HR&S LOCAL BRANCHES

HR&S local branches are registered in our target countries with the mission to coordinate HR&S country activities and RISE Support Centres.   

  • The Local Branches links HR&S Sweden to institution managements for training and coaching by HR&S Sweden on management strategies.
  • They attract country tenders for themselves and HR&S Sweden.
  • The branches also manage the local coordination of webinars and workshops, given by HR&S Sweden and HR&E expert advisers where the participants pay EUR 10. RISE members pay annual fees.
  • They coordinate the four HR&S networks.
  •  The Local Branches manage the ActionInvest capital, from which business loans are paid with 10 % interest.
  •  They offer support to RISE members according to our Support packages, and collects membership fees. Support is here defined as the practice of providing coordination, training, and advice to the RISE members to help them recognise ways in which they can improve the effectiveness of their social businesses.

The Local Branches and the RISE Centres are managed by a Team of Operations.

 The Branches shall generate its own income from the above activities and from this income reimburse the members of the Team of Operations as well as the auditors 300 per year, of more if finances allows and the team members has been very active. 

Location

  • Burkina Faso, Ouagadougou
  • Kenya, Nairobi
  • Liberia, Monrovia
  • Nigeria, Abuja
  • Togo, Lomé
  • Rwanda, Kigali
  • Uganda, Kampala 
  • Zambia, Lusaka

Strategy for Change

Mission

HR&S local branches are registered in our target countries with the mission to coordinate HR&S country activities and RISE Support Centres.  

Context

Sub-Sahara African countries.

Ambition

  • The Local Branches links HR&S Sweden to institution managements for training and coaching by HR&S Sweden on management strategies.
  • The branches also manage the local coordination of webinars and workshops, given by HR&S Sweden and HR&E expert advisers where the participants pay EUR 10. RISE members pay annual fees.
  • They coordinate the four HR&S networks.
  •  The Local Branches manage the ActionInvest capital, from which business loans are paid with 10 % interest.
  •  They offer support to RISE members according to our Support packages, and collects membership fees. Support is here defined as the practice of providing coordination, training, and advice to the RISE members to help them recognise ways in which they can improve the effectiveness of their social businesses.
  • The Local Branches and the RISE Centres are managed by a Team of Operations.
  •  The Branches shall generate its own income from the above activities and from this income reimburse the members of the Team of Operations as well as the auditors  300 per year, of more if finances allows and the team members has been very active. 
  • Measure impact according to TestE.
  • Develop and share a annual report addressing the programme and the finances, due 15 February.
  • The Branch is managed by a Team of Operations as a company according to the laws of the country, accounting is performed, auditing as well and tax is paid.
  • Develop and share a annual report addressing the programme and the finances, due 15 February.


  • Team of operations is reimbursed from income generated by the branch. It is better for the loan to be given to the group of people with the activities running to support them.
  •  The coordinators should work with the local authority so that the loan is paid back.
  • It could be better also if the people asking the loan shows a certain % of their contribution.
  • New members will come thinking that there is a benefit in terms of money rather than to seek for a change, the coordinators should explain to the new members the vision and objectives and they should be careful in selecting the new members.

Outcome challenges

  • Appoint staff members who understand and agree with the HR&S mission, who have intrisic motivation and agency for change.
  • Financial bootstrapping during the start-up phase. 

Input

  • The support to RISE members shall be carefully balanced. The supporters shall not do the work of the target partners and the supporters shall also not micro-manage. The collaboration must be built on a win-win approach and mutual respect, while mutual trust is established with time and challenges shall be addressed together.
  • All members of the Team of Operations are expected to be pro-active; to take initiatives on their own while all the time be transparent and share everything with the team.
    • To attend all monthly meetings with HR&S Sweden, all monthly ActionTalks as well as minimum one 12 h webinar on the Strategy for Change every second year.
    • To be active on the Branch WhatsApp chat.
    • To have access to a computer, internet, and electricity for efficient communication with HR&S Sweden and the Target partners.
  • ActionInvest: The purpose with the ActionInvest programme is to offer investment capital to facilitate social enterprising (RISE members) start- and scale-up in Sub-Sahara African countries. Social entrepreneurs are offered loans with a 10 % annual interest. The funds are usually paid back within a period of six months to three years. When one loan has been paid back, another larger loan can be given. The partnership agreement is based on mile-stones, after each milestone has been achieve, funds are paid back with interest and new loans are made possible. Each project starts small and scales firmly. The first loan shall be small, around € 500 or 1,000 depending on the context, and a second loan maybe twice the size and scaling. Usually, the total loan for each project is € 10,000. Further loans are only granted if the business is well managed according to periodical bank accounts statements, surveys, supporters, programme, and auditing reports, and when certain pre-agreed on milestones have been achieved. The paid-back capital is re-invested in order to scale up the ongoing social business or to start-up a new. The funds to create the investment fund are raised through donations.
  • Social media:
    • HR&S website: The Team of Operations members mentioned in this agreement are encouraged to be well updated with the content of the HR&S website www.humanrightsandscience.se
    • LinkedIn: The Team of Operations members mentioned in this agreement are encouraged to share their LinkedIn profile, presenting their profession, and to connect to and followHuman Rights & Science as well as Action10 on LinkedIn to be aware of updates www.linkedin.com/company/human-rights-and-science.
    • Facebook: The Teamof Operations members mentioned in this agreement are also encouraged to share their Facebook pages, and to like and follow Human Rights & Science as well as Action10 on Facebook to be aware of updates www.facebook.com/humanrightsandscience.
    • Action10 website: The Team of Operations members mentioned in this agreement are encouraged to be well updated with the content of the Action10 website www.action10.org

Expected Output

  • At the start of a support period, goals are set, indicators developed, and then the outputs are measured real time. The supporters and the target partners shall together effectively discuss, evaluate, and improve aspects of concern.
  • The expected output from the coaching should include, but is not limited to:
  • Monthly (or every second month depending on the need) face-to-face RISE Centre meetings with all target partners, including all assigned administrators and managers of the institution to be supported. In case the distance is far, some of the face-to-face meeting are replace by on-line meetings. The balance between the two depends on the cost and effort of traveling.
  • A collection of minutes from the support meetings. These minutes are prepared by each team members and addresses the topic of the meeting.
  • Follow-up communication between the coaches and the Institution in-between coaching meetings.
  • Meetings (or every second month depending on the need) between the coaches only for coaching strategy planning purposes. These meeting can be on-line or face-to-face.
  • Annual written reports presenting the year’s activities and assessments. These are shared before 31 January of the coming year. The report can preferably be a compilation of all of the team members reports, but can also be per team members.

Expected Outcome

At the start of a RISE membership period, goals are set and progress markers developed. Then the outcomes are measured real time. The expected outcome from should include, but is not limited to:

  • Measure and evaluate progress markers and improve aspects of concern.
  • Measure sustainable impact and improve aspects of concern.
  • Strengthen the dynamic of responsibility and autonomy.
  • Implement a business plan and become financially sustainable.
  • Implement procedures and be financially and programme delivery accountable.

Activity 

  1. Recruitment operations team.
  2. Generate small income and scale. Start with volunteers and small reimbursement EUR 300 per year. The Centre has to generate by them selves the reimbursement amount.
  3. Support RISE Members.

Milestones

  1. Monthly planning meetings – Cecilia
  2. Target country Branch SfC – Cecilia
  3. Monthly knowledge-sharing meetings; ActionTalks
For more details on Milestones please consult the webpage “Branch Operations.”

Achieved Output

  1. Monthly meetings – Cecilia
  2. Target country Branch SfC – Cecilia
  3. Monthly knowledge-sharing meetings; ActionTalks

Progress markers per country

  1. Income generated.
  2. Connect HR&S with local stakeholders.
  3. Empower Country RISE Centres.