BIQ01 - What is the official name of your organisation/project (and any registration number if you have one, plus main contact, email address and phone number)?
Official project name: P505_Safe_Voice – Safe Voice Programme. This is a central PHC Port programme supported through Order Efficiency Ltd and the PHC Service, not a separate local delivery NGO. Main programme contact, email address, telephone number and any company/registration details should be inserted from the current Order Efficiency Ltd / PHC Port administration record before formal external circulation. Each organisation-coded pilot, such as P507_Safe_Voice_BCF and P508_Safe_Voice_AOF, should also hold its own local organisation contact details.
BIQ02 - Are you registered (NGO / CBO / company / informal group)? If not, do you want to register?
P505_Safe_Voice is a PHC programme framework rather than a standalone registered NGO/CBO. The central programme is intended to be governed and supported through Order Efficiency Ltd and PHC Port. Local pilot projects should be attached to their own legitimate organisations, which may be registered NGOs, CBOs, companies limited by guarantee, charities, informal community groups or other local bodies. Where a partner is not registered, the registration need should be treated as a Concern before any formal funding route is promoted.
BIQ03 - What location(s) do you operate in (town/county/region)? Any plans to expand?
The central programme is not restricted to one town, county, state or country. It is designed to support multiple organisation-coded pilots, each with its own distribution/location tags for mapping delivery areas. Initial pilots include organisation-specific projects such as BCF and AOF. Expansion should be controlled by readiness, safeguarding maturity, available people, verified partners and funding capacity, not by enthusiasm alone.
BIQ04 - What problem are you solving in one sentence?
Safe Voice helps credible organisations turn hidden need, vulnerable-person support and community protection work into governed, evidence-based, fundable projects where Concerns can be heard, tracked and acted upon responsibly.
BIQ05 - What does "success" look like for you in 6 months and 12 months?
In 6 months, success means the central P505 framework is live on PHC Port with standard narratives, manifesto, framing questions, initial Concerns, Actions, Deliverables and at least the first organisation-coded pilots structured for fund prospecting. In 12 months, success means several pilots are actively using PHC Port records, public Concerns, evidence notes, map/distribution tags and periodic reporting to show what is real, what is active, what is missing and what funding would unlock next.
BIQ06 - What is your biggest constraint right now (money / people / equipment / skills / trust / transport / time / other)?
The biggest constraints are likely to be funding, verified local capacity, evidence discipline, safeguarding maturity, data protection practice and consistent engagement from pilot organisations. The programme must avoid the common error of creating attractive documents faster than it creates reliable delivery evidence.
BIQ07 - What are the top 3 priorities you want help with immediately?
Immediate priorities: 1) establish P505 as the central Safe Voice programme framework with clear boundaries and standard documents; 2) create complete PHC Port records for the first pilot organisations, including BCF and AOF; 3) build initial Concern, Action and Deliverable records that make fund prospecting credible and show the reality of engagement rather than relying only on website claims.
BIQ08 - What partners do you already work with (government, clinics, schools, NGOs, churches, local leaders)?
At central level, partner relationships are still to be confirmed and recorded. Potential partner categories include local NGOs/CBOs, schools, community leaders, clinics, counsellors, safeguarding professionals, faith groups, local government, police child protection or welfare units, donors, corporate sponsors and diaspora supporters. Each pilot must separately record its real existing partners and distinguish them from desired or proposed partners.
BIQ09 - What systems do you currently use (paper notebook, WhatsApp, Excel, Google Drive, website, none)?
The intended central system is PHC Port, using project records, Concerns, Actions, People, Events, Deliverables, comments, evidence and reports. Many local partners may currently use WhatsApp, paper notes, mobile phones, websites, social media, Google Drive, Excel or informal memory. A key programme function is to bring that scattered information into a more disciplined PHC structure without pretending all partners already have mature systems.
BIQ10 - Do you have permission/consent from people on your register to store/use their data for support services?
The central programme should not assume that consent is already in place for any pilot organisation. Consent, safeguarding and data-handling rules must be confirmed per pilot before storing personal or sensitive beneficiary information. Public PHC Port content should avoid exposing identities or private case details. Where beneficiary comments or concerns are gathered, the public version should be processed and anonymised, while original material must be restricted to appropriate authorised users only.
PSQ01 - What service can you name, with brief description of each that will help the beneficiaries of your project?
Programme-level services include PHC project structuring, organisation-coded pilot setup, funder-ready narratives, Concern capture, Action tracking, Deliverable tracking, People/partner mapping, evidence discipline, safe public-facing communication, beneficiary/community feedback design, distribution/location tagging, governance review and support for fund prospecting. Local pilots may add their own services such as education support, health outreach, welfare support, youth development, safeguarding awareness, nutrition, counselling referral or community mobilisation.
PSQ02 - List your current services (what you do today), and for each: how often and for how many people per month?
At central level, P505 is currently a programme setup and governance-support function rather than a direct monthly service provider. Current services are document preparation, PHC Port structuring, pilot design, manifesto/framing material creation, and early fund prospecting support. Monthly quantities will depend on the number of active pilots and their engagement. Each pilot must separately record how often it serves beneficiaries and approximately how many people it reaches per month.
PSQ03 - Which services are most needed but you cannot currently deliver?
Services most needed but not yet fully deliverable centrally include verified safeguarding escalation pathways, formal data protection procedures for sensitive records, partner due diligence, local referral mapping, consistent monthly evidence reporting, budgeted field coordination, dedicated PHC admin support and a reliable funding channel for pilot operations.
PSQ04 - What are the top 5 needs reported by beneficiaries of your project (health, safety, work, school, counselling, etc.)?
Likely top beneficiary needs across Safe Voice pilots include safety/protection, education access, health and welfare support, food/nutrition support, dignity and hygiene, family support, income or livelihood support, counselling/referral pathways, trusted reporting routes and practical help navigating local services. These needs must be verified separately within each pilot rather than assumed from the central programme.
PSQ05 - What is the service pathway right now? (How does a person join → receive help → follow-up?)
The central service pathway is: identify or receive a potential pilot organisation; create a PHC project record; capture core narratives and manifesto; gather framing answers; identify initial Concerns, Actions, People and Deliverables; define distribution areas; check safeguarding/data risks; prepare fund prospecting material; support engagement; review evidence; update public-facing records and reports. At local level, each pilot must define its own beneficiary pathway from first contact to support and follow-up.
PSQ06 - What makes your approach different from other organisations (if any)?
The distinctive feature is that Safe Voice does not only ask for donations or publish inspirational claims. It creates a live PHC structure where the reality of engagement, Concerns, unanswered questions, Actions, Deliverables and evidence can be seen and reviewed. This makes the programme more transparent, more uncomfortable in a useful way, and more funder-relevant than ordinary charity promotion.
PSQ07 - What "minimum service package" could you reliably deliver every month if basic funding existed?
A minimum central monthly service package would include: maintaining the P505 programme page; onboarding or updating a small number of pilot records; capturing new Concerns; converting comments/questions into structured review items; updating Actions and Deliverables; producing a brief monthly progress/evidence note; and identifying the next fund prospecting requirement. A funded pilot package could add regular partner calls, evidence review, monthly public reporting and targeted donor outreach.
PSQ08 - What does a typical case look like from first contact to resolution?
A typical central case is not an individual beneficiary case but a pilot-organisation development case. It begins when an organisation is identified, continues through structured project setup, review of its public claims and evidence, creation of PHC narratives and Concerns, agreement of immediate Actions and Deliverables, publication on PHC Port, fund prospecting, partner engagement and periodic review. Individual beneficiary cases should be handled only by appropriate local partners with proper safeguarding controls.
PSQ09 - What are the risks/harm points in service delivery (stigma, security threats, exploitation, misinformation)?
Risks and harm points include exposing vulnerable people publicly, storing sensitive data without consent, allowing comments to reveal identities, overstating impact, promoting unverified partners, creating false expectations of emergency help, volunteer misconduct, weak referral pathways, political or religious capture, founder dependency, funding misuse, reputational damage, beneficiary exploitation and expansion faster than governance capacity.
PSQ10 - How do you measure whether a service worked? (simple indicators)
Simple indicators include number of pilot organisations structured, number of active pilots, number of Concerns created and updated, number of Actions closed, number of Deliverables completed, number of verified partners, number of distribution areas mapped, number of public questions/comments processed safely, number of funding approaches made, amount of funding raised, and quality of evidence supporting claimed impact.
PSQ11 - What services could be delivered remotely (WhatsApp/phone) vs require physical presence?
Remote services include PHC Port setup, document preparation, project review, comments/questions processing, partner calls, fund prospecting support, report writing, training by video/WhatsApp and evidence review. Physical presence is required for beneficiary service delivery, field verification, community meetings, safeguarding visits, school or clinic activity, distribution of materials and any situation requiring direct local protection or welfare intervention.
PEQ01 - What equipment do you have? mobile phone? pc? printer? monitor? - list all you have.
Central programme equipment is whatever is available to Order Efficiency Ltd / PHC Port administration and should be recorded separately. Minimum central operating equipment should include a reliable laptop/desktop, internet access, backup storage, secure password management, phone/WhatsApp access and access to PHC Port. Each pilot organisation should separately list its own phones, computers, printers, storage, transport and field equipment.
PEQ02 - How do we contact you? Telephone number? Office Address? Main Contact? Number of people in the management team? Number of people that the project will address?
Programme contact details should be inserted from the current PHC Port / Order Efficiency Ltd administration record. The central management structure should identify David Winter / Order Efficiency Ltd, PHC support roles and any approved programme assistants. The number of people addressed by the project is not a fixed central number; it grows through active pilot organisations and should be reported per pilot and by mapped distribution area.
PEQ03 - Where are you working from? Would the office address be your home? a community centre? an internet cafe?
The central programme is operated remotely through PHC Port and Order Efficiency Ltd rather than from a local project office. Pilot organisations may work from homes, community centres, schools, offices, clinics, internet cafes or field locations. Each pilot must declare its actual working base and whether it is suitable for sensitive records, meetings and beneficiary interaction.
PEQ04 - What equipment is working reliably, and what is broken / missing / shared / borrowed?
At programme level, reliable digital access is essential. Missing or weak items may include dedicated admin capacity, secure backup arrangements, standard evidence storage, formal case-management tooling and field verification resources. Pilot organisations must record what is working, broken, borrowed, shared or missing, because equipment weakness can directly affect reporting and delivery reliability.
PEQ05 - How stable is your electricity and internet (daily / weekly outages)?
Central PHC work depends on stable internet and electricity, but pilot organisations may face daily or weekly outages. Electricity and connectivity must be treated as practical delivery risks, especially where updates, evidence uploads, remote calls or beneficiary communication depend on mobile phones or internet access.
PEQ06 - Where is your data stored (paper files, phone, laptop)? Is there a backup?
Central programme data should be stored within PHC Port and controlled project files with appropriate backups. Sensitive personal data should not be casually held in public project records. Pilot data may currently sit in paper files, phones, WhatsApp, laptops or cloud folders; each pilot must identify storage locations, backup method, access control and privacy risk.
PEQ07 - Do you have a safe place to store sensitive records?
At central level, public PHC Port records should avoid sensitive identity exposure. Any restricted original comments, beneficiary details or safeguarding notes need controlled access. Each pilot must confirm whether it has a lockable cabinet, secure device, password protection or other safe storage before sensitive records are collected.
PEQ08 - Do you have transport (walking, bicycle, motorbike, car, public)? Biggest travel barrier?
Central programme support is mostly remote. Pilot transport requirements will vary and may include walking, public transport, motorcycle, car or hired transport. Travel barriers are likely to include cost, safety, weather, distance, poor roads and the need to reach beneficiaries discreetly or reliably.
PEQ09 - What are your printing/scanning options (none / pay-per-use shop / own printer)?
Central printing/scanning may be limited because most programme documents are digital. Pilot organisations may use pay-per-use shops, phone scanning, borrowed printers or their own printer. Printing/scanning capability matters for consent forms, school letters, reports, receipts, beneficiary confirmations and funder packs.
PEQ10 - If you had a small "starter kit" (phone + laptop + printer), who would be responsible for it?
If starter kits are funded for pilots, responsibility must be assigned to named accountable persons in each organisation. The equipment should be logged as a Deliverable/Asset, with rules for storage, password protection, acceptable use, backup, transfer on role change and reporting if lost, stolen or damaged.
PEQ11 - What does your workspace need to become functional (desk, chair, lockable cabinet, internet router, etc.)?
The central workspace needs reliable digital administration, secure file management, project templates and time for structured review. Local pilot workspaces may need desks, chairs, lockable cabinets, basic internet, phone charging, stationery, secure storage, private meeting space and a safe way to meet beneficiaries without exposing them.
PEQ12 - What would be the ideal operating base in 6 months (home office / shared centre / rented office)?
The ideal central operating base in 6 months is a stable remote PHC administration function with active PHC Port records and regular review rhythm. The ideal pilot base will vary: some may need a home office, some a shared centre, some a rented office, and some a partner school/community venue. The decision should be made from safety, cost and actual service pathway rather than prestige.
PEQ13 - What security risks exist at your premises (theft, harassment, privacy exposure)?
Premises risks may include theft, harassment, political/community pressure, family or neighbour exposure, unsecured paper records, public visibility of vulnerable visitors, device loss, poor privacy for conversations and pressure from people trying to influence records. These risks must be identified per pilot before sensitive services expand.
PQ01 - Who are the key roles today (leader, admin, outreach, finance, volunteer coordinator)? Names + roles.
Central roles currently required include programme sponsor/lead, PHC strategist, PHC analyst/documentation support, admin support, safeguarding adviser/lead, funding/fund prospecting support, technical/PHC Port support and pilot liaison roles. Names should be inserted only where confirmed. Each pilot must separately list its leader, admin, outreach, finance, volunteer coordinator, safeguarding lead and active volunteers.
PQ02 - How many are active weekly (not just "on the list")?
Active weekly central personnel should be recorded honestly once the programme is live. At this stage, the programme should avoid counting people who are merely interested or on a WhatsApp/contact list. Each pilot should distinguish active weekly contributors from passive supporters, because funders will quickly sense inflated capacity claims.
PQ03 - What skills do you have in the team (counselling, healthcare links, social work, advocacy, fundraising, admin, IT)?
Central skills available or needed include project governance, PHC methodology, risk/Concern management, documentation, public-facing communication, funding narrative development, data discipline, website/project-page structuring and partner engagement. Additional skills needed around the programme include safeguarding, child/vulnerable adult protection, counselling referral knowledge, local legal awareness, finance control and monitoring/evaluation.
PQ04 - What skills are missing that you need most urgently?
Most urgent missing skills are likely to include formal safeguarding expertise, data protection procedure design, local referral mapping, monitoring and evaluation, grant/funder targeting, field verification, financial control support and trained pilot coordinators who can keep records updated without constant central pushing.
PQ05 - What training would help most (basic safeguarding, data handling, case management, fundraising, reporting)?
Most useful training would include basic safeguarding, data handling, consent and confidentiality, case/concern management, PHC Port use, evidence collection, public communication without beneficiary exploitation, volunteer supervision, simple finance records, reporting for donors and safe handling of comments/questions.
PQ06 - How do you recruit and manage volunteers (screening, agreements, supervision)?
Volunteer recruitment and management should not be informal once vulnerable people are involved. Each pilot should have basic screening, role descriptions, conduct rules, supervision, reporting lines and removal procedures. The central programme should provide templates and Concerns to highlight gaps, but local organisations must own their volunteer decisions and legal duties.
PQ07 - Do you have a safeguarding lead / safeguarding rules? If not, who could be assigned?
The central programme should appoint or identify a safeguarding adviser/lead before handling sensitive beneficiary material at scale. Each pilot must name a safeguarding lead or state that one is missing. Where no safeguarding lead exists, creating that role should be an early Action and possibly a precondition for certain services or funding approaches.
PQ08 - What is your communication rhythm (weekly meeting, WhatsApp group, ad-hoc)?
The central programme should use a regular review rhythm, ideally weekly for active setup and monthly for wider reporting. Communication may use PHC Port, email, WhatsApp and calls, but decisions and agreed Actions should be captured in PHC records rather than left buried in chat threads.
PQ09 - What conflicts or workload risks exist (burnout, role confusion, disagreements)?
People risks include burnout, role confusion, founder dependency, unpaid labour fatigue, disagreements about control, safeguarding discomfort, weak response to criticism, overpromising to beneficiaries, volunteers acting outside authority and central PHC documents moving faster than local capacity. These should be treated as live Concerns, not awkward side issues.
PQ10 - If funding arrived, which 3 positions would you pay first (and why)?
If funding arrived, the first three paid positions would likely be: 1) programme/pilot coordinator to maintain records and communication; 2) safeguarding/data lead or adviser to protect vulnerable-person handling; 3) admin/evidence officer to maintain Concerns, Actions, Deliverables, receipts, photos, confirmations and reports. Pilot-specific roles may differ according to local service needs.
FQ01 - Do you have any current income (donations, grants, sales, membership, events)? Rough monthly average.
Central programme income should be recorded separately once any funding, donations, sponsorship, PHC service fees or grants are received. At this stage, do not assume regular income. Each pilot must separately declare current donations, grants, sales, memberships, events or informal support and provide a rough monthly average if known.
FQ02 - What are your fixed monthly costs (rent, airtime, transport, printing, internet)?
Likely central fixed costs include PHC Port hosting/technical overhead, administrative time, documentation support, calls, internet, software, secure storage and fund prospecting time. Pilot fixed costs may include rent, airtime, transport, printing, internet, volunteer stipends, beneficiary materials and meeting costs. These need to be converted into a proper budget before funding requests are made.
FQ03 - What costs are unpredictable emergencies (medical cases, relocation, safety incidents)?
Unpredictable emergency costs may include urgent beneficiary welfare, safeguarding incidents, medical referral, transport for crisis response, replacement of stolen/broken devices, urgent relocation, legal/documentation help, family crisis support or response to reputational/safety incidents. The central programme should not promise emergency response capacity unless funding and referral routes exist.
FQ04 - What are the top 10 things you spend money on when you have it?
Likely spend categories include PHC administration, pilot coordination, phones/airtime, internet, transport, printing, training materials, beneficiary support items, school/health/hygiene/nutrition materials depending on pilot, safeguarding/data controls, evidence collection, partner meetings and reporting. Exact spending must be validated per pilot.
FQ05 - Do you keep records (cashbook, receipts, mobile money statements)? Who holds them?
The central programme should keep clear digital records of income, expenditure, time, invoices, receipts and funding use. Each pilot must state whether it keeps a cashbook, receipts, bank/mobile money statements or only informal records. Weak financial records should be treated as a funding-readiness Concern.
FQ06 - Do you have, or intend to open, a bank/mobile money account in the organisation name? If not, what do you use?
At central level, funds should go through an appropriate Order Efficiency Ltd / programme-controlled route unless a different legal funding structure is approved. Each pilot should ideally have an organisation-name bank or mobile money account. If not, the temporary arrangement must be declared, risk-assessed and improved before larger funding is sought.
FQ07 - What is the smallest funding amount that would make a real difference this month?
The smallest useful central funding amount would be enough to maintain active PHC setup, complete the first pilot records, produce initial Concern/Action/Deliverable packs and begin targeted fund prospecting. A practical starter figure should be calculated from hours, technical costs and pilot support needs rather than guessed. Each pilot should separately state the smallest amount that would make a real difference this month.
FQ08 - What is your 12-month "ideal budget" (even if rough)?
The 12-month ideal budget should be built in layers: central PHC programme administration, technical/PHC Port support, safeguarding/data expertise, documentation and reporting, fund prospecting, and separate pilot support packages. A rough budget should be produced once the number of active pilots and expected support level are defined.
FQ09 - What funding have you tried before (who, when, result)?
Funding attempts for the central programme should be recorded as Actions/Events as they happen, including funder name, date, ask amount, response and follow-up. For pilots, previous grant/donor attempts must be gathered from each organisation rather than assumed from their website or social media.
FQ10 - What would you consider "good governance proof" to show donors money is safe (reports, receipts, photos, beneficiary confirmations)?
Good governance proof would include clear PHC Port records, named roles, approved Actions, closed Deliverables, receipts, bank/mobile money evidence, anonymised beneficiary confirmations, photos used responsibly, location/distribution tags, monthly progress summaries, funder-specific reports, public Concerns/questions and visible response to those Concerns.
MQ01 - Who is your audience: donors, local community, government, clinics, schools, families, beneficiaries?
The programme audience includes donors, sponsors, grant bodies, corporate CSR teams, diaspora supporters, local communities, participating NGOs/CBOs, schools, clinics, local leaders, statutory actors, volunteers, beneficiaries and people browsing PHC Port to understand the reality of engagement and Concerns.
MQ02 - What channels do you currently use (WhatsApp, Facebook, TikTok, radio, church announcements, community meetings)?
Likely channels include PHC Port project pages, Open Concerns, LinkedIn, Facebook, WhatsApp, email, direct funder approaches, partner networks, community meetings, websites of pilot organisations and potentially short video explainers. Each pilot should list its own actual channels rather than inheriting the central programme channels automatically.
MQ03 - Do you have any assets: logo, photos, short video, testimonials, case stories?
Central assets include PHC Port, P505 project narratives, manifesto, framing questions, initial pilot narratives, downloadable JSON/documents, Concern records and public project links. Pilot assets may include logos, photos, videos, testimonials and case stories, but these must be checked for consent, dignity and safeguarding risk before publication.
MQ04 - What is your "one sentence" message to donors?
One sentence to donors: Safe Voice helps credible grassroots organisations become fundable, accountable and evidence-led, so vulnerable people can be heard and supported through structured Concerns, Actions, Deliverables and transparent reporting.
MQ05 - What is your "one sentence" message to beneficiaries?
One sentence to beneficiaries: Safe Voice is intended to help local organisations listen more carefully, protect your dignity, record real needs responsibly and turn concerns into visible actions without exposing private details publicly.
MQ06 - What questions do people ask most often about your project (and what answers do you give)?
Common questions may include: Is this a charity or a governance programme? Who owns the local project? How are beneficiaries protected? Is personal data public? How do donors know claims are real? What happens when someone comments on a Concern? How is funding controlled? The answer is that P505 provides PHC structure and visibility while local organisations retain their mission and local duties; sensitive personal data must be protected; public Concerns show issues and questions without exposing private cases.
MQ07 - Do you have a list of contacts (supporters / organisations)? How many?
The central contact list should be built deliberately and segmented into pilots, donors, supporters, safeguarding contacts, local partners, volunteers and prospective funders. Do not inflate this with passive names. Each pilot should declare its own active supporter and partner contacts, with consent for communication where required.
MQ08 - What partnerships would unlock growth fastest (hospital, police, school, local government, NGO)?
Fastest growth would likely come from credible pilot organisations, schools, clinics, safeguarding professionals, community leaders, local government welfare actors, corporate sponsors, diaspora funders, grant advisers and NGOs already trusted by beneficiaries. The most useful partnerships are those that add verified delivery capacity, not just names for decoration.
MQ09 - What events could you run quarterly (awareness day, clinic day, school session, community meeting)?
Quarterly events could include Safe Voice pilot review sessions, community listening days, school or youth awareness sessions, health/welfare support days, donor briefing calls, partner mapping workshops, PHC Port demonstration sessions and public Concern review meetings. Events should be modest, documented and followed by Actions rather than treated as publicity alone.
MQ10 - What proof would be easiest for you to publish monthly (numbers helped, photos of deliveries, short story, receipts summary)?
The easiest monthly proof to publish should be a short PHC progress note showing active pilots, new Concerns, questions/comments received, Actions opened/closed, Deliverables completed, evidence gathered, distribution areas updated, funds received/spent if applicable and next funding needs. Photos and stories should only be used where consent, dignity and safety are protected.