Simavi annual report 2014

ANNUAL REPORT 2014 Strategy

1

Content

Glossary

4-5

Executive Summary

6-11

Preface

12-13

PART I REPORT OF THE EXECUTIVE BOARD

14-131

1. Strategy 1.1 Trends in our field 1.2 Vision, mission, strategy 1.3 Core values 1.4 Our Theory of Change 1.5 Our added value 2. Structural improvement of basic health 2.1 Results Simavi worldwide programmes 2.2 Simavi SRHR Results 2.3 Simavi WASH Results 2.4 Monitoring and Evaluation 2.5 Policy and programme development 3. Diversified financing and innovative partnerships 3.1 Trends in fundraising 3.2 Income from direct fundraising 3.3 Income from third-party campaigns 3.4 Income from government grants 4. A strong brand and transparent communication 4.1 Corporate communication 4.2 Marketing communication 5. A professional organisation 5.1 Organisational development 5.2 Organogram 5.3 Executive Board and Management Team 5.4 Employees 5.5 Internal organisation 5.6 Risk management 6. Financial review 6.1 Accountability 6.2 Statement of income and expenditure 6.3 Financial Key Performance Indicators 7. Outlook 2015 7.1 Structural improvement of basic health 7.2 Diversified financing and innovative partnerships 7.3 A strong brand and transparent communication 7.4 A professional organisation 7.5 Financial outlook Annex 1 Programme results overview

16-23 17-18 18-19 19 20-22 23 24-93 25-29 29-54 55-91 92 93 94-105 96 97-100 100-102 102-104 106-111 108 109-110 112-121 113-114 115 115-116 116-117 117-118 118-121 122-125 123 123-125 125 126-131 127 128 128-129 129 130 131-32

PART II REPORT OF THE SUPERVISORY BOARD

134-139

PART III ANNUAL ACCOUNTS

PART IV OTHER INFORMATION

140-165

Colophon

171

166-169

Glossary

4

Glossary

List of used Terminology and abbreviations Basic Health

In Simavi’s vision, basic health is a crucial stepping stone for building a better existence and creating a way out of poverty. It refers to fundamental health conditions that need to be fulfilled in order to allow sustainable development; people can only go to school, engage in work and contribute positively to their community, when they are in good health.

ANC

Antenatal care

ASK

Access, Services and Knowledge programme

BCC: Behaviour Change Communication

Communication strategies that trigger health seeking behaviour. The transfer of information has an important role in creating awareness on healthy behaviour and the benefits of investing in this. The essence of good communication is to bring across a clear message through diverse communication channel for the targeted audience, thereby combining the strengths of both one-way broadcasting and interactive exchange.

Simavi uses different communication channels, from drama groups to social media, that are adjusted to the practices of the target audience.

CBF

Central Bureau for Fundraising

CLTS

Community Led Total Sanitation is an innovative approach for mobilising communities to completely eliminate open defecation. Communities are facilitated to conduct their own analysis of open defecation and take their own action. CLTS focuses on changing the attitudes required to ensure people’s commitment to construct their own latrine. CLTS invests in community mobilisation rather than in hardware. No subsidy for latrine construction will be provided to the households; therefore Simavi always complements CLTS programmes with financial support systems like village saving schemes, micro credit or other loan systems, in order to help communities overcome financial barriers for the construction of latrines.

CSE

Comprehensive Sexuality Education

CSO

Civil Society Organisation

E&M Health

Electronic and Mobile Health

FIETS

Financial, Institutional, Environmental, Technical and Social sustainability

GNWP

Ghana Netherlands WASH Programme

CPD

Commission on Population and Development

MDG

Millennium Development Goals

MFS

Medefinancieringsstelsel (Co Financing System); Name of the subsidy for development cooperation of the Dutch Ministry of Foreign Affairs

MoFA

Ministry of Foreign Affairs

NGO

Non-governmental organisation

Open Defecation

The practice of relieving oneself in the open instead of at a toilet

PME

Planning, Monitoring and Evaluation

SDGs

Sustainable Development Goals

SHAW

Sanitation, Hygiene and Water Programme in Indonesia

Social Accountability

Simavi’s advocacy strategy at community level has a specific focus on social accountability. Social accountability is an interactive process that aims to increase citizen influence (voice) and to encourage a response of the local WASH and SRHR providers and decision-makers. Communities are mobilised and empowered to understand their rights and responsibilities.

They are trained in effective meth¬ods to systematically collect evidence of situations where there rights are not met, to voice their needs, and to create linkages with the government. This helps communities to create an envi¬ronment where governments and service providers implement policies and improve services, leading to structural improvements in WASH and SRHR and less inequality. Social accountability breaks social and systemic barriers in contexts where national policies seem to be adequate, but where, in reality, these policies are insufficiently implemented and where inequality prevails.

STI

Sexually Transmitted Infections

SRH

Sexual and Reproductive Health

SRHR

Sexual and Reproductive Health and Rights

STBM

Sanitasi Total Berbasis Masyaraka – Indonesian for Community Based Total Sanitation

UACM

Unite Against Child Marriage programme

UFBR

Unite for Body Rights programme

VFI

Vereniging Fondsenwervende Instellingen; The Association of Dutch Fundraising Institutions

WASH

Water, Sanitation and Hygiene

Glossary

5

Executive Summary

Health is the first step out of poverty. Simavi realises structural improvement to the health conditions of people in marginalised communities in 9 countries in Africa and Asia. We know from experience that investments in Water, Sanitation and Hygiene (WASH) and in Sexual and Reproductive Health and Rights (SRHR) are vital for people to be able to lead a healthy life. Therefore we concentrate our efforts in these two areas. It is our ambition to structurally improve the basic health of 10 million people by 2020.

Basic health In Simavi’s vision, basic health is a crucial stepping stone for building a better existence and creating a way out of poverty. It refers to fundamental health conditions that need to be fulfilled in order to allow sustainable development: Safe water and adequate sanitation; Awareness on hygiene; Comprehensive sexuality education; Reproductive health care; Realisation of sexual and reproductive rights.

Simavi’s strategy for 2014-2020 (published in June 2014) will ensure we realise this ambition. It is based on four integrated pillars: 1. Structural improvement of basic health; 2. Diversified financing and innovative partnerships; 3. A strong brand and transparent communication; 4. A professional organisation with a culture that nourishes entrepreneurship and innovation.

1. Structural improvement of basic health In 2014 Simavi implemented a total of 126 projects in Bangladesh, India, Indonesia, Nepal, Ghana, Kenya , Malawi, Tanzania and Uganda. These were part of 5 large SRHR programmes and 7 large WASH programmes.

SRHR programmes 1. The Simavi Community Health programme 2. The Unite for Body Rights programme (UFBR) 3. The Access to Services and Knowledge programme (ASK) 4. The Unite Against Child Marriages programme (UACM) 5. The Making Periods Normal programme (MPN) WASH programmes 1. The Simavi WASH programme 2. The Sanitation, Hygiene and Water programme (SHAW) Indonesia 3. The Dutch WASH alliance programme 4. Phase 1 of the Ghana Netherlands WASH Programme 5. Improved Wash Services, Dhaka Bangladesh 6. The MKAJI Programme Tanzania 7. The Football for Water Programme Theory of change For our programmes to achieve long-lasting results, we have developed a Theory of Change (see paragraph 1.4). All our programmes are based on its three integrated pillars: 1. Empower communities to demand quality services and to practice healthy behaviour; 2. Create a supportive, enabling environment in which all stakeholders are aware of their roles and responsibilities, work together and can be held accountable; 3. Ensure that people use affordable, suitable and sustainable WASH and SRHR services.

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Executive Summary

As of 2014, we incorporate this approach in all our programmes and work on the three pillars simultaneously. In addition, we have developed a new Results Monitoring Framework (see paragraph 2.4). As a consequence, progress is reported against a new set of indicators that reflect the achievements of the Simavi programmes on each pillar and level of our Theory of Change. This is a major improvement in terms of programming, coherence and transparency. The programme results of 2014 (see paragraphs 2.1, 2.2 and 2.3) have been processed and analysed according to the new system.

Results: Community empowerment In 2014, Simavi programmes have successfully increased knowledge on and improved attitudes towards SRHR and WASH. We reached 5 million people with education on WASH (2.2 million people) and SRHR (2.8 million). This is 2 million more than planned (800.000 WASH and 1.3 million SRHR). Main reason is that more people than expected joined the awareness raising sessions in communities. Also partners were able to organise more sessions than planned.

The goal of education is to increase knowledge and finally enhance healthy behaviour, like washing hands before eating or using antenatal care services during pregnancy. In 2014 we recorded one million people showing healthier behaviour. This major long-term achievement is mainly due to the success of the SHAW programme in Indonesia.

Results: Enabling environment In 2014 3,900 people were trained in policy influencing, more than twice the targeted number. This achievement can be attributed to the trainings which were held in the context of the Simavi WASH programme in India and the Dutch WASH Alliance programme in Mali and Uganda. More people than expected participated in these trainings. In addition, tools used to enhance dialogue on SRHR and WASH needs between communities, governments and public or private service providers were applied 356 times at district, provincial or national level, in line with our plans.

Results: Sustainable services In 2014 Simavi created access to SRHR and WASH services for 5.3 million people in marginalised communities in Africa and Asia. This was 1 million more than planned, as a result of the high number of people reached by the Unite for Body Rights programme that is in full swing.

More than 5 million people in this group got access to SRHR and received a consultation on antenatal care, postnatal care, contraception, HIV/AIDS testing or safe abortion.

Another 244,000 people received access to WASH services.

2. Diversified financing and innovative partnerships Setting up sustainable partnerships with different public and private stakeholders is an essential factor in achieving structural improvement of basic health. Therefore it forms the core of our fundraising strategy. In 2014 we: 1) intensified our relations with Dutch individual donors and parties in the private sector ; 2) enhanced institutional fundraising with development agencies of international governments, multilateral institutions and (inter)national foundations; and 3) developed new public-private partnerships in which each partner brings in specific expertise and network.

Income from direct fundraising Income from direct fundraising yielded €2,6 million, €200,000 more than planned. The 2014 a national door-to-door collection in the Netherlands raised €430,000, exceeding our target (€360,000). Our individual donor target was to raise €705,000 from 16,000 donors.

Thanks to 16,225 donors, we received €808,000 - an increase of almost 13,5% compared

Executive Summary

7

to 2013 (€712,000). During the Dutch event Walking for Water 15,783 pupils from 210 Dutch primary schools raised €324,000 (target €307,000). In total, international foundation grants yielded €143,000. We also received support from more than 30 Dutch foundations, amounting to €481,000. Finally, €218,000 was raised thanks to contributions of the private sector in the Netherlands.

Income from third-party campaigns At the beginning of 2014, the Dutch Postcode Lottery awarded an extra amount of more than €2 million to the menstrual hygiene programme Making Periods Normal in India.

This programme is being implemented in cooperation with Rutgers WPF and Women on Wings. Additionally Simavi received a grant of €900,000 from the Dutch Postcode Lottery.

This support is of incredible value as it can be used for any new initiative based on our organisation’s mission and vision.

Income from government grants In 2014 we further consolidated our relationships with two important institutional donors: the Swiss Agency for Development and Cooperation (SDC) and the Dutch Ministry of Foreign Affairs. We entered into a multi-year contract with SDC worth $8.4 million for the large-scale WASH programme MKAJI in health centres in Tanzania. 2014 was the first year of implementation.

With the support of the Dutch Ministry of Foreign Affairs we implemented two large SRHR programmes (the Unite for Body Rights programme and the Access, Services and Knowledge programme) and a large WASH programme (the Dutch WASH Alliance programme). The Football for Water programme also received support from partners including the Dutch Ministry of Foreign affairs. With support from the Embassies of the Kingdom of the Netherlands Simavi implemented the Sanitation, Hygiene and Water (SHAW) programme in Indonesia, the Ghana Netherlands WASH programme and the Improved WASH Services programme in Dhaka, Bangladesh.

The Dutch Ministry of Foreign Affairs has prioritised the reduction of early- and forced marriages. Simavi was awarded a grant of €1.4 million from the Dutch Ministry of Foreign Affairs for Unite Against Child Marriage. This programme is developed with our SRHR Alliance partners and Edukans, with Simavi as the lead organisation.

Simavi also participated in two applications for the Dutch Ministry’s ‘Strategic Partnership’ programme: a WASH proposal in partnership with IRC (lead agency), Wetlands International and Akvo, and as the lead in an SRHR proposal in partnership with AMREF Flying Doctors and Family Care International, an American NGO. As of publication, our proposal for a strategic partnership on WASH has been granted.

Public-Private Partnerships In 2014 Simavi engaged in several Public-Private Partnerships: • Under the Sustainable Water Fund we were granted a project in Indonesia with the municipality and drinking water company of the Indonesian city of Bandung and Vitens Evides International (VEI) in which we will develop a low-income community strategy to achieve an integrated drinking water approach.

• Under the Life, Science and Health for Development (LS&H4D) Fund, Simavi was granted €378,000 from the Netherlands Enterprise Agency (RVO) for the ‘Healthy Business, Healthy Lives’ project. Working in partnership with HealthyEntrepreneurs, Uganda NGO Emesco and Kibaale District Health Office in Uganda, Simavi will roll-out a district-wide innovative business model to improve SRHR knowledge and increase access to essential high quality medicines and health products.

• Under the same fund, Simavi in partnership with Cordaid (lead agency), TNO, Enviu

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Executive Summary

and Relitech submitted a proof of concept for the BLISS4Midwives application. An amount of €225,000 was granted at the beginning of 2015. TNO conceptualised an innovative integrated diagnostic device to accurately test women during their pregnancy on blood pressure, anaemia and urine. These tests will help detect early complications and contribute to the reduction of maternal mortality.

3. A strong brand and transparent communication Investing in a strong and recognisable brand helps us to build long-term relationships with our partners and lends us credibility among our donors. In 2014 a communication strategy was developed and launched to better position Simavi towards our international and Dutch target groups. We started developing new responsive websites (launch March/April 2015) for both target groups to better serve their needs and involve them.

Two campaigns were held to raise awareness amongst our Dutch target groups. During the International Water Week we stressed the importance of ‘Basic Health for all’ and reached 30% of Dutch people between 20 and 49 with radio commercials. Through online advertising, we realised 1.2 million online views and 900 people clicked through to our website for more information. On World Toilet Day we raised awareness on Facebook about the importance of sanitation using the slogan: ‘Let’s give a shit’. The campaign reached 48,000 people.

4. A professional organisation Our aim is to be a strong, inspiring and people-centred organisation. In 2014, Simavi invested in an efficient and effective organisational structure and a performance-driven culture with room for innovation and entrepreneurship. While the focus in 2013 was on change, it shifted to consolidation in 2014. Human resource management was a priority, as well as employee satisfaction and engagement. The main objectives were: 1) Finalising and publishing our organisational strategy; 2) Improving human resource management through an updated remuneration and assessment policy; 3) Improving employee satisfaction, based on an annual survey. The survey showed that 95% of the employees fulfil their tasks with pleasure. The percentage of people proud to work for Simavi grew from 75% in 2013 to 92% in 2014. The percentage of people who think Simavi has a clear strategy grew from 40% to 92%, while support for the strategy grew from 61% to 99%.

Internal organisation The total number of employees is stable at about 50 people. Job profiles changed, due to a new organisational structure implemented in January 2014 onwards, which required new skills and expertise. 16 people left Simavi and 20 new employees were welcomed after this organisational development. Volunteers and trainees are of great value to the organisation – they help us achieve our targets – and Simavi is satisfied that it has been able to increase the number of these groups at head office from 12 to 21 people. We put more effort in recruitment, especially in communication and administration. The percentage of sickness leave decreased, as several people who had been ill for an extended period of time returned to work.

As an organisation that stimulates innovation and entrepreneurship and is dependant on subsidies, gifts and partnerships, Simavi encounters risks. Therefore we integrate risk analysis and risk management into the organisational strategy, as well as in programme

Executive Summary

9

and country strategies. At the end of 2014, a risk analysis was done and the process of risk management has been intensified. Paragraph 5.6 provides an overview of the main risks, the possible consequences and the strategies employed to cope with these risks.

Financial Review Income In 2014 Simavi generated more than €21 million in income, slightly less than budgeted.

Income from direct fundraising accounted for €2.6 million, approximately 200K more than budgeted. Revenues from third party campaigns accounted for €2.3 million, which was well above budget. Government grants accounted for €16 million, €1.4 million less than budgeted due to a delay in the implementation of WASH projects in Ghana and Tanzania.

Expenditure Total expenditure of Simavi was €21,389. The actual expenditure on objective in 2014 amounted €19,611K, €839K lower than budgeted mainly as a result of the delay in WASH projects in Ghana and Tanzania. €849K was spent on income generation. Management and administration costs amounted €929K. Key indicators The percentage of total expenditure on objective compared to actual total income in 2014 was 93.3% - an increase compared to the figure of 86% in 2013. The cost percentage fundraising, expressed as a percentage of the income gained from direct fundraising, amounted to 19.5% in 2014 (18.9% in 2013). This meets the standard set by the Central Bureau for Fundraising. The costs for management and administration, expressed as a percentage of the total expenditure, amounted to 4.3% in 2014 (5.0% in 2013).

Result The result of the financial year of 2014, is €366K negative. Budgeted result amounted to a negative €644K. Therefore, Simavi anticipated a loss in 2014, which was financed out of earmarked funds formed in previous years. These earmarked reserves are an instrument to mitigate timing differences between income and expenditure recognition. Given the outperformance of the budgeted targets for 2014, Simavi was able to reserve an amount of €100K for “Simavi 90 years” activities. These will include road shows about SRHR and WASH (see chapter 6.3). A further €69K has been reserved for Strategic Development. For more details on Simavi’s position and policy see the notes to the annual accounts.

Appropriation of result Withdrawal from earmarked reserves - projects

-469

Withdrawal from earmarked reserves - Football for Water

-159

Withdrawal from earmarked reserves - Capacity building

-17

Addition to earmarked reserves - strategic development

69

Addition to earmarked reserves - “Simavi 90 years”

100

Addition to reserve for financing assets

40

Addition to earmarked funds - Interest to be spent on objective

70 -366

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Executive Summary

Outlook 2015 will be a crucial year for Simavi. Not only is it Simavi’s 90th anniversary, it is the year when the SHAW programme, the Dutch WASH Alliance programme, the Unite for Body Rights programme and the Access, Services and Knowledge programme (subsidised by the Dutch Ministry of Foreign Affairs) will draw to an end.

Although we will embark on new partnerships including the WASH IT! strategic partnership with the Dutch Ministry of Foreign Affairs, and above mentioned PublicPrivate Partnerships, in 2016 we face financial challenges that can impact the organisation and our work. In 2015 we will outline different scenarios: a current level scenario and a less auspicious one. The current level scenario will show the continuation of the current situation within Simavi. This means we will be able to implement the same level of programmes with a different financing structure. We have been focusing on developing new partnerships and creating opportunities since 2013, and the management is confident that these will bear fruit in the course of 2015. Nevertheless, it will be a crucial year in ensuring we remain on the path towards reaching our ambition of structurally improving the basic health of 10 million people from marginalised communities in Africa and Asia.

Executive Summary

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photo: Geert Snoeijer

Strategy

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Preface

We choose optimism What a year it’s been. War in Syria and the Ukraine, the Ebola virus rearing its head, the shooting down of the MH17 plane in which almost two hundred Dutch people lost their lives including HIV experts, activists and staff from fellow NGOs, the rise of IS, and Thomas Piketty putting economic inequality on the agenda once again.

It would be easy to look at this world and become pessimistic. Especially now that we’re taking stock of fifteen years of millennium goals and seeing that we still have a long way to go, whereas new problems have arisen that barely existed in 1990. But in my view, the French philosopher Alain hit the nail on the head when he said that pessimism is a question of mood, optimism is a question of will. Simavi is choosing the latter.

We choose optimism because between 1990 and 2012, 2.3 billion people around the world gained access to an improved drinking-water source. In that same time frame, the number of children who died from diarrhoeal diseases fell from approximately 1.5 million to just over 600,000. And the number of women who die in labour has seen a global reduction of 45% since 1990. That is an unprecedented achievement.

It is our ambition to structurally improve the health of 10 million people by 2020. In 2014 we were able to create access to water, sanitation and health services for 5.3 million people in marginalised communities in Africa and Asia, 1 million more than planned. In addition we recorded one million people showing healthier behaviour. This is a big step towards realising our ambition.

We choose optimism because better health enables people, societies and countries to develop. We are seeing children getting an education as a result of building simple sanitary facilities in schools, we are seeing young, self-assured women making choices about sexuality that means unwanted pregnancies are being prevented and they can choose to go to school or to have a paid job. We are seeing people’s life expectancy increasing and economies growing as a result of improved healthcare. We choose optimism, perseverance, trying again, constantly improving ourselves and others, challenging each other, learning from the things that haven’t worked and celebrating those that have.

2015 is Simavi’s 90th year and we want to celebrate that with you. We will share our successes with you and show you how we have been able to make structural improvements to people’s health that have enabled them to escape from poverty. And I want to thank you with all my heart for having supported Simavi over the last year. Because we can’t do it without your support and because your support shows that you too are an optimist. And that is something the world can never have enough of.

Ariette Brouwer Managing Director photo: Huib van Wersch

Preface

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PART I REPORT OF THE EXECUTIVE BOARD

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Strategy

Strategy

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1. Strategy photo: Geert Snoeijer

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Strategy

1.1 Trends in our field

We have been working in developing countries intensively for 90 years now. Every few years, we see new trends arise in our field of work. The following ones had an impact on our work in 2014: Aid and Trade is a trend, meaning that civil society and the private sector are intensifying their cooperation in order to reach common goals. Simavi continues to embrace this trend. Our work with the private sector allows us to learn, exchange and scale up.

The private sector’s expertise in business models and innovation in turn complements our expertise in the field of SRHR and WASH, our community empowerment and mobilisation model, our networks, our sustainability approach and our ability to manage large programmes. Embracing the aid and trade trend has two results. Firstly, we reach marginalised people in a sustainable manner. Secondly, we stimulate and support the Dutch private sector. Simavi continued or created several partnerships with private companies in 2014: with Witteveen+Bos in Tanzania and Ghana, with the Royal Dutch Football Association (KNVB) and Philips in the Football for Water consortium, with Healthy Entrepreneurs in Uganda, and with Vitens Evides International (VEI) in Bandung, Indonesia and in Dhaka, Bangladesh.

More and more countries are gradually becoming middle income countries. This is also a trend that presents Simavi with great opportunities to scale up the effects of our work. While we have a relatively strong focus on services and community empowerment in regions in extreme poverty, in middle income countries, lobby and advocacy are used more as strategies to enhance change. Simavi works towards a situation where governments and authorities on all levels know their responsibilities and act upon them.

In middle income countries, we can clearly stress the message that governments are responsible for essential services in the fields of SRHR and WASH. Using the Rights Based Approach, we also emphasize right holder/ duty bearer principles, and work together constructively with governments and people to strengthen their capacity when it comes to delivering service and articulating needs.

The traditional North-South paradigm is steadily becoming something of the past.

More and more southern NGOs have grown into professional organisations. As a consequence, donors tend to give funds directly to southern organisations. International NGOs, such as Simavi, have been bolstering the capacity of Southern NGOs for years.

We are also opening local offices (hubs), in order to be part of this development, to be able to actively contribute to these Southern networks and to be able to manage and monitor our programmes on the ground. This is a great achievement which clearly shows the impact of our work. At the same time, it forces international NGOs to re-strategise and clearly articulate their added value. We welcome these developments; they keep us quick-witted, fresh and awake.

Climate change influences people’s safety and security. Increased risk of droughts and floods compromises food and water security and has a direct influence on the health of people. The area of WASH is impacted even more by climate change. Availability of sufficient amounts of safe water is diminished, with negative impact on the sanitation and hygiene situation. But the opposite also applies: too much water that is not managed well, results in flooding and ensuing health risks. Simavi responds to these new challenges by implementing programmes with new and innovative ways of working, which fit into the changing environment. A good example is our work on sanitation, in which we use new models of ablution blocks which are elevated to cope with floods.

We also invest in sanitation by improving systems of faecal sludge management. This improves the soil and thus also food security. Apart from implementing programmes, we also stress the importance of integrating WASH into wider climate adaptation programmes and funding.

Strategy

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Rapid urbanisation is a trend on the rise throughout the world. This presents us with new and different challenges, but it also comes with opportunities. Simavi’s response is to partly shift the focus from mainly rural areas to a portfolio that includes urban and peri-urban areas. In this way we reach the poorest of the poor (mainly people living in informal settlements or slums) through our programmes in the field of WASH and SRHR. In many instances, social structures in a (peri)urban environment are similar to those in rural areas. We can rely on Simavi’s experience in social and community mobilisation in urban environments, for example in the field of sanitation marketing.

Another opportunity is to expand the work by basing ourselves on business models, as the rapidly growing urban population presents us and our private partners with a market and a demand for services in the field of WASH and SRHR. With Simavi’s longstanding experience in demand creation and social mobilisation, we can bring a development perspective to the work of the corporate sector.

The Millennium Development Goals are coming to an end in 2015. They will be replaced by the Sustainable Development Goals (SDGs) that emphasize the strong links between human development and environmental degradation. A goal of universal access to water and sanitation in 2030 is an ambitious goal since sustainability of services will be of main importance. Simavi recognises the importance of sustainability, and therefore follows a sustainability approach in its programmes, taking environmental sustainability into account as well. We have decided to concentrate our lobby effort on sustainability within the SDGs, i.e. by means of advocating for inclusion of WASH in schools and health centres in the post-2015 development agenda. Furthermore, we have intensified our cooperation with for example Wetlands International - through the WASH-IT! strategic partnership (see paragraph 3.3) – linking our Water, Sanitation and Hygiene (WASH) programmes with nature conservation issues. In this way, we connect to the Dutch government’s focus on integrated water resource management.

1.2 Vision, mission, strategy

Basic health In Simavi’s vision, basic health is a crucial stepping stone for building a better existence and creating a way out of poverty.

It refers to fundamental health conditions that need to be fulfilled in order to allow

Vision Basic health is the first step out of poverty. People can only go to school, work and contribute positively to their community, when they’re healthy. That’s why we’re working towards making basic health accessible and available to all. Structurally.

We believe that everyone has the right to enjoy basic health conditions: • Safe water and adequate sanitation; • Awareness on hygiene; • Comprehensive sexuality education; • Reproductive health care; • Realisation of sexual and reproductive rights.

Improved access to and awareness of Water, Sanitation and Hygiene (WASH) and Sexual and Reproductive Health and Rights (SRHR) creates a standard of hygiene, healthcare and equality that allows everybody to live productively. By tackling WASH and SRHR issues, we can stop preventable diseases and deaths and boost social and economic development.

sustainable development; people can only go to school, engage in work and contribute positively to their community, when they are in good health.

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Strategy

Although progress has been made, every day approximately 800 women die from preventable causes related to pregnancy and childbirth. And nearly 750 million people in the world do not have access to improved water sources. Contaminated drinking-water is estimated to cause more than 500 000 diarrhoeal deaths each year (all figures are from the World Health Organisation).

Mission Sustainable development The only way to create long lasting change is by structurally changing health and WASH systems. We empower communities and involve governments and private sector to ensure everyone can use essential WASH and SRHR services, learn healthy behaviour and enjoy sexual & reproductive rights. Together we develop sustainable programmes that deliver lasting improvement to the health of marginalised communities in Africa and Asia.

We focus on two areas that are vital for people to be able to lead a healthy life: water, sanitation, hygiene (WASH) and sexual and reproductive health and rights (SRHR).

Ambition It is our ambition to structurally improve the basic health of 10 million people in marginalised communities in Africa and Asia by 2020.

Strategy Simavi’s strategy 2014-2020 will ensure we can reach our ambition of structurally improving the basic health of 10 million people in marginalised communities in Africa and Asia. It is based on four integrated pillars: 1. Structural improvement of basic health; 2. Diversified financing and innovative partnerships; 3. A strong brand and transparent communication; 4. A professional organisation with a culture nourishing entrepreneurship and innovation.

The strategy has been published online in June 2014, and includes our redefined vision, mission and a Theory of Change aimed at achieving structural change.

The four pillars of this strategy are the four pillars for our objectives of 2014. These will be elaborated in chapter 2 (Structural improvement of basic health), chapter 3 (Diversified financing and innovative partnerships), chapter 4 (A strong brand and transparent communication) and chapter 5 (A professional organisation).

1.3 Core values

To realise our ambition, we have defined five core values that drive our decisions, and state what we stand for and how we work: SUSTAINABLE: Our work is based on a long-term vision for the future. We aim for structural changes. We use an effective integrated programmatic approach.

POWERFUL: We are seen as powerful and confident. We are proud of our daily work. We believe in the strength and the passion of people.

CONNECTING: We put our heart and soul into what we do. By doing so, we cooperate intensively with others. Together we can make a difference.

INSPIRING: We bring forward new ideas and we think out of the box. We inspire each other and the partners with whom we work. We offer an inspiring working environment.

JUST: We believe that everyone has the right to healthy living conditions. We have respect for the differences between people, cultures and organisations. We work according to people’s equal right to development.

Strategy

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1.4 Our Theory of Change

WASH and SRHR related health problems can’t be solved by individuals or groups working alone: they require sustainable long-term solutions that allow systems to be changed and stakeholders to be in regular communication with each other. We developed this Theory of Change to ensure that everyone involved, from community to governmental level, works together towards realising sustainable, long lasting improvement of basic health.

All our programmes are based on three integrated pillars that we work on simultaneously: 1) Empower communities to demand quality services and to practice healthy behaviour; 2) Create a supportive, enabling environment in which all stakeholders are aware of their roles and responsibilities, work together and can be held accountable; 3) Ensure that people use affordable, suitable and sustainable WASH and SRHR services.

This is the core of our Theory of Change.

STRUCTURAL IMPROVEMENT OF BASIC HEALTH (WASH & SRHR) OF PEOPLE IN LOW INCOME AND MIDDLE INCOME COUNTRIES

IMPACT

LONG TERM OUTCOME

OUTCOME

OUTPUT

THROUGH PUT

INPUT SIMAVI

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Strategy

Empowered communities: including healthy behaviour of individuals

Supportive enabling environment (government, private sector, NGOs)

Utilisation of sustainable WASH and SRHR services

Active commitment of communities to stimulate healthy behaviour and maintain WASH and SRHR services

Transparent and effective collaboration between stakeholders; stakeholders act upon roles

Well managed WASH and SRHR services

People with increased knowledge and attitudes

Stakeholders know role and responsibility and act accordingly; platforms are established

WASH and SRHR services established

Capacity strengthening, evidence-based advocacy, organising platforms and dialogues

Improving and linking all WASH and SRHR service elements

Functioning WASH and SRHR community groups

Capacity strengthening, community awareness, education and demand creation

• WASH EXPERTISE • SRHR EXPERTISE • SUSTAINABILITY (FIETS) • COMMUNITY BASED APPROACH • PROJECT AND PROGRAMME MANAGEMENT • NETWORK AND PARTNERSHIPS

Pillar 1: Empowered communities We empower communities to ensure they will demand quality services and engage in healthy behaviour.

When, for example, a young girl lacks access to safe drinking water, constructing a water pump will not be a sufficient and sustainable intervention to fulfil her right to safe water.

Therefore Simavi also invests in empowering communities, so that this girl and her family are fully aware of the issue, raise their voice to claim their rights, and can use the services.

In addition, we create an enabling environment in which every stakeholder can be held accountable to fulfil the girl’s right to safe water.

Ewout van Galen, Director of Programmes

How does it work?

• Set up and train community groups to raise awareness on WASH and SRHR issues.

• Make communities aware of their rights, the importance of health and how to prevent the spread of diseases.

• Make sure that the ‘voice of the community’ is heard and the interests of all community members are represented.

What is the outcome?

• Communities can understand and monitor the health situation in their villages better.

• People take better care of their health – by for instance knowing the value of washing hands or requesting skilled midwives to attend birth deliveries.

• Communities are stimulated to partner with local stakeholders to demand adequate and sustainable services.

Pillar 2: Enabling Environment We create an environment where everybody from the local communities to the private sector to local, regional and national government level is actively involved in a community’s health situation.

How does it work?

• Train governmental health and WASH providers to make them aware of national laws and regulations and their roles and responsibilities.

• Train local craftsmen and entrepreneurs to ensure sustainable production of WASH & SRHR related products and services that meet the demands of the community.

• Increase communication channels between local communities and healthcare providers to provide more effective, efficient and relevant services.

• Gather local data and evidence to share with influential (inter)national stakeholders.

What is the outcome?

• Stakeholders are aware it is their responsibility to deliver quality health services in line with the needs of the community.

• The local economy is boosted by work being done within the community.

• Community and local and national government stakeholders have platforms where they collaborate and discuss issues such as budget allocation for WASH facilities, or the presence of skilled health providers in health clinics.

• Development of health policies with sufficient budget allocation for WASH and SRHR.

Pillar 3: Sustainable services We ensure that good quality WASH and SRHR services are available, affordable, sustainable and accessed by the people who need them.

How does it work?

• Set every service up according to our five sustainability principles, FIETS: financial, institutional, environmental, technical and social sustainability.

• Train WASH and SRHR service providers, amongst others, in organisational and financial management.

Strategy

21

What is the outcome?

• Improvement in the sustainability, quality, affordability and availability of health and WASH services.

• Significant growth in the effective and sustainable use of WASH and SRHR services.

• Tangible and trackable improvement in a community’s basic health.

FIETS sustainability Our Theory of Change ensures we deliver sustainable, long lasting improvement of basic health. In addition we work according to five sustainability principles: Financial, Institutional, Environmental, Technological and Social (FIETS) sustainability.

Any programme will only lead to sustainable development if all five principles have been integrated.

Financial sustainability means establishing local payment systems, working based on business models, involving the local business community and mobilising government budget locally. This is how we prevent structural dependency on donated money.

Institutional sustainability in the WASH sector means that WASH systems, institutions, policies and procedures at the local and national level are functional and meet the demand of users of WASH services. All relevant parties are aware of their own roles, tasks and responsibilities. We set up alliances with these parties and we work on capacity building, policy influencing and monitoring.

Environmental sustainability implies placing WASH interventions in the wider context of the natural environment. This includes implementing an approach of integrated and sustainable management of (waste) water flows and resources. It takes into account that WASH interventions connect to and affect the natural environment and hence impact people’s livelihood.

Technological sustainability means that the technologies we use in our work suit local needs and are adapted to the local situation.

Quality, affordability and availability form a fundamental part of the decision-making process.

Social sustainability means that our work responds to local demands and needs and is accessible to the poor, to women and to vulnerable groups. We have a strong focus on equal rights, regardless of gender, social position, sexual preference, religion or culture.

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Strategy

1.5 Our added value

Structural improvement of basic health Simavi has been working to improve basic health for 90 years. Over this time we’ve built up an in-depth knowledge of what – and who – it takes to successfully implement WASH and SRHR programmes and how to keep producing positive and sustainable results. These are our core competences: 1. We have extensive expertise on WASH and SRHR We offer our partners a unique combination of WASH & SRHR knowledge and experience, driven by a sustainable approach (as elaborated in our Theory of Change). We are able to monitor the progress of our programmes on each level of our Theory of Change. Within the fields of WASH and SRHR our focus areas are: socially sustainable WASH, sustainable sanitation, behaviour change communication, maternal mortality audits, menstrual hygiene management and safe motherhood.

2. We know the situation in the community Our work is rooted in local communities. In the many years Simavi has been active, we’ve built up an extensive network of reliable and capable local partners in the nine countries we work in. We’ve gathered a deep understanding of the religious, ethical and cultural sensitivities within every community we work with – this is vital in implementing context specific and culturally relevant community based programmes. It’s only when programmes take into account these aspects that sustainable change can be reached.

We know how to build the capacity of local partners to make sure that the community’s demands are voiced to regional, national and international influential stakeholders, according to the law, legislation and regulation of the nine countries we work in.

3. We create new synergies and partnerships We’ve established extensive local and international networks in WASH, SRHR and beyond.

We look to create new synergies and partnerships within our networks, bringing together partners whose expertise complements each other. With one goal: to facilitate that more people can enjoy basic health. We’re just at home working with the private sector, as government agencies, international foundations, knowledge institutions, NGO networks, local partner NGOs as the people using health services. That’s the way it has to be if we want to increase 10 million people’s basic health by 2020.

4. We know how to manage complex programmes We manage programmes that are designed to reach entire regions and districts. We unite organisations to create WASH and healthcare solutions together. These international alliances and consortia include multiple stakeholders and allow us to reach scale. For example, we are the lead agency of the Dutch WASH Alliance, a five year programme with 45 million euro budget in 8 countries, we coordinate the Unite Against Child Marriage programme and we’re leading the large MKAJI programme with the Swiss Agency for Development and Cooperation (SDC).

5. We work on tomorrow’s solutions today We work with research partners to ensure we continue to provide innovative and sustainable health solutions.

Strategy

23

2. Structural improvement of basic health photo: Nicole van Zurk

24

Structural improvement of basic health

In 2014 Simavi implemented a total of 126 projects in Bangladesh, India, Indonesia, Nepal, Ghana, Kenya , Malawi, Tanzania and Uganda. In these same countries, we operated in strong alliances and partnerships to structurally improve the health of people living in marginalised communities.

In this chapter we first show our global results. Paragraph 2.2 and 2.3 then highlight the results of our WASH and SRHR programmes. Paragraph 2.4 explains our brand new Planning, Monitoring and Evaluation (PME) system. Finally paragraph 2.5 provides an overview of this year’s main evaluation results.

2.1 Results Simavi worldwide programmes

All our programmes are based on three integrated pillars that we work on simultaneously in order to realise long lasting change. This is the core of our Theory of Change (see paragraph 1.4): 1. Empower communities to demand quality services and to practice healthy behaviour; 2. Create a supportive, enabling environment in which all stakeholders are aware of their roles and responsibilities, work together and can be held accountable; 3. Ensure that people use affordable, suitable and sustainable WASH and SRHR services.

In 2014 Simavi has been revising its monitoring framework (as described in paragraph 2.4) to align it with our Theory of Change. As a consequence, progress is currently reported against a new set of indicators that better reflect the achievements of the Simavi programmes. As such, these indicators provide evidence for our Theory of Change. We are able to measure progress and results on each and every pillar and level of our Theory of Change. Simavi believes that this is a major improvement in terms of programming, coherence and transparency. 2014 is a year of transition in which we started using the new monitoring framework, showing the results on those indicators that we were measuring already. As of 2015 the monitoring framework will cover a larger share of the achieved results thereby even better showing the progress and results of our programmes.

Structural improvement of basic health

25

Targets and results Pillar 1: Community Empowerment target

realised

level of accomplishment

Number of people directly reached with education on SRHR/ WASH Number of people reached on SRHR/WASH through mass media Number of people with healthier behaviour

2,800,000

5,000,000

output

19,300,000

25,800,000

output

826,000

1,100,000

long term outcome

target

realised

Pillar 2: Enabling Environment level of accomplishment

Number of people who have been trained on policy influencing or on social accountability* Number of times a social accountability* tool is applied Number of recommendations or lobby issues taken over by authorities

1,700

3,900

output

363

356

outcome

74

72

outcome

target

realised

level of

Pillar 3: Sustainable Services

accomplishment

4,300,000

5,300,000

outcome

788,000

1,500,000

long term outcome

Public places with improved WASH facilities

339

491

output

Number of water points rehabilitated or constructed

621

1,100

output

1,300

1,500

output

10,900

11,700

output

Number of people with access to SRHR/WASH services Number of people utilising SRHR/WASH services

Number of sanitation seats in public places Health workers trained (to improve the quality of SRHR services)

* The glossary as well as the box in this paragraph provide an explanation of what social accountability entails.

Programme results overview 2014 In Annex 1 a complete overview of all indicators mentioned in this annual report is given. This overview also shows how the results of the specific programmes (see paragraph 2.2 and 2.3) add up to the total numbers mentioned here.

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Structural improvement of basic health

Pillar 1: Community Empowerment In 2014, Simavi programmes have successfully increased knowledge on and improved attitudes towards SRHR and WASH. We reached more than 5 million people with education on WASH and/or SRHR, 2 million more than planned which is a great result. In the Sanitation, Hygiene and Water (SHAW) programme in Indonesia (paragraph 2.3.3), in the Simavi Commuity Health programme (paragraph 2.2.2) and in the Unite for Body Rights (UFBR) programme (paragraph 2.2.3), the number of people reached with education was at least double the number targeted. The high achievement on raising awareness through mass media (25.8 million people reached) is to be attributed to the Access, Services and Knowledge (ASK) programme (paragraph 2.2.4) and the Dutch WASH Alliance (DWA) programme (paragraph 2.3.4). The paragraphs about the specific programmes provide an explanation of the high results.

The goal of education is to increase knowledge and finally enhance healthy behaviour, like washing hands before eating or using antenatal care services during pregnancy. In 2014 we recorded one million people showing healthier behaviour. This major long-term achievement is mainly due to the success of the SHAW programme in Indonesia.

Pillar 2: Enabling Environment In 2014 we aimed at training 1,700 people in policy influencing or using social accountability tools (see box). These tools are used to enhance dialogue on SRHR and WASH needs between communities, governments and public or private service providers, thereby creating an enabling environment. In total 3,900 people have been trained, more than twice the targeted number. This achievement can be attributed entirely to the trainings which were held in the context of the Simavi WASH programme in India and the Dutch WASH Alliance programme in Mali and Uganda. More people than expected participated in these trainings. As a result of the trainings, the tools were applied 356 times at district, provincial or national level, which was as planned. This number can be estimated quite well, since it is linked to the regions where we work. Although the number relatively is not high, social accountability has a large impact and is crucial for the sustainability of the programme results.

Social accountability Simavi’s advocacy strategy at community level has a specific focus on social accountability. Social accountability is an interactive process that aims to increase citizen influence (voice) and to encourage a response of the local WASH and SRHR providers and decision-makers. Communities are mobilised and empowered to understand their rights and responsibilities. They are trained in effective methods to systematically collect evidence of situations where their rights are not met, to voice their needs, and to create linkages with the government. This helps communities to create an environment where governments and service providers implement policies and improve services, leading to structural improvements in WASH and SRHR and less inequality. Social accountability breaks social and systemic barriers in contexts where national policies seem to be adequate, but where, in reality, these policies are insufficiently implemented and where inequality prevails.

As a key step towards improved policies and budget allocation in the areas of WASH and SRHR, Simavi has started to keep track of the number of recommendations that authorities have taken over from us (74 in 2014). In this way, we carefully follow the intermediary steps in the processes of creating an enabling environment through dialogue, lobby and advocacy.

Structural improvement of basic health

27

As a result of the new monitoring framework, a relatively small number of result indicators were measured for this pillar. In paragraph 2.2 and 2.3 additional programme specific results are described.

Pillar 3: Sustainable Services Empowering communities and creating an enabling environment need to go hand in hand with ensuring access to SRHR and WASH facilities and services. This is in line with our Theory of Change, and is necessary in order to reach a sustainable result that structurally improves the health of people. In 2014 Simavi created access to SRHR and WASH services for 5.3 million people in marginalised communities in Africa and Asia, 1 million more than planned. The result exceeded our expectations mainly because of the high number of people reached by the UFBR programme that is in full swing.

Of these 5.3 million people, more than 5 million got access to SRHR and received a consultation about for example antenatal care, postnatal care, contraception, HIV/AIDS testing or safe abortion. 244,000 people got access to WASH services. This number is relatively low, because only in some cases Simavi directly funds the construction or rehabilitation of WASH facilities. In most cases we choose to remove obstacles that people encounter to access WASH facilities. Simavi will for instance train masons on improved latrines, while raising awareness in the community on the need for latrines. When people understand the importance of a latrine and are willing to invest in it, they will have access to a safe and lasting one built by a trained mason. But counting the number of people with a latrine as a result of our programme is a tedious exercise, as it is an indirect result. This is why we measure access to WASH once every two or three years. For some programmes it was counted this year, but for the largest programme (the Dutch WASH Alliance programme) access to WASH will be measured in 2015. This explains the relatively low number on access to WASH in 2014.

People can have access to services but still not use them, for example because the quality is poor or the costs are too high. Therefore it is important to also measure the number of people that indeed use the services. This is a long term result on the highest level. In 2014 we can report almost 1.5 million people utilising WASH services. This major achievement is the success of the SHAW programme in Indonesia.

In addition to the results mentioned above, we keep track of the number of public places with improved WASH facilities. Since WASH facilities have been installed or improved in almost 500 public places, a large number of people now has the possibility to use a latrine, wash their hands or take a shower as part of their visit to, for instance, a market or health facility. Also the rehabilitated or installed water points ensure access to drinking water for a large number of people. It is important to note that most of these water points serve people living in very remote areas, which are most difficult to reach.

The Simavi results achieved in 2014 show a correlation between the first pillar Community Empowerment and the third on Sustainable Services. The programmes that show high results on pillar 1, equally show high results on pillar 3. This can be understood since empowering people, making them aware of their rights and the importance of healthy behaviour, leads to an increased demand for services like safe drinking water and medical check-ups, as well as to more involvement in the creation and maintenance of these services. As a result access to and use of services increase. This is important to sustain the healthy behaviour of the empowered people on the long term, again explaining the correlation between the two. These results confirm that our Theory of Change works at it was designed. The second pillar Enabling Environment also is an integrated part of our Theory of Change. To measure results on this pillar we look at processes such as policy

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Structural improvement of basic health

improvements and budget allocation for WASH and SRHR and not at a number of people reached. As such the result figures under Enabling Environment might be smaller figures but progress on advocacy on SRHR or WASH affects the lives of many people.

2.2 Simavi SRHR Results

2.2.1 Simavi ’s work on SRHR Within our work on Sexual and Reproductive Health and Rights (SRHR), women’s and girls’ health is of particular concern. That is because being pregnant, giving birth, and interrupting unwanted pregnancies has a big impact on women’s health.

S I T U AT I O N

40,000,000

childbirths per year without assistance of skilled personnel PROBLEM

lack of access to quality care by pregnant women before, during and after childbirth

S I T U AT I O N

99%

of maternal deaths occur in developing countries EFFECT

800

WOMEN DIE E A C H D AY

from preventable causes related to pregnancy and childbirth

Major improvements have been made. Between 1990 and 2013, maternal mortality worldwide dropped by almost 50% (World Health Organisation, 2014). But there are still urgent problems to be addressed. Some facts: • Every day, approximately 800 women die from preventable causes related to pregnancy and childbirth. This equals about one woman every two minutes. 99% of all maternal deaths occur in developing countries and most of those are preventable. The key obstacle is lack of access to quality care for pregnant women before, during and after childbirth (World Health Organisation, 2014).

• An estimated 222 million women in developing countries would like to delay or stop having children, but are not using any methods of contraception. This is due to a lack of access to information, services, or due to insufficient support from their partners or communities.

• In developing countries, one in three girls is married before reaching the age of 18.

Every day, 20,000 girls below the age of 18 give birth in developing countries. They are more susceptible to health problems.

• In many regions where Simavi works, women and girls are disadvantaged due to discrimination rooted in socio-cultural factors.

A vast number of maternal deaths are avoidable and we must do what we can to prevent them.

Structural improvement of basic health

29

Rights based approach Simavi takes a Rights-Based Approach in its SRHR work. Sexual and reproductive rights are recognised internationally, and by most national governments. They are laid down in a number of treaties and conventions. Achieving SRHR requires a concerted effort of stakeholders, including governments, civil society organisations, and private sector parties. It also involves citizens, as rights holders as well as duty bearers. Each of these stakeholders has a role to play and responsibilities to fulfil. Unfortunately, weak government accountability results in insufficient follow up and implementation of policies and commitments at national, regional and district levels.

Simavi works and engages with all the stakeholders mentioned in the previous paragraph in order to achieve our SRHR objectives (see paragraph 2.1). Simavi and its partners engage in political dialogue at different levels, drawing attention to breaches of human rights linked to sexual and reproductive health. Through our efforts in creating an enabling environment and strengthening capacity, Simavi seeks to ensure that national CSOs advocate for their needs and rights. They do this through building their skills to advocate for SRHR using a Rights Based Approach.

SRHR activities Following our Theory of Change, we have been empowering communities in SRHR activities. We ensure that they demand quality health services and engage in healthy behaviour when it comes to their sexual and reproductive activities, including menstrual hygiene management. We ensure sustainable services by promoting the development of equitable health and medical systems. These offer quality maternity care, including safe childbirth, antenatal and postnatal care, safe abortions, post abortion care, STI/HIV prevention, and care and treatment for cases of HIV/AIDS. Besides creating access to these services, we also ensure they are used. Furthermore, we improve their quality by training health workers and other community members (including youth) at community level . This stimulates quality awareness, and spreads information and knowledge on SRHR. Through building an enabling environment in which all relevant stakeholders are aware of their roles and responsibilities, Simavi works together to ensure they can be held accountable for their responsibility of fulfilling SRHR among the population at large. Within these three intervention logics we seek to improve the position of women by working towards a situation where all women have power to make decisions concerning their lives and health.

Positive male involvement is an area of specific attention, because in most communities decision making is a male privilege. Their involvement in the promotion of SRHR of women and girls is crucial.

Simavi SRHR results In 2014, more than 5 million people in marginalised communities in Africa and Asia got access to SRHR and received a consultation on antenatal care, postnatal care, contraception, HIV/AIDS testing or safe abortion. This was 850,000 more than planned, as a result of the high number of people reached by the Unite for Body Rights programme that is in full swing.

In addition, Simavi programmes have successfully increased knowledge on and improved attitudes towards SRHR. We reached 2.8 million people with education on SRHR, 1.3 million more than planned. Main reason for this great achievement is that awareness raising sessions in communities were more popular than expected. Also partners were able to organise more sessions than planned. Educational activities are supported by mass media

30

Structural improvement of basic health

communication. Through mass media we reached 12.7 million people, approximately as planned.

Our SRHR Programmes In 2014 Simavi invested in SRHR through five large programmes: 1.

2.

3.

4.

5.

The Simavi Community Health programme The Unite for Body Rights programme (UFBR) The Access to Services and Knowledge programme (ASK) The Unite Against Child Marriages programme (UACM) The Making Periods Normal programme (MPN)

The following sections provide an overview of these SRHR programmes: a short description, their objectives, activities, targets, results, highlights and lessons learned.

Structural improvement of basic health

31

Simavi Community Health programme

photo: Geert Snoeijer

370,127

people with acces to SRHR services

2.2.2 Simavi Community Health Programme Programme In 2014, Simavi implemented 8 community health projects, focusing on SRHR in Uganda, Malawi, Tanzania, India and Bangladesh. These projects were financed through funds from private donors, corporate sponsors and foundations in the Netherlands with a total value of €0.5 million. They have been implemented according to Simavi’s Theory of Change (see paragraph 1.4) Sustainable services: The projects mainly focused on improving access to and quality of SRHR information and services, comprehensive sexuality education, advocating better services and capacity building of health providers. In this way, they contributed towards healthy communities, with a special focus on women and youth.

Enabling environment: All programmes aimed at facilitating the mobilisation of resources for SRHR. They enhanced dialogue on SRHR topics between communities, government authorities and public services.

Community Empowerment: All programmes aimed at empowering communities and stimulating people to demand the establishment of good quality SRHR services.

All programmes included elements of capacity building for health providers.

Simavi targets and results In 2014, Simavi has focused on implementing its Theory of Change within all its current projects. As the table shows, the results were much higher than the targets set; an explanation can be found below. Results on the pillar Enabling Environment were not measured this year (see paragraph 2.4 for more information about our new monitoring and result framework).

Empowered Communities A total of 54,500 people received information on SRHR. This concerned topics such as safe and healthy pregnancy, safe delivery, family planning and contraceptives, HIV/ AIDS and other STIs, teenage pregnancies and Sexual and Gender Based Violence. The education sessions were more popular than partners expected, thereby the number of people reached was higher than planned.

This number includes a total of 7,000 community representatives trained in SRHR or in their role as representatives, as well as 696 people trained to build awareness on SRHR. In addition, 10,000 people were reached through media on a variety of SRHR topics.

Our Ugandan partner proved to be very successful in implementing their ‘Youth Peer Educator’ (YPE) project in the poor fishing communities of Mayuge. Operational research showed that young people in this area now receive their SRHR information and contraceptives mainly through the YPEs. In Malawi, partners trained community groups in passing the needs of the communities to local and regional health authorities. Another good example is the establishment of women’s groups in Bangladesh.

These groups have become a platform for women to share SRHR related problems, such as problems with access to contraceptives.

Sustainable services Besides providing training and informing the community on the use of SRHR services, we also worked to increase the quality of SRHR services by training health workers.

Instead of the targeted 14 health workers, a total of 156 health workers have been trained. They were trained in youth-friendly services, emergency obstetric care, preventing mother to child transmission of HIV and other topics. More trained health workers resulted in a higher number of people that had a consultation in 2014: 370,000 in total. The consultations included ANC visits, skilled deliveries, provision of contraceptives and HIV and other STI tests. The high result can also be explained by

COMMUNITY EMPOWERMENT

Number of people directly reached through education on SRHR Number of people reached on SRHR through mass media

Simavi targets

Simavi results

14,000 10,000

54,500 10,000

186,000 14

370,000 156

SUSTAINABLE SERVICES

Number of people with access to SRHR services Number of health workers trained (to improve the quality of the services)

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Structural improvement of basic health

the popularity of the education sessions: subsequently the community’s demand for service went up.

All partners implement activities that aim at creating sustainable changes by ensuring that the people in the community lead the implementation of activities, participate and have ownership. In addition to beneficiaryled methods, the project establish linkages with the government. For example, our Ugandan and Malawi partners work closely together with the District Health Office (DHO) when they train health workers or provide services. This way the partners can easily notify the DHO in case of problems and lobby for more resources for these activities.

Challenges Although the table shows that the results are good, challenges still remain. For example, the project in India that works through governmental structures has difficulties due to the slow implementation pace of the government. Community platforms are used to inform community members about this and to advocate faster implementation. In Uganda, unemployment among young people causes them to engage in risky sexual behaviour and substance abuse which increases their risk of contracting HIV or other Sexually Transmitted Infections . Our partner in Uganda supports the youth with productive activities such as games and sports.

Our partner also links groups to micro-finance support initiatives.

Structural improvement of basic health

35

Unite for Body Rights programme

photo: Jeppe van Pruissen

2,146,487

people directly reached through education on SRHR

2.2.3 Results of Simavi within the Unite for Body Rights (UFBR) programme

PROBLEM

S I T U AT I O N

222,000,000

women are not using any method of contraception

The programme In 2011, the Sexual and Reproductive Health and Rights (SRHR) Alliance launched the five-year programme Unite for Body Rights (UFBR), funded by the Dutch Ministry of Foreign Affairs. The overall budget for the programme amounts â‚Ź44 million (â‚Ź7.1 million for Simavi programmes).

Members of this alliance are Simavi, Rutgers WPF, AMREF Flying Doctors, Choice, and Dance4life. The SRHR Alliance focuses on reducing maternal mortality and including vulnerable groups in SRHR. This particularly concerns women and young people, but also men. The UFBR programme aims to work towards a society free of poverty in which all women and men, girls and boys, and marginalised groups are able to make safe and informed decisions on SRHR. This must be irrespective of their ethnic, cultural and religious background, as well as age, gender and sexual orientation. With the UFBR programme, the SRHR Alliance contributes to three of the eight Millennium Development Goals (MDGs) that have been agreed upon internationally. MDGs that are contributed to are achieving gender equality (MDG3), reducing maternal mortality & increasing access to contraception (MDG5), and fighting HIV/AIDS (MDG6).

Simavi implements the UFBR programme in India, Bangladesh, Kenya, Malawi and Tanzania.

lack of access to information, services and no support of partner or community

but would like to delay or avoid pregnancy PROBLEM

EFFECT

8%

22,000,000 unsafe abortions take place worldwide every year. 18,5 million of these occur in developing countries

of maternal deaths is caused by unsafe abortions

Simavi targets and results In 2014, we implemented our Theory of Change within the UFBR programme. That means that we worked on the three pillars of our Theory of Change simultaneously.

Empowered Communities We made great progress in educating women and young people on SRHR. A total of 19,600 people were trained to deliver SRHR education in schools and communities.

This is slightly less than planned. However, this lower number did not impact the number of people that were reached with SRHR information. A total of 2,146,000 people (including the 19,600 trained) received information on SRHR topics, such as safe and healthy pregnancy, safe

COMMUNITY EMPOWERMENT Number of people directly reached through education on SRHR Number of people reached on SRHR through mass media

Simavi targets

Simavi results

903,000 11,247,000

2,146,000 11,428,000

394 130 15

431 130 13

1,031,000 10,500

2,515,000 11,000

ENABLING ENVIRONMENT Number of representatives from partner organisations attending advocacy meetings Number of memberships of networks actively maintained by partner organisations Number of partner organisations with an advocacy plan

SUSTAINABLE SERVICES Number of people with access to SRHR services Number of health workers trained (to improve the quality of the services)

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Structural improvement of basic health

delivery, family planning and contraceptives, HIV/AIDS and other STIs, teenage pregnancies and Sexual and Gender Based Violence. This is far more than originally planned. The main reasons are 1) the high number of people who attended community awareness sessions and 2) the fact that partners have been able to organise many more community awareness sessions than anticipated.

The use of new media to reach people with SRHR information media also has been very successful. A total of 11,428,000 people were reached. In Kenya we reached a large number of people with SRHR information through our partner’s radio programme. Partners also use radio, TV and social media in other countries to reach people with SRHR information. Through education and raising awareness, large groups of beneficiaries have gained access to solid knowledge in SRHR and are able to make informed decisions.

SRHR in garment factories Our partner in Bangladesh started piloting SRHR and Menstrual Hygiene Management (MHM) services in 25 garment factories. Two to four times a month male and female youth councillors spent a day to visit each factory. They provided counselling to both male and female factory workers, provided free contraceptives and sold sanitary napkins at a reduced price. This strategy has proven to be very successful in reaching a target group that is hard to reach: women working in garment factories.

We are happy to conclude that Simavi is on track to reach its planned results in the UFBR programme.

Enabling environment We have gained support of community members, policy makers, traditional and religious leaders, service deliverers and others through training and raising awareness. One of our partners in India, NEEDS, started engaging men in their SRHR programme, by organising training sessions specifically designed for men. Focus group discussions showed that this approach resulted in improved couple communication, reduced domestic violence and improved men’s involvement in the choice of family planning methods.

Advocacy towards local, national and international policy makers and government members has been an important activity. Thirteen of the UFBR partners have a clear advocacy plan and strategy while the other two are still in the process of developing it. Moreover, Simavi partners are members of 130 advocacy networks. These local, national and international networks enable them to work together with other civil society organisations in building

support for SRHR at the institutional and political level.

Simavi partners were represented at advocacy meetings 431 times. This is more than planned, which shows that many partners have made great progress in establishing relations with local and national governments. During these meetings, Simavi was able to advocate improved SRHR locally, nationally and internationally.

In 2014, Simavi engaged five partners from Kenya, Ghana, Malawi, Uganda and India in international advocacy. This was achieved through a capacity building initiative for joint advocacy towards the 47th Conference on Population and Development (CPD). The objective was to strengthen the partners’ knowledge and capacity in order to influence international SRHR processes (see also paragraph 2.2.7).

Sustainable services As a result of the UFBR programme, a total of 2,515,000 SRHR services were provided, both at government health facilities and by Simavi partner organisations.

These services include ANC visits, deliveries with a skilled birth attendant, the provision of contraceptives, counselling and HIV and STI testing. This result exceeds our expectations. The education and awareness raising activities have been so successful that there has been a huge increase in the demand for SRHR services among community members. This resulted in higher uptake of services in government and private clinics.

Moreover, we have focused on improving the quality of these services, by training 11,000 health workers on SRHR and facilitating dialogue between patients (customers) and service providers. In Kenya, our partner TICH-GLUK has facilitated community dialogue sessions in which community members, health workers and local leaders discussed the health issues of their community.

They came up with solutions to improve the services. This also led to increased use of these services, which are now more accessible and of better quality.

Community Scoring Cards When the quality of sexual and reproductive health services is poor, Simavi involves communities more closely in the improvement and monitoring of those services. To that end, Simavi uses Community Scoring Cards that enable communities to assess health facilities and identify areas for improvement.

Communities formalise their voice through the Community Health Committees that are put up, so that they can hold local authorities and services providers accountable. This ensures budgets are allocated and the necessary improvements are made in services in accordance with existing national health policies and laws.

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Challenges Through education and awareness raising, large groups of beneficiaries have gained access to solid knowledge in SRHR and are able to make informed decisions.

However, we also see that increased knowledge and a better attitude in SRHR among the target group, does not necessarily result in changing behaviour. For example, an external evaluation showed that the approach of our partner BVHA in India, educating women on their SRH rights, resulted in positive changes in their knowledge and attitude. At the same time it also showed that only women who repeatedly participated in educational activities were able to actually change their behaviour.

This lesson learned will be taken along in future implementation of this project. We will choose less project locations and intensify the awareness raising and educational activities to increase our impact.

In 2014 we discussed the results from the 2013 midterm evaluations of the UFBR programme with our partners.

From several evaluations we have learned that - although the quality of services (ie. the number of clinics that comply with national guidelines) has improved -, in some cases the satisfaction with those services has not. We discussed strategies to tackle this issue. A first response is to increase the dialogue between the community and health service providers. By doing so health service providers can better understand the needs and demands from the community. And health services will better correspond to the actual needs. Also the use of community scoring cards and other social accountability tools will address this issue. Communities collect data about the health services in a structural way and use them to advocate for services that better fit their needs.

Midterm review for the Enabling Environment component of the Unite for Body Rights (UFBR) programme in India Project: The SRHR programme Unite for Body Rights Evaluation set-up: In addition to the official UFBR midterm evaluation which was conducted in 2013, every country within the UFBR alliance had the possibility to do an extra evaluation of a specific topic. An external midterm review took place that looked into the Enabling Environment component of the UFBR programme in India.

This evaluation is mentioned here, because the share of Simavi in the UFBR programme in India is large: the review assessed interventions implemented by six Indian organisations, five of which are partners of Simavi. The key objective of the review was to study the engagement of the various stakeholders in the programme, such as beneficiaries, community leaders, health workers and officials. The evaluation also looked into the sustainability of achievements in the programme on SRHR awareness, access to quality SRHR services and policy influencing in the field of SRHR. Main findings: The evaluation showed that the most important strategies to enhance the enabling environment were 1) the high level of participation of primary stakeholders, 2) the availability of correct and well-grounded information and 3) the implementation of community based accountability-seeking initiatives for ensuring quality of services.

The programme involved many types of stakeholders in multiple ways. Strengthening the different cadres of frontline health workers in the communities contributed most to creating an enabling environment. These frontline health workers reached the beneficiaries intensively and also bridged the gaps between the community and SRHR services.

The project has been successful in facilitating and improving institutional mechanisms and mobilising government resources to improve its functioning. A crucial intervention to create an enabling environment was to initiate and facilitate so called ‘Village Health, Sanitation and Nutrition Days’. The programme resulted in increased uptake of services (like antenatal care and contraceptives) and increased awareness on, for example, the need for antenatal and postnatal care, care for newborns and the existence of misconceptions.

Women also cited the higher survival rate of infants as a major achievement. Adolescent girls showed more interest in sexual and reproductive health issues and mentioned delays in marriage and increased proper practices related to menstrual hygiene as important changes.

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Learnings and recommendations: There is a need to enhance the leadership skills of the different local committees, such as the village health committees and the panchayat Raj Institutions that are responsible for several villages.

In addition, it is recommended to pay more attention to the involvement of men, including adolescent boys.

Parents and teachers continuously need to be challenged to support sensitive topics for youth, such as sex education.

There is an untapped potential of partnerships with other organisations and networks to building synergies and expansion of the programme’s impact. Advocacy efforts on higher levels such as the district and state level can be intensified.

The various community-based groups, but also local government institutions are not ready yet to be selfreliant. More support from the programme is necessary to sustain the effective functioning of these important stakeholder groups.

The way forward: Regarding the local government institutions, our partners decided to focus on advocacy at the state level in order to strengthen these institutions and ensure that they know their roles and responsibilities.

The SRHR alliance also decided to intensify efforts in engaging males in the programme as one of the five focus areas in improving SRHR. Moreover in 2015, two project evaluations are planned to look in more detail to: self-reliance, our Theory of Change and our strategies in India to work towards sustainable change.

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Access, Services and Knowledge programme

photo: Geert Snoeijer

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community groups organising SRHR activities

2.2.4 Results of Simavi within the Access, Services and Knowledge (ASK) programme The programme The ASK programme was launched in 2013, together with partners RutgersWPF, IPPF, Dance4Life, AMREF Flying Doctors, Choice and Stop Aids Now (the Youth Empowerment Alliance). It focuses on improving Access, Services and Knowledge (ASK) of disadvantaged young people between 10 and 24 years old. Within ASK there is a specific focus on young individuals, including youth in remote areas; young adolescents; Lesbian, Gay, Bisexual, Transgender, Queer, Questioning and Intersex (LGBTQI) individuals; young people living with HIV/ Aids and disabled young people. Simavi implements this programme in Kenya, Ghana, Indonesia and Uganda. The programme is funded by the Dutch Ministry of Foreign Affairs (overall budget €29.6 million; Simavi budget €3.4 million).

Simavi targets and results In 2014, Simavi has focused on implementing its Theory of Change within the ASK programme. That means, we simultaneously worked on the three pillars of our Theory of Change. We have mostly reached the targets for 2014.

Empowered Communities Objective was to inform 626,000 young people better about sexuality, sexually transmitted diseases, contraceptives, pregnancy, delivery, and available services. In this way they are enabled to make healthier choices regarding their sexuality. With 614,000 people

involved, the set target was almost achieved. Of this large group, 5,600 have been trained to build awareness on SRHR topics, which is twice the targeted number.

This high achievement is due to the fact that during implementation, partners realised a lot more could be achieved with the strategy of focusing on this aspect, and therefore made more effort.

Many more people have been reached through mass media then initially planned. This is mainly due to conservative planning around the relatively new social media channel. Another reason was the wide coverage of our partner TICH-GLUK in Kenya; Together with other ASK partners, TICH-GLUK hosted popular talk shows about SRHR on Lake Victoria Radio .

In Uganda, operational research has shown that Peer Educators and Village Health Teams have the potential to make significant impact in increasing access to and uptake of SRH services among young people. We will continue along this path and will also use it in other countries. In Ghana, operational research successfully involved young researchers. The research was set up to learn from the experiences of those young people who successfully overcame all the barriers that exist to accessing SRH services. Their experiences were subsequently used to improve the design of SRH information and service delivery to young people. This is a good example of Meaningful Youth Participation.

Sustainable services Our goal was to increase access to SRH commodities.

Besides this, we aimed to improve the SRH services that public and private clinics are providing, and increase the number of young people that are using them. About 2.2 million services and consultations were provided.

The services, consultations and commodities provided include: contraceptives, voluntary counselling and testing on HIV/AIDS and other STI’s, antiretrovirals for

COMMUNITY EMPOWERMENT Number of people directly reached through education on SRHR Number of people reached on SRHR through mass media Number of community groups organising SRHR activities

Simavi targets

Simavi results

626,000 4,000 243

614,000 1,297,000 253

2,989,000 336

2,176,000 616

ENABLING ENVIRONMENT Not measured this year, see explanation SUSTAINABLE SERVICES Number of people with access to SRHR services Number of health workers trained (to improve the quality of the services)

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Innovation Setting up innovative components, such as electronic and mobile health (E&M Health) had been delayed in 2013, but took flight in 2014. Great initiatives started. In Kenya for example, computer-based information centres have been set up. Here youth can access SRHR information directly, including videos and e-books. Tele-medicine is another innovation that the ASK programme in Kenya has started with in 2014. Health workers in remote areas can do health tests and use their mobile phone to send the results to a medical doctor, who diagnoses the clients. In Indonesia, social media is now being used actively for raising awareness and spreading information on SRHR.

treatment and prevention of HIV/AIDS, births attended by skilled personnel, antenatal care, post abortion care and safe legal abortions. The result was slightly below target, because difficulties are experienced with service delivery due to for example supply chain issues and legal restrictions (see challenges). In addition two newly identified and contracted Simavi partners in Kenya started implementation later than planned. This has slightly delayed the implementation of service delivery activities.

Creating an enabling environment To ensure buy-in for the changes and enhance their sustainability, we worked to increase people’s respect for the sexual and reproductive rights of young people.

Parents, community leaders, religious leaders, political leaders and policy makers formed the main target groups. In 2014 our partners in all ASK programme countries developed and implemented joint advocacy plans. A great number of lobby meetings have been organised at local, regional and national level. In Ghana an important goal is to include Comprehensive Sexuality Education in the school curriculum, since this is the most sustainable way to ensure young people get correct information about sexuality. With the support of Simavi a joint advocacy plan to reach this goal was developed in Ghana. Simavi indicators to measure progress on this pillar have been established this year, but were not measured yet (see paragraph 2.4 for more information about our new monitoring and result framework).

reproductive health services. In Uganda for example, difficulties are experienced with service delivery, due to complex supply chain issues. In Indonesia, the provision of SRH services to unmarried young people is restricted by law. This remains a challenge for most service providers, resulting in lower targets than expected. We support our partners to advocate a sustainable supply chain with government authorities. We also support partners to advocate against laws that hamper or harm the SRHR of young people. We support our partners in creating better understanding and increase respect for the SRH needs of young people.

Most of all I enjoyed the fieldwork, participatory approach and group work.

Young participant of operation research

We are flexible in our choice of local implementing partners, and we are able to react quickly to changing contexts. In both Ghana and Indonesia, new partners have been identified in 2014. In Ghana, an organisation has been contracted to boost the E&M Health component. In Indonesia an organisation with a clear rights based approach has been approached, in order to contribute a more progressive voice to the ASK alliance in 2015.

Challenges In all four countries, the most challenging target is providing of contraceptive commodities and sexual and

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Unite Against Child Marriage (UACM)

photo: Jerry de Mars

2.2.5 Results of Simavi within the Unite Against Child Marriage (UACM) programme The programme Our Unite Against Child Marriage programme is an upscaled version of the Unite for Body Rights (UFBR) programme, performed with our partners from the SRHR Alliance with the additional expertise of the Dutch NGO Edukans. Simavi is the lead agency. The Alliance builds upon the successes of the UFBR programme, but it has an additional focus on education. This is considered a key strategic intervention area to combat early forced marriages. The programme is implemented in India and Malawi, with 18 local partners. Of these local partners, 6 are Simavi partners. Funding is provided by the Dutch Ministry of Foreign Affairs (Overall budget €1.4 million; Simavi budget €542,000). .

Together, these strategies provide girls and their communities with the tools and knowledge to stop early and forced marriage and give girls a better start in their lives. Simavi uses a bottom-up approach to involve all key stakeholders. Thus, we enhance the understanding of young people and their ability to exercise their SRHRrelated rights. Each strategy is implemented through context-specific activities.

Simavi targets and results After the call and acceptance of the proposal, the first half of 2014 was spent on developing the UACM programme, initiating start up activities, revising targets, and introducing the programme to communities and government. Activity implementation of UACM began in October. This was due to the redrafting of the proposal.

This meant a decrease of the budget and changes in programme design. There was a delay in the signing of the contract, as well as in the receipt and distribution of funds.

The objective is to change harmful cultural practices that normalise child marriage, and at the same time providing girls with knowledge on sexual and reproductive health, and access to the services they need to make informed health decisions. The programme is set up according to our Theory of Change. It uses different strategies to empower girls. In this way we fight the practice of early marriage in India and Malawi.

The last quarter of 2014 was characterised by start-up activities in both India and Malawi. We held introductory meetings in Malawi, with various Ministries including the Ministry of Gender, Youth, Justice, Health and Education (CEGI) to present the UACM and to identify areas for collaboration. CEGI held preliminary meetings with chiefs in Southern Mzimba District, and with our local partner YONECO in Mangochi District, to discuss the role of local leaders in combating child marriages. These activities showed the willingness of the community to discuss cultural practices. Key social barriers to reducing the number of early forced marriages were also identified.

In Southern Mzimba, chiefs highlighted the need to change local bylaws. Only then would they be able to enforce the minimum age of marriage. In Mangochi, these discussions were more challenging, as it is a predominantly Muslim population. They expressed hesitation when it came to providing SRHR education to girls. For both districts, chiefs were more willing to take action if the marriages had not been consummated yet.

These meetings helped local partners identify key issues which need to be included in the next stage of workshops to be held with chiefs.

• Empowering girls empowers communities. This is done by creating access to formal education and involving local communities; • An enabling environment is created through development and improvement of legislation and policies; • Sustainable services are ensured by improving access to SRHR services.

In India, partners have been working closely to integrate project implementation and maximise advocacy efforts.

This was done through collaboration with other NGOs working on the issue of child marriage. In December 2014, partners gathered for the first national consultation meeting on UACM. During this meeting, implementation was discussed, and a joint advocacy strategy was developed to target the state level government in Odisha.

S I T U AT I O N

S I T U AT I O N

before age 18

girls get married before age 18 in developing countries

EFFECT

EFFECT

5x girls younger than 15 are 5 times more likely to die in childbirth than women in their 20’s

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before age 15

girls get married before age 15 in developing countries

pregnancy among the leading causes of death for girls aged 15 to 19 worldwide

Structural improvement of basic health

Simavi’s partners conducted several educational activities during this period. This provided support for peer educators who are a key element of the UACM. In 2015, these peer educators will work on raising awareness about the dangers of child marriage in their communities, and help build SRHR knowledge.

Local governments have also been mobilised. Meetings were held with representatives from various villages to discuss child marriage. All members agreed to stop child marriages in their villages, by empowering girls to continue attending school. If girls continue to attend school, they will not be married. And with more education, girls also gain more knowledge. This also makes them less vulnerable to child marriage. To make it possible for girls to stay at school longer, schools need to have proper WASH facilities. This permits girls to go to school even when they are having their period.

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Making Periods Normal

110,000 women and girls will be made aware of the risks of inadequate menstrual hygiene

photo: Jerry de Mars

2.2.6 Results of Simavi within the Making Periods Normal programme The programme On average, a woman menstruates during ten years of her live. For most women, these days are uncomfortable.

They experience pain, discomfort and lack of energy. In India, girls and women experience extra constraints when they are having their period. Due to cultural myths and beliefs surrounding sexual reproductive health and blood, they face limitations in managing their menstruation. It also limits their participation in daily life. Since women often don’t have access to information, affordable, good quality sanitary napkins or proper WASH facilities, managing their menstruation in a healthy way is a challenge. This has a significant impact on their personal development, economic status and on their health.

Simavi, Rutgers WPF and Women on Wings joined hands to ensure that girls and women in Munger and Bhagalpur, two districts in the state Bihar, will be able to fully participate in private and public life during their menstruation. The objective is to ensure that men and women see menstruation as a normal and healthy process in a woman’s life. In addition, we also want to increase knowledge of Menstrual Hygiene Management and prevention of infections, thus further improving the health of women and girls in Munger and Bhalpur. We also aim to create employment opportunities for local women through the distribution of sanitary napkins. This project is funded by the Dutch Postcode Lottery (Overall budget €2 million; Simavi budget €1 million).

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The programme was kick-started in September 2014 with a meeting of the Dutch and Indian partners in India. Roles and responsibilities of the different partners were defined and a framework was drafted for coordination. Following this meeting, the programme staff was trained and introduced to menstrual hygiene management.

At the end of 2014, the first activities to raise awareness were implemented in the target communities. An experienced partner was attracted to train the women’s groups that are involved in our programme on sales and marketing for the purpose of the distribution of sanitary napkins.

In addition, preparations were made for a baseline survey and monitoring framework of the programme.

This was originally planned for October, but slightly delayed because it took longer than expected to hire a consultant and finalise the research framework, including questionnaires. The survey will include a needs assessment, using Focus Group Discussions with women, girls, men, boys, teachers, health workers and community leaders. The programme intervention will be fine-tuned, based on the outcomes of the baseline survey. We expect to see our first reports at the beginning of 2015.

As we did not have any knowledge of menstruation, we were using anything without telling anybody. I was using an old dirty cloth and I used to wash it in the river. I was using always the same cloth, also if it was wet. Then we learned how to use it and what to do. Our trainer Tanu Didi told us that if we practice all these things, then we will stay healthy.

Rukhmani Kumari, participant photo: Jerry de Mars

Objectives for October 2014 - September 2015 were: • 110,000 women and girls have been made aware of the risks of inadequate menstrual hygiene and of ways to improve their menstrual hygiene management.

• 50,000 men and boys have been informed about menstruation and the importance of menstrual hygiene.

• 32,000 women and girls have access to affordable sanitary napkins through a local network of distributors.

• 160 women are able to make a sustainable livelihood from the sale, marketing and distribution of sanitary napkins • 5% of women and girls in Munger and Bhagalpur (total 1,3 million) use sanitary napkins to manage their menstruation. At the end of the programme this will be 25%, which is half of 660,00 women that we plan to have reached after three years.

Simavi targets and results

2.2.7 Results SRHR Advocacy Advocacy is a crucial intervention strategy within our Theory of Change. We believe sustainable, long-lasting change can only be achieved if Services and Community Empowerment are supported by lobbying and advocacy, in order to create an Enabling Environment.

Targets and results 2014 In 2014, we focused our Dutch and international lobbying and advocacy work on achieving the two objectives of the SRHR alliance, that we are part of: 1) Sustained or increased percentage of total Dutch Official Development Assistance (ODA) going to SRHR and 2) Continuation of the international agenda on SRHR after 2015, when the MDGs come to an end and are succeeded by the Sustainable Development Goals (SDGs). Simavi took up chairmanship of the SRHR Alliance advocacy group. Simavi also took responsibility for the coordination of the SRHR Alliance’s Dutch, international and in-country advocacy activities.

1. Sustained or increased percentage of total Dutch ODA going to SRHR Simavi continued to work on transparency of the SRHR budget, and endeavoured to see its part in Dutch development cooperation increased. In 2014, no budget cuts were made in the Dutch government’s budget for SRHR; the budget increased slightly from €383 to €416 million euro. For 2015, it remains at the same level, at about €392 million.

We also aimed to improve the balance between funding via multilateral organisations and via civil society. To this end, we collaborated with the Multiparty Initiative for SRHR and HIV/aids in the Dutch Parliament. We cooperated to formulate a resolution concerning the transparency of the Dutch SRHR budget. The evaluation by the Policy and Operations Evaluation Department (IOB) on the Dutch SRHR policy showed that the Netherlands has a strong SRHR policy. However, it also showed that the choice for funding channels does not adequately match ambitions. The strong focus on multilateral organisations (50% of the budget) leads to a lack of attention to taboo topics such as abortion. It also leads to inequality in access to services. The motion called on the Dutch government to be more transparent about who receives funding, reasons why this organisation was chosen and transparency on the impact the organisation has achieved and how this relates to the Dutch SRHR policy priorities. This motion has been implemented partially. In 2015, we will ask members of parliament to follow up on the parts that are still waiting to be implemented.

2. Continuation of the international agenda on SRHR after 2015, when the MDGs come to an end and are succeeded by the Sustainable Development Goals (SDGs).

In collaboration with the SRHR Alliance, Simavi aimed to strengthen the Dutch leading position on SRHR in international debates. This ultimately resulted in SRHR being included

The post-2015 agenda The United Nations Conference on Sustainable Development (Rio+20) was held in Rio de Janeiro in June 2012. Its main outcome consisted of the agreement by Member States to launch a process to develop a set of sustainable development goals (SDGs), the successors of the Millennium Development Goals. The Open Working Group (OWG), a Working Group consisting of 30 members of the UN General Assembly, was tasked with preparing a proposal for these SDGs. The OWG had 13 sessions or discussions between January 2013 and July 2014. It presented its report to the UN General Assembly in August 2014.

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The Conference on Population and Development (CPD) The 1994 International Conference on Population and Development (ICPD) in Cairo was a milestone for international commitment to SRHR, health, and population issues. Delegates from 179 countries agreed that the equality and empowerment of women is a global priority. They also agreed that sustainable development can only be achieved when people’s sexual and reproductive health rights are met. They year 2014 saw the 20th anniversary of this important agenda. During the Conference on Population and Development (CPD) in April and the Special Session on the ICPD during the United Nations General Assembly (UNGA) in September, a great number of governments recommitted themselves to the agenda. They recognised the gaps in implementation and linked the ICPD agenda and human rights principles to the Post2015 development agenda.

in the draft post-2015 agenda, albeit not to the extent that we would have liked to see.

Together with five of our partner organisations from Africa and Asia, Simavi participated in the 47th CPD at the United Nations in New York. These partners were supported in advocacy towards their own governments, and they linked up with the international SRHR network of civil society organisations. The fact that they had access to these platforms, were able to voice their experiences and reach influential people at an international level, is important. Simavi believes advocacy is most effective when community, national and international levels are linked.

Simavi and the SRHR Alliance addressed the Dutch ministry of Foreign Affairs to advocate a strong position during the 47th CPD. Simavi and the Alliance also co-organised several meetings between civil society and the delegations. Similar consultations and strategy meetings also took place around the Open Working Group discussions (see box) and the UN General Assembly. Moreover, Simavi regularly briefed parliamentarians about international processes and negotiations related to ICPD, the Open Working Group and post-2015 development agenda. In this way we helped strengthen the Dutch position on SRHR.

Lessons learned In 2014, Simavi initiated the above mentioned joint advocacy initiative with five local partners towards the 47th CPD. Looking back, it has been a year in which everything seemed to come together. Our advocacy in the Netherlands, in programme countries and at the international level cumulated into a joint effort for a strong continuation of the ICPD agenda and inclusion of SRHR in the post-2015 development agenda. Our partners participated in relevant conferences, Simavi and the SRHR Alliance addressed the Dutch ministry of Foreign Affairs to advocate a strong leadership role. Additionally the Dutch Parliament was informed about the international developments. It has clearly shown the benefits of having and maintaining a strong network in the Netherlands, internationally and through our partners. Through close collaboration with those networks, Simavi is able to influence complex international processes. Therefore we will continue working along this path of establishing and maintaining effective networks in international advocacy.

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2.3 Simavi WASH Results

2.3.1 Simavi’s work on WASH Access to drinking water and sanitation is a human right and a basic condition for a healthy life. However, access to drinking water is distributed unequally. There is inequality between urban and rural areas, slums and formal settlements, men and women, disadvantaged groups and the general population. As of today, nearly 800 million people worldwide still use unsafe drinking water and 2.5 billion people lack access to improved sanitation facilities. Lack of safe water, sanitation and hygiene (WASH) remains one of the world’s most urgent health issues.

There is a wealth of evidence that the use of safe WASH services contributes strongly to a general improvement of health status. Safe water, adequate sanitation and hygienic behaviour reduce the incidence of many communicable water-related diseases, as well as mortality rates.

In addition, improved health and WASH contribute to other development objectives. Many Millennium Development Goals are more difficult to attain without appropriate WASH facilities. 1) Adequate WASH provision contributes to universal access to good quality education: pupils with a good health status are better learners, and dropout rates among school-going girls decrease. 2) Business development without adequate water supply is hard to imagine. Several studies and stakeholders stress the economic benefits of WASH, and provide evidence that every penny invested in WASH yields a high economic benefit at the micro as well as the macro level. This happens through reduced water fetching time, reduced time to care for the sick, reduced morbidity, reduced mortality rates, reduced health care expenditures, a stronger and more productive labour force, and less loss of life years. This is exactly the reason why Simavi has a clear focus on WASH-activities, in order to sustainably improve people’s health.

THE IMPACT OF BASIC HEALTH

Roles and responsibilities Realisation of the right to water and sanitation requires a concerted effort of governments, civil society organisations, the private sector and communities. Governments have to take up a leading and coordinative role, and must ensure that policies and procedures meet the demand of the different WASH service users. The private sector is responsible for arranging the supply side through technically sound, cost efficient and effective WASH services. Communities can make use of their rights to WASH services, but they must also take responsibility to make use of the services in an appropriate and sustainable manner.

This includes paying fees and taking up roles in the operation and maintenance of systems when this is required. Only then can cost-efficient service delivery be ensured. Civil society organisations also play a role in supporting communities to achieve their rights to WASH. Firstly, they are to raise awareness in order to empower communities and create demand for the services that they are entitled to. Secondly, civil society organisations facilitate dialogue and coordination between all stakeholders. Through coordination, stakeholders act upon their roles and collaboration between them is rendered effective and transparent.

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Simavi approach and activities In line with our Theory of Change, we aim to empower and support communities to improve their health and WASH status through an integrated package of interventions. We use participatory methodologies, starting with a problem analysis. We organise health and hygiene education, behaviour change communication and awareness raising activities.

Improved access alone is not sufficient to live and maintain a healthy life: it’s just as important to empower communities so they can demand their rights and actually utilise these services.

Saskia Geling, Programme Manager WASH

In many developing countries, institutional frameworks and policies are quite well defined at the national level. However, decentralisation of responsibilities and tasks to local governments is often accompanied by insufficient decentralisation of funding, capacities, information and decision-making mandate. For this reason, we seek to balance a supportive attitude towards district authorities and service providers with a watchdog role.

In order to create an enabling environment – the second pillar of our Theory of Change we support our partner organisations to carry out local lobbying and advocacy activities, in order to influence district WASH policies, planning and practices. We also support the establishment of local advocacy mechanisms. These promote dialogue and accountability between people who use the services, civil society organisations, governmental agencies and public or private service providers.

In addition we aim at creating sustainable services, the third pillar of our Theory of Change. We identify actions that will lead towards solutions that fit into the priorities of the community. Finally, we implement and evaluate these solutions. By doing so, we help increase the capacity of the communities to organise themselves, to understand their health problems, to know how to behave to reduce health risks, to articulate their needs and demands, and to manage communal WASH facilities in order to ensure their operation and maintenance for a long time to come.

Sustainable WASH To Simavi, sustainability is a key principle. It serves as the starting point of our work. Every activity we undertake and support is first assessed on its sustainability. Our Theory of Change ensures that we deliver sustainable, long-lasting improvement of basic health. In addition, Simavi (together with the Dutch WASH Alliance partners) developed the FIETS sustainability principles. We actively promote its application and use. FIETS is the acronym of the starting letters of the five key elements of sustainability: Financial, Institutional, Environmental, Technical and Social. We consider WASH systems to be sustainable when all five elements are simultaneously addressed (see paragraph 1.4 for more information on FIETS).

Simavi WASH results Result: Empowered communities In 2014, Simavi programmes have successfully increased knowledge on and improved attitudes towards WASH. We reached almost 2.2 million people with education on WASH. This is 800,000 more than planned, because of a successful approach within the SHAW programme in Indonesia, where our local partners work together with village volunteers, motivating the community.

The goal of education is to increase knowledge and finally enhance healthy behaviour, like washing hands before eating. In 2014 we recorded one million people showing healthier behaviour. This major long-term achievement is also due to the success of the SHAW programme in Indonesia of which the final evaluation was done in 2014.

Results: Enabling environment In 2014 3,900 people were trained in policy influencing, more than twice the targeted

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number. This achievement can be attributed to the trainings which were held in the context of the Simavi WASH programme in India and the Dutch WASH Alliance programme in Mali and Uganda. More people than expected participated in these trainings. As a result, tools used to enhance dialogue on WASH needs between communities, governments and public or private service providers were applied 356 times at district, provincial or national level, in line with our plans.

Results: Sustainable services In 2014, Simavi created access to WASH services for 244,000 people in marginalised communities in Africa and Asia. This was 150,000 more than planned, as a result of the good performance of the SHAW programme.

Our WASH Programmes In 2014, Simavi invested in WASH through the following seven programmes: 1. The Simavi WASH programme 2. The Sanitation, Hygiene and Water programme (SHAW) in Indonesia 3. The Dutch WASH alliance programme 4. Phase 1 of the Ghana Netherlands WASH Programme 5. Improved Wash Services, Dhaka Bangladesh 6. The MKAJI Programme Tanzania 7. The Football for Water Programme

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Simavi WASH programme

58 communities more involved in Operations and Maintenance of facilities

photo: Beyond Borders Media

2.3.2 Simavi WASH programme The programme The Simavi WASH programme consists of 20 different WASH projects, which are being implemented in the Simavi focus countries with funding from different types of sources, such as foundations and contributions from the general Dutch public. The total amount is €0.5 million.

These WASH projects are in line with the approaches and the Simavi WASH policy mentioned above. However, each project has different starting and end dates and different funders. Each programme can also have a different focus depending on local needs and financers.

Simavi targets and results During 2014, the 20 projects under the regular Simavi WASH programme had a strong focus on community empowerment. Significantly more people than planned were reached with education on WASH; 241,000 people were reached while 80,000 people were planned to be reached. Also ten times more people received training on social accountability or policy influencing, and more than 200 community groups organised activities to improve their own WASH situation. This shows a focus on community empowerment in the Simavi WASH programme. This will lead to increased access and utilisation of WASH services in the coming years. The number of new people with access to WASH services and those that utilise these services was not that high in 2014.

Outcomes such as people with access to WASH services

and people utilising these services are not reported on every year, but only once or twice during an average project cycle of three years (see paragraph 2.1). Current projects under implementation are expected to show results on outcome level during the next 2 years.

End evaluation of the Simavi WASH project ‘Developing a replicable model for drinking water and sanitation in India’ Project: Local communities have the highest stake as well as the most knowledge about local resources. Therefore, the project’s aim was to put these communities at the centre of WASH governance, by enhancing the capacities of local communities, local representative bodies and institutions at community level. A local government model on drinking water and sanitation was developed. Capacity of the duty bearers at local, district and state level was built.

Evaluation set-up: A final evaluation concentrating on the relevance and effectiveness of the project, and the sustainability of its interventions.

Partner, duration and location: The Regional Centre for Development Cooperation (RCDC) implemented this project from 2011 till 2013 in the state of Odisha, India.

We worked in 30 communities spread over 3 districts.

Main findings: The evaluation concluded that a lot of progress had been made in effective community

COMMUNITY EMPOWERMENT Number of people directly reached through education on WASH Number of people reached on WASH through mass media Number of community groups organising WASH activities Number of communities more involved in Operations and Maintenance of facilities Number of people who are aware of measures against WASH-related diseased

Simavi targets

Simavi results

80,000 123,000 92 38 25,900

241,000 134,000 221 58 18,500

ENABLING ENVIRONMENT Number of people who have been trained on policy influencing or on social accountability Number of times a social accountability tool is applied Number of recommendations or lobby issues taken over by authorities

164

1,700

128 60

152 60

SUSTAINABLE SERVICES Number of people with access to WASH services Number of public places with improved WASH facilities Number of water points rehabilitated or constructed Number of sanitation seats in public places

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40,600 179 463 800

35,400 307 816 1,000

mobilisation, women participation and linkages with local government authorities, holding them accountable. The project also proved to be very effective in disseminating information, enhancing community members’ awareness about their rights and entitlements. Community members were empowered to raise their voices and take action on their own. These qualitative changes have helped most target communities to address WASH issues in their own villages.

The evaluation also highlights the value of research. A study of sanitary behaviour (a study on how and where people relieve themselves) and toilet preferences was conducted as part of the project. This yielded information on what fits which local context, what people prefer and how issues such as privacy evolve. With locally available construction materials, the toilets have been adjusted to increase privacy and to facilitate use by disabled people.

The adjusted toilets were very much appreciated by the communities.

Learnings and recommendations: The goal to develop a local government model that could be replicated turned out to be too ambitious in the given timeframe. The evaluation therefore recommends a project extension to build on the successes and also to scale up advocacy efforts on policy influencing and WASH inclusion in education. Due to funding constrains a project extension was not possible. If opportunities arise to develop a new programme in India with this partner the learnings and recommendations will be taken into account.

Mid-Term evaluation of the Simavi WASH project ‘Promoting Health for Rural school and community’ project in Bangladesh Project: The project focuses on water and sanitation infrastructure and hygiene promotion. It aims to ensure drinking water and sanitation facilities both in schools and in the community. In this way, a population of around 25,000 people in South-West Bangladesh is targeted.

Evaluation set-up: A quick scan report was commissioned, to investigate the progress of project implementation and its adjustments for further improvement.

Main findings: One of the main findings is that the project is on track in terms of infrastructural improvements that enhance access to safe water and adequate sanitation.

Learnings and recommendations: However, the evaluation questions whether behavioural change with regard to hygiene is sufficiently addressed in the current approach. In addition, sustainability and quality of the work are not considered optimal due to time pressure, a limited season to work in and other unforeseen delays. The evaluation recommends a set of realistic and feasible project management adjustments, such as a project extension, enlargement of the geographical area to include more suitable sites, improvement of the monitoring system on sustainability, and adjustment of the work plan to seasonality. The mid-term evaluation results were used to adjust the planning for the remaining project implementation period.

Triggering behavioural change through awareness raising on WASH

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Sanitation, Hygiene and Water programme

photo: Benno Neeleman

1,064,679

people with healthier behaviour

2.3.3 The Sanitation, Hygiene and Water programme (SHAW) in Indonesia The programme Simavi and a consortium of five local partners have been promoting the adaptation of Community Based Total Sanitation for 4.5 years. This programme is known as Sanitasi Total Berbasis Masyarakat (STBM). Simavi coordinated the SHAW Programme, which was funded by the Embassy of the Kingdom of the Netherlands (Overall budget €9.6 million; Simavi budget €9.6 million).

It supported the Indonesian government in its objective to scale up Community Based Total Sanitation (STBM) throughout Indonesia. SHAW is the first programme in Indonesia that focuses on all five pillars of STBM: 1) Open Defecation Free (ODF) communities 2) Washing hands with soap at critical moments 3) Household water treatment and safe storage of water and food 4) Solid waste management 5) Liquid waste management The goal of SHAW is to create an enabling environment where communities of 9 districts on 5 islands in Eastern Indonesia can achieve sustainable healthy behaviour

and a healthy living environment. People are motivated to change their behaviour into sustainable healthy behaviour. This increases the community’s demand for facilities and services. A discussion then starts together with the communities on how support for this can be found. This includes for example lobbying at the district government, building low-cost sanitation facilities which the communities can pay for themselves, or connecting to other organisations that provide facilities.

Simavi targets and results The Sanitation, Hygiene and Water (SHAW) Programme in Indonesia was planned to come to an end in December 2014. However, following the good result from the final programme evaluation, SHAW was granted a six-month extension period until June 2015, in order to ensure a smooth implementation of the exit strategy and to document the knowledge and learnings of the SHAW programme.

The SHAW programme has proven that implementing all the 5 pillars of STBM in an integrated manner at community level is very feasible and yields better results in sustaining healthy living and healthy behaviour. Key to this achievement was the fact that our local partners work together with village volunteers at the grassroots level, motivating the community. There are now 10,700 trained village volunteers who are still actively promoting

COMMUNITY EMPOWERMENT

Simavi targets

Simavi results

761,000 1,100 64 750,000 1,100

1,482,000 564 88 1,065,000 564**

14

21

9 9

9 4

32,800 750,000 0

183,000 1,431,000* 178

Number of people directly reached with education on WASH Number of community groups organising WASH activities Number of communities more involved in Operations and Maintenance of facilities Number of people with healthier behaviour Number of villages officially declared STBM*** ENABLING ENVIRONMENT Number of people who have been trained on policy influencing or on social accountability Number of recommendations or lobby issues taken over by authorities Number of districts that have allocated budget for continuation of STBM after the programme*** SUSTAINABLE SERVICES Number of people with access to WASH services Number of people utilising WASH Number of water points rehabilitated or constructed * This number represents people using toilets or water. People using both toilets and water supply are counted twice.

** Many of the remaining villages have been verified for the 100% STBM status but are still in the process of getting an official declaration. *** These are programme specific indicators only used within SHAW and therefore not included in the total overview of programme results in Annex 1.

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and monitoring the practice of STBM in each household.

These trained village volunteers are included in the total number of people reached through education. We worked directly and very closely with the village households.

Therefore it was possible to introduce all the five pillars in a holistic way. Some 1.4 million people have been reached and 564 villages have been declared to have the status of ‘100% STBM’, meaning all people in the village practice the 5 pillars of STBM pillars.

We targeted 761,000 people to be reached and motivated to apply STBM. This means we have doubled the target for education. Out of these people, around 1,065,000 (planned 750,000) have actually changed their behaviour. They practice all five pillars of STBM, which is a great result showing the impact of our activities.

We also targeted to reach 1,100 villages and be able to declare them to have the status of ‘100% STBM’. At the end of 2014, we reached and promoted STBM in all 1,100 villages, and 564 villages were declared 100% STBM. The declaration of 100% STBM is usually a ceremonial activity organised by the district government for several villages at the same time. Many of the remaining villages have been verified for the 100% STBM status but are still in the process of getting an official declaration.

In 2014 we also focused on ensuring a smooth handover to the Indonesian government, ensuring the sustainability of our STBM implementation. Through a multi-stakeholder approach and advocacy efforts by our local partners, four out of the nine targeted districts have committed budget

to the continuation of STBM in their development plans.

Challenges STBM is a national policy for sanitation issued by the Ministry of Health. However, the Ministry cannot influence implementation by the district government too much.

The reason for this is that the Ministry does not provide any funding for STBM implementation in the districts. The district government has to use its own district budget for any development programme they wish to start. Through lobbying, we gradually convinced more and more districts to select STBM as a development project and provide funding for it.

Furthermore, the SHAW programme is a non-subsidy programme. This means that Simavi does not bring any money or goods to the communities or to the government. Therefore, there was some resistance at the beginning. This came not only from the communities and the district governments we wanted to work with, but also from our local partners who were not used to working in this way. However over the years, Simavi has bolstered the confidence and the capacity of our local partners, to enable them to implement STBM and to convince all the nine districts to adopt this policy. It is now widely acknowledged that the non-subsidy approach is successful and creates ownership and involvement.

At the end of 2014, SHAW was evaluated externally.

Results are described on the next page. Plans for the continuation of the programme are mentioned in chapter 7 Outlook.

photo: Benno Neeleman

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End evaluation of the SHAW Programme Evaluation set-up: End 2014, a final external evaluation of the SHAW programme was conducted. The objective was to assess the relevance and coherence, efficiency, effectiveness and impact of the programme.

Main findings: The outreach of the programme was found to be extremely successful. At the moment of its closure in June 2014, it had reached approximately 1.4 million people; this is twice its initial target.

SHAW’s clear and unambiguous choice for a non-subsidy approach, which went against prevailing practices in similar programmes, is also considered highly satisfying.

It was one of the key factors for future replication. Some of the other most outstanding characteristics of the programme implementation include: • The double track approach; involving government institutions at district level and involving every single family in the village at grassroots level; • The high level of attention for capacity building of local cadres; • The conscious attempt to adapt technological solutions to the people’s preferences.

In addition, the evaluation concluded that the program stood out by its good management and its monitoring and evaluation system that includes an important learning component, from the grassroots level up to the program management level.

In terms of creating an enabling environment, the evaluation showed that SHAW succeeded in the creation of a sustainable healthy living environment. This was done by triggering the attention for STBM-5 pillar and embedding it in government policies and practices.

The programme has demonstrated positive perspectives regarding the sustainability of results. There are strong indications that STBM-5 pillar is well grounded in the people’s lives and that it has become part of their lifestyle; it has become a social obligation. The strong conviction that STBM-5 pillar contributes to a decrease of illnesses constitutes an important guarantee for sustainability.

Finally, financial considerations play a limited role, because adoption and maintenance of STBM-5 pillar is financially viable for most households.

People interviewed mentioned that their health situation changed in a positive way, both for women and men.

What they mentioned mostly were decreased incidence of diarrhoea and worm infections, less malaria and less skin diseases.

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The overall conclusions on the SHAW results and approach are positive. Simavi is very proud that the SHAW-approach has proven to be so successful. These are integrated in the plans for the continuation of the programme after 2015 (see chapter 7 Outlook).

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67

Dutch WASH Alliance programme

189

times a social accountability tool is applied

2.3.4 Results of Simavi within The Dutch WASH Alliance (DWA) programme The programme The Dutch WASH Alliance is an alliance of six Dutch NGOs with extensive experience in WASH. It is made up of Simavi, Akvo, Amref, ICCO, RAIN and WASTE. Simavi is the lead agency of the alliance. We also cooperate with six thematic partners in the North: Wetlands International, IRC, WaterAid, Both ENDS, the PRACTICA Foundation and RUAF. A much broader group of Southern and Northern NGOs also cooperates with the WASH Alliance.

In total, the DWA currently works with close to seventy southern partners in eight countries: Bangladesh, Nepal, Ethiopia, Uganda, Kenya, Mali, Benin and Ghana. In these countries, the formation of (in)formal Southern WASH Alliances is facilitated with the help of country coordinators. The programme is funded by the Dutch Ministry of Foreign Affairs (Overall budget: €45.5 million; Simavi budget €15.4 million).

The main objective of the DWA’s five year programme (2011 - 2015) is to achieve increased sustainable access to water, as well as the use of safe water and sanitation services, and improved hygiene practices for women and marginalised groups. During the five year period, the total DWA programme aims to provide access to improved sanitation facilities for an additional 1.2 million people and improved drinking water facilities for an

additional 440,000 people, mostly in rural areas This is done through country programme partners and multistakeholder platforms. The WASH Alliance has followed a careful participatory methodology while developing the programme. Thus harmonisation was ensured with other organisations responsible or working on WASH. It also ensured ownership of the programme interventions by the users and relevant institutions.

Simavi targets and results In 2014, Simavi has focused on implementing its Theory of Change within the DWA programme as well. That means, we simultaneously worked on the three pillars of our Theory of Change. We have reached or exceeded the targets set for 2014.

Community Empowerment In 2014, Simavi reached almost 13 million people through mass media campaigns. The planned result was exceeded by more than 50%. This was due to local media in Kenya, Bangladesh and Ethiopia showing more interest in covering WASH topics than expected. Effective repeated mass media coverage through newspaper articles is employed to ensure that many people hear about relevant WASH topics. Hearing about WASH is a first step in bringing about behaviour change. More detailed information must follow; this ensures people becoming convinced and deciding to adjust their behaviour to the desired behaviour with regard to WASH. As planned, more than 400,000 people received more intensive education about WASH. The number of people that will have actually adjusted their behaviour as a result of these activities

COMMUNITY EMPOWERMENT Number of people directly reached with education on WASH Number of people reached on WASH through mass media Number of community groups organising WASH activities

Simavi targets

Simavi results

419,000 7,934,000 20

410,000 12,918,000 28

ENABLING ENVIRONMENT Number of people who have been trained on policy influencing or on social accountability Number of times a social accountability tool is applied Number of recommendations or lobby issues taken over by authorities

1,500

2,100

215 5

189 3

SUSTAINABLE SERVICES Number of people with access to WASH services Number of public places with improved WASH facilities Number of water points rehabilitated or constructed

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13,300 53 63

15,900 47 76

will be measured in 2015. This will be done through an outcome measurement organised by the WASH alliance.

Enabling environment In 2014 we involved more partners that are specialised in lobby and advocacy. All partners have integrated structural lobby and advocacy with the national, regional and local government to ensure continuation of WASH sector developments and funding. Also capacity building of various governmental staff took place on for example citizen engagement and policy work, WASH financing and coordination of WASH. Government engagement was increased through visits to project location. More people than planned were trained on policy influencing or social accountability (see glossary) due to an increasing interest in the subject. Furthermore many partners are involved in stakeholder forums through which they provide guidance and policy direction for the implementation WASH. This will enhance the sustainability of the WASH alliance activities after the end of programme.

Sustainable services Since the indirect results of the DWA programme have not been measured in 2014, partners have only reported 15,900 people of whom we know that they received access as a result of facilities installed at public places. In other words, these are those of whom we know for sure that they have gained access because of programme intervention. In 2015, the outcome measurement will reflect the true effect of the programme in terms of access. This is because in 2015, people who gained access to sanitation for instance because they were able to get a credit to build a latrine at home will also be counted. This is an indirect effect (outcome). It is complex to measure indirect outcome; this is therefore only done once every two years. This number was about 2,000 more than planned, a good result. Besides, 76 water points were rehabilitated or constructed, 25% more than planned. Whether people actually use these services will also be measured in 2015.

Below we provide some examples from Simavi partners’ activities: Highlights of our programme in Bangladesh: Sanitation as a business The Water and Sanitation Programme of the World Bank had a strong impulse to develop sanitation as a business. Therefore, training of sanitation entrepreneurs on sanitation techniques was started, as well as market promotion. The high payback-rate of the loans received by the participating entrepreneurs has encouraged ASA,

one of the largest micro-finance institutes of Bangladesh, to create a loan product for WASH. This loan is both for entrepreneurs and for consumers. So far, four credit products have been brought to the market by various players.

Increasing government budget With our Budget Tracking programme, we have managed to gain an increased government budget for WASH of 14%. Guiding principle in this approach is proposing the annual budget for WASH based on the real needs of people. Involving people in budget preparation increases trust in local government institutions.

Interestingly, results were seen in the Union Parishads (local government units) where the programme was implemented, but also in the neighbouring Union Parishads that noticed its benefits.

Highlights of our programme in Uganda: Lobbying & advocacy We succeeded in getting in place strong national advocacy programme. This resulted in an increase of the local WASH budget of 101 million UGS in the two districts in which we are active. Our activities included: • Training Civil Society Organisations and private sector on Right To Water and Sanitation • Budget tracking • Launch of a journalist network for WASH • Strategic involvement with the Uganda Parliamentary commission, the Ministry of Water and Environment and other key line ministries Highlights of our programme in Ghana: Private sector improvement Activities that contributed to improvement of the private sector: • 20 women groups benefitted from the INTAGRAD sanitation credit scheme, as it enabled them to construct household latrines. At the same time, these women became engaged in activities that generate income, such as rice processing, shea butter extraction and groundnut oil processing.

• 94 local latrine artisans were trained and equipped to assist the rural communities in pursuing their Community Action Plans and to support rural entrepreneurship.

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71

Challenges 2015 will be the last year of funding for the Dutch WASH Alliance so the main challenge is to consolidate the knowledge and learnings from the past 4 years and use these to ensure continued improvements. A key challenge for 2015 will be to reach the tipping point for scaling up.

The tipping point is the point where our activities not only have reached lasting results, but also lead to more efficient results: reaching more with less input. Increased collaboration between the WASH sector stakeholders (financial institutions, entrepreneurs, local government, households and NGOs) is the Alliance’s strategy to reach the tipping point during the fifth year of the programme.

Mid-Term Evaluation for the Rwenzori Integrated Safe Water Development, Hygiene and Sanitation Improvement Project, Uganda (part of the Dutch WASH Alliance programme) Project: The main aim of the project is to empower people of the Rwenzori region, both in rural and urban areas. They are provided an integrated and sustainable water, sanitation and hygienic programme that responds to people’s WASH needs and has respect for the environment.

photo: Jeroen van Loon

Partner: With funding from the Dutch WASH Alliance, a local Ugandan Alliance was formed to implement this project. Part of the alliance are two implementing agencies: Health through Water and Sanitation (HEWASA) and the Joint Effort to Save the Environment (JESE). Also two technical assistance agencies participate: Protos Belgium and SNV The Netherlands.

Evaluation set-up: The purpose of the evaluation is to assess the outcomes of the Rwenzori Integrated Safe Water Development, Hygiene and Sanitation Improvement Project as well as the performance of the alliance. Working within the alliance is a key component of the project in order to achieve wide coverage and optimise synergies.

Main findings: The project has been successful in the implementation of WASH. Feedback from communities, government counterparts and partners clearly indicates a broad recognition of the high quality of the implemented technologies. These technologies include water supply technologies (Gravity Flow Schemes, shallow wells, hand-dug wells and rain water harvesting tanks); but they also include public sanitation facilities (ecological sanitation, fossa alterna and conventional 5-stance lined pit latrines). In addition to the hardware, the sensitisation and the training formats and methods applied are appreciated. In some cases they are also replicated within the region and abroad. The latter is the case for the approach on strengthening Operations & Maintenance of WASH facilities and the involvement of women in the construction of rain water harvesting systems.

Strengthened by the positive findings the project implementation continued as planned.

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Structural improvement of basic health

End of project evaluation for the Advocacy & Capacity Building Programme (part of the Dutch WASH Alliance programme) Project: A three year Advocacy and Capacity Building Programme on budget tracking and monitoring funded

by Simavi. Budget tracking provides insight into how much money is spent on WASH and where it is spent.

This empowers the users to lobby for more budget, or better use and distribution of the available budget.

Partner: The Uganda Water and Sanitation NGO Network, UWASNET. Evaluation set-up: During a consultative workshop the work of UWASNET was informally evaluated by a variety of stakeholders.

Main findings: UWASNET strengthened its 180 members by providing trainings on 1. advocacy and effective engagement; 2. the local government development planning process; and 3. documentation, data management and communication skills. In addition, training manuals were developed and disseminated to guide capacity building activities within the network.

Moreover, the Water and Environment Media Network published over 12 articles drawing attention to WASH. Learnings and recommendations: The work of UWASNET will be strengthened further if budget tracking and monitoring become a continuous activity.

This will allow them to realise their ambition and extend budget tracking to more districts thus ensuring better monitoring of the allocation and use of WASH resources.

Since the training I have sold almost 2.5 times more latrines or latrine parts than before.

This has resulted in an increase in my average income from 2400 BDT to 6500 BDT per week (us$30- 80). I have also expanded the number of sanitation models, spare parts and equipment for sale in my shop.

Abdul Khalek, local entrepreneur, selected to join the Entrepreneurship & Social Marketing training in Bangladesh

The debate and advocacy efforts for increased prioritisation and budgetary allocation to WASH should be complemented by a study on the economic impact of water and sanitation. With such a study evidence is gathered about the importance of safe drinking water, hand washing and a good disposal of waste for the health of people: If people are healthier, they are more productive and thus contribute to economic growth.

Such evidence can increase the impact of advocacy activities. The findings will be taken into account in a possible follow up project with UWASNET.

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73

Ghana Netherlands WASH Programme

52

public places with improved WASH facilities

74

Structural improvement of basic health

photo: Jeppe van Pruissen

Structural improvement of basic health

75

2.3.5 Phase 1 of the Ghana Netherlands WASH Programme (GNWP) The programme GNWP is an integrated WASH programme with the overall objective of improving sustainable use of, and access to, WASH services in Ghana by 2020. The programme is implemented in five urban municipalities of over 1.5 million people. It focuses on poor and vulnerable groups.

A consortium has been formed by Simavi, consultancy firm Berenschot and Witteveen+Bos, an engineering firm with extensive experience in establishment of water supply facilities worldwide. This consortium is working together in phase 1 of GNWP, which will end in June 2015. The main function of the first phase of GNWP is to pilot an innovative approach and use its lessons to scale up activities and reach the overall goal by 2020. The programme is funded by the Dutch embassy in Ghana (Overall budget €6.3 million; Simavi budget €2.4 million).

Simavi has a key role in the implementation of phase 1. Firstly, we lead the so called ‘Work package 5’. This includes 1) WASH in 100 Schools, 2) capacity building of WASH actors at 5 municipalities and at the national level, and 3) behavioural change communication in the target municipalities to reduce open defecation and increase healthy behaviour. Secondly, we contribute to the Action Research for better understanding of hygiene

behaviour change. And thirdly, we lead the design of the ‘WASH Masterplan’ in one of the five municipalities. This masterplan defines the long-term vision and strategy aimed at improving the WASH situation.

Innovative approach on behavioural change and sanitation marketing In order to sustainably change the behaviour of people living in the target municipalities, Simavi simultaneously implements different activities. 1) We create demand for improved household toilets by confronting people with risky health practices (see box); 2) we incite people to build and use household toilets through enforcement of sanitation by laws; 3) we support the suppliers of household toilets through a forum of sanitation entrepreneurs and 4) we motivate private initiatives in toilet construction by supporting the development of business plans and linking them to financing opportunities.

Simavi targets and results During the first half of 2014, Simavi developed an ambitious strategy and work plan to contribute to the realisation of the GNWP goal of zero open defecation in 2020. We proposed a unique set of WASH activities to serve school children and poor people in urban neighbourhoods. This consisted of working on the demand and supply side of household sanitation. Thus, we create the conditions for the sanitation market to evolve (see description above). After 6 months of implementation, in 2014 the GNWP has already delivered

COMMUNITY EMPOWERMENT Number of people directly reached with education on WASH Number of people reached on WASH through mass media Number of community groups organising WASH activities

Simavi targets

Simavi results

33,900 15,000 41

33,300 15,000 41

ENABLING ENVIRONMENT Number of people trained on policy influencing or social accountability Number of times a social accountability tool is applied Number of health officials trained in enforcing the sanitation regulations**

10 2 25

10 5 5

SUSTAINABLE SERVICES Number of public places with improved WASH facilities Number of water points rehabilitated or constructed Number of sanitation seats in public places Number of sanitation entrepreneurs brought together to analyse opportunities in the latrine market**

52 6 208 40

52* 6 208 45

* All Water and sanitation improvements are counted separately, regardless if they take place in the same school or in different ones. In this case 26 schools underwent both water and sanitation improvements. ** This is a programme specific indicator only used within GNWP and therefore not included in the total overview of programme results in Annex 1.

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the following results on the three pillars of our Theory of Change: Community empowerment During the inception phase, extra funding was granted to increase the number of participating schools from 70 to 100. From August onward, our local partner NGOs started the implementation of the School WASH programme and behavioural change communication.

We made considerable progress in all activities. In 2014, we reached all 100 schools with capacity building of the School WASH managers. A total of 150 members of the school management teams of the 100 schools were trained in the operation and maintenance of WASH facilities. Community leaders and parents were involved in Parent Teacher Associations, to ensure that surrounding communities will protect and maintain the School WASH infrastructures. The project trained 41 school management and community groups in the management and operation of these WASH facilities.

This equals about a quarter of the target for the whole programme.

To create a dynamic market for household latrines, Urban Community Led Sanitation groups were formed in the 15 open defecation hot spots. They were triggered, creating disgust and shame with regard to the practice of open defecation. A marketing company was contracted for the design and implementation of a media campaign to complement the creation of demand at the community level. Over 15,000 people were reached through mass media, which mainly consisted of discussion on radio. This was according to plan. 33,300 people were reached with awareness raising activities in their neighbourhoods. An example is activities around open defecation ‘hotspots’ (places where many people use the street as a toilet) and with events like a march during World Toilet Day. Enabling environment WASH service providers and the municipal authorities are accountable for providing safe water and proper sanitation to the people. A total of 10 Community mobilisers were trained in how they - together with the people from their neighbourhoods - can stimulate WASH service providers and authorities to live up to their responsibility and roles. A total of 5 municipal dialogues were developed. In these municipalities, 15 main zones where open defecation was practiced, were mapped.

Dialogues were held in these municipalities on how to go about it. By using the social accountability tool of municipal dialogue, communities can voice their concerns and directly address those responsible. This creates an enabling environment.

The training of 5 health officials working at one of the

Confronting and shaming to change behaviour in order to achieve behaviour change, ‘triggering’ is a methodology that is often applied. The village group comes together to map the community and identify open defecation sites – places where people use the street as a toilet. They share food. As a next step, they jointly visit the open defecation sites. Then they take a bit of faeces and put it next to the food. Now, everybody can see flies flying from the food to the faeces. Afterwards, people are invited to take the food. Showing people how flies contaminate food in this way creates disgust and a incites people to change the practice of open defecation.

5 municipal governments was also important in the creation of an enabling environment. They were trained in enforcing the sanitation regulations. The health officials of the other 4 municipalities will be trained in early 2015.

Sustainable services As a result of the activities, 26 schools (out of 100 for the total programme period) improved their water and sanitation facilities. In total 208 latrines were built, half of which are for boys and half for girls. On the supply side of the market for household toilets, 45 sanitation entrepreneurs were brought together to analyse opportunities in the latrine market and grow their business. Overall, the programme has performed well in reaching its targets in 2014.

Challenges The most pressing challenge is to complete the activities and achieve quality within the set timeframe. We need to speed up implementation, while at the same time safeguarding the guarantee of quality. Therefore, GNWP partner Witteveen+Bos is strengthening our local partner ProNet in the organisation and monitoring of the construction works. The consultant provides quality monitoring and coaching to support the infrastructure component of WASH in schools that are part of the programme.

Another key challenge is to design and pilot a consistent approach to sanitation marketing. A local consultant has been hired to support the structural implementation and systematic learning of sanitation marketing.

Finally, macro-economic developments such as depreciation and later appreciation of the Ghanaian currency CEDI heavily affected the financial situation of the project.

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Improved WASH Services Dhaka Bangladesh

photo: Jerry de Mars

2.3.6 Improved WASH Services, Dhaka Bangladesh The programme Dhaka has 12 million inhabitants and is one of the fastest growing cities in the world. It absorbs an estimated 300,000 to 400,000 migrants annually. About 28% of the total population of Dhaka city is poor and lives in slums and squatter areas. They can be defined as low-income communities (LIC). The water supplies, sanitation, waste water and solid waste disposal practices of these slums and squatter areas are very poor and unhygienic, resulting in poor health indicators.

Problems that are frequently reported are: • Local communities don’t consume or buy the drinking water that is supplied by an official facility • Local communities don’t transport the water in a hygienic way from the supply point to the household.

• There is no central coordination by governmental authorities in the planning of new facilities.

• There is often no (institutionalised) structure for continuous Operations and Maintenance of facilities, leading to deterioration of facilities. This ultimately means a stop in the water supply even in case of a minor defect.

• Technologies used are too complicated for local communities and do not meet local needs. They are costly and high-tech, making them difficult to operate and maintain.

• Regulation is lacking. Services in many LIC areas are often inadequate in terms of volume, quality, accessibility, while tariffs charged for those services are often higher than the officially approved water tariff: the poorest people in society pay the highest fee for the most inadequate services.

This project is a Public Private Partnership, in which the company VEI (an international water operator) collaborates as a private partner, with DWASA (a public drinking water company in Bangladesh) and NGOs Simavi and our local partner DSK. Simavi will support the LIC unit of DWASA in implementing an integrated WASH approach in the selected slum areas. The government of The Netherlands (GON) and its embassy in Dhaka (EKN) are major co-financers (Overall budget €6.7 million; Simavi budget €150,000). The project will run until September 2016.

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The objective of the Improved WASH Services in the Dhaka Programme is to enhance the operational performance of DWASA and to support the organisation in providing water and sanitation services to the urban poor. Our goals for the end of the project in 2016 are: • Between 20,000 – 60,000 people in 2-6 low income communities will have access to and use of clean drinking water and sanitation facilities; The target for 2014 was 10,000 people.

• The target group will have increased understanding of hygiene management and apply this in their daily lives; • Community groups are empowered and wellorganised.

Simavi targets and results In the first quarter of 2014, about 2000 people were reached by training on hygiene. Three sanitation facilities have been rehabilitated as planned. We made strong efforts to involve the government, public services and land owners. However, the license to install the well near the project location Jheelpar slum was unfortunately denied. We were informed that this land was not permitted for occupation and would be possibly evicted in order to protect the canal, the lake and the environment of the adjacent areas. Therefore Simavi, VEI, Water for Life and DWASA had to decide - in consultation with the Dutch Embassy in Dhaka - that continuing investment in this specific area was unfortunately no longer justified.

Nevertheless, we want to achieve the objectives of this important programme. Therefore we decided to identify new slum areas. Taking into account the risk that land owners might have conflicting interests, we worked hard to select new slums on public land. The revised proposals for two new areas, in Dhamalkot and Hazi Sobhan, have now been approved by Simavi and Water for Life. We are starting implementation from 1 November 2014 onward.

During 2014 and 2015, 10,300 inhabitants will benefit from this joint intervention that will install and rehabilitate WASH facilities in the area, train the community to maintain new facilities and provide education on health and hygiene related subjects.

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MKAJI Programme Tanzania

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100 health facilities that will be part of this programme selected

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2.3.7 The MKAJI Programme Tanzania The programme Maji kwa Afya ya Jamii (MKAJI) is Swahili for ‘Water for Community Health’. The 5-year MKAJI programme aims to establish durable safe water supply services at 100 primary health facilities in the Dodoma Region. It is funded by the Swiss Agency for Development and Cooperation (SDC) with an amount of $8.4 million (Overall budget and Simavi budget). The targeted facilities are situated in (semi-)rural communities that want to improve the health conditions of their inhabitants. A particular focus is on pregnant women and mothers with infants. In total, we aim at a population of 2.16 million people.

Infrastructural works for WASH are complemented with capacity building activities on 1) sustainable water supply operation and maintenance, 2) improved hygiene behaviour, and 3) responsible governance. Health care staff and members of the surrounding communities participate in these capacity building activities. A consortium has been formed with Witteveen+Bos, a consulting and engineering company, and three local Tanzanian partners in Dodoma Region, Tanzania.

The programme is implemented by Simavi with this consortium. The partners involved are specialised in monitoring of construction works, training on hygiene, social accountability and gender. The programme aims to improve the water and sanitation facilities at 20 primary health facilities in Dodoma region per year.

Simavi targets and results Since the programme activities started at the end of 2014, the results have been mentioned separately. In 2015, we will report according to our regular monitoring framework. Our most significant results for 2014, the first year of the programme, are: • We have selected all 100 primary health facilities that will be part of this programme.

• We have selected 20 health facilities that we will start with. We have also identified the most effective water supply solution: rain water harvesting, water supply network connection or borehole connection.

• We have made detailed water supply construction drawings and cost overviews for the 20 health facilities; • We have made detailed sanitation construction drawings and cost overviews for every health facility selected for upgrading; • We have contracted various local organisations and businesses to deliver water supply and sanitation materials and works; • We have mapped existing water governance structures in the 20 communities of the selected health facilities.

WASH infrastructure All preparations for the water supply and sanitation construction works at the 20 primary health facilities have been completed. These include: construction drawings, tendering documents and training guidelines.

The official Memorandum of Understanding (MoU) has been signed by all parties involved at 4 primary health facilities. This MoU ensures the sustainability of the construction works. The actual construction will start in the first months of 2015.

Capacity building Trainings for capacity building have been prepared. The actual activities will start in 2015.

The kick-off of the programme was postponed from April to August, due to the fact that a suitable Programme Manager could not be appointed - despite an extensive international recruitment process. The Programme Manager guides the preparatory activities of the inception phase. Therefore the Programme Manager is critical in achieving the results. Because of the late start, the goal to improve the water supply and sanitation facilities at 20 primary health facilities has not been reached. Therefore, the target of 20 primary health facilities per year will be increased to 28 health facilities in subsequent years, both in 2015 and in 2016.

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Structural improvement of basic health

85

Football for Water Programme

photo: Beyond Borders Media

80

public places with improved WASH facilities

2.3.8 Results of Simavi within the Football for Water Programme The programme The Dutch football federation KNVB, UNICEF, Simavi, Vitens Evides International, Aqua for all, Akvo and the Dutch Ministry of Foreign Affairs all join hands in the Football for Water partnership. The goal of the partnership is to provide 750,000 schoolchildren with safe drinking water, sanitation, and hygiene in schools within four years. The programme is funded by the Dutch Ministry of Foreign Affairs (Overall budget €27 million; Simavi budget €1.3 million).

Football for Water is unique in the world as a strategic combination of football, raising awareness on hygiene and delivering WASH services to schools. The KNVB is contributing through its World Coaches programme.

World Coaches are being trained and deployed at every school, and any school football pitches in need of repair are serviced. UNICEF, Simavi, and VEI make sure that the schools have water and sanitary facilities and work towards sustainable use and management of those facilities. Simavi adds its expertise about behavioural change to stimulate healthy behaviour and good hygiene.

UNICEF’s strength lies in fund-raising and partnering with governments in the south. VEI provides expertise in the field of water projects in urban areas. Aqua4All provides design support for the business approach, and AKVO handles the online communication platform.

Simavi targets and results In 2014, Simavi has reached the following results on the three pillars of our Theory of Change: Community empowerment Awareness raising on proper hygiene behaviour was carried out in all the schools. A total of 18,700 people were reached with education activities. These include children as well as people from the surrounding communities. For school children, a supportive environment is crucial in order to be able to act as agents of change. Such an enabling environment is also fostered through the community outreach activities. The number of people reached is lower than planned, since several partners did not report the number of people reached, but only reported the number of trainings provided at schools. Because the Football for Water partnership uses different indicators than the Simavi indicators not all partners could provide these numbers.

It is still too soon to measure the impact of hygiene behaviour uptake. However there is anecdotal evidence that pupils are changing their hygiene behaviour because of the combination of life skills training (through football) and providing access to WASH facilities. A great example is a girl student in Kenya, who made an appeal to the local member of parliament to support the girls with the provision of sanitary pads.

Sustainable services Both Kenya and Ghana have been catching up, as there was some carryover of 2 schools which we planned to reach in 2013. Here project implementation was finished

COMMUNITY EMPOWERMENT Number of people directly reached with education on WASH Number of community groups organising WASH activities

Simavi targets

Simavi results

42,900 56

18,700 21

ENABLING ENVIRONMENT Number of people who have been trained on policy influencing or on social accountability Number of times a social accountability tool is applied

48

24

18

10

SUSTAINABLE SERVICES Number of people with access to WASH services Number of public places with improved WASH facilities* Number of water points rehabilitated or constructed Number of sanitation seats in public places

16,800 80 20 256

10,000 80 12 188

* Water and sanitation improvements are counted separately regardless of whether they take place at the same school or at different schools. In this case, 40 public places underwent both water and sanitation improvements..

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during 2014. A total of 40 (18 schools in Kenya and 22 schools in Ghana) were planned. This target has been reached.

External unforeseen factors have hampered the implementation of the activities. Firstly, there was a teacher strike in Kenya. Secondly, Ghana has experienced huge inflation (more than 17%), which affected prices of construction material and fuel. This resulted in insufficient implementation budget to carry out all planned activities.

In addition, unexpected rains caused flooding of sites and made roads inaccessible, affecting the original work plan. Therefore a rescheduling of activities was needed and the set targets at the beginning of the year had to be revised. This explains the lower number of toilet seats constructed in the schools: 188 were build instead of the 256 planned. It also explains why the planned number of people with access to improved sanitation facilities has not been reached. In addition, planning included the number of latrines that households of the surrounding communities would construct. This was part of the community led total sanitation approach (see glossary) used. However, progress on the number of households constructing latrines was not reported by the partners.

This will be reported next year.

Enabling environment All the schools targeted in the programme are public schools. This means that the local government needs to provide a yearly budget for each school. This consists of for instance budget for education material and maintenance. Budget for WASH facilities is often not provided. Therefore, 24 members of the School Board of Management were trained in using a Cost Recovery Planning Tool, which helps them to gain insight in the costs of operational management of the school facilities, such as monthly operation costs and (preventive) maintenance costs. Insight in the costs is crucial to ensure sustainability of the facilities. It supports the School Board of Management when engaging with the local government to advocate budget disbursement. A total of 10 of the schools drafted their Cost Recovery Plan, including the budget expected to be covered trough the Education Office of the government.

Challenges In 2014, the Cost Recovery Planning Tool was introduced.

By unveiling costs, schools became aware of how much income was needed to maintain the facilities. This was the first time these schools made this calculation.

Arriving at full cost recovery is challenging, given the fact that the schools in question are public schools.

Budget released through the public system is too low to maintain the facilities. Creative solutions are sought, such as small income generating activities at the schools, like kitchen gardening or renting out the playground during weekends.

During the first half of 2014, partners implementing WASH and the Football partners were not aligned well enough. The construction of WASH facilities takes longer due to integrated community mobilisation and seasonal limitations such as rain. Raising awareness through football can be implemented at a faster pace. In the second half of the year, good progress was made in aligning the activities.

An important lesson learned is that the programme should be presented at school level as a joint programme between the Football and the WASH partners, instead of as standalone activities. In the second half of 2014, the partners organised joint trainings and visits to the school.

Ways of creating awareness, such as the introduction of the programme and hygiene training in the schools was done jointly by football and WASH partners.

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2.3.9 Results WASH Advocacy Advocacy is a crucial intervention strategy within our Theory of Change. We believe sustainable, long-lasting change can only be achieved if Services and Community Empowerment are supported by lobbying and advocacy, in order to create an Enabling Environment. Simavi advocates WASH at the community, district, national and international level. In this way, governments and authorities, as well as the private sector, are involved actively in a community’s health situation. Results of our advocacy activities at the community and national level are part of the evaluation of our WASH programmes (paragraphs 2.3.2 – 2.3.8). In this paragraph, we evaluate the results of our advocacy work both on a global level and in the Netherlands.

Global advocacy Sanitation and Water for All High-Level Meeting The 3rd High-Level Meeting of Sanitation and Water for All (SWA) took place in 2014. It is a global partnership to realise WASH for all, and is the most important advocacy opportunity in 2014. The presence of 20 Ministers of Finance (compared to 5 two years ago) showed the increased political momentum of water and sanitation at the global level. Our lobbying goal was to focus on the sustainability of WASH services in order to increase the attention for sustainable WASH among the commitments that countries from all over the world make during the SWA High Level Meeting.

Joint efforts of the Dutch Ministry of Foreign Affairs, IRC and Simavi to focus more on the sustainability of WASH services resulted, among others, in a discussion on this topic during the Sector Ministers Meeting (preceding the High-Level Meeting) and the HighLevel Meeting. As the focal point of Dutch NGOs for SWA, we attended the 3rd High-Level Meeting in Washington with two partners from Ghana and Uganda. We also coordinated a joint message from the Dutch NGOs. Sustainable Development Goals Another important global topic was the development of Sustainable Development Goals that will succeed the Millennium Development Goals. In their final proposal of July 2014, a working group representing 70 country governments advised to include a separate goal on water and sanitation. This was very positive and quite an achievement after two years of campaigning by the End Water Poverty network (in which Simavi actively participates) and other partners. A major achievement was the inclusion of the human right to water in the preamble of the text.

Unfortunately, the inclusion of WASH facilities in schools and health centres was missing in this proposal. This contradicted with the earlier report of the High-Level Panel of Eminent Persons that came out in 2013. These facilities are an important step towards basic health for all, and Simavi has several successful programmes on this theme. Therefore, we decided to focus our post-2015 lobby specifically on the inclusion of WASH facilities in schools and health centres. Together with the End Water Poverty network of 270 NGOs, a ‘key ask document’ was developed in response to the final document of the Open Working Group.

During the annual Steering Committee meeting of SWA which took place in The Hague, we organised a side-event about institutional WASH in the post-2015 development agenda.

This contributed to the above-mentioned lobbying to include WASH in schools and health centres in the Sustainable Development Goals by asking the SWA steering committee to take this further.

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Challenge In influencing the Dutch position regarding the post-2015 development agenda, it seemed hard to strategise with other Dutch NGOs. Both other NGOs, Partos (the trade organisation of the Dutch development cooperation sector) and our team had limited capacity to work on this theme. For future advocacy, it’s important to make a clearer choice about priorities and targets to achieve and take capacity into account during planning. In 2015 and beyond, the WASH IT consortium will be an important platform to jointly plan advocacy work around the post-2015 development agenda.

Advocacy in the Netherlands Our objectives are 1) to ensure sufficient and sustainable finance for WASH and 2) put sustainability of WASH services on the agenda and 3) to advocate One Water Goal in the post-2015 development agenda. The ambition of the Dutch government on drinking water has decreased. At first the aim was to reach 41 million people in 2015. Now the aim is to reach 33 million people in 2018. Simavi questioned this new goal by means of a critical letter addressed to the Minister of Foreign Trade and Development Cooperation just before the budget for development cooperation was discussed in parliament late November. The letter was signed by 18 organisations. Unfortunately this criticism received no response, neither from Minister Ploumen nor from responsible parliamentarians during the yearly budgetary debate. Follow-up is scheduled in 2015.

The Ministry of Foreign Affairs and the Ministry Infrastructure & Environment both intensified their cooperation on international water affairs. This cooperation put pressure on the WASH budget within development cooperation. The new policy documents, are titled ‘One Water Vision’ and ‘International Water Ambition’. Both focus more strongly on water resource management and deltas instead of clean drinking water and sanitation.

This poses a risk to future budgets for WASH. Simavi made sure several NGO’s were heard in discussions with both ministries about the ‘One Water Vision’. We achieved this through our key position as the chair of the lobbying group of the NGO-platform of the Netherlands Water Partnership. However, it has become increasingly difficult to ensure a proper position for WASH in the new policy documents of the government. This will be one of the main topics to work on in 2015.

In 2014, the lobby and advocacy group of the Dutch WASH Alliance continued its work on increased and sustainable financing for the WASH sector, the institutionalisation of budget tracking, increased awareness of the Human Right to Water and Sanitation (HRTWS) and recognition of the importance of well-functioning ecosystems for the delivery of sustainable WASH. Linking North and South A third focus of our advocacy work is enabling local partners to participate in international advocacy. Beside the above-mentioned two partners that participated in the SWA High Level Meeting, we enabled three additional partners to attend the yearly planning meeting of the End Water Poverty coalition in Nairobi. This increases the voice of the Southern organisation. It also increases our own impact, especially regarding the post2015 development agenda. And we organised a network and exchange meeting with six partners, so as to to enable South-South knowledge exchange on WASH advocacy.

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2.4 Monitoring and evaluation

Simavi’s Theory of Change (see paragraph 1.4) describes what we do and how our work on the three pillars leads to our ultimate goal: structural improvement of basic health.

But: how do we measure our progress? How can we collect evidence that we indeed achieve long lasting results?

In 2014 we developed a new Planning, Monitoring and Evaluation (PM&E) system to define how we measure progress on all levels of our Theory of Change. This major task has been undertaken and resulted in Simavi’s results monitoring framework. Indicators have been set for each level of accomplishment (output, outcome and long term outcomes). The unit (number of people, facilities etc), the frequency of measurement (every year, every two years or at the beginning and the end of a programme) and how this information is gathered (regular monitoring or external evaluations with surveys) have also been defined.

WE MEASURE FOR EXAMPLE THE IMPACT OF IMPROVING SERVICES ON THE FOLLOWING LEVELS: INPUT

OUTPUT

OUTCOME

LONG TERM OUTCOME

Activity

Immediate result

Result after two years

Sustainable result

We train health workers to make services in health centres more youth and female friendly.

We record the number of people trained and specific training topics.

We record the number of health centres that have improved the access and quality of their services.

We measure how many people are actively using the services, for example by going to the clinic to give birth,instead of delivering at home with a traditional birth attendant.

Important choices had to be made in the design of the results monitoring framework. The following dilemma’s were taken into consideration: • How ambitious should the monitoring be? While progress is ideally monitored thoroughly and uniformly, the system depends on the gathering of data by partner organisations. It also depends on time allocation by all involved. Not only do partner organisations sometimes have limited PM&E capacity, they also face the challenge of having to apply different monitoring systems as they implement different programmes.

Each has its own set of agreements in terms of how to keep track of progress.

• How to do justice to programme diversity (theme, scope, strategy, size, context) and still come to results that can be added up for a Simavi overall picture of all achievements? While the number of trainings given can be monitored for WASH and SRHR, other results are theme-specific. A WASH example is the number of latrine seats placed in public places while for SRHR it is important to track the number of health facilities that increased their compliance with national quality standards.

We are very proud that we managed to develop and implement the framework within one year. The programme results of 2014 (see paragraph 2.1, 2.2 and 2.3) have been processed and analysed according to the new system. The year 2014 was a transitional year. While the new system was developed, partners reported according to existing indicators. As

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far as possible, these have been adapted and included in the new system. But not all new indicators have been monitored in 2014 yet. More figures will be available from 2015 onwards, when partners will be asked to report according to the new PM&E system, and be supported in doing so.

Besides the development of the simavi results monitoring framework, we adapted our database in order to include the progress data. Thus far, this system had mainly been used for project administration. Thanks to a new Results Planning and Reporting module, progress can now be monitored in terms of Simavi results for each and every project.

This unveils the contribution of each project to the overall Simavi results as defined in our Theory of Change. Simavi now can present achievement figures at the project level, at the programme level, and also at organisational level. This is a major step towards quality programming. It also enables us to continuously communicate our results in a transparent way towards our stakeholders. A first step publishing these data has been made at: http://simavi.org/what-we-do/work/.

2.5 Policy and programme development

Simavi has extensive experience and expertise in the fields of WASH and SRHR. This expertise is enshrined in our strategies and Theory of Change. However, we took it upon ourselves to elaborate in more detail what exactly our expertise entails. Therefore, in line with the 2014 annual plan, Simavi defined our so-called Key Programme Areas, important topics within our programmes. We developed factsheets in which we shed light on our strategies and ways of working, about five of our thirteen Key Programme Areas. These are: Behavioural Change Communication, Menstrual Hygiene Management, Maternal Mortality Audits, Socially Sustainable WASH, and Sustainable Sanitation Chain Services.

Simavi hereby reached our target in the light of our 2014 plans, with exception of the Programme Area WASH in Schools and Safe Motherhood, which will be finalised beginning 2015.

Partner identification fund After finalising our new Theory of Change, we looked at our current partner portfolio, in order to assess to what extent we are able to cover all elements of our Theory of Change through the activities of our existing partners in the countries we work in.

We held the identified trend that the traditional North-South paradigm is steadily becoming something of the past (see paragraph 1.1) in mind, and concluded that in some countries, we were not adequately equipped to cover our Theory of Change. This would pose a risk to achieving our ultimate ambition to have structurally improved the basic health of 10 million people by 2020. Therefore we decided to invest in the identification of new partners who work and achieve results in the areas of our Theory of Change that we felt were not adequately addressed. Through this Partner Identification Fund, we planned to identify new partners, train existing partners and initiate start-up projects with them.

In 2014 we conducted 4 partner identification missions in Kenya, Malawi, Uganda and Tanzania with the budget from the Partner Identification Fund. The remainder of countries where missions took place where covered from other sources. An average of 10 potential partners were identified per country. An average of 3 per country were shortlisted out of these 10 potential partners. Out of the shortlisted partners, a selection will be made in 2015 in order to assess which partners will be provided with a start up grant to create track record. In this way, Simavi systematically invests in renewing the partner portfolio, covering our Theory of Change and increasing our capacity to implement and scale up programmes.

All of this is done with the ultimate aim to work towards achieving our ambition of structurally improving the health of 10 million people by 2020.

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3. Diversified financing and innovative partnerships

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Diversified financing and innovative partnerships

Fundraising and partnership development is the second focus area of Simavi’s Strategy 2020. Setting up sustainable partnerships with different stakeholders is an essential factor in achieving structural improvement of basic health. Therefore it forms the core of our fundraising strategy. Partnerships not only allow us to find new sources of funding, thereby broadening our fundraising scope. They also enable us to increase the impact of our work and to find innovative solutions for health problems. The objectives of 2014 were: 1. Intensifying our existing relations with Dutch individual donors and parties in the private sector, engaging with new private donors and developing new partnerships in the corporate sector; 2. Enhancing institutional fundraising with development agencies of international governments, multilateral institutions and (inter)national foundations; 3. Developing public-private partnerships in which each partner brings in specific expertise and network.

The first objective is quantified and further explained in paragraph 3.2.1 and 3.2.2. The second is elaborated upon in paragraph 3.3 and 3.4. Paragraph 3.5 lists our achievements on the third objective. We will start with our general fundraising strategy and important trends in fundraising.

Strategic developments 2014 Partnership policy As part of Simavi’s strategy, we believe that partnerships are crucial to achieve sustainable and meaningful results in our programmes. Collaboration with both public and private stakeholders are becoming increasingly important to design and implement interventions that meet the needs of the target groups and take into account local context (i.e. socioeconomic factors, environment and institutional setting). Partnerships add value and increase the impact of our work.

2013 showed a broadening of our fundraising scope, going from mainly private and governmental donors, to working together with companies, other business associates and multilateral institutions. Continuing on this path in 2014, we finalised a fundraising strategy for our institutional fundraising. International philanthropic foundations and business development were included in this fundraising strategy. This year we invested a lot in expanding our cooperative efforts with the private sector and institutional partners, in addition to successfully managing and participating in our existing strategic alliances, such as the WASH Alliance, the SRHR Alliance and the Football for Water partnership.

Central to our fundraising strategy is the preparation and submission of project proposals.

In 2014 the fundraisers (see 3.4) submitted 22 concept notes and full proposals to different donor organisations including USAID, DFID, MOFA Finland and DGIS. This resulted in eight new projects being awarded with funding in 2014, such as mentioned in this paragraph and in paragraph 3.4 We also worked on a new strategy and new propositions for the corporate sector. In response to the trends we have identified (see 3.1), we aim to be a partner for businesses that are looking for new and sustainable ways to engage with their customers, employees or suppliers (see for more information 3.2.4). And in view of our more personalised approach to individual givers (see for more information 3.2.2), we worked on developing a strategy to attract more major private donors. Connecting to our cause on a deeper level takes time, meaning that we expect to see results over the coming years.

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3.1 Trends in Fundraising

Digitisation: increasing transparency of results The amount of available data in our field of work is enormous and continues growing on a daily basis. Both private, corporate and institutional donors are looking for ways to make sense out of all that data, while at the same time demanding access to this information 24/7, where ever they are and on every device. Naturally, they demand transparency in money flows and wish to be informed on the impact of their donation.

That’s why the requirements for NGOs in the fields of communication and information have increased over the course of the years. At the same time digitisation increased the possibilities of being transparent without having to perform highly time consuming administrative tasks. Last year we worked hard on gaining better insight into progress on programme results through improving our reporting system . We developed a new Planning, Monitoring and Evaluation framework (see chapter 2.4). At the beginning of 2015 we will launch a new English and Dutch website that will provide straightforward and up to date insights into financing, results and impact of our projects, in keeping with the latest developments (see chapter 4).

Increase of competition and critical donors/partners Private donors, business partners and philanthropic foundations are looking for ways to ‘make this world a better place’ and at the same time meet their (business) goals, needs and objectives. Fundraising has become friendraising; the question asked is: ‘What is our common goal and how are we going to achieve this goal together?’. With digital and online tools in place and through expansion of our network, we will be able to further segment appeals, develop partnerships that truly create value, and personalise our outreach to donors. Gradually, we will start treating all donors like major donors.

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3.2 Income from direct fundraising

STATEMENT OF INCOME FOR THE YEAR 2014

Actual 2014

Budget 2014

Actual 2013

442

358

608

1,957

2,018

1,744

84

-

34

104

pm

548

2,587

2,376

2,934

1,943

1,159

926

276

251

210

66

30

53

2,285

1,440

1,189

Dutch Ministery of Foreign Affairs for Simavi

8,568

9,421

7,690

Dutch Ministery of Foreign Affairs for Alliance partners

7,011

6,224

5,947

420

1,750

296

15,999

17,395

13,933

Interest income

92

125

97

Other income

60

102

43

21,023

21,438

18,196

(x 1,000 Euro) Income from direct fundraising Collections Donations and gifts Sponsoring legacies and bequests Total Income from third-party campaigns The Dutch Postcode Lottery Co-financing projects Aqua for All Co-financing projects other Total Government grants

Swiss Agency for Development and Cooperation Total

TOTAL

3.2.1 Collection The 2014 collection not only met our financial objectives (€358K); with a total of €442K our objectives were even exceeded. Quite an achievement, considering the fact we had fewer collection volunteers (12,600 compared to 13,000 the year before). They proved more loyal, motivated and therefore connected to our cause, thus generating higher yields. Another reason for these higher revenues, was the income we gained from selling our collection boxes to other organisations, as we will not need them anymore in the future.

Although this year’s collection was a success, we had already decided that it would be our last. In 2013 we had come to the conclusion that the costs of organising the nationwide door-to-door collection are too high compared to the benefits.

We feel very fortunate that we have such loyal and committed supporters. We will keep involving them in our work, and engaging them in a way that is similar to how we engage with our individual givers (see below). We also maintain personal contact with active collection coordinators through email and phone. More about our volunteer policy can be found in paragraph 5.5

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3.2.2 Donations and gifts OVERVIEW OF DONATIONS AND GIFTS

Budget 2014

Actual 2014

Difference Actual 2014 - Budget 2014

Individual giving

705

791

86

Walking for Water event

307

324

17

International foundations

304

143

-161

Dutch foundations

440

481

41

Private sector

262

218

-44

2,018

1,957

-61

(x 1,000 euro) Income from direct fundraising

Total

Individual giving Our objective for 2014 was to receive €705,000 from 16,000 individual givers. Thanks to 16,225 individual donors, we received €791,000. This was an increase of 11% compared to 2013 (€712,000). This good result shows that attracting new individual givers and engaging existing individual givers - our strategy since 2013 - is helping us to reach our goals.

In 2014 our satisfaction survey amongst individual donors by telephone has been replaced by an yearly online survey. Results will be available from 2015 onwards. We asked their opinion about Simavi’s work and communication.

In 2014, we focussed more on our fundraising appeals through a cross media approach, integrating direct mails, e-mailings and social media. We also applied a much more personalised approach towards our individual givers. We communicated with them through thank you letters, phone calls, newsletters and Facebook, informing them how their contribution has had a positive impact on our work (see paragraph 4.2).

Unfortunately, we see that the average amount per private donor is dropping. The reasons behind this are the ongoing economic crisis and declining trust in the sector of development aid as a whole. We responded to this issue in our new marketing communication strategy (see chapter 4) and our approach towards major private donors.

In 2014 we also gained revenue from campaigns and events that were organised to support the work of Simavi, such as the half marathon in Egmond (revenue €15,000).

In addition to regular fundraising appeals, two main fundraising activities took place in 2014: the nationwide door-to-door collection (see 3.1.1) and the Walking for Water (Wandelen voor Water) campaign.

Walking for Water campaign (Wandelen voor Water) Walking six kilometres with six litres of water on your back is part of daily life for many children in developing countries. During the Walking for Water-campaign, 15,783 pupils from 210 Dutch primary schools experienced how hard this is. The event is an initiative of Aqua for All in collaboration with Simavi, Amref, ZOA, Akvo, Rotary clubs, and partners from the water sector such as drinking water companies Dunea and PWN. We planned to raise €307,000 by involving 195 schools and 12,000 students. We received

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€324,000 from 210 schools and 15,783 students. The success was bigger than planned, because of another relatively new Dutch national event: the King Games. This is a sports event for schools celebrating the birthday of King Willem-Alexander. Schools used Walking for Water as an informative and fun experience for this sports event. Another success factor were the collaborations with Rotary Clubs, companies and municipalities. These enabled us to organise more walking trails for the schools.

Given the high interest in using the Walking for Water concept during the King’s Games, we will inform schools more extensively about this possibility in 2015.

Foundations Simavi works together with a number of foundations, both corporate foundations and family funds. We continued and consolidated our relationship with current private foundations. These included amongst others: Waterloo Foundation, Mebi Foundation, Johanna Donk-Grote Foundation, Ruigrok Foundation, Weeshuis der Doopsgezinden Foundation and Vodafone Foundation.

To diversify Simavi’s fundraising, we also explored funding possibilities with foundations in the USA that offer financial support to WASH and SRHR programmes. Through our participation in the annual conference of the Council on Foundations in Washington we learned more about the strategies and agendas of US foundations. We developed several new contacts which we hope will lead to new donor relationships in the future. In total, foundation grants yielded €143,000.

photo: Geert Snoeijer

Breaking taboos surrounding pregnancy Together with our local partner the Centre for Alternatives for Victimised Women and Children (CAVWOC), Simavi received a grant from a donor who wants to remain anonymous for a new project. The objectives of the project are to 1) improve sex education; 2) increase the use of services for sexuality and maternal health and 3) reduce gender violence in the Chikhwawa district in Malawi.

The project will be based on CAVWOC’s Secret Women’s Groups approach, which uses a village-based structure to break the taboos that surround pregnancy in a culturally sensitive way. Through the Secret Women Groups, health workers engage with pregnant women to share experiences about pregnancy. They discuss the importance of medical care, including antenatal care and delivery aid by skilled health workers in clinics. The duration of the project will be two years, target 30,000 women of reproductive age (15-49 years old) and 20,000 in- and out-of-school youth (aged 10-24).

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We want to make people aware of the impact of ‘singleuse’ plastic bottles.

And we want to improve access to safe drinking water for everybody.

We chose to cooperate with Simavi, because of their year long experience in supporting sustainable WASH projects.

Merijn Everaarts, Founder and CEO of Dopper

In addition to the foundations mentioned above, we received support from more than 30 Dutch foundations, amounting to a total of €481,000. This was more than the target of €440,000, because we succeeded in establishing 3 new liaisons with Dutch foundations. We see that our more personal approach, started in 2013, is paying off: we have been asked by 2 foundations to develop a solicited proposal. Dutch Foundations are very satisfied with the way we operate and cooperate with them. They rated us 8 out of 10 (compared to 7 in 2013).

Private sector It’s getting more and more clear that fundraising in the classical way no longer works.

Philantrophy is not enough anymore. We need to be able to achieve business goals (CSR, impact investments) together. In other words: the interests of our business partners and sponsors are shifting from making donations to creating value. Aid has different manifestations nowadays. Therefore Simavi has embraced the need to reinvent itself.

Philantrophy is not enough anymore. We need to be able to achieve business goals (CSR, impact investments) together.

We developed and launched a new Business to Business (B2B) strategy, involving businesses with our work. In order to build partnerships with companies in the Netherlands, Simavi needs to formulate concrete B2B propositions. These propositions have to make clear what companies can gain from cooperation with us. This makes our dealings independent from the philanthropy of these companies. We have now created a proposition for small and medium enterprises (SMEs) called ‘Simavi business friends’ , and we are developing one for bigger corporations. Another focus of the new B2B strategy is to raise funds by means of Simavi Retail Partners. A portion of their product sales will be credited to Simavi. Implementation of the new B2B strategy started at the end of 2014.

This year an income of €218,000 was obtained thanks to contributions of the private sector. The social enterprise and B-corporation Dopper donated €84,000 to Simavi.

Dopper has committed itself to the Nepal projects of Simavi. Facility company CWS and water company Dunea are also important business partners of Simavi. We are currently working with CWS to develop joint business models, with a financial and a project-related component. With Dunea we worked to improve communication towards their constituency about our cooperation and the Simavi project in MwanzaTabora region Tanzania, in order to involve Dunea customers more strongly with Simavi. Furthermore a contract was signed with Made Blue. Cooperation is based on a business concept, in which affiliates donate an equivalent of the costs of their own water consumption to Simavi water projects. By doing so, they symbolically neutralise their water footprint. We have received a €50,000 donation from Made Blue which will be spent on a sustainable water project in Bangladesh. A win – win situation: companies are working on their water footprint and through generated funds we are able to ‘create’ water for marginalised people in Bangladesh. A short film has been made about this project to show participants what they contribute to.

In addition many companies provided us with products and services for free or with a discount, adding up to about €44,000. The income from B2B fundraising was €60,000 lower than the €262,000 we planned, mainly because the position of account manager business market was vacant for six months. As a consequence we didn’t meet our targets of new clients (10 instead of 18) and new partners (1 instead of the 4 planned) either.

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3.3 Income from third-party campaigns

3.3.1 Dutch Postcode Lottery The Dutch Postcode Lottery raises funds for charitable organisations committed to a greener and fairer world. It is the third largest private donor in the world, after the Bill and Melinda Gates Foundation and Wellcome Trust. For each lot sold to the Dutch participants of the Postcode Lottery, 50% of the revenue goes to charity organisations. Simavi has been one of the beneficiaries of Postcode Lottery since 1998. The Dutch Postcode Lottery reviews its partnership with Simavi every five years. The last evaluation was in 2012. The supervisory board of the Dutch Postcode Lottery decided to renew its contract with Simavi for five years, stating that Simavi is a “trustworthy leader in the field of good causes, and very capable of developing and carrying out innovative projects in collaboration with local partners.”

Photo: Jerry de Mars

Extra funding At the beginning of 2014, an extra amount of more than €2 million was awarded to the menstrual hygiene programme Making Periods Normal in India. This programme is being executed in cooperation with Rutgers WPF and Women on Wings. As the lead agency Simavi has been granted €1 million. In 2015 we will launch a big campaign about this project to inform our and Postcode Lottery’s constituency about this issue.

As in previous years, Simavi received a grant of €900,000 in 2014. This support is of incredible value to us as it can be used for any new initiative that is based on our own organisation’s mission and vision. Simavi is grateful to the lottery’s employees for the lottery’s open and pro-active attitude: Simavi and the Postcode Lottery are close partners who work together intensively. We draw attention to our partnership through our website, in our campaigns, the nationwide door-to-door collection, newsletters and social media.

The current Government has decided to continue the modernisation of the policy on gambling and games of chance. We strongly hope that the Dutch Postcode Lottery will be able to maintain its crucial position, which enables it to support good causes. Without the Postcode Lottery and its participants, Simavi and other charities would lose an important pillar of support. Moreover, the contribution of the Postcode Lottery and its participants – the Dutch public- is unique. It is unique because it’s multiannual. Besides, we can make decisions on spending the grant ourselves, according to our own expertise and necessities.

Without the Postcode Lottery we would be unable to achieve many of our goals.

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The Postcode Lottery and Dopper We matched the Postcode Lottery to our partner Dopper, producer of plastic bottles that can be refilled with tap water. These bottles, Doppers, were made available through the Postcode Lottery’s gift shop. A win-win situation: happy, thus loyal, lottery participants, more Doppers sold, and more donations for Simavi projects.

Completion of PeePoo project We finalised our cooperation in the Peepoo project - a sanitation project in the slums of Nairobi. We handed in the final report and organised an event with the Sanitation and Water for All Steering Committee. There, we presented Peepoo as a best practice and lobbied for water, sanitation and hygiene in schools to be included in the Sustainable Development Goals (see paragraph 2.3.9).

3.4 Income from government grants

In 2014 we further consolidated our relationship with two important institutional donors: the Dutch Ministry of Foreign Affairs and the Swiss Agency for Development and Cooperation.

The Dutch Ministry of Foreign Affairs has prioritised the reduction of early- and forced marriages. Simavi was awarded a grant of €1.4 million from the Dutch Ministry of Foreign Affairs for Unite Against Child Marriage, a programme to combat child marriage. This programme is developed with our SRHR Alliance partners and Edukans, with Simavi as the lead organisation. With this programme Simavi can position itself on this theme and pursue future opportunities for fundraising. The programme is highlighted in paragraph 2.2.5 Simavi also participated in the Dutch Ministry’s ‘Strategic Partnership’ programme with two applications: a WASH proposal in partnership with IRC, Wetlands International and Akvo, and as the lead in an SRHR proposal in partnership with AMREF Flying Doctors and Family Care International, an American NGO. Both applications met the administrative criteria. As of publication, our proposal for a strategic partnership on WASH has been granted.

Furthermore we entered into a multi-year contract with the Swiss Agency for Development and Cooperation (SDC) worth $8,4 million for the large-scale WASH programme MKAJI in health centres in Tanzania. The programme is now in its first year of implementation and the results are shown in paragraph 2.3.7.

With the support of the Dutch Ministry of Foreign Affairs we implemented two large SRHR programmes (the Unite for Body Rights programme and the Access, Services and Knowledge programme) and a large WASH programmes (the Dutch WASH Alliance programme). The Football for Water programme also received support from partners including the Dutch Ministry of Foreign affairs. With support from the Embassy of the Kingdom of the Netherlands Simavi implemented the Sanitation, Hygiene and Water (SHAW) programme in Indonesia, the Ghana Netherlands WASH programme and the Improved WASH Services programme in Dhaka, Bangladesh.

Public Private Partners In 2014 Simavi engaged in several Public Private Partnerships. Under the Sustainable Water Fund we developed a proposal with PeePoo for Nairobi and we were granted a project in Indonesia with the municipality and drinking water Company of the Indonesian city of Bandung and Vitens Evides International (VEI) in which we will develop a low income community strategy to achieve an integrated drinking water approach.

Partnerships with the private sector - both local Small and Medium-sized Enterprises (SME)

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photo: Jerry de Mars

Mobile for Mothers programme evaluation study In October 2014 Sharenet, the Netherlands Network on Sexual and Reproductive Health and Rights (SRHR) and HIV and AIDS, released a call for proposals for small grants to be used to generate knowledge on the 4 core areas of the Dutch government SRHR policy. Simavi proposed and was granted a research project to evaluate the impact of the Mobile for Mothers (MfM) application in India.

In Jharkhand state, community health workers (ASHAs) are the primary source of information for pregnant women in remote communities, as well as their link to essential services at the nearest health facility. However many ASHAs lack the knowledge to give adequate information and referral advice, meaning women often do not receive the necessary medical attention during and after pregnancy. Simavi and our partner NEEDS have been piloting a mobile application – Mobile for Mothers – funded by Vodafone which combines pictures, text and voice recordings. The phones are used by the ASHAs to increase knowledge and promote healthy behaviour among pregnant women, and increase the use of essential services for antenatal care, post-natal care and facility-based deliveries.

Simavi received â‚Ź25,000 from Sharenet and has partnered with Athena institute at the Amsterdam Free University (Vrije Universiteit) to evaluate this project. This research will allow us to monitor the effect that the application has had on healthy and health-seeking behaviour, and the use of essential maternal services. The outcome report will be finalised by October 2015 and will be used to highlight the advantages of such m-health innovations and support state-wide adoption of this initiative by the Ministry of Health (MoH).

and large companies in The Netherlands - are becoming more significant in the way we work. We build the capacity of local SME such as WASH kiosks and health promoters/ distributors, and involve Dutch or local entrepreneurs for providing direct services or capacity building for our local partners and entrepreneurs. With this in mind, we started developing a partnership policy that guides our work with the private sector in 2013, with assistance of the Partnerships Resource Centre of Rotterdam Erasmus University. In 2014 this policy was finished. It now guides us in how we engage and collaborate with the private sector.

Bandung Water Company In the Indonesian City of Bandung, the quality of raw water sources is deteriorating. The prevailing drinking water supply does not cover the present water demand, the increase of water demand cannot be matched with the present infrastructure, the available infrastructure is deteriorating and there is insufficient capacity. These challenges hamper the capacity to provide water to the poor in the city. Therefore, Simavi together with the Bandung Water Company and VEI (Vitens Evides International)proposed and was granted a project that takes into account an integrated approach to providing drinking water to urban poor. Simavi will primarily focus on mobilising, organising and training 12 community committees, where the project partners will build 120 stand posts to provide safe drinking water to 12,000 marginalised people. Simavi also provides technical advice to Bandung Water Company to develop and implement their sustainable pro-poor Integrated

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Community Based Total Sanitation (Sanitasi Terpadu Berbasis Masyarakat) strategy in the urban setting. The funding we received for this project amounted €354,000.

By respecting each other’s areas of expertise and working with local partners we can achieve more impact and sustainability.

Joost van Engen, co-founder of social enterprise Healthy Entrepreneurs

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Life Science and Health for Development (LS&H4D) End of December 2014, Simavi was granted €378,000 (75% of the total project costs) from the Netherlands Enterprise Agency (RVO) for the ‘Healthy Business, Healthy Lives’ project.

Working in partnership with HealthyEntrepreneurs, Uganda NGO Emesco and Kibaale District Health Office in Uganda, Simavi will roll-out a district-wide innovative business model to improve SRHR knowledge and increase access to essential high quality medicines and health products.

A selection of local community health workers and accredited drug shop owners will be trained as entrepreneurs to conduct outreach health promotion, offering a wide range of reliable and affordable quality health commodities. The local entrepreneurs will be equipped with an electronic tablet device and supplies, such as high quality medicines and other livelihood products for fixed prices, such as contraceptives, condoms, sanitary towels and soap.

Using innovative e-health applications on the tablet, they can provide interactive health information on various topics, such as safe motherhood, sexuality, HIV/Aids and malaria and create demand for health services. A range of e-health applications will be developed in the local language which provide information, counselling and referral options.

In 2014, a consortium under LS&H4D (Cordaid in partnership with Simavi, TNO, Enviu and Relitech) submitted a proof of concept for the BLISS4Midwives application. An amount of €225,000 (75% of the total project costs) was granted at the beginning of 2015. TNO conceptualised an innovative integrated diagnostic device to accurately test women during their pregnancy on blood pressure, anaemia and urine strip test. These tests will help detect early complications and will facilitate timely and effective treatment of (pre) eclampsia and contribute to the reduction of maternal mortality. The information functions (decision support and user instructions) will be tailored to the meet the Ghana national guidelines. The Bliss4Midwives device supports instant, informed diagnosis, allowing midwifes and health workers in rural and remote areas to carry out tests and interpret results at the point of care, for which otherwise women might have to travel to health centres or referral hospitals.

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4. A strong brand and transparent communication

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photo: Beyond Borders Media

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A strong brand and transparent communication

We cannot reach our goal to structurally improve 10 million people’s basic health without mobilising our stakeholders and engaging with them. Investing in a strong and recognisable brand helps us to build long-term relationships with our partners and lends us credibility among our donors. Therefore, a strong brand and transparent communication is one of the four focus areas of Simavi’s organisational strategy (see paragraph 1.2).

1.

BrandAlchemy™ is a research model that has been developed by the Amsterdam University and Hendrik Beerda. The model gives insight in the strength, the image and the target groups of a brand.

Strategy After a new corporate identity and brand were defined in 2013, a communication strategy was developed and launched according to plan in 2014, in order to better position Simavi in the international and Dutch market. In the past years, Simavi did not invest a lot in international branding, so the main focus here is on building the brand. In the Dutch Brand Alchemy’s Charity Brand study1 2014, Simavi was ranked 16th of all Dutch charities working in the field of international development, compared to 18th in 2012. Nevertheless, the research showed that the Simavi brand needs to be revitalised in the Netherlands. Simavi has been in existence for almost 90 years, and a big portion of our Dutch constituency is above 55 years of age. Older generations still know Simavi, but the brand is not well known among younger audiences. Therefore a new communication strategy for the Dutch market was designed at the end of 2014, aimed at reaching younger target groups.

Objectives of the communication strategy are to increase people’s 1) brand awareness, 2) appreciation of Simavi and 3) involvement with Simavi. We will do this by 1) presenting the brand Simavi in an unambiguous and appropriate manner to the target groups, 2) showing our impact and 3) activating our network and (potential) constituency. The strategy focuses on both our international corporate target groups and our Dutch marketing communication target groups (see box)

Key stakeholders Our corporate target groups include: institutional donors, philanthropic foundations, companies that are involved in public-private partnerships, research institutes, politicians and policy makers, other NGOs and networks and our local partners. Key stakeholders we serve in the Dutch market are: current and future individual givers, corporate sponsors and Small and Medium Enterprises (SME), Dutch family and private foundations. The two following paragraphs highlight the way we engaged with them in 2014, along with the targets and results.

Online engagement An important focus in the implementation of our communication strategy is on online communication (see paragraph 3.1 on trends). This is aimed at reaching more people, involving them and activating them. In 2014 we started developing our new English and Dutch responsive websites. They will be launched in March and April 2015 respectively.

One of the benefits of our new online strategy, is that we will be able to track engagement.

We will spend more time analysing characteristics and behaviours of all our constituency to better understand what drives their behaviour, to find out what they are looking for and how we then can meet their needs with regard to our results, expenditure and thinking.

Visuals Engagement is all about making a connection. Sharing our stories has always been a way to engage donors. However, due to this world full of data and distractions, it is becoming essential to do so in a visual way. Web posts with visuals yield up to 180 percent more engagement, and research indicates people process visuals 60,000 times faster than text.

Therefore, creating visual content is another key element in the new strategy. We invested in setting up a photo database and collecting high quality photographs from our work in

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the field. We are now able to access our pictures easily, which enables us to tell our stories and show our impact through visuals. We do this for instance in our mailings, newsletters and (new) websites. We will continue to invest in visual content, as we believe this to be a powerful way to engage our constituency.

4.1 Corporate communication

Our corporate target groups are mainly interested in our approach, expertise and impact.

They use this information to decide whether they want to (continue to) work with us, in order to learn or to take a stand. In 2014, we published many quality communication materials that tell the story of our renewed vision, mission and work, as well as the results, thereby laying a strong foundation for our brand. A booklet with the organisational strategy, factsheets of our theory of change and 11 best practices were published offline and online. About 200 copies of each have been spread, and responses have been positive.

This was all achieved as planned. Communication with our international stakeholders is mainly face to face during conferences, network and programme meetings. Therefore offline communication materials are as important as the online eco-system: the website, social media channels and email newsletters.

Online developments Furthermore, the international website was updated. New stories and news articles showing the impact of our work were published and spread through Twitter. Our Twitter followers grew from 1,100 to 1,600 (target: 1,700). For 2014 the priority was to lay a good foundation rather than grow our constituency. For 2015, the focus will be on growing our backing. In 2014 we started developing the online plan that will increase the number of visitors and the number of people who get involved through contacting us or subscribing to our email newsletter. In order to get there, we need to respond more adequately to the needs of our international target groups. Therefore we planned a new international website to be launched at the end of the year. The launch was postponed to March 2015 because of overambitious planning.

Network activation Another priority in 2014 was to activate the corporate network. In December 2014 Simavi organised a networking event to this end. The networking event “Meet and Greet of Dutch WASH sector and Sanitation and Water for All (SWA) steering committee” was organised together with IRC, Netherlands Water Platform (NWP), and the Ministry of Foreign Affairs; it was supported by the Dutch Postcode Lottery. The event took place in the Mauritshuis and was hosted by journalist and moderator Charles Groenhuijsen. Dutch national soccer player Aaron Winter and Catarina de Albuquerque, the newly appointed vice-chair of SWA awarded with the Human Rights Gold Medal were our special guests. The in total 100 guests evaluated the event with an average 8,8 out of 10. Besides networking, the event had a lobbying goal of promoting a standalone goal for WASH in schools, hospitals and at the workplace in the Sustainable Development Goals (see paragraph 2.3.9).

A corporate newsletter with information on our programmes and organisational updates was sent 5 times to a well-informed target audience of 250 people, about 37% of whom opened the newsletter (planned 35%) and the click through rate was 8% (planned 7%).

The number of the recipients of the newsletter didn’t grow, since this is part of the online strategy that will start from 2015.

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4.2 Marketing communication

Our marketing communication efforts focus mainly on our Dutch constituency: individual givers, Dutch foundations and corporations. For 2014 our priorities were to:

1.

2. a. b.

Develop a new marketing communication strategy (see above) Engage with our existing constituency Organising one big campaign and 2 smaller campaigns on Simavi topics Communicating through our (social media) channels

Our campaigns 1) During the International Water Week we held our national collection campaign, the biggest campaign of the year. At the same time we started the rebranding of Simavi.

During this campaign in March, we introduced the new corporate story of Simavi (see paragraph 1.3 vision and mission). We also introduced the new slogan ‘Basic Health for all’.

Through various communication means, we explained the how and why of Simavi’s work.

We also deployed radio commercials during International Water Week. Through online advertising, we realised 1,2 million impressions online and 900 viewers clicked through to our website for more information.

Where I live, many people don’t have a toilet and defecate around the bush.

This causes cholera, typhus and diarrhoea. At school I learned the importance of good hygiene. We now have latrines and access to water, so everyone can wash their hands.

2) World Toilet Day: ‘Let’s give a shit’, was the slogan of our campaign on World Toilet Day in November 2014. We implemented a pilot Facebook campaign on the importance of sanitation. The campaign reached a total of 48,000 unique visitors and generated several online donations. It was the first time for Simavi to use Facebook in advertising. It showed us that our own Facebook fans are interested and can be activated easily. Newly approached people need some time to get to know us first. They can also react negatively (see challenges below). In addition, the pilot showed us that people are willing to donate online when we facilitate this. Our new responsive website will help us facilitate donations much better. In addition to our Facebook campaign, our Programmes Director gave a one hour radio interview on World Toilet Day. He did so from… a toilet. The interview was broadcasted live by the popular Dutch radio station Radio Veronica.

3) We also did a small campaign on Menstrual Hygiene at the end of May, around Menstrual Hygiene Day, which is on the 28th of May. We used our website and newsletter to inform our constituency of the programme ‘Making Periods Normal’ (see paragraph 2.2.4). We published an article on the online platform OneWorld about our efforts to develop biodegradable hygiene pads .

Christine Awino from Kakamega County, Kenya

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Our channels In addition to the campaigns, we use our regular marketing communication channels to communicate with our constituency.

Channel E-mail newsletter, 6 times per year Facebook Our website YouTube

Radio campaign

Target for 2014

Result

9,000 subscribers

8,000 subscribers

1,100 fans

1,350 fans

85,000 unique visitors

68,000 unique visitors

10,000 views

7,000 views

25% of Dutch people between 20 and 49 years old

We reached 30% of Dutch people between 20 and 49 years old, with an average of 5 contacts per person

The number of unique visitors to our website has decreased. This is due to the fact that we focused our efforts on the development of a new strategy and getting our content in line with our new brand this year. Therefore we put less resources in our campaigns, which resulted in less traffic from other channels and media to our website. Besides, the site doesn’t meet today’s modern website criteria. At the beginning of 2015 we will launch our new Dutch website, combined with a new marketing campaign. We expect the constituency of our own media – newsletter, Facebook and YouTube, to grow from 2015 onward.

Challenges As social media campaigns usually do, the World Toilet Day campaign received several negative reactions from people in the Netherlands. It makes feelings about development aid that exist in our society very visible. People with a negative sentiment towards development aid complain quite easily on social media. We had an online conversation with these people, in person or by referring to frequently asked questions. It showed us that good web care requires capacity. We will take this into account in the planning of our future campaigns.

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5. A professional Organisation n

photo: Peter Smith

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A professional organisation

90 years working on health Simavi was founded as an association of tropical doctors by two doctors in 1925. Their aim was to provide medical assistance for health institutions in the former Dutch East Indies.

Ever since then, Simavi has been working to improve standards of health in developing countries.

In its early years, Simavi shipped medicines, essential health supplies and resources over the ocean to support the work of medical missionary staff. Simavi’s work soon expanded across the boundaries of the Dutch East Indies. Long before the Second World War, health workers from a variety of backgrounds and locations could apply for Simavi’s support. Over the course of our history, we’ve expanded the scale of our operations and activities. In the past ninety years, we have worked with over 30 million people in thousands of projects.

Today, Simavi is a modern foundation with 50 employees from a wide range of disciplines, all working to structurally improve basic health conditions of marginalised communities in Africa and Asia. In 2015, we will take the opportunity of our 90th anniversary to share our expertise, results and lessons learnt (see chapter 6).

5.1 Organisational development

In 2014, Simavi invested in an efficient and effective organisational structure and a performance-driven culture with much room for innovation and entrepreneurship. Our aim is to be a strong, inspiring and people-centred organisation. Where the focus in 2013 was on change, it shifted to consolidation in 2014. Human resource management has been a priority, as well as employee satisfaction and engagement. The main objectives were: A. Finalising and publishing our organisational strategy; B. Improving human resource management through an updated remuneration and assessment policy; C. Improving employee satisfaction, based on an annual survey; D. Improving internal communication A: Organisational strategy In 2013, the new organisational strategy 2014-2020 was developed. This process was finalised in 2014. The strategy has been published online.

B: Human resource management • The employee terms and conditions have been modified to ensure their accordance with the law, the market and Simavi’s strategy. Manageability and fairness were the leading principles in adaptations to the travel policy and flexibility of working hours.

• Salary scales have been adapted. After the job descriptions, profiles and core competences of every employee were reformulated in 2013, salary scales were adapted in 2014. Function profiles have been weighted by the Human Capital Group and adapted in accordance to the market and the sector of Development Cooperation.

• The appraisal and reward policy and system have been reviewed and adapted. Salary increases are granted according to performance, as fits a modern organisation.

C: Employee satisfaction In the second quarter of 2014, Simavi conducted an extensive Employee Satisfaction Survey, exploring topics such as management performance, employee engagement, worklife balance and working conditions. The survey showed that 95% of the employees fulfil their tasks with pleasure. The percentage of people that is proud to work for Simavi grew from 75% in 2013 to 92% in 2014.

Simavi’s organisational Strategy 2014-2020 had its first year in 2014. The percentage of people who think Simavi has a clear strategy grew from 40% to 92%. Support for the

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strategy grew from 61% to 99%, which is obviously a great result. Challenges remain, such as opportunities for career development within Simavi (42% not satisfied), internal communication (49% not satisfied) and work pressure (42%). Every department has discussed the results and identified following steps to be taken. In 2015, we will pay attention to: giving and receiving feedback, responsibilities and open communication.

D: Internal communication We believe that open dialogue and constructive feedback among our employees and between employees and management is extremely valuable for the growth of our organisation. Therefore, we have physically and emotionally broken down barriers between people. We have done so physically through breaking down walls in the office, and emotionally through having two longer team building sessions with all employees together.

The latter was done with the pro-bono support of Aberkyn. Aberkyn coaches leaders wishing to transform themselves, their teams and their organisations. One session focused on Commitment and Cooperation. A second session was dedicated to giving and receiving feedback.

Internal communication was a priority in 2014; the aim was to stimulate openness and to close the information gap resulting from the quick and extensive growth of the organisation between 2010 and 2014. In 2014 Simavi started operating under a so-called ‘matrix’ structure. This meant bringing together different disciplines within the organisation (thematic expertise, communication, fundraising and policy influencing) around the themes of SRHR and WASH. This has enhanced the information flow between departments. It has also improved our ability to approach our main themes in an integral manner, taking into account all disciplines at the same time. Six informal presentations and four plenary sessions have also been organised, so as to update everybody in an open and direct way about the most important developments in terms of finance, strategy, organisation, fundraising and achievements in the field.

Employee representation Simavi’s Employee Representative Body consists of three elected employees. They discuss issues that are important to Simavi and its employees. They also advise the MT on behalf of the employees. Its tasks have been set out in the Rules and Regulations of the Employee Representative Body. In 2014, the Employee Representative Body convened four times.

Issues discussed were for instance terms of employment, Simavi’s restructuring, the organizational strategy and trends in the sector. Also, possibilities of relocation and ‘flex work’ were on the agenda, since the current office is at its maximum capacity. At the end of the year, two new members were elected. They will take up their assignment starting from January 2015.

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5.2 Organogram

The organisational structure for 2014 is the same as for 2013.

Simavi has one field office in Indonesia to support the SHAW programme and another field office has been opened in Tanzania to support the Mkaji programme. A local representative has been stationed in Ghana to manage the GNWP programme.

Managing Director Finance & Operations

Personal Assistent

WASH Alliance

Partnership Development

Programmes

Communication & Fundraising

PME

Public Affairs

WASH

5.3 Executive Board and Management Team

SRHR

Institutional Fundraising

Local Representation

Business Development

Fundraising

Marketing & Communication

In accordance with its statutory provisions, Simavi is managed by a one-person executive board (the Managing Director). The managing director is ultimately responsible for decisions made, the functioning of the organisation and the results achieved. The managing director delegates the implementation to the heads of departments, who make up the management team together with the managing director. The management team develops the policy together with the managing director; policy is determined by the managing director. The managing director supervises good implementation of the policy.

The MT consists out of the following members: • Ariette Brouwer is the Managing Director of Simavi.

• Pauline Eenhoorn is responsible for the Communication and Fundraising departments • Ewout van Galen is responsible for the Programmes department.

• Danielle Landesz has led the Finance and Operations department since the 1st of December 2014. She is a Dutch Certified Public Accountant with more than 20 years of experience. She took over this position from Mike van Crugten, who left the organisation.

• Nanneke Nix is responsible for the Partnership Development department since March 2015. She succeeded Andy Palmen, who decided to leave Simavi after 7 years.

Nanneke brings ample experience in institutional fundraising and donor relations.

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The Managing Director is evaluated by the supervisory board (see Part II), and the members of the management team are evaluated by the Managing Director.

Activities in 2014 In 2014, the MT met 16 times. Fixed items on the agenda are the progress of the annual plan, human resources, the progress of the bigger programmes, updates on alliances and institutional fundraising. Other topics discussed included: the employee satisfaction survey, the annual report and account, the strategic partnerships with the Dutch Ministry of Foreign Affairs, the revision of the terms of employment, the fundraising strategy, Simavi branding, local field offices, the process towards the definition of the Sustainable Development Goals, the process on the approval of partnerships among which with private sector partners, ISO certification, Simavi’s 90th birthday in 2015 and the WASH policy. In 2014, the management team was trained by and received personal coaching from Aberkyn.

They provided their services free of charge.

Remuneration In accordance with standards of the Dutch Fund-raising Institutions Association (VFI), Simavi does not remit bonuses to its management team or other employees.

Remuneration of Managing Director The Supervisory Board has determined a yearly director’s remuneration package under the guidelines of the VFI for management salaries of charitable organisations (“Adviesregeling Beloning Directeuren van Goede Doelen”). Managing Director Ariette Brouwer received €96,111 in 2014. This includes the gross salary and holiday allowance. No 13th month and end of year benefits are applicable. More details can be found in the annual accounts.

Ariette Brouwer had no relevant additional functions.

5.4 Employees

Human Resources overview 2014

2013

2012

50

46

45

Number FTEs

45.9

40.9

39

Part-time workers (less than 36 hours per week)

54%

72%

76%

33

32

31.1

Permanent/temporary contracts

23/27

25/21

23/22

Men/women

11/39

8/38

11/34

2/3

3/2

3/2

Average age

40

41

42

University education

33

24

24

University of applied sciences

10

12

13

Office volunteers

21

12

12

4

6

2

3.7%

4%

4.9%

Employees leaving the organisation

16

7

6

New employees

20

8

8

Number of employees

Average number of hours

Men/women in management team

Work-placement trainees Sickness leave

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A professional organisation

The total number of employees is stable. Because of a changed organisational structure implemented from January 2014 onwards, and a new Theory of Change underpinning all programmes, job profiles changed. This required new skills and expertise. Due to this organisational development, 16 people left Simavi and 20 new employees were welcomed.

Simavi carefully monitors the balance between fixed and temporary contracts in order to ensure a flexible organisation that can adapt to changing circumstances. Simavi is satisfied that it has been able to increase the number of volunteers and trainees at the head office. We put more effort in recruitment, especially for support of communication and administration. Volunteers and trainees help us achieve our targets. They are of great value to the organisation. The percentage of sickness leave further decreased, as several people who had been ill for an extended period of time returned to work.

5.5 Internal organisation

Quality system The quality of the organisation of Simavi is safeguarded by a quality system. The head Finance & Operations is the quality manager. The quality system is anchored in six internal manuals, in which the processes, procedures and policies are determined. More detailed information is available in the Declaratio of Accountability at www.simavi.org/governance.

Simavi’s policy cycle is also described in this document.

We work according to an ISO quality management system which monitors and evaluates our internal processes. An external audit conducted by Certiked concerning our ISO certification (ISO 9001: 2008) was carried out in 2014. Simavi has performed two internal audits on the processes and procedures to ensure quality. The outcome of these internal audits were discussed in the management review and followed up accordingly. We successfully completed this audit, and the present certificate is valid until 23 November 2015.

Education/training Educational needs are addressed during the regular planning, evaluation and performance cycle of every employee. These are combined into an organisational training plan.

Code of conduct New employees are familiarised with Simavi’s code of conduct for staff upon commencing employment. Simavi bases its code of conduct on the code of the Dutch Fund-raising Institutions Association (VFI). In addition, we have included sections from the international code of conduct for humanitarian assistance of the International Federation of Red Cross Societies. The code can be found on our website. No reports of irregularities in relation to the code were received in 2014.

Policy for volunteers Simavi has a policy for volunteers. People who work for Simavi for at least four working days per month are offered a volunteer contract. This volunteer contract sets out their rights and obligations. We make verbal agreements with all other volunteers. All departments have volunteers and interns who support employees. Our volunteers are valued highly because they help us achieve our ambitions. Volunteers are an integrated part of the team. They are involved in celebrations and receive a small gift on their birthday. Chapter 3.1.1 and 3.1.2 elaborate more on our volunteer policy.

Complaints procedure
 Simavi has a complaints procedure that can be found on the website in Dutch and in English. Formal complaints will be registered and dealt with within two weeks. Since no formal complaints were submitted, Simavi started tracking informal complaints.

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Whenever volunteers, donors or other people from our network come up with ideas or have complaints, we welcome their feedback. Listening to what people say is crucial for effective communication. Both ideas and non-standard complaints will always be answered within 1 week. Answers are given by telephone, mail or email, depending on how the person giving feedback approached us. We include relevant ideas in our evaluations.

In 2013, the amount of non-standard complaints was five, in 2014 we received four. One collection volunteer complained about the material provided, and three private donors complained about a mailing. These informal complaints were handled satisfactorily.

People were called back and received a confirmation letter. Emails to inform us about private donors that passed away, emails saying that people don’t want to receive mail and opinions expressed on social media are not counted as informal complaints. Reactions on Facebook express negative opinions (such as ‘stop your work, we have to help people in the Netherlands first’), rather than being complaints. More information on social media is provided in Chapter 4, Communications.

Corporate Social Responsibility (CSR) In the selection and monitoring procedure of our local partners, we check and discuss the following topics, amongst others: gender equality; inclusion of all; Lesbian, Gay, Bisexual and Transgender (LGBT) rights; HIV/AIDS; coordination of Civil Society Organisations; financial management and sustainability.

Sustainability is a key issue in our programmes in developing countries. This is in accordance with our FIETS principles (see paragraph 1.4): Financial, Institutional, Environmental, Technical and Social sustainability. However, we are also aware of our responsibilities with regard to our operations in the Netherlands. We offset our CO2 emissions from our road and air travel, and our lunches largely consist of organic and fair trade products. Furthermore, we use biodegradable cleaning products, separate waste, purchase green electricity, and source FSC-approved paper for our newsletters.

5.6 Risk Management

118

As an organisation that stimulates innovation and entrepreneurship and dependings on subsidies, gifts and partnerships, Simavi encounters risks. Therefore we integrate risk analysis and risk management in the organisational strategy, as well as in programme and country strategies. At the end of 2014, a risk analysis was done and the process of risk management has been intensified. Below is an overview of the main risks, the possible consequences and the strategies that are employed to cope with these risks. From 2015 onwards, the main risks will be standard on the agenda of both MT and the Supervisory Board meetings. For this purpose, a checklist has been developed; this is applied when engaging in new projects or when developing a proposal.

A professional organisation

Financial risks Fluctuations in income are the main financial risk for Simavi. They could have significant impact on the organisation as a whole and the continuation of projects. For example, the financial crisis and a changed Dutch governmental view and policy on international development (resulting in cutbacks in development aid) posed a risk in 2014.

Financial risks Risk

Level

Possible consequences

Mitigation

Fluctuations in income high impact, medium and exchange rate likelihood differences

Projects can’t continue and the organisational structure and capacity need to be adapted

A continuity reserve has been established as a buffer to enable Simavi to complete ongoing programmes appropriately in case of a significant shortfall of funding sources. In addition, Simavi aims to spread its income sources by diversifying fundraising strategies.

In 2014, we invested significantly more in our relationships and partnerships with the private sector, institutional partners and international governments.

At the same time, much attention was paid to retaining and expanding our private donor base, and we have developed new fund-raising methods for new markets such as the international and online markets. In this way, non-earmarked funds (which can be spent on any project) remain available. This increases our flexibility, a necessity in obtaining funds through the concept of matching.

Simavi does not invest in shares, bonds or other financial instruments such as derivatives. Funds are held on regular savings-accounts and can be withdrawn at any time.

In order to ensure adequate spending, Simavi has commissioned a financial audit to be performed by its auditor KPMG, and Simavi monitors results of the programmes through bi-annual reports from its partners and regular field visits. Furthermore, internal procedures, including internal audits, are in place and comply with the ISO 9001 2008 certification standard.

Simavi is preparing for the upcoming new ISO 9001: 2015 certification. In 2014, Simavi also received the Partos 9001 certificate, which is a sector-specific application of ISO 9001:2008.

Accidents or long term illness

Unexpected expenditure

Simavi has insurances for common risks, such as a travel insurance, health insurance and liability insurance.

medium impact, medium likelihood

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119

Programmatic risks Effective and efficient programme implementation is crucial in achieving our goal: structurally improving the basic health of 10 million people by 2020. What follows are the main risks that can delay or diminish our programme results.

Programmatic risks Possible consequences

Risk

Level

Fraud by local partner organisations.

high impact, medium likelihood

Loss of financial resources that should have been used for programmes, resulting in objectives not being met;

As in other years, we worked with sound, reliable and result-oriented partners with much experience and local network in WASH and SRHR in 2014.

We conducted an extensive pre-selection, monitoring and evaluation procedure for all partners (in accordance with our Handbook).

We have stimulated cooperation between organisations and peer reviews.

We have a clear fraud and sanction policy in place, that has been communicated to new and existing partners.

In 2014, no incidents of fraud occurred in our programmes.

Vulnerability of staff to violence, diseases or accidents during business trips.

medium impact, medium likelihood

Harmful to well-being and health of staff;

We ensure that staff is well-prepared for trips.

In order to respond to the identified trend of increased frequency of disasters as a result of climate change (paragraph 1.1.), a travel and security policy was developed in 2014.

Insecurity of income arises

120

A professional organisation

Mitigation

See under Financial Risks, Fluctuations in income

Reputational risks A good reputation is a prerequisite in building and maintaining relationships with our partners, and in retaining credibility among our donors.

Reputational risks Possible consequences

Risk

Level

Declining trust in non-governmental organisations

impact high, likelihood low

Decreasing income;

We developed a new monitoring framework to be able to show our results based on firm evidence (see paragraph 2.4), thus responding to the trend of more emphasis on accountability and transparency identified in paragraph 3.1.

We developed a new website that allows our stakeholders to track and trace all projects, budgets, partners, results and people to contact; Furthermore, we actively participated in sector organisations such as Partos and VFI.

Negative publicity in the media

impact high, likelihood medium

High impact of reputational damage to the organisation and the brand.

We engage in issue management on topics that can provoke discussion. In 2014, publications and broadcasts in the media mentioning Simavi had a positive tone.

Mitigation

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6. Financial review

photo: Geert Snoeijer

122

A professional organisation

This chapter details the financial position, income and expenditure of Simavi in the financial year 2014.

6.1 Accountability

The financial statements have been prepared in accordance with the Dutch Accounting Standard for Fundraising Institutions (RJ 650). Compliance with this guideline is a requirement of the CBF (Central Bureau on Fundraising). Accordingly, all expenditure is committed to Simavi’s goal of structural improvement of basic health, and to the generation of income.

Simavi’s annual accounts are audited by KPMG Accountants N.V. KPMG expressed an unqualified audit opinion on Simavi’s annual accounts for the financial year 2014, which form an integral part of Simavi’s 2014 annual report. KPMG performs no non-auditing tasks for Simavi. Audit reports are discussed by the audit committee of the Supervisory Board, attended by the Auditor, the Managing Director and the Director Finance and Operations.

The Supervisory Board has approved the financial statements for the year 2014.

Financial position At Simavi, our mission is to spend as much of the received funds as possible on our designated goals. However, we also need to maintain certain reserves in order to safeguard the continuity of the projects and programmes that we carry out and support.

Investments and liquidity The investment policy assumes that the nominal value of the investments is maintained under any circumstance. This explicitly means that we do not invest in shares, whereby the value of any other investments can be no larger than the size of the continuity reserve.

In 2014, all funds were placed in saving and deposit accounts with Dutch banks, evenly spread across banks. This is part of Simavi’s risk-averse investment policy.

The cash and cash equivalents are placed on interest-bearing current accounts or saving accounts. On 31 December 2014 the balance was €9,565K. This high balance includes the continuity reserve and is a result of amounts received in advance to be spent on projects in the coming years.

Reserves and funds The continuity reserve amounted to €2,215K at the end of 2014. Amounts spent on Simavi projects are accounted for as expenses in the financial year in which the contribution is unconditionally committed. For projects that are still conditional upon realisation of future third party financing, Simavi formed a reserve that covers that part of total financing required out of Simavi´s own funds. Notes on the policy can be found in the explanatory notes to the Annual accounts.

Appropriation of result The result of the financial year of 2014, is €366K negative. Budgeted result amounted to a negative €644K. Therefore, Simavi anticipated a loss in 2014, which was financed out of earmarked reserves formed in previous years. These earmarked reserves are an instrument to mitigate timing differences between income and expenditure recognition. Given the outperformance of the budgeted targets for 2014, Simavi was able to reserve an amount of €100K for “Simavi 90 years” activities. These will include road shows about SRHR and WASH (see chapter 6.3). A further €69K has been reserved for Strategic Development. For more details on Simavi’s position and policy see the notes to the annual accounts.

Financial review

123

6.2 Statement of income and expenditure

Income In 2014 Simavi generated more than €21 million in income, slightly less than budgeted.

Income from direct fundraising accounted for €2.6 million, approximately €200K more than budgeted. Revenues from third party campaigns accounted for €2.3 million, which was well above budget. Government grants accounted for €16 million, €1.4 million less than budgeted. The reason for this deviation is explained below under government grants.

In general, there has been a shift in income from Dutch government grants to more funds from international governments and foundations. The amounts received as the lead agency of alliances and paid out to WASH and Unite against Child Marriage alliance partners are presented as gross amounts on the statement of income and expenditure in accordance with the applicable accounting rules. In 2014, the amounts paid to alliance partners totalled €7 million compared to a budget of approximately €6.2 million. Due to additional grants for UaCM, the amount for alliance partners has been increased in comparison to the 2014 budget. This method of presentation has no impact on the net result.

Income from direct fundraising The income from direct fundraising was more than expected, as collections yielded more income, and we received funds from legacies (total €104K) that had not been budgeted for (income from legacies and bequests is not budgeted given the uncertainties surrounding this type of income). The funds raised from the 2014 door-to-door collection exceeded the amount budgeted due to additional sales of collection boxes. However, in 2013, Simavi decided that 2014 would be the last year of the nationwide door-to-door collection. This decision was made because the high costs of the collection did no longer weigh up against the benefits.

Income from third-party campaigns The income from third parties was higher than planned in the 2014 budget. The higher income (€845K) is mainly the result of extra funding received from the Dutch Postcode Lottery for the programme Making Periods Normal (€2,064K). As in previous years, Simavi also received €900K from the Dutch Postcode Lottery to be used for any initiative based on our mission.

Government grants Government grants include grants from Dutch embassies, Dutch government tenders from the Dutch Ministry of Foreign Affairs and other governments (including the Swiss Agency for Development and Cooperation). The income from government grants amounted to €16 million, €1.4 million less than budgeted. The reason for this deviation was a delay in the implementation of WASH projects in Ghana and Tanzania, which is expected to be compensated in 2015.

The assigned interest yields on advance grant funding received, in the amount of €70K, has been added to the designated funds and will be applied towards the underlying objectives.

Expenditure (x 1,000 Euro)

2014

2013

19,611

15,644

Total costs of generating funds

849

706

Total management & administration costs

929

854

21,389

17,204

Total spent on objective

TOTAL EXPENDITURE

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Financial review

Expenditure on objective The actual expenditure on objective in 2014 amounted â‚Ź19,611K, â‚Ź3,967K higher than in 2013 as a result of new projects that started: Unite Against Child Marriage, Making Periods Normal, and WASH projects in Ghana and Tanzania. (x 1,000 Euro)

2014

2013

Total income

21,023

18,196

Total expenditure

21,389

17,204

Expenditure on objectives

19,611

15,644

% expenditure on objective / total income

93,3%

86,0%

The percentage of total expenditure on objective compared to actual total income in 2014 was 93.3% - an increase compared to the figure of 86% in 2013. This increase is mainly due to the expenditure recognised in the statement of income and expenditure of 2014, that was financed out of earmarked reserves in 2014, whereas in 2013 certain income remained unspent and related result was added to these reserves. Furthermore, higher payments to alliance members had an increasing impact.

6.3 Financial Key Performance Indicators

Simavi uses two key performance indicators to report its expenditure. These are: 1. The costs of fundraising, expressed as a percentage of income gained from direct fundraising (CBF standard); 2. Management and administration costs, expressed as a percentage of total expenditure.

For fundraising costs, we strive to maintain an average below 25%. Our set maximum for the percentage of management and administration costs is 6.8%. (x 1,000 Euro)

2014

2013

21,389

17,204

2,587

2,934

Cost of direct fundraising

504

554

Total management and administration costs

929

854

19.5%

18.9%

4.3%

5.0%

Total expenditure Total income from direct fundraising

% costs own fundraising / income direct fundraising (CBF%) % costs management & administration costs / total expenditure

The cost percentage fundraising amounted to 19.5% in 2014 (18.9% in 2013). This meets the standard set by CBF. The costs for management and administration, expressed as a percentage of the total expenditure, amounted to 4.3% in 2014 (5.0% in 2013) A more detailed explanation of these costs can be found in the annual accounts, note 13 15.

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125

photo: Huib van Wersch

Outlook

126

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7. Outlook 2015

Simavi believes that everyone is entitled to healthy living conditions. And that WASH and SRHR are crucial to enable people to lead a healthy life, build a better existence and find a way out of poverty. Therefore it is our ambition to have structurally improved the basic health of 10 million people in marginalised communities in Africa and Asia by 2020.

2015 will be a crucial year for Simavi. Not only is it Simavi’s 90th anniversary, it is the year when the SHAW programme, the Dutch WASH Alliance programme, the Unite for Body Rights programme and the Access, Services and Knowledge programme (subsidised by the Dutch Ministry of Foreign Affairs) will draw to an end. Although we will embark on new partnerships including the WASH IT! strategic partnership with the Dutch Ministry of Foreign Affairs, and new Public-Private Partnerships, in 2016 we face financial challenges that can impact the organisation and our work. We have been focusing on developing new partnerships and creating new opportunities since 2013, and we are confident that these will bear fruit in the course of 2015. Nevertheless, it will be a crucial year in ensuring we remain on the path towards reaching our ambition. A strong focus on new opportunities in 2015 is needed. In this light we look to the four focus areas of our strategy 2014 – 2020, each containing clear targets, and we are fully committed to achieving these over the coming years.

7.1 Structural improvement of basic health

In order to achieve lasting impact, Simavi has a threefold integrated approach: our Theory of Change (see paragraph 1.4). We have incorporated this approach in all our programmes, and developed Simavi key indicators for each step in our Theory of Change. With this results monitoring framework we are able to show our results in a transparent way. In 2015 we will focus on: •

• •

Applying the monitoring framework to all our programmes. This enables us to systematically track progress in the light of our targets. Agreements we have with our implementing partners (about target setting and reporting) will be adapted to align them with the monitoring framework.

We will continue to identify new partners, who understand our approach and have the capacities and networks to help us roll out our Theory of Change.

In the light of the 90th anniversary of Simavi, we will do a looking back study analysing the long term results of five interventions that have been finalised years ago.

Programmes • In the last year of the UFBR, the ASK, the DWA and the SHAW programme we will focus on realising the targets set while paying special attention to the sustainability of the results.

• Besides our current programmes, we will start with a range of new innovative initiatives such as Bliss4Midwives, Healthy Business, Healthy lives, and a public private partnership with VEI in Bandung (see paragraph 3.4).

• We will further develop our Strategic Partnership WASH IT! with the Dutch Ministry of Foreign Affairs.

• In June 2015, the Sanitation, Hygiene and Water (SHAW) programme in Indonesia will come to an end after almost five years. In the consolidation and exit phase Simavi will be gathering the lessons learned and best practices. They are to be translated into a replication strategy for the Indonesian government. The result will be shared during a national symposium.

The Indonesian government’s target is universal access to water and sanitation by 2019. We are seeking to continue supporting this target with a next phase in the SHAW programme. Although we won’t be able to cover all districts, we can help roll out the

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127

community-based total sanitation strategy called “STBM” to more locations. We can do this in coordination and collaboration with other organisations that work on STBM. Besides this, we aim to use our experience, lessons learned and case studies to help the Indonesian government in replicating the success we had in implementing STBM under the SHAW programme. A plan is being developed for this next phase in 2015, using 1) the success factors and determinants, and 2) the critical steps of implementation from SHAW. Using these, we can design a fast and affordable replication strategy that is nonetheless of good quality.

7.2 Diversified financing and innovative partnerships

Simavi will continue to put great emphasis on working together with institutional partners and business associates. Given the fact that the UFBR, ASK, SHAW and DWA programmes will end, in 2015 intensified cooperation with existing donors and searching for new funding are on our top list. Our focus on cooperation with the private sector will be further developed. We aim at creating a mix of financing by governments, the private sector, multilateral institutions, private funding and (inter)national foundations. The following four key activities will help us to increase innovation and entrepreneurship within our financing approach: •

•

•

•

7.3 A strong brand and transparent communication

Simavi is becoming a stronger brand amongst (inter-)national donors and partners which helps us to achieve our ambitious goals. We are increasingly considered and recognised as a preferred partner for integrated WASH and SRHR programmes by current and future partners. In order to further increase our visibility, name recognition, stakeholder’s appreciation of Simavi and their engagement with Simavi, we will focus on the following activities: •

128

Outlook

Institutional fundraising: As financing by the Dutch government is under pressure, we will work on strengthening our relationships with development agencies of international governments, multilateral institutions and international donors. In 2015, we will focus on creating more entry-points with institutional donors and building our relationships with them, both at global and country levels.

Public-private partnerships (PPPs): Working together in consortia with the private and public sector, in which each partner brings in their specific expertise and network, has proven to be a success. We will actively look for opportunities to enter into long term PPPs with both private and public sector, in which each partner brings in their specific expertise and network.

Direct fundraising: Intensifying our relations with private donors, with family and corporate foundations and within the Dutch private sector, will retain them as true and loyal ambassadors of Simavi. Furthermore, we will expand our network and develop new relationships with companies, trusts and donors that share our values or have a natural –business- fit with our themes WASH and SRHR. Shared value creation for everyone involved is at the centre of this approach. We will for example extend our collaboration with Made Blue, working together to inspire more companies to participate in this concept.

We invest in additional ways of fundraising through events and community engagement. In 2015, we will roll out a new concept for an event on King’s Day. Moreover, online fundraising will be strengthened based on a new online approach and a new website.

2015 marks Simavi’s 90th anniversary. We will use this opportunity to highlight our results of the last decade and the still existing need for our work on basic health.

•

• •

7.4 A professional organisation

We will visit at least four international conferences, where we will host a side event, present our work and listen carefully to our stakeholders. Our goal is to increase our international visibility and create new partnerships. In the Netherlands, we will organise a photo-exposition and a symposium to showcase our history, our work and the impact we realised over the years. We will also organise different network events to share best practices and discuss relevant topics.

We will launch our new distinctive and high quality responsive websites and further implement our online strategy. We will be on top of the WASH and SRHR news and by actively listening to our stakeholders, we will be able to add relevant contributions in online conversations.

We will launch a new marketing campaign in the Netherlands that will strengthen our brand.

Evidence-based communication is key. Transparency will convince donors and partners that Simavi is the right partner to become involved with when it comes to integrated WASH and SRHR. To this end, we will use the possibilities provided by the new monitoring framework, and by the results of studies done to track the impact of Simavi programmes.

In 2014, Simavi started operating under a changed organisational structure, reflecting the new organisational strategy. Instead of a geographical focus on Africa and Asia a thematic focus on SRHR and WASH was chose. Apart from this thematic focus, Simavi operates under a so-called ‘matrix’ structure. This brings together different disciplines within the organisation (programme expertise, communication, fundraising and policy influencing) around the themes of SRHR and WASH (see paragraph 5.2). This structure enhances our ability to approach our main themes in an integral manner, taking into account all disciplines at the same time. We will consolidate this structure in 2015.

In organisational development our priorities are: • In our strategic process for the coming years, Simavi will outline different scenario’s for the development of the organisation. Developments within these scenario’s, as well as progress of results according to our Balanced Score Card (BSC) and monitoring of risks will be summarised in a quarterly management letter.

• In 2014 main organisational risks have been identified, in 2015 the procedure to monitor those risks will be sharpened. Identified risks and mitigation strategies will be a regular agenda item in the Supervisory Board and MT meetings and the organisation will be updated four times a year.

Culture Our people are key to the success of our organisation. Simavi employees are experienced and engaged professionals, open to learn and grow, creative, and constantly working on both their personal development and that of Simavi as a whole. Together we have built a powerful organisation that stimulates innovation and entrepreneurship. Our impact-driven culture reinforces our strategic plan. It fosters talent, rewards achievement, and creates the preconditions for long term careers. We aim for a culture in which we not only focus on performance, but also on the health and well-being of our organisation and co-workers.

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7.5 Financial outlook

Simavi has a solid financial base for 2015, as funding for current multi-year programmes will continue. Nevertheless, and in order to ensure our continuity we have our contingency plans in place to respond incase risks turn into reality. These includes financial risks, liquidity and exchange rate risks. (see paragraph 5.6). In 2015 our focus is to ensure financial security from 2016 and onwards in order to reach our ambition in 2020. In 2015 we will outline different scenarios: a current level scenario and a less auspicious one. The current level scenario will show the continuation of the current situation within Simavi.

This means we will be able to implement the same level of programmes with a different financing structure. Simavi is shifting to a financing model based on more diversified fundraising. The management is confident that a stable financial basis for a sound and modern NGO has been created for the future.

Budget 2015 INCOME (x 1,000 Euro)

Budget 2015

Income from direct fundraising Collections Donations and gifts

30 2,141

Sponsoring Legacies and bequests 2,171

Income from third-party campaigns The Dutch Postcode Lottery Co-financing projects Aqua for All Co-financing projects other

1,145 100 30 1,275

Government grants Dutch Ministery of Foreign Affairs for Simavi

8,696

Dutch Ministery of Foreign Affairs for Alliance partners

5,540

Swiss Agency for Development and Cooperation

1,223 15,459

Interest income

94

Other Income TOTAL INCOME

130

Outlook

18,999

EXPENDITURE (x 1,000 Euro)

Budget 2015

SPENT ON OBJECTIVE 1,031

Awareness raising Programmes

10,874

- Simavi projects

5,540

- Paid to Alliance partners

351

Advocacy

17,796 COSTS OF GENERATING FUNDS 512

Costs of direct fundraising

16

Costs of third-party campaigns

304

Costs of obtaining government grants

-

Costs of investments

832 889

Management & administration costs

19,517

TOTAL EXPENDITURE

RESULT

-/-

Outlook

518

131

Annex 1: Programme results overview 2014 TOTAL targets

TOTAL Simavi Community realised Health programme

COMMUNITY EMPOWERMENT Number of people directly reached with education on SRHR/WASH Number of people reached on SRHR/WASH through mass media Number of community groups organising SRHR/ WASH activities

UFBR programme

ASK programme

target

realisation

target

realisation

target

realisation

5,000,000

14,000

54,500

903,000

2,146,000

626,000

614,000

19,300,000 25,800,000

10,000

10,000 11,247,000 11,428,000

4,000

1,297,000

2,800,000

1,600

1,100

60

0

n/a

n/a

243

253

227

202

60

0

n/a

n/a

n/a

n/a

24,800

18,500

n/a

n/a

n/a

n/a

n/a

n/a

28

24

n/a

n/a

n/a

n/a

n/a

n/a

826,000

1,100,000

n/a

n/a

n/a

n/a

n/a

n/a

1,700

3,900

n/a

n/a

n/a

n/a

n/a

n/a

Number of times a social accountability tool is applied

363

356

n/a

n/a

n/a

n/a

n/a

n/a

Number of recommendations or lobby issues taken over by authorities

74

72

n/a

n/a

n/a

n/a

n/a

n/a

4,300,000

5,300,000

186,000

370,000

1,031,000

2,515,000

2,989,000

2,176,000

788,000

1,500,000

n/a

n/a

n/a

n/a

n/a

n/a

Number of public places with improved WASH facilities

339

491

n/a

n/a

n/a

n/a

n/a

n/a

Number of water points rehabilitated or constructed

612

1,100

30

8

n/a

n/a

n/a

n/a

1,300

1,500

n/a

n/a

n/a

n/a

n/a

n/a

10,900

11,700

14

156

10,500

11,000

336

616

Number of communities more involved in Operations and Maintenance of facilities Number of people who know measures against WASH related diseased Number of community groups with new collaboration with private sector or authorities Number of people with healthier behaviour ENABLING ENVIRONMENT Number of people who have been trained on policy influencing or on social accountability

SUSTAINABLE SERVICES Number of people with access to SRHR/WASH services Number of people utilising WASH facilities

Number of sanitation seats in public places Number of health workers trained 132

Annexes

Simavi WASH programme

SHAW programme

DWA programme

GNWP programme

Football for Improved WASH facilities Water programme Bangladesh

target

realisation

target

realisation

target

realisation

target*

realisation

target

realisation

target

realisation

80,000

241,000

761,000

1,482,000

419,000

410,000

33,900

33,300

15,000

13,800

42,900

18,700

123,000

134,000

n/a

n/a

7,934,000 12,918,000

15,000

15,000

n/a

n/a

n/a

n/a

92

221

1,100

564

20

28

41

41

n/a

n/a

56

21

38

58

64

88

6

6

41

41

n/a

n/a

18

9

24,800

18,500

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

4

9

n/a

n/a

6

6

n/a

n/a

n/a

n/a

18

9

59,600

44,200

750,000

1,065,000

n/a

n/a

n/a

n/a

n/a

n/a

16,800

4,900

164

1,700

14

21

1,500

2,100

10

10

n/a

n/a

48

24

128

152

n/a

n/a

215

189

2

5

n/a

n/a

18

10

60

60

9

9

5

3

n/a

n/a

n/a

n/a

n/a

n/a

40,600

35,400

32,800

183,000

13,300

15,900

n/a

n/a

n/a

n/a

16,800

10,000

38,000

20,400

750,000

1,431,000

n/a

n/a

n/a

n/a

n/a

n/a

0

4,300

179

307

n/a

n/a

53

47

52

52

15

4

40

81

463

816

0

178

63

76

6

6

30

2

20

12

800

1,000

n/a

n/a

44

91

208

208

33

2

256

188

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

* Targets within the GNWP programme are set from June 2014 till June 2015, therefore an estimation has been made for 2014.133 Annexes

PART II REPORT OF THE SUPERVISORY BOARD

134

Outlook

Outlook

135

The general performance of the Supervisory Board, as well as the way we supervise, manage and implement at Simavi, are all laid down in the Declaration of Accountability. This document is available online at www.simavi.org/governance.

Supervisory Board in general • All members of the Supervisory Board, as well as Simavi’s management, have endorsed and approved the Declaration of Accountability. In 2014, Simavi operated in accordance to the agreements reached on management and supervision.

• The board is responsible for supervision. It acts as a sounding board for the Managing Director. The board has no management or operational tasks.

• The members of the Board of Supervision are recruited on the basis of an agreed profile, through public advertising.

• Each board position has a specific profile, and the selection is based on areas of expertise. The Supervisory board appoints new members, while the Managing Director advises this process.

Composition As of 31 December 2014, Simavi’s Supervisory Board was composed as follows.

Members supervisory board

Area of expertise

Current position

Other ancillary positions

Maria Martens, chair

Politics, management

Member of the Dutch Senate

Chairwoman of the Board, VSOP; member supervisory board ‘s-Heerenloo

Esther Scheers, vice-chair

Public Health, Reproductive Health & Tropical Medicine

Gynaecologist

Lecturer University Medical Centre Groningen, member working party International Safe Motherhood & International Health

Frans Blanchard,

member of audit committee

Communication Legal advisor in the creative industry

-

Laura de Graaf,

member of audit committee

Finance Financial consultant

-

Michiel de Wilde

Strategy and organisation, international development, CSR

Executive Director at Erasmus Centre for Strategic Philanthropy

Part time coach of young executives at Boer & Croon Management

Jeroen Wels

HR

Vice-President HR of the Refreshment Category at Unilever

-

136

Report of the Supervisory Board

Rotation and election procedure The rotation schedule of the Supervisory Board of Simavi is as follows (appointments for a maximum of two terms of four years)

Members supervisory board

Appointed as of

End of first term

End of second term

Frans Blanchard

2008 (November)

2012

2016

Maria Martens

2010 (July)

2014

2018

Laura de Graaf

2011 (July)

2015

2019

Esther Scheers

2012 (June)

2016

2020

Michiel de Wilde

2014 (November)

2018

2022

Jeroen Wels

2014 (November)

2018

2022

Recent changes • Ron Thiemann left the Supervisory Board, due to reaching the end of the allowed two terms of office in 2014. We thank him for his years of dedication.

• Michiel de Wilde has taken up his seat on the Board of Supervisors in 2014. He is Executive Director at Erasmus Centre for Strategic Philanthropy in Rotterdam. In the past, he has been a management consultant, entrepreneur and managing director at various not-for-profit organisations. Until recently, Michiel de Wilde was also a member of the Advisory Board of the RAIN Foundation and a member of the Advisory Board of the Micro Water Facility. He contributes extensive experience in the fields of water, development aid and management.

• Jeroen Wels has taken up his seat on the Board of Supervisors in 2014. He has extensive management experience and expertise in the field of HR in corporate businesses. He is the Vice-President HR of the Refreshment Category at Unilever. Jeroen has lived and worked in Europe, North America, North Africa, the Middle East, Turkey and Russia.

Remuneration of the Supervisory Board The remuneration policy for supervisors remains unchanged. In accordance with the Code of Good Management, supervisors do not receive remuneration, but only receive an expense allowance, based on actual expenses incurred.

The Supervisory Board in 2014 The Board met 4 times in 2014. Besides, Board members on occasion join meetings with different stakeholders.

Members of the management team attend the meetings if relevant.

Fixed agenda items for the Supervisory Board are: the annual plan, the budget, the Annual Report, the progress of the organisation, updates on alliances, campaigns and activities, results of audits and evaluations, risk assessments, the assessment of the Managing Director, MT leadership and vacancies and appointments in the Supervisory Board. Strong leadership is crucial in a transforming organisation and the board has discussed the development of the MT leadership.

Also the culture of the organisation was discussed.

Report of the Supervisory Board

137

In addition to the fixed agenda items, the main themes for the Supervisory Board in 2014 were: 1. Revised terms of employment 2. Partnership policy, procedures & checklist 3. Vacancies and appointment of Supervisory Board members 4. Employee satisfaction 5. Market developments and their impact Results The board is satisfied with the strategic developments and with Simavi’s performance. The first year of the renewed organisational strategy has brought results: in terms of realised programme objectives and financial targets. In addition, progress was made in monitoring programme achievements on the way towards realising Simavi’s ambition of structurally improving the basic health of 10 million people by 2020.

The Board was closely involved in the strategy process and strategic discussions about ensuring financial security from 2016 and onwards in order to reach Simavi’s ambition in 2020. In 2015 different scenarios will be outlined and discussed. An area of improvement still is to better incorporate the upscaling of programmes into the Simavi strategy.

Further strengthening the strategy in this area will be addressed in 2015.

The board is also content with the progress of organisational developments. The employee satisfaction survey (as described in paragraph 5.1) shows that the acknowledgement of the organisation about having a clear strategy in place grew from 40% in 2013 to 92% in 2014.

Evaluation of the Board According to the Governance Code, the Supervisory Board conducts a performance evaluation once every two years.

The board evaluated its own performance in 2014. The evaluation showed that the composition of the board is well balanced in expertise and that it works in an open and constructive way. The board spent quite some time supervising Simavi’s strategic developments and is happy with the chosen strategic orientation. In 2015 the board and the managing director will deepen the strategic discussions.

Evaluation of the Managing Director The Managing Director’s contract has been extended in 2013 due to good performance. The managing director has found her place and has become the figurehead of the organisation. Simavi now is a more entrepreneurial and result driven organisation. The Board was pleased to see the progress reflected in the employee satisfaction survey (see chapter 5.1).

Audit committee The audit committee convened four times in 2014. Meetings take place about two weeks before regular Board meetings. The meetings were held with the Managing Director and the Director of Finance & Operations. Subjects included the annual and quarterly reports, the auditor’s report, the budget and forecasts. The annual accounts and the auditors’ report were discussed together with the auditor.

Word of thanks The supervisory board is grateful to the managing director of Simavi, the management team and all other employees and volunteers for their collective hard work and commitment this year. Most of all we thank Simavi’s Dutch and international stakeholders, especially the implementing partners, for their cooperation and great work. This helped Simavi to achieve its goals, and further develop a solid strategy for the years to come.

138

Report of the Supervisory Board

Report of the Supervisory Board

139

PART III ANNUAL ACCOUNTS

140

Report of the Supervisory Board

Report of the Supervisory Board

141

Balance Sheet as per December 31, 2014 (after appropriation of result) ASSETS (x 1,000 Euro) TANGIBLE FIXED ASSETS

Note

31.12.2014

31.12.2013

1

72

32

58

438

49

49

CURRENT ASSETS Receivables and accrued income Bequests to be received

2 2.1

Interest to be received Grants to be received

11

220

235

Other receivables and prepaid expenses

2.2

464

384

791

1,106

9,565

7,435

10,428

8,573

31.12.2014

31.12.2013

CASH AND CASH EQUIVALENTS

3

TOTAL ASSETS

LIABILITIES (x 1,000 Euro) RESERVES AND FUNDS

Note 4

Continuity reserve

4.1

2,215

2,215

Reserve for financing assets

4.2

72

32

Earmarked reserves

4.3

933

1,409

Earmarked funds

4.4

499

429

3,719

4,085

5

200

208

5

1,275

1,448

-

11

LONG-TERM LIABILITIES Project/programme commitments

SHORT-TERM LIABILITIES Project/programme commitments Taxes and social insurance premiums Other liabilities and accruals

6

696

513

Deferred income

7

4,538

2,308

6,509

4,280

10,428

8,573

TOTAL LIABILITIES

142

Annual accounts

Statement of Income and Expenditure for the year 2014 INCOME (x 1,000 Euro)

Actual 2014

Budget 2014

Actual 2013

442

358

608

1,957

2,018

1,744

84

-

34

104

pm

548

2,587

2,376

2,934

1,943

1,159

926

276

251

210

66

30

53

2,285

1,440

1,189

Dutch Ministery of Foreign Affairs for Simavi

8,568

9,421

7,690

Dutch Ministery of Foreign Affairs for Alliance partners

7,011

6,224

5,947

420

1,750

296

15,999

17,395

13,933

92

125

97

60

102

43

21,023

21,438

18,196

Income from direct fundraising

Note

9

Collections Donations and gifts Sponsoring Legacies and bequests

Income from third-party campaigns

10

The Dutch Postcode Lottery Co-financing projects Aqua for All Co-financing projects other

Government grants

11

Swiss Agency for Development and Cooperation

Interest income

Other Income TOTAL INCOME

12

Annual accounts

143

Statement of Income and Expenditure for the year 2014 - continued EXPENDITURE (x 1,000 Euro)

Actual 2014

Budget 2014

Actual 2013

1,191

1,086

912

11,055

12,763

8,469

7,011

6,224

5,947

354

377

316

19,611

20,450

15,644

504

566

554

Costs of third-party campaigns

122

97

145

Costs of obtaining government grants

222

193

6

1

1

1

849

857

706

SPENT ON OBJECTIVE

Note

13

Awareness raising Programmes - Simavi projects - Paid to Alliance partners Advocacy

COSTS OF GENERATING FUNDS Costs of direct fundraising

14

Costs of investments

Management & administration costs

15

929

775

854

TOTAL EXPENDITURE

16

21,389

22,082

17,204

644

992

RESULT

-/-

366

Appropriation of result Withdrawal from earmarked reserves - projects

-/-

469

Withdrawal from earmarked reserves - Football for Water

-/-

159

Withdrawal from earmarked reserves - Capacity building

-/-

17

Addition to earmarked reserves - strategic development

69 100

Addition to earmarked reserves - “Simavi 90 years�

Addition to reserve for financing assets

40

Addition to earmarked funds - Interest to be spent on objective

70 -/-

144

Annual accounts

366

-/-

Cash Flow Statement for the year 2014 (x 1,000 Euro)

RESULT

-/-

Adjustment for depreciation -/-

2014

2013

366

992

29

21

337

1,013

Changes in operating capital Change in receivables

315

-/-

160

2,229

-/-

1,467

8

-/-

910

2,199

-/-

1,524

69

-/-

10

Change in cash and cash equivalents

2,130

-/-

1,534

Balance of cash/cash equivalents on 1 January

7,435

8,969

Balance of cash/cash equivalents on 31 December

9,565

7,435

Change in cash and cash equivalents

2,130

Change in short-term liabilities Change in long-term liabilities project/programme commitments

-/-

CASH FLOW FROM OPERATIONAL ACTIVITIES CASH FLOW FROM INVESTMENT ACTIVITIES Investments in tangible fixed assets

-/-

-/-

Annual accounts

1,534

145

Accounting policies General The annual accounts have been prepared in accordance with the Dutch Accounting Standard for Fundraising Institutions (RJ 650) and are subject to the “Wet Normering bezoldiging Topfunctionarissen publieke en semi publieke sector” (WNT). The annual accounts aim to provide a fair presentation of the financial position of the Simavi foundation as of December 31, 2014, and of its income and expenditures for the year 2014. The financial year coincides with the calendar year.

The annual accounts are denominated in euros, Simavi’s functional and reporting currency. Transactions denominated in foreign currencies conducted during the reporting period are recognised in the annual accounts at the rate of exchange on the transaction date. Monetary assets and liabilities denominated in foreign currencies are translated into the functional currency at the rate of exchange at the reporting date. Any resulting exchange differences are recognised in the statement of income and expenditure.

Financing contract with government and other major donors Simavi signed several financing contracts for carrying out specific projects. Simavi recognizes the incoming resources from these financing contracts and grants decisions in accordance with Dutch Accounting Standard 274. This means that the incoming resources are recognized at the time resources are actually expended. The difference between the income recognized and the actual amount received in the form of contributions from donors is recorded in the balance sheet. This results in receivable if more resources have been expended than received or in a deferred grant if incoming resources are greater than those expended. Therefore the full amount of the contract is not disclosed in the annual accounts.

Note that the Dutch accounting standards and therefore the accounted cost can differ from what was reported to the related donor.

With reference to the Netherlands Civil Code, Title 9, Article 407 1a, Section 13, the financial data of “Stichting NFICH” and “Stichting Zien” have not been consolidated.

Use of estimates In applying the accounting policies and standards for preparing annual accounts, the management of Simavi is required to make estimates and judgments that might significantly influence the amounts disclosed in the annual accounts. If necessary for the purposes of providing the view required under Section 362(1), Book 2 of the Netherlands Civil Code, the nature of these estimates and judgments, including the related assumptions, has been disclosed in the notes to the relevant items.

Basis of measurement Unless indicated otherwise, the annual accounts have been prepared using the historical cost basis.

Tangible fixed assets Tangible assets are carried at cost less straight-line depreciation over their estimated useful lives. The percentages used are: Equipment 10 % Office machines 20 % Computers: 33 % Simavi has been located at a rented property since May 2005.

Financial instruments Financial instruments include receivables, cash and cash equivalents, project/programme commitments, accounts payable, and other payables. Financial instruments are initially recognised at fair value. Any directly attributable transaction costs are part of this initial valuation. Financial instruments are subsequently valued in the manner described below.

146

Annual accounts

Receivables and accrued income Receivables and accrued income are initially stated at fair value, and are subsequently valued at amortised cost. An allowance is made for obsolescence where necessary.

Reserves In order to secure the continuity of the foundation for at least one year in case of unexpected events, part of Simavi’s capital has been transferred to a separate continuity reserve as of 1996, in accordance with CBF regulations.

Simavi holds a reserve for financing fixed assets to guarantee replacement of these assets in the future.

Earmarked reserves are held for different purposes as determined by management. Management of Simavi can change the specific earmark of reserves, when deemed appropriate.

Earmarked funds The earmarked funds represent all received earmarked income that the donor intended for a specific purpose, for which the underlying objective and related expenditure have not yet been realised. Furthermore, earmarked funds are held for accumulated interest income earned on the advance payments of grants in respect of the WASH, SHAW, SRHR, ASK and SDC programmes. The earmarked funds are expected to be used within 3 years or in case of interest from grants during the remaining project period of the grant. The restriction following the earmark can only be released by specific third party approval.

Pension scheme Simavi’s pension scheme is managed by Delta Lloyd. It includes, in part, a retirement pension based on a final salary system. For members of staff who joined after 1 December 2006, it is an average salary system. This scheme is considered a defined benefit scheme. Because Simavi qualifies as a middle-size legal entity, this scheme has been included in the annual accounts as a defined contribution scheme, in accordance with the Dutch Council for Annual Reporting for small legal entities. This could mean that not all risks related to this pension scheme are included in the pension commitment recorded in the balance sheet.

Project/programme commitments The grants unconditionally committed as of the balance sheet date, which have not been already paid are divided into short-term liabilities (to be settled within one year of balance sheet date) and long-term liabilities.

The amounts that are expected to be settled after more than one year after the balance sheet date, are accounted for as long-term liabilities. The expected duration of the projects is a maximum of three years.

Conversion of foreign currency Monetary assets and liabilities in foreign currency are converted into euros at the closing rate at year’s end. Exchange differences are accounted for in the statement of income and expenditure, where their method of presentation depends on the nature of the underlying asset or liability.

Determination of results Income from collections, donations and gifts and sponsoring Income from collections, donations and gifts and sponsoring is recognized in the year in which they are received unless income is subject to conditions still to be met.

Income from legacies and bequests Legacies and bequests are accounted for as income in the year in which their amount can be reliably determined.

Provisional payments are accounted for as income in the financial year in which they are received, in cases when a reliable estimate was not possible at an earlier time.

Income from third-party campaigns Income from third-party campaigns is accounted as such when Simavi carries no risk in the fundraising campaign.

Annual accounts

147

This income is recognised in the year in which the proceeds are received.

Government grants Income from government grants that have been allocated by the donor depending on actual project costs will be accounted for in the statement of income and expenditure in the year that the eligible expenditure is recognised, it is probable that the amounts will be received and Simavi complied with all attached conditions. In this context, the (eligible) expenditure in respect of alliance partners in alliances where Simavi is the lead agency (WASH Alliance, UaCM alliance) is equal to the amounts paid to these partners.

Differences between the (final) settlement of the grants and accumulated income are accounted for in the statement of income and expenditure in the year in which these differences can be reliably estimated.

Expenditure For contracts financed by third parties; income and expenses will be allocated and accounted for in the statement of income and expenditure based on conditional contract requirements.

Amounts spent on Simavi projects and programmes are accounted for as expenses in the financial year in which the contribution has been unconditionally committed. The expenses recognised in the statement of income and expenditure include the related direct and indirect organisational costs.

Fundraising, awareness raising and management & administration costs are charged to the statement of income and expenditure in the year to which they pertain.

Salaries, wages and social security contributions are recognised in the statement of income and expenditure based on the pay and benefits package to the extent that they are payable to employees.

Expenditure allocation Expenditure allocation is described in note 16 of the notes to the statement of income and expenditure.

Interest income Interest income is recognised in the statement of income and expenditure time proportionally.

Notes to the cash flow statement The cash flow statement is prepared using the indirect method. To determine the change in cash and cash equivalents during the reporting period, the result for that year is adjusted for items in the statement of income and expenditure and for balance sheet movements that did not result in actual cash flows.

The cash flow statement makes a distinction between cash flow from operational, investment and financing activities. In this context, changes in long-term debts from project/programme commitments and interest income are presented as cash flow from operational activities.

148

Annual accounts

Notes to the balance sheet 1.

Tangible fixed assets

Tangible fixed assets comprise of equipment, office machines and computer. The movements during the year can be specified as follows: (x 1,000 Euro)

2014

2013

Book value as at 1 January

32

43

Investments

69

10

-/- 29

-/- 21

72

32

2014

2013

134

115

Depreciation Book value as at 31 December The tangible fixed assets are used for operations only.

Purchase prices of assets listed above were as follows: (x 1,000 Euro)

Equipment, office machine & computers

2.

Receivables and accrued income

2.1 Bequests to be received An amount of â‚Ź2K of receivable bequests is expected to be settled after one year.

2.2 Other receivables and prepaid expenses (x 1,000 Euro)

2014

2013

Accounts receivable

190

177

Prepaid expenses

274

202

-

5

464

384

Other

All amounts are expected to be received or settled within one year after the balance sheet date.

3.

Cash and cash equivalents

The cash and cash equivalents are placed on interest-bearing current accounts or savings accounts. All amounts (total â‚Ź9,565K) are available upon demand and place at Dutch banking institutions.

There are no cash or cash equivalents placed on deposit.

The average yield on outstanding cash, and cash equivalents was 1.2 per cent in 2014 (1.3 per cent in 2013).

Annual accounts

149

4.

Reserves and funds

4.1 Continuity reserve (x 1,000 Euro)

2014

2013

As per 1 January

2,215

2,142

-

73

2,215

2,215

Addition As per 31 December

The continuity reserve is designed to create a sufficiently large buffer to enable Simavi to complete ongoing programs appropriately in case of a significant shortfall of key sources of funding. Furthermore, it includes funding necessary for actions to enable Simavi to rebuild such a shortfall. In forming the continuity reserve, Simavi adheres to the maximum size equal to one and a half times the annual costs of the organisation, based on the budget for the following year, plus recruitment costs. This procedure is in accordance with the assets’ guidelines set by the Association for Fund-raising Institutions (VFI). Specifically, this means that the maximum as of 31 December 2014 would amount to €5,458K for the continuity reserve. The actual continuity reserve amounts to €2,215K at the end of 2014, after appropriation of result.

4.2 Reserve for financing assets (x 1,000 Euro)

2014

2013

As per 1 January

32

43

Addition

40

-

-

-/- 11

72

32

Withdrawal As per 31 December

4.3 Earmarked reserves The earmarked reserves held by Simavi, including the movements in these reserves during the year, are specified below: (x 1,000 Euro)

31 December 2013 Whitdrawal 2014 Addition 2014 31 December 2014

Football 4 Water

Capacity Building

Projects

Strategic Development

Simavi 90 years

Total

466

240

703

-

-

1,409

-/- 159

-/- 17

-/- 469

-

-

-/- 645

-

-

-

69

100

169

307

223

234

69

100

933

Football for Water In 2012, a fund was formed in the amount of €466K to cover expenditure for projects within the Football for Water programme in 2014 and 2015, for the part not financed by government grants. In 2014, €159K of the reserve was used and withdrawn from the reserve through the appropriation of result.

150

Annual accounts

Capacity Building This fund was created in 2013 with the main aim of broadening and deepening our partner portfolio, in order to facilitate anticipated growth and attract new donors.

Management believes that new donors can currently only be attracted when Simavi has more capacity to accommodate more funds. The reserve can be used to identify new partners through identification missions, to invest in capacity strengthening of existing partners and identify new partners, and to offer small ‘start-up capital’ for initiating small programmes with them. In 2014, the first identification missions of partners started, and €17K was utilised.

Projects Amounts spent on Simavi projects are accounted for as expenses in the financial year in which the contribution is unconditionally committed. For projects that are still conditional upon realisation of future third party financing, Simavi formed a reserve that covers that part of total financing required out of Simavi’s own funds.

In 2014 €469K was used and withdrawn from the reserve through the appropriation of result. It is expected that the remainder of the reserve will be utilised in 2015.

Strategic Development In 2014, a reserve was formed for Strategic Development to further develop Simavi into a strategic partner NGO for both national and international partners.

Simavi 90 years The reserve “Simavi 90 years” will be used to celebrate our 90 years of developments with many activities a, including a road show, several conferences and a (digital) trip to memory lane.

4.4 Earmarked funds Children eye care Nepal

Children eye care Irian Jaya

Children eye care Africa

Interest to be spent on objective

Total

31 December 2013

2

146

60

221

429

Addition 2014

-

-

-

70

70

31 December 2014

2

146

60

291

499

(x 1,000 Euro)

The assigned interest income on advance grant funding received, in the amount of €70K, has been added to the designated fund and will be applied towards the underlying goals.

Accumulated interest income can be specified as follows: (x 1,000 Euro)

31 December 2013 Addition 2014 31 December 2014

SHAW

WASH

SRHR

ASK

SDC

Total

26

113

73

9

0

221

7

28

10

15

10

70

33

141

83

24

10

291

Annual accounts

151

5.

Project/programme commitments

Project and programme commitments consist of unconditional commitments with partner organisations in the South.

The total amount of these commitments is €1,475K of which €1,275K will be settled in one year and €200K after one year. The long-term project/programme commitments mainly relate to projects within the Dutch Postcode Lottery programme “Making Periods Normal” (project period 2014-2017).

6.

Other liabilities and accruals

(x 1,000 Euro)

2014

2013

434

205

Current account Stichting NFIG and Zien

77

77

Accrued vacation hours

35

84

105

91

45

56

696

513

(x 1,000 Euro)

2014

2013

Government grants

3,336

2,096

NPL Making Periods Normal programme

1,065

-

5

50

132

162

4,538

2,308

Accounts payable

Accrued holiday allowance Accrued audit fees

7.

Deferred income

NPL PeePoo project Ohter projects

Further information on deferred income from government grants is provided in note 11.

For further information on deferred income from the Dutch Postcode Lottery reference is made to note 9.

8.

Off balance sheet rights and obligations

Off-balance sheet rights Simavi has received multiple-year grants from the Dutch Ministry of Foreign Affairs for the period 2011 - 2015. The total amounts under this grant were subject to budget restrictions, in other words the Ministry can change its decision if there are insufficient resources in the government budget. For WASH, the amount of the grant is €45,459K for the total alliance. Simavi acts as the lead agency of this alliance. Out of this amount, €9,285K was received in 2014. For 2015 the alliance is entitled to a total amount of €8,930K, of which €8,475K is receivable in 2015 and the remainder (€454K) after approval of the final report on the alliance in 2016.

The budget restrictions as set by the Dutch Ministry of Foreign Affairs are evenly expressed in the contracts between

152

Annual accounts

Simavi and its alliance partners and southern partners. The provision of this reservation is that if the financing by the ministry changes in any way, Simavi’s financing will also change to the same degree.

As a member of the SRHR Alliance, Simavi has a conditional entitlement due to budget restrictions, to a grant of €8,862K for the 2011-2015 period. In 2015 Simavi will receive from the alliance €1,841K (2014: €1,889K) of which €89K will be received after approval of the final report on the alliance in 2016.

As an alliance partner of the Football for Water (F4W) programme, Simavi received a conditional multiyear grant of a €610K (2012-2016) and in 2015 under this agreement Simavi is entitled to receive an amount of €122K from the lead agency of this programme.

For the ASK programme, Simavi (as alliance partner) is granted a conditional right of €3,847K for the period 2013-2015.

Under this agreement Simavi will receive in 2015, €1,039K (2014: €666K) of which €159K will be received after approval of the final report on the alliance in 2016.

In 2014, Simavi has received grants from the Dutch Minister of Foreign Affairs for the period July 2014 till June 2015.

The grant is for the Unite against Child Marriage alliance, for which Simavi acts as the lead agency. The total grant is €1,370K, of which €1,301K was received in 2014. The remainder (€68K) is receivable after approval of the final report on the alliance in 2015.

In 2014, Simavi signed a contract with the Swiss Agency for Development and Cooperation for the MKAJI programme in Tanzania. The contract runs from April 2014 till March 2019 and the total amount of the contract is $8,397K. In 2015 Simavi will receive under this agreement $1,639K (€1,348K conversion rate of 31 December 2014).

Legacies with usufruct Assets of legacies of which bare ownership of the assets has been obtained are not recognised in the balance sheet when third parties have usufruct rights, due to uncertainty about the size of future payments and the time of payment.

This represent eight (seven in 2013) legacies encumbered with usufruct.

Off-balance sheet obligations Under the framework of the WASH, SRHR, ASK, F4W, SHAW and UaCM programmes, Simavi and its Southern partners entered into contractual commitments to carry out projects in areas where Simavi operates. Where these contracts depend on conditions that are yet to be met, such as the external grant allocation by the Dutch Ministry of Foreign Affairs or other parties, they have not been accounted for in the balance sheet as of 31 December 2014. These obligations amounted to €4,612K at the end of 2014.

Additionally, for other contracts where contracts depend on conditions yet to be met, off balance sheet commitments exist in the amount of €1,491K at the end of 2014.

In the context of Simavi’s role as the lead agency of the WASH alliance and of the UaCM alliance, it has a contingent liability as of 31 December 2014 towards its alliance partners in the amount of €5,540K. As of 1 January 2015, the payment under the rental agreement is €89K per year. A bank guarantee for this lease has been issued in the amount of €28K. Simavi can terminate the agreement taking into account a three months notice period.

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Notes on the statement of income and expenditure 9.

Income from direct fundraising

Income from legacies and bequest is not budgeted given the uncertainties surrounding this type of income.

The income from direct fundraising is more than expected, as collections yielded more income than expected, and amounts from legacies (total €211K) that had not been budgeted.

The funds raised from the 2014 door-to-door collection exceeded the amount budgeted due to additional sales of collection boxes. In 2013, Simavi decided that 2014 would be the last year of the nationwide door-to-door collection.

This decision was made because the high costs of the collection did no longer weigh up to the benefits.

10.

Income from third-party campaigns

Income from third-party campaigns mainly comprise of income from the Dutch Postcode Lottery . This income can be specified as follows (x 1,000 euro): Dutch Postcode Lottery

900

Additional project Making Periods Normal (NPL)

998

Additional project PeePoo (NPL) Total

45 1,943

In 2014, Simavi received €900K as a contribution from the Dutch Postcode Lottery and in 2014 they also awarded an additional project Making Periods Normal for a total amount of € 2,064K. In 2014, an amount of € 998K was committed or paid for this project; the remaining amount (€1,065K) is accounted for in the balance sheet as an advance contribution received from the Dutch Postcode Lottery under the item ‘deferred income’ (see note 7).

In 2011 Simavi received €1,621K from the Dutch Postcode Lottery for the project PeePoo €1,571K of this was committed or paid and accounted for as income between 2011 and 2013. In 2014, €45K was spent on this project and accounted for as income. The remaining balance is €5K as of 31 December 2014 (see note 7).

In 2014, a sum of €276K (2013: €210K) was recognised as income for the contribution of Aqua for All with regard to joint aid projects.

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Annual accounts

11.

Government grants

The table below gives an overview of grants received from the Dutch Ministry of Foreign Affairs and the Swiss Agency for Development and Cooperation (SDC). (x 1,000 Euro)

WASH

SRHR

SHAW

ASK

F4W

UaCM

GNWP

SDC

Total

Grants received for Simavi

3,061

1,889

1,471

666

118

514

622

1,902

10,243

Grants received for alliance partners

6,224

-

-

-

-

787

-

-

7,011

Total grants received

9,285

1,889

1,471

666

118

1,301

622

1,902

17,254

Add: ‘Advance grants received as at 01-01-2014

1,077

-66

155

864

-129

-

-

-40

1,861

Minus: 'Grant income accounted for in 2014 based on expenditures

9,254

1,672

1,539

1,168

133

1,115

698

420

15,999

Advance grants received as at 31-12-2014

1,108

151

87

362

-

186

-

1,442

3,336

Grants still to be received as at 31-12-2014

-

-

-

-

144

-

76

-

220

Allocated interest income on advances received

28

10

7

15

-

-

-

10

70

A positive balance between the grant funding received and the actual expenditure eligible for grant funding is presented in the balance sheet as advance grant funding under the ‘deferred income’ item (note 7). In the event of a negative balance, these assets are presented in the balance sheet as grants to be received.

Grants from the Dutch Ministry of Foreign Affairs Simavi is the lead agency of the MFS II WASH alliance (2011-2015). Along with general responsibility, this means that Simavi receives all grant payments from the Ministry of Foreign Affairs for the WASH Alliance (in 2014, €9,285K).

A portion of these payments are paid to alliance partners immediately, for the implementation of the projects they support (€6,224K). These payments are recognised as income at the date of payment based on applicable accounting standards. The income from government grants based on eligible expenditure on programmes and costs of Simavi itself in the WASH alliance amounted to €3,031K in 2014. Total income from the WASH alliance recognised in 2014 amounted to €9,255K. Under the MFS II SRHR alliance (2011-2015), Simavi received €1,889K in grant funding via the lead agency of that alliance, Rutgers WPF. Income from government grants recognised based on eligible expenditure amounted to €1,672K in 2014.

Simavi received €1,471K under the SHAW programme. Income from government grants recognised based on eligible expenditure amounted to €1,539K in 2014. This programme will run till June 2015.

For the ASK programme, Simavi received €666K in 2014 from the SRHR fund of the Dutch Ministry of Foreign Affairs.

Income from government grants recognised based on eligible expenditure amounted to €1,168K in 2014. This

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155

programme started in 2013 and will run until 2015.

For Football for Water (F4W), Simavi received €118K in 2014 and the income recognised based on eligible expenditure amounted to €133K in 2014.

In 2014, Simavi received a grant for the alliance for the Unite against Child Marriage program (UaCM) of which Simavi is the lead agency. In 2014, €1,301K was received from the Ministry of Foreign Affairs, €787K of which was paid out to alliance partners of the programme. The programme started in July 2014 and will run till June 2015. The total income from UaCM recognised in 2014 amounted to €1,115K. In 2014, the Ghana Netherlands WASH Programme (GNWP) of the Dutch Ministry of Foreign affairs (approved in 2013) started and the total income recognised in 2014 was €698K, of which €76K is still to be received at 31 December 2014.

The total amount of the grant is €2,205K and the program period runs from January 2014 till June 2015.

Other grants Simavi received in 2014 a grant from the Swiss Agency for Development and Cooperation of €1,902K ($2,500K) for the 5-year programme Water for Community Health in the Dodoma Region in Tanzania (MKAJI programme). The total amount for the programme is $8,397K and runs from April 2014 until March 2019. Income based on eligible expenditure amounted to €420K in 2014.

Interest allocated on advance grant funding received from the Dutch Ministry of Foreign Affairs and the Swiss Agency for Development and Cooperation, in the amount of €70K, has been added to the earmarked fund (see note 4.4) and will be spent according to the underlying objectives.

12.

Other income

Other income results from fees received for services provided to third parties by Simavi staff.

13.

Expenditure on objectives

(x 1,000 Euro)

Actual 2014

Budget 2014

Actual 2013

1,191

1,086

912

11,055

12,763

8,469

6,224

6,224

5,947

Objective: Project activities through alliance partners UaCM

787

-

-

Objective: Advocacy

354

377

316

19,611

20,450

15,644

Objective: Awareness raising Objective: Project activities Objective: Project activities through alliance partners DWA

Total spent on objective

The actual expenditure on objectives is €839K lower than budgeted. The difference between budget and amounts actually spent is mainly caused by less expenditure on project activities than planned, as a result of delays within the WASH programmes in Tanzania and Ghana. It is expected that this under spending will be compensated in 2015.

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Spending percentage Below, we present the ratio of total expenditure on objective as a percentage of the total income. (x 1,000 Euro)

Actual 2014

Budget 2014

Actual 2013

Total spent on objective

19,611

20,450

15,644

Total income

21,023

21,438

18,196

Spending percentage

93,3%

95,4%

86,0%

The percentage of expenditure on objectives as compared to total income in 2014 was 93.3 per cent, as compared to 86.0 per cent in 2013 and 95.4 per cent as budgeted. The increase in percentage compared to 2013, is mainly due to the expenditure recognised in the statement of income and expenditure of 2014, that was financed out of earmarked reserves in 2014, whereas in 2013 certain income remained unspent and related result was added to these reserves.

Furthermore, higher payments to alliance members (including UaCM) had an increasing impact.

Corrected for the effect of payments to the WASH and UaCM alliance partners, the percentage was 89.9% in 2014 (79.2% in 2013).

14.

Costs of direct fundraising

(x 1,000 Euro)

Actual 2014

Budget 2014

Actual 2013

186

214

170

9

31

146

272

260

193

Acquisition of new donors

1

8

16

Gift campaigns

-

10

4

Bequests

5

-

-

Corporate fundraising

3

9

5

28

34

20

504

566

554

Operating costs of internal organisation Collection Newsletter and mailings

Walking for Water

With the total budget being a fixed maximum, the allocation of funds over the different components is flexible. An annual plan is made in advance, listing the activities to which a budget is linked. During the year, it sometimes becomes clear that activities cannot be continued, or other activities take priority. This enables Simavi to actively take advantage of opportunities that arise. In the table below the fundraising cost percentage is stated.

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157

FUNDRAISING COST PERCENTAGE (x 1,000 Euro) Income from direct fundraising Costs of direct fundraising

Fundraising cost percentage

Actual 2014

Budget 2014

Actual 2013

2,587

2,376

2,934

504

566

554

19,5%

23,8%

18,9%

The cost percentage fund-raising is 19.5 per cent in 2014 (18.9 per cent in 2013). This remains under the maximum standard set by CBF of 25 per cent.

15.

Management & administration costs

(x 1,000 Euro)

Management & administration costs Total expenditure

Percentage management & adminstration cost

Actual 2014

Budget 2014

Actual 2013

929

775

854

21,389

22,082

17,204

4,3%

3,5%

5,0%

The increase in management & administration costs in 2014, as compared to 2013, can be explained by the implementation of the Theory of Change (see paragraph 2.1). The Theory of Change requires a more international focus of the staff. As a result thereof certain staff members have been replaced in 2014, resulting in severance payments.

The costs for management and administration, expressed as a percentage of total expenditure, amounted to 4.3 per cent in 2014 (5.0 per cent in 2013).

158

Annual accounts

Annual accounts

159

16.

Notes to expenditure allocation

USE

OBJECTIVE

GENERATING FUNDS

Awareness Programmes raising

Advocacy

Fundraising

Campaigns Third Parties

-

16,404

-

-

-

Publicity and communication and outsourced work

837

167

63

318

87

Staff costs

317

1,339

261

167

32

Accommodation costs

16

68

13

8

2

Office and general expenses

18

75

14

9

1

3

13

3

2

-

1,191

18,066

354

504

122

EXPENDITURE (x 1,000 Euro) Grants and contributions

Depreciation TOTAL EXPENDITURE

All direct and indirect costs are allocated to 1) the three objectives of Simavi, which are Awareness raising, Programmes and Advocacy; 2) to the costs of generating funds; and 3) to management & administration costs.

Apart from direct costs spent on Simavi Projects, all other costs that can be directly allocated to the activity are specified under the ‘Publicity and communication and outsourced work’ item.

All indirect costs, such as staff, accommodation, office and general expenses and depreciation are allocated based on the number of hours employees spent on the aforementioned components. A calculation of the hours spent is made for every employee. This calculation is based on the employee’s job description, is reviewed by Simavi’s management team and is approved by the Managing Director.

‘Management & Administration costs’ includes all administrative and secretarial hours, as well as all hours classified by the organisation as overhead, such as meetings with the Supervisory Board and other meetings intended to provide guidance and directing the organisation.

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Annual accounts

MANAGEMENT & ADMINISTRATION

TOTAL 2014

BUDGET 2014

TOTAL 2013

Grants

Investment/ Other Income

-

-

-

16,404

17,636

13,000

26

-

-

1,498

1,252

1,196

175

1

653

2,945

2,711

2,464

9

-

33

149

177

159

10

-

237

364

276

364

2

-

6

29

29

21

222

1

929

21,389

22,082

17,204

Annual accounts

161

17. Explanatory notes to staff costs

Actual 2014

Budget 2014

Actual 2013

2,176

1,999

1,796

Social insurance premiums, insurances

402

422

314

Costs of pension facilities

122

158

155

Other staff costs

245

132

199

2,945

2,711

2,464

STAFF COSTS (x 1,000 Euro) Salaries in the Netherlands

Total

For information about the allocation of staff costs to the different categories of expenditure presented in the statement of income and expenditure reference is made to note 16.

The increase of staff costs mainly relates to the increase in the number of staff positions, as shown in the table below and severance payments paid in 2014 as explained in note 15.

The large increase under ‘Other staff costs’ was caused by the costs for external advice, consultancy and hired staff relating to the development of the revised organisational strategy and the Simavi Theory of Change.

AVERAGE NUMBER OF PERSONS EMPLOYED

On Dutch contract In Indonesia through partner organisations

ACTUAL FTEs

On Dutch contract In Indonesia through partner organisations

Actual 2014

Budget 2014

Actual 2013

50

48

46

4

4

4

Actual 2014

Budget 2014

Actual 2013

45,9

43,4

40,6

4

4

4

Management model and remuneration Since 14 March 2007, Simavi has a Supervisory Board for monitoring, supervising and giving advice, and a one person Executive Board (the Managing Director) for the implementation of Simavi’s Strategy and its day-to-day management.

Notes can be found in Chapter 5.3 of the annual report.

Remuneration of Supervisory Board The members of the Supervisory Board receive no remuneration for their activities. Likewise, the members of the Supervisory board have not received any loans, advance payments or guarantees.

Remuneration of the Managing Director The Supervisory Board determines the remuneration policy, the level of executive remuneration and other fixed remuneration components. The policy is reviewed periodically.

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Annual accounts

Simavi follows the guidelines of the VFI (Advisory Guidelines for the Remuneration of Executives of Charities and the Wijffels Code (see www.vfi.nl) in determining the remuneration policy and setting remuneration levels.

The actual annual income relevant for review against the VFI norm, was â‚Ź96,111 in 2014 for the Managing Director A.D. Brouwer. There were no further emoluments other than the salary and holiday allowance. In other words, no bonuses were provided.

Allowances for expenses are only granted based on actual costs incurred, and contain no remuneration elements.

Simavi does not, for example, offer lease cars. The level and composition of the remuneration is shown below.

EMPLOYMENT MANAGING DIRECTOR

A.D. Brouwer Managing Director Nature (term)

indefinite

hours

36

part-time percentage

100

period

1/1/14-31/12/14

Remuneration (EUR) Annual income gross wage/salary

88,992

holiday allowance

7,119

Total annual income

96,111

9,655

Social insurance (employer portion) Taxable expense reimbursements/additions

(commute travel expenses only)

2,766 9,846

Pension expenses (employer portion)

118,378

Total

The Managing Director did not receive any loans, advance payments or guarantees.

Remuneration of Simavi Goodwill Ambassadors Ms Antje Monteiro and Ms Dieuwertje Blok, Simavi’s Goodwill Ambassadors, both carried out their activities without receiving remuneration.

WNT FUNCTION

Managing Director

Name

Effective date of employment

Employment in FTE

Reward

Taxable fixed and variable expenses

Facilities remuneration payable in the future

A.D. Brouwer

01-01-13

1

96,111

2,766

9,846

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163

18.

Multi-year income analysis

Below is an overview of Simavi’s income over the past six years. The amounts in the table below are in thousands of euro’s Collections

Individual giving

Foundations, private sector and sponsoring

Legacies and bequests

Third-party campaigns

Goverment Grants

Other

Total income

2009

549

1,088

648

558

1,509

2,607

484

7,443

2010

601

1,018

131

859

1,525

4,583

286

9,003

2011

632

1,244

141

470

2,091

10,969

296

15,843

2012

578

701

975

-303

1,375

12,531

213

16,070

2013

608

712

1,066

548

1,189

13,933

140

18,196

2014

442

792

1,249

104

2,285

15,999

152

21,023

In 2013, Simavi decided that 2014 would be the last year of the nationwide door-to-door collection, since the high costs of the collection did no longer weigh up to the benefits.

In 2014 there is a decrease in the level of received bequests. An action plan has been drafted to motivate donors to make Simavi a beneficiary in their wills. The negative number in the table for the year 2012 relates to an impairment of a receivable from bequests previously recognised.

Third-party campaigns include the contributions of the Dutch Postcode Lottery, Aqua for All and other third parties.

The regular contribution of the Dutch Postcode Lottery was €900K, in line with plans. In addition, Simavi received a contribution for the Programme “Making Periods Normal” amounting to a total of €2,064K, €998K of which was recognized as income in 2014.

In 2014, grants were received for different programmes: SHAW, WASH, SRHR, ASK, Football for Water, UaCM, GNWP and the MKAJI (SDC) programme.

Haarlem, 13 May 2015

Executive board

Supervisory board

Ariette Brouwer

Maria Martens (Chairman) Esther Scheers (Vice-Chairman) Frans Blanchard Laura de Graaf Jeroen Wels Michiel de Wilde

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Annual accounts

Annual accounts

165

PART IV OTHER INFORMATION

166

Annual accounts

Annual accounts

167

Appropriation of result According to article 14.5 of the articles of association of Simavi, the Supervisory Board adopts the annual accounts drawn up by the Executive Board. Included in the annual accounts is a proposal for the appropriation of the negative result for the year 2014. The appropriation of result takes into account the imposed restrictions on spending by third parties.

The result of the financial year of 2014, is €366K negative. Budgeted result amounted to a negative €644K. Therefore, Simavi anticipated a loss in 2014, which was financed out of earmarked reserves formed in previous years. These earmarked reserves are an instrument to mitigate timing differences between income and expenditure recognition.

Given the outperformance of the budgeted targets for 2014, Simavi was able to reserve an amount of €100K for “Simavi 90 years” activities. These will include road shows about SRHR and WASH (see chapter 6.3). A further €69K has been reserved for Strategic Development.

Following the above, the Executive Board proposes, with approval of the Supervisory Board, to appropriate the result for the year 2014 of €366K negative, in accordance with the overview provided in the Statement of Income and expenditure on page 143-144.

After balance sheet date information The Dutch Ministry of Foreign Affairs has announced another funding modality as of 2016 based on strategic partnerships. The income for Simavi from this new funding modality is expected to be significantly less than MFSII. Simavi is preparing financial scenario’s to prepare itself for the period as of 2016.

There have been no material post balance sheet events which would require adjustment to the financial statements of Simavi for the year 2014.

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Other information

Independent auditor’s report To: the Supervisory Board of Stichting Simavi Report on the financial statements We have audited the accompanying financial statements 2014 of Stichting Simavi, Haarlem, which comprise the balance sheet as at 31 December 2014, the statement of income and expenditures for the year then ended and the notes comprising a summary of the accounting policies and other explanatory information.

The executive board’s responsibility The executive board of the Foundation is responsible for the preparation and fair presentation of the financial statements and for the preparation of annual report, both in accordance with the Guideline for annual reporting 650 ‘Fundraising Institutions’ of the Dutch Accounting Standards Board and the requirements of the Wet normering bezoldiging topfunctionarissen publieke en semipublieke sector (WNT). Furthermore, the executive board is responsible for such internal control as it determines is necessary to enable the preparation of the 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 Dutch law, including the Dutch Standards on Auditing and the Controleprotocol WNT. This requires that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about 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 the auditor’s 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, the auditor considers internal control relevant to the entity’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 entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the executive board, 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 give a true and fair view of the financial position of Stichting Simavi as at 31 December 2014, and of its result for the year then ended in accordance with the Guideline for annual reporting 650 ‘Fundraising Institutions’ of the Dutch Accounting Standards Board and the requirements of WNT. Report on annual report We have no deficiencies to report as a result of our examination whether the executive board report, to the extent we can assess, has been prepared in accordance with the Guideline for annual reporting 650 ‘Fundraising Institutions’ of the Dutch Accounting Standards Board. Further, we report that the executive board report, to the extent we can assess, is consistent with the financial statements.

The Hague, 22 May 2015 KPMG Accountants N.V. H. Visser RA

Other information

169

170

Other information

Colophon

Edit: Caroline van der Veeken, de Mediaspecialist Final edit: Suzannah Vree, Simavi English revision: Boot Tekst en Taal Design: Rixt Reitsma, Rainbow Collection Cover: Geert Snoeijer Photography: Geert Snoeijer Huib van Wersch Nicole van Zurk Jeppe van Pruissen Jerry de Mars Jeroen van Loon

T. +31 (0)23 531 00 88 E. info@simavi.nl www.simavi.org