Branch & Net_Talks

BranchTalks is an opportunity for all branches to meet. The event is arranged monthly and is supplementary to ActioTalks when also Action10 attends. 

We shall include the names of those participating fully. It is important to know who is informed and who is not informed.

Meeting secretary: Josephat

Standard Agenda

  1. ActionInvest
    1. Capital EUR 25,000
    2. Expected annual income EUR 5,000
  2.  22RISE
    1. Benefit from HubSpot
    2. Expected annual income EUR 10,000
  3. RISEcentre Training
    1. EUR 10 per participant,  free for Branch and RISEmembers
  4. Conference
  5. Knowledge sharing and support between branches

Targeted Agenda per month


  • Jan: 22RISE & TestE
  • Feb: ROPEreview for 22RISE pitching. Pitch drafts by ChatGPT3.5.
  • March: i) Present our value proposition, the GMP and Sustainable Impact secured by TestE. ii) Identify door-openers and reach out. iii) (Joint cross country WAPP chat for 22RISE Stakeholder committees) move to Notion. iv) 100 new institutions has been uploaded on HubSpot.
  • April: i) Review: ActionInvest (capital EUR 25,000, RISEagency), 22RISE (ROPEreview of our own country Branches/networks and research groups), and Local Trainings (EUR 10 per participant, 50% to the trainer, 50% to the Branch). ii) Give 22 RISE power point presentation. iii) Draft pitches, iv) About Notion for GMP. Notion and monthly Stakeholder committee meetings. v) Contacts in Notion.


  • Dec: Branches’ review

Meeting Notes


Value proposition expressed as GMP & Sustainable Impact / door-openers & reaching out

16 March 2024


  1. Present our value proposition, the GMP and Sustainable Impact secured by TestE.
  2. Identify door-openers and reach out – 100 new institutions has been uploaded on HubSpot.
  3. Our move to Notion.
  4. Small round of presentations of the status per branch and knowledge sharing session.
  5. A.O.B:


1. Assoc Prof Cecilia Oman
Action10 President & CEO HR&S/Chairperson
2. Kevin Werunga
Team Leader Kenya
3. Ramses Hutchin
Team Leader Liberia
4. Josephat Ligami
Deputy Team Leader & Accountant Kenya / secretary
5. Joel Mafabi
Deputy Team Leader Uganda
6. Atwine Ambrose
Deputy Team Leader Uganda

Absent With Apologies

1. Sylvia Mutale
2. Dzagli Milohum


The meeting took 1 hour and 16 minutes.


As compiled by Josephat LIGAMI
Links : Schedule and meeting notes:

ITEM 1. Three Cornerstones
The CEO highlighted the days agenda to the members present and introduced the THREE Cornerstones Namely:
– ActionInvest. The ability of Branches generating income for sustainability as they offer Loans to RISE members, ensuring that the loans are paid back and that Action10 has proof of the impact the loan has to the program.
– 22RISE-InstitutionCollaboration. The CEO confirmed to the members that there was a need to foster collaboration with other institutions for them to offer the amount of money they can invest in us or any activities they have that HR&S can benefit from as a partner and then we score by giving it a number from 1-10 with a development average to know who is important to reach out to first. Adding that, everyone should think of major activities that should expand the HR&S Network eg attending International meetings, Invitations to online webinar events etc. Giving an example of her last weeks presentation on HR&S work , the CEO explained that people were still having AID/DONATION mindset. That, key factor was describing our work to the Public, and make it known, the Professional Solution we intend to offer and that would be achieved with Good Management Practice (GMP) The Branches should at all times actively ensure that Branch activities reflect the ROPE Parameters then most importantly report back to the partners or the institutions.
– RISECentreTraining. With an ongoing initiative by Kelvin Gitau of Kenya organizing for an online Digital Marketing training, the CEO reiterated that once it is set , half of the money raised would be given to Kelvin and the other half should be channeled to the HR&S branch account.The process should follow normal hr&s Training ie Training, presentations, Exams, Diploma Certification and possibility of maintaining them into our Network.

Mr Ramses HUTCHINS and the members applauded the initiative , he added that there was a need to consider the training content material especially in rural areas, also, devise mechanisms where it would be possible to also train face to face with people.
Mr Kevin Werunga added that institutional collaboration had access to a broader range of knowledge, potentially leading to advances in research and teaching approaches.
The CEO urged members to compile the challenges raised so as to deal with each as time goes by.

ITEM 2.- Hub-spot
The CEO shared that the hubspot has been an ongoing initiative whose progress has been low due to members not being informed since many do not attend meetings. The procedure to access the hubspot was explained, from making entries and edit to the columns, identifying the company owner, filling in the data etc . The use of ChatGPT was sought for since everything in terms of ROPE parameters for all the companies on the hub-spot was readily available upto the year 2022 and that the ChatGPT version 3.5 was free of charge. Members to ask and use the information gathered to identify door openers to strengthen the partnership, and also export the data to the hubspot, via excel sheet. That would be helpful in getting an overview of each organization and its specific industry among other data of HR&S Interest. Other members who were not on hubspot were requested to share their email addresses via WhatsApp -this was after RAMSES sought to know if their was a link to access the tool.

Josephat reminded the team that it was a good opportunity to seize however much the tool might look complicated but with time everyone would be much adaptive to it. That was seconded by Joel too.

ITEM 3. Notion
The next item as reflected on by the CEO, was the use of Trello, and the urge of trying different platforms eg Zoho which was not a good fit. The CEO introduced a platform called NOTION, that everyone knew almost nothing about it but there was a need to get the learning started by creating everything from the scratch. The CEO shared the little she had done on the platform, eg information on SwedFunds, assigning team space, and requested assistance in designing the dashboards etc as it would fit the HR&S work. Notion would assist HR&S and also as an individual user in doing scientific research, laboratory and personal life. “What do we put on Hubspot and Notion” It was a subject to discuss since not all information was to be duplicated.

Josephat requested to know if there were logins to access or it was open. The CEO thought it wise to manage it first then allow access, after which they would be invited to contribute. It was resolved that Josephat was to assist in setting up, and the rest of the members agreed to wait until it was fully operational as they focus on hubspot.

ITEM 4. Presentations Of The Status Per Branch
The members introduced themselves starting by
1. Atwine AMBROSE – Uganda. Expressed his happiness to be in the meeting. It was mentioned by the CEO that Atwine had a working Laboratory whereby a proposal was sent to Cecilia and that it would be wonderful to have a second one after Togo’s.
Joel and Atwine were advised to look into the HR&S website and break down the investment request into smaller pieces for good collaborations, some sort of guarantees. Even though small investments might not create an impact but it was something worth noting.
2. Joel Mafabi from Uganda. Had an issue with his audio but informed the members via chat that he was following the conversation
3. Ramses HUTCHINS from Liberia. Explained that they were ensuring the formalities of registering the branch but for the past week the whole country had internet interruption, hence the government was working on its restoration.
He was hopeful that by the following week they would be through with the process. It was mentioned that Morris and IDEOFOC had already identified the place for laundry project. It was requested by the CEO that he makes a joint consultation with them to see its progress.
4. Kevin WERUNGA Team Leader from Kenya. Shared that Kenya had made steps, registering the company and hopeful that it would materialize by end of the year to be legally recognized. The three quarters of Kenyan RISE members already know what HR&S was all about and the rest are adapting to its activities. He appreciated the support from the CEO and HR&S family. The CEO asked to know how many RISE Members were in Kenya, and his response was 14, whereby 12 were fully HR&S RISE members and 2 in the final stage of joining the team and that the Branch was expecting 3 more RISE presentations next Month ie APRIL 2024. As mentioned by the CEO, it was evident that Kenya had diversified its Recruitment of RISE businesses- very broad and many varieties in all areas. Giving an example of Anjelique Beauty Cosmetic, ENEO Smart Farm, Boda Boda Transport , and Warembo na Maendeleo Women Group who was given a LOAN too. After the Registration, salaried companies would be brought on board hence ability to support the seventeen SDGS.
5. Josephat Ligami Deputy Team Leader from Kenya. Echoed the presentation from Kevin WERUNGA. He thanked other Leaders for multi-tasking, ensuring that HR&S branches were active across the continent. He expounded on the efforts of diversifying the RISE initiative to ensure that when ACTION10 TEAM visits, they should explore a lot and feel the impact of their investments and for all SSA Branches too. He expressed his gratitude to ACTION10 for funding last year’s ACTIONINVEST operation and also this years Batch. That enabled the branch to offer Loans to RISE Members, of which they were already repaying as would be evidenced in the signed agreements as well as Branch’s Financial Reports. With the introduction of Action-Invest Reminders (ACTIN UPDATES) he explained that Kenya’s RISE members were always informed of their Loan statuses in advance. He mentioned that an Automated Accounting System was underway should he finish setting up to give real time updates and that if it would assist other Branches too in the near future.

ITEM 5. A. O . B
As a result, the CEO pointed out that HR&S could afford to have a 4TH Cornerstone to really think about Meeting all of us in different Countries which would depend on the good 22RISE partnerships that would fund those conferences and or if all of us could pay one branch to do the logistics and it becomes a reality. She promised to pass the gratitude to Action10 as requested for by Josephat. The evidences from the photos, videos and written articles would be helpful for action10, thereby requesting HUTCHIN and MORRIS to send theirs, only with RISE Member’s consent.

ROPE_review for 22RISE pitching

17 Feb 2024


  1. Updates and support per Country Branch.
  2. Reaching out to new partners 22RISE.
    • Creating ROPEreviews benefiting from ChatGPT 3,5 for potential partners and save on HubSpot.


Kevin, short


Management for development, ROPE

HR&S has developed a management strategy for international equal development partnership, ROPE, Real-time Outcome Planning and Evaluation.  ROPE is a a Strategy for Change that enables local stakeholders to find solutions to local problems in equal partnership with international development institutions. The management strategy targets; financial viability, institutional capacity, the delivery of products and services requested for locally, and evidence based sustainable impact. HR&S offers training and coaching to local scientific institutions, advanced laboratories, enterprises, under-served communities as well as to international development stakeholders.

Ambitions capture ideas from local stakeholders and Outcome Challenges are the challenges hindering the local stakeholder from reaching her/his ambitions. The Activity Plan compiles actions taken in order to overcome the Outcome Challenges. A Stakeholder Committee is established that shall implement the Activities. Input represents available resources required for the implementation of the Activities, and resources required but not available are Outcome Challenges. Output are quantified results of the Activities and are measured real-time. Low scoring on Output calls for a review. Outcome are actions taken by the local stakeholder to reach the desired Ambitions as a result of the Activities. Progress Markers are Outcome assessed real-time by scoring quantitative indicators. Low Progress Marker scoring calls for Outcome Challenge reviews. Sustainable impact is achieved by developing procedures originating from successful outcome. Outcome with high scoring Progress Markers is translated into written procedures, Standard Operational Procedures (SOP), and the implementation of the SOP is structured according to Good Management Practice (GMP). The management around Testing the strength of evidence for sustainable impact (TestE), includes macro and micro surveys, base-line, randomization, control, statistics, questionnaires, interviews, testimonies, videos and photos, as well as contribution tracing.

It is generally agreed that development is dependent on on scientific research and HR&S has developed tailor-made versions of its management strategy that empowers both scientific capacity strengthening (ROPE-REACH) as well as the access to functioning advanced scientific equipment (ROPE-FAST). Equally important for development is business and innovation and we have developed a tailor-made version targeting the scaling of local enterprises (ROPE-SCALE), as well as a version supporting local enterprises to empower underserved communities (ROPE-SERV) (in manuscript). Key to progress is also international equal partnerships for development and we have developed (ROPE-22RISE) for this purpose.

Partnership for development

The 2030 Agenda for Sustainable Development, adopted by all United Nations Member States in 2015, provides a shared blueprint for peace and prosperity for people and the planet, now and into the future[1]. At its heart are the 17 Sustainable Development Goals (SDGs), which are an urgent call for action by all countries – developed and developing – in a global partnership. The achievement of the SDGs requires different sectors and actors working together in an integrated manner by pooling financial resources, knowledge and expertise. Sustainable Development Goal 17, which reads “Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development”, recognizes multi-stakeholder partnerships as important vehicles for mobilizing and sharing knowledge, expertise, technologies and financial resources to support the achievement of the sustainable development goals in all countries, particularly developing countries[2]. Goal 17 further seek to encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships.


Many development institutions, such as international emergency aid institutions, development banks, private companies with Corporate Social Responsibility (CSR) programmes, and philanthropists, have a well-established development strengthening programme that is much appreciated world-wide. They also tend to benefit from large networks. Development funds are available through the development sector, but the traditional development aid operations have been challenged, one reason being that the number of extremely poor people in sub-Sahara African countries is increasing with five million every year. Thus, the development sector is engaged in finding development programmes to support that ensures evidence based sustainable impact. HR&S is dedicated towards offering all the support we have to ensure that development institutions shall survive and prosper.

The HR&S ROPE-22RISE management strategy target the empowerment with knowledge sharing and the strength of joining the capacities and strengths of a large amount of institutions.




20 Jan 2024


  1. TestE surveys
    Each stakeholder committee shall eventually include a TestE survey officer. This shall be a paid for assignment, maybe EURO 300 per year.
    For Zambia, maybe Finest.

(Ann very short)


Testing the evidence for sustainable impact (TestE)

The evidence for the sustainability of impact is tested real-time with scientific methods. The TestE surveys compiles all ROPE parameters per partner. The surveys for the testing of the strength of evidence for sustainable impact is carefully prepared, implemented and evaluated, where micro and macro survey data are collected and assesses against the Ambition. Lessons are continuously learned, informed decisions timely taken and the results reported on. The Stakeholder committee is in charge of the implementation of TestE surveys, results are continuously reported to partners. Annual TestE surveys take place in January and are reported in the Annual Reports. During the early phases of a programme the surveys are limited, and the surveys grow as the programme grows.
Base-line describes the situation prior to the implementation the Activity plan, and impact is quantified against the base-line.

Macro survey include, but is not limited to, review how well the initiative contributes to the country and regional development plans and if the relevant local stakeholders have been involved.

Micro survey preparations include; i) choosing statistical method and thus the type and amount of data required, ii) selecting study site, iii) selecting study and control groups through randomization, iv) designing questionnaires and open-ended questions for individuals and discussion groups, A survey team is prepared by, i) assigning team-members, ii) setting up a visiting plan; locations, dates, transportation, and other logistics, iii) ensuring access to survey tools. The data collections include i) written report about exactly what happened during the visit, as well as ii) videos, photos, audios, questionnaires, interviews, testimonies and comments. The collected data is assed and timely reported on.

Contribution tracing combines quantitative and qualitative methods in order to formulate and validate a “contribution claim” about the role played by an actor’s intervention (or parts of it) in achieving a particular outcome.

Possible and additional impact Also, other types of impact may be measured; Additional Impact is here defined as unexpected positive or negative consequences of the interventions, and Possible Impact, is here defined as a desired impact that may or may not happen, possibly long after the programme has been closed.



13 Jan 2024


  1. Each Branch updates and support.
  2. Reaching out to new partners 22RISE.
    • Next level on our collaboration on HubSpot, adding columns.


(Sylvia and Milohum short)

Empowering and coordinating Partnerships for Development

We reach out to development institutions, development banks and private companies to identify overlaps between our mission and their missions. Then create win-win pitches and approach the potential partners, we follow-up and we ensure good partner care.

    1. Create a list of possible partner institutions and prioritise among them. The key is to have a “door-opener”. So who is friends with your team, who do you and your team know, that can introduce you and/or the project to an important financial partner?
    2. When using HubSpot as CRM (only paid for versions allow team views) to prioritise among potential partners.
      • Upload institutions that may be interesting to partner with.
      • Structure the company section with extra columns
        • Average scores (the average score of the other three scores); Investment capacity (does the other institution have capacity to invest financially?); Mission overlap (How well does our mission overlap with the other institution’s mission?); We have a suitable proposal (do we have a proposal suitable for addressing the other institution’s challenges?). The strength of the door opener (What level of authority does our door-opener have to influence the decisions of the institution). Then score all these from 1-10.
        • Door-opener (the person(s) who can introduce us and our pitch to the institution). Door-opening partners (a partner who knows a door-opener at the targeted institution) This gives direction to partners’ door-openers, thus name of person who knows who to contact or even better can introduce us and/or our pitch. Benefit from LinkedIn).
        • Opportunities for individuals such as research grants, travel grants, mentorship, visit programmes etc. Score and mention which opportunity.
      • Each stakeholder committee member selects 5-10 institutions to compile data for; to fill in the six scores per company/institution, compile important information about the institution and the door-opener from the company/institution website and LinkedIn.
    3. Develop a win-win pitch and reach out. As administration costs is calculated as a percentage of the total, it is usually more favourable for a financial partner to engage in larger programmes.
      • Follow-up until deal has been made or not made. If not compile lessons learned and take informed decisions.


Branches’ updates

16 Dec 2023

Branch updates

Burkina Faso:
Brice, Amidou (taking notes), Ben

Josephat (chairing and inviting)


Délali, (Milohum, only at the end)

Absent with apology
Uganda Joel
Sweden Cecilia

The meeting was attended by branches from Burkina Faso (3 members), Kenya (1 member), Zambia (1 member) and Togo (1 member).
Josephat from Kenya conducted the discussions.

A) Evelyn, from Zambia, presented the activities they have conducted during the year 2023, highlighting achievements and challenges. Loans have been given to 22 recipients after the branch members meet them to understand their business plan. In addition, they got positive feedback from old recipients. Evelyn and her team members are compiling their annual activity report. There in Zambia, the branch team members meet monthly to share business ideas. She declared 1000 euros entry for their branch. Their challenge remain how to be sure they will be paid back after the loans given. Besides, the team members work as volunteers and most of them are students so that it’s difficult to get everyone fully involved in the branch activities. Finally, HR&S need to be yet known for most of people.

B) In Burkina Faso and Togo, the company needs to be registered. The branch members agreed to have a local meeting in order to get things more clear for new members, identify and face challenges in this order.

C) As for Kenya, Josephat indicated they receive about 2000 euros (Loan partially paid back).
The major focus for 2024 should be:
– RISEagency,
– Development Equation (DEq) and
– Good Management Practice (GMP).
as ways of strengthening the branches