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Profile of registrant

SNV - NETHERLANDS DEVELOPMENT ORGANISATION

Identification number in the register: 44500914986-91
Registration date: 14/01/11 10:50:45

The information on this organisation was last modified on 02/01/14 16:35:53
The date of the last annual update was 02/01/14 16:35:53


Registrant : Organisation or self-employed individual

Name/company name: SNV - NETHERLANDS DEVELOPMENT ORGANISATION
Acronym: SNV
Legal status: Private Law Body
Website address: http://www.snvworld.org

Sections

Section: III - Non-governmental organisations
and more precisely: Non-governmental organisations, platforms and networks and similar

Person with legal responsibility

Surname, Name: Mr  Allert van den Ham
Position: Director/President

Permanent person in charge of EU relations

Surname, Name: Mr  Hans Heijdra
Position: Business Development

Contact details:

Contact details of organisation's head office: 5 Dr. Kuyperstraat 
The Hague 2514 BA
NETHERLANDS
Telephone number: (+31) 70 3440244
Fax number: (+) 
Other contact information:

Goals / remit

Goals / remit of the organisation: Our core business is capacity development “to support local actors to strengthen their performance in realising poverty reduction and good governance”. In addition, over the next nine years we have the ambition “to systematically strengthen the in-country ability for capacity development for impact”. For that we will engage much more strongly with local capacity builders.

For SNV, capacity is the power of a human system (be it an individual, organisation, network of actors or a sector) to perform, sustain itself and self-renew in the face of real-life challenges and ambitions. It is about empowerment AND impacts. They go together.

More than ever before we emphasise that our ambition to help enhance the performance of local actors aims to contribute to impact: tangible poverty reduction and governance results. We have the confidence to make that explicit and place our capacity development efforts within wider development ambitions: in specific basic services sectors or value chains in the country concerned. We fully realise that impact is achieved by our clients and partners and not by us.

We focus on capacity development of and with meso-level actors and processes as they are uniquely positioned to help achieve impact and improve governance. Our support has 4 essential characteristics. It is informed by a strategic understanding of the sector or theme concerned and is both demand-driven and impact-oriented. Secondly we combine thematic and change expertise. Thirdly, we usually support change processes over longer periods in a variety of forms responding to the needs and progress of the client or client grouping. And finally, in doing so we help to link actors and ‘levels’ (micro-meso-macro) around an issue and help strengthen the wider ‘actor constellation’.

Our capacity development services usually combine several of the following components: a) diagnosis, b) organisational development, c) network and partnership development, and d) institutional development. For a specific sector or theme, this general approach is translated in specific products or services and packages of methodologies that we offer to our clients. Products and services combine SNVs general approach to capacity development with specific thematic or sectoral knowledge. SNV Corporate will set overall frameworks relating to SNV practice and capacity development approach, including broad categories of capacity development services. Within that, products and services are to be shaped, defined and tailor-made to specific regional and country dynamics.
The organisation's fields of interests are:
  • global

Number of persons engaged in activities falling under the scope of the Transparency Register

Number of persons: 900
Complementary information:

Persons accredited for access to European Parliament premises

No accredited persons

Activities

Main EU initiatives covered the year before by activities falling under the scope of the Transparency Register:


Starting out in the Netherlands more than 40 years ago, we now work in 36 of the poorest countries worldwide. Our global team of local and international advisors work with local partners to equip communities, businesses and organisations with the tools, knowledge and connections they need to increase their incomes and gain access to basic services - empowering them to break the cycle of poverty and guide their own development. We help to alleviate poverty by focusing on increasing people's income and employment opportunities in specific productive sectors, as well as improving their access to basic services. By sharing our specialist expertise in Agriculture, Renewable Energy, and Water, Sanitation & Hygiene, we contribute to solving some of the leading problems facing the world today – helping to find local solutions to global challenges and sowing the seeds of lasting change.
SNV aims to make a lasting difference by developing local capacities, strengthening governance systems, and making markets work for the poor. SNV is result driven and will measurably improve the quality of life of approximately 40 million of the world’s poorest people in the period 2011-2015.

Advisory services: Creating effective solutions with local impact
The key practices SNV deploys are Value Chain Development, Inclusive Business, Impact Investment, and Inclusive Policy Development. Specific services in VCD include value chain financing, strengthening business service providers, market intelligence, Sustainable production and effective public policy management. Other selected key practices SNV deploys include Inclusive Business (inclusion of low-income communities within the value chains) Impact Investing Advisory Services (connecting social investors to opportunities in emerging markets, with a focus on financing the ‘missing middle’) and Inclusive Policy Development, targeted to secure access of smallholders to key assets and natural resources enabling them to respond to market opportunities and guarantee food security.

Knowledge networking: Developing, sharing and leveraging knowledge
SNV’s long presence in the field and our on-going advisory work with more than 1,000 local organisations are fertile sources of knowledge and insight. Through studies, analysis of trends, effective M&E systems and practices and documentation we consciously validate and leverage the use of knowledge. SNV has established a wide, global knowledge network on agriculture involving partners, clients, stakeholders and professionals.

Evidence-based advocacy: enabling environments for effective solutions with local impact.
SNV joins forces with governments, the private sector and civil society to enrich policy debate and development. Through offering facts, data and analysis based on real-life practices, we provide options that match the interests of a wide range of stakeholders SNV engages with, such as Smallholder farmers, SME’s, businesses, global companies, governments and civil society.

Fields of interest for e-mail alerts on consultations and roadmaps;

Fields declared by the organisation:
  • Agriculture and Rural Development
  • Budget
  • Climate Action
  • Development
  • Energy
  • Environment
  • External Relations
  • Fisheries and Aquaculture

Structure

Total number of members that are natural persons: 6
Number of member organisations:
Member organisations (Number of members) :
The organisation has members/is represented in the following country(countries):
  • NETHERLANDS

  • BANGLADESH
  • BENIN
  • BHUTAN
  • BOLIVIA
  • BURKINA FASO
  • CAMBODIA
  • CAMEROON
  • CONGO, DEMOCRATIC REPUBLIC OF
  • COSTA RICA
  • ECUADOR
  • ETHIOPIA
  • GHANA
  • GUINEA BISSAU
  • HONDURAS
  • INDONESIA
  • KENYA
  • LAOS, PEOPLE'S DEMOCRATIC REPUBLIC
  • MALI
  • MOZAMBIQUE
  • NEPAL
  • NICARAGUA
  • NIGER
  • PAKISTAN
  • PERU
  • RUANDA
  • SOUTH SUDAN
  • TANZANIA, UNITED RE UBLIC OF
  • UGANDA
  • VIETNAM
  • ZAMBIA
  • ZIMBABWE
Complementary information:

Networking

Information on (i) organisation's membership of any associations/federations/confederations or (ii) relationships to other bodies in formal or informal networks.




Our core business
Our core business is capacity development “to support local actors to strengthen their performance in realising poverty reduction and good governance”. In addition, over the next nine years we have the ambition “to systematically strengthen the in-country ability for capacity development for impact”. For that we will engage much more strongly with local capacity builders.

For SNV, capacity is the power of a human system (be it an individual, organisation, network of actors or a sector) to perform, sustain itself and self-renew in the face of real-life challenges and ambitions. It is about empowerment AND impacts. They go together.

More than ever before we emphasise that our ambition to help enhance the performance of local actors aims to contribute to impact: tangible poverty reduction and governance results. We have the confidence to make that explicit and place our capacity development efforts within wider development ambitions: in specific basic services sectors or value chains in the country concerned. We fully realise that impact is achieved by our clients and partners and not by us.

We focus on capacity development of and with meso-level actors and processes as they are uniquely positioned to help achieve impact and improve governance. Our support has 4 essential characteristics. It is informed by a strategic understanding of the sector or theme concerned and is both demand-driven and impact-oriented. Secondly we combine thematic and change expertise. Thirdly, we usually support change processes over longer periods in a variety of forms responding to the needs and progress of the client or client grouping. And finally, in doing so we help to link actors and ‘levels’ (micro-meso-macro) around an issue and help strengthen the wider ‘actor constellation’.

Our capacity development services usually combine several of the following components: a) diagnosis, b) organisational development, c) network and partnership development, and d) institutional development. For a specific sector or theme, this general approach is translated in specific products or services and packages of methodologies that we offer to our clients. Products and services combine SNVs general approach to capacity development with specific thematic or sectoral knowledge. SNV Corporate will set overall frameworks relating to SNV practice and capacity development approach, including broad categories of capacity development services. Within that, products and services are to be shaped, defined and tailor-made to specific regional and country dynamics.

Financial data

Financial year: 01/2012 - 12/2012
Total budget: 103,717,072
of which public financing: 103,717,072
- from European sources:
- Procurement:
- Grants:
- from national sources: 103,717,072
- from local/regional sources:
from other sources:
- donations:
- contributions from members:
Estimated costs to the organisation directly related to representing interests to EU institutions in that year: < 50000  €
Other (financial) information provided by the organisation:

Funding: core subsidy, resource mobilisation and visioning
We appreciate the very significant core-subsidy from the Ministry for Development Cooperation of the Netherlands, as an expression of the importance of our work and the dedication with which we do it. This allows us to serve clients that are essential actors in development but are not able to buy advisory services and other support at commercial rates.

In the coming years we are seriously stepping-up our ambition to diversify and broaden our funding base whilst maintaining the integrity and coherence of our strategy. We believe that in doing so we can substantially scale-up the outreach of our expertise and thus our contribution to impact.

Diversifying our finances is also likely to be a driver for innovation, quality and performance. In relation to resource mobilisation, we will explore possibilities for new business models. New players, development cooperation models and forms of finance are expected to present opportunities here. Resource mobilisation is a relatively new challenge for SNV that we want to deal with consciously. Therefore we see development in three stages:
• Continue on the current path in gaining experience, and exploring and seizing opportunities and modalities to get a sense of what is realistic and fits best with SNVs identity and strategy;
• Scale-up and realise significant achievement on the ambitions set;
• Continue mobilisation, draw conclusions for the future; sharpen business model and prepare for period beyond 2015.

The timeline will be somewhat different between regions. The challenges regarding additional resource mobilisation are imminent for SNV activities in Latin America in view of the projected decline of core subsidy to those regions. SNV staff is currently undertaking visioning exercises that intend to lay the foundations for continued SNV presence and contribution to impact in the regions concerned. The development of and experimentation with alternative business models is a real option under consideration, placing the teams in Latin America explicitly in the vanguard in inspiring the rest of the organisation.

Code of conduct

By its registration the organisation has signed the Transparency Register Code of Conduct.