D N A L ER D care ANLEREPORT and
ANNU AL STATEMENTS FINANC0I12 - June 30, 2013 July 1, 2
“ I want the life i had back.” ) Huda (11 years, Syria
2 CARE ANNUAL REPORT
Mission st atement
, y t i n g i d g n Defendi ting poverty figh
We are CAR E.
âœą1
We defend We are co human dign nvinced t ity. hat all p to reboun eople hav d after a e inner s disaster, solutions trength. to adapt . The str The stren a n d e gth n d g e t vise crea h to impr and selftive ove the w confidenc o e r . l d, with t The stren the face enacity gth to se of advers ek out op ity - opp activitie portuniti ortunitie s, make p es in s to cont lans, bui inue to u ld up and n d e r take r ebuild on So as to r ce again. ise more o ften than Embracing fall. this conv iction, w people by e desire providing to bring them with their liv out the b the tools es and by est in they need fighting together to improv poverty t will we h e ogether. ave suffic Our goal Only by w ient powe therefore orking r t o b i ring abou s to achi small and t change. eve the m major phi ost dedic lanthropi committed a t e d s t network o s , world cit collabora f izens and tive powe structura r e s ff , communi lly contr ective in ties, ibute to i t i atives, w a life of hich toge d i g t n her i t y for all Driven. Re . sourceful. Decisive. Our role in this n Competent. etwork is Transnatio a motivat that of a or and fa nal. g u i c d i e l , i t hence off a link in ator. An ers intel o t r he chain, g a nization ligent so monitors that unit lutions. social de e s people an An organi velopment d bring abo zation th s worldwi ut true c a t c losely d e . An organi hange, an Helping e zation th d perseve ven the p at can res where oorest of control o o t h e rs withdr t h e poor affi ver impro aw. rm their ving thei dignity a r lives. nd regain We work i n the pro found bel something ief that to each o we all ca ther and, other reb n and mus as a resu ound. Any t mean l t , t i c m a e n continu in Bujumb and every e ura, Balo w to help e h e r e, no mat chistan o ach ter wheth r Bergen e r you live Binnen.
Contents Chapter 1 CARE
Chapter 3 Communication and advocacy
1.1 Vision and mission 09 1.2 Objects set forth in the Articles 09 1.3 International organization 09 1.4 History of CARE Nederland 14 1.5 The CARE Nederland operating environment 15 1.6 Policy and strategy 16 1.7 Operational objectives 17 1.8 CARE Nederland results 18 1.9 Quality marks and codes of conduct 21
3.1 Introduction 3.1.1 Communication objectives 3.1.2 Communication target groups 3.1.3 Communication mix 3.2 Advocacy 3.2.1 Objective 3.2.2 Target group 3.2.3 Media mix 3.2.4 Highlights in the 2013 financial year
Chapter 2 Programs and collaborations
Chapter 4 Fund-raising
2.1 Programs 23 2.2 Collaborations 23 2.3 Disaster risk reduction 24 2.3.1 Key objectives 24 2.3.2 Programs 24 2.3.3 Successes and dilemmas 24 2.3.4 Emergency aid 26 2.3.5 Disaster Risk Reduction in practice - 27 the Philippines 2.3.6 Overview of Disaster Risk Reduction programs 30 2.4 Peacebuilding 34 2.4.1 Objectives 34 2.4.2 Programs 35 2.4.3 Successes and dilemmas 35 2.4.4 Emergency aid 36 2.4.5 Peacebuilding - 37 Democratic Republic of Congo 2.4.6 Overview of Peacebuilding programs 40
4.1 Institutional donors 49 4.1.1 European Commission 49 4.1.2 Ministry of Foreign Affairs 49 4.2 Private donors 50 4.3 Corporate relations, partners and foundations 51
4 CARE ANNUAL REPORT
43 43 43 43 45 45 46 46 46
Chapter 5 Outlook
53
Chapter 6 2012-2013 Financial statements
56
Appendices Appendix 1 Specification of non-private donors Appendix 2 Specification of SHO funds spent Appendix 3 Supervisory Board, Management Board and personnel Appendix 4 Supervisory Board Appendix 5 Supervisory Board duties Appendix 6 Advisory Council Appendix 7 Accountability statement Appendix 8 Organization chart
77 78 82 84 86 87 88 90
Colofon Editorial CARE Nederland/ Marjolein Valk Publication CARE Nederland Design 3ManDesign.nl Photography CARE International Printing Hegadruk
General information Name under Stichting CARE Nederland the Articles Corporate domicile The Hague Address Parkstraat 21 Telephone number +31 70 310 50 50 Legal form A foundation under Dutch law Chamber of Com- The Articles were filed on 2 merce registration December 1993 under number 41158230 Latest amendment 12 April 2013 to the Articles Member of CARE International Confederation, established in Geneva, Switzerland. Cover photograph Dear World on behalf of CARE
âœą1
Foreword CARE Nederland supported 53 projects and reached over 13 million people! I am pleased to present you our Annual Report for the 2013 financial year (July 1, 2012 - June 30, 2013). The Annual Report contains an account of all the activities carried out by CARE Nederland in the Netherlands and abroad. In it you can read what spurs us, the successes we achieved and the dilemmas we faced. The 2013 financial year was a dynamic year; the economic recession endured, the press and the public remained unabatedly critical about charities, the second Rutte government took office engendering a new political environment and the humanitarian disaster unfolded in Syria. CARE Nederland responded by placing greater priority on working to more effectively influence policy as well as fund-raising and by creating more focus in our program strategy. We undertook preparations to merge our two program teams, established a dedicated advocacy team and strengthened our marketing team. There are a number of figures I would like to share with you. In the past financial year we reached 13 million aid beneficiaries through the 53 programs we conducted in 31 countries. The people we reached are mostly those who, often as a result of disasters and conflicts, live in extreme poverty and have fled their country, or those who are attempting to rebuild their lives after a natural or man-made disaster, or a conflict.
CARE Nederland always perseveres, steadfastly and resolutely, abiding by the philosophy set out in our Mission Statement. We strongly believe in the importance of human dignity and people’s inner strength to help them persevere under difficult circumstances. We fight poverty together, nudging people in the right direction to help them rebound. We are fortunate in being able to rely on the support of a number of major donors, such as the Ministry of Foreign Affairs, the European Union and Nationale Postcode Loterij. We also receive donations from a number of organizations and businesses, plus a host of private donors who remain strongly committed to our activities. The support we receive enables us to carry out our work, and this is imperative. On behalf of CARE Nederland I wish to thank you sincerely for your support.
Guus Eskens Director CARE Nederland
CARE ANNUAL REPORT 5
Summary CARE International is a confederation of 13 members, among them CARE Nederland. The 13 members conduct programs centering on emergency aid, fighting poverty, education, climate change, health, nutrition, drinking water facilities, hygiene and women’s empowerment. CARE’s work furthermore involves influencing political policy, establishing collaborations with organizations, fund-raising and providing information about development cooperation. In the 2012 financial year CARE International was active in 84 countries in which it supported 997 projects reaching 83 million people.
In the past financial year we carried out 16 ongoing projects and initiated 14 new projects themed around disaster risk reduction reaching over nine million people in total. In respect of the peacebuilding theme, we undertook 12 ongoing projects and initiated eight new projects, reaching almost four million aid beneficiaries.
The programs carried out by CARE Nederland embrace two core themes - disaster risk reduction and peacebuilding. In addition, CARE Nederland provides acute emergency aid. Our emergency aid activities are coordinated under the theme of both disaster risk reduction and peacebuilding and integrated into our existing and new programs as far as possible. CARE Nederland is involved in a number of collaborations, working groups and platforms.
CARE Nederland seeks a world filled with hope, tolerance and social justice, in which there is no poverty, and where people can live in dignity and security 6 CARE ANNUAL REPORT
In their programs the Disaster Risk Reduction and Peacebuilding teams both place significant focus on equal rights for both sexes and women’s empowerment, since research has shown that reconstruction progresses faster, more successfully and fairly if greater emphasis is placed on strengthening the position of women in civil society and in administration (women’s empowerment).
In the 2013 financial year, for efficiency reasons we undertook preparations for an organizational change. Our two Disaster Risk Reduction and Peacebuilding teams are to merge into one program team that will operate under the name of ‘Resilience’ with effect from the 2014 financial year. A dedicated Advocacy team was also established in the past financial year with the remit to seek increased attention from Dutch policymakers for the themes of women, peace and security. On the international stage, too, CARE Nederland aimed to influence policy by contributing to improving the lobbying capacity of local organizations and by regularly teaming up with other CARE members. Our Marketing and Communication team was strengthened in the 2013 financial year. The new team worked on developing the strategic positioning and branding of CARE Nederland, increasing the organization’s visibility, providing information, establishing collaborative initiatives with organizations and further cementing loyalty among existing donors. In conclusion, CARE Nederland can only conduct its programs thanks to the funds received from institutional donors, such as the European Commission and the Ministry of Foreign Affairs, the proceeds from fund-raising activities and contributions from corporate relations, foundations and partners, among them Nationale Postcode Loterij.
Expenditure per theme
1,4%
Source of financing
1,7%
7,4% 16,2% 13,9%
29,4%
67,5%
62,5%
Source of financing Theme Expenditure ■ Ministry of Foreign Affairs ■ Disaster risk reduction 517,935 ■ Peacebuilding 20,989,383 ■ European Commission ■ Other donors ■ Emergency aid 9,154,138 ■ Own resources ■ Information services 449,331 Total expenditure Total 31,110,787
Total 5,024,732 19,453,351 4,325,720 2,306,982 31,110,785
CARE ANNUAL REPORT 7
Children of mothers who have attended school are 50%
more likely
to reach the age of 5.
xxxxx
8 CARE ANNUAL REPORT
CARE 1.1 Vision and Mission Vision CARE Nederland seeks a world of hope, tolerance and social justice where poverty has been overcome and where people can live with dignity and in security. CARE aims to be a global force and a partner of choice within a worldwide movement dedicated to ending poverty; known everywhere for our unshakable commitment to the dignity of people.
Mission CARE Nederland helps to increase the resilience of communities made vulnerable by natural disasters and violent conflicts by ensuring their basic needs are met and contributing to sustainable solutions.
1.2
Objects set forth in the Articles
The objects of CARE Nederland are as follows: a. To support people in life-threatening situations arising from natural disasters and/or the atrocities of war. The organization is mainly engaged in providing emergency aid following natural disasters, refugee aid, aid for reconstruction efforts in war-torn countries and disaster management. b. To inform the Dutch population about (the causes) of conflicts and disasters throughout the world and how the organization supports people during reconstruction efforts.
c. T o lobby for its causes as well as for taking appropriate effective measures vis-à-vis the relevant individuals and organizations.
1.3
International organization
History CARE was founded in 1945 in the aftermath of World War II by 22 American charities for the purpose of distributing millions of emergency relief packages to victims of war-torn Europe. When recovery of the economies of the former war-torn countries set in, CARE’s focus shifted from Europe to the problems facing developing countries. From 1960 CARE was primarily involved in health programs, and in the decades that followed it focused mainly on famine in Africa. CARE has since evolved into the world’s largest development and aid organization fighting poverty and its causes worldwide.
The confederation CARE International is a confederation comprising 13 members, among them CARE Nederland. The 13 members carry out programs centering on delivering relief in emergencies, poverty reduction, education, climate change, health, nutrition, drinking water facilities, hygiene, women’s empowerment and influencing political policy. The members of CARE International are independent organizations, each with their own governing body and/
✱1
or Supervisory Board. A code of conduct - the CARE International Code - governs collaboration among the confederation’s members. The confederation has a secretariat which supports both the organization and the CARE International Board. The secretariat is based in Geneva.
CARE Nederland is represented on the Board of CARE International, on various committees and working groups. The committees advise the Board on topics such as management activities, finance and employee safety. Among other activities, the working groups focus on mutually coordinating policy in the areas of programs, advocacy, communication and fund-raising.
What we've achieved: CARE works in
84 countries
supporting over 997 projects to reach more than
83 million people
CARE ANNUAL REPORT 9
What CARE International achieved in the 2013 financial year
facilities, raising quality standards and reinstating productive, traditional farming methods.
Food security
Education
In the past financial year CARE improved food security for 2.5 million people by providing food aid and through the intensification of sustainable agriculture.
Through CARE’s efforts, 2.3 million people were able to go to school and/or received better education.
Agriculture
In the past year CARE reached three million children through their parents by providing information about improving their health and nutrition.
CARE helped over 2.2 million farmers and their communities improve their productivity by supplying irrigation
Health and child nutrition
Health of mothers and expectant mothers CARE provided information to and helped over 49 million people improve the health of mothers and expectant mothers in the past year.
Health care CARE’s efforts enabled almost ten million people to gain access to health care, providing them greater protection against HIV, tuberculosis and other diseases.
Water, sanitation and hygiene CARE helped 1.5 million people install sustainable drinking water and sanitary facilities and improve hygiene.
Climate change
When a girl attends school, she is helping not just herself, but also
her community and her country
10 CARE ANNUAL REPORT
CARE helped more than 355,000 people adapt better to the effects of climate change.
Emergency aid In the past year CARE provided food aid to nearly 2.4 million actual or potential victims of disasters and conflicts, and distributed relief supplies to 648,000 people. Aside from this, CARE provided education to 285,000 child refugees and shelter to 166,000 people. CARE also helped 565,000 people to build a new life while 2.4 million people benefited from the disaster risk reduction activities carried out by CARE, preparing them better for the future and enabling them to protect themselves against disasters and conflicts. Food aid centered on groups suffering disproportionately from the effects of disasters and conflicts women, children and the elderly.
✱1 CARE responds to the emergency situations of today and helps people to prepare for the emergency situations of tomorrow Women’s Empowerment Working on equal rights for men and women features prominently in the activities carried out by CARE. In the past year CARE reached over two million women and men, providing them with information and the means to bolster women’s empowerment. Intensifying solidarity and preventing sexual violence plays a key role in these programs.
Advocacy In broad terms, advocacy is geared towards improving the legal status of poverty-stricken population groups, with a special focus on gender equality and improving the circumstances which are the root cause of poverty. Advocacy occurs at the local, regional, national as well as international level. Advocacy played a key role in at least 135 projects. Source: CARE International 2012 Annual Report CARE ANNUAL REPORT 11
80
72 76
73 79 82 74 75
83
84 71 15
81
51
8 53 40
23
33
4
3 65
41
31
20 26 27 25
21
16
39
45
59
46 6
30
54 36
12 63
19
10
the world of CARE 12 CARE ANNUAL REPORT
9
2 69
35 56
55
60 38 42
68
7
32
52
14 49
67
22
57
24 62
17
13
37
Program countries in the 2012-2013 financial year
1
77 47
44 28 5
43
34
65 50
61 11
38 29 48
18
64 70
1. Afghanistan 40. Montenegro*◆ 78. Luxembourg ★ 2. Angola 41. Morocco 79. Netherlands 3. Armenia*◆ 42. Mozambique 80. Norway 4. Azerbaijan*◆ 43. Myanmar 81. USA 5. Bangladesh 44. Nepal 6. Benin 45. Nicaragua 7. Bolivia 46. Niger CARE International 8. Bosnia & Herzegovina 47. Pakistan Affiliated members 9. Brazil 48. Papua New Guinea India** 10. Burundi 49. Peru** Peru** 11. Cambodia 50. Philippines*◆ 12. Cameroon 51. Romania*◆ CARE International 13. Chad 52. Rwanda Secretariat 14. Congo (Democratic Republic) 53. Serbia 82. Belgium (Brussels) 15. Croatia 54. Sierra Leone -- USA (New York) 16. Cuba 55. Somalia 83. Switzerland (Geneva) 17. Djibouti* 56. South Africa 18. East-Timor 57. Southern Sudan Branch offices 19. Ecuador 58. Sri Lanka 84.Czech Republic 20. Egypt 59. Sudan (branch office 21. El Salvador 60. Tanzania of CARE Austria) 22. Ethiopia 61. Thailand*** * Limited presence 23. Georgia 62. Togo ** CARE India and 24. Ghana 63. Uganda CARE Peru are both 25. Guatemala 64. Vanuatu*◆ affiliated members of 26. Haiti 65. Vietnam CARE International 27. Honduras 66. West Bank & Gaza and countries where 28. India** 67. Yemen programs take place. 29. Indonesia 68. Zambia ***CARE Thailand is both 30. Ivory Coast 69. Zimbabwe a member of 31. Jordan CARE International 32. Kenya CARE International and a country where 33. Kosovo members programs take place. 34. Laos 70. Australia ★ CARE Germany35. Lesotho 71. Austria Luxembourg is an 36. Liberia Thailand*** organization with 37. Madagascar 72. Canada offices in both Germany 38. Malawi 73. Denmark and Luxembourg 39. Mali 74. Germany ★ ◆ Limited entrance 75. France 77. Japan CARE ANNUAL REPORT 13
1.4
History of CARE Nederland
CARE Nederland’s roots lie in the Disaster Relief Agency (DRA) founded in 1993 comprising a group of development organizations in the Netherlands actively engaged in reconstruction efforts in regions afflicted by war or disasters. In the following years DRA grew increasingly independent, having a greater need to seek international collaboration and efficiency due to the scale of its operations. These developments led DRA to seek membership of the CARE International Confederation effective July 1, 2001, subsequently becoming CARE Nederland. International collaboration enables CARE Nederland to utilize the specialist expertise available in the other country offices. This allows the Dutch organization to assume a far larger international role and have a greater impact on the implementation of programs, policy discussions as well as on the political dialogue.
CARE Nederland - a dynamic organization During the 2013 financial year, for efficiency reasons preparations were undertaken for an organizational change. Our two Disaster Risk Reduction and
CARE is fighting poverty by actively contributing to the emancipation of women and children in the world's poorest regions 14 CARE ANNUAL REPORT
✱1 Peacebuilding teams are to merge into one program team that will operate under the name of ‘Resilience’ with effect from the 2014 financial year. In addition to these two program departments CARE Netherlands has two corporate departments: Marketing and Communication and Finance and HR (see also the organization chart on page 90). CARE Nederland is structurally involved in providing acute emergency relief in the event of disasters or conflicts. The Disaster Risk Reduction and Peacebuilding teams managed our emergency aid activities in the past financial year.
Core competencies The core competencies embraced by CARE Nederland epitomize CARE and the work CARE Nederland undertakes. They combine the specific knowledge and skills reflected in all the activities and in the people involved in CARE. CARE Nederland’s core competencies are as follows:
Steadfast We have been operating in regions afflicted by disasters and conflicts for many years helping to flight poverty, build community resilience while at the same time affirming people’s dignity.
Intelligent We seek to find intelligent and sustainable solutions to tackle the often complex causes of poverty.
Together Our combined strength enables us to bring about change; together with our local partners in the field and with support from donors and businesses we make a difference and structurally contribute to a life of human dignity for all. In addition, CARE Nederland distinguishes itself as follows: • by bridging emergency aid and reconstruction efforts. CARE moreover maintains a prolonged presence in disaster-stricken regions to enable us to commence reconstruction efforts immediately; • by focusing specifically on countries affected by conflicts, natural disasters and violence and working for the poverty-stricken in the most difficult locations (fragile states); • almost 70 years of experience and expertise; • a global network of local partners and vast knowledge of and confidence from local communities; • a global network of country offices which combine local presence with knowledge of the local context; • 97% of CARE’s 11,500 employees originate from the countries where we work; • we embrace the principle of people’s strength; CARE firmly believes that all people have inner strength to help them persevere in the face of adversity. Based on this conviction we want to bring out the best in people by efficaciously providing them with the tools to improve their lives and by fighting poverty together.
This unique combination of competencies and characteristics has enabled CARE to fight poverty and its causes successfully for many years and to evolve into one of the world’s largest development and aid organizations.
1.5 The CARE Nederland operating environment The circumstances in which CARE Nederland carries out its work are in a constant state of flux. To cope with these ever-changing circumstances as best as possible and generate the greatest possible impact, it is vital that we keep a close eye on developments. What were the threats and opportunities that CARE Nederland faced in the 2013 financial year?
Opportunities Technology, particularly online technology, is creating wide-ranging opportunities for informing, binding and mobilizing people. In addition, a large part of the Dutch population are still willing to donate (see also the report entitled ‘Geven in Nederland’ (‘Charitable donations in The Netherlands’). The number of businesses that pursue an active Corporate Social Responsibility Policy continues to grow, in turn, creating opportunities for entering into collaborations and partnerships with the business community. Lastly, due to its increasing collaboration with other CARE partners, CARE Nederland has access to specialist expertise and opportunities for generating greater impact. CARE ANNUAL REPORT 15
Threats The spending cuts on development cooperation by national governments and the expiry of the Ministry of Foreign Affairs Co-Financing program (MFS) without the prospect of another financing system have given rise to confusion and uncertainty about institutional fundraising. Moreover, development organizations still have an image problem among the public at large when it comes to transparency and the effective spending of funds. Lastly, as a result of the economic crisis private persons as well as companies and institutions are less inclined to make donations, and support for donating money to charities is declining.
1.6
"I dream of
a better life
– with a good house to live in,
enough food to eat, and in which the children can go to school"
Policy and strategy
International development cooperation is undergoing significant change. Emergency aid, reconstruction efforts and development are increasingly being amalgamated into an approach which addresses the overlapping subareas with an ever greater emphasis on the underlying causes of disasters and conflicts. Partly due to these changes, the presence of northern non-governmental organizations (NGOs) in the field is diminishing and activities are progressively being carried out in collaboration with other, local organizations. CARE Nederland too has responded to these developments. For the purpose of defining CARE Nederland’s long-term role in both CARE International and in the field of international emergency aid and to maintain focus on our own strategic objectives, CARE Nederland draws up a strategic plan every five years. In its 2011-2015 16 CARE ANNUAL REPORT
Strategic Plan, CARE Nederland set out the following four strategic directions: • To strengthen the resilience of vulnerable communities (disaster risk reduction). • To contribute to well-governed, peaceful and socially cohesive communities, in which people are self-sufficient and have access to basic facilities (peacebuilding). • To build and maintain strong ties with its private donors, who, like the public at large, are kept informed of development cooperation programs (fund-raising and information). • To ensure proper and effective management of support and internal control procedures (Accounting, Project Management, Quality Management, HR, IT and Planning and Control).
CARE Nederland and Corporate Social Responsibility CARE Nederland undertook to delineate a Corporate Social Responsibility (CSR) policy, which is to be implemented in the 2014 financial year. Whilst we do not yet have a formal CSR policy, CSR is reflected in numerous aspects of CARE Nederland’s operating procedures.
Planet We established a Greenfund to compensate for the CO2 emissions generated by employee air travel. The Greenfund totaled EUR 20,000 as at the end of the 2013 financial year. A plan will be drawn up in the 2014 financial year to determine how the funds in the Greenfund will be spent. Furthermore, Care Nederland pursues an active waste separation policy.
People CARE Nederland’s HR policy incorporates an active public transportation policy and working from home is encouraged. CARE Nederland additionally seeks to promote workforce diversity. The Management Board of Care Nederland holds regular consultations with the employee representation body and CARE Nederland has a volunteer procedure in place. The rights and obligations of permanent employees have been set out in Legal Status Regulations (RPR). All employees observe the program principles laid down in the CARE International Code. Lastly, CARE Nederland complies with the ISO 9001 quality standard and works in accordance with the guidelines set out in the Wijffels Good Governance Code for charity fund-raising in the Netherlands.
✱1 1.7
Operational objectives
In addition to the objects set out in the Articles, CARE Nederland defined the following operational objectives for the 2013 financial year: • B oth program teams will invest in building knowledge and expertise of disaster risk reduction and peacebuilding and raise their level of professionalism in these areas. • Investments will be made in fund-raising and in donor retention. • Both program teams will acquire in-depth knowledge of gender-related issues and, where possible, in conjunction with the private sector, will increase efforts to curb gender inequality. Gender-related activities will always be incorporated into new programs. • CARE Nederland will expand its role in the partnerships Partners for Resilience (PfR) and the Dutch Consortium for Rehabilitation (DCR). • Advocacy capacity will be strengthened by creating a separate Advocacy unit in the organization, for which purpose additional staff will be recruited.
CARE focuses on emergency aid in three key areas: food security, shelter and water & sanitation CARE ANNUAL REPORT 17
1.8 CARE Nederland results Income
Income 2013 % of total income
0.4%
0.2%
7.4% 2.6%
Income is divided into five categories: • Income from own fund-raising activities • Income from third-party campaigns • Government grants • Interest income and income from portfolio investments • Other income
Diagram Income Total income amounted to over EUR 32 million in the 2013 financial year, reflecting a 130% increase over the previous financial year. While income from our own fundraising activities has fallen and donor numbers are receding due to the protracted economic crisis, income from third-party campaigns and government grants have risen considerably. In respect of third-party campaigns, CARE Nederland became a designated Nationale Postcode Loterij beneficiary effective 2012 and consequently receives a grant of EUR 500,000 each year. CARE Nederland became a member of the Combined Aid Organizations in the Netherlands [Stichting Hulpverlenende Organisaties], (SHO “giro555”). As a result of the nationwide ‘Help Syria Now’ campaign, CARE Nederland received a contribution of over EUR 345,000 in the 2013 financial year. 18 CARE ANNUAL REPORT
89.4%
Income (in EUR) 2013 result ■ Fund-raising activities 2,394,370 ■ Income from third-party campaigns 845,715 ■ Government grants 28,798,079 ■ Interest income and income from portfolio investments 117,227 ■ Other income 46,787 Total income 32,202,178
% of total income 7.4% 2.6% 89.4 %
2012 result 2,705,183 500,000 10,702,746
% of total income 19.3% 3.6% 76.3
0.4 % 0.2 % 100%
108,890 9,515 14,026,334
0.7% 0.1% 100%
✱1 CARE Nederland was more successful in acquiring donor funds for programs in Somalia in the past financial year than in the preceding financial year. The increase is attributable to a larger number of calls for tenders by the European Union for programs in Somalia compared with other years. CARE Nederland was awarded a significant number of the tenders either independently or in conjunction with its consortium partners.
Expenditure 2013 % of total income
2%
2%
Expenditure Expenditure is divided into three categories: • Expenditure on the objective • Expenditure on income generation • Management and administration costs
Diagram Expenditure The costs incurred for income generation are almost on par with those of the previous financial year. However, these costs are lower than budgeted due to the fact that the marketing strategy was revised during the financial year and current marketing activities and the associated costs were kept to a minimum. Management and administration costs account for 2% of total expenditure. compared with 5% in the preceding financial year. This is attributable to the sharp increase in income, relative to both the budget and the previous financial year. In absolute terms, expenditure on management and administration is in line with expenditure in the previous financial year.
96%
Expenditure 2013 % of total result expenditure ■ Expenditure on the objective 31,110,787 96.0 % ■ Expenditure on income generation 632,612 2.0% ■ Management and administration costs 639,489 2.0% Total 32,382,888 100%
2012 % of total result expenditure 11,942,214 90.1% 654,458 4.9% 662,529 5.0% 13,259,201 100% CARE ANNUAL REPORT 19
Expenditure by objective 2013 % of total expenditure by objective
Diagram Expenditure by objective In total, CARE Nederland expended EUR 31 million on its objectives of disaster risk reduction, peacebuilding, emergency aid and information services (see also the table below), representing a 160% increase over the previous financial year and a 72% increase compared with the budget. The sharp increase is due to the fact that CARE Nederland was able to spend the additional financing contracts concluded with the European Union in Somalia through the CARE country office in Somalia in the financial year. This explains the sharp rise in program obligations entered into, both relative to the budget and the previous financial year.
1.4%
Expenditure by objective 2012 % of total expenditure by objective
1.7%
4.6%
14.2%
29.4%
23.0% 67.5%
58.2%
Objective Actual 2013 Actual 2012 ■ Disaster risk reduction 517,935 1,697,600 ■ Peacebuilding 20,989,383 2,744,758 ■ Emergency aid 9,154,138 6,945,264 ■ Information services 449,331 554,592 Total expenditure on the objective 31,110,787 11,942,214
20 CARE ANNUAL REPORT
✱1 Result CARE Nederland posted an operating result of EUR -180,710 for the financial year. This can be explained primarily by the accounting method applied until June 30, 2013. See also the explanatory notes in section 6.3.4 (Income and Expenditure)
Efficiency - key figures The key figures for efficiency reflect the organization’s level of efficiency.
CARE International Code CARE International and CARE Nederland are non-political and non-religious organizations. The work performed by CARE embraces several core values which are endorsed by all CARE country offices and CARE employees. They are: • I ncrease the resilience of the people we work for • Work in partnership with others, including local partners • Be transparent and take responsibility • Fight all forms of discrimination • Promote the non-violent resolution of conflicts • Seek sustainable results
Efficiency - key figures 2013 result Expenditure on the objective as a percentage of total income 96.6 % Expenditure on the objective as a percentage of total expenditure 96.1 % Expenditure on own fund-raising activities as a percentage of income from these activities 21.2 % Expenditure on management and administration as a percentage of total expenditure 2.0 %
1.9
2012 result 85.1% 90.1% 18.1% 5.0%
Quality marks and codes of conduct
CARE Nederland applied for and was awarded the CBF (Dutch Central Fund-Raising Office) quality mark in 2011. This implies that the CBF audits CARE Nederland based on a number of criteria as follows: • governance • policy • fund-raising activities, the provision of information and communication • the expenditure of funds • accountability We adhere to the 25% standard for fund-raising activities in the Netherlands, entailing that no more than 25% of
income derived from our own fund-raising activities may be spent on raising new funds over a period of three consecutive years. The percentage applicable to CARE Nederland in the past financial year was 21.2%. Furthermore CARE Nederland observes various codes of conduct, including the International Red Cross Code of Conduct, the SPHERE standards and our own code of conduct - the CARE International Code. CARE Nederland is ISO 9001-certified and works in accordance with the principles and rules set out in the Wijffels Good Governance Code for charity fund-raising in the Netherlands.
CARE ANNUAL REPORT 21
22 CARE ANNUAL REPORT
✱2
Programs and collaborations 2.1 Programs The programs conducted by CARE Nederland embrace two core themes: disaster risk reduction and peacebuilding. In addition, CARE Nederland provides acute emergency aid. Our emergency aid activities are coordinated under the theme of both disaster risk reduction and peacebuilding and are integrated into our existing and new programs as far as possible. CARE Nederland is also involved in a number of collaborations, working groups and platforms.
2.2 Collaborations Apart from its own program activities, CARE Nederland is actively engaged in a number of consortia, collaborations, working groups and platforms:
Consortia ➊ The Dutch Consortium for Rehabilitation (DCR) - a collaboration between CARE Nederland, ZOA Vluchtelingenzorg, Save the Children Fund and Healthnet TPO. The consortium aims to contribute collectively to reconstruction efforts in six conflictstricken or post-conflict countries in Africa: Burundi, the Democratic Republic of Congo, Liberia, Sudan, South Sudan and Uganda. It receives funding under the Dutch Ministry of Foreign Affairs Co-Financing System (MFS II). See also page 49 ➋ Partners for Resilience (PfR) - in addition to CARE Nederland this consortium consists of the Dutch Red Cross, Cordaid, Wetlands International and the International Red Cross/Red Crescent Climate Centre.
The members jointly carry out projects and programs relating to disaster risk reduction, climate adaptation (CCA) and ecosystem restoration (EMR) in Guatemala, Nicaragua, Mali, Ethiopia, Uganda, Kenya, India, Indonesia and the Philippines. PfR similarly receives funding under the Dutch Ministry of Foreign Affairs Co-Financing System (MFS II). See also page 49. ➌ Peace under Construction (PuC) - a reconstruction project in South Sudan and Burundi for which The Hague Academy for Local Governance and Radio La Benevolencija were contracted. PuC’s work involves fostering democratic governance in order to strengthen human security and human rights in addition to improving the social and economic prospects for young people and women in Burundi and South Sudan.
Platforms, working groups and collaborations • • • • •
• • •
•
urundi platform B Congo platform DRR (Disaster Risk Reduction) Platform The Schokland Treaty Humanity House (a museum and platform for people and organizations whose work centers on humanitarian themes) Security and Rule of Law Knowledge Platform Netherlands Water Partnership Partos (a representative association for Dutch private organizations actively engaged in international cooperation) Humanitarian Action Platform (PHA)
SHO - The Combined Aid organizations in the Netherlands
In December 2012 CARE Nederland became a member of SHO, a collaboration among 11 Dutch aid organizations. The SHO members jointly raise funds to provide aid to the victims of major humanitarian disasters. Apart from garnering as much support and raising as much money as possible, the SHO membership provides the Dutch public information about the relevant disaster and reports on expenditure of the proceeds generated by nationwide campaigns. In the 2013 financial year the SHO members jointly launched an aid campaign for the victims of conflictstricken Syria, raising EUR 4.9 million. With its share of the proceeds CARE Nederland funded aid programs for Syrian refugees.
Gender equality and women's empowerment Research has shown that reconstruction proceeds faster, more successfully and fairly if we focus more on women’s empowerment in civil society and in administration (Women’s Empowerment). Equally, it is
“ Today things are better than they were” Hanadi, Jordan
CARE ANNUAL REPORT 23
crucial to significantly improve the position of women in situations of instability, given that this is precisely when many women face a far greater risk of falling victim to discrimination and violence. The programs carried out by both the Disaster Risk Reduction team and the Peacebuilding team therefore place a strong focus on Gender Justice (equal rights for both sexes and women’s empowerment).
2.3
Disaster risk reduction
Disasters occur across the globe with a certain degree of regularity. Natural disasters are caused as a result of extreme natural phenomena, such as earthquakes, tropical cyclones and floods. The disaster risk reduction or DRR approach was adopted to help make large groups of people resilient to the effects of disasters. This approach entails systematically analyzing the cause and the impact of a disaster and promptly taking measures, where possible, to reduce the consequences of any future disasters by, for instance, developing activities aimed at increasing the disaster resilience of a specific community. The activities may relate to preventing disasters from happening (prevention), reducing the impact of disasters (mitigation) or may be geared towards helping society prepare better for disasters (preparedness). If societies are better prepared for a disaster, this will, in turn, help people to cope better with its effects. Knowledge of disaster risk reduction and emergency aid after disasters and conflicts is engrained in the DNA of 24 CARE ANNUAL REPORT
CARE Nederland, whose roots stretch back to the Disaster Relief Agency (1993). CARE Nederland has meanwhile built up a vast amount of knowledge and experience of disaster risk reduction and is working hard on establishing its position as a center of expertise within CARE International.
strengthening the DRR approaches and programs carried out by CARE International, among other things by sharing knowledge, documents and tools among CARE members and the country offices and providing assistance to help influence disaster risk reduction policy.
2.3.1 Key objectives for the 2013 financial year
In 2011 the Disaster Risk Reduction program team designated a number of focus countries/regions for its programs. The list will be updated In the 2014 financial year to reflect the new Resilience strategy that is to be formulated. The disaster risk reduction focus countries are: Bolivia, Ecuador, Peru, Central America, Madagascar, Mozambique, Liberia, Sierra Leone, Afghanistan, Pakistan, Indonesia and the Philippines, where 15 programs are currently being carried out.
In the 2013 financial year the Disaster Risk Reduction team focused on the following activities: • proceeding with its policy and strategy development activities • institutional capacity-building for CARE Nederland and its partners and continuing to expand strategic collaborations, such as Partners for Resilience • expanding its advocacy activities to generate more funds for disaster risk reduction efforts • expanding its program portfolio by including around ten new projects, 80% of which in the designated focus countries
2.3.2 Program In total, 14 new projects were initiated and 16 ongoing projects were conducted in the 2013 financial year. See pages 30-33 for the complete list. Four further projects were carried out in the Philippines, in Mali (two) and Bolivia, for which local contracts were concluded (without the agency of CARE Nederland) but which CARE Nederland supported. In January 2013, CARE Nederland established a Disaster Risk Reduction Community of Practice aimed at
Program countries
2.3.3 Successes and dilemmas While the team achieved a number of success in the 2013 financial year, it equally faced dilemmas as summarized below:
Successes • A large number of publications were issued, such as resilience guidelines and bulletins, which continue to be promoted and distributed at international events. • CARE Nederland was in a position to share its knowledge of disaster risk reduction through various platforms, more so than in previous years.
✱2 CARE works hard to provide women with access to loans and income-generating activities, to make them aware
of the importance of saving money, and to train them in the basic skills needed to run a business Dilemmas and challenges
• D ue to the divergent interests of the parties concerned, formulating joint proposals in strategic partnerships, such as ‘Partners for Resilience’, was not plain sailing. • As a result of the unsafe situation in several program countries, we were not always able to monitor and evaluate programs as often as normally required. • Since ever more disasters arise from conflicts, the disaster risk reduction approach must be expanded to incorporate a humanitarian component.
CARE ANNUAL REPORT 25
2.3.4 Emergency aid Emergency aid entails providing acute emergency relief following a natural or other disaster to save lives, reduce human suffering and protect human dignity. In the 2013
financial year we carried out six emergency aid interventions themed around disaster risk reduction in the Philippines, Syria, Jordan, Haiti and Brazil. The projects are summarized below:
➊ The Philippines
➌ Syria
➎ Brazil
Project: Bopha Context: A shortage of basic necessities arose after hurricane Bopha had struck. CARE Nederland responded by providing food, clean drinking water and shelter. Duration: July - September 2012 Budget: EUR 317,128 Number of beneficiaries: 50,640
Project: SHO Emergency Aid to Syrian Refugees Context: The conflict in Syria forced countless Syrians to flee in their own country. CARE Nederland provided emergency relief by distributing food and supplying a generator to a hospital. Duration: April - September 2013 Budget: EUR 204,197 Number of beneficiaries: 62,000
Project: Brazil Acre Emergency Response Project Context: After the floods in the Acre region the population faced a high risk of contagious diseases. CARE Nederland responded by providing emergency aid, including health care and distributing agricultural saws and tools. Duration: April - September 2012 Budget: EUR 200,000 Number of beneficiaries: 7,748
➋ The Philippines
➍ Jordan
➏ Haiti
Project: Bopha II Context: A shortage of basic necessities arose after hurricane Bopha had struck. CARE Nederland responded by providing access to food and health care. Duration: March - November 2013 Budget: EUR 2,262,037 Number of beneficiaries: 239,104
Project SHO Emergency Aid to Syrian Refugees Context: The conflict in Syria forced countless Syrians to flee in their own country. CARE Nederland provided emergency relief to refugees in Camp Azraq. Duration: April - September 2013 Budget: EUR 174,256 Number of beneficiaries: 7,000
Project: Life-saving interventions for women and girls Context: After the earthquake, countless women and girls fell victim to poor health care and genderbased violence. CARE Nederland responded by providing information, establishing community centers for women and providing health care. Duration: January 2010 - July 2013 Budget: EUR 1,684,068 Number of beneficiaries: 200,000
26 CARE ANNUAL REPORT
âœą2 2.3.5 Disaster risk reduction in practice - the Philippines Due to its geographic location in a typhoon and earthquake belt, the Philippine islands are prone to natural disasters, such as typhoons, floods, landslides, earthquakes, tsunamis and volcanic eruptions. Climate change and the environmental impact of population growth, mining and forest depletion exacerbate the risk of natural disasters The country’s vulnerability to such disasters combined with the fact that countless Filipinos live in extreme poverty means that many suffer hardship. In the Philippines, CARE Nederland provides not only emergency aid following a disaster but, as a partner in the Partners for Resilience (PfR) Consortium, also helps communities prepare better for and recover faster from new natural disasters. CARE Nederland additionally helps communities adapt to the effects of climate change, which frequently cause disasters having increasingly severe consequences. We also help communities manage and restore ecosystems and improve water management to enable them to better withstand natural disasters and the effects of climate change.
From evacuation drills to planting trees In practice, the aid we provide ranges from organizing evacuation drills at schools and in communities, forest management on mountain slopes, cleaning up and improving waterways (so that water can be more easily discharged during heavy rainfall), to contributing to developing national policy to improve the disaster preparedness of schools.
Collaboration with local governments CARE Nederland works closely with local organizations and governments who are increasingly endorsing PfR’s approach and are now putting it into practice in neighboring areas.
CARE Nederland is helping to plant mangrove forests in the Philippines CARE ANNUAL REPORT 27
Helping to reduce disasters by working to improve the environment Venie Mondejar is a farmer, leader of her community and mother of two children. She has lived in Barangay San Nicolas all her life and has personally experienced floods and other disasters that have afflicted her community. She has witnessed how the ecosystem has changed and the risk of disasters has intensified. Venie is one of the community’s most active leaders and is highly committed to PfR’s activities. “I believe that the project will really help us,” says Venie. “The training sessions and the issues we discuss during those sessions are especially relevant to our community.” Barangay San Nicolas drew up its own crisis management plan after the training sessions and meetings, and all villagers were given an opportunity to join the Disaster Risk Reduction Committee and several other committees. Venie was elected vice-chair of the Emergency Response Committee. In early 2013 Venie’s committee was responsible for an emergency response activity, distributing emergency supplies and coordinating requirements with the relevant authorities. “Not only does PfR show us how we can effectively prepare for disasters, but equally how to analyze and address problems and set priorities
28 CARE ANNUAL REPORT
accordingly, such as providing for clean drinking water and planting trees.” Venie enjoys passing on to others the knowledge she has acquired during the training sessions. She stresses that it is crucial for people to understand how they themselves can reduce the impact of disasters and climate change and how they can effectively prepare for disasters while at the same time improving the environment. “This considerably reduces the risk of disasters. If we destroy the environment as a result of logging and mining, this means that we ourselves are responsible for restoring it.” She sums Program information up,“Planting trees, separating Partners for Resilience waste properly, preventing Focus: Disaster risk reduction, mining and logging and climate adaptation and ecosystem promoting organic farming.” management and restoration Venie is determined to Target: 50,000 indirect continue the Disaster Risk beneficiaries Reduction activities PfR has Donor: Ministry of Foreign Affairs initiated in her community. Budget: EUR 6,344,256 “I look forward to better Duration: January 2011 living conditions in the years December 2015 ahead,” says Venie.
✱1
CARE ANNUAL REPORT 29
2.3.6 Overview of current Disaster Risk Reduction (DRR) programs in the 2013 financial year Countries
Project
Focus
1 2
Africa Liberia Benin
Urban/Peri-Urban Agriculture Project Sustainable development of Mangrove area
Food security aid, Self-sufficiency DRR, climate change, ecosystem management and recovery
€ 1.766.666,00 € 40.000,00
3
Mali
PADIN
Food security aid, Self-sufficiency, DRR
€ 6.000.000,00
4
Sierra Leone
Food security aid, Self-sufficiency
€ 1.639.917,00
5 6 7
America Haiti Ecuador Brazil
Sustainable agriculture development project in Koinadugu (SADEV)
Emergency aid/ DRR DRR DRR
€ 1.684.068,00 € 329.412,00 € 372.758,00
8
Guatemala
Life-saving interventions for women and girls in Haiti FOCAPRIN Building resilience and strengthening communities: DRR in action in Brazil Bio-rights: Linking community and ecosystem-based approaches to DRR
DRR, climate change, ecosystem management and recovery
€ 207.780,00
9
Brazil
Brazil Acre emergency response project
Emergency response and DRR
€ 200.000,00
10
Middle East Pakistan
Promoting Human Rights project
Promoting human rights
€ 875.255,00
Women’s Empowerment through stage-animated awareness
Women’s empowerment/ sex-related violence
WASHI-II
Emergency aid and DRR
€ 529.636,43
Yumi Redi 1
DRR and DRR preparedness
€ 589.517,00
Emergency capacity-building project, Phase II
Training of NGOs of DRR, climate adaptation, accountability and impact measurement
RESILIENCE
DRR and climate adaptation
Partners for Resilience: Climate-proof DRR
DRR, climate adaptation, ecosystem management and recovery
12
Egypt, Yemen, Jordan Asia Philippines
13
Pacific Vanatu
11
14
15 16
Miscellaneous Bolivia, Horn of Africa, Niger, Bangladesh, Indonesia Netherlands, Ethiopia, Bolivia, Indonesia Ethiopia, Philippines, Guatemala, Indonesia, Mali, Nicaragua, Uganda
30 CARE ANNUAL REPORT
Budget (in EUR)
€ 1.191.462,00
€ 12.331.546,00
€ 734.628,54 € 6.344.256,00
Total amount donated € 34.836.901,97
Donor
Number of indirect beneficiaries (envisaged)
Duration
EuropeAid Turing Foundation
12.325 6.000
Oct. 2009 - June 2013 Sept. 2011- Aug. 2012
Ministry of Foreign Affairs
252.000
Jan. 2011 - Aug. 2013
EuropeAid
12.600
Jan. 2011 - Jan. 2015
SHO ECHO ECHO
600.000 28.891 20.000
Jan. 2010 - July 2013 May 2011 - Dec. 2012 July 2011 - Sept. 2012
Humanitarian Innovation Fund (HIF)
3.500
Feb. 2012 - Oct. 2013
ECHO
23.244
April 2012 - Sept. 2012
European Institute for Democracy and Human Rights (EIDHR) EuropeAid
448.904
Feb. 2010 - May 2013
ECHO
250.514
April 2012 - Jan. 2013
ECHO
6.249
July 2011 - Jan. 2012
Bill & Melinda GATES Foundation (40%), ECHO, UKAID, USAID
(not applicable the project was geared towards training NGOs)
Aug. 2008 - Aug. 2013
EuropeAid Ministry of Foreign Affairs
11.604
800 50.000 Indirect beneficiaries 1.726.631
âœą2
March 2011 - March 2014
March 2010-March 2013 Jan. 2011-Dec. 2015
CARE ANNUAL REPORT 31
2.3.6 Overview of new Disaster Risk Reduction (DRR) programs in the 2013 financial year Countries
Project
Focus
1
Africa Benin
Sustainable development of the Mangrove area
2
America Guatemala
DRR, climate adaptation and ecosystem management and recovery DRR
€ 566.057,64
3 4
Cuba Bolivia
DRR DRR
€ 348.902,00 € 566.058,00
5
Brazil
Building disaster resilient communities in the municipalities Chichicastenango, Quiché, Guatemala. Strengthening urban seismic risk management in Santiago de Cuba Multi-country approach to strengthen effective disaster risk management capacities of public institutions, authorities and civil society in Bolivia, Brazil, Ecuador and Peru. Multi-country approach to strengthen effective disaster risk management capacities of public institutions, authorities and civil society in Bolivia, Brazil, Ecuador and Peru.
DRR
€ 423.538,00
6
Peru
DRR
€ 404.124,00
7
Ecuador
Multi-country approach to strengthen effective disaster risk management capacities of public institutions, authorities and civil society in Bolivia, Brazil, Ecuador and Peru. Multi-country approach to strengthen effective disaster risk management capacities of public institutions, authorities and civil society in Bolivia, Brazil, Ecuador and Peru.
DRR
€ 700.056,07
8
Haiti
LRRD in a Haitian urban environment.
9 10 11
Middle East Syria Jordan Syria
Humanitarian Response in Syria 2013 to Syrians. Emergency/ Assistance to Syrian refugees (in Jordan) CARE Nederland Syria emergency response
Emergency aid Emergency aid Emergency aid
€ 203.408,01 € 174.256,58 € 25.000,00
12 13 14 15
Asia Philippines Philippines Indonesia Indonesia Philippines
DRR Emergency aid DRR DRR, climate adaptation and ecosystem management and recovery Emergency aid and DRR
€ 434.376,00 € 317.128,48 € 75.395,00 € 370.550,00
16
SUBU Bopha AID Climate proof disaster risk reduction project in the Partners for Resilience Alliance BOPHA II
17
Pacific Vanatu
Yumi Redi 2
DRR
32 CARE ANNUAL REPORT
Budget (in EUR) € 60.000,00
€ 2.574.770,00
€ 2.262.037,00 € 585.640,80 Total amount donated € 10.091.297,58
Donor
Number of indirect beneficiaries (envisaged)
Turing Foundation
6.000
ECHO
107.193
July 2012 - Dec. 2013
ECHO ECHO
972.488 132.000
July 2012 - Dec. 2012 May 2013 - Nov. 2014
ECHO
115.000
May 2013 - Nov. 2014
ECHO
160.000
May 2013 - Nov. 2014
ECHO
2.278.691
May 2013 - Nov. 2014
EC
31.000
April 2013 - April 2014
SHO/CARE Nederland SHO CARE Nederland
174.552 2.010 174.552
June 2013 - Sept. 2013 April 2013 - Sept. 2013 June 2013 - Sept. 2013
ECHO ECHO ECHO AXA
2.000.000 186.625 1.064.988 13.674
June 2012 - Nov. 2013 July 2012 - Sept. 2012 July 2012 - Dec 2013 July 2012 - July 2017
ECHO
239.104
ECHO
15.000 Total indirect beneficiaries 7.672.877
Duration Sept. 2012 - Sept. 2012
âœą2
March 2013 - Nov. 2013 April 2013 - Sept. 2014
CARE ANNUAL REPORT 33
2.4 Peacebuilding War and armed conflict constitute serious threats for large groups of people. Even if a war has ended, its destructive effects often reverberate decades later. CARE Nederland’s Peacebuilding team dedicates its efforts to helping people and communities affected by violent conflicts by contributing to reconstruction efforts and helping to prevent new or recurring outbreaks of violence. We aim to create a society in which all people, including the organizations and leaders they represent, work side-by-side on peacebuilding efforts. A society that meets what may even be the most important condition for peace: stable economic development offering opportunities for everyone. Programs themed around Peacebuilding should have a beneficial effect on one or more of the following areas: ➊ promoting equal and effective participation in the community for everyone ➋ creating proper social and economic security and equal access to quality basic supplies for everyone ➌ promoting legitimate, participatory institutions that can be called to account
2.4.1 Objectives The Peacebuilding team’s objectives in the 2013 financial year were as follows: • to raise EUR 11.35 million of funds from institutional donors for programs in the program countries 34 CARE ANNUAL REPORT
• • • •
t o place greater focus on innovation in its programs to launch a program in at least one new country to strengthen the country offices to build up peacebuilding expertise
2.4.2 Programs Eight new projects in total were initiated and 12 ongoing projects were conducted in the 2013 financial year. See pages 40 and 41 for the complete list.
Program countries The Peacebuilding program team undertakes programs primarily in fragile states: countries in which the government neither has the resources nor the political will to guarantee the security and protection of its citizens. The focus countries are: Liberia, Sierra Leone, Democratic Republic of Congo, Burundi, Rwanda, Sudan, South Sudan, Somalia, Yemen and Afghanistan. Twenty programs are currently being carried out in these countries.
2.4.3 Successes and dilemmas While the team achieved a number of successes in the 2013 financial year, it equally faced dilemmas as summarized below:
Successes • The Peacebuilding team raised a record amount of institutional funds, which enabled us to launch a record eight new projects and help 848,251 people.
CARE is helping families to rebuild by training cattle-breeders and by distributing
better quality seeds
and artificial fertilizer so that farmers can quickly replant their crops and attain self-sufficiency
• T he Peacebuilding team heightened its focus on gender justice, largely by implementing a project in Rwanda aimed specifically at improving gender justice and integrating gender equality in other projects. • As part of a call for tenders (Reconstruction Tender) issued by the Dutch Ministry of Foreign Affairs, CARE Nederland was awarded two major grants which enabled us to launch two new programs (Peace under Construction and Foundation for Peace). • The Face2face project was completed successfully. The project is an interactive education kit which provides pupils of secondary schools in the Netherlands and Belgium with an understanding of the background to human rights, particularly
✱2 women’s rights. A total of 2,341 pupils from the 18 secondary schools participating in the project in the Netherlands and Belgium were informed of human rights issues.
Dilemmas and challenges • P oor governance lies at the root of immense human suffering in fragile states. Should an organization such as CARE Nederland choose to help the victims or publicly denounce abuse? In any event, the former is essential; the latter involves certain risks. CARE Nederland responds by providing an intelligent mix of emergency aid to those who need it, and not only supports its partners in influencing policy but also lobbies actively. • From time to time the organization faces the dilemma of contributing to helping victims in grueling circumstances. In countries such as the Democratic Republic of Congo, conditions are harrowing and situations often are unsafe. Such dilemmas are always difficult. CARE Nederland examines what the best option is on a case-by-case basis. CARE Nederland’s employees undergo extensive security training before embarking on overseas projects. • CARE Nederland had a strong desire to devote more attention to gender equality in its programs. The decision was therefore taken to expand capacity in this area.
CARE ANNUAL REPORT 35
2.4.4 Emergency aid In the past financial year, five programs themed around Peacebuilding were launched and/or continued as part of emergency aid efforts.
➊ Democratic Republic of Congo Project: Umoja+ Context: Conflicts have forced millions of people to flee their homes. Around 80% of all displaced persons are taken in by host families. CARE Nederland assisted host families by providing them with vouchers for basic supplies, larger accommodation and helping them run businesses. Duration: August 2011 - June 2013 Budget: EUR 1,794,635 Number of beneficiaries: 120,000 + 72,000
➌ South Sudan
➎ Somalia
Project name: SERELIER Context: Due to the decades-long crisis, people in the region have little or no access to basic supplies, such as food and drinking water. CARE Nederland responded by providing access to water, sanitary facilities and health care. Duration: July 2011- July 2013 Budget: EUR 1,712,618 Number of beneficiaries: 69,116
Project name: Diriswanaag Context: Countless Somalians are suffering from famine and malnutrition as a result of the widespread drought and conflicts. CARE Nederland responded by providing food, water and sanitary facilities and protection for women. Duration: June 2013 – January 2014 Budget: EUR 1,181,193 Number of beneficiaries: 34,400
➋ Democratic Republic of Congo
➍ Country: Sudan
➏ Somalia
Project name: SERELIER Context: The conflicts in Darfur between the government and rebels forced millions of people to flee their homes and stay in refugee camps. CARE Nederland was one of the few organizations to deliver humanitarian aid by providing access to water, sanitary facilities and health care. Duration: July 2011 - July 2013 Budget: EUR 1,749,960 Number of beneficiaries: 474,788
Project name: SISP Context: CARE Nederland provides food, water and sanitary facilities to displaced persons and contributes to the protection of women. Duration: January 2012 – March 2013 Budget: EUR 5,003,810 Number of beneficiaries: 190,114
Project name: Ujasiri Context: CARE Nederland helped provide displaced persons and their host families access to food by providing skills training to help them become self-sufficient and through disaster risk reduction efforts. Duration: June 2012 – September 2013 Budget: 1,155,201 Number of beneficiaries: 36,000
36 CARE ANNUAL REPORT
✱2 2.4.5 Peacebuilding - Democratic Republic of Congo Armed conflict has plagued the eastern province of North Kivu in the Democratic Republic of Congo for some twenty years. The magnificent mountain landscape dotted with palm and banana trees mask the atrocities committed beyond. People are murdered, villages and towns are plundered and women are raped. The region is infested with warring militias which seem to have one enemy in common: the civilian population. The Democratic Republic of Congo’s rich natural resources fuel the conflict with everyone wanting to get their share of the takings. The intimidation of innocent people is not shunned in the process, causing massive flows of refugees. CARE Nederland has been engaged in peacebuilding programs in the region since 2007. Refugee assistance forms a major part of our activities. Whereas most international organizations focus on providing emergency aid to refugee camps, in the Congo CARE Nederland assists by seeking accommodation for refugees in the homes of host families. The host families have usually not counted on taking in considerable numbers of lodgers and need assistance with food, water, hygiene and additional shelter.
Umoja+ Umoja, which means ‘unity’ in Swahili, is one of CARE Nederland’s largest key projects in eastern Congo. The
Our efforts for women's
emancipation
will only achieve a lasting effect if men join our mission for gender equality
primary aim of Umoja+ is to intensify solidarity between displaced persons and host families and to help communities cope with the current as well as future crises. CARE Nederland works closely with local NGOs, civil society organizations and the local authorities.
Vouchers Under the Umoja+ project, CARE Nederland distributes money and vouchers to both refugees and their host families. The greatest benefit is that the host families themselves are free to decide to buy what they need the most (affirming dignity). Moreover, this instantly has a favorable effect on the local economy.
Water and sanitation The team also works to improve access to water and sanitary facilities, and provides training to help improve hygiene and prevent the outbreak of contagious diseases.
Crisis Management Committees To increase stability in the region, 20 Crisis Management Committees representing 46 communities were established in 2012. These committees, made up of refugees, host family members and representatives from the local authorities, report on refugee flows and the humanitarian needs of the refugees, host families and their own community. CARE ANNUAL REPORT 37
Adequate refugee assistance provided by host families thanks to CARE Daima recounts; “We had been walking all night and all day. And then we arrived here, in Buabo, where Georges took us into his home. We’ve been here for six months now. At first we slept in the kitchen, but when CARE launched its UMOJA project in our village we were able to build our own small house using building materials made available by CARE”. The accommodation is basic, but at least they have a roof over their heads. It offers privacy to Daima, her husband and their few month’s old baby. Georges took them into his home out of love, even though he himself is not very well off. “When the committee asked me whether I wanted to take in a family, I could hardly leave them out on the street, could I? They knew no one here and had nowhere to go.” CARE helped set up the committee that Georges talks about when the UMOJA project was launched. Villagers, among them both displaced persons and host families, work together in the committee to help refugees who settle down in their village. The committee assists refugees, registers them, finds accommodation for those who have nowhere to go and even holds collections to provide them with food. In short, they ensure that displaced
38 CARE ANNUAL REPORT
persons feel welcome. CARE helps by arranging shelter, sanitary facilities and vouchers for basic supplies and by offering an opportunity to farm a piece of land. The displaced persons and the host family both receive vouchers. Daima says that she used the vouchers to go to the market where she bought a suitcase, clothing, a blanket, a mattress, plates, a ladle and a bath so that she could wash her baby: all the essentials she lost when fleeing her own home. Daima beams Program information momentarily as she Umoja+ reflects on her day at Focus: Assistance to displaced the market. Georges persons by placing them with host nods and says, in families his own tongue, “CARE Target: 120,000 indirect beneficiaries vaiko chish, anapanaka”. Donor: Ministry of Foreign Affairs “CARE isn’t stingy, Budget: EUR 1,794,635 CARE shares.”
Duration: August 2011 - June 2013
âœą2 In any emergency situation, women,
men, boys and girls all have different needs.
CARE takes account of these needs in its emergency aid provision
CARE CAREANNUAL ANNUALREPORT REPORT 39
2.4.6 Overview of current Peacebuilding programs in the 2013 financial year Countries Africa 1 Burundi, Democratic Republic of Congo, Liberia, Sudan, South Sudan 2 Sudan
Project
Focus
Budget
Provide and improve access to basic supplies, improve self-sufficiency and good governance
€ 13.707.449,00
Ministry of Foreign Affairs
90.000 Nov. 2011 - Jan. 2016
Sudan Emergency Response and Early Recovery (SERELIR) Sudan Emergency Response and Early Recovery (SERELIR) Community Empowerment and Collaborative Action for Change Towards Self-Reliance (TSR)
Provide and improve access to food, water and health care Provide and improve access to food, water and health care Strengthen civic organizations and (participation in) good governance
€ 1.749.960,00
Ministry of Foreign Affairs Ministry of Foreign Affairs EuropeAid
321.788 July 2011 - July 2013
Food security and improve self-sufficiency Water, sanitation and hygiene
€1.800.958,00
EuropeAid
28.176 June 2010 - Dec. 2012
€3.400.004,00
EuropeAId
€ 542.111,00
EuropeAId
250.000 July 2011 - July 2015 (proposed) 2.520 April 2011 - Feb. 2013
South Sudan
4
Liberia
5
Somalia
6
Somalia
7
Somalia
8
Somalia
9
Netherlands and Belgium, Dem. Republic of Congo, Somalia Democratic Republic of Congo Democratic Republic of Congo
Face2Face with poverty (BN)
Development cooperation education
€435.216,08
Umoja+
Accommodating displaced persons in host families Food security, self-sufficiency assistance, DRR and protection
€1.794.635
Somalia
Diriswanaag
11 12
Basic and sustainable WASH for the MDGs in Puntland Developing Technical and Vocational Education and Training Methodologies and Services for the Informal Economy (DVTIES) Somalia IDP Support Program (SISP)
Ujasiri
Education and improve self-sufficiency
Food security, provide and improve access to water, sanitary facilities, protection against sex-related violence and improved relations between displaced persons and host communities
Food aid, earning a living, vocational courses and protecting displaced persons
€ 1.712.618,00 € 500.000,00
€5.003.810,86
€ 1.155.201,00 € 1.181.196,00 Total amount € 20.548.535,00
40 CARE ANNUAL REPORT
Number of direct beneficiaries Duration
Pamoja (Dutch Consortium for Rehabilitation)
3
10
Donor
ECHO
EuropeAid
112.912 July 2011 - July 2013 370.259 Dec. 2011 - Dec. 2014
190,114 Jan. 2012 - March 2013
9.173 April 2010 - April 2013
Ministry of Foreign Affairs ECHO
120.000 Aug. 2011 - June 2013
Ministry of Foreign Affairs
34.400 June 2013 - Jan. 2014
36.000 June 2012 - Sept. 2013
Total indirect beneficiaries 1.125.418
2.4.6 Overview of new Peacebuilding programs in the 2013 financial year Africa
Countries
Project
Focus
Budget
Donor
Number of direct beneficiaries (envisaged)
Duration
1
Sierre Leone
COME-IN
Self-sufficiency assistance, access to official financial services
2
Somalia
3
Somalia
4
Somalia
5
Burundi, South Sudan
Waxbarashadu Waa Iftiin (Education is Light) Horumarinta Elmiga (Education for Empowerment through Cohesive and Harmonised System (EECHS)) Degaankaagu waa Noloshaada (Your Environment is Your Life (NRM)) Peace Under Construction (PUC)
6
Rwanda
Umugore Arumvwa (IW)
7
Afghanistan, Somalia and Yemen
Foundation for Peace
Self-sufficiency assistance, peacebuilding, women’s rights, good governance
€ 7.602.035,00
Ministry of Foreign Affairs
69.850
July 2012 - July 2016
8
Democratic Republic of Congo
Bikonzi Ba Yana Kin
Good governance, health care and education
€ 709.628,85
EuropeAid
350.000
Feb. 2013 - Feb. 2016
€ 760.000,00
EuropeAid
135.000
Education
€7.583.333
EuropeAid
22,426
Nov. 2012 - 2015
Education
€3.315.700
EuropeAid
18,606
Nov. 2012 - Nov. 2015
€8.000.000,00
EuropeAid
216.000
Feb. 2013 - Dec. 2016
€ 7.102.905,00
Ministry of Foreign Affairs EuropeAId
77.360
July 2012 - July 2016
Natural resources management (governance), environment, conflict prevention, self-sufficiency assistance and food security Peacebuilding, good governance and self-sufficiency assistance Gender equality, good governance
€ 597.779,00
Total amount € 16.772.347,85
2.000.000
Aug. 2012 - Jan. 2013
April 2013 - April 2015
Total direct beneficiaries 2.848.251
CARE ANNUAL REPORT 41
42 CARE ANNUAL REPORT
✱3
Communication and advocacy 3.1 Introduction Communication and advocacy both play a key role in informing the Dutch population and policymakers about conflicts and disasters throughout the world and their causes, and how the organization supports people in reconstruction efforts. This is one of the objectives laid down in our organization’s Articles and therefore is crucial. This chapter first discusses communication, the objectives set, the target groups that were approached, the relevant communication media and purpose. We subsequently discuss the objectives set and advocacy activities.
3.1.1 Communication objectives Our key communication objectives in the 2013 financial year were as follows: ➊ To develop the strategic positioning of and branding for CARE Nederland. ➋ To increase the visibility of CARE Nederland. ➌ To increase loyalty among existing donors.
3.1.2 Communication target groups Our communication objectives are linked to a number of primary target groups which CARE Nederland would like to reach with its communication activities. In defining our target groups, we worked in accordance with several profiles based on a model developed by Gfk, a Dutch research agency, which groups the Dutch population according to a number of lifestyle segments.
The following are the groups with whom we more or less share our most profound values and views of the world and that CARE Nederland seeks to contact: • World citizens; not only do they have a huge sense of social responsibility but they are equally focused on success. A typical world citizen enjoys life, is a tolerant intellectual who seeks to achieve individuality and harmony with oneself. • Socially responsible individuals. The key words that characterize socially responsible individuals are social responsibility, sustainability and high quality. Socially responsible individuals seek intellectual enrichment and feel strongly attached to the environment and society while at the same enjoying life. Some three million people in total can be characterized as world citizens or socially responsible individuals
3.1.3 Communication mix In order to achieve our communication objectives, the activities we developed in the 2013 financial year included the following: ➊ Holding interview sessions with people inside and outside the organization, which resulted in setting out the strategic positioning for CARE Nederland in a manual entitled the CARE Brand Guidelines. ➋ Participating in Reisadvies Negatief, a travel program broadcast on national television. ➌ Expanding our social media activities. ➍ Developing a new interactive digital magazine and an app.
➎ A communication program for new and existing donors. ➏ Various publications.
Strategic positioning In the 2013 financial year, following a pitch we contracted Nobla Reclame, a Dutch advertising agency, to help us define the strategic positioning of and branding for CARE Nederland. After the interview sessions with various internal and external parties, we documented CARE’s strategic positioning in the CARE Brand Guidelines in which our core values and the underlying rationale are set out.
Participation in Dutch TV program Reisadvies Negatief Reisadvies Negatief is a travel program broadcast on national Dutch television in which the presenter
"I want to learn to sew and to make clothes so I can earn an income with which to support my children" CARE ANNUAL REPORT 43
"I didn't know anything about water and sanitation until a CARE employee explained it to me. Now I know that clean water is extremely important, as is good hygiene" Sokha, Cambodia
Expanding our social media activities CARE Nederland enhanced its social media pages (Twitter and Facebook) and used these channels more frequently to raise online visibility. In the 2014 financial year we aim to launch a completely new, more interactive website consistent with our strategic positioning.
Development of a new interactive digital magazine and app In the 2013 financial year we revitalized Generation Next, our donor’s magazine, to create an interactive digital magazine containing program coverage and videos. To raise awareness for Generation Next among our donors, we subsequently created and conducted a direct marketing campaign.
(Sander de Kramer) visits countries bypassed by the average tourist. In the 2013 financial year, for the purpose of the TV program CARE Nederland undertook preparations for a trip to the Philippines, a country of hardship where countless people live in extreme poverty 44 CARE ANNUAL REPORT
largely due to the numerous and extreme natural disasters that occur here. Together with CARE Nederland, Sander visited the Philippines to find out what the organization does to improve the lives of these people. The program was broadcast in September 2013.
Communication program for new and existing donors In the 2013 financial year we established a communication program entailing that donors hear from us regularly from the moment they become a donor (welcome letter) until the moment they discontinue their donations (thank
✱3 you letter). We also plan to publish various online newsletters.
Publications In the 2013 financial year CARE Nederland issued the following publications: • the Annual Report • Generation Next, our digital donor’s magazine • an online newsletter covering World Refugee Day
3.2 Advocacy The new Rutte II government took office in November 2012, which meant new government ministers and state secretaries and, in turn, new policies. New opportunities likewise arose for influencing policy. A major change is that the Netherlands now has a Minister for Foreign Trade and Development Cooperation and no longer a State Secretary for Development Cooperation. The Rutte II government has expressed a commitment towards women’s rights and gender equality, themes which are extremely important to CARE Nederland. At the same time, however, the budget for Development Cooperation was cut back substantially while less money is being spent on good governance. The new government clearly presents both challenges and opportunities, which CARE Nederland seeks to control by influencing and monitoring policy.
3.2.1 Objective CARE Nederland aims to improve the position of those afflicted by natural disasters and conflicts and to address
the root causes of poverty and vulnerability. We do so by letting our voice be heard. To that end, we advocate opinions and policy measures among the relevant persons and institutions, and monitor and analyze national policy. At the international level, CARE Nederland also undertakes to influence policy, for instance by contributing to improving the lobbying capacity of local and community organizations to help them more effectively assert the rights of the local population. Furthermore, by joining forces with other CARE members, CARE Nederland is in a position to exercise more and more influence at the international level. This includes the United Nations processes concerning women and security. International collaboration among the CARE Confederation membership is set to grow significantly in the years ahead.
CARE works hard to ensure that every girl has the right to attend school and can work towards a better future CARE ANNUAL REPORT 45
3.2.2 Target group With a view to achieving this objective, CARE Nederland distinguishes between the following target groups in order to influence and monitor policy at the national level: • the political parties, including the members of the Lower House of the Dutch Parliament • the policymakers at the Ministry
3.2.3 Media mix In the 2013 financial year, CARE Nederland endeavored to favorably influence Dutch foreign policy in a variety of ways as follows: • writing memoranda, emails and letters • holding talks and consultations • taking part in various platforms • organizing symposia either individually or jointly • conducting an independent review • visiting or taking part in congresses and symposia in which political parties, the government, NGOs etc. jointly discuss issues.
3.2.4 Highlights in the 2013 financial year In the 2013 financial year, policy discussions focused on the following issues: • improving investments in fragile states • the positive role of women in development efforts, particularly in fragile states • disaster risk reduction • humanitarian aid 46 CARE ANNUAL REPORT
Several highlights occurring in the past financial year are given below: The policy dialogue between the humanitarian organizations involved in the Humanitarian Action Platform in the Netherlands (PHA) and the Ministry of Foreign Affairs continued. Chaired by CARE Nederland, the PHA member organizations jointly voiced their views of Dutch humanitarian policy and the new funding framework for organizations operating in prolonged humanitarian crisis situations. In conjunction with its partners in the Dutch Consortium for Rehabilitation (HealthNet TPO, Save the Children Fund and ZOA), CARE Nederland conducted a study in Burundi, North Uganda and South Sudan concerning the role of civil society organizations in the reconstruction phase of fragile, conflict-stricken nations. The study findings will be used to formulate policy and other recommendations for bilateral and other donors, the governments of the countries concerned, the local civil society organizations and ourselves for the purpose of strengthening the role of civil society in fragile contexts. In May 2013 CARE Nederland took part in the fourth session of the UNISDR Global Platform for Disaster Risk Reduction. In association with other civil society organizations, CARE Nederland put forward recommendations for the Hyogo Framework for Action, the key international disaster risk reduction policy framework,
✱3 which follows up on the Millennium objectives post 2015. This side event co-organized by CARE Nederland, centering on local community disaster-resilience, attracted around 200 visitors.
Nederland. The attendees exchanged knowledge, experiences and concrete approaches during the seminar about integrating disaster risk reduction and risk analyses into development initiatives.
In June 2013, 44 representatives from civil society organizations, the business community and the Ministry of Foreign Affairs took part in a Disaster Risk Reduction seminar co-organized by CARE
In April 2013, Lilian Ploumen, the Dutch Minister for Foreign Trade and Development Cooperation, presented the new policy for both foreign trade and development cooperation. Despite the substantial
spending cutbacks, the Minister continues to support the focus areas advocated by CARE Nederland, i.e. security and reconstruction efforts in fragile, conflict-stricken states, disaster risk reduction, emergency aid and women’s empowerment. In collaboration with sector organization Partos, PHA and DCR, CARE Nederland submitted questions through members of the Lower House of the Dutch Parliament regarding implementing the Minister’s ambitious agenda on the above issues. Somalia and the Great Lakes region (Democratic Republic of Congo, Rwanda and Burundi) constantly feature prominently on the political agenda and that of CARE Nederland. During parliamentary debates, the party spokespersons used CARE Nederland’s input on Somalia by, among other things, requesting clarification on the manner in which investments from the Netherlands are deployed to address the root causes of instability.
"The project marked a turning point in my life because it gave me means to develop my writing talent. To me, the library was like a palace where I could go to find myself. I read and wrote and discovered myself"Jamilah, Yemen CARE ANNUAL REPORT 47
xxxxx
48 REPORT 48CARE CAREANNUAL jaarverslag 2013
✱4
Fund-raising CARE Nederland’s programs can only be carried out thanks to the funds received from institutional donors, the proceeds from private fund-raising and contributions from corporate relations, partners and foundations. This chapter contains an overview of our main sources of income in the past financial year together with explanatory notes.
4.1
Institutional donors
The European Commission and the Dutch Ministry of Foreign Affairs were CARE Nederland’s most important institutional donors in the past financial year.
4.1.1 European Commission The European Commission is one of the world’s largest donors of development cooperation funds. In the past financial year it was in fact CARE Nederland’s most important donor, donating a total sum of EUR 19,698,613. The European Commission’s funds are distributed through two channels - EuropeAid and ECHO.
EuropeAid EuropeAid is the European Commission’s department responsible for providing structural aid to non-European Union countries. EuropeAid’s objectives are to reduce poverty, prevent conflict situations and strengthen vulnerable societies. In the past financial year, EuropeAid was an important donor for CARE Nederland. The funds received in that year enabled us to finance programs in Sierra Leone, Liberia, Ethiopia, Rwanda, the Democratic
Republic of Congo, Somalia, Bolivia, Indonesia, Egypt, Yemen and Jordan.
ECHO ECHO is the European Commission’s Directorate-General for Humanitarian Aid and Civil Protection. ECHO provides emergency aid to victims of natural disasters and armed conflicts, including in countries outside the European Union, irrespective of race, religion or political conviction. ECHO ensures the following: • the protection of civilians • the provision of food and aid to displaced persons • support for measures aimed at improving disaster preparedness, and recovery measures ECHO carries out the above work in association with several partner NGOs, such as CARE Nederland, with which it has signed a framework partner agreement. To qualify as a partner, organizations must meet stringent quality requirements. The funds granted by ECHO enabled us to finance programs in Somalia, the Democratic Republic of Congo, the Philippines, Guatemala, Indonesia, Vanuatu, Ecuador, Peru, Cuba, Brazil, Bolivia, the Horn of Africa, Niger and Bangladesh.
4.1.2 Ministry of Foreign Affairs MFS Co-Financing Program In the 2013 financial year, CARE Nederland undertook several ongoing reconstruction programs from previous contributions financed under the MFS Co-Financing Program initiated by the Dutch Ministry of Foreign Affairs
Department of Social Development (DSO). Under the MFS program, CARE Nederland participates in two collaborations - the Dutch Consortium for Rehabilitation (DCR) jointly with Healthnet, Save the Children Fund and ZOA; and Partners for Resilience (PfR), jointly with the Red Cross, Cordaid, Wetlands International and the International Red Cross/Red Crescent Climate Centre. See also page 23. The Co-Financing Program is intended for private organizations and, aside from poverty reduction, focuses on building up societies and advocacy.
Reconstruction grants During a reconstruction call for tenders issued by the Dutch Ministry of Foreign Affairs, CARE Nederland was awarded two major grants which we used to launch two new programs (Peace under Construction and Foundation for Peace).
Coördination with other international and regional aid organizations, government bodies and other local actors is crucial to ensure we reach everyone in need. CARE ANNUAL REPORT 49
DSH CARE Nederland also received contributions from the Department of Stability and Humanitarian AID (DSH), which aims to promote the effective formation and implementation of policy for restoring stability to fragile states, peacebuilding, humanitarian aid and good governance.
Embassy The Dutch embassy in Mali (part of the Ministry of Foreign Affairs) funded a CARE Nederland Disaster Risk Reduction program in Mali in the past financial year. Overall the Dutch Ministry of Foreign Affairs, including all its departments, was CARE Nederland’s second-largest donor in the 2013 financial year having granted EUR 5,064,206 of funding. The funds received from the Ministry enabled us to finance programs in Burundi, Sudan, South Sudan, the Democratic Republic of Congo, Uganda, Liberia, Afghanistan, Somalia, Yemen, Guatemala, Nicaragua, Mali, Ethiopia, Uganda, Indonesia and the Philippines in the past financial year.
4.2
Private donors
The financial objective set for private fund-raising in the 2013 financial year was EUR 2,350,000. In addition, CARE Nederland aimed to attract 6,000 new donors
50 CARE ANNUAL REPORT
Women's emancipation is about working to achieve the changes that will enable women to exercise their human rights through various channels: • Regular high-street campaigns • Street fund-raising using an iPad • Fund-raising at large-scale events and festivals • Door-to-door campaigns • Our website • Crowdsourcing • Google Grants • A range of online channels (helpnu [‘Help Now’], cadeaubondoneren [‘Gift Voucher Donations’], etc.) We ultimately raised EUR 2,382,507, which represents a 12% decrease over the previous financial year. The number of new donors remained slightly below budget at 4,072. The main reasons for the decline lie in a combination of factors: the fact that the results of street fund-raising have been under pressure for some time, the relatively low brand recognition of CARE Nederland and the restructuring of our Marketing team, as a consequence of which new means of fund-raising had not yet been employed in the first half of the financial
year. However, a rise in the number of newly acquired donors and a fall in the number of donor aid cancellations can be seen from January 2013.
Donor retention and loyalty Due to the growing importance of donor retention, we are investing more time and energy in building up relationships with donors. In the 2013 financial year our efforts resulted, among other things, in launching a welcome program as well as the distribution of various mailings and the publication of an online magazine. We also outsourced the processing of donor aid cancellations to a Telemarketing agency, effective 2012. We will further intensify our loyalty and donor retention activities in the 2014 financial year.
Complaints and donor service In the event donors have any comments or complaints they may contact our donor service during office hours or send an email to: care@carenederland.org. Further information can be found on our website.
✱4 4.3 Corporate relations, partners and foundations Corporate relations CARE works closely with the business community, as we strongly believe that corporations can play a key role in the socio-economic development of the poorest of the poor, CARE’s most important target group. Various members of CARE International have already entered into far-reaching strategic collaborations with large and smaller businesses. Following in CARE International’s footsteps, CARE Nederland began developing and implementing a strategy for working with businesses. We aim to enter into partnerships with businesses whose objectives, social values and/or brand essentials tie in with those of CARE Nederland and which share our ideas about seeking solutions for global social problems, such as poverty and climate change. The principle underlying the above is to ‘create shared value’: to enter into a collaboration that is deemed meaningful to both parties provides added value. In the 2013 financial year we continued our relationship with SITA. In the past financial year CARE Nederland built up a relationship with Ploum Lodder Princen, a firm of lawyers and civil-law notaries
in Rotterdam. In collaboration with CARE Nederland, the firm began designing a fund-raising campaign linked to their participation in CARE London’s Cycle Challenge in the new financial year. We also conducted a substantial number of exploratory interviews with businesses, which will be followed-up in the 2014 financial year. We expect to develop structural and/or strategic collaborations with a number of the interviewed parties.
Partners Nationale Postcode Loterij Nationale Postcode Loterij is the largest charitable lottery in the Netherlands and supports various foundations and NGOs which strive for a fair and green world. In 2013 Nationale Postcode Loterij helped 89 foundations and NGOs achieve their objectives. CARE Nederland became a beneficiary and partner of the lottery in 2012 and will be granted EUR 500,000 each year for a five-year period, which it may spend at its discretion. The above funds make a substantial contribution to the co-financing of a large number of CARE Nederland’s projects. In the 2013 financial year, in association with Right to Play, CARE Nederland submitted a proposal for an
additional lottery draw which unfortunately was not honored. CARE Nederland began developing a new additional lottery draw proposal jointly with the Dutch Red Cross at the end of the 2013 financial year.
PSO PSO, which stands for Personnel Service Overseas, is an association that was established to facilitate the secondment of development cooperation professionals abroad. CARE Nederland is one of the PSO member NGOs. In the last decade, PSO’s activities have focused on strengthening local civil society organizations (capacity-building) in developing countries. In the 2013 financial year, one professional was seconded to South Sudan and funds were received from previous secondments abroad.
Foundations In the past financial year, CARE Nederland received a contribution from the Turing Foundation for a Mangrove project in Benin.
CARE ANNUAL REPORT 51
52 CARE ANNUAL REPORT
Outlook In the 2014 financial year CARE Nederland aims to support 13 million of the world's poorest people by reducing poverty and helping them live their lives with greater dignity. The world around CARE Nederland is changing. This presents challenges to which we as a development cooperation organization must respond. The Dutch public remains skeptical about transparency and the effective spending of funds. In addition, we are still experiencing the effects of the enduring economic crisis and the Dutch government plans to implement substantial spending cutbacks on development cooperation, while major donors - including the Dutch government and the European Commission - are seeking to work increasingly with local partners in the relevant countries rather than with intermediaries, such as CARE Nederland. To continue to meet this challenge and further challenges, CARE International is working on a new vision and a different, more centralized organization model, ultimately aimed at achieving greater impact at lower costs. Implementation of the organizational change at CARE
Nederland that commenced in the 2013 financial year will be finalized. The two program teams (Disaster Risk Reduction and Peacebuilding) will be integrated into one program team which is to operate under the name of Resilience. Not only will this ensure greater efficiency, but also a more integrated and more effective CARE Nederland approach to programs, fund-raising, advocacy and communication. Institutional capacity-building at both the country offices and partners in the field will again be a high priority in the 2014 financial year. Gender equality will play a key role in the new Resilience strategy to be developed in the 2014 financial year. Special focus will be placed on this theme in all programs. A new monitoring and evaluation system will be set up in the 2014 financial year to enable us to measure the impact of our activities more effectively. We will also establish a Risk Reduction for Resilience Network.
âœą5 Provided with the
right opportunities
and means, women can lift entire families and communities out of poverty. CARE ANNUAL REPORT 53
"In Congo, we're each other's brothers and sisters. If our host
family ever finds itself in trouble, they
can come live with us and we'll share whatever we have with them" Marie Kiwanja, DR Congo
The necessary steps will be taken in the area of advocacy in the 2014 financial year; the dedicated Advocacy team established in the 2013 financial year will ask policymakers to heighten their focus on important themes, such as women, peace and security. Our new Marketing and Communication team will work in accordance with our new marketing, branding and
fund-raising strategy, to address the deteriorating image of development aid organizations and the Dutch public’s increasing reluctance to make donations. The retention of existing donors therefore is an important focus area for the 2014 financial year. Efforts to expand existing as well as establish new strategic partnerships with businesses will be intensified.
Budget for the 2014 financial year Income (in EUR) 19,178,162 Income from 2,380,598 own fund-raising activities
Expenditure 19,533,398 Expenditure on the objective: 18,279,296 - Resilience 13,498,083 - Emergency aid 7,543,241 - Information services 3,666,391 - Advocacy - Inducement
651,682 461,291
Income from third-party campaigns 500,000 Expenditure on income generation: 622,608 - Costs of direct fund-raising 544,051 - Costs of institutional fund-raising 78,557 Government grants 16,207,564 Management and administration costs 631,494 Other income (incl. interest): 90,000 Result: Addition to the continuity reserve 54 CARE ANNUAL REPORT
-355,236 65,000
✱2
CARE ANNUAL REPORT 55
FINANCIAL STATEMENTS 2012-2013 6.1GENERAL INFORMATION ABOUT CARE NEDERLAND Registered name: Stichting CARE Nederland Registered office: The Hague Address: Parkstraat 21 Telephone: 070-310 50 50 Legal form: Stichting (an organization comparable to a foundation) Chamber of Commerce registration: Articles filed on December 02,1993, (under No. 41158230) Articles last amended: April 12, 2013 Member of: Confederation, established in Geneva, Switzerland
6.2 GENERAL EXPLANATORY NOTE TO THE FINANCIAL STATEMENTS These financial statements have been prepared on the basis of a reporting period of one year and cover the period from July 1, 2012 through June 30, 2013. The financial statements have been drawn up in EUR, which is both the functional currency and presentation currency of CARE Nederland.
56 CARE ANNUAL REPORT
6.2.1 BALANCE SHEET AFTER APPROPRIATION OF the result ASSETS I. II. III. V.
June 30, 2013
Tangible fixed assets (ref 6.4.1) Financial fixed assets (ref 6.4.2) Accruals and deferrals (ref 6.4.3) Cash and cash equivalents (ref 6.4.4)
June 30, 2012
30.312 53.974 28.012.151 13.116.854
21.061 53.921 27.027.501 6.947.439
Total assets 41.213.291
34.049.922
LIABILITIES June 30, 2013
J une 30, 2012
VI. Reserves and funds (ref 6.4.5 & ref 6.4.6) 5.367.099 5.547.807 Continuity reserve 2.217.899 2.137.898 Earmarked reserves 3.133.140 3.395.041 Earmarked funds 16.060 14.868 VII. Non-current liabilities (ref 6.4.7.1) 12.908.610 9.140.285 VII. Current liabilities (ref 6.4.7.2) 22.937.582 19.361.830 Total liabilities 41.213.291 34.049.922
âœą6
6.2.2 STATEMENT OF INCOME AND EXPENDITURE Result 2012-2013
Budget Result 2012-2013 2011-2012
INCOME I. Income from own fund-raising activities (ref 6.5.1.1) II. Income from third-party campaigns (ref 6.5.1.2) III. Government grants (ref 6.5.1.3) IV. Interest income and income from portfolio investments (ref 6.5.1.4) V. Other income (ref 6.5.1.5) Total income
2.394.370 845.715 28.798.079
2.942.898 500.000 16.693.095
2.705.183 500.000 10.702.746
117.227 46.787 32.202.178
70.000 - 20.205.993
108.890 9.515 14.026.334
EXPENDITURE
VI. Expenditure on objective (ref 6.5.2.2) 31.110.787 18.091.106 Disaster Risk Reduction 517.935 6.243.588 1.697.600 Peacebuilding 20.989.383 8.420.653 2.744.758 Emergency Aid 9.154.138 2.736.205 6.945.264 Information 449.331 690.660 554.592 VI. Expenditure on income generation (ref 6.5.2.3) 632.612 890.103 Cost of own fund-raising activities 507.486 720.980 488.397 Costs from joint campaigns - 107 1.101 Costs from third-party campaigns 9.166 10.383 20.452 Costs of acquiring government grants 115.960 158.633 144.508 XI. Costs of management and administration (ref 6.5.2.3) 639.489 869.851 Total expenditure 32.382.888 19.851.060 RESULT 180.710- 354.933
11.942.214
654.458
662.529 13.259.201 767.133
CARE ANNUAL REPORT 57
6.2.3 apPROpriation of the result Result Budget Result 2012-2013 2012-2013 2011-2012 reserves and funds 180.710- 354.933 767.133 Continuity reserve 80.000 50.506 657.545 Earmarked reserves 261.902- 304.427 173.191 Earmarked reserve for covering the costs of the organization 489.310- 73.395 409.316 Earmarked reserve for covering project costs 136.230 - 647.988 Earmarked reserve for high-risk projects 110.679 67.033 290.079 Greenfund earmarked reserve 4.000 4.000 4.000 Earmarked reserve for innovative activities - 200.000 300.000 Earmarked reserve for emergency aid 15.169 40.000- 29.593 Earmarked reserve for reconstruction and development projects 38.670- - 606.823 Funds 1.192 - 63.603 Earmarked fund for covering direct project costs - - 64.618 Earmarked fund for private donation programs / emergency aid 1.192 - 1.015
58 CARE ANNUAL REPORT
6.2.4 CASH FLOW STATEMENT
✱6
July 1, 2012 – June 30, 2013 July 1, 2011 – June 30, 2012
Total liquid assets as at July 1, 6.947.439 5.685.254 Cash flow from operating activities Income from donors 3.409.751 3.205.083 Government grants received 29.476.031 18.283.655 Grant-related payments (20.570.392) (16.782.550) Payments to suppliers and employees (6.268.881) (3.619.274) 6.046.509 1.086.914 Interest received* 147.147 107.480 Interest paid Revenues from other income and expenditure 1.477 Payments in connection with other income and expenditure - 147.147 108.957 Cash flow from investment activities Investments in tangible fixed assets (21.031) (17.959) Disposals of tangible fixed assets 59.792 (21.031) 41.833 Income from non-current liabilities Income from current liabilities Repayments on non-current liabilities Repayments on current liabilities 6.172.625 1.237.704 Exchange differences on cash resources (3.211) 24.481 Increase/decrease in cash resources 6.169.415 1.262.185 Total liquid assets as at June 30 13.116.854 6.947.439 * The amounts of interest received and paid are netted, with a positive balance for CARE Nederland in the amount of EUR 147,147. The cash flow statement was drawn up on the basis of the direct method.
Result
Budget Result
6.2.5 KEY FIGURES 2012-2013 2012-2013 2011-2012
expenditure on the objective as a percentage of total income expenditure on the objective as a percentage of total expenditure costs of own fund-raising activities as a % of the income from own fund-raising costs of management and administration as a percentage of total costs
96,6 96,1 21,2 2,0
89,5 91,1 24,5 4,4
85,1 90,1 18,1 5,0 CARE ANNUAL REPORT 59
6.3 ACCOUNTING POLICIES 6.3.1 General
CARE Nederland’s financial statements were prepared in accordance with Annual Reporting Guideline 650 for Fund-raising Organizations.
6.3.2 Currency
The financial statements are drawn up in EUR, which is both the functional currency and presentation currency of CARE Nederland.
6.3.3 Use of estimates
In preparing the financial statements the Management Board is required to make judgments, estimates and assumptions that will affect the application of the accounting policies and the reported value of assets and liabilities and income and expenditure. The actual outcomes may differ from these estimates. The estimates and the underlying assumptions are constantly revised. Revised estimates are recognized in the period in which the estimate is revised and in future periods affected by the revision.
6.3.4 Assets and liabilities 6.3.4.1 General
The accounting policies used for the valuation of assets and liabilities and the determination of the result are based on historical cost. To the extent not stated otherwise, assets and liabilities are stated at face value.
6.3.4.2 Assets and liabilities in foreign currencies Monetary assets and liabilities in a foreign currency are 60 CARE ANNUAL REPORT
translated to the functional currency on the balance sheet date at the exchange rate prevailing on that date. Non-monetary assets and liabilities in a foreign currency entered at historical cost are translated to EUR at the exchange rate prevailing on the transaction date. The exchange differences resulting from translation are included as expenditure in the statement of income and expenditure.
6.3.4.3 Tangible fixed assets
Tangible fixed assets are valued at acquisition value, less straight-line depreciation based on the expected economic life, which is determined as follows: fixtures and fittings: five-year periods communication equipment: three-year periods computers and computer equipment: three-year periods
6.3.4.4 Financial fixed assets
Financial assets are valued at historical cost.
6.3.4.5 Receivables
At recognition, receivables are stated at the fair value of the consideration. After recognition, trade receivables are stated at amortized costs. Provisions for doubtful debts are charged to the carrying amount of the receivable.
6.3.4.6 Cash and cash equivalents
Cash and cash equivalents comprise cash, bank balances and deposits with a term of less than 12 months. Current account credit facilities with banks are recognized under amounts owed to credit institutions as current liabilities. Cash and cash equivalents are stated at their nominal value.
6.3.4.7 Project commitments
Project commitments are recognized at the moment of the issue of an ‘Internal Project Implementation Agreement’ at their fair value as stated in the contract. Payments are deducted from these amounts.
6.3.4.8 Debts
Upon initial recognition, debts are stated at their fair value. Transaction costs that are directly attributable to the acquisition of the debts are included in the measurement at recognition. After recognition, debts are stated at amortized cost, being the amount received with due regard for the share premium or discount and after deduction of transaction costs.
6.3.5 Income and expenditure 6.3.5.1 General
Income and expenditure are allocated to the period to which they relate.
6.3.5.2 Own fund-raising activities
The income generated by own fund-raising efforts is accounted for in the year of receipt.
6.3.5.3 Third-party campaigns
The contributions received from emergency aid campaigns conducted by the Dutch Combined Aid Organizations (Samenwerkende Hulporganisaties, or SHO) are accounted for in the year of receipt. The contributions from Nationale Postcode Loterij are accounted for in the year of receipt.
6.3.5.4 Government grants
Income from government grants is recognized according to
✱6 two different methods, with a distinction being made between income for direct project expenditure and the contribution towards overhead costs.
Income from grants for direct project expenditure This income is recognized in the year in which the project expenditure from grants is realized. Expired grant commitments are deducted from the grant income in the year in which the commitment expired.
Income from contributions towards overhead costs
Through to the 2011-2012 financial year, the contribution towards overhead costs was accounted for as income in the year of allocation and added to the earmarked reserve for covering the costs of the organization. The contribution is withdrawn from the earmarked reserve as follows: ● 25% on the grant award date; ● 15% upon determination of the definitive grant amount; ● 60% directly proportional to the number of months in which the relevant project is implemented, less the first month. With effect from the reporting period, the contribution is no longer recognized as income in full. Instead, the income is calculated on an annual basis in accordance with the above allocation ratio. The change in estimation method has various consequences: ➊ The income for overhead costs is spread across the term of projects financed by third parties, allowing for greater consistency with the principle that income follows expen-
diture and affording better insight into the actual annual income. ➊ No more funds are added to the earmarked reserve for covering overhead costs, which is to be phased out in the course of the next few years. ➊ One direct consequence of the phasing out of this earmarked reserve is that the equity capital and balance sheet total will decline.
6.3.5.5 Interest income and income from investments
Interest income and interest costs are recognized on a timeweighted basis, with due regard for the effective interest rate of the assets and liabilities concerned. Interest costs are stated with due regard for the recognized transaction costs for received loans, which are included in the calculation of the effective interest rate. Since CARE Nederland has no portfolio investments, it does not have any income from investments either.
6.3.5.6 Foreign currency transactions
Transactions executed in a foreign currency are translated at the exchange rate prevailing on the date of the transaction.
6.3.5.7 Exchange differences
Exchange differences arising from the settlement and translation of monetary assets and liabilities in foreign currency to EUR are added or charged to the statement of income and expenditure. Non-monetary assets stated at the acquisition cost in a foreign currency are translated at the exchange rate (or approximate exchange rate) prevailing on the transaction date.
6.3.5.8 Expenditure
Monetary project-related commitments to third parties entered into during the reporting period are entered as expenditure. Other expenditure is recorded as an expense in the year in which the performance was rendered for CARE Nederland.
6.3.5.9 Periodic remunerations
Pursuant to the terms of employment, wages, salaries and social security contributions are recognized in the statement of income and expenditure to the extent they are owed to employees.
6.3.5.10 Pensions
CARE Nederland recognized all pension schemes in accordance with the liabilities approach. The contribution owed over the course of the reporting year is recognized as an expense. Changes in the pension provision are also recognized in the income statement. The amount entered as the pension provision is the best estimate of the amount to be funded that is required to meet the relevant liabilities as on the balance sheet date.
6.3.5.11 Determination of the result
On the basis of the above accounting policies, the result for the financial year is determined as the difference between income generated by own fund-raising efforts, the share in joint campaigns and third-party campaigns, government grants and other income on the one hand, and the expenditure on the objective, including allocated costs, income generation costs and management and administration costs on the other.
CARE ANNUAL REPORT 61
Fixtures Computer equipment Communication Total Reference 6.4.1 and fittings Hardware Software equipment 6.4.1 Tangible fixed assets Carrying value as at June 30, 2012 6.598 12.209 2.255 - 21.061 Investments in the 2012-2013 financial year total Cumulative investments as at June 30, 2012 53.289 60.208 17.810 6.331 137.638 EUR 21,031. CARE Nederland invested in particular in IT: Investments during the reporting period 6.890 14.141 - - 21.031 Disposals during the reporting period - - - - - ● 10 computers EUR 10780 ● network equipment EUR 8,853 Cumulative investments as at June 30, 2013 60.179 74.349 17.810 6.331 158.669 ● other ICT EUR 1,398 Cumulative depreciation as at June 30, 2012 46.691 48.000 15.555 6.331 116.577 6.4.2 Financial fixed assets Depreciation during the reporting period 2.492 8.502 786 - 11.780 Disposals during the reporting period - - - - - The Revolving Fund is intended for the purpose of granting short-term loans to the members of CARE Cumulative depreciation as at June 30, 2013 49.183 56.502 16.341 6.331 128.357 International to cover temporary, project-related cash flow deficits. The funds received by the relevant CARE Carrying value as at June 30, 2013 10.996 17.847 1.469 - 30.312 members are redeposited (including a limited amount of
6.4
NOTES TO THE BALANCE SHEET
interest) as soon as the liquidity issue has been resolved. CARE Nederland deposited a sum of EUR 45,500 in the CARE International Revolving Fund in the 2001/2002 financial year. The cumulative interest paid amounted to EUR 8,421, which was added to the principal sum. The interest paid during the reporting period amounts to EUR 53.
62 CARE ANNUAL REPORT
Reference 6.4.2
June 30, 2013
June 30, 2012
Balance as at June 30, 2012 53.921 53.656 Plus: interest 53 265 Balance as at June 30, 2013 53.974 53.921
✱6 6.4.3 Receivables Commitments to third parties entered into during the reporting period are recognized under project receivables. The project receivables item also includes receivables that have arisen in connection with project costs incurred by CARE Nederland. The source of project receivables has shifted from the Dutch government towards the European Commission. This means that the period in which the Dutch government was CARE Nederland’s principal donor, in terms of monetary volume, has come to an end.
Reference 6.4.3 June 30, 2013 June 30, 2012 Project receivables Long-term project receivables 13.915.596 10.683.630 Short-term project receivables 13.539.592 16.099.954 27.455.189 26.783.584 Accounts receivable Various accounts receivable 185.057 11.495 185.057 11.495 Other receivables Security deposits 13.032 13.032 VAT 178.221 44.345 191.253 57.377 Prepayments and accrued income Prepaid pension contributions 92.178 87.402 Other staff costs 20.085 5.301 Interest outstanding 17.534 53.099 Miscellaneous 50.855 29.242 180.652 175.045 Total other receivables
Source of financing The largest item under ‘Other receivables’ is VAT refund claims. The considerable increase of this item in the 2012-2013 financial year is due to the fact that the Dutch Tax and Customs Administration postponed the refund pending a periodic audit during the reporting period. The refund was eventually received from the Tax and Customs Administration at the beginning of the 2013-2014 financial year.
28.012.151
27.027.501
June 30, 2013 June 30, 2012 Ministry of Foreign Affairs 8.019.916 15.240.427 European Commission 16.014.174 10.251.615 PSO 22.292- 123.883 other donors 3.443.391 1.167.660 Total project receivables 27.455.189 26.783.585 CARE ANNUAL REPORT 63
6.4.4 Cash and cash equivalents Reference 6.4.4 June 30, 2013 June 30, 2012 Cash balances: Cash in EUR 305 44 305 44 Banks: Current account (EUR) 9.172.114 2.999.557 Current account (foreign currency) 34.842 129.800 Savings account (EUR) 1.044.277 3.352.465 Deposits (EUR) 2.865.316 465.573 13.116.549 6.947.395 Total Cash and cash equivalents 13.116.854 6.947.439 Cash and cash equivalents comprise cash, bank and savings balances and deposits with a term of less than 12 months. Cash and cash equivalents have risen sharply relative to the 2012-2013 financial year, to EUR 13,116,854. This was caused by three factors. First, by the end of the financial year concerned CARE Nederland received EU funds which were transferred to the CARE International country offices in the next financial year. Second, for various large-scale projects undertaken in Somalia during the 2012-2013 financial year the donor (the European Union) transferred more funds than were necessary for the reporting period. However, in the course of the subsequent financial year these funds will be transferred
64 CARE ANNUAL REPORT
to the country offices. Third, due to delay in the implementation of a number of programs the cash requirements at the country offices proved smaller than expected. This will be compensated in the next year.
6.4.5 Reserves Continuity reserve In order to implement its objective CARE Nederland incurs costs that are required to be covered by income from various sources. To ensure that less than satisfactory income does not endanger CARE Nederland’s activities and, in turn, the achievement of its objectives, adequate buffer capital is required to cushion any
financial setbacks. The Management Board has resolved that the continuity reserve should at least cover the budgeted annual sum of staff costs (salary, social security contributions, pension, and other staff costs). If half of the costs of the organization, excluding direct marketing costs, are higher, that sum will be taken as the minimum. The VFI guideline ‘Financial management of charities’ and the CBF regulations provide that the continuity reserve must not exceed one and half times the annual costs of the operating organization. In respect of CARE Nederland this means that the continuity reserve amounts to a maximum of EUR 4,375,080 for the 2012-2013 period. CARE Nederland, however, endeavors to hold a continuity reserve that equals the annual costs of the organization, and maintains a minimum continuity reserve of 50% of the costs of the operating organization. The minimum continuity reserve and its target value are based on an annual risk analysis adopted by the Supervisory Board. The costs of the operating organization for the 2012-2013 period amount to EUR 2,994,357. At the end of the financial year the continuity reserve amounts to EUR 2,217,899, or 74% of the costs of the operating organization. This means that the amount held in the continuity reserve is within the minimum and target value set by CARE Nederland. The continuity reserve will be increased in the next few years until the target value is reached.
âœą6 Reserves Reference 6.4.5 June 30, 2012 additions withdrawals June 30, 2013 RESERVES Continuity reserve 2.137.899 80.000 - 2.217.899 Earmarked reserve for covering the costs of the organization 1.195.504 489.310 706.194 Earmarked reserve for covering direct project costs 488.292 624.729 488.499 624.522 Earmarked reserve for high-risk projects 674.329 110.679 785.008 Greenfund earmarked reserve 16.000 4.000 20.000 Earmarked reserve for innovative activities 300.000 300.000 Earmarked reserve for emergency aid projects 114.094 15.169 129.263 Earmarked reserve for reconstruction and development projects 606.823 38.670 568.153 Total earmarked reserves 3.395.042 754.577 1.016.479 3.133.140 Total reserves 5.532.941 834.577 1.016.479 5.351.039 Earmarked Reserve for Covering the Costs of the Organization As regards project-related contracts entered into before the beginning of the reporting year, the Earmarked Reserve for Covering the Costs of the Organization was determined on the basis of the total of grants from donors to cover overhead costs less the actual grants in accordance with the ‘Accounting policies for determining the result’ with respect to programs continuing after the end of the reporting period. As a result of the afore-mentioned change in estimation method, no more funds are added to this earmarked reserve, which will be
Phasing out of earmarked reserve for covering the costs o f the organization annual reduction cumulative reduction
2013-2014
2014-2015
2015-2016
2016-2017
375.353 375.353
141.383 516.736
52.194 568.930
137.264 706.194
phased out in the next few years in accordance with the following schedule: Earmarked Reserve for Covering Direct Project Costs Of the projects carried out in collaboration with the country
offices, CARE Nederland usually also carries out certain activities directly under its own management. To the extent that these activities are financed from own resources, upon commencement of an activity this sum is taken to the Earmarked Reserve for Covering Direct Project Costs.
CARE ANNUAL REPORT 65
Earmarked Reserve for High-Risk Projects This reserve must cover the financial risks if special circumstances preclude adequate project accounting1. In light of the above, funds that are intended to cushion the above financial effects are taken to the Earmarked Reserve for High-Risk Projects. In addition, potential third-party claims are estimated and added to this reserve. Greenfund Earmarked Reserve The Greenfund reserve seeks to compensate the CO2 emissions produced as a result of CARE Nederland’s activities. Earmarked Reserve for Innovative Activities CARE Nederland has built up a reserve for innovative activities and projects that will developed and implemented in the next financial year. Earmarked Reserves for Emergency Aid, and Reconstruction and Development Projects These reserves are set aside by CARE Nederland for Emergency Aid and Reconstruction and Development Projects respectively. Earmarked Fund for Covering Direct Project Costs The funds designated by donors for financing specific projects are taken to the Earmarked Fund for Covering Direct Project Costs to the extent those funds are not spent in the year of receipt.
6.4.6 Funds Reference 6.4.6 June 30, 2012 additions withdrawals June 30, 2013 FUNDS Earmarked Fund for Private Donation Programs 14.867 1.193 - 16.060 Total funds 14.867 1.193 - 16.060
Funds carrying a third-party restriction (the funds were raised for a special purpose) are accounted for in the Earmarked Fund for Private Donation Programs to the extent they have not yet been made available for performing projects.
6.4.7 Debts General Debts are classified as liabilities towards third parties and other debts. Debts relating to years more than one year after the balance sheet date are accounted for under non-current liabilities.
6.4.7.1 Non-current liabilities During the reporting period several large, long-term contracts were entered into with the Dutch Ministry of Foreign Affairs and the European Commission. Non-current liabilities – which consist entirely of project commitments – increased by EUR 3,768,325 during the 2012-2013 period. All non-current liabilities fall due within five years.
Reference 6.4.7.1 June 30, 2013 June 30, 2012 Long-term project commitments 12.908.610 9.140.285 Total non-current-term liabilities 12.908.610 9.140.285 1 This includes claims in connection with, for instance, natural disasters and political and safety-related issues.
66 CARE ANNUAL REPORT
✱6 6.4.7.2 Current liabilities
Reference 6.4.7.2
June 30, 2013 June 30, 2012
22.195.937 #VERW! The volume of project commitments expiring during the Short-term project commitments next financial year will increase by EUR 3,558,292 Accounts payable 421.338 91.646 relative to the previous financial year. Compared with last year, the ‘Creditors’ item has Accruals and deferred income 48.455 46.016 increased as a result of the larger number of invoices Statutory payroll tax Vacation pay & days 183.755 277.594 received by the end of the financial year, which will be VAT payable 489 - paid in the next financial year. Other staff costs 62.571 162.085 Miscellaneous 25.037 146.844 The decrease of accruals and deferrals is the result of 320.307 632.539 the one-off settlement of old projects. Total current liabilities 22.937.582 #VERW!
6.4.7.3 Receivables and liabilities not shown on the balance sheet
CARE Nederland has a financial liability not shown on the balance sheet relating to a lease and service charges. As regards the lease, CARE Nederland is party to a five-year contract which commenced on July 01, 2013 and will end on June 30, 2018. This means that for the 2013-2014 financial year, a financial liability of EUR 531,780 exists that is not shown on the balance sheet. CARE Nederland has been awarded grant commitments for the Foundation for Peace and Peace under Construction programs in the amount of EUR 7,102,905 and EUR 7,602,035 respectively. Of these amounts, a total of EUR 1,959,889 and EUR 1,978,409 respectively have been spent. In the years to come, receivables for these grants will arise in the amounts of EUR 5,143,016
and EUR 5,623,626. For the most part these funds will be spent through CARE International’s country offices, which will in turn give rise to new liabilities. The organization is in dispute with the European Commission concerning the funding of a project in Bangladesh amounting to EUR 741,388. The European Commission has not yet taken a final decision on this matter. Should the European Commission decide against CARE Nederland, the organization will incur a maximum liability of EUR 370,694.
CARE ANNUAL REPORT 67
6.5 NOTES TO THE STATEMENT OF INCOME AND Reference 6.5.1.1 EXPENDITURE
actual July 2012 - June 2013
budget July 2012 - June 2013
actual July 2011 - June 2012
Private donations 2.378.275 2.771.998 2.694.933 6.5.1 Income Notarial gifts 4.232 - 10.000 Company partnerships 11.863 170.900 250 6.5.1.1 Income from own fund-raising activities Total income from own fund-raising activities 2.394.370 2.942.898 2.705.183 Own fund-raising activities comprise almost exclusively the generation of private donations from high-street fund-raising among the general public. As a result of the Reference 6.5.1.2 actual budget actual persistent economic crisis, both the volume of private July 2012 - June 2013 July 2012 - June 2013 July 2011 - June 2012 donations and the number of donors are declining Nationale Postcode Loterij 500.000 500.000 500.000 compared with the previous financial year. SHO 345.715 - During the course of the reporting period, CARE Nederland adapted its fund-raising policy, shifting the 500.000 500.000 focus to retaining donors, increasing brand name Total income from third-party campaigns 845.715 awareness and forging corporate partnerships. However, this revamped policy failed to produce the expected slight improvement in income from own fund-raising (Samenwerkende Hulporganisaties, “giro555”). As a In the reporting year, CARE Nederland was far more activities in the current financial year. This increase is result of the nationwide ‘Help the Victims in Syria’ successful in acquiring donor funds for the Somalia anticipated to materialize in the years to come. campaign, CARE Nederland received a contribution of program than anticipated in the budget, and also more over EUR 345,000. successful compared with the previous financial year. 6.5.1.2 Income from third-party campaigns CARE Nederland entered into the contracts concerned 6.5.1.3 Government grants with the European Union both directly and indirectly, as a As a designated Nationale Postcode Loterij beneficiary consortium member. The income generated from its for a five-year period which began in 2012, CARE Government grants concern funding allocated to CARE consortium operations are recognized under ‘Other Nederland has received a grant of EUR 500,000 for the Nederland and are stated as income on the basis of the income’. The increase is attributable to a larger number second year in a row. associated (de)commitments. Like activities carried out of calls for tenders by the European Union for programs In December 2012 CARE Nederland joined the SHO under its own management, this income is recognized in Somalia compared with other years. CARE Nederland Combined Aid Organizations in the Netherlands without overhead costs. and its consortium partners were awarded a significant 68 CARE ANNUAL REPORT
âœą6
Reference 6.5.1.3 actual budget actual July 2012 - June 2013 July 2012 - June 2013 July 2011 - June 2012 Grants Dutch Ministry of Foreign Affairs 5.024.732 3.608.000 4.205.377 European Commission 19.453.351 10.256.863 4.368.128 PSO 122.572 - 271.834 Other grants 3.850.602 1.406.750 969.299 28.451.257 15.271.613 9.814.638 Reimbursement of overhead costs Dutch Ministry of Foreign Affairs 39.474 494.401 European Commission 245.263 684.166 PSO 2.144 - Other grants 59.941 242.916 346.822 1.421.482 888.108 Total grants from governments and other parties 28.798.079 16.693.095 10.702.745 number of the tenders. The number of EU calls for diture. The recognition of these costs as direct project lower income from overhead costs reimbursements in tenders for Somalia is not expected to remain this high in expenditure creates a more transparent picture of the 2012-2013 financial year. This reimbursement the next financial year. income and expenditure. In the previous financial year amounted to EUR 624,901 in the previous financial year, this income item amounted to EUR 263,207, compared compared with EUR 346,822 in the current financial year. The difference between the actual overhead costs in the with EUR 666,759 in the current financial year. The The difference caused by the change in estimation previous financial year compared with the reporting year increase is caused by increasing restrictions on the use method is temporary and will diminish through to the is attributable to two factors. First, according to the of Dutch government grants to cover overhead costs. 2016-2017 financial year, until finally being reduced to 2011-2012 annual report, in addition to comprising the Instead, overhead costs incurred for the implementation zero in the 2017-2018 financial year. reimbursement of overhead costs the actual overhead of projects must be included in the relevant project costs in that financial year also comprise a compensation budgets, as a result of which these costs qualify as direct of staff costs (possibly increased by support costs) costs. incurred by CARE Nederland as direct project expen- Second, the change in estimation method results in CARE ANNUAL REPORT 69
6.5.1.4 Interest income and income from portfolio investments
budget actual Reference 6.5.1.4 actual July - June 2013 July - June 2013 July - June 2012 The recognized income only concerns interest income. Interest income from investments CARE Nederland has no portfolio investments. Interest 117.227 70.000 108.890 117.227 70.000 108.890 The recognized interest income is 67% higher than budgeted. Although actual interest income totaled 117.227 70.000 108.890 EUR 108,980 in the previous financial year, a Total interest income and costs from investments conservative, and therefore lower, estimate of interest income was included in the budget. The conservative estimate was made as part of CARE Nederland’s risk-averse policy. actual budget actual Reference 6.5.1.5 July 2012 - June 2013 July 2012 - June 2013 July 2011 - June 2012 6.5.1.5 Other income Other income - - 11.241 The other income is based on the costs under the PSO contributions towards overhead costs - (1.727) accrual principle, which eventually were not invoiced. Miscellaneous 46.787 46.787 - 9.514 This explains the increase by EUR 30,500 on the basis of a single expense. Total other income 46.787 - 9.514
6.5.2 Expenditure 6.5.2.1 Cost categories and allocation model for the costs of the organization In accordance with Annual Reporting Guideline RJ650, a distinction is made between costs incurred in connection with the objective, fund-raising costs and the management and administration costs of the organization. 70 CARE ANNUAL REPORT
The costs of the organization, i.e. all costs that are not directly attributable to the objective, are charged to three cost categories in accordance with an allocation model recommended by the VFI.
with staff costs being allocated on the basis of time records. ➋ Support costs and general costs are allocated to the cost categories on the basis of FTE and time records.
The costs of the organization are allocated in two steps:
Costs of the organization directly related to the Management Board or other general costs are recognized in their entirety under ‘Management & Administration’.
➊ All costs directly related to the objective or to income generation are recognized directly under those items,
✱6 6.5.2.2 Expenditure on the objective Reference 6.5.2.2
actual budget actual July 2012 - June 2013 July 2011 - June 2012 July 2011 - June 2012
CARE Nederland programs Assumed project commitments 28.409.590 15.984.128 10.773.090 Non-disbursed project commitments -7.102 - -1.219.459 Direct program costs 1.343.362 929.788 316.816 Cost of own organization 915.606 486.530 1.517.175 30.661.456 17.400.446 11.387.622 Information Direct activities 309.440 575.089 290.162 Costs of own organization 139.890 115.571 264.430 449.330 690.660 554.592 Total expenditure on the objective 31.110.786 18.091.106 11.942.214
Program commitments are more or less proportionally related to program receivables. CARE Nederland has been able to spend funding from the additional contracts with the European Union in Somalia in the current financial year via the CARE country office for Somalia. This explains the sharp rise in program commitments entered into, both relative to the budget and to the previous financial year.
organization’. CARE Nederland has recognized more staff costs and staff-related support costs than in the previous financial year, and also more than budgeted. This is due to the change in the policy conducted by the Dutch Ministry of Foreign Affairs with respect to reimbursements of overhead costs (see section 6.5.1.3) and to an increase in the number of project grants covered by this policy. This development has resulted in a fall in the ‘Costs of own organization’.
There is a link between the sharp increase in ‘Direct program costs’ and the decrease in ‘Costs of own CARE ANNUAL REPORT 71
Source of financing The European Union is CARE Nederland’s most important source of objective-related funding (63%). This situation has not changed compared with the previous financial year. CARE Nederland spent EUR 2,306,982 of own funds on the objective, which represents 96% of income generated by the organization’s own fund-raising activities.
Source of financing DRR PB EA Information Total Dutch Ministry of Foreign Affairs (169.806) 1.879.154 3.315.384 - 5.024.732 European Commission 49.177 15.595.376 3.808.798 - 19.453.351 Other donors 514.884 2.679.190 1.131.646 - 4.325.720 Own funds 123.679 835.663 898.310 449.330 2.306.982 Total expenditure on the objective 517.934 20.989.383 9.154.138 449.330 31.110.785
6.5.2.3 Expenditure on income generation
Reference 6.5.2.3
In the reporting year, the costs of income generation are similar to those in the previous financial year. However, the expenditure was less than budgeted, due to the fact that the marketing strategy was revised extensively during the financial year and all current marketing activities and the associated costs were kept to a minimum.
Costs of own fund-raising activities 507.486 720.980 488.397 Costs related to joint campaigns - - 1.101 Costs related to third-party campaigns 9.166 10.490 20.452 Costs related to the acquisition of government grants 115.960 158.633 144.508 Total costs of income generation 632.612 890.103 654.458
6.5.2.4 Expenditure on management and administration Expenditure on management and administration accounts for 2.1% of total expenditure (budget: 4.4%), compared with 5% in the preceding financial year. The fall is due to the sharp increase in income relative to both the budget and to the previous financial year. In absolute figures, expenditure on management and administration is in line with the budget. 72 CARE ANNUAL REPORT
actual budget actual July 2012 - June 2013 July 2011 - June 2012 July 2011 - June 2012
Reference 6.5.2.4 actual budget actual July 2012 - June 2013 July 2011 - June 2012 July 2011 - June 2012 Costs of management and administration 639.489 869.851 662.529 Total costs of management and administration
639.489
869.851
662.529
âœą6 6.5.3 Specific costs of the organization
Allocation Expenditure
DRR
OBJECTIVE Income generation Management REALIzATon Administration 2012-2013 PB EA Information Own fund-raising activities Third-party campaigns Grants
Grants and contributions 455.205 20.270.403 8.353.483 Publicity 309.440 243.449 29.185 Staff costs 38.347 494.015 498.245 81.265 131.952 9.166 68.260 529.821 Accommodation 2.590 23.899 32.126 6.228 14.032 - 5.067 8.550 Office and general costs 21.463 198.023 266.192 51.605 116.266 - 41.988 70.845 Depreciation and interest 330 3.044 4.092 793 1.787 - 645 1.089 TOTAL 517.935 20.989.383 9.154.138 449.331 507.486 9.166 115.960 639.489
Allocation
REALIZATION 2012-2013
Budget
29.079.091 582.074 1.851.070 92.493 766.381 11.779 32.382.888
REALIZATION
2012-2013 2011-2012
Expenditure Grants and contributions 29.079.091 15.984.128 9.870.446 Publicity and communication 582.074 1.036.889 670.926 Staff costs 1.851.070 1.904.308 2.048.788 Accommodation costs 92.493 187.356 89.235 Office and general costs 766.381 729.807 562.626 Depreciation and interest 11.779 8.572 17.180 TOTAL 32.382.889 19.851.060 13.259.201
CARE ANNUAL REPORT 73
6.6 Personnel figures Personnel
actual budget July 2012 - June 30, 2013 July 2012 - June 30, 2013
Number of staff at the end of the reporting year Average number of FTE
31,00 28,38
Personnel figures do not include data with respect to agency workers, consultants and volunteers. This also explains the difference between the budget and actual figures, since various budgeted posts were filled by agency workers and consultants.
6.7 Remuneration of directors 6.7.1 Remuneration of Management Board members The Supervisory Board defines the remuneration policy, determines the remuneration payable to the Management Board and the amount of the other remuneration components. The policy is subject to periodic evaluation and is updated accordingly. The most recent evaluation took place in 2011. In determining remuneration policy and setting the level of remuneration, CARE Nederland applies the Remuneration Scheme for Directors of Charities recommended by the VFI and the Wijffels Code. The Scheme defines a maximum standard for annual income based on weighted criteria. The calculation of annual income does not include employer's costs. 74 CARE ANNUAL REPORT
36,00 32,47
budget July 2011 - June 2012 34,00 28,43
The Supervisory Board conducted a job evaluation weighting and determined a BSD score of 425-455 points with a maximum salary of EUR 124,233.
With an annual income of EUR 104,941 the director’s remuneration remains below the VFI maximum and is therefore in accordance with the Wijffels Code.
Remuneration for the Management Board July 1, 2012 - June 30, 2013 July 1, 2011- June 30, 2012 Employment contract nature (term) indefinite indefinite number of hours 38 38 part-time percentage 100 100 period 01-07 t/m 30/06 01-07 t/m 30/06 Remuneration annual income 104.653 100.941 • gross annual salary 92.613 90.126 • vacation pay 7.409 7.210 • year-end bonus 4.631 3.605 SV costs (employer’s contribution) 4.668 3.073 pension costs (employer’s contribution) 29.175 27.686 total remuneration 2010/2011 138.497 131.700
✱6 6.7.2 Remuneration of the Supervisory Board The Supervisory Board performs its duties in an honorary capacity. Supervisory Board travel and accommodation expenses totaled EUR 3,206 in the reporting period. These expenses were incurred on account of Supervisory Board participation in CARE International meetings.
6.7.3 Senior Officials in the Public and Semi-Public Sector (Standards for Remuneration) Act (WNT) Pursuant to the Senior Officials in Public and Semi-Public Sector (Standards for Remuneration) Act (WNT), the remuneration for supervisory directors and managing directors cannot exceed a specified maximum. In 2013 this maximum is EUR 187,340, to be increased by:
a) social security contributions b) EUR 8,069 in taxable fixed and variable expense allowances c) EUR 33,190 in connection with provisions for remuneration payable in the future
Remuneration and compensation for the Supervisory Board
July 2012 - June 2013
July 2011 - June 2012
3.206
7.617
Travel and accommodation expenses
6.8 Events after the balance sheet date During the period between the balance sheet date and the approval of the financial statements by the Supervisory Board and their adoption by the Management Board on December 3, 2013, no events occurred giving further information on the actual situation as at the balance sheet date.
6.9 Approval and adoption of the financial statements The Annual Report and the accompanying financial statements were adopted on December 3, 2013 by the Management Board composed of:
The Annual Report and the accompanying financial statements were approved on December 3, 2013 by the Supervisory Board composed of the following executives: ● ● ● ● ● ●
Ms. Petra Stienen (interim chair) Mr. Peter ter Horst Mr. Jochem IJbema Mr. Ed van Meeuwen Ms. Baharak Sabourian Ms. Anneke Slob
● Mr. Guus Eskens
CARE Nederland is not subject to the WNT, however, because the total of grants it receives from the Dutch government comprises less than 50% of its total income. All the same, none of the supervisory directors, managing directors or other officials receive a remuneration from CARE Nederland that exceeds the maximum mentioned above. CARE ANNUAL REPORT 75
6.10 Independent auditor’s report To: The Supervisory Board and Management Board of Stichting CARE Nederland We have audited the 2012-2013 financial statements of Stichting CARE Nederland in The Hague accompanying the Annual Report. The financial statements consist of the balance sheet as at June 30, 2013 and the statement of income and expenditure covering the year ending on June 30, 2013 inclusive, containing a summary of the accounting policies and explanatory notes.
Management Board’s responsibility The foundation’s Management Board is responsible for preparing the financial statements, which should give a true and fair view of the financial position of the organization, in accordance with Annual Reporting Guideline 650 for Fundraising Organisations issued by the Dutch Accounting Standards Board. Furthermore the Management Board is responsible for such internal control that it deems necessary to ensure the preparation of financial statements that are free of material misstatement, whether due to fraud or error.
Auditor's responsibility Our responsibility is to express an opinion on the financial statements based on our audit. We conducted our audit
76 CARE ANNUAL REPORT
in accordance with Dutch law, which includes the auditing standards generally accepted in the Netherlands. Those standards require that we comply with the applicable ethical principles and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit involves performing procedures to obtain audit evidence supporting the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including assessing the risk of material misstatement in the financial statements, whether due to fraud or error. In making those risk assessments the auditor considers internal control relevant to the preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the foundation’s internal controls. An audit includes evaluating the appropriateness of the accounting policies used and the reasonableness of accounting estimates made by the foundation’s Management Board as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Opinion
✱6
In our opinion the financial statements give a true and fair view of the financial position of Stichting CARE Nederland as at June 30, 2013, and of its result for the year ending on June 30, 2013, in accordance with Annual Reporting Guideline 650 for Fundraising Organisations issued by the Dutch Accounting Standards Board.
Statement concerning the Annual Report We have read the Annual Report in order to identify any material inconsistencies, if present, relative to the audited financial statements. On the basis of our reading of the Annual Report we have, to the extent of our competence, established that the Annual Report is consistent with the information in the financial statements and that the Annual Report includes all the information required in accordance with the Annual Reporting Guideline 650 for Fundraising Institutions. We have not audited or assessed the information contained in the Annual Report. Amsterdam, December 19, 2013 PricewaterhouseCoopers Accountants N.V. H.A. Wink, RA
Appendix 1: Specification of non-private✱6 donors of CARE Nederland During the reporting period, CARE Nederland obtained income from the following non-private donors: AXA via CARE France CORDAID ECB via CARE USA European Commission European Commission via third parties Fundacion Accion Contra El Hambre Handicap International Nationale Postcode Loterij Dutch government PSO Combined Aid Organizations in the Netherlands (SHO, “giro555”) Turin Foundation
EUR 359,131 EUR 44,840 EUR 69,329 EUR 19,698,613 EUR 2,679,778
Total
EUR 29,657,009
EUR
651,305
EUR 62,313 EUR 500,000 EUR 5,064,206 EUR 124,716 EUR 345,715
EUR
57,063
CARE ANNUAL REPORT 77
Appendix 2: Breakdown of expenditure from funds obtained via the SHO (giro555) A.1 general notes CARE Nederland was a guest participant in the Haiti Campaign 2010 organized by SHO, the Combined Aid Organizations in the Netherlands. In view of the campaign’s exceptional nature and the SHO’s own guidelines, CARE Nederland has issued a separate report on the expenditures and flow of funds associated with the campaign.
Interest
Transfers by participant
The amount of interest received by CARE Nederland.
Transfers made in connection with projects.
Costs of preparation and coordination
Local expenditure
The costs of preparation and coordination comprise the maximum costs that CARE Nederland may charge to this cost category.
Local expenditure is defined as locally incurred projectrelated costs.
In 2012 CARE Nederland joined the SHO and, in that capacity, obtained funds from the 2013 Syria Campaign.
Total amount available for aid activities
CORDAID acts as the host organization for CARE Nederland within the SHO. All resources made available to CARE Nederland by the SHO for the Haiti Campaign are supplied by CORDAID.
The structure and content of the information conform to the SHO’s regulations as laid down in the SHO Campaign Regulations (September 2012). This report covers both the 2012/2013 financial year and the 2012 calendar year.
A.2 glossary Income from joint campaigns The income from joint campaigns comprises an amount allocated by the SHO to CARE Nederland. This definition deviates from the definition used in the other sections of the financial statements, which adheres to the regulations laid down in RJ650.
78 CARE ANNUAL REPORT
The total amount provided by SHO plus the interest received, minus the maximum amount that CARE may spend on preparation and coordination.
A.3 cash flow statement
Commitments by a guest or other participant Commitments are undertakings by CARE Nederland vis-à-vis CARE country offices or partners. The following SHO-related transactions were made during the 2012/2013 period: received from host (cumulative) retained costs of preparation and coordination (5.4%) available for project execution transferred to the CARE Haiti country office 1,522,902 project costs incurred by CARE Nederland 0 total transfers / expenditures available cash and cash equivalents as at June 30, 2012
1,609,707 86,805 1,522,902
1,522,902 0
✱6
Financial accounts for the national SHO Haiti Earthquake Campaign – 2012 calendar year January 1, 2012 - December 31, 2012
Cumulative through December 31, 2012
Income Income from joint campaigns Interest Total income
0 -2.646 -2.646
1.609.707 4.837 1.614.544
Costs of preparation and coordination (AKV) Maximum room for overhead expenses
0
86.805
Total available for aid activities
-2.646
1.527.739
Expenditure Commitments by participant (P) ● support provided via the UO ● support provided via the IK ● support provided via P itself Total available room for commitments
Total Emergency aid Reconstruction 0 0 0 0 0 0 0
Information on participant cash flows Transfers by P in connection with ● support provided via the UO ● support provided via the IK ● support provided via P itself Insight into local expenditure ● Local expenditure by the UO ● Local expenditure by the IK ● Local expenditure by the P itself
Emergency aid Reconstruction 181.332 1.298.665 0 42.905
January 1, 2012 - December 31, 2012
Total 1.522.902 1.479.997 42.905 4.837
Cumulative through December 31, 2012
Emergency aid Reconstruction Total Emergency aid Reconstruction Total 0 0 0 107.274 892.726 1.000.000 0 0 0 0 0 0 545 421.777 422.323 107.819 1.130.707 1.238.527 0 0 0 0 0 0 CARE ANNUAL REPORT 79
Financial report for the national SHO Haiti Earthquake Campaign – 2012/2013 financial year July 1, 2012 – June 30, 2013 Cumulative through June 30, 2013 Income Income from joint campaigns Interest Total income
1.609.707 5.238 1.614.945
-2.513 -2.513
Costs of preparation and coordination (AKV) Maximum room for overhead expenses
86.805
Total available for aid activities Expenditure Commitments by participant (P) ● support provided via the UO ● support provided via the IK ● support provided via P itself Total available room for commitments
Information on participant cash flows Transfers by P in connection with ● support provided via the UO ● support provided via the IK ● support provided via P itself Insight into local expenditure ● Local expenditure by the UO ● Local expenditure by the IK ● Local expenditure by the P itself 80 CARE ANNUAL REPORT
-2.513 Emergency aid Reconstruction 0 42.905 0 -42.905
Total 0 42.905 -42.905
1.528.140 Emergency aid Reconstruction 181.332 1.341.570 0 0
Total 1.522.902 1.522.902
0 5.238 July 1, 2012 – June 30, 2013 Cumulative through June 30, 2013
Total Emergency aid Reconstruction Total Emergency aid Reconstruction 0 272.902 272.902 107.274 1.415.628 1.522.902 545 359.706 360.251 107.819 1.415.083 1.522.902
Financial report for the national SHO Help Victims in Syria Campaign – 2012/2013 financial year In Syria
Outside Syria
July 1, 2012 – June 30, 2013 Income Income from joint campaigns Interest Total income
Total
July 1, 2012 – June 30, 2013
July 1, 2012 – June 30, 2013
192.924
171.947
192.924
171.947
364.871 126 364.996
Costs of preparation and coordination (AKV) Maximum room for overhead expenses
13.505
12.036
25.541
Total available for aid activities
179.420
159.910
339.455
Expenditure Commitment by the participant (D) ● support provided via the UO ● support provided via the IK ● support provided via P itself Total available room for commitments
Total Emergency aid Reconstruction Emergency aid Reconstruction 179.420 179.420 179.420 159.910 0 0 0 0 0 July 1, 2012 – June 30, 2013
Information on participant cash flows Transfers by P in connection with ● support provided via the UO ● support provided via the IK ● support provided via P itself Insight into local expenditure ● Local expenditure by the UO ● Local expenditure by the IK ● Local expenditure by P itself
Total Total Emergency aid Reconstruction 159.910 339.330 159.910 339.330 339.330 0 0 0 126
July 1, 2012 – June 30, 2013
July 1, 2012 – June 30, 2013
Emergency aid Reconstruction Total Emergency aid Reconstruction Total Emergency aid Reconstruction Total 179.420 179.420 159.910 159.910 339.330 339.330 2910 2.910 6524 6.524 9.434 9.434
CARE ANNUAL REPORT 81
Appendix 3 Supervisory Board, Management CARE Nederland has a Management Board and a supervisory body - the Supervisory Board - and thus complies with the general principle of the separation of management and supervisory functions. The organization also has an Advisory Council. The responsibilities and powers of the Management Board and Supervisory Board are set out in the Articles and elaborated in various sets of rules. Rules have been drawn up for the Supervisory Board, the Management Board, the Audit Committee and the Remuneration Committee.
Composition of the Management Board The Supervisory Board determines the number of Management Board members and is responsible for appointing, suspending and dismissing the Management Board (the Management Board/director under the Articles of Association), where applicable. Under the Articles of Association the Management Board of CARE Nederland consists of one person, currently Mr. G.T.F. Eskens.
Management Board duties and working procedure The Management Board sets out policy, adopts the financial reporting guidelines and has overall responsibility for day-to-day management. The duties, powers and working procedure of the Management Board are set out in the Management Board Rules. In performing its duties and exercising its powers the Management Board is guided by the organization’s objects, interests and social responsibility. The Management Team assists 82 CARE ANNUAL REPORT
the director in the performance of his duties and in formulating policy. In the 2013 financial year the Management Team was made up of the heads of the departments responsible for the Disaster Risk Reduction programs, the Peacebuilding programs, Marketing and Communication, Finance, and Advocacy. The Management Team’s working procedure is set out in the Management Team Rules. The Management Team provides the Supervisory Board the necessary information to ensure the proper performance of its duties. The Supervisory Board focuses specifically on the reporting of internal risk management and control systems and the risks involved in implementing programs, efficient fund-raising and the deployment of donations. CARE Nederland observes the principles set out in the Wijffels Good1 Governance Code for charity fundraising in the Netherlands in respect of achieving the organization’s objectives, expending funds, fund-raising, managing volunteers and the organization’s performance.
Director remuneration and compensation policy CARE Nederland applies the FUWASYS2 and BBRA3 pay classification systems to both its employees and the director. The director’s salary, fixed allowances and other terms of employment are determined on the basis of the Advisory Remuneration Scheme for Directors of Charities
set out in the VFI4 and the Wijffels Code. The policy is periodically updated and adopted by the Supervisory Board. Remuneration, allowances and the other terms of employment are stated in the financial statements (see page 74).
Appointment and term of office of the Management Board For the purpose of recruiting, selecting and appointing a director, CARE works with a job profile describing the qualities required for the position. Under the Articles of Association the Supervisory Board is required to draw up the director’s job profile. The director is appointed for the duration of the employment contract and is eligible for reappointment with the consent of the Supervisory Board.
Ancillary positions held by the Director CARE Nederland’s Director Guus Eskens held the following ancillary positions in the 2011/2012 reporting year: ➊ Board Member, Medicus Mundi International, Basel ➋ Member of the Refugee Council, Stichting Vluchteling, The Hague ➌ Board Member, Stichting Josephine Nefkens voor Ontwikkelingssamenwerking ➍ Member of the Church Council, Parish of Laurentius en Ignatius, Rotterdam ➎ Chairman of the Supervisory Board, Stichting IDA Solutions, Woerden
Board and personnel Guus Eskens also represented CARE Nederland on the following Dutch bodies. • Board Member, SHO, the Combined Aid Organizations in the Netherlands • Member of the Steering Committee, Dutch Consortium for Rehabilitation • Member of the Steering Committee, Partners for Resilience He also represented CARE Nederland on the Board, Board committees and advisory bodies of CARE International.
Personnel and volunteer policy As at June 30, 2013 CARE Nederland employed 31 people in total, which is equivalent to 28.4 FTEs. CARE Nederland regularly works with volunteers. Voluntary workers have a high level of commitment and receive only a minimal expense allowance in return for their work. For this reason, CARE Nederland wishes to make them feel welcome and appreciated. Due to the fact the rules applicable to volunteers differ from those of permanent employees, CARE Nederland took a volunteer procedure into effect which provides clarity about the duties, rights and responsibilities of volunteers. In the 2013 financial year one volunteer worked for CARE Nederland. 1 R ecommendation by the Committee on the Good Governance Code for Charities, June 2005 2 FUWASYS (FUnctieWAarderingsSYSteem) is a job classification method developed by the Ministry of the Interior and Kingdom Relations. 3 Civil Servants’ Pay Decree [Bezoldigingsbesluit Burgerlijke Rijksambtenaren] 4 See www.vfi.nl [in Dutch]. CARE ANNUAL REPORT 83
Appendix 4 Supervisory Board At CARE Nederland the Supervisory Board is responsible for supervising the director and monitoring policy and the organization’s performance. The Supervisory Board also advises the director. The Supervisory Board’s duties are set out in the Articles of Association and in the Supervisory Board Rules.
Appointment and term of office of Supervisory Board The Supervisory Board members are appointed by the Supervisory Board itself. Under the Articles of Association a resolution to appoint a Supervisory Board member requires a two-thirds majority of the votes cast in a meeting at which all Supervisory Board members are present or represented. The selection and appointment of new members takes place on the basis of profiles drawn up by the Supervisory Board which are public and can be viewed on request. CARE Nederland employees cannot be appointed to the Supervisory Board. The Supervisory Board appointment procedure is provided for in the Supervisory Board Rules, which also set out further details of the Supervisory Board’s working and decision-making procedures. Each Supervisory Board member is appointed for a three-year term of office and is subsequently eligible for reappointment for one further three-year term of office. In the event of vacancies, the Supervisory Board is obligated to take measures to supplement its membership.
SupervisoryBoardremunerationandcompensationpolicy The Supervisory Board members do not receive a salary but are entitled to have the expenses they incur reimbursed. 84 CARE ANNUAL REPORT
The expenses incurred by the Supervisory Board are disclosed and have been incorporated in the financial statements together with explanatory notes. The amount of travel and accommodation expenses paid to the Supervisory Board in the reporting period totaled EUR 3,206 and were mainly incurred for participating in CARE International meetings.
Composition of the Supervisory Board The Supervisory Board has been composed in such a way that its members: • have sufficient affinity with the organization’s objects; • have broad social ties and reach a functional network; • come from diverse social backgrounds, disciplines and offer various areas of expertise; • operate independently and critically towards each other and the Management Board; • offer adequate advisory and sounding board capacity to the Management Board. In the 2013 financial year the Supervisory Board consisted of seven members.
Loek Hermans
The Chairman Loek Hermans also chairs Greenport Holland and is leader of the Dutch liberal party VVD in the Upper House of the Dutch Parliament. Loek Hermans studied Public Administration at the former Catholic University of Nijmegen, now called
Radboud University, from 1969 to 1976. He was a member of the Lower House of the Dutch Parliament from 1977 to 1990 and successively held the positions of Mayor of Zwolle and Queen’s Commissioner for the province of Friesland. He was appointed Minister of Education, Culture and Science in 1998 and acted as the Chair of entrepreneur’s organization MKB Nederland from 2003 to 2011. In addition to the roles he currently fulfils, Loek Hermans is a member of the Management Board and Supervisory Board of various organizations, including the Chair of Radboud University’s Supervisory Board.
Petra Stienen Petra Stienen studied Arabic and Middle Eastern studies and has worked in the Middle East for over a decade, including the Dutch embassies in Cairo and Damascus. She currently works as a publicist and independent advisor. She writes for the Dutch newspapers NRC Handelsblad and Volkskrant, has a column in Opzij, a women’s magazine, and regularly acts as a commentator on radio and television. She received the ‘2011 Women in the Media Award’ [De Vrouwen in de Media Award 2011] in February 2012.
Baharak Sabourian Baharak Sabourian, LL.M, is a Senior Policy Officer at the Ministry of Finance. She joined the Ministry in 2007 and works for the Financial Markets Department. She studied Dutch law and
previously worked as a lawyer for commercial law firms, including Nauta Dutilh.
Ed van Meeuwen Ed van Meeuwen works as a Senior (Interim) Marketing and Communication entrepreneur for Idsells.com. He worked as a Senior for Achmea for many years assuming overall responsibility for Corporate Marketing and Communication. He previously worked in various management and board roles for prominent advertising agencies, working for clients including Van Lanschot Bankers, Time-Warner, General Motors, IBM, UPS, Heineken and Alfa Romeo. He won direct marketing awards for FBTO, a Dutch insurance company, and Time Magazine, among others.
Peter ter Horst
Peter ter Horst owns Bureau Ter Horst and works as a communication and media advisor, and debate moderator. He was a journalist for 32 years and has worked as a foreign correspondent in South Africa and Central and Eastern Europe for the Dutch newspaper NRC Handelsblad as well as for radio and television. After returning to the Netherlands, he became Editor-in-Chief of Dutch newspaper Haagsche Courant and later Intermediair, a weekly magazine for academic job seekers. Peter ter Horst wrote the book De dag dat de krant viel [The Day the Newspaper collapsed] published in 2012 covering the rise and fall of newspaper journalism.
Jochem IJbema
Jochem IJbema works as Finance Director at Bosch en Siemens Huishoudapparaten b.v. (BSH). After completing his Business Economics studies at Utrecht University of Applied Sciences he joined Siemens Nederland in 1989 as a Business and Division Controller. Jochem IJbema worked at Siemens IT Solutions and Services as a Division Controller from 2006 to 2011 where he also assumed the role of Chief Financial Officer between 2010 and November 2011. He also serves as a Supervisory Board member of Koninklijke Schouwburg in The Hague.
Anneke Slob Anneke Slob works as an independent advisor mainly for development issues and international policy. Her particular areas of responsibility are supervision, monitoring and evaluation, which she carries out in the Netherlands, Europe as well as in developing countries. Her most recent position was that of Managing Partner and Director of Ecorys, a Research and Consultancy. Prior to that Anneke Slob worked at the Development Cooperation and Policy Evaluation Inspectorate (IOB) at the Ministry of Foreign Affairs where she evaluated international policy and programs.
Supervisory Board retirement schedule Supervisory Board members First term Second term Audit Remuneration Committee Committee Loek Hermans April 2008 - April 2011 April 2011 - April 2014 x (Chair from June 24, 2008) Baharak Sabourian Dec 2008 - Nov 2011 Nov 2011 - Nov 2014 x Petra Stienen Jun 2009 - Mei 2012 May 2012 - May 2015 (Vice Chair) Ed van Meeuwen Apr 2010 - Apr 2013 April 2013 - April 2016 Peter ter Horst Apr 2010 - Apr 2013 April 2013 - April 2016 Jochem IJbema Sep 2011 - Sep 2014 x x Anneke Slob Jun 2012 - Jun 2015 CARE ANNUAL REPORT 85
Appendix 5 Duties of the Supervisory Board in the past financial year During the reporting period the Supervisory Board convened on five occasions. Circumstances caused one meeting to be cancelled during that period. The Director held regular bi-lateral meetings with the Chairman and Vice Chair. One member of the employee representation body attended a Supervisory Board meeting.
Director, the Committee reviewed the collaboration with the accountant KPMG, the new financial statements and the budget for the 2013-2014 financial year. In consultation with the Supervisory Board, the Management Board resolved to appoint a new accountant PricewaterhouseCoopers to replace KPMG with effect from the new financial year.
Communication Department (including the appointment of a new Marketing Director). The new Head of the Marketing and Communication Department subsequently presented strategic plans for marketing, communication and branding to the Board. Lastly, the Board advised on fund-raising activities and information services in the Netherlands.
The Supervisory Board approved the budget for the 2013 financial year and adopted both the financial statements and the Annual Report for the 2012 financial year. The Supervisory Board also discussed and approved the Annual Plan for the 2013 financial year and conducted an interim evaluation of the current Strategic Plan for the 2011-2015 financial years. During the evaluation the Supervisory Board reviewed the development of the strategic directions pursued. Due to the vast changes in the social context within which CARE Nederland works, combined with the effects of the developments within the CARE International organization (Vision 2020, see below), the program team priorities for the two remaining years of the Strategic Plan period were reviewed.
During the reporting period the Supervisory Board discussed various aspects of the organization’s development at length. The Board was updated on the development and implementation of a new organizational model, in which, for efficiency reasons, the two program departments, Disaster Risk Reduction and Peacebuilding are to be merged into one program team. The new Advocacy team will assume a separate status outside the program team. The Supervisory Board was also updated on the progress made in implementing a new, international accounting and reporting system (PAMODZI). Lastly, the Board advised on new accommodation options for CARE Nederland’s office.
Through its annual self-evaluation the Supervisory Board reviewed the practice of holding meetings against the Board’s duties as set out in the Articles of Association and in the Supervisory Board Rules. A number of points in the Supervisory Board Rules were consequently amended. A number of articles in CARE Nederland Articles of Association were reformulated to ensure consistency with the organization’s current objectives. The Supervisory Board furthermore discussed the succession of the current chairman, whose term of office ends in April 2014.
The Supervisory Board Remuneration Committee held its annual evaluation with the Director in June 2013. The Supervisory Board Audit Committee consisting of Jochem IJbema and Baharak Sabourian convened on three occasions. Together with the Director and Finance 86 CARE ANNUAL REPORT
The Board also advised on fund-raising activities and information services in the Netherlands. The different fund-raising methods were discussed at length and the current method, street fund-raising, was evaluated. In addition the Supervisory Board provided the Director advice on the continuity of the Marketing and
CARE International During the meetings held in the past financial year the Supervisory Board regularly discussed the current transition process of the CARE International organization (Vision 2020) and the strategic positioning of CARE Nederland within the confederation since the transition process may affect CARE Nederland’s position in the latter.
Appendix 6 Advisory Council The Director also reported on the outcome of the meetings held by the CARE International Board in Thailand and Berlin, which the Director, Peter ter Horst and Petra Stienstra attended on the Supervisory Board’s behalf.
In addition to the Supervisory Board, CARE Nederland has an Advisory Council which advises the Supervisory Board and the Management Board. The composition of the Advisory Council was as follows in the 2012-2013 reporting period:
The Board discussed the new budget for the CARE International Secretariat in Geneva and the organization's adjusted contribution to the budget.
Prof. Louk de la Rive Box (Chairman)
Raising the level of efficiency and effectiveness by collaborating with members of CARE International (in Europe) and other non-governmental organizations (NGOs) in the Netherlands also featured regularly on the agenda. The Supervisory Board recommended that the opportunities for strategic and operational collaboration with other European members of CARE International, such as CARE Great Britain and CARE Austria be intensified in addition to spurring the organization to cement their working relationship with other NGOs in the Netherlands.
Prof. Enno Hommes
Public position: Professor of International Cooperation, and Rector, Institute of Social Studies
Public position: Emeritus Professor of Development Studies, University of Twente
Kees Homan, LL.M Public position: Senior Research Associate, Netherlands Institute of International Relations Clingendael
Prof. ir. Georg Frerks Public positions: Professor of Conflict Prevention and Management, Utrecht University and Professor of Disaster Studies, Wageningen University
Prof. ir. Thea Hilhorst Public position: Professor of Humanitarian Aid and Reconstruction, Wageningen University
CARE ANNUAL REPORT 87
Appendix 7 Accountability statement This Annual Report was prepared in accordance with Dutch Annual Reporting Guideline 650 for Fund-Raising Institutions issued by the Dutch Accounting Standards Board. The Management Board and Supervisory Board of CARE Nederland subscribe to the following three principles: ➊ To ensure supervision, administration and implementation ➋ To optimize the effectiveness and efficiency of expenditure ➌ To optimize stakeholder relations
To ensure supervision, administration and implementation • T he organization has the following bodies: a Management Board and a Supervisory Board. The Management Board manages the organization while the Supervisory Board monitors Management Board policy and the organization’s performance. • The Supervisory Board determines the number of Management Board members, either one or two natural persons. If there is one natural person, he or she will hold the title of ‘director’. If there are two natural persons, the Supervisory Board will appoint one of the two as the chair. The Supervisory Board itself consists of at least three but not more than seven members, all of whom are natural persons.
88 CARE ANNUAL REPORT
• T he Management Board is authorized to adopt or amend with the prior approval of the Supervisory Board one or more sets of rules providing for matters not covered by the Articles of Association. The Supervisory Board is authorized to adopt these matters with the prior approval of the Management Board. • The Management Board and the Supervisory Board may also establish other committees as well as boards or councils after obtaining each other’s prior approval. • The organization has an Audit Committee and a Remuneration Committee. The first committee monitors the organization’s financial performance. The second committee advises the Supervisory Board on the selection criteria and appointment procedures applicable to members of the Supervisory Board and the Management Board. • The Supervisory Board specifically monitors whether Management Board policy conforms to the approved and adopted long-term or other strategic plans and budgets. • The Management Board and the Supervisory Board ensure that no conflict of interests occurs between the organization, its employees, the Management Board and the members of the Supervisory Board. • The Supervisory Board’s performance is evaluated periodically.
Optimizing the effectiveness and efficiency of expenditure • T he Management Board draws up a long-term strategic plan for a period of at least three years with a corresponding budget. The long-term strategic plan contains measurable prioritized objectives and provides an analysis of the operating environment. The strategic plan also sets out the principles for the provision of public information, raising awareness, advocacy, fund-raising and spending the funds raised effectively as well as how the opinion formation and decision-making processes concerning fund-raising and the allocation of funds are organized. At the beginning of each financial year, which runs from July 1 through June 30 of each year, the long-term strategic plan is elaborated in an annual plan containing a corresponding budget. • The Management Board is charged with the implementation and completion of the programs and the activities incorporated in the annual plan. In particular the Supervisory Board is responsible for ensuring that implementation conforms to the long-term and other strategic plans and budgets. • The Management Board provides the Supervisory Board all the relevant information in good time. • The Management Board reports to the Supervisory Board on the following: performing its civic role; strategy; fund-raising and deployment of the funds
raised; key figures; the quality of the care provided and how ethical issues have been dealt with; the audit of the internal risk management and control systems; management of the organization’s capital, and good employment practices. • The Management Board is obliged to maintain records of the organization’s financial position to ensure that its rights and obligations are clearly shown in these records at all times. The Management Board prepares a balance sheet and a statement of income and expenditure at the end of the financial year. These documents are accompanied by an auditor’s report. The auditor is appointed by the Supervisory Board and reports to both the Management Board and the Supervisory Board. The Annual Report and the financial statements are adopted and signed by the Management Board within six months of the end of the financial year following Supervisory Board approval thereof. • Where necessary, the Management Board revises the long-term and other strategic plans and budgets after having obtained approval from the Supervisory Board.
•
•
•
Optimizing stakeholder relations • T he organization promotes and supports the work, activities and programs carried out by the volunteers involved in achieving the organization’s objectives. • The Management Board seeks to provide transparency
•
in accounting for its policy and activities to the volunteers and the other stakeholders involved. For this purpose the Management Board adopts policy for incorporation in the long-term strategic plan. The organization's key stakeholders are in any event the ultimate target group (the beneficiaries), the CARE country offices and their partner organizations, institutional and current and prospective donors and sponsors. The beneficiaries are reached through the intermediary of the CARE country offices and their partner organizations. The organization maintains relations with these stakeholders by issuing reports, holding meetings during visits to field offices, partner and other organizations and institutions, including local authorities. The organization also has stakeholders who finance its activities, such as institutional donors, current and prospective donors, and sponsors. The organization maintains relations with these stakeholders by issuing reports, holding meetings during visits, through the website, newsletters, publications and the Annual Report. CARE structures its communication to ensure that the information is relevant, clear and accessible to the organization’s stakeholders. The Management Board offers stakeholders the opportunity to communicate their ideas, comments, wishes and complaints to the organization to enable it to improve its services, where possible.
CARE ANNUAL REPORT 89
Appendix 8 Organization chart Advocacy Officer
Advocacy Coordinator DCR
Marketing & Communication Director (MT)
Advisory Board
Supervisory Board
Advocacy Manager
Program Director DRR (MT)
Management Assistant
Program Director PB (MT)
National Director (MT)
Office Management
90 CARE ANNUAL REPORT
Finance Director (MT)
âœą1 Donor & Sponsor Information Officer
Fundraiser Consumer Market
Manager Corporate Relations
PR, Communication & Education Officer
Program Coordinator PfR
Global DRR & Advocacy Advisor
Program Officer DRR
Program Officer DRR
Program Officer DRR
Knowledge Manager Fragile States
Program Officer PB
Program Officer PB
Program Officer PB
Program Officer Somalia
Accountant
Finance Assistance
Coordinator Quality Management& IT
Finance Officer DRR
Finance Officer PB
Intern DRR
Volunteer DRR
Gender Advisor Fragile States (vac.)
HR Advisor
HR Officer
CARE ANNUAL REPORT 91
, y t i n g i d g Defendin y t r e v o p g n i t figh
P.O. Box 24
2501 CA ● The Hague ● The Netherlands ● tel: +31 70 310 50 50 ● general@carenederland.org ● www.carenederland.org ●