Maji Na Ufanisi 2013 Annual Report

TS - 2 0 1 3
NIS
I
MAJI NA UFA
UN
(Water and Development)
AC
CO
Maji Na Ufanisi
N
N
A
EPORT A
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ND
UA
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

E-mail: mnu@majinaufanisi.com
Telephone: +254 20 4947000
Fax: +254 20 4947300
Cell Phone Numbers: +254 726 939309/737 939309

Website: www.majinaufanisi.com
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

Email: barasa.sindani@gmail.com
Maji na Ufanisi
ii
Annual Report & Accounts
2013
TABLE OF CONTENTS
ACRONYMS
iv
1 MESSAGE FROM THE CHAIRPERSON
2 MESSAGE FROM THE EXECUTIVE DIRECTOR
3 EXECUTIVE SUMMARY
4 WHO WE ARE
5 CORPORATE GOVERNANCE
11
6 REVIEW OF THE YEAR 2013
14
7 INSTITUTIONAL CAPACITY STRENGTHENING
24
8 SUCCESS STORIES
26
9 LESSONS LEARNT
27
Maji na Ufanisi
2013
iii
ACRONYMS
ANEW
African Civil society Network on Water and Sanitation
CBO
Community Based Organisation
CSO
Civil Society Organisation
CSUDP
Civil Society Urban Development Programme
DPA
Danish Peoples AID
EoS
Embassy of Sweden
KEWASNET
Kenyan Water and Sanitation Network
MnU
Maji na Ufanisi
NGO
Non-Governmental Organisation
WASH
Water Sanitation and Hygiene
WATSAN
Water and Sanitation
WES
Water and Environment Sanitation
Maji na Ufanisi
iv
2013
MESSAGE FROM
THE CHAIRPERSON
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.
Kenyas 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 governments 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 Delories
three-year tenure, Maji na Ufanisi will be forever
indebted to her and wish her all the best in her future
endeavours.
In the year 2013 the Board led MnU to undertake
key deliberations that were aimed at diversifying
the organisations 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 organisations 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 Ufanisis 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
2013
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. Key among these

developments was the handing over of the
chairpersonship mantle from Ms. Jane Delorie
who served as chairperson of the MnU Board for

three years to Mr. Peter Maina.
For instance in 2013 the organisation has
A lot of progress was realised during Ms. Jane
concluded the construction of water and
our utmost gratitude for the sterling leadership.
settlements, Mombasa which was funded by
Chairperson bringing on board vast experience
Sanitation facilities in Kongowea Market,
position, Mr. Maina has been an outstanding
the Embassy of Sweden (EoS). These
and management; Empower CBOs to compete
Advocacy and Capacity building initiatives which
and; Promote effective utilisation of resources
Delories 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. Prior to this
Mombasa County which was funded by
approaches that enhance water development
member of the MnU board.
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.
accountability amongst the sector players.
period. Some of these programmes include
As indicated above, 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; 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. Edward Kairu, Executive Director
enhancing Water, Sanitation and Hygiene
line with the organizations strategic objectives
the mandate Maji na Ufanisi has in promoting,
informal settlements in Nairobi County but also
models for pro-poor water and environmental
role in the transitional phase that the Civil
Taveta.
through action-research to document
CSUDP is undergoing to attain its new status.
Maji na Ufanisi
A lot of progress was realized

during Ms. Delores tenure
and we would like to give her
our uttermost gratitude for the
good job done.
2013
The aforesaid was evident in MnU projects and
ha
En
the realisation of CSUDPs vision ans mission.
Communities
e
ag
strategies has also continued to contribute to
ce
g
En
The implementation of MnUs own intervention
Strategize
activities that continued to improve the wellbeing
Partnership
Accountability
of the urban poor by promoting networking

partnerships at community, civil society
organisations (CSOs) and county government

levels by engaging like-minded actors in
implementing targeted interventions that
address issues of water sanitation, land tenure,
an
and national mechanisms for CSOs popular
Pl
MnU played a critical role of strengthening local
vie
AIDS in both Mombasa and Nairobi counties.
Infrastructure
Communication
Re
household economic empowerment and HIV/
Execute
influence on national and county legislative and

policy regimes under CSUDP transition plan.
MnU has also been a core participant in diverse

CSUDP fora where it shared its experience in
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), how to deliver on some of
priorities.
partnering with them to bring the much needed
resilient water and sanitation models.
policy influencing to CSUDPs Implementing
effective utilisation of resources in the sector
commitment, that MnU has been able to
Through the above stated experiences MnU
amongst the sector players, the organisation
Mombasa and Nairobi (and indeed to all the
devolution inform the organisations strategic
county governments with a clear goal of
the devolved functions by availing scalable and
Partners (IPs).
change at grass roots level.
Maji na Ufanisi
2013
The above achievement not only earned MnU

recognition as a key player in provision of
the pro-poor solutions but also provided the
opportunity to influence the process of policy

formulation iunder the devolved government
structure.
In order for Mnu to continue providing resilent

WASH solutions the organisation has linked
up with other development partners. Looking
forward, such linkages with other developmental

partners such as Aspire Group and DPA will
enable the organisation complete some of its
target programmes and opening of new projects

in counties such as Nairobi, Mombasa, Kisumu
and Taita Taveta.
Jean-Michel Cousteau - Marine

biologist, explorer, diplomat for the
environment, educator and founder
of Ocean Futures Society.
In conclusion, I would like to thank our
development partners who have worked with

and supported the continued efforts of MnU
In so doing, MnU will continue to rely on its pool
board and staff to accomplish all the projects
of robust and highly professional staff.
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. 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.
Maji na Ufanisi
We have the ability to provide

clean water for every man, woman
and child on the Earth. What has
been lacking is the collective will to
accomplish this. What are we waiting
for? This is the commitment we need
to make to the world, now.
2013
2013. This co-operation has seen MnU get the

the national government and a good number
of county governments alike. It is our hope that

such co-operation and support will continue in
2014 and beyond.
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. This led to MnU attaining
key milestones through implementation of her
programme approaches which have continued

to bring positive change to members of the
society, in particular those from marginalized

communities.
The 2013 annual report builds on the
achievements made in the year 2012 which also

included the role MnU played in facilitating the
civil Society Urban Development Programme
(CSUDP).
Based on the fact that Maji na Ufanisi has been

hosting the CSUDP, it was important for the
senior management and programme team to
ensure the complimentary achievement of both

CSUDP and MnU strategic objectives. MnU
as the host organization has a responsibility of

incubating CSUDP to become an independent
legal entity able to carry on her mandate after the

transition phase.
In 2013, and in support of the CSUDP transition
of water sanitation, land tenure, household
harnessing the benefits of synergies between
Mombasa and Nairobi counties.
thrust of establishing a suitable framework for

non-state and state actors MnU continued to
play her management, advisory oversight roles

for the secretariat.
The implementation of MnUs own programmes

has also continued to contribute to the
realisation of the CSUDP programme. For
instance the aforesaid was evident in MnU
projects and activities that continued to improve

wellbeing of the urban poor by promoting
networking partnership at community, CSOs

and county government levels by means of
engaging like-minded actors in implementing

targeted interventions that address issues
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. MnU was a
core participant in the diverse CSUDP fora
where MnU shared her experience in policy

influencing to Implementing Partners (IPs).
Similarly, MnU was able to demonstrate to the
County Governments of Mombasa and Nairobi

how to deliver some of devolved functions
by modelling water and sanitation facilities in

Kongowea open market, Kawangware and
Githurai Primary Schools, respectively.
Maji na Ufanisi
2013
enshrined within the Kenyan Constitution. These
interventions will also enhance partnership building

between MnU and the two counties, while at the
Maji na Ufanisi
team pose for a
group photo with
Mombasa County
Governor, H.E Ali
Hassan Joho during
a consultative
meeting in his
office.
same time providing a platform that will be used
to reach other target counties of Kilifi, Kwale, Taita

Taveta, Kisumu, Siaya, Kiambu and Tharaka Nithi
where MnU plans to extend her operations under its

current Strategic Plan.
At the end of 2013, Maji na Ufanisi are in
the process of formalizing MoUs for future
working relations with Nairobi, Mombasa and

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.
key player in provision of the pro-poor solutions
process of policy formulation in both Counties. The

Governors and County Executives of Mombasa
and Nairobi Counties have sought MnU support
on various occasions during the reporting period
in relation to School WASH and Communal Water
and Sanitation issues. During consultative meeting

between Mombasa Governor and MnU Senior
Management team, the Governor requested MnU

to take lead role in bringing aboard the other
likeminded CSOs to contribute to the county
development agenda. Accordingly, this will aavail
MnU the opportunity to participate in influencing the

sector policy formulation and enactment within the
Maji na Ufanisi
2013
while replicating the same to other target
Kisumu Counties which will cover a spectrum
of development areas. It should be noted that
the organisation has a full operational office in
Mombasa after being accorded free office space
The expected impact from these interventions
by Mombasa County Government which in itself is
and improved performance within the target
interventions.
will be increased school enrollment, retention

schools, improved personal hygiene and
environmental sanitation in Kongowea open

market, increased citizens participation in
management of development projects and
decision making at county level, sustainability

of projects through the franchising concept
(pay as you use) and more awareness among

the citizens on their right to demand for
service provision by the primary duty bearer as
a great testament of how this county values MnUs
In order to make all these inroads a success, MnU

will recruit staff to fill in the existing staffing gaps
and in line with her strategic plan. Accordingly,
in quarter four of 2013 a reputable Human
Resource Management consulting firm was hired
to recruit programme and administrative staff. The

process saw the competitive hiring of a Head of
Programmes, Information and Communication
Officer, Monitoring and Evaluation Officer, two
functions in the Coast geographic Region, while
provide MnU with an opportunity to model her
Development Officer and an Administrative
School WASH (Water, Sanitation and Hygiene
to the Kenyan public. Maji na Ufanisi also took
Project Officers, one Assistant Community
Assistant. Already, the new staff have highly
contributed to the delivery of MnUs strategic

objectives.
In 2013, MnU remained focused on upscaling
her best practices, key among them being the
networking and capacity building of civil society

water sector players through partnership and
strengthening of KEWASNET.
MnU will play the important leadership and
coordination roles that KEWASNET (the national

water and sanitation network which brings
together all the major civil society organizations

that operate in Kenya) expects MnU to play
especially in the Coast Region. In order to realize

the goal of improved service deliver in the WASH
sector nationally, KEWASNET has come up
with 10 regions (see attached map) covering

all the 47 counties. Subsequently, MnU has
had discussions with KEWASNET whereby the

network has expressed its desire to have MnU
undertake the said leadership and coordination
also being KEWASNETs Lead Agency for the
education) Technical Thematic Group. Similarly,

MnU achieved key linkages with international
developmental partners such as Aspire Group
and Danish Peoples AID (DPA) who embarked

on the necessary modalities of entering into
progammatic partnerships with MnU, tragetting
marginalised communities in Nairobi, Mombasa

and Taita Taveta County.
In 2013, there was also been an increased
involvement in publicity and visibility campaigns

where MnU continued showcasing her role as
interventions / programmes and success stories

the opportunity to partner with line-ministries at
national level through advertising in the Ministry

of Environment, Water and Natural Resources
Activity Planner 2014, and also joining hands
with other NGOs and Tharaka Nithi County
Government in sponsoring the World Menstrual
Day 2014, which was hosted by the Tharaka Nithi

County Government. Part of these interventions
can be attributed to the strong partnerships
MnU has built with diverse County Governments

across Kenya.
a national leader in the water, environment and
For instance the inroads that MnU is making in
included participation on open days, global
sector policy formulation and reformation
sanitation sectors. These attendant campaigns
events and exhibitions organized at the national

level. For instance MnU participated in world
day events such as World AIDS Day and UN
International Day for Persons with Disabilities.

Maji na Ufanisi used these events as a
platform to address the many challenges that
affect Kenyan citizens particularly those living

below the poverty line. The said events also
Nairobi, Mombasa and Taita Taveta will influence

through positive engagements with these County
Governments and citizens within informal
settlements located in the respective counties.

At the ends of 2013, MnU had already embarked
on discussing with the Embassy of Sweden with a

view to extending WES interventions in Mombasa
and Kisumu Counties for the year 2014-2015.
Maji na Ufanisi
2013
WHO WE ARE
OUR APPROACH:
Maji na Ufanisis Philosophy and Approach is
based on the knowledge that ultimately, real
development is in people and their ability to
take increasing control over the resources and

decisions that directly affect their lives. This
means that direct community participation is the

most ideal way of underataking positive change
Pupils from Njathaini Primary School enjoy the flow of and

benefits that come with clean water.
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. MnU was
formed following the closure of Water Aid (UK)

programmes in Kenya, in 1997.
Water for all
MISSION
For the last 14 years MnU has focused on
sector, influencing resilience, governance,
of Water, Sanitation and Hygiene (WASH) in
practices in environmental sanitation particularly
urban informal settlements and the marginalised

rural areas of Kenya.
Maji na Ufanisi
VISION
To be a leader in the water and sanitation
provision of sustainable solutions to challenges
2013
developed the following strategic approaches:

Implementation of Water and Environmental
Maji na Ufanisi (MnU) is a swahili word which

and Development. We are a National Non-
to the society. With this in mind, MnU has
knowledge management and promoting best
water service delivery and hygiene promotion in

Kenya.
Institutional Capacity Development for local

CBOs in urban and rural contexts;
Networking with youth groups, CBOs, peer
organisations and the government (Ministry

of Water, Local Government);
Participation in advocacy in water and

sanitation at local level; and
Hosting organisations for instance, CSUDP

and ANEW.
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.
is highly anticipated from the constitutionally
created 47 new counties across Kenya. In order to

contribute towards the realisation of this demand,
MnU has developed three strategic pillars that
will direct and focus the implementation of these
vital facilities along community levels in targetted

counties. They include:
Water supply and sanitation modelling,

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. This will
Kenya.
MnU has already established with some of the
organisation has been transformed from a nascent
The above mentioned experience has further
Kisumu Taita Taveta, and Tharaka Nithi.
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, MnU has grown into a
models for intervention options particularly
Knowledge generation and

Networking and capacity building of sector
players.
The development of these pillars is premised
on MnUs remarkable growth and development
since its inception in 1998. Over that period, 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 MnUs 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.
county governments such as Nairobi, Mombasa,
STRATEGIC OBJECTIVES
The Strategic Objectives set here below outline
what MnU intends to achieve for the period covered

by MnUs 2013-2015 Strategic Plan. The objectives
are enshrined within each strategic pillar as follows:
Maji na Ufanisi
2013
Maji na Ufanisi and some

of her Development
Partners pose for a
group photo with
Nairobi Governor, H.E.
Dr. Evans Kidero after a
consultative meeting that
was aimed at improving
WASH in public primary
schools in Nairobi county.
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.
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
10
2013
Over the years, MnU has gained experience

in supporting Community Based Organisations
(CBOs) and local level NGOs to reach the neediest
and most vulnerable groups in city slums, small
towns and rural areas of Kenya. Maji na Ufanisis
head office is located in Nairobi County. It also
has an office located in Mombasa County where it
oversees projects implementation in Coast Region.
In both Nairobi and Mombasa, MnU mainly
undertakes WASH interventions in the informal
settlements. They include; Kiambiu, Kibera,
Kangemi,
Waruku,
Mukuru,
City-Carton,
Muthurwa and Matopeni, all in Nairobi County. In
Mombasa County MnU has carried out activities
in; Bangladesh informal settlement; Makupa
Market and Kongowea Market.
In the past, MnU has also implemented WASH
projects in marginalised rural communities in the
following counties; Nakuru, Taita-Taveta, Marsabit,
Makueni and Garrisa.
CORPORATE GOVERNANCE
MNU MEMBERS
The highest governance organ for Maji na
Ufanisi is its Membership which comprises of
eminent professionals with diverse backgrounds,

all of which compliment MnUs core business.
The leadership structure below the Membership

comprises of an Oversight Board and Senior
Management. The oversight board and the
Senior Management are responsible for
ensuring that MnU attains its vision and mission.

The organisation implements its programmes
through strategic plans that are developed
periodically.
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,
MnU has partnered with other stakeholders to

develop supportive networks.
MnU is driven by a highly competent, skilled
MnU prides herself as a networking
professional fields: WASH technologies, Finance,
many of the sector coalitions of actors to
Development, Monitoring and Evaluation/
field ranging from policy influence to various
and committed staff who represent the following
organisation, having successfully co-ordinated
Communication, Environment, Community
make meaningful contributions in the WASH
Knowledge Management and Information
capacity building ventures.
Science.
Maji na Ufanisi
2013
11
ORGANIZATION STRUCTURE
MnU Membership
MnU Board
Management
CSUDP
Peer Partners
MnU Staff
Maji na Ufanisi
12
2013
Communities
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 Peoples AID (DPA)
GOVERNMENT AGENCIES AND

DEPARTMENTS
Denver University of the USA

Christian Aid
a. National Government
Rotary Club of Denver, South East, USA
Ministry of Environment, Water and Natural

Resources,
Mc Gill University, Canada

Hungarian Maltese Charity Service
Carolina for Kibera
Hungarian Embassy, 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,
Ministry of Land, Housing and Urban Development,
National Environment Management Authority
(NEMA),
Water Resources Management Authority (WRMA)
Athi Water Services Board (AWSB),
Coast Water Services Board (CWSB),
b. County Governments
Nairobi City County Government
Mombasa County Government
Taita Taveta County Government
Maji na Ufanisi
2013
13
REVIEW OF THE YEAR 2013
6.1 WASH MODELLING
for improved service delivery at grassroots levels for
The year 2013 saw Maji na Ufanisi focus its efforts
technological water, 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. 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. 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.
Since Kenyas Constitution puts a great emphasis on

protection of human rights across social economic
and political arenas, MnU programmes have directly
contribution in MnU efforts.
On the other hand, the beneficiary communities

and schools have enjoyed the products of MnU
interventions which includes; clean, adequate
and affordable water; clean environment; modern

toilets complete with bathing facilities. These
interventions in schools will go a long way in
ensuring increased enrolments and retention
capacities as well as reduction in water borne

diseases.
6.1.1 Our work with communities in informal

settlements
Since her inception, Maji na Ufanisi has
pioneered the substantial supply of basic water
Maji na Ufanisi
14
2013
A view of the
WATSAN facilities
in Kongowea
market,
Mombasa before
rehabilitation by
MnU.
contributed towards progress of achieving the

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

lives.
In 2013 MnU continued to increase her
A view of the
WATSAN facilities in
Kongowea market,
Mombasa after
rehabilitation.
coverage in the provision of clean water,
environment and sanitation services in the
informal settlements of Nairobi and Mombasa

counties. The organisation managed to
impact communities in these settlements
by empowering them to advocate for better
services from their respective duty bearers and

provide capacity to effectively handle WATSAN
issues.
Kongowea Market is the largest wholesale
market in East and Central Africa. The Mombasa

county government estimates that approximately
12,000 people use the market facilities daily.
The county also estimates approximately 3,500
Maji na Ufanisi
team viewing
the rehabilitated
WATSAN facilities in
Kongowea market,
Mombasa.
to 4,000 people utilize the sanitation facilities on

daily basis.
In April 2013 when the County Government took

over operations of the market, the sanitation
Maji na Ufanisi
2013
15
facilities were found to be in a dilapidated state
due to mismanagement by the former Mombasa

City Council. The facilities posed a serious
health risk to the market vendors and buyers
and the surrounding settlements. The market
risked being shut down following a notice by the

County Public Health Department.
Maji na Ufansi was easily identified by the
Mombasa County Governor as a reliable partner

NGO to not only spearhead the rehabilitation
A section of the
rehabilitated
WATSAN
facilities in
Makupa market,
Mombasa.
of the facilities but also to embark on a WASH

campaign to sensitize the community on
the significance of good WASH practices at
community level which would avert health risks

in the near future.
One of the main reasons MnU was identified

by the Mombasa County Government was
due to the fact that MnU had successfully
implemented other WATSAN facilities in the

county particularly in Makupa Market and
Bangladesh informal settlement. These projects

implemented by MnU were remarkably unique
primarily because they advocated for citizens
participation and additionally because MnUs
approach and WASH entrepreneur model had

proven acceptable to many communities and
Maji na Ufanisi
16
2013
A Special pupil
at Njathaini
Primary School
is taken through
the motions of
proper handwashing.
line departments within county and national

governments.
MnU intends to use this opportunity to build
networking partnerships in the WASH sector not

only in Mombasa County but also across the
entire Coast Region. It was envisioned that this
opportunity would pave way for MnU to not only
expand her operations within Mombasa and the
larger Coast Region but also to offer opportunity

for other CSOs, Citizens and other Non-State
Actors to participate and influence devolution

process by partnering with MnU.
The implementation of these WATSAN facilities

in Mombasa was part of the wider initiative
Thereafter, MnU undertakes the sensitization
Subsequently, during a consultative meeting
hygiene practices to pupils and teachers in
a presentation on the organisations intervention
of improving basic water, sanitation and
these public primary schools. MnUs work in

schools is informed by the well established
fact that childrens ability to learn is affected
by inadequate water, sanitation and hygiene
conditions. It has been noted that schools with

poor water, sanitation and hygiene conditions,
and intense levels of person-to-person contact,
are high-risk environments for children and staff.

In Nairobi County, MnU continued to play a
leading role in supporting devolution under the

water and sanitation sectors.
with the Nairobi Governor, the MnU CEO made

strategy of improving health, water and
sanitation conditions in public primary schools.

The presentation which focused on the impact
of water and sanitation in improving the learning

environment in public primary schools in Nairobi
City County drew significant interest from the
Governor who requested MnU CEO to bring
aboard other like-minded stakeholders to
support the county government in improvement

of the sanitation facilities in at least 20 primary
schools.
MnU has been implementing in her quest to
Based on the call by the Nairobi Governor to
During the meeting, 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.
6.1.2 Our work in Public Primary Schools
deliberate and find solutions to the root causes

primary schools in the national examination,
MnU embarked on a campaign to upscale her

WASH projects in public primary schools in
Nairobi. This was also based on the fact that for
The Maji na Ufansi School Water Sanitation and
the previous 3 years, MnU had been working
urban public primary schools. The programmes
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.
sanitation facilities in targeted schools.
consortium of NGOs, CSOs and corporates to

which would address the sector challenges
within the county. These engagements drew

the interest of Kisumu and Kiambu County
Governments who were keen to partner with

Maji na Ufansi in improving the situation of
WASH in their respective counties.
Commencing on these deliberations MnU
identified Githurai Primary Schools as the first
Maji na Ufanisi
2013
17
school among the 20 public primary schools within

Nairobi County to undergo technical and social
assessment in the area of water and sanitation.
MnU established that the sanitation facilities were
in a dilapidated state and based on the population

of the school, the facilities were deemed to be
inadequate.
In this regard MnU rehabilitated the existing facilities
and went further to construct two additional facilities.

It is envisioned that the improved water, sanitation
and hygiene facilities will generate considerable
benefits in terms of improved child-health,
attendance, retention, performance, and transition of

all pupils, particularly the girl child. The congestion
that was witnessed before the rehabilitation of the
facilities became an issue of the past as the ratio of

toilet to pupils has significantly reduced from 1: 120
for girls to 1: 67 and boys from 1: 140 to 1: 60.
With regards to sensitization of the importance
of basic water and sanitation hygiene practices,
Similarly, 860 pupils of Bangladesh Primary
As a component of EMCA 1999, MnU has
in Bangladesh informal settlement, Mombasa
environmental education and awareness on
School which is the only public primary school

County were trained on Child Health And
Sanitation Transformation (CHAST). The
hygienic behaviors of pupils in this school has

greatly improved due to sustained personal
hygiene education.
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.
The lessons learnt have informed the intended
One of the major concerns in these informal
as Mombasa, Kisumu and Taita Taveta counties.
linkages between good personal hygiene, clean
replication of the models in other counties such
settlements is the low level of awareness on the

environmental and health. The low awareness
MnU considerably improved personal hygiene of
6.2 ENVIRONMENT
School but in four other public primary schools
The Environmental Management and
practices that have continued to subject
North - 1200, Njathaini - 1400, Nembu - 1012,
comprehensive legislative framework for the
spiral of solid waste related diseases/illness,
thousands of pupils not only in Githurai Primary
has led to poor solid waste management
within Nairobi County. This included Kariobangi
Coordination Act (EMCA) of 1999 provides a
informal settlement dwellers to a downward
Githurai - 2153 and Kawangware - 1400.
management of the environment in the country.
low productivity and poverty. Besides poor solid
Maji na Ufanisi
18
Githurai Primary School sanitation facilities before and after MnUs rehabilitation interventions.
2013
waste management practices, many of these
communities have not undertaken measures to

contain the adverse effects of climate change.
These include construction or rehabilitation
A consultative
meeting
between Maji
na Ufanisi
management
and Mombasa
Governor, H.E
Ali Hassan Joho
in progress.
of storm drains which would curb frequent
flooding and adapting new methods of rain water
harvesting to cushion the communities from erratic

dry spells.
In Nairobi and Mombasa counties, Maji na
Ufanisi has held community clean-up exercises
to promote community action on appropriate solid

waste management practices, as the key to longterm community health promotion. The clean-up
exercises were planned and implemented in
close consultation and co-ordination with informal

settlements tenants, structure owners, youth
groups, the County Commissioners offices and
Members of County Assembly both in Nairobi and

Mombasa Counties.
Over 1,500 community members in both Counties

directly participated in these clean-ups that raised
now conscious of the need to live in cleaner

environments, hence becoming goodwill
ambassadors and trainers to the rest of the
communities in their respective neighbourhoods.

For instance, the consistent engagement in
communal clean-ups has led to a good number

of the youth to join the Taka ni Pato (trash is
cash) initiatives which was facilitated by MnU.
the level of awareness on appropriate solid
6.3 NETWORKING, ADVOCACY AND

CAPACITY BUILDING
settlement dwellers.
6.3.1 Networking and Advocacy
Through these exercises residents from those
MnU prides itself as a networking organisation,
waste management practices amongst informal
specifically targeted informal settlements are
sector coalitions of actors to make meaningful

contributions in the WASH field, ranging from
policy influencing to various capacity building
ventures.
Over the years, MnU has underscored the
contextual understanding and significance of

improving the WASH sector in Kenya. This
has been done through engaging targeted
communities, stakeholders, national and
county governments to form coalitions which
act as platforms for progressive influence and
opinion shaping in the water/sanitation sector.
having successfully co-ordinated many of the
Maji na Ufanisi
2013
19
rights, duties and responsibilities especially when
Members of
Uvumilivu
Development
Trust with Maji
na Ufanisi staff
in a WATSAN
facility project
identification
exercise in
Giriamani,
Bangladesh
Mombasa.
Through these initiatives, MnU has successfully
made strides that have contributed to supporting the
devolution process at both national and county levels

with regards to WASH. This has been exhibited by
the series of consultative meetings the organisation

has been holding with its development partners
and county governments. In particular were the two

separate consultative meetings the Maji na Ufanisi
team held with the Nairobi and Mombasa county
citizens participation would not materialise
without planned and timed engagements with

both the county and national governments.
These initiatives have been significantly
enhanced MnU-led WASH, advocacy and policy
improvements at local, county and national level

especially on behalf of vulnerable communities.
recognises the fact that capacity building enhances
buy-in, smooth implementation and management as

well as sustainability components of WASH projects
implemented by MnU. In this regard MnU has been
providing professional and technical expertise in
training and building capacities of communities
and other stakeholders in the WASH sector both in

Nairobi County and Mombasa County.
These consultative meetings and trainings have

been useful to both citizens and the county
government as it paves the way for continuous

engagements in discussing, developing and
implementation of water sector plans, strategies

and policies.
In the year 2013, Maji na Ufanisi facilitated
the establishment of thee Community Based

Organizations in Mombasa County, namely;
Uvumilivu Development Group (UDG), Makupa
governments.
6.4 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,
especially communities, CBOs, and other
Makupa Market Traders Society) are located in
the fact that for effective service delivery by the
national and county governments, the devolution
process must be nurtured and embraced by all the
Maji na Ufanisi
20
stakeholders. The critical role of CSOs and
dealing with WASH related challenges. MnU also
2013
Mercy Africa (HAMA). 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, respectively.
In 2013, these CBOs underwent various trainings
facilitated by MnU including; Community Leadership

Training, Elementary Bookkeeping, Operation and
Maintenance Training, Climate Change Adaptation
and Solid Waste Management. Also included in this
category is the Participatory Hygiene And Sanitation

Transformation (PHAST) training which is an
effective approach for promoting hygiene, sanitation

and management of water and sanitation facilities.
Chairpersons of
various CBOs,
which are MnU
grassroot partners
undergo WASH
data collection
training that was
held in Lutheran
Plaza, Nairobi.
6.4.1 Local Leaders Development Forum

In todays community development environment,
the relationship between right holders and duty
bearers, coupled with the ability to provide effective

leadership, is critical for maximising community
WASH interventions. To strengthen this relationship

and equip leadership at the community level,
MnU held the Local Leaders Development Forum
(LLDF) which provided an opportunity for in-depth

discussion of critical, and sometimes sensitive
issues relating to delivery of right to water and
sanitation in urban informal settlements.
In 2013, The LLDF meeting involved 35
chairpersons of community based organisations
which are MnU grassroots partners in Nairobi and

Mombasa Counties. The aim of the meeting was;
To promote interaction and exchange of

ideas
To provide a reflective forum for sharing
challenges, successes, review and plan for

the future
Enabling chairpersons to know each other

for better networking
6.5 CROSS-CUTTING ISSUES

6.5.1 Publicity, Information and
Communication
In 2013, Maji na Ufanisi undertook a series

of funded operations with the clear goal of
improving the quality of life of the disadvantaged

through participatory innovative pro-poor water
and environment sanitation solutions.
Maji na Ufanisi
2013
21
In 2013 for instance, Maji na Ufanisi engaged
in publicity campaigns that targeted the World

AIDS Day and UN International Day for
Persons with Disabilities. The purpose of these

campaigns was to use the celebrations as an
awareness campaign tools and also showcase
Maji na Ufanisis intervention/ programmes and

success stories to the public in order to retain
her position as a leader in the sector.
Participation in the organisation of World

Aids Day
On 1st December 2013 during the
commemoration of the World AIDS Day, MnU
organised a five-team football tournament to
raise awareness about HIV/AIDS among the
youths in Nairobi Countys informal settlements
and demonstrate international solidarity in HIV/
AIDS prevention. The theme was Getting
to zero: Zero new HIV infections. Zero
discrimination. Zero AIDS-related deaths. Over
400 slum dwellers were reached through this
intervention.
Participation in UN International Day for
Persons with Disabilities
Likewise, on 3rd December 2013 MnU invited
the media to cover the UN International Day for
Maji na Ufanisi
22
2013
The football
tournament which
was held during
the World AIDs day
brought together
five teams from
various informal
settlements in
Nairobi County.
Pupils from
Kawangware
Primary School,
undergoing HIV/
AIDS training which
was sponsored by
Maji na Ufanisi.
Persons with Disabilities celebrations it held in

Kibera. MnU facilitated the event through one of
the locally-based organisations for persons with
disabilities, the Kibera Disabled Group, a CBO
6.5.3 Climate Proofing and Gender
interventions are geared towards seeking support
climate change. On the one hand, women are
partners in providing vital resources that can
climate change, which could, in turn, 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. It is therefore
Mainstreaming
In the urban informal settlements, there is a
located in the Kibera informal settlement. 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. On the other hand,
but enable them participate in the economic
can help make the response to climate change
counties and nation at large.
essential that climate initiatives at all levels pay
6.5.2 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, HIV/AIDS training was carried out in
4 schools: M.M Chandaria, Njathaini, Githurai

and Kawangware primary schools. The total
number reached was 200 pupils; 100 boys and
100 girls. A representation of 50 pupils from each

school was taken through the HIV/AIDs training.
The selected pupils acted as peer educators
with a view to reaching the rest of the schools

populations.
Maji na Ufanisi conducted a training on the production

of fireless cookers as a climate change adaptation
mechanism. The training was held in Kenya Methodist
Ministry centre and targeted various CBO partners.
12
Partners
process.
For these reasons, in 2013, MnU held a gender and

climate change awareness workshop to promote
gender equity in WASH which was attended by 47

women and 49 men. MnU envisages a situation
where climate change adaptation is mainstreamed

in WASH by the respective WATSAN facilities
management committees.
Maji na Ufanisi
2013
23
67
INSTITUTIONAL
CAPACITY STRENGTHENING
The year 2013 marked a major leap towards

attainment of MnUs strategic objectives as
articulated in its strategic plan. The organisation

continued to strengthen its institutional
capacity in order to deliver its vision and
mandate in water and sanitation sectors. MnU

also endeavored to meet the expectations
of her internal and external customers.
The organisation had core responsibility of
providing leadership and ensuring CSUDP II
organizational development during this transition

period. It also needed to strengthen its internal
capacity to meet MnUs strategic objectives.
Accordingly, it was important to reorganize
MnUs governance and programme delivery

structures.
by the CSUDP secretariat. In 2013, 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).
Under the current funding facility and agreement

between MnU and EoS, there are two core
components. These are; firstly hosting
support to CSUDP; which gives MnU overall
responsibility of supervising the secretariats
performance. Accordingly MnU serves as the
legal entity and link between CSUDP and EoS

underscoring its fiduciary responsibility over
CSUDP. Secondly is the suport the EoS gives
MnU towards operationalising its strategic plan.
Maji na Ufanisi
24
In respect to the above, MnU management
2013
The transition period is meant to nurture CSUDP
to provide both technical and managerial support

development. Importantly, MnU successfully
negotiated for the transition funding for a period of

18 months on behalf of CSUDP.
II to become an independent legal entity while at
In the period under review, the organisations
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. As such, MnUs 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. Throughout

2013, MnU oversight board ensured timely and
appropriate reporting as well as audits of the host
organisation and the programme as envisaged in the

grant agreement with the Embassy of Sweden.
Maji na Ufanisi (MnU)

Treasurer, Ms. Theresa
Njoroge handing over
the signed partnership
agreement document
to Mr. Mads Jorgensen,
Head of International
Department, Danish
Peoples Aid (DPA).
Looking on is MnU Board
Member Mr. Wafula
Nabutola (left), Ms. Astrid
Coyne-Jensen from DPA
(second right) and MnU
Executive Director Prof.
Edward Kairu (far right).
ESTABLISHED LINKS
During 2013, MnU was able to establish links
with potential partners for possible future working

relationship within the water, sanitation and
livelihoods sectors. Among the potential partners

are Actis/Aspire group which is developing
Garden City complex situated along Thika
Super Highway and Danish Peoples Aid. Aspire

funded MnU in January 2014 to undertake
a baseline survey for establishing water and
sanitation interventions in regards to livelihoods,

health, security and education challenges
affecting slums dwellers in public schools and

The year 2013 witnessed improved governance
was the organisations 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. The

hand-over and transition sessions were very
smooth. This led to continued effectiveness in

the organisations operations. Since then, the
Board has been holding quarterly meetings to

deliberate on how to deliver on MnUs vision
as well as fulfilling the organisations mandate.

Among the mandates implemented
of filling annual returns to the NGO Board

organisations Books of Account and the
programmes work. At the same time, through

the board support, MnU was offered office
informal settlements within 12 km radius from
Garden City. Subsiquently, Aspire asked MnU

to submit a full proposal for consideration of
possible funding. The proposal was submitted
and modalities on funding the listed number of
project were being discussed by the end of 2013.
space by the county government of Mombasa.
The Director of Danish People Aid sent a formal
staff members to oversee the organisations
desire to partner with MnU in establishing WASH
general.
the Kenya. Discussions on the same were going
Thereafter MnU appointed/seconded three
communication expressing his organizations
operations in the county and coast region in
advocacy programmes within target counties in

on by December 2013.
Maji na Ufanisi
2013
25
SUCCESS STORIES
MnU works with over 30 CBOs that form the
large base of the organisations implementing
partners. 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.
offices and relocate thereafter. In February 2013,
In 2011, 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.
to fulfill their vision, 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. On a more
outskirts of Naivasha, where they intend to build

after application of title deeds, each member of
their individual percel of land.
model which creates a framework that treats
the WATSAN facilities like a business, creating
incentives towards success at every level. CBOs

such as Kaptagat Usafi Group in Kangemi have
very successfully used this model as a way of
improving the livelihoods of their members. The
community manages the facilities using the pay-
per-use system. They charged Ksh. 2 per adult for

use of the toilets, Ksh. 4 per adult for use of the
bathroom and Ksh. 3 for 20 litres of fresh water.

As a result, Kaptagat CBO has been able to
collect enough revenue to employ staff to operate
and maintain the toilet facilities, pay Nairobi Water

Company attendant service charges and operate
a savings and credit scheme. These investments
have transformed the Kaptagat community to a
Maji na Ufanisi
26
2013
Maji na Ufanisi CEO, Prof. Edward Kairu (Centre) poses for a photo with members of Kaptagat Usafi
Group just before visiting the site where the group purchased land in Mai Mahiu, Naivasha.
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, the national and county
governments, and other key stakeholders such

as peer organisations is vital for the success of
WASH programmes.
CAPACITY BUILDING
Sanitation and hygiene facilities can be
improved with the help of local leaders if their
capacity is strengthened and their roles clearly

stated and streamlined. Local community
leaders should be made to work extensively in

both socio-economic and political spheres of
the community.
the implementation process is significant, hence

this important issue at Community level, County
GOVERNANCE IN CBOS
Loss of skills and knowledge through the
democratic process of electing new facility
management committee members is inevitable.

There is always a capacity gap in the incoming
teams especially where MnU lacks or has limited
resources to carry out trainings for the new teams.
SPACE AND INFRASTRUCTURE

Inadequate space to implement WASH projects
at community level has always posed a challenge

to the success of MnUs programmes. Given the
high demand of land, particularly in urban slums,

the process of project implementation is slowed
down as a result of stiff competition from other
interested parties or conflicts-driven issues due to

the limited available space in the slums.
level and National levels.
COMMUNICATION:
Appropriate communication to the community
members is equally important for the success
of MnUs Programmes. MnU addresses this
issue by developing appropriate communication

material and use of effective communication
channels that suit the targeted communities.
FUNDING
Funding from development partners plays
the major role of the implementation and
sustainability of all Maji na Ufanisi programmes.

This means MnU is constantly seeking
like-minded development partners who are
committed to the realisation of a better society

for the disadvantages communities in Kenya.
Maji na Ufanisi
2013
27
STATUS OF COMMUNITY LAND

Verification of the legal status of land is key to
the success of slum based WASH programme.
This means that MnU has to undertake rigorous
investigations to ascertain the real ownership of the

land in which the organisation intends to construct
various WATSAN facilities.
GENDER
Involvement of women in the implementation
of the projects is vital in uplifting the economic
status of these poor communities. However some

communities pose a challenge in accepting this
much needed reality.
WATER SCARCITY
Water shortage on the ground occasioned by
both increase in population and climate change
complicates the success potential of WASH projects.
SECURITY
Vandalism has been a major challenge to the
sustainability of WASH projects especially in public

schools and the informal settlements. Engagement
of school management and the parents associations

holds the key to this challenge.
Maji na Ufanisi
28
2013
Maji na Ufanisi, Mombasa County Government, Kongowea Market Central Committee and Mwaga Taka
CBO representatives during the signing of a joint partnership memorandum of understanding (MOU) at
Kongowea, Mombasa.
10
FINANCIALSTATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2013
Contents
Page
Organizations information 30
Report of the Board
31
Statement of Directors 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
2013
29
ORGANISATIONS INFORMATION
MEMBERS OF THE BOARD OF DIRECTORS
REGISTERED OFFICE AND PLACE OF BUSINESS

Methodist Ministries Centre
Mr. Peter Maina

Chairperson
Ms. Mary Nginyo

Member
Eng. Lawrence Mwangi

Member
Oloitokitok Road
Ms. Theresa Wairimu

Treasurer
P.O. Box 58684 -00200
Ms. Mary Matu
Member
Mr. Wafula Nabutola
Prof. Edward Kairu
Member
Lavington
Executive Director & Secretary to

the Board
NAIROBI
AUDITORS
Odalo K. S & Company
Certified Public Accountants (Kenya)
P. O. Box 4920 - 00100
NAIROBI
BANKERS
Standard Chartered Bank Kenya Limited,
Yaya Centre Branch
Nairobi
Barclays Bank of Kenya

Hurlingham Branch,
Nairobi.
Maji na Ufanisi
30
2013
REPORT OF THE BOARD

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

of affairs of the organisation.
ACTIVITIES
Maji na Ufanisi (MnU) is a Kenyan membership
based Non-Governmental Organization (NGO).
MnU started its operations in 1998 and since then

has gained expertise in building the capacity
of grassroots communities and institutions to
analyze and address their development concerns

and in particular, those dealing with water and
sanitation. MnUs vision is an empowered just
society and its mission is to improve the quality
of life of the disadvantaged through participatory

innovative pro-poor Water and Environmental
Sanitation solutions. MnU implements projects
under the following key programme areas: Water

and Sanitation Access; Hygiene Education
and Promotion; Slum Upgrading Initiatives;

Environmental Management; Community
MnU partners with communities, government
RESULTS
Based Organizations (CBOs), universities,
The results for the year are as set out on page
departments, research institutions, Community

schools, NGOs and other like-minded
organizations to achieve its goals and
objectives. Over the years, MnU has carried
out activities in most urban informal settlements

as well as supplementing city council efforts in
public schools, particularly those adjacent to the

informal settlements.
Since 2010, MnU has been hosting the Civil

Society Urban Development Programme
(CSUDP). CSUDP is an innovative urban
intervention programme that is hinged on the

Embassy of Sweden (EoS) Strategy (2009-
2013) and (2013-2014) for cooperation with
34.
BOARD MEMBERS
This is as shown on page 30.
AUDITORS
Messrs. Odalo K. S. & Company, Certified Public
Accountants (K) who was appointed auditors
during the year has expressed their willingness to
continue in office.
By order of the Board.
Kenya. 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; Advocacy; Research and
Communication; and Organizational Capacity

Development.
Maji na Ufanisi
2013
31
DIRECTORS 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, 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, as well
statements of the Maji na Ufanisi (MnU), 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. The Directors
results for the year under review. It also requires
of accounting records, which may be relied upon
keeps proper accounting records, which disclose
as adequate systems of internal financial control.
with reasonable accuracy its financial position.
They are also responsible for safeguarding the

assets of the Organization.
annual financial statements, which have been

prepared using appropriate accounting policies
supported by reasonable and prudent judgments

and estimates, in conformity with International
Financial Reporting Standards and in the manner
required by the regulatory body of NGOS. The
Maji na Ufanisi
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.
_______________________Board Member
Date: 30/5/2014
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, which comprise
the balance sheet as at 31 December 2013
and income statement for the year ended 31
December 2013, statement of changes in funds
and cash flow statement for the year then ended
and a summary of significant accounting policies
and other explanatory notes as set out on pages
34 to 47.
DIRECTORS RESPONSIBILITY FOR THE

FINANCIAL STATEMENTS
The directors are responsible for the preparation
and fair presentation of these financial
statements in accordance with International
Financial Reporting Standards and for such
internal controls as the directors determines
is necessary to enable the preparation of
financial statements that are free from material
misstatement, whether due to fraud or error.
AUDITORS RESPONSIBILITY
Our responsibility is to express an opinion on
these financial statements based on our audit.
We conducted our audit in accordance with
International Standards on Auditing. Those
Standards require that we comply with ethical
requirements and plan and perform the audit

to obtain reasonable assurance whether the
financial statements are free from material
misstatement.
An audit involves performing procedures to
obtain audit evidence about the amounts

and disclosures in the financial statements.
The procedures selected depend on
our professional judgment, including
the assessment of the risks of material
misstatement of the financial statements,
whether due to fraud or error. In making
those risk assessments, we considered the
internal control relevant to the organisations
preparation and fair presentation of the
financial statements in order to design
audit procedures that are appropriate in the
circumstances, but not for the purpose of
expressing an opinion on the effectiveness
of the companys internal control. An audit

also includes evaluating the appropriateness
of accounting policies used and the
reasonableness of accounting estimates
made by the directors, as well as evaluating
the overall presentation of the financial
statements.
We believe that the audit evidence we have
obtained is sufficient and appropriate to
provide a basis for our audit opinion.
OPINION
In our opinion, the financial statements present fairly,
in all material respect the financial position of the Maji
na Ufanisi as at 31 December 2013 and of its financial
performance and Cash flows for the year then ended
in accordance with International Financial Reporting
Standards and the NGOs Co-ordination Act.
REPORT ON OTHER LEGAL REQUIREMENTS

As required we report to you, based on our audit, that:
i)
We have obtained all the information and

explanations, which to the best of our knowledge
and belief were necessary for the purposes of our
audit;
ii)
In our opinion, proper Books of Account have

been kept by the Organisation, so far as appears
from our examination of those books; and,
iii) The Organisations statements of financial

position and income statement are in agreement
with the books of account.
Odalo K.S. & Company
Certified Public Accountants (Kenya)
Nairobi
Date.: 5/6/2014
Maji na Ufanisi
2013
33
STATEMENT OF FINANCIAL POSITION

AS AT 31 DECEMBER 2013
Note
ASSETS
NON-CURRENT ASSETS
Property , Plant and Equipments
Intangible Assets
2
3
CURRENT ASSETS
Accounts Receivable
Cash and Bank Balances
5
4
TOTAL ASSETS
31.12.13
K.Shs
31.12.12
K.Shs
9,274,085
532,244
11,471,249
798,366
9,806,329
12,269,615
5,139,330
201,798,588
8,847,778
54,288,154
206,937,918
63,135,931
216,744,247
75,405,547
10,658,316
156,759,701
(3,285,403)
13,121,602
44,109,960
(3,318,420)
164,132,614
53,913,142
45,540,233
7,071,398
13,915,620
7,576,784
52,611,632
21,492,404
216,744,247
-
75,405,547
-
FUNDS AND LIABILITIES

FUNDS
Assets Fund
Project Funds
General Funds
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
2013
STATEMENT OF FINANCIAL ACTIVITY

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 - MNU
SIDA - CSUDP
Rotary Club/Denver University
Wash United
OXFAM
IDRF
Coca Cola - Olimpic Primary
Coca Cola - 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 1.1.13
FUND BALANCE AS 31.12.13
DESIGNATED FUNDS
K.Shs
ASSET FUNDS
K.Shs
GENERAL FUND
K.Shs
31.12.13
TOTAL
K.Shs
31.12.12
TOTAL
K.Shs
203,236
106,713,806
215,000,000
1,613,763
22,553,512
346,084,317
203,236
106,713,806
215,000,000
1,613,763
22,553,512
346,084,317
8,040,000
11,355,205
1,969,403
1,107,272
(5,843)
(7,513)
(1,126,097)
1,354,573
(989,433)
(51,023)
134,574
(219,216)
(7,865)
43,060,817
70,875,192
846,377
(10,228)
(629,591)
(62,685)
(1,605,630)
(524,267)
2,437,378
9,608,454
38,406
(2,488,235)
143,100,025
346,084,317
33,017
33,017
33,017
33,017
33,017
346,117,335
46,485
114,653
170,000
331,138
143,431,163
233,072,701
113,011,617
33,017
233,072,701
113,044,634
240,182,022
(96,750,859)
(361,875)
361,875
112,649,742
44,109,960
156,759,701
(2,559,040)
(266,122)
(2,463,287)
13,121,602
10,658,316
33,017
(3,318,420)
(3,285,403)
(2,559,040)
(266,122)
110,219,472
53,913,142
164,132,614
(3,254,649)
(399,183)
(100,404,691)
154,317,833
53,913,142
Maji na Ufanisi
2013
35
STATEMENT OF CHANGES IN RESERVES AND FUND BALANCES


DESIGNATED FUNDS
ASSET FUNDS
GENERAL FUNDS
TOTAL
K.Shs
K.Shs
K.Shs
K.Shs
At 1 January 2012
134,915,719
16,292,435
3,109,679
154,317,833
Income
143,100,025
170,000
161,138
143,431,163
(6,589,237)
(240,182,022)
Operating Costs
(233,592,785)
Funds for the purchase of Fixed Assets
(183,500)
183,500
Funds for the purchase of Intangible Assets
(129,500)
129,500
Depreciation Charge
(3,254,649)
(3,254,649)
Armotization Charge
(399,183)
(399,183)
At 31 December 2012
44,109,960
13,121,602
(3,318,420)
53,913,142
At 1 January 2013
44,109,960
13,121,602
(3,318,420)
53,913,142
346,084,317
33,017
346,117,335
(233,072,701)
(361,875)
361,875
Depreciation Charge
(2,559,040)
(2,559,040)
Armotization Charge
(266,122)
(266,122)
156,759,701
10,658,316
(3,285,403)
164,132,614
Income
Operating Costs
Funds for the purchase of Fixed Assets
At 31 DECEMBER 2013
Maji na Ufanisi
36
2013
(233,072,701)
CASH FLOW STATEMENT

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
31.12.13
K.Shs
31.12.12
K.Shs
110,219,472
(100,404,691)
2,559,040
266,122
3,254,649
399,183
113,044,634
3,708,447
31,119,228
147,872,309
147,872,309
(96,750,859)
27,958,284
6,066,416
(5,214,402)
(67,940,561)
(67,940,561)
INVESTING ACTIVITIES
Cash flows from investing activities
Purchase of property and equipments
Purchase of Intangible Assets
(361,875)
-
(183,500)
(129,500)
Net cash used in investing activities
(361,875)
(313,000)
147,510,434
(68,253,561)
54,288,154
122,541,715
201,798,588
54,288,154
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
Maji na Ufanisi
2013
37
NOTES TO THE FINANCIAL STATEMENTS

1. SIGNIFICANT ACCOUNTING POLICIES
material adjustment to the carrying amounts
period. It also requires directors to exercise
financial year, 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).
organisations accounting policies. Although
The principal accounting policies adopted in
these estimates are based on the directors
are set out below. These policies have been
actions, actual results may differ from those
the preparation of the financial statements
best knowledge of current events and
consistently applied, unless otherwise stated.
estimates. 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.

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
2013
Property, plant and equipment
Directors make estimates in determining the
the accounting policy for property, plant and

equipment.

These estimates are continually evaluated
a higher level of judgement, or where
and are based on historical experience and
significant to the financial statements.
events that are believed to be reasonable
other factors, including expectations of future

under the prevailing circumstances.
(b) Critical Accounting Estimates and

depreciation rates for property, plant and
equipment. The rates used are set out in
the estimates or assumptions used are
statements are presented in the functional

currency of the host country, thus Kenya
of assets and liabilities within the next
(g) below on critical accounting estimates
Reporting Standards (IFRSs). The financial
38
statements and the reported amounts of
Assumptions
In the process of applying the organisations

accounting policies, directors make certain
estimates and assumptions about future
events. In practice, the estimated and
assumed results would differ from the actual

results. Such estimates and assumptions,
that have a significant risk of causing a
The organisation measures its property,

plant and equipment at cost.
(c) Revenue Recognition

Revenue is recognised to the extent that it is

probable that the economic benefits will flow
to the organisation and the revenue can be
reliably measured.
The following specific criteria must also be met

before revenue is recognised:
i) Revenue from donor grants

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

applicable.
d) Taxation
f) Property, Plant, Equipment and

Depreciation
Property, plant and equipment are stated as
cost less accumulated depreciation and any

impairment losses.
Items of property, plant and equipment are
depreciated on the reducing balance basis

to write down the cost of each asset to its
residual value over its estimated useful life as

follows;
Current taxation
Office equipment
12.5% p.a
No tax has been provided as funds received are
Motor Vehicles
25.0% p.a
Furniture and fittings
12.5% p.a
grant incomes that are not subject to taxation.
e) Provisions
Provisions are recognised when the
organisation has a present legal or constructive

obligation as a result of past events, for which
it is probable that an outflow of resources
embodying economic benefits will be required
to settle the obligation, and a reliable estimate

of the amount of the obligation can be made.
Provisions mainly relate to leave accrual.
Computers and IT equipment 33.3% p.a

g) Intangible Assets
Intangible Assets are stated at cost less
accumulated amortization.
h) Project and Designated Funds

These funds represent unutilised funds and
are available for use in subsequent periods.
i) Foreign Currency Transactions

Monetary assets and liabilities expressed in foreign
currencies are translated into Kenya Shillings at
the rate of exchange ruling at the balance sheet

date. Transactions during the year in foreign
currencies are translated at the rates ruling at the

dates of the transactions. Gains and losses on
exchange are dealt with in the income statement.

j) Retirement Benefits Costs
The organisation operates a defined contribution
retirement benefits scheme for its employees.
The assets of the defined contribution scheme

are held in a separate trustee administered
fund, which is funded by contributions from the
company, at a rate of 12.5% of the basic salary of

each employee.
The Group also contributes to a statutory defined

contribution pension scheme, the National
Social Security Fund (NSSF). Contributions are

determined by local statute and are limited to
KShs 200 per employee per month. The Groups

contributions to the above schemes are charged
to the income statement in the year to which they

relate.
Maji na Ufanisi
2013
39
k) Financial Instruments
A provision for impairement is made when
Financial instruments are recognised in the
financial statements when, and only when, the
organisation becomes a party to the contractual

provisions of the instrument.
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, the financial instruments
of the invoice. The carrying amount of the
are measured at fair value plus, in the case of
receivable is reduced through use of an
profit or loss, transaction costs that are directly
de-recognised when they are assessed as
a financial instrument not at fair value through
allowance account. Impaired debts are
attributable to the acquisition or issue of the
uncollectible.
financial instrument.
(ii) Cash and cash equivalents
The organisations principal financial

instruments include trade and other
receivables, bank and cash balances and trade

and other payables.
(i)
For the purpose of the cash flow statement,

cash equivalents include short term liquid
investments which are readily convertible
to known amounts of cash, net of any
Trade and other receivables
Trade and other receivables are carried at
their original invoiced amount less an estimate

made for allowances for credit losses based
on a review of all outstanding amounts, on
outstanding overdrafts.
Cash and cash equivalents are measured at

amortised cost.
(iii) Accounts payable
an account by account and portfolio basis,
Accounts payable are non interest bearing
are written off in the year in which they are
amortised cost, which is measured at the
at the year end. Allowances for credit losses

identified as irrecoverable.
Maji na Ufanisi
40
there is objective evidence (such as the
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, whether

billed to the Organisation or not, less any
payments made to the suppliers.
(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.
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued)
2.
PROPERTY, PLANT AND EQUIPMENT

YEAR ENDED 31 DECEMBER 2013
At 1 January 2013
Additions
At 31 December 2013
Motor Vehicles
K.Shs
Furniture & Fittings

K.Shs
Office Equipment
K.Shs
IT Equipment
K.Shs
Total
K.Shs
12,970,000
12,970,000
3,832,041
104,995
3,937,036
4,120,226
4,120,226
6,881,373
256,880
7,138,253
27,803,640
361,875
28,165,515
6,938,248
1,507,938
8,446,186
1,830,068
263,371
2,093,439
1,990,286
266,243
2,256,528
5,573,789
521,488
6,095,277
16,332,391
2,559,040
18,891,430
4,523,814
1,843,597
1,863,698
1,042,976
9,274,085
Motor Vehicles
K.Shs
Furniture & Fittings

K.Shs
Office Equipment
K.Shs
IT Equipment
K.Shs
Total
K.Shs
12,970,000
12,970,000
3,783,541
48,500
3,832,041
3,985,226
135,000
4,120,226
6,881,373
6,881,373
27,620,140
183,500
27,803,640
4,927,664
2,010,584
6,938,248
1,544,072
285,996
1,830,068
1,686,008
304,277
1,990,286
4,919,997
653,792
5,573,789
13,077,741
3,254,649
16,332,391
6,031,752
2,001,973
2,129,940
1,307,584
11,471,249
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.
INTANGIBLE ASSETS
Cost
At 1 January 2013
Additions
At 31 December 2013
2,415,010
2,415,010
Armotization
At 1 January 2013
Charge for the year
At 31 December 2013
1,616,644
266,122
1,882,766
Net book values

At 31 December 2013
532,244
At 31 December 2012
798,366
Maji na Ufanisi
2013
41

FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued)
4.
5.
6.
31.12.13
31.12.12
CASH AND BANK BALANCES
K.Shs
K.Shs
Cash Balances
91,513
61,513
Bank Balances
201,707,075
54,226,641
201,798,588
54,288,154
K.Shs
K.Shs
Deposits
940,130
948,806
Prepayments
189,000
248,457
Staff Accounts
1,235,335
1,122,365
Implementing Partners Balance
2,774,865
6,528,149
5,139,330
8,847,778
Trade Payables
45,540,233
13,915,620
Other Payables
7,071,398
7,576,784
52,611,632
21,492,404
ACCOUNTS RECEIVABLE
TRADE AND OTHER PAYABLES
Maji na Ufanisi
42
2013

FOR THE YEAR ENDED 31 DECEMBER 2013 (Continued)
7.
PROJECT FUNDS
Cordaid
Christian Aid
01-Jan-13
Receipts
Expenses
Fixed Assets
31-Dec-13
K.Shs
K.Shs
K.Shs
K.Shs
K.Shs
7,740
4,567,652
4,575,392
260,080
312,382
(52,302)
(2,621,637)
(2,621,637)
(24,421)
(24,421)
Board Funds
653,275
(653,275)
Sister Cities
203,236
190,286
12,950
SIDA - MNU
8,558,917
106,713,806
62,014,212
(58,000)
53,200,511
33,680,891
215,000,000
165,719,503
(301,875)
82,659,514
5,397
5,397
(29,106)
1,613,763
1,645,863
(2,000.00)
(63,206)
Global Fund
(374,003)
3,008
(377,011)
Hungarian Maltese
(677,909)
331,624
(1,009,533)
22,553,512
2,187,269
20,366,243
927,680
7,540
920,140
44,281,280
346,084,317
233,072,701
(361,875)
156,931,022
(171,321)
233,072,701
(361,875)
156,759,701
UN Habitat
Watercan
SIDA - CSUDP
Gitaro Self Help Group
Rotary Club/Denver University
CAFOD
CDTF
Other Funds
(171,321)
44,109,960
346,084,317
Maji na Ufanisi
2013
43
8. FINANCIAL RISK MANAGEMENT OBJECTIVES
foreign exchange risk, interest rate risk, credit risk
The Organisations principal financial instruments
MARKET RISK
and payables. These instruments arise directly from
Market risk is the risk that the fair value or future
or trade in derivative financial instruments.
due to changes in market variables such as
The Organisations activities expose it to a variety
prices. The objective of market risk management
AND POLICIES
comprise cash and cash equivalents, receivables
its operations. The Organisation does not speculate
of financial risks: market risk (including foreign
exchange risk, interest rate risk and price risk),
cash flows of financial instruments will fluctuate
interest rates, foreign exchange rates and equity

is to manage and control market risk exposure
within acceptable levels, 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, primarily with
respect to the US dollar and Sterling Pound. When

these are translated they may result in exchange
losses or gains depending on the movement of the

exchange rates.
return on the risk.
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. Purchase prices are determined by the
Organisations risk management framework. The
instruments will fluctuate because of changes in
credit risk, liquidity risk and operational risk. The
directors review and agree policies for managing
for the establishment and oversight of the
profitability and/or cash flows of financial
Organisations overall risk management programme
the market interest rates.
focuses on the unpredictability of financial markets

and
seeks to minimise potential adverse effects on its

financial performance.
Risk management is carried out by the management

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

written policies covering specific areas, such as
Maji na Ufanisi
44
and investment of excess liquidity.
exchange in effect at the balance sheet date. All
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.
CREDIT RISK
therefore not exposed to interest rate risk.
Credit risk is the risk of financial loss to the company
ii) Foreign exchange risk
instrument fails to meet its contractual obligations.
Foreign exchange risk arises from future
the company arise from deposits held with various
investment transactions and recognised assets
and liabilities. The companys policy is to record

transactions in foreign currencies at the rate in
effect at the date of the transaction. Monetary
assets and liabilities denominated in foreign
currencies are retranslated at the rate of
if a customer or counter-party to a financial
The largest concentrations of credit exposure within

service providers, pre-payments and cash and
cash equivalents held with banks. The Organisation

places significant amounts of funds with recognised
financial institutions with strong credit ratings and
does not consider the credit risk exposure to be
significant.
LIQUIDITY RISK
and damage to the organisations reputation with
Development of contingency plans.
Liquidity risk is the risk that the Organisation will
procedures that restrict initiative and creativity
Training and professional development.
from its financial liabilities. The Organisations
Ethical and business standards. Risk mitigation,
far as possible, 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, as

liquidity to meet its liabilities when due, under
both normal and stressed conditions, without
incurring unacceptable losses or risking damage

to the companys reputation. Prudent liquidity
risk management implies maintaining sufficient

cash. The organisation therefore ensures
prompt reporting to donors. This ensures quick

disbursement of grant funds.
OPERATIONAL RISK
Operational risk is the risk of direct or indirect loss
arising from a wide variety of causes associated with

the companys processes, personnel, technology
and infrastructure and from external factors other
than credit, market and liquidity risks such as those

arising from legal and regulatory requirements and
generally accepted standards of corporate behaviour.

Operational risks arise from all of the organisations
operations.

The organisations 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. This responsibility
is supported by the development of overall
organisations standards for the management of

operational risk in the following areas:
Requirements for appropriate segregation of
duties, including the independent authorisation

of transactions.
Requirements for the reconciliation and

monitoring of transactions.
Compliance with regulatory and other legal

requirements.
Documentation of controls and procedures.

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

identified.
Requirement for the reporting of operational

losses and proposed remedial action.
including insurance where this is effective.
The organisations objective is to manage operational

risk so as to balance the avoidance of financial
losses and damage to the organisations reputation

with overall cost effectiveness and to avoid control
procedures that restrict initiative and creativity.
9. EMPLOYEES
The average number of employees for the
organisation during the year was 28 (Twenty-Eight)

as compared to the 26 (Twenty-Six) in the previous
year (2012).
10. COMPARATIVES
Where necessary, comparative figures have been
adjusted to conform with changes in presentation in

the current year.
11. INCORPORATION
The Organisation is domiciled and registered in
Kenya under the Non-Governmental Organisations

Co-ordination Act since 1997.
Maji na Ufanisi
2013
45
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,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
8,259
-
CHRISTIAN
AID
Kshs
14,757
2,500
4,000
-
GLOBAL
FUND
Kshs
-
635,828
CORDAID
Kshs
-
SISTER
CITIES
Kshs
36,189
-
Kshs
895,056
39,772
34,514
69,600
7,000
-
Denver
University
Kshs
221,136
221,275
153,633
131,837
4,200
14,800
-
SIDA MNU
Kshs
1,153,786
210,152
161,655
162,149
221,899
605,455
10,480
16,920
-
SIDA CSUDP
Kshs
1,633,373
375,524
194,390
103,740
99,425
1,047,929
470,043
765,325
-
6,970
221,250
CAFOD
TOTAL
TOTAL
Kshs
-
Hungarian
Maltese
Kshs
-
Kshs
3,682,214
846,583
671,039
489,122
462,660
1,653,384
484,723
35,720
765,325
-
Kshs
3,092,394
263,146
922,720
6,589,237
452,400
506,832
2,358,715
189,400
155,650
59,526
695,750
72,800
84,617
491,588
864,048
448,810
CDTF
6,000
3,910
6,000
19,940
35,850
24,891
7,740
-
9,188
-
12,262
11,483
-
3,008
-
5,186
-
59,715
6,447
23,300
135,593
18,343
68,900
203,747
45,992
156,000
568,710
276,029
53,838
200
11,389
231,890
7,540
-
9,950
49,114
3,510
697,296
217,878
156,000
200
11,389
896,310
702,537
237,412
450,000
323,993
184,117
56,048
554,590
523,666
523,666
20,000
7,740
653,275
51,002
3,008
41,375
1,139,313
982,686
3,738,196
5,806,700
7,540
62,574
12,493,408
18,937,173
5,500
4,257
4,257
152,412
20,580
210
33,913
207,115
200,741
8,650
4,890
75,231
289,512
225,666
396,529
164,550
1,530
370,869
1,159,144
339,194
231,320
121,158
2,630
151,310
845,612
11,000
2,400
300
13,700
934,513
657,079
416,318
13,730
636,479
2,658,119
763,166
217,284
416,743
295,974
853,474
2,546,641
117,000
117,000
25,564,779
2,303,205
27,867,984
54,457,252
4,000,315
58,457,567
50,343,220
3,887,640
54,230,860
13 VEHICLE RUNNING
COSTS
Fuel & Lubes
Maintenance
Licences and Insurance
Parking, Car Wash
Taxis
130,610
2,070
600
138,780
14 PERSONNEL COSTS
Staff Salaries & Benefits
Medical
Maji na Ufanisi
46
2013
- -
28,775,473
1,697,110
30,472,583
15 CAPICITY BUILDING
Kshs
-
BOARD
FUNDS
Kshs
-
47,700
144,654
711,174
74,000
74,000
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
47,700
GLOBAL
FUND
Kshs
-
SISTER
CITIES
Kshs
144,654
-
Kshs
446,256
264,918
-
Denver
University
Kshs
31.12.12
TOTAL
TOTAL
Kshs
3,756,377
1,169,350
47,700
81,182
100,575
144,654
264,918
-
Kshs
2,213,697
2,360,081
173,970
111,360
249,000
61,820
2,335,499
2,376,844
148,980
164,630
108,693
100,575
-
239,750
4,340,296
81,182
5,564,756
10,304,574
24,665,977
40,000
24,705,977
255,200
255,200
24,921,177
74,000
40,000
25,035,177
163,500
35,956,639
347,435
136,913
36,604,487
129,667
129,667
16,915
16,915
202,615
202,615
28,885,789
13,585,475
18,194,177
49,756,428
1,335,658
111,757,527
150
150
28,885,789
13,585,475
18,194,177
49,756,428
1,335,658
350,247
112,107,774
42,184,102
13,825,060
1,832,807
57,841,969
-
331,624
3,686,862
3,734,404
7,076,066
(53,551)
2,312,119
16,755,899
233,072,701
9,402,928
12,763,336
10,737,602
14,557,692
3,668,288
7,076,710
1,509,763
59,716,319
240,182,022
239,750
-
SIDA - MNU
Kshs
3,310,121
929,600
-
CDTF
Kshs
-
Hungarian
Maltese
Kshs
-
31.12.13
SIDA CSUDP
Kshs
81,182
-
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
7,740
653,275
312,382
3,008
190,286
2,187,269
-
1,645,863
62,014,212
3,686,862
3,734,404
7,076,066
(53,551)
2,312,119
16,755,899
165,719,503
7,540
Maji na Ufanisi
2013
47
Notes
Maji na Ufanisi
48
2013
Notes
Maji na Ufanisi
2013
49
Website: www.majinaufanisi.com

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TS - 2 0 1 3

(Water and Development)

Maji na Ufanisi (Water and Development)

P.O. Box 58684, 00200 Nairobi, Kenya

Cell Phone Numbers: +254 726 939309/737 939309

Francis Barasa Sindani

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

Annual Report & Accounts

1 MESSAGE FROM THE CHAIRPERSON

2 MESSAGE FROM THE EXECUTIVE DIRECTOR

6 REVIEW OF THE YEAR 2013

7 INSTITUTIONAL CAPACITY STRENGTHENING

African Civil society Network on Water and Sanitation

Community Based Organisation

Civil Society Organisation

Civil Society Urban Development Programme

Danish Peoples AID

Kenyan Water and Sanitation Network

Water Sanitation and Hygiene

Water and Sanitation

Water and Environment Sanitation

Annual Report & Accounts

The year 2013 saw Maji na Ufanisi make tremendous

work and congratulate them for all their inputs

Mr. Peter Maina, Board Chairman

THE EXECUTIVE DIRECTOR

The year 2013 has seen Maji na Ufanisi undergo

goals set in its Strategic Plan. Key among these

chairpersonship mantle from Ms. Jane Delorie

who served as chairperson of the MnU Board for

For instance in 2013 the organisation has

A lot of progress was realised during Ms. Jane

concluded the construction of water and

our utmost gratitude for the sterling leadership.

settlements, Mombasa which was funded by

Chairperson bringing on board vast experience

Sanitation facilities in Kongowea Market,

position, Mr. Maina has been an outstanding

the Embassy of Sweden (EoS). These

and management; Empower CBOs to compete

Advocacy and Capacity building initiatives which

and; Promote effective utilisation of resources

Delories 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. Prior to this

Mombasa County which was funded by

approaches that enhance water development

member of the MnU board.

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.

accountability amongst the sector players.

period. Some of these programmes include

As indicated above, 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