�1

MINISTRY PLAN2015

Hope Africa Collective PO Box 561310

Orlando, FL 32856

info@hopeafrica.com HopeAfrica.com

© HAC 2014. All rights reserved.

Developing Potential Transforming Communities Overcoming Poverty

�2

TABLE OF CONTENTS

1.0 EXECUTIVE SUMMARY 3

2.0 MARKET ANALYSIS 11

3.0 VISION 15

4.0 PRODUCT: ACTS OF SERVICE 16

5.0 LIMITATIONS & LIABILITIES 27

6.0 FINANCIALS 28

7.0 PARTNERSHIP 30

�3

1.0 EXECUTIVE SUMMARY

1.1 THE CHALLENGE In September 2000, 189 countries came together at the United Nations Millennium Summit. Together they adopted eight Millennium Development Goals in an effort to significantly ease the suffering of the alarmingly large portion of the world living in poverty by at least half by the year 2015.

As of July 2014, the statistics and rates of extreme poverty, specifically in Sub-Saharan Africa, are still at alarming heights. Sub-Saharan Africa is the only region that saw a steady rise in extreme poverty. The staggering estimate by the World Bank is that by 2015, there will be 970 million living in extreme poverty of less than $1.25 per day, and 40% of these will be in Sub-Saharan Africa.

1.2 MISSION Hope Africa Collective exists to bring transformative solutions to poverty through holistic life development. equipping individuals to build better lives for themselves, their families, and their communities.

�4

1.3 AREAS OF IMPACT Our aim is to integrate sustainable solutions to the root causes of poverty and injustices. It is important to note that this is a holistic model. The plan to address each impact area relies on each of the other pieces growing and engaging the community in their designed ways.

EDUCATION Because of the value of education, Hope Africa Collective has schools as a key focus in our work in South Africa and elsewhere in Sub-Saharan Africa. Statistically, impacting this age group has massive impact in community transformation and creating a future without poverty.

We are launching a reproducible Early Childhood Development school model that focuses holistically on the child and their development at this crucial period in their life.

ECONOMIC DEVELOPMENT With the unemployment rates in South Africa reaching well over 40% in the areas that we work, the creation of sustainable small and micro enterprise is essential to both economic growth and the future of social-political sustainability. Economic development is paramount to the sustainability of individuals and of communities seeking to exit extreme poverty.

Our Economic Development Process includes holistic training in math and financial literacy, faith, trade skills, and business literacy.

�5

LIFE DEVELOPMENT The Hope Africa Collective Life Development Process (LDP) that exists in nearly every community that we work within is a holistic equipping journey for those that take part. Over the course of 9 weeks (plus follow up afterwards), students engage with different modules that target aspects of their physical, emotional, and spiritual self.

Along with components in the Economic Development model, other LDP modules include life skills, oral English, and health and nutrition education.

SPIRITUAL FORMATION As Hope Africa Collective is a faith based organization that believes in the principles and truth of the Bible, we believe that this impact area of our holistic approach to community development has the power to change lives.

Our spiritual formation components include Church Mobilization, Hope Africa University (in partnership with Kings University), and EPIC Leadership and Discipleship Program. Through these, we equip, mobilize, and inspire leaders, pastors, and churches to follow the example of Jesus in working alongside the poor and oppressed.

�6

1.4 EARLY DEVELOPMENT MILESTONES

Year 2009 Feb Organizational formation and non-profit status approval May-Jul Phase 1: Project sourcing onsite in South Africa / Botswana / Zambia /

Lesotho Aug-Dec Phase 1: Further research, data collection and strategic plan written

Year 2010 Jan-Nov Phase 1: Initial USA marketing efforts to solicit seed capital Phase 1: Recruit and complete board of directors and advisory board Phase 1: Setup Domestic administration offices and systems Oct Phase 2: Staff agreements signed & policies written Phase 2: Needs analysis, strategic partners formed, baseline surveys

conducted Nov Phase 2: Selection of USA promotional-awareness company

Year 2011 Jan Founders Team depart for South Africa (SA) SA staff house / intake center acquired, staff training, relational formation Mar Begin recruiting and mobilize volunteers Equipping community trainers in life skills Apr Fiscal Sponsorship Agreement completed with South African NGO Jun Strategic Partnerships formed with NGOs in SA Jul Training for leadership program instructors begins Aug Mentorship/Leadership program begins Sep Xhosa Language course begins for staff Oct Second phase of staff arrive in SA Nov Acquisition of Training Facility in Philippi Township of SA

�7

1.5 FINANCIAL NEED Our strategic plan contains detailed financial projections for the next three years. In order for Hope Africa Collective to continue establishing Community Development Projects in South Africa, we endeavor to raise $558,250 for operating and build-out costs for 2015.

EXPENSES 2015 2016 2017

Program Expenses (USD)

Education1 175,000 192,500 211,750

Economic Development2 74,000 81,400 89,540

Life Development 118,000 129,800 142,780

Spiritual Formation 92,000 101,200 111,320

Subtotal 459,000 504,900 555,390

Administration & Mgmt 66,250 72,875 80,162

Subtotal 66,250 72,875 80,162

Communications & Fundraising 33,000 36,300 39,930

Subtotal 33,000 36,300 39,930

Total Expenses 558,250 614,075 675,482

CAPITAL PROJECTS (USD)

Organization Vehicle 12,000

Classroom furniture & fixtures 3,000

Training School Computers (12) 6,600

Community Development Center 280,000

Total 21,600 280,000

1. includes build out cost

2. portion of cost contained in Life Dev

�8

1.6 BOARD OF DIRECTORS

Renier Erasmus Renier was born and raised in South Africa and is a honors graduate of Cape Peninsula University, South Africa in Business Management. Renier served as programs manager for Metropolitan Evangelical Services (MES) in Johannesburg for six years, a community based Christian organization that initiates and facilitates activities to empower people holistically to live independent, sustainable lives. Renier was responsible for programs addressing the needs of the poor in Johannesburg’s inner city homeless and unemployed, and focused on housing, health, education and training & job creation. Currently Renier is CEO / Director of Madulamoho Housing Association in Johannesburg, South Africa, which provides clean, safe, affordable and sustainable housing units in partnership with MES. Renier is married and has 2 lovely children.

Michael Etchison Michael develops various real estate investments throughout the world and his knowledge in economics and investment opportunities give Michael an edge in a variety of worldwide projects. A graduate from Indiana University with a Bachelor of Science in Business Management in 1969, he owned and managed a manufacturing company in Indiana for 20 years while also developing commercial properties. Michael has served on the boards of United Way and Salvation Army, and has served as Board Chairman of Great Commission Ministries for 17 years. Michael co-pastored two churches, was the chairman of the Muncie, Indiana Chamber of Commerce, and currently serves as development manager for Grandstaff Development. Mike is married and has 7 children and 5 grandchildren.

Terry Hilliard • Founder / Director A graduate of the University of Central Florida with a Bachelors of Science Degree, he worked as a Cardio Pulmonary Therapist for ten years and has start-up business experience from establishing four independent companies over the span of 20 years. He is also an ordained minister with 15 years of experience in the local church. Terry and his wife Jeanenne left their lives in Florida to go on staff with an international missions organization. This change led to extensive international experience, working in various settings throughout over 12 countries within Africa, Asia, Europe, and Central America with community development and church planting. During his time, he was stirred by both the struggles and potential solutions of the extreme poor in the developing world. Terry is committed to developing holistic, sustainable Christ-centered solutions to meet the needs of impoverished communities in the developing world.

Ken Martin Ken is the founder and president of Aquatic Design and Engineering with offices in Florida and in Dubai, UAE, providing services that are grounded in civil, structural, mechanical, and electrical disciplines all in relationship to aquatics. Ken’s company is licensed throughout the USA, the Caribbean, Puerto Rico, Virgin Islands, China, and Dubai. Ken graduated from Nova University with a Masters in Business Administration in 1994, as well as from University of Central Florida, College of Engineering in 1987 and Harvard University’s Cambridge, MA School of Design in 1984. He serves on the board for the National Sanitation Foundation (NSF) as well as the House of Hope, a home for healing teens.

�9

Jeremy Hilliard • Founder / Operations Director It was on his first trip to several Southern African countries in 1997 where Jeremy saw firsthand the grasp of extreme poverty on peoples lives, and felt the personal call to do something about it. Since that time, Jeremy has gained extensive experience in intercultural communications and development, and has worked in areas of community development and church planting in nearly a dozen countries throughout Africa and Asia. Along with ministry experience in the US and Australia, he has worked and led businesses in both the non-profit and business sectors. Jeremy is passionate about people reaching their full potential and bringing hope to their lives and communities. Jeremy graduated from Crown College with a Bachelor’s in Christian Ministry.

Daniel Rossouw Daniel graduated with Honors from Global School of Theology with a BA in Theology. After this, he spent 5 years as Associate Pastor at Faith Tabernacle Full Gospel Church in Bellville, South Africa. Along with pastoring, Daniel has also gained experience as a Secondary School Maths teaching, Master Maths Centre Manager, and Project Officer for the Bible Society of South Africa. In 2011, Daniel was appointed as Managing Director of Shiloh Synergy. Shiloh Synergy is a large South African non-profit organization specializing in uplifting poor communities through various holistic projects. Daniel is married to Therina and is also the proud parent of a baby girl, Annebel.

Bridget Hilliard • Founder In 1999 Bridget spent two months with poverty-stricken communities in South America, and saw the immense possibilities within people to overcome extreme poverty. She then spent over 10 years in international ministry, and has worked in areas of community development, church planting, vulnerable children, music, and the arts. She has served poor communities with various NGOs throughout South America, Southeast Asia, Central Asia, Eastern Europe, and Africa. Over the years, she has launched small businesses, Christian ministries, and churches. Bridget is passionate about community development and reaching out to the whole family unit with effective and compassionate Christ-centered initiatives.

Tim Lovell Tim Lovell is the lead pastor of the Goodlife Community Church in Buderim, Queensland, Australia. He has served in this capacity since 2005 and prior to that he served Faith Bible Chapel in Arvada, Colorado, USA for a period of 18 years. Tim has been married since 1989 and has two adult children. Tim has a deep love for the kingdom work of God expressed in local community. He believes in the practical implementation of the Word of God, the Bible, in everyday life to effect change and facilitate life in individuals, families and communities. He has had the opportunity to share with pastors and community developers in the USA, Australia, Myanmar, the Solomon Islands and Colombia. His interests range from recreational sports and surfing to music and travel.

�10

1.7 ADVISORY BOARD

Joe White A month after graduating high school in a small rural town in California, Joe left for Africa and lived in a Zulu village on the outskirts of the town of Durban only to decide to live and serve long term amongst the people he met there. Joe co-founded World Changers Academy (WCA) with Zulu leader Sizwe Mthembu in August 2002, and has since trained over 30,000 young people through intense life skills and leadership programs. Over 30 Zulu staff, formerly unemployed, now currently operate all programs in the WCA organization. Since 2007, WCA has expanded beyond the Durban area into other parts of South Africa and internationally in to Madagascar, Uganda and the United Kingdom. Joe has co-founded a number of organizations, such as VukAfrica Tours, a cultural tourism company, Cross Connections, a Christian networking company, and Themba Computer Training to name a few. Joe is a graduate of the University of South Africa with a BA in Development and Communications. Joe is married to Smah, a Zulu, has two wonderful children, and currently resides in Pinetown, near Durban.

Vaughan Stannard Vaughan Stannard was born in Cape Town, South Africa in 1973. He is married with two sons and has been serving with Beautiful Gate South Africa, a Christian Child and Family Support Non-Profit Organization, since 2000. Beautiful Gate SA is focused on preserving families as they form the hub of God’s plan to show His love, provision and protection. Vaughan qualified as a medical doctor and became interested in serving children suffering with HIV and the effects of poverty while working in the pediatric unit of a local hospital. Originally the medical coordinator for the Child and Youth Care Centre, a registered children’s hospice, he has studied further in pediatrics and palliative care and was appointed as the Executive Director of Beautiful Gate South Africa in 2007. Vaughan is passionate about justice and mercy and finding ways to help vulnerable communities experience the transforming power of God’s love and purpose.

�11

2.0 MARKET ANALYSIS

2.1 THE CHALLENGE: EXTREME POVERTY In September 2000, 189 countries came together and signed onto the Millennium Declaration at the United Nations’ Millennium Summit. There was a sense of urgency as the Millennium Development Goals (MDGs) were formed, to “free our fellow men, women and children from the abject and dehumanizing conditions of extreme poverty, to which 1.4 billion of them are currently subjected.” Extreme poverty is a condition defined as those living on less that $1.25 per day, according to the Development Research Group at the World Bank (2005).

The MDGs are a set of eight goals designed to unite the world in an effort to significantly ease the suffering of the alarmingly large portion of the world living in poverty by at least half by the year 2015.

However, as of July 2014, the statistics and rates of extreme poverty, specifically in Sub-Saharan Africa, are still at alarming heights. According to the UN Development Goals Report 2014, “rising poverty and hunger, conflict and population growth pose big challenges to achieving MGD targets by 2015." Sub-Saharan Africa is the only region that saw a steady rise in extreme poverty. In 1990 this region had 290 million living in extreme poverty, which grew to 414 million by 2010.

The staggering estimate by the World Bank is that by 2015, there will be 970 million living in extreme poverty on less than $1.25 per day, and 40% of these will be in Sub-Saharan Africa.

�12

Between 2006 and 2011, poverty levels in South Africa were at 20.2% for extreme poverty and 45.5% for moderate poverty, according to the Poverty Trends in South Africa report released by Statistics SA on April 4 2014.

In the area where Hope Africa Collective began its work, the Cape Flats region outside of Cape Town, poverty is the result of years of marginalization under the Apartheid rule and is notably higher. Although South Africa has now become a democracy, the issue of poverty in this region has remained. Jobs are scarce and livelihoods are eked out by clinging to little available employment in Cape Town city and the meager pickings of what exists in the informal economy of the Cape Flats region.

In the 1950s, the Apartheid government forced all non-whites to move to government-built communities on the outskirts of major urban centers across South Africa. This mass relocation was only one aspect of decades of economic and political oppression that have left the townships such as the Cape Flats deeply impoverished, racked by violent crime and gang activity, and with limited access to quality education and health services.

Unemployment rates in South Africa are incredibly high: 35.5% for the general population and a staggering 50.2% for youth ages 15-24. The many problems of the past have crippled a high percentage of South Africa’s population. However, the country continues to be in a great time of transition, and many are desperately seeking answers to the countries problems

2.2 ECOSYSTEM ANALYSIS In our endeavor to create correct and sustainable solutions to extreme poverty, we have taken great care to look at all the factors involved in making an impact. We ask ourselves on a regular basis, “What systems need to be in place to expand and equip more people?” and “How can we create sustainable change within individuals through what we cultivate within the community and society?”

Environmental Conditions:

POLITICS AND ADMINISTRATIVE STRUCTURES The political environment that Hope Africa Collective operates in can present a few challenges. Legal restrictions from both domestic and foreign governments can at times create a complex network of requirements to navigate through as we launch works in various communities.

Tax law and donation requirements from the countries where Hope Africa Collective is incorporated regulate some of how we need to operate. When working in our target communities, planning considerations such as registration requirements, immigration and customs law, and local council requirements are some of the other areas to navigate.

�13

One of the greatest challenges in working with local and national governments is in seeking to do things in a way that creates honesty, openness, and lasting change from within. Stability and longevity of current governments is a consideration when building relationships with government agencies.

ECONOMICS AND MARKETS The developing, impoverished communities that Hope Africa Collective (HAC) operates in and seeks to work in, predominantly exist within volatile, unstable economies with sometimes-nonexistent markets for goods that the community produces. Any sustainable solution that HAC intends to implement addresses these economic forces in tangible, practical ways. Up to this point, HAC has been working in South African townships which have existing markets for goods and services within close proximity.

There are many factors that HAC considers during project planning and implementation. These include currency issues (such as inflation and exchange rate), the unemployment rate, the existing business base in the community, existing levels of entrepreneurial activity, the availability of resources for economic development, financial infrastructure (banks, existing markets, etc.), and inflow/outflow of goods and capital to and from the community.

GEOGRAPHY AND INFRASTRUCTURE Infrastructure is one of the greatest obstacles to creating sustainable solutions to extreme poverty. However, HAC has begun its efforts in the South African townships where geographically they have a mature infrastructure within close proximity. Over time, as we reach out into deeper rural environments, a detailed analysis of existing geography and infrastructure will be required to create innovative solutions that will minimize the impact of the lack of an existing infrastructure.

CULTURAL & SOCIAL FABRIC As Hope Africa Collective looks at a community for potential selection, we carefully examine the cultural and social consistency of the community. The people of the target community own the community; we are just visitors seeking to partner with them for equipping and the hope of a better future. As such, we must be sensitive to their culture and way of life.

We examine how the community leadership is structured and how the community as a whole is organized. Care is taken to study the target community’s culture to note any cultural sensitivity that must be addressed during project implementation. HAC assesses the attitude of the community and partner organizations coming in to help them, and determine the level of previous interaction with aid agencies. Does the target community see the project as a handout? Do they see the benefits of engagement with Hope Africa Collective? All these are issues that are addressed by our foundation teams in the early phases of a project.

�14

2.3 COMPETITIVE ADVANTAGE Many organizations have entered the poverty alleviation sector over the past fifty years. The adoption of the Millennial Development Goals in 2000 brought new entrants to the sector at a greatly increased rate. Improvements have been made as organizations have begun focusing on best practices and learning from one another. But inefficiencies, mismanagement of resources, and degradation of communities targeted by aid agencies continue to plague the development sector. While we have a healthy respect for the incredible work that has been done previously by the many heroes dedicated to reducing global poverty, we believe that we have created a poverty reduction model that truly differentiates us from our competitors.

Organizations like the World Bank have said that infrastructure development in Sub-Saharan Africa over the past 50 years has been good, but has left a large gap in bringing people out of extreme poverty. This gap is in human capacity development, or life development. This is where Hope Africa Collective has chosen to focus its efforts in bringing people out of poverty.

The following document will list these points of differentiation that will enable Hope Africa Collective to create sustainable solutions of significant impact in impoverished communities throughout Africa.

The HAC model will implement truly holistic solutions in the communities we work with. By looking at all the needs together in a “big picture” analysis, we will be able to touch all the specific levers needed to move the community out of poverty permanently. This prevents short-term gains from focusing on any one need, such as hunger or disease, in isolation.

Our unique model for community development is a great enabler for mission accomplishment in each project. The combined workforce of locals and volunteer partners provides skilled trainers, as well as empowers the locals to take ownership in their community solutions. It also increases awareness about the global poverty crisis, and mobilizes individual citizens from developed nations to become catalysts for global social change.

Through a standardized set of metrics and rigorously measuring the progress in our development projects, we bring a high level of efficiency, transparency, and accountability to our projects. Our aggressive approach to measurement also enables our donors and investors to effectively evaluate the impact of our organization.

�15

3.0 VISION

We dream big at Hope Africa Collective. Our vision is to see a world without extreme poverty. A world where every individual has the opportunity to live a life of dignity—without wants for the basic necessities of life. The issues of extreme poverty are a difficult but solvable equation that will take all of us working together. We have laid out specific goals as to how we will play our part in obtaining this greater vision.

On the individual community level, HAC seeks to establish thriving communities that are free from poverty through meeting our mission success criteria. They will be communities whose needs are assessed and met in a holistic manner, and are thriving not only economically but in every aspect. This all begins through focusing on holistic development with individuals. We believe that through individual impact, a ripple effect is created that extends to the community.

Our model of community development will be multiplied in neighboring communities to form other Community Development Centers. These HAC centers then expand within themselves and work in cooperation with local and national governments and other community assets to bring nationwide poverty reduction.

Ultimately, we envision communities, regions, and nations across Africa that have begun the successful climb out of poverty. We envision local citizens that are the instruments of change in their own societies. We envision people from all over the developed world each playing their part in raising awareness, giving, and participating in this war against poverty. We envision a world working together to bring equality and value to all people as we passionately seek the end of extreme poverty by giving every nation a future with hope.

�16

4.0 DEVELOPMENT STRATEGY

4.1 GOAL Hope Africa Collective’s goal for accomplishment can be narrowed down to two simple objectives. The first objective is to bring individuals and communities to a transforming relationship with Jesus Christ. The second is to create an effective, scalable, and sustainable solution to extreme poverty.

Through our current track record in running our model within poverty-stricken communities, we have seen this goal accomplished on a small scale, and look forward to seeing it accomplished on a larger one.

4.2 SCOPE

Geographic Hope Africa Collective has targeted impoverished communities in developing nations of Africa. Our geographic scope will evolve over time. In our early stages of growth, HAC has focused on the townships of the Cape Flats in South Africa. We had several reasons for this choice. First, this region has tremendous needs, yet with a mature infrastructure in close proximity. While many parts of the developing world are making steady progress toward the United Nations’ Millennium Development Goals, the level of poverty in this area has not seen the same level of progress. In the early stages of the venture, HAC has focused on communities in more stable political environments in order to decrease variability and mitigate risk at the individual project level. As the venture has now matured with time and experience, we will expand our geographic scope to include communities throughout other areas of South Africa and elsewhere in Africa.

�17

Townships that we currently work in vary from populations of 50,000 to those with well over 1 million. HAC’s initial target community is found in the township of Philippi and Lower Crossroads with a population of over 750,000, which provided an effective stage for implementation and scalability of our programs.

The goal has been to create a viable, sustainable solution for one community and then expand that model to neighboring communities—each project being built on the expertise, knowledge, and resources gained through the experience in the previous community. We have now seen the impact of the Hope Africa Collective model and will expand this to neighboring communities and nations. Eventually, HAC will target certain African nations and develop regions that maximize synergies and resources across communities. These regions will unify diverse cultures under the cause of poverty alleviation.

Product As has been done, once a community has been targeted, HAC formally commits to a Community Development plan. The project will seek to implement streamlined strategies in each of the four areas of impact: Education, Economic Development, Life Development, Spiritual Formation. These 4 areas have been woven together in a proven model that holistically focuses on the individual and community, to create sustainability. As new projects begin, called Community Development Centers, the majority of these impact areas will ultimately come to fruition in each community that Hope Africa Collective operates.

Support Activities Hope Africa Collective Headquarters are responsible for conducting activities that greatly enable operations in the development projects around Africa. These activities include (but are not limited to) fundraising, recruiting and hiring, coordination between projects, coordination with agencies in government and private sectors, training programs for partners, marketing the projects, financial accounting, legal matters, project sourcing, and systems management.

Plans for Fundraising, Recruiting & Hiring HAC has a dedicated fundraising team. This team’s activities are crucial to HAC’s sustainability as we seek to run our existing programs, expand to other locations around Africa, and deepen impact within impoverished communities. HAC has deliberately been moving toward a more independent financial sustainability model, but will continue focusing on fundraising in the near term.

�18

Quality recruiting and hiring are key to HAC’s success and is central to our theory of change. We seek a staff that best combines passion for helping the poor and vulnerable, with high levels of competency and professionalism in their respective fields. In order to acquire this talent, HAC will provide staff members with industry standard compensation. One of the problems currently in development work is a high staff turnover rate. Hope Africa Collective has not had this as an issue as staff members are truly passionate about the work, and have practical personal sustainability. Volunteers with HAC raise their own funds to serve in Africa at one of the projects.

4.3 PROJECT PHASES As we expand, multiplying our model in neighboring communities, we will continue to launch new Community Development Centers. These centers then expand within themselves and work in cooperation with local and national governments and other community assets to bring nationwide poverty reduction.

Each Community Development Center (CDC) will go through six phases. These phases comprise the core of the HAC model for poverty reduction, and will be discussed in detail in the following section. The six phases are:

Engagement

Agreement

Implementation

Training

Launch

Monitoring & Support

�19

Engagement • Community Group from township has need for HAC Programs • Discussion on purpose, resources, outcomes with the various programs

Agreement • Community Group decides to proceed with implementation, starting with

least one of the HAC Programs • Terms of agreement established • Project team established, including Project Manager from HAC

Implementation • Implementation plan agreed upon, including resource requirements • Existing facilities modified to requirements, if required • New building project established, based on HAC Template

Training • Key training staff selected by Community Group, in discussion with HAC • CG Staff attend comprehensive and hands-on facilitation training at HAC

Training Center • Master set of student training materials is provided • CG Staff graduate as HAC Certified Trainers in the respective program • Systems training provided to the Community Group Administrator

Launch • Community Group recruits first group of students • Student training provided by CG with guidance of HAC staff • Students graduate program • CG continues with ongoing recruitment and training of students

Monitoring & Support • Community Group completes required assessment and reporting to HAC • HAC regularly monitors the Community Group to ensure quality and that

intended outcomes are being achieved • HAC provides on-going support, as required, to the Community Group

�20

4.4 IMPACT AREAS Our aim is to integrate sustainable solutions to the root causes of poverty and injustices. Whereas some organizations focus on one aspect of need in an impoverished community, such as water or literacy, we have chosen a multifaceted approach to help the whole person. By just equipping one aspect of an individual or community, the other aspects have proven to hold them back from reaching their full potential. Because poverty is complex, so are we. In light of this, each community model will be an innovative solution designed specifically to meet the needs of the target community. We focus on the following impact areas to see community transformation fully realized.

It is important to note that this is a holistic model. The plan to address each impact area relies on each of the other pieces growing and engaging the community in their designed ways.

EDUCATION Recent studies show that 57 million pre- or primary-school-aged children are not in school. According to UNICEF, in poverty stricken developing nations, only 50% of 3- and 4-year-old children are receiving Early Childhood Development (ECD). They also note proven correlation to early childhood intervention and education to future reduction in crime rates, unemployment, and overall health.

Because of the value of education, and especially with children, Hope Africa Collective has schools as a key focus in our work in South Africa and elsewhere in Sub-Saharan Africa. Statistically, impacting this age group has massive impact in community transformation and creating a future without poverty.

We are launching a reproducible ECD school model that focuses holistically on the child and their development at this crucial period in their life. This schooling is scalable. We will begin each school focused on the 4-7 age group, with the opportunity of growing it into subsequent grades as demand and need grows for this in various areas where there are HAC Community Development Centers.

�21

ECONOMIC DEVELOPMENT The communities that Hope Africa Collective operates in have some of the highest unemployment rates in the world. With the unemployment rates in South Africa reaching well over 40% in the impoverished areas that we work, the creation of sustainable small and micro enterprise is essential to both economic growth and the future of social-political sustainability.

In the past, research has shown that South Africa has only 35% of its GDP contribution coming from entrepreneurs, where countries like India and Brazil have upwards of 60%. There simply are not enough jobs for the demand in these growing mega cities of townships and slums. Because of this, economic development is essential to the sustainability of individuals and of communities seeking to exit extreme poverty.

The diagram below depicts our holistic process for economic development that students engage with. The key components of this quip them for the future as entrepreneurs.

Below is a break down of our Economic Development Process:

Math Literacy For most growing up in the areas that Hope Africa Collective operates, even those who have finished high school, there is a very poor comprehension of math. Even someone going to get an introductory job at an employer has to pass a math test to get the employment. Especially for someone engaging in their own business activity, we see math skills as very important to the success of running a business. This refresher course gives them the tools that they need.

�22

Financial Literacy As all the students participating in the small business development program have come from extremely poor communities, they have not had the privilege of taking time to plan for the future. For most, their life has been day-to-day sustenance and survival. This financial literacy module helps them to start planning for the future. The basics of budgeting, savings, and investment are looked at in this course in a very practical and cultural way.

Business Literacy After our students graduate, the goal is that they flow right into their own self-employed business venture. To do this requires many other skills and learned behaviors essential to running one’s own business. Topics such as accounting, marketing, profitability, competition, and other important factors in running a successful business are covered in this module. The outcome obviously being for the learner to be sustainable in running their own endeavor.

Faith Discovery This module helps the learner to engage with aspects of faith and the spiritual side of themselves. For many, this is an opportunity to engage with real thoughts that they have had over the course of their life, and finally come to conclusions about God. From experience, it is a very inspiring and moving time for each of the students that take part

Trade Skills This large part of the small business development process is targeted at teaching the learner a reproducible and profitable skill that they can then take to provide for themselves and their families. One of the key factors inhibiting economic growth has been the skills gap. Much research has gone into which skills will be taught, and which trades will be successful in the informal environments of poverty-stricken communities. What can the individual learn that they could grow as a micro-business? What will work with very little start-up capital? These and many other questions were addressed as we targeted the trade skills that would be passed on to those taking part in this intensive course. Below are two of the specific skills that HAC will offer:

Hair & Beauty This course will be focused on educating and equipping female learners. The investment into women is proven to have a very high yield in the developing world, and this skill is one that there is a large market for. Women learn how to do hair, nails, eyelashes, and other high-demand services that nearly every woman makes use of. This involves selling products as well as providing the services themselves.

�23

Tiling and Laminate Flooring Throughout the greater Western Cape of South Africa, many of the personal residences and businesses are fitted with tile or laminate flooring. This trade skill provides our learners with a marketable and highly requested skill within the region.

Coffee Roaster and Kiosk Today, coffee is the second largest traded commodity in the world after oil, the second most consumed beverage after tea (with more than 500 million cups consumed every day), and it employs more than 50 million people globally. This is an emerging market in South Africa, and we look to train young entrepreneurs in coffee roasting production as well as coffee sales via portable and fixed kiosks in local markets and shopping plazas.

Mechanical Repair One of the major sources that men can make money in the townships is from doing mechanical repair and “handyman” types of jobs for their communities. From research in many of the specific areas that Hope Africa Collective works, this has proven to be a very valuable and useful skill. Our learners will have the ability to use their skill in a variety of ways to make money for themselves and their families, as well as to help their community.

�24

LIFE DEVELOPMENT The Hope Africa Collective Life Development Process (LDP) that exists in nearly every community that we work within is a holistic equipping journey for those that take part. Over the course of 9 weeks (plus follow-up afterwards), students engage with different modules that target aspects of their physical, emotional, and spiritual self. People are multi-faceted, so we take a multi-faceted approach to life and community development. This course is a perfect example of how we do this on the individual level. Below is a diagram showing this process, followed by a breakdown of its components.

Along with the Math Literacy, Financial Literacy, and Faith Discovery components from the Economic Development model (detailed above), the LDP modules include:

Life Direction We have already seen more than 600 students come through this life-coaching component of the course, which for many, is a groundbreaking process. The idea behind this first part of the process is that someone cannot move forward in life in a purpose-driven way without engaging their story and what they have had to come through. This module deals with a range of heart-motivated as well as practical topics, like conflict resolution, trust, communication, HIV/AIDS, gender, CV writing and interview skills, and goal-setting.

Oral English Whether it is pursuing higher education or engaging with the job market, being confident in English is a must for success. The South African education and business worlds operate in English, and for our graduates to confidently step into that sphere requires more practice and finishing on various aspects of the language. All of our students can speak English, but many need the practice to speak in confidence in job interviews and workplace environments.

�25

Health and Nutrition Education Knowledge of overall healthy living is not a common understanding that is naturally understood or part of the culture in the communities that we work. Because of this, diabetes, chronic health problems, and poor general health are common. This module provides basic education, practical principles, and healthy practices to live by when it comes to our physical selves. Diet, overall health, and exercise are some of the topics in this part of the LDP.

Computer Literacy Training As the majority of South Africans don’t have a home computer or frequent access to one, computer literacy in general is very low. Even the most basic understanding of this vital skill drastically increases an individual’s opportunities for employment and education. This module instructs students on keyboarding, Windows, Microsoft Word and Excel, utilizing the internet, and creating resumés.

SPIRITUAL FORMATION As Hope Africa Collective is a faith-based organization that believes in the principles and truth of the Bible, we believe that this impact area of our holistic approach to community development has the power to change lives. The various aspects that are built into this impact area are designed to equip, mobilize, and inspire leaders, pastors, and churches to follow the example of Jesus in working alongside the poor and oppressed. Below are some of the ways that we do this.

Church Mobilization We empower and equip the local church and church leadership, with the goal of seeing the Church become the primary source of development in the communities in which we work. We provide various regular seminars and meetings for pastors and leaders of churches to be equipped in leadership development, discipleship, and Biblical training.

Hope Africa University We have the privilege of partnering with Kings University, with its main campus in Dallas, Texas, to offer pastors, leaders, and church planters the opportunity to deepen their knowledge of the Bible and their relationship with Jesus. This accredited university, founded by Pastor Jack Hayford in 1989, will provide a unique and invaluable resource for Hope Africa Collective and its partners. Through this university partnership, we will offer several options for learners to engage with.

• 1-Year Certificate Program: This one-year certificate course allows pastors or leaders to come to the Hope Africa Collective campus and receive training at various intervals throughout the year to equip them for their churches, or spur them on in their own personal growth.

�26

EPIC Leadership and Discipleship Program Hope Africa Collective has been running this EPIC (Equipping People In Christ) program for many years now, and has seen a vibrant and charismatic group of leaders sent out into their various spheres of passion. This intensive course has various components over the course of one year, as can be seen below:

• Intensive: Students begin their EPIC journey with the first month intensive. Daily they cover topics such as grace, identity in Christ, Biblical worldview, leadership development, activating your purpose, relationships, and the Father heart of God. Much time is also spent in small groups and discipleship processes.

• Reconnect Follow-Up: After this intensive, students come back to HAC for four weeks (one day each week) to follow up with staff and their peers with challenges they are facing, and ways to implement some of their new-found purpose and passion.

• Equip Seminars: After finishing the intensive, these leaders take part in four other long weekend seminars throughout the year at HAC. These seminars build on the material that was covered during their intensive, as well as exploring new ways that the EPIC students can make impacts in line with their talents and passions.

• Discipleship: Throughout the course of the year, students continue to engage with staff that mentor and coach them through various aspects of the development they are seeking in their own lives.

�27

5.0 LIMITATIONS & LIABILITIES

As with any venture of magnitude and importance, there are obstacles along the way. Hope Africa Collective has weathered a number of obstacles since our inception, which have allowed us to build more correct processes and initiatives into the development work that we do. In forecasting 2015, it is inevitable that we will discover many new limitations and potential liabilities that must be worked out as our model of development expands. A few of these limitations (along with steps HAC is taking to overcome them) are cited below for consideration:

One of the limitations in our model is in the relative lack of concrete partners in far-reaching areas that we are looking to expand our development model into. While we have the network to establish such partners, we have yet to deepen our ties and integrate the Hope Africa Collective model in with other partner organizations. To mitigate this factor, we have been connecting with specific networks of churches and other NGOs that desire to partner with us in seeing our model and programs run in their communities. Key members of our Advisory Board are also connection points for us into expanded areas.

Another limitation to consider is the ongoing fundraising goals that can present a barrier to development. We have had three years of consistent funding to be able to operate and perfect the model of community development that we are utilizing in impoverished communities. With our next step to now expand the scope and operations of HAC to numerous sites, the funding needed grows. Up to this point Hope Africa Collective has received the bulk of its operating and capital budget from individuals and businesses in the U.S. and Australia. In 2013/14 we were able to see a rise in funding from South African government entities as well. We foresee the next financial year to have a much more steep rise in funding from the South African government and development groups, as well as overseas funding. Through some of the small business development we aim to do in communities, there will also be a level of funding coming in from small business start-ups. Through these sources and others that are being cultivated, we believe that the funding gap limitations will be overcome and the growth of HAC will continue.

�28

6.0 FINANCIALS

Below are the financial projections for the next three years according to the long-term strategic plan of the organization.

Hope Africa Collective has as its goal to continually seek to reduce their dependence on outside sources by becoming increasingly financially self-sustaining through social enterprise. We will continue to work on revenue generation models that will help us reach that goal.

Beginning year 2016, we are projecting to launch a for-profit business that exists for the sole function of employing local talent and providing a revenue stream for Hope Africa Collective NGO.

The projected expense budget was designed around the goal of attaining the necessary 2015 budget funding prior to February 1, 2015 in the amount of $558,250 with a capital request of $21,600.

Total required $579,850

�29

EXPENSES 2015 2016 2017

Program Expenses (USD)

Education1 175,000 192,500 211,750

Economic Development2 74,000 81,400 89,540

Life Development 118,000 129,800 142,780

Spiritual Formation 92,000 101,200 111,320

Subtotal 459,000 504,900 555,390

Administration & Mgmt 66,250 72,875 80,162

Subtotal 66,250 72,875 80,162

Communications & Fundraising 33,000 36,300 39,930

Subtotal 33,000 36,300 39,930

Total Expenses 558,250 614,075 675,482

CAPITAL PROJECTS (USD)

Organization Vehicle 12,000

Classroom furniture & fixtures 3,000

Training School Computers (12) 6,600

Community Development Center 280,000

Total 21,600 280,000

1. includes build out cost

2. portion of cost contained in Life Dev

�30

7.0 PARTNERSHIP

Join us in investing in Africa and ending the cycle of extreme poverty.

PARTNER TODAY IN ONE OF THE FOLLOWING WAYS:

Impact Partner $30 / month Family Partner $100 / month Bridge Partner $1,000 / year Hope Partner $5,000 / year Vision Partner $25,000 / year Freedom Partner $100,000 / year Promise Partner $250,000 / year Achievement Partner $500,000 / year

Tax-deductible donations can be made to Hope Africa Collective. We are a 501(c)3 nonprofit charitable organization, with full tax-exempt status.

Tax ID# 26-4147492

Donations can be made online at HopeAfrica.com or mailed to:

Hope Africa Collective PO Box 561310

Orlando, FL 32856