Annual Report Simavi 2011 Table of Contents

Preface ...... 5

1 About Simavi...... 7

1.1 Vision and mission...... 7

1.2 Core values…...... 7

1.3 What we want to achieve...... 8

2 Results…...... 10

2.1 Strategic plan 2009-2011 …...... 10

2.2 Results in 2011……...... 10

3 Our approach…...... 13

3.1 Simavi’s four pillars...... 13

3.2 Sustainability ...... 14

3.2.1 FIETS ...... 15

3.3 Together we are strong ...... 15

3.3.1 Alliances: SRHR and WASH ...... 16

3.4 Commitment stakeholders……...... 18

3.5 Planning, monitoring and evaluation …...... 18

3.5.1 Programmes and projects ………...... 19

3.5.2 Preventing fraud …...... 19

4 Our work in Asia and Africa in 2011 ...... 20

4.1 Context analysis ...... 20

4.2 Results of projects and programmes……...... 21

4.2.1 Cooperation …...... 24

4.2.2 Expansion of the partner base...... 24

4.3 Approved programmes ……………...... 24

4.4 Results monitoring and evaluation …...... 26

4.4.1 Examples programme evaluations ………...... 27

4.5 Programmes in Asia ……...... 28

4.5.1 Bangladesh ...... 28

4.6 Nepal ...... 30

4.7 Indonesia ...... 32

4.8 India ...... 34

4.9 Zambia ...... 35

4.10 Tanzania...... 36

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4.11 Ghana ...... 37 4.12 Malawi ...... 39 4.13 Uganda …...... 40 4.14 Kenya ...... 42 4.15 Cooperation with PSO …...... 44 5 Policy influencing in the Netherlands …...... 46 5.1 Context analysis ...... 46 5.1.1 International …...... 46

5.1.2 The Netherlands ...... 48

5.2 Activities …...... 49

5.2.1 Effects on policy ……...... 49

5.2.2 Campaigns and activities ...... 50

6 Communication and fundraising in Netherlands ...... 52

6.1 Context analysis ...... 52

6.2 Involving the Netherlands in development and cooperation ...... 53

6.2.1 Campaigns ...... 54

6.3 Fundraising ……...... 57

6.3.1 National collection week ...... 58

6.3.2 Donations, contributions and gifts ...... 59

6.3.3 Legacies and bequests ...... 60

6.3.4 Project Sponsorships ...... 60

6.3.5 Companies ...... 62

6.3.6 Public institutions …...... 63

6.3.7 Service organisations and private initiatives ………...... 64

6.3.8 Equity funds …………...... 64

6.3.9 Dutch National Postcode Lottery ...... 64

6.3.10 Co-financing ……...... 66

6.3.11 Government subsidies...... 66

7 Our organisation...... 68

7.1 Goals internal organisation 2011 …………...... 68

7.2 Organisation chart ...... 72

7.3 Executive board and management team...... 72

7.4 Staff ………………...... 73

7.4.1 Terms of Employment ...... 73 7.4.2 Education / training ...... 74 3

7.4.3 Accommodation and workplace ...... 74

7.4.4 Employee Representation ………...... 74

7.4.5 Code of conduct and integrity policy ...... 74

7.5 Policy for Volunteers ...... 74

7.6 Complaints procedure ...... 74

7.7 Sustainability …...... 75

8 Outlook …...... 76

8.1 Risk analysis …...... 76

8.2 Strategy 2012-2015 ...... 79

8.2.1 Financial basis ...... 79

8.2.2 Our position in 2016 ...... 79

8.2.3 Strategic objectives 2012-2015 …………...... 79

9 Report Supervisory Board ...... 81

9.1 Strengthening the organisation and MFSII-alliances …...... 81

9.2 Strategic planning ……...... 81

9.3 Advocacy Unit ...... 82

9.4 Fixed agenda points………...... 82

9.5 Audit committee ...... 82

9.6 Evaluation ...... 82

10 Financial Annual Report ...... 85

Financial statements ...... 94

Notes ...... 94

1 General ….…...... 94

Consolidation...... 94

2 Basis of Accounting ...... 95

Appendix 1: Composition Executive Board and Supervisory Board…………………….……………………………110

Appendix 2: Declaration of Accountability ……………..………………………………………..………………………..……112

Colophon …….………………………………………………………………………………………………………………...………………..120

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Preface

The world around us is experiencing major changes. As the world’s population and consumption increases, common public goods such as safe drinking water or a healthy environment become scarcer. Extensive progress has been made over the past decades. The Millennium Development Goal to halve the number of people without access to an improved water supply, for example, has been achieved in 2011. At the same time, the water quality remains a point of attention and a hygienic toilet remains a luxury which is inaccessible to about forty per cent of the world’s population. Thousands of mothers still die every day due to the lack of proper medical assistance during their pregnancy. These women are often not free in their choice of good healthcare and the lack of contraceptives still remains a major problem. Simavi cooperates with mothers in developing countries to combat these malpractices in a sustainable way, because we see in many countries where we are active that mothers are the driving force behind change and that with our support they are able to make the required changes.

Simavi’s programmes reached more than one and a half million people in 2011. Progress was made in improving the health situation of these people. Although only small steps are taken on a long and difficult road which cannot solve the global problems at once, our evaluations show that they do generate a significant improvement for individuals. Good medical care or water pumps make an incredible difference, sometimes even the difference between life and death.

The development aid sector in the Netherlands is changing. The government is retreating more and more while trade and industry gets a more prominent role resulting in opportunities for innovation and progress. Companies can be of great significance for the economy and employment in developing countries. They have expertise, have the power to scale up and they can attract investment capital from sources other than the development budget. Dutch trade and industry, strongly promoted by this government, can also play a part in this. At the same time, the development of the private sector alone is not enough. An effective and sustainable cooperation between government, the private sector and society, in a transparent market that functions well, can meet the needs of even the very poorest. Simavi cooperates with local partners in its projects, creating this ‘enabling environment’ for development and ensuring that poor communities are given opportunities for improved health. At the same time, we support the mothers from these groups by mobilising them, and giving them knowledge and primary resources enabling them to provide for their own health and that of others. We do so in cooperation with others – governments and companies – capable of making a contribution. Only then can we achieve scale, and only then can we achieve real change.

Simavi is an organisation rooted in Dutch society. Over the past year, almost 50,000 people in the Netherlands committed themselves to our cause, a tremendous and indispensable support, driven by the desire of the Dutch to reduce disease and poverty everywhere in the world. In the future, we will also continue to invite people who share these values with us to join forces, for example, by making donations to our work, but also by contributing to our campaigns and activities with their energy, time, networks and expertise. In this way we will be able to involve people more closely and personally. We encourage donations and active global citizenship by celebrating success together and using failure to improve our work. Dutch citizens are our ‘raison d’etre’ and provide us with 5

our independent position.

With 87 years’ experience, Simavi tackles existing problems in new ways. This Annual Report gives information about the work we have carried out and the results achieved. We thank all of you for supporting us and for your confidence in our work. We hope you are as proud of the results as we are, and that we can count on your continued support in the future!

Rolien Sasse

CEO Simavi

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9 About Simavi

Simavi is a public health organisation that believes everyone has a right to good health. This is why we work on people’s health in the poorest regions of developing countries. We focus specifically on the health of mothers, as they are the key to their family’s health. Together with them we provide for safe drinking water, sufficient hygiene, healthy pregnancies and improved children’s health. We also provide mothers with the knowledge they need to prevent diseases. Together with local organisations we offer direct and practical support. And we fight for the interests of people. This works - and has done for more than 85 years.

1.1 Vision and mission

Vision

Health is a condition for sustainable development. Every human being has the right to health, including the right to safe drinking water and sanitation. For the realisation and sustainable preservation of those rights, it is essential that people are able to exercise influence over their own living conditions. Any improvement in the power relations between men and women benefits health and development. Simavi has a moral responsibility in supporting people whose rights have been violated so as to achieve sustainable results.

Mission

Simavi empowers women in marginalised areas to improve their own health, the health of their families and that of the community they live in. Simavi therefore finances and strengthens local organisations in developing countries and stimulates collaborative ventures between organisations working towards that goal. Simavi is a dedicated and transparent organisation that uses the insights obtained through its work in developing countries to inspire and mobilise people in the Netherlands and to raise funds in order to achieve its objective together.

1.2 Core values

We are open and honest

Simavi is a transparent organisation that is aware of the consequences of its actions for people. We carry out our work with great care and are fully accountable for our work.

We inspire people

Through our commitment to people we actively cooperate with others. We strive to inspire people to take joint responsibility for their own lives and for the lives of others.

We work on the basis of equality

Simavi respects the differences between people, cultures and organisations and works towards development based on equality.

We focus on achieving sustainable results

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To achieve our objectives we work in an efficient, cost-effective, result-oriented, high-quality and sustainable manner.

1.3 What we want to achieve

The following six strategic objectives were formulated for the period 2009 – 2011.

1. Ensure people do not become ill

Simavi wants to improve basic healthcare in the poorest areas of developing countries in Africa and Asia and wants to prevent health problems, maternal mortality and diseases such as HIV/AIDS, cholera and malaria. Our preventive healthcare focuses on safe drinking water, good sanitary facilities, hygiene and a link to the healthcare system. We provide information and education on health, pregnancy, sexual health and disease prevention.

2. Focus on mothers

Mothers hold a key position in the health of their families and the communities in which they live. They are responsible for the housekeeping, the family and often for all or part of the income and the food production.

Simavi focuses on mothers in improving their health and that of their environment. We empower them in their role as ‘change agents’. We help them in achieving sustainable changes for themselves, their family and their community. When given opportunities they will be able to stand up for themselves and become a role model for other women.

3. Sustainable solutions

It is very important to us that we offer sustainable solutions that are viable today and into the future. This is why we work with programmes that have an integrated, holistic approach towards health problems and focus on the longer term. We work in specific countries and regions and issues addressed include preventative healthcare, awareness and organising the population, capacity building of and cooperation between local partner organisations, and policy influencing. This ensures that our work is effective now and in the future.

4. Together we are strong

Simavi cannot solve the healthcare or poverty problems. We drive, we support and we monitor. We lay the foundations on which governments and trade and industry can build. We do so with other parties in the Netherlands and countries in which we are active. We cooperate with local partner organisations in Africa and Asia. We also establish strategic alliances with associate organisations and other organisations from the private sector, the public/semi-public sector and knowledge institutes. Together we can create far more impact than on our own.

5. Mobilisation in the Netherlands

We are an organisation rooted in Dutch society, driven by the desire of the Dutch people to reduce disease and poverty everywhere in the world. We would like to invite people who share these values with us to join forces, not only by making a donation to our work, but also by contributing to our campaigns and activities with their energy, time, networks and expertise. In areas where this has not

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already been done, we involve people more closely and personally. We encourage donations and active global citizenship by celebrating success together and using failure to improve our work. Dutch citizens are our ‘raison d’etre’ and provide us with our independent position.

6. Learn from and with each other

Monitoring, analysing and evaluating our activities in order to learn from them is of great importance to us. But new insights can also originate from experience gained and shared with each other. Simavi stimulates innovation and welcomes cooperation. We want to involve our supporters and stakeholders in our activities and keep in close touch with them. We strengthen our organisation by working in teams, creating room for junior positions, volunteers and trainees.

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2 Results

2.1 Strategic plan 2009 – 2011

The extent to which our strategic objectives for 2009 – 2011 have been achieved were measured. This was expressed in terms of the number of people Simavi has reached with its programmes. We are proud of the fact that the results are significantly higher than expected.

In 2009 – 2011, we managed to reach a large number of people in poor areas of Africa and Asia with our programmes.

5.7 million people have received information on health (objective: 3.8 million); 3.5 million people have received information on sexual and reproductive health (objective: 2.7 million); 3.6 million people have received information on HIV/AIDS (objective: 1.7 million); 2.3 million people have obtained access to safe drinking water (objective: 1.6 million); 4.6 million people have received information on sanitation and hygiene (objective: 2.9 million).

Simavi achieved its fundraising objectives. We received EUR 2.5 million from private individuals in 2011 (EUR 2.2 million in 2008). Given the financial crisis, this is a very good result. However, the costs for fundraising increased and new legislation has made it more difficult to find new sources of income. Our income from subsidies showed the largest increase, namely from EUR 2.5 million in 2008 to EUR 5.8 million in 2011 (excluding the part from our alliance partners).

Over the past years, our organisation has experienced significant growth and further professionalised. We received an ISO standard certification to supplement the CBF quality mark.

New strategic objectives have been set for the period 2012 – 2015. These objectives are defined in Chapter 8, section 8.2.3.

2.2 Results in 2011

Core objectives 2011 Results 2011 Continued in 2012

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Through its programmes and 1,005,296 poor people received By 2015 we will have reached 1 projects Simavi will reach 2 information on the 10 most million mothers with access to million people with access to common diseases knowledge and services that knowledge and services that will 615,697 poor people received will help them with the help them with the prevention of information on reproductive prevention of health problems health problems. health (in 2012: 200,000 mothers) 503,767 poor people received information on HIV/AIDS prevention 1,273,706 poor people received information on sanitation and hygiene 483,621 poor people obtained access to safe drinking water 335,301 poor people obtained access to improved sanitary facilties1

1 The numbers indicated (number of people reached) may include duplicates, for example, people who not only obtained access to improved sanitary facilities but also received information on sanitation and hygiene.

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Simavi will carry out The programmes of the The programmes of the programmes and projects in alliances and the SHAW alliances and the SHAW Asia and Africa, subdivided programme were programme to continue 2 into : implemented (result: EUR (budget EUR 5.9 million) Three large programmes, 4,535,000). namely, the two MFS II programmes of the alliances (WASH and SRHR) and the

SHAW programme in In 2011, Simavi wants to Indonesia (budget EUR commit EUR 2.5 million 4,870,000); In 2011, EUR 2,262,000 was to strategic programme Strategic programme funding spent on strategic programme funding and incidental for a budget of EUR 1,880,000 funding and incidental programmes. projects. Working in alliances will be Realised. Strong organisational The cooperation in the alliances further strengthened and forms were built up for both will be continued in 2012. evaluated in 2011. alliances, and alliances with a coordinator were developed in the South. Monitoring protocols were developed for both alliances and baseline studies were conducted.

In 2011, Simavi to continue Realised. Simavi will continue its building on the existing We set up projects with, cooperation with these cooperation with other relevant amongst other, Stone Fashion, organisations and will also look for parties including companies and new alliances with companies, Water Board Scheldestromen, district water boards. Where district water boards and other possible, the alliances will be Water Board Zuiderzeeland and relevant parties. expanded. VEI. In 2011, the foundations were laid for an alliance with KNVB, UNICEF and VEI.

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Simavi will involve the Dutch Realised. In March, a campaign Simavi promotes online public in its work through two focused on water and sanitation communication (website and large campaigns and various took place. social media) and will put mobilising activities. The The emphasis of the autumn emphasis on the important role campaigns will focus on the role campaign was on maternal of mothers in developing mortality. of mothers in its programmes. countries. In March, the Furthermore, we staged a There will be additional campaign will be focused on creative and entertaining communication activities water (collection, Walking for campaign on World Toilet Day. coinciding with Mother’s Day. Water, World Walks for Water) and in September the focus will be on maternal mortality (Relay for World Mothers). Mothers in developing countries. In March is de campagne gericht op

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In 2011, Simavi expects to raise Simavi raised EUR 2.5 million in We expect to raise EUR 2.9 EUR 2.7 million in funds from funds. The proceeds from million in funds through our own private individuals and corporate businesses were slightly fundraising efforts in 2012. The contacts in the Netherlands. disappointing. The proceeds from new strategy for corporate equity funds and private contacts should bear fruit. We initiatives exceeded the budget. will also work on a new strategy for private fundraising.

In 2011, Simavi will draw up a Realised Operationalisation strategic plan new strategic plan for the period 2012 – 2015 and country plans. up to the end of 2015. New country plans will be drawn up for the various countries where Simavi operates. 2All the amounts in this row exclude Simavi organisation costs and technical assistance provided by Simavi employees.

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3 Our approach

Simavi works in the poorest areas of developing countries to improve people’s health. Our main focus is on mothers as they are often responsible for the income and caring for their family. At the same time, they also face the biggest health risks. This is why we support local organisations helping mothers with disease prevent ion, ensuring safe pregnancies and raising their children in a healthy way. We sometimes do this in a very practical way by assisting in the construction of wells and toilets, by ensuring that people are vaccinated or by seeing to it that people can reach clinics clinic by, for example, purchasing a bicycle ambulance. But we also provide healthcare information, we train healthcare staff, work on improving the position of women, lobby governments and give advice to local organisations with regard to their operational management.

Together with local partner organisations, we improve the health of millions of people in developing countries. Our local partners know what issues are important in their area. This is why we give their ideas and initiatives the necessary space. Simavi never determines the agenda. We do, however, set a number of requirements, for example, that the results of our programmes will eventually be able to continue on their own, by having the funding, for example, through government investments or a sustainable business model. We also ask our partners to provide accurate progress reports.

Simavi raises funds to finance the work of its partners and we take care of the monitoring and justification of spending of the resources. We also provide substantive advice. We seek to ensure that our partners collaborate with other parties thereby giving them access to relevant networks. And finally, we address the experiences and political messages of our partners in the Netherlands and abroad.

Simavi is active in nine countries. The office in Haarlem has 41 staff members and Simavi has 3 employees in Indonesia. Simavi also has many enthusiastic volunteers and a large network of collectors in the Netherlands. In order to perform our role well, it is essential that we increase the number of our supporters. To this end, Simavi is committed to actively involving as many people in the Netherlands as possible in development issues and to mobilise them for our work. This will add to the support base for our work and will eventually lead to financial support from our supporters, government subsidies and institutional donors. This enables Simavi to continue carrying out its work globally and independently.

3.1 Simavi’s four pillars

We specifically focus on four themes that are most important for mothers, their families and their environment.

9 1. Drinking water, sanitation and hygiene

Together with local partners, Simavi focuses on providing safe drinking water, sanitary facilities and improved personal hygiene. We help people construct or improve water supplies and toilets and we inform them how to use and maintain them. We teach mothers and children, for example, the importance of washing your hands after going to the toilet. In addition, Simavi stimulates local governments in Africa and Asia and donors such as the Dutch government to 15

earmark sufficient funds for water programmes.

2. Sexual education and safe pregnancy

Simavi is committed to the self-determination of women. To ensure that mothers take a strong position in the key role they play, we support local partners in providing training on safe sex and family planning. Traditional midwives are taught more about professional pregnancy guidance and maternity care. For mothers themselves it is important that they and their children have quick access to the proper medical facilities. Simavi stimulates women to seek help on time and provides for the link to the healthcare system if necessary.

In order to combat maternal mortality, sufficient funds from donors such as the Dutch government are required. We support civil society organisations and stimulate governments in developing countries to ensure the healthcare system works, even for the poorest women in remote areas. In developing countries we help women in organising their own lives. If women take a stronger position they not only know better when they need assistance during childbirth, but they can also appeal to their government to offer them the healthcare they need.

3. Knowledge of disease prevention

Malaria, tuberculosis or HIV. These are serious diseases that can be prevented relatively easily by, for example, sleeping under a mosquito net, adequate hygiene and ventilation, using condoms and healthy nutrition. If people do become ill, their disease must be treated quickly and properly. Simavi ensures that the link to the healthcare system is improving even for people in remote areas. Moreover, we support initiatives that make people more assertive, including radio broadcasts or training on hygiene, discussion groups for women or theatre that provokes discussion on safe sex. Because the initiatives are local, they always respond to local experiences, needs and sensitivities.

4. Equal rights

Everyone has a right to good health, regardless of their gender, social position, religion or culture. We help our local partners in appealing to the duty of governments to guarantee equal rights for everyone, and in particular for marginalised groups such as the poor and women. Despite the central position of women in daily life, in many countries they have an undervalued position, from both a private and a social point of view. Simavi gives these women a voice and strives for equal rights and a better position. We also address men as they sometimes have difficulty accepting the new division of roles. Local partners initiate the discussions, raise matters such as domestic violence, and help women, for example, to stand for election to fill management positions.

3.2 Sustainability

As a non-governmental organisation, we contribute to a sustainable world. We make our programmes as future-proof as possible. The foundation we create has to be solid enough for people amongst themselves and together with local NGOs, companies and governments can continue to build their future on it without outside help.

Together with partners, we establish activities that16 benefit people and the environment. In this

way we attempt to ensure that programmes do not damage the environment and are climate proof. Socially responsible business practices are at the core of our operations. This will be explained further in Chapter 6, section 6.3.5.

3.2.1 FIETS FIETS is a model for the sustainability of development programmes. FIETS stands for financial, institutional, environmental, technical and social sustainability. A programme is sustainable if it meets these criteria.

The WASH alliance jointly developed the FIETS model for its programme. Simavi now applies this model to its other programmes. This means that the programmes we implement are designed in accordance with the FIETS principles as much as possible. We are pleased that others in the Netherlands and abroad also implement FIETS. In 2011, the majority of the Lower House supported the proposal to use this model to allocate money for public private partnerships3 (PPPs) in the water sector.

Financial sustainability. Financial responsibility lies at local level. In order to make this possible, we establish local payment systems, involve the local business community and mobilise government budget locally. This is how we prevent people from becoming structurally dependent on donated money. Institutional sustainability. We campaign for the rights and interests of poor people in developing countries. We work towards long-term solutions based on their needs. To this end it is important that there is integration with local systems, procedures and policies, which is why we work closely with local parties, such as stakeholders, governments, companies and knowledge institutes. We set up alliances with these parties and we work on capacity building, policy influencing and monitoring. Environmental sustainability. Our programmes focus on the longer term. A good availability of natural resources, climate-proof programmes and a healthy environment are important. Technical sustainability. The technologies we use for our work must relate to the local needs and situation, and they must be high quality, affordable and sustainable. Social sustainability. It is important that the activities of our programmes are socially and culturally accepted. Our work has to relate to the local demands and needs and has to be accessible to the poor, women and special vulnerable groups. We specifically focus on people’s equal rights, regardless of their gender, social position, religion or culture.

3.3 Together we are strong

In order to achieve the best possible sustainable results, we join forces with other organisations where possible, in the Netherlands as well as abroad.

3 In public-private partnerships, governments and companies consolidate their knowledge and funds to set up projects in developing countries.

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• Local partner organisations develop as well as perform the programmes. In turn, they cooperate with governments, companies and peer organisations in their own area. Simavi stimulates this cooperation and also brings together its local partners. This is how knowledge, decisiveness and energy come together. In the SHAW programme, for example, we cooperate with the Dutch Embassy in Indonesia and several local partners, international development partners and the national and local governments. • Together with peer organisations we develop programmes, raise funds and run campaigns. We occasionally support the same local partners as peer organisations and enter into agreements on coordination and co-funding. We also cooperate with peer organisation so as to have an effect on the policies in our own country and internationally. An example of this is the collective international End Water Poverty organisation, which wants to ensure that everyone in the world has access to safe water and sanitation. • We collaborate with social institutions, schools, municipalities, companies and peer organisations in the areas of communication, training, mobilisation of people and fundraising. An example is the Relay for World Mothers, in which Simavi cooperated with municipalities and the magazine Esta during Walk for Water, a consortium of several NGOs, water companies and Rotary clubs that mobilise schools and school children. • In order to realise knowledge exchange and joint representation of interests, we cooperate with trade associations and networks.

3.3.1 Alliances: SRHR and WASH In 2010, two alliances in which Simavi participates were established; the SRHR4 alliance and the WASH5 alliance. We cooperate in programmes with several partner organisations in these alliances. Together we are more knowledgeable, have a larger network and more sway. Solving local problems in a broader – both national and international – context is easier together. We can work in a more sustainable way within the alliances. Together, we establish local payment systems, we involve local trade and industry and we mobilise government budget locally. In this way we prevent people from becoming structurally dependent on our support.

One of the goals of working in alliances is adapting the means so the management expenses decrease. In 2011, we created a basis for both alliances by structuring the organisation and making agreements on the mutual cooperation and the activities.

SRHR alliance

In 2010, the five-year programme Unite for Body Rights was started. In this programme, organisations cooperating in the SRHR alliance (lead agency5 Rutgers WPF, AMREF Flying Doctors,

4 Sexual and Reproductive Health and Rights (SRHR) focuses on all rights and human rights in the area of sexuality and reproduction. These rights closely relate to the universal human rights, as recorded in the Universal Declaration of Human Rights 5 WASH stands for Water, Sanitation and Hygiene 6 A lead agency is appointed when a subsidy project is performed by more than one organisation. This party receives the payments from the subsidy provider, takes care of the progress reports and arranges practical matters. The lead agency is responsible for informing the other participating organisations and for distributing the payments received amongst the participants.

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Choice, dance4life and Simavi) contribute to achieving three of the eight Millennium Development Goals7: gender equality, reducing maternal mortality, access to contraception and reducing HIV/AIDS. The first plans were made in 2011 and will be realised in the coming years.

Unite for Body Rights focuses on:

Improving the quality and reach of sex education Improving the quality of healthcare facilities for mothers and children and stimulating its use Stimulating the use of contraception Reducing violence and sexual violence against women Increasing the acceptance of different sexual preferences

Our approach is to reach as many individual citizens as possible, together with 52 local partners. Good information ensures that people make responsible choices in the area of sexuality and on whether or not to have children. The availability and quality of facilities and means such as contraception, safe abortions and good medical guidance during pregnancy and labour are important conditions. We also train local professionals in giving information and we support them in policy influencing, research and management. We want to empower local organisations in such a way that they will eventually be able to continue the programme on their own. We also work on international political support of sexual and reproductive rights.

The SRHR alliance has a presence in eight countries: Kenya, Tanzania, Malawi, Bangladesh, India, Uganda, Ethiopia, Pakistan and Indonesia. Simavi is active in the first five countries.

WASH alliance

Simavi is lead agency of the Water, Sanitation and Hygiene Alliance (WASH alliance). The alliance developed a programme focused on sustainable improvement of the access to and use of water, sanitation and hygiene. The sustainability is defined by means of the so-called FIETS model.

The WASH alliance consists of six organisations, namely, AMREF Flying Doctors, AKVO, ICCO, RAIN Foundation, Simavi and WASTE. The alliance also cooperates with IRC, WaterAid, Both ENDS, Wetlands, Practica and RUAF/ETC and is open to more cooperation.

The WASH alliance focuses on Kenya, Uganda, Ghana, Nepal, Bangladesh, Benin, Mali and Ethiopia. In April 2011, the Ministry of Foreign Affairs allocated more than EUR 45 million to projects in these countries for the period 2011 – 2015. Simavi is not directly involved in projects in Benin, Mali and Ethiopia, but as lead agency it does monitor the good execution of the programme in these countries.

7 In 2000, the member states of the United Nations drew up eight Millennium Development Goals to tackle the main global problems by 2015.

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In 2011, as lead agency, we focused on setting up the WASH secretariat, making the programme operational, achieving efficient cooperation, creating a system for planning, monitoring and evaluation, appointing a board and contracting partners and coordinators in the countries involved.

Funding Alliances

Both the SRHR and WASH alliances are funded by the Co-financing System II (MFS II) of the Ministry of Foreign Affairs. On approval the funding, the alliances developed several programmes in cooperation with the local partners. At the end of 2010/beginning of 2011, it became clear that the subsidies were lower than originally agreed on. Simavi was eventually allocated EUR 9,300,355 from the SRHR alliance (63 per cent of the requested budget) and EUR 11,132,000 from the WASH alliance (64 per cent of the requested budget).

This resulted in Simavi and the other alliance partners having to allocate additional financial resources in 2011 in order to pay for the programmes already prepared.

3.4 Commitment stakeholders

For the realisation of Simavi’s policy and strategy, we actively engage in debate with our stakeholders. In September 2011, this took place during our strategic days. During these three days, we discussed Simavi’s ‘license to operate’, the contents of our work, our goals for the coming years and our communication with our staff, the Board of Supervisors Council, several partners from developing countries and colleagues from other organisations.

We also consult our stakeholders regarding important developments for Simavi, for example, prior to establishing our new Advocacy Unit in 2011, we first talked to several internal and external parties including peer NGOs, partners and policy assistants of members of the Lower House. Their opinions and ideas have been included in the strategy of the Advocacy Unit.

Simavi conducts independent satisfaction surveys every other year amongst all important external stakeholders. The outcome of these evaluations forms the input for a management review every year.

We conducted an employee satisfaction survey in 2011, and a benchmark survey of our salaries was also carried out.

3.5 Planning, monitoring and evaluation

We strive to safeguard the quality of our work, learn from our experiences and adapt our organisation to the changing environment. We also believe that measuring and justifying our results is essential which is why we perform our own evaluations and have research carried out by external parties.

Simavi and its partners work in accordance with a Planning, Monitoring and Evaluation system (PME) for its projects to guarantee that our programmes are performed in a good and sustainable way, in line with the agreements. We also have other studies carried out, such as satisfaction surveys amongst partners and other stakeholders, studies on developments amongst supporters, auditor’s reports or evaluations of specific activities. We draw up a ‘meta-evaluation’ annually of these evaluations which provides insight into the trends and learning points. 20

3.5.1 Programmes and projects When a partner submits a project proposal, we assess if it meets our criteria, our objectives, themes and country plans. During discussions with the partner, we give advice as regards content and make further agreements, which are then recorded. Once the project has started, we ask our partners to submit a progress report twice a year elaborating on the substantive and financial progress. We also ask them to submit their annual report every year. In addition, Simavi employees visit the nine countries where we are present. Based on this information we assess the progress, make adjustments where necessary and decide whether Simavi will continue to support the project. On completion, the project as a whole is evaluated.

Partners that are part of the alliance programmes are integrated in the annual plan and the planning process of the WASH or SRHR alliance. The planning processes of the alliances differ from those of Simavi. These processes will be further harmonised 2012.

3.5.2 Preventing fraud Simavi carefully selects its partners. This includes checking the references given by reliable third parties and sometimes conducting external preliminary investigations. We pay our partners by instalments for the duration of a programme, to enable us to make adjustments if interim assessments or other factors warrant this. We not only keep in touch with the management, but also with staff and people in the region so as to pick up signals, for example, about internal organisational problems. In cases of fraud or alleged fraud, we immediately take action. Fortunately, this was not required in 2011.

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4 Our work in Asia and Africa in 2011

Simavi is active in Asia (Bangladesh, Nepal, Indonesia and India) and Africa (Tanzania, Ghana, Malawi, Uganda and Kenya). Together with our local partners, we carry out projects to improve the health of mothers and the community they live in. We do so mainly in poor areas that often have limited access to safe drinking water, few health facilities and poor hygienic conditions. In this chapter, we give an overview of our work in these countries in 2011.

The table below shows the countries in which we are active and the budgets that were transferred to our partners in 2011. The amounts per country have been specified later in this Chapter.

Country Total budget 2011

Africa Ghana 2,954,525 Kenya 3,284,121 Malawi 1,794,031 Uganda 1,872,334 Tanzania 2,034,112 Zambia 490,333 Total Africa 12,429,456

Asia Bangladesh 4,125,429 India 2,880,399 Indonesia 851,069 Total Asia 8,610,309

Worldwide IRC, Both Ends (WASH) 664,000 Wateraid (WASH) 130,000 Total worldwide 794,000

Total 21,833,765

4.1 Context analysis

In 2000, the member states of the United Nations drew up eight Millennium Development Goals to tackle the main global problems before the end of 2015. These goals focus on, amongst other, reducing child mortality and maternal mortality (goal 4 and 5), combatting HIV/AIDS, malaria and other diseases (goal 6) and improving the access to safe drinking water and adequate sanitation (goal 7, a sustainable living environment). Good results have been achieved for some Millennium Development Goals. Statistics do show, however, that the differences between cities and villages, rich and poor and Africa (sub-Sahara) and the rest of the world are very large. 22

The number of people with access to safe drinking water has increased substantially since 2000 and the Millennium Development Goal was achieved in 2011. This was a tremendous success. Nevertheless, water quality and distance to drinking water facilities are still a major problem for 780 million people (11 per cent of the world population). This is particularly the case in the remote areas where Simavi works as investments by national governments for drinking water infrastructures are more inclined to be in urban areas.

At present, 2.5 billion people (37 per cent of the world population) still do not have access to basic sanitary facilities, thereby seriously endangering their health. By the year 2015, 23 per cent of the world population should have access to sanitary facilities. This still poses a great challenge.

Millennium Development Goal 5, that seeks to reduce global maternal mortality by 75 per cent, cannot be achieved without additional commitment. The number of mothers worldwide dying from complications related to pregnancy has decreased from 400 out of 100,000 women in 1990 to currently about 260 out of 100,000. However, the maternal mortality figures in many countries remain high. Particularly in Africa and South Asia hardly any progress is being made. Here too there are major differences between urban and rural areas.

International organisations, governments and trade and industry have committed themselves to USD 40 billion to reduce maternal and child mortality over the coming five years. Efforts will also have to continue after 2015. The United Nations launched a plan of action to improve maternal care and childcare.

The financial crisis and the increase of the food and oil prices have resulted in people from remote areas having an even smaller chance of benefiting from the economic progress taking place in in the middle class in a number of these countries. Their poverty increases and it becomes increasingly difficult to gain access to healthcare, safe drinking water and hygienic conditions. Furthermore, investments, social investments and money for development aid are spent disproportionately. The majority goes to urban areas and poor people from rural areas hardly benefit.

4.2 Results of projects and programmes

In 2011, about one million people received information from Simavi partners on the ten most common diseases. More than a million people also received information on sanitation and hygiene. In both cases, this is more than planned; this shows a consolidation of the results for 2010. These results were mainly achieved in Bangladesh, India, Indonesia and Kenya, where several large water, sanitation and hygiene programmes made substantial contributions to the results.

With regard to providing information related to reproductive health and HIV/AIDS, Simavi reached fewer people in 2011 than planned. The figures also show a slight decrease compared to 2010 which is due to the fact that fewer of such projects were approved in 2010 than in 2009. Nonetheless, we exceeded the planned targets for the strategic period 2009 – 2011.

Simavi’s support of projects has resulted in 483,621 people gaining access to safe drinking water and 335,301 people gaining access to better sanitary facilities. The number of people that gained access to safe drinking water is approximately the same as that realised last year. The number of 23

people that gained access to improved sanitary facilities was not been planned and was not measured last year. The fact that the number of people gaining access to safe drinking water is higher than that for sanitary facilities could be explained by the fact that water systems often reach entire communities, while sanitary facilities also concern individual facilities, which often require higher private investments.

The results on partner level show a varied outcome. With regard to the results that Simavi wanted to achieve within this strategic period, Simavi managed to achieve two out of three results. Partners are often involved in local lobbying activities and partners also involve the communities in their projects. The result planned for partners working on a rights-based approach was not achieved which could be accounted for by the fact that this is a relatively new concept for partners, as well as for Simavi. Simavi has not yet clearly worked out how it can use this in its projects.

The programme plans and reports of our partners have improved over the past years. It appears that the partners heed the feedback given by our programme staff to their reports, thereby improving the quality.

As in 2010, Simavi did not perform well enough on two themes, namely, gender and HIV/AIDS. About the same number of partners as last year gives gender-specific information in their baseline studies and reports and describe their approach to gender issues in their programmes. A large number of them analysed the consequences of their activities to the existing gender relations in their projects.

The number of local organisations integrating activities focused on HIV/AIDS prevention into projects has decreased slightly and is lower than planned. This also applies to the number of organisations analysing how their target audience suffers from the HIV/AIDS epidemic and then integrating these results into their project.

Simavi has not given much explicit attention to either subject over the past few years. With regard to HIV/AIDS, it must be mentioned that Simavi only approved a few specific projects in this area in 2009 and 2010. The fact that Simavi staff members in the SRHR alliance gain knowledge on HIV/AIDS plays a part as it enables them to review more stringently in this area. Considering the SRHR programmes in the countries, Simavi expects that the number of activities focused on gender and HIV/AIDS will increase. To this end, Simavi will challenge its partners to improve performance in this area.

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TABLE RESULTS PROJECTS AND PROGRAMMES

(AMOUNTS IN EUROS)

Strategic period 2009 – 2010 Year 2011 2011 Resu- Result lt c/w Strategic Result c/w Result Annual Result annu planning 2009 plan plan al - 2011 plan

Number of poor people that received relevant and usable health information on the ten most 1,180,000 900,000 1,005,296 112% N/A N/A N/A common diseases

Number of poor people that received relevant and usable 659,000 650,000 615,697 95% 1,950,000 2,337,697 120% information on reproductive health

Number of poor people that received relevant and usable 684,000 550,000 503,767 92% N/A N/A N/A information on HIV/ AIDS prevention Number of poor people that received relevant and usable 924,800 800,000 1,273,706 159% 2,400,000 3,198,506 133% information on sanitation and hygiene Number of poor people that gained access to safe drinking water 463,000 400,000 483,621 121% 1,000,000 1,463,621 146%

Number of poor people that gained access to improved sanitary N/A N/A 335,301 N/A N/A N/A N/A facilities

Local organisations supported by N/A N/A N/A Simavi that work with volunteers on 94% 80% 91% 114% community level

The target group of local organisations is youth / adolescents 81% 50% 77% 154% N/A N/A N/A (from 6 years to adulthood)

Locale organisations that Simavi supports are involved in local lobby 61% 40% 84% 210% 60% 84% 140% activities Local organisations supported by Simavi that can draw up project proposals, annual plans and reports (substantive and financial), the 80% 80% 89% 111% N/A N/A N/A quality of which is approved by Simavi

Local organisations supported by Simavi give gender-specific information in their baseline studies N/A N/A N/A 59% 80% 55% 68% and reports and describe their approach to gender issues in their programmes

Local organisations supported by Simavi analyse the consequences of their activities to the existing gender 7% 40% 15% 36% N/A N/A N/A relations in their organisation and their projects

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Local organisations supported by Simavi integrate activities N/A N/A N/A 60% 60% 47% 78% focused on HIV/AIDS prevention in their projects

Local organisations supported by Simavi analyse how their target group suffers from the HIV/AIDS epidemic and integrates the 43% 80% 11% 14% N/A N/A N/A outcome in their project identification Local organisations supported by Simavi work on the relation 61% 60% 44% 74% N/A N/A N/A between health, water, and sanitation (broader than by hygiene) Local organisations supported by Simavi involve the 83% 50% 80% 160% 55% 80% 145% community in safeguarding the progress and evaluating the projects N/A 55% 42% 76% 55% 42% 76% Local organisations work using a rights-based approach

4.2.1 Cooperation Simavi strives for a programmatic approach to its work, in cooperation with other parties so as to provide sustainable solutions. This was given a boost by the cooperation in the alliances. Of the approved programmes, 82 per cent are part of a broader programme in which NGOs, the private sector and the government collaborate. Together we can expand our approach and scale up our activities.

4.2.2 Expansion of the partner base The expansion of Simavi’s partner base lagged behind somewhat in 2010, but went well in 2011. Of the approved programmes, 35 per cent were proposed by new partners. This result compensates for the lagging of renewal in 2010. Several small projects were also initiated in the South, in cooperation with a Dutch private partner.

4.3 Approved programmes

All project requests received from partners were examined extensively. In 2011, Simavi approved a total of 34 new programmes, spread over the nine countries in which it operates. Because the WASH alliance is also present in Ethiopia, Simavi approved one programme that is performed in Ethiopia by Water Aid. The total amount of committed project funding by Simavi for 2011 was EUR 7,259,967, an increase of 37 per cent compared to 2010. An average of EUR 213,528 was approved per project or programme. This is also significantly higher than in 2010 (EUR 138,994). This is the result of the large programme funds Simavi received for WASH, SRHR, PeePoo and SHAW. The allocations are higher than for the programmes we fund from unearmarked funds (own fundraising efforts).

In 2011, Simavi rejected 308 project applications; 122 in Asia, 178 in Africa and 8 in other continents. The main reasons for rejecting project proposals were:

the project did not fall within Simavi’s priorities (149); the project took place in a country or region where Simavi does not operate (116); the project did not fall within Simavi’s field of activity or did not meet Simavi’s criteria (43);

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TABLE APPROVED PROJECTS: NATURE OF THE PROJECTS

Result Planned Number of approved projects: 34 33

Part of a broader 82% 50-80% programme in which several participants cooperate, such as NGOs, government and private sector From a new partner 35%

Innovative 18% One-off small project 18% 20% initiated in the South or by a Dutch organisation

8 TABLE APPROVED PROJECTS: NUMBERS AND SIZE (EXCLUDING PAYMENTS TO ALLIANCES)

(AMOUNTS IN EUROS)

Size Total Average >100,000 Region Programme Number < > amount amount and 100,000 200,000 <200 ,000 Unearmarked

funds and 1,209,050 12 100,754 8 1 3 project financing Africa WASH 1,507,680 7 215,383 3 2 2 SRHR 693,104 2 346,552 0 0 2 PeePoo 1,093,050 1 1,093,050 0 0 1 Total 4,502,884 22 204,677 11 3 8 Unearmarked

funds and 770,924 5 154,185 2 1 2 project financing 9 Asia WASH 230,717 1 230,717 0 0 1 SRHR 296,918 3 98,973 1 0 2 SHAW 424,000 1 424,000 0 0 1 Total 1722,559 10 172,256 3 1 6 Other WASH 794,000 2 397,000 0 1 1 Total 7,019,443 34 206,454 14 5 15

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8 The amounts mentioned relate to newly committed amounts (total approved multi-year budget) for the unearmarked funds and project financing, SHAW and PeePoo (EUR 3,497,023) in 2011 and newly committed amounts for the programme financing WASH and SRHR (EUR 3,522,419). The amounts in this table do not directly correspond to the figures as stated in the Annual Accounts. This can be accounted for by the fact that in the Annual Accounts the actual remitted amounts (cash basis) for the programme financing WA SH and SRHR have been included and not the committed budget for the entire duration of the project. Furthermore, amounts have been added to the programme budget in the Annual Accounts from the ‘debts to partners’ on the balance sheet. This relates to the sum of (1) write-downs on old projects, for example when budget remains after a project is completed, and (2)amounts reserved in the past as committed amounts for projects that are paid for from subsidy funds as of 2011, less (3) commitments to old projects for addit ional activities or when external circumstances call for additional funds. Finally, EUR 339,000 was added to the programme budget in the Annual Accounts for the costs of technical assistance to partners given directly by Simavi employees. 9This amount is relatively low because many of the WASH programmes in Asia that were approved in 2010 are now classified under the WASH alliance and therefore no longer have to be contracted in 2011.

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The amount allocated to newly contracted programmes in Africa increased significantly in 2011. Simavi approved 22 projects, for a total of EUR 4,502,884. This is 74 per cent more than in 2010 (EUR 2,587,720). Almost EUR 1,100,000 of this amount was allocated to the PeePoo project. With regard to the budget in Asia, a large part of the SHAW budget for Indonesia has not been included as it is a direct funding of EUR 600,000 of the programme.

TABLE APPROVED PROJECTS: BY THEME10

Theme Health (incl. Water, sanitation Health and Eye care Sexual and and hygiene water, reproductive sanitation and health and hygiene rights) Region Amount % Amount % Amount % Amount %

Africa 985,641 20% 3,477,267 50% 12,000 0% 27,976 0.49% Asia 621,329 13% 654,717 9% 446,513 6% 0 0% Other 0 0% 794,000 11% 0 0% 0 0% Total 1,606,970 23% 4,925,984 70% 458,513 6% 27,976 0%

11 Total Total % Africa 4,502,884 64% Asia 1,722,559 25% Other 794,000 11% Total 7,019,443 100%

4.4 Results of monitoring and evaluation

In accordance with Simavi’s system for planning, monitoring and evaluation, a total of 13 evaluations were carried out in 2011, both interim as well as final evaluations. Simavi also carried out a meta- evaluation in which the different analyses that were conducted throughout the year were combined.

In comparing the meta-evaluation of 2011 with those of 2009 and 2010, we see a number of developments. Projects satisfy the needs of the target group better than they did previously. One of Simavi’s assets is that it involves people in the projects. Simavi now pays more attention to institutional and social sustainability. It focuses on strengthening the base of its partners. It also ensures that people in the villages are capable of continuing the approach themselves. Simavi’s partners showed further professionalisation over the past few years. Simavi works with partners that have their technical and financial capability in good order. For a number of partners there is room for improvement from an organisational point of view.

10 See note 8 11 This gives a distorted view because the projects in Asia were contracted in 2010 and have been included in the alliances in 2011. The projects in Africa were not contracted until 2011. 26 The quality of the project evaluations vary. All partners are better able to monitor their activities on the quantitative and qualitative aspect and to report on output (what they actually did) and outcome (how the target groups benefited). The reports now clearly show the results and no longer focus mainly on activities. This has resulted in more and better quality information, of use to Simavi as well as the partner. Many of Simavi’s partners operate in very remote areas. Initially, they mainly performed practical activities, but they are now focused on organising and facilitating changes in their regions. To this end they involve different parties. Simavi strives to pay more attention to policy influencing in its programmes. In cases involving national policy influencing, Simavi achieves results in 20 per cent of its programmes, mainly in Bangladesh, Indonesia and Nepal. The influence Simavi has on the district policy is presumably significantly higher in most of the countries it operates in, but no details are available. In 2012, Simavi’s Advocacy Unit will be committed to supporting the policy influencing in its programmes with regard to content.

Innovative, small project funding was realised to a limited extent, for example, action research on small-scale sewage purification in five different areas in Bangladesh, and cost-saving toilet design created in cooperation with IHE / UNESCO. In Bangladesh, Nepal, Malawi, Kenya, Ghana and Uganda, Simavi successfully work with knowledge centres such as universities. Simavi is increasingly successful in creating new forms of co-financing. This varies from private contribution by people and microfinancing to providing products such as a drinking water filter or toilets at cost price. In Ghana, for example, Simavi’s partner INTAGRAD set up an extensive credit system after a successful test, enabling households to improve their sanitary facilities. In Tanzania, the ‘revolving funds’ for the improvement of sanitation, established by UFUNDIKO in about a dozen villages, are still operational. A relatively small starting capital enables people to improve their toilet facilities at home. There also are other forms of co- financing, such as the contribution by the Dutch Embassy in Bangladesh to the SRHR programme and the funding by Eureko Achmea of a project in Uganda.

4.4.1 Improvements after programme evaluations

Given below are two examples showing how evaluations lead to an improvement in programme approach. Simavi’s partner Freshwater operates in Malawi. This partner mainly builds water pumps to provide people with safe drinking water, thereby contributing to better health. The end-term evaluation showed that the installation of pump systems was successful, but that little attention was being paid to knowledge transfer. The population, for example, is unsure how to maintain the pumps, which could affect the operating lifetime of the pumps. The knowledge transfer on hygiene could also be improved. Freshwater has realised that a better balance is necessary between installing water pumps, maintenance and education. The project proposal that Simavi approved in 2011 for the coming year provides for a combination of these matters. This will enable people to benefit more from the water pumps provided by Freshwater. Another example is our partner Diocese of Kakamega from Kenya. The mid-term evaluation showed that the project had planned too many different activities in the three-year term of the 27

project. Diocese of Kakamega will, therefore, probably not achieve the agreed results. Simavi has advised this organisation to focus on their areas of expertise and to cooperate with other parties on areas they are less good at, such as preventing HIV/AIDS. Diocese of Kakamega will now start looking for parties that can substantively strengthen them and partners that can strengthen them, for example, with a method for microfinancing.

4.5 Programmes in Asia

4.5.1 Bangladesh In Bangladesh, Simavi mainly works mainly in the south-western coast region, the Char Delta and in the Chittagong Hill Tracts in eastern Bangladesh. These areas suffer most from natural disasters such as floods and cyclones. There is much poverty in these areas.

Partner organisation Main theme Total budget Bangladesh Aloshika Health/ Water and Sanitation 77,500 AOSED Water and Sanitation 187,252 APUK Health/Water and Sanitation 230,029 AWAC Health 67,418 BDS Health 95,281 CBSDP Health/Water and Sanitation 62,037

CDS Water and Sanitation 31,616 CHC Health/Water and Sanitation 172,651

DORP Health/Water and Sanitation 237,864 DSK Health 111,891 FPAB Health 541,318 GUS Health/Water and Sanitation 127,930 JAC Health/Water and Sanitation 73,080

MDF Training & Consultancy BV Health 29,600 RDRS Health 20,000 SLOPB Health/Water and Sanitation 937,289 UTTARAN Water and Sanitation 595,796 VERC Health 296,160 Wateraid Water and Sanitation 230,717 Total Bangladesh 4,125,429

Mother and Child Health Project One of Simavi’s partners, Bangladesh Development Society (BDS), works in the remote Char Delta. This area is located 70 kilometres from the coast of southern Bangladesh. Floods are a daily problem here. People that are ill and pregnant women are cared for by traditional healers, untrained midwives and uneducated pharmacists. Diarrhoea, undernourishment, a high population increase and pregnancy-related diseases and mortality occur frequently in this area.

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The Mother and Child Health Project by BDS (in cooperation with Simavi) was established in 2009 and its goal is to provide good childcare and maternal care and to set up a sustainable healthcare system. Within three years, the project wants to reach 5,000 mothers and 4,200 children between the ages of 0 and 5 years. BDS performs the following activities to achieve this:

An awareness campaign, consisting of motivation gatherings and courtyard meetings (3,500 women participated in 2011), cultural meetings and discussions, creating and spreading educational material on healthcare and basic healthcare, hygiene and sanitation. People are very enthusiastic about these initiatives and gladly participate. Training traditional midwives, so they are better able to assist at childbirth, but also identify complications at an earlier stage and send women to the hospital. Building and equipping a mini-clinic. As of September 2011, 1,653 patients have been treated there, mainly pregnant women and children. Equipping a pharmacy and laboratory. Purchasing a quick, well-equipped boat to be used as water ambulance.

The project was halfway by the end of 2011. The activities are on schedule. BDS cannot substantiate this with figures, but does signal a significant decrease in cases of diarrhoea and other water-related diseases and complications related to pregnancy.

BDS wants to give the healthcare facilities a sustainable character. The community, for example, is responsible for the management of the mini-clinic. Patients pay for the hospital services, laboratory services and medicine by way of a ‘revolving fund’. This not only benefits the quality of healthcare, but it also ensures that the community feels involved and it encourages self-reliance. In addition, they will also appreciate the healthcare more if they have to pay for it. Even very poor people appear to be prepared to pay for good sanitary facilities and healthcare. However, the amount they can pay does not cover the costs of the facilities. Sustainability in such cases can therefore only be achieved if the government also accepts responsibility for providing services in these remote areas. Simavi focuses on using lobbying activities to seek new ways of local funding.

MD. Yakub Hossain is the deputy director of the Village Education Resource Center (VERC) in Bangladesh, a medium-sized NGO focused on water and sanitary facilities. We talked to him about VERC’s work in remote villages.

Could you tell us something about your work? “VERC was established in 1977. In 2000, we implemented a new approach to bring the sanitary facilities in villages to an acceptable level. The villages are responsible for the process. This works well. Thanks to our intervention, 350,000 toilets have been installed in Bangladesh over the past ten years. That is almost hundred a day!”

How do you reach the villages? “We start by establishing a community committee. These people take the lead and are responsible for the planning. VERC field workers are also involved, as well as a group that represent the interests of children, a group that gives information on hygiene to women, and engineers and officials. The community committee focuses on the installation of toilets using available local materials and approach wealthy families for financial support. VERC gives

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technical advice. When objectives are achieved, the event is officially celebrated, with the chairman of the Union Parishad (local government) also attending. The village will then put up a large sign stating that no one will have to answer nature’s call in the open air anymore.”

4.5.2 Nepal

Nepal is one of the poorest countries of the world. Almost half the population lives below the poverty threshold. The distance to water sources and the mountainous terrain hampers the access to safe drinking water. A trip to a water source and back often takes half a day and is physically demanding. There also are limited sanitary facilities. One third of the deaths in Nepal are children younger than five years, mainly as a result of diarrhoea.

Partner organisation Main theme Total budget Nepal FSCN Health/Water and Sanitation 138,886

KSD Health 10,595 NEWAH Water and Sanitation 450,000

Rainbow Foundation Water and Sanitation 8,700

RD Health 145,231 Total Nepal 753,412

Nepal Water for Health

Lead by the Dutch WASH alliance, a group of Nepalese NGOs also formed an alliance. One of these alliances is NEWAH (Nepal Water for Health), a Nepalese partner of Simavi. NEWAH trains local organisations, implements projects in villages and together with other organisations it lobbies for improved policies on water and sanitation. NEWAH started a project from within the alliance that will enable 31 communities to gain access to safe drinking water and sanitary facilities within three years and will teach them how to manage the systems and how to put into practice the most important hygienic actions.

In 2011, NEWAH carried out 17 projects in the field of water, sanitation and hygiene. They also saw to the construction of water systems, they established ‘water users committees’, provided adults and school children with information and they lobbied the government. This has resulted in people requiring less time to get water and being better informed of the importance of hygiene thereby making the lives of women and girls less difficult. They then have time to go to school and grow their own vegetables. Women and Dalits (people who fall outside the caste system) will become more outspoken because they become involved in the developments.

Restless Development Nepal

The Far West Region in Nepal is a remote district with poor access to safe drinking water and sanitary facilities. The population is often not aware of the risks associated with this. A relatively high number of youngsters live in this area; 35 per cent of the Nepalese population is younger 30

than 18 years of age and 85 per cent of this group lives in poor rural communities that are not reached by development initiatives. By using the potential of youngsters in a better way, it is possible to make big steps forward.

The Community and Youth Empowerment Programme of Simavi’s partner Restless Development Nepal focuses on the improvement of health and sanitary conditions amongst young people and their communities in the Doti district of the Far Western Region. The programme uses ‘peer educators’ and teachers to achieve capacity development in the communities. And it works: the knowledge on sexual and reproductive health and sanitation has increased amongst 15,000 youngers, more than 25,000 people have improved access to sanitary facilities and 15,600 community members, mainly young mothers and pregnant women, know more about sexual and reproductive health, hygiene and sanitation.

4.5.3 Indonesia

Although Indonesia is growing economically, there still is much poverty. In some areas, 30 per cent of the population does not have safe drinking water and 60 per cent has no access to adequate sanitary facilities.

Simavi particularly focuses on the poorest eastern part of Indonesia and Nusa Tenggara, where it si committed to combatting water-related diseases. Simavi also supports several small initiatives in other regions.

Partner organisation Main theme Total budget Indonesia (excl. SHAW) Partner Programme Development Water and Sanitation 424,000 PELKESI Health 200,000 RSB Water and Sanitation 11,400

YMP Water and Sanitation 209,919

YSI Health 5,750 Total Indonesia 851,069

SHAW

SHAW stands for ‘Sanitation, Hygiene and Water’. The programme focuses on bringing about a change in mindset in the field of sanitation and hygiene, which should result in better health. In 2010, Simavi started the SHAW programme in nine districts of eastern Indonesia, on the islands of Sumba, Flores, West Timor and Biak. By mid- 2011, Simavi stopped its activities on Papua and it will start SHAW on Lombok in 2012.

In a little over four years, Simavi and its partners want to reach 750,000 people (about 150,000 households). The Dutch Embassy in Indonesia has allocated a subsidy of EUR 8.6 million to Simavi to achieve this. Five Simavi staff members are involved in SHAW (three work in Indonesia). We cooperate closely with: Our local partners Yayasan Dian Desa, Plan Indonesia, Rumsram, CD Bethesda and Yayasan 31

Masyarakat Peduli. The Indonesian government, led by the Ministry of Planning. They chair the national working group for water and sanitation. The cooperation with the local governments in the programme areas is also becoming increasingly important. UNICEF, is responsible for strengthening the cooperation within the district government. International Water and Sanitation Centre, is responsible for technical support of monitoring so the government can continue the programme in a sustainable way after completion. WASTE, supports the development of technical sanitation and funding models. Waterschap Zuiderzeeland, wants to give support, probably in organising the cooperation within the district government.

After an extensive preparation phase, the SHAW programme started the implementation of its activities in villages in the course of 2011. A total amount of EUR 596,958 was transferred to the local partners in 2011.

Expenditure SHAW 2011

Amount Project partner

199,870 YDD

101,045 CD Bethesda

234,354 Plan Indonesia

61,689 Rumsram

Children at 90 schools will receive information on safe drinking water, sanitation and hygiene. People will also get help in building their own sanitary facilities. Inhabitants build and pay for everything themselves, so they feel a greater responsibility for the facilities. Once they know they will be cutting medical costs and see that the toilet meets their expectations, they are prepared to make the investment. Local providers of sanitary facilities and government services are also involved. The first positive results have already been achieved on the islands of Sumba, Timor, Flores and Biak. Simavi made an active contribution to the national sanitation policy. The cooperation with the local government has also been strengthened in all areas where Simavi’s partners operate. This is an important foundation for the sustainability of this programme.

On evaluation of the first phase of the programme by Simavi, the Indonesian government and other international development partners, the partner’s strategies have been adapted. A local partner was also added to the programme, namely, YMP. YMP operates on Lombok. SHAW gave the cooperation between governments and NGOs a substantial boost.

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4.5.4 India

Despite the substantial growth currently experienced by the Indian economy, there is still extreme poverty and high maternal mortality. A major problem in India is that its national healthcare policy is not implemented properly on a regional and local level. This particularly affects people in villages in remote areas, so there is little or no improvement of the facilities. Simavi’s local partners are committed to changing this. They train healthcare staff and groups of women, increase the awareness amongst villagers and lobby towards the government.

Partner organisation Main theme Total budget India

BISWA Water and Sanitation 184,634 BVHA Health 233,578 CINI Health 42,756 HCH Health 83,409 HVS Health 15,637 IDF Health/Water and Sanitation 64,825 JUS Health 62,865 NEEDS Health/Water and Sanitation 412,748 NJH Health 148,039 Prayas Health 30,000 RCDC Water and Sanitation 380,913 SEWA Health/Water and Sanitation 379,245 SRAHDA Water and Sanitation 165,000 SSDC Water and Sanitation 113,667 VHAI Health 254,309 VHAI Sikkim Health 308,774 Total India 2,880,399

Community Health Care Programme

Bihar is located in the east of India and is one of the poorest states in the country. Many people become ill because they are poorly informed about health and hygiene. BREAD is one of Simavi’s local partners. They are committed to improving the local population’s health. To this end, they provide information on the prevention of health problems and what basic healthcare entails. They do so by: training sessions in communities, also specifically focused on leaders and pupils; house visits to specific target groups such as pregnant women and newly married couples; forming specially trained teams that represent the interests of the villagers towards the local government; murals and posters/pamphlets; theatre performances about hygiene.

These efforts have already resulted in healthier behaviour of the villagers, for example, there 33

has been a decrease in the number of early marriages, an increase in the number of prenatal tests and an increase in the number of childbirths in hospital. There has also been an increase in the use of contraception, especially by younger couples.

The sanitation problem, however, has not been solved yet. The environment is contaminated because people relieve themselves outside. The villagers are used to this situation and do not see it as a danger to their health. People are willing to work on a healthier life for themselves and their family, but investing in a healthier living environment is not a priority. Simavi and its partners remain committed to achieving a change in mindset on hygiene and health.

4.6 Programmes in Africa

4.6.1 Zambia

In Zambia, as many as 12,200 children under the age of five die of diarrhoea every year. A mere 37 per cent of the population in rural areas has access to water and only 13 per cent has access to sanitation. The government is unsuccessful in providing the population with safe drinking water and sanitation. The technique used is inadequate, water boards do not function well and the water sources are often overused. The schools have insufficient water and sanitary facilities, resulting in many children suffering from diarrhoea. The poor water supply causes people to become ill, particularly vulnerable people such as children and elderly. It also contributes to the spreading of water-related diseases. In Zambia, Simavi supports three projects that focus on the improvement of water and sanitation facilities.

Partner organisation Main theme Total budget Zambia St. Pauls Health/Water and Sanitation 98,965

VWZ Water and Sanitation 346,174

ZWASA Water and Sanitation 45,194 Total Zambia 490,333

Village Water Zambia

Village Water Zambia operates in the state of Kaoma. They perform a programme focused on improving people’s health by giving them better and sustainable access to good water facilities, sanitation and hygiene education. In 2011, Village Water Zambia contributed to the construction of 35 new water wells. The people using these wells were informed of the importance of latrines, resulting in the construction of 997 latrines. The hygiene in the villages in general also received a lot of attention. Latrines have been constructed in eight schools.

Concluding activities in Zambia

In Simavi’s strategic vision 2009 – 2011, it was decided to intensify the contact with Simavi’s partners in order to be able to serve them better and to offer better help in expanding their capabilities. Given Simavi’s limited scope, this can only take place if Simavi works with fewer partners in fewer countries. Simavi hung on to this decision for a long time, hoping that it would

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secure sufficient funds. Now that the funds have been defined for the coming years, it has become clear that Simavi will not be able to continue its programmes in all countries. This is why Simavi will conclude its activities in Zambia, although it will of course complete existing contracts with partners. In 2011, there were three remaining projects in Zambia. Simavi expects to complete the last project by the end of 2013.

4.6.2 Tanzania

The maternal and child mortality rate in Tanzania is high due to the lack of good medical facilities. In addition, there are several problems in the area of sexual and reproductive health, such as HIV/AIDS, unwanted pregnancies and sexual violence.

Simavi works in five rural areas in Tanzania; Tabora, Iramba, Arusha, Iringa and Dodoma. The situation concerning safe drinking water and hygiene in these areas is very poor. Only half of the population has access to good sanitary facilities and has a safe water supply. Many people become ill because they are unaware of the dangers associated with unsafe drinking water and poor sanitary facilities.

Simavi supports local communities in the field of safe drinking water by, amongst other, establishing and registering independent water boards. These boards are responsible for the management and maintenance of simple and affordable water facilities. Simavi encourages local governments and the private sector to provide financial and technical support.

Partner organisation Main theme Total budget Tanzania AGOTA Health 87,486 CBHCC Health/Water and Sanitation 312,887 HAPA Health/Water and Sanitation 314,103 MAMADO Health/Water and Sanitation 207,374 PATUU Health/Water and Sanitation 234,148 SHIPO Water and Sanitation 265,172 TDFT Water and Sanitation 544,348 UFUNDIKO Water and Sanitation 49,791 WaterAid Tanzania Water and Sanitation 18,803 Total Tanzania 2,034,112

PATUU Tanzania

Pamoja Tujinkinge na Ukimwi (PATUU) was established in 2000 by a doctor wishing to educate people in the Mpwapwa (Dodoma) district about HIV/AIDS, tuberculosis and malaria. He focused on very remote villages with limited access to healthcare. Pregnant women received help from traditional, untrained midwives. The maternal mortality rate 35

was high. The government acknowledged the problem and wanted to forbid pregnant women from getting help from traditional midwives. However, PATUU recognised its indispensable role and developed an approach which would give the midwives a new role. PATUU trained and supported 140 traditional midwives in 2011. The midwives were taught that is often better to refer pregnant women to a clinic or hospital. To encourage them even more, PATUU and the local authorities agreed that the traditional midwives would receive payment for their work. In 2011, about 1,000 women were referred to clinics and hospitals. Every month, 70 pregnant women attend the district hospital. This is an increase of 120 per cent compared to 2008. In short, a sustainable solution that fits in with the culture and is supported by the local authorities.

4.6.3 Ghana

Together with its local partners, Simavi mainly works in two northern regions of Ghana; the Upper East and Northern Region. These regions are the poorest of the country. HIV/AIDS is less of a problem in Ghana than in the eastern part of Africa. Simavi focuses more on the general prevention of diseases in the development projects in Ghana. Simavi’s partners carry out projects in the field of safe drinking water and sanitation facilities, healthcare for mothers and children and information on themes such as contraception and safe sex. Community healthcare staff, such as traditional midwives, take an active part in these activities. Men are also addressed on their role during pregnancy and childbirth. The projects are becoming more large scale and follow-up is often given to programmes of partners that Simavi has good experiences with.

Partner organisation Main theme Total budget

Africa

Ghana AFORD Water and Sanitation 13,218 CSO Water and Sanitation 10,000 Dodzi Water and Sanitation 32,421 HFFG Health 204,162 INTAGRAD Water and Sanitation 240,320 ISODEC Health 170,358 NABOCADO Water and Sanitation 157,475 New Energy Water and Sanitation 1,246,494 NPHS Health 320,513 PAPADEV Water and Sanitation 89,557 PRHSBE Water and Sanitation 10,767 Simli AiD Health/Water and Sanitation 335,576 SRHR programme development Health 9,778 TREND Water and Sanitation 113,886 36

Total Ghana 2,954,525

Simli Aid Simavi’s partner Simli Aid is a Ghanaian NGO that focuses on combatting poverty in Northern Ghana. Simli Aid teaches illiterate adults to read and write and combines this with discussing themes in the area of health, water, and sanitation. These themes, which are often complicated and controversial for many people, are brought to the attention of the general public. They do so in an appealing manner, for example, in weekly radio broadcasts in which discussions with experts are alternated with entertainment. Plays are performed in villages and educational material is spread such as T-shirts with slogans about health, water, and sanitation.

In 2011, Simli Aid carried out twenty educational sessions in twenty communities. They were focused on information about the causes of diseases such as HIV/AIDS, tuberculosis and hepatitis B. Reproductive healthcare, hygiene and STDs were also discussed. For this project, Simli Aid cooperated with local healthcare staff, healthcare officials, environmental officials and traditional leaders. About 400 people attended the sessions, including a large number of women and youngsters.

The activities are clearly working. The number of women receiving prenatal care has increased by 20 per cent. No mothers or babies died in the healthcare clinics of the project area last year. This is the result of better healthcare before, during and after childbirth.

New Energy

After a positive evaluation, the WASH alliance decided to continue the programme focused on drinking water and sanitation by New Energy for three years. For this programme, New Energy leads a consortium of five organisations that operate together in four districts of the Northern Region. They construct drinking water facilities in villages and at schools, build toilet facilities at schools, give information about health and give training to information officials. In order to achieve this, they work with the water services of district governments, the Ghana Health Service and the Ghana Education Service.

People have to pay for the sanitary facilities at their homes to ensure that they will maintain them. To this end, Simavi uses a market model, in which the supply and demand are established. Simavi gives households information, involves local chiefs, tries to influence the regulations and trains local producers of latrines.

Simavi’s new partner Intagrad will work on drinking water facilities and sanitary facilities in a new way. They will cooperate with a bank or an institution for microcredits, thereby starting the market mechanism. This project will be started up in 2012 and the first results should become available in the same year. If the programme is successful, it can be rolled out on a larger scale.

4.6.4 Malawi

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In Malawi, the unequal access to services, goods and opportunities is extreme. Furthermore, the number of HIV infections in Malawi is very high. Together with local partners, Simavi works on equal rights for men and women, safe pregnancies and improvement of the access to safe drinking water and sanitary facilities in Malawi.

Partner organisation Main theme Total budget

Malawi CAVWOC Health 343,000 COYIDA Water and Sanitation 248,627 FCR Health 65,667 Fresh Water Health/Water and Sanitation 341,684 HVP Health/Water and Sanitation 199,231

MA Water and Sanitation 7,750

MWF Water and Sanitation 47,080 Nkhoma Water and Sanitation 21,600 SRHR programme development Health 21,653 YONECO Health/Water and Sanitation 497,739

Total Malawi 1,794,031

Foundation for Children Rights

There are many traditional customs in Malawi, such as the right to inherit widows (Kulowa Kufa) or marrying off a daughter to pay for debts (Kupawila). Especially Kupawila has increased over the past years. These customs do not only damage women’s rights, but also increase health risks, such as becoming infected by HIV/AIDS. In addition to these traditional customs, a lack of good sex education also results in many unwanted pregnancies amongst girls. They are turned away from schools and are forced to get married.

Simavi supported the Foundation for Children Rights (FCR) through a two-year project that was completed in 2011. FCR supported groups of mothers from the local communities. These groups were established to ensure that girls stayed in school as many girls in Malawi stop going to school after their first menstruation. There are several reasons for this. Schools often lack adequate facilities for the girls to freshen up and there are no sanitary towels available. The groups of mothers teach the girls how they should freshen up and they save for sanitary towels together. Another reason is that girls often get pregnant at a young age and do not return to school. Information on contraception is therefore vital. Schools in Malawi have recently been obligated to accept girls again after childbirth, but there is a lot of shame. The mothers support the girls when they become pregnant so that they can stay on at school and are not married off. The evaluation shows that girls are now more knowledgeable about healthcare rights. About 20 groups of mothers received support over the past two years. Approximately 8,000 girls were reached.

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Hygiene Village Project

Hygiene Village Project (HVP) is an organisation that focuses on projects in Malawi in the area of water, sanitation, hygiene and HIV/AIDS, aiming to reduce the number of diseases and deaths. In 2011, this Simavi partner built 18 latrine blocks at schools enabling almost 5,000 school children to use them. This led to more pupils registering at school. The hygiene classes have resulted in more children washing their hands after using the toilet. A competition was organised amongst the schools. The school most knowledgeable about hygiene and sanitation won a prize.

HVP actively involved the communities in the development of sanitary facilities – from planning to implementation. This worked well. The people not only feel responsible, but the financial support required is also limited. A connection between schools and the communities is created because of the involvement of teachers and school boards. This has resulted in children approaching adults in the villages about the improvement of sanitary facilities. HVP also tries to involve local companies by giving pupils a voucher entitling their family to discounts at local toilet manufacturers that have been trained by HVP. This project is not doing well enough yet. In 2012, HVP will submit recommendations on a new approach to Simavi.

4.6.5 Uganda

Many people in Uganda struggle with health problems due to the combination of poverty, poor nutrition and limited knowledge of good hygiene. The availability of safe drinking water and latrines is a big problem. Uganda’s government aims to ensure that all inhabitants have access to safe drinking water by 2015. This goal is nowhere near being achieved. About half the population still uses untreated surface water as drinking water.

Partner organisation Main theme Total budget Uganda AMREF Uganda Water and Sanitation 26,681 EMESCO Health/Water and Sanitation 297,225 FORUD Water and Sanitation 213,816 HEWASA Water and Sanitation 857,794 Hope alive Water and Sanitation 4,716 JESE Water and Sanitation 95,617 Netwas Water and Sanitation 222,185 UWASNET Water and Sanitation 154,300 Total Uganda 1,872,334

UWASNET

In Uganda, Simavi cooperates with local partners from the WASH alliance, namely, Practica Foundation, Wetlands International, Both Ends and IRC. We perform projects in the northern region surrounding Acholi, Pader and Kitgum and in the Kabarole and Kyenjoyo districts, in the western Rwenzori Region. Simavi wants to exploit the benefits of working in an alliance by using each other’s expertise so as to reach as many people as possible as 39

efficiently as possible.

A new partner organisation for Simavi in the WASH alliance is UWASNET. This network organisation represents 162 organisations that focus on water, sanitation and hygiene. In mid- 2011, they started a programme on policy influencing of Uganda’s governments. UWASNET and its members carry out budget research, run campaigns, give information, cooperate with journalists and lobby to improve safe drinking water and hygiene in remote areas.

Project Eureko Achmea Foundation

EMESCO Development Foundation operates in the Kibaale district. They perform a programme funded, via Simavi, by Eureko Achmea Foundation in 2011 and 2012. EMESCO reaches about 41,000 people with its healthcare information. They also train village healthcare staff, traditional midwives and local water boards. Thirteen water wells have been constructed in villages, three schools received a water tank and all pupils were educated on hygiene. Almost 7,000 people now have access to safe drinking water and more than 1,100 washing facilities have been built. About 3,000 households have been trained in making improved cooking facilities with a good smoke outlet and ovens that require less wood. In addition, a general hygiene campaign for households was conducted with a competition for the cleanest household in 2011.

The village healthcare staff is also a first station for aid and first point of contact for information on diseases. Where necessary, they refer people to the healthcare station. The traditional midwives are particularly trained to ensure that as many mothers as possible give birth in the clinic and to encourage pregnant women and young mothers go to the clinic for check-ups. Because many women still prefer to give birth at home, Simavi trains midwives to guide this in a good way.

4.6.6 Kenya

Simavi mainly works in the west of the country in the field of sexual and reproductive health. This area is plagued by HIV/AIDS infections and unsafe and unwanted

pregnancies.

Partner organisation Main theme Total budget Kenya CABDA Water, toilets and Sanitation 345,342 CSA Health 357,200 Diosece or Kakamega Health/Water and Sanitation 117,586 KAMADEP Water and Sanitation 332,983 KEWASNET Water and Sanitation 32,438 LLT Health/Water and Sanitation 12,000 Migumomiri Water and Sanitation 10,260 NIA Water and Sanitation 66,139 40

I Water and Sanitation 38,851 PeePoo Water and Sanitation 1,093,050 Rotary Machakos Water and Sanitation 32,844 SAIPEH Health 204,785 SANA Water and Sanitation 242,066 SMK Health 90,826 Tenda Pamoja Water and Sanitation 10,000 TICH Health 297,751 Total Kenya 3,248,121

Healthcare aimed at youngsters

Simavi is committed to educating youngsters about sexuality and making them more resilient so they can make better choices themselves. This is where Simavi builds a bridge to healthcare, so as to make doctors and nurses aware of the importance of healthcare aimed at youngsters. To this end, Simavi has been working with a number of local partners for quite some time now, including CSA (Centre for the Study of Adolescents), GLUK-TICH (Great Lakes University of Kisumu – Tropical Institute of Community Health and Development) and SAIPEH (Support Activities in Poverty Eradication and Health). These organisations now also collaborate successfully.

CSA gives sexual information to schoolchildren by means of their ‘Youth for Youth curriculum’. They also train hospital and clinic staff to make them more youngster friendly. The parents and the environment are very decisive for the sexual behaviour of youngsters and their preparedness to seek medical support when necessary. Nevertheless, CSA had a difficult time in also reaching these groups.

GLUK-TICH has a large network of clinics and voluntary healthcare staff, whom they train to promote initiatives that improve healthcare in their communities, such as safe pregnancies. Sexuality amongst youngsters was not well represented here, but there is a lot more attention for it now thanks to the cooperation with CSA. At the same time, CSA now has the opportunity to involve a large audience in the specific problems of youngsters by cooperating with GLUK-TICH.

SAIPEH specifically focuses on the Mumias district. Simavi supported SAIPEH with educational activities in the field of HIV/AIDS. SAIPEG staff was trained using a technique developed by CSA. This training focused on providing youngsters with the knowledge and skills they need to make safe choices concerning sexuality and pregnancy and to stimulate them to organise meetings with peers. This ‘Youth for Youth’ programme now also runs in the schools in Mumias. GLUK-TICH also works in Mumias. Together with SAIPEH, they work on the improvement of clinics and the training of voluntary healthcare staff. They learn from each other’s strategies and adjust them when necessary. 41

CABDA

Simavi’s local partner CABDA carries out a project focused on sanitation and hygiene. They make people aware of the importance of good sanitary facilities and help them in constructing them. People play an active part in the entire process and are therefore stimulated to do as much as possible themselves. This is not only good for the commitment, but it also means that only a small financial investment is necessary.

In the next three years, CABDA will train villagers and healthcare officials in making people aware of hygiene in a hundred villages. This will take place in combination with the construction of water and toilet facilities at schools and in communities. This will not only improve people’s health, but it will also improve the social-economic position of people and their purchasing power. They will be able to work more and lowers medical costs. In 2011, 25 village committees were trained, six water tanks and 12 VIP latrines were installed, six school committees, 25 water management committees and 80 healthcare officials were trained and 25 sources were secured and repaired.

In November 2011, the Flexiplan Foundation, a capital fund that has supported Simavi since 2002, visited the CABDA project.

Catherine Mwango, executive director of the NGO Kenya Water for Health Organisation (KWAHO). Kwaho was established 35 years ago. It provides disadvantaged communities in Kenya with drinking water and sanitary facilities and gives them information on hygiene. With support from several financial partners, KWAHO has reached more than 2.7 million Kenyans over the years. KWAHO also has national programmes, but currently works in Western Kenya, the Rift Valley and in the slums of Nairobi.

Could you tell us more about your work in the rural areas of Kenya? “NGOs and communities themselves play a major role in implementing WASH projects in the rural areas. NGOs like KWAHO have the skills to effectively mobilise the communities whenever intervention is necessary. We ensure that there is cooperation in the villages, we empower women and we provide training to maintain the facilities.”

How do NGOs, donors and the government work together in Kenya? “The government applies a sector-wide approach. Since the passing of the Water Act in 2002, there has been more focus by our government on water and sanitation. However, the largest part of the budget comes from development partners. Development partners, NGOs and the government meet regularly at evaluation meetings. I am, for example, member of the SWA workgroup that was established by the Ministry of Water and Irrigation.”

4.15 Cooperation with PSO

Together with PSO, Simavi started a work-training programme in 2009. PSO (Personnel Cooperation in Developing Countries) is an alliance of NGOs that is active in the area of capacity building in developing countries. The programme was to determine how Simavi can integrate 42

capacity building more systematically in its programmes. In this context, Simavi started developing an organisation analysis method for partners in 2010. This was further developed in 2011 and adjusted to the requirements set by the MFS II funding to the monitoring and evaluation of the WASH and SRHR alliance.

In 2011, four African and four Asian consultants were trained to apply the methods. They carried out an investigation of Simavi’s 22 alliance partners. Conclusions were that the partners could use reinforcement in the area of HR management, fundraising, substantive themes and planning, monitoring and evaluation.

Expenditure PSO 2011

Amount Project partner

79,195 New Energy

51,894 TICH

32,299 ISODEC

Partners in Ghana and Kenya

In 2009, the partners New Energy and ISODEC in Ghana, and TICH in Kenya, were offered a training programme. PSO (training) and Simavi (work) funded this programme. Simavi’s partners in Ghana and Kenya all have a number of other executive organisations connected to them, which they finance. New Energy, ISODEC and TICH adopted an intermediating part in the development of programmes and working methods with their own local partners. These projects started in 2009 and were still running in 2011. TICH learnt what it means to act as donor organisation for a large number of smaller village organisations and how to train and coach them. This programme had a positive effect on several villages and the evaluations were very positive. New Energy took on the challenge to form and lead a consortium with four other local NGOs. The local partners have difficulty letting go of their autonomy and it is taking time and effort to build up confidence. But eventually the programme progressed well as a result of the integrity of New Energy. A good foundation now exists for the continuation of this alliance. ISODEC was supported in making a good strategic analysis of the healthcare sector in the North of Ghana and in determining its part and position in it. This resulted in a very ambitious but well substantiated programme proposal. In the end, Simavi did not provide the funds for this programme, in part because Simavi doubted whether ISODEC and its partners could implement the programme. The programme proposal will be adjusted.

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5 Policy influencing in the Netherlands

Simavi brings the interests of people in developing countries and the insights of Simavi’s work to the attention of policymakers and politicians in the Netherlands. To this end, Simavi works together with sister organisations on an international level. Since 1 May 2011, these activities have been brought together in our new Advocacy Unit.

5.1 Context analysis

5.1.1 International

WASH In 2010, the access to safe drinking water and clean sanitation was recognised as a human right. Despite this, there are still 2.5 billion people (47 per cent of the world population) that do not have access to adequate sanitation and almost 780 million people (11 per cent of the world population) do not have access to safe drinking water. This makes it easy for diarrhoea and diseases such as cholera, yellow fever and typhoid to spread at lightning speed. More than 4,000 children die as a result of this every day.

Women and girls often fetch water and take care of family members who are ill. This takes a lot of time which means they cannot go to school or earn a living. Africa loses five per cent of its gross national income as a result of illness and death due to the lack of drinking water and toilets. A lack of drinking water and toilets is not only caused by a lack of money. Political reasons also play a major part. Poor people in remote areas or slums are unheard by their governments. This is why no investments are made in facilities in their living environment. Other water users, such as large agricultural companies or industry, use a lot of water or pollute it, resulting in little or contaminated water being left for poor households. Furthermore, the governments often lack the expertise to draw up good plans in which the poor are also considered or they lack the funds to implement the plans properly.

In the course of 2011, a number of important steps were made worldwide in the area of water and sanitation. The UN emphasised the importance of the right to water and sanitation as human right by appointing a special reporter who will consults on a national and international level with heads of government and other interested parties on water and sanitation.

An extensive meeting took place at the end of April on improving the situation in Liberia in the area of water and sanitation for poor people. Participants included several Liberian government organisations, trade and industry, international donors and national and international civil society organisations. In doing so, Sanitation and Water for All took an important step towards sustainable solutions in Liberia. Simavi CEO Rolien Sasse is a member of the Board of Sanitation and Water for All, where she represents civil society organisations from the End Water Poverty network12.

12 End Water Poverty is a network of 150 organisations from 44 countries campaigning to bring the Sanitation for All initiative to the attention of politicians. Simavi is the contact point in the Netherlands for this campaign and is also member of the international steering committee. Furthermore, in 2010, Simavi CEO Rolien Sasse became a member, on behalf of End Water Poverty, of steering group Sanitation and Water for All on behalf of the Northern civil society organisations.

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In May, WHO resolutions emphasising how important water, sanitation and hygiene are for people’s health, and therefore for the economic development of a country were adopted. These resolutions are an important step forward. They refer to the human right to water and sanitation and stimulate governments to make a link to drinking water, sanitation and hygiene in national healthcare plans.

In May 2011, the UN conference for least developed countries was held. The final resolution states that safe drinking water and sanitation must be available to everyone by 2020. The End Water Poverty network, WSSCC and other civil society organisations have committed themselves to this.

At present, 2.5 billion people (37 per cent of the world population) still have no access to basic sanitary facilities. The Millennium Development Goals state that this percentage must be no higher than 23 per cent by 2015. If the developments continue at this pace, this goal will not be achieved. This is why United Nations Secretary General’s Advisory Board on Water & Sanitation (UNSGAB), of which the Prince of Orange is chairman, took the initiative to set up ‘Sanitation for All – the drive to 2015’. Simavi supports this initiative.

SRHR

Every year, 350,000 women die unnecessarily while giving birth due to inadequate healthcare. Particularly in sub-Saharan Africa and South Asia the risks of pregnancy and childbirth remain high. In Tanzania, the likelihood of a woman dying while giving birth is 1 in 23. Just to compare; this chance is 1 in 700 in the Netherlands, i.e. more than 300 times smaller. Women play a key part in their family and the local communities. In many cultures, mothers are responsible for the housekeeping, care for their family and earn all or part of the income. The death of a mother has serious consequences. Besides the personal drama, families are disrupted. The likelihood of a child dying is three to ten times higher if the mother does not survive childbirth. The main direct causes of maternal mortality are bleedings, infections due to a lack of hygiene and safe water, unsafe abortions and diseases such as malaria and HIV/AIDS. The causes of maternal mortality are often more deep rooted. Poverty means there is no money for transport to a clinic or medical care. This is why the maternal mortality rate is highest in the poorest countries and amongst the poorest communities. Because women often have a low status, little priority is given to their care. They are dependent on the willingness of their husbands to get medical care. Cultural traditions and a lack of knowledge on and access to contraception result in unwanted pregnancies and not being able to find the proper care. Moreover, many governments in developing countries have insufficient resources or political will to invest in healthcare for everyone resulting in a shortage of clinics, particularly in remote areas. The available clinics do not have enough educated staff, materials and medicine to allow all women to deliver safely.

SRHR is a sensitive matter in many countries. International discussions about this subject are therefore often controversial, which became clear during the annual Commission on Population and Development (CPD) in New York. The action programme of the CPD (called ICPD) will be stopped in

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2014. New agreements will then have to be made on matters such as access to contraception, sex education, safe abortions and reproductive healthcare. Simavi believes it is important that the agenda of the ICPD be continued after 2014.

The Millennium Development Goals should be achieved by 2015. Millennium Development Goal 5, which intends to reduce maternal mortality worldwide by 75 per cent, will not be achieved without stepping up efforts. A commitment to reducing maternal mortality will still be necessary after 2015. In 2011, several attempts were made to connect the continuation of the ICPD to the Millennium Development Goals so that SRHR, maternal mortality and the importance of healthcare remain on the international development aid agenda.

5.1.2 The Netherlands Significant cutbacks in development cooperation were announced in the coalition agreement of 2010. A new course was chosen for its implementation. It concentrates on economic sectors rather than social sectors and there is more room for the Dutch private sector and the Dutch private sector and Dutch interests are a more important factor. In 2011, the State Secretary for Development Cooperation elaborated on his vision in a large number of policy documents. The most important developments are outlined below:

In 2001, the government formulated four cornerstones for the bilateral policy of the Netherlands in the area of development cooperation. These cornerstones are security and law and order, water, food security and sexual and reproductive health and rights. The number of partner countries will be cut back to fifteen and the focus on public-private partnerships (PPPs) will be expanded.

Two of the four cornerstones (water and sexual and reproductive health and rights) closely relate to Simavi’s work in Africa and Asia. Simavi is pleased that these themes have been chosen as cornerstones. However, the choice to invest less in healthcare in developing countries is something that worries Simavi. Adequate healthcare is essential in reducing maternal mortality. Take clinics in the most remote areas that have to be equipped with sufficiently educated staff, medicine and materials. Sustainable development is impossible without a good healthcare system. This is why Simavi has taken an active part since 2011 in an initiative by several development organisations to put reinforcement of healthcare back on the political agenda.

The SER advisory report ‘Development by sustainable entrepreneurship’ emphasises that economic growth is the key to a country’s development. The government also focuses on the development of the private sector in developing countries by improving the climate for entrepreneurs and engaging Dutch and other trade and industry. Companies wishing to qualify for development aid funds have to comply with the OESO guidelines for international corporate responsibility. However, this does not automatically lead to an improvement of the position of poor people. Simavi therefore participates in a consultation round with the Ministry of Foreign Affairs on the way sustainable and inclusive growth is possible, in other words, growth that causes minimal harm to the environment and benefits everyone.

Different consultations on PPPs were organised in 2011, with input from trade and industry, knowledge institutes and policymakers. Simavi also participated in this attempt to work towards 46

a feasible framework that can deliver sustainable results at the same time. PPPs were also discussed in the Lower House, for example, during the National Budget. A majority of the Lower House supported the proposal to use the FIETS model (see Chapter 3, section 3.2.1) when allocating funds for PPPs on water. This secures the sustainability of the programmes.

The ‘Naar de top’ (To the Top) company policy published by government in 2011 are in line with the proposals to strengthen the competitive strength of the Netherlands. Entrepreneurs and researchers from the nine top sectors developed the proposals. Simavi’s work addresses the top sector Water and the top sector Life Science and Health. The government invests about EUR 1.5 billion in the nine top sectors. EUR 300 million of this total is part of the budget for development cooperation. Key area of focus in spending these funds is combatting poverty and the demand from developing countries remains the starting point. It is a good thing that the cooperation between the government, trade and industry and knowledge centres from the top sector policy is envisaged and propagated. Civil society organisations such as Simavi can make worthwhile contributions to knowledge centres in the areas mentioned. This was a point of focus during discussions between the Netherlands Water Partnership and the top sector Water and it was also discussed during the consultations on the structure of the PPP facility Water.

At the end of 2011, the government sent a memorandum to the Lower House on the overall gender policy. It acknowledges the importance of the equal position of women in society and their role as ‘change agent’ for sustainable growth. This memorandum is fully in line with Simavi’s vision and policy. After all, gender is a theme that is important throughout Simavi’s working area. We therefore want to cooperate with the ministry in adapting the paper into a future policy on water and sexual and reproductive health and rights.

5.2 Activities

We use a broad range of tools in influencing policy, varying from knowledge exchange with policymakers to public campaigns involving as many people as possible.

5.2.1 Policy influencing First and foremost the Advocacy Unit focuses on Dutch policymakers and politicians. Simavi believes that cooperation between parties is vital which is why Simavi participates in the debate in a constructive manner. Simavi only participates in international processes if they logically ensue from Simavi’s work in the Netherlands and can be carried out in cooperation with others. As of 2012, the Advocacy Unit will support the Programmes department so as to further expand policy influencing in our programmes.

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5.2.2 Campaigns and activities

Mother’s Night The annual Mother’s Night campaign took place in April and May 2011. This is an initiative by Rutgers WPF, organised together with Simavi, NCDO, Wemos, AMREF Flying Doctors, Cordaid, COS, KNOV, ICM, KIT and MDG5 MeshWork for Improving Maternal Health. This year’s campaign focused on the financial details of the SRHR policy as defined in the focus letter by State Secretary for Development Cooperation, Knapen. In this letter, Knapen indicates that he wants to focus on SRHR and reducing maternal mortality, but he did not elaborate on the budget. The Mother’s Night campaign started on 28 April 2011 with a photo exhibition at the Lower House. After more than two weeks of activities throughout the country, the campaign ended back in The Hague. On the square in front of the Lower House, Knapen emphasised that the continued high maternal mortality rate is unacceptable. He promised to spend half the existing healthcare budget for development cooperation of EUR 400 million on SRHR and combatting maternal mortality. On Budget Day, however, it turned out that extra cutbacks were necessary and that the budget for SRHR had been decreased by EUR 35 million. During the budget debates the State Secretary reversed the cutbacks of EUR 35 million and indicated that he would allocate an extra EUR 8 million for SRHR.

World Walks for Water On World Water Day (March 22), Simavi organised World Walks for Water in The Hague. Together with more than 55 other countries, Simavi – as a member of the worldwide End Water Poverty organisation– tries to call attention in the Netherlands to the global health crisis. The finish of the six kilometre walk, the average distance that women in developing countries walk on a daily basis to get water, was on the square in front of the Lower House in The Hague. This is where several members of the Lower House accepted a petition and promised to commit themselves to water and sanitation for poor people.

Catching up on water and sanitation On 13 April, Simavi and the water NGO platform of the Netherlands Water Partnership organised a particularly special event in the Lower House. For more than an hour, Simavi informed several members of the Lower House about the importance of water and sanitation, involving the private sector, the right to water and sanitation as a human right and the progress of the national water plan.

World Water Week The annual Stockholm World Water Week took place in August, bringing together water and sanitation experts from all over the world. The End Water Poverty network organised a side event on the importance of Sanitation and Water for All, and on how civil society organisations can become involved. At this side event, civil society organisations, policymakers and donors debated on how poor people can be reached and what efforts are necessary to achieve this. Simavi organised a workshop for this side event and participated in the panel.

World Toilet Day On World Toilet Day (19 November 2011), just prior to the debate on the national budget, Simavi launched its report called ‘Handen uit de Mouwen’ (Roll up your Sleeves). In this report, Simavi asks the Dutch government to attend the important political forum on water and sanitation in 2012 (the 48

Sanitation and Water for All High Level Meeting). The Netherlands wants to be world leader in the field of water. This ambition can be substantiated by making adequate resources available for water and sanitation. To reinforce the message, Simavi placed a gigantic toilet on the Dam in Amsterdam, accompanied by a team of singing lavatory attendants. On this day, End Water Poverty members organised activities all over the world to encourage their government leaders to attend the political forum on water and sanitation in 2012. At the debate on the national budget in November, the majority of the Lower House emphasised the investment in water and sanitation by restoring the balance between the expenditure on integral water management and water and sanitation for 2012.

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6 Communication and fundraising in the Netherlands

Simavi focuses on people’s health in the poorest areas of developing countries in Asia and Africa. Simavi lays the foundations for this in the Netherlands by organising activities and events to involve the Dutch public in its work. Simavi shares its experiences in Asia and Africa with its supporters so that people feel involved in the healthcare issues in developing countries. Simavi is also committed to raising sufficient funds. After all, the more help and funds Simavi gets the more people Simavi can help.

6.1 Context analysis

Confidence in development cooperation is waning

NCDO carries out the Barometer International Cooperation every year. This Barometer gives an indication of how committed the Dutch are to development cooperation. The 2011 results show that the majority of the Dutch (64 per cent) is favourable to development cooperation. The percentage of Dutch people that feels this is very important was 20 per cent, which is 5 per cent higher than last year. As in the past years, 75 per cent of the Dutch contributed to development cooperation in some way in 2011, whether it be by donating goods or money to participating in charity lotteries.

Nevertheless, the confidence of the Dutch in development cooperation is under pressure. Several studies, such as the opinion poll by the Internationale Samenwerking magazine, show that a large majority of the Dutch have no problem with the government’s cutbacks on development cooperation. This is also related to the economic crisis. People tend to prefer to address financial matters at home and in their own country first. Furthermore, many Dutch people have some criticism regarding the results and effectiveness of development cooperation.

Commitment supporters

Simavi would not be able to operate without the backing of its supporters. An increasing number of fundraising institutions are active in the Netherlands. Because of the withdrawing government support, competition amongst these organisations has increased. The Charinarometer 2011, a study carried out by Mediad, shows that the familiarity with Simavi has decreased over the past few years. This applies to the entire branch. The appreciation for Simavi, however, did increase compared to previous years. In other words, it is now more important than ever for Simavi to continue expanding its brand awareness in a broad sense.

Simavi’s activities

Simavi is dedicated to building on its image and thereby also the sector’s image. Firstly, by achieving good results and delivering high-quality work. Secondly, by being transparent about who Simavi is, what it does and how it does this. And, of course, by making the impact of Simavi’s work clear. Results are often difficult to quantify, but Simavi can prove that the money entrusted to Simavi is well spent. In

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the period 2009 – 2011, Simavi effectively succeeded in reaching millions of people with our programmes in the most marginalised areas. Simavi wants to strengthen its relationship with its supporters and make its relevance even clearer. In the coming year, Simavi will put even more emphasis on the fact that it is the organisation that works with mothers to achieve better health. We will bring Simavi’s mothers closer to our supporters and explore the possibilities of more discussions with our supporters and potential supporters.

Simavi has chosen to shift the emphasis of its communication: from using mass media to using more specific, targeted communication channels. The focus will be on interaction, for which we will increase the use of the internet and social media. Online media (the internet and social media) are becoming increasingly important in keeping in touch with our contacts which is why Simavi has renewed its website. Simavi is pleased with the more than 35,000 unique visitors to its website in 2011. Furthermore, Simavi is also active on Facebook, Hyves, Twitter, YouTube and Flickr. In 2012, Simavi will concentrate even more on online interaction with its target groups to increase its brand recognition, to increase the commitment of the target group and to reach more people at events.

Simavi considers it important to keep the people and organisations that support it informed of its projects and results. This is achieved by way of a newsletter. After thorough analysis, it was decided to send business contacts the newsletter by e-mail, so as to deliver better and more sustainable service, at a lower cost.

The NCDO study shows that most Dutch people prefer development projects focused on education, safe drinking water and health. Because safe drinking water and health are core themes for Simavi, our communications will continue to emphasise what we do in marginalised areas to provide more people with safe drinking water and to improve their health.

Simavi is aware that it must continue investing in brand recognition and information on its work. The competition amongst charitable organisations is fierce and Dutch people are critical of which organisations can count on their support. This is why we strive to increase the commitment of our supporters by entering into dialogue and bringing our work closer to the supporters. We will do so by connecting mothers in our own country with mothers in the countries we work in.

6.2 Involving the Netherlands in development cooperation

More than 45,000 people support Simavi’s work every year, and we are proud of this. Their contribution is of particular value for the information campaigns and fundraising in the Netherlands. At the same time, their commitment contributes to an increase in the support base for development cooperation and to improving the health of people in marginalised areas. Simavi also receives voluntary aid from companies and institutions. They make their expertise available to us thereby enabling us to operate more effectively.

Simavi focuses on the following groups: Donors, collectors (mainly women / mothers aged 35 to 65); The general public (mainly women / mothers aged 35 to 65); Tropical doctors, paediatricians, general practitioners, midwives, gynaecologists and nurses; 51

Primary school pupils; Service organisations, equity funds, SMEs, municipalities, water boards and water companies; press, policymakers and politicians.

6.2.1 Campaigns

Simavi runs several communication campaigns every year to draw the attention of the general public to the importance of health in developing countries and the role of mothers in this. These campaigns contribute to the political and social support base for these themes and also to the familiarity with Simavi and appreciation for its work. We ran three large campaigns in 2011.

Safe drinking water

In March 2011, the main theme was ‘Safe drinking water’. This tied in with the Walk for Water event for school children and the World Walks for Water. Antje Monteiro visited a Simavi project in Kenya and kept a web blog of her visit. All these activities generated a lot of media attention.

Walking six kilometres with six litres of water on your back. Quite a feat for more than 10,000 7th and 8th grade schoolchildren who participated in the Walk for Water on 23 March 2011. The six kilometres and six litres stand for the average amount children in developing countries have to carry for the daily water supply for their family. A guest speaker also visited the schools to talk about the necessity of safe drinking water and good hygiene in developing countries.

Walk for Water – an initiative by Aqua for All – was organised in conjunction with the international World Walks for Water day, which took place for the 18th time in 2011. A total of 152 schools and 10,500 pupils participated for Simavi, a significant increase compared to 2010, when 94 schools and 6,300 pupils participated. The pupils had themselves sponsored and collected the huge amount of EUR 220,000. The initiative was also supported by water companies Dunea, PWN and WMD and by the Zuiderzee museum, Museon, COS Zuid-Holland and Natuur en Milieucentrum Weizigt. This event enabled Simavi to reach 2.9 million people by way of free publicity.

Maternal mortality

In September, we focused on combatting maternal mortality. This theme tied in with the Relay for World Mothers. Wieke Biesheuvel, columnist for Libelle (a Dutch woman’s magazine), went to a programme in Nepal with Simavi. She reported on her experiences in her column. Libelle also organised a puzzle marathon, the proceeds of which (more than EUR 40,000) went to Simavi. Antje Monteiro recorded a radio commercial that was broadcast in September.

The Relay for World Mothers not only increases the political support base for reducing maternal mortality but Simavi also brings this theme to the attention of a large number of people and we ask them to actively participate.

There is a lot of support for the Relay for World Mothers from the 15 participating Millennium Municipalities. They are the hosts and think of fun activities to involve their inhabitants in reducing maternal mortality. The woman’s magazine Esta, a Simavi partner, brought the Relay to its readers’

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attention. The chief-editor posted an appeal to participate in the Relay and a special insert was added to the magazine.

What have we achieved?

More than 150 Esta readers drove to 15 municipalities in the Netherlands in eight Volkswagen vans from 23 to 27 September to support the Relay. The 15 municipalities hosted the Relay and contributed a total of EUR 14,500 to a project by Simavi focused on safe pregnancies in Bangladesh. More than 2,500 mothers and pregnant women submitted a photo against maternal mortality. We reached 11 million people through the media; by campaigns on the Relay and urgency of the maternal mortality problem.

The Relay finished on 28 September at the square in front of the Lower House in The Hague. Rolien Sasse, CEO Simavi, made an appeal to the members of the Lower House present to discuss the cutbacks in the upcoming debates on the budgets. She then presented a Gouden Ooievaar (Golden Stork) to Ewout Irrgang and Kathleen Ferrier who are members of the Lower House and chairpersons of a multi-party initiative committed to SRHR and reducing maternal mortality. During the budget debates in November 2011, the State Secretary reversed the cutbacks of EUR 35 million and indicated that he would allocate an additional EUR 8 million for the theme.

Adopt a world mother

We started with Adopt a World Mother (Adopteer een Werelmoeder) in 2011. This is Simavi’s first online fundraising activity. Regular e-mails allow donors to follow a number of pregnant women in Bangladesh. This enables them to see what it is like to be pregnant in a developing country. Together with the magazine Esta, Simavi drew attention to this programme. Mylou Frencken, Esta columnist, visited a Simavi project in Bangladesh. By the end of 2011, almost 300 mothers had received support. The response is very positive. Adopt a World Mother will therefore be further developed in 2012.

In November 2011, Simavi and photographer Huib van Wersch organised a photo exhibition on World Mothers. The photographer’s 18 enlarged photographs gave the visitors a crystal clear image of the Simavi project for safe pregnancies in Bangladesh. Each picture tells a unique story.

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TABLES RESULTS INVOLVING THE NETHERLANDS IN DEVELOPMENT COOPERATION

Public campaigns Result Goal 2011 Result 2010 2011

Mass media Brand recognition 27% 28,5% 23% campaign

Appreciation 50% 51% 51%

Media reach 11,920,236 20,000,000 24,534,545

Free publicity 18,012,452 10,000,000 20,500,000

Walk for Water Schools 94 100 152

Pupils 6,300 6,500 10,500

Free publicity 1,900,000 2,000,000 2,9000,000

Relay for Municipalities 14 14 15 World Mothers

Media reach 12,500,000 11,000,000 1,000,000

Signatures / 6,000 2,000 2,500 Photo uploads

Note: Simavi also participates in campaigns with other development aid organisations. Because the results of these campaigns are a joint effort, they are not mentioned in this table.

Means of Result Goal 2011 Result communication 2010 2011

Annual Report (score 7.8 7.6 7.5 Transparent Price) (AR 2009), (AR 2010) (AR 2010), th th 11 16 position position

Newsletter (print run) Business 1,700 - 2,200

Donors 14,000 - 15,000

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Collector 16,000 - 13,500

Website (unique visitors) 24,390 30,000 35,876

6.3 Fundraising

In 2011, Simavi received approximately EUR 2.5 million from a large group of donors. In order to safeguard our independence, it is important that our income comes from different sources.

Recruiting donors and volunteers has become increasingly difficult and expensive over the past years. This is the result of the Do Not Call Registry which currently contains more than 6.5 million consumers. We cannot contact these people by phone, not even for voluntary work. This is a worrisome development. Volunteers hold society together. Simavi therefore advocates that an exceptional provision for voluntary work be included in the law, and has insisted on this at trade association VFI.

Income from collections and our donors has come under pressure. This is why Simavi will develop a new strategy for the private market in 2012. We believe in the power of networks, online as well as offline, so we will attempt to increase our networks and make them more powerful. Eventually, this should lead to new income sources.

Furthermore, Simavi will try to develop new, attractive concepts for recruiting new donors, of which the online Adopt a World Mother programme is an example.

TABLE OBJECTIVES AND RESULTS FUNDRAISING (AMOUNTS IN EUROS, UNLESS STATED OTHERWISE, AS OF 31 DECEMBER) Result 2009 Result 2010 Goal 2011 Result 2011 Own fundraising efforts National collection 549,000 601,000 630,000 632,000 week

Legacies and bequests 558,000 859,000 500,000 470,000

Donations and 1,088,000 624,000 587,000 533,000 contributions Contributions to 648,000 525,000 983,000 852,000 projects by companies, equity funds, service organisations, public institutions, e.g. schools

Total income from own 2,843,000 2,609,000 2,700,000 2,487,000 fundraising efforts

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Share in third party activities Dutch National 1,000,000 900,000 900,000 2,085,000 Postcode Lottery Co-financing 510,000 625,000 100,000 6,000 projects Total share third 1,510,000 1,525,000 1,000,000 2,091,000 party activities

Subsidies Government subsidies 2,607,000 4,583,000 5,797,000 10,969,000 Other income Investment results and 483,000 283,000 271,000 296,000 other TOTAL 7,443,000 9,000,000 9,768,000 15,843,000

6.3.1 National collection week Simavi’s national collection week takes place every year in March. In 2011, it took place from 13 to 19 March. The collection is not only important to Simavi because of the funds, but also for visibility, for the support base and to mobilise people who wish to commit themselves to Simavi. In 2011, the Dutch people donated as much as EUR 631,800 to our 16,600 collectors, an average of EUR 38 per collecting- box. This enabled Simavi to achieve its collection goals (EUR 630,000 with 15,000 collectors), and the result was higher than in 2010 (EUR 601,000 with 14,680 collectors). After the collection, extensive help at the office from indispensable volunteers enabled us to round up the week from an administrative perspective. Although there was a growth in the collection results for 2011, Simavi must continue to invest in its brand recognition and in new ways to collect funds. This year, we carried out a pilot to determine whether street collection would be a good supplement to our income sources. However, we are not satisfied with the test results. It also appears to be difficult to find collectors to do this.

Simavi helps its coordinators and collectors as best it can. In 2011, we first started using street plans, indicating the number of houses for every postal code area. This facilitates coordinators in making routes and determining how many collectors they need for a certain area.

Collection working groups operate in Alphen aan den Rijn, Amstelland, Haaksbergen (Wikos) and Oegstgeest. They pay extra attention to the collection in their district through their own initiatives. Simavi doubled the proceeds of the collection working groups. These proceeds will go to the CABDA project in Kenya, which focuses on safe drinking water, clean toilets and good hygiene. The Samen Verder Foundation in Eindhoven donated part of its collection proceeds to Simavi, thereby significantly increasing the proceeds in this municipality.

Number of Result Goal Result volunteers 2010 2011 2011

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Collectors (incl. 14,680 15,000 16,600 district chiefs and coordinators) Volunteers at the 22 11 11 office

Collection proceeds: top ten municipalities (in euros) 1 Westland 23,751 2 Eindhoven 12,500 3 Súdwest Fryslân 11,431 4 Wageningen 10,899 5 Almelo 10,680 6 Barneveld 10,142 7 Rijssen-Holten 9,670 8 Oegstgeest 9,289 9 Dalfsen 9,245 10 Alphen aan den Rijn 9,231

6.3.2 Donations, contributions and gifts In 2011, Simavi received approximately EUR 2.5 million from donations, contributions and gifts. We signalled a decrease in the amount received from donors in 2011. People not only donated less often, but, on average, a smaller amount. Moreover, permanent donations were often changed to incidental contributions. This not only applies to Simavi, but also to other charitable organisations. Presumably the financial crisis and competition amongst the many charitable organisations play a major role in this. Simavi will study to what extent these factors, and other factors, have an effect and how we can react effectively to them.

2009 2010 Goal 2011 Result 2011 13 Number of donors 23,191 26,066 22,000 21,874 (direct debit and giro) (4,952 and (4,687 and (4,495 and 17,379) 18,239) 21,379)

13 By donors we mean people who donate money by direct debit or giro transfer. It also includes the contributions we receive from Dunea, lawyers, churches, the Netherlands Foundation for International Child Health (NFICH) and petition contacts. In the past, Simavi also counted the giro cards received for Walk for Water, but this is no longer the case since mid- 2011. This accounts for the fact that the number of donors in the third and fourth quarter of 2011 has decreased compared to previous quarters.

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The average age of Simavi’s donors has been 60 years for several years now. Simavi strives to attract a younger target group (average age of 55 years). To this end, we systematically recruit people aged between 45 and 65 years. From a geographical point of view, the donors are spread throughout the Netherlands, with the exception of the province of Limburg. The highest numbers of donors can be found in the provinces of Zuid-Holland, Gelderland and Utrecht, but strangely not in the metropolitan areas.

Simavi achieved good results for its active approach of existing donors. Furthermore, we adapted our database. Simavi’s income increased and its costs were lower. This new working procedure will be further implemented in 2012.

6.3.3 Legacies and bequests In 2011, we received EUR 446,000 from 15 legacies and bequests which is a decrease compared to 2010 in both the number and income of legacies and bequests. Simavi has developed a new strategy to inform more people of the possibilities of making donations to Simavi by way of legacies or bequests. This strategy will be implemented in the course of 2012. Simavi will be publishing a new brochure elaborating on the possibilities of donations to Simavi by way of legacies or bequests. We also want to provide lawyers with information. Furthermore, we participate in the VFI campaign on bequeathing money and we will advertise in a number of media focused on senior citizens and legacies.

2008 2009 2010 2011 Number of legacies 20 25 19 15 Income in Euros 382,000 558,000 859,000 446,000

6.3.4 Project sponsorships Simavi also received support from companies, public institutions and other business contacts. This support consisted of both general contributions and contributions to specific projects. The way in which Simavi received support differed and included financial support, sponsoring in kind, sharing of expertise or other forms of cooperation. We gladly help them find a form that best ties in with their ideas. The financial proceeds from this group are given below:

Contributions by Goal 2011 (in Euros) Result 2011 (in Percentage companies and Euros)14 organisations Companies 286,000 292,368 45 Public institutions 136,500 69,605 11 Service organisations 24,500 - 0 Private initiatives 63,000 89,436 14 Equity funds 150,000 194,720 30

Working groups 40,000 - 0 collection

Total 700,000 646,129 100 58

14 Earmarked amounts. Earmarked and unearmarked amounts are accounted for in the Annual Accounts.

In 2012, Simavi will focus more specifically on companies and equity funds, together representing 75 per cent of the proceeds from the business sector in 2011.

TABLE PROJECT-RELATED INCOME IN 2011 (AMOUNTS ARE IN EUROS)

Project Project Donations Partner number size received organisation Donated by

1308008 99,448 28,530 HFFG Sint Antonius Foundation 1310003 32,421 14,991 DODZI Bresillac Foundation De Elfde Vestiging Foundation and Vrienden 1311002 27,967 12,930 WEM van Buwka Foundation 1411014 10,000 5,000 Kids For Kids in Kenya Foundation Kenya

1409004 386,905 80,495 CABDA Abdoel Karien, Van Etten Family, Unicoz Onderwijsgroep, St. Ballegooyen, Johanna Donk- Grote Stichting, Municipality of Haarlem, Your Pure Wine, CBS De Pyramiden, Jong Foundation, ANWB, Rabobank Kennemerland Haarlem, Protestants Steunfonds Foundation, A. Vrodam Foundation, Fajans Relief Fund, Municipality of Amstelveen, Stichting voor Christelijke Ziekenverzorging in Nederland, Anna Muntz Foundation 1410006 13,982 3,000 ROTARY CLUB CBS Bethel school in Beverwijk MACHAKOS 1411001 10,260 5,260 MCB Furaha Foundation 1411004 1,093,050 1,093,050 PeePoople Dutch National Postcode Lottery

1509006 199,231 45,340 HVP Dunea customers, H. De Ruyter, Jambokoor, , De Meijendelloop

1606003 265,172 6,294 SHIPO Aqua for All 1607004 207,480 136 TDFT Donor 1708009 362,557 375 FORUD Inter Actus Groep BV 1709004 291,015 96,836 EMESCO Eureko Achmea Foundation 1810004 346,174 75,819 VWZ Well Water 3109002 172,651 29,780 CHC Pelgrimshoeve Foundation, Municipalities of Het Bildt, Heerenveen, Heerhugowaard, Meppel, Scheemda, Almelo, Arnhem, Mijdrecht, Oss, Oegstgeest, Wassenaar and Leerdam. ‘t Arm Kinderhuys and the Arme Weeshuys der Kercken, Stichting Dando Felix, Uit- en inwendige zending Foundation, Mundo Crast Meliori Foundation, Van Ballegooyen Fonds Foundation, Protestants Steunfonds Foundation, Johanna Donk-Grote Foundation, Amfora, Verenigd Beheer Foundation, Reclamecommissie 59W eekmarkt Oegstgeest

3110003 77,500 50,000 Aloshika Water Board Scheldestromen 3110007 31,616 20,000 CDS CWS Nederland 3111001 497,997 75,000 SLOPB Max Foundation, Stone Fashion

3309006 157,445 31,250 BISWA Christian Foundation Welkom, Corbello Foundation, J.C. Ruigrok Foundation, I. St. te A 3309007 165,000 49,500 SRADHA Sint Antonius Foundation 3310003 42,756 11,992 CINI CINI Holland 3409001 400,000 500 SHAW Sportpromotie Diever Foundation 3506001 345,718 50 NEWAH Donor 3508011 138,886 7,651 FSCN De Dopper and Little Green Dress Total 5,176,42 1,743,779

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6.3.5 Companies An increasing number of companies in the Netherlands appreciate the significance of corporate social responsibility (CSR). Research has shown that this trend continued in 2011, both for large organisations and small and medium-sized businesses. Society is becoming ever more critical and companies feel increasingly responsible for what is happening in the world. Socially responsible companies appear to withstand the crisis better and recover more quickly once the downturn is over. There has also been a substantial increase in interest for CSR in business-to-business market. An increasing number of companies in this market set expectations for others with regard to social responsibility. This development is in line with the government policy giving the Dutch private sector more opportunities to commit themselves to development cooperation.

In 2011, Simavi focused directly on the business market by involving existing and new contacts more explicitly in its activities. Together with these contacts, we determined the best way to put their corporate social responsibility policy into practice through Simavi’s work, for example, by ‘adopting’ a specific project or by sharing their expertise. Companies that support Simavi, get access to our fast- growing business network and expand it by drawing attention to our activities through their own networks. Our business partners enable Simavi to carry out its work more efficiently and effectively. A fruitful cooperation for all parties involved.

Well Water

Spring water producer Well Water has been cooperating with Simavi on projects for safe drinking water in developing countries since 2003. Well Water donates 25 per cent of its gross annual turnover to the charity. Every year, Well Water provides Simavi with an Auditor’s Report that clearly sets out the turnover and is used as a basis for the final settlement with Simavi. Thanks to these contributions, thousands of people in Africa and Asia have gained access to safe drinking water and clean sanitary facilities.

In 2011, Well Water made a very important contribution to the Village Water project in Zambia. More than 70 per cent of Zambians live below the poverty threshold. In inhabitants of Kaoma and Mongu districts have limited basic facilities. Many women have to walk for three hours a day with twenty-litre jerry cans to fetch drinking water for their family. Only 13 per cent of the inhabitants have a toilet at its disposal. In cooperation with Well Water, Simavi helps by having water wells and toilets placed at schools and villages. This saves women a lot of time and child mortality as a result of contaminated water declines. By 2014, the entire district, consisting of 135 villages and 41 schools, will have better 60

access to safe drinking water. More than 20,000 people will then have access to safe drinking water and clean toilets.

Dunea

Dunea has been one of Simavi’s business partners since 2000. In 2011, Dunea and its customers committed themselves to drinking water projects in Malawi. Dunea also draws the attention of primary schools to water issues. During the Walk for Water event, a number of staff members gave guest lectures at primary schools on the significance of safe drinking water in the world. Hundreds of pupils from The Hague walked in Dunea’s dune area for this event.

CWS

CWS is a specialist in the area of sanitary hygiene. CWS drew the attention of their staff and customers to the large group of people (2.6 million) who do not have their own toilet. CWS helped Simavi to construct hygienic facilities in Bangladesh.

6.3.6 Public institutions Since 2010, Simavi has increased its focus on decentralised governments for cooperation. In 2011, Simavi received EUR 69,605 from public institutions, which is less than budgeted (EUR 136,500) as a result of many of these organisations having to cut back.

The 25 water boards of the Netherlands are responsible for maintaining and cleaning the Dutch water system. Furthermore, they were assigned to make a contribution to one of the five deltas in the world. Many water boards want to support Simavi with knowledge, which is considered extremely worthwhile. Simavi can in turn provide these companies with its knowledge. Simavi once more entered into a three-year cooperation agreement with Zeeland Water Board Scheldestromen. They will contribute EUR 50,000 to the Uttaran project in Bangladesh, a project in which 176,000 people will gain access to safe drinking water and sanitary facilities. Much attention is also paid to getting local government institutions and local trade and industry involved.

In 2011, Simavi received a total of EUR 14,500 from the 15 participating Millennium Municipalities for the Relay for World Mothers. The participation of Millennium Municipalities, however, cannot be expressed in money terms alone. It also makes the inhabitants of the participating municipalities more aware of maternal mortality.

Four new Millennium Municipalities have recently joined the Relay for World Mothers to take place in 2012. Together with the Association of Netherlands Municipalities (VNG), Simavi will try to further expand the cooperation with municipalities in the Netherlands in 2012.

Simavi in public-private cooperation in Malawi

At the beginning of 2009, Simavi participated in a tender by VEI (Vitens-Evides International, the international division of drinking water companies Vitens and Evides) to provide support to the drinking water boards Lilongwe and Blantyre in Malawi. VEI was awarded this contract. The programme started at the end of 2009 and will be completed in 2013. The European Union and the European Investment Bank funded the EUR 3.85 million61 service contract.

Capacity strengthening of the two drinking water boards is the objective of the programme in which VEI and Simavi cooperate with WML (Water company of Limburg)) and consultancy DHV. All the partners in this public-private cooperation have their own area of special interest. Simavi focuses on adequate and affordable water supplies for the areas where people with a low income live. Simavi also supports the local water boards in setting up HIV/AIDS prevention activities. Approximately 110 additional water kiosks were built by the end of 2011, with each kiosk providing water to 120 households.

6.3.7 Service organisations and private initiatives Simavi preferably cooperates with parties that make an active contribution to society. If they have a project proposal that meets Simavi’s criteria, we can double their projects and give advice on implementation. In 2010, Simavi entered into a cooperation agreement with Partin, which is the trade association for small-scale private initiatives. They inform their members of Simavi’s matching system (Simavi doubles the proceeds)15 via their website and in their newsletters.

In 2011, we cooperated with several service organisations and private initiatives, including the Rotary district 1580 in Walk for Water. The private initiative proceeds amounted to almost EUR 90,000 in 2011 (2010: EUR 49,150). Simavi did not receive income from service organisations.

Private initiatives and Rotary Clubs distinguish themselves by their great commitment, to the charitable organisation as well as to their own area. It is therefore a target group that is very important to Simavi, because of its traditionally strong relation with society. At the same time, we have observed that not all projects are professional enough in terms of sustainability. For this reason Simavi has decided to follow a different path in 2012. It wants to set up a mechanism that stimulates the personal enthusiasm of the parties concerned and also improves the professionalism in implementing the projects.

6.3.8 Equity funds Equity funds are important to Simavi. In 2011, 29 equity funds (31 in 2010) made a total contribution of EUR 194,720 Euro. This amount exceeded our budget (EUR 150,000). Simavi experienced that personal contact with equity funds is important as adequate information on Simavi’s projects leads to increased willingness to support Simavi. We will continue to build on these experiences in 2012.

In 2011, we cooperated with the Sint Antonius Foundation for the first time. They will support us with an amount of EUR 180,000 a year for the coming three years. In 2012, they will support projects in India, Bangladesh, Indonesia and Malawi. Their support is extremely valuable to Simavi.

Flexiplan Foundation is an equity fund that has supported Simavi since 2002. In November 2011, they visited the CABDA programme in Kenya independently which shows Flexiplan Foundation’s commitment to our work. We are very proud of this fact and we are therefore pleased that they wish to continue the cooperation in 2012.

6.3.9 Dutch National Postcode Lottery The Dutch National Postcode Lottery raises funds for charitable organisations committed to a greener and fairer world. They also publicise the work of the62 charitable organisations they support. Since

1989, the Postcode Lottery has proven to be a successful vehicle in achieving both missions. Fifty per cent of every lottery ticket sold goes to the charitable organisations and the Postcode Lottery reports frequently on the concrete results of their efforts using various means of communication.

15 Private initiatives such as foundations, associations or service organisations can make use of Simavi’s matching system. It applies to requests up to a maximum of EUR 25,000. Please visit our website at www.simavi.nl for more information.

Simavi received EUR 900,000 from the Postcode Lottery in 2011. Simavi received another EUR 1.6 million for its PeePoo sanitation project. This support is extremely valuable to Simavi.

The Postcode Lottery evaluates its cooperation with Simavi every five years. The next evaluation will take place in 2012. In the meantime, the requirements they make on feedback are realistic. This way of working – on the basis of trust, equal vision and confidence – gives Simavi the space to keep developing new initiatives and focus on the work itself.

Simavi considers it important that lotteries for charitable organisations, such as the Postcode Lottery, are given the space and opportunity required to develop and to secure their independence. After all, without the Postcode Lottery we would not be able to realise many of our initiatives.

Interview Marieke van Schaik – Dutch National Postcode Lottery

In 2011, the Dutch National Postcode Lottery distributed a total of EUR 284 million to 85 charitable organisations, including Simavi. We asked Marieke van Schaik, Managing Director of the Postcode Lottery, a few questions.

What are the criteria for selecting the Dutch National Postcode Lottery beneficiaries?

“The charitable organisations must comply with a number of selection criteria to qualify for structural, annual support from the Lottery. The organisations should complement our existing network of beneficiaries and have a broad social support base. In addition, we consider it important that organisations work nationally and employ passionate and professional people. And finally, we require a potential beneficiary to generate at least EUR 1 million income from other sources to prevent them becoming totally dependent on the Lottery,”

What are your thoughts on the cooperation with Simavi?

“We have supported Simavi since 1998 by way of annual institutional contributions and have built up a good working relationship over the years. We have seen the organisation professionalise further over the years. The effectiveness of the projects in the field has also increased, especially as a result of strengthened partnerships on a local level and cooperation with other NGOs. The thematic focus on water, sanitation and basic healthcare for mothers and children at the lowest level makes Simavi recognisable and distinctive.”

Which project appeals to you most?

“A magnificent example is the PeePoo development project that we funded in 2010. PeePoo is a biodegradable bag that can be used as a toilet and converts human excrement into manure. When 63

Simavi submitted an extra project application to the Lottery for this product it had already been proven to significantly improve the hygiene, particularly in the slums. Simavi dreamt of developing the product further and implementing it on a large scale, starting in Kibera in Nairobi, Kenya’s largest slum area. The combination of hygiene, sustainability and the possibility for it to generate income make this project unique.”

What developments are taking place in the charitable organisations sector and how do you respond to these?

“We have noticed that our funds are becoming increasingly important. The number of requests has increased slightly, but we particularly see the dependence of charitable organisations that do not receive any funds. Because we really do have to make choices, we mainly want to work like a flywheel for projects that need an initial push. So in choosing projects an important factor is whether the project could eventually be taken up by the market. This was also an important consideration when choosing PeePoo.”

Do you have a message for Simavi?

“The path taken by Simavi towards an innovative approach and product development, as shown by the PeePoo project, and the closer cooperation with other organisations in the field are positive developments. By the latter I refer to, for example, the WASH alliance, for which Simavi is lead agency. This collaborative venture with other co-beneficiaries such as AMREF Flying Doctors and ICCO, is focused on sustainable improvement of access to and usage of water, sanitation and hygiene. The Lottery truly welcomes the joining of forces and cooperation in the field.”

6.3.10 Co-financing Simavi cooperates with several sister organisations. This sometimes also results in financial support to projects.

Simavi previously worked with Hivos (Humanist Institute for Development Cooperation), whereby Hivos contributed to Simavi’s projects. The cooperation between Hivos and Simavi is now classified within the MFS subsidy, so the subsidy from Hivos to Simavi no longer exists.

Simavi has worked with Aqua for All since 2002, amongst other in Walk for Water, organised by Aqua for All. Because Aqua for All has less funds available, the amount we received in 2011 (EUR 6,000) is significantly lower than in 2010 (EUR 223,000).

Simavi started a work training programme with PSO in 2009. PSO (Personnel Cooperation in Developing Countries) is a collaboration of NGOs that work on capacity building in developing countries. They are funded entirely by a subsidy from the Dutch government. In 2011, PSO contributed EUR 172,000 to the work training programme with Simavi (in 2010: EUR 163,000).

6.3.11 Government subsidies At the end of 2010, two subsidy applications submitted by Simavi and its alliance partners were awarded by the Ministry of Foreign Affairs; one in the area of water, sanitation and hygiene (WASH) and one in the area of sexual and reproductive health and rights (SRHR). Both applications were part of the MFS II programme (Co-financing system for Dutch Development Organisations).

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The Ministry allocated EUR 46 million to the WASH alliance for a period of five years. Simavi is lead agency of the WASH alliance and cooperates with Akvo, AMREF, ICCO, Rain Foundation and WASTE. As alliance, we cooperate with a large network of partners in the Netherlands and abroad, including other NGOs, companies, knowledge institutes and governments.

In the area of SRHR, Simavi works in cooperation with Rutgers WPF (lead agency), AMREF, Dance4life and Choice. This alliance was allocated a total of EUR 45 million.

Simavi is proud of these grants as they will enable Simavi, together with its alliance partners, to carry out a high-quality programme over the coming years. The complementarity of the cooperating partners clearly results in enhanced quality.

Concerns about the increased pressure on government subsidies do remain, also due to the economic situation. Each and every cutback leads directly to fewer available resources for the often very urgent projects of our partner organisations in Africa and Asia. Furthermore, Simavi is confronted with strict accountability requirements and many rules that Simavi and its partners have to comply with. Complying with the requirements entails high costs and is a heavy burden on our organisation.

The Dutch Embassy in Jakarta allocated a subsidy of EUR 8.6 million in 2010, for a period of more than four years, for the SHAW programme in Indonesia. In 2010, we received EUR 1,761,000 in income from this subsidy and EUR 925,000 in 2011.

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7 Our organisation

Simavi is based in Haarlem. Simavi’s 43 employees are all committed to the health of people in developing countries from within their own area of expertise.

For Simavi, 2011 was a year of build-up and change. At the end of 2010, Simavi was awarded three large subsidies by the Ministry of Foreign Affairs. This was fantastic news that resulted in expansion of the organisation. However, at the end of 2010/beginning of 2011, the government introduced severe cuts to the two MFS II subsidies compared to the submitted plans. This resulted in Simavi having to revise many plans within a short period of time at the beginning of 2011. Furthermore, the start of the various programmes and alliances in addition to the corresponding monitoring and accountability systems was a severe strain on our organisation. In order to carry out all these activities properly, Simavi had to recruit new employees and to restructure the internal organisation. Several changes in Simavi’s management team also took place. As of September 2011, the team of employees and the management team are back to full strength. We are prepared for all the new challenges in the years to come.

7.1 Goals internal organisation 2011

With regard to the internal organisation we focused on the following goals for 2011:

Goals internal organisation Result Setting up structures to implement MFS II The WASH alliance and SRHR alliance are up and programmes (WASH and SRHR alliance) and running. Simavi’s Advocacy Unit has been setting up an Advocacy Unit established as of 1 May 2011. This unit focuses on policy influencing in the Netherlands. Further details can be found in Chapter 5. Monitoring and evaluation of current programmes We monitored the progress of the programmes in and carrying out a baseline measurement of the accordance with the guidelines based on a MFS II programmes, including a baseline number of criteria. Where necessary, adjustments measurement of the capacity of our MFS II were carried out in consultation. Partners also partners (OCA tool, the Organisational Capacity monitor their interventions at output and Assessment Tool) outcome level and report the results to Simavi.

Two MFS II programmes were started in 2011. A monitoring and evaluation protocol was drawn up for these programmes and baseline measurements were carried out on the alliances, including baseline measurements amongst all MFS II-related partners on their capacity. This is not only the basis for the evaluation of our impact on their quality after five years, but it also indicates the need for capacity building and services/education as input for our support. Simavi and its partners monitor the partner’s progress from an organisational and substantive point of view. 66

Implementing a new database We purchased database software for information management at the end of 2010. Mid-2011, we set up a project plan for the implementation. At the beginning of 2012, the database will be operational for the WASH and SRHR programmes; the other programmes and projects will then follow. Strengthening the management of the operations The new head of the operations department department started in September 2011. Amongst other, he will focus on further professionalisation of our internal operations management, our organisation’s efficiency and the improvement of management information by way of a balanced score card. Extending existing quality marks (ISO and CBF) As every year, the ISO check also took place in 2011. The certification was once again extended. In addition to the regular subject matters, the study paid special attention to: translating the strategic vision/mission to concrete policy goals, the quality system and personnel management. These three focal points were studied and approved. The auditor did indicate that in future the internal audit of the quality system must be expanded and performed more thoroughly. Furthermore, our quality system is so detailed that restructuring may be advisable. This is in part associated with the numerous checks and instructions common in the charitable organisations sector. In addition, the new departments and processes (MFS II and the WASH secretariat, the SHAW programme in Indonesia and Advocacy Unit) have to be further included in the ISO quality system. Conducting an employee satisfaction survey and We conducted an employee satisfaction survey salary benchmarking last year. A large majority of the Simavi staff indicates they are satisfied, particularly with the working conditions, atmosphere and terms of employment. There is room for improvement in the work pressure and the information exchange between departments.

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Providing staff training so they are better able to Simavi and its environment are continuously perform their tasks in line with the requirements developing. This requires an enormous effort set by the organisation from staff and investing in their capacities. In 2011, there were 13 training events in which 31 staff members participated (72 per cent of the staff). In addition, various departments had team building activities, there were thematic discussions and department-specific training programmes were organised. Simavi has two employees who have been trained as company emergency response team members. They attend a refresher course every year.

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ORGANISATION CHART SIMAVI as of 31 December 2011

SUPERVISORY BOARD

Chief Executive 0.9 FTE Executive secretary CEO, MT and SB 0.9 FTE

Head of Campaigns MFS II Programme Manager Head of Programmes Dept. Head Operations Coordinator Advocacy Unit and Fundraising 1 FTE 1 FTE 0.9 FTE WASH 0.9 FTE 0.9 FTE

Deputy Head Fundraiser Coordination Asia Secretary. Advocacy Officer Programme Officer Secretaresse afd. Operations 1 FTE Private sector 1 FTE Coordination C&F Dept. WASH WASH Programmema 0.8 FTE ’s Africa and WASH 0,8 FTE 0.9 FTE 1 FTE 0,9 FTE 0.9 FTE Collecte Medewerker Bookkeeper PME Officer WASH Secretariële National Advocacy Officer 0.9 FTE Sr PME Officer Simavi 0.9 FTE Telephonist/ Assistent afd. 0.9 FTE SRHR 0.9 FTE support Programmem Collectors 0.9 FTE a's 0.7 FTE 0,9 FTE Administrative staff Relations 2 Sr. POs WASH 0.9 FTE manager 1.9 FTE 0.8 FTE

Administrative Corporate Fundraiser 2 Sr. POs Health staff HR 1 FTE 1.6 FTE 0.5 FTE

Press Officer /

Senior FO Editor 5 POs 0.9 FTE 4.5 FTE 0.9 FTE

SHAW Coordinator in Campaign Coordinator 2 FOs 0.9 FTE Indonesia 1.4 FTE 1 FTE

2 Programme Web Editor Office manager Assistants in Indonesia, 0.9 FTE 0.9 FTE 2 FTE

7.2 Organisation chart

Please see table on previous page.

7.3 Executive Board and Management Team

In accordance with the regulations, Simavi is managed by a one-person management board (the CEO). The CEO and the four Department Heads make up Simavi’s management team (MT).

In 2010, there were two vacancies in the MT, one as a result of long-term illness and one because of the departure of an MT member. These positions were temporarily filled and now new MT members have started. Furthermore, two new positions were created in the MT, namely, Head of Operations and Coordinator Advocacy Unit.

The MT had 46 meetings in 2011, so almost weekly. This is significantly more than in previous years and was related to the focus on internal strengthening of the organisation, changes in the MT and the strategic planning process in 2011. As of 2012, the MT will return to meetings once every two weeks. The MT discussed standard subjects in 2011, such as:

the annual plan, quarterly reports, the financial forecast and department budgets; preparation and execution of management review, meetings Supervisory Board, plenary meetings and discussions with the employee representation; the annual report and the Annual Accounts; the progress of the alliances, MFS II and large programmes; fundraising activities and communication campaigns; vacancies, absentees and employee matters, such as the adjustment of the travel allowance and inflation adjustment; internal audits, satisfaction survey, update of handbooks, ISO check, accounting audi.

Specific subjects in 2011 were:

job descriptions, revision of the organisation chart, benchmarking and revision of salary scales; preparation and execution of strategic planning days; organising the Advocacy Unit and various initiatives in the area of policy influencing vacancies and recruiting of new MT members; office layout and flex-working associated with the increase in number of employees; database and time registration system for the programmes department.

The table below gives an overview of the gross salary scales per month as of 31 December 2011 for executive and management level positions. These amounts are for full-time appointments.

Gross monthly salary management team in 2011 (full-time) in Euros

minimum maximum CEO 5,824 7,499 Member management 3,452 5,121 team

7.4 Staff

As of December 31

2011 2010 Number of employees 43 (a) 34 Number of FTEs 38 27.8 Part-timer workers (less than 36 77% 83% hours) Average number of hours 31.59 31.53 Permanent/ temporary contracts 21/22 16/18 Mceenntra/womencten 13/30 11/23 Men/women in management team 3/2 3/1 Average age 42 40 University education 24 19 University of professional education 11 9 Office volunteers 22 11 Trainees 3 - Absenteeism through illness 5.76% 5.87% Departed employees 8 5 New employees 15 (b) 16

(a) Simavi contracted two staff members (two FTEs) in Indonesia. These employees are governed by Indonesian law and are paid in the framework of the SHAW programme. The third staff member in Indonesia has been assigned from the Netherlands.

(b) Three positions were added in the year under review: a staff member Advocacy for SRHR, a Head Operations and a PME employee for the WASH secretariat. In addition, the positions of executive secretary and office manager have been split because of the growth of the organisation and its activities. All job vacancies in the management team were taken in

September 2011.

7.4.1 Terms of employment In order to do our job well, Simavi requires qualified people who are capable of dealing with complex tasks and large responsibilities. In turn, Simavi wants to give them adequate recognition and wants to be a good employer capable of recruiting the right people and retaining them. At the same time, Simavi wants to keep its organisational costs to a minimum. This is why we strive for an average salary level.

Simavi is not covered by a collective agreement and has its own terms of employment. The quinquennial salary benchmarking took place in 2011, conducted by the Human Capital Group. The study shows that the salaries show marginal deviations. The salaries have already been partially adjusted in 2011. Furthermore, we will work selectively with the indexation as per 1 January 2012 and 2013.

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In addition to the monthly salary, employees receive a holiday allowance of eight per cent and a number of fringe benefits, such as participation in a pension scheme. Simavi does not have a year-end bonus or a lease car scheme.

7.4.2 Education / training The educational needs are assessed annually based on the strategic plan, the annual plan and evaluation interviews. This results in is a training plan, which is part of the annual plan.

7.4.3 Accommodation and workplaces The number of workplaces was increased in 2011 to accommodate the additional employees. The capacity of the current building is limited. To make optimum use of the workplaces we stimulate flex-working.

7.4.4 Employee Representation Simavi’s Employee Representative Body consists of three employees. As of 31 December 2011, the members of the Employee Representative Body were: Angelique van Oversteeg (chairwoman), Ruben Korevaar (member) and Melanie Zwiers (member). Melanie joined at the beginning of 2011 and succeeded Mariska van der Weerd. The tasks of the Employee Representative Body have been set down in the Rules and Regulations of the Employee Representative Body. In 2011, the Employee Representative Body convened five times. The confidential counsellor of the Supervisory Board attends a meeting of the Employee Representative Body once a year. However, this did not occur this year as a result of full agendas and the change of confidential counsellor.

Subjects that the Employee Representative Body discussed were salary benchmarking, job descriptions, work pressure, replacement during sickness absence, assessment structure, time recordings, travel allowance, inflation adjustment, flex-working, involvement of the Employee Representative Body in future move, setting up Advocacy Unit, days off and parental leave.

7.4.5 Code of conduct and integrity policy Simavi has a code of conduct and integrity policy for staff of which new employees are informed on commencing employment. Simavi’s code of conduct is based on the code of conduct of the Dutch Fundraising Institutions Association, whereby Simavi endorses this code. In addition, sections from the international code of conduct for humanitarian assistance of the International Federation of Red Cross Societies have been included in our code of conduct. The code of conduct can be found on our website, www.simavi.nl.

7.5 Policy for Volunteers

Simavi has a policy for volunteers, which can be found on the website. People who commit themselves to Simavi for at least four workdays a month are offered a volunteer contract in which their rights and duties have been defined. We make verbal agreements with other volunteers.

7.6 Complaints procedure

Simavi has a complaints procedure that can be found in Dutch and English on the website. Formal complaints will be registered and dealt with within two weeks. For many years now there have been no complaints submitted according to the complaints procedure. This is why Simavi has started tracking informal complaints received by telephone or e-mail in 2010. Two informal complaints were received in 2011. One complaint related to a letter that was insufficiently stamped. Simavi

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reimbursed the costs. The other complaint related to a telemarketing agency that helps Simavi to recruit collectors. The complainant was not satisfied with the way in which he had been contacted. Simavi apologised and had discussed this with the telemarketing agency.

7.7 Sustainability

As of 1 January 2007, Simavi has been a climate-neutral organisation, which has been recorded in an agreement with the Climate Neutral Group. All CO2 emissions from running the offices, commuting and business travel are fully compensated. We have worked with fully recycled FSC paper since 2009, which we use as efficiently as possible, for example, by printing on both sides. We have containers in our office for used paper. We also collect the empty cartridges and batteries (if not rechargeable) at our office for recycling. At our insistence, the lessor of our building switched to green electricity as of 1 January 2010. Where possible, we buy fairtrade and biological products for lunch. Staff members pay 75 per cent of their own lunch.

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8 Outlook

The development aid sector is rapidly evolving, resulting in many opportunities, but there are also risks. Simavi formulated its vision and strategy for the period 2012 – 2015 in 2011.

8.1 Risk analysis

External factors affect our organisation and are accompanied by risks. There also are internal risks. The economic crisis and possible government cutbacks have prompted Simavi to pay particular attention to risk analyses and risk management in 2011. Please find below an overview of the risks envisaged for the coming years, the possible consequences and the strategies to cope with them.

Programmes

Simavi’s programmes are carried out by local partner organisations. For the implementation of a programme Simavi enters into a contract with them. Simavi finances, guides, supports, monitors and evaluates the implementation. Many programmes are also developed and carried out in alliances, in the Netherlands as well as in developing countries.

Risk Level Possible consequences Strategy

Cooperation in Medium Implementation Clear communication, alliances is difficult in delays agreements and certain countries coordinating from the because of a Higher costs for start difference in views guidance and and culture consultation Clear governance Conflicts and agreements dissatisfaction, Have local partners develop partners possibly alliances and common pulling out programmes themselves based on the alliance in the Northern countries Fraud by local partner Medium Loss of financial Good pre-selection, organisations resources that should monitoring and have been used for evaluation programmes, Maintaining open contact and resulting in objectives a broad network in the not being met countries involved Damage to Simavi’s Transparency on who Simavi supports and how image (and of alliance

partners) Stimulate cooperation Conflicts and between organisations and dissatisfaction peer reviews Clear fraud and sanction policy

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Vulnerability of staff Low Harmful to well-being No business trips to to violence, diseases and health of staff high-risk areas or accidents during Damage to Simavi’s Preparing staff well for business trips image trips Protocols and emergency numbers

Income

Risk Level Possible consequences Strategies

Disappointing income due High Unable to carry out Spreading sources to persistent economic parts of our of income recession programmes Extra investments Exceeding costs on in business market short term Develop new methods Decreasing investment to raise funds budget for extra (international market, fundraising on longer online fundraising, term etc.)

Telemarketing instrument High Not being able to reach Identify and implement cannot be used because new donors and collectors new recruitment of Do Not Call Registry Higher recruitment costs strategies in 2012 Extra attention to retain supporters

Government could Medium Unable to carry out Spreading sources announce additional cuts, parts of our of income which could also have programmes Consultation with consequences for the MFS Higher cost percentages Ministry and politicians II subsidy for management and PME Agitated operational partners and staff

Image and brand awareness

Simavi’s income is partially determined by the awareness and appreciation for Simavi. This is currently under pressure because of the political climate and the great number of charitable organisations. Competition in the area of fundraising is fierce.

Risk Level Possible consequences Strategies

Brand awareness could High Invisibility resulting in Increasing publicity (paid decline because of the decreasing income and free publicity) Clearly increasing number of projecting our identity

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charitable organisations based on a strong brand document Declining trust in Medium Decreasing income Tramernkdspoacreunmtent development aid Less political support communication on results organisations affects and possible failures Simavi Emphasise the impact of our work

The public, press and Low Less political priority Clearly emphasise the politicians do not have for Simavi’s goals importance of our themes Simavi’s themes high on in lobbying and campaigns Decreased their agenda subsidies and income Little free publicity

Internal organisation

Risk Level Possible consequences Strategies

High work pressure High Harmful to well-being and Bringing and maintaining amongst staff health of staff the staff in line with the Demotivated and drop increasing amount of out work and complexity Not providing required Good OSH guidance quality Prioritisation Not meeting objectives Clear division of tasks Opposed to innovation Making internal processes more efficient Teamwork and external cooperation Capacity building of staff Strengthening ICT

Professionalisation, Medium Inefficient and slow Keep procedures simple higher responsibility functioning of Pragmatic and step-by- requirements and organisation stem implementation of better quality checks new processes and could lead to more Decrease in flexibility and bureaucracy customer-oriented work systems Work pressure and Open discussions in the demotivation organisation about processes Costs increase Strengthening ICT

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Growth and increasing Medium Capacity of staff and Implement new strategy complexity of field of organisation under Capacity building of staff work can pressure

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put the capacity of Work pressure and Adjust organisation organisation and staff demotivation processes and systems under pressure Costs increase by Prioritise quality above growth necessity new Strengthen ICT investments or advice

8.2 Strategy 2012 – 2015

Simavi’s strategic plan covered the period 2009 to 2011. A new strategy was developed in 2011 for the period 2012 – 2015.

8.2.1 Financial basis

Simavi has a solid financial base for the coming four years. A large part of our activities in this period will be associated with programmes that have been defined and started in the framework of several subsidies. We will prepare for the future from this secure base, realising that we operate in a rapidly evolving environment that can have a major effect on Simavi’s relevance and financial base.

8.2.2 Our position in 2016

- We improved the health of one million mothers and their environment; - We are an influential player in the area of basic healthcare (WASH and SRHR); - We have sufficient sources of income to secure our continuity and independence; - We mobilised our supporters and expanded with people and organisations that share our values; - We are a powerful organisation that achieves sustainable changes through alliances.

8.2.3 Strategic objectives 2012-2015

- Developing of areas of expertise (in line with mothers as ‘change agents’ for health in the field of WASH and/or reproductive healthcare); - Achieving scale through partnerships and networks; - Securing local representation in at least three countries; - Intensifying corporate fundraising, focusing on institutional and corporate donors; - Building up sustainable relationships by way of online media, events and partnerships with our supporters in the Netherlands; - Setting up a Consultancy Unit.

TABLE MULTI-YEAR BUDGET (IN EUROS)

Income 2013 2014 2015 Own fundraising efforts 2,950,000 3,100,000 3,200,000 Activities third parties 2,650,000 2,900,000 3,500,000

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Subsidies 6,448,000 5,875,000 4,818,000 Other income 120,000 100,000 80,000 Total income 12,168,000 11,975,000 11,598,000

Expenditure Mobilisation 800,000 820,000 841,000 Programmes 9,487,000 9,303,000 8,943,000 Policy influencing 360,000 369,000 378,000 Fundraising income 730,000 741,000 752,000 Management and administration 791,000 742,000 684,000 Total expenditure 12,168,000 11,975,000 11,598,000

Balance - - -

% costs fundraising (CBF standard: < 25%) 24.75% 23.90% 23.50% % costs management and administration 6.5 6.2 5.9 (standard: 6.8%)

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9 Report Supervisory Board

The general performance of the Supervisory Board, as well as the way we supervise, manage and implement at Simavi, are laid down in the Declaration of Accountability (see Appendix 2). All members of the Supervisory Board and Simavi’s management have endorsed and approved the Declaration of Accountability. In 2011, Simavi worked in accordance with the agreements made on management and supervision.

In 2011, the Supervisory Board had five members (see Appendix 1), two members left and new member joined. Two vacancies will have to be filled in 2012.

The Supervisory Board convened five times in 2011. The Chief Executive attended all these meetings and, depending on the agenda, other members of the management team were also present. The main themes for the Supervisory Board in 2011 were:

adapting the internal organisation of Simavi to new challenges as a result of increased complexity and growth; developing the MFS II alliances; Simavi’s strategic planning (2012 - 2016); the structure and strategy of the Advocacy Unit.

9.1 Strengthening the organisation and MFS II alliances

A number of substantial subsidy applications were approved in 2010, including two applications for alliances. As a result, Simavi had to implement a number of changes, amongst other, in the area of staffing, financial monitoring and the reporting system. Working in alliances and converting institutional funding to earmarked programme funding offers new opportunities, but also bears risks. The increasing share of earmarked funds decreases Simavi’s flexibility. Working in alliances enables us to join forces, but it also results in more discussions on approach and priorities, and the possibility that delays by one of the partners can affect entire projects. The Supervisory Board discussed the best ways of managing this and making it clear for supervisors. Furthermore, Simavi’s management team was for the most part renewed. The Supervisory Board also discussed this subject matter.

9.2 Strategic planning

The implementation of the programmes approved in 2010 will form a major part of Simavi’s operations until the year 2015. At the same time, substantial changes are taking place in Simavi’s environment, particularly with regard to views on development cooperation and the role played by NGOs, companies, citizens and the government. This will certainly affect Simavi, short term as well as long term. It is therefore vital that Simavi already develops a clear strategy. The Supervisory Board had frequent discussions with the Chief Executive and the management team on Simavi’s position herein and what strategy the organisation could follow.

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9.3 Advocacy Unit

Simavi has been engaged in policy influencing in the Netherlands and abroad since 2011. A separate unit was established to carry this out, namely, the Advocacy unit. The unit’s strategy was discussed with the Supervisory Board. Furthermore, the Supervisory Board was also frequently informed of Simavi’s stance on various policy areas.

9.4 Fixed agenda points

Fixed agenda items for the Supervisory Board are the annual plan, the budget, the Annual Report, the quarterly reports, the progress of the organisation and alliances, campaigns and activities, the assessment of the CEO/manager, results of audits and evaluations, and vacancies and appointments in the Supervisory Board. In principle, the confidential counsellor of the Supervisory Board consults the Employee Representative Body once a year. This meeting did not take place in 2011 by force of circumstance.

Minutes including an action list were made at all meetings. Interim meetings with several members of the Supervisory Board were held regarding themes in their area of interest, such as the audit committee, communication and developments in the Dutch water policy.

9.5 Audit committee

The audit committee had three meetings in 2011. Interim meetings with individual members of this committee also took place regarding specific portfolios. Due to personnel changes in the audit committee as well as in Simavi’s management team there was one meeting more than usual. Subjects discussed were: the annual figures and quarterly figures, auditor’s report, ISO audit, directors’ and officers’ liability insurance, spreading equity, authority to sign, strengthening internal organisation and cost-of-living adjustment.

9.6 Evaluation

In April 2011, the Supervisory Board reviewed its own performance during a partially closed meeting, under the guidance of an independent external facilitator. The Executive Board and auditor were asked for input prior to the evaluation. Discussed were:

the balance between supervision and advice and the boundaries between supervision and managing; how expertise in the Supervisory Board can be better used ; providing information to Board members, with the hope of developing a ‘dashboard’ to obtain a better understanding of the risks.

The remuneration policy for supervisors remains unchanged. In accordance with the Code of Good Management, supervisors do not receive remuneration, but only an expense allowance. A total amount of EUR 549 was paid for travel allowances in 2011.

IN 2011, none of the members of the Supervisory Board visited Simavi’s programmes in developing countries. During the evaluation, it was acknowledged that this could be important with regard to a good understanding and involvement.

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Maria Martens, chairwoman Supervisory Board

What is your opinion on the role mothers play in developing countries?

“Mothers are the bearers of future generations and play a crucial part in local communities. The fact that almost 1,000 women die every day while giving birth because healthcare fails is inconceivable and unacceptable. This is why it is a good thing that Simavi campaigns for women. Not merely from a humanitarian perspective, but also because women play such a vital role in the development of a country. Countries where women are not involved have a significantly higher score on the poverty scale. Research has proven that they really make a difference for the development of a country.”

Looking back on the operations of Simavi in 2011, what are the things you proud of and where is there room for?

“Simavi experienced exciting times. The number of employees has doubled since 2009. The government wanted us to work in a different way and cooperate more with other organisations. These are enormous changes in a short time that make demands on an organisation. I am proud of how Simavi has succeeded in organising all of this and to see how the changes have provided a lot of new energy. A good example is the WASH alliance, of which we are lead agency. This alliance is really making progress. I am also proud of the FIETS model that has been developed by the alliance. This model focuses on sustainable development and is increasingly becoming the standard in developing countries. This is a real innovation. I am also very pleased with Simavi’s themes; women/ mothers and health. These themes are vital for sustainable development. They are conditions to structurally help a community progress.”

“A challenge for Simavi is to improve the expression of its expertise in external communication. I am sure there are opportunities there for Simavi. Simavi has impact and achieves wonderful results. Our supporters like hearing about this. We should not be too modest, we should promote ourselves more.”

What developments are important for Simavi and how should we respond to them?

“Charitable organisations are currently finding it difficult to find sufficient financial resources. We really can make a difference and continue to provide mothers and their families with lasting help. We can do so with the help of collectors, donors, private individuals, schoolchildren, institutions, companies and others. We are also most grateful to the Dutch National Postcode Lottery for their support over the years. This provides the organisation with the stability it needs. Unfortunately, government budgets are under pressure and the political support base for development cooperation appears to be decreasing rather than increasing. The establishment of an Advocacy Unit is a good thing for Simavi. By showing politicians what we need, do and achieve, we can appeal for their support and emphasise the importance of development aid work. As a country, we also have a responsibility to take care of people less fortunate. We can show how development aid work can contribute to a more balanced world. Western countries also benefit if the economies in Africa and Asia get a boost.”

“Now the government is retreating more and more, we have to look for new funding possibilities. Cooperations with trade and industry could be a possibility. Simavi has a lot of knowledge and skills 84

at its disposal. If we use this together with trade and industry for projects in developing countries, magnificent win-win situations could be the result.”

What will you focus on in 2012?

“I would love for Simavi to be able to use its expertise on an even wider scale. Particularly in the trade and industry sector there really are opportunities. As Supervisory Board, we will hold a mirror up to the organisation; what are its assets and how can they be used better? There is a lot of creativity, brain power and experience in the organisation. Everything is changing, from the economy and media to the situation in developing countries. These changes call for new, innovative ideas. ‘Adopt a World Mother’ is a good example of this, as is ‘Walk for Water’. These initiatives are innovative and attractive, and worth developing further. Furthermore, it will be a challenge to develop other new ideas further.”

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10 Financial Annual Report

Financial position

The Annual Accounts set out and explain the financial information. The sections below give the main financial developments, as well as Simavi’s financial policy.

Income

The MFSII subsidies, and in particular the subsidy regarding the WASH alliance of which Simavi is lead agency, had a substantial effect on the income (and expenditure) in 2011. The gross amounts Simavi received and paid to WASH alliance partners as lead agency are presented in the statement of income and expenditure in accordance with the relevant reporting regulations. This payment amounted to EUR 5,586,000 in 2011. In drafting the budget for 2011 this presentation method was not yet used. This presentation method has no effect on the results.

The income from own fundraising efforts gives a mixed picture. Extra effort and investments have been put into the collection which resulted in a higher income. The results from collection in 2011 amounted to EUR 632,000, thereby amply exceeding the minimum of EUR 500,000 set by the Collecteplan Foundation. Although the income from private donations and contributions was higher than in 2010, it was lower than budgeted. Furthermore, more effort had to be put into achieving the income. The number of donors as well as the average donations were less than budgeted. The amounts received from trade and industry were limited in 2011. To this end, Simavi intends to carry out targeted activities in 2012, which could be jeopardized short-term by the effects of the financial crisis. The income from legacies and bequests was EUR 470,000, which is a substantial decrease compared to 2010, although the actual income in 2010 was strongly affected by one large legacy.

The income from third party activities increased significantly, both when compared to 2010 and in comparison to the budget 2011. This increase can be accounted for by the contribution of the Dutch National Postcode Lottery for the Peepoo project (EUR 1,621,300, of which EUR 1,185,000 was accounted for as income in 2011). In addition to this contribution, Simavi also received a standard contribution from the Dutch National Postcode Lottery amounting to EUR 900,000 in 2011. Compared to 2010, but in accordance with the budget, the share from Aqua for All showed a significant decrease because this organisation had fewer funds available in 2011. The implementation of the MFS II subsidies resulted in the cessation of income from Hivos in 2011.

In April 2010, the Ministry of Foreign Affairs – through the Dutch Embassy in Jakarta – allocated a subsidy for the SHAW activities in Indonesia. This subsidy runs until the end of 2014 and amounts to EUR 8,600,000. An amount of EUR 925,000 was accounted for as income in 2011. Spending of the entire subsidy throughout the duration does not take place on a time proportional basis, but depends on the time of execution of the projects within the programme.

Subsidies were allocated for the SRHR and WASH activities in 2011. The subsidies run until the end of 2015. The annual allocation depends on the actual approval of the budget by the Ministry of Foreign Affairs (the so-called budget reservation).

Simavi is lead agency of the WASH alliance. In 2011, we received a total subsidy of EUR 9,285,000, of 86

which EUR 5,586,000 was paid to the WASH alliance partners. The share intended for Simavi is EUR 3,699,000. However, an amount of EUR 2,757,000 for eligible costs is deducted from this. Together with the payments of EUR 5,586,000 to alliance partners, this was accounted for as income in the 2011 statement of income and expenditure.

Simavi received EUR 1,810,000 subsidy for SRHR. A total of EUR 1,528,000 for eligible costs were deducted from this.

The difference between subsidies received and reimbursable expenses are accounted for in the balance sheet as deferred amounts or amounts receivable. Interest income on deferred subsidy amounts will eventually be spent on the subsidy’s original goal by means of setting up a designated fund.

PSO’s contribution in 2011 was slightly higher than in 2010, but there was a decrease compared to the budget 2011. The latter was caused by the fact that the partners in the South had developed fewer plans, so there were smaller amounts to charge. PSO will be abolished in 2013.

Expenditure on goals

The amount that Simavi spent on its goals increased from EUR 7,691,000 in 2010 to EUR 14,108,000 in 2011. This increase – as well as the deviation from the 2011 budget – is largely related to the presentation method set out for the integral continued payment of subsidies to the WASH alliance. The percentage of expenditure on goals compared to the total actual income was 89.0 per cent in 2011, compared to 85.4 per cent in 2010, and 85.8 per cent as budgeted. Corrected for the effect of the continued payments to the WASH alliance partners, the percentage was 83.1 per cent in 2011. The decrease in the percentage compared to both 2010 and the 2011 budget is mainly caused by lower expenditure on account of positive currency conversion differences (EUR 411,000). These differences did not have an actual effect on the contents and extent of the programmes carried out.

The total amount spent on programmes in 2011 was EUR 12,898,000. Excluding the continued payments to WASH alliance partners, it amounted to EUR 7,312,000, which was a slight increase compared to the 2011 budget (2010: EUR 6,975,000).

Other expenditure

Simavi reports on its costs, expressed as a percentage of its expenditure. There are 3 cost centres:

1. the costs of fundraising, expressed as a percentage of the own fundraising efforts (CBF standard); and 2. the total costs of the Simavi organisation, and the direct costs of fundraising, expressed as a percentage of the total expenditure; 3. t h e management and administration costs.

For the first 2 percentages, we strive to remain below 25 per cent. A percentage of 6.8 is the norm for the management and administration costs.

The cost percentage fundraising in 2011 amounted to 24.3 per cent (2010: 24.8 per cent). The percentage costs of the Simavi organisation, plus the direct costs of fundraising, amounted to 14.7 87

per cent in 2011. Excluding the effect of continued payments to WASH alliance partners, the percentage was 23.0 per cent (2010: 25.1 per cent).

The costs for management and administration, expressed as a percentage of the total expenditure, amounted to 4.5 per cent. Excluding the effect of the continued payments to WASH alliance partners, the percentage was 7.0 per cent (2010: 5.7 per cent). Exceeding the standard can be fully attributed to the development of the Strategic Vision 2012 – 2016.

Results

The financial year 2011 resulted in a positive balance of EUR 365,000. This credit balance can mainly be attributed to positive currency rate differences amounting to EUR 411,000 on contracts in foreign currencies. The contracts with these currency rate differences are a result of spending own funds and do not therefore lead to adjustment of chargeable expenditure for determining the subsidy amounts. In order to limit the risk of currency rate differences for Simavi, we decided that as of 1 April 2012, contracts will only be entered into in Euros.

After processing of the on balance addition to the designated fund (EUR 1,000) and the on balance withdrawal of the designated reserve (EUR 9,000), EUR 373,000 will be credited to the continuity reserve.

Financial position

At Simavi, the starting point used is to spend funds received on our goals as much as possible. However, for the continuity of the projects and programmes we carry out and support it is necessary to have certain reserves. This is explained further in the section on reserves and funds.

Investments and liquidity

The investment policy is directed at maintaining the capital sum; this explicitly means that we do not invest in shares. The invested amounts should be no larger than the size of the continuity reserve.

The last securities were sold in 2011. These securities were member certificates of the Rabobank. Because of the expected low returns, Simavi decided to no longer invest the continuity reserve in bonds. In 2011, all funds were placed on savings accounts and deposits, ensuring a good spread between banks. Simavi’s investment policy focuses on avoiding risks.

Reserves and funds

After allocation of results, the continuity reserve amounts to EUR 2,691,000. Notes on the capital policy can be found in the note on Annual Accounts.

The remaining reserves consist of funds tied up capital resources and another part has been tied up in the designated fund.

The designated fund relates to funds received, mainly from legacies that must be allocated to a certain cause and can, for various reasons, only be spent in later years. Furthermore, the interest received on the advances of the WASH, SRHR and SHAW subsidies was added because these funds 88

must be spent on the programmes. At the end of 2011, the designated fund amounted to EUR 351,000. This will in the coming years be spent on the cause for which it was intended. Further details can be found in the notes on the Annual Accounts.

Budget 2012 and the financial crisis

The budget is always drawn up in September of the previous year. In the course of the year, the budget is evaluated, which can result in an adjusted forecast where necessary.

Budget 2012

Income Budget Actual Difference budget 2012-/- 2012 2011 actual 2011 € € Income from own fundraising efforts Collections 600,000 632,000 -32,000 Donations and contributions 1,725,000 1,308,000 417,000 Sponsoring 50,000 77,000 -27,000 Legacies and bequests 400,000 470,000 -70,000 Subtotal own fundraising efforts 2,775,000 2,487,000 288,000

Income third party activities Co-financing projects Hives 0 0 0 Co-financing projects Aqua for All 235,000 6,000 229,000 Co-financing projects other 0 0 0 International funds 500,000 0 500,000 Dutch National Postcode Lottery 1,645,000 2,085,000 -440,000 Subtotal share third party activities 2,380,000 2,091,000 289,000

Government subsidies Min. of Foreign Affairs on behalf of Simavi 6,616,000 5,210,000 1,406,000 Min. of Foreign Affairs on behalf of WASH Alliance partners 6,524,000 5,586,000 938,000 Co-financing projects PSO 43,000 173,000 -130,000 Subtotal governmental subsidy 13,183,000 10,969,000 2,214,000

Income from investments 180,000 244,000 -64,000 0 Other income 0 52,000 -52,000 0 TOTAL INCOME 18,518,000 15,843,000 2,675,000

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Expenditure Budget Actual Difference budget 2012-/- 2012 2011 actual 2011 € € Expenses Mobilisation Expenses mobilisation 1,116,000 897,000 219,000

Programmes Expenses projects Simavi 9,001,000 7,312,000 1,689,000 Paid to WASH Alliance partners 6,524,000 5,586,000 938,000

Policy influencing Expenses policy influencing 362,000 313,000 49,000

Total expenses objectives 17,003,000 14,108,000 2,895,000

Fundraising income Costs own fundraising efforts 685,000 604,000 81,000

Costs third party activities 58,000 30,000 28,000

Costs securing government subsidies 0 0 0

Costs investments 1,000 1,000 0

Costs other income 1,000 41,000 -40,000 Total costs fundraising income 745,000 676,000 69,000

Total cost management & administration 770,000 694,000 76,000

TOTAL EXPENDITURE 18,518,000 15,478,000 3,040,000 0 RESULT 0 365,000 -365,000

Simavi expects the financial crisis to continue to play a role in 2012 in the area of fundraising amongst private individuals. Other factors that may also play a role are, for example, the Do Not Call Registry, increasing competition on the fundraising market and the new government policy. The business market does not seem to be picking up yet either. For years now, Simavi has been trying to make itself less predisposed to such developments through the diversification of the income sources and by developing new market approaches.

This diversification and the new market approaches, which were started in 2011, are expected to generate an increase in donations and contributions in 2012. We will also carry out extra marketing activities for the international funds in 2012.

In addition, the MSF II subsidies also showed an increase, in accordance with the agreements.

The increase of income is reflected in an increase of expenditure on Simavi’s goals.

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ANNUAL ACCOUNTS Consolidated balance sheet as of December 31 2011

ASSETS LIABILITIES DECEMBER 31 DECEMBER 31 DECEMBER 31 DECEMBER 31 2011 2010 2011 2010 € € € € Tangible fixed assets Reserves and Funds

Reserves

Inventories 47,000 56,000 Continuity reserve 2,691,000 2,318,000 Reserve financing assets 47,000 56,000 47,000 56,000

Receivables and accrued income Funds

Legacies with usufruct p.m. p.m. Designated fund 351,000 350,000 Legacies receivable 932,000 856,000 Accrued interest 194,000 143,000 Total reserves and funds 3,089,000 2,724,000 Subsidies receivable/pre-paid expenses 23,000 926,000 Other receivables 130,000 84,000 Long-term liabilities Total receivables and accrued income 1,279,000 2,009,000 Allocated subsidies 1,894,000 2,797,000 Securities Bonds 0 536,000 Short-term liabilities

Allocated subsidies 4,383,000 4,641,000 Liquid assets Tax and social security costs 24,000 55,000 Other accrued amounts 2,875,000 477,000 Cash at bank and in hand and deposit accounts 10,939,000 8,093,000 7,282,000 5,173,000

Total assets 12,265,000 10,694,000 Total liabilities 12,265,000 10,694,000

Consolidated statement of income and expenditure 2011

Income Budget Actual Budget Actual 2012 2011 2011 2010 € € € € Income from own fundraising efforts Collections 600,000 632,000 630,000 601,000 Donations and contributions 1,725,000 1,308,000 1,520,000 1,101,000 Sponsoring 50,000 77,000 50,000 48,000 Legacies and bequests 400,000 470,000 500,000 859,000 Subtotal own fundraising efforts 2,775,000 2,487,000 2,700,000 2,609,000

Income third party activities Co-financing projects Hivos 0 0 0 400,000 Co-financing projects Aqua for All 235,000 6,000 0 223,000 Co-financing projects other 0 0 0 2,000 International funds 500,000 0 100,000 0 Dutch National Postcode Lottery 1,645,000 2,085,000 900,000 900,000 Subtotal share third party activities 2,380,000 2,091,000 1,000,000 1,525,000

Government subsidies Min. of Foreign Affairs on behalf of Simavi 6,616,000 5,210,000 5,571,000 4,413,000 Min. of Foreign Affairs on behalf of WASH Alliance partners* 6,524,000 5,586,000 0 0 Co-financing projects PSO 43,000 173,000 226,000 163,000 State 0 0 0 7,000 Subtotal government subsidies 13,183,000 10,969,000 5,797,000 4,583,000

Income from investments 180,000 244,000 251,000 269,000

Other income 0 52,000 20,000 17,000

TOTAL INCOME 18,518,000 15,843,000 9,768,000 9,003,000

Expenditure

Expenditure on goals Mobilisation Expenditure mobilisation 1,116,000 897,000 802,000 601,000

Programmes Expenditure projects Simavi 9,001,000 7,312,000 7,275,000 6,975,000 Paid to WASH Alliance partners * 6,524,000 5,586,000 0 0

Policy influencing Expenditure policy influencing 362,000 313,000 300,000 115,000

Total expenditure goals 17,003,000 14,108,000 8.377.000 7,691,000

Fundraising income Cost own fundraising efforts 685,000 604,000 651.000 648,000

Costs third party activities 58,000 30,000 121.000 38,000

Costs securing government funds 0 0 0 62,000

Costs investments 1,000 1,000 1.000 3,000

Costs other income 1,000 41,000 11.000 14,000 Total costs fundraising income 745,000 676,000 784.000 765,000

Total costs management & administration 770,000 694,000 607.000 520,000

TOTAL EXPENDITURE 18,518,000 15,478,000 9.768.000 8,976,000

RESULT 0 365,000 0 27,000

Result allocation Withdrawal continuity reserve 0 0 0 15,000 Addition continuity reserve 0 373,000 0 0 Withdrawal designated reserve financing assets 0 -17,000 0 0 Addition designated reserve financing assets 0 8,000 0 26,000 Withdrawal designated reserve policy influencing 0 0 0 -2,000 Addition designated fund 0 59,000 0 0 Withdrawal designated fund 0 -58,000 0 -12,000 Total added 0 365,000 0 27,000 *Income from government subsidies as accounted for in 2011 includes a total of EUR 5,586,000 paid to WASH alliance partners.

92 An equal amount has been accounted for as expenditure under the expenditure on projects entry. In drawing up the budget 2011, these figures were not available yet. For the 2012 budget it concerns an estimated amount of EUR 6,524,000. The 2012 budget has been adjusted for comparison purposes.

Consolidated cash flow statement 2011 2010 € €

Result 365,000 27,000 Adjustment unrealised results securities 0 -/- 40,000 Adjustment unrealised exchange differences -/- 411,000 -/- 67,000 Adjustment for depreciation 17,000 22,000 -/- 29,000 -/- 58,000 Changes in working capital Change in receivables and securities 1,266,000 -/- 444,000

Change in short-term liabilities 2,520,000 -/- 629,000 Change in long-term liabilities on account of the allocated subsidies -/- 903,000 407,000

Cash flow from operating activities 2,854,000 -/- 724,000

Cash flow from investment activities -/- 8,000 -/- 48,000

Cash flow from financing activities 0 0

Change liquid assets 2,846,000 -/- 772,000

Balance liquid assets as of January 1 8,093,000 8,865,000 Balance liquid assets as of December 31 10,939,000 8,093,000 Change liquid assets 2,846,000 -/- 772,000

93 Annual Accounts

Notes

1 General

The Annual Accounts has been drafted in accordance with the regulations of the ‘Financial Reporting Guidelines for Fundraising Institutions’ (RJ650). The Annual Accounts aim to provide insight in the income and expenditure, as well as in the financial position of the Simavi Foundation and the legal entities belonging to its economic entity.

The financial year coincides with the calendar year.

Consolidation

The financial details of the Simavi Foundation and the independent legal entities, over which Simavi can exercise control, are drawn up in the Annual Accounts. The consolidated Annual Accounts include the details of the following foundations:

Simavi Foundation

Simavi was founded as an association in 1925 and converted to a foundation in 2004. Simavi Foundation’s goal is to improve the health of people in developing countries. The focus is on all people, regardless of race, gender and political beliefs or religious convictions but priority is given to the poorest population groups. Simavi strives for sustainable strengthening of basic healthcare, health improvement and health protection, with particular focus on drinking water, sanitary facilities and hygiene. Furthermore, Simavi is committed to improving the awareness and active involvement of the Dutch public for the abovementioned themes.

Zien Foundation

The Zien Foundation (formally ‘Foundation for Fighting Blindness in Developing Countries’) aims to improve the ophthalmic development cooperation and particularly focuses on preventive care, regardless of race, religion or politics. In 1995, the foundation started a far-reaching partnership with Simavi, where Simavi’s executive board is also the board of the Zien Foundation.

NFICH Foundation

The NFICH Foundation (Netherlands Foundation for International Child Health) aims to improve children’s health in developing countries and to improve and combine knowledge, research and education on the prevention and treatment of tropical and subtropical diseases amongst children in developing countries. In 2008, the foundation has started a far-reaching alliance with Simavi, where Simavi’s executive board is also the board of the NFICH Foundation.

All three foundations are located in Haarlem (Fonteinlaan 5, 2012 JG, Haarlem, the Netherlands).

94 2 Basis of accounting

The basis used for the valuation of assets and liabilities and the determination of results are based on historical costs. Unless otherwise stated, the assets and liabilities are specified against amortised cost price. Income is accounted for in the year to which it relates, liabilities in the year in which they are anticipated.

All amounts are in Euros, unless stated otherwise.

The auditor did not perform an audit on the budget 2012.

2.1 Basis for the valuation and presentation of assets and liabilities

Tangible fixed assets

The tangible fixed assets are valued at acquisition price less cumulative depreciation. The depreciation is calculated using the linear method based on the estimated economic life cycle. The percentages used are:

inventory: 10 per cent office machines: 20 per cent computers: 33 per cent

Simavi has been located in a rented property since May 2005.

Financial instruments

Financial instruments include investments in shares and bonds, receivables, liquid assets, allocated subsidies, creditors and other payable entries. Financial instruments are initially processed at true value. Any directly attributable transaction costs are part of this initial valuation. After the initial processing, the financial instruments are valued in the manner described below.

Legacies with usufruct

The capital acquired from legacies where third parties have rights to the usufruct are not included in the Annual Accounts due to uncertainty about the size of future payments and time of payment.

Receivables and accrued income

Receivables are initially included at true value, and are subsequently valued at amortised cost price less any necessary provisions for the risk of bad debts.

Securities

The securities listed on the stock exchange will be valued at market value. All realised and unrealised changes in the value of listed securities are accounted for in the statement of income and expenditure.

95 By the end of 2011, Simavi no longer owned any securities. The Rabobank member certificates as accounted for in the balance sheet as of 31 December 2010 were sold at the beginning of 2011.

Reserves

In order to secure the continuity of the foundation for at least a year in case of unexpected events, part of the assets was transferred to a separate continuity reserve as of 1996, in accordance with the CBF regulations.

In case of revenue shortfalls, the reserve is intended to rebuild the income within one year. The reserve also serves to ensure that Simavi can continue to support the projects which, by contract, it has assured of its support for the duration of the project and complete these projects with support from the Netherlands.

By forming a continuity reserve, Simavi uses a maximum size equal to one and a half times the annual costs of the work organisation based on the budget for the following year. This procedure is in accordance with the assets’ guidelines set by the Association for Fundraising Institutions (VFI).

Specifically, this means that there is a maximum amount of EUR 4,748,000 for the continuity reserve as of 31 December 2010. The actual continuity reserve amounts to EUR 2,691,000 at the end of 2011, after distribution of the results for 2011.

The reserves also consist of the funds committed to operating assets (EUR 47,000) and the designated fund. This designated fund – amounting to EUR 351,000 at the end of 2011 – contains all received earmarked funds that the donor intended for a specific purpose, but the goal has not yet been achieved. Furthermore, the interest income has been added to the designated fund as realised on the advance payments of subsidies regarding the WASH, SHAW and SRHR programmes. The earmarked funds from the designated fund are expected to be used in the coming years.

Pension scheme

Simavi’s pension scheme is managed by Delta Lloyd and contains, amongst other, a retirement pension based on the final salary; for staff that joined after 1 December 2006it is based on the average salary. This scheme is considered a defined pension scheme. Because Simavi qualifies as a small 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.

Allocated subsidies

The allocated subsidies as of the balance sheet date that have not yet been paid (money pledged for projects in Africa and Asia) are divided into short-term liabilities (to be realised within one year of balance sheet date) and long-term liabilities. The long-term liabilities, the settlement of which is expected to be realised more than one year after balance sheet date, have been accounted for under long-term debts, and the short-term liabilities are accounted for under short-term debts.

96 The expected duration of the projects is a maximum of three years. The subsidies not yet paid are held at the bank as assets, which accounts for the high liquid assets sum.

Other financial liabilities

Financial liabilities are valued as amortised cost price after the initial processing.

Conversion foreign currency

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

2. Basis for determining the results

Income from collections, donations and contributions

Income from collections, donations and contributions are accounted for in the year they are received, with the exception of receivables that cannot be attributed to a period in which a certain activity took place.

Income from legacies and bequests

Legacies are accounted for as income in the year in which the size can be reliably determined. Provisional payments in the form of advance payments are accounted for in the financial year in which they are received as income from legacies, in cases in which a reliable estimate was not possible at an earlier time.

Income from third party activities

Income from third party activities relates to the activities for which the foundation bears no risk for. This income is accounted for in the year that the proceeds are received and/or allocated by the third party.

Government subsidies

Subsidies that the donor allocated depending on project costs will be accounted for in the statement of income and expenditure in the year that the subsidised expenditure took place. In this context, the expenditure by alliance partners in alliances where Simavi is lead agency (WASH alliance) are equal to the amounts paid to these partners. Differences in allocated and actual income from subsidies are accounted for in the statement of income and expenditure in the year in which these differences can be reliably estimated.

Expenditure

Contributions in the context of the supported projects and programmes in Africa and Asia will be included in the year in which the contribution has been unconditionally pledged. The expenditure included under programmes in the statement of income and expenditure includes the related direct and indirect organisational costs.

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Expenditure appropriation

Expenditure appropriation is described in note 8 of the notes to the consolidated statement of income and expenditure.

3 Notes to the consolidated cash flow statement

The consolidated cash flow statement was drafted using the indirect method. To derive the changes in liquid assets, the result is adjusted for items in the statement of income and expenditure and balance sheet changes that have no effect on receivables and expenditures in the financial year 2011.

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 allocated subsidies will be processed as part of the operational activities.

3. Notes to the consolidated Annual Accounts

1. Tangible fixed assets

The book value of the tangible fixed assets is specified as follows: INVENTORIES, OFFICE MACHINES AND COMPUTERS

2011 2010 € €

Book value as of January 1 56,000 30,000 Investments 8,000 48,000

64,000 78,000 Depreciation -/- 17,000 -/- 22,000

Book value as of December 31 47,000 56,000

The acquisition costs of abovementioned assets were as follows: ACQUISITION COSTS 2011 2010 € €

Inventories 110,000 114,000

The investments concern computer equipment worth EUR 8,000. Discarded computer equipment has been deducted from the acquisition costs, this amounts to EUR 12,000. The tangible fixed assets are to be used for operations.

98 2. Current Assets Receivables and accrued income

Legacies with usufruct (p.m.) This item concerns 9 (2010: 9) legacies with usufruct

Other receivables 2011 2010 € €

Receivable legacies/bequests 932,000 856,000 Deposits TPG Post / Greenwheels 1,000 1,000 Accrued interest 194,000 143,000 Receivables for final settlement TMF BuZa 0 615,000 Receivable contributions for third party activities 0 106,000 Receivable subsidies/pre-paid expenses 44,000 163,000 Debtors 32,000 65,000 Other entries 76,000 60,000 1,279,000 2,009,000

99 The receivables decreased by EUR 730,000. This was mainly caused by the receipt of the final settlement TMF subsidy 2006 - 2010 from the Ministry of Foreign Affairs.

Securities

The Rabobank member certificates were sold at the beginning of 2011, so the last securities have now been sold. The course of the ownership of the securities can be displayed as follows:

2011 2010 € €

Market value as of January 1 536,000 1.455,000 Purchase / acquisitions 0 2,000 536,000 1.457,000 Drawings by lot and sales -/- 546,000 -/- 958,000

-/- 10,000 499,000 Unrealised price gain 0 40,000 Realised price gain -/- 10,000 -/- 3,000

Market value as of December 31 0 536,000

At the end of 2010, the volume of the Rabobank member certificates portfolio was 19,506.

Liquid assets

The sum of the liquid assets was EUR 10,939,000. The liquid assets bear interest on current accounts or savings accounts, amounting to EUR 7,239,000 (at the end of 2010: EUR 8,093,000). The remainder of the liquid assets in 2011, amounting to EUR 3,700,000 was in deposits (at the end of 2010: EUR 0). The average return on the outstanding liquid assets and securities held was 2.31% in 2011 (2010: 2.5%).

3. Reserves and funds

Reserves 2011 2010 Continuity reserve € €

Balance at January 1 2.318,000 2,303,000

Added: Addition 373,000 15,000

Balance at December 31 2,691,000 2,318,000

Designated reserves

Reserve financing assets 2011 2010 € € 100

Balance as of January 1 56,000 30,000

Added: Allocate 8,000 26,000

Withdrawn(Wd): Withdrawal -/- 17,000 -/- 0

Balance as of December 31 47,000 56,000

Funds

Designated fund 2011 2010 € € Received assets with specific goal indicated by third parties Balance as of January 1 350,000 362,000 Add: Addition re. interest received, to spend on goal 59,000 0 Wd: Withdrawal re. Reporter project Dutch National Postcode Lottery -/- 31,000 -/- 12,000 Wd: Withdrawing re. Eyecare Children in Africa -/- 27,000 0 Balance as of December 1 351,000 350,000

Specification Allocated fund To spend on reporter project Dutch National Postcode Lottery 0 31,000 To spend interest on MFS and SHAW projects 59,000 0 To spend on Eyecare Nepal 46,000 46,000 To spend on Eyecare Children in Africa 146,000 173,000 To spend in Irian Jaya 100,000 100,000 351,000 350,000

Total Reserves and Funds 3,089,000 2,724,000

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4 Short-term liabilities

Other accrued amounts 2011 2010 € € Creditors 242,000 278,000 Receivable invoices 162,000 73,000 Provision holiday hours 87,000 60,000 Provision holiday allowance 77,000 58,000 Auditor’s costs 16,000 8,000 To be spent re.Peepoo 436,000 0 Deferred subsidy SHAW 631,000 0 Deferred subsidy WASH 942,000 0 Deferred subsidy SRHR 282,000 0 2,875,000 477,000 5 Rights not included in balance sheet

Simavi received subsidies for the period 2011 – 2015 from the Ministry of Foreign Affairs. This amounted to EUR 45,459,515 for the entire WASH alliance, of which Simavi is lead agency. We received a total of EUR 9,285,000 in 2011, and for 2012 EUR 9,043,624 has been determined. For the period 2013 – 2015 the subsidy from the Ministry of Foreign Affairs is subject to funding. This reservation was translated into the contracts between Simavi and its alliance partners and its Southern partners. This reservation entails that if the funding by the Ministry changes in whatever way, the funding by Simavi will change to the same extent.

As alliance partner of SRHR, Simavi is entitled to a subsidy amounting to EUR 8,862,404 for the period 2011 - 2015. In 2011 we received EUR 1,810,093 and in 2012 we will receive EUR 1,527,350. This subsidy from the Ministry is also subject to funding.

6 Liabilities not included in balance sheet

In the framework of the WASH, SRHR and SHAW programmes, Simavi and its Southern partners entered contractual commitments to carry out projects in areas Simavi operates in. In so far as these contracts depend on still to be met conditions, such as the external subsidy allocation by the Ministry of Foreign Affairs, they have not been accounted for in the balance sheet as of 31 December 2011. These liabilities not included in the balance sheet amounted to EUR 2,678,000 at the end of 2011.

In the context of Simavi’s role as lead agency of the WASH alliance, it has a contingent liability as of 31 December 2011 towards its alliance partners amounting to EUR 25,400,000. The subsidy from the Ministry of Foreign Affairs is again subject to funding.

A rental agreement has been entered into for the building at the Fonteinlaan 5 in Haarlem, the Netherlands, with lease duration to 1 January 2015. As of 1 January 2012, the lease will be EUR 87,000 per year, subject to indexation. A bank guarantee for this lease has been issued for an amount of EUR 28,000.

102 Notes on the consolidated Statement of Income and Expenditure 7. Income from third party activities

Contributions to projects and co-financing projects

In 2011, a sum of EUR 6,000 (2010: EUR 223,000) was taken as income for the contribution of Aqua for All with regard to joint aid projects. Aqua for All had fewer funds available in 2011 compared to 2010. In 2011, the Dutch National Postcode Lottery contributed EUR 900,000. Furthermore, Simavi received EUR 1,621,000 from the Dutch National Postcode Lottery for the Peepoo project, of which EUR 1,185,000 was committed or paid in 2011. The sum of EUR 1,185,000 was taken as income. The remaining EUR 436,000 was accounted for as advance contribution from the Dutch National Postcode Lottery in the balance sheet under the item other accrued amounts.

The reporter project, funded by the Dutch National Postcode Lottery, was completed in 2011. At the end of 2010, there was still a sum of EUR 31,000 in the designated fund. This amount was spent in 2011.

8. Government subsidies Several subsidies were received in 2011. They are displayed in the table below.

WASH SRHR SHAW PSO Subsidies received on behalf of Simavi 3,699,000 1,810,000 1,500,000 353,000 Subsidies received on behalf of alliance partners 5,586,000 0 0 0

Total received subsidies 9,285,000 1,810,000 1,500,000 353,000

Add: deferred subsidies as of 31-12-2010 0 0 56,000 0

Wd: receivable subsidies as of 31-12-2010 0 0 163,000

Add: justified subsidy income 2011 based on expenditure 8,343,000 1,528,000 925,000 173,000

Deferred subsidies as of 31- 12-2011 942,000 282,000 631,000 17,000

Allocated interest income on deferred amounts 34,000 22,000 3,000 0

The first subsidies for MFS II were received in. Simavi is part of two alliances, namely, WASH and SRHR.

Simavi is lead agency of the MFS II WASH alliance. In addition to overall responsibility, this means that all subsidy amounts from the Ministry of Foreign Affairs on behalf of the WASH alliance will be received by Simavi (EUR 9,285,000). A portion of these sums are immediately paid to the alliance

103 partners for the implementation of the projects they support (EUR 5,586,000). The portion intended for the programmes and the costs of Simavi’s lead agency were EUR 3,699,000 in 2011.

In 2011, these funds were offset by subsidy costs of EUR 2,757,000 (Simavi) and EUR 5,586,000 (alliance partners). Simavi received EUR 1,810,000 from the MFSII SRHR alliance via the lead agency of this alliance, namely RutgersWPF. The imputed interest income for deferred subsidy amounts has been added to the designated fund and will be used for the underlying goals. A positive difference between the received subsidies and the actual subsidy expenditure are processed in the balance sheet as deferred subsidies under other debts and accrued costs. In the case of a negative difference, these amounts are accounted for under the other receivables and accrued assets.

9. Results from investments

Results investments Budget Actual Budget Actual 2012 2011 2011 2010 € € € € Interest income bonds 0 0 0 46,000

Unrealised exchange rate results 40,000 Realised exchange rate results 0 10,000 0 -/- 3,000

Interest income bank balances and deposits 180,000 234,000 251,000 186,000 Income from investments 180,000 244,000 251,000 269,000

Investment costs -/- 1,000 1,000 1,000 3,000

Net investment result 179,000 243,000 250,000 266,000

104

10. Spent on objectives

Budget Actual Budget Actual 2012 2011 2011 2010 € € € € Objective Mobilisation / Information 1,116,000 897,000 802,000 601,000

Objective Policy influencing 362,000 313,000 300,000 115,000

Objective assistance 9,001,000 7,312,000 7,275,000 6,975,000 Objective assistance by alliance partners 6,524,000 5,586,000 0 0

Total spent on objectives 17,003,000 14,108,000 8,377,000 7,691,000

Spending percentage Below is shown the relation between the total expenditure on objectives and the total income in percentages.

Budget Actual Budget Actual 2012 2011 2011 2010 € € € €

Total spent on goal 17,003,000 14,108,000 8,377,000 7,691,000 Total income 18,518,000 15,843,000 9,768,000 9,003,000 Spending percentage 91.8% 89.0% 85.8% 85.4%

Corrected for the effect of the continued payments to WASH alliance partners, the percentage was 83.1% in 2011.

11. Fundraising income

Costs own fundraising efforts Budget Actual Budget Actual 2012 2011 2011 2010 € € € € Implementation costs Simavi 242,000 199,000 217,000 160,000 organisation Collection 225,000 253,000 270,000 251,000 Newsletter and mailings 68,000 87,000 68,000 97,000 Acquisition new donors 84,000 21,000 30,000 111,000 Deed of donations 2,000 1,000 1,000 1,000 Legacies 3,000 1,000 2,000 1,000 Corporate fundraising 35,000 5,000 39,000 11,000 Walk for Water 26,000 37,000 24,000 16,000 685,000 604,000 651,000 648,000

105 The budget for the fundraising costs is, with the exception of the total amount, flexible. An annual plan is made in advance, which lists the activities linked to a budget. During the year, it sometimes becomes clear that activities cannot be continued or other activities are prioritised. This enables Simavi to actively respond to the opportunities that occur. The initial 2011 budget (EUR 651,000) was adjusted downwards by EUR 40,000 because of lagging income from own fundraising efforts.

Fundraising cost percentage

The relation between the costs for own fundraising efforts and the proceeds from own fundraising efforts is shown below.

Budget Actual Budget Actual 2012 2011 2011 2010 € € € €

Income own fundraising efforts 2,775,000 2,487,000 2,700,000 2,609,000 Costs own fundraising efforts 685,000 604,000 651,000 648,000

Cost percentage own fundraising efforts 24.7% 24.3% 24.1% 24.8%

12. Management and administration Budget Actual Budget Actual 2012 2011 2011 2010 € € € € Costs management and administration 770,000 694,000 607,000 520,000

The increase in management and administration costs in 2011 compared to 2010 can be fully accredited to the extra costs made for the development of the Strategic Vision 2012 - 2016.

106 13. Notes to expenditure appropriation

Purpose Objective Fundraising income Management and Total Budget Total administration 2011 2011 2010

Programm Policy Expenditure Mobilisation es influencing Fund Third party Investments Other income raising activities € € € € € € € € € € € Subsidies and contribution 12,007,000 12,007,000 6,300,000 6,351,000 Publicity, communication and contracted work 595,000 45,000 204,000 406,000 8,000 1,000 32,000 0 1,291,000 1,088,000 1,027,000 Personnel costs 254,000 618,000 85,000 173,000 17,000 0 8,000 592,000 1,747,000 1,932,000 1,278,000 Accommodation costs 19,000 65,000 12,000 12,000 1,000 0 1,000 24,000 134,000 146,000 131,000 Office and general costs 22,000 155,000 9,000 8,000 4,000 0 0 73,000 271,000 280,000 169,000 Depreciation and interest 7,000 8,000 3,000 5,000 0 0 0 5,000 28,000 22,000 20,000

Total 897,000 12,898,000 313,000 604,000 30,000 1,000 41,000 694,000 15,478,000 9,768,000 8,976,000

All direct and indirect costs are allocated to Simavi’s three objectives, namely, mobilisation, programmes and policy influencing, to the raising of income and to the ‘management and administration costs’. The direct costs are directly allocated to the activity and are specified under ‘Publicity, communication and contracted work’. The allocation of the indirect costs takes place based on the number of hours employees spend on aforementioned parts. The number of hours spent are calculated for every employee. This calculation is based on the job description and determined by the MT and CEO. Based on this division, all indirect costs such as staff, accommodation, office, general and depreciation are distributed. The ‘Management and Administration costs’ include all administrative and secretary hours, as well as all hours that are considered as overhead, such as meetings with the Supervisory Board and other meeting hours that intend to be leading and steering for the organisation. The contracts with the partner organisations for the implementation of projects and programmes in Africa and Asia will be calculated in the local currency. The conversion of these contractual commitments to Euros has resulted in a credit balance of EUR 478,000 (at the end of 2010: EUR 67,000). These exchange rate differences are part of ‘Subsidies and contributions’ in the Expenditure Appropriation overview.

14. Notes to staff costs Budget Actual Budget Actual 2012 2011 2011 2010 € € € € Staff costs Salaries in the Netherlands 1,719,000 1.408,000 1,496,000 1.048,000 Social security costs and insurances 327,000 249,000 239,000 167,000 Costs of pension schemes 144,000 85,000 120,000 82,000 Other staff costs 132,000 348,000 211,000 181,000 Subtotal staff costs 2,322,000 2,090,000 2,066,000 1,478,000

Wd: Passed on -358,000 -343,000 -312,000 -200,000 1,964,000 1,747,000 1,754,000 1,278,000

The increase of staff costs can mainly be attributed to the increase in the number of staff positions, as shown in the table below.

The extra positions were mainly the result of the activities for the MFS II subsidies. The large increase under ‘Other staff costs’ was caused by the costs for external hired staff. These staff members were employed for sickness replacement, to support management, to bridge vacancies, expanding the administration on a secondment basis, support for the personnel department and work placement pay.

Budget Actual Budget Actual 2012 2011 2011 2010 Average number of persons employed On Dutch contract 43 38 39 26.5* In Indonesia via partner organisations 2 2 3 2

Actual full-time equivalents On Dutch contract 35.9 32.7 31.9 24.4* In Indonesia via partner organisations 2 2 2 0.1 **

*) Includes 0.4 FTE external hired staff not deployed for sickness replacement. **) The staff in Indonesia started their activities in November 2010.

Management type and remuneration As of 14 March 2007, Simavi has had a Supervisory Board that monitors, supervises and gives advice and an executive board for implementation. The board consists of Simavi’s CEO. Notes can be found in Chapter 7 of the Annual Report.

Remuneration Supervisory Board The members of the Supervisory Council receive no remuneration for their activities. The members of the Supervisory Board have also not received any loans, advance payments or guarantees.

Remuneration CEO / management The Supervisory Council determines the remuneration policy, the level of the executive remuneration and other fixed remuneration components. The policy is reviewed periodically. The last review took place in 2011. In determining the remuneration policy and the payments, Simavi adheres to the Advisory Guidelines for the Remuneration of Executives of Charitable Organisations by the Association for Fundraising Institutions and the Wijffels Code (see www.vfi.nl). The Advisory Guidelines give a maximum norm for the annual income based on difficulty criteria. The weighting of the situation at Simavi was carried out by Simavi’s Audit Committee. This leads to a so-called BSD score of 415 points, with a maximum annual income of EUR 109,550 in 2011. The actual annual income of the CEO, relevant for review according to the maximum set by the Association for Fundraising Institutions, was EUR 97,416 for C.S. Sasse in 2011. This is the remuneration according to the table below converted to a full-time position. This did therefore not exceed the maximum as set by the Association for Fundraising Institutions. Simavi has set the CEO salary paid in 2011 as the maximum salary. There were no further emoluments other than the salary and holiday allowance, in other words, no bonuses. Expense allowances are only made based on actual costs incurred, with no room for rewards. Simavi does not, for example, offer lease cars.

The level and composition of the remuneration is shown below.

Name C.S. Sasse Position CEO

Employment Type of contract indefinite hours 34 part-time percentage 94.44 period 1/1-31/12

Remuneration (EUR) Annual income gross wage / salary 85,000

holiday allowance 7,000

Total annual income 92,000

Expenditure social premiums (employer’s share) 9,000 Taxable reimbursements / additions (only travelling expenses for commuting) 2,000 (employer’s share less own Pension costs contribution) 10,000 Total annual payment / remuneration 2011 113.000 Total annual payment / remuneration 2010 111.000

The CEO has not received any loans, advance payments or guarantees. Remuneration Simavi’s ambassador

108 Mrs Antje Monteiro, Simavi’s ambassador, carries out her activities without remuneration.

15. Multi-year income analysis

Below is an overview of Simavi’s income over the past few years. The amounts in the table below are in thousands of Euros.

Legacies Collection Donations Corporate Institutional Subsidy Other Total Income

2007 518 516 649 569 2,68 2,377 306 7,619 2008 382 491 734 614 4 2,524 394 6,826 2009 558 549 1,088 648 1,68 2,607 484 7,443 2010 859 601 1,018 131 7 4,583 286 9,003 2011 470 632 1,244 141 1,50 10,969 296 15,843 9 Proceeds from legacies were lower in 2011 than in 2010. The1 number,52 of legacies decreased. Motivating donors to make provision in their will in favour of Simavi will 5therefore continue unabated. With proceeds of EUR 632,000, the collections rose far above the set2,0 9limit of EUR 500,000. This limit was set 1 as the minimum amount required by SCP (Collection Plan Foundation) to be allowed to stay on the collection schedule. The costs of collection have increased substantially as looking for new collectors is hindered by the Do Not Call registry. Identifying new ways of fundraising is an ongoing process. Donations as a result of Direct Mail, deeds of donation and direct debit mandates showed a slight increase compared to 2010 but were lower than budgeted. The institutional income is made up of contributions by the Dutch National Postcode Lottery and the co-financing organisations. The regular contribution of the Dutch National Postcode Lottery was EUR 900,000, as planned. Furthermore, the Dutch National Postcode Lottery allocated an extra contribution for 2011 for the Peepoo project (EUR 1,621,000). This extra contribution accounts for the increase compared to 2010. Subsidies for three programmes were received in 2011: the SHAW, WASH and SRHR programme and for PSO activities. The other income consists of received interest and appreciation of the Rabobank member certificates. The decrease in this category of income is a result of the relatively low interest rate. Another part of this other income (EUR 52,000) consists of fees received for hiring out Simavi staff to other organisations.

109 4. Auditor’s Report

To: The Supervisory Board of Simavi Foundation

We have audited the Annual Accounts 2011, included in this report, of Simavi Foundation based in Haarlem. The Annual Accounts consist of the Balance Sheet as of 31 December 2011, the Statement of Income and Expenditure including an Explanatory Note with an overview of the basis used for financial reporting and other remarks.

Responsibility of Executive Board The Board of Directors of the foundation is responsible for preparing the Annual Accounts which should truthfully reflect the assets and results, and also for preparing the Annual Report, both in accordance with the guidelines for annual reporting set for fundraising institutions (RJ 650). In addition, the Board of Directors is responsible for implementing an internal control system relevant to the preparation and fair presentation of the Annual Accounts that is free of material misstatement as a result of fraud or error.

Responsibility of the Auditor Our responsibility is to give an opinion on the Annual Accounts based on our audit. Our audit was carried out in accordance with Dutch law, specifically the Dutch auditing standards which require that we satisfy the code of conduct and that we plan and perform the audit to obtain reasonable assurance on whether the Annual Accounts are free of material misstatement.

An audit includes procedures aimed at obtaining audit evidence supporting the amounts and explanatory notes in the Annual Accounts. The selected procedures depend on the auditor’s professional judgement, including assessing the risk that the Annual Accounts contain material misstatements as a result of fraud or error. In making this risk assessment, the auditor considers the internal control relevant to the preparation of the Annual Accounts and the fair presentation in order to design audit procedures that are appropriate in the circumstances. However, the risk assessment is not for the purpose of expressing an opinion on the effectiveness of the internal control of the foundation. An audit also includes an evaluation of the appropriateness of accounting policies used for financial reporting and the reasonableness of accounting estimates made by the Board of Directors of the foundation, as well as an evaluation of the overall presentation of the Annual Accounts.

We believe that the audit information obtained is adequate and appropriate to serve as a basis for our audit opinion.

Opinion In our opinion, the Annual Accounts give a true and fair view of the size and composition of the financial position of the Simavi Foundation as of 31 December 2011 and the results for the year ended 2011 in accordance with the guidelines for annual reporting set for fundraising institutions (RJ 650).

Statement on the Annual Report We state that we identified no shortcomings as a result of the inspection or the Annual Accounts, to the best of our judgement, in accordance with the guidelines for annual reporting set for fundraising

110 institutions (RJ 650). In addition, we state that the Annual Report is, to the best of our judgement, consistent with the Annual Accounts.

The Hague, 27 April 2011 KPMG ACCOUNTANTS N.V. H.A. van Scheijndel-Eelderink RA

111

Appendix 1: Composition Executive Board and Supervisory Board

Composition executive board Simavi and management team

On 31 December 2011 Rolien Sasse was Simavi’s CEO / Executive Director. She has worked at Simavi since 2002 and has been CEO since 2005. Rolien has twenty years of experience as a manager in development cooperation, including eight years abroad. She holds the following ancillary positions.

Board Member of the Netherlands Water Partnership (NWP) since 2007, re-elected for a second term in 2011. Until September 2011: chairwoman of the Water NGO Platform since 2007; a network of NGOs in the Dutch water sector. The second and last term expired. Member of the executive board of Collecteplan Foundation since 2006. Simavi represents the smaller collection organisations in the board. At the end of 2011, Sasse left SCP’s executive board so as to reduce her external commitments. She was in her second term. Member of the steering committee of the global initiative Sanitation and Water for All, a global framework for action (SWA), since 2010. Rolien represents the End Water Poverty (EWP) network and the Northern NGOs. SWA is an international initiative of mainly national governments and bilateral and multilateral donors in the area of water and sanitation. Membership of the steering committee enables Rolien to make the NGOs voice heard. She does this together with two Southern NGO representatives, one from Africa (ANEW network) and one from Asia (FANSA network).

These ancillary positions do not lead to a conflict of interest. In these positions, Rolien Sasse cannot make decisions on the status or funding of Simavi.

A number of changes took place in the management team in 2011. As of 31 December 2011, the team was made up of the following members:

As of September 2011, Pauline Eenhoorn is head of the Campaigns & Fundraising department. She succeeded Andy Palmen, who now heads the Advocacy Unit. He was temporarily replaced in 2011 by Lisette Wevers. Pauline does not hold any ancillary positions. As of May 2011, Andy Palmen has become coordinator for the recently established Advocacy Unit. He has worked for Simavi since 2007, previously as head Campaigns & Fundraising. Andy has been a board member at Friends of the Earth Netherlands in a private capacity, since 2009. This does not conflict with his work for Simavi. Wolter Visser joined Simavi as head of the Operations department in September 2011, which was a new position. He has been treasurer of Het Lichtepunt Foundation’s board in Katwijk, the Netherlands, since 1993. Peter Oomen has been head of the Programmes department since August 2010. This position was deputised for a while by Arriën Kruyt. Peter does not occupy any ancillary positions.

112 Composition Supervisory Board of Simavi

As of 31 December 2011, Simavi’s Supervisory Board was compiled as follows:

Members Supervisory Area of expertise Current position Other ancillary Board positions Maria Martens, Politics, management Politician, member of Chairwoman Board Chairwoman the Senate of the VSOP States General Frans Blanchard, Communication Legal consultant Cycle for Water board Board member for the creative member industry Laura de Graaf, Finances Financial manager - Member Audit Amsterdams Fonds Committee voor de Kunst Foundation, financial consultant Hans Kruijssen, Development cooperation, Retired (former CEO Vice-chairman Wilde Member Audit legal Cordaid) Ganzen, treasurer Committee Radboud Kleistreek foundation, secretary Vorming Multicultureel Kader Foundation, treasurer Multidisciplinary Centre Church and Society

Ron Thiemann, Water engineering and Member Executive - Board member technology Board Deltares

Schedule for joining and resigning from the Supervisory Board of Simavi

(appointments for a maximum of two terms of four years)

Members Supervisory Appointed as of End first term End second term Board Hans Kruijssen 2005 (September) 2009 2013 Ron Thiemann 2006 (December) 2010 2014 Frans Blanchard 2008 (November) 2012 2016 Maria Martens 2010 (July) 2014 2018 Laura de Graaf 2011 (July) 2015 2019

113 Appendix 2: Declaration of accountability

This declaration of accountability describes the management, supervision and internal functioning of the Simavi Foundation. In 2011, Simavi worked in accordance with the agreements made on the management and supervision. All members of the Supervisory Board and Simavi’s Executive Board endorsed and approved this declaration of accountability.

Supervisory Board, executive board and management team

Simavi’s management is in the hands of the CEO. The Supervisory Board monitors the CEO’s functioning and the general state of affairs. The CEO is assisted by a management team, that since 2011 consists of four department heads (previously three) in addition to the CEO. The Supervisory Board consists of five members.

Separation of management, execution and supervision, and the Good Governance Code

The Supervisory Board and Simavi’s Executive Board endorse the Code of Good Governance for Charity Organisations (Wijffels Code) and operate accordingly. Compliance is monitored by the CBF (Central Bureau for Fundraising). The basic principles of good governance are embedded in Simavi’s governance model and focus on separating the supervisory, executive and accountability functions. This has been laid down in the statutes, a governance statute and the regulations of the Supervisory Board, the Audit Committee, the executive board and the management team. These were laid down by the Supervisory Board in 2007 (available on request) and determine the composition, functioning, appointments and evaluation of the different sections of the organisation. As a result of the CBF audit in 2010, a few amendments to Simavi’s statutes were introduced in May 2011. This involved tightening restrictions of the articles that monitor the impartiality of supervisors. This was precautionary. No points of concern were observed with regard to the current Supervisory Board by the audit.

The organisation consists of three sections. The CEO manages the foundation and bears final responsibility for decisions, functioning of the organisation and the achieved results. The Supervisory Board oversees the functioning of the CEO and the foundation In addition to its supervisory task, the Board is also a sounding board and gives advice on strategic matters. The CEO delegates the executive powers to the department heads, which form the management team together with the CEO. Together with the CEO, the management team develops the strategy and policy determined by the CEO. The CEO also ensures the correct execution of the policy.

The organisational structure

Simavi is a small, flat organisation with an open and dynamic business culture. In addition to the CEO and Executive Secretary, the organisation consists of four departments and the WASH alliance’s secretariat.

The Programmes department – responsible for programmes and contacts in developing countries and for institutional fundraising. A field office in Indonesia is also part of this department. The department has an Africa team, an Asia team, a PME staff member and a secretariat. The two continental teams are operationally led by a coordinator. The department also has thematic and alliance teams. 114 The Campaigns & Fundraising department – responsible for communication and mobilisation in the Netherlands, and for corporate and private fundraising. The Advocacy Unit – responsible for policy influencing in the Netherlands. As of May 2012, the unit will support the Programmes department to strengthen policy influencing in our programmes. Operations department – responsible for the financial administration, the quality system, ICT, office management and the human resources department. The secretariat of the Dutch WASH Alliance (DWA) – responsible for managing the MFS II WASH programme. The secretariat falls under the responsibility of Simavi’s CEO, but the content is controlled by the alliance’s steering committee. The programme management takes place in close cooperation with the six alliance partners.

Management and supervision Simavi’s alliances

Simavi directly manages two other foundations; the Zien Foundation (since 1995) and the Netherlands Foundation for International Child Health (since 2008). This means that Simavi’s executive board is also the executive board of these foundations and that Simavi’s Supervisory Board also functions as supervisory authority for these foundations. The activities of both foundations are fully integrated in the activities of Simavi and are carried out by the Simavi office. They ensure that the earmarked funds of these foundations are spent on the objectives of these foundations.

Simavi has been lead agency of the WASH alliance since 2010, an alliance of five NGOs (in addition to Simavi: AKVO, AMREF, ICCO, RAIN Foundation and WASTE). This makes Simavi’s CEO ultimately responsible for the alliance and for the MFS II subsidy that has been allocated to this alliance. She is supported by a steering committee, consisting of representatives of the alliance members and a secretariat hosted by Simavi. Simavi’s Supervisory Board also functions as Supervisory Board of the WASH alliance. Simavi is also member of the SRHR alliance, which was also granted a MFSII subsidy. This alliance is the ultimate responsibility of Rutgers WPF, to which Simavi is accountable. Simavi is represented in the SRHR alliance’s steering committee at board level.

Appointment, performance and remuneration of the Supervisory Board

The Supervisory Board has a minimum of three and a maximum of seven members. Board members are appointed by the Board itself, based on the profiles determined by the Board and Executive Board. The profiles contain the skills required and the relevant expertise and networks that have to be represented in the Supervisory Board. At the end of 2011, Simavi decided to publish job vacancies online in networks relevant for the profile. A resignation schedule is available, which also indicates reappointments (please see appendix 1). Board members are voluntarily linked to Simavi and receive no reimbursement. They may claim expenses based on actual costs incurred and in accordance with Simavi’s declaration policy.

The Board has a portfolio allocation based on the different areas of expertise of the Board members. There is a Chairperson and a Vice-Chairperson. Two members form the Audit Committee, which specifically supervises the finances and internal quality control. One Board member acts as confidential adviser for Simavi employees and confers with the manager of the employee representative body once a year.

115 The Supervisory Board meets at least four times per year, but in practice this is usually five to six times a year. Meetings with an agenda are held and minutes including an action list are made. The chairperson oversees the follow-up of this list. The meeting is prepared by the chairperson and the CEO. The CEO and the management team members relevant for the agenda point are invited to attend the Board’s meetings, unless the Board chooses for a closed session, for example, when the performance of the CEO or the Board itself is on the agenda. The Audit Commission meets at least twice a year to discuss the financial progress, administrative organisation and the internal quality control within Simavi.

The Supervisory Council appoints the CEO and reviews his/her performance at least once a year. The report that follows on from this is discussed by the Supervisory Board and the Board decides on the CEO’s remuneration.

The Supervisory Board reviews its own performance every year under external guidance. The CEO is involved in this and several external stakeholders that can give their input in advance. The chairperson ensures that the agreements made during the evaluation are carried out.

Appointment and performance of the management team

The management team consists of the department heads, appointed by the CEO in accordance with Simavi’s recruitment and selection policy. The CEO is always assisted by a selection committee. The performance of the management team’s members is assessed annually by the CEO in accordance with Simavi’s assessment system (see below). All members of the management team and the CEO are paid staff employed by Simavi.

The management team normally convenes every two weeks with an agenda set beforehand. Matters of organisation-wide or strategic interest will be discussed in the meetings, such as the strategic plan, annual plan, budgets, progress of the organisation, Annual Report, personnel matters, large activities and new initiatives, progress of the alliances, developments in the framework of the organisation, specific risks, external and internal audits and checks, the quality system, etc. The Supervisory Board’s meetings and plenary meetings are prepared by the management team. Minutes with an action list, decisions list and list of improvements are made during the meetings. The CEO sees to it that these points are carried out. The agenda and decisions list are shared with the employee representative body.

The daily management of every department is the responsibility of the department head. All staff members of these departments report directly to the department head. Every department has a meeting at least once every six weeks, but usually more often. Staff members frequently have bilateral meetings with their supervisors. A meeting with all Simavi employees takes place four times a year. Minutes are taken during every meeting.

The quality system, quality marks and the monitoring the organisation’s performance

The quality of Simavi’s organisation is secured by a quality system. The head of Operations is the quality manager. The quality system is laid down in five internal handbooks, in which the processes, procedures and policies have been recorded; internal organisation, communication and 116 fundraising, programmes, personnel matters and administration. They are updated every year; adjustments are discussed in the management team and approved by the CEO.

Internal audits of the processes take place every year, in accordance with a triennial plan. All important processes will be audited once in a three-year period. The management team keeps a list with points for improvements which includes points for improvements obtained from audits, controls or meetings. The list of points for improvement can be found on the management team’s agenda once a month and they see to it that proper follow-up takes place. The CEO is ultimately responsible.

The quality of Simavi’s internal organisation is frequently assessed by external parties.

Since 1 January 1998, Simavi carries the CBF quality mark for charities (Central Fundraising Bureau). This Bureau assesses the organisation’s quality, the Code of Good Governance, the costs of own fundraising efforts and the Collection Protocol by the Collecte Plan Foundation (SCP). After a successful assessment, the CBF quality mark for charities was prolonged for three years. An interim minor assessment takes place every year. Simavi’s quality system is assessed by the company Certiked every year. Simavi carries the ISO quality mark on ISO standard 9001:2008 since 2009. It was prolonged in 2011. KPMG auditors conduct a financial audit and the Annual Accounts of Simavi annually. The Annual Accounts have always been assessed positively and provided with an approved declaration. In 2010, the Ministry of Foreign Affairs assessed Simavi by means of the O-test (organisation test) for lead agencies of MFS II alliances and the COCA test (Checklist for Organisational Capacity Assessment) for other subsidy applicants, and this assessment was positive. Simavi meets the target values of trade association Partos.

The external assessment reports contain recommendations that will be discussed at the next check. The Supervisory Board receives a copy of these reports and they will be discussed with the Audit Committee, which is also present at the annual year-end meeting with the External Auditor.

Policy cycle Simavi

Simavi’s statutory objective and mission have been laid down in the organisation’s statutes. Based on the statutory objective, Simavi draws up a multi-year plan with a multi-year budget where strategic choices are defined and substantiated, including the expected results. The most recently approved plan dates back to 2009 (2009 – 2011). A new strategic plan was set up at the end of 2011 for the years 2012 – 2016. Based on this plan and new insights from the current year, the organisation draws up an annual plan and budget with a detailed programme of activities every year. This links the activities (on department level) directly to the objectives and targets of the strategic plan. They are provided with measurable indicators on output and outcome level. The management team draws up the strategic plan and annual plan together with the staff. The CEO reports it and the Supervisory Board approves it.

The strategic plan is further defined into policy plans by each department. Furthermore, a strategy is drawn up for every country, in which choices are made with regard to partners, themes and regional priorities. Simavi involves executing partners and other contacts in the countries in setting up these plans. 117

The annual plan and activities plan are also further operationalised at department level. Simavi works thematically, which means that a project plan is set up with expected results, activities, a timespan and a budget for each specific activity. These are approved at department level based on agreed upon procedures (see below). The department head sees to the proper implementation.

Based on the annual plan, a personal plan is set up with every staff member, which serves as a basis for the assessment at the end of the year. Halfway through the year, a progress interview takes place. The plan includes tasks, results, competences, education and well-being. Simavi’s assessment system is directly linked to the salaries. A report is made of the meetings.

Monitoring the organisation and management review

Every quarter, the management team reviews the progress and forecast of the annual plan and the budget based on a quarterly report. This report is shared with the Supervisory Board and staff. The Operations department provides budget holders with an overview of the financial status of their budget which they have to approve. Employees monitor the progress of the reports they manage or perform themselves.

Halfway through each year, every department checks the progress of the annual plan and strategic plan in a mid-term review, so adjustments can be made where necessary as a start for the planning cycle for the next year. The management team subsequently makes a more detailed management review, in which the results of these mid-term reviews and all learning points from the previous year (based on audits and evaluations) are analysed. Points for improvement are formulated where necessary, and adjustments to the plans are made. A framework is also established for the new annual plan.

Approval and evaluation of programmes and projects

Local executing partner organisations submit project proposals for programmes and projects for funding by Simavi. These proposals are summarised and assessed according to a fixed pattern. The approval procedure depends on the budget. The following employees grant approval.

Up to EUR 10,000: the responsible programme staff and the head of the Programmes department; EUR 10,000 – 70,000: a peer programme staff member and the head of the Programmes department; EUR 70,000 – 100,000: all colleagues of the team concerned (Africa and Asia) More than EUR 100,000: the team gives advice to the CEO, who then approves it.

After approval, a contract is drawn up with the implanting partner in the developing country including the agreements made for follow-up. The CEO signs it for approval. The staff member concerned monitors the progress of the programme by way of reports and field visits. As a general rule, every programme will be evaluated externally on completion (sometimes halfway through). An annual meta- evaluation of all evaluation reports is carried out to summarise for Simavi the theme, learning points and results. The head of the Programmes department sees to a good selection, guidance and completion of the programmes by the staff. Activities in the area of information/education, policy influencing, knowledge sharing and evaluation, fundraising and operations are performed by Simavi staff (in-house). This is carried out on a project basis, based on external and internal project plans. External parties are sometimes contracted to 118 perform certain tasks. These projects have to fit in the approved activities plan and budget per year of the Programmes, Advocacy and Campaigns & Fundraising departments. The CEO makes a decision in cases where the budget is exceeded or where the activities are new, politically sensitive or potentially controversial. Plans up to EUR 5,000 for the Operations department are approved by the head of the department concerned. When this amount is exceeded, the CEO approves it.

All projects and activities are evaluated on completion with the internal and external stakeholders concerned. This is documented and serves as input for the annual meta-evaluation.

Optimum expenditure

Simavi strives for optimum expenditure of the resources, where a maximum of financial resources are spent on the primary objectives of the organisation. The internal decision-making process and planning and control systems monitor this. Furthermore, Simavi uses a number of costs standards, steered at by way of our budget and forecasts.

The Central Fundraising Bureau determines that the cost percentage for own fundraising efforts can be a maximum of 25 per cent of the direct proceeds. Simavi determined that the total cost of the Simavi organisation may also not be higher than 25 per cent of the total budget. This norm is derived from the CBF standard, because many Dutch people seem to interpret the CBF standard in this way. Simavi has internally set the additional norm that a maximum of 6.9 per cent of the budget is spent on administration and management. This is the average that Dutch charitable organisations spent on administration and management in the first year that this was measured (Source: Transparant Prijs 2010).

Programmes supported by Simavi are assessed on a number of criteria during the approval procedure, such as the efficiency.

119 Satisfaction surveys

Simavi conducts independent satisfaction surveys amongst all major external stakeholders every two years. The results of this evaluation serve as input for a management review every year.

Accountability to the Supervisory Board

The management team reports to the Supervisory Board every quarter on the progress of the organisation by way of the quarterly reports. This report also contains a financial report of the realisation and the forecast compared to the budget. The Executive Board draws up an Annual Report and the Annual Accounts every year. These are presented to the Supervisory Board for approval. The report is based on the objectives and indicators in the annual plan and the budget. The Supervisory Board also receives a copy of audit reports and the management review. By way of separate memorandums, the Board is informed of matters of particular importance in a certain period.

External accountability

Simavi strives to maintain an open dialogue with all stakeholders, such as volunteers, professional staff members, donors, beneficiaries, corporate and institutional donors, subsidy providers, executing partner organisations, cooperating organisations, networks, embassies, sister organisations and politicians. They are, where relevant for them, informed of operational matters, programme results, governance and policy, fundraising and financial matters. Simavi’s Dutch contacts receive a newsletter twice a year. The contents of this newsletter are adapted to the audience. They also receive a summary of the Annual Report. Contacts can indicate that they would rather not receive this. Simavi also has an informative and transparent website (Dutch and English) and we frequently communicate about our work.

The Annual Report and the Annual Accounts are published in Dutch and English and can be viewed or downloaded at Simavi’s website. We inform our contacts of this in an annual notice or letter. Furthermore, donors of specific programmes and projects and subsidy providers receive a report of the programmes they support once a year, depending on the agreements made. Simavi also gives presentations on its projects if so desired. In exceptional cases, donors can also visit projects they support at their own expense and under supervision.

Simavi has an internal code of conduct and a complaints procedure. These are public and can be found on the website.

The performance of the MFS II alliances

Simavi participates in two MFS II alliances (WASH and SRHR alliance). Simavi is lead agency of the WASH alliance. The alliances are organised in almost the same way. Alliance partners entered into a mutual cooperation agreement, in which the governance of the alliance is laid down. The alliances are directed by a steering committee, comprised of the CEOs of the participating organisations. The programme manager is responsible for the daily management and is contracted by the lead agency and reports directly to the CEO. The programme manager is supported by a programme team, consisting of employees from the different alliance members. A programme staff member of the alliance partners

120 acts as ‘country leader’. This leader coordinates the work of alliance partners in the country, together with a ‘country coordinator’ in the country itself. This is a local staff member who facilitates the processes in the relevant country. Executing partners of alliance members carry out the programmes in the countries, in line with each other. They also form an alliance in the country, set up the annual plans together and exchange knowledge and information. The alliance also has as number of working groups: finances, PME, advocacy, communication and linking & learning group (WASH alliance). These consist of experts from the alliance partners and meet depending on the needs.

Employee representative body

Based on the number of staff members, Simavi is not required to set up a works council. In consultation with the staff, Simavi decided to start an employee representative body in 2005. The employee representative body consists of three elected Simavi employees.

121 Photo captions on the title page of the Chapters:

Page 5/Chapter 1: About Simavi Malawi 2011, visit to the Hygiene Village Project.

Page 8/Chapter 2: Results Bangladesh 2011. ©Huib van Wersch

Page 11/Chapter 3: Our Approach Tanzania 2011. Visit to partner PATUU. Simavi has worked with PATUU since 2006, focusing on health and sanitation. The photograph was taken during a meeting with Traditional Birth Attendants, who work with PATUU on safe pregnancies.

Page 17/Chapter 4: Our work in Asia and Africa in 2011 Bangladesh 2011. ©Huib van Wersch

Page 37/Chapter 5: Policy influencing in the Netherlands Kenya 2011, with Ambassador Antje Monteiro at CABDA.

Page 43/Chapter 6: Communication and fundraising in the Netherlands Bangladesh 2011. ©Huib van Wersch

Page 57/Chapter 7: Our organisation Ghana 2004. © Klaas Drupsteen

Page 63/Chapter 8: Outlook Bangladesh 2011, Gazipur.

Page 69/Chapter 9: Report Supervisory Board Malawi 2011, visit to Centre for Alternatives for Victimized Women and Children.

Page 73/Chapter 10: Financial Annual Report Bangladesh 2011, mother Munni. © Huib van Wersch

Page 97/Appendix: Appendices 1 and 2 Bangladesh 2011, Gazipur.

120 COLOPHON

Text: Simavi staff

Project management and editing: Andrea Willemse (Compilar)

Final editing: Martijn Tamboer

Design: Michiel Wijnen

Photo credits: Huib van Wersch Roy Beusker Sylvana Simons Current and former Simavi employees

Simavi Fonteinlaan 5 2012 JG Haarlem The Netherlands (0031) 23 531 055 [email protected] www.simavi.nl

Donations are welcome on account number 300100

Simavi was founded in 1925 Patron: Her Majesty Queen Beatrix of the Netherlands

Simavi has the CBF quality mark. This quality mark, issued by the Netherlands Bureau for Fundraising, represents reliable fundraising and fund allocation. In addition, Simavi has ISO certification, ISO 9001:2008, awarded to Simavi by the certifying agency for knowledge-intensive service providers, Certiked.

©Simavi, April 2012

Simavi is not responsible for any content from sources referred to in this report. No part of this document may be reproduced without our written permission.

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