July 18, 2015 cwfe010

2014 Annual Report

Dear Friends and Supporters,

2014 was an important year in Clean Water For Everyone’s (CWFE) continuing evolution. The leadership team recognized that a change in operational approach was necessary to ensure long term sustainable growth. This recognition was grounded in two key facts: 1) competition amongst water focused charities for limited donor dollars is fierce, and 2) the world’s poor are willing and able to pay for essential services like water and sanitation if innovative financing mechanisms are put in place to support their needs. CWFE is now transitioning away from its charity roots towards a social enterprise model that emphasizes service delivery in exchange for nominal daily fees. This revised model results in income streams that help cover up-front investment outlays: it also instills a sense of community ownership in the infrastructure we install. We have successfully piloted our new model in Ghana via a Clinton Global Initiative Commitment to Action, and are looking to scale our approach in the coming years.

CWFE is still a young organization, and we know we have a lot of “growing up” to do. That said, we aspire to be “best in class,” and we can only attain this state by adopting a collective culture that demands continuous improvement. Our commitment to excellence is reflected in the format of this annual report, which is closely aligned with a reporting framework promulgated by the International Integrated Reporting Council. Integrated Reporting promotes a more cohesive and efficient approach to annual reporting and aims to improve the quality of information available to providers of funds to enable a more efficient and productive allocation of capital. The document contains six distinct sections that address the following questions:

  1. What does the organization do and what are the circumstances under which it operates?
  2. How does the organization’s governance structure support its ability to create a positive impact?
  3. What is the organization’s operational model?
  4. What are the specific risks and opportunities that affect the organization’s ability to create positive outcomes, and how is the organization dealing with them?
  5. Where does the organization want to go and how does it intend to get there?
  6. What has the organization achieved during the period?

I hope you enjoy reading about CWFE’s progress, and I thank you for your continued support.


Abbey Wemimo
CWFE, Chief Executive Officer

Download Report:

CWFE 2014 Annual Report