Wonders High-Leverage Creative Activation Fund

The detailed layer behind the $15,000 CAD ACTIVATE → CREATE → OWN campaign

PHASE 1 STATUS — CURRENT ACTIVE DEVELOPMENT CAMPAIGN

This page explains:

what the current Phase 1 campaign is designed to fund;
how the working budget is structured;
which figures are local estimates, planning allocations or conditional reserves;
how the Festival’s free-entry / optional Supporter Pass model is being approached;
how the final OWN milestone now capitalizes the first local earned-income pathway;
what must be confirmed before implementation;
how funds are currently coordinated;
and how meaningful changes will be documented.

The campaign remains:

$5K ACTIVATE → $10K CREATE → $15K OWN

The total goal remains:

$15,000 CAD

Return to Phase 1 — Creative Activation →

1. Currency and evidence conventions

For this Phase 1 budget:

UGX = local / implementation reference

CAD = primary public planning / fundraising reference

Current working planning rate:

1 CAD ≈ 2,550 UGX

CAD conversions are approximate.

UGX remains the more useful implementation reference.

Evidence-status language

Working allocation

A deliberate planning envelope for a complete function or package.

Reported local / working estimate

A price or operating figure reported from the local context and useful for current planning, but not necessarily a current written supplier quotation.

Conditional reserve

Money held for a purpose that cannot responsibly be spent until a condition or verification step is complete.

Pending specification

The function is funded, but exact product/vendor/components remain to be selected.

Projected operating scenario

Arithmetic used to test whether a business or program mechanism could work.

It is not actual operating performance.

A budget can be responsible without pretending every number has the same level of certainty.

2. Budget at a glance

Milestone	Cumulative CAD ceiling	Cumulative UGX ceiling	Main function
ACTIVATE	$5,000	12.75M UGX	operating base + first Festival / creative cycle
CREATE	$10,000	25.5M UGX	internal media + registration reserve + first Dance Residency
OWN	$15,000	38.25M UGX	$5K final capitalization envelope for the first locally controlled earned-income engine; initial deployment is smaller and the balance remains protected pending evidence

Current working cumulative arithmetic:

~37.31M–37.36M UGX

against the:

38.25M UGX

full campaign ceiling.

That leaves approximately:

890K–940K UGX of campaign-level implementation flexibility

under the current working assumptions.

That space is not an invitation to add another project.

It exists because real implementation involves sourcing, transport, setup, exchange movement and unexpected friction.

OWN behaves differently from an ordinary purchase list

Reaching the $15K campaign ceiling dedicates the final $5K to the earned-income pathway.

It does not mean the whole $5K should be spent immediately.

The first BWC pilot currently has a smaller working authorization ceiling.

The remaining earned-income capital stays protected until real operating evidence justifies expansion.

3. $5,000 — ACTIVATE

Create the secure operating and communications base and execute the first real Festival / creative-activation cycle

ACTIVATE working ledger

Component	Working amount	Status / note
Secure office package	1.275M UGX	Working allocation; includes first 2 months rent
Dedicated smartphone	1.785M	Working allocation
Dependable computer	3.06M	Working allocation
Everyday Dance Academy speaker	700K	Current local working cost
Banner #1	500K	Working/local cost input
First-Festival PA rental	1M	Reported/working event cost
Decorations	500K	Working event allocation
Tent rental	300K	Reported/working event cost
Seating rental	300K	Reported/working event cost
Festival food / hospitality envelope	2M	Working allocation; redesigned around free entry + optional Supporter Pass pilot
Large-pot rental	100K–150K	Current working rental estimate
Professional Festival media crew	1M	Four-person photo/video team
ACTIVATE total	12.52M–12.57M UGX	Approximately $4,910–$4,929 CAD
Nominal room below 12.75M ceiling	180K–230K	Tight; sourcing discipline required

ACTIVATE remains a tightly allocated milestone.

Before authorizing the first Festival and major purchases, sourcing should aim to preserve practical implementation room for matters such as local transport, data, charging/power protection, drinking water, sanitation, setup/cleanup and small procurement friction.

4. Office and operating base

Initial office package:

1.275M UGX

Current decomposition:

first two months rent: 600K UGX;
desk / seating / cabinet-storage / safe-chest / basic setup: approximately 675K UGX.

After the funded first two months:

office rent ≈ 300K UGX/month

That continuing cost is an operating responsibility.

This one-time development campaign does not permanently fund it.

Monthly Stability & Operating Needs →

5. Core communications and creative tools

Smartphone

1.785M UGX / approximately $700 CAD

Working allocation for a dependable dedicated smartphone supporting communication, local coordination, publishing, lightweight photography/video, Festival organization and documentation.

Computer

3.06M UGX / approximately $1,200 CAD

Working allocation for administration, registration work, records/documents, graphics, photo/video work, supporter communication, Festival planning, reporting and storage.

Everyday Dance Academy speaker

700K UGX / approximately $275 CAD

Current local working cost for routine practice, choreography, teaching, rehearsal and smaller gatherings.

The first Festival continues to rent event-scale sound.

First reusable banner

500K UGX / approximately $196 CAD

Reusable across Festival, Dance Academy and community activity.

6. The first Community Dance & Arts Festival

The Festival remains a real activation and learning cycle.

Current fixed / working first-event lines outside the food/hospitality envelope:

Festival line	Working amount
PA / event sound rental	1M UGX
Decorations	500K
Tent rental	300K
Seating rental	300K
Large-pot rental	100K–150K
Professional photo/video team	1M

Festival food / hospitality remains:

2M UGX

but its function is refined.

The earlier model treated this mainly as:

1,000 meal servings × approximately 2,000 UGX

The revised Festival architecture now keeps:

Festival entry free

and develops an optional:

10,000 UGX Supporter Pass

The working Supporter Pass bundle includes:

one hand of bananas;
one simple meal;
one homemade tamarind + water + honey drink.

The pass is not required for entry.

It is a voluntary purchase that can:

help recover part of the Festival cost;
introduce people to buying from Wonders;
move Marketplace products;
and preview the future Café model.

First-Festival pilot versus later scale

The first Festival should test a bounded Supporter Pass pilot inside the existing 2M UGX food/hospitality envelope and actual cash-flow capacity.

It should not assume that 500 passes will sell before the Marketplace itself is capitalized.

A 500-pass scenario is preserved below as a useful scale model for later Festivals and for understanding the economics if demand develops.

7. Supporter Pass working arithmetic

Banana cost

Current BWC planning:

one banana bunch costs 50K UGX

and averages approximately:

9 hands per bunch

Working banana cost per hand:

approximately 5,556 UGX

Simple meal

Current rough planning:

1,250 UGX per simple included meal

This is a working assumption pending the actual Festival menu and sourcing.

Tamarind + water + honey drink

Current rough planning allowance:

~500 UGX per ~250 ml glass

Working large-batch planning reference:

~500K UGX for approximately 1,000 glasses

This should be tested locally through a small batch before implementation.

500 Supporter Pass scale scenario

This is a scenario, not a sales forecast.

500 optional Supporter Passes	Working amount
Pass revenue — 500 × 10K	5.000M UGX
500 banana hands — attributable cost	~2.778M
500 simple meals — 500 × 1,250	625K
500 tamarind drinks — 500 × ~500	250K
Working contribution margin	~1.347M UGX

Because complete banana bunches must be purchased, 500 hands require approximately:

56 bunches × 50K = 2.8M UGX cash outlay

Using that full cash outlay:

5.000M − 2.800M − 625K − 250K = 1.325M UGX

with approximately four banana hands remaining beyond the 500-pass allocation.

Current rough planning range:

~1.25M–1.4M UGX Festival Supporter Pass contribution per 500 passes

before wider Festival fixed costs.

Do not describe this as guaranteed Festival profit.

Use:

working Supporter Pass contribution margin

because pass sales are uncertain and actual food/drink/event costs may change.

Donations and sponsorships are not included in this base model.

8. Why keep Festival entry free?

The Festival is intended to be a community gathering.

A mandatory gate fee could exclude some of the local people the Festival is supposed to include.

The preferred architecture therefore separates:

access to the gathering

from:

optional financial participation

People may attend without buying a Supporter Pass.

The Supporter Pass is one way to support Wonders while receiving a useful Festival bundle in return.

A person who does not purchase a pass should not be framed as less welcome, less supportive or less part of the community.

9. Why the Festival and Marketplace connect

Creative / relationship function

gather → perform → document → share → build relationships → learn

Local-commerce function

gather → optional first purchase from Wonders → Marketplace familiarity → possible repeat local purchasing

At ordinary projected BWC banana sales:

~0.5 banana bunch/day ≈ ~15 bunches/month

A 500 Supporter Pass scenario requires approximately:

56 bunches

That would be a large one-event banana sales volume.

It does not prove that later repeat demand will exist.

One useful Festival metric may therefore be:

How many people who first purchase through the Festival later become Marketplace customers?

No conversion percentage is assumed.

10. Professional Festival documentation

Professional media crew:

1M UGX

for the first Festival.

That remains separate from the campaign’s internal media investment.

Professional event documentation allows a dedicated team to focus on a major gathering while Kendrick and the local team operate the event.

The internal media system funded through CREATE supports the wider rhythm between major events.

Children and participants do not need to become evidence objects.

Media remains subject to consent, privacy and dignity.

11. $10,000 — CREATE

Build internal media-production capability, protect institutional development and run the first Dance Residency pilot

CREATE additions

Component	Working amount	Status / note
Camera kit	2.55M UGX	Working allocation for usable kit
Media workflow / accessories	1.9125M	Working allocation
Microphones	765K	Pending final specification
Banner #2	500K	Working/local cost input
Banner #3	500K	Working/local cost input
10 shirts — existing Wonders dance team	500K	Working local cost
First Dance Residency pilot	3.81M	Working pilot budget
Registration reserve	1.5M	Conditional reserve
CREATE additions	~12.04M UGX
Cumulative through CREATE	~24.56M–24.61M UGX
Cumulative ceiling	25.5M UGX
Working implementation room	~890K–940K UGX	Preserve as margin

Do not fill this headroom simply because it exists.

12. Internal media-production system

Camera kit

2.55M UGX / approximately $1,000 CAD

Intended as a usable camera kit rather than an incomplete body-only purchase.

Media workflow and accessories

1.9125M UGX / approximately $750 CAD

Possible components may include:

tripod;
memory cards;
external storage;
spare battery;
protective case/bag;
cables/adapters;
card reader;
charging equipment;
power protection.

The objective is:

capture → transfer → store → edit → publish → archive → reuse

Microphones

765K UGX / approximately $300 CAD

Exact package remains a sourcing decision.

If sourcing reveals overlap with other equipment, treat the difference as a saving rather than automatic permission to spend elsewhere.

13. Reusable identity materials

By CREATE:

3 reusable banners in total

Current working investment:

1.5M UGX total

CREATE also carries:

10 shirts × 50K UGX = 500K UGX

for the existing Wonders dance team.

These are distinct from Residency-team shirts.

14. First Dance Residency pilot

Current working cohort:

approximately 8–10 dancers for one month

Residency component	Working amount
Room	300K UGX
7 reusable mattresses	1.26M
10 sheet sets	1M
10 Residency-team shirts	500K
Food	750K
First-month total	3.81M UGX / ~$1,494 CAD

The mattresses and sheets are reusable.

Current working room + food continuation cost for the same cohort:

1.05M UGX/month

Future cohorts are not automatically funded by this campaign.

Residency activation gate

Before the residential pilot begins, confirm:

participant ages/categories;
adult/minor distinctions;
supervision;
privacy;
sleeping arrangements;
gender considerations;
sanitation;
transport;
consent/media;
house expectations;
conflict handling;
any additional participant-support needs.

Support must never require public media participation, fundraising participation, trauma disclosure or gratitude performance.

15. Registration reserve

CREATE preserves:

1.5M UGX / approximately $588 CAD

as a conditional registration reserve.

Wonders is not yet legally registered with Ugandan authorities.

The 1.5M UGX figure is not a verified final all-inclusive legal cost.

Before any registration payment, confirm:

final legal form/pathway;
responsible authority;
applicable current fees;
payment destination;
documentation/process.

The intended future Café & Marketplace activity should operate through the appropriate Wonders legal / organizational structure once that structure exists and the applicable commercial requirements are understood.

Registration funding does not itself prove that trading may begin.

16. $15,000 — OWN

Own more of the means to continue

The final $5,000 tranche is:

a protected capitalization envelope for the first Wonders Café & Marketplace earned-income pathway

The first business stage is:

BWC — Bananas + Firewood + Charcoal

The first pilot is deliberately smaller than the full OWN envelope.

The remaining capital stays protected until actual operating evidence justifies expansion.

17. How mature are the BWC inputs?

BWC input	Current working value	Evidence status
Banana purchase price	50K UGX / bunch	Reported local figure — Kendrick
Banana proposed selling price	65K UGX / bunch	Current local selling plan
Banana ordinary sales velocity	~0.5 bunch/day	Projected local sales estimate
Firewood purchase price	100K UGX / sack	Reported local figure — Kendrick
Firewood proposed selling price	120K UGX / sack	Current local selling plan
Firewood sales velocity	~1 sack/day	Projected local sales estimate
Charcoal purchase price	100K UGX / sack	Reported local figure — Kendrick
Charcoal proposed selling price	120K UGX / sack	Current local selling plan
Charcoal sales velocity	~1 sack/day	Projected local sales estimate
Transport	~75K UGX / trip; ~2 trips/month	Reported local working estimate
Storage	300K UGX / month	Reported local working estimate
Simple wooden stand	~255K UGX	Working planning allowance — needs local confirmation
Startup / implementation reserve	~500K UGX	Working planning allowance
Base monthly operating contribution	~975K UGX	Derived projected scenario — not actual operating performance

The arithmetic can be exact even when the underlying sales assumptions remain provisional.

The purpose of the first pilot is to replace projections with real operating evidence.

18. BWC monthly base-case scenario

Using the current local sales estimates over a 30-day month:

Product	Monthly stock cost	Monthly sales revenue	Gross trading margin
Bananas	750K UGX	975K UGX	225K UGX
Firewood	3.0M	3.6M	600K
Charcoal	3.0M	3.6M	600K
Total	6.75M UGX	8.175M UGX	1.425M UGX

Current known additional monthly operating estimates:

Cost	Working amount
Transport — ~75K/trip × ~2 trips	150K UGX
Rented storage building	300K
Known monthly costs beyond stock	450K UGX

Current base scenario:

1.425M gross trading margin

minus:

450K known transport/storage

975K UGX projected operating contribution

before still-unmodeled costs such as:

adult labour/compensation;
taxes/licences if applicable;
spoilage;
shrinkage/theft;
packaging or selling materials;
cash/bookkeeping needs;
price changes;
other local operating expenses.

Do not call 975K UGX final net profit.

Use:

projected operating contribution before unmodeled expenses, labour, tax/licensing, losses and distributions

The real test is real trading.

19. Banana staged collection

Kendrick reports a strong possibility of arranging for bananas to be collected progressively rather than all at once.

If confirmed, this could reduce spoilage risk and unnecessary physical storage.

It does not automatically reduce total cash tied up unless the final supplier arrangement says so.

The startup budget therefore uses a cautious opening banana allowance rather than assuming the full monthly banana volume must be physically stored at Wonders.

20. Initial BWC launch budget

Opening trading stock

Component	Working amount
Firewood — 15 sacks × 100K	1.50M UGX
Charcoal — 15 sacks × 100K	1.50M
Bananas — up to 5 prepaid bunches × 50K	250K
Opening trading-stock allowance	3.25M UGX

First-cycle setup

Component	Working amount
First-month transport	150K UGX
First-month storage	300K
Simple wooden stand	~255K
Startup / implementation reserve	~500K
Initial BWC authorization ceiling	~4.455M UGX

At the current working planning conversion:

~4.455M UGX ≈ ~$1,750 CAD

This is a working launch ceiling, not procurement authorization.

21. Full OWN capitalization envelope

Incremental final campaign tranche:

$5,000 CAD ≈ 12.75M UGX

Function	Working amount
Initial BWC authorization ceiling	~4.455M UGX
Protected earned-income growth capital	~8.295M
Total OWN capitalization envelope	12.75M UGX / ~$5K CAD

Core rule:

Dedicated does not mean immediately spent.

Potential later uses may include:

deeper stock in proven products;
new staple categories supported by real demand;
stronger storage/security;
sales fixtures;
compliance/business setup costs where applicable;
Café activation;
later commercial space;
Festival or Café infrastructure that repeated use justifies;
other directly connected earned-income capacity.

Do not spend the balance merely to use the full milestone.

22. Working-capital protection

The Marketplace should not become another emergency wallet.

Intended cash sequence:

sales revenue
→ replace stock sold
→ pay direct operating costs
→ restore/protect working capital
→ provide for labour/compliance/maintenance obligations
→ reinvest according to an approved growth decision
→ only then identify true distributable surplus

No fixed surplus-allocation percentage is promised.

Possible later uses of true surplus may include:

ongoing care and operating needs;
business growth;
Café development;
Festival costs;
reusable practical/event assets;
reserves.

Real performance should decide what the business can responsibly carry.

23. What comes after BWC

The umbrella concept is:

Wonders Café & Marketplace

but the Café is not required for BWC to begin.

Business Stage 1 — BWC Marketplace

Bananas + firewood + charcoal.

Business Stage 2 — Café on the current compound

Current concept:

same general location;
same rented storage structure;
simple tables/chairs;
small meal/drink menu;
evidence-based activation after BWC proves operational control.

Current working furniture/serviceware reference:

Item	Qty	Working subtotal
Plastic dining chairs	20	500K UGX
Plastic dining tables	5	750K
Dinner plates	20	90K
Forks	20	50K
Spoons	20	50K
Total		~1.44M UGX

This is not part of the initial BWC authorization ceiling.

Business Stage 3 — Future market-centre concept

A possible later Café & Marketplace location near the market centre.

This is a future concept only.

No site, half-acre purchase, build budget or implementation commitment is created by Phase 1.

24. Useful assets still worth considering later

Earlier Phase 1 planning identified several reusable assets that could reduce later Festival or practical operating costs:

tenting;
seating;
larger event sound;
large cooking pots;
sewing capability.

They remain potentially useful.

The current capital priority is to build the earned-income engine first and let actual Festival use, business evidence, sponsorship or later funding help determine which of those assets are worth owning next.

This preserves useful planning truth without making the reader reconstruct an obsolete current-campaign ledger.

25. Adult-operation and child-protection boundary

The Marketplace must be economically viable without depending on child labour.

The operating model should assume adults can carry procurement, storage, sales, cash, records, restocking and supplier communication.

Do not build the business model around children:

carrying heavy commercial loads;
working sales shifts as a condition of care;
missing school;
producing income required to sustain their own care.

Any later youth learning/participation concept would require separate lawful, voluntary, age-appropriate and safeguarding review.

Caregiver time also has economic value.

Do not treat adult labour as permanently free.

26. Legal, tax, trading and sourcing gate

The intended model is for Café & Marketplace operations to sit within the appropriate Wonders organizational/legal structure once that structure is established.

Before commercial activation, clarify:

final nonprofit/legal form;
whether/how commercial activity sits inside that structure;
tax/TIN treatment;
local trading permissions;
accounting treatment;
cash/inventory responsibility;
relationship between donated funds and business funds;
lawful charcoal/firewood sourcing;
storage/security;
any later Café-specific food/public-health requirements.

The registration reserve and the business/trading gate are related.

They are not the same thing.

Do not imply that nonprofit registration automatically authorizes every commercial activity.

27. Campaign-level implementation margin

Current working cumulative total:

~37.31M–37.36M UGX

Full campaign ceiling:

38.25M UGX

Current working room:

~890K–940K UGX

This should remain campaign-level implementation flexibility unless a deliberate later material-change decision reallocates it.

Do not automatically add it to BWC inventory, expand the Festival or spend it because the campaign reaches $15K.

28. Development cost versus ongoing operation

Phase 1 changes conditions.

It does not permanently fund everything those new capabilities require.

Ongoing responsibilities include:

office rent after the funded startup period;
data/connectivity;
electricity/charging;
technology maintenance/repair/replacement;
Marketplace storage;
adult operating labour;
future business compliance;
future Festival delivery;
future Residency periods;
Café operating costs if Stage 2 is activated.

Monthly Stability & Operating Needs →

The existence of the Marketplace does not make recurring monthly support obsolete.

29. One need once

Where a durable Phase 1 asset is still useful and compatible later, the wider Roadmap follows:

one need once

Potential carry-forward may include:

smartphone;
computer;
camera/media system;
microphones;
banners;
office/storage assets where applicable;
later business fixtures or equipment actually purchased through OWN.

Temporary rentals, food, professional services, Residency delivery and other consumed/time-bounded costs remain Phase 1 costs.

Because the previous tent / seats / large PA / pots / sewing package is no longer a current Phase 1 purchase promise, later Roadmap credit assumptions must be updated accordingly.

Explore the Wonders Development Roadmap →

30. Reaching a milestone is not implementation

Campaign progress and implementation are different states.

Where useful, distinguish:

Pledged → Received → Cleared → Transferred → Received Locally → Authorized → Purchased → Delivered → Implemented → Documented → Reported

A reached threshold does not automatically mean every purchase should be made immediately.

For OWN in particular:

the first BWC pilot may begin at a smaller scale while most of the final tranche remains protected.

31. How meaningful changes will be handled

If:

a quoted item costs materially more or less;
supplier availability changes;
an included component proves unnecessary;
a business estimate changes;
Festival implementation changes;
savings emerge through sourcing;
a planned component becomes unwise;

the current record should explain:

what changed;
why;
how the amount was reallocated or preserved;
whether the change alters the campaign’s meaning.

When an actual purchase or implementation cost becomes available:

use the actual rather than continuing to present the earlier estimate as if both were equally current.

Material changes should be documented rather than hidden inside an old budget table.

32. Evidence and reporting

Where practical, reporting may include:

quotations;
transfer records;
receipts;
supplier information;
purchase/delivery records;
photographs of equipment or non-sensitive implementation;
Festival documentation;
simple business stock/sales summaries;
material-change notes;
milestone updates;
completion summaries.

For BWC, a simple daily ledger should record:

opening stock;
stock purchased;
units sold;
sales revenue;
closing stock;
spoilage/loss/damage;
cash expected;
cash actually present;
notes on stockouts or supplier changes.

Children and participants do not need to become the evidence.

Transparency should come primarily through records, implementation visibility and honest reporting.

33. How funds are currently coordinated

For now:

Michael Petrakis receives and controls funds before approved transfers to Uganda;
funds are currently sent through WorldRemit;
funds are currently sent to Kendrick.

Humanity United is a federally registered Canadian nonprofit.

It is not currently a registered charity.

Canadian charitable tax receipts are therefore not available.

Humanity United is not the orphanage itself.

Wonders remains the grassroots care community locally led by Kendrick and the caregiver team.

The financial and institutional systems around the work are still developing.

They should be described that way.

34. What this Phase 1 campaign does not fund

This $15K campaign does not fund:

the separate children’s clothing program;
Phase 2 sleeping-place provision;
the Phase 2 First Acre/Nourishment package;
major water infrastructure;
permanent sanctuary construction;
Phase 3 mobility/transport;
the wider permanent sanctuary.

It also does not permanently fund recurring monthly care.

Those responsibilities live elsewhere in the support architecture.

35. Questions and routes

Return to Phase 1 — Creative Activation →

Explore the Wonders Development Roadmap →

Monthly Stability & Operating Needs →

Ask a Question →

Transparency / FAQ →

36. Closing budget summary

$5K — ACTIVATE

operating base + communications technology + everyday Dance Academy sound + first Festival / documentation cycle

Current working total:

12.52M–12.57M UGX

$10K — CREATE

camera/media workflow + microphones + reusable identity + registration reserve + first Dance Residency

Current cumulative working total:

24.56M–24.61M UGX

$15K — OWN

first locally controlled earned-income engine through Wonders Café & Marketplace, beginning with BWC

Final OWN capitalization envelope:

12.75M UGX / ~$5K CAD

Initial BWC authorization ceiling:

~4.455M UGX / ~$1.75K CAD

Protected earned-income growth capital:

~8.295M UGX

Current overall working total:

~37.31M–37.36M UGX

Campaign ceiling:

38.25M UGX / $15,000 CAD

Current campaign-level implementation room:

~890K–940K UGX

The objective is not to spend every available shilling.

It is to build complete, usable capability; protect implementation flexibility; learn from real use; and explain meaningful changes clearly.

Phase 1 — Budget & Transparency

Wonders High-Leverage Creative Activation Fund

The detailed layer behind the $15,000 CAD ACTIVATE → CREATE → OWN campaign

1. Currency and evidence conventions

Evidence-status language

Working allocation

Reported local / working estimate

Conditional reserve

Pending specification

Projected operating scenario

2. Budget at a glance

OWN behaves differently from an ordinary purchase list

3. $5,000 — ACTIVATE

Create the secure operating and communications base and execute the first real Festival / creative-activation cycle

ACTIVATE working ledger

4. Office and operating base

5. Core communications and creative tools

Smartphone

Computer

Everyday Dance Academy speaker

First reusable banner

6. The first Community Dance & Arts Festival

Festival entry free

10,000 UGX Supporter Pass

First-Festival pilot versus later scale

7. Supporter Pass working arithmetic

Banana cost

Simple meal

Tamarind + water + honey drink

500 Supporter Pass scale scenario

~1.25M–1.4M UGX Festival Supporter Pass contribution per 500 passes

8. Why keep Festival entry free?

9. Why the Festival and Marketplace connect

Creative / relationship function

Local-commerce function

10. Professional Festival documentation

11. $10,000 — CREATE

Build internal media-production capability, protect institutional development and run the first Dance Residency pilot

CREATE additions

12. Internal media-production system

Camera kit

Media workflow and accessories

Microphones

13. Reusable identity materials

14. First Dance Residency pilot

Residency activation gate

15. Registration reserve

16. $15,000 — OWN

Own more of the means to continue

a protected capitalization envelope for the first Wonders Café & Marketplace earned-income pathway

BWC — Bananas + Firewood + Charcoal

17. How mature are the BWC inputs?

18. BWC monthly base-case scenario

975K UGX projected operating contribution

19. Banana staged collection

20. Initial BWC launch budget

Opening trading stock

First-cycle setup

21. Full OWN capitalization envelope

Dedicated does not mean immediately spent.

22. Working-capital protection

23. What comes after BWC

Business Stage 1 — BWC Marketplace

Business Stage 2 — Café on the current compound

Business Stage 3 — Future market-centre concept

24. Useful assets still worth considering later

25. Adult-operation and child-protection boundary

26. Legal, tax, trading and sourcing gate

27. Campaign-level implementation margin

28. Development cost versus ongoing operation

29. One need once

30. Reaching a milestone is not implementation

31. How meaningful changes will be handled

32. Evidence and reporting

33. How funds are currently coordinated

34. What this Phase 1 campaign does not fund

35. Questions and routes

36. Closing budget summary

$5K — ACTIVATE

$10K — CREATE