Lessons Learned & Informed Decisions
Strategy for Change
Ambition, Outcome challenge, Activity, Milestone, Expected Output, Expected Outcome.
Access to funds
Testimonies: Researcher (not PI) “My outcome challenges is lack of funds”. This testimony is stated by almost every researcher asked.
The SfC requests “What is the activity” the answer is “none”. Lesson learned, the challenge is not “Lack of funds”, the challengs is lack of fundraising activites.
Follow up questions; why are you not engaging yourself is seeking funds? Everyone answers one or several of the following: “I do not know where to apply”, “I do not know how to apply”, “I do not have time”, “I thought it was the PI only who should seek funds”.
Informed decision: Develop and manage monthly or bimonthly fundraising commeetties that meets regurlarly with effective and efficient meeting agendas. Committee members shares assignments, shares knowledge and support each other in developing research grant applications. PP Awarenes raising on research grant application review criteria and the mandate of grant institutions (not aid institutions).
Access to advanced equipment
Testimonies: Researcher and technicians (not PI) “My outcome challenges is lack of access to advanced pieces of equipment”. This testimony is stated by almost every researcher and the technician asked, who is involved with practical research.
The SfC requests “What is the activity” the answer is “none”. Lesson learned, the challenge is not “Lack of equipment”, the challenges are lack of activities.
Follow-up questions; why are you not engaging yourself in having access to equipment? Everyone answers one or several of the following: “I am waiting for the management to sort it out”. “I do not know which piece of equipment that I need”. “I do not have a research plan that explains which type of equipment that I need”. “I am not seeking research funds to procure equipment nor consumables”. “The pieces of equipment in my laboratory is broken down.”
Informed decision; i) network among technicians, ii) fundraising committee as mentioned elsewhere, iii) develop service & maintenance strategies.
Testimony: “Some of us have been wondering and looking waiting higher authorities approvals on status of our labs and equipment but you have open our eyes and heart to network for solutions.Thankd n God bless you.”
Investment capital for extremely poor individuals
For extremely poor individuals, the best approach is to begin building their financial assets and skills through savings rather than debt. In table banking, members save and borrow immediately from their savings.
HR&S can increase the capital available during the start-up phase of a Table Banking programme and enable more members to borrow maybe twice or three times their savings, at the same time.
An interest of 10 % reimburses the management staff of the Table Bank as well as communication equipment, internet and computer, Or the Table bank programme decides to have no interest and no costs.
Rule of law
Corruption combined with lack of rules of law keeps Sub-Saharan Africa poor.
Money is pouring into the region, many want to support and invest, but the opportunities are wasted.
This is our real assignment, how to handle the situation in actual practice, at the people level.
Corruption combined with lack of rules of law keeps Sub-Saharan Africa poor. When HR&S Action10 offers loans to poor social entrepreneurs the money may not be paid back.
With no local representation and a new partnership, HR&S can expect that nothing is paid back, 0%. Even if agreements are signed, and the loan conditions are thoroughly discussed, it can still be expected that nothing will be paid back, and due to lack of rule of law, there is no authority to turn to. HR&S assumes that the reason is a combination of the Aid Industry experience combined with lack of resources, harsh living conditions with immediate needs (food, healthcare school fees), lack of business management capacity, and widespread corruption.
After two-five years of collaboration, assigning local coaches and auditors, training on business management and the HR&S tools, and awareness-raising about the HR&S standards, both with programme management partners and with local coaches, the paying back can be expected to be 50-70%.
If the local coaches and local auditor accept the HR&S standards, acts with internal motivation and regularly interacts directly with the programme management partners and in relation to their education and capacity; evaluation planning, accounting, branding & public relations, survey management and professional auditing, then a payback of more than 70% can be expected.