Annual Report 2011
ZOA
R E L I E F | H O P E | R E C O V E RY
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Contents
1.
Introduction
2.
Who we are
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7
8.
Our programmes
9.
ZOA Worldwide
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34
Afghanistan 36
3.
Executive’s Report
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Burundi 40 Cambodia 44
4.
Report from the Supervisory Board
Democratic Republic of Congo 48 15
Ethiopia 52 Haiti 56
5.
Liberia 60
Report from the Works Council 19
Myanmar (with CDN) 64 Pakistan 68
6.
Organisation
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South Sudan 72 Sri Lanka 76
7.
Funding, awareness raising and communication
Sudan 80 25
Thailand 84 Uganda 88
10. Financial report
93
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INTRODUCTION
CHAPTER 1
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1. Introduction Looking back at the year 2011, I am pleased to conclude that it was a good year. We may well call it a year of harvesting. Processes that were started in the years before generated wonderful results in 2011, like the introduction of our new motto Relief I Hope I Recovery and the start of implementing the Dutch Consortium for Rehabilitation programme. We experienced growth in our annual budget, enabling us to reach more people that needed our assistance. I am very happy with our capable and motivated staff, who often work in very difficult, sometimes dangerous situations. There were no major set-backs, no serious security incidents or other challenges that might have been detrimental to the programmes or the organisation. Reason for gratitude and satisfaction. Still, ZOA’s work will always generate mixed feelings. Along with all the good results we can report, there are still so many people who suffer from violent conflict or natural disaster. It makes me modest in reporting successes, and ever more committed to ZOA’s mandate; to support people who suffer due to armed conflict or natural disasters, by helping them rebuild their livelihoods.
While reporting good results, there are still so many people who suffer from conflict or disaster. It makes me very committed to ZOA’s mandate: to support people who suffer due to armed conflict or natural disasters, by helping them rebuild their
Johan Mooij Chief Executive Officer
livelihoods.
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2. Who we are Our name ZOA was founded in 1973 in The Netherlands. The three letters ZOA are the abbreviation of the Dutch translation of South East Asia, the area where the organisation started its initial activities.
peace, justice, and mutual trust once again, and where they regain personal dignity and confidence. ZOA acts and contributes from the biblical perspective of God’s Kingdom, which will bring reconciliation and restoration to its full potential. Meanwhile, God calls us to seek justice and be faithful to those who need our support.
Our mission ZOA supports people who suffer due to armed conflict or natural disasters, by helping them rebuild their livelihoods. We call on our constituency and partners, in the North and in the South, to take responsibility and become involved. We provide maximum added value to those we support and those who support us. Our mission can be summarized in three words: Relief, Hope, Recovery. Relief We provide relief to people affected by conflict or natural disasters. Hope We contribute to a new perspective of hope in which people work together for a promising future in dignity and mutual trust. Recovery Together with the affected communities we work on recovery of their livelihoods.
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 coming about where people experience
Our key values Human dignity All people are different, but everyone is made in God’s image. We treat all people equally. We dedicate ourselves to promote respect, mutual understanding and cooperation. Faithfulness Faithfulness means providing support that our beneficiaries can count on, honouring our commitments and being dedicated and accountable to them. Faithfulness means that we remain involved in conflict affected communities until they are ready to walk on their own again. Stewardship Stewardship encompasses both people and their environment. We promote solutions that are sustainable for both the people and their habitat. At the same time we seek to be good stewards of the resources delegated to us by using resources effectively and efficiently. Justice ZOA stands up for vulnerable and marginalized people. Through our programmes we combat injustice in the South. In the North we promote awareness of injustice and we call on our constituency to do right.
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Executive’s Report
CHAPTER 3
3. Executive’s Report Looking back at the year 2011, it can be called a year of harvesting. Several processes started in the years before generated results in 2011. The average size of our programmes grew with around 20 percent.
Change of name ZOA changed its name in 2011 from ZOA Refugee Care to ZOA. The reason is that ZOA works with a much broader range of target groups than just refugees. Having ‘refugee care’ in our name caused confusion about our mandate among both donors and target groups, since our target group is not refugees only. ZOA’s mandate is to assist the rehabilitation of victims of natural disaster or armed conflict, whether they are displaced or not.
New motto ZOA added the new slogan Relief I Hope I Recovery to make clear at a glance what our mandate is. Relief relates to disaster response, being more emergency related. Recovery relates to rehabilitation, because our commitment is to help people rebuild their livelihoods. The central word hope points to ZOA’s vision; we want to contribute to signs of hope and restoration and offer new perspectives.
Programme areas After we started programmes in two new countries in 2010 – Haiti and Pakistan -, in 2011 we focused on establishing and continuing the existing programmes. We also initiated two new programme areas in Sudan (North Dafur and Gedaref), a new programme area in Uganda (Nwoya), in DR Congo (Lubero, North Kivu) and with CDN in Myanmar (Northern Rakhine State). In Cambodia we are in the phase-out process, preparing
to hand over activities to local partners and to close our programmes at the end of 2012.
Quality of programmes In 2011 we began to work in accordance with the new strategy document Signs of Hope that was adopted in the previous year. The document meant a substantial step towards more emphasis on improving livelihoods in our programmes, which now accounts for some 75 percent of our programmes. In early 2011 we were accepted as a member of the Humanitarian Accountability Partnership (www.hapinternational.org). The implementation of the HAP Standard will help us improve the quality of our programmes by giving additional attention to accountability to our target group. We started to implement the guidelines in Sri Lanka. In 2012 further implementation of the HAPguidelines will continue in Sri Lanka and also in other programme countries. Another aspect of improvement in quality of our programmes in 2011 is the renewed definition of the programmatic approach. We now systematically include all important aspects of the approach in assessment, implementation and evaluation of our programmes.
Security Due to our mandate we work in fragile and often insecure situations. And yet we always succeed in finding committed people who want to do this work and to support those who are faced with these insecure situations in their daily lives. As an organisation it is our utmost
responsibility to protect our staff. We appointed a full time security advisor in 2011, working on security policy, protocols, security training, security briefing, local security plans, advice in change of situation and support in case of security incidents. Twelve security incidents were reported in 2011. ZOA was directly involved in ten of these. Robbery and accidents were reported three times, ambush twice, explosives, armed attack, threats and robbery attempt all once. Even though injuries were reported in five instances, there were no deadly fatal casualties among ZOA-staff, for which we are very grateful.
An attractive employer Worldwide, despite the difficult circumstances we work in, we were still able to find the right people for vacancies. In 2011 we paid special attention to the quality of management staff in the country teams. We started with the development of a training programme especially for them, which will be implemented in 2012. The trainee programme for young expat professionals, launched in 2009, gives young adults a chance to acquire professional experience and gives ZOA a chance to recruit experienced staff within a reasonable period of time. In 2011 seven trainees were active for ZOA. Six former trainees now work in junior staff positions, a good result of the investment in young professionals.
Dutch Consortium for Rehabilitation ZOA is lead agency of the Dutch Consortium for Rehabilitation (DCR, www.dcr-africa.org), with three other members: CARE Nederland, HealthNet TPO and
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Executive’s Report
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Save the Children Netherlands. DCR receives funds in the co-financing system of the Dutch Ministry of Foreign Affairs; the so called MFS-2. The DCR started implementation of a five year programme in 2011. DCR works on rehabilitation programmes in six fragile states in Africa: Burundi, Democratic Republic Congo, Liberia, Uganda, Sudan and South-Sudan. The consortium partners work in complementarity. Through cooperation we will be able to achieve better results. Together we work in essential sectors for rehabilitation of communities: health care, education, water and sanitation, food security, development of economic activities and re-enforcing civil society. We can so contribute to greater stability and sustainable economic growth, and a society where people are self-sufficient and have access to basic services. It has been a complex process with four consortium members working in six countries and with several local partners, focusing on several sectors. Still, it all started up well, and we can look back on a successful first year in which much work was done.
From March 2011 thousands of refugees arrived in Liberia from Ivory Coast. Though the ZOA Liberia team did an assessment in August, we lacked capacity and money to start assistance. For the year 2012 we plan to make operational the in 2011 started Disaster Response Unit, which will give more flexibility in situations like the one on the Liberian border, to respond quickly to occurring needs. In Thailand we changed our initial plan to hand over our activities to the local NGO U-sa Khanae Development Foundation. During the process, both ZOA and UK-DF realised that the burden would be too much for the young local NGO. ZOA has decided to phase out of Thailand in 2014, and is no longer seeking funding for the period afterwards. We are lobbying for other international NGOs to take over our work.
Financial instruments ZOA does not use financial instruments to cover financial risks if they occur.
Looking forward to 2012 Five working groups, consisting of members from all participating organisations, make sure that cooperation and learning from each other is optimally realized. These thematic working groups are: Ǧ Ǧ Ǧ Ǧ Ǧ
Setbacks in 2011 In general there were no major organisational set-backs, no serious security incidents, or other challenges that might have been detrimental to the the programmes or the organisation. However, we did encounter difficult and sometimes disappointing situations.
In the coming year coming we will pay special attention to: Ǧ organisations by training and reviewing the job requirements; Ǧ ƾ Ǧ mes, with special attention to the implementation of the programmatic approach and HAP-guidelines.
HOOFDSTUK 1 PROFIEL VAN ZOA
3.1 DE ORGANISATIE
“I am very happy that in the programme area all 15,000 families now have sufficient food throughout the year, even the vulnerable families.” Bernie O’Neill, Country Director ZOA Cambodia
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RELIEF
HOPE
We provide RELIEF to people affected by conflict or natural disasters.
We contribute to a new perspective of HOPE in which people work together for a promising future in dignity and mutual trust.
RECOVERY Together with the affected communities, we work on the RECOVERY of their livelihoods.
CHAPTER 4
REPORT FROM THE SUPERVISORY BOARD
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4. Report from the Supervisory Board The Supervisory Board is a body that represents the constituency. The members contribute expertise from various ďŹ elds.
Drs. J. Kamphorst, independent interim manager and management consultant.
Members of the Supervisory Board met the International Management Team during the Inter Regional Meetings in March and October.
Mr. B.J. van Putten, a retired mayor. The Supervisory Board has formal responsibilities, such as appointing the CEO and approving the budget, it provides general supervision and advice. The Supervisory Board also ensures that the policy implemented by the board corresponds with the (multi-annual) policy plans and budgets that have been adopted and approved. The management of ZOA, headed by the CEO, is responsible for executive decisions and daily management.
Members of the Supervisory Board The Supervisory Board members serve a term of ďŹ ve years, and can be re-elected once, making their maximum term ten years. Our website www.zoa-international.com lists the members by name and indicates their period of service, as well as indicating additional ofďŹ ces that members hold. Dr. ir. H. Paul MPA, chairman. Mr Paul works with ABD Topconsult of the Dutch Ministry of Internal Affairs. J.W. Boogerd, retired banker. Drs. B. Brand MCM, town clerk/general director of the municipality Oldebroek.
Ing. K.A. de Vries MEd, geography teacher at Prins Maurits Christian Highschool in Middelharnis. Drs. A.W. Westerveld, MPH, physician. Works on preventive healthcare for Provincial Health Care Fryslân. Drs. W.J. Adema, RA MBA was a Board member from 1 September 2002 – 1 September 2011 and not eligible for re-election.
Subjects discussed in 2011 The Supervisory Board met ďŹ ve times in 2011. Among the items on the agenda were: ÇŚ ••—”›†‘ ”‹ ™Â?Š †““š†‘ †ˆˆ”š“™˜ ‹”— Č?Č›ČœČ› ÇŚ š‰ŒŠ™ †“‰ †““š†‘ •‘†“ ‹”— Č?Č›ČœČ? ÇŚ †‘†—ž †“‰ †‰‰Ž™Ž”“†‘ Â”Â‹ĘŹÂˆÂŠÂ˜ ”‹ ™Â?Š ÇŚ š†—™Š—‘ž —Š•”—™˜ ‹—”’ ™Â?Š ÇŚ ””‰ Œ”›Š—“†“ˆŠ ˆÂ?ŠˆÂ? ÇŚ ‰Š“™Ž™ž ÇŚ Ž˜Â? †“†‘ž˜Ž˜ †“‰ —Ž˜Â? ˆ”“™—”‘ ÇŚ ”“Œ —†“ŒŠ ‡š‰ŒŠ™ ÇŚ ŠŠ™Ž“Œ œŽ™Â? ™Â?Š ”—Â?˜ ”š“ˆŽ‘ ÇŠÂ™ÂœÂŽÂˆÂŠÇŞ †“‰ ™Â?Š Management Team (twice)
Once a year a delegation of the Supervisory Board visits one of ZOA’s programme countries. In 2011 two board members visited South Sudan. The audit committee focuses mainly on strengthening the internal audit function. The audit committee met four times in 2011, twice together with the external auditor KPMG. A three Board member selection committee was appointed to ďŹ ll the two vacancies on the Board.
Salary and additional ofďŹ ces of the CEO The remuneration committee appoints the CEO and conducts performance interviews with the CEO. This committee also sets the salary of the CEO. The remuneration committee meets at least once a year. The Supervisory Board has upon the recommendation of the Remuneration Committee determined the amount of the management remuneration and additional beneďŹ ts to be paid to the CEO. The remuneration policy is regularly reviewed, most recently in 2011. In determining the remuneration policy and remuneration, ZOA adheres to VFI’s advisory scheme for the remuneration of the management of charitable organisations
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REPORT FROM THE SUPERVISORY BOARD
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[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 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 € 124,000 (1 fte / 12 months). In 2011, the actual income of the CEO (€ 95,557) was within the maximum set by VFI. For an exact overview, we refer to the financial statements, chapter 10, page 120. Each year the Supervisory Board examines whether the additional offices held by the CEO correspond with those of CEO of ZOA. The Board has found that the additional offices of the CEO are compatible with his responsibilities for ZOA. In 2011 the additional offices of the CEO were: Ǧ ǂ Ǧ ǂ ǩ which enables young people to study at a Bible school)
Financial compensation Supervisory Board members receive no financial compensation for their work. They can claim expenses incurred in the course of their duties as Board members. The same rules apply to their claims that apply to ZOA employees.
Approval Annual Report 2011 The audit reports prepared by the auditor KPMG were presented in the meeting of the Supervisory Board on 23 April 2012. The audit committee reviewed these reports comprehensively in the presence of the independent auditors and internal auditor. The independent auditors reported that there were no major weaknesses in the organisation, internal audit work or risk management systems. We concur with the results of the audit. Following the definitive findings of the examination by the Audit Committee and our own examination, we have raised no objections. In view of our approval, the Annual Report including the financial statements prepared by the Board are accepted as submitted. The Supervisory Board would like to thank all the ZOA employees in ‘the North’ and ‘the South’ for their good work and commitments during 2011.
HOOFDSTUK 1 PROFIEL VAN ZOA
3.1 DE ORGANISATIE
“We both feel that the conflict that put us in this position lasted too long, so we agreed to share our plot. Our produce is greatly stimulated by manure, fertilizer and improved seeds that we received from ZOA. Now it is a win-win situation for both of us.� Gordian Heberi and Norbert Bitaboneka, Burundi
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CHAPTER 5
REPORT FROM THE WORKS COUNCIL
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5. Report from the Works Council The Works Council represents ZOA staff members with a Dutch employment contract and stands up for their interests. The Works Council regards members of the management teams in the programme countries as constituents as well, regardless of whether they hold Dutch or local employment contracts. The Works Council as a representative of ZOA staff is involved in several organisation and policy developments within ZOA. The Works Council has a diverse range of rights. It has the right to be informed about issues concerning the organisation, such as financial policy. It has the right to approve or disapprove measures concerning staff policy. In other aspects they have an advisory role. The Works Council consists of five members. Three work at head office in The Netherlands, and two work abroad (Uganda and Congo). An existing vacancy was filled in 2011. The main subjects the Works Council was involved in in 2011 were the biannual review of the Terms of Employment and the preparation of the Employee Satisfaction Review, to be implemented in 2012. The Works Council was also presented with the financial statements, the results of 2010 and the budget for 2011.
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CHAPTER 6
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ORGANISATION
6. Organisation Organisational structure See figure on page 23. The country organisations have their own Country Management Teams and operate largely independently, enabling them to accommodate local developments. The International Management Team meets half-yearly during the Interregional Meeting. The meeting is instrumental in sharing best practices and policy development. The head office in The Netherlands supports the country organisations with policy cohesion and continuity, quality control, exchange of knowledge, financial management, fundraising, communication and staff recruitment. Support teams at head office ensure support for the country programmes. Each support team is comprised of members from the three operational departments: Programmes, Finance and Funding, as well as one member from the Monitoring and Policy Development department. Upon request a member from the Human Resource department will attend support team meetings. Staff In 2011 62 people worked at head office in Apeldoorn (approx. 52 fte). Male-female ratio is 50-50. 32 Expats work in fourteen programme countries. ZOA-staff in total is nearly 800, with local staff accounting for the majority of this group.
short term work abroad. Nine auditors from Alfa Accountants in The Netherlands were available for unpaid internal audits in the programme countries. In The Netherlands 554 local volunteers organised a door-to-door collection in their community. During a one week collection-period 17,230 people nationwide went door-to-door to collect money for ZOA.
Statement of accountability ZOA subscribes to the following principles: Ǧ ƽ ǩ proving plans and carefully reviewing the organisation and its results) is kept separate from governance i.e. execution. Ǧ sources optimally to enable ZOA to operate effectively and systematically to achieve its objectives. This is set forth in our quality and control model. Ǧ stakeholders. ZOA focuses on information provision to gather and register wishes, questions and complaints. Both in the Netherlands and in the areas where ZOA operates, the organisation is in contact with stakeholders to make ZOA’s work possible. The detailed statement of accountability appears in full on our website www.zoa.nl (in Dutch).
Red Crescent Movement and NGOs in Disaster Relief Ǧ Ǧ and Support of Aid Personnel Ǧ ǩ Ǫ Ǧ Ǧ ship (HAP). ZOA’s quality management is certified according to the ISO 9001:2008 standard. Re-certification was realized for ZOA Netherlands in 2011.
A learning organisation The Department for Monitoring, Policy Development and Evaluation facilitates ZOA as a learning organisation. Research, development of implementation tools and training are aspects for continuous improvement of the quality of the programmes. Main subjects the department worked on in 2011: Ǧ ƽ and subsequently integrating the resulting Private Sector Development policy into the Households Food Security and Livelihoods policy; Ǧ Ǐ with local organisations and capacity development in Liberia, Uganda and the Democratic Republic of Congo; Ǧ ǂ ƽ (continuing into 2012).
Quality standards and codes Volunteers Seventeen volunteers work at head office, nine of them on a regular basis. Thirty volunteers were available for
ZOA has committed itself to the following codes of conduct and standards: Ǧ
Environmental responsibility As stewardship is one of our key values, ZOA focuses on being responsible in the resources we use. In our
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ORGANISATION
CHAPTER 6
programme countries, our target group is affected by environmental degradation in their daily lives. In chapter 8 we describe how and why we include environmental protection in our programmes. At head office in The Netherlands we include environmental consciousness in our office management, among other resulting in use of FSC-certified paper and environmentally friendly waste management and power consumption. In 2011 ZOA decided to engage in a long term project aimed at the compensation of CO2 emissions caused by ZOA’s intercontinental travel. The project focuses on tree planting and maintenance in Ethiopia. Together with Woord en Daad ZOA started the Wees Eerlijk (Be Fair)- campaign, an awareness raising campaign at high schools on sustainability and impact of our lifestyle on other parts of the world.
Risk management Risk management has been formalised within the organisation’s operational procedures. Risks, including the mitigating measures taken, are registered and classified.
Anti-fraud and anti-corruption Anti-fraud and anti-corruption policies are in place. In serious incidents, external auditors will carry out investigations. Five cases were reported in 2011. In Sri Lanka a project officer forged signatures of recipients for 3,150 Euros. After investigations the staff member paid back a sum of 2,000 Euros and his employment was terminated. In Sri Lanka a project officer also took money from the beneficiaries with false promises about what ZOA would do for them – and put the money in her own bank account. After investigations she paid back the full amount of 880 Euros and her employment was terminated. In Ethiopia one of the project managers sent in false reports. The issue was followed up by management and the contract of the staff member was ended. In Liberia one of ZOA’s partners issued a fake invoice. The issue was investigated and errors were corrected. Based on the procedures performed the financial impact was zero. The cooperation with this partner has been terminated. In the Democratic Republic of Congo we found a cash deficit of 2,000 USD. The investigation into the reason for the deficit was not yet completed at the end of 2011.
Partnerships Implementation risks are carefully monitored by close supervision of compliance with internal procedures. Compliance risks are carefully monitored. Projects with a budget of more than € 400,000 are subject to a comprehensive audit. A full-time security officer was appointed in 2011 to deal with safety risks. Security procedures, training courses and day-to-day contact with field staff in risk areas are given full priority. A continuity reserve offsets financial risks, and continuing efforts are made for diversification of donors. ZOA assesses each situation of possible reputation risks.
ZOA is a member of HAP, ICVA, EU-CORD, Dutch Security Network (member of steering committee), PSO, Prisma, Partos, VFI and IS-Academy on Human Security in Fragile States.
ZOA is the lead agency within DCR (Dutch Consortium for Rehabiliation, with Save the Children, CARE Nederland and Healthnet TPO). ZOA works with DCU (Dutch Consortium Uruzgan, with Cordaid, Dutch Committee for Afghanistan, Healthnet TPO and Save the Children), with CDN (Consortium of Dutch ngo’s, with Red een Kind in Myanmar) and with Dorcas, Red een Kind, Tear and Woord en Daad in a Dutch Emergency Relief cluster.
Together with Aqua for All, AKVO, Simavi and AMREF Flying Doctors ZOA forms the leading group that organises the annual fundraising and education activity ‘Walk for Water’ at primary schools. ZOA has a Memo of Understanding with CRWRC and with Medair, and with Stromme (in preparation). ZOA partners with other international organisations such as World Concern, TearFund UK, CARE, Save the Children, TBBC, Food for the Hungry, and with members of the EU-CORD network in the implementation of projects and in applications for funding.
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Supervisory Board
CEO
Internal Audit Department
Programme Department
Dutch Consortium for Rehabilitation (MFS-2)
Security Support
Human Resources Department
Monitoring and Policy Department
Fundraising and communication Department
Finance Department
Programme Countries
Disaster Response Unit
Ha誰ti
Pakistan
Afghanistan
Burundi
Cambodja
DR Congo
Myanmar
Sri Lanka
Sudan
South Sudan
Ethiopia
Thailand
Liberia
Uganda
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CHAPTER 7
FUNDING, AWARENESS RAISING AND COMMUNICATION
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7. Funding, awareness raising and communication Funding ZOA is funded by more than 40,000 private donors in the Netherlands, by institutional donors, partner NGOs and external fundraising organisations (third party campaigns). Overall we experienced a 20% growth in our annual budget last year. Though the economic crisis is certainly being felt by companies and individuals, donations from private donors continued to increase in 2011. Emergency relief income decreased somewhat compared to 2010, the year of the earthquake in Haiti and the floods in Pakistan. Among our institutional donors we find the Dutch government, the European Commission including ECHO, the US government as well as multilateral agencies like UNHCR, UNICEF and WFP. In 2011 we were happy to welcome AusAID among our donors. We were also able to start the implementation of the MFS2-programme, a multiyear contract for 2011 – 2015 with the Dutch Ministry of Foreign Affairs. However, we continue to observe a decline in the available funds. It is a challenging environment for our ambition to continue to grow, stemming from our heartfelt desire to reach more people that need our assistance. In 2011 we put extra effort into broadening our network of partner organisations, especially in Europe, Australia and the United States. Such relationships result in win-win situations, as the partner organisation has the
possibility to use their available funding in a rewarding manner through ZOA as a reliable partner, while ZOA can expand existing programmes with the extra funding to reach more beneficiaries. ZOA is pleased to maintain good relationships with partners that organise external fundraising campaigns for ZOA-projects, like DEL, EO-Metterdaad and Happy Gift.
Christian newspaper) and EO-Metterdaad (connected to a Christian broadcasting organization) are invited to visit projects. Private donors such as companies, schools, trust funds and major donors committed to a specific project, receive progress reports, according to the agreements made.
Awareness raising Reporting The manner and frequency of reporting to institutional donors, partner organisations and partners in external campaigns is usually laid down in the contract. Regular reporting as well as possible field visits by donors are usual ways to inform them about progress and results. The website www.zoa-international.com gives more general information and updates on ZOA’s programmes. Partners in external campaigns like DEL (connected to a
ZOA wants to raise public awareness in The Netherlands regarding the plight of victims of violent conflict and natural disasters. We want to inspire our constituents by relating these facts to a Biblical vision of care and responsibility for the wellbeing of our neighbours. We offer constituents ways to become personally involved in ZOA’s work; by donating money, becoming a volunteer or participating in events and campaigns.
Expenses ZOA in 2011 Spent on objectives 91,7 % Fundraising costs 4,5 % Cost of management and administration 3,8%
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ZOA has four region coordinators who give lessons about ZOA’s work at elementary and high schools. Usually these lessons are followed up by fundraising activities. The region coordinators are also involved in recruiting and supporting volunteers for organizing the door-todoor-collection in their cities.
pants raised around € 180,000 for a water project in Myanmar (including € 16,800 from Aqua for All). During lessons at the schools and information panels along the Walk4Water route children and participants learned about the need for clean drinking water and the lack of it in many places.
An intensive raising of awareness is achieved through field trips to projects for specific groups like Business Ambassadors and high school students (winners of fundraising competition). Last year ZOA invited a Member of Parliament to visit the Dolo Ado area in Ethiopia. After his return he raised awareness for the plight of the Somalian refugees and the victims of drought, in the political arena as well as in the Dutch media.
Be Fair (in Dutch: Wees Eerlijk), a campaign aimed at young people aged 14 - 16, is a cooperation between Woord en Daad and ZOA. The campaign that started in 2011 will last until 2013. Objective is to inspire young people to live sustainably and fair, and to translate Biblical concepts like justice and stewardship to everyday choices.
Business Ambassadors are entrepreneurs who are closely involved with ZOA’s programmes. Besides a yearly contribution they share their expertise in marketing and business during field trips (at their own expenses), with the country director and the beneficiaries. In The Netherlands they share their commitment and raise funds in their own personal network. In 2011 we were pleased to welcome five new Business Ambassadors. The Business Ambassadors Network had 39 members at the end of 2011. Events and campaigns ZOA organizes two events around World Water Day in March to raise awareness about the lack of clean drinking water throughout the world: Ǧ ǎ Ǐǀ ȝțȜȜƽ ȝȝȞȜ from 48 primary schools walked 6 kilometers with 6 litres of water, having found sponsors to support them. Ǧ ȟ ǀ ȝțȜȜ ȢȣȠ participants, who could choose between walking 8 or 22 kilometers with a full jerry can of water, or run the 8 kilometers distance, carrying a jerry can. Together the school children and Walk4Water partici-
In 2011 ZOA became a participant in the Micha Campaign, part of the international Micah Challenge. The Micah Challenge is a global coalition of Christians who hold governments accountable for their promise to halve extreme poverty by 2015. We empower Christians to speak out for justice and to turn compassion into action.
Communication In this chapter we focus on our communication with public groups in The Netherlands. Communication and reporting with (international) institutional donors and funds is described under the caption ‘Funding’. The year 2011 will be remembered as the year ZOA lost the ‘Refugee Care’- part of its name. ZOA does not work exclusively with refugees, so the name caused confusion about our mandate. The communication department was intensively involved in the choice of a new slogan, that would make clear at a glance what our work is. The three words Relief I Hope I Recovery show that ZOA’s target group includes all victims of natural disaster or armed conflict, and that our work goes beyond emergency relief.
By having a clearer profile, a clear message and a strong appeal, we want to expand our public support base, because we believe that expanding our constituency will directly benefit our target group in the South. Annual research about how well the organisation is known among Dutch Christians shows that 58 percent know of ZOA. We aim to raise this percentage in the coming years. The public groups we focus on are families, schools, churches, companies and trust funds. Reporting The website www.zoa.nl and accounts on Facebook and Twitter are available for the general public. Especially the intensification of social media in 2011 has helped us to interact more directly with private donors and other people interested in our field of work. Using detailed mail request registration, we serve our constituency with information according to their wishes. All private donors can receive the ZOA magazine three times a year. Each issue has a circulation of about 50,000 copies and informs the donors about the situation of our target group, the progress of ZOA programmes and ZOA-activities in The Netherlands. People on our email address list (about 15,000) can receive a monthly newsletter by email, with information about fundraising campaigns, emergency relief and other ZOA-related news. In 2011, in cooperation with the Dutch Emergency Relief cluster, two information events were organized as a follow up on emergency relief campaigns of the year before. Around 400 visitors came to the information meeting about Haiti, organized by Woord and Daad and ZOA. The four participating organisations involved in the campaign for Pakistan organized one meeting in different locations throughout the country, so constituents could easily visit a meeting near them. Some 200 people attended one of the meetings, with over 30 visiting ZOA
CHAPTER 7
head office. These were very positive events where we could meet our constituents face to face and respond to many questions. Reports about the first year of relief in Haiti and in Pakistan were also published, in print and on the website. The report Haiti, two years after the earthquake, was in ȝțȜȝǀ Complaint management ZOA has a formal procedure for dealing with complaints by Dutch constituents. In 2011 ZOA-Netherlands received 176 complaints. Main categories were about mailings, tele-marketing, donations, the door-to-door collection and the spicy nuts-campaign. In general ZOA will respond by telephone. Explanation of a situation and swift resolution of the problem usually proves to be satisfactory.
FUNDING, AWARENESS RAISING AND COMMUNICATION
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Income ZOA in 2011 Income own fundraising activities 25% Income from third party campaigns 3% Project grants 72%
Income designation in 2011 Complaints mechanisms are also in place in the various countries where ZOA is active. The commitment to the HAP Standard has stimulated us to further improve on effective complaint and feedback mechanisms for beneficiaries and partners.
Income without specific designation 58% Income with specific designation - emergency relief 20% Income with specific designation - other 22%
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OUR PROGRAMMES
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8. Our programmes Fragile environments ZOA works in countries known as fragile states, where society has been disrupted by conict, violence and natural disasters. Factors that determine whether to start working in a country are: ÇŚ ”“ĘŽˆ™ †“‰ Ž“˜™†‡Ž‘Ž™ž †˜ œŠ‘‘ †˜ ™Â?Š ‘†ˆÂ? ”‹ ˆ†•†‡Ž‘Ž™ž in communities and on the part of authorities in dealing with local conicts constructively. ÇŚ †ˆÂ? ”‹ †ˆˆŠ˜˜ ™” ‡†˜Žˆ —Š˜”š—ˆŠ˜ †“‰ Â˜ÂŠÂ—Â›ÂŽÂˆÂŠÂ˜Ć˝ •†—™Žˆšlarly among poor and vulnerable groups. ÇŚ Â?Š ‘Š›Š‘ ”‹ ˜š••”—™ ™Â?†™ ™Â?Š ‘”ˆ†‘ †š™Â?”—Ž™ŽŠ˜ ”— ”—Œ†“Žsations are able to provide for the population. ÇŚ Â?Š “š’‡Š— ”‹ •Š—˜”“˜ †‹‹Šˆ™Š‰ǀ
Programmatic approach In 2011 we redeďŹ ned our programmatic approach. Without aiming to be exhaustive, the following characteristics of the programmatic approach can be mentioned: ÇŚ ”ˆš˜ ”“ † Â˜Â•ÂŠÂˆÂŽĘŹÂˆ ŒŠ”Œ—†•Â?Žˆ†‘ †—Š†ƽ †“‰ †œ†—Š“Š˜˜ ”‹ its speciďŹ c context ÇŚ œ“Š—˜Â?Ž• †“‰ ˆ”’’š“Ž™ž •†—™ŽˆŽ•†™Ž”“ Ž“ˆ‘š‰Ž“Œ †ˆcountability to beneďŹ ciaries ÇŚ Â?†—Š‰ ›Ž˜Ž”“ ‡Š™œŠŠ“ Ć˝ Â‡ÂŠÂ“ÂŠĘŹÂˆÂŽÂ†Â—Âž Œ—”š•˜ †“‰ partner organisations on desired changes ÇŚ ”ˆš˜ ”“ ”š™ˆ”’Š ‰Šʏ“Š‰ †˜ ˆÂ?†“ŒŠ †™ ˆ”’’š“Ž™ž †“‰ beneďŹ ciary level ÇŚ ‰‰Š‰ ›†‘šŠ ”‹ ˆ”‘‘†‡”—†™Ž”“ œŽ™Â? ”™Â?Š— †ˆ™”—˜ ÇŚ šŽ‘‰Ž“Œ ‘”ˆ†‘ ˆ†•†ˆŽ™ŽŠ˜ †“‰ —Š˜Ž‘ŽŠ“ˆŠ ‹”— ‹š™š—Š —Ž˜Â?˜ǀ To program, monitor and evaluate change at community level ZOA uses a three-dimensional change framework.
The three dimensions enable us to remain focussed on what our work is all about. ÇŚ ˆˆŠ˜˜ ™” ‡†˜Žˆ —Š˜”š—ˆŠ˜ †“‰ ˜Š—›ŽˆŠ˜ ÇŚ ”’’š“Ž™ž Œ”›Š—“†“ˆŠ †“‰ Ž“ˆ‘š˜Ž”“ ÇŚ Š†ˆŠ †“‰ ˜™†‡Ž‘Ž™ž Communities in fragile settings are confronted with a variety of common social issues and problems that go beyond sector-speciďŹ c areas of attention. ZOA pays speciďŹ c attention to gender equality with respect to these so-called cross-cutting issues.
Core sectors ZOA’s sectoral focus is on livelihoods, WASH and education. In the context of conict affected fragility, livelihoods comprise how people access and mobilise resources that enable them to pursue the goals necessary for their survival and longer-term well-being, thereby reducing the vulnerability that is created and exacerbated by conict. We support our target group in restoring their livelihoods, getting them back on their feet and becoming self-sufďŹ cient again. Livelihoods relate to a wide range of interventions varying from agricultural improvement, vocational training, micro-credit and marketing support. To restore livelihoods, ZOA’s primary focus is to improve food security and economic growth, in a conict sensitive manner. The two other main sectors in ZOA’s focus are WASH (water, sanitation and hygiene) and education.
Shelter is an additional sector often included in disaster response projects and ZOA has signiďŹ cant experience and expertise in this regard.
Disaster response ZOA has many years of experience in providing support soon after a disaster. With the start of a Disaster Response Unit in 2011 we created additional emergency response capacity and put our policy into practice to extend emergency relief with a prolonged period of early recovery. The ďŹ rst countries where the new approach was imple’Š“™Š‰ †—Š †Ž™Ž †‹™Š— ™Â?Š Š†—™Â?–š†Â?Š ”‹ †“š†—ž Č?Č›ČœČ› and Pakistan after the oods in August 2010. The initial emergency phase is followed by a three year programme to support recovery. In 2011 a Disaster Response programme was started in eastern Ethiopia, during the severe droughts that hit the Horn of Africa. The Disaster Response Unit supported ZOA Ethiopia in scaling up the Dolo Ado programme in response to the acute needs. Besides distribution of emergency items (in this case wood saving fuel stoves), the basic principle here is also to support livelihoods. Not only those in the camps but also the neighbouring villagers were affected. They suffered from the drought as well, and also from the effects of a massive inux of refugees in this vulnerable environment. They received support through small scale irrigation and agricultural improvement.
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Environment Many of the target group’s problems arise from being extremely vulnerable to forces of nature. Drought, floods and scarcity can cause upheaval. Exhaustion of soil and depletion of wells is averted by protecting the natural environment and by diversifying sources of income. ZOA supports the target group by providing fuel saving stoves, teaching methods for irrigation and long term water storage and erosion protection.
Multi-stakeholder approach ZOA applies a multi-stakeholder approach: ZOA formulates programme objectives together with all of the stakeholders. In each situation ZOA determines how best to work towards these objectives and complement what is already there. ZOA works with local authorities, with local organisations, companies or groups of farmers, while in other situations it works primarily with its own staff. Local presence with own staff generates a major advantage in the development of knowledge about, and sensitivity to the local context and the dynamics between all actors present. A local presence also provides us with the flexibility to launch and implement programmes in areas where no suitable partner organisation is present.
Humanitarian Accountability Partnership ZOA became a full member of HAP International in March 2011. The objective of Humanitarian Accountability Partnership is to give the target group a voice. ZOA intends to use the HAP Standard as a tool to assess and improve accountability and interaction with its beneficiaries.
OUR PROGRAMMES
ZOA Sri Lanka volunteered to act as a pilot country for implementation of the HAP Standard. After a self-assessment to establish the current level of accountability practice, the team developed an action plan to lift its beneficiary accountability to a higher level. Main priority in Sri Lanka has been to set up effective complaint and feedback mechanisms for beneficiaries and partners. A draft Humanitarian Accountability Framework has been developed. This HAF needs fine-tuning with staff in the countries, followed by field testing and full approval of the ZOA Management Team. This will take place in 2012.
CHAPTER 8 1 PROFIEL VAN ZOA HOOFDSTUK
OURDE 3.1 PROGRAMMES ORGANISATIE
“In the camp I forgot my dignity and begged in order to feed eed my ht me children. But ZOA brought back home. I received seeds eeds and an ox and together with my wife I am cultivating our own land. My children are in school. I am a proud father now.”” Muhammad Ahmad Ali, Somali region, Ethiopia
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35 Ǧ ȟț ǀ
9. ZOA Worldwide
Ǧ ȣțț ǀ ǀ Ǧ ȝțȜȜ ȟțƽȤ ǀ
AFGHANISTAN
SUDAN
HAITI LIBERIA
MYANMAR PAKISTAN
CAMBODIA
ETHIOPIA THAILAND
SOUTH SUDAN UGANDA DR CONGO
BURUNDI
SRI LANKA
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Afghanistan Supporting victims of war, drought and floods towards better livelihoods ZOA has been active in Afghanistan since 2000. After over thirty years of wars and natural disasters, Afghanistan’s already underdeveloped infrastructure has nearly been destroyed. In the last few years many refugees are returning after many years of absence, further straining the resilience. In the two programmes in the North and in the South, we focus mainly on WASH activities and capacity building of local NGOs and local government.
Due to the drought the Horticulture and Livestock Project (HLP) had a hard time. The farmers are so poor that training and saving groups alone can hardly help them to achieve better living circumstances. A smaller scale Kitchen Gardening Project was quite successful, however. Many farmer groups received good quality seeds and training and were able to get a better diet and some income from their vegetables.
Activities
In Uruzgan three local partners have been implementing ZOA’s activities, and 48 CDCs have been directly involved in the project activities. Training was given to them in Tarin Kowt or in Kabul. Training of the female staff was much appreciated. ZOA’s partners improved substantially in all of the trained aspects, such as Project Cycle Management, Monitoring and Evaluation and hygiene education. Much work in the WASH sector has been accomplished. Besides hardware, much energy was put into hygiene awareness raising. It is encouraging to see that there are more opportunities for women to be involved in hygiene training, both women who are allowed to train and women of the households to receive such training. The availability of water for agricultural use has improved due to the restoration of karezes, culverts and dams.
Besides the normal program, ZOA is occasionally involved in emergency relief in the northern programme since the area suffers from both flooding and severe droughts. It was clear for quite some time that the drought in 2011 would come and have a serious impact. Despite of lobbying, the donor community was slow to act – at the same time the drought in the Horn of Africa was a fact. ZOA, however, carried out a Cash for Work project to assist people in Saripul, affected by the drought. Most of ZOA’s activities are executed utilizing the Community Development Committees. Each CDC represents on average 25 families with 7 members per family. The training and cooperation with these CDCs in the past few years is bearing fruit; their capacity in managing projects has been enhanced. We also see other donors starting to work through them, e.g. WFP and UNOPS. With the current implementation of the New Roll Out we are working with 54 CDCs in Saripul.
Toothpaste sold out Among other, ZOA’s programmes in Afghanistan contribute to access to basic services. After ZOA put much energy into hygiene awareness raising in the past few years, in 2011 ZOA staff in the Southern Programme area noticed signs that the communities were starting to pick up on the importance of hygiene. Local bazaars, for example, ran out of toothpaste, and the number of public bath houses increased greatly.
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AFGHANISTAN
CHAPTER 9
ZOA Afghanistan Worked in:
Southern Programme: Uruzgan province ƿ
Focused on:
WASH, capacity building, kitchen gardening and occasionally emergency relief
Results included the following:
Facilitated National Solidarity Programme for 54 CDCs | 44,000 persons received assistance through Cash for Work and water tinkering in North Afghanistan (ERF OCHA) | 800 male and female farmers received seeds and training | 25 male and 15 female farmer groups(each consisting of 20 farmers on average) received farmers’ training in North Afghanistan | 60 wells were constructed in Uruzgan | 120 wells were restored | 4,500 families given access to clean water | 358 latrines constructed | 12 km of irrigation canals were restored | 8 culverts were constructed | 4 diversion dams were constructed | 180 communities were taught about hygiene
Worked with:
The local departments of the Ministry of Rural Rehabilitation and Development (MRRD) and the Ministry of Agriculture | Irrigation and Livestock (MAIL) in all three provinces. ZOA’s South Region staff works with three local NGOs: ANCC, ARPD and NERU, under the umbrella of Dutch Consortium for Uruzgan (DCU). For reporting purposes ZOA reports to the Ministry of Finance and the Ministry of Economy. In the North there was cooperation with People in Need for an emergency Cash for Work programme.
Staff 31 December 2011:
75
Received donations from:
WorldBank (via MRRD and MAIL) | Royal Netherlands Embassy | ZOA Netherlands, ERF (OCHA)
Expenditures in 2011:
€ 1,744,480
Budget 2012:
€ 2,337,534
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AFGHANISTAN
From scepsis to happiness; from a small bag of seeds to a great harvest Small bag of seeds
Thank you - letter!
When ZOA’s agronomist Tahir distributed small bags with 66 seeds in each bag, Ghalam Rassul was very sceptical. He explained that last year he had received 1 kg of seeds, but the quality was so low it did not yield much crop. Tahir reassured him that he had tested the seeds and they germinated well. Ghalam Rassul decided to trust Tahir and the result pleased him a lot: he was able to harvest 70 kg of squash! He happily added that he would use the seeds that came from this year to plant next year.
Province Jowzjan Ministry of Education Name of the school: Yaraghli Girl’s Secondary School Date: 1390/09/06 Thank you - letter Dear honorable friends, I hope all of you will be fine. ZOA office, residing in Jowzjan province, dedicated one water tank which has the capacity of two thousand liters water and for the foundation five hundred bricks, two bags of cement and one truck of sand for Yaraghli School on 1390/9/3. We are very thankful from ZOA office that they helped us, we hope their success in the future. Kind regards, Principle of Yaraghli School
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Burundi Share and produce In August 2010 ZOA started working in Burundi through funding Burundian partner organisations. In 2011 ZOA Burundi obtained legal registration. ZOA supports people who returned to Burundi after a prolonged stay in refugee camps in Tanzania. They returned to an already densely populated country, where farmers struggle to survive on their small plots of land. Peace in Burundi is therefore always closely connected to land security. ZOA started its programme with the objective to improve food security for 2700 households.
Activities The starting point of the participating farmers is always to sort out the land rights. Returnee and host farmer together come to an amicable agreement on how to divide the land they both had rights to, without the need to take the matter to court. They receive assistance in having these agreements formally laid down in official documents with the Commission National des Terres et Autres Biens. After these official procedures they get access to agricultural assistance to improve the productivity of their plots of land; such as the improvement of structure and fertility of the soil, training, distribution of tools and access to improved seeds. The direct benefit for the farmers concerned in solving their land conflict this way is called ‘peace dividend’. The next step in improving food security is to reduce the considerable post-harvest loss. ZOA built four harvest storage buildings in 2011. It helps people to keep their seeds for the next season in good condition, and to manage the moment of selling surplus at an opportune
moment. The storage buildings have been well received and are being used by the target population. However, since the purchase in 2011, bean prices have not increased as usual, and therefore the sale of the produce has been postponed, waiting for the right moment to sell. The combined application of fertilizer and manure has led to enormous yield increase, when other requirements were respected: sound sowing, weeding and respecting the time table. The improved seeds for beans and maize are well appreciated and farmers see the production increase. Especially the new technique of sowing in lines is new to them. Most farmers start using the technique alongside their usual sowing technique. The two crops, the results of the different techniques standing side by side, help others to make the step towards the new technique as well. The approach to connect land security with increased land productivity is much appreciated by the national and district government, and other organisations are interested to learn more about the approach.
Towards a better future Among other ZOA’s programmes in Burundi contribute to community governance and inclusion. During meetings with repatriates and host population the problems are discussed openly. Everybody agrees that overpopulation, hunger, lack of arable land and hate are reasons for conflicts. But there is also broad consensus about the need for solutions. Because without solutions the land cannot be worked and there will be hunger and violence. Under guidance of ZOA’s partners pain and hope are openly talked about, until people together are committed to finding a resolution and cooperating by working towards a better future for both of them.
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BURUNDI
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ZOA Burundi Worked in:
Four communities in Vugizo and Mabanda districts, Makamba Province
Focused on:
Food security, agriculture, peace building
Results included the following:
Cohesion is being restored in 4 conflict sensitive communities | 140 cases of disputes around land ownership were settled by 280 households, those households were supported to increase their food productivity; 4 food storage buildings were constructed to store surplus harvest and planting materials | 2048 bean selling farmers obtained better prices for their produce
Worked with:
National NGOs: MiParec | CAPAD | Consédi | Réseau Burundi 2000+ | District government authorities to prepare a unit for issuing | Provincial government DPAE | Commission National des Terres et Autres Biens (CNTB)
Staff 31 December 2011:
4
Received donations from:
Dutch Ministry of Foreign Affairs | Bureau Cooperation Suisse | Schretlen Bank | ZOA Netherlands (Business Ambassadors, churches)
Expenditures in 2011:
€ 578,647
Budget in 2012:
€ 652,898
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BURUNDI
Land security, food security!
Sharing the land that belongs to both
Storage buildings full of beans
Gordian Heberi and Norbert Bitaboneka are two men in their sixties. Legally they both own the same piece of land. It is Norbert’s, because the plot has belonged to his family for ages. In 1972 he escaped the massacres that targeted Hutus at that time, and he lived in Gatumba refugee camp in Tanzania for many years. Upon his return in 2008, he found his property occupied by Gordian, who has occupied the plot since 1974. Burundian law grants property rights after thirty years of occupation. They both feel the socio-political conflict that put them both in this position has lasted too long, and it is time to search for a common ground. They agreed to share the plot while waiting for a legal decision from the CNTB. In the meantime their agricultural produce is greatly stimulated by manure, fertilizer and improved seeds and they are both happy with the win-win situation they managed to find for themselves and their families.
ZOA-programme junior advisor Gea Verhaar describes one of her visits to Makamba: “Great to see the storage buildings that they finished in just about five weeks, and which are in use as a cooperative now. Except for three, all of the 50 beneficiaries have returned the 50 kilograms of beans they had received as seeds, and all the surplus harvest they gained from it. The 100-kilograms bags have been neatly piled up and registered, waiting to be sold in favourable times. In another corner there are smaller bags, labeled with the name of the owner. These are meant for own consumption. People have worked so hard here: in farming their lands, carrying the beans on their head to the storage area, in building the storage place and in the neat and accurate registration and administration. It is impressive! For the first time ever insects here are starting to worry whether they will have access to any beans…”
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Cambodia Sufficient food for all ZOA started working in Cambodia in 1992, because of the large numbers of displaced persons and returning refugees that resulted from the civil war in the 1970’s, 80’s and 90’s. ZOA had worked with Cambodian refugees in Thailand before. When these people started to return to their broken country, ZOA came with them to support them in rebuilding their lives. Peace finally returned to the northern province Oddar Meanchey in 1999. This remote and poor province attracted then returning refugees and many others looking for a piece of land and a place to live. This resulted in an explosive growth in population, while basic facilities were insufficient and social cohesion was lacking.
Activities ZOA has been working in Oddar Meanchey since 1999, aiming at agricultural improvement and risk reduction. Within the target group, special attention was paid to inclusion of vulnerable groups like single mothers and the handicapped. Many small and medium scale irrigation schedules were implemented, greatly improving agricultural produce. In 2011, irrigation schemes were completed in 52 communities. In total 350 water using groups now maintain and use water resources and pumps. In 2011, rice yield almost doubled among almost 6,000 families. Much training and micro-credit was invested in the startup of small livestock and growing a broader range of products. 175 animal raising groups and income generating groups continue to improve income. Additional income from animal raising is up to $ 300 per year, a considerable contribution to their livelihood.
The start of three Farmers´ Cooperatives means a huge difference for the farmers. The Cooperatives serve their members with supply of agricultural goods and trading in agriculture produce. The cooperatives annual return on capital invested is approx. 12% per annum. ZOA cooperated intensively with the local government and local NGOs. The last few years ZOA´s activities were handed over more and more to these local partners, with ZOA supplying monitoring and training. Local partners also mainstream gender in all their planning.
Border conflict The conflict along the Thai / Cambodian border in March 2011 resulted in many target families becoming displaced from their homes. ZOA joined the efforts of the Cambodian Red Cross and the Government to provide them with food and shelter. They all returned to their homes around mid 2011. To support them on their return ZOA provided rice seeds and fuel for land preparation. The border has been peaceful since the elections in Thailand in mid-2011.
Phasing out 2012 ZOA’s mandate is to support victims of violent conflict and disaster. In Cambodia the end of this mandate is becoming clear. Our target groups now experience access to basic resources and services, community governance and inclusion and peace and stability. Subsequently, ZOA has started to hand over all its activities to local partners. This process will result in phasing out of Cambodia at the end of 2012.
Sufficient food and high enrolment rate ZOA’s programmes in Cambodia, among other, contribute to access to basic services. Bernie O’Neill, country director ZOA Cambodia: “I am very happy that in the programme area all 15,000 target families (75,000 people) do now have sufficient food throughout the year, even the vulnerable families. The increases in agriculture production, combined with better market access, mean that produce can be sold to meet other family needs, like adequate shelter and education. There is an almost 100 percent enrolment rate of children in primary schools as well as visibly improved housing. These are great improvements, because a few years ago many families had food shortage during several months a year.”
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CAMBODJA
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ZOA Cambodia Worked in:
Oddar Meanchey province
Focused on:
Livelihood support | Capacity building
Results included the following:
Increased agriculture production for 6,000 families | Irrigation support to 52 communities | Income generation support to 800 families | Drinking water supply to 700 families | Emergency support to 5,000 families | Capacity building of 4 NGO partners and 4 Government partners/networks
Worked with:
Local NGOs (CIDO, KBA, RCEDO and CDA) | Local Government departments (Water Resources, Agriculture, Land Management, Disaster Management) | NGO/Government network – DANGO Commune councils | Village committees
Staff 31 December 2011:
7 (1 part-time)
Received donations from:
European Union | Lakarmissionen | PSO | FAO | Concern Worldwide | ZOA Netherlands (Business Ambassadors, churches, Emergency Funds, private donors)
Expenditures in 2011:
€ 513,797
Budget 2012:
€ 135,000
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CAMBODJA
“Lin and Sophy were worried if they would ever get out of debt again.” Project ‘Oasis of security’
From deprivation to a food-secure life
This project was aimed at improving agricultural productivity and reducing vulnerability. It reached 7,456 poor rural families in 13 communities. It included a wide range of activities, for example distribution of hand tractors and quality rice seeds, installation of 43 ponds and 14 dams ensuring year-round supply of water and training 500 land-poor families in sustainable income generating activities. Not only did the rice yield nearly double in the first year, but some 4,000 families also got yields from at least two crops. Already 365 families had an extra income of $ 200 from animal raising within one year from the start of this activity. Overall these families are now much more resilient against soaring food prices and droughts.
Mut Lin was born in a very poor family in Central Cambodia. He came to Oddar Meanchey at the age of 22, because he heard land was available. There he married Bou Sophy. She had returned from the refugee camps in 1998. They faced severe food shortages as they had no tools or traction. They borrowed money to pay for treatment of their sick baby, but they were worried if they would ever get out of debt. ZOA started a project in the village in 2008. Lin and Sophy joined a hand-tractor group and received good seeds and tools. Together with their own hard work, this resulted in an annual yield of over 2,000 kg of rice (before less than 900 kg). With a small capital of $ 50 they started raising chickens in 2009. That now yields an annual extra income of $100. They also joined a vegetable project, using the community pond dug in the village by ZOA in 2009. They have since been able to leave their tiny shelter behind and have managed to build a sturdy house.
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D.R OF CONGO
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Democratic Republic of Congo Return and recovery in a fragile situation ZOA has been working in the Democratic Republic of Congo since 2008, supporting returnees, IDPs and the host population in improving their livelihoods. Both in South and North Kivu the consequences of war continue to affect people’s lives. Farmland has been abandoned, and little remains of the social and economic infrastructure. Social cohesion between returnees and host population is low, because many people have been away for several years. Conflicts on land rights easily escalate. Security is sometimes threatened by roaming rebel groups looking for food. Continuously promoting community governance, inclusion, peace and stability in these fragmented and traumatised communities is a challenging but essential part of ZOA’s programme.
Activities In the selection of the beneficiaries we pay careful attention to include the most vulnerable households. Single parents, grandparents who take care of their grandchildren, and families with a disabled family member or chronic disease have particular difficulties supporting themselves. 7,587 vulnerable families were included in our programmes and could choose the kind of support that would suit them best. 5,864 chose to receive seeds, cassava cuttings and tools and were trained in improved agriculture; 1,185 chose to receive goats, sheep, guinea pigs or rabbits and were trained on small animal husbandry, and 538 chose to receive support in small income-generating activities, including a start-up grant of between $ 80 and $ 120. This contributed to their self-sufficiency and their food security situation improved. However, production levels still need to be developed further to provide a more stable basis for the families.
Also, 440 vulnerable households were facilitated to have access to financial sums of money for small investments, through the formation of twenty Village Savings and Loan Associations. A special group ZOA is paying attention to is teenagers who have missed out on primary school because of the years of war and displacement. To prevent the emergence of a generation without any education at all, we provide accelerated primary education especially for this group. 1,542 Adolescents went to school in 2011, with 412 being able to finish it this year. With specific interventions aimed at conflict resolution, peace building and gender awareness we reached 250 local leaders like religious and school leaders, political and village leaders, representatives of youth, agriculturalists and cattle farmers. They were trained in non-violent methods of conflict resolution. Though formally there is a court system that people can access to solve conflicts, these procedures are expensive, frequently corrupt and besides, do usually do nothing to cure the underlying pain and hate. The local leaders reached about 3,000 villagers with their training about the consequences of violence and about the importance of peaceful coexistence. In the project area people opened up to register 169 conflicts on topics of land rights and gender in the first year of the project. Already 57 of these were resolved peacefully by the end of the first year.
More food, more possibilities ZOA’s programmes in the Democratic Republic of Congo, among other, contribute to access to basic services. Jan Huls, ZOA’s Country Director in DR Congo: “If vulnerable households do not have enough access to food, their income is not sufficient for basic services as education and medical services either. The approach to improve the livelihoods, aiming at raising their household income, is proving successful. Many of these families now can send their children to school and can afford medical treatment when necessary.”
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D.R OF CONGO
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ZOA DR Congo Worked in:
South Kivu Province: Fizi district | North Kivu Province: Lubero district
Focused on:
Food security | Capacity building of civil society | Accelerated primary education | Community governance
Results included the following:
Training and support for 8 partners NGOs | 5,864 vulnerable households chose to receive seeds and tools and were trained in improved agriculture | 1,185 vulnerable households chose to receive 2 goats or other animals and were trained on small animal husbandry | 538 vulnerable households chose to receive support in small income-generating activities, including a start-up at $ 80 or more | 22 village committees reinforced in governance and gender | 20 savings and loans groups supported | 5 village peace committees were facilitated, who in turn trained 2,806 household members | 1,542 teenagers provided with accelerated primary education, with 42 teachers trained and with support from 7 parents’ committees
Worked with:
National NGOs: ACPDI | ASMAKU | CEAPRONUT | CEPAC-BDR | CEPROF | COOCENKI | GEADES | HUMAC | and Government departments: Provincial Agricultural | Ministries and District Inspectorates | District | Educational Department and District Inspectorate
Staff 31 December 2011:
31
Received donations from:
Embassy of the United States of America, Kinshasa | Belgian Government (DGD) | Dutch Ministry of Foreign Affairs | ZOA Netherlands (Business Ambassadors, Turing Foundation, churches, companies, private donors)
Expenditures in 2011:
€ 1,497,876
Budget 2012:
€ 2,276,520
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D.R OF CONGO
The importance of peaceful coëxistence
Improved food security for the vulnerable In the village Lobilo, located on the Ubwari peninsula, 230 households were selected to benefit from activities to improve food security. Among these households were recently returned families, families with a chronically ill or physically handicapped family member, widows and widowers, and elderly people. To work towards improved agricultural production for these families, they got access to tools like hoes and machetes, cassava planting materials and seeds of beans, peanuts and maize – these species were discussed with them first. Then they received training on modern agricultural methods such as tilling instead of burning the fields in preparation for cropping, sowing in lines and methods of harvest storage. In the same area other projects were promoting animal husbandry and supporting processing agricultural produce. The combination of these diverse activities is of great importance for the area, resulting in better livelihoods opportunities for many.
A new perspective: peaceful conflict resolution “My name is Na’ Abwe Apendeki, I am married and mother of 7 children. I am very delighted by this project on the peaceful resolution of the conflicts, because in our village there are many conflicts. I myself have a conflict with my neighbour about the borders of our fields. This conflict goes back a long time. I have been trying to find the financial means to file a complaint against him. But having followed these lessons on the consequences of conflicts and peaceful cohabitation, I am very touched. Considering the consequences of going to court, like loss of means, mistrust and hatred, I want to seek now how we can sit down together and solve this conflict peacefully. I never even considered that to be a possibility! Please continue your awareness raising on this issue here in Fizi!”
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Ethiopia Drought and disaster for many, a new beginning for others. ZOA Ethiopia has been working with refugees and displaced persons since 1994. ZOA works with both internally displaced people, the host population and returnees as well as with refugees that arrived from Somalia during the serious droughts in the Horn of Africa in 2011. ZOA focuses on the sectors WASH, food security and improving livelihoods, with environmental protection as a major component. In this way conflict induced households and other vulnerable people will be better prepared for subsequent natural disaster.
Activities In Gambella the projects aimed at improved food security are confronted with major challenges; inconsistent rain and conflict kept the 2,313 very needy households selected for the food security project from fully benefitting. ZOA is cooperating with UNDP to improve the food security situation for these families for the coming years. In the northern part of Somali region the year 2011 was a year of hope and a new beginning for 740 families who returned home after a prolonged period in IDP-camps. ZOA made transport possible and gave house construction materials, agricultural inputs and a 1,500 birr (around 60 Euro) start-up capital. 690 Households attended crop production and animal husbandry training, and 203 households received business skill training. Many started small businesses such as a cafeteria and butcher shop. While in the camps the men were often passive and idle, it was a joy to see them take up their responsibilities in their home villages to take care of their families again. All of the families have said they are satisfied to be back and believe they are now permanently settled. Meanwhile, in Hartisheik camp ZOA is still involved in
improving the water situation, both structurally through rehabilitation of water sources and also by trucking in emergency water during the severe droughts that the region experienced during 2011.
Emergency relief in Somali region In the southern part of Somali region the small ZOA team was confronted with a massive influx of Somalian refugees in the course of 2011. The team was quickly extended and an emergency programme started in August. The first component was the distribution of 6,026 fuel saving stoves, accompanied with a 30 minute instruction of how to use them. These stoves reduced the amount of wood required to cook up to 40 to 70 %; reducing the work load for the women and dangerous situations during wood collection, and had a positive impact on the environment. The second component was the construction of a temporary school building, in anticipation of a permanent one, housing 800 children from Kobe camp. The third component consisted of income generating activities and agricultural improvement with small scale irrigation schemes for refugees and the host population. 202 people received business skill training, 302 people received animal husbandry training including the distribution of goats and chicken.
Education and inclusion Among other ZOA’s programmes in Ethiopia contribute to inclusion of vulnerable groups. The arrival of many returnees provided the local educational systems in Somali region with a sudden increase of school age children. ZOA worked with regional and zonal education offices for the inclusion of returnees’ children in the educational plans. Though the educational officers raised concerns regarding a shortage of school furniture, it was agreed that all school aged children were welcome to attend the primary schools. ZOA assisted 170 needy students with exercise books and pens.
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ZOA Ethiopia Worked in:
ƾ ǩ Ǫ | Southern Somali (Dolo Ado)
Focused on:
Livelihoods and food security | Education | Environment | Water and Sanitation | Capacity building of local government and local NGOs
Results included the following:
Kobe camp, Somali region: 6,026 households received fuel saving stoves | One temporary primary school with toilets constructed for 800 children; the construction of a full fledged primary school is in progress | 324 beneficiaries received business skill training | 336 beneficiaries received animal husbandry training Jijiga, Somali region: 740 households returned and reintegrated to their home villages along with the necessary inputs including house construction materials, seeds, agricultural tools, goats and skill training on business and animal husbandry | 57 returned households supported with donkey, ox and goats | Water trucking for 1466 Hartisheik IDPs and local communities | ǂ ʬ | Gambella region: 2,313 households received seeds, tools, goats or fishing nets | 2 Disaster Risk Reduction committees strengthened | 1 grinding mill installed for women | 3,035 (1,533 girls) pre-school children attended pre-school education in Pugnido Camp | Pre-school teachers supported with incentives | ȡȝ ʬ
Worked with:
Evangelical Church Mekan Yesus (EECMY) | Save the Environment (SeE) | Disaster Preparedness and Prevention Regional Bureaus (DPPB) | Regional Bureaus of Agriculture | Administration for Refugees and Returnees Authority (ARRA) | United Nations organisations (UNHCR, UNOCHA/HRF, UNDP)
Staff 31 December 2011:
60
Received donations from:
HRF/UNOCHA | UNDP | Tearfund Australia | ZOA Netherlands (Emergency Funds, Woord en Daad, private donors, churches, schools, companies, Business Ambassadors, Rotary Vlaardingen, Stichting Liberty, Third Parties EO-Metterdaad/Prisma)
Expenditures in 2011:
€ 1,326,325
Budget in 2012:
€ 1,525,500
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“All I have been praying for was to live with dignity.” Assistance to flood affected households in Itang This emergency project was a response to the human suffering caused by flooding in Gambella in mid 2010. Large parts of crops were lost, as well as grain and food reserves and household assets. Agriculture Development Workers and Community Health Workers received training on flood resilient agriculture, and also instruction in conducting training for communities. They then trained 347 members of the targeted households on improved agriculture. HIV/Aids awareness raising and gender sensitization were also included in the training activities. In total 613 of the most affected and vulnerable households were addressed through the provision of agricultural tools or fishing gear, seeds and a milk goat. Sixteen District Agricultural agents and staff of the Disaster Prevention and Food Security Agency followed a three day Disaster Relief Management and Early Warning training course. Hence, this project not only assisted households to quickly restart their production schemes; it also built flood resilience capacity at community and government levels.
From beggar to farmer Muhammad Ahmad Ali (45) is father of nine children. He stayed in Hartisheik for eleven years as an IDP. In 2011 he returned to his home land with support from ZOA. “Life in Hartisheik was difficult. I worked as a day labourer, cleaning garbage. When I had no work, I forgot all my dignity and begged in order to feed my children.” His eyes then fill with happiness. “ZOA brought me back home, I received seeds and an ox, and together with my wife I am cultivating our own land, growing maize, tomatoes, ground nuts and cabbage. My children never knew school, now six of them are in school. I am a very proud father now and I can say that all became possible because of ZOA.” He touches a plant with affection when he says: “For eleven years alI I have been praying for was to live with dignity.”
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HAITI
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HAITI
Haiti Recovery from disaster, hope for the future. ZOA implements a three year programme in the Leogane †—Š†ƽ ™Â?Š Š•ŽˆŠ“™—Š ”‹ ™Â?Š †“š†—ž Č?Č›ČœČ› Š†—™Â?–š†Â?Šƿ Ž›Šǂ lihoods for Earthquake Affected People (LEAP). Shortly after the earthquake many people from Port-au-Prince came to stay with their relatives in the rural areas of Leogane. This was a heavy burden for these poor families, who received as many as ten people and were forced to use their saved seedlings and to sell their small animals to feed additional mouths. The objective of ZOA’s programme, that started in †“š†—ž Č?Č›ČœČœĆ˝ Ž˜ ™” †˜˜Ž˜™ ȥƽȢțț ‹†’Ž‘ŽŠ˜ NJ†—”š“‰ Ȟȥƽțțț people) till they have the same level of income as before the earthquake – and preferably even above that level.
Activities The three major components of the LEAP-programme are: micro-enterprise development, business development and sustainable agriculture. 446 micro-entrepreneurs (more than the initial 400) received loans. Ninety-seven percent are involved in small trading, while the others are bakers, tailors and restaurant owners. Second loan cycles have been extended to 105 of them. A large majority of the lenders testiďŹ ed that they experienced an increased income, with an average of 67 percent. Fifty-four new, informal jobs have also been created through the programme. Fifteen small or medium entrepreneurs completed the 12-session business training course of the development programme. The course is a preprequistie for any ďŹ nancial assistance. They are now able to make their proďŹ t and loss statements and business plans. These ďŹ fteen en-
trepreneurs receive ongoing coaching. Though one of the targets was to create ďŹ fty new jobs in 2011, this process started off slower than expected and only two new jobs were created. We expect this to improve in 2012, once the entrepreneurs receive loans and start implementing their business plans. The sustainable agriculture programme targets 1,500 households. In 2011 already more than 2,000 families in sixteen communities received different kinds of assistance to replace their assets lost from the earthquake and to help them augment their income. Farm tools, beans, seeds and seedlings were distributed. 1,591 female goats and 50 male goats were distributed to twelve communities, beneďŹ tting 531 groups with three members each. Thirty local farm leaders were trained in basic veterinary care. Six communities constructed seed banks and eleven communities set up tree nurseries. For protection of the vulnerable and badly eroded soil, 101,185 linear meters of contour canal now help to prevent erosion. In the mountain community Constant one member of the village committee described vividly what difference the LEAP-programme meant: “Last year we lived in tents and we had no idea what the future would look like. But now we are looking forward to harvest time; we will have beans, maize, vegetables and fruits. The goats are expecting little ones. We can look at the future with hope now.â€?
How could I lose hope? ZOA’s programmes in Haiti contribute, among other, to peace and stability. Haiti is one of the poorest and least developed countries in the world, and struggles with political instability, annual hurricanes and the consequences of the worst earthquake in 200 years. Does ZOA’s programme manager Jeff Cosico never lose hope for the country and still believe in peace and stability? Jeff Cosico: “Do you know the quote from the Bible, where Jesus admonishes us to be faithful in a very little? That is what I do in Haiti, and I trust God to bless the work. How could I lose hope then?�
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ZOA Haiti Works in:
Leogane commune, Ouest (West Department): sections Grand Riviere | Palmist a Vin and Fond de Boudin: 15 mountain communities plus 10 lowland communities
Focuses on:
Sustainable Agriculture Development | Business Development and Micro finance and training | Capacity Building as integral component
Results included the following:
Loans to 446 micro-business people; 105 received second loans | 15 Small and Medium Entrepreneurs finished Business Development training | Farm tools such as hoes, machetes, and knives to 1,324 farmers | Black beans 281 families, lima beans to 1,375 families, corn to 98 families, banana seedlings to 1,882 families | Vegetables seeds such as eggplant, leek and mung beans to 205 families | Distributed 1,591 female goats plus almost 50 male goats to 12 communities | Six communities constructed/constructing seed banks | Eleven communities set up tree nurseries | 30 local farmer-leaders were trained in basic veterinary care | Constructed 101,185 linear meters (37,735 last Oct and 63,450 last Nov) contour canal to prevent soil erosion
Works with:
Christian Reformed World Relief Committee – International Disaster Response. ZOA’s programme manager for the LEAP-programme is part of the CRWRC- Disaster Response team | Leogane local CASEC government Farmers Associations | PWOFOD: Program Formation Dyak | PWW (Partners Worldwide) – Haiti
Staff 31 December 2011:
1
Received donations from:
Stromme | Lakarmissionen | ZOA Netherlands (Emergency Funds, Third Parties EO-Metterdaad/Prisma, Dr. Hofstee Stichting)
Expenditures in 2011:
€ 1,822,681
Budget 2012:
€ 300,000
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“We are looking forward to harvest time: we will have beans, maize, vegetables and fruits.” Proud to be a Local Agricultural Technician: Louise
The impact of Business Development for Small Entrepreneurs
“I feel I am very useful now to our community,” says Louise Blanchard proudly. She is a 38-year old single mother from mountain community Morin , and trained as a Local Agricultural Technician. Blanchard lost her house in the earthquake and is still living in a tent near her mother’s house. “ZOA and CRWRC trained us on basic veterinary care and gave us medicines to treat the common sickness of our animals. They also taught us how to conserve our soil, gave us some money so we could construct canals on the hills, and this prevented more erosion,” narrates Blanchard as we walk towards their community nursery. She shows us the nursery that the farmers constructed with newly germinated lemon, coffee and orange, and vegetables like cabbage, sweet pepper and carrots. “Many of the goats that we got have their own kids now, we are very thankful,” Blanchard says.
Since his house and workplace collapsed during the earthquake in 2010, Jean Gilles rents a place. In front of the house he works under a tarp, together with some trainees and staff. He participated in the Business Development course for Small and Medium Entrepreneurs, and is being coached by project staff in managing his business. Jean: “I have been working as a sculptor for many years now, but the training gave me a lot of insight in bookkeeping and managing my business, for example. The course also helped me to organise my materials properly, to keep a clear overview. I have not received a loan yet but with only knowledge I could already improve my business.”
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Liberia Improving livelihoods in fragile peace ZOA has been working in Liberia since 2003. The fourteen years of civil war in the country, as well as violence in the neighbouring countries, caused massive displacement. Liberia is still suffering from the many consequences of war. Severe poverty, tribalism, corruption, political instability, illiteracy and lack of employment opportunities continue to undermine the fragile peace. ZOA started its work in 2003 with emergency relief to refugees and displaced persons. From there the work evolved towards rehabilitation.
ZOA supported 2,000 women, mostly single mothers, in urban gardening, thereby improving their access to a sufficient and healthy diet, and the possibility to sell the surplus, in turn making it possible for them to send their children to school. ZOA supported two small projects to provide night school education for 100 girls as well as vocational training in local skills for a further 100 girls. These girls had been forced out of the formal education system due to social and human rights violations against women and girls and through teenage pregnancies.
Activities ZOA focuses mainly on WASH and on improving livelihoods and agricultural improvement. The WASHprogramme has been ongoing for several years, with the construction of wells, the building of community latrines and the training of tens of thousands of family heads in hygiene awareness. In the harsh urban circumstances, where contagious diseases lie in wait, this programme has made a difference in the daily lives of many. Cholera occurrence is already substantial lower in these areas, as a result of previous ZOA interventions in Monrovia. Improving livelihoods is mainly achieved through agricultural improvement. The Farmer Field Schools are instrumental; groups of people working together and learning modern agricultural, storage and marketing techniques, acquiring knowledge that has been lost because of the war. The support of ZOA Business Ambassadors adds a great deal of value, by stimulating economic development in this fragile situation. The Business Ambassadors are also actively involved in funding and providing advice in the women’s woodworking business.
Rebuilding communities Social cohesion is very weak because so many people have been displaced. ZOA is making a special effort to work to rebuild social structure. In 2011 600 people followed a course in Participatory Development Management, thereby expanding their capacities to take community development into their own hands. Surveys later showed greater community ownership of the development process. A sense of inclusion in tribally mixed communities became apparent, particularly with the greatly increased inclusion of women in community leadership positions and the inclusion of other less privileged groups in the decision making processes.
Refugees from Ivory Coast In the first half of 2011 thousands of refugees arrived in Liberia from Ivory Coast. ZOA was able to assist 400 families in two refugee camps with seeds and tools, and training in conservational agriculture.
WASH and social cohesion ZOA’s programmes in Liberia contribute to, among others, social cohesion. Lack of social cohesion in the Paynesville District slowed down the planning of a water and sanitation intervention. This urban community is split between Christians and Muslims, with little interaction between them. Before the siting of wells and communal latrines could begin, attention needed to be given to mobilisation of the communities and an in depth assessment of the 35,000 beneficiaries. Much work was done with youth groups from both communities. In the end the provision of 51 tube wells, 23 community latrines and the training of 26,000 household heads in hygiene practices was completed in accordance with the plan.
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ZOA Liberia Worked in:
Margibi and Montserrado counties: Todee District, Kakata District and Careysburg District, Greater Monrovia (Paynesville) | Grand Gedeh county: Gbarzon district
Focused on:
Food security, water and sanitation, capacity-building of civil society and adult education.
Results included the following:
Training and support for main consortium partner TDC-L (The Development Consortium –Liberia) and its 7 constituent members | installation of 51 tube wells serving 25,500 beneficiaries | 20 wells rehabilitated serving some 5,000 people | construction of 23 community latrines serving 10,825 people | 26,000 family heads received hygiene promotion education | 600 community members completed a course in Participatory Development Management training | 10,000 farmers received a revision course in conservation agriculture | 350 families received seeds and tools | 8 Farmer Field Schools with 105 members supported with extension services | 2,000 women in Monrovia completed urban gardening and malaria control training | Women’s woodworking business set up and equipped | 30 Local government officers trained in Community Participatory Development Management | 400 Ivorian refugees at 2 refugee camps in Grand Gedeh trained in conservation agriculture and received seeds and tools
Worked with:
CARE USA, Save The Children UK, ACDI/VOCA, The Development Consortium – Liberia (LNGO partner), Ministries of Agriculture, Education, Health & Social Welfare, Public Works, Lands, Mines and Energy, county development authorities in Margibi and Montserrado counties
Staff 31 December 2011:
15
Received donations from:
ECHO | CRWRC | Dutch Ministry of Foreign Affairs (MFS-2) | PSO | ZOA Netherlands (Business Ambassadors, churches, schools and Third Parties DEL and Happy Gift)
Expenditures in 2011:
€ 1,830,413
Budget in 2012:
€ 1,316,435
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“Now we are confident”, says Nancy with a smile on her face.
The Study Group Project ZOA held revision workshops in agriculture and nutrition for 500 groups of 20 participants each in rural Montserrado and Margibi. The curriculum was designed specifically to cater to a largely illiterate target community, making it necessary to translate the course into graphics and photographs for use by these participants. The subjects included nutrition, gender and peace building. The immediate impact of the training courses seen in surveys was: 85% of the beneficiaries were using the new methods of production and yields were generally improving, thereby reducing the ‘hunger gap’ in the worst of the rainy season. Environmental cleanliness around habitations was practised by 75% of residents, and communal sites were much cleaner. We found greater spreading of the work load between men and women and a genuine reduction in gender based violence towards women. There seemed to be a reduction of the ‘dependency syndrome’ as beneficiaries became convinced of the benefits of self-sufficiency and self-help.
The Farmer Field School: the Kollie family Joseph Kollie, a former heavy duty truck driver, and his wife Nancy, stayed in a camp for internally displaced during the civil war. They then moved to stay with relatives in a small village, where they started growing cassava. Joseph: “The income was not enough to put our nine children in school. The cassava was difficult to transport and it spoils quickly. Prices were low and our local varieties were diseased.” In 2008 Joseph and Nancy joined ZOA’s Farmers Field School and learned by taking on new farming practices such as constructing nurseries, using raised beds, planting in lines, mulching, making compost and organic pesticides. They were provided with improved seeds and basic farming tools. “We have a 2 acre farm, where we now grow high value vegetables like pepper, bitter ball, mosaictolerant cassava and rice in a small swampland. Now we are confident that we can send our children to high school and even to college”, says Nancy with a smile on her face.
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Myanmar (with CDN) Resilient to drought and floodings CDN, Consortium of Dutch NGOs The Netherlands, has been working in Myanmar since early 2008. CDN is a cooperation of two Dutch organisations, ZOA and Red een Kind. With permission of the Ministry of Agriculture and Irrigation in Nay Pyi Taw, CDN started with emergency relief after the devastating cyclone Nargis hit the Ayeyarwady Delta. Presently, CDN is also involved in assistance to the victims of the cyclone Giri, that hit the west coast of the country in 2010. CDN focuses on food security and WASH. CDN cooperates intensively with the local and central government and with the local organisation Myanmar Heart Development Organisation (MHDO).
Activities Part of Rakhine State was hit by cyclone Giri and by massive landslides in 2010. CDN was able to assist the farmers in the Giri affected area with a renovation programme in 74 villages. CDN, together with UN-WFP, repaired 78,8 km of farmer embankments, 3,2 km of water ponds and 11 km of village access roads, through Food for Work and Cash for Work. A total of 11,139 households received food (rice) for over three months. The rehabilitation of an irrigation canal resulted in the possibility to grow summer rice and provided protection from flooding. Through land reclamation and the distribution of farmer inputs such as seeds, tools and fertilizer, 386 farmers could re-start farming. In South Shan State and Magway Division CDN implemented programmes for the improvement of the water and sanitation situation. Safe drinking water became available to a total of 5,104 households (higher than the
target of 3,200 households) as well as to 3,612 school pupils. In Magway Division, 812 households participated in the Community Led Total Sanitation (CLTS) programme. On-the-job training resulted in local knowledge on how to produce pits and water catch containers. Each village received a complete mal set. A total of 22 acres could be irrigated, benefiting 104 households. In Ayeyarwady Division CDN found that villages where embankments were reconstructed, farmers are now able to harvest twice a year, compared to the one harvest per year before. A total of 1,509 acres of land can be irrigated benefiting 840 farming households. 249 Households received agricultural inputs. An increase in land preparation, a surplus of rice and an increase in income is reported. 1,114 most vulnerable families participated in Cash for Work activities, though not all families achieved an actual income that met the needed income. Water management groups were trained on water pond maintenance and financial management. These groups are linked to the Irrigation Department and are now comfortable to ask for advice and assistance. Farming and fishing cooperative groups gained negotiation: skills (gaines negoliation skills). Also rice bank committees were set up and trained.
Access to water and sanitation CDNs programmes in Myanmar contribute among other, to access to basic services. The access to safe drinking water in the villages and sanitation at schools, a result in Southern Shan State and Magway Division, means a considerable improvement of the health and sanitation situation. Another positive result was the great reduction of time that people need to fetch water.
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Myanmar (with CDN) Worked in:
South Shan State, Magway Division, Ayeyarwady Division and Rakhine State
Focused on:
Food security and WASH
Results included the following:
Rakhine: renovation of 78.8 km of farmer embankments, 3.2 km ponds, 11 km of village access roads in 74 villages. A total of 11,139 households received food (rice) for about three months | South Shan State and Magway Division: 812 households in Magway Division participated in the Community Led Total Sanitation (CLTS) program. A total of 22 acres could be irrigated in Magway, benefiting 104 households | Ayeyarwady Division: In villages where CDN helped to reconstruct farmer embankments, farmers are now able to farm twice a year. Increased access to water is used by villagers to start small-scale homegardening. A total of 1,509 acres of land can be irrigated benefiting 840 farming households.
Worked with:
Local NGO Myanmar Heart Development Organisation and government departments like Myanmar Agricultural Services
Staff 31 December 2011:
25
Received donations from:
ECHO | LIFT | ZOA | Woord en Daad | Red een Kind | WFP | CRWRC
Expenditures in 2011:
€ 1,082,910
Budget in 2012:
€ 1,018,023
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Re-start of farming
Dutch fundraising event: Walk4Water
Improving people’s food security
The fundraising event Walk4Water in The Netherlands raised funds twice (2010 and 2011) for improving the water and sanitation situation in Magway Division and Southern Shan State, with co-funding from Aqua for All (2010). CDN was able to assist 13,325 people in rural villages with access to clean drinking water. The main objective of this project was to improve health and living conditions of local people by providing improved sustainable access to quality water supply and sanitation facilities. The need for quality drinking water was even higher than anticipated due to the change in the weather pattern. Many drinking water facilities were constructed in the villages. In relation to sanitation the focus has been mainly on schools, because of the higher urgency and to give a stronger focus on the position of children. The 2,400 school pupils who use the improved facilities at school received training about hygienic behaviour. They in turn are of major importance as messengers of change in their families.
The primary beneďŹ ciaries in Northern Rakhine State are food insecure due to unpredictable weather conditions. For their survival smallholder farming households depend to a large extent on daily wage labour. Some have small plots, less than 2 acres, of arable land. The landslides in June 2010 destroyed the standing crops and covered their plots with a thick layer of sediment. About 10,000 people were reached with activities to improve their food security. CDN cleared the paddy ďŹ elds that were covered with mud in time for cultivation. The need for direct access to sources of income has been addressed through cash-for-work activities. The activities will have a long-term spin-off through the public works that are constructed or repaired, such as drains and irrigation wells.
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PAKISTAN
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Pakistan Restoring livelihoods after devastating floodings ZOA started a Disaster Response Programme in Pakistan following the floodings in August 2010, in collaboration with local partner I-LAP (Interfaith – League Against Poverty). Together they initiated an early recovery mission to assist in preparing the lands, repairing the irrigation system of the most vulnerable flood affected people and establishing Community Based Organisations in order to socio-economically empower the people of Rahim Yar Khan District.
Activities ZOA and I-LAP assisted 13,858 flood affected families and helped them to resolve their livelihood problems. These families are tenant-farmers or owners of less than five acres. Today, these families have succeeded in cultivating their lands. Main crops are wheat, cotton, sugar cane, maize and mangos. The early assistance has been of considerable support, because otherwise they would have to get loans to survive. Now deeper debts have been prevented. Another part of the Disaster Response was the construction of One Room Shelters (ORS) and a latrine / washroom for vulnerable families. Selection of the beneficiaries was a time consuming but careful process done in close collaboration with the CBOs. During meetings with the CBOs the selection criteria were discussed and agreed on. Then these CBOs would make a list with names. The field team visited each family to verify the damages and vulnerability. Finally 185 ORS were built, benefitting 1,295 people. The potential for future flooding has been accounted for in the design of the shelters. I-LAP also provided WASH training to the adult women
of these ORS households. The shelter project has strong elements of recovery (shelter), as well as developmental elements as training and capacity building of CBOs and beneficiary families. The action assisted a large number of flood affected people to move from insecurity to stability. The start of 400 Community Based Organisations has been of great importance for the ongoing of the rehabilitation as well as for the structural empowerment of these disadvantaged groups. The weakest groups in society were hit hardest by the disaster. Education levels are low and they are very vulnerable for exploitation by landowners and middlemen. A major objective of the programme is to make these groups more resilient towards natural disaster and exploitation. Because of low education levels, self organisation is complicated. I-LAP and ZOA support and train them. Initially much of the attention went to explaining the importance of collaboration and organisation, for example about the profits of joint purchase and selling. These groups are the starting point for training on several topics to reduce vulnerability: marketing, saving and microcredits, peace building and gender based violence. Parallel to the CBOs that consist exclusively of men, female I-LAP works with women groups on hygiene, home gardening, small livestock, a healthy diet and the importance of education for their children.
Better understanding Among other, ZOA’s programmes in Pakistan want to contribute to peace and stability. The CBO formation activity has enhanced the peace and understanding between different families or members of the two groups Basti and Muza and also increased the stability and unity within the community to face any possible future challenges. The meetings with the CBOs have allowed the beneficiaries to regain hope with a positive attitude towards the future. The meetings have served to provide the CBOs with a better understanding of peoples’ needs and the collective decision making has enforced ownership on decisions, reducing conflicts based on favoritism and bias.
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ZOA Pakistan Worked in:
13 Union Councils of Rahim Yar Khan, Southern Punjab
Focused on:
Capacity-building of Civil Society | Agriculture | Water, Sanitation, Hygiene promotion (WASH) |Shelter | Disaster Risk Reduction
Results included the following:
Training and Agricultural Support for 400 CBOs (Community Based Organisations) | 100,000 Beneficiaries (13,858 Families) | Support of a national NGO | Construction of 185 ORS (One Room Shelters) | Construction of 185 latrines
Worked with:
National NGO ‘I-LAP’
Staff 31 December 2011:
2
Received donations from:
ZOA Netherlands (Emergency Funds) | Woord en Daad | Dorcas Aid | Kerk in Actie | ECHO | Red een Kind | Lakar Missionen
Expenditures in 2011:
€ 1,203,833
Budget in 2012:
€ 1,435,505
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Stronger communities, more resilience
The emerging strength of a CBO
A house for a single mother and her children
In one of the communities another NGO was active alongside ZOA / I-LAP. This NGO was working on shelter construction. During their assessment they were selecting non-flood affected beneficiaries and non-vulnerable farmers. This caused concern and dissatisfaction in the community who felt that the assessment was biased and inaccurate. The CBO members got together and asked the NGO not to allow their team to conduct the assessment unless their team used the CBO platform. The NGO team complied and consulted the CBO members along with executive body and board members to accurately identify the most vulnerable. This caused satisfaction amongst the community members and any ill-feelings that occurred during the previous assessment were removed.
Zubaida Mai has five children. Her husband divorced her before the 2010 floods. Still, before the floods she was able to provide for her children by selling milk at the local market and to harvest grains from two acres of land on lease. The disastrous floods severely damaged her house and washed away the cultivated cotton crop. She settled on the embankment and received limited food rations. Her children were suffering from water borne diseases. She had to get a loan to continue leasing the land. With support from I-LAP she was able to cultivate wheat, so she could reduce the burden of loans by selling the surplus. Still, they continued to live in a tent. Then she was selected for a One Room Shelter. When visited at her new house, she beamed: “I am very pleased to see my family now has protection through a safe and secure house, and a latrine. I am thankful that we can live in dignity now.”
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South Sudan Recovery in an independent fragile country For South Sudan, 2011 was a very exciting year with independence and the founding of the new Republic of South Sudan. For ZOA and its staff there is much work to be done, given the current situation of the new republic that has been destroyed by decades of war, intermittent tribal clashes, hundreds of thousands of returnees to the countryside. ZOA focuses on recovery of civil society, with primary attention to food security and livelihoods, water and sanitation, education and capacity building.
Activities Due to the decades of war, the education level is very low throughout Southern Sudanese society, including local partners and government officials. Much attention has therefore been paid to training people; for example: thirty local government officials received a course on project cycle management and two officials from the Terekeka Water Department were sponsored to attend ǀ building efforts are showing structural results. Capacity building is also an important aspect of the cooperation with local NGO-partners. We were pleased that one partner, Compass, was able to attract other international donors besides ZOA for their activities. Finding well qualified national staff is also difficult for the ZOA team. A series of staff development courses were organized in 2011. This has improved the capabilities of these committed Southern Sudanese staff, profiting both them and their country longer after ZOA will have left. Many CBOs were started at grassroots level and supported in different sectoral fields.
ZOA runs one of the largest Food Security programs in Central Equatoria. Over 92 farmer groups with on average 25 farmers, work to improve their productivity and farming skills. The program contributes significantly to the goal of self-sufficiency in food, set by the government. In addition, beekeeping groups and micro-enterprises for food processing were established and trained. Other CBOs that were started and supported were Village Savings and Loans Associations (ten of them integrated into a farmers production cooperative), Functional Adult Literacy groups and groups involved in school gardens. Nine volunteers were also selected to train CBOs on good hygiene and sanitation practices. However, ZOA stopped support of the Parent Teacher Associations, which proved to be unsustainable due to ever changing membership of the PTAs. ZOA continued to provide Voluntary Counselling and Testing (VCT) services through outreach and at static VCT centres. Nine thousand people were tested. Those found to be positive were referred to hospitals or other organisations for post-test support services
Hardware In Education and WASH, capacity building of CBOs is combined with support on the hardware: classroom blocks were built, desks and learning materials supplied, pit latrines constructed, boreholes drilled or rehabilitated, water tanks installed. WASH activities are primarily implemented nearby schools or health facilities.
Water for humans and livestock ZOA’s programmes in South Sudan contribute among other, to access to basic services. In Terekeka County the Mundari pastoralists move around in search of grazing and water for their cattle, which sometimes brings them into conflict with their neighbours the Dinkas. ZOA delivered an unprecedented 35 new boreholes and 40 rehabilitated wells in only one year and added cattle troughs to the boreholes. An independent consultancy report (February 2012) stated: “The provision of boreholes has been of great benefit to the target communities, and the majority of people in all three target payams now say they are getting their water from boreholes.”
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ZOA South Sudan Worked in:
Š“™—†‘ –š†™”—Ž† ™†™Šƿ †Ž“ž†ƽ š‡† Š˜™ †“‰ Š—ŠÂ?ŠÂ?† ”š“™ŽŠ˜ǀ Š˜™Š—“ –š†™”—Ž† ™†™Šƿ †—Ž‰Ž ”š“™ž
Focused on:
Food Security | Water and Sanitation | HIV/AIDS | Education | Capacity Building
Results included the following:
”ˆ†‘ š™Â?”—Ž™ŽŠ˜ Ç Ç Â†Â•Â†ÂˆÂŽÂ™Âž Â‡ÂšÂŽÂ‘Â‰ÂŽÂ“ÂŒĆż Trained and supported 8 South Sudanese NGOs |Formed and trained 36 Water User Committees, 16 Latrine management Committees and 30 REFLECT / FAL circles (Functional Adult Literacy) | Supported 8 payams (local government) through advise, ďŹ nance and training of 8 payams | Ž›Š‘ŽÂ?Â”Â”Â‰Â˜Ćż 101 farmers groups with 2,531 members formed and supported with training, seeds, tools and farm equipment | 98 youths received vocational training | 33 women’s groups formed and supported on vegetable and fruit tree growing | 16 VSLA (Village Savings and Loan Association) groups formed | 90 farmers involved in beekeeping | †™Š— †“‰ †“Ž™†™Ž”“ƿ 35 new boreholes constructed, 40 boreholes repaired and 13 water tanks installed | 124 pump mechanics trained | 16 – 4 stance public latrines installed | Ç Ćż 9,006 availed of VCT (Voluntary Counseling and Testing) services | 632 expectant mothers availed of the PMTCT (Prevention of Mother to Child Transmission) | 20,000 people reached out with HIV/AIDS messages | Â‰ÂšÂˆÂ†Â™ÂŽÂ”Â“Ćż 5 classroom blocks and 1 education ofďŹ ce constructed | 2 pit latrines and 2 water harvesting system constructed | 106 seats installed
Worked with:
NGO Forum | National Sectoral Clusters: Food Security/Livelihoods; Water and Sanitation; and HIV/AIDS | 8 South Sudanese NGOs (IPCS, SUHA, RDI, ASTAD, COMPASS, SLDA, TAYA and CAAPH) | Local authorities at Payam and Boma levels (especially the departments of Agriculture, Health and Water)
Staff 31 December 2011:
75
Received donations from:
EU – Food Security Thematic Programme | Dutch Ministry of Foreign Affairs (MFS 2) UNICEF | Basic Services Fund | TEAR Australia | PSO | ZOA Netherlands (churches, companies, private donors)
Expenditures in 2011:
â‚Ź 2,537,459
Budget in 2012:
â‚Ź 2,888,818
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Stronger communities, more resilience
Bottom-up law against discrimination of girls
Agricultural improvement benefits the community
As part of a Primary Education Support Project, ZOA developed a twofold awareness raising programme. Part one was to include the importance of education for girls in training for Parent Teacher Associations. To reinforce the efforts of the PTAs in fighting against inequalities, ZOA also engaged women, church and local leaders in discussions on the importance of education of the girl child. This was the second part of the awareness raising programme. The leaders acknowledged their role in promoting education for girls and came up with the idea of developing bylaws to stamp out discrimination against girls. They agreed among themselves that that all children must access education equally regardless of their gender.
Grace Joseph (37) speaks enthousiastically about what ZOA’s agricultural project meant to her. “With my group I work on a communal field. They taught us how to prepare the field and to use improved seeds and tools. Other villagers learned how to produce those tools and were taught post-harvesting and storage techniques.” The farmers will function as a cooperative. This will reduce their dependence on middlemen and yield them fairer prices for their products. Especially working in a group gives Grace much joy. “Working together is so good for the atmosphere in our community. The agricultural project benefits all of us.”
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Sri Lanka Recovery after civil war and natural disasters ZOA has been working in Sri Lanka since 1995. In 2011 ZOA merged its programmes into two; one Eastern and one Northern programme. Since the end of 2009, the year the civil war came to an end, ZOA has supported returnees, focusing on livelihoods and community enhancement. Lasting peace opens up possibilities for ZOA to work on more long-term development goals. For ZOA staff this means a challenge to change their way of working from running projects to facilitating change.
Activities In the Northern programme area ZOA assisted resettling families with income generation packages, to support business start-ups and to strengthen value chains. ZOA’s strategy to livelihoods development is to support people in taking up their old profession. In general, this has been successful and also sustainable. People restarted their businesses and could quickly provide in their basic needs. Because of their isolated locations, many of ZOA’s target communities are, however, unable to benefit from the rapid economic development and government services. ZOA tries to link these communities directly to markets and make them aware of the prices they can receive. We also strengthen CBOs and link them to government departments. This has been very successful; several authorities were involved in delivering services such as recovery of lost land titles and legal documents, building roads and electricity lines and the delivery of health, veterinary and agricultural extension services. During 2011 ZOA was allowed to work in more and more areas in the North. The true remnants of the war become visible. There are still enormous unmet needs in the North.
In the Eastern programme the formation and strengthening of CBOs has been quite successful. CBOs actively participate in beneficiary selection, mobilisation and monitoring and evaluation. CBOs have also been successful in lobbying for services with the government.
Floodings in the East In February 2011, flooding in the East caused major setbacks to the communities. Families faced another disaster as shelter, soils, crops and livestock were destroyed. Software activities like formation and strengthening of CBOs were delayed and ZOA started implementing relief activities again. As soon as possible ZOA tried to resume its rehabilitation activities such as promoting livestock rearing, business development and shelter construction.
Livelihoods and inclusion ZOA’s programmes in Sri Lanka contribute, among other, to inclusion of vulnerable groups. Bernhard Kerschbaum, country director ZOA Sri Lanka: “Within the scope of one programme, ZOA has focussed primarily on the low-caste and isolated villages. Within these communities ZOA focuses on female- or single-headed households (Sri Lanka has many widows due to the war) with business start-up packages and new farming techniques. In Trincomalee ZOA has helped indigenous Veddah people with obtaining a motorcycle driving licence; increasing opportunities for trading. Subsequently the Veddahs started interacting with other communities and have since become more accepted. Mixed marriages can be observed and people are starting to copy livelihood strategies.”
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ZOA Sri Lanka Worked in:
”—™Â?Š—“ —”›Ž“ˆŠ †“‰ †˜™Š—“ —”›Ž“ˆŠ ”‹ —Ž †“Â?†ƿ †‹‹“† | Mulathivu | Kilinochchi | Mannar | Vavuniya | Baticaloa | Trincomalee | Ampara | Polonnaruwa | Anuradhapura Districts
Focused on:
Livelihood | Community Strengthening & organisation | Shelter and infrastructure | Disability
Results included the following:
Shelter: 2034 constructions and 137 repairs | Distribution of 1789 livelihood packages | 12,625 hygiene packages | 14,075 NFRI packages | WASH: Latrines: 225 constructions and 59 repairs, 261 wells cleaned, construction of 1 water tank for a school | 14 nutrition and hygienic awareness programmes conducted | Renovation of 2 health care centres | Construction of 17 major and 2 minor culverts | Road renovations of 7.9 km | 8 community hall constructions | 18 training sessions on livelihood and vocational trainings | Distribution of 510 bicycles | 250 individuals were provided with seeding coconuts | 69 CBO strengthening programmes have been organized | Distribution of 200 educational materials for 200 children | Renovation of a school kitchen, study hall and school premises | 5 catch up classes conducted | 17 psycho social programmes conducted | 12 addict programmes conducted | 18 legal document programmes conducted | 6 preschools, 1 playgrond reconstructed | 4 parent awareness programmes conducted
Worked with:
ESCO | LEADS | Familian | PUHALIDAM | Eastern Community Resource Development Foundation (ECRDF) | Organization for the Rehabilitation of the Handicapped (ORHAN) | Mannar Association for Rehabilitation of Differently Able People (MARDAP) | Mental Health Society (MHS) | YGRO | Ladders of Hope | FOSDOO
Staff 31 December 2011:
170
Received donations from:
European Union (EU) | European Commission for Humanitarian Aid (ECHO) | USAID OfďŹ ce of US Foreign Disaster Assistance (USAID/ OFDA) | Australian Government (AUSAID) | Royal Netherlands Embassy (RNE) | Dutch Ministry of Foreign Affairs | ICCO/KIA | PSO | CRWRC | | WfP | IOM | ZOA Netherlands (Business Ambassadors, churches, companies, private donors)
Expenditures in 2011:
â‚Ź 4,567,709
Budget in 2012:
â‚Ź 4,180,465
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SRI LANKA
Rapid development, but enormous needs still unmet
Social and physical recovery for returnees
Earning an income despite a handicap
Returnees – some had been displaced for more than twenty years - found destroyed villages upon return, and overgrown fields where landmines could still be hidden. Due to the lack of basic services, tools and starting capital they hardly had any possibilities to earn a livelihood. Social structures and mutual trust was weak because people hardly knew each other. Together with the German NGO Arbeiter Samariter Bund, ZOA started to work in this area. ASB built houses, while ZOA aimed at restoration of community services like reparation of roads, culverts, bridges, wells, clinics, preschools and play yards. Important part was to organize Community Based Organisations. It was a long-term process to build up relationships and gain commitment to the community. The involvement of social mobilizers worked out well; committees are started up and functioning and in some cases the maintenance of communal buildings is taken up already.
34 Year old Punniyamoorththi lost a leg during heavy fighting in the Vanni. After the war was over, he moved in with his relatives together with his wife and two little children. “I really wanted to live in my own house”, he explains. “but how could I build even a hut and take care of my children without an income?” Punniyamoorththi, an electrician from profession, could not get a loan to start up his business again. “They did not think I could ever pay back because of my handicap.” He was therefore very happy when ZOA selected him to participate in a livelihood programme. He received temporary shelter and was supported to start a repair shop for televisions and mobile phones. “Now I earn enough to rent a house and take care of my family. Besides, it is the only repair shop for electrical appliances, so it is really useful for the community too.”
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SUDAN
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Sudan Supporting education and livelihoods, promoting peace ZOA has worked in Sudan since 2004, starting in South Darfur. It expanded its activities to North Darfur and to Gedaref in 2011. There is an enormous need in the conflict-affected villages. ZOA supports the sustainable recovery of conflict-affected rural communities, focusing on education, WASH, food security and livelihoods. In Gedaref, ZOA contributes to improved food security for rural communities.
Activities The education activities aim at improved enrolment, access to better school facilities and learning materials, improved quality of teachers and Parent Teacher Associations of adequate quality. During 2011 we constructed 45 permanent classrooms and provided 4,950 students with learning materials. We also organized teacher training. An evaluation of this activity indicates that the effectiveness could be higher, as the duration of the classes is too short. In 2012 we will look to alternatives for improving the capacity building of teachers. Members of PTAs received training to improve on their PTA membership abilities. Teacher and PTA training has contributed to enhanced participation in school affairs. Food security and livelihood activities contribute to food and economic secure households, which are resilient to shocks in food supply. This part of the programme has a strong peace building component, because it explicitly also aims at reducing the number of conflicts along nomadic routes by improved access for nomads to pasture and water. We distributed seeds and tools and conducted farmer training on agricultural practices and kitchen gardening
and on product processing to supplement and diversify income generation. We held vaccination campaigns for animals and established two veterinary clinics. Over a hundred Community Animal Health Workers and pastoralists received training and veterinary health kits. Small grants were supplied to 209 small groups to set up agro- and other businesses. Two community forests were established to prevent environmental degradation, and around 15,000 trees were distributed to individual households. The objective of the WASH-activities is that households have access to sufficient quantity and quality of water, that school children have access to suitable and safe toilet facilities and that water sources are effectively managed. To reach these objectives 45 water points were restored or newly constructed. Eighty-four 6-block permanent latrines were constructed and 42 hand washing stations were fully equipped. Hygiene campaigns were organized reaching some 12,500 children. Twenty WASH committees were trained on management and maintenance of water points. In the Gereida area an agricultural committee was established to combine knowledge and selling power to improve on the market position of small farmers compared to the big crop traders. This project is part of our community governance programme.
Meeting up after a long time Among other, ZOA’s programmes in Sudan aim to contribute to peace and stability. In 2011, 2,918 persons were trained on peace building through workshops and peace building conferences. Among those trained were leaders and representatives of a wide variety of ethnic groups. The peace building conferences resulted in satisfactory outcomes. Conflicting communities met up after a long time and together identified issues of conflict. They expressed the desire to resolve those issues and formed joint peace building committees or reactivated existing peace committees. ZOA was asked to assist with clear demarcation of the nomadic corridors.
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SUDAN
CHAPTER 9
ZOA Sudan Worked in:
South Darfur: Nyala | Gereida | | East Darfur: Ed Daein | North Darfur: El Fasher | ƿ Ǡ
Focused on:
Education | Water and sanitation | Food security | Livelihoods
Results included the following:
Construction of 45 permanent classrooms | 4,950 students received learning materials | 177 teachers were trained | 19 members of PTAs received training | 79 education centres were restored, refurbished and provided with learning and teaching materials | 32 schools were provided with recreational materials | Distribution of seeds and tools to 12,200 households | Training on agricultural practices and kitchen gardening for 3,550 persons | Vaccination campaigns reached 20,000 animals. Two veterinary clinics were established and 126 Community Animal Health Workers and pastoralists received training and veterinary health kits | 1,081 persons received training on agricultural and animal product processing | 2 community forests were established. Some 15,000 trees were distributed to individual households | 45 water points were restored or newly constructed | 84 6-block permanent latrines were constructed | 42 hand washing stations were fully equipped. Hygiene campaigns reached some 12,500 children | 4,900 people were trained in sound water management practiceS | 20 WASH committees were trained on management and maintenance of water points | 2,918 persons were trained on peace building in workshops and conferences, among those 85 leaders and 340 representatives of 17 ethnic groups in the Gereida area | 13 PTAs were supplied with peace building materials
Worked with:
National NGOs: Sudan Aid | Sudanese Red Crescent | | Mubadiroon | CDF | Ma’an Government departments from the following ministries: Agriculture | Education | Youth and Sport | Animal | Resources and Water
Staff 31 December 2011:
87
Received donations from:
Dutch Ministry of Foreign Affairs | Royal Netherlands Embassy Khartoum | CHF | Darfur Community Peace and Stability Fund (DCPSF) PSO | European Union mission in Sudan | USAID/OFDA | CRWRF | ZOA Netherlands (private donors, Third Parties Happy Gift)
Expenditures in 2011:
€ 2,604,986
Budget in 2012:
€ 3,509,500
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SUDAN
Resilient to shocks in food supply
More food and water: the Quala-al-Nahal programme
Basic education for children in Darfur
Quala-al-Nahal is one of the poorest regions in Sudan; one that hosts many refugees from Ethiopia and Eritrea and people from other parts of Sudan. There is a shortage of clean drinking water. Unhealthy drinking water, a low and unbalanced diet and poor hygiene practices contribute to high infant mortality and malnourishment percentages. ZOA started a programme in 2011 to assist 9000 people, mainly aiming at the improvement of agriculture and the water and sanitation situation. Small farmers will be trained in agricultural techniques, in combination with the distribution of seeds, fertilizers and tools. The start of small enterprises is stimulated through relevant training and coaching, to promote diversiďŹ cation of income sources. Villages will be connected to a drinking water pipeline to improve the availability of water. Better possibilities for collection of rain water will be sought. Latrines are erected at schools and children are taught hygiene practices such as washing hands and the importance of using soap.
Education is an important prerequisite for the sustainable development of communities. Schools are not only safe places for children, but are often the starting point of other services in a community, such as improvement of water points and latrines, and a meeting place for leaders and community groups. The presence of schools plays an important role for displaced families to make the decision to return home. Sturdy permanent school buildings were built through ZOA’s education programme in Darfur. Latrines and water tanks with washing facilities were erected near these schools. All students in these schools are reached by hygiene promotion. Since 2004 ZOA has supported many schools in Nyala, Ed Daein, Gereida and El Fasher.
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Thailand Education for better chances ZOA started assisting refugees from Myanmar residing in Thai camps in 1984, with the main focus on basic education. Since 2008 ZOA has been preparing to phase out in 2014 and to hand over its activities to other organisations. The Karen Refugee Committee – Education Entity (KRCEE) is now responsible for the education in the camps, with ZOA supporting and funding this camp committee organisation. One of the core strategies for 2011 was to strengthen Community Based Organisations (CBOs) and camp level structures.
Activities During 2011 ZOA Thailand provided construction materials, furniture, teaching and learning materials for schools. We also paid attention to meeting the children’s needs more. Activities to support this included coordination with health agencies for medical and dental checks, linking with the ZOA agriculture project to improve the school environment and connecting with water and sanitation agencies to improve WASH facilities in schools. All these activities were carried out with refugee teacher and parent support. ZOA Thailand supported curriculum reform for refugee schools. Introducing these materials to teachers and supporting them in using them properly has been a long process, and one that required strong commitment from ZOA teaching and learning staff. Living in camps for many years results in the loss of essential agriculture skills and knowledge. The skills training element of the ZOA Thailand agriculture and
livelihoods projects addresses this issue. Additional technical support for modern and organic, chemical free techniques were provided by the Thai Agriculture College and the Livestock Department. Management skills were also provided for the project participants as they begin to manage the farms on the refugee camp sites. The farms are now developing as income-generating entities. This shift away from pure aid is working to break the cycle of dependency that is common in refugee settings. The income generation process now sees the staff of the farms and other supporting costs actually being covered by the income from the project. ZOA worked with refugees, local villagers and Royal Thai Government officials to engage in tree planting and forest rehabilitation during 2011 to support the rehabilitation of the degraded forest land near the camps.
Phasing-out in 2014 During the year 2011 we changed our initial plan to hand over the activities to the local NGO U-sa Khanae Development Foundation. The change in plan was made because during the progress both ZOA and UK-DF realised that the burden would be too much for the young local NGO. ZOA has decided to phase out of Thailand in 2014, and is no longer seeking funding for the period afterwards. We lobby for other international NGOs to take over our work.
Better together ZOA’s programmes in Thailand contribute, among other, to peace and stability. The Livelihoods Project contributes to good relations between camp residents and nearby Thai villagers. Both groups had few opportunities to support their livelihoods due to a lack of access to markets and to knowledge about activities that could help them make changes towards a stronger future. Including both groups improved understanding and relations between them. At the Nu Po site the project was discussed with the Thai villagers, and after they agreed to participate, one of the villagers offered her land for the project, 500 meters from the camp.
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ZOA Thailand Worked in:
Mae Hong Son Province: Mae Ra Ma Luang and Mae La Oon refugee camps | Tak Province: Mae La, Umpiem and Nu Po refugee camps | Kanchanaburi Province: Don Yang refugee camp | Ratchaburi Province: Tham Hin refugee camp
Focused on:
Education (Formal and Non Formal) | Livelihoods
Results included the following:
Provision of basic services (teaching & learning materials, school construction, etc) to 67 basic education schools and 40,000 students in 7 refugee camps | Support on materials development, teacher training, capacity building to CBOs and 1,500 education staff and 4,000 parents | Provision of English language training to over 2,000 adult refugees and of computer training to 900 individual refugees | 500 refugees and local Thais benefit from skill development and income generation activities of agriculture, non agriculture and food processing production
Worked with:
CBOs | NGOs | IOs | Thai Ministries | KRCEE (Karen Refugee Community – Education Entity)
Staff 31 December 2011:
44
Received donations from:
EU | ECHO | Dutch Ministry of Foreign Affairs | PSO | UNHCR | ZOA Netherlands (churches, companies, schools, private donors)
Expenditures in 2011:
€ 3,398,966
Budget in 2012:
€ 3,212,368
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THAILAND
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The most vulnerable are proud to contribute to their community.
Teachers and community support:
Everybody welcome; income and inclusion
Teachers are a central resource for any education system. In the refugee setting they are vital for the students. Teachers also make up the largest work force in the camps and their support and stipend payments take up a significant amount of time and resources. In 2011 ZOA Thailand had problems paying the stipend levels of the previous years. Community support such as fundraising events by Parent Teacher Associations made it possible to make up the deficit.
Bi Set arrived in Mae La camp as a child. He started working on ZOA’s Agriculture Income Generating Project in 2007, and became the manager some years later. On a farm of 30 hectares they raise pigs, chicken and fish and grow vegetables like lemon grass and okra. Bi Set: “Up till now more than 350 refugees worked here, 50 percent of them physically disabled. They belong to the most vulnerable in the camps. But here they get work experience and knowledge about agriculture and animal husbandry, and most of all they get the feeling of dignity because they earn an income and contribute to their community. Wherever they go in the future, with this knowledge they can make a new start.” Bi Set himself got the chance to emigrate to New Zealand in February 2012.
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Uganda Livelihood recovery and community rehabilitation ZOA Uganda worked in three areas in 2011: Pader since 2007, Amudat since 2009 and Nwoya from 2011. The people in these areas went through periods of violent conflict resulting in massive displacement. ZOA supports returnees in rebuilding their lives, focusing on education, water and sanitation, food security, economic development and civic education. This year we were prepared for an influx from South Sudan after independence and for post-election violence in Uganda. Fortunately both events went on without major incidents.
Activities The Nwoya programme started in 2011, focusing on food security, education and access to clean water. 24 Farmer groups were transformed into Farmer Field Schools and fields were prepared for commercial farming. In Pader District the long-term programme ‘Back home, back to school’ ran for the fourth consecutive year. It contains different but integrated components such as building classrooms and houses for teachers, strengthening Parent Teacher Associations, providing drinking water, latrines and hygiene awareness at schools, organising peer-to-peer HIV/Aids education and promoting girl child education. ZOA also supports the Newspaper in Education project together with a national daily to promote a reading culture and independent thought. The thirty schools in the programme experienced an increase of child enrolment and decrease of drop-outs, especially among young teenage girls. Community-led total sanitation is highly successful. In 2011 ten boreholes were constructed, resulting in 91%
of the community members we work with having access to safe drinking water. 2011 was the year of emerging commercial farming. Value chain development was investigated together with the relevant district department; 186 emerging commercial farmers were organised and trained in Agricultural Business Development. Furthermore, ZOA Uganda continued to stimulate agricultural production and income diversification. 40 Farmer groups were supported to access oxen and ox-ploughs, 1,200 farmers received training in postharvest techniques. Nearly 400 people were trained in beekeeping or shea nut processing. 124 Youths received vocational training in carpentry, catering and tailoring. The rehabilitation of 60 kilometres of community roads greatly improved access to fields and markets. In Amudat Female Genital Mutilation (FGM) is a huge problem. Therefore, next to the support of income diversification and agricultural improvement, the ZOA team paid a great deal of attention to creating a conducive environment to discuss FGM without being victimised. Former circumcisers were supported to start alternative livelihoods, to come out openly to denounce FGM practice and to hand over their tools of circumcision. Civil Society Organisations worked closely with women, youth groups and cutters, resulting in reduction of FGM cases. Though the practice still continues in secret, local women leaders have increased knowledge about law and women’s rights, and 244 girls were rescued from FGM during 2011 by Civil Society partner organisations.
Hygiene Awareness Festivities Among other ZOA’s programmes in Uganda contribute to access to basic services. Four Hygiene Awareness Days were held for both communities and schools to share what they learnt and to promote hygiene and sanitation in the area, through songs, role plays, drama, speeches and poems. They demonstrated how to protect a waterhole, how to make a hand wash facility or what an ideal homestead looks like. An average of 6,000 people per day attended, including school children, parents, and District and sub–counties leaders. These were festive events with people really proud of what they learned and happy to share it with their community members.
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UGANDA
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ZOA Uganda Worked in:
Pader, Amudat and Nwoya Districts
Focused on:
Food Security and Livelihoods | Economic Development | Education | WASH | Civic education
Results included the following:
Pader: 8 villages are Open Defecation Free - all community members have access to homestead latrines | In 21 villages 200 slabs were distributed to ideal or almost ideal homesteads | 74 Parent Teacher Associations were trained to formulate action plans | Construction of blocks of 3 classrooms (2) and 2 classrooms (1), renovation of 1 block of 4 rooms | Construction of 3 four-unit teachers’ houses | Supported the preparation for the final exams with seminars and 800 Excel in PLE papers | 40 groups trained on Village Savings and Loans Association | 1,200 Farmers supported with inputs, tools and training | Amudat: Construction of 9 water ponds with total capacity 11,552 m3 | 520 households formed 17 agro-pastoralist groups, they received tools like hoes, axes, wheel barrows and seeds | Supported 8 classes of Functional Adult Literacy with enrolment of 307 learners | Trained 25 trainers in anti-FGM law and women’s rights and supported six religious institutions (Islam and Christian) to carry out anti-FGM campaign | Nwoya: 24 farmer groups formed Farmer Field Schools | 720 Farmers trained including exposure learning tour and farmers field days | 120 acres of land (5 per FFS) were ready for planting as FFS-commercial enterprise
Worked with:
District Local Government | National Line Ministries | (Inter)national NGOs | Local partners: Christian Counselling Fellowship (CCF) | Fokapawa | Kwal Ryeko | POZIDEP | AMREACH
Staff 31 December 2011:
116
Received donations from:
MWH Foundation | Stichting Liberty | Koornzaayer Foundation | Stichting Wees een Kans | Dutch Ministry of Foreign Affairs | European Union | CRWRC | PRISMA | PSO | FAO | DIAKONIA Sweden | ZOA Netherlands (schools, companies, churches)
Expenditures in 2011:
€ 1,986,603
Budget 2012:
€ 2,497,048
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UGANDA
Reduced vulnerability by income diversification and agricultural Agriculture for pastoralists in Amudat
A proud and committed teacher in Pader
Pokot people are tradionally herdsmen with a nomadic lifestyle. Many are hesitant to put their efforts into crop production since they do not feel certain of the rainy seasons. Still, to improve their food security it is important they are not dependent on cattle alone. After many meetings and much training coupled with agricultural inputs to the 390 households that participated in Voucher for Work, many have now adopted crop production practices because they see the crop vitality and can anticipate the likely yield which will be harvested. Additionally, the exchange visits also showed the farmers good agronomic practices where they could see the results in terms of increased yield of crops like maize, beans and vegetables. The Voucher for Work activities resulted in many kilometres of community road through the bush, which eased access to town; and therefore to inputs for agriculture and to markets to sell their produce.
“I am Cecilia Teddy, a senior teacher of Kibong Primary School. I joined the school late last year. Even before there was a female teacher, ZOA was able to conduct meetings and counselling with girls in upper classes, which kept most girls in school once they realized the benefits of education. I appreciate so much the support to our school for things like text books and hygiene awareness. Above all I appreciate the construction of the school building. In the temporary structures used before the children were affected by wind and rain, and many of them stayed at home. And then to top it off, ZOA also constructed four unit teachers house of which I am one of the proud beneficiaries. The presence of teachers within the school premises facilitates effective learning. I am able to discuss private issues with the girls at my home. May the Good Lord continue to protect the staff of ZOA and all those who struggle to change the life of those in need.”
improvement
92
93
10. Financial report 10.1 GENERAL INTRODUCTION General In 2011, the total income of ZOA grew to a historic level of more than ₏ 40 million. This growth is in line with the budget and mainly due to recognition of the total MFS-2 contract income (including ₏ 8.4 million regarding MFS-2 funds received on behalf of the partners in the Dutch Consortium for Rehabilitation). ZOA is legally responsible for this programme as a whole and is therefore reporting the annual income 2011, including the contractual income of the consortium partners Care Nederland, Save the Children and Healthnet TPO. This way of income recognition is in line with interpretation of current accounting principles. Excluding this contractual income of MFS-2, the total income of ZOA in 2011 grows with 13.1% to a level of ₏ 32.5 million. The emergency relief campaigns during summer 2011 for the countries in the horn of Africa (income of ₏ 1.7 million) had a positive inuence on the income of own fundraising activities in 2011. ZOA is thankful that its own constituents have responded so well to this tremendous need. The total expenditures on objectives grows to a level of ₏ 38.0 million, including ₏ 8.4 million spent for MFS by DCR partners. Excluding this expenditures, the ZOA expenditure on objectives grows with 21.5% to a level of ₏ 29.6 million.
The ZOA countries abroad realised their programme objectives in 2011 resulting in a limited country ofďŹ ce deďŹ cit of â‚Ź 54,000 while a deďŹ cit of â‚Ź 400,000 was forecasted in the budget. This distinctive performance was positively inuenced by professional local management, cost efďŹ ciency measurements and cost control in the ZOA countries.
In the ZOA Netherlands organization the programme costs for the support base and for monitoring and evaluation of programmes increased in 2011, mainly due to coordination cost of the MFS-2 project. These costs however are fully covered by the donor contract. The CBF percentage (own fundraising costs) of 14.4% and the administration and management costs of 3.8% declined as a share of the total expenditures.
' %* &% & " *!, ) ) & *&* # .' % !*+( )
% &$ . # ' (*% ( !% &$ . /
(&" * ( %*) *!&% ( ' (*! ) -% +% ( !)!%
Again, in 2011, ZOA realised a higher percentage spent on objectives. In 2011, ZOA spent 91.7% (2010: 91.0%) of the total cost on objectives.
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Changes in net results compared to budget In relation to the budget, the change in the net result (adjustment to the reserves) can be explained as mentioned below.
ȝțȜȜ ǩȕǪ
ȞȡȣǀȠȤȜ
Lower operational and overhead costs in the Netherlands
23.428
Higher country results abroad including release of other reserves
346.203
Higher interest benefits
200.838
Lower income without specific destination
-81.630
Negative exchange rate results
-56.487
Additional contribution to funds
-142.800
Lower contributions from countries to cover costs in the Netherlands
-146.703
ȝțȜȜ
ȠȜȜǀȟȟț
The lower operational and overhead cost in the Netherlands and the higher country results abroad can be explained by cost reductions and efficiency results that were realised by implementing programs.
The entire € 511.440 surplus realised has therefore been added to the reserves. Additional information appears in the explanation of the reserves.
The higher interest benefits are a result of received interest from larger pre-payments of donors and will be allocated and spent on project objectives.
Liquidity position
The income without specific destination is used to cover the cost in the Netherlands of programme preparation and coordination. Lower income without specific destination has a negative influence on the annual results. The allocated reserves within ZOA are relatively low given the risks ZOA faces, particularly in the foreign countries each year. Therefore, it’s ZOA’s objective to allocate funds to the reserves from the results, which is the surplus or deficit remaining after all liabilities have been covered.
ZOA has a relatively sound position in cash and cash equivalents, thanks to pre-payments by donors. Since programme funding needs to be spent on projects on a short-term basis, no large amounts of cash are available for long-term investments. The full cash position is therefore temporarily deposited on an interest-bearing account (lowest risk level) at two Dutch system banks. ZOA instructed these banks that the money provided through interest-bearing accounts must be invested ‘wisely’ (sustainably and socially responsible).
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10.2 ANNUAL ACCOUNTS 2011 BALANCE SHEET (€) Assets
31-12-2011
31-12-2010
ʬ Building
358.752
280.849
Inventory & Equipment
262.170
198.561
Vehicles in programme areas
345.426
270.708
ȤȡȡǀȞȟȣ
ȢȠțǀȠ Ȝ Ȝ
-
ȝǀȣȠț
ȞǀțȟȝǀȤȤȝ
ȞǀȢȞȤǀȠțȣ
Cash and cash equivalents
ȜȡǀȢȣȤǀȤȜȤ
ȜȝǀȤȝȞǀȤȠȟ
ȝțǀȢȤȤǀȝȠȤ
ȜȢǀȟȜȡǀȟȞț
31-12-2011
31-12-2010
Liabilities Reserves and funds Continuity reserve General
4.220.490
Pre-financing
1.000.000
3.809.639 1.000.000 ȠǀȝȝțǀȟȤț
ȟǀȣțȤǀȡȞȤ
Allocated reserve Programme guarantee
372.525
303.566
Disaster Response
779.638
625.144
Other
278.959
Programme Funds
401.823 ȜǀȟȞȜǀȜȝȝ
ȜǀȞȞțǀȠȞȞ
ȟǀȞȢȜǀȡțȤ
ȟǀȡȜȝǀȡȟȝ
ȜȜǀțȝȞǀȝȝȜ
ȜțǀȢȠȝǀȣȜȟ
ǂ Taxes and social security contributions
119.734
101.705
Personnel expenses
132.133
113.484
Accruals
6.382.488
3.749.745
Other liabilities
3.141.683
2.698.682 ȤǀȢȢȡǀțȞȣ
ȡǀȡȡȞǀȡȜȡ
ȝțǀȢȤȤǀȝȠȤ
ȜȢǀȟȜȡǀȟȞț
96
FINANCIAL REPORT
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STATEMENT OF INCOME AND EXPENDITURES (€) Income
Actual 2011
Budget 2011
Actual 2010
Income own fundraising activities Door to door collection
955.885
1.015.000
942.355
Legacies
314.304
250.000
276.281
Contribution, donations and gifts
6.865.471
6.185.000
7.285.661
Income from third party campaigns
8.135.660
7.450.000
8.504.297
816.1 34
683.094
1.161.631
Projects grants Project grants from government and other donors
23.404.783
23.093.442
18.811.005
Project grants from government for MFS-2 partners
8.393.209
9.258.000
-
31.797.992
32.351.442
18.811.005
Interest
230.838
30.000
140.900
Rate differences and other income
-56.487
-
143.547
ȟțǀȤȝȟǀȜȞȢ
ȟțǀȠȜȟǀȠȞȡ
ȝȣǀȢȡȜǀȞȣț
Total income
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FINANCIAL REPORT
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Expenditures
Actual 2011
Budget 2011
Actual 2010
Own spent on objectives Project spent through MFS-2 partners
26.696.685
26.662.630
21.800.803
8.393.209
9.258.000
-
Spent on objectives in countries
35.089.894
35.920.630
21.800.803
Preparation and coordination in The Netherlands
1.744.986
1.760.822
1.250.758
Education/awareness raising
1.142.854
920.039
1.305.627
37.977.734
38.601.491
24.357.188
Total spent on objectives
Spent on fundraising Expenses own fundraising (CBF-ratio) Expenses participation in external campaigns Expenses received project grants
1.174.164
14,4%
1.270.396
17,1%
939.377
74.673
76.612
80.528
209.377
244.228
279.595
Management and administration
Ǡ ʬ
11,0%
1.458.214
1.591.236
1.299.500
1.217.783
1.186.543
1.107.541
ȟțǀȡȠȞǀȢȞȜ
ȟȜǀȞȢȤǀȝȢț
ȝȡǀȢȡȟǀȝȝȤ
ȝȢțǀȟțȡ
ǂȣȡȟǀȢȞȟ
ȜǀȤȤȢǀȜȠȜ
-241.034
-1.233.325
-1.183.533
Added to/withdrawn from Funds Reserves Continuity reserve Financing assets Programme guarantee Disaster response Other allocated reserves
Total change in reserves and Programme funds
410.851
368.591
540.306
-
-
56.999
68.959
-
93.573
154.494
-
162.759
-122.864
-
-40.019
511.440
368.591
813.618
ȝȢțǀȟțȡ
ǂȣȡȟǀȢȞȟ
ȜǀȤȤȢǀȜȠȜ
98
FINANCIAL REPORT
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CASH FLOW OVERVIEW Cash flow (€)
Actual 2011
Actual 2010
8.135.660
8.504.297
816.134
1.361.631
26.478.220
19.799.526
430.174
-254.481
Received Out of own fundraising Out of third party campaigns Out of Project grants Other income
35.860.188
29.410.973
Payments Programme and coordination costs
28.761.577
23.957.888
Fundraising, management and adminitration costs
2.536.340
2.290.509
Cash flow from operating activities
-31.297.917
-26.248.397
4.562.271
3.162.576
-733.068
-534.278
33.912
131.418
2.850
1.211
3.865.965
2.760.927
Cash flow from investments: Assets bought / sold Disinvestment Stocks Change in cash equivalents Cash and cash equivalents as at 31 December
16.789.919
12.923.954
Ȝ
12.923.954
10.163.027
Change in cash equivalents
ȞǀȣȡȠǀȤȡȠ
ȝǀȢȡțǀȤȝȢ
The cash flow statement is according to the direct method. The change in cash position can be explained by large pre-payments of institutional donors and higher income during 2011 out of own fundraising activities that will be implemented by ZOA in 2012 and later.
Ratio liquidity
Actual 2011
Actual 2010
Liquidity expressed by ACID ratio
203%
250%
Receivables and cash
19.832.911
16.663.462
Short-term liabilities
9.776.038
6.663.616
Based on the liquidity ratio of 203%, ZOA has significant funds available to cover all obligations on the short term. The long-term obligations are more than covered by the total reserves and funds of € 11 million.
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FINANCIAL REPORT
EXPLANATORY NOTES TO THE ANNUAL ACCOUNTS 2011
The annual accounts have been prepared in accordance ȡȠț ǩ 650, revised 2011). The change in the revised guideline will not influence the reserve or result of ZOA. All indicator percentages are excluded for the income and expenditures of DCR consortium partners with respect to the MFS-2 project. The 2010 figures regarding income from third party campaigns and income from project grants are slightly (€ 200,000) reclassified for comparison reasons. The target level of organisational cost 2010 to be covered by the continuity reserve has also changed due to new calculation methods. 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 that they relate to. Reporting period These annual accounts have been prepared based on a reviewed period of one year. The financial year coincides with the calendar year.
Accounting principles for the Balance sheet and the Statement of Income and Expenditures Transactions in foreign currencies Transactions in foreign currencies are converted against the exchange rate that is applicable 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 applicable on this date. Non-monetary assets and liabilities in foreign currencies that are listed at historical cost are converted
into euro at the exchange rates applicable 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 an opinion by the Chief Executive Officer and estimates and assumptions that influence the application of accounting principles, as well as the reported value of assets and liabilities and 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 that the estimate is revised and in future periods where the revision may have consequences.
Accounting principles for the Balance sheet ʬ 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 based on the economic life. Buildings: Refurbishments: Inventory and equipment: Vehicles in programme areas:
31/3 % 10 % 25 % 331/3 %
Stocks are valued at acquisition price. The acquisi-
tion 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. As per the end of 2011, the limited stocks available are rated at zero. ƽ Receivables are valued at face value less a provision for non-recoverability. Provisions are determined according to individual assessment of the collectability of the debts. Reserves and funds The reserves and funds of ZOA are in place in order to achieve ZOA’s objectives. They can be explained as follows: Continuity reserve The general part of the continuity reserve enables the organisation to meet its commitments towards employees during a (temporary) stagnation of income. The restriction on spending the reserve for special purposes has been determined by the Chief Executive Officer. The pre-financing part of the continuity reserve is allocated to finance risks of programs abroad. Allocated reserve The allocated reserves are earmarked by the Board and consist of program guarantees, disaster response activities and other earmarked reserves relating to assets abroad. Programme Funds Funds concern assets acquired with a specific use designated by third parties.
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FINANCIAL REPORT
Š—˜”““Š‘ Â—ÂŠÂ’ÂšÂ“ÂŠÂ—Â†Â™ÂŽÂ”Â“Ç Â•ÂŠÂ“Â˜ÂŽÂ”Â“Â˜ Obligations relating to contributions to pension schemes based on deďŹ ned contributions are entered as expenditure in the statement of income and expenditure in the period that the contributions are due.
Income recognition programmes implemented ‡ž •†—™“Š—˜ The income recognitions related to programme implementation by partners are based on the periodically received expenditure reports.
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 speciďŹ cation of these costs in †ˆˆ”—‰†“ˆŠ œŽ™Â? ™Â?Š ’”‰Š‘ ”‹ ™Â?Š Ç‚ČĄČ Č› ŒšŽ‰Š‘Ž“Š˜ǀ
Ž†‡Ž‘Ž™ŽŠ˜ ZOA enters into donor obligations in the areas abroad where it is implementing programmes. A donor obligation takes effect after the Chief Executive OfďŹ cer has passed a resolution on this and has communicated it to the grant recipient, often the target group represented by a local organisation or government agency, which leads to a legally enforceable or actual obligation. This obligation is entered in the balance sheet as a liability if the total contract value of donors is insufďŹ cient to cover these programme obligations.
Income from third party campaigns The contributions from other fundraising organisations are accounted for as ‘income from third party campaigns’ for the amount received by the organisation. They are recognised in the year that 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 does not bear any risk.
•Š“‰Ž“Œ ™”œ†—‰ ”‡Â?Šˆ™Ž›Š˜ Expenditures toward objectives include amounts allocated toward activities designed to meet the objectives during the ďŹ nancial year, as well as implementation costs relating to the ďŹ nancial year. Expenditure, presented under the objectives, includes subsidies to local partners, relief goods and food purchased, cost of deployed personnel, transport costs, local accommodation costs and ofďŹ ce expenses. It also includes the acquisition costs of the means of transport and ofďŹ ce inventory, which will be made available to the local partner after the programme has ended.
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 from own fundraising activities is recognised as income in the year of receiving, or moment of signing a speciďŹ c contract. It includes the income out of door-todoor collection, legacies, contributions, donations and gifts. Donations in kind are valued at the actual value in the Netherlands.
—”Â?Šˆ™ —†“™˜ ‹—”’ Œ”›Š—“’Š“™˜ Operating grants are recognised in the statement of income and expenditure of the year that included the subsidised expenditure. Losses are taken into account if they originate in the relevant ďŹ nancial year and as soon as these are anticipated. Project grants of MFS-2 consortium partners are fully recognised on a contractual cash basis, because ZOA acts as the legal responsible lead agency. —”Â?Šˆ™ —†“™˜ Ž“ Â?Ž“‰ The received grants 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 fundraising organisation All costs, incurred for activities with the aim of persuading people to donate money for one or more of the objectives, are earmarked as costs of fundraising income. This means that the costs for publicity and public relations are regarded as costs of fundraising income, unless they are information costs. The activities will often 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 speciďŹ c 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 incurs for the (internal) management and administration and which are not allocated to the objective or fundraising income.
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FINANCIAL REPORT
101
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NOTES TO THE BALANCE SHEET AS AT 31 DECEMBER Tangible fixed assets (€)
Building
Inventory &
Vehicles
Equipment
Actual
Actual
2011
2010
Ȝ Acquisition value
811.771
1.117.095
1.400.712
3.329.578
2.917.717
Cumulative depreciation
530.922
918.534
1.130.004
2.579.460
2.225.809
Book value as at 1 January
280.849
198.561
270.708
750.118
691.908
112.016
179.962
441.090
733.068
543.279
Disinvestment
-
33.912
-
33.912
131.419
Depreciations
34.113
116.353
366.372
516.838
460.751
-
33.912
-
33.912
107.101
77.903
63.609
74.718
216.230
58.210
Acquisition value
923.787
1.263.145
1.841.802
4.028.734
3.329.578
Cumulative depreciation
565.035
1.000.975
1.496.376
3.062.386
2.579.460
Book value as at 31 December
358.752
262.170
345.426
966.348
750.118
ƿ Investment
Depreciations disinvestment Change ȞȜ
The investments in buildings are related to the newly realised meeting facility in Apeldoorn. The investments in inventory and means of transport are replacements of computers and vehicles directly contributing to the programmes abroad. ZOA owns the office building in Apeldoorn. The offices in programme countries are being rented.
FINANCIAL REPORT
CHAPTER 10
Receivables (€)
31-12-2011
31-12-2010
European Union
505.833
312.364
BSF
291.568
181.195
CRWRC
290.369
115.601
Other donors
286.813
304.896
Dutch Ministry of Foreign Affairs
165.809
741.945
UN-organisations
147.261
189.970
PSO
125.043
82.743
Red een Kind
105.589
-
Thai Burmese Border Consortium
75.000
-
TEAR Australia
66.775
-
USAID
60.194
325.354
MRRD (Afghanistan government)
52.893
262.956
PRISMA/ICCO
-
96.814
177.900
127.319
-
210.000
5.000
100.000
93.055
-
Prepaid partner expenses
232.393
440.316
Other receivables and pre-payments
361.497
248.035
3.042.992
3.739.508
Receivables from donors:
Interest to be received Receivable specific named funds Receivable legacies Receivable MFS-2 consortium partners
Donor receivables are related to project contributions from institutional donors not yet received by ZOA. They refer to programmes already (being) implemented and pre-financed by ZOA.
103
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Cash and cash equivalents (€)
FINANCIAL REPORT
31-12-2011
31-12-2010
14.601.606
10.661.895
730.607
948.372
Netherlands Programme countries
15.332.213
91%
11.610.267
90%
Netherlands Programme countries
Total
ZOA aims to keep cash balances in euro wherever possible. US Dollar contracts with institutional donors cause currency positions in US-dollars that can lead to rate differences. In general, these do not influence the programmes activities, since most of the expenditures are also paid in US-dollar. The increased liquidity position compared to last year is due of large pre-payments of donors for projects and programmes to be implemented in 2012 and later.
104.400
67.971
1.353.306
1.245.716
1.457.706
9%
1.313.687
10%
16.789.919
100%
12.923.954
100%
105
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RESERVES AND PROGRAMME FUNDS Reserves (€)
31-12-2010
Added to
Reclassification
Withdrawn from
31-12-2011
3.056.671
410.851
752.968
-
4.220.490
752.968
-
-752.968
-
-
ȞǀȣțȤǀȡȞȤ
ȟȜțǀȣȠȜ
ț
-
ȟǀȝȝțǀȟȤț
1.000.000
-
-
-
1.000.000
ȟǀȣțȤǀȡȞȤ
ȟȜțǀȣȠȜ
ț
-
ȠǀȝȝțǀȟȤț
Continuity reserves General Financing assets
Pre-financing
ZOA aims to maintain a reserve that counterbalances the general financial and operational risks of the organisation and the specific risks inherent in realising the programmes abroad. Influenced by changing accounting principles, ZOA has withdrawn the reserve related to financing assets and added the complete amount to the general reserves. This change is not influencing the total level of the continuity reserves.
Continuity reserve
A surplus on the exploitation will be added to this reserve when the total amount of the continuity reserve does not meet the required level. The surplus on the continuity reserve will be added to the other reserves. Financing assets ǩ ȡȠțǪƽ the Allocated reserve ‘Financing Assets’ is added to the Continuity reserve. The comparing figures as per 31 December 2010 are changed accordingly.
ʬ The pre-financing reserve was established because programmes and (parts of) projects often have to commence before the financial means (committed) have been received. The pre-financing reserve addresses such situations. Coverage of organisational costs To hedge short-term risks and to ensure that the organisation is able to meet its commitments in the future, the board and the Supervisory Board has determined a target amount for the continuity reserve at 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 chapter 6 in the annual report.
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Coverage organisational costs (€)
Actual 2011
Calculated reserve
Actual 2010
Calculated reserve
Own costs of the organisation Ǧ
100%
2.779.050
2.779.050
2.536.637
2.536.637
Ǧ
100%
2.290.667
2.290.667
2.004.139
2.004.139
Ǧ
50%
3.342.556
1.671.278
3.082.076
1.541.038
Ǧ ʬ
50%
175.260
87.630
226.851
113.426
100%
8.591
8.591
21.130
21.130
Ǧ Target level to be covered
6.837.216
6.216.370
Actual continuity reserve
5.220.490
4.809.639
76,4%
77,4%
Coverage ratio
The target level of organisational cost 2010 that has to be covered by the continuity reserve changed due to revised calculation methods. At present the continuity reserve is covering 76.4% of the target level, based on normalised organisational costs in 2011. In the years ahead, additional resources will therefore be allocated to this reserve in order to strengthen this.
Allocated reserves (€)
ZOA does not strive for a maximum reserve as set by VFI, because it does not want to block reserves unnecessarily that can be used in project activities. The Supervisory Board has established a target level to ensure that the ongoing obligations can be met. The level of the reserves is however an important point of attention for the ZOA organisation. Both from the risk perspective and subse-
quent 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 maximum level of the continuity reserve set by the VFI (Vereniging Fondswervende Instellingen) and based on 150%, of the annual organisational costs.
31-12-2010
Added to
Reclassification
Spent on objectives
31-12-2011
Programme guarantee
303.566
276.221
-
207.262
372.525
Disaster Response
625.144
204.367
-
49.873
779.638
Other reserves
401.823
-
-
122.864
278.959
1.330.533
480.588
-
379.999
1.431.122
Total
Allocated reserves The restriction on spending of the allocated reserve has been determined by the board. It does not constitute an obligation; the board is able to change this restriction whenever it wishes to do so.
Programme guarantee (€)
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31-12-2010
Added to
Spent on Objectives
31-12-2011
-
150.000
-
150.000
141.136
30.000
58.160
112.976
-
86.190
-
86.190
Programme Afghanistan
114.102
-
114.102
-
Programme Burundi
15.000
-
15.000
-
Other reserves
33.328
10.031
20.000
23.359
303.566
276.221
207.262
372.525
Programme South Sudan Programme Cambodja Programme Sri Lanka
Total
Programme guarantee The Board defined this reserve for specific programme risks where a guarantee is given to a country programme. Large institutional donors are funding the programmes substantially. Without guarantees, losing 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 by internal pre-financing from this reserve. The guarantee for South Sudan is allocated to future pension payments that occurred in 2011 due to new government policies, with retroactive effect for past years. The new guarantee related to the program in Sri Lanka is allocated for specific programme objectives. All these programme guarantees will be assessed annually.
This reserve was established at the initiative of the Supervisory Board of ZOA. The Board deliberately allocated this reserve given the fact that provision of emergency relief is a core activity of the ZOA organisation. That said, ZOA must be financially able to respond to requests for aid without delay. Funding drawn from the emergency relief fund is however considered to be a form of prefinancing, that has to be compensated afterwards as much as possible through earmarked donations received through emergency relief campaigns. Other reserves are created for specific purposes in the programme countries. These are mainly used to replace tangible assets (mainly vehicles) in the near future.
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31-12-2010
Added to
Funds (€)
Received money
Spent
Contribution
Third Parties
Own Fundraising
on objectives
reserves
31-12-2011
Afghanistan
35.515
-
12.781
168.524
14.758
-91.992
110.070
Bangladesh
35.263
-
-
-
35.263
-
-
5.227
-
-
27.616
36.168
13.901
10.576
Cambodia
83.480
-
-
122.066
178.205
130.515
157.856
DR Congo
46.419
-
10.000
65.643
105.611
12.148
28.599
Ethiopia
177.204
-
51.316
1.741.488
458.690
-43.482
1.467.836
1.552.747
-
453.491
7.345
1.828.269
-
185.314
11.991
-
-
412
12.403
-
-
-
-
-
23.658
-
-
23.658
439.489
-
12.468
253.384
381.955
41.347
364.733
Myanmar
97.466
396.142
38.050
143.083
200.565
10.863
485.039
Pakistan
967.985
-
-
8.721
333.877
-4.839
637.990
Sri Lanka
571.920
-
178.947
344.266
571.606
5.318
528.845
South Sudan
79.851
-
-
113.395
177.050
15.692
31.888
Sudan
18.929
-
59.081
95.894
200.000
34.004
7.908
3.907
-
-
164.833
157.985
4.475
15.230
201.964
-
-
254.016
281.759
-8.034
166.187
4.329.357
396.142
816.134
3.534.344
4.974.164
119.916
4.221.729
Gift Certificate Fund
23.285
-
-
7.380
-
-23.285
7.380
SHV Fund
50.000
-
-
22.500
-
-
72.500
210.000
-
-
-140.000
-
-
70.000
4.612.642
396.142
816.134
3.424.224
4.974.164
96.631
4.371.609
Burundi
Haïti Indonesia/Philippines Liberia
Thailand Uganda
ǀ ǀ
Programme Funds The funds for programmes include 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 particularly evident in the level of the allocated reserve. Surpluses and deficits will be settled as much as possible within the funds and within projects with a similar goal, if possible. The remainder will be added or withdrawn from the other reserves.
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Ethiopia In 2011, ZOA received € 1.7 million out of own fundraising to help the people in the Somalia region in Ethiopia. This money will be allocated to and spent on specific projects over the next 3 years.
Myanmar As per 2011, ZOA consolidates the Myanmar programme 100% in the annual figures 2011. Because of this change in accounting and consolidation method, an addition is shown in the fund related to the programme in Myanmar.
Haiti The funding received out of the emergency campaign of Haiti was mainly spent in 2010 and 2011 according to programme plans.
ǀ ǀ The negative result of own fundraising in this fund can be explained by an external change in contract conditions ǀ ǀ ǀ commitments over the next 2 years. Therefore there is no negative result impact for ZOA in 2011.
Japan ZOA received € 23.658 from their constituents to tsunami. ZOA will allocate and spend the money in 2012.
Short term liabilities Concerns taxes and social security contributions still due as at 31 December 2011.
Accruals to donors (€) Ministry of Foreign Affairs
31-12-2011
31-12-2010
2.466.863
1.094.355
European Union
1.917.565
1.451.712
Personnel costs Concerns holiday time and payments, including social premiums payable as at 31 December 2011. The pension agreement of ZOA is a defined contribution arrangement. Therefore no provisions are necessary according to Dutch accounting standards.
AUSAID
1.057.297
819.309
UN organisations
225.368
62.669
PSO
195.638
92.315
Ministry of Development Belgium
146.807
-
Donor contributions received in advance that will be spent after the year 2011 appear here as liabilities. ZOA 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 if the commitment is not fulfilled. Contributions from the Dutch Ministry of Foreign Affairs were received before the reporting date, which led to an increase in the accruals.
Woord en Daad
120.858
-
66.042
-
186.050
229.384
ȡǀȞȣȝǀȟȣȣ
ȞǀȢȟȤǀȢȟȠ
Red een Kind Others Total
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Other liabilities (€) Liabilities abroad Creditors
31-12-2011
31-12-2010
1.063.602
1.551.263
860.998
867.589
Programme Liability CRWRC Haiti
608.172
Other liabilities and accruals
271.300
235.248
Programme related liabilities
161.288
44.582
Liability MWH Foundation
102.203
Programme Liability CRWRC Uganda Total
74.120 ȝǀȡȤȣǀȡȣȝ
3.141.683
LIABILITIES NOT IN THE BALANCE SHEET
Liabilities abroad These liabilities refer to project costs to be paid by the ZOA countries as well as liabilities towards local employee benefits. Creditors These include the regular liabilities to suppliers, both in the programme areas and in the Netherlands. Programme related liabilities These liabilities are related to the risks of implementing projects in the areas where ZOA is working. Different kinds of circumstances (security, weather circumstances, lack of resources) could cause programme delays in realising the planned objectives. This could cause a discrepancy between the budget available and the projects still to be realised. This additional contribution is expected to enable the programme to realise its objectives and consequently making the results more sustainable for the target group.
The liabilities not presented in the balance sheet are mainly related to premises abroad.
Liabilities in the future related to lease contracts
31-12-2011
31-12-2010
Liabilities shorter than 1 year
174.000
147.000
Liabilities longer than 1 year
79.000
62.000
253.000
209.000
of premises in the ZOA countries (€)
Total
ZOA is the lead agency within the Dutch Consortium for Rehabilitation (DCR-consortium) and therefore legally responsible towards the Dutch Ministry of Foreign Affairs with respect to all liabilities of the MFS-2 project of DCR as a whole.
ǂʬ ƿ 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.
From the end of 2011, ZOA has had co-financing liabilities for projects in DR Congo, South Sudan, Thailand, Sri Lanka, Uganda, Sudan and Myanmar for an approximate total of € 1,800,000 (2010: € 1,330,000). With external donor funding ZOA has already covered € 998,000 (2010: € 890,000) of this co-financing liability.
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NOTES TO THE STATEMENT OF INCOME AND EXPENDITURES 2011 Income
Income in percentage of total income Income own fundraising activities Income from third party campaigns Project grants Others
In order to respond to the needs of the beneficiaries in our programme areas, we aim to have at least 25% income from our own fundraising. The amounts granted by one donor to one country programme should not exceed 35% of this programme, to avoid donor dependence. Due to the income from the emergency campaign related to the countries in the horn of Africa, the income from private donors increased slightly more than
Actual 2011
Budget 2011
Actual 2010
25%
24%
30%
3%
8%
5%
72%
68%
64%
-
-
1%
Ȝțțʏ
Ȝțțʏ
Ȝțțʏ
budgetted. Compared to 2010, the income out of own fundraising decreased however as percentage of the total income, due to the high own fundraising contributions for Haiti and Pakistan in the year 2010.
Income from own fundraising
Source of income from own fundraising (€)
Actual 2011
Budget 2011
Actual 2010
Door to door collection
955.885
1.015.000
942.355
Legacies
314.304
250.000
276.281
Mailing actions
910.906
850.000
902.549
Individuals
1.776.536
1.525.000
2.062.890
Churches and schools
1.309.202
1.285.000
1.801.075
Companies, charity funds & other
1.653.354
1.275.000
1.244.588
Private donors
1.215.473
1.250.000
1.274.559
8.135.660
7.450.000
8.504.297
Gifts and donations
Gifts and donations from individuals, churches and schools decreased compared to 2010, because of the relatively high income in 2010 as a result of the Haiti and Pakistan campaigns. In 2011 this decrease is partly compensated by the income out of the emergency campaign for the Horn of Africa. Compared to the budget 2011 however, the mentioned income categories are more than expected in the budget. The increase of income from companies and charity funds is the result of additional time investments in the past years and a more focused and professional way of cooperating and collaborating with charity funds.
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ʬ
Income designation (€)
Actual 2011
Budget 2011
Actual 2010
Income with specific designation
3.428.590
42%
2.661.300
36%
4.092.060
48%
Income without specific designation
4.707.070
58%
4.788.700
64%
4.412.237
52%
8.135.660
100%
7.450.000
100%
8.504.297
100%
Due to the influence of the exceptional fundraising income for Haiti and Pakistan in 2010, the income with designation in euro and also as a percentage of total income was relatively high in 2010 and therefore decreased to a relative normal level in 2011.
Income from third party campaigns (€)
Actual 2011
Budget 2011
Actual 2010
187.048
-
-
Christian Reformed World Relief Committee (CRWRC)
35.523
-
14.388
Erikshjalpen
25.000
-
-
Canadian Reformed World Relief Fund (CRWRF)
15.446
20.000
-
Tear Fund Belgium
10.000
-
-
-
-
338.419
ȝȢȞǀțȜȢ
ȝțǀțțț
ȞȠȝǀȣțȢ
EO-Metterdaad
436.184
300.000
240.354
Happy Gift
73.087
25.000
71.094
Aqua for All
16.800
-
72.200
Wilde Ganzen
15.797
15.000
16.189
Draagt Elkanders Lasten
-
-
330.000
Woord en Daad
-
-
30.000
Red een Kind
-
-
48.987
1.250
323.094
-
ȠȟȞǀȜȜȣ
ȡȡȞǀțȤȟ
ȣțȣǀȣȝȟ
ȣȜȡǀȜȞȠ
ȡȣȞǀțȤȟ
ȜǀȜȡȜǀȡȞȜ
Stromme Foundation
Lakarmissionen
Other
These amounts concern income from campaigns by fundraising organisations in the Netherlands in order to support ZOA programmes and projects. They also reflect contributions from international organisations or foreign donors in the private sector.
Donors (€)
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FINANCIAL REPORT
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Actual 2011
Budget 2011
Actual 2010
DMH/VG (MFS-1)
-
2.795.696
DMH/VG (MFS-2)
3.483.027
-
DMH/VG (Other)
62.948
-
DMH/HH
2.180.180
3.170.372
Royal Netherlands Embassy Sudan
1.373.944
881.789
Royal Netherlands Embassy Afghanistan
1.117.644
696.247
Dutch Min. of Foreign Affairs - Capacitybuilding
671.488
855.970
-
2.069.397
Dutch Min. of Foreign Affairs - Education Total Dutch Min. of Foreign Affairs
8.889.231
9.425.538
EUROPEAID
2.920.247
2.616.855
ECHO
2.371.185
652.959
Total EU donors
5.291.432
United Nations Development Programme (UNDP)
1.172.889
938.029
World Food Programme (WFP)
505.845
-
UNHCR - Thailand
348.243
569.870
UNICEF - South Sudan
142.769
63.660
United Nations Office for the Coordination of
89.945
402.060
UNOPS (UN Office for Project Services / LIFT)
83.572
-
UNDP (UN Development Programme / CERF)
70.068
-
UN Emergency Relief Fund (ERF)
65.735
-
Food and Agriculture Organisation (FAO)
21.074
158.861
UNICEF - Liberia
-
13.373
UNICEF - Thailand
-
30.286
International Organization for Migration (IOM)
-
45.109
5.338.936
10.469.471
3.269.814
Humanitarian Affairs (OCHA)
Total UN donors
2.500.140
2.794.898
2.221.248
Table continuing next page
other institutions This item reflects contributions from the Dutch government, the European Union and United Nations organisations, such as UNHCR, UNDP, UNICEF, WFP and others. Whether donors are willing to contribute to an emergency situation during the year in areas where ZOA operates and for what amounts is difficult to anticipate in the budget. Part of the grants received for the reviewed year will be spent after that year. With contributions from donors that arise from spending committed under contract, the resources that yet have to be spent are listed under “Short-term liabilities” as “Accruals”.
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Table continued from previous page
Donors (€)
Actual 2011
Budget 2011
Actual 2010
Australia Government Aid Programme (AUSAID)
1.191.457
178.227
Basic Services Fund (South Sudan)
899.455
-
Directie-Generaal Ontwikkelingssamenwerking (DGOS)
569.089
-
U.S. Agency for International Development (USAID)
367.541
-
Ministry of Rural Rehabilitation & Development (MRRD / Afghanistan)
284.459
201.702
Ministry of Agriculture, Irrigation and Livestock (Afghanistan)
59.209
102.539
Department for International Development (DFID) of the United Kingdom
44.074
284.418
ǩ Ǫ
40.506
-
German Government Fund (GTZ)
39.140
-
-
312.949
Bureau of Population Refugees & Migration (BPRM) Total Governmental donors
3.494.930
Christian Reformed World Relief Committee (CRWRC)
1.276.906
318.401
Woord en Daad
442.045
200.000
Kerk In Actie (KIA)
425.926
-
MWH Foundation
420.833
398.261
Other
337.097
304.275
Tear Australia
154.063
-
Dorcas
92.886
-
Red een Kind
79.294
109.488
Church Mission Society Ireland (funded by UNDP)
-
180.645
United Methodist Committee on Relief (UMCOR)
-
259.567
Total Others
Total Project Grants
3.827.846
1.079.835
3.229.050
1.706.224
1.770.637
23.404.783
23.093.442
18.811.005
Income from institutional donors has strongly increased compared to previous year partly as result of a focused and professional donor approach by the Institutional Donor Relation department of ZOA. Changes between donors can be explained by their change in priorities in the choice of geographical areas and sectors where they work. ZOA partners and collaborates with donors when their priorities meet the program goals and priorities of ZOA.
CHAPTER 10
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FINANCIAL REPORT
NOTES TO THE STATEMENT OF INCOME AND EXPENDITURES 2011 Expenditures Cost structure of the organisation
Actual 2011
Budget 2011
Actual 2010
82,8%
82,9%
81,4%
Education and awareness
3,5%
2,9%
4,9%
Programme preparation and coordination in the Netherlands
5,4%
5,5%
4,7%
91,7%
91,3%
91,0%
Fundraising costs
4,5%
5,0%
4,9%
Costs of management and administration
3,8%
3,7%
4,1%
100,0%
100,0%
100,0%
Spent on objectives in countries (excl. MFS consortium partners)
Total spent on objectives
Total costs of the organisation
ZOA’s aim is to spend at least 88,0% of its resources on programme objectives. With 91.7% in 2011, ZOA has exceeded that level. The downward trend of the fundraising costs and cost of management and administration has also continued in 2011. Because of increasing revenue at approximately the same cost level, the percentage declined again. As a result ZOA currently has a healthy cost structure. Another important indicator that should be mentioned in this regard is spent on objectives as a percentage of total income:
Indicator spent on objectives (â‚Ź)
Actual 2011
Budget 2011
Actual 2010
Spent on objectives
29.584.525
29.343.491
24.357.188
Total income
32.530.928
31.256.536
28.761.380
90,9%
93,9%
84,7%
Spent on objectives as percentage of total income
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FINANCIAL REPORT
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Actual 2011
Budget 2011
Actual 2010
Afghanistan
1.744.480
2.649.208
2.321.616
Bangladesh
-
-
-35.263
Burundi
578.647
705.420
190.679
Cambodia
513.797
337.383
1.382.101
DR Congo
1.497.876
2.269.110
853.428
Ethiopia
1.326.325
967.580
838.535
Haïti
1.822.681
500.000
287.301
-
-
198.000
Liberia
1.830.413
2.299.743
1.187.159
Myanmar
1.082.910
410.941
272.057
Nepal
-
-
20.000
Sudan
2.604.986
4.000.000
2.556.732
Pakistan
1.203.833
500.000
516.112
-
-
27.000
Sri Lanka
4.567.709
3.440.863
3.870.601
Thailand
3.398.966
3.107.408
3.881.169
Uganda
1.986.603
2.231.134
1.581.778
South Sudan
2.537.459
2.719.830
1.837.281
-
524.010
14.517
26.696.685
26.662.630
21.800.803
Preparation and coordination in The Netherlands
1.744.986
1.760.822
1.250.758
Education and Awareness raising
1.142.854
920.039
1.305.627
29.584.525
29.343.491
24.357.188
8.393.209
9.258.000
-
37.977.734
38.601.491
24.357.188
Spent on objectives per country (€)
Indonesia
Philippines
Other
Project spent through MFS-2 consortium partners
The world of humanitarian aid is 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.
This accounts for the costs of the country support teams and the disaster response team. The costs of the Pro-
gramme Department and the Department for Monitoring Policy development and Evaluation of programmes are also included.
Preparation and coordination Netherlands (€) Preparation and coordination cost Netherlands MFS-2 coordination costs PSO project costs Preparation and coordination Netherlands
The increase of cost regarding preparation and coordination in the Netherlands can be explained by additional coordination costs with respect to the MFS-2 project. These extra costs are fully financed and covered by this project.
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Actual 2011
Budget 2011
Actual 2010
1.261.085
1.405.192
1.250.758
398.740
302.980
-
85.161
52.650
-
1.744.986
1.760.822
1.250.758
Education and awareness raising Includes the costs for education and raising the awareness of young people at schools, the general public and of ZOA constituents in particular. In 2011 these costs
Cost of fundraising (€)
are higher compared to budget due to accounting costs for the SBOS (Subsidiefaciliteit voor Burgerschap en Ontwikkelingssamenwerking) education project, fully financed by the Dutch Ministry of Foreign Affairs.
Actual 2011
Budget 2011
Actual 2010
1.174.164
1.270.396
939.377
74.673
76.613
80.528
209.377
244.227
279.595
Total costs fundraising
1.458.214
1.591.236
1.299.500
Total income own fundraising
8.135.660
7.450.000
8.504.297
14,4%
17,1%
11,0%
4,5%
5,1%
4,5%
Cost own fundraising Cost raising funds from external campaigns Cost raising project grants
Cost own fundraising in percentage of own fundraising income (CBF%) Cost own fundraising in percentage of total income
Cost rate of fundraising The cost rate of fundraising (the ‘CBF-percentage’) is on the level of 14.4%. In 2010 the cost rate was exceptionally low, due to the one-time fundraising actions for Haiti and Pakistan. When this part of the income is excluded, this ratio in 2010 is 15.7%. The Supervisory Board of ZOA uses a fixed annual standard of maximum 16.0%.
Costs of management and administration are the costs that the organisation incurs for (internal) management and organisation that are not allocated to the objective or to income raising. As a percentage of total cost, the management and administration costs declined to a level of 3.8%.
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ATTRIBUTION OF COSTS 2011 Attribution of costs 2011 (€)
Objectives
Fundraising
Cost of
Programmes
Coordination
Education
Own
External campaigns
Project grants
Management and Administration
Total 2011
Budget 2011
Total 2010
20.341.314
-
379.058
-
-
-
-
20.720.372
20.636.294
16.647.444
5.876.239
1.323.895
574.413
367.412
62.939
125.877
884.404
9.215.179
9.164.417
7.897.196
Direct costs (campaigns, telemarketing)
-
-
-
678.662
60.033
-
738.695
660.836
675.148
Travel costs
-
77.431
48.133
32.848
6.804
13.607
56.605
235.428
242.272
260.190
Accommodation costs
-
16.343
9.248
5.697
964
1.929
13.445
47.626
90.021
83.615
Office costs
-
12.351
123.107
84.353
35
70
35.659
255.575
319.289
285.472
Audit costs and annual report
-
-
-
-
-
-
94.188
94.188
85.000
157.300
Other general costs
-
279.002
8.022
5.192
2.072
4.145
102.223
400.656
418.324
297.113
479.133
35.963
873
-
1.858
3.717
31.259
552.803
504.817
460.751
26.696.686
1.744.985
1.142.854
1.174.164
74.672
209.378
1.217.783
32.260.522
32.121.270
26.764.229
8.393.209
9.258.000
-
40.653.731
41.379.270
26.764.229
Own programmes/projects Salaries/social charges
Depreciation and Interest Total Project Spent through MFS-2 partners Total incl. MFS
Costs are allocated to the objectives, fundraising and management and administration according to the recommendation ‘Allocation of costs of Management and administration’ of the VFI. Costs have been allocated according to the following criteria: A) Costs own organisation abroad; 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 is active. Costs of own organisation abroad are fully allocated to objectives.
B) Costs own organisation in the Netherlands The costs own organisation in the Netherlands fall into two kinds of expenditure: B1) 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: Ǧ (mainly the costs of the Programme Department, the Country Support Teams) and emergency relief (mainly the costs of the Disaster Response Unit)
Ǧ awareness raising Ǧ ƽ campaigns by third parties and grants
B2) 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 Management Office, facilities, ICT and general costs.
FINANCIAL REPORT
CHAPTER 10
Cost allocation
%
Notes
- General
rate
based on number of workplaces
- Finance
50
50% is direct support country programme
- Facilities
rate
based on number of workplaces
- ICT
rate
based on number of workplaces
Human Resources
100
Executive Board (including secretary) Supervisory Board
95
5% is fundraising institutional donors
100
Standard for Costs of management and administration Based on the nature of the organisation as described before in this annual report, the Chief Executive Officer has set the standard for the management and administration costs at approximately 4,0%. In the multi-annual overview and forecast on page 124, the development in time of this indicator is displayed.
119
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ʬ ZOA Supervisory Board members do not receive a compensation. The position and powers of the Chief Executive Officer (sole officer) have been determined based on a management protocol. The Chief Executive Officer bears ultimate responsibility for the operational organisation as a whole.
Remuneration (€)
Actual 2011
Actual 2010
Kind (validity)
Permanent
Permanent
Hours / week
40
40
100%
100%
1/1 - 31/12
1/1 - 31/12
87.739
87.739
7.019
7.019
799
787
Total gross salary
95.557
95.545
Social premiums
7.281
7.325
13.661
13.810
116.499
116.680
Name Function
Period Remuneration Gross salary Vacation bonus End-of-year bonus
As per 31 December 2011 ZOA employed 768 people based on headcount (2010: 686).
Pension premiums
Other information Appropriation of results The result has been appropriated according to the breakdown indicated in the Statement of Income and Expenditures.
Chief Executive Officer
Employment
PT-percentage
The salary of the director has been set in accordance with the Remuneration decree for state civil servants (BBRA1984), Grade XVI. The fee for the remuneration of the Chief Executive Officer is set well below the guideline of the Dutch Fundraising Institutions Association for management salaries.
ǀ
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INDEPENDENT AUDITOR’S REPORT To: the Supervisory Board and Chief Executive Officer of Stichting ZOA
REPORT ON THE FINANCIAL STATEMENTS We have audited the accompanying financial statements 2011 as set out on pages 95 to 120 of Stichting ZOA, Apeldoorn, which comprise the balance sheet as at 31 December 2011, the statement of income and expenditures for the year then ended and the notes comprising a summary of the accounting policies and other explanatory information. THE EXECUTIVE BOARD’S RESPONSIBILITY The Executive Board is responsible for the preparation and fair presentation of the financial statements and for the preparation of the Executive’s Report, both in accord ǎ ǩ ȡȠțǪǏ Standards Board. Furthermore, the Executive Board 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 entity’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 entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Executive Board, as well as evaluating the overall presentation of the financial statements.
REPORT ON EXECUTIVE’S REPORT We have no deficiencies to report as a result of our examination whether the Executive’s Report, to the extent we can assess, has been prepared in accordance with ǎ
ǩ ȡȠțǪǏ Board. Further, we report that the Executive’s Report, to the extent we can assess, is consistent with the financial statements.
The Hague, 23 April 2012 KPMG ACCOUNTANTS N.V. ǀ ǀ ǀ ǀ
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 as at 31 December 2011, and of its result for the year then ǎ ǩ ȡȠțǪǏ Accounting Standards Board.
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APPENDIX STATEMENT OF INCOME AND EXPENDITURES BUDGET 2012 Income (â‚Ź)
Budget 2012
Actual 2011
Budget 2011
Income own fundraising activities Door to door collection Legacies Contribution, donations, gifts
1.015.000
955.885
1.015.000
300.000
314.304
250.000
7.410.000
6.865.471
6.185.000
Income from third party campaigns
8.725.000
8.135.660
7.450.000
629.588
816.134
683.094
Project grants from government for MFS-2 consortium partners
10.061.631
8.393.209
9.258.000
Project grants from government (other)
23.821.145
23.404.783
23.093.442
Interest Rate differences Total income
33.882.776
31.797.992
32.351.442
100.000
230.838
30.000
-
-56.487
-
43.337.364
40.924.137
40.514.536
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FINANCIAL REPORT
CHAPTER 10
Expenditures (€)
Budget 2012
Actual 2011
Budget 2011
Spent on objectives Project spent through MFS-2 consortium partners
10.061.631
8.393.209
9.258.000
Own spent on objectives
28.608.241
26.696.685
26.662.629
Spent on objectives in countries
38.669.872
35.089.894
35.920.629
the Netherlands
1.920.973
1.744.986
1.760.822
Education/Awareness raising
1.065.137
1.142.854
920.039
41.655.981
37.977.734
38.601.491
Preparation and coordination from
Total spent on objectives
Spent on fundraising Expenses own fundraising (CBF-ratio) Expenses participation in external campaigns Expenses received Project Grants
1.305.790
15,0%
1.174.164
14,4%
1.270.396
83.705
74.673
76.612
341.623
209.377
244.228
Management and administration
Total expenditures
Surplus/deficit
Added to/withdrawn from (€) Funds
17,1%
1.731.118
1.458.214
1.591.236
1.131.817
1.217.783
1.186.543
44.518.916
40.653.731
41.379.270
-1.181.552
270.406
-864.734
Budget 2012
Actual 2011
Budget 2011
-1.406.614
-241.034
-1.233.325
Reserves Continuity reserve Programme guarantee Disaster Response Other allocated reserves
Total change in reserves and funds
375.062
410.851
368.591
-
68.959
-
-150.000
154.494
-
-
-122.864
-
225.062
511.440
368.591
-1.181.552
270.406
-864.734
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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 expats assisted by locals.
Indicators Number of programme countries Target volume per country Percentage income non-Project
This principle is the foundation for the multi-year projection. The number of countries where ZOA aims to operate combined with the cost ratios deemed acceptable by the board, help to determine the multi-year ambition.
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.
Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2009
2010
2011
2012
2013
2014
2015
2016
11
12
12
12
12
12
12
12
2.087
ȝǀțȞț
ȝǀȝȝȠ
ȝǀȡȞȞ
ȝǀȢȠț
3.000
3.250
3.500
34%
35%
28%
25%
25%
25%
25%
25%
16%
17%
14%
15%
16%
16%
16%
16%
5%
5%
4%
5%
6%
6%
6%
6%
4%
4%
4%
4%
4%
4%
4%
4%
Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2009
2010
2011
2012
2013
2014
2015
2016
8.018
10.150
9.126
11.117
11.550
12.600
13.650
14.700
18.119
18.611
23.405
22.158
21.450
23.400
25.350
27.300
-
-
8.393
10.062
10.000
10.000
10.000
-
26.137
28.761
40.924
43.337
43.000
46.000
49.000
42.000
grants Norm cost percentage own fundraising(CBF) Norm cost percentage total fundraising Norm costs of management and administration
Income (€ x 1.000) Income own fundraising and participation in external campaigns Project Grants For MFS2 Partners Total income
Expenditures (€ x 1.000)
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FINANCIAL REPORT
CHAPTER 10 Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2009
2010
2011
2012
2013
2014
2015
2016
22.857
24.357
29.585
31.594
29.030
31.718
34.406
37.094
-
-
8.393
10.062
10.000
10.000
10.000
-
Spent on fundrasing
1.217
1.300
1.458
1.731
1.912
2.089
2.266
2.443
Management and
1.084
1.107
1.218
1.132
1.458
1.593
1.728
1.863
25.158
26.764
40.654
44.519
42.400
45.400
48.400
41.400
979
1.997
270
-1.182
600
600
600
600
Funds
464
1183
-241
-1.407
100
100
100
100
Reserves
515
814
511
225
500
500
500
500
979
1.997
270
-1.182
600
600
600
600
Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2009
2010
2011
2012
2013
2014
2015
2016
Fundraising percentage (CBF)
14,5%
11,0%
14,4%
15,0%
15,0%
15,0%
15,0%
15,0%
Percentage spend on
90,9%
91%
91,7%
91%
90%
90%
90%
90%
88%
84,7%
90,9%
90%
90%
90%
90%
90%
240%
250%
203%
205%
210%
225%
230%
235%
Total spent on objectives For MFS2 Partners
administration Total expenditures Surplus/deficit
Added to/withdrawn from (€ x 1.000)
Total change In reserves and funds
Other indicators
objectives
Spent on objectives in percentage of income
Liquidity
ABBREVIATIONS
Abbreviations (not exhaustive) CBO CDC CRWRC ECHO EU-CORD FGM HAP ICVA MFS UNHCR VFI WASH WFP ZOA
Community Based Organisation Community Development Committee Christian Reformed World Relief Committee European Community Humanitarian Office a network of European Christian Organisations in Relief and Development Female Genital Mutilation Humanitarian Accountability Partnership International Council of Voluntary Agencies Mede Financierings Stelsel, meaning co-financing system, funds from the Dutch Ministry of Foreign Affairs. The number ‘2’ (MFS-2) refers to the second cycle of funding, for the years 2011 – 2015. United Nations High Commissioner for Refugees Vereniging voor Fondsenwervende Instellingen, Branch Organisation for Fundraising Water, Sanitation and Hygiene World Food Programme Zuid Oost Azië, means Southeast Asia in Dutch, the region where ZOA started working in 1973
Colophon
© 2012 ZOA P.O. Box 4130 7320 AC Apeldoorn The Netherlands T +31 (0)55 36 63 339 F +31 (0)55 36 68 799 E info@zoa.nl
Board Dr. ir. H. Paul MPA, chairman J.W. Boogerd Drs. B. Brand MCM Drs. J. Kamphorst Mr. B.J. van Putten Ing. K.A. de Vries MEd Drs. A.W. Westerveld, MPH Chief Executive Officer J. Mooij MBA ING account number (for transfers in The Netherlands): Giro 550 ZOA is registered with the Chamber of Commerce under number: 41009723
Text: ZOA, with regards to Hetty Vonk for editing the English Photography: Anne Paul Roukema, Jaco Klamer, Dirk Jan Verkuil and ZOA. Cover: Folkert Rinkema Design: IDD concept, communicatie, creatie I www.idd.nu Printed by: drukkerij De Bunschoter. The information in this report may be reproduced (excluding the photos), provided ZOA is notified and this Annual Report is acknowledged as the source. ZOA would like to receive a copy of the publication.
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