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SIPU staff 2012
Two Decades of Public Service Development The SIPU Story Our Business Our Corporate Family Where We Work SIPU Projects 2012 – Ongoing and Finalised Bringing the World to Sweden Strengthening the Voice of Society New Challenges for Urban Planners Building Effective Institutions & Governments Finding out What Works and Why Stewarding Public Resources for Public Good Professional Training for Swedish Civil Servants Managing Sustainability Gender Equality – a Human Right Supporting Inclusive Economic Growth Annual Report for the Period 1 January – 31 December 2012 SIPU International 1992 – 2012 2 3 4 5 6 8 10 12 14 15 16 18 20 23 23 24 25 36
SIPU International AB Viera Larsson, Ordbildarna AB cover and staff photos Nicholas John Stevens printed at Temo Mailer AB
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SIPU International AB
Box 45113, SE-104 30 Stockholm, Sweden Dalagatan 7 website www.sipuinternational.se • e-mail email@example.com phone +46 (0)8 698 06 00 • fax +46 (0)8 698 06 10
postal address visiting address
annual report 2012 • SIPU International AB
Two Decades of Public Service Development
e are now reporting on 2012, the 20th year in the life of SIPU International. We are proud of our history and we dedicate a special section in this report to our anniversary in which we try to depict the growth and development of SIPU into what it is today. It is a story about 5 civil servants who became entrepreneurs, overnight and not fully by their own will. By delivering quality services, upholding an ambitious level of corporate growth and applying a sensible recruitment policy, they made the company grow and develop to what it is today. Faint traces of public administration culture can still be spotted, but on the whole the transformation to a contemporary consultancy company is accomplished. What about the next 20 years? SIPU will continue to develop its offer to the public sector, be it in Sweden, Europe or other parts of the world. We will become smarter, sharper and more versatile in our ability to assist our clients, who will be found in a wider spectrum than today. In Sweden, SIPU is mostly known for our professional training of civil servants on central and local levels. We are constantly improving our market position and our offers. We are now the leading Swedish provider of training in such areas as eu-trainings, legal aspects of civil service and public procurement. In the last few years we have strengthened our position on the Swedish market by acquiring framework agreements and assignments for an increasing number of Swedish public agencies. Internationally, we will continue to support reform and facilitate change in the public sector as a contractor to the main donors in development cooperation. But we will also take on new roles. For example, in 2012 we became the only Swedish company and one of few international organisations, accredited to conduct validations for the Extractive Industries Transparency Initiative (eiti).
We are since 2007 part of a Finnish-owned international corporate group, FCG. This brings opportunities to SIPU that we have only just begun to take full advantage of. The next 20 years will witness an increasing number of joint ventures and systematic cooperation between the companies of the group. Together we will develop new products and services and venture into new markets. The most recent effort is the staff surveys SIPU is now launching for Swedish municipalities. It is a service which is exclusively designed for local government and meant to facilitate continuous work with the psycho-social work environment as well as sustainability issues in the workplace. By building up a database with a large majority of Swedish municipalities, the opportunities for benchmarking and analysis will be endless. The service can easily be expanded to Finland and other Nordic countries which will also enrich its usefulness. After 20 years, SIPU International is more dynamic than perhaps ever before. This is accentuated by the fact that we are also in the middle of a generation shift, and all the new staff are bringing new ideas and experience to the table. Small wonder that I am looking forward to the next two decades.
Anders Olin Managing Director, SIPU International AB
Nicholas John Stevens
annual report 2012 • SIPU International AB
regional and local governments. skills and capacity. we can be advisors. Our training events take place in Sweden with Swedes. By working with different participatory techniques for problem solving and training we tap the diversity of personal perspectives and resources to enhance learning and development. hands-on experts. who »get things done«. competencies and values to determine our role. and others. As development consultants we allow for the clients’ experiences. SIPU International employs 40 staff in headquarters and another 50 in project offices abroad.3 The SIPU Story SIPU International is Scandinavia’s leading Our History consultancy and training organisation specialising in public sector development. 1979 1981 1990 1991 1992 2001 2007 2010 2012 SIPU is established as the central public agency for training of civil servants SIPU’s first step on the international arena is taken in Sub-Saharan Africa: Botswana SIPU starts working in Eastern Europe in a series of projects addressing the transition process in the Baltic countries and Russia A cooperation between SIPU and The Mongolian Institute of Administration is established as SIPU’s first project in Asia The public agency SIPU is privatised and SIPU International AB is established The first project in Latin America is started in El Salvador SIPU International AB joins FCG Group SIPU International AB starts providing professional training in Sweden SIPU proudly looks back at 20 years as a private company annual report 2012 • SIPU International AB . the World Bank. SIPU has lent its expertise to over 90 countries across the globe. change managers. or abroad with multinational groups. Our clients include national. Having expertise in-house for our core areas is our warranty for quality. Our assignments and projects are commissioned by donor organisations such as Sida. parliaments as well as private companies and nongovernmental organizations. Currently operating in more than 20 countries. We recognize that every participant has his or her own knowledge and experience. We also have an extensive international network of experienced and senior short-term experts and partner organisations in all areas of public sector development and related fields. We are known for our innovative and dynamic approach to training. the European Union. Depending on our clients’ needs and priorities. We adjust our assistance to our clients’ own path to improve knowledge.
followed by Good Governance and PAR and Public Finance Management. Our increased operations in Sweden and the neighbourhood programmes outside the eu are behind this development. Global Programmes 21% Europe EU 11% As % of Turnover 2012 Africa 9% Asia & Pacific 6% Near & Middle East 2% Latin & Central America 2% Europe non–EU 49% Who we work for In our international assignments we are often contracted by an international donor agency to work with a beneficiary organisation in a given country. As % of Turnover 2012 Good Governance & Public Administration Reform 15% Market Development 11% Civil Society Development 26% Gender Equality 3% Natural Resources & Environmental Management 6% Local Government & Urban Development 1% Swedish Professional Training 10% Public Financial Management 16% Evaluation & Project Cycle Management 12% Where we work The major trend in our geographic presence over the last few years is a concentration to Europe. as key growth areas for SIPU in the coming years. Market Development and Evaluations both represent a fair share. as well as the mena-region. Planning and Technical Management and Administration & Law. the contracting client and beneficiary are the same. our oldest and largest client. Up and coming in 2013 and onwards will be Environmental Management and Urban Development. The chart illustrates the distribution of clients. annual report 2012 • SIPU International AB As % of Turnover 2012 Swedish Public & Private Organisations 11% EU 25% Other 7% Sida 57% . Also increased from 2012 both in relative and absolute terms are the Swedish public and private organisations. SIPU will from now on offer both training and consulting in Public Procurement. This is in line with SIPU’s strategy for growing both in Sweden and abroad. This share has increased from last year mainly due to the large cso assessment assignment. eu Project Cycle Management. Often.4 Our Business What we do SIPU International has a wide range of services which are organised into business areas. 57% of our business is with Sida. In 2012. Swedish Professional Training is an important and growing area which we will now split into subdivisions as business areas. Our presence in Africa decreased slightly in 2012 but we see East and Southern Africa. The beneficiaries for each assignment are listed on page 8 and 9. Civil Society Development has dominated in terms of turnover.
FCG have been involved in creating well-being in more than 5 000 projects across the world with the experience of implementing complex. FCG’s international subsidiaries are: • Anzdec Ltd. (Adm. The domestic subsidiaries in Finland are: • FCG Training and Consulting Ltd • FCG Design and Engineering Ltd • FCG Knowledge Management Ltd • FCG International Ltd. decision-making support and operational development to community planning with attention to environmental values. Estonia • Finnish Consulting Group SRL. large-scale development projects in all our main sectors. Ari Kolehmainen. Sweden • POVVIK AD. The number of FCG Group’s employees is approximately 700. This is done by combining core project management capabilities with substance expertise. The turnover of 2012 was 66. These partnerships include universities and other educational establishments. New Zealand • Oü Invicta. in cooperation with a variety of expert organisations globally.5 Our Corporate Family SIPU International is one of seven international subsidiaries of FCG – Finnish Consulting Group. M.Sc. private consultancies and other companies. Romania • SIPU International AB. »FCG – Working for well-being« annual report 2012 • SIPU International AB .5 million Euros for FCG. The strategy is to provide services tailored to meet the specific needs and requirements of FCG’s various clients.). economic and social research organisations. ngos and independent consultants. FCG produce services ranging from FCG’s subsidiaries operate directly under the parent company. FCG’s main owner is the Association of Finnish Local and Regional Authorities with ownership of 94%. a multi-industry consulting company operating worldwide. public sector organisations. The Managing Director of FCG is Mr. Bulgaria.
sipuinternational. Rep of Congo Denmark Dominican Republic East Timor Ecuador Egypt El Salvador Estonia Ethiopia Finland Gambia Georgia Ghana Guatemala Guyana Haiti Honduras Hungary India Indonesia Iraq Israel Jamaica Jordan Kenya Kosovo Kyrgyzstan Laos Latvia Lebanon Lesotho Liberia Lithuania Macedonia Malawi Mali Mauritius Moldova Mongolia Montenegro Morroco Mozambique Namibia Nepal Nicaragua North Korea Norway Pakistan Palestine Panama Peru Poland Romania Russia Rwanda Senegal Serbia Seychelles Sierra Leone Slovakia Slovenia South Africa Sri Lanka Sudan Sweden Switzerland Syria Tajikistan Tanzania Thailand Tunisia Turkey Uganda Ukraine United States Uruguay West Bank & Gaza Vietnam Zambia Zimbabwe See also www. See page 16–17. Nicaragua: In Nicaragua and two other countries in 2012.se Where We Work Albania: SIPU is supporting the Albanian ombudsman to protect and promote human rights and the rule of law in Albania. SIPU piloted a »reality-check« approach to evaluation. See page 15. which involves immersion in the communities receiving Swedish support.6 Afghanistan Albania Algeria Angola Armenia Bangladesh Belarus Benin Bhutan Bolivia Bosnia-Hercegovina Botswana Brazil Burkina Faso Cambodia China Colombia Costa Rica Croatia Dem. SIPU’s Presence 1992 – 2011 SIPU’s Presence 2012 annual report 2012 • SIPU International AB .
Kenya: SIPU helped develop a National Urban Development Policy for the Ministry of Local Government. Ukraine: In Ukraine SIPU is running a 4 year Budget Reform and Aid Management (BAM) project.7 Sweden: In 2012 SIPU greatly expanded its popular courses offering to Swedish civil servants. Vietnam: In 2012. See page 23. See pages 18–19. 80 public officials from South and East Asia came to Stockholm for training in Local Environmental Management in Urban Areas. See page 14. annual report 2012 • SIPU International AB . See pages 12–13. together with the Ministry of Finance. developed to strengthen the role of civil society in the Western Balkans and Turkey. Turkey: SIPU is leading the Technical Assistance to Civil Society Organisations (TACSO) project. See pages 20–23.
8 SIPU Projects 2012 – Ongoing and Finalised Project title Country Client Financier(s) Value of contract in EUR AFRICA AND MIDDLE EAST Evaluation FWC: Mid-Term Review of the Malonda Program. Support African Union Advisory Board Against Corruption MD-FWC: Consultancy Support to the Ministry of Agriculture to Conduct a Survey on Value Chains for the Agricultural Sector Development Support Programme (ASDSP) Evaluation FWC: Evaluation of Liberia Dujar Association Evaluation FWC: Review of Two Facilitators – The Swedish Geological Survey (SGS) and the Swedish Trade Council (STC) MD FWC: ToR Development to the Project Maghreb Regional Project – Public Employment Services in Algeria. Kosovo Sida Sida (call off) Sida Sida Dfid Sida Sida NUFFIC Sida Sida Sida (call off) EU Uppsala University Uppsala University Swiss Development Cooperation DANIDA Sida EC (call off) Sida (call off Sida 3245 1 055 635 66 752 956 926 37 085 115 349 38 745 2 186 393 1 556 502 59 900 66 752 309 412 793 405 177 331 661 186 2 803 793 89 746 315 053 214 585 ASIA EUROPE Evaluation FWC: Evaluation of Sida’s Support to Bir ZeitUniversity Media Development Strengthening of the State Audit and Administrative Control Bureau Development of a Master Programme in Public Administration Implementation of a Master Programme in Public Management Technical Assistance to Implement One-Stop Shop Public Service Delivery in Bhutan Danish Support to the Albanian Ombudsman Support to the Albanian Ministry of Interior (MOI) / Albanian State Police (ASP) on Community Policing Lot 11. Liberia PA/Demo. Morocco and Tunisia NIMES National Integrated Monitoring and Evaluation System PFM Reform Strategy Support to Audit Services. PFM Support in Liberia Support to the Development of Market & Value Chains in Agriculture in Liberia EDF – Long-Term Technical Assistance to the General Auditing Commission. Support to the Treasury Service of the Ministry of Finance of Georgia PA/Demo. July 2010 – June 2013 PA/Demo. Sector Support to Education and Forestry in Kosovo EU-Ukraine Advisory Services. Tanzania Kenya Liberia South Africa Sida Sida Sida General Auditing Commission Sida The Government of Kenya Sida Sida Sida (call off) Sida (call off) Sida EC Sida (call off) 99 000 246 200 100 000 800 000 50 967 Sida (call off) Sida (call off) Sida (call off) 81 000 32 859 26 022 Regional Kenya Kenya Sierra Leone Mozambique Kenya Mozambique Regional/ Africa Regional/ MENA Palestine territories Palestine territories Vietnam Vietnam Bhutan Albania Albania Georgia Kosovo Ukraine Sida The Government of Kenya Sida Auditor General Sida Ministry of Local Government Local government ICLD Sida Sida State Audit and Administrative Control Bureau Uppsala University Uppsala University The Government of Bhutan Albanian Ombudsman Albanian State Police Ministry of Finance. Sierra Leone Consultancy Support to EDM Mozambique National Urban Development Policy in Kenya Strengthening IFAPAs Municipal Training ITP – Local Democracy and Self-Governance ITP – Human Rights Towards Gender Equality. (PA/Demo FWC) annual report 2012 • SIPU International AB . Georgia Swedish Embassy. MENA Region Mozambique Liberia Liberia Liberia Ethiopia.
9 Value of contract in EUR Project title Country Client Financier(s) EUROPE TACSO – Capacity Building of Civil Society in the IPA Countries (Western Balkans and Turkey) PHASE 2 Regional/ Balkan EU Georgian Foundation for Strategic & International Studies Sida Ministry of Local Government Sida Ministry of Finance USAID & Sida Chemonics International Sida/ Naturvårdsverket Various public sector clients Various public sector clients The Swedish Public Employment Service Sida Sida Sida Swedish Chemicals Agency (Kemikalie-inspektionen) SCB Swedish National Employment Agency (Arbetsförmedlingen) Sida Government of Dominican Republic Sida Sida DANIDA Sida Sida Sida Sida EU 6 908 676 Capacity Building of Georgian Leadership State Tax Service of Ukraine Public Administration Reform Capacity Development of the Entity Associations of Municipalities and Cities Budget Reform and Aid Management in Ukraine Fostering Interventions for Rapid Market Advancement (FIRMA) Governance Accountability Project (GAP) 2 ITP – Environmental Governance and Management with EU Focus Georgia Ukraine Serbia Bosnia & Herzegovina Ukraine Bosnia & Herzegovina Bosnia & Herzegovina Regional/ Balkan Sweden Sweden Sweden Sweden Sweden Sweden Sweden Sweden Sida Sida Sida Sida Sida USAID & Sida Sida Sida/ Naturvårdsverket Various public sector clients Various public sector clients The Swedish Public Employment Service Sida (call off) Sida Sida (call off) Swedish Chemicals Agency SCB Swedish National Employment Agency Sida (call off) EC 739 064 513 205 936 854 133 000 2 450 980 3 282 949 85 350 52 073 835 557 213 440 183 500 38 521 2 808 989 92 255 112 506 92 988 SWEDEN Training Courses for the Swedish Public Sector Customised Education and Training Course Administrative and Mentor Support Evaluation FWC: Review of Sida’s Program for Development Research (U-forsk) Organisational Assessments of Civil Society Organisations (CSO) in View of Possible Qualification as Sida’s Framework and/or Strategic Partner Organisation MD FWC: M4P (Making Markets Work for the Poor) Training Mid-Term Review of the Swedish Programme Global Development Cooperation in the Area of Chemicals SCB International Payroll Services ITP – Administration Services National Employment Agency 3 Sweden 26 679 GLOBAL LATIN AMERICA Evaluation FWC: Evaluation of Support to Political Parties in Bolivia Dominican Republic IDOM CSO Reality Check: A Multi-Year Results-Oriented Evaluation of Sida’s Support to Civil Society Actors in Developing Countries via Swedish CSOs MD FWC: Support to PIDG Evaluation of the Danida’s Fellowship Programme (DFP) ITP – Local Environmental Management in Urban Areas ITP – Human Rights Towards Gender Equality. Global ITP – Private Sector Growth ITP – Strategic Business Management Bolivia Dominican Republic Global Sweden Global Global Global Regional/ Africa Regional/ Africa 67 838 18 487 Sida Sida (call off) DANIDA Sida Sida Sida Sida 591 716 12 400 190 532 2 813 895 2 903 836 1 993 750 1 984 000 annual report 2012 • SIPU International AB .
By combining expert lectures on the Swedish experience. ● Before I came here I could only see the tip of the iceberg. The programme supports participating organisations’ own plans for change by offering participants a Swedish mentor with expert knowledge on change management and environmental management. Indonesia. environmental management methods and global trends with field trips and group work and discussions. as part of its bilateral development assistance. Project countries: China. Bangladesh. The programmes are designed for key individuals qualified to participate in important reform processes in their home countries. Local Environmental Management in Urban Areas project brief ITP Local Environmental Management in Urban Areas ● SIPU International in collaboration with sweco Environment executes an International Training Programme on Local Environmental Management in Urban Areas targeted at Countries in South East Asia. where environmental management is a key element of the work. SIPU International supports and strengthens the participants’ home institutions in their efforts for change at organisational and sector levels. Participant. the programme aims at strengthening the participants’ capacity in the field of Local Environmental Management in Urban Areas with a main focus on increasing participants’ ability to prioritise where resources are scarce. Participant. North Korea and Vietnam. we apply a highly participative approach where all participants contribute their respective experience and knowledge. The programme draws participants from local or regional environment administrations or other local/regional authorities. In all training-related services. Cambodia. India. The programme also welcomes participants from private sector firms that collaborate with local environmental authorities or ngos working locally.10 Business area: International Training Programmes Bringing the World to Sweden International Training Programmes (ITPs) are financed by the Swedish International Development Cooperation Agency (Sida). Previously the programme targeted Africa and Eastern Europe. By organising ITP programmes. Local Environmental Management in Urban Areas annual report 2012 • SIPU International AB . The planning of the programme is very relevant to my professional needs.
Tanzania. Rwanda. changing consumer preferences and globalization of markets are creating challenges and opportunities for businesses everywhere. The training programmes are interlinked running parallel with common sessions opening up for dialogue between the two groups. ● The programme gave me knowledge of practical tools and strategies required to affect change in my own organisation. regional and Swedish perspectives on how to promote private sector development. executes two new International Training Programmes in Private Sector Development: Private Sector Growth and Strategic Business Management. SIPU International. Europe: Bosnia & Herzegovina. and to strengthen collaboration between the private and public sectors for better functioning markets and improved integration in world trade. in close collaboration with Jarskog Konsult. Ukraine. The programmes support individuals and teams in their work to develop plans for change and combine international. Participant. Ethiopia. Target countries: Africa: Kenya. New technology. Uganda. Moldova. Kosovo. Private Sector Growth targets key officials working with national private sector development and Strategic Business Management is designed for business leaders. Georgia. Private Sector Growth annual report 2012 • SIPU International AB . The objective of these programmes is to contribute to the development of a dynamic and sustainable private sector.11 project brief ITP Advanced International Training Programmes in Private Sector Development ● The world is rapidly changing and business leaders are at the sharp edge of this transformation.
as partners of government in policy dialogue or as participants in the wider process of societal reform. insufficient organisational capacity is common. especially among organisations in rural areas. as it does. funding mechanisms. good governance and the rule of law. Civil society organisations have reached different levels of development and effectiveness. Each country programme is firmly based in the local civil society context and is governed by a local advisory board with stakeholder representation including national csos.) to training and advocacy campaigns. The Technical Assistance to Civil Society Organisations (tacso) project is a large scale effort to support civil society in all eight ipa countries. At the same time.12 Business area: civil society DEVELOPMENT Strengthening the Voice of Society Civil society has the potential to contribute to development and the further democratisation in many countries. whether as legitimate advocates with and for citizens. and they exhibit diversity with regards to type of activity and degree of capacity development. . Services are provided during annual report 2012 • SIPU International AB ●A a period of four years until August 2013. through measures aimed at strengthening the institutional framework for civil society actions as well as through capacity development of individual organisations. Needs assessments conducted by the project show that currently csos have limited influence in decision-making processes. Although there are many strong organisations. On the request of Sida. Coordinated from a hub in Sarajevo. Concrete action will spur others and create a momentum to develop a sense of common agenda and strengthen cohesion in the third sector. Based on the success created by tacso. and that the results are sustainable. Civil Society Organisations (csos) can help transform their societies by promoting basic values of democracy. etc. representing. government bodies and donors. The project has access to both regional and international experts who assist the organisations in the further strengthening of their capacities. human rights. SIPU International has during the last ten years acquired substantial experience of assisting and facilitating civil society development. they share a number of key challenges to becoming significant actors in the development of their own country. SIPU International. together with four European ngo partners was awarded this ec contract in 2009. covering both regional and national issues and dimensions. project brief Strengthening civil society in Western Balkans and Turkey strong Civil Society plays a key role in the European harmonisation process. They can drive forward required reforms that will assist the countries concerned in their aspirations to become eu members. legal improvements. project activities span from institutional framework interventions (policies. the European Commission has decided to extend the project through a third phase of cooperation. a wide range of interests and alternative views in society. The project involves over 30 professionals in ten offices all over the region. This approach ensures that the programmes are relevant and addresses the actual needs and challenges of the csos in each national setting. SIPU International has also developed a methodology for assessment of civil society organisations’ capacity.
tacso. exchange of experience. The project reaches out and provides assistance also to smaller organisations in remote areas. this strategy is focused on assisting the countries of South-East Europe for accession to the EU. The primary means of assistance are capacitybuilding activities such as trainings. During TACSO tenure we have delivered over 200 trainings on various topics. Developing and managing eu funds. partnerships and information events both at the national and regional level. coaching. ● Technical Assistance to Civil Society Organisations Western Balkans and Turkey. The main expected outcomes of this project are: • Strengthened capacity of csos to further their agenda. Another important instrument of learning and informationsharing is the regional web portal with links to eight national web sites. issues concerning the institutional framework for civil society as well as regional networking have become increasingly important. Civil participation in the decision making process and cso management. The EU has created the Instrument for Pre-accesion (IPA) for this purpose. and with developed programmes. Advocacy and lobbying. Bosnia and Herzegovina. Particular attention has been given to the task of designing support schemes which are flexible enough to respond to both the needs of more advanced and the less developed csos. August 2009 – August 2013 For further information visit www. advising. FYR of Macedonia. and networking activities such as kick-offs. In all our trainings. based in capitals. The most advanced csos. etc.org. Today. As project implementation has progressed. The first training topics include Fundraising for csos. and thereby • Increased influence of csos in democratic decision-making processes • Improved capacity of csos in service delivery • Strengthened cooperation and networking among the csos and between external stakeholders and csos • Raised public awareness of civil society and its organisations. The instrument finances projects in Albania. benefit from regional meetings and trainings together with like-minded organisations from the other ipa countries and eu member states. Montenegro. Kosovo under UNSCR 1244/99. Palle Westergaard Team Leader TACSO annual report 2012 • SIPU International AB .13 The enlargement of the European Union has been pursued as the principal means of ensuring lasting peace and stability. Croatia. Serbia and Turkey. European Commission. we applied a participative approach using inclusive methodologies and encouraging dialogue and debates. e-learning.
its administrative support systems as well as support to service delivery areas. urban investments. The Government of Kenya has emphasised the need for a nation-wide consultative process and much of the work has focussed on this ambition. The purpose of the policy is to enhance the role and contribution of urban centres to national socio-economic development and to strengthen governance. as well as in the drafting of the entire nudp. delivery of infrastructure and related services to contribute to Kenya’s Vision 2030. National Urban Development Policy for Kenya ● SIPU has. such as thematic work groups. SIPU supports the development of local government institutional frameworks and governance structures. to make it happen. Recent services provided by SIPU include: • Integrated municipal development. Local government development is usually broader and involves support to the entire governance structure. social needs and economic development under one accepted vision. ● annual report 2012 • SIPU International AB . based on the specific urban profile. We have provided input to the communication strategy and conducted benchmarking visits. environmental conditions. consultative meetings. SIPU has taken part in and supported all parts of the process. including housing support centres • Participatory planning • Environmental urban sustainability • Local area planning • Institutional development and human resources management • Municipal financial management and budgeting • Development of service delivery on local level and coordination of service delivery mandates for other public sectors. environmental and geographical/ spatial factors are planned. development planning. dissemination of the preparation process. What remains to be done is the dissemination of the new urban policy. Such a sustainable plan integrates the spatial development. social. provided support to the Ministry of Local Government to facilitate and backstop a stakeholder-driven process leading to the formulation of a National Urban Development Policy (nudp). effective support systems and gives advice regarding the scope and content of service delivery. built on comprehensive urban planning • Township upgrading and community development • Innovative and ecological solutions to low cost housing. It sets out the principles for decision making. SIPU’s approach to urban development is project brief that it is an integrated process in which the economic. in collaboration with a Kenyan Consultant.14 Business area: Local government and urban development New Challenges for Urban Planners Effective and service oriented local government makes a difference for poor people. This policy has been endorsed by Cabinet and passed by the National Legislature. Strategic urban planning is a tool for the management structure.
including the asp. are better able to deliver services to reduce incidents of domestic violence. prison monitoring and the ombudsman presence at the local government level. Political and economic institutions that are inclusive contribute to making socioeconomic development sustainable and fair and equitable for all citizens. The project aims at improving asp’s ability to provide security and safety with the citizens’ needs in focus. 3. local government. 2. Stakeholders dealing with domestic violence. The implementation of an evidence-based Performance Management System. A strong state counterbalanced by a strong civil society helps to ensure accountability upwards as well as downwards and creates conditions for democracy to function. Furthermore it aims at increasing the public trust in asp and willingness to cooperate to reduce crimes. ● project brief Support to the Albanian Ombudsman ● SIPU and Danish Institute for Human Rights (dihr) has been awarded a Danida funded project in support for the Albanian Ombudsman. awareness campaigns. Project activities entail a number of studies. This will allow the asp to track their performance and be able to strategically deploy suitable resources to support activities in an effective and efficient manner. cooperation with media and civil society. The project has three goals: 1.Business area: Good Governance and Public Administration Reform 15 Building Effective Institutions & Governments The state. rule of law and accountability are the basis of political order. project brief Community Policing in Albania ● Since March 2012 SIPU runs a project together with the Albanian State Police (asp) on Community Policing. The police are able to solve and prevent more crimes with the assistance and cooperation of the public. The project is sponsored by Sida and will go on until 2015. ngos and communities. central government. Improved coordination between the asp and other actors to ensure adequate treatment of domestic violence cases The project is coordinated by a Project Management Team (pmt) with a staff of six. In addition to pmt’s own capacity a number of project activities is being implemented by local partners that Albanian Ombudsman Mr Igli Totozani (in the middle) are contracted to the project. The project will run for four year and includes cooperation in the fields of strategic planning. ● annual report 2012 • SIPU International AB . Increased trust and level of cooperation between the asp. trainings. seminars and also the establishment of a small grant scheme for strengthening relations between the police and the public.
With close connections and contacts with leading experts and research centres within the global evaluation community. • High quality evaluations should be useful. Through a close dialogue with the commissioner. Understanding the information needs of our clients/commissioners is therefore a primary focus when designing and carrying out evaluation assignments. ● annual report 2012 • SIPU International AB . transparency and accountability in policy-making. social and organisational learning. implementation and qa of evaluation projects. The unit brings a comprehensive expertise in this business area guaranteeing quality design. SIPU International – in collaboration with Oxford Policy Management – carried out an evaluation of Danida’s Fellowship Programme (dfp). with an aim to contribute to both accountability and learning. To this end. Evaluation has become a core competence for SIPU International and is today one of our fastest growing business areas. To us. It is promoted and advanced as a key tool for ensuring development effectiveness. we established an Evaluation Unit with three full-time staff committed to constantly improving our evaluation work. project brief Evaluating Danida’s Support to Capacity Development in Developing Countries ● In spring 2012.16 Business area: Evaluation and Project Cycle Management Finding Out What Works and Why Evaluation has a central role to play in today’s international development cooperation. including both short courses and longer-term postgraduate study. expanding our services across clients. The purpose of the evaluation was to document and assess the activities supported by Danida. The objective of the dfp is to support capacity development in developing countries through the organisation of a wide variety of different types of training activities. thematic areas and methodologies. this means that: • High quality evaluations should be based on well-grounded methodologies and carried out by professionals. the Evaluation Unit staff have extensive experience of both managing and conducting all from rapid assessments to largescale. and by involving main stakeholders throughout the evaluation process. professionalism is our guiding value. complex evaluations. We only work with qualified evaluation consultants with proven track records in carrying out evaluations. as well as the framework and processes for achieving the results. and related results. the evaluation assessed the different achievements of the programme. When SIPU International carries out evalu- ations. we ensure utility of our evaluations. In 2012.
● annual report 2012 • SIPU International AB . Nicaragua during the pilot phase of the Reality Check Evaluation. Transparency in the method. these criteria were operationalised by SIPU International in order to be applied in the organisational assessments. This innovative evaluation is using a bottom-up perspective (a so-called Reality Check) where the voices of poor and discriminated people are at the very centre. project brief A Multi-Year Evaluation Based on Poor People’s Perspectives ● In June 2012. the evaluation team uses immersions (i. via Swedish Civil Society Organisations (csos). as well as to allow for continuous dialogue with Sida concerning policy and methodological work. participant observation and listening. As part of the assignment. SIPU International carried out organisational assessments of 17 csos seeking to qualify for framework agreements with Sida. to civil society actors in developing countries. ● project brief Civil Society Organisations’ Qualification as Sida’s Framework Organisations popular movements have been key players since the emergence of the Swedish Government’s bilateral development cooperation work. in order to observe changes. To collect these voices. csos are assessed against a number of qualification criteria. The main purpose of the evaluation is to explore how and why (or why not) this support contributes to the overall objectives of Swedish support – that is. the process and the results is integral. The evaluation started in August 2012 with a pilot study in Nicaragua. ● Swedish Starting in the summer 2012. overnight stays in people’s homes or nearby). to create conditions to enable poor and discriminated people to improve their living conditions and quality of life. The assessments will be used as support in Sida’s upcoming decisions concerning the possible qualification of these organisations as framework organisations. As of 2012. to support long-term approaches to the planning and implementation of activities. SIPU International – in collaboration with the Institute of Development Studies (ids) and iod parc – was contracted by Sida to carry out a multi-year results-orientated evaluation of Sida’s support. Pakistan and Uganda and will continue with two follow-ups in 2013 and in 2014.17 Members of a household in Chinandega. The system of framework agreements was established in order to grant these organisations greater freedom.e. Support via csos has represented approximately ten per cent of Sida’s total funds since he 1980s.
budget and expenditure management and institutional and organisational change. especially within public financial management. Assessing these links is a key aspect to a successful implementation of any reform process. accountability and transparency. Effective Public Financial Management has a strong potential to contribute to poverty reduction by among other things improving the allocative efficiency of the state budget. audit and internal control and revenue management. The first aims at enhancing the Ministry’s capacity to manage external resources.18 Business area: public finance management Stewarding Public Resources for Public Good Public Finance Management (PFM) is about ensuring that public resources are used effectively. effective governance and democracy. SIPU International has a strong track record in all sub areas of pfm such as budget formulation and mtefs. donor coordination procedures and a procedures manual) and various capacity building activities. annual report 2012 • SIPU International AB SIPU International adopts an integrated project brief Supporting Budget Reform and Aid Management in Ukraine ● In Ukraine SIPU runs the Budget Reform and Aid Management (bam) project. It is not an end in itself but a means to enhance the benefits and development of other areas such as social service delivery. The bam project is financed by Sida and is implemented by a team of six permanent staff and more than ten temporarily engaged experts. ending 2013. The support for reforming the budget process includes introduction of a comprehensive macroeconomic and budgetary forecasting model (adapted to Ukrainian conditions). This has been done by introducing a new programming cycle for donor coordination (including external monitoring systems. plans of activities. mtef ) and capacity building (by delivering a series of seminars and workshops). approach to Public Financial Management. together with the Ministry of Finance. The four year project. has two components: aid management and budget reform. efficient and transparent management of public finances. With an integrated approach we are able to combine strengthened public finance management in systems and organisations with a sector perspective and its objectives. not least the links between policies. ● . performance budgeting. SIPU International has a clear understanding of the relationships between political and institutional processes and policy reform. It entails the development of systems. revision of the annual budget calendar (to include Medium Term Expenditure Framework. organisations and frameworks which should enable effective. natural resource management. improved strategic planning by elaboration of new forms and instructions for budget requests. annual work plans and budget instructions (described in a methodological booklet).
● annual report 2012 • SIPU International AB . An important result of this support was the elaboration and adoption of a Kosovo Education Strategic Plan for the Education Sector 2011–2016 – the kesp. strengthened ownership on behalf of the government and further alignment of donor support to national priorities. development partners and civil society organisations. Thereafter the capacity building and education reform project aimed at designing a programme based approach and to assist and support the Ministry in elaborating essential building blocks and mechanisms for a swap to education. In the Strategic Plan the Government states that the objective is to channel project brief ● Improvements all significant funding to the education sector towards supporting the government priorities and interventions. A Joint Annual Review was organised for the first time in 2012. In Kosovo SIPU International has assisted the Ministry for Education. which SIPU International helped organise. The Education Sector is among the first Sector Wide Approach in Kosovo and has served as an example also for other sectors in adopting similar approaches. These stakeholders jointly reviewed progress made and identified main priorities for the coming year and beyond. Science and Technology (mest) in adopting a Sector Wide Approach (swap) for its entire operation.19 project brief A Sector Wide Approach to Education in Kosovo in Public Financial Management is also a means to enhance aid effectiveness as well as external control and accountability for donor funded projects. Revenue management related to extractive indus- tries is an area of growing importance in many developing countries. This has helped to achieve better coordination of efforts and enhance the quality and effectiveness of the education system. capacity building and the development of it systems. First the support was directed to enhance the capacity in planning and budgeting though a road map for the education sector. The review was a two day conference. service delivery and sustained growth. With a Strategic Plan in place ongoing and future external support to the Ministry is aligned to the plan. SIPU international assist donor agencies in assessing and managing fiduciary risks as well as setting up more effective donor coordinated mechanisms with joint frameworks for expenditure management. risk assessments. SIPU International became the only Swedish Consultancy firm accredited to carry out validations at country level within the Extractive Industries Transparency Initiative. in particular through supporting organisational development of tax agencies. ● Increasing Transparency in Extractive Industries ●A country’s ability to generate revenues is an important aspect of public financial management and a key element towards ensuring government accountability. This joint approach has led to increased coordination of sector activities. In 2012. It gathered most of the important stakeholders of the sector from government. results frameworks and monitoring and evaluation. SIPU International has longstanding experience working within revenue management. The Extractive Industries Transparency Initiative (eiti) is a global standard for revenues from natural resources which aims to strengthen governance by improving transparency and accountability in the extractives sector. Every year a sector progress report is developed reporting on progress made and challenges ahead. Work has primarily been focused on organisation change.
SIPU offers eu courses that help applicants and project managers avoid the most common traps and to develop realistic projects with achievable goals. comprising of 40 full days of tailor made eu training delivered to officials in municipalities. public procurement and office administration. SIPU offers a comprehensive selection of professional courses focused on improving and sustaining an efficient public administration. financial officers and administrators. National and local administrations need to stay up-to-date on administrative rules and regulations. It made me want to go on more SIPU courses. ● funding offers opportunities to implement development projects that may not otherwise have been possible in public administration offices or municipalities. business area: ● eu EU Project Cycle Management and regional authorities in South Sweden. is very demanding. while complying with audit requirements. rules and regulations are numerous and financial controls stringent. eu projects boost professional network building. Clients may send personnel to our open courses or contract us for tailor made training in their own premises. Managing an eu financed project. SIPU’s Public Administration & Law course annual report 2012 • SIPU International AB . but also in inter-related areas such as project and personnel management. This training reaches 260 participants in 8 different training programmes. create transnational collaboration opportunities and add significant value to participating organisations. universities. This provides the clients an opportunity to receive training tuned to their own needs. county councils Exceeded expectations. between September 2012 and June 2013. In May 2012 we started a new major training programme. Or even to work there! Participant. however.20 Business area: Swedish Professional Training Professional Training for Swedish Civil Servants An efficient public administration requires continuous training and capacity development of its staff. Participating in our eu courses is relevant for project managers as well as project team members. Examples of open eu courses offered by SIPU in 2012 • Applying for eu funding – from idea to successful grants application • Planning an eu project – reach goals through strategic project and communications planning • Managing an eu project – from start to final reporting • Financial management of eu projects – from budgets to audit • Archiving an eu project – documentation and secure archiving • eu funds – how to find the right funding for your project.
confidentiality and secrecy. No authority wants to be held responsible for impermissible procurement. regardless of the number of years in a specific position. bribery and other irregularities. but also because legislation and practice is continuously changing. SIPU as a statutory organisation ran procurement training. ● is a well-known provider of training in public administration and law for officials in public administration and government offices in Sweden. The requirement that public authorities follow lou exactly is increasingly enforced. partly because of personnel changeover. measure and evaluate quality in health and social care service procurement under LOU • Strategic procurement for purchasing authorities • Contract administration in practice. Even before that. legal advisors/solicitors. ● annual report 2012 • SIPU International AB . Examples of courses in Public Administration and Law provided in 2012: • Administrative law for managers in the public sector • Managing and processing administrative cases • Processing and presenting administrative cases • Public access and secrecy for legal practitioners • News and cases in public access and secrecy for legal practitioners • Public access and secrecy for registrars • Advanced course on public access and secrecy for registrars • Systematic prevention in public administration of corruption. They target a broad spectrum of professionals. The Administration and Law courses offer expert presentations combined with opportunities for individual questions and case discussions. Currently there is a significant generational shift that leads to newly recruited staff with great training needs. Examples of courses within the public procurement business area are: • Basic and continuation course in public procurement • Clear specifications and effective requirements definition • Procurement of consultants and services • • • • Competitive dialogue Public procurement of building contractors Practical contract law Procure. We believe that there will continue to be a major demand for training in this sector. whether employed as officers.21 business area: ● SIPU Public Administration and Law In 2012 SIPU’s Public Administration and Law courses were more popular than ever before. assistants or registrars. especially having good knowledge of the complicated legislation related to open access to public documents and rights to privacy. Officials need to keep up-to-date in order to possess proficiency in the handling of cases. managers. There is a steady demand for training in this area. SIPU has run training courses on procurement since the Public Procurement Act (lou) came into force in 1992. business area: ● SIPU Public Procurement is one of Sweden’s largest training providers in public procurement and offers open courses as well as tailored training from basic to advanced levels. or for the use of tax revenues in a careless manner. Public procurement is an expanding area today.
● staff surveys for swedish municipalities The Workplace of the Future – Development and Learning in Municipalities SIPU has worked with personnel and organisational development at national and local government levels since the 1970s. The staff survey is specifically designed with municipalities’ reality in mind. Our vision is to provide municipalities throughout the country the possibility of developing knowledge collectively. the database grows and provides an increasingly valuable statistical base for comparative and trend analyses. annual report 2012 • SIPU International AB . Through a combination of the company’s long experience and a new specially designed survey instrument we can now offer municipalities a unique support tool for both personnel and work environment development. available to all Swedish municipalities. almost 500 people have been through SIPU’s highly regarded courses in urban development and technical management. Some examples of our most popular courses • Land development agreements • Coastline protection • Strategic local resource planning for flexible and functional school premises • Exterior property management and client management • Estimating and price-setting of contracts and in-house contract work • Efficient winter maintenance and qualityassured urban and street cleaning • Strategic local resource planning for high quality housing for the elderly. research findings and information. The survey’s accurate and relevant results create the conditions for successful improvement programmes. The year 2012 saw the launching of a new initiative in the form of staff surveys for municipalities. The business area continues to see great demand and today we have some of Sweden’s leading authorities in their respective areas as course leaders. As municipalities join the system. and has wide experience from Sweden as well as from our international work. The instrument has been developed during 2012 and will be provided as an established service during 2013. SIPU collects and collates all the information in a database.22 business area: Urban Development and Technical Management ● SIPU has offered courses in urban development and technical management since 2010. Since 2010. Today SIPU has a broad range of high quality courses in this area. Municipalities will be able to compare one another against common benchmarks and learn from one another’s best practices. and make available to them practical examples.
Each of these change agents has implemented at least one change project in order to effect and change social and institutional structures that lead to increased gender equality. Over 200 change projects have been implemented in eleven countries. we believe that the core of all gender equality work is change management. From 2007 the program has trained and strengthened over 200 change agents in decision making roles in institutions and organisations in the field of human rights and gender equality. regardless of whether they are born male or female. SIPU has conducted three international programmes in Local Environment Management in Urban Areas with specific focus on Asia. At SIPU. SIPU International provides services in both urban and rural settings in response to these challenges. ● annual report 2012 • SIPU International AB . Changing social structures and norm systems is not an easy task. Coastline Protection in Municipal Planning is an example of a course targeting the Swedish market. such as urban sustainability reviews and domestic and international training in this sphere. whilst also carrying out projects with gender equality as the main objective. project brief International Training Programme in Human Rights towards Gender Equality ● Gender equality is fundamentally a human rights issue. responsibilities and opportunities in life and enjoy equality in law. Gender Equality – a Human Right Gender equality and women’s empowerment are essential for meeting the aspirations of inclusive and sustainable development. and calls for cross-cutting actions to be carried out by highly-skilled practitioners in partnership with our stakeholders and target groups. It is both an objective in itself as well as a necessity for long-term sustainable development. We believe that bringing genderperspectives and tools into all our development work helps obtain far better results. SIPU seeks to incorporate gender-approaches and methodology into all our projects. During 2012 SIPU International completed one of its largest International Training Programs: Human Rights towards Gender Equality. and for secure income.Business area: Natural Resource & Environmental Management • GENDER equality 23 Managing Sustainability The year saw continuing evidence of the impacts of climate change and challenges in raw material supplies. Our natural resource and environmental management activities appear in a number of guises. Gender equality means that all human beings have equal rights. Continued rapid urban growth is testing the capacities of local governments to respond satisfactorily to residents’ expectations for safe and healthy living conditions.
Gender equality has been a central focus throughout the project. innovative. This 5 year project is jointly funded by Sida and usaid and aims at developing and establishing international competitiveness within three selected sectors in Bosnia and Herzegovina (wood. advising on new public-private co-financing initiatives to developing terms of reference for technical assistance projects and carrying out evaluations and studies. increase opportunities for women in the labour market and raise awareness of gender equality issues at work. ranging from providing training in the m4p approach for Sida staff. areas of importance in creating an enabling business environment as well as promoting a more dynamic. diverse and fair private sector. leading not only to increased incomes and access to markets for individuals but also to increased resources for the governments for spending on institutional reform. is involved in the Fostering Interventions for Rapid Market Advancement (firma) project. ● project brief Fostering Interventions for Rapid Market Advancement ● SIPU. FIRMA supported furniture suppliers exhibiting at the international furniture fair in Cologne. The overall objective of the project is to put Bosnia and Herzegovina on the road to eu accession by helping to develop a more competitive and robust private sector. through activities that promote female entrepreneurship. education and health care. annual report 2012 • SIPU International AB in consortium with Cardno Emerging Markets Group. Support provided by SIPU has been diverse in nature. The private sector and public institutions both play important roles in bringing project brief about economic development for all – inclusive economic development is only possible with effective and transparent institutions that are responsive to citizen’s needs. Continuous Support to Sida’s work With Market Development ● SIPU International is the lead firm in a consortium providing Sida with on-going strategic and policy guidance as well as undertaking specialist technical assistance assignments. SIPU’s approach lies in applying these core competencies in engaging a diverse range of actors ranging from business enabling institutions and entrepreneurs. Constantly building upon its strengths whilst developing innovative and forward-thinking initiatives.24 Business area: Market Development Supporting Inclusive Economic Growth Economic growth is an important contributor to development. SIPU is a strong partner in market development – an area that is increasingly viewed as a key component of the global development agenda. infrastructure. ● . SIPU has a long tradition of working in projects for public reform and institutional capacity building. metals and tourism) as well as to strengthen the capacity of business sector membership organisations. regulatory bodies and civil society organisations.
25 The Board of Directors and Managing Director of SIPU International AB Corporate Identity Number 556448-4771 hereby present the Annual Report for the Period 1 January – 31 December 2012 contents Administration Report Income Statement Balance Sheet Cash Flow Statement Notes. with accounting principles 26 27 28 29 30 annual report 2012 • SIPU International AB .
614. section 3 § 2–3.000 5. Results and financial position Operating income Profit after financial items Balance sheet total Equity/assets ratio (%) Return on assets (%) Return on equity after tax (%) Change in sales (%) Average number of employees 2012 128. nor that the necessary investments will be affected. We started the year with a strong backlog of orders and succeeded in maintaining a good level of profitability in the international operations. The training course operations have also developed well.800. The proposed dividend can be justified with reference to what is stated in Chapter 17.306 18 19 14 -5 62 2011 134.111 3.256 2.351 Board’s statement on the proposed dividend The proposed dividend will reduce the company’s equity ratio to 13%.710 72.351 The Board of Directors proposes that profits brought forward be appropriated as follows To be distributed to the shareholders To be carried forward Total 5.466 102.953.699 19 14 10 3 55 2010 130. (prudential rules).690 5. world-wide there was an average of 62 employees during the year.626 11.906 2. annual report 2012 • SIPU International AB . 2012 was a good year. The equity ratio is set in light of the company’s continued profitability.814. In many of the assignments.398 3.295 48. The Board believes that the proposed dividend will not prevent the company from fulfilling its obligations in the short and long term.725 1.667 82. We also contract a large number of sub-consultants in order to execute short or long-term assignments. we cooperate with other Swedish.614.709 36 19 13 -24 32 Proposed appropriation of profits Retained earnings Net profit for the year Total 9.562 22 31 22 37 55 2009 95. The liquidity of the company is expected to be maintained at a satisfactory level.26 Annual report SIPU International AB • Corporate identity number 556448-4771 Administration Report Operations SIPU International AB was founded in 1992 and since that time has undertaken international consulting and training for the development of. the Company has just over 40 employees. In Sweden.513 24 16 10 1 35 2008 94. international and local consulting organisations. primarily. with a stable inflow of clients during the entire year and with several new products on the market.351 11. Our largest clients are Sida and the EU.660. the public sector in developing and transition countries.453 91.
953 -237 -641 1.274 Interest income Interest expenses Profit after financial items 23 -831 3.837 -82.575 annual report 2012 • SIPU International AB .164 2.453 Appropriations Tax Net profit for the year 9 -650 -863 1.506 6.111 128.081 -132.742 Operating profit 4.836 -33. 5.Annual report SIPU International AB • Corporate identity number 556448-4771 27 Income Statement Amounts in TSEK Note Operating income 1 Jan 2012 – 31 Dec 2012 1 Jan 2011 – 31 Dec 2011 Net sales Other operating income Operating expenses 1. 3 4.466 30 -319 2. 6.802 -10. 7 8 -76.104 -123.937 -527 -2.167 128.817 -35.790 -644 -1.400 134. 2 126.944 1.463 -11.906 Direct project costs Other external expenses Personnel costs Depreciation/amortisation Other operating expenses 2.
808 102.991 None 5.797 285 400 53.505 14 9.306 17 27.661 1.645 8 683 893 8 1.839 9.583 1.699 1.525 90.699 45.108 939 71.169 7. non-invoiced income Other interim receivables Cash and bank balances Total current assets Total assets Equity Restricted equity Share capital (12.054 91.153 24.603 91.019 1.080 13 7.498 224 3 1.529 18.605 1.575 12.000 shares with a quotient value of SEK 100) Statutory reserve Non-restricted equity Retained earnings Net profit for the year Total equity Untaxed reserves Current liabilities Accounts payable – trade Liabilities to Group companies Advance payments from customers Other current liabilities Other interim liabilities Total current liabilities Total equity and liabilities Memorandum items Pledged assets Contingent liabilities 23.607 102.536 75.953 13.147 55.28 Annual report SIPU International AB • Corporate identity number 556448-4771 Balance Sheet Amounts in TSEK Note Fixed assets Intangible fixed assets Goodwill Tangible fixed assets Equipment Financial non-current assets Participations in Group companies 15 16 238 3 2.200 266 9.277 716 10 11 18 48.655 99.050 51.200 266 9.732 2.203 81.387 None annual report 2012 • SIPU International AB .509 72.306 12 16.969 8.127 6.619 1.574 525 31 Dec 2012 31 Dec 2011 Investments held as fixed assets Total fixed assets Current assets Current receivables Accounts receivable – trade Current income taxes recoverable Other receivables Accrued.473 3.086 1.
525 -1.130 18.922 Interest received Interest paid Income tax paid Changes in working capital Increase/decrease in work in progress Increase/decrease in accounts receivable – trade Increase/decrease in other current receivables Increase/decrease in accounts payable – trade Increase/decrease in other current operating liabilities Cash flow from operating activities Investing activities Investments in intangible fixed assets Investments in tangible fixed assets Sales of tangible fixed assets Investments in other financial non-current assets Disposals of other financial non-current assets Cash flow from investing activities Financing activities Repayment of debt Increase/decrease in current financial liabilities Dividend paid Cash flow from financing activities Cash flow for the year Cash and cash equivalents at the beginning of the year Cash and cash equivalents at year-end -627 0 -1.598 2.000 0 -2.627 6.927 18.602 21 -204 -1.742 527 0 3.256 -4.655 annual report 2012 • SIPU International AB .157 523 671 9.440 18.941 15.222 -913 3.207 5.269 30 -319 -831 1 Jan 2011 –31 Dec 2011 -1.797 9.309 -178 0 -14 2 -1 499 0 -50 0 -13 0 -63 4.855 2.Annual report SIPU International AB • Corporate identity number 556448-4771 29 Cash Flow Statement Amounts in TSEK 1 Jan 2012 –31 Dec 2012 Operating activities Operating profit before financial items Depreciation/amortisation Other non-cash items 4.338 10.941 0 -2.503 -6.274 644 4 4.525 24.
The tax effects of items that are accounted for directly against equity are also reported directly against equity. with the exception of advance payments from customers are translated reported at the historical rate of exchange. Intangible assets Goodwill is comprised of the amount by which the acquisition cost exceeds the fair value of the acquired company’s net assets on the acquisition date.30 Annual report SIPU International AB • Corporate identity number 556448-4771 Notes and Comments Amounts in TSEK Accounting principles The annual report has been prepared in accordance with the Swedish Annual Accounts Act and the general advice and guidelines of the Swedish Accounting Standards Board. An amortisation period of 5 years is applied for goodwill. Financial non-current assets Financial assets which are intended to be held over a long period of time are reported at acquisition cost. Return on capital employed Profit after net financial items plus financial expenses as a percentage of average capital employed. Income tax Reported income tax includes tax which is to be paid or received. Deferred tax is calculated according to the balance sheet method on all temporary differences arising between the reported value and the tax value of the assets and liabilities. related tax effects are also reported in the income statement. the Company applies the supplementary rule. Due to tax regulations. In terms of tax treatment. on balance sheet date. annual report 2012 • SIPU International AB . Intangible fixed assets are amortised on a straight-line basis over the asset’s estimated useful life. the asset is written-down to the lower amount if the decrease in value can be considered permanent. the percentage of completion is determined either on the basis of the number of worked and invoiced hours/days or on the basis of delivered products (milestones). deferred tax on appropriations as a percentage of adjusted equity. If. the former is the most common. The accounting principles remain unchanged compared with the previous year. The depreciation period for depreciation according to plan is 3 years for computer equipment and 5 years for office equipment. Translation of receivables and liabilities in foreign currency Receivables and liabilities in foreign currency are reported at the closing rate of exchange. information in brackets refers to the previous year. Annual reports in small limited liability companies (the K2 rules). the Parent Company reports deferred tax liabilities on untaxed reserves as untaxed reserves. Accounts receivable – trade Provisions for doubtful debts have been determined on the basis of individual assessment. Capital employed consists of the balance sheet total less non-interest-bearing liabilities including deferred tax in untaxed reserves. regarding the current year. Return on equity after tax Profit after net financial items less tax payable for the year incl. Assets and liabilities have been valued at acquisition cost. Depending on the customer. Exchange rate gains and losses on receivables and liabilities relating to operations are reported under ‘Other operating income’ or ‘Other operating expenses’. Of these two determination methods. unless otherwise stated. as the Company and all of its subsidiaries are included in the consolidated accounts prepared by the superior Parent Company. with the exception of BFNAR 2008:1. Change in sales Change to operating income in comparison to the previous year. Net sales includes invoiced out-of-pocket costs. Income The Company renders fixed price service assignments for which income is recognised in pace with the execution of the assignment in accordance with the percentage of completion method. Tangible fixed assets Tangible fixed assets are reported at acquisition cost less depreciation. Other In the following notes and descriptions. In the case of items reported in the income statement. SIPU International AB does not prepare consolidated accounts. All income tax liabilities and assets are valued at their nominal amount according to the tax regulations and tax rates that have been decided or that have been announced and are likely to be adopted. Definitions of key ratios Equity/assets ratio Adjusted equity as a percentage of the balance sheet total. a financial fixed asset has a lower value than its book value. and adjustments concerning the previous years’ current taxes and changes in deferred tax.
465 21.507 128.589 2.506 The Company has included overhead expenses for SCB’s personnel administration for foreign-based personnel under sales for 2012.727 1.240.506 2011 90.968 13.947 27. PwC TOTAL 150 128 278 2011 108 60 168 Note 4 • Average number of employees The average number of FTEs for 2012 was 62 (55).123 11.356 126.668 11.796 126.052 10. distributed by land/region as follows 2012 Land Sweden Eastern Europe and NIS Africa Latin America TOTAL Men 16 6 3 1 26 Women 19 15 2 0 36 2011 Men 17 3 3 23 Women 18 14 0 32 annual report 2012 • SIPU International AB .643 49.944 2011 58.175 1.867 297 52.955 128.721 44 4.814 and have been reported under EU. The corresponding amount for 2011 was TSEK 11.944 2012 93. PwC Other services. These expenses amount to TSEK 7.Annual report SIPU International AB • Corporate identity number 556448-4771 31 Notes and Comments Amounts in TSEK Note 1 • Distribution of net sales per market Region Eastern Europe and NIS Latin America Africa MENA Asia EU TOTAL Field of activity Development Consulting International Training Programs Training (Sweden) TOTAL 2012 57. Note 2 • Purchases and sales between Group companies 2012 Purchases from Group companies Sales to Group companies 884 2011 616 - Note 3 • Remuneration to auditors 2012 Audit engagement.
annual report 2012 • SIPU International AB .949 32.348 3.32 Annual report SIPU International AB • Corporate identity number 556448-4771 Note 5 • Absence due to illness (%) 2012 Total absence due to illness Absence due to illness.259 10 199 26.304 1.201 5. MD 3 2 Women 2 2 Men 4 3 2011 Women 1 1 Note • 7 Personnel costs 2012 Salaries and remuneration Sweden Other EU Eastern Europe and NIS Latin America Africa MENA North America TOTAL Social security contributions Pension costs Other social security contributions TOTAL 782 2012 164 308 472 1.350 1.935 1.004 852 2011 167 331 498 1. 29 years of age or younger Absence due to illness. women Absence due to illness.991 2011 MD 852 Other 15. Pensions and similar benefits to the Managing Director and Board of Directors Pensions to the MD and Board of Directors during 2012 amounted to TSEK 164 (167).967 4.293 31. Note 6 • Gender distribution among senior executives 2012 Men Board of Directors.254 2. incl. of which bonus TSEK 0 (0). Agreed severance pay The MD has a term of notice of 6 months.092 7. 30-49 years of age Absence due to illness.602 843 24.297 MD 782 Other 14. 50 years of age or older Proportion of absence due to illness referring to absence for a period of 60 or more consecutive days 0 0 0 0 0 0 0 2011 1 1 2 2 1 1 0 This information refers to personnel in Sweden.288 2. incl.076 6. MD Management.873 5. men Absence due to illness.291 5.042 Salaries and other remuneration to the Managing Director and Board of Directors Salaries and other remuneration to the MD and Board of Directors during 2012 amounted to TSEK 782 (852).
574 31 Dec 2012 -75 -150 -225 525 31 Dec 2011 750 1.253 2.628 893 2.059 750 1 750 31 Dec 2012 31 Dec 2011 Note 9 • Appropriations 2012 Reversal of tax allocation reserve Transfer to tax allocation reserve Change in accelerated depreciation/amortisation TOTAL 482 -1. non-invoiced income TOTAL 48.108 53. non-invoiced income 2012 Accrued.521 -225 -260 -485 1.Annual report SIPU International AB • Corporate identity number 556448-4771 33 Note 8 • Intangible and tangible fixed assets Goodwill Acquisition cost Opening value Purchases Sales/disposals Closing value Amortisation Opening value Amortisation for the year Sales/disposals Closing value Closing residual value Inventories Acquisition cost Opening value Purchases Sales/disposals Closing value Depreciation Opening value Depreciation for the year Sales/disposals Closing value Closing residual value -1.605 48.521 178 -446 2.108 Note 11 • Prepaid expenses and accrued income 2012 Prepaid insurance expenses Prepaid rental Internal projects in progress Other prepaid expenses and accrued income 207 514 529 286 2011 149 508 282 annual report 2012 • SIPU International AB .406 -381 159 -1.471 209 -159 2.605 2011 53.309 2.570 683 -1.090 -42 -650 2011 576 -813 -237 Note 10 • Accrued.628 -384 442 -1.
575 Total 12.995 814 6.080 Note 13 • Untaxed reserves 2012 Tax allocation reserve.833 The tax rate for 2012 and 2011 was 26.200 266 9. 556446-3577 Participation 60 % Nominal value 62 Book value 238 Note 16 • Investments held as fixed assets Name/Corporate Identity Number FCG Ukraine LLC.976 196 1.34 Annual report SIPU International AB • Corporate identity number 556448-4771 Note 12 • Change in equity Share capital Opening balance Adjustment of previous year’s net profit Dividend according to resolution of annual general meeting Net profit for the year Amount at year-end 1. the tax rate will be 22%. tax assessment year 2013 Accumulated excess depreciation Deferred tax 1.749 1.500 45.086 1.011 918 1.953 13.575 -1. tax assessment year 2009 Tax allocation reserve. tax assessment year 2012 Tax allocation reserve.749 1.011 918 1. tax assessment year 2010 Tax allocation reserve.575 -1.200 Statutory reserve 266 Retained earnings 9.661 1.000 1.953 Net profit for the year 1.619 1. tax assessment year 2008 Tax allocation reserve.887 8.203 2011 6. Note 14 • Accrued expenses and deferred income 2012 Accrued project expenses Other accrued liabilities Holiday pay liability Social security contributions Special employer’s contribution on pensions TOTAL 6.127 0 -1. tax assessment year 2011 Tax allocation reserve.484 653 947 709 410 9.676 2011 482 1.509 Note 15 • Participations in Group companies Name/Corporate Identity Number SIPU AB.991 2011 36.500 27.995 814 1.000 1.953 1. tax assessment year 2007 Tax allocation reserve.093 726 518 9.491 8.969 1. As of 2013.090 42 7. annual report 2012 • SIPU International AB .3%. 343428424. Ukraine Participation 10 % Nominal value 4 Book value 3 Note 17 • Pledged assets 2012 Assets pledged for guarantees (Tacso I and II) Floating charges TOTAL 19.387 Note 18 • Bank overdraft facilities Unused bank overdraft facilities amounting to 7 MSEK.
6 March 2013 Anders Olin MD Ari Kolehmainen Anette Vaini-Antila Chairman Katrina Harjuhahto-Madetoja Our audit report was presented on 9 April 2013 Öhrlings PricewaterhouseCoopers AB Birgitta Bjelkberg Authorised Public Accountant annual report 2012 • SIPU International AB .Annual report SIPU International AB • Corporate identity number 556448-4771 35 Stockholm.
Zimbabwe and Tanzania. . We provide complementing services in the fields of capacity development for continuous learning. Interestingly enough during this period of privatisation – the government. We can but give you a few snapshots. Most of our assignments involve human resources and organisational development including leadership and management training. We have in fact served under all SIPU International’s managing directors. But it’s a well-known fact that things don’t get done by themselves.36 SIPU International 1992 – 2012 We Work with People for People! Thus far you have seen examples of what SIPU does. Partners from the beginning We had the pleasure of becoming a partner to SIPU International in a series of development programmes and projects starting way back in 1988. I believe that part of this success is due to the fact that we came at a time when management development and »good governance« rose up as key areas of international development cooperation. we were well prepared both mentally and competence-wise. A wide range of people have been involved in SIPU’s activities over the last 20 years. It suited our profile perfectly. The biggest uncertainty was whether we were going to be allowed to take over the contracts we had with Sida. and not only look at the things SIPU has done. It is easy for us to team up with SIPU because we believe we share the same values and guiding principles for sustainable development. annual report 2012 • SIPU International AB through the Ministry of Finance. Projects in the Baltics and Asia were on the way. but also highlight some of the people that through their hard work made them happen. but we wish anyway to present some of the individuals that have helped to make SIPU what it is today. knowledge sharing and bridging the knowing-doing gaps in organisations. And we are still partnering. Bengt-Göran Carlsson. The transition went so smoothly probably because we knew the business well. This section will switch focus. We managed to negotiate good terms with Sida and could take over the contracts that we had at the time. and sometimes how we do it. a Swedish consultancy company SIPU’s MDs over the years Göran Andersson managing director 1992 – 1994 I became Managing Director when we formed the company back in May 1992. – which has been a great learning experience. was completely uninterested in what happened to the organisation. OrdBildarna. This includes a range of training and editorial work for effective communication. Our contract partners had no objections to us becoming a private company. The major projects we had then were in Botswana. When I look back at the successful develop- ment since its inception. in Sweden and worldwide.
The impact was big in the Provincial Administrations and also at School level. areas and issues. Tamil children obtained better school results and for the first time some of them qualified for school bursaries. The project was soon named The project Number One by the people working at the Swedish Embassy. like the importance of institutions and how aid. the Soviet Union was abolished. But with no funds allocated by the Singales central government the buildings started to deteriorate. However. The tax was important because it would provide a framework for municipal self-funding. SIPU was also entrusted to assist the new government in South Africa 1994. The Swedish Tax Agency then took this study to build a project around. Politically speaking. in worst cases if not implemented carefully. teachers and community members by an integrated and participative approach concerning school maintenance. SIPUs first project in Latin America was the development of a revolving fund »Frama« for coffee farmers in Nicaragua after the devastating hurricane »Mitch« in 1998. The combination of Karl’s technical and administrative expertise and my experience in education and construction paid off. Gabriel Marin Castro Senior Consultant at SIPU given the opportunity to travel quite a bit with senior consultants which was a great learning experience. Between 1980 and 1990. playgrounds and other municipal services and infrastructure. The Tea Plantation communities started to show signs of housing improvements. this property tax was highly sensitive because property ownership was strongly associated with the ethnic tensions stemming from the conflict a few years earlier. could bypass and even undermine a country’s institutions such as the budget cycle and accountability mechanisms. I was Bo Synnerholm managing director 1994 – 2003 A lot of political development took place in the 1990s. And that Tamil schools would have a yearly budget allocation for maintenance works. But it was not until 1995. Swedish Ministry of Finance Kirstin worked for SIPU International from 2006 to 2009 as pfm consultant I have many very fond memories from SIPU. Finn Hedvall was one of them. We had been working in Mongolia but not in many other Asian countries. In local terms Karl was considered the Enormous Swede and I was the small South-American Swede. Our successful cooperation with Mongolia lasted for 20 years. SIPU was asked to coordinate and secure the proper use of the granted loan. After only 1 – 2 years revenues from property taxes began to increase rapidly in Kosovo. SIPU’s consultant Finn Hedvall came down and did a study which was quite thick and complicated. SIPU did a great job as a »pioneer« in this difficult area.SIPU International 1992 – 2012 37 When I worked in Kosovo in the mid-2000s. So Sida facilitated a soft loan of 50 million sek to repair the school facilities. but it managed to pinpoint exactly how to go about designing Sida support. The Sri Lanka schools project followed the SIPU motto »We work with people for people«. The same year SIPU developed a Peace Centre for the Municipality of Bethlehem adding the Middle East as an active region. annual report 2012 • SIPU International AB . This coincided with SIPU International expanding into new countries. It was also quite easy to avoid paying. The workers are mostly Tamil people. An assignment at the Prime Minister’s office in Thailand was followed by many others for the Thai government and in many other Asian countries. Robert Backlund was Sida’s Country Coordinator in Kosovo The Number One Project In the mountains of Sri Lanka there are many Tea Plantation communities. Sida facilitated the building of 520 schools in socially disadvantaged communities. it was very difficult to pay the tax and it was unclear how much to pay. Finn worked extremely hard but he had one rule: he would always have one day off in a week and if it was possible he would go and see some of the surroundings. Sweden with its credentials as supporter to the anti-apartheid movement was well received. the government had recently decided to introduce a property tax. First we had to secure the full participation of officials. Another great memory is all the trainings and meetings we had with development partners about pfm and aid efficiency. We helped the participants to see the broader picture. At the time Sri Lanka was involved in a civil war and travelling in the rural areas was not safe. try new ideas and methods. when Sweden became member of the European Union that SIPU got its first eu consultancy by assisting the Ministry of Finance in Slovenia with rules and regulations on procurement. This income was directed towards roads. South Africa got its first democratic government and a number of new nations were born. Kristin Sinclair. A large project on hrm in Vietnam started in 1997 and continued into the mid 2000’s. which also complicated matters. SIPU sent me and consultant Karl Heli to take on the challenge. Each municipality had the responsibility to gather the tax as well. This was also years when profit allowed the company to recruit and develop new staff.
38 SIPU International 1992 – 2012 annual report 2012 • SIPU International AB .
SIPU International 1992 – 2012 39 annual report 2012 • SIPU International AB .
I can conclude that this means working in a constantly moving environment where things are happening fast. Viktoria Hildenwall Business Area Coordinator – Evaluations. During my time as md SIPU adapted to these new scenarios. which was not only health hazardous but also a serious environmental problem for the region. Project manager at SIPU. My last year was focussed on steering SIPU International through this process of adapting to financial and administrative procedures applied to all companies within the FCG sphere. Sonta thought these two problems through. at SIPU since 2010 I joined SIPU in January 2010. and came up with an idea. lunches and dinners during the whole field visit. He was convinced it was possible to convert the wood waste into pellets. the villagers where using coal fuelled stoves to cook food indoors. enthusiasm and commitment in the team to allow us to deliver the evaluation in time and in line with expectations. I still cannot remember this as negative or burdensome. FCG International became the final choice. And then use the pellets as fuel for new and cleaner stoves. The owners of SIPU – 12 partners – decided in 2007 that SIPU needed a strong external owner. .40 SIPU International 1992 – 2012 Sonta Kauti hen Sonta Kauti attended the 2009 run of SIPU and Sidas International Training programme. One of the problems he encountered on a daily basis was the enormous heaps of wood waste that was accumulated by the forest industry in the region. It is a perfect illustration of how a successful project of change really can make a difference. where we went for field visits in Egypt. annual report 2012 • SIPU International AB Sida changed its focus in terms of projects developed and managed from Head Quarters to projects steered from the different Embassies and Sida being more of a co-financier of multilateral projects. but were in terms of volume gradually replaced by eu and World Bank financed projects. When the programme was finished he contacted the Swedish Embassy and was eventually able to present his idea to the Swedish company Vagga till vagga AB. – Sonta Kautis project effectively combined two existing problems into one sustainable solution. Being employed by Coppoerbelt Solid Waste Management Co. an evaluation commissioned by Sida. In all. W another local problem. Adding to this was – making a difference They liked it so much they wanted to invest in the pellet production. says Cecilia Norgren. It means meeting deadlines and it means ensuring good quality deliverables. he was working as a solid waste management officer. it is challenging yet very motivating. however. My first mission was Björn Bengtson managing director 2003 – 2008 Taking over as managing director meant taking over a large and consistent project portfolio. Local Environmental Management in Urban Areas. Zambia. to identify and develop commonalities and synergies and finding new business opportunities. Sida projects dominated. Today Sonta is running a successful pellet producing business and thereby alleviating the municipality of the waste as well as providing the local community with clean fuel. require that we were working throughout breakfasts. It means working with clients and collaborators to meet jointly agreed objectives. (HK Kitwe) in Luanshya. Jordan and Morocco. I think this was a very good introduction to the consultancy world for me – despite the fact that we were working under some very tight deadlines there was enough knowledge. This did. Putting emphasis on a professionalised tender organisation whilst keeping a strong base of key SIPU consultants. but rather as a very interesting project and fun collaboration … Having worked at SIPU for more than three years now.
a person with a very personal involvement in applying SIPU principles in projects to meet development challenges. For Leif. this was perhaps Leif’s most important contribution. Anders Olin managing director 2008 – today Two seemingly contradicting developments have characterised my watch as Managing Director. During the same time period. steering for results. I hope that you as a reader has enjoyed it and learnt something new about SIPU. I have now the opportunity to have both the first and the last word in this year’s annual report. But methodologies are not enough if the change teams do not believe that the engagement is sincere. The hard elements like RBM. Such an approach touches on values. To work with people it is essential to be interested and engaged in people. the focus was on making good and being good. Björn Bengtson SIPU has carried out more than 500 projects and assignments in over 100 countries since 1992. His SIPU room was stacked with books and pamphlets. On the one hand. Leif was a good person and this is his heritage and contribution to the SIPU values. Hence. To define what is good in the specific project sense requires that all involved share a vision of where to go and what to change – and what it takes to change.SIPU International 1992 – 2012 Leif Wisén & Good Governance – A colleague to remember When Leif Wisén – one of the founders of SIPU International – passed away in 2008 we lost our foremost ideological partner. As it happens. with the acquisition of the Swedish training business in 2010 and a conscious effort to win contracts for Swedish public agencies. Leif had a basket of methodologies and approaches to drive such a change process. through people – a leading principle for SIPU and for Leif when he took on his different projects. I am very happy with this development and we will continue to use our Swedish experience strengthen our international business and vice versa. Good Governance includes hard and soft elements. if you have any questions or comments on the contents. . One must be a good person to be recognised to sincerely work for the good. SIPU International has become more international than ever before by becoming part of an international company group. what does it mean in various projects and for different people? Leif was people oriented and he was our main proponent for working with people. or just to have a chat. For them. and also less dependent on Sida as a client as we have successfully offered our services to other donors. Change for the better needs true commitment. ethics. or at least more visible in Sweden than we have ever been before. what is the meaning of »Good« and what are the means to improve goodness. People believed in his sincere engagement to strive for what is better than today and to engage people in the projects to make change happen. I look forward to hear from you. and standards for service delivery that improve the lives of the poor. systems development – such aspects are the focus of the skilled technocrats. This came natural to him. we have become more Swedish. »good« is qualifying if instruments and systems are of good/ high quality.
Sweden visitng adress Dalagatan 7 e-mail firstname.lastname@example.org.SIPU International AB postal adress Box 45113 SE-104 30 Stockholm.se .se phone +46 (0)8 698 06 00 fax +46 (0)8 698 06 10 www.
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