Team of Operations

HR&S Sweden establishes HR&S Local Branches in Sub-Sahara African countries.

The Branches represents HR&S Sweden in the country, and develop relations with Institution managements, local authorities and other relevant stakeholders.

Each Local Branch is always on a capacity strengthening programme through weekly interactions with HR&S Sweden

The Branches also manage RISE Centres, which provide support to local social entrepreneurs, researchers and innovators to offer their products and services to the local community.

Active members of the team of operation can withdraw money to cover the airtime required to join HR&S meetings, if funds are not enough to provide other reimbursement.

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Assignments & Responsibilities 

  • The Team of operations works together to achieve high levels of accountability, teamwork, sales, communication, goal setting and strategic planning.
  • They address efficiency, effectiveness, risk management, internal and external control, management and governance, internal and external communication and other topics of concern.
  • The Team of operations ensures communication around problems encountered.


  • The Team of operations have regular meetings between them.
  • All members of a Team of Operations attends all monthly meetings:
    • Between each Country Branche and HR&S Sweden
    • Between all Country Branches together and HR&S Sweden
    • ActionTalks
  • All members of a Team of Operations attends all RISEtalks, every second month.


  • Each team member submits an annual activity report, due 31 January




  • Empowers team-spirit.
    • Within the Team of Operations.
      • Support team of operations members to manage their tasks.
    • Within the RISE Centre together with RISE members.
    • With HR&S Country branches, HR&S Sweden and Action10.
  • Business management
    • Run the HR&S Branch as a business according to rules and regulations of the country.
    • Implements a business plan that targets a sustainable economy for the Branch within a few years.
    • Finance administration and accounting
      • Manages the Branch local bank account as signatory together with the accountant.
      • Ensure that requests for withdrawal of funds from the HR&S Branch account is sent to and approved by HR&S Sweden, before withdrawing funds.
  • Evaluation planning
    • Develops and maintains a SfC for the Branch.
    • Performs stakeholder analysis and stakeholder management.
  • Seeks opportunities
    • Reaches out to Institution managements to link with HR&S Sweden for coaching purposes.
    • Seek local tenders to be managed by HR&S Sweden and the branch together.

Deputy team-leader

Supports the team leader.


  • Compiles and ensures that agreements are respected.
    • Collects signatures and files the contracts for:
      • Team of Operations members
      • Auditors.
      • RISE members.
  • Develops and shares with HR&S Sweden an annual Branch & RISE Centre programme and financial report, due 15 February.
  • HR&S Network
    • Helps coordinate one of the the four HR&S networks.

RISE Centre

  • Arranges six RISEtalks per year.
    • Set dates, make invitations, ensure participants have access to internet and zoom, take notes from the meetings, distribute and compile notes. Learn lessons.
  • Ensures RISE Centre services.
    • Collects RISE membership fees.

Evaluation Planning coordinator

RISE Centre

  • Offers bi-annual ROPE/SfC trainings during RISEtalks.
  • Develops a SfC road-map for each RISE member.
    1. Designing programmes and performing evaluation planning according to ROPE.
      • At the start of a support period, goals are set and indicators developed according to the SfC.
      • Output, outcome and sustainable impact are measured real time.
    2. Stakeholder analysis and stakeholder management.
    3. Developing and implementing a business plan that ensures a sustainable economy within a few years.
      • Pay attention to signed ActionInvest loan agreements.
    4. Collect of information for the measurement of impact.

Impact Measurement coordinator


  • Photos & videos
    • Collects photos and videos showing evidence based impact to be used for fundraising campaigns. Ensure consent.

RISE Centre

  • Performs surveys according to TestE, thus based on scientific evidence.
  • Develops and implements a survey manual.
    • Micro survey management; Compiling baseline data. Compiling monitoring data and evidence according to TestE. 
    • Macro survey management; Compiling baseline data collected from the Programme management. Compiling baseline data collected from the national development plan and related information. Compiling baseline data collected from regional and international documents. Do state-of-the-art research benefiting from the scientific literature.

Branding & Public Relations coordinator


  • Social good & visibility.
    • Ensure good relation with the surroundings and visibility.
    • Connect the programme with the local community and share awareness about how this programme shall benefit the whole community. Invite the community member and leaders to make suggestions about the local benefit and sustainability of the programme.
  • Branding.
    • Develop and implement a branding strategy.
    • Performing an analysis on how our brand is currently perceived among supporters and customers, then proceed to plan on how the brand should be perceived if it is to achieve its objectives and continue with ensuring that the brand is perceived as planned and secures its objectives.
    • Ensure branding that exposes HR&S Sweden, HR&S Local Branches and RISE Centres as high quality and professional.
  • Marketing.
    • Develop and implement  a marketing strategy.
    • Benefits from PR management to protect, enhance, and build reputations through the media, social media, and self-produced communications.
    • Social media & crowdfunding
      • Manage a Branch Facebook page as well as LinkedIn page.
      • Develops stories for crowd-funding campaigns, with photos and videos.
      • Shares the link to Action10 crowd-funding campaigns on social media reaching out to the local and international community that may have an interest in that specific opportunity.

RISE Centre

  • Support RISE members with PR and branding.

Business management coordinator


  • Helps the team-leader to ensure the Branch reaches a sustainable economy.

RISE Centre

  • Arrange bi-annual training events during RISEtalks, when sharing knowledge on all aspects of social business management.
  • Assess the competition on the market for the RISE members.

Law & Accountability coordinator

  • Empower law and accountability


Research & Laboratory management coordinator


  • Link HR&S to scientific institutions and laboratories.
  • Coordinate the local nodes of the HR&S Network of Researchers and the HR&S Network of Technicians.

RISE Centre

  • Offer expert advice to RISE members linked to the HR&S Research management and Laboratory management programmes.



  • Manages the Branch local bank account as signatory together with the team leader.
  • Makes payments after approval from HR&S Sweden, using the HR&S template.
  • Ensures that coordinators and auditors are paid according to contract, when funds are available.
  • Manages the Branch bookkeeping.
    Please note that the HR&S Branch ledger is kept separate from the Action10 ledger. ActionInvest is received from Action10 and can only be used as capital to give out loans. The loans are paid back to the ActionInvest ledger. The 10 % annual interest goes to the HR&S Branch ledger as an income.
    • Ensure that the finance and administration is performed according to international standard and as presented in the Terms of Reference with the Auditor.
  • Manages internal financial control of the Branch.
  • Develops annual Branch Financial reports, and quaterly financial narratives. The HR&S fiscal year is the calender year; 1 January – 31 December.

RISE Centre

  • Supports the RISE members with financial administration and accounting procedures in order for the business to develop a sustainable economy and autonomy.
    • Arrange bi-annual training events with all RISE members on finance administration and accounting, RISEtalks.
    • Overview that the bookkeeping is well managed and prepare for efficient auditing by the end of the fiscal year.
    • Support the development of internal financial control systems.
    • Expected outcome: Clear books, Well recorded receipts, Well managed internal and external financial transactions, Well managed bank account where all programme related funds are kept, Monthly bank account reconciliation, Properly managed procurements, Respected business plan, Well prepared business plan for the coming fiscal year, Well prepared financial annual reports.
  • Indicators related to ActionInvest
    • Each loan taker has a book that contains every financial transaction, The Branch has a general book for all the loan takers. 
    • Every receipt should be signed in two sample (one with the loan taker and the other with the Branch for reporting or auditing).
    • A financial report is compiled and shared with the Branch quaterly.
    • Trust and truth should be maintained between the RISE members and with the Branch Team of Operations.
  • Joins when procuring items and ensure good and correct price in accordance with what is presented on the receipt.
  • Supports the Impact Measurement Coordinator with collecting financial monitoring data.


Independent auditors are  assigned for both the Branches and RISE members when the capital exceeds EUR 10,000, or when requested specifically by HR&S Sweden and/or the Branch.

  • Accuracy of the bookkeeping according to international standard. Verify that there is supporting documentation related to costs.
  • Accuracy of that all funds related to the programme are kept at one separate bank account, agreed on by HR&S.
  • The accuracy of the monthly bank account statements are reconciled.
  • Review that the outgoing balance for the previous period is the same as an incoming balance for the current period.
  • Adequacy of internal control related to disbursement procedures.
  • Follow up whether salary costs debited to the project/programme are recorded throughout the duration of the year in a systemized way.
  • Examine whether foreign exchange gains and losses are disclosed.
  • Compliance with the applicable tax legislation in regard to taxes and social security fees.
  • Follow up whether procurement guidelines have been respected.
  • Adequacy of internal control related to disbursement procedures.
  • Review whether there is an unbroken chain of audited financial reports.
  • Ensure communication around problems encountered.

Branch Operations

Motivation, Professional development & team-building – HR&S Local Branches

HR&S is a very firm company, our strategies are profound, but we are nothing without the hard work of our team-members.

Team-leaders call for monthly local meetings with the local team, the purpose is team-building, work motivation and individual development of each team-member.  Team-leaders shall understand and act on the needs of each team-member, offer clear instructions related to each assignment, address any challenge that the team member experiences and ensure reward in the sense of reimbursement as well as personal and professional development.


Each Centre has its own set-up, depending on the needs and the context. Besides the support programmes to the member programmes,  the Centres offer consultancy, seminars and workshops addressing the HR&S Management Srategies.

Establishing Relations With Potential  Institution Management Partners In Our Target Countries.

Benefit from
We establish links within the management at institutions in SSA countries, seeking relations with individuals with agency for change and do persona research to empower the relations.  We will involve our network members to support with identifying persons to be our ambassadors at the management level at their own institutions. We will prove our performances through free seminars where we present our services and our previous results.  We seek to understand the challenges of the institutions and propose how we can support with addressing those challenges. We present a reasonable price for the services that we offer. Then we remain in professional contact, invite to events, and update on our activities.

Expected Output: 
– Team-leaders identify names on door openers in their own institutions. Indicator: ten names.
– Network coordinators reach out to the network members for names/door openers. Indicator: ten names.
– A list with 20 names of persons with whom we have had contact, affiliations and done persona research.
– Five, 30 min seminars where we strengthen the relations with potential partners.
Expected outcome:
– Ten powerful connections that we maintain where we have i) identified their ambitions and outcome challenges, ii) proposed activities and milestones and iii) informed about a reasonable price.
Progress markers:
– One signed coaching agreement. We will offer free of charge 30 min seminars or one hour,
but webinars need to be paid for. The coaching we offer to the management includes webinars on the strategy for change, helping them develop progress markers for their own curricula. We shall put effort into identifying the outcome challenges and then propose how we solve the challenges through activities and milestones.  In addition we can provide training for their researchers and technicians, and that is then an activity within their SfC. Not stand-alone events.

The institutions pay directly to HR&S Sweden for the service of giving the webinar.


Invite to, and manage the exam after, webinars  arranged by HR&S Sweden and by HR&S advisers, as well as the Certificate of those passing the exam. The fee from individual participants (EUR 10) is a direct income to the Local Branch.

Keep the networks active

  • Researchers: Kenya & Burkina Faso
  • Technicians: Uganda & Rwanda
  • Entrepreneurs: Nigeria & Zambia
  • Development stakeholders: Liberia & Togo

External corruption control

Each centre develops good relations with a lawyer, a representative from the police and the bank.

Team Of Operations Members running businesses

Our main challenges is to identify accountable loan-takers. We need role-models. If the team of operations also runs businesses, but benefit from loans, we have role-models who both see the challenges with being a loan-giver as well as a managing business finances. It seems it will serve the HR&S mission well. The assessment is that taking a loan by the team of operations has potential conflict of interest. 

One of our strengths is that we impose on ourselves the challenges that we want to guide our partners to manage, meaning we have direct experience. If we want to guide a partner on how to increase the number of customers in this targeted country, do we know how to increase the number of customers for RISE in this country? If we do, we can also give training to our RISE member. If we do not know how to increase the customers for RISE in this country, then the training we give RISE members may be more of theoretical, and not base on own experience and own understanding, and we may risk wasting our members time time. Score low on the Progress Markers.

HR&S training Events

RISE members and team of operations attend all HR&S  training events for free. RISE team may as well participate in HR&S training as presenters and/or support staff.

Collaboration with institutions
Testimony: Many institutions seems to be dependent on aid support in all respects. The reason being that  this is the way they have been introduced to and they have adapted. Actually it is a very solid state. Anything that is different will come with a friction. 
-We can find people who want to make a change and be self-driven but the system will swallow them up.  With time they may give up. We will try to bring those person with an mind for change to join HR&S. Maybe we can use social media more to find the change makers.
-One problem can be the “system”, that we have to follow protocol. For example, people may not talk in meetings not to offend anyone. Then HR&S can then have a role, and come in as an outsider and talk about that we have a common goal, and we need to listen to everyone to find a solution.
-There is also a bureaucracy that hinders smooth management. Issues have to pass too many levels. HR&S may, as an outsider, have access to many levels to deliver the message.

The tasks are: develop a flyer, attract participants, compile names, affiliations and e-mails of participants, control that participants have paid, encourage good internet, run the webinar, have a session where we ask for reviews, offer one examination occasion,  possibly offer one follow-up exam session, develop a list of those who passed the examination with exact names, develop the certificate template, produce the certificates and distribute.
Distribution of tasks:
– Joint activities: develop a flyer (we want to share the information three months in advance, it takes time
for institutions to process the pay). produce the certificates and distribute. We will plan the distribution of the joint tasks for the full year in January.
2022 proposal:
*March SfC researchers and technicians – Uganda and Rwanda, *April manuscript writing – Kenya and Burkina Faso,
*Sept SfC social entrepreneurs – Zambia and Nigeria,
*Oct proposal writing – Togo and Liberia.
– Branch specific: attract participants, compile names institutions and e-mails, control that participants have paid, encourage good internet, possibly offer one follow-up exam session, develop a list of those who passed the examination with exact names and share with those who produce the certificates.
– HR&S Sweden or Expert adviser: run the webinar, have a session where we ask for reviews, offer one examination occasion.
Preparations: We should develop standard templates for the flyer and the certificate.  Good also because people will start to recognise our material.They can always be fine-tuned.  Good also because people will start to recognise our material. The templates may be bilingual.

Testimony: Some of the projects that we support fail on accountability, and accountability is key. Reason being that when white people support financially, partners in Africa will consider the support a donation. Therefore, we need to grow our members in relation to accountability, both in terms of the person and the business. Challenges to pay back may be small to start with but can scale with time and make the situation impossible to handle. It is crucial to ensure a good relationship within the RISE Centres to openly discuss challenges, before it is too late.

Assigning new RISE members

The person:

  1. Pitches for the other RISE members (team-building) and for the Branch operations team. The potentially new RISE member is made aware that the capital is shared among all RISE members, and that paying back is key to the development also for the other RISE member businesses.
  2. Pitches for Action10.
  3. Attends minimum one accounting training with the Branch accountant.
  4. Attends minimum one SfC training,
    with Sweden if available at that time otherwise with the local Branch.
  5. The HR&S Branch and HR&S Sweden takes a joint decision.
  6. A contract is signed before transferring the first loan.

The HR&S  Branch team of operations members, typically support RISE members by benefitting from the same expertice as they operate with in the Branches.  Independent auditors are  assigned for both the Branches and RISE members when the capital exceeds EUR 10,000. 
Probation period: Persons who seek to join RISE Centres Operations team are welcome on a probation period of maybe six months. If they prove themselves to be active, responsible and take initiatives, they step up and become HR&S Branch Operations Team member. Operations team members must have access to good internet connection.

Direct Understanding And Experience

One of our strengths is that we impose on ourselves the challenges that we want to guide our partners to manage, meaning we have direct experience. If we want to guide a partner on how to increase the number of customers in this targeted country, do we know how to increase the number of customers for RISE in this country? If we do, we can also give training to our RISE member. If we do not know how to increase the customers for RISE in this country, then the training we give RISE members may be more of theoretical, and not base on own experience and own understanding, and we may risk wasting our members time time. Score low on the Progress Markers.
That is why we may also encourage members of the operations team to become loan-takers, in order to get direct experience; from being boat a loan-giver and a loan-taker.

Team work

The different coordinators shall work together, targeting their individual assignments in a supportive and joint manner.


Coordination procedures

Physical meetings

  • The coordination is preferably performed through face-to-face working sessions.
  • The face-to-face meetings are arranged as often as agreed in this contract; minimum quarterly, preferably every second month or every month.
  • The work sessions should be in the form of; one-on-one tuition, group advice sessions, large-scale workshops and large-scale seminars.
  • Each session has a duration of one – four hours.
  • All staff assigned to be part of the coordination event attends the working sessions as prepared by the Coordinators.

Follow-Up Meetings In-Between Physical Meetings

  • The coordination includes additional phone calls and group calls as required.

Visit To Programme Sites

  • The coordination includes visits to the programme sites as required.

Annual RISE members Coordination Report per Branch

The Coordinators undertakes to draw up a joint annual  Coordination, report to be included in the annual Branch report.

  • The annual coordination report should present the coordination year’s activities, and include a written assessment.
  • The annual report should relate to the fiscal year financial report.
  • It should be developed in a way that it can help the Branch and the RISE members to evaluate the day-to-day activities.
  • The Coordination Annual report should include the following:
    • A presentation of the coaching programme; how it was planned and how it was implemented.
    • A presentation of the content of the RISE members programme.
    • Financial reports.
    • A compilation of  output, outcome and sustainable impact.
    • Outcome evidence are referred to (photos, videos, interviews)
    • Compilation of and reflection on lessons learned and proposed informed decisions.

Equal partnership

In a business relation both parties must benefit, or the relation will not last long. For both parties to benefit, both parties must try to find opportunities for the other party and therefore also have a deep interest in understanding the other party’s situation, ambitions, and challenges. There is a challenge related to the tradition of seeing mzungus as givers; money, training, travels, mentoring, coordination, administration, equipment, repair. But as we know from 60 years of aid, aid has proven to increase poverty. Moving away from looking for donation and a “Help-me” attitude to a proper equal partnership will empower all stakeholders, and create independent, self-sustained and powerful institutions. All members of the Branch operations team must have this understanding, which will result in that everyone will work hard to achieve results; attend all  meetings, propose ways of doing things, take on assignments, and deliver results in time.   The question changes from “how can you help?” me to “how can we help each other”. The HR&S management strategy is built on i) real-time outcome evaluation planning, ii) measuring impact using scientific methods, iii) managing transparency and accountability, and iv) needs and user-driven programmes. 

New RISE Operations Team Members To Understand HR&S 

HR&S is not aid but a social enterprise that establishes country representation. The RISE provides coaching to members, as well as, manages the centre and generates income. It is slow but firm process to establish a new RISE Centre, where the team members with time understands the concept and the meaning of the different assignments. It is a trial and error. All information is available on the website. The transitions from theory to actual practice can only be made organically.

Probation period

Persons who seek to join HR&S Branch Operations team are welcome on a probation period of six months, as a Support Team member. In the position of a Support Team member the persons are not eligible for reimbursement, but are welcome to attend webinars free of charge. They attend meetings and get small assignments.. IF they prove themselves, thus being active, take initiatives and deliver results in time, they step up and become HR&S Branch Operations Team member. 

HR&S Branch Operations team must have access to good internet connection and a computer or a cell-phone.

Manage a WhatsApp chat with RISE-members

The purpose with the joint chat group is knowledge sharing, on all aspects of business scaling. We do accounting, road-maps, team-building and more. It is also for the RISE members to have an opportunity to share between your-self and give each other advice as being social entrepreneurs in Kenya. The RISE members share the same capital that is used for loans, and we depend on each other. We have to make the RISE-members to fee comfortable sharing successes and challenges with each other. We are all together, supporting each other. We need transparency and accountability to thrive. Each RISE-member to stay strong and know they belong to a strong, kind supporting team.

Benefit from the lean-business model to ensure income to each Country Branch

We use an iterative  approach benefiting from the Lean start-up methodology. It is a data- and experiment-driven method of moving from assumptions to verified facts in as short a time as possible. Lean Startup is based on “fail fast – fail often” and by gradually increasing learning about customers and the market, the financial risk is limited.
  1. Problem.
    What are the problems that our product or service should solve for the customer?
    Aid dependency and the fragile infrastructure it creates.
  2. Solution.
    What is our solution to this problem?
    Empower self-sustained scientific research, social enterprising and innovation.
    Value proposition: i) Strategy for change road-maps for scientific institution managers, social entrepreneurs and sustainable developers, ii) business loans, iii) RISE Centre business scaling support, iv) products and services to under-served communities through social enterprising, and v) coaching the aid and private sector to embrace equal partnership.
  3. The customer’s options.
    How do customers solve their problem today?
    Aid financial donations and aid free services.
  4. Key figures.
    What measurement values do we want to use to check that we are on the right path?
    i) No of contracts with institution managements, ii) no of RISE members, iii) level of business loans pay back,  iv) level of social good delivered measure through TestE, v) no of contracts with the aid and private sector.
  5. Unique value proposition.
    What exactly makes our solution worth buying?
  6. Our competitive advantage.
    Which one is it?
    SfC tool and cross-cultural understanding.
  7. Customer segment.
    What does the ideal customer look like?
  8. Channels.
    In what ways can we reach our ideal customer?
  9. “Early adopters”.
    What does the ideal customer who buys first look like?

Social media

Each Branch develops a FB page in order to reach and discuss with individual Target partners.  HR&S and Action10 postings are shared and the PMone of followers are 500 per country.

Each Branch develops a LinkedIn page in order to reach institutions and sell coaching services. PMone of followers are 1000 per country.

Intrinsic motivation & Agency for change

The HR&S Local branches Team of Operations is composed of very, very special people. They are the fore-front of HR&S in each country; respected, appreciated and trusted by HR&S Sweden to represent HR&S in our target countries.

  1. The HR&S Local Branches Operations team members must make an effort to understand the core values of HR&S and then make a well-informed decision on if they want to become members.
  2. The HR&S Local BranchesOperations team members must be active, they must take own initiatives. They are free to improvise. Free to make mistakes. In HR&S we see mistakes as an opportunity to learn. If we do not make mistakes, then we also do not try new things. What we are proud of is that we learn from our mistakes, make informed decisions, and do not repeat the mistake.
  3. Cross-cultural understanding. In every country can it be difficult for the formally educated community and the illiterate community to understand each other. Thereby we may lack trust and respect and efficient communication may become a problem. In HR&S we depend on the coordination between groups with different capacity and experience, all being equally important, when improving livelihood for the under-served community; may it be the capacity to perform according to university education or to manage a programme within an under-served community. HR&S therefore depends on establishing teams of members with cross-cultural skills.
  4. As a result of the Aid industry, the expectation of persons seeking to become members of the local HR&S team of operations many be the donor-driven structure. Persons may expect that their salaries and other programme running costs shall be paid for by foreign donors, that foreign donors shall provide administrations services, pieces of training as well as equipment, consumables, service and maintenance, free of charge. But HR&S team members must agree with that salaries are not paid for by HR&S, training is not given for free by HR&S, programmes are not funded by HR&S. Instead the HR&S local RISE centres are social enterprises that generate the income required to do local social good, in deep, close and caring collaboration with HR&S Sweden. HR&S benefits from the Lean startup model, the Lean business model and the Agile strategy.

Assigning new members: Potential new members must be able to answer a few questions about HR&S proving they have studies carefully and understood HR&S very well.  Potential new members are also assign on trial for six months before becoming full team members. During the six months of trial they will get assignments to deliver on and join a few meetings with partners. They have to prove that they will take initiatives, be active and attend meetings, show cross-cultural respect with other communities and not be judgmental, and accept that RISE are social enterprises that pay costs and reimburses team members from income generated by RISE itself.

Annual Branch Evaluation And Review

As a result of each year of operations, the team shall effectively evaluate and improve aspects of concern. The Team of Operations undertake to provide advice by developing a written opinion.


Deals are arranged with the employers and the loan and interest is withdrawn from the salaries.

Additional fees

HR&S does not charge any additional fees but the interest.


HR&S does not request guarantees but has instead a serious programme to ensure accountability.

Accountability procedures

  1. Team-building and joint financial responsibility for the ActionInvest capital among RISE members, combined with accounting training and auditing with management reports.
  2. RISE member direct coaching and training of RISE members customers.
  3. Signing agreements with employers that loan and interest is withdrawn directly form the salary.

Calculation Examples

Long-term 10% if one year or more.
If we borrow EUR 100 we pay EUR 100+10 after one year, and 100+20 after two years.

With 36% annual interest / short-term one month
If we borrow EUR 100 we pay back EUR 100+3 after one month. Proposal for our programme in Liberia.

With 14% annual interest / short-term six month
If we borrow EUR 100 we pay back EUR 100+7 after six months. Proposal for our programme in Togo.

Examples from the programme:

  • Togo villages, loan-giver is a RISE member,
    six months loans paying 7% of the capital (A.3) 
  • Liberia employees,  loan-giver is the HR&S Branch,
    one months loans, paying 3 % of the capital (A.31). 
    Expected income: A capital of EUR 2,000 = EUR 720

Annual reports

Each Branch delivers their annual report due 15 February.

The annual report are designed according to the the Branches preferences but shall contain the following chapters.

  1. Message from the Team-leader.
  2. Financial report.
  3. Management report.
  4. Compilation of the RISE members and their businesses.
  5. Compilation of services and products delivered to under-served groups.
  6. Compilation of Management Strategy for Change training and coaching.
  7. The year ahead,
    financially and concerning the programme.

During the May Team-leaderTalks the Team-leaders make narrative oral presentation of their annual reports.


Business Model

It is the responsibility of the operations team within the Local Branch to be active with generating income and to have annual financial plans so all local costs are covered by income.


  1. From 2022 and on-wards reimbursement to team members will only be made through the branches own income.
  2. Team-leaders and active members of the team of operations are not eligible for RISE Centre loans, but are able to generate an income that can be used as start-up and scale-up capital for the businesses. The benefit from the RISE Centre services free of charge
  3. Internet, computers, electricity, venues, transportation etc, to provide members with RISE Centre services.


  1. Participant fee in annual webinar managed by HR&S Sweden and HR&S Expert Adviser.
  2. RISE Centre membership fee (three levels).
  3. Ten percent interest from giving out loans.
    Based on capital raised through ActionInvest and Kwanda.
  4. Other offers by the RISE Centre to non-members, such as computer and internet access, renting venues, back-office services and transportation.
  5. A percentage of the 1st workshop deal between HR&S Sweden and  a local institution.
  6. Other social enterprising type of offers by the RISE Centres.


  1. Participant fee in webinars managed by HR&S Sweden and HR&S Expert Adviser.
    -Support the coordination, make invitations, keep track of participants, support during the sessions, keep track of those managing the exam, as well as develop and distribute certificates.
    Expected output: – Four or more annual webinars. Two webinars on the Strategy for Change by Cecilia: in March (for researchers and technicians) and in September (for entrepreneurs and development stakeholders). Two webinars on Scientific topics by Dr Murthy in April and October.
    Expected income: 10 participants in each webinar, four webinars per year = EUR 400.
  2. a. Ten percent annual interest from giving out  long term loans to RISE members.
    -Actively support the Action10 campaigns by interacting on the Action10 social media.
    -Actively support the Action10 campaigns on the Action10 website and on Global Giving, by providing programme reports, photos and videos real-time, that can be used for the campaign.
    -Seek funds from Kwanda directly to the Branch.

    -Implement accountability structures so that funds are paid pack in time and with interest (see No3).
    Expected income A capital of EUR 20,000 = EUR 2,000

    b. RISE members and HR&S Branches may want to give out short-term loans; then the levels of annual interest are, 14 % for six months loans, and 36% for one month loans.

    • Togo villages, loan-giver is a RISE member,
      six months loans paying 7% of the capital (A.3) 
    • Liberia employees,  loan-giver is the HR&S Branch,
      one months loans, paying 3 % of the capital (A.31). 
      Expected income: A capital of EUR 2,000 = EUR 720
  3. RISE Centre annual membership fee (three levels).
    Offer RISE Centre services that justifies the annual membership fee. A person can become a member without taking a loan. Just pay the membership fee and benefit from the services.

    – EUR 50: Access to loans; Networking between RISE members; RISEtalks, ActionTalks, Setting up a SfC road-map; Annual SfC training by HR&S Sweden; Access to the HR&S team of expert advisers.
    – EUR 200: As above and in addition; Access to computer, internet, and electricity; Access to a simple co-working space; Access to back-office services; Website and social media marketing support.
    – EUR 500: As above and in addition; Access to  advanced co-working space; Access to venues; Access to transportation vehicles.

    Expected output
    Six annual RISE member events Bi-annual member networking meetings where the total capital available for loans are discussed, loans given out and loans paid back with interest in time as well as progress markers. The agenda also includes: developing and agreeing on membership contracts as well as ambitions, challenges, output, outcome and sustainable impact.
    Bi-annual training on accounting at each RISE Centre involving all RISE members, arranged by the accountant. Maybe two or three hours.
    Invite RISE members to attend. In addition to the training, will one of the participants pitch his business.  The purpose if threefold:  1. Training on accounting. 2. RISE members insight into each others businesses and thereby being able to support each other with advice. 3. Team-building and awareness of the amount available to use as loan and the sharing of this loan, and that pay-back is key for the development of also the other RISE members.
    Bi-annual local training on the SfC and support with setting up a SfC for each business. Maybe two-three hours.
    Bi-annual local training on the business management. Maybe two-three hours.
    Expected income: 10 x 50 = EUR 500 or 10 x 200 = EUR 2,000

  1. Ten % of the first deal made between a local institution management and HR&S Sweden where the relation has been established by the branch (see No1).
    Expected income: 3 x 10% of EUR 10,000 = EUR 3,000

  2. Other social enterprising type of offers by the RISE Centres, such as local training.
    Expected outcome:
    – All RISE members develop and maintain a SfC for their own businesses. 
    – 100 % accountability among RISE members. 
    – Local branches team members and auditors are fully reimbursement by the Branches’ income. 

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It is important that the RISE members has balance in their businesses. The ActionInvest capital shall not decrease as a result of members failing to pay back. As donations are collected that capital shall always mirror the amount collected. The 10% interest is an income to the Centre as well as the coaching fee.

Business Start- / build-up  capital for  team-leader

We see it as favourable for HR&S, if team-leaders and deputy team-leaders are running their own businesses, as the team-leader will then be in a position to be a role-model for RISE members. But rather than approving loans to team-leaders, HR&S will ensure enough reimbursement to ensure a capital. By doing so we:

  • Avoid any accusation of fraud.
  • Avoid that supporter worries that loans are given in a biased manner, that is that team-leaders promote themselves as loan-takers before other potential entrepreneurs.
  • Avoid the risk of loosing excellent team-leaders as a result of debates around agreements of paying back loans.
  • Testimony “It would in theory be okay to give team leader loans. But from experience, if we do so, we run a risk of loosing those very team leaders especially if they are unable to clear the loan. If we want to go into the loan business for team leaders, then we must have an independent adjudicator whose role is to take care of collateral. Generally, people are never willing to repay loans if such loans were received on the premise of their morality and honesty. Eventually, they default and just cease to operate for the company. As a person who runs a financial services business with my sister, I know that even the most trusted and honest people will find it hard to repay loans of any amount of they have not been requested to deposit collateral. For example, person x wishes to invest in his coffee business, a business that takes up to maybe 2-3 years to generate income.  That is not only a long loan period but it implies that they may be unable to easily make timely repayments and should he default, then we could loose the person as a team-leader. Because the person will feel embarrassed to continue working after having defaulted him / herself. I rather, we pay the person annual fees for his/her continued efforts on the project and he/she can use those fees to invest in his7her other business. That way he/she owes the company nothing, there is no risk of default and the person can continue working well as he/she has been.”

Finance administration & accounting

The operations staff  is obviously up-dated with and obey to the laws of the country. Tax is paid accrtingly.

Local branches finance and administration is the responsability of the accountant, including continious accounting according to international standars, annual financial report and to arrange for external auditing if the turn-over exceeds EUR 10,000
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Bank account signatories

Two members of the HR&S Brsnches operations team are signatories of the bank account. These are the team-leader and the deputy team-leader or the accountant. Pre-arrangements with the bank shall make it possible for the signatories to provide their statements electronically.

Bank account withdrawals

Withdrawal by RISE Centre
The team-leader provides a request to HR&S CEO when withdrawals are required. Withdrawal from the bank account by the RISE Centre requires authorisation by HR&S CEO and the signatures from both signatories. The withdrawal request states the purpose for the withdrawal, which programme it refers to and wich agreements it is supported by. Thus the request compiles all the costs it shall cover. Within two months after the date of the withdrawal, receipts for all costs are compiled by the accountant and shared with HR&S CEO and both signatories.

Withdrawal by RISE Member
The loan-taker provides a request to the RISE accountant when withdrawals are required. Withdrawal from the bank account by a RISE Member/Loan-taker also requires authorisation by HR&S CEO and the signatures from both signatories. The withdrawal request states the purpose for the withdrawal, which programme it refers to and wich agreements it is supported by. Thus the request compiles all the costs it shall cover together with a statement presenting how the loan will be paid back and when.  Within two months after the date of the withdrawal, receipts for all costs are compiled by the loan-taker and shared with HR&S CEO and both signatories.

Non-Signatories To Bank Account

Members of the Team of Oreations may have obligations towards their employers, and being a company co-owner can cause a conflict of  interest. These HR&S team-members are welcome to have a position in the team of operations, while not being a signatiory of the back account nor the registration of the comapany.

Accountability management

Ensuring Accountability Among RISE Members

The “help-me” narrative must change. The RISE members must realise that this is an equal-partnership, win-win relation. That the partners shall support each other for the sake of establishing social good and move the country out of poverty as well as eradicate extreme poverty. The bottom line is setting the expectations right from the beginning to avoid unrealistic expectations. The RISE members shall not be looking for handouts, as this is not sustainable, but should create value for them-selves AND their partners,

and thereby bring the desired prosperity. RISE-member partners are the local branches, HR&S Sweden and Action10. Important also is to identify the right RISE membes, who will act with agency for change and intrinsic motivation, who will become role-models.
Activity: Each Centre has a certain amount of capital to pay out as loans. Within the Centre the RISE members are made aware of the size of this capital how the capital is distributed between them. The Centre shall create a good and supportive atmosphere where the RISE members support each other to manage their business, generate profit and pay back in time and with interest,  by giving advice and provide supportive actions. Full transparency is created among the RISE members on how loans are paid back.  If someone is not paying back, less will be available for the other RISE members, for the coming batch of loans. What we are targeting is the motivation to pay back, so that the loan-taker her-self and the other RISE members can benefit as much as possible, but also a sense of responsibility for the well-being of the local branch AND for HR&S Sweden.   In case there is an external challenge, maybe drought for a farmer, then everyone will have to accept decreased capital, even though everyone will suffer from less capital.
Milestones:  In RISE Centre meetings the members are made to realized that the money to be giving to them is a loan to be paid back, and that the amount given out as loan will be deducted from the principal amount at source.  They are made to understand also that they will cross reference each other in the group, that is to say that if any member of the group default in repayment, the entire group will be held accountable.  If they are faithful in repayment, they will be qualified for applying for a higher loan. They usually repay the principal on a monthly basis.  The members are made aware that the purpose is for their businesses to expand and for more RISE members to be added to the community and thereby strengthening the team.

Short-term loans to employees

Short-term loans to individuals from identified institutions (both NGO and Governmental). Written formality and agreement with the head and accountant of each beneficiary institution that result in a timely payback of said loan with interest directly to our bank account. Each individual may receive the amount of EUR 100 – 1000 with an agreement to be paid back with interest for a period of 1 month.


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Scam defence

419 scams from Africa towards foreigners is increasing significantly. Scamming mzungus has become a billion dollar industry, annually.
This is a relevant topic for HR&S for two reasons:
i) HR&S and Action10 will be attacked by 419 scams, and
ii) scammers will reach out to HR&S as a shortcut to foreign funds for their own benefit, without doing the 419 scam, but by taking a loan that they never intended to pay back or interact directly in other ways.

It is generally agreed that the reasons behind the scamming  are:
i) Some governments are precieved as corrupt and thus serve as a role-model for the population to get involved with scamming,
ii) there are not enough higher institutions for education leaving many illiterate, combined with lack of infrastructure leading to that also educated people are jobless
iii) some of those with high positions in the society, already rich, well-educated, with good senior employment positions, wants more,
iv) the wage gap between the rich and the poor is increasing,
v) lack of rule of law; the risk of being caught  is limited, and if  it happens the scammer will most likely will share a portion of the profit, as bribes, and will then be released, 
vi) many believe that further developed countries made African countries the way they are today as a result of colonalization  and slavary. Scammers  rationalize their criminal behaviour because they believe they are trying to recover what has previously been stolen from them.

The important issue is thus to not attract scammers, and if we do, make sure we explain our mission. The bottom-line is that HR&S and scammers actually have the same ultimate goal, fair and equal opportunites for all. HR&S claims that a sustainable development can only be achieved through a  transparent and accountable equal partnership collaboration between countries and continents. 

Starting a new HR&S Local Branch


During the pilot phase, we aim for the team leader to have good computer and internet access.
We also aim for a zoom account.

HR&S runs webinars, where our practical strategies and core values are addressed. This is a good opportunity for new and potentially new  operation’s team members to understand HR&S, our Local Branches and RISE Centres.

HR&S is not an aid institution but a social enterprise that establishes country representation. The RISE provides coaching to members, as well as, manages the centre and generates income. It is slow but firm process to establish a new Local Branch, where the team members with time understands the concept and the meaning of the different assignments. It is a trial and error. All information is available on the website. The transitions from theory to actual practice can only be made organically.

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Company limited by guarantee

The HR&S Research, Innovation and Social Enterprising Support Centres are initially registered in each country as a company limited by guarantee. The HR&S RISE Centres shall be exempted the liability to corporation tax which is made possible as a result of being registered as a company limited by guarantee. The Team-leader shall seek such exemption, arguing that we seek social good and not profit for share-holders. The status of being limited by guarantee does not, of itself, allow a company to escape the liability to corporation tax, but this has to be negotiated with the approriate national regulatory body.
The company is required to have at least one director, which is the team-leader. Other Directors can be the deputy-team leader, the accountant and other persons in the RISE Centre management & operations.

A company limited by guarantee is a limited company, but with the difference to the usual company entity of there being no share capital. The company’s members are guarantors rather than shareholders. The same rules and regulations apply to companies limited by guarantee as to companies with a share capital. This means that the company will have to file accounts at the appropriate national institution within the usual deadline, file annual returns, keep proper accounting records, appoint directors and file returns with appropriate national institution.The main difference between a company limited by guarantee and one limited by shares is that the liability of shareholders is limited to the amount unpaid on shares, whereas the liability of guarantors (the members of a company limited by guarantee) is limited to the amount that they guaranteed. In most cases, the amount guaranteed will be around Euro 1 (in local curency) per member (similar to the ordinary Euro 1 share in a company limited by shares). Members cannot receive dividends, and will usually be involved due to their commitment to the company’s objectives, rather than to benefit financially. The memorandum and articles will usually differ from those of the standard share capital company and will generally include a defined list of specific objectives, and also a clause that prohibits the distribution of surplus profits. The balance sheet of a company limited by guarantee will be the same as that of a company limited by shares, apart from the fact that it will have no share capital. The bottom section of the balance sheet should be headed ‘Reserves’ rather than the usual ‘Shareholders’ funds’. There is no requirement, but it is common practice, to also include a note disclosing the guarantees; something simple such as: ‘The company is limited by guarantee of members and does not have a share capital. The liability of members is limited to Euro 1 (in local currency). The usual rules about related parties will apply, and the director(s) will be related parties in the usual way. Whether or not a member falls into the definition of related party will depend on the circumstances. Payments to members can only be by way of remuneration, as no dividends are possible.

Company limited by shares
At a later stage a company limited by shares can be registered and are then sub-divisions of HR&S Sweden.