sipu annual report 2013

SIPU Annual report 2013 1

Kolumntitel

SIPUANNUAL

REPORT2013

2 SIPU Annual report 2013

“ We believe that effective organisations are necessary for developing democracy, growing the economy, and for fostering an inclusive, equitable and enduring society. We call this developing organisational capacity. ”

Developing Organisational Capacity:

Learning, Change and Performance

At SIPU, we can help your organisation to develop and grow in the following ways:

LearningLearning is at the core of capacity development. A learning organisation is constantly evolving and learning from its mistakes as well as successes. SIPU International help organisations with performance reviews, capacity analyses and evaluations which are all part of learning.

Learning is also important on the individual level. SIPU trains thousands of people every year, and the combined effect of new knowledge and practical experience is increased capacity. But organisations also need institutional learning processes, which can only be established with committed leadership and management.

SIPU is your partner in learning. Our role will depend on your needs and together we will design the solution which best fits your needs.

ChangeWith learning comes the need for change. We need to adjust our business according to what works and what does not, and find the optimal way forward. But the world is also changing, and fast. We believe that all organisations need to be agile, and able to plan as well as implement change at minimum cost and disturbance.

Change should become a natural part of development of an organisation. But what change? How much? When?

Our extensive knowledge and track record in organisational development and capacity building projects means that we can help you answer these questions. We can advise or be more hands-on depending on your sitaution. That we also have our own in-house experts for our core business areas is our warranty for achieving great quality and tangible change.

PerformanceLearning and change builds capacity which we define as the ability of an organisation to both set and achieve its targets. Performance is the measurement of how well this is done in terms of effectiveness and efficiency. SIPU is your partner also in performance management, checking how well the overall outcomes and impact of your organisation is in line with expectations from owners or stakeholders. That can be the starting point in a development process. It should be a regular feature of your business.

We make sure that everything we do is results driven and pro- perly evaluated against predefined targets and measures. We also provide a first class project management and evaluation service for professional project implementation and for mea- suring the success of third party projects and programmes.

About UsSIPU is Scandinavia’s leading consultancy and training organisation specialising in public sector development, and we are the number one provider of specialised training to the Swedish Civil Service. Our clients include national, regional and local governments, as well as private sector and civil society organisations. Our international development assignments and projects are commissioned by donor organisations such as Sida, GIZ, SDC, the EU, and the World Bank.

SIPU is a value driven organisation, meaning that you will find us trustworthy, dedicated and disciplined, and that our solutions are innovative, imaginative and ambitious. Despite the fact that we work with a variety of clients and projects sizes – ranging from a simple call to our Public Finance Management helpdesk to multi-million Euro projects span- ning several years and countries – you will find that everything we do is tailored to your requirements and delivered to the highest possible standards.

That’s why we think you will find no better sounding board for the “Scandinavian Model” than SIPU.

When it comes to training we are known for our innovative and “hands-on” approach. We recognise that every course participant can contribute to discussions with his or her own knowledge, expertise and experience. It is our unique method of enabling and exploiting this diversity of talent in the training room that makes our courses so dynamic.

We employ more than 40 staff at our head office in Stock-holm and another 70 or so staff in project offices abroad. We have a roster of close to 20 000 senior experts and an extensive network of partner organisations all over the world. Currently operating in more than 30 countries, SIPU has lent its expertise to over 90 countries across the globe.


Introduction

During our 20th anniversary year 2012 we vowed to spend the next 20 years being a more extrovert and communicative company. In 2013, it was time to begin to realise this vision.

We have arranged several public seminars during the year: in the spring we presented the latest news in public procurement for a large audience of Swedish civil servants, and in July we also hosted a debate on the role of Swedish public agencies in international development cooperation at Almedalen, Sweden’s largest political, governmental and media gathering, which is held each year on the island of Gotland. We have also become much more active and communicative on social media channels, including Facebook and Twitter. All in all, I think we are off to a good start. It is more about changing culture and attitudes in-house, than just the practical planning of events or press releases. We have to learn to become more communicative about all that we do, and that is going to take a while.

Otherwise, two large projects related to civil society dominated 2013. We carried out the assessment of more than 30 NGOs aspiring for frame-work contracts with Sida. In terms of complexity and the number of person days in a limited time span, this was one of our most challenging assign-ments ever. Also, we managed to win the extension of the regional Techni-cal Assistance to Civil Society Organisations (TACSO) project that we have implemented for four years in seven countries in the Balkan region.

We have also implemented a new business and project management sys-tem which is greatly enhancing our financial control and work processes. As is always the case with implementing new financial systems, this did not happen without pain. However, now we are thankfully back on track and starting to realise some of the benefits.

A major step forward for our training business was the new training venue on our premises which opened up in August. It consists of a large room, big enough for 25 people, a smaller room for group work and a cozy lounge area. This gives us the possibility to have more trainings “at home” and ensure a five star customer experience.

An exciting year, as usual:

“ I believe that the world should be better organised. At SIPU we are working hard towards that end.”

Anders OlinManaging Director SIPU International AB


JuneThai executives visit SIPU

SIPU has the honour to welcome 60 senior executives from Thai-land, representing public and private sectors as well as regional and local governments. The study visit is arranged by the Institute for Good Governance Promotion (IGP) and the Office of the Public Sector Development Commission (OPDC) in Bangkok, as part of the Executive Program in Good Governance for Sustainable Development Program.

SIPU’s company profile is intro-duced by the Managing Director Anders Olin and arouses great interest among the participants in terms of potential coopera-tion. Two presentations on the “Swedish New Public Manage-ment System and Integrity”, and “Anti-Corruption in Sweden” – made by SIPU senior consultants Hans Norgren and Alf Persson respectively – are highly appreciated and followed by a barrage of related questions.

MarchFostering Interventions for Rapid Market Advancement (FIRMA) project helps companies in Bosnia and Herzegovina grow

Bosnian companies visit the Swedish Nordbygg Fair in Stock-holm, Northern Europe’s largest and most important construction industry event. During the trade visit, 15 bilateral meetings are organised between Bosnian and Swedish companies. Stats also show that sales of the companies taking part in the FIRMA project increase by 23% compared to those companies not part of the project. This figure rises further still when comparing exports.

April

Visit to the Chinese Academy of Governance

Josua Falck and Tim Greenhow visit China and, under a Memo-randum of Understanding with the Chinese Academy of Governance (CAG), hold lectures on the concept of Training of Trainers (ToT) at three provincial colleges in Chonching, Harbin and Beijing. As a result of discussions during the visits, SIPU is approached to undertake a more fully fledged pro-gramme on ToT at CAG, sponsored by the Chinese private sector.

Breakfast Seminar

SIPU holds a fully-booked breakfast seminar on the theme “Trends in Public Procurement – greater focus on strategic sourcing and good deals”, led by Magnus Nilsson.

January20th Anniversary Annual Mingle

SIPU holds its annual reception at its office in Stockholm with part-ners and clients. This year there is a special exhibition to celebrate the 20th anniversary of SIPU Inter-national AB. As usual the place is packed and spirits high.

The Economist

The Economist launches 2013 with a feature on the Nordic Model, paying particular attention to the public sector.

FebruaryStrategic Budget Allocations

For the second year in a row, Joint Annual Reviews for the Education and Forestry Sectors are successfully organised in Kosovo with the help of SIPU International.

The Joint Annual Reviews gather all major stakeholders – governments, civil society, private sector and donors – to review the sector strategic plans and results obtained, and to discuss and agree on priorities for future strategic budget allocations including external financing.

International Training Programmes

50 business leaders and high profile decision makers from Ethi-opia, Kenya, Rwanda, Tan zania and Uganda arrive in Stockholm for three weeks of training, lec-tures and study visits related to Private Sector Development. The programme aims to contribute to the development of a dynamic and sustainable private sector, and to strengthen collab oration between the private and public sector for better functioning markets and improved integration in world trade.

MayThe Swedish Public Employment Service

Arbetsförmedlingen – The Swedish Public Employment Service (Swed-ish PES) holds its annual interna-tional training programme on “The Role of Labour Policy in Poverty Alleviation”. SIPU has previously provided administrative assistance to the Swedish PES in these pro-grammes, but for the first time we now also provide the training mod-ule on project design, teambuilding and mentorship. SIPU provides five mentors to support participants in project formulation and implementation. A one week follow-up work-shop is held in December in Dar-es- Salaam, at which participants report on their accomplishments.

New Director of Development Consulting

After more than 12 years at SIPU, Karin Schulz moves on to become the CEO of The Natural Step.

Michael Taylor, who previously worked for the British Council as Head of Digital for the EU region, joins us as the new Director Develop-ment Consulting.

The SIPU 2013 Calendar:

7/2Seminar at Sida

on the findings of the pilot Reality Check

programme

“ This is a great opportunity to enhance new ideas and paradigms for further development and develop networks of good governance for sustainable development through joint learning. ”Alf Persson, Senior Consultant at SIPU


The SIPU 2013 Calendar

OctoberWorking with the Swedish Civil Service

SIPU holds the final training day within the project “EU compe-tence in Småland Blekinge”. The training programme reaches 251 civil servants in South Sweden, consisting of 45 training days in 10 different EU-courses.

Training in Zambia with GIZ

We launch our first project financed by GIZ – a management and leadership training programme for middle and senior staff in the Ministry of Finance in Zambia. The training consists of four modules each of which runs three times. The training employs the concept of “action learning”, with a focus on transformational leadership.

Palestine Evaluation

A team from SIPU goes to Pales-tine to assess the management of humanitarian operations imple-mented by Swedish NGO We Effect and their local partners, visiting interventions in the seam zone between the separation bar-rier and the Green Line.

JulyPanel Discussion at Almedalen

SIPU, together with the Swedish International Centre for Local Democracy (ICLD), hosts a panel discussion at Almedalen –

Sweden’s largest political, govern-mental and media gathering, held each year on the island of Gotland. The topic for discussion is the role and potential in mobilising Swed-ish public administration expertise for development cooperation. Panel guests include: Charlotte Petri Gornitzka, Director General of Sida; Joakim Palme, Professor at Uppsala University; Lari Pitkä- Kangas, Municipal Commissioner of Malmö; Fredrik Zetterquist, CEO of Swedesurvey; Pernilla Trägårdh, International Programme Director at Statistics Sweden; and Elisabet Rothenberg, Vice President of the Municipal Council of Gothenburg.

“ We believe that the Swedish public service, in the right context and with the right type of support, can play an important role to strengthen institutions and public service in developing and transitional countries around the world. ”

November Sida’s PFM Heldesk

We are awarded a two-year help-desk contract with Sida, providing global support in all areas related to Public Finance Management (PFM) and Aid Effectiveness. A core group of in-house consult-ants and associated experts are available to give expert advice on demand.

DecemberBudget Reform and Aid Management, Ukraine

The very successful four year project, Budget Reform and Aid Management (BAM), finishes in Ukraine, resulting in (amongst other things) a concrete budget reform agenda. The same month the Maidan Demonstrations gain even greater momentum in Kiev.

AugustSustainable Coastal Development

SIPU hosts the course “Integrated Sustainable Coastal Develop-ment”, run by Nirás Natura. Train-ing is focused on spatial planning for coastal and marine areas, comparing the Swedish systems with common practices in devel-oping countries, and introducing participants to tools they could use in their home countries. SIPU’s Tim Greenhow also organ-ises a study tour of the Stockholm area highlighting specific coastal issues and solutions.

New Training Venue

Inauguration of SIPUs new training venue, with a capacity of up to 30 persons, plus adjacent lounge area.

SeptemberMOPAN Report, Paris

SIPU presents the evaluation of the Multilateral Organisation Per-formance Assessment Network (MOPAN) to key stakeholders at the OECD in Paris. The report is very well received, as well as the presentation and the following Q&A session, led by the Team Leader Paul Balogun.

TACSO II – The Sequel

Phase II of the Technical Assistance to Civil Society Organisations (TACSO) project – SIPU’s largest ever undertaking – launches in Albania, Bosnia and Herzegovina, Kosovo, Former Yugoslav Republic of Macedonia, Montenegro, Serbia, and Turkey.

30/6 – 5/7

Almedalen 2013

23/11SIPU launches on Twitter – @SIPUInt


Where we work:

• FIRMA Project Helps Companies GrowBy improving the quality of their products and becoming better at marketing, the companies in Bosnia and Herzegovina are able to increase their profits and better compete in the European Market.

FIRMA stands for “Fostering Interventions for Rapid Market Advancement”, and the project focuses on three sectors: wood processing, tourism and product manufacturing. This five-year project is supported by Sida and the American development agency, USAID. The project has a clear focus on achieving results and identifying indicators to meas-ure them. All companies taking part in the project report their results every month and the figures have been very positive. Although supporting industry in itself gives more short-term results than the reforms of social structures, the knowledge and expertise that are built up in the country through the FIRMA project become long-term.

• National Integrated Monitoring & Evaluation System (NIMES), Kenya

Kenya’s 2030 development objective is to transform itself into a sustainable, industrialised, middle-income country with a high quality of life and secure environ-ment. This is a huge challenge and cannot be managed without a well-functioning monitoring and evaluation system. SIPU has since 2011 been supporting the Gov-ernment of Kenya to better track progress and achievements by collaborating with their Monitoring & Evaluation Directorate.

The challenge is to strengthen the capacity to both monitor progress and to further improve adequate and timely reporting on results up to the level of the Legislature and the President.

The newly established Counties are a special focus for the project. SIPU accompanies the Directorate within a joint Capacity Develop-ment Plan where SIPU focuses on improving the IT environment for reporting, development of an M&E framework that defines roles, responsibilities and procedures, as well as curricula development and capacity building for improved assessment of different programs.

“ We have shown the way in which companies can develop their production, introduce a quality- oriented approach and become competitive with EU companies. Many of the activities that we implemented were designed to help companies get on track, give them support to get started, then they are to stand on their own feet. ”Pelle Persson, Counsellor, Swedish Embassy in Sarajevo

• Budget and Aid Management projectThe four year Sida financed Budget and Aid Management project in Ukraine is implemented by a team of 15 Ukrainian and inter-national experts with the aim to enhance the aid coordination and the budget processes within the Ministry of Finance and Ministry of Economy.

The project has laid a solid ground for the introduction of macro-eco-nomic forecasting, medium term budgeting as well as strategic and operational planning.


Where we work

“ I believe in democracy and transparency. ”Pasi Lampinen, SIPU International

• An integrated register of investment locations to support Serbia’s economic growthThrough the development of good business infrastructure, the Minis-try of Regional Development and Local Government contributes to the prerequisites for greater competitiveness, accelerated economic growth and increasing employment. The implementation of this strategic goal requires a clearly defined joint action to be taken by the national, regional and local institutions and partners, a difficult undertaking without a unified, consistent and up-to-date information system and appropriate legal framework.

Thanks to grant funds from the Sida-financed project “Support to public administration reform”, which SIPU is implementing, the Ministry was able to develop a comprehensive solution and plan for an Integrated Business Infrastructure Cadastre, which is the common basis for action from now to 2016. Upon completion, the Cadastre system will be an important instrument for creating and implementing development strategies and policies at all levels, as well as for providing pertinent and reliable data to potential investors – domestic as well as foreign companies, large as well as small and medium-sized businesses.

• Swedish Support to the Albanian State PoliceIn the project “Swedish Support to the Albanian State Police” SIPU supports the efforts to introduce community policing. The focus areas in this Sida financed project (runs from 2012–15 and amounts to 25 MSEK) includes a) partnership between the police and youth b) the combatting of domestic violence and c) introduction of a modern performance management system.

Afghanistan

Albania

Belarus

Bhutan

Bolivia

Bosnia & Herzegovina

Botswana

China

Croatia

Estonia

FYROM – Former Yugoslav Republic of Macedonia

Georgia

India

Kazakhstan

Kenya

Kosovo

Latvia

Liberia

Lithuania

Moldova

Mozambique

Palestine territories

Russia

Rwanda

Serbia

Sweden

Tanzania

Tunisia

Turkey

Ukraine

Vietnam

West Bank/Gaza

Zambia


At SIPU we work in a variety of business areas, both international and domestic.

In Sweden we are the leading provider of professional training to the Swedish Civil Service. Indeed, this business area is now proving so successful that we have recently started branching out into the private sector too, winning a contract under 2013 to provide profes-sional training to new managers at Fortum – one of northern Europe’s leading energy companies – in Sweden, Finland and Estonia.

We also run successful International Training Programmes (ITP) on behalf of Sida, which have now been running for almost ten years and have trained more than 800 participants.

Finally, an increasingly large chunk of our work is in international development. These projects cover a wide range of both topics and geographies. Even here, however, our portfolio is expanding beyond the traditional development sectors, with several new promising partnerships recently emerging in China.

In the following sections you can read about all of these different business areas, as well as how we might best help you in achieving your aims and in building sustainable solutions together.

What we do:

“ I believe in the power of education for building the competency of organisations. ”Merli Romell, SIPU International

Staff Surveys for Swedish Municipalities:

The Workplace of the Future – Development and Learning in MunicipalitiesSIPU has worked with personnel and organisational development at national and local government levels since the 1970s, and has wide experience from Sweden as well as from international work. The year 2012 saw the launching of a new initiative in the form of staff surveys for municipalities. Now in 2013 the service is established and appreciated with a growing demand from the municipalities. Through a combination of the company’s long experience and a new specially designed survey instrument we can now offer municipalities a unique support tool for both personnel and work environment development.

The staff survey is specifically designed with municipalities’ reality in mind. The survey’s accurate and relevant results create the conditions for successful improvement programs.

SIPU collects and collates all the infor-mation in a database. As municipalities join the system, the database grows and provides an increasingly valuable statistical base for comparative and trend analyses. Municipalities will be able to compare one another against common benchmarks and learn from one another’s best practices.

Our vision is to provide municipalities throughout the country with the possibility of developing knowledge collectively, and make available to them practical examples, research findings and information.


Business Areas

SIPU is Sweden’s leading supplier of high quality courses for public administration officials In Sweden, SIPU has more than 30 years of experience providing courses and training within the field of public administration. In 2013, SIPU offered more than 150 courses, and more than 3 000 people from the central and local government attended.

Whatever SIPU course you choose, regard-less of topic, it will have a practical focus and the clear objective of providing you with concrete tools and new skills to bring back to your organisation. Our courses are designed to be highly interactive, offering expert presentations mixed with group exercises and discussions. Your own pro-ject and case studies often play an integral part throughout the sessions, and you are invited to further develop your projects’ potential under the trainer’s direct super- vision – an approach which enhances learning and gives you and your organisation a direct return on investment.

SIPU hires only the best and most qualified trainers in their respective fields based on topics in a clear, interesting and inspiring way. All courses provided by SIPU can be customised and designed specifically for your team, institution or company. For more info about specific courses dates, please visit our website – www.sipu.se.

SIPU offers a wide range of courses within technical management and community buildingIt is a challenge to follow the laws gover- ning community building, and to meet the necessary requirements of creating a sustainable society. SIPU offers courses providing participants with methods, tools and techniques to work both effectively and legally within the area of public technical management and community building. Examples of courses:

• Costal protection law

• Legal contracts for land development

• Contaminated land

Professional Training in Sweden:

Well performed public procurement is an essential component of an efficient and fair public administrationThe Public Procurement Act is generally seen as unclear and complicated, thus the role of the procurement officer is both complex and demanding. SIPU courses offer competence building both for procurement officers and other personnel involved in procurement processes. Examples of courses:

• Public procurement – basic and advanced levels

• Procurement of consultancy and other services

• How to work strategically with public procurement

Interested in managing an EU-funded project?EU funding offers opportunities to imple-ment new development projects, which boost professional network building, create transnational collaboration opportunities and add significant value to participating organisations. Managing an EU financed project however is very demanding – rules and regulations are numerous and financial controls stringent. SIPU EU courses give participants the foresight to avoid the most common traps and the ability to develop both strategic and realistic projects, define achievable goals and comply with audit requirements. SIPU also arranges visits to EU institutions in Brussels. Examples of courses:

• Strategic planning and development of EU projects – from idea to project

• Managing an EU project – from start to finish

• Financial management of EU projects – from budgets to audit

Case study: Delivering leadership training to northern Europe’s globally expanding energy company

Since 2013, SIPU delivers leadership training for new managers to Fortum, one of northern Europe’s leading energy companies.

We now deliver “New as a Manager” training in the relevant local languages (which also takes onboard various cultural understandings) to all new Fortum managers in Sweden, Finland and Estonia.

The objective is to help Fortum create a successful leadership that builds a corporate culture of involve-ment, engagement, delegation of assignments, accountability, coaching, mutual trust and motivation.

In the Fortum training – as in all SIPU training – we use a blended training method, combining theory with lots of practice, as well as coaching and facilitating in a process oriented approach.

This way, the attendees gain new knowledge, new ideas and practical tools to use in their every-day work.

“ I believe in the power of education for building the competency of organisations. ”Merli Romell, SIPU International

Do you need to stay up-to-date with changes in public administration regulations and law?As a public administration employee you need to stay up-to-date with changes in regulations and laws relevant to your field of work. SIPU Public Administration and Law courses offer expert presentations combined with opportunities for individual questions and case discussions. The courses attract a broad spectrum of pro-fessionals: case officers, managers, legal advisors/solicitors, assistants or registrars. Example of courses:

• Public administrative law for managers

• Public administrative law in practice for case officers

• Freedom of information act and secrecy laws in practice for legal advisors

“ Probably the best course I’ve ever attended, high quality content and excellent trainers. ”Christina Sjökvist, Herrljunga Municipality

Contact person: Birgitta Andreasen, sales manager [email protected] +46 8 698 06 01


Business Areas

SIDA Framework Agreements

SIPU International has a number of framework agreements on consulting services with Sida. The framework agreements are available to facilitate Sida’s procurements of specialised consultancy services. We have realised, in our frequent contacts with Sida staff, that those framework agreements, their content and how they can be utilised are not always well known.

The following apply for all the framework agreements:

• Framework agreements are easy to call-off. They can be utilised by Sida HQs and by the Embassies with already negotiated rates and conditions.

• We can find experts in almost any area; SIPU International has a data-base of 20 000 experts available world-wide. In addition to the in-house and core experts listed in the agreements we can help you find available experts in almost any field or can assist in contracting an expert that you propose.

• Quality assurance for all assignments; experienced project leaders and in-house experts make sure that all assignments are in line with the ToR and fulfil the highest quality standards.

Opposite is a list with all available framework contracts where SIPU International is one of the providers. Please do not hesitate to contact us on [email protected] should you require any further information.

“Progress has been made in the educa-tion sector, especially as regards the sys-tems and procedures for implementing a sector-wide approach to education …”

“ In February, in the context of the second joint annual review for education,

keen to learn more about the successful Swedish model of public administration and fiscal reform.

Improvement in PFM is also a means to enhance aid effectiveness as well as exter-nal control and accountability for donor funded projects. SIPU international assists donor agencies in assessing and managing fiduciary risks as well as setting up more effective donor coordinated mechanisms with joint frameworks for expenditure management, risk assessments, results frameworks, and monitoring and evaluation.

Running Sida’s PFM HelpdeskIn late 2013 SIPU was awarded a call-off contract providing advisory services to Sida on PFM and aid effectiveness. Sida can – through the helpdesk managed by SIPU – easily and quickly call off expert advise in all areas of PFM and aid effectiveness. This strengthens our relationship with Sida as their first provider and close advisers in areas related to PFM and aid effectiveness.

Public financial management at the core of development effectivenessPublic Financial Management (PFM) is about ensuring an effective use of public resources. It entails the development of systems, organisations and frameworks which should enable effective, efficient and transparent management of public finances. PFM is not an end in itself but a means to enhance the benefits and development of other areas such as social service delivery, natural resource manage-ment, effective governance and democracy, accountability and transparency.

SIPU International is an experienced service provider both for project implementation and advisory services when it comes to PFM. In 2013 we successfully completed a project in Kosovo where strategic planning together with qualitative improvements in budgeting in two sectors – education and forestry – led to improved prioritisation on how to use the scarce resources available, including a transparent and public process of scrutinising domestic as well as external donor resources for public goods. As a result, Joint Annual Reviews have been institutionalised in these two sectors.

The integrated approach that SIPU applies provides a holistic perspective on how to best strengthen PFM through building the capacity of individuals, organisations and institutions. SIPU International has a clear understanding of the relationships between political and institutional processes and policy reform, not least the links between policies, budget and expenditure manage-ment, and institutional and organisational change. Assessing these links is a key aspect to the successful implementation of any reform process, not least within PFM itself.

SIPU International provides a wide range of training and capacity building pro-grammes across a diverse range of PFM areas with a clear link to service delivery at local level. Our approach to training is a participatory and results oriented approach where the client takes part in defining their own needs and expected results. In 2013 we also organised a number of study visits in cooperation with Swedish government agencies and organisations for participants

Public Financial Management:


Business Areas

* Open framework agreements are based on renewed competitive bidding and SIPU is one of several providers who compete for each new call-off on technical and financial grounds. The process requires a formal procurement procedure from Sida’s side, but far less complex than open tenders.

** In the ranked framework agreements, the highest ranked provider receives the first opportunity to make an acceptable offer on a request from Sida. If no. 1 cannot do this or is in a conflict of interest, the opportunity passes to the next provider.

Name

Democracy and Public Administration (Open Framework Agreement)*

Private Sector Development (Ranked Framework Agreement)**

Infrastructure and Urban Development (Ranked)**

Evaluation (Ranked)**

Gender (Open)*

Area

Public Financial Management, Public Administration, Local Democracy, Political Institutions and Rule of Law

Private Sector Development, Trade-related Cooperation, Financial Systems and Financing

Water, Energy, Urban Development, Transport

Reviews, Evaluations and Advisory Services on Results Framework

Reviews, Evaluations and Advisory Services on Results Framework

Limitations on individual call-offs

Max 9 person months over a period of three years.

Max 1.2 million SEK.



Max 9 person months over a period of three years.

Contract Number and Period

C61143/F61011 Until 2015-01-31

C61157/F61021 Until 2014-05-31

C61154 Until 2015-05-31

C01547 Until 2015-04-10

F00080/C84012

Until 2014-10-06

SIPU Contact person

Pontus Förberg [email protected]

Daniel Gronvius [email protected]

Tim Greenhow [email protected]

Viktoria Hildenwall [email protected]

Lucia Acosta [email protected]

the Ministry of Education, Science and Technology produced a sectoral progress report and an aide memoire setting out policy priorities for 2013–2014.”

European Commission Kosovo 2013, Progress Report

Here, SIPU’s involvement focuses around our extensive understanding and long experience of supporting organisations – to create a sustainable Local Government Institute that will be able to “stand on its own feet” long after SIPU withdraws.

In all of the projects we make full use of the SIPU cross-sectorial dimensions: we have a wide and deep knowledge of capacity building, corruption, gender, sustainable planning, and institutional development, which together make real and lasting organisational development possible.

Local Government and Urban Development:

Sustainability and transparency of government at local level and in urban areas

SIPU’s long experience in developing organisational capacity takes on a specific form in urban and local level related issues. “On the ground” we suddenly come across a completely new set of issues, often related to local governments’ lack of, or inefficient delivery of, specific services, infrastructure or urban planning.

In these situations SIPU’s focus lies in capacity building and institutional strength-ening, and in enabling governments to be able to support themselves and to give the civil servants the right tools to keep developing.

A good example of this is one of our current projects in Rwanda, where SIPU is assigned to support the Local Government Institute to develop curricula for civil serv-ants, strengthening their capacity in more efficient service delivery to the people.

“ I believe in the role of institutions and their impor- tance in creating welfare for human beings. ”Karin Metell Cueva, SIPU International


Business Areas

Public Administration Reform:

Building government institutions that deliver on development The state, rule of law and accountability are the basis of political order. A strong state counterbalanced by a strong civil society helps to ensure accountability upwards as well as downwards and creates conditions for democracy to function. Political and economic institutions that are inclusive contribute to making socio- economic development sustainable, fair and equitable for all citizens. “Quality of Government” is increasingly recognized as a key factor enabling governments to deliver on development and promote the safety and happiness of citizens. To achieve this, governments need a wide range of effective and well-crafted mech-anisms and tools as well as the capacity to efficiently apply them.

SIPU supports governments to design and implement solutions that work in the real world, at local, regional and central level. We strive to take the experience of good and tested practices from around the world and support our clients to adapt them to local needs, based on a profound knowledge and respect for the local context. We have the ambition to be a valuable partner in development.

Civil Society:

Technical Assistance to Civil Society Organisations During 2013, the position of Civil Society as one of SIPU’s leading business areas was further consolidated with the awarding of a new four year contract for the Technical Assistance to Civil Society Organisations (TACSO) project.

This EU-funded project, running to some 10.5 Million Euros, works with key stakeholders in the Western Balkans and Turkey, with interventions ranging from institutional framework reforms to capacity development aimed at strengthening the role of civil society in the democratic process.

An important step in the initial phase of the project will be the transfer of established TACSO services to selected resource organisations, which in turn will take on the leadership and management of these services. An exciting new additional element in the project is the inclusion of the programme People-to-People (P2P). This set of activities offers opportunities for key people in the beneficiary countries to engage in exchange visits with institu-tions and organisations from the EU, the aim of which is to stimulate and facilitate the continued harmonisation and acces-sion process.

As a complement to this activity, SIPU is also implementing a project in Serbia funded by the EU Delegation there. The aim of this assistance project is to support the Government Office for Cooperation with Civil Society to build its capacity to act as a competent partner to civil society in Serbia. Through this intervention the EU Delegation in Serbia is also receiving support to manage grant schemes for civil society organisations.

Finally SIPU (in cooperation with NIRAS), has been assigned by the Swiss Development Cooperation (SDC) to capacitate the Civil Society Organisations in Macedonia. The four year project aims at strengthening the constituency of the CSOs by providing advice, training and grants.

We allow the client’s experiences, compe-tencies and values to determine our role as governance consultants. SIPU works at all levels in organisations, from concrete work with organisations, processes and human resources and capacity strength-ening at operational level, to management, leadership development, and institutional frameworks. We help in analysing situa-tions, finding solutions and improving work practices, to delivering public services and performing functions impartially and pro-fessionally with high quality. We have the capacity to take on a mentoring role and to be a sounding board for organisations. In other situations we may be hands-on experts, “getting things done” together with members of staff. At the other end of the spectrum we can assist with develop-ment of organisational policies that guide the way of working, govern the relation to external and internal stakeholders, and communicate essential aspects of the organisation’s vision, mission, goals, and values, as well as its obligations.

SIPU also recognizes that change and reform are difficult, time-consuming and challenging, and that the process, doing things in the right order, at the right pace, at the right time and with the right people, is just as important as the content in achieving sustainable results. SIPU can support and accompany the process


Business Areas

A SIPU evaluation is both reliable and use-ful to those who commission it. It is based on well-grounded, robust methodologies and carried out by evaluation professionals and thematic experts. Through a close dialogue with the commissioner, and by involving the main stakeholders throughout the evaluation process, we ensure the best utility of our evaluations.

We are committed to constantly improving our work, and to expanding our services across clients, thematic areas and meth-odologies. Our team has comprehensive expertise in evaluation practice and in project management, as well as across a wide range of development themes and countries – all of which guarantees quality in design and implementation of our evalu-ation projects.

For more details about how our Evaluation Unit can help your organisation/project enhance performance, please visit our website www.sipu.se.

Public Administration Reform:

Evaluation at SIPU International – helping organisations to do the right things in the right wayEvaluation has a central role to play in today’s international development coopera-tion. It is promoted as a key tool for ensuring development effectiveness, transparency and accountability in policy-making and social and organisational learning.

SIPU’s vision is to contribute to evidence- based development policy and decision making. We aim to get there by providing the insights and ideas needed to help our clients assess what works and why.

Our services span across organisational assessments, project and programme reviews and strategic and thematic evaluations:

• In 2013, we performed assessments of some 30 Swedish Civil Society Organisations (CSO) with the purpose of helping Sida select new framework and strategic partner organisations.

• In the same year, the OECD commis-sioned us to perform an evaluation of a tool for assessing the effectiveness of multilateral organisations (MOPAN).

• We are also currently evaluating the Swedish CSO Strategy from the perspective of people living in poverty and marginalisation.

combining sector expertise and skills in change management, in order to build sustainability.

SIPU is a learning organisation, as we consider this to be important in the field of governance, where ready-made “solutions” from somewhere else are abundant but rarely appropriate without careful locali-sation. Based on our solid experience in external evaluation of development activ-ities, we apply the same perspective in our own work with clients, monitoring and assessing approaches and implementation together in real time.

Evaluation:

“ I believe in the capacity of individuals to grow, change and develop organisations, society and the future. ”Daniel Stendahl, SIPU International


Business Areas

Leaders, climate change and sustainable developmentThere is an increasing need for leadership at all levels, in all sectors and in all parts of the world as the impacts of climate change become more apparent, and we enter a new period seeking to achieve sustainable development goals.

SIPU International offers services that combine support to organisational, institutional and leadership development in the areas of environmental and natural resource management, climate change adaptation, and other related issues.

The issues are complex and multifaceted. SIPU responds with a holistic approach that combines training, institutional development and relevant subject matter competence. The result is a more adaptive and transformational approach to leader-ship – a key factor necessary to meeting the future’s challenges.

People, individually and collectively, in urban as well as rural settings, are at the heart of the issues involved and will be cen-tral to the achievement of a future based on social, economic and environmental sustainability. SIPU focuses on equipping people, in particular leaders, to protect and enhance their multiple assets, deal creatively with difficult issues, and pursue desirable futures while mitigating negative impacts. Working across sectoral bounda-ries, and hierarchical levels, our approach encourages inclusion, the reduction of sectorial silos and conflicts. This helps max-imise stakeholder engagement and draw on their collective creativity and energy.

We recognise that successful change management is often built on incremental steps, so that while we take a holistic view of issues and solutions, we also provide focus on specific measures and areas in a prioritised and sequenced approach. We can also arrange study visits to demon-strate the possibilities that already exist within current technology and institutional frameworks, as a means to inspire and gen-erate new ideas for specific interventions.

SIPU can provide support through individual projects of defined length and specified

Natural Resource and Environmental Management:

scope, to generalised support through framework agreements over longer periods of time. We frequently offer services through competitive bidding, but are also able to enter into negotiated agreements. In all cases the needs of our customers are our primary concern.

SIPU has provided advanced international training in local environmental management over a 5 year period, with participants from Africa, Asia and Europe. During this time we have undertaken a sustainability review of the large industrial city of Visakhapatnam in India, supported Thailand in developing a sustainable coastal development strategy, and undertaken numerous training pro-grammes on management and leadership. We have a large network of experts in a wide variety of fields on which we draw to meet specific requirements.

Supporting inclusive economic growthEffective and efficient markets are a key driver of economic growth and have huge potential for contributing to poverty reduc-tion. The private sector is a key driver in this – providing jobs and essential goods and services, as well as being a source of government revenue. However, equitable economic developments that benefit the poor are only possible with responsive and transparent institutions.

SIPU International aims to promote inclusive economic growth by supporting the business enabling environment and institutions as well as policy and regulatory reform. SIPU has a long tradition of work-ing with public sector reform and institu-tional capacity building, and our work with private sector development is rooted in our extensive experience of capacity building for a diverse range of actors.

Through the Technical Assistance to Civil Society Organisations (TACSO) project, SIPU is a key actor in supporting social entrepreneurship in the Western Balkans, while through its Sida-funded International Programmes SIPU supports employment- generation and entrepreneurship in Sida partner countries across the globe. In 2014 SIPU is also successfully finalising a 5 year programme in Bosnia and Herzegovina to increase competitiveness in key export sectors.

Since May 2011 SIPU has been the lead contractor on Sida’s Market Development framework contract. In this capacity we have provided analysis and policy support to both Sida headquarters and Swedish Embassies working with development cooperation. Support has been provided in areas such as trade promotion, financial sector deepening, and supporting small businesses. Through this framework we have provided input to Sida country strategies, built capacity for Sida staff and supported private-public cooperation.

Market Development:

Comments from a recent leadership training event in Zambia:

“The training was unique and very useful.”

“The content was revolutionary. ”


Business Areas

Gender:

Achieving Gender Equality, Women’s Empowerment and Strengthening Development Cooperation

Gender equality is an important end in itself – it is a human rights issue and essential for long-term democratic and sustainable global development. Gender inequality is one of the main causes of poverty, so economic and political empowerment of women is not only a necessity for gender equality, it is also fundamental for achieving sustainable and inclusive economic growth.

SIPU offers pragmatic and efficient gender-approaches and methodology as an integrated part of all our projects, but also runs projects which have gender equality as the main objective. Our approach is therefore two-fold: on the one hand we work in teams where sector specific knowledge is complemented by a gender approach, method and knowledge; on the other hand we work with gender specific projects where gender awareness, gender mainstreaming and the combating of gender based violence (amongst others), are the primary objectives of the project.

Over the years SIPU has trained and strengthened over 200 gender experts in decision making roles in institutions and organisations in the field of human rights and gender equality. Each of these experts has implemented at least one change project in order to effect and change social and institutional structures that lead to increased gender equality. This means that over 200 change projects have been implemented in eleven countries.

“ I believe a responsible and qualitative service in development can only be designed with greater confidence in and engagement from local actors. ”Ludmila Ceban, SIPU International

SIPUs International Training Programmes: a unique experience tailored for individual needs, benefitting large scale organisationsSIPU has been working with Sida’s Inter-national Training Programmes (ITP) for close to ten years, educating more than 800 participants. Our main expertise is the development of pedagogical curriculums and our training of trainers where we train lecturers to use a more dynamic and inter-active approach. We also specialise in the administration of large scale trainings with activities all over the world.

ITPs are part of Sida’s bilateral development assistance, designed for key individuals who are qualified to participate in important reform processes in their locality. The programmes are meant to inspire them and also connect them with each other. Our approach to “the project for change module”, which is one of the foundations of Sida’s ITPs, is unique. Our method is based on our mentors special-ising mainly in the change process and only secondly in technicalities. The mentor

International Training Programmes:

gives advice in institutional change and acts as an incubator and coordinates each participant’s unique learning experience in Sweden, complementing it with relevant meetings and site visits.

An example of how this works in practice comes from one of our Chinese participants, who was searching for new tech-nologies for the construction of more energy efficient housing. His mentor was able to connect him with both Swedish architects designing passive housing and one of the Swedish companies building them. Inspired by Swedish technology, he redesigned an old building in China and now arranges regular site visits for build-ing entrepreneurs interested in energy efficient housing. SIPU was able to visit that house with the next group of partici-pants in the same programme and all were very impressed by what they saw.

For more information about our International Training Programmes, please visit our website at:

www.sipu.se

Contact person: Cecilia Norgren, project manager [email protected]


Annual report 2013:

Administration Report

OperationsSIPU International AB was founded in 1992 and since that time has undertaken international consulting and training for the development of, primarily, the public sector in developing and transition countries. Our largest clients are Sida and the EU. In Sweden, the Company has just over 40 employees; world-wide there was an average of 40 employees during the year. We also contract a large number of sub-consultants in order to execute short or long-term assignments. In many of the assignments, we cooperate with other Swedish, international and local consulting organisations.

In 2013 SIPU International has implemented a new business and project management system that will provide us with new opportunities for monitoring and control. After some initial difficulties, the system is now up running. Otherwise, all the company’s business units performed well and our turnover has increased compared with previous years.

Results and financial position 2013 2012 2011 2010 2009

Operating income 146 635 128 111 134 906 130 690 95 256

Profit after financial items 5 502 3 466 2 453 5 667 2 710

Balance sheet total 95 665 102 306 91 699 82 562 72 513

Equity/assets ratio (%) 18 18 19 22 24

Return on assets (%) 32 19 14 31 16

Return on equity after tax (%) 23 14 10 22 10

Change in sales (%) 14 -5 3 37 1

Average number of employees 40 62 55 55 35

Proposed appropriation of profits

Retained earnings 5 814 351

Net profit for the year 3 936 506

Total 9 750 857

The Board of Directors proposes that profits brought forward be appropriated as follows:

To be distributed to the shareholders 4 875 000

To be carried forward 4 875 857

Total 9 750 857

Board’s statement on the proposed dividend

The proposed dividend will reduce the company’s equity ratio to 13%. The equity ratio is set in light of the company’s continued profitability. The liquidity of the company is expected to be maintained at a satisfactory level.

The Board believes that the proposed dividend will not prevent the company from fulfilling its obligations in the short and long term, nor that the necessary investments will be affected. The proposed dividend can be justified with reference to what is stated in Companies Act, Chapter 17, section 3 § 2–3 (prudential rules).

Administration Report • 16

Income Statement • 17

Balance Sheet • 18

Cash Flow Statement • 19

Notes and comments • 20

The Board of Directors and Managing Director of

SIPU International AB Corporate Identity Number 556448-4771

hereby present the

Annual Report for the period 1 January – 31 December 2013


Annual Report 2013

Income StatementAmounts in kSEK

2013-01-01– 2012-01-01– Note 2013-12-31 2012-12-31

Operating income

Net sales 1, 2 142 615 126 944

Other operating income 4 020 1 167

146 635 128 111

Operating expenses

Direct project costs -106 847 -76 463

Other external expenses 2, 3 -7 775 -11 836

Personnel costs 4, 5, 6 -25 598 -33 790

Depreciation/amortisation 7 -972 -644

Other operating expenses -492 -1 104

-141 684 -123 837

Operating profit 4 951 4 274

Interest income 140 23

Interest expenses 411 -831

Profit after financial items 5 502 3 466

Appropriations 8 -228 -650

Tax -1 337 -863

Net profit for the year 3 937 1 953

Annual report 2013:


Annual Report 2013

Annual report 2013:

Balance SheetAmounts in kSEK

Note 2013-12-31 2012-12-31

Fixed assets

Intangible fixed assets

Software 7 290 –

Goodwill 7 1 448 1 574

Land and buildings

Cost of improvements, buildings 7 335 –

Tangible fixed assets

Equipment 7 518 683

Financial non-current assets

Participations in Group companies 14 238 238

Investments held as fixed assets 15 3 3

Total fixed assets 2 832 2 498

Current assets

Current receivables

Accounts receivable – trade 27 374 23 019

Current income taxes recoverable 810 1 277

Other receivables 246 716

Accrued, non-invoiced income 9 40 704 48 605

Prepaid expenses and accrued income 10 1 413 1 536

70 547 75 153

Cash and bank balances 17 22 286 24 655

Total current assets 92 833 99 808

Total assets 95 665 102 306

Equity 11

Restricted equity

Share capital (12 000 shares with a quotient value of SEK 100) 1 200 1 200

Statutory reserve 266 266

Non-restricted equity

Retained earnings 5 814 9 661

Net profit for the year 3 937 1 953

Total equity 11 217 13 080

Untaxed reserves 12 7 847 7 619

Current liabilities

Accounts payable – trade 7 912 8 583

Liabilities to Group companies 6 800 1 147

Advance payments from customers 49 460 55 169

Other current liabilities 5 662 7 505

Other interim liabilities 13 6 767 9 203

Total current liabilities 76 601 81 607

Total equity and liabilities 95 665 102 306

Memorandum items

Pledged assets 16 39 217 27 991

Contingent liabilities None None


Annual Report 2013

Annual report 2013:

Cash Flow StatementAmounts in kSEK

2013-01-01– 2012-01-01– 2013-12-31 2012-12-31

Operating activities

Operating profit before financial items 4 951 4 274

Depreciation/amortisation 973 644

Other non-cash items – 4

5 924 4 922

Interest received 72 21

Interest paid -300 -204

Repayment of debt 1 410 -627

Income tax paid -870 -1 855

Changes in working capital

Increase/decrease in work in progress 7 901 -4 503

Increase/decrease in accounts receivable – trade -4 355 -6 222

Increase/decrease in other current receivables 593 -913

Increase/decrease in accounts payable – trade -818 3 207

Increase/decrease in other current operating liabilities -4 188 5 797

Cash flow from operating activities 5 369 8 629

Investing activities

Investments in intangible fixed assets -704 -1 309

Investments in tangible fixed assets -603 -178

Sales of tangible fixed assets – 0

Investments in other financial non-current assets – -14

Disposals of other financial non-current assets -631 2

Cash flow from investing activities -1 938 -1 499

Financing activities

Increase/decrease in current financial liabilities -5 800 0

Dividend paid – -1 000

Cash flow from financing activities -5 800 -1 000

Cash flow for the year -2 369 6 130

Cash and cash equivalents at the beginning of the year 24 655 18 525

Cash and cash equivalents at year-end 22 286 24 655


Annual Report 2013

Notes and commentsAmounts in kSEK

Accounting principlesThe annual report has been prepared in accordance with the Swedish Annual Accounts Act and the general advice and guidelines of the Swedish Accounting Standards Board, with the exception of BFNAR 2008:1, Annual reports in small limited liability companies (the K2 rules). The accounting principles remain unchanged compared with the previous year. Assets and liabilities have been valued at acquisition cost, unless otherwise stated. SIPU International AB does not prepare consolidated accounts, as the Company and all of its subsidiaries are included in the consolidated accounts prepared by the superior Parent Company.

IncomeThe Company renders fixed price service assignments for which income is recognised in pace with the execution of the assignment in accordance with the percentage of completion method. Depending on the customer, the percentage of completion is determined either on the basis of the number of worked and invoiced hours/days or on the basis of delivered products (milestones). Of these two determination methods, the former is the most common. Net sales includes invoiced out-of-pocket costs.

Income taxReported income tax includes tax which is to be paid or received, regarding the current year, and adjustments concerning the previous years’ current taxes and changes in deferred tax. All income tax liabilities and assets are valued at their nominal amount according to the tax regulations and tax rates that have been decided or that have been announced and are likely to be adopted. In the case of items reported in the income statement, related tax effects are also reported in the income statement. The tax effects of items that are accounted for directly against equity are also reported directly against equity. Deferred tax is calculated according to the balance sheet method on all temporary differences arising between the reported value and the tax value of the assets and liabilities. Due to tax regulations, the Parent Company reports deferred tax liabilities on untaxed reserves as untaxed reserves.

Translation of receivables and liabilities in foreign currencyReceivables and liabilities in foreign currency are reported at the closing rate of exchange, with the exception of advance payments from customers are translated at the historical rate of exchange. Exchange rate gains and losses on receivables and liabilities relating to operations are reported under ‘Other operating income’ or ‘Other operating expenses’.

Intangible assets Goodwill is comprised of the amount by which the acquisition cost exceeds the fair value of the acquired company’s net assets on the acquisition date. Intangible fixed assets are amortised on a straight-line basis over the asset’s estimated useful life. An amortisation period of 5 years is applied for goodwill.

Tangible fixed assetsTangible fixed assets are reported at acquisition cost less depreciation. The depreciation period for depreciation according to plan is 3 years for computer equipment and 5 years for office equipment. In terms of tax treatment, the Company applies the supplementary rule.

Financial non-current assetsFinancial assets which are intended to be held over a long period of time are reported at acquisition cost. If, on balance sheet date, a financial fixed asset has a lower value than its book value, the asset is written-down to the lower amount if the decrease in value can be considered permanent.

Accounts receivable – tradeProvisions for doubtful debts have been determined on the basis of individual assessment.

Definitions of key ratiosEquity/assets ratio. Adjusted equity as a percentage of the balance sheet total.

Return on capital employed. Profit after net financial items plus financial expenses as a percentage of average capital employed. Capital employed consists of the balance sheet total less non-interest-bearing liabilities including deferred tax in untaxed reserves.

Return on equity after tax. Profit after net financial items less tax payable for the year incl. deferred tax on appropriations as a percentage of adjusted equity.

Change in sales. Change to operating income in comparison to the previous year.

OtherIn the following notes and descriptions, information in brackets refers to the previous year.

Notes and commentsAmounts in kSEK

Note 1 • Distribution of net sales per market

Region 2013 2012

Eastern Europe and NIS 45 459 57 589

Latin America 424 2 668

Africa 22 293 11 727

MENA – 1 867

Asia 10 079 297

EU 67 380 52 796

146 635 126 944

Field of activity 2013 2012

Development Consulting 107 332 93 465

International Training Programs 25 172 21 123

Training (Sweden) 14 131 11 356

146 635 126 944

The Company has included overhead expenses for SCB’s personnel administration for foreign-based personnel under sales for 2013. These expenses amount to kSEK 9 293 and have been reported under EU, above. The corresponding amount for 2012 was kSEK 7 814.

Note 2 • Purchases and sales between Group companies

2013 2012

Purchases from Group companies 966 884

Sales to Group companies – –

Note 3 • Remuneration to auditors

2013 2012

Audit engagement, PwC 179 150

Other services, PwC 49 128

228 278

Note 4 • Average number of employeesThe average number of FTEs for 2013 was 40 (62), distributed by land/region as follows. For 2012 the average number of FTEs included some subcontractors who received compensation from the company. From 2013 only employed with employment- like conditions are included.

2013 2012

Land Men Women Men Women

Sweden 15 25 16 19

Eastern Europe and NIS – – 6 15

Africa – – 3 2

Latin America – – 1 0

15 25 26 36


Annual Report 2013

Note 5 • Gender distribution among senior executives

2013 2012

Land Men Women Men Women

Board of Directors, incl. MD 3 3 3 2

Management, incl. MD 3 1 2 2

Note 6 • Personnel costs

2013 2012

Salaries and MD and MD and remuneration BoD Other BoD Other

Sweden 1 256 16 544 782 14 967

Eastern Europe and NIS – – – 4 304

Latin America – – – 1 288

Africa – – – 2 602

MENA – – – 843

1 256 16 544 782 24 004

Social security contributions

Pension costs 345 1 692 164 2 201

Other social security contributions 477 5 572 308 5 092

822 7 264 472 7 293

2 078 23 808 1 254 31 297

Salary costs for some subcontractors have prior years partially reported as salary expenses. From 2013 only salary expense under employment-like conditions are reported as personnel costs, other expenses are reported as direct project costs.

Salaries and other remuneration to the Managing Director and Board of Directors

Salaries and other remuneration to the MD and Board of Directors during 2013 amounted to kSEK 1 256 (782), of which bonus kSEK 0 (0).

Pensions and similar benefits to the Managing Director and Board of Directors

Pensions to the MD and Board of Directors during 2013 amounted to kSEK 345 (164).

Agreed severance pay

The MD has a term of notice of 6 months.

Note 7 • Intangible and tangible fixed assets

Software and Goodwill 2013-12-31 2012-12-31

Acquisition cost

Opening value 2 059 750

Purchases 704 1 309

Sales/disposals – –

Closing value 2 763 2 059

Amortisation

Opening value -485 -225

Amortisation for the year -540 -260

Sales/disposals – –

Closing value -1 025 -485

Closing residual value 1 738 1 574

Land, buildings and Inventories 2013-12-31 2012-12-31

Acquisition cost

Opening value 2 253 2 521

Purchases 603 178

Sales/disposals -256 -446

Closing value 2 600 2 253

Depreciation

Opening value -1 570 -1 628

Depreciation for the year -433 -384

Sales/disposals 256 442

Closing value -1 747 -1 570

Closing residual value 853 683

Note 8 • Appropriations

2013 2012

Reversal of tax allocation reserve 1 749 482

Transfer to tax allocation reserve -2 011 -1 090

Change in accelerated depreciation/amortisation 34 -42

-228 -650

Note 9 • Accrued, non-invoiced income

2013 2012

Accrued, non-invoiced income 40 704 48 605

40 704 48 605


Annual Report 2013

Note 10 • Prepaid expenses and accrued income

2013 2012

Prepaid insurance expenses – 207

Prepaid rental 702 514

Internal projects in progress – 529

Other prepaid expenses and accrued income 711 286

1 413 1 536

Note 11 • Change in equity Net Share Statutory Retained profit for capital reserve earnings the year Total

Opening balance 1 200 266 9 661 1 953 13 080

Adjustment of previous year’s net profit - - 1 953 -1 953 0

Dividend according to resolution of annual general meeting - - -5 800 - -5 800

Net profit for the year - - 3 937 3 937

Amount at year-end 1 200 266 5 814 3 937 11 217

Note 12 • Untaxed reserves 2013 2012

Tax allocation reserve, tax assessment year 2008 – 1 749

Tax allocation reserve, tax assessment year 2009 1 011 1 011

Tax allocation reserve, tax assessment year 2010 918 918


Tax allocation reserve, tax assessment year 2012 814 814


Tax allocation reserve, tax assessment year 2014 2 011 –

Accumulated excess depreciation 8 42

7 847 7 619

Deferred tax 1 726 1 676

The tax rate for 2013 was 22%. The tax rate for 2012 was 26.3%.

Note 13 • Accrued expenses and deferred income 2013 2012

Deferred income 197 –

Accrued project expenses 4 005 6 484

Other accrued liabilities 481 653

Holiday pay liability 832 947

Social security contributions 731 709

Special employer’s contribution on pensions 521 410

6 767 9 203

Note 14 • Participations in Group companiesName/Corporate Nominal Book Identity Number Participation value value

SIPU AB, 556446-3577 65% 68 238

Note 15 • Investments held as fixed assetsName/Corporate Nominal Book Identity Number Participation value value

FCG Ukraine LLC, 343428424, Ukraine 10% 4 3

Note 16 • Pledged assets 2013 2012

Assets pledged for guarantees (Tacso I and II) 37 067 19 491

Assets pledged for guarantee (CSO Gov Office Serbia) 2 150 –

Floating charges – 8 500

39 217 27 991

Note 17 • Bank overdraft facilitiesUnused bank overdraft facilities amounting to 7 MSEK.

Stockholm, 13 March 2014

Anders Olin Ari Kolehmainen Anette Vaini-Antila MD Chairman

Katrina Harjuhahto-Madetoja Merja Ritamo Åke Sahlin employee representative

Our audit report was presented on March 2014 Öhrlings PricewaterhouseCoopers AB Birgitta Bjelkberg Authorized Public Accountant


Our corporate family

Our corporate family:

SIPU International is one of seven international subsidiaries of FCG – Finnish Consulting Group, a multi-industry consulting company operating worldwide.

FCG provides services related to the development of public services, management consulting, multi-sector training and urban planning, as well as building and renovation construction. The Group’s client base consists of a wide spectrum of both private and public sector organisations. More than 40% of FCG’s turnover comes from inter-national operations.

FCG’s strategy is to provide services tailored to meet the specific needs and requirements of FCG’s various clients. This is done by combining core project management capabilities with substance expertise, in cooperation with a variety of expert organisations glob-ally. These partnerships include universities and other educational establishments, economic and social research organisations, public sector organisations, private consultancies and other companies, NGOs and independent consultants.

FCG have been involved in creating well-being in more than 5 000 projects across the world with the experience of implementing com-plex, large-scale development projects in all our main sectors.

The turnover of 2013 was 70,3 million Euros for FCG. The number of FCG Group’s employees is approximately 725. The Managing Director of FCG is Mr. Ari Kolehmainen, M.Sc. (Adm.). FCG is owned by the Association of Finnish Local and Regional Authorities.

FCG’s international subsidiaries are:

• FCG Anzdec Ltd, New Zealand

• Invicta AS, Estonia

• Finnish Consulting Group SRL, Romania

• SIPU International AB, Sweden

• POVVIK AD, Bulgaria.

The domestic subsidiaries in Finland are:

• FCG Training Ltd

• FCG Consulting Ltd

• FCG Design and Engineering Ltd

• FCG Knowledge Management Ltd

• FCG International Ltd.

FCG – Working for well-being

FCG’s subsidiaries operate directly under the parent company.

SIPU International AB

Postal address: Box 45113 SE–104 30 Stockholm, Sweden Visiting address: Dalagatan 7

e-mail: [email protected]

Phone: +46 (0)8 698 06 00 Fax: +46 (0)8 698 06 10

www.sipuinternational.se

Our history:

1979 SIPU is established as the central public agency for training of civil servants

1981 SIPU’s first step on the international arena is taken in Sub-Saharan Africa: Botswana

1990 SIPU starts working in Eastern Europe in a series of projects addressing the transition process in the Baltic countries and Russia

1991 A cooperation between SIPU and The Mongolian Institute of Administration is established as SIPU’s first project in Asia

1992 The public agency SIPU is privatised and SIPU International AB is established

2001 The first project in Latin America is started in El Salvador

2007 SIPU International AB joins FCG Group 2010 SIPU International AB starts providing professional training in Sweden

2012 SIPU proudly looks back at 20 years as a private company

BJÖ

RK

MA

N &

MIT

CH

EL

L A

B

sipu annual report 2013

Documents

learning organisation

core of capacity development

organisational capacity

organisational development

changewith learning

performanceat sipu

training organisation

increased capacity