Title-Roots:
o Massive Land Title Drives,
o Access to Credits,
o Avoid Migration,
o Stop Land Invasions, and
o Mystery of Capital.
This entire model after

implementation seeks a
public private partnership in
order to not just alleviate or
reduce poverty but to
eliminate public enemy
number one – hunger and
poverty.
When a survey is done it is

made available on a
geospatial infrastructure to
ensure that graphical
feedback and needs analysis
is easy to read and points out
the areas that needs to be
addressed as a matter of
priority.
We foresee that this data will

have public interest and will
welcome private public partnerships to the model. As a single unit that understands
the real needs of the people in a community we can achieve true poverty alleviation
as we also will understand the perception of the people that is translated into a true
reflection.
Page 37 of 89
Above is an example of general wellness of a specific area. The red dots indicate that
the general wellness is of poor state and can be changed with easy, programmatically
inflicted change in the area. Bear in mind that this is real data collected.
In collaboration with programmes like The Job Club we can identify the opportunities
on the area. When that is overlaid to the income of people (Red indicating that the
household income is low and even none, yellow indicating part time employment and
green indicating that the people generate sufficient income) it seems rather easy to
be able to place the unemployed and the partially employed in a more permanent
infrastructure and/or jobs.
This process will also require a fair amount of intervention which may include up skilling
and training to get the ‘unemployables’ employed.
Page 38 of 89
This will have a major impact in society as a whole and will even drive down crime
statistics ensuring a more stable society at its very core. Hunger is a direct result of lack
of income, however in more than 80% of criminal activity the core driving factor is not
poverty, but hunger.
Also it is imperative to note that regular assessments or surveys will show positive
progress as can be seen in the next pictures:
• Water problems as-is at the inception of the survey as seen blow:
• Significant change the water crises of the area after 6 months of intervention:
This is real progress in the eye of the mere beholder.
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7.4 Outcomes and Report

The outcomes of all this statistical analysis is an operational action plan and an
operational plan.
7.4.1 Example of the Operational Action Plan
7.4.2 Example of the Operational Plan
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7.5 Tangible results as obtained in South America

These results were obtained within 18 months of project inception. Moving entire
families from LSM 4 minus to LSM 4 plus.
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8. The partners
Feed a Child is partnering with the following companies to ensure that the solution is
compliant to smallest detail.
8.1 The Methodology
PLAN
Prefeasibility
Estimated at R 360 M or € 25 M
Feed a Child PBO

Royal HaskoningDHV BUILD
The Got-Game Initiative
AfriqueHealth
Auditors Estimated at R 7.2 B or € 500 M
Trusted Centre
Feed a Child PBO
The Job Club
The Got-Game Initiative RUN
Royal HaskoningDHV
Pharma24
AfriqueHealth Service provider account as per IIPSA
requirement
The Job Club
Feed a Child PBO
Aquadam
The Got-Game Initiative
AquaCura
AfriqueHealth
Foundations for Farming
Pharma24
AMAX Auditors
The Job Club
Foundations for Farming
AfriqueHealth Trusted Centre / Ardea
AMAX Auditors
8.1.1 PLAN
The planning phase, or pre-feasibility phase, will run over a 12 months period. During
this phase a management body will be established to look after the interests of the
people of Madagascar, affected governmental stakeholders in the region, the entities
forming the building blocks of the programme and the communities affected by the
proposed programme. The management body will be responsible for all aspects of
the programme up to the successful delivery of the full programme scope.
A Trusted Centre will be established to ensure programme accountability. This will be

done through the implementation of systems that will ensure full accountability and
transparency at all times.
A national infrastructure will be implemented for the clinical and pharmaceutical

modules of the Lockits to ensure a consistent supply of medicine and medical services
to the Lockits.
The services of professional accountants to audit the financials of the programme and
an engineering programme- and project management house will be employed to
institute and manage the programme.
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The combination of the Trusted Centre, auditing firm and programme management
firm will enable the management body to report back on all aspects of the
programme (technical, financial and progress) to all the stakeholders mentioned
above.
The entities forming part of the planning phase are Feed a Child (a Public Benefit
Organisation), Royal HaskoningDHV (Engineering Programme and Project
Management Company), The Got Game initiative (mobile infrastructure provider),
AfriqueHealth (Health Insurance and Health Service Provider Company), Amax
(Auditors), EasysAid.org and ARDEA (Trusted Centre), The Job Club (Enterprise
Development incubator).
Actions to be completed during the planning phase of the programme will include
but will not be limited to the finalisation of detail programme plan, the finalisation of
Standard Operating Procedures, and the conclusion of service level agreements and
partner agreements. An EIA will be conducted in all areas where the Lockits will be
deployed together with a public engagement programme. Also forming part of the
initial planning phase will be the establishment of manufacturing facilities,
identification of sites for Lockits and Early Childhood Development (ECD) Centres,
culminating in the rollout of 100 Lockits, 200 Containerised ECD centres, and 20 Mobile
Clinics through South Africa to prove the concept and establish a track record to bring
the programme to a bankable stage.
8.1.2 BUILD
The building phase will run over a 60 months period. During this phase the Infrastructure
will be built, fitted out, established on site and commissioned. Infrastructure to be
rolled out will consist of 1,440 Lockits, 2,880 ECD Centres and 400 Mobile Clinics at an
estimated cost of USD 500’000’000 (Five Hundred Million USD).
The entities forming part of the planning phase are Feed a Child (a Public Benefit
Organisation), The Got Game initiative (mobile infrastructure provider), Royal
HaskoningDHV (Engineering Programme and Project Management Company),
Pharma24 (Pharmaceutical services company), AfriqueHealth (Health Insurance and
Health Service Provider Company), The Job Club (Enterprise Development incubator),
Aquadam (Water storage), AquaCura (Water purification system), Foundations for
Farming (Agribusiness service provider) and Amax (Auditors). The infrastructure rollout
will be monitored by the Trusted Centre (EasysAid.org and ARDEA). Financial reporting
will be done by the Auditors while regular project reports will be provided by the
Engineering Programme- and Project Management firm.
8.1.3 RUN
The Run phase will commence with the commissioning of the first Lockit. This will
therefore be implemented in the Pre-feasibility stage of the programme with the
delivery of the first proof of concept Lockit module. Once the service providers are
installed the Lockit will commence rendering services to address the need in the
community with regards to food, water, healthcare, education and sustainability
(jobs).
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The service providers running the Lockits will be Feed a Child (Food supply), The Got
Game initiative (educational content), AfriqueHealth (Clinical Health services),
Pharma24 (Pharmaceutical services), The Job Club (Enterprise Development and job
creation), Foundations for Farming (Agribusiness training and food production),
The operations will be monitored by Amax (Auditors) on a financial level. The

healthcare and pharmaceutical operations will be monitored by ARDEA. Financial
reporting will be done by the Auditors while regular project reports will be provided by
the Engineering Programme- and Project Management firm.
8.2 Report back on phases of methodology

Feed a Child created this revolutionary Donor to Beneficiary management system to
address the challenges in the NGO sector.
For any organisation SED and ED remains a grudge purchase as some NGO’s and
some Enterprise Development Facilitators are difficult to deal with, does not
understand corporate needs nor care/have the capacity to produce proper
reporting.
EasyAid.org (Now in BETA phase) is building a national base with any NGO (SED) or ED
opportunity welcome to register. For the first time generally accepted accounting
practices are introduced into the civil society sector with proper governance
(reporting, management of projects, feedback, and the provision of all the relevant
documents).
Donors and NGO's alike are welcome to participate in this amazing initiative.
The core of this function is to ensure that project delivery methodology is transparent
to the various stakeholders in the programme delivery.
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8.3 Environmental and mental climate region pre-assessment

The Freedom project is in its core essence a powerful pre-assessment tool that allows
for a graphical survey based test environment to understand the climate of the area
that is to be empowered by a comprehensive solution as is delivered here.
This pre-assessment is crucial to ensure project success on placing an A Child lockit on

the ground. This will not only predetermine the project success but also ensure that the
right services will be delivered from a solution perspective prior to solution placing on
the ground.
8.4 Infrastructure partner

The main partner to the tender is the Got-Game Initiative, which is 100% black owned,
50% black youth owned and 25% black woman owned. The Got Game Initiative is a
highly effective innovative solutions and technology development house.
To survive in a rapidly globalizing environment, Africa needs to create a knowledge

economy by equipping her youth at an early stage with practical skills to harness
technology and cross the divide related to poverty, health & education.
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The Got-Game Initiative’s role is to assist in the actual removal of obstacles that
prohibit access to information, mentorship and implementation. They are doers,
through acting they have created
prenominal solutions to address burning
issues in communities.
This Social Enterprise is passionate

about innovation that creates
enablement within under-served
communities via job creation, growth and
global competitiveness. Disadvantaged
communities often face challenges,
perpetuated by a lack of access to
empowering information: not always due
to a lack of funds neither the absence of
solutions that could introduce positive
change. One of the greatest challenges is
the means to access information that
could play a major role in improving their
lives. Education and access thereto has the ability to address the challenges of
poverty, to eradicate hunger, to support environmental sustainability.
In a rapidly globalizing environment everyone needs to be equipped to develop the

ability to cross the divide created by inequality, unemployment, poverty associated
with limited access to healthcare and education.
Mission: Designing, developing and deploying technology tools to enable under-

served communities to improve their living conditions through the use of sustainable
and creative alternative solutions
Objectives: In creating a knowledge economy, South Africa need to equip each

youth at an early stage to develop the ability to cross the divide related to
unemployment, health, education, urban migration and the environment.
Vision: To use the ever-increasing role of ICT as a means to offer a platform to our youth
irrespective of where they are geographically located to build knowledge. They are
in the process of developing knowledge economies in the most unlikely locations as
challenges related to demography are eradicated via their turnkey solution.
Knowledge remains the driver for economic and social development and by having
the ability to digitize information, store and transmit this information cheaply and
offering it to our youth to digest and apply at their own pace they believe that
delivering on innovation which is an enabler to job creation, growth and global
competitiveness.
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8.5 Project management and engineering
8.5.1 Royal HaskoningDHV

Royal HaskoningDHV was formerly known as SSI Engineers and Environmental
Consultants, and was founded in Johannesburg, South Africa in 1922. Registered as
Stewart Scott (Pty) Ltd and trading as Stewart Scott International (SSI), the company
owes its name to its far-sighted founding fathers – George Stewart, a specialist in water
cycle and municipal services projects and Frederick Scott, whose forté was transport
and structural design.
An innovator from its early years, SSI was one of the very first independent consulting
engineering companies in Southern Africa and later, also one of the first to be
established as an empowerment company.
The company's name changed to SSI, a DHV company, in September 2006 after the
DHV Group became the majority shareholder.
Following the merger between DHV and Royal Haskoning in 2012, the company
changed its name to reflect the international branding of the enlarged group.
Their motto
Enhancing Society Together -
It follows from our ambition, our mission and our values. We are fundamentally
engaging the human living environment and work for the betterment of these
conditions in a sustainable manner – hence we want to ENHANCE SOCIETY. We do so
TOGETHER – together with our clients, together with our stakeholders and together with
those affected by our actions.
From small beginnings, the company today is one of the leading multi-disciplinary
consultancies in southern Africa, offering expertise in the fields of transportation,
aviation & planning, water technology, industry & energy, buildings, maritime, rail &
logistics, mining and project & construction management.
8.6 Auditing and accounting services
8.6.1 Stols Accountants and Auditors and AMAX BEE

Stols Accountants & Auditors are registered and affiliated with the South African
Institute of Chartered Accountants (SAICA), the Independent Regulatory Board for
Auditors (IRBA), South African Institute of Professional Accountants (SAIPA) and South
African Institute of Tax Practitioners (SAIT).
Stols Accountants & Auditors is an active, expanding and dynamic firm.
Their philosophy is to build long lasting business relationships with their clients offering
them personalized, practical and value adding services at reasonable rates.
The firm’s goal is to go beyond the traditional role of accountant and act as
management and financial consultants to our clients. Through the combination of
expertise and commitment to “hands-on” service, they seek to understand the
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business of their clients, allowing Stols to benefit their clients with sensible business and
financial advice.
Their practice was established in 1994 and has been growing steadily since then. They
continually strive to improve the way they do business, aiming to always offer their
clients the best possible service of the highest quality.
AMAX BEE is an independent IRBA accredited B-BBEE rating and research agency
founded in 2012 by Gerhard Stols. The company's mission is to enable real
transformation through the accurate B-BBEE rating certificates we issue. This ensures
accelerated growth in the South African economy and helps to bridge the gap
between the country's primary and secondary economies. Through its verification
services, AMAX BEE assists businesses in managing economic empowerment
opportunities and risks. We pride ourselves in seeing our clients grow by embracing the
B-BBEE verification process and excelling in the new South African economy.
Their team of skilled verification analysts has in a short period established themselves
as being knowledgeable, effective and friendly. They perform ratings with
effectiveness, whilst taking the time to truly understand clients businesses, ensuring an
accurate B-BBEE rating in a turnaround time which our competitors cannot rival.
As the pioneering IRBA accredited B-BBEE rating agency, AMAX BEE is leading the way
through the transition phase from SANAS to IRBA BEE accredited certificates. We offer
an innovative approach to sustainable B-BBEE.
The company's mission is to enable real transformation through the accurate B-BBEE
rating certificates we issue. This insures accelerated growth in the South African
economy and helps to bridge the gap between the country's primary and secondary
economies. Through its verification services, AMAX BEE assists businesses in managing
economic empowerment opportunities and risks. We pride ourselves in seeing our
clients grow by embracing the B-BBEE verification process and excelling in the new
South African economy.
With over 1000 ratings to date, AMAX BEE has become the IRBA market leader in the
B-BBEE ratings and related fields. The company's success is primarily attributable to its
belief in the B-BBEE rating process and highly skilled staff.
8.6.2 EasyAid.org and AfriqueHealth Trusted Centre powered by Ardea

Donor to beneficiary fund management services within a trusted centre environment.
EasyAid.org is the workflow component delivering documentary evidence of

solutions/service delivery of the people on the ground level.
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AfriqueHealth Trusted Centre is essentially banking infrastructure that ensures trusted

transactions happen according to the payment schedule as programmatically
released from the donor to beneficiary fund management system.
Ardea
Ardea Consulting is a product solution
company that operates a financial data
transaction centre that provides corporate
customers, medical aid schemes, small
business entities and employer groups with
transaction processing mechanisms These
facilities are used to enable the design and
packaging of medical and financial products
to customers, with the goal of linking financial
savings and card systems with specific and
sometimes tailor made value added services.
The financial industry in South Africa is highly

regulated and therefore Ardea has obtained
all the required accreditation and licensing to
be able to operate in this industry. Ardea
works closely with a number of commercial
banks that provide the deposit taking facilities
require as a basis for most of the products
supported.
The current product designs are focused on health savings and therefore address the
typical uninsured, not covered or the group/individual that cannot afford the
traditional Medical Aid products on offer. It also caters for products to be added to
current medical aid scheme products. The Wellness components of the products and
the bank related health savings adds to the benefits that a typical medical aid
scheme would provide without any duplication of product features.
Traditionally the funding of healthcare was done exclusively by Medical Aid Schemes
and the state. The spending for private healthcare supply is approximately R42 billion
annually. At present the percentage funding by Medical Aid Schemes are declining
and the range of other alternative products and funding methods are increasing to fill
the gap. The medical aids were in a position earlier that their environment was stable
and self-contained. Many different new regulations and competition from alternate
risk product categories, are increasing the options to provide this sector with
innovative product support systems.
Medical Aid Schemes are also creating a more diverse benefit structures and choices
to cater for the wide range of requirements emerging. Current service providers in the
health care market have to adapt and renew their systems to cater for and keep up
with these changes on a regular basis.
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Ardea has the opportunity at the moment to work with some of these service providers
to add facilities that enables the authorisation of payments by adding functions
directly to the cardholder’s profile in respect of verification and the ability to pay for
services. Currently we follow the approach whereby the solution is offered into the
market in conjunction with the traditional transactional system suppliers.
A part of the market is the large number of medical aid members that wants to save
on high cost of cover by choosing a hospital plan (usually 50% lower in cost). This can
then be supplemented with a medical savings account providing a range of benefits
not related to hospitalisation. The overall saving to a family making this change is a
30% to 40% saving with no loss of benefits. The second important market is the currently
uninsured. Successful models have been proven on a pilot project basis and a project
is underway with the Western Cape Government in providing a mechanism to track
the extent to which one would decant patients out of the public health system into
private health provision.
The facilities provided are:

• Access to Healthcare Savings Accounts
• Healthcare debit and Prepaid Credit Cards supported by VISA and
MasterCard
• Storage and access to essential personal and clinical data and history
(through a card or transaction based service), focussed on preventative care
health risk assessments measurement and tracking and management of
chronic diseases
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Background of Financial Card Functionality

Well4Life
Implementation of corporate wellness programs through the Well4Life™ mechanism
enables a company to join in the footsteps of 95% of US based fortune 500 companies
to share in associated employee wellness and improvements in workplace morale,
loyalty, performance and reductions in organizational operating costs.
Aligning parallel healthcare measurements and goals into a professionally managed

preventative and care program, is the approach utilised by the Well4Life™ program.
This provides employees and their families the unique benefit to achieve and maintain
a state of complete physical, mental, emotional and social well-being.
Experience abroad has proven these techniques. “These people are coming off of
prescription drugs, they’re seeing their primary care physicians less, and not having as
much hospitalization,” says Cecily Hall, Microsoft’s director of U.S. benefits. The
company has realized a one to one return on investment since the programme began
in 2002[1].
South Africa is joining the global epidemic of lifestyle related diseases where 46% of
the population are completely inactive and a further 24% don’t do enough regular
physical activity to “protect” themselves from these lifestyle-related conditions [2]. In
comparison, two-thirds of Americans are overweight, with the problem adding an
average of 20% more in costs to company medical claims [1]. Well4Life™ introduces
a committed employee self-care program that has shown a 20 - 30 % decrease in
medical claims.
The Oxford Health Alliance affirms that the three bad lifestyle habits; smoking, lack of
exercise and poor nutrition, lead directly to diseases related to the heart, lungs, cancer
and diabetes. According to a US based study in 1999:
Annual medical spending due to overweight and obesity was estimated at $ 92.6
billion
• Lost productivity due to obesity among workers aged 17-64 was $3.9 billion
• National Safety Council estimate (1999), work related injuries cost the American
economy $ 125 billion
The South African Chamber of Business estimates that South Africa is losing R 12 billion
a year due to absenteeism [3]. Realizing that at any time up to 15% employees are
likely to be absent from work. To replace a lost blue collar employee can cost 2-4 times
their annual salary and as much as 8-9 times the annual salary of a professional or
senior manager. Certain occupational work groups have a 50 - 60% incidence of work
related neck, shoulder and arm problems.
Well4Life™ is designed to work for the company and to encourage employees

through good health and well-being, preventing the departure of employees due to
health related issues. Protecting them in their employment, from risks resulting from
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factors adverse to health, which have now been found to show a 25 % improvement
in performance efficiency.
A company representing the current demographics of South Africa can expect to

have an unhealthy weight level in 42% of employees. This factor alone incurs the risk
of diabetes, depression, heart attacks, certain cancers, associated neuro-muscular
injuries in the workplace. This implies that the value of a company is directly
represented by the year on year employee health status levels, which in turn has a
direct correlation to company’s productivity and profitability.
Smoking status measurements represent that 33% of adults smoke, the result is a loss in
22 years of life expectancy, due to the increase in heart disease in this population
group. Similarly stress related illnesses such as hypertension and the increased risk of a
stroke. Smoking is also responsible for 30% of cancers. It has been shown that
preventative wellness programmes such as Well4Life™ have decreased mortality rates
by 30%.
Negative mental attitudes (fear, indecision, indifference, inflexibility and negativism)

are responsible for up to 80% of diseases. Stress is the direct result of these attitudes.
Undiagnosed stress often causes more absence from work than the “traditional”
complaints such as musculo-skeletal problems (e.g. back & neck pain) and infections
(e.g. influenza).
Australian company Blackmores reported a 40% decline in absenteeism. Productivity

also typically been bolstered by wellness at work – when Union Pacific Railroad in the
US implemented their programme, their employees were 80% more productive and
concentration improved 75%. NASA reported a 12.5% improvement in stamina,
endurance and decision-making.
According to the US’s Association of Labour Management Administrators and

Consultants, each rand invested in wellness management typically results in a 300 to
500% cost saving.
[1] Business Week, 27 November 2006
[2] World Health Survey 2003
[3] www.businessinafrica.net Mon 19th June 2006
Well4life™ is a leading human capital specialist. In today’s competitive corporate

climate human capital is a precious commodity. Well4Life™ is able to assess the health
risk within an organization and focus expertise on employee engagement.
Well4Life™ provides an organization with a bespoke solution to develop a corporate

culture of comprehensive lifestyle modification and behavioural change. This is
achieved through a process of measurable incentives which may be directly
correlated to performance improvements and associated engagement.
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Appraisal *Principal members only Change Incentive
Physical Activity Questionnaire ✓
Heart rate ✓
Blood Pressure ✓
Glucose ✓
Cholesterol ✓
Height
Weight ✓
Waist Circumference ✓
Hip Circumference ✓
Postural Classification ✓
Muscle Balance ✓
Flexibility ✓
Heart Rate BP Response ✓
Well4Life™ Baseline Diagnostic Appraisal:
• Serve as a catalyst to assess individual interests.

• Provide an opportunity to raise participation.
• Raise employee commitment in medical self-care
• Upon completion an individual health risk report
• Including a baseline exercise routine is received.
• Management receives an aggregate report, detailing and highlighting
collective findings.
• Appraisals are performed by a network of Well4Life™ accredited professionals.
• Corporate wellness professionals are available for worksite appraisals.
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* Change incentives are bespoke to organisational requirements
MediSmart Technology – Smart Card Driven services
Card based medical care assistance is vital for group health management and
chronic disease management. The Medismart development was done over the last
10 years, establishing a well-tested mobile clinical data representation on a
contactless smart card that can positively identify a patient at the service provider
and store the vital acute and chronic clinical information required to enable efficient
service delivery.
The card has also been designed to enhance information on available benefits and
the payment cycle to the service provider and has an important role to play in the
current environment where healthcare funding is under pressure to produce better
financial models to underwrite individual healthcare expenses.
Traditionally the health care industry always focussed on the patient and the best
possible way to treat illnesses, with models designed around curing the accident or
illness event.
The trend now has evolved to place more focus on maintaining a healthy person, i.e.
more preventative care and measuring, managing and tracking the health risks of the
individual to improve continued quality of life. A program like the Vitality products sold
with the Discovery Medical Aid Scheme is an example of the success that can be
achieved with the Wellness focus in healthcare. Many of our medical scheme clients
are actively looking for products to counter the strong competition from Discovery and
Vitality.
This in itself provides an opportunity to combine the MediSmart technology and card
services with a financial or banking capability, with a Positive Balance file capability.
If we therefore wish to assist our customers with providing for their health care needs,
particularly as they grow older, then we need to continue to seek appropriate risk
pooling solutions with appropriate financial capability, linked to their own personal
health saving via the positive balance file, coupled with a widely recognised “personal
health or Well4Life card” that gains them access to their funds at any healthcare
service provider any time of the night or day.
The Health Savings Account
The health care solution, comprises a wellness card that provides real-time access to
funding from a Medical Savings Account in the format of a positive balance file linked
to his Well4Life card. These medical savings can be co-funded by a Third Party -
Medical Aid, employer etc.
Since healthcare service providers are increasingly requiring cash upfront before a
service is rendered, and some are already refusing to accept payment from Medical
Schemes - the patient is left with the hassle of an (expensive) administration process of
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submitting a claim to his/her scheme and then waiting for the processing of the claim
in order to be reimbursed.
Even if medical scheme administrators move towards real-time payment, the scheme
does not always cover the whole payment. It is thus often necessary for the patient to
co-pay at the point of service
The freestanding Health Savings Account places the patient, which is not covered by
a medical aid, or needs to top-up his/her limited medical aid benefits, with an
alternative tool to handle the non-risk elements of the medical spend. It can be proven
that the non-risk elements can be managed at a much lower cost through the Savings
Account than the comparable cost of insuring the risk through a medical scheme.
Providing a dedicated healthcare savings account has become a viable business

since the personal savings account at medical schemes has been made less
attractive at scheme level. Providing the same functionality at a bank means that one
gets rid of the limitations and the freedom to use the account according to personal
requirements It is however important that the qualities related to the traditional
personal savings account is reproduced accurately to allow the account to be used
for healthcare purposes. There are many factors to consider in the design of the
product because of the number of stakeholders (member, scheme, administrator,
bank, intermediaries) involved. The healthcare savings account plays an important
role in improving the limitations that medical savings accounts had in the past and
over the last 5 years a lot of adjustments were made to the details of the positive
balance account to handle elements like protection of funds, access to the accounts
from the traditional medical networks and administration system, etc. Each of the
different stakeholders in the value chain has an expectation which had to be
measured against the current performance of a scheme managed personal savings
account. The consensus in the market is that the final product is an improvement on
the medical scheme administered savings account. The last element that was
outstanding is to package this product on an association based debit card.
Medical Aid Benefit replacement
Medical Aids have the advantage that their members are provided with a
comprehensive service range under a single contracted price. With the latest
developments it is possible that short term insurance can provide similar benefits, but
it then requires a number of policies and underwriters working together to achieve this.
The wellness card now provides pre-packaged products suited for different segments
of the market. Products that is customisable according to the employer or employees
need and financial affordability.
Goals and Objectives
The objective with the wellness card product range is to provide the cardholder with
a mechanism that addresses health needs related to health and sickness. Our
definition of healthcare includes Wellness, a fast growing international trend, which
has developed into a range of new services and products.
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Wellness programs are better sold to groups than individuals. Our target market
therefore includes the consumer and service provider groups seeking to extend their
service range. Wellness solution have been tested at pilot groups and a potential
group of sales agents of about 20 000 small business are being targeted to use the
Healthcard as a complete medical funding solution for their entrepreneurial
environment.
Using the Health Savings account does not mean any change for the healthcare
service provider, although it does mean that a claim is usually paid in full, (if there are
sufficient funds in the bank account) regardless of where and from which benefits the
funds are sourced.
The goal is to change the payment functionality from the current methods of payment
in the following ways:
Service provider: Claim and payment cycle remains unchanged. Member’s shortfall
always paid as part of the settlement, provided that there are funds available in the
savings account.
Member: The member is introduced to the savings account that opens a number of
new choices in structuring health care funding and product choices.
Medical aid scheme: Solving the problems regarding the management of personal
savings accounts inside the medical scheme, which has been discouraged by the
registrar and eliminating ID and other fraud scenarios
Short Term healthcare products: The short term health products are reaching a phase
of maturity after some conflict between medical aid and insurance providers have
regulated. These products are used to provide the best fit solutions to enable a family
to take out sufficient cover for the healthcare funds to their disposal.
8.7 Service delivery partners
8.7.1 AfriqueHealth and Pharma24
Development Impact
South Africa and the SADC is at the forefront of
development on the Africa continent. This
continental region is home to some of the
greatest challenges and opportunities for those
working to raise living standards, reduce poverty,
and build a more sustainable, inclusive world.
Combining Feed a Child’s own initiatives along

with those of its affiliates in the private sector we
put a major focus in this region of the continent
Africa.
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In line with our development ethos, part of our larger commitment within is to provide
solutions for an inclusive and sustainable world.
To be effective in this region, the focus of this effort is based around three broad areas:
• Improving the level of education on both the national and regional level to
remove the barriers to greater private investment. This forms the basis for the
increased job creation and earning power that leads to poverty reduction.
• Improving the general state of health within the community by making
available medical, clinical and pharmaceutical procurement and services to
the multiple communities not only in the urban, sub-urban areas but also to the
much in need rural communities. It is of
utmost importance to create
sustainability within this project
throughout the operational process.
• Initiatives in priority areas where private
sector participation is currently low,
beginning with a major focus on the
procurement of medical, clinical,
pharmaceutical products and
services, pure water, food and
agribusiness.
We work to increase job creation and incomes across South Africa and the SADC
through sustainability, inclusive growth, building on the momentum effectively. In
others Feed a Child intends to help to put some of the essential building blocks of
private sector development in place: basic infrastructure (especially power and
transport) to support agribusiness and expanded private participation in health and
education to serve a growing African population.
Summarized in a few words, these far-reaching efforts all reflect Feed a Child’s
corporate goal: creating opportunity where it is needed most.
Strategic Alliances
Partners and associates:
• ICPA;
• ASAIPA;
• Franchise Plus;
• SA Franchise;
• Arcay;
• BP Bernstein;
• Ardea consultants;
• SERAGO Underwriters;
• PMA;
• Kubica;
• Afrique Administrative Systems;
• Afrique Assets;
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• Europeassistance;
• FNB;
• Citi Bank;
• Pro-Pharm;
• Durbell Pharmacy Group as DSP.
PROJECT DESCRIPTION
Feed a Child’s main goal/baseline is the placement/establishment of a National
Service Body (NSB) with Community Service Hubs (CSH). This will result in a national
system of deployed Lockits offering/procuring the following products and services
consisting of:
• Pharmaceutical, medical and clinical services. (Clinics, Dispensaries and/or

Medsurg Lockits).
• Digital Educational Hub. – Distance learning
• ECD Centres.
• Water Purification – clean water
• Grey Water –AquaDam.
• Mobile Pharmaceutical Lockits. (Dispensaries)
• Office.
• Vehicle.
• Feed a Child.
Each lockit will be an integrated unit of above

where synergy exists between various
components which are individually self-
sustainable with the aim of job creation,
alleviation of poverty and finally rural
community upliftment.
The main focus of the Pharma24 model is to

introduce a model where the pharmaceutical
procurement and services delivered will remain
the start and stop of the health cycle and be
competitive in medication pricing (with a very large and distributed basis and yet
centralised cooperative procurement function via selected Pharmaceutical
wholesalers and distributors) and be able to remain a trusted (professionalism and
integrity) source for their clients/patients in the community.
Both AfriqueHealth and Pharma24 is positioned as a “specialised service provider”

that endeavours to manage proper medical, clinical and pharmaceutical
procurement and services to 2000 lockits strategically positioned at the premises of
nominated Primary Schools nationally (within a 2 year and six month period) by means
of highly efficient operational protocol backed by state of the art equipment and
infra-structure. The service offered by Pharma24 will contribute hugely to the total
value proposition offered by Feed a Child Public Benefit Organisation.
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PHARMA24 intends, as part of the programme, to strategically deploy 400 mobile

clinics/dispensaries (selectively in a relation of one mobile unit per five lockits
geographically segmented) to provide specialized pharmaceutical dispensing,
clinical and health services to the community especially in distant and rural areas.
AfriqueHealth and Pharma24 will

ultimately be strategically
positioned in this lockits throughout
South Africa in order to cover
urban but especially rural areas
that requires the services as
mentioned above. Pharma24 will
utilize these lockits very effectively
throughout South Africa in order to
deliver good, well-planned
services to the clients/patients of
the communities.
The aim is to identify and appoint professional, qualified medical and healthcare
personnel to man both mobile units and lockits providing healthcare services at an
affordable price. A future training programme is envisaged, and training and
development of staff on an ongoing basis and continuous evaluation of their
performance will take place.
PHARMA24, as the operational company, within the structure will run this operation like
any other business enterprise that will seek and analyse every opportunity to ensure
profitability and create competitive edges to other service providers in this unique
community effort.
Pharma24 will be able to sell medication, prescribed or OTC at affordable prices by

carefully maintaining efficiencies in the operations and by targeting specific segments
of the developing
communities in the
RSA and SADC.
Pharma24 will serve

members of the
community that visit in
person (walk in
patients/clients). The
expectation is that as
the price of
medication continues
to increase, Pharma24 lockits will appeal more and more to the community member’s
sense of value and convenience.
With centralised efforts up to Living Standard Measurement (LSM) 1to 4 plus can be
served.
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Pharma24 has developed a strategic plan system to address centralized,

decentralized, well-coordinated services to clients/patients in communities
throughout South Africa and the SADC. The target communities have been indicated
to be a lucrative niche market due to current conditions in South Africa. The strategic
plan includes duplication of the concept in other sections and countries (SADC).
Pharma24 understands that services of this magnitude are costly and for that
particular reason has developed the solution to, in time, generate enough income-
stream to maintain business as well as accumulate operational profits that will ensure
and more importantly justify expansion into other Southern African countries and
service areas.
In order to commence the Feed a Childs plan in South Africa and the SADC, initial
financing is needed to enable the company to deploy these lockits deployed by Feed
a Child, purchase vehicles, mobile lockits and equipment, employ the best personnel
suited for the task and relevant challenges and ultimately to deploy as planned.
Pharma24 will be seen as the ultimate service provider that is strategically well
positioned to deliver a comprehensive and highly efficient service in the medical and
pharmaceutical service arena in South Africa as well as in the SADC that can
effectively service our communities on a national level.
Pharma24, as an operational company, within the corporate structure will run an

operation like any other business enterprise that will seek and analyse every
opportunity to ensure profitability and create competitive edges to any other service
provider in this unique market.
Feed a Child/Pharma24 is in a position to successfully co-ordinate such a venture

through the ability to facilitate and
acquire the service infrastructure,
co-ordinate and execute the
operation nation-wide and liaise
with government sectors and
services. Feed a Child will involve
and streamline all existing services
for this purpose.
Financials
This section summarises the financial and the proposed requirements of the Pharma24
Project in total. All information is based on well-evaluated assumptions and needs to
contribute on a high level to enable decision-making on business feasibility.
In addition, the description explains the breakdown of costing structures regarding

Pharma24.
The document also addresses the financial requirements regarding funding and
development, as well as initial operating costs, whilst the marketing drive in the
community is being established. The costing structures are based on current market
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and consumer values, with the diverse income structures of the South African
population taken into consideration.
The initial funding model is developed to finance Feed a Child in order to enable the
company to successful conduct its core functions as planned, to satisfy
clients/patients within the communities served and therefore create sufficient income
stream. The plan is to grow into the full market potential, which includes the following:
• Development of a Pharma24 Training Programme
One of the problems of other entities trying to offer these services is that most of them
view it as an add-on service (“to fill their hospitals” or “another add on insurance
product”). Offering these services on a national basis, and as our core focus, requires
very high levels of funding. To be
able to offer all these services on
the scale envisaged requires
massive infrastructure
deployment. Capital and
Operational funding (whilst there
is no immediate operational
income) is required for the period
until the infrastructure is
established. It will also take 18 to
24 months until such time as the income streams are well established. Funding
operations will consist out of:
• Marketing functionality with a view to create operational income streams.

• Administrative functionality with a view to ensure funds is utilized appropriately.
8.7.2 ASAIPA
What is an IPA?
An independent practice association (or IPA) is an association of independent
practitioners.
The typical IPA encompasses all specialties, but an IPA can be solely for primary care
or may be single specialty.
Practitioners retain their practice's independent corporate status but become part of
a separate organisation with other practices, to enable them to contract as a group
to provide services to funders.
What ASAIPA is:

The Alliance of South African Independent Practitioners Associations (ASAIPA) is a
national network of and representative member organisation for South African
independent practitioners associations (IPA’s). Currently ASAIPA represents 17
(seventeen) IPA’s throughout South Africa, consisting of more or less 1500 independent
general practitioners (GP’s) in individual and/or group practice.
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One of the main objectives of the Alliance is to promote the delivery of cost-effective,
quality, ethical health care to all socio-economic groups of patients and in particular
to assist the government of the day, from the perspective of private practice, to create
access to such healthcare for disadvantaged and low-income groups.
Where ASAIPA is:

ASAIPA has a national footprint in every province throughout South Africa, with the
bulk of its membership being in the interior of the country. ASAIPA GP’s practice in
urban, suburban, township, semi-rural and rural areas, and are all voluntary members
of their local IPA’s on an any willing provider basis.
ASAIPA’s Independent Practitioners Associations are situated in Pretoria, South West

Gauteng, Eastern Gauteng, Vaal, North West, Limpopo, Mpumalanga, Orange Free
State, Eastern Cape, Western Cape, KwaZulu-Natal, Rustenburg, Johannesburg, KOSH
(Klerksdorp, Orkney, Stilfontein & Hartbeesfontein), Sasolburg and Atteridgeville.
How to find ASAIPA’s doctors:

ASAIPA’s doctors are easily accessible via the NHC website, the national network of
branded medical service providers spanning from Cape Town to Musina and from
Durban to De Aar and everything in between.
All these medical service providers can be found using the "Find a Professional" button
on the NHC website with hundreds of service providers who have already joined NHC
and whom are all commonly committed to offering cost effective quality care to the
communities they serve. Once you have searched and found the participating service
providers in the area you require, you will be able to see what they offer along with
online bookings, e- mail booking requests (for those hours when their receptions are
closed and you need to get an appointment) as well as view their profiles and a host
of other practice information.
All ASAIPA’s doctors can also be searched for and found on ASAIPA’s website using
an interactive map of South Africa.
How ASAIPA is constituted:

ASAIPA operates in accordance with its constitution as a voluntary association of
members in terms of the Common Law of South Africa. It is registered as a non-profit
organisation with the South African Department of Social Development. It may
therefore not pay any surpluses to its members, but may only use its income to attain
its objectives and service its members.
How it is governed:
The membership of the IPA is by the IPA, not the individual doctors. They are members
of their IPA’s and exercise their control, via their IPA’s. Apart from the doctor in the IPA,
the highest authority is the Council of IPA Chairpersons, who decides on policy and
direction.
The day to day running of ASAIPA is performed by the Executive Committee consisting
of:
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Dr George Aldrich (Chairman) Chairperson: Oranjemed IPA, Dr Anton Prinsloo (CEO)

Chairperson: Limpopo IPA, Mr Henru Krüger (COO) ASAIPA Head Office, Mr Hermann
Kohlöffel (CFO) Chairperson: NIMPA, Dr Mike Nicholas (Additional Member)
Chairperson: Western Cape IPA.
ASAIPA’s Council of Chairpersons consists of dr Faruk Salojee, dr Hans Botha, dr George

Aldrich, dr Hugh Akerman, dr Abdul Dasoo, dr Shanaze Ghood, dr Mike Nicholas, dr
Wessel Neuhoff, dr Carel Bouwer, dr Anton Prinsloo, dr Sarel Kritzinger, dr Bertus
Esterhuyse, dr Kobus Meintjies, mr Hermann Kohlöffel, mrs Antoinette Martin, mr Eugene
Hofmeyr & dr Lindi Shange.
The IPA Forum was established in 2007 by ASAIPA in conjunction with the other major
IPA Networks and Medscheme. The Forum still exists today, but only cooperates with
Medscheme. However, due to a request from Bankmed in 2009, the 3 major IPA
Networks (ASAIPA, SPNet, and SAMCC) founded a non-profit company, namely the
IPA Foundation, who as a single body represents these 3 networks. GPMG has also
since joined the Foundation.
As a founding member of the IPA Foundation, ASAIPA is therefore part of undeniably

the largest GP owned and controlled network of contracted General Practitioners in
South Africa with undoubtedly the most comprehensive footprint in South Africa (+/-
4500 doctors). While most of its contracted doctors are also members of its member
IPA’s, there is no bar to an unaffiliated General Practitioner also contracting with the
Foundation, to deliver services to the clients of the Foundation.
ASAIPA is currently involved in the following projects to deliver primary healthcare

solutions in South Africa:
• Coordinated Care
ASAIPA in conjunction with Connected Care are on a mission to get general
practitioners on an IT platform by way of the adoption of the Medinotes software
program (developed by a doctor for a doctor) that can be operated on a tablet. As
soon as the doctor is operating on an IT platform, integration will take place with all
the relevant role players to enable electronic health records and coordinated care.
• Accountable care
ASAIPA has a proven record in working together with the IPA Foundation in managing
the cost effective and quality primary care its member doctors are delivering, by way
of practice profiling and peer monitoring.
• Networks
ASAIPA and its members are closely involved in various scheme funded networks
established to deliver cost effective quality healthcare.
• Independent Practitioners Associations

ASAIPA is looking into recruiting students to ensure succession planning in GP practices,
involving allied health professionals in IPAs and promoting specialisation in family and
public medicine. ASAIPA is also trying to address malpractice insurance issues, by way
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of engaging with the insurance industry and profession regulators on accreditation

standards and protocols.
• Community Oriented Care

ASAIPA is actively seeking involvement in COPC projects to establish the viability of
private/public participation as well as to determine the sustainability of an inclusive
affordable primary care model. Exploratory talks have already been had with funders,
ICT companies, and Universities.
• National Healthcare
ASAIPA is of the opinion that national health can be delivered through public health
initiatives like COPC, and ASAIPA is ready to be the key role player in mobilizing primary
care physicians to be the gate keepers in primary healthcare delivery. Talks have been
had with NGO’s that do GP recruiting for the National Department of Health.
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8.7.3 The Got-Game Initiative

The Got-Game Initiative provides a flexible online training platform for educational
institutions, social enterprises and corporate organisations wishing to maintain a high
level of training at a reduced cost.
E-learning Solutions
They also design, develop and implement e-learning solutions.
Courseware is individually crafted into interactive electronic classes in which content

and e-learning tools are combined or integrated into a common interface by which
the pedagogical teaching and learning experience is provided to a diverse group of
students. Course material is presented using various forms of rich text (html, PDF, etc.),
images, photos, graphics, videos, audio, animations, screen casts, slides, self-
assessment activities (with feedback), glossaries etc.
The platform allows the course owner/teacher complete functionality and

management of course material such as learner enrolment, performance tracking,
teacher/learner communication, adding and changing activities, as well as grading
students.
Course content is combined with open source applications to design the best
courseware to deliver the desired message in a practical, easy to understand way
and then test that knowledge transfer using a variety of testing methods and question
formats via SCORM and rapid learning.
Online courses are provided via two delivery platforms: static anytime courses and
live virtual classrooms, applied through MOOC (Massive open online course).
Our service platform is based on a LMS using MOODLE (Modular Object-Orientated

Dynamic Learning Environment) and takes from the SaaS model (Software as a
Service) in which courseware is designed, hosted and maintained on the web as part
of a universal delivery model. This provides opportunity for organisations to reduce IT
development costs by outsourcing hardware and software, maintenance and
support.
The services includes:
• Design, development and implementation of blended and on-demand e-

learning solutions,
• Digitisation of course materials,
• Theme customisation and adaptation,
• Full platform management,
• Platform owner, teacher and student training,
• System and data and survey integration,
• Graphic design, and
• Support and maintenance.
Project scoping, testing, roll out, training and execution are conducted over five
phases to ensure state of the art e-learning courses and e-learning environment.
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Digital Hubs
“Dramatic demographic shifts are
happening across Africa. The
number of people between the
ages of 15 and 24 is expected to
double to 400 million over the next
30 years, and by 2050, the continent
will have a larger working-age
population than India or China.
Despite some bright spots in the
economies of many African countries, economic growth and job creation are not
keeping pace – youth under the age of 25 account for two-thirds of unemployment
in sub-Saharan Africa, and nearly three-fourths of young people live on less than US$
2 a day.” Judith Rodin, Rockefeller Foundation
The Got Game Initiative is a Social Enterprise rooted in South Africa with a global
outlook to addressing the needs of people in underserved communities, placed at an
unfortunate disposition of being side-lined from participating fairly in a growing offline
and online digital economy. In the last few years the Impact Sourcing market, which
refers to the outsourcing of jobs for poor or vulnerable people with no alternative for
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employment, has grown to more than $512 billion. These opportunities will enable
these young people to equip themselves with more than a wage but a fair chance at
restoring faith in their dreams,
ambitions but also dignity. Allowing
people to earn money within their
communities allows for economic
stimulation within their demographic
with a spill over of positive
contributions to society at large.
At Got Game we have embarked

on implementing our tactical plan to put the youth in touch with resources to fulfil their
ambitions and create new mini economies by:
• building movable fully equipped innovation conduits that can be brought right
to their doorsteps
• delivering a range of targeted training, education, knowledge creation and
sharing initiatives
• Encouraging participation in Global ecommerce and other online networks
that allow open and fair bidding opportunities for contract work or tasks.
The Infrastructure is completely relocatable and is containerized to offer a robust and

flexible infrastructure that can be deployed in the most remote locations where
municipal backlogs in rezoning and planning or lack of water or other building supplies
will not hamper the delivery of a Digital POP UP or very short amount of time. The POP
UP + fibre network together create a technology commons where managed service
providers and telecommunication
carriers can sell, supplement and
resell each other’s services to
businesses located within as well as
outside, enabling businesses in
surrounding businesses to thrive
locally and compete globally.
The infrastructure can be also be

designed completely standalone through the use of directional solar power panels
with enough power to run a digital billboard too.
The facilities are equipped with the necessary technology and infrastructure that are
conducive to offering a suitable training and trading environment. We decided to
create World Class centres to service the municipalities and its citizens.
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As an example, the first mini unit was opened at a rural school to replace the build of
a costly traditional library filled with a limited amount of expensive books that are
difficult to cycle and remain relevant. In less than 5 min after delivery they had access
to a resource and reference library of in excess of 2 million resources, hundreds of
thousands of online books and a variety of delivery formats. In less than six months they
have managed to grow the digital services from being a learning resource centre to
a modern training centre for a new
farmer education program and a
Computer based Education Training
and Testing centre for the
surrounding community members,
creating new revenues to take the
unit well beyond sustainable. This
fully equipped unit was donated to
the school in April 2013.
Got Game will now be deploying Digital POP UP’s across the country and will run the
centre infrastructure, services and operations including:
• Design and Implementation of Fibre or Wireless Infrastructure

• Cloud Computing
• Managed Services
• Business Services
Expanding services will be key to keeping and growing SMME’s and jobs in the local
communities. We are already in the process of signing key agreements for data
capturing, web development, application development and content creation for
Digital Billboards. The first signed small data capturing contract of less than 10 000 forms
a month already creates income generating opportunity for 20 youth a day.
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8.7.4 The Job Club

The Job Club facilitates practical and sustainable job creation and employment in
partnership with stakeholders from the business community, government and civil
society.
They have a range of innovative programmes to help members prepare for the
workplace and find jobs or create opportunities for self-employment.
By linking with host employers and with business and experienced professionals they
establish channels for skills training, internships, host employment, job opportunities and
entrepreneurship.
Who qualifies
The Job Club is active in communities where there is a need for employment and skills
development. They offer programmes for the youth, for women and for start-up
entrepreneurs.
Engaging with business and experienced professionals who provide their expertise as
trainers and mentors, and we connect with the business community to identify host
employment and/or job opportunities.
Partnering with stakeholders in the communities where they are active, such as the
local Department of Health, Social Development and Education, business owners and
community representatives.
They form social partnerships with both government and private sector organisations,
such as the National Youth Development Agency (NYDA), the National Development
Agency (NDA) and SEDA.
Projects
Completed Projects:
• Dream Out Loud Business Plan Competition

o The Dream Out Loud (DOL) Business Plan Competition was held by The
Job Club in conjunction with SA Council for Business Women (SACBW).
The competition consisted of 3 phases over a period of 2 years namely:
The Business plan, Implementation of Business Plan and 3 year incubation
period as follow up. Youth between Grades 12- up to the age of 35 will
be given the opportunity to participate in the Business Plan Competition
under 2 categories. Daring to Innovate & Most Promising. Funding for the
Dream Out Loud Business Plan Competition was sourced through various
sponsorships and donations.
• Informal Business Women Competition
o An entrepreneur’s competition for informal business women who would
like to move towards formal business. Funding for the Informal Business
Women Competition was sourced through various sponsorships and
donations.
• Young Entrepreneurs Competition
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o The aim was to inspire, to teach and to encourage the children to

investigate and cultivate a hobby entrepreneurship from a young age.
The focus was to encourage the children to think creatively and to bring
about a vision for the future so that they can become full entrepreneurs
in later years. The winning teams did planning for the big market day.
o Learners exhibited free for a year at Irene market. An amount of money
was also paid into the school accounts of the various finalist teams once
their budgets had been submitted to the EBW teachers. This money was
utilised to enable the business to develop and be ready within three
weeks for the market day which started on 27 October 2012.
o After 12 month of market activities winners were again selected for the
team which made the biggest profit as well as the team with the most
endurance.
• Walter Sisulu Primary School
o A donation was given to the school to build a new shade. The learners
were playing against the wall just to stay out of the direct sunlight.
• Elderly people and cancer survivors Christmas Wish list Projects (Leandra, Qwa-
Qwa, Embalenhle)
o Elderly people and cancer patients were asked what they want for
Christmas and The Job Club made up a special present for each patient.
o The different necessities given were: Pyjamas, Evening Gowns, Cell
phones, Bathroom necessities, etc. While treated with a lunch.
• Rural Community Computer Hubs
o 13 Refurbished computers were received as an Enterprise Development
and Socio Economic Development donation.
o These computers were put down in selected areas of rural communities
to assist the youth and the community with helpful resources.
o The project was also seen as a job creation project within the
communities.
• Ibhokisi I-Café’s in partnership with Hawkstone
o Job Club is primarily a value-added provider of services to the public
sector.
o Job Club specialised in the supply of human capital development
systems, human capital deployment solutions, consulting services
related to human capital strategies.
o Job Club penetrates the public sector market with human capital
development systems, human capital deployment solutions, consulting
services related to human capital strategies.
• Olima Projects
o The Job Club invested in and Olima now acts as our Enterprise
development and project management service provider team within
The Job Club.
o Within a month Olima has already grown into one of our success stories
under "Supplier Development and Enterprise Development".
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o This is handled as part and parcel of the Job Club BBBEE spent on behalf
of donors. Going green and waste recycling/up cycling are infiltrated in
all projects going forward.
o The following procurement projects/services are already included for
Gauteng:
▪ Chickens (Live) and eggs
▪ Bulk buying power for cheaper products in rural communities
including “oil on tap”
▪ Maize
▪ Spazas
▪ WavuNow (Arts & Crafts)
▪ Vodacom Trada Project
▪ Oil on Tap
▪ Mageu on Tap
▪ Incubation & Project Maintenance/management
• New Ventures
o Sheila’s lady city project
o Umama Umhlaba Waste Beneficiation
o Arts & Crafts
o Iduc project.
• Marang Hair & Beauty Salon
o The Job Club saw potential in Ms. S Mbotya’s proposal for a business and
decided to make a donation towards her business plan.
Mpumalanga
• The following projects are in the process of implementation:
o WOW Spa (Wellness Centre) - Witbank
o Ubuntu Project - Nelspruit
o Rubber Waste - Secunda
o Kokopeli Crafters Market - Nelspruit
o Paper Waste (Toilet Paper) - Witbank
o The Dome Arts and Crafts - Kaap Muiden
o Art Gallery - Mbombela
o Vodacom Trader Project - Mpumalanga
o 21 Vodacom containers - Lebombo and other business opportunities
o Marula Project - Komatipoort
o Motor Oil Waste - Nelspruit & Witbank
o Umama Umhlaba Waste Beneficiation - Standerton and Secunda to be
rolled out
o Arts Cratfs & Manufacturing Waste Bank
o Iduc project
Free State
• Pre-primary School project with Old Mutual - Gugulethu
• Entrepreneurs Workshop Umama Umhlaba - Harrismith
o Bethlehem
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o Welkom
o Vredendal
• Entrepreneurs Workshop Umama Umhlaba - Bothaville
• Entrepreneurs Workshop Umama Umhlaba - Potchefstroom
• (CMA) Project - Vredefort
o Bridge
o Waste to energy
o Umama Umhlaba project
• Young Athlete Sport Development to SA School Championships in Polokwane –
Blandina Malcatisi – Trompsburg
• Umama Umhlaba Waste Beneficiation -
• Arts & Crafts
• I-duc project
• Clothing Bank
Western Cape
• Waste to Energy and Environmental Protection- Stellenbosch Municipal Area
• Leadership Training (6 weeks) Project for farming clubs (50 learners)
• Other projects - Umama Umhlaba Waste Beneficiation – Stellenbosch
o Arts and Crafts
o Iduc project
o Rural Security project
o Agricultural project (Vegetable gardening) Tree project
8.7.5 AquaCura
Function
The Patent pending
sterilization and Patent
pending filtration system
ensures clean drinking water
at all times.
The system is easy to

operate and can be rapidly
deployed to provide
drinking water to
communities of 500 to 1’000
people per unit per day. No
chlorine or other chemicals
are required!
8.7.6 Aquadam
Aquadam is South Africa’s leading manufacturer of agriculture and industrial liquid
storage tanks and reservoirs. They have been supplying optimum liquid storage
solutions to satisfied clients since 1972, and today store in excess of 3,5 billion litres of
water every day. Aquadam takes pride in playing a part in preserving water, the
world’s most precious resource!
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Aquadam began life in the early 1990's repairing leaking concrete dams. The concrete
dams were failing due to a variety of reasons including natural ground movements,
poor workmanship or lack of correct materials available during construction. Since
then Aquadam have designed and manufactured a wide range of concrete dams
and steel tanks in South Africa.
Aquadam produce Steel Coated Tanks, Concrete Reservoirs for use in a broad
spectrum of industry sectors including agriculture, aquaculture, mining and fire-
fighting. Our storage solutions are widely used in rural, domestic, commercial and
industrial applications.
All Aquadam products are engineer-

designed to be cost-effective, safe and
reliable, and to meet the most demanding
quality standards. We carefully source our
raw materials and produce all our
materials in our own factory to ensure
unsurpassed quality and performance.
Our permanent employees and

installers are well trained and certified in
the installation of your tank/reservoir and
comply with the Occupational Health
and Safety Act, Act 85 of 1993. They are
certified in first aid, safety, basic
firefighting, working on heights,
scaffolding erection and inspection.
Our highly experienced certified

installers are well qualified to install your
tank or reservoir anywhere in South Africa
and Africa, ensuring that you can rely on
water storage solutions of the highest
quality and durability.
Aquadam is proud to be a B-BBEE level 2 contributor in the industry
Page 74 of 89
8.7.7 Foundations for Farming
Biblical Foundations
Foundations for Farming was born out of a
man living in relationship with Jesus Christ
and basing his life and farming on
foundations found in God’s word, the Bible.
These verses have been guiding scriptures in
the development of Foundations for
Farming.
Proverbs 3:5-6 (NIV)
Trust in the LORD with all your heart and lean

not on your own understanding; in all your
ways acknowledge him, and he will make your paths straight.
Matthew 25:14-30
The Parable of the Talents – To read the

whole of this passage, click here.
Luke 6:38 (NIV)
Give, and it will be given to you. A good

measure, pressed down, shaken together
and running over, will be poured into your
lap. For with the measure you use, it will be
measured to you.
John 14:6-7 (NIV)
Jesus answered, “I am the way and the truth and the life. No one comes to the Father
except through me. If you really knew me, you would know my Father as well. From
now on, you do know him and have seen him.”
Romans 1:20 (NIV)
For since the creation of the world God’s

invisible qualities—his eternal power and
divine nature—have been clearly seen,
being understood from what has been
made, so that men are without excuse.
Romans 3:23 (NIV)
…for all have sinned and fall short of the

glory of God…
Romans 6:23 (NIV)
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For the wages of sin is death, but the gift of God is eternal life in Christ Jesus our Lord.
1 Corinthians 10:31 (NIV)
So whether you eat or drink or whatever

you do, do it all for the glory of God.
Foundations for a Successful Crop

In order to produce a good crop these
principles should be applied
Maintain a mulch cover. Don’t burn!
Maintain the soil structure & preserve the

natural fauna. Don’t plough!
Plant according to precise spacings and

specifications in order to achieve optimal
plant populations that give your plants the
best chance to thrive. (See ‘Resources’ to
see our recommendations)
Give nutrition to your plants in whichever

form you are able i.e. manure, compost, etc.
Weed regularly and thoroughly catching the weeds while they are small in order to
save time and energy and cause the whole system to become far more manageable.
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9. Budgets
9.1 Detailed Budget

Herewith the detail budget inclusive of the prefeasibility and all aspects of the
proposed solution to the IIPM requirement.
COMPLETE COSTING AVAILABLE ON DEMAND AND AFTER APPROVAL
Page 77 of 89
10. Additional Information
10.1 Rural and sub-rural preventative healthcare solution – water

Of all the bodies, i.e. the planets and the stars and the
other objects in the sky, our earth is the only one on which
water flows freely. The greatest surface area of the earth
is covered by water, approximately 70 – 75%. Seas and
oceans form 97% of the earth’s water mass, whilst rivers,
lakes and dams form only 3% of the water mass. When we
look at our planet from outer space, it looks blue. It is even
called the “blue planet”. But only about one half of 1% of this water is available to us
as fresh water to drink and to live from. The rest is all in the sea. The water in oceans
and seas is not useful for plants and animals that live on land.
The small fresh water supply

is essential for people,
animals and plants. We
ourselves as human beings
are 70% water by weight.
Our bodies are constantly
losing water through bodily
functions, through the skin
and through breath. Each
person needs to drink
approximately 8-10 glasses
of water per day for our organs and systems to function properly. Mankind cannot
survive if it does not understand and protect its non-renewable and scarce water
resources.
Approximately 14 million South Africans do not have access to clean and pure water.
Water is sometimes carried for long distances in buckets. Approximately
50,000 children die annually from diarrhea as a result of contaminated
water.
South Africa is a country with low rain fall and no major rivers. Droughts
often occur and therefore water must be used carefully and not
wasted. The population grows annually and our water resources are
under great pressure to meet the demand for more and more
supply for use in households, industry and agriculture.
Nelson Mandela once said:

“We in South Africa have ourselves faced hard questions and had to
make hard choices in this regard. We know that political freedom alone
is still not enough if you lack clean water. Freedom alone is not enough
without light to read at night, without time or access to water to irrigate
your farm, without the ability to catch fish to feed your family. For this
reason the struggle for sustainable development nearly equals the
Page 78 of 89
struggle for political freedom. They can grow together or they can unravel each other.
Threats to our governments in the century ahead will come from poverty, if anything.”
10.1.1 Clean water - a basic human right

According to the Constitution of South Africa every person has the right to clean water.
The Department of Water Affairs and Forestry’s Community Water Supply and
Sanitation Programme (CWSS) were established in 1994 to achieve this.
The human body as a system requires a supply of fresh and safe water to function
properly.
The different components of the body contain certain percentages of water. (eg Bile
– 86%; lungs 80%; blood plasma
90%; blood serum 90.7%; red blood
corpuscles 68,7%; bones 17%;
lymph 94%; muscular tissues 75%;
brain 80,5%; saliva 95,5%; cartilage
55%; spleen 75,5%; gastric juice
99.5%; liver 71.5%; fat cells 15%;
teeth 10%.
10.1.2 Water pollution

Have you ever walked by a river or stream and seen trash floating in it? This is water
pollution. Pollution is defined as “to make foul/unclean/dirty”. It is any human-caused
contamination due to the addition of large amounts of materials to the water that
harms the natural resources found in those environments and reduces the water
source’s usefulness to humans and other organisms in nature. Pollution is an
unwelcome concentration of substances that are beyond the environment's capacity
to handle.
When materials enter lakes, streams, rivers, oceans, and other water bodies, they get
C
h dissolved or lie suspended in water or get deposited on
o the bed. This results in chemical, physical or biological
l
change in the quality of water that has a harmful effect
e
r on any living thing that drinks or uses or lives in it (aquatic
a ecosystems). Pollutants can also seep down and affect
the groundwater deposits. These substances has serious
threatening effects on the health of human, animal,
insect and plant health, unless it goes through a costly
purification procedure. Water pollution can also make
water unsuited for a specific or desired use. When it is
unfit for its intended use, water is considered polluted.
10.1.3 Water facts

Water is a non-renewable resource; the next glass of water you drink is as old as the
earth itself.
Page 79 of 89
More than 3.4 million people die each year from water, sanitation, and hygiene-
related causes. Nearly all deaths, 99 percent, occur in the developing world.
Lack of access to clean water and sanitation kills children at a rate equivalent of a
jumbo jet crashing every four hours.
10.2 Bacsan sanitizer

Conforms to and exceeds International Drinking Water Quality Standards including
those of the World Health Organization (WHO) and the US Environmental Protection
Agency (EPA).
BACSAN – a unique and revolutionary product that replicates the way nature purifies
water, a completely natural mineral-based product. Completely FREE OF CHEMICALS
and most importantly FREE OF CHLORINE!!
10.2.1 Ensures healthy drinking water

Proven to kill ALL known harmful water-borne organisms.
Helps to eliminate common diseases such as Typhoid, Cholera, Polio, Dysentery and
Diarrhoea.
Effective against Algae, Bacteria, Bacteria Spores, Cysts, Fungae, Protozoa, Viruses
and Entamoeba.
BACSAN Point-of-Supply is extremely versatile and economical!
In liquid form supplied in 1 Litre Bottles or 25 Litre high impact drums designed for use
in heavily polluted lakes, reservoirs and other large
scale water sources. BACSAN is the simple effective
solution to large scale water contamination
providing clean drinking water to entire
communities by ensuring the nearest natural water
source is completely safe.
• The product has a shelf life of 5 years.

• It is effective, as water is purified and ready
to drink within 30 / 60 minutes.
• This product is very economical compared to
other purifiers as once dosed with BACSAN
treated water will remain purified for
between 12-18 months. No need for further
treatment is necessary.
• The treated water is safe for humans and
animals to use as BACSAN is completely free
of all chemicals.
10.2.2 Industrial Strength Water Purifier

Bacsan is the most concentrated of the range of chemical products distributed by
Water Development Program. It is a liquid and supplied in 25 litre high impact drums
Page 80 of 89
for bulk applications. No toxic or harmful by-products are formed in the purification
process. Depending on the quality of the water being treated, the ratio at which
Bacsan Solution is dosed into the water can vary from 1:1000 to 1:500000 litres. The
active ingredients of Bacsan solution form a precipitate as they react with bacteria,
algae and dissolved solids etc, and therefore become used up. Dosing should be
carried out in such manner as to achieve optimum residual levels of active ingredients
once the initial precipitation reaction has taken place. The maximum copper and
silver ion concentrations of 1.00mg/l and/or 0.05mg/l respectively should not be
exceeded. The dosage of this ionic solution needs to be properly assessed, designed
and maintained as part of an overall water treatment programme.
10.2.3 Product Functions

• Algicide.
• Removes and disinfects the biofilm which forms in pipes, canals and water
systems without causing corrosion.
• Prevention of infection of water systems by water born bacteria such as
legionella, yersinia, shigella, salmonella, cholera and coliform bacteria.
• Disinfection of water systems contaminated by water born bacteria such as
legionella, yersinia, shigella, salmonella, cholera and coliform bacteria.
10.2.4 Usage and Dosage Guidelines

Treated water which is potable but where
there is a buildup of biofilm in the pipes,
canals and reservoirs or where there is a risk if
bacterial or algal infestation; 1 litre of Bacsan
per 150000 litres of water to be dosed directly
into the flow via dosing pump. Use in
conjunction with existing treatment methods
such as chlorination or Ozone treatment will
result in significant reductions of total costs
due to the synergy between the different
methods, as well as considerable reductions
in chlorine residual content in the treated
water; 1 litre of Bacsan per 200000 litres of
water to be dosed directly into the flow via
dosing pump. Untreated water with a total dissolved solids (TDS) content of less than
500 mg/l and a total bacterial count of less than 40000 per 100ml; 1 litre of Bacsan per
100000 litres of water to be dosed directly into the flow prior to entering clarifiers or
settling tanks, via dosing pump. Untreated water with a total dissolved solids (TDS)
content greater than 500 mg/l or a total bacterial count greater than 40000 per 100ml;
1 litre of Bacsan per 75000 litres of water to be dosed directly into the flow prior to
entering clarifiers or settling tanks, via dosing pump. Once the above dosages have
been applied the treated water needs to be reassessed to establish if the desired result
has been achieved and the dosage is then to be altered accordingly. Both the
treated and the raw water must be assessed on an ongoing basis as the raw water
Page 81 of 89
quality may fluctuate and therefore necessitate the dosage ratio to be altered
accordingly.
BACSAN requires no special handling or packaging either in storage or during

transportation by land, sea or air.
Extensively tested by the University of North Carolina, (UNC) School of Public Health,
Department of Environmental Science & Engineering a (WHO accredited laboratory)
10.2.5 Complications with pit toilets

The primary sanitation facilities used in rural villages are Pit toilets, which are creating
an unhealthy and undignified environment for the community, as follows:-
• Pit toilets smell, attract flies, mosquitoes and other insects;

• Pit toilets get full and the normal practise is to dig another hole and place the
top-structure over the new pit, covering the old pit with sand;
• With the onset of the rainy season, the water flows through the new and old pits
contaminating the groundwater, rivers and dams with waterborne diseases;
• This diseased and contaminated water is then used by the local communities,
either from the rivers and dams or from borehole water at pump stand points;
• Through ignorance or lack of respect of Pit toilets other debris is thrown into the
pit, further adding to the contamination of the water;
• The Pit toilets are also used by people who have contracted waterborne
diseases such as dysentery, diarrhoea, cholera and typhoid and these diseases
are deposited into the pits through their faeces;
• These diseases hibernate in the pits until it rains and end up in the water sources
either by the water flowing through the pits or when the water table rises and
commingles with the pits;
• Flies are attracted to the pits by the smell and then carry these diseases to the
community by settling on the people, their food or water;
• Pit toilets are normally placed as far away from the house as possible due to
the smell and other discomforts and accordingly are very seldom used at night,
especially by the children who are forced to use the garden or surround;
• The practise of digging new pits whenever the toilets are full is restricted to the
size of the stands provided, but the problem is in the contamination of the
ground for growing vegetables.
10.2.6 Options to empty the pit toilets

• There are three main methods of pit toilet maintenance, namely by using a
vacuum tanker, the natural bacterial process of bioaugmentation or using
enzyme only products.
• Emptying pit toilets using a vacuum tanker: -
o The cost is approximately three times more than bioaugmentation;
o A vacuum tanker requires skilled labour to operate;
o The labour requirement to run a vacuum tanker is normally 3 people;
o The vacuum tanker requires maintenance and running costs are high;
o The vacuum tanker does not have access to all the houses, schools and
clinics due to inferior roads;
Page 82 of 89
o Wherever the content of the vacuum tanker is discharged, it will

contaminate the environment and spread waterborne diseases
including cholera;
o Each load of the vacuum tanker should be discharged into a sewerage
treatment works, but if the distance is too far then it is dumped into a
river or ravine, further contaminating the groundwater;
o Continues discharging of pit effluent into a sewerage treatment works,
due to the high COD & SS of the effluent, eventually knocks the system
out of sync and the final effluent does not conform to discharge
standard, contaminating the river, dam or lake
o The utilisation of vacuum tankers is a process of transferring a problem
from one place to another and does not remedy the problem
o Once the effluent of a pit has been sucked out the smell is still there and
in the event of rain the groundwater will still be contaminated
o There is a health risk that the staff running the vacuum tanker will contract
some form of waterborne disease;
o To empty out a pit, water has to be pumped into the pit first, which can
cause the walls to cave in;
o The result of vacuum tanking a pit is empty almost immediate;
• Emptying pit toilets utilising Avantu’s bioaugmentation programme: -
o The cost is approximately a third compared to a vacuum tanker;
o The dosing application does not require skilled labour;
o Bioaugmentation is the addition of a selection of natural harmless
bacteria, many more of the right bacteria, to accelerate the
biodegradation process, which breaks down the solid effluent in the pit
toilet by which process nature has been using for millions of years;
o Avantu’s bioaugmentation process converts the anaerobic to an
aerobic environment, katabolizing the waterborne diseases;
o Avantu’s bioaugmentation process breaks down the faeces that the
diseases hibernate in, exposing them to the aerobic environment
thereby killing the waterborne diseases;
o Avantu’s bioaugmentation products contain bacteria that competes
with the cholera bacteria of the food source thereby starving the
cholera bacteria preventing it from spreading
o 24 hours after dosing the smell disappears.;
o Within 1 to 4 weeks the solid effluent in the pit toilets have been liquefied
and seeped into the groundwater without contaminating the
groundwater and the pit is empty except for the rags, plastics and other
debris, which should be removed;
o During the bioaugmentation process the community can use the pit
toilets, as it is totally harmless;
o With the Mozziking additive to Pitking M the sewerage will be rectified
and the mosquito and blackfly larvae will be killed.
o Mosquitoes and other insects will not breed in the pit toilets anymore;
Page 83 of 89
o The products are supplied in 45gram sachets and are easily

transportable; therefore all the houses, schools and clinics will be
accessed and remedied;
o Dosing the bioaugmentation products will not cause the walls of the pit
to cave in;
o Avantu’s bioaugmentation will clean the water in the aquifer, rendering
it safer;
• Using Enzyme only products
o Enzymes are chemicals secreted by the bacteria to, through a catalyst
process, breakdown the molecules of the effluent thereby releasing the
nutrients the bacteria require.
o By applying enzyme only products all that happens is a short increase of
the nutrient supply, food for the bacteria, increasing all the bacteria
numbers good & bad and then all goes back to normal in accordance
to the food chain
o Enzyme only products have to be regularly dosed to be effective, which
results in them becoming expensive
o Enzyme only products do not kill off waterborne diseases including
cholera
o Enzyme only products do not biodegrade the full content of a pit
o Enzyme only products do not remove the smell
o Enzyme only products do not kill mosquito and blackfly larvae
o Enzyme only products do not completely empty a pit
The cost of using enzyme only products is about twice the amount compared to
Avantu’s bioaugmentation without achieving the desired results.
Page 84 of 89
10.3 AquaCura
10.3.1 Function
The Patent pending sterilization and Patent pending filtration system ensures clean
drinking water at all times.
The system is easy to operate and can be rapidly deployed to provide drinking water
to communities of 500 to 1’000 people per unit per day. No chlorine or other chemicals
are required!
10.3.2 Description
The trailer mounted mobile water sterilization units are self-contained and lockable,
stand – alone units.
The system is totally modular and can be customized according to requirements in any
given area.
The existing units produce 500 litres drinking water per hour.
The units are totally self-contained and require only fuel for the generator set, but no
further chemicals or consumables of any sort.
Custom options such as diesel or petrol generator sets, Solar, toxic metal filtration, and
static skid mounted systems can be ordered as required.
The trailer units are easy to operate and can be deployed in favourable conditions,
within one hour!
Electronic circuitry ensures automatic cleaning of filters and prevents “Operator

Mistakes” that might damage the system.
10.3.3 Operation
These units are powered by either petrol or diesel
generator-sets, or our new Solar driven system. The Solar
system allows six hours of backup power, should it be
overcast.
The basic system not only sterilizes bacteria and viruses but
kills, destroys and removes all bacteria and viruses in the
water, providing the community with safe, clean drinking
water at very low cost, without the addition of any
Chemicals or Chlorine.
There are additional options available for removing Toxic metals such as Arsenic and
Mercury from any water source.
Page 85 of 89
Take note that this unit will only

operate with a neutral pH.
level. In situations where the
source water pH. is over or
under neutral, we can provide
equipment to overcome the
problem.
Maintenance is very low. The

only day-to-day running costs
are fuel.
Water is drawn from a sweet

water source and is circulated
through a series of filters including a carbon filter. Then it is circulated through our
patented sterilizer, which destroys all organic matter in the water and provides fully
treated and sterilized drinking water.
10.3.4 Technical specifications
Aqua 500 Aqua Solar

Output 500 L per Hour 500 L per Hour
Utilization Small communities not exceeding 1 000 Small communities not exceeding 1 000
Filter Life 3 Years 3 Years
Generator size 2.5 KVA N/A
Maintenance ★ Regular backwash of filters. Regular backwash of filters.
Normal Equipment maintenance on Normal equipment maintenance on solar
generator and trailer panels, batteries and trailer
Tools and Tool kit Tool Kit
accessories 25 l Fuel container Solar Panels
Sterilizer Lamp 12 000 operating hours 12 000 operating hours
lifespan
Electronic unit 20 000 operating hours 20 000 operating hours
lifespan
Tow Hitch Ball or Ring Ball or Ring
Brakes Yes Yes
★ - Depending on Raw Water Quality
Shipping Data Aqua 500 Aqua Solar

Dims (m) 3.3L x 1.9H x 1.8W 3.5L x 2.1H x 2.1 W
Volume (cu m) 11.97 15.54
Dry Mass (kg) 779 927
Accessories (kg) 135 135
Page 86 of 89
11. Sustainability
The infrastructure investment as proposed will address a number of critical factors in
the community in a sustainable manner.
The main focus of this proposal is the supply of educational infrastructure that will
create a positive learning environment in order to prepare our youth for the challenges
that will face them in the world of work and opportunities.
Adult education and professional services to the community will ensure that this
infrastructure will remain sustainable in conjunction with corporate support as
introduced though the initiatives created by this programme. The Educational
infrastructure will facilitate the following to the community:
• Early Childhood Development;

• Child education;
• Selected SETA approved courses in the community;
• Adult education;
• Expansion of FET college footprint to peri-urban and rural areas;
• Basic and continuous professional training of nurses and para-medici;
• Support for distance learning through tertiary institutions.
Understanding the need on the ground is paramount for the solution to be effective.
As such an as-is assessment will be conducted on ground level to determine the real
and perceived needs of the community. Ongoing assessments will determine the
growth of the programme that will introduce the progress on the various projects to
create a sustainable environment.
Community upliftment - Job creation with a focus on entrepreneurship leading to

sustainable communities will be cultivated thought the entrepreneurial training and
businesses introduced.
Page 87 of 89
11.1 Community support

• Agricultural activities will be introduced to train the community and set a
new standard on local and community food production.
• Clean water programmes will ensure a healthy environment that will prevent
sickness and will enhance food security.
• Communication and internet accessibility will bring the community in
contact with first world opportunities
11.2 Community wellness

• High nutrient food and wellness programmes are imperative for a healthy
community introduced to all population and age groups involved.
• Opportunities within wellness create sustainability through various income
streams created by health-consciousness.
11.3 Preventative healthcare

• The challenge of high cost within the government infrastructure to support
health care within rural communities and the inefficiency of models on
ground level will be alleviated. This will be done by introducing proven
preventative healthcare programmes that has been proven in South Africa
and various other countries. The secret is the introduction of cost-effective
basic services that will have buy-in by the various cultural communities.
11.4 Healthcare
• Affordable Clinical services to the community as announced by the Minister
of Health
• Cost effective pharmaceutical and wellness programmes to support the
clinical services in the community.
Marketing efforts will enhance bigger economical opportunities in the specific areas
where the successes of the economical growth of the programme will be
demonstrated. The appetite for retail and business opportunities is definitely growing
towards rural areas to create infrastructure and support.
Page 88 of 89
12. Closure
The intention of the European Union’s Infrastructure Investment Plan for Southern Africa
as published by the Development Bank of South Africa is to put out an infrastructure
plan. This plan demonstrates a wholly controlled infrastructure to ensure fund -,
programme -, and outcome management. The basis is transparent reporting and
sustainable goals within the community.
We believe that this document demonstrates a workable solution from reputable

professional entities with a strong track record in various disciplines, that came
together to form a cohesive solution in a consortium.
This consortium, through best practice legal and auditing backing, will exceed all the
expectations and meet all the requirements set out in this Request for Proposal,
creating a legacy for the South African Government to prove that South African
expertise are the best in the world. We understand the real needs and solutions of the
challenges facing South Africa and SADC.
We hereby commit enthusiastically to prove our capabilities.
This programme will provide a footprint for the Governmental development plan on
ground level in support of the National Health and Development legislation.
We foresee a SADC rollout with major impact in rural and sub-rural communities.
The partnerships in this response formulated by this consortium are ready willing and
able to perform this region-wide rollout of HOPE.
Mahatonga an'i Madagasikara ho lehibe.
Page 89 of 89

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IIPM ADEPT INFRASTRUCTURE Orig – June 2019

Infrastructure Proposal | Arnau van Achterbergh

Mahatonga an'i Madagasikara ho lehibe!

1. THE BIDDING COMPANY FEED A CHILD .................................................................................................................... 5

1.1 MISSION .................................................................................................................................................................... 5

2.1 THE SOLUTION ............................................................................................................................................................ 9

3. IIPM CATEGORIES OF COMPLIANCE ....................................................................................................................... 26

3.1 STRATEGIC FIT ........................................................................................................................................................... 27

5. GRAPHICAL SOLUTION OVERVIEW ......................................................................................................................... 29

6. ENVIRONMENTAL IMPACT ASSESSMENT ............................................................................................................... 30

7. DETAIL LOCKIT REQUIREMENT ALIGNMENT ........................................................................................................... 31

7.1 ASSESSMENT CRITERIA ................................................................................................................................................ 31

7.2 THE ECOSYSTEM......................................................................................................................................................... 32

8. THE PARTNERS ....................................................................................................................................................... 42

8.1 THE METHODOLOGY................................................................................................................................................... 42

9.1 DETAILED BUDGET ..................................................................................................................................................... 77

10. ADDITIONAL INFORMATION .............................................................................................................................. 78

10.1 RURAL AND SUB-RURAL PREVENTATIVE HEALTHCARE SOLUTION – WATER .............................................................................. 78

10.3.4 Technical specifications ................................................................................................................................ 86

11.1 COMMUNITY SUPPORT ................................................................................................................................................ 88

12. CLOSURE ............................................................................................................................................................ 89

1. The bidding company Feed a Child

1.4 Challenge Statement

On average one child dies every 5 seconds as a result of malnutrition!

It is the drive of everyone involved to see people able to stand up again.

This is what we believe to be the epitome of dignity restoration.

1.4.3 The challenge

1.5 Registered Categories

1.6 Primary focus areas

Feed a Child Operational Footprint

An economical size tunnel feeds 50 people we attempt to divide community members

1.7 Secondary focus areas:

1.7.1 Education Infrastructure

Compatibility with commonly used educational software and technology

2.1 The Solution

Each Lockit will consist of:

o Content repositories with more than 2 million resources available,

2.1.1 Impact on National Healthcare

2.1.2 Deployment Plan totalling 1’440 Lockits

• Estimated 1’440 units, one per village.

2.1.3 Ablution facilities at Lockits

Top overhead view of configuration

Alternate representation of containerized toilet infrastructure

2.2 Digital Educational Hub

2.2.1 Skills Required in the 21st Century:

2.2.2 The Existing Playing Field:

• 7883 have flush toilets and 1000 have no toilets at all

The following backlog is being experienced with regard to curriculum spaces at

• 446 Replacement of mud, wood, prefabricated and metal structures

• 13,617 Computer centres

The intent is to build an application

We have used this common thread

The youth are engaging more and

2.2.4 The Collaborative Approach on Education

2.3 Healthcare and Pharmaceutical Services

Lockit Refer Mobile Unit OTC

2.4 Healthcare and Pharmaceutical Systems

Pharma24 would rely mainly on the AfriqueHealth

• Financial/Accounting system (Inclusive of Payroll

As is demonstrated in the figure below:

2.5 Green Outdoor Gym

2.5.1 Technical specifications