Zoa annual report english 2010 by Uitgeverij Verhagen

ZOA Refugee Care Annual report 2010

Content 1 FOREWORD

2 ZOA AT A GLANCE

3 PROFILE OF ZOA

3.1

Organisation

3.2

Organisational structure

3.3

Statement of accountability

3.4

Partnerships

4 OUR PROGRAMMES

4.1

Target group

4.2

Work environment

4.3

Approach

4.4

Environment

4.5

Results and impact

4.6

Monitoring and evaluation

4.7

Knowledge and policy development

4.8

Evaluation of the objectives for 2010

5 PROGRAMME COUNTRIES

5.1

Afghanistan

5.2

Burundi

5.3

Cambodia

5.4

Democratic Republic of Congo

5.5

Ethiopia

5.6

Liberia

5.7

CDN Myanmar

5.8

North Sudan

5.9

South Sudan

5.10 Sri Lanka

5.11 Thailand

5.12 Uganda

6 DISASTER RESPONSE

6.1

Haiti

6.2

Pakistan

6.3

Myanmar

7 FUNDING

7.1

Communications and education

7.2

Fundraising

7.3

Campaigns and events

7.4

Complaints

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8 QUALITY CONTROL, ACCOUNTABILITY AND EVALUATION

8.1

Quality management

8.2

Risk management

8.3

Reflection and evaluation

9 WORKS COUNCIL

10 REPORT FROM THE CEO

10.1 Strategy

10.2 Co-financing system - MFS2

10.3 Disaster response

10.4 Corporate social responsibility

10.5 Staff

10.6 Volunteers

10.7 SWOT analysis

10.8 Objectives and results

11 REPORT FROM THE SUPERVISORY BOARD

11.1 The CEO and the Supervisory Board

11.2 Subjects discussed in 2010

11.3 Remuneration and audit committees

11.4 Composition of the Supervisory Board

11.5 Salary and additional offices of the CEO

11.6 Evaluation of the performance of the Supervisory Board

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12.1 General introduction

12.2 Annual Accounts 2010

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1. Foreword

ZOA exists thanks to its constituents. In 2010 this was especially decisive, in part because we were able to provide emergency relief following the earthquake in Haiti and the floods in Pakistan. Our constituents gave very generously to make our aid to the victims possible. In 2010 income from constituents rose by nearly thirty percent, proving that help to people in need is not reduced during recession periods. This support from many individuals and entrepreneurs, from dozens of schools and hundreds of churches, enables us to show victims of disasters and violence that the Lord is concerned about the devastation in this world. We are grateful for the trust that our constituents placed in us once again in 2010. ZOA has relied on this trust for 37 years and feels deeply indebted to these people. We realise that these constituents provide our organisation with its raison d’être. Organisations are rightly expected to be transparent and to account for their expenditures. Amid the disasters and violence, this presents a considerable challenge. Each of the fourteen countries where ZOA operates has its own dynamics – calling for solutions tailored to each country. At the same time, ZOA tries to keep its procedures and guidelines straightforward. To be accountable to donors and constituents, we need to assess our results according to a single standard. We believe that our organisation is highly effective. The organisation conducts internal performance evaluations and submits to external quality and effectiveness reviews as well. In this annual report we are pleased to present the results. Read about what we do in the countries where we operate (chapters 4, 5 and 6). We also disclose how we operate, and how we spend the money entrusted to us (chapters 7, 8 and 12). And we will make clear who and what we are, and what our values are (Chapter 3). The numbers are large: in 2010 we once again provided aid to millions. The Lord knows each of those individuals and cares about them. He cares about the young man in Darfur, who had nothing to his name in the camp but is hopeful about the future, as he trains to become a welder. And about the Cambodian family that spent years on the run and is now proud to be self-sufficient again. These and other personal stories figure throughout the annual report. I hope that this annual report has more to offer than facts and figures, and that you will read what we care most about: making a difference in people’s lives. Johan Mooij, CEO

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2. ZOA at a glance

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The target group

Mahamed Hassen Esse (Somalian refugee in Ethiopia): ‘My child was malnourished. Then I had the opportunity to join ZOA’s vegetable garden project. Now I grow enough vegetables to feed my family and have a surplus to sell in the camp. It’s so good to watch my children run and play!’ ZOA Refugee Care works with refugees and displaced persons in Asia and Africa. Since 2010, ZOA has also been active in Haiti and Pakistan, where the organisation provided emergency relief and has moved on to support the country’s rehabilitation. ZOA is active in fourteen countries and served a total of 1,9 million people in 2010. In Chapter 4 you will read more about the target group and about the countries where ZOA works. Constituents

Jan and Martha Aalbers have been going door-to-door collecting donations in Apeldoorn for years. ‘I know about ZOA – so much needs to be done for refugees. This makes it easy to get involved,’ says Jan. ZOA has a large group of faithful constituents. Several schools and churches are involved in ZOA’s work. In addition, about 17,000 people collect donations for ZOA. Children, teens and adults can become ambassadors for ZOA, by sharing their time and skills and by making ZOA’s work known throughout their own circle. Entrepreneurs supporting ZOA’s work team up in the ZOA Business Ambassadors Network. Staff

Christian Mulenda is a ZOA project supervisor in Congo. ‘Rather than treating them as helpless infants, ZOA seeks opportunities for people to become responsible.’ In Christian’s experience, this process is not automatic. ‘After living in refugee camps for many years, they are no longer in control of their lives. Thanks to ZOA’s method, however, I’m confident that we’ll achieve good results.’ About 686 people work for ZOA. Of the 112 employed according to a Dutch contract, 58 are at the head office in Apeldoorn. Most ZOA staff in the countries are recruited locally. The trainee programme, launched in 2009 to help young people gain professional experience, started to produce results in 2010. Five trainees advanced to junior staff positions. Organisation

Johan Mooij, CEO of ZOA Refugee Care: ‘ZOA aims, as stated in our strategy document, “to offer signs of hope” in the countries where we operate. Our constituents make this possible. Our organisation relies more on loyal constituents and donors than on government funding. That is why we cherish ties with our constituents. Despite the recession, donors have given more than in previous years. It is so encouraging that our constituents have no intention of reducing support for vulnerable people.’ ZOA Refugee Care supports people suffering as a consequence of armed violence or natural disaster by helping them rebuild their lives. The organisation operates in fragile surroundings through an integral approach that often involves local partner organisations, focusing strongly on water and sanitation, education, agriculture, peace-building and capacity-strengthening. In recent years improving food security and economic development have received increasing emphasis. This is how ZOA helps the target group get back on its feet and become self-sufficient again. Figures

Income from individuals increased substantially. This increase is entirely attributable to the generous donations following the disasters in Haiti and Pakistan. ZOA received from their own constituency € 2.600.000 as a reaction on these disasters. The total income was € 28.761.381, an increase of 10% compared to 2010. Expenditures were as follows:

91%

Projects

Fundraising

5% 4%

Overhead

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3. Profile of ZOA

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3.1 ORGANISATION History

In 2010 ZOA had existed for 37 years. It all started with a group of zealous students, who in 1973 were moved by the needs of boat refugees in Southeast Asia (the initials ZOA – denoting Southeast Asia – date back to that time). Working from a tiny attic room in Groningen, they founded an organisation that now employs about 850 and operates in fourteen countries among victims of violence and disasters. During the early years, ZOA provided financial support to projects or other executive agencies. In the early 1980s ZOA started to dispatch field staff to carry out programmes in refugee camps. Operations were soon extended to Africa as well. ZOA Refugee Care receives a lot of financial support from individuals. Their donations are the foundation for all the work. This also makes the organisation eligible for institutional programme financing and has enabled ZOA to expand its activities enormously, as it gradually becomes more professional. Our vision

In a world full of conflict, injustice, poverty, and disaster, we want to contribute to signs of hope and restoration. We see this being revealed where people experience peace, justice, and mutual trust again, and where they regain personal dignity and confidence. ZOA acts and contributes with the biblical perspective of God’s Kingdom, which will bring reconciliation and restoration to its full extent. Meanwhile, God calls us to do justice and be faithful to people that need our support. Our mission

ZOA Refugee Care supports people who suffer because of armed conflict or natural disaster, in helping to rebuild their livelihoods. We call on our constituency and partners, in the North and in the South, to take responsibility and get involved. We provide maximum added value to those we support and those who support us. Our core values Faithfulness The people we serve face constant uncertainty about their future. Our responsibility

is to provide them with support that they can count on, honouring our commitments and being faithful to them. Faithfulness means that we have involvement with conflict-affected communities until they are ready to walk on their own again. Even when the public and political circumstances are not encouraging, our faithfulness demands that we maintain support as long as it is reasonable to do so. Human Dignity We treat all people equally and with respect. We make no distinctions based on race, religion, gender, or political orientation. At the same time, we recognise and value that there are different roles, positions, and responsibilities to be aware of, particularly between the North and the South and between donors and receivers. ZOA respects the cultural differences that exist between people, communities, and organisations, while also aiming to bridge those differences by encouraging mutual understanding. Stewardship Our beneficiaries have a variety of valuable capacities that are worthy of significant

investment. We aim to be good stewards to the people we serve, nurturing their abilities through skills training and development, in order to facilitate their independence from outside support and give them new opportunities for the future. Justice ZOA stands up for the rights of vulnerable and marginalised people. In the South, ZOA

combats injustice by establishing rehabilitation and resettlement programmes for people affected by conflict. In the North, we promote awareness about injustices that are taking place around the world, which encourages a greater number of voices to speak out for justice.

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Quality standards and codes

ZOA has drafted a framework of guidelines and procedures for its own organisation to meet the ISO standard. They appear in the quality manual of the Programme Monitoring and Evaluation framework, where a programmatic approach to work is the main objective. ZOA subscribes to the following quality standards and codes: • the international Red Cross code of conduct: ‘Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief’ • the international people in aid code of conduct: ‘The People in Aid Code of Best Practice in the Management and Support of Aid Personnel’ • the code of conduct for humanitarian organisations in the European Union: ‘NGDO Charter — Basic Principles of Development and Humanitarian Aid NGOs in the European Union’ • the Good governance for good causes code (‘Wijffels code,’ fully implemented) • the VFI fundraising code of conduct. In addition, ZOA’s work is conducted according to the Sphere Standards for conducting relief work and rehabilitation efforts. 3.2 ORGANISATIONAL STRUCTURE

The individuals in charge of the five departments at the head office and the CEO constitute the management team. Country directors report directly to the CEO and, together with the management team, constitute the international management team. Supervisory Board

CEO

Monitoring & Policy Development

Human Resources

Programmes

Programma’s Fundraising & Education

Finance

Country Director

Program Advisor

Program Manager

Manager General Affairs

Since the country organisations operate largely independently, they are able to accommodate local developments. The head office in the Netherlands helps the country organisations with policy cohesion and continuity, quality control, exchanges of knowledge and experience, financial management, fundraising staff recruitment and other boundary conditions. Support teams have been formed to ensure head office support for the country programmes. Each support team comprises members from the three operational departments for Programmes, Funding and Finance, as well as one from the Monitoring and Policy Development Department. The support team is thus able to supervise and support the country programme from each of the different disciplines. Staff in 2010

In 2010 58 people worked at the head office in Apeldoorn (46.2 ftes), as well as nine permanent volunteers and a trainee. Forty-six expats and eight trainees worked in the programme countries based on Dutch employment contract. Among staff members holding Dutch employment contracts, the malefemale ratio is 67 % – 33 %. ZOA employs about 686 people, with local staff accounting for the majority of this group. 3.3 STATEMENT OF ACCOUNTABILITY

The text in Section 3.3 summarises the detailed statement of accountability, which appears in full on our website www.zoa.nl (worldwide/aboutZOA/annual reports)

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The board of ZOA Refugee Care subscribes to the following principles: • Within the organisation, ‘supervision’ (adopting or approving plans and carefully reviewing the organisation and its results) is kept separate from ‘governance,’ i.e. ‘execution.’ • The organisation strives continuously to allocate resources optimally to enable ZOA to operate effectively and systematically to achieve its objectives. This is set forth in our quality and control model. • The organisation aims to optimise relations with stakeholders. ZOA focuses on information provision to gather and register desires, questions and complaints. Both in the Netherlands and in the areas where ZOA operates, the entire organisation is in constant contact with stakeholders to make ZOA’s work possible. 3.3.1 Management and supervision The CEO

The CEO is the managing director of the organisation. The CEO is responsible for general management of the foundation. As such, he sets policy, determines financial guidelines and is in charge of general operations. This includes being responsible for realising the foundation’s objectives and handling expenditures, strategy and policy and the results that materialise. Shaping and paying tribute to the ideological values of the organisation figures among his responsibilities as well. The director reports on these matters to the Supervisory Board and provides all the necessary information. The Supervisory Board

The Supervisory Board reviews whether the policy and input of the CEO reflect the interests of the organisation with respect to its public service role. The Board also examines whether the CEO has duly considered the concerns of the different stakeholders. The Supervisory Board ensures that policy is implemented according to the multi-annual policy plans, and that budgets are adopted and approved. The Board and the management agree on the standards of reference applied by the Board, based on external codes and guidelines that are subject to periodic conformity checks. 3.3.2 Optimal allocation of resources

ZOA Refugee Care greatly values quality of operations. The substantial growth of the organisation in recent years has impacted this quality, leading to additional investment in organisational quality. Enhancing internal management and control is one of the strategic objectives of the organisation. ZOA defines internal control as: ‘the body of measures yielding reasonably accurate information about the • effectiveness and efficiency of our procedures and activities • reliability of our financial reports • compliance with relevant legislation and regulations.’ The measures taken by ZOA may be classified as follows: • core values of the organisation • structure of the organisation • structure of operations • procedures and guidelines (policy) • support systems. ZOA’s quality management is certified according to the ISO 9001:2008 standard. ZOA has developed applications to support and document its operations. These applications are used in all ZOA’s programme countries to ensure uniform application and implementation of procedures worldwide. Risk management

ZOA faces implementation, compliance and safety risks in conducting operations. The most important measures taken to mitigate risks appear in Section 8.2, which contains information about ZOA’s antifraud and anti-corruption policy as well.

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External supervision and evaluation

External audits are performed of the annual accounts and special projects. PricewaterhouseCoopers Accountants N.V. is in charge of auditing the annual accounts. ZOA’s work is reviewed by different external auditors (including some at government institutions) and accredited auditors. ZOA also has an internal audit system that ensures effective and efficient operations. 3.3.3 Relations with stakeholders Constituents

ZOA’s constituents include: • Individuals • Churches • Schools • Businesses and capital funds Chapter 7 of this annual report contains detailed information about how constituents are informed and become actively involved in ZOA’s work, about fundraising methods, and about how any complaints are addressed. ZOA Refugee Care greatly values quality and transparency. ZOA is certified by the CBF hallmark and belongs to the Vereniging van Fondsenwervende Instellingen (VFI). Volunteers

Volunteers are a special category of constituents. They add considerable value to the organisation. During the national collection drive, about 17,000 collectors go door-to-door requesting donations. Other volunteers perform specific duties that would otherwise be very costly for ZOA, such as writing and editing, setting up events or accountancy for internal audits. Volunteers and ambassadors receive the ZOActief quarterly or the regular ZOA periodicals. The Human Resource Management Department maintains contact with volunteers who are available for missions abroad (Short Term Workers). Staff members

Motivated and involved staff are essential for ZOA to achieve its objectives. Staff members participate both formally and informally in subjects relevant to them. At the head office such relevant information is shared at weekly openings. This information is then distributed in an e-mail newsletter to the rest of the staff members all over the world. Institutional donors and governments

ZOA maintains ties with fellow fundraising organisations and institutional donors, such as the Dutch government and the European Union. ZOA has appointed account managers to communicate with the stakeholders in each target group. Target group

ZOA is aware that we work with and for vocal individuals, who against their will are unable to care for themselves due to violence and disasters. We constantly seek ways to help them regain control of their lives, including input about the relief services. To this end, we involve them closely in setting up, carrying out and evaluating programmes. We also like to report to them about our work, just as we do to our donors. In December 2010 ZOA applied for membership of the Humanitarian Accountability Partnership (HAP). ‘Accountability’ to the target group includes clear advance notification about the organisation’s targets, active participation by the target group at all project stages, feedback about the results and the presence of formal channels for those involved to provide the organisation with feedback and subject to complaints, if the organisation fails to meet its commitments. In Sri Lanka a pilot has been prepared, in which the organisation provides members of the target group with clearer advance information about what they can and cannot expect. The target group already participated in the evaluation in practice, but will be made official in the pilot project in Sri Lanka. In 2011 ZOA will start implementing the HAP principles in the countries.

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3.4 PARTNERSHIPS ZOA works with

Added value

Nature of ZOA’s participation

Tear and Woord en Daad

• Partnership based on common Protestant identity • Information supply and support

• Consultation between directors • Shared responsibility for developing communication vehicles for schools via Just Care

Red een Kind, Tear, Woord en Daad and Dorcas, in an emergency relief cluster.

• Partnership based on common Protestant identity • Joint fundraising for emergency relief

• Partnership efforts for emergency relief

Save the Children Netherlands, CARE Netherlands, Healthnet TPO, in the Dutch Consortium for Rehabilitation.

• Joint application for MFS2 financing for 2011 – 2015 • Improve programme proposal and implementation quality

• Secretary

CARE Netherlands

• Knowledge exchange

• Partnership for programme financing

Tear Fund UK and Tear

• Joint implementation of projects in Congo

• Co-executor

Aqua for All, Simavi, AMREF Flying Doctors

• Reinforcing support base at schools in the Netherlands via the ‘Walk for water’ event

• Co-executor of the event and the activities at primary schools

Happy Gift

• Reinforcing support base and raising awareness among young adults and students

• Facilitate and provide project- and country information

Kinder Nothilfe (Germany), Acet (Slovakia), Woord en Daad and Tear (Netherlands)

• Awareness campaign in Europe concerning HIV/AIDS issues

• Co-executor

Medair

• Partnership in the field of identity • Mutual exchange of staff members

• Partnership efforts for emergency relief

ZOA is a member of:

Added value

Nature of ZOA’s participation

CDN (Partnership of ZOA, Red een Kind and Woord en Daad, active in Myanmar)

• Clustering of forces for emergency relief and rehabilitation after Cyclone Nargis in the Myanmar delta region.

• One of three participating organisations

Dutch Consortium Uruzgan (DCU)

• Clustering of activities through partnership with Save the Children Netherlands, Cordaid, Healthnet TPO and DCAvet.

• Member and co-executor

EU-CORD, network of 22 Christian emergency relief and development co-operation organisations. EU-CORD represents the members at VOICE and CONCORD meetings.

• Lobby with EU, representation • Information supply • Standardisation of quality management, benchmarking

• Member

PSO (Network for capacity-building in developing countries)

• Knowledge exchange and financing

• Member • Multi-year job training (LWT)

PRISMA

• Network of Christian organisations • Shared delegation in conjunction with ICCO • Policy coordination • Support base

• Member • Participation in support-base enhancement activities

Partos (umbrella organisation of Dutch development co-operation NGOs)

• Sector organisation: lobby with the Ministry of Foreign Affairs and the Dutch Parliament • Quality management, standardisation and benchmarking • Knowledge exchange • Via Partos: EU-NGO liaison

• Member

VFI

• Coordination, support base and quality of fundraising in the Netherlands

• Member

IS-academy (cooperation of Wageningen University, Ministry of Foreign Affairs and several NGO’s)

• Knowledge development and research

• ZOA delivers capacity, knowledge and experience for policy development. • ZOA finances a PHD-research project in Uganda on food-security

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4. Our programmes

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4.1 TARGET GROUP

ZOA provides support in areas where the following groups of people live: • refugees – people who have fled violence or natural and other disasters, travelling to another country in the process • displaced persons – people who have fled violence or natural and other disasters, remaining within the borders of them own country • returning refugees – people who have fled or were displaced and have returned to their original surroundings • host communities – the original inhabitants of the area where displaced persons, refugees or returning refugees have settled. In many cases, scarce resources need to be shared with the refugees and displaced persons. The target group in 2010

• In Ethiopia and Thailand ZOA works with refugees. • In Sri Lanka, the Democratic Republic of Congo (DRC), Ethiopia, Liberia, Myanmar, North and South Sudan ZOA works with displaced persons. • In Sri Lanka, Cambodia, DRC, Afghanistan, Ethiopia, Burundi, North and South Sudan, Uganda and Liberia ZOA works with returning refugees. • In Afghanistan, Burundi, Cambodia, DRC, Ethiopia, Sri Lanka, Sudan, Thailand and Uganda ZOA works with host communities as well. In 2010 ZOA helped a total of about 1.900.000 people with its programmes. 4. 2 WORK ENVIRONMENT

ZOA operates in countries where society has been disrupted to some extent by war, violence or natural or other disasters. The organisation works in what are known as fragile states, where the government or civil society often lacks the resources to support the population. ZOA has formulated several factors that determine whether to start working in a country. Important ones include the number of refugees or displaced persons and the level of support that the local authorities or organisations are able to provide to the population. Having the financial leverage to launch a programme is another requirement for becoming active in a country. 4.3 APPROACH

ZOA applies a hybrid model, which means teaming up with local organisations wherever possible. If none are present, ZOA conducts the projects. In each situation, ZOA determines the best way to complement and work with what is already there. In some countries ZOA works with local authorities, in others with groups of farmers or local organisations and in different situations primarily with its own staff. In 2010 ZOA made the organisation’s mandate more specific. The primary aim is to enhance food security and economic growth. These are two areas where ZOA helps the target group get back on its feet and become self-sufficient again. This does not mean that ZOA will discontinue water and sanitation or educational projects in current programme countries. New ZOA programmes, however, will focus increasingly on the core of ZOA’s mandate: helping people restore their livelihoods. ZOA will lobby with different organisations or local authorities to provide other facilities needed in the programme areas. ZOA also aims to specify more clearly the period the organisation will be present. This important point was raised during the MFS1 interim evaluation, which was conducted in 2009. ZOA has formulated three sets of indicators: basic facilities (e.g. clean water), local community cohesion (e.g. a group of farmers that team up to purchase and sell products together or a parent-teacher committee at a school) and, finally, peace and stability (based, for example, on the number of conflicts and thefts). Supporting and building the capacity of local organisations is an important consideration, so that they can take charge of operations when ZOA departs.

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In addition, ZOA has identified areas of attention for all projects. These include proportional representation and the position of girls and women, HIV/AIDS and the environment. Wherever possible, these subjects are addressed in the projects. 4.4 ENVIRONMENT

Many of the target group’s problems arise from being deeply vulnerable to forces of nature. Drought, floods and scarcity may pull the ground out from under people. Exhaustion of soil and depletion of wells is averted by diversifying sources of income. ZOA also tries to protect the natural environment of the target group. ZOA supports the target group, for example by providing fuel-saving stoves (Ethiopia), teaches people irrigation methods and long-term water storage methods (Afghanistan, Cambodia, Congo, Myanmar, Sudan) and plants trees (Ethiopia). 4.5 RESULTS AND IMPACT

In all programme countries ZOA measures the results of its work. These measurements are not equally feasible in each country. Especially in areas where people are constantly on the move, and where unrest is rampant, ascertaining whether the target group’s situation has truly improved is often difficult. Assessing impact is the next step and serves to indicate in what measure people’s lives have improved sustainably (i.e. over the long term), and in what measure these improvements are attributable to the activities of the organisation. Dutch society rightly demands transparency about the results of organisations such as ZOA. MFS2 financing is subject to this requirement as well. In this respect and with a view toward learning as an organisation, ZOA aims to improve the quality of result measurements. Uniformity is an important part of this process. In each programme country the same indicators need to be applied to make clear what ZOA’s overall achievements are. Improving result measurements is an important spearhead for 2011. 4.6 MONITORING AND EVALUATION

Monitoring (measuring progress) and evaluation serve to show whether the target group has indeed benefited. At ZOA we believe that involving the people in monitoring and evaluation is only logical. ZOA therefore starts by asking people what they hope to achieve, and how the results may be measured. Together with the target group, ZOA determines the ‘milestones,’ the moments for measuring the results. The people gather data for examining whether ZOA’s projects are on track. In Cambodia, where ZOA is preparing its departure, this method is already well embedded. Regular evaluations are conducted with the people. In addition to facts and figures, ‘soft’ indicators – aspects that are harder to measure – receive consideration. Such indicators might include checking whether the justice system is good, and whether stability has increased. Such aspects are measured by organising focus group discussions about them. Involving people in monitoring and evaluation remains challenging. Whether this is feasible may depend on the number of staff members available in the field. ZOA constantly searches for new and better ways of involving the target group in planning, implementing, monitoring and evaluating projects. Membership of the HAP (Humanitarian Accountability Partnership), to which ZOA applied in 2010, might further this cause. In 2011 ZOA aims to implement the HAP guidelines in the programme countries, strengthening the position of the target group. 4. 7 KNOWLEDGE AND POLICY DEVELOPMENT

The semi-annual Interregional Meeting (IRM), a meeting between the country directors and the management in the Netherlands, is an important part of knowledge and policy development. Country directors indicate the subjects for discussion prior to this meeting. During the meetings they share experiences and learn from each other. The lessons learned are included in policy. The management has the discretion to determine for each programme country how to elaborate these lessons learned. Sectoral policy also arises from close consultation between the head office and the staff members in the programme countries. Steering groups are formed comprising people from the head office and the programme countries. The Monitoring and Policy Development department guides this process. Sectoral policy is discussed with the IRM prior to being adopted.

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The growth of the organisation has expanded development opportunities for programme countries in recent years. The increased presence of specialists has improved the quality and made for greater depth. In all programme countries ZOA aims for a programmatic approach, integrating all projects and targeting the long-term objective for the specific programme country. The support teams at the head office help the programme countries apply this approach in practice. In 2010 ZOA organised two regional workshops – one in Africa and one in Asia – about a programmatic approach, planning, monitoring and evaluation according to the PME framework. 4.8 EVALUATION OF THE OBJECTIVES FOR 2010

The objectives for 2010 were: • Expanding and intensifying the programme in Burundi, in which process working with local partners was to be central. • Exploring opportunities for starting programmes in Chad, the Central African Republic, Kenya and the Philippines. • As secretary to the Dutch Consortium for Rehabilitation, ZOA will be initiating the development of programme proposals for five countries, so that implementation may begin in January 2011. • Forming new partnerships at the executive level. The Programmes Department was to invest specifically in het Dutch Consortium for Uruzgan and in the partnership with Tearfund UK and Tear in the Netherlands for the Congo programme. • Conducting research on and devising new methods for developing more effective and efficient country programmes. Results achieved in 2010: • ZOA started a country programme in Burundi in 2010. The programme here entails intensive cooperation with local partners. In addition, two ZOA staff members – a country representative and a trainee – started work there. • Any new programmes to be started in Chad, the Central African Republic, Kenya and the Philippines were deferred in 2010. Haiti and Pakistan received priority, because of the disasters there. The list of priority countries where ZOA hopes to work in the future continues to change and is revised each year. • The Dutch Consortium for Rehabilitation was granted about two thirds of the amount requested from MFS2, enabling us to proceed with the programmes proposed for Burundi, Congo, Liberia, Sudan and Uganda. The programmes will be scaled back, as only part of the amount requested was granted. • ZOA continues to build new partnerships. In addition to the established Dutch Consortium for Uruzgan, the partnership with the Canadian CRWRC organisation intensified in 2010, especially in Haiti and Pakistan. Co-operation with Tear and Tearfund UK is primarily in Congo, with respect to both execution and fundraising among institutional donors. • In 2010 in Sri Lanka and Uganda regional workshops were held about a programmatic approach. Forty ZOA staff members from all country offices learned more about this style of work and enhanced their skills. Objectives for 2011 • ZOA will improve its capacity to act in emergencies; disaster response will become part of the programmes. • The programme-auditing system will be improved. • Together with the Institutional Donors and Partners unit, field experiences will be used in contacts with donors and other partners to protect the interests of the target group. • ZOA will become more creative in connecting programmes with projects. • Interaction between the Human Resources and Programmes departments will increase.

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5. Programme countries

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Africa 1. Burundi 2. Democratic Republic of Congo 3. Ethiopia 4. Liberia 5. North Sudan and South Sudan 6. Uganda

Asia 7. Afghanistan 8. Cambodia 9. CDN Myanmar 10. Thailand 11. Sri Lanka 12. Pakistan

Central America 13. Haiti

7 12 9 13

5 3 4

6 2

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5.1 Afghanistan ZOA has been working in Afghanistan for over ten years, with refugees returning from Iran and Pakistan and with the Afghan communities in North, Central and South Afghanistan. The wave of returning refugees is gradually diminishing. The number of international troops stationed in Afghanistan is decreasing as well, causing uncertainty among the population. In Uruzgan, in South Afghanistan, violent incidents are becoming more frequent, and safety of NGO staff continues to deteriorate. Especially in the South, several areas where ZOA operates are difficult for staff members to reach, making it difficult to measure the effects of the relief efforts. ZOA hopes to devise solutions to meet this challenge in the near future. Co-operation is good with local organisations and with the Afghan local authorities. ZOA enhances the capacities of local organisations and civil servants, especially in administration and financial management, English and computer skills. In the South, ZOA operates via local partners to improve irrigation systems and drinking water facilities. In the North, ZOA supports local development committees with respect to the National Solidarity Program (NSP). This successful government programme grants citizens money toward development projects of their choice. ZOA helps people draft project proposals and supervises operations in the hundreds of villages where these projects are conducted. Afghanistan suffers regular flooding, especially in the North. ZOA’s track record of providing aid quickly and effectively has benefited its reputation among the population and local authorities alike. Mir Afzal

Mir Afzal has been the programme manager for ZOA since 2002. When the Taliban regime collapsed in 2002, large numbers of refugees came to Kabul, where Mir lived at the time. With several years of experience doing humanitarian work, he sought ways to help these refugees. ZOA worked around Kabul, and Mir was able to set up projects to provide refugees with shelter. ‘ZOA is a small organisation, compared with other international humanitarian organisations, but ZOA’s approach is highly effective. ZOA makes a difference in people’s lives – they manage to restore prospects for the future, for example through subsistence projects.’ Mr Hajaud

Mr Hajaud (30) lives in Char Asiab. He is responsible for his family of seven – a difficult task, as he has no land of his own to farm. He tries to earn a bit on the side by working as a janitor and guard at government offices. Mr Hajaud helped ZOA store and distribute seeds and tools for an agricultural project in Char Asiab. ZOA was unable to pay him for his help but did let him participate in the project. Mr Haujad received ten chicks and was trained to keep and breed chickens. This has given him and his family the prospect of a new source of income.

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“They can restore prospects for the future.”

ZOA Afghanistan worked in:

North: Jawzjan and Saripul provinces Central: Kabul province (Char Asiab district) South: Uruzgan and Kandahar provinces

ZOA Afghanistan focused on:

Water and sanitation, food security, capacity building local government

ZOA Afghanistan’s concrete results included the following:

• 180 temporary shelters for victims of floods. • 23 male and 27 female groups received seeds and training on vegetable gardening. • 128 farmers received a training on marketing their produce. • 6 0 vulnerable women received a tailoring course. They produced 2100 school uniforms for girls, which were distributed among school girls.

ZOA Afghanistan worked with:

North: Village Community Development Committees. South: NERU, SADA, ANCC, ARPD

ZOA Afghanistan’s staff: ZOA Afghanistan received donations from:

98 GTZ, Ministry of Foreign Affairs, Dutch Embassy, PSO, ERF, MAIL, TEAR Australia, UN OCHA, ZOA Netherlands

ZOA Afghanistan’s expenditures in 2010:

€ 2.321.616

ZOA Afghanistan’s budget in 2011:

€ 2.649.000

Objectives for 2010 • The ZOA team for the central region of Afghanistan – now active in the Char Asiab district in the province of Kabul – aims to extend its activities to new districts and provinces, where the population still lacks access to agriculture, subsistence, irrigation, water, sanitation and hygiene projects. • ZOA Afghanistan will continue to provide support, when project areas are struck by natural and other disasters, as ZOA Afghanistan has done in the past. This support has proven very valuable, in part because it makes the target group aware that ZOA is loyal in its efforts to help. In addition, ZOA is familiar with these areas and the people who live there, giving the organisation an advantage in providing emergency relief. Results achieved in 2010 • ZOA was unable to extend activities to new areas, as donor funds are not available for this purpose. A new district has been explored and a new proposal drafted as a result. This proposal has yet to yield had any results. The objective will be maintained for the future. • In 2010 ZOA helped people affected by disasters in Saripul build temporary shelters. After the floods in the North, ZOA repaired bridges and roads as well, earning additional trust among the locals, who now call ZOA to warn them about dangerous situations. Objectives for 2011 • In 2011 the ZOA team aims to start a new round of the National Solidarity Program. • In the South ZOA Afghanistan hopes to improve the system for monitoring projects implemented by partners. • ZOA intends to find new donors for Central Afghanistan.

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5.2 Burundi ZOA has been working in Burundi since 2007, when ZOA started supporting the Burundian organisation MiParec. ZOA has also had staff members present in Burundi since 2010. ZOA has a team of two supporting four Burundian organisations in South Burundi. In addition to MiParec, they are CAPAD, CONSEDI and Reseau Burundi 2000 Plus. CAPAD is a national farmers’ federation that organises farmers provincially and nationally. CONSEDI and Reseau Burundi 2000 Plus help farm households improve their agricultural output, while MiParec mediates territorial disputes between households. ZOA coordinates, supports and facilitates the work of the four partner organisations. ZOA works in Burundi in two communities in the Makamba province, the southernmost one in Burundi. Massive numbers of refugees have returned to this area from Tanzania in recent years, including many children of Burundians who fled Burundi in 1972. After so many years, those who return are usually unable to reclaim the land that once belonged to their parents. ZOA is developing a system for returning refugees to share the land with those who have farmed it in recent decades. Ownership is established in the process. Next, these ‘couples’ receive assistance in increasing their food production, arranging better storage conditions for their food products and, if there is a surplus, obtaining a better price for their products. In 2011 ZOA will launch a pilot project in four villages in Makamba. In each village fifty to one hundred households will receive help toward improving their food production. Emelyne Nibikora

Emelyne Nibikora (38) is a widow and mother of three. She lives in Samvura and participates in the project by ZOA and its partners to improve agriculture and food security at the same time. ‘I was very small when we fled to Tanzania, to escape the violence. I spent 37 years in a refugee camp there. My children were born there, and my husband fell ill and died there. In May 2009 we returned to Burundi. Now we are hungry and often go without food two to three days a week. My children attend school, but I have no money for pens, books and notebooks ... I am sad that I cannot give my children everything.’ Emelyne Nibikora’s picture is on the cover of this Annual report. Kibinakawa Dieudonné

Kibinakawa Dieudonné (39) is the chairman of MiParec, the Burundian organisation for peace and reconciliation that ZOA works with in Burundi. ‘I was a victim of the fighting. When I was three, my father was killed in the ethnic violence. At school there were perpetual tensions between the Hutus and the Tutsis. I grew up filled with hatred and wanted to join the fighting when I got older. But I became tired of the hatred. Now I am chairman of MiParec. By solving the land issue in Burundi, for example, MiParec can promote lasting peace. That is how I fight now.‘

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“I became tired of the hatred. Now I promote lasting peace.”

ZOA Burundi worked in: ZOA Burundi focused on:

Gitega, Karuzi, Ruyigi and Makamba provinces Peacebuilding, education, vocational training, micro finance, HIV/Aids and food security

ZOA Burundi’s concrete results included the following:

• 6 8 people trained in courses of 10-12 months in sewing, mechanics, ICT, bricklaying and carpentry. • 6 0 election observers were trained in civic and voter education and human rights. • 2 Voluntary Counselling and Testing centres for HIV/AIDS • Conducting 5 youth camps (100 youth per camp) • Organisation of 10 socio-cultural days, attended by more than 1000 people per event. • Support to six income generating groups (20 persons per group). Type of support: small livestock, agricultural inputs. • Construction of a maternity ward (ongoing)

ZOA Burundi worked with:

Miparec, Consedi, Reseau Burundi 2000+, CAPAD, local and provincial government, Department of Agriculture, peace committees at colline and commune level.

ZOA Burundi’s staff: ZOA Burundi received donations from:

2 Ministry of Foreign Affairs, PSO, ZOA Business Ambassadors

ZOA Burundi’s expenditures in 2010:

€ 190.679

ZOA Burundi’s budget in 2011:

€ 705.000

Objectives for 2010 • ZOA Burundi aims to obtain accreditation from the Ministry of Foreign Affairs in Burundi. • ZOA Burundi hopes to work with local partners to prepare the programme for Burundi for 2011 and beyond together. Results achieved in 2010 • The accreditation process is on track but is more time-consuming than anticipated. The meeting went well, and the request has been transferred to the dedicated ministries for agriculture and planning. ZOA hopes to accelerate the process. • The programme for 2011 has been completed. The different partner organisations helped prepare its content and complement each other nicely. Objectives for 2011 • ZOA Burundi aims to launch activities in four pilot villages in the communities of Vugizo and Mawanda for land-dispute resolution, land security, food production and financial selfsufficiency. • ZOA Burundi hopes to increase the harvest measurably from the January – February 2011 planting season. • ZOA Burundi hopes to improve the financial returns of the harvest measurably from the January – February 2011 planting season

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5.3 Cambodia ZOA became active in Cambodia because of the large numbers of displaced persons and refugees that resulted from the civil war in the 1970s, 80s and 90s. In 1999, when peace and calm were restored in the country, the last of the refugees returned. Since then, major progress has been made in stability, peace, government and level of organisation. Access to basic facilities has improved considerably as well. ZOA has therefore decided to phase out the programme and to entrust subsequent development to other organisations. The greatest challenge is to ensure that such organisations have sufficient resources to continue ZOA’s work after ZOA leaves. ZOA Cambodia aims to transfer all operations to local organisations by 2012. Long Vanda

Long Vanda (40) has been a project manager for ZOA in Cambodia since 2006. Long is excited about his work. ‘I enjoy working for families of farmers. They are very eager, and we have noticed major improvements over the long term. We have elevated a great many families from poverty thanks to our projects. Uncertainty about food production and food prices is a serious problem for many Cambodians. Our projects serve to help them improve their output. Several families now produce enough food to have a surplus they can sell. Now they are able to send their children to school again.’ Norm Duk and Til Saray

For many years Norm Duk (46), his wife Til Saray (47) and their four children suffered poverty and hardship. Since 1993 they were on the run from violence. They lost their meagre possessions, and then Til became seriously ill. In 2006 Norm Duk joined a project by CIDO, one of ZOA’s partner organisations. He attended training sessions, where he learned about farming methods and about breeding animals. He also received sowing seeds, ducklings and pigs. From that point onward, Norm and Til worked hard to provide their family with a future. They are no longer poor. Norm is proud that he is able to help other farmers around him, by sharing what he knows with them.

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“They are no longer poor.”

ZOA Cambodia worked in:

Otdar Meanchey Province

ZOA Cambodia focused on:

Agricultural improvement and disaster risk reduction

ZOA Cambodia’s concrete results included the following:

• At least 4000 families have increased yields by at least 20%. • 4 30 hand-tractor groups are functioning to support ongoing land preparation. • 210 animal husbandry and income generating groups are providing alternative income generation. • Improved disaster preparedness due to disaster risk reduction measures in 71 target villages.

ZOA Cambodia worked with:

Local and national ngo’s, village committees and government departments.

ZOA Cambodia’s staff: ZOA Cambodia received donations from: ZOA Cambodia’s expenditures in 2010: ZOA Cambodia’s budget in 2011:

21 European Union, ZOA Business Ambassadors, Lakarmissionen, PSO, ZOA Netherlands € 1.382.101 € 337.000

Objectives for 2010 • ZOA Cambodia wants to continue boosting the capacity of eleven local partner organisations. • ZOA Cambodia hopes to be able to continue improving agricultural production by the target group and supporting people through subsistence projects. • ZOA Cambodia aims to strengthen capacity at all levels (its own organisation, partner organisations and governments) to reduce the risk in the event of disasters. Results achieved in 2010 • ZOA Cambodia has continued to boost the capacity of its local partner organisations. This will remain an objective in the future as well. • ZOA Cambodia has helped many people by diversifying agricultural production, distributing seeds and installing irrigation systems. All these projects have reduced their vulnerability to climate changes. • ZOA Cambodia has formed local disaster management teams, which receive ongoing supervision. Additional funds from donors make the population less vulnerable to disasters. Objectives for 2011 The overall objective of ZOA Cambodia remains: “Increased capacity of civil society and local government helping to achieve sustainable poverty reduction in Otdar Meanchey province”. • Capacity enhancement of CBOs focuses on increased agricultural production and reduced vulnerability. • Capacity enhancement of local NGO’s contributes to the overall objective of sustainable poverty. • Capacity enhancement of the local government contributes to the increased capacity of governing bodies as well as sustainable poverty reduction.

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5.4 Democratic Republic of Congo Lack of safety, violence and unrest continued in the Democratic Republic of Congo in 2010, increasingly discouraging the population. After sixteen years of war, stabilisation remains a long way off. The government in the capital of Kinshasa is gaining strength but is insufficiently able to influence the army fighting the rebel groups in remote areas. Clashes between the army and the rebels have become more violent, with the population suffering the consequences, especially in sparsely populated areas with little supervision. The population is happy that UN troops will remain stationed there for the time being. This presence deters violent groups, enabling ZOA to continue operating in those areas. In this situation, where prospects seem grim, people are grateful for the presence of reliable, respectful NGOs, such as ZOA. ZOA is assisting about 6,500 households in Fizi, South Kivu province, in improving their Agricultural production. The additional food they produce leaves a surplus to sell. This income enables them to pay for healthcare and education. ZOA has become an ally of the Congolese in the struggle against despondency. Christian Mulenda

Christian Mulenda, a ZOA project supervisor in Congo, was once a refugee child. In 1965 his parents and brother fled from Burundi to Congo. His own past helps him identify with the plight of those he helps. ‘At ZOA I experience true human compassion and equality. ZOA really listens to people without patronising them or treating them like helpless infants and seeks ways to make them self-reliant, so that they take charge of their own development.’ Marcelline Modeste

‘I am sixteen years old. My father is no longer alive. My mother and I live in a refugee camp in Tanzania. We faced many difficulties when we returned to Congo. I was unable to attend school, as my mother could not afford the tuition. Thanks to ZOA I am now at school after all! I hope I can continue learning – that ZOA will also provide opportunities for students to attend secondary school.’

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“Thanks to ZOA I am now at school after all!”

ZOA DR Congo worked in: ZOA DR Congo focused on:

South Kivu (Fizi area) Food security and education

ZOA DR Congo’s concrete results included the following:

• 21 Project Management Committees at village level established, trained and active • 2566 vulnerable households have been assisted with tools, seeds, cassava cuttings and trainings • 977 extremely vulnerable households in 9 villages have been supported in cash or small animals and training • 7 recuperation centers (for 1545 teenagers) were supported in three areas of return (Baraka, Mboko and Sebele).

ZOA DR Congo worked with:

IPAPEL - Inspectorate of Agriculture at district level, Ministry of Education, Tearfund DMT (consortium partner in RAP project). Local partners: ASMAKU, GEADES, 8eme CEPAC, CEPROF

ZOA DR Congo’s staff: ZOA DR Congo received donations from: ZOA DR Congo’s expenditures in 2010: ZOA DR Congo’s budget in 2011:

19 Ministry of Foreign Affairs, DGOS (Belgium), ZOA Netherlands, Woord en Daad € 853.428 € 2.269.000

Objectives for 2010 Setting up local organisations has yielded the following results: • food production has increased by 25 to 40 percent. Access to food has improved, and food systems have stabilised. • 25 percent more refugee children now attend school. • violence against women and girls is down, peace-building and HIV/AIDS prevention are addressed in food and education projects. Results achieved in 2010 • Food security projects serve 6500 families. Thanks to training and distribution of tools and good sowing seeds, they have increased their agricultural output substantially. • ZOA has scaled back the educational objective of its programme in Congo, because many good NGOs already focus on this service. Still, ZOA has launched a programme for teen children of returnees who have never attended primary school and has served about 1700 children through this programme. • Peacebuilding and awareness about the position of women and girls are addressed in all projects. ZOA raises awareness about gender roles, gives women a say in project committees and sees that girls are properly represented in educational projects. HIV/AIDS prevention is arranged through a partner organisation that has been allocated funding for this purpose. Objectives for 2011 • In 2011 ZOA hopes to start a second programme area in North Kivu province, in the Lubero district. • ZOA aims to double the target group for projects concerning food security from 6500 families (39.000 people) in 2010 to 13.000 families (78.000 people) in 2011. • ZOA wants to encourage good decision making in villages, by village committees, by assigning these committees more responsibilities. • In 2011 ZOA would like to open a country office in Goma, in the East of the Democratic Republic of Congo.

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5.5 Ethiopia ZOA has been working with refugees and displaced persons in Ethiopia since 1994. These people are very vulnerable to droughts and floods, which lead to new displacements and conflicts. ZOA helps them prepare for emergencies, so that a subsequent emergency does not set the people back still further. One favourable sign for the internally displaced is that the Ethiopian government officially recognised this group in 2009, eliminating obstacles to supporting displaced persons and funding projects for their benefit. In 2010 ZOA had to re-launch its operations in Ethiopia. Project financing was suspended for four months, due to mismanagement by one or two local staff members. ZOA acknowledged to its donors that mistakes were made and described the steps taken to reduce the risk of recurrence. ZOA successfully re-launched operations, thanks to widespread satisfaction with ZOA’s work and a general desire to see ZOA return. ZOA values a clear and reliable relationship with the target group. In Ethiopia, ZOA therefore informs the target group which projects ZOA will carry out, as well as the schedule, and when ZOA will depart. This ensures clarity and trust and is conducive to good relations with the government and local partners. Tigest Tejiwe, programme advisor

Challenges abound in this work. ‘Often people’s needs exceed what ZOA can provide. Then we lobby with governments or other organisations to get them involved. We have achieved some successes. I can tell that our approach works: we remain faithful to the community and involve people throughout. When people are motivated, we can really make a difference.’ Mahamed Hassen Esse

It’s awful to see that your child is severely malnourished and to be helpless to do anything about it. Only a year ago, one of Mahamed Hassen Esse’s sons was malnourished. ‘Then I had the opportunity to join ZOA’s vegetable garden project. I was taught how to grow vegetables. Now I’m able to sow and start my own cuttings. I grow enough for my family and even have a surplus to sell in the camp.’ Mahamed points to his children: ‘My sons look healthy again. What a difference from last year! It’s wonderful to see them run and play now!’

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“It’s wonderful to see them run and play now!”

ZOA Ethiopia worked in:

Gambella region: Pugnido refugee camp, Akobo and Itang woredas (IDPs). Somali region: Hartisheik IDP camp, Bokolmayo refugee camp and host populations.

ZOA Ethiopia focused on:

Disaster risk reduction, Pre-school education, environment, food security, water and sanitation

ZOA Ethiopia’s concrete results included the following:

• Provision of pre-school education to 1500 children in Pugnido refugee camp • Support to two flood affected communities in Itang woreda • Resettlement of 57 dispaced households from Hartisheik to Babile • Distribution of 6000 fuel saving stoves in Bokolmayo refugee camp

ZOA Ethiopia worked with: ZOA Ethiopia’s staff: ZOA Ethiopia received donations from:

PAPDA, Save the Environment, Ethiopian Church Mekanu Yesu (EECMY) 59 Bureau for Population, Refugees and Migration (BPRM), PSO, UNOCHA, ZOA Business Ambassadors, ZOA Netherlands

ZOA Ethiopia’s expenditures in 2010:

€ 838.535

ZOA Ethiopia’s budget in 2011:

€ 968.000

Objectives for 2010 • ZOA Ethiopia aims to help 720 families launch agricultural activities to provide for their subsistence. • ZOA Ethiopia wants to help 140 families start or expand small businesses. • ZOA Ethiopia wants to support 340 families by providing them with energy-saving techniques, to reduce their spending on fuel and avert depletion of natural resources. • ZOA Ethiopia wants to provide clean drinking water for 150 families. Results achieved in 2010 • ZOA Ethiopia helped 720 families launch agricultural activities in 2010, enabling them to become self-sufficient. • ZOA Ethiopia helped 70 families start or expand small businesses in 2010. Problems with the authorities made completing the project impossible. • ZOA Ethiopia provided 340 families with energy-saving techniques. • ZOA Ethiopia gave 150 families access to clean drinking water Objectives for 2011 • In the Somali region ZOA aims to assist 1000 families of displaced persons with their return and reintegration. • In the Gambella region ZOA aims to help 3000 families and the surrounding communities improve the proceeds of their fields and raise income from other activities. • In the Gambella region ZOA aims to improve access to clean drinking water for 3000 families and the surrounding communities.

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5.6 Liberia In 2010 little changed for the returning refugees and displaced persons that ZOA works with in Liberia. Corruption, unemployment, poverty and insecurity impede development of the nation and the people. Providing clean water and promoting hygiene are among ZOA’s most important activities in Liberia. An urban hygiene study group programme reached 25.000 people in only five months. One major innovation in 2010 consisted of the introduction of a new method for manual drilling of wells. The new method allows for ground water to be pumped from deeper under the ground. The pumps supply more and cleaner water, with each pump serving about 500 people. In due time, ZOA intends to transfer all operations to a consortium of five local NGOs established in 2009, including an NGO formed by local ZOA staff members. These NGOs should be capable of continuing the projects in the future. Thanks to the five-year MFS2 financing, ZOA is able to postpone phasing out until 2015, so that all operations can be handed over responsibly. Drake Sseyange

Drake Sseyange, a programme advisor for ZOA in Liberia, notes changes for the better in the lives of the people ZOA serves. ‘Nowadays people invite me into their homes. They are doing better. In the past they did not ask me in; they were ashamed of their poverty.’ ‘Preventing the armed violence from resuming in Liberia is essential! This country offers a wealth of opportunities and has beautiful beaches, a large harbour and raw materials, such as gold, diamonds and hardwood. A glorious future is possible for Liberia!’ Nacy Williams

Nacy Williams (26) does not take education for granted. She attended school as a little girl, but then the war broke out, and she could not continue past the first year. Setbacks followed in rapid succession. In tears, Nacy describes how her father and mother died one after another in 1990. She has lived with her grandmother since then. Together, they work five days a week on Rock Hill, where they chop chunks of stone into small pieces. They make just enough money to buy food. Thanks to ZOA, Nacy is back in school. She has a scholarship and is now in the second year at the Broculo school. Nacy is proud that she can finally read and write. Now that she is back in school, she dreams about the future: she hopes to become a nurse when she grows up.

“Nowadays people invite me into their homes. In the past they would not, they were ashamed of their poverty.” 30 - ANNUAL REPORT 2010

ZOA Liberia worked in:

ZOA Liberia focused on: ZOA Liberia’s concrete results included the following:

ZOA Liberia worked with:

ZOA Liberia’s staff: ZOA Liberia received donations from:

Margibi and Montserrado counties – Todee District, Kakata District and Careysburg District, Greater Monrovia (Paynesville) Education, food security, water and sanitation, capacity building of civil society • installation of 40 tube wells serving 20.000 beneficiaries • construction of 20 community latrines, serving 3.200 persons • 2 0.000 family heads trained about hygiene promotion • 5,000 families received seeds and tools and agricultural training • Women’s woodworking business set up and equipped CARE USA, Save The Children UK, ACDI/ VOCA, UNICEF, The Development Consortium – Liberia (LNGO partner), Ministries of Agriculture, Health and Social Welfare, Public Works, Lands, Mines and Energy, county development authorities in Margibi and Montserrado counties 10 Aqua for All, CRWRC, DEL, FoVo, Happy Gift, MFS Prisma, PSO, Save The Children, UNICEF, ZOA Business Ambassadors, ZOA Netherlands

ZOA Liberia’s expenditures in 2010:

€ 1.187.159

ZOA Liberia’s budget in 2011:

€ 2.300.000

Objectives for 2010 • ZOA Liberia wants to increase food security among the target group by strengthening the infrastructure (schools, co-operatives, business development and so on) by: • forming study groups in 750 communities • setting up 12 farmers’ co-operatives, as well as 9 financially independent farmers’ or forestry organisations • ZOA Liberia aims to improve access to clean drinking water in two communities of refugees from Sierra Leone, with a view toward reducing contagious diseases. • ZOA Liberia hopes to improve schooling arrangements by enabling 200 children to attend school. Results achieved in 2010 • ZOA Liberia has, in its efforts to improve food security, focused especially on marketing. • In 500 communities agriculture study groups were formed; in 1000 communities hygiene study groups were formed. • Twelve farmers’ co-operatives were set up. • In urban areas, 20.000 people have access to clean drinking water, by installing 40 new wells. • ZOA Liberia has set up night schools in the city of Monrovia, which 450 girls now attend. In addition, ZOA runs peace-building and conflict-resolution projects at seven schools. Objectives for 2011 • ZOA hopes to strengthen the consortium of seven local partner organisations now running most projects on ZOA’s behalf in Liberia. • ZOA wants to improve access to basic facilities for the target group by: • providing water and sanitation facilities, as well as hygiene training for 2 large urban communities in Monrovia (35.000 persons) • improving food security in 30 rural communities in Margibi and Montserrado through training in agriculture and business management and by supplying seed and tool kits • improving food security (increasing nutritional intake) among 2000 women in two urban communities in Monrovia by training them in produce cultivation and by providing seeds, tools and small livestock. • ZOA aims to improve business opportunities for farmers in processing food products, by teaming up with the ZOA Business Ambassadors group for Liberia.

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5.7 CDN Myanmar In the Myanmar delta hit by Cyclone Nargis, people are slowly rebuilding their lives. Here, ZOA – together with Woord en Daad and Red een Kind via the Consortium of Dutch NGOs (CDN) – is assisting the victims of this cyclone, which left over 100,000 casualties in its wake in May 2008. In addition, ZOA supports people in the South Shan and Magway provinces via CDN. In 2010 CDN worked hard to restore water management in the delta. Reservoirs (for water storage), embankments and sluices were installed and repaired to make the polders safe again and ready them for construction. In addition, many tens of thousands of coconut trees were planted as natural protection for the islands. Wherever possible, the work was done by people who had lost their land in the cyclone. They were paid by the day. In the Ayeyarwady delta the emergency relief stage is coming to an end. In Rakhine State, in the North of Myanmar, CDN had to step in once again with emergency relief, after mudslides had rendered large areas uninhabitable, and Cyclone Giri had wreaked new havoc. From the start of 2011, CDN will team up with the UN World Food Programme (WFP) and the UN Food and Agricultural Organization (FAO) on food security projects. Large quantities of sowing seeds have been made available, and land is being readied for cultivation to enable increasing numbers to provide for their subsistence. In addition, CDN will continue working with UNICEF to drill many wells in the dry zone of the country to provide about 16,000 people with access to clean drinking water. The children in Htane Kone Kyaw

Students at the primary school in Htane Kone Kyaw are enormously proud of their water tank, which was built at their school. And rightly so! They eagerly helped build it by carrying sand and stones, even P.E. lessons were dedicated to the cause. Now that the tank is ready, they are happy they no longer need to work far for water. Especially in the dry season, this will really make a difference in their lives. Saw Jackson Klaipo

Saw Jackson Klaipo (63) has been a programme coordinator for CDN in Myanmar since 2008. Jackson had just retired from public service, when Myanmar was struck by Cyclone Nargis. Soon after the disaster, CDN recruited local staff. Jackson went to work for CDN immediately. ‘God’s Word says: “what you do to the very least of them, you do it to Me.” That is what motivates me to work for CDN. Clearly, CDN’s work is dedicated to the ‘very least’, the most vulnerable people. They could not survive without help from organisations such as CDN.’

“Children eagerly helped build their water tank at their school.”

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CDN worked in:

CDN focused on:

Ayeyarwady Division, Labuta township, Magway Division, Thayet township, Southern Shan State, Kalaw township, Nothern Rahkine State, Mongdauw and Buthidaung township, Rakhine State (Giri affected area), Pauktaw township Agriculture, food security, water and sanitation

CDN’s concrete results included the following:

• Rehabilitation of 18 drinking water ponds, 20 drinking water points (tanks, wells and boreholes) and 50 wells for irrigation water • Distribution of agricultural inputs to 6.000 families • O ver 3 km embankment is repaired including 5 sluices and gates • Construction of 7 cyclone resistant agricultural storage facilities • Restoration of two religious places • 2 94 ploughs and 294 buffalo distributed to 294 registered farming households, who also received trainings in buffalo care in order to be able to follow up animals’ health care in the absence of veterinary care. • Disaster risk reduction courses conducted with 29 village committees. One committee with 5 members each and 50 participants per village.

CDN worked with:

Karen Baptist Church, Myanmar Agricultural Services, Myanmar Heart Development Organisation

CDN’s staff: CDN received donations from:

19 CGK, FAO, Kindernothilfe, LIFT (Livelihoods and Food Security Trust Fund), New Zealand Aid, PSO, Red een Kind, Woord en Daad, ZOA Netherlands

CDN’s expenditures in 2010:

€ 272.057

CDN’s budget in 2011:

€ 411.000

Objectives for 2010 Delta: • CDN will build seven cyclone-proof accommodations in the delta. • CDN hopes to distribute small agricultural tools to over 5.000 households. • CDN will clean 18 water basins and build seven new water basins. • CDN intends to distribute over 300 water oxen and ploughs. • CDN will plant tens of thousands of coconuts as natural protection for the polders. • CDN intends to repair over 5 km of embankments, including sluices, to restore water management in the polders. South Shan and Magway provinces: • CDN will drill several dozen wells to provide over 2.000 families with water. Results achieved in 2010 Delta: • CDN built seven cyclone-proof shelters and handed them over to the local population. • CDN distributed small farm tools to 5.000 households. • CDN cleaned 18 water basins and installed seven new ones. • CDN distributed over 300 oxen, including ploughs and harrows. • CDN planted many tens of thousands of coconuts. South Shan and Magway provinces: • CDN dug more than fifty wells to provide over 2.000 families with water. Rakhine Province: • Immediately after the mudslides, CDN helped several dozen households clean the mudcovered rice fields and affected the farmers concerned with sowing seeds to enable them to restart operations. Objectives for 2011 • CDN intends to provide 241 farmers in the delta with seeds, tools and training to increase their agricultural output. • CDN will dig seven reservoirs for water storage in the delta, giving more people year-round access to drinking water. • In South Shan Province CDN will dig ten wells and will install rain water storage tanks, giving more people year-round access to drinking water. Magway Province • In Magway Province, near schools, CDN will dig fifty wells and install tanks for catching rain water.

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5.8 North Sudan ZOA has been working with displaced persons and host communities in North Sudan since 2004. In recent years activities have taken place exclusively in South Darfur, because ZOA’s license to work is restricted to Darfur. In 2010 conditions became increasingly insecure for people in Darfur. Despite the government’s new plans to resolve the conflict in Darfur peacefully, safety deteriorated there in the course of the year. Crime has risen, and new outbreaks of violence are occurring between the government and various rebel movements. There have been carjackings, and expats are regularly taken hostage. Despite these unsafe circumstances, ZOA’s efforts have been successful. In the areas where ZOA worked, no direct conflicts occurred, and work continued as usual. The organisation is growing, both in programme size and in staff numbers. In 2010 the Dutch Embassy started to finance a four-year rehabilitation programme in Darfur, dedicated to education, water and food security. This increase in available funding has provided ZOA with additional resources to assist the war-torn communities in rehabilitating their lives. Abdulgasim Yahya Mohamedaein

Abdulgasim Yahya Mohamedaein (33) is one of the displaced persons from Camp Mosi in Darfur who participated in ZOA’s occupational training in 2010. He is being trained as a welder. ‘My dream for the future? I want to increase my knowledge, open my own business on the Elshabi Market in Nyala Town and marry. If there is a peace agreement, I will continue doing business in Nyala.’ In 2004 Abdulgasim fled with his family from Hejair Tono Village, about 35 kilometres southeast of Nyala. The opportunity that Abdulgasim has received thanks to the training from ZOA gives him hope for the future. ‘I expect that in the future work will be available in Darfur at training institutes, technical schools and at our own businesses.’ Ismail Ishag Ahmed Yousif

Ismail Ishag Ahmed Yousif (49) is a programme coordinator for ZOA in Nyala (South Darfur). He is from the mountainous Jebel Mara area in Darfur. Ismail completed his studies with a PhD in agriculture. He has extensive experience with development organisations and with the local ministry of agriculture and has worked for ZOA since 2008. ‘My motivation for doing this work is my desire to help our communities and vulnerable groups get their lives back to normal, as well as with schooling and other basic facilities. I see an enormous need for knowledge. My work for ZOA enables me to help meet this need!’

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“I want to increase my knowledge, open my own business and marry.”

ZOA North Sudan worked in:

Southern Darfur: Nyala, Ed Daein, Gereida and Joghana

ZOA North Sudan focused on:

Education, food security, water and sanitation, raising funds toward rehabilitation

ZOA North Sudan’s concrete results included the following:

ZOA North Sudan served 88.000 people altogether

ZOA North Sudan worked with:

Sudan Aid, Sudan Development and Charity Organisation, JMCO, Mubadiroon, CDF, ECDO, SECS and Ma’an

ZOA North Sudan’s staff: ZOA North Sudan received donations from:

63 Ministry of Foreign Affairs, CHF, CRWRF, Darfur Community Peace and Stability Fund (DCPSF), FAO, Prisma (MFS), PSO, Red een Kind, Royal Netherlands Embassy, UNICEF, WFP and ZOA Netherlands

ZOA North Sudan’s expenditures in 2010:

€ 2.556.732

ZOA North Sudan’s budget in 2011:

€ 4.000.000

Objectives for 2010 • ZOA North Sudan hopes to extend its activities in 2010 to the Blue Nile State, where many Sudanese were returning from camps in Ethiopia. In South Darfur ZOA wants to extend the area of work to places where displaced persons are returning: Adila and Kass. In Gereida ZOA would like to expand the programme area as well. • ZOA North Sudan wants to enhance development of civil society, to give people from local communities a chance to take greater responsibility in ZOA’s projects. Part of this entails setting up school federations, in conjunction with Red een Kind. Results achieved in 2010 • In 2010 ZOA North Sudan was unable to extend its programme areas to the Blue Nile State. The government withheld authorisation for the time being. In October 2010, following extended formalities, ZOA obtained a Permanent Registration, which made conducting projects outside Darfur possible. In Darfur the area of operation has been expanded: in Gereida more activities were performed outside the camps, in Nyala the area of operation was extended north of Nyala, and in Ed Daein several new villages have been included in the programme. • In 2010 ZOA North Sudan continued strengthening the capacity of school boards, school federations and water committees to safeguard long-term continuation of projects wherever possible in the local communities. Activities conducive to peace-building received greater emphasis. Objectives for 2011 • In 2011 ZOA North Sudan expects to serve about 125.000 people. • In South Darfur ZOA hopes to maintain the activities at the same level as in 2010, while gradually targeting communities it does not yet support. • ZOA North Sudan aims to open a new programme in North Darfur from the capital of El Fasher. • Based on a commission from the European Union, ZOA North Sudan will extend its activities to Gedaref, a province in East Sudan.

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5.9 South Sudan The prospect of democratic elections has made a new future possible for this country. This is how the inhabitants of South Sudan feel after the elections in April 2010. The elections demonstrate that all parties accept the democratic process. The people in South Sudan then looked ahead to the next major milestone: the referendum about separation from North Sudan, in January 2011. The fact that elections were held does not mean that South Sudan has become safer. Violence between rival tribes is commonplace. As a consequence of years of fighting between North and South Sudan, many South Sudanese are armed, and tribal warfare often claims hundreds of lives. The government in South Sudan remains very fragile. Much improvement is still needed for these government institutions to function properly. ZOA is therefore helping the communities become self-sufficient and aims to support families in such a way that in addition to providing for their daily subsistence, they have a surplus. A family that grows more vegetables than it eats, for example, can sell some of what remains and use that money to pay for basic provisions, such as education and healthcare. ZOA expanded its operations considerably in 2010. Financing from the European Commission and from BSF enabled ZOA to serve more families with projects addressing subsistence, HIV/AIDS, food security, water and sanitation and education. Patrick Mabe

Patrick Mabe (41) is proud to be a project manager on the ZOA team. As a Sudanese, he has been able to help the population after the intense suffering during the long, bloody war that ravaged his country. ‘Now that there has been peace since 2005, I am very optimistic that it will last, and that the people will finally have the opportunity to rebuild their lives and enjoy normalcy. Thanks in part to ZOA’s aid, we can finally look forward to fair chances and a decent life, just like people in other parts of the world.’ Odera Morris

Odera Morris (age 13) attends the second year of the primary school in Juba. Like nearly all his classmates, he looks old enough for secondary school. But schools were closed for years in South Sudan during the war, and Odera is happy that he is finally able to attend school again. ZOA provided Odera and his four younger brothers with school uniforms. Odera: ‘I am grateful to ZOA for the school, the teachers, the school benches, the latrines and the school uniforms.’ Odera has wonderful plans for the future: ‘I hope to become a doctor and perhaps even minister of health!’

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“I am very optimistic that peace will last.” ZOA South Sudan worked in:

Juba, Terekeka, Lainya and Maridi

ZOA South Sudan focused on:

Agriculture and income-generating activities, water and sanitation, education and HIV/AIDS programmes.

ZOA South Sudan’s concrete results included the following:

ZOA helped 1.387 families set up income-generating activities and local savings and investment initiatives. ZOA served 71.626 people by providing information about HIV/AIDS ZOA taught 1.221 adults to read and write, 14 students obtained teaching credentials, and 3.529 primary school students received school uniforms, schoolbooks and/or school desks. Two thousand families were assisted in the agriculture project in Juba West.

ZOA South Sudan worked with:

ASTAD, Compass, Confident Children out of Conflict (CCC), Episcopal Church of Sudan (ECS), Evangelical Presbyterian Church (EPC), Institute for Promotion of Civil Society (IPCS), Rural Development Initiative (RDI), Sudan Health Association (SUHA), SLDA, UNICEF

ZOA South Sudan’s staff: ZOA South Sudan received donations from:

72 European Commission, EO Metterdaad, Ministry of Foreign Affairs, PSO, Basic Services Fund, Sudan Recovery Fund, Driestar College, UNICEF, IOM

ZOA South Sudan’s expenditures in 2010

€ 1.837.281

ZOA South Sudan’s budget in 2011 (committed)

€ 2.720.000

Objectives for 2010 • ZOA aims to improve quality of life for 3.000 families in Juba West. • ZOA wants to support local partner organisations and local governments in Lainya, Juba and Terekeka. • ZOA hopes to expand the HIV/AIDS programme in Lainya by adding a payam in Morobo County. • ZOA intends to expand the education, water and sanitation programmes in Juba North by adding two payams in Juba East. Results achieved in 2010 • ZOA served 14.109 people in Juba West, via projects addressing education (3.898 people), HIV/AIDS (3.605 people), private sector development (4.606 people) and agriculture and quality of life (2.000 people). • ZOA supported two partner organisations in Lainya County, two in Terekeka County, two in Juba West and one partner organisation in Juba County. Three of these organisations obtained independent contracts from major donors in 2010. • L ack of financing prevented ZOA from expanding its programmes to Morobo and Juba East counties. • ZOA started a large water, sanitation and anti-malaria project in Terekeka. Objectives for 2011 • 35 wells shall be built or maintained, and 10 public and 300 private latrines shall be built. • 18.300 persons shall receive access to clean water. • 20 people shall be trained to maintain water pumps. • 6 0 hygiene promoters shall be trained, providing 4.300 people with information about hygiene. • twelve communities shall receive support in producing sowing seeds. • the number of families using improved seed varieties in Juba County shall increase by 25 percent. • 8 00 families (of whom 50 percent very vulnerable families or women) shall receive assistance in starting a vegetable garden and shall be encouraged to dry fruit • 4.700 people shall be tested for HIV/Aids.

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5.10 Sri Lanka For many Sri Lankans, 2010 was a year of return and rehabilitation. In late 2009 displaced persons were released from the camps where they had sought refuge during the civil war. In the East of Sri Lanka, returning refugees rebuilt their lives. In the North, ZOA continues to provide emergency relief to returning refugees. They are happy that the civil war is over, and that they can return. But the harsh reality is that each day they struggle to survive. The infrastructure has been destroyed, the water is polluted, and mines are still everywhere. ZOA helps people resettling here, primarily by providing them with shelter. In the East ZOA helps returning refugees provide for their subsistence, for example by opening small businesses. In Sri Lanka ZOA works with a great many local organisations, including one serving the handicapped. Many people have been mutilated by mines. ZOA aims to support precisely these people, to give them a chance to build a future. In the East of Sri Lanka ZOA expects to be able to entrust the activities to local organisations within three to five years. In the North of Sri Lanka, ZOA’s presence will no longer be necessary. ZOA will start in a new district here: Mullaitivu. Robert Antony Callesious

When Robert Antony Callesious (34) became a programme manager at ZOA in 2004, he regarded the step primarily as a career move. ‘This changed over time. ZOA’s methods appealed to me. We do not seek converts, but we base our work on Christian values. This means that we want to manifest Christian values in practice by working for those whose need is greatest.’ Mrs Sasikumar

At last Mrs Sasikumar is home again. She spent a long time as a displaced person in her own country and kept having to gather her meagre possessions and move on, on the run from war. Now that peace has finally been restored, she and her family have returned to their home. They found devastated fields, broken wells, ruins and land filled with mines. Mrs Sasikumar’s family readied part of their land for growing crops again and built a mud hut. ZOA is helping the family with the rehabilitation by cleaning and repairing wells, installing fences and building temporary abodes and latrines. Mrs Sasikumar is hopeful that she will once again be able to provide her three children with food, clothing and schooling.

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“We work for these whose need is greatest.”

ZOA Sri Lanka worked in:

Jaffna / Mullaitivu, Mannar, Kilinochchi, Vavuniya / Anuradhapura, Trincomalee, Polonnaruwa, Batticaloa, Ampara

ZOA Sri Lanka focused on:

Community enhancement; livelihoods; shelter; WASH (Water, Sanitation and Health); NFI (nonfood items); and food

ZOA Sri Lanka’s concrete results included the following:

• 2.989 families benefited from well or toilet repair or construction • 5.937 families received start-up livelihood packages • 921 families benefited from shelter construction

ZOA Sri Lanka worked with:

LEADS and YGRO, Familian, MARDAP, CPN, CRADA, RDS, WRDS, EKS, Kanda Sanvidanaya, Farmer and Fishermen Societies, GYSL and NCRDF. ZOA also works with an extensive network of government authorities, UN agencies and other international organizations.

ZOA Sri Lanka’s staff: ZOA Sri Lanka received donations from:

150 PSO, European Union, ECHO, Ministry of Foreign Affairs, ZOA Netherlands, ZOA Business Ambassadors, USAID, UMCOR, AMCITIA, ICCO, KIA, AUSAID, JICA

ZOA Sri Lanka’s expenditures in 2010:

€ 3.870.601

ZOA Sri Lanka’s budget in 2011:

€ 3.441.000

Objectives for 2010 • ZOA Sri Lanka will help support 7.000 – 10.000 returning families in North Sri Lanka between 2010 and 2012. • ZOA Sri Lanka hopes to continue helping resettle displaced persons. The government is opening up former LTTE areas for resettlement. Because much has been destroyed, setting up stable lives here will take a long time. • ZOA Sri Lanka intends to shift its focus: from emergency relief to income-generating activities by supporting new economic endeavours and strengthening communities. Results achieved in 2010 • ZOA Sri Lanka helped support about 30.000 returning families in North Sri Lanka. These families received assistance in generating a new income, while the local councils in the villages where these families live were supported through capacity-building to address future problems as a community. • ZOA Sri Lanka helped people resettle but also continued working with the last people remaining in the camps in 2010. Promoting hygienic surroundings to prevent disease is an important part of the work. ZOA Sri Lanka helped people resettling from the camps by cleaning and repairing wells, building temporary shelters, distributing subsistence packages (e.g. pots and pans), assisting people who want to work as fishermen or farmers and supporting small businesses. • To conclude the countries programme properly in three to five years, ZOA Sri Lanka paid special attention in 2010 to capacity-building for village councils, local partner organisations and local development organisations. Objectives for 2011 • For the next three to five years, ZOA intends to support the people in Sri Lanka with rehabilitation help, first in the East and then in the North. This support will be dedicated primarily to obtaining a basic income. • ZOA wants to form partnerships with new businesses in former war zones in Sri Lanka to give the very poorest a chance to benefit from this economic growth.

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5.11 Thailand ZOA has worked with refugees from Myanmar staying in Thai camps since 1984. They experienced 2010 as a year of uncertainty, eagerly awaiting the outcome of the elections held in Myanmar in November. The Thai government expected to repatriate the refugees after the elections, but the time does not seem to be right for this yet. The election results have not directly benefited the refugees now staying in Thailand. At the same time, the Thai ministry of education wishes to take over responsibility for schooling the refugees from ZOA and other NGOs. This would give the refugees the same entitlement to education as Thai citizens. In November ZOA organised an education forum, attended by various Thai government agencies and NGOs dedicated to education. Dilemmas in educating refugees in the camps were discussed at this conference. ZOA aims to transfer all activities to both international and local organisations within a few years. In July the establishment of the U-sa Khanae Development Foundation, a Thai NGO able to take over ZOA’s educational projects, was an important step in this process. Some local ZOA staff members will be the backbone of this new organisation. Refugees can thus be confident that schooling will continue, even after ZOA departs. Puk Saussay

Duangporn (Puk) Saussay (45) has worked for ZOA in Thailand since 1999, lately as manager of external relations. Puk has been working for refugees for twenty years, at first for Indochinese refugees and later for refugees from neighbouring Myanmar. ‘I hope that I can use my experience to help improve their quality of life.’ Puk is delighted with the results of ZOA’s efforts. ‘We focus on education and on improving quality of life. We notice that these projects make people increasingly independent and selfconfident.’ Thomas Su

Thomas Su (49) fled from Myanmar to Thailand four years ago. He ended up in the Mae La refugee camp. Reluctant to discuss his country of origin, he mentions only that regulations are very strict there and do not allow for personal initiative. In Myanmar Thomas was an agriculture advisor at the university. He now applies these skills in training fellow refugees, showing them how to farm land and grow vegetables and other crops. The farm groups work on land outside the camp, together with the locals, so that they benefit as well. Su takes pride in his work: ‘This way, we are not merely a burden to the Thais but contribute our share toward wellbeing in this area!’

“We notice that people are increasingly independent and self-confident.”

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ZOA Thailand worked in:

ZOA Thailand focused on: ZOA Thailand’s concrete results included the following:

ZOA Thailand worked with:

ZOA Thailand’s staff: ZOA Thailand received donations from:

Mae Hong Son Province: Mae Ra Ma Luang and Mae La Oon refugee camps Tak Province: Mae La, Umpiem and Nupo refugee camps Kanchanaburi Province: Dan Yong refugee camp Ratchaburi Province: Tham Hin refugee camp Basic education, vocational training, income generating activities Around 140,000 inhabitants of the seven refugee camps were supported with provision of vocational training courses, teacher training, school supplies and rehabilitation of school buildings. Coordination Committee for Services to Displaced People in Thailand (CCSDPT), Karen Refugee Council (KRC), U-sa Kanae Development Foundation (UKDF), Thai Ministry of Education and Thai Education Institutes 51 Ministry of Foreign Affairs, European Union, CBC/III, PRISMA, PSO, UNHCR, World Education, ZOA Netherlands

ZOA Thailand’s expenditures in 2010:

€ 3.881.169

ZOA Thailand’s budget in 2011:

€ 3.107.000

Objectives for 2010 • ZOA Thailand aims to support organisations and networks in setting up a sustainable educational system. The objective was to provide schooling for 43.000 students, 2.000 teachers and 120 support staff. • ZOA Thailand hopes to entrust support for vocational training programmes to a partner organisation, which would guarantee continuity. • ZOA Thailand wants to boost the income of refugees by setting up small, profitable farming projects for 160 participants from the camps and 60 people from local communities. Results achieved in 2010 • The support of organisations and networks is implemented according to plan, as was the provision of schooling to the planned number of students, teachers and staff. • The vocational training programme is successfully handed over to ADRA. • The small farming projects that ZOA conducts in Thailand have been very successful and are regarded by donors and other organisations as a model for comparable subsistence and sustainable development projects. 337 Households in three camps were involved in these agricultural projects, half of them were women and ten percent were physically handicapped. 40 Households were Thai families from the host population surrounding the camps. Objectives for 2011 • ZOA Thailand intends to focus still more on the Thai communities in close proximity to the refugee camps. ZOA Thailand aims to increase support for refugees in these communities and to bridge the social gap between the locals and the refugees. To this end, ZOA intends to set up farming co-operatives of refugees and local communities. • The quality of education to Myanmarese refugees will be raised to the level of the formal Thai education standards. • ZOA and UKDF will come to an agreement in which the process of handing over activities and responsibilities from ZOA to UKDF is elaborated.

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5.12 Uganda The people of Pader in the Acholi region in North Uganda are becoming more confident about the future. They have the courage to look beyond tomorrow or next week and are starting to plan again. After an extended period of unrest and violence, calm has been restored. The rebels of the Lord’s Resistance Army have ceased their attacks in recent years. ZOA’s work is embedded in the local communities. Many ZOA staff members are from the region and therefore familiar with people’s concerns there. In the Pader programme ZOA conducted projects addressing food security, education and water and sanitation. Agro Business Development is increasingly becoming a spearhead in the successful programme. Since the end of 2009, ZOA has also been active in Amudat, among local inhabitants: the Pokot. Amudat is in the Karamoja region in the Northeast, where the situation is complex. The region is ravaged by drought, and food, clean water and schools are scarce in Amudat. In addition, the different tribes in Karamoja steal livestock from each other. The Ugandan army takes harsh measures against cattle thieves in this area, often claiming innocent victims in the process. ZOA has responded to the food scarcity by providing training in agricultural techniques and introducing crops that can withstand the drought. In addition, ZOA works with partner organisations to provide education about subjects such as children’s and women’s rights, the environment, access to basic facilities and order and safety. Jane Twijukye, administrator

‘People in the villages where ZOA works have the courage again to accomplish things. Those we help have organised and have teamed up to improve their quality of life. I am proud to have been working for ZOA for over a decade, first for ZOA South Sudan and now in Uganda. All our projects are designed to serve those whose needs are greatest.’ Achan Jacqueline

‘I am Achan Jacqueline. I have been a teacher at Aruu Falls primary school for thirty years. The impact of twenty years of violence by the Lord’s Resistance Army remains noticeable every day, especially among the girls. Dropout rates are high for girls, whose families often prevent them from getting an education. I attended a course taught by ZOA. Learning how to communicate with parents and how to deal with girls who are victims of violence and sexual abuse has inspired me. Afterwards I found I was better at talking with the girls about these subjects. I feel competent as a schoolteacher and have gained self-confidence.’

“I feel competent as a schoolteacher and have gained self-confidence.” 42 - ANNUAL REPORT 2010

ZOA Uganda worked in: ZOA Uganda focused on:

ZOA Uganda’s concrete results included the following:

ZOA Uganda worked with:

ZOA Uganda’s staff: ZOA Uganda received donations from:

Pader, Agago and Amudat Districts Food security, sustainable livelihoods and economic development, education, water, sanitation and hygiene. • 2400 farmer families received agricultural training, inputs like seeds and tools and training on commercial farming and organization. • 476 beekeeper families received training in apiculture and bee keeping materials. • Parent Teacher Associations (PTAs) and School Management Committees (SMCs) were trained, benefitting 11.173 school children • 12 classrooms were built • 5 twin houses for teachers were built • 216 3-seater pupils desks provided • 205 household latrines constructed • 6 villages provided with watertaps, springs or boreholes. Christian Counselling Fellowship, Diocese of Kitgum, Fokapawa, Kwal Ryeko, Karamoja Diocese Development Services, Africa2000 Network, District Local Government, AT Uganda, UNADA 58 MWH Foundation, CRWRC, Prisma (MFS), Driestar, PSO, ZOA Netherlands, Liberty Foundation, FAO, Europe AID, Alpha Accountants, Aqua for All.

ZOA Uganda’s expenditures in 2010:

€ 1.581.778

ZOA Uganda’s budget in 2011:

€ 2.231.000

Objectives for 2010 • ZOA wants to help returning refugees with income-generating activities. • ZOA intends to contribute to private-sector development by restoring the agricultural production chain for 1.350 farmers. • ZOA hopes to set up primary schools for 10.000 war victims. • ZOA aims to improve quality of life for 10.000 war victims by repairing water and sanitation facilities. Results achieved in 2010 • Returning refugees have managed to farm more land, thereby increasing agricultural output. Partner organisation CCF gives girls opportunities to develop skills to become self-sufficient. • The private sector continued to grow in 2010. The change in mindset – from subsistence farming to commercial agriculture – has been especially important. ZOA continues to work with partner organisations to increase the knowledge and skills of farmers. • ZOA has built classrooms and homes for teachers, equipped with school supplies and furniture. School boards and parent councils have been trained as well. There are also youth groups that address HIV prevention and promote schooling. • Many people have access to new wells, and some have built latrines from materials supplied by ZOA. Communities have been instructed about hygiene. Objectives for 2011 • ZOA Uganda aims to open a third programme area in the Nwoya district, where quite a few people still reside in camps. Food security, education and access to clean water are less advanced than in surrounding districts. • ZOA hopes to continue promoting Agro Business Development by encouraging farmers to work together on large-scale production and marketing. • ZOA aims to increase food security and to improve hygiene and access to clean water and schooling for families in Amudat, Pader and Nwoya. • In 2011 ZOA will continue strengthening the capacity of local partners, focusing specifically on creating jobs for socially vulnerable groups, such as women and girls and school dropouts.

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6. Disaster Response

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ZOA has many years of experience providing support soon after a disaster and has started to distinguish less rigidly between emergency relief and rehabilitation. Emergency relief is when an organisation steps in right after a disaster and deals mainly with its consequences. ZOA aims to do more. After the initial stage of distributing emergency relief kits, food and shelter, ZOA intends to contribute to the recovery following the disaster as well. This means that ZOA wants to help people rebuild their lives by committing to a designated area for a few years to reverse the consequences of the disaster. Here, the term disaster response is more appropriate than ‘emergency relief.’ ZOA applies various criteria for determining whether to offer disaster response help and has extensive experience providing relief following natural disasters, such as earthquakes and floods. If such a disaster strikes somewhere in the world, ZOA could provide help there. But ZOA also considers the capacity of the country affected. Sometimes no external assistance is necessary. In other cases ZOA supports other organisations that are better equipped to help. Finally, the expectations of ZOA’s constituents matter. After the earthquake in Haiti in January 2010, for example, they expected ZOA to offer help there, even though the country is outside the regions where ZOA usually operates. Because the culture and dynamics in Haiti resemble those in countries in West Africa, where ZOA has experience, and because support from ZOA could add value in that situation, ZOA stepped in to help. Approach

ZOA belongs to an emergency relief cluster of five related organisations: together with Tear, Dorcas, Red een Kind and Woord en Daad. The Emergency Relief Campaigns procedure stipulates the measures to be taken when an emergency relief campaign is launched. Within 24 hours of a disaster, the member organisations coordinate who is able to do what, how much money is available, and which organisations have partners in the country. Each organisation then decides whether to participate in an emergency relief campaign. In the country affected, the concerned partner organisations or other affiliates are contacted. A team is dispatched to the country, or a partner organisation receives directions from the Netherlands. Fundraising for emergency relief campaigns

Participating organisations in the Netherlands launch a fundraising campaign. Account numbers of each of the organisations are listed, and fundraising costs are shared by the organisations. Advertisements are featured in newspapers widely read by constituents, such as the Nederlands Dagblad, the Reformatorisch Dagblad, Trouw, the Provinciale Zeeuwse Courant and the Friesch Dagblad. Media contacts

The Emergency Relief Campaigns procedure also stipulates when and how to contact the media about emergency relief campaigns. First, the participating organisations issue a joint press release. Next, one of the participating organisations assumes responsibility for media contacts. Reporting results

ZOA reports to its donors about how the money donated was spent. In some cases spending of donations to ZOA is channelled through partner organisations. The partner organisations then report to ZOA which projects were covered with financing from ZOA.

6.1 Haiti Cleeford Dalce

Cleeford Dalce’s home was completely destroyed in the earthquake. Cleeford was given a canvas sheet and food for the days ahead. He is also eligible for a home. Cleeford is happy with CRWRC and ZOA’s method. ‘You take into account what is already there. We have a doctor, we have technicians, we have almost everything. But after the earthquake, the system was on the verge of collapse. By activating available human resources and systems, I have the sense that people here in Masson have the courage to rebuild their lives.’

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On 12 January, Haiti was struck by a heavy earthquake measuring 7.0 on the Richter scale. Large sections of the capital Port-au-Prince were devastated, and thousands were killed. ZOA Refugee Care launched an emergency relief campaign with Woord en Daad, allocating € 250.000 immediately and starting a joint fundraising campaign. Although Haiti does not pertain to ZOA’s area of operations, ZOA decided to help nonetheless, as the organisation is in a position to add value, thanks to its experience with disaster relief efforts. By January and early February, ZOA had already seconded four people from the pool of Short Term Workers. They share their expertise with local organisations that had been working with Woord en Daad for years. ZOA also worked with the Canadian organisation CRWRC (Christian Reformed World Relief Committee) near the epicentre of the earthquake in the city of Leogane. Together, the two organisations received over 8 million euros from their constituents, of which over 1.8 million from ZOA’s constituents and 6.3 million from Woord en Daad. ZOA is committed to serving the rehabilitation programme for three years. One ZOA staff member will be stationed in Haiti to support this programme. Together, Woord en Daad and ZOA launched the website www.samenvoorhaiti.nl, featuring information about the situation after the earthquake. Personal stories from relief workers and progress reports about the relief efforts are posted on this website as well. They also issue a joint report notifying their constituents about how the monies received are spent. This report appeared on 12 January 2011 and was presented at a meeting with constituents where the turnout exceeded four hundred. The report is posted on the samenvoorhaiti website as well. 6.2 Pakistan Salim Johan

Mr. Salim Johan in Punjab, North Pakistan. After the flood in Pakistan destroyed his house, he, his wife and their six children lived on an embankment for two months, near where his house had once been. I-LAP, ZOA’s local partner organisation provided him with a tent, where he still lives. He was also given food, seeds and fertiliser. If Mr Salim had not received aid, he and his family would have starved to death. Salim Johan has joined a farmers’ co-operative, where he saves money that he then borrows again later on to purchase seeds for the next season. But his worries are far from over. Salim Johan and his family still live in a tent, and the nights are very cold. He worries that his family will get sick. Mr. Salim hopes that things will get better soon. In August Pakistan was hit by massive floods. ZOA, Red een Kind, Woord en Daad and Dorcas launched a joint emergency relief campaign. ZOA took charge of organising the fundraising campaign for the 14 million people affected by this disaster. At first, ZOA financed a partner organisation that provided the people with tents. Next, ZOA staff travelled to Pakistan to set up a rehabilitation programme for small farmers who had lost everything. Irrigation systems were repaired, and tools and seeds were distributed. The programme will run for three years. One of ZOA’s partners is the Canadian CRWRC, with which ZOA has been on good terms for quite a while. In recent years CRWRC has supported ZOA’s work in Liberia, Uganda and Sri Lanka, while ZOA has supported CRWRC by providing funds and additional staff in Haiti (2010). 6.3 Myanmar The people of San Nyin Wai

Mudslides in the north of Rakhine Province had drastic consequences for the inhabitants of San Nyin Wai village. The 302 families in this community subsist from rice cultivation. Fifteen farmers grow rice, and the rest of the families do not own land and try to survive as farmhands. The community uses a well that became seriously polluted as a result of the mudslides. The people had no idea how to prevent the diseases caused by contaminated water, and many fell ill with diarrhoea and cholera. CDN has helped the villagers by building a deep new well that provides clean water. Training the inhabitants to maintain the well and teaching them about hygiene will avert these problems in the future.

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In mid-June Myanmar suffered heavy rains and flooding, displacing 19,000 families. In the night of 22 to 23 October the next disaster struck: Cyclone Giri tore across the country, claiming at least 75 lives. Another 200,000 people became displaced in the devastation caused by this cyclone. Reports reached us about several natural disasters in various countries in that same week. The emergency relief cluster started a joint campaign for Indonesia (tsunami and volcanic eruption), Thailand and Benin (floods) and Myanmar. The money that ZOA collected, over 30,000 euros, was used in Myanmar to distribute emergency relief supplies, repair or build drinking water facilities and restore farmland.

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7. Funding

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The main objective of the Funding Department is to involve constituents in ZOA’s work and with the target group in the countries. The department aims to raise public awareness about the plight of those in the countries where ZOA works and of the work that ZOA does there. Another objective is to inspire constituents by relating these facts to a Biblical vision of care and responsibility for the wellbeing of our neighbours. Finally, ZOA offers constituents ways to become personally involved in the work the organisation does. The involvement of the different Business Ambassadors’ country teams exemplifies this pursuit. Other ways of highlighting the situation in a specific country include campaigns and events such as Walk4Water and World Refugee Day. These ties are clear from the efforts that people make for ZOA. They feel committed to the organisation or to a specific country and inspire others to devote some of their resources to refugees and displaced persons. In this chapter you will read about various examples of such individual initiatives. Fundraising and education go together. Fundraising is not an objective in its own right but is inextricably linked with education, so that a rigid distinction between the two is not always possible. After all, ZOA wants to get donors truly involved in its work. Changes in the department in 2010

During the year under review, much time and energy was invested in major emergency relief campaigns for Haiti and Pakistan, imposing a serious burden on the vast Funding Department. To keep all processes on track, all support systems were centralised in 2011. In addition, separating marketing and communication from individual fundraising increased the focus on each of these activities. 7.1 COMMUNICATIONS AND EDUCATION

Each year ZOA commissions a study by the Christelijk Charitatief Peil (CCP) to assess public awareness and impressions of the organisation, as well as the current disposition toward giving. The findings of this study help ZOA target education and fundraising efforts. The 2010 study revealed that constituents deeply appreciate the organisation. ZOA scored 7.9 [out of 10], compared with 7.7 in 2009. In addition, the overwhelming majority of the respondents (81 percent) is also convinced that their organisation is effective. But the group surveyed also turned out to lack a clear impression of exactly what ZOA does. In the new four-year strategy period that starts in 2011, ZOA will initiate a branding process to provide constituents with a clearer impression of the organisation’s work. ZOA aims to raise its profile as a rehabilitation specialist among Christians in the Netherlands, with a view toward making individuals, churches and schools more aware of ZOA’s work. In addition, ZOA’s international network of donors, partners, businesses and capital funds has expanded, and the media require access to information via ZOA. The Do Right campaign ended in 2010. In 2011 ZOA will team up with two new advertising agencies to design a new campaign. ZOA values good relations with the people serving the organisation as volunteers or collectors of donations. In 2010 an information clip was produced about the work in Sri Lanka, targeting this group of people. The clip serves to deepen commitment, showing volunteers the fruits of their efforts. Ambassadors’ network

In 2008 ZOA launched the ambassadors’ network with a three-year MFS1 grant. The network was intended to raise the organisation’s visibility among constituents and to activate them. The ambassadors’ network offered ZOA’s constituents several ways to serve ZOA. ZOA recognises junior ambassadors (children ages eight to twelve), young ambassadors (teens), adult ambassadors and Business Ambassadors. Because the grant expired at the end of 2010, the ambassadors’ network was disbanded as well. ZOA wants to enable those who became involved via the ambassadors network to remain active for ZOA. Many teens and children do so through school programmes. In addition, all ambassadors receive invitations to volunteer. ZOA has identified various categories of volunteer activities – from collecting donations to manning a booth at events.

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The network was especially popular among children and teens, as it was highly compatible with the programme ZOA designed for primary and secondary schools. Between 2008 and 2011 833 junior ambassadors (target: 1,000) and 227 (target: 120) young ambassadors were active for ZOA. The idea was less popular among adults, who were confused by the term ‘ambassador’. Many adults among the constituents are eager to help ZOA, but not as ambassadors. Still, 243 adults served as ambassadors (target: 345) between 2008 and 2011. One disadvantage was that this group was too large for ZOA to provide individual guidance. In the new volunteer system, ZOA is hoping for a smaller group that will receive more intensive guidance. See Paragraph 7.2 for additional information about ZOA Business Ambassadors. Act Positive Campaign

Together with Tear, Woord en Daad, Kindernothilfe (Germany) and ACET (Slovakia), ZOA launched a campaign in 2008 to raise awareness among young people about the consequences of HIV and AIDS in developing countries. The five organisations were allocated a three-year grant by the EU, ending in 2010, which was also the peak of the Act Positive campaign. The new Act Positive Award was presented on 1 December, World AIDS Day, to a young person committed to the struggle against HIV/AIDS. The election preceding the award drew widespread interest. The winner, Brenda Mugabona, received over 3,000 votes. In 2010 on a school tour in the Netherlands, workshops were held on HIV/AIDS in the run-up to World AIDS Day. Frances Faramega told the young participants about life in Zimbabwe for those who are HIV positive. Her story was also broadcast to the Dutch public on an Internet ‘social media documentary’. The highlight of the year was the international conference for young adults organised in the Netherlands and concluding with a trip to Brussels by the participants to speak with Euro MPs there and to present the list of signatures. ZOA greatly enjoyed working on this international campaign. The global aspect makes the campaign more appealing to young people. The targets, however, proved overly optimistic. Rather than 1 million signatures, 100,000 were gathered. In addition, the EU lobby objective materialised only in the final year, because the activities did not address this objective adequately. The chief objective, which was to increase basic knowledge about HIV/AIDS and to eliminate prejudices about the issue among young people in Europe, was accomplished. The target involvement was 245,000 young people. Together, the five organisations reached 280,000 young people in the Act Positive campaign. World Refugee Day

The annual World Refugee Day was on 20 June. In 2010 ZOA used this day to publicise the plight of refugees worldwide, through an advertising wrapper around the Nederlands Dagblad, a letter to churches and a humorous video clip circulated by e-mail. Proceeding along various channels, ZOA reached 38,500 people altogether. In addition, the number of website visits rose by ten percent. ZOA staff members did three radio interviews, and five newspaper articles were published about refugees and ZOA’s work in recognition of World Refugee Day. On Sunday 20 June prayer services were conducted for refugees, both in the Netherlands and worldwide, and donations for ZOA were collected at various churches. Total proceeds for ZOA amounted to more than € 8,000. In addition, several of ZOA’s concerned suppliers covered a large amount of the campaign costs. Social media

ZOA has been active on the social media Twitter, Facebook and YouTube since September 2010. These media serve to reach ZOA’s different target groups: donors, the media, staff members and schools. Hopefully, social media will cultivate familiarity with the organisation’s work and enlarge the constituency. While it is still too early to provide detailed information about the specific results of this effort, listing job vacancies via social media results in increased number of hits to the website.

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Integrating social media throughout the organisation is an ongoing process. In 2011 ZOA aims to increase its followers, friends and contacts on the different social media. Information for constituents

At ZOA we do our best to serve our constituents by customising the information we provide to the different groups. • ZOA-Nieuws is designed for donors and is published five times a year • ZOA-Magazine is designed for donors, businesses, schools and the media and is published twice a year • ZOActief is designed for volunteers and is published four times a year • ZieZOA is designed for children and is published twice a year • the E-zine is designed for donors and is distributed twelve times a year by e-mail • the ZOA Business Ambassadors E-zine is designed for ZOA Business Ambassadors and is distributed four times a year by e-mail. The ZOA-Nieuws and ZOA-Magazine mailings exemplify the convergence of education and funding. In 2010 the response from individual constituents to these mailings exceeded 800,000 euros. ZOA also informs constituents and other interested individuals via several websites: • w ww.zoa.nl, for general information about the organisation and the work ZOA does. The website also features an online donations option • w ww.walk4water.nl, about the Walk4Water event • w ww.kruidnotenactie.nl, about the spice sweets campaign • w ww.samenvoorhaiti.nl, a website by ZOA and Woord en Daad featuring information about the efforts in Haiti. Monetary donations may be transferred via the ZOA website. In 2010 donations transferred via the website increased significantly. In 2010 over 300,000 euros were received through private donations this way Teaching kits: Just Care and the Dorst WWkidz book

Just Care is a teaching kit jointly produced by three organisations, designed to teach teens between 14 and 16 about poverty from a Biblical perspective and to encourage them to modify their conduct. Tear left this project group in 2010, but ZOA and Woord en Daad have continued the initiative. In 2010 the current lesson texts were elaborated and updated. In mid-2010 evaluation of Just Care led the project group to chart a new course to pursue from 2011. In 2010 eleven secondary schools were ongoing participants in Just Care. Seventy secondary schools requested single teaching kits from Just Care. Demand was greater in this case, because the HIV/AIDS teaching kit was made available free of charge, thanks to the EU grant. ZOA serves primary school students via the WWkidz monograph series, a joint initiative of Woord en Daad, ZOA and Columbus publishers. In October 2010 Dorst [Thirst] appeared as the seventh book in the series. Dorst provides insight into the lives of children in North Uganda and describes the water problems they face. Every WWkidz book is accompanied by a teaching kit designed for primary school students. Five of these teaching kits were sold with Dorst in 2010.

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Advertising

As part of the [r]ights campaign that ran from 2007 to 2010, ZOA produced an educational film about the work the organisation does. This educational film aired as a Socutera commercial on channels Nederland 1, 2 and 3 in the run-up to the collection drive week. Advertisements were also published in several national dailies preceding and following the collection drive week. In December ZOA launched an advertising campaign in national and regional media. This campaign is designed to raise awareness among Christians in the Netherlands and to promote fundraising and is part of the reason why ZOA’s December income was 1.9 times higher than the average for the other months. Media contacts

ZOA aims to raise public awareness in the Netherlands. The specific objectives are for sixty percent of Dutch Christians to know about ZOA, for the media to contact ZOA for information from the countries where ZOA is active, and for ZOA to figure in the media as an organisation that in addition to providing emergency relief specialises in rehabilitation projects. The Funding Department focuses on national, regional and local media, on websites and social media and on Christian and other magazines. These media are contacted proactively wherever possible. If disaster strikes in a country where ZOA is active, ZOA contacts the media to offer interviews with ZOA staff in the country affected. ZOA presents itself to the media as an organisation knowledgeable about the countries where ZOA works. Christian media such as the ND and the RD regularly make use of this opportunity. In addition, ZOA is happy to introduce journalists to the work the organisation does in the different programme countries. 7.2 FUNDRAISING

In 2010 we prepared the new 2011 – 2015 strategy document, in which fundraising is a major factor. Present areas of excellence and needs for improvement received careful consideration. ZOA’s degree of dependence on institutional funds (grants from the Ministry of Foreign Affairs or the co-financing system) is an important concern: ZOA’s work should not become overly dependent on those sources. Accordingly, ZOA will increase its efforts to achieve donor diversification – spreading financial risks by obtaining donor funds from various sources. This means that we will focus more on selected elements of fundraising. Optimising fundraising among individuals was reviewed carefully as well. Individual fundraising, fundraising by churches, major donors and bequests will be combined from 2011. This will improve insight into all private donors, making for a more effective approach to this group. Efforts to raise money from American funds and foundations will be increased as well. On our quest for donor diversification, we are also pay more attention to the network of partner organisations and started enhancing relations with partner organisations in 2010. ZOA organised a workshop about fundraising and branding for EU-CORD members. This investment in strengthening ties was already very fruitful in 2010. Many joint efforts ensued (e.g. with CRWRC in Haiti and Pakistan), and funding became more easily accessible. Fundraising among private donors

ZOA regards all individuals who donate money as private donors, except for major donors (donors who give over 1,000 euros a year), and those who donate to door-to-door collectors. ZOA communicates with these donors via mailings (ZOA-Nieuws and ZOA-Magazine), e-mail newsletters, the website, telemarketing and events. After subtracting the cancellations, the total of active individual donors in 2010 increased by 1,500 to more than 40,000. Regular income (excluding emergency relief) declined from € 2.481.500 in 2009 to € 2.436.700 in 2010. In 2010, private donors gave € 1.059.800 toward emergency relief. Including this additional income yields an increase of 34 percent.

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Major donors and bequests

Major donors are donors who give more than one thousand euros a year. They are contacted individually, and the department aims to establish personal relationships with them. Several of these donors are also happy to leave sums of money to ZOA. ZOA informs the major donors about its work, hoping these updates will encourage them to leave money to ZOA. This personalised approach, where ZOA establishes a relationship with donors, appears to be effective. ZOA appears together with other good causes, on the website nalaten.nl, which features information about possible charitable organisations to which they might leave money. Schools

In 2010 a great many schools once again took an interest in ZOA. Schools may use our teaching kits, organise their own campaigns or participate in ongoing ones. Campaigns organised at schools to raise money for ZOA include teaching marathons lasting twelve or even 24 hours, auctions, concerts and bake sales. Many primary schools participate in ‘Wandelen voor Water’ (walk for water), a sponsor campaign for students ages 10 to 12. In 2010 24 schools participated, involving 1,477 students. One immensely successful annual initiative is the sponsor evening at Scholengemeenschap De Driestar in Gouda. This year the event was organised once again by a group of zealous students. Proceeds from the sponsor evening totalled € 90.350. Churches

Churches are a faithful and committed core among ZOA’s constituents. In 2010 this loyalty and commitment resulted in a rapid and generous response to the emergency relief campaigns for Haiti and Pakistan. We received a total of 1.1 million euros from churches toward emergency relief. In 2010 754 churches were actively involved with ZOA. These churches donate at least once a year, a nice increase compared to the 655 churches actively involved in our work in 2009. More direct involvement is another option, as held true for a religious congregation from Alblasserdam that has established ties with a church in Liberia and is in direct contact with the local reverend. ZOA hopes to encourage other churches to establish ties with churches in programme countries – ZOA aims for at least ten churches to become involved in this way in the organisation’s work by 2011. Designating Business Ambassadors helps establish ties with churches. They tell their fellow congregation members about ZOA’s work and get their church interested in what ZOA does. ZOA wants to make clear that churches may become involved in different ways, for example by including ZOA in their regular collection schedule, participating in ongoing campaigns, holding prayer services for ZOA or organising a congregation day dedicated to ZOA’s work. In 2010 we published a special leaflet for churches describing the different options. Businesses and ZOA Business Ambassadors Network

Businesses are a separate target group in ZOA’s fundraising efforts. ZOA takes the time to build relationships with concerned businesses. The entrepreneurs receive regular reports informing them how the donations are spent. They may also come see for themselves (at their own expense) how their money has been spent.

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The ZOA Business Ambassadors Network allows entrepreneurs to become more closely involved in ZOA’s work. They help decide how their donations are spent and contribute their knowledge and experience in projects in several programme countries, where the new ideas of the entrepreneurs are very welcome. Entrepreneurs can achieve a lot, not only with their money but also thanks to their mindset. In 2010 support from several entrepreneurs helped us repatriate displaced persons in the Somali region in Ethiopia to their original habitats and support them in rebuilding their lives. The Business Ambassadors also involve their own network in the Netherlands in ZOA’s work. In 2010 they did so on various occasions, including the ZOA indoor football tournament initiated by a Business Ambassador from the Congo team, and a ZOA camping day in Hardenberg, organised by the Ethiopia team. These two initiatives generated funds for Congo and Ethiopia and were highlighted in the local media as well. In another initiative, a concert featuring the organist Martin Mans and the pianist Jan Vayne, the proceeds unfortunately did not exceed the costs, because the turnout was lower than expected. The business seminar scheduled for October about ‘extreme enterprise’ was cancelled, due to insufficient registration. The previous seminar in 2009 had been an enormous success. The eighteen-month period between the two seminars may have been too brief. Next to that the financial crisis may have played a role. Institutional Donors and Partner Organisations

The Institutional Donors and Partner Organisations Department: • aims to improve fundraising in and for the programme countries • reviews the quality of proposals and reports • maintains ties with institutional donors and partner organisations outside the Netherlands • maintains ties with partner organisations engaged in fundraising in the Netherlands Institutional donors are government institutions that fund projects. ZOA receives funding from the Dutch, U.S. and Australian governments and maintains ties with the Canadian and British governments. The EU and the UN are institutional donors as well. The value of the approved contracts increased with more than 40 percent in 2010. New purchasing guidelines were introduced, corresponding with those of donors. The results of a detailed assessment of ZOA conducted by ECHO in 2010 were favourable. ZOA’s confidence status (P-status) with ECHO has been extended for another three years, reducing the reporting frequency for ZOA, as ECHO is confident that ZOA is observing its directives. In 2010 ZOA applied for consultative status at the UN Economic and Social Council. The response has not been received yet. If this status is approved, ZOA will be able to attend meetings on topics such as the millennium development goals. Partner organisations are affiliated, non-governmental organisations in the Netherlands and abroad. In the Netherlands these organisations include Red een Kind and Woord en Daad, while some of the ones abroad are CRWRC and Tearfund UK, which ZOA works with in Haiti and Pakistan (CRWRC) and in Congo (Tearfund UK). Contacts with partner organisations serve various purposes. In several programme countries ZOA conducts projects with partner organisations. ZOA also submits project proposals as a consortium with partner organisations to institutional donors, increasing the likelihood they will be approved. In addition, partner organisations may be in a position to grant access to governments in their country of origin, providing ZOA with a new funding channel. In 2010 ZOA did more to establish new contacts and strengthen current ones with partner organisations. Also in 2010, ZOA applied to become a member of the International Council of Voluntary Agencies (ICVA), an association of emergency relief organisations based in Geneva. Membership of this organisation will give ZOA access to the UN, so that ZOA can participate in discussions about policy developments within the UNHCR and other UN humanitarian organisations (UNOCHA and WFP). Membership will also open up access to a broader, global network of relief organisations.

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Third-party campaigns

Partner organisations also include ‘third-party campaigns’. These organisations do their own fundraising and transfer part or all of the proceeds to ZOA. One of these third-party campaigns is the Happietarias in Amsterdam and Leiden, organised by four Christian student associations. The proceeds from these temporary restaurants were allocated toward education projects in Sudan and a water and sanitation project in Myanmar. Another example is the campaign that the foundation ‘Draagt Elkanders Lasten’ [Bear each other’s burdens] ran for a month around Christmas 2009 among readers of the Reformatorisch Dagblad. The wonderful proceeds from that campaign (330,000 euros) was donated toward ZOA in 2010 for a project in Liberia. Capital funds and foundations

For several years the Funding Department has focused on capital funds and foundations, specifically those set up by wealthy individuals or by third parties from bequests and estates. ZOA seeks capital funds dedicated to similar causes. The foundation board teams up with ZOA to help the people in its registered target group. Tracing these kindred capital funds and foundations is often difficult, because they do not always publicise their operations. Accordingly, ZOA finds most new capital funds via entrepreneurs and directors of funds already involved with ZOA. ZOA is increasingly addressing capital funds and foundations abroad as potential sources of income. In 2010 ZOA examined ways to contact trust funds and foundations in the United States. Establishing ties with founders or directors of funds – especially those in another country – takes time. A consultant in the United States is presently exploring how to approach these organisations effectively. 7.3 CAMPAIGNS AND EVENTS

Campaigns and events are good examples of initiatives where fundraising and education coincide. Door-to-door collection drives

In 2010 ZOA invested more in organising door-to-door collection drives. This yielded about one thousand new collectors, increasing their number to nearly 17,000. The proceeds from the collection drive in 2010 were higher than in previous years: € 942.355 in 2010, compared with € 923.928 in 2009, apparently reversing a declining trend. Since September 2010 a staff member has been spending two days a week organising the collection drive effectively and recruiting collection-drive contacts. This investment should increase collection proceeds further in 2011. Walk4Water

In 2010 ZOA organised the Walk4Water event for the fourth time, at a new site: the Kootwijkerzand. Participants in this sponsor walk receive an empty jerry can, which is filled with water halfway along the route. This way they experience how it feels to have to walk several kilometres a day for water, as many refugees do in Africa and Asia. In addition to the walk, the fun programme includes various educational activities and booths. Altogether, 720 people attended the event, falling short of the ambition of a thousand participants, but nonetheless reflecting an increase in the number of participants since 2009. The proceeds from Walk4Water 2010 were donated to a water and sanitation

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project in Myanmar. The Aqua for All foundation contributed 84,000 euros by doubling the proceeds of the Wandelen voor Water campaign at schools (see Paragraph 7.2: Schools). By new government regulations Aqua for All could not double the proceeds of the Walk4Water event. All together the proceeds of Walk4Water and Wandelen voor Water totalled the wonderful amount of € 170,000. Spice sweets campaign

The spice sweets campaign was immensely successful in 2010, thanks entirely to ZOA’s dedicated constituents. Schools and individuals may order boxes containing packets of spice sweets to sell to others. Each packet sold generates about 1 euro. In 2010 considerably more schools participated than in previous years (111 primary schools, compared with 76 in 2009, and 25 secondary schools, compared with 9 in 2009). The target sale was 75,000 packets of spice sweets, and sales totalled 95,180 packets. The proceeds will go to ZOA’s work in Ethiopia and will be spent in 2011. 7.4 COMPLAINTS

ZOA takes complaints from its Dutch constituents seriously and has a procedure for dealing with them. • Complaints are processed within two business days. People submitting complaints receive a response by telephone or in writing. • Complaints are recorded in a central register and listed in quarterly reports. • Reported complaints are discussed by the management team. Any useful input from the complaints receives consideration in drafting policy. In 2010 ZOA-Netherlands received 75 complaints. • 24 percent concerned the periodicals and E-zines (quantity of mail, a new request for a donation, an e-mail including a clip) • 13.5 percent concerned telemarketing (unwanted phone calls, confusion about who the caller was) • 13.5 percent concerned the door-to-door collection drive (behaviour of the person collecting donations, young children collecting donations) • 10.5 percent concerned donations (careless database management, misunderstandings) • 10.5 percent concerned the spice sweets campaign (order filled incorrectly or not delivered) • The remaining 28 percent concerned various issues (including an Internet survey, the emergency relief campaign for Haiti: confusion about whether the donation would be spent as intended). In 2010 ZOA received several complaints about the letter welcoming new donors. In this letter, ZOA announced a new request for donations. This irritated many recipients. ZOA has therefore changed the welcome procedure and has drafted a different welcome letter for new donors, doing more to stress ZOA’s gratitude.

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8. Quality control, accountability and evaluation

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ZOA consistently meets both self-imposed requirements and requirements set by agents outside the organisation. Chapter 3 of this annual report describes the procedures and guidelines that ZOA applies (Paragraph 3.3.2), and which external quality standards and codes the organisation has agreed to maintain and observe (Paragraph 3.1). The following departments have been set up and the following activities undertaken to guarantee quality of operations: • the internal audit department, which audits the organisation and its finances • the Monitoring and Policy Development Department (MP4), which reviews policy and assesses its implementation • audits by the Human Resources Department, in which staff processes are reviewed • external programme evaluations • ISO audits • CBF certification and the Wijffels code This chapter lists the main findings arising from various studies, which we also use to formulate areas for improvement in our ongoing effort to meet the highest standards. The Wijffels Code

In 2010 ZOA evaluated the effect of the Wijffels Code within its organisation and concluded that the organisation does justice to the stipulations of the Wijffels Code. The most significant improvements to be made are: • the supervisory role should figure more explicitly in placing the five sections of the code on the agenda (objective, allocation of resources, fundraising, volunteers and organisational performance) • more explicit self-evaluation by the Supervisory Board, including the performance of individual members • improved coordination of the different information types (programmatic, financial, staff-related, etc), both within the organisation and supplied to the Supervisory Board. In 2011 efforts will be made to implement these improvements. 8.1 QUALITY management

In 2010 ZOA conducted internal audits and evaluations of important areas. The organisation also underwent an external quality evaluation, including an external evaluation of MFS1. ISO audits

ZOA’s quality management system has met ISO standards since 2008. In 2010 this system underwent another critical review. The audits reveal a need for more sophisticated evaluations of processes and procedures within the programmatic section of ZOA’s work. Previous internal audits primarily addressed financial-organisational aspects. In 2010 the internal audit programme was expanded to address programme content. Quality standards for good programmes and appropriate indicators have been defined more clearly. Support teams help the programme countries achieve this quality standard. Signs of Hope 2007 – 2010

Evaluation of the Signs of Hope strategy plan started with a mid-term evaluation in 2009. This exercise revealed several areas for improvement, which were discussed that same year. In 2010 these points were redefined and identified as areas for change in the 2011 – 2014 strategy period. The list is as follows: • ZOA will address fewer sectors in the programme countries (see Chapter 4 for additional information) • wherever possible, ZOA will work via or closely with local NGOs (see Chapter 4 for additional information) • ZOA will apply a programmatic approach, relating all projects to one another and pursuing the same long-term objective for the programme area concerned (see Chapter 4 for additional information) • when starting up in a programme country, ZOA will stipulate the programme duration more clearly (see Chapter 4 for additional information) • ZOA will try to raise awareness about the organisation among institutional donors (see Paragraph 7.2 for additional information).

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Three recommendations resulted from the mid-term evaluation of the Signs of Hope strategy document for 2007 – 2010: 1. ZOA should think more systematically about its Christian identity and its implications for the work. 2. ZOA should curtail the number of intervention sectors in all programme countries. 3. ZOA should strengthen its mandate, as an organisation dedicated to rehabilitation. The identity debate merits ongoing consideration and is discussed at all levels. In the programme countries, many local staff are not Christian. While several country directors are not Christian either, they respect ZOA’s principles. ZOA understands why clarifying the significance of its identity in the field is important. In 2010 a Code of Conduct was drafted establishing who and what ZOA is, and what the organisation symbolises. Practical manifestations may vary depending on the situation. The second and third recommendations about the number of sectors and ZOA’s mandate are closely related. These two recommendations have led to an adjusted focus in the new strategy document. In 2010 the working groups formed included these recommendations in finalising a new strategy document for 2011 – 2014. MFS1 final evaluation

ZOA received a government grant for 2007-2010 through the MFS1 co-financing system. In 2010 ZOA commissioned an external evaluation by COMMON addressing the quality of the implementation, monitoring and evaluation of programmes with MFS1 financing. The evaluation revealed that ZOA does not assess results adequately yet and focuses excessively on implementing the activities planned. The question about the long-term effect of interventions is not always answered properly. In Sudan, for example, ZOA distributes school uniforms to girls to encourage them to attend school. The girls who attend school, however, are not tracked over extended periods, which means that the long-term effect of issuing the school uniforms is not measured. The Monitoring and Policy Development department should therefore take a more discerning view of the programmes. In the programme countries the programmatic approach needs to be refined. The findings arising from the evaluation were already addressed in 2010. Two regional workshops were held. One was in Sri Lanka, for the ZOA countries in Asia, and the other in Uganda, for the ZOA countries in Africa. Programme Advisors and/or Programme Managers from all ZOA countries attended one of these workshops, as did a few staff members from ZOA Netherlands. Forty persons attended altogether. Findings resulting from the audit by the Internal Audit Department

In 2010 the internal audit department visited the programme countries and conducted audits. The audits served to assess the reliability, adequacy and effectiveness of the internal control measures and the corresponding reliability of the financial reports. Generally, ZOA is internally well-organised. The most important recommendations of the internal auditor to ZOA’s management are: • project-impact assessments might benefit from tracking and documenting project activities more accurately in the course of project implementation • local partners might be supported more effectively by relating the assistance more directly to the risk analysis performed at the start of the partnership • train programme staff to be more sensitive to fraud, and give them fraud-prevention tool kits. ZOA’s management will devote special attention to these subjects in 2011. Human Resources Audits

ZOA cares very much about improving the quality of HR processes, such as HR policy, HR administration and working conditions. Each year ZOA performs an HR audit in two countries. In 2010 these audits took place in South Sudan and Thailand. The following processes were reviewed: • Processes relating to incoming staff, such as recruitment and selection procedures and training new staff. • Processes addressing staff advancement, such as evaluation and assessment systems and personal enrichment plans for staff members. • Processes addressing outgoing staff, such as conducting exit interviews, analysing these conversations and improving processes.

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These and previous audits revealed that in the heat of operations, HR processes, such as conducting evaluation and assessment interviews, ensuring that working conditions are up to date and archiving staff files properly are areas for improvement. Each country has been assigned a deadline for adopting the conclusions and recommendations. 8.2 Risk management General operational risks

ZOA faces to risks in the course of performing its duties. We are aware of these risks, which may deeply impact the organisation, if they receive insufficient consideration. Risk management has therefore been formalised within the organisation’s operational procedures. Risks, including the mitigating measures taken, are registered and classified. The most significant risks are: Description

Risk

Impact

High/Medium/Low

Mitigating measures

1) Execution risks • execution quality • exceeding the budget

• Close supervision of compliance with internal procedures. • Projects for amounts higher than € 400.000 subject to a comprehensive audit.

2) Compliance risks • failure to comply with rules of institutional donors

• Close supervision of compliance with internal procedures. • Projects for amounts higher than € 400.000 subject to a comprehensive audit.

3) Safety risks • Political instability • Working in (post-) conflict area’s

• Continuously update safety protocols. • Periodic local consultation with UN, Dutch Embassy and other NGO’s • Increased supervision by head office in critical situations.

Each year the risks are analysed in detail and quantified. In 2010 the implementation risks consisted mainly of instances where the budget might have been exceeded, due to lower income for general activities and local tax payments. These risks amounting to € 580.000 were covered by reducing general costs in the Netherlands and consequently did not affect the programme activities. The € 450.000 compliance risk in 2010 was primarily attributable to a project in Ethiopia that had already been completed in 2007. Because of an error in the tendering procedure in 2003, the donor initially refused to pay the amount committed. Following consultations with the donor, a large share was paid in 2011. The security risks in 2010 were greatest in Afghanistan and the Democratic Republic of Congo. The continuous threat from the rebels necessitated additional security measures, such as providing additional (secured) vehicles, communication devices and evacuation procedures. In addition, all ZOA staff members are trained in dealing with risky situations. The evacuation risks have been quantified at approximately € 120.000. Financial risks

In addition to the risks listed above, which obviously include financial consequences, ZOA is exposed to more general financial risks: • the risk that income will be lower than expected • the risk that a major donor might influence organisational policy • continuity risk in the event of serious calamities ZOA’s financial policy in managing these risks is to try harder to solicit more unspecified donations from individual donors, which will enable flexible allocation of resources toward the country programmes. In

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addition, the donor portfolio is diversified as much as possible, so that the disappearance of one major donor doesn’t severely affect the continuity of a country programme or of the organisation as a whole. Finally, ZOA sets aside funds in a continuity reserve to offset general financial risks and specific risks related to the programmes being conducted. Anti-fraud and anti-corruption

ZOA’s anti-fraud and anti-corruption policies serve to avert and respond quickly to fraud and corruption and any signs of such practices. In 2010 four specific fraud investigations were conducted following signs from within the organisation. Three of the four investigations were carried out by external auditors. In two situations fraud was proven, and the staff members involved were terminated. In both cases about € 750 was involved. Measures were taken to avert future recurrences of such cases. No proof of fraud was found in one of the cases reported. The fourth report is still under investigation. Risks to ZOA’s reputation

The organisation cherishes its good reputation. Providing all stakeholders with good information is crucial to this end (see Chapter 7). We are also alert to signals circulating in public. In each situation we assess whether a response is advisable. Two examples of possible risks to our reputation in 2010 were: In 2010 there was a heated public and political debate about the salaries of directors of organisations dedicated to good causes. ZOA remained somewhat aloof and decided to respond only to questions asked directly. These questions came primarily by telephone or by e-mail from our constituents. Because this debate recurs periodically, we devised a standard response. The information appears in the annual report, and those asking questions are referred to this section. There was also some criticism about the relief efforts in Haiti, especially about the small percentage of the emergency relief money used at the time. We responded to these reports by posting an announcement on our website elaborating on the progress of the relief efforts and expenditure of the monies. We also prepared an information evening and a public report (published in January 2011) about the first year of the relief efforts in Haiti.

8.3 ReflectiON en evaluation

In recent years ZOA invested considerable time and energy in processes and systems intended to guarantee the quality of our work. All departments deliver optimal performance, and reports are filed on schedule each year. All procedures and processes have been standardised and have been implemented in all programme countries. In addition to expanding, ZOA has become more professional in recent years. One of the results is that in 2010 the organisation’s MFS2 funding application was approved, securing financing for the next five years. Making operations more professional and still more effective remains possible, however, especially in the programme countries. New programme countries

ZOA consistently pursues the same strategy in starting up new programmes. The first step is a thorough investigation on site, based on which a plan is drafted. Only once financing has been secured for a year or two does ZOA become active in the country. We have learned from our experiences in the new programme countries that this practice is wise, and that, if possible, ZOA should be still more cautious about starting new programmes. The chief requirements should be proper planning and secure financing in advance. In the countries where ZOA has started a new programme in the past two years, programme growth lags behind expectations. Although targets are being met in the Democratic Republic of Congo, Myanmar and Uganda, faster growth had been envisaged. Despite ZOA International’s good reputation with

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donors, we find that ZOA has yet to establish its reputation with these same donors in new programme areas. Our experience is that gaining the confidence of donors takes two to three years. The Ethiopia programme in 2010

In 2010 ZOA Ethiopia had a difficult year. ZOA made mistakes here and did not address problems on time or did not deal with them adequately. This led to an unfortunate situation. Indirectly, ZOA received complaints about projects that left the target group dissatisfied. There was some confusion about spending by local staff members as well. Due to misassessment of the severity of these complaints, ZOA failed to intervene on time. A problem that could easily have been solved therefore had sweeping consequences. Donors became disillusioned with ZOA, and project financing was unavailable for four months. ZOA found that mistakes were made at three levels: • HR procedures: the cycle of hiring and performance and evaluation interviews was not observed properly. • The importance of the warning signals from those involved in the projects was not assessed adequately. • Solutions already introduced to address problems within the programmes were not communicated clearly enough. Once it became clear how serious the situation was, adequate intervention was forthcoming. The financial director investigated together with an external accountant the nature of the accusations against ZOA. The CEO visited Ethiopia twice, meeting with all those involved, including donors. Donors in Geneva and Washington were visited as well. Finally, a new temporary country director was appointed. These interventions enabled ZOA to recover the confidence of donors. After several difficult months the UNDP agreed to finance the programme again. On 1 February 2011 is a new country director was appointed. The lessons ZOA learned from the situation in Ethiopia have been included in the new strategy plan for 2011 – 2014. One very important lesson is that communication with the target group about ZOA’s mandate, objectives and planning for a specific programme is immensely important. Partnerships

ZOA is part of various partnerships and co-operative arrangements with Dutch organisations and with European and international ones. In 2010 partnerships once again added value. • In 2010 ZOA signed a Memorandum of Understanding with the Canadian organisation CRWRC. This organisation was an important partner and worked with ZOA in Haiti, Pakistan, Liberia and Uganda in 2010. • ZOA applied to join ICVA (International Council of Voluntary Agencies) in Geneva in 2010. Membership of this organisation will give ZOA an entrance to the UN, enabling ZOA to participate in policy development discussions within the UNHCR, UNOCHA and IASC. • Red een Kind, Tear, Woord en Daad, Dorcas and ZOA worked well together – in a variety of compositions – on emergency relief campaigns for Haiti, Pakistan and Myanmar. See also Chapter 6: Disaster Response. • The Dutch Consortium for Rehabilitation, which comprises ZOA, Save the Children Netherlands, CARE Netherlands and HealthNet TPO, and is represented by ZOA, applied for and was granted MFS2 funding. See also Chapter 10: Report from the CEO. • Kindernothilfe, Acet, Woord en Daad, Tear and ZOA concluded their joint HIV/AIDS awareness campaign with a great many successful activities in 2010. See also Paragraph 7.1 about the Act Positive campaign. In 2010 ZOA reflected on its membership of Prisma, a partnership of Christian development organisations. ZOA believes that the added value of this membership lies in lobby, identity and contemplation. Together with the ICCO alliance, Prisma has applied for MFS2 financing. ZOA submitted an application via the Dutch Consortium for Rehabilitation and therefore declined to join Prisma’s application for financing, in part because of the different mandates of the participating organisations in the two consortiums.

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ZOA is looking for a new way to structure its membership of Prisma, emphasising participation in lobbying and contemplation activities. The formulation for the new legal framework for this membership should be finalised in 2011. A list of all partnerships to which ZOA belongs, or in which ZOA participates appears in Chapter 3: Profile.

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9. Works Council A new WC member Sandra Vogd (donor account manager) was elected to the WC as a new member in 2010. ‘Getting involved in the organisation is important to me, more than I already am in the course of my daily tasks. I want to be aware of the issues that concern my co-workers and hope to arrange fruitful interaction between the CEO and the staff. As a WC member, you get a different view of the organisation, which is what makes this office interesting. I am a point of contact for my co-workers and enjoy when I notice that they approach me as a WC member. When I visit one of the programme countries, I hope to tell people there about the work that the WC does.’

ZOA staff members with Dutch employment contracts are represented by the Works Council. The works council advises the CEO and involves the staff members in organisational and policy developments within ZOA. The WC has five members. Three represent staff members in the Netherlands, and two represent those working in Africa and Asia. In 2010 a vacancy on the WC was filled on behalf of the Dutch staff members. Another vacancy remains for a WC member on behalf of the staff members abroad. The WC regards the members of the management teams in the programme countries as constituents it represents as well, regardless of whether these co-workers hold Dutch or local employment contracts. Those working for ZOA under local contracts are not legally represented by the WC in Apeldoorn. Still, the WC values remaining abreast of the concerns of the management teams. Subjects discussed: • The WC advised the CEO about the possibility of introducing a thirteenth salary month, in exchange for days of leave. The WC surveyed the staff about the matter and shared the results with the COE. The outcome revealed that the COE would do well to offer this to staff members as an option. • The CEO presented the WC with a consent memo regarding a Code of Conduct. The WC granted such consent. • A proposal from the CEO to compensate the costs of a biannual medical check-up for staff members was discussed. The WC consented. • The WC was presented with the financial statements from 2009, the results for 2009 and the budget for 2011. • General feedback from the MT to the WC about the semi-annual IRM. Evaluation

In 2010 the most significant contribution of the WC related to the discussion about introducing a thirteenth salary month. The WC sensed that the staff was divided on the issue. Following the advice of the WC, the CEO offered this to staff members as an option. Involving staff members in the work of the WC remains a challenge. Especially staff members stationed abroad often find the matters that the WC addresses too remote and a far cry from their daily reality. One sign that interest is growing was that an election was held for a new WC member for the first time. Breaking with the tradition from previous years, two candidates were available for a vacancy in 2010. Circulating user-friendly memos, in addition to the minutes, proved more effective for informing staff members about the work of the WC. These WC-TALKS are sent to the programme countries as well.

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10. Report from the CEO

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The past year was a time of completion and contemplation for ZOA. The mid-term evaluation of the Signs of Hope strategy document in 2009 was cause to consider the new strategy document for 2011 – 2014. The evaluation revealed that the current strategy document is effective and appropriate for ZOA. ZOA pursues a programmatic approach. The organisation focuses on a programme area and formulates a chief objective for that area. All projects planned and conducted are integrated and are conducive to this chief objective. Helping the local population manage independently with a view toward rehabilitating their livelihood is the ultimate goal. The idea is to create ‘Signs of Hope’ in places where people have long been on the verge of despair. ZOA is able to provide these signs of hope in the programme countries, thanks to the strong ties with loyal constituents in the Netherlands. Despite the recession, donors once again gave more than in previous years. It is very encouraging that amid the present cutbacks, our constituents do not intend to reduce support to vulnerable people in need. 10.1 Strategy

The evaluation in 2009 of the Signs of Hope strategy document for 2007 – 2010 revealed that the policy development system is performing well. All procedures are on track, and reports, plans, discussions and evaluations happen on time. The ISO audit in 2010 yielded the same observation. The evaluation gave rise to three recommendations, which were followed in adopting a new strategy document for 2011 – 2014: 1. ZOA’s Christian identity could affect its programmes more structurally. 2. ZOA should curtail the number of intervention sectors in all programme countries. 3. ZOA should strengthen its mandate as an organisation specialising in rehabilitation. Chapter 8 ‘Quality control, accountability and evaluation’ addresses the results of the Signs of Hope evaluation in more detail. Conceiving and finalising the strategy for the next four years was another lengthy activity. ZOA will continue to pursue the general course elaborated in the previous strategy document; the new document has different areas of emphasis from the previous one. Working with local partners will receive greater emphasis and is known as the hybrid model. This means that wherever possible ZOA operates via local partner organisations and/or governments in programme areas. This will obviously depend on the local situation; a strong civil society or government apparatus is not present everywhere. The new strategy document also increases the emphasis on ZOA’s ‘core business’: helping people rehabilitate their livelihoods. ZOA’s objective is for people to become progressively less dependent on the services provided by NGOs and more resistant to possible adversity – both as individuals and as communities. The third shift in emphasis is that wherever possible ZOA intends to form partnerships with affiliated organisations. Such partnerships embody a variety of expertise and stand a better chance of getting funding requests approved. In 2010, for example, the Dutch Consortium for Rehabilitation (consisting of ZOA, Save the Children Netherlands, CARE Netherlands and HealthNet TPO) applied successfully for MFS2 funding. 10.2 CO-FINANCING SYSTEM - MFS2

Dutch development organisations are eligible for partial government financing. The Dutch Ministry of Foreign Affairs co-financing system stipulates various criteria. Dutch organisations were entitled to request financing for the 2011 – 2015 period. The Dutch Consortium for Rehabilitation, which ZOA represents, requested financing for programmes in five countries: Burundi, Congo, Liberia, Sudan and Uganda. In 2010 an immense amount of time was spent drafting a financing proposal that met the MFS criteria. Of the amount requested, 65.7 percent was awarded. This means that the consortium will not be able carry out the proposed programmes in their entirety. Each organisation within the partnership will need to be selective. Some organisations have decided not to conduct projects in each of the five countries. ZOA has opted to downsize programmes but to conduct them in all five countries nonetheless. The financing request included a proposal for a control structure to guarantee the quality of the work the

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consortium does. Now that the MFS financing has been awarded, a steering group has started setting up this structure. The agreements, objectives and indicators are recorded in this structure. In addition, themes have been identified and coordinators appointed. The MFS financing accounts for fifteen percent of ZOA’s income. The organisation thus relies more on loyal constituents and donors than on government financing. Understandably, ZOA greatly cherishes its ties with constituents. 10.3 DISASTER RESPONSE

Based on the emergency relief that ZOA provided in Haiti and Pakistan in 2010, the organisation has refined its emergency relief strategy. Previously, ZOA provided emergency relief only in programme countries where the organisation was already active and in new countries via an emergency relief cluster. In the emergency relief efforts in Haiti and Pakistan, ZOA went a step further. Although ZOA was not yet active in these countries, ZOA staff members travelled there following the natural disasters in 2010 to assist local organisations with specific knowledge about emergency relief and rehabilitation after disasters. In both countries ZOA has entered a three-year commitment to provide help in selected areas. The term emergency relief has been redefined in ZOA’s context: in addition to alleviating primary needs, it covers rehabilitation during the years initially following a disaster, including boosting resilience against potential future disasters. 10.4 CORPORATE SOCIAL RESPONSIBILITY

ZOA’s operations are obviously socially responsible. This is manifested by environmental measures at the head office in the Netherlands, where fair-trade products and FSC-certified paper are used, waste management and power consumption are environmentally friendly, and measures have been taken to compensate for CO2 emissions. ZOA also serves as a platform for businesses and entrepreneurs trying to practise social responsibility. Entrepreneurs that join the ZOA Business Ambassadors Network may contribute their expertise and financial resources to initiate or raise the level of projects. The businesses find this a worthwhile experience, while ZOA benefits greatly from the entrepreneurial expertise. 10.5 STAFF

ZOA teams up with local partners according to what is known as the hybrid model. This means that ZOA works via local partners and local staff members wherever possible. Building the capacity of local organisations is therefore an important part of our work and imposes special requirements on our staff members. It also means that the composition and size of the teams differ in each country. Most staff members are recruited locally. The composition of the management teams varies. On average, one third is from the country itself, one third from the Netherlands and one third from other countries. To strengthen ties with many of those who worked for ZOA in the past, a reunion of former and current staff members was organised one evening in October. Over two hundred guests made this evening a big success. In 2010 is a staff Code of Conduct was implemented to promote ZOA’s standards and values more explicitly. The code is intended to further good management, transparency and accountability. It also serves to protect and promote the rights of staff and volunteers in performing their duties. The trainee programme, which was launched in 2009 to give young adults a chance to acquire professional experience, became fruitful in 2010. Five trainees advanced to junior staff positions, providing a wonderful opportunity for young adults to obtain employment and for ZOA to bring in motivated and talented young adults. Important changes within the organisation are also discussed by the Works Council to ensure that staff interests receive careful consideration. Chapter 9 contains the report from the works council.

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10.6 VOLUNTEERS

Volunteers are important to ZOA because they can implement specialised functions, which would otherwise be very costly to ZOA to arrange, due to the temporary nature of a task (e.g. specialists in telecommunications or finance). Other volunteers assist during the door-to-door collection drives or during emergency relief campaigns. Collectors are found via a national network of regional coordinators, who in turn direct local coordinators. The head office provides these volunteers with the guidance they need to do their work properly. In addition, the head office finds ways to motivate all these collectors. In 2010 four volunteers from the Short Term Pool were sent to Haiti to support the relief efforts launched following the major earthquake on 12 January 2010. Two evening training sessions were organised to prepare all Short Term Pool members for possible deployment abroad. Category

Number of volunteers

Volunteers at the head office

Collectors

17,000

Volunteers involved in organising door-to-door collection drives

550

Volunteers available for overseas

10.7 SWOT-analysIS

The annual evaluation of ZOAâ&#x20AC;&#x2122;s role in its surroundings included an internal and external analysis to identify the strengths and weaknesses of the organisation and the opportunities and threats in the surroundings where ZOA operates. Below is a list of the highlights, followed by brief descriptions. Strengths of ZOA Refugee Care 1. A sound organisation: ZOA strikes a balance between a formal and an informal organisation that enables leveraged operations in countries that are unstable. 2. Hybrid programme approach: by conducting projects, ZOA knows exactly what is happening in the countries and is able to carry out effective programmes together with local partners. 3. Dedication and passion among staff members and constituents alike add value in serving the target group. Weaknesses of ZOA Refugee Care 1. Inadequate resources for drafting good project proposals to optimise use of the Institutional Funds. 2. In the programme countries staff turnover is fairly high and may compromise quality (knowledge and experience) in the programmes. 3. Financing country offices: there is an imbalance between the duration of a country programme (3 to 5 years) and the financing available (generally allocated for less than a year). Surrounding opportunities 1. Economic growth in fragile surroundings is regarded by donors as an important stabilising factor. 2. ZOAâ&#x20AC;&#x2122;s international network offers opportunities for new partnerships, making for more effective and efficient programmes. 3. Growing interest among civil society in efficiency and effectiveness enables the organisation to achieve distinction. Surrounding threats 1. Unsafe conditions in the countries where ZOA operates affect work quality. The greater the political instability, the harder it becomes for the organisation to operate effectively and efficiently.

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2. Contracts with institutional donors increasingly address legal aspects, necessitating additional investment in compliance management. 3. Public and media interest in relief work with conflicts and disasters is often very brief and focused on specific objectives, leaving fewer resources available for ‘forgotten crises’. Measures arising from the analysis 1. Additional resources are brought in to help the countries produce project proposals for Institutional donors. 2. Research will be conducted to devise a new financing model for the country programmes, adapting financing to meet longer-term needs of the countries and accommodate fundraising opportunities. 3. Research will be conducted on improving safeguards for quality, knowledge and experience in organisational processes to mitigate the potential consequences of high turnover. 4. ZOA wants to become more active in seeking new types of partnerships to increase effectiveness and efficiency in the sector as a whole. The results of the studies listed under items 2 and 3 are addressed in the new strategy plan Signs of Hope 2011-2014. 10.8 OBJECTIVES AND RESULTS

Objectives for 2010: • ZOA aims for continuous quality improvement, in part through ISO certification in at least three programme countries • ZOA would like to strengthen the position of the target group members by involving them closely in planning, monitoring and evaluation • ZOA hopes to increase institutional fundraising by introducing donor account management • ZOA aims to improve project proposals by introducing project teams that provide additional support • ZOA will draft a new strategy document for the 2011 – 2014 period • ZOA hopes to obtain MFS2 financing for the 2011 – 2015 period Results in 2010: • ISO certification in the programme countries was delayed. Although the procedures and systems are fully functional and on track in the countries, certification did not receive priority, partly because of the attention devoted to the emergency relief situations in Haiti and Pakistan. Certification remains an objective for the future. • In 2010 ZOA applied for membership of the Humanitarian Accountability Partnership, expecting to use the HAP guidelines to continue strengthening the position of the target group. Involving the target group in planning, implementing and evaluating the projects is also mentioned in the Code of Conduct drafted in 2010. • In 2010 donor account management was introduced. Donor contacts are categorised, and an account manager is in charge of each category. Contacting and informing donors more regularly led income to rise in 2010. • To improve project proposals, an ad-hoc project team is formed for each proposal. Such a project team comprises people with specific knowledge about the country involved and/or the sector the proposal addresses. Using these project teams has helped increase income. About one third of the requests is approved. ZOA’s objective is for two thirds of all requests to be approved. • All meetings about drafting a new strategy document for the 2011 – 2014 period have taken place. In 2011 the strategy document will be written and finalised. • ZOA has obtained MFS2 financing for the 2011 – 2015 period. ZOA has received 65.7 percent of the amount requested. This means that the programmes for which ZOA had requested financing will be carried out, although they will be downsized. (See also Paragraph 10.2.) Objectives for 2011 • In 2011 the programmatic approach will be renewed and used in all our programmes. • In countries where ZOA uses the hybrid model (working through partners and own implementation), ZOA wants to grow in 2011 to a minimum annual budget of 3 – 4 million euros.

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â&#x20AC;˘ In 2011 ZOA wants to obtain a stronger donor portfolio; with multi-year arrangements and a wider range of donors. â&#x20AC;˘ In the last couple of years organisational and financial management have improved considerably. In 2011 we will continue this process, focusing especially on improving the quality of our programs and involving our beneficiaries in our work.

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11. Report from the Supervisory Board

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ZOA cherishes close ties with the society where it is based. The organisation derives its raison d’être from its constituents. The Supervisory Board is dedicated to manifesting this constituency. The members represent civil society and share expertise from various lines of work. In addition to its formal duties, the Board thus complements the organisation and advises the CEO.

New Supervisory Board chairman: Harry Paul ‘In November I travelled with several ZOA staff members to visit a refugee camp in Thailand. I met a woman who had been living there for 24 years. An encounter like that puts your own life in perspective: what are my worries, compared with somebody who has spent 24 years in a refugee camp?’ Harry Paul (49) has been the chairman of the ZOA Refugee Care Supervisory Board since June 2010. In 2010 he was the inspector-general of the Inspectorate of the Dutch Ministry of Housing, Spatial Planning and the Environment. On 1 February 2011 he joined Topconsult at the Senior Public Service, where he has participated in some major restructurings of the Dutch government service. Thanks to his work, Paul has a broad network within the government and corporate industry. ‘We know ZOA well. My wife has been organising door-to-door collection drives for years in our village. We also know about ZOA from the sponsor evening that Scholengemeenschap De Driestar organises ever year. My meetings with the ZOA organisation, the staff members and the management have always impressed me. I particularly admire the commitment and allocation of human resources. I see this opportunity to contribute to ZOA’s work as chairman of the Supervisory Board as a great privilege!’

11.1 THE CEO AND THE SUPERVISORY BOARD

The management, which is headed by the CEO, is responsible for running the organisation. The Supervisory Board has some formal responsibilities, such as appointing the CEO and approving the budget, and provides general supervision. Interactions between the management and the Supervisory Board are in part formal and at a distance; the CEO is responsible for executive decisions in specific areas. But the relationship is also informal in some respects, as the Supervisory Board and the CEO are both motivated to improve the circumstances of the beneficiaries. The Supervisory Board may advise the CEO whenever necessary. ZOA meets the guidelines in the Wijffels Code concerning the balance between management and supervision. One important aspect stipulated in the Code is transparency. The vacancy for a new chairman of the Supervisory Board, which was advertised in national newspapers, for example, exemplified an open and transparent procedure. 11.2 SUBJECTS DISCUSSED IN 2010

The Supervisory Board met five times in 2010. Regular interim consultations between the chairman and the CEO took place as well. The Board discussed the following subjects in 2010: • approval of the annual accounts for 2009 • budget and annual plan for 2011 • evaluation of the Signs of Hope strategy document • new 2011 – 2014 strategy document • MFS2 • report from the CEO • salary and additional offices of the CEO • business plan • WRR report ‘Minder pretentie, meer ambitie’ [less pretention, more ambition] • strategic decisions in working with partner organisations • decisions to expand to new areas • decisions to expand within current programme countries • quarterly reports from the CEO • new chairman of the Supervisory Board.

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11.3 REMUNERATION AND AUDIT COMMITTEES

The board comprises two committees that operate according to the applicable regulations. The remuneration committee appoints the CEO and conducts performance interviews with the CEO. The committee also sets the salary of the CEO. The audit committee focuses mainly on strengthening the internal audit function. The audit committee met four times in 2010, once in the presence of the external accountant. 11.4 COMPOSITION OF THE SUPERVISORY BOARD Name

Additional offices

Drs. W. Zoeteweij, chairman (until 1 June 2010)

1 October 2000 – 1 October 2009, not eligible for re-election

Mr Zoeteweij is an independent organisational consultant and holds the following additional offices: • non-executive officer at Crystal Marbles BV in Almere • member of the Advisory Board, Bisnez management in Bergambacht • member of the Supervisory Board, Gemiva-SVG groep in Gouda • member of the Department of Public Works tender board • board member of Stichting Schreuders in Gouda • member of the Supervisory Board, Groene Hart Ziekenhuis in Gouda • board member of Dr. Hofstee Stichting in Alkmaar.

Dr. Ir. H. Paul MPA, chairman (since 1 June 2010)

1 June 2010 – 1 June 2015, eligible for re-election

Mr Paul is inspector general of the Dutch Ministry of Housing, Spatial Planning and the Environment and holds the following additional offices: • supervisory board member of Driestar Educatief • advisory board member of the International Fellowship of Evangelical Students (IFES) • member of the Obadja-council, a forum of Christian leaders in government and corporate industry.

Drs. W.J. Adema RA MBA*

1 September 2002 – 1 September 2011, not eligible for re-election

Mr Adema is chairman of the Executive Board of the St. Jansdal Hospital in Harderwijk and holds the following additional offices: • Chairman of non-Executive Board of Centramed B.A. Onderlinge Waarborgmaatschappij in The Hague • chairman of stichting Dutch Hospital Data, in Utrecht • chairman of the non-executive board of stichting Dutch Hospital Data in Utrecht • treasurer of St. Vermogensbeheer Hoogeland Zorg in Beekbergen.

J.W. Boogerd*

1 November 2006 – 1 November 2011, eligible for re-election

Mr Boogerd is a retired banker and holds the following additional offices: • member of Maarssen’s town council • chairman of Stichting Ontwikkelingsproject, MaarssenOutjo.

Drs. B. Brand MCM*

1 September 2008 – 1 September 2013, eligible for re-election

Mr Brand is city manager in municipality of Oldebroek and holds the following additional offices: • board member of Stichting Gereformeerd Studentenpastoraat, Zwolle • member of non-Executive Board of SURF.

Mrs. I. Verbeek, Esq. Stepped down in 2010

1 September 2001 – 1 September 2010, not eligible for re-election

Mrs Verbeek is a legal advisor and supervisor at DAS Rechtsbijstand legal services.

K.A. de Vries MEd., engineer

1 December 2007 – 1 December 2012, eligible for re-election

Mr de Vries teaches geography at the Christian Prins Maurits secondary school (Middelharnis). He holds the following additional offices: • treasurer for the SGP electoral committee, Borssele • member of the shadow faction of the SGP-CU council faction, Borssele.

Drs. A.W. Westerveld, physician, MPH

1 January 2005 – 1 January 2015, not eligible for re-election

Mrs Westerveld is a general preventive healthcare physician for the GGD [provincial health service] Fryslân in Leeuwarden.

* Serves on the audit committee.

The additional offices of the Supervisory Board members are not at odds with ZOA’s interests.

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Selection and appointment of members and financial compensation

When a vacancy arises for a Supervisory Board member, a selection committee, comprising members of the Board, determines which additional competencies are needed on the Board. These selection criteria are established for each arising vacancy. The vacancy is announced, and the selection committee and the CEO assess the candidates. Based on these interviews, a candidate is appointed. Supervisory Board members do not receive financial compensation for their work. They may apply for reimbursement of costs incurred in their capacity as board members according to the same rules as the ones that apply for ZOA employees. 11.5 SALARY AND ADDITIONAL OFFICES OF THE CEO

The Supervisory Board discussed the salary of the CEO in 2010, in part due to the debate in civil society that year about the salaries of CEOs at development organisations. The Supervisory Board believes on the one hand that the salary should reflect good employment practices and should be fair. The salary should be commensurate with the responsibilities that the CEO’s work entails. On the other hand, ZOA relies on donations. This nature of the organisation is cause for modest levels of remuneration. ZOA is fully transparent about the salary of the CEO – see the financial annual report, Chapter 12, page 78.

The Supervisory Board has upon the recommendation of the Remuneration Committee determined the amount of the management remuneration and additional benefits to be paid to management. The remuneration policy is regularly reviewed, most recently in 2007, the next review is planned in 2011. In determining the remuneration policy and remuneration, ZOA Refugee Care adheres to VFI’s advisory scheme for the remuneration of the management of charitable organisations [Adviesregeling Beloning Directeuren van Goede Doelen] and the code of governance for charitable organisations [Code Wijffels] (see www.vfi.nl). Under the advisory scheme, a maximum annual remuneration is determined on the basis of weighted criteria. At ZOA Refugee Care this weighting was performed by the Remuneration Committee. This resulted in a so-called basic score for management positions (Basis Score voor Directiefuncties - BSD) of 495 points and a maximum annual remuneration of € 140,046 (1 FTE/12 months). In 2010, the actual income of the CEO for the purposes of assessment of compliance with VFI’s maximum annual remuneration was for Mr. J. Mooij € 87.739. This income was within the maximum set by VFI. In the financial statements, the size and composition of the CEO’s remuneration is reported in the notes to the statement of operating income and expenditure. Besides the annual income, the CEO’s remuneration also includes the national insurance and pension contributions.

The CEO submits an annual list of his additional offices. In 2010 they were: • Member of the EU-CORD board in Brussels • Board member of the Bakker de Jong Fonds in Zeist • Chairman of the board of ECM Nederland in Deventer (until July 2010) • Chairman of the board of the 65+ fund in Deventer (until July 2010) ZOA greatly benefits from the CEO’s membership of EU-CORD. Close ties with the EU and with the boards of other member organisations give ZOA direct access to important information. ZOA is also well-positioned in the corresponding network of EU-CORD relations. This facilitates contacting other organisations more easily about specific matters and makes ZOA easier for others to approach as well. Each year the Supervisory Board examines whether the additional offices are at odds with the responsibilities as CEO. The Board has found that the additional offices of the CEO are compatible with his responsibilities for ZOA.

75 - ANNUAL REPORT 2010

11.6 EVALUATION OF THE PERFORMANCE OF THE SUPERVISORY BOARD Evaluation of recommendations from 2009

Once a year the Supervisory Board evaluates its own performance. The evaluation in 2009 yielded three recommendations. In 2010 the Board proceeded as follows in response to these recommendations: • The Supervisory Board aims to become more involved in programmatic aspects by convening themebased gatherings and issuing detailed interim reports. The Supervisory Board does not want to lose touch with the executive management. Although executive affairs are the responsibility of the CEO, the Supervisory Board members would like to understand the deliberations and considerations of the CEO. Each of the members shall make field visits at least once every two years to retain an affinity with the general practice of ZOA’s work. The Board shall also acquire information through presentations by ZOA staff members. • Forming an agenda committee is expected to make meetings more effective. The agenda committee has set the agenda for the year, indicating the standard items for discussion (e.g. the report from the audit committee, discussion of staff policy, the annual financial statements and annual plans). Each meeting will also be dedicated to a specific theme. • The Supervisory Board wants to determine how the general reserves relate to the risk profile of the organisation in 2010. In 2010 the Board gained insight into the amount of the general reserves and has a clearer impression of the buffer for unforeseen expenses or in case financing is less than expected. The Board helps decide how to grow the reserves, and how to balance external funds with donations when starting new projects. Evaluation of the Supervisory Board in 2010

In 2010 the Supervisory Board evaluated its performance. This exercise revealed that • the Board needs to define carefully how its duties and responsibilities relate to those of the CEO • the quality and expertise of individual Supervisory Board members should correspond with ZOA Refugee Care as a professional organisation • the system for representing ZOA’s constituents is not yet satisfactory. Spearheads for 2011

The areas of concern in the evaluation by the Supervisory Board led the Board to formulate the following spearheads for 2011: • The Supervisory Board needs to keep in mind the distinction between management and supervision. The Board should focus on critical supervision of the highlights and should avoid concentrating too much on details. • The Board aims to continue adding value to the management. In appointing new members, it will examine carefully whether their competencies match the needs of the organisation. • The Board should think systematically about better ways to represent the constituents. The Board wants to remain in touch with the constituents.

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12. Annual Report

78 - ANNUAL REPORT 2010

79 - JAARVERSLAG 2008

12.1 GENERAL INTRODUCTION 12.1.1 GENERAL

In 2010 the two emergency relief campaigns for Haiti and Pakistan had a strong impact on finances. Nearly all income growth realised is attributable to these campaigns. ZOA is grateful that its own constituents have responded so well to the tremendous need. In DR Congo, Ethiopia and Liberia, programme spending was less than planned. Various donors are cautious about investing in these countries, and this directly impacts the size of ZOA’s corresponding country programmes. Acute emergencies in Afghanistan and Sri Lanka, on the other hand, unexpectedly led additional funds to be made available. In the Netherlands programme costs for expanding the support base and for monitoring and evaluation have increased slightly. The CBF percentage and Administration and Management costs declined as a share of the budget, thanks to rigid cost control. Survey of donor income over the last 3 years

Spent on objectives in % of total costs

x € 1.000.000 93% 25

92% 91%

18.611 17.819

90%

17.314

89%

10 1.588

2.009

87% Subsidies

88%

1.362

6.642

6.599

2008

2009

8.504

Action 3rd parties

86%

Own Fundraising 2008

2010

12.1.2 CHANGES IN NET RESULT AND GENERAL RESERVES

In relation to the budget, the change in the net result (adjustment to the reserves) was as follows (* € 1.000). Budgeted result

125

Lower costs in the Netherlands

340

Higher exchange rates and other gains

284

Release of programme liabilities provision

250

Additional contribution to projects in programme countries

-60

Contribution to countries from general resources

-29

Miscellaneous results

-96

Actual results

814

Costs in the Netherlands accounted for a smaller share of the budget. This surplus of approximately € 340.000 has been combined with the miscellaneous income of € 284.000 (the balance of interest income and rate differences in the Netherlands) to cover unfunded programme activities. Part of the result realised (€ 274.000) shall be reallocated in the programme countries immediately in 2011 and 2012 to ensure that ongoing programmes are completed. The additional reservation for the programme countries is necessary to complete activities already in progress. Because the programmes concerned are presently in their final stages, fewer external funds are available, leaving ZOA with no other option than to cover them from general resources.

80 - ANNUAL REPORT 2010

2009

2010

These reserves are rather low, given the risks ZOA faces. Each year, ZOA therefore tries to allocate funds to the reserves from the net result, which is the surplus or deficit remaining after all liabilities have been covered. The entire â&#x201A;Ź 540.000 surplus realised has therefore been added to the reserves. Additional information appears in the explanation provided about the reserves. 12.1.3 INVESTMENTS

BALANCE SHEET PER 31 DECEMBER 2010

ZOA is relatively cash rich, as a consequence of prepayments by donors. Since these monies need to be spent on projects fairly quickly, no monies are available for long-term investments. Any surplus funds are therefore temporarily deposited to an interest-bearing account at one of the two banks that ZOA uses (Rabobank and ING Bank). No detailed investment strategy is necessary. We have instructed the banks in writing that the funds we are providing via interest-bearing accounts are to be invested wisely (sustainably and socially responsible).

12.2 ANNUAL ACCOUNTS 2010

ASSETS

31 december 2010

31 december 2009

Tangible fixed assets Building

280.849

Inventory & Equipment

198.561

181.765

Vehicles in programme area's

270.708

207.974

302.169

750.118

691.908

2.850

4.061

3.739.508

3.642.362

Cash

12.923.954

10.163.027

Total Assets

17.416.430

14.501.358

Stocks Receivables

LIABILITIES

31 december 2010

31 december 2009

Reserves and funds Continuity reserve General

3.056.671

2.516.365

Pre-financing

1.000.000

Financing assets

752.968

695.969 4.809.639

4.212.334

Allocated reserve Programme guarantee

303.566

209.993

Emergency relief

625.144

462.385

Other

401.823

441.842 1.330.533

1.114.220

Funds Rehabilitation projects

1.422.572

Emergency relief projects

3.190.070

1.398.336 2.030.772 4.612.642

3.429.108

10.752.814

8.755.662

Short-term liabilities

Total liabilities

Taxes and social security contributions

101.705

88.634

Personnel expenses

113.484

103.259

Accruals

3.749.745

2.994.006

Other liabilities

2.698.682

2.559.797 6.663.616

5.745.696

17.416.430

14.501.358

81 - ANNUAL REPORT 2010

INCOME

Actual 2010

Budget 2010

Actual 2009

Income own fundraising activities Door to door collection

942.355

1.015.000

Legacies

276.281

200.000

223.940

7.285.661

5.529.000

5.450.639

Contribution, donations, gifts

8.504.297

6.744.000

6.598.507

1.361.631

600.000

1.204.162

18.611.005

18.176.738

18.119.119

Interest

140.900

195.114

Rate differences and other income

143.547

19.816

28.761.380

25.520.738

26.136.718

Income from third party campaigns

STATEMENT OF INCOME AND EXPENDITURES

923.928

Subsidies from government and others

TOTAL INCOME

EXPENDITURES

Actual 2010

Budget 2010

Actual 2009

16.305.838

18.105.00

14.407.368

1.323.555

Spent on objectives Rehabilitation Own programmes/projects Support/subsidies through local partners

17.629.393

397.713 18.105.000

14.805.082

Emergency relief Support provided through local partners

2.347.547

1.500.000

1.593.810

Direct relief

1.823.863

2.098.000

4.054.578

Preparation and Coordination from the Netherlands Education/Awareness raising Total spent on objectives

4.171.410

3.598.000

5.648.387

1.250.758

1.353.585

1.178.440

1.305.627

1.228.218

1.225.581

24.357.188

24.284.803

22.857.490

Spent on fundrasing Expenses own fundraising

939.377

Expenses participation in external campaigns

11,0 %

1.079.365

80.528

Expenses received subsidies

101.064

279.595

1.107.541

4,1%

TOTAL EXPENDITURES SURPLUS/DEFICIT

Added to/withdrawn from

206.180 1.498.748 1.223.198

4,5%

14,5 %

55.548

318.319 1.299.500

Management and Administration

955.067

16,0 %

1.216.795 1.083.462

4,3%

26.764.229

27.006.749

25.157.747

1.997.151

-1.486.011

978.971

Actual 2010

Budget 2010

Actual 2009

Funds Humanitarian assistance funds: Rehabilitation projects Emergency relief projects

24.235

-112.500

628.357

1.159.298

-1.498.089

-164.312

1.183.533

-1.610.589

464.045

Reserves Continuity reserve

540.306

124.578

386.239

Financing assets

56.999

-60.820

Programme guarantee

93.573

6.282

Emergency relief

162.759

15.047

Other Allocated reserves

-40.019

TOTAL CHANGE IN RESERVES AND FUNDS

82 - ANNUAL REPORT 2010

168.177

813.618

124.578

514.926

1.997.151

-1.486.011

978.971

CASH FLOW OVERVIEW

According the direct method: Actual 2010

Budget 2010

Actual 2009

Cash flow from operating activities Received Out of own fundraising

8.504.297

6.744.000

6.598.507

Out of third party campaigns

1.361.631

600.000

1.204.162

19.808.526

18.176.737

16.090.822

-254.481

Out of subsidies Other income

29.419.973

25.884 25.520.738

23.919.376

Payments Programme and coordination costs Fundraising, management and administration costs

23.957.888

24.284.803

2.290.509

2.721.946

Cash flow from operating activities

22.916.582 2.191.589

-26.248.397

-27.006.749

-25.108.171

3.171.576

-1.486.011

-1.188.794

Cash flow from investments: Assets bought / sold

-534.278

-400.856

Desinvestment

131.418

13.151

1.211

2.026

Stocks Change in cash equivalents

2.760.927

Cash equivalents 31-12

12.923.954

Cash equivalents 1-1

10.163.027

Change in cash equivalents

-1.486.011

1.574.473 10.163.027 11.737.501

2.760.927

-1.486.011

-1.574.474

The increase of cash is mainly caused by the reaction of our constituency on the emergencies in Haiti and Pakistan. Most of this money will be spent in 2011. In addition the Australian government (AUSAID) prefinanced projects in Sri Lanka. The other income is negative because of prefinancing of projectfunds. RATIOâ&#x20AC;&#x2122;S Solvancy

Actual 2010

Budget 2010

62%

60%

Actual 2009 60%

Equity

10.752.814

8.755.662

Total Liabilities

17.416.430

14.501.358

Liquidity expressed by acid ratio Floating assets - Stocks Short-term liabilities

250%

200%

240%

16.663.462

13.805.389

6.663.616

5.745.696

The budget for 2010 allowed for the monies available for Sri Lanka to be spent in full. Per 31 December 2010 the remainder was â&#x201A;Ź 500.000. At the same time money received in 2010 for emergency in Haiti and Pakistan will be mainly spent in 2011. Together with the allocation to the reserves led to an improvement of both ratios.

83 - ANNUAL REPORT 2010

Explanatory notes to the annual accounts 2010 General

The annual accounts have been prepared in accordance with the Guideline 650 of Fundraising Organisations (RJ 650, revised 2011). The change in the revised guideline shall not influence the reserve or result of ZOA Refugee Care. Reporting period

These annual accounts have been prepared on the basis of a period under review of one year. The financial year coincides with the calendar year. Accounting principles for the Balance sheet and the Statement of Income and Expenditures General

The accounting principles used are based on historical cost. Unless indicated otherwise, assets and liabilities are listed at face value. Income and expenditure are allocated to the period to which they relate. Transactions in foreign currencies

Transactions in foreign currencies are converted against the exchange rate applying at the time of the transaction. Monetary assets and liabilities in foreign currencies are converted on the balance sheet date in the functional currency against the rate applying on this date. Non-monetary assets and liabilities in foreign currencies that are listed at historical cost are converted into euros at the exchange rates applying on the transaction date. Differences in exchange rates appear as a result on the statement of income and expenditure. Use of estimates

The preparation of the annual accounts requires the CEO to form an opinion and to make estimates and assumptions that influence the application of accounting principles and the reported value of assets and liabilities and of income and expenditure. The actual outcome may deviate from these estimates. The estimates and underlying assumptions are continually assessed. Revised estimates are listed in the period in which the estimate is revised and in future periods for which the revision may have consequences. Rounding

Due to rounding off procedures, minor rounding differences can arise on conversion into whole euros. Accounting principles for the Balance sheet Tangible fixed assets

The buildings, refurbishments, fixtures and equipment and means of transport in programme areas are valued at acquisition or manufacturing cost minus the cumulative depreciations. Maintenance expenses will only be entered as assets if they extend the economic life of the object. The depreciations are calculated as a percentage of the acquisition price according to the straight-line method on the basis of the economic life. • Buildings : 31/3 % • Refurbishments : 10 % • Fixtures and equipment : 25 % • Vehicles in programme areas : 331/3 % Stocks

Stocks are valued at acquisition price. The acquisition price comprises the purchase price and additional costs, such as import duties, transport costs and other costs that can be directly allocated to the acquisition of stocks. The valuation of the stocks takes account of any downward value adjustments on the balance sheet date. Debtors, prepayments and accrued income

Debtors are valued at face value less a provision for non-recoverability. Provisions are determined according to individual assessment of the collectability of the debts.

84 - ANNUAL REPORT 2010

Reserves

The continuity reserve enables the organisation to meet its commitments during a (temporary) stagnation of funds. The restriction on spending of the reserve for special purposes has been determined by the CEO. It does not constitute an obligation; the CEO may cancel this restriction whenever it wishes to do so. Other reserves concern reserve assets remaining after the aforementioned expenditures. Funds

Funds concern assets acquired with a specific use designated by third parties. Personnel remuneration/pensions

Obligations relating to contributions to pension schemes on the basis of defined contributions are entered as expenditure in the statement of income and expenditure in the period in which the contributions are due. Debts

ZOA enters into (subsidy) obligations in the areas where it is active. These will often be long-term obligations. There will be a (subsidy) obligation after the board has passed a resolution to this effect and has communicated it to the (subsidy) recipient, often the target group represented by a local organisation or government agency, resulting in a legally enforceable or actual obligation. This obligation is entered in the balance sheet as a debt if the total contract value of donors is insufficient to cover these programme obligations. Obligations relating to years one year after the balance sheet date are included in the long-term liabilities. Accounting principles for the Statement of Income and Expenditures

All proceeds are entered as income for the gross amount, unless this chapter explicitly states otherwise. Costs needed to realise certain income are presented as expenditure in the statement of income and expenditure. Income from own fundraising activities

Income designated for a specific use is explained separately in the notes to the statement of income and expenditure. A maximum of 22% of this income is used to cover the expenses for public relations, recruitment, management and administration. Legacies

Legacies are recognized for in the financial year in which the value can be reliably established. Provisional payments as advances are accounted for as income from inheritances in so far as they have not been accounted for in a previous financial year. Contributions, donations and gifts

Contributions, donations and gifts are recognized in the year in which they have been received, with the exception of receipts that can be allocated to a period during which a specific mailing campaign has taken place. Donations in kind are valued at actual value in the Netherlands. Income from joint campaigns

The income from joint campaigns are recognized in the year in which the scope can be reliably established, on the condition that any advances received will at least be accounted for in the year that they have been received. Income from third party campaigns

The contributions from other fundraising organisations are accounted for as â&#x20AC;&#x2DC;income from third party campaignsâ&#x20AC;&#x2122; for the amount received by the organisation. They are recognized in the year in which the income from the campaign by third parties has been received or pledged by this third party. Campaigns by third parties only include campaigns for which ZOA Refugee Care does not bear any risk. Subsidies from governments

Operating subsidies are recognized in the statement of income and expenditure of the year in which the subsidised expenditure is included or in which the income has been lost or in which the operating deficit has occurred.

85 - ANNUAL REPORT 2010

Subsidies in kind

The received subsidies in kind, often food and relief supplies, are valued at the cost stated in the contract relating to the goods. If the contract does not provide for this, the goods will be valued at market value at the place of delivery. If the received goods are not based on a contract and a reliable valuation is lacking, the transaction will not be accounted for in the statement of income and expenditure. Costs

Since interested parties also wish to gain insight into the level and composition of the costs of their own organisations, the notes provide a specification of these costs in accordance with the model C of the Audit Guidelines. Spending toward objectives

Expenditures toward objectives include amounts allocated toward activities designed to meet the objectives during the financial year as well as implementation costs relating to the financial year. Expenditure, presented under the objectives rehabilitation and emergency relief, includes subsidies to local partners, relief goods and food purchased, cost of deployed personnel, transport costs, local accommodation costs and office expenses. It also includes the acquisition costs of the means of transport, office inventory etc. , which after the programme has ended will be made available to the local partner. Costs fundraising organisation

All costs made for activities whose aim is to persuade people to donate money for one or more of the objectives are earmarked as costs of fundraising income. This means that the costs for propaganda, publicity and public relations are regarded as costs of fundraising income, unless they are information costs. Often, the activities will be mixed: information and fundraising at the same time. In such cases the part of the costs relating to the information activity will be allocated to this activity. Depending on the specific information objectives, the allocation formula is decided in advance for each situation. Costs of management and administration

Costs of management and administration are the costs that ZOA Refugee Care makes for the (internal) management and administration and which are not allocated to the objective or fundraising income.

86 - ANNUAL REPORT 2010

Notes to the balancesheet per 31 december 2010 Tangible fixed assets Building

Inventory & Equipment

Vehicles

Total 2010

Total 2009

At 1 January 2009 Acquisition value

803.114

1.014.729

1.099.874

2.917.717

2.530.013

Cumulative depreciation

500.945

832.965

891.899

2.225.809

1.779.311

Book value

302.169

181.764

207.975

691.908

750.702

8.655

130.697

403.927

543.279

400.856

Changes in book value: Investment Desinvestment Depreciations

28.331

103.088

131.419

13.151

29.975

107.865

322.911

460.751

459.649

22.296

84.805

107.101

13.151

-21.320

16.797

62.733

58.210

-58.794

Depreciations desinvestment Balance

At 31 December 2010 Acquisition value

811.771

1.117.095

1.400.712

3.329.578

2.917.717

Cumulative depreciation

530.922

918.534

1.130.003

2.579.460

2.225.809

Book value

280.849

198.561

270.708

750.118

691.908

The investments in inventory and means of transport are replacements of computers and vehicles directly contributing to the reliefand rehabilitation programmes. Approximately 40% percent of the tangible fixed assets in the Netherlands relates to the objectives, whereas 60% concerns operations. As far as assets are located in the programme countries these relate to 100% own operations. Building

Inventory & Equipment

Vehicles

Total 2010

Total 2009

Used for realising objectives

115.265

120.261

207.708

506.234

In use for operations

165.584

78.300

243.884

258.134

280.849

198.561

207.708

750.118

691.908

433.774

ZOA only owns the builing in Apeldoorn. On 5 November 2010, the current value of this building was valued by an independent valuer at â&#x201A;Ź850.000. The offices in programme countries are being rent. Stocks 31-12-2010

31-12-2009

Acquisition value stocks

2.850

4.061

Book value stocks

2.850

4.061

Stocks are completely available toward the objectives in Sri Lanka.

87 - ANNUAL REPORT 2010

Receivables Receivables comprise the following:

31-12-2010

31-12-2009

- European Union

312.364

889.632

- Ministry of Foreign Affairs

741.945

775.304

Grants receivable:

- PSO

82.743

117.718

- UN-organisations

189.970

324.828

- USAID-BPRM

325.354

- MRRD (Afghan governement)

262.956

366.374

96.814

100.419

- Other donors

601.692

481.344

Receivable interest

127.319

98.933

Receivable Specific Named Funds

210.000

140.000

Receivable Legacies

100.000

- PRISMA/ICCO

Various receivables and pre-paid programme expenses

440.316

194.018

Other receivables and pre-payments

248.035

153.792

3.739.508

3.642.362

Grants receivable are financial contributions which are referring to projects already (being) implemented and pre-financed by ZOA. Important donor receivables presented under ‘Other donors’ are CRWRC (€ 116.000) and BSF (€ 181.000).

Cash 31-12-2010

31-12-2009

10.661.895

7.476.420

Balances in euros Netherlands Programme countries

948.372 11.610.267

910.286 90%

8.386.706

83%

Balances in foreign currencies Netherlands Programme countries

67.971

95.218

1.245.716

1.681.103

1.313.687

Total

12.923.954

10%

100%

1.776.321

10.163.027

17%

100%

ZOA aims to keep cash balances in euros wherever possible. Dollar contracts with institutional donors causes currency positions in US-dollars. For that reason rate differences are unavoidable. In general they do not influence the relief- and rehabilitation activities because most of the expenditures are also paid in US-dollar. The high cash position is caused because of prepayments of donors for projects which are going to be implemented in 2011. The cash is freely available for the organisation.

88 - ANNUAL REPORT 2010

Reserves en funds Reserves

Overview of changes in the reserves 31-12-2009

Added to

Withdrawn from

31-12-2010

Continuity reserves General

2.516.365

540.306

3.056.671

Pre-financing

1.000.000

695.969

56.999

752.968

4.212.334

597.305

4.809.639

Programme guarantee

209.993

248.783

155.210

303.566

Emergency relief

462.385

162.759

625.144

Financing assets

Allocated reserves

Other

441.842

40.019

401.823

1.114.220

411.542

195.229

1.330.533

General

ZOA Refugee Care aims to maintain a reserve that counterbalances the general financial risks of the organisation and the specific risks inherent in carrying out the programmes. To hedge short-term risks and to ensure that the organisation is able to meet its commitments in the future, the board has determined a target amount for the continuity reserve of a maximum of 100% (VFI guideline for Good Causes: 150%) of the annual expenses of the operating organisation. This percentage is based on the risk profile of the organisation, the surroundings where it operates and the internal control measures adopted. More detailed explanations of the risk profile and internal management appear in the relevant chapter in the annual report.

Actual 2010

Calculated reserve

Budget 2010

Calculated reserve

Own costs of the organisation - Personnel costs Netherlands

100%

2.825.275

2.959.027

- Expat costs

100%

2.111.037

2.352.269

- Personnel costs abroad

50%

3.334.609

1.667.305

2.453.076

1.226.538

- Office costs not related to programmes

50%

285.472

142.736

158.734

79.367

100%

86.320

123.515

- Other fundraising costs

2.959.027

Target level

6.832.672

6.740.715

Actual continuityreserve

4.809.639

5.178.230

70,4%

76,8%

At this time, the continuity reserve has not reached the target level. In the years ahead, surpluses from operations will therefore be allocated to this reserve. The level of the reserves is an important point of attention for the organisation. Both from the perspective of risks as well as subsequent to the public debate about reserves held by charity organisations ZOA will continue to review its policy. At present, ZOA is in compliance with the range set by the VFI.

Continuity reserve General

A surplus on the exploitation will be added to this reserve when the total amount of the continuity reserve does not meet the level needed. The surplus on the continuity reserve will be added to the other reserves.

89 - ANNUAL REPORT 2010

Pre financing

The pre-financing reserve was established because programmes and (parts of) projects often have to be started before the financial means (committed) have been received. The pre-financing reserve addresses such situations. Financing assets

According to the changes accounting policies (RJ650) the Allocated reserve â&#x20AC;&#x2DC;Financing Assetsâ&#x20AC;&#x2122; is presented as a Continuity reserve. De comparing figures per 31 December 2010 are changed accordingly. These reserves indicate which part of the reserve is tied to tangible fixed assets, and which part is tied to stocks allocated toward objectives or operations. Changes in these assets will give a change in the Assets Fund. Entries to the Assets Fund will be credited to the continuity reserve and debited from the other reserves, as far the continuity reserve does not meet the minimum amount. Allocated reserves

The restriction on spending of the allocated reserve has been determined by the board. It does not constitute an obligation; the board may cancel this restriction whenever it wishes to do so. Programme guarantee

The Board defined this reserve for specific programme risks for which a guarantee is give to a country programme. Large institutional donors are funding the programmes substantially. Without guarantees, falling away of these donors could have a major impact on the continuity and sustainability of the programme. Risks may also vary depending on the fields where ZOA operates. Even without direct external financing, some programmes may be carried out through internal pre-financing from this. The follow guarantees are given per 31 December 2010

2009

155.210

Country programme Afghanistan

114.102

Country programme Burundi

15.000

Country programme Cambodia

141.136

Other

33.328

54.783

303.566

209.993

Country programme Sri Lanka

The reserve for Sri Lanka is no longer necessary and added to the Emergency relief reserve to strengthen ZOAâ&#x20AC;&#x2122;s position to react in situations of emergencies and conflicts. The guarantee for Afghanistan will be used to start a new NSP-programme in 2011. Cambodia needs a reservation to be able to phase out in 2012 in a sustainable way. Existing liabilities with no donor coverage will be financed out of this reserve. Emergency relief

This reserve was established at the initiative of the Board of Governors of ZOA Refugee Care and not because of earmarked donations from contributors. The Board deliberately allocated this reserve in light of the fact that provision of emergency relief is a core activity of the organisation. That said, ZOA Refugee Care must be financially able to respond to requests for aid without delay. However, funding drawn from the emergency relief fund is considered to be a form of pre-financing and is to be compensated afterwards as much as possible through earmarked donations received through emergency relief campaigns. Other

Other reserves are created for specific purposes in the programme countries. These are mainly used to replace assets in the future. Funds

The humanitarian assistance funds consist of available financial means that donors or contributors have allocated toward a particular programme or project. Because donor funding is not always available at regular intervals, the pattern of income may fluctuate. That is evident particularly in the level of the allocated reserve. Surpluses and deficits will be settled as much as possible within the funds and if possible within projects with a similar goal. The remainder will be added or withdrawn from the other reserves.

90 - ANNUAL REPORT 2010

31-12-2009

Received money Third Parties

Spent on projects

Own Fundraising

Contribution general reserves

31-12-2010

Rehabilitation projects Afghanistan

16.148

7.918

50.569

73.517

769

1.887

11.268

5.856

-185

5.227

Cambodia

34.219

35.787

168.033

161.767

7.208

83.480

Congo

50.333

72.596

77.746

-10.162

35.021

Burundi

Ethiopia

136.039

5.000

103.862

58.596

-26.135

160.170

Liberia

370.705

348.587

79.064

381.711

22.844

439.489

Myanmar

9.606

67.200

225.542

272.057

11.500

41.791

Sri Lanka

84.928

182.560

84.436

184.568

2.500

North Sudan

9.260

9.668

3.790

3.382

South Sudan

67.374

70.662

135.529

205.880

12.166

79.851

Thailand

-147

77.830

64.756

-9.096

3.831

Uganda

368.214

24.312

305.462

473.947

-23.811

200.230

ZOA Business Platform

140.000

70.000

210.000 50.000

J.M. Bogman Fund

50.000

23.285

1.398.336

559.466

1.443.451

1.970.069

-8.612

1.422.572

Afghanistan

38.174

4.546

33.628

Bangladesh

-35.263

35.263

Congo

92.672

82.414

1.140

11.398

Ethiopia

18.961

1.927

223.181

1.616.866

287.300

28.575

544.705

910.817

516.112

Myanmar

27.156

4.436

24.083

55.675

Sri Lanka

1.521.659

5.898

1.046.565

6.000

486.992

North Sudan

66.547

51.000

15.547

Thailand

37.716

238

36.220

1.734

Uganda

4.800

4.724

194.512

30.000

12.479

225.000

11.990

2.030.772

802.322

2.570.381

2.220.545

7.140

3.190.070

Netherlands (education)

Emergency relief projects

Ha誰ti Pakistan

Indonesia/Philipines

17.034 1.552.747

967.985

Rehabilitation projects

This reserve consists of monies allocated toward rehabilitation programmes obtained from earmarked donations from private individuals and organisations or government grants, unless these monies have been officially committed. In that case resources received but not yet spent appear as Short-term liabilities. Emergency relief projects

This reserve consists of monies allocated toward emergency relief programmes obtained from dedicated donations from private individuals and organisations or government grants, unless these monies have been officially committed. In that case resources received but not yet spent appear as Short-term liabilities. This reserve decreased enormously. It comprises the contributions received from individuals toward emergency relief following the tsunami. Because abundant short-term funding was provided through institutional sources, the emergency relief campaign proceeds shall be allocated toward long-term humanitarian assistance (rehabilitation stage) for the victims. This approach should ensure responsible allocation of funds. Analysis of changes in funds

The Rehabilitation fund hardly changed because income and expenditures were at the same level. The Emergency fund increased because of the disasters in Haiti and Pakistan. One amount returned from Bangladesh because this project stopped before fully realising the objectives. The money will be used in other projects.

91 - ANNUAL REPORT 2010

Short term liabilities

Accruals

31-12-2010

31-12-2009

Taxes and social security contributions

101.705

88.634

European Union

Personnel costs

113.484

103.259

UN organisations

Accruals

3.749.745

2.994.006

Creditors

867.589

715.287

44.582

59.582

1.551.263

1.569.823

235.248

215.103

6.663.616

5.745.696

Programme related liabilities Liabilities abroad Other liabilities and accruals

Ministry of Foreign Affairs

31-12-2010

31-12-2009

1.451.712

1.568.125

62.669

306.364

1.094.355

492.857

32.209

92.315

29.015

PRISMA/ICCO PSO AUSAID

819.309

Others

229.384

565.436

3.749.745

2.994.006

Taxes and social security contributions

Concerns taxes and social security contributions still due as of 31 December 2010. Personnel costs

Concerns holiday pay including social premiums payable as of 31 December 2010. The rights of employees to holiday time not yet taken appear here as a liability. The pension agreement of ZOA Refugee Care is a defined contribution arrangement. Therefore no provisions according to Dutch accounting standards are necessary. Accruals (subsidies)

Donor contributions received in advance that will be spent after the year under review appear here as liabilities. ZOA Refugee Care has received these payments based on programme proposals and contracts. The organisation is required to spend the money accordingly and to return the money to the donor in the event that the commitment is not fulfilled. Funds from the Ministry of Foreign affairs were received before the reporting date which led to an increase of the accruals. Creditors

These include the regular liabilities to suppliers, both in the programme areas and in the Netherlands. Program related liabilities

These liabilities are related to the risks of implementing projects in the area’s where ZOA is working. Different kind of circumstances (security, weather circumstances, lack of resources, etc.) could cause programmes falling behind in realising the planned objectives. This could cause a discrepancy between the budget available and the projects yet to be realised. This additional contribution is expected to enable the programme to realise its objectives and consequently to make the results more sustainable for the target group. Liabilities abroad

These liabilities refer not to specific projects but are related to our programmes in the countries we are working. Other liabilities and accruals

Liabilities that could not be classified under the aforementioned current liabilities.

Liabilities not in the balancesheet per 31 december 2010

The liabilities not presented in the Balance sheet are: Tenancy agreements in ZOA countries

31-12-2010

31-12-2009

Liabilities shorter than 1 year:

€ 147.000

€ 112.000

Liabilities longer than 1 year:

€ 62.000

€ 246.000

€ 209.000

€ 358.000

Total:

Co-financing liabilities

A co-financing liability is a liability to fund a specific project, in addition to funds provided by a main donor, with income from other resources. ZOA has per 31-12-2010 for projects in DR Congo, South Sudan, Thailand, Sri Lanka and Uganda liabilities for € 1.330.000 (2009: € 250.000). External donor funding already has covered € 890.000 (2009: € 0) of this liability.

92 - ANNUAL REPORT 2010

Compliance risks

In conducting relief projects for institutional donors, ZOA is required to comply with detailed regulations to qualify for grants. As at the balance sheet date, ZOA was in the midst of discussions with the European Union regarding non-compliance with specific requirements for the following purchase: • In Thailand € 190.000 was spent on school textbooks. These school textbooks were not purchased via an international tender. At ZOA’s initiative, these findings were reported and discussed with the EU delegation. Because this issue is still under consideration, and any financial consequences have yet to be determined, no provisions have been made. Moreover, the goods purchased meet the relevant quality standards and have in the meantime been provided to the target group. Processing donor contracts

Liabilities are ordinarily listed upon signing the contract. Because execution of a contract with a local partner in Pakistan remains uncertain, only € 35.000 of the € 200.000 contract has been listed as a liability.

Notes to the statement of income en expenditures 2010 Income General Income in percentage of total income

Actual 2010

Income own fundraising activities

Budget 2010 30

Income from third party campaigns Subsidies Others

Actual 2009

100

To be able to respond to the wishes of the target group in our programme areas, the aim is to have at least 30% income from our own fundraising. Furthermore, the subsidy granted by one subsidy provider to one country programme should not be higher than 35% of this programme to avoid donor dependence. Analysis

Due to the emergency relief income related to Haiti and Pakistan income from private donors increased more than budgeted. It is expected that these were incidental gifts which will not be continued in 2011. Special attention will be necessary for structural growth. For this reason ZOA tries to increase this percentage its long-term plans. Income from own fundraising Source of income from own fundraising

Actual 2010

Budget 2010

Actual 2009

Door to door collection

942.355

1.015.000

Mailing actions

902.549

900.000

867.645

Legacies

276.281

200.000

223.940

2.062.890

1.450.000

1.296.080

- Churches and Schools

1.801.075

1.035.000

1.121.709

- Companies, Charity funds & Other

1.244.588

744.000

1.179.486

Private supporters

1.274.559

1.400.000

985.719

8.504.297

6.744.000

6.598.507

With specific designation:

Actual 2010

Budget 2010

Actual 2009

Rehabilitation programmes/projects

1.443.451

1.804.000

1.870.149

Emergency relief programmes/projects

2.648.609

600.000

532.855

923.928

Gifts and donations - Individuals

93 - ANNUAL REPORT 2010

Analysis

The influence of the fundraising actions for Haiti and Pakistan is also visible here. The general income from own fundraising is at the same level as 2009, the increase can be fully contributed to these actions. Income from third party campaigns

These amounts concern income from campaigns by fundraising organisations in the Netherlands to support ZOA Refugee Care programmes and projects. They also reflect contributions from international organisations or foreign donors in the private sector. Subsidies from governments

This item reflects contributions from the Dutch government, the European Union and United Nations organisations, such as UNHCR, UNDP, UNICEF, WFP etc. Whether and in what amounts donors are willing to contribute to an emergency situation during the year in areas where ZOA operates is difficult to anticipate for in the budget. Part of the grants received in the year under review will be spent after that year. With contributions from donors that arise from spending committed under contract, the resources that have yet to be spent are listed under “Short-term liabilities” as “Accruals”.

BUZA BUZA-capacity building (via PSO)

Actual 2010

Budget 2010

Actual 2009

4.748.408

4.573.088

3.989.113

855.970

765.099

816.816

MFS-rehabilitation

2.795.696

2.189.086

2.844.555

MFS-education (via PRISMA)

2.069.397

1.473.456

1.648.491

Dutch governement

10.469.471

9.000.729

9.298.975

3.269.814

3.745.905

4.196.396

UN organisations

2.221.248

2.557.341

2.713.499

Other public funding donors

2.650.473

2.872.761

1.910.249

18.611.005

18.176.737

18.119.119

Analysis

Income from other institutional donors did not change compared to previous year. Changes between donors can be explained by the change in priorities of these donors in the choice of geographical area’s and sectors they work in. ZOA works together with donors when their priorities meets the own programme goals. The annex includes a list of income itemised to reflect receipts from individual donors. Rate differences and other income

The financial income (not being project-related interest income and exchange differences) is included under other income. Exchange differences result from the revaluation of the bank balances in foreign currencies. These are mainly US dollars. Valuation differences will occur when converting into euros. These valuation differences are the result of fluctuations in the value of the dollar. These valuation differences are shown in the annual accounts under the entry other income. When the value of the dollar goes up against the euro, there will be positive valuation differences. On the other hand, the financing in euros (spending in dollars) has a negative effect on the spending margin. If the value of the dollar goes up, ZOA must make a valuation profit on its dollar supply. These dollars relate to the project contributions that have already been received but have not yet been spent. The spending margin in dollars for the projects is basically not affected by this change in valuation.

94 - ANNUAL REPORT 2010

Notes to the statement of income en expenditures 2010 Expenditures Cost structure of the organisation

Actual 2010

Programme costs abroad in the field

Budget 2010

81,4%

Actual 2009

80,4%

81,3%

Pogramme costs in the Netherlands (Education)

4,9%

4,5%

4,9%

Programme coordination in the Netherlands

4,7%

5,0%

4,7%

91,0%

89,9%

90,9%

Fundraising costs

4,9%

5,5%

4,8%

Costs of management and administration

4,1%

4,5%

4,3%

100,0%

Total spent on objectives

Total costs of the organisation

ZOA’s aim is to spend at 88% of its resources on the objective. The downward trend of the fundraising costs and cost of management and administration has also continued in 2009. Because of increasing revenue at the same cost level the percentage declined again. As a result ZOA Refugee Care has at the moment a healthy cost structure. The indicator ‘Total spent on objective / total income’, in 2010: 84,7% (2009: 87,5%) decreased slightly because of money received in 2010 which will be spent in 2011. Rehabilitation and Emergency Relief programmes

The world of humanitarian aid is highly dynamic. This does not only affect our own operational capacity but also the policies of major donors for the countries concerned. The overview of expenditure per country shows that there are considerable differences between the aid that has been planned and the aid that has been delivered. Overview per country

Afghanistan

Actual 2010

Budget 2010

Actual 2009

Main cause of deviation from budget

2.321.616

1.838.093

3.006.510

Additional financing by donors

Bangladesh

-35.263

28.000

Burundi

190.679

200.000

121.900

1.382.101

1.320.450

968.544

Congo

853.428

1.848.518

560.699

Ethiopia

838.535

1.216.410

2.141.881

Haïti

287.301

Emergency relief after earthquake

Indonesia

198.000

28.596

Emergency relief after earthquake

1.187.159

1.546.911

1.199.052

272.057

573.646

496.288

20.000

0 1.552.215

Cambodia

Liberia Myanmar Nepal North Sudan

Restitution by partner, project only partly implemented

Delay of financing external donors Problem in financing from donors / reorganisation

Delay of financing by external donors Once-only payment to a Mission East project

2.556.732

2.304.072

Pakistan

516.112

Emergency relief after flood

Philipines

27.000

18.000

Emergency relief after flood

Sri Lanka

3.870.601

2.916.643

3.774.641

Thailand

3.881.169

3.695.889

4.008.698

Uganda

1.581.778

1.443.389

1.164.051

South Sudan

1.837.281

2.187.651

1.373.970

Other

NL - Preparation / Coordination NL - Education / Awareness raising Total spent on objectives

14.517

611.328

10.424

21.800.803

21.703.000

20.453.469

1.250.758

1.353.585

1.178.440

1.305.628

1.228.218

1.225.581

24.357.188

24.284.803

22.857.491

Transition to rehabilitation, budget conservatively determined

Not attributable to one country

Implementation of the MFS1-programme on promoting public support

95 - ANNUAL REPORT 2010

Rehabilitation

Own programmes/projects concern programmes/projects that are implemented by the organisation itself or together with (local) partners to achieve the objectives of the organisation.

Emergency Relief Support provided through local partners

Concerns a donation to the Thai-Burmese Border Consortium (TBBC) in Thailand in order to support Burmese refugees at the Thai-Burmese border. Other contributions were given to local relief organisations in Bangladesh. Direct relief

Concerns direct assistance in emergency situations through allocation of personnel, funds and other resources. Preparation and Coordination from the Netherlands

Here the costs of the country support teams and emergency relief are accounted for. Also included are the costs of the Programme Department and MP4, responsible for policy, management and accountability (internal and external) for the programme countries. Raising awareness

Includes costs for raising the awareness of the general public and of ZOA supporters in particular. Spent on fundraising

The major source of income for ZOA are “institutional donors”. In the Statement of income and expenditures this income appears under “external campaigns” and “subsidies”. The organisational costs of raising these contributions is relatively low. Although the costs of “own fundraising” need to be related to the cost rate, the rate of total fundraising costs at ZOA tends to be much lower.

Cost rate of total fundraising Actual 2010 Own fundraising External campaigns Subsidies Total costs fundraising Cost own fundraising in percentage In percentage of total income

Budget 2010

939.377

1.079.365

Actual 2009 955.067

80.528

101.066

55.548

279.595

318.318

206.180

1.299.500

1.498.749

1.216.795

11%

16%

14%

The cost rate of fundraising (the ‘CBF-percentage’) decreased further in 2010 due to the onetime fundraising actions for Haiti and Pakistan. When this part of the income is excluded this ratio is 15,7%. The Board of ZOA uses a fixed yearly norm of 16%. Management and Administration

Costs of management and administration are the costs the organisation makes for (internal) management and organisation and that are not allocated to the objective or to income raising. Since these costs are fixed costs, they have hardly changed over the last few years.

96 - ANNUAL REPORT 2010

Attribution of costs 2010 2010

Objectives

Fundrasing

Rehabilitation

Own programmes/projects Subsidies to local partners Direct organisational costs abroad

Relief

Education Coordination

Own

Costs of management and External Subsidies administracamtion paigns

Budget 2010

Total 2009

18.000.856

20.712.409

18.441.250

15.960.357

1.661.188

1.323.555

2.347.547

3.671.102

1.500.000

1.991.523

345.481

162.675

508.157

486.356

2.455.716

2.610.369

2.230.643

Salaries/social charges

379.312

Total 2010

585.396

782.349

208.232

60.267

122.361

697.111

Pension costs

40.696

54.388

14.476

4.190

8.506

48.461

170.717

202.580

155.069

Other personnel costs

51.738

53.200

24.863

3.572

7.250

58.221

198.843

262.191

239.604

559.047

116.101

675.148

620.792

585.594

Direct costs (campagnes, telemarketing etc.)

Travel and subsistence Accommodation costs Office costs

85.776

76.521

27.702

9.081

18.437

42.674

260.190

294.969

262.869

6.948

31.355

16.213

1.622

3.294

24.183

83.615

69.255

92.682

115.612

28.625

81.389

966

1.962

56.918

285.472

321.512

294.354

157.300

105.782

Audit costst and Annual report Other general costs Total

17.629.393

4.171.410

40.148

224.320

7.456

830

1.685

22.673

297.113

412.299

272.023

1.305.627

1.250.758

939.377

80.528

279.595

1.107.541

26.764.228

27.006.376

25.157.747

These costs include an amount of € 460.750 (2009: € 459.649) for depreciations.

Cost allocation Costs are allocated to the objective, fundraising income and management and administration according the recommendation ‘Allocation of costs of Management and administration’ of the VFI. Costs have been allocated according to the following criteria: A)

B) B1) B2)

osts own organisation abroad; C The expenditure accounted for under this entry mainly concerns the personnel costs of posted fieldworkers and the office expenses on location. This expenditure is directly related to the implementation of the programme in the countries (outside the Netherlands) where ZOA Refugee Care is active. Costs of own organisation abroad are fully allocated to objectives. Costs own organisation in the Netherlands The costs own organisation in the Netherlands fall into two kinds of expenditure: Implementation costs that are directly attributable Costs that are directly related to the implementation of the objectives. The items that are accounted for under implementation costs that are directly attributable are: • The preparation and coordination of rehabilitation (mainly the costs of the Programme Department, the Countries Support Teams) and emergency relief (mainly the costs of the Emergency Relief desk) • The direct costs relating to information and awareness raising • The direct costs of income own fundraising, campaigns by third parties and subsidies. Allocated implementation costs This includes expenditure that could be allocated (directly or indirectly) to the objectives based on prudential criteria (number of work places, deployment of staff, etc.) and according to a steady course. These costs include the costs of the departments Management Office, Operations, general costs and costs made by the board.

Not allocated costs are accounted for under Costs of management and administration.

97 - ANNUAL REPORT 2010

Costs ultimately allocated to Costs of management and administration are: Description

Notes

Cost of operations at Head Quarters - general - finance - facilities - IT

rato 50 rato rato

Human Resources

100

Executive Board (including secretary) Supervisory Board

based on number of workplaces 50% is direct support country programme based on number of workplaces based on number of workplaces

5% is fundraising institutional donors

100

Norm for Costs of management and administration

On the basis of the nature of the Organization as described in Chapter 3, 4 and 6 of the present annual report, the CEO has set the standard for the management and administration costs at 6%. In the multi-annual overview and forecast on page 101 the development in time of this indicator is displayed. Remuneration Supervisory Board and Managing Director

ZOA Supervisory Board members are not paid for their duties. Costs incurred may be invoiced according to the same rules that apply for ZOA staff members. In 2010, approximately € 1.000 was invoiced for expenses and subsequently refunded by the members as a donation to ZOA’s bank account. The position and powers of the managing director (sole officer) have been determined based on a management protocol. The CEO bears ultimate responsibility for the operational organisation as a whole. Personnel costs management

Actual 2010

Name

J. Mooij

Function

CEO - General Manager

Budget 2010

Actual 2009

Employment Kind (validity)

permanent

Hours / week

PT-percentage Period

100%

1/1 - 31/12

87.739

86.018

86.244

7.019

6.881

6.697

787

768

95.545

93.686

93.708

7.325

5.294

7.079

13.810

15.316

13.603

116.680

114.296

114.390

Remuneration (EUR) Gross salary Vacantion bonus End-of-year bonus Total gross salary Social premiums Pension premiums

The gross salary listed includes the holiday supplement and year-end bonus. The salary of the director has been set in accordance with the Remuneration decree for state civil servants (BBRA1984), Grade XVI. These costs are well within the range set by the VFI. Number of staff

Per 31 December 2010 ZOA Refugee Care employed 686 (2009: 777) people.

Other information Auditors’ report

See next page. Appropriation of results

The result has been appropriated according to the breakdown indicated in the Statement of Income and Expenditures.

98 - ANNUAL REPORT 2010

Independent auditor’s report

To the supervisory board of Stichting ZOA Refugee Care, The Netherlands We have audited the accompanying financial statements 2010 as set out on pages 81 to 98 (chapter 12.2) of Stichting ZOA Refugee Care, The Netherlands, Apeldoorn, which comprise the balance sheet as at 31 December 2010, the statement of income and expenditure for the year then ended and the notes, comprising a summary of accounting policies and other explanatory information. Board of directors’ responsibility

The board of directors is responsible for the preparation and fair presentation of these financial statements in accordance with the Guideline for annual reporting 650 “Charity organisations” of the Dutch Accounting Standards Board. Furthermore, the board of directors is responsible for such internal control as it determines is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s responsibility

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Dutch law, including the Dutch Standards on Auditing. This requires that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the foundation’s 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 control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the board of directors, 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 audit opinion. Opinion

In our opinion, the financial statements give a true and fair view of the financial position of Stichting ZOA Refugee Care, The Netherlands as at 31 December 2010, and of its result for the year then ended in accordance with the Guideline for annual reporting 650 “Charity organisations” of the Dutch Accounting Standards Board. The Hague, 29 April 2011

PricewaterhouseCoopers Accountants N.V. P.J.B. Koets RA

Original Dutch version signed by P.J.B. Koets RA

99 - ANNUAL REPORT 2010

APPENDIX Budget 2011

INCOME

Budget 2011

Actual 2010

Budget 2010

Income own fundraising activities Door to door collection

1.015.000

942.355

1.015.000

250.000

276.281

200.000

Legacies

STATEMENT OF INCOME AND EXPENDITURES

Contribution, donations, gifts

6.185.000

Income from third party campaigns Subsidies from government and others Interest Other income TOTAL INCOME EXPENDITURES

7.285.661

5.529.000

7.450.000

8.504.297

6.744.000

1.321.677

1.361.631

600.000

22.454.859

18.611.005

18.176.737

30.000

140.900

143.547

31.256.536

28.761.380

25.520.738

Budget 2011

Actual 2010

Budget 2010

22.877.563

16.305.838

18.105.000

1.323.555

Spent on objectives Rehabilitation Own programmes/projects Support/subsidies through local partners

22.877.563

0 17.629.393

18.105.000

Emergency relief Support provided through local partners

1.500.000

2.347.547

1.500.000

Direct relief

2.285.066

1.823.863

2.098.089

Preparation and Coordination from the Netherlands Education/Awareness raising Total spent on objectives

3.785.066

4.171.410

3.598.000

1.760.822

1.250.758

1.353.585

920.039

1.305.627

1.228.218

29.343.491

24.357.188

24.284.803

Spent on fundrasing Expenses own fundraising

1.270.396

Expenses participation in external campaigns Expenses received subsidies

939.377

17,1%

1.079.365

76.612

80.528

101.064

244.228

279.595

318.319

1.591.236

Management and Administration

11,0%

1.186.543

3,7%

TOTAL EXPENDITURES SURPLUS/DEFICIT

1.299.500 1.107.541

4,1%

16,0%

1.498.748 1.223.198

4,5%

32.121.270

26.764.229

27.006.749

-864.734

1.997.152

-1.486.011

Added to/withdrawn from Funds Humanitarian assistance funds: Rehabilitation projects Emergency relief projects

24.235

-1.233.325

-112.500

1.159.297 -1.233.325

-1.498.089 1.183.533

-1.610.589

Reserves Continuity reserve

368.591

540.306

Financing assets

56.999

Program guarantee

93.573

Emergency relief

162.759

Other Allocated reserves

-40.019

TOTAL mutations reserves and funds

100 - ANNUAL REPORT 2010

124.578

368.591

813.618

124.578

-864.734

1.997.151

-1.486.011

Long-range overview and estimate ZOA determined the financial indicators that define the quality of a country programme. This revealed that an optimal country programme amounts to approximately € 3.500.000 and has a staff of 3 to 4 ex-pats assisted by locals. A country programme of this scale may be run effectively and is able to accommodate setbacks without compromising the leverage of the organisation. ZOA aims to have every country programme at this level. The long-range overview aims at a country programme growth of € 250.000 per year. The number of countries where ZOA aims to operate combined with the cost ratios deemed acceptable by the board help determine the multi-year ambition. The multi-year projection does not take into account the amounts coming from the Dutch Ministry of Foreign Affairs on behalf of the Dutch Consortium of Rehabilitation which are redirected to the partners in this consortium. INDICATORS

Actual 2008

Actual 2009

Actual 2010

Number of programme countries Target volume per country

Budget 2011

Estimate 2012

Estimate 2013

Estimate 2014

Estimate 2015

2.362

2.087

2.030

2.445

2.750

3.000

3.250

3.500

Percentage income non-subsidies

32%

34%

36%

35%

Norm cost percentage own fundraising(CBF)

16%

Norm cost percentage total fundraising

Norm costs of management and administration

To get the continuity reserve at the acceptable level, € 500.000 will be added annually in the years ahead. See the explanatory notes to the continuity reserve as well. Each year € 100.000 will be set aside to finance new programmes. INCOME

Actual 2008

Actual 2009

Actual 2010

7.698

8.018

10.150

9.870

Income own fundraising and participation in external campaigns

Budget 2011

Estimate 2012

Estimate 2013

Estimate 2014

11.550

12.600

13.650

Estimate 2015 14.700

Subsidies

18.624

18.119

18.611

21.387

21.450

23.400

25.350

27.300

TOTAL INCOME

26.322

26.137

28.761

31.257

33.000

36.000

39.000

42.000

Actual 2008

Actual 2009

Actual 2010

EXPENDITURES

Budget 2011

Estimate 2012

Estimate 2013

Estimate 2014

Estimate 2015

Spent on objectives Total spent on objectives

23.623

22.857

24.357

29.343

29.030

31.718

34.406

37.094

Spent on fundrasing

5,2%

1.363

4,6%

1.217

4,5%

1.300

5,1%

1.591

5,8%

1.912

5,8%

2.089

5,9%

2.266

5,8%

2.443

Management and Administration

4,3%

1.142

4,1%

1.084

3,8%

1.107

3,8%

1.187

4,4%

1.458

4,4%

1.593

4,4%

1.728

4,4%

1.863

TOTAL EXPENDITURES SURPLUS/DEFICIT

26.128

25.158

26.764

32.121

32.400

35.400

38.400

41.400

194

979

1.997

-864

600

Added to/withdrawn from Funds

-199

464

1183

-1.233

100

Reserves

393

515

814

369

500

TOTAL CHANGE IN RESERVES AND FUNDS

194

979

1.997

-864

600

101 - ANNUAL REPORT 2010

Other indicators

Actual 2008

Actual 2009

Actual 2010

Fundraising percentage (CBF)

15%

14%

11%

17%

13%

Percentage spend on objectives

90%

91%

90%

Spend on objectives in percentage of income

90%

88%

85%

94%

88%

Solvency

51%

60%

62%

60%

55%

59%

60%

193%

240%

250%

200%

210%

225%

230%

235%

Survival ratio in days Liquidity

Budget 2011

Estimate 2012

Estimate 2013

Estimate 2014

Estimate 2015

Overview institutional donors per category in 2010 Participation in external campaigns Donor CRWRC LAKER MISSIONEN Total campaigns local AQUA FOR ALL EO-METTERDAAD WILDE GANZEN

Subsidies Actual 2010

Donor DMH/HH

338.419

DMH/VG

2.795.696

352.807

BUZA-Education

2.069.397

72.200 240.354 16.189

855.970

RNE-Afghanistan

696.247

RNE-North Sudan

881.789

330.000

Total BUZA DONORS

Woord & DAAD

230.000

ECHO

HAPPY GIFT

71.094

RED EEN KIND

48.987

Total campaigns Netherlands

1.008.824

Total participation in external campaigns

1.361.631

Funds from other specific donors (by Own Fundraising) Actual 2010

3.170.372

BUZA-Capacity-building

Draagt Elkanders Lasten

Donor

Actual 2010

14.388

EUROPEAID Total EU DONORS

10.469.471 652.959 2.616.855 3.269.814

Ministry of Rural Rebabiliation & Development (MRRD / Afghanistan)

201.702

Ministry of Agriculture, Irrigation and Livestock (Afghanistan)

102.539

Australia Government Aid Programme (AUSAID)

178.227

Bureau of Population Refugees & Migration (BPRM)

312.949

Department for International Development (DFID) of the United Kingdom

284.418

ST. EXPLOITATIE DIACONESSENARBEID ‘DE WIJK’

13.000

STICHTING TURING FOUNDATION

40.000

UNHCR-Thailand

53.000

UNICEF-Thailand

30.286

UNICEF-Sudan

63.660

Total

Total GOV DONORS UNICEF-Liberia

Food and Agriculture Organisation (FAO) International Organization for Migration (IOM)

13.373 569.870

158.861 45.109

United Nations Development Programme (UNDP)

938.029

United Nations Office for the Coordination of Humanitarian Affairs (OCHA)

402.060

Total UN DONORS

2.221.248

Church Mission Society Ireland (funded by UNDP)

180.645

MWH Foundation

398.261

Christian Reformed World Relief Committee

318.401

Red een Kind (funded by MFS)

109.488

United Methodist Committee On Relief (UMCOR)

259.568

Other

304.275

Total Others TOTAL Subsidies

102 - ANNUAL REPORT 2010

1.079.835

1.570.638 18.611.005

Abbreviations BuZa Ministery of Foreign Affairs CAPP Country Annual Policy Plan CBF Central Bureau for Fundraising CBO Community Based Organisation CARE International organization for relief and rehabilitation CDC Community Development Committee CRWRC Christian Reformed World Relief Committee ECHO European Community Humanitarian Office EU-CORD European Community Humanitarian Office FAO Food and Agriculture Organisation of the United Nations ICCO Interchurch organisation for development cooperation ISO International Organisation for Standardisation MFS Co-financing System BuZa OFDA Office of U.S. Foreign Disaster Assistance PRISMA Dutch Christian organisation in relief RNE Royal Netherlands Ambassy UNHCR United Nations Refugee Office UNOCHA United Nations Office for the Coordination of Humanitarian Affairs USAID U.S. Agency for International Development VFI Branch Organisation for fundraising WFP World Food Programme ZIS ZOA Information System

Credits ÂŠ2011

ZOA Refugee Care P.O. Box 4130 7320 AC Apeldoorn The Netherlands Telephone: +31 (0)55 3663339 Fax : +31 (0)55 3668799 E-mail : info@ZOA.nl Website : www.ZOA.nl Bank Relations:

Rabobank Noordwest-Veluwe, Netherlands. Account number: 38.75.12.012 IBAN: NL02 RABO 0387 5120 12 SWIFT address: RABO NL 2U ING account number: P550

Editors:

Arnoud de Jong, Ewout Suithoff, Inge van der Weijden (text), Els Sytsma (executive) Mark Verhelst, Albert Wolters: financial statements

Board ZOA Refugee Care:

Dr. ir. H. Paul, chairman Drs. W.J. Adema J.W. Boogerd Drs. B. Brand Ing. K.A. de Vries Drs. A.W. Westerveld Directors:

J. Mooij, MBA, Chief Executive Officer Drs. A.J.M. de Jong RA, Deputy Director ZOA Refugee Care is registered with the Chamber of Commerce under number: 41009723.

Design:

Frivista - (y)our mission, Amersfoort Printed by:

Drukkerij De Bunschoter Images:

www.folkertrinkema.com, except: p. 27: ZOA, p. 29: Dirk Jan Verkuil, p. 44: Jaco Klamer, p. 51-57: Marnix Kievit (Walk4Water) en ZOA. The information contained in this report (excluding photos) may be reproduced, provided ZOA Refugee Care is notified and this Annual Report is acknowledged as the source. ZOA would like to receive a copy of the publication in question.

104 - ANNUAL REPORT 2010