IMPACT
SOCIAL ENTERPRISING

We have supported 50 social entrepreneurs to scale their businesses.

We target social good, profit to the business owner/RISE member generating significant improved livelihood, and salary to previous and new employees. Many of the supported enterprises generates innovations and many are also operating within vulnerable settlements, thus providing products and services for the underserved.

We only empower needs and user driven interventions, meaning the project designer and manager is part of the community where the intervention is implemented.

We measure impact based on our TestE strategy, thus we compile output outcome and sustainable impact based on progress markers that were developed at the design phase of the programme. Progress markers are then adjusted as lessons are learned.

Ambition

Our support packages empowers the implementation of the management for change strategies.

Lesson learned & informed decision

Challenges with accountability
1. Establish local branches that have closer contacts, 2020.
2. Joint RISE centre effort 2022.

Thephilus’ programme
Empowering entrepreneurs. Theo has a bright idea for ensuring accountability with in RISE Centres.that he has been involved with in a previous programme.
Status: We shall try the programme with Theo as a RISE member, if it works well out it can (also) be the structure for the RISE Centre as a whole.

Outcome challenges

Lesson learned & informed decision

Challenges with accountability
1. Establish local branches that have closer contacts, 2020.
2. Joint RISE centre effort 2022.

Output

Expert Advice
2009 – 2020: Expert advice were offered on on Ebola, Covid19 and laboratory accreditation.

Expert Training
2015-2016: 90
2021: 40

Networks
2021: Four new networks established and 50 members joined (15+20+10+5).

Loans
2021: Since 2011 loans of in average EUR 10.000 per year has been transferred thus EUR 110.000.

RISE Centres, Business loans & supplies

Country coordination, infrastructure empowerment and business loans through our local support centres, RISE Centres. Loans for business scaling and scientific equipment procurement. Access to supplies from Europe.

Output 2021

Loans were given to:
xxx

2009-2021: We have in total empowered 15 social enterprises.
2021: We empowered 12 social enterprises and were discussing with six new initiatives.

Reflection per activity

Kenya with Amani
Kenya with Dolas
Uganda with BanaPads
Uganda with Creative Arts
Togo with IARAD
Togo with SEVIE
Togo with L&D and M Yawo
We are successful in rural Togo when Milohum has taken over and has chosen and interacted with the co-PMP.
Liberia with IDEFOCS
Nigeria with SpellAfrica.
Kenya with Weema
Millicent is successful in Kenya when reaching out to a company already well established and not in in an under-served community.

Per Social enterprise

Burkina Faso

Senexel

A27. Accreditation of private advanced laboratory.

A start-up private laboratory, Senexel, in Burkina Faso has been provided expert advice on laboratory accreditation procedures. Our local branch has also coordinated internship for university students at Senexel. This has been a no-cost collaboration. Senexel staff have attended HR&S webinars and joined the Network for Technicians.

Status: First phase successfully concluded. We remain in contact and are open to new collaboration opportunities.

2021: Facilitated for a private laboratory in Burkina Faso, Senexel, to become accredited. Offering internship for university students at advanced laboratories in Burkina Faso. Senexel staff have attended HR&S webinars and joined the Network for Technicians.

Nella Consult

2021: Launching HR&S coaching among institutions in Burkina Faso and earns a percentage of the payment. No agreement yet.

IDS

A.24 Enabling women teachers in natural science subjects.

Context

The role of women is essential in the fight for development at the national level and in a context of global sustainable development. Today more than ever, our societies need all intelligences to promote development. To hold their place in our rapidly changing societies, women need to create conditions conducive to the awareness of their abilities and to bring society to change their vision vis-à-vis their capacity of participation. Despite the efforts made by the states in the implementation of gender policy, it is clear that the place given to women in the construction of society remains weak. Individual female skills internationally are recognized. Indeed, the school enrolment rate of girls in Burkina Faso (27%), the number of women scientists in research structures (8%) and in public higher education about 10 % are an illustration of this. In addition, the orientation of girls to study natural sciences (physics-chemistry-mathematics) and high-level technical careers remains marginal. Some women associations join forces and are working for a greater interest of women and girls in science and technology. In addition to this challenge in Burkina Faso, like many countries in Africa, high pregnancy rates in schools of girls is a silent pain that causes a lot of bitterness. According to the World Health Organization (WHO), 80 million school-age pregnancies occur each year in developing countries.

According to the Ministry of National Education (MENA) in Burkina Faso about 2,295 cases of school-age pregnancies, were observed in 2014 throughout the country. The reasons for this growing rate of school-based pregnancies are many and varied: socio-cultural factors (early and forced marriages, irresponsibility of parents, weak ability to talk about sexuality, depravation of morals, sexual, the influence of bad company, prostitution), inadequacy of reception centres for girls. Also economic factors explain the situation: poverty and misery. The consequences of early pregnancies are numerous: illegal abortions, school dropouts, exclusion from the family, child abandonment, infanticide, family conflicts, marginalization, social exclusion, increase in family expenses, prostitution, and psychological shock, loss of dignity or honour, banishment…

Some girls arrived by their great effort to reach high education level and it will be very good to support them to have a successful study. This is the case of many teachers at IDS Institute.
One of the strategic objectives of Burkina Faso’s National Economic and Social Development Plan is to increase supply and improve the quality of education, higher education and training in line with the needs of the economy. It aims to achieve SDG 5: achieve gender equality and empower all women and girls.

Our partner

Professor Bonzi-Coulibaly Yvonne, the General Director of Institute Des Sciences (IDS) institute during 2018 and 2019. Pr Bonzi is the 2013 recipient of the African Union’s Kwame N’krumah Science Prize for Women – “Basic Science, Technology and Innovation”. Her contribution to gender equity has been made within the Association of Women Scientists of Burkina since 1988, within the Chair Women Sciences, Societies and Development creates 2000 at the University of Ouagadougou and via its testimonials model of as well as during her seminars and research themes.

IDS

IDS a public higher education institution in charge of academic formation of future teachers in Sciences (mathematics, physics, chemistry, and biology) in Burkina Faso schools. The students have courses during three years at the institute and spend one year in real school for training. These professors will be in contact with scholars and present future agents of sensitisation throughout Burkina Faso as they will be in contact with girls in their classrooms. About 20 teachers are mothers and have no facility at home to look for their kids. They come each day to the institute with their child or baby with a girl about eight to 12 years old as babysitter. The kids and the babysitter need all some safe place at the institute and a senior woman as supervisor to give advices all the day will be very useful.

Output

Estimated costs
Salaries for two women as supervisors:
140 euros x 6 months x 2 women : 680
Small equipment’s for hands washing and games: 320 Euros.

Business idea assessment
Initial phase (project idea) – The team of Action 10 had suggested Yvonne to make the idea of employing women caregivers more viable (self-sustaining), by suggesting that the girls can contribute monthly specific (small) amount of money towards the salary / operations of the programme. Alternatively, it was suggested that these services can be extended for children in need of supervision in the vicinity of the university, then the girls can get services at more subsidized price/free of cost. The idea proposed by Action10 was not possible in actual practice as a public institution like IDS may not be able to start a social enterprise. Current status: Yvonne has suggested that she will engage one woman who has completed her M.Sc. to interview (Focus group interviews or semi structured interviews) to understand the perspectives of the girls (Target partners, TP1) about the Programme idea, barriers to successful completion of the exams and any alternative solutions that can help them concentrate better at studies. The lady Yvonne identifies will become a Target partner herself (TP2) of the Programme OR a member of the Programme management partner Team.

Professor Yvonne Bonzi Coulibali, Action10 and HR&S have been collaborating to formulate a financially sustainable programme approch provding the user driven social good targeted.

Postponement

When Professor Yvonne Bonzi Coulibali assignement as director was concluded, she decided to continue her initiative closer to the villages.

HR&S Action10 decided to seek other opportunities to address user driven social good targeting women empowerment in Burkina Faso and this programme was postponed.

Kenya

Dolas Creation

A25. Tailoring business in Kibera, a vulnerable settlement in urban Kenya.

2020: One tailoring business, Dolas Creation, in the Kibera slum area in Nairobi Kenya was empowered to scale its business through a business loan.
2021: Dolas Creation has had challenges with repaying the first instalment, due to external challenges related to the pandemic.

Status: On-going.

Context

Kibera (Kinubi: Forest or Jungle) is a division of Nairobi Area, Kenya, and neighbourhood of the city of Nairobi, 6.6 kilometres from the city centre. Kibera is the largest slum in Nairobi, the largest urban slum in Africa and the third largest in the world. The Kenya Population and Housing Census has estimated Kibera’s population to be one or two million people. Most of Kibera slum residents live in extreme poverty, earning less than $1.00 per day. Unemployment rates are high. Persons living with HIV in the slum are many, as are AIDS cases. Cases of assault and rape are common. There are few schools, and most people cannot afford education for their children. Clean water is scarce. Diseases caused by poor hygiene are prevalent. A great majority living in the slum lack access to basic services, including electricity, running water, and medical care.The neighbourhood is divided into a number of villages, including Kianda, Soweto East, Gatwekera, Kisumu Ndogo, Lindi, Laini Saba, Siranga, Makina and Mashimoni.

Mr. Fredrick Ating’a.
Born in Bondo, the Western part of Kenya, Mr. Fredrick Ating’a has always had a great interest in the fashion industry from a very young age. When he was a little boy, he used to admire his grandfather who loved dressing African clothes. After completing his college studies, he worked in various institutions which he realized was not his calling. He noted that people have their own selfish interests. He later resigned to follow his passion, designing and developing different types of clothing. His business is in Kibera, the largest slum in Africa, a division of Nairobi, Kenya. Poverty and unemployment rates are high in this area. Fredrick hopes to transform and empower people in the area by providing jobs and training to other local craftsmen and artisans. However, insufficient funds to enable him to expand his business, improving the quality of the services and marketing strategies has been a challenge. “I would love to see a transformed society with independent people, people who believe they can do or be whatever they want to be”, he says. He strongly believes that through being a member of the Human Rights & Science (HR&S) RISE Support Centre, he will be able to learn valuable business and financial skills that will help him take his business to the next level.

Dolas Creation
The love for African fashion and passion to inspire, educate, and empower local artisans and craftsmen drove Frederick Ating’a to come up with Dolas creation. The whole concept behind Dolas Creation was thus to bring together gifted local artisans and craftsmen to showcase all local African fashion under one roof. ‘I hope this will invigorate employment and hearten acknowledgment of African crafts both locally and internationally’, he says. Dolas creation is located in Kibera slum (a division of Nairobi area Kenya) where poverty and unemployment rates are still very high. It is unarguable that the rapid spread of coronavirus across the globe has escalated problems in such communities; who live below the poverty line and depend on the informal sector for a source of income. Keeping in mind that lower-income countries hardly develop policies that provide economic protection for people who are marginalized, such individuals are left vulnerable.

Ambition

“I would love to see a transformed society with independent people, people who believe they can do or be whatever they want to be”, he says. He hopes to offer quality services and products that are unique and customer friendly. Dolas envisions to be the nation’s most inclusive organization representing marginalised skilled artisans and craftsmen that share a common interest to improve living standards, expand opportunities and empower communities while providing the best practices and services in the fashion industry. Dolas creation hopes to make local brands that get their place both in local and international space with the following as the main commodities:

African print clothes.
Ankara shoes (customized).
African print bags and purses.
African jewellery (customized).

He strongly believes that through being a member of the Human Rights & Science (HR&S) RISE Support Centre, he will be able to learn valuable business and financial skills that will help him take his business to the next level, to build on what he is already doing, and scale-up.

Initiate more and maintain present tailoring production within Kibera.
Employ Kibera citizens.
Sell products within Kibera.
Sell products outside Kibera within Nairobi.
Sell products in Sweden through HR&S.
As a result of the biting corona pandemic, Dolas will also retail its products online and offer delivery throughout Africa and the world.

Outcome challenges

Insufficient funds to enable him to expand his business, improving the quality of the services and marketing strategies has been a challenge.
Insufficient business and financial skills. Finance/marketing assessment Dolas creation was not in a position to produce/show the accounting books when it was requested at the time of giving the loan, but Mr. Frederick promised to link up with the HR&S accounting coach.
Market trends: Kenyan market embraces imports, this poses unhealthy market competition due to unregulated market prices when it comes to clothes, as most clients opt to go for cheaper ones of same design.
Covid-19 has negatively impacted the economy. This has resulted in lowering the demand, especially in fashion industry. This was reflected by Fredrick’s statement,” Just to let you know, at such a time in previous years, you would not have found me here, demand for celebrations attires such as weddings was high and pressure to produce clothes equivalent to clients placed orders was extremely high, and of course the returns were huge.” Also Fredrick complained about the available quality fabrics: “Kenya as a country does not have the capacity to produce the quality fabrics necessary for making good quality attires. This means we mostly depend on importation which may take much time before receiving the items”.

Outcome

Mr. Fredrick is doing fine, he is lively & very positive.
He was granted a loan from ActionInvest of EUR 2,000 in 2020 and used 50% of the total loan amount awarded to procure fabrics and dummies. At least 18 pieces – dresses was made as first batch clothes. The low utilization of the loan was linked to low customer base. The overall production was still low though the pandemic. Mr. Fredrick anticipates to scale-up gradually as the economy stabilizes, and everything normalizes.
Dolas creation manages to do business with a few former clients despite the drop in demand during the pandemic. Mr. Fredrick states “Did you see what Nairobi County Women Representative wore during the launch of Building Bridges Initiatives (BBI) at Bomas Kenya? That was my work.”
Clients are continuously visiting his small tailoring shop in Nairobi placing orders for various designs.
Dolas establishment’s production is low. This is due to low demand during the pandemic.
The market prices for various attires has greatly impacted negatively on the establishment’s production level due to it being highly priced as a result of the pandemic.

HR&S Milestones

Provide raining on marketing.
Provide training on accounting.
Provide training on business management.
Support with a SfC roadmap for Dolas Creation.
The second loan should be withheld and will be released when Dolas has fully utilized the first loan and accounted for it.

RISE Centre suport to Dolas Creation

Outcome

We know that Mr Frederick has stated that he strongly believes that through being a member of the Human Rights & Science (HR&S) RISE Support Centre, he will be able to learn valuable business and financial skills that will help him take his business to the next level, to build on what he is already doing, and scale-up.

We as a RISE Centre has failed Mr Frederick on this.

We have not been able to assign trainers on business management.
We have not been able to assign trainers on marketing.
We have been late with offering training on accounting.
We have not done an in-depth SfC road-map that will help him coordinate his efforts.

It is very difficult to assign trainers for our Branch Kenya. Some who join are not active, others may target a salary.
Moreover, as we do not have an active team we cannot generate income that would otherwise make it possible to to give a small reimbursement as well as create RISE Centre infrastructure.

We as service providers should always look at our own weaknesses. Not target our customers’ weaknesses.

Lesson learned & Informed decision

LL: Mr Frederick was afraid that we might be there to micromanage his business of over 30 years.
ID: We changed our position for RISE Support staff from being coaches to be trainers instead.
LL: Mr Fredrick couldn’t give the account log ins or add admins for his on-line marketing.
ID: How come Frederick had this view? Why did he not trust us? Could we really provide professional training on on-line marketing, so that he felt it was worth the effort to engage him-self in our training for him? We will assign a professional on-line marketing trainer.

HR&S Milestones

ONE: EUR 2,000 was transferred by ActionInvest in 2020.
TWO: Training & Knowledge sharing
- Ann arrange with bi-annual RISE accounting training.
- Collins with bi-annual team-building, knowledge sharing and transparency sessions with RISE members.
- Millicent with bi-annual SfC sessions building a clear Road-map for each RISE member.
- Seek team members for the RISE Centre that can give professional training on the lean business model.
- Empower RISE members and operations team members to join ActionTalks to learn from others in the same situation.

Veema Households

A28. Veema Household_ Production and sales of bed runners.

2021: Start of collaboration. Enabling a tailoring woman enterprise in Nairobi to grow.EUR 2,000 was transferred by ActionInvest in 2021 and 1st loan was then transferred to Veema Housholds. Membership fee paid for 1st year.

Status: On-going.

Context

Doing a small market survey, the CEO Virginia NJERI noted that there is high demand of bed runners in Kenya especially in the hotels, guest houses, Air Bnb, residential. Veema Housholds is the only supplier of the bed runners in Kenya. Virginia concluded that:

Guaranteed market as we are the only producers.
High demand thus high sales volume.
Offer livelihood, people who resale are able to get income.

Ambition

Testimony “It would be interesting if we do the business both on wholesale and retail. We did prefer doing it on wholesale because it sells faster and reaches a wider market range. This would demand buying materials on wholesale to cut down on costs. The market is guaranteed because Veema Household is the only producer. Therefore, high demand will mean increased sales. This in turn will offer livelihoods, because we will offer direct employment to people (delivery persons and tailors) and income especially to wholesalers and retailers. Therefore Weema needs to offer wholesale and retail. Wholesale consumes a lot and also helps the business to sell faster.”

Outcome challenges

ONE_Before the loan was transferred
Material. Virginia says “A specific type of material may run out of stock hence need to get some stock up of the same. Buying in bulk has discounted prices. Also saves on transport as we will only do one trip.”
TWO_March 2022
The sales went so low and all the CEO was doing was paying rent with the stock for the past few months. For that reason Virginia decided to close the shop and operate online until she come back on her feet. Virginia will try get alternative work for now and raise funds. Virginia is kindly requesting to allow her loan not to accrue interest as she figures things out.
- Lack of customer base

RISE Centre support to Veemas

HR&S Milestones

ONE: EUR 2,000 was transferred by ActionInvest in 2021 to address outcome challenge ONE.
TWO: Training & Knowledge sharing
- Ann arrange with bi-annual RISE accounting training.
- Collins with bi-annual team-building, knowledge sharing and transparency sessions with RISE members.
- Millicent with bi-annual SfC sessions building a clear Road-map for each RISE member.
- Seek team members for the RISE Centre that can give professional training on the lean business model.
- Empower RISE members and operations team members to join ActionTalks to learn from others in the same situation.

Amani Women Group

A.4 Table banking as a result of Amani Women Group effort.

2016: A loan of EUR 2,000 was transferred by ActionInvest in 2016, directly to Amani.
2021: Branch Kenya team-leader Millicent SIFUNA has visited in 2021 and was well received. She wrote and excellent report and re-connected with the Amani Women Group.

Status: On-hold, empowerment sessions planned by RISE Kenya.

Context

Nyakinyua village is an area located in Nakuru County. 98% of the people are subsistence farmers. Land parcels have continued to get smaller and smaller as families subdivide the land and pass it down to their children. This has led to over-reliance on the small pieces of land and further afield forest products for survival, leaving many people living below poverty line and just getting by. There is need to diversify, but this is not possible without the options of borrowing money to invest, as is possible with other “bankable citizens.” Due to climate change the community is increasingly facing unpredictable weather patterns further deteriorating the environment they live in and their livelihoods, making it even more difficult when they have to rely on food crops alone for their survival. The challenges for Nyakinyua are many and include lack of governmental support, limited contact with people outside the village, rain fed agriculture only with no equipment or fertilisers, clashes between ethnic groups at the time of the previous election in 2007 and HIV/AIDS. The life in Nyakinyua is based on the cultivation of potatoes, peas, beans, cabbage at small land lots and collection of firewood. The village is faced with many orphans who do not attend school, young people who do not start families and alcohol abuse.

When there is economic advancement, higher standards of living are exhibited. Human capital is now being recognized as a key factor in economic growth. Access to finance has often been cited as an impediment that affect growth of locally owned enterprises in less developed countries. It is unarguable that improving the financial support of the marginalized will certainly improve their livelihoods and eventually economic growth in case they engage in businesses. Empowering such people financially enhances investment in health, child well being (nutrition), education and this regenerates a future workforce that is happy and healthy.

Financial freedom enhances social security; empowering marginalized individuals requires commitment of adequate financial resources and effective implementation of programmes. However, a number of challenges have been mentioned that impede the marginalized from accessing finances. Biased attitude from banks has been mentioned as one of the challenges. Most marginalized people are usually uneducated, thus certain financial institutions might consider them inexperienced thus unattractive clients (Fletchner, 2009). Also, most financial institutions prefer asset-based collaterals which certain individuals might lack thus not able to secure finances. Most individuals are also not aware of any financial options available to them. They may lack time, money and energy to try and get such information also due to family responsibilities.

In table banking, members save and borrow immediately from their savings. It can either be short term or long-term loans. This is expected to empower them and eradicate extreme poverty. The concept behind table banking is that, for extremely poor individuals, the best approach is to begin building their financial assets and skills through savings rather than debt (Kanye 2014). It is true that extremely poor households neither have assets nor skills to interact with the formal institution. Even those dedicated to reaching the poor. Table banking is all about assessing the potential of a person.

Poverty has been a big problem over years in developing countries. A contributing factor could be high interest rates imposed on loans by financial institutions. When people are disempowered, affected areas are highly affected; more so the disadvantaged people because they cannot access financial services from mainstream organizations. There are no known specialized financial institutions that address the credit needs of the poor entrepreneurs. This thus has made table banking /self-help groups very important.

It has been noted that self-help groups are efficient in managing finances and credit. It is further noted that micro finance managed through self-help groups has a capacity to impact on women/men empowerment in as to strengthen their financial base and economic contribution to their families and communities (Sureshrajan and UmaPriyadharshini, 2003). Table banking help rural women/men access funds for investments for income generating projects. Better improvement in contribution of household income, participation in household financial decisions and improvement of standard of living have also been named as benefits of self-help groups. We therefore evaluate the effect the table banking project has on the livelihoods of women of Amani women group, Molo, Nakuru Kenya.

Our partner

Amani Women Group (AWG) is a Community Based Organization based in Nyakinyua, Molo. Amani Women Grouo was established in 1995, as a seller group for pyrethrum crop, a cash crop grown in Molo up to the late 90s. The group was destabilized after Post-Election Violence that occurred in Kenya in 2008 and Molo was heavily affected. The destruction and deaths in the area caused many people to move out of the village. The group seeks to enhance their livelihoods by coming together, saving a few dollars each week to create some funds they can use to borrow and lend for their economic empowerment. At the initial stages, fifteen people (10 women and 5 men) came together and saved an equal amount each month.

Ambition

2016

Amani women group members have high hopes of buying their own land so that they can build their own houses for renting out. After several conversations they settled for buying land near a busy city Centre. This they say will be a lucrative business because they will not miss on customers. However, before they do all that, they will need to accumulate a certain amount of money. A piece of land near busy urban Centre is very expensive. They therefore came up with a plan. They decided to be contributing as little as 20 Ksh per day, which amounts to 500 Ksh monthly. Members who contribute faithfully would borrow from the kitty and pay back with an interest. This thus would create an increasing pool of income. The money they borrow, would be used to improve livelihoods through for example starting small businesses, farming, building houses and so on.
Forming a table banking group.

2021

Individuals with debts to pay.
Those without houses to ensure they built, so that no one will be paying rent.
Members should think of increasing their money from 20ksh daily to a higher amount.
Meetings should be frequent.
Members to think of investment projects that will increase group income.

Outcome Challenges

2016

Changing weather patterns leading to poor harvest. Farming is not promising, because of unpredictable weather patterns due to climate change, pests and diseases. We incur huge losses sometimes, yet we use a lot of money to rent land, buy fertilizer, seeds only to harvest nothing. Also, members insist that getting quality seeds is difficult because the seeds are too expensive. A small bag of seeds is 5000ksh, this makes it difficult for us to purchase. We end up purchasing poor quality seeds that are not marketable and do not do well. If we get quality seeds, we will definitely get profit.
Most members of Amani women group practice farming, but then they reason that they are not getting any younger. What will they do when they are very old and they cannot farm any more? This is why they are looking into the future. Also due to climate change, agriculture is becoming a bit unpredictable. They need to own a property that will continually bring in income.

2021

Unpaid debts. We have had cases of some members delaying to pay back their loans. Though this is rare.
People not sure of the benefits of the group due to lack of proper education. “People don’t understand why they should save, they just want quick money. They are not ready to wait for long”, one member said.
External conflicts like land issues. We have had some land issues, because ‘they’ wanted to take away our land. We have been solving that as a village. We couldn’t concentrate on our project.

Activities

After various meetings between HR&S and Amani women group, they decided to collaborate.

Milestones

In order to strengthen the already established framework, Amani women group was added EUR 2 000 in 2016. This was a loan from ActionInvest with 10 % interest. The plan was to use part of the money to purchase a piece of land. The members will farm or rent out the land. The returns were to be injected back to the groups bank account and to eventually pay back the loan. This would considerably increase their total income. Consequently, the amount of money borrowed would increase.
Ann arrange with bi-annual RISE accounting training. Collins with bi-annual team-building, knowledge sharing and transparency sessions with RISE members. Millicent with bi-annual SfC sessions building a clear Road-map for Amani Women Group.

Outcome

Formation of the table banking group. The group was formed in 2016, at the time of receiving the loan from ActionInvest. The group started with 15 members. However, the number of members has reduced to 12. Reason being, they moved away from the village. Nevertheless, the group leader indicated that there are community members seeking to become members of the group. On average 8 members normally turn up for group meetings. Friendship and sharing ideas motivate the group activities. The respondents strongly agreed that they were motivated to form the group for the need to save and improve their livelihoods in general.
The chairperson provides supportive leadership, presides over regular group meetings, recruits and retains members in the group and makes sure that all group members are active and involved. The treasurer mainly collects contributions, prepares budgets, and reports financial information for the group. The role of the secretary is to make necessary arrangements for group meeting, take down minutes during meetings and follow up participants when necessary.
Members of Amani women group indicated that the group has guidelines and regulations that guide behaviour, have ground rules on operations, opinions and social interactions and mechanisms to deal with conflicts in case they arise. In case of any conflicts there are set mechanisms on how to deal with them. Also, members work as a team and this results to success and achievements in the group. The group also has a shared vision. However, the group leader moderately agreed that all members are committed to the activities of the group.
Overall, the group experienced an increase in total revenue between 2016 and 2020, after initiating collaboration with HR&S in 2016, when 2000 euros was transferred to Amani Women Group account. The group used part of the money
Borrowed from Action Invest to buy a plot (1/4 an acre), in November, 2017. Members agreed to till the land and plant potatoes with an aim of putting them on the market to earn profit. However, the weather was not favourable, the harvest was not good. The group thus incurred losses that year. They now lease the land to members and non-members who pay a total of 3000ksh only during planting seasons.
Members pointed to various advantages with the project in that all the money belongs to the group, members savings are not taken away but instead used for loaning. This has led to an increasing pool of money.
Amani women group has a perfectly adequate record keeping system. The group has a separate bank account. They have an orderly file of the group’s finances in form of cash book. Amani therefore indicated that they keep record of group finances. The bank account is managed by three people who must foresee any transaction before it is effected. The group also keeps records like individual passbook, minute books, attendance books and savings/loan book.
The maximum amount of loan one can borrow from the group kitty is 130,000ksh which is the largest loan amount a member has ever taken. The least amount one can borrow from the group is 20,000ksh. Repayment schedules used in the group are regular instalments. It easy for members to get loans from the group as long as they contribute. Loans are given depending on the amount one has contributed. In the last one year, only 2 members had to extend their repayment period with an amount totalling 60, 000ksh. The average delinquency is thus low, establishing higher chances of success of the table banking project.
Within a period of 4 years, Amani women members had grown rapidly and members had started borrowing and utilizing money from the kitty. One member indicated she had borrowed and used the loan to do crop farming. “I bought seeds and fertilizer, planted and got profit out of the produce”. Two members indicated to have used the loan to buy land. Another member indicated to have used the loan to build his own house. “I was renting a house but now I live in my own house”. However, no one had used the loan to develop or start any type of business.
In ensuring socio-economic empowerment, members indicated that the project had built trust and empowerment which is aimed at benefiting the society.
Also, members were quick to mention that their saving ability had been enhanced. This shows that the group achieved benefits enhanced their trust and friendship which they felt safe to remain in the group.

RISE Centre support to Amani Women Group

HR&S Milestones

EUR 2,000 was transferred by ActionInvest in 2016 directly to Amani.
Branch Kenya team-leader Millicent SIFUNA has visited in 2021 and was well received. She wrote and excellent report and re-connected with the Amani Women Group.
Training & Knowledge sharing
- Ann arrange with bi-annual RISE accounting training.
- Collins with bi-annual team-building, knowledge sharing and transparency sessions with RISE members.
- Millicent with bi-annual SfC sessions building a clear Road-map for each RISE member.
- Seek team members for the RISE Centre that can give professional training on the lean business model.
- Empower RISE members and operations team members to join ActionTalks to learn from others in the same situation.

TestE

Control

The group leader pointed out that in marginalized areas, individuals are not aware of the existing financing bodies. Also, sometimes strict rules and documentations are involved which make it hard for the members to understand or to qualify. However, members indicated that they experience only little difficult in obtaining external finance, and that obtaining external finances was not a problem at all.

Ken Briquettes

A.N/A

2022: Relation was established. Kennedy pitched at the fist Branch Kenya Accounting training.

Context

Founder and CEO Kennedy Mulama Munganyi from Kitale Western part of Kenya.

Ambition

2022

Kennedy is the fabricator of the briquettes machine that make charcoal Briquettes from any agricultural waste as economical alternative source of sustainable energy some the material eg coffee husk,wheat husk.rice husk.water hyacinth.maize stalks/cobs. Charcoal Briquettes burns longer than original charcoal it does not have smoke or rather smell it can as well be used for brooding poultry chicken/ warming as well for cooking for domestic use as well for institutional use for boiling purposes. With some company Kennedy also makes brick block making Machine that make bricks or pavers out of any collected plastic waste. Kennedy makes and sales them to inspire groups of youths and women living under poverty level to create jobs for themselves as they earn for a living as they break poverty level in the community as well as they act as agent of climate change.

Outcome Challenges

Liberia

IDEFOCS

A.6 Ghetto survey of Former Child Soldiers.
A.19 Botanical Reintegration Village.

2013: IDEFOCS and Action10 agreed to collaborate.
2013-1014: IDEFOCS arranged the ghetto surveys, and the Action10 president attended three of the ghetto visits.
2014 – 2019: As a result of the the proposal by the ghetto dwellers themselves IDEFOCS arranged the buying of land in Little Bassa, the clearing of our land and the construction of a house. IDEFOCS arranged with the preparing of farm-land and planting of cassava. This infrastructure constitute the BRV. ActionInvest EUR 47,000.
2019: HR&S stressed that the transfer of funds was a loan and IDEFOCS moved their attention away from the BRV.
2020: The HR&S Branch Liberia was launched to survey the development of the BRV and EUR 2,000 was transferred to Branch Liberia from ActionInvest. HR&S Sweden collaborated with our expert advisers and designed a trauma counselling programme.
2021: HR&S Branch Liberia interacted with the Little Bassa community, they offered COVID19 awareness raising and discussed the establishment of a social enterprise cold storage for fish. EUR 2,000 was transferred to Branch Liberia from ActionInvest. During 2019 – 2021 the BRV house and farm got more and more destroyed, and IDEFOCS did not make an effort to support.

Context

Since Liberia experienced the 15 years prolongs civil unrest, the chances of chaos, crimes, violence and addictiveness to elicit substance remain a huge challenge for former child soldiers (FCS), women associated with fighting forces (WAFF) and other war affected youths (WAY). Today, vast number of these young men and women are caught up with the use of illicit substance, violence and crime for living. The rapid development of Liberia will continue to remain elusive if we persist to ignore the importance of promoting social change and relieving our young men and women from illicit substances and other immoral practices.

The Initiative for the Development of Former Child Soldiers (IDEFOCS) conducted three Ghetto Outreach Forums, in July and November 2013 and in January 2014, in partnership with Action10 – HR&S. The events took place in Turtle Ghetto, Du Pont Road Ghetto and Kink Grey Ghetto, all in Monrovia, and brought together stake holders and individuals from diverse backgrounds with complex situations, through interactive sessions. The sessions aimed at informing about the danger of illicit substances, violence and crime as well as collecting information. The sessions also included surveys where ghetto boys and girls could explain in which way they would like support with facilitating a process where they regain their lives. Eight volunteers of IDEFOCS were placed to survey 20 FCS, WAFF and other war affected youths per forum. During the survey the volunteers addressed 7 pages with 42 questions concerning personal background, recruitment by fighting forces, an assessment on how the Disarmament, Demobilization, Rehabilitation and Reintegration (DDRR) programme in Liberia which began in 2003 after the end of the civil war affected the person, current circumstances and current health status.

After these interactive forums, the first 21 century FCS and WAFF surveys were conducted. The surveys were able to ascertain the driving force that will lead the boys and girls in the ghetto to a new life. The survey thus captured their dreams. It also captured the challenges that the ghetto dwellers face and which makes it impossible for them to change their lives without support from outside the ghetto. Addressing all these challenges now constitute the strategy map for the IDEFOCS- HR&S-Action10 collaboration programme. The dreams were expressed as: Everyone in Liberia lives in an environment that enables them to have high quality life. Drugs, violence and crime are not part of their lives. All Liberians lives in a home with their families. They have the training of profession they wish, and they can all read and write. They have employment or run their own business and earn enough to sustain their families. With the funds they earn they can have quality health care and university education if they wish. They are safe in terms of social and physical security. They are all part of the society as equal Liberians.

The mission of this programme has thus become to provide trauma counselling, medical treatment, homes, training and employment opportunity for former child soldiers, women associated with fighting and other war affected youth living in the ghetto. The Ghetto dwellers also shared that such support programme has to be offered outside the ghetto. As long as they live inside the ghetto, any sustainable changes of lifestyles are impossible.

About IDEFOCS

Testimony by Morris in 2013: “We are a group of former child soldiers from difference fighting groups in Liberia but dedicated to one goal: four male former child soldiers and three women associated with fighting. Impact we have made so far since the establishment of IDEFOCS, we have rehabilitated and reintegrated 3000+ and provided with jobs opportunities both in Ghana and Liberia, presently we are working with 100 of them. Why are we doing this? We are doing this because, we are victims of war and do not want other children to be mismanagement like how they did us in past. We want to create a safe and an enabling environment for our future generation and we want to be good examples for other former child soldiers to have the confidence to make a comeback in our society. We feel we are the right people to do this because we are part of this community. IDEFOCS wants to build a vocational and technical institution called the Botanical Reintegration Village (BRV) where Former Child Soldiers can find a safe haven, support and work and through this we make a bigger impact which benefits both them and the whole society. The BRV is going to collaborate with Government, NGOs and other institutions and we will request trainers for the BRV institution.”

IDEFOCS Ambition

Provide trauma counselling and medical treatment,
homes,
training,
employment opportunity for former child soldiers, women associated with fighting and other war affected youth living in the ghetto.
The Ghetto dwellers also shared that such support programme has to be offered outside the ghetto. As long as they live inside the ghetto, any sustainable changes of lifestyles are impossible.
Build a vocational and technical institution called the Botanical Reintegration Village (BRV) where Former Child Soldiers can find a safe haven, support and work and through this we make a bigger impact which benefits both them and the whole society.
Those coming out from the programme shall find employment and a home of their own.
The BRV is going to collaborate with Government, NGOs and other institutions and we will request trainers for the BRV institution.

2013 – 2018

Output & Outcome

IDEFOCS and Action10/HR&S have procured a piece of land in a peaceful village by the sea, the Little Bassa, one-hour drive from Monrovia. This site is now the location of our “Re-integration of former child soldiers’” programme.
IDEFOCS has cleared the land from trees, dug a water well, prepared a farmland and planted cassava.
IDEFOCS has also constructed a home where ghetto dwellers can stay and benefit from a rehabilitation programme, the home shall eventually have twenty rooms. This infrastructure constitute a sustainable platform for the re-integration of the war affected people, the BRV.
IDEFOCS received a loan of EUR 37,000 from ActionInvest and EUR 10,000 from HR&S CEO personally. In total EUR 47,000.
IDEFOCS has in addition included the community of Little Bassa, to ensure a loving and caring environment.

2019

Outout & Outcome

HR&S stressed that the transfer of funds was a loan and urged for income generating activities, before new loans were released.
IDEFOCS complained that money invested was not enough, and moved their attention away from the BRV.
The house and the farm was destroyed.

2020

Action plan 2020

Empower HR&S RISE Support Centre Liberia to coach firmly.
Funds will be managed by RISE Centre from January 2020 and on-wards.
RISE makes quarterly surveys at the BRV.
Identify the leader structure in Little Bassa and approach them.
Ensure profitable farming. The farm land needs to be brushed and farming should begin as soon as possible.
The building at the BRV needs immediate renovation.
Testimony by the Little Bassa community “Knowing the kind of people that will be taken to the BRV as first batch of FCS, the building at the BRV needs to be fenced so they can be secured.
Welcomes a small group of well selected FCS and involve them in the work.
Offer trauma counselling in the Centre.
Develop a 2021 business plan and co-fundraise at the Global Giving platform and else-where.

Output & Outcome

The HR&S Branch Liberia was launched to survey the development of the BRV.
EUR 2,000 was transferred to Branch Liberia from ActionInvest.
HR&S Sweden collaborated with our expert advisers and designed a trauma counselling programme.

The BRV is in a deplorable state, bugs have eaten up the sticks, the ceiling have fallen apart and in some rooms, there is no ceiling at all, and the building is cracking. The farm land is very bushy. For the past years since the completion of the building no one has moved in. According to Morris, the BRV is in that state because of lack of funding to move the first batch of FCS to the building and the COVID-19 crisis also contributed to the farm land being bushy.

2021

Output & Outcome

HR&S Branch Liberia interacted with the Little Bassa community.
HR&S Branch Liberia offered COVID19 awareness raising and discussed the establishment of a social enterprise cold storage for fish.
EUR 2,000 was transferred to Branch Liberia from ActionInvest.
During 2019 – 2021 the BRV house and farm got more and more destroyed, and IDEFOCS did not make an effort to support.

Lesson learned & informed decision

This programme was developed and initiated by IDEFOCS, and without IDEFOCS and especially its Founder and Director Morris MATADI, this programme would not exist. IDEFOCS arranged the ghetto surveys back in 2013 and 2014, the proposal of solution by the ghetto dwellers themselves, the buying of land in Little Bassa, the clearing of land and the construction of the house.
EUR 50,000 has been invested but no income generating activity was ever established. The return on investment is minimal, even if considering only social good.
ActionONE has always been respected fully.

RISE Centre support to IDEFOCS

This programme seeks to contribute to the Initiative for the Development of Former Child Soldiers (IDEFOCS) and other vulnerable groups and enable them to have a better livelihood.

HR&S Milestones

EUR 50,000 has been stransfered to IDEFOCS and EUR 4,000 to Branch Liberia.
March 2022: Make a decision about the BRV. A new direction that Little Bassa and IDEFOCS can agree on, that generates income and support zogos.

Little Bassa community

A29. Cold stogare for fish in Little Bassa, Liberia

2021: The Little Bassa community and HR&S agreed to develop a collaboration. This is an effort to link the community with the BRV programme. The programme to start with was a cold-storage for fish business. EUR 2,000 was transferred to HR&S Branch Liberia for the purpose. HR&S Branch Liberia also arranged an Covid-19 awareness session at the village.
Status: A challenge with the cold-storage was encountered when it was announced that the BRV was located where there are traditional ceremonies and therefore was perceived as disturbing.

Context

IDEFOCS, Human Rights & Science and Action10 are currently supporting a project that aims to reintegrate child soldiers that have been victims of the war in Liberia. The project is based in Little Bassa, a peaceful village by the sea, located just one hour by car from Monrovia.

Fish is a staple in Liberia, but it’s a delicate nourishment that spoils easily and can lead consumers to face health risks. The lack of a cold storage facility in Little Bassa is causing numerous issues such as food loss and waste and it also represents a huge obstacle to the self-sustainability of Little Bassa causing social and gender disparity. One of the most important needs in the village is to build a cold storage facility for the fish.

As the fish needs to be sold right away because there is no access to cooling, it becomes difficult to operate a sustainable business which in turn leads to poor standards of living in the area: poverty and food insecurity are high across the country and are particularly acute in Liberia’s rural areas where 51 percent of the population lives. Some 83.8 percent of the population live on less than US$1.25 a day.

Ambition

The Little Bassa community and HR&S agreed to develop a collaboration in 2021. The programme to start with was a cold-storage for fish business.

The HR&S ambition is to link the community with the BRV programme.
Little Bassa ambition is to address one of the most important needs in the village, to build a cold storage facility for the fish.

Outcome challenges

Liberia has one of the lowest electricity access rates in the world, with only about 8 percent of households connected to the national grid. Less than 7 percent of the population in Monrovia has regular access to electricity and less than 2 percent of the population has access in rural areas.
During 2021 an unexpected new challenge with the cold-storage was encountered when it was announced that the BRV was located where there are traditional ceremonies and therefore was perceived as disturbing.

Output

HR&S Sweden was represented fully by HR&S Branch Liberia, and Ramses and Lionel visited the village three times during 2021.
EUR 2,000 was transferred to HR&S Branch Liberia for the purpose of the cold storage.
HR&S Branch Liberia also arranged an Covid-19 awareness session.

Ramses & Lionel Initiative

Providing loans for tuition fees in Liberia (idea). The loans are paid back directly from the employer as part of the salary when the student starts working.

Nigeria

Back2School

A.20 Education in the English language to adults.

2015: The collaboration was initiated targeting education in the English language to 200 adults in evening classes in Nigeria.
2015 – 2021: EUR 8,500 was invested through ActionInvest. Students attended the education and some passed the examination. Student testimonies showed that those who had benefited had been able to improve their lives.
2020: A business models to sell soap was proposed but declined by Branch Nigeria.
Status: This initiative did not manage to reach financial sustainability as the students did not pay student fees. Postponed to until financial sustainability can be reached.

Context

The lack of accessible, quality education is a serious problem facing Africa. In Nigeria, many teenagers drop out of school before their 16th birthday. Due to the poor standard of teaching, even those who were privileged enough to attend school, often leave lacking basic literacy and numeracy skills. Illiteracy is one of the biggest challenge facing the youths of Nigeria and many parts of Africa. According to the Ministry of basic education in Nigeria, there is over 5000 students to one English teacher in the country. Unfortunately, the effort from the government to combat this problem is too limited to be able to solve the problem within the near future. Statistics shows that individuals at the lowest literacy and numeracy levels have a higher rate of unemployment and earn lower wages than the national average. As a person who received poor education, I know what it means to be limited by education, says Elvis Austins, the founder and CEO of SpellAfrica. My inability to read and write held me from getting a decent job for many years.

SpellAfrica & B2S – Ambition

The SpellAfrica Initiative is an Education-for-sustainable-development-organisation, founded by Elvis Austin, with a mission to improve the poor standard of education across Africa. SpellAfrica sincerely believe every person in Africa has the right to basic education. The ability to read, write and speak at an acceptable level is the first step towards eradicating poverty. SpellAfrica picture a Nigeria where every teenager and adult is able to Read, Write and Speak English, the official language of the country. The Back2School (B2S) Programme is a unique Adult illiteracy Programme designed using the Montessori methods. It intends to teach 200 adults and youths with little or no basic education, who operates small personal businesses. These 200, at the end of the programme, undergoes an assessment test conducted by Lagos State Agency for Mass, Non-Formal & Adult Education, to measure impact and approve them officially literate.

Outcome challenge

The students do not pay the student fee as requested, why the financial sustainability is not achieved.

Activity

Produce and sell liquid soap to generate a parallel income to student fees. But the business model proposed did not seem strong enough.

Loan application
Business model for soap – September 2020

Size of loan from ActionInvest: € 1,000
Guarantee: A guarantee is a cooperative approach of operation, having two additional management positions to the Managing Director. They are Head of Production (HOP) and Head of Sales (HOS). Additionally, we have monthly meetings where reports are generated and presented at the end of the month to the loan-giver and parties.
Value proposition: Sales of liquid soap. The income contributes to lowering the fee for education in English of adults.
Key Activities: Production of the liquid soap, marketing and sales of the product.
Milestones: Registration of the product (trademark and Nafdac registration). Production and sales of 700 bottles of literacy liquid soap.
Payback: The loans are paid back with a 10% annual interest. The amount to be paid back before 30/09/2021 is €1,100.
Expected impact: To empower the students with liquid soap production business opportunity and generate sustainable income to the SpellAfrica B2S Adult Literacy Project.
Business review: The RISE Nigeria team was uncertain about the prospect of the business.
Informed decision: The loan was not approved and the collaboration is postponed until a more convincing business model is presented.

NoveleQ

H.13 Self-sustained advanced laboratories

2015: The collaboration started in 2015. NoveleQ was registered as an association in Nigeria with the sole purpose of benefiting from HR&S FAST.
2020: A pilot project was launched 1 January 2020 and addresses five Nigerian scientific institutions. The programme reached out to TETFund in Nigeria and international scientific equipment manufacturers.
Status: It is a little difficult to move the programme to a higher level as the NoveleQ stakeholder’s mind-set is constrained to aid donations and aid services.

Context

Scientific researchers in Sub-Saharan Africa often lack access to pieces of functioning advanced scientific equipment.

Ambition

This programme aims at enabling researchers in Nigeria access to pieces of advanced scientific equipment. The initiative benefits from the HR&S practical strategy “Functioning Advanced Scientific Equipment (FAST)”. NoveleQ was registered as an association in Nigeria an office in Abuja The purpose of NoveleQ is to benefit from HR&S FAST.

NoveleQ is composed of stakeholders from the previous PRISM project that was managed by the CEO in another setting.

MumsWhoCode

Enabling a coding business in Nigeria to grow.
Status: The initiative is an association and we are developing a business plan to ensure a sustainable economy.

Rwanda

Laboratory management

A.N/A

The Branch Rwanda was launched late 2021 and the focus is on access to laboratory equipment.

Togo

HR&S local Branch Togo is hosted by the association Leaders & Development (L&D) in Lomé.

Basic education in villages

A.1 Basic education and children abuse prevention.
A.2 Community mill and school lunches.

2009. Collaboration started and targeted primary education in the villages of Togo. IARAD was the first institution that Action10/HR&S worked with, so this programme was a pilot initiative.
2011: Community mill was procured and installed.
2012: Collaboration was concluded and the programme was transferred to S.E.VIE.
2014: It was found that the mill did not become operationally sustainable and the mill effort was concluded.
2019: Basic education programme concluded, but it was agreed to ensure that all the that had been involved shall finish grade six, with the support of S.E.VIE within the A.3 programme.
2009 – 2019:
One hundred (100) children in the rural villages of Togo went to Primary school and managed the exams as a result of this programme.
30 villagers were involved with the installation and management of the mill.

IARAD

Bakground

IARAD was the first institution that Action10/HR&S worked with, so this programme was a pilot initiative.

Activities

Our collaboration concerned primary education for children in the villages of Togo.
The financial sustainability was addressed through installing a corn mill that would generate a profit. The profit should also pay for school lunch for the children.
A mango garden was planted.
Three monthly givers visited and joied the plantation of the mango garden.
It was agreed during the course of the programme that the programme can become financially sustainable by supporting mothers to scale a business and generate income that can eventually pay the school fees. Through the ActionInvest programme the running costs are covered by the 10% interest level.

Milestones

IARAD was the first institution that Action10/HR&S worked with.
Funds invested was mainly donated by the Action10 founder, as we did not have general fundraising at the time.
Our collaboration concerned primary education in the villages of Togo.
The programme was taken over by S.E.VIE in 2012 as the IARAD transparency and accountability was challenged. The CEO and Founder of IARAD moved abroad. The Head of Programme at IARAD, launched his own association S.E.VIE and the transition of the programme was smooth.

Outcome

IARAD

Twenty (20) children benefited from the school programme and managed their exam from grade six.
The village benefited from the mill.
The mill did not become financially sustainable and school lunches was never served.

SEVIE

100 children in the rural villages of Togo went to Primary school and managed the exams as a result of the effort of S.E.VIE. The programmes was closed when all the children had passed their exams after grade six. 95 % of the SEVIE children managed the exam as compared to 50% national wide. The SEVIE children benefited from extra attention to their challenges.

Finances

Transfers from Action10 to IARAD

2009: SEK 9,300
2010: SEK 27,807
2011: SEK 45,513
2012: SEK 10,601

Total: SEK 93, 221 EUR 9,200 FCFA 6,000,000

Lesson learned & Infromed decision

LL: An effort was made to ensure lunches to the school children by procuring and installing a mill with the intention that the profit would cover the costs for the lunches. The effort was not successful due to lack of local ownership. It was altogether IARAD’s idea and IARAD implementation and not the villagers. ActionONE had not been respected. Lack of local ownership had also resulted in that the chief of the village had not been consultet whch obvioulsy is respectful.
LL: The invested funds was mismanaged and the aid mentality of IARAD could not be changed.
ID: The collaboration with IARAD was cancelled and the programme was taken over by S.E.VIE. SEVIE generated outcome in the early phase of the programme but also no sustainable impact.

TestE

We did not reach impact with the mills, and the lesson learned was that “needs driven” in its most profound HR&S definition, has to be honoured.
Mills in other villages with local ownership runs successfully
95 % of the SEVIE children managed the exam as compared to 50% national wide. The SEVIE children benefited from extra attention to their challenges.

Businesses in villages

A.3 Small scale businesses in villages.

2009: The programme was initiated in 2009 in a collaboration with IARAD. It targets the Maritime region.
2012: The programme was taken over by S.E.VIE
2009 – 2020: The programme addressed 300 villagers, mostly women. We experienced good outcome, no sustainable impact and a lack of transparent communication.
2020: The programme was taken by M.YAWO in partnership with L&D.
2020-2021: 120 women and a two men from the villages are involved. The pay-back is in time and 100%.

Status 2022: Ongoing and very successful. More investment capital is required to reach a sustainable economy.

Context

From Wikipedia: The economy of Togo has struggled greatly. The International Monetary Fund (IMF) ranks it as the tenth poorest country in the world, with development undercut by political instability, lowered commodity prices, and external debts. While industry and services play a role, the economy is dependent on subsistence agriculture, with industrialization and regional banking suffering major setbacks. In January 2017, the IMF signed an Extended Credit Facility arrangement, consisting of a three-year $238 million loan package. Median per capita income is USD 683. https://worldpopulationreview.com/country-rankings/median-income-by-country

Women from villages struggle every day to run their business.

M. Yawo and L&D

2020: Start of the collaboration.
2022: Report 31 Dec 2021. We have been successful in rural Togo since M Milohum and M Yawo and his management team has taken over.

Activities

ActionONE Needs&User Driven
1. The PMP M Yawo is from the area.
2. Permission is collected from the husbands to allow the wives to run businesses.
Accountability villages – loan pay back
1. Each loan-taker has to bring a witness to control the activities
2. Much effort is put in to discuss truth and trust by the programme managers before the first contract is signed and the first loan is given out
3. Programme managers explains carefully where the money comes from, ActionInvest, the effort behind raising them and the plan to create something sustainable that will help many using the same capital as business start-up capital
4. M. Yawo frequently reminds the business managers about their obligations
5. The debt is collected weekly
6. They have to have a business before they are approved a loan (no matter how small), go visit them to collect the money, if call for meeting to collect they will not show up.
RISE business sustainability
1. In January 2022, we have agreed that M.Yawo shall be rewarded EUR 1500 per year.
2. We have agreed that 150 business women can be managed in one programme by one programme management.
3. Assume each business borrows in average about EUR 130 (start with 50 and scale to 200) then the capital required is EUR 20,000. 7.5% is EUR 1500, thus 7,5% of the interest will benefit M.Yawo and his local team of operations and 2,5 % will benefit M. Milohum. Therefore we need ensure EUR 20,000 on the account by Dec 2022. While building the capital the 2.5% will be re-invested, and M Milohum will be reimbursed with other money.

Progress marker

100 % pay back.
Improved livelihood.
The village businesses shall become independent, self-sustained and financially sustainable after 2-3 years of operation.
RISE business sustainability.
This requires a capital of EUR 20,000. 31 Dec 2021EUR 10,000 is available.
Income level for the PMP The targeted yearly income when sustainable impact is EUR 1500, thus, twice the median per capita income. How will his life be like with the new income level as compared to before the collaboration?

TestE
Measure TestE per progress marker. Compile evidence based impact measurements. Publish papers.
1. 100 % pay back.
2. The village businesses shall become independent.
3. RISE business sustainability.
4. Expected income level for the PMP The targeted yearly income when sustainable impact is EUR 1500, thus, twice the median per capita income. What was his level of income before the collaboration? How will his life be like with the new income level as compared to before the collaboration?

Finances

Transfers from Action10 to Branch Togo targeting M. Yawo (SEK).

2020: 73 511
2021: 36 824

outcome

ActionONE. Our programme manager partner M. Yawo is from the area himself, he has close relations with the villagers and knows which local solutions to implement and how. The collaboration between M. Yawo and our local Branch is excellent.

Financial Outcome (needs to be measured scientifically)

The loans are loans with 10% interest.
100 % pay-back and in time.
The Programme itself is expected to become financially sustainable when enough capital, an addition of EUR 10,000, is available for the interest to cover the running costs.

Social Outcome (needs to be measured scientifically)

120 women and a two men in rural Togo are benefiting from loans, training and coaching enabling them to scale small businesses.
Testimonies states “happiness in families”.
Women received responsibilities in the families now, that they did not have before.
Children go to school.
How many now and how many before the programme started.

Expected sustainable impact

The businesses shall become independent, self-sustained and sustainable after 2-3 years of operation.

Lesson learned

Reflection by CEO: S.E.VIE used a system with five being in a group together, but at a meeting with S.E.VIE in the villages, the women were complaining that they would have more influence on who was selected to be in the group. It seems one witness is a better system. I agree, it would be a better system in Sweden too.

Status 2020

A new phase of the village programme was initiated in 2020, after a session of reflections over lessons learned, and targeted four new villages and 200 new business owners.

The situation is the same as when performing the previous review in 2010. Several financial institutions are in operation but these are more concentrated in the major cities of the country. The loan conditions in these institutions are generally difficult, especially the securities or the guarantees make the poorest left out, and especially the women. Several other projects are initiated by the government (FNFI, etc.) for these vulnerable population, but few are still involved. Many people, especially women, in order to survive and support the education of their children run rural small-scale businesses. There are still many of them who seek financial support to boost their daily activities.

HR&S aims to continue support vulnerable populations in order to improve their livelihoods through social entrepreneurship for a sustainable economy. To do this, HR&S partner with M. Yawo AHIAKPONOU for a programme where small credits are offered to members of the poor population in remote villages, especially women, for a renewable period during three years. M. Yawo AHIAKPONOU is from these villages himself and was supporting S.E.VIE with the implementation of the previous phase of the programme. M. Yawo AHIAKPONOU wanted to see the programme success and pointed out lessons to be learned and informed decisions to be taken.

Outcome 2020

90 loan-takers
100 % pay-back and in time.

Expected Outcome 2023

At the end of this phase of the programme, more than two hundred (200) households and women are expected to have their own capital to be able to continue their IGAs independently. Families are expected to live their lives far from poverty and their children are expected to go to school.

S.E.VIE

2012: Start of the collaboration. The first step was a pilot in Foulany Kondji, which gathered 30 women.
2012 – 2018. Reached in total 300 women
2018: Closed.

Context

Testimony by SEVIE in 2011. Through the many visits that S.E.VIE performed in the rural villages in the Zio prefecture in Togo during 2010 and 2011, the association identified a yet neglected but potential economic development opportunities of these villages. Women from villages struggle every day to run their business. Even though they have a strong and detailed project; microfinance companies have given up on them. The women do not have enough financial resources to manage the farming and they have been excluded from regular microfinance institute. Isolated in the countryside and with no real guarantee to offers a loan giver; villagers desperately need money to invest and be able to develop their activities. Yet, the Banks and the Microfinance institutions do not intervene in the remote areas of Togo.

Ambition

In 2012 S.E.VIE and Action10 decided to implement a programme addressing community services through social enterprising in rural Togo. The scope of the programme was to support women and men, who wanted to start social enterprises which should provide community services. SEVIE and Action10 jointly provide loans to the business managers, mostly women, with 10 % annual interest, combined with training and coaching in all areas required for success.

Activities

The business managers (Target Partners) came together in a village group called an assembly, for which a president, a secretary and a counsellor was elected. Inside this assembly, cooperatives of 4 to 6 women were created. Each woman received a certain amount of money according to their project and the payback was collective.

The first step was a pilot in Foulany Kondji in 2012. It gathered 30 women. The activity in Foulany Kondji grew successfully every year and eventually gave rise to an assembly with 200 women and a few men. During a period of six years, the programme grew and was adopted by eight villages. The approach is embracing all aspects of community services.

Outcome challenges

During the first years of the programme the business owners paid back at the level of in average 90%, but this level reduced with time.
Our target partners appreciated the opportunity and the training
but complained about a too limited amount of coaching and
they would have wished for larger amount of funds.

Output

The programme benefits from funding from Action10 and Stockholm Rotary International.

Outcome

During the first years of the programme the business owners paid back at the level of in average 90%. The programme was concluded 2018, and had then reached seven villages and one semi-urban location and 300 business owners. The villages 2012 – 2018:

Foulani Konji. Starts August 2012. Following the pilot-project, 200 women formed a cooperative in Foulani Kondji.
Konde kopé. Start November 2012.
Start September 2013.
Topévia. Start October 2013.
Tsévié. Start 2013. The businesses in Tsévié, not a village but a small city, concerns mostly selling food by the road.
Toméfa. Start 2014.
Agbodzekpo. Start 2014.
Kotsokopé. Start 2015. 25 new entrepreneurs.

300 women and a few men from seven villages and one small city in Togo received loans and training to run small scale businesses during a period of five years as a result of the effort of S.E.VIE. The programme was taken over by M. Yawo when it was found that it could not become financially sustainable. M. Yawo has closer relations with the villages.
A solar-panel businesses for charging cell-phones, torches and radios in one village in Togo was started. The solar panel also produced light for girls to do home-work after sun-set and their household work was over.
Mills were procured installed and used.
A small clinic with a nurse to give immediate health services, birth delivery, snake bites and more, was supported.
Land has been procured in Togo by HR&S with support from S.E.VIE and constitute a platform for training on agricultural practices for village farmers.

Finances

Transfers from Action10 to S.E.VIE

2012: SEK 30,773
2013: SEK 38,500
2014: SEK 36,276
2015: SEK 41,720
2016: SEK 16,600
2017: SEK 34,057
2018: SEK 87,734
2019: SEK 22,593 (for programme in Tsévié)
2020: SEK 9,604 (for programme in Tsévié)

Total: SEK 317,857 EUR 31,400 FCFA 20,600,000

Transfers from Action10 to S.E.VIE and IARAD together
Total: SEK 411,078 EUR 40,700 FCFA 26,600,000

Transfers from Action10 and HR&S to S.E.VIE and IARAD together
Total: FCFA 33,100,000*

Cecilia has invested in a mill, solar panels and a piece of land. The amount invested equals FCFA 6,500,000. The good thing is that these assets are still available, ready to build social enterprises around.

Lesson learned & Informed decision

LL: Even though the immediate impact was outstanding the aid mentality within S.E.VIE could not change and sustainable economy never became a goal for the Director, funds was also diverted to other costs than agreed on.
ID: The collaboration had to end. HR&S Branch was launched, in order to help address the aid mentally in the future.

Concluding reflections

As we are concluding the previous joint efforts between HR&S, Action10 and S.E.VIE and looking forward to new events, we need to make a concluding report. The lesson learned is that it was not possible to develop a sustainable programme. As we all know, the HR&S – Action10 targets social enterprising and sustainable economy, instead of aid dependency. It is our responsibility towards the undeserved population to offer programmes that will reduce poverty, rather than, like the aid programmed do, increase poverty.
The total amount transferred to SEVIE from Action10 so far is FCFA 20,600,000. In addition FCFA 6,000,000 was transferred from Action10 to IARAD to cater for primary school education, when Francois was Head of Programme at IARAD. Thus, in total FCFA 26,600,000. It seems to be a good opportunity to create a sustainable programme, that can continuously serve the poor. Some of this money will now be transferred back to Action10 (via RISE Togo), so that we can re-think and come up with a programme that will actually be financially sustainable.
In addition HR&S has through S.E.VIE invested in a mill, solar panels and a piece of land. The amount invested equals FCFA 6,500,000. The good thing is that these assets are still available, ready to build social enterprises around. Transfers from Action10 and HR&S together then amounts to FCFA 33,100,000. To this can be added the costs of several visits by Action10 and HR&S teams.
The collaboration with IARAD started 2009 and this collaboration was taken over by SEVIE 2012.

Small scale businesses in semi-urban area

A26.Small-scale businesses in Togo semi-urban area.

2013: The programme was initiated in a very small scale.
2018: The programme then scaled as the S.E.VIE focus moved from the villages to Tsévié.
2019-20: 123 women in the semi-urban city Tsévié received loans and ran small scale businesses during a period of two years.
2021: The programme was closed in 2021, as it was found that it would not become financially sustainable.

Context

Togo faces significant institutional and economic challenges and the poverty is high. The business climate is problematic with low investor confidence and low capacity of the banking sector to finance the national economy. Residents in small cities, such as Tsévié, tend to have very little income from their informal income-generating activities, which are often their only means of livelihood. In Tsévié, the living conditions of the populations, even if they are not always miserable, remain precarious on all levels.

The most vulnerable, especially women who have only been in school during short periods of time, find it very difficult to find a job. The only way to survive and gain independence is to undertake a business activity. So overnight, these women start for example a resale activity, a small restaurant, a breeding shop, or a sewing workshop. But to develop and sustain this activity, they need to be supported.

Ambition

HR&S and Action10 have been working with S.E.VIE in Togo since 2012, targeting small-scale businesses and cooperatives. In order to reduce poverty, several initiatives have been taken by S.E.VIE and its partners including the implementation of the ActionInvest managed by Action10 and HR&S.

The programme dedicated to vulnerable women in Tsévié was initiated by S.E.VIE to support vulnerable but enterprising people, mainly women. To promote the socio-economic inclusion of the most marginalized, S.E.VIE targets single mothers and widows. HR&S/Action10 agreed to support the activity through an ActionInvest loan.

This project is unique in the landscape of its intervention, Tsévié, because it does not require a formal guarantee, but to form cooperatives of two or three persons who take a group responsibility for the accountability of the loan, and can therefore serve the most vulnerable.

Activities

In 2018 we began the small-scale businesses programme in Tsévié with the aim to improve the living conditions of the population. We offer small loan to the poor, mainly poor women, to help them conduct income-generating businesses. By increasing the standard of living, we also increase access to health care and education for children. Our initiative also supports the emancipation of women.

Output

ActionInvest: In 2019, ActionInvest transferred a loan of 4,886,919 FCFA (Euro 7,500). In 2020, ActionInvest transferred a loan of 906,400 FCFA (Euro 1,400), through the HR&S RISE Support Centre in Togo. The total loan was thus 5,793,319 FCFA (Euro 8,900).
Auditing: We asssigned a professional auditor, M Alexis AKOTCHATE, to go through the bookkeeping during 2019 and 2020.

Outcome

123 women in semi-urban city Tsévie benefited from small loans and coaching enabling them to start and maintain small businesses.

The ActionInvest loans granted to the women of Tsévié in have also before 2019 enabled some of them to improve their living conditions a little bit.
The ActionInvest in the Tsévié region started in January 2019. Since then, 171 files have been processed. The microcredit fund reached 123 beneficiaries, 116 women and 7 men. The activities of the beneficiaries relate to small businesses, such as the sale of corn, beans, donuts, bags, clothes, shoes, rice, yams, fruit, etc.

2019: New loans are granted following the requests registered, studied, and validated for certain women. Thanks to S.E.VIE’s support efforts and strategies, repayments of old loans as well as new ones are continuing in accordance with the clauses of the contracts signed for this purpose.

During 2020, SEVIE organised the loan-takers into cooperatives of two or three persons, and besides having a cooperative responsibility for the accountability the group was encouraged to train each other, to progress together, exchange practices, encourage each other and socialise.

The activities of the women supported by the project are of three (3) types:
– Buy-resale activities: fruits, vegetables, fish, cereals, shoes, bags, and food.
– Female crafts: sewing, hairstyle and braiding.
– Small catering services: bar-restaurant and cafeteria.

Lessons learned & Informed decisions

HR&S invested deeply in auditing of S.E.VIE during 2019, 2020 and 2021. It is obvious from these exercises that HR&S was always seen as an an “opportunity” and never as an equal partner. Then much effort had been invested in establishing and maintaining good relations and good communication. The CEO has visited the field site up to ten times over the years. She knows the family and has also supported on private matters. Though with the auditing reports in black and white there has been signs since many years and it is only due to the “positive perspective” of the CEO that we have continued. Still, no doubt, the money has been invested in under-served communities, we have delivered better than an average aid programme, we have identified an excellent programme and excellent programme managers to take over. Just that the funds invested in S.E.VIE will never be recovered. We remain in good terms with S.E.VIE, that has to close its office as a result of the conclusion of the programme, and future will tell if we will be able to collaborate again, now under completely different conditions.

Interesting also is that SEVIE claims “This project is unique in the landscape of its intervention, Tsévié, because it does not require a formal guarantee, but to form cooperatives of two or three persons who take a group responsibility for the accountability of the loan, and can therefore serve the most vulnerable.” Now, what about SEVIE, we would have needed guarantees or other means of accountability security from them as well.

Finances

Transfers from Action10 to S.E.VIE for the Tsévié programme only.

2019: SEK 22,593; FCFA 4,886,919; (Euro 7,500).
2020: SEK 9,604; FCFA 906,400; (Euro 1,400), through the HR&S Branch Togo.

The total loan was thus FCFA 5,793,319; (Euro 8,900).

Auditing

2019
In terms of bookkeeping, we note on the one hand that the loan tracking accounting file (Excel), duplicates of repayment books are updated, and on the other hand that the supporting accounting documents such as receipts; contracts are drawn up as the operations are carried out. However, certain difficulties are noted, in particular:

Repayment difficulties generally linked to the slowdown in activities due to the COVID-19 pandemic
Insufficient loan interest to cover necessary ordinary expenses such as; communication, travel, electricity, maintenance, and repairs of office equipment.
Proposals for the improvement of management were discussed and adopted together with the two parties.
The need to split files by project, in order to facilitate the processing of accounting information.
The need to increase the funds loaned in order to generate interest capable of covering operating expenses.
In various matters, it was agreed that outside of the meetings, discussions could continue on WhatsApp for the sharing of new data in order to achieve the objectives.

2020

– SEVIE did not prepare its annual report to serve as a point of support for the audit mission. The justification provided by SEVIE on this point is as follows: “According to the legal texts that govern the operation of SEVIE, the annual reports are produced in March of the following year so in this case in March 2021. So you cannot say that SEVIE did not do its annual report”.
– The aditor was not aware of the daily entry and exit logbook.
– Excess liquidity of the fund.
– The manager’s salary payment slips were not checked.
– The cumulative management of credits for the same year on a single file does not allow good readability of the operations carried out.
– Insufficient resources made available to staff for recovery
– Insufficient amount of interest to cover salary costs for the year. (However, if the loans were repaid on time, the interest would cover the salary costs.

2021

I- PURPOSE OF THE MISSION Our mission is to verify the actual repayments on the loans granted in the years 2019 & 2020 and then give our opinion on the management.

II- SCOPE AND TEAM OF THE MISSION
1- Perimeter of the mission This audit mission covers all loans granted in 2019 and 2020 as well as all reimbursements received during 2021 up to the day of the audit.
2- Conduct of the mission This mission was led by Mr. AKOTCHAYE Kodjo Alexis.

III- PROJECT ACTIVITY MANAGEMENT
1- Credits granted Following the decision to stop the programme on March 10, 2021 by Mrs. Cécilia OMAN, President of Human Rights & Science and Action10, financial partner of the program, no credit was granted by SEVIE in 2021 according to the Manager M KLUTSE François.
2- Reimbursement of previous credits The activities of the managers in charge of this programme remained to follow up on the credits given in 2019 and 2020 and the amounts recovered should be transferred to the RISE-TOGO account at the Atlantic Bank until the credits are fully reimbursed. According to SEVIE officials, they have not received any refunds following the suspension.
We have not had access to any document allowing us to confirm this statement.

IV- STATUS OF CREDITS
The credit files given in 2019 and 2020 are attached.
In 2019, the accumulated credits without interest amount to 12,400,000 FCFA
In 2020, the cumulative credits given to members amount to 3,776,000 FCA
That is a total of sixteen million one hundred and seventy-six thousand (16,176,000) francs in accumulated credits, i.e. credits recovered and given back to members over the two years of experience without taking interest into account.
The observation to be made is that there is a risk of loss of invested funds if no action is taken for the beneficiaries if they do not actually come to make their reimbursement themselves at the SEVIE office.

V- CHECKS PERFORMED
The auditor’s verifications should normally relate to the credit activities carried out by SEVIE, i.e. the granting of credits and the repayments made on the loans. Arrived on the scene at the headquarters of the NGO SEVIE, the auditor met the officials of this organization. It is : – Mr. KLUTSE Amah-Ekué Agbéko François, Head of the NGO; and – Mrs. ADEDJE Kossiwa Délali, his Assistant and in charge of credit operations. The auditor was received under a hangar and not in an office as usual. Wanting to know why, the manager said that they are subject to eviction from the premises for lack of payment of rent. At our insistence, we entered the building and found that the rooms are empty as shown in the pictures in the annexes on pages 8 and 9. Also, the head of SEVIE, Mr. François declared that he was not informed by the partner of the arrival of any mission. Faced with this situation, the auditor did not have access to any document that could confirm or invalidate the statements of the people in charge of this micro-credit project. So exchanges in the form of questions and answers took place, of which here are the most relevant:

• How much has been recovered in terms of repayment of credits during the year 2021? Mr. KLUTSE replied with this sentence “since the program is stopped, no member has come to give a sum of money in reimbursement”
• How did members get this information? According to François, when information comes out, everyone can learn it.
• In your opinion, what system do you intend to put in place to recover all the credits that have remained unpaid to date? Answer given: The programme is stopped. SEVIE proposes that RISE-TOGO come and find premises then settle in Tsévié and the person who will occupy it will take care of recovering unpaid credits.

Zambia

The Branch was launched in 2021. Entrepreneurs are being identified as Branch procedures are developed.

Hair salon

A. N/A

2022: Relation was established

Context

Maria is working in a hair salon.

Ambition

Maria who is working in a hair salon wants to start one of her own.

Education app

A. N/A

2022: Relation was established

Context

There are challenges with education coordination.

Ambition

Founder Sunday MALAMA. M.Sc. students want to develop an app that will facilitate education logistics.

Recycling of plastic bottles

A. N/A

2022: Relation was established

Context

Recycling of plastic bottles is an obvious opportunity to start a business without capital.

Ambition

Founder, King WELU. Business is already running small scale. We see business capacity and social good for under-served communities combined. We expect that financial support can scale the business.

Education for farmers

A. N/A

2022: Relation was established

Context

Farmers receive financial support from the government and the assessment is that this support can be used more efficiently.

Ambition

Founder, Livingstone. Business is already running small scale. We see business capacity and social good for under-served communities combined. and an obvious opportunity for capacity strengthening.

Uganda

BanaPads

A.7 Access to sanitary pads in rural villages.

2013: Relation was established. Empowered a business locally producing sanitary pads from banana steams and and empowering women to sell the sanitary pads in the villages earning their own profit. We scaled slowly but firmly, empowering 20 business ladies.
2016. The CEO spent 2 times one week at the site to give training on the SfC.
2017: Programme was concluded. The partnership and the programme went well but then our partner received a major aid grant from Sida in Sweden, and decided to focus on aid instead.

2013- 2017: The partnership and the programme went well but then our partner received a major aid grant from Sida in Sweden, and decided to focus on aid instead.

Context

The organisation BanaPads distributes sanitation pads, which are cost effective sanitary pads made from the processed stems of freely available banana plants. The eco-friendly absorbent material is derived from plant and paper materials and is packaged for monthly distribution to school girls and women. BanaPads fabrication centres employ and serve the female residents of the rural communities in Uganda. Thus, BanaPads empowers women and girls in rural Uganda and Tanzania. The justification is that school girls and female students often miss school days and avoid activities outside the home due to the shame surrounding menstruation and a lack of effective products. Therefore this group require affordable, hygienic, and accessible methods of managing menstruation to be able to attend school without embarrassment. BanaPads has 20 staff members and 19 volunteers and is funded through donations. In 2011 the organisation received $50,000 which paid the production of 396,000 BanaPads in Uganda. During the year 2011, fifty champions were trained in five districts and 1000 sanitary pads were distributed to 147 school girls. The distribution was made free of charge. In 2012 BanaPads followed up the distribution with interviews and was able to sell the pads at a price of $0.75 per pack. The selling of the pads involved 20 women per district, thus 100 women, and served 3,300+ girls per district. The aim was at that time to increase the number of leadership staff from two to seven and to build new production centers, maybe one per year. “We will impact 33,000 school girls and employ 200 women by 2016” says, Chief executive officer and founder Mr Richard BAALE. “BanaPads have improved our lives. Before I was using leaves and would stay home from school. Now, I can study and play. I feel very free” Rhoda, 16 year old school girl, Mpigi district, Uganda.

Ambition

Action10 was proud to partner up with BanaPads Social Enterprise in 2013. Action10 supported the initiation of new BanaPads businesses phase according to the concept of the BanaPads programme.

Manufacturing of sanitary pads from banana steams, and support vendors to develop a small business through selling the pads in the villages.

Activity

Empower a business locally producing sanitary pads from banana steams and and empowering women to sell the sanitary pads in the villages earning their own profit.

Outcome challenge

The business got a large aid donation from Sida and decided to target aid donations rather than establishing a sustainable economy. When the donations from Sida stopped, the business died, the contact with HR&S broke and the employees where left to manage on their own.
Since then – No contact.

Output

2013: ActionInvest. The project will be enlarged if Action10 is successful with fundraising.
2014: After the support provided by Action10 to BanaPads in 2013, the Swedish International Development Agency (Sida) decided to provide significant financial support to the programme. As financial support from Action10 was not an issue for BanaPads during 2014 Action10 focused on Institutional capacity support and also support in the preparation of a long-term strategies to make the programme sustainable also after the Sida support is due.

Outcome

2013

The programme started in June 2013.
Ten (10) ladies in Uganda were given the opportunity to become social entrepreneurs through the BanaPads Action10 collaboration.
BanaPads in Uganda invested one month in capacity building of the ladies appointed.
The ladies were also provided with a start-up loan. The initial investment per entrepreneur was € 40 to cover the costs of training and training material and €164 to cover the cost of the first 330 packs of sanitation pads. The women entrepreneurs then started their business.
The entrepreneurs went to villages assigned to them by BanaPads. In the villages they sell sanitation pads in packs of 10 for a cost of €0.60 per pack. The entrepreneurs earn themselves a commission of €0.10 per pack. As the entrepreneurs have invested in 330 packs, they thus have potential of earning €33. €0.50 per pack is recovered to repay the loan provided by BanaPads Action10. As soon as the loan is repaid another women will have the opportunity to become social entrepreneur by selling sanitation pads.
The social aspect is obviously core to everything and we are happy to share the message from the Director of BanaPads Mr Richard Bbaale. Mr Richard Bbaale writes to Action10 “The women are feeling your appreciation and I want to say that they are meeting their needs for connection, matter, gratitude, celebration with your kind contribution.”
Later during 2013, another ten ladies were supported in the same manner.

2014

After the support provided by Action10 to BanaPads in 2013, the Swedish International Development Agency (Sida) decided to provide significant financial support to the programme.
As financial support from Action10 was not an issue for BanaPads during 2014 Action10 focused on Institutional capacity support and also support in the preparation of a long-term strategies to make the programme sustainable also after the Sida support is due.
It was agreed to provide a training and awareness raising programme for children on any issue related to improved livelihood.

2016

Action10 supported on aspect related to sustainability, in order to cover areas Sida did not cover. Discussions were held on how to complement the Sida support and preparations made for more strong support in 2016. Action10 did not prioritise to support financially.
The President travelled twice to Mpigi in 2016 and stayed with the BanaPads community for two times ten days.
Each visit offered a workshop for the BanaPads staff. The first workshop concerned the ROPE tool and the second the Ten Actions.

2017

BanaPads experience serious break-down when the funding from Sida was finished, and a large portion of the staff had to leave.
The collaboration with Action10 was put on-hold.

Small scale businesses, Chusa School of Beauty & RISE salons

A23. Small scale businesses in urban vulnerable settlements.

2017: The programme was initiated, meetings were held in Kampala and the the proposal by Creative Arts was to targeting people with small-scale businesses in vulnerable settlements in Kampala and support with coaching and start-up loans, in case they want to scale-up their businesses.
2019: First financial investment, directly to Creative Arts.
2020?: Branch Uganda was launched and the second transfer was directed to Branch Uganda?
2021: Third transfer went through Branch Uganda.
2022: On-going. Seeking a manager for a RISE Salon.

Context

This programme takes place within Kamwokya and Kyebando. Kamwokya and Kyebando are slum areas within Kampala the capita of Uganda and are faced by many challenges. Kamwokya and Kyebando are densely populated and have an estimated population of 40.000 people. The majority of its inhabitants are children and youth and most of the families in these areas are poor and illiterate. Most men in slums have dropped their responsibilities to look after their families, because of the tough economic situation, lack of employment, and rural urban migration. We face family drop out, domestic violence, early sex marriage and polygamy which leads to single mothers. Many children do not get a chance to go to school. And for those that are lucky to go to school many drop out. Although these issues make life challenging and affect all, it is worse with the adolescent girls as so many of them resort to prostitution, which in addition leads to unwanted pregnancies, acquisition of HIV/AIDS and eventually death.

Ambition

2017 Supporting single mothers and adolescent girls living in the slum.
2019: Creative Arts to support small scale businesses.
2020: Chusa School of Beauty was launched, which graduated 20 students.
2021: Second batch of Chusa School graduating another 20 students.
To start a salon where the ladies from Chusa School can work. Seeking a business partner.
2022: Seeking a manager for RISE salons.

Outcome challenge

The challenges associated with running business in the area is the high cost of materials and high cost of renting an office or a venue.
2017: We initiated this programme together with Ubuntu Art House and Creative Arts 256 in Uganda. The contact with Ubuntu Art House was excellent and had been established by the CEO several years before this programme started, and Ubuntu offered the link with Creative Arts. Unfortunately the partner Creative Arts 256 considered it to be a donation and was not interested in paying back the loan.

Activites

2017-2018: We initiated this programme and held meetings in Kampala to plan the programme.
2019: Support to small scale businesses.
2020: Chusa School of Beauty was launched, which graduated 20 students.
2020-2021: Chusa School 40 (20 +20) young women living in the Kamwokya slum area in Kampala have been trained and certified in how to work in a hair salon by Creative Arts 256. We agreed that HR&S shall try start hair salons and employ the trained women. Cancelled the collaboration with Creative Arts as the aspect of sustainable economy was disrespected. To start a salon where the ladies from Chusa School can work, seeking a business partner.

Finances

2019: Transfer from Action10 to Creative Arts, SEK 21 300, to support small scale businesses.
2020: SEK 14 745 targeting Chusa School, which graduated 20 students.
2021: Second batch of Chusa School graduating another 20 students. Tansferred through Branch Uganda targeting RISE Salons, SEK 20 740. Cancelled the collaboration with Creative Arts as the aspect of sustainable economy was disrespected.
2022: Seeking a manager for RISE salons.

Outcome

Small businesses

The members of our team in Uganda had a consensus that COVID-19 caught everyone unaware and as a result crippled most of the businesses in the program. Businesses/enterprises are stuck due to reduced numbers of customers and working hours. As a result, a number of members have not been able to pay back what is owed. The members have agreed that some businesses will not be able to operate as profitably as they have been before. As a result, members have suggested that it is wise to think of shifting business lines/types to be able to be competitive and keep the programme running. However, the challenge to this is that starting a new business without any experience in that business is in itself worrying. Group leaders will visit individual members to assess their opinions on the new business idea. In the same vain, the group leaders will visit members before 2nd June 2020 for the way forward. The members also suggested that it’s the responsibility of the group leaders to meet the members to find out the individual challenges and find solutions to the challenges. The meeting agreed that members should start planning now about the kind of businesses and ventures that would be profitable for them in this new COVID-19 era. People should not wait. Members suggested that the period for payment should be adjusted to more than one month. However, others suggested that its better and easier to pay in small instalments in shorter periods. There was nothing conclusive on this. The suggestion of introducing new members in the program was rejected. It was agreed that it is better to first stablize the current program before we can invite a new cohort. Members also agreed that the program can open up a mobile money account to ease the collection of monies from members. Members can deposit the money they get anytime without having to wait for demands. Members also agreed that the running costs should be beared by the program not the members.

Chusa school
2020 CREATIVE ARTS 256 adolescent girl’s saloon has register 20 students to start with, also wishing to start fashion and design if we get more funds to buy tailoring machines. All 20 student graduated and received a certificate.
2021 CREATIVE ARTS 256 adolescent girl’s saloon has register another 20 students to start with, also wishing to start fashion and design if we get more funds to buy tailoring machines. All 20 student graduated and received a certificate.

RISE Salon
2021: No outcome

KIMU Coffee

Enabling a coffee business to grow. The KIMU coffee buys coffee beans from twenty small holder farmers, add value to them and then sell further for export. The collaboration agreement was made in 2021 and shall start in 2022.

Ambition

Lesson learned & informed decision

Outcome challenges

Lesson learned & informed decision

Output

RISE Centres, Business loans & supplies

Reflection per activity

Per Social enterprise

Burkina Faso

Senexel

Nella Consult

IDS

Context

Our partner

IDS

Output

Postponement

Kenya

Dolas Creation

Context

Ambition

Outcome challenges

Outcome

HR&S Milestones

RISE Centre suport to Dolas Creation

Outcome

Lesson learned & Informed decision

HR&S Milestones

Veema Households

Context

Ambition

Outcome challenges

RISE Centre support to Veemas

HR&S Milestones

Amani Women Group

Context

Our partner

Ambition

Outcome Challenges

Activities

Milestones

Outcome

RISE Centre support to Amani Women Group

HR&S Milestones

TestE

Control

Ken Briquettes

Context

Ambition

Outcome Challenges

Liberia

IDEFOCS

Context

About IDEFOCS

IDEFOCS Ambition

2013 – 2018

Output & Outcome

2019

Outout & Outcome

2020

Action plan 2020

Output & Outcome

2021

Output & Outcome

Lesson learned & informed decision

RISE Centre support to IDEFOCS

HR&S Milestones

Little Bassa community

Context

Ambition

Outcome challenges

Output

Ramses & Lionel Initiative

Nigeria

Back2School

Context

SpellAfrica & B2S – Ambition

Outcome challenge

Activity

Loan applicationBusiness model for soap – September 2020

Loan application
Business model for soap – September 2020