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.

Schedule & Agenda

2024

Jan: 22RISE & TestE
Feb: ROPEreview for 22RISE pitching. Drafts by ChatGPT.
March: 22RISE pitches and reaching out
May: GMP & Notion

2023

Dec: Branches’ review

Meeting Notes

2024

ROPE_review for 22RISE pitching

17 Feb 2024

Agenda

  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.

Attending

Cecilia
Josephat
Sylvia
Millohum
Kevin, short

Background

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.

ROPE-22RISE

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.

[1] https://sdgs.un.org/goals https://sdgs.un.org/goals

[2] https://sdgs.un.org/topics/multi-stakeholder-partnerships

Test_E

20 Jan 2024

Agenda

  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.

Attending:
Cecilia
Josephat
Evelyn
Milohum
(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.

 

22RISE

13 Jan 2024

Agenda

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

Attending

Cecilia
Josephat
(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.

2023

Branches’ updates

16 Dec 2023

Agenda
Branch updates

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

Kenya:
Josephat (chairing and inviting)

Zambia:
Evelyn

Togo:
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