ZOARELIEF | HOPE | RECOVERY

Annual Report 2011

3Contents

1. Introduction 5

2. Who we are 7

3. Executive’s Report 9

4. Report from the

Supervisory Board 15

5. Report from the

Works Council 19

6. Organisation 21

7. Funding, awareness

raising and communication 25

8. Our programmes 29

9. ZOA Worldwide 34

Afghanistan 36

Burundi 40

Cambodia 44

Democratic Republic of Congo 48

Ethiopia 52

Haiti 56

Liberia 60

Myanmar (with CDN) 64

Pakistan 68

South Sudan 72

Sri Lanka 76

Sudan 80

Thailand 84

Uganda 88

10. Financial report 93

4

5

Looking back at the year 2011, I am pleased to conclude that it was a good

year. We may well call it a year of harvesting. Processes that were started in

the years before generated wonderful results in 2011, like the introduction of

our new motto Relief I Hope I Recovery and the start of implementing the

Dutch Consortium for Rehabilitation programme.

We experienced growth in our annual budget, enabling us to reach more

people that needed our assistance. I am very happy with our capable and

motivated staff, who often work in very difficult, sometimes dangerous

situations. There were no major set-backs, no serious security incidents or

other challenges that might have been detrimental to the programmes or the

organisation.

Reason for gratitude and satisfaction.

Still, ZOA’s work will always generate mixed feelings. Along with all the good

results we can report, there are still so many people who suffer from violent

conflict or natural disaster. It makes me modest in reporting successes, and

ever more committed to ZOA’s mandate; to support people who suffer due to

armed conflict or natural disasters, by helping them rebuild their livelihoods.

Johan Mooij

Chief Executive Officer

CHAPTER 1 INTRODUCTION

While reporting good results, there

are still so many people who suffer

from conflict or disaster. It makes me

very committed to ZOA’s mandate:

to support people who suffer due to

armed conflict or natural disasters,

by helping them rebuild their

livelihoods.

1. Introduction

5

6

7

Our name

ZOA was founded in 1973 in The Netherlands. The three

letters ZOA are the abbreviation of the Dutch transla-

tion of South East Asia, the area where the organisation

started its initial activities.

Our mission

ZOA supports people who suffer due to armed conflict

or natural disasters, by helping them rebuild their

livelihoods. We call on our constituency and partners,

in the North and in the South, to take responsibility and

become involved. We provide maximum added value

to those we support and those who support us. Our

mission can be summarized in three words: Relief, Hope,

Recovery.

Relief

We provide relief to people affected by conflict or

natural disasters.

Hope

We contribute to a new perspective of hope in which

people work together for a promising future in dignity

and mutual trust.

Recovery

Together with the affected communities we work on

recovery of their livelihoods.

Our vision

In a world full of conflict, injustice, poverty, and disaster,

we want to contribute to signs of hope and restoration.

We see this coming about where people experience

peace, justice, and mutual trust once again, and where

they regain personal dignity and confidence. ZOA acts

and contributes from the biblical perspective of God’s

Kingdom, which will bring reconciliation and restoration

to its full potential. Meanwhile, God calls us to seek

justice and be faithful to those who need our support.

Our key values

Human dignity

All people are different, but everyone is made in God’s

image. We treat all people equally. We dedicate ourselves

to promote respect, mutual understanding and coope-

ration.

Faithfulness

Faithfulness means providing support that our benefi-

ciaries can count on, honouring our commitments and

being dedicated and accountable to them. Faithfulness

means that we remain involved in conflict affected com-

munities until they are ready to walk on their own again.

Stewardship

Stewardship encompasses both people and their envi-

ronment. We promote solutions that are sustainable for

both the people and their habitat. At the same time we

seek to be good stewards of the resources delegated to

us by using resources effectively and efficiently.

Justice

ZOA stands up for vulnerable and marginalized people.

Through our programmes we combat injustice in the

South. In the North we promote awareness of injustice

and we call on our constituency to do right.

2. Who we are

8

9

Looking back at the year 2011, it can be called a year of

harvesting. Several processes started in the years before

generated results in 2011. The average size of our pro-

grammes grew with around 20 percent.

Change of name

ZOA changed its name in 2011 from ZOA Refugee Care

to ZOA. The reason is that ZOA works with a much

broader range of target groups than just refugees. Having

‘refugee care’ in our name caused confusion about our

mandate among both donors and target groups, since

our target group is not refugees only. ZOA’s mandate is

to assist the rehabilitation of victims of natural disaster

or armed conflict, whether they are displaced or not.

New motto

ZOA added the new slogan Relief I Hope I Recovery to

make clear at a glance what our mandate is. Relief relates

to disaster response, being more emergency related. Reco-

very relates to rehabilitation, because our commitment is

to help people rebuild their livelihoods. The central word

hope points to ZOA’s vision; we want to contribute to

signs of hope and restoration and offer new perspectives.

Programme areas

After we started programmes in two new countries

in 2010 – Haiti and Pakistan -, in 2011 we focused on

establishing and continuing the existing programmes. We

also initiated two new programme areas in Sudan (North

Dafur and Gedaref), a new programme area in Uganda

(Nwoya), in DR Congo (Lubero, North Kivu) and with

CDN in Myanmar (Northern Rakhine State).

In Cambodia we are in the phase-out process, preparing

to hand over activities to local partners and to close our

programmes at the end of 2012.

Quality of programmes

In 2011 we began to work in accordance with the new

strategy document Signs of Hope that was adopted in

the previous year. The document meant a substantial

step towards more emphasis on improving livelihoods

in our programmes, which now accounts for some 75

percent of our programmes.

In early 2011 we were accepted as a member of the

Humanitarian Accountability Partnership (www.hapinter-

national.org). The implementation of the HAP Standard

will help us improve the quality of our programmes

by giving additional attention to accountability to our

target group. We started to implement the guidelines in

Sri Lanka. In 2012 further implementation of the HAP-

guidelines will continue in Sri Lanka and also in other

programme countries.

Another aspect of improvement in quality of our

programmes in 2011 is the renewed definition of the

programmatic approach. We now systematically include

all important aspects of the approach in assessment,

implementation and evaluation of our programmes.

Security

Due to our mandate we work in fragile and often inse-

cure situations. And yet we always succeed in finding

committed people who want to do this work and to sup-

port those who are faced with these insecure situations

in their daily lives. As an organisation it is our utmost

responsibility to protect our staff.

We appointed a full time security advisor in 2011,

working on security policy, protocols, security training,

security briefing, local security plans, advice in change of

situation and support in case of security incidents.

Twelve security incidents were reported in 2011. ZOA

was directly involved in ten of these. Robbery and

accidents were reported three times, ambush twice,

explosives, armed attack, threats and robbery attempt

all once. Even though injuries were reported in five

instances, there were no deadly fatal casualties among

ZOA-staff, for which we are very grateful.

An attractive employer

Worldwide, despite the difficult circumstances we work

in, we were still able to find the right people for vacan-

cies. In 2011 we paid special attention to the quality of

management staff in the country teams. We started with

the development of a training programme especially for

them, which will be implemented in 2012.

The trainee programme for young expat professionals,

launched in 2009, gives young adults a chance to acquire

professional experience and gives ZOA a chance to

recruit experienced staff within a reasonable period of

time. In 2011 seven trainees were active for ZOA. Six

former trainees now work in junior staff positions, a good

result of the investment in young professionals.

Dutch Consortium for Rehabilitation

ZOA is lead agency of the Dutch Consortium for

Rehabilitation (DCR, www.dcr-africa.org), with three

other members: CARE Nederland, HealthNet TPO and

Executive’s ReportCHAPTER 3

3. Executive’s Report

10 CHAPTER 3 Executive’s Report

Save the Children Netherlands. DCR receives funds in

the co-financing system of the Dutch Ministry of Foreign

Affairs; the so called MFS-2.

The DCR started implementation of a five year program-

me in 2011. DCR works on rehabilitation programmes in

six fragile states in Africa: Burundi, Democratic Republic

Congo, Liberia, Uganda, Sudan and South-Sudan.

The consortium partners work in complementarity.

Through cooperation we will be able to achieve better

results. Together we work in essential sectors for rehabili-

tation of communities: health care, education, water and

sanitation, food security, development of economic acti-

vities and re-enforcing civil society. We can so contribute

to greater stability and sustainable economic growth,

and a society where people are self-sufficient and have

access to basic services.

It has been a complex process with four consortium

members working in six countries and with several local

partners, focusing on several sectors. Still, it all started

up well, and we can look back on a successful first year in

which much work was done.

Five working groups, consisting of members from all

participating organisations, make sure that cooperation

and learning from each other is optimally realized. These

thematic working groups are:

Setbacks in 2011

In general there were no major organisational set-backs,

no serious security incidents, or other challenges that

might have been detrimental to the the programmes or

the organisation. However, we did encounter difficult

and sometimes disappointing situations.

From March 2011 thousands of refugees arrived in Liberia

from Ivory Coast. Though the ZOA Liberia team did an

assessment in August, we lacked capacity and money

to start assistance. For the year 2012 we plan to make

operational the in 2011 started Disaster Response Unit,

which will give more flexibility in situations like the one

on the Liberian border, to respond quickly to occurring

needs.

In Thailand we changed our initial plan to hand over our

activities to the local NGO U-sa Khanae Development

Foundation. During the process, both ZOA and UK-DF re-

alised that the burden would be too much for the young

local NGO. ZOA has decided to phase out of Thailand in

2014, and is no longer seeking funding for the period af-

terwards. We are lobbying for other international NGOs

to take over our work.

Financial instruments

ZOA does not use financial instruments to cover financial

risks if they occur.

Looking forward to 2012

In the coming year coming we will pay special attention to:

organisations by training and reviewing the job requi-

rements;

-

mes, with special attention to the implementation of

the programmatic approach and HAP-guidelines.

11HOOFDSTUK 1 PROFIEL VAN ZOA 3.1 DE ORGANISATIE 8

“I am very happy that in the programme area all 15,000 families now have sufficient food throughout the year, even the vulnerable families.” Bernie O’Neill, Country Director ZOA Cambodia

HOPEWe contribute to a new perspective of HOPE in which people work together for a promising future in dignity and mutual trust.

RELIEF We provide RELIEFto people affected by conflict or natural disasters.

RECOVERYTogether with the affected communities, we work on the RECOVERY of their livelihoods.

15

The Supervisory Board is a body that represents the

constituency. The members contribute expertise from

various fields.

The Supervisory Board has formal responsibilities, such

as appointing the CEO and approving the budget, it

provides general supervision and advice. The Supervisory

Board also ensures that the policy implemented by the

board corresponds with the (multi-annual) policy plans

and budgets that have been adopted and approved. The

management of ZOA, headed by the CEO, is responsible

for executive decisions and daily management.

Members of the Supervisory Board

The Supervisory Board members serve a term of five

years, and can be re-elected once, making their maxi-

mum term ten years. Our website www.zoa-internatio-

nal.com lists the members by name and indicates their

period of service, as well as indicating additional offices

that members hold.

Dr. ir. H. Paul MPA, chairman.

Mr Paul works with ABD Topconsult of the Dutch

Ministry of Internal Affairs.

J.W. Boogerd, retired banker.

Drs. B. Brand MCM, town clerk/general director of

the municipality Oldebroek.

Drs. J. Kamphorst, independent interim manager and

management consultant.

Mr. B.J. van Putten, a retired mayor.

Ing. K.A. de Vries MEd, geography teacher at Prins Maurits

Christian Highschool in Middelharnis.

Drs. A.W. Westerveld, MPH, physician.

Works on preventive healthcare for Provincial Health

Care Fryslân.

Drs. W.J. Adema, RA MBA was a Board member from

1 September 2002 – 1 September 2011 and not eligible

for re-election.

Subjects discussed in 2011

The Supervisory Board met five times in 2011.

Among the items on the agenda were:

Management Team (twice)

Members of the Supervisory Board met the International

Management Team during the Inter Regional Meetings in

March and October.

Once a year a delegation of the Supervisory Board visits

one of ZOA’s programme countries. In 2011 two board

members visited South Sudan.

The audit committee focuses mainly on strengthening

the internal audit function. The audit committee met four

times in 2011, twice together with the external auditor KPMG.

A three Board member selection committee was

appointed to fill the two vacancies on the Board.

Salary and additional offices of the CEO

The remuneration committee appoints the CEO

and conducts performance interviews with the CEO.

This committee also sets the salary of the CEO. The

remuneration committee meets at least once a year.

The Supervisory Board has upon the recommendation of

the Remuneration Committee determined the amount

of the management remuneration and additional bene-

fits to be paid to the CEO. The remuneration policy is

regularly reviewed, most recently in 2011.

In determining the remuneration policy and remunera-

tion, ZOA adheres to VFI’s advisory scheme for the remu-

neration of the management of charitable organisations

REPORT FROM THE SUPERVISORY BOARDCHAPTER 4

4. Report from the

Supervisory Board

16 CHAPTER 4 REPORT FROM THE SUPERVISORY BOARD

[Adviesregeling Beloning Directeuren van Goede Doelen]

and the code of governance for charitable organisations

[Code Wijffels] (see www.vfi.nl).

Under the advisory scheme, a maximum annual remune-

ration is determined on the basis of weighted criteria. At

ZOA this weighting was performed by the Remuneration

Committee. This resulted in a so-called basic score for

management positions [Basis Score voor Directiefuncties

– BSD] of 495 points and a maximum annual remunera-

tion of € 124,000 (1 fte / 12 months).

In 2011, the actual income of the CEO (€ 95,557) was

within the maximum set by VFI. For an exact overview, we

refer to the financial statements, chapter 10, page 120.

Each year the Supervisory Board examines whether the

additional offices held by the CEO correspond with those

of CEO of ZOA. The Board has found that the additional

offices of the CEO are compatible with his responsibili-

ties for ZOA.

In 2011 the additional offices of the CEO were:

which enables young people to study at a Bible school)

Financial compensation

Supervisory Board members receive no financial

compensation for their work. They can claim expenses

incurred in the course of their duties as Board members.

The same rules apply to their claims that apply to

ZOA employees.

Approval Annual Report 2011

The audit reports prepared by the auditor KPMG were pre-

sented in the meeting of the Supervisory Board on 23 April

2012. The audit committee reviewed these reports compre-

hensively in the presence of the independent auditors and

internal auditor. The independent auditors reported that

there were no major weaknesses in the organisation, in-

ternal audit work or risk management systems. We concur

with the results of the audit.

Following the definitive findings of the examination by

the Audit Committee and our own examination, we have

raised no objections. In view of our approval, the Annual

Report including the financial statements prepared by the

Board are accepted as submitted.

The Supervisory Board would like to thank all the ZOA

employees in ‘the North’ and ‘the South’ for their good

work and commitments during 2011.

17HOOFDSTUK 1 PROFIEL VAN ZOA 3.1 DE ORGANISATIE 8

“We both feel that the conflict that put us in this position lasted too long, so we agreed to share our plot. Our produce is greatly stimulated by manure, fertilizer and improved seeds that we received from ZOA. Now it is a win-win situation for both of us.”Gordian Heberi and Norbert Bitaboneka, Burundi

18

19

The Works Council represents ZOA staff members with

a Dutch employment contract and stands up for their

interests. The Works Council regards members of the

management teams in the programme countries as con-

stituents as well, regardless of whether they hold Dutch

or local employment contracts.

The Works Council as a representative of ZOA staff is

involved in several organisation and policy developments

within ZOA. The Works Council has a diverse range of

rights. It has the right to be informed about issues con-

cerning the organisation, such as financial policy. It has

the right to approve or disapprove measures concerning

staff policy. In other aspects they have an advisory role.

The Works Council consists of five members. Three work

at head office in The Netherlands, and two work abroad

(Uganda and Congo). An existing vacancy was filled in

2011.

The main subjects the Works Council was involved in in

2011 were the biannual review of the Terms of Employ-

ment and the preparation of the Employee Satisfaction

Review, to be implemented in 2012. The Works Council

was also presented with the financial statements, the

results of 2010 and the budget for 2011.

REPORT FROM THE WORKS COUNCILCHAPTER 5

5. Report from the Works Council

20

21

Organisational structure

See figure on page 23.

The country organisations have their own Country

Management Teams and operate largely independently,

enabling them to accommodate local developments.

The International Management Team meets half-yearly

during the Interregional Meeting. The meeting is instru-

mental in sharing best practices and policy development.

The head office in The Netherlands supports the country

organisations with policy cohesion and continuity, qua-

lity control, exchange of knowledge, financial manage-

ment, fundraising, communication and staff recruitment.

Support teams at head office ensure support for the

country programmes. Each support team is comprised

of members from the three operational departments:

Programmes, Finance and Funding, as well as one

member from the Monitoring and Policy Development

department. Upon request a member from the Human

Resource department will attend support team meetings.

Staff

In 2011 62 people worked at head office in Apeldoorn

(approx. 52 fte). Male-female ratio is 50-50.

32 Expats work in fourteen programme countries.

ZOA-staff in total is nearly 800, with local staff

accounting for the majority of this group.

Volunteers

Seventeen volunteers work at head office, nine of them

on a regular basis. Thirty volunteers were available for

short term work abroad.

Nine auditors from Alfa Accountants in The Netherlands

were available for unpaid internal audits in the program-

me countries.

In The Netherlands 554 local volunteers organised a

door-to-door collection in their community.

During a one week collection-period 17,230 people nati-

onwide went door-to-door to collect money for ZOA.

Statement of accountability

ZOA subscribes to the following principles:

-

proving plans and carefully reviewing the organisation

and its results) is kept separate from governance i.e.

execution.

-

sources optimally to enable ZOA to operate effectively

and systematically to achieve its objectives. This is set

forth in our quality and control model.

stakeholders. ZOA focuses on information provision to

gather and register wishes, questions and complaints.

Both in the Netherlands and in the areas where ZOA

operates, the organisation is in contact with stakehol-

ders to make ZOA’s work possible.

The detailed statement of accountability appears in full

on our website www.zoa.nl (in Dutch).

Quality standards and codes

ZOA has committed itself to the following codes of

conduct and standards:

Red Crescent Movement and NGOs in Disaster Relief

and Support of Aid Personnel

-

ship (HAP).

ZOA’s quality management is certified according to the

ISO 9001:2008 standard. Re-certification was realized

for ZOA Netherlands in 2011.

A learning organisation

The Department for Monitoring, Policy Development

and Evaluation facilitates ZOA as a learning organisation.

Research, development of implementation tools and

training are aspects for continuous improvement of the

quality of the programmes.

Main subjects the department worked on in 2011:

and subsequently integrating the resulting Private

Sector Development policy into the Households Food

Security and Livelihoods policy;

with local organisations and capacity development in

Liberia, Uganda and the Democratic Republic of Congo;

(continuing into 2012).

Environmental responsibility

As stewardship is one of our key values, ZOA focuses

on being responsible in the resources we use. In our

ORGANISATIONCHAPTER 6

6. Organisation

22 CHAPTER 6 ORGANISATION

programme countries, our target group is affected by

environmental degradation in their daily lives. In chapter

8 we describe how and why we include environmental

protection in our programmes.

At head office in The Netherlands we include envi-

ronmental consciousness in our office management,

among other resulting in use of FSC-certified paper and

environmentally friendly waste management and power

consumption. In 2011 ZOA decided to engage in a long

term project aimed at the compensation of CO2 emis-

sions caused by ZOA’s intercontinental travel. The project

focuses on tree planting and maintenance in Ethiopia.

Together with Woord en Daad ZOA started the Wees

Eerlijk (Be Fair)- campaign, an awareness raising cam-

paign at high schools on sustainability and impact of our

lifestyle on other parts of the world.

Risk management

Risk management has been formalised within the orga-

nisation’s operational procedures. Risks, including the

mitigating measures taken, are registered and classified.

Implementation risks are carefully monitored by close

supervision of compliance with internal procedures.

Compliance risks are carefully monitored. Projects with a

budget of more than € 400,000 are subject to a compre-

hensive audit.

A full-time security officer was appointed in 2011 to deal

with safety risks. Security procedures, training courses

and day-to-day contact with field staff in risk areas are

given full priority.

A continuity reserve offsets financial risks, and conti-

nuing efforts are made for diversification of donors.

ZOA assesses each situation of possible reputation risks.

Anti-fraud and anti-corruption

Anti-fraud and anti-corruption policies are in place. In

serious incidents, external auditors will carry out inves-

tigations. Five cases were reported in 2011. In Sri Lanka

a project officer forged signatures of recipients for 3,150

Euros. After investigations the staff member paid back a

sum of 2,000 Euros and his employment was terminated.

In Sri Lanka a project officer also took money from the

beneficiaries with false promises about what ZOA would

do for them – and put the money in her own bank ac-

count. After investigations she paid back the full amount

of 880 Euros and her employment was terminated.

In Ethiopia one of the project managers sent in false

reports. The issue was followed up by management and

the contract of the staff member was ended. In Liberia

one of ZOA’s partners issued a fake invoice. The issue

was investigated and errors were corrected. Based on the

procedures performed the financial impact was zero. The

cooperation with this partner has been terminated. In the

Democratic Republic of Congo we found a cash deficit

of 2,000 USD. The investigation into the reason for the

deficit was not yet completed at the end of 2011.

Partnerships

ZOA is a member of HAP, ICVA, EU-CORD, Dutch

Security Network (member of steering committee), PSO,

Prisma, Partos, VFI and IS-Academy on Human Security

in Fragile States.

ZOA is the lead agency within DCR (Dutch Consortium

for Rehabiliation, with Save the Children, CARE Neder-

land and Healthnet TPO). ZOA works with DCU (Dutch

Consortium Uruzgan, with Cordaid, Dutch Committee for

Afghanistan, Healthnet TPO and Save the Children), with

CDN (Consortium of Dutch ngo’s, with Red een Kind

in Myanmar) and with Dorcas, Red een Kind, Tear and

Woord en Daad in a Dutch Emergency Relief cluster.

Together with Aqua for All, AKVO, Simavi and AMREF

Flying Doctors ZOA forms the leading group that organi-

ses the annual fundraising and education activity ‘Walk

for Water’ at primary schools.

ZOA has a Memo of Understanding with CRWRC and

with Medair, and with Stromme (in preparation). ZOA

partners with other international organisations such as

World Concern, TearFund UK, CARE, Save the Children,

TBBC, Food for the Hungry, and with members of the

EU-CORD network in the implementation of projects

and in applications for funding.

23CHAPTER 6 ORGANISATION

ProgrammeCountries

Afghanistan

Myanmar

Burundi Cambodja

ThailandSri Lanka

DR Congo

Sudan

Ethiopia

South Sudan Uganda

Liberia

CEO

InternalAudit Department

Security Support

Monitoring and Policy

Department

Fundraising and communication

Department

Programme Department

Haïti Pakistan

Dutch Consortium for Rehabilitation

(MFS-2)

Human Resources

Department

FinanceDepartment

Disaster ResponseUnit

SupervisoryBoard

24

25

Funding

ZOA is funded by more than 40,000 private donors in

the Netherlands, by institutional donors, partner NGOs

and external fundraising organisations (third party

campaigns). Overall we experienced a 20% growth in our

annual budget last year.

Though the economic crisis is certainly being felt by

companies and individuals, donations from private

donors continued to increase in 2011. Emergency relief

income decreased somewhat compared to 2010, the year

of the earthquake in Haiti and the floods in Pakistan.

Among our institutional donors we find the Dutch

government, the European Commission including ECHO,

the US government as well as multilateral agencies like

UNHCR, UNICEF and WFP. In 2011 we were happy to

welcome AusAID among our donors. We were also able

to start the implementation of the MFS2-programme,

a multiyear contract for 2011 – 2015 with the Dutch

Ministry of Foreign Affairs.

However, we continue to observe a decline in the avai-

lable funds. It is a challenging environment for our am-

bition to continue to grow, stemming from our heartfelt

desire to reach more people that need our assistance.

In 2011 we put extra effort into broadening our network

of partner organisations, especially in Europe, Austra-

lia and the United States. Such relationships result in

win-win situations, as the partner organisation has the

possibility to use their available funding in a rewarding

manner through ZOA as a reliable partner, while ZOA

can expand existing programmes with the extra funding

to reach more beneficiaries.

ZOA is pleased to maintain good relationships with

partners that organise external fundraising campaigns for

ZOA-projects, like DEL, EO-Metterdaad and Happy Gift.

Reporting

The manner and frequency of reporting to institutional

donors, partner organisations and partners in external

campaigns is usually laid down in the contract. Regular

reporting as well as possible field visits by donors are

usual ways to inform them about progress and results.

The website www.zoa-international.com gives more

general information and updates on ZOA’s programmes.

Partners in external campaigns like DEL (connected to a

Christian newspaper) and EO-Metterdaad (connected to

a Christian broadcasting organization) are invited to visit

projects. Private donors such as companies, schools, trust

funds and major donors committed to a specific project,

receive progress reports, according to the agreements

made.

Awareness raising

ZOA wants to raise public awareness in The Netherlands

regarding the plight of victims of violent conflict and

natural disasters. We want to inspire our constituents

by relating these facts to a Biblical vision of care and

responsibility for the wellbeing of our neighbours. We

offer constituents ways to become personally involved in

ZOA’s work; by donating money, becoming a volunteer or

participating in events and campaigns.

Expenses ZOA in 2011

FUNDING, AWARENESS RAISING AND COMMUNICATIONCHAPTER 7

7. Funding, awareness raising

and communication

Spent on objectives 91,7 %

Fundraising costs 4,5 %

Cost of management and administration 3,8%

26 CHAPTER 7 FUNDING, AWARENESS RAISING AND COMMUNICATION

ZOA has four region coordinators who give lessons about

ZOA’s work at elementary and high schools. Usually

these lessons are followed up by fundraising activities.

The region coordinators are also involved in recruiting

and supporting volunteers for organizing the door-to-

door-collection in their cities.

An intensive raising of awareness is achieved through

field trips to projects for specific groups like Business

Ambassadors and high school students (winners of fund-

raising competition). Last year ZOA invited a Member of

Parliament to visit the Dolo Ado area in Ethiopia. After

his return he raised awareness for the plight of the Soma-

lian refugees and the victims of drought, in the political

arena as well as in the Dutch media.

Business Ambassadors are entrepreneurs who are closely

involved with ZOA’s programmes. Besides a yearly

contribution they share their expertise in marketing

and business during field trips (at their own expenses),

with the country director and the beneficiaries. In The

Netherlands they share their commitment and raise

funds in their own personal network. In 2011 we were

pleased to welcome five new Business Ambassadors. The

Business Ambassadors Network had 39 members at the

end of 2011.

Events and campaigns

ZOA organizes two events around World Water Day in

March to raise awareness about the lack of clean drinking

water throughout the world:

from 48 primary schools walked 6 kilometers with 6

litres of water, having found sponsors to support them.

participants, who could choose between walking 8 or

22 kilometers with a full jerry can of water, or run the 8

kilometers distance, carrying a jerry can.

Together the school children and Walk4Water partici-

pants raised around € 180,000 for a water project in

Myanmar (including € 16,800 from Aqua for All). During

lessons at the schools and information panels along the

Walk4Water route children and participants learned

about the need for clean drinking water and the lack of it

in many places.

Be Fair (in Dutch: Wees Eerlijk), a campaign aimed at

young people aged 14 - 16, is a cooperation between

Woord en Daad and ZOA. The campaign that started in

2011 will last until 2013. Objective is to inspire young

people to live sustainably and fair, and to translate

Biblical concepts like justice and stewardship to everyday

choices.

In 2011 ZOA became a participant in the Micha Cam-

paign, part of the international Micah Challenge. The

Micah Challenge is a global coalition of Christians who

hold governments accountable for their promise to halve

extreme poverty by 2015. We empower Christians to

speak out for justice and to turn compassion into action.

Communication

In this chapter we focus on our communication with public

groups in The Netherlands. Communication and reporting

with (international) institutional donors and funds is descri-

bed under the caption ‘Funding’.

The year 2011 will be remembered as the year ZOA lost

the ‘Refugee Care’- part of its name. ZOA does not work

exclusively with refugees, so the name caused confusion

about our mandate. The communication department was

intensively involved in the choice of a new slogan, that

would make clear at a glance what our work is. The three

words Relief I Hope I Recovery show that ZOA’s target

group includes all victims of natural disaster or armed

conflict, and that our work goes beyond emergency

relief.

By having a clearer profile, a clear message and a strong

appeal, we want to expand our public support base,

because we believe that expanding our constituency will

directly benefit our target group in the South. Annual re-

search about how well the organisation is known among

Dutch Christians shows that 58 percent know of ZOA.

We aim to raise this percentage in the coming years.

The public groups we focus on are families, schools,

churches, companies and trust funds.

Reporting

The website www.zoa.nl and accounts on Facebook and

Twitter are available for the general public. Especially

the intensification of social media in 2011 has helped us

to interact more directly with private donors and other

people interested in our field of work.

Using detailed mail request registration, we serve our

constituency with information according to their wishes.

All private donors can receive the ZOA magazine three

times a year. Each issue has a circulation of about 50,000

copies and informs the donors about the situation of

our target group, the progress of ZOA programmes and

ZOA-activities in The Netherlands. People on our email

address list (about 15,000) can receive a monthly news-

letter by email, with information about fundraising cam-

paigns, emergency relief and other ZOA-related news.

In 2011, in cooperation with the Dutch Emergency Relief

cluster, two information events were organized as a fol-

low up on emergency relief campaigns of the year before.

Around 400 visitors came to the information meeting

about Haiti, organized by Woord and Daad and ZOA.

The four participating organisations involved in the

campaign for Pakistan organized one meeting in different

locations throughout the country, so constituents could

easily visit a meeting near them. Some 200 people at-

tended one of the meetings, with over 30 visiting ZOA

27CHAPTER 7 FUNDING, AWARENESS RAISING AND COMMUNICATION

head office. These were very positive events where we

could meet our constituents face to face and respond to

many questions.

Reports about the first year of relief in Haiti and in

Pakistan were also published, in print and on the website.

The report Haiti, two years after the earthquake, was in

Complaint management

ZOA has a formal procedure for dealing with complaints

by Dutch constituents.

In 2011 ZOA-Netherlands received 176 complaints.

Main categories were about mailings, tele-marketing,

donations, the door-to-door collection and the spicy

nuts-campaign.

In general ZOA will respond by telephone. Explanation

of a situation and swift resolution of the problem usually

proves to be satisfactory.

Complaints mechanisms are also in place in the various

countries where ZOA is active. The commitment to the

HAP Standard has stimulated us to further improve on

effective complaint and feedback mechanisms for benefi-

ciaries and partners.

Income own fundraising activities 25%

Income from third party campaigns 3%

Project grants 72%

Income without specific designation 58%

Income with specific designation - emergency relief 20%

Income with specific designation - other 22%

Income ZOA in 2011

Income designation in 2011

28

29

Fragile environments

ZOA works in countries known as fragile states, where

society has been disrupted by conflict, violence and

natural disasters.

Factors that determine whether to start working in a

country are:

in communities and on the part of authorities in dealing

with local conflicts constructively.

-

larly among poor and vulnerable groups.

-

sations are able to provide for the population.

Programmatic approach

In 2011 we redefined our programmatic approach. With-

out aiming to be exhaustive, the following characteristics

of the programmatic approach can be mentioned:

its specific context

-

countability to beneficiaries

partner organisations on desired changes

beneficiary level

To program, monitor and evaluate change at community

level ZOA uses a three-dimensional change framework.

The three dimensions enable us to remain focussed on

what our work is all about.

Communities in fragile settings are confronted with a

variety of common social issues and problems that go

beyond sector-specific areas of attention. ZOA pays spe-

cific attention to gender equality with respect to these

so-called cross-cutting issues.

Core sectors

ZOA’s sectoral focus is on livelihoods, WASH and

education. In the context of conflict affected fragility,

livelihoods comprise how people access and mobilise

resources that enable them to pursue the goals necessary

for their survival and longer-term well-being, thereby

reducing the vulnerability that is created and exacerba-

ted by conflict.

We support our target group in restoring their liveli-

hoods, getting them back on their feet and becoming

self-sufficient again. Livelihoods relate to a wide range

of interventions varying from agricultural improvement,

vocational training, micro-credit and marketing support.

To restore livelihoods, ZOA’s primary focus is to improve

food security and economic growth, in a conflict sensi-

tive manner.

The two other main sectors in ZOA’s focus are WASH

(water, sanitation and hygiene) and education.

Shelter is an additional sector often included in disaster

response projects and ZOA has significant experience

and expertise in this regard.

Disaster response

ZOA has many years of experience in providing sup-

port soon after a disaster. With the start of a Disaster

Response Unit in 2011 we created additional emergency

response capacity and put our policy into practice to

extend emergency relief with a prolonged period of

early recovery.

The first countries where the new approach was imple-

and Pakistan after the floods in August 2010. The initial

emergency phase is followed by a three year programme

to support recovery.

In 2011 a Disaster Response programme was started in

eastern Ethiopia, during the severe droughts that hit the

Horn of Africa. The Disaster Response Unit supported

ZOA Ethiopia in scaling up the Dolo Ado programme

in response to the acute needs. Besides distribution of

emergency items (in this case wood saving fuel stoves),

the basic principle here is also to support livelihoods.

Not only those in the camps but also the neighbouring

villagers were affected. They suffered from the drought

as well, and also from the effects of a massive influx of

refugees in this vulnerable environment. They received

support through small scale irrigation and agricultural

improvement.

OUR PROGRAMMESCHAPTER 8

8. Our programmes

30 CHAPTER 8 OUR PROGRAMMES

Environment

Many of the target group’s problems arise from being

extremely vulnerable to forces of nature. Drought, floods

and scarcity can cause upheaval. Exhaustion of soil and

depletion of wells is averted by protecting the natural

environment and by diversifying sources of income. ZOA

supports the target group by providing fuel saving stoves,

teaching methods for irrigation and long term water

storage and erosion protection.

Multi-stakeholder approach

ZOA applies a multi-stakeholder approach: ZOA for-

mulates programme objectives together with all of the

stakeholders. In each situation ZOA determines how

best to work towards these objectives and complement

what is already there. ZOA works with local authorities,

with local organisations, companies or groups of farmers,

while in other situations it works primarily with its own

staff.

Local presence with own staff generates a major advan-

tage in the development of knowledge about, and sensi-

tivity to the local context and the dynamics between all

actors present. A local presence also provides us with the

flexibility to launch and implement programmes in areas

where no suitable partner organisation is present.

Humanitarian Accountability Partnership

ZOA became a full member of HAP International in

March 2011. The objective of Humanitarian Accountabi-

lity Partnership is to give the target group a voice. ZOA

intends to use the HAP Standard as a tool to assess and

improve accountability and interaction with its benefi-

ciaries.

ZOA Sri Lanka volunteered to act as a pilot country for

implementation of the HAP Standard. After a self-as-

sessment to establish the current level of accountability

practice, the team developed an action plan to lift its

beneficiary accountability to a higher level. Main priority

in Sri Lanka has been to set up effective complaint and

feedback mechanisms for beneficiaries and partners.

A draft Humanitarian Accountability Framework has

been developed. This HAF needs fine-tuning with staff in

the countries, followed by field testing and full approval

of the ZOA Management Team. This will take place in

2012.

31CHAPTER 8 OUR PROGRAMMESHOOFDSTUK 1 PROFIEL VAN ZOA 3.1 DE ORGANISATIE 8

“In the camp I forgot my dignity and begged in order to feed my children. But ZOA brought me back home. I received seeds and an ox and together with my wife I am cultivating our own land. My children are in school. I am a proud father now.” Muhammad Ahmad Ali, Somali region, Ethiopia

dignity eed my ht me

eedswith my own

school. ”

3232

33

35

AFGHANISTAN

CAMBODIA

DR CONGO

MYANMAR

SRI LANKA

SUDAN

SOUTH SUDAN

PAKISTAN

THAILAND

BURUNDI

LIBERIA

UGANDA

ETHIOPIA

HAITI

9. ZOA Worldwide

36 CHAPTER 9

37

ZOA has been active in Afghanistan since 2000. After

over thirty years of wars and natural disasters, Afghani-

stan’s already underdeveloped infrastructure has nearly

been destroyed. In the last few years many refugees are

returning after many years of absence, further straining

the resilience. In the two programmes in the North and

in the South, we focus mainly on WASH activities and

capacity building of local NGOs and local government.

Activities

Besides the normal program, ZOA is occasionally

involved in emergency relief in the northern programme

since the area suffers from both flooding and severe

droughts. It was clear for quite some time that the

drought in 2011 would come and have a serious impact.

Despite of lobbying, the donor community was slow

to act – at the same time the drought in the Horn of

Africa was a fact. ZOA, however, carried out a Cash for

Work project to assist people in Saripul, affected by the

drought.

Most of ZOA’s activities are executed utilizing the Com-

munity Development Committees. Each CDC represents

on average 25 families with 7 members per family. The

training and cooperation with these CDCs in the past few

years is bearing fruit; their capacity in managing projects

has been enhanced. We also see other donors starting to

work through them, e.g. WFP and UNOPS. With the cur-

rent implementation of the New Roll Out we are working

with 54 CDCs in Saripul.

Due to the drought the Horticulture and Livestock Pro-

ject (HLP) had a hard time. The farmers are so poor that

training and saving groups alone can hardly help them

to achieve better living circumstances. A smaller scale

Kitchen Gardening Project was quite successful, however.

Many farmer groups received good quality seeds and

training and were able to get a better diet and some

income from their vegetables.

In Uruzgan three local partners have been implemen-

ting ZOA’s activities, and 48 CDCs have been directly

involved in the project activities. Training was given to

them in Tarin Kowt or in Kabul. Training of the female

staff was much appreciated. ZOA’s partners improved

substantially in all of the trained aspects, such as Project

Cycle Management, Monitoring and Evaluation and

hygiene education.

Much work in the WASH sector has been accomplished.

Besides hardware, much energy was put into hygiene

awareness raising. It is encouraging to see that there are

more opportunities for women to be involved in hygiene

training, both women who are allowed to train and wo-

men of the households to receive such training.

The availability of water for agricultural use has impro-

ved due to the restoration of karezes, culverts and dams.

Toothpaste sold out

Among other, ZOA’s programmes in Afghanistan

contribute to access to basic services. After ZOA

put much energy into hygiene awareness raising

in the past few years, in 2011 ZOA staff in the

Southern Programme area noticed signs that

the communities were starting to pick up on the

importance of hygiene. Local bazaars, for example,

ran out of toothpaste, and the number of public

bath houses increased greatly.

CHAPTER 9

AfghanistanSupporting victims of war, drought and floods towards better livelihoods

ZOA AfghanistanWorked in: Southern Programme: Uruzgan province

Focused on: WASH, capacity building, kitchen gardening and occasionally emergency relief

Results included the following: Facilitated National Solidarity Programme for 54 CDCs | 44,000 persons received assistance through Cash for Work and water

tinkering in North Afghanistan (ERF OCHA) | 800 male and female farmers received seeds and training | 25 male and 15 female farmer

groups(each consisting of 20 farmers on average) received farmers’ training in North Afghanistan | 60 wells were constructed in

Uruzgan | 120 wells were restored | 4,500 families given access to clean water | 358 latrines constructed | 12 km of irrigation canals

were restored | 8 culverts were constructed | 4 diversion dams were constructed | 180 communities were taught about hygiene

Worked with: The local departments of the Ministry of Rural Rehabilitation and Development (MRRD) and the Ministry of Agriculture | Irrigation and

Livestock (MAIL) in all three provinces. ZOA’s South Region staff works with three local NGOs: ANCC, ARPD and NERU, under the

umbrella of Dutch Consortium for Uruzgan (DCU).

For reporting purposes ZOA reports to the Ministry of Finance and the Ministry of Economy.

In the North there was cooperation with People in Need for an emergency Cash for Work programme.

Staff 31 December 2011: 75

Received donations from: WorldBank (via MRRD and MAIL) | Royal Netherlands Embassy | ZOA Netherlands, ERF (OCHA)

Expenditures in 2011: € 1,744,480

Budget 2012: € 2,337,534

38 CHAPTER 9 AFGHANISTAN

Small bag of seeds

When ZOA’s agronomist Tahir distributed small

bags with 66 seeds in each bag, Ghalam Rassul

was very sceptical. He explained that last year

he had received 1 kg of seeds, but the quality

was so low it did not yield much crop. Tahir

reassured him that he had tested the seeds and

they germinated well. Ghalam Rassul decided

to trust Tahir and the result pleased him a lot: he

was able to harvest 70 kg of squash! He happily

added that he would use the seeds that came

from this year to plant next year.

Thank you - letter!

Province Jowzjan

Ministry of Education

Name of the school: Yaraghli Girl’s Secondary

School

Date: 1390/09/06

Thank you - letter

Dear honorable friends,

I hope all of you will be fine. ZOA office, residing

in Jowzjan province, dedicated one water tank

which has the capacity of two thousand liters

water and for the foundation five hundred

bricks, two bags of cement and one truck of

sand for Yaraghli School on 1390/9/3.

We are very thankful from ZOA office that they

helped us, we hope their success in the future.

Kind regards,

Principle of Yaraghli School

From scepsis to

happiness; from a small

bag of seeds to a great

harvest

39CHAPTER 9 AFGHANISTAN

40 CHAPTER 9

41CHAPTER 9

In August 2010 ZOA started working in Burundi through

funding Burundian partner organisations. In 2011 ZOA

Burundi obtained legal registration. ZOA supports

people who returned to Burundi after a prolonged stay in

refugee camps in Tanzania. They returned to an already

densely populated country, where farmers struggle to

survive on their small plots of land. Peace in Burundi is

therefore always closely connected to land security. ZOA

started its programme with the objective to improve

food security for 2700 households.

Activities

The starting point of the participating farmers is always

to sort out the land rights. Returnee and host farmer

together come to an amicable agreement on how to

divide the land they both had rights to, without the need

to take the matter to court. They receive assistance in

having these agreements formally laid down in official

documents with the Commission National des Terres et

Autres Biens.

After these official procedures they get access to agri-

cultural assistance to improve the productivity of their

plots of land; such as the improvement of structure and

fertility of the soil, training, distribution of tools and ac-

cess to improved seeds. The direct benefit for the farmers

concerned in solving their land conflict this way is called

‘peace dividend’.

The next step in improving food security is to reduce the

considerable post-harvest loss. ZOA built four harvest

storage buildings in 2011. It helps people to keep their

seeds for the next season in good condition, and to

manage the moment of selling surplus at an opportune

moment. The storage buildings have been well received

and are being used by the target population. However,

since the purchase in 2011, bean prices have not increased

as usual, and therefore the sale of the produce has been

postponed, waiting for the right moment to sell.

The combined application of fertilizer and manure has

led to enormous yield increase, when other requirements

were respected: sound sowing, weeding and respecting

the time table. The improved seeds for beans and maize

are well appreciated and farmers see the production

increase. Especially the new technique of sowing in lines

is new to them. Most farmers start using the technique

alongside their usual sowing technique. The two crops,

the results of the different techniques standing side

by side, help others to make the step towards the new

technique as well.

The approach to connect land security with increased

land productivity is much appreciated by the national

and district government, and other organisations are

interested to learn more about the approach.

Towards a better future

Among other ZOA’s programmes in Burundi

contribute to community governance and

inclusion. During meetings with repatriates and

host population the problems are discussed

openly. Everybody agrees that overpopulation,

hunger, lack of arable land and hate are reasons

for conflicts. But there is also broad consensus

about the need for solutions. Because without

solutions the land cannot be worked and there

will be hunger and violence. Under guidance of

ZOA’s partners pain and hope are openly talked

about, until people together are committed to

finding a resolution and cooperating by working

towards a better future for both of them.

BurundiShare and produce

42 CHAPTER 9 BURUNDI

ZOA BurundiWorked in: Four communities in Vugizo and Mabanda districts, Makamba Province

Focused on: Food security, agriculture, peace building

Results included the following: Cohesion is being restored in 4 conflict sensitive communities | 140 cases of disputes around land ownership were settled by 280

households, those households were supported to increase their food productivity; 4 food storage buildings were constructed to

store surplus harvest and planting materials | 2048 bean selling farmers obtained better prices for their produce

Worked with: National NGOs: MiParec | CAPAD | Consédi | Réseau Burundi 2000+ | District government authorities to prepare a unit for issuing |

Provincial government DPAE | Commission National des Terres et Autres Biens (CNTB)

Staff 31 December 2011: 4

Received donations from: Dutch Ministry of Foreign Affairs | Bureau Cooperation Suisse | Schretlen Bank | ZOA Netherlands (Business Ambassadors, churches)

Expenditures in 2011: € 578,647

Budget in 2012: € 652,898

43CHAPTER 9 BURUNDI

Sharing the land that belongs to both

Gordian Heberi and Norbert Bitaboneka are two

men in their sixties. Legally they both own the

same piece of land. It is Norbert’s, because the

plot has belonged to his family for ages. In 1972

he escaped the massacres that targeted Hutus

at that time, and he lived in Gatumba refugee

camp in Tanzania for many years. Upon his re-

turn in 2008, he found his property occupied by

Gordian, who has occupied the plot since 1974.

Burundian law grants property rights after thirty

years of occupation.

They both feel the socio-political conflict that

put them both in this position has lasted too

long, and it is time to search for a common

ground. They agreed to share the plot while

waiting for a legal decision from the CNTB.

In the meantime their agricultural produce is

greatly stimulated by manure, fertilizer and

improved seeds and they are both happy with

the win-win situation they managed to find for

themselves and their families.

Storage buildings full of beans

ZOA-programme junior advisor Gea Verhaar

describes one of her visits to Makamba: “Great

to see the storage buildings that they finished

in just about five weeks, and which are in use as

a cooperative now. Except for three, all of the

50 beneficiaries have returned the 50 kilograms

of beans they had received as seeds, and all the

surplus harvest they gained from it. The 100-kil-

ograms bags have been neatly piled up and reg-

istered, waiting to be sold in favourable times. In

another corner there are smaller bags, labeled

with the name of the owner. These are meant for

own consumption. People have worked so hard

here: in farming their lands, carrying the beans

on their head to the storage area, in building

the storage place and in the neat and accurate

registration and administration. It is impressive!

For the first time ever insects here are starting

to worry whether they will have access to any

beans…”

Land security,

food security!

44 CHAPTER 9

45CHAPTER 9

ZOA started working in Cambodia in 1992, because of

the large numbers of displaced persons and returning

refugees that resulted from the civil war in the 1970’s,

80’s and 90’s. ZOA had worked with Cambodian refugees

in Thailand before. When these people started to return

to their broken country, ZOA came with them to support

them in rebuilding their lives.

Peace finally returned to the northern province Oddar

Meanchey in 1999. This remote and poor province at-

tracted then returning refugees and many others looking

for a piece of land and a place to live. This resulted in an

explosive growth in population, while basic facilities were

insufficient and social cohesion was lacking.

Activities

ZOA has been working in Oddar Meanchey since 1999,

aiming at agricultural improvement and risk reduction.

Within the target group, special attention was paid to

inclusion of vulnerable groups like single mothers and

the handicapped.

Many small and medium scale irrigation schedules were

implemented, greatly improving agricultural produce. In

2011, irrigation schemes were completed in 52 commu-

nities. In total 350 water using groups now maintain and

use water resources and pumps. In 2011, rice yield almost

doubled among almost 6,000 families.

Much training and micro-credit was invested in the start-

up of small livestock and growing a broader range of pro-

ducts. 175 animal raising groups and income generating

groups continue to improve income. Additional income

from animal raising is up to $ 300 per year, a considera-

ble contribution to their livelihood.

The start of three Farmers´ Cooperatives means a huge

difference for the farmers. The Cooperatives serve their

members with supply of agricultural goods and trading

in agriculture produce. The cooperatives annual return on

capital invested is approx. 12% per annum.

ZOA cooperated intensively with the local government

and local NGOs. The last few years ZOA´s activities were

handed over more and more to these local partners, with

ZOA supplying monitoring and training. Local partners

also mainstream gender in all their planning.

Border conflict

The conflict along the Thai / Cambodian border in March

2011 resulted in many target families becoming displaced

from their homes. ZOA joined the efforts of the Cam-

bodian Red Cross and the Government to provide them

with food and shelter. They all returned to their homes

around mid 2011. To support them on their return ZOA

provided rice seeds and fuel for land preparation. The

border has been peaceful since the elections in Thailand

in mid-2011.

Phasing out 2012

ZOA’s mandate is to support victims of violent conflict

and disaster. In Cambodia the end of this mandate is be-

coming clear. Our target groups now experience access

to basic resources and services, community governance

and inclusion and peace and stability.

Subsequently, ZOA has started to hand over all its acti-

vities to local partners. This process will result in phasing

out of Cambodia at the end of 2012.

Sufficient food and high enrolment rate

ZOA’s programmes in Cambodia, among other,

contribute to access to basic services. Bernie

O’Neill, country director ZOA Cambodia: “I

am very happy that in the programme area

all 15,000 target families (75,000 people) do

now have sufficient food throughout the year,

even the vulnerable families. The increases in

agriculture production, combined with better

market access, mean that produce can be sold to

meet other family needs, like adequate shelter

and education. There is an almost 100 percent

enrolment rate of children in primary schools

as well as visibly improved housing. These are

great improvements, because a few years ago

many families had food shortage during several

months a year.”

CambodiaSufficient food for all

46 CHAPTER 9 CAMBODJA

ZOA Cambodia Worked in: Oddar Meanchey province

Focused on: Livelihood support | Capacity building

Results included the following: Increased agriculture production for 6,000 families | Irrigation support to 52 communities | Income generation support to

800 families | Drinking water supply to 700 families | Emergency support to 5,000 families | Capacity building of 4 NGO

partners and 4 Government partners/networks

Worked with: Local NGOs (CIDO, KBA, RCEDO and CDA) | Local Government departments (Water Resources,

Agriculture, Land Management, Disaster Management) | NGO/Government network – DANGO

Commune councils | Village committees

Staff 31 December 2011: 7 (1 part-time)

Received donations from: European Union | Lakarmissionen | PSO | FAO | Concern Worldwide | ZOA Netherlands (Business Ambassadors, churches,

Emergency Funds, private donors)

Expenditures in 2011: € 513,797

Budget 2012: € 135,000

47CHAPTER 9 CAMBODJA

Project ‘Oasis of security’

This project was aimed at improving agricul-

tural productivity and reducing vulnerability.

It reached 7,456 poor rural families in 13 com-

munities. It included a wide range of activities,

for example distribution of hand tractors and

quality rice seeds, installation of 43 ponds and

14 dams ensuring year-round supply of water

and training 500 land-poor families in sustain-

able income generating activities.

Not only did the rice yield nearly double in the

first year, but some 4,000 families also got

yields from at least two crops. Already 365

families had an extra income of $ 200 from

animal raising within one year from the start

of this activity. Overall these families are now

much more resilient against soaring food prices

and droughts.

From deprivation to a food-secure life

Mut Lin was born in a very poor family in Central

Cambodia. He came to Oddar Meanchey at the

age of 22, because he heard land was available.

There he married Bou Sophy. She had returned

from the refugee camps in 1998. They faced

severe food shortages as they had no tools or

traction. They borrowed money to pay for treat-

ment of their sick baby, but they were worried if

they would ever get out of debt.

ZOA started a project in the village in 2008.

Lin and Sophy joined a hand-tractor group and

received good seeds and tools. Together with

their own hard work, this resulted in an annual

yield of over 2,000 kg of rice (before less than

900 kg). With a small capital of $ 50 they star-

ted raising chickens in 2009. That now yields an

annual extra income of $100. They also joined

a vegetable project, using the community pond

dug in the village by ZOA in 2009. They have

since been able to leave their tiny shelter behind

and have managed to build a sturdy house.

“Lin and Sophy were

worried if they would

ever get out of debt

again.”

48 CHAPTER 9

49CHAPTER 9 D.R OF CONGO

ZOA has been working in the Democratic Republic of

Congo since 2008, supporting returnees, IDPs and the

host population in improving their livelihoods. Both in

South and North Kivu the consequences of war conti-

nue to affect people’s lives. Farmland has been aban-

doned, and little remains of the social and economic

infrastructure. Social cohesion between returnees and

host population is low, because many people have been

away for several years. Conflicts on land rights easily

escalate. Security is sometimes threatened by roaming

rebel groups looking for food. Continuously promoting

community governance, inclusion, peace and stability

in these fragmented and traumatised communities is a

challenging but essential part of ZOA’s programme.

Activities

In the selection of the beneficiaries we pay careful atten-

tion to include the most vulnerable households. Single

parents, grandparents who take care of their grand-

children, and families with a disabled family member or

chronic disease have particular difficulties supporting

themselves. 7,587 vulnerable families were included in

our programmes and could choose the kind of support

that would suit them best.

5,864 chose to receive seeds, cassava cuttings and tools

and were trained in improved agriculture; 1,185 chose

to receive goats, sheep, guinea pigs or rabbits and were

trained on small animal husbandry, and 538 chose to

receive support in small income-generating activities,

including a start-up grant of between $ 80 and $ 120.

This contributed to their self-sufficiency and their food

security situation improved. However, production levels

still need to be developed further to provide a more

stable basis for the families.

Also, 440 vulnerable households were facilitated to have

access to financial sums of money for small investments,

through the formation of twenty Village Savings and

Loan Associations.

A special group ZOA is paying attention to is teenagers

who have missed out on primary school because of the

years of war and displacement. To prevent the emer-

gence of a generation without any education at all, we

provide accelerated primary education especially for this

group. 1,542 Adolescents went to school in 2011, with

412 being able to finish it this year.

With specific interventions aimed at conflict resolution,

peace building and gender awareness we reached 250

local leaders like religious and school leaders, political

and village leaders, representatives of youth, agricultura-

lists and cattle farmers. They were trained in non-violent

methods of conflict resolution. Though formally there is

a court system that people can access to solve conflicts,

these procedures are expensive, frequently corrupt and

besides, do usually do nothing to cure the underlying

pain and hate.

The local leaders reached about 3,000 villagers with their

training about the consequences of violence and about

the importance of peaceful coexistence. In the project

area people opened up to register 169 conflicts on topics

of land rights and gender in the first year of the project.

Already 57 of these were resolved peacefully by the end

of the first year.

More food, more possibilities

ZOA’s programmes in the Democratic Republic

of Congo, among other, contribute to access to

basic services. Jan Huls, ZOA’s Country Director

in DR Congo: “If vulnerable households do not

have enough access to food, their income is not

sufficient for basic services as education and

medical services either. The approach to improve

the livelihoods, aiming at raising their household

income, is proving successful. Many of these fa-

milies now can send their children to school and

can afford medical treatment when necessary.”

Democratic Republic of CongoReturn and recovery in a fragile situation

50 CHAPTER 9 D.R OF CONGO

ZOA DR CongoWorked in: South Kivu Province: Fizi district | North Kivu Province: Lubero district

Focused on: Food security | Capacity building of civil society | Accelerated primary education | Community governance

Results included the following: Training and support for 8 partners NGOs | 5,864 vulnerable households chose to receive seeds and tools and were trained in

improved agriculture | 1,185 vulnerable households chose to receive 2 goats or other animals and were trained on small animal

husbandry | 538 vulnerable households chose to receive support in small income-generating activities, including a start-up at $ 80

or more | 22 village committees reinforced in governance and gender | 20 savings and loans groups supported | 5 village peace

committees were facilitated, who in turn trained 2,806 household members | 1,542 teenagers provided with accelerated primary

education, with 42 teachers trained and with support from 7 parents’ committees

Worked with: National NGOs: ACPDI | ASMAKU | CEAPRONUT | CEPAC-BDR | CEPROF | COOCENKI | GEADES | HUMAC | and Government

departments: Provincial Agricultural | Ministries and District Inspectorates | District | Educational Department and District Inspectorate

Staff 31 December 2011: 31

Received donations from: Embassy of the United States of America, Kinshasa | Belgian Government (DGD) | Dutch Ministry of Foreign

Affairs | ZOA Netherlands (Business Ambassadors, Turing Foundation, churches, companies, private donors)

Expenditures in 2011: € 1,497,876

Budget 2012: € 2,276,520

51CHAPTER 9 D.R OF CONGO

Improved food security for the vulnerable

In the village Lobilo, located on the Ubwari

peninsula, 230 households were selected to

benefit from activities to improve food secu-

rity. Among these households were recently

returned families, families with a chronically

ill or physically handicapped family member,

widows and widowers, and elderly people. To

work towards improved agricultural production

for these families, they got access to tools like

hoes and machetes, cassava planting materials

and seeds of beans, peanuts and maize – these

species were discussed with them first. Then

they received training on modern agricultural

methods such as tilling instead of burning the

fields in preparation for cropping, sowing in

lines and methods of harvest storage. In the

same area other projects were promoting

animal husbandry and supporting processing

agricultural produce. The combination of these

diverse activities is of great importance for the

area, resulting in better livelihoods opportuni-

ties for many.

A new perspective: peaceful conflict resolution

“My name is Na’ Abwe Apendeki, I am married

and mother of 7 children. I am very delighted

by this project on the peaceful resolution of the

conflicts, because in our village there are many

conflicts.

I myself have a conflict with my neighbour

about the borders of our fields. This conflict goes

back a long time. I have been trying to find the

financial means to file a complaint against him.

But having followed these lessons on the conse-

quences of conflicts and peaceful cohabitation,

I am very touched. Considering the consequen-

ces of going to court, like loss of means, mistrust

and hatred, I want to seek now how we can sit

down together and solve this conflict peaceful-

ly. I never even considered that to be a possibi-

lity! Please continue your awareness raising on

this issue here in Fizi!”

The importance

of peaceful

coëxistence

52 CHAPTER 9

53CHAPTER 9

ZOA Ethiopia has been working with refugees and dis-

placed persons since 1994. ZOA works with both inter-

nally displaced people, the host population and returnees

as well as with refugees that arrived from Somalia during

the serious droughts in the Horn of Africa in 2011.

ZOA focuses on the sectors WASH, food security and

improving livelihoods, with environmental protection as

a major component. In this way conflict induced house-

holds and other vulnerable people will be better prepared

for subsequent natural disaster.

Activities

In Gambella the projects aimed at improved food secu-

rity are confronted with major challenges; inconsistent

rain and conflict kept the 2,313 very needy households

selected for the food security project from fully benefit-

ting. ZOA is cooperating with UNDP to improve the food

security situation for these families for the coming years.

In the northern part of Somali region the year 2011 was

a year of hope and a new beginning for 740 families who

returned home after a prolonged period in IDP-camps.

ZOA made transport possible and gave house construction

materials, agricultural inputs and a 1,500 birr (around

60 Euro) start-up capital. 690 Households attended

crop production and animal husbandry training, and 203

households received business skill training. Many started

small businesses such as a cafeteria and butcher shop.

While in the camps the men were often passive and idle,

it was a joy to see them take up their responsibilities in

their home villages to take care of their families again. All

of the families have said they are satisfied to be back and

believe they are now permanently settled.

Meanwhile, in Hartisheik camp ZOA is still involved in

improving the water situation, both structurally through

rehabilitation of water sources and also by trucking in

emergency water during the severe droughts that the

region experienced during 2011.

Emergency relief in Somali region

In the southern part of Somali region the small ZOA

team was confronted with a massive influx of Somalian

refugees in the course of 2011. The team was quickly ex-

tended and an emergency programme started in August.

The first component was the distribution of 6,026 fuel

saving stoves, accompanied with a 30 minute instruction

of how to use them. These stoves reduced the amount

of wood required to cook up to 40 to 70 %; reducing

the work load for the women and dangerous situations

during wood collection, and had a positive impact on the

environment. The second component was the construc-

tion of a temporary school building, in anticipation of a

permanent one, housing 800 children from Kobe camp.

The third component consisted of income generating

activities and agricultural improvement with small scale

irrigation schemes for refugees and the host population.

202 people received business skill training, 302 people

received animal husbandry training including the distri-

bution of goats and chicken.

Education and inclusion

Among other ZOA’s programmes in Ethiopia

contribute to inclusion of vulnerable groups.

The arrival of many returnees provided the local

educational systems in Somali region with a

sudden increase of school age children. ZOA

worked with regional and zonal education of-

fices for the inclusion of returnees’ children in

the educational plans. Though the educational

officers raised concerns regarding a shortage of

school furniture, it was agreed that all school

aged children were welcome to attend the

primary schools. ZOA assisted 170 needy

students with exercise books and pens.

EthiopiaDrought and disaster for many, a new beginning for others.

54 CHAPTER 9 ETHIOPIA

ZOA Ethiopia Worked in: | Southern Somali (Dolo Ado)

Focused on: Livelihoods and food security | Education | Environment | Water and Sanitation | Capacity building of local government and

local NGOs

Results included the following: Kobe camp, Somali region: 6,026 households received fuel saving stoves | One temporary primary school with toilets constructed

for 800 children; the construction of a full fledged primary school is in progress | 324 beneficiaries received business skill training |

336 beneficiaries received animal husbandry training Jijiga, Somali region: 740 households returned and reintegrated to their

home villages along with the necessary inputs including house construction materials, seeds, agricultural tools, goats and skill training

on business and animal husbandry | 57 returned households supported with donkey, ox and goats | Water trucking for 1466 Hartisheik

IDPs and local communities | | Gambella region: 2,313 households

received seeds, tools, goats or fishing nets | 2 Disaster Risk Reduction committees strengthened | 1 grinding mill installed for women

| 3,035 (1,533 girls) pre-school children attended pre-school education in Pugnido Camp | Pre-school teachers supported with

incentives |

Worked with: Evangelical Church Mekan Yesus (EECMY) | Save the Environment (SeE) | Disaster Preparedness and Prevention Regional Bureaus

(DPPB) | Regional Bureaus of Agriculture | Administration for Refugees and Returnees Authority (ARRA) | United Nations organisations

(UNHCR, UNOCHA/HRF, UNDP)

Staff 31 December 2011: 60

Received donations from: HRF/UNOCHA | UNDP | Tearfund Australia | ZOA Netherlands (Emergency Funds, Woord en Daad, private donors, churches,

schools, companies, Business Ambassadors, Rotary Vlaardingen, Stichting Liberty, Third Parties EO-Metterdaad/Prisma)

Expenditures in 2011: € 1,326,325

Budget in 2012: € 1,525,500

55CHAPTER 9 ETHIOPIA

Assistance to flood affect-ed households in Itang

This emergency project was a response to the human

suffering caused by flooding in Gambella in mid

2010. Large parts of crops were lost, as well as grain

and food reserves and household assets.

Agriculture Development Workers and Community

Health Workers received training on flood resilient

agriculture, and also instruction in conducting train-

ing for communities. They then trained 347 members

of the targeted households on improved agriculture.

HIV/Aids awareness raising and gender sensitization

were also included in the training activities. In total

613 of the most affected and vulnerable households

were addressed through the provision of agricultural

tools or fishing gear, seeds and a milk goat.

Sixteen District Agricultural agents and staff of the

Disaster Prevention and Food Security Agency fol-

lowed a three day Disaster Relief Management and

Early Warning training course. Hence, this project

not only assisted households to quickly restart their

production schemes; it also built flood resilience

capacity at community and government levels.

From beggar to farmer

Muhammad Ahmad Ali (45) is father of nine

children. He stayed in Hartisheik for eleven years

as an IDP. In 2011 he returned to his home land

with support from ZOA. “Life in Hartisheik was

difficult. I worked as a day labourer, cleaning gar-

bage. When I had no work, I forgot all my dignity

and begged in order to feed my children.”

His eyes then fill with happiness. “ZOA brought

me back home, I received seeds and an ox, and to-

gether with my wife I am cultivating our own land,

growing maize, tomatoes, ground nuts and cab-

bage. My children never knew school, now six of

them are in school. I am a very proud father now

and I can say that all became possible because of

ZOA.” He touches a plant with affection when he

says: “For eleven years alI I have been praying for

was to live with dignity.”

“All I have

been praying

for was to live

with dignity.”

56 CHAPTER 9 HAITI

57CHAPTER 9 HAITI

ZOA implements a three year programme in the Leogane

lihoods for Earthquake Affected People (LEAP). Shortly

after the earthquake many people from Port-au-Prince

came to stay with their relatives in the rural areas of

Leogane. This was a heavy burden for these poor families,

who received as many as ten people and were forced to

use their saved seedlings and to sell their small animals

to feed additional mouths.

The objective of ZOA’s programme, that started in

people) till they have the same level of income as before

the earthquake – and preferably even above that level.

Activities

The three major components of the LEAP-programme

are: micro-enterprise development, business develop-

ment and sustainable agriculture.

446 micro-entrepreneurs (more than the initial 400) re-

ceived loans. Ninety-seven percent are involved in small

trading, while the others are bakers, tailors and restau-

rant owners. Second loan cycles have been extended to

105 of them. A large majority of the lenders testified that

they experienced an increased income, with an average

of 67 percent. Fifty-four new, informal jobs have also

been created through the programme.

Fifteen small or medium entrepreneurs completed the

12-session business training course of the development

programme. The course is a preprequistie for any finan-

cial assistance. They are now able to make their profit

and loss statements and business plans. These fifteen en-

trepreneurs receive ongoing coaching. Though one of the

targets was to create fifty new jobs in 2011, this process

started off slower than expected and only two new jobs

were created. We expect this to improve in 2012, once

the entrepreneurs receive loans and start implementing

their business plans.

The sustainable agriculture programme targets 1,500

households. In 2011 already more than 2,000 families in

sixteen communities received different kinds of assistan-

ce to replace their assets lost from the earthquake and

to help them augment their income. Farm tools, beans,

seeds and seedlings were distributed. 1,591 female goats

and 50 male goats were distributed to twelve commu-

nities, benefitting 531 groups with three members each.

Thirty local farm leaders were trained in basic veterinary

care. Six communities constructed seed banks and eleven

communities set up tree nurseries. For protection of the

vulnerable and badly eroded soil, 101,185 linear meters

of contour canal now help to prevent erosion.

In the mountain community Constant one member of

the village committee described vividly what difference

the LEAP-programme meant: “Last year we lived in tents

and we had no idea what the future would look like.

But now we are looking forward to harvest time; we will

have beans, maize, vegetables and fruits. The goats are

expecting little ones. We can look at the future with hope

now.”

How could I lose hope?

ZOA’s programmes in Haiti contribute, among

other, to peace and stability. Haiti is one of the

poorest and least developed countries in the

world, and struggles with political instability,

annual hurricanes and the consequences of

the worst earthquake in 200 years. Does ZOA’s

programme manager Jeff Cosico never lose hope

for the country and still believe in peace and

stability? Jeff Cosico: “Do you know the quote

from the Bible, where Jesus admonishes us to be

faithful in a very little? That is what I do in Haiti,

and I trust God to bless the work. How could I

lose hope then?”

HaitiRecovery from disaster, hope for the future.

58 CHAPTER 9 HAITI

ZOA HaitiWorks in: Leogane commune, Ouest (West Department): sections Grand Riviere | Palmist a Vin and Fond de Boudin: 15 mountain communities

plus 10 lowland communities

Focuses on: Sustainable Agriculture Development | Business Development and Micro finance and training | Capacity Building as integral

component

Results included the following: Loans to 446 micro-business people; 105 received second loans | 15 Small and Medium Entrepreneurs finished Business Development

training | Farm tools such as hoes, machetes, and knives to 1,324 farmers | Black beans 281 families, lima beans to 1,375 families,

corn to 98 families, banana seedlings to 1,882 families | Vegetables seeds such as eggplant, leek and mung beans to 205 families |

Distributed 1,591 female goats plus almost 50 male goats to 12 communities | Six communities constructed/constructing seed banks |

Eleven communities set up tree nurseries | 30 local farmer-leaders were trained in basic veterinary care | Constructed 101,185 linear

meters (37,735 last Oct and 63,450 last Nov) contour canal to prevent soil erosion

Works with: Christian Reformed World Relief Committee – International Disaster Response. ZOA’s programme manager for the LEAP-programme

is part of the CRWRC- Disaster Response team | Leogane local CASEC government Farmers Associations | PWOFOD: Program

Formation Dyak | PWW (Partners Worldwide) – Haiti

Staff 31 December 2011: 1

Received donations from: Stromme | Lakarmissionen | ZOA Netherlands (Emergency Funds, Third Parties EO-Metterdaad/Prisma, Dr. Hofstee Stichting)

Expenditures in 2011: € 1,822,681

Budget 2012: € 300,000

59CHAPTER 9 HAITI

Proud to be a Local Agricultural Technician: Louise

“I feel I am very useful now to our community,”

says Louise Blanchard proudly. She is a 38-year

old single mother from mountain community

Morin , and trained as a Local Agricultural

Technician. Blanchard lost her house in the

earthquake and is still living in a tent near her

mother’s house.

“ZOA and CRWRC trained us on basic veterinary

care and gave us medicines to treat the common

sickness of our animals. They also taught us how

to conserve our soil, gave us some money so

we could construct canals on the hills, and this

prevented more erosion,” narrates Blanchard as

we walk towards their community nursery.

She shows us the nursery that the farmers con-

structed with newly germinated lemon, coffee

and orange, and vegetables like cabbage, sweet

pepper and carrots. “Many of the goats that we

got have their own kids now, we are very thank-

ful,” Blanchard says.

The impact of BusinessDevelopment for Small Entrepreneurs

Since his house and workplace collapsed during

the earthquake in 2010, Jean Gilles rents a

place. In front of the house he works under a

tarp, together with some trainees and staff.

He participated in the Business Development

course for Small and Medium Entrepreneurs,

and is being coached by project staff in mana-

ging his business. Jean: “I have been working as

a sculptor for many years now, but the trai-

ning gave me a lot of insight in bookkeeping

and managing my business, for example. The

course also helped me to organise my materials

properly, to keep a clear overview. I have not

received a loan yet but with only knowledge I

could already improve my business.”

“We are looking forward

to harvest time: we will

have beans, maize,

vegetables and fruits.”

60 CHAPTER 9

61CHAPTER 9

ZOA has been working in Liberia since 2003. The

fourteen years of civil war in the country, as well as

violence in the neighbouring countries, caused massive

displacement. Liberia is still suffering from the many

consequences of war. Severe poverty, tribalism, corrupti-

on, political instability, illiteracy and lack of employment

opportunities continue to undermine the fragile peace.

ZOA started its work in 2003 with emergency relief to

refugees and displaced persons. From there the work

evolved towards rehabilitation.

Activities

ZOA focuses mainly on WASH and on improving

livelihoods and agricultural improvement. The WASH-

programme has been ongoing for several years, with the

construction of wells, the building of community latrines

and the training of tens of thousands of family heads in

hygiene awareness. In the harsh urban circumstances,

where contagious diseases lie in wait, this programme

has made a difference in the daily lives of many. Cholera

occurrence is already substantial lower in these areas, as

a result of previous ZOA interventions in Monrovia.

Improving livelihoods is mainly achieved through agricul-

tural improvement. The Farmer Field Schools are instru-

mental; groups of people working together and learning

modern agricultural, storage and marketing techniques,

acquiring knowledge that has been lost because of the

war. The support of ZOA Business Ambassadors adds a

great deal of value, by stimulating economic develop-

ment in this fragile situation. The Business Ambassadors

are also actively involved in funding and providing advice

in the women’s woodworking business.

ZOA supported 2,000 women, mostly single mothers,

in urban gardening, thereby improving their access to a

sufficient and healthy diet, and the possibility to sell the

surplus, in turn making it possible for them to send their

children to school.

ZOA supported two small projects to provide night

school education for 100 girls as well as vocational

training in local skills for a further 100 girls. These girls

had been forced out of the formal education system due

to social and human rights violations against women and

girls and through teenage pregnancies.

Rebuilding communities

Social cohesion is very weak because so many people

have been displaced. ZOA is making a special effort to

work to rebuild social structure. In 2011 600 people fol-

lowed a course in Participatory Development Manage-

ment, thereby expanding their capacities to take com-

munity development into their own hands. Surveys later

showed greater community ownership of the develop-

ment process. A sense of inclusion in tribally mixed com-

munities became apparent, particularly with the greatly

increased inclusion of women in community leadership

positions and the inclusion of other less privileged groups

in the decision making processes.

Refugees from Ivory Coast

In the first half of 2011 thousands of refugees arrived

in Liberia from Ivory Coast. ZOA was able to assist 400

families in two refugee camps with seeds and tools, and

training in conservational agriculture.

WASH and social cohesion

ZOA’s programmes in Liberia contribute to,

among others, social cohesion. Lack of social

cohesion in the Paynesville District slowed down

the planning of a water and sanitation inter-

vention. This urban community is split between

Christians and Muslims, with little interaction

between them. Before the siting of wells and

communal latrines could begin, attention

needed to be given to mobilisation of the com-

munities and an in depth assessment of the

35,000 beneficiaries. Much work was done with

youth groups from both communities. In the end

the provision of 51 tube wells, 23 community

latrines and the training of 26,000 household

heads in hygiene practices was completed in

accordance with the plan.

LiberiaImproving livelihoods in fragile peace

62 CHAPTER 9 LIBERIA

ZOA LiberiaWorked in: Margibi and Montserrado counties: Todee District, Kakata District and Careysburg District, Greater Monrovia (Paynesville) | Grand

Gedeh county: Gbarzon district

Focused on: Food security, water and sanitation, capacity-building of civil society and adult education.

Results included the following: Training and support for main consortium partner TDC-L (The Development Consortium –Liberia) and its 7 constituent members |

installation of 51 tube wells serving 25,500 beneficiaries | 20 wells rehabilitated serving some 5,000 people | construction of 23

community latrines serving 10,825 people | 26,000 family heads received hygiene promotion education | 600 community members

completed a course in Participatory Development Management training | 10,000 farmers received a revision course in conservation

agriculture | 350 families received seeds and tools | 8 Farmer Field Schools with 105 members supported with extension services |

2,000 women in Monrovia completed urban gardening and malaria control training | Women’s woodworking business set up and

equipped | 30 Local government officers trained in Community Participatory Development Management | 400 Ivorian refugees at

2 refugee camps in Grand Gedeh trained in conservation agriculture and received seeds and tools

Worked with: CARE USA, Save The Children UK, ACDI/VOCA, The Development Consortium – Liberia (LNGO partner), Ministries of Agriculture,

Education, Health & Social Welfare, Public Works, Lands, Mines and Energy, county development authorities in Margibi and

Montserrado counties

Staff 31 December 2011: 15

Received donations from: ECHO | CRWRC | Dutch Ministry of Foreign Affairs (MFS-2) | PSO | ZOA Netherlands (Business Ambassadors, churches, schools

and Third Parties DEL and Happy Gift)

Expenditures in 2011: € 1,830,413

Budget in 2012: € 1,316,435

63CAPTER 9 LIBERIA

The Study Group Project

ZOA held revision workshops in agriculture and

nutrition for 500 groups of 20 participants each

in rural Montserrado and Margibi. The cur-

riculum was designed specifically to cater to a

largely illiterate target community, making it

necessary to translate the course into graphics

and photographs for use by these participants.

The subjects included nutrition, gender and

peace building.

The immediate impact of the training courses

seen in surveys was: 85% of the beneficiaries

were using the new methods of production

and yields were generally improving, thereby

reducing the ‘hunger gap’ in the worst of the

rainy season. Environmental cleanliness around

habitations was practised by 75% of residents,

and communal sites were much cleaner. We

found greater spreading of the work load be-

tween men and women and a genuine reduction

in gender based violence towards women. There

seemed to be a reduction of the ‘dependency

syndrome’ as beneficiaries became convinced of

the benefits of self-sufficiency and self-help.

The Farmer Field School: the Kollie family

Joseph Kollie, a former heavy duty truck driver,

and his wife Nancy, stayed in a camp for internally

displaced during the civil war. They then moved to

stay with relatives in a small village, where they

started growing cassava. Joseph: “The income

was not enough to put our nine children in school.

The cassava was difficult to transport and it spoils

quickly. Prices were low and our local varieties

were diseased.” In 2008 Joseph and Nancy joined

ZOA’s Farmers Field School and learned by taking

on new farming practices such as constructing

nurseries, using raised beds, planting in lines,

mulching, making compost and organic pesti-

cides. They were provided with improved seeds

and basic farming tools.

“We have a 2 acre farm, where we now grow high

value vegetables like pepper, bitter ball, mosaic-

tolerant cassava and rice in a small swampland.

Now we are confident that we can send our

children to high school and even to college”, says

Nancy with a smile on her face.

“Now we are confident”,

says Nancy with a smile

on her face.

64 CHAPTER 9

65CHAPTER 9

CDN, Consortium of Dutch NGOs The Netherlands, has

been working in Myanmar since early 2008. CDN is a

cooperation of two Dutch organisations, ZOA and Red

een Kind. With permission of the Ministry of Agricul-

ture and Irrigation in Nay Pyi Taw, CDN started with

emergency relief after the devastating cyclone Nargis hit

the Ayeyarwady Delta. Presently, CDN is also involved in

assistance to the victims of the cyclone Giri, that hit the

west coast of the country in 2010.

CDN focuses on food security and WASH. CDN coope-

rates intensively with the local and central government

and with the local organisation Myanmar Heart Develop-

ment Organisation (MHDO).

Activities

Part of Rakhine State was hit by cyclone Giri and by

massive landslides in 2010. CDN was able to assist

the farmers in the Giri affected area with a renovation

programme in 74 villages. CDN, together with UN-WFP,

repaired 78,8 km of farmer embankments, 3,2 km of

water ponds and 11 km of village access roads, through

Food for Work and Cash for Work. A total of 11,139

households received food (rice) for over three months.

The rehabilitation of an irrigation canal resulted in the

possibility to grow summer rice and provided protection

from flooding. Through land reclamation and the distri-

bution of farmer inputs such as seeds, tools and fertilizer,

386 farmers could re-start farming.

In South Shan State and Magway Division CDN imple-

mented programmes for the improvement of the water

and sanitation situation. Safe drinking water became

available to a total of 5,104 households (higher than the

target of 3,200 households) as well as to 3,612 school

pupils.

In Magway Division, 812 households participated in the

Community Led Total Sanitation (CLTS) programme.

On-the-job training resulted in local knowledge on how

to produce pits and water catch containers. Each village

received a complete mal set. A total of 22 acres could be

irrigated, benefiting 104 households.

In Ayeyarwady Division CDN found that villages where

embankments were reconstructed, farmers are now able

to harvest twice a year, compared to the one harvest per

year before. A total of 1,509 acres of land can be irrigated

benefiting 840 farming households. 249 Households

received agricultural inputs. An increase in land pre-

paration, a surplus of rice and an increase in income is

reported. 1,114 most vulnerable families participated in

Cash for Work activities, though not all families achieved

an actual income that met the needed income.

Water management groups were trained on water pond

maintenance and financial management. These groups

are linked to the Irrigation Department and are now

comfortable to ask for advice and assistance. Farming

and fishing cooperative groups gained negotiation: skills

(gaines negoliation skills). Also rice bank committees

were set up and trained.

Access to water and sanitation

CDNs programmes in Myanmar contribute

among other, to access to basic services. The

access to safe drinking water in the villages

and sanitation at schools, a result in Southern

Shan State and Magway Division, means a

considerable improvement of the health and

sanitation situation. Another positive result was

the great reduction of time that people need to

fetch water.

Myanmar (with CDN)Resilient to drought and floodings

66

Myanmar (with CDN)Worked in: South Shan State, Magway Division, Ayeyarwady Division and Rakhine State

Focused on: Food security and WASH

Results included the following: Rakhine: renovation of 78.8 km of farmer embankments, 3.2 km ponds, 11 km of village access roads in 74 villages. A total of

11,139 households received food (rice) for about three months | South Shan State and Magway Division: 812 households in

Magway Division participated in the Community Led Total Sanitation (CLTS) program. A total of 22 acres could be irrigated in

Magway, benefiting 104 households | Ayeyarwady Division: In villages where CDN helped to reconstruct farmer embankments,

farmers are now able to farm twice a year. Increased access to water is used by villagers to start small-scale homegardening.

A total of 1,509 acres of land can be irrigated benefiting 840 farming households.

Worked with: Local NGO Myanmar Heart Development Organisation and government departments like Myanmar Agricultural Services

Staff 31 December 2011: 25

Received donations from: ECHO | LIFT | ZOA | Woord en Daad | Red een Kind | WFP | CRWRC

Expenditures in 2011: € 1,082,910

Budget in 2012: € 1,018,023

CHAPTER 9 CDN MYANMAR

67

Dutch fundraising event: Walk4Water

The fundraising event Walk4Water in The

Netherlands raised funds twice (2010 and 2011)

for improving the water and sanitation situation in

Magway Division and Southern Shan State, with

co-funding from Aqua for All (2010). CDN was

able to assist 13,325 people in rural villages with

access to clean drinking water.

The main objective of this project was to improve

health and living conditions of local people by

providing improved sustainable access to quality

water supply and sanitation facilities. The need

for quality drinking water was even higher than

anticipated due to the change in the weather

pattern. Many drinking water facilities were con-

structed in the villages. In relation to sanitation

the focus has been mainly on schools, because of

the higher urgency and to give a stronger focus on

the position of children. The 2,400 school pupils

who use the improved facilities at school received

training about hygienic behaviour. They in turn

are of major importance as messengers of change

in their families.

Improving people’s food security

The primary beneficiaries in Northern Rakhine

State are food insecure due to unpredictable

weather conditions. For their survival small-

holder farming households depend to a large

extent on daily wage labour. Some have small

plots, less than 2 acres, of arable land. The

landslides in June 2010 destroyed the standing

crops and covered their plots with a thick layer

of sediment.

About 10,000 people were reached with activi-

ties to improve their food security. CDN cleared

the paddy fields that were covered with mud

in time for cultivation. The need for direct ac-

cess to sources of income has been addressed

through cash-for-work activities. The activities

will have a long-term spin-off through the pub-

lic works that are constructed or repaired, such

as drains and irrigation wells.

Re-start

of farming

CHAPTER 9 CDN MYANMAR

68 CHAPTER 9 PAKISTAN

69CHAPTER 9 PAKISTAN

ZOA started a Disaster Response Programme in Pakistan

following the floodings in August 2010, in collaboration

with local partner I-LAP (Interfaith – League Against Po-

verty). Together they initiated an early recovery mission

to assist in preparing the lands, repairing the irrigation

system of the most vulnerable flood affected people and

establishing Community Based Organisations in order to

socio-economically empower the people of Rahim Yar

Khan District.

Activities

ZOA and I-LAP assisted 13,858 flood affected families

and helped them to resolve their livelihood problems.

These families are tenant-farmers or owners of less than

five acres. Today, these families have succeeded in cul-

tivating their lands. Main crops are wheat, cotton, sugar

cane, maize and mangos. The early assistance has been

of considerable support, because otherwise they would

have to get loans to survive. Now deeper debts have

been prevented.

Another part of the Disaster Response was the con-

struction of One Room Shelters (ORS) and a latrine

/ washroom for vulnerable families. Selection of the

beneficiaries was a time consuming but careful process

done in close collaboration with the CBOs. During mee-

tings with the CBOs the selection criteria were discussed

and agreed on. Then these CBOs would make a list with

names. The field team visited each family to verify the

damages and vulnerability. Finally 185 ORS were built,

benefitting 1,295 people. The potential for future floo-

ding has been accounted for in the design of the shelters.

I-LAP also provided WASH training to the adult women

of these ORS households.

The shelter project has strong elements of recovery

(shelter), as well as developmental elements as training

and capacity building of CBOs and beneficiary families.

The action assisted a large number of flood affected

people to move from insecurity to stability.

The start of 400 Community Based Organisations

has been of great importance for the ongoing of the

rehabilitation as well as for the structural empowerment

of these disadvantaged groups. The weakest groups in

society were hit hardest by the disaster. Education levels

are low and they are very vulnerable for exploitation

by landowners and middlemen. A major objective of

the programme is to make these groups more resilient

towards natural disaster and exploitation. Because of low

education levels, self organisation is complicated. I-LAP

and ZOA support and train them. Initially much of the

attention went to explaining the importance of collabo-

ration and organisation, for example about the profits of

joint purchase and selling.

These groups are the starting point for training on several

topics to reduce vulnerability: marketing, saving and

microcredits, peace building and gender based violence.

Parallel to the CBOs that consist exclusively of men,

female I-LAP works with women groups on hygiene,

home gardening, small livestock, a healthy diet and the

importance of education for their children.

Better understanding

Among other, ZOA’s programmes in Pakistan

want to contribute to peace and stability. The

CBO formation activity has enhanced the peace

and understanding between different families or

members of the two groups Basti and Muza and

also increased the stability and unity within the

community to face any possible future challen-

ges. The meetings with the CBOs have allowed

the beneficiaries to regain hope with a positive

attitude towards the future. The meetings have

served to provide the CBOs with a better under-

standing of peoples’ needs and the collective

decision making has enforced ownership on

decisions, reducing conflicts based on favoritism

and bias.

PakistanRestoring livelihoods after devastating floodings

70

ZOA PakistanWorked in: 13 Union Councils of Rahim Yar Khan, Southern Punjab

Focused on: Capacity-building of Civil Society | Agriculture | Water, Sanitation, Hygiene promotion (WASH) |Shelter | Disaster Risk Reduction

Results included the following: Training and Agricultural Support for 400 CBOs (Community Based Organisations) | 100,000 Beneficiaries (13,858 Families) |

Support of a national NGO | Construction of 185 ORS (One Room Shelters) | Construction of 185 latrines

Worked with: National NGO ‘I-LAP’

Staff 31 December 2011: 2

Received donations from: ZOA Netherlands (Emergency Funds) | Woord en Daad | Dorcas Aid | Kerk in Actie | ECHO | Red een Kind | Lakar Missionen

Expenditures in 2011: € 1,203,833

Budget in 2012: € 1,435,505

CHAPTER 9 PAKISTAN

71

The emerging strength of a CBO

In one of the communities another NGO was

active alongside ZOA / I-LAP. This NGO was

working on shelter construction. During their

assessment they were selecting non-flood

affected beneficiaries and non-vulnerable

farmers. This caused concern and dissatisfaction

in the community who felt that the assessment

was biased and inaccurate.

The CBO members got together and asked the

NGO not to allow their team to conduct the

assessment unless their team used the CBO

platform. The NGO team complied and con-

sulted the CBO members along with executive

body and board members to accurately identify

the most vulnerable. This caused satisfaction

amongst the community members and any

ill-feelings that occurred during the previous

assessment were removed.

A house for a single mother and her children

Zubaida Mai has five children. Her husband

divorced her before the 2010 floods. Still,

before the floods she was able to provide for

her children by selling milk at the local market

and to harvest grains from two acres of land on

lease. The disastrous floods severely damaged

her house and washed away the cultivated cot-

ton crop. She settled on the embankment and

received limited food rations. Her children were

suffering from water borne diseases. She had to

get a loan to continue leasing the land.

With support from I-LAP she was able to culti-

vate wheat, so she could reduce the burden of

loans by selling the surplus. Still, they continued

to live in a tent. Then she was selected for a One

Room Shelter. When visited at her new house,

she beamed: “I am very pleased to see my family

now has protection through a safe and secure

house, and a latrine. I am thankful that we can

live in dignity now.”

Stronger

communities,

more resilience

CHAPTER 9 PAKISTAN

72 CHAPTER 9

73CHAPTER 9

For South Sudan, 2011 was a very exciting year with

independence and the founding of the new Republic of

South Sudan. For ZOA and its staff there is much work to

be done, given the current situation of the new republic

that has been destroyed by decades of war, intermittent

tribal clashes, hundreds of thousands of returnees to the

countryside. ZOA focuses on recovery of civil society,

with primary attention to food security and livelihoods,

water and sanitation, education and capacity building.

Activities

Due to the decades of war, the education level is very

low throughout Southern Sudanese society, including

local partners and government officials. Much attention

has therefore been paid to training people; for example:

thirty local government officials received a course on

project cycle management and two officials from the

Terekeka Water Department were sponsored to attend

building efforts are showing structural results.

Capacity building is also an important aspect of the

cooperation with local NGO-partners. We were pleased

that one partner, Compass, was able to attract other

international donors besides ZOA for their activities.

Finding well qualified national staff is also difficult for the

ZOA team. A series of staff development courses were

organized in 2011. This has improved the capabilities of

these committed Southern Sudanese staff, profiting both

them and their country longer after ZOA will have left.

Many CBOs were started at grassroots level and suppor-

ted in different sectoral fields.

ZOA runs one of the largest Food Security programs in

Central Equatoria. Over 92 farmer groups with on average

25 farmers, work to improve their productivity and far-

ming skills. The program contributes significantly to the

goal of self-sufficiency in food, set by the government.

In addition, beekeeping groups and micro-enterprises

for food processing were established and trained. Other

CBOs that were started and supported were Village

Savings and Loans Associations (ten of them integrated

into a farmers production cooperative), Functional Adult

Literacy groups and groups involved in school gardens.

Nine volunteers were also selected to train CBOs on

good hygiene and sanitation practices. However, ZOA

stopped support of the Parent Teacher Associations,

which proved to be unsustainable due to ever changing

membership of the PTAs.

ZOA continued to provide Voluntary Counselling and

Testing (VCT) services through outreach and at static

VCT centres. Nine thousand people were tested. Those

found to be positive were referred to hospitals or other

organisations for post-test support services

Hardware

In Education and WASH, capacity building of CBOs is

combined with support on the hardware: classroom

blocks were built, desks and learning materials supplied,

pit latrines constructed, boreholes drilled or rehabilita-

ted, water tanks installed. WASH activities are primarily

implemented nearby schools or health facilities.

Water for humans and livestock

ZOA’s programmes in South Sudan contribute

among other, to access to basic services. In

Terekeka County the Mundari pastoralists

move around in search of grazing and water for

their cattle, which sometimes brings them into

conflict with their neighbours the Dinkas. ZOA

delivered an unprecedented 35 new boreholes

and 40 rehabilitated wells in only one year

and added cattle troughs to the boreholes. An

independent consultancy report (February 2012)

stated: “The provision of boreholes has been of

great benefit to the target communities, and the

majority of people in all three target payams

now say they are getting their water from

boreholes.”

South SudanRecovery in an independent fragile country

74

ZOA South SudanWorked in:

Focused on: Food Security | Water and Sanitation | HIV/AIDS | Education | Capacity Building

Results included the following: Trained and supported 8 South Sudanese NGOs |Formed and trained 36 Water

User Committees, 16 Latrine management Committees and 30 REFLECT / FAL circles (Functional Adult Literacy) | Supported

8 payams (local government) through advise, finance and training of 8 payams | 101 farmers groups with 2,531 members

formed and supported with training, seeds, tools and farm equipment | 98 youths received vocational training | 33 women’s

groups formed and supported on vegetable and fruit tree growing | 16 VSLA (Village Savings and Loan Association) groups formed |

90 farmers involved in beekeeping | 35 new boreholes constructed, 40 boreholes repaired and 13 water

tanks installed | 124 pump mechanics trained | 16 – 4 stance public latrines installed | 9,006 availed of VCT (Voluntary

Counseling and Testing) services | 632 expectant mothers availed of the PMTCT (Prevention of Mother to Child Transmission) |

20,000 people reached out with HIV/AIDS messages | 5 classroom blocks and 1 education office constructed |

2 pit latrines and 2 water harvesting system constructed | 106 seats installed

Worked with: NGO Forum | National Sectoral Clusters: Food Security/Livelihoods; Water and Sanitation; and HIV/AIDS | 8 South Sudanese

NGOs (IPCS, SUHA, RDI, ASTAD, COMPASS, SLDA, TAYA and CAAPH) | Local authorities at Payam and Boma levels (especially the

departments of Agriculture, Health and Water)

Staff 31 December 2011: 75

Received donations from: EU – Food Security Thematic Programme | Dutch Ministry of Foreign Affairs (MFS 2) UNICEF | Basic Services Fund | TEAR Australia |

PSO | ZOA Netherlands (churches, companies, private donors)

Expenditures in 2011: € 2,537,459

Budget in 2012: € 2,888,818

CHAPTER 9 SOUTH SUDAN

75

Bottom-up law against discrimination of girls

As part of a Primary Education Support Project,

ZOA developed a twofold awareness raising

programme. Part one was to include the impor-

tance of education for girls in training for Parent

Teacher Associations. To reinforce the efforts of

the PTAs in fighting against inequalities, ZOA

also engaged women, church and local leaders

in discussions on the importance of education

of the girl child. This was the second part of

the awareness raising programme. The leaders

acknowledged their role in promoting education

for girls and came up with the idea of developing

bylaws to stamp out discrimination against girls.

They agreed among themselves that that all

children must access education equally regard-

less of their gender.

Agricultural improvement benefits the community

Grace Joseph (37) speaks enthousiastically

about what ZOA’s agricultural project meant

to her. “With my group I work on a communal

field. They taught us how to prepare the field

and to use improved seeds and tools. Other

villagers learned how to produce those tools

and were taught post-harvesting and storage

techniques.” The farmers will function as a

cooperative. This will reduce their dependence

on middlemen and yield them fairer prices for

their products.

Especially working in a group gives Grace

much joy. “Working together is so good for the

atmosphere in our community. The agricultural

project benefits all of us.”

Stronger

communities,

more resilience

CHAPTER 9 SOUTH SUDAN

76 CHAPTER 9

77CHAPTER 9

ZOA has been working in Sri Lanka since 1995. In 2011

ZOA merged its programmes into two; one Eastern and

one Northern programme. Since the end of 2009, the

year the civil war came to an end, ZOA has supported

returnees, focusing on livelihoods and community

enhancement. Lasting peace opens up possibilities for

ZOA to work on more long-term development goals. For

ZOA staff this means a challenge to change their way of

working from running projects to facilitating change.

Activities

In the Northern programme area ZOA assisted resettling

families with income generation packages, to support

business start-ups and to strengthen value chains. ZOA’s

strategy to livelihoods development is to support people

in taking up their old profession. In general, this has been

successful and also sustainable. People restarted their

businesses and could quickly provide in their basic needs.

Because of their isolated locations, many of ZOA’s target

communities are, however, unable to benefit from the

rapid economic development and government services.

ZOA tries to link these communities directly to markets

and make them aware of the prices they can receive.

We also strengthen CBOs and link them to government

departments. This has been very successful; several

authorities were involved in delivering services such as

recovery of lost land titles and legal documents, building

roads and electricity lines and the delivery of health,

veterinary and agricultural extension services.

During 2011 ZOA was allowed to work in more and more

areas in the North. The true remnants of the war become

visible. There are still enormous unmet needs in the North.

In the Eastern programme the formation and strengthe-

ning of CBOs has been quite successful. CBOs actively

participate in beneficiary selection, mobilisation and mo-

nitoring and evaluation. CBOs have also been successful

in lobbying for services with the government.

Floodings in the East

In February 2011, flooding in the East caused major set-

backs to the communities. Families faced another disas-

ter as shelter, soils, crops and livestock were destroyed.

Software activities like formation and strengthening of

CBOs were delayed and ZOA started implementing relief

activities again. As soon as possible ZOA tried to resume

its rehabilitation activities such as promoting livestock

rearing, business development and shelter construction.

Livelihoods and inclusion

ZOA’s programmes in Sri Lanka contribute,

among other, to inclusion of vulnerable groups.

Bernhard Kerschbaum, country director ZOA

Sri Lanka: “Within the scope of one programme,

ZOA has focussed primarily on the low-caste

and isolated villages. Within these communities

ZOA focuses on female- or single-headed house-

holds (Sri Lanka has many widows due to the

war) with business start-up packages and new

farming techniques. In Trincomalee ZOA has

helped indigenous Veddah people with obtaining

a motorcycle driving licence; increasing oppor-

tunities for trading. Subsequently the Veddahs

started interacting with other communities and

have since become more accepted. Mixed mar-

riages can be observed and people are starting

to copy livelihood strategies.”

Sri LankaRecovery after civil war and natural disasters

78

ZOA Sri LankaWorked in: | Mulathivu | Kilinochchi | Mannar | Vavuniya | Baticaloa | Trincomalee |

Ampara | Polonnaruwa | Anuradhapura Districts

Focused on: Livelihood | Community Strengthening & organisation | Shelter and infrastructure | Disability

Results included the following: Shelter: 2034 constructions and 137 repairs | Distribution of 1789 livelihood packages | 12,625 hygiene packages | 14,075 NFRI

packages | WASH: Latrines: 225 constructions and 59 repairs, 261 wells cleaned, construction of 1 water tank for a school |

14 nutrition and hygienic awareness programmes conducted | Renovation of 2 health care centres | Construction of 17 major and

2 minor culverts | Road renovations of 7.9 km | 8 community hall constructions | 18 training sessions on livelihood and vocational

trainings | Distribution of 510 bicycles | 250 individuals were provided with seeding coconuts | 69 CBO strengthening programmes

have been organized | Distribution of 200 educational materials for 200 children | Renovation of a school kitchen, study hall and

school premises | 5 catch up classes conducted | 17 psycho social programmes conducted | 12 addict programmes conducted |

18 legal document programmes conducted | 6 preschools, 1 playgrond reconstructed | 4 parent awareness programmes conducted

Worked with: ESCO | LEADS | Familian | PUHALIDAM | Eastern Community Resource Development Foundation (ECRDF) |

Organization for the Rehabilitation of the Handicapped (ORHAN) | Mannar Association for Rehabilitation

of Differently Able People (MARDAP) | Mental Health Society (MHS) | YGRO | Ladders of Hope | FOSDOO

Staff 31 December 2011: 170

Received donations from: European Union (EU) | European Commission for Humanitarian Aid (ECHO) | USAID Office of US Foreign Disaster Assistance (USAID/

OFDA) | Australian Government (AUSAID) | Royal Netherlands Embassy (RNE) | Dutch Ministry of Foreign Affairs | ICCO/KIA | PSO |

CRWRC | | WfP | IOM | ZOA Netherlands (Business Ambassadors, churches, companies, private donors)

Expenditures in 2011: € 4,567,709

Budget in 2012: € 4,180,465

CHAPTER 9 SRI LANKA

79

Social and physical recovery for returnees

Returnees – some had been displaced for more

than twenty years - found destroyed villages upon

return, and overgrown fields where landmines

could still be hidden. Due to the lack of basic ser-

vices, tools and starting capital they hardly had any

possibilities to earn a livelihood. Social structures

and mutual trust was weak because people hardly

knew each other.

Together with the German NGO Arbeiter Samariter

Bund, ZOA started to work in this area. ASB built

houses, while ZOA aimed at restoration of com-

munity services like reparation of roads, culverts,

bridges, wells, clinics, preschools and play yards.

Important part was to organize Community Based

Organisations. It was a long-term process to build

up relationships and gain commitment to the

community. The involvement of social mobilizers

worked out well; committees are started up and

functioning and in some cases the maintenance of

communal buildings is taken up already.

Earning an income despite a handicap

34 Year old Punniyamoorththi lost a leg during

heavy fighting in the Vanni. After the war was

over, he moved in with his relatives together

with his wife and two little children. “I really

wanted to live in my own house”, he explains.

“but how could I build even a hut and take care

of my children without an income?”

Punniyamoorththi, an electrician from profes-

sion, could not get a loan to start up his business

again. “They did not think I could ever pay back

because of my handicap.” He was therefore very

happy when ZOA selected him to participate in

a livelihood programme. He received tempo-

rary shelter and was supported to start a repair

shop for televisions and mobile phones. “Now

I earn enough to rent a house and take care of

my family. Besides, it is the only repair shop for

electrical appliances, so it is really useful for the

community too.”

Rapid development,

but enormous needs

still unmet

CHAPTER 9 SRI LANKA

80 CHAPTER 9 SUDAN

81CHAPTER 9 SUDAN

ZOA has worked in Sudan since 2004, starting in South

Darfur. It expanded its activities to North Darfur and

to Gedaref in 2011. There is an enormous need in the

conflict-affected villages. ZOA supports the sustainable

recovery of conflict-affected rural communities, focusing

on education, WASH, food security and livelihoods. In

Gedaref, ZOA contributes to improved food security for

rural communities.

Activities

The education activities aim at improved enrolment,

access to better school facilities and learning materials,

improved quality of teachers and Parent Teacher Associa-

tions of adequate quality. During 2011 we constructed 45

permanent classrooms and provided 4,950 students with

learning materials. We also organized teacher training.

An evaluation of this activity indicates that the effective-

ness could be higher, as the duration of the classes is too

short. In 2012 we will look to alternatives for improving

the capacity building of teachers. Members of PTAs

received training to improve on their PTA membership

abilities. Teacher and PTA training has contributed to

enhanced participation in school affairs.

Food security and livelihood activities contribute to food

and economic secure households, which are resilient to

shocks in food supply. This part of the programme has a

strong peace building component, because it explicitly

also aims at reducing the number of conflicts along no-

madic routes by improved access for nomads to pasture

and water.

We distributed seeds and tools and conducted farmer

training on agricultural practices and kitchen gardening

and on product processing to supplement and diversify

income generation. We held vaccination campaigns for

animals and established two veterinary clinics. Over

a hundred Community Animal Health Workers and

pastoralists received training and veterinary health kits.

Small grants were supplied to 209 small groups to set

up agro- and other businesses. Two community forests

were established to prevent environmental degradation,

and around 15,000 trees were distributed to individual

households.

The objective of the WASH-activities is that households

have access to sufficient quantity and quality of water,

that school children have access to suitable and safe

toilet facilities and that water sources are effectively

managed. To reach these objectives 45 water points were

restored or newly constructed. Eighty-four 6-block per-

manent latrines were constructed and 42 hand washing

stations were fully equipped. Hygiene campaigns were

organized reaching some 12,500 children. Twenty WASH

committees were trained on management and mainte-

nance of water points.

In the Gereida area an agricultural committee was

established to combine knowledge and selling power to

improve on the market position of small farmers com-

pared to the big crop traders. This project is part of our

community governance programme.

Meeting up after a long time

Among other, ZOA’s programmes in Sudan aim to

contribute to peace and stability. In 2011,

2,918 persons were trained on peace building

through workshops and peace building conferen-

ces. Among those trained were leaders and

representatives of a wide variety of ethnic groups.

The peace building conferences resulted in

satisfactory outcomes. Conflicting communities

met up after a long time and together identified

issues of conflict. They expressed the desire

to resolve those issues and formed joint peace

building committees or reactivated existing peace

committees. ZOA was asked to assist with clear

demarcation of the nomadic corridors.

SudanSupporting education and livelihoods, promoting peace

82

ZOA Sudan Worked in: South Darfur: Nyala | Gereida | | East Darfur: Ed Daein | North Darfur: El Fasher |

Focused on: Education | Water and sanitation | Food security | Livelihoods

Results included the following: Construction of 45 permanent classrooms | 4,950 students received learning materials | 177 teachers were trained | 19 members

of PTAs received training | 79 education centres were restored, refurbished and provided with learning and teaching materials |

32 schools were provided with recreational materials | Distribution of seeds and tools to 12,200 households | Training on agricultural

practices and kitchen gardening for 3,550 persons | Vaccination campaigns reached 20,000 animals. Two veterinary clinics were

established and 126 Community Animal Health Workers and pastoralists received training and veterinary health kits | 1,081 persons

received training on agricultural and animal product processing | 2 community forests were established. Some 15,000 trees were

distributed to individual households | 45 water points were restored or newly constructed | 84 6-block permanent latrines were

constructed | 42 hand washing stations were fully equipped. Hygiene campaigns reached some 12,500 children | 4,900 people were

trained in sound water management practiceS | 20 WASH committees were trained on management and maintenance of water

points | 2,918 persons were trained on peace building in workshops and conferences, among those 85 leaders and 340 representatives

of 17 ethnic groups in the Gereida area | 13 PTAs were supplied with peace building materials

Worked with: National NGOs: Sudan Aid | Sudanese Red Crescent | | Mubadiroon | CDF | Ma’an

Government departments from the following ministries: Agriculture | Education | Youth and Sport | Animal | Resources and Water

Staff 31 December 2011: 87

Received donations from: Dutch Ministry of Foreign Affairs | Royal Netherlands Embassy Khartoum | CHF | Darfur Community Peace and Stability Fund (DCPSF)

PSO | European Union mission in Sudan | USAID/OFDA | CRWRF | ZOA Netherlands (private donors, Third Parties Happy Gift)

Expenditures in 2011: € 2,604,986

Budget in 2012: € 3,509,500

CHAPTER 9 SUDAN

83

More food and water: the Quala-al-Nahal programme

Quala-al-Nahal is one of the poorest regions

in Sudan; one that hosts many refugees from

Ethiopia and Eritrea and people from other parts of

Sudan. There is a shortage of clean drinking water.

Unhealthy drinking water, a low and unbalanced

diet and poor hygiene practices contribute to high

infant mortality and malnourishment percentages.

ZOA started a programme in 2011 to assist 9000

people, mainly aiming at the improvement of

agriculture and the water and sanitation situa-

tion. Small farmers will be trained in agricultural

techniques, in combination with the distribution

of seeds, fertilizers and tools. The start of small

enterprises is stimulated through relevant training

and coaching, to promote diversification of income

sources. Villages will be connected to a drinking

water pipeline to improve the availability of water.

Better possibilities for collection of rain water will

be sought. Latrines are erected at schools and chil-

dren are taught hygiene practices such as washing

hands and the importance of using soap.

Basic education for children in Darfur

Education is an important prerequisite for the

sustainable development of communities.

Schools are not only safe places for children,

but are often the starting point of other services

in a community, such as improvement of water

points and latrines, and a meeting place for

leaders and community groups. The presence

of schools plays an important role for displaced

families to make the decision to return home.

Sturdy permanent school buildings were built

through ZOA’s education programme in Darfur.

Latrines and water tanks with washing facilities

were erected near these schools. All students in

these schools are reached by hygiene promo-

tion. Since 2004 ZOA has supported many

schools in Nyala, Ed Daein, Gereida and El

Fasher.

Resilient to

shocks in

food supply

CHAPTER 9 SUDAN

84 CHAPTER 9

85CHAPTER 9

ZOA started assisting refugees from Myanmar residing

in Thai camps in 1984, with the main focus on basic

education. Since 2008 ZOA has been preparing to phase

out in 2014 and to hand over its activities to other

organisations. The Karen Refugee Committee – Education

Entity (KRCEE) is now responsible for the education in

the camps, with ZOA supporting and funding this camp

committee organisation.

One of the core strategies for 2011 was to strengthen

Community Based Organisations (CBOs) and camp level

structures.

Activities

During 2011 ZOA Thailand provided construction materi-

als, furniture, teaching and learning materials for schools.

We also paid attention to meeting the children’s needs

more. Activities to support this included coordination

with health agencies for medical and dental checks,

linking with the ZOA agriculture project to improve the

school environment and connecting with water and sani-

tation agencies to improve WASH facilities in schools. All

these activities were carried out with refugee teacher and

parent support.

ZOA Thailand supported curriculum reform for refugee

schools. Introducing these materials to teachers and

supporting them in using them properly has been a long

process, and one that required strong commitment from

ZOA teaching and learning staff.

Living in camps for many years results in the loss of

essential agriculture skills and knowledge. The skills

training element of the ZOA Thailand agriculture and

livelihoods projects addresses this issue. Additional

technical support for modern and organic, chemical free

techniques were provided by the Thai Agriculture College

and the Livestock Department. Management skills were

also provided for the project participants as they begin to

manage the farms on the refugee camp sites.

The farms are now developing as income-generating

entities. This shift away from pure aid is working to break

the cycle of dependency that is common in refugee set-

tings. The income generation process now sees the staff

of the farms and other supporting costs actually being

covered by the income from the project.

ZOA worked with refugees, local villagers and Royal

Thai Government officials to engage in tree planting and

forest rehabilitation during 2011 to support the rehabili-

tation of the degraded forest land near the camps.

Phasing-out in 2014

During the year 2011 we changed our initial plan to

hand over the activities to the local NGO U-sa Khanae

Development Foundation. The change in plan was made

because during the progress both ZOA and UK-DF rea-

lised that the burden would be too much for the young

local NGO. ZOA has decided to phase out of Thailand

in 2014, and is no longer seeking funding for the period

afterwards. We lobby for other international NGOs to

take over our work.

Better together

ZOA’s programmes in Thailand contribute,

among other, to peace and stability. The Li-

velihoods Project contributes to good relati-

ons between camp residents and nearby Thai

villagers. Both groups had few opportunities to

support their livelihoods due to a lack of access

to markets and to knowledge about activities

that could help them make changes towards a

stronger future. Including both groups improved

understanding and relations between them. At

the Nu Po site the project was discussed with

the Thai villagers, and after they agreed to par-

ticipate, one of the villagers offered her land for

the project, 500 meters from the camp.

ThailandEducation for better chances

86

ZOA Thailand Worked in: Mae Hong Son Province: Mae Ra Ma Luang and Mae La Oon refugee camps | Tak Province: Mae La, Umpiem and Nu Po refugee

camps | Kanchanaburi Province: Don Yang refugee camp | Ratchaburi Province: Tham Hin refugee camp

Focused on: Education (Formal and Non Formal) | Livelihoods

Results included the following: Provision of basic services (teaching & learning materials, school construction, etc) to 67 basic education schools and 40,000

students in 7 refugee camps | Support on materials development, teacher training, capacity building to CBOs and 1,500 education

staff and 4,000 parents | Provision of English language training to over 2,000 adult refugees and of computer training to 900

individual refugees | 500 refugees and local Thais benefit from skill development and income generation activities of agriculture,

non agriculture and food processing production

Worked with: CBOs | NGOs | IOs | Thai Ministries | KRCEE (Karen Refugee Community – Education Entity)

Staff 31 December 2011: 44

Received donations from: EU | ECHO | Dutch Ministry of Foreign Affairs | PSO | UNHCR | ZOA Netherlands (churches, companies, schools, private donors)

Expenditures in 2011: € 3,398,966

Budget in 2012: € 3,212,368

CHAPTER 9 THAILAND

87

Teachers and community support:

Teachers are a central resource for any educa-

tion system. In the refugee setting they are vital

for the students. Teachers also make up the

largest work force in the camps and their sup-

port and stipend payments take up a significant

amount of time and resources. In 2011 ZOA

Thailand had problems paying the stipend levels

of the previous years. Community support such

as fundraising events by Parent Teacher Associa-

tions made it possible to make up the deficit.

Everybody welcome; income and inclusion

Bi Set arrived in Mae La camp as a child. He

started working on ZOA’s Agriculture Income

Generating Project in 2007, and became the

manager some years later. On a farm of 30

hectares they raise pigs, chicken and fish and

grow vegetables like lemon grass and okra.

Bi Set: “Up till now more than 350 refugees

worked here, 50 percent of them physically

disabled. They belong to the most vulnerable in

the camps. But here they get work experience

and knowledge about agriculture and animal

husbandry, and most of all they get the feeling

of dignity because they earn an income and

contribute to their community. Wherever they

go in the future, with this knowledge they can

make a new start.”

Bi Set himself got the chance to emigrate to

New Zealand in February 2012.

The most vulnerable

are proud to contribute

to their community.

CHAPTER 9 THAILAND

88 CHAPTER 9

89

ZOA Uganda worked in three areas in 2011: Pader since

2007, Amudat since 2009 and Nwoya from 2011. The

people in these areas went through periods of violent

conflict resulting in massive displacement. ZOA supports

returnees in rebuilding their lives, focusing on education,

water and sanitation, food security, economic develop-

ment and civic education.

This year we were prepared for an influx from South

Sudan after independence and for post-election violence

in Uganda. Fortunately both events went on without

major incidents.

Activities

The Nwoya programme started in 2011, focusing on food

security, education and access to clean water. 24 Farmer

groups were transformed into Farmer Field Schools and

fields were prepared for commercial farming.

In Pader District the long-term programme ‘Back home,

back to school’ ran for the fourth consecutive year. It

contains different but integrated components such as

building classrooms and houses for teachers, streng-

thening Parent Teacher Associations, providing drinking

water, latrines and hygiene awareness at schools, orga-

nising peer-to-peer HIV/Aids education and promoting

girl child education. ZOA also supports the Newspaper

in Education project together with a national daily to

promote a reading culture and independent thought. The

thirty schools in the programme experienced an increase

of child enrolment and decrease of drop-outs, especially

among young teenage girls.

Community-led total sanitation is highly successful. In

2011 ten boreholes were constructed, resulting in 91%

of the community members we work with having access

to safe drinking water.

2011 was the year of emerging commercial farming.

Value chain development was investigated together with

the relevant district department; 186 emerging commer-

cial farmers were organised and trained in Agricultural

Business Development.

Furthermore, ZOA Uganda continued to stimulate

agricultural production and income diversification.

40 Farmer groups were supported to access oxen and

ox-ploughs, 1,200 farmers received training in post-

harvest techniques. Nearly 400 people were trained in

beekeeping or shea nut processing. 124 Youths received

vocational training in carpentry, catering and tailoring.

The rehabilitation of 60 kilometres of community roads

greatly improved access to fields and markets.

In Amudat Female Genital Mutilation (FGM) is a huge

problem. Therefore, next to the support of income diver-

sification and agricultural improvement, the ZOA team

paid a great deal of attention to creating a conducive

environment to discuss FGM without being victimised.

Former circumcisers were supported to start alterna-

tive livelihoods, to come out openly to denounce FGM

practice and to hand over their tools of circumcision.

Civil Society Organisations worked closely with women,

youth groups and cutters, resulting in reduction of FGM

cases. Though the practice still continues in secret, local

women leaders have increased knowledge about law and

women’s rights, and 244 girls were rescued from FGM

during 2011 by Civil Society partner organisations.

Hygiene Awareness Festivities

Among other ZOA’s programmes in Uganda

contribute to access to basic services. Four

Hygiene Awareness Days were held for both

communities and schools to share what they

learnt and to promote hygiene and sanitation

in the area, through songs, role plays, drama,

speeches and poems. They demonstrated how to

protect a waterhole, how to make a hand wash

facility or what an ideal homestead looks like.

An average of 6,000 people per day attended,

including school children, parents, and District

and sub–counties leaders. These were festive

events with people really proud of what they

learned and happy to share it with their com-

munity members.

CHAPTER 9

UgandaLivelihood recovery and community rehabilitation

90

ZOA UgandaWorked in: Pader, Amudat and Nwoya Districts

Focused on: Food Security and Livelihoods | Economic Development | Education | WASH | Civic education

Results included the following: Pader: 8 villages are Open Defecation Free - all community members have access to homestead latrines | In 21 villages 200 slabs were

distributed to ideal or almost ideal homesteads | 74 Parent Teacher Associations were trained to formulate action plans | Construction

of blocks of 3 classrooms (2) and 2 classrooms (1), renovation of 1 block of 4 rooms | Construction of 3 four-unit teachers’ houses |

Supported the preparation for the final exams with seminars and 800 Excel in PLE papers | 40 groups trained on Village Savings and

Loans Association | 1,200 Farmers supported with inputs, tools and training | Amudat: Construction of 9 water ponds with total

capacity 11,552 m3 | 520 households formed 17 agro-pastoralist groups, they received tools like hoes, axes, wheel barrows and seeds |

Supported 8 classes of Functional Adult Literacy with enrolment of 307 learners | Trained 25 trainers in anti-FGM law and women’s

rights and supported six religious institutions (Islam and Christian) to carry out anti-FGM campaign | Nwoya: 24 farmer groups formed

Farmer Field Schools | 720 Farmers trained including exposure learning tour and farmers field days | 120 acres of land (5 per FFS)

were ready for planting as FFS-commercial enterprise

Worked with: District Local Government | National Line Ministries | (Inter)national NGOs |

Local partners: Christian Counselling Fellowship (CCF) | Fokapawa | Kwal Ryeko | POZIDEP | AMREACH

Staff 31 December 2011: 116

Received donations from: MWH Foundation | Stichting Liberty | Koornzaayer Foundation | Stichting Wees een Kans | Dutch Ministry of Foreign Affairs

| European Union | CRWRC | PRISMA | PSO | FAO | DIAKONIA Sweden | ZOA Netherlands (schools, companies, churches)

Expenditures in 2011: € 1,986,603

Budget 2012: € 2,497,048

CHAPTER 9 UGANDA

91

Agriculture for pastoralists in Amudat

Pokot people are tradionally herdsmen with

a nomadic lifestyle. Many are hesitant to put

their efforts into crop production since they do

not feel certain of the rainy seasons. Still, to

improve their food security it is important they

are not dependent on cattle alone.

After many meetings and much training coupled

with agricultural inputs to the 390 households

that participated in Voucher for Work, many

have now adopted crop production practices

because they see the crop vitality and can an-

ticipate the likely yield which will be harvested.

Additionally, the exchange visits also showed

the farmers good agronomic practices where

they could see the results in terms of increased

yield of crops like maize, beans and vegetables.

The Voucher for Work activities resulted in many

kilometres of community road through the

bush, which eased access to town; and therefore

to inputs for agriculture and to markets to sell

their produce.

A proud and committed teacher in Pader

“I am Cecilia Teddy, a senior teacher of Kibong

Primary School. I joined the school late last

year. Even before there was a female teacher,

ZOA was able to conduct meetings and counsel-

ling with girls in upper classes, which kept most

girls in school once they realized the benefits

of education. I appreciate so much the sup-

port to our school for things like text books and

hygiene awareness. Above all I appreciate the

construction of the school building. In the tem-

porary structures used before the children were

affected by wind and rain, and many of them

stayed at home.

And then to top it off, ZOA also constructed

four unit teachers house of which I am one of the

proud beneficiaries. The presence of teachers

within the school premises facilitates effec-

tive learning. I am able to discuss private issues

with the girls at my home. May the Good Lord

continue to protect the staff of ZOA and all

those who struggle to change the life of those

in need.”

Reduced

vulnerability by

income diversification

and agricultural

improvement

CHAPTER 9 UGANDA

92

9393

General

In 2011, the total income of ZOA grew to a historic level

of more than € 40 million. This growth is in line with the

budget and mainly due to recognition of the total MFS-2

contract income (including € 8.4 million regarding MFS-2

funds received on behalf of the partners in the Dutch

Consortium for Rehabilitation). ZOA is legally responsible

for this programme as a whole and is therefore reporting

the annual income 2011, including the contractual income

of the consortium partners Care Nederland, Save the

Children and Healthnet TPO. This way of income recogni-

tion is in line with interpretation of current accounting

principles. Excluding this contractual income of MFS-2, the

total income of ZOA in 2011 grows with 13.1% to a level of

€ 32.5 million.

The emergency relief campaigns during summer 2011 for

the countries in the horn of Africa (income of € 1.7 million)

had a positive influence on the income of own fundraising

activities in 2011. ZOA is thankful that its own constituents

have responded so well to this tremendous need.

The total expenditures on objectives grows to a level of

€ 38.0 million, including € 8.4 million spent for MFS by

DCR partners. Excluding this expenditures, the ZOA ex-

penditure on objectives grows with 21.5% to a level of

€ 29.6 million.

The ZOA countries abroad realised their programme

objectives in 2011 resulting in a limited country office

deficit of € 54,000 while a deficit of € 400,000 was

forecasted in the budget. This distinctive performance

was positively influenced by professional local manage-

ment, cost efficiency measurements and cost control in

the ZOA countries.

In the ZOA Netherlands organization the programme

costs for the support base and for monitoring and

evaluation of programmes increased in 2011, mainly due

to coordination cost of the MFS-2 project. These costs

however are fully covered by the donor contract. The CBF

percentage (own fundraising costs) of 14.4% and the

administration and management costs of 3.8% declined

as a share of the total expenditures.

10.1 GENERAL INTRODUCTION

Again, in 2011, ZOA realised a higher percentage spent

on objectives. In 2011, ZOA spent 91.7% (2010: 91.0%)

of the total cost on objectives.

10. Financial report

94 CHAPTER 10 FINANCIAL REPORT

In relation to the budget, the change in the net result (adjustment to the reserves) can be

explained as mentioned below.

Lower operational and overhead costs in the Netherlands 23.428

Higher country results abroad including release of other reserves 346.203

Higher interest benefits 200.838

Lower income without specific destination -81.630

Negative exchange rate results -56.487

Additional contribution to funds -142.800

Lower contributions from countries to cover costs in the Netherlands -146.703

The lower operational and overhead cost in the

Netherlands and the higher country results abroad can be

explained by cost reductions and efficiency results that

were realised by implementing programs.

The higher interest benefits are a result of received

interest from larger pre-payments of donors and will be

allocated and spent on project objectives.

The income without specific destination is used to cover

the cost in the Netherlands of programme preparation

and coordination. Lower income without specific destina-

tion has a negative influence on the annual results.

The allocated reserves within ZOA are relatively low

given the risks ZOA faces, particularly in the foreign

countries each year. Therefore, it’s ZOA’s objective to

allocate funds to the reserves from the results, which is

the surplus or deficit remaining after all liabilities have

been covered.

The entire € 511.440 surplus realised has therefore

been added to the reserves. Additional information

appears in the explanation of the reserves.

Liquidity position

ZOA has a relatively sound position in cash and cash

equivalents, thanks to pre-payments by donors. Since

programme funding needs to be spent on projects on a

short-term basis, no large amounts of cash are avail-

able for long-term investments. The full cash position is

therefore temporarily deposited on an interest-bearing

account (lowest risk level) at two Dutch system banks.

ZOA instructed these banks that the money provided

through interest-bearing accounts must be invested

‘wisely’ (sustainably and socially responsible).

Changes in net results compared to budget

95

Assets 31-12-2011 31-12-2010

Building 358.752 280.849

Inventory & Equipment 262.170 198.561

Vehicles in programme areas 345.426 270.708

-

Cash and cash equivalents

Liabilities 31-12-2011 31-12-2010

Reserves and funds

Continuity reserve

General 4.220.490 3.809.639

Pre-financing 1.000.000 1.000.000

Allocated reserve

Programme guarantee 372.525 303.566

Disaster Response 779.638 625.144

Other 278.959 401.823

Programme Funds

Taxes and social security contributions 119.734 101.705

Personnel expenses 132.133 113.484

Accruals 6.382.488 3.749.745

Other liabilities 3.141.683 2.698.682

10.2 ANNUAL ACCOUNTS 2011

FINANCIAL REPORTCHAPTER 10

BALANCE SHEET (€)

96 CHAPTER 10 FINANCIAL REPORT

Income Actual 2011 Budget 2011 Actual 2010

Income own fundraising activities

Door to door collection 955.885 1.015.000 942.355

Legacies 314.304 250.000 276.281

Contribution, donations and gifts 6.865.471 6.185.000 7.285.661

8.135.660 7.450.000 8.504.297

Income from third party campaigns 816.1 34 683.094 1.161.631

Projects grants

Project grants from government and other donors 23.404.783 23.093.442 18.811.005

Project grants from government for MFS-2 partners 8.393.209 9.258.000 -

31.797.992 32.351.442 18.811.005

Interest 230.838 30.000 140.900

Rate differences and other income -56.487 - 143.547

Total income

STATEMENT OF INCOME AND EXPENDITURES (€)

97FINANCIAL REPORTCHAPTER 10

Expenditures Actual 2011 Budget 2011 Actual 2010

Own spent on objectives 26.696.685 26.662.630 21.800.803

Project spent through MFS-2 partners 8.393.209 9.258.000 -

Spent on objectives in countries 35.089.894 35.920.630 21.800.803

Preparation and coordination in The Netherlands 1.744.986 1.760.822 1.250.758

Education/awareness raising 1.142.854 920.039 1.305.627

Total spent on objectives 37.977.734 38.601.491 24.357.188

Spent on fundraising

Expenses own fundraising (CBF-ratio) 1.174.164 14,4% 1.270.396 17,1% 939.377 11,0%

Expenses participation in external campaigns 74.673 76.612 80.528

Expenses received project grants 209.377 244.228 279.595

1.458.214 1.591.236 1.299.500

Management and administration 1.217.783 1.186.543 1.107.541

Added to/withdrawn from

Funds -241.034 -1.233.325 -1.183.533

Reserves

Continuity reserve 410.851 368.591 540.306

Financing assets - - 56.999

Programme guarantee 68.959 - 93.573

Disaster response 154.494 - 162.759

Other allocated reserves -122.864 - -40.019

511.440 368.591 813.618

Total change in reserves and Programme funds

98 CHAPTER 10 FINANCIAL REPORT

CASH FLOW OVERVIEWCash flow (€) Actual 2011 Actual 2010

Received

Out of own fundraising 8.135.660 8.504.297

Out of third party campaigns 816.134 1.361.631

Out of Project grants 26.478.220 19.799.526

Other income 430.174 -254.481

35.860.188 29.410.973

Payments

Programme and coordination costs 28.761.577 23.957.888

Fundraising, management and adminitration costs 2.536.340 2.290.509

-31.297.917 -26.248.397

Cash flow from operating activities 4.562.271 3.162.576

Cash flow from investments:

Assets bought / sold -733.068 -534.278

Disinvestment 33.912 131.418

Stocks 2.850 1.211

Change in cash equivalents 3.865.965 2.760.927

Cash and cash equivalents as at 31 December 16.789.919 12.923.954

12.923.954 10.163.027

Change in cash equivalents

The cash flow statement is according to the direct method. The change in cash position can be explained by large pre-payments of

institutional donors and higher income during 2011 out of own fundraising activities that will be implemented by ZOA in 2012 and later.

Based on the liquidity ratio of 203%, ZOA has significant funds available to cover all obligations on the short term. The long-term

obligations are more than covered by the total reserves and funds of € 11 million.

Ratio liquidity Actual 2011 Actual 2010

Liquidity expressed by ACID ratio 203% 250%

Receivables and cash 19.832.911 16.663.462

Short-term liabilities 9.776.038 6.663.616

99FINANCIAL REPORTCHAPTER 10

The annual accounts have been prepared in accordance

650, revised 2011). The change in the revised guideline

will not influence the reserve or result of ZOA.

All indicator percentages are excluded for the income

and expenditures of DCR consortium partners with

respect to the MFS-2 project.

The 2010 figures regarding income from third party

campaigns and income from project grants are slightly

(€ 200,000) reclassified for comparison reasons. The

target level of organisational cost 2010 to be covered

by the continuity reserve has also changed due to new

calculation methods.

The accounting principles used are based on historical

cost. Unless indicated otherwise, assets and liabilities

are listed at face value. Income and expenditure are al-

located to the period that they relate to.

Reporting period

These annual accounts have been prepared based on a

reviewed period of one year. The financial year coincides

with the calendar year.

Accounting principles for the Balance sheet and

the Statement of Income and Expenditures

Transactions in foreign currencies

Transactions in foreign currencies are converted against

the exchange rate that is applicable at the time of the

transaction. Monetary assets and liabilities in foreign

currencies are converted on the balance sheet date in

the functional currency against the rate applicable on

this date. Non-monetary assets and liabilities in foreign

currencies that are listed at historical cost are converted

into euro at the exchange rates applicable on the trans-

action date. Differences in exchange rates appear as

a result on the statement of income and expenditure.

Use of estimates

The preparation of the annual accounts requires an

opinion by the Chief Executive Officer and estimates

and assumptions that influence the application of ac-

counting principles, as well as the reported value of

assets and liabilities and income and expenditure. The

actual outcome may deviate from these estimates. The

estimates and underlying assumptions are continually

assessed. Revised estimates are listed in the period that

the estimate is revised and in future periods where the

revision may have consequences.

Accounting principles for the Balance sheet

The buildings, refurbishments, fixtures and equipment

and means of transport in programme areas are valued at

acquisition or manufacturing cost minus the cumulative

depreciations.

Maintenance expenses will only be entered as assets if

they extend the economic life of the object.

The depreciations are calculated as a percentage of the

acquisition price according to the straight-line method

based on the economic life.

Buildings: 31/3 %

Refurbishments: 10 %

Inventory and equipment: 25 %

Vehicles in programme areas: 331/3 %

Stocks are valued at acquisition price. The acquisi-

tion price comprises the purchase price and additional

costs, such as import duties, transport costs and other

costs that can be directly allocated to the acquisition of

stocks. The valuation of the stocks takes account of any

downward value adjustments on the balance sheet date.

As per the end of 2011, the limited stocks available are

rated at zero.

Receivables are valued at face value less a provision for

non-recoverability. Provisions are determined according

to individual assessment of the collectability of

the debts.

Reserves and funds

The reserves and funds of ZOA are in place in order

to achieve ZOA’s objectives. They can be explained

as follows:

Continuity reserve

The general part of the continuity reserve enables the

organisation to meet its commitments towards em-

ployees during a (temporary) stagnation of income. The

restriction on spending the reserve for special purposes

has been determined by the Chief Executive Officer.

The pre-financing part of the continuity reserve is al-

located to finance risks of programs abroad.

Allocated reserve

The allocated reserves are earmarked by the Board and

consist of program guarantees, disaster response

activities and other earmarked

reserves relating to assets abroad.

Programme Funds

Funds concern assets acquired with a specific use

designated by third parties.

EXPLANATORY NOTES TO THE ANNUAL ACCOUNTS 2011

100 CHAPTER 10 FINANCIAL REPORT

Obligations relating to contributions to pension schemes

based on defined contributions are entered as expendi-

ture in the statement of income and expenditure in the

period that the contributions are due.

ZOA enters into donor obligations in the areas abroad

where it is implementing programmes. A donor obliga-

tion takes effect after the Chief Executive Officer has

passed a resolution on this and has communicated it to

the grant recipient, often the target group represented

by a local organisation or government agency, which

leads to a legally enforceable or actual obligation. This

obligation is entered in the balance sheet as a liability if

the total contract value of donors is insufficient to cover

these programme obligations.

Accounting principles for the Statement of Income

and Expenditures

All proceeds are entered as income for the gross amount,

unless this chapter explicitly states otherwise. Costs

needed to realise certain income are presented as ex-

penditure in the statement of income and expenditure.

Income from own fundraising activities

Income from own fundraising activities is recognised as

income in the year of receiving, or moment of signing a

specific contract. It includes the income out of door-to-

door collection, legacies, contributions, donations and

gifts. Donations in kind are valued at the actual value in

the Netherlands.

Income recognition programmes implemented

The income recognitions related to programme imple-

mentation by partners are based on the periodically

received expenditure reports.

Income from third party campaigns

The contributions from other fundraising organisations

are accounted for as ‘income from third party campaigns’

for the amount received by the organisation. They are

recognised in the year that the income from the cam-

paign by third parties has been received or pledged by

this third party. Campaigns by third parties only include

campaigns for which ZOA does not bear any risk.

Operating grants are recognised in the statement of

income and expenditure of the year that included the

subsidised expenditure. Losses are taken into account if

they originate in the relevant financial year and as soon

as these are anticipated.

Project grants of MFS-2 consortium partners are fully

recognised on a contractual cash basis, because ZOA acts

as the legal responsible lead agency.

The received grants in kind, often food and relief sup-

plies, are valued at the cost stated in the contract relat-

ing 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 con-

tract and a reliable valuation is lacking, the transaction

will not be accounted for in the statement of income and

expenditure.

Costs

Since interested parties also wish to gain insight into the

level and composition of the costs of their own organisa-

tions, the notes provide a specification of these costs in

Expenditures toward objectives include amounts al-

located 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, includes subsidies to local partners,

relief goods and food purchased, cost of deployed per-

sonnel, transport costs, local accommodation costs and

office expenses. It also includes the acquisition costs of

the means of transport and office inventory, which will

be made available to the local partner after the pro-

gramme has ended.

Costs fundraising organisation

All costs, incurred for activities with the aim of per-

suading people to donate money for one or more of the

objectives, are earmarked as costs of fundraising income.

This means that the costs for publicity and public rela-

tions are regarded as costs of fundraising income, unless

they are information costs. The activities will often be

mixed: information and fundraising at the same time. In

such cases, the part of the costs relating to the informa-

tion activity will be allocated to this activity. Depending

on the specific information objectives, the allocation

formula is decided in advance for each situation.

Costs of management and administration

Costs of management and administration are the costs

that ZOA incurs for the (internal) management and

administration and which are not allocated to the

objective or fundraising income.

101FINANCIAL REPORTCHAPTER 10

102 CHAPTER 10 FINANCIAL REPORT

Tangible fixed assets (€) Building Inventory & Vehicles Actual Actual

Equipment 2011 2010

Acquisition value 811.771 1.117.095 1.400.712 3.329.578 2.917.717

Cumulative depreciation 530.922 918.534 1.130.004 2.579.460 2.225.809

Book value as at 1 January 280.849 198.561 270.708 750.118 691.908

Investment 112.016 179.962 441.090 733.068 543.279

Disinvestment - 33.912 - 33.912 131.419

Depreciations 34.113 116.353 366.372 516.838 460.751

Depreciations disinvestment - 33.912 - 33.912 107.101

Change 77.903 63.609 74.718 216.230 58.210

Acquisition value 923.787 1.263.145 1.841.802 4.028.734 3.329.578

Cumulative depreciation 565.035 1.000.975 1.496.376 3.062.386 2.579.460

Book value as at 31 December 358.752 262.170 345.426 966.348 750.118

The investments in buildings are related to the newly realised meeting facility in Apeldoorn. The investments in inventory and means of transport are replacements of

computers and vehicles directly contributing to the programmes abroad. ZOA owns the office building in Apeldoorn. The offices in programme countries are being rented.

NOTES TO THE BALANCE SHEET AS AT 31 DECEMBER

103FINANCIAL REPORTCHAPTER 10

Donor receivables are related to project contributions from institutional donors not yet

received by ZOA. They refer to programmes already (being) implemented and pre-financed

by ZOA.

Receivables (€) 31-12-2011 31-12-2010

Receivables from donors:

European Union 505.833 312.364

BSF 291.568 181.195

CRWRC 290.369 115.601

Other donors 286.813 304.896

Dutch Ministry of Foreign Affairs 165.809 741.945

UN-organisations 147.261 189.970

PSO 125.043 82.743

Red een Kind 105.589 -

Thai Burmese Border Consortium 75.000 -

TEAR Australia 66.775 -

USAID 60.194 325.354

MRRD (Afghanistan government) 52.893 262.956

PRISMA/ICCO - 96.814

Interest to be received 177.900 127.319

Receivable specific named funds - 210.000

Receivable legacies 5.000 100.000

Receivable MFS-2 consortium partners 93.055 -

Prepaid partner expenses 232.393 440.316

Other receivables and pre-payments 361.497 248.035

3.042.992 3.739.508

104 CHAPTER 10 FINANCIAL REPORT

Cash and cash equivalents (€) 31-12-2011 31-12-2010

Netherlands 14.601.606 10.661.895

Programme countries 730.607 948.372

15.332.213 91% 11.610.267 90%

Netherlands 104.400 67.971

Programme countries 1.353.306 1.245.716

1.457.706 9% 1.313.687 10%

Total 16.789.919 100% 12.923.954 100%

ZOA aims to keep cash balances in euro wherever

possible. US Dollar contracts with institutional donors

cause currency positions in US-dollars that can lead to

rate differences. In general, these do not influence the

programmes activities, since most of the expenditures

are also paid in US-dollar.

The increased liquidity position compared to last year

is due of large pre-payments of donors for projects and

programmes to be implemented in 2012 and later.

105FINANCIAL REPORTCHAPTER 10

Reserves (€) 31-12-2010 Added to Reclassification Withdrawn from 31-12-2011

Continuity reserves

General 3.056.671 410.851 752.968 - 4.220.490

Financing assets 752.968 - -752.968 - -

-

Pre-financing 1.000.000 - - - 1.000.000

-

ZOA aims to maintain a reserve that counterbalances the

general financial and operational risks of the organisation

and the specific risks inherent in realising the programmes

abroad.

Influenced by changing accounting principles, ZOA has

withdrawn the reserve related to financing assets and

added the complete amount to the general reserves. This

change is not influencing the total level of the continuity

reserves.

Continuity reserve

A surplus on the exploitation will be added to this reserve

when the total amount of the continuity reserve does not

meet the required level. The surplus on the

continuity reserve will be added to the other reserves.

Financing assets

the Allocated reserve ‘Financing Assets’ is added to

the Continuity reserve. The comparing figures as per

31 December 2010 are changed accordingly.

The pre-financing reserve was established because

programmes and (parts of) projects often have to

commence before the financial means (committed)

have been received. The pre-financing reserve addresses

such situations.

Coverage of organisational costs

To hedge short-term risks and to ensure that the

organisation is able to meet its commitments in the future,

the board and the Supervisory Board has determined a

target amount for the continuity reserve at a maximum of

100% (VFI guideline for Good Causes: 150%) of the annual

expenses of the operating organisation. This percentage

is based on the risk profile of the organisation, the surround-

ings where it operates and the internal control measures

adopted.

More detailed explanations of the risk profile and internal

management appear in chapter 6 in the annual report.

RESERVES AND PROGRAMME FUNDS

106 CHAPTER 10 FINANCIAL REPORT

Coverage organisational costs (€) Actual 2011 Calculated reserve Actual 2010 Calculated reserve

Own costs of the organisation

100% 2.779.050 2.779.050 2.536.637 2.536.637

100% 2.290.667 2.290.667 2.004.139 2.004.139

50% 3.342.556 1.671.278 3.082.076 1.541.038

50% 175.260 87.630 226.851 113.426

100% 8.591 8.591 21.130 21.130

Target level to be covered 6.837.216 6.216.370

Actual continuity reserve 5.220.490 4.809.639

Coverage ratio 76,4% 77,4%

The target level of organisational cost 2010 that has to be

covered by the continuity reserve changed due to revised

calculation methods. At present the continuity reserve is

covering 76.4% of the target level, based on normalised

organisational costs in 2011. In the years ahead, addi-

tional resources will therefore be allocated to this reserve

in order to strengthen this.

ZOA does not strive for a maximum reserve as set by VFI,

because it does not want to block reserves unnecessar-

ily that can be used in project activities. The Supervisory

Board has established a target level to ensure that the

ongoing obligations can be met. The level of the reserves

is however an important point of attention for the ZOA

organisation. Both from the risk perspective and subse-

quent to the public debate about reserves held by charity

organisations, ZOA will continue to review its policy.

At present ZOA is in compliance with the maximum

level of the continuity reserve set by the VFI (Vereniging

Fondswervende Instellingen) and based on 150%, of the

annual organisational costs.

Allocated reserves (€) 31-12-2010 Added to Reclassification Spent on objectives 31-12-2011

Programme guarantee 303.566 276.221 - 207.262 372.525

Disaster Response 625.144 204.367 - 49.873 779.638

Other reserves 401.823 - - 122.864 278.959

Total 1.330.533 480.588 - 379.999 1.431.122

Allocated reserves

The restriction on spending of the allocated reserve has

been determined by the board. It does not constitute an

obligation; the board is able to change this restriction

whenever it wishes to do so.

107FINANCIAL REPORTCHAPTER 10

Programme guarantee (€) 31-12-2010 Added to Spent on Objectives 31-12-2011

Programme South Sudan - 150.000 - 150.000

Programme Cambodja 141.136 30.000 58.160 112.976

Programme Sri Lanka - 86.190 - 86.190

Programme Afghanistan 114.102 - 114.102 -

Programme Burundi 15.000 - 15.000 -

Other reserves 33.328 10.031 20.000 23.359

Total 303.566 276.221 207.262 372.525

Programme guarantee

The Board defined this reserve for specific programme

risks where a guarantee is given to a country programme.

Large institutional donors are funding the programmes

substantially. Without guarantees, losing these donors

could have a major impact on the continuity and sustain-

ability of the programme. Risks may also vary depending

on the fields where ZOA operates. Even without direct

external financing, some programmes may be carried out

by internal pre-financing from this reserve.

The guarantee for South Sudan is allocated to future

pension payments that occurred in 2011 due to new

government policies, with retroactive effect for past

years. The new guarantee related to the program in Sri

Lanka is allocated for specific programme objectives. All

these programme guarantees will be assessed annually.

This reserve was established at the initiative of the Su-

pervisory Board of ZOA. The Board deliberately allocated

this reserve given the fact that provision of emergency

relief is a core activity of the ZOA organisation. That said,

ZOA must be financially able to respond to requests for

aid without delay. Funding drawn from the emergency

relief fund is however considered to be a form of pre-

financing, that has to be compensated afterwards as

much as possible through earmarked donations received

through emergency relief campaigns.

Other reserves are created for specific purposes in the

programme countries. These are mainly used to replace

tangible assets (mainly vehicles) in the near future.

108 CHAPTER 10 FINANCIAL REPORT

Programme

Funds (€)

31-12-2010 Added to Received money

Third Parties Own Fundraising

Spent

on objectives

Contribution

reserves

31-12-2011

Afghanistan 35.515 - 12.781 168.524 14.758 -91.992 110.070

Bangladesh 35.263 - - - 35.263 - -

Burundi 5.227 - - 27.616 36.168 13.901 10.576

Cambodia 83.480 - - 122.066 178.205 130.515 157.856

DR Congo 46.419 - 10.000 65.643 105.611 12.148 28.599

Ethiopia 177.204 - 51.316 1.741.488 458.690 -43.482 1.467.836

Haïti 1.552.747 - 453.491 7.345 1.828.269 - 185.314

Indonesia/Philippines 11.991 - - 412 12.403 - -

- - - 23.658 - - 23.658

Liberia 439.489 - 12.468 253.384 381.955 41.347 364.733

Myanmar 97.466 396.142 38.050 143.083 200.565 10.863 485.039

Pakistan 967.985 - - 8.721 333.877 -4.839 637.990

Sri Lanka 571.920 - 178.947 344.266 571.606 5.318 528.845

South Sudan 79.851 - - 113.395 177.050 15.692 31.888

Sudan 18.929 - 59.081 95.894 200.000 34.004 7.908

Thailand 3.907 - - 164.833 157.985 4.475 15.230

Uganda 201.964 - - 254.016 281.759 -8.034 166.187

4.329.357 396.142 816.134 3.534.344 4.974.164 119.916 4.221.729

Gift Certificate Fund 23.285 - - 7.380 - -23.285 7.380

SHV Fund 50.000 - - 22.500 - - 72.500

210.000 - - -140.000 - - 70.000

4.612.642 396.142 816.134 3.424.224 4.974.164 96.631 4.371.609

109FINANCIAL REPORTCHAPTER 10

Accruals to donors (€) 31-12-2011 31-12-2010

Ministry of Foreign Affairs 2.466.863 1.094.355

European Union 1.917.565 1.451.712

AUSAID 1.057.297 819.309

UN organisations 225.368 62.669

PSO 195.638 92.315

Ministry of Development Belgium 146.807 -

Woord en Daad 120.858 -

Red een Kind 66.042 -

Others 186.050 229.384

Total

Programme Funds

The funds for programmes include available financial

means that donors or contributors have allocated toward

a particular programme or project. Because donor

funding is not always available at regular intervals, the

pattern of income may fluctuate. That is particularly

evident in the level of the allocated reserve. Surpluses

and deficits will be settled as much as possible within the

funds and within projects with a similar goal, if possible.

The remainder will be added or withdrawn from the other

reserves.

Ethiopia

In 2011, ZOA received € 1.7 million out of own fundraising

to help the people in the Somalia region in Ethiopia. This

money will be allocated to and spent on specific projects

over the next 3 years.

Haiti

The funding received out of the emergency campaign of

Haiti was mainly spent in 2010 and 2011 according to

programme plans.

Japan

ZOA received € 23.658 from their constituents to

tsunami. ZOA will allocate and spend the money in 2012.

Myanmar

As per 2011, ZOA consolidates the Myanmar programme

100% in the annual figures 2011. Because of this change

in accounting and consolidation method, an addition is

shown in the fund related to the programme in Myanmar.

The negative result of own fundraising in this fund can be

explained by an external change in contract conditions

commitments over the next 2 years. Therefore there is no

negative result impact for ZOA in 2011.

Short term liabilities

Concerns taxes and social security contributions still due as at

31 December 2011.

Personnel costs

Concerns holiday time and payments, including social premiums payable

as at 31 December 2011. The pension agreement of ZOA is a defined

contribution arrangement. Therefore no provisions are necessary

according to Dutch accounting standards.

Donor contributions received in advance that will be spent after the year

2011 appear here as liabilities. ZOA has received these payments based

on programme proposals and contracts. The organisation is required to

spend the money accordingly and to return the money to the donor if the

commitment is not fulfilled. Contributions from the Dutch Ministry of

Foreign Affairs were received before the reporting date, which led to an

increase in the accruals.

CHAPTER 10 FINANCIAL REPORT

Liabilities abroad

These liabilities refer to project costs to be paid by the ZOA countries as well

as liabilities towards local employee benefits.

Creditors

These include the regular liabilities to suppliers, both in the programme areas

and in the Netherlands.

Programme related liabilities

These liabilities are related to the risks of implementing projects in the areas

where ZOA is working. Different kinds of circumstances (security, weather

circumstances, lack of resources) could cause programme delays in realising

the planned objectives. This could cause a discrepancy between the budget

available and the projects still to be realised. This additional contribution is

expected to enable the programme to realise its objectives and consequently

making the results more sustainable for the target group.

Liabilities in the future related to lease contracts

of premises in the ZOA countries (€)

31-12-2011 31-12-2010

Liabilities shorter than 1 year 174.000 147.000

Liabilities longer than 1 year 79.000 62.000

Total 253.000 209.000

ZOA is the lead agency within the Dutch Consortium for

Rehabilitation (DCR-consortium) and therefore legally

responsible towards the Dutch Ministry of Foreign Affairs

with respect to all liabilities of the MFS-2 project of

DCR as a whole.

A co-financing liability is a liability to fund a specific

project in addition to funds provided by a main donor,

with income from other resources.

From the end of 2011, ZOA has had co-financing liabilities

for projects in DR Congo, South Sudan, Thailand, Sri Lanka,

Uganda, Sudan and Myanmar for an approximate total of

€ 1,800,000 (2010: € 1,330,000).

With external donor funding ZOA has already covered

€ 998,000 (2010: € 890,000) of this co-financing liability.

The liabilities not presented in the balance sheet are mainly related to premises abroad.

LIABILITIES NOT IN THE BALANCE SHEET

Other liabilities (€) 31-12-2011 31-12-2010

Liabilities abroad 1.063.602 1.551.263

Creditors 860.998 867.589

Programme Liability CRWRC Haiti 608.172

Other liabilities and accruals 271.300 235.248

Programme related liabilities 161.288 44.582

Liability MWH Foundation 102.203

Programme Liability CRWRC Uganda 74.120

Total 3.141.683

110

FINANCIAL REPORTCHAPTER 10

NOTES TO THE STATEMENT OF INCOME AND EXPENDITURES 2011

Income in percentage of total income Actual 2011 Budget 2011 Actual 2010

Income own fundraising activities 25% 24% 30%

Income from third party campaigns 3% 8% 5%

Project grants 72% 68% 64%

Others - - 1%

Income

In order to respond to the needs of the beneficiaries in

our programme areas, we aim to have at least 25% in-

come from our own fundraising. The amounts granted by

one donor to one country programme should not exceed

35% of this programme, to avoid donor dependence.

Due to the income from the emergency campaign

related to the countries in the horn of Africa, the income

from private donors increased slightly more than

budgetted. Compared to 2010, the income out of own

fundraising decreased however as percentage of the total

income, due to the high own fundraising contributions

for Haiti and Pakistan in the year 2010.

Source of income from own fundraising (€) Actual 2011 Budget 2011 Actual 2010

Door to door collection 955.885 1.015.000 942.355

Legacies 314.304 250.000 276.281

Mailing actions 910.906 850.000 902.549

Gifts and donations

Individuals 1.776.536 1.525.000 2.062.890

Churches and schools 1.309.202 1.285.000 1.801.075

Companies, charity funds & other 1.653.354 1.275.000 1.244.588

Private donors 1.215.473 1.250.000 1.274.559

8.135.660 7.450.000 8.504.297

Income from own fundraising

Gifts and donations from individuals, churches and

schools decreased compared to 2010, because of the

relatively high income in 2010 as a result of the Haiti and

Pakistan campaigns. In 2011 this decrease is partly com-

pensated by the income out of the emergency campaign

for the Horn of Africa. Compared to the budget 2011

however, the mentioned income categories are more

than expected in the budget.

The increase of income from companies and charity

funds is the result of additional time investments

in the past years and a more focused and professional

way of cooperating and collaborating with charity funds.

111

112 CHAPTER 10 FINANCIAL REPORT

Income from third party campaigns (€) Actual 2011 Budget 2011 Actual 2010

Stromme Foundation 187.048 - -

Christian Reformed World Relief Committee (CRWRC) 35.523 - 14.388

Erikshjalpen 25.000 - -

Canadian Reformed World Relief Fund (CRWRF) 15.446 20.000 -

Tear Fund Belgium 10.000 - -

Lakarmissionen - - 338.419

EO-Metterdaad 436.184 300.000 240.354

Happy Gift 73.087 25.000 71.094

Aqua for All 16.800 - 72.200

Wilde Ganzen 15.797 15.000 16.189

Draagt Elkanders Lasten - - 330.000

Woord en Daad - - 30.000

Red een Kind - - 48.987

Other 1.250 323.094 -

Income designation (€) Actual 2011 Budget 2011 Actual 2010

Income with specific designation 3.428.590 42% 2.661.300 36% 4.092.060 48%

Income without specific designation 4.707.070 58% 4.788.700 64% 4.412.237 52%

8.135.660 100% 7.450.000 100% 8.504.297 100%

Due to the influence of the exceptional fundraising income for Haiti and Pakistan in

2010, the income with designation in euro and also as a percentage of total income

was relatively high in 2010 and therefore decreased to a relative normal level in

2011.

These amounts concern income from

campaigns by fundraising organisations

in the Netherlands in order to support

ZOA programmes and projects. They

also reflect contributions from interna-

tional organisations or foreign donors in

the private sector.

113FINANCIAL REPORTCHAPTER 10

other institutions

This item reflects contributions from the Dutch

government, the European Union and United

Nations organisations, such as UNHCR, UNDP,

UNICEF, WFP and others.

Whether donors are willing to contribute to an

emergency situation during the year in areas

where ZOA operates and for what amounts is

difficult to anticipate in the budget. Part of the

grants received for the reviewed year will be spent

after that year. With contributions from donors

that arise from spending committed under con-

tract, the resources that yet have to be spent are

listed under “Short-term liabilities” as “Accruals”.

Table continuing next page

Donors (€) Actual 2011 Budget 2011 Actual 2010

DMH/VG (MFS-1) - 2.795.696

DMH/VG (MFS-2) 3.483.027 -

DMH/VG (Other) 62.948 -

DMH/HH 2.180.180 3.170.372

Royal Netherlands Embassy Sudan 1.373.944 881.789

Royal Netherlands Embassy Afghanistan 1.117.644 696.247

Dutch Min. of Foreign Affairs - Capacitybuilding 671.488 855.970

Dutch Min. of Foreign Affairs - Education - 2.069.397

Total Dutch Min. of Foreign Affairs 8.889.231 9.425.538 10.469.471

EUROPEAID 2.920.247 2.616.855

ECHO 2.371.185 652.959

Total EU donors 5.291.432 5.338.936 3.269.814

United Nations Development Programme (UNDP) 1.172.889 938.029

World Food Programme (WFP) 505.845 -

UNHCR - Thailand 348.243 569.870

UNICEF - South Sudan 142.769 63.660

United Nations Office for the Coordination of

Humanitarian Affairs (OCHA)

89.945 402.060

UNOPS (UN Office for Project Services / LIFT) 83.572 -

UNDP (UN Development Programme / CERF) 70.068 -

UN Emergency Relief Fund (ERF) 65.735 -

Food and Agriculture Organisation (FAO) 21.074 158.861

UNICEF - Liberia - 13.373

UNICEF - Thailand - 30.286

International Organization for Migration (IOM) - 45.109

Total UN donors 2.500.140 2.794.898 2.221.248

114 CHAPTER 10 FINANCIAL REPORT

Donors (€) Actual 2011 Budget 2011 Actual 2010

Australia Government Aid Programme (AUSAID) 1.191.457 178.227

Basic Services Fund (South Sudan) 899.455 -

Directie-Generaal Ontwikkelingssamenwerking (DGOS) 569.089 -

U.S. Agency for International Development (USAID) 367.541 -

Ministry of Rural Rehabilitation & Development (MRRD / Afghanistan) 284.459 201.702

Ministry of Agriculture, Irrigation and Livestock (Afghanistan) 59.209 102.539

Department for International Development (DFID) of the United Kingdom 44.074 284.418

40.506 -

German Government Fund (GTZ) 39.140 -

Bureau of Population Refugees & Migration (BPRM) - 312.949

Total Governmental donors 3.494.930 3.827.846 1.079.835

Christian Reformed World Relief Committee (CRWRC) 1.276.906 318.401

Woord en Daad 442.045 200.000

Kerk In Actie (KIA) 425.926 -

MWH Foundation 420.833 398.261

Other 337.097 304.275

Tear Australia 154.063 -

Dorcas 92.886 -

Red een Kind 79.294 109.488

Church Mission Society Ireland (funded by UNDP) - 180.645

United Methodist Committee on Relief (UMCOR) - 259.567

Total Others 3.229.050 1.706.224 1.770.637

Total Project Grants 23.404.783 23.093.442 18.811.005

Table continued from previous page

Income from institutional donors has

strongly increased compared to previous

year partly as result of a focused and profes-

sional donor approach by the Institutional

Donor Relation department of ZOA.

Changes between donors can be explained

by their change in priorities in the choice

of geographical areas and sectors where

they work. ZOA partners and collaborates

with donors when their priorities meet the

program goals and priorities of ZOA.

115FINANCIAL REPORTCHAPTER 10

Cost structure of the organisation Actual 2011 Budget 2011 Actual 2010

Spent on objectives in countries (excl. MFS consortium partners) 82,8% 82,9% 81,4%

Education and awareness 3,5% 2,9% 4,9%

Programme preparation and coordination in the Netherlands 5,4% 5,5% 4,7%

Total spent on objectives 91,7% 91,3% 91,0%

Fundraising costs 4,5% 5,0% 4,9%

Costs of management and administration 3,8% 3,7% 4,1%

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

NOTES TO THE STATEMENT OF INCOME AND EXPENDITURES 2011

ZOA’s aim is to spend at least 88,0% of its resources on programme objectives. With 91.7% in 2011, ZOA has exceeded that level.

The downward trend of the fundraising costs and cost of management and administration has also continued in 2011. Because of increasing

revenue at approximately the same cost level, the percentage declined again. As a result ZOA currently has a healthy cost structure.

Another important indicator that should be mentioned in this regard is spent on objectives as a percentage of total income:

Indicator spent on objectives (€) Actual 2011 Budget 2011 Actual 2010

Spent on objectives 29.584.525 29.343.491 24.357.188

Total income 32.530.928 31.256.536 28.761.380

Spent on objectives as percentage of total income 90,9% 93,9% 84,7%

Expenditures

116 CHAPTER 10 FINANCIAL REPORT

Spent on objectives per country (€) Actual 2011 Budget 2011 Actual 2010

Afghanistan 1.744.480 2.649.208 2.321.616

Bangladesh - - -35.263

Burundi 578.647 705.420 190.679

Cambodia 513.797 337.383 1.382.101

DR Congo 1.497.876 2.269.110 853.428

Ethiopia 1.326.325 967.580 838.535

Haïti 1.822.681 500.000 287.301

Indonesia - - 198.000

Liberia 1.830.413 2.299.743 1.187.159

Myanmar 1.082.910 410.941 272.057

Nepal - - 20.000

Sudan 2.604.986 4.000.000 2.556.732

Pakistan 1.203.833 500.000 516.112

Philippines - - 27.000

Sri Lanka 4.567.709 3.440.863 3.870.601

Thailand 3.398.966 3.107.408 3.881.169

Uganda 1.986.603 2.231.134 1.581.778

South Sudan 2.537.459 2.719.830 1.837.281

Other - 524.010 14.517

26.696.685 26.662.630 21.800.803

Preparation and coordination in The Netherlands 1.744.986 1.760.822 1.250.758

Education and Awareness raising 1.142.854 920.039 1.305.627

29.584.525 29.343.491 24.357.188

Project spent through MFS-2 consortium partners 8.393.209 9.258.000 -

37.977.734 38.601.491 24.357.188

The world of humanitarian aid is dynamic. This does not

only affect our own operational capacity, but also the

policies of major donors for the countries concerned. The

overview of expenditure per country shows that there are

considerable differences between the aid that has been

planned and the aid that has been delivered.

117FINANCIAL REPORTCHAPTER 10

Preparation and coordination Netherlands (€) Actual 2011 Budget 2011 Actual 2010

Preparation and coordination cost Netherlands 1.261.085 1.405.192 1.250.758

MFS-2 coordination costs 398.740 302.980 -

PSO project costs 85.161 52.650 -

Preparation and coordination Netherlands 1.744.986 1.760.822 1.250.758

The increase of cost regarding preparation and coordina-

tion in the Netherlands can be explained by additional co-

ordination costs with respect to the MFS-2 project. These

extra costs are fully financed and covered by this project.

Education and awareness raising

Includes the costs for education and raising the aware-

ness of young people at schools, the general public and

of ZOA constituents in particular. In 2011 these costs

are higher compared to budget due to accounting costs

for the SBOS (Subsidiefaciliteit voor Burgerschap en

Ontwikkelingssamenwerking) education project, fully

financed by the Dutch Ministry of Foreign Affairs.

This accounts for the costs of the country support teams

and the disaster response team. The costs of the Pro-

gramme Department and the Department for Monitoring

Policy development and Evaluation of programmes are

also included.

Cost of fundraising (€) Actual 2011 Budget 2011 Actual 2010

Cost own fundraising 1.174.164 1.270.396 939.377

Cost raising funds from external campaigns 74.673 76.613 80.528

Cost raising project grants 209.377 244.227 279.595

Total costs fundraising 1.458.214 1.591.236 1.299.500

Total income own fundraising 8.135.660 7.450.000 8.504.297

Cost own fundraising in percentage of own fundraising income (CBF%) 14,4% 17,1% 11,0%

Cost own fundraising in percentage of total income 4,5% 5,1% 4,5%

Cost rate of fundraising

The cost rate of fundraising (the ‘CBF-percentage’) is on

the level of 14.4%. In 2010 the cost rate was exception-

ally low, due to the one-time fundraising actions for Haiti

and Pakistan. When this part of the income is excluded,

this ratio in 2010 is 15.7%. The Supervisory Board of ZOA

uses a fixed annual standard of maximum 16.0%.

Costs of management and administration are the costs

that the organisation incurs for (internal) management

and organisation that are not allocated to the objective

or to income raising.

As a percentage of total cost, the management and

administration costs declined to a level of 3.8%.

118 CHAPTER 10 FINANCIAL REPORT

Costs are allocated to the objectives, fundraising and

management and administration according to the

recommendation ‘Allocation of costs of Management

and administration’ of the VFI.

Costs have been allocated according to the

following criteria:

A) Costs own organisation abroad;

The expenditure accounted for under this entry mainly

concerns the personnel costs of posted fieldworkers

and the office expenses on location.

This expenditure is directly related to the implemen-

tation of the programme in the countries (outside

the Netherlands) where ZOA is active. Costs of own

organisation abroad are fully allocated to objectives.

B) Costs own organisation in the Netherlands

The costs own organisation in the Netherlands

fall into two kinds of expenditure:

B1) Implementation costs that are directly attributable

Costs that are directly related to the implementation

of the objectives. The items that are accounted for

under implementation costs that are directly attribut-

able are:

(mainly the costs of the Programme Department,

the Country Support Teams) and emergency relief

(mainly the costs of the Disaster Response Unit)

awareness raising

campaigns by third parties and grants

B2) Allocated implementation costs

This includes expenditure that could be allocated

(directly or indirectly) to the objectives based on

prudential criteria (number of work places, deploy-

ment of staff, etc.) and according to a steady course.

These costs include the costs of Management Office,

facilities, ICT and general costs.

ATTRIBUTION OF COSTS 2011

Attribution of costs 2011 (€)

Programmes Coordination Education Own External campaigns

Project grants

Managementand

Administration

Total 2011

Budget 2011

Total 2010

Own programmes/projects 20.341.314 - 379.058 - - - - 20.720.372 20.636.294 16.647.444

Salaries/social charges 5.876.239 1.323.895 574.413 367.412 62.939 125.877 884.404 9.215.179 9.164.417 7.897.196

Direct costs (campaigns, telemarketing) - - - 678.662 60.033 - 738.695 660.836 675.148

Travel costs - 77.431 48.133 32.848 6.804 13.607 56.605 235.428 242.272 260.190

Accommodation costs - 16.343 9.248 5.697 964 1.929 13.445 47.626 90.021 83.615

Office costs - 12.351 123.107 84.353 35 70 35.659 255.575 319.289 285.472

Audit costs and annual report - - - - - - 94.188 94.188 85.000 157.300

Other general costs - 279.002 8.022 5.192 2.072 4.145 102.223 400.656 418.324 297.113

Depreciation and Interest 479.133 35.963 873 - 1.858 3.717 31.259 552.803 504.817 460.751

Total 26.696.686 1.744.985 1.142.854 1.174.164 74.672 209.378 1.217.783 32.260.522 32.121.270 26.764.229

Project Spent through MFS-2 partners 8.393.209 9.258.000 -

Total incl. MFS 40.653.731 41.379.270 26.764.229

Objectives Cost ofFundraising

119FINANCIAL REPORTCHAPTER 10

Cost allocation % Notes

- General rate based on number of workplaces

- Finance 50 50% is direct support country programme

- Facilities rate based on number of workplaces

- ICT rate based on number of workplaces

Human Resources 100

Executive Board (including secretary) 95 5% is fundraising institutional donors

Supervisory Board 100

Standard for Costs of management and administration

Based on the nature of the organisation as described

before in this annual report, the Chief Executive Officer has

set the standard for the management and administration

costs at approximately 4,0%. In the multi-annual overview

and forecast on page 124, the development in time of this

indicator is displayed.

120 CHAPTER 10 FINANCIAL REPORT

Other information

Appropriation of results

The result has been appropriated according to the breakdown indicated

in the Statement of Income and Expenditures.

Remuneration (€) Actual

2011

Actual

2010

Name

Function Chief Executive Officer

Employment

Kind (validity) Permanent Permanent

Hours / week 40 40

PT-percentage 100% 100%

Period 1/1 - 31/12 1/1 - 31/12

Remuneration

Gross salary 87.739 87.739

Vacation bonus 7.019 7.019

End-of-year bonus 799 787

Total gross salary 95.557 95.545

Social premiums 7.281 7.325

Pension premiums 13.661 13.810

116.499 116.680

ZOA Supervisory Board members do not receive a

compensation.

The position and powers of the Chief Executive Officer

(sole officer) have been determined based on a man-

agement protocol. The Chief Executive Officer bears

ultimate responsibility for the operational organisation

as a whole.

The salary of the director has been set in accordance

with the Remuneration decree for state civil servants

(BBRA1984), Grade XVI. The fee for the remuneration of

the Chief Executive Officer is set well below the guide-

line of the Dutch Fundraising Institutions Association for

management salaries.

As per 31 December 2011 ZOA employed 768

people based on headcount (2010: 686).

121FINANCIAL REPORTCHAPTER 10

REPORT ON THE FINANCIAL STATEMENTS

We have audited the accompanying financial statements

2011 as set out on pages 95 to 120 of Stichting ZOA,

Apeldoorn, which comprise the balance sheet as at

31 December 2011, the statement of income and expen-

ditures for the year then ended and the notes comprising

a summary of the accounting policies and other explana-

tory information.

THE EXECUTIVE BOARD’S RESPONSIBILITY

The Executive Board is responsible for the preparation

and fair presentation of the financial statements and for

the preparation of the Executive’s Report, both in accord-

-

Standards Board. Furthermore, the Executive Board is

responsible for such internal control as it determines

is necessary to enable the preparation of the financial

statements that are free from material misstatement,

whether due to fraud or error.

AUDITOR’S RESPONSIBILITY

Our responsibility is to express an opinion on these finan-

cial statements based on our audit. We conducted our

audit in accordance with Dutch Law, including the Dutch

Standards on Auditing. This requires that we comply with

ethical requirements and plan and perform the audit to

obtain reasonable assurance about whether the financial

statements are free from material misstatement.

An audit involves performing procedures to obtain audit

evidence about the amounts and disclosures in the finan-

cial 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 as-

sessments, the auditor considers internal control relevant

to the entity’s preparation and fair presentation of the

financial statements in order to design audit procedures

that are appropriate in the circumstances, but not for the

purpose of expressing an opinion on the effectiveness of

the entity’s internal control. An audit also includes evalu-

ating the appropriateness of accounting policies used

and the reasonableness of accounting estimates made

by the Executive Board, as well as evaluating the overall

presentation of the financial statements.

We believe that the audit evidence we have obtained is

sufficient and appropriate to provide a basis for our audit

opinion.

OPINION

In our opinion, the financial statements give a true and

fair view of the financial position of Stichting ZOA as

at 31 December 2011, and of its result for the year then

Accounting Standards Board.

REPORT ON EXECUTIVE’S REPORT

We have no deficiencies to report as a result of our ex-

amination whether the Executive’s Report, to the extent

we can assess, has been prepared in accordance with

Board. Further, we report that the Executive’s Report, to

the extent we can assess, is consistent with the financial

statements.

The Hague, 23 April 2012

KPMG ACCOUNTANTS N.V.

INDEPENDENT AUDITOR’S REPORTTo: the Supervisory Board and Chief Executive Officer of Stichting ZOA

122 CHAPTER 10 FINANCIAL REPORT

STATEMENT OF INCOME AND EXPENDITURES BUDGET 2012

Income (€) Budget 2012 Actual 2011 Budget 2011

Income own fundraising activities

Door to door collection 1.015.000 955.885 1.015.000

Legacies 300.000 314.304 250.000

Contribution, donations, gifts 7.410.000 6.865.471 6.185.000

8.725.000 8.135.660 7.450.000

Income from third party campaigns 629.588 816.134 683.094

Project grants from government for MFS-2 consortium partners 10.061.631 8.393.209 9.258.000

Project grants from government (other) 23.821.145 23.404.783 23.093.442

33.882.776 31.797.992 32.351.442

Interest 100.000 230.838 30.000

Rate differences - -56.487 -

Total income 43.337.364 40.924.137 40.514.536

APPENDIX

123FINANCIAL REPORTCHAPTER 10

Expenditures (€) Budget 2012 Actual 2011 Budget 2011

Spent on objectives

Project spent through MFS-2 consortium partners 10.061.631 8.393.209 9.258.000

Own spent on objectives 28.608.241 26.696.685 26.662.629

Spent on objectives in countries 38.669.872 35.089.894 35.920.629

Preparation and coordination from

the Netherlands 1.920.973 1.744.986 1.760.822

Education/Awareness raising 1.065.137 1.142.854 920.039

Total spent on objectives 41.655.981 37.977.734 38.601.491

Spent on fundraising

Expenses own fundraising (CBF-ratio) 1.305.790 15,0% 1.174.164 14,4% 1.270.396 17,1%

Expenses participation in external campaigns 83.705 74.673 76.612

Expenses received Project Grants 341.623 209.377 244.228

1.731.118 1.458.214 1.591.236

Management and administration 1.131.817 1.217.783 1.186.543

Total expenditures 44.518.916 40.653.731 41.379.270

Surplus/deficit -1.181.552 270.406 -864.734

Added to/withdrawn from (€) Budget 2012 Actual 2011 Budget 2011

Funds -1.406.614 -241.034 -1.233.325

Reserves

Continuity reserve 375.062 410.851 368.591

Programme guarantee - 68.959 -

Disaster Response -150.000 154.494 -

Other allocated reserves - -122.864 -

225.062 511.440 368.591

Total change in reserves and funds -1.181.552 270.406 -864.734

124 CHAPTER 10 FINANCIAL REPORT

Indicators Actual

2009

Actual

2010

Actual

2011

Budget

2012

Estimate

2013

Estimate

2014

Estimate

2015

Estimate

2016

Number of programme countries 11 12 12 12 12 12 12 12

Target volume per country 2.087 3.000 3.250 3.500

Percentage income non-Project

grants

34% 35% 28% 25% 25% 25% 25% 25%

Norm cost percentage own

fundraising(CBF)

16% 17% 14% 15% 16% 16% 16% 16%

Norm cost percentage total

fundraising

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

Norm costs of management and

administration

4% 4% 4% 4% 4% 4% 4% 4%

LONG-RANGE OVERVIEW AND ESTIMATE

ZOA determined the financial indicators that define the

quality of a country programme. This revealed that an

optimal country programme amounts to approximately

€ 3,500,000 and has a staff of 3 to 4 expats assisted

by locals.

A country programme of this scale may be run effec-

tively and is able to accommodate setbacks without

compromising the leverage of the organisation. ZOA

aims to have every country programme at this level.

This principle is the foundation for the multi-year projec-

tion. The number of countries where ZOA aims to oper-

ate combined with the cost ratios deemed acceptable by

the board, help to determine the multi-year ambition.

Income (€ x 1.000) Actual

2009

Actual

2010

Actual

2011

Budget

2012

Estimate

2013

Estimate

2014

Estimate

2015

Estimate

2016

Income own fundraising and

participation in external

campaigns

8.018 10.150 9.126 11.117 11.550 12.600 13.650 14.700

Project Grants 18.119 18.611 23.405 22.158 21.450 23.400 25.350 27.300

For MFS2 Partners - - 8.393 10.062 10.000 10.000 10.000 -

Total income 26.137 28.761 40.924 43.337 43.000 46.000 49.000 42.000

125FINANCIAL REPORTCHAPTER 10

Expenditures (€ x 1.000) Actual

2009

Actual

2010

Actual

2011

Budget

2012

Estimate

2013

Estimate

2014

Estimate

2015

Estimate

2016

Total spent on objectives 22.857 24.357 29.585 31.594 29.030 31.718 34.406 37.094

For MFS2 Partners - - 8.393 10.062 10.000 10.000 10.000 -

Spent on fundrasing 1.217 1.300 1.458 1.731 1.912 2.089 2.266 2.443

Management and

administration

1.084 1.107 1.218 1.132 1.458 1.593 1.728 1.863

Total expenditures 25.158 26.764 40.654 44.519 42.400 45.400 48.400 41.400

Surplus/deficit 979 1.997 270 -1.182 600 600 600 600

Added to/withdrawn from (€ x 1.000)

Funds 464 1183 -241 -1.407 100 100 100 100

Reserves 515 814 511 225 500 500 500 500

Total change In reserves

and funds 979 1.997 270 -1.182 600 600 600 600

Other

indicators

Actual

2009

Actual

2010

Actual

2011

Budget

2012

Estimate

2013

Estimate

2014

Estimate

2015

Estimate

2016

Fundraising percentage (CBF) 14,5% 11,0% 14,4% 15,0% 15,0% 15,0% 15,0% 15,0%

Percentage spend on

objectives

90,9% 91% 91,7% 91% 90% 90% 90% 90%

Spent on objectives in

percentage of income

88% 84,7% 90,9% 90% 90% 90% 90% 90%

Liquidity 240% 250% 203% 205% 210% 225% 230% 235%

ABBREVIATIONS

Abbreviations (not exhaustive)

CBO Community Based OrganisationCDC Community Development CommitteeCRWRC Christian Reformed World Relief CommitteeECHO European Community Humanitarian OfficeEU-CORD a network of European Christian Organisations in Relief and DevelopmentFGM Female Genital MutilationHAP Humanitarian Accountability PartnershipICVA International Council of Voluntary AgenciesMFS Mede Financierings Stelsel, meaning co-financing system, funds from the Dutch Ministry of Foreign

Affairs. The number ‘2’ (MFS-2) refers to the second cycle of funding, for the years 2011 – 2015.UNHCR United Nations High Commissioner for RefugeesVFI Vereniging voor Fondsenwervende Instellingen, Branch Organisation for FundraisingWASH Water, Sanitation and HygieneWFP World Food ProgrammeZOA Zuid Oost Azië, means Southeast Asia in Dutch, the region where ZOA started working in 1973

© 2012

ZOA P.O. Box 4130 7320 AC Apeldoorn The NetherlandsT +31 (0)55 36 63 339F +31 (0)55 36 68 799 E info@zoa.nl

BoardDr. ir. H. Paul MPA, chairmanJ.W. BoogerdDrs. B. Brand MCMDrs. J. KamphorstMr. B.J. van PuttenIng. K.A. de Vries MEdDrs. A.W. Westerveld, MPH

Chief Executive OfficerJ. Mooij MBA

ING account number (for transfers in The Netherlands): Giro 550

ZOA is registered with the Chamber of Commerce under number: 41009723

Text: ZOA, with regards to Hetty Vonk for editing the EnglishPhotography: Anne Paul Roukema, Jaco Klamer, Dirk Jan Verkuil and ZOA. Cover: Folkert Rinkema

Design: IDD concept, communicatie, creatie I www.idd.nu

Printed by: drukkerij De Bunschoter.

The information in this report may be reproduced (excluding the photos), provided ZOA is notified and this Annual Report is acknowledged as the source. ZOA would like to receive a copy of the publication.

Colophon

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ZOA | P.O. Box 4130 | 7320 AC Apeldoorn | The NetherlandsT +31 (0)55 36 63 339 | E info@zoa.nl