A.33 – Small scale businesses, urban and semi-urban  Kenya

RISE001/20 AMANI WOMEN GROUP: Inactive membership

RISE002/21 DOLAS CREATION: Inactive membership

RISE003/22 VEEMA HOUSEHOLDS: Inactive membership

RISE004/22 KEN BRIQUETTES: Inactive membership

RISE005/23 ENEO SMART FARM

CEO Mr Fredrick Khabeko. ENEO SMART FARM was started in February 2021 as a small home-based start up Poultry centre. It is managed by Mr Fredrick Khabeko as the CEO.It became HR&S Kenya RISE Member in June 2023 from Kakamega County, Western Region in Butere Division. Mr Khabeko holds a Diploma in Education and Certificate in General Agriculture. He has participated in various farming training like square foot gardening, sack farming, poultry, dairy, aquaculture etc. He has a Vision statement: To Increase productivity and incomes, enhancing the resilience of livelihoods through our farm practices.

Ambitions
a. Generating a sustainable income and profitability from the farm, either as the primary source of income which can help in expanding the farm business.
b. Have a Sustainable Farm where many farmers can come to practice sustainable agriculture, involving using environmentally friendly and resource-efficient farming methods to ensure the long-term health of the land and minimize negative environmental impacts.
c. Producing high-quality crops or livestock that meet specific market demands, whether that’s organic produce, grass-fed beef, specialty crops, or artisanal products. Because in Kenyanpeople eat food , and not just food but healthy food.
d. Building strong ties with the local community, potentially through farmers’ markets, farm-to-table initiatives, or educational programs which he believes will put him and his products on Africa’s Agricultural radar hence a Global achievement.
e. Contributing to social impact goals, such as supporting underprivileged communities, providing employment opportunities, or empowering marginalized groups.
f. Offering agritourism experiences like farm tours, pick-your-own operations, or farm stays to generate additional income.

Outcome Challenges
1. Market fluctuations whereby prices of agricultural products have been highly volatile due to factors like weather conditions, supply and demand, and global market trends. This makes it harder for his customers to make orders like they used to even though they prefer indigenous products like his in ENEO FARM.
2. Operational Costs: eg the cost of inputs like seeds, fertilizers, pesticides, feed, and labor. With the Poultry he needs a steady supply of feed to reach the required quality of egg production and the chicken meat. This has been a major challenge.
3. Technological Challenges. Keeping up with evolving agricultural technologies and techniques has been challenging, as outdated methods may not yield optimal outcomes. He wishes if he could be assisted in getting funds to get an Incubator (kshs 65,000) and procure a milling machine (worth Kshs 45,000) to prepare own feeds when maize ~the main ingredient is still in season and affordable that could earn him profits.
4. Capital Constraints since everything needs money to run, adequate capital for farm operations, equipment, and infrastructure has been be a hurdle, but he believes he has the right support from the Company

His Products include:
1. Natural multi- farming.- the practice of growing two or more crops in the same piece of land during one year,instead of just one crop.
a. Vegetables both Indigenous such as Managu (African Nightshade), Mitoo (Rattle Pod), Sagaa (Spider Plant), Mrenda (Jute Mallow), Kunde (Cow peas), Sukuma Wiki /Kale and Cabbage production which he supplies to schools and Supermarkets. b. Tomato and Carrot production. c. Maize and beans farming d. Tree seedlings and supplies
2. Animal Husbandry – A controlled cultivation, management, and production of domestic animals, including improvement of the qualities considered desirable by humans by means of breeding. Animals are bred and raised for utility (e.g., food, fur), sport, pleasure, and research. Eg.
a. ApiCulture/Beekeeping that is rearing of honey bees which are taken care of and managed to produce wax and honey. He currently has 7 bee hives in the apiary. He says he hasn’t started selling its products to the market since the demand is large and he can’t produce enough.
b. Pisciculture/Fish farming, a form of aquaculture in which he has Tilapia fish raised in a pond which he sells and some are for his family’s consumption.
c. Cattle or Dairy farming is an agricultural technique concerned with the long term production of milk, which is then processed to obtain dairy products such as curd, cheese, yogurt, butter, cream, etc. He says, the management of dairy animals such as cows, sheep, and goats is an art that was passed on to him from his grandfather who had herds of them in large quantities.
d. Poultry farming. A project concerned with raising and breeding of birds for commercial purposes. Birds like ducks, chickens, turkeys, etc. which he has domesticated for eggs and meat. Mr Khabeko’s Poultry farming produces Fertilized Eggs, Live Chicken, Chicks, Chicken Manure, as well as coordinating Vaccine drive to other farmers in the region and Home Delivery services.
Reaching out: As an effective way to break down the long-term or complex projects into manageable steps, Mr Khabeko, was interested in the fact that he could become a member of HR&S Support Center and that there was training, financial loans, expert advice, networking, and improved business infrastructure.
The HR&S Kenya failed to provide more support as highlighted.

Base-line
ENEO SMART FARM before HR&S LOAN.
Mr Khabeko, with no steady supply of Poultry feeds due to the curfews, movement restrictions, his business collapsed, leaving him with only 10 birds that couldn’t generate enough eggs for supply. In 2022, he again came strong, with 100 birds, supplying to local supermarkets, open air markets, primary and secondary schools in Kakamega county. In December 2022, he was forced to sell his Poultry stock to cater for his eldest son’s Secondary School fees, a move that halted his supply chain a second time. He relied on vegetable farming alone and a few birds that he felt couldn’t sustain his vision.

Outcome
After a partial loan of ksh 100,000 (EUR 630) on 17th June 2023 from his initial Loan requisition of ksh 250,000 (EUR 1,580) a deficit that he humbly requests the HR&S to fill to fully see his projected income grow so as to repay back the loan and sustain his activities in the Farm Business. He was able to break down his share of Loan as follows:
ENEO SMART FARM EXPENDITURE REPORT
Input No. Before Loan After Loan 2023 Amount
Chicken House 50
Capacity Chicken house 200
Capacity Chicken house 30,900
Birds  
35 layering birds 52 Kenbro (improved kienyeji dual purpose), 30 chicks 21,500
Feeds (food leftovers, maize grains)
Feeds ( July, August, September) 32,400
Vaccines Local Vaccines & Medication
Vaccines & Medication 2,700
Wages
(1 Casual attendant) (3 Casual attendant) 12,000
Miscellaneous 500
TOTAL 100,000

Mr Fredrick Khabeko, the CEO, ENEO SMART FARM believed if his projects became sustainable, the other farm projects such as Bee keeping, Fish farming , Dairy Farming and Crop production will increase its produce hence more revenue which would also see an expansion of a more advanced Smart Farm.

Progress Marker
Activities 2024 Progress Marker 2023 Scoring 2024 Scoring
Sustainable profit 120 EUR amount per year 3 1
ActionInvest Loan Repayment 30% repayment 3 1
Teaching farming at his farm 1 Number of student per year 2 1
Producing food for Kenyan Approx 12 trays of eggs of food sold per year 4 1
Market Domination Local market established 3 1
Offering employment 3 Number of casual employees 4 2

Lessons learnt and Informed Decisions
1. Lack of consistent follow ups and coaching made MR Fredrick to disregard the focus on his initial ambitions. The RISE Member cited a lot of discomforts in how the support from the team was initiated. The branch team has initiated RISE Talks and various RISE member visits with surveys in place.

2. With the limitation of micro-managing the partners business , a proper follow up especially on

loan management was difficult and that made less progress. The branch team has not been a

shareholder in the business so the responsibility of managing the loan rests on him. He agreed

to be settling the loan by 31st March 2025

3. There was enough communication on the RISE Activities and him failing to be part due to his

uncertainties, the HR&S Team resolved to allow him get back to the drawing board and realign

his ambitions because the market still needed his products.

4. The mentality of Help me is evident since Fredrick knew ActionInvest will avail all the money at

once for him to focus. Unfortunately, the branch could not afford to satisfy that which eventually

created a setback. To address this, he has to attend our ongoing RISE Talks and training

without failing to understand more what other RISE members are doing.

RISE006/23 CLIFFTOP PLUMBING SOLUTIONS

by Mr. Victor Musungu

Ambition

1. Increase annual revenue growth by expanding both B2B (business-to-business) and B2C

(business-to-customer) services hence strong financial growth and stability.

2. Adopt digital tools for service management, such as online booking, real-time tracking, and

feedback to improve customer convenience and operational efficiency.

3. Leverage online marketing (social media, SEO, reviews) to enhance visibility, increased

lead generation and market presence.

4. Use inventory management software to optimize stock levels and reduce material wastage

hence lowering operational costs and improved profit margins.

5. Workforce Development by training staff in the latest plumbing technologies and customer

service best practices. Thus enhanced service quality and skilled workforce.

Outcome Challenges

1. Difficulty in penetrating new regions due to competition or lack of awareness. High costs

associated with setting up new branches or expanding logistics networks and increased

operational expenses and delayed breakeven points.

2. Product Range Expansion – Challenges in sourcing high-quality, eco-friendly, or premium

materials at competitive prices and also Lower profit margins and inability to meet diverse

customer needs.

3. Limited stock or delays in inventory replenishment which has caused Loss of sales opportunities

and dissatisfied customers.

4. Resistance from staff to adopt new digital tools or systems.

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5. Difficulty in recruiting or retaining skilled plumbers and technicians. This has reduced service

quality and slower project completion times.

6. Dependence on seasonal demand for plumbing services has led to fluctuating income and

financial instability.

7. Brand Recognition – Difficulty in differentiating from competitors in a crowded market. hence

slower customer acquisition and reduced market share.

RISE007/23 YOUTH GROWTH SMART BODABODA

Ambition

Youth Growth Smart Bodaboda aims to empower young bodaboda riders by promoting financial

independence, safety awareness, and business growth. The group seeks to enhance members’

livelihoods through structured savings, access to affordable loans, road safety training, and

opportunities for business diversification beyond bodaboda operations.

Outcome Challenges.

1. Financial Instability – Irregular income makes savings and loan repayment difficult.

2. Limited Business Skills – Lack of entrepreneurship training to diversify income sources.

3. Road Safety Issues – High accident rates due to lack of training and adherence to traffic rules.

4. Lack of Access to Affordable Credit – Members struggle to secure funds for business growth.

Activities

1. Savings & Loan Scheme – Establishing a structured group savings and loan system to support

members.

2. Entrepreneurship & Financial Literacy Training – Providing business skills, budgeting, and

investment education.

3. Road Safety Awareness & Defensive Riding Training – Collaborating with traffic police and safety

experts.

4. Insurance & Asset Protection – Partnering with insurers to offer affordable coverage for

motorcycles and riders.

Input

1. Financial Support – Capital for the savings and loan program.

2. Training Resources – Business and road safety workshops.

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3. Partnerships with Banks & Microfinance Institutions – Access to affordable credit and investment

options.

4. Motorcycle Maintenance & Repair Support – Agreements with garages for affordable servicing.

5. Protective Gear & Safety Equipment – Helmets, reflector jackets, and first-aid kits.

Progress Markers

1. Increase in group savings and loan disbursements.

2. Reduction in road accidents among members.

3. More members engaging in business diversification.

4. Growth in financial literacy and responsible money management.

5. Improved motorcycle maintenance and reduced repair costs.

Lessons learnt and Informed Decisions.

1. Savings Culture Enhances Financial Security – Regular contributions lead to improved financial

stability.

2. Business Skills Reduce Over-reliance on Bodaboda – Training opens up new income opportunities.

3. Road Safety Education Saves Lives – Members become more responsible and cautious on the

road.

4. Access to Credit Supports Growth – Low-interest loans help members expand their businesses.

RISE008/23 THRIZA CLOTHING & APPAREL

Ambition

Thriza Clothing & Apparel aims to become a leading brand in high-quality, affordable, and stylish

clothing. The business seeks to establish a strong presence in both the local and online fashion

markets, offering trendy designs that cater to different customer preferences. The long-term goal is to

scale up production, expand distribution, and develop a loyal customer base through excellent service

and innovative marketing strategies.

Outcome Challenges.

1. High Competition – The fashion industry is saturated with local and imported clothing brands.

2. Market Penetration – Establishing brand recognition and customer trust takes time.

3. Supply Chain & Inventory Management – Ensuring a steady supply of quality materials while

managing stock levels efficiently.

Activities

1. Branding & Marketing Strategy – Utilizing social media, influencer collaborations, and fashion

events to build brand awareness.

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2. Quality Control & Unique Designs – Ensuring top-notch material selection and creating unique

fashion pieces that stand out.

3. Supply Chain Optimization – Partnering with reliable suppliers for high-quality, cost-effective raw

materials.

4. Affordable & Competitive Pricing Strategy – Conducting market research to set attractive yet

profitable price points.

Input

1. Financial Capital – For inventory, marketing, and business expansion.

2. Skilled Designers & Tailors – Hiring or partnering with professionals for unique clothing designs.

3. Online Sales & Marketing Tools – Website development, social media management, and digital

advertising.

4. Supplier & Vendor Partnerships – Reliable sources for fabric and accessories at competitive prices.

5. Retail & Distribution Channels – Physical store setup, partnerships with fashion retailers, and

online platforms.

Progress Markers

1. Higher sales and revenue growth month-over-month.

2. Expansion of product lines and introduction of new fashion collections.

3. Improved supply chain efficiency and reduced stock wastage.

4. Stronger customer retention and increased repeat purchases.

5. Successful online sales through e-commerce platforms.

6. Growth in partnerships with fashion influencers and local store

Lessons learnt and Informed Decisions

1. A Strong Brand Image Attracts More Customers – Effective branding and storytelling create

customer trust.

2. Digital Marketing Drives Sales – Social media and influencer marketing significantly boost online

engagement.

3. Quality & Unique Designs Stand Out – Customers prefer well-made, distinctive fashion items over

mass-produced clothing.

4. Efficient Inventory Management Reduces Costs – Tracking stock levels prevents overproduction

and dead stock.

RISE009/23 STELLA CEREALS ENTERPRISES

Ambition

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To become a leading supplier of high-quality, affordable, and nutritious cereals in the local and regional

markets. The business seeks to expand its customer base by offering a diverse range of cereals,

improving packaging and branding, and establishing strong supply chain networks. The long-term goal

is to enhance food security while maintaining competitive pricing and high standards of hygiene and

quality.

Outcome Challenges

● Market Competition – Competing with established brands and informal traders.

● Supply Chain Management – Ensuring a steady and cost-effective supply of raw materials.

● Price Fluctuations – Unstable grain prices affecting profitability.

● Product Quality & Hygiene Standards – Maintaining high hygiene and packaging standards.

● Limited Market Reach – Expanding distribution beyond local markets.

Activities

Supplier Partnerships – Building relationships with reliable farmers and wholesalers to secure quality

grains.

Competitive Pricing Strategy – Conducting market research to balance affordability and profit margins.

Branding & Packaging Improvement – Investing in attractive, hygienic, and eco-friendly packaging.

Retail & Wholesale Distribution – Expanding sales channels through local markets, supermarkets, and

bulk buyers.

Input

● Financial Investment – Capital for raw materials, processing, and marketing.

● Reliable Suppliers – Farmers, wholesalers, and bulk grain suppliers.

● Storage Facilities – Secure warehouses to prevent losses due to pests or spoilage.

● Packaging Materials – Branded, food-safe, and eco-friendly packaging.

● Distribution Network – Transport and logistics partnerships for wider market reach.

Progress Markers

Increased sales and revenue growth.

● Expansion into new markets and retail outlets.

● Higher customer retention and brand recognition.

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● Efficient supply chain and inventory management.

● Improved packaging and compliance with food safety regulations.

Lessons learnt and Informed Decisions

● Strong Supplier Relationships Ensure Stability – Reliable sourcing reduces risks of stock

shortages.

● Pricing Strategy Affects Market Penetration – Competitive pricing attracts and retains customers.

● Quality & Hygiene Build Customer Trust – Proper handling and packaging improve brand

reputation.

RISE010/23 WAREMBO NA MAENDELEO SELF HELP GROUP

Strategy for change

Warembo na Maendeleo Self Help Group is a community-based self-help organization

located in Kawangware. It was founded in 2022 by Faith Muhonja with the goal of supporting

vulnerable young girls and women in the community, particularly those facing significant

socio-economic challenges in the slums. These challenges included a lack of financial

resources to improve their families’ living standards, young women who dropped out of

school due to an inability to afford school fees and uniforms, and single mothers who became

sole providers after separating from their partners due to gender-based violence.

The group aims to empower these women by fostering a culture of saving and mutual support.

Members contribute small amounts of money on a weekly and monthly basis, which creates a

pool of funds that can be borrowed as low-interest loans. This system enables women to start

or expand small businesses, improving their economic independence.

Currently, Warembo na Maendeleo Women Group has 20 members who save Ksh 100 each

week, accumulating Ksh 2,000 weekly and Ksh 8,000 monthly. Loans are issued from the

pooled funds with a 10% monthly interest, ensuring sustainability while supporting the

members’ entrepreneurial goals.

In addition to financial empowerment, the group promotes a sense of solidarity and resilience

among its members by addressing shared challenges and building a supportive community.

Faith Muhonja, the founder, was elected as the chairperson and continues to guide the

group’s growth and impact.

Faith’s journey from house help to business owner is one of resilience. Born and raised in a

small farming village called Shamakhokho in Vihiga County of Kenya, she relocated to

Nairobi in search of work after her education was cut short by financial constraints. She was

just 19 by then. In early 2023, Faith began her own business in cosmetics, supplementing her

income after her previous employer whom she worked for as a house help left Kenya.

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Faith mentors’ young girls under and beyond “Warembo na Maendeleo” umbrella, mostly

school dropouts, victims of early pregnancies, so that they appreciate their existence as part

of the society and overcome stigmatization. As a victim of school drop and society ridicule,

faith is determined to make warembo na Maendeleo have a significant positive impact on the

girl’s life and even open it for the men.

Ambitions;

1. Savings Culture: Members are encouraged to save consistently, creating a financial safety net

for themselves.

2. Access to Loans: Members can borrow money from the group fund to address needs such as

paying school fees, purchasing agricultural inputs, or starting small businesses.

3. Social Capital: Regular meetings build a sense of community, allowing members to share

ideas, discuss challenges, and collectively find solutions.

4. Empowerment: Members, particularly women, gain financial independence and decisionmaking

power within their families and communities.

5. Growth Strategy:Increase group membership from 20 to 25 members by April 2025.

Activities

1. Business Growth: Members can access capital to expand or start businesses, increasing

household income.

2. Education Access: Loans can be used to pay school fees, ensuring children remain in school.

3. Improved Agriculture: Borrowed funds enable the purchase of farming inputs, leading to better

yields and food security.

4. Reduced Dependency: With access to financial resources, members are less reliant on

external aid or handouts.

5. Capacity building: Education and training their group to develop skills and knowledge in areas

such as record management, finance, and entrepreneurship.

6. Identifying new opportunities: Partnership with HR&S RISE center Kenya will help them in

identifying new markets, renewable energy sources, and other livelihood opportunities available

at their disposal through a community driven approach.

7. Promoting employment: Employment promotion, job creation, and enterprise development to

help the women access decent work opportunities through collaborations and networking with

local and international development partners.

8. Financial services: HRS RISE center Kenya in partnership with Warembo na Maendeleo will

help them be recognized by other financial institutions for support in terms of micro loans and

advanced training on raising funds for their businesses.

9. Creating cooperatives: In future, Warembo na Maendeleo mentioned to the HRS Kenya team

that they look forward to creating a cooperative to support each other’s businesses.

10. Increasing access to training: Warembo na maendeleo is very ambitious and says that

creating Technical and vocational training can help them access rural labor markets.

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11. Improving health and well-being: Warembo na Maendeleo have a vision of earning their own

income from their initiatives to support their families to become healthier and their children to

attend school.

Outcome challenges;

1. Lack of Skills for Self-Sustainable Economic Activities – Many members of the group lack

the necessary skills that would enable them to engage in self-sustaining economic activities.

This lack of expertise limits their ability to generate consistent income and build long-term

financial stability.

2. Mental Health Struggles – The harsh conditions of living in a low-income slum environment,

such as Kawangware, contribute to mental health challenges. These emotional and

psychological strains affect the well-being of the group members and their ability to focus on

personal and group development.

3. Poor Record Keeping – Despite holding regular meetings and making contributions, the group

fails to maintain proper records. This lack of documentation undermines accountability and

makes it difficult to track progress, contributions, and the implementation of ideas.

4. Difficulty Accessing Funding and Recognition – The group faces significant challenges in

accessing funding and recognition from mainstream financial institutions and government

programs. Despite their efforts, they have not been able to secure support from initiatives like

the Women Enterprise Fund, Youth Enterprise Fund, or Hustlers Fund—government programs

that are designed to support small-scale businesses, women’s groups, and youth-led initiatives.

5. Lack of Consistent Meeting – There is a lack of discipline and commitment in holding regular

group meetings. This laxity in meeting frequency affects the group’s ability to plan, organize,

and execute projects efficiently.

6. Gender bias- Stereotypes and biases affecting how women are perceived as leaders, which

can impact access to resources, support, and partnerships.

7. Balancing responsibilities – Women often have multiple responsibilities, including family, work,

and other commitments. This can make it difficult to balance personal and group demands.

8. Financial constraints – Warembo na Maendele SHG do not have any capital/financial support

to implement/ achieve their goals.

9. Lack of support – Warembo na Maendeleo have not received the much-needed support from

the previous HRS Kenya team, which they are optimistic to receive with the current vibrant team.

These challenges highlight the difficulties faced by women’s groups in slum areas, where external

support and internal organization are often lacking. Addressing these issues is crucial for the group’s

growth and sustainability.

Progress Makers

Progress Markers Scoring

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Group Registration and compliance with legal framework 1

County government licence and compliance 2

Opening of a Bank Account 1

Infrastructure-Operational office, Rented or owned meeting place 2

Employment of qualified staff to help with day to day operations 3

Operation plan-Group constitution, minutes, registers 1

Growth in the number of members in the past year 2

Attending trainings, workshops(At Least one per quarter) 1

Expansion of the services, Group activities 1

Feedback from the previous members 1

Financial sustainability through own source and those received from well

wishers, partners etc

1

Community access to Warembo na maendeleo 4

Accessibility, advocacy and visibility, community participation 4

Community engagements and outreach 3

Increased employment, Improved health, and living condition 1

Scaling up and room for future expansion 3

Stakeholder engagement and feedbacks 4

Growth in networks, partners. 2

Local credibility-evidence of being seen as a credible and trustworthy

establishment.

5

Cultura adoption-Incorporation of local opinions, inputs, and stakeholders 3

Milestones

Milestone By who By when

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Group membership recruitment

drive.

Existing group members to

introduce at least 3 members to

the group

February 2025

Election of new officials Group members February 2025

Group registration with the

ministry of gender and social

services.

Group officials and Sub County

Social Development Officials

March 2025

Opening of bank account Group officials and local banks. March 2025

Sustainable Impacts

1. For how many years has this group been in existence?

Warembo na maendeleo has existed for the past two years. It was founded in 2022 by its

founder and chairperson Madam Faith Muhonja.

2. How many members did the group have when it first started working with HR&S?

The group started with 5 people, then it grew to 10.

3. What is the current group membership?

The group currently stands at 20.

4. Are there any other people from the community seeking to become members? If there is,

how many?

There are potentially 10 new members of the community seeking to join the group.

5. Are there any people who left the group? If so, how many?

3 members who started with us left the group, one relocated away from Kawangware while two

left because their expectations were not met.

6. What are the reasons for people to have left the group?

Unmet expectations, many thought they would access free money and donations which they

later found that was not the case.

7. What is the number on average that normally turns up for group meetings?

Averagely 7

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8. Please indicate how your group has grown in numbers over time, for example per year.

10 members have been seeking to join us each year since we started while only 5 managed to

join.

RISE011/23 ENTRUST METAL & ENG WORKS

Ambition

To lead in offering high-quality metal fabrication, engineering works, and industrial solutions. The

company is committed to delivering durable and innovative metal products while ensuring customer

satisfaction, operational efficiency, and industry-standard compliance.

Outcome Challenges

● High competition in the metal fabrication industry.

● Rising costs of raw materials and production.

● Maintaining high-quality standards while meeting customer demands.

● Need for skilled labor and advanced technology adoption

Activities

Product Manufacturing

Designing, fabricating, and assembling metal structures, machine parts, and industrial tools.

Input

● Skilled engineers, technicians, and support staff.

● Welding machines, cutting tools, bending machines, and safety gear.

● Steel, aluminum, copper, and other industrial metals.

● Investment for operations, marketing, and expansion.

Progress Markers

● Increased production efficiency and timely order delivery.

● Customer satisfaction and positive feedback.

● Growth in client base and repeat customers.

● Expansion into new market segments.

Lessons learnt and Informed Decisions

● Quality Matters: Customer retention is driven by high-quality products and reliable service.

● Cost Management: Efficient sourcing and waste reduction strategies help maintain profitability.

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● Technology Integration: Investing in modern tools and machinery improves efficiency and output.

RISE012/23 ANGELIQUE BEAUTY COSMETICS

Ambition

The CEO asserted that the company aims at becoming a leader in offering high-quality, affordable

beauty and skincare products. The business envisions empowering customers with a wide range of

cosmetic solutions, including organic skincare, makeup, haircare, and beauty accessories. The goal is

to establish a trusted brand that promotes self-care, confidence, and sustainable beauty practices.

Outcome Challenges

● High Competition – The beauty industry is saturated with both established brands and emerging

competitors.

● Limited Brand Awareness – Many potential customers are unaware of Angelique Beauty

Cosmetics.

● Changing Consumer Preferences – Customers frequently shift towards trending beauty

products.

● Pricing Pressure – Customers expect quality products at affordable prices.

Activities

● Brand Development & Marketing – Increasing brand visibility through social media, influencer

partnerships, and local events.

● Customer Education & Engagement – Hosting beauty tutorials, skincare consultations, and

product demonstrations.

● Product Diversification – Expanding the product line to cater to various skin types and beauty

needs.

● Competitive Pricing Strategies – Implementing discount programs, loyalty rewards, and bundle

offers.

Input

● Financial Capital – For inventory expansion, marketing campaigns, and e-commerce setup.

● Beauty & Cosmetic Products – Sourcing high-quality skincare, makeup, and haircare items.

● Marketing & Branding Materials – Packaging, promotional materials, and social media

advertisements.

Progress Markers.

● Increased social media engagement and customer inquiries.

● Growth in both physical and online sales.

● Higher customer retention and repeat purchases.

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Lessons learnt and Informed Decisions

● Brand Awareness Drives Sales – Consistent marketing efforts lead to higher customer

engagement.

● Customer Preferences Evolve – Regular market research helps in adapting to trends.

● Quality Builds Loyalty – Offering genuine, safe, and effective products gains customer trust.

RISE013/24 BRECON MPESA SERVICES LTD

Ambition

The CEO MR.Jacob Omwaka opened this business service in 2020 having an ambition of being a

leader who is trusted and efficient in offering mobile money transfer, airtime sales, bill payments, and

financial services. The company seeks to expand its customer base, ensure seamless transactions,

and provide secure, reliable, and convenient financial solutions. The long-term goal is to diversify into

other financial services, such as agency banking and digital payments.

Outcome Challenges.

● High Competition – Multiple M-Pesa agents operate in the same area.

● Cash Flow Management – Ensuring a balance between cash and float to handle customer

demands.

● Security Risks – Threats of fraud, robbery, and cybercrime.

● Regulatory Compliance – Meeting Safaricom and government financial regulations.

● Customer Trust & Retention – Building a loyal customer base despite market saturation.

Activities.

● Competitive Positioning – Offering excellent customer service, faster transactions, and secure

handling of funds.

● Cash Flow Optimization – Implementing efficient float and cash management strategies to meet

customer demands.

● Security Enhancements – Installing CCTV cameras, hiring security personnel, and training

employees on fraud prevention.

● Regulatory Compliance & Licensing – Ensuring all business operations align with Safaricom

and financial laws.

Input

● M-Pesa and Banking Equipment – POS machines, mobile devices, and transaction records

system.

● Staff & Training Resources – Skilled customer service agents with fraud awareness training.

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● Marketing & Branding Materials – Posters, flyers, and digital campaigns.

● financial Capital – For float management, security improvements, and marketing.

● Secure Business Premises – Well-located, secure shop with surveillance systems.

Progress Markers

● Increased daily transaction volumes and float turnover.

● Improved customer satisfaction and repeat visits.

● Reduction in fraud incidents and security breaches.

● Compliance with all Safaricom and financial regulations.

● Successful expansion into new financial services

Lessons learnt and Informed Decisions

● Float Management is Crucial – A well-balanced float ensures smooth operations and customer

trust.

● Security Must Be a Priority – Installing surveillance and training staff minimizes fraud risks.

● Customer Service Drives Growth – Excellent service leads to repeat customers and referrals.

● Regulatory Compliance Avoids Penalties – Keeping up with financial regulations ensures

smooth operations.

RISE014/24 HALFWAY HOME – NYERI

In 2021, Mrs Margret Wambui together with her colleagues decided to visit one of the Kenyan prisons

in Mombasa as a social corporate responsibility, to socialize, worship with them and later to donate

some food. That is when she came hand in hand with the myriads of challenges that prisoners undergo,

especially those whose terms in prisons had lapsed and were scheduled to be freed. Some were so

worried of what will happen to them when they decide to go back to the village, to an extent of opting to

remain in prison even after completing the prison term.

After this encounter, Madam Margret Wambui decided to show the prisoners some love by starting Half

Way Home to help prisoners integrate with the society. She made it a personal commitment to

regularly visit various prisons in the country leaving her contacts to those being prepared to be released

so that should they have any challenges going back home, they can simply go and stay with her in her

home for sometime. During the stay, they would be engaged in activities like carpentry, tailoring,

farming, masonry and other community initiatives like tree planting, cleaning etc, help them become fit

for purpose to go back into their community.

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At the start, she only had two ex-convicts but as time went by, the number increased significantly.

Today, Madam Margret Wambui through her HalfWay Home has managed to integrate over 30 exconvicts

into the society with the number set to increase to 70 in 2025.

Primary purpose of imprisonment or similar restrictions on a person’s liberty is to protect the society

from crime and to prevent recidivism. This objective can only be achieved if the period of imprisonment

is used to prepare the individual as much as possible for reintegration into the society as law abiding

and self sufficient citizen-Nelson Mandela

Strategy for change

To support ex-convicts in becoming law-abiding and self-sufficient members of society, Madam

Wambui actively explores various strategies to facilitate their reintegration into the community. In many

developing countries, ex-convicts often face significant stigmatization upon their release. While prisons

are designed to rehabilitate offenders, there is minimal to no follow-up support to ensure they are fully

accepted and integrated into society.

Instead, the responsibility for their reintegration is largely left to their families and the broader

community. This gap in support arises because, at the conclusion of the prison sentence, the

correctional system often considers its role fulfilled, leaving ex-convicts to navigate the challenges of

reintegration on their own.

The following are some of the challenges faced by prisoners once they leave prison as shared by

Madam Wambui, the CEO HALFWAY HOME in NYERI.

● Employment issues-Ex convicts may face discrimination, lack of the right skills for a job, and

limited opportunities as most careers are always off limits to people who previously hold criminal

records.

● Social Integration-Ex convicts may from time to time face stigmatization, social exclusion, and

community rejection. They may also need to rebuild trust with family members, some of which

walked out on them. Sometimes the wife or husband left with the children.

● Psychological challenges-Exconvicts may face mental health issues such as depression,

anxiety, or PTSD. They may also struggle with coping mechanisms such as substance abuse.

● Legal and bureaucratic barriers-Exconvicts may have to navigate parole conditions, housing

challenges and financial instability.

● Family support-Family members may struggle to understand the rules their loved ones must live

under. They may also experience higher levels of stress if their loved ones have trouble finding

a job, struggles with addiction or has mental health issues.

Ambition

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To offer help to ex-convicts, Madam Wambui strives to provide supportive employment programs,

accommodation, boosting community involvement by engaging employers on their behalf, help them in

accessing mental health programs as well as assisting them in simplifying legal and bureaucratic

processes like business registration and compliance to tax.

SFC design and Implementation

Progress Makers-Over a period of 3 yrs, Wambui has helped in transitioning 32 ex-convicts into the

society, a number which could have been higher if there were sufficient resources to re-integrate all of

them. 16 of the ex-convicts left her home and worked as carpenters in various workshops in Nyeri, 5

left and ventured into farming vegetables, cereals, poultry and dairy, 3 as tailors while 5 left to start

welding and fabrication business. The remaining 4 are still undergoing incubation at her workshop.

This is summarized with the below scores.

Progress Markers Scoring

Successful registration of halfway home to comply with the requirement of a company

within the republic

5

County government licence 5

Bank Account 3

Infrastructure-Operational office, Construction of housing facilities 2

Employment of qualified staff to help with day to day operations 3

Operation plan-Development of clear objectives, roles of staff, trainings and workflows

tailored to the needs of the ex convicts

2

Growth in the number of ex convicts passing thro the facility 2

Attending trainings, workshops(At Least one per quarter) 1

Expansion of the services offered level of training, networking and community

engagements.

2

Feedback from the previous ex convicts 1

Financial sustainability through own source and those received from well wishers,

partners etc

1

Community access to the end products made by the ex convicts 3

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Accessibility, advocacy and visibility, community participation 4

Community engagements and outreach 3

Increased employment, Improved health, and living condition 2

Scaling up and room for future expansion 3

Stakeholder engagement and feedbacks 4

Growth in networks, partners. 2

Local credibility-evidence of being seen as a credible and trustworthy establishment.

Cultura adoption-Incorporation of local opinions, inputs, and stakeholders 3

Outcome Challenges

1. Reconnecting ex convicts with friends and families who may have walked out on them and

moved on, still holding past grudges and dealing with distrust.

2. Finding them places to live as their houses had been taken up, fallen or they didn’t have plans

in place for a house when they were sentenced. Even though Wambui is happy to host them

until they are ready to move out, there are challenges of accommodation, mattress and blankets,

food and utilities

3. Lack of social capital

4. Insufficient support from other stakeholders within the community.

Activities

In order to address these challenges, the following measures have been attempted.

1. Re-entry training and education.

2. Strict supervision and follow ups to avoid backsliding.

3. Provision of employment resources, linking them to potential employees, and per day works in

the jua kali sector.

4. Monitoring and treating mental health issues.

Milestones

Milestone By who By when

Re entry training and

education

Vocational training institute On a continuous basis, using 3

months to a year

Strict supervision Chiefs, ward admins, Pastors etc Continuous even after complete

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recovery.

Employment resources Wambui, community Chiefs, Ward

admins, Member of county

assembly and other elders.

From one month’s timeline

onward.

Monitoring and treating

mental health issues

Wambui, Community leaders. Continuously

Output

These milestones are always met jointly between Wambui, Community leaders and the relevant

stakeholders like the Police, Pastors, Mental health experts on a rolling basis as new members join.

Out of the 32 ex-convicts who accepted to be integrated, 28 of them were fully intergrated. The

granular breakdown is as follows; 5 farmers, 3 tailors, 5 welders while the 16 are working as capenters.

SFC Impact and Impact measurement.

Outcome;

The following are some of the activities undertaken by Target Partners as a result of activities

benefiting from the progress maker.

1. Provision of vocational training, carpentry, tailoring, masonry, welding and fabrications.

2. Purchase of new workshop equipment, tailoring machines etc.

3. Rehabilitation efforts by the community leaders like the ward admin, chief and their assistants

etc. These leaders have strong ties with the people and should always be part of the integration

initiaves.

4. Provision of counseling services through inviting counseling professionals to talk and offer

mentorship programs to the ex convicts.

5. Call for action through advocacy, community participation and radio campaigns.

Sustainable Impacts

1. 5 ex-convicts left as experienced farmers and already integrated into the community. Farming

vegetables, cereals, poultry and dairy.

2. 3 ex-convicts left with welding experience and are already attached with the local welding

workshops.

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3. There are a total of 16 ex-convicts working as carpenters with 11 working with already existing

furniture shops and 5 started their own.

4. 5 left and already running a textile and tailoring business.

The biggest prison in Kenya is called Kamiti Maximum prison, which holds over 3,600 prisoners even

though it was originally designed to hold only 1,400. This clearly demonstrates how overstretched the

prisons are that even if there is any training to gain skills to integrate with later in the society, it is

definitely of very poor quality.

The following are some of the activities which takes place in prison

1. Training(Carpentry, Tailoring, Masonry, Weaving and craftsmanship)

2. Counseling

3. Educational and professional services.

It is against this background that Margret Wambui of Halfway Home, Nyeri comes in in an attempt to

bridge the gap between the prison and the society.

Context;

In 2021, Mrgret Wambui together with her colleagues decided to visit one of the Kenyan prisons in

Mombasa as a social corporate responsibility, to socialize, worship with them and later to donate some

food. That is when she came hand in hand with the myriads of challenges that prisoners undergo,

especially those whose terms in prisons had lapsed and were scheduled to be freed. Some were so

worried of what will happen to them when they decide to go back to the village, to an extent of opting to

remain in prison even after completing the prison term.

After this encounter, Madam Margret Wambui decided to show the prisoners some love by starting Half

Way Home to help prisoners integrate with the society. She made it a personal commitment to regularly

visit various prisons in the country leaving her contacts to those being prepared to be released so that

should they have any challenges going back home, they can simply go and stay with her in her home

for sometime. During the stay, they would be engaged in activities like carpentry, tailoring, farming,

masonry and other community initiatives like tree planting, cleaning etc, help them become fit for

purpose to go back into their community.

At the start, she only had two ex-convicts but as time went by, the number increased significantly.

Today, Madam Margret Wambui through her HalfWay Home has managed to integrate over 30 exconvicts

into the society with the number set to increase to 70 in 2025.

Target Partner:

Half Way Home is an initiative that was started by Madam Margret Wambui with the goal of assisting

the ex-convicts resume their normal lives back to the villages with their families. This was founded in

2021 in Nyeri town of Kenya.

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These ex-convicts come with some skills they have previously acquired while in prison and so just a

little sharpening and training and they are good to go either to join the employment market or start their

own businesses.

In addition to integration efforts, the Halfway Home also promotes a sense of solidarity and resilience

among its members by addressing shared challenges and building a supportive community. This is

achieved by encouraging the ex-convicts to join various social groups in the society.

Purpose of the Survey

The primary focus of this survey is to assess change and sustainability.

Change

We evaluate change through two key aspects:

1. Contribution Tracing: This involves determining whether our program is the cause of the

observed changes. We use control measures, such as randomized populations that did not participate

in the program, to establish a causal link.

2. Outcome Assessment: This measures whether the program achieves its intended outcomes.

The evaluation is based on a comparison with the baseline, which reflects the initial situation within the

target population before the program’s implementation.

To provide a broader context for these measurements, we also consider macro-level surveys. These

surveys help us understand the situation on a larger scale—regionally, nationally, and globally.

Progress markers, identified during the planning phase of a new program, play a critical role in tracking

and measuring outcomes over time.

Sustainability

Sustainability is evaluated through two dimensions:

1. Institutional Capacity: This encompasses all aspects of the program management’s ability to

maintain and sustain the program over time.

2. Financial Balance: This assesses whether the program generates sufficient income to cover its

costs without relying on external donations.

In the context of ROPE (Realtime-Outcome Planning and Evaluation) terminology, sustainability is

ultimately measured by the program’s impact.

Survey Manual

The survey manual is a comprehensive guide designed for the HR&S survey management team. It

serves as a critical resource for preparing, implementing, and evaluating surveys to ensure data

collection aligns with the goals of Results-Oriented Planning and Evaluation (ROPE). All members of

the HR&S survey team are required to read and understand the manual in its entirety to ensure a

standardized approach to survey execution.

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The manual provides clear methodologies for managing, conducting, and reporting on HR&S surveys.

It aims to equip the survey team with the tools and knowledge necessary to collect reliable data,

analyze results effectively, and provide actionable insights to inform program planning and evaluation.

Sustainability

1. For how many years has Half Way Home been in existence?

Half Way Home has existed for the past three years. It was founded in 2021 by Margret Wambui.

2. How many ex convicts did Half Way Home have when it first started working with HR&S?

The business started with 2 people, then it grew to 10 in 2022 and at mid 2024, it had transitioned 28

ex-convicts into the society with 4 still at the home facility undergoing incubation. That makes a total of

32 so far.

3. What is the current membership? The home currently stands at 4 but is projected to grow to

70 in the next two years.

4. Are there any other ex convicts from the prison seeking to join Half Way Home? If there

is, how many? There are potentially 6 new ex-convicts who reached out in the recent past seeking to

join the group.

5. Are there any people who left the Home? If so, how many? 3 members who started with us

left the home, one relocated to Nairobi while two left and we have no idea where they disappeared to.

6. What are the reasons for people to have left the Home? Constrained resources and unmet

expectations.

RISE015/24 NJIRU FAR EAST RIDERS SACCO SACCO.

Ambitions

Njiru Far East Riders SACCO aims to be a reliable financial and investment platform for boda boda

riders in Njiru by providing affordable credit, savings opportunities, asset financing, and financial

literacy. The SACCO envisions empowering members to achieve financial independence, improve their

livelihoods, and enhance the safety and professionalism of the boda boda industry.

Outcome Challenges

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● Low Financial Literacy Among Members – Many riders lack knowledge on savings, budgeting,

and investment.

● Loan Default & Poor Repayment Culture – Some members struggle with timely loan

repayments.

● Limited Access to Affordable Credit – High-interest rates from traditional lenders make

borrowing difficult.

● Lack of Asset Ownership – Many riders operate on rented or borrowed motorcycles.

Activities.

● Financial Literacy Training – Conducting regular workshops on savings, investments, and

responsible borrowing.

● Loan Repayment Monitoring & Support – Implementing a structured repayment plan with

incentives for timely payments.

● Affordable Asset Financing – Partnering with motorcycle suppliers for flexible payment plans.

● Membership Growth Strategies – Using referral programs, community outreach, and social

media to attract new members.

● Partnerships for Safety Training – Collaborating with traffic police and insurance firms to offer

safety workshops

Input (Resources Required)

● Financial Capital – To fund loans, asset financing, and training programs.

● Training & Advisory Support – Experts in financial management, business development, and

safety compliance.

● Marketing & Branding Materials – Flyers, social media campaigns, and community outreach

initiatives.

● Operational Infrastructure – Office space, digital payment systems, and member record-keeping

tools.

Progress Markers (Indicators of Success)

● Increased membership and higher participation in savings schemes.

● Reduction in loan default rates and improved repayment discipline.

● More members owning motorcycles through SACCO asset financing.

● Enhanced financial literacy and investment awareness among members.

● Strengthened governance, leading to improved financial transparency.

● Increased compliance with road safety regulations.

● Growth in SACCO capital, allowing for expansion of services.

Lessons Learnt & Informed Decisions

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● Financial Education is Key – Members with financial knowledge make better borrowing and

saving decisions.

● Flexible Contribution Plans Work – Allowing small, regular savings encourages consistency.

● Loan Monitoring Prevents Defaults – Early intervention helps members stay on track with

repayments.Safety Training Enhances Reputation – Promoting compliance with traffic laws

improves public perception.

RISE016/24 GARSAN INTERIORS Business/Company

RISE017/24 BUTERE AGROCARE Business/Company

To be a leader in providing sustainable agricultural solutions in Butere by offering high-quality farm

inputs, agronomic advisory services, and innovative farming techniques. The company seeks to

improve food security, increase farm productivity, and promote environmentally friendly farming

practices among local farmers.

Outcome Challenges

● Limited Access to Quality Farm Inputs – Many farmers rely on substandard seeds, fertilizers,

and pesticides.

● Lack of Modern Farming Knowledge – Farmers have limited awareness of advanced

agricultural practices and climate-smart farming.

● Unpredictable Weather Patterns – Climate change has led to irregular rainfall, affecting crop

yields.

● High Cost of Farming Inputs – Price fluctuations make it difficult for small-scale farmers to afford

quality products.

● Pest and Disease Outbreaks – Lack of proper pest control methods results in poor harvests.

Activities.

● Supply of Quality Farm Inputs – Partnering with reputable suppliers to provide certified seeds,

organic fertilizers, and eco-friendly pesticides.

● Farmer Training & Advisory Services – Organizing workshops on modern farming, climatesmart

agriculture, and pest management.

● Introduction of Irrigation Solutions – Promoting affordable irrigation technologies to mitigate

climate change effects.

● Bulk Purchasing & Price Stabilization – Sourcing farm inputs in bulk to offer competitive prices.

● Pest & Disease Control Support – Educating farmers on integrated pest management (IPM) and

early disease detection.

● Market Linkages & Value Addition – Connecting farmers with buyers, cooperatives, and agroprocessing

units to enhance profitability.

Input

● Agricultural Experts & Trainers – To offer extension services and advisory support.

● Farming Equipment & Storage Facilities – Warehouses, irrigation kits, and transport logistics.

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● Marketing & Awareness Strategies – Social media engagement, farmer outreach programs, and

demonstration farms.

● Financial Capital – For purchasing farm inputs, training materials, and operational costs.

Progress Markers

● Increased adoption of certified seeds and organic fertilizers.

● Improved farm productivity and higher crop yields.

● More farmers trained in climate-smart agriculture and pest control.

● Reduced post-harvest losses through better storage and market linkages.

● Enhanced access to agricultural financing and insurance services.

Lessons Learnt & Informed Decisions

● Quality Inputs Boost Productivity – Farmers achieve better yields with certified seeds and

fertilizers.

Education is Empowerment – Training programs help farmers adopt sustainable practices.

● Climate Adaptation is Essential – Irrigation and drought-resistant crops improve resilience.

● Market Access Increases Income – Direct market linkages prevent exploitation by middlemen.

RISE018/24 NURU ALTERNATIVES Business/Company

RISE019/24 SAKOZ CYBER CAFE Business/Company.

Ambition

Sakoz Cyber Café CEO MR……….. aims at offering affordable, reliable, and innovative ICT solutions.

The business seeks to bridge the digital divide by providing access to internet services, printing,

document processing, and online transactions while fostering digital literacy in the community.

Outcome Challenges

● Limited Internet Access & Digital Literacy – Many locals lack access to affordable internet and

essential digital skills.

● Unreliable Power Supply – Frequent electricity outages disrupt business operations.

● High Operational Costs – Expenses for rent, internet subscriptions, and equipment maintenance

reduce profitability.

● Competition from Mobile Internet & Other Cyber Cafés – More people use mobile data, reducing

demand for cyber services.

● Security Risks & Cybercrime – Customers’ personal data may be vulnerable to cyber threats.

Activities

● Enhancing Service Offerings – Expanding beyond browsing to include e-learning support, digital

training, and business solutions.

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● Investing in Power Backup Solutions – Acquiring UPS (Uninterruptible Power Supply) and a

generator to ensure uninterrupted service.

● Cost Management Strategies – Optimizing expenses through better supplier deals and energyefficient

equipment.

● Competitive Pricing & Service Differentiation – Offering discounts, loyalty programs, and

premium services.

Input

● Financial Capital – For purchasing backup power solutions, software, and digital training

materials.

● ICT Equipment & Software – High-speed internet, computers, printers, scanners, and

cybersecurity tools.

● Human Resources – Skilled personnel for customer support and training programs.

● Marketing & Branding – Social media presence, advertising, and community engagement.

● Partnerships & Networking – Collaborations with government offices, schools, and business

organizations.

Progress Markers

● Increased daily customer footfall and service utilization.

● Stable operations with minimal disruptions due to power outages.

● Cost reduction through strategic planning and efficiency measures.

● Improved customer retention through loyalty programs and enhanced services.

Lessons Learnt & Informed Decisions

● Diversification is Key – Expanding service offerings attracts more customers.

Reliability Matters – Power backup solutions ensure business continuity.

● Marketing Drives Growth – Strong advertising and branding increase visibility.

● Cybersecurity is Crucial – Protecting customer data builds trust.

RISE020/24 RUZYN HAIR SALON & BEAUTY

Ambition

RUZYN Hair Salon & Beauty aims to become a leading beauty and wellness destination, offering highquality

haircare, skincare, and beauty services tailored to diverse customer needs. The salon seeks to

provide an exceptional client experience, foster innovation in beauty services, and maintain a

sustainable and profitable business model.

Outcome Challenges.

● Customer Retention & Loyalty – Ensuring repeat clients through outstanding service and

personalized experiences.

● Competitive Market – Standing out in a saturated beauty industry with unique offerings.

● Skill Development & Training – Keeping up with evolving beauty trends and techniques.

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● Financial Stability – Managing operational costs while maintaining affordability.

● Digital Presence & Marketing – Expanding customer reach through social media and online

platforms.

● Staff Motivation & Retention – Maintaining a skilled and motivated workforce.

● Regulatory Compliance – Meeting industry and health standards.

Activities.

● Customer Engagement Programs – Implement loyalty programs, special discounts, and

personalized services.

● Brand Differentiation – Develop signature services and unique beauty treatments.

● Training & Up-skilling – Regular staff workshops and partnerships with beauty brands for skill

enhancement.

● Financial Planning – Implement cost-effective strategies and explore funding opportunities.

● Digital Marketing Strategy – Utilize social media, influencer collaborations, and online booking

systems

Input

● Financial Resources – Investment in equipment, staff training, and marketing.

● Human Resources – Skilled hairstylists, beauticians, and customer service personnel.

● Technology – Booking systems, social media platforms, and POS software.

● Products & Equipment – High-quality hair and beauty products, tools, and salon furniture.

Progress Markers.

● Increased customer retention and repeat visits.

● Higher engagement and visibility on digital platforms.

● Positive customer reviews and referrals.

● Improved financial performance and profitability.

● Skilled workforce with ongoing training certifications.

● Efficient inventory and quality product supply.

Lessons learnt and Informed Decisions

● Customer Experience is Key – Personalized services and customer engagement drive loyalty.

● Continuous Learning Matters – Staying updated with beauty trends enhances competitiveness.

● Financial Discipline is Crucial – Budgeting and financial planning ensure sustainability.

● Digital Transformation Works – Social media and online platforms increase brand awareness.

● Employee Well-being Boosts Productivity – Happy and well-trained staff lead to better service.

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RISE021/24 MALOBA RANCH KITALE Business/Company

RISE022/24 BUTERE BODABODA HOSPITAL GATE.

Ambition

Butere BodaBoda Hospital Gate aims to improve the safety, organization, and economic empowerment

of BodaBoda (motorbike taxi) riders operating near the hospital. The project focuses on enhancing

orderliness, reducing accidents, increasing earnings, and fostering collaboration between the riders and

the hospital.

Outcome Challenges

1. Traffic Congestion & Disorder – Lack of designated parking areas leading to obstruction near

the hospital gate.

2. Safety Concerns – Increased risk of accidents and injuries due to reckless riding.

3. Regulatory & Compliance Issues – Riders operating without proper documentation, licenses, or

adherence to traffic rules.

4. Economic Hardships – Limited financial literacy, savings culture, and loan access for BodaBoda

riders.

5. Health & Well-being – Riders lacking medical insurance and access to healthcare services.

6. Community Relations – Strained interactions between hospital management, patients, and

BodaBoda riders due to disorderly conduct

Activities (Key Actions to Address Challenges)

1. Designated BodaBoda Parking & Waiting Bays – Creating structured pick-up/drop-off points

near the hospital gate.

2. Road Safety Training – Conducting workshops on safe riding, traffic rules, and first aid.

3. Licensing & Compliance Support – Helping riders obtain proper licenses and registration.

4. Financial Empowerment Sessions – Teaching savings strategies, investment plans, and

SACCO (Savings and Credit Cooperative) participation.

Input (Resources Required)

● Financial Support – Funding for training sessions, parking bay construction, and compliance

facilitation.

● Human Resources – Trainers, traffic police, healthcare providers, and financial advisors.

● Infrastructure Development – Signage, parking sheds, and road markings.

● Partnerships – Collaboration with government agencies, hospitals, and microfinance institutions.

● Awareness & Community Engagement – Flyers, social media campaigns, and sensitization

meetings.

Progress Markers

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● Properly designated BodaBoda parking areas.

● Reduction in accidents and traffic congestion.

● Increased number of licensed and compliant riders.

● Improved financial literacy and SACCO membership.

● More riders registered for health insurance.

● Strengthened relationship between BodaBoda riders, hospital staff, and local authorities.

Lessons Learned & Informed Decisions.

● Organization Reduces Conflict – Structured parking improves order and enhances safety.

● Training Boosts Compliance – Riders with proper knowledge follow traffic rules better.

● Financial Literacy Matters – Savings and SACCO participation increase financial security.

● Health Coverage is Essential – SHA Coverage and wellness programs improve riders’ wellbeing.

● Community Dialogue is Key – Regular engagement between stakeholders fosters mutual

understanding.

RISE023/24 BUTERE 001 BODABODA YOUTH GROUP.

Ambition

The Butere 001 BodaBoda Youth Group aims to empower young BodaBoda riders by promoting safety,

financial growth, skill development, and community engagement. The project seeks to create a

structured and self-sustaining youth group that enhances riders’ economic opportunities while ensuring

social responsibility and compliance with industry regulations.

Outcome Challenges

1. Unstable Income & Financial Mismanagement – Lack of savings culture, financial planning, and

access to affordable credit.

2. High Accident Rates & Safety Issues – Poor adherence to traffic rules and lack of road safety

training.

3. Limited Access to Training & Education – Few opportunities for upskilling in business,

mechanics, and financial literacy.

4. Lack of Group Structure & Leadership – Weak governance within the youth group, leading to

inefficiency and lack of growth.

5. Regulatory Non-Compliance – Many riders operate without proper licenses, insurance, or safety

gear.

Activities.

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1. Formation & Strengthening of the Youth Group – Establishing a leadership structure with clear

roles and responsibilities.

2. Financial Training & Savings Initiatives – Encouraging SACCO (Savings and Credit Cooperative)

membership and investment planning.

3. Road Safety & Compliance Training – Conducting regular workshops on traffic laws,

responsible riding, and first aid.

4. Business & Entrepreneurship Skills Development – Offering training in alternative incomegenerating

activities.

5. Licensing & Insurance Support – Facilitating access to driving licenses, NHIF (National Health

Insurance Fund) registration, and accident coverage.

6. Community Engagement & Reputation Building – Organizing outreach programs, charity work,

and youth mentorship initiatives.

Input

● Awareness & Advocacy – Media campaigns, community forums, and social media engagement.

● Financial Resources – Funding for training programs, safety gear, and group projects.

● Human Capital – Trainers, mentors, law enforcement officers, and business experts.

● Infrastructure & Equipment – Reflective jackets, helmets, first-aid kits, and group meeting

spaces.

● Strategic Partnerships – SACCOs, NGOs, microfinance institutions, and transport sector

regulators.

Progress Markers.

● Well-structured and functional youth group with leadership accountability.

● Increased savings and financial stability among members.

● Reduction in road accidents due to improved safety awareness.

● More riders obtaining legal licenses and insurance coverage.

● Growth in alternative income streams and business ventures.

● Positive perception of BodaBoda riders in the community.

Lessons Learnt & Informed Decisions

● Leadership Drives Success – A well-organized youth group functions better and attracts support.

● Financial Literacy is a Game-Changer – Savings and SACCOs provide financial security and

investment opportunities.

● Safety Training Reduces Risks – Educated riders are less prone to accidents and legal troubles.

● Diversification Enhances Stability – Alternative income sources prevent over-reliance on

BodaBoda business.

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5. Looking Ahead: Finances and Programme Initiatives

A separate link to the Annual Work Plan and budgeting for the Branch is provided for more detailed

alignment.

6. Impact Compilation Catalogue

Ambition

The ambition was to effectively communicate the impact of HR&S Kenya’s work, inspire support for its

initiatives, and establish a sustainable online presence. Specifically, we aimed to:

● Create and disseminate crowdfunding videos & materials to Action10.

● Enhance the organization’s visibility on social media platforms.

● Build a cohesive and recognizable brand identity.

Outcome Challenges

● Limited financial resources, as the department had no allocated budget.

● Lack of adequate equipment for high-quality content creation.

● Absence of brand guidelines and metrics for measuring engagement.

Activities

To address these challenges and achieve our ambitions, we undertook the following activities:

● We acquired an iPhone X Max to try and overcome equipment limitations.

● Posted visual content (posters and flyers) on Facebook, Twitter, and LinkedIn to observe

national holidays and highlight organizational efforts.

● Initiated discussions to request a new logotype to enhance brand identity.

Input

● iPhone X Max

● Lighting

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Progress Markers

Progress markers used to measure our efforts included:

● The number of videos presented to the Action10 committee led to disbursed funds to RISE

members.

● Creation of visual content for online platforms

● A new logotype for the branch

Lessons Learned & Informed Decisions

Lessons Learned

● Resourcefulness can yield significant results, but sustainable impact requires proper investment

in tools and training.

● Consistent branding efforts and storytelling resonate strongly with stakeholders.

Informed Decisions

● Designing and printing of the team’s name tags and a banner communicating the organization’s

mission