Annual Report 2013
40 jaar
ZOA | P.O. Box 4130 | 7320 AC Apeldoorn | The Netherlands
T +31 (0)55 36 63 339 | E [email protected]
WWW.ZOA-INTERNATIONAL.COM
40 years
Annual Report 2013
40 jaar
40 years
ABBREVIATIONS
Abbreviations (not exhaustive)
ACCTS/AWT
CBO
CLTS
DEL
DRU
FAL
HAP
PTA
SME
VFI
VSLA
WASH
ZOA
Arab Center for Training and Consulting Services / Arab Woman Today
Community Based Organisation
Community Led Total Sanitation
Draagt Elkanders Lasten Foundation, meaning Carry Each other’s Burden
Disaster Response Unit
Functional Adult Literacy
Humanitarian Accountability Partnership
Parent Teacher Association
Small and Medium Enterprises
Vereniging voor Fondsenwervende Instellingen, Branch Organisation for Fundraising
Village Saving Loan Association
Water, Sanitation and Hygiene
Zuid Oost Azië, meaning Southeast Asia, the region where ZOA started working in 1973
The cover photo shows the rehabilitation of a water cistern at Bait Ja’il, a conflict-affected village in Arhab District, Sana’a Governorate, Yemen. This activity
also engaged youth who were gaining work experience as part of the Youth Economic Empowerment Programme in collaboration with UNDP. Access
to water is an integral part of helping these communities rebuild their livelihoods. ZOA is running an integrated programme to construct/ rehabilitate water
sources as well as provide vocational training for unemployed youth and health awareness to communities through the work of female hygiene promoters.
Colophon
© 2014
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 [email protected]
Supervisory Board
Dr. ir. H. Paul MPA, chairman
J.W. Boogerd
Drs. B. Brand MPA MCM
Drs. J. Kamphorst MPA
Mr. B.J. van Putten, LL.M
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):
NL46 INGB 0000 0005 50
ZOA is registered with the Chamber of Commerce under number:
41009723
Text: Theanne Boer, Geke Kieft, Els Sytsma, with regards to Hetty Vonk
Photography:
Jonneke Oskam: p. 27, 40, 43 (l), 93
Studio J&J: p. 28
Liesbeth Verduijn: p. 36
Dolf Hoving: p. 8, 72
Carel Schutte: p. 5, 7
Private collections: p. 31, 32
Gerrit-Jan van Uffelen: p. 94-95
Grzegorz Litynski, p. 101, 119
Design: IDD concept.communicatie.creatie I www.idd.nu
Printed by: drukkerij De Bunschoter
The information in this report may be reproduced (exluding 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.
3
CONTENTS
1.
Introduction
Afghanistan 37
5
Burundi 41
2.
Statement Supervisory Board
7
Democratic Republic of Congo 45
Ethiopia 49
3.
Who we are
Liberia 53
9
CDN Myanmar 57
4.
Executive’s Report
13
South Sudan 61
Sri Lanka 65
5.
Report from the
Supervisory Board
Sudan 69
17
Thailand 73
Uganda 77
6.
Organisation
10. Disaster Response
21
Haiti 82
7.
Our Approach
25
Jordan 84
Pakistan 86
8.
Funding, Communication and
Awareness Raising 29
Philippines 88
Yemen 90
11. Financial Report
9.
ZOA Worldwide
35
93
81
4
5
CHAPTER 1
1. Introduction
During one of my visits this past year I went to a small field office in Sri Lanka.
I asked staff there: ‘What were you most touched by in the recent past?’ One
woman, a social worker, told me a very special story, one that we listened to
intently. The people of a village had told her about a family that was suffering
neglect. The woman was no longer taking care of herself or her children. She
wasn’t cleaning the house any more, not taking care of herself, not sending
the children to school. The villagers were concerned but did not know what to
do. It was difficult to make contact with the woman, but then the ZOA worker
had an idea. “Could I brush your hair?’ she asked. And she was allowed to and
while the woman was enjoying the attention, she started to speak. About how
she missed her husband who she had lost during the war. She didn’t know
where he was or whether he was even still alive, but it was very likely that
he was dead. It caused her great sorrow and pain. Thanks to the contact that
arose, she allowed herself to be helped. She received help that allowed her
to pick up her life again, soap and clothing for her daily care. And also a small
loan which allowed her to start a shop. She is doing well now and her children
have returned to school.
“Could I brush your hair”,
she asked.
The story touched me deeply, it brought tears to my eyes. This staff member
gave so much time and energy to this one woman and thanks to a simple
solution of brushing her hair, found a solution to her problems. Nothing
complicated, no project proposals or programme targets. Ultimately it is all
about helping this one woman, giving her a future. Stories like these are most
gratifying.
This past year has been extraordinarily good for ZOA. In various ways we
were able to reflect on our fortieth anniversary, and we were able to help
more people than ever before. During encounters with the founders of ZOA
and former staff I was again impressed by the fact that our mission has
remained unchanged over these forty years. Much has changed and ZOA has
grown strongly. But our mandate remains unchanged: giving hope to people
who suffer from violence and natural disasters. We can get on with our work
in 2014, in continued good spirits, with the help of God, and thanks to you all.
Johan Mooij
General director
6
7
CHAPTER 2
2. Statement of the
Supervisory Board
In the past few years, ZOA has expanded its work to be able to provide more
relief, hope and recovery. This growth has been combined with organisational
changes that aim to further improve ZOA’s programme quality and ensure
the effective and efficient use of resources. We have succeeded in realizing
this challenge, as both internal and external evaluations show. And we have
earned growing respect from the (international) community for the work of
ZOA. The Supervisory Board wishes to express their gratitude to CEO Johan
Mooij, and to all ZOA employees and volunteers worldwide for their excellent
work and commitment throughout 2013. The many challenges they face,
sometimes due to the (extremely) harsh and insecure environment in which
they operate, and the excellent results obtained in 2013 have not gone unnoticed.
The Supervisory Board would also like to thank ZOA’s local, national and
international partners, the many donors, both institutional and private, that
support the organisation, and especially the governments of the ZOA host
countries that allow ZOA to continue the work. Finally, the Supervisory Board
is grateful to the constituency for their continuous confidence in and support
of ZOA. ZOA’s constituency is very important for the organisation and the
expressions of support and appreciation for ZOA’s work received from this
group, greatly stimulates ZOA to continue to bring relief, hope and recovery
to those who need it most.
With gratitude we approved the Annual Report in a meeting on 22 April
2014. The audit processes were positive and did not reveal any major weaknesses in the organisation, the internal audit work and risk management system. We are convinced that the income was spent effectively and efficiently.
In view of this, the Annual Report, including the financial statements, as
prepared by the CEO, was approved as submitted.
In 2013 ZOA celebrated its 40th anniversary. Several celebratory activities
were organized throughout the year, to which current and former employees,
volunteers, the constituency, partners and donors were invited. It is wonderful to recognize God’s blessings to ZOA throughout the years and to see that
ZOA has truly earned a place in the hearts and minds of many people. We
thank God for all of this and are grateful to be a part of this organisation.
On behalf of the Supervisory Board,
Harry Paul
8
9
CHAPTER 3
3. 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.
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
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 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.
Our sectors
ZOA’s sectoral focus is on livelihoods and food security, WASH (water, sanitation and hygiene) and basic
education. In the context of conflict 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 conflict.
Given our specific experience and expertise in realising
household shelter solutions in emergency situations,
ZOA also focuses on ‘shelter’ in its emergency programming.
Dimensions of change
ZOA uses a framework comprising three dimensions of
community level change, to enable us to stay focused on
what our work is really about. These dimensions are:
• Access to basic resources and services
• Community governance and inclusion
• Peace and stability
Our constituency
ZOA could not exist without a committed constituency
of more than 40,000 private donors, companies, Business
Ambassadors, schools and churches.
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.
12
13
CHAPTER 4
4. Executive’s Report
2013 was a special year for ZOA. We looked back to the
time ZOA was established in 1973, now forty years ago.
We have been able to achieve much in those forty years,
and our organisation has grown in many ways. Much
has changed, but our vision and mission have remained
the same. For forty years now we have been supporting
those who suffer from the consequences of armed
conflict or natural disasters. We offer aid, give hope and
work on reconstruction in areas where refugees and
displaced persons live temporarily or where they return
to their homeland. This clear mandate and defined target
group stands firm and connects all ZOA staff worldwide.
40 years ZOA anniversary
Evidence of these ties and loyalty were clearly visible
during the various anniversary gatherings held this past
year. With staff, former staff, donors and partners, here
in The Netherlands, but also from the countries in which
we work.
In January we met with the founders of ZOA and their
spouses, on the spot where it all began, in Groningen.
It was there that the first copy of the commemorative
anniversary book was presented.
A symposium, organised together with fellow
organisation Woord and Daad took place in June. Woord
and Daad was also founded in 1973, as was our colleague
organisation Tear. Topics of discussion during the
symposium included the changes in humanitarian aid, in
society and notably in the constituencies.
Besides a staff-family day there was also a big reunion
for former staff. Software company AFAS made its
theatre and other facilities available to us for that
occasion. Many former staff members attended and their
involvement with ZOA continues to be undiminished.
Many recall their time at ZOA with great pleasure.
We ended the jubilee year with a concert for all of our
volunteers, held in the Eben Haëzer Church in Apeldoorn,
with thanks to God and thanks to all those who
generously give of their time for the work of ZOA.
Growth
2013 was an especially good year for ZOA. The
programmes flourished, we are carrying out more
projects and have spent more funds than the year before,
allowing us to help more people than ever. But there
was also growth in terms of quality and organisational
development.
Reorganisation
Internal organisational changes were implemented
as of 1 January, so to optimize support to the country
programmes from The Netherlands, and to work on
improvement of capacity within the country offices. The
objective is to execute better programmes even better.
Country support teams have been discontinued. Support
from Apeldoorn is now given by sector specialists in
three areas: water and sanitation, livelihoods (including
food security) and primary education.
This has resulted in an integral approach to programme
areas, allowing us to have greater insight into all aspects
that affect the wellbeing of our target group. Inclusion of
these aspects in the programme plans has benefitted the
quality of our work.
The new Audit and Evaluation department also
monitors the programme areas, giving us an integral
overview, both in terms of content and finances.
The audit specialists support the country directors in
carrying out analyses and in formulating clear points for
improvement.
Although the changes are only recent, the conclusion
that can be drawn after this first year are positive.
Our programmes worldwide have become more
multi-facetted and more complete as a result of the
development of this integral approach in each area. One
of the positive effects is that it has become easier to
find financing, both in numbers of donors and in longer
lasting project periods. Apart from immediate emergency
aid we no longer conduct short-term projects. It is our
intention to have a presence in programme areas for
longer periods of time.
The importance of a sound internal organisation will lead
to effective methods for the realisation of our objectives.
It is beneficial to reexamine the internal organisation
from time to time and make improvements. Much
energy was devoted to this project in 2013, notably
at ZOA-Netherlands. Where the reorganisation had
consequences for personnel it is self-evident that this
required much time and care. The risk that we were
too focused internally at ZOA-Netherlands and not
enough on the needs of those who suffer from violence
or disaster, was real. In 2014 we can leave all this behind
us and from a functional new structure direct our
efforts primarily at support of the country offices in the
execution of our programmes.
14
CHAPTER 4
Security
In keeping with 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 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. Our security officer
visits the ZOA teams to provide security training and
give briefings, to review local security plans, to maintain
day-to-day contact with staff in risk areas and to support
staff in case of security incidents.
The responsibility for the security of staff is certainly a
limiting factor for the humanitarian sector, meaning we
sometimes cannot start working in areas where needs
are high. Inherent to being a humanitarian organisation
is being aware of the immense needs and feeling the
passion to support those who are most vulnerable. We
are confronted by daily dilemmas in which we try to
operate with wisdom.
A Crisis Management Team was set up in 2013.
Procedures have been established and members of the
teams have had intensive training.
Partnerships
Executive’s Report
This consortium executed programmes in the Uruzgan
province for four years. It ceased to function in 2013. The
joint programmes worked well, each participant brought
in own expertise and that proved to work very efficiently.
With financing from AusAID we are able to continue
our activities directed at water, sanitary facilities and
peacebuilding in the region, at least for the time being.
Dutch Consortium for Rehabilitation: CARE
Netherlands, Save the Children Netherlands, HealthNet
TPO and ZOA.
This consortium has been working in six African countries
since 2011: Uganda, DR Congo, South Sudan, Sudan,
Burundi and Liberia. Cooperation is especially successful
there where organisations work in the same regions.
It allows us to plan and discuss activities with the
population. It was especially beneficial for the target
group: they have one contact point and that is greatly
appreciated. The Dutch Ministry of Foreign Affairs is
financing this programme until 2015.
Dutch Emergency Relief Cluster of Christian NGOs:
Woord en Daad, Red een Kind, Dorcas, Tear and ZOA.
These five organisations have some overlap in terms
of constituents. For a number of years now we have
done joint fundraising when disaster strikes. This year
we implemented relief activities to Syrian refugees in
Jordan, together with Dorcas. After the typhoon Yolanda
all members were involved in relief activities on the
Philippines.
In 2013 ZOA worked together with many NGOs,
at various levels, local, national and international.
Increasingly we work in consortia, which brings various
advantages. Knowledge and experience is shared, we
supplement each other in the execution of programmes
and jointly lobby for support for rehabilitation in fragile
states from both politicians and the Dutch public.
Emergency Aid: Jordan and the Philippines
The three major consortia in 2013 were:
Dutch Consortium Uruzgan: HealthNet TPO, Cordaid,
Dutch Committee for Afghanistan, Save the Children
Netherlands and ZOA.
In the first months of the year we joined forces with the
emergency relief campaign of Dorcus for Syrian refugees
in Jordan. We started fundraising among our own
constituents and so could contribute to the distribution
of emergency relief packages in the city of Mafraq. At
the same time we sought contact with possible local
partners in order to start an own relief programme. This
has led to cooperation with Arab Woman Today and the
start of an emergency relief programme in Irbid
The civil war in Syria and the needs of refugees is not
foremost in the perception of most Dutch people. So,
in June 2013, we invited six prominent Dutch Christian
women to visit our relief programme in Jordan, with the
aim of generating awareness and knowledge about the
situation in their own network - politics, the church and
the media, via the radio, newspapers and magazines,
online and offline. In a very personal manner this led to a
great deal of publicity about the problems facing Syrian
refugees.
After the typhoon that hit the Philippines in November
2013, all five of the organisations of the Dutch
Emergency Relief Cluster of Christian NGOs worked
together in their fundraising efforts for the first time. The
response from the Dutch constituency was impressive.
What was also special is that we did not only work
together in The Netherlands, but also in the disaster area.
A delegation of members of the organisations travelled
from The Netherlands to the Philippines to assess the
situation and visit possible partners, after which we
arrived at an integral plan of approach for the area.
Thailand
In 2008 ZOA decided to phase out of Thailand after
handing the programme over to (local) partners. The
process has for the most part now been completed
and we can rest assured that we can leave matters in
safe hands. The decision to leave Thailand is related to
the choice to concentrate our efforts on refugees and
displaced persons in fragile states.
CHAPTER 4
15
Executive’s Report
Fundraising
Reporting
Satisfied staff
In terms of fundraising our income grew again this year,
after seeing a drop in 2012. Institutional donors have
become more demanding where project proposals are
concerned. A proposal must meet high standards and
that involves a great deal of work. But from experience
we know that a good project proposal also leads to
better quality of our work. Fortunately our project
proposals usually pass the test, something for which we
are grateful.
The willingness to donate on the part of our private
constituents has changed: they are giving in a more
targeted manner, for a certain country or project, and
less periodically.
In the coming year we will devote attention to our
reports from the programme areas. The content must
be improved, allowing us to share information with
our constituents even better. Thanks to our new Audit
and Evaluation Department more information is being
measured and analyzed. That provides a wealth of data.
The translation of these reports to our constituents must
be improved in 2014.
A study among staff in 2012 showed that people like
working for ZOA. In connection with two points for
improvement from the study we were able to take
important steps forward in 2013.
Communication
An external marketing and communications agency
specialised in non-profit organisations conducted a
study on our behalf in order to make us more aware of
and let us utilize opportunities directed at approaching
our private constituents. An important conclusion from
this study was that our communication about the needs
of our target group is too laid back. We mainly gave
information about what we do, why we do it and how
we do it, while the actual urgency and the great suffering
was almost missing in texts and images.
On the one hand that was a conscious choice, in keeping
with our key values of ‘human dignity’, not to portray
our target group as ‘miserable’, but rather choosing for
pictures of strong people who are taking on the task of
rehabilitation and have something to show for it. The
result is that the urgency is not explicit in our message.
The dilemma is clear. In 2014 we will consider how the
recommendations of the agency can be fitted into our
communications.
Learning organisation
Effective delivery of ZOA’s objectives is contingent upon
our staff having the right skills and experience in the
short, medium, and long term. As labour markets get
ever tighter, well targeted and focused opportunities
for staff learning and development therefore not only
ensure high quality programme delivery today, but
are a key strand in ZOA’s strategy to ensure continued
development and desired impact going forward.
To invest in the capacity development of ZOA’s
international management members a two weeks
training was held in The Netherlands. Furthermore,
a Finance and HR training was organised in The
Netherlands.
In addition to ZOA’s trainee programme high potential
trainees are offered a position as junior management
members at the country level. A tailor made training
programme enables them to grow towards full
management level in two years’ time. This programme
for competent young humanitarian professionals has
proven to be very successful for ZOA as a pool of highskilled and well-trained staff.
Good quality professional development opportunities
linked to career planning has also proven to be a value
element of the development opportunities ZOA is
offering.
First of all, the office space was too small for the large
number of staff. We have moved to larger premises close
to our old office in Apeldoorn. A great improvement,
allowing all staff to do their work with the necessary
peace and quiet. We can now also devote more attention
to sustainability and fairtrade (see chapter 6).
Secondly, an organisation development programme
was started up in the Fundraising, Communication
and Awareness Raising department. The need was
felt to denote various responsibilities more clearly.
Changes have been introduced: three unit managers
have been appointed, responsible for fundraising in The
Netherlands and from institutional donors respectively
and for matters of content and practical support of the
organisation. An extensive evaluation will follow in 2014
(see chapter 8).
2014
In its 41st year ZOA will again do its utmost to provide
relief, hope and recovery to refugees and displaced
persons. Again in 2014 they will be there and they are
entitled to our attention and care. We hope to be able
to continue our work in the countries where ZOA can
bring its expertise and experience and make an actual
difference in the lives of many.
A programme will be started up in 2014 in one of the
countries where ZOA provides emergency relief. We
will also initiate a study in a country where we do not
have a presence as yet, to investigate whether there are
possibilities to start up a new programme.
17
CHAPTER 5
5. Report from the
Supervisory Board
The Supervisory Board is responsible for the supervision
of the policies and plans of ZOA and for monitoring the
identity of the organisation. In that sense, the Supervisory
Board advises and assists the Chief Executive Officer (CEO)
in finding the right course of action for the organisation in
line with ZOA’s statutory obligations. The members of the
Supervisory Board contribute their expertise from various
fields to the best interest of the organisation. Besides their
supervisory duty, the members also have more formal
responsibilities such as appointing and assessing the CEO
and approving the budget and annual report. Moreover, the
Supervisory Board represents the constituency of ZOA and
represents the society within the organisation.
The CEO on the other hand is responsible for the executive
decisions and daily management of the organisation.
Through this separation of powers, ZOA meets the Dutch
governance guidelines for charitable organisations as
established in the Wijffels Code (Code Wijffels) which
indicates the correct relationship between ‘management’
and ‘supervision’.
Members of the Supervisory Board
The members of the Supervisory Board serve a term of five
years and are eligible for reappointment once. They are
selected based on the criteria mentioned in the general
and specific profile of the Supervisory Board. In 2013, the
Supervisory Board of ZOA consisted of seven members.
Mr. H. Paul MPA, chairman – Head of Agency, Netherlands
Food and Consumer Product Safety Authority
Mr. J.W. Boogerd, member – Retired banker
Mr. B. Brand MPA MCM, member – Town clerk / general
director of the municipality of Oldebroek
Mr. J. Kamphorst MPA, member – Interim-manager and
management consultant
Mr. B.J. van Putten LL.M, member – Retired mayor
Mr. K.A. de Vries MEd, member – Geography teacher at Prins
Maurits Christian Highschool in Middelharnis
Mrs. A.W. Westerveld MPH, member – Physician in
preventive healthcare at Provincial Health Care Fryslân
Remuneration committee: Mr. H. Paul (chair) and mrs. A.W
Westerveld.
Audit committee: Mr. J. Kamphorst (chair), mr. J.W.
Boogerd and mr. B. Brand.
At www.zoa-international.com the period of service is
indicated for each of the members, as well as the additional
offices that the members hold.
The members of the Supervisory Board do not receive
financial compensation for their work. They can claim
the expenses incurred during the course of their duties as
Supervisory Board members. In that case the same rules
apply to their claims as those that apply to the claims of
ZOA employees.
The Supervisory Board has two committees; the
Remuneration Committee and the Audit Committee.
The Remuneration Committee, which is formed by two
members of the Supervisory Board, including the chairman,
represents the Supervisory Board in matters relating to
the appointment of the CEO and arranges the terms of
employment. Moreover, the Committee assesses the
functioning of the CEO and, based on that, determines his
salary at the beginning of each year.
At the beginning of the year, after an assessment interview
and upon recommendation of the Remuneration
Committee, the Supervisory Board determined the salary
and additional benefits of the CEO. In doing so, the
Supervisory Board adheres to the VFI’s Advisory Scheme
for the Remuneration of Management of Charitable
Organisations (Adviesregeling Beloning Directeuren van
Goede Doelen) and the Wijffels Code (see www.vfi.nl).
The Supervisory Board also concluded that the additional
offices held by the CEO are compatible with his work as
CEO of ZOA. Moreover, the additional offices of the CEO
are considered of great value for ZOA, because of the
possibilities it provides for the organisation.
The Audit Committee is made up by three members of
the Supervisory Board, and focuses on strengthening the
internal audit function of the organisation. In 2013 the
Committee came together three times and discussed the
18
CHAPTER 5
following subjects:
• The annual report (at this meeting the external auditor
was present)
• The reports of the internal auditor
• The internal audit plan
• The year budget
• The quarterly reports
The Supervisory Board in 2013
In 2013 the Supervisory Board met five times, each time
with the CEO present. Besides the regular subjects on the
agenda, such as the approval of the annual accounts of
2012, the budget and annual plan for 2014, the salary and
assessment of the CEO, the risk analysis and risk control
and the meetings with the Works Council (twice) and the
Management Team (twice), there were also some specific
subjects the Supervisory Board looked at during 2013.
One of these was the issue of ‘professionalization’ of the
Supervisory Board.
This process was initiated in 2012, as a direct consequence
of the increasing scope of ZOA, and further developed
in 2013. During a retreat at the beginning of the year,
the Supervisory Board discussed issues such as its size,
competences, frequency of meetings, and especially
the role and tasks of the members as supervisors of a
fast growing organisation in a complex (inter)national
environment. These challenging circumstances demand a
higher quality of supervision. Based on the reflections done
during that day, and the subsequent individual meetings
of the chairman with the members, a number of changes
were introduced. These will be executed in 2014 and
include among others:
- reduce the number of members of the Supervisory
Board, from seven to five members;
- invest more time and energy in common vision and
opinion development;
Report from the Supervisory Board
- reflect further on the role of the members of the
Supervisory Board as representatives of ZOA’s
constituency;
- complement the profile of the Supervisory Board
with specialized knowledge / experience from the
international arena.
Besides this, the Supervisory Board also looked into the
issues of the housing of the ZOA Netherlands office, as
well as the continuous organisational developments. With
regard to this first topic, the Supervisory Board approved
the acquisition of the new office for ZOA Netherlands,
based on the needs to move to a bigger building in order
to comply with national employment legislation and
respond to the needs expressed by the staff. On the issue
of organisational development, initiated to further improve
ZOA’s programme quality, effective and efficient, the
Supervisory Board was informed on a regular basis by the
CEO, to ensure their close involvement. The Supervisory
Board fully endorses this strategic development and the
choices being made.
During 2013, some members of the Supervisory Board
had the opportunity to meet with the International
Management Team during the Interregional Meetings that
took place in March and October. These meetings provided
for excellent opportunities to get more information
from the field and increase their knowledge about the
many opportunities and challenges that they face. In
addition, three members of the Supervisory Board visited
ZOA countries. The chairman brought a visit to ZOA
Ethiopia, while two other members went to visit ZOA in
South Sudan. This gave them the opportunity to see for
themselves how ZOA really makes a difference for the
people that we serve.
19
20
Organisation chart
Supervisory
Board
CEO
Dutch Consortium
for Rehabilitation
Management
Support
Human
Resources
Audit and
Evaluation
Funding, Awareness
Raising and
Communication
Programmes
Disaster Response
Unit
Institutional
Donors
Fundraising and
Awareness Raising
Finance
Finance and IT
Support
Finance Support
Programme
Countries
Haïti
Pakistan
Yemen
Jordan
Philippines
Afghanistan
Burundi
DR Congo
Ethiopia
Liberia
Sri Lanka
Sudan
South Sudan
Thailand
Uganda
Myanmar
21
CHAPTER 6
6. Organisation
Organisational structure
See figure on page 20.
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 at
the Interregional Meeting. The meeting is instrumental in
sharing best practices and policy development.
ZOA-Netherlands supports the country organisations
with policy cohesion and continuity, quality control,
exchange of knowledge, financial management,
fundraising, communication and staff recruitment.
In 2013 the role of the Programme Department has been
redefined as a staff role. The support team structure
ceased to exist. As a result line duties and support duties
have been better separated. The Programme Department
provides support to ZOA country programmes both ondemand and on its own initiative. The types of support
given are both programmatic - such as programme
area development - and sectoral – such as support on
Agricultural issues or Peacebuilding issues.
Staff
In 2013 an average of 73 people worked at ZOANetherlands (approx. 60 fte). The male-female ratio is
53/47. There were 22 expats (trainee and junior staff
excluded) working in sixteen ZOA countries in 2013.
With trainees and junior staff included, 34 expats were
working with ZOA during at least part of 2013.
ZOA-staff totaled 1,024 on 31 December 2013, with
local staff accounting for the majority of this group.
Volunteers
Volunteers add considerable value to the organisation
and their contribution is very much appreciated. Thirteen
volunteers worked at the office of ZOA-Netherlands.
Four volunteers were involved in translating English
reports into Dutch for our donors, and a few dozen
volunteers were involved in the Walk4Water event.
Seven accountants from an accounting company in our
constituency were available for unpaid internal audits in
the programme countries.
In The Netherlands, 579 local volunteers (11 more than in
2012, and 23 more than in 2011) organized a door-to-door
collection in their communities. It is a time-consuming job
to organize, and we are grateful for the commitment of
those involved. All together they motivated 16,755 people
nation-wide to go door-to-door. The huge numbers of
people involved and the financial result makes the doorto-door collection a valuable campaign. However, the
number of collectors dropped by 1.1% compared to 2012.
It requires more and more effort to attract and retain
volunteers for this kind of voluntary commitment.
Statement of accountability
ZOA subscribes to the following principles:
• Within the organisation, supervision (adopting
or approving plans and carefully reviewing the
organisation and its results) is kept separate from
governance i.e. execution.
• The organisation continuously strives to allocate
resources optimally so to enable ZOA to operate
effectively and systematically in achieving its
objectives. This is set forth in our quality and control
model.
• The organisation aims to optimize relations with
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 entire organisation is in constant contact
with stakeholders to make ZOA’s work possible.
The detailed statement of accountability can be found in
full on our website www.zoa.nl (in Dutch).
Quality standards and codes
ZOA has committed itself to the following external codes
of conduct and standards:
• Code of Conduct for the International Red Cross and Red
Crescent Movement and NGOs in Disaster Relief
• People in Aid Code of Best Practice in the Management
and Support of Aid Personnel
• The Good Governance Code for Charities (Wijffels code)
• The VFI fundraising code of conduct
• 2010 Humanitarian Accountability Partnership (HAP)
Standard on Accountability and Quality Management.
ZOA’s quality management is certified according to the
ISO 9001:2008 standard. In 2013 an external follow-up
audit was conducted by KIWA, which resulted in positive
conclusions about ZOA’s management system.
ZOA possesses the hallmark of the Central Bureau of
Fundraising (CBF).
Partnerships and networks
We cooperate with other NGO’s wherever possible,
and we do so increasingly, soliciting for funds, raising
awareness among the public, sharing knowledge and
experience on implementation and security, lobbying
22
CHAPTER 6
among policymakers and supplementing each other in the
implementation of programmes.
A learning organisation
Much attention was devoted to the development of
auditing within the new Audit and Evaluation department.
The auditing of programmes in our work areas and the
processes at ZOA-Netherlands are imbedded in a learning
and improvement cycle. From our own audit functionality
we can get a clearer image of our own activities. That does
not only concern meeting financial and other requirements
which, among other, are required by donors. It is also
about planning and demonstrable realization of output
and of contributions to the outcome. The latter means not
only looking at schools we have built, for example, but also
at our contribution to the improvement of the education
system and the percentage of children that actually receive
a diploma.
It allows us to analyze the relatively weak points within the
organisation more closely and understand how these can
be improved. This makes an appeal to our capacity of being
critical and learning, and so it should.
Organisation
Environmental responsibility
ZOA aims to provide sustainable staff accommodations. The
move to new office premises was reason to actively examine
the sustainable of our premises and the use of the building.
Energy-savings were realized by installing led lighting and
sensors throughout the new building. The climate control
system was optimized and many plants were placed
throughout to cleanse the air. A great many fair trade and
organic products were already being bought in 2013; our
goal is to expand on that in 2014. All stationery materials are
bought bearing the FSC mark. Our cleaners have agreed
to use only biologically degradable cleaning products. In
the framework of socially responsible enterprise ZOA uses
local services and suppliers where possible.
Where possible refuse is separated for recycling, so to
reduce the waste flow.
A clean desk policy has also been introduced, information
is saved digitally where possible and printing is reduced to
the bare minimum. Energy supplies are green and the costs
are watched closely in terms of benefits. In 2014 we will
investigate the option of solar panels.
It has become evident that countries want to have
interim audits and controls, allowing them to take timely
measures. In view of this requirement we have started
integral audits, whereby aspects in the area of programme
management, human resources and security are combined
with the financial aspects. Together with the country directors we annually also examine whether goals are being
met and what the primary risks are that stand in the way
of realization. Are we doing our utmost in order to achieve
the required results? And does that fit the general vision of
ZOA? This reinforcement of the audit function also helps
to monitor that ZOA is continuing to meet ever stricter
donor requirements.
CO2-compensation
Since 2010 the air miles of ZOA staff are compensated
for in our own reforestation project in Ethiopia. Trees have
been planted on the grounds of a former refugee camp
where ZOA was active in providing aid to Sudanese refugees during the civil war. This has resulted in cooperation
with the local authorities to start up a tree nursery, while
also training the forest rangers. They ensure that a reforested area of some 600 hectares of saplings is protected
against illegal logging. The woods are thus maintained,
thereby ensuring employment and promoting better
climate conditions in the area.
Integral auditing will be further expanded in 2014 and the
findings of 2013 will be followed up.
The Works Council represents ZOA staff members with a
Dutch employment contract and stands up for their inte-
The Works Council
rests. 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 organisational 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 it has an advisory role.
The Works Council consists of five members. Three work
at ZOA-Netherlands, two work abroad (Sri Lanka and DR
Congo). One of the members stepped down in 2013. A new
Works Council member was appointed, after elections.
In 2013 the Works Council was involved with organisational developments at ZOA - Netherlands. Those concerned the Country Support Teams and the structure of
the Fundraising, Awareness Raising and Communication
Department (FoVo). The reduction in income in 2012
was also a point of attention because it also meant that
a vacancy stop was imposed from 2013. This resulted in
increased work pressure for some ZOA staff and meant
that various spending cuts had to be made in the course of
the year. The Works Council was closely involved and had
an advisory role to management in these issues.
The acquisition of larger office premises in Apeldoorn last
year was a happy occasion. The Works Council played an
advisory role in the purchase and furnishing of the new
building. In 2013 the Works Council was also involved in
looking at the internal complaints procedure and the appointment of a trusted counselor, as well as new pension
provisions and revision of the General Conditions for
Employment.
CHAPTER 6
23
Organisation
ZOA Networks and Partnerships
International Management Team
per 31 December 2013
The International Management Team
consists of the management team of ZOANetherlands, combined with all Country
Directors. They meet twice a year, during
the Interregional Meetings in March and
October.
National
networks
In February 2014 Ingeborg Ponne took over
office from Maureen Graybill in Ethiopia.
• ZOA is member of People In Aid - an international, not-for-profit membership organisation.
• Member of Prisma – Association for Dutch Christian NGO’s involved in the flied of development
assistance and international diaconate.
• ZOA is member of Humanitarian Accountability
Partnership
• Member of VFI – Branch Association for Dutch
charity organisations
Dutch
Partnerships
• Member of steering committee of the Dutch
Security Network – network of 34 Dutch NGO’s
with a focus on security.
Management ZOA – Netherlands
• Johan Mooij, Chief Executive Officer
• Arco van Wessel, Director of Programmes
• Dirk Koelewijn, Director of Finance
• Leo den Besten, Director of Audit and
Evaluation
• Ewout Suithoff, Director of Funding and
Communication
• Wil Omlo, Director of Human Resources
Country Directors
• Joop Teeuwen, Afghanistan
• Geoff Andrews, Burundi
• Jan Huls, DR Congo
• Maureen Graybill, Ethiopia
• Tsjeard Bouta, Liberia
• Kevin Beattie, CDN-Myanmar
• Bart Dorsman, South Sudan
• Guido de Vries, Sri Lanka
• Tim Rae, Sudan
• Duangporn Saussay, Thailand
• Gerard Hooiveld, Uganda
• Member of Partos – Association for Dutch NGO’s
working in international development.
• Member of Agri-ProFocus (APF), a partnership
of Dutch organisations and companies that
promotes farmer entrepreneurship in developing
countries.
• ZOA participates in the Platform Humanitarian
Action – Netherlands (PHA-NL), a platform of
Dutch NGO’s active in emergency relief.
European
networks
• ZOA is the lead agency of DCR - Dutch Consortium of Rehabilitation, consisting of ZOA, Save
the Children Netherlands, CARE Nederland and
HealthNet TPO, funded by the Dutch government, implementing programmes in six African
countries for the period 2011 – 2015.
• Together with Red een Kind, ZOA forms CDN
– Consortium of Dutch NGO’s, working in
Myanmar.
• Member of EU-CORD – a platform of 22 European Christian relief and development agencies.
• ZOA cooperates with Red een Kind, Dorcas,
Woord & Daad and Tear, in a Dutch Emergency
Relief Cluster of Christian NGO’s.
• Member of VOICE - Voluntary Organisations in
Cooperation in Emergencies, a network representing 83 NGO’s from 18 European countries,
active in humanitarian aid worldwide.
International
networks
• ZOA organises with Woord and Daad the “Be
Fair” campaign, an awareness raising campaign at
high schools on sustainability.
• Member of ICVA – International Council of
Voluntary Agencies. A global network of NGOs
that advocates for effective and principled
humanitarian action in coordination with UN
agencies (UNHCR, UNOCHA, IASC).
• ZOA is a member of the steering committee with
Aqua for All, AKVO, Simavi and Amref Flying Doctors, for organizing ‘walk for water’, a fundraising
and awareness raising event in Dutch primary
schools once a year.
• ZOA has a special Consultative Status with
ECOSOC - Economic Social Council of the UN.
• ZOA is an Observing Member of ALNAP – Active
Learning Network for Accountability and Performance in Humanitarian Action.
• Participating in IS-Academy on Human Security
in Fragile States - a collaborative research project
between Disaster Studies at the Wageningen
University, the Dutch Ministry of Foreign Affairs,
and the five Dutch NGO’s Cordaid, ICCO, Netherlands Red Cross, Oxfam Novib and ZOA.
Partnerships
(international)
• ZOA has Memorandums of Understanding with
World Renew (Canada / USA), Medair (Switzerland), Stromme Foundation (Norway) and CASA
(India).
24
25
CHAPTER 7
7. Our Approach
Fragile environments
Three dimensions of social change
ZOA works in countries known as fragile states, where
society has been disrupted by conflict, violence and
natural disasters.
To programme, 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.
Factors that determine whether to start working in a
country are:
• Conflict and instability as well as the lack of capability
in communities and on the part of authorities in dealing with local conflicts constructively.
• Lack of access to basic resources and services, particularly among poor and vulnerable groups.
• The level of support that the local authorities or
organisations are able to provide for the population.
• The number of persons affected.
Programmatic approach
We implement our programmes using a programmatic
approach. Without aiming to be exhaustive, the following characteristics of the programmatic approach can be
mentioned:
• Focus on a specific geographical area, and awareness
of its specific context
• Ownership and community participation including
accountability to beneficiaries
• Shared vision between ZOA, beneficiary groups, partner organisations and other stakeholders on desired
changes
• Focus on outcome defined as change at community
and beneficiary level
• Added value of collaboration with other actors
• Building local capacities and resilience for future risks.
Access to basic resources and services
Households should have sufficient access to food, water,
education, health care, shelter and clothing. The realizable quantity and quality of these resources may vary
between programme areas. They are nonetheless based
on national and international standards, although the
specific context of each programme area is taken into
account. Under this dimension, there are four aspects
that deserve specific attention: food production and
income, basic services, public information, and resilience
to external shocks and adaptation to long term changes.
Community governance and inclusion
This dimension examines social organisation at a community level. Without community level organisation,
social cohesion and the active inclusion of the most
vulnerable and otherwise excluded people in community-based organisations, improvements in livelihoods are
unlikely to reach the entire community. Three aspects
are of particular interest here: organisation, inclusion and
networking with external actors.
Peace and stability
Apart from the larger (political) conflicts that affect
many of the communities that ZOA works with, conflictinduced social disintegration and scarcity of resources
like land and water can lead to a host of local conflicts
that, in turn, can seriously undermine people’s opportunities to rebuild their lives and livelihoods. This third
dimension examines these local conflicts and focuses
on two complementary aspects: conflict management
and peaceful coexistence. ZOA considers contributing
to peace a crucial strategy for strengthening livelihood
opportunities among people living in situations where
conflict is closely linked to livelihood restrictions.
Core sectors
Within the larger framework of our programmatic
approach, we have developed some specific fields of
sectoral expertise and experience.
Livelihoods and food security
ZOA’s main contribution to community level change is in
the field of livelihoods and food security. In the context
of conflict 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 conflict.
ZOA’s focus on livelihoods and food security covers three
main clusters of activities:
- Agriculture production support
- Income support
- Market support
We are aware that our contribution to private sector
development is modest, because processes of economic
development require ongoing involvement in long term
development programmes. Nonetheless, we believe that
we can make an essential contribution to the engagement of households and community organisations in
26
CHAPTER 7
economic processes, and help them shift their mindsets
from daily survival to economic recovery.
Basic education
ZOA believes that education is crucial for the promotion
of independence, hope and long term improvement of
livelihoods. Our overall vision for education, therefore, is
that all school-age children within a community receive
education. In order to achieve this, communities should
have access to sufficient and sustainable resources for
education, and they should actively participate in the
planning and monitoring of education services. Moreover,
local government agencies often need support in order to
be able to take responsibility for education. ZOA’s main
focus in education is on basic education, both formal
and informal, which includes primary education, lower
secondary education, and functional adult literacy.
Water, sanitation and hygiene (WASH)
ZOA strives to promote equitable access to safe drinking water and sanitation , and the practice of hygiene
within communities, at a level that is conducive to living
healthy lives. ZOA’s focus in this respect is on safe and
basic water, sanitation, and hygiene. This includes the
construction or repair of water points and latrines, and
the formation and training of WASH-related communitybased organisations (CBOs) to manage and maintain
common facilities and promote and monitor their
equitable access and use. Hygiene awareness training is
also included.
Sector choices in relief
ZOA’s sectoral focus on livelihoods and food security,
education, and water and sanitation applies to both
rehabilitation and emergency programming. Given our
specific experience and expertise in realizing household
shelter solutions in emergency situations, ZOA also
focuses on shelter in its emergency programming.
Our Approach
Gender equality
Communities in fragile settings are confronted with a
variety of common social issues and problems that go
beyond sector-specific areas of attention. With respect
to these so-called cross-cutting issues ZOA pays specific
attention to gender equality in its programmes.
Environment
Many of the target group’s problems arise from being
extremely vulnerable to forces of nature. Drought, floods
and scarcity can cause upheaval. That is why we contribute to averting the exhaustion of soil and depletion
of wells by protecting the natural environment and by
diversifying sources of income.
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.
Beneficiary Accountability
The HAP (Humanitarian Accountability Partnership)
Standard is an international quality standard in the
humanitarian sector to which ZOA has committed itself.
The standard is translated into concrete criteria which
are utilized to test own quality. HAP is primarily about
reinforcement of the position of those they want to help.
The key word is: accountability. That means: The right to
have a say (for our beneficiaries) and a duty (for us) to
respond. It concerns questions such as: How closely are
we listening to our target group, how are we informing
them about who we are, what are we doing and how we
can help them? How are we involving them in designing
our programmes and are we building on the capabilities
of the people themselves? Are we open, as an organisation, for feedback so that our programmes are better
attuned and lead to better results?
To answer these questions an investigation is carried
out per country, whereby communities, local partners
and own staff are involved. The investigations lead to an
analysis and the formulation of action points per country.
To date five countries have been involved in the execution of action points, four countries are half way through
the investigation process, and three countries are starting
a self assessment in 2014. Work shops have been given in
Sri Lanka, Ethiopia, DR Congo, Yemen, Jordan and Uganda
to make staff and partners aware of our commitment
to accountability and to train in attitudes befitting that
commitment.
This is how we can ensure that the voice of the people
we want to help are heard and that our contribution is
attuned to their voice and their capabilities.
28
29
CHAPTER 8
8. Funding, Communication
and Awareness Raising
ZOA is funded by more than 40,000 private donors
in the Netherlands, by institutional donors, partner
organisations and external fundraising organisations
(third party activities).
Within the group of private donors we distinguish
individual donors, business ambassadors, major donors,
companies, funds, churches and schools. Account
managers maintain contact with these various groups to
raise funds and then communicate the results of projects
to which they have contributed. Fundraising usually also
has a strong awareness-raising component.
Among our institutional donors we find the Dutch
government, the European Commission including ECHO,
the Australian government through AusAID, the US
government with USAID, as well as multilateral agencies
like UNHCR, UNICEF, WFP and WorldBank.
ZOA is thankful to maintain good relationships with
partners that organise external fundraising campaigns
for ZOA-projects, among them Draagt Elkanders Lasten
(Carry Each Other’s Burdens), EO-Metterdaad and Happy
Gift.
Developments within the Fundraising and
Communication department
For the Fundraising and Communication department
2013 was a year of reflection. Parties from outside were
invited to look over our shoulder, both at the internal
organisation and our communication and fundraising.
In 2014 we will be translating the recommendations
into practice, so that changes will become visible in
our communications to constituents. The objective is
growth of our private income, and a stronger bond with
our constituents. To this end we will continue work on
existing successful concepts, such as the annual door-todoor collection that is done by thousands of volunteers,
and the ZOA Business Ambassadors concept.
Campaigns
The Fairplee campaign, aimed at the lack of and
awareness raising about sanitary facilities world-wide,
has been stopped. The campaign was good in terms of
content, but proved to generate insufficient funding.
The annual spice nuts campaign was again hugely
successful. ZOA will continue and expand it in the
year ahead. Walking for Water for elementary schools
was another successful campaign. It is an excellent
combination of raising awareness and generating
funds. Our own annual Walk4Water event offers a
great opportunity for meeting constituents and shared
experiences. It has become a recognized event among
our constituents. Besides the major Radio Kootwijk
event, two local events in Bunschoten and Middelharnis
also proved successful. This regional approach will be
rolled out further.
3.6%
5.2%
Expenses ZOA in 2013
91.2%
Spent on objectives 91.2%
Fundraising costs 5.2%
Costs of management and administration 3.6%
30
CHAPTER 8
Funding, Communication and Awareness Raising
well under way by the end of the year. The effect of this
emergency relief campaign on general income is clearly
visible from the tables on page 111.
1.4%
Fundraising in The Netherlands
1.7%
Income ZOA in 2013
24.8%
72.1%
Wees Eerlijk (Be Fair) is a campaign that aims to raise
awareness among young people. Through workshops,
role play, films and lesson materials pupils are challenged
to become aware of the problems of development
countries. They also can discover the value of a
sustainable lifestyle in terms of energy consumption and
spending habits. Wees Eerlijk is subsidized by the Dutch
government, however, funding is soon to end. ZOA will
continue the campaign in 2014 because we recognize the
value of promoting awareness among young people. We
intend to review our strategy regarding raising awareness
and make choices regarding projects, target groups and
budget.
In the past year ZOA also participated in the Micah
Sunday, a national campaign of Micah Netherlands.
On October 20 many churches and communities
devoted attention to poverty and injustice world-wide.
The biblical call to care for those in need is clearly
manifest and ZOA is eager to join forces with colleague
organisations in The Netherlands for this worthy cause.
Fundraising for emergency campaigns
Two emergency relief campaigns were started in 2013.
Income own fundraising activities 24.8%
Income from third party campaigns 1.7%
Project Grants 72.1%
Others 1.4%
In January a campaign for relief to refugees from the
civil war in Syria got under way. That war and the plight
of the refugees is far removed from the reality of most
Dutch people. So, in June 2013, we invited six prominent
Dutch women to visit our aid programme in Jordan,
thereby aiming to raise awareness and knowledge about
the situation Syrian refugee women are facing. The
participants shared their experiences with their own
networks - politics, church and media - on the radio, in
newspapers and magazines, online and offline. Much
publicity was generated about the problems facing the
Syrian refugees, and from very close up and personal
encounters. The results of this awareness raising trip was
very worthwhile in our view.
The emergency relief campaign for the victims of the
typhoon in the Philippines received a totally different
response. The Dutch people donated spontaneously and
in large numbers and much money was collected in a
very short space of time. In terms of both fundraising
and programming ZOA worked together with four
other organisations from the Christian emergency relief
group. Our constituents donated generously. After a
joint assessment in the disaster area the relief effort was
An external marketing and communications agency
implemented a commercial audit aimed at keeping our
private income up to par and once again realizing growth.
The campaigns and other forms of communication were
examined and their revenues analyzed. The Dutch private
donors were also considered and a comparison was made
with a number of fellow organisations.
The study showed that the corporate ZOA campaign is
strong in terms of content. The motto – Relief, Hope,
Recovery – expresses very clearly what ZOA endeavours to
achieve. However, the recommendation was that in order
to grow the revenues communication about ZOA’s target
group and work should come across with greater urgency,
be more relevant and appeal more to the generosity
of donors. In the course of 2014 these aspects will be
included in a fundraising campaign for the coming years.
At the end of the year we released a corporate film via
our own channels as also through commercial online
and offline advertising. The film was made in Cambodia
where we rounded off our programmes in 2012. The film
shows how we were able to work on the rehabilitation
of a devastated country and it asks for support so that
we can continue this work in other stricken areas. The
response to the campaign was positive and resulted
in generous gifts of approximately 25% more than
estimated.
Fundraising from Institutional Donors
Thanks to carefully calculated proposals and well
completed project plans, more and larger contracts
than ever could be signed. New connections were made
with institutional donors such as TEAR Australia and the
CHAPTER 8
Dutch embassies of Burundi and Ethiopia. The number
of donors is growing, meaning that we are able to stay
in places longer and able to achieve more in a larger
geographical area. Donors are clearly setting higher
requirements for project proposals. ZOA sees this as an
opportunity to improve its own quality and expertise.
Partners are eager to work with us because we are
specialized in working in fragile states and because our
community change method works well. We are very
grateful for these good results.
Funding, Communication and Awareness Raising
In close cooperation with the ChristenUnie political
party, we did our utmost this year to get the plight
of Syrian refugees in Jordan on the agenda. We also
made concrete project proposals. In part this resulted
in 50 million extra funding (not only via ZOA) for this
vulnerable group of people in the region.
Communication: our constituents
Using detailed mail request registration, we serve our
constituents with information according to their wishes.
31
The ZOA magazine is issued three times a year to our
individual donors. Circulation is approximately 40,000
copies.
The Dutch ZOA-website is meant to provide background
information on our programme countries, our
organisation, campaigns and activities for and by the
constituency. The international ZOA-website is meant
to serve mainly institutional donors, governments,
partner organisations and candidates for vacancies with
32
CHAPTER 8
Funding, Communication and Awareness Raising
information about our organisation, our programmes,
sectors and track record.
The ZOA-Facebook page is used to create a sense of
commitment and community. With regular updates,
photos, personal stories from our programme countries,
and from fundraising activities, the community has
grown by 62%: from 1,448 to 2,352 friends. We still
see potential in expanding this medium and using it to
strengthen the ties with our constituency.
The use of ZOA’s Twitter is limited, usually for formal
announcements such as vacancies, invitations for
meetings or hyperlinks to interesting articles. Still, the
number of followers is growing, with 1,906 followers
compared to 1,367 in 2012.
48.5%
On a few occasions in 2013 we experimented with using
film material as a supplement or even in the place of
written reports to donors. We plan to continue these
efforts, but due to technical glitches here and there film
material will not replace written reports for the time
being.
Communication: media
Despite the choice for a reactive approach to the media,
we see that both Christian and secular media know
where to find us when there is a crisis situation in one of
our programme countries, as in Yemen in August and in
South Sudan in December.
Income designation in 2013
Income with designation 48.5%
Income without specific designation 51.5%
51.5%
Communication: reporting
The commitment of our constituency is precious to us
and something we want to nurture. Through reports
from the field we are able to inform them directly about
our target groups and results. We strive to provide
information tailored to the donors, media and other
interested parties. That means we must have an even
clearer picture of our constituents and the varieties of
information they require. Extra attention will be given to
this issue in 2014.
33
Much attention was devoted to our 40th anniversary,
notably in the Christian press. We also joined in with
colleague organisations Tear and Woord en Daad who
also celebrated 40th anniversaries in 2013.
The Women for Syria trip in June received much publicity
in various media.
Communication: Complaints management
ZOA has a formal procedure for dealing with complaints
from Dutch constituents. In general, ZOA will respond by
telephone. Explanation of a situation and swift resolution
of the problem usually proves to be satisfactory.
In 2013 we received a total of 77 complaints. That
number was down significantly in categories such as
the spice nuts campaign, the door-to-door collection,
telemarketing and direct debits. Only the number of
complaints about mail delivery remained the same: 10
both in 2012 and 2013. We will devote extra attention to
the management of our address files in the year ahead.
Volunteers
In the course of the year a number of talented volunteers
offered their services to ZOA. With their know-how and
skills they can mean a great deal to our organisation.
They will become active in areas of education, the
organisation of events, the translation of reports and
administrative work at the office. These people also
form a link to their own networks. ZOA plans to actively
recruit more volunteers in the future from among its
constituents, practically giving us a connection to them
and offering them the opportunity to contribute to our
work.
35
CHAPTER 9
9. ZOA Worldwide
AFGHANISTAN
JORDAN
SUDAN
HAITI
LIBERIA
SOUTH SUDAN
DR CONGO
MYANMAR
PAKISTAN
YEMEN
ETHIOPIA
BURUNDI
PHILIPPINES
THAILAND
SRI LANKA
36
CHAPTER 9
Afghanistan
CHAPTER 9
37
Afghanistan
Afghanistan
Supporting victims of war, drought and floods towards better livelihoods
ZOA has been active in Afghanistan since 2000. The
many returnees are straining the resilience of the
already impoverished population. In our programmes
in the North (Saripul and Jawzjan Provinces), the South
(Uruzgan Province) and in Kabul Province, we focus on
WASH-activities, livelihoods and occasionally emergency
relief. We also pay a great deal of attention to capacity
building of local NGOs and local governance structures
at village level.
ZOA Afghanistan in 2013
After a few years of relative stability, Afghanistan has
had to deal with deteriorating security in anticipation
of the major events due in the upcoming year 2014,
when presidential elections will take place and the
international military forces will withdraw. Many people
from rural areas continue to become displaced, looking
for safety and jobs near the cities. Unemployment,
especially among the youth, is a huge problem (as
60 percent of the population is under 25). This also
influences the overall security situation because joining
the Taliban groups could seem an attractive alternative
to unemployed youth.
Afghanistan had reasonable harvests this year and no
major natural disasters like droughts and floods. ZOA
was able to implement its programmes as planned. Our
intensive cooperation with local communities resulted
in very good relationships at local level, which in turn is
instrumental in precarious security situations.
The four-year programme with the Dutch Consortium
for Uruzgan, financed by the Dutch Ministry of Foreign
Affairs, has finished, with positive results. The people in
Uruzgan, including the local government, proved to be
very eager to work with and learn from us. Good hygiene
practices are visibly being applied. Our female staff from
Kabul succeeded in working with female beneficiaries,
even better so than expected. Drinking water facilities
and irrigation systems have been restored. We
implemented peaceful conflict resolution programmes in
dozens of villages, and in the course of this year we were
approached by other village leaders who requested us to
implement these programmes in their village too. It is a
hopeful sign; the people in Uruzgan are tired of conflicts
and are looking for a way ahead.
We were able to continue our programme this year in
Uruzgan with funding from AusAID, focusing on WASHactivities.
In North Afghanistan we started a ‘water for peace’programme, also financed by the Dutch Ministry of
Foreign Affairs. It is very interesting to work with the
combination of local committees and engineers, mapping
the social and technical problems that are associated
with water scarcity. Farmers upstream are starting to
realize that their use of water influences the availability
of water downstream and impacts the social relations
between their communities. We are looking forward to
continuing this programme in the coming year.
The programme in Deh Sabz district, Kabul Province, is
really exciting. We started the programme with a whole
new team and they are doing an excellent job. Through
implementing CLTS (Community Led Total Situation)
and hygiene training we have achieved very visible
results: much less human excrements in the public areas
and children are now wearing slippers to prevent foot
infections.
“It is not a drop in the ocean”
Joop Teeuwen, Country Director ZOA Afghanistan:
“Yes, sometimes it is hard to work in Afghanistan,
but the Afghan people keep me going. They are so
friendly, well humoured, and motivated to move
forward. That makes it a joy and very inspiring to
work with them. The positive results make me
happy, even if you could argue it is just a drop in
the ocean. It is not: look at local level, at personal
level. I see the improved health of young children,
I see the crops in the field, I work with motivated
local committees, wanting to improve their communities – and I am proud and happy that I can be
part of it, together with the ZOA team!”
38
CHAPTER 9
Afghanistan
ZOA Afghanistan
Worked in:
Southern Programme: Uruzgan province | Northern Programme: Jawzjan and Saripul provinces |
Central Programme: Deh Sabz district in Kabul province
Focused on:
WASH | Food security / Livelihoods | Special attention to community governance by capacity building for Community Development
Committees and local government and establishing peace and water committees.
Results included the following:
Northern Programme: At output level a total of 433 CDCs’ subproject proposals were submitted in 2013 and 80 projects were
completed | 2 Food for Work-projects with 100,080 beneficiaries working for 2 months | 94 wells rehabilitated and 8 new wells
constructed, giving 2,700 families access to clean water | 26 water committees established (14 male, 12 female) | 32 peace shuras
established (18 male, 14 female) Central Programme: Through improved irrigation water losses decrease and supply to grapevines
has increased with 50% | Intensive hygiene training through CLTS: first 82%, now 7% of households did not put their garbage in a
separate place | latrine usage rose from 72% to 97% | 93%, up from 21%, of the people know how to make water safe for drinking
Southern Programme: 101 wells with handpumps constructed, water committees established. At the end of the year all wells and
committees were functioning | 101 communities were trained on peace building and conflict resolution
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 four provinces. In Central and South ZOA also deals with the Provincial Governor.
In the North, Sanayee Development Organisation (SDO, a local NGO) is implementing the peace building component of Water for
Peace.
ZOA’s South Region staff works with one local NGO: ARPD.
For reporting purposes ZOA reports to the Afghan Ministry of Finance, the Ministry of Economy and the Ministry of Rural
Rehabilitation and Development.
Staff 31 December 2013:
233
Received donations from:
Dutch Ministry of Foreign Affairs | WorldBank | WFP | AusAID | USAID | ZOA Netherlands (emergency funds, Third Parties: Happy Gift
and Aqua for All)
Expenditures in 2013:
€ 3,561,685
Budget 2014:
€ 4,465,970
CHAPTER 9
39
Afghanistan
In Gorgal, Uruzgan, fifteen
families now have an
income from this former
barren ground.
“We had a good life.”
My name is Abdulla Hedayat* and I live in Deh
Sabz district. We are originally from Jalalabad,
and we had a good life there. But we lived as
refugees in Pakistan for many years. That was
a hard life. Recently, my family and I returned.
We are living in this tent, because we don´t have
the means to build a proper shelter. In this area
our main problem is safe drinking water, but
because of ZOA we have two wells now in this
village.
The other problem here is unemployment. We
need jobs. Then we can earn some money, on
the one hand for our daily cost of living and also
on the other so we can build our village and our
country.
* pseudonym
Barren ground became
fertile area
The villagers in Gorgal, Uruzgan, were so
enthousiastic about the plan to build a dam in
a nearby river, that they provided a lot of the
materials, labour and half of the costs. After the
construction of the dam, 30 hectares that had
been barren for decades now can be worked on
because of the dam and the irrigation system.
Fifteen families are working on the once again
fertile fields and have an income from selling their
produce. Local farmer Haji Mohammed Naim: “It
has given our village so much more than we ever
thought it would!”
40
CHAPTER 9
Burundi
CHAPTER 9
41
Burundi
Burundi
Increasing production and promoting peace
ZOA has been involved in Burundi since 2010, supporting
repatriates in Makamba returning from Tanzania.
The programme has largely been funded by the Dutch
Ministry of Foreign Affairs, so a challenge for 2014 is to
diversify the donor portfolio.
ZOA Burundi in 2013
ZOA Burundi welcomed a new Country Director in 2013,
and opened a second programme area in Cibitoke, along
the Congolese border. We implement our programmes
through local partners. For the first time, the major expenses went through these partners. We organized a ZOA-Burundi conference in August, with 26 participants, including
leaders from each of the four partner organisations.
Makamba programme
We successfully consolidated the DCR-programme,
funded by the Dutch Ministry of Foreign Affairs. The
programme, that runs to 2015, is based on the combination of sharing the land between repatriates and the
host population and on increasing land productivity. So
far 1,500 farmers have participated in the programme,
and they were able to realize harvests up to 600 percent
higher than before. However, these farmers continue to
be dependent on rain-fed agriculture, which makes them
vulnerable. In response to an analysis on profitability and
in discussion with farmers, ZOA now supports banana
production in place of maize, a change that also contributes to reduction of erosion.
We also started a new three year land registration project. The project supports a national programme to give
land owners a legal ownership certificate. Land conflict
is a major problem in this densely populated country, so
this project is expected to reduce conflict and encourage
farmers to invest more in their land.
We are thankful for the strong commitment of ZOA Business Ambassadors, who funded a Functional Adult Literacy project, complementary to the DCR-programme.
163 smallhold farmers were taught basic mathematical
skills so to improve the management of their farms and
households. The conclusion of an independent internal
review showed the project to have been highly successful. A new project started in the same four villages trains
trainers who in turn will train 240 smallhold farmers in
basic mathematics.
The Dutch farmers’ cooperative Agrifirm enabled a seed
multiplication centre to produce seed potatoes, wheat,
beans and peas, including a demonstration of good
practice, use of fertilisers and planting distances. Two
local farmers’ cooperatives took over the management of
the centre.
Cibitoke programme
We work across the Burundi/DR Congo border together with ZOA DR Congo, because of the potential
for increased cross border economic activity and to
build trust between communities. To improve peace
and social cohesion, we focus on unemployed youths,
ex-combatants and marginalised women. We aim to
increase their income through agricultural productivity
and commercial activities. We also organized workshops
with the leaders of the youth wings of the Burundian
political parties in the area. These leaders participated in
the peace committees which were trained in all of the
villages where the project operates, so to enable communities to resolve their many conflicts.
Lasting positive impact
Geoff Andrews, Country Director ZOA Burundi:
“Burundi is a country with major concerns.
58% of the children under 5 years suffer from
chronic malnutrition, almost 30% suffer from
irreversible stunting which affects both physical
and intellectual development. The population
density is very high. This is a potential source of
new violent conflicts as people compete for land
and water.
These circumstances motivate me deeply
to be involved in food security and peace
building in this beautiful country. It pleases
me to see the lasting positive impact on the
lives of ZOA’s beneficiaries: after our support
ended they continue to follow the practices
we taught them, and their neighbours have
adopted the new techniques too. So even with
limited resources, the positive effect on these
vulnerable families continues to spread.”
42
CHAPTER 9
Burundi
ZOA Burundi
Worked in:
Makamba Province and Cibitoke Province
Focused on:
Food security I With special attention to peace building, community cohesion and inclusion
Results include the following:
Makamba
1,299 new farmers were supported, bringing the total to 1,454 I overall production of a variety of crops increased by 360% from an
average of 47 kg per month to 216 kg per month I 506 households received certificates from CNTB to show that they have resolved
their land disputes I a seed centre is supported I 8 barns were built and handed over, at the end of 2013 over 100 ton of food was
stored in the barns I management committees being established and trained to manage the barns
Cibitoke
3,500 farmers received 1,000 cassava cuttings each I fertiliser, manure and certified maize seed distributed to 1,000 farmers I 175
people have been trained as social mobilizers I 28 Income Generating Associations have been formed I 56 groups for vocational
training I 600 illiterate people participate in classes in 18 locations I film on tolerance and inclusion shown in 6 villages I 24 km of
track for use by cattle herder identified to prevent cattle damaging crops
Worked with:
National NGO’s: MiPAREC, Réseau Burundi 2000+, Consedi, Prefed I Commission National des Terres et Autres Biens (CNTB) I District
and provincial government authorities I DCR partners I Agrifirm
Staff 31 December 2013:
21
Received donations from:
Dutch Ministry of Foreign Affairs I Royal Netherlands Embassy Burundi I ZOA Netherlands (Business Ambassadors, Agrifirm, private
donors)
Expenditures in 2013:
€ 1,377,750
Budget in 2014:
€ 2,392,600
CHAPTER 9
Burundi
43
Sophie: “Thanks, ZOA!
I will definitely continue
with what I learned!”
The skills to manage
Part of the test at the end of the basic
mathematical skills training to manage farms
and households:
370 + 1834 =
1834 – 374 =
75 x 16 =
How many grams of beans does a person need
per day to eat?
Give the distance for beans between the
lines and between the seeds in the lines when
planting beans.
As a professional farmer: when will you sell your
beans of agricultural season B?
Give the differences between a professional
farmer and an ordinary farmer.
Give the quantity of fertilizer that you put in
every pocket for beans and Irish potatoes?
What is the importance for a farmer to learn the
units of measure of length, weight, volume and
surface?
What crops might be interesting for you to bring
to the market for the season A?
We shared the plot
Sophie Simiremena (51) is a married woman
with eight children. In 1973 her family received
a plot from the government. Sophie: “I always
knew the owner would return from Tanzania.
When he did, in 2009, we received him well and
shared the plot.”
Sophie is enthusiastic about ZOA’s agricultural
programme. “ The harvest was about seven
times more than I had ever seen, even though
the plot is smaller. It is more labour-intensive,
with weeding and sowing in lines, but with this
result that is already forgotten!” After harvest
Sophie does not sell immediately, but she stores
her surplus in the communal barn built by ZOA.
Post-harvest loss because of rot or infestation
is limited and she sells her produce for a better
price. “Thanks ZOA, I will definitely continue
with what I learned in the programme!”
44
CHAPTER 9
Democratic Republic of Congo
CHAPTER 9
45
Democratic Republic of Congo
Democratic Republic of Congo
Rebuilding livelihoods in fragile peace
ZOA has been working in the Democratic Republic of
Congo since 2008, supporting returnees, IDPs and the
host population in improving livelihoods in South (Fizi
District) and North Kivu (Lubero District). In 2013 we
started a programme in Uvira District, close to Burundi.
The basis for food and income for many households is
very weak, due to lack of means and lost skills following
displacement. Continuously promoting community
governance, peace and stability in these fragmented
communities is a challenging but essential part of ZOA’s
programme.
The strong involvement of the Business Ambassadors’
team is enabling us to implement pilot projects and have
access to bigger funds through successful implementation.
ZOA DR Congo in 2013
There was violence around Goma again this year. The
existence of various armed groups continues to impact
the daily concerns of the Congolese people. ZOA was,
however, able to continue to support them.
Thousands of families in Fizi and Lubero improved their
livelihood this year through our agricultural interventions;
tools, training and seeds, fishing materials, goats, support for small businesses and the set-up of village saving
systems. Communities owned the development processes
through Village Development Committees, Project Management Committees and Peace Committees, that were
democratically elected and received training on management skills, planning and implementation.
A recovery programme has started in 16 villages in Uvira
District, while ZOA Burundi works with villages across the
border. Due to ethnic tensions, meetings with Burundi
staff had to be postponed. However, the programme
started well, supporting 3359 small farmers households.
Two hundred Village Savings Groups started, half of which
consist of marginalized women and unemployed youth,
preparing to generate income through small businesses.
532 children of marginalized women were supported with
school materials and school fee contributions.
Working with people who experienced decades of conflict and displacement is certainly challenging, but we
experience that learning by doing in groups is a successful
approach. We see their self-confidence grow; they begin
to realize they do not need professors or expatriates,
but that they themselves have access to most relevant
local knowledge. The Village Saving Loans Associations
have proved to be very successful, especially due to our
combination with agricultural extension and agricultural
inputs. New initiatives have started and dependency on
external sources is diminishing. These group processes are
also essential for creating mutual trust.
Local partners
In line with our strategic choices, we are implementing
our programmes through local partners – 15 NGOs in
2013. This has significant advantages. Working with partners contributes to the local capacity which is so much
needed for the recovery of Congolese society. They are
also able to work in areas that are inaccessible for foreign
NGOs. In this way we can reach people who would
otherwise lack any assistance. We were pleased with how
our partners continued implementation even during short
periods of evacuation of ZOA staff.
Strong and capable Congolese!
Jan Huls, Country Director ZOA DR Congo:
“Congo is a country blessed with huge natural
resources, fertile climatological conditions and
many well-educated and experienced people
who are willing to work for their people and
their country. I am amazed and impressed by
the endurance of so many Congolese, and their
attitude not to throw in the towel, but to get to
work and invest in the future. It is such a joy to
work on capacity building with them, because
whatever happens and wherever they will have
to go, this will stay with them forever. Strong
and capable people will be less hard hit by instability, which no doubt will remain in several
locations for a while.”
46
CHAPTER 9
Democratic Republic of Congo
ZOA DR Congo
Worked in:
Fizi district I Lubero district I Uvira district
Focused on:
Livelihoods / Food security I Education I With special attention to inclusion and peaceful conflict resolution
Results included the following:
Fizi
10,763 households received direct support in agricultural production I households increased their production with 76 – 101 % I 758
other households were supported in animal husbandry I 2,079 households joined 61 Village Saving Loan Associations, which arrived
at a portfolio of an average 631 US$ per group I 599 children successfully completed their remedial primary education I 687 children
are in the 2013-14 remedial education programme I 9 community- / peace hut groups were capacity-built on peaceful conflict
resolution I 207 conflicts were identified, 140 have been resolved.
Lubero
Of 8,502 households trained in 2012 and 2013, 4,846 vulnerable households integrate the taught agricultural methods I Food
Consumption Score was significantly improved I 1,556 households have joined savings and loan associations I 36 radio broadcasts
and 4 mass mobilization campaigns have been organized on peaceful conflict resolution I 28 radio programmes were broadcast
and one theatrical piece presented on gender in farming activities I 50 young once- combatants or teenage mothers were trained in
carpentry and dressmaking, now active in 8 operational sewing-shops and 5 carpentry shops.
Uvira
3,261 vulnerable households are identified, mainly marginalized or under-employed youth and demobilized women I They are
supported with the crops maize and peanuts, according to their preference. Because of the security situation they could not be
reached before late 2013. I 22 traditional chiefs participated in training on tenure security and land conflict management.
Worked with:
Local NGO’s: BDR 8e CEPAC I Geades I CEPROF I Asmaku I HUMAC I ADA I 8e CEPAC Fida I ACPDI I CEAPRONUT I SOFEJEP I SYDIP
I COPPI I ADED I IJED SANGE I Provincial Inspectorate of Agriculture, Fisheries and Livestock I Tearfund UK, Tear Netherlands I DCRpartners
Staff 31 December 2013:
62
Received donations from:
Dutch Ministry of Foreign Affairs I USAID/OFDA I I Turing Foundation I ZOA Netherlands (Business Ambassadors, emergency funds,
churches, third party EO-Metterdaad)
Expenditures in 2013:
€ 2,987,476
Budget in 2014:
€ 4,107,964
CHAPTER 9
47
Democratic Republic of Congo
Ebinda: “This project
will contribute to
peace in our village.
Thank you!”
God never forgets
anyone
The consequences of
conflict
Egera Yalala (38) is married and has eight
children. She lives in Lulinda (Fizi). In 2000
she fled, and returned two years later. During
later periods of violence she would hide in the
bush with her family. Before she had a little
restaurant. “But when most fishermen fled the
area we were forced to close it, because of lack
of customers. Then, since God never forgets
anyone, ZOA was sent to us. The project to
improve fishing has done a lot of good to the
village. We received canoes, fishing materials
and training, and they supported us to organize
a fisheries committee. I now work selling the
fish, and earn an income without difficulties. We
are all very pleased.”
Ebinda Euba Laheli is 52 and married to Eca Wa
Eca since 1975. They are farmers in the village
Ake and have five children.
“I was very happy with the lessons on gender
relations and the consequences of conflicts. I
know more now about how men and women
can cooperate in a pleasant way, for the good of
the family. And that boys and girls should have
equal rights, like in education and inheritance.
I think it is important to continue awareness
raising about these issues, because it is not well
known. On behalf of all women in Ake I can tell
you that we are happy with this initiative, and we
are confident that this project will contribute to
peace in our village. Thank you very much!”
48
CHAPTER 9
Ethiopia
CHAPTER 9
49
Ethiopia
Ethiopia
Relief and recovery in a disaster prone country
ZOA has been working in Ethiopia since 1993, undertaking activities in the sectors of livelihoods development,
food security, water, sanitation, and hygiene (WASH),
education, and environmental protection with displaced
people, host populations, and returnees, focusing on contributing to enhance community cohesion as preconditions for people to rebuild their lives and strengthen their
livelihoods. ZOA Ethiopia supports people as they rebuild
their lives and become better prepared for the impact of
conflict and natural disasters.
ZOA Ethiopia in 2013
In 2013 ZOA Ethiopia implemented activities in the
Somali National Regional State of Ethiopia and the Gambella National Regional State of Ethiopia. In the Somali
region ZOA operates from three programme areas: Jijiga,
Dollo Ado and Hudet. The Gambella region programming
included projects in Bonga, Itang kir / Therphan, Wanthowa and Akobo.
ZOA Ethiopia’s Jijiga programme office has, for many
years now, worked with internally displaced people residing in the Hartisheik displacement camp and their host
community. ZOA assisted these communities to move
from emergency water trucking support to a sustainable long term water solution, and supports a voluntary
assisted ‘return and reintegration’ programme designed
to assist those who have been displaced for many years
return to their original locations. This programme has
supported over 1,230 families to return to their home
areas, to rebuild their livelihoods, improve access to safe
water, and to reintegrate in their former communities.
It is overwhelming to experience the joy and power of
people not being aid dependent any longer.
ZOA has been operating in the Dollo Ado area of the
Somali region since 2009. The escalation of the humanitarian crisis in Somalia, aggravated by the limitations
of the Transitional Federal Government and the Islamist
movements, fuelled a sharp influx of Somali asylum
seekers into the Somali Regional State of Ethiopia in 2011.
In response, ZOA increased its activities significantly. The
Dollo Ado District is currently host to nearly 200,000
Somali refugees, and more arrive daily.
In Hudet, ZOA is committed to a large population of
internally displaced people from the Gabra clan, and
to the drought affected host community members, to
rebuild their lives and livelihoods and assist them to be
more resilient to external shocks. For them ZOA supports improved irrigation and rain-fed farming techniques, diversification of food sources, increased livestock
production, improved accessibility of potable water,
better understanding of basic sanitation and hygiene, and
primary school education.
In the Gambella region ZOA has a long standing commitment to people displaced by spill-over conflict
from South Sudan, working with Dutch businesspeople
on supporting a rural farming community move from
dependency to independence, and developing a carbon
sequestration project in Bonga. When several thousand
South Sudanese fled into Gambella in late December
2013, ZOA became involved in emergency life-saving
support activities in the Akobo woreda.
The needs are immense
Maureen Graybill, Country Director ZOA
Ethiopia: “Ethiopia is a country with many
challenges. The needs are immense and every
week I am confronted with new requests for
assistance. People throughout the country are
suffering from drought, flooding, conflict and
displacement. The work is challenging, and very
fulfilling. Think of the people whose lives are on
hold because they are displaced and imagine
the surge of hope they experience when they
are assisted return home in a way that lets them
rebuild their lives and take care of their own families again. I am aware of the great needs, and
our limited capacity, but I get up energetically
every day because of what we as ZOA can do!”
50
CHAPTER 9
Ethiopia
ZOA Ethiopia
Worked in:
Dolo Ado | Gambella | Hudet | Jijiga
Focused on:
Livelihoods / Food Security | WASH | Educatio | With special attention to community governance, inclusion, peace and stability and
environmental protection
Results include the following:
Dolo Ado: 270 individuals (among them host community members, youth and women) received Business Skill Training and ongoing
coaching | 366 households that received goats last year continued to receive coaching | 2 teaching preparation blocks are constructed in two refugee camp schools | 4 gender segregated latrines and 6 hand washing basins were constructed | a hygiene and
education programme reached 3,000 children | 40,000 trees (8 species) were raised and distributed Gambella: 3,000 households
received seeds and farm tools | one fishing group established and provided with a canoe I 2 schools constructed | 10 boreholes constructed | 10 new private environmental friendly businesses initiated | increased capacity of relevant leaders to prevent and mitigate
conflict | community cohesion meetings set-up | sport matches organized Hudet: 6 water pumps are bought and distributed | both
irrigation scheme and rainfed agriculture beneficiaries received training on improved agricultural practice, and seeds, hand tools and
other inputs | a goat banking system has started | 150 households received 13 goats each | 36 community animal health workers
are trained and provided with a veterinary kit | 27 health extension workers have been trained and provide sanitation and hygiene
training to their community members Jijiga: 6,500 households have access to water after the rehabilitation of the two hafir dams
| 8 strong water management committees are functional | 600 households received agricultural training and 200 IDP households
received business skill training and a seed capital | 1,256 received goats, farm tools and 15 kg improved seed | CLTS has been ignited
in 47 woredas | 1,670 households have constructed their own toilet | majority of the IDP- children attend school. We constructed one
primary school and furnished it with 200 combined desks | 136 marginalized host communities households received donkeys
Worked with:
Save the Environment | Internal Displaced Urban and Rural Under-Served Development and Welfare Association (IDURUSDWA) |
Beza Community Development Rehabilitation | Rehabilitation and Development Organisation (RaDo) | ARRA I Somali Region Disaster Prevention and Preparedness Bureau | UN OCHA / HRF | UNICEF | UNHCR | USAID | TEAR Australia | Handicap International |
Save the Children | Dutch Ministry of Foreign Affairs | Royal Netherlands Embassy
Staff 31 December 2013:
92
Received donations from:
Dutch Ministry of Foreign Affairs | Royal Netherlands Embassy | UNDP I UN OCHA | USAID/CMM | TEAR Australia | RAIN | FHI360 | Aqua
for All | Woord en Daad | ZOA Netherlands (Business Ambassadors, emergency funds, Rotary Vlaardingen, Help2Change Foundation)
Expenditures in 2013:
€ 2,318,448
Budget in 2014:
€ 3,047,978
CHAPTER 9
Ethiopia
51
Durbe: “I believe I can
build up a good life now,
even if I am displaced.”
I am proud!
Rebuilding a good life
Fadumo Abdi Adilahi is a mother of four. She tells:
“When ZOA started to talk about our sanitary habits,
I did not like to think and talk about it. But when they
made clear what consequences bad hygiene can
have, I was the first of my village to build my own
latrine, with ZOA’s support. It stimulated my fellow
villagers to build a latrine too. I am really proud that
I have a latrine now and do not have to go out in the
bush anymore. No more shame, no more disease. I
would like to thank ZOA, because you have opened
my eyes for the importance of hygiene and good
sanitary habits.”
Durbe Satu Hoqo, part of the Gabra tribe, lived a
peaceful life in Surepa Keble, until one night men
from the Borena tribe raided the village. They all
fled, without time to collect any animals. Durbe’s
brother was shot and killed.
Durbe, now in Hudet, takes care of his brothers’
family as well as his own. Because he was taking
care of two families he was placed on a list of
those most vulnerable, and became a beneficiary
of ZOA.
He received some cash, non-food items, shelter
materials, seeds and tools. Durbe joined with four
other men and they were provided with a pair
of oxen. He is grateful to ZOA and now believes
that he and his family will build a good life for
themselves, even if they are displaced.
52
CHAPTER 9
Liberia
CHAPTER 9
53
Liberia
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 Liberia in 2013
During 2013 we continued the activities of the years
before, with special attention for the quality of the programmes. We intensified the capacity building for local
partner organisations. Liberia is past the relief phase and is
moving forward to a development phase. The cooperation
with local partners is extremely essential to this process,
because it increases their capacities to contribute to the
development of their own country. It is therefore very
positive that we have found sufficient capable partners to
work with.
We were happy to have found a new donor in the European Union, who is funding a cassava production, processing and marketing project, and equally pleased with the
ZOA Business Ambassadors, who committed themselves
to co-funding part of this programme. We see real potential in developing processing businesses and discovering
and developing production chains, and are excited about
funds and private partners in the Netherlands who are
willing to support these developments.
The programme of the Dutch Consortium for Rehabili-
tation, financed by the Dutch Ministry of Foreign Affairs,
was in its third year. Together with CARE and Save the
Children, ZOA supports some 100 communities in agriculture, livelihoods, primary education and community
governance. As ZOA we mainly focus on agriculture, along
with a series of integrated activities. In a two-year cycle
we provide farmers with training sessions in the first year,
and coaching visits in the second year. They can also take
functional numeracy and literacy classes. With these
farmers we then work on forming cooperative groups to
market their produce together. This requires training in
group processes, management and marketing knowledge.
Emphasis on such group training took place in the second
half of 2013. We will monitor the results during 2014.
Throughout all of our activities with farmers we work on
mutual trust building. We are confronted with the deep
pain and mistrust within communities on an almost
daily basis. By training local facilitators and by using a
community-based approach we contribute to rebuilding
confidence and social coherence in these communities.
In 2013 we also started with Village Saving and Loan Associations activities. It is once again a step further from a
relief to a development mode; instead of receiving microcredits they experience that they can organize the means
for investments by themselves.
Though formal evaluations are not due until 2014, anecdotal evidence shows that the integrated approach of
agricultural training, functional numeracy and literacy and
farmer groups combined with trust building is becoming
a success.
Inspired by people like her!
Tsjeard Bouta, Country Director ZOA Liberia: “As
always it will be a few individuals who take up
the chance and start the change. We need these
people, because as early adapters they will
inspire others, who will follow their example. It
is such a joy to work with these enthousiastic,
motivated, powerful people! Like the woman
who initiated a cassava processing company. She
is convinced that she has a good product and
can sweep Monrovia’s markets. We supported
her to expand her business, and were present at
the opening ceremony. It inspires me to be able
to support people like her, full of initiative and
energy for their business and their country!”
54
CHAPTER 9
Liberia
ZOA Liberia
Worked in:
Margibi I Montserrado I Bong
Focused on:
Livelihoods / food security | WASH | with special attention to functional literacy, access to credit through village saving and loans
schemes, land rights, and trust building
Results included the following:
4,250 vulnerable households have been supported with cultivating food crops | marketing and business skills support to farmer
groups started | cassava value chain development project started with selection of 1,500 producers, 300 small processors, and 6
big processors to be supported | village saving and loans groups started up | land rights support to fragile communities continued
| functional adult literacy courses in almost 70 villages | 80 Village Development Committees are established and trained. Midterm review showed that 83% of the VDC’s have an appropriate management structure in place | land rights training contributes
to empowerment | socio-therapy contributes to safety, trust and care, first at group level, then affecting peace and (agricultural)
cooperation in the communities
Worked with:
NAEAL | FORDH | SHIFSD | DEN-L | DCR-partners | Ministries of Agriculture | County Development authorities in Margibi and
Montserrado Counties
Staff 31 December 2013:
23
Received donations from:
Dutch Ministry of Foreign Affairs | EuropeAid | World Renew | Hofstee Foundation | Van Oord | ZOA Netherlands (Business
Ambassadors, churches, schools)
Expenditures in 2013:
€ 1,179,310
Budget in 2014:
€ 1,187,747
CHAPTER 9
55
Liberia
Hawa: “I learnt how to
talk to people who are
in confusion.”
Musu in her garden
The peace maker
Musu (43) lives with her son (18) and three
daughters (15, 12 and 8). The father left. She
was displaced during the war and never went to
school. With her husband she used to do rice farming. But rice farms are labour intensive, so when
he left, for her as a woman alone, with young
children, it was a mission impossible. She then only
grew vegetables in her garden, for own consumption and to sell.
In August 2013, DCR initiated a sociotherapy pilot
in Margibi, a model for improving community
social cohesion and as such a conflict prevention
strategy.
Hawa (32 years) was selected as sociotherapy
facilitator. She is a mother and sells charcoal and
bakes bread for sale. “When the training started I
was shy”, she tells. “But then I realised that it was
really interesting. I learnt how to talk to people
when they are in confusion”. Confusion is the
Liberian expression for conflict.
Hawa explains how her participation brought
changes to her family. She had a problem with one
of her sisters, but now they talk and her sister even
asks Hawa for advice. “People in the community
call me the peace-maker now!”
When ZOA came to the community she felt
encouraged to cultivate a bigger plot of land. She
attended the workshop and learned about “modern methods”. Together with her son, she prepared
the land and planted corn and cassava. She is also
involved in the new nursery.
56
CHAPTER 9
CDN Myanmar
CHAPTER 9
CDN Myanmar
57
Myanmar (with CDN)
Relief with perspective for rehabilitation
CDN, Consortium of Dutch NGOs, has been working in
Myanmar since early 2008. CDN is a cooperation of three
Dutch organisations, Red een Kind (Save a Child), Woord
en Daad and ZOA. CDN is involved in assistance to victims
of displacement and natural disaster in Ayeyarwady Division, Rakhine, South Shan and Kayin States.
CDN is working to improve food security and the water,
sanitation and hygiene and is doing that currently in
many emergency settings, but with the perspective for
rehabilitation.
funds, there is some imbalance between emergency and
rehabilitation funding. We will have to devote attention to
that issue in 2014.
Improving livelihoods
CDN Myanmar in 2013
Relief activities
In Southern Shan State, that is dealing with dramatic
changes in rainfall patterns, we are supporting a local
research institute to develop a potato variety that is better
adapted to periods of drought. 131 farmers were provided
with training and supportive input such as potato seed
tubers, fertilizers and tools for land preparation. They
tested a new potato variety that is resistant to blight and
drought diseases.
The biggest challenge for 2013 was to maintain quality
while the relief operations were rapidly expanding. Response to the displacements in Rakhine State picked up and
a great deal of work was done by CDN. CDN expanded
its target area to two more townships in eastern Rakhine
where some 22,000 internally displaced persons and hosting communities have suffered from internal violence.
In Kayin state, CDN provided small business development
training, vocational training on sewing, motorbike repair
training and Myanmar food and snack making training.
CDN provided start-up capital and material and follow-up
support for altogether 65 beneficiaries. Beneficiary monitoring revealed that incomes increased by at least 40%.
Our projects in these areas were very successful despite
difficult circumstances. In January 2013 a survey revealed that 37 percent of children younger than five were
suffering from severe diarrhea. CDN started a water and
sanitation programme consisting of intensive hygiene
education and distribution of water filters, since the IDPs
did have water but of poor quality. In January 2014 a
follow-up survey revealed a reduction of 95.6 percent in
severe diarrhea cases among children under five. CDNstaff was quite proud of this achievement. Because the
funds that CDN obtained were all short term emergency
In Ayeyarwady, CDN reached out to 530 landless poor
households who now grow vegetables in an innovative
manner through Multi-Storey Gardening (MSG). CDN provided training, and inputs such as seed, tools and container materials. As a result, the beneficiaries reflected that it
contributed to improved nutrition and health as they can
now eat a variety of fresh and chemical free vegetables.
Additionally, growing their own vegetables has reduced
the costs of buying vegetables. Some of the beneficiaries
can now even sell the extra vegetable products and are
providing income for their family.
Kevin Beattie, Country Director CDN as of
December 2013:
“Myanmar is at a very interesting time in its
history with very welcome changes in the
direction of moving towards democracy.
Despite vast natural resources, many people
live below the poverty line and there are many
ethnic conflicts. CDN is playing a key role
in providing humanitarian WASH facilities
to approximately over 20,000 displaced
men, women and children in Rakhine State
and is also involved in Food Distribution in
coordination with WFP. We have some food
security programmes in Kayin and Shan States,
and it is this early recovery and development
side that we wish to expand in 2014.”
58
CHAPTER 9
CDN Myanmar
Myanmar (with CDN)
Worked in:
Ayeyarwaddy Division I Rakhine State I South Shan State I Kayin State
Focused on:
Food security / livelihoods I Water, sanitation and hygiene I With special attention to moving towards rehabilitation from an
emergency situation
Results include the following:
Ayeyarwaddy
530 landless poor families reached with training, seeds and materials for multi-storey gardening
Rakhine State
1,107 latrines constructed I 10,935 ceramic filters distributed I construction or rehabilitation of 592 water points I decrease of diarrhoea
among children under five with 95.6% I construction of 29 ricebanks I 1,850 farmers received seeds and fertilizers as starting capital for
52 rice banks I cash for work for construction of 2 irrigation dams I decrease of 28% of people that need to borrow money for food
Kayin State
65 beneficiaries received small business development planning training, vocational training on sewing, motorbike repair training and
food and snack making training, including start-up capital and follow-up support I income increase among participants of at least 40%
Southern Shan State
131 potato growers received training and inputs such as potato seed tubers, fertilizers and for land preparation I support to a local
research institution to produce and multiply new varieties of potato seeds
Worked with:
Local NGO: Myanmar Heart Development Organisation I Government Agencies: Water Resources Utilization Department
I Myanmar Agricultural Services I Irrigation Department I Minister of Border Issues I HeHo Research Center I International
organisations: World Concern I Save the Children I Solidarité International
Staff 31 December 2013:
2
Received donations from:
ECHO I EuropeAid I OCHA I WFP I UNICEF I DFID I Livelihoods and Food Security Trust Fund (LIFT) I International Rescue Committee
(IRC) I World Renew I Red een Kind I ZOA Netherlands (Business Ambassadors, private donors, emergency funds, Happy Gifts)
Expenditures in 2013:
€ 920,564
Budget in 2014:
€ 1,000,000
CHAPTER 9
59
CDN Myanmar
Diya is now leading a
life in dignity!
A life in dignity
Changed for the better
Diya The Wai (40, not the person in the picture)
is a widow with four children and lives in Rakhine
state. She used to cultivate upland rice, which
provided enough food for only two months
per year. The rest of the year she was a casual
labourer, every day hoping to find a little job.
In March 2013 CDN started a cash-for-work
project in her village. Diya was able to work on
the construction of an irrigation dam for two
months. She purchased three bags of rice and a
new set of clothes for each child. The three bags
of rice allowed her to sell her harvest and as a
result she was able to purchase another 730 kilos
of rice. Her children are now attending school,
and Diya is leading a life in dignity.
Thein Nyan Arjun (30, not the person in the
picture) has a wife and two children. With
rice farming he could only feed his family for
six months per year. He wanted to do animal
husbandry as a second income source, but he had
no money to buy animals.
In 2013, Thein was able to work on the
construction of the Oke Taung dam for CDN. With
his income he purchased 4,100 kg of paddy rice,
half of which was to feed his family for an entire
year, while he traded the other half. He then
purchased potato seeds and eight hens. He sells
chickens now. He has continued and has started
growing papaya, beans, pineapple, taro and
mango trees. His life has changed for the better!
60
CHAPTER 9
South Sudan
CHAPTER 9
South Sudan
61
South Sudan
Providing relief and hope, staying faithful
The end of the year 2013 cast a dark shadow over the young
nation of South Sudan. Erupting conflict among different
groups within the government and the army spread throughout the country and resulted in massive fighting, killing and
displacement.
Since the end of the last century ZOA has been committed
to the Southern Sudanese people, who have suffered from
conflict for decades now. Since the birth of the independent Republic of South Sudan, we have been involved in
the recovery of civil society, with primary attention to food
security and livelihoods, water and sanitation, education and
capacity building. In 2013 we worked in Central Equatoria
(Katigiri, Lainya, Terekeka, Juba-West) and Jonglei (Pibor, Bor,
Akobo).
ZOA South Sudan in 2013
For the Southern Sudanese 2013 was a difficult year. The oil
flow stopped and led to severe financial austerity. It affected
everyone, because the prices of goods, food, fuel and services rose, while the level of basic services declined, because
the governmental lacked the means to pay for them.
Under these harsh everyday conditions ZOA continued
to support the people in earning an income, growing their
own food and rebuilding their communities. We completed
a Food Security programme in Katigiri, funded by the
European Union, and were very pleased with the results of
our efforts and the positive independent evaluation. Our
wash-programme in Terekeka, funded by TEAR Australia, was
evaluated by TEAR and by an independent consultant, and
they likewise concluded that we had done a good job.
Funding for early recovery diminished during the year, with
the emphasis once more being placed on emergency relief
in areas such as Jonglei and along the border with Ethiopia
and Sudan.
ZOA’s challenge is to remain loyal to the people in Central
Equatoria, even though many other organisations now work
more in the northern regions. We are very grateful for the
start of an enthusiastic ZOA Business Ambassadors team
who have committed themselves to food security in Central
Equatoria. The province is the potential grain basket for the
country which, if developed well, would reduce the need
to import food. However, at the end of the year the region
received many internally displaced people, challenging food
and seed stocks.
From June our operations in Pibor were put on hold because
of security reasons, negatively impacting the reconstruction
programme in this area. In the second half of December the
heavy fighting in and around Bor led to the evacuation of all
staff and the postponement of activities.
In Bor and Terekeka we focused on working with farmer
groups, peace building, human security and water for cattle
and irrigation. All these programme components were aimed
at conflict reduction at local level. We worked with many
motivated Southern Sudanese, who want to rebuild their
communities. The eruption of new violence is bringing these
positive developments to a stop, which is deeply sad for the
families who simply want to raise their children in peace.
ZOA’s staff in South Sudan is ever more committed to bringing relief, hope and recovery to the suffering people of this
beautiful country.
Kevin Beattie, ZOA’s Country Director South
Sudan until November 2013
“We have invested a great deal in development
of our own staff. It is a joy to see national staff
growing skills and achieving higher positions:
five in 2013! Our staff are also widely sought
after because of their ZOA experience and skills
development. This is just one way we contribute
to the capacity and skills pool of the country.
One of our national staff, who earlier had been
promoted to a senior management level, asked
me if it was all right if he would name his new
born daughter after my mother, who had recently passed away. I was moved, because it showed
that it was not just capacity building we were
working on, but also having good relationships
with each other as staff, which made working
here a real joy.”
62
CHAPTER 9
South Sudan
ZOA South Sudan
Worked in:
Tali | Lainya | Katigiri | Maridi | Jonglei
Focused on:
Livelihoods / Food Security | Education | WASH | Emergency relief | With special attention to community and governmental governance and peace building
Results include the following:
Katigiri: Concluded project: 2,288 farmer group members were reached with improved agricultural practices | 15% increase in food
production from improved farming practices and 100% increase in production from increased acreage | food gap reduced from 3.2
months to 1.2 months on average | increase from 50% to 90% of beneficiaries that had an acceptable dietary diversity score | 3 successful seed multiplication systems established. | New project: 12 farmer groups received training on agricultural topics | 30 progressive farmers were selected for additional training ‘farming as a business’ | training for 10 community mobilizers on project activities |
the Wonduruba Farming Association is established and functioning Lainya: Enrollment of children in school increased with 29% from
1,199 to 1,551 | 4 schools were rehabilitated and 5 schools were equipped with learning materials and 14 teachers were trained | 764
adults participated in literacy and numeracy courses | 1,700 people and 5 schools have now access to safe drinking water | 7,072 people were reached with hygiene promotion through house to house campaigns | 673 hectares were opened up for production by 1,000
farmers | 2,000 pineapple suckers and 475 banana suckers were distributed to diversify crops | 1,040 people participated in a VSLA,
80% of them run a micro income generating activity now | 81 CBO’s of beneficiary groups are trained and functioning well Jonglei:
The project is in its early stage. The following activities are carried out: 2 soccer tournaments with peace messages, the main theme
was ‘One people, one county’ | 17 farmer groups received seeds and farming tools | 2 demonstration plots established on which small
scale irrigation was piloted | 3 community projects started | Training for local government and ZOA partners on identified gaps Tali/
Bor: The project is in its early stage. The following activities are carried out: 53 trained community leaders reached over 1,500 community members with messages of peace | 600 youths of different tribal backgrounds met in games and sports activities | 34 new farmer
groups with 694 members were formed, trained and provided with farming tools and seeds | 4 new boreholes reach 2,000 people |
329 household latrines constructed | A resolution for 3 out of the 11 tribal conflicts was facilitated. Maridi: 2,500 HIV positive people
were served with HCT service through both static and mobile service delivery facilities | more than 1,000 expectant mothers received
PMTCT services (Prevention of Mother to Child Transmission) | 22,500 people reached with HIV/Aids awareness.
Worked with:
COMPASS | Tali Youth Association (TAYA) | ACROSS | Rural Development Initiatives | Agency for Social Transformation and Development (ASTAD) | SUHA | IPCS | SALT | Nile Hope Development Forum | CMA | IAS | DCR-partners
Staff 31 December 2013:
74
Received donations from:
Dutch Ministry of Foreign Affairs | WFP | UNICEF | EuropeAid | TEAR Australia | ZOA Netherlands (Business Ambassadors, emergency
funds, third party Draagt Elkanders Lasten)
Expenditures in 2013:
€ 2,672,015
Budget in 2014:
€ 3,579,148
CHAPTER 9
63
South Sudan
Alier: “Our community
could have split on this
issue. But we gained
insight during the
Warring Chiefs Reconcile
‘We are making money!’
ZOA organized peacebuilding training in Kolnang
Payam which targeted local government,
traditional, youth, church and women leaders, and
the police. After the explanation of ‘connectors’
and ‘dividers’ two participating chiefs, Mayom
and Alier, suddenly realized that there had been
a ‘divider’ in their community who had managed
to destroy their formerly good relationship.
Someone wanting the position of Cattle Camp
chief for himself caused distrust about Mayom
towards his good friend Alier. They did not speak
to each other for nine months. During the training
they gained insight in what had happened at the
time. Alier: “Our community could have split on
this issue. But Mayom kept his promise to me
which enables me now to forget the past and to
restore our relationship.”
Aputo Lino, chair person of the Kudele-Comboni
farmer group, says:
“We thank you for your support to the group and
especially for the support with assorted vegetable
seeds! We now understand the benefit of vegetable
production since we harvested more than six basins
of tomatoes and fifteen heads of cabbages. We
sold the cabbages for four pounds each, so for 60
pounds in total and this was just the first harvest!”
The group has discovered that investing in assorted
vegetable production has a greater economic
benefit than investing in other crops. Individual
farmers have also seen the benefit of group work
since the training and exposure taught them new
skills on planting methods and land management.”
training and restored
our relationship.”
64
CHAPTER 9
Sri Lanka
CHAPTER 9
65
Sri Lanka
Sri Lanka
Development after civil war and natural disasters
ZOA has been working in Sri Lanka from 1995 onwards.
Since the end of the conflict in 2009, ZOA has supported
returnees and host communities in the sectors
livelihoods and economic development, community
enhancement and shelter / infrastructure in its
programme areas in the North and East of Sri Lanka.
ZOA Sri Lanka in 2013
The transition from relief towards development-oriented
programmes continued throughout the year. We are still
involved in emergency relief occasionally, most notably
in the Mullaithivu district - the area that witnessed
the final battle of the conflict. But in most districts we
are now focusing on longer-term rehabilitation and
development issues such as rebuilding civil society and
strengthening value chains.
A country in transition also means that our own staff
has to adjust to different working methods. We have,
therefore, invested a great deal in capacity building for
staff this year, training them extensively on promoting
and supporting entrepreneurial skills and community
development.
A second point of particular interest this year was to give
more priority to the gender agenda within programmes
as well as for staff. Traditional gender roles have changed
during the conflict of the past decades. Once the
conflict is over, this might cause tensions within families
and communities, because gender roles are no longer
automatically as they were before. We have sensitized
our staff to make them aware of possibly changed roles
and to be able to deal with the current situation. We
also worked on creating favourable conditions for female
staff, especially in our site offices.
Most of the population we work with find employment
in the agricultural sector. We have developed new
initiatives to stimulate the so-called backyard economy;
home gardens which produce for household needs and
where surplus production can be sold to local or regional
markets. The results are positive and we will continue to
bring the people together to increase their bargaining
powers.
Among the vulnerable families that we aim to support,
we find many female headed households. They are
not only vulnerably physically, but also socially
disadvantaged. So we organize meetings in a way that
makes women feel comfortable to speak up.
The great thing is that especially women groups are very
energetic and come up with structural and practical ideas
to move forward, for example on water management or
education. It is very encouraging to see their energy and
hope, and to work with them towards their future.
Reconciliation and mutual trust are still fragile, four years
after the civil war has come to an end. ZOA Sri Lanka will
continue to support people in rebuilding their livelihoods
and communities.
From implementer to facilitator
Guido de Vries, Country Director Sri Lanka: “I arrived just under one year ago and one of the first
things I noticed was the disconnect between, on
the one hand, tourists visiting the South and Middle parts of the country and, on the other hand, the
dire needs and unresolved obstacles for a durable
solution in the North and East.
We have a large and committed team of ZOA staff
on the ground. Community change is very much a
mental process as well; coming from a dependency
situation to taking responsibilities in your own
hands. For our staff it means taking a step back
sometimes; from implementer to a facilitating and
mobilising role.
This is a gradual process and exiting to be part of as
we are working in a very dynamic context with different actors with sometimes different goals. The
results of climate change also have a direct impact
on the crops and harvest of the people, so creating
resilience to overcome these shocks is very much
integrated in our work”.
66
CHAPTER 9
Sri Lanka
ZOA Sri Lanka
Worked in:
North: Jaffna, Kilinochchi, Mullativu, Vavuiya and Anuradhapura districts I East: Trincomalee, Batticaloa, Ampara and Polonnaruwa
districts
Focused on:
Livelihoods I WASH I Shelter I With special attention to community coherence, inclusion and peacebuilding
Results include the following:
North: Percentage of households being dependent on unskilled labour dropped from 29% in 2012 to 14% in 2013 I number of hygiene-related diseases dropped from 189 to 95 among adults and from 119 to 86 among children I 86% of boys (6-18) attend school. In
2012 it was 78%. For girls the numbers are 84% in 2012 and 92% in 2013 I the percentage of households that never receive government services dropped from 42% to 5%.
East: Percentage of households being dependent on unskilled labour dropped from 24% to 12% I School attendance of boys increased
from 47% to 72%, for girls it increased from 72% to 78% I In 2012 only 69% of households were living in a safe living space, it increased in 2013 to 81% I People depending on unsustainable strategies to overcome the lean season – like borrowing money or reducing
meals – dropped from 84% to 40% I 52% of CBO-leaders could give verifiable examples of how they resolved conflicts without
violence.
Worked with:
Srilankan Ministries of Agriculture, Fisheries, Education and Livestock I Local government district authorities I International government
and non-government organisations: ILO I IOM I UNDP I GIZ I Oxfam I The Asia Foundation I Woord en Daad I National NGO’s: MDT
I CRADA I MARDAP I ORHAN I Familian I YGRO I ESCO I LEADS I FOOSDOO I PUHALIDAM I ECRDF I JUGAS I ELUWAN I Amanthy
Tendral I CBO’S: RDS I WRDS I sector-specific CBO’s like farmer organisations and cooperative societies I Self Help Groups
Staff 31 December 2013:
177
Received donations from:
FAO I ECHO I EuropeAID I USAID I AusAid I DFID I World Renew / Government of Canada – Department of Foreign Affairs, Trade and
Development I DevXchange I Skantrae I ICCO / Kerk in Actie I ZOA Netherlands (Business Ambassadors, third party EO-Metterdaad,
emergency funds)
Expenditures in 2013:
€ 5,008,940
Budget in 2014:
€ 3,703,137
CHAPTER 9
67
Sri Lanka
Annalethumy: “I lost
everything. Now ZOA
has provided me with
a ‘palace’. I am very
Annalethumy’s ‘palace’
Release from middlemen
Kanthaiah Annalethumy is a widow from
Killinochchi who lost all she had in the war and
was displaced in 2007. She was resettled in 2011,
but didn’t have a proper place to live. She has one
daughter, who lives in Jaffna, also a widow and
very poor. Annalethumy could not even think of
constructing a shelter.
ZOA selected her as she was a conflict-affected
vulnerable woman, a group which ZOA
passionately serves through its work. She received
a transitional shelter. Even though the assistance
is relatively minor in the scope of solving all of her
problems, it ensured a secure environment for the
widow. She said: “I lost everything and I did not
know what to do. Now ZOA has provided me this
‘palace’. I am very grateful!”
Jeyaranji Selvakumar (29) is the manager of the
fisherman’s co-operative society in Illupakadavai.
What is the most important change you have
observed as a result of ZOA’s work, Mrs.
Selvakumar?
“The ability to sell our fish for much better prices.
We have so long been in the grip of middlemen
who quoted fixed, exploitative rates. We thought
we would be indebted to the middlemen for
ever and were at their mercy. We had no idea
there was another way of selling. When ZOA first
explained the idea of auctioning, we thought
it would be bothersome. Only now, after two
months of successfully running auctions, do we
realize how much we were being cheated before.
ZOA’s intervention has made us see that we were
needlessly indebted.”
grateful!”
68
CHAPTER 9
Sudan
CHAPTER 9
69
Sudan
Sudan
Supporting recovery in harsh circumstances
ZOA has worked in Sudan since 2004, starting in SouthDarfur. Since then, the work has expanded - in 2013 we
worked in three Darfur States (East, South and North) as
well as in Gedaref in the East of Sudan. In Darfur, ZOA
supports the sustainable recovery of conflict-affected
rural communities, focusing on education, WASH and food
security. In Gedaref, ZOA contributes to improved food
and economic security for rural communities.
ZOA Sudan 2013
The population of Darfur were faced with unpredicted
breakouts of violent intertribal conflicts in 2013, as well as
conflicts between government and rebel troops. New conflicts caused almost 300,000 new displacements. While
other NGOs provided the necessary assistance to the new
IDPs, we were still able to make good progress with the
programmes that contribute to recovery in the relatively
stable areas.
Since the Doha Peace Agreement in 2011 the international
donor community is committed to the rehabilitation
of Darfur. We are very pleased with the funds that have
become available for multi-year programmes, switching
the focus from relief to recovery. ZOA Sudan has become
a member of several consortia, which will enable us to
combine forces and enlarge the scale of our programmes.
This year we focused on developing our agricultural
strategy, which started in Gedaref. Our aim is to introduce
new farming techniques and technologies to enable
farmers to increase their productivity. At community level,
farmer groups have been established to strengthen the
purchasing power of the farmers and to stimulate demand
for agricultural services provided by the private sector. As
a result of the positive experience with this new approach
we are now also applying it in Darfur.
Much has been invested in quality of education in our
programmes in the Darfur region. New classrooms, trained
teachers and access to water improved the quality of
education and will eventually lead to better enrolment
and reduced drop-out numbers. We now also introduce
drinking water components in the education programme.
In Northern Darfur we rehabilitated a hafir (a traditional
water basin), but unfortunately it did not provide the
drinking water we had aimed for. Reasons were the lack
of rain, a too intensive use by cattle and a too thin layer
of clay, causing leaks in the hafir itself. The people in the
surrounding villages moved back to the camps because
of the lack of water. We are looking for ways to provide
sustainable access to water for these communities, so they
can eventually return and stay in their places of origin.
Integrated attention for harmony and cohesion
This year we trained our staff intensively in community
development; and they applied their knowledge in their
daily work to increase ownership and sustainability.
Throughout our agricultural, WASH and education
programmes, we work with the communities on harmony
and cohesion. Improved access to basic services will help
to prevent conflicts about scarce resources, but only if
the community has the commitment and the capacity to
include the different stakeholders. We support them in
doing so, allowing the people of Darfur to regain harmony
and hope for the future.
Change on ground level
Bart Dorsman, Country Director ZOA Sudan
until October 2013: “The future development
of Darfur depends on the presence of harmony
and cohesion. The vulnerability of the region is
a fact. In situations like this of scarce resources
and a growing population, stability is essential to
development that includes all Darfurians.
Even if the infrastructure is there, it is the people
who will have to connect with their neighbours
from a different tribe or political preference
again. We believe we can contribute to that
change at ground level, standing beside people in
their harsh circumstances and providing assistance in a professional manner. The whole team is
very committed to supporting people to improve
upon their lives.”
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CHAPTER 9
Sudan
ZOA Sudan
Worked in:
Darfur: South, East and North | Gedaref
Focused on:
Agriculture / Food Security | Wash | Education | with special attention to community cohesion and non-violent conflict resolution
Results included the following:
Darfur: Food security and Livelihoods: Seed provision for 6.516 farmers | 307 households participated in fertilizer demonstrations and
saw a significant increase in production | Starting up of 16 small businesses | 12 Village and Loan Saving Association started, empowering over 260 participating women | the supported households were more food secure compared to not-supported households (ZOA
Survey 2013/2014).
Education: distribution of 2,038 student kits and 831 school uniforms | Formation of 10 new schools | 47 classrooms constructed | 28
schools reached with hygiene campaign | over 500 pupils enrolled the enrolment in new schools of over 500 pupils who did not have
access to education
Gedaref: Food Security and Livelihoods: 491 farmers in 5 villages reached by the programme aiming at increased production | 1,031 ha
ploughed with improved ploughing techniques | 10 demonstration plots were developed to show the benefits of conservation agriculture, and received higher than average yields | 14 VSLA are operational with 514 members (363 F, 151 M)
Wash: in cooperation with the local government in Gedaref State the main waterpipe is connected to El Deheama South, where ZOA
had constructed a water tank. This enables at least 5000 people to have access to safe water.
Worked with:
Solo | PODR | CDF | Voluntary Network | SOS Sahel | Ma’an | Zenab | DCR-partners
Staff 31 December 2013:
93
Received donations from:
Dutch Ministry of Foreign Affairs | Royal Netherlands Embassy | UNICEF | EuropeAid | USAID / OFDA | ZOA-Netherlands (emergency
funds)
Expenditures in 2013:
€ 2,848,188
Budget in 2014:
€ 4,995,000
CHAPTER 9
71
Sudan
“I learned to improve
my lessons and to
support my students
in learning. Thank you,
“Not an emperor”
“I am very happy!”
Adam Sabiel from North Darfur is one of the 89
teachers who attended the 6 months-teacher
training. Sapiel: “The curriculum was very good,
with progressive training methods.” Though he has
been a teacher for 23 years already, he learned a
lot. As he summarizes it for himself: “I learned what
an ideal lesson looks like, and how to prepare it. I
learned how to improve the learning environment,
and how to develop good relations with my head
teacher, colleagues, children and the community.
I learned I am not an emperor to my students, but
more like a father, supporting them in learning. I
was able to pass on the knowledge I received from
this training to 24 teachers in my area. Thanks a lot
for ZOA’s work!”
* In the picture: Adam Sabiel among other trainees,
front row, in the white dress.
Nadia (10) is a pupil of a newly built school close to
El Fasher in North Darfur. She also received books,
a uniform, backpack, exercise books and a geometry set. She tells: “I also went to school before, but
actually it was not a school, just a hut. I am very
happy I can go to a good school now. And later I
want to become a teacher myself.”
Her normal breakfast is just some water, and at
school she gets a glass of milk. During lunchtime
she goes home and eats aseeda with her parents
and her eight siblings. “We eat it every day, and it
is very tasty”, she smiles. “About once a week my
mother buys some meat. Only rich people can eat
meat twice a week!”
ZOA!”
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CHAPTER 9
Thailand
CHAPTER 9
Thailand
73
Thailand
Handing over responsibly
ZOA Thailand has been supporting refugees from Myanmar
residing in camps in Thailand since 1984. After launching a
hand-over process in 2009, ZOA worked towards achieving
its exit strategy by closing down programme implementation by March 2014 and finalizing asset transfer by June
2014. With this objective in mind, ZOA has gradually scaled
down its programme content as well as handed over its
education and livelihood activities to partners.
ZOA Thailand 2013
In 2013, ZOA supported the refugee community in the
camps to take on the implementation of education and
livelihood activities. Meanwhile, ZOA’s plans and resources
were shared with NGO partners to ensure that the support
to the community for programme implementation would
not be discontinued. Working on the hand-over process
has meant constant communication internally and with
external organisations, a key factor for a smooth handover.
Throughout the year specific activities in basic education
were maintained and jointly implemented with the BEST (Basic Education Support towards Transition Project) consortium:
SCI, ADRA, RTP and JRS. For instance, the activity of school
renovation in Umpiem camp was handled by ZOA and the
activity was taken over by ADRA for the other camps.
The skills acquired from agriculture and livestock activities
were useful in preparing Myanmar refugees for their future.
ZOA has subsequently engaged partners to take on the
support of livelihood activities for refugee communities.
Supporting partners
ZOA Thailand is committed to supporting the NGO
consortium to take on camp education services. In general,
ZOA shared information, resources and networks with the
partners. At field level, the staff of NGO partners have been
learning from and shadowing ZOA staff on various activities, from the distribution of school materials, payment of
teacher stipends to the provision of teacher training.
Throughout the year ZOA continued providing basic
services and capacity building to Karen Refugee Committee
Education Entity, Office of Camp Committee Education
Entity, school management and PTAs in all seven camps.
These groups are the key actors for managing the education
system in the camp context and in Myanmar when
voluntary repatriation is realized.
For the livelihood project, the Livelihoods Camp
Committees were supported to take on more of a
management role and the subsequent responsibilities. The
support from ZOA for the project ended in December and
the farm management and equipment have been handed
over to the refugee community.
Durable solutions
A UNHCR-survey conducted in Mae La in 2013 showed
that only 10 percent of the respondents were willing to
return to Myanmar. Certain serious concerns related to
land rights and rights for ethnic minorities. Basic services
of education and health have to be resolved between
the Myanmar government and ethnic groups. Regarding
education language issues, accreditation of teachers’ and
students’ learning are real concerns for integration into
Myanmar society. It is, therefore, important to prepare
teachers and students to cope with new challenges before
return happens.
Committed staff for a successful hand-over
Duangporn Saussay, Country Director ZOA Thailand: “I am delighted to acknowledge the endless
efforts of my ZOA Thailand colleagues in providing
support and building capacities of camp communities, on sustaining camp education and livelihood
activities and management. Moreover, my team
shares essential information and extensive experiences with partner colleagues. Every now and
then, I receive gratitude and compliments from
the refugee community and partner organisations
for the great support given by our colleagues. It
is not easy to watch the colleagues leaving the
organisation because of our phase-over strategy.
On the other hand I feel proud that each of them
is willing to face a new path of life and many of
them will continue to work with the Myanmar
refugee community after their employment with
ZOA Thailand ends.”
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CHAPTER 9
Thailand
ZOA Thailand
Worked in:
Mae Hong Son Province: Mae Ra Ma Luang and Mae La Oon refugee camps I Tak Province: Mae La, Umpiem and Nu Po refugee
camps I Kanchanaburi Province: Don Yang refugee camp I Ratchaburi Province: Tham Hin refugee camp
Focused on:
Education I Livelihoods I With special attention to capacity building and handing over
Results included the following:
33,000 refugee children have access to basic education with provision of facilities, materials, resources and support I 1,400 camp
material sets provided to teachers I 1,190 teachers and education staff received subsidy I 354 new teachers received pre-service
training I 500 teachers attended in-service methodology training I 1,092 teachers trained on subject matter across all subjects
I throughout the year support is provided to the BEST consortium to take on basic education activities I 50 PTAs and 16 school
management committees were set up in the camp schools and trained to assist with management of school during handover
517 refugees received training and skills development support from farm projects I 1,175 refugees and 596 Thai villagers received fruit
trees as additional nutritious foods I support to 3 agricultural sites in Tak and transferred to TBC in 2014
Worked with:
NGOs and IOs: Education: BEST (SCI, ADRA, RTP, JRS) I Health: HI, IRC, MI, PU-AMI I WASH: SI, ARC, IRC I Protection: COERR,
UNHCR I Livelihoods: TBC, other CCSDPT
Community Based Organisations: KRCEE I LCC
Thai Governmental agencies: Ministry of Education I Forestry Department I One Tambon One Product (OTOP) I Agricultural Training
College (TAK) I Royal Project I Livestock Department I District Agriculture Department
Staff 31 December 2013:
29
Received donations from:
Dutch Ministry of Foreign Affairs I EU I ECHO I UNHCR I ZOA-Netherlands (Business Ambassadors, schools, Happy Gift)
Expenditures in 2013:
€ 1,814,116
Budget in 2014:
€ 125,000
CHAPTER 9
75
Thailand
“I am really pleased
with the training. Now
I earn an income for
my family.”
Providing for my family
Than Kyaw (46) lives with his wife, two
daughters and one son in Umpium camp. “With
ZOA’s agriculture and animal husbandry training
I learned how to make compost and produce
and use organic pesticides. I have been trained
on livestock and prevention of animal diseases. I
am really pleased with this training. Now I raise
pigs, ducks and chickens at home, which we can
sell. Before this training I had no income at all,
now I earn money for my family.”
Improving the living
standard
Paw Cherry, 32 (at the photo right): “In 2000 I
arrived from Myanmar in Mae La camp. There
I was able to continue my education and since
2005 I have been working as a teacher in Mae
La high school. While teaching I continued to
receive Resident Teacher Training from ZOA,
like refresher courses, methodology, lesson
planning etcetera. We as teachers learned how
to teach in different ways, also using activities
and games.
Then in March 2012, I became the secretary
of the OCEE: Office of Camp Education Entity.
This is the office supporting the management
of education and school administration in the
camp. I strongly believe that the high level of
education improves the living standard in the
camp!”
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CHAPTER 9
Uganda
CHAPTER 9
Uganda
77
Uganda
Water, education and livelihoods: a new start made possible
ZOA has been working in Uganda since 1998, when we
started supporting Southern Sudanese refugees in the
West Nile region. In 2007 a new programme was started
in Pader, assisting Ugandese displaced persons and
returnees. In 2013 ZOA worked in Pader, Nwoya and with
conflict affected people in Amudat.
been extended with hygiene and life skill lessons. We
see active parents participating in developing multi-year
policy, engaging in enrollment campaigns or starting
ideas on school gardens. The water situation could still
be improved but new funding is hard to find, so the Pader
team has been scaled down during the past year.
ZOA Uganda in 2013
The programme in Nwoya is comparable to the one in
Pader, but started a few years later, in 2011. Working with
farmer groups is one of the pillars for improving agricultural productivity, contributing to social cohesion and
starting up economic activities in the returnee communities. However, climate change complicates the daily life
of farmers. The weather pattern is disrupted. That makes
it hard for farmers to start investing in new crops, because
unexpected rainfall or even hail (like this year in Pader)
can destroy everything.
We were able to re-start working in the West Nile region,
funded by the Dutch Embassy. The area has seen many
refugees from the DR Congo and South Sudan in the past
decades. The host population was, however, usually not
included in the assistance, although they experienced
negative consequences of the presence of refugees. We
were therefore happy to be able to start our programme
in this region in June 2013, supporting young males in
finding sources of income, and supporting farmer groups
to improve farming and marketing processes.
Then, at the end of 2013, conflict erupted in South Sudan
again, and once more the West Nile region faced the influx of thousands of refugees. Already present in the area,
ZOA Uganda was able to respond quickly.
The programme in Pader is nearing its end. The results are
truly positive. We have been working here on improvement of education, agricultural production and the water
and sanitation situation, since 2007. Water wells are now
well maintained, villages are cleaner, latrines have been
built, children are visibly healthier compared to a number
of years ago.
We are also noting huge improvement in education. It
is not just that we have provided class rooms, but also
that we have succeeded in improving enrollment, that
qualified teachers are available, that the curriculum has
We have adjusted our programmes in such a way that
people are more prepared to confront unexpected
setbacks like floods or drought. The introduction of crop
diversification and Village Saving Loan Associations are
very functional in reducing vulnerability.
In our programme in Amudat we were also confronted
with the consequences of climate change, because the
construction of subsurface dams – necessarily done in the
dry season – was heavily damaged and delayed because
of unexpected heavy rains during the construction period.
Gerard Hooiveld, Country Director ZOA
Uganda since 2013:
“There is a lot of development in our
programme areas that really touches
my heart. The healthier children, the
people taking up responsibilities for their
communities and schools together, it is a
real joy. Still, there are a lot of concerns in
Uganda. The country is developing quickly,
but the profits are not being invested in
better education, roads or health services.
This hampers rural development. With
improved production, farmers need roads
to bring their products to market. The
limitations of what we as an NGO can do, is
sometimes frustrating.”
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CHAPTER 9
Uganda
ZOA Uganda
Worked in:
Pader | Nwoya | Amudat
Focused on:
Livelihoods – Food Security | Education | Wash | with special attention to community coherence and Disaster Risk Reduction
Results include the following:
Pader: More than 80% of the targeted households meet their food need | 40% of the farmer groups are engaged in collective
marketing | 240 members of SMCs/PTAs received training on literacy and numeracy | 624 households out of 1,000 targeted
households have access to clean and safe water | increasing numbers of people use latrines | 48%% of income generating groups
started an alternative IGA and earn an income out of that, 22 groups are engaged in beekeeping, 70 in piggery, 54 in goat rearing |
40% of the individuals with disability participate in local community groups
Nwoya: Groundnut, rice, soy bean and maize had an average yield increase of 42,5% | Due to the dry spell most groundnuts in
Nwoya did not mature, but the farmers supported by ZOA had good harvests because of seed selection and early planting | farmers
of the 80 Farmer Field Schools diversify their income and start bee keeping, fish or poultry activities | 38% of the groups included
vulnerable members like people with disabilities | 96 groups for community activities are formed, dance and drama groups, rotational
farming or local savings | 9 cases of land disputes out of 40 were resolved in a non-violent way, a slight reduction due to training
given to local land and court committees.
Amudat: 705 of the Agro-Pastoral Field Schools (42%), with 1580 households practice best animal husbandry practices | Amudat
District no longer depends on Mbale District for vegetables | 84% of 1680 households are involved in saving on weekly basis | these
1680 farmers are also trained in Community Managed Disaster Risk Reduction | 6 class rooms and school administration offices
constructed and furnished | number of FAL classes increased from 12 to 24, with 776 learners (45% M, 55% F) | constructed a
subsurface dam, providing 5 villages with water | a simplified legislation pack has been used for community sensitization on e.g. land
policy | 16 CBOs are actively involved in none-violent conflict resolution | reformed warriors, run-away girls (escaping FGM) and boys
(escaping forced labour) are involved in development activities and vegetable growing
Worked with:
Ceford | CCF | Kwal Ryeko | Fokapawa | Kica Ber Support war victims | POZIDEP | AIDI | Vision Care | several Vocational Training
Institutes
Staff 31 December 2013:
137
Received donations from:
Dutch Ministry of Foreign Affairs | FAO | World Bank | EuropeAid | World Renew | Diakonia | ICCO | Heemskerk | MWH Foundation |
Liberty Foundation | Wees een Kans Foundation | ZOA Netherlands (Business Ambassadors, Driestar college, schools)
Expenditures in 2013:
€ 2,643,982
Budget in 2014:
€ 2,782,698
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79
Uganda
Sharon: “I attribute
the change to ZOA’s
training on life skills as
well as through career
Independent and
confident
I want to become an
engineer
“The Agro Pastoral Field School removed
my total dependence on my husband”, says
confident Cheposogwon Ngalimal (26). “Before
I just had to wait until he would give me money
to buy household items. Now I grow my own
vegetables, and sell vegetables and goats at the
Amudat market, and I have enough vegetables
and other food items at home. Sending our
children to school is no longer a problem. I can
also now identify and treat animal diseases like
heart-water (Chepirpirmot) and East Coast
fever (Lokit). I intend to diversify my production
with onions and cabbages next.”
“I used to be a stubborn girl”, says Sharon
Adong, student at the Olwoo Community School
in Nwoya, honestly. “But after attending the
training from ZOA my life has changed positively.
I attribute this change to the training we received
from ZOA, on the spread and prevention of
HIV/Aids, on life skills as well as through career
guidance. I now find studying very interesting and
I would like to complete my studies and become
an engineer. I also talk to parents freely. The
training has empowered me with knowledge and
skills of facing any challenge which will come my
way.”
As people from Olwoo were returning from the
IDP-camps, they started the community primary
school to respond to the needs of their children.
ZOA supports this initiative with hardware and
training activities.
guidance.”
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CHAPTER 10
10. Disaster Response
The fragile countries we work in are often prone to
substantial natural or conflict-related disaster. When this
happens in a country where ZOA is already involved in
longer term rehabilitation programmes, relief operations
can be embedded within the country programme. In areas
where ZOA is not yet involved, ZOA can decide to provide
relief and set up disaster response operations, adding value
by being an experienced partner in the implementation of
relief programmes in areas affected by conflict and natural
disaster.
ZOA implements relief activities preferably by working
alongside local partners or through international partners
with a proven track record. If local capacity is limited or
lacking, ZOA can make disaster response capacity available,
while at the same time seeking active collaboration
with partners. New strategic alliances are sought with
international partners seeking implementation capacity in
disaster response initiatives outside regular ZOA countries.
Depending on the nature and magnitude of the disaster,
ZOA’s involvement in disaster response programmes may
last up to three years. In order to maintain an appropriate
balance in our programmes and to fulfill our dual mandate
of relief and recovery, the combined volume of disaster
response programmes is limited to a maximum of 25% of
ZOA’s total activities.
ZOA’s special unit for disaster response has been operational
since 2011. This Disaster Response Unit (DRU) enables us
to provide relief for a maximum of three years in countries
where ZOA has no long term presence. This unit allows for a
stronger position as an effective and reliable implementing
partner to other organisations in the Netherlands and
abroad without affecting the long term programmes.
In countries where ZOA is already operational, the DRU can
assist with staffing, knowledge, expertise and searching for
funding opportunities. The unit is involved in all of ZOA’s
core sectors (WASH, livelihoods, education) plus shelter.
Newly established disaster response programmes outside
existing ZOA countries fall under direct supervision of the
DRU in the Netherlands.
Disaster Response Unit in 2013
The Disaster Response Unit operates with four permanent
staff members: a manager, a programme officer, a general
affairs officer and a communication officer. DRU also has
access to short term staff through a pool of experienced staff
on stand-by, to be able to respond quickly in times of sudden
crisis. During 2013 we finalized two programmes, continued
one and established two new programmes.
Haiti and Pakistan
As of 31 December 2013 ZOA has closed down operations
in Haiti and Pakistan, where the DRU approach started out
in 2011. To increase the sustainability of our programmes,
ZOA worked along local partners and community based
organisations, thus allowing continuation after ZOA’s
withdrawal.
Yemen
In Yemen ZOA will continue to improve the living conditions
of the conflict affected communities in Arhab and Bani
Garmouz (sub)districts of Sana’a governorate through a
WASH (Water, Sanitation and Hygiene) intervention.
Jordan
A new programme started in Jordan in February 2013 due
to the increasing humanitarian crisis in war-torn Syria. ZOA
supported a distribution in Mafraq through Dorcas which
addressed immediate needs of the refugee families. We
started working alongside local partner ACCTS/AWT. Focus
is on the refugees living in urban areas that need relief goods
and psycho-social support.
Philippines
On 8 November 2013 super typhoon Yolanda hit the central
part of the Philippines, the Visayas. Over 14 million people
were affected and more than 1 million people’s houses
were either damaged or destroyed. In collaboration with
AMG Philippines, a local organisation, ZOA set up a shelter
programme in Eastern Samar.
Campaigns were launched in The Netherlands for both
new programmes, with several (Jordan) or all (Philippines)
members of the Christian Relief Cluster: Dorcas, Red een
Kind, Tear and Woord and Daad.
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CHAPTER 10
Disaster Response
ZOA Haiti
Worked in:
Léogâne: sections Grand Riviere, Palmist a Vin, Fond de Boudin, Petit Riviere, and Petit Harpo.
Focused on:
Livelihoods | With specific attention to peace and stability
Results included the following:
Total results of the Livelihoods for Earthquake Affected People (LEAP):
Micro Credit Programme
1,000 clients received micro loans; 346 male, 654 female.
Business Development
60 small and medium entrepreneurs (SMEs) completed the 12-day business sessions | 57 new jobs were created.
Sustainable Agriculture
4,423 farmer-families assisted by LEAP | 22 Farmer Associations are functioning | 22 Local Agricultural Technicians were trained |
60 local veterinarians | 9 communities conduct regular veterinary clinics I 17 functional seed banks | 21 communities now
implementing Sloping Agricultural Land Technology (SALT) | 22 communities have their own communal vegetable gardens |
17 community nurseries
Worked with:
World Renew – International Disaster Response. ZOA’s programme manager for the LEAP-programme was seconded to the World
Renew- Disaster Response team | Léogâne local CASEC government | Farmers Associations | PWOFOD: Programme Formation Dyak |
Partners Worldwide (PWW) – Haiti
Staff 31 December 2013:
1
Received donations from:
ZOA Netherlands (Emergency Funds)
Expenditures in 2013:
€ 68,242
Budget in 2014:
€0
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83
Disaster Response
Haiti
Recovery from disaster, hope for the future
ZOA implemented a three year programme in the Léogâne
area, the epicenter of the January 2010 earthquake: Livelihoods for Earthquake Affected People (LEAP).
The objective of ZOA’s programme, that started in January
2011 and ended in December 2013, was to assist 6,700
households till they have the same level of income as
before the earthquake – and preferably above that level. In
total 5,300 households have been provided with relevant
and effective assistance to livelihood recovery, slightly
less than targeted due to achievement being slower than
expected, especially in business development.
ZOA Haiti in 2013
LEAP consists of three major components: micro-enterprise
development, business development and sustainable agriculture, all contributing to the improvement of livelihood.
Micro-enterprise
In total, a number of 1,000 micro-entrepreneurs have received loans to start or continue their business. Recipients
have acknowledged the impact of the loans, some stated
they are now able to send their children to school and
others mentioned they were able to reconstruct their houses or even start a second business. Loans are distributed
over a 6-month period, which is one loan cycle. Almost
half of the entrepreneurs have renewed their loans and are
already in their second, third or even fourth cycle. Almost
80% of the entrepreneurs have fully paid off their loans.
PWOFOD, a local organization implementing this component, will continue this micro-enterprise programme
in 2014, in collaboration with twelve local churches that
recruit and select participants from the entire community.
Business development
ZOA decided to scale down the cooperation with Partners
World Wide on the Business Development component as
of January 2013. PWW trained 60 Small and Medium Entrepreneurs so far. The long-term approach of PWW turned
out to be less complementary to our mid-term disaster
response programme. The project manager was still
involved in the loan committee to review business plans.
PWW continues to support the SMEs and the entrepreneurs already created 57 jobs. A network of SMEs has been
registered and fully recognized by the government.
Sustainable agriculture
Evaluation showed that the programme has effectively
delivered an impressive quantity of both livelihoods and
asset recovery and related longer term community development in 22 communities. Each community now has
a trained agricultural technician and many of them have
nurseries and seed banks which will increase opportunities
for long-term impact and sustainability. Already existing
Community Associations have received valuable training
to manage activities such as seed banks, goat schemes and
promoting community development.
Due to the after-effects of the two heavy tropical storms in
2012, farmers were in need of supplies since most of their
harvests had been destroyed. Therefore, also in the final
year, farm tools and seeds were distributed and cash for
work activities were initiated.
After three years we say farewell to Haiti with the words
of Programme Manager Jeff C. Cosico: “May the seeds we
planted be nurtured and bear more fruits, you will continue
to be in my heart”.
Big dreams start small
New and existing micro-entrepreneurs have
received loans, just like Esther Omesse. She
is running a cassava mill which she started in
2011 which was so successful that she has now
started a store as well. She started out with
little but she proudly presents her shop which
has only opened recently. She sells drinks and
snacks from a shipping container, but this is just
the beginning:
“After 5 years, God willing, our goal is to have
our own Family Omesse complex and to expand
the store, upstairs we will have a beauty salon. It
will be beautiful!”
On the container Esther has painted ‘Sel Dye..’
which means ‘Only God’ and she means to add
‘..konsa!’ to say ‘Only God is like this!’ since she
is grateful for all she has received.
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CHAPTER 10
Disaster Response
ZOA Jordan
Worked in:
Northern Jordan:
• Mafraq
• Irbid
• Hosson
Focused on:
Emergency response
Results included the following:
Mafraq
Emergency Response
516 families received mattresses and kitchen equipment, 258 families also received gas stoves and gas bottles.
Irbid and Hosson
Emergency Response
• Distribution of relief packages to 2,000 households.
• Two events for in total 300 children: Syrian refugee children and children from the Jordanian host community.
• Trauma Healing Workshops for 700 women.
Capacity building of local organisation AWT/ACCTS
Worked with:
Dorcas, CMA Church Mafraq, Food for the Hungry, World Renew ACCTS/AWT, local churches
Staff 31 December 2013:
No permanent local presence
Received donations from:
Deputaatschap Bijzondere Noden, ZOA Netherlands (Emergency funds, private donors, Hersteld Hervormde Kerk)
Expenditures in 2013:
€ 252,525
Budget in 2014:
€ 38,667
CHAPTER 10
85
Disaster Response
Jordan
Relief for the victims of civil war in Syria
A new programme was started up in Jordan in February
2013 due to the increasing humanitarian crisis in war-torn
Syria. Protests that started in Syria in March 2011 have
progressively developed into a widespread armed conflict.
Humanitarian consequences in Syria, Jordan and other
neighboring countries are severe. The influx of refugees
has increased tremendously in the course of 2013, with
over 2 million people crossing the borders since the start
of the conflict.
ZOA aims to strengthen the humanitarian response effort
to those affected by the current crisis. Focus is on the
refugees residing in urban areas in Jordan who are less
visible and therefore often overlooked by aid agencies.
ZOA Jordan in 2013
ZOA supported a distribution centre in Mafraq through
Dorcas and the local CMA church which addressed
immediate humanitarian needs. 516 families were able
to receive relief goods such as mattrasses and kitchen
equipment, half of them received a stove and gas bottle.
Not only did this project answer the urgent needs of the
families, it also strengthened the role of the local church
in assisting refugees and has positively contributed to
their position in the community.
ZOA started working alongside local partner ACCTS/AWT,
a local NGO focusing mainly on the position of women in
Arab societies and previously involved in distributions to
refugees. During an intensive training programme ACCTS/
AWT was trained to organise a professional selection and
distribution process. The programme was able to mobilize
churches and church volunteers due to the valuable
relations that ACCTS/AWT has with the local protestant
churches in Jordan. Subsequently the local capacity to
reach out to refugees in the cities was increased. In a
next step ZOA successfully invited Tearfund UK and
World Renew to participate in the programme and
support ACCTS/AWT. Together they supported the ACCTS
distribution and psycho-social facility with € 816,000 in
2013.
The organisation was able to distribute food and other
relief goods in the border towns Irbid and Hosson. The
focus is on those families that are waiting to be registered
with the UNHCR, which could take several months.
Unregistered refugees are vulnerable and do not have
access to aid. Not only the refugees are in need, the
Jordanian host community is also greatly affected by the
influx of half a million refugees due to job competition
and higher rents for apartments. On average almost 8%
of the goods have been distributed to poor Jordanians.
Since ACCTS/AWT has expertise in psycho-social support
we organized workshops for 700 women in Irbid and
Hosson. Although material needs remain, many women
suffer from war traumas and so do their families. By
strengthening the women, the whole family benefits.
Two events for children were organized for 300 Syrian and
Jordanian youngsters. By playing games and enjoying the
entertainment together, children of both communities
could mingle and build bridges together. Just to be able to
face the world as any ordinary child, even for one day.
Hassan’s heartbreak
“I was playing soccer with some friends and
neighbors in Damascus when a car stopped at the
end of the street. A man came out and started
shooting. My friend Ismael was hit in his stomach
by two bullets. Nobody went to him, until his
mother came outside and held him in her arms.
Seeing dead bodies on the street became normal.
It made me think that this is how I would end up
one day. It is terrible and heartbreaking.”
Hassan represents the many Syrian refugee children whose youth has been violently disrupted
by the ongoing civil war in a country that once
had great opportunities. Although his eyes have
seen images no child should ever see, his dreams
have not been destroyed. He wants to become a
doctor. In Jordan he is rebuilding his life, together
with his family.
86
CHAPTER 10
Disaster Response
ZOA Pakistan
Worked in:
Rahim Yar Khan and Muzaffargarh, both located in Southern Punjab
Focused on:
Livelihoods (agriculture) | WASH | Emergency Shelter | With special attention to capacity building of civil society and peace and
stability and Disaster Risk Reduction
Results included the following:
Rahim Yar Khan
• Training and agricultural support for 250 Community Based Organisations
• Training for 250 Female Based Groups
• 6162 female beneficiaries received vegetable seeds
• 5547 beneficiaries received hygiene packages
• Legal registration of 250 CBOs as CCBs (Citizens Community Boards) with the District Social Welfare Department Rahim Yar Khan,
Government of Pakistan.
Muzaffargarh
Empowerment of 18 communities in disaster management and practices, reducing vulnerability, and increasing resilience by:
• Formation of Disaster Management Committees (DMCs) in 18 communities
• Capacity building of the DMCs on Emergency Response & Disaster Mitigation
• 528 members participated in training courses on Community Disaster Preparedness Plans including 258 females
• Conduct awareness raising on disaster preparedness issues to the community members
• Development of Community Disaster Preparedness Plans (CDPP)
• Communities are linked to existing early warning systems
Worked with:
Local NGOs: Interfaith – League Against Poverty (I-LAP) | ZOR Engineering | Sustainable Development Organisation (SDO)
Staff 31 December 2013:
1
Received donations from:
ZOA Netherlands (Emergency Funds, churches), Woord en Daad Expenditures in 2013
Expenditures in 2013:
€ 462,749
Budget in 2014:
€0
CHAPTER 10
87
Disaster Response
Pakistan
Moving from insecurity to stability
This year marked the final year of ZOA’s Disaster Response
Programme in Pakistan following the flooding in August
2010. The programme is continuously carried out in cooperation with local partner I-LAP (Interfaith - League Against
Poverty). An early recovery mission assisted in preparing
the fields and repairing the irrigation system of the most
vulnerable people. After this, shelter was provided for more
than 750 households and Community Based Organisations
(CBOs) and Female Based Groups (FBGs) were established
in order to socio-economically empower the people of
Rahim Yar Khan.
ZOA Pakistan in 2013
This year we have continued training the 250 CBOs and
their female counterpart: 250 FBGs. Among the training
topics of the CBOs; good governance, financial management and community organization. The women were
trained on sanitation and hygiene practices, peace, tolerance and interfaith harmony. These trainings have helped
farmer families to organize themselves, be more resilient
to disaster and improve hygiene practices.
A new training module for the CBOs has been launched
this year to create ownership for the development of the
community. By designing so-called Self Help Plans, the
community came up with ideas to improve their own
environment. A variety of plans were initiated, such as construction of roads, schools and cleaning of water channels.
Although training of CBOs should have ended in June, we
were able to continue the trainings for three more months
due to the fact that costs were lower than expected. By
doing so, trainers could elaborate on highly important
sections of the training and add new sessions, mainly on
Disaster Risk Reduction. To ensure the continuation of
the CBOs, all are registered with the government which
gives them a legal status and allows them to open a bank
account.
Last year ZOA has finalized the construction of 753
shelters including latrines. This year, some of these houses
were in need of improvements due to construction errors
which were discovered during an external auditing process.
These improvements have been satisfactory carried out by
a local engineering company.
Confident in Disaster Risk Reduction
A new project started with local partner organisation SDO
in Muzaffargarh, a flood-prone area as well, on the banks
of the Indus river. The 5-month project aimed to empower
18 communities in disaster management and practices,
reducing vulnerability and increasing resilience.
All villages now have active Village Disaster Management
Committees in place, which are responsible for designing
disaster preparedness plans and to deliver training. The
communities are linked to existing early warning systems
to take timely measures when flooding occurs. Evaluation
of the project showed that, compared to the past, all communities have significantly improved their preparedness
and response and feel confident about their role. They
know which hazards can be expected, will receive timely
warnings and will implement their plans when flooding
occurs.
Help us to help ourselves
Before attending training on Disaster Risk
Reduction Ghulam first teaches the children in
his village. He is not only the President of the
CBO, but also the teacher of the local school
which recently started as a ‘Self Help Project’.
Asked about the situation before the training
and the situation now, he answers: ”We feel
positive changes in our lives. Now our situation
and the way of living is better than in 2010.
There is a change in how we deal with health
and hygiene and we have acquired more
knowledge in the agricultural field. We also
have peace together now in our community.
We sit together, share our problems and discuss
them with each other.”
88
CHAPTER 10
Disaster Response
ZOA Philippines
Worked in:
Eastern Samar
Focused on:
• Emergency relief
• One Room Shelter
Results included the following:
• Assessment with all members of the Christian Relief Cluster
• Start-up of local country office in Borongan
• Identifying most affected communities
• Designing a transitional shelter construction to benefit 800 households and repairing 400 houses.
• Seed distribution to 700 rice farmers
Worked with:
AMG Philippines, World Renew
Staff 31 December 2013:
1
Received donations from:
Netherlands (Emergency fund, private donors)
Expenditures in 2013:
€ 22,483
Budget in 2014:
To be defined
CHAPTER 10
89
Disaster Response
Philippines
Building back better
On the morning of 8 November, super typhoon
Haiyan, locally known as Yolanda, made landfall in the
Philippines, a densely populated country of almost
100 million people. Haiyan was the most powerful
storm recorded in recent years, devastating areas in 44
provinces in the Visayas.
Not only were lives lost; over a million houses were
damaged, leaving 4 million people displaced, many of
whom lost their source of livelihood: fishing and coconut
farming.
The Filipino spirit is remarkably resilient – as is their faith.
It sustains them even though they might have lost all
their physical possessions. Such a disaster would have
reduced other people to despair; but not the Filipino.
Affected communities are trying to rebuild their lives
with the few resources they have, creating make-shift
homes from whatever there is to be found amongst the
rubble and debris.
The task is enormous and it was clear that this time
outside support would be needed. Filipinos from nonaffected areas are doing all they can to help their fellow
countrymen. It is inspiring to see that the majority of
people will not ask for anything, but when offered, are
enthusiastic and feel blessed.
ZOA Philippines
While launching a joint fundraising campaign
immediately after the disaster struck, ZOA teamed up
with the other four members of the Christian Relief
Cluster to conduct an initial assessment: Dorcas, Red
een Kind, Tear and Woord en Daad. As a result, the
five organisations and their partners adopted a joint
programme plan with a geographical focus on Eastern
Samar, aimed at the sectors education, livelihoods and
shelter.
This is a unique response, in the sense that the Christian
Relief Cluster goes further than cooperation in the
Netherlands. The cluster works together on the ground
as well, creating more impact as we work alongside
each other, benefitting from each other’s strengths
and expertise. This is an ambitious move and it will be
challenging to implement, but all of the members are
determined to make this work, for the cause of the
Filipino people.
ZOA coordinated the activities in the field and has
started a transitional shelter programme for 1,200
people affected by Haiyan. Together with AMG
Philippines and the municipal engineer, a prototype
model of a one-room-shelter was designed. Several
features of the house help to make it more resistant to
hurricanes, for instance by using diagonal beams, cement
footing and hurricane straps to tighten the roof. Three
municipalities have been identified in close collaboration
with the local government: Hernani, Giporlos and
Quinapondan.
In 2014 ZOA will continue with the construction of
shelter and carry out repairs to partially damaged
houses. Activities in livelihoods will be further assessed
and initiated. Taking a holistic approach, the people will
benefit on different levels to build stronger and even
more resilient communities.
Touched by compassion
Roque is the first owner of a house in the shelter
programme. He was identified by the community
itself as a person most in need and most ‘deserving’. He lives in one of the communities that has
been ‘completely washed out’ by Haiyan, causing
the death of 24 people. Among them, Roque’s
wife and 21-year old daughter who had just graduated as a midwife.
For Roque and many others this house makes an
immense difference . “I am grateful that people
have so much compassion for us. This great help
soothes my grief . It is a gift from God”
90
CHAPTER 10
Disaster Response
ZOA Yemen
Worked in:
Sana’a Governorate: Arhab district and Bani-Garmoz sub-district
Focused on:
Water, Sanitation and Hygiene (WASH)s
With specific attention to:
Basic Services | Capacity building of local organisations and community structures
Livelihoods | Youth Economic Empowerment
Results included the following:
WASH: Construction of cisterns in 20 villages, including the setting up of Water User Committees. | Construction of 148 rooftop
water collection systems and 100 dry pit latrines. | Training of 40 female Community Health Volunteers who conduct health and
hygiene awareness sessions. | Distribution of 2,000 silver filters and hygiene kits by Community Health Volunteers | Production of
demonstration video for silver filter on how to use and maintain the filter.
Livelihoods: Vocational, WASH-related training to 70 unemployed youths who are enrolled in the Youth Economic Empowerment
Project. | Part of the project is ‘cash for work’, UNDP will increase savings to almost 700 euros (200.000 YER) and ensure that
participants receive business skills training.
Organisational capacity building: Training on Humanitarian Accountability for staff of partner organisation. | Finance training
and organisational management training for two Community Based Organisations including project management, humanitarian
standards and community mobilization.
Advocacy and training for Sana’a Basin Management: Lobby for the Sana’a Basin Management Approach to improve the water
quality by advocating an increase of treatment of sewage water by the water treatment plant since only 40-50% is treated. | Training
of 35 Water User Committees and linking them to Sana’a basin management committee.
Worked with:
Vision Hope International (INGO), implementing partner | UNDP | Jamaiyya Arhab (CBO) | Jamaiyya Bani Al-Harith (CBO)
| GARWSP (General Authority for Rural Water Supply Project)
Staff 31 December 2013:
4
Received donations from:
UNDP I Embassy of the Kingdom of the Netherlands, Yemen I ZOA Netherlands
Expenditures in 2013:
€ 518,955
Budget in 2014:
€ 1,251,470
CHAPTER 10
91
Disaster Response
Yemen
Recovery from conflict, restoring living conditions
As a result of the Arabic uprising serious problems arose
in the deeply impoverished country of Yemen. Behind
the political crisis there are other problems related to
continuous refugee influx, tribal conflicts, overpopulation
and depletion of resources, all contributing to an ever
increasing, merely forgotten crisis, causing severe and
widespread chronic vulnerabilities. Yemen is one of the
most water stressed countries in the world, more than
10 million people are malnourished, which is half of the
population.
Unfortunately, over the last year, there has been a
deterioration in the security situation. This is the result of
a number of factors including the political transition, the
absence of rule of law, and a broader increase in the level of
criminality and violence.
ZOA Yemen in 2013
This year was the first full year of the Disaster Response
Operation in Yemen in Sana’a Governorate, in cooperation
with Vision Hope International (VHI).
Focus is on improving the living conditions of the conflict
affected communities in Arhab and Bani Garmouz through
a WASH intervention. In 2013 the inception phase for
this project has finished and the project moved on to the
implementation phase. Meanwhile we explored new target
areas, such as Hajja and Al Hudaydah governorates, which
belong to the highest malnourished areas in Yemen.
Arhab and Bani Garmouz
After experiencing violent clashes and fighting in 2011,
many families within these districts had no other option
than to seek refuge elsewhere. Fights between the
government army and tribal groups have decreased,
although the situation remains tense.
ZOA focuses on families struggling to resume their lives.
Since infrastructure is damaged and wells have been
destroyed, it has become very difficult for people to
support themselves. Farmers rely on this well water to
irrigate crops. Although the main focus is on domestic
water use through improved rainwater catchment
methods, ZOA will make sure that also farmers will benefit
from the repaired wells to restart cultivating their land.
The depletion of sub-surface water resources and ever
growing dependency on water trucking ask for more
sustainable solutions like rain water catchment and
storage. Hygiene conditions are a major concern in many
communities; awareness raising, preferably through women
can help change behavior.
We work closely together with two Community Based
Organisations (CBOs) to implement the project activities.
CBOs are trained to improve their organizational capacity
and accounting skills. Seventy unemployed youths from
the target area have received a short training to carry
out ‘cash for work’ related to the WASH construction
activities. Furthermore, they will be enrolled in a business
skills training and will receive vocational training related to
WASH, so that they can start up their own business in the
near future.
For 2014, funding has been approved to start a women
empowerment project in Hajjah. Livelihoods will be
improved by providing twenty women with training in
sewing and the means to start a small business.
Fatima (50) from Hawm, Arhab.
Her wrinkled face shows the marks of the hard life
in this arid environment, like sunbeams running
down from the corners of her eyes.
“All my life I have lived in this town. Besides one
school, there are no facilities: no electricity, no
doctor. Still, before the conflict, life was easy
compared to today. There is less work, and gasoline and food have become much more expensive.
Water is scarce. Every day I fetch my water from
the well, half an hour from my home, carrying a
jerry can on my head. We depend on the rainfall,
and in dry times we all pay to hire a small truck
that will deliver water.”
A more reliable source of water is very welcome
in Fatima’s village, as well as knowledge on health
and hygiene practices.
92
93
CHAPTER 11
11. Financial report
11.1 GENERAL INTRODUCTION
In 2013 the total income of ZOA, excluding MFS-2 partners’
income, grew to € 35.9 million (2012: € 34.5 million). That
is 4.3% higher than in 2012. Income of € 8.2 million of
MFS-2 funds was received on behalf of the partners in the
Dutch Consortium for Rehabilitation (DCR). ZOA is legally
responsible for this programme as a whole and therefore
reports the annual income 2013, including the contractual
income of the DCR partners CARE Netherlands, Save the
Children and Healthnet TPO. Recognition of income in this
manner is in line with Dutch accounting principles.
Income from own fundraising increased by € 2.1 million
compared to last year. The increase is mainly due to the
major emergency relief fundraising campaign in 2013 for
Jordan and the Philippines.
The income from governments and other subsidies stood
at the same level in 2013 as in 2012. But compared to the
budget of 2013 the income is € 6.0 million lower. This is
due to certain potential project grants being approved
later than expected and some not yet being approved.
Lower implementation of project volumes in 2013 in ZOA
programme countries compared to budget, resulted in lower
income recognition in 2013.
Total expenditures spent on objectives decreased to a level of
€ 39.8 million (2012: €40.9 million), including € 8.2 million
spent for MFS by DCR partners. Excluding these expenditures,
ZOA’s expenditures spent on objectives decreased by 3.6% to
a level of € 31.6 million, mainly due to lower expenditures on
education and awareness raising in the Netherlands.
ZOA’s programme countries abroad realised their
programme objectives in 2013, resulting in a country office
deficit of € 0.9 million while a deficit of € 0.5 million was
forecasted in the budget. This higher deficit was mainly due
to losses on differences in exchange rates of outstanding
dollar receivables from donors and also to a high indirect
cost level in the South-Sudan, Afghanistan and Ethiopia
programme. The coverage by donors of indirect costs in
these countries was limited in 2013.
In the ZOA Netherlands organisation the costs for
preparation and coordination in 2013 are in line with the
amount budgeted for 2013. In the other cost categories
changes were made in cost allocation. The costs of
education and awareness raising therefore decreased
compared to 2012 and the budget 2013. The costs of
fundraising and management and administration increased
due to the new allocation method of costs. At the same
time the CBF percentage (own fundraising costs) of 17.4%
stands at the same level as in 2012. The higher fundraising
costs are compensated by the higher income from
emergency campaigns for Jordan and the Philippines in
2013.
Income ZOA excl. MFS-2 partner income (x € 1.000)
Spen
35000 Income ZOA excl. MFS-2 partner income (x € 1.000)
94% Spen
35000
30000
94%
30000
25000
92%
92%
25000
20000
20000
15000
15000
10000
10000
5000
5000
0
0
90%
18.811
18.811
23.405
25.729
25.870
90%
23.405
25.729
25.870
88%
610
88%
1.162
816
1.162
8.504
816
8.136
1.503
6.798
8.897
86%
8.504
2010
8.136
2011
6.798
2012
8.897
2013
0
2012
2013
2011
2010
Project grants
Action
parties
Project3rd
grants
Own
fundraising
Action
3rd parties
Own fundraising
1.503
610
86%
0
94
CHAPTER 11
Financial report
Changes in net results compared to budget
In comparison to the budget, the change in net result (adjustment to the reserves) can be explained as
mentioned below.
Budgeted result 2013 allocated to reserves (€)
-115.000
Exceptional benefits in The Netherlands
373.433
Higher income without specific designation
332.495
Lower operational and overhead costs in The Netherlands
255.186
Higher contributions from countries to cover the costs in The Netherlands
12.508
Additional contribution to funds
-49.537
Lower interest benefits
-127.274
Additional contribution to programme reserves
-145.811
Lower country results abroad including release of other reserves
-427.452
Actual results 2013 allocated to reserves
108.548
The exceptional benefits in The Netherlands include a profit
from the sale of the old-office building of € 0.1 million and
€ 0.2 million gain from a VAT receipt from previous years.
The lower operational and overhead costs in The
Netherlands can be explained by cost reductions. The lower
country results abroad are due to losses on exchange rate
differences and uncovered indirect costs in the SouthSudan, Afghanistan and Ethiopia programme.
The lower interest benefits are due to the fact that more
money is outstanding from donors and therefore less money
was deposited on interest-bearing accounts. Another effect
was that the interest % on interest bearing accounts was
lower than budgeted.
The total surplus as a result of income and expenses is € 1.2
million, which is far from the expected deficit in the budget
2013. This is mainly due to the high amounts received from
the emergency campaign at the end 2013 which will be
spent in coming years. Therefore, € 1.1 million of the current
year’s surplus has been added to the programme funds.
The allocated reserves within ZOA are relatively low given
the risks ZOA faces, particularly in the countries. It is,
therefore, ZOA’s objective to allocate results to the reserves,
which is the surplus or deficit remaining after all liabilities
have been covered. In 2013 an additional amount was
added to the programme guarantee reserve and also to the
disaster response reserve. Additional information is included
in the explanation of the reserves.
Liquidity position
At the end of 2013 more receivables were outstanding
with different donors, decreasing the cash position per 31
December 2013 compared to last year. At the same time
the pre-payments by donors were higher than in 2012.
The expectation is that these receivables will be paid in
2014. The liquidity position of ZOA is sound.
CHAPTER 11
95
Financial report
11.2 ANNUAL ACCOUNTS 2013
BALANCE SHEET AS PER 31 DECEMBER (€)
(after appropriation of the result)
Assets
31-12-2013
31-12-2012
Tangible fixed assets
Land
349,000
-
Building
1,062,927
326,417
Inventory & equipment
208,218
222,727
Vehicles in programme area's
379,940
612,278
Receivables
2,000,085
1,161,422
10,559,073
5,919,357
Cash and cash equivalents
10,697,247
15,148,776
Total assets
23,256,405
22,229,555
31-12-2013
31-12-2012
5,396,167
5,396,167
Reserves and liabilities
Reserves and funds
Continuity reserve
Allocated reserve
Programme guarantee
356,228
284,541
Disaster response
676,453
631,006
Other
267,529
276,114
Programme funds
1,300,210
1,191,661
4,502,099
3,385,929
11,198,476
9,973,757
Short-term liabilities
Taxes and social security contributions
187,414
158,872
Accruals to donors
8,541,997
7,171,316
Other liabilities and other accruals
3,328,518
4,925,610
Total reserves and liabilities
12,057,929
12,255,798
23,256,405
22,229,555
96
CHAPTER 11
Financial report
STATEMENT OF INCOME AND EXPENDITURES (€)
Income
Actual 2013
Budget 2013
Actual 2012
Income own fundraising activities
Door to door collection
851,329
920,000
925,207
Legacies
247,376
375,000
347,531
Contribution, donations, gifts
7,797,962
5,282,011
5,525,040
Income from third party campaigns
8,896,667
6,577,011
6,797,778
610,304
1,000,000
1,502,718
Project grants from government for MFS-2 partners
8,227,091
8,175,164
8,091,621
Project grants from government (other)
25,870,133
31,913,924
25,729,483
Project grants total
34,097,224
40,089,088
33,821,104
Interest
102,726
230,000
250,414
Rate differences and other income
412,786
-
144,982
44,119,707
47,896,099
42,516,996
Total income
CHAPTER 11
97
Financial report
Expenditures
Actual 2013
Budget 2013
Actual 2012
Spent on objectives
Project spenditures through MFS-2 partners
8,227,091
8,175,164
8,091,621
Own spenditures on objectives
28,769,583
35,602,689
29,698,406
Spent on objectives in countries
Preparation and coordination from The Netherlands
Education/awareness raising
Total spent on objectives
36,996,674
43,777,853
37,790,027
2,237,078
2,231,116
2,032,294
600,068
1,128,318
1,042,765
39,833,820
47,137,287
40,865,086
Spent on fundrasing
Expenses own fundraising
1,549,273
Expenses participation in external campaigns
80,373
85,573
84,356
Expenses received project grants
198,227
322,503
223,203
Management and administration
Total expenditures
Surplus / -deficit
17.4%
1,235,650
18.8%
1,182,625
17.4%
1,827,873
1,643,726
1,490,184
1,233,296
1,150,341
1,211,190
42,894,989
49,931,354
43,566,460
1,224,718
-2,035,255
-1,049,464
1,116,170
-1,920,255
-985,680
Added to / -withdrawn from
Funds
Reserves
Continuity reserve
-
-
175,677
Programme guarantee
71,686
-
-87,984
Disaster response
45,447
-115,000
-148,632
Other allocated reserves
-8,585
-
-2,845
Total change in reserves and funds
108,548
-115,000
-63,784
1,224,718
-2,035,255
-1,049,464
98
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Financial report
CASH FLOW OVERVIEW
CASH FLOW OVERVIEW
Cash flow (€)
Actual 2013
Actual 2012
Out of own fundraising
9,050,213
6,797,778
Out of third party campaigns
610,304
1,502,718
Out of project grants
22,584,588
23,687,643
Other income
453,385
254,700
Cash flow from operating activities
Received
32,698,490
32,242,839
Payments
Programme and coordination costs
34,405,267
30,734,046
Fundraising, management and administration costs
1,416,624
2,454,511
Cash flow from operating activities
-35,821,891
-33,188,557
-3,123,401
-945,718
Cash flow from investments:
Assets sold / -bought
-1,743,676
-790,425
Disposals of tangible fixed assets
415,548
95,000
Change in cash equivalents
-4,451,529
-1,641,143
Cash and cash equivalents 31 December
10,697,247
15,148,776
Cash and cash equivalents 1 January
15,148,776
16,789,919
Change in cash equivalents
-4,451,529
-1,641,143
The cash flow statement is according to the direct method. The change in cash position can be explained by outstanding payments from
institutional donors and large pre payments of MFS-2 project in 2012 for the year 2013.
Ratio liquidity
Actual 2013
Actual 2012
Liquidity expressed by ACID ratio
176%
172%
Receivables and Cash
21,256,320
21,068,133
Short-term liabilities
12,057,929
12,255,798
ACID ratio measures the ability of ZOA to use its near cash or quick assets to extinguish or retire its current liabilities immediately.
Based on the liquidity ratio of 176%, ZOA has sufficient funds available to cover all obligations on the short term. The long-term obligations
are covered by the total reserve and funds of € 11.1 million.
CHAPTER 11
99
Financial report
EXPLANATORY NOTES TO THE ANNUAL ACCOUNTS 2013
General
The annual accounts have been prepared in accordance
with the Guideline 650 of Fundraising Organisations
(RJ 650).
All indicator percentages are excluded for the income
and expenditures of Dutch Consortium for Rehabilitation
(DCR) partners with respect to the MFS-2 project.
The annual accounts have been prepared on a historical
cost basis. Unless indicated otherwise, assets and
liabilities are presented at face value. Income and
expenditure are allocated to the period to which they
relate. The Annual accounts are presented in Euros.
Reporting period
These annual accounts have been prepared based on a
reviewed period of one year. The financial year coincides
with the calendar year.
Transactions in foreign currencies
Transactions in foreign currencies are converted
against the exchange rate 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 presented at historical cost are
converted into euros at the exchange rates applicable
on the transaction date. Differences in exchange rates
appear as a result in the statement of income and
expenditures.
Use of estimates
The preparation of the annual accounts requires the
Chief Executive Officer to make judgements, 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 used in the period that
the estimate changes and in future periods where the
revision may have consequences.
Impairment
If the carrying amount of an asset exceeds the higher of
the direct sales value and the estimated present value
of the future cash flows, impairment is charged which
is the difference between the carrying amount and the
recoverable amount.
Financial instruments
During the normal course of business, ZOA uses various
financial instruments that expose the organisation to
market and/or credit risks. These relate to financial
instruments that are included on the balance sheet.
Receivables in the balance sheet mainly relate to donor
receivables and are mainly from large institutional third
parties. Therefore the credit risks on these receivables
are limited. ZOA has a very limited interest rate risk, as
ZOA has no interest bearing loans. The market value of
the financial instruments stated on the balance sheet is
approximately equal to their carrying amount. ZOA does
not trade in financial derivatives.
Changes in allocation method (model c)
In accordance with RJ 650 model c has been included in
the financial statements. In 2013 the allocation method
has been revised to give a better overview of the cost
per objective. In 2012 the allocation method was based
on an estimated allocation per department. From 2013
the allocation is based on an estimated allocation per
employee, to be more accurate. The actual figures 2012
and the budget 2013 have not been adjusted according
to this new methodology.
Accounting principles for the Balance sheet
Tangible fixed assets
The buildings, refurbishments, fixtures and equipment
and means of transport in programme areas are valued at
acquisition or manufacturing cost minus the cumulative
depreciations and/or accumulated impairment losses, if any.
Maintenance expenses will only be capitalized as assets if
they extend the economic life of the object.
Depreciations are calculated as a percentage of the
acquisition price according to the straight-line method
based on the estimated useful lives of the assets. Land,
tangible fixed assets for sale are not depreciated.
Land:
Buildings:
Refurbishments:
Inventory and equipment:
Vehicles in programme areas:
0%
3 1/3 %
10 %
25 %
33 1/3 %
Receivables, prepayments and accrued income
Receivables are valued at face value minus 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 summarized 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.
100
CHAPTER 11
Allocated reserve
The allocated reserves are earmarked by the Chief
Executive Officer and consist of programme guarantees,
disaster response activities and other earmarked reserves
relating to assets in countries.
Programme Funds
Funds concern funding acquired with a specific use designated by third parties, but not yet spent by ZOA.
Personnel remuneration/pensions
Obligations relating to contributions to pension schemes
based on defined contributions are presented as expenditures in the statement of income and expenditures in the
period that the contributions are due.
In addition, a provision is included for existing additional
commitments to employees, provided it is likely that
there will be an outflow of funds for the settlements of
the commitments and it is possible to reliably estimate
the amount of the commitments.
Liabilities
ZOA enters into donor obligations in the areas abroad
where ZOA is implementing programmes. A donor obligation is recognised after the Chief Executive Officer 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 presented in the balance sheet as a liability if the
total contract value of donors is insufficient to cover
these programme obligation.
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
necessary to realise certain income are presented as expenditure in the statement of income and expenditures.
Financial report
Income from own fundraising activities
Income from own fundraising activities is recognised as
income in the year of receiving, or moment of signing a
specific contract. It includes the income from door-to
door collection, legacies, contributions, donations and
gifts. Donations in kind are valued at the actual value in
The Netherlands. Legacies are recorded as income when
they can be reliable estimated.
will not be accounted for in the statement of income and
expenditures.
Income recognition programmes implemented by
partners
Income recognition related to programme implemented
by partners is based on the periodically received expenditure reports.
Spending toward objectives
Expenditures spent on objectives include amounts allocated toward activities designed to meet the objectives
during the financial year, as well as implementation
costs. Expenditures include subsidies to local partners,
relief goods and food purchased, cost of deployed personnel, transport costs, local accommodation costs and
office expenses. It also includes the acquisition costs of
the means of transport and office inventory, which will
be made available to the local partner after the programme has ended.
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 was received or pledged by
this third party. Campaigns by third parties only include
campaigns for which ZOA does not bear risks.
Project Grants from governments
Operating grants are recognised in the statement of
income and expenditures of the year that included the
subsidised expenditure. Losses are taken into account
if they originate in the relevant financial 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.
Project Grants in kind
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
Costs
Since third parties also wish to gain insight into the level
and composition of the costs of fundraising organisations, the notes provide a specification of these costs in
accordance with model C of the RJ-650 guidelines.
Costs fundraising organisation
All costs, incurred for activities with the aim of persuading people to donate money for one or more of ZOA’s
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 specific information objectives, the allocation
formula is decided in advance for each situation.
Costs of management and administration
Costs of management and administration are the costs
that ZOA incurs for the (internal) management and
administration and which are not allocated to ZOA’s
objectives or fundraising income.
CHAPTER 11
Financial report
101
102
CHAPTER 11
Financial report
NOTES TO THE BALANCE SHEET AS AT 31 DECEMBER 2013
Tangible fixed assets (€)
Land
Building
Inventory &
Vehicles
Equipment
Total
Total
2013
2012
At 1 January 2013
Acquisition value
-
933,902
1,348,720
2,277,544
4,560,166
4,028,734
Cumulative depreciation
-
607,485
1,125,993
1,665,266
3,398,744
3,062,386
Correction acquisition value
-
-
1,354
737,649
739,003
-
Correction cumulative depreciation
-
-3,000
5,235
736,768
739,003
-
Book value
-
329,417
218,846
613,159
1,161,422
966,348
349,000
1,084,545
152,454
314,679
1,900,678
790,425
Disposals
-
933,902
747,366
217,945
1,899,213
258,993
Depreciations
-
21,618
159,559
533,380
714,557
595,351
Depreciations disposals
-
604,485
743,843
203,427
1,551,755
258,993
349,000
733,510
-10,628
-233,219
838,663
195,074
349,000
1,084,545
755,162
3,111,927
5,300,634
4,560,166
-
21,618
546,944
2,731,987
3,300,549
3,398,744
349,000
1,062,927
208,218
379,940
2,000,085
1,161,422
Changes in book value:
Investments
Balance
At 31 December 2013
Acquisition value
Cumulative depreciation
Book value
The tangible fixed assets include an investment in a new
office in ZOA Netherlands for a total investment including
land of € 1.3 million. The Supervisory Board approved the
purchase and realization of the new office. The total value
of the land is € 0.4 million and is valued based on an actual
valuation report. Land will not be depreciated. The previous
office building was sold for € 0.4 million resulting in a
disinvestment result of € 0.1 million recognized under other
income.
Also included in the investment of buildings is the donation
of a residential house. This house was valuated based on
the taxation report for a total value of € 0.2 million. It is
to be expected that the house will be sold for a higher
value at a future time and for that reason it has not been
depreciated. The residential house is currently still in use by
the previous owner - usufruct.
The other investments in inventory and vehicles are
replacements of computers and vehicles directly
contributing to the programmes abroad.
In the opening balance 2013 a correction was made on
the acquisition value and the cumulative depreciation to
reflect the gross book values of tangible fixed assets per the
financial administration. The correction does not have an
impact on the net book values of the tangible fixed assets.
CHAPTER 11
Receivables (€)
Financial report
31-12-2013
31-12-2012
- USAID
3,172,492
1,572,372
- European Union
2,687,100
1,616,990
- MRRD (Afghan governement)
1,295,925
361,202
- Ministry of Foreign Affairs
606,358
157,168
- UN-organisations
345,369
322,591
- DFID
156,982
-
- Red een Kind
145,656
85,655
- AusAID
122,820
-
- World Renew
72,708
99,768
- MWH foundation
71,888
157,065
- Deputaatschap Bijzondere Noden
50,000
125,000
- EO-Metterdaad
48,872
-
- Thai Birmese Border Consortium
24,372
45,000
- Woord en Daad
-
114,424
- TEAR Australia
-
43,417
- PSO
-
23,660
111,214
279,504
980,273
231,986
122,175
208,490
-
10,546
544,869
464,519
10,559,073
5,919,357
Receivables from donors:
- Other donors
Prepaid project expenses
Interest to be received
Receivable legacies
Other receivables and pre-payments
103
Donor receivables relate to project contributions from institutional donors not
yet received by ZOA. Programmes are already implemented and pre-financed by
ZOA. The position has significantly increased compared to last year.
• The USAID receivable of € 3.2 million is due to finalisation of formal procedures
at USAID and is expected to be received in 2014. As these amounts are
outstanding in US dollars ZOA faces a currency risk for the outstanding position.
• The receivable outstanding from MRRD € 1.3 million is related to NSP project
in Afghanistan and is pre financed by ZOA. Of the outstanding amount of € 1.3
million €0.6 million are approved milestones and invoiced to the donor, the
remaining € 0.7 million is not approved at year end and approval is expected in
2014. The receivable to MRRD is in US dollars and ZOA faces a currency risk for
the position.
In 2013 the activities through local partners have been increased resulting in an
increase in the prepaid project expenses.
104
CHAPTER 11
Financial report
Cash and cash equivalents (€)
31-12-2013
31-12-2012
6,454,097
12,839,789
1,277,369
827,276
Amounts in euros
The Netherlands
Programme countries
7,731,466
72%
13,667,065
90%
Amounts in foreign currencies
The Netherlands
Programme countries
Total
ZOA aims to keep cash balances in euros wherever
possible. US dollar contracts with institutional donors
result in 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 dollars.
Reserves (€)
Continuity reserves
Total
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.
Continuity reserve
General
A surplus on 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
99,753
319
2,866,028
1,481,392
2,965,781
28%
1,481,711
10%
10,697,247
100%
15,148,776
100%
The decrease in cash position can be explained by
spending programme funding in the current year which
was already received in prior years. Also the decrease
of receivables from donors and investments made for
tangible fixed assets, such as the new office building
decreased cash position.
31-12-2012
Added to
Spent on objectives
31-12-2013
5,396,167
-
-
5,396,167
5,396,167
-
-
5,396,167
reserve will be added to the other reserves.
In 2013 it was decided by the CEO not to add any surpluses to the continuity reserve.
operating organisation. This percentage is based on the
risk profile of the organisation, the surroundings in which
it operates and the internal control measures adopted.
Coverage of organisational costs
To hedge short-term risks and ensure that the organisation
is able to meet its commitments in the future, the CEO
and the Supervisory Board have set a target amount for
the continuity reserve at a maximum of 100% (VFI guideline for Good Causes: 150%) of the annual expenses of the
More detailed explanations of the risk profile and internal
management can be found in chapter 6 of the annual
report.
CHAPTER 11
Financial report
105
106
CHAPTER 11
Financial report
Coverage organisational costs (€)
Actual 2013
Calculated reserve
Actual 2012
Calculated reserve
Own costs of the organisation
- Personnel costs The Netherlands
100%
3,290,988
3,290,988
3,053,754
3,053,754
- Expat costs
100%
2,295,320
2,295,320
2,076,660
2,076,660
- Personnel costs abroad
50%
4,995,850
2,497,925
4,408,180
2,204,090
- Office costs not related to programmes
50%
310,653
155,327
230,036
115,018
100%
18,545
18,545
8,183
8,183
- Other fundraising costs
Target level to be covered
8,258,105
7,457,705
Actual continuity reserve
5,396,167
5,396,167
65.3%
72.4%
Coverage ratio
The continuity reserve covers 65.3% of the target level,
based on normalised organisational costs in 2013. This
is lower compared to the level of 72.4% mainly due to
growing organisation cost. In particular salary costs.
ZOA does not strive for a maximum reserve as set by
VFI (Vereniging Fondswervende Instellingen), because it
Allocated reserves (€)
subsequent to the public debate about reserves held by
charity organisations, ZOA will continue to review its
policy. Currently ZOA is in compliance with the maximum
level of the continuity reserve set by the VFI.
does not want to block reserves unnecessarily that can
be used in project activities. The Supervisory Board has
established a target level of 100% 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
31-12-2012
Added to
Spent on objectives
31-12-2013
Programme guarantee
284,541
145,811
74,124
356,228
Disaster response
631,006
125,391
79,944
676,453
Other
276,114
-
8,585
267,529
Total
1,191,661
271,202
162,653
1,300,210
Allocated reserves
The restriction on spending of the allocated reserve has
been determined by the Chief Executive Officer. It does
not constitute an obligation; the Chief Executive Officer
is able to change this restriction. In general a review of
these reserves is made annually.
Programme guarantee
The Chief Executive Officer defined this reserve for
specific programme risks where a guarantee is given to
a country programme. Large institutional donors fund
the programmes substantially. Without guarantees
there is a risk of losing these donors, which 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. All these
programme guarantees are assessed annually
• The guarantee related to the programme in Sri Lanka is
allocated for specific programme objectives.
• We expect that the country office cost in Myanmar in
CHAPTER 11
Programme guarantee (€)
107
Financial report
31-12-2012
Programme Sri Lanka
Spent on programmes
145,462
Programme Myanmar
Additional
31-12-2013
32,017
177,479
100,000
100,000
Programme Thailand
50,000
3,952
46,048
Programme Burundi
25,000
15,000
10,000
Programme Uganda
2,954
2,954
Programme Cambodia
15,000
15,000
0
Co-funding SBOS
26,670
26,670
0
Other
22,409
13,502
10,840
19,747
Total
284,541
74,124
145,811
356,228
2014 cannot be completely covered by donor income.
For that reason an additional guarantee of € 100,000
has been set to cover the costs needed to bring the
programme to the right level and ready for the near
future.
• The guarantee for Thailand is made in regard to
expected costs related to the phase out in 2014.
Activities in Thailand will be transferred to other NGOs
and the ZOA programme in Thailand will be ended.
Disaster Response
This reserve was established at the initiative of the
Supervisory Board of ZOA. The Chief Executive
Officer allocated this reserve given the fact that
provision of emergency relief is a core activity of the
ZOA organisation. 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 pre-financing that has to be
compensated afterwards as much as possible through
earmarked donations received through emergency relief
campaigns.
In 2013 the disaster response unit was involved in
several emergency situations in DR Congo, Yemen Sri
Lanka Jordan and The Philippines. To fund these projects
funding has been withdrawn from this reserve. For
countries such as The Philippines and Jordan the costs
of the department have been allocated directly to the
project funds obtained. As ZOA sees this as a strategic
task going forward the CEO decided to add an additional
€ 113,394 to this fund. Of the total department costs in
2013 only € 17,224 could not be covered from project
funding and for that reason has been withdrawn from the
disaster response fund.
The spend on programmes for DR Congo and Sri
lanka are allocated to the programme fund. From the
programme fund costs are allocated to the projects.
Other
Other reserves have been created for specific purposes
in the programme countries. These are mainly used to
replace tangible assets (mainly vehicles) in the near
future.
Disaster response (€)
At 1 January 2013
631,006
Spent on programmes
Diaster response unit Netherlands
17,224
Emergency project DR Congo
29,162
Emergency project Sri Lanka
20,375
Emergency project Yemen
13,183
79,944
Additional
Received from own fundraising
Added from result 2013
11,997
113,394
125,391
At 31 December 2013
676,453
108
CHAPTER 11
Programme Funds (€)
Financial report
31-12-2012
Received money
Third Parties Own Fundraising
Spent
on projects
Contribution
reserves
31-12-2013
Afghanistan
41,252
134,942
279,188
337,077
-
118,305
Burkina Faso
20,613
-
6,727
-
-
27,340
Burundi
157,337
-
45,872
183,153
-
20,056
Cambodia
16,888
-
275,702
124,083
-
168,507
DR Congo
115,590
1,667
134,718
178,319
-29,162
102,818
1,405,340
259,795
279,882
953,634
-
991,383
123,794
-
50
68,564
-
55,280
Jordan
-
116,053
567,889
267,918
-
416,024
Liberia
329,741
-
146,456
249,116
-
227,081
Myanmar
122,373
30,000
81,882
107,688
-
126,567
Pakistan
276,139
-
17
234,265
-
41,891
-
-
1,397,391
22,512
-
1,374,879
350,932
20,400
184,833
434,792
-20,375
141,748
18,629
17,447
67,354
34,802
-
68,628
175,676
-
85,246
102,842
-
158,080
Thailand
23,553
30,000
163,003
89,160
-
127,396
Uganda
60,709
-
547,992
454,710
-
153,991
-
-
5,000
-
-
5,000
3,238,566
610,304
4,269,202
3,842,635
-49,537
4,324,974
5,505
-
-5,505
-
-
-
SHV Fund
71,858
-
-5,000
-
-
66,858
J.M. Bogman Fund
70,000
-
40,267
-
-
110,267
3,385,929
610,304
4,298,964
3,842,635
-49,537
4,502,099
Ethiopia
Haïti
Philippines
Sri Lanka
South-Sudan
Sudan
Yemen
Subtotal countries
Gift Certificate Fund
Total
CHAPTER 11
Programme Funds
The funds for programmes include available financial
means that donors or contributors have allocated towards 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. The remainder will be added or withdrawn from other reserves.
109
Financial report
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 in 2014.
Jordan/Syria
In 2014 ZOA started a campaign to give attention to the
Syrian refugees in Jordan. The money obtained from this
campaign will be spent, in coming years.
Philippines
In November 2013 the Philippines where affected by a
hurricane. ZOA, together with other Christian NGOs,
Short term liabilities
Taxes and social security contributions
Concerns taxes and social security contributions still due as at 31 December
2013.
Personnel costs
Concerns an accrual for annual leave, including social premiums payable as
at 31 December 2013. The pension agreement of ZOA is a defined contribution arrangement. Therefore no provisions are necessary according to Dutch
accounting standards.
Accruals
Donor contributions received in advance that will be spent after the year 2013
appear as liabilities. ZOA 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.
The main position is outstanding towards the Dutch Ministry of Foreign Affairs. Currently the income of ZOA depends significantly on funding from this
donor, mainly related to MFS-2 and the Reconstruction tender. These projects
have a long term objective until 2016 and that explains the high liability.
Accruals to donors (€)
started a campaign to raise money for this natural disaster. It was decided that the funding received together
with other Christian NGOs will be spent in a joint project.
It is the first time that Christian NGOs in the Netherlands have worked so closely together in one emergency
project.
South Sudan
An ethnic conflict arose in South Sudan in December
2013. ZOA started a campaign to raise funding for the
affected Sudanese people in South Sudan, Ethiopia and
Uganda.
31-12-2013
31-12-2012
6,930,667
4,610,472
- AusAID
736,569
771,583
- ICCO Kerk in Actie
306,137
107,123
- UN (OCHA/UNHCR)
215,902
332,167
- EU (ECHO/EuropeAid)
159,873
990,212
- Woord en Daad
105,814
-
- Tear Australia
30,830
-
11,210
93,798
- DFID
-
112,777
- PSO
-
2,266
44,995
150,918
8,541,997
7,171,316
- Dutch Ministry of Foreign Affairs
- World Renew (CRWRC)
- Other donors
Total
110
CHAPTER 11
Other liabilities (€)
Financial report
31-12-2013
31-12-2012
1,846,868
1,941,443
300,000
-
Annual leave accrual
253,811
242,289
Programme related liabilities
187,998
241,502
Accrual holiday allowance
162,449
140,633
Creditors
151,316
155,527
Programme liability World Renew (CRWRC) Haiti
49,315
280,019
Payable MFS-2 partners
-
1,418,078
Programme liability World Renew (CRWRC) Uganda
-
21,436
376,761
484,683
3,328,518
4,925,610
Liabilities abroad
Alpha Omega Fund received in advance
Other liabilities and accruals
Total
Liabilities abroad
These liabilities refer to project costs to be paid in the ZOA countries as well as
liabilities towards local employee benefits.
Off balance sheet liabillities (€)
Liabilities shorter than 1 year
Liabilities longer than 1 year
Total
31-12-2013
31-12-2012
1,449,000
479,000
139,000
203,000
1,588,000
682,000
Liabilities not presented in the balance sheet mainly relate to partner contracts, lease
contracts of premises and cars abroad. The increase in 2013 is due to the fact that
partner contracts with implementing partners have been signed in Burundi relating to
the implementation of projects.
ZOA is the lead agency within the Dutch Consortium for Rehabilitation (DCRconsortium) 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.
Alpha Omega Fund received in advance
Income received from Alpha Omega Fund has supported ZOA for a number of years
and the liability is related to prepaid funding financial year 2014.
Programme related liabilities
These liabilities relate 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 in turn cause a discrepancy between available budget and the projects still to be
realised. This additional contribution is expected to enable the programme to realise its
objectives and consequently make the results more sustainable for the target group.
Creditors
These include regular liabilities to suppliers, both in the programme areas and in The
Netherlands.
Payable MFS-2 partner
In 2012 we received a € 1.4 million instalment from MFS funding to be transferred to
the partners working with ZOA in the consortium. The instalment for the period 2014
will be received in January 2014 and for that reason we do not recognize a liability on
the balance sheet.
Co-financing liabilities
A co-financing liability is a liability to fund a specific project additional to funds
provided by a main donor, with income from other resources.
From the end of 2013, 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 € 0.5 million (2012: € 1,6 million). With external donor funding ZOA has
already covered € 0.1 million (2012: € 0,1 million) of this co-financing liability.
CHAPTER 11
111
Financial report
NOTES TO THE STATEMENT OF INCOME AND EXPENDITURES
Income
Income in percentage of total income
Income own fundraising activities
Income from third party campaigns
Project grants
Others
Total
In order to respond to the needs of the beneficiaries in our
programme areas, we aim to have at least 25% income from
own fundraising. The increase from 20% in 2012 to 25% in
2013 is mainly due to income received on the Jordan and
Philippines emergency response. Such responses were not
applicable in 2012.
income from own fundraising (€)
Actual 2013
Budget 2013
Actual 2012
25%
17%
20%
2%
2%
4%
72%
80%
75%
1%
1%
1%
100%
100%
100%
The amounts granted by one donor to one country
programme should not exceed 35% of the programme, to
avoid donor dependence.
Actual 2013
Budget 2013
Actual 2012
Door to door collection
851,329
920,000
925,207
Legacies
247,376
375,000
347,531
Individuals
2,738,644
962,511
1,236,334
Churches and schools
1,264,518
740,000
712,035
Companies, charity funds & other
1,722,484
1,479,500
1,402,271
Private donors
1,433,464
1,300,000
1,334,639
Mailing actions
638,852
800,000
839,761
8,896,667
6,577,011
6,797,778
Contributions, donations and gifts
Total
The income from door to door collection is declining due to
lower average income per collector.
Gifts and donations from individuals, churches and schools
increased compared to 2012, also because of the emergency
campaign related to the Philippines. Total income received
for the emergency of the Philippines was € 1.4 million and is
allocated under the programme funds.
Gifts from private donors have increased. It is more and more
an objective of ZOA to link specific projects to private donors.
The effect of this plan can be seen in the increase of income
from this type of funding. ZOA will continue this approach in
2014.
112
CHAPTER 11
Income designation (€)
Financial report
Actual 2013
Budget 2013
Actual 2012
Income with designation
4,310,961
48%
2,323,800
35%
2,449,189
36%
Income without specific designation
4,585,706
52%
4,253,211
65%
4,348,589
64%
Total
8,896,667
100%
6,577,011
100%
6,797,778
100%
Due to the impact of the emergency campaign in the Philippines
the ratio has changed significantly compared to last year.
Income without specific designation is used for preparation and
coordination and is spent on projects in ZOA countries.
Income from third party campaigns (€)
Actual 2013
Budget 2013
Actual 2012
Deputaatschap Bijzondere Noden
225,000
475,000
Aqua for All
1 61 ,1 1 1
286,666
Happy Gift
90,000
65,065
EO-Metterdaad
86,851
178,631
4,942
35,106
Draagt Elkanders Lasten
-
346,000
Deputaatschap Christelijk Gereformeerde Kerken
-
100,000
Tear Nederland
-
10,000
42,400
6,250
Wilde Ganzen
Other
Total participation in external campaigns
These amounts concern income from campaigns by fundraising
organisations in The Netherlands in order to support ZOA
programmes and projects. Draagt Elkanders Lasten supports ZOA
for specific campaigns. Income from Deputaatschap Bijzondere
Noden was higher in 2012 due to specific campaigns in that year.
610,304
1,000,000
1,502,718
CHAPTER 11
113
Financial report
Project grants governments and other institutions
Donors (€)
Actual 2013
Budget 2013
Actual 2012
DMH/VG (MFS-2)
4,433,302
4,817,783
DMH/VG (Reconstruction)
3,841,035
227,738
969,851
1,732,755
87,923
71,034
Royal Netherlands Embassy Sudan
1,363,805
857,929
Royal Netherlands Embassy Yemen
529,287
-
Royal Netherlands Embassy Ethiopia
214,050
-
Royal Netherlands Embassy Afghanistan
133,764
839,087
3,024
-
-
239,771
DSH-HO (Emergency)
DMH/VG (Other)
Royal Netherlands Embassy Burundi
Dutch Ministry of Foreign Affairs-Capacity-building
Total Dutch Ministry of Foreign Affairs donors
11,576,041
16,237,000
Europe Aid
3,510,989
3,523,202
ECHO
1,341,864
1,781,833
Total EU donors
4,852,853
4,483,000
8,786,097
5,305,035
United Nations Development Programme (UNDP)
416,727
771,546
United Nations Office for the Coordination of
381,192
733,679
World Food Programme (WFP)
193,371
121,893
UNICEF - Sudan
130,661
-
UNHCR - Thailand
128,536
296,377
Food and Agriculture Organisation (FAO)
109,096
143,703
International Organisation for Migration (IOM)
-
255,219
UN Emercency Relief Fund (ERF)
-
137,878
UNICEF - South Sudan
-
118,689
UNICEF - Liberia
-
83,280
UNICEF - Thailand
-
40,354
UN Office for Project Services (LIFT)
-
Humanitarian Affairs (OCHA)
Total UN donors
1,359,583
16,131
Table continuing next page
2,686,000
2,718,749
This income reflects contributions from the Dutch
government, the European Union and United Nations organisations, such as UNHCR, UNDP, UNICEF, WFP and others. It is difficult to anticipate
in the budget whether donors are willing to contribute to an emergency situation during the year in
areas where ZOA operates and for what amount.
Part of the grants received for the current financial
year will be spent in the following financial year.
With contributions from donors that arise from
spending committed under contract, the resources that still need to be spent are presented under
“Short-term liabilities” as “Accruals”.
Income from institutional donors has increased
compared to the previous year, partly as a 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. It is
ZOA’s intention to partner and collaborate with
donors when their priorities meet the programme
goals and priorities of ZOA.
114
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Financial report
Table continued from previous page
Donors (€)
Actual 2013
Budget 2013
Actual 2012
U.S. Agency for International Development (USAID)
1,959,472
3,445,598
Australia Government Aid Programme (AusAID)
1,883,453
1,521,274
Ministry of Rural Rebabiliation & Development (MRRD / Afghanistan)
1,654,560
724,100
-
160,482
181,353
153,536
Japan International Coorporation Agency (JICA)
-
25,615
Australian Embassy
-
17,347
Directie-Generaal Ontwikkelingssamenwerking (DGD)
Department for International Development (DFID) of the United Kingdom
Total governmental donors
5,678,838
6,465,000
6,047,952
World Renew (CRWRC)
645,382
548,789
Woord en Daad
494,467
582,412
ICCO / Kerk in Actie
491,943
41,482
MWH Foundation
301,123
414,000
TEAR Australia
125,984
830,750
Diaconia
101,199
59,611
Triodos Facet BV
83,718
-
Red een Kind
79,833
197,262
Koornzaaier
39,822
62,577
International Fertilizer Development Center (IFDC)
-
76,959
Dorcas
-
7,113
39,347
50,695
Other
Total others
Total project grants
2,402,818
2,043,000
2,871,650
25,870,133
31,914,000
25,729,483
CHAPTER 11
115
Financial report
Expenditures
Cost structure of the organisation
Actual 2013
Budget 2013
Actual 2012
83.0%
85.3%
83.7%
Education and awareness
1.7%
2.7%
2.9%
Programme preparation and coordination in The Netherlands
6.5%
5.3%
5.8%
91.2%
93.3%
92.4%
Fundraising costs
5.2%
3.9%
4.2%
Costs of management and administration
3.6%
2.8%
3.4%
100.0%
100.0%
100.0%
Spent on objectives in countries (excl. MFS-partners)
Total spent on objectives
Total costs of the organisation
It is ZOA’s aim to spend at least 88.0% of its resources on programme objectives. With 91.2% in 2013, ZOA has exceeded that level. The lower
percentage compared to 2012 can be explained by lower objective expenditures on education and awareness over 2013 in The Netherlands.
Another important indicator that should be mentioned in this regard is spent on objectives as a percentage of total income:
Indicator spent on objectives (€)
Actual 2013
Budget 2013
Actual 2012
Spent on objectives
31,606,729
38,962,123
32,773,465
Total income
35,892,616
39,720,935
34,425,375
88.1%
98.1%
95.2%
Spent on objectives as percentage of total income
The decline compared to last year and budget is mainly due to the amount of emergency money received for Jordan and the
Philippines € 1.9 million which amounts will be spent in the years 2014 to 2016.
Excluding the income from emergency campaigns for Philippines and Jordan the percentage in 2013 is 92.3%
116
CHAPTER 11
Overview spent on objectives (€)
Financial report
Actual 2013
Budget 2013
Actual 2012
Afghanistan
3,561,685
3,736,000
4,348,014
Burundi
1,377,750
1,706,000
622,869
Cambodia
112,155
-
383,521
DR Congo
2,987,476
4,167,000
2,483,735
Ethiopia
2,318,448
4,282,000
2,425,155
68,242
90,000
62,538
Jordan
252,525
-
-
Liberia
1,179,310
1,471,000
1,215,720
Myanmar
920,564
1,712,000
1,570,159
Pakistan
462,749
623,000
1,667,461
22,483
-
-
Sri Lanka
5,008,940
4,184,000
4,571,662
Sudan
2,848,188
3,995,000
2,757,025
South Sudan
2,672,015
3,463,000
2,673,902
Thailand
1,814,116
2,171,000
2,556,340
Uganda
2,643,982
2,644,000
2,233,234
518,955
1,199,000
86,646
-
159,689
40,425
28,769,583
35,602,689
29,698,406
Preparation and coordination The Netherlands
2,237,078
2,231,116
2,032,294
Education and Awareness raising The Netherlands
600,068
1,128,318
1,042,765
31,606,729
38,962,123
32,773,465
8,227,091
8,175,164
8,091,621
39,833,820
47,137,287
40,865,086
Haïti
Philippines
Yemen
Other
Project Spent through MFS-2 partners
Spent on objectives
The budget of ZOA is compiled in September and based
on contract portfolio and opportunities known at that
time. During the financial year ZOA depends on the
situation in the country, government approvals and approval of donors to start the programme activities. The
implication can be that project programmes start later
than initially planned. The overview of expenditure per
country shows that there are considerable differences
between the aid that was planned and the aid that has
been delivered.
CHAPTER 11
Preparation and Coordination from The Netherlands
This accounts for the costs of the MFS-2 and RECON
coordination teams and the disaster response team of
ZOA. The costs of the Programme Department and the
Department Audit & Evaluation are also partly included.
117
Financial report
The increase of cost regarding preparation and coordination in The Netherlands can mainly be explained by an
increase of allocated salary costs of the finance department.
Preparation and coordination The Netherlands (€)
Actual 2013
Budget 2013
Actual 2012
1,749,441
1,677,027
1,539,348
MFS-2 coordination costs
284,580
294,873
343,126
RECON coordination costs
203,057
259,216
7,034
-
-
142,786
2,237,078
2,231,116
2,032,294
Preparation and coordination cost Netherlands
PSO project costs
Preparation and coordination The Netherlands
Education and awareness raising
This includes the costs for education and raising the
awareness of young people in schools, the general public
and of ZOA constituents in particular. Due to changes in
cost allocations and cost savings these costs are lower
compared to 2012.
Spent on fundraising (€)
Expenses own fundraising
Expenses participation in external campaigns
Expenses received project grants
Total costs fundraising
Total income own fundraising
Spent on fundraising in percentage of own fundraising income (CBF%)
Spent on fundraising in percentage of total income (excl. MFS-2 partners)
Cost rate of fundraising
For 2013 the cost rate of fundraising (the ‘CBFpercentage’) is at 17.4% which is in line with the previous
year and slightly lower than budget. The Supervisory
Board of ZOA aims at a fixed annual standard of 16.0%.
Actual 2013
Budget 2013
Actual 2012
1,549,273
1,235,650
1,182,625
80,373
85,573
84,356
198,227
322,503
223,203
1,827,873
1,643,726
1,490,184
8,896,667
6,577,011
6,797,778
17.4%
18.8%
17.4%
5.1%
4.1%
4.3%
Management and Administration
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 fundraising.
As a percentage of total costs, the management and
administration costs increased slightly to a level of 3.5%,
which is below the allowed maximum of 4.0%.
118
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Financial report
ATTRIBUTION OF COSTS 2013
Attribution of costs 2013 (€)
Objectives
Fundraising
Programmes
Coordination
Education
Own
External
campaigns
Project
Grants
Management &
Administration
Total
2013
Budget
2013
Total
2012
20,376,400
-
185,141
-
-
-
-
20,561,541
26,249,933
22,633,625
7,801,502
1,774,150
349,421
619,785
57,503
114,951
959,181
11,676,493
13,182,994
10,556,154
Direct costs
-
-
-
795,146
12,264
62,105
-
869,515
787,750
717,606
Accommodation costs
-
53,670
7,084
13,708
1,616
3,221
28,191
107,490
48,367
48,534
Office costs and other general costs
-
350,039
49,499
104,032
6,994
13,968
126,711
651,243
747,330
825,179
Audit costs and Annual Report
-
-
-
-
-
-
87,059
87,059
90,000
98,390
591,681
59,219
8,923
16,602
1,996
3,982
32,154
714,557
649,816
595,351
28,769,583
2,237,078
600,068
1,549,273
80,373
198,227
1,233,296
34,667,898
41,756,190
35,474,839
8,227,091
8,227,091
8,175,164
8,091,621
36,996,674
42,894,989
49,931,354
43,566,460
Own programmes/projects
Personnel costs
Depreciation and Interest
Total
Project spent through MFS-2 partners
Total incl. MFS-2
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) Spent on objectives in programmes/countries
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 categories of expenditure:
B1) Implementation costs that are directly attributable
Costs that are directly related to the implementation
of the objectives. Categories that are accounted
for under implementation costs that are directly
attributable are:
• The preparation and coordination of rehabilitation
(mainly the costs of the Programme department and
support) and emergency relief (mainly the costs of
the Disaster Response Unit)
• The direct costs relating to information and
awareness raising
• The direct costs of own fundraising, campaigns by
third parties and grants
B2) Allocated implementation costs
This includes expenditure that could be allocated
(directly or indirectly) to 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. Last year
the general cost allocated to management and
administration was 33%. No other changes were
made.
CHAPTER 11
Cost allocation to management
Financial report
%
Notes
General
26
based on number of workplaces
Finance
50
50% is direct support country programme
Facilities
90
based on number of workplaces
IT
90
based on number of workplaces
Human Resources
75
Executive Board (including secretary)
95
and administration
Costs of operations at ZOA NL
Supervisory Board
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 4.0%. The development over time of this indicator is given in the multi-annual
overview and forecast on page 124.
119
120
CHAPTER 11
Remuneration Supervisory Board and Chief Executive Officer
ZOA’s Supervisory Board members receive no 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.
The salary of the CEO has been set in accordance with the Remuneration
decree for state civil servants (BBRA 1984), 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.
Changes in remuneration package are initiated and approved by the
supervisory board of ZOA as part of the annual performance review.
Financial report
Personnel costs
management (€)
Actual
2013
Actual
2012
Permanent
Permanent
40
40
100%
100%
1/1 - 31/12
1/1 - 31/12
91,596
86,004
Vacation bonus
7,328
6,880
End-of-year bonus
7,633
7,1 6 7
Total gross salary
106,557
100,051
8,343
8,750
20,167
17,154
135,067
125,955
Name
Function
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
Kind (validity)
hours / week
PT-percentage
period
Number of staff
As per 31 December 2013, ZOA employed 1,024 people based on headcount
(2012: 906).
J. Mooij
Remuneration (€)
Gross salary
Social premiums
Pension premiums
Total remuneration
CHAPTER 11
121
Financial report
INDEPENDENT AUDITOR’S REPORT
To: The Supervisory Board and Chief Executive Officer of Stichting ZOA
Report on the financial statements
The Executive Board is responsible for the preparation
and fair presentation of these financial statements and
for the preparation of the Executive’s Report, both in
accordance with ‘Richtlijn voor de Jaarverslaggeving
Fondsenwervende Instelligen (RJ 650)’ of the Dutch
Accounting 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.
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.
We believe that the audit evidence we have obtained is
sufficient and appropriate to provide a basis for our audit
opinion.
Auditor’s responsibility
Opinion
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.
In our opinion, the financial statements give a true
and fair view of the financial position of Stichting
ZOA as at 31 December 2013 and of its result for the
year then ended in accordance with ‘Richtlijn voor de
Jaarverslaggeving Fondsenwervende Instellingen (RJ
650)’ of the Dutch Accounting Standards Board.
We have audited the accompanying financial statements
2013 as set out on pages 95-120 of Stichting ZOA,
Apeldoorn, which comprise the balance sheet as at
31 December 2013, 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
Report on other legal and regulatory requirements
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 ‘Richtlijn voor de Jaarverslaggeving
Fondsenwervende Instellingen (RJ 650) of the Dutch
Accounting Standards Board’. Further, we report that
the Executive’s Report, to the extent we can assess, is
consistent with the financial statements.
The Hague, 22 April 2014
KPMG Accountants N.V.
J.A.A.M. Vermeeren RA
122
CHAPTER 11
Financial report
APPENDIX
STATEMENT OF INCOME AND EXPENDITURES BUDGET 2014
Income (€)
Budget 2014
Actual 2013
Budget 2013
Income own fundraising activities
Door to door collection
850,000
851,329
920,000
Legacies
260,000
247,376
375,000
Contribution, donations, gifts
5,480,000
7,797,962
5,282,011
Income from third party campaigns
6,590,000
8,896,667
6,577,011
1,000,000
610,304
1,000,000
Project grants from government for MFS-2 partners
8,175,164
8,227,091
8,175,164
Project grants from government (other)
31,448,536
25,870,133
31,913,924
Project grants Total
Interest
Rate differences
Total income
39,623,700
34,097,224
40,089,088
100,000
102,726
230,000
-
412,786
-
47,313,700
44,119,707
47,896,099
CHAPTER 11
123
Financial report
Expenditures (€)
Budget 2014
Actual 2013
Budget 2013
Spent on objectives
Project spenditures through MFS-2 partners
8.175.164
8.227.091
8.175.164
Own spenditures on objectives
34.142.795
28.769.583
35.602.689
Spent on objectives in countries
42.317.959
36.996.674
43.777.853
Preparation and coordination from The Netherlands
2.385.845
2.237.078
2.231.116
517.937
600.068
1.128.318
45.221.741
39.833.820
47.137.287
Education/Awareness raising
Total spent on objectives
Spent on fundrasing
Expenses own fundraising
1.307.430
Expenses Participation in external campaigns
87.744
80.373
85.573
Expenses received Project Grants
231.928
198.227
322.503
Management and Administration
Total expenditures
Surplus/-deficit
Added to / - Withdrawn from (€)
Funds
19,8%
1.549.273
17,4%
1.235.650
18,8%
1.627.102
1.827.873
1.643.726
1.238.118
1.233.296
1.150.341
48.086.961
42.894.989
49.931.354
-773.261
1.224.718
-2.035.255
Budget 2014
Actual 2013
Budget 2013
-617.261
1.116.170
-1.920.255
Reserves
Continuity reserve
-
-
-
Programme guarantee
-36.000
71.686
-
Disaster Response
-120.000
45.447
-115.000
Other Allocated reserves
-
-8.585
-
Total change in reserves and funds
-156.000
108.548
-115.000
-773.261
1.224.718
-2.035.255
124
CHAPTER 11
Financial report
LONG-RANGE OVERVIEW AND ESTIMATE ( € x 1.000)
ZOA determined the financial indicators that define the
quality of a country programme. This revealed that an
optimal country programme amounts to approximately
€ 3.5 million and has a staff of 3 to 4 expats assisted by
locals.
Indicators
Number of programme countries
A country programme of this scale is able to operate
effectively and is able to accommodate setbacks without
compromising the leverage of the organisation. ZOA
aims to have every country programme at this level.
This principle is the base 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.
Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2011
2012
2013
2014
2015
2016
2017
2018
12
12
12
11
12
12
12
12
2,225
2,475
2,397
3,104
3,250
3,250
3,500
3,750
28%
25%
28%
20%
25%
25%
25%
25%
14%
17%
17%
20%
16%
16%
16%
16%
4%
4%
5%
4%
6%
6%
6%
6%
4%
3%
4%
3%
4%
4%
4%
4%
Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2011
2012
2013
2014
2015
2016
2017
2018
9,126
8,696
10,023
7,690
8500
9,000
10,000
11,000
23,405
25,729
25,870
31,449
36,000
37,000
38,000
39,000
8,393
8,092
8,227
8,175
8,000
40,924
42,517
44,120
47,314
52,500
46,000
48,000
50,000
(excl DRU countries)
(Target) Volume per country
Percentage income non-project
grants (excl. MFS-2)
Norm cost percentage own
fundraising (CBF)
Norm cost percentage total
fundraising
Norm costs of management and
administration
Income
Income own fundraising and
participation in third party campaigns
(2014 onwards excluding emergency campaigns)
Project grants
For MFS-2 partners
Total income
CHAPTER 11
Expenditures
Total spent on objectives
For MFS-2 partners
Spent on own fundraising
125
Financial report
Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2011
2012
2013
2014
2015
2016
2017
2018
29,585
32,773
31,607
37,047
42,000
42,000
45,000
48,000
8,393
8,092
8,227
8,175
8,000
-
-
-
1,627 20.0%
1,700
20.0%
1,238
1,300
3.0%
14.4%
1,458
17.4%
1,490
17.4%
1,828
19.8%
3.3%
1,218
3.4%
1,211
3.6%
1,233
3.1%
1,800 19.0%
1,900
18.2%
2,000
1,350
1,400
2.8%
1,450
(2014 onwards excluding
emergency campaigns)
Management and
2.9%
2.9%
administration
Total expenditures
Surplus/-deficit
Added to /
40,654
43,566
42,895
48,087
53,000
45,150
48,300
51,450
270
-1,049
1,225
-773
-500
850
-300
-1,450
Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2011
2012
2013
2014
2015
2016
2017
2018
-241
-986
1,116
-617
100
450
-700
-1,850
Reserves
511
-64
109
-156
400
400
400
400
Total change In reserves
270
-1,049
1,225
-773
500
850
-300
-1,450
Actual
Actual
Actual
Budget
Estimate
Estimate
Estimate
Estimate
2011
2012
2013
2014
2015
2016
2017
2018
Percentage spent on objectives
92%
92%
91%
94%
90%
90%
90%
90%
Spent on objectives in percen-
91%
95%
88%
96%
90%
90%
90%
90%
203%
172%
176%
210%
230%
235%
240%
245%
- withdrawn from
Programme funds
and funds
Other
indicators
tage of income
Liquidity
ABBREVIATIONS
Abbreviations (not exhaustive)
ACCTS/AWT
CBO
CLTS
DEL
DRU
FAL
HAP
PTA
SME
VFI
VSLA
WASH
ZOA
Arab Center for Training and Consulting Services / Arab Woman Today
Community Based Organisation
Community Led Total Sanitation
Draagt Elkanders Lasten Foundation, meaning Carry Each other’s Burden
Disaster Response Unit
Functional Adult Literacy
Humanitarian Accountability Partnership
Parent Teacher Association
Small and Medium Enterprises
Vereniging voor Fondsenwervende Instellingen, Branch Organisation for Fundraising
Village Saving Loan Association
Water, Sanitation and Hygiene
Zuid Oost Azië, meaning Southeast Asia, the region where ZOA started working in 1973
The cover photo shows the rehabilitation of a water cistern at Bait Ja’il, a conflict-affected village in Arhab District, Sana’a Governorate, Yemen. This activity
also engaged youth who were gaining work experience as part of the Youth Economic Empowerment Programme in collaboration with UNDP. Access
to water is an integral part of helping these communities rebuild their livelihoods. ZOA is running an integrated programme to construct/ rehabilitate water
sources as well as provide vocational training for unemployed youth and health awareness to communities through the work of female hygiene promoters.
Colophon
© 2014
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 [email protected]
Supervisory Board
Dr. ir. H. Paul MPA, chairman
J.W. Boogerd
Drs. B. Brand MPA MCM
Drs. J. Kamphorst MPA
Mr. B.J. van Putten, LL.M
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):
NL46 INGB 0000 0005 50
ZOA is registered with the Chamber of Commerce under number:
41009723
Text: Theanne Boer, Geke Kieft, Els Sytsma, with regards to Hetty Vonk
Photography:
Jonneke Oskam: p. 27, 40, 43 (l), 93
Studio J&J: p. 28
Liesbeth Verduijn: p. 36
Dolf Hoving: p. 8, 72
Carel Schutte: p. 5, 7
Private collections: p. 31, 32
Gerrit-Jan van Uffelen: p. 94-95
Grzegorz Litynski, p. 101, 119
Design: IDD concept.communicatie.creatie I www.idd.nu
Printed by: drukkerij De Bunschoter
The information in this report may be reproduced (exluding 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.
Annual Report 2013
40 jaar
ZOA | P.O. Box 4130 | 7320 AC Apeldoorn | The Netherlands
T +31 (0)55 36 63 339 | E [email protected]
WWW.ZOA-INTERNATIONAL.COM
40 years
Annual Report 2013
40 jaar
40 years

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