ZOA-vluchtelingenzorg - jaarverslag 2009 Engels

ZOA Refugee CareAnnual report 2009

Contents

1 PREFACE 12

2 ZOA AT A GLANCE 14

2.1 The target group 15

2.2 Constituents 15

2.3 Organisation 15

2.4 Employees 15

2.5 Figures 15

3 PROFILE OF ZOA REFUGEE CARE 16

3.1 Organisation 17

3.2 Quality standards and codes 18

3.3 Partnerships 18

4 PROGRAMME, TARGET GROUP AND CORE COMPETENCIES 20

4.1 General 21

4.2 Staff members 21

4.3 Target group 22

4.4 Link between the Netherlands and the programme countries 22

4.5 Objectives and results 23

5 PROGRAMME COUNTRIES 32

5.1 ZOA Afghanistan 34

5.2 ZOA Cambodia 36

5.3 ZOA Democratic Republic of Congo 38

5.4 ZOA Ethiopia 40

5.5 ZOA Liberia 42

5.6 ZOA CDN Myanmar 44

5.7 ZOA Sri Lanka 46

5.8 ZOA North Sudan 48

5.9 ZOA South Sudan 50

5.10 ZOA Thailand 52

5.11 ZOA Uganda 54

6 QUALITY CONTROL AND ACCOUNTABILITY 56

6.1 ISO-certification 57

6.2 Statement of accountability 57

6.3 Management and supervision 57

6.4 Optimal allocation of resources: ZOA Quality and Control Framework 58

6.5 Riskmanagement 60

6.6 Anti-fraud and anti-corruption 60

6.7 External supervision and evaluation 60

7 FUNDING 62

7.1 Introduction 63

7.2 Fundraising 63

7.3 Information 66

7.4 Communications 67

7.5 Objective and results 69

2 - ANNUAL REPORT 2009


8 WORKS COUNCIL 70

9 REPORT FROM THE CEO 72

9.1 New programme countries 73

9.2 MFS2 funding application for 2011 – 2015 73

9.3 Staff Members 74

9.4 Volunteers 74

9.5 Emergency relief Indonesia / philippines 75

9.6 Evaluation strategic plan Signs of Hope 75

9.7 Strengths and weaknesses, opportunities and threats 76

9.8 ZOA and the environment 77

9.9 Evaluation of the Objectives for 2009 78

10 REPORT FROM THE SUPERVISORY BOARD 80

10.1 Subjects discussed 81

10.2 Audit and remuneration committees 81

10.3 Evaluation of the Objectives for 2009 82

10.4 Supervisory board members 82

10.5 Recruitment, selection and appointment of the members 83

10.6 Additional offices of the CEO 83

10.7 Evaluation of the board’s performance 83

10.8 Intentions for 2010 83

11 ANNUAL REPORT 84

This document is a translation of the Dutch Annual Report, formally approved on 29 April 2010

In a world full of conflict, injustice, poverty,

and disaster, we want to contribute to signs

of hope and

restoration.

We see

this being

revealed where

people experience

peace, justice,

and mutual trust again, and where they regain

personal dignity and confidence. ZOA acts and

contributes with the biblical perspective of

God’s Kingdom, which will bring reconciliation

and restoration to its full extent. Meanwhile,

God calls us to do justice and be faithful to

people that need our support.

5 - JAARVERSLAG 2008

Our vision

ZOA Refugee Care supports people who suffer

because of armed conflict or natural disaster,

in helping to rebuild their

livelihoods. We call on

our constituency and

partners, in the North

and in the

South, to

take responsibility and get involved. We provide

maximum added value to those we support and

those who support us.


Our mission



The people we serve face constant uncertainty

about their future. Our responsibility is to

provide them with support that they can count

on, honouring our commitments and being

faithful to them. Faithfulness means that we have

involvement with conflict-affected communities

until they are

ready to walk on

their own again.

Even when the public and political circum-

stances are not encouraging our faithfulness

demands that we maintain support as long as it

is reasonable to do so.

FAITHFULNESS


We treat all people

equally and with res-

pect. We make no distinctions based on race,

religion, gender, or political orientation. At the

same time, we recognise and value that there are

different roles, positions, and responsibilities to

be aware of, particularly between the North and

the South and between donors and receivers.

ZOA respects the cultural differences that exist

between people, communities, and organisations,

while also aiming to bridge those differences by

encouraging mutual understanding.

HUMAN DIGNITY

Our core values


Our beneficiaries have a variety of valuable

capacities that are worthy of significant invest-

ment. We aim

to be good

stewards to the people we serve, nurturing

their abilities through skills training and

development, in order to facilitate their indepen-

dence from outside support and give them new

opportunities for the future.

STEWARDSHIP


JUSTICE

ZOA stands up for the rights of vulnerable and

marginalised people. In the South, ZOA com-

bats injustice by establishing rehabilitation and

resettlement programmes for people affected by

conflict. In the

North, we promote

awareness about

injustices that are taking place around the world,

which encourages a greater number of voices to

speak out for justice.

Our core values

1. Preface


The past year has been a challenging one for ZOA. Like many other organisations in our sector, ZOA has suffered the impact of the economic recession. Because income was less than expected, we had to revise our multi-year budget downward. Especially in these times, when people are starting to feel the pinch of the recession, we are all the more grateful that donations from individuals, churches and schools increased last previous year. The spontaneous and rapid response from our constituents to ZOA’s emergency relief campaign to help victims of conflicts in Sri Lanka and draught in East Africa, the Philippines and Indonesia was a welcome indication.

In 2009 we read the Bible story about the Good Samaritan several times. In this story Jesus shows who is there for the injured man. In addition to interrupting his journey at a dangerous point, the Good Samaritan arranges ongoing care for the man. Thanks in part to a large group of concerned constituents in the Netherlands, ZOA is able to help those in need, heeding the Biblical command to do right and to help those in need.

I am proud of our staff members in the Netherlands and in the programme countries. Thanks to their dedication, they are making a difference for very vulnerable people in inconceivably difficult circumstances. In this annual report we hope to convey what we do. In the chapters about the different countries where ZOA operates, we try to tell the story behind the facts and figures. The story is not always about successes. Development co-operation often coincides with serious dilemmas.

In the past year in the Netherlands, there has been criticism about development co-operation and assistance in developing countries. People questioned whether the aid was always worthwhile, and whether tax money was being spent wisely. These questions make sense and are inevitable for ZOA staff members as well.

In 2009 I also encountered such an ‘assistance dilemma’ on my visit to ZOA in Sri Lanka. That year the civil war finally ended in that country after many years. Civilians who had been on the run for months and were stuck in an area that kept getting smaller were transported to camps by the authorities. These camps had nothing: no water, no food, and no sanitary facilities. ZOA rapidly set up soup kitchens there. We did this in a camp surrounded by barbed wire, where soldiers guarded the civilians locked up there. I asked one of the people there what they would like us to do for them. ‘Don’t help us,’ was the answer, ‘our very presence here is an injustice.’ ‘Don’t help us,’ might be the clearest message to the authorities.

ZOA’s ultimate concern is the welfare of refugees. Managing on their own, independent of Western and other relief organisations ultimately serves the interest of communities and developing countries. This is precisely where vulnerable people need assistance. ZOA offers emergency relief in situations where people have been struck by disasters and have lost everything. Emergency relief increasingly coincides with rehabilitation. Even in the emergency relief stage, we aim to provide people with the resources to get back on their feet. One such example is the Congo, where ZOA supports refugees who have returned from Tanzania.

In the Congo I met a man who had returned to his village with his son. His son was severely handicapped and had sat on the back of his father’s bicycle throughout the long journey home. Now that they were back, the boy lay on a mat in their impeccably clean little home. Because the father was receiving support from his fellow villagers and from ZOA, he was able to take care of his son. Together with his neighbours, he has planted a small vegetable garden nearby. That is also what ‘getting back on your feet’ means: deciding to take care of your child with the help of your community.Catching a glimpse of the lives of these people was very special. ZOA really does make a difference in people’s lives!

I hope we can convey some of that in this annual report.

Johan Mooij, Chairman of the Board

1. Preface


2. ZOA at a glance


2.1 THE TARGET GROUPIn 2009 ZOA helped about 1,9 million refugees and displaced persons in its programme countries in Africa and Asia. ZOA supported the target group through projects addressing: • waterandsanitation,cleandrinkingwater• agriculture,foodsecurityandbasicsubsistence• education• communitydevelopment• strengtheninglocalorganisationsandgovernments• constructionandrepairofinfrastructure• healthcareThe position of women and girls and peace-building are included in all activities wherever possible.ZOA also provided emergency relief to victims of natural disasters in Indonesia and the Philippines.

2.2 CONSTITUENTSZOA has loyal constituents comprising

Individuals 85.000 Schools 68

Churches 684 Businesses and capital funds 492

ZOA mobilises its constituents via the website www.zoa.nl and through various communication vehicles: • ZOAMagazine(twiceayear)• ZOAMagazineNews(fivetimesayear)• Newslettercirculatedbye-mail(twelvetimesayear)In addition, specific communication vehicles address each of the groups within ZOA’s constituency.

2.3 ORGANISATIONThe strategic multi-year policy plan Signs of Hope underwent a mid-term evaluation in 2009. The findings have been used to adjust the plans for 2010 and to draft the policy plan for the plan period ahead.Measures to reduce the burden on the environment were implemented successfully in 2009. In 2010 ZOA will also address expanding environmental projects in the programme countries.Together with Save the Children Nederland, Care Nederland and Healthnet TPO, ZOA forms the Dutch Consortium for Rehabilitation. As a consortium, these organisations jointly submitted a request for MFS2 financing.

2.4 EMPLOYEES

Employees in the Netherlands 60 Employees in the programme countries 717

• StaffturnoveratZOAintheNetherlandsisdownconsiderablyfrompreviousyears,thankstospecificinvestments in staff policy.

• FourprogrammecountrieswereassignedanewCountryDirector.Twohadpreviouslyservedinthesame capacity in a different programme country.

• ZOAorganisedtworegionalconferences,oneinAsiaandoneinAfrica,toenhancehumanresourcemanagement. These conferences will be repeated in 2010.

2.5 FIGURESIncome from individuals, churches and schools increased slightly. Income from institutional donors remained stable, while income from businesses and capital funds was less than expected. Commitments toward planned activities were funded from the reserves. ZOA has had to adjust its multi-year budget and has introduced cuts amounting to 0.5 million euros.ZOA’s total income was € 26.136.718, a reduction of 1% compared with 2008. Expenditures were as follows:

2. ZOA at a glance

91% 5% 4% Projects Fundraising Overhead


3. Profile of ZOA Refugee Care


ZOA Refugee Care is an international relief organisation dedicated to supporting refugees and internally displaced persons in Africa and Asia. The countries where ZOA works have a history of conflict and violence that has left much of the physical and social infrastructure non-functional or dysfunctional, thus seriously weakening the capacity of the social centerfield and the executive local government system. Because of these typical circumstances, especially in countries where ZOA expects to be for an exten-ded period, ZOA often needs to conduct activities and projects for which local organisations or authori-ties have insufficient means. At the same time, ZOA aims to increase the capacity of local counterpart organisations, enabling ZOA to cease operational involvement over time.

3.1 ORGANISATIONThe organisation is equipped for this situation, which is typical in many areas where reconstruction ef-forts are in progress. In countries where ZOA has launched long-term rehabilitation programmes, local ZOA chapters are set up that are part of the international ZOA organisation. Staff are recruited locally as much as possible. In fact, about 90 percent are locals.

The figure above depicts the structure of the organisation.

The chief components include:Three operations departments Programmes, Finance and Funding. •Two staff departments are responsible for Human Resource Management and Monitoring & Policy •(MP4)throughouttheorganisation.The management team comprises the individuals in charge of the above departments and the •CEO.Each country is supported by support teams composed out of the three operations departments.•The country directors report directly to the CEO and together with the management team consti-•tute the international management team.

The country organisations are largely independent in their operations and are thus in a position to fol-low local developments and ensure that projects and programmes are effective and efficient. Relations between the head office in the Netherlands and the country organisations target cohesive, continuous policy, quality control, exchanges of knowledge and experience, increased awareness of worldwide refugee problems, financial management and guidance with respect to logistics, fundraising, staff re-cruitment and other boundary conditions.Support teams have been formed to improve assistance from the head office. Because each support team comprises a member from each of the three operations departments, they approach and assist country programmes from the respective disciplines.

Not all projects and programmes are conducted by the ZOA country organisations. Whenever possible, ZOA works via local partners with sufficient project execution capacity. Even with emergency relief pro-jects, which tend to be short, setting up a local ZOA organisation is sometimes unnecessary. Especially incountrieswhereZOAdoesnotenvisagelong-terminvolvement,suchprojectsareconductedby(orinconjunctionwith)localorinternationalorganisationsthathavealreadyformedalocalnetwork.ZOAmay also assign staff temporarily to such organisations.

Manager General AffairsProgram ManagerProgram Advisor

Programs

Monitoring & Policy Development

Human Resources

CEO

Programma’sFundraising &Education

Finance

Country Director

3. Profile of ZOA Refugee Care

Supervisory Board


3.2 QUALITY STANDARDS AND CODESZOA adheres to the following codes:

the Red Cross international code of conduct for relief organisations:, ‘Code of Conduct for the Inter-•national Red Cross and Red Crescent Movement and NGOs in Disaster Relief’ ;the international code of conduct for People in Aid personnel: ‘The People in Aid Code of Best •Practice in the Management and Support of Aid Personnel’;the code of conduct for organisations within the European Union, ´NGDO Charter – Basic Principles •of Development and Humanitarian Aid NGOs in the European Union ;́theGoodGovernanceforGoodCausescode(fullyimplemented);•the VFI code of conduct for fundraising; •the Sphere Standards for carrying out emergency relief and rehabilitation work.•

ZOA’s quality control has held external ISO 9001:2000 certification since 2008. In 2009 ZOA´s quality control has been updated to the ISO 9001:2008 norm.

Thecodesare implemented in theworkprocessofZOA(seealsoChapter4).Themost importantelements of the codes are being reviewed during quality- and program audits. Deviations are reviewed within the context in which we are working on and reported through the existing planning and review cycle. Breaches of a code can affect individual appraisals of employees. Changes and/or improvements will be implemented within the normal year planning. In 2009 deviations from the Sphere Standards are acceptedbecauseofspecificcircumstances(refugeesnotincampsetting).Inadditionacomplaintsprocedure for beneficiaries and local partners was implemented.

ZOA’swork ismonitoredbyseveralexternalevaluators (includingvariousauthorities),charteredac-countants and external quality auditors. In addition ZOA has an internal audit system to ensure effective and efficient operations.

3.3 PARTNERSHIPS

ZOA works with: Added value Nature of ZOA’s participation

Tear and Woord en Daad

•PartnershipbasedoncommonProtestantiden-tity

•Informationsupplyandsupport

•Consultationbetweendirectors•Sharedresponsibilityfordeve-

loping communication vehicles for schools via Just Care

Red een Kind, Tear, Woord en Daad and Dorcas, in an emer-gency relief cluster

•PartnershipbasedoncommonProtestantidentity•Jointfundraisingforemergencyrelief

•Partnershipeffortsforemer-gency relief

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

•JointapplicationforMFS2financingfor2011–2015

•Improveprogrammeproposalquality

•Secretary

CARE NL •Knowledgeexchange •Partnershipforprogrammefinancing

Tear Fund UK and Tear •JointimplementationofprojectsinCongo •Co-executor

Aqua for All, Simavi, Amref Fly-ing Doctors

•ReinforcingsupportbaseatschoolsintheNet-herlands via the ‘Walk for water’ event

•Co-executoroftheeventandthe activities at primary schools

Happy Gift •Reinforcingsupportbaseandraisingawarenessamong young adults and students

•Facilitateandprovideproject-and country information

Kinder Nothilfe (Duitsland), Acet (Slowakije), Woord en Daad en Tear (Nederland)

•AwarenesscampaigninEuropeconcerningHIV/AIDS issues

•Co-executor

Medair •Partnershipinthefieldofidentity•Mutualexchangeofstaffmembers

•Partnershipeffortsforemer-gency relief


ZOA works with: Added value Nature of ZOA’s participation

CDN (PartnershipofZOA, Red een Kind en Woord en Daad, activeinMyanmar)

•Clusteringofforcesforemergencyreliefandre-habilitation after Cyclone Nargis in the Myanmar delta region.

•Oneofthreeparticipatingorganisations

Dutch Consortium Uruzgan (DCU)

•ClusteringofactivitiesthroughpartnershipwithSave the Children NL, Cordaid, Healthnet TPO and DCA-vet.

•Memberandco-executor

EU-CORD, Platform of eighteen Christian emergency relief and development co-operation organi-sations. EU-CORD represents the members at Voice en Concord meetings.

•LobbywithEU,representation•Informationsupply•Standardisationofqualitymanagement,bench-

marking

•Member

PSO (Networkforcapacity-buildingindevelopingcountries)

•Knowledgeexchangeandfinancing •Member•Multi-yearjobtraining(LWT)

PRISMA •NetworkofChristianorganisations•ShareddelegationinconjunctionwithICCO•Policycoordination•Supportbaseenhancement•AccesstodonorssuchasEO-Metterdaad

•Member•Participationinsupport-base

enhancement activities

Partos(umbrellaorganisationofDutch development co-operation NGO’s)

•Sectororganisation:lobbywiththeMinistryofForeign Affairs and the Dutch Parliament

•Qualitymanagement,standardisationandbench-marking

•Knowledgeexchange•ViaPartos:EU-NGOliaison

•Member

VFI •Coordination,supportbaseandqualityoffund-raising in the Netherlands

•Member

IS-Academy(cooperationofWageningen University, Ministry of ForeignAffairsandseveralNGO’s)

•Knowledgedevelopmentandresearch •ZOAdeliverscapacity,know-ledge and experience for policy development.

•ZOAfinancesaPHD-researchproject in Uganda on food-security

Generally, work in the different partnership arrangements entails no specific risks. Since ZOA shares operational responsibility with CDN and DCU, the usual project risks apply here, as described else-where in this annual report.

ZOA acts as secretary to the Dutch Consortium for Rehabilitation and as such bears full responsibility for implementing the contract with the Ministry of Foreign Affairs. The partnership agreement serves to share the risks with the other parties and establishes procedures to control risks.

Evaluation of partnershipsTime and again our conviction that partnerships with other organisations are essential for rehabilitation is affirmed. Seeking out partnership formats in the programme countries is necessary, both because of the extent of the need and to improve the quality of our assistance. The main criterion for assessing current and potential partnerships is that the partnership should always yield an immediate added value for the target group and improved assistance.

The evaluation of 2009 showed that cooperation within Prisma does not contribute directly to the ac-tivities of ZOA. In agreement with the Board of Prisma, ZOA will decide in 2010 on the continuation of membership.

New forms of partnership and international networks will consistently become more important because of the value that ZOA’s constituency attributes to improved coordination of assistance.

ZOA also cares deeply about support from civil society for the interests of victims of conflicts and disas-ters. In an effort to raise awareness about these issues, ZOA forms partnerships in the Netherlands and Europe to increase the impact of efforts to cultivate support and awareness.


4. Programme, target group and core competencies


4.1 GENERAL

4.1.1 ZOA´S TARGET GROUP IN THE PROGRAMME COUNTRIESZOA operates in areas where due to armed conflicts large numbers of people are on the run. ZOA programmes therefore cater to displaced persons in different situations: refugees, internally displaced persons, returning refugees.

ZOA’s programmes in Ethiopia and Thailand serve refugees, those who have crossed borders. ZOA •provides basic facilities at camps to refugees from Sudan, Somalia and Eritrea, respectively, who come toEthiopia insearchofsafety,and to refugees fromMyanmar (Burma),whohavefled toThailand. ZOA’sprogrammes inSriLanka, theDemocraticRepublicofCongo (DRC),EthiopiaandNorth•Sudan serve internally displaced people, who are on the run inside their own national borders. ZOA’s programmes in Cambodia, DRC, Afghanistan, Ethiopia and the programme under develop-•ment in Burundi serve returning refugees. The programmes in Sri Lanka, DRC, North Sudan, South Sudan, Uganda and Liberia cater to returning internally displaced persons.

4.1.2 FRAGILE STATESWhere people are able to return to their original residential areas, surroundings are usually more stable and peaceful. Opportunities for rehabilitation seem to have been restored. Because the circumstances often remain tenuous, this state is known as ‘fragility’. The circumstances in which fragile rehabilitation takes place may suddenly deteriorate, as happened recently in the East of the DRC where armed con-flicts flared up again. This requires a flexible approach on the part of ZOA. Based on the experience acquired by ZOA staff members, ZOA holds a wealth of knowledge about working in fragile states.

4.1.3 HYBRID APPROACH: PARTNERSHIPS AND IMPLEMENTATION BY ZOAZOA uses a ‘hybrid approach,’ meaning that ZOA does part of the work for communities, while another part is done by local and national partner organisations. Partner organisations value this system. Be-cause ZOA staff members ´have both feet firmly on the ground´, they understand what working on the foundations is about. As the director of ZOA´s Burundian partner organisation MiParec stated: ´Si tu veuxêtreberger,ilfautdormircommelesvaches´(´whoeverwantstobeacowherdwillneedtosleeplikethecows´).ZOAworkscloselywithlocalpartnerorganisationstoimprovetheleverageandflexibilityof its programmes.

4.1.4 PROMOTING ECONOMIC ACTIVITIES ZOA and its partner organisations specialise in primary education, drinking water and sanitation and economic activities, especially agriculture.

Working on economic recovery in post-conflict areas will remain an important focus in the future. Po-verty and struggles over scarce resources are particularly common causes of conflicts. In this context economic co-operation may be conducive to improving social relations and trust. This approach is very visible in the ZOA programmes in Liberia, Uganda and the DRC. Within the ZOA-run Dutch Consortium forRehabilitation (DCR),whichalsocomprisesSave theChildrenNederland,CARENederlandandHealthNet TPO, ZOA expects to contribute substantially toward promoting economic activities. The DCRisdedicatedtohelpingpeopleinfragilestates,intheDemocraticRepublicofCongo(DRC),Northand South Sudan, Burundi, Liberia and Uganda.

All ZOA programmes deal extensively with capacity-building, vulnerable groups in society, largely wo-menandgirls(gender),andpeace-building.

4.2 STAFF MEMBERSAltogether, 717 ZOA staff members operate in the programme areas. The eleven country organisations vary considerably in staff size, averaging around 70 employees. Sri Lanka is the largest organisation. A country management team consists of the country director, the operations manager, the programme advisor and programme managers. Programme managers supervise the staff members performing the activities, which serve to improve the circumstances of the target groups.

4. Programme, target group and core competencies


4.3 TARGET GROUPIn the end, impact is what matters: the benefits of all activities for the target group. Introduction of fuel-saving stoves for Sudanese refugees, for example, serves to reduce deforestation. Another benefit is that women are less exposed to dangerous situations, since they need not chop wood as often out-side the camp. Selling planting seeds and tools and providing instruction about farming in Uganda are intended to help farmers harvest better crops, enabling them to feed their families and increase their income.

Impact measurementThe measurement of impact of ZOA’s work in fragile countries is complex. External circumstances have a strong influence on the effects of a program. Achieving impact goes beyond successful realisation of individual activities. In spite of this ZOA monitors the effect of the programmes by determining if its activities contribute to the three dimensions regarded crucial by ZOA for sustainable improvement in the situation of the target groups:

stability and peace on a local level;•thepromotionofinternalcohesion(“socialcapital”),andthepossibilitiesofself-organizationofvil-•lage communities;the capacity of communities to stand up for themselves and to secure access to the necessary •goods, services, information, and decision-making processes.

ZOA aims to make the effect of its activities more tangible by monitoring the relation with the intended outcome more accurately. Since early 2009, ZOA has been running a pilot in Ethiopia to equip its field workers to serve the target group more systematically and to assess whether the activities actually con-nect to the intended outcome for the target group. Field workers may also adjust plans as needed. ZOA is pleased with the experiences acquired thus far through this new way of ‘monitoring’. Based on this pilot, ZOA will adopt this method in Uganda as well.

Per programme country ZOA assesses whether or not the organisation is working within her mandate and whether or not she delivers the expected added value to the beneficiaries. Based on the outcome of the assessment ZOA will decide to increase, stabilise or decrease a programme. Per 31 December 2009 the status per country is as follows:

Afghanistan: stabilise Myanmar: increase

Burundi: increase North Sudan: increase

Cambodia: decrease South Sudan: stabilise

DR Congo: increase Sri Lanka: stabilise

Ethiopia: stabilise Thailand: decrease

Liberia: decrease Uganda: increase

Finally, ZOA devised a complaints procedure for the target group and local partners. This procedure enables them – if they are dissatisfied with ZOA’s operations or the conduct of ZOA staff members – to complain, after which the matter will be investigated.

4.4 LINK BETWEEN THE NETHERLANDS AND THE PROGRAMME COUNTRIESZOA wants to make the anonymous group of refugees and displaced persons recognisable. The ob-jective is to help ZOA’s constituency relate to the target groups in the programme countries. This is depicted on the front and back pages of the ZOA magazine, which feature the faces of a member of the Dutch constituency and a refugee or displaced person from one of the programme countries. This link between constituents and the target group also appears on the following pages, in the reports from the programme countries. Each report highlights an action organised by the constituency for the benefit of the target group in the country concerned. The message is: there are two faces, but there is one world.


4.5 OBJECTIVES AND RESULTS

Objectives for 2009 Objectives achieved

ZOA will continue investing in relating organisational policy development to standard practices in the programme countries. This will include organising re-gional workshops once again in 2009 and providing focused country support.

ZOA has managed to relate organisational policy development to general practi-ce in the programme countries and has organised regional workshops about the development of civil society. In addition, a worldwide mid-term evaluation was performed of the Signs of Hope multi-year policy plan. Countries were closely involved in this process. See for the results of the evaluation chapter 9.6.

ZOA will develop, finalise and implement policy frameworks and devise appropriate instruments regarding education, food security, gender, peace-building, CBO capacity strengthening and water & sanitation.

The ZOA head office has formulated policy documents regarding gender, water and sanitation, primary schooling and partnerships with local NGOs. This policy has been formulated following close consultation with the country organisations and has been complemented by a new complaints procedure for the target group.

ZOA will take an active part in selected knowledge networks, such as with PSO, Care-Nederland and, through participation in the IS Academy, Fragile States.

ZOA has reached partnership agreements with Wageningen University and with Agriterra. In addition, progress was made in conducting the study by ZOA´s KenyanPhDtraineeonfoodsecurityinfragilestates.

Objectives for 2010

Programme expansion• ThecurrentprogrammeinBurundiisbeingexpandedandintensified.Workingwithlocalpartnerswill

be central to this process.• Research is being conducted to identify new programme countries. Chad, the Central African Republic,KenyaandthePhilippinesarereceivingconsideration.

Partnerships• Assecretary to theDutchConsortium forRehabilitation,ZOAwill initiatedevelopingprogramme

proposals for 5 countries, so that implementation may begin on 1 January 2011.• Invariouscountriespartnershipsareinprogressatexecutionlevel.Theprogrammedepartmentis

investing specifically in the Dutch Consortium for Uruzgan and in activating the partnership with Tear FundUKandTearinCongo.

Innovation• Researchonanddevelopmentofnewworkmethodsareinprogresstodevelopmoreeffectiveand

more efficient country programmes.


‘It is important,

and that work should

continue’ ‘Mrs.DeJong(78),contact person for door-to-door collection from the Netherlands


‘I received comfort

from the fact that

I was not the only one

who lost someone’‘WasShi(29),widowwith two children from Myanmar


‘It is good to use your talents for an organization

that is spending the money properly’ ‘MarnixKievit(35),

ambassador and photographer for ZOA from the Netherlands


‘At home I tell my parents what I have learnt at school.’‘QuintoOdoch(11)student in ZOA educa-

tion programme, North Uganda


I am a hands-on person, I love working together

with people’‘TigesTejiwe(30)programme advisor, Ethiopia


‘Assistance to people who have so much

less than myself; that fits me’ ‘MargarethadeKoning

(26)marketer ZOA Headoffice, the Netherlands


‘The rehabilitation of a community is

not only a matter of money’ ‘KevinBeattie(57),

country director ZOA, South Sudan


‘God simply asks us: cloth the naked,

feed the hungry. Point’‘Reverend Gert Hutten, Pastor of the Reformed Church in Arnhem, The Netherlands


5. Programme countries


Burundi

In Burundi ZOA supports the Burundian organisation MiParec, which runs a peace-building andrehabilitation programme. Since the country became independent in 1962, Burundi has suffered deeply from bloody fighting between the Hutus and Tutsis. Over 500.000 Burundian Hutus fled to Tanzania. In Burundi hundredsof thousands of Tutsis became internally displaced. At the end of 2001 a three-year transition government was formed, and calm was gradually restored. Massive numbers of Burundian refugees returned during the years that followed. Estimates indicate that 60.000 Burundians will be returning from Tanzania, while about 100.000 are still internally displacedin Burundi.

5. Programme countries

Africa1. Burundi2. Democratic Republic Congo3. Ethiopia4. Liberia5. North and South Sudan6. Uganda

Asia7. Afghanistan8. Cambodia9. Myanmar10. Thailand11. Sri Lanka

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5.1 ZOA Afghanistan

ZOA has worked in Afghanistan since 2000 among refugees returning from Iran and Pakistan and in the communities to which these refugees return.

At the start of 2009 the North of Afghanistan, following a drought period, suffered serious flooding. The floods destroyed farmland and infrastructure. ZOA provided emergency relief to those affected. The deteriorating safety conditions progressively complicated travel, severely limiting the means to monitor projects. Dutch people and Afghans with the ‘wrong’ ethnic background are unable to visit projects in several places. In North Afghanistan security circumstances are somewhat better. Here, NGOs are not the direct target of acts of violence. ZOA Afghanistan faces the challenge of obtaining sufficient donor funds during an economic recession. In 2009 additional staff members joined the office inKabul,expandingtheresourcesforapproachingdonors.

5.1.1 OUR STAFF MEMBERHaiderAhmadyar (33) knowswhat life as a refugee is like andwhat happenswhen you return toinsecurity. From age five to age seventeen, Haider lived as a refugee in Pakistan. In 1994 the Ahmadyars returned to Afghanistan. Haider studied medicine in Balkh in North Afghanistan. Since November 2003 Haider has worked for ZOA in Afghanistan as Operations Support Manager for North Afghanistan. ´ZOA serves the most vulnerable people, people who suffer from scarcity and the consequences of natural disasters. Helping those people is what motivates me.́

Haider is hopeful about the future. ´In the past eight years, the world has finally started to notice the suffering in this country. World communities are now contributing to our country’s development and to peace-building. This gives me, as well as all other Afghans, hope for the future. I am also hopeful because I work for ZOA, a humanitarian organisation dedicated to helping people who had lost all hope.́

5.1.2 OUR TARGET GROUPMohammed Ahmad is one of the victims of the severe flooding that affected his village in Mardyan in early May. ´Most people have lost everything: homes and crops were destroyed. We did our best to salvage everything, using sand bags to secure food, but we were forced to give up. We fled with our children and whatever we could carry. No aid reached us the first ten days. The people in the village where we had fled gave us a bit of bread. Asking poor people for help was difficult. Finally, ZOA arrived with food packages! They had a terrible time reaching us and waded through water to get here. We will never forget how ZOA helped us in these difficult times.’

5.1.3 NETHERLANDS AND AFGHANISTANThanks to a fast and successful fundraising campaign, ZOA quickly got help to the flood victims in North Afghanistan in May. On 3 May the Faizabad district in the Jawzjan province suffered severe flooding. ZOA assessed the damage and investigated what was needed most. On 10 May ZOA received the report in Apeldoorn. Ten days later, on 20 May, 10.000 euros were donated by a Dutch company, and two churches offered the proceeds of their collection drive totalling 4.854 euros toward emergency relief in Afghanistan. This money enabled us to provide 215 families with food packages.


5.1 ZOA Afghanistan

ZOA Afghanistan worked in: North: Jawzjan & Saripul provincesCentre:Kabulprovince(CharAsiabdistrict)South:Uruzgan&Kandaharprovinces

ZOA Afghanistan focused on:. water & sanitation, subsistence, capacity-building (aspartoftheNationalSolidarityProject-NSP)

ZOA Afghanistan’s concrete results included the following:

•448wellsandlatrinesplacedand/orrenovated.•Trainingonhygienefor290communitiesand

11.000 families.

ZOA Afghanistan worked with: North: village Community Development Com-mittees South: NERU, SADA, ANCC, ARPD

ZOA Afghanistan’s staff: 112 persons

ZOA Afghanistan received donations from:

GTZ,MinistryofForeignAffairs(MFS),ECHO,MAIL(Afghangovernment),MRRD(Afghangovernment),ADB(AsianDevelopmentBank),PSO, RNE, ZOA Netherlands

ZOA Afghanistan’s expenditures in 2009:

€ 3.006.510

ZOA Afghanistan’s budget for 2010 is:

€ 1.838.094

Objectives for 2009

•ZOAAfghanistanaimstowrapupthevillagecouncilsproject(nationalsolidarityprogramme)in 630 villages in North Afghanistan, in which the village councils conduct projects indepen-dently and provide guidance in their communities.•ZOAAfghanistanintendstoimplementamonitoringandevaluationsystem•ZOAAfghanistanwantstoconsolidatethefinancialindependenceachievedin2008.

Results for 2009

•In2009ZOAcompletedtheNSPprojectinover400villages.Thecommunitiescompletedtheinfrastructureprojects(buildingwellsandroads,constructingschoolhouses)containedin the village development plans. The remaining 230 communities will finish their projects in 2010. •SupportfromZOAintheNetherlandsenabledimplementationofthemonitoring&evalu-ationsystem(M&E)togetunderway.AnM&Efinancialmanagerhasbeenappointedandhas audited the ZOA partners. The M&E approach will continue to be addressed in 2010.•ZOAAfghanistanremainedfinanciallyhealthyin2009.Theorganisationhopestoconsolidate this as well in 2010.

Objectives for 2010

•TheZOAteamforthecentralregionofAfghanistan–nowactiveintheCharAsiabdistrictoftheKabulprovince,intendstoexpanditsactivitiestonewdistrictsandprovinces,wherethe population is not yet being served with projects addressing agriculture, subsistence, irrigation, water, sanitation and hygiene. •ZOAAfghanistanwillcontinuetoprovidesupportwhennaturalorotherdisastersstrikein

the project areas. ZOA Afghanistan has done so in the past. This has proved highly worth-while, in part because the target group realises that ZOA is loyal in its efforts to help them. In addition, ZOA is also familiar with these areas and the people, giving the organisation an advantage in emergency relief work.

‘No aid reached us the first ten days. Finally, ZOA arrived with food packages!’


5.2 ZOA Cambodia

ZOA has worked in Cambodia among refugees returning from Thailand since 1992.Like in 2008, Cambodians continued to suffer a lot from rising food prices in 2009. To help them provide for their subsistence, ZOA supports inhabitants of the Oddar Meanchey province with agricultural projects. The objective is for farmers to diversify their cultivation or to start small businesses, so that they no longer depend on a single source of income. Seventy percent of the farmers has already begun to diversify.

ZOA is increasingly entrusting operations to local organisations. Local disaster management committees have become more independent in the past year and now convene meetings, draft reports and mobilise people.

ZOA Cambodia expects to transfer all operations to local organisations in 2011.

5.2.1 OUR STAFF MEMBERLathBunhans(40)hasbeenworkingforZOAinCambodiasince1999.Asanassistantcapacity-buildingadvisor, he supports Thai refugees in Cambodia, Cambodians, local organisations and governments. As a refugee, Lath lived in a refugee camp along the border, after which he returned to the region where he was born. ‘I know what it’s like to live like a refugee. I’m happy that I can work for an organisation dedicatedtohelpingpeoplesufferingfromviolenceandnaturaldisasters.AsaKhmer,it’seasierformeto communicate with local authorities, NGOs and local ZOA staff members.’ Lath likes working for ZOA. ‘ZOA has a participatory approach involving all people. Local staff members are treated respectfully, and employees have career development opportunities.’

5.2.2 OUR TARGET GROUPKeoSreyLek(14)istheyoungestofsixbrothersandsisters.Becauseherfamilydidnothaveenoughmoney,Keohadtoleaveschoolatagenine.In2005herfamilytookachance:theyhadheardthatpoorfarmerswerebeinggivenlandinOddarMeancheyandtravelledtoTaSomvillage.KeoSreyLek´sfamily received a plot of land but had nothing to get started. They began to work the land with their hands.AidfromZOAgavethemhopeagain:KeoSreyLek’sparentsjoinedamanualtractorgroupandweregiventoolsandseeds.KeoSreyLekandherbrotherwereabletoattendschoolagain.´I’m very proud to be in my final year of primary school. I could not have imagined that five years ago. My dream is to learn as much as I can and to enrol at a university some day!´

5.2.3 NETHERLANDS AND CAMBODIA´Now that we have seen first-hand how happy people are who own practically nothing, we understand that we are extremely fortunate. We have discovered how important development co-operation is and are now dedicated to increasing support for these efforts to enable the work done by ZOA and other NGOs to continue in the future.’ This was written by one of the twelve secondary school students at the Prins Maurits Christian comprehensive school in Middelharnis following a journey to Cambodia. Accompanied by two teachers, the students included a visit to ZOA’s programme area on their trip. EscortingteacherKareldeVriesreported:‘OnthetripInoticedthatstudentswerecontinuouslywriting,making video recordings and taking photographs. Of course this information will not remain contained within the school premises: each student is expected to tell at least 150 others about the trip and about ZOA.’ Research has revealed that enthusiastic young adults usually reach twice as many people as adults do.


5.2 ZOA Cambodia

ZOA Cambodia worked in: Oddar Meanchey Province

ZOA Cambodia focused on: Community development, food security, agricul-ture, water and sanitation, marketing and farmers’ co-operatives, disaster management

ZOA Cambodia‘s concrete results included the following:

•4,562familiesreceivedplantingseed.•208manualtractorgroupsoperate.•31seedstoragecommitteesareactive.•91groupsofwaterusersmanagewateruse.•20farmers’organisationsarrangemarketingop-

portunities for their members.•125animalbreedinggroupsareactive.•51villagedisastermanagementcommitteesare

operational.•In total36.000peoplearereachedwithZOA’s

help.

ZOA Cambodia worked with: Cambodiangovernment(ministriesforruraldeve-lopment, living environment, land management, water).LocalNGOs:CIDO,KBA,CDACommunity committees: VDCs, VDMC

ZOA Cambodia’s staff: 25 persons

ZOA Cambodia received donations from:

DIPECHO, Europe Aid, ZOA Nederland, Läker-missionen, PSO, ZOA Business Ambassadors

ZOA Cambodia´s expenditures in 2009:

€ 968.544

ZOA Cambodia’s budget for 2010 is:

€ 1.320.450

Objectives for 2009

•ZOACambodiaaimstostrengthencivilsocietyandlocalauthoritiestofightpovertyinOddarMeanchey.•ZOACambodiacontinuestosupportthetargetgroupbytryingtoincreaseagriculturaloutput

and reducing vulnerability to disasters.•ZOACambodiacontinuestosetuplocalpartnerorganisations,whileseekingstrongorgani-

sations to which the activities may be transferred.

Results for 2009

•Localcommitteesstarted tooperatemore independently in2009andareonschedule tobecome self-sufficient from 2011.•SeventypercentofthefarmerssupportedbyZOAhavediversified.Asaconsequence,pro-

ceeds have increased, and the effect of natural disasters has been mitigated.•In2009ZOACambodiasupportedcommunitydevelopmentactivitiesoffivelocalNGOsand

six partners within the government. Three of the local NGOs and four government organisa-tions have teamed up with ZOA to set up projects. The other two NGOs and two government organisations have implemented their own activities by using alternative financing sources.

Objectives for 2010

•ZOACambodiaaimstocontinuebuildingthecapacityofelevenlocalpartnerorganisations.•ZOACambodiahopestocontinueimprovingthepotentialforagricultureandincome-gene-

ration among the target groups.•ZOACambodiawillimprovecapacityatalllevelstoeliminatedisasterrisks.

‘They joint a manual tractor group. Keo Sre Lek and her brother were able to go to school again’


5.3 ZOA Democratic Republic of Congo

ZOA has worked in the Democratic Republic of Congo in East Africa since 2008. Violent clashes between government armies and rebels has caused over three million people to flee, primarily from East Congo. In the past few years, refugees have been returning in large droves. ZOA supports returning refugeesinSouthKivu.In2009violenceflaredupagain.Thesituationdeterioratedrapidlywiththenewclashes between the army and local armed militias. ZOA had to evacuate from Baraka and was therefore unable to reach 30% of the target group until December 2009. In early December staff members were able to return. ZOA achieved some successes in 2009 despite the lack of safety, supporting village boards. This means that people become responsible for the activities of a project, for which they receive support from ZOA. ZOA also does this when emergency relief is still being provided. Village residents and governments are convinced that this approach is conducive to sustainable development.

ZOA’s work in Congo is described in the weblog of Sarah, a trainee who has been working for ZOA in the Congo since October 2009. Her experiences appear on http://sarahjessica.shareyourstory.nl.

5.3.1 OUR STAFF MEMBER‘Refugees who have returned to their original areas need to relearn how to provide for their own subsistence. In the camps they received food, but now they have to go back to working the land and have to switch from being food seekers back to being food producers.’ Programme manager André Yanogo(40)isinchargeofallZOACongo’sactivitiesinSouthKivu.Assuch,hehelpsprovideguidanceto returning refugees. André works as an expat in Congo. He, his wife Elisabeth and their two children are from Burkina Faso. ´My physical resemblance to the Congolese facilitates my work. I feel as if I am among my brothers, sisters and parents, who need my help.́

´I am certain that the Lord has led me to ZOA. Here I have the opportunity to use my knowledge and experience to benefit others.́

5.3.2 OUR TARGET GROUPMbamaIlungu(30)returnedfromarefugeecampinTanzaniawithhistwowivesandeightchildreninNovember 2008. He now lives with his family in Lulenda. Mbama is enterprising. He runs a small palm oil business, but when oil prices plummeted, he opened a small restaurant with his family. ‘In the refugee camp we spent our time waiting passively. Nobody invested in the future. Now we have our freedom back. We have rights again and can rebuild our lives. We work and expect to reap the benefits of our efforts in a few years.’ Life in the village remains insecure. Gangs still ravage the region. Now that rebel leader Laurent Nkunda has been caught, and the civil war is officially over, the family looks forward to peace.

5.3.3 NETHERLANDS AND CONGOSinger Elise Mannah and ´word artist´ Otto de Bruijne organised a tour of Dutch theatres and churches, performing Otto’s texts in 2009. They donated the proceeds from these evenings to the work of TEAR and ZOA in the Congo. These evenings were initiated by Denise Mannah and Otto de Bruijne. ZOA helped by supplying automatic deduction authorisation forms and a short video that was aired during the evenings.


5.3 ZOA Democratic Republic of Congo

ZOA Congo worked in: Fiziterritory,SouthKivuProvincie

ZOA Congo focused on: food security, good governance

ZOA Congo’s concrete results included the following:

•5369 vulnerable households in 17 villages re-ceived tools, •1296deeplyvulnerablehouseholdsin13villages

were provided with small farm animals, cash or other resources.•5369vulnerablehouseholdsweretrainedtoim-

prove their resistance to risks such as drought, flooding and erosion.

ZOA Congo worked with: Five local NGOs and the Ministry of Agriculture.

ZOA Congo’s staff: 16 persons

ZOA Congo received donations from:

Ministry of Foreign Affairs, PSO, WFP, Woord en Daad, ZOA Netherlands

ZOA Congo’s expenditures in 2009:

€ 560.699

ZOA Congo’s budget for 2010 is: € 1.848.518

Objectives for 2009

•ZOACongoaimstoimprovefoodsecurityamongrepatriatedfamiliesandothervulnerablegroups. •ZOACongohopestoestablishtieswith localorganisationsandtostrengthentheseorga-

nisations.•ZOACongowantstoincludepeace-building,genderandHIV/AIDSpreventionandaware-

ness raising in all projects.

Results for 2009

•Projectstoimprovefoodsecurityareonschedule.Seventypercentofthetargetgroupshasreceived planting seeds and agricultural tools. They have also been trained in agriculture and produce cultivation.•ZOAworkswith5localNGOs,allreceivingguidanceinplanningandexecutingprojectsand

specific activities. ZOA helps these NGOs identify target groups and needs, establish ties with the government and facilitate local administration.•Peace-building: to thisend,ZOA facilitatescontactsbetweendifferent villagesand tribes

and supports conferences between churches about reconciliation. Gender: over 50% of the village committees consists of women. Women are active in local government.

HIV/AIDS: partner organisation Tearfund, co-executor of the project, conducts HIV/AIDS projects.

Objectives for 2010

Building the capacity of local organisations has yielded the following results:•Between25and40%improvementoffoodproduction,effectiveuseofandaccesstofood

and more stable food systems.•25%morechildrenofreturningrefugeesattendschool.•Reductionof‘gender-based’violence,peace-buildingandHIV/AIDSpreventionfigureinfood

and education projects.

‘Nobody invested in the future but now we can rebuild our lives’


5.4 ZOA Ethiopia

ZOA has worked in Ethiopia among refugees and displaced persons and in the communities where they are staying since 1994.

In 2009 Ethiopia was once again hit by a drought. Lack of natural resources, such as water, land and timber, drove people away. The scarcity instigated conflicts between displaced persons and their host communities. Local ZOA staff members live in their own communities and thus personally experience the effects of displacement and scarcity.ZOA supports refugees, displaced persons and host communities through projects in which reconcilia-tion and conflict management figure prominently. Thanks to the introduction of timber-efficient stoves, refugees and displaced persons consume less timber, thereby averting conflicts over timber shortages. ZOA strengthens communities by helping them form committees to regulate the use of water resources peacefully. All projects addressing residential surroundings, water, food, sanitation and community de-velopment thus coincide with conflict management.

5.4.1 OUR STAFF MEMBERMekdesTekalign(28)coordinatespeace-buildingforZOAinEthiopia.MekdesisfromWollisso,asmalltown in Ethiopia. ‘What motivates me to work for ZOA is that I can help vulnerable people, people who have often lost all hope. As a woman, I have an easier time making contact with the women I serve. They share their feelings with me.’

Mekdes feels privileged to work for ZOA, an international NGO. ‘I learn so much from this work. I inter-act with many different people and organisations. Contact with partner organisations, with the people we serve and with the local staff members means a lot to me.’

‘This work gives me a sense of professional and spiritual satisfaction and progress. When I see how the lives of the people we serve change for the better, I feel hopeful about the future.’

5.4.2 OUR TARGET GROUPDeng Both is one of the leaders of the Nuer tribe in Fugnido, a refugee camp at Gambella in Ethiopia. For years this camp was the scene of bloody clashes between the different Sudanese tribes forced to live together there.

The turning point came in 2005. After three youths were murdered, everybody in the camp was forced to surrender his weapons. ‘But true change needs to come from within,’ explains Both. He has lived in Pugnido for seventeen years. ‘We met to discuss all potential sources of conflict. First within the clan, with the families. Next with representatives of different clans within the tribe. And then with leaders from other tribes. The outcome of each meeting was the same: we are all Sudanese; we will need to find a way to coexist.’

´People in Sudan have grown up with violence, they did not know otherwise. But the new generation, who noticed the conflicts disappear in this camp, knows a different way of life. They will take this lesson home with them.’

5.4.3 NETHERLANDS AND ETHIOPIA Rotary Club Vlaardingen supports ZOA’s work in Ethiopia. In 2009 the Club sponsored construction of 4 water purification units in Hartisheik. Nine hundred households now have access to clean drinking water. The Rotary Club will remain involved in the Ethiopian efforts and will sponsor a project to support displaced persons returning to their village of origin from the Hartisheik Camp in 2010.


5.4 ZOA Ethiopia

ZOA Ethiopia worked in: Gambella region: Pugnido Camp, Akobo and Itangdistricts(displacedpersons)BenishangulGumuz region: Sherkole Camp, Tigray region: ShimelbaCamp,Somaliregion(Bogomayo):Kebribeyah,AubariandHartisheikcamps.

ZOA Ethiopia focused on: Residential surroundings, development of small businesses, food security, occupational training, water and sanitation. Peace-building figures in these four sectors.

ZOA Ethiopia’s concrete results included the following:

•Cleandrinkingwaterfor1.100people.•Agriculturaltrainingfor422families•55.700treeswereplantedtopreventconflicts

about timber.•Traininginconflictpreventionfor636people.•Materialprovidedfor1.068temporaryshelters

in new refugee camps.In total 43.000 refugees in camps, 21.000 internal displaced and 11.000 people from local communities were reached with the help of ZOA.

ZOA Ethiopia worked with: CIFA,EthiopianChurchMekaneJesus(EECMY),DonBoscoCatholic,SIM(SocietyofInternationalMinistries).

ZOA Ethiopia’s staff: 110 persons

ZOA Ethiopia received donations from:

Bureau for Population, Refugees and Migration (BPRM),EOMetterdaad,WoordenDaad,PSO,RNE, UNOCHA, UNHCR, ZOA Nederland en ZOA Business Ambassadors.

ZOA Ethiopia’s expenditures in 2009:

€ 2.141.881

ZOA Ethiopia’s budget for 2010 is: € 1.216.410

Objectives for 2009

•ZOAEthiopiaaimstocontinueprofessionalising,inpartbyrefiningtheskillsofstaffmem-bers in planning, monitoring and evaluation and management. •ZOAEthiopiawantstodevotemoreattentiontonetworkingandlearning.•ZOAEthiopiaaimstoexpandthedonorportfolio.

Results for 2009

•InJanuaryaPMEinstrumentwasdevised,togetherwiththeZOAEthiopiastaffmembersinkey positions. This instrument was implemented in the organisation. •Staffhasbeentrainedinplanningandprojectmanagement.Thedistributionofresponsibi-

lities within ZOA Ethiopia now corresponds with the UN coordination mechanism for more effective assistance efforts.•Anewmajordonorhasbeenaddedtothedonorportfolio:BureauforPopulation,RefugeesandMigration(BPRM),partoftheUSStateDepartment.BPRMdonatestoprojectsad-dressing refugees and migration.

Evaluation 2009 and impact on 2010

•Theobjectivesfor2009wereeasilymetduetoconservativeplanning.Thelackofguaran-teed resources is the reason for conservative planning which is also the case in 2010.•Therealisationoftemporarysheltersinnewrefugeecampswasdifficultduetoexternal

circumstances. The response of the organisation was not adequate enough to prevent the negative effects on ZOA’s work. By the use of higher qualified personnel ZOA was able to restore the quality of their work.

Objectives for 2010

•ZOAEthiopiaaimstohelp720familiessetupagriculturalactivitiestoprovidefortheirsubsistence.•ZOAEthiopiaintendstohelp140familiesstartorupgradesmallbusinesses.•ZOAEthiopiawouldliketosupport340familiesbyofferingthemenergy-savingtechnolo-

gies, so that they spend less on energy and to avert depletion of natural resources.•ZOAEthiopiawantstoprovidecleandrinkingwaterto150families.

‘Conflicts disappear’


5.5 ZOA Liberia

ZOA has worked with returning refugees and displaced persons in Liberia since 2003. Lasting peace has not yet been achieved in Liberia. Several of the war criminals identified by a truth and reconciliation commission in 2009 have threatened violence, should any steps be taken against them. Corruption is another serious problem. Economic growth is virtually nil, and unemployment is rampant. Violence could flare up again at any time in Liberia. ZOA Liberia supports refugees and displaced persons through pro-jects addressing food supply, adult education, agricultural training and peace-building. In Monrovia ZOA is the only organisation conducting water and sanitation projects. ZOA’s cholera prevention campaign here reached 400,000 people in three months.

ZOA is working on handing activities over to local organisations. Local ZOA staff members have esta-blished their own NGO, which, together with four other local NGOs, will eventually be able to take over ZOA’s projects.

5.5.1 OUR STAFF MEMBERMosesKessellie(45)isZOA´sprogrammemanagerinMonrovia.Hehasfourchildrenandwasdispla-ced for many years because of the civil war. ‘I feel driven to help make people’s lives better. Having been a displaced person and refugee made me want to work for an organisation dedicated to helping people like myself.’ Moses faces major challenges in his work. ´Liberia has been torn apart. The division between different groups and tribes greatly complicates peaceful coexistence. In addition, the protrac-ted civil war has devastated the country.’ Still, Moses is optimistic about the future. ’ZOA works with people, not for people. This inspires trust and commitment. We have done much to improve people’s lives. ZOA has built schools, provided safe drinking water and taught people about hygiene, thereby helping reduce disease and death rates.’

5.5.2 OUR TARGET GROUPEthel lives in Monrovia, the capital of Liberia. She leads a group of women who cultivate produce on a tract of land and try to subsist from the proceeds. This farmland is on the site of an orphanage that Ethel runs for children whose parents were killed in the civil war. ‘ZOA has been supporting us for a few months now. We have received training in modern agricultural techniques and have been given seeds and tools. The women now apply what they have learned at home as well, on the small plots of land they own.’

Ethel’s women’s group presented their accomplishments to President Ellen Johnson-Sirleaf in 2009.

5.5.3 NETHERLANDS AND LIBERIAChildren in Bensonville, Liberia, no longer need to travel to Monrovia to attend school. Their own high school, known as one of the best in the country prior to the civil war, has been restored and now has fifteen classrooms for over 700 students. Ginger sweets sales enabled the repair of Bensonville High School in Liberia. Some of the work was funded from the proceeds of ZOA’s annual ginger sweets campaign. Half the proceeds of every bag of sweets sold went to Bensonville High School. A total of 63.410 bags was sold. The first wing of the school was opened by the Liberian president in 2009.


5.5 ZOA Liberia

ZOA Liberia worked in: Margibi and Montserrado counties – Todee District,KakataDistrictandCareysburgdistrict,GreaterMonrovia(Peynesville)

ZOA Liberia focused on: Education, food security, water and sanitation, capacity-building of civil society.

ZOA Liberia’s concrete results included the following:

•Trainingandsupportfor5partnerNGOs•Installationof60wells•Constructionof80jointlatrines•6.000familiesreceivedseedsandtools•6.000peoplereceivedagriculturaltraining•400.000peopleweretaughtabouthygienein

Monrovia.

ZOA Liberia worked with: Africa 2000 Network Liberia, Evangelical Children’s Rehabilitation Program, Foundation for Human Rights and Democracy, Study Group Project and Community Empowerment Group.

ZOA Liberia’s staff: 33 persons

ZOA Liberia received donations from:

Aqua4All, Ministry of Foreign Affairs, CRWCR, Prisma(MFS),PSO,ZOANetherlandsandZOABusiness Ambassadors.

ZOA Liberia’s expenditures in 2009:

€ 1.199.052

ZOA Liberia’s budget for 2010 is: € 1.546.911

Objectives for 2009

•ZOALiberiawillstartpreparingtotransfertheactivitiestoalocalNGOthatwillconsistoflocal ZOA staff members. This transfer is scheduled for 2011.•ZOALiberiaaimstoimprovetheorganisationalskillsofstaffmembersoflocalorganisati-

ons.•ZOALiberiaaimstocontinuealongthepresentcoursetoimprovetheeffectivenessof

projects in the focus areas identified in 2008.

Results for 2009

•In2009localZOAstaffmemberssetuptheirownNGO,which,togetherwithotherlocalNGOs, will eventually be able to take over projects. ZOA Liberia has provided its staff mem-bers with guidance in this effort leading to continuity and sustainability.•ZOAworkstogetherwithlocalorganisations.Theirstaffmembersreceivetrainingin

capacity-building regularly.•ZOALiberiahasintegratedtheMFS1andCRWRCprogrammesbeingconductedinthesamearea.InKakataandMonroviaZOAhasusedtheexistingPrismastructurestointe-grate the Aqua4All and Prisma projects.

Objectives for 2010

•Enhancefoodsecuritybyimprovinginfrastructure(schools,co-operatives,businessdeve-lopment,etc.): a. study groups in 750 communities b. 12 farmers’ co-operatives c. 9 financially robust agrarian and/or forestation outfits d. seed distributions for 15.000 families•Improvedaccesstocleandrinkingwaterfor2refugeecommunitiesfromSierraLeonewith

a view toward reducing infectious diseases.•Improvelearningenvironmenttoincreaseeducationalopportunitiesfor200childreninthe

near future. Longer-term action plans are under development for 33 communities.

‘The women now apply what they have learned at home as well’


5.6 CDN Myanmar

ZOAhasworkedwithWoord enDaad andRed eenKind inMyanmar since2008. They form theConsortium of Dutch NGOs (CDN). CDN provides emergency relief to the flood victims in theAyeyarwady delta. In 2008 Myanmar was hit by Cyclone Nargis. Farmlands were flooded with salt water and houses swept away. Myanmar’s population desperately needed emergency relief. On 6 March 2009 CDN received the Memorandum of Understanding, authorising the organisation to team up with the government of Myanmar in supplying emergency relief to the population. CDN has distributed food packages and agricultural tools to the people in the Ayeyarwady Division. This gives people the means to provide for their own subsistence again. In addition, polluted water basins were cleansed with salt water. To make the people in this region more resistant to the effects of cyclones, CDN has built two cyclone-proof shelters and performed emergency repairs on sluices and sluice gates.

5.6.1 OUR STAFF MEMBERCyrilThanHla(66)hasworkedasthedeputycountrydirectorforCDNinThailandsinceMay2008.ÍamaresidentofMyanmarandamoneoftheKarenpeople.Ihaveexperiencedthechallengesmyfellowcountrymen and women face.́ Í work for CDN, because it enables me to help my fellow citizens in need of humanitarian assistance. I joined CDN during a period of severe turmoil in 2008. So much is happening, and all that we do depends on the political ambience, which may change overnight. This makes the country complex and the work challenging. I am hopeful that CDN and our partners can succeed in this country.’

5.6.2 OUR TARGET GROUP‘My husband was killed by the cyclone. His name was Saw Ple Thaw. I still miss him every day.’ Was Shi (29)isawidowandisraisinghertwochildrenonherownnow.InMay2008WasShilivedinhervillageKanMyiNeung.´Suddenlythewindandthewatercame.Everythingwasdark,andIcouldn’tsee.Myhusband had taken the boat to the rice fields. I waited a whole week.́ The cyclone left behind deep scars in the hearts of the survivors. ´Hope? I don’t know. I hope to get a roof over my head. I hope my kids can attend a good school.́ Her eyes light up when asked what she would like to do. Í would like to open a shop to sell small snacks. I am almost embarrassed to say it. All I need to get started is money. That’s why I work in the rice fields.’

5.6.3 NETHERLANDS AND MYANMARTwo volunteers accompanied one of the shipments of emergency relief packages to witness how donations from constituents are spent in Myanmar. They saw how CDN reaches even the smallest villages in all corners of the delta. How clean drinking water and tools were provided and water reservoirs cleaned. In addition, CDN helps victims with start-up capital – based on the ‘money-for-work’ principle – to get back on their feet, back to the way things were before the disaster. By paying people for their work, CDN restores the dignity of the victims and the local economy.


5.6 CDN Myanmar

CDN worked in: Ayeyarwady Division, Labutta Township, Bitut 1 & 2 polders

CDN focused on: Agriculture, food security, subsistence, water and sanitation, occupational training.

CDN’s concrete results included the following:

•17waterbasinshavebeencleanedandrefilledwith fresh water. •5.880familieshavereceived(small)agricultural

tools.•2cyclone-proofsheltershavebeenentrustedto

the local population.•Total30.000peoplearereachedwiththehelp

of CDN.

CDN worked with: KarenBaptistChurch(KBC),agricultureinfor-mationservice,CapacityBuildingInstitute(CBI,localNGOs).

CDN’s staff: 15 persons

CDN received donations from: KinderNotHilfe,PSO,RedeenKind,WoordenDaad, ZOA Netherlands

CDN’s expenditures in 2009: € 496.288

CDN’s budget for 2010 is: € 1.383.228

Objectives for 2009

•CDNwillopenanewworkareainSouthShanprovinceinthecentre/eastofMyanmar.•CDNwillcontinuetoworkwiththeKarenBaptistChurch(KBC)inLabuttainthedeltaandwiththeCapacityBuildingInstitute(CBI)inYangon.•CDNwillcontinuetocultivategoodrelationswiththeMinistryofAgricultureandIrrigationin

Myanmar.•CDNwillbuildcapacityforitsownstaffmembersandforstaffmembersoflocalpartner

organisations.

Results for 2009

•CDNdidnotopenanynewworkareasin2009forlackofaCallforProposals.Humanita-rian aid is consistently linked to international political objectives. As a consequence, no new funding from the EU or the US has reached this country.•CDNhasmaintaineditsrelationshipwithKBCandexpandeditasneeded.TieswithCBI

have been strengthened as well.•RelationswiththeMinistryofAgricultureandIrrigationaregood.Goodrelationswiththe

Ministry are indispensable for working in the delta. •CDNcontinuouslyoffersinstructionalprogrammesforitsownstaffandthatoftheKBC.

English and computer skills receive strong emphasis.

Objectives for 2010

•CDNintendstolaunchoperationsinSouthShanStateandinMagwayDivision.•CDNwantstobuild7cyclone-proofsheltersinthedelta.•CDNwouldliketocontinuedistributingsmallagriculturaltools.•CDNhopestoclean18waterbasinsin2010.

‘Hope? Her eyes light up when asked what she would like to do’


5.7 ZOA Sri Lanka

ZOA has worked in Sri Lanka among displaced persons, returning displaced persons and other Sri Lankans afflicted by natural disasters and violence since 1995. Much changed for Sri Lankans in 2009. May 2009 marked the end of the war that had raged between the government and the rebels since August 2006. The government opened up the refugee camps where many refugees were being held, leaving them free to go. This does not mean that everybody can return home, as many areas are still closed. The last areas are expected to become accessible in 2010.

Although the situation is not stable yet, the new circumstances provide opportunities for launching sustainable development. ZOA is now in a position to set up farmers’ co-operatives and co-operatives of fishermen. In the east, ZOA is addressing long-term development and capacity-building. In the north ZOA will continue to provide emergency relief as long as it is needed.

5.7.1 OUR STAFF MEMBERAnslemFelixMudiappa(67)hasworkedforZOAasalivelihooddevelopmentexecutivesince2006.’Before joining ZOA, I worked for various large companies for 23 years. Everything that I did targeted making a profit. When I became a Christian, I decided to devote my talents toward a higher purpose.’

‘At first I felt out of place working at ZOA. The culture was so different from what I knew. Ultimately I adapted and learned that in my new work, kindness and humility are pivotal.’

‘The people I serve have lost everything, everything they need to support their families. We try to help people connect with private firms and to cluster them in joint producer groups.’

5.7.2 OUR TARGET GROUPMrsKanaphathy’sstoryisoneofbeinguprooted,likesomanyinSriLanka.Sincethecivilwarbrokeout in 1990, she was constantly on the run with her husband and two children. She kept being driven onbythestrugglethatshiftedcontinuously.In2005ZOAprovidedtheKanaphathieswithahouse.Therespitewasbrief:in2007thefamilyhadtofleeagain.OneofMrsKanaphathy’ssonswascaughtbythe LTTE and forced to fight on their side. The other family members lived in a closed refugee camp, without water, food or sanitation. They had given up all hope, when they were liberated on 4 October. Afterstayinginvariouscamps,theKanaphathiesfinallyreturned.Theirhouse,donatedyearsbeforebyZOA,wasstillthere.Anewtimeofuncertaintyhasnowbegun,asMrsKanaphathyandherhusbandtry to rebuild their lives.

5.7.3 NETHERLANDS AND SRI LANKABen Tiggelaar’s Business Seminar on Ultimate Leadership demonstrated that Dutch entrepreneurs can learn a lot from how ZOA staff members in Sri Lanka cope with the recession. ZOA shared leadership experiences with over 200 entrepreneurs and managers from small and medium-sized businesses. The seminarwasratedasprofessional,well-organised,variedandapplicable.Indicativeisthescoreof8(ona10-pointsscale)givenbytheparticipants.The surplus proceeds from the day, as well as those from a collection drive that raised 2.500 euros, were spent on projects in Sri Lanka.


5.7 ZOA Sri Lanka

ZOA Sri Lanka worked in: Ampara,Batticaloa,Jaffna,Killinochchi,Mannar,Vavuniya

ZOA Sri Lanka focused on: Distribution of food packages, temporary shelter, water and sanitation.

ZOA Sri Lanka’s concrete results included the following:

ZOA provided temporary shelters and food for 300.000 refugees.

ZOA Sri Lanka worked with: Al Inzania Organisation, Centre for Peace Building & Reconciliation, Familian Psycho-social Rehabilitation Centre, Jaffna Women & Child Development Association, Lanka Evangelical Alliance Development Service, Mahasakthi Foun-dation, Mannar Association for Rehabilitation of Differently Abled People, Mannar District Hair Dressers Association, Peoples welfare Associ-ation, SHADOW, Socio Economic Development Organisation of Trincomalee, South East Social Service Organisation, The Voluntary Organisa-tion for Vulnerable Community Development, Women’s Development Centre, YGRO

ZOA Sri Lanka’s staff: 205 persons

ZOA Sri Lanka received donations from:

Ministry of Foreign Affairs, CRWRC, WFP, RNE, ECHO,EuropeAid,KIA,PSO,Unicef,ZOANetherlands

ZOA Sri Lanka’s expenditures in 2009:

€ 3.774.641

ZOA Sri Lanka’s budget for 2010 is:

€ 2.916.643

Objectives for 2009

•ZOASriLankaaims–onceaccesstothisareahasbeenrestored–toprovideemergencyrelief in Vanni, Northern Sri Lanka. •ZOASriLankawouldalsoliketodispenseemergencyrelieftodisplacedpersonswhohave

returned and reside in camps in the north. In addition, ZOA hopes to support people from different ethnic groups when they return to their original residential surroundings in the north and east of Sri Lanka.•ZOASriLankaaimstoexpanditsoperationstoSinghalesecommunitiesborderingonthe

current work areas.

Results for 2009

•ZOASriLankamanagedtocontinueworkinginVannithroughout2009andtoprovidethepeople here with emergency relief. •IntheeastZOAprovidedemergencyrelieftoreturningdisplacedpersons.InthenorthZOA

reached only five percent of the people, as the overwhelming share there is still in camps. This objective will be carried over to 2010, when more are expected to return from the camps. •TheworkhasbeenextendedtoSinghalesecommunitiesalongthebordersofthepresent

work areas. ZOA supports Tamils, Muslims and Singhalese in their return to their areas of origin.

Objectives for 2010

•ZOASriLankawillbeinvolvedinprovidingsupportto7.000–10.000returningfamiliesinNorth Sri Lanka between 2010 and 2012.•ZOASriLankawillcontinuetohelpdisplacedpersonsrelocate.Thegovernmentisopening

former LTTE areas up for resettlement. Because much has been destroyed, it will take quite a while for life there to stabilise.•ZOASriLankaintendstoshiftitsfocusfromemergencyrelieftoactivitiesdedicatedtoge-

nerating income by supporting new economic industries and strengthening the community.

‘Their house, donated years before by ZOA, was still there’


5.8 ZOA North Sudan

ZOA has worked among refugees, displaced persons and host communities in North Sudan since 2004. Parts of Darfur in North Sudan became safer in 2009. More and more people are now able to return from the refugee camps to their original places of residence or to other areas. ZOA North Sudan tries to encourage this return process by arranging facilities such as water supplies and schools in the places where refugees return. Averting new conflicts is an important spearhead. In all areas where ZOA operates, peace-building activities were launched with support from the Darfur Community Peace and Stability Fund in 2009. ZOA organised projects for farmers and nomads to co-exist peacefully, by improving water supplies and by separating the corridors that nomads pass through from the agricultural land of the farmers. Working together this way enables everybody to benefit from the natural resources available.

5.8.1 OUR STAFF MEMBERGhadaOmerMustafaKhalid(39)isaprogrammecoordinatorforZOAinEdDaein,Darfur.SheisinchargeofZOA’sworkhereamongrefugees.GhadawasbornandraisedinKhartoum.́ IfeelcompletelySudanese. I have seen all parts of the country and have lived in the North for four years now. I sense the people’s concerns. ZOA helps people form committees and organise platforms to bring about an ‘alternative civil society.’ Ghada has worked for ZOA since 2007. ‘I am delighted to have the opportunity to work for an international NGO. I also want to support my own community and to play a role in solving the conflict in this area.’

5.8.2 OUR TARGET GROUPAzarig Mohammed Ahmed is a nomad who treks back and forth with his livestock between North and South Darfur. ´In June we went from Bahr Alarab in the South to the North of Darfur to escape the insects that bothered our animals. We have made this journey several times over the years. The biggest problem was that farmers had closed off various transit roads. Because the farmers and the nomads need the land and the water, conflicts were frequent here. This year was the first time we got to North Darfur without problems. ZOA helped us by getting nomads and farmers to work together. Our nomads committee is now working with the water committees of the farmers to improve the rest areas and water stations together. We all benefit from this and now work together without conflicts!´

5.8.3 NETHERLANDS AND NORTH SUDANZOA has involved its constituents in the work in North Sudan through a telemarketing campaign. Thanks to this campaign, 1,205 people contributed toward a literacy course for displaced persons in North Sudan. In 2009 these people received a report about the results of the project. The money wasused to train20course instructorsand toconduct literacycoursesaroundKhartoum,drawing480 participants. Next, about 1,500 people attended literacy courses in Darfur. Fifteen percent of the private donors who contributed to this project have become regular donors. On 11 November Minister KoendersvisitedEdDaein,whereZOAworksamongrefugees.


5.8 ZOA North Sudan

ZOA North Sudan worked in: South Darfur: Gereida district, Joghana, Abu Ajura district, Mose, Sekale, Elseref, Ed Daein, Adila and displaced persons in Nyala.

ZOA North Sudan focused on: Education, food security, water and sanitation, income generation.

ZOA North Sudan’s concrete results included the following:

44.000 children in Darfur are attending school, 80.000 farmers receive adult education. With the help of ZOA 340.000 people were reached.

ZOA North Sudan worked with: RedeenKind,SudaneseRedCrescent,SudanAid

ZOA North Sudan’s staff: 52 persons

ZOA North Sudan received dona-tions from:

CBuZa(MFS),CHF,CRWRF,DarfurCommunityPeaceandStabilityFund(DCPSF),FAO,Prisma(MFS),PSO,RedeenKind,UNDP,UNICEF,WFP, ZOA Netherlands

ZOA North Sudan’s expenditures in 2009:

€ 1.552.215

ZOA North Sudan’s budget for 2010 is:

€ 2.304.072

Objectives for 2009

•ZOANorthSudanaimstostrengthensocialcivilsocietyinitsworkareas.•ZOANorthSudanwouldliketoenhancemanagementskillsandincreasetheknowledgeof

its own staff members. •ZOANorthSudanwantstogrowtobeabletosupportthehugenumberofdisplacedper-

sons that still needs development assistance.

Results for 2009

•ZOANorthSudanhasshifteditsattentionfromthecampstoareaswhererefugeesreturnto help local groups set up basic facilities together with other organisations and the go-vernment. ZOA offers training in peace-building, coordination and project management and supports and works with local companies and the universities at Nyala and Ed Daein. •In2009ZOANorthSudanhasinitiatedaprogrammemanagementtrainingcoursewithand

for ZOA’s surrounding programme countries. The course objectives include exchange and capacity enhancement. The course has already been conducted for local staff members in Tanzania. In addition, employee training sessions are conducted four or five times a year.•ZOANorthSudangrewin2009,thankstoexpansionsinSouthDarfur.GereidainSouth

Darfur, which at first had only a field office of ZOA, has been expanded and has become a programme area. In addition, an assessment was conducted to determine whether ZOA might start working in the Blue Nile region as well.

Objectives for 2010

•In2010ZOANorthSudanwilltrytoexpandtoBlueNileState,whereSudaneseareretur-ning from camps in Ethiopia. In South Darfur the work area has been expanded to areas whererefugeesarereturning,toAdilaandKass.InGereidatheprogrammeareaisbeingenlarged as well.•ZOANorthSudanaimstointensifycivilsocietycapacity-buildingtoenablepeoplefrom

the local communities to assume increasing responsibility for ZOA’s activities. Establishing schoolfederationsinconjunctionwithRedeenKindispartofthiseffort.

‘I want to support my own community and to play a role in solving the conflict in this area.’


5.9 ZOA South Sudan

ZOA has worked among refugees and displaced persons in South Sudan since 1998. South Sudan is now at peace, but trust still needs to be cultivated. South Sudan is progressing tentatively from the peace agreement to democratic elections. These elections, originally scheduled for 2009, have been postponed until April 2010. The people of South Sudan have little faith in their government or in the future of their country. Accordingly, they have little incentive to invest their energies in rebuilding their country. A power struggle is in progress, and corruption is a serious problem. In these dark days, ZOA is in a position to make a real difference in people’s everyday lives. ZOA South Sudan is working to build partner organisations, in part by setting an example. People are treated with respect and have the opportunity to thrive. ZOA works continuously to prepare for its departure. Because the situation in South Sudan remains very tenuous, this is a long-term project.

5.9.1 OUR STAFF MEMBER‘In my work, I experience the truth of Jesus’ words, where he says ‘the harvest is plentiful, but the workersarefew’(Lucas10:2).Theneedissogreatandthenumberofpeopleinneedofassistancesooverwhelming. ZOA’s achievements seem like a drop in the bucket. Still, it is encouraging to look back and see where we were, and how far we have come.’

PatrickMabe(40)worksasaprojectmanagerinLainya.‘Iknowwhatit’sliketobearefugee.IamSudanese but was born in Uganda. My family and I fled Sudan and Uganda on various occasions. In Uganda I studied business administration. In 2006 I started working for ZOA. That year ZOA introduced two income generation projects. Because of my academic background, I found them fascinating.’

‘The Christian values I share with ZOA give me courage to face all challenges and obstacles. Concern and love for others is palpable with ZOA. That is truly unique about this organisation. A while ago I had the opportunity to see ZOA’s work in Sri Lanka. I felt very much at home: there, too, I was part of that ZOA family too.’

5.9.2 OUR TARGET GROUPJohn Laki Alfred attended ZOA’s course on ‘Development Drivers’, where he learned how to launch activities and earn an income. As simple as it may sound, it was a huge step for him. ‘We now have the courage to look more than a day or a week ahead. ZOA has opened my eyes’ John tells us. His courage to start a horticulture business and think about the future is an inspiring example to his fellow villagers.

Peres Dudu attended the course as well. She found it an invigorating and inspirational experience and has gone into business as a seamstress. Other women have started making soap or raising goats. With a chuckle, Peres acknowledges that she now argues less about money with her husband; after all, she has her own income.

5.9.3 NETHERLANDS AND SOUTH SUDANHappietaria Restaurant in Groningen donated part of its earnings from 2009 toward ZOA’s HIV/AIDS projects in South Sudan. In 2009 a group of Dutch students visited South Sudan to learn about the HIV/AIDS prevention projects that ZOA runs here. This trip was organised as part of the Act Positive campaign, an effort to raise HIV/AIDS awareness among European young adults. The objective of the trip was to assemble information kits. In 2009 the earnings of Happietaria Groningen totalled € 63.500. This amount was matched by ICCO, providing € 127.000 toward HIV/AIDS prevention projects. ZOA received € 41.000 of this amount for HIV/AIDS prevention projects in South Sudan.


5.9 ZOA South Sudan

ZOA South Sudan worked in: Juba West, Terekeka West, Juba North, Lainya, Maridi & Ibba

ZOA South Sudan focused on: Education, water and sanitation, private sector development(subsistence),HIV/AIDSprevention

ZOA South Sudan’s concrete results included the following:

•38wellsand14latrinesplacedand/orreno-vated.•55teacherstrained.•4.200adultslearnedtoreadandwrite.•Healthprogrammesimplementedin3area’s.In total about 150.000 people are reached with the help of ZOA.

ZOA South Sudan worked with: ASTAD, CAAPH, COMPASS, MSA, RDI, SLDA

ZOA South Sudan’s staff: 64 persons

ZOA South Sudan received dona-tions from:

MinistryofForeignAffairs(MFS),EU(RRP1),Driestar college Gouda, PSO, SRF, UNICEF, Wilde Ganzen, ZOA Netherlands

ZOA South Sudan’s expenditures in 2009:

€ 1.373.970

ZOA South Sudan’s budget for 2010 is:

€ 2.187.651

Objectives for 2009

•ZOASouthSudanwouldliketodevotemoreattentiontocommunicatingwiththetargetgroup for the purpose of planning and feedback.•ZOASouthSudanhopestodomoretoraiseawarenessaboutsustainablecommunity

development.•ZOASouthSudanintendstoreducethenumberofpeopledependentonaidbyexpanding

the work area.

Results for 2009

•In2009ZOAreceivedextensiveinputfromthetargetgroupviaevaluationsessions.•ZOAstaffmembersandagrowingnumberoflocalgovernmentinstitutionsandlocalleaders

are integrating sustainable development in their rehabilitation work. Retaining this focus is important to ensure that self-confidence continues to grow in the communities.•TheprogrammeintheEastofJubaCountywasnotlaunchedforlackoffunds.ZOAwill

continue raising funds toward this programme.

Objectives for 2010

•ZOASouthSudanaimstoimprovethecircumstancesof300familiesinJubaWest.•ZOASouthSudanhopestosupportlocalpartnerorganisationsandlocalauthoritiesin

Lainya, Juba and Terekeka.•ZOASouthSudanwouldliketoexpandtheHIV/AIDSprogrammeinLainyabyonepayam(sub-divisionofaprovince)inMoroboCounty•ZOASouthSudanwishestoexpandthepresenteducationandwaterandsanitationpro-

grammes in Juba North by two payams in Juba East.

‘We now have the courage to look more than a day or a week ahead’


5.10 ZOA Thailand

ZOA has worked in Thailand since 1984 among refugees from Myanmar staying at camps along the border between Thailand and Myanmar. Little changed for the refugees in the camps in 2009 with respect to previous years. They still lack any prospect of being able to provide for their own subsistence in the future. The government does not allow them to work or study outside the camps. ZOA’s educationalcurriculumfortheKarenrefugeesoffersthemself-enrichmentopportunities.Educationalcredentials will help them build a new life in another country. ZOA is preparing to transfer activities to a local organisation. In addition, ZOA is looking for other potential local partners able to take over these programme components.

5.10.1 OUR STAFF MEMBERKellyLapkorekkasuk(37)hasworkedasaprogrammemanagerforZOAThailandsince2002.Herunstheeducationalandoccupationaltrainingandsubsistenceprogramme.KellyisChristianandisoneoftheKarenpeople,withwhomZOAworks.‘Iwasbornandraisedinthisborderregion,wherewenowwork among the refugees. I am one of them. As a Christian, I also feel at home with ZOA. My values are the same as those of my co-workers. Our work is about human dignity, stewardship, loyalty and justice. I cherish these values .’´I started to work for ZOA to earn money but also because I was concerned about the schooling available to refugee children. I am now in a position to help improve the educational system at the refugee camps and am witnessing first hand that ZOA´s approach works. This has helped ZOA earn the trust of refugees and donors alike. I am enormously proud to have helped make ZOA’s educational projects in the camps succeed.’

5.10.2 OUR TARGET GROUPSor Lo La is being chased. He lives just outside the Nong Bua refugee camp in Thailand. Today the police told him that he is no longer allowed to live outside the camp. He and his wife and baby daughter will have to find a place to stay inside the camp. In June he and his wife fled from Myanmar to a refugee camp in Thailand, where his daughter was born. Sor Lo La was a schoolteacher at a refugee camp in Myanmar, along the Thai border. In June the surge of unrest along the Thai border led all the camp’s residents to flee to the Nong Bua camp in Thailand, straining the capacity of the camp, which was already full. Soon all refugees in Nong Bua will have to move again, this time to Mae La refugee camp. Sor Lo La attends ZOA’s teacher training course, which serves in part to facilitate the transition to Mae La’s school system. Sor Lo La hopes to find peace and safety at Mae La.

5.10.3 NETHERLANDS AND THAILANDDuetothesurgeinviolenceintheborderregion,largenumbersofKarenrefugeesfledfromMyanmarto Thailand in October 2009. Within a week over 4,000 people were in need of shelter and facilities at the refugee camps in Thailand. Thanks to three corporate donors, ZOA was able to help quickly. A total of 15.500 euros was raised toward an emergency relief project, enabling ZOA to provide schooling for the children at the temporary camps. This quick action of our constituency was in addition to the long-term commitment of Dutch schools with the education projects in Thailand.


5.10 ZOA Thailand

ZOA Thailand worked in: Mae Hong Son Province: Mae Ra Ma Luang en Mae La Oon refugee campsTak Province: Mae La, Umpiem and Nupo refugee campsKanchanaburiProvince:DanYongrefugeecampRatchaburi Province: Tham Hin refugee camp

ZOA Thailand focused on: Primary schooling, occupational training, income-generating activities

ZOA Thailand’s concrete results included the following:

135.000 people were reached by ZOA directly and indirectly by means of vocational training, English language courses, training of teachers, providing school supplies and repairing of schools.

ZOA Thailand worked with: Coordination Committee for the Services to DisplacedPeopleinThailand(CCSDPT),KarenRefugeeCouncil(KRC),ThaiMinistryofEduca-tion(MoE),Thaieducationalinstitutes

ZOA Thailand’s staff: 58 persons

ZOA Thailand received donations from:

Baptist World Aid Australia, Belgian Embassy, Ministry of Foreign Affairs, CBC/III, Europe Aid, GGP,ICS,Prisma(MFS),PSO,SavetheChild-ren Sweden, UNHCR, UNICEF, World Education, ZOA Netherlands

ZOA Thailand’s expenditures in 2009:

€ 4.008.698

ZOA Thailand’s budget for 2010 is: € 3.695.889

Objectives for 2009

•ZOAThailandaimstoimproveoperatingsystemswithlocalorganisationsandlocalstructu-res. ZOA Thailand intends to consolidate the programme through new approaches and by forming new partnerships.•ZOAThailandhopestocontinueinvestinginprojectquality.

Results for 2009

•Devisingnewapproachesandformingnewpartnershipsareongoingsubjectsofinterest.Once again in 2009, ZOA managed to reach new partnership agreements with local organisations.•In2009ZOAonceagaininvestedinimprovingprojectquality.Standardsofeducational

quality have been established, and a model school opened to this end serves as a pilot project.

Objectives for 2010

•Strengtheningcurrentorganisationsandnetworkstoachieveasustainableeducationalsystem. Access: 43.000 students, 2.000 teachers and 120 support staff.•Transferringsupportforoccupationaltrainingprogrammestoacounterpartorganisation,

guaranteeing longer-term continuity.•Improvingtheincomeofrefugeesbylaunchingsmall,profitableprojectsinagrariansurroun-

dings. Access: 160 participants from the camps and 60 from the local population.

‘I am now able to help improve the educational system at the refugee camps’


5.11 ZOA Uganda

ZOA has worked in Uganda among returning refugees since 2007.ZOAworks in theKaramoja region, inNortheastUgandaand inPader in theNorth.Now that theLord´s Resistance Army has been defeated in the North, and government troops have moved into the Northeast to disarm tribes, this area has become much safer. The people who fled are returning in massive numbers. Because a great many people depend on scarce resources, ZOA is starting a food programme that entails forming and supporting groups of farmers. ZOA is integrating the different projects to serve the community as a whole. The parents benefit from agriculture projects, the children receive schooling, and the entire community has better access to water and sanitation projects. ZOA’s method includes having staff members live in the villages. This helps ZOA track the people’s needs.

5.11.1 OUR STAFF MEMBER´The people I work for and I are equals. I was born in this region and share their experiences. This is why wecantalkandtakedecisionsasequals.’LowilaOketayot(40)coordinatestheagricultureprogrammeinKitgumforZOAUganda.

Lowila has worked for ZOA since 2008. ´This work gives me the opportunity to apply my studies in practice. I am also in a position to help the people I know and understand advance. Their needs can be overwhelming. Teaching people to assume responsibility is challenging, I am starting to notice progress: farmers feel encouraged and are helping rehabilitate their communities.’

´What motivates me more than anything is knowing that the Lord tells us to cherish and serve His children. Giving people hope again makes me happy.’

5.11.2 OUR TARGET GROUPBeatriceAolOmayo(20)hasexperiencedterriblethings.Atageeight,shewaskidnapped.́ Iremembereverything. They broke down the door of our hut and dragged me off. My mother did nothing. If she had objected, they might have killed her. We travelled with the group of rebels across North Uganda to the border with Sudan. We looted and set fire to huts and took children with us. I did that too, I had no choice. After a year I escaped. When I returned to my village, I found that my mother had died, and my father had been abducted as well. He never returned.’ Beatrice radiates strength. She is now a volunteer at an organisation of former kidnapped child soldiers. ´I do not hate the rebels who kidnapped me. They are victims, just as I am. There is nothing to forgive.́

5.11.3 NETHERLANDS AND UGANDAEOtelevisionhostAndriesKnevelandReverendGertHuttentravelledtoUgandatoobserveZOA’sworkthere inNovember2009.KneveltalkedtoMartin,aformerwarchild,whoisnowworkingforthe reception of other children who were forced to be a soldier. It was an in-depth conversation about forgiveness,hopeandfuture.MartinwasoneofmanypeopleoutofthetargetgroupofZOAKneveland Hutten talked to. They described their experiences in Visie, in the Friesch Dagblad and in the KatholiekNieuwsblad.AndriesKneveltellsmoreaboutthistriponradioandtelevisionprogrammestobe broadcast in 2010.


5.11 ZOA Uganda

ZOA Uganda worked in: Pader en Amudat district

ZOA Uganda focused on: Food security, water and sanitation, education, private sector development, AgroBusinessChain-Development.

ZOA Uganda’s concrete results included the following:

•32classrooms,•8housesforteachers,•580familylatrinesandschoolfurniture.•Toiletsfor4schools,seedsandagricultural

tools for all farmers worth € 30 each, training for parent-teacher councils and smc’s, farmers’ groups and local partners. •30villageswithonaverage50familieswere

provided with water taps and latrines.•4.800farmerfamilies(onaverage7personsperfamily)and9.700schoolchildrenwerereached with the help of ZOA.

ZOA Uganda worked with: ChristianCounsellingFellowship,DioceseofKit-gum,Fokapawa,KwalRyeko,KaramojaDioceseDevelopment Services, Africa2000 Network, District Local Government, AT Uganda, UNADA.

ZOA Uganda’s staff: 42 persons

ZOA Uganda received donations from:

Aqua4All,CRWRC,FAO,MWH,Prisma(MFS),PSO, ZOA Netherlands

ZOA Uganda’s expenditures in 2009:

€ 1.164.051

ZOA Uganda’s budget for 2010 is: € 1.443.389

Objectives for 2009

•ZOAUgandawantstoopenasecondprogrammearea–inKaramoja.Thisprogrammewillfeature projects dedicated to agriculture and food security and community development for PokotrefugeesreturningfromKenyaandsurroundingareas.•ZOAUgandaaimstoexpandtheagricultureprogramme,theprogrammeforprimaryeduca-

tion and the one for water and sanitation in Pader.•ZOAUgandawillhelprebuildtheprivatesectorandwillstrengthenlocalcorporateindustry

in 2009.

Results for 2009

•ZOAstartedworkinginKaramojain2009andintheAmudatdistrict.ZOAworksinpartner-shipwithKaramoiaDiocesonciviceducationandagriculture.•ZOAreachedmorefarmergroupsandtrainedtheminimprovedagriculturaltechniques.The

education project reached 26 schools in Pader. The water- and sanitation programme stayed at the same level.•InAugust2009ZOAstartedachallengingprojecttostimulatefarmerstoworkmoreona

commercial basis. Not only on farming itself but also on marketing and sales.

Objectives for 2010

•Encourageincome-generatingactivitiesforreturningrefugees(access:4.000families).•Developtheprivatesectorbyrestoringthe(agrarian)productionchain(access:1.350farmers).•Startprimaryeducationforwarvictims(access:10.000children).•Improvequalityoflifeforwarvictimsbyrepairingwaterandsanitationfacilities(access:10.000people).

‘Beatrice is now a volunteer at an organisation of former kidnapped child soldiers’


6. Quality control and accountability


‘Practice what you preach … communicate your message and your actions and learn from expe-rience.’ This pithy description reveals what quality control is about. Not about endless procedures and paperwork. ZOA’s quality control goes to the very heart of our daily work with refugees and displaced persons. It reflects how the organisation handles this daily work and approaches accountability. How ZOA continues to learn and to apply these lessons learned. This is precisely because the surroun-dings where ZOA operates are complex and dynamic, and because the outcome of our work is often impossible to predict.

ZOA Refugee Care conveys its ambition to deliver quality in its mission: ’We provide maximum added value to those we support and those who support us.’ This involves adding value to the ‘parties’ we work with. Primarily to the target groups we support in Africa and Asia, but also to the private and institutional donors that provide the financial resources for ZOA’s work.

6.1 ISO-CERTIFICATIONIn 2008 ZOA took the next step in formalising its quality control by obtaining ISO 9001:2000 certifi-cation for the organisation in the Netherlands. In 2009 ZOA´s quality control has been updated to the ISO 9001:2008 norm.This included the trend prevailing in the sector of responding to the demand for clear accountability by viewing external quality certification as a standard. ZOA is now preparing the next steps. In 2009 all ZOA country organisations started with the preparation for external certifica-tion. The objective is for all countries to be certified by 2010. In addition, ZOA will examine whether accountability toward the target groups can be more specific, especially because they are relatively weakinthe‘assistance’chain.ParticipatingintheHAP(HumanitarianAccountabilityPartnership)isa possible option. This international organisation applies standards that complement ISO 9001.

6.2 STATEMENT OF ACCOUNTABILITYThe board of ZOA Refugee Care subscribes to the following principles:Withintheorganisation,the‘monitoring’function’(adoptingorapprovingplansandtrackingthe•organisationanditsresults)isdistinguishedfrom‘managing’i.e.’execution.‘The organisation tries continuously to optimise allocation of resources to ensure that ZOA pursues •objectives effectively. This has been set forth in our quality and control model. The organisation strives for optimal relations with interested parties, focusing on information •provision and on recording and processing desires, questions and complaints. The organisation as a whole, both in the Netherlands and in the areas where it operates, is in continuous contact with interested parties to make ZOA’s work possible.

For details, see our certified quality manual and corresponding documents.The sections below describe very generally how ZOA has implemented the first two principles. More details about relations with constituents, information disclosure, the complaint procedure and codes ofconductappearinthereportaboutFunding(page63).MethodsofinteractingwithvolunteersaredescribedintheReportfromtheCEO(page73).AdditionalinformationaboutthetargetgroupisintheintroductiontoChapter4(page21).

ZOARefugeeCareisinfullcompliancewiththegoodgovernancecode(“CodeWijffels”).

6.3 MANAGEMENT AND SUPERVISION

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


6.3.2 THE SUPERVISORY BOARDThe Supervisory Board reviews whether the policy and input of the CEO reflect the interests of the organisation with respect to its public service role, and whether the CEO has duly considered the concerns of the different parties interested in the foundation.

The Supervisory Board has been entrusted with the following tasks and areas of authority:supervising and monitoring the identity of the organisation•ensuringthattheboardisfunctional(byappointing;evaluating,suspendinganddismissing •(membersof)theboard)determining how many members the board has•monitoring the normative context in which the board of the foundation operates•arrangingproperlyfunctionalinternalsupervision(byappointing;evaluating,suspendingand •dismissing(membersof)theSupervisoryBoard)advising and providing feedback to the board•integral supervision of the board’s policy and the general state of affairs within the foundation•evaluating and – if prescribed by the articles of association – approving decisions by the board;•supervising policy for information, awareness, advocacy, fundraising and effective allocation of •resources obtained.

The Supervisory Board also ensures that the policy implemented by the board corresponds with the (multi-annual)policyplansandbudgetsthathavebeenadoptedandapproved.TheSupervisoryBoardand the CEO agree on the benchmarks to be applied by the Board. The Board shall base these on external codes and guidelines and shall review compliance periodically.

6.4 OPTIMAL ALLOCATION OF RESOURCES: ZOA QUALITY AND CONTROL FRAMEWORK

ZOA Refugee Care greatly values the quality of its operations. In recent years, however, rapid growth has jeopardised this aspect, and we have had to invest more in the quality of our organisation. Accordingly, we have identified reinforcing internal management and control as a strategic course or spearhead of the organisation.

We have defined internal control in this case as:‘The collection of measures that generate a reasonable degree of certainty regarding:

effectiveness and efficiency of our procedures and activities;•reliability of our financial reports;•compliance with relevant legislation and regulations.’•

The measures that ZOA has taken comprise the following categories:core values of the organization; •structure of the organisation;•structure of operations;•proceduresandguidelines(policy);•support systems.•

6.4.1 CORE VALUES OF THE ORGANISATIONOrganisational culture, staff integrity and vigilance of an organisation are the foundation for internal control. ZOA’s mission is the central reference point for steering the organisation. Getting the orga-nisational culture right is critical for running responsible operations. The management is an important role model in this process.


Our identity has directed us in determining core values to steer the desired organisational culture. Basedonthesefourvalues(faithfulness,humandignity,stewardshipandjustice),thiswillmeanthefollowing for ZOA’s management and control processes:

added value for target groups, constituency and donors; •being accountable for responsible and effective deployment of human and material resources the •realisation of the added value;honesty and transparency as the underlying principle for all internal processes.•

6.4.2 STRUCTURE OF THE ORGANISATIONThe organisation is structured to guarantee the minimum functional division required to realise internal control objectives, both in the organisation as a whole and in the individual country organisations. The Internal Control Department, which reports to the director and the audit committee therefore operates from within the Finance Department at the head office. In the country programmes quality people need to be found for at least the Programme Advisor, the Programme Manager and the General AffairsManager(responsiblefortheoperationsinthatcountry),undertheaegisofthecountrydirec-tor, to ensure sound operations.

6.4.3 STRUCTURE OF OPERATIONSThe structure of operations is summarised in the diagram below:

All these processes have been described and are periodically examined to verify their structure, exi-stence and impact. Deviations, depending on the context, are permitted, provided they are announced intheCountryAnnualPolicyPlan(CAPP).The external review is conducted for the annual accounts and for special projects. The audit of the annual accounts is supervised by Pricewaterhousecoopers Accountants N.V. in the Netherlands, which directs the other auditors, who, whenever possible, come from one of the four major accounting firms.

6.4.4 PROCEDURES AND GUIDELINESProcedures and guidelines have been devised for all operations to guarantee that the requirements for the organisation are met, and that stated objectives are achieved. This is compliant with the ISO 9001:2008 norm for quality management systems.

ZOA qUALITy AND CONTROL PROCESSES

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Management Pro-cess

Planning Businessplan 3 years rolling

Rolling strategy plan

CountryAnnualPolicyPlan(CAPP)

Annual Budget

Implementation process

Project management cycle

Management of general costs

Fundraising

Support processes HR

Account Team

Stock & asset management

Policies / Guidelines

Cash management

Compliance

Procurement

Finance & Control

Review process Q4-report

Annual report

Q1-report

Risk assesment

Q2-report

30/06 risk report

Q3-report

Audit Process

Internal audit process Balance sheet controlsProcess & analytical reviewsQ4-report

Field visitsProces & analytical reviewsQ1-report

Review risk assesmentProces & analytical reviewsQ2-report

Field visitsProces & analytical reviewsQ3-report

- Financial

- Compliance

- HR

- Programmatic

- Quality

External audit process Annual Audit ISOLetter of representation of country directorAudit report

Interim audit

Management Letter


6.4.5 SUPPORT SYSTEMSTheProgrammeManagementSystem(PMS)andtheZOAInformationSystem(ZIS)arethemostimportant applications that ZOA has developed to support its operations. These systems are moreover continuously being redeveloped to keep up with advances in the sector. In addition, we are trying to set up an extranet dedicated to promoting knowledge management within the organisation.

6.5 RISKMANAGEMENTZOA is exposed to risks in conducting its activities. We are aware of these risks, which may have a major impact on the organisation, if they receive insufficient consideration. Risk management is there-fore formalized within the operations of the organisation, and risks, including any mitigating measures, are systematically registered. The main risks may be summarized as follows:

Description RiskHigh/Medium/Low

ImpactHigh/Medium/Low

Mitigating measures

1) Execution risks•executionquality•exceedingthebudget

M M •Closesupervisionofcompliancewithinternal procedures.•Projectsforamountshigherthan

€ 400,000 subject to a comprehen-sive audit.

2) Compliance risks•failuretocomplywithrulesofinstitu-

tional donors

L H •Closesupervisionofcompliancewithinternal procedures.•Projectsforamountshigherthan€

400,000 subject to a comprehen-sive audit.

3) Safety risks•Politicalinstability•Workingin(post-)conflictareas

H H •Continuouslyupdatesafetyproto-cols.•PeriodiclocalconsultationwithUN,

Dutch Embassy and other NGOs.•Increasedsupervisionbyheadoffice

in critical situations.

6.6 ANTI-FRAUD AND ANTI-CORRUPTIONZOA’s anti-fraud and anti-corruption policy helps prevent and enables a rapid response to fraud and corruption and signs of such practices.

ZOA strongly discourages all facets of fraud and corruption. If fraud has been established and ZOA has suffered damages, then the persons who committed the fraud should not obtain any kind of benefit. ZOA will recover any losses from all persons that committed the fraud, whether they are ZOA employees or not, through a court of law with the appropriate jurisdiction.

In 2009 four reports of fraud and corruption were received from the programme countries. Two fraud incidents were soon discovered by the internal audit department, and the staff members involved were subsequently terminated. ZOA has reported the incidents to the police and is suing for damages. The extent of the damages was limited. The other two reports concerned accusations of fraud and corruption by persons outside the organisation and have been investigated by the Internal Auditor. Both accusations proved false, although they did lead to more rigid internal procedures to avert any semblance of irregularities.

6.7 EXTERNAL SUPERVISION AND EVALUATIONZOA’sworkisevaluatedbyvariousexternalauditors(includingsomefromgovernmentinstitutions)and accredited auditors. ZOA also has an internal audit system to guarantee effective and efficient procedures. The ZOA Management and Control Framework is reviewed regularly to evaluate its ef-fectiveness and efficiency according to prevailing quality standards, such as COSO.


Objectives for 2009 Results in 2009

ZOA will prepare the country offices in the countries where the organisation is active for ISO certification.

A ‘self-assessment’ has enabled the countries to identify possible gaps in compliance with ISO standards. In early 2010 these findings can be used to draft an implementation plan.

ZOA will continue elaborating the PME framework, by adap-tingittocorrespondwithsector-specificpolicy(education,foodsecurity,etc.).

Sector-specific policy on capacity-building and education has been completed. Policy on food security and on water and sanitation is under development and will be completed in the course of 2010.

ZOA will continue elaborating the organisation’s extranet LIZZ and will try to satisfy the corresponding technical precondi-tions.

Technical preconditions have been met for the new extranet environment. Implementation will take place in 2010.

Now that the Management and Control Framework has been fully implemented, the great challenge is to maintain this standard. Focused training and support for the country programmes encourages countries to manage their financial affairs independently.

The different country organisations have been analysed. Pro-gramme countries where the quality could bear improvement have received individual guidance. Financial staff members from the more robust countries have attended a collective training session. Similar measures will be taken in 2010.

The internal audit department will perform a comprehensive review of the organisation. This will serve as a foundation for the external auditor and should reduce audit fees in 2010.

Eight out of ten countries have undergone an audit by the internal audit department. These audits have been reviewed by the external auditor, leading to improvements in the fourth-quarter audits.

Objectives for 2010In addition to the activities continued from 2009, the objectives for 2010 are:•Draftabusinessplanfor2011-2015basedonthenewSignsofHopestrategyplan•BecomeamemberoftheHAP(HumanitarianAccountabilityPartnership)•SetupacontrolstructurefortheDutchConsortiumforRehabilitation,onceanMFS2grantis

forthcoming.


7. Funding


7.1 INTRODUCTIONThe Funding Department had a stable year in 2009. While the department’s size, staffing and structure underwent major changes in 2008, the team was able to pursue a steady course in 2009. Internal de-partment tranquillity benefited everybody’s creative input and efforts to maintain income levels despite the recession and allowed us to continue our dedicated efforts to serve the target group in Africa and Asia.

The department consists of different groups addressing the respective groups in ZOA’s constituency in the Netherlands:• Individuals,• schools,• churches,• businessesandcapitalfunds.In addition, a separate unit supports the different country offices in Africa and Asia in institutional fund-raising. Additional details appear in Section 5.2.

ZOA focuses on three areas of interest in communications with its constituency: • awareness• inspiration• mobilisationZOA informs the different groups in its constituency about the circumstances of refugees and displaced persons,aboutpovertyandsevereinjustice(awareness).WerelatethisinformationtoaBiblicalvisionofourconcernandresponsibilityforourneighbours(inspiration).Finally,weoffervariousopportunitiesforpeopletobecomepersonallyinvolvedinZOA’swork(mobilisation).

The Funding Department aims to accomplish more than high financial returns alone. Since 2007 ZOA has featured the slogan ‘do right by refugees’ in these efforts. We also submit that everybody can contribute in his or her own way to do right by refugees. Monetary support is but one of many ways for the constituency to express involvement in ZOA’s work. Support consisting of time, knowledge and prayer is also very welcome. ZOA aims to motivate people to help refugees in whatever manner suits them best.

7.2 FUNDRAISING

7.2.1 INDIVIDUALSZOA has a constituency of loyal donors, volunteers and collectors. ZOA has 63.200 individual donors and21.000volunteers(includingcollectors).In2009thelistofdonorswasexpandedbyabout5%,despite the recession. ZOA is grateful to this large, faithful constituency.

ZOA’s constituency remains abreast of the work the organisation does through various channels. The Funding Department publishes ZOA-Magazine Nieuws five times a year and ZOA-Magazine twice a year. Additionally, a newsletter is circulated by e-mail twelve times a year. ZOA compiles customised informationforambassadors,volunteersandchildrenandcirculatesitfourtimesayear(ZOActiefandZieZOA).

In 2008 a readers’ survey was conducted. The survey revealed that the constituency has a favourable impression of ZOA. In addition, constituents are more interested in the personal stories of refugees and ZOA staff members than in articles featuring context. Readers also want to see tangible results. Mem-bers of the constituency have indicated clearly that the way they are addressed in mailings determines whether they donate. ZOA has considered the findings in the evaluation of the different communication vehicles. The results of the survey conducted in late 2008 were analysed in 2009.

7. Funding


The highlights are as follows:

• ZOAcomesacrossasaprofessionalanddedicatedorganisationwithintegrity.• ManydonorswhohavenotdonatedtoZOAinoneorseveralyearsmentionthatthisisnotadelibe-

rate decision.• Theobjectiveofthee-mailnewsletterisunclearandattimesunwelcome.In2009thelayoutwas

therefore adjusted and the publication frequency increased.• Themostloyalgroupintheconstituencyconsistsofthoseover50.ZOAseesforgingstrongerties

with the younger constituents as a challenge.• ThetoneinZOA’scommunicationvehiclesappealstomanydonors.

7.2.2 CAMPAIGNS EN EVENTSZOA organised Walk4Water for the third time and took part in the Act Positive campaign. ZOA conti-nued to organise the annual door-to-door collection drive, and the ambassadors lobbied for ZOA within their own network. ZOA also manifested at Opwekking, the EO-jongerendag and the Flevo Festival with information booths and activities. While organising the Red Ribbon World AIDS Day Concert, interest proved minimal, unlike in previous years. The concert was cancelled to avoid incurring unnecessary costs.

Event Number of people reached Proceeds

Wandelen voor water 550.000 € 320.000

Opwekking 10.000

EO-jongerendag 30.000 visitors

Flevofestival > 10.000 visitors

In 2009 over 20,000 volunteers turned out for ZOA’s annual door-to-door collection drive. Unfortuna-telytheproceedswerelowerthaninpreviousyears(€924.000),dueinparttoinsufficientdeploymentat all collection sites.

SchoolsMany Protestant schools are taking an interest in ZOA’s work. The schools and students express their concern in various ways. The chart below reveals how many schools and students were active for ZOA, and what they did.

Action Number of schools involved Number of students involved

Wandelen voor Water 47 primary schools 1.570 students

WWKidzlespaketten 29 schools 1.450 students

Just Care lespaketten 1 secondary school 100 students

Kruidnotenactie 43 primary schools, 3 secondary schools 1.440 students

Other actions 30 primary schools, 21 secondary schools 22.500 students

School outings 1 school to North Uganda, 1 school to Thailand, 3 school to Liberia, 1 school to Cambodia

ChurchesChurches are loyal supporters of ZOA. Massive donations were received from churches toward the emergency relief campaign. Altogether, 684 churches are actively involved with ZOA. These churches contribute to the door-to-door collection drive or save toward specific projects in the programme coun-tries. Financial support from the churches increased slightly in 2009.

7.2.3 BUSINESSESThefourthgroupofZOA’sconstituentsconsistsofbusinesses(443,2008:376)andcapital funds(49,2008:46).


ZOA Corporate / Business AmbassadorsThe Business Ambassadors model developed in 2008 was launched in 2009 to cultivate ties between entrepreneurs in the Netherlands and ZOA´s target group in the South. This gets ZOA’s business rela-tions more involved in ZOA’s work in the different countries.

During the year under review Business Ambassadors visited Cambodia, Liberia and Ethiopia. In addition to these 3 countries, Sri Lanka, Congo and Burundi also have a Business Ambassadors team that helps the country obtain funding for parts of the country programmes that are tough to finance.

Capital fundsZOA has several long-term partnerships with Dutch capital funds. ZOA tries to strengthen and expand its ties with these funds whenever possible.

Major donorsIn 2008 ZOA examined whether major donors have different information needs. None were identified. Our major donors are generally satisfied with the information they receive about ZOA’s fieldwork. ZOA therefore continues to seek ways to involve donors, including the most generous ones. The relations management system developed in 2009 will be supported by specific software in 2010.

7.2.4 INSTITUTIONAL DONORS & PARTNER ORGANISATIONSThechiefobjectiveoftheInstitutionalDonors&Partnerorganisations(ID&P)unitisfundraisingamonggovernments and partner organisations. The department supports the programme countries in these efforts.

The core duties of the ID&P are:• Improveacquisitionsinandfortheprogrammecountries• Qualitycontrolofproposalsandreports• ContactswithdonorsandpartnerorganisationsinEurope• ContactswithfundraisingorganisationsintheNetherlands(third-partycampaigns).

Improve acquisition in and for the programme countriesDue to a shortage of manpower in the department, the objectives for 2009 were not fully met. In the course of the year an in-depth analysis was performed in conjunction with the programme department to investigate why project proposals were rejected. The main areas in need of improvement included clear formulation of the objectives to be accomplished and accessibility of the actual project proposals. A project will be launched by ID&P to improve proposal quality in 2010.

Quality control of proposals and reportsThe checklists and protocols devised for individual donors in 2008 were introduced in 2009. The internal audit department used them to assess the extent to which country programmes comply with legislation and regulations. As planned, the procurement guidelines were reviewed in 2009 and will be extended to the countries in 2010. In 2009 ECHO audited the organisational quality and the extent to which procurement guidelines have been observed in recent years. The results of the audit were very favourable: no deficiencies were identified at ZOA. Contacts with donors and partner organisations in EuropeRegular working visits were paid to various donors and partners, at venues including The Hague, Brus-sels, London, Geneva and Washington. While such visits do not always relate directly to donations al-located, professional relations greatly benefit from investing in personal contacts. These visits also yield a wealth of information about the desires and methods of these donors. This is clear in part from the rise in requests to submit project proposals for countries such as North Sudan, Sri Lanka, Uganda and the Democratic Republic of Congo.Better presentation material in English is needed.


Third-party campaignsThird-party campaigns are fundraising campaigns arranged by other organisations, such as EO-Metter-daad, Happy Gift and Wilde Ganzen, and from which the proceeds are earmarked for ZOA. The Annual Accounts list the proceeds from third-party campaigns separately.

In addition to the monies raised, EO-Metterdaad produced a four-part television series about ZOA’s water and sanitation projects in Liberia.

7.3 INFORMATIONZOA’s mission statement mentions that the organisation aims to appeal to the constituency in the North to assume responsibility and become involved with the target group in the South. In 2009 this was beautifully manifested by the growing ambassadors’ network. By now, hundreds are actively involved, each applying his or her unique talents. This ranges from entrepreneurs who brainstorm with a ZOA country director or a schoolteacher who initiates a massive campaign at her school to the busy account manager who mans a ZOA booth at a Saturday event. There are also hundreds of junior and young am-bassadors, who enthusiastically dedicate their efforts to ZOA, seeking sponsors among friends, neigh-bours and family members, keeping weblogs and providing information sessions for younger students.

The results of this ambassadors’ network are only partially quantifiable. The specific number of ambas-sadors is available, as is a reasonably accurate impression of the number of articles about subjects such as school campaigns. Because the activities of individual ambassadors are a drop in the bucket, however, circles of awareness and inspiration may extend well beyond ZOA’s scope of vision.

Type of ambassador Objectives for 2009 Results for 2009 Objectives for 2010

Schools Junior 400Direct access: 9.000Indirect access: 3.600

441Direct access: 9.923Indirect access: 3.969


Schools Young adults 48Direct access: 4.000Indirect access: 1.600



Individuals Adults 138Direct access: 18.000Indirect access: 120.000



Businesses Business 12Direct access: 120

9Direct access: 90

29Direct access: 290

Total 598Direct access: 31,120Indirect access: 139,600

734Direct access: 41,639Indirect access: 154,758


In 2009 the Act Positive awareness campaign was continued. This campaign raises awareness among young adults about HIV/AIDS problems and mobilises them to get the theme more explicitly on the EU agenda.ActPositiveisapartnershipbetweenTear,Woord&Daad,ZOA,KinderNothilfeandAcet.Each year these five organisations plan a youth conference together. In 2009 this conference took place in Slovakia; in 2010 it will be in the Netherlands.

Inaddition,ZOAstaffmembersdelivered75presentationsatprimaryschools(plan:100)and24atsecondaryschools(plan:17)todisseminategeneralinformation.

Making leadership work under extreme circumstancesOn 10 March 2009 over 200 entrepreneurs and managers attended ZOA’s business seminar ‘Ultimate Leadership’ by Ben Tiggelaar. ZOA shared lessons in leadership with entrepreneurs and managers from small and medium enterprises. This enhances ZOA’s imago as an effective care provider and gives participants greater insight into the lives and surroundings of displaced families, ZOA’s target group. Guest speakers included Jan Baan and Colonel Arie Vermeij.


7.4 COMMUNICATIONSThe communications unit is part of the information department. The unit serves a twofold purpose. The first is to raise awareness among its constituents and to inspire and mobilise them. In addition, the Communicationsunitassiststheothers(individuals,campaignsandevents,businessesandinstitutionaldonorsandpartners)withfundraising.TheCommunicationsunithelpsHRMbrainstormaboutlabourmarket communications, works with MP4 on policy matters relating to publicity and internal communi-cations, assists the MT with crisis communications and aids the country offices in drafting international communications.

In addition to general information about ZOA sent to all interest parties, such as the Annual Accounts and the magazine, certain groups receive specific information. Churches sponsoring specific groups get customisedupdates.Thechannelsusedforthiscommunicationinclude:Internet(websitewww.zoa.nlande-mail),newsletters,leaflets,pressreleases,annualreportsandmagazines.Informationissuppliedboth in writing and orally. ZOA delivers presentations about ongoing projects at churches and schools. Businesses are invited to visit programmes run by ZOA and receive additional information about the projects they support.

7.4.1 PRESS COVERAGEZOA surfaced frequently in the press in 2009, both nationally and locally / regionally and both in print media and on the radio. Press coverage highlights:

A journalist from the daily De Pers accompanied a ZOA team to Myanmar, one year after Cyclone •Nargis. Two extensive reports resulted.WhenseveralNGOswereforcedtoleaveSudaninMarch,newspapers(especiallytheNederlands•DagbladandtheReformatorischDagblad)andradiostations(radio1,radio5,GrootNieuwsRadio)contacted ZOA regularly for information. The same holds true for the final stage of the civil war in Sri Lanka. The bimonthly column in the Christelijk Weekblad, to which six ZOA staff members contributed, •marked a new press coverage format for ZOA in 2009, a nice new style of presenting a personal perspective to the constituency.Local newspapers featured articles about school campaigns, about journeys by students to ZOA •project areas and about door-to-door collection drives. Walk4Water was featured nationally and locally, including in ‘Piets weerbericht’, a weather report •recorded on site and broadcast on the SBS6 station. In November an EO media team travelled to Uganda; the trip generated several columns and articles. •Radio and television broadcasts following this trip are scheduled for 2010.

7.4.2 EMERGENCY RELIEFEmergency relief figures within ZOA’s mandate: ZOA helps people in areas struck by a disaster or con-flict. As it is Inherently impossible to plan, emergency relief cannot be included in the objectives either. In 2009 three emergency relief campaigns were carried out, each one very different from the other two. The emergencies arose from various causes, ZOA’s manners of operating in the areas concerned were similarly diverse, and the nature of relief provided therefore differed as well.

In February ZOA teamed up with Woord en Daad on an emergency relief campaign for the victims •of the civil war in Sri Lanka. InJuneZOAworkedwithRedeenKind,TearandWoordenDaadtolaunchacampaignforEast•Africa because of the extended drought in the area. Although the emergency relief campaign was a response to the drought, ZOA deliberately opted to focus on long-term solutions. ZOA has used the donations received to launch activities in North Uganda to promote a sustainable food supply and reduce vulnerability in new drought periods.In October the Philippines were hit by a cyclone, while Sumatra experienced an earthquake and India •suffered heavy flooding. Together with Tear and Woord en Daad, ZOA launched an emergency relief campaign for Southeast Asia.


Each of the emergency relief campaigns included placing advertisements and requesting churches to allocatecollectionrevenuestowardthiscause.Inaddition,ZOA’sowncommunicationvehicles(maga-zines,website,e-mailnewsletters)featuredbackgroundstoriesandappeals.

7.4.3 QUALITY, TRANSPARENCY AND COMPLAINTSZOA Refugee Care deeply values quality and transparency. ZOA holds the CBF hallmark and belongs totheVerenigingvanFondsenwervendeInstellingen(VFI).TheorganisationalsoobservestheVFIcodeofconductforfundraising(www.vfi.nl).Themainprinciplesofthiscodeare:

1. Respect ZOA respects human dignity and privacy and the individual identity of persons and groups; respect also relates to freedom of choice and the free will of persons and groups.2. OpennessAll interested parties are informed about all substantive and financial data relevant to their interests.3. ReliabilityInterested parties may assume that the information provided is truthful, that ZOA pursues the stated objective professionally and efficiently, and that ZOA renders complete and accurate accounts.4. QualityZOA aims to use expertise and to adopt an incisive, cost-conscious approach in all its actions.

The code of conduct has been fully implemented in the ISO-certified procedures. Examples include:ZOA’s donors may return a reply coupon or indicate via the website whether, and, if so, which mai-•lings interest them.Thewebsite,newslettersandtheannualreportfeatureaccountsofexpendituresandresults(avai-•lableonlineanduniversallyaccessible).Activecompliancewithlawsandregulations(do-not-callregisterandemaillegislation).•

In addition, the Inland Revenue Service has designated ZOA as an Algemeen Nut Beogende Instelling [Institutionservingthegeneralbenefit](ANBI).ThismeansthatdonationstoZOARefugeeCaremaybe deducted from income and corporation taxes.

Complaints and complaint procedureZOA has a complaint procedure that meets ISO standards. The procedure has been refined, and inco-ming complaints are entered in a central register. Complaints are periodically analysed and reviewed and procedures modified as needed. All complaints are to be processed with 48 hours.

In 2009 ZOA registered 65 complaints, compared with 42 in 2008. This increase arises primarily from the refinement of the complaint procedure in mid 2008. Before then, fewer complaints were registered. Ordinarily, complaints are processed within two business days. Any necessary corrective measures are taken immediately. In addition, the complaint analysis serves as input for the policy of the Funding Department. Incoming complaints are analysed quarterly and reported to the CEO.

Approximately 40% of the complaints concerned the dispatch of various periodicals. These complaints were largely about incorrect addresses, unwanted mailings and the perceived cost of the magazine. In addition to paying closer attention to address management, costs will henceforth be listed explicitly in the magazine. Another 40% related to various types of telemarketing activities. Discussing the com-plaints with the call centres has increased the focus on conversation quality. The remaining 20% of the complaints concerned emails that should not have been sent. The opt-in feature has therefore been enhanced.


7.5 OBJECTIVE AND RESULTS

Objectives for 2009 Results for 2009

General objectives

The Funding Department hopes to address effective time management in 2009. This department, which abounds with new ideas, will remain focused on realising the annual plan. In the event of disasters, to which the department must be able to respond with some flexibility, Funding intends to

The department has been trained in effective time ma-nagement, and agreements have been reached to increase operational efficiency. More volunteers now support the department with time and skills that help ZOA cope with peak periods.

The Funding Department would like to become eligible for ongoing financing from the Ministry of Foreign Affairs and the EU for the Walk4Water event to finance long-term publicity efforts.

Unfortunately, Walk4Water has not received additional financing from institutional donors. Financing for 2010 is adequate, and alternatives are being explored for the future.

The Funding Department aims to draft a funding strategy. This strategy shall reflect how the funds received from indivi-duals shall be allocated to ZOA’s programme countries.

The first ideas have been reviewed, but disappointing reve-nues in connection with the credit crunch have left insufficient financial leverage and have led the project to be postponed until mid 2010.

Business Ambassadors

The mission of ZOA Business Ambassadors is to help streng-thenZOAthroughincomegrowth(60%).Entrepreneurswill be contacted, in part through more frequent interactions with Rotaries, Lions Clubs and local networks of entrepre-neurs, as well as by examining whether foreign capital funds might be interested in ZOA’s work.

The impact of the credit crunch was the most noticeable among this group of constituents and made for a reduced financialcontribution(growth23%).Atthesametime,invol-vement increased considerably, and the number of Business Ambassadors grew from 20 to 26. A deliberate choice has been made to strengthen relationships in stead of fundraising to add value for ZOA on the longer term.

Institutional Donor Management

ZOA hopes to increase income from institutional donors and partners by 20% and to access at leasttwo new budget lines / funds.

Income from Institutional donors grew by over 20%. Income from Third Party Campaigns, however, is down, so that income has remained the same.In 2009 ZOA first started to receive donations from the BureauofPopulation,RefugeesandMigration(BPRM),partof the U.S. State Department, toward our programme in Ethiopia, as well as from the multi-donor fund LIFT toward our programme in Myanmar.

Objectives for 2010 In addition to the financial targets, which are included in the budget, the following specific objectives have been identified for 2010:

Donor account management will continue to be formalised. This includes implementing a relations •management system for large donors.The funding strategy will be elaborated in 2010 as part of the new version of Signs of Hope.•The number of approved project proposals for institutional donors will increase, thanks to invest-•ments in qualitative and quantitative writing capacity.In 2010 ZOA hopes to organise the Walk4Water event again and hopes to draw 1,000 partici-•pants.


8. Works council


AllseatsontheWorksCouncil(WC)werefilledin2009.TheWCmetsixtimeswiththeboard(repre-sentedbytheCEO)thatyear.Atthesemeetingsthesubjectsdiscussedincludingthefollowing:• PolicyonHRMandmanagementdevelopment• Experienceswithstationingtraineesinprogrammecountries• ZOA’sfinancialpositionasaconsequenceoftheeconomicrecession• ResultsoftheinternalMid-TermReview• Themostimportantissuesarisingfromthesemi-annualmeetingsofZOA’scountrydirectorsinthe

Netherlands

In addition, the WC agreed on the terms of employment for 2010. The ambience at the meetings bet-ween the WC and the management was constructive and pleasant.

The board regularly shares confidential information with the WC. These issues have not yet crystallised sufficiently for dissemination throughout the organisation. Accordingly, the WC has decided to distribute ‘user-friendly’ memos in addition to the official minutes to notify ZOA staff members about the most important topics discussed.


9. Report from the CEO


In January 2009 we started the new year filled with optimism. In December 2008 ZOA had received a record amount. But during the year that followed we experienced the consequences of the recession.

Income from corporate donors and capital funds turned out far lower than expected. Receipts from private donors, churches and schools, however, rose steadily. This attested to the loyalty of our consti-tuents. They demonstrated that in periods of economic stagnation, the needs of others are not superse-ded by selfish interests. From September this income started to rise again. In the fourth quarter income was up over 20% with respect to the previous year.

Income from institutional donors remained stable as well. Analysis reveals that quite a few project pro-posals were rejected. Donors are generally satisfied with our projects. We are therefore focusing on the quality of our proposals.

In the past year we adjusted our growth projections. Whereas the 2009 budget was based on 15% annual growth over several years, total income for emergency relief and rehabilitation has been virtually the same as in 2008.

ZOA’s policy in 2009 was that refugees should not feel the consequences of this drop in income. We have succeeded in this effort, as well as in fulfilling commitments made, despite lower income. Activities planned that had not received sufficient funding were covered from the reserves.

ZOA compensated for the shortfall in non-allocated donations by cutting costs within the Netherlands, totalling 0,4 million euros.

The budget for 2010 is conservative, taking ZOA back to the 2008 spending level.

9.1 NEW PROGRAMME COUNTRIESFollowing intensive preparations, ZOA launched the programme in the Democratic Republic of Congo. This programme serves to bring about food security for people who have returned from Tanzania. This programme is possible thanks in part to funding from the Dutch government. Some Dutch entrepre-neurs are involved in this programme as well. The fragility of the country was highlighted once again when ZOA staff members had to evacuate for a few weeks because of the unsafe circumstances. Under the aegis of Jan Huls, formerly country director in South Sudan, the programme will gradually be expanded in 2010.

In 2008 and 2009 ZOA provided emergency relief in the Myanmar delta to the communities struck by CycloneNargis.ZOAdidthiswithintheConsortiumofDutchNGOs(CDN),whichalsoincludesWoordenDaadandRedeenKind.In2009thisprogrammewascontinuedintwospecificpolders,andCDNobtained authorisation to roll out programmes in two other areas as well. As a consequence, CDN received access to institutional funds, which will enable ongoing expansion of the programme in the coming years.

9.2 MFS2 FUNDING APPLICATION FOR 2011 – 2015ZOA has teamed up with Save the Children Nederland, Care Netherlands and Healthnet TPO to apply forMFS2 (MedeFinancieringsStelsel/Co-financingsystem) funding.TheseorganisationsandZOAconstitute the Dutch Consortium for Rehabilitation. ZOA represents the DCR. ZOA and the three other organisations have joined forces in their effort to bring about sustainable development in fragile states. By applying for MFS2 funding as a consortium, ZOA will be able to present a better programme pro-posal. And together the organisations will be able to set up a better programme to serve refugees and displaced persons. You will find for about partnerships in Chapter 2, ‘Profile of ZOA Refugee Care’.


9.3 STAFF MEMBERSZOA works with local partners according to what is known as the hybrid model. This means that ZOA, wherever possible, operates via local partners and uses local staff members. Only when there are not enough partners, or if these organisations lack sufficient resources to carry out programmes, does ZOA actually perform the activities. A large share of our work therefore entails building the capacity of local organisations. Our staff members therefore have to meet special requirements. In addition, teams differ in their composition and size in each country. Most staff members are recruited locally. The composition of the management teams varies. On average, one third is from the country of operation, one third from the Netherlands and one third from other countries.

Over the past year four ZOA countries were assigned a new country director. Two of these new country directors have previously served as such elsewhere. Increasingly, vacancies are filled by people from ZOA’s vast network and less through job vacancy listings. This has improved our ability to find the right people for the job. In recent years staff turnover was relatively high in the Netherlands. In 2009 turnover dropped significantly, benefiting the quality and continuity of the work.

The trainee programme is a success. Recent graduates entering this programme have a year to gain professional experience in the South, supervised by experienced staff. Trainees provide a valuable ad-dition to the country programmes. Although it is not the ultimate objective of the programme, some may occasionally apply for a regular position within ZOA.

To support human resource management, two regional conferences were organised, one in Asia and one in Africa. These conferences were very much appreciated by the country teams and will be repe-ated in the future.

Our staff members often work in difficult circumstances. Unsafe conditions are an ongoing concern, also at the head office.

In consultation with the Works Council in 2009 a employee satisfaction survey. The outcome of this survey was encouraging and a confirmation that ZOA is on the right path to involve staff in organisatio-nal processes, acknowledging their work and to give them opportunities to develop. Staff of the various programme countries will receive more attention with respect to this last point.

9.4 VOLUNTEERSVolunteers are used in the annual collection drive and for specific duties in our programme areas and at the head office. These people are recruited from our concerned constituents. Meetings are convened with each category of volunteers to exchange information, provide instructions or training. Any volunteers deployed overseas attend the ZOA Orientation Course that is also required for all staff members.

ZOA benefits from the volunteers on the one hand by having available a large potential pool of labour neededforbriefperiods(collectiondrives)andforveryspecialisedfunctions,whichwouldotherwisebeverycostlyforZOAtoarrange,duetothetemporarynatureoftheassignment(e.g.specialistsintelecommunicationsorfinance).

Collectors are found via a national network of regional coordinators, who in turn direct local coordina-tors. The head office provides these volunteers with the guidance they need to do their work properly. In addition, the head office devises ways to motivate all these collectors.


Category Number of volunteers

Volunteers at the head office 35

Collectors 20.000

Volunteers involved in organising door-to-door collection drives 550

Volunteers available for overseas 25

Evaluations in 2008 revealed that volunteers available for overseas work would welcome more frequent assignments. Ongoing professionalisation in the sector, however, has left ZOA with progressively fewer slots to fill. Especially with major emergency relief operations, the need for volunteers remains, although such operations are rare. Also an satisfaction survey will be hold in 2010 for this important group for ZOA.

9.5 EMERGENCY RELIEF INDONESIA / PHILIPPINESZOA focuses primarily on countries with which the organisation maintains a longstanding relationship. In these countries, ZOA conducts relief and rehabilitation activities. At some moments, however, ex-ceptions are made. In the autumn ZOA campaigned to help victims of natural disasters in Indonesia and the Philippines. ZOA provided aid here through reliable, known partners who have worked in these countries for a while, because ZOA does not have country offices in these countries. In these emergency relief campaigns, ZOA was pleasantly surprised by the rapid and successful fundraising among the Dutch constituency. Fundraising in the Netherlands has been synchronized with the other members of the emergency relief clustertowhichZOAbelongs.TheothermembersofthisclusterareTear,RedeenKind,DorcasandWoord en Daad.

9.6 EVALUATION STRATEGIC PLAN SIGNS OF HOPEIn 2007 the strategic plan Signs of Hope was adopted for the period until 2010.In 2009 this policy plan underwent a mid-term evaluation in all countries. In many cases this evaluation was performed by an external party. The purpose of this evaluation was to investigate in what measure the organisation has progressed according to the strategic focus set forth in Signs of Hope. The fin-dings have been reviewed in detail at a meeting of the international management team. The results have also been used to adjust the plans for 2010. In addition, these findings will help us draft the policy plan for the coming plan period.

The evaluation demonstrated that ZOA has indeed changed course in the direction indicated by Signs of Hope. The highlights from the evaluation are as follows:

ZOA targets fewer intervention sectors in the programme countries with a view toward improving the •quality of the workZOA works increasingly with local NGOs and strengthens these NGOs. These partnerships provide •opportunities for strengthening capacity and figure in the hybrid model, where ZOA implements part directly and part in conjunction with local partners.ZOA uses a programmatic approach, linking short-term projects to a long-term vision for a specific •programme area. The evaluation revealed that this approach demands a lot from the management capacities of the country teams; in some cases support from the head office becomes necessary.ZOA devotes more attention to managed exits from programme countries. Signs of Hope stresses •the importance of preparing these exits carefully, based on sound information. In the evaluation pe-riod exits were considered from four countries: Angola, Thailand, Cambodia and Liberia.ZOA has a good reputation among donors and other organisations. ZOA is known as a professional •organisation that operates in complex situations. Still, ZOA is less well-known among other stake-holders in the institutional network. ZOA should invest more in communicating its profile and added value. This also holds true for the Dutch constituency: ZOA has a good reputation, but people lack a clear view of how ZOA operates.


In addition to recommendations for the remaining period under Signs of Hope, the evaluation generated recommendations for the following strategic policy plan, for the period after 2010. The most important recommendations are:

ZOA should systematically reconsider its Christian identity and the implications of this identity in its •work.ZOA should curtail the number of intervention sectors in all programme countries.•ZOA should strengthen its mandate as an organisation dedicated to rehabilitation.•

Working groups will be formed in 2010 to prepare the new strategy plan based upon this evaluation.

9.7 STRENGTHS AND WEAKNESSES, OPPORTUNITIES AND THREATSThe annual evaluation of ZOA’s role in its surroundings included an internal and external analysis toidentify the strengths and weaknesses of the organisation and the opportunities and threats in thesurroundings where ZOA operates. Below is a list of the highlights, followed by brief descriptions.

Strengths of ZOA Refugee Care1. A sound organisation: ZOA strikes a balance between a formal and an informal organisation that

enables leveraged operations in countries that are unstable.2. Hybrid programme approach: by conducting projects, ZOA knows exactly what is happening in the

countries and is able to carry out effective programmes together with local partners.3. Dedication and passion among staff members and constituents alike add value in serving the target

group.

Weaknesses of ZOA Refugee Care1. Inadequate resources for drafting good project proposals to optimise use of the Institutional Funds.2.Intheprogrammecountriesstaffturnoverisfairlyhighandmaycompromisequality(knowledgeandexperience)intheprogrammes.

3. Financing country offices: there is an imbalance between the duration of a country programme (3to5years)andthefinancingavailable(generallyallocatedforlessthanayear).

Surrounding opportunities1. Economic growth in fragile surroundings is regarded by donors as an important stabilising factor.2. ZOA’s international network offers opportunities for new partnerships, making for more effective and

efficient programmes.3. Growing interest among civil society in efficiency and effectiveness enables the organisation to

achieve distinction.

Surrounding threats1. Unsafe conditions in the countries where ZOA operates affect work quality. The greater the political

instability, the harder it becomes for the organisation to operate effectively and efficiently.2. Contracts with institutional donors increasingly address legal aspects, necessitating additional invest-

ment in compliance management.3. Public and media interest in relief work with conflicts and disasters is often very brief and focused on

specific objectives, leaving fewer resources available for ‘forgotten crises’.

Measures arising from the analysis1. Additional resources are brought in to help the countries produce project proposals for Institutional

donors.2. Research will be conducted to devise a new financing model for the country programmes, adapting

financing to meet longer-term needs of the countries and accommodate fundraising opportunities.3. Research will be conducted on improving safeguards for quality, knowledge and experience in orga-

nisational processes to mitigate the potential consequences of high turnover.4. ZOA wants to become more active in seeking new types of partnerships to increase effectiveness

and efficiency in the sector as a whole.


The results of the studies listed under items 2 & 3 are addressed in the new strategy plan Signs of Hope 2011-2015.

Evaluation of the measures in 2009

Measures taken in 2009 Results in 2009

1. Work with other organisations on fragile states to raise more institutional funds and build knowledge.

Working with Care Nederland, HealthNet TPO and Save the Children has brought about a strong consortium addressing fragile states.

2. Reinforce institutional fundraising capacity in the countries to make better use of the opportunities.

Despite additional attention to this subject, no new opportunities have arisen. In 2010 extra resources will be brought to the head office to achieve this.

3. Retain good workers through a ma-nagement development programme and by launching a trainee programme for school leavers to attract new staff.

This measure has clearly already proven its merits. Management positions have been filled with more internal candidates, trainees advance to regular positions, and country directors switch countries and stay with ZOA longer.

4. Prepare a plan for cutbacks for the head office to avert a decline in activities in the countries as a consequence of a drop in income in the Netherlands.

Because ZOA had prepared a cost-reduction plan, a rapid response was possible to the drop in income due to the recession.

9.8 ZOA AND THE ENVIRONMENTWherever possible, ZOA Refugee Care includes sustainable, environmentally friendly solutions in its operations. Sensitive to this responsibility, the organisation faces tough choices. After all, in some – though not all – cases, fair and green means higher costs and may increase overhead. Accordingly, the organisation questions whether this does right by donors and refugees. ZOA also uses green energy and environmentally friendly paper, and staff members received Fair Trade Christmas packages. ZOA is environmentally friendly, but not at any cost.

Based on an evaluation in 2008, ZOA has decided to rethink the activities within ZOA that are the most taxing to the environment. Measures to reduce the burden on the environment were implemented suc-cessfully in 2009. They include the following:

Climate-neutral flights. ZOA has fully offset the climate burden arising from air travel to its pro-•gramme areas. Use of public transport is strongly encouraged. Staff members used a Businesscard for the Dutch •railways.All purchases for projects are made as close as possible to the programme areas to avert unneces-•sary transport burdens.Small-scale environmental projects have been launched in programme areas.•

In 2010 we hope to expand environmental projects in programme areas. In addition, we intend to con-sume Fair Trade food products at the head office. The New Work System will be explored as well. This study should reduce travel and lead to more efficient use of office space.


9.9 EVALUATION OF THE OBJECTIVES FOR 2009

Objectives for 2009 Objectives achieved

ZOA intends to continue growing, in both bud-get and programme size for each country. The growth started in previous years continues. ZOA aims to achieve a growth rate of 12.5 percent.

ZOA has not achieved this objective. Income dropped, due to the recession.

ZOA would like to pursue ongoing manage-ment development. In 2009 ZOA hopes to use more trainees. ZOA also intends to train and supervise the management teams in the countries to raise standards further. With this in mind, an HRM audit instrument developed in 2008 will be tested in 2009. In addition, ZOA will organise two HRM conferences in Asia and in Africa for staff members in the programme countries in 2009.

Seven trainees now work for ZOA in the programme countries.An HR audit instrument has been tested and will continue to be used in the years ahead. In 2009 two HRM conferences were organised in Asia and Africa for staff members in the programme countries.

ZOA hopes to pursue additional co-operative efforts,bothoverseas(withlocalpartners)andinaEuropeancontext(withmemberorganisa-tionswithinEU-CORD).

ZOAworkswithlocalpartnersinallcountries.SometimeswithCBOs(vil-lagecouncils,watercommittees)andsometimeswithlocalNGOs.ZOA works with other organisations in European contexts as well, such as withtheDutchConsortiumUruzgan(Afghanistan)andtheConsortiumofDutchNGOs(Myanmar).

ZOA aims to achieve continuous quality impro-vement. ZOA wants to be a learning organi-sation. In the years ahead, ZOA will focus on quality improvement in the countries, including applying for ISO certification there. In addition, ZOA is seeking a method for assessing satis-faction levels among the target group.

ISO certification is progressing on schedule in the countries. In 2009 efforts were made to optimise all systems in the countries, to enable certification to begin in several countries in 2010. ZOAhasestablishedcontactwiththeHAPGroep(HumanitarianAccoun-tabilityPartnership),anorganisationthathasdevisedamethodforinvolvingthe target group.

Objectives for 2010 1. ZOA aims for continuous quality improvement, in part through ISO certification of at least three

countries.2. ZOA would like to strengthen the position of the target group members by involving them closely in

programming, monitoring and evaluation.3. ZOA hopes to increase institutional fundraising by introducing donor account management.4. ZOA intends to improve project proposals by introducing project teams with additional support.5. ZOA will draft a new strategy memorandum for the 2011 – 2014 period.6. ZOA will try to obtain MFS 2 financing for the 2011 – 2015 period


10. Report from the Supervisory Board


In 2009 the Supervisory Board comprised seven members and met 6 times.Meetings are prepared by the chairman of the Supervisory Board and the CEO. Except for the annual evaluation of the board’s performance, the CEO attends the meetings.

10.1 SUBJECTS DISCUSSEDn 2009 the Board discussed the following subjects:

Approval of the 2008 annual accounts •Budget and annual plan for 2010•Opportunities for working intensively with other organisations. •Lower than expected income and ways to accommodate setbacks in the operating budget. The •Board approved the decision to honour financial commitments despite disappointing returns and to cover them from the reserves. Thanks in part to this measure, the economic slump in the Nether-lands has not directly affected assistance levels.The quarterly reports of the CEO have served to track developments within and outside the orga-•nisation.One Board member accompanied the CEO on a working visit to Sri Lanka and reported about the •trip at a board meeting.

10.2 AUDIT AND REMUNERATION COMMITTEESThe board comprises two committees that operate according to the applicable regulations. The audit committee focuses mainly on strengthening the internal audit function, enabling reduction of external audits in several countries. The committee met xx times in 2009. The remuneration committee deter-mined the salary of the CEO based in part on an evaluation interview.

Agenda Audit committee

PERIOD May September November

MAINSUBjECTS Annual accounts Governance Budget

•Annualfigures•Managementletter•Auditorsreport•Socialperformance

•Internalcontrol•Riskmanagement•Administrativeorgani-sation•Planning&Controlcycle•MI:design&structure•Auditplan•Compliancetoadopted

standards•Codeofconduct•Authorisationscheme•Evaluationauditor

•Strategyplan(rolling)•Businessplan•Budget(percountry)

OTHER

Quarterly reports ✓ ✓ ✓

Developments in the organisation ✓ ✓ ✓

External developments ✓ ✓ ✓

Results internal audits ✓ ✓ ✓

Large investments and liabilities ✓ ✓ ✓


10.3 EVALUATION OF THE OBJECTIVES FOR 20091. The audit committee has strengthened its function by convening a meeting prior to each Supervisory

Board meeting. In addition, the CEO has now attends the meetings. Adopting the annual planning in advance ensures that all relevant subjects are addressed.

2. The agenda of the Supervisory Board is compiled according to an annual planning. Despite the discretion of the Board to set its own agenda, the agenda is largely determined by the chairman and the CEO.

3. In 2009 relations with constituents received relatively little consideration. This item will be addressed in greater detail in the year ahead.

4. Possibly thanks in part to the economic slump in the Netherlands, ZOA was able to recruit enough good workers. Terms of employment were given special attention in 2009. As a result, the general terms of employment were revised.

5. The Board maintains regular contact with the organisation, both formally and informally. The Board remains abreast of events within the organisation, in part by participating in the week openings once a month, attending sections of the meeting by the international management team, meetings bet-ween the works council and the management team and meeting with the staff at the Walk4Water event and at the New Years’ Reception.

6. The Board notes that introducing the ZOA Business Ambassadors model has brought about a new way of working with Dutch entrepreneurs that is more compatible with the needs of refugees in the different countries.

10.4 SUPERVISORY BOARD MEMBERS

Name Additional offices

Drs. W. Zoeteweij, chairman

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

Mr Zoeteweij is an independent organisational consultant and holds the following additional offices:•non-executiveofficeratCrystalMarblesBVinAlmere•memberoftheAdvisoryBoard,BisnezmanagementinBergambacht•memberoftheSupervisoryBoard,Gemiva-SVGgroepinGouda•memberoftheDepartmentofPublicWorkstenderboard•boardmemberofstichtingSchreuders,Gouda

Drs. W.j. Adema RA MBA* 1 September 2002 – 1 September 2011, not eligible for re-election

Mr Adema is chairman of the Executive Board of the St. Jans-dal Hospital in Harderwijk and holds the following additional offices:•Chairmanofnon-ExecutiveBoardofCentramedB.A.,Onderlinge Waarborgmaatschappij, in The Hague•boardmemberofstichtingDutchHospitalData,inUtrecht•treasurerofSt.VermogensbeheerHoogelandZorginBeekbergen

j.W. Boogerd* 1 November 2006 – 1 November 2011, eligible for re-election

Mr Boogerd is a retired banker and holds the following ad-ditional offices:•memberofMaarssen’stowncouncil•chairmanofStichtingOntwikkelingsproject,Maarssen-Outjo

Drs. B. Brand MCM* 1 September 2008 – 1 September 2013, eligible for re-election

Mr Brand is a member of the Executive Board of the Ge-reformeerde Hogeschool in Zwolle and holds the following additional offices:•BoardmemberofStichtingGereformeerdStudentenpasto-raat, Zwolle•Memberofnon-ExecutiveBoardofSURF

Mrs I. Verbeek, Esq. 1 September 2001 – 1 September 2010, not eligible for re-election

Mrs Verbeek is a legal advisor and supervisor at DAS Rechts-bijstand legal services.

K. A. de Vries MEd., engineer 1 December 2007 – 1 December 2012, eligible for re-election

Mr de Vries teaches geography at the Christian Prins Maurits secondaryschool(Middelharnis).Heholdsthefollowingad-ditional offices:•treasurerfortheSGPelectoralcommittee,Borsele.

Drs. A.W. Westerveld, physi-cian, MPH

1 January 2005 – 1 January 2010, eligible for re-election

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

* Serves on the audit committee.


The additional offices of the Supervisory Board members are not at odds with ZOA’s interests. Members are appointed without regard for their organisational or religious affiliation.

10.5 RECRUITMENT, SELECTION AND APPOINTMENT OF THE MEMBERSRecruitment of a new Supervisory Board member starts with compiling a profile based on a templateand the current needs of the Board. A selection committee is composed of members from theSupervisory Board. The vacancy is then announced, and the selection committee and CEO interviewcandidates. One candidate will be selected and appointed based on these interviews.

RECRUITMENT OF A NEW CHAIRMANIn 2009 efforts to recruit a new chairman of the board began. Advertisements in two national news-papers led to interviews with several candidates. In 2010 the selection of a new chairman will be finali-sed. Mr Zoeteweij will continue to serve as chairman for the time being, although not after September 2010.

10.6 ADDITIONAL OFFICES OF THE CEOIn addition to serving as CEO to ZOA Refugee Care, Mr Mooij holds the following, non-conflicting other offices:• MemberoftheboardofEUCordinBrussels• ChairmanoftheboardofECMNederlandinDeventer• MemberoftheboardoftheBakkerdeJongFondsinZeist• Chairmanoftheboardofthe65+fundinDeventer

ZOA derives the most added value from Mr Mooij’s membership of the EU Cord board. Close connec-tions with the EU and the boards of member organisations keep ZOA at the forefront of the information supply. ZOA is clearly positioned in the corresponding relations network and is thus better able to ap-proach others about specific matters but is also more likely to be contacted.

All additional offices of the CEO are disclosed to the Supervisory Board. The Supervisory Board inves-tigates whether any conflict of interest exists. The Board has determined that the additional activities of the CEO are perfectly compatible with his responsibilities for ZOA.

10.7 EVALUATION OF THE BOARD’S PERFORMANCEOnce a year the Board devotes the agenda to evaluating its own performance.

Points evaluated Subjects of concern identified and for improvement

•PerformanceoftheCEO•DutiesoftheSupervisoryBoard•Managementreportsreceived•Performanceoftheauditorandfinancedepartments•Vision,policy,strategyandimplemen-tation•Riskmanagementandareasofconcern•Meetingfrequency•Accumulationofreserves•Policyandimplementationinprogrammecountries

• The Board wants a more programmatic involvement via theme meetings and extended intermediate reports.•Anagendacommissionwillpreparetheagendatohavemoreeffectivemeetings.•TheBoardwantstoassessthelevelofgeneralreservesinrelationtotherisk

profile of the organisation in 2010.

10.8 INTENTIONS FOR 2010In 2010 the Supervisory Board will address the items listed in the evaluation.


11. Annual Report

11.1 GENERAL INTRODUCTION

11.1.1 GENERALThe recession had a major impact on 2009. Total income declined by 1%, whereas the budget drafted shortly before the recession had projected growth of 12.5%. The income from our constituency remained more or less the same, and the overall decline is attributable entirely to lower contributions by institutional donors.In Myanmar and North and South Sudan programme spending was less than planned. Various donors in these countries deferred budgets to 2010, due to political uncertainty. This directly affected the size of the corresponding ZOA country programmes.In the Netherlands programme spending was up, due to the implementation of MFS1 projects dedicated to support base enhancement and monitoring and evaluation. The CBF percentage and Administration and Management costs declined, thanks to rigid cost control.

11.1.2 RECESSIONThe main impact of the recession on ZOA is that growth is lower than expected. In recent years the organisation has invested heavily in quality to enable growth, and strong growth was envisaged for 2009. Due to the recession, ZOA has been unable to achieve this growth. Aside from the growth scenario, the ZOA Management team had devised a plan for coping with setbacks in income. The plan was generally as follows:•lowergeneralincomewillbeaddressedbyreducingcostsintheNetherlands•lowerproject incomewillbecoveredfromthereserves in thefirstyear, followedbyreductionof theavailablebudgets in the

second year•investmentswillbedeferreduntilincomelevelsarerestored.The impact of the recession was the most serious in the first half of the year. ZOA was in danger of incurring a deficit of approximately € 500,000. Thanks to a combination of additional cuts, alternative available project funds and major contributions from our constituents, virtually all of the net budget was realised in the fourth quarter.

11.1.3 CHANGES IN NET RESULTSNetresultshavechangedasfollowswithrespecttothebudget(equalstheamountattributedtothereserves)(*€1.000)

25

20

15

10

5

02007 2008 2009

17,31413,212 17,819

2,0094,461 1,588

6,5996,006 6,642

x € 1.000.000

Subsidies

Action 3rd parties

Own Fundraising

Survey of income over the last 3 years

87%

89%

91%

93%

95%

85%

83%

81%

2007 2008 2009

Spent on objectives


Budgeted result 473

Lower costs in the Netherlands 364

Higher miscellaneous income 215

Release of programme liabilities provision 330

Additional contribution to projects in programme countries -422

Contribution to countries from resources -413

Miscellaneous results -32

Actual results 515

Expenses have declined with respect to the budget in the Netherlands. This improvement of approximately € 364.000 has, together withthemiscellaneousincomeof€215.000(thebalanceofinterestincomeandcurrencyexchangeresultsintheNetherlands),been deployed in the programme countries.

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ASSETS 31 december 2009 31 december 2008

Tangible fixed assets

Building 302.169 344.764

Inventory & Equipment 181.765 145.274

Vehicles in programme area’s 207.974 260.664

691.908 750.702

Stocks 4.061 6.086

Receivables 3.642.362 2.800.354

Cash 10.163.027 11.737.501

Total Assets 14.501.358 15.294.643

LIABILITIES 31 december 2009 31 december 2008

Reserves and funds

Continuity reserve

General 2.516.365 2.130.126

Pre-financing 1.000.000 1.000.000

3.516.365 3.130.126

Allocated reserve

Financing assets 695.969 756.788

Program guarantee 209.993 203.711

Emergency relief 462.385 447.338

Other 441.842 273.665

1.810.189 1.681.502

Funds

Rehabilitation projects 1.398.336 769.978

Emergency relief projects 2.030.773 2.195.084

3.429.109 2.965.062

8.755.663 7.776.690

Short-term liabilities

Taxes and social security contributions 88.633 73.390

Personnel expenses 103.259 94.251

Accruals 2.994.006 4.369.340

Other liabilities 2.559.797 2.980.971

5.745.695 7.517.953

Total liabilities 14.501.358 15.294.643

The additional contribution to the programme countries was necessary to continue the operations already in progress. Due to the recession, less money was received toward planned projects, which were therefore financed from resources.

The reserves are rather low for hedging the risks ZOA faces. Every year, ZOA tries to attribute to the reserves the credit surplus or deficit balance from the net result meeting all commitments. The surplus realised has indeed been attributed entirely to the reserves. Additional information appears in the explanatory notes to the reserves.

11.1.2 INVESTMENTSZOA is relatively liquid, due to prepayments of donors. Due to short-term expected spending on projects no funds are available for long-term investments. Any surplus funds are therefore temporarily deposited to an interest-bearing account at one of the two banks thatZOAuses(RabobankandINGBank).Nodetailedinvestmentstrategyisnecessary.Wehaveinstructedthebanksinwritingthatthefundsweareprovidingviainterest-bearingaccountsaretobeinvestedwisely(sustainablyandsociallyresponsible).

11.2 ANNUAL ACCOUNTS 2009


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INCOME Actual 2009 Budget 2009 Actual 2008

Income own fundraising activities

Door to door collection 923.928 1.050.000 1.035.838

Legacies 223.940 200.000 125.741

Contribution, donations, gifts 5.450.639 6.790.000 5.480.240

6.598.507 8.040.000 6.641.819

Income from third party campaigns 2.009.448 1.956.576 1.587.912

Subsidies from government and others 17.313.833 19.629.846 17.819.470

Other income 214.930 0 272.775

TOTAL INCOME 26.136.718 29.626.423 26.321.976

EXPENDITURES Actual 2009 Budget 2009 Actual 2008

Spent on objectives

Rehabilitation

Own programmes/projects 14.407.368 21.420.789 15.020.643

Support/subsidies through local partners 397.713 0 357.311

14.805.082 21.420.789 15.377.954

Emergency relief

Support provided through local partners 1.593.810 1.500.000 2.074.981

Direct relief 4.054.578 2.190.175 4.371.358

5.648.387 3.690.175 6.446.339

Preparation and Coordination fromthe Netherlands

1.178.440 1.267.108 869.248

Education/Awareness raising 1.225.581 1.124.783 929.479

Total spent on objectives 22.857.491 27.502.855 23.623.020

Spent on fundrasing

Expenses own fundraising 955.067 1.232.726 1.016.265

Expenses Participation in external campaigns 55.548 72.661 97.095

Expenses received subsidies 206.180 249.661 249.586

1.216.795 1.555.048 1.362.946

Management and Administration 1.083.462 1.121.153 1.142.404

TOTAL EXPENDITURES 25.157.747 30.179.056 26.128.370

SURPLUS/DEFICIT 978.971 -552.633 193.606

Added to/withdrawn from Actual 2009 Budget 2009 Actual 2008

Funds

Humanitarian assistance funds:

Starting country program 0 0 -7.193

Rehabilitation projects 628.357 0 274.455

Emergency relief projects -164.312 -1.025.814 -466.612

464.045 -1.025.814 -199.350

Reserves

Continuity reserve 386.239 473.181 897.062

Financing assets -60.820 0 -428.554

Program guarantee 6.282 0 -116.499

Emergency relief 15.047 0 21.002

Other Allocated reserves 168.177 0 19.945

514.926 473.181 392.956

TOTAL CHANGE IN RESERVES AND FUNDS 978.971 -552.633 193.606

CA

SH

FLO

W S

TATE

ME

NT According the direct method:

Actual 2009 Budget 2009 Actual 2008

Cash flow from operating activities

Received

Out of own fundraising 6.598.507 8.040.000 6.641.819

Out of third party campaigns 2.009.448 1.956.576 1.587.912

Out of subsidies 15.285.536 19.629.846 17.722.069

Other income 25.884 0 93.387

23.919.376 29.626.423 26.045.187

Payments

Programme and coordination costs 22.916.582 27.502.855 23.068.534

Fundraising, management and administration costs 2.191.589 2.676.201 2.343.556

-25.108.171 -30.179.056 -25.412.090

Cash flow from operating activities -1.188.794 -552.633 633.097

Cash flow from investments:

Assets bought / sold -387.705 -217.361

Stocks 2.025 301.291

Change in cash equivalents -1.574.474 -552.633 717.026

Cash equivalents 31-12 10.163.027 11.737.501

Cash equivalents 1-1 11.737.501 11.020.474

Change in cash equivalents -1.574.474 -552.633 717.026

The decrease of cash is mainly caused by lower prepayments of donors. By the end of 2008 several amounts were received related to projects starting in 2009, while comparable amounts for 2010 were received in 2010.

RATIO’S Actual 2009 Budget 2009 Actual 2008

Solvance 60% 48% 51%

Equity 8.755.662 7.224.057 7.776.690

Total Liabilities 14.501.358 15.000.000 15.294.643

Liquidity expressed by acid ratio 240% 200% 193%

Current assets - Stocks 13.805.389 13.985.221 14.537.854

Short-term liabilities 5.745.695 7.000.000 7.517.953

The budget for 2009 was planned to be spent in full for Myanmar. But operations there will continue in 2010. At the same time money received in 2009 for emergency in South East Asia will be mainly spent in 2010. Together with the allocation to the reserves led to an improvement of both ratios.


Explanatory notes to the annual accounts 2009

GeneralTheannualaccountshavebeenprepared inaccordancewiththeGuideline650ofFundraisingOrganisations(RJ650,revised2007).

Reporting periodThese annual accounts have been prepared on the basis of a period under review of one year. The financial year coincides with the calendar year.

Accounting principles for the Balance sheet and the Statement of Income and ExpendituresGeneralThe accounting principles used are based on historical cost. Unless indicated otherwise, assets and liabilities are listed at face value. Income and expenditure are allocated to the period to which they relate.

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

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

RoundingDue to rounding off procedures, minor rounding differences can arise on conversion into whole euros.

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

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

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

ReservesThecontinuityreserveenablestheorganisationtomeetitscommitmentsduringa(temporary)stagnationoffunds.Therestrictionon spending of the reserve for special purposes has been determined by the CEO. It does not constitute an obligation; the CEO may cancel this restriction whenever it wishes to do so. Other reserves concern reserve assets remaining after the aforementioned expenditures.


FundsFunds concern assets acquired with a specific use designated by third parties.

Personnel remuneration/pensionsObligations relating to contributions to pension schemes on the basis of defined contributions are entered as expenditure in the statement of income and expenditure in the period in which the contributions are due.

DebtsZOAenters into (subsidy)obligations in theareaswhere it isactive.Thesewilloftenbe long-termobligations.Therewillbea(subsidy)obligationaftertheboardhaspassedaresolutiontothiseffectandhascommunicatedittothe(subsidy)recipient,oftenthe target group represented by a local organisation or government agency, resulting in a legally enforceable or actual obligation. This obligation is entered in the balance sheet as a debt if the total contract value of donors is insufficient to cover these programme obligations.

Obligations relating to years one year after the balance sheet date are included in the long-term liabilities.

Accounting principles for the Statement of Income and ExpendituresAll proceeds are entered as income for the gross amount, unless this chapter explicitly states otherwise. Costs needed to realise certain income are presented as expenditure in the statement of income and expenditure.

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

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

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

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

Income from third party campaignsThe contributions from other fundraising organisations are accounted for as ‘income from third party campaigns’ for the amount received by the organisation. They are recognized in the year in which the income from the campaign by third parties has been received or pledged by this third party. Campaigns by third parties only include campaigns for which ZOA Refugee Care does not bear any risk.

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

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

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


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

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

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



NOTE TO THE BALANCESHEET PER 31 DECEMBER 2009

Tangible fixed assets

Building Inventory & Equipment

Vehicles Total2009

Total2008

At 1 january 2008

Acquisition value 802.510 884.191 843.312 2.530.013 2.312.651

Cumulative depreciation 457.746 738.917 582.648 1.779.311 1.434.686

Book value 344.764 145.274 260.664 750.702 877.965

Changes in book value:

Investment 606 143.689 256.561 400.856 314.505

Desinvestment 0 13.151 0 13.151 97.144

Depreciations 43.201 107.198 309.251 459.649 441.769

Depreciations desinvestment 0 13.151 0 13.151 97.144

Balance -42.595 36.491 -52.690 -58.794 -127.264

At 31 December 2009

Acquisition value 803.116 1.014.729 1.099.873 2.917.717 2.530.013

Cumulative depreciation 500.947 832.964 891.899 2.225.809 1.779.311

Book value 302.169 181.765 207.974 691.908 750.702

The investments in inventory and means of transport are replacements of computers and vehicles directly contributing to the relief- and rehabilitation programmes.

Approximately 40% percent of the tangible fixed assets in the Netherlands relates to the objectives, whereas 60% concerns operations. As far as assets are located in the programme countries these relate to 100% own operations.

Building Inventory & Equipment

Vehicles Total2009

Total2008

Used for realising objectives 126.239 99.560 207.974 433.774 489.750

In use for operations 175.930 82.205 0 258.134 260.952

302.169 181.765 207.974 691.908 750.702

On 13 December 2006, the current value of the buildings was valued by an independent valuer at €875,000.

Stocks

31-12-2009 31-12-2008

Acquisition value stocks 4.061 6.086

Book value stocks 4.061 6.086


Receivables

31-12-2009 31-12-2008

Grants receivable:

- European Union 889.632 717.526

- Ministry of Foreign Affairs 775.304 132.906

- PSO 117.718 36.357

- UN-organisations 324.828 321.390

- USAID-OFDA 0 112.625

-MRRD(Afghangovernement) 366.374 759.473

- PRISMA/ICCO 100.419 0

- Other donors 481.344 322.380

Receivable interest 98.933 94.066

Various receivables and pre-paid programme expenses 194.018 60.322

Other receivables and pre-payments 293.792 243.309

3.642.362 2.800.354

Grantsreceivablearefinancialcontributionswhicharereferringtoprojectsalready(being)implementedandpre-financedbyZOA.

Grants receivable from MRRD are contractual prefinancing liabilities of projects which are ultimately financed by the World Bank. The management of ZOA assessed the grant as a high risk receivable because of the complex Afghan context and uncertainty with respect to the international development aid.

At the moment a provision for bad debts is not necessary.

Cash

31-12-2009 31-12-2008

Balances in euros

Netherlands 7.476.420 9.221.367

Programme countries 910.286 678.529

8.386.706 83% 9.899.897 84%

Balances in foreign currencies

Netherlands 95.218 320.407

Programme countries 1.681.103 1.517.197

1.776.321 17% 1.837.604 16%

Total 10.163.027 100% 11.737.501 100%

ZOA aims to keep cash balances in euros wherever possible. Dollar contracts with institutional donors causes currency positions in US-dollars. For that reason rate differences are unavoidable. In general they do not influence the relief- and rehabilitation activities because most of the expenditures are also paid in US-dollar.

The high cash position is caused because of prepayments of donors for projects which are going to be implemented in 2010.


RESERVES AND FUNDS

ReservesOverview of changes in the reserves

31-12-2008 Added to Withdrawn from

31-12-2009

Continuity reserves

General 2.130.126 386.239 0 2.516.365

Pre-financing 1.000.000 0 0 1.000.000

3.130.126 386.239 0 3.516.365

Allocated reserves

Financing assets 756.788 0 60.820 695.968

Program guarantee 203.711 6.282 0 209.993

Emergency relief 447.338 15.047 0 462.385

Other 273.665 168.177 0 441.842

1.681.502 189.506 60.820 1.810.189

General ZOA Refugee Care aims to maintain a reserve that counterbalances the general financial risks of the organisation and the specific risks inherent in carrying out the programmes.

To hedge short-term risks and to ensure that the organisation is able to meet its commitments in the future, the board has determinedatargetamountforthecontinuityreserveofamaximumof100%(VFIguidelineforGoodCauses:150%)oftheannualexpenses of the operating organisation. This percentage is based on the risk profile of the organisation, the surroundings where it operates and the internal control measures adopted. More detailed explanations of the risk profile and internal management appear in the relevant chapter in the annual report.

Actual 2009

Calculated reserve

Budget 2010

Calculated reserve

Own costs of the organisation

- Personnel costs Netherlands 100% 2.625.315 2.625.315 3.075.140 3.075.140

- Expat costs 100% 1.833.926 1.833.926 2.498.960 2.498.960

- Personnel costs abroad 50% 3.772.405 1.886.203 3.472.015 1.736.008

- Office costs not related to programs

50% 294.354 147.177 321.512 160.756

- Other fundraising costs 100% 90.166 90.166 88.386 88.386

Target level 6.582.787 7.559.250

Actual continuityreserve 3.516.365 3.641.315

53,4% 48,2%

Survival Ratio in days 51 49

Atthistime,thecontinuityreservehasnotreachedthetargetlevel.Inaddition,theSurvivalRatio(numberofdaystheorganisationwillsurvive,ifincomestagnates,andcostsremainthesame)issomewhatlow.Intheyearsahead,surplusesfromoperationswilltherefore be allocated to this reserve.

The level of the reserves is an important point of attention for the organisation. Both from the perspective of risks as well as subsequent to the public debate about reserves held by charity organisations ZOA will continue to review its policy. At present, ZOA is in compliance with the range set by the VFI.


Continuity reserve

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

Pre financingThepre-financingreservewasestablishedbecauseprogrammesand(partsof)projectsoftenhavetobestartedbeforethefinancialmeans(committed)havebeenreceived.Thepre-financingreserveaddressessuchsituations.

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

Financing assetsThese reserves indicate which part of the reserve is tied to tangible fixed assets, and which part is tied to stocks allocated toward objectives or operations.Changes in these assets will give a change in the Assets Fund. Entries to the Assets Fund will be credited to the continuity reserve and debited from the other reserves, as far the continuity reserve does not meet the minimum amount.

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

The follow guarantees are given per 31 December:

2009 2008

Country programme Sri Lanka 155.210 155.210

Others 54.783 48.501

209.993 203.711

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

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

Analysis changes in reservesThe increase of the general continuity reserve is caused by a positive operational result of € 514.926 and the release of € 60.820 from the allocated reserve financing assets.


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

31-12-2008 Recieved money Spenton projects

Contribution gene-ral reserves

31-12-2009

Rehabilitation projects

Afghanistan 5.368 46.607 81.725 45.898 16.148

Burundi 0 10.104 11.528 1.424 0

Cambodja 154.341 166.598 303.252 16.532 34.219

Congo 0 59.922 70.667 61.078 50.333

Ethiopië 155.484 123.663 168.841 25.733 136.039

Liberia 33.156 778.521 525.338 84.366 370.705

Myanmar 7.833 18.013 16.240 0 9.606

Sri Lanka 27.297 205.377 50.201 87 182.560

North Sudan 12.563 41.017 85.397 31.817 0

South Sudan 17.870 140.075 139.757 49.186 67.374

Thailand 0 82.354 99.598 17.096 -148

Uganda 180.797 417.818 332.788 102.387 368.214

ZOA Business 138.411 -138.411 0 0 0

J.M. Bogman Fund 0 140.000 0 0 140.000

Netherlands(education) 36.858 0 0 -13.573 23.285

769.978 2.091.658 1.885.331 422.031 1.398.336

Emergency relief projects

Afghanistan 42.345 17.143 21.314 0 38.174

Bangladesh 27.941 170 28.000 -111 0

Congo 106.048 24.590 37.966 0 92.672

Ethiopia 31.738 350 13.128 0 18.961

Pakistan 28.575 0 0 0 28.575

Myanmar 494.503 12.701 480.048 0 27.156

Sri Lanka 1.388.635 191.104 102.425 44.345 1.521.659

North Sudan 49.003 620 -16.924 0 66.547

Thailand 26.296 200 -11.221 0 37.716

Uganda 0 15.500 10.700 0 4.800

Indonesia/Philipines 0 241.108 46.596 0 194.513

2.195.084 503.486 712.032 44.234 2.030.773

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

Emergency relief projectsThis reserve consists of monies allocated toward emergency relief programmes obtained from dedicated donations from private individuals and organisations or government grants, unless these monies have been officially committed. In that case resources received but not yet spent appear as Short-term liabilities.This reserve decreased enormously. It comprises the contributions received from individuals toward emergency relief following the tsunami. Because abundant short-term funding was provided through institutional sources, the emergency relief campaign proceedsshallbeallocatedtowardlong-termhumanitarianassistance(rehabilitationstage)forthevictims.Thisapproachshouldensure responsible allocation of funds.


Analysis of changes in fundsDue to the economic crisis ZOA was unable to raise funds for projects already planned in 2008. A contribution from the general resources was needed to be able to realise commitments to the target group. ZOA Corporate changed in 2009 in ZOA Business Ambassador groups per country. These groups have a separate fund of contributions from members, to be allocated toward projects in countries they are involved in.

Short term liabilities

Short term liabilities 31-12-2009 31-12-2008

Taxes and social security contri-butions

88.633 73.390

Personnel costs 103.259 94.251

Accruals 2.994.006 4.369.340

Creditors 715.287 807.637

Programme related liabilities 59.582 361.067

Liabilities abroad 1.569.823 1.585.068

Other liabilities and accruals 215.103 227.200

5.745.693 7.517.953

Taxes and social security contributionsConcerns taxes and social security contributions still due as of 31 December 2009.

Personnel costsConcerns holiday pay including social premiums payable as of 31 December 2009. The rights of employees to holiday time not yet taken appear here as a liability.The pension agreement of ZOA Refugee Care is a defined contribution arrangement. Therefore no provisions according to Dutch accounting standards are necessary.

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

CreditorsThese include the regular liabilities to suppliers, both in the programme areas and in the Netherlands.

Program related liabilitiesThese liabilities are related to the risks of implementing projects in the area’s where ZOA is working. Different kind of circumstances (security,weathercircumstances,lackofresources,etc.)couldcauseprogrammesfallingbehindinrealisingtheplannedobjectives.This could cause a discrepancy between the budget available and the projects yet to be realised. This additional contribution is expected to enable the programme to realise its objectives and consequently to make the results more sustainable for the target group.

Liabilities abroadThese liabilities refer not to specific projects but are related to our programmes in the countries we are working.

Other liabilities and accrualsLiabilities that could not be classified under the aforementioned current liabilities.

Accruals 31-12-2009 31-12-2008

European Union 1.568.125 1.893.731

UN organisations 306.364 178.114

Ministry of Foreign Affairs 492.857 1.486.284

PRISMA/ICCO 32.209 126.934

PSO 29.015 126.045

Others 565.436 558.231

2.994.006 4.369.340


Commitments and contingencies not included in the balance sheet

The liabilities not presented in the Balance sheet are:

Liabilities in the future related to lease contracts of premises in the programme countries:

Liabilities shorter than 1 year € 112.000

Liabilities longer than 1 year € 246.000

Total: € 358.000

Co-financing liabilities:

ZOA has per 31-12-2009 for projects in Sri Lanka and Cambodia liabilities for € 566.662

A co-financing liability is a liability to fund a specific project, in addition to funds provided by a main donor, with income from other resources.


NOTES TO THE STATEMENT OF INCOME AND EXPENDITURES 2009

Baten

General

Income in percentage of total income Actual2009

Budget2009

Actual2008

Income own fundraising activities 25 26 25

Income from third party campaigns 8 7 6

Subsidies 66 67 68

Others 1 0 1

100 100 100

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

AnalysisBecause of the economic crisis the expected growth of the percentage own fundraising did not materialise. By paying special attention to this in its long-term plans, ZOA tries to increase this percentage.

Income from own fundraising

Source of income from own fundraising Actual2009

Budget2009

Actual2008

Door to door collection 923.928 1.050.000 1.035.838

Mailing actions 867.645 1.100.000 916.632

Legacies 223.940 200.000 125.741

Gifts and donations

- Individuals 1.296.080 1.600.000 1.343.324

- Churches and Schools 1.121.709 980.000 1.088.895

- Companies, Charity funds & Other 1.179.486 1.860.000 1.149.964

Private supporters 985.719 1.250.000 981.425

6.598.507 8.040.000 6.641.819

With specific designation: Actual2009

Budget2009

Actual2008

Rehabilitation programmes/projects 1.870.149 2.990.000 1.293.479

Emergency relief programmes/projects 532.855 600.000 1.005.990

AnalysisIncome from own fundraising is highly influenced by the economic crisis. Private individuals gave the first nine month of 2009 much less than previous year. This affected the income from door-to-door collection and mailing actions which took place in that period. In the fourth quarter this was almost fully compensated by higher gifts and donations from individuals, churched and schools. Most of the proceeds from emergency relief fundraising efforts have been received following the disasters in South East Asia.

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

Subsidies from governmentsThis item reflects contributions from the Dutch government, the European Union and United Nations organisations, such as UNHCR, UNDP, UNICEF, WFP etc.

Whether and in what amounts donors are willing to contribute to an emergency situation during the year in areas where ZOA operates is difficult to anticipate for in the budget. Part of the grants received in the year under review will be spent after that year. With contributions from donors that arise from spending committed under contract, the resources that have yet to be spent are listed under“Short-termliabilities”as“Accruals”.


Overview total income and main donor groups(amount x 1.000)

Actual2009

Budget2009

Actual 2008

BUZA 3.989.113 3.788.749 4.337.020

BUZA-capacitybuilding(viaPSO) 816.816 498.915 635.831

MFS-rehabilitation 2.844.555 3.204.409 1.813.781

MFS-education(viaPRISMA) 1.648.491 1.336.625 1.725.093

Dutch governement 9.298.975 8.828.698 8.511.725

EU 4.196.396 5.313.722 4.341.859

UN organisations 2.713.499 3.525.289 2.811.331

Other public funding donors 1.104.963 1.962.213 2.154.555

17.313.833 19.629.921 17.819.470

AnalysisThe decrease in income from other institutional donors is caused by the termination of projects in Afghanistan. The expected increase in funding from the EU and UN organisations was not realisation because a lack of acquisition capacity. In 2010 ZOA will invest specifically on this subject. The annex includes a list of income itemised to reflect receipts from individual donors.

Other income

Actual2009

Budget2009

Actual2008

Interest income 195.114 218.567

Rate differences and other income 19.816 54.206

214.930 PM 272.773

Thefinancialincome(notbeingproject-relatedinterestincomeandexchangedifferences)isincludedunderotherincome.Exchangedifferences result from the revaluation of the bank balances in foreign currencies. These are mainly US dollars. Valuation differences will occur when converting into euros. These valuation differences are the result of fluctuations in the value of the dollar. These valuation differences are shown in the annual accounts under the entry other income. When the value of the dollar goes up against theeuro,therewillbepositivevaluationdifferences.Ontheotherhand,thefinancingineuros(spendingindollars)hasanegativeeffect on the spending margin. If the value of the dollar goes up, ZOA must make a valuation profit on its dollar supply. These dollars relate to the project contributions that have already been received but have not yet been spent. The spending margin in dollars for the projects is basically not affected by this change in valuation.


NOTES TO THE STATEMENT OF INCOME AND EXPENDITURES 2009

Expenditures

Cost structure of the organisation (in euro’s) Actual2009

Budget2009

Actual2008

Programme costs abroad in the field 81,3% 83,2% 83,5%

PogrammecostsintheNetherlands(Education) 4,9% 3,7% 3,6%

Programme coordination in the Netherlands 4,7% 4,2% 3,3%

Total spent on objectives 91,0% 91,1% 90,4%

Fundraising costs 4,8% 5,2% 5,2%

Costs of management and administration 4,3% 3,7% 4,4%

Total costs of the organisation 100,0% 100,0% 100,0%

ZOA’s aim is to spend at 88% of its resources on the objective.The downward trend of the fundraising costs and cost of management and administration has also continued in 2009. Because of increasing revenue at the same cost level the percentage declined again. As a result ZOA Refugee Care has at the moment a healthy cost structure.

The indicator ‘Total spent on objective / total income’, in 2009: 87,5% (2008: 89,7%) decreased slightly because ofmoneyreceived in 2009 which will be spent in 2010.

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

Overview per country

Actual2009

Budget2009

Actual2008

Main cause of deviation from budget

Afghanistan 3.006.510 2.868.637 4.229.364

Angola 0 0 21.565 Program is handed over in 2008

Bangladesh 28.000 0 133.000 Relief flood disaster

Burundi 121.900 116.533 83.467

Cambodia 968.544 876.015 689.034

Congo 560.699 625.000 99.034 Started by the end of 2008

Ethiopia 2.141.881 2.563.464 2.457.859 Additional relief projects

Indonesia 28.596 0 0 Relief flood disaster

Liberia 1.199.052 1.483.794 1.434.069

Myanmar 496.288 750.000 199.336 Delay in financing by external donors

North Sudan 1.552.215 2.143.276 1.211.878 Large funding posponed to 2010

Phillipines 18.000 0 0 Relief flood disaster

Sri Lanka 3.774.641 4.079.574 4.315.816

Thailand 4.008.698 3.797.021 4.424.020

Uganda 1.164.051 1.679.005 793.744

South Sudan 1.373.970 3.623.645 1.732.106 Expected funding of donors was cancelled

Other 10.424 505.000 0 Not attributable to one country

20.453.469 25.110.964 21.824.293

NL - Preparation / Coordination 1.178.440 1.261.248 869.248 MFS-1KnowledgeManagementandextentionssupportteams

NL - Education / Awareness raising 1.225.581 1.122.740 929.479 Implementation MFS-1 Programme

22.857.491 27.494.952 23.623.020


RehabilitationOwnprogrammes/projectsconcernprogrammes/projectsthatareimplementedbytheorganisationitselfortogetherwith(local)partners to achieve the objectives of the organisation.

Emergency Relief

Support provided through local partners ConcernsadonationtotheThai-BurmeseBorderConsortium(TBBC)inThailandinordertosupportBurmeserefugeesattheThai-Burmese border. Other contributions were given to local relief organisations in Bangladesh.

Direct reliefConcerns direct assistance in emergency situations through allocation of personnel, funds and other resources.

Preparation and Coordination from the NetherlandsHere the costs of the country support teams and emergency relief are accounted for. Also included are the costs of the Programme DepartmentandMP4,responsibleforpolicy,managementandaccountability(internalandexternal)fortheprogrammecountries.

Raising awareness Includes costs for raising the awareness of the general public and of ZOA supporters in particular.

Spent on fundraisingThemajorsourceofincomeforZOAare“institutionaldonors”.IntheStatementofincomeandexpendituresthisincomeappearsunder“externalcampaigns”and“subsidies”.Theorganisationalcostsofraisingthesecontributionsisrelativelylow.Althoughthecostsof“ownfundraising”needtoberelatedtothecostrate,therateoftotalfundraisingcostsatZOAtendstobemuchlower.

Cost rate of total fundraising

Actual2009

Budget2009

Actual2008

Own fundraising 955.067 1.232.726 1.016.265

External campaigns 55.548 72.661 97.095

Subsidies 206.180 249.661 249.586

Total costs fundraising 1.216.795 1.555.048 1.362.946

Cost own fundraising in percentage 14% 15% 15%

In percentage of total income 5% 5% 5%

The cost rate of fundraising decreased further in 2009. The Board of ZOA uses a fixed yearly norm of 16%.

Management and AdministrationCostsofmanagementandadministrationarethecoststheorganisationmakesfor(internal)managementandorganisationandthatare not allocated to the objective or to income raising.Since these costs are fixed costs, they have hardly changed over the last few years.


ATTRIBUTION OF COSTS 2009 (‘Model C’)

Thesecostsincludeanamountof€459.649(2008:€441.769)fordepreciations.

COST ALLOCATION

Costs are allocated to the objective, fundraising income and management and administration according the recommendation ‘Allocation of costs of Management and administration’ of the VFI.

Costs have been allocated according to the following criteria:A) Costsownorganisationabroad; The expenditure accounted for under this entry mainly concerns the personnel costs of posted fieldworkers and the office

expensesonlocation.Thisexpenditureisdirectlyrelatedtotheimplementationoftheprogrammeinthecountries(outsidetheNetherlands)whereZOARefugeeCareisactive.Costsofownorganisationabroadarefullyallocatedtoobjectives.

B) CostsownorganisationintheNetherlands The costs own organisation in the Netherlands fall into two kinds of expenditure: B1) Implementationcoststhataredirectlyattributable Costs that are directly related to the implementation of the objectives. The items that are accounted for under implementation

costs that are directly attributable are: •The preparation and coordination of rehabilitation (mainly the costs of the ProgrammeDepartment, the Countries

SupportTeams)andemergencyrelief(mainlythecostsoftheEmergencyReliefdesk) •Thedirectcostsrelatingtoinformationandawarenessraising •Thedirectcostsofincomeownfundraising,campaignsbythirdpartiesandsubsidies.

B2)Allocatedimplementationcosts This includes expenditure that could be allocated (directly or indirectly) to the objectives based on prudential criteria

(numberofworkplaces,deploymentofstaff,etc.)andaccordingtoasteadycourse.Thesecostsincludethecostsofthedepartments Management Office, Operations, general costs and costs made by the board.

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

2008 Objectives Fundrasing Cost of manage-ment and admini-stration

Total2009

Budget2009

Total2008Rehabilitation Relief Education Coordina-

tionOwn External

cam-paigns

Subsidies

Own programmes/projects

13.983.203 3.992.386 465.660 18.441.250 24.109.230 19.419.425

Subsidies to local partners

397.713 1.593.810 1.991.523 1.500.000 2.432.292

Direct organisational costs abroad

424.165 62.191 486.356 50.000 369.265

Salaries/social charges 451.093 744.777 275.048 41.691 84.645 633.388 2.230.643 2.394.030 2.100.273

Pension costs 31.359 51.776 19.121 2.898 5.884 44.031 155.069 185.901 146.006

Other personnel costs 28.749 39.597 17.099 1.982 4.022 148.155 239.604 246.175 262.254

Directcosts(campagnes,telemarketingetc.)

492.194 0 93.400 0 585.594 686.370 537.093

Travel and subsistence 103.135 70.465 37.123 5.575 11.318 35.252 262.869 209.304 200.178

Accommodation costs 8.675 31.883 20.242 2.116 4.298 25.469 92.682 84.397 87.856

Office costs 117.330 25.074 87.023 535 1.086 63.306 294.354 304.420 346.925

Audit costst and Annual Report

105.782 105.782 61.503 93.269

Other general costs 19.580 214.869 7.216 751 1.527 28.079 272.023 347.669 133.533

Total 14.805.082 5.648.387 1.225.581 1.178.440 955.067 55.548 206.180 1.083.462 25.157.747 30.179.000 26.128.369


Costs ultimately allocated to Costs of management and administration are:

Description % Notes

Cost of operations at Head Quarters

•general•finance•facilities•IT

rato50ratorato

based on number of workplaces50% is direct support country programmebased on number of workplacesbased on number of workplaces

Human Resources 100

ExecutiveBoard(includingsecretary) 95 5% is fundraising institutional donors

Supervisory Board 100

Legal costs 100 For ZOA mainly general by nature

Communication 0 Fully allocated to the subject

Donor- and member administration 0 Fully allocated to fundraising

Project administration 0 Fully allocated to the objectives

Norm for Costs of management and administrationOn the basis of the nature of the Organization as described in Chapter 3, 4 and 6 of the present annual report, the CEO has set the standard for the management and administration costs at 6%. In the multi-annual overview and forecast on page 108 the development in time of this indicator is displayed.

Remuneration Supervisory Board and Managing Director ZOA Supervisory Board members are not paid for their duties. Costs incurred may be invoiced according to the same rules that apply for ZOA staff members. In 2009, € 1.125 was invoiced for expenses and subsequently refunded by the members as a donation to ZOA’s bank account.

Thepositionandpowersofthemanagingdirector(soleofficer)havebeendeterminedbasedonamanagementprotocol.TheCEObears ultimate responsibility for the operational organisation as a whole.

Personnel costs management Actual2009

Budget2009

Actual2008

Gross salary 93.708 91.183 89.793

Social premiums 7.079 6.460 7.220

Pension premiums 13.603 13.600 13.005

114.390 111.243 110.018

The gross salary listed includes the holiday supplement and year-end bonus. The salary of the director has been set in accordance withtheRemunerationdecreeforstatecivilservants(BBRA1984),GradeXVI.ThesecostsarewellwithintherangesetbytheVFI.

Number of staffPer31December2009ZOARefugeeCareemployed777(2008:925)people.

OTHER INFORMATION Auditors’ reportSee next page.

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


To the supervisory board of Stichting ZOA Refugee Care, The Netherlands

Auditor’s report

Report on the financial statements We have audited the accompanying financial statements 2009 of ZOA Refugee Care, The Netherlands, Apeldoorn as set out onpages87to105(chapter11.2)whichcomprisethebalancesheetasat31 December 2009, the statement of income and expenditure for the year then ended and the notes.

The directors’ responsibilityThe directors of the foundation are responsible for the preparation and fair presentation of the financial statements and for the preparation of the management board report, in accordance with Guideline 650 for Annual Financial Reporting for fundraising organisations. This responsibility includes: designing, implementing and maintaining internal control relevant to the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances.

Auditor’s responsibilityOur responsibility is to express an opinion on the financial statements based on our audit. We conducted our audit in accordance with Dutch law. This law requires that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the foundation’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the foundation’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion In our opinion, the financial statements give a true and fair view of the financial position of ZOA Refugee Care, The Netherlands as at 31 December 2009, and of its result for the year then ended in accordance with Guideline 650 for Annual Financial Reporting for fundraising organisations.

Report on other legal and regulatory requirementsPursuant to the legal requirement under 2:393 sub 5f of the Netherlands Civil Code, we report, to the extent of our competence, that the management board report is consistent with the financial statements as required by 2:391 sub 4 of the Netherlands Civil Code.

Den Haag, 29 April 2010PricewaterhouseCoopers Accountants N.V.

OriginallysignedbyP.B.J.KoetsRA


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Appendix

BUDGET 2010

INCOME Budget 2010 Actual 2009 Budget 2009

Income own fundraising activities

Door to door collection 1.015.000 923.928 1.050.000

Legacies 200.000 223.940 200.000

Contribution, donations, gifts 5.529.000 5.450.639 6.790.000

6.744.000 6.598.507 8.040.000

Income from third party campaigns 1.794.747 2.009.448 1.956.576

Subsidies from government and others 16.981.990 17.313.833 19.629.846

Other income 0 214.930 0

TOTAL INCOME 25.520.737 26.136.718 29.626.423

EXPENDITURES Budget 2010 Actual 2009 Budget 2009

Spent on objectives

Rehabilitation

Own programmes/projects 18.104.540 14.407.368 21.420.789

Support/subsidies through local partners 0 397.713 0

18.104.540 14.805.082 21.420.789

Emergency relief

Support provided through local partners 1.500.000 1.593.810 1.500.000

Direct relief 2.098.089 4.054.578 2.190.175

3.598.089 5.648.387 3.690.175

Preparation and Coordination fromthe Netherlands

1.353.585 1.178.440 1.267.108

Education/Awareness raising 1.228.218 1.225.581 1.124.783

Total spent on objectives 24.284.432 22.857.491 27.502.855

Spent on fundrasing

Expenses own fundraising 1.079.365 955.067 1.232.726

Expenses Participation in external campaigns 101.066 55.548 72.661

Expenses received subsidies 318.318 206.180 249.661

1.498.749 1.216.795 1.555.048

Management and Administration 1.223.195 1.083.462 1.121.153

TOTAL EXPENDITURES 27.006.376 25.157.747 30.179.056

SURPLUS/DEFICIT -1.485.639 978.971 -552.633

Added to/withdrawn from

Funds

Humanitarian assistance funds:

Starting country program 0 0 0

Rehabilitation projects -112.500 628.357 0

Emergency relief projects -1.498.089 -164.312 -1.025.814

-1.610.589 464.045 -1.025.814

Reserves

Continuity reserve 124.950 386.239 473.181

Financing assets 0 -60.820 0

Program guarantee 0 6.282 0

Emergency relief 0 15.047 0

Other Allocated reserves 0 168.177 0

124.950 514.926 473.181

TOTAL CHANGE IN RESERVES AND FUNDS -1.485.639 978.971 -552.633


Long-range overview and estimate (* € 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 € 3.500.000 and has a staff of 3 to 4 ex-pats assisted by locals.

A country programme of this scale may be run effectively and is able to accommodate setbacks without compromi-sing the leverage of the organisation. ZOA aims to have every country programme at this level.

This principle is the foundation for the multi-year projection. The number of countries where ZOA aims to operate combined with the cost ratios deemed acceptable by the board help determine the multi-year ambition.

To get the continuity reserve at the acceptable level, € 500.000 will be added annually in the years ahead. See the explanatory notes to the continuity reserve as well. Each year € 100,000 will be set aside to finance new program-mes.

INDICATORS Actual 2007 Actual 2008 Actual 2009 Budget 2010

Estimate 2011

Estimate 2012

Estimate 2013

Estimate 2014

Number of programma countries

10 10 11 11 12 12 12 12

Target volume per country

2.076 2.362 2.087 2.208 2.500 2.750 3.000 3.250

Percentage income non-subsidies

43% 32% 34% 35% 35% 35% 35% 35%

Norm cost percentage own fundraising(CBF)

16% 16% 16% 16% 16% 16% 16% 16%

Norm cost percentage total fundraising

5% 5% 5% 6% 6% 6% 6% 6%

Norm costs of management and administration

5% 4% 4% 6% 5% 5% 5% 5%

INCOME Actual 2007 Actual 2008 Actual 2009 Budget 2010

Estimate 2011

Estimate 2012

Estimate 2013

Estimate 2014

Income own fundraising andparticipation in external campaigns

10.486 8.503 8.823 8.538 10.500 11.550 12.600 13.650

Subsidies 13.212 17.819 17.314 16.982 19.500 21.450 23.400 25.350

TOTAL INCOME 23.698 26.322 26.137 25.520 30.000 33.000 36.000 39.000

EXPENDITURES Actual 2007 Actual 2008 Actual 2009 Budget 2010

Estimates 2011

Estimates 2012

Estimates 2013

Estimates 2014

Spent on objectives

Total spent on objectives 20.762 23.623 22.858 24.284 26.342 29.030 31.718 34.406

Spent on fundrasing 5,1% 1.204 5,2% 1.363 4,6% 1.217 5,9% 1.499 5,8% 1.735 5,8% 1.912 5,8% 2.089 5,9% 2.266

Management and Admi-nistration

5,1% 1.217 4,3% 1.142 4,1% 1.083 4,8% 1.223 4,4% 1.323 4,4% 1.458 4,4% 1.593 4,5% 1.728

TOTAL EXPENDITURES 23.183 26.128 25.158 27.006 29.400 32.400 35.400 38.400

SURPLUS/DEFICIT 515 194 979 -1.486 600 600 600 600

ADDED TO/WITHDRAWN FROM

Funds -162 -199 464 -1.611 100 100 100 100

Reserves 677 393 515 125 500 500 500 500

TOTAL CHANGE IN RESERVES AND FUNDS

515 194 979 -1.486 600 600 600 600


Overview institutional donors per category 2009

Subsidies

donor Actual 2009

DMH/HH 2.283.146

DMH/VG 2.844.555

BUZA-Education 1.648.491

BUZA-Capacity-building 816.816

RNE-Afghanistan 488.209

RNE-Ethiopië 878.811

RNE-Sri Lanka 338.947

Total BUZA-donors 9.298.975

ECHO 2.771.608

EUROPEAID 1.424.788

Total EU-donors 4.196.396

Ministry of Rural Rebabiliation & Development(MRRD/Afghanistan)

428.598

Ministry of Agriculture, Irrigation and Livestock(Afghanistan)

66.600

Embassy Belgium 67.992

Total GOV-donors 563.190

UNHCR-Ethiopië 342.212

UNHCR-Liberia 20.430

UNHCR-Thailand 513.052

UNICEF-Sri Lanka 78.461

UNICEF-Sudan 65.583

WorldFoodProgramme(WFP) 119.243

Food and Agriculture Organisation (FAO)

116.007

United Nations Development Pro-gramme(UNDP)

530.961

United Nations Office for the Coor-dination of Humanitarian Affairs (OCHA)

927.550

Total UN-donors 2.713.499

Deutsche Gesellschaft für Techni-scheZusammenarbeit(GTZ)

344.875

Other 196.898

Total subsidies others 541.773

TOTAL Subsidies 17.313.833

OTHER INDICATORS Actual 2007 Actual 2008 Actual 2009 Budget 2010

Estimate 2011

Estimate 2012

Estimate 2013

Estimate 2014

Fundraising percentage (CBF)

16% 15% 14% 16% 13% 13% 13% 13%

Percentage spend on objectives

90% 90% 91% 90% 90% 90% 90% 90%

Spend on objectives in percentage of income

88% 90% 88% 95% 88% 88% 88% 89%

Solvency 52% 51% 60% 57% 57% 58% 59% 60%

Survival ratio in days 35 44 51 49 49 51 52 53

Liquidity 193% 193% 240% 214% 215% 220% 225% 230%

Participation in external campaigns

donor Actual 2009

Canadian Reformed World Relief Fund (CRWRF)

24.435

Cristian Reformed World Relief Committee (CRWRC)

660.687

Laker Missionen 51.689

Other 68.475

Total campaigns local 805.286

AQUA FOR ALL 328.496

EO-METTERDAAD 44.065

WILDE GANZEN 28.665

WOORD & DAAD 35.872

HAPPY GIFT 40.203

KERKINACTIE 271.575

REDEENKIND 218.435

MWH FOUNDATION 236.851

Total campaigns Netherlands 1.204.162

Total participation in external campaigns 2.009.448


How can you help?

ZOA Refugee Care is dedicated to defending the rights of refugees. That is why we provide emergency relief and assist with rehabilitation. We work alongside the refugees to build a new future.

ZOA aims to work toward change and to continue fighting injustice. Based on our conviction that the Bible calls upon us to do right by our neighbours, we have the courage and the desire to appeal to our constituency to do right as well.

Do right and help us do right

We are grateful for the financial support from our donors, who make our work possible. We also appreciate all the time and knowledge our volunteers donate and feel supported through involvement and prayer.

You can help us defend the rights of refugees. Would you like to know how? ContactZOARefugeeCareatphonenumber+31(0)553663339andasktospeak with any of the persons below:

•Forinstitutionaldonorsandpartnerorganisations:AnedeVos ([email protected])• Forcorporationsandcapitalfunds:HarryVerwaaijen ([email protected])• Forchurches:YvonnePloegman ([email protected])• Forschoolsandevents:NathalieEilander ([email protected])• Forindividuals:JohanGuis ([email protected]);of• Headofthefundingdepartment:EwoutSuithoff ([email protected]).

Give your heart, give your time, give your knowledge, give your money.

©2010

ZOA Refugee CareP.O. Box 41307320 AC ApeldoornThe NetherlandsTelephone :+31(0)553663339Fax :+31(0)553668799E-mail :[email protected] : www.ZOA.nl

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

Board ZOA Refugee Care:Drs. W. Zoeteweij, Gouda, ChairmanDrs. W.J. Adema RA MBA, NunspeetTreasurerDhr J.W. Boogerd, MaarssenMw. Mr. I. Verbeek-den Daas, MaarssenIng.K.A.deVries,‘s-GravenpolderMw. Drs. A.W. Westerveld, HegebeintumDhr. Drs. B. Brand, Zwolle Directors:J. Mooij, MBA, Chief Executive OfficerDrs. A.J.M. de Jong RA, Deputy Director

ZOA Refugee Care is registered with the Cham-ber of Commerce under number: 41009723.

Editors:Arnoud de Jong, executiveInge van der Weijden, textMark Verhelst, Albert Wolters, financial statements

Translation:Lee Mitzman

Design:Frivista-(y)ourmission,Amersfoort

Printed by:Drukkerij De Bunschoter

Images:www.folkertrinkema.com, ZOA, D.J. Verkuil (pag.28)

Theinformationcontainedinthisreport(excludingphotos)

may be reproduced, provided ZOA Refugee Care is notified

and this Annual Report is acknowledged as the source. ZOA

would like to receive a copy of the publication in question.

Credits ZOA Refugee CareAnnual report 2009

AbbreviationsBuZa Ministery of Foreign AffairsCAPP Country Annual Policy Plan CBF Central Bureau for FundraisingCBO Community Based Organisation CARE International organisation for relief and rehabilitationCDC Community Development Committee CRWRC Christian Reformed World Relief CommitteeECHO European Community Humanitarian OfficeEU-CORD EU – Christian Organisation en Relief and DevelopmentFAO Food and Agriculture Organisation of the United NationsICCO Interchurch organisation for development cooperation ISO International Organisation for StandardisationMFS Co-financingSystemBuZa(Medefinancieringsstelsel)OFDA Office of U.S. Foreign Disaster AssistancePRISMA Dutch Christian organisations in relief RNE Royal Netherlands AmbassyUNHCR United Nations Refugee OfficeUNOCHA United Nations Office for the Coordination of Humanitarian AffairsUSAID U.S. Agency for International DevelopmentVFI BranchOrganisationforfundraising(Vereniging Fondsenwervende Instellingen)WFP World Food ProgrammeZIS ZOA Information System

ZOA-vluchtelingenzorg - jaarverslag 2009 Engels

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