Sf annual 2012 issuu by Strømmestiftelsen

STR ØMME FOUNDATION ANNUAL REPOR T 2012

Contents

A word from the Secretary General 3 Vision and Mission 4-5 Introduction to the annual report 6 Our Story 7 Communication, fundraising and media 8-9 International Section 10-11 Support to projects / where we work 12-13 Nepal 14-15 Cast discrimination in Nepal 16-17 Bangladesh 18-19 Sri Lanka 20-21 Hidden, Lonely and Helpless – a story from Asia 22-23 Bolivia 24-25 Peru 26-27 Breaking chain – a story from South America 28-29 Mali 30-31 Burkina Faso 32-33 Niger 34-35 CMMF and Minata – a story from West Africa 36-37 South Sudan 38-39 Kenya 40-41 Uganda 42-43 Tanzania 44-45 Rebuilding hope – a story from East Africa 46-47 Strømme Microfinance 48-49 Mimeta 50-51 Report from the Strømme Foundation Board 52-53 Activity account and Balance sheet 54-55 Cash flow 56 Accounting principles 57-64 Thank you! 65 Auditors report 66 Board and council members 67

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Word from the Secretary General

Dear partners and donors and friends of Strømme Foundation! Referring to Our Story (see page 7) Strømme Foundation builds ladders. On these ladders people climb to a better life. Strømme Foundation is a development organization with an ambitious goal: We want to eradicate poverty! The ladders are the means by which we reach this goal. 2012 has been leading to a crossroad for Strømme Foundation starting the processing of the upcoming five year plan, 20142018. We are facing this new “lap of our journey” with a revised organisational structure, a structure that intends to go beyond rhetoric and to practically capacitate our Regional offices and partner organisations. We have made our Regional offices be part of the decision making bodies of Strømme Foundation, and we are indeed proud of also having a woman representative from the south on our Executive Board. We strive for branding our ladders/ programmess with “made in Bangladesh, made in Mali” etc. We want to balance the hierarchy of an International Development agency by division of labor, and thus referring to the Kristiansand office as a facilitating and co-ordinating office, rather than calling it the Head office. Our efforts to go beyond rhetoric, and to strive for inclusiveness throughout the decision making body, is an area where Strømme Foundation wants to be unique and to be a forerunner. We also admit that it is a big mistake to take the donors for granted. As the airlines announce: “Thank you for choosing us,

- we know you have a choice”! We are therefore very thankful for each and every donor, small and big. Together you make it possible, and we thank you for your confidence in us! Strømme Foundation is working very hard to maintain its position in the donor-market without compromising our result based and community oriented approach. We are trying hard to be operationally professional, and not to be donor driven in the sense that we are in conflict with our ladders being “made in Bangladesh” rather than “made in Norway”. But Stromme Foundation wants to be a vibrant donor relevant organization! However, all in all, the annual report is ours together. You can read the results; having influenced more than 600.000 lives, and through our joint partnerships having reached out to several million right holders, makes us “lift the “Strømme Foundation`s and its affiliate’s flag high”, and ask for yet another “lap of the journey towards eradicating poverty” together! Thank you!

Øyvind Aadland Secretary General

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Great things can happen when many share one common vision! In Strømme Foundation our Vision is:

A World Free From Strømme Foundation is committed to empower people to overcome the root causes of poverty. We define poverty as lack of basic needs, social exclusion, powerlessness, and vulnerability. Together with partners sharing this mission we will, with the poor, facilitate their own efforts to cross the poverty line.

In Strømme Foundation our Mission is:

To Eradicate Poverty People living in poverty lack opportunities. We will facilitate change, not only by providing material needs, but also by creating opportunities for people to utilise their talents in a value-based development process. Strømme Foundation works through local partners and through two intervention lines – microfinance and education.

Challenging

Which means that we place demands on the poor, our partners and especially on ourselves.

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Poverty

Microfinance and Community Managed Microfinance (CMMF) Capacity building of the participants and clients is also an important component of the programs. The microfinance intervention will use the methods of both institutional MF as well as Community Managed Microfinance.

Education Focus is on facilitating poor children at risk by strengthening the fostering environment within the local community. Interventions will be within primary education, adult literacy, vocational skills/life skills and awareness building.

Our Values Inclusive

Which means that we meet all people with openness, respect and dignity.

Result-focused

Which means that we monitor and measure the results of our work, and make any corrective adjustments when needed to achieve our objectives.

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Introduction to SF Annual Report 2012

In West Africa, many of the Speed School students who were enrolled in year 2008/2009, the first cohort of this Master Plan, have now completed primary school, bringing the primary school completion rate among Speed School graduates with data to 73%. This figure is striking when situated against the backdrop of the low national/regional completion rates in Niger, Burkina Faso and Niger, where an average of only 45% complete primary school, according to the 2012 EFA Global Monitoring Report. Together with other monitoring data, this underlines the great success of the Speed School program in working to secure Universal Primary Education for boys and girls alike. In Strømme Foundation, we are also proud of the fact that we have contributed in several ways to increasing gender equality and empowering women and other marginalised groups. Girls benefit from our programmes not only through increased access to quality education, but also through life skills and vocational training that makes families and communities alike see them as a resource instead of a burden. For example, in our Shonglap programme “made in Bangladesh” (which has now been successfully adapted to Nepal, South Sudan and Uganda), our holistic approach ensures that while adolescent girls learn life skills, basic education and vocational training that empowers them to take increasing control of their lives, entire communities are sensitised on the inherent rights and resources of girls. As a result of Shonglap, girls who used to be insecure and suppressed, become assertive, proud and independent. To date, close to 100 000 girls and 1,800 boys have benefitted from the Shonglap programme. The Shonglap mid-term evaluation in Bangladesh in 2012 documented that the programme has reduced the vulnerability of adolescent girls to early marriage and pregnancies, HIV infection, trafficking, sexual violence and school-drop out. Thanks to a successful marketing campaign in Norwegian schools, Strømme Foundation was yet again awarded ‘Operation Day’s Work’ in 2012 for the Samvad programme, a Shonglap adaptation in Nepal. ODW funding will ensure that 25.000 adolescent girls marginalised both by virtue of their gender and by virtue of their low status as ‘low-caste’ Dalits, learn the skills necessary to become the authors of their own lives and avoid trafficking and early marriage. Strømme Foundation’s results in microfinance are equally encouraging. Among the individuals benefiting from communitymanaged microfinance in East and West Africa, the immediate benefits for families are visible through better family health, more and better family meals, etc. In Sri Lanka, financial and non-financial services have resulted in an income increase of on average 55% amongst families (compared to a target of 25%).

An analysis of the data gathered on three of SF’s partners in Sri Lanka (representing 62% of the Micro Finance portfolio) suggest that average annual per capita income increased by 16% between 2011 and 2012. Similarly, a sample survey conducted in one of the rehabilitation and development projects suggest that members’ monthly average income increased by 36% - 16 percentage points higher than the average monthly income increase of the control group. In 2012, discussions on how Strømme Foundation can move towards a more rights-based approach, and increase its focus on advocacy, have begun. In addition, the Microfinance and Education Departments have been merged into a single Department in order to encourage increased cross-fertilisation, coordination and collaboration amongst staff. Considerable time has also been spent reflecting upon how best to ensure that Microfinance reaches as far down the poverty pyramid as is possible, and how to better achieve synergy between Education and Microfinance interventions. Strømme Foundation has also strengthened its financial capacity and control. Awareness about transparency and corruption has been increased both amongst regional staff and partners. Openness about suspected corruption cases has improved, and the percentage of partners that have ether strong or satisfactory internal control systems in place has steadily increased (from 52% in 2009 to 78% in 2012). Strømme Foundation’s ability to maintain a stable budget and to keep the share of funding from NORAD at around 40-45% is also due to the Communications Department’s success in holding onto the majority of existing Norwegian donors and securing new Strategic Business Partners in an increasingly competitive and difficult donor market. The Communications Department has also managed to increase SF’s visibility and presence in the media through chronicles and opinion pieces, and helped draw attention to the challenges faced by Dalits through the 2012 SF Help for Self Help Prize (which was awarded to the Nepali Human rights activist Mrs Durga Ghimire). We thank you our donors and supporters for your commitment and continued interest in our work and hope you enjoy reading the 2012 Annual Report. Svein Ove Faksvåg Chairman of the Board

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Øyvind Aadland Secretary General

Our Story

We build ladders. Unique ladders. On these ladders people climb to a better life. Strømme Foundation is a development organisation with an ambitious goal: We want to eradicate poverty! The ladders are the means by which we reach this goal.

any people use our ladders. Every single year. In Mali, Sanou climbed back to school and safety. Maria in Bolivia took the vocational training and microloan that made her able to work and provide for her family. In Bangladesh the teenage girl Rupali took the initial steps that gave her control over her life, and an escape from a life as a sex slave. Every year stories like these, and the stories of more than six hundred thousand others, show us that our battle against poverty is worthwhile. Our ladders are not «Made in Norway». However, the financial resources that enable us to make a difference may come from Norway. But the ladders are built around the world in the very same places that they are going to be used. The drawings are also made there, by our local staff together with those who in turn will use the ladders. Those who daily carry the burden on their backs are also those who know best how to build the ladders. When we succeed in our work, it is because each programme is so well anchored in the local context. The stamp of quality on our ladders is «Made in Uganda» or «Made in Nepal». The work that we do creates lasting changes. The tools used are education and microfinance in the form of small loans, savings opportunities and insurance. Together, knowledge and financial opportunities contribute to more than merely meeting

people’s material needs. This also helps people to see their own talents and abilities, and gives them the strength to make use of them. And this allows for good things to happen. Not just for every individual who takes that initial step on the ladder. Often, the whole community will follow. Our model of local involvement makes the ripple effect continue even after our work is done, because the capacity and knowledge stay behind. In order to build many ladders, we depend on small and large donations from private donors, the corporate sector and other partners. The public sector is another important contributor. We keep costs down, partly by employing only local staff. We strive for transparency and continuously evaluate our efforts to ensure lasting results. This way we find out what works, and we change what doesn’t work. It all started with Reverend Olav Kristian Strømme and his burning commitment to help his fellow man. From this one-man enterprise, Strømme Foundation has matured into an international and professional development organisation. But this remains the same: From the start to this very day, the inspiration for our work is Jesus’ life and example. This, and a passionate commitment against injustice. That is why we continue to make ladders. So that yet more people can climb out of poverty. We provide them with the opportunities. You can do the same!

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Communication and Fundraising

The year 2012 ended with a total of 68.5 million NOK. We are pleased with this result, and would like to thank all our donors, partners and staff for making this possible 2012 turned out to be a good fundraising year for the Communication Dept., with a result of NOK 68.5 million. We raised close to NOK 2 million above the original budget. The areas where we did better than expected were direct marketing and through our cooperation with the corporate sector. Strømme Foundation is honoured by the extraordinary generosity of our donors and partners who provide financial resources for our programs around the world. We have had a reduction of staff in the department, which has required extra effort from our existing staff. It is therefore particularly pleasing and encouraging to see that the year’s end result is so positive. Individual Donors In 2012 we still saw a decrease in fixed-term donors (Hjertevenn and Brobygger/ Friend at Heart and Bridgebuilder). We do believe that our continuous focus on donor recruitment will provide results, although we did experience a decline in the number of donors during 2012. The situation in the market for child sponsorship programs is still tough, but we see that we are among the top three organisations in Norway when it comes to the average amount per donor. In our efforts to recruit new fixed-term donors, we have in 2012 been working on an extensive strategic campaign. An important part of this campaign, which will take place in September 2013, will be to involve influential volunteers in order to increase the effect of the campaign. In June we had an extra fundraising campaign for our beneficiaries in West Africa who were deeply affected by famine. We advertised in several newspapers focusing on this issue and gained positive results. Even though we are not a relief organisation, we have a moral obligation to help out when our partners and projects suffer as a result of disasters. In this particular case, children dropped out of our Speed School programme because of hunger. It is very meaningful to see our donors take responsibility and give us extra help in situations like these. The 2012 Christmas campaign was very positive, and we doubled the income compared to the year before. We also gained a number of new donors, many of them in the North of Norway where we traditionally have not had many donors. We experience that our web pages are visited frequently, and also our focus on Social Media in 2012 resulted in an increased

interest in our work. We have had weekly activities on Facebook, Twitter and various blogs. Major Donors, Schools and Corporations 2012 was a good year for the Major Donor group. Our cooperative partners continue to strengthen their partnership with Strømme Foundation. Both Kavli Foundation and Stormberg AS have extended their partnerships with Strømme Foundation for three new years from 2013. The Kavli Foundation also decided to give a substantial additional three year donation to Strømme Foundation in connection with their 50th anniversary in 2012. Our long term partners Agder Energi and Skagerak Energi, together with Stormberg AS and Kavli Foundation, now form the group of our main partners. We are delighted with their contributions, as with those of all our other Business Partners, and view these as recognition of solid partnerships. A major event for Strømme Foundation was arranging Operation Day’s Work throughout the whole country on November 1st 2012. 120 000 pupils all over Norway worked for one day in solidarity with Dalit youth in Nepal. The amount raised came to about 30 million NOK, and will be spent over the next five years on the Samvad programme in Nepal. Operation Day’s work also has a positive effect regarding the branding of Strømme Foundation in Norway. In the last two weeks of October we held nearly 400 different lectures in schools all over Norway. These were held primarily by former Act Now students, although some were held by staff from Kristiansand. The family foundation Henriette (owners of Kruse-Smith) contributed in 2012 to Community Managed Micro Finance (CMMF) in East Africa. An important part of our work towards youth is our good collaboration with schools and Folk High Schools. Many of these schools have been our partners for years, and we see a high level of commitment among pupils, students and teachers. And once again Sagavoll Folk High School impressed us with the results of their yearly fundraising campaign for the Strømme Foundation. This year, Sagavoll raised the highest amount ever – 1 045 000 NOK! These 110 pupils did this through a week long campaign. They worked, ran a sponsored race and used their own vivid imaginations to raise money for children at risk in

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Uganda. We are delighted to see that other schools have also picked up ideas from Sagavoll, are, following a workshop, planning on using some of Sagavoll’s methods for fundraising. In addition to this, we have worked strategically throughout 2012 towards recruiting new potential partners. Media & Public Relation The trend within Press and Media was uplifting in 2012. We registered a total of 658 hits in different newspapers, magazines, radio and TV, and digital media where Strømme Foundation was mentioned. We work on the media to gain national attention and awareness on development issues, and to educate the public on North/South issues. To be a voice for the voiceless is an important part of our mission. Our media coverage in 2012 included opinion pieces in major national newspapers like Aftenposten and Dagbladet, and we took part in several debates in different media. In 2012 our Help for Self-help award was given to the human rights activist Durga Ghimire from Nepal. She was awarded the prize for her long time work to advocate against human trafficking in her country. The award was given at a ceremony in Kristiansand, and was accompanied by positive media coverage related to the issue of trafficking. The Help for self-help award is an important platform for us to bring attention to an important development issue. Every year we see that there are some events where we are able to capture the attention of the media. The December Christmas concerts “Stille natt - Hellige natt” provide positive coverage in the media as well as financial support. We also find that our exchange students (Act Now) offer important media coverage through blogging, interviews and articles.

Income in 2012 Public Sector Grants

52 948 319

Grants from other Organisations

14 831 958

Individual Donations

8 829 693

Fixed Term Donations

39 230 884

Corporate Sector

9 538 873

Schools, events etc

3 632 768

Testamentary donations

805 859

Disaster relief and rehabilitation

355 359

Other Income

1 003 199 131 176 913

Figures & facts Private donors (total) 20 394 Fixed-term donors 14 306 -Hjertevenn 10 411 -Brobygger 3 017 -Fattigdomsbekjemper 714 Single donations 6 088 Outreach Norwegian children & youth 7087 (in addition several meetings in schools took place done by members in Re:Act focusing one Dalits and the cast system in Nepal. Number of business partners 68 Outreach business partner employees 8700 Number of partner schools 22 Visitors: web-page www.strommestiftelsen.no 52 252 Views, YouTube, poverty buster 7856 Facebook members, Norwegian page 2453 HTS magazine subscribers 24 000 Number of news articles in media (newspapers, magazines, web) 658

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International Department Section

2012 was the fourth year of the Strømme Foundation’s five-year strategic plan (2009-2013). During this year the preparation for the new strategic plan (2014-2018) started. As a necessary input for this process, many projects and programmes have been evaluated and the discussion about new and existing intervention lines has started. The International Department plays an important role in structuring the discussions and information flow so as to make sure that the end result is a coherent strategic plan. The programme activity in the regions has progressed largely as planned, in spite of some adverse political and military events in some of the intervention regions. In all regions, the target group consists mainly of women, children and youth at risk, while the strategies cover microfinance and education. In Asia, we operate in Sri Lanka, Bangladesh and Nepal holistic rights-based approaches, building democracy through grass root mobilisation. Community Based Organisations (CBOs) play a key role in this approach: they learn how to prioritise and plan their actions, thus defending their rights and escaping from situations of marginalisation and exploitation. Promoting quality primary education is another item on the agenda. Microfinance plays a crucial role in enabling households to set up their own enterprises and earn a decent income. It also reduces the vulnerability of the poor to exploitative money lenders. “Shonglap” is a large programme that reached about 17,500 girls in 2012, empowering them in a one-year participatory education trajectory where they gain literacy, technical and life skills. “Samvad”, an educational programme for adolescents in Nepal, built on the Shonglap experiences from Bangladesh, started in 2011 and was at full stream by 2012. Finally, preparations have been undertaken to restart activities in Myanmar after the favourable political developments of the past years have created fertile ground for rights-based development work.

highlands and the Amazon, as well as marginal urban areas. Our interventions aim to increase the preparedness of children and youth to face the dangers that surround them (“life skills”) and improve the quality of education (e.g. by promoting bilingual education: Spanish / local language). Interventions vary from cultural activities for youth to the rehabilitation of street children. The focus is increasingly on preventive actions. The interventions in West Africa were partially overshadowed by a military coup in March 2012 in Mali. The coup was a direct result of the Tuareg rebellion in the north of Mali. The interventions in the Timbuktu area had to be suspended in March 2012 due to the security situation. The programme in West Africa (Mali, Burkina Faso and Niger) continued with its three intervention lines: improving access to basic education (with more than 2.4 million out-of-school children), savings groups for women and adult literacy groups. The East Africa programme, like in West Africa, has a strong focus on savings and loan groups, Functional Adult Literacy and Accelerated Learning Programmes to bring children back to Primary School. These interventions are complemented by support to early childhood development, teacher training and (informal) vocational training (especially for youth). The vocational training component is important to make the transition easier from school to the labour market or to starting their own businesses. New in the region is the ‘Mazungumzo’ programme, an adapted version of the Shonglap programme in Asia. After a test with two partners in Uganda in 2011, South Sudan followed with two partners in 2012. After some methodological adjustments, the programme is now ready for larger-scale implementation.

In South America (Peru and Bolivia), the programme has advanced largely as anticipated. The target group consists mainly of children at risk in the regions with the highest incidence of violence and abuse: indigenous populations in the Andean

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Support to projects including regional office cost Figures in 1000 NOK

Burkina Faso Mali Niger West Africa

Total 3 891 16 749 3 102 23 742

Education 2 404 12 898 1 838 17 140

MicroDisaster No.of No.of finance response partners projects 1 487 5 8 3 851 17 23 961 303 2 5 6 299 303 24 36 Figures in 1000 NOK

MALI

NIGER

BURKINA FASO

PERU BOLIVIA Total Bolivia 4 595 Peru 5 896 South America 10 491

Education

Microfinance

4 101 5 606 9 707

494 290 784

No.of No.of partners projects 4 7 8 10 12 17 Figures in 1000 NOK

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Total

Education

Microfinance

Culture Develop.

Disaster response

No.of partners

No.of projects

67 416

21 083

1 280

798

140

Grand total - support to projects in 2012

NOK

612 000

Total number of beneficiaries in 2012

Total Bangladesh 13 933 Sri Lanka 6 623 Nepal 3 409 Asia 23 965

90 797

Education 12 620 4 600 3 146 20 366

Microfinance 1 313 2 023 263 3 599

No.of No.of partners projects 8 12 9 10 4 4 21 26 Figures in 1000 NOK

NEPAL

BANGLADESH

SOUTH SUDAN SRI LANKA UGANDA

KENYA TANZANIA Total Kenya 4 528 South Sudan 10 393 Tanzania 3 515 Uganda 10 804 East Africa 29 240

Education

Microfinance

Disaster No.of No.of response partners projects

1 053 8 892 2 405 5 994 18 344

3 475 1 397 104 1 049 61 4 480 330 10 401 495

Total Act Now MIMETA Net currency loss Global

4 4 6 14 7 10 19 27 36 55 Figures in 1000 NOK

Education

Culture & Developm.

1 859 1 859 1 280 1 280 220 3 359 1 859 1 280

No.of No.of partners projects 1 1

1 5

Figures in 1000 NOK

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NEPAL

Strømme Foundation’s operations in Nepal started in 2011 and SF is registered under the Social Welfare Council as an International Non-Governmental Organization. Currently it employs 3 staff members and the country office is situated in Lalithpur, Nepal. Nepal, a landlocked country surrounded by India and China, is labeled as one of the poorest countries in South Asia with over 29 million people and about 31% of the population estimated to live below the 1 USD per day national poverty line. Nepal has made significant progress in increasing female life expectancy as well as in improving female literacy levels, and Primary and Secondary School completion rates. However, large gender gaps remain with females discriminated against in terms of education, labor, decision making and so on. For example, despite recent improvements, the adult literacy rate for women in 2000 was just over half that of men. The literacy gap further widens due to caste discrimination where lower castes such as ‘Dalits’ (untouchables) have a literacy rate of only 33.8%, in comparison with the national average of 54%. Nepal’s main economic contributors are agriculture, services and industry. Agriculture employs more than 70% of the workforce. SF interventions in Nepal focus on socially excluded, disadvantaged and vulnerable groups including ‘Dalits’, and adolescent school dropouts. Through our education interventions, we provide opportunities for the poor in civil society participation in fighting poverty, promoting quality education, empowering adolescents and empowering the community for their own decision-making and democratisation. Poor communities are encouraged to take up their own development and activate civil society to take part in decision-making processes. SF supports hardware and software aspects parallel to bringing lasting impact on poor children and school dropout adolescents. Advocacy and community participation will be strengthened through parents as well as other stakeholders responsible for engaging with and building necessary mechanisms for quality education. ‘Samvad’, an adolescent empowerment programme, is a platform created for the young school drop outs to improve their literacy, social and life skills, while educating themselves in decision-making and facing challenges in their community.

SF believes in Introducing professional microfinance to the country, targeting the poor and disadvantaged communities, in order to guide them towards linking with mainstream financial service providers. It provides opportunities for the poor to come out of poverty through economic means. At the same time, special emphasis is given to women’s empowerment by creating access to financial and non-financial services for them. Our development policy is to promote people’s organisations at community level as sustainable mechanisms to continue their own development process. The basis for such community-based structures will be mobilized not merely for credit or loans, but on the issues affecting their lives and solving the challenges faced in their own communities. Though decade long conflict between the Maoists and the Government concluded in 2006, political unrest prevails in Nepal due to caste and ethnic polarization as a result of the new constitution promoting multi-ethnic federalism. The constitution aims to restructure the former Hindu monarchy into 11 federal states. Though these political improvements have created instability, these have up until this point, created only minute hindrances to SF’s development work.

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ABC NEPAL KIRDARC NNDSWO RRN

Partner (Since) Where?

What?

ABC Nepal (2011)

Rhupandei District - Rural

• Adolescent Empowerment Program • Formal and Non Formal Education • Community Empowerment • Financial and Non-Financial Services

KIRDARC (2011)

Surkhet District - Rural

• Adolescent Empowerment Program • Formal and Non Formal Education • Community Empowerment • Financial and Non-Financial Services

NNDSWO (2011)

Rautahat District - Rural

• Adolescent Empowerment Program • Formal and Non Formal Education • Community Empowerment • Financial and Non-Financial Services

RRN (2011)

Makwanpur District - Rural

• Adolescent Empowerment Program • Formal and Non Formal Education • Community Empowerment • Financial and Non-Financial Services

Education: total cost 2012 Microfinance: total cost 2012 Total cost 2012

NOK 3 146 000 NOK 236 000 NOK 3 409 000

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Fighting Caste Discrimination

The Dalits in Nepal are excluded from their own communities and forgotten by the outside world. In 2012, the Operation Day’s Work (ODW) campaign in Norway targeted Dalit youths in Nepal. The long-term goal is to put the Dalits in the driving seat of their own development. The project is called Samvad, meaning dialogue in Nepali. Samvad is a one-year educational project based on the Shonglap Education Programme developed in Bangladesh by Strømme Foundation and partner organisations. Samvad mobilises teenagers and provides them with an education that strengthens them for family, community and working life. Adolescents gain a foundation through knowledge about health, their role in the family and society, about AIDS, early pregnancy and about growing up. From their newly acquired knowledge and reflection they get to choose training for different types of occupations. The interaction between young people is an important part of the project. They learn about themselves and others through dialogue and everyone gets to influence the group and the project. The most important thing of all is that young people learn critical thinking. Furthermore, they gain the knowledge and confidence to express their own opinions, so they are better able to make their own choices and to exercise influence in the family and community. In Nepal the primary target group is the Dalits. The caste system was officially abolished in Nepal 1963. Yet Dalits – untouchables/casteless – are born with all the odds against them. They are excluded from important social arenas like school, work, and even the neighbourhood’s public water tap. They are denied access to other people’s homes and cannot eat with people from other castes, because people from the higher castes consider them to be unclean. Extensive discrimination results in Dalits being poorer and also to a large extent excluded from education. Although state schools are meant to be free, there are many schools that require fees for tuition. Poor Dalits may therefore not be able to pay for school for their children. Dalits are also discriminated against in school, and many parents from the higher castes do not want their children to go to school with them. Recently, construction of a school in a village where Strømme Foundation works was initiated, but people from the higher castes objected to having the school so close to the untouchables. The construction was stopped and the school building stands there today unfinished and empty. Illiteracy is high among Dalits in Nepal. The main target group for ODW 2012 program were Dalits in the Terai District. Here, only one out of four Dalits can read and write.

choices are taken that set the framework for what life should be like later. In reality, Dalit youth have very few options, and most of these are negative. Nepal is one of the poorest countries in Asia and is ranked 157 of 187 countries on the Human Development Index, 2012. The country is heavily subjected to human trafficking, where children and youth are tricked and forced into prostitution and other forms of slavery. A high number of Nepalese youths are forced into slave labour as servants for rich people. The organisation Nepalese Youth Opportunity Foundation estimates that 20,000-25,000 children and adolescents are sold into such activities every year. According to the South Asian Coalition on Child Servitude, around 150,000 under the age of 14 work in Nepalese carpet weaving. Furthermore, it is estimated that 200,000 Nepalese girls currently work in Indian brothels. Dalits are overrepresented both among victims of human trafficking and in child labour because of the widespread discrimination that they are subjected to. Many have never been admitted to school, and those who are often experience discrimination. Many quit before they complete a basic education. It is expected that young people - especially boys - start to make money at a young age. Many people begin in hard and sometimes dangerous work from their early teenage years. The situation is worst for the Dalit girls. They are subjected to a double discrimination - as both girls and untouchables/Dalits/ casteless. When parents, who perhaps initially do not appreciate education, are forced to prioritise, girls end up at the bottom of the list. Often girls have to sit powerlessly watching their parents take them out of their education and marry them off in their early teens. However, there are some positives. In 2011, a new law was passed banning all forms of caste discrimination. There is a long way to go before the law is practiced in reality, but this is an important step in the right direction. The goal of Strømme Foundation is to provide 25,000 youths with education by the end of 2017, increasing their self-confidence, and providing tools to influence decision makers to create a more just society. Through Samvad, the Dalit-youths are given better socioeconomic conditions and higher self-esteem. It is the start of a society where everyone has equal opportunities, and the end of a system that should have been stopped a long time ago.

Teens are brutally affected by the general exclusion that Dalits/ casteless are exposed to. In their teenage years, important

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BANGLADESH

Strømme Foundation’s operation in Bangladesh initiated two decades ago and is registered under the NGO Affairs Bureau as an International Non Governmental Organization. Currently it employs 10 staff members and the country office is situated in the capital Dhaka, Bangladesh. Bangladesh is one of the world’s poorest and a most densely populated countrieswith a population around 160 million living in a land-mass of 144,500 km. 75% of the population depend on agriculture. Population pressure, compounded by low levels of social development (low literacy, poor status of human rights) and poor governance (including corruption), constitutes a major challenge in attaining the MDGs. Almost half of its population (49.8%) lives below the poverty line, earning less than 1 USD per day, while the population living with less than 2 USD per day is 82%. Though education is considered powerful leverage for their empowerment and is highly subsidised by the government, girls’ education in particular is not given sufficient priority. Around 57% of the total number of adolescent girls do not go to primary school and about 30% drop out before completing their High School studies. In the rural areas of Bangladesh, adolescent girls are normally given in early marriage as parents consider them a “liability”. Bangladesh also ranks highest in the world in terms of child marriages, depriving many girls of both education and childhood. One fifth of adolescent girls in Bangladesh are reported to be married by the age of 15. The country is also widely known for its success stories, such as the Nobel Peace Prize for the Grameen micro credit model; however it has been subjected to criticism due to its marginalisation of the real needy communities with the use of collateral

in borrowing and questions have been posed as to whether microcredit alone elevates people from poverty in reality. Education is one of the major interventions of Strømme Foundation (SF) in Bangladesh. As a rights-based development organization, SF is committed to children’s education, especially the children of disadvantaged groups and their access to education. Non-Formal Primary Education (NFPE), Pre-schooling under Early Childhood Development (ECD), Quality Education in Primary Schools, and Education and Life skills for Adolescent Girls (Shonglap) are some of the major components of our education interventions. Community participation and community ownership is the core approach for all interventions. The main objective of the microfinance department is to provide financial and non-financial support to the partner organizations implementing microfinance operations at the grass roots level, and to accelerate the poverty alleviation process through community participation. Local partners implement the projects with technical support and guidance from the SF Education Team as part of capacity building in the areas of linkage establishment with national networks, programme development, pedagogical aspects, monitoring and assessment. Bangladesh, though a sovereign country with a parliamentary democracy, continues to face a number of major challenges, including political and bureaucratic corruption and widespread poverty. A country of many rivers, it is annually subjected to Monsoon floods and cyclones, creating internal climate refugees which add to the existing challenges to poverty eradication in Bangladesh.

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BURO COAST CODEC DISA POPI RDRS SUS VARD

Partner (since)

Where? (urban/rural)

What/Focus on

BURO (2003)

Dhaka Slums (Urban) and Kurigram districts – Rural

Provision of holistic pro-poor financial and non-financial services (MF) Strengthening basic education, formal and non formal (NFPE, ECD, Quality Education, Primary Education) Empowering adolescents on their rights (Shonglap) Community empowerment for democratization (Peoples Organization)

COAST (2001)

Cox’s bazar and Patuakhali dsitricts – Rural

Provision of holistic pro-poor financial and non-financial services - Micro Finance Basic Education (ECD & Moktab Education, Quality Education in Primary School), Shonglap (Empowering Adolescents) Empowering Community for Democratization

CODEC (2002)

Bagerhat, Pirojpur Khulna districts -Rural

Provision of holistic pro-poor financial and non-financial services - Micro Finance, Basic Education (ECD & Quality Education in Primary School), Shonglap (Empowering Adolescents) and Empowering Community for Democratization

DISA (2011)

Chandpur district- Rural

Pro-poor financial and non financial services (MF). Empowering adolescents on their rights (Shonglap) Strengthening basic education, formal and non formal

POPI (2006)

Haluaghat and Dhobaura Upazilas, Mymensingh and Nalitabari Upazila, Sherpur – Rural

Provision of holistic pro-poor financial and non-financial services (MF) Strengthening basic education, formal and non formal (NFPE, ECD, Quality Education, Primary Education) Empowering adolescents about their rights (Shonglap) Community empowerment for democratization (Peoples Organization)

RDRS (1995)

Dinajpur, Thakurgaon and Panchagahr districts Rural

Empowering Disadvantaged Tribal Poor especially on their land rights. Microfinance Empowering adolescents - Shonglap Quality Education Program Peoples Organizations and Economic Promotion Programs

SUS (2000)

Satkhira and Jessore districts – Rural

Rural microfinance and talent finance program Supporting formal Primary School for quality education. Non-Formal Primary School (NFPE). Life education for adolescent girls (Shonglap). Advocacy and mobilization for quality education Formation of People’s Organisations

VARD (1994)

Sunamgonj, Moulavibazar and Sylhet – Rural

Microfinance Supporting Primary School for Excluded Children, Quality Education Program, Empowering Adolescents (Shonglap), Empowering Civil Society – People’s organisations

Education: total cost 2012

NOK 12 620 000

Microfinance: total cost 2012

NOK 1 313 000

Total cost 2012

NOK 13 933 000

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SRI LANKA

Strømme Foundation’s operations in Sri Lanka started in 2001 following the establishment of its Regional Office in Colombo. It is currently registered under the Social Services Act providing education and economic empowerment opportunities to marginalised poor families in the country. Its microfinance arm, established in 2006, is known as Strømme Microfinance Asia Guarantee Limited (SMAGL) and is registered under the Company’s Act of Sri Lanka, providing access to financial services for low-income, poor families. Strømme Foundation Sri Lanka, along with our Microfinance Apex, currently reaches over 63,000 families below the poverty line. We employ 26 staff members headed by the Regional Director, Nimal Martinus. In Sri Lanka, a South Asian developing country with a population of 20.8 million, about 8.9% of the population live below the national poverty line (2 USD per day), according to World Bank. Sri Lanka’s population has a literacy rate of 92%, one of the highest figures for developing nations. However, the quality of education and rural marginalisation due to lack of access to services and resources such as teachers, school shelters and other education opportunities, remains a challenge. As a rights-based organisation, Strømme Foundations’ education interventions in Sri Lanka focus primarily on non-formal education mobilising and giving voice to the marginalised poor communities and thereby improving educational opportunities in order to socially and economically empower them. Through our interventions, poor communities will be strengthened to

address their own community needs which include improving educational opportunities for vulnerable children as well. Through our education strategy mobilisation provides new opportunities for the poor to strengthen and utilise resources as a right of the people to fight poverty, and SF will focus on empowering the local organizations (CBOs /NGOs), enabling them to participate in national development to attain sustainable development. Sri Lanka is a country facing a post-war boom following the conclusion of a three decade ethnic conflict has recorded an economic growth of 6.4% last year. However, homelessness and unemployment, especially among the war returnees, pose greater challenges for reducing poverty. Apart from war returnees, Strømme Foundation also works with marginalised tea estate workers, poor farming communities, and women-headed families. Strømme Foundation’s work focuses mainly on women, as they are considered to be the focal change agent in the family that can potentially create positive social and economic change. Civil society participation in the development process has remained at a low level due to politicization and conflict subjectivity during the last two to three decades. The challenge is to activate civil society to take part in decision making processes. Once mobilization and organization are established, people will be able to find solutions to their own problems.

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EDUCATION Partner (Since)

Where?

Focus

1. CfHD (Centre for Human Developm.) (2007)

Kegalle, Kandy Badulla Districts – Rural

• Strengthening civil societies and empowering the marginalised community through building local community based organisations • Provision of holistic pro-poor financial and non-financial services • Promoting organic farming and local seeds prod. • Youth development programmes • Building market linkages and providing livelihood technical assistance

2. HPDF Galle District (Habaraduwa partici- Rural patory Development Foundation) (2007)

• Strengthening civil societies and empowering the marginalised community • Provision of holistic pro-poor financial and non-financial services • Building market linkages and providing livelihood technical assistance • Empowering the marginalised women in particular through the Change Agent Programme –Capacity building on home management, home gardening, housing, and health

3.PALM Foundation Nuwara Eliya (Participatory District Rural Action and Learning Development Foundation)

• Strengthening civil societies and empowering the marginalised community through building local community based organisations • Provision of holistic pro-poor financial and non-financial services • Advocacy and community participation involving stakeholders responsible for quality education and achieving basic community rights • Building linkages between the under privileged tea estate workers and the management in securing basic needs such as electricity, water and housing

4. PPDRO 2010

5. RPK (Rajarata Praja Kendraya) (2007)

6. Surekuma (2005)

Batticaloa District Rural

Anuradhapura District Rural

Matale District Rural

• Strengthening civil societies and empowering the marginalised community through building local community based organisations. • Provision of holistic pro-poor financial and non-financial services • Community participation involving stakeholders responsible for quality education, and achieving basic community rights • Infrastructure development • Strengthening civil societies and empowering the marginalised community through building local community based organisations • Provision of holistic pro-poor financial and non-financial services • Advocacy and community participation involving stakeholders responsible for quality education, infrastructure development, and achieving basic community rights • Strengthening youth entrepreneurship and vocational training. • Building market linkages and providing livelihood technical assistance • Strengthening civil societies and empowering the marginalised community through building local community based organisations • Provision of holistic pro-poor financial and non-financial services • Community participation involving stakeholders responsible for quality education and infrastructure development

CFHD HPDF PALM FOUNDATION PPDRO RPK SUREKUMA WDF AMF BRAC BMI CDBDC RDB SEWA

7. Women’s Development Federation (WDF) (2008)

Hambantota District

• Strengthening civil societies and empowering the marginalised community through building local community based organisations • Provision of holistic pro-poor financial and non-financial services • Building market linkages and providing livelihood technical assistance for the marginalised and under-privileged women • Integration of men into mainstream development programs and community development work

Education: Total cost 2012

MICROFINANCE Partner (Since)

Where?

NOK 4 600 000

Focus

8. AMF

Puttlam, Kurunagala, • Provision of holistic pro-poor financial Galle, Matara, Hambantota, and non financial services Ampara Districts - Rural

9. BRAC

Trincomalee, Batticaloa, Ampara Districts -Rural

• Provision of holistic pro-poor financial and non financial services

10. BMI

Anuradhapura, Trincomalee, Nuwara Eliya, Kegalle Districts - Rural

• Provision of holistic pro-poor financial and non financial services

11. CDBDC

Colombo District - Urban

• Provision of holistic pro-poor financial and non financial services

12. RDB

Vavunia, Mannar , Monaragala Districts Rural

• Provision of holistic pro-poor financial and non financial services • War Returnee Livelihood Improvement

13. SEWA

Puttlam, Colombo, Galle, • Provision of holistic pro-poor financial Matara, Hambantota, and non financial services Monaragala, Nuwara Eliya, Ampara, Batticaloa, Dambulla, Polonnaruwa, Trincomalee, Vavunia – Rural

Microfinance: total cost 2012 Total 2012

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NOK 2 023 000 NOK 6 623 000

Hidden, Lonely and Helpless

For Gopal Wijeylechchumi, there were days when she couldn’t afford a single meal for her 3 daughters. And there were days when she could not eat as there was not enough food for them all. “To me, this is poverty,” she says. This mother of three from Rillamulla village in Sri Lanka is climbing the ladder out of poverty step by step. It is a long road, and it has taken a long time, but she is getting there. “I see the difference between the rich and the poor when I see my children poorly attired and wearing borrowed clothes or rags. It breaks my heart when I come home from work to hear my children cry out, saying that they are hungry. I got into the habit of borrowing money from people to feed them,” says Gopal. Her husband was a labourer. He fell from a tree and injured his head. It took him almost a year to recover, and by that time she had lost her job on the tea estate. Returning to her village, the school refused to take her children back.

“People told me that my children’s future was that they would become child servants. I use to suffer alone with no one to talk to. My husband became a patient, and I was all alone with these three girls. It was like an answer to my prayers when people from the PALM Foundation came to my village. Because of poverty we were very backward. After joining a group in PALM, we have learnt to talk to people and take our place in society, and I am now aiming to achieve my ambition of getting out of poverty,” says Gopal. After joining the Community Based Organisation (CBO), she was given a loan of 8000 LKR. She started cultivating vegetables on her small piece of land. A few months later she sold her vegetables for 15 000 rupees. “For the first time, I felt I could do something on my own. The first thing I did was to buy a pair of earrings for each of my daughters. They were overjoyed. The rest I invested in a small vegetable stall which gives me a monthly profit of about 950 LKR. I took another loan of 20,000 rupees for a cattle shed. I received a cow and can sell milk, and I get fertilizer from the cow dung. I also sold a load of dung. I now have some vegetables, kerosene for light and sugar in my house. Soon I will get 25,000 rupees from my vegetables. My husband now takes care of the cow, and she will soon have a calf. I have also learnt how to save money. I believe I have come a long way with the help of Palm Foundation and my CBO,” she says. The roof of her old house used to be covered with plastic sheets, but now it has iron sheets and leaks into the house during rain and monsoon season are a thing of the past. Now her children can study and sleep safely when it rains. “It is like one of my dreams coming true to see my children going back to school. My dream is to build a nice home and give my children a good education. I save 1000 rupees per month for this. After joining the CBO, there is another way opening up for us, and I am a stronger and confident woman with a future to build for my family and my children.”

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BOLIVIA

Strømme Foundation started working in Bolivia in 1992. The landlocked country bordering the Amazon jungle in the west and the Andean mountains in the west has a population of 11 million people. 65% of the population are living in the urban areas and 35% in the rural areas. Despite enjoying macroeconomic stability and favourable economic opening, Bolivia has not been able to stimulate development or reduce poverty in the country. Bolivia is for 1012 ranked as number 108 out of 187 countries, with a Human Development Index of 0,675. Almost 60% of the Bolivians live in poverty and 33% of the Bolivians live in extreme poverty. Extreme poverty affects typically rural, indigenous people and especially children and women. Two-thirds of the extremely poor live in rural areas. Potosi, Tarija and Sucre are the worst aereas, all with more than 60% of the population living in extreme poverty. Poverty has also an ethnic bias: 49% of the indigenous population is extremely poor, against 24% of the non-indigenous. Extreme poverty affects more than 2 million children. This is equivalent to almost half of the child population. The gender gap in employment is high. Only 35% of all the women is employed in non-agriculture activities compared to 65% of the men. Women are highly underrepresented in important economic and political positions. In this context of inequalities, poverty means far more than just low income for Bolivians. In the area of education, it means few opportunities, especially among indigenous people of rural and

marginal urban areas. In rural areas only 4% of men and 2% of the women over 19 years have higher education, in contrast with the urban area where the corresponding figures are 25% and 20%. The projects supported by Strømme Foundation promote the comprehensive development of children, adolescents and women in the poorest marginal urban and rural areas. The Strømme Foundation projects are addressing the problem of physical and psychological violence, sexual abuse, negligence and abandonment. Sixteen social networks have been established to implement policies that protect children living on the streets or at risk of becoming street children. The social and economic inequality, including that between rural and urban areas, creates the condition for conflicts and riots which affects the stability of the country. This situation makes it difficult for international cooperation to support the country’s development and poverty reduction strategy and to reach the MDG. In 2011 partners were heavily affected by a strong increase in the inflation rate which climbed to 10%, obligatory wage raise (10%), and tax raises (due to a new law) and a weak dollar. In 2012 the situation has slightly improved with an inflationrate of 4,5%, a stable exchange rate and no excessive wage or tax increases. However, the shock of 2011 still felt by partner organizations that dedicate a lot of their efforts to attract new funding, to be able to keep up with their activities.

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ALALAY RED VIVA SICOR

EDUCATION Partner (since)

Where? (urban/rural)

What?

Alalay (1994)

La Paz, Cochabamba

Street children (rehabilitation and prevention)

SICOR (2008)

Santa Cruz (urban), La Chiquitanía - Rural

Music schools

Red Viva (2005)

Most major cities countrywide

Quality improvement of child care

Education: total cost 2012

NOK 4 101 000

MICROFINANCE Partner (since)

Where? (urban/rural)

What?

OASID (2011)

Tarvita (Rural)

Vocational Training for rural women

Microfinance: total cost 2012

NOK 494 000

Total cost 2012

NOK 4 595 000

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PERU

Strømme Foundation has worked in Peru since 1990, where it also has established its Regional Office for South America covering Peru and Bolivia. Peru has a population of 30 million. More than 75% of the population lives in larger cities. The capital, Lima, has a population of close to 9 million people. Annual economic growth in Peru is amongst the highest in South America. In 2012 this figure was 6%. This is due to a stable investment climate and good prices for its exports, especially mining and agricultural products. With a Human Development index of 0,741 in 2012, Peru ranks 77th place out of 187 countries. Poverty levels have been reduced substantially during the past decade: while in 2004 almost 60% of the population lived under the national poverty line, today it is less than 30%. Nevertheless, about 8 million people in Peru still live in poverty, mostly in areas with indigenous populations. This refers to the Andes highlands, where 49% of the population lives in poverty, and the forest areas where 37% of the population live in poverty. It is in these regions that Strømme Foundation concentrates its Microfinance efforts. The same rural poverty also leads to massive migration to the bigger cities. The highly populated

and also marginalized urban areas are often characterized by high levels of domestic violence, crime, child abandonment, prostitution and alcoholism. Most of SF’s partners working with youth at risk operate in these areas. The Peruvian school system reaches 95% of all children of primary school age. However, the quality of Primary Education is among the lowest in the western hemisphere. The 2012 Global Competitiveness Report ranks the quality of Peru’s primary education system at number 138 out of 144 countries. The situation is worst in rural areas where Spanish is not the first language. 84% of Peru’s population speaks Spanish as a first language. 13 % speak Quechua, which is the main minority language. Strømme Foundation contributes to the integration of Quechua into the school curriculum in these regions. This has proven to have achieved a positive impact on school results. Peru steadily follows the path of decentralization, giving more responsibility and budget to local authorities and organized civil groups through so-called “participatory budgets”. However, the lack of capacity at regional and local levels means that many opportunities are not taken advantage of. This is another area of attention for our partners working in rural areas.

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LA RESTINGA MIDE PAZ Y ESPERANZA TIERRA DE NINOS AGAPE CEDETEP NINOS DEL FUTURO PROMUC

EDUCATION Partner (since) La Restinga (2002 )

Where? Iquitos (marginal urban)

Focus Life skills development for youth, Community development

CEDETEP (2000 )

Lima (marginal urban)

Reintegration of adolescent mothers

Tierra de Niños (2004)

Lima (marginal urban) + Anchonga (rural) Lima (marginal urban) Anchonga district, Angaraes province (rural)

Life skills through art & culture for youth Improve education quality Intercultural Bilingual Education, adult literacy, early childhood development

Niños del Futuro (2008)

Huancayo (marginal urban)

Improve education quality (primary)

Paz y Esperanza (2008)

Andahuaylas province (rural)

Intercultural Bilingual Education (primary)

AGAPE (2007)

Huaycán, Lima Region (marginal urban)

Improve education quality (primary), improve parenting skills

Education: total cost 2012

NOK 5 606 000

MICROFINANCE Partner (since) MIDE (2003) PROMUC

Where? Cusco and Apurimac department (rural)

Focus Financial and non-financial services

Country-wide (rural and urban)

Institutional capacity building and financial services

Microfinance: total cost 2012

NOK 290 000

Total cost 2012

NOK 5 896 000

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Breaking a Chain

Growing up in a home where violence is a daily occurrence has serious mental health and emotional consequences for the whole family, and especially the children. Children are highly likely to perpetuate this chain of violence. The programme Healthy Families and Houses, implemented by Tierra de Niños with the support of Strømme Foundation, works to break this chain. Aracely Otoya Padilla is mother to Liz (7) and Samuel (3). Her small family is one of 144 families participating in the programme located in the dunes of Pachacutec shanty town in the Northern Corner of Lima. “My plan is to have a good family, and to see my children be healthy. I want them to have a good education and learn a profession so that they can have a good future. Some few months back, I just lived each day at a time. I did not think about the future. I did not have any goals for myself or my family,” says Aracely. I met Aracely for the first time three months ago at her house, which was made of sticks and pieces of blue plastic and had iron roof. The floor is just sand. The house has one room of about 12 square meters, which serves as a kitchen, dining room and living room, and one bedroom of about 6 square meters. There is only one bed, no window and dirty curtains cover the doorframe. “It is to protect us from the freezing wind and fog that comes from the sea in winter. I sleep with my kids to keep us warm,” Aracely explains. She is 26 years old.

“I never had the image of loving and caring parents. My father left my mother when I was one year old. She was a prostitute. She raised me, my sister and brothers. She beat us and insulted us with bad words. She never gave me a hug. This was what my childhood was like. I think that made me into what I am today,” she explains, looking at the ceiling. Aracely is a single mother. Suddenly she starts yelling at her son, and she continued as long as we were there. Little Samuel does not have well-developed language for his age. “He just makes sounds and screams when he wants something, and his sister Liz is not able to concentrate when doing her homework or in class,” says their mother. Aracely was born in Lima. She spent a few years at school, but she is not able to fully read and write. She is a part of the Healthy Family and Houses programme. This programme works towards better communication and values, for the upbringing of children, and the development of social skills in the family. The programme also works to improve living conditions, working with hygiene, order, preventive health issues, sanitation, nutrition, and the need for separate bedrooms. There is also a programme for saving and sharing ideas and starting small businesses. There is improvement in this family. The children’s and the mother’s language has changed, and it is easier to say “please”, “thank you” and “sorry”. Aracely has saved enough to build a private bedroom for her daughter, and she is showing the first signs of a less violent attitude. The process of change is not yet complete for this family. There is still a way to go, but they are on the right road to breaking the chain of violence. This will help them and Aracely is now able to prepare herself and her children to avoid becoming part of one of the existing gangs in Lima, and instead become positive members of their community.

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MALI

Strømme Foundation (SF) has worked in Mali since 1983. Since 2007, the regional Office in Bamako has overseen SF’s action in Mali, Burkina Faso and Niger (additionally, SFWA has since 2010 also run a smaller coordination office in Burkina Faso). Mali is a large landlocked country, two thirds of which are desert or semi-desert areas. About 80% of Mali’s 14.5 million citizens are engaged in agriculture and around 10% of the population are nomadic. The population is increasingly feeling the effects of climate change, their livelihoods threatened by heavy droughts that now occur more frequently than before. With 77% of the population living on less than 2 US$ per day, Mali is ranked among the five poorest countries in the world. 69% of the adult population cannot read or write, and around one in five children of primary school age are not enrolled in school. Girls and women are particularly marginalised, as cultural traditions places little value on the education of women. 2012 was a particularly turbulent year for Mali. Formerly regarded as a model of African democracy, Mali became very politically unstable in 2012 due to a violent interplay between the military, Tuareg rebels and Islamists who seized power in the North of Mali. Countless atrocities against civilians were committed, and SF was forced to stop our education and microfinance programmes in the North. In Mali, SF follows the same strategy and implements the same programmes as in Burkina Faso and Niger. As the context is similar in all three West African countries, SFWA has developed three complementary programmes that are implemented in all three countries:

SF’s Speed School programme is a nine-month intensive learning course for children between eight and 12 years who have either never attended or dropped out of school; this is the case for more than half of primary-school aged children in Mali, Burkina Faso and Niger. The course follows a condensed primary school curriculum, with the aim of transferring successful graduates into the 4th grade of formal school. In 2012, an all-time high total of 87% of Speed School children in Mali (excluding the students in the North) were transferred into primary school. SF has also started a pilot Speed School II program, which gives out-of-school children between the ages of 13 and 16 a chance to catch up on primary school in two years’ time, after which they are able to enrol in secondary school. In SF’s Community-Managed Microfinance (CMMF) programme, rural groups of women, usually mothers of Speed School children, meet on a weekly or two-weekly basis, all members saving a small amount each period. These savings are lent to the members for income generating activities or expenses related to education or health. Some groups also create collective enterprises. CMMF is also a platform for health training on malaria prevention and treatment and other development activities. Active Literacy is a two year literacy programme for illiterate members of CMMF groups and mothers of Speed School children. The curriculum, apart from covering reading, writing and calculation using models familiar to the daily lives of the participants, includes modules of training in citizenship, good governance, management and local democracy.

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EDUCATION Partner (since)

Where?

Focus

ACCM (2009)

Kayes & Koulikoro - rural

Education Project through radio

APSM (2006)

Koulikoro & Ségou - rural

Speed School - a nine months education program giving out-of-school children and dropouts from 8 – 12 years, a chance to pass public school entrance exams and continue education.

ODES (2005)

Mopti - rural

Speed School I - Same as above

EVEIL (2008)

Mopti - rural

Speed School I – Same as above and Good Governance

ACEF (2008)

Koulikoro - rural

Speed School I&II, Speed School I - a nine months education program giving out-of-school children and dropouts from 8 – 12 years, a chance to pass public school entrance exams and continue education. Speed School II is a two year education program giving school dropouts and out of school youths from 13 – 16 years a chance to catch up their primary education in order to continue with first grade of secondary school. Active Literacy - A literacy programme for illiterate members of CMMF groups and mothers of Speed School children

AEDM (2005)

Mopti - rural

Speed School I&II (as above)

J&D (2005)

Sikasso - rural

Speed School I&II (as above)

AMASSA/UCTC Afrique Verte (2008)

Bamako & Koulikoro semi-rural

Speed School I&II (as above)

AMPDR

Koulikoro & Sikasso - rural

Speed School I&II (as above)

AMSS (2009)

Tombouctou - rural

Speed School I&II (as above)

CAEB (2005)

Koulikoro & Sikasso - rural

Speed School I&II (as above)

FANDEMA PADRK (2002)

Kayes - rural

Speed School I&II – same as above and Active Literacy

GRAADECOM SF (2008)

Sikasso - rural

Speed School I&II – same as above and Active Literacy

GRIDAC (2008)

Koulikoro

Speed School I&II – same as above

RAC (2008)

Sikasso, Kayes & Bamako district – rural

Speed School I&II – same as above and Active Literacy

Education total: cost 2012

NOK 12 898 000

ACCM APSM ODES EVEIL ACEF AEDM J&D AMASSA/UCTC AMPDR AMSS CAEB FANDEMA PADRIK GRAADECOM SF GRIDAC RAC LE TONUS STOP-SAHEL

MICROFINANCE Partner (since)

Where?

Focus

AMSS (2009)

Tombouctou - rural

Community Managed Micro Finance (CMMF)

CAEB (2005)

Koulikoro, Sikasso – rural

Same as above

J&D (2006)

Sikasso – rural

Same as above

Le Tonus (2005)

Kayes, Koulikoro – rural

Same as above

Stop-Sahel (2007)

Kayes – rural

Same as above

Microfinance: total cost 2012

NOK 3 851 000

Total cost 2012

NOK 16 749 000

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BURKINA FASO

SF started its operations in Burkina Faso in 2007. Since 2010, activities have been coordinated from a small office in Ouagadougou. Burkina Faso is a relatively small, landlocked country. It is ranked the fourth poorest country in the world, with a Human Development Index rank of 183 out of 186 countries with data. With a primarily rural population of 17 million, 90% of the population are engaged in subsistence agricultural activities. As in Mali, this makes people highly dependent on the vagaries of the climate. Since 1998, the country has subscribed to a politics of privatisa-

tion and pursues strategies to attract foreign investment. However, almost half of the population still lives under the poverty line. 37% of primary school age children are out of school, and among those who do go to school, the drop-out rate is high, with one out of three (36.4%) primary school pupils dropping out. Furthermore, 72% of the adult population cannot read or write, emphasising the high need for education. Following the socio-political crisis in 2011, the political situation in Burkina Faso has generally stabilised, but there have a number of demonstrations leading to looting and civic unrest. For a description of SFâ&#x20AC;&#x2122;s activities in Burkina Faso, please see section on Mali.

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AEAD CREDO AFDR ANTBA FDC

EDUCATION Partner (since)

Where?

Focus

CREDO (2009)

Central east and central

Speed School I – a nine months education program giving out-ofschool children and dropouts from 8 – 12 years, a chance to pass public school entrance exams and continue education.

AFDR (2008)

North

Speed School I&II - Speed School I - a nine months education program giving out-of-school children and dropouts from 8 – 12 years, a chance to pass public school entrance exams and continue education. Speed School II is a two year education program giving school dropouts and out of school youths from 13 – 16 years a chance to catch up their primary education in order to continue with first grade of secondary school.

ANTBA (2007)

Central and Central south, Central-north

Speed Schools I&II - same as above

FDC (2008)

Plateau Central

Speed Schools I&II - same as above

Education: total cost 2012

NOK 2 404 000

MICROFINANCE Partner (since) AFDR (2009)

Where? Nord

Focus Community Managed Micro Finance (CMMF)

ANTBA (2007)

Plateau Central

Community Managed Micro Finance (CMMF)

Microfinance: total cost in 2012

NOK 1 487 000

Total cost in 2012

NOK 3 891 000

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NIGER

SF has worked in Niger since 2007, with activities coordinated from our office in Ouagadougou, Burkina Faso. Niger is a large landlocked country in the Sahel region, ranked the poorest country of the world by UNDP. With a population of 17 million, more than half live under the poverty line. Only 17% of the population lives in cities; the remainder lives in (often very remote) rural areas where access to health and education are limited. Two thirds of Niger’s land is barren, and only one tenth of the land is used for agricultural purposes. Despite this, Niger’s economy is largely agrarian and subsistence-based. Like its neighbours, the country is frequently disrupted by extensive droughts common to the region, and the country’s agriculture is threatened by the ever-expanding desert.

Poverty indicators in Niger are striking. Nigerien women have the highest fertility rate in the world, with an average of seven births per woman. The high number of children being born puts pressure on already limited resources for food and education. As a result, 46% of primary-school aged children are out of school and 41% of children under five in Niger suffer from moderate or severe underweight, which has a proven negative impact on their learning capacities at a later age. Furthermore, only 15% of the women are literate. SF’s programmes of Speed School, CMMF and Active Literacy are hence very appropriate to the context in Niger. For a description of SF’s activities in Niger, please see section on Mali.

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RAEDD VIE

EDUCATION Partner (since)

Where?

Focus

RAEDD (2007)

Tillabéri & Niamey Rural and Urban

Speed School I - a nine months education program giving out-of-school children from 8 – 12 years of age a chance to pass public school entrance exams and continue education. Speed School II is a two year education program giving out-of-school children from 13 – 16 years a chance to catch up on their primary education in order to enrol in secondary education.

VIE (2007)

Dosso rural

Same as above

Education: total cost 2012

NOK 1 838 000

MICROFINANCE Partner (since)

Where?

Focus

RAEDD (2009)

Dosso - rural

Community Managed Micro Finance (CMMF)

VIE (2009)

Tilaberi - rural

Community Managed Micro Finance (CMMF)

Microfinance: total cost 2012

NOK 961 000

Disaster response 2012

NOK 303 000

Total cost in 2012

NOK 3 102 000

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CMMF and Minata

Minata Koné (56) is the leader of a CommunityManaged Microfinance (CMMF) group in Garalo village, some 200 km south of Bamako in Mali. Since she became a member in 2009, the mother of four children from 15 to 24 has managed to buy a cart with a donkey, some sheep and an ox, thanks to the money she has been saving.

Within a period of 12 months, the total amount saved by the group, as well as the interest rate generated, is shared out between the members.

- After the first circle of saving in the CMMF group, I got 15 bags of 100 kg of rice from my farm, thanks to the fertilisers I bought and the manpower I paid for to help me in my work, she says, smiling, standing by her cart and the donkey she bought for about 140 000 CFA (1700 NoK). - I would never be able to make such investment without my participation in CMMF activities.” she adds, explaining that she is using her cart to transport the products of her farm.

Strømme Foundation West Africa supports education and microfinance programs in the same areas in order to improve the impact on the community. While CMMF builds women’s financial capacities, the Active Literacy program gives them skills to read, write and keep the records of their transactions. Furthermore, their children, who have not had access to education, are enrolled in Speed School for nine months training and then transferred to the 4th grade of the formal education system.

In the past, Minata used to walk six kilometers per way to her farm, carrying her seeds, food and water on her head. Now, her cart has taken away this burden. She does, in addition, earn some income carrying goods to and from markets for her neighbors. The last saving circle gave Minata 39,200 CFA, about 475 NoK, after the group savings were shared out. She now intends to obtain some additional funds and buy a cow. Community-Managed Microfinance, also called “Saving for Change”, aims at providing women with saving and loan facilities to develop their income generating activities and help them address education, health and food security issues in their families. Once a week, the group members meet to collective pool their savings. As the amount of saving increase they will start borrowing from this fund to invest in their individual businesses. The loan will be paid back with a small interest rate.

The program in this village is implemented by the NGO Jeunesse et Développement, with the technical and financial support of Strømme Foundation West Africa.

In 2012, Strømme Foundation’s interventions reached 62,294 persons within Mali, Burkina Faso and Niger. Among them, 42,593 are women in CMMF groups and 19,701 are children in education projects. In West Africa, CMMF makes women more responsible. Through their savings, they contribute to financing the expenses of their families. They have dreams and work hard to make them come true. However, most of them are limited in managing sustainable initiatives due to their illiteracy. Strømme Foundation has introduced Active Literacy for that purpose. However, less than 5% of the CMMF women are, up to now, reached by this program. As such, a major issue for Strømme Foundation and supporting partners will be balancing those two programs for maximum community impact.

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SOUTH SUDAN

Strømme Foundation has worked in Southern Sudan and now the country of South Sudan, since 2001. Programmes are overseen by a country office in Juba, which reports directly to the Strømme Foundation (SF) Regional Office in Uganda. The country office is run by a staff of 5. Following over two decades of civil war in Sudan, a peace agreement and eventual referendum led to the establishment of the new, independent state of South Sudan in July 2011. The aftermath of the civil war, continued instability and insecurity, and lack of infrastructure have all contributed to a country with extremely low literacy rates and extremely high poverty and unemployment rates. It is estimated that more than 90% of the population still live on less than a dollar a day. A key challenge in South Sudan is education. Access to basic education is as low as 20%, and the quality of education for most children in school is poor due to a lack of classrooms, qualified teachers, training materials and textbooks. Female enrolment in schools is particularly low. One of many reasons for this is as a result of traditional beliefs and practices including early marriage. In South Sudan, only 37% of girls aged 6-13 attend school. The completion rate is as low as 10%. Out of 24,000 teachers supported by the government, 96% have no formal qualification and 63% have no teacher training at all. Only 14% of all teachers

are female. In addition, adult illiteracy is high (88%) and many youth and adults lack employable skills. In response, SF supports six education programmes in South Sudan: Teacher Training, Vocational Training, Functional Adult Literacy, Primary School Support, Community Girls’ Education and Accelerated Learning. The Accelerated Learning programme enables young people who did not complete, or had no opportunity to start, basic education due to war, to go through eight years of normal Primary School in a period of four years. Graduating youth can either continue to Secondary School or go directly into employment. The Community Girls’ Education programme is a three-year programme. The programme provides young children – particularly girls – who have either never attended school or have dropped out early with an education equivalent to the first four years of Primary School, so that they may enrol in the 5th grade of Primary School upon completion. To combat poverty in South Sudan, SF implements the Community Managed Microfinance programme (CMMF). Using the Self-Help Group concept, SF aims to build entrepreneurship and a savings culture, as means of lifting communities out of poverty and eventually enabling the future viability of traditional Microfinance.

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SWIDAP HTPV ECS NHDF ACROSS BRAC

EDUCATION Partner (since)

Where?

Focus

Sudan Women In Ayod, Jonglei (rural) Development and Peace (SWIDAP) (2004)

Support to primary schools to improve quality and retention Functional Adult Literacy Accelerated learning program

Holy Trinity Peace Village Kuron HTPV (2009)

Kuron (rural)

Support to primary schools to improve quality and retention Vocational and life skills training

ECS Diocese of Kajo Keji (2010)

Kajo Keji (rural)

Support to primary schools to improve quality and retention Accelerated learning program Teacher training Functional Adult Education

Nile Hope Development Akobo & Nyirol (rural) Forum - NHDF (2009)

Support to primary schools to improve quality and retention Accelerated learning program Functional Adult Literacy

ACROSS (2005)

Boma (rural) Yei (urban)

Support to primary schools to improve quality and retention Accelerated learning program Teacher training by radio Functional Adult Education Vocational Skills Training

BRAC (2008)

Yei (rural)

Community Girls Education

Education: total 2012

MICROFINANCE Partner (since)

Where?

NOK 8 892 000

Focus

Nile Hope Development Bor, Akobo (Rural) Forum (NHDF) – (2009)

Community Managed Microfinance (CMMF)

South Sudan Women in Ayod County, Jonglei State Development And Peace (Rural) (SWIDAP) – (2010)

Community Managed Microfinance (CMMF)

ACROSS (2006)

Community Managed Microfinance (CMMF)

Yei, Boma, (Rural)

Microfinance: total 2012

NOK 1 397 000

Disaster response 2012

NOK 104 000

Total expenditure in 2012

NOK 1 0 393 000

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KENYA

Although Kenya’s economy is bigger and more advanced than its neighbors in East Africa, it has significant income disparities and an ever-widening gap between the rich and the poor. Kenya is ranked 145 out of 187 territories and countries by the 2012 Human Development Index, with 43.4% of the population living on less than $1.25 (in purchasing power parity terms) a day. 38% of Kenya’s adult population are excluded from both formal and informal financial services. The exclusion rate amongst women is significantly higher. A number of Microfinance programmes have been put in place by both the government and various microfinance institutions as a way to provide financial services for the poor. Strømme Foundation (SF) has contributed to this through our institutional Microfinance partners. More recently, Community Managed Microfinance groups (CMMF) have been established amongst the Maasai communities connected to the Maasai Mara reserve. By the end of 2012, there were 32 active CMMF groups, with over 700 women members.

The CMMF groups are an important component of Strømme Foundation’s conservation work. Kenya is home to an exciting and diverse wildlife population including all of the ‘big five’: lions, elephants, buffalo, leopards and rhinoceroses. In an effort to both sustain Kenya’s wildlife and raise the living standards of indigenous groups living astride the Masaai Mara Game Reserve, Strømme Foundation has teamed up with Base Camp Foundation. Projects include improving the quality of basic education, enhancing sustainable livelihoods through community managed microfinance, providing vocational skills training to youth so that they may benefit from the tourism industry, and conservation efforts such as the Big Cat project. SF also supports CHRISC Kenya’s sports clubs. These clubs are a way to both engage and inspire youth, and to equip them with life skills and important information about issues such as HIV/ AIDS. Kenya has the fourth largest number of people living with HIV/AIDS in the world – an estimated 1.5 million individuals are infected.

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CHRISC BASE CAMP

EDUCATION Partner (since)

Where?

Focus

Christian Sports Contact Nairobi (urban), Voi (urban and Promoting youth leadership and life Kenya (2010) rural) Eldoret (urban) skills through sports and culture Base Camp Foundation (2011)

Masai Mara (rural)

Support to conservation and vocational skills training Support to primary schools to improve quality and retention Enhanced economic empowerment and entrepreneurship through the promotion of community managed microfinance

Education: total cost 2012

MICROFINANCE Partner (since)

Where?

NOK 1 053 000

Focus

Jamii Bora – since 1998 All districts of Kenya

Financial and non-financial services; Housing Microfinance

Micro Africa Ltd. – since 2012

Machakos, Kwaangware, Donholm , Molo, Nakuru, Eldoret, Kitengela, Thika

Financial and non-financial services

BIMAS Kenya – since 2012

Throughout Kenya

Financial and non-financial services

Microfinance: total cost 2012

NOK 3 475 000

Total cost 2012

NOK 4 528 000

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UGANDA

Strømme Foundation has worked in Uganda since the late 1980s. Since 1994, Uganda has also served as the head office for the East Africa Region which oversees programmes in Kenya, Uganda, Tanzania and South Sudan. The regional office in Kampala is run by a staff of 20. Uganda is ranked 161 out of 187 countries by the 2011 Human Development Report, with 38% of the population living on less than $1.25 a day. Poverty levels are highest in the North and North East, where more than 20 years of armed conflict came to an end in 2006. Also in other rural and hard-to-reach areas throughout the country, poverty is high. These are the areas where Strømme Foundation (SF) concentrates its efforts. Education is a key intervention for SF in Uganda. Although net enrolment in Primary School is high (92%), the country still faces challenges related to educational access, retention, completion and quality. Attendance stands at 82% , while completion is at 52% for both boys and girls, and 42% for girls alone. Strømme Foundation works hand-in-hand with schools, communities and local government to increase Primary School completion rates and improve the quality of education for vulnerable children. SF supports Primary Schools in poor/hardto-reach areas to improve their school environment by building and renovating classrooms, constructing teacher houses at the schools (for teachers living far away from the schools where they teach) and constructing latrines. We also provide classroom materials and furniture. We provide training for teachers and capacitate Parents and Teachers Association (PTA) and SMC members to carry out their governance role and advocate to the local government for caption grants.

are employed in the lowest paying sectors, compared to 33% of men. In response to these challenges, Strømme Foundation aims to empower adolescent girls at risk in Northern Uganda through skills training and information. This 12 month programme is an adaptation of the ‘Shonglap’ programme in Bangladesh. The Ugandan government recognises Microfinance as one of the critical tools to eradicate poverty. Through Strømme Microfinance East Africa Limited, SF provides, on a sustainable basis, client responsive financial and non-financial services. We also provide technical assistance to financial institutions and business service providers with the overall aim of improving the poor’s access to financial services. In addition, through the Community Managed Microfinance programme, SF’s partners establish and empower groups of people (particularly women) from poor communities by giving them the tools and knowledge needed to collectively save and lend to one another in order to establish and expand their businesses. To maximize the impact to the extent that the budget has allowed, the same beneficiaries also receive vocational training and/or basic numeracy and literacy skills.

By the end of 2012, the classroom-to-pupil ratio has been reduced to 1:71, the desk-to-pupil ratio to 1:6, and the teacherto-pupil ratio to 1:56 (compared to a 2013 target of 1:60, 1:3, and 1:55). The construction of toilets has contributed to girls’ willingness to attend and stay in school. Despite the introduction of several affirmative action policies towards empowering women and girls, Uganda continues to be hampered by gender inequalities and social vulnerabilities. Gender based violence is estimated at 68% for females. Girls are less likely to complete Primary School, and only a third of girls who enrol in Primary School continue with their studies to the age of 18. And though women comprise 70% of the work force in the agriculture sector, they experience unequal access and control over important productive resources. 50% of women

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EMAC VISION TERUDO CRO / CRO JINJA UWCM WAD DRUSCILLA CHRISC UG. MILES2SMILES ADP CPF CREAM EDUCATION Partner (since)

MICROFINANCE Partner (since)

Where?

Micro Uganda (2004)

Kampala district, Central Uganda Financial and non-financial services

Kyamuhunga SACCO (2010)

Bushenyi District, Western Uganda

Financial and non-financial services

HOFOKAM (2007)

Western Uganda

Financial and non-financial services

PRIDE UGANDA

Branches across the country (Central, East, West, Northern)

Financial and non-financial services

Focus

RUKOMA SACCO (2002) Rubirizi district, Western Uganda Financial and non-financial services Where?

Focus

Mpanga SACCO (2009) Fortportal, Western Uganda

Financial and non-financial services Financial and non-financial services

Miles2 Smiles Day care Kampala and Kindergarten (M2S) (2008)

• Early Childhood Education • Community Based Education Initiative (CBEI) • Community Managed Microfinance (CMMF)

OMIPA SACCO (2010)

Isingiro district, South Western Uganda

Uganda Microcredit Foundation (2010)

Wakiso, Mukono, Kampala and Financial and non-financial services Luwero districts, Central Uganda

West Ankole Diocese (WAD) (1997)

Support for Primary Schools to improve quality and retention

LWENGO Microfinance (2010)

Lwengo district, Central Uganda Financial and non-financial services

Drucilla Balaba Vocational Kabale, South-Western Training School (DBVTS) Uganda (2010)

• Life and vocational skills training for adolescent girls • Enhanced economic empowerment and entrepreneurship through CMMF

ISSIA (2005)

Ibanda district, Kazo district, Western Uganda

Uganda Finance Trust

Financial and non-financial services Branches across the Country (Centr., East, West and Northern)

CREAM (2008)

Moyo, West Nile

Life and vocational skills training for adolescent girls

MCDT (2002)

Kampala district, Centr. Uganda Financial and non-financial services

Charity for Peace Foundation (CPF)

Amuru, Northern Uganda

Life and vocational skills training for adolescent girls

BRAC AFRICA (2006)

Branches across the Country Financial and non-financial services (Centr., East, West and Northern)

RUCREF (2004)

Kampala, Luwero and Wakiso, Central Uganda

Financial and non-financial services

Opportunity Uganda (2011)

Central, South Eastern, Western Uganda

Financial and non-financial services

UGAFODE (2005)

Central, Western Uganda

Financial and non-financial services

REMODE ENTERPRISES

Kampala and Mpigi districts, Central Uganda

Financial and non-financial services

Advance Uganda

Kampala district, Central Uganda Financial and non-financial services

REMODE

Fort Portal, Mukono, Jinja, Mbale, Soroti, Masaka, Nityana, Kampala

Financial and non-financial services

GATSBY Microfinance

Kabale (rural)

Financial and non-financial services

PRIDE MICROFINANCE (MDI) LTD

All over the country

Financial and non-financial services

Bushenyi & Sheema, Western Uganda

Aridlands Development Abim, Karamoja Program (ADP) (2010)

• Life and vocational skills training for adolescent girls • CMMF

Vision Teso Rural Devel- Kumi, Bukedea, Office in opment Organization Ngora, Eastern Uganda (Vision TERUDO) (1998)

• Support for Primary Schools to improve quality and retention • Improving livelihoods for orphans and vulnerable children

Uganda Women Concern Mbale, Sironko, Manafwa, • Support for Primary Schools to Ministry (UWCM) Bududa and Bulambuli, Eastern improve quality and retention (2003) • Enhanced economic empowerment Uganda and entrepreneurship through CMMF Child Restoration Outreach (CRO) Mbale (2004)

CRO Jinja (2010)

Mbale, Eastern Uganda

Jinja (urban)

• Rehabilitation of children living on the streets • Reintegration of street children into formal school • Vocational skills training for youth • Rehabilitation of children living on the streets • Reintegration of street children into formal school • Enhanced economic empowerment and entrepreneurship through CMMF

Financial and non-financial services

Druscilla Project (2008) Kabale

Community Managed Microfinance

CREAM (2008)

Moyo, West Nile

Community Managed Microfinance

Miles 2 Smiles (2010)

Kampala

Community Managed Microfinance

Aridlands Development Abim, Karamoja Program (ADP)

Community Managed Microfinance

Christian Sports Contact Kampala, Mbale, Luwero, (CHRISC) Uganda (1993) Masaka, Kisoro, Kabale, Arua

Leadership and life skills through sports and culture for youth

Vision TERUDO

EMAC (2004)

• Life and vocational skills training for adolescent girls • Functional Adult literacy • Support to primary schools improve quality and retention • Enhanced economic empowerment and entrepreneurship through CMMF

Uganda Women Concern Mbale, Sironko, Manafwa, Community Managed Microfinance Ministry (UWCM) Bududa and Bulambuli, Eastern Uganda

Gulu and Amuru (Rural)

Education: total cost in 2012

NOK 5 994 000

CRO Jinja (2010)

Kumi, Bukedea, Office in Ngora, Community Managed Microfinance Eastern Uganda

Jinja

Microfinance: total cost in 2012 Disaster response 2012 Total cost in 2012

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Community Managed Microfinance NOK 4 480 000 NOK 330 000 NOK 1 0 804 000

TANZANIA

Strømme Foundation has worked in Tanzania since the mid1990s. We have a part-time Management Consultant based in Dar es Salaam who oversees the Tanzanian Partners on behalf of the Strømme Foundation Regional Office. Tanzania is ranked 152 out of 187 countries in the 2011 Human Development Index, with 67.9 % of the population living below the poverty line of $1.25 per day. Poverty in Tanzania is characterised by low income and expenditure. There is a high mortality rate, poor nutritional status and low educational attainment. Poverty is more widespread in rural, as opposed to urban, areas – where the majority of the population lives, and livelihood is dependent on agriculture. Basic quality education is a key area of focus for Strømme Foundation (SF) in Tanzania. Although the net enrolment rate in Primary School is high (96%), there is also a high level of student drop-outs (7.5%) and repetition (8.35%), and education is still not prioritised among some people groups, such as the Masaai in North Eastern Tanzania and in some areas in the Mwanza districts. Access to Pre-Primary Education has traditionally been low – with a net enrolment rate of 28.6% in 2006, according to the Tanzania National Strategy for Growth and Reduction of Poverty, improving to 41% in 2011 but with a student-teacher ratio of 74:1. This situation has in part been caused by the lack of Early Childhood Development (ECD) education facilities and teachers in the rural areas, and has led to children from poor households starting first grade unprepared and at a higher risk of drop-out and poor academic performance. In 2012, the Tanzanian Ministry of Community development, the Ministry of Educational and Vocational Training and the Ministry of Health and Social Welfare created an early childhood development policy for children between 0 and 8. This policy is an important step forward, recognising the need for adequate learning and nutrition at an early age in order to develop the cognitive, linguistic and social key functioning skills necessary to succeed in school. However, the policy has been accompanied by funds to provide training for Primary School teachers and learning material, but funding has not been provided to secure ECD centres or classrooms, nor the funding to administer these new centres. In rural areas, where there are 7.6 million children under the age of five, there are limited learning opportunities and very few ECD centres. To combat these challenges, Strømme Foundation works with our partners to establish and run ECD centres in the marginalised areas of Tanzania. The intervention includes infrastructure development, the training of teachers, mobilising

communities for participation and strengthening the governance and management of centres. To the extent that resources allow, Community Managed Microfinance (CMMF) groups are also started in the same communities as a way to strengthen financial and parental support for the centres. In some communities, Strømme Foundation also supports Primary Schools, using the same approach as in Uganda. In Tanzania, 54% of people still do not have access to financial services. The majority of these live in rural areas, where a lack of infrastructure and poverty impede access to these services. Access to financial services is also hampered by low education and literacy levels, as well as cultural barriers. Through Strømme Microfinance East Africa Limited, Strømme Foundation provides, on a sustainable basis, client responsive financial and non-financial services and technical assistance to financial institutions and business service providers with the overall aim of improving the poor’s access to financial services. In addition, through the Community Managed Microfinance programme, we aim to economically, socially and politically empower persons – particularly women – not reached by traditional Microfinance Institutions.

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CHRISC TNZ. KAMAMMA MPDI MWDA TAHEA OCODE BELITA PRIDE TNZ. SELFINA TUJIJENGE TNZ. YOSEFO

EDUCATION Partner (since)

Focus

MICROFINANCE Partner (since)

Where?

Focus

CHRISC Tanzania (2010) Arusha, Mwanza (urban)

Promoting youth leadership and life skills through sports and culture

Better Life For Tanzanians (Belita) (2011)

Mabimbo, Makuburi Area (Urban)

Financial and non-financial services

KAMAMMA (2004)

Nganana, Maweni and Umoja communities found in Arumeru district, Kilimanjaro Region (Rural)

Support to primary schools to improve quality and retention Enhanced economic empowerment and entrepreneurship through the promotion of CMMF

Kamamma Integrated Devâ&#x20AC;&#x2122;t Initiatives (KIDI) (2010)

Nganana, Maweni and Umoja communities found in Arumeru district, Kilimanjaro Region (Rural)

Community Managed Microfinance

MPDI (2010)

Sepeko Ward, Monduli, Kilimanjaro Area (rural)

Early childhood education

PRIDE Tanzania (2002)

Urban & Rural

Financial and non-financial services

MWDA (2010)

Kwimba District in Mwanza Region (rural)

Early childhood education

Sero Lease and Finance Limited (SELFINA) (2009)

Kibaha (Coastal Region), Financial and non-financial Rujewa(Mbarali District), Kyela, services Mbozi, Magomeni in Dar es salaam City, Mbeya, Mwanza (Urban & Rural)

Tanzania Home Economics Association (TAHEA) (2008)

Ilemela and Nyamagana districts of Mwanza Region (Rural)

Community Managed Microfinance

Tujijenge Tanzania (2007)

Tazara, Kitjitonyama,and Mbagara (Dar-es-Salaam) Mwanza, Musoma (Urban & Rural)

Financial and non-financial services

Tujijenge Microfinance Limited (2009)

Urban and rural

Where?

TAHEA Mwanza (2004) Ilemela and Nyamagana districts of Mwanza Region (rural and urban) OCODE (2003)

Early childhood education Enhanced economic empowerment and entrepreneurship through the promotion of CMMF

Temeke municipality in Dar-es- Support to primary schools to Salaam (urban) improve quality and retention

Education: total cost 2012

NOK 2 405 000

Youth Self Employment Mbagara, Ifakara, Mheza, Foundation (YOSEFO) Kilwa, Dar-es-Salaam and (2002) Zanzibar (Urban & Rural)

Financial and non-financial services

Microfinance: total cost 2012

NOK 1 049 000

Disaster response 2012

NOK 61 000

Total cost 2012

NOK 3 515 000

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Rebuilding Hope

Vicky Mutonyi is a brilliant young girl from Mbale, Eastern Uganda. She is eight years old and is one of the many children in Africa who has just been given a new hope. After her parents died during the landslide in eastern Uganda last year, Vicky’s only hope was to move and live with her grandmother. Things went fairly well until one unfortunate day when a relative attempted to poison her grandmother as a result of land wrangles. They had to flee from their home and village into the unknown city of Mbale in order to save their lives. Her grandmother survived after receiving treatment, and they eventually settled in Musoto, a suburb in Mbale. Vicky’s life became increasingly unbearable. The small family had no source of income and yet they needed to eat and to pay for shelter. Vicky was forced into different forms of child labor. These included fetching water for people in the community for a small fee that might at least enable her to get something to eat. But still, it was such a struggle for her to earn that pay. The CRO (Child Restoration Outreach) social workers came across Vicky during one of the community outreaches. “When we first met her, she looked more like a very cold puppy that had been starved and abandoned for months. We were drawn with so much compassion towards her and definitely had to do something to rescue her from that situation,” said Carol, a social worker at CRO. Later, through the child welfare process, she was interviewed and enrolled in the current main rehabilitation class. Here,

Vicky is learning to cope with her past and also deal with the nightmares she often used to have surrounding her parent’s traumatic death in the landslides. After completion of the main rehabilitation class, she will join a formal education program and start the journey of fulfilling her dream of becoming a nurse. Her desire is to see many mothers’ lives saved from unnecessary deaths in connection with child birth in Africa. Vicky is one of many other children in Mbale that CRO has rescued, and who currently attend rehabilitation classes. Through the support of donors and friends, Strømme Foundation is able to support community-based organizations like CRO to bring back hope and life to children like Vicky. Strømme Foundation has been supporting the CRO Mbale project since 2001 through the Education Intervention initiative. The project has so far fully rehabilitated over 215 individuals who have completed their schooling and are now able to support themselves. The CRO approach is quite holistic. They do not only meet psycho-social needs, but the children are also fed, medically attended to and educated through formal schooling or in vocational trades. The approach engages the community greatly with the hope of minimizing the issues that force the children to live on the streets. The social workers endeavour to trace any existing relatives of each rescued child and through the Resettlement Program, they try to re-unite them. A number of activities have been integrated into the program to help with the rehabilitation process. These include sports, music, dance, drama and Peer Educators’ clubs. Sports have so far proved to be one of the most successful rehabilitation tools which most of the youth in the program enjoy.

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SF Annual Report – Microfinance Section

In Strømme Foundation (SF), we continue to believe in microfinance as an important tool for empowering poor people in their fight against poverty. Through our two main interventions, Institutional Microfinance and Community Managed Micro Finance, SF’s microfinance activities focus on providing the poor with access to financial services such as loans, a safe place to save, insurance, etc. In SF, Institutional Microfinance is understood both in terms of financing and building the technical capacity of our partner institutions, which again provide services for the poor. Community Managed Microfinance (CMMF) involves the support of saving and credit groups, where the savings acquired within the group make up the total amount available to be lent out and distributed within the same group. After more than 15 years of experience with microfinance in various forms and socio-cultural contexts, we have learned how loans, unlike gifts, enable poor people to take matters into their own hands and strengthen their self-confidence. A loan can help a woman in Uganda to start or expand her business, or it expands her freedom and spending opportunities and avoids using up all her savings on one-time major expenses, or it helps reduce a farmer’s dependency on a successful crop harvest. Furthermore, a safe place to save reduces the risk for life savings being swept away by a flood or even stolen. Based on our experiences in the field, we have learned that the informal, more community managed type of microfinance, tends to reach poorer segments of the population than those institutional microfinance generally reaches. Indeed, poverty is more than lack of money. It also includes a lack of opportunities and options and a feeling of insecurity and vulnerability which often undermines the individual’s dignity. We strongly believe

that in order to create an enabling environment for the poor to benefit from microfinance, a whole range of various services, both financial and non-financial, are needed. We include capacity building of both the people we serve and our partner institutions as an important component of our programmes. With this in mind, we believe that our two methods of intervention provide an efficient ladder out of poverty. Through capacity building programmes, poor people are empowered to become financially literate, confident, hard-working, creditworthy and proud individuals who claim their place in the financial systems of which they are normally excluded. In other words, our capacity building programmes aim to empower poor people to climb the ladder by themselves. In Strømme Foundation, we constantly monitor and measure the results of all our work, and make any corrective adjustments when needed in order to achieve our objectives. Applying business rules to the microfinance field leads to what we call “the double bottom-line”. Our aim is to stay financially sustainable and at the same time keep our social focus at the top of the agenda. We achieve this through staying focused on measuring results, both financial and social, and making adjustments where needed. In Myanmar, our partner Proximity Designs has led the way in providing poor farmers with innovative and relevant products in rural areas. Through the support of SF and others, Proximity Designs has managed to reach over 80% of the rural areas in the country and provides a range of pro-poor services, from Crop Loans and Irrigation Equipment Financing, to affordable and relevant irrigation products like water pumps and storage tanks.

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Mimeta – Centre for Culture and Development Mimeta addresses the challenges communities have to gain access to forms of artistic expression - those that are created on free terms and presented by independent institutions or venues - in favor of the art itself, human rights and a tolerant, sustainable society. Our overriding goal is to give people access to artistic expressions that are created on independent terms, in support of Article 27 of the Universal Human Rights Declaration. Since 2007, Mimeta has actively contributed to developing platforms and structures in the Arts and Culture sector in Africa. These include ARTerial Network, Al Mawred, African Synergy and Art Moves Africa. We are happy that more platforms are emerging, like Bayimba Cultural Foundation, KYA Network, and Racines. These are examples of partners in a joint quest to support the creation and introduction of artistic expressions, as well as influencing policy frameworks in each respective country. The issue of repression against the arts on the African continent had not been thoroughly addressed until ARTerial Network recently launched ARTwatch Africa. ARTwatch is a monitoring project that aims to become a valuable tool for practitioners, policy makers and the global community in order to act against the human rights and freedom of creative expression abuses that artists experience. The work to influence cultural policy frameworks has been deepened in Egypt and Morocco. Civil society organizations in the cultural field have started using ARTerial Network toolkits such as Adapting the Wheel in order to organize and engage stakeholders. Capacity building initiatives have been carried out, such as Al Mawred’s cultural management Abbara Programme and ARTerial Network’s Winter School. Mimeta contributes to processes that provide artists and organizers with an opportunity to influence their framework conditions, and we support our partners on political advocacy, platform development and economic sustainability. We focus specifically on: Initiatives that give artists, producers and artistic works better protection against abuse, detention and censorship. Initiatives that contribute to processes and tools that give artists and producers their democratic opportunity to influence what may hinder the free exercise of their rights, mostly through cultural policy processes and other broader advocacy initiatives.

Initiatives that strengthen independent platforms (venues, festivals, spaces etc) providing free, artistic expressions. Mimeta works in Africa, Asia and South-America – with focus on MENA and Sub-Sahara. We prioritise those organizations that work on behalf of the arts, as service providers to improve the sector’s position as regards rights issues, in political and legal matters, professionalism, and distribution of the arts and the sustainability of the sector.

Partners and Projects Democratisation: Al Mawred Al Thaqafy (Culture Resource), Egypt The Abbara-program, a cultural policy process by the independent sector, run by Mawred, was designed as a response to the democratic transition occurring within the Arab nations. The programme aims at building the institutional capacities of independent cultural and artistic groups from the region. Ettijahat. Independent Culture, Syria Ettijahat stimulates the growth of independent culture in Syria. Mimeta collaborates with Ettijahat on a research project aimed at building the capacities of young researchers and granting them the opportunity to focus on working in the field of cultural study and research. Racines, Morocco Racines focuses on culture as a structural tool in the process of securing democracy, human rights and individual freedom for the people. Mimeta is co-funding a project that aims to establish a cultural policy in Morocco. ARTerial Network, Pan - African The ARTwatch project is set up to monitor the practice and constraints regarding freedom of creative expression in every African country, including the various forms of censorship that prevail in each country. Nhimbe, Zimbabwe Nhimbe received funding to promote the Creative Civil Society’s National Plan of Action for Arts and Culture (NPAAC) through a Cultural Symposium at HIFA 2012 and the commemoration of the International Human Rights Day. KYA Network, Mali The KYA network is an association of cultural practitioners. KYA focuses on training, information, advocacy and lobbying in order to promote a sustainable development of art and culture.

Independent platforms: Makan, Jordan Makan is a liberal arts space that was created to encourage experimentation of artistic expression in different forms. The Amman-based organisation offers space for project development and showcasing of emerging artists.

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Pop In, Tunisia Mimeta has partnered with the “Pop in” association that aims to create cultural and leisure events to facilitate exchanges between Tunisia and the rest of the world. The Pop in Djerba festival is contributing to the youthful drive to live life to the full, towards more freedom and a will to push back boundaries. Bayimba Foundation, Uganda Mimeta supports the Bayimba event DOADOA – an East African Performing Arts Market. DOADOA provides a platform for professional networking and joint learning brings together various stakeholders and links people, organisations, businesses, knowledge and technology with a view to creating demand and developing a market for the performing arts. Kuona Trust, Kenya The Nairobi based centre for visual art, presents and promotes innovative contemporary visual arts in Kenya. Mimeta is funding a project focusing on audience development, corporate collaboration and the emerging artist development programme. The GoDown ArtsCentre, Kenya (Nairobi – Stockholm) The GoDown and Mimeta have been engaged in exploring the issues of identity and belonging in an urban context. This issue is currently expressed in Kenya through ethnic and racial markets, which prevail even for the urban resident. Art Moves Africa (AMA), Pan - African AMA aims to facilitate cultural and artistic exchanges within the African continent. AMA offers travel funds to artists, arts professionals and cultural operators living and working in Africa to travel within the African continent in order to engage in the exchange of information, the enhancement of skills, the development of informal networks, and the pursuit of cooperation. Creative Sector Services (CSS), Zimbabwe CSS is a strategic partnership with development agency Pamberi Trust. CSS’s main venue is The Book Café, a vibrant platform for free cultural expression. CSS runs one of the regions largest Performing Arts and Development programmes, with over 900 events a year and about 1200 artists in the programme. Colombo Art Biennale (CAB), Sri Lanka CAB’s main focus is to bring attention to Sri Lankan art within the regional and international art community and to allow Sri Lanka, a country ravaged by 26 year of armed conflict, to rebuild itself. Asociación Pro Arte y Cultura (APAC), Bolivia APAC focuses on encouraging cultural activity in the Eastern region of Bolivia. APAC contributes to a better society with greater social inclusion through theatre activities for children.

Outreach: Collaboration with Vest-Agder County Council: An exhibition by the Iranian photographer Tahmineh Monzavi toured schools in the County. Monzavi specialises in photographing social issues and illnesses and has received multiple awards for her work. The exhibition will continue in 2013.

“Out of Africa” - an exhibition of the Ethiopian photographer Aida Muluneh also toured schools in the County. The exhibition has visited 41 schools and been seen by 6362 pupils. Mimeta Monologues: Mimeta Monologues is a series of presentations by selected partners from the South for the Norwegian and Swedish public. In 2012 Mimeta hosted ARTwatch presentations by Mike van Graan in Stockholm in May and by Ouafa Belgacem in Oslo in October. Festival collaborations: Mimeta has been collaborating with Kilden Performing Arts Centre on the Sacra Arts Festival, Kirkelig Kulturverksted on the Red Zone – Free the Arts – festival, and the Imagine festival hosted by the Norwegian member of Jeunesses Musicales International. Mimeta Gallery In October 2012 Mimeta moved into new premises. In the new venue there is a small gallery where the aim is to create sustainable collaboration with selected partners. The gallery gives Mimeta an opportunity to work more closely with individual artists and offers new ways of telling stories.

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Report from the Strømme Foundation Board for 2012 Strømme Foundation (SF) is committed to empowering people to overcome the root causes of poverty. SF’s identity is based on Christian values, emanating from the life and teachings of Jesus Christ. SF plays a catalytic role in empowering the marginalised sections of society to have access to basic needs, resources, and decision-making bodies and thus aim at promoting a just society. Strømme Foundation has its co-ordinating/facilitating office in Norway (Kristiansand) and four regional offices in West Africa (Mali); East Africa (Uganda); South America (Peru) and Asia (Sri Lanka) plus four satellite offices in Sudan, Bangladesh, Nepal and Burkina Faso. THE BOARD has had 4 ordinary board meetings in 2012 and dealt with 46 issues. The Board members who served during 2012 were; Svein Ove Faksvåg (chairman), Karianne Toppe Angelskår (left during the year), Gunvor Andresen (substituted for Karianne), Asle Jøssang, Olaf Gundersen, Anna Minj, Torill Selsvold Nyborg and Inge Lønning. Substitute members were; Hege Wallevik, and Cecilie Wathne. MAIN RESULTS OBTAINED The most important results for Strømme Foundation are those that measure our success in achieving our main goal of eradicating poverty. During 2012 the Strømme Foundation group had an outreach of over 612 000 people, this splits roughly into 68% microfinance and 32% education. Overall roughly 76% of the people we reached were women and young girls. 2012 has also been a good year financially; we have raised nearly 10m NoK more than in 2011 and the increase comes from sustainable regular income sources, not from “windfalls” from extra fundraising for disaster relief. Costs are also under control and we have spent more on purpose costs. SF’s organizational structure is a major asset in fighting poverty. Regional Offices collaborate closely with local partners and place special focus on capacity-building and collaboration with governmental counterparts on the national, province and district level. SF aims at assisting Governments in their efforts to achieve universal primary education for all children and eradicate poverty. This implies advocacy for scaling up SF programs, i.e. to reach more children in the Speed schools program in West-Africa, (nearly 22 000 were reached in 2012) with the respective countries providing financial contributions and taking ownership of the process by integrating these programs in their national strategy plans for education. It also implies to work on cross-cutting issues such as gender equality, i.e. to improve the social and economic situation for adolescent girls in Bangladesh who traditionally have been married at an early age, or women who are exposed to gender based violence in Peru or Uganda. Empowerment of women and men, i.e. encouraging women to take on leadership positions in communities where men traditionally have been taking the lead role, provides women a different status and decisionmaking power as well as bringing valuable perspectives into the distribution of resources within the communities. The following sub-sections briefly describe results achieved in these areas. MICROFINANCE AND CULTURE SUBSIDIARIES In 2012 the microfinance governance structures were strengthened to revitalize and strengthen the role of the Finance and Credit Committee. The Committee members are; Titus Tenga (Chairman); Elisabeth Marinelli; Åsa Sildnes; Trond Randøy, and Priscilla Mirembe Serukka. They act as a credit committee and provide the Board with expert advice on the Microfi-

nance industry. During the year microfinance operations reached nearly 420 000 people, female clients made up 83% of this total. This is a very conservative figure as it is only those clients reached with “our money” as opposed to the total reached by the partners we work with, which would be over 6 million people. We are working at developing outcome measures which will describe the effect of these loans in the lives of the poor, particular progress is being made in Sri Lanka, but this is a challenging task for the whole of the microfinance “industry”. SF also has a controlling Interest (65%) in Mimeta AS, the first Norwegian organization specializing in the sector of culture and development. During the year Mimeta has had three focus areas; democratization, building an independent platform for promotion of the arts, and building capacity for income generation from the arts.

Financial Headlines Consolidated Accounts There was a consolidated surplus of 0.4m NoK compared to a -8.8m NoK deficit in 2011. The big difference between the years is the income in SF which has increased in all areas. Total equity decreased from 159.0m NoK in 2011 to a 155.1m Nok in 2012 due to currency devaluation in the microfinance portfolio. The cash flow from operational activities is satisfactory; total liquid funds at the yearend were 31.9 m NoK in the accounts but this excludes SMF AS that has been consolidated using the Equity method. Liquid funds in SMF AS total 17.9 m NoK. STRØMME FOUNDATION The total income in 2012 was 131.2m Nok compared to 121.6 m Nok in 2011. Public Sector income increased from 50.0 m Nok in 2011 to 52.9 m Nok in 2012, mainly due to increased support from Norad/MFA. Private donations have increased from 51.2 m Nok in 2011 to 52.9 m Nok in 2012, income from Business partnerships also showed a small increase from 9.1m Nok in 2011to 9.5mNoK in 2012. Contribution from other organizations increased more significantly from 10.7 m NoK in 2011 to 14.9 m Nok in 2012. This is due to a combination of a number of small grants plus a large increase in income from Erikshjalpen. Financial support to purpose activity increased in 2012 from 108.5 m Nok to 109.3 m Nok. The result for the year after change in earmarked capital was a surplus of 1.0 m Nok compared to a loss of 0.2 m Nok in 2011. The key figures for SF as a percentage of total costs in 2012 were: Administration 4.5% (4.3 % in 2011); Fundraising 10.9% (11.6% in 2011); and Purpose 84.6% (84.1% in 2011). In addition the Norwegian Fundraising Control Board have introduced a measure of the amount of private funding that goes to purpose costs which is 79.2% (75.1% in 2011). WORKING ENVIRONMENT AND STAFF The working environment in the SF is considered to be good. The cooperation with the employee’s unions has been constructive and has contributed positively to the development work. In 2012 there were 4 (5 in 2011) men and 3 (2 in 2011) women in the Board. Among the employees in the Kristiansand office at the end of the year there were 14 (13 in 2011) women and 19 (17 in 2011) men. In the regional offices there were 28 (22 in 2011) women and 69 (56 in 2011) men. On the leadership team, comprising the senior managers at head

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office plus the regional directors, there were 5 men and 3 women. SF strives for a balance of gender at all levels and is conscious about this when employing new staff. During the year there has been an increased focus on staff security, SF does not operate in conflict zones or in very high risk areas, but at the same time we do operate in increasingly unstable environments and the security of our staff is paramount. We have focused on the risk to both local staff and international staff travelling into unstable areas and have developed procedures to mitigate risk. Absence due to illness at the head office was approximately 5.1 % (3.6 % in 2011) of the total working time. The organization has a company health service agreement. There were no serious accidents at work resulting in material damages or personal injuries during the year. The organizations contamination of the external environment will mostly be of an indirect nature. The Board considers this to have minimal contamination effect on the external environment. The organization has no order from the public authorities that has not been complied with. Strømme Foundation has an international staff and recruitment processes and working environment in all offices are intended to ensure that there is no discrimination on the grounds of race or disability. RISK PERSPECTIVE The Board continue to monitor SFs risk through quarterly reporting, focus has continued during 2012 on deviation reporting to the Board and on preventing corruption in SF and its partners. The organisation has established good systems and had good dialogue with donors when suspected corruption cases are uncovered. The security situation in West Africa has had an impact on operations with one partner in the north of Mali and has restricted travel for locals and especially head office staff travelling to the region. However the office in Bamako has remained operational and there are well established security plans. During the year there have also been disturbances in Bangladesh and the Board are monitoring the security situation closely, especially in Dhaka. The situation in South Sudan also caused us to withdraw Peace Corps volunteers that were working in one of our projects.

SFs expenditure is largely in currencies linked to the US dollar or the Euro, and with most income in Norwegian kroner exchange rates play a large part in what SF is able to deliver to partners in the South. However, given the nature of SFs agreements with these partners, our exposure is limited to the Norwegian kroner budget. During 2012 SF entered into fixed exchange rate contracts in order to secure the budgets at a favourable exchange rate between the Norwegian kroner and the US dollar. Strømme Foundation has no external borrowing, so there will be no serious consequence for the organization if the interest rates should increase considerably. The credit risk is restricted to the microfinance operations in SMF AS. Microfinance operations are exposed to credit risk and country risk. Due to the monitoring system and diversification of the portfolio, the Board believes that the credit risk is reduced to an acceptable and manageable level. The specific country risk cannot be influenced directly by the company but the sum of country risks has been reduced through the company’s strategic decision of spreading its activities over several countries. FUTURE PERSPECTIVE SF has clear plans to continue its work of empowering poor communities to climb the ladder out of poverty. The need is clear and urgent and the organisation is in a good position to make a substantial impact. The Board has good reason to believe that Strømme Foundation is a going concern. The results from 2012 show steady growth in regular income. The Board believes SF is in a good position to respond to changes in the market for funds, whether they come from competitors or from general economic circumstances. ALLOCATION OF THE RESULT Of SFs overall surplus of 3.5 m NoK, 2.5m NoK is added to the restricted purpose capital, and 1.0m NoK is transferred to other purpose capital. The consolidated accounts show a net surplus of 0.4 m NoK, of which 0.6m NoK reduces the purpose capital with restrictions and 1.0m NoK is added to other purpose capital.

Kristiansand, 13th June 2013

Hege Wallevik Board Member

Ansgar Gabrielsen Board Member

Anna Minj Board Member Svein Ove Faksvåg Chairman of the Board Torill Selsvold Nyborg Board Member

Trond Backer Deputy Board Member

Olaf Gundersen Board Member Øyvind Aadland Secretary General

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Strømme Foundation Activity Account ote N Strømme Foundation Strømme Foundation Consolidated Consolidated Note 2012 2011 2012 2011 Funds acquired 3 52 948 319 50 046 903 Public sector grants 57 648 011 51 108 700 4 14 831 958 10 735 996 Grants from other organisations 14 831 958 10 735 996 5 52 854 564 51 166 049 Private donations 52 854 564 51 166 049 6 9 538 873 9 089 170 Corporate sector 9 538 873 9 089 170 7 616 705 452 366 Financial income 525 093 476 628 11 386 494 143 188 Other income 413 574 86 970 131 176 913 121 633 672 Total funds acquired 135 812 073 122 663 513 Funds spent Cost of fund acquisition 8 -10 539 869 -12 622 914 Direct fundraising cost -10 539 869 -12 622 914 8 -3 547 862 -2 374 752 Other fundraising cost -4 242 399 -2 964 770 1 -14 087 731 -14 997 666 Total cost of fund acquisition -14 782 268 -15 587 685 Purpose cost 9 -70 023 744 -68 232 089 Support to development partners -61 199 674 -59 032 511 10 -624 556 -4 857 657 Disaster response -624 556 -4 857 657 11 -20 148 692 -17 799 455 Program follow up at regional offices -20 148 692 -17 728 487 12 -9 951 048 -9 846 888 Program follow up at Head Office -10 890 121 -8 705 650 13 -8 593 218 -7 780 331 Information and public education -8 593 218 -8 173 663 Project support - Mimeta -2 529 129 -2 880 463 1 -109 341 259 -108 516 421 Total purpose cost -103 985 390 -101 378 431 27 1 -5 788 106 -5 505 743 Administration cost -6 482 643 -6 095 761 1 -129 217 095 -129 019 829 Total funds spent -125 250 301 -123 061 877 14 1 514 712 1 563 662 VAT compensation 1 514 712 1 563 662 Result Microfinance (MF) -11 697 562 -9 982 354 3 474 530 -5 822 495 The year’s activity result 378 922 -8 817 056 29 Hereof minorities’ share (Mimeta) 212 760 83 069 Additions/reductions in purpose capital 15 B 2 505 755 -5 582 684 Change in purpose capital with restrictions 3 113 639 -7 442 413 Change in purpose capital with restrictions (MF) -3 703 491 -9 982 354 15 968 774 -239 811 Transferred to / (from) other purpose capital 968 774 8 607 711 3 474 530 -5 822 495 Total additions/reductions in purpose capital 378 922 -8 817 056 29

Strømme Foundation Balance Sheet per. 31.12

Note Strømme Foundation Strømme Foundation ASSETS Consolidated Consolidated Note 2012 2011 2012 2011 Long term assets Fixed assets 16 8 018 671 8 316 763 Property 8 018 671 8 316 763 17 3 275 809 3 267 477 Property development 3 275 809 3 267 477 16 492 827 726 185 Office furniture and equipment 733 920 726 185 11 787 308 12 310 425 Total fixed assets 12 028 400 12 310 425 Financial assets 18 A 37 459 847 37 459 847 Investment in subsidiaries - - 18 B 305 000 305 000 Investment in other companies 605 354 347 940 Investment in microfinance 114 767 824 123 579 015 30 19 72 210 100 72 210 100 Loan to subsidiaries - - 109 974 947 109 974 947 Total financial assets 115 373 178 123 926 955 121 762 255 122 285 372 Total long term assets 127 401 578 136 237 380 Receivables 2 369 663 1 645 917 Trade Debtors 2 239 385 1 645 917 19 88 333 286 252 Inter company receivables - - 668 408 1 295 427 Other receivables 743 278 1 342 426 3 126 403 3 227 595 Total receivables 2 982 663 2 988 343 20 13 057 590 929 613 Investment in current financial assets 13 057 590 929 613 21 18 839 418 27 055 270 Bank and cash 21 965 960 28 564 627 35 023 411 31 212 478 Total current assets 38 006 213 32 482 583 156 785 665 153 497 850 TOTAL ASSETS 165 407 791 168 719 963

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Strømme Foundation Balance Sheet 31.12 Note Strømme Foundation Strømme Foundation PURPOSE CAPITAL AND LIABILITY Consolidated Consolidated Note 2012 2011 2012 2011 Purpose capital (PC) 3 326 092 3 326 092 Founding capital 3 326 092 3 326 092 Acquired purpose capital 15 B 8 943 241 6 437 485 PC with restrictions (SF projects) 8 943 241 6 437 485 106 882 512 106 882 512 PC with restrictions (Microfinance) 87 026 638 102 965 070 Restricted equity (Mimeta) 1 247 563 852 439 Minority interests 671 765 459 005 28 291 138 27 322 364 Other purpose capital 53 933 252 44 970 408 144 116 891 140 642 361 Total acquired purpose capital 151 822 459 155 684 407 15 147 442 983 143 968 453 Total purpose capital 155 148 551 159 010 499 29 Liability Long term debt 22 232 371 506 851 Pension obligations 232 371 506 851 23 2 282 207 1 982 527 Staff gratuities in regional offices 2 282 207 1 982 527 150 000 150 000 Legacy obligations 150 000 150 000 105 000 105 000 Other long term debt 105 000 105 000 2 769 578 2 744 378 Total long term debt 2 769 578 2 744 378 Short term debt 1 696 568 2 030 491 Creditors 1 720 201 2 030 491 1 758 284 1 848 038 Public duties & taxes 1 847 560 1 848 038 1 741 927 1 834 076 Owed to employees 1 796 159 1 834 076 19 776 696 107 786 Inter company debt - - 450 000 923 868 Deferred project income 1 976 112 923 868 149 630 40 760 Other account payable 149 630 328 613 6 573 105 6 785 019 Total current liability 7 489 662 6 965 086 9 342 683 9 529 397 Total liability 10 259 240 9 709 464 156 785 665 153 497 850 TOTAL PURPOSE CAPITAL AND LIABILITY 165 407 791 168 719 963

Kristiansand 13th June 2013

Hege Wallevik Board Member

Svein Ove Faksvåg Chairman of the Board

Ansgar Gabrielsen Board Member

Anna Minj Board Member

Torill Selsvold Nyborg Board Member

Olaf Gundersen Board Member

Trond Backer Deputy Board Member Øyvind Aadland Secretary General

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Strømme Foundation cash flow (The indirect method) Note 2012 2011 The year’s activity result 3 474 530 -5 822 495 Ordinary depreciation 16 529 349 551 938 Disposal of fixed assets 16 2 100 30 757 Difference between pension cost and payments -274 480 -18 241 Posts in the activity account without liquidity effect 256 969 564 454 Acquisition of fixed assets - -301 853 Acquisition of shares in subsidiaries - -100 000 Property development Lillesand 17 -8 332 -3 257 Changes in loan to subsidiary - 1 220 170 Changes in long term debt 299 680 -6 919 Investments, disposals and financing 291 349 808 141 Change in receivables/other current assets 101 192 -278 420 Change in creditors/other short term debt 261 954 -468 137 Change in deferred project income -473 868 923 868 Other changes -110 722 177 310 Total changes in liquidity during the year 3 912 125 -4 272 591 Opening balance of cash and current financial assets 1.1 27 984 883 32 257 473 Closing balance of cash and current financial assets 31.12 31 897 008 27 984 883 Specification: Investment in current financial assets 20 13 057 590 929 613 Bank and cash 21 18 839 418 27 055 270 Closing balance of cash and current financial assets 31.12 31 897 008 27 984 883 Unused overdraft facility - 1 000 000

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Accounting Principles applied The financial statements of the Strømme Foundation (SF) are prepared in accordance with the Norwegian Accounting Act and the “Accounting Standard for Notfor-Profit organisations”, produced by The Norwegian Accounting Standards Board in 2006 (updated in 2008). This means that, in place of a traditional Profit and Loss Account, there is an Activity Account which is meant to give the reader a better understanding of how Strømme Foundation has used the resources at its disposal. SF is not liable for direct taxation. Allocation of costs Fundraising and Information All expenditure directly connected to personnel employed as fundraisers, and to solely fundraising activity, is classified 100% as a fundraising cost. This includes all direct marketing costs and other costs associated with our main fundraising products “Friend at Heart” and “Bridge Builder”. All expenditure on personnel and activity whose prime purpose is connected to information and public education is allocated to purpose activity. The Regional Offices Strømme Foundation has four regional offices; in West Africa (Mali); East Africa (Uganda); South America (Peru) and Asia (Sri Lanka), plus three satellite offices in Sudan, Bangladesh and Nepal. The full cost of these offices is allocated as purpose cost. Support for programme work from Head Office All the costs of the “International Department” are allocated to activity and are purpose costs. The department’s function is to co-ordinate, support, evaluate and monitor all programme work, as well as liason with public and institutional funding bodies such as NORAD, The Norwegian Peace Corps, Operation Dayswork and Eriks Foundation. Other support functions at Head Office These consists of “Secretariat of the General Secretary”, Administration-, Finance- and ICT department. The basis of allocation starts with salaries, which are allocated according to an estimate of the amount of time spent on different activities. Costs that cannot be reasonably and consistently allocated to activity, are classified as administration costs. Thus, support costs relating to the Board of SF, audit costs, general memberships, consultancy, finance costs and about 50% of staff costs in the secretariat, administration and finance departments are classified as administration costs. Note 1 below shows in summary how the allocation has been made. Transactions in Foreign currency Costs outside Norway are recorded at the exchange rate relating to the corresponding transfers from Head Office. All regional offices’ accounts are recorded at Head Office monthly, using the same rates. SF is in the process of incorporating the regional offices into the accounting software package that is used at the head office. The conversion of the regional accounts from local currency to Norwegian kroner will then be an ongoing process as the exchange rates are updated in the system. The net currency gain/loss due to currency differences is allocated to project support to implementing partners in the activity accounts, because the gains/losses are connected to transfers to the regions from head office. SF enters into forward exchange contracts in foreign currency to reduce the currency exposure connected to money transfers abroad. The currency hedging is classified as securing of cash flow according to the NRS standard “Financial assets and obligations”. The cash flow securing is reflected through not applying realised or unrealised profit and loss on the security instrument in the result before the underlying security product affects the activity account. Foreign currency income is recorded at the spot rate on the day of receipt. Income Income is entered in the accounts according to the gross method. Costs are entered as they accrue, and income when it is realised. Bequests or donations are recorded as income when there is indisputable confirmation of receipt. SF follows special guidelines concerning earmarked funds, which ensures that these funds cannot be used for activities other than those for which they were donated without specific approval. The Board has set regulations for the handling of earmarked funds when a project is closed. Unused earmarked funds are shown as purpose capital with restrictions in the balance sheet. Classification and Valuation of Balance Sheet Items Current assets and short-term liabilities contain items due for payment within one year after acquisition. Other items are classified as fixed / financial assets or longterm liabilities. Current assets are valued at the lowest of procurement cost and actual value. Other accounts receivable are included in the balance sheet at face value. Items in foreign currency are valued at year end exchange rates. Short-term liabilities are recorded at the nominal amount at the time of accrual. Fixed / financial assets are valued at procurement cost, but are depreciated to actual value if the fall in value is not expected to be temporary. Long-term debt is entered at the nominal amount at the time of establishment. Fixed assets The fixed assets are entered in the balance sheet and depreciated over their life span if the life span is more than 3 years and the cost is higher than NOK 50 000. Maintenance of fixed assets is charged to operating costs, while renovation or upgrading is added to the cost value and is depreciated along with the asset. At the regional offices all fixed assets are charged to result at the time of procurement. All leasing contracts are classified as operational and accounted for as costs. Shares in Subsidiaries and other Companies Shares in subsidiaries and other companies are recorded at historic cost. Short-term Investments Short-term investments (shares and share units considered to be current assets) are valued at the lowest of average procurement cost and actual value in the balance sheet. Received interest and dividend from the companies are entered as other financial income. Pensions Pension costs and the pension obligations are calculated according to the principle of linear earning based on estimated factors for the discount rate; future regulation of salary, pensions and contributions from Social Security, future earnings on the pension fund as well as the actuarial conditions concerning death rate, voluntary resignations, etc. The pension fund is valued according to actual value and is deducted from the net pension obligations in the Balance Sheet. Changes in the obligation due to changes in the pension plans are allocated over the expected remaining contribution period. The same applies to estimate deviations to the extent they exceed 10% of the greater of the gross pension obligations and the pension funds. Arrangements with net obligation are shown as liability and arrangement with net over-financing is shown as financial asset. Cashflow The cash flow is calculated using the indirect method. Cash and cash equivalents consist of cash, bank deposits and other short term liquid investments which can immediately be converted to cash without material exchange risk. Consolidation principles The consolidated accounts includes those companies where Strømme Foundation directly or indirectly has deciding influence. The consolidated accounts are prepared as if the group was one economic unit. Transactions and outstanding balances between the companies in the group are eliminated. The consolidated accounts are prepared according to uniform principles. Purchased subsidiaries are accounted for in the consolidated accounts based on SF’s procurement costs. The costs of acquisition are linked to identifiable assets and debt in the subsidiary, which is stated at actual value in the consolidated accounts at the time of purchase.

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Investments in microfinance are valued according to the equity method in the consolidated accounts. The equity method requires that proportion of the relevant companies result, reduced by depreciation on possible excess values, is charged to the activity account in the consolidated accounts. Both the purpose capital and the mother company’s lending to the microfinance activity are incorporated in the account line “Investments in microfinance”. Minority interests are shown as a separate post under the purpose capital. This means that assets and debt are stated inclusive of the minorities share. In the activity account the minorities share of the result is calculated.

Notes for 2012

Note 1 – PRINCIPLES FOR ALLOCATING COSTS Department Total Admin Fundraising Purpose General Secreteriat, Administration, Finance & ICT 14 950 5 158 2 750 7 043 Communication/Marketing 18 002 630 10 540 6 832 International department 5 467 0 798 4 669 Transfers to development projects, regional offices and partners 90 797 0 0 90 797 Total 129 217 5 788 14 088 109 341 Note 2 – KEY INDICATORS Percentage spent on purpose Percentage spent on administration Fundraising percent

Comments/Allocations basis Some direct allocation to admin, rest allocated on HO salary basis Allocation on the basis of activity All purpose activities & institutional fundraising All activity outside Norway and with external partners is defined as purpose.

2012 2011 2010 2009 84,6 % 84,1 % 81,5 % 84,4 % 4,5 % 4,3 % 5,1 % 5,0 % 79,2 % 75,1 % 76,4 % 77,9 %

The percentage spent on purpose shows how much of the total expenditure that has gone to fulfil Strømme Foundations purpose. The percentage spent on administration shows how much of the total expenditure consists of unallocated administrative costs (general admin, accounts, ICT, audit, board/council expenses). The fundraising percentage shows how much of the money SF raises from private donors that goes to purpose costs, after the cost of raising the funds is deducted. Public Sector grants, grants from foreign organisations, financial income and other income are excluded from the calculation. In 2012, contributions from Norwegian organisations are included in the basis. Note 3 – PUBLIC SECTOR GRANTS Strømme Foundation has a five year core funding agreement with the Norwegian Agency for Development Co-operation (NORAD) which runs to the end of 2013. The framework agreement of NOK 1 mill per annum to support information work runs to the end of 2014. A new short term agreement was established with the Norwegian Ministry of Foreign Affairs (MFA) to support rehabilitation in Sri Lanka, and particularly the Swiss agency for development co-operation has increased its support for the Speed Schools programme in West Africa. There is an ongoing South to South exchange programme through the Peace Corps, mostly involving placements with implementing partners in East Africa. Donor Norwegian Agency for Dvlpm. Coop. (NORAD) Norwegian Agency for Dvlpm. Coop. (NORAD) Norwegian Ministry of Foreign Affairs (MFA) Norwegian Ministry of Foreign Affairs (MFA) United Nations Development Program (UNDP) – South Sudan United Nations Children’s Fund (UNICEF) United States Agency for Intl Dvlpm (USAID) Swiss Agency for Development & Coop. (SDC) EU/Danish Church Aid (DCA) The Norwegian Peace Corps – Young The Norwegian Peace Corps The Norwegian Peace Corps The Norwegian Peace Corps The Research Council of Norway International Labour Organisation (ILO) Total

Purpose Development Programmes Information Activities Rehabilitation and Development for conflict affected people – North Sri Lanka Country strategy/assessment – Sudan Education & livelihood improvement Speed School Programme – Mali Education programme - Northern Upper Nile Speed School Programme - Mali Food Security and Livelihood - South Sudan Act Now Programme - Hald International Centre South/South Exchange Programme - East Africa Feasibility Study, HTPV – South Sudan Exchange programme, HTPV – South Sudan Production of Microfinance presentation films Programme Follow up

2012 2011 42 650 070 40 700 000 1 000 000 991 988 2 000 000 - 311 000 - 214 350 - 2 149 909 372 848 1 850 000 2 121 227 - 575 326 - 14 589 52 948 319

1 738 240 385 665 67 669 1 040 025 218 621 1 800 000 1 690 961 36 354 733 046 333 334 50 046 903

These grants are earmarked to specific projects and are shown gross including the administrative support element. Settlement with the donor is made in arrears once a year. Unused capital must be returned. The core funding agreement with NORAD (2009/2013) requires a minimum contribution of 10 % from Strømme Foundation, and allows up to 8% administration support on the project cost. For programmes financed by MFA, Danich Church Aid and the Peace Corps the amounts spent on programme follow up are agreed in the budget. Note 4 – CONTRIBUTIONS FROM OTHER ORGANISATIONS Donor Purpose Operation Dayswork, Norway Empower girls to become masters of their own life – Bangladesh Läkarmissionen, Sweden Saving- and credit groups capacity building – Uganda Eriks Foundation, Sweden Speed Schools, Mali Eriks Foundation, Sweden Rehabilitation of conflict affected children, Sri Lanka Eriks Foundation, Sweden Education and community development, Bangladesh Eriks Foundation, Sweden Local community Development, South Sudan Eriks Foundation, Sweden Country strategy study, Sudan Geneva Global, USA Girls empowerment programme, Nepal Turing Foundation, The Netherlands Speed Schools, Niger The Millennium Promise Allicance, USA Speed Schools, Mali Waterloo Foundation, England Active literacy for women, Mali Futuro Bolivia, Norway Occupational training for women, Bolivia Tear Fund, Switzerland Programme Follow up of Peruvian partner Total

2012 2011 5 155 350 6 888 468 1 673 845 688 229 1 583 704 1 248 917 275 450 637 984 2 745 925 72 927 1 781 734 - 120 875 431 963 422 041 189 124 329 443 319 514 287 589 469 125 91 543 39 523 114 681 14 831 958 10 735 996

The Shonglap programme in Bangladesh financed by Operation Dayswork continued in 2012. Läkarmissionen have expanded their support for savings and credit groups in East Africa. There were new agreements with Eriks Foundation on local community support in Bangladesh and South Sudan.

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Note 5 - PRIVATE DONATIONS

Note 10 – DISASTER RELIEF

DONOR CATEGORY Individual donations Fixed-term donations (Friend at Heart, Bridge Builder, Powerty Buster etc.) Events, schools and artists Testamentary donations Disaster Relief & Rehabilitation Total

2012 8 829 693

2011 7 678 453

39 230 884 3 632 768 805 859 355 359 52 854 564

37 148 592 3 482 063 1 713 270 1 143 670 51 166 049

In total there was a 3% increase in private donations from 2011 to 2012. Individual and fixed term donations showed a much higher increase, while there was a decrease in legacy gifts and support for disaster relief. Note 6 – CORPORATE SECTOR This income comes from our cooperation with the corporate sector and sports clubs. We define the cooperation within three categories. A ”Main partner” contributes NOK 500 000 or more, a ”Plus partner” between 100 000 and 499 000 and a ”Partner” from 15 000 to 99 000. In 2012 we had three Main partners, Agder Energi, Skagerak Energi and the Kavli Foundation. Their accumulated donations comprise more than NOK 6 mill. Our largest sports cooperation partner is IK Start through their organisation Start Life Support. Note 7 – FINANCIAL INCOME/EXPENDITURE Other interest income Other financial income Other interest cost Other finance cost Totalt

2012 2011 582 339 487 477 77 241 18 787 -586 -75 -42 290 -53 823 616 705 452 366

Note 8 – PRIVATE FUNDRAISING COSTS The costs of fundraising in the Norwegian private market are shown here, both the direct costs and the indirect support costs allocated to fundraising. Indirect costs are shown under ‘Other fundraising costs’ which from 2012 also includes costs in Norway of institutional fundraising. Overall the private fundraising costs have decreased from 2011 to 2012 due to campaigns postponed until 2013. Note 9 – PROGRAMME SUPPORT TO PARTNERS Country/Region Bangladesh Sri Lanka Nepal Asia Uganda Tanzania South Sudan Kenya East Africa Mali Burkina Faso Niger West Africa Peru Bolivia South America Act Now CHRISC Microfinance films Culture – MIMETA Global Net currency gain/loss Total

2012 2011 11 614 883 8 953 136 4 433 348 5 446 990 2 102 661 941 591 18 150 892 15 341 717 7 848 253 6 796 777 2 817 334 2 700 136 7 627 638 6 401 425 4 255 988 7 276 427 22 549 212 23 174 764 13 596 214 11 715 749 2 506 190 2 800 246 1 703 197 2 029 286 17 805 601 16 545 281 4 238 590 4 092 459 3 920 584 4 210 777 8 159 174 8 303 236 1 858 396 1 809 808 - 630 000 - 500 000 1 280 000 2 280 000 3 138 396 5 219 808 220 470 -352 717 70 023 744 68 232 089

Country (event) Haiti (earthquake) Niger (drought/flood) Uganda (drought) Tanzania (drought) Sudan (drought) Totalt

2012 - 220 067 275 899 42 863 85 727 624 556

2011 4 359 781 271 376 135 900 90 600 4 857 657

The support to the survivors of the earthquake in Haiti in 2011 went to various types of training, rehabilitation and rebuilding homes, implemented by Tearfund (UK), Woord en Daad (NL), ZOA Vluchtelingenzorg (NL) and Dialogo Dominico Haitiano (DR). The work was finished in the spring of 2012. The drought in the Horn of Africa also affected the countries of East Africa that we work in, and in total five of our regular partners have received support to secure access to food for the projects participants. The same is also true of partners in Niger where the recipients were again exposed to life threatening conditions in 2012. Note 11 – PROGRAMME FOLLOW UP AT REGIONAL OFFICES Region Asia (Bangladesh, Sri Lanka, Nepal) East Africa (Uganda, Tanzania, South Sudan, Kenya) West Africa (Mali, Burkina Faso, Niger) South America (Peru, Bolivia) Total

2012 2011 5 813 826 5 105 762 6 287 501 5 349 074 5 715 807 5 242 859 2 331 558 2 101 761 20 148 692 17 799 455

The figures for 2011 have been adjusted in that regional income of 71,000 NOK has been moved from programme follow up to «Other income». Note 12 – PROGRAMME FOLLOW UP AT HEAD OFFICE Department International department Microfinance department (SMF AS) Shared support services Total

2012 2011 4 123 324 4 129 447 545 458 1 784 123 5 282 266 3 933 319 9 951 048 9 846 888

Note 13 – INFORMATION AND PUBLIC EDUCATION WORK The communication department has two purposes: fundraising, and information and public education work. In addition to reports from the projects in the South to donors through our magazine Help for Selfhelp, this part of our work includes activities particularly targeted towards schools, the corporate sector, the press and social media. The primary focus is development issues rather than fundraising. The Norad grant of NOK 1 mill for information work covers part of the costs of such activities. Note 14 – VAT COMPENSATION The current legislation relating to VAT provides a facility for voluntary organisations to apply in arrear for compensation of VAT paid. Received VAT compensation in 2012 is based on the total funds spent in 2011, and is recorded as income in the accounts, but stated on a separate line as extraordinary supply of funds in the activity account. No claim of outstanding VAT is recorded in the balance sheet for 2012. The accounts are charged inclusive of VAT, and compensation for VAT will be recorded as income in 2013.

There is relativaly little change in support to partners from 2011 to 2012. The largest increase is in Asia due to Operation Dayswork support for Bangladesh and the increase of support for Nepal. Co-operation with MYSA in Kenya ended in 2012, and some of the global programmes were not continued. Net currency gains/losses included in purpose costs Currency gain 458 735 Currency loss -679 205 Total -220 470

343 193 -182 694 160 499

SFs holding of foreign currency at the year end is calculated using average selling exchange rate from Oanda. On bank balances in Norway applied exchange rates are 1 USD:5.57 NOK and 1 EURO:7.35 NOK.

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Note 15 CHANGES IN PURPOSE CAPITAL (PC) Strømme Foundation Founding Capital PC with restrictions (SF projects) PC with restrictions (Microfinance) Other purpose capital TOTAL PURPOSE CAPITAL

31/12/2011 3 326 092 6 437 485 106 882 512 27 322 364 143 968 453

Change During 2012 - 2 505 755 See spesification in note 15B 968 775 Result for SF 2012 3 474 530

31/12/2012 3 326 092 8 943 240 106 882 512 28 291 139 147 442 983

A substantial part of fundraised capital is linked directly to projects. Many of these are also financed through public sector grants and grants from other organisations. After the allocation of public sector and institutional grants according to the terms of the cooperation agreements, the fundraised capital is used to cover SF’s own share. From year to year the usage of fundraised capital for specific purposes will vary, leaving remaining balances on running projects. Balances of closed projects will be reallocated to other projects according to agreed guidelines. After covering the project costs for 2012, the purpose capital with restrictions increased by NOK 2.5 mill. Purpose Capital with restrictions (microfinance) represents capital earned in the microfinance operations from the second half of 1990 until the first quarter of 2009. In 2009 the capital was formally transferred to Strømme Microfinance AS and its daughter companies. Note 15 B – CHANGES IN PC WITH RESTRICTIONS Specification of earmarked contributions / gifts that have either opening or closing balances. Opening Closing Project/country/donor Funds Funds Balance 2012 received 2012 balance 2012 spent 2012 Rehabilitation and development/Northern Sri Lanka / MFA - 2 000 000 -489 778 1 510 222 Shonglap, Bangladesh/Operation Dayswork 606 447 5 207 050 -5 813 496 - Shonglap, Bangladesh/Corporate Sector and private donations 139 935 1 293 712 -363 622 1 070 025 Development programme for girls/Nepal / Geneva Global 217 127 431 963 -498 476 150 613 Rehabilitation of conflict affected children/Sri Lanka / Erikshjälpen 489 888 275 450 -765 338 - Education and community development/Bangladesh Eriks Foundation 23 732 2 745 925 -2 517 688 251 969 Programme in Nepal/Corporate Sector 312 171 115 163 -427 333 -

Type of restriction

Sum Asia 1 789 300 12 069 262 -10 875 731 2 982 830 Savings and credit groups/ Uganda/Läkarmissionen 17 978 1 673 845 -1 385 411 306 412 South/south exchange programme/Peace corps 1 286 604 2 121 227 -1 886 067 1 521 763 Holy Trinity Peace Village/South Sudan/School 18 629 256 463 -148 830 126 262 Education/Savings and credit groups/ South Sudan/Eriks Foundation - 1 781 734 -1 659 094 122 641 Food security South-Sudan/EU – DCA 186 132 372 848 -351 961 207 018 Mathare Youth Sports Ass./Kenya/Schools 260 221 - -260 221 - Jamii Bora Kaputiei building/ Corporate partners 751 432 4 088 269 -3 295 800 1 543 901 Child Restoration Outreach/Sports grounds/Start Life Support - 471 975 -424 204 47 771 North/south/north exchange/ Sudan/Peace corps 296 709 507 344 -804 053 - Drought response East Africa/Private donations 501 491 4 548 -506 038 - Sum East Africa 3 319 195 11 278 252 -10 721 679 3 875 768 Adult literacy/Mali/Waterloo Foundation - 469 125 -231 466 237 659 Speed Schools/Mali/Swiss Co-operation - 2 149 909 -1 602 412 547 497 Speed Schools/Mali/Eriks Foundation - 1 583 704 -1 554 875 28 829 Speed Schools/Mali/Millenium Promise Alliance - 319 514 -243 544 75 970 Speed Schools/Burkina Faso/Kavlifondet 500 000 850 000 -850 000 500 000 Speed Schools/Niger/Turing Foundation 109 863 - -109 863 -

Region Asia

Sum West Africa Youth culture house/Peru/Corp. partners

609 863 99 434

5 372 252 199 689

-4 592 160 -

1 389 955 299 122

Region West Africa

Sum South America General Secretary’s disposition/ Individual gift Unspecified purpose costs/Corp. partner

99 434

199 689

299 122

Region South America

-260 404 -

350 511 45 054

Reserved for special needs Awaiting clarification of purpose

Sum Global Total

610 915 8 778 619 693 6 437 485

- 36 276 36 276 28 955 730

-260 404 -26 449 974

395 565 8 943 240

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Unspent funds to be returned after the audit Unspent funds belong to the programme Belong to the Shonglap Programme Belongs to agreed partners/projects Belongs to agreed partners/projects Belongs to agreed partners/projects Belongs to activites in Nepal

Belongs to agreed partners/projects Unspent funds to be returned after the audit Belongs to agreed partner/project Unspent funds to be returned after the audit Unspent funds to be returned after the audit Belongs to agreed partner/project Belongs to agreed partner/project Belongs to agreed partner/project Unspent funds to be returned after the audit Reserved for food security with partners Region East Africa Belongs Belongs Belongs Belongs Belongs Belongs

to agreed partners/projects to agreed partners/projects to agreed partners/projects to agreed partner/project to agreed partners/projects to agreed partners/projects

Belongs to agreed partners/projects

Global

Note 16 – FIXED ASSETS Property Cost price 01/01/12 290 000 Acquisitions 2012 - Disposals 2012 Cost price 31/12/12 290 000 Accumulated depreciation 31/12/12 - Book value 31/12/12 290 000 The year’s ordinary depreciation - Depreciation rates 0 %

Business Premises 14 449 700 - - 14 449 700 6 721 031 7 728 669 298 092 2 -10%

Furniture and equipment 1 857 827 - 2 100 1 855 727 1 362 898 492 828 231 257 20-30 %

Total 16 597 527 2 100 16 595 427 8 083 929 8 511 498 529 349

Strømme Micro Finance AS (SMF AS) is titleholder for the building site and business premises, with exception of one unit for which SF is the titleholder. SF has an agreed overdraft limit of NOK 5.0 mill on behalf of SMF AS. The security for this is connected to book value NOK 7.6 mill deriving from the business premesis shown above. At the year end we had not made use of this facility which replaces the earlier NOK 1.0 mill limit. SF also has a credit line of NOK 24 mill for foreign exchange hedging. This is secured on the total property value NOK 7.7 mill plus SMF AS property with a book value of NOK 2.8 mill. Since SF operates with an accounting principle to expense all equipment under NOK 50 000, the majority of the inventory is not included under fixed assets in the balance sheet. For the same reason, most fully depreciated assets do not appear here. Inventory accounted for as prepaid costs in 2011 has been reclassified as fixed assets and included in the cost price as of 01.01.2012. All equipment in the Regional Offices is recorded as project cost. Note 17 – PROPERTY UNDER DEVELOPMENT In 2002, the Strømme Foundation took over a property in Lillesand which had been left to us as a legacy gift. The property was valued and entered into our accounts at NOK 2.5 mill. in 2004. SF has chosen to retain the property and seek to regulate it for residential use, and costs have been incurred in connection with creating these plans. The regulation was approved by Lillesand Community Council in December 2010, but there are still challenges with regard to the access roads in the area. SF entered into an agreement in 2010 with Kaspar Stømme Eiendom to create a jointly owned company (Luntevika Eiendom AS) with the purpose of developing the property for sale. 2012 2011 3 267 477 3 264 220 8 332 3 257 - 3 275 809 3 267 477 0 % 0%

Cost Price 01/01/12 Additions 2012 Write Downs/disposals Cost Price 31/12/12 Depreciation

Note 18 – INVESTMENTS IN SUBSIDIARIES Name Number Strømme Micro Finance AS 10 500 Mimeta AS 26 Total investment in subsidiaries

Nominal value 1 000 5 000

Owner share 100 65

Book value in SF Result in subsidiary 2012 Equity in subsidiary 31/12/12 37 329 847 -5 486 028 43 423 396 130 000 607 884 1 919 328 37 429 847 -4 878 144 45 342 724

Strømme Micro Finance AS (SMF AS), with its main office in Kristiansand, is a wholly-owned subsidiary of SF. The company conducts the microfinance activities on behalf of SF and submits its own annual report. In 2012, the company operation was subsidised with a grant of NOK 0.5 mill from SF. SMF AS has also received loan portfolio capital of NOK 1.5 mill from SF, and subsidiaries of SMF AS is granted refund of project support of NOK 5.2 mill from SF. Mimeta AS, Centre for international culture development, has also got their office in Kristiansand, and is owned together with Vest-Agder County. The company manages SF’s efforts in international culture development. Mimeta got grants of altogether NOK 1.3 mill from SF in 2012. Note 18 b – INVESTMENTS IN OTHER COMPANIES Name Number Nominal value Owner share Book Value in SF Result in the company 2012 Equity in the company 31/12/2012 Hald International Centre SA 200 1 000 33 200 000 495 222 3 660 804 Luntevika Eiendom AS 100 1 000 50 105 000 -106 779 -377 790 Total 305 000 388 443 3 283 014 The joint venture Hald International Centre (HIC) was in 2004 officially registered as a company with limited liability, with its Head Office in Mandal. During 2012 HIC’s legal structure has been changed to a Co-operative Society. Strømme Foundation’s share in ownership and votes is 1/3. The objective of HIC is giving courses and training for work within mission organisations, evangelisation and development work, as well as for exchange programmes in different parts of the world. HIC is a Notfor-Profit organisation and cannot give dividends to the owners. HIC is responsible for the Peace Corps grant of NOK 1 850 000 in 2012 for SF’s exchange programme Act Now. Luntevika Eiendom AS, with office in Kristiansand, is owned in fellowship with Kaspar Strømme Eiendom AS. The company is established for facilitating a commercial sale of the residential housing property in Luntevika, Lillesand. In addition to share capital, SF has covered foundation costs of NOK 5,000. The owners will inject more capital in 2013. Note 19 – INTER COMPANY OUTSTANDINGS The «Loan to daughter company» of NOK 72 210 100 is an interest free subordinated loan to Strømme Micro Finance AS with no repayment schedule. Inter company receivables and debt pr. 31.12.12 are related to the microfinance operations. Note 20 – INVESTMENTS IN CURRENT FINANCIAL ASSETS Category Market based shares Primary Capital certificates Market based bonds Market based interest fund Total

Cost Price 01.01.12 30 000 953 436 0 0

Book value 01.01.12 30 000 899 613 0 0

983 436

929 613

Additions 2012 0 0 8 046 155 4 124 111

Disposals 2012 0 0 0 0

Change in value 0 -42 290 0 -

Devaluation pr 31.12.12 0 -96 113 0 -

12 170 266

-42 290

-96 113

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Book value 31.12.12 30 000 857 324 8 046 155 4 124 111 13 057 590

Market value 31.12.12 45 600 857 324 8 059 488 4 141 182 13 103 594

Note 21 – LIQUIDITY AND RESTRICTED ASSETS 2012 2011 Free funds at the Head Office 9 384 184 16 945 817 Free funds at the Regional Offices 4 531 926 5 786 828 Sum free funds 13 916 110 22 732 645 Employees tax deducted account 671 510 619 311 Project/Grant accounts with restrictions 122 489 235 784 Memorial Fund 150 627 157 157 Restricted funds at the Regional Offices 3 978 682 3 310 373 Sum restricted funds 4 923 308 4 322 625 Total 18 839 418 27 055 270 In addition there is NOK 3.1 mill in Mimeta AS and NOK 8.5 mill in SMF AS. Note 22 – PENSION OBLIGATIONS The Strømme Foundation has a pension scheme that is comparable to the State pension fund. For 2012, the scheme covers 32 (33) people. In addition there is an un-secured early retirement scheme (AFP) for one person which terminated in 2012. In addition comes the remaining obligation in the phased out regular AFP scheme. SF has signed an agreement for a new AFP-plan through the Common National scheme of AFP’s. This agreement also applies for 32 (33) people, and in 2012 payments were made both to the old (transition period) and new AFP scheme. In 2010 a statement was issued about measuring and accounting treatment of the new AFP. Till now nothing is decided in regard to how or whether an obligation should be calculated. Actuarial calculations have been applied for calculating the obligations and costs in connection with the payment plans. The following assumptions have been used for the calculations: 2012 2011 Discount rate 3,8 % 3.80 % Expected dividend 4,0 % 4.10 % Salary adjustments / year 3,5 % 3.50 % Yearly G-regulation / inflation 3,25 % 3.25 % Expected pension escalation 2,0 % 1.40 % Secured system 2012 Unsecured system 2012 Gross pension obligations at 31.12 calculated at 21 195 764 138 000 - Value of pension funds at 31.12 calculated at -15 500 131 0 + Deferred obligation in case of (loss) / profit -5 631 221 1 244 = Calculated net pension obligations at 31.12 64 412 139 244 + Social Insurance contributions 9 081 19 634 = Pension obligation as at 31.12 73 493 158 878 Net over-financing 0 0 Net obligations - Sum 31/12/12: 232 371 73 493 158 878 The year’s pension accrual 1 547 985 0 + interest cost 687 769 9 567 + administration cost 122 659 0 - Return on capital -603 921 0 = Net pension cost 1 754 492 9 567 + Social Insurance 247 383 926 + Actuarial loss (gain) 176 903 -18 250 = Total pension cost 2 178 778 -7 757 The amount is included in Salaries and personnel expenses in the accounts. (Note 25). Actual yield on the pension funds was 6.1 % in 2012 (3.6 % in 2011).

Secured system 2011 18 343 348 -14 066 867 -4 184 791 91 690 12 928 104 618 0 104 618 1 648 699 781 458 118 457 -752 858 1 795 756 253 202 168 772 2 217 730

Unsecured system 2011 353 695 0 -1 169 352 526 49 707 402 233 0 402 233 0 22 414 0 0 22 414 3 161 -12 064 13 511

Note 23 – GRATUITY PAYMENTS AT THE REGIONAL OFFICES At all the regional offices SF as well as the employees make regular deposits into public gratuity funds. In addition to that, in Asia and East Africa contributions are set aside to make a final payment to employees when they leave. The sum on the balance sheet refers to these two regions. In most cases both SF and the individual employee make contributions according to the local legislation. In West Africa there is a legal obligation to make a payment on termination, depending on the years of service, that is not included as a liability in the accounts. In South America there are no liabilities above the social security costs already accounted for. Note 24 – OPERATIONAL COSTS Even though SF does not present a traditional profit and loss account, the guidelines for charitable organisations require the disclosure of additional information that would be shown if the expenditure were categories by type and not activity. Notes 24, 25 and 26 contain such a breakdown. Cost type Project support to partners Salary and personnel costs (Note 25) Depreciation Other operational costs (Note 26) Total operational costs

2012 66 808 687 30 704 312 529 349 30 954 278 128 996 626

2011 72 714 423 29 999 499 551 938 25 914 469 129 180 329

The 2011 figures have been rearranged in line with the new dividing of Note 26. Note 25 – SALARIES AND PERSONNEL EXPENSES /OTHER ALLOWANCES 2012 2011 Salaries at Head Office 14 085 342 14 742 946 Social Insurance Payments 2 326 165 2 387 859 Pension Costs 1 747 199 1 843 135 Other Personnel Costs at Head Office 1 058 320 638 325 Sum salaries and personnel expenses at Head Office 19 219 038 19 612 264 Salaries and allowances at Regional Offices 10 232 755 9 216 085 Salary and personnel expenses external programmes 1 254 531 1 171 150 Totalt 30 704 312 29 999 499 In 2012 projects managed by SF have been distinguished under the post ‘Salary and personnel expenses external programmes’, and the table has been rearranged correspondingly for 2011. The average number of employees at Head Office was 31 (33). This amounts to 29.3 man-labour years in 2012, compared to 31.5 in 2011. In the Regional Offices the average number was 79.5 (75), equivalent to 78 man-labour years, compared to 74 in 2011. The total salary cost for the Secretary General in 2012 was NOK 703 481 plus accident insurance cost of NOK 2 783 and pension contributions of NOK 109 249. The Secretary General has no bonus scheme or agreement of benefits in case of dismissal. In Norway SF is obliged to have a pension scheme according to the Compulsory service pension Law. The existing pension schemes fulfils this requirement (Note 22).

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The Board members have received no remuneration other than travelling costs. With the exception of salaries and travel claims, there are no financial transactions with employees or connected persons in Strømme Foundation in Norway. Outstanding loans to employees in the Regional Offices totalled NOK 40 897 at the year end compared to NOK 104 691 at the end of 2011. These are included in other receivables in the balance sheet. The interest charge for the loans is 5%. 25 B – AUDIT FEES Statutory Audit Fees Other certification Other advising and assistance Totalt

2012 2011 195 000 175 000 35 320 29 500 35 000 106 000 265 320 310 500

The fees are stated exclusive of VAT. Note 26 – OTHER OPERATIONAL COSTS 2012 2011 Office costs – Head Office 1 545 956 1 422 545 Consultancy/Audit fees, memberships 1 157 982 1 531 069 Media, communication, postage, bank fees etc. 2 673 612 2 426 344 ICT costs – Head Office 4 211 262 3 363 808 Travel costs – Head Office 3 774 829 2 715 097 Fundraising campaigns – Head Office 5 165 547 4 937 952 Total other operational costs – Head Office 18 529 188 16 396 815 Total office costs – Regional Offices 4 527 757 3 472 774 ICT costs – Regional Offices 1 096 030 1 003 058 Travel costs incl. vehicles – Regional Offices 3 503 833 2 055 054 Total other operational costs – Regional Offices 9 127 620 6 530 886 Office costs – external programmes 1 815 417 1 485 141 Travel costs - external programmes 1 482 054 1 501 627 Total other operational costs – external programmes 3 297 471 2 986 768 Grand Total other operational costs 30 954 278 25 914 469 In 2012 projects managed by SF have been distinguished under the posts for ‘external programmes’, and the figures for 2011 have been rearranged correspondingly. External consultancy in 2011 amounting to NOK 1.7 mill has been moved from ‘Other operational costs’ to ‘Project support to partners’ – Note 24.

Note 27 - CURRENCY HEDGING The net gain on currency contracts materialized in 2012 was NOK 1.1 mill, this is not shown in the accounts. From 2008 to 2012 the total net gain is NOK 9.4 mill. At the end of the financial year, SF had forward currency contracts with a face value of USD 12.4 mill. Of these contracts USD 6.5 mill terminate in 2013 and USD 5.9 mill in 2014. The handling of the security of these contracts is shown in the accounting principles note. The real value of the contracts was NOK -2.1 mill at the end of year. In accordance with the chosen accounting principles, the change in value of the contracts is not shown in the accounts.

Consolidated accounts Note 28 – CONSOLIDATED SALARIES AND PERSONNEL EXPENSES /OTHER ALLOWANCES 2012 Salaries in Norway 14 935 880 Social Security, Norway 2 459 667 Pension Costs, Norway 1 808 157 Other Personnel Costs, Norway 1 072 165 Sum salaries and personnel cost in Norway 20 275 869 Salaries and allowances in Regions / outside Norway 13 156 066 Salaries and allowances in external programmes 1 254 531 Total 34 686 465 Audit Fees (exclusive of VAT): Statutory Audit Fees 395 741 Other certification Fees 39 195 Other non-audit services 89 473 Total 524 409

2011 16 076 435 2 583 184 1 887 549 665 450 21 212 617 11 492 440 1 171 150 33 876 207 398 997 29 500 164 031 592 528

In addition to the employees stated in note 25, there are an additional 18 employees in the group, 1 of which is in Norway. The salary of the Secretary General is disclosed in note 25. The salary and personnel cost figures for 2011 are rearranged compared with last year. Note 29 – CONSOLIDATED PURPOSE ACTIVITIES The total purpose cost in the consolidated accounts are reduced by the total grants of NOK 8.0 mill that was provided by SF to the microfinance activity. These costs are in the consolidated accounts presented as part of “Result Microfinance”. Note 30 – INVESTMENTS IN MICROFINANCE SF has organized the microfinance activities through the subsidiary group SMF AS. In the consolidated accounts SMF AS is included according to the equity method. The year’s changes in the Microfinance investments: 2012 2011 Book value 01/01 123 579 015 126 829 634 Share of result -3 703 492 -1 134 832 Currency exchange differences -4 240 871 -1 367 783 Change in loan -866 829 -748 004 Book value 31/12 114 767 823 123 579 015

Note 31 - PURPOSE CAPITAL (PC) - GROUP Purpose Capital 31/12/2011 The years result Currency exchange differences Founding capital 3 326 092 PC with restrictions (SF projects) 6 437 485 2 505 755 PC with restrictions (Microfinance) 102 965 070 -11 697 562 -4 240 870 PC with restrictions (Mimeta) 852 439 395 125 Minority interest with restrictions (Mimeta) 459 005 212 760 Other purpose capital 44 970 408 8 962 845 TOTAL PURPOSE CAPITAL 159 010 499 378 922 -4 240 870

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Purpose Capital 31/12/2012 3 326 092 8 943 240 87 026 638 1 247 564 671 765 53 933 253 155 148 551

Thank you!

The Strømme Foundation wants to thank all our donors, partners and friends for its support.

Norwegian Agency for Development Cooperation (NORAD), Norwegian Ministry of Foreign Affairs (UD), The United Nations Children’s Fund (UNICEF) United States Agency for International Development (USAID) United Nations Development Programme (UNDP) International Labour Organisation (ILO) Swiss Agency for Development & Coop. (SDC) EU/Danish Church Aid (DCA) The Norwegian Peace corps – Young The Research Council of Norway Operation Dayswork – Norway Läkarmissionen, Sweden Eriks Foundation, Sweden Geneva Global, USA Turing Foundation, the Netherlands The Millennium Promise Alliance, USA Waterloo Foundation, England Futuro Bolivia, Norge Tear Fund, Switzerland * For more information regarding funding for purpose activities from donors and partners - see note 3 and 4 in section “Notes to the 2012 accounts” STRØMME BUSINESS PARTNER Main Partners Agder Energi AS Skagerak Energi AS Kavlifondet Taran Produksjon AS Pluss Partners Kristiansand Dyrepark Stormberg Kaspar Strømme AS Henriette Stiftelsen ABCenter Skandinaviska Enskilde Banken Systemkompaniet AS Blafre AS Helgerud Holding AS AS Tanja Partners Avigo AS Netlab AS

Returkraft AS Kilden Teater- og Konserthus for Sørlandet IKS Hotel Norge Rica Partner Hotel Preventor AS Beckmann AS Fundament AS Profitbase AS PricewatwerhouseCoopers AS Kristiansand Skruefabrikk & Mek. Verksted AS Heckneby Conculting AS Byggmester Tønnes AS Westcap AS Amka Holding AS Nielsen-Gruppen AS Arne Leo Sørlie Tor Sigurd Tuen Stepchange AS Øyvind Reinhartsen Lillemarkens AS Nordea Bank Norge ASA, Trollvegg Arkitektstudio AS Other Varodd AS Norges Eiendomsmeglerforbund Kvadraturen i Kristiansand Boomerang Media Lerøen Consulting AS Acos AS Farsund Tannlegesenter AS Astri Ingegard Magnusdatter Riddervold Hoffs Terje Sommer Lars Titland Ole Jakob Sunde Gunnar Rose Atle Gabrielsen Liv Clausen Brandsdal Invest Lars Gylterud Leif Strømme Eindom AS Oppvekstsektoren Kristiansand Amfi Drift Storebrand AS EiendomsMegler1 Sparbank1 SR-Bank Sparebanken Pluss Berge Libris

Centrum Sko AS Drømmeplassen Xpressprint AS Kjøkkenskapet brød og pålegg AS Reisemagasinet AS Sønnik Klær for Menn AS J Sørensen Sko TILBORDS Lillemarkens NETWORK Folk High Schools Sagavoll Folkehøgskole Nordhordland Folkehøyskole Sørlandets Folkehøskole Birkeland Lundheim folkehøgskole High Schools Tangen videregående skole Kristiansand Vardfjell videregående skole Haugesund Kopervik videregående skole Kopervik Primary and Secondary school Torridal skole Kristiansand Lillesand ungdomsskole Vettre skole Vettre Knarvik skole Isdalstø Follese skole Follese Vigvoll skole Kristiansand Kindergardens Solkollen Læringsverkstedet Other Schools Hald Internasjonale Senter Other KRIK-Cup Lyngdal Rezidor Hotel Group Norway and Barn hjelper Barn Eide oppvekstsenter Homborsund Start Life Support (SLS) Blindleialøpet Barn er Bra festivalen Haugesund Valderøy sokneråd

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Strømme Foundation Board and Council Members 2012 The board; 31 December 2012 Svein Ove Faksvåg (Chairperson) Karianne Toppe Angelskår (vice Chairperson) Asle Jøssang Inge Lønning Olaf Gundersen Torhill Selsvold Nyborg Anna Minj Deputy Representatives Gunvor K. Andresen Hege Wallevik Cecilie Watne

Council members; 31 December 2012 Kurt Mosvold (Chairperson) Ansgar Gabrielsen Arne Olav Øyhus Dagrun Eriksen Eli Beate W. Hillesund Rannveig Rivedal Nilsen Dag Nordbø, Eldbjørg Dahl Snorre Kjesbu Hilde Strømme Gunnleik Seierstad Jan Oddvar Skisland Knut Vollebæk Endre Glastad Ingunn Breistein Njaal Sævik Tor Knutsen Aase-Lill Kimestad Rune Bratseth Election committee; 1 January 2012 Ansgar Gabrielsen Hilde M. Sæbø Fjeldstad Kurt Mosvold

Strømme Foundation is member of the Norwegian Control Committee for Fundraising. Strømme Foundation is a signatory to the Code of Conduct for the International Red Cross and Red Crescent Movement and NGO’s in Disaster Relief. Editor: Egil Mongstad, Strømme Foundation Lay-out and graphic design: Oddvar Paulsen, Strømme Foundation. All photo: © Strømme Foundation

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Skippergaten 3/5 • Box 414 • N-4664 Kristiansand Norway Tel +47 38 12 75 00 • Fax +47 38 02 57 10 • Org. no 952 002 139 E-mail: post@stromme.org • www.stromme.org www.strommestiftelsen.no