Amref boot camp activity report

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Action Based - 2017 CHVs/CHCs Boot Camp Report

Boot Camp Workshop for 80 CHVs/CHCs FromDagoreti and Kibera Units Trained on Developing Systems for Setting up Groups Income Generating Activities [IGAs] and

Establishing sound Financial Management Systems [6th -17th March 2017 – Milele Resort and AMREF HQ in Nairobi]

Facilitated by: Mr. Michael Odongo Ojuang – Lead Trainer Mr. Ismael Ndemo andMs, Imelda Tatu – Documentalists

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Table of Contents List of acronyms ............................................................................................................................. 4

Executive Summary ........................................................................................................................ 5

1.0: Introduction .............................................................................................................................. 7

2.0: Performance: The Measurement ............................................................................................. 8

3.0: Topics Covered and Interpretation ......................................................................................... 9

DAY ONE:...................................................................................................................................... 9

3.1: Business Ideas proposed by Community Health Volunteers to be developed During Boot

Camp into Income Generating Activities Concepts which the CHVs will use in drafting

Business Plans for sustaining Community Health Activities within the targeted areas. ............ 9

3.2: The participants’ diagnosed their groups’ Strengths, Weakness, Opportunities and Threats

in line with their proposed business ideas and the same time worked on TOWS MATRIX to

develop practical strategies they will use in Making some key decisions when starting their

businesses. ................................................................................................................................... 9

3.2.1: SWOT Analysis ............................................................................................................ 9

3.2.2: TOWS Matrix Strategies ............................................................................................ 11

3.3: The matching of Internal & External factors in the TOWS Matrix. .................................. 11

3.3.1: SO [StrengthsVs Opportunities] Strategies: ............................................................... 12

3.3.2: WO [Weaknesses Vs Opportunities] Strategies: ........................................................ 12

3.3.3: ST [Strengths Vs Threats] Strategies: ......................................................................... 12

3.3.4: WT [Weaknesses Vs Threats] Strategies: ................................................................... 13

3.4: Steps for Developing Strategies:........................................................................................ 13

DAY TWO .................................................................................................................................... 14

3.5: Introducing the concept of Business Canvas Model to CHVs and CHCs ......................... 14

3.5.1: The Business Canvas template used by CHVs and CHCs during the Boot Camp ..... 14

3.5.2: Guiding CHVs and CHCs to translate their Proposed Business ideas into the 9 blocks

of Business Canvas Model .................................................................................................... 15

3.6: Introducing Resource Mobilization within the Context of doing business. ...................... 16

3.6.1: Why the 5 Key resources are critical in starting up a business is explained here

below:- .................................................................................................................................. 16

DAY THREE: ............................................................................................................................... 17

3.7: Understanding Finance institutions, their systems and how CHVs and CHCs can engage

with them to Boost and improve their Income Generating Projects for sustainability ............. 17

3.7.1: What do you need the cash for? .................................................................................. 18

What questions should you expect to answer? ........................................................................... 18

3.7.2: Types and Sources of Funding for Starting a Business plus their Pros and Cons

............................................................................................................................................... 19

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Self-funding: ............................................................................................................................. 19

Friends and family: ................................................................................................................... 19

Grants: ....................................................................................................................................... 19

Bank loan .................................................................................................................................. 20

Business angels and other investors ........................................................................................... 20

3.7.3: Alternative finance for Businesses? ........................................................................... 20

Invoice finance: ......................................................................................................................... 21

Lend-to-save ............................................................................................................................. 21

Crowd funding .......................................................................................................................... 22

Guaranteed loans ....................................................................................................................... 23

DAY FOUR: ................................................................................................................................. 24

3.8: Keeping good records: ....................................................................................................... 24

3.9: Marketing Strategy.......................................................................................................... 24

3.10: Marketing Strategies That Inspire Strategic Thinkers: ........................................... 25

3.10.1: Partner with allies. .................................................................................................... 25

3.10.2: Embrace user generated content. .............................................................................. 25

3.10.3: Collaborate with influencers. .................................................................................... 25

3.10.4: Help customers solve a problem. .............................................................................. 25

3.10.5: Let customers interact. .............................................................................................. 26

3.10.6: Experiment with new channels and platforms. ......................................................... 26

3.10.7: Take a bite out of Apple. .......................................................................................... 26

3.10.8: Have some fun. ......................................................................................................... 26

3.10.9: Get employees involved............................................................................................ 26

3.10.10: Be a little weird. ...................................................................................................... 26

DAY FIVE ................................................................................................................................... 27

3.11: Team Building ................................................................................................................ 27

WHY Team Building: Team Building is Important Because Your Success Startswith a Shared

Vision and a Culture of Teamwork ........................................................................................... 27

3.11.2: Types of Team Building Exercises ........................................................................... 29

4.0: Lessons Learnt ....................................................................................................................... 29

5.0: Conclusions and Recommendations .................................................................................. 29

APPENDICES: ............................................................................................................................ 30

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List of acronyms

AMREF- African Medical Research Foundation

CBO- Community Based Organization

CHVs- Community Health Volunteers

CLREAD- Centre For Legal Rights Education, Advocacy and Development

IGA- Income Generating Activities

SWOT- Strengths, Weaknesses, Opportunities, Threats

TOWS- Threats,Opportunities,Weaknesses,Strengths

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Executive Summary

In this report, we are able to explain the purpose of the training facilitation on income generating activities for various groups in Dagoreti and Kibera areas. The training was to educate the intended groups on the importance of having an income generating idea and how to research on the specified idea, how to implement the idea how to generate income to finance the idea suggested and how to make sure the idea is stable, legal and productive while it grows. The income generating idea is to sustain the group in the event AMREF doesn’t continue offering support to the targeted community health volunteers. The report highlights the events of the two weeks training program for the 5 groups from Dagoreti and 5 groups from Kibera that were represented. Each group had a representation of 10 people from the CHVs and others had 4 members representing CHCs. The training was divided to two sessions (5 groups each week). The first group had their training in Milele hotel Nairobi while the second group had their training at AMREF headquarters. The method used in the training was a rigorous boot camp where the participants were to come up with the income generating activity idea and they were to be guided by the lead facilitator into understanding the creation of a sound financial management system and be able to get help from a micro-finance institutions and other Sacco’s on how to generate income and being able to create a realistic action plan which would see the development of their idea into a successful business. AMREF were to make follow up activities and plans on the groups income generating activity and be able to give clear clarifications, monitor the groups progress and offer support on those ideas (both financial and Technical assistance) The facilitating team discovered most of the groups involved had multiple challenges in their setups and recommend they be assisted to rectify the challenges. The facilitators were able to note that all groups needed to generate a new; Visions, Missions and Objectives which are corresponding with their groups’ projects and activities at the community level. AMREF should facilitate the CHVs units to rework on their Groups Constitutions and LastlyDevelop sound Policies which can all be done through engaging them in ODSS through “Boot Camp” strategy. The groups had visions, missions and objectives that were created before and didn’t depict the picture and the true identity of their groups. Also, they had statements that cannot provide them with opportunities to partner and collaborate with other development agents like donors. AMREF should look for ways on how the groups can be guided on revising their group constitutions to accommodate their IGA activities they have created. This will confirm the commitment according to the standards of AMREF in strengthening systems of grassroots organizations. The Capacity of the CHVs should be improved by engaging them in “Boot Camp” workshops to offer them practical work in reviewing and formulating standardized groups constitutions and other relevant policies to widen the networking and collaboration with other

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development agents. Any serious partner would like to access their capacity and without such vital documents in place, their sustainability will have many teething problems. The Boot Camp Exercise helped the CHVs to identify some key challenges they have in organization management. The CHVs collectively identify that their units have poor management systems and poor communication strategies which make them more drown to their individual activities with resource for field activities in the expense of Community Health Volunteerism work. They also realized that they don’t have relevant succession management strategies to enable them mentor others and be able to have smooth running of activities as Community Volunteers. This is what AMREF can address by giving them tailor-made capacity building with more Practical engagement than regular theory oriented seminars and workshops with less impact when it comes to real implementation. The boot camp was a success as the groups had the important points, tools and knowledge on how to come up with good business plan. The groups also had an opportunity to learn from documentaries of Best Practices which were played during different presentations. Boot Camp Workshop Facilitated and Report Compiled by

Mr. Michael Odongo Ojuang – Lead Facilitator

Ms, Imelda Tatuand Mr. Ismael Ndemo – Documentalists

www.clreadkenya.org

http://www.clreadkenya.org/

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1.0: Introduction

AMREF organized an action oriented workshop through “Boot Camp” to help Community Health Volunteers [CHVs] from Dagoreti and Kibera formulate their proposed business ideas into a sustainable Income Generating Activity concept that will enable the CHVs develop a Business plan for resource mobilization to set an IGA which will later improve their social and economic status both at individual and the community levels. In order to have a sustainable future for the CHVs groups, AMREF came up with an idea of allowing the CHVs to identify and develop IGAs. This suggestion came out to be the most outstanding initiative for sustaining the work of CHVs in Dagoreti and Kibera areas. Each CHVs unit came up with a business idea according to the gaps existing within their respective communities. Trainers from Centre for Legal Rights Education, Advocacy and Development –CLREAD [ www.clreadkenya.org ] were contracted by AMREF to help the CHVs’ develop their IGAs in a more professional way. Different data sources were useful in development of the business ideas. One of data source used was SWOT analysis. This enabled the participants to identify their strengths in terms of what they can do well, the unique resources they have and what others see as their strengths. It also enabled them to identify their weaknesses, opportunities and threats. What they could do to improve on their weaknesses, where they have fewer resources than others and threats they might face during the implementation of their IGAs Plans. The use of strategic alternative matrix (TOWS) as another data source was also influential in developing the IGA plans. It enabled the CHVs to know how to use their strengths to tap on the opportunities, how to use their strengths to overcome their weaknesses and how to work on their weaknesses to overcome the threats. Taking the participants through business canvas enabled them to know nine important blocks for developing a business plan. Partners, key resources, value proposition, customer relationships, Customer segments, key resources, channels, cost structure, revenue streams are very essential elements for a successful business. Resource mobilization was another essential element to enable their business to be successful. Emotional resources would help them stay motivated. Physical resources were another appropriate resource for survival of a business with multiple operations. Provision of educational resources to the businesses would also help them make smarter decisions. Human resources came out to be necessary for the organizational success. Hiring of experienced

professionals with track records of excellence within their area of expertise ensures that the

mission and vision is met.

http://www.clreadkenya.org/

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2.0: Performance: The Measurement

The Boot Camp workshop was carried out to enable Community health volunteers fromDagoreti and Kiberacome up with an income generating projects and be able to sustain themselves incase AMREF pulls out of the support they are giving to these particular communities. The training was structured in a way it was to be conducted in a period of 10 days [ 5days each week] so as to cover all the concept intended to be gained by the CHVs from their various groups.After the training was concluded, all the CHVs set their own specific action plan which indicated activities and time they are to take to implement their plans and how, when, whom to help them implement their plans. All the CHVs units trained were able to conceptualize all they were taught during the five days as intended and also got various help from various institutions like the Jamii bora Sacco and co-operative bank of Kenya on issues of access to Finance. The CHVs had great interaction during the Boot camp and were able to ask relevant questions even challenging themselves in the process. In the end, the CHVs came up with the important document [documented business ideas] which will guide them to come up with a Business plan for their income generating activity. AMREF will be able to have follow up programs with all CHVs units and help the respective groups implement their income generating projects and be able to facilitate paradigm shift of aid dependency to self reliance among the CHVs reached by Comic Relief Funded project.

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3.0: Topics Covered and Interpretation

DAY ONE:

3.1: Business Ideas proposed by Community Health Volunteers to be developed During Boot Camp into Income Generating Activities Concepts which the CHVs will use in drafting Business Plans for sustaining Community Health Activities within the targeted areas. The Participants from 10 different Community health Volunteers Units being supported by AMREF shared the following ideas as their proposed income generating project dreams that would help them sustain their voluntary work as community health volunteers within their respective areas. Below is a table showing unit names and their proposed income Generating Activities

UNIT NAME PROPOSED IGA

C0GACCA Public address system, plastic chairs and tents

for hire

UNGANIKA Green House farming

IMARISHA Kenya CBO soap making

MUNJIKAKI Candle production and Bead Art

KAMUMA facilitation of chairs, tents and kitchen wares

(catering)

KIBERA SOWETO OperatingMatatu Business

SOWETO EAST CBO Operation of posho mill and cereal sales

MASHIMONI Garbage collection and waste management

LAINI SABA Operating a TukTuk Transport business

SILANGA water kiosk

3.2: The participants’ diagnosed their groups’ Strengths, Weakness, Opportunities and Threats in line with their proposed business ideas and the same time worked on TOWS MATRIX to develop practical strategies they will use in Making some key decisions when starting their businesses.

3.2.1: SWOT Analysis All the participants were guided to sit according to their CHVs/CHCs units and informed to use SWOT (strengths, weaknesses, opportunities and threats) analysis to help them identify and understand key issues that might affect their businesses, but does not necessarily offer solutions. The Participants’ were made aware of the limitations as well as the benefits of a

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SWOT analysis before they decided to conduct one in line with their business ideas. Knowing what they were reasonably expecting to achieve made their SWOT analysis more useful for their business ideas, and this save them time in connecting their units with their proposed business ideas. Ultimately, they were informed to be prepared to spend more time during their groups meeting to review their SWOT analysis and use it to determine the best way forward in their respective proposed business ideas. The Exercise helped the participants to learn the following:-

Definitions of Each letter in the SWOT

The Guiding Questions the Participants used to help them generate information on their SWOT

Strengths: Those attributes of the business that are supportive in the accomplishment of the objectives are regarded as strengths.

• What advantages does your organization have? • What do you do better than anyone else? • What unique or lowest-cost resources can you

draw upon that others can't? • What do people in your market see as your

strengths? • What factors mean that you "get the sale"? • What is your organization's Unique Selling

Proposition (USP)? • Consider your strengths from both an internal

perspective, and from the point of view of your customers and people in your market.

Weaknesses: Those attributes of the business which are harmful for the accomplishment of the objectives of the organization are regarded as weaknesses.

• What could you improve? • What should you avoid? • What are people in your market likely to see as

weaknesses? • What factors lose you sales? • Again, consider this from an internal and

external basis: Do other people seem to perceive weaknesses that you don't see? Are your competitors doing any better than you? It's best to be realistic now, and face any unpleasant truths as soon as possible

Opportunities: Those external conditions which are supportive to the accomplishment of the objectives of the organization are regarded as opportunities.

• What good opportunities can you spot? • What interesting trends are you aware of? • Useful opportunities can come from such things

as:Changes in technology and markets on both a broad and narrow scale; Changes in government policy related to your field; Changes in social patterns, population profiles, lifestyle changes, and so on.

• Local events

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Threats: Those external conditions which are harmful to the accomplishment of the objectives of the organization are considered to be as threats.

• What obstacles do you face? • What are your competitors doing? • Are quality standards or specifications for your

job, products or services changing? • Is changing technology threatening your

position? • Do you have bad debt or cash-flow problems? • Could any of your weaknesses seriously

threaten your business?

The consultant summaries the presentation before the CHVs engaged in identifying their SWOT by saying thatStrengths & Weaknesses are internal factors of the organization like high production capacity, lack of variety of products etc. On the other hand Opportunities & Threats are external factors for the organization like increase in demand of certain product due to change in the lifestyle of customers etc.

The participants worked on their SWOT and later learnt that the main advantage of conducting SWOT analysis is that it has little or no cost - anyone who understands their business can perform a SWOT analysis. The CHVs and CHCs realized that they can also use a SWOT analysis when they don't have much time to address complex situations. This means that any individual or a group of persons can take steps towards improving their business without the expense of an external consultant or Business advisers. Another advantage of a SWOT analysis is that it concentrates on the most important factors affecting any business. By Using a SWOT all the participants learn and were able to understand theirproposed business ideas better, address weaknesses, deter threats, capitalize on opportunities, and take advantage of your strengths.

3.2.2: TOWS Matrix Strategies

After keenly working on the SWOT Analysis, the Consultants introduced the Threats-Opportunities-Weaknesses-Strengths (TOWS Matrix). The threats, opportunities, strengths & weaknesses involved in a business venture, project or any other situation that needs a decision, are evaluated with the help of strategic planning tool of TOWS analysis. For the purpose of formulation of strategy, TOWS analysis is an important tool. Four kinds of strategies are developed by the managers with the help of matching tool of (Threats-Opportunities-Weaknesses-Strengths) TOWS matrix of marketing. On the basis of this analysis, all the participants easily developed successful strategies for their business ideasthey will farther use to help them see and analyze their competitors deeply.

3.3: The matching of Internal & External factors in the TOWS Matrix.

When the objectives are identified, then the TOWS are ascertained & listed. Following is the precisely definition of the TOWS.

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SWOT or TOWS analysis helps individuals or groups to get a better understanding of the strategic choices that they face. (Remember that "strategy" is the art of determining how you'll "win" in business and life.) It helps you as an individual or groups ask, and answer, the following questions: How do you:

• Make the most of your strengths? • Circumvent your weaknesses? • Capitalize on your opportunities? • Manage your threats?

The participants were informed that the Threats-Opportunities-Weaknesses-Strengths (TOWS Matrix) analysis can be much subjective in nature. It is very difficult that two person finds the same kind of results in the TOWS analysis even when they are provided with similar type of information about the business organization along with its environment. The TOWS matrix is regarded as a guide instead of any prescription. The validity of the analysis is enhanced when each factor is added & weighted under some criteria.

3.3.1: SO [StrengthsVs Opportunities] Strategies:

When the CHVs were working on their Strength and Opportunities, the consultant elaborated to them that It is the desire of every organization that it get benefit from its resources but the only way to accomplish that desire is to use the potential strength in the availing of the external opportunity. The opportunity for external resources is obtained from the internal strength of the business organization which is in the shape of assets. For example when an organization has sound financial position then it become strength of the business organization which is used to availed the external opportunity of expanding the business. This matching strategy of the strength of strong financial position with the external opportunity of expanding the business is referred to as SO strategy.

3.3.2: WO [Weaknesses Vs Opportunities] Strategies:

In matching combination of weaknesses of the business organization with the external opportunities is included in the WO strategies. The CHVs were informed that this is done when the organization try to overcome the internal weakness with the help of the external opportunity WO strategy become useful. For example, when an organization is facing severe financial crisis then it becomes a weakness which is matched with the external opportunity of merger with the multinational company.

3.3.3: ST [Strengths Vs Threats] Strategies:

The CHVs learnt that the external threats can be overcome with the help of effective ST Strategies. It is not necessary that the organization should always faces the external environment threats front to front basis.

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3.3.4: WT [Weaknesses Vs Threats] Strategies:

It is desire of every organization that it can overcome its weakness and reduce the threats. WT strategy is applied to remove the weaknesses which will overcome the external threats. It is hard to pursue WT strategy. For example when an organization holds weak distribution channels then it results in creation of many problems for the organization. All these external problems can be removed by making the distribution network of the organization strong enough.

3.4: Steps for Developing Strategies:

A Threats-Opportunities-Weaknesses-Strengths (TOWS Matrix) is constructed in the following eight steps.

TOWS Matrix

Ranking of external opportunities:

External Opportunities (O) 1. 2. 3. 4.

Ranking of external threats

External Threats (T) 1. 2. 3. 4

Ranking of internal strengths

Internal Strengths (S) 1. 2. 3. 4.

Matching of internal strengths with the external opportunities & specification of the results in the cell of SO strategies.

SO"Maxi-Maxi" Strategy

Strategies that use strengths to maximize opportunities.

Matching of internal strengths with the external threats & specification of the results in the cell of ST strategies

ST"Maxi-Mini" Strategy

Strategies that use strengths to minimize threats.

Ranking of internal weaknesses

Internal Weaknesses (W) 1. 2. 3.

Matching of the internal weaknesses with the external opportunities & specification of the results in the cell of WO strategies

WO"Mini-Maxi" Strategy

Matching of the internal weaknesses with the external threats & specification of the results in the cell of WT strategies

WT"Mini-Mini" Strategy

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4.

Strategies that minimize weaknesses by taking advantage of opportunities.

Strategies that minimize weaknesses and avoid threats.

Lastly all the units were able to develop business goals and strategies for achieving them by applying TOWS strategy.

DAY TWO

3.5: Introducing the concept of Business Canvas Model to CHVs and CHCs

The Consultant shared with the CHVs/CHCs the originality of Business Canvas Model. The tool is a global standard document used by millions of people in companies of all sizes. The CHVs/CHCs used the canvas to describe, design, challenge and pivot their business ideas. The Canvas helped the CHVs and CHCs to develop value propositions, strategic management and executions processes for their business ideas. The "Business Model Canvas" has 9 components (or building blocks). Each block defined a very specific part of a business.

3.5.1: The Business Canvas template used by CHVs and CHCs during the Boot Camp

Partners Key Activities Value Proposition

Customer Relationships

Customer Segments

Key resources Channels

Cost Structure Revenue Streams

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3.5.2: Guiding CHVs and CHCs to translate their Proposed Business ideas into the 9 blocks of Business Canvas Model

All groups were guided by the Key questions below to fill in their Business canvases. The questions helped the CHVs and CHCs to critically analyze their business ideas and identify practical issues they will use in operating their income generating activities.

No Building Blocks of Business model canvas

Key Questions CHVs/CHCs were answering in line with their business canvas

1 Key partners Who are your key partners/suppliers?

What are the motivations for the partnerships?

2 Key activities What key activities does your value proposition require?

What activities are important the most in distribution channels, customer relationships, revenue stream…?

3 Value Proposition What core value do you deliver to the customer?

Which customer needs are you satisfying?

4 Customer Relationship

What relationship that the target customer expects you to establish?

How can you integrate that into your business in terms of cost and format

5 Customer Segment Which classes are you creating values for?

Who is your most important customer?

6 Key Resource What key resources does your value proposition require?

What resources are important the most in distribution channels, customer relationships, revenue stream…?

7 Distribution Channel Through which channels that your customers want to be reached?

Which channels work best? How much do they cost? How can they be integrated into your and your customers’ routines?

8 Cost Structure

What are the most cost in your business?

Which key resources/ activities are most expensive

9 Revenue Stream

For what value are your customers willing to pay?

What and how do they recently pay? How would they prefer to pay?

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How much does every revenue stream contribute to the overall revenues?

3.6: Introducing Resource Mobilization within the Context of doing business.

Under this session, the consultant informed the CHVs and CHCs that anyone can start a business. But to start a business that succeeds and continues to flourish isn’t so easy. The consultant emphasized that going into business because that is everyone is going to is like “someone putting on swimming costumes and jumping into the pool with no skills of swimming just because he or she can see others swim”.

The CHVs and CHCs were taken through Key five resources needed to start a business that has staying power. To turn a start up venture into a successful business, they were encouraged to look for the following resources:- Emotional resource, Physical resource, Educational Resource, Human resources and then lastly financial resource.

The consultant took time and explained each and every resource into details thus allowing the CHVs and CHCs to identify the resources they already have, note down those which are missing in order to have a clear picture what they will continue looking for apart from just focusing on financial resource only.

3.6.1: Why the 5 Key resources are critical in starting up a business is explained here below:-

Resources Why is it necessary

Emotional Resources

Starting a business can be an extremely stressful endeavor for the CHVs and CHCs to undertake. To maintain their sanity as well as stay motivated, it is important they have a support team that can give them inspirations and guidance as needed. This team may be composed of friends and family as well as a mentor or professional group

Physical Resources

Whether a small home business or a retail operation with multiple locations, every organization [in this case business for generating income for CHVs/CHCs] must have the appropriate physical resources to survive. This includes a proper workspace, working telephone line, adequate information systems and effective marketing materials. This aspect of business planning can be one of the costliest. As such, it is important for CHVs/CHCs to realistically assess their needs before making any purchases.

Educational Resources

Perhaps the greatest thing an entrepreneur can do when establishing a new business is to gain as much education possible [Tailor made Skills orientation and Capacity Building]. By understanding her competition and gaining an in-depth knowledge of her industry, she will be better prepared to make smarter decisions regarding the direction of her firm. Educational resources can be

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found through professional trade associations that are geared toward her industry, her local chamber of commerce as well as the Small Business Administration.

Human Resources

The success of an organization is heavily reliant on the talent and strength of its employees. The hiring of experienced professionals with track records of excellence within their area of expertise ensures that the mission and goals of the company will be carried out efficiently and with competence. Strong team members can be recruited using a variety of methods. Staffing agencies and executive search firms specialize in placing talent of all levels within every industry. An alternative is to find employees through referrals from individuals whose judgment is trusted

Financial Resources

The most important element in starting a business is funding. Even the most basic home business incurs a multitude of startup costs, including registering a business name, obtaining a business telephone line and printing business cards. Financial resources can be obtained from a variety of sources, the easiest being from the personal accounts of the company’s founder. Alternatively, loans and lines of credit may be granted from financial institutions, friends and relatives, private investors and even the United States government. In addition, many grants are offered from private and public sources to entrepreneurs of all demographics and personal situations.

DAY THREE:

3.7: Understanding Finance institutions, their systems and how CHVs and CHCs can engage with them to Boost and improve their Income Generating Projects for sustainability

AMREF engaged experts from Banking and Micro finance instructions to share more accurate and realistic ideas with CHVs and CHCs on how to access and utilize services offered by Banking Sector. It emerged from the discussions that there are so many Banking and Microfinance institutions yet majority of poor Kenyans are not effectively use their services. Myths and misconceptions has for many years infiltrated fear in the heart and mind of the poor that Banking institutions are not good. From this background, experts from banking institutions engaged CHVs and CHCs with more robust discussion on Finance as resources required for starting and running any business. CHVs and CHCs were informed that although the prospect of securing funding can seem daunting at first, there are all sorts of different ways to finance their start-up idea once they know where to look. Granted, the multitude of schemes can be confusing, but most tend to fall into around six or seven main areas. The CHVs and CHCs were told that once theyunderstand which is best for them - be it an individual, a bank loan or government grant - they will be able to work on locking down the best deal, for example the top loan rate or best free grant.

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3.7.1: What do you need the cash for?

The CHVs and CHCs were told to Remember, although securing finance might seem like an easy fix, there are downsides to each and every kind of funding type. So, before they even get in touch with a lender, it’s important to really research how much they'll need and when they'll be able to pay it back. To mitigate as much risk as they can, make sure to ask themselves the following questions: Questions CHVs and CHCs need to Ask themselves

The reason Why these questions are necessary

Have We put in the research

To bag any type of funding, you'll need to prove there's a gap in the market for your product or service.

Can We pay for it without help?

Think about freelancing or continuing with a part-time job while the business gets off the ground.

Could we cut down on costs?

Spend some time doing research into cutting back costs. For example, think about whether you could hire instead of buy expensive equipment. Make sure you are realistic, though - don't underestimate how much money you'll need to start up a business.

How much do we need and when?

Following on from above, it's always best to assume a worst-case scenario – costs are usually higher and sales lower than you think. If you don't work it out correctly, you'll be in trouble. Borrow too much and you could end up paying interest on the extra – too little and you could end up having to shelve the project mid-way through.

Do we need short or long-term funding?

Short-term funds, such as an overdraft, are suitable for day-to-day needs. For longer-term projects, such as buying property or equipment, long-term funding – i.e. a loan - will be a more cost-effective solution.

What questions should you expect to answer?

Don't forget, starting your own business inevitably involves an element of risk, and increasing your debt through loans and overdrafts all adds to that risk. Expect to answer questions such as:

Why do you want the money?

What will you use the money for?

How much are you personally putting into the business?

How much do you need to borrow?

How and when do you plan to repay it?

Do you have any security?

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3.7.2: Types and Sources of Funding for Starting a Business plus their Pros and Cons Types and Sources of Funding Pros Cons

Self-funding: The simplest option is to start out small - by using your own savings, investments and assets.

You get all the profits and retain control of the business.

You don’t have any interest repayments or loan charges, unless you've decided to remortgage your home.

It shows your commitment to potential investors or lenders.

You might not have anything to fall back on if your business hits hard times.

If you decide to remortgage your home, it could be at risk if you don’t keep up repayments.

Friends and family: This is a cost-effective way to get finance. Decide between you whether the money is a simple loan, or if you give over part of your business in return. Then draw up a formal agreement to protect against any disagreements down the line.

Family and friends are more likely to support your idea.

The terms and conditions are usually better than those offered by a bank.

It could potentially put relationships to the text.

Grants: Depending on your background or business, you may be eligible for a grant. It is extremely unlikely that you will find a funding body to cover all the costs of your start-up, but every little helps.

The money does not have to be paid back.

You retain control of your business.

The application process can be a long, arduous process, taking up a lot of your time.

The money will usually only cover a small proportion of your costs.

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Bank loan Just like any other loan, you pay back a certain amount each month, with interest, for a set period of time.

A repayment schedule means you can forward-plan your finances.

You don’t give up equity in your business.

Banks can be reluctant to loan money to start-ups with no business track record. In fact, business lending by banks has dropped generally in recent years.

Interest rates can be hefty.

It's likely that you will have to stump up at least some of the money yourself.

Business angels and other investors

If you’re prepared to give up a share of your business, consider investment from business angels – private entrepreneurs who typically invest from £10,000 to £750,000. Remember, it's not just capital that you get from an arrangement like this. If you pick the right person or people, the advice and expertise you get can be invaluable.

Business angels are free to make investment decisions quickly.

No need for personal investment.

Make the most of your investor's sector knowledge and contacts.

No repayments or interest.

Business angels are invested in your business’ success and can help you explore new ideas.

Not suitable for investments below £10,000 or more than £750,000.

You give up a share of your business, as well as some of the control.

Less structural support is available from business angels than from an investing company.

You may have some pressure to make money from the business by selling it off.

3.7.3: Alternative finance for Businesses?

Alternative finance firms are modeled on many of the traditional forms of financing, but aim to avoid much of the bureaucracy by cutting out the middleman - usually banks - and putting investors in touch with credit-worthy businesses or individuals that need to borrow money. While the industry is doing a decent job of stepping in to facilitate business loans for firms struggling to get much-needed bank finance - in fact banks have been ordered to pass on loans

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they can't help with to alternative finance providers - it's worth bearing in mind that the industry is in its early days and as such there are some potential risks.

Invoice finance: Invoice finance is part of the short-term finance spectrum. New alternative finance platforms aim to make the process more transparent and straightforward.It fulfills a different service to many other finance products available by allowing businesses to access working capital while they are waiting to be paid. Cashflow can be a big hurdle for start-ups, and invoice financing can help to plug a gap temporarily.Smaller businesses usually pay a percentage of their expected invoice to a platform, but in return have access to tied-up capital.

Pros Cons

Invoice finance can help out businesses with holes in their monthly cash flow, which is a well-documented hurdle for many smaller businesses.

Firms are less likely to tie themselves into unmanageable debt with invoice finance because it's always linked to the businesses debtor book. Invoice finance can grow with a business as its proportional to how much finance you need.

Invoice finance enables a business to accept more orders, enabling growth. As a business uses invoice finance to access working capital it can continue to produce a larger product offering, and therefore can accept more orders.

Traditional invoice finance has earned itself a bad reputation in recent years, thanks to some companies locking businesses into long contracts with hidden fees, debentures and personal guarantees.

Lots of businesses are put off by the fact that factoring providers chase customer invoices on behalf of a client, removing customer relationships. However spot invoice finance - offered by the likes of Market Invoice and Platform Black - removes the need for long term contracts, enabling businesses to sell one invoice at a time.

Lend-to-save Online platforms cut out the middleman – i.e. the banks, to connect individuals, or businesses, with investors.While the credit-checking process is as, if not more, strict than a bank's, the lending criteria is slightly different. This means that start-ups have a better chance of being accepted for funding than they might with a bank, which usually asks for around three years-worth of trading experience.Funding Circle and Assets Capital are two platforms that specifically offer finance for businesses.

Pros Cons

It's speedy - a business can lock down funding within one to two weeks, as opposed to months with a bank.

Interest rates can be more competitive than those offered by the banks. But there is also the potential for interest rates to be higher, too. Lenders base

Repayment periods are often quite short – typically three to five years, which obviously pushes up the amount of the monthly repayment, putting pressure on cash flow.

The industry is relatively new, which could pose risk to borrowers. Boosted

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the rates they offer on their analysis of the borrower’s credit history – the higher the risk of default, the higher the rate.

Interest rates are fixed for the duration of the loan, so you don’t have to worry about future rates rises. And in most cases there are no penalties for early repayment.

Applicants with a slightly adverse credit history have a better chance of obtaining a loan. Firms are not relying on a bank’s risk-averse credit committee, who may rule them out just because of the sector they are in.

by the success of industry heavyweights like Funding Cycle and Zopa, new lending platforms are springing up online all the time. Inevitably, there will be casualties as the industry evolves and matures.

Crowd funding A growing number of people are prepared to donate, or invest, in start-ups via an online platform. Because people can give or lend from as little as £5, the industry is more accessible than traditional forms of angel investing.You will have to work hard to convince 'the crowd' that your project is worthy of their hard-earned cash. But if you do, this can be one of the most straight-forward ways of attracting investment.There are two crowd funding routes you can take; rewards-based, which means investors do not necessarily expect a monetary gain from your business - instead you might promise freebies or perks - and equity-base, similar to angel investing as you're selling off part of your company.

Pros of rewards-based crowd funding Cons of rewards-based crowd funding

Access to cheap money: Using rewards-based crowd funding, you're raising money for your project or business without selling off an equity stake or paying back a loan.

In many ways, this type of crowd funding takes all the risk out of the financing of building a new product. Instead of paying to create something fresh, crowd funding donors will pay you to create it - in return for a reward or incentive.

The pressure is on: once you've successfully raised money, you've got to get whatever you're producing to your investors.

You have to be prepared for a lot of interaction with potential investors - and there could be thousands of them.

The process is a lot of work with potentially little payoff: If you don't hit your investment target, you get nothing. And the competition for the crowd's money can be tough

Pros of equity crowd funding Cons to equity crowdfunding

There are very accomplished investors using these platforms whose contribution may add to the success of your business long term.

Potentially a good way to raise large

Transparency is vital, and not all entrepreneurs are comfortable posting their financials and business plans online.

You will have to relinquish some

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sums of money: platforms routinely raise £500,000 to more than £1million for companies.

control over your company - as well as profits.

Managing numerous investors in your company becomes a very time-consuming job. Some equity crowd funding platforms pool the funds they raise into a single investment, making one point of contact for reporting requirements.

Guaranteed loans Asset based peer-to-peer lenders are essentially online pawnbrokers. While they should be approached with caution, loans like these could be a good option for someone that needs a bit of short-term capital, but doesn't want to give up equity of their business. There's a big but. You have to have something of value to secure the capital. Commonly used items for loans include jewelry, watches, collectable toys, memorabilia, luxury cars, fine arts and antiques. Valuations are usually carried out by the lender. According to leading asset-based platform Funding Secure, while traditionally this form of finance has been used by high-net-worth individuals that are asset rich but cash poor, an increasing number of small business owners who have been unsuccessful in securing funds through traditional lenders such as high street banks are turning to the model.

Pros Cons

Asset based peer to peer lending is open to anyone wanting to borrow from £500 upwards and has a valuable asset to put up as security to borrow against.

In the event of non-repayment by the borrower, you stand to lose your asset. Proceeds from the sale are used to settle 'Savers' loan amount and interest accrued up to the default date after the platform has deducted its fees.

Easy access to capital comes at a cost - as well as high interest rates a business will also have to pay admin fees and the cost of shipping their asset, if applicable.

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DAY FOUR:

3.8: Keeping good records:

The CHVs were taken through basic record keeping that will help them manage their IGAs more effectively. They were informed that Keeping records are mandatory because it:- • helps to maximize all the expenses you claim and reduce your tax obligations • will help out, should you be investigated by HMRC • makes it quicker to prepare your accounts at year-end • gives you the information you need to run your business and help it grow • helps you plan for tax payments • helps identify the strengths and weaknesses in your business • helps manage changes and improvements in your business • will help you plan to meet financial commitments such paying creditors or employees • makes it easier to get a loan or sell your business • avoids over/under tax payments • helps identify if your business is liable for paying VAT to HMRC • makes it easier to distribute profits to shareholders as dividends or for partnerships where both profits and losses have to be shared.

The facilitators also informed the CHVs that business records can be maintained manually, computerized on a spreadsheet or kept online. Make sure the system you use is easy to operate, and complements your business. Alternatively keep hold of your receipts, bank statements and invoices and outsource the work.

Keeping business records can be daunting at first. The key is to break things down into a series of straightforward, manageable tasks. Then you can access and update them on a regular basis, rather than letting the paperwork pile up.

Every business must keep records for as long as required by the law. It is important to do so as HMRC may request to see past records if there is any issue regarding your tax. The minimum period for which you must keep records is six years for VAT or five years from the latest date for filing your tax return.

Make sure you keep all documents that contain details of payments, receipts, credit purchases and sales, assets and liabilities. If you’re not able to obtain a receipt for an expense make a note then record the details.

3.9: Marketing Strategy

The consultants informed the CHVs and CHCs that It takes a lot of time and effort to develop

and maintain a marketing campaign that resonates with your intended audience. As a strategic

thinker, however, the development of a marketing campaign takes even more consideration.

After all, we're always searching for ways to gain the oh-so important competitive edge.

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There are times, though, when we all hit the proverbial wall. If you find yourself in that

situation, then you may want to check out these fifteen marketing strategies that will definitely

spark your creative energy.

3.10: Marketing Strategies That Inspire Strategic Thinkers: The facilitators gave the CHVs some Marketing strategies with links for more online studies to help them acquire knowledge on how to improve their marketing strategies for their business ideas. The following examples were given as bench marks to help them diversify how they do marketing.

3.10.1: Partner with allies.

Marketing partnerships have a number of benefits to push a marketing campaign. For starters,

when you collaborate with someone else, you tend to deliver better content. On top of that,

marketing partnerships are cheaper to create, see success more quickly, and expose your brand

to a new audience.

3.10.2: Embrace user generated content.

You can achieve this by having customers share personal stories (Estee Lauder's

international breast cancer action campaign), exchange ideas (Salesforce's Idea Exchange), and

by giving them the tools to make an ad for you (Nissan's VersaVid campaign that was shared on

Instagram and Vine) or through humor (Doritos Roulette bags).

3.10.3: Collaborate with influencers.

Another way to gain a new audience and extend brand awareness is by collaborating with the

top influencers in your industry. Home improvement store Lowe's allowed "top designers and

mom bloggers to take over its Instagram account for a few days at a time." By allowing these

influencers to share inspirational content, Lowe's was able to tap into a new audience.

3.10.4: Help customers solve a problem.

As perfectly stated on HubSpot, "You're in business because you provide solutions." Some of

the ways you can help customers solve a problem is by: creating how-to-content; offering

exclusives that make their lives easier; listening/responding to them; or creating apps/tools.

You could also create a campaign like Orca Chevrolet did in Brazil. The company partnered with

a local tow company and rescued stranded drivers by arriving in the new Orca. Not only did

Chevy save the day, it also gave drivers a chance to test drive the car.

http://www.socialmediaexaminer.com/marketing-partnerships-with-andrew-davis/

http://bcacampaign.com/

https://success.salesforce.com/ideaSearch

http://www.brafton.com/blog/4-great-examples-user-generated-content-marketing

http://contentmarketinginstitute.com/2014/08/brand-marketer-lessons/


http://blog.hubspot.com/blog/tabid/6307/bid/32802/8-Ways-to-Solve-Prospects-Problems-Through-Your-Marketing.aspx

http://adsoftheworld.com/media/ambient/orca_chevrolet_rescue_drive

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3.10.5: Let customers interact.

No matter the product or service you're offering, your customers want to interact with your

company, or at least other customers. AMC, for example, created an online tool that allowed

you to Mad Man Yourself. American Express connects small-business owners to each other and

helpful resources through its OPEN Forum. In Kenya we have seen similar ventures like

Economic Forums unfortunately those who have been participating are only top most leaders.

3.10.6: Experiment with new channels and platforms.

Don't hesitate to try out new channels and platforms to promote your brand. As Clare

McDermott, editor of Chief Content Officer Magazine and owner of Solo Portfolio, points out on

the Content Marketing Institute, the Four Seasons introduced the Pin.Pack.Go program on

Pinterest. This was an industry-first campaign that allowed guests to co-curate a customer

travel itinerary through a Pinterest board.

3.10.7: Take a bite out of Apple.

Apple deserves special mention mainly because it's a brand that has created an entire

generation of lifelong advocates. How did they accomplish this? Remember when the iPod was

introduced? Apple's now-iconic strategy involved empathy, focus, and impute when they used

silhouettes of people enjoying the iPod. It may not have been the best MP3 player, but it

created brand recognition that helped dominate the market.

3.10.8: Have some fun.

Any company can continue to have its way with how they market their products or service.

Taco Bell and Old Spice are other examples of companies who are having fun with their

marketing campaigns. Even campaigns you wouldn't expect are getting in on the

action.Caterpillar launched its "Built for It"campaign by having five Cat construction machines

playing a giant game of Jenga.

3.10.9: Get employees involved.

Let employees be your biggest champions and brand advocates. That's what happened with

Caterpillar's Built for It campaign. The videos tapped into the allegiance of the brand, which

motivated them to share the videos with friends and family.

3.10.10: Be a little weird.

You don't always have to play it safe. Sometimes you want to think out of the box and get a

little weird. For example, to help launch the new radio station FM 96.3 in Glasgow, Scotland,

the station placed empty guitar racks throughout the city. The hook? Each rack had a sign that

http://www.amctv.com/shows/mad-men/mad-men-yourself

https://www.americanexpress.com/us/small-business/openforum/explore/


http://yfsmagazine.com/2014/12/24/5-iconic-marketing-campaigns-to-inspire-your-small-business-in-2015/

http://www.businessinsider.com/taco-bell-marketing-strategy-2014-3

http://www.business2community.com/marketing/old-spice-continues-dominate-viral-marketing-0770186

http://adage.com/article/btob/caterpillar-scores-viral-hit-large-scale-jenga-game/292723/

http://www.allbusiness.com/slideshow/10-wild-and-crazy-marketing-ideas-that-worked-15677076-1.html/10

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read: "Free Air Guitar. Take One." It was unique and matched the brand perfectly -- who hasn't

played a little air guitar when listening to the radio?

DAY FIVE

3.11: Team Building

WHY Team Building: Team Building is Important Because Your Success Startswith a Shared Vision and a Culture of Teamwork

The facilitator started the session by giving a definition of what TEAM BUILDING is. She said that Team building is part of a psychological discipline called organizational psychology. It inspires groups of workers to communicate through a series of planned events that are fun & motivational.

These events can be used to determine strong points in an individual’s personality, such as leadership skills. This can benefit the individual by giving them greater job satisfaction & the opportunity to progress to their full potential as their strengths are highlighted. This is a circle of reward, with positive feedback following positive action; a far more efficient way to have efficient workers.

Job satisfaction is an important part of a person's employment. Feeling worthwhile, worthy, part of a team & having a sense of achievement within the working environment are essential elements to happiness. These feelings can motivate a workforce & ensure they are at their most productive, & in turn, this attitude will motivate their colleagues. Working on the premise that happy staff are productive staff, companies often find that team-building events positively affect the productivity of individuals, teams & the company as a whole.

Team building also benefits the team as a whole. When people who rarely work together are forced to communicate, they can discover that they enjoy the interaction & continue to network & bond with different people back at the office. Those who previously may not have been getting along will have to forget their differences in order to overcome an obstacle & their dislike is be diminished as the work together for a common goal.

Most offices contain allegiances between certain groups of workmates & divisions are often clear between these groups. Team building helps break down these barriers by creating a forced interaction between the established groups & creates opportunities for networks & friendships to develop.

When working to create a solid and successful culture of teamwork in any organization, there is

a need to establish trust among team members. This begins with learning to communicate

effectively and appreciate teammate strengths…You may have heard of groups enjoying

superior success because of concerted team efforts, but have you ever experienced it?

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That sense of unity is one of the most powerful feelings you could enjoy, and is available to

those who inspire cohesiveness and a commitment to building teamwork through experiential

activities. While a facilitator by definition makes things easier, Team builders’ takes pride in

being an Instigator who uses his collection of interactive challenges as a catalyst to inspire

conversations. Motivational team training workshops that use experiential activities are

proven to be the single most effective way to increasing success and group effort, whether it is

for your classroom, your business or your athletes.

TEAM BUILDING ACTIVITIES are an effective way to reduce stress, improve attitudes and get

your group to learn how to work together toward team goals.Teambuilding is Important

for Developing Your People’s Trust and Accountability

TRUST: Trust is a positive assumption based on previous actions, and it is established when

team members allow themselves to become vulnerable and accept teammate ideas, remaining

committed to achieving the team’s identified goal instead of wasting energy protecting egos…

ACCOUNTABILITY: Accountability is claiming ownership and taking initiative to finish a project

or fix a problem. It is important that expectations are published and measured regularly. Team

members must recognize the need to connect, encourage, and have tough conversations that

include positive conflict to ensure all teammates understand the impact of their actions…

3.11.1:10 Reasons for Team Building

1. Improving communication 2. Making the workplace more enjoyable 3. Motivating a team 4. Getting to know each other 5. Getting everyone "onto the same page", including goal setting 6. Teaching the team self-regulation strategies 7. Helping participants to learn more about themselves (strengths & weaknesses) 8. Identifying and utilizing the strengths of team members 9. Improving team productivity 10. Practicing effective collaboration with team members

Team Building encourages the improvement of Interpersonal Skills such as: communication, negotiation, leadership, & motivation.

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3.11.2: Types of Team Building Exercises

Communication Exercises:Involve problem-solving activities that are geared towards improving communication skills. The issues that teams encounter

Problem Solving/Decision Making Exercises:Focus on groups working together to solve difficult problems or make complex decisions.

Planning/Adaptability Exercises:Focus on aspects of planning & adaptability to change. This is important for teams to be able to do when they are assigned complex tasks or decisions.

Trust Exercises:Involve engaging team members to induce trust & can vary in degrees of trust, depending on the comfort levels of participants.

4.0: Lessons Learnt

1. The consultants were able to note that all groups needed to generate a new;

Vision for the group

Mission for the group

Objective for the group

2. The groups are to be guided on revising their group constitutions to accommodate their activities on the income generating activities they created and should be able to have a valid constitution according to the standards of AMREF and the government of Kenya 3. The groups had common weaknesses where all groups had weak systems in which they operate. The groups have poor management systems and poor communication strategies which make them vulnerable to their individual activities they carry in the community. They don’t have relevant strategies to enable them organize themselves and be able to have fluent running of activities. 5.0: Conclusions and Recommendations

1. AMREF shouldfacilitate mentorship on guiding the groups to come up with realistic objectives, mission and vision of their individual groups.

2. AMREF shoulddesign action oriented followed up programs that will make sure that the CHV/CHC/CBO’s business ideas are implemented towards self reliance.

3. AMREF should strengthen the systems of CHV/CHC/CBO’s that are going to be registered to put them in a proper position of attracting collaboration and partnership.

4. AMREF should adopt the strategy of boot camps instead of theory workshop.

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APPENDICES:

Boot Camp Time Table DAY ONE TIME TOPICS RESPONSIBLE

Monday

Group 1:

6th March

2017

Group 2:

13th March

2017

8:00 -9:00 am Arrival and Registration AMREF : Ms, Faith Boit

9:00 – 9:30 am Climate setting Facilitator:

Mr. Michael Odongo

9:00 – 10:00 am Opening Remarks

Workshop Overview and objectives

AMREF : Ms, Faith Boit

10:00 – 10:30am Health Break [10 o’clock Tea]

10:30 – 11:00 am Participants sharing their groups

profiles and the proposed IGA’s ideas

CHVs /CHCs

11:00 am – 1:00 pm The participants diagnose their groups’

Strengths, Weakness, Opportunities

and Threats in line with their

proposed business ideas

Facilitator

Mr. Michael Odongo

1:00 pm – 2:00pm Health Break [Lunch]

2:00pm – 3:00pm Presentation on what the CHVs/CHCs

worked on and have been documented

Rapporteurs

Imelda and Ismael

3:00pm – 4:00pm Looking at Emerging issues from the

SWOT analysis and realigning them

Facilitator

Mr. Michael Odongo

4:00pm -4:30pm Health Break [ 4 o’clock Tea]

4:30pm – 5:00pm Closing for Day one AMREF: Ms, Faith Boit

DAY TWO TIME TOPICS RESPONSIBLE

Tuesday

Group1:

7th March

2017

Group2:

14th March

2017

8:00 – 9:00 am Reporting and Registration AMREF : Ms, Faith Boit

9:00 – 9:30 am Recap Rapporteurs

Imelda and Ismael

9:00 – 10:00 am Introducing the concept of Business

Canvas Model to CHVs and CHCs

Facilitator

Mr. Michael Odongo


10:30 – 1:00 pm Guiding CHVs and CHCs to translate

their Proposed Business ideas into the

9 blocks of Business Canvas Model

Facilitator

Mr. Michael Odongo


2:00pm – 3:00pm Presentation of documented Business

canvas model of each group

Rapporteurs

Imelda and Ismael

3:00pm – 4:00pm Addressing Emerging issues Mr. Michael Odongo


4:30pm -5:00pm Closing Day two AMREF: Ms, Faith Boit

DAY THREE TIME TOPICS RESPONSIBLE

Wednesday

Group 1:

8th March

2017

Group 2:

8:00 – 9:00 am Reporting and Registration AMREF: Ms, Faith Boit

9:00 – 9:30 am Recap Imelda and Ismael

9:00 – 10:00 am Introducing Resource Mobilization

within the Context of Doing business.

Facilitator

Mr. Michael Odongo


10:30 – 1:00 pm Understanding micro financing

systems and how to engage with them

Officer from Micro

Finance institution


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15th March

2017

2:00pm – 4:00pm Developing Standardize financial

Management Policy with CHVs/CHCs

groups for their IGAs.

Facilitator

Mr. Michael Odongo


4:30pm -5:00pm Closing Day three AMREF: Ms, Faith Boit

DAY FOUR TIME TOPICS RESPONSIBLE

Thursday

Group1:

9th March

2017

Group2:

16th March

2017

8:00 – 9:00 am Reporting and Registration


9:00 – 10:00 am Understanding record Keeping in all

the business cycle

Officer from Micro

Finance institution


10:30 – 1:00 pm Understanding laws governing

businesses in Kenya.

Facilitator

Mr. Michael Odongo


2:00pm – 4:00pm Marketing strategy Officer from Micro

Finance institution


4:30pm -5:00pm Closing Day four AMREF: Ms, Faith Boit

DAY FIVE TIME TOPICS RESPONSIBLE

Friday

Group1:

10th March

2017

Group 2:

17th March

2017

8:00 – 9:00 am Reporting and Registration AMREF: Ms, Faith Boit


9:30 – 10:30 am Team Building Office from County

Government


11:00 am – 12:00

noon

Sharing what the County Government

has in plan for Communities in Health

Sector

Officer from the County

Government

12:00 noon –

1:00pm

All participants sharing with AMREF

their draft IGs Business Ideas Action

plan

CHVs/CHCs,


2:00pm -3:00pm Groups develop Action plan based on

their draft IGAs documents

CHVs/CHCs, AMREF

and Facilitators

3:00 am – 4:00 pm AMREF closing Remarks and

Certificates provision ceremony

AMREF: Ms, Faith Boit

4:00pm – 4:30pm Health Break [ 4 o’clock Tea]

4:30 pm Departure

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Pre –Test and Post Test Questions

Participant Name:…………………………………………………………………………

Date……………………………………………

Questions Pre-Test Answer Post Test Answer

1.

What is SWOT

Analysis

2.

What is a business

Canvas Model

3.

Name Nine Blocks

of Business canvas

Model that every

Business idea MUST

Have in order to

succeed

4.

What is Resource

mobilization

5.

What do you know

about micro

financing

6.

What is Finance

Management and

why is it important?

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7.

List some Records

which any business

must Keep in order

to run smoothly

8.

List some of the Key

rules and

Regulations a person

or a group of persons

must observe when

starting a business

9.

What are some of

the Marketing

Strategy do you

know?

10. What would you like

to know from the

County government

in relation to CHVs

and CHCs

Amref boot camp activity report

Government & Nonprofit

Transcript of Amref boot camp activity report