maji na ufanisi...maji na ufanisi annual report & accounts 2013 1 message from the chairperson...

MAJ

I NA

UFA

NISI

ANNUAL REPORT AND ACCOUN

TS - 2013

Maji Na Ufanisi(Water and Development)

Maji na UfanisiAnnual Report & Accounts

2013ii

© Maji na Ufanisi (Water and Development)Annual Report & Accounts 2013

First Published in 2012 by:Maji na Ufanisi (Water and Development) Second Floor, Methodist Ministries CentreOloitokitok Road, LavingtonP.O. Box 58684, 00200 Nairobi, KenyaE-mail: [email protected]: +254 20 4947000 Fax: +254 20 4947300Cell Phone Numbers: +254 726 939309/737 939309Website: www.majinaufanisi.com

Produced with support from:The Embassy of Sweden

Publishing Consultant:Francis Barasa SindaniP.O. Box 7481, 00100Nairobi, KenyaCell: +254-724-231075 / 737-130400Email: [email protected]

Maji na UfanisiAnnual Report & Accounts 2013

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ACRONYMS iv

1MESSAGEFROMTHECHAIRPERSON 1

2MESSAGEFROMTHEEXECUTIVEDIRECTOR 2

3EXECUTIVESUMMARY 5

4WHOWEARE 8

5CORPORATEGOVERNANCE 11

6REVIEWOFTHEYEAR2013 14

7INSTITUTIONALCAPACITYSTRENGTHENING 24

8SUCCESSSTORIES 26

9LESSONSLEARNT 27

TABLEOFCONTENTS


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1 ACRONYMS

ANEW African Civil society Network on Water and Sanitation

CBO Community Based Organisation

CSO Civil Society Organisation

CSUDP Civil Society Urban Development Programme

DPA Danish People’s AID

EoS Embassy of Sweden

KEWASNET Kenyan Water and Sanitation Network

MnU Maji na Ufanisi

NGO Non-Governmental Organisation

WASH Water Sanitation and Hygiene

WATSAN Water and Sanitation

WES Water and Environment Sanitation


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MESSAGEFROMTHECHAIRPERSON

The year 2013 saw Maji na Ufanisi make tremendous progress in the quest to achieve its long-term vision of contributing to the realisation of “Water for All” in Kenya. The MnU Board of Directors has continued to play an oversight role in the highly focused pursuit of this goal.

Kenya’s operating environment has also been going through unprecedented changes including: the implementation of the current constitution which was promulgated in 2010; the emergence of highly challenging opportunities presented by the Kenya government’s vision 2030; relevant legislative decisions such as the Urban and Cities Act, 2011; and for MnU most promising of all the emerging county structures and devolved government structures. Taking into account these ongoing reforms, the Board intends to integrate the issues and transform them into emerging opportunities that the organisation can realise in improving the delivery of service in the water and sanitation sector both at County and National levels.

During the ended year, the MnU Board also underwent a transition phase in which the outgoing chairperson Ms. Jane Delorie handed over to Mr. Peter Maina as chair. Ms Delorie and Mr Elijah Agevi handed over at the 2013 Annual General Meeting held on 30th August 2013 to welcome the new Board members consisting of Ms. Mary Nginyo, Eng. Lawrence Mwangi, Mr. Wafula Nabutola, Ms. Theresa Wairimu, Ms. Mary Matu and myself as the directors. The Board takes this opportunity to thank Ms. Jane Delorie and her team for their tremendous

work and congratulate them for all their inputs and achievements. More so taking into account the reforms that MnU made during Ms Delorie’s three-year tenure, Maji na Ufanisi will be forever indebted to her and wish her all the best in her future endeavours.

In the year 2013 the Board led MnU to undertake key deliberations that were aimed at diversifying the organisation’s donor base through positive engagement with development partners and key stakeholders in the water and sanitation sector. A new Strategic Plan that would usher in a transitional phase to strengthen the growing unity of purpose among the organisation’s stakeholders was developed. Thus we were able to even more clearly define our approaches to urban and rural work while enabling MnU to maximise its strategic and comparative advantages gained previously in the fields of water supply, environmental sanitation and water resources management.

The transitional phase has enabled MnU to well position one of its strategic pillars, which aims at getting MnU to attain the status of a leader particularly in influencing policy, building knowledge and promoting best practices in the water sector at County and National levels. As part of that process, in 2013 the MnU Board held a series of meetings to formulate appropriate mechanisms and measures

that would help the organisation achieve this status. The result was that now Maji na Ufanisi could even more effectively deliver on its mission.

The rest of this report highlights Maji an Ufanisi’s efforts and achievements in 2013. All these would not have been possible without technical support and resources from each of our funding agencies, working partners at the County and National levels and peers in the professional exchange forums. We gratefully acknowledge your assistance and collaboration. The meaningful differences reported here as made by MnU in individual households, and in the systemic way that Kenya is advancing in its water and sanitation sector would not have been possible without help from all of you.

Mr. Peter Maina, Board Chairman

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A lot of progress was realized during Ms. Delore’s tenure and we would like to give her our uttermost gratitude for the good job done.

2The year 2013 has seen Maji na Ufanisi undergo numerous developmental engagements aimed at propelling the organisation to achieving the goals set in its Strategic Plan. Key among these developments was the handing over of the chairpersonship mantle from Ms. Jane Delorie who served as chairperson of the MnU Board for three years to Mr. Peter Maina.

A lot of progress was realised during Ms. Jane Delorie’s tenure and we would like to give her our utmost gratitude for the sterling leadership. Mr. Peter Maina who took over as the new Chairperson bringing on board vast experience from the private and NGO sectors. Prior to this position, Mr. Maina has been an outstanding member of the MnU board.

This transition phase came at a time when Maji na Ufanisi was in high gear of rolling out its programmes scheduled from the 2013-2014 period. Some of these programmes include enhancing Water, Sanitation and Hygiene (WASH) projects not only in Schools and Urban informal settlements in Nairobi County but also in other Counties such as Mombasa and Taita Taveta.

For instance in 2013 the organisation has concluded the construction of water and sanitation facilities in Bangladesh informal settlements, Mombasa which was funded by CAFOD and the rehabilitation of Water and Sanitation facilities in Kongowea Market, Mombasa County which was funded by the Embassy of Sweden (EoS). These infrastructural developments were coupled with Advocacy and Capacity building initiatives which targetted beneficiary communities where these vital facilities had been constructed.

As indicated above, all MnU projects are in line with the organization’s strategic objectives namely: Promote the uptake of appropriate models for pro-poor water and environmental sanitation solutions; Build a body of knowledge through action-research to document

approaches that enhance water development and management; Empower CBOs to compete favourably in water service provision for the poor and; Promote effective utilisation of resources in the sector and advocate for stronger accountability amongst the sector players.

These four strategic objectives clearly spell out the mandate Maji na Ufanisi has in promoting, reviewing and playing an advisory and oversight role in the transitional phase that the Civil Society Urban Development Programme –CSUDP is undergoing to attain its new status.

Prof. Edward Kairu, Executive Director

MESSAGEFROMTHEEXECUTIVEDIRECTOR


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The implementation of MnU’s own intervention strategies has also continued to contribute to the realisation of CSUDP’s vision ans mission. The aforesaid was evident in MnU projects and activities that continued to improve the wellbeing of the urban poor by promoting networking partnerships at community, civil society organisations (CSOs) and county government levels by engaging like-minded actors in implementing targeted interventions that address issues of water sanitation, land tenure, household economic empowerment and HIV/AIDS in both Mombasa and Nairobi counties.

MnU played a critical role of strengthening local and national mechanisms for CSOs popular influence on national and county legislative and policy regimes under CSUDP transition plan. MnU has also been a core participant in diverse CSUDP fora where it shared its experience in policy influencing to CSUDP’s Implementing Partners (IPs).

Through the above stated experiences MnU has emphasised the need to have the spirit of devolution inform the organisation’s strategic priorities.

This is because for MnU to be able to promote effective utilisation of resources in the sector and advocate for stronger accountability amongst the sector players, the organisation must embark on a rigorous process of engaging county governments with a clear goal of partnering with them to bring the much needed change at grass roots level.

It is worth noting persuant of the above commitment, that MnU has been able to demonstrate to the county governments of Mombasa and Nairobi (and indeed to all the other 45 counties), how to deliver on some of the devolved functions by availing scalable and resilient water and sanitation models.

Enha

nce

Strategize Engage

Review Execute

P

lan

Communities

PartnershipAccountability

Communication Infrastructure

Communities

PartnershipAccountability

Communication Infrastructure


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The above achievement not only earned MnU recognition as a key player in provision of the pro-poor solutions but also provided the opportunity to influence the process of policy formulation iunder the devolved government structure.

In order for Mnu to continue providing resilent WASH solutions the organisation has linked up with other development partners. Looking forward, such linkages with other developmental partners such as Aspire Group and DPA will enable the organisation complete some of its target programmes and opening of new projects in counties such as Nairobi, Mombasa, Kisumu and Taita Taveta.

In so doing, MnU will continue to rely on its pool of robust and highly professional staff.

Similarly MnU will also enhance its publicity and visibility. In 2013 this component of the Strategic plan saw MnU finalise its much needed communication strategy which places a lot of emphasis on Media and Publicity.

In conclusion, I would like to thank our development partners who have worked with and supported the continued efforts of MnU board and staff to accomplish all the projects that were set out to be accomplished in the year 2013. This co-operation has seen MnU get the much needed recognition and appreciation from the national government and a good number of county governments alike. It is our hope that such co-operation and support will continue in 2014 and beyond.

“We have the ability to provide clean water for every man, woman and child on the Earth. What has been lacking is the collective will to accomplish this. What are we waiting for? This is the commitment we need to make to the world, now.”

Jean-Michel Cousteau - Marine biologist, explorer, diplomat for the environment, educator and founder of Ocean Futures Society.


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EXECUTIVESUMMARY

The year 2013 saw Maji na Ufanisi (MnU) continue to exert her influence in the water and sanitation sector in Kenya by focusing on implementation of her programmes through her strategic objectives. This led to MnU attaining key milestones through implementation of her programme approaches which have continued to bring positive change to members of the society, in particular those from marginalized communities.

The 2013 annual report builds on the achievements made in the year 2012 which also included the role MnU played in facilitating the civil Society Urban Development Programme (CSUDP).

Based on the fact that Maji na Ufanisi has been hosting the CSUDP, it was important for the senior management and programme team to ensure the complimentary achievement of both CSUDP and MnU strategic objectives. MnU as the host organization has a responsibility of incubating CSUDP to become an independent legal entity able to carry on her mandate after the transition phase.

In 2013, and in support of the CSUDP transition thrust of “establishing a suitable framework for harnessing the benefits of synergies between non-state and state actors” MnU continued to play her management, advisory oversight roles for the secretariat.

The implementation of MnU’s own programmes has also continued to contribute to the realisation of the CSUDP programme. For instance the aforesaid was evident in MnU projects and activities that continued to improve wellbeing of the urban poor by promoting networking partnership at community, CSOs and county government levels by means of engaging like-minded actors in implementing targeted interventions that address issues

of water sanitation, land tenure, household economic empowerment and HIV/AIDS in both Mombasa and Nairobi counties.

In 2013 Maji na Ufanisi played a critical role of strengthening local and national mechanisms for CSOs popular influence on national and county legislative and policy regimes under CSUDP transition plan. MnU was a core participant in the diverse CSUDP fora where MnU shared her experience in policy influencing to Implementing Partners (IPs). Similarly, MnU was able to demonstrate to the County Governments of Mombasa and Nairobi how to deliver some of devolved functions by modelling water and sanitation facilities in Kongowea open market, Kawangware and Githurai Primary Schools, respectively.

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The above not only earned MnU recognition as a key player in provision of the pro-poor solutions but also provided the opportunity to influence the process of policy formulation in both Counties. The Governors and County Executives of Mombasa and Nairobi Counties have sought MnU support on various occasions during the reporting period in relation to School WASH and Communal Water and Sanitation issues. During consultative meeting between Mombasa Governor and MnU Senior Management team, the Governor requested MnU to take lead role in bringing aboard the other likeminded CSOs to contribute to the county development agenda. Accordingly, this will aavail MnU the opportunity to participate in influencing the sector policy formulation and enactment within the

enshrined within the Kenyan Constitution. These interventions will also enhance partnership building between MnU and the two counties, while at the same time providing a platform that will be used to reach other target counties of Kilifi, Kwale, Taita Taveta, Kisumu, Siaya, Kiambu and Tharaka Nithi where MnU plans to extend her operations under its current Strategic Plan.

At the end of 2013, Maji na Ufanisi are in the process of formalizing MoUs for future working relations with Nairobi, Mombasa and Kisumu Counties which will cover a spectrum of development areas. It should be noted that the organisation has a full operational office in Mombasa after being accorded free office space by Mombasa County Government which in itself is a great testament of how this county values MnU’s interventions.

In order to make all these inroads a success, MnU will recruit staff to fill in the existing staffing gaps and in line with her strategic plan. Accordingly, in quarter four of 2013 a reputable Human Resource Management consulting firm was hired to recruit programme and administrative staff. The process saw the competitive hiring of a Head of Programmes, Information and Communication

Maji na Ufanisi team pose for a group photo with Mombasa County Governor, H.E Ali Hassan Joho during a consultative meeting in his office.

county and will also act as a point of reference while replicating the same to other target counties in the coastal region of Kenya.

The expected impact from these interventions will be increased school enrollment, retention and improved performance within the target schools, improved personal hygiene and environmental sanitation in Kongowea open market, increased citizens’ participation in management of development projects and decision making at county level, sustainability of projects through the franchising concept (pay as you use) and more awareness among the citizens on their right to demand for service provision by the primary duty bearer as


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Officer, Monitoring and Evaluation Officer, two Project Officers, one Assistant Community Development Officer and an Administrative Assistant. Already, the new staff have highly contributed to the delivery of MnU’s strategic objectives.

In 2013, MnU remained focused on upscaling her best practices, key among them being the networking and capacity building of civil society water sector players through partnership and strengthening of KEWASNET.

MnU will play the important leadership and coordination roles that KEWASNET (the national water and sanitation network which brings together all the major civil society organizations that operate in Kenya) expects MnU to play especially in the Coast Region. In order to realize the goal of improved service deliver in the WASH sector nationally, KEWASNET has come up with 10 regions (see attached map) covering all the 47 counties. Subsequently, MnU has had discussions with KEWASNET whereby the network has expressed its desire to have MnU undertake the said leadership and coordination

functions in the Coast geographic Region, while also being KEWASNET’s Lead Agency for the School WASH (Water, Sanitation and Hygiene education) Technical Thematic Group. Similarly, MnU achieved key linkages with international developmental partners such as Aspire Group and Danish People’s AID (DPA) who embarked on the necessary modalities of entering into progammatic partnerships with MnU, tragetting marginalised communities in Nairobi, Mombasa and Taita Taveta County.

In 2013, there was also been an increased involvement in publicity and visibility campaigns where MnU continued showcasing her role as a national leader in the water, environment and sanitation sectors. These attendant campaigns included participation on open days, global events and exhibitions organized at the national level. For instance MnU participated in world day events such as World AIDS Day and UN International Day for Persons with Disabilities. Maji na Ufanisi used these events as a platform to address the many challenges that affect Kenyan citizens particularly those living below the poverty line. The said events also

provide MnU with an opportunity to model her interventions / programmes and success stories to the Kenyan public. Maji na Ufanisi also took the opportunity to partner with line-ministries at national level through advertising in the Ministry of Environment, Water and Natural Resources’ Activity Planner 2014, and also joining hands with other NGOs and Tharaka Nithi County Government in sponsoring the World Menstrual Day 2014, which was hosted by the Tharaka Nithi County Government. Part of these interventions can be attributed to the strong partnerships MnU has built with diverse County Governments across Kenya.

For instance the inroads that MnU is making in Nairobi, Mombasa and Taita Taveta will influence sector policy formulation and reformation through positive engagements with these County Governments and citizens within informal settlements located in the respective counties.

At the ends of 2013, MnU had already embarked on discussing with the Embassy of Sweden with a view to extending WES interventions in Mombasa and Kisumu Counties for the year 2014-2015.


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Maji na Ufanisi (MnU) is a swahili word which when transalated literally means ‘Water and Development.’ We are a National Non-Governmental Organisation (NGO) registered by the Kenya NGO Board and has sequally been in operation in Kenya since 1998. MnU was formed following the closure of Water Aid (UK) programmes in Kenya, in 1997.

For the last 14 years MnU has focused on provision of sustainable solutions to challenges of Water, Sanitation and Hygiene (WASH) in urban informal settlements and the marginalised rural areas of Kenya.

WHOWEARE

Pupils from Njathaini Primary School enjoy the flow of and benefits that come with clean water.

OUR APPROACH:

Maji na Ufanisi’s Philosophy and Approach is based on the knowledge that ultimately, real development is in people and their ability to take increasing control over the resources and decisions that directly affect their lives. This means that direct community participation is the most ideal way of underataking positive change to the society. With this in mind, MnU has developed the following strategic approaches:

• Implementation of Water and Environmental Sanitation projects at community level;

• Institutional Capacity Development for local CBOs in urban and rural contexts;

• Networking with youth groups, CBO’s, peer organisations and the government (Ministry of Water, Local Government);

• Participation in advocacy in water and sanitation at local level; and

• Hosting organisations for instance, CSUDP and ANEW.

VISION

Water for all

MISSION

To be a leader in the water and sanitation sector, influencing resilience, governance, knowledge management and promoting best practices in environmental sanitation particularly water service delivery and hygiene promotion in Kenya.


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society network (ANEW) as well as the KEY URBAN PLAYER NAMELY Civil Society Urban Development Programme (CSUDP) which saw MnU play the role of grant manager for the Embassy of Sweden funded programme that provides financial resources to other NGOs in Kenya.

The above mentioned experience has further strengthened MnU’s capacity to undertake implementation of water and sanitation projects in the two key counties of Kenya notably Nairobi and Mombasa where MnU has progressively focused on providing sustainable models for intervention options particularly those targeting the urban poor.

MnU seeks to position herself as a leader in offering WASH models which guarantee immediate value in return upon implementation.

The organisation has put in place mechanisms that will enable it place itself as a practical training and capacity building platform offering vital services to the growing numbers of CBOs in the WASH sector in the 47 counties of Kenya and beyond. This will be augmented with the partnership initiatives that MnU has already established with some of the county governments such as Nairobi, Mombasa, Kisumu Taita Taveta, and Tharaka Nithi.

STRATEGIC OBJECTIVES

The Strategic Objectives set here below outline what MnU intends to achieve for the period covered by MnU’s 2013-2015 Strategic Plan. The objectives are enshrined within each strategic pillar as follows:

OUR PILLARS

MnU recognises that water and sanitation demand is highly anticipated from the constitutionally created 47 new counties across Kenya. In order to contribute towards the realisation of this demand, MnU has developed three strategic pillars that will direct and focus the implementation of these vital facilities along community levels in targetted counties. They include:

• Water supply and sanitation modelling,

• Knowledge generation and

• Networking and capacity building of sector players.

The development of these pillars is premised on MnU’s remarkable growth and development since its inception in 1998. Over that period, the organisation has been transformed from a nascent NGO directly involved in the implementation of community water and sanitation projects to an NGO that nurtures CBOs and smaller NGOs on technical implementation of resilient WASH models.

Over the last six years, MnU has grown into a national organisation that has had the honour and privilege to host a Pan African WASH civil


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Maji na Ufanisi and some of her Development Partners pose for a group photo with Nairobi Governor, H.E. Dr. Evans Kidero after a consultative meeting that was aimed at improving WASH in public primary schools in Nairobi county.

AREAS OF OPERATION

Over the years, MnU has gained experience in supporting Community Based Organisations (CBOs) and local level NGOs to reach the neediest and most vulnerable groups in city slums, small towns and rural areas of Kenya. Maji na Ufanisi’s head office is located in Nairobi County. It also has an office located in Mombasa County where it oversees projects implementation in Coast Region.

In both Nairobi and Mombasa, MnU mainly undertakes WASH interventions in the informal settlements. They include; Kiambiu, Kibera, Kangemi, Waruku, Mukuru, City-Carton, Muthurwa and Matopeni, all in Nairobi County. In Mombasa County MnU has carried out activities in; Bangladesh informal settlement; Makupa Market and Kongowea Market.

In the past, MnU has also implemented WASH projects in marginalised rural communities in the following counties; Nakuru, Taita-Taveta, Marsabit, Makueni and Garrisa.

Pillar 1: Water Supply and Sanitation modelling

Strategic Objective

i) Promote the uptake of appropriate models for pro-poor water and sanitation solutions

Pillar 2: Knowledge Generation

Strategic Objective

ii) Build a body of knowledge through action-research to document approaches that enhance water development and management.

iii) Empower CBOs to compete favourably in water and sanitation service provision for the poor

Pillar 3: Networking and Capacity Building of Sector Players

Strategic Objective

iv) Promote effective utilisation of resources in the sector and advocate for stronger accountability amongst the sector players.


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5 CORPORATEGOVERNANCE

STAFF

MnU is driven by a highly competent, skilled and committed staff who represent the following professional fields: WASH technologies, Finance, Communication, Environment, Community Development, Monitoring and Evaluation/Knowledge Management and Information Science.

MNU MEMBERS

The highest governance organ for Maji na Ufanisi is its Membership which comprises of eminent professionals with diverse backgrounds, all of which compliment MnU’s core business. The leadership structure below the Membership comprises of an Oversight Board and Senior Management. The oversight board and the Senior Management are responsible for ensuring that MnU attains its vision and mission. The organisation implements its programmes through strategic plans that are developed periodically.

NETWORKS AND DEVELOPMENT PARTNERS

In order to achieve its goals and objectives, MnU has partnered with other stakeholders to develop supportive networks.

MnU prides herself as a networking organisation, having successfully co-ordinated many of the sector coalitions of actors to make meaningful contributions in the WASH field ranging from policy influence to various capacity building ventures.

The Board and Senior Management are responsible for ensuring that MnU attains its vision and mission


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ORGANIZATIONSTRUCTURE

MnUMembership

MnUBoard

Management

CommunitiesPeerPartnersCSUDP

MnUStaff


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CURRENT AND RECENT DEVELOPMENT PARTNERS

Embassy of Sweden

Aspire & Actis (Garden City – Nairobi)

CAFOD

Danish People’s AID (DPA)

Denver University of the USA

Christian Aid

Rotary Club of Denver, South East, USA

Mc Gill University, Canada

Hungarian Maltese Charity Service

Hungarian Embassy, Nairobi

UN – Habitat

Rotary Club of Nairobi

PEER PARTNERS

Kenya Water and Sanitation Network (KEWASNET)

African Medical and Research Foundation (AMREF)

Practical Action

Carolina for Kibera

K Rep Development Agency

Pamoja Trust

Kenya Water for Health Organization (KWAHO)

National Cooperative Housing Union (NACHU)

Kenya Land Alliance (KLA)

Riruta Environmental Group (REG)

WASH United

Economic and Social Rights Centre (Hakijamii)

CORPORATE PARTNERS

Garden City

East Africa Breweries Limited (EABL) Foundation

APA Insurance Ltd

Coca Cola Foundation

GOVERNMENT AGENCIES AND DEPARTMENTSa. National Government

Ministry of Environment, Water and Natural Resources,

Ministry of Health,

Ministry of Land, Housing and Urban Development,

National Environment Management Authority (NEMA),

Water Resources Management Authority (WRMA)

Athi Water Services Board (AWSB),

Coast Water Services Board (CWSB),

b. County Governments

Nairobi City County Government

Mombasa County Government

Taita Taveta County Government


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66.1 WASH MODELLING

The year 2013 saw Maji na Ufanisi focus its efforts of its flagship strategic objective on improving the coverage of water and sanitation facilities in urban communities and public primary schools. The interventions in Nairobi and Mombasa Counties have enabled interested stakeholders including County governments and potential development partners to express their willingness and contribution in MnU efforts.

On the other hand, the beneficiary communities and schools have enjoyed the products of MnU interventions which includes; clean, adequate and affordable water; clean environment; modern toilets complete with bathing facilities. These interventions in schools will go a long way in ensuring increased enrolments and retention capacities as well as reduction in water borne diseases.

6.1.1 Our work with communities in informal settlements

Since her inception, Maji na Ufanisi has pioneered the substantial supply of basic water

for improved service delivery at grassroots levels for poor communities. MnU draws confidence from the technological water, sanitation and hygiene options that have been highly developed by MnU over the years and are now a popular choice for pro-poor solutions amongst various stakeholders.

Since Kenya’s Constitution puts a great emphasis on protection of human rights across social economic and political arenas, MnU programmes have directly

A view of the WATSAN facilities in Kongowea market, Mombasa before rehabilitation by MnU.

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contributed towards progress of achieving the fundamental human rights among Kenyan communities. This empowerment has enabled communities to take increasing control over the resources and decisions that directly affect their lives.

In 2013 MnU continued to increase her coverage in the provision of clean water, environment and sanitation services in the informal settlements of Nairobi and Mombasa counties. The organisation managed to impact communities in these settlements by empowering them to advocate for better services from their respective duty bearers and provide capacity to effectively handle WATSAN issues.

Kongowea Market is the largest wholesale market in East and Central Africa. The Mombasa county government estimates that approximately 12,000 people use the market facilities daily. The county also estimates approximately 3,500 to 4,000 people utilize the sanitation facilities on daily basis.

In April 2013 when the County Government took over operations of the market, the sanitation

A view of the WATSAN facilities in Kongowea market, Mombasa after rehabilitation.

Maji na Ufanisi team viewing the rehabilitated WATSAN facilities in Kongowea market, Mombasa.


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facilities were found to be in a dilapidated state due to mismanagement by the former Mombasa City Council. The facilities posed a serious health risk to the market vendors and buyers and the surrounding settlements. The market risked being shut down following a notice by the County Public Health Department.

Maji na Ufansi was easily identified by the Mombasa County Governor as a reliable partner NGO to not only spearhead the rehabilitation of the facilities but also to embark on a WASH campaign to sensitize the community on the significance of good WASH practices at community level which would avert health risks in the near future.

One of the main reasons MnU was identified by the Mombasa County Government was due to the fact that MnU had successfully implemented other WATSAN facilities in the county particularly in Makupa Market and Bangladesh informal settlement. These projects implemented by MnU were remarkably unique primarily because they advocated for citizens participation and additionally because MnU’s approach and WASH entrepreneur model had proven acceptable to many communities and

A “Special pupil“ at Njathaini Primary School is taken through the motions of proper hand-washing.

A section of the rehabilitated WATSAN facilities in Makupa market, Mombasa.


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Subsequently, during a consultative meeting with the Nairobi Governor, the MnU CEO made a presentation on the organisation’s intervention strategy of improving health, water and sanitation conditions in public primary schools.

The presentation which focused on the impact of water and sanitation in improving the learning environment in public primary schools in Nairobi City County drew significant interest from the Governor who requested MnU CEO to bring aboard other like-minded stakeholders to support the county government in improvement of the sanitation facilities in at least 20 primary schools.

During the meeting, MnU was tasked to form a consortium of NGOs, CSOs and corporates to develop a multi-year Schools WASH programme which would address the sector challenges within the county. These engagements drew the interest of Kisumu and Kiambu County Governments who were keen to partner with Maji na Ufansi in improving the situation of WASH in their respective counties.

Commencing on these deliberations MnU identified Githurai Primary Schools as the first

line departments within county and national governments.

MnU intends to use this opportunity to build networking partnerships in the WASH sector not only in Mombasa County but also across the entire Coast Region. It was envisioned that this opportunity would pave way for MnU to not only expand her operations within Mombasa and the larger Coast Region but also to offer opportunity for other CSOs, Citizens and other Non-State Actors to participate and influence devolution process by partnering with MnU.

The implementation of these WATSAN facilities in Mombasa was part of the wider initiative MnU has been implementing in her quest to contribute and influence the devolution process by engaging the county governments to build partnership in support of devolution process within their areas of jurisdiction.

6.1.2 Our work in Public Primary Schools

The Maji na Ufansi School Water Sanitation and Hygiene (WASH) programme runs mainly in urban public primary schools. The programme’s objective is to construct or rehabilitate water and sanitation facilities in targeted schools.

Thereafter, MnU undertakes the sensitization of improving basic water, sanitation and hygiene practices to pupils and teachers in these public primary schools. MnU’s work in schools is informed by the well established fact that children’s ability to learn is affected by inadequate water, sanitation and hygiene conditions. It has been noted that schools with poor water, sanitation and hygiene conditions, and intense levels of person-to-person contact, are high-risk environments for children and staff.

In Nairobi County, MnU continued to play a leading role in supporting devolution under the water and sanitation sectors.

Based on the call by the Nairobi Governor to deliberate and find solutions to the root causes of poor performance of pupils from public primary schools in the national examination, MnU embarked on a campaign to upscale her WASH projects in public primary schools in Nairobi. This was also based on the fact that for the previous 3 years, MnU had been working closely with the Education Department in Nairobi County, mainly in the rehabilitation of water and sanitation services in 9 public primary schools.


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school among the 20 public primary schools within Nairobi County to undergo technical and social assessment in the area of water and sanitation. MnU established that the sanitation facilities were in a dilapidated state and based on the population of the school, the facilities were deemed to be inadequate.

In this regard MnU rehabilitated the existing facilities and went further to construct two additional facilities. It is envisioned that the improved water, sanitation and hygiene facilities will generate considerable benefits in terms of improved child-health, attendance, retention, performance, and transition of all pupils, particularly the girl child. The congestion that was witnessed before the rehabilitation of the facilities became an issue of the past as the ratio of toilet to pupils has significantly reduced from 1: 120 for girls to 1: 67 and boys from 1: 140 to 1: 60.

With regards to sensitization of the importance of basic water and sanitation hygiene practices, MnU considerably improved personal hygiene of thousands of pupils not only in Githurai Primary School but in four other public primary schools within Nairobi County. This included Kariobangi North - 1200, Njathaini - 1400, Nembu - 1012, Githurai - 2153 and Kawangware - 1400.

Githurai Primary School sanitation facilities before and after MnU’s rehabilitation interventions.

Similarly, 860 pupils of Bangladesh Primary School which is the only public primary school in Bangladesh informal settlement, Mombasa County were trained on Child Health And Sanitation Transformation (CHAST). The hygienic behaviors of pupils in this school has greatly improved due to sustained personal hygiene education.

The lessons learnt have informed the intended replication of the models in other counties such as Mombasa, Kisumu and Taita Taveta counties.

6.2 ENVIRONMENT

The Environmental Management and Coordination Act (EMCA) of 1999 provides a comprehensive legislative framework for the management of the environment in the country.

As a component of EMCA 1999, MnU has continued to play a key role in enhancing environmental education and awareness on the right to clean environment and the duty to safeguard and enhance the same particularly in informal settlements where the challenges and negative impacts of environment and climate change are currently being felt.

One of the major concerns in these informal settlements is the low level of awareness on the linkages between good personal hygiene, clean environmental and health. The low awareness has led to poor solid waste management practices that have continued to subject informal settlement dwellers to a downward spiral of solid waste related diseases/illness, low productivity and poverty. Besides poor solid


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waste management practices, many of these communities have not undertaken measures to contain the adverse effects of climate change. These include construction or rehabilitation of storm drains which would curb frequent flooding and adapting new methods of rain water harvesting to cushion the communities from erratic dry spells.

In Nairobi and Mombasa counties, Maji na Ufanisi has held community clean-up exercises to promote community action on appropriate solid waste management practices, as the key to long-term community health promotion. The clean-up exercises were planned and implemented in close consultation and co-ordination with informal settlements’ tenants, structure owners, youth groups, the County Commissioners’ offices and Members of County Assembly both in Nairobi and Mombasa Counties.

Over 1,500 community members in both Counties directly participated in these clean-ups that raised the level of awareness on appropriate solid waste management practices amongst informal settlement dwellers.

Through these exercises residents from those specifically targeted informal settlements are

now conscious of the need to live in cleaner environments, hence becoming goodwill ambassadors and trainers to the rest of the communities in their respective neighbourhoods. For instance, the consistent engagement in communal clean-ups has led to a good number of the youth to join the Taka ni Pato (trash is cash) initiatives which was facilitated by MnU.

6.3 NETWORKING, ADVOCACY AND CAPACITY BUILDING

6.3.1 Networking and Advocacy

MnU prides itself as a networking organisation, having successfully co-ordinated many of the

sector coalitions of actors to make meaningful contributions in the WASH field, ranging from policy influencing to various capacity building ventures.

Over the years, MnU has underscored the contextual understanding and significance of improving the WASH sector in Kenya. This has been done through engaging targeted communities, stakeholders, national and county governments to form coalitions which act as platforms for progressive influence and opinion shaping in the water/sanitation sector.

A consultative meeting between Maji na Ufanisi management and Mombasa Governor, H.E Ali Hassan Joho in progress.


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Through these initiatives, MnU has successfully made strides that have contributed to supporting the devolution process at both national and county levels with regards to WASH. This has been exhibited by the series of consultative meetings the organisation has been holding with its development partners and county governments. In particular were the two separate consultative meetings the Maji na Ufanisi team held with the Nairobi and Mombasa county governments.

MnU project implementation strategy is alive to the fact that for effective service delivery by the national and county governments, the devolution process must be nurtured and embraced by all the

Members of Uvumilivu Development Trust with Maji na Ufanisi staff in a WATSAN facility project identification exercise in Giriamani, Bangladesh Mombasa.

rights, duties and responsibilities especially when dealing with WASH related challenges. MnU also recognises the fact that capacity building enhances buy-in, smooth implementation and management as well as sustainability components of WASH projects implemented by MnU. In this regard MnU has been providing professional and technical expertise in training and building capacities of communities and other stakeholders in the WASH sector both in Nairobi County and Mombasa County.

These consultative meetings and trainings have been useful to both citizens and the county government as it paves the way for continuous engagements in discussing, developing and implementation of water sector plans, strategies and policies.

In the year 2013, Maji na Ufanisi facilitated the establishment of thee Community Based Organizations in Mombasa County, namely; Uvumilivu Development Group (UDG), Makupa Market Traders Society (MMTS) and Hands of Mercy Africa (HAMA). Uvumilivu Development Group is located in Bangladesh informal settlement, while the other two (Hands of Mercy Africa and Makupa Market Traders Society) are located in Kongowea and Makupa Markets, respectively.

stakeholders. The critical role of CSOs and citizens’ participation would not materialise without planned and timed engagements with both the county and national governments.

These initiatives have been significantly enhanced MnU-led WASH, advocacy and policy improvements at local, county and national level especially on behalf of vulnerable communities.

6.4 CAPACITY BUILDING

MnU sees capacity building as an ongoing and dynamic process which enables target groups especially communities, CBOs, and other stakeholders to acquire knowledge of their


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In 2013, these CBOs underwent various trainings facilitated by MnU including; Community Leadership Training, Elementary Bookkeeping, Operation and Maintenance Training, Climate Change Adaptation and Solid Waste Management. Also included in this category is the Participatory Hygiene And Sanitation Transformation (PHAST) training which is an effective approach for promoting hygiene, sanitation and management of water and sanitation facilities.

6.4.1 Local Leaders’ Development Forum

In today’s community development environment, the relationship between “right holders” and “duty bearers”, coupled with the ability to provide effective leadership, is critical for maximising community WASH interventions. To strengthen this relationship and equip leadership at the community level, MnU held the Local Leaders Development Forum (LLDF) which provided an opportunity for in-depth discussion of critical, and sometimes sensitive issues relating to delivery of right to water and sanitation in urban informal settlements.

In 2013, The LLDF meeting involved 35 chairpersons of community based organisations which are MnU grassroots partners in Nairobi and Mombasa Counties. The aim of the meeting was;

Chairpersons of various CBOs, which are MnU grassroot partners undergo WASH data collection training that was held in Lutheran Plaza, Nairobi.

• To promote interaction and exchange of ideas

• To provide a reflective forum for sharing challenges, successes, review and plan for the future

• Enabling chairpersons to know each other for better networking

6.5 CROSS-CUTTING ISSUES

6.5.1 Publicity, Information and Communication

In 2013, Maji na Ufanisi undertook a series of funded operations with the clear goal of improving the quality of life of the disadvantaged through participatory innovative pro-poor water and environment sanitation solutions.


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In 2013 for instance, Maji na Ufanisi engaged in publicity campaigns that targeted the World AIDS Day and UN International Day for Persons with Disabilities. The purpose of these campaigns was to use the celebrations as an awareness campaign tools and also showcase Maji na Ufanisi’s intervention/ programmes and success stories to the public in order to retain her position as a leader in the sector.

Participation in the organisation of World Aids Day

On 1st December 2013 during the commemoration of the World AIDS Day, MnU organised a five-team football tournament to raise awareness about HIV/AIDS among the youths in Nairobi County’s informal settlements and demonstrate international solidarity in HIV/AIDS prevention. The theme was “Getting to zero: Zero new HIV infections. Zero discrimination. Zero AIDS-related deaths.” Over 400 slum dwellers were reached through this intervention.

Participation in UN International Day for Persons with Disabilities

Likewise, on 3rd December 2013 MnU invited the media to cover the UN International Day for

The football tournament which was held during the World AIDs day brought together five teams from various informal settlements in Nairobi County.

Pupils from Kawangware Primary School, undergoing HIV/AIDS training which was sponsored by Maji na Ufanisi.


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Persons with Disabilities celebrations it held in Kibera. MnU facilitated the event through one of the locally-based organisations for persons with disabilities, the Kibera Disabled Group, a CBO located in the Kibera informal settlement. These interventions are geared towards seeking support from relevant stakeholders and development partners in providing vital resources that can be utilized in designing strategies that not only improve the livelihoods of persons with disabilities but enable them participate in the economic growth and development of their communities counties and nation at large.

6.5.2 HIV & AIDS Training in Public Primary Schools

In 2013, HIV/AIDS training was carried out in 4 schools: M.M Chandaria, Njathaini, Githurai and Kawangware primary schools. The total number reached was 200 pupils; 100 boys and 100 girls. A representation of 50 pupils from each school was taken through the HIV/AIDs training. The selected pupils acted as peer educators with a view to reaching the rest of the schools’ populations.

Maji na Ufanisi conducted a training on the production of fireless cookers as a climate change adaptation mechanism. The training was held in Kenya Methodist Ministry centre and targeted various CBO partners.

6.5.3 Climate Proofing and Gender Mainstreaming

In the urban informal settlements, there is a direct relationship between gender equality and climate change. On the one hand, women are disproportionately vulnerable to the effects of climate change, which could, in turn, exacerbate existing gender disparities. On the other hand, women have unique knowledge and skills that can help make the response to climate change more effective and sustainable. It is therefore essential that climate initiatives at all levels pay particular attention to the inter-linkages between

12Partners

gender and climate change and that women are engaged at all levels of the decision-making process.

For these reasons, in 2013, MnU held a gender and climate change awareness workshop to promote gender equity in WASH which was attended by 47 women and 49 men. MnU envisages a situation where climate change adaptation is mainstreamed in WASH by the respective WATSAN facilities management committees.


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67 INSTITUTIONALCAPACITYSTRENGTHENING

The year 2013 marked a major leap towards attainment of MnU’s strategic objectives as articulated in its strategic plan. The organisation continued to strengthen its institutional capacity in order to deliver its vision and mandate in water and sanitation sectors. MnU also endeavored to meet the expectations of her internal and external customers. The organisation had core responsibility of providing leadership and ensuring CSUDP II organizational development during this transition period. It also needed to strengthen its internal capacity to meet MnU’s strategic objectives. Accordingly, it was important to reorganize MnU’s governance and programme delivery structures.

Under the current funding facility and agreement between MnU and EoS, there are two core components. These are; firstly hosting support to CSUDP; which gives MnU overall responsibility of supervising the secretariat’s performance. Accordingly MnU serves as the legal entity and link between CSUDP and EoS underscoring its fiduciary responsibility over CSUDP. Secondly is the suport the EoS gives MnU towards operationalising its strategic plan.

In respect to the above, MnU management and oversight board has had the responsibility of ensuring CSUDP transition objectives are actualised within the set time frame (April 2013- Sept 2014).

The transition period is meant to nurture CSUDP II to become an independent legal entity while at the same time ensuring the programme fulfills its mandate of supporting Implementing Partners (IPs) and Local Urban Forum (LUFs) to deliver the set conditions and terms under the grant agreement documents. As such, MnU’s CEO and Finance and Administration Manager have been core participants in most of the decision made

by the CSUDP secretariat. In 2013, MnU continued to provide both technical and managerial support to CSUDP in the area of finance and organisational development. Importantly, MnU successfully negotiated for the transition funding for a period of 18 months on behalf of CSUDP.

In the period under review, the organisation’s oversight board and senior management have continued to play their stipulated mandate in running the affairs of the CSUDP secretariat. Throughout 2013, MnU oversight board ensured timely and appropriate reporting as well as audits of the host organisation and the programme as envisaged in the grant agreement with the Embassy of Sweden.


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The year 2013 witnessed improved governance within the host organisation during which time MnU held its Annual General Meeting (AGM) where its new board officials were elected. The hand-over and transition sessions were very smooth. This led to continued effectiveness in the organisation’s operations. Since then, the Board has been holding quarterly meetings to deliberate on how to deliver on MnU’s vision as well as fulfilling the organisation’s mandate. Among the mandates implemented

ESTABLISHED LINKS

During 2013, MnU was able to establish links with potential partners for possible future working relationship within the water, sanitation and livelihoods sectors. Among the potential partners are Actis/Aspire group which is developing Garden City complex situated along Thika Super Highway and Danish Peoples Aid. Aspire funded MnU in January 2014 to undertake a baseline survey for establishing water and sanitation interventions in regards to livelihoods, health, security and education challenges affecting slums dwellers in public schools and informal settlements within 12 km radius from Garden City. Subsiquently, Aspire asked MnU to submit a full proposal for consideration of possible funding. The proposal was submitted and modalities on funding the listed number of project were being discussed by the end of 2013.

The Director of Danish People Aid sent a formal communication expressing his organization’s desire to partner with MnU in establishing WASH advocacy programmes within target counties in the Kenya. Discussions on the same were going on by December 2013.

was the organisation’s statutory obligation of filling annual returns to the NGO Board and engagement of audit firms to audit the organisation’s Books of Account and the programme’s work. At the same time, through the board support, MnU was offered office space by the county government of Mombasa. Thereafter MnU appointed/seconded three staff members to oversee the organisation’s operations in the county and coast region in general.

Maji na Ufanisi (MnU) Treasurer, Ms. Theresa Njoroge handing over the signed partnership agreement document to Mr. Mads Jorgensen, Head of International Department, Danish People’s Aid (DPA). Looking on is MnU Board Member Mr. Wafula Nabutola (left), Ms. Astrid Coyne-Jensen from DPA (second right) and MnU Executive Director Prof. Edward Kairu (far right).


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8MnU works with over 30 CBOs that form the large base of the organisation’s implementing partners. MnU strengthens these CBOs through capacity building that are meant to make them independent and to offer them real opportunities for expanstion.

Such training sessions ensure that the projects which are implemented by MnU adopt a business model which creates a framework that treats the WATSAN facilities like a business, creating incentives towards success at every level. CBOs such as Kaptagat Usafi Group in Kangemi have very successfully used this model as a way of improving the livelihoods of their members. The community manages the facilities using the pay-per-use system. They charged Ksh. 2 per adult for use of the toilets, Ksh. 4 per adult for use of the bathroom and Ksh. 3 for 20 litres of fresh water.

As a result, Kaptagat CBO has been able to collect enough revenue to employ staff to operate and maintain the toilet facilities, pay Nairobi Water Company attendant service charges and operate a savings and credit scheme. These investments have transformed the Kaptagat community to a

point where they now feel more secure about their future with less fear of being trapped in the poverty cycle.

In 2011, Kaptagat group members agreed to fulfill their vision, by ensuring each of the members own a piece of land. On a more positive note is the fact that the group has so

SUCCESSSTORIES

Maji na Ufanisi CEO, Prof. Edward Kairu (Centre) poses for a photo with members of Kaptagat Usafi Group just before visiting the site where the group purchased land in Mai Mahiu, Naivasha.

far been able to acquire 10 acres of land in the outskirts of Naivasha, where they intend to build offices and relocate thereafter. In February 2013, after application of title deeds, each member of the group managed to secure a title deed for their individual percel of land.


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9 LESSONSLEARNT

The key lessons that Maji na Ufanisi learnt in 2013 as a result of implementing WASH programmes are as follows:

NETWORKING AND PARTNERSHIPS AT COUNTY LEVEL

Working in partnership with development partners, the national and county governments, and other key stakeholders such as peer organisations is vital for the success of WASH programmes.

CAPACITY BUILDING

Sanitation and hygiene facilities can be improved with the help of local leaders if their capacity is strengthened and their roles clearly stated and streamlined. Local community leaders should be made to work extensively in both socio-economic and political spheres of the community.

GOVERNANCE IN CBOS

Loss of skills and knowledge through the democratic process of electing new facility management committee members is inevitable. There is always a capacity gap in the incoming teams especially where MnU lacks or has limited resources to carry out trainings for the new teams.

SPACE AND INFRASTRUCTURE

Inadequate space to implement WASH projects at community level has always posed a challenge to the success of MnU’s programmes. Given the high demand of land, particularly in urban slums, the process of project implementation is slowed down as a result of stiff competition from other interested parties or conflicts-driven issues due to the limited available space in the slums.

COMMUNITY INVOLVEMENT:

Community ownership through participation in the implementation process is significant, hence MnU faces the constant challenge of addressing this important issue at Community level, County level and National levels.

COMMUNICATION:

Appropriate communication to the community members is equally important for the success of MnU’s Programmes. MnU addresses this issue by developing appropriate communication material and use of effective communication channels that suit the targeted communities.

FUNDING

Funding from development partners plays the major role of the implementation and sustainability of all Maji na Ufanisi programmes. This means MnU is constantly seeking like-minded development partners who are committed to the realisation of a better society for the disadvantages communities in Kenya.


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STATUS OF COMMUNITY LAND

Verification of the legal status of land is key to the success of slum based WASH programme. This means that MnU has to undertake rigorous investigations to ascertain the real ownership of the land in which the organisation intends to construct various WATSAN facilities.

GENDER

Involvement of women in the implementation of the projects is vital in uplifting the economic status of these poor communities. However some communities pose a challenge in accepting this much needed reality.

WATER SCARCITY

Water shortage on the ground occasioned by both increase in population and climate change complicates the success potential of WASH projects.

SECURITY

Vandalism has been a major challenge to the sustainability of WASH projects especially in public schools and the informal settlements. Engagement of school management and the parents associations holds the key to this challenge.

Maji na Ufanisi, Mombasa County Government, Kongowea Market Central Committee and ‘Mwaga Taka’ CBO representatives during the signing of a joint partnership memorandum of understanding (MOU) at Kongowea, Mombasa.


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10

Contents Page

Organization’s information 30

Report of the Board 31

Statement of Director’s responsibilities 32

Report of the Independent Auditor 33

Statement of Financial Position 34

Statement of Financial Activity 35

Statement of Changes in Funds 36

Cash Flow Statements 37

Notes to the Financial Statements 38

FINANCIALSTATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2013


201330

MEMBERS OF THE BOARD OF DIRECTORS REGISTERED OFFICE AND PLACE OF BUSINESS

Methodist Ministries Centre

Oloitokitok RoadLavingtonP.O. Box 58684 -00200NAIROBI AUDITORS

Odalo K. S & Company

Certified Public Accountants (Kenya)P. O. Box 4920 - 00100NAIROBI

BANKERS

Standard Chartered Bank Kenya Limited,

Yaya Centre BranchNairobi

Barclays Bank of Kenya

Hurlingham Branch,Nairobi.

ORGANISATION’SINFORMATION

Mr. Peter Maina Chairperson

Ms. Theresa Wairimu Treasurer

Ms. Mary Nginyo Member

Eng. Lawrence Mwangi Member

Mr. Wafula Nabutola Member

Ms. Mary Matu Member

Prof. Edward KairuExecutive Director & Secretary to the Board


31

The Board has pleasure in presenting its report and the audited financial statements for the year ended 31 December 2013, which shows the state of affairs of the organisation.

ACTIVITIES

Maji na Ufanisi (MnU) is a Kenyan membership based Non-Governmental Organization (NGO). MnU started its operations in 1998 and since then has gained expertise in building the capacity of grassroots communities and institutions to analyze and address their development concerns and in particular, those dealing with water and sanitation. MnU’s vision is ’an empowered just society’ and its mission is ‘to improve the quality of life of the disadvantaged through participatory innovative pro-poor Water and Environmental Sanitation solutions.’ MnU implements projects under the following key programme areas: Water and Sanitation Access; Hygiene Education and Promotion; Slum Upgrading Initiatives; Environmental Management; Community Empowerment; Advocacy; Research and Communication; and Organizational Capacity Development.

MnU partners with communities, government departments, research institutions, Community Based Organizations (CBOs), universities, schools, NGOs and other like-minded organizations to achieve its goals and objectives. Over the years, MnU has carried out activities in most urban informal settlements as well as supplementing city council efforts in public schools, particularly those adjacent to the informal settlements.

Since 2010, MnU has been hosting the Civil Society Urban Development Programme (CSUDP). CSUDP is an innovative urban intervention programme that is hinged on the Embassy of Sweden (EoS) Strategy (2009-2013) and (2013-2014) for cooperation with Kenya. CSUDP facilitates equitable and sustainable urban development through Implementing Partners (IPs) who have demonstration projects in various urban areas around Kenya

RESULTS

The results for the year are as set out on page 34.

BOARD MEMBERS

This is as shown on page 30.

AUDITORS

Messrs. Odalo K. S. & Company, Certified Public Accountants (K) who was appointed auditors during the year has expressed their willingness to continue in office.

By order of the Board.

SecretaryDate: 30/5/2014

REPORTOFTHEBOARD


201332

The Directors are required to prepare financial statements of the Maji na Ufanisi (MnU), for each financial year, which give a true and fair view of the state of affairs of the organization as at the end of the financial year and of its operating results for the year under review. It also requires the Directors to ensure that the organization keeps proper accounting records, which disclose with reasonable accuracy its financial position. They are also responsible for safeguarding the assets of the Organization.

The Directors accept responsibility for the annual financial statements, which have been prepared using appropriate accounting policies supported by reasonable and prudent judgments and estimates, in conformity with International Financial Reporting Standards and in the manner required by the regulatory body of NGO’S. The

Directors are of the opinion that the financial statements give a true and fair view of the state of the financial affairs of the organization and of its income and expenditure account. The Directors further accept responsibility for the maintenance of accounting records, which may be relied upon in the preparation of financial statements, as well as adequate systems of internal financial control.

Nothing has come to the attention of the Directors to indicate that the organization will not remain a going concern for at least the next twelve months from the date of this statement.

DIRECTOR’SRESPONSIBILITIESONTHEFINANCIALSTATEMENTSFORTHEYEARENDED31DECEMBER2013

_______________________Chairperson Date: 30/5/2014

_______________________Secretary Date: 30/5/2014

_______________________Board Member Date: 30/5/2014


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REPORT ON THE FINANCIAL STATEMENTS

We have audited the accompanying financial statements of Maji na Ufanisi, which comprise the balance sheet as at 31 December 2013 and income statement for the year ended 31 December 2013, statement of changes in funds and cash flow statement for the year then ended and a summary of significant accounting policies and other explanatory notes as set out on pages 34 to 47.

DIRECTORS’ RESPONSIBILITY FOR THE FINANCIAL STATEMENTS

The directors are responsible for the preparation and fair presentation of these financial statements in accordance with International Financial Reporting Standards and for such internal controls as the directors determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

AUDITOR’S RESPONSIBILITY

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those Standards require that we comply with ethical

REPORTOFTHEINDEPENDENTAUDITORSTOTHEMEMBERSOFMAJINAUFANISI(MnU)

requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on our professional judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, we considered the internal control relevant to the organisation’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the company’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

OPINION

In our opinion, the financial statements present fairly, in all material respect the financial position of the Maji na Ufanisi as at 31 December 2013 and of its financial performance and Cash flows for the year then ended in accordance with International Financial Reporting Standards and the NGO’s Co-ordination Act.

REPORT ON OTHER LEGAL REQUIREMENTS

As required we report to you, based on our audit, that:

i) We have obtained all the information and explanations, which to the best of our knowledge and belief were necessary for the purposes of our audit;

ii) In our opinion, proper Books of Account have been kept by the Organisation, so far as appears from our examination of those books; and,

iii) The Organisation’s statements of financial position and income statement are in agreement with the books of account.

Odalo K.S. & Company

Certified Public Accountants (Kenya)

Nairobi

Date.: 5/6/2014


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STATEMENTOFFINANCIALPOSITIONASAT31DECEMBER2013

The financial statements were approved by the Board of Directors on 30/5/2014 and signed on its behalf by:

Executive Director Chairperson

Note 31.12.13 31.12.12ASSETS K.Shs K.Shs

NON-CURRENT ASSETSProperty , Plant and Equipments 2 9,274,085 11,471,249 Intangible Assets 3 532,244 798,366

9,806,329 12,269,615

CURRENT ASSETSAccounts Receivable 5 5,139,330 8,847,778 Cash and Bank Balances 4 201,798,588 54,288,154

206,937,918 63,135,931

TOTAL ASSETS 216,744,247 75,405,547

FUNDS AND LIABILITIES

FUNDSAssets Fund 10,658,316 13,121,602 Project Funds 7 156,759,701 44,109,960 General Funds (3,285,403) (3,318,420)

164,132,614 53,913,142

CURRENT LIABILITIESTrade Payables 6 45,540,233 13,915,620 Other Payables 6 7,071,398 7,576,784

52,611,632 21,492,404

TOTAL FUNDS AND LIABILITIES 216,744,247 75,405,547 - -

-


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STATEMENTOFFINANCIALACTIVITYFORTHEYEARENDED31DECEMBER2013

31.12.13 31.12.12DESIGNATED FUNDS ASSET FUNDS GENERAL FUND TOTAL TOTAL

K.Shs K.Shs K.Shs K.Shs K.ShsGRANT INCOMECordaid - - - - 8,040,000 Christian AID - - - - 11,355,205 UN Habitat - - - - 1,969,403 Rotary Club of Kenya - - - - 1,107,272 Ford Foundation - - - - (5,843)UNICEF - - - - (7,513)Watercan - - - - (1,126,097)Other - - - - 1,354,573 IFS Workshop - - - - (989,433)Anew (Partner - - - - (51,023)Sister Cities 203,236 - - 203,236 134,574 Ripple Effect - - - - (219,216)APA Insurance - - - - (7,865)SIDA - MNU 106,713,806 - - 106,713,806 43,060,817 SIDA - CSUDP 215,000,000 - - 215,000,000 70,875,192 Rotary Club/Denver University 1,613,763 - - 1,613,763 846,377 Wash United - - - - (10,228)OXFAM - - - - (629,591)IDRF - - - - (62,685)Coca Cola - Olimpic Primary - - - - (1,605,630)Coca Cola - Laini Saba - - - - (524,267)Global Fund - - - - 2,437,378 Hungarian Maltese - - - - 9,608,454 Cafod 22,553,512 - - 22,553,512 - French Embassy - - - - 38,406 EABL Foundation - - - - (2,488,235)

346,084,317 - - 346,084,317 143,100,025

Donations - - - - 46,485 Interest Income - - 33,017 33,017 114,653 Loss/Gain on Asset Disposal - - - - 170,000

- - 33,017 33,017 331,138 TOTAL INCOME 346,084,317 - 33,017 346,117,335 143,431,163

EXPENDITURE ( Notes 12-18) 233,072,701 - - 233,072,701 240,182,022 NET INCOME 113,011,617 - 33,017 113,044,634 (96,750,859)

Funds to acquire fixed assets (361,875) 361,875 - - -

Depreciation ( Notes 2) - (2,559,040) - (2,559,040) (3,254,649)Armotization ( Notes 3) - (266,122) - (266,122) (399,183)NET MOVEMENT OF FUNDS 112,649,742 (2,463,287) 33,017 110,219,472 (100,404,691)FUND BALANCE AS 1.1.13 44,109,960 13,121,602 (3,318,420) 53,913,142 154,317,833 FUND BALANCE AS 31.12.13 156,759,701 10,658,316 (3,285,403) 164,132,614 53,913,142


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STATEMENTOFCHANGESINRESERVESANDFUNDBALANCESFORTHEYEARENDED31DECEMBER2013

DESIGNATED FUNDS ASSET FUNDS GENERAL FUNDS TOTAL

K.Shs K.Shs K.Shs K.Shs

At 1 January 2012 134,915,719 16,292,435 3,109,679 154,317,833

Income 143,100,025 170,000 161,138 143,431,163

Operating Costs (233,592,785) (6,589,237) (240,182,022)

Funds for the purchase of Fixed Assets (183,500) 183,500 - -

Funds for the purchase of Intangible Assets (129,500) 129,500 - -

Depreciation Charge - (3,254,649) - (3,254,649)

Armotization Charge - (399,183) - (399,183)

At 31 December 2012 44,109,960 13,121,602 (3,318,420) 53,913,142

At 1 January 2013 44,109,960 13,121,602 (3,318,420) 53,913,142

Income 346,084,317 - 33,017 346,117,335

Operating Costs (233,072,701) - (233,072,701)

Funds for the purchase of Fixed Assets (361,875) 361,875 - -

Depreciation Charge - (2,559,040) - (2,559,040)

Armotization Charge - (266,122) - (266,122)

At 31 DECEMBER 2013 156,759,701 10,658,316 (3,285,403) 164,132,614


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CASHFLOWSTATEMENTFORTHEYEARENDED31DECEMBER2013

Note 31.12.13 31.12.12K.Shs K.Shs

OPERATING ACTIVITIESCash flows from operating activities

Net movement of funds 110,219,472 (100,404,691)

Adjustments for:Depreciation 2,559,040 3,254,649 Armotisation 266,122 399,183

Operating surplus before working capital changes 113,044,634 (96,750,859)

Increase in accounts receivables 3,708,447 27,958,284 Decrease in partner balances - 6,066,416 Increase in trade payables and accruals 31,119,228 (5,214,402)

Cash generated from operations 147,872,309 (67,940,561)

Net cash generated from operating activities 147,872,309 (67,940,561)

INVESTING ACTIVITIESCash flows from investing activities

Purchase of property and equipments (361,875) (183,500)Purchase of Intangible Assets - (129,500)

Net cash used in investing activities (361,875) (313,000)

Net increase in cash and cash equivalents 147,510,434 (68,253,561)

Cash and cash equivalents at the beginning of the year 54,288,154 122,541,715

CASH AND CASH EQUIVALENTS AT THE END OF YEAR 4 201,798,588 54,288,154


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1. SIGNIFICANT ACCOUNTING POLICIES

The financial statements are prepared in accordance with and comply with International Financial Reporting Standards (IFRSs).

The principal accounting policies adopted in the preparation of the financial statements are set out below. These policies have been consistently applied, unless otherwise stated.

(a) Basis of Preparation The financial statements are prepared in

compliance with International Financial Reporting Standards (IFRSs). The financial statements are presented in the functional currency of the host country, thus Kenya Shillings (KShs) and are prepared under the historical cost basis of accounting.

The preparation of financial statements in conformity with International Financial Reporting Standards requires the use of estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial

NOTESTOTHEFINANCIALSTATEMENTSFORTHEYEARENDED31DECEMBER2013

statements and the reported amounts of revenues and expenses during the reporting period. It also requires directors to exercise judgement in the process of applying the organisation’s accounting policies. Although these estimates are based on the directors’ best knowledge of current events and actions, actual results may differ from those estimates. Accounting policies 1(f) and 1 (g) below on ‘critical accounting estimates and assumptions’ and ‘critical accounting judgements’ highlight the areas that involve a higher level of judgement, or where the estimates or assumptions used are significant to the financial statements.

(b) Critical Accounting Estimates and Assumptions

In the process of applying the organisation’s accounting policies, directors make certain estimates and assumptions about future events. In practice, the estimated and assumed results would differ from the actual results. Such estimates and assumptions, that have a significant risk of causing a

material adjustment to the carrying amounts of assets and liabilities within the next financial year, are described below:

Property, plant and equipment

Directors make estimates in determining the depreciation rates for property, plant and equipment. The rates used are set out in the accounting policy for property, plant and equipment.

These estimates are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the prevailing circumstances.

The organisation measures its property, plant and equipment at cost.

(c) Revenue Recognition

Revenue is recognised to the extent that it is probable that the economic benefits will flow to the organisation and the revenue can be reliably measured.


39

The following specific criteria must also be met before revenue is recognised:

i) Revenue from donor grants

Revenue is recognised on receipt.

ii) Interest income It is accrued on a time basis, by reference to the principal outstanding and the interest rate applicable.

d) Taxation

Current taxation

No tax has been provided as funds received are grant incomes that are not subject to taxation.

e) Provisions

Provisions are recognised when the organisation has a present legal or constructive obligation as a result of past events, for which it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation, and a reliable estimate of the amount of the obligation can be made. Provisions mainly relate to leave accrual.

f) Property, Plant, Equipment and Depreciation

Property, plant and equipment are stated as cost less accumulated depreciation and any impairment losses.

Items of property, plant and equipment are depreciated on the reducing balance basis to write down the cost of each asset to its residual value over its estimated useful life as follows;

Office equipment 12.5% p.a

Motor Vehicles 25.0% p.a

Furniture and fittings 12.5% p.a

Computers and IT equipment 33.3% p.a

g) Intangible Assets

Intangible Assets are stated at cost less accumulated amortization.

h) Project and Designated Funds

These funds represent unutilised funds and are available for use in subsequent periods.

i) Foreign Currency Transactions

Monetary assets and liabilities expressed in foreign currencies are translated into Kenya Shillings at the rate of exchange ruling at the balance sheet date. Transactions during the year in foreign currencies are translated at the rates ruling at the dates of the transactions. Gains and losses on exchange are dealt with in the income statement.

j) Retirement Benefits Costs

The organisation operates a defined contribution retirement benefits scheme for its employees.

The assets of the defined contribution scheme are held in a separate trustee administered fund, which is funded by contributions from the company, at a rate of 12.5% of the basic salary of each employee.

The Group also contributes to a statutory defined contribution pension scheme, the National Social Security Fund (NSSF). Contributions are determined by local statute and are limited to KShs 200 per employee per month. The Group’s contributions to the above schemes are charged to the income statement in the year to which they relate.


201340

k) Financial Instruments

Financial instruments are recognised in the financial statements when, and only when, the organisation becomes a party to the contractual provisions of the instrument.

On initial recognition, the financial instruments are measured at fair value plus, in the case of a financial instrument not at fair value through profit or loss, transaction costs that are directly attributable to the acquisition or issue of the financial instrument.

The organisation’s principal financial instruments include trade and other receivables, bank and cash balances and trade and other payables.

(i) Trade and other receivables

Trade and other receivables are carried at their original invoiced amount less an estimate made for allowances for credit losses based on a review of all outstanding amounts, on an account by account and portfolio basis, at the year end. Allowances for credit losses are written off in the year in which they are identified as irrecoverable.

A provision for impairement is made when there is objective evidence (such as the probability of insolvency or significant financial difficulties of the debtor) that the organisation will not be able to collect all of the amounts due under the original terms of the invoice. The carrying amount of the receivable is reduced through use of an allowance account. Impaired debts are de-recognised when they are assessed as uncollectible.

(ii) Cash and cash equivalents

For the purpose of the cash flow statement, cash equivalents include short term liquid investments which are readily convertible to known amounts of cash, net of any outstanding overdrafts.

Cash and cash equivalents are measured at amortised cost.

(iii) Accounts payable

Accounts payable are non interest bearing financial liabilities and are carried at amortised cost, which is measured at the fair or contractual value of the consideration

to be paid in future in respect of goods and services supplied by the suppliers, whether billed to the Organisation or not, less any payments made to the suppliers.

(vi)Impairmentanduncollectibilityoffinancialassets

The Organisation assesses at each balance sheet date whether there is any objective evidence that a financial asset or group of financial assets is impaired.


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NOTESTOTHEFINANCIALSTATEMENTSFORTHEYEARENDED31DECEMBER2013(Continued)2. PROPERTY, PLANT AND EQUIPMENT

YEAR ENDED 31 DECEMBER 2013 Motor Vehicles Furniture & Fittings Office Equipment IT Equipment TotalK.Shs K.Shs K.Shs K.Shs K.Shs

At 1 January 2013 12,970,000 3,832,041 4,120,226 6,881,373 27,803,640 Additions - 104,995 - 256,880 361,875 At 31 December 2013 12,970,000 3,937,036 4,120,226 7,138,253 28,165,515

Depreciation

At 1 January 2013 6,938,248 1,830,068 1,990,286 5,573,789 16,332,391 Charge for the year 1,507,938 263,371 266,243 521,488 2,559,040 At 31 December 2013 8,446,186 2,093,439 2,256,528 6,095,277 18,891,430

Net book values

At 31 December 2013 4,523,814 1,843,597 1,863,698 1,042,976 9,274,085

YEAR ENDED 31 DECEMBER 2012 Motor Vehicles Furniture & Fittings Office Equipment IT Equipment TotalK.Shs K.Shs K.Shs K.Shs K.Shs

At 1 January 2012 12,970,000 3,783,541 3,985,226 6,881,373 27,620,140 Additions - 48,500 135,000 - 183,500 At 31 December 2012 12,970,000 3,832,041 4,120,226 6,881,373 27,803,640

Depreciation

At 1 January 2012 4,927,664 1,544,072 1,686,008 4,919,997 13,077,741 Charge for the year 2,010,584 285,996 304,277 653,792 3,254,649 At 31 December 2012 6,938,248 1,830,068 1,990,286 5,573,789 16,332,391

Net book values

At 31 December 2012 6,031,752 2,001,973 2,129,940 1,307,584 11,471,249

3. INTANGIBLE ASSETSCost

At 1 January 2013 2,415,010 Additions - At 31 December 2013 2,415,010

Armotization

At 1 January 2013 1,616,644 Charge for the year 266,122At 31 December 2013 1,882,766

Net book values

At 31 December 2013 532,244

At 31 December 2012 798,366


201342

NOTESTOTHEFINANCIALSTATEMENTSFORTHEYEARENDED31DECEMBER2013(Continued)

31.12.13 31.12.12

4. CASH AND BANK BALANCES K.Shs K.Shs

Cash Balances 91,513 61,513

Bank Balances 201,707,075 54,226,641

201,798,588 54,288,154

5. ACCOUNTS RECEIVABLE K.Shs K.Shs

Deposits 940,130 948,806

Prepayments 189,000 248,457

Staff Accounts 1,235,335 1,122,365

Implementing Partners Balance 2,774,865 6,528,149

5,139,330 8,847,778

6. TRADE AND OTHER PAYABLES

Trade Payables 45,540,233 13,915,620 Other Payables 7,071,398 7,576,784

52,611,632 21,492,404


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7. PROJECT FUNDS 01-Jan-13 Receipts Expenses Fixed Assets 31-Dec-13

K.Shs K.Shs K.Shs K.Shs K.Shs

Cordaid 4,575,392 7,740 - 4,567,652

Christian Aid 260,080 - 312,382 - (52,302)

UN Habitat (2,621,637) - - - (2,621,637)

Watercan (24,421) - - - (24,421)

Board Funds - - 653,275 - (653,275)

Sister Cities - 203,236 190,286 - 12,950

SIDA - MNU 8,558,917 106,713,806 62,014,212 (58,000) 53,200,511

SIDA - CSUDP 33,680,891 215,000,000 165,719,503 (301,875) 82,659,514

Gitaro Self Help Group 5,397 - - - 5,397

Rotary Club/Denver University (29,106) 1,613,763 1,645,863 (2,000.00) (63,206)

Global Fund (374,003) - 3,008 - (377,011)

Hungarian Maltese (677,909) - 331,624 - (1,009,533)

CAFOD - 22,553,512 2,187,269 - 20,366,243

CDTF 927,680 - 7,540 - 920,140

44,281,280 346,084,317 233,072,701 (361,875) 156,931,022

Other Funds (171,321) - - (171,321)

44,109,960 346,084,317 233,072,701 (361,875) 156,759,701


201344

8. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES

The Organisation’s principal financial instruments comprise cash and cash equivalents, receivables and payables. These instruments arise directly from its operations. The Organisation does not speculate or trade in derivative financial instruments.

The Organisation’s activities expose it to a variety of financial risks: market risk (including foreign exchange risk, interest rate risk and price risk), credit risk, liquidity risk and operational risk. The directors review and agree policies for managing these risks.

The Board of Directors has overall responsibility for the establishment and oversight of the Organisation’s risk management framework. The Organisation’s overall risk management programme focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on its financial performance.

Risk management is carried out by the management under policies approved by the Board of Directors. Management identifies, evaluates and manages financial risks in close co-operation with various departmental heads. The board provides written principles for overall risk management, as well as written policies covering specific areas, such as

foreign exchange risk, interest rate risk, credit risk and investment of excess liquidity.

MARKET RISK

Market risk is the risk that the fair value or future cash flows of financial instruments will fluctuate due to changes in market variables such as interest rates, foreign exchange rates and equity prices. The objective of market risk management is to manage and control market risk exposure within acceptable levels, while optimising on the return on the risk.

i) Interest rate risk

Interest rate risk is the risk that the future profitability and/or cash flows of financial instruments will fluctuate because of changes in the market interest rates.

The Organisation has no borrowings and is therefore not exposed to interest rate risk.

ii) Foreign exchange risk

Foreign exchange risk arises from future investment transactions and recognised assets and liabilities. The company’s policy is to record transactions in foreign currencies at the rate in effect at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are retranslated at the rate of

exchange in effect at the balance sheet date. All gains or losses on changes in currency exchange rates are accounted for in the income statement.

The Organisation operates locally in Kenya and is exposed to foreign exchange risk arising from donor funds received in foreign currencies, primarily with respect to the US dollar and Sterling Pound. When these are translated they may result in exchange losses or gains depending on the movement of the exchange rates.

iii) Price risk

Price risk arises from the fluctuation in the prices of the commodities and services that the Organisation deals in. Purchase prices are determined by the market forces and other factors that are not within the control of the Organisation.

CREDIT RISK

Credit risk is the risk of financial loss to the company if a customer or counter-party to a financial instrument fails to meet its contractual obligations. The largest concentrations of credit exposure within the company arise from deposits held with various service providers, pre-payments and cash and cash equivalents held with banks. The Organisation places significant amounts of funds with recognised financial institutions with strong credit ratings and does not consider the credit risk exposure to be significant.



45

LIQUIDITY RISK

Liquidity risk is the risk that the Organisation will encounter difficulties in meeting its obligations from its financial liabilities. The Organisation’s approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the company’s reputation. Prudent liquidity risk management implies maintaining sufficient cash. The organisation therefore ensures prompt reporting to donors. This ensures quick disbursement of grant funds.

OPERATIONAL RISK

Operational risk is the risk of direct or indirect loss arising from a wide variety of causes associated with the company’s processes, personnel, technology and infrastructure and from external factors other than credit, market and liquidity risks such as those arising from legal and regulatory requirements and generally accepted standards of corporate behaviour. Operational risks arise from all of the organisation’s operations. The organisation’s objective is to manage operational risk so as to balance the avoidance of financial losses

and damage to the organisation’s reputation with overall cost effectiveness and to avoid control procedures that restrict initiative and creativity

The primary responsibility for the development and implementation of controls to address operational risk is assigned to management. This responsibility is supported by the development of overall organisation’s standards for the management of operational risk in the following areas:

• Requirements for appropriate segregation of duties, including the independent authorisation of transactions.

• Requirements for the reconciliation and monitoring of transactions.

• Compliance with regulatory and other legal requirements.

• Documentation of controls and procedures.

• Requirements for the periodic assessment of operational risks faced, and the adequacy of controls and procedures to address the risks identified.

• Requirement for the reporting of operational losses and proposed remedial action.

• Development of contingency plans.

• Training and professional development.

• Ethical and business standards. Risk mitigation, including insurance where this is effective.

The organisation’s objective is to manage operational risk so as to balance the avoidance of financial losses and damage to the organisation’s reputation with overall cost effectiveness and to avoid control procedures that restrict initiative and creativity.

9. EMPLOYEES

The average number of employees for the organisation during the year was 28 (Twenty-Eight) as compared to the 26 (Twenty-Six) in the previous year (2012).

10. COMPARATIVES

Where necessary, comparative figures have been adjusted to conform with changes in presentation in the current year.

11. INCORPORATION

The Organisation is domiciled and registered in Kenya under the Non-Governmental Organisations Co-ordination Act since 1997.



201346


12 MNU ADMINISTRATIVE & OFFICE EXPENSES

CORDAID

BOARD FUNDS

CHRISTIAN AID

GLOBAL FUND

SISTER CITIES CAFOD Denver

University SIDA -

MNU SIDA - CSUDP CDTF Hungarian

Maltese TOTAL TOTAL Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs

Rent - - - - - 895,056 - 1,153,786 1,633,373 - - 3,682,214 3,092,394 Utilities - - - - - 39,772 221,136 210,152 375,524 - - 846,583 263,146 Telephone 8,259 14,757 - 36,189 34,514 221,275 161,655 194,390 - - 671,039 922,720 Security - - - - - - - - - - - - 6,589,237 Internet Access - - - - - 69,600 153,633 162,149 103,740 - - 489,122 452,400 Licencing - - - - - - - - - - - 506,832 Stationery - - 2,500 - - 7,000 131,837 221,899 99,425 - - 462,660 2,358,715 Printing - - - - - - - 605,455 1,047,929 - - 1,653,384 189,400 Repairs and Maintenance - - - - - - 4,200 10,480 470,043 - - 484,723 155,650 Magazines and Publicatiions - - 4,000 - - - 14,800 16,920 - - - 35,720 59,526 Audit Fees - - - - - - - - 765,325 - - 765,325 695,750 Legal Fees - - - - - - - - - - - - 72,800 Local Transport - - - - - - - - - - - - 84,617 Cleaning - - - - - - - - - - - - 491,588 Board Meeting & AGM Expenses - 635,828 - - - - 6,970 221,250 - - - 864,048 448,810 News papers,Postage & Deliveries - - 6,000 - - 3,910 6,000 - 19,940 - - 35,850 24,891 Office Hospitality - - 12,262 - - 59,715 135,593 203,747 276,029 - 9,950 697,296 702,537 Bank Charges 7,740 9,188 11,483 3,008 5,186 6,447 18,343 45,992 53,838 7,540 49,114 217,878 237,412 Photocopying Cost - - - - - - - - - - - - 450,000 Interns Allowance - - - - - - - 156,000 - - - 156,000 323,993 Digitalization - - - - - - - - - - - - 184,117 Registration/Work permit - - - - - - - - 200 - - 200 - Meeting Expenses - - - - - - - - - - - - 56,048 Other Administration cost - - - - - - - - 11,389 - - 11,389 - Computer Related Services - - - - - 23,300 68,900 568,710 231,890 - 3,510 896,310 554,590 Subscriptions and Registrations - - - - - - - - 523,666 - - 523,666 20,000

7,740 653,275 51,002 3,008 41,375 1,139,313 982,686 3,738,196 5,806,700 7,540 62,574 12,493,408 18,937,173

13 VEHICLE RUNNING COSTS

Fuel & Lubes - - 5,500 - - 152,412 200,741 225,666 339,194 - 11,000 934,513 763,166 Maintenance - - - - 20,580 8,650 396,529 231,320 - - 657,079 217,284 Licences and Insurance - - 130,610 - - - - 164,550 121,158 - - 416,318 416,743 Parking, Car Wash - - 2,070 - - 210 4,890 1,530 2,630 - 2,400 13,730 295,974 Taxis - - 600 - 4,257 33,913 75,231 370,869 151,310 - 300 636,479 853,474

- - 138,780 - 4,257 207,115 289,512 1,159,144 845,612 - 13,700 2,658,119 2,546,641

14 PERSONNEL COSTS

Staff Salaries & Benefits - - - - - - 117,000 25,564,779 28,775,473 - - 54,457,252 50,343,220 Medical - - - - - - - 2,303,205 1,697,110 - - 4,000,315 3,887,640

- - - - - - - 117,000 27,867,984 30,472,583 - - 58,457,567 54,230,860


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15 CAPICITY BUILDING 31.12.13 31.12.12 CORDAID BOARD

FUNDS CHRISTIAN AID GLOBAL FUND

SISTER CITIES CAFOD Denver

University SIDA - MNU SIDA - CSUDP CDTF Hungarian

Maltese TOTAL TOTAL Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs Kshs

Community Training - - - - - 446,256 3,310,121 - - - 3,756,377 2,213,697 Community Capacity Building - - - - - - 239,750 929,600 - - - 1,169,350 2,360,081 Youth Training - - - - - - - - - - - - 173,970 HIV/AIDS and Gender Activities - - - - - - - - - - - - Training of Activities (partners) - - - - - - - - - - - 111,360 Tools Fabrication - - 47,700 - - - - - - - - 47,700 249,000 Staff Training - - - - - - - - - - - Proposal Writing - - - - - - - - - - - - 61,820 Team Building - - - - - - - - - - - - Strategic Planning - - - - - - - - - - - - Public Awareness development - - - - - - 81,182 - - 81,182 - Institutional Development - - - - - - - 100,575 - - - 100,575 2,335,499 Community Meetings - - - - 144,654 - - - - - - 144,654 2,376,844 Cleanup Expenses - - - - - - - - - - - - 148,980 Baseline Survey and Mapping - - - - - 264,918 - - - - - 264,918 164,630 Exchange Visits - - - - - - - - - - - - 108,693

- - 47,700 - 144,654 711,174 239,750 4,340,296 81,182 - - 5,564,756 10,304,574

16 PROJECT SUPPLIES

Water Tank - - - - - - - - - - - - 163,500 Sanitation Block - - - - - - - 24,665,977 - - 255,200 24,921,177 35,956,639 Asssesment Reports - - 74,000 - - - - - - - - 74,000 - Branding of facilities - - - - - - - 40,000 - - - 40,000 347,435 Handing over expenses - - - - - - - - - - - - 136,913

- - 74,000 - - - - 24,705,977 - - 255,200 25,035,177 36,604,487

17 MONITORING AND NETWORKING

Networking - - - - - - - - 28,885,789 - - 28,885,789 42,184,102 Consultancy - - - - - - - - 13,585,475 - - 13,585,475 13,825,060 Urban Journal Forums - - - - - - - - 18,194,177 - - 18,194,177 - Advisory Training Facility - - - - - - - - 49,756,428 - - 49,756,428 - MEAL Data development - - - - - - - - 1,335,658 - - 1,335,658 - Monitoring - - 900 - - 129,667 16,915 202,615 - - 150 350,247 1,832,807

- - 900 - - 129,667 16,915 202,615 111,757,527 - 150 112,107,774 57,841,969

18 IMPLEMENTING PARTNERS RETURNS

Haki Jamii - - - - - - - - 3,686,862 - - 3,686,862 9,402,928 NACHU - - - - - - - - 3,734,404 - - 3,734,404 12,763,336 Umande Trust - - - - - - - - - - - - 10,737,602 Pamoja Trust - - - - - - - - 7,076,066 - - 7,076,066 14,557,692 Shelter - - - - - - - - - - - - 3,668,288 K-Rep - - - - - - - - (53,551) - - (53,551) 7,076,710 Uwezo - - - - - - - - 2,312,119 - - 2,312,119 1,509,763

- - - - - - - - 16,755,899 - - 16,755,899 59,716,319 7,740 653,275 312,382 3,008 190,286 2,187,269 1,645,863 62,014,212 165,719,503 7,540 331,624 233,072,701 240,182,022


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Notes


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Notes

Website: www.majinaufanisi.com

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