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(Water and Development)



Maji Na Ufanisi



© Maji na Ufanisi (Water and Development)
Annual Report & Accounts 2013
First Published in 2012 by:
Maji na Ufanisi (Water and Development)
Second Floor, Methodist Ministries Centre
Oloitokitok Road, Lavington

P.O. Box 58684, 00200 Nairobi, Kenya
Telephone: +254 20 4947000
Fax: +254 20 4947300

Cell Phone Numbers: +254 726 939309/737 939309
Produced with support from:
The Embassy of Sweden
Publishing Consultant:

Francis Barasa Sindani
P.O. Box 7481, 00100
Nairobi, Kenya

Cell: +254-724-231075 / 737-130400

Maji na Ufanisi


Annual Report & Accounts























Maji na Ufanisi
Annual Report & Accounts






African Civil society Network on Water and Sanitation


Community Based Organisation


Civil Society Organisation


Civil Society Urban Development Programme


Danish People’s AID


Embassy of Sweden


Kenyan Water and Sanitation Network


Maji na Ufanisi


Non-Governmental Organisation


Water Sanitation and Hygiene


Water and Sanitation


Water and Environment Sanitation

Maji na Ufanisi


Annual Report & Accounts




The year 2013 saw Maji na Ufanisi make tremendous
progress in the quest to achieve its long-term vision of
contributing to the realisation of “Water for All” in Kenya.
The MnU Board of Directors has continued to play an
oversight role in the highly focused pursuit of this goal.
Kenya’s operating environment has also been going
through unprecedented changes including: the
implementation of the current constitution which was
promulgated in 2010; the emergence of highly challenging
opportunities presented by the Kenya government’s vision
2030; relevant legislative decisions such as the Urban
and Cities Act, 2011; and for MnU most promising of all
the emerging county structures and devolved government
structures. Taking into account these ongoing reforms, the
Board intends to integrate the issues and transform them
into emerging opportunities that the organisation can
realise in improving the delivery of service in the water
and sanitation sector both at County and National levels.
During the ended year, the MnU Board also underwent a
transition phase in which the outgoing chairperson Ms.
Jane Delorie handed over to Mr. Peter Maina as chair.
Ms Delorie and Mr Elijah Agevi handed over at the 2013
Annual General Meeting held on 30th August 2013 to
welcome the new Board members consisting of Ms. Mary
Nginyo, Eng. Lawrence Mwangi, Mr. Wafula Nabutola,
Ms. Theresa Wairimu, Ms. Mary Matu and myself as
the directors. The Board takes this opportunity to thank
Ms. Jane Delorie and her team for their tremendous

work and congratulate them for all their inputs
and achievements. More so taking into account
the reforms that MnU made during Ms Delorie’s
three-year tenure, Maji na Ufanisi will be forever
indebted to her and wish her all the best in her future
In the year 2013 the Board led MnU to undertake
key deliberations that were aimed at diversifying
the organisation’s donor base through positive
engagement with development partners and key
stakeholders in the water and sanitation sector. A
new Strategic Plan that would usher in a transitional
phase to strengthen the growing unity of purpose
among the organisation’s stakeholders was
developed. Thus we were able to even more clearly
define our approaches to urban and rural work
while enabling MnU to maximise its strategic and
comparative advantages gained previously in the
fields of water supply, environmental sanitation and
water resources management.
The transitional phase has enabled MnU to well
position one of its strategic pillars, which aims
at getting MnU to attain the status of a leader
particularly in influencing policy, building knowledge
and promoting best practices in the water sector at
County and National levels. As part of that process,
in 2013 the MnU Board held a series of meetings to
formulate appropriate mechanisms and measures

Mr. Peter Maina, Board Chairman
that would help the organisation achieve this status. The
result was that now Maji na Ufanisi could even more
effectively deliver on its mission.
The rest of this report highlights Maji an Ufanisi’s efforts
and achievements in 2013. All these would not have been
possible without technical support and resources from
each of our funding agencies, working partners at the
County and National levels and peers in the professional
exchange forums. We gratefully acknowledge your
assistance and collaboration. The meaningful differences
reported here as made by MnU in individual households,
and in the systemic way that Kenya is advancing in its
water and sanitation sector would not have been possible
without help from all of you.

Maji na Ufanisi
Annual Report & Accounts



Mr. Sanitation and Hygiene line with the organization’s strategic objectives the mandate Maji na Ufanisi has in promoting. Prior to this Mombasa County which was funded by approaches that enhance water development member of the MnU board. Maina has been an outstanding the Embassy of Sweden (EoS). Edward Kairu. Delore’s tenure and we would like to give her our uttermost gratitude for the good job done. For instance in 2013 the organisation has A lot of progress was realised during Ms. informal settlements in Nairobi County but also models for pro-poor water and environmental role in the transitional phase that the Civil Taveta. Jane Delorie who served as chairperson of the MnU Board for three years to Mr. Executive Director enhancing Water. Promote effective utilisation of resources Delorie’s tenure and we would like to give her sanitation facilities in Bangladesh informal Mr. Peter Maina who took over as the new CAFOD and the rehabilitation of Water and from the private and NGO sectors.2 MESSAGE FROM THE EXECUTIVE DIRECTOR The year 2013 has seen Maji na Ufanisi undergo numerous developmental engagements aimed at propelling the organisation to achieving the goals set in its Strategic Plan. Annual Report & Accounts 2013 . These and management. Jane concluded the construction of water and our utmost gratitude for the sterling leadership. position. Maji na Ufanisi 2 A lot of progress was realized during Ms. Peter Maina. Mombasa which was funded by Chairperson bringing on board vast experience Sanitation facilities in Kongowea Market. all MnU projects are in These four strategic objectives clearly spell out (WASH) projects not only in Schools and Urban namely: Promote the uptake of appropriate reviewing and playing an advisory and oversight in other Counties such as Mombasa and Taita sanitation solutions. settlements. through action-research to document CSUDP is undergoing to attain its new status. period. Some of these programmes include As indicated above. Build a body of knowledge Society Urban Development Programme – na Ufanisi was in high gear of rolling out its programmes scheduled from the 2013-2014 Prof. accountability amongst the sector players. Empower CBOs to compete Advocacy and Capacity building initiatives which and. infrastructural developments were coupled with favourably in water service provision for the poor This transition phase came at a time when Maji targetted beneficiary communities where these in the sector and advocate for stronger vital facilities had been constructed. Key among these developments was the handing over of the chairpersonship mantle from Ms.

policy influencing to CSUDP’s Implementing effective utilisation of resources in the sector commitment. MnU has also been a core participant in diverse CSUDP fora where it shared its experience in This is because for MnU to be able to promote It is worth noting persuant of the above and advocate for stronger accountability demonstrate to the county governments of has emphasised the need to have the spirit of must embark on a rigorous process of engaging other 45 counties). that MnU has been able to Through the above stated experiences MnU amongst the sector players. Infrastructure Communication Re household economic empowerment and HIV/ Execute influence on national and county legislative and policy regimes under CSUDP transition plan.The aforesaid was evident in MnU projects and ha En the realisation of CSUDP’s vision ans mission. an w and national mechanisms for CSOs popular Pl MnU played a critical role of strengthening local vie AIDS in both Mombasa and Nairobi counties. land tenure. partnering with them to bring the much needed resilient water and sanitation models. civil society organisations (CSOs) and county government levels by engaging like-minded actors in implementing targeted interventions that address issues of water sanitation. change at grass roots level. how to deliver on some of priorities. Maji na Ufanisi Annual Report & Accounts 2013 3 . the organisation Mombasa and Nairobi (and indeed to all the devolution inform the organisation’s strategic county governments with a clear goal of the devolved functions by availing scalable and Partners (IPs). Communities e ag strategies has also continued to contribute to ce g En The implementation of MnU’s own intervention n Strategize activities that continued to improve the wellbeing Partnership Accountability of the urban poor by promoting networking partnerships at community.

What has been lacking is the collective will to accomplish this. diplomat for the environment. Mombasa. In conclusion. In 2013 this component of the Strategic plan saw MnU finalise its much needed communication strategy which places a lot of emphasis on Media and Publicity. What are we waiting for? This is the commitment we need to make to the world. I would like to thank our development partners who have worked with and supported the continued efforts of MnU In so doing. now. such linkages with other developmental partners such as Aspire Group and DPA will enable the organisation complete some of its target programmes and opening of new projects in counties such as Nairobi.The above achievement not only earned MnU recognition as a key player in provision of the pro-poor solutions but also provided the opportunity to influence the process of policy formulation iunder the devolved government structure. educator and founder of Ocean Futures Society. that were set out to be accomplished in the year Similarly MnU will also enhance its publicity and much needed recognition and appreciation from visibility. Kisumu and Taita Taveta.Marine biologist. . It is our hope that such co-operation and support will continue in 2014 and beyond. woman and child on the Earth. Looking forward. In order for Mnu to continue providing resilent WASH solutions the organisation has linked up with other development partners. Maji na Ufanisi 4 “We have the ability to provide clean water for every man. This co-operation has seen MnU get the the national government and a good number of county governments alike. explorer.” Annual Report & Accounts 2013 2013. Jean-Michel Cousteau . MnU will continue to rely on its pool board and staff to accomplish all the projects of robust and highly professional staff.

thrust of “establishing a suitable framework for non-state and state actors” MnU continued to play her management. in particular those from marginalized communities. advisory oversight roles for the secretariat. This led to MnU attaining key milestones through implementation of her programme approaches which have continued to bring positive change to members of the society. land tenure. In 2013. MnU was a core participant in the diverse CSUDP fora where MnU shared her experience in policy influencing to Implementing Partners (IPs).3 EXECUTIVE SUMMARY The year 2013 saw Maji na Ufanisi (MnU) continue to exert her influence in the water and sanitation sector in Kenya by focusing on implementation of her programmes through her strategic objectives. respectively. The 2013 annual report builds on the achievements made in the year 2012 which also included the role MnU played in facilitating the civil Society Urban Development Programme (CSUDP). Based on the fact that Maji na Ufanisi has been hosting the CSUDP. Similarly. CSOs and county government levels by means of engaging like-minded actors in implementing targeted interventions that address issues economic empowerment and HIV/AIDS in both In 2013 Maji na Ufanisi played a critical role of strengthening local and national mechanisms for CSOs popular influence on national and county legislative and policy regimes under CSUDP transition plan. Kawangware and Githurai Primary Schools. For instance the aforesaid was evident in MnU projects and activities that continued to improve wellbeing of the urban poor by promoting networking partnership at community. household harnessing the benefits of synergies between Mombasa and Nairobi counties. The implementation of MnU’s own programmes has also continued to contribute to the realisation of the CSUDP programme. and in support of the CSUDP transition of water sanitation. MnU as the host organization has a responsibility of incubating CSUDP to become an independent legal entity able to carry on her mandate after the transition phase. Maji na Ufanisi Annual Report & Accounts 2013 5 . MnU was able to demonstrate to the County Governments of Mombasa and Nairobi how to deliver some of devolved functions by modelling water and sanitation facilities in Kongowea open market. it was important for the senior management and programme team to ensure the complimentary achievement of both CSUDP and MnU strategic objectives.

The process saw the competitive hiring of a Head of Programmes. These interventions will also enhance partnership building between MnU and the two counties. At the end of 2013. Accordingly. H. this will aavail MnU the opportunity to participate in influencing the sector policy formulation and enactment within the Maji na Ufanisi 6 Annual Report & Accounts 2013 while replicating the same to other target Kisumu Counties which will cover a spectrum of development areas. Kisumu. the Governor requested MnU to take lead role in bringing aboard the other likeminded CSOs to contribute to the county development agenda. Mombasa and The above not only earned MnU recognition as a county and will also act as a point of reference but also provided the opportunity to influence the counties in the coastal region of Kenya. increased citizens’ participation in management of development projects and decision making at county level. sustainability of projects through the franchising concept (pay as you use) and more awareness among the citizens on their right to demand for service provision by the primary duty bearer as a great testament of how this county values MnU’s In order to make all these inroads a success. in quarter four of 2013 a reputable Human Resource Management consulting firm was hired to recruit programme and administrative staff. Taita Taveta. while at the Maji na Ufanisi team pose for a group photo with Mombasa County Governor. key player in provision of the pro-poor solutions process of policy formulation in both Counties. will be increased school enrollment. During consultative meeting between Mombasa Governor and MnU Senior Management team. Kwale.enshrined within the Kenyan Constitution. It should be noted that the organisation has a full operational office in Mombasa after being accorded free office space The expected impact from these interventions by Mombasa County Government which in itself is and improved performance within the target interventions. retention schools. MnU will recruit staff to fill in the existing staffing gaps and in line with her strategic plan. Maji na Ufanisi are in the process of formalizing MoUs for future working relations with Nairobi. same time providing a platform that will be used to reach other target counties of Kilifi. improved personal hygiene and environmental sanitation in Kongowea open market. Information and Communication . Accordingly. The Governors and County Executives of Mombasa and Nairobi Counties have sought MnU support on various occasions during the reporting period in relation to School WASH and Communal Water and Sanitation issues. Kiambu and Tharaka Nithi where MnU plans to extend her operations under its current Strategic Plan. Siaya.E Ali Hassan Joho during a consultative meeting in his office.

Maji na Ufanisi Annual Report & Accounts 2013 7 .Officer. which was hosted by the Tharaka Nithi County Government. MnU remained focused on upscaling her best practices. In order to realize the goal of improved service deliver in the WASH sector nationally. there was also been an increased involvement in publicity and visibility campaigns where MnU continued showcasing her role as interventions / programmes and success stories the opportunity to partner with line-ministries at national level through advertising in the Ministry of Environment. MnU has had discussions with KEWASNET whereby the network has expressed its desire to have MnU undertake the said leadership and coordination also being KEWASNET’s Lead Agency for the education) Technical Thematic Group. Similarly. the new staff have highly contributed to the delivery of MnU’s strategic objectives. These attendant campaigns events and exhibitions organized at the national level. Already. MnU will play the important leadership and coordination roles that KEWASNET (the national water and sanitation network which brings together all the major civil society organizations that operate in Kenya) expects MnU to play especially in the Coast Region. one Assistant Community Assistant. In 2013. tragetting marginalised communities in Nairobi. Subsequently. while provide MnU with an opportunity to model her Development Officer and an Administrative School WASH (Water. Water and Natural Resources’ Activity Planner 2014. Monitoring and Evaluation Officer. In 2013. a national leader in the water. At the ends of 2013. Sanitation and Hygiene to the Kenyan public. environment and For instance the inroads that MnU is making in included participation on open days. For instance MnU participated in world day events such as World AIDS Day and UN International Day for Persons with Disabilities. Maji na Ufanisi also took Project Officers. KEWASNET has come up with 10 regions (see attached map) covering all the 47 counties. and also joining hands with other NGOs and Tharaka Nithi County Government in sponsoring the World Menstrual Day 2014. Maji na Ufanisi used these events as a platform to address the many challenges that affect Kenyan citizens particularly those living below the poverty line. Part of these interventions can be attributed to the strong partnerships MnU has built with diverse County Governments across Kenya. key among them being the networking and capacity building of civil society water sector players through partnership and strengthening of KEWASNET. global sector policy formulation and reformation sanitation sectors. The said events also Nairobi. MnU had already embarked on discussing with the Embassy of Sweden with a view to extending WES interventions in Mombasa and Kisumu Counties for the year 2014-2015. two functions in the Coast geographic Region. MnU achieved key linkages with international developmental partners such as Aspire Group and Danish People’s AID (DPA) who embarked on the necessary modalities of entering into progammatic partnerships with MnU. Mombasa and Taita Taveta will influence through positive engagements with these County Governments and citizens within informal settlements located in the respective counties. Mombasa and Taita Taveta County.

Water for all MISSION For the last 14 years MnU has focused on sector. Sanitation projects at community level. . when transalated literally means ‘Water Governmental Organisation (NGO) registered by the Kenya NGO Board and has sequally been in operation in Kenya since 1998. of Water. CSUDP and ANEW. CBO’s. peer organisations and the government (Ministry of Water. Sanitation and Hygiene (WASH) in practices in environmental sanitation particularly urban informal settlements and the marginalised rural areas of Kenya. real development is in people and their ability to take increasing control over the resources and decisions that directly affect their lives. This means that direct community participation is the most ideal way of underataking positive change Pupils from Njathaini Primary School enjoy the flow of and benefits that come with clean water. MnU was formed following the closure of Water Aid (UK) programmes in Kenya. in 1997.’ We are a National Non- to the society. • Networking with youth groups. and • Hosting organisations for instance. • Institutional Capacity Development for local CBOs in urban and rural contexts.4 WHO WE ARE OUR APPROACH: Maji na Ufanisi’s Philosophy and Approach is based on the knowledge that ultimately. Maji na Ufanisi 8 VISION To be a leader in the water and sanitation provision of sustainable solutions to challenges Annual Report & Accounts 2013 developed the following strategic approaches: • Implementation of Water and Environmental Maji na Ufanisi (MnU) is a swahili word which and Development. influencing resilience. governance. Local Government). With this in mind. • Participation in advocacy in water and sanitation at local level. MnU has knowledge management and promoting best water service delivery and hygiene promotion in Kenya.

the URBAN PLAYER NAMELY Civil Society Urban will enable it place itself as a practical training and MnU play the role of grant manager for the the growing numbers of CBOs in the WASH sector provides financial resources to other NGOs in be augmented with the partnership initiatives that NGO directly involved in the implementation of strengthened MnU’s capacity to undertake that nurtures CBOs and smaller NGOs on technical projects in the two key counties of Kenya national organisation that has had the honour and privilege to host a Pan African WASH civil progressively focused on providing sustainable those targeting the urban poor. Mombasa. society network (ANEW) as well as the KEY The organisation has put in place mechanisms that Development Programme (CSUDP) which saw capacity building platform offering vital services to Embassy of Sweden funded programme that in the 47 counties of Kenya and beyond. MnU has already established with some of the organisation has been transformed from a nascent The above mentioned experience has further Kisumu Taita Taveta. STRATEGIC OBJECTIVES The Strategic Objectives set here below outline what MnU intends to achieve for the period covered by MnU’s 2013-2015 Strategic Plan. Over that period. This will Kenya. The objectives are enshrined within each strategic pillar as follows: Maji na Ufanisi Annual Report & Accounts 2013 9 . community water and sanitation projects to an NGO implementation of water and sanitation implementation of resilient WASH models. notably Nairobi and Mombasa where MnU has Over the last six years. They include: • Water supply and sanitation modelling. The development of these pillars is premised on MnU’s remarkable growth and development since its inception in 1998. MnU has developed three strategic pillars that will direct and focus the implementation of these vital facilities along community levels in targetted counties. is highly anticipated from the constitutionally created 47 new counties across Kenya.OUR PILLARS MnU recognises that water and sanitation demand MnU seeks to position herself as a leader in offering WASH models which guarantee immediate value in return upon implementation. and Tharaka Nithi. In order to contribute towards the realisation of this demand. county governments such as Nairobi. MnU has grown into a models for intervention options particularly • Knowledge generation and • Networking and capacity building of sector players.

Kiambiu. iii) Empower CBOs to compete favourably in water and sanitation service provision for the poor Pillar 3: Networking and Capacity Building of Sector Players Strategic Objective iv) Promote effective utilisation of resources in the sector and advocate for stronger accountability amongst the sector players. Maji na Ufanisi’s head office is located in Nairobi County. Evans Kidero after a consultative meeting that was aimed at improving WASH in public primary schools in Nairobi county. Makupa Market and Kongowea Market. In Mombasa County MnU has carried out activities in. It also has an office located in Mombasa County where it oversees projects implementation in Coast Region. Dr. H. Kangemi. Marsabit. . Pillar 1: Water Supply and Sanitation modelling Strategic Objective AREAS OF OPERATION i) Promote the uptake of appropriate models for pro-poor water and sanitation solutions Pillar 2: Knowledge Generation Strategic Objective ii) Build a body of knowledge through actionresearch to document approaches that enhance water development and management. Mukuru. MnU mainly undertakes WASH interventions in the informal settlements. MnU has also implemented WASH projects in marginalised rural communities in the following counties. City-Carton. Taita-Taveta.E. Waruku.Maji na Ufanisi and some of her Development Partners pose for a group photo with Nairobi Governor. Kibera. small towns and rural areas of Kenya. Makueni and Garrisa. Bangladesh informal settlement. Nakuru. In the past. Muthurwa and Matopeni. In both Nairobi and Mombasa. Maji na Ufanisi 10 Annual Report & Accounts 2013 Over the years. They include. all in Nairobi County. MnU has gained experience in supporting Community Based Organisations (CBOs) and local level NGOs to reach the neediest and most vulnerable groups in city slums.

The Board and Senior Management are responsible for ensuring that MnU attains its vision and mission STAFF NETWORKS AND DEVELOPMENT PARTNERS In order to achieve its goals and objectives. Science. The oversight board and the Senior Management are responsible for ensuring that MnU attains its vision and mission. many of the sector coalitions of actors to Development. having successfully co-ordinated Communication.5 CORPORATE GOVERNANCE MNU MEMBERS The highest governance organ for Maji na Ufanisi is its Membership which comprises of eminent professionals with diverse backgrounds. The leadership structure below the Membership comprises of an Oversight Board and Senior Management. Community make meaningful contributions in the WASH Knowledge Management and Information capacity building ventures. Environment. Maji na Ufanisi Annual Report & Accounts 2013 11 . all of which compliment MnU’s core business. Monitoring and Evaluation/ field ranging from policy influence to various and committed staff who represent the following organisation. MnU has partnered with other stakeholders to develop supportive networks. MnU is driven by a highly competent. Finance. skilled MnU prides herself as a networking professional fields: WASH technologies. The organisation implements its programmes through strategic plans that are developed periodically.

ORGANIZATION STRUCTURE MnU Membership MnU Board Management CSUDP Peer Partners MnU Staff Maji na Ufanisi 12 Annual Report & Accounts 2013 Communities .

USA Ministry of Environment. County Governments Nairobi City County Government Mombasa County Government Taita Taveta County Government Maji na Ufanisi Annual Report & Accounts 2013 13 . Canada Hungarian Maltese Charity Service Carolina for Kibera Hungarian Embassy. Ministry of Land. South East. Coast Water Services Board (CWSB). b. Water and Natural Resources. National Environment Management Authority (NEMA). Housing and Urban Development. Mc Gill University. Water Resources Management Authority (WRMA) Athi Water Services Board (AWSB). National Government Rotary Club of Denver. Nairobi K Rep Development Agency UN – Habitat Pamoja Trust Rotary Club of Nairobi PEER PARTNERS Kenya Water and Sanitation Network (KEWASNET) African Medical and Research Foundation (AMREF) Practical Action Kenya Water for Health Organization (KWAHO) National Cooperative Housing Union (NACHU) Kenya Land Alliance (KLA) Riruta Environmental Group (REG) WASH United Economic and Social Rights Centre (Hakijamii) Ministry of Health.CORPORATE PARTNERS CURRENT AND RECENT DEVELOPMENT PARTNERS Garden City Embassy of Sweden East Africa Breweries Limited (EABL) Foundation Aspire & Actis (Garden City – Nairobi) APA Insurance Ltd CAFOD Coca Cola Foundation Danish People’s AID (DPA) GOVERNMENT AGENCIES AND DEPARTMENTS Denver University of the USA Christian Aid a.

The interventions in Nairobi and Mombasa Counties have enabled interested stakeholders including County governments and potential development partners to express their willingness and poor communities.1 WASH MODELLING for improved service delivery at grassroots levels for The year 2013 saw Maji na Ufanisi focus its efforts technological water. adequate and affordable water. On the other hand. MnU programmes have directly contribution in MnU efforts. the beneficiary communities and schools have enjoyed the products of MnU interventions which includes. Since Kenya’s Constitution puts a great emphasis on protection of human rights across social economic and political arenas. sanitation and hygiene options that of its flagship strategic objective on improving the coverage of water and sanitation facilities in urban communities and public primary schools. Mombasa before rehabilitation by MnU. Maji na Ufanisi has pioneered the substantial supply of basic water Maji na Ufanisi 14 Annual Report & Accounts 2013 A view of the WATSAN facilities in Kongowea market. These interventions in schools will go a long way in ensuring increased enrolments and retention capacities as well as reduction in water borne diseases.1 Our work with communities in informal settlements Since her inception.1. clean. . modern toilets complete with bathing facilities.6 REVIEW OF THE YEAR 2013 6. 6. clean environment. MnU draws confidence from the have been highly developed by MnU over the years and are now a popular choice for pro-poor solutions amongst various stakeholders.

to 4. environment and sanitation services in the informal settlements of Nairobi and Mombasa counties. In 2013 MnU continued to increase her A view of the WATSAN facilities in Kongowea market. Mombasa.000 people utilize the sanitation facilities on daily basis. Kongowea Market is the largest wholesale market in East and Central Africa. The Mombasa county government estimates that approximately 12.000 people use the market facilities daily. the sanitation Maji na Ufanisi Annual Report & Accounts 2013 15 .contributed towards progress of achieving the fundamental human rights among Kenyan communities. The organisation managed to impact communities in these settlements by empowering them to advocate for better services from their respective duty bearers and provide capacity to effectively handle WATSAN issues.500 Maji na Ufanisi team viewing the rehabilitated WATSAN facilities in Kongowea market. The county also estimates approximately 3. Mombasa after rehabilitation. This empowerment has enabled communities to take increasing control over the resources and decisions that directly affect their lives. In April 2013 when the County Government took over operations of the market. coverage in the provision of clean water.

of the facilities but also to embark on a WASH campaign to sensitize the community on the significance of good WASH practices at community level which would avert health risks in the near future. The market risked being shut down following a notice by the County Public Health Department. .facilities were found to be in a dilapidated state due to mismanagement by the former Mombasa City Council. The facilities posed a serious health risk to the market vendors and buyers and the surrounding settlements. Mombasa. These projects implemented by MnU were remarkably unique primarily because they advocated for citizens participation and additionally because MnU’s approach and WASH entrepreneur model had proven acceptable to many communities and Maji na Ufanisi 16 Annual Report & Accounts 2013 A “Special pupil“ at Njathaini Primary School is taken through the motions of proper handwashing. Maji na Ufansi was easily identified by the Mombasa County Governor as a reliable partner NGO to not only spearhead the rehabilitation A section of the rehabilitated WATSAN facilities in Makupa market. One of the main reasons MnU was identified by the Mombasa County Government was due to the fact that MnU had successfully implemented other WATSAN facilities in the county particularly in Makupa Market and Bangladesh informal settlement.

The programme’s County. water and sanitation conditions in public primary schools. CSOs and corporates to which would address the sector challenges within the county. MnU continued to play a leading role in supporting devolution under the water and sanitation sectors. sanitation and hygiene conditions. the MnU CEO made strategy of improving health. sanitation facilities in targeted schools. MnU intends to use this opportunity to build networking partnerships in the WASH sector not only in Mombasa County but also across the entire Coast Region. It was envisioned that this opportunity would pave way for MnU to not only expand her operations within Mombasa and the larger Coast Region but also to offer opportunity for other CSOs. Citizens and other Non-State Actors to participate and influence devolution process by partnering with MnU. with the Nairobi Governor.1. MnU had been working urban public primary schools. consortium of NGOs. Commencing on these deliberations MnU identified Githurai Primary Schools as the first Maji na Ufanisi Annual Report & Accounts 2013 17 . MnU has been implementing in her quest to Based on the call by the Nairobi Governor to During the meeting. It has been noted that schools with poor water. In Nairobi County. mainly in the rehabilitation of water and Hygiene (WASH) programme runs mainly in closely with the Education Department in Nairobi objective is to construct or rehabilitate water and sanitation services in 9 public primary schools. MnU undertakes the sensitization Subsequently. These engagements drew the interest of Kisumu and Kiambu County Governments who were keen to partner with Maji na Ufansi in improving the situation of WASH in their respective counties. The presentation which focused on the impact of water and sanitation in improving the learning environment in public primary schools in Nairobi City County drew significant interest from the Governor who requested MnU CEO to bring aboard other like-minded stakeholders to support the county government in improvement of the sanitation facilities in at least 20 primary schools. during a consultative meeting hygiene practices to pupils and teachers in a presentation on the organisation’s intervention of improving basic water. are high-risk environments for children and staff. MnU was tasked to form a by engaging the county governments to build of poor performance of pupils from public develop a multi-year Schools WASH programme contribute and influence the devolution process partnership in support of devolution process within their areas of jurisdiction. The implementation of these WATSAN facilities in Mombasa was part of the wider initiative Thereafter. MnU embarked on a campaign to upscale her WASH projects in public primary schools in Nairobi.2 Our work in Public Primary Schools deliberate and find solutions to the root causes primary schools in the national examination. sanitation and these public primary schools.line departments within county and national governments. This was also based on the fact that for The Maji na Ufansi School Water Sanitation and the previous 3 years. 6. MnU’s work in schools is informed by the well established fact that children’s ability to learn is affected by inadequate water. sanitation and hygiene conditions. and intense levels of person-to-person contact.

clean replication of the models in other counties such settlements is the low level of awareness on the environmental and health. particularly the girl child. Mombasa environmental education and awareness on School which is the only public primary school County were trained on Child Health And Sanitation Transformation (CHAST). continued to play a key role in enhancing the right to clean environment and the duty to safeguard and enhance the same particularly in informal settlements where the challenges and negative impacts of environment and climate change are currently being felt. retention. performance. Kisumu and Taita Taveta counties. The congestion that was witnessed before the rehabilitation of the facilities became an issue of the past as the ratio of toilet to pupils has significantly reduced from 1: 120 for girls to 1: 67 and boys from 1: 140 to 1: among the 20 public primary schools within Nairobi County to undergo technical and social assessment in the area of water and sanitation. Besides poor solid Maji na Ufanisi 18 Githurai Primary School sanitation facilities before and after MnU’s rehabilitation interventions. The hygienic behaviors of pupils in this school has greatly improved due to sustained personal hygiene education. Similarly.2153 and Kawangware .2 ENVIRONMENT School but in four other public primary schools The Environmental Management and practices that have continued to subject North . the facilities were deemed to be inadequate. attendance. 860 pupils of Bangladesh Primary As a component of EMCA 1999. and transition of all pupils. linkages between good personal hygiene. It is envisioned that the improved water. Nembu . comprehensive legislative framework for the spiral of solid waste related diseases/illness.1200. low productivity and poverty. The low awareness MnU considerably improved personal hygiene of 6.1012. thousands of pupils not only in Githurai Primary has led to poor solid waste management within Nairobi County. MnU established that the sanitation facilities were in a dilapidated state and based on the population of the school. The lessons learnt have informed the intended One of the major concerns in these informal as Mombasa. With regards to sensitization of the importance of basic water and sanitation hygiene practices. In this regard MnU rehabilitated the existing facilities and went further to construct two additional facilities. MnU has in Bangladesh informal settlement. management of the environment in the country.1400.1400. Annual Report & Accounts 2013 . Njathaini . sanitation and hygiene facilities will generate considerable benefits in terms of improved child-health. This included Kariobangi Coordination Act (EMCA) of 1999 provides a informal settlement dwellers to a downward Githurai .

In Nairobi and Mombasa counties. many of these communities have not undertaken measures to contain the adverse effects of climate change.3. hence becoming goodwill ambassadors and trainers to the rest of the communities in their respective neighbourhoods.E Ali Hassan Joho in progress. youth groups.1 Networking and Advocacy Through these exercises residents from those MnU prides itself as a networking organisation. MnU has underscored the contextual understanding and significance of improving the WASH sector in Kenya. as the key to longterm community health promotion. of storm drains which would curb frequent flooding and adapting new methods of rain water harvesting to cushion the communities from erratic dry spells. ADVOCACY AND CAPACITY BUILDING settlement dwellers.3 NETWORKING. waste management practices amongst informal specifically targeted informal settlements are sector coalitions of actors to make meaningful contributions in the WASH field. the County Commissioners’ offices and Members of County Assembly both in Nairobi and Mombasa Counties. H. the consistent engagement in communal clean-ups has led to a good number of the youth to join the Taka ni Pato (trash is cash) initiatives which was facilitated by MnU. Over 1. Over the years.waste management practices. These include construction or rehabilitation A consultative meeting between Maji na Ufanisi management and Mombasa Governor. ranging from policy influencing to various capacity building ventures. The clean-up exercises were planned and implemented in close consultation and co-ordination with informal settlements’ tenants. Maji na Ufanisi has held community clean-up exercises to promote community action on appropriate solid waste management practices. structure owners. the level of awareness on appropriate solid 6.500 community members in both Counties directly participated in these clean-ups that raised now conscious of the need to live in cleaner environments. This has been done through engaging targeted communities. stakeholders. For instance. national and county governments to form coalitions which act as platforms for progressive influence and opinion shaping in the water/sanitation sector. 6. having successfully co-ordinated many of the Maji na Ufanisi Annual Report & Accounts 2013 19 .

In the year 2013. . 6.rights. In this regard MnU has been providing professional and technical expertise in training and building capacities of communities and other stakeholders in the WASH sector both in Nairobi County and Mombasa County. county and national level especially on behalf of vulnerable communities. CBOs. the devolution process must be nurtured and embraced by all the Maji na Ufanisi 20 stakeholders. Makupa governments. and other Makupa Market Traders Society) are located in the fact that for effective service delivery by the national and county governments. This has been exhibited by the series of consultative meetings the organisation has been holding with its development partners and county governments. These initiatives have been significantly enhanced MnU-led WASH. smooth implementation and management as well as sustainability components of WASH projects implemented by MnU. MnU has successfully made strides that have contributed to supporting the devolution process at both national and county levels with regards to WASH.4 CAPACITY BUILDING Market Traders Society (MMTS) and Hands of MnU project implementation strategy is alive to MnU sees capacity building as an ongoing and Group is located in Bangladesh informal settlement. MnU also Annual Report & Accounts 2013 Mercy Africa (HAMA). Uvumilivu Development Group (UDG). advocacy and policy improvements at local. Bangladesh Mombasa. recognises the fact that capacity building enhances buy-in. strategies and policies. respectively. These consultative meetings and trainings have been useful to both citizens and the county government as it paves the way for continuous engagements in discussing. especially communities. developing and implementation of water sector plans. The critical role of CSOs and dealing with WASH related challenges. Maji na Ufanisi facilitated the establishment of thee Community Based Organizations in Mombasa County. namely. Through these initiatives. Uvumilivu Development dynamic process which enables target groups while the other two (Hands of Mercy Africa and stakeholders to acquire knowledge of their Kongowea and Makupa Markets. In particular were the two separate consultative meetings the Maji na Ufanisi team held with the Nairobi and Mombasa county citizens’ participation would not materialise without planned and timed engagements with both the county and national governments. duties and responsibilities especially when Members of Uvumilivu Development Trust with Maji na Ufanisi staff in a WATSAN facility project identification exercise in Giriamani.

successes. • To promote interaction and exchange of ideas • To provide a reflective forum for sharing challenges.5. the relationship between “right holders” and “duty bearers”. Maji na Ufanisi undertook a series of funded operations with the clear goal of improving the quality of life of the disadvantaged through participatory innovative pro-poor water and environment sanitation solutions.1 Publicity. Operation and Maintenance Training. Nairobi. coupled with the ability to provide effective leadership.In 2013. Community Leadership Training.1 Local Leaders’ Development Forum In today’s community development environment. is critical for maximising community WASH interventions. Information and Communication In 2013. Also included in this category is the Participatory Hygiene And Sanitation Transformation (PHAST) training which is an effective approach for promoting hygiene. MnU held the Local Leaders Development Forum (LLDF) which provided an opportunity for in-depth discussion of critical. In 2013. To strengthen this relationship and equip leadership at the community level. Climate Change Adaptation and Solid Waste Management.4. and sometimes sensitive issues relating to delivery of right to water and sanitation in urban informal settlements. 6. Elementary Bookkeeping. sanitation and management of water and sanitation facilities.5 CROSS-CUTTING ISSUES 6. review and plan for the future • Enabling chairpersons to know each other for better networking 6. these CBOs underwent various trainings facilitated by MnU including. Maji na Ufanisi Annual Report & Accounts 2013 21 . The LLDF meeting involved 35 chairpersons of community based organisations which are MnU grassroots partners in Nairobi and Mombasa Counties. The aim of the meeting was. Chairpersons of various CBOs. which are MnU grassroot partners undergo WASH data collection training that was held in Lutheran Plaza.

Maji na Ufanisi engaged in publicity campaigns that targeted the World AIDS Day and UN International Day for Persons with Disabilities. The theme was “Getting to zero: Zero new HIV infections. on 3rd December 2013 MnU invited the media to cover the UN International Day for Maji na Ufanisi 22 Annual Report & Accounts 2013 The football tournament which was held during the World AIDs day brought together five teams from various informal settlements in Nairobi County. The purpose of these campaigns was to use the celebrations as an awareness campaign tools and also showcase Maji na Ufanisi’s intervention/ programmes and success stories to the public in order to retain her position as a leader in the sector. Participation in UN International Day for Persons with Disabilities Likewise. . Zero discrimination. undergoing HIV/ AIDS training which was sponsored by Maji na Ufanisi. Zero AIDS-related deaths.” Over 400 slum dwellers were reached through this intervention. MnU organised a five-team football tournament to raise awareness about HIV/AIDS among the youths in Nairobi County’s informal settlements and demonstrate international solidarity in HIV/ AIDS prevention. Participation in the organisation of World Aids Day On 1st December 2013 during the commemoration of the World AIDS Day. Pupils from Kawangware Primary School.In 2013 for instance.

essential that climate initiatives at all levels pay 6. Maji na Ufanisi conducted a training on the production of fireless cookers as a climate change adaptation mechanism. in turn. It is therefore Mainstreaming In the urban informal settlements. A representation of 50 pupils from each school was taken through the HIV/AIDs training. HIV/AIDS training was carried out in 4 schools: M. MnU envisages a situation where climate change adaptation is mainstreamed in WASH by the respective WATSAN facilities management committees. women are partners in providing vital resources that can climate change. Maji na Ufanisi Annual Report & Accounts 2013 23 .5.Persons with Disabilities celebrations it held in Kibera. The selected pupils acted as peer educators with a view to reaching the rest of the schools’ populations. On the one hand.5. On the other hand.M Chandaria. exacerbate improve the livelihoods of persons with disabilities women have unique knowledge and skills that growth and development of their communities more effective and sustainable. The training was held in Kenya Methodist Ministry centre and targeted various CBO partners. there is a located in the Kibera informal settlement. but enable them participate in the economic can help make the response to climate change counties and nation at large. a CBO 6.2 HIV & AIDS Training in Public Primary particular attention to the inter-linkages between Schools gender and climate change and that women are engaged at all levels of the decision-making In 2013.3 Climate Proofing and Gender interventions are geared towards seeking support climate change. 100 boys and 100 girls. For these reasons. These direct relationship between gender equality and from relevant stakeholders and development disproportionately vulnerable to the effects of be utilized in designing strategies that not only existing gender disparities. The total number reached was 200 pupils. in 2013. 12 Partners process. Njathaini. MnU held a gender and climate change awareness workshop to promote gender equity in WASH which was attended by 47 women and 49 men. the Kibera Disabled Group. MnU facilitated the event through one of the locally-based organisations for persons with disabilities. which could. Githurai and Kawangware primary schools.

Maji na Ufanisi 24 In respect to the above. the organisation’s mandate of supporting Implementing Partners continued to play their stipulated mandate in running the same time ensuring the programme fulfills its (IPs) and Local Urban Forum (LUFs) to deliver the set conditions and terms under the grant agreement documents. These are. MnU continued of ensuring CSUDP transition objectives are to CSUDP in the area of finance and organisational and oversight board has had the responsibility actualised within the set time frame (April 2013Sept 2014). MnU successfully negotiated for the transition funding for a period of 18 months on behalf of CSUDP. Under the current funding facility and agreement between MnU and EoS. MnU also endeavored to meet the expectations of her internal and external customers. In 2013. MnU oversight board ensured timely and appropriate reporting as well as audits of the host organisation and the programme as envisaged in the grant agreement with the Embassy of Sweden. MnU management Annual Report & Accounts 2013 The transition period is meant to nurture CSUDP to provide both technical and managerial support development. . Importantly. by the CSUDP secretariat. Accordingly MnU serves as the legal entity and link between CSUDP and EoS underscoring its fiduciary responsibility over CSUDP. it was important to reorganize MnU’s governance and programme delivery structures. Throughout 2013. MnU’s CEO and Finance and Administration Manager have been core participants in most of the decision made oversight board and senior management have the affairs of the CSUDP secretariat. firstly hosting support to CSUDP. which gives MnU overall responsibility of supervising the secretariat’s performance.67 INSTITUTIONAL CAPACITY STRENGTHENING The year 2013 marked a major leap towards attainment of MnU’s strategic objectives as articulated in its strategic plan. there are two core components. Secondly is the suport the EoS gives MnU towards operationalising its strategic plan. The organisation continued to strengthen its institutional capacity in order to deliver its vision and mandate in water and sanitation sectors. It also needed to strengthen its internal capacity to meet MnU’s strategic objectives. As such. II to become an independent legal entity while at In the period under review. Accordingly. The organisation had core responsibility of providing leadership and ensuring CSUDP II organizational development during this transition period.

Head of International Department. At the same time. Ms.Maji na Ufanisi (MnU) Treasurer. sanitation and livelihoods sectors. Discussions on the same were going Thereafter MnU appointed/seconded three communication expressing his organization’s operations in the county and coast region in advocacy programmes within target counties in on by December 2013. Subsiquently. health. Ms. the Board has been holding quarterly meetings to deliberate on how to deliver on MnU’s vision as well as fulfilling the organisation’s mandate. The proposal was submitted and modalities on funding the listed number of project were being discussed by the end of 2013. security and education challenges affecting slums dwellers in public schools and The year 2013 witnessed improved governance was the organisation’s statutory obligation MnU held its Annual General Meeting (AGM) and engagement of audit firms to audit the within the host organisation during which time where its new board officials were elected. Aspire asked MnU to submit a full proposal for consideration of possible funding. Looking on is MnU Board Member Mr. the Kenya. Among the mandates implemented of filling annual returns to the NGO Board organisation’s Books of Account and the programme’s work. Maji na Ufanisi Annual Report & Accounts 2013 25 . MnU was offered office informal settlements within 12 km radius from Garden City. Edward Kairu (far right). Among the potential partners are Actis/Aspire group which is developing Garden City complex situated along Thika Super Highway and Danish Peoples Aid. ESTABLISHED LINKS During 2013. space by the county government of Mombasa. Astrid Coyne-Jensen from DPA (second right) and MnU Executive Director Prof. through the board support. Wafula Nabutola (left). The hand-over and transition sessions were very smooth. Danish People’s Aid (DPA). Since then. The Director of Danish People Aid sent a formal staff members to oversee the organisation’s desire to partner with MnU in establishing WASH general. Aspire funded MnU in January 2014 to undertake a baseline survey for establishing water and sanitation interventions in regards to livelihoods. MnU was able to establish links with potential partners for possible future working relationship within the water. Theresa Njoroge handing over the signed partnership agreement document to Mr. This led to continued effectiveness in the organisation’s operations. Mads Jorgensen.

8 SUCCESS STORIES MnU works with over 30 CBOs that form the large base of the organisation’s implementing partners. each member of their individual percel of land. As a result. These investments have transformed the Kaptagat community to a Maji na Ufanisi 26 Annual Report & Accounts 2013 Maji na Ufanisi CEO. model which creates a framework that treats the WATSAN facilities like a business. to fulfill their vision. Ksh. creating incentives towards success at every level. CBOs such as Kaptagat Usafi Group in Kangemi have very successfully used this model as a way of improving the livelihoods of their members. . Prof. 4 per adult for use of the bathroom and Ksh. MnU strengthens these CBOs through capacity building that are meant to make them independent and to offer them real opportunities point where they now feel more secure about far been able to acquire 10 acres of land in the poverty cycle. by ensuring each of the Such training sessions ensure that the projects positive note is the fact that the group has so which are implemented by MnU adopt a business members own a piece of land. Naivasha. Edward Kairu (Centre) poses for a photo with members of Kaptagat Usafi Group just before visiting the site where the group purchased land in Mai Mahiu. 3 for 20 litres of fresh water. offices and relocate thereafter. They charged Ksh. 2 per adult for use of the toilets. On a more outskirts of Naivasha. Kaptagat CBO has been able to collect enough revenue to employ staff to operate and maintain the toilet facilities. The community manages the facilities using the pay- per-use system. Kaptagat group members agreed the group managed to secure a title deed for their future with less fear of being trapped in the for expanstion. In 2011. where they intend to build after application of title deeds. pay Nairobi Water Company attendant service charges and operate a savings and credit scheme. In February 2013.

FUNDING Funding from development partners plays the major role of the implementation and sustainability of all Maji na Ufanisi programmes. COMMUNICATION: Appropriate communication to the community members is equally important for the success of MnU’s Programmes. Maji na Ufanisi Annual Report & Accounts 2013 27 . MnU addresses this issue by developing appropriate communication material and use of effective communication channels that suit the targeted communities. the process of project implementation is slowed down as a result of stiff competition from other interested parties or conflicts-driven issues due to the limited available space in the slums. Local community leaders should be made to work extensively in both socio-economic and political spheres of the community. and other key stakeholders such as peer organisations is vital for the success of WASH programmes. There is always a capacity gap in the incoming teams especially where MnU lacks or has limited resources to carry out trainings for the new teams. CAPACITY BUILDING Sanitation and hygiene facilities can be improved with the help of local leaders if their capacity is strengthened and their roles clearly stated and streamlined. SPACE AND INFRASTRUCTURE Inadequate space to implement WASH projects at community level has always posed a challenge to the success of MnU’s programmes. particularly in urban slums. hence this important issue at Community level.9 LESSONS LEARNT The key lessons that Maji na Ufanisi learnt COMMUNITY INVOLVEMENT: programmes are as follows: Community ownership through participation in NETWORKING AND PARTNERSHIPS AT COUNTY LEVEL MnU faces the constant challenge of addressing in 2013 as a result of implementing WASH Working in partnership with development partners. Given the high demand of land. the national and county governments. level and National levels. County GOVERNANCE IN CBOS Loss of skills and knowledge through the democratic process of electing new facility management committee members is inevitable. the implementation process is significant. This means MnU is constantly seeking like-minded development partners who are committed to the realisation of a better society for the disadvantages communities in Kenya.

. Engagement of school management and the parents associations holds the key to this challenge. However some communities pose a challenge in accepting this much needed reality.STATUS OF COMMUNITY LAND Verification of the legal status of land is key to the success of slum based WASH programme. Mombasa County Government. Kongowea Market Central Committee and ‘Mwaga Taka’ CBO representatives during the signing of a joint partnership memorandum of understanding (MOU) at Kongowea. WATER SCARCITY Water shortage on the ground occasioned by both increase in population and climate change complicates the success potential of WASH projects. Maji na Ufanisi 28 Annual Report & Accounts 2013 Maji na Ufanisi. SECURITY Vandalism has been a major challenge to the sustainability of WASH projects especially in public schools and the informal settlements. This means that MnU has to undertake rigorous investigations to ascertain the real ownership of the land in which the organisation intends to construct various WATSAN facilities. GENDER Involvement of women in the implementation of the projects is vital in uplifting the economic status of these poor communities. Mombasa.

10 FINANCIALSTATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 Contents Page Organization’s information 30 Report of the Board 31 Statement of Director’s responsibilities 32 Report of the Independent Auditor 33 Statement of Financial Position 34 Statement of Financial Activity 35 Statement of Changes in Funds 36 Cash Flow Statements 37 Notes to the Financial Statements 38 Maji na Ufanisi Annual Report & Accounts 2013 29 .

Mary Matu Member Mr. S & Company Certified Public Accountants (Kenya) P. O. Wafula Nabutola Prof. Nairobi. Theresa Wairimu Treasurer P. Box 58684 -00200 Ms.O.00100 NAIROBI BANKERS Standard Chartered Bank Kenya Limited. Edward Kairu Member Lavington Executive Director & Secretary to the Board NAIROBI AUDITORS Odalo K. Peter Maina Chairperson Ms. Maji na Ufanisi 30 Annual Report & Accounts 2013 . Lawrence Mwangi Member Oloitokitok Road Ms. Mary Nginyo Member Eng.ORGANISATION’S INFORMATION MEMBERS OF THE BOARD OF DIRECTORS REGISTERED OFFICE AND PLACE OF BUSINESS Methodist Ministries Centre Mr. Yaya Centre Branch Nairobi Barclays Bank of Kenya Hurlingham Branch. Box 4920 .

MnU has been hosting the Civil Society Urban Development Programme (CSUDP). MnU started its operations in 1998 and since then has gained expertise in building the capacity of grassroots communities and institutions to analyze and address their development concerns and in particular. Research and Communication. Since 2010. Kenya. AUDITORS Messrs. universities. By order of the Board. CSUDP is an innovative urban intervention programme that is hinged on the Embassy of Sweden (EoS) Strategy (2009- 2013) and (2013-2014) for cooperation with 34. The results for the year are as set out on page departments. which shows the state of affairs of the organisation. Advocacy.’ MnU implements projects under the following key programme areas: Water and Sanitation Access. MnU has carried out activities in most urban informal settlements as well as supplementing city council efforts in public schools. government RESULTS Based Organizations (CBOs). Community schools. those dealing with water and sanitation. Community MnU partners with communities. and Organizational Capacity Development. Over the years. BOARD MEMBERS This is as shown on page 30. MnU’s vision is ’an empowered just society’ and its mission is ‘to improve the quality of life of the disadvantaged through participatory innovative pro-poor Water and Environmental Sanitation solutions. Odalo K. Hygiene Education and Promotion. ACTIVITIES Maji na Ufanisi (MnU) is a Kenyan membership based Non-Governmental Organization (NGO). particularly those adjacent to the informal settlements. NGOs and other like-minded organizations to achieve its goals and objectives. Maji na Ufanisi Annual Report & Accounts 2013 31 . & Company.REPORT OF THE BOARD The Board has pleasure in presenting its report and the audited financial statements for the year ended 31 December 2013. research institutions. Slum Upgrading Initiatives. Certified Public Accountants (K) who was appointed auditors during the year has expressed their willingness to continue in office. CSUDP facilitates equitable and sustainable urban development through Implementing Partners (IPs) who have demonstration projects in various urban areas SecretaryDate: 30/5/2014 around Kenya Empowerment. Environmental Management. S.

which disclose as adequate systems of internal financial control. with reasonable accuracy its financial position. for each statements give a true and fair view of the state of the state of affairs of the organization as at the income and expenditure account. which give a true and fair view of the financial affairs of the organization and of its end of the financial year and of its operating further accept responsibility for the maintenance the Directors to ensure that the organization in the preparation of financial statements. They are also responsible for safeguarding the assets of the Organization. The Maji na Ufanisi Annual Report & Accounts 2013 _______________________Secretary Date: 30/5/2014 Date: 30/5/2014 to indicate that the organization will not remain a going concern for at least the next twelve months The Directors accept responsibility for the 32 Nothing has come to the attention of the Directors _______________________Chairperson from the date of this statement. which may be relied upon keeps proper accounting records. _______________________Board Member Date: 30/5/2014 . It also requires of accounting records. as well statements of the Maji na Ufanisi (MnU). The Directors results for the year under review. in conformity with International Financial Reporting Standards and in the manner required by the regulatory body of NGO’S.DIRECTOR’S RESPONSIBILITIES ON THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31DECEMBER 2013 The Directors are required to prepare financial Directors are of the opinion that the financial financial year. annual financial statements. which have been prepared using appropriate accounting policies supported by reasonable and prudent judgments and estimates.

iii) The Organisation’s statements of financial position and income statement are in agreement with the books of account.S.: 5/6/2014 Maji na Ufanisi Annual Report & Accounts 2013 33 . We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. the financial statements present fairly. OPINION In our opinion. proper Books of Account have been kept by the Organisation. whether due to fraud or error. statement of changes in funds and cash flow statement for the year then ended and a summary of significant accounting policies and other explanatory notes as set out on pages 34 to 47. In making those risk assessments. as well as evaluating the overall presentation of the financial statements. based on our audit. REPORT ON OTHER LEGAL REQUIREMENTS As required we report to you. Odalo K. which to the best of our knowledge and belief were necessary for the purposes of our audit. in all material respect the financial position of the Maji na Ufanisi as at 31 December 2013 and of its financial performance and Cash flows for the year then ended in accordance with International Financial Reporting Standards and the NGO’s Co-ordination Act. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. but not for the purpose of expressing an opinion on the effectiveness of the company’s internal control. & Company Certified Public Accountants (Kenya) Nairobi Date. and. that: i) We have obtained all the information and explanations. AUDITOR’S RESPONSIBILITY Our responsibility is to express an opinion on these financial statements based on our audit. so far as appears from our examination of those books.REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF MAJI NA UFANISI (MnU) REPORT ON THE FINANCIAL STATEMENTS We have audited the accompanying financial statements of Maji na Ufanisi. we considered the internal control relevant to the organisation’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances. ii) In our opinion. whether due to fraud or error. DIRECTORS’ RESPONSIBILITY FOR THE FINANCIAL STATEMENTS The directors are responsible for the preparation and fair presentation of these financial statements in accordance with International Financial Reporting Standards and for such internal controls as the directors determines is necessary to enable the preparation of financial statements that are free from material misstatement. We conducted our audit in accordance with International Standards on Auditing. including the assessment of the risks of material misstatement of the financial statements. The procedures selected depend on our professional judgment. which comprise the balance sheet as at 31 December 2013 and income statement for the year ended 31 December 2013. Those Standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors.

658.244 11.420) 164.784 52.404 216.405.602 44.405.366 9.931 216.744.576.403) 13.288.588 8.109.154 206.798.960 (3.085 532.330 201.398 13.142 45.Shs 31.778 54.615 5. Plant and Equipments Intangible Assets 2 3 CURRENT ASSETS Accounts Receivable Cash and Bank Balances 5 4 TOTAL ASSETS 156.12 K.806.913.847.547 10.744.759.611.620 7.918 63.614 53.632 21.STATEMENT OF FINANCIAL POSITION AS AT 31 DECEMBER 2013 Note ASSETS NON-CURRENT ASSETS Property .492.274.132.233 7.13 K. 12.471.249 798.540.121.915.318.701 (3.247 75.12.547 - FUNDS AND LIABILITIES FUNDS Assets Fund Project Funds General Funds 7 CURRENT LIABILITIES Trade Payables Other Payables 6 6 TOTAL FUNDS AND LIABILITIES The financial statements were approved by the Board of Directors on 30/5/2014 and signed on its behalf by: Executive Director Chairperson Maji na Ufanisi 34 Annual Report & Accounts 2013 .247 - 75.Shs 9.

512 346.Shs 203.685) (1.658.602 10.132.759.072.060.236 106.040) (266.Laini Saba Global Fund Hungarian Maltese Cafod French Embassy EABL Foundation Donations Interest Income Loss/Gain on Asset Disposal TOTAL INCOME EXPENDITURE NET INCOME ( Notes 12-18) Funds to acquire fixed assets Depreciation ( Notes 2) Armotization ( Notes 3) NET MOVEMENT OF FUNDS FUND BALANCE AS 1.318.12.613.605.13 FUND BALANCE AS 31.553.431.122) 110.913.000 1.512 346.107.100.701 (2.713.142 164.404.084.216) (7.701 113.420) (3.559.254.817 70.378 9.613.763 22.017 33.121.Shs GENERAL FUND K.183) (100.192 846.316 33.875 - - - 112.833 53.12.559.138 143.1.Shs ASSET FUNDS K.000.843) (7.591) (62.285.691) 154.472 53.750.454 38.CSUDP Rotary Club/Denver University Wash United OXFAM IDRF Coca Cola .126.573 (989.000.608.122) (2.Olimpic Primary Coca Cola .040.317 - - 203.634 240.317.653 170.875.017 33.109.000 1.025 346.875) 361.017 346.272 (5.163 233.12.485 114.235) 143.MNU SIDA .806 215.023) 134.017 33.713.806 215.228) (629.13 DESIGNATED FUNDS K.267) 2.12 TOTAL K.355.205 1.317 - 33.913.017 33.437.614 (3.354.859) (361.406 (2.182.097) 1.000 331.117.13 TOTAL K.553.403) ( Maji na Ufanisi Annual Report & Accounts 2013 35 .022 (96.011.335 46.701 43.513) (1.017 233.630) (524.488.040) (266.433) (51.403 1.STATEMENT OF FINANCIAL ACTIVITY FOR THE YEAR ENDED 31 DECEMBER 2013 GRANT INCOME Cordaid Christian AID UN Habitat Rotary Club of Kenya Ford Foundation UNICEF Watercan Other IFS Workshop Anew (Partner Sister Cities Ripple Effect APA Insurance SIDA .742 44.317 8.763 22.969.649) (399.617 - 33.649.377 (10.017 (3.463.Shs 31.000 11.574 (219.236 106.Shs 31.960 156.287) 13.

254.122) 156.237) (240.292.316 (3.183) - (399.163 (6.875) 361.122) - (266.592.602 (3.017 346.500 - - Funds for the purchase of Intangible Assets (129.100.138 143.759.335 (233.420) 53.254.022) Operating Costs (233.084.142 At 1 January 2013 44.500) 183.559.915.285.109.317 - 33.785) Funds for the purchase of Fixed Assets (183.317.602 (3.701 10.913.121.614 Income Operating Costs Funds for the purchase of Fixed Assets At 31 DECEMBER 2013 Maji na Ufanisi 36 Annual Report & Accounts 2013 (233.142 346.833 Income 143.559.072.318.117.403) Armotization Charge - (266.500 - - Depreciation Charge - (3.913.Shs K.Shs K.Shs At 1 January 2012 134.701) - (361.072.318.679 154.025 170.649) Armotization Charge - (399.183) At 31 December 2012 44.658.Shs K.182.875 - - Depreciation Charge - (2.000 161.500) 129.420) 53.040) - (2.431.701) .435 3.960 13.STATEMENT OF CHANGES IN RESERVES AND FUND BALANCES FOR THE YEAR ENDED 31 DECEMBER 2013 DESIGNATED FUNDS ASSET FUNDS GENERAL FUNDS TOTAL K.589.719 16.649) - (3.960 13.121.109.

404.872.561) (5.434 (68.122 3.875) (313.040 266.500) (129.561) INVESTING ACTIVITIES Cash flows from investing activities Purchase of property and equipments Purchase of Intangible Assets (361.649 399.708.447 31.119.154 Net increase in cash and cash equivalents Cash and cash equivalents at the beginning of the year CASH AND CASH EQUIVALENTS AT THE END OF YEAR 4 Maji na Ufanisi Annual Report & Accounts 2013 37 .875) - (183.940.12 K.510.000) 147.284 6.859) 27.Shs 31.472 (100.500) Net cash used in investing activities (361.872.715 201.183 113.228 147.12.13 K.254.219.561) (67.402) (67.044.Shs 110.CASH FLOW STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2013 Note OPERATING ACTIVITIES Cash flows from operating activities Net movement of funds Adjustments for: Depreciation Armotisation   Operating surplus before working capital changes Increase in accounts receivables Decrease in partner balances Increase in trade payables and accruals   Cash generated from operations   Net cash generated from operating activities 31.940.309       (96.288.634 3.750.12.154 122.309 147.691) 2.588 54.541.559.288.

events that are believed to be reasonable other factors. . Such estimates and assumptions.NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 1. plant and equipment. In practice. directors make certain estimates and assumptions about future events. including expectations of future under the prevailing circumstances. thus Kenya of assets and liabilities within the next (g) below on ‘critical accounting estimates Reporting Standards (IFRSs). (c) Revenue Recognition Revenue is recognised to the extent that it is probable that the economic benefits will flow to the organisation and the revenue can be reliably measured. or where and are based on historical experience and significant to the financial statements. The financial 38 statements and the reported amounts of Assumptions In the process of applying the organisation’s accounting policies. It also requires directors to exercise financial year. These policies have been actions. The preparation of financial statements in conformity with International Financial Reporting Standards requires the use of estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial Maji na Ufanisi Annual Report & Accounts 2013 Property. Although The principal accounting policies adopted in these estimates are based on the directors’ are set out below. (b) Critical Accounting Estimates and depreciation rates for property. organisation’s accounting policies. actual results may differ from those the preparation of the financial statements best knowledge of current events and consistently applied. unless otherwise stated. Accounting policies 1(f) and 1 (a) Basis of Preparation and assumptions’ and ‘critical accounting The financial statements are prepared in judgements’ highlight the areas that involve compliance with International Financial Shillings (KShs) and are prepared under the historical cost basis of accounting. These estimates are continually evaluated a higher level of judgement. that have a significant risk of causing a The organisation measures its property. plant and equipment. plant and equipment Directors make estimates in determining the the accounting policy for property. the estimated and assumed results would differ from the actual results. estimates. SIGNIFICANT ACCOUNTING POLICIES material adjustment to the carrying amounts period. The rates used are set out in the estimates or assumptions used are statements are presented in the functional currency of the host country. plant and equipment at cost. are described below: revenues and expenses during the reporting The financial statements are prepared in accordance with and comply with International judgement in the process of applying the Financial Reporting Standards (IFRSs).

plant and equipment are depreciated on the reducing balance basis to write down the cost of each asset to its residual value over its estimated useful life as follows.a Furniture and fittings 12. j) Retirement Benefits Costs The organisation operates a defined contribution retirement benefits scheme for its employees.a g) Intangible Assets Intangible Assets are stated at cost less accumulated amortization. at a rate of 12. Gains and losses on exchange are dealt with in the income statement.a grant incomes that are not subject to taxation. ii) Interest income It is accrued on a time basis. The Group also contributes to a statutory defined contribution pension scheme. Plant. Items of property. by reference to the principal outstanding and the interest rate applicable. The Group’s contributions to the above schemes are charged to the income statement in the year to which they relate. and a reliable estimate of the amount of the obligation can be made.5% p. d) Taxation f) Property. i) Foreign Currency Transactions Monetary assets and liabilities expressed in foreign currencies are translated into Kenya Shillings at the rate of exchange ruling at the balance sheet date. The assets of the defined contribution scheme are held in a separate trustee administered fund. Transactions during the year in foreign currencies are translated at the rates ruling at the dates of the transactions.0% p.3% p. e) Provisions Provisions are recognised when the organisation has a present legal or constructive obligation as a result of past events.5% p. Maji na Ufanisi Annual Report & Accounts 2013 39 . Current taxation Office equipment 12. Computers and IT equipment 33. Equipment and Depreciation Property. Provisions mainly relate to leave accrual. which is funded by contributions from the company. h) Project and Designated Funds These funds represent unutilised funds and are available for use in subsequent periods. the National Social Security Fund (NSSF). for which it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation. The following specific criteria must also be met before revenue is recognised: i) Revenue from donor grants Revenue is recognised on receipt.a No tax has been provided as funds received are Motor Vehicles 25. plant and equipment are stated as cost less accumulated depreciation and any impairment losses.5% of the basic salary of each employee. Contributions are determined by local statute and are limited to KShs 200 per employee per month.

net of any Trade and other receivables Trade and other receivables are carried at their original invoiced amount less an estimate made for allowances for credit losses based on a review of all outstanding amounts. (i) For the purpose of the cash flow statement. financial instrument. in the case of receivable is reduced through use of an profit or loss. Allowances for credit losses identified as irrecoverable. (vi) Impairment and uncollectibility of financial assets The Organisation assesses at each balance sheet date whether there is any objective evidence that a financial asset or group of financial assets is impaired. which is measured at the at the year end. the organisation becomes a party to the contractual provisions of the instrument. the financial instruments of the invoice. on outstanding overdrafts. (ii) Cash and cash equivalents The organisation’s principal financial instruments include trade and other receivables. cash equivalents include short term liquid investments which are readily convertible to known amounts of cash. (iii) Accounts payable an account by account and portfolio basis. less any payments made to the suppliers. probability of insolvency or significant financial difficulties of the debtor) that the organisation will not be able to collect all of the amounts due under the original terms On initial recognition. bank and cash balances and trade and other payables.k) Financial Instruments A provision for impairement is made when Financial instruments are recognised in the financial statements when. Maji na Ufanisi 40 there is objective evidence (such as the Annual Report & Accounts 2013 financial liabilities and are carried at fair or contractual value of the consideration to be paid in future in respect of goods and services supplied by the suppliers. . The carrying amount of the are measured at fair value plus. Impaired debts are attributable to the acquisition or issue of the uncollectible. and only when. transaction costs that are directly de-recognised when they are assessed as a financial instrument not at fair value through allowance account. whether billed to the Organisation or not. Cash and cash equivalents are measured at amortised cost. Accounts payable are non interest bearing are written off in the year in which they are amortised cost.

937.041 104.186 1.644 266.072 285.373 27.249 Depreciation At 1 January 2013 Charge for the year At 31 December 2013 Net book values At 31 December 2013 YEAR ENDED 31 DECEMBER 2012 At 1 January 2012 Additions At 31 December 2012 Depreciation At 1 January 2012 Charge for the year At 31 December 2012 Net book values At 31 December 2012 3.803.Shs IT Equipment K.041 3.584 11.597 1.500 27.226 6.741 3.226 6.649 16.881.031.248 1.366 Maji na Ufanisi Annual Report & Accounts 2013 41 .243 2.970.036 4.698 1.277 16.973 2.616.881.996 1.085 Motor Vehicles K.927.985.620.Shs Furniture & Fittings K.573.863.010 Armotization At 1 January 2013 Charge for the year At 31 December 2013 1.500 3.471.990.008 304.120.970.640 6.792 5.584 6.140 183.068 263.307.803.Shs Total K.783.068 1.373 6. PLANT AND EQUIPMENT YEAR ENDED 31 DECEMBER 2013 At 1 January 2013 Additions At 31 December 2013 Motor Vehicles K.332.544.093.881.371 2.000 4.528 5.Shs Office Equipment K.Shs 12.256.832.938.244 At 31 December 2012 798.515 6.077.226 135.000 12.573.938 8.040 18.640 361.814 1.129.938.000 12.919.Shs 12.830.000 3.226 4.832.010.970.752 2.095.523.789 13.373 256.439 1.940 1.000 3.789 521.001.843.541 48.Shs Furniture & Fittings K.766 Net book values At 31 December 2013 532.415.332.446.415.882.559.286 4.430 4.875 28.Shs Total K.976 9.391 2.Shs IT Equipment K. PROPERTY.120.253 27.010 2.165.248 1.122 1.286 266.277 1.990.Shs Office Equipment K.995 3.507.970.880 7.664 2. INTANGIBLE ASSETS Cost At 1 January 2013 Additions At 31 December 2013 2.391 6.042.NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued) 2.830.891.686.997 653.

6.149 5.288.Shs K.774.071.588 54.Shs Cash Balances 91.620 Other Payables 7.398 7.707.075 54.611.Shs Deposits 940.NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued) 4.806 Prepayments Implementing Partners Balance 2.12 CASH AND BANK BALANCES K.641 201.235.233 13.000 248.632 21.865 6.798.528.576.457 Staff Accounts 1.778 Trade Payables 45.Shs K.130 948. 31.139.13 31.513 Bank Balances 201.226.540. 5.154 K.12.404 ACCOUNTS RECEIVABLE TRADE AND OTHER PAYABLES Maji na Ufanisi 42 Annual Report & Accounts 2013 .492.847.335 1.915.513 61.330 8.784 52.

533) - 22.763 1.950 SIDA .567.317 Maji na Ufanisi Annual Report & Accounts 2013 43 .187.011) Hungarian Maltese (677.931.624 - (1.719.Shs K.286 - 12.891 215.022 - - (171.CSUDP Gitaro Self Help Group Rotary Club/Denver University CAFOD CDTF Other Funds (171.009.659.392 260.000) 53.321) 233.540 - 920.140 44.645.084.008 - (377.558.281.575.072.000.106) 1.863 (2.366.637) - - - (2.511 33.084.317 233.421) - - - (24.243 927.302) (2.806 62.280 346.680.875) 82.397 - - - 5.637) (24.Shs 7.701 (361.NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued) 7.917 106.275 - (653.875) 156.701 UN Habitat Watercan SIDA .Shs K.514 5.713.421) Board Funds - - 653.621.109.Shs K.000.236 190.759.Shs K.909) - 331.397 (29.553.206) Global Fund (374.212 (58.613.960   346.621.875) 156.740 - 4.321) 44.200.000 165.701 (361.014.003) - 3.680 - 7.080 - 312.00) (63.382 - (52.503 (301.275) Sister Cities - 203. PROJECT FUNDS Cordaid Christian Aid 01-Jan-13 Receipts Expenses Fixed Assets 31-Dec-13 K.652 4.269 - 20.512 2.MNU 8.072.

Foreign exchange risk arises from future the company arise from deposits held with various investment transactions and recognised assets and liabilities. evaluates and manages financial risks in close co-operation with various departmental heads. due to changes in market variables such as The Organisation’s activities expose it to a variety prices. Risk management is carried out by the management under policies approved by the Board of Directors. The Organisation does not speculate of financial risks: market risk (including foreign exchange risk. receivables its operations. Credit risk is the risk of financial loss to the company ii) Foreign exchange risk instrument fails to meet its contractual obligations. . The directors review and agree policies for managing for the establishment and oversight of the profitability and/or cash flows of financial Organisation’s overall risk management programme the market interest rates. The objective of market risk management AND POLICIES comprise cash and cash equivalents. Monetary assets and liabilities denominated in foreign currencies are retranslated at the rate of if a customer or counter-party to a financial The largest concentrations of credit exposure within service providers. as well as written policies covering specific areas. liquidity risk and operational risk. CREDIT RISK therefore not exposed to interest rate risk. return on the risk. Management identifies. The board provides written principles for overall risk management. The company’s policy is to record transactions in foreign currencies at the rate in effect at the date of the transaction. interest rate risk and price risk). interest rate risk. foreign exchange rates and equity is to manage and control market risk exposure within acceptable levels. Purchase prices are determined by the Organisation’s risk management framework. exchange in effect at the balance sheet date.NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued) 8. such as Maji na Ufanisi 44 and investment of excess liquidity. pre-payments and cash and cash equivalents held with banks. The instruments will fluctuate because of changes in credit risk. All Annual Report & Accounts 2013 The Organisation has no borrowings and is the commodities and services that the Organisation market forces and other factors that are not within the control of the Organisation. while optimising on the gains or losses on changes in currency exchange rates are accounted for in the income statement. The Organisation operates locally in Kenya and is exposed to foreign exchange risk arising from donor funds received in foreign currencies. cash flows of financial instruments will fluctuate interest rates. These instruments arise directly from Market risk is the risk that the fair value or future or trade in derivative financial instruments. focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on its financial performance. FINANCIAL RISK MANAGEMENT OBJECTIVES foreign exchange risk. The Organisation places significant amounts of funds with recognised financial institutions with strong credit ratings and does not consider the credit risk exposure to be significant. credit risk The Organisation’s principal financial instruments MARKET RISK and payables. primarily with respect to the US dollar and Sterling Pound. iii) Price risk these risks. i) Interest rate risk Price risk arises from the fluctuation in the prices of The Board of Directors has overall responsibility Interest rate risk is the risk that the future deals in. When these are translated they may result in exchange losses or gains depending on the movement of the exchange rates.

technology and infrastructure and from external factors other than credit. • Documentation of controls and procedures. COMPARATIVES Where necessary. far as possible. • Requirements for the reconciliation and monitoring of transactions. • Compliance with regulatory and other legal requirements. This ensures quick disbursement of grant funds. Prudent liquidity risk management implies maintaining sufficient cash. 11. including the independent authorisation of transactions. • Requirements for the periodic assessment of operational risks faced. EMPLOYEES The average number of employees for the organisation during the year was 28 (Twenty-Eight) as compared to the 26 (Twenty-Six) in the previous year (2012). from its financial liabilities. The organisation therefore ensures prompt reporting to donors.NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued) LIQUIDITY RISK and damage to the organisation’s reputation with • Development of contingency plans. as liquidity to meet its liabilities when due. This responsibility is supported by the development of overall organisation’s standards for the management of operational risk in the following areas: • Requirements for appropriate segregation of duties. The Organisation’s • Ethical and business standards. that it will always have sufficient implementation of controls to address operational encounter difficulties in meeting its obligations approach to managing liquidity is to ensure. The organisation’s objective is to manage operational risk so as to balance the avoidance of financial losses and damage to the organisation’s reputation with overall cost effectiveness and to avoid control procedures that restrict initiative and creativity. without incurring unacceptable losses or risking damage to the company’s reputation. 9. • Requirement for the reporting of operational losses and proposed remedial action. Risk mitigation. The organisation’s objective is to manage operational risk so as to balance the avoidance of financial losses overall cost effectiveness and to avoid control The primary responsibility for the development and risk is assigned to management. OPERATIONAL RISK Operational risk is the risk of direct or indirect loss arising from a wide variety of causes associated with the company’s processes. under both normal and stressed conditions. Operational risks arise from all of the organisation’s operations. market and liquidity risks such as those arising from legal and regulatory requirements and generally accepted standards of corporate behaviour. Liquidity risk is the risk that the Organisation will procedures that restrict initiative and creativity • Training and professional development. comparative figures have been adjusted to conform with changes in presentation in the current year. and the adequacy of controls and procedures to address the risks identified. personnel. INCORPORATION The Organisation is domiciled and registered in Kenya under the Non-Governmental Organisations Co-ordination Act since 1997. 10. Maji na Ufanisi Annual Report & Accounts 2013 45 . including insurance where this is effective.

658.590 - - - - - - -   - 523.610 2.Postage & Deliveries Office Hospitality Bank Charges Photocopying Cost Interns Allowance Digitalization Registration/Work permit Meeting Expenses Other Administration cost Computer Related Services Subscriptions and Registrations - BOARD FUNDS Kshs 8.779 2.325 - Kshs 3.772 34.580 210 33.412 450.474 2.056 39.786 210.029 53.743 295.937.720 765.300 135.186 - 59.589.384 484.899 605.653.890 75.412 20.513 657.710 276.483 - 3.259 - CHRISTIAN AID Kshs 14.640 54.700 934.526 695.257 152.682.389 896.343 68.666 396.887.524 194.666 20.214 846.650 4.136 221.284 416.775.000 - Denver University Kshs 221.144 339.457.000 - - 3.529 164.166 217.910 6.196 5.325 - - 6.583 671.117 56.110 30.655 162.188 - 12.000 - 19.457.992 156.493.231 289.564.189 - - - Kshs 895.194 231.878 156.159.540 62.358.149 221.000 2.806.048 448.000 117.514 69.315 58.408 18.447 23.891 7.950 49.867.400 506.079 416.296 217.114 3.275 153.425 1.008 41.984 54.000 200 11.205 27.500 - 4.390 103.500 4.697.048 554.583   -  -  .666 - - 523.400 300 13.373 375.574 12.974 853.002 3.122 462.832 2.738.320 121.633 131.612 - 11.750 72.303.153.146 922.092.550 1.686   3.540 - 9.000 - GLOBAL FUND Kshs - - 635.567 50.- 28.510 697.318 13.472.800 - SIDA MNU Kshs 1.200 14.230.375 1.310 845.119 763.479 2.588 - - 864.860 13 VEHICLE RUNNING COSTS Fuel & Lubes Maintenance Licences and Insurance Parking.740 99.890 7.913 207.394 263.343.660 1.920 - SIDA CSUDP Kshs 1.993 184.250 - CAFOD TOTAL TOTAL Kshs - Hungarian Maltese Kshs - Kshs 3.047.593 18. Car Wash Taxis 130.600 7.633.800 84.715 189.000 7.700 7.970 221.720 6.139.747 45.630 151.070 600 138.530 370.546.650 59.310 702.757 2.850 24.730 636.828 - CORDAID Kshs - - SISTER CITIES Kshs 36.740 653.237 452.000 323.900 203.810 CDTF - - 6.480 16.869 1.000.257 4.741 8.043 765.275 51.929 470.115 200.262 11.220 3.455 10.158 2.000 568.152 161.723 35.008 - 5.NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued) 12 MNU ADMINISTRATIVE & OFFICE EXPENSES Rent Utilities Telephone Security Internet Access Licencing Stationery Printing Repairs and Maintenance Magazines and Publicatiions Audit Fees Legal Fees Local Transport Cleaning Board Meeting & AGM Expenses News papers.313 982.715 6.537 237.000   25.780 14 PERSONNEL COSTS Staff Salaries & Benefits Medical Maji na Ufanisi 46 Annual Report & Accounts 2013 -  - .473 1.837 4.400 155.940 - - 35.389 231.252 4.512   225.173 - - 5.617 491.641 -  -  - 117.039 489.838 200 11.740 - 9.

475 18.918 - Denver University Kshs 31.435 136.200 255.585.MNU Kshs 3.319 240.500 35.654 - Kshs 446.686.841.624   3.557.700 - 144.066 (53.121 929.13 SIDA CSUDP Kshs 81.844 148.200   24.014.737.428 1.615 28.119 16.187.885.072.428 1.697 2.701   9.667 129.740   653.066 (53.060 1.915   202.885.756.076.107.256 264.310.705.667 16.763.750   4.350 47.335.275   312.000 74.12.756.913 36.757.035.119 16.076.645.12.658 350.404 7.564.789 13.921.377 1.194.360 249.499 2.756.182 - CAFOD 16 PROJECT SUPPLIES Water Tank Sanitation Block Asssesment Reports Branding of facilities Handing over expenses 17 MONITORING AND NETWORKING Networking Consultancy Urban Journal Forums Advisory Training Facility MEAL Data development Monitoring 18 IMPLEMENTING PARTNERS RETURNS Haki Jamii NACHU Umande Trust Pamoja Trust Shelter K-Rep Uwezo 7.247 112.602 14.527 - 150 150   28.382   3.340.177 74.008   190.182 - -  5.194.863   62.825.000 - - - - 900 900 - - CORDAID Community Training Community Capacity Building Youth Training HIV/AIDS and Gender Activities Training of Activities (partners) Tools Fabrication Staff Training Proposal Writing Team Building Strategic Planning Public Awareness development Institutional Development Community Meetings Cleanup Expenses Baseline Survey and Mapping Exchange Visits CHRISTIAN AID Kshs 47.915 16.734.710 1.169.177 49.509.700 81.000 40.977 40.977 - - 255.734.970 111.928 12.335.402.969 -  331.692 3.335.789 13.700 GLOBAL FUND Kshs - SISTER CITIES Kshs 144.575 - 239.574 - -  24.296 81.288 7.862 3.177   163.540   Maji na Ufanisi Annual Report & Accounts 2013 47 .615 202.899 233.000 61.716.503   7.899 165.750 - SIDA .184.487 129.076.600 - CDTF Kshs - Hungarian Maltese Kshs - 31.022 239.182.918 - Kshs 2.668.755.081 173.336 10.551) 2.551) 2.693 100.174 - - 74.686.630 108.763 59.654 711.404 7.12 TOTAL TOTAL Kshs 3.658 111.102 13.312.956.832.807 57.213.177 49.376.000 24.665.774   42.719.756   10.212   3.312.980 164.575 144.820 2.654 264.755.286   2.585.304.862 3.604.360.182 100.475 18.000 25.639 347.269   -  1.NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued) 15 CAPICITY BUILDING Kshs - BOARD FUNDS Kshs - - - - - - 47.

Notes Maji na Ufanisi 48 Annual Report & Accounts 2013 .

Notes Maji na Ufanisi Annual Report & Accounts 2013 49 .

Website: .majinaufanisi.