Annual Report jaar. 40 years

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1 Annual Report jaar 40 years

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3 CONTENTS 3 1. Introduction 5 Afghanistan 37 Burundi Statement Supervisory Board 7 Democratic Republic of Congo 45 Ethiopia Who we are 9 Liberia 53 CDN Myanmar Executive s Report Report from the Supervisory Board 17 South Sudan 61 Sri Lanka 65 Sudan 69 Thailand 73 Uganda Organisation Disaster Response 81 Haiti Our Approach Funding, Communication and Awareness Raising 29 Jordan 84 Pakistan 86 Philippines 88 Yemen Financial Report ZOA Worldwide 35

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5 CHAPTER Introduction Could I brush your hair, she asked. During one of my visits this past year I went to a small field office in Sri Lanka. I asked staff there: What were you most touched by in the recent past? One woman, a social worker, told me a very special story, one that we listened to intently. The people of a village had told her about a family that was suffering neglect. The woman was no longer taking care of herself or her children. She wasn t cleaning the house any more, not taking care of herself, not sending the children to school. The villagers were concerned but did not know what to do. It was difficult to make contact with the woman, but then the ZOA worker had an idea. Could I brush your hair? she asked. And she was allowed to and while the woman was enjoying the attention, she started to speak. About how she missed her husband who she had lost during the war. She didn t know where he was or whether he was even still alive, but it was very likely that he was dead. It caused her great sorrow and pain. Thanks to the contact that arose, she allowed herself to be helped. She received help that allowed her to pick up her life again, soap and clothing for her daily care. And also a small loan which allowed her to start a shop. She is doing well now and her children have returned to school. The story touched me deeply, it brought tears to my eyes. This staff member gave so much time and energy to this one woman and thanks to a simple solution of brushing her hair, found a solution to her problems. Nothing complicated, no project proposals or programme targets. Ultimately it is all about helping this one woman, giving her a future. Stories like these are most gratifying. This past year has been extraordinarily good for ZOA. In various ways we were able to reflect on our fortieth anniversary, and we were able to help more people than ever before. During encounters with the founders of ZOA and former staff I was again impressed by the fact that our mission has remained unchanged over these forty years. Much has changed and ZOA has grown strongly. But our mandate remains unchanged: giving hope to people who suffer from violence and natural disasters. We can get on with our work in 2014, in continued good spirits, with the help of God, and thanks to you all. Johan Mooij General director

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7 CHAPTER Statement of the Supervisory Board In the past few years, ZOA has expanded its work to be able to provide more relief, hope and recovery. This growth has been combined with organisational changes that aim to further improve ZOA s programme quality and ensure the effective and efficient use of resources. We have succeeded in realizing this challenge, as both internal and external evaluations show. And we have earned growing respect from the (international) community for the work of ZOA. The Supervisory Board wishes to express their gratitude to CEO Johan Mooij, and to all ZOA employees and volunteers worldwide for their excellent work and commitment throughout The many challenges they face, sometimes due to the (extremely) harsh and insecure environment in which they operate, and the excellent results obtained in 2013 have not gone unnoticed. The Supervisory Board would also like to thank ZOA s local, national and international partners, the many donors, both institutional and private, that support the organisation, and especially the governments of the ZOA host countries that allow ZOA to continue the work. Finally, the Supervisory Board is grateful to the constituency for their continuous confidence in and support of ZOA. ZOA s constituency is very important for the organisation and the expressions of support and appreciation for ZOA s work received from this group, greatly stimulates ZOA to continue to bring relief, hope and recovery to those who need it most. With gratitude we approved the Annual Report in a meeting on 22 April The audit processes were positive and did not reveal any major weaknesses in the organisation, the internal audit work and risk management system. We are convinced that the income was spent effectively and efficiently. In view of this, the Annual Report, including the financial statements, as prepared by the CEO, was approved as submitted. In 2013 ZOA celebrated its 40th anniversary. Several celebratory activities were organized throughout the year, to which current and former employees, volunteers, the constituency, partners and donors were invited. It is wonderful to recognize God s blessings to ZOA throughout the years and to see that ZOA has truly earned a place in the hearts and minds of many people. We thank God for all of this and are grateful to be a part of this organisation. On behalf of the Supervisory Board, Harry Paul

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9 CHAPTER Who we are Our name ZOA was founded in 1973 in The Netherlands. The three letters ZOA are the abbreviation of the Dutch translation of South East Asia, the area where the organisation started its initial activities. Our mission ZOA supports people who suffer due to armed conflict or natural disasters, by helping them rebuild their livelihoods. We call on our constituency and partners, in the North and in the South, to take responsibility and become involved. We provide maximum added value to those we support and those who support us. Our mission can be summarized in three words: Relief, Hope, Recovery. Relief We provide relief to people affected by conflict or natural disasters. Hope We contribute to a new perspective of hope in which people work together for a promising future in dignity and mutual trust. Recovery Together with the affected communities we work on recovery of their livelihoods. Our vision In a world full of conflict, injustice, poverty, and disaster, we want to contribute to signs of hope and restoration. We see this coming about where people experience peace, justice, and mutual trust once again, and where they regain personal dignity and confidence. ZOA acts and contributes from the biblical perspective of God s Kingdom, which will bring reconciliation and restoration to its full potential. Meanwhile, God calls us to seek justice and be faithful to those who need our support. Our key values Human dignity All people are different, but everyone is made in God s image. We treat all people equally. We dedicate ourselves to promote respect, mutual understanding and cooperation. Faithfulness Faithfulness means providing support that our beneficiaries can count on, honouring our commitments and being dedicated and accountable to them. Faithfulness means that we remain involved in conflict affected communities until they are ready to walk on their own again. Stewardship Stewardship encompasses both people and their environment. We promote solutions that are sustainable for both the people and their habitat. At the same time we seek to be good stewards of the resources delegated to us by using resources effectively and efficiently. Justice ZOA stands up for vulnerable and marginalized people. Through our programmes we combat injustice in the South. In the North we promote awareness of injustice and we call on our constituency to do right. Our sectors ZOA s sectoral focus is on livelihoods and food security, WASH (water, sanitation and hygiene) and basic education. In the context of conflict affected fragility, livelihoods comprise how people access and mobilise resources that enable them to pursue the goals necessary for their survival and longer-term well-being, thereby reducing the vulnerability that is created and exacerbated by conflict. Given our specific experience and expertise in realising household shelter solutions in emergency situations, ZOA also focuses on shelter in its emergency programming. Dimensions of change ZOA uses a framework comprising three dimensions of community level change, to enable us to stay focused on what our work is really about. These dimensions are: Access to basic resources and services Community governance and inclusion Peace and stability Our constituency ZOA could not exist without a committed constituency of more than 40,000 private donors, companies, Business Ambassadors, schools and churches.

10 RELIEF HOPE We provide RELIEF to people affected by conflict or natural disasters. We contribute to a new perspective of HOPE in which people work together for a promising future in dignity and mutual trust.

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

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13 CHAPTER Executive s Report 2013 was a special year for ZOA. We looked back to the time ZOA was established in 1973, now forty years ago. We have been able to achieve much in those forty years, and our organisation has grown in many ways. Much has changed, but our vision and mission have remained the same. For forty years now we have been supporting those who suffer from the consequences of armed conflict or natural disasters. We offer aid, give hope and work on reconstruction in areas where refugees and displaced persons live temporarily or where they return to their homeland. This clear mandate and defined target group stands firm and connects all ZOA staff worldwide. 40 years ZOA anniversary Evidence of these ties and loyalty were clearly visible during the various anniversary gatherings held this past year. With staff, former staff, donors and partners, here in The Netherlands, but also from the countries in which we work. In January we met with the founders of ZOA and their spouses, on the spot where it all began, in Groningen. It was there that the first copy of the commemorative anniversary book was presented. A symposium, organised together with fellow organisation Woord and Daad took place in June. Woord and Daad was also founded in 1973, as was our colleague organisation Tear. Topics of discussion during the symposium included the changes in humanitarian aid, in society and notably in the constituencies. Besides a staff-family day there was also a big reunion for former staff. Software company AFAS made its theatre and other facilities available to us for that occasion. Many former staff members attended and their involvement with ZOA continues to be undiminished. Many recall their time at ZOA with great pleasure. We ended the jubilee year with a concert for all of our volunteers, held in the Eben Haëzer Church in Apeldoorn, with thanks to God and thanks to all those who generously give of their time for the work of ZOA. Growth 2013 was an especially good year for ZOA. The programmes flourished, we are carrying out more projects and have spent more funds than the year before, allowing us to help more people than ever. But there was also growth in terms of quality and organisational development. Reorganisation Internal organisational changes were implemented as of 1 January, so to optimize support to the country programmes from The Netherlands, and to work on improvement of capacity within the country offices. The objective is to execute better programmes even better. Country support teams have been discontinued. Support from Apeldoorn is now given by sector specialists in three areas: water and sanitation, livelihoods (including food security) and primary education. This has resulted in an integral approach to programme areas, allowing us to have greater insight into all aspects that affect the wellbeing of our target group. Inclusion of these aspects in the programme plans has benefitted the quality of our work. The new Audit and Evaluation department also monitors the programme areas, giving us an integral overview, both in terms of content and finances. The audit specialists support the country directors in carrying out analyses and in formulating clear points for improvement. Although the changes are only recent, the conclusion that can be drawn after this first year are positive. Our programmes worldwide have become more multi-facetted and more complete as a result of the development of this integral approach in each area. One of the positive effects is that it has become easier to find financing, both in numbers of donors and in longer lasting project periods. Apart from immediate emergency aid we no longer conduct short-term projects. It is our intention to have a presence in programme areas for longer periods of time. The importance of a sound internal organisation will lead to effective methods for the realisation of our objectives. It is beneficial to reexamine the internal organisation from time to time and make improvements. Much energy was devoted to this project in 2013, notably at ZOA-Netherlands. Where the reorganisation had consequences for personnel it is self-evident that this required much time and care. The risk that we were too focused internally at ZOA-Netherlands and not enough on the needs of those who suffer from violence or disaster, was real. In 2014 we can leave all this behind us and from a functional new structure direct our efforts primarily at support of the country offices in the execution of our programmes.

14 14 CHAPTER 4 Executive s Report Security In keeping with our mandate we work in fragile and often insecure situations. And yet we always succeed in finding committed people who want to do this work and support those who are faced with these insecure situations in their daily lives. As an organisation it is our utmost responsibility to protect our staff. Our security officer visits the ZOA teams to provide security training and give briefings, to review local security plans, to maintain day-to-day contact with staff in risk areas and to support staff in case of security incidents. The responsibility for the security of staff is certainly a limiting factor for the humanitarian sector, meaning we sometimes cannot start working in areas where needs are high. Inherent to being a humanitarian organisation is being aware of the immense needs and feeling the passion to support those who are most vulnerable. We are confronted by daily dilemmas in which we try to operate with wisdom. A Crisis Management Team was set up in Procedures have been established and members of the teams have had intensive training. Partnerships In 2013 ZOA worked together with many NGOs, at various levels, local, national and international. Increasingly we work in consortia, which brings various advantages. Knowledge and experience is shared, we supplement each other in the execution of programmes and jointly lobby for support for rehabilitation in fragile states from both politicians and the Dutch public. The three major consortia in 2013 were: Dutch Consortium Uruzgan: HealthNet TPO, Cordaid, Dutch Committee for Afghanistan, Save the Children Netherlands and ZOA. This consortium executed programmes in the Uruzgan province for four years. It ceased to function in The joint programmes worked well, each participant brought in own expertise and that proved to work very efficiently. With financing from AusAID we are able to continue our activities directed at water, sanitary facilities and peacebuilding in the region, at least for the time being. Dutch Consortium for Rehabilitation: CARE Netherlands, Save the Children Netherlands, HealthNet TPO and ZOA. This consortium has been working in six African countries since 2011: Uganda, DR Congo, South Sudan, Sudan, Burundi and Liberia. Cooperation is especially successful there where organisations work in the same regions. It allows us to plan and discuss activities with the population. It was especially beneficial for the target group: they have one contact point and that is greatly appreciated. The Dutch Ministry of Foreign Affairs is financing this programme until Dutch Emergency Relief Cluster of Christian NGOs: Woord en Daad, Red een Kind, Dorcas, Tear and ZOA. These five organisations have some overlap in terms of constituents. For a number of years now we have done joint fundraising when disaster strikes. This year we implemented relief activities to Syrian refugees in Jordan, together with Dorcas. After the typhoon Yolanda all members were involved in relief activities on the Philippines. Emergency Aid: Jordan and the Philippines In the first months of the year we joined forces with the emergency relief campaign of Dorcus for Syrian refugees in Jordan. We started fundraising among our own constituents and so could contribute to the distribution of emergency relief packages in the city of Mafraq. At the same time we sought contact with possible local partners in order to start an own relief programme. This has led to cooperation with Arab Woman Today and the start of an emergency relief programme in Irbid The civil war in Syria and the needs of refugees is not foremost in the perception of most Dutch people. So, in June 2013, we invited six prominent Dutch Christian women to visit our relief programme in Jordan, with the aim of generating awareness and knowledge about the situation in their own network - politics, the church and the media, via the radio, newspapers and magazines, online and offline. In a very personal manner this led to a great deal of publicity about the problems facing Syrian refugees. After the typhoon that hit the Philippines in November 2013, all five of the organisations of the Dutch Emergency Relief Cluster of Christian NGOs worked together in their fundraising efforts for the first time. The response from the Dutch constituency was impressive. What was also special is that we did not only work together in The Netherlands, but also in the disaster area. A delegation of members of the organisations travelled from The Netherlands to the Philippines to assess the situation and visit possible partners, after which we arrived at an integral plan of approach for the area. Thailand In 2008 ZOA decided to phase out of Thailand after handing the programme over to (local) partners. The process has for the most part now been completed and we can rest assured that we can leave matters in safe hands. The decision to leave Thailand is related to the choice to concentrate our efforts on refugees and displaced persons in fragile states.

15 CHAPTER 4 Executive s Report 15 Fundraising In terms of fundraising our income grew again this year, after seeing a drop in Institutional donors have become more demanding where project proposals are concerned. A proposal must meet high standards and that involves a great deal of work. But from experience we know that a good project proposal also leads to better quality of our work. Fortunately our project proposals usually pass the test, something for which we are grateful. The willingness to donate on the part of our private constituents has changed: they are giving in a more targeted manner, for a certain country or project, and less periodically. Communication An external marketing and communications agency specialised in non-profit organisations conducted a study on our behalf in order to make us more aware of and let us utilize opportunities directed at approaching our private constituents. An important conclusion from this study was that our communication about the needs of our target group is too laid back. We mainly gave information about what we do, why we do it and how we do it, while the actual urgency and the great suffering was almost missing in texts and images. On the one hand that was a conscious choice, in keeping with our key values of human dignity, not to portray our target group as miserable, but rather choosing for pictures of strong people who are taking on the task of rehabilitation and have something to show for it. The result is that the urgency is not explicit in our message. The dilemma is clear. In 2014 we will consider how the recommendations of the agency can be fitted into our communications. Reporting In the coming year we will devote attention to our reports from the programme areas. The content must be improved, allowing us to share information with our constituents even better. Thanks to our new Audit and Evaluation Department more information is being measured and analyzed. That provides a wealth of data. The translation of these reports to our constituents must be improved in Learning organisation Effective delivery of ZOA s objectives is contingent upon our staff having the right skills and experience in the short, medium, and long term. As labour markets get ever tighter, well targeted and focused opportunities for staff learning and development therefore not only ensure high quality programme delivery today, but are a key strand in ZOA s strategy to ensure continued development and desired impact going forward. To invest in the capacity development of ZOA s international management members a two weeks training was held in The Netherlands. Furthermore, a Finance and HR training was organised in The Netherlands. In addition to ZOA s trainee programme high potential trainees are offered a position as junior management members at the country level. A tailor made training programme enables them to grow towards full management level in two years time. This programme for competent young humanitarian professionals has proven to be very successful for ZOA as a pool of highskilled and well-trained staff. Good quality professional development opportunities linked to career planning has also proven to be a value element of the development opportunities ZOA is offering. Satisfied staff A study among staff in 2012 showed that people like working for ZOA. In connection with two points for improvement from the study we were able to take important steps forward in First of all, the office space was too small for the large number of staff. We have moved to larger premises close to our old office in Apeldoorn. A great improvement, allowing all staff to do their work with the necessary peace and quiet. We can now also devote more attention to sustainability and fairtrade (see chapter 6). Secondly, an organisation development programme was started up in the Fundraising, Communication and Awareness Raising department. The need was felt to denote various responsibilities more clearly. Changes have been introduced: three unit managers have been appointed, responsible for fundraising in The Netherlands and from institutional donors respectively and for matters of content and practical support of the organisation. An extensive evaluation will follow in 2014 (see chapter 8) In its 41st year ZOA will again do its utmost to provide relief, hope and recovery to refugees and displaced persons. Again in 2014 they will be there and they are entitled to our attention and care. We hope to be able to continue our work in the countries where ZOA can bring its expertise and experience and make an actual difference in the lives of many. A programme will be started up in 2014 in one of the countries where ZOA provides emergency relief. We will also initiate a study in a country where we do not have a presence as yet, to investigate whether there are possibilities to start up a new programme.

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17 CHAPTER Report from the Supervisory Board The Supervisory Board is responsible for the supervision of the policies and plans of ZOA and for monitoring the identity of the organisation. In that sense, the Supervisory Board advises and assists the Chief Executive Officer (CEO) in finding the right course of action for the organisation in line with ZOA s statutory obligations. The members of the Supervisory Board contribute their expertise from various fields to the best interest of the organisation. Besides their supervisory duty, the members also have more formal responsibilities such as appointing and assessing the CEO and approving the budget and annual report. Moreover, the Supervisory Board represents the constituency of ZOA and represents the society within the organisation. The CEO on the other hand is responsible for the executive decisions and daily management of the organisation. Through this separation of powers, ZOA meets the Dutch governance guidelines for charitable organisations as established in the Wijffels Code (Code Wijffels) which indicates the correct relationship between management and supervision. Members of the Supervisory Board The members of the Supervisory Board serve a term of five years and are eligible for reappointment once. They are selected based on the criteria mentioned in the general and specific profile of the Supervisory Board. In 2013, the Supervisory Board of ZOA consisted of seven members. Mr. H. Paul MPA, chairman Head of Agency, Netherlands Food and Consumer Product Safety Authority Mr. J.W. Boogerd, member Retired banker Mr. B. Brand MPA MCM, member Town clerk / general director of the municipality of Oldebroek Mr. J. Kamphorst MPA, member Interim-manager and management consultant Mr. B.J. van Putten LL.M, member Retired mayor Mr. K.A. de Vries MEd, member Geography teacher at Prins Maurits Christian Highschool in Middelharnis Mrs. A.W. Westerveld MPH, member Physician in preventive healthcare at Provincial Health Care Fryslân Remuneration committee: Mr. H. Paul (chair) and mrs. A.W Westerveld. Audit committee: Mr. J. Kamphorst (chair), mr. J.W. Boogerd and mr. B. Brand. At the period of service is indicated for each of the members, as well as the additional offices that the members hold. The members of the Supervisory Board do not receive financial compensation for their work. They can claim the expenses incurred during the course of their duties as Supervisory Board members. In that case the same rules apply to their claims as those that apply to the claims of ZOA employees. The Supervisory Board has two committees; the Remuneration Committee and the Audit Committee. The Remuneration Committee, which is formed by two members of the Supervisory Board, including the chairman, represents the Supervisory Board in matters relating to the appointment of the CEO and arranges the terms of employment. Moreover, the Committee assesses the functioning of the CEO and, based on that, determines his salary at the beginning of each year. At the beginning of the year, after an assessment interview and upon recommendation of the Remuneration Committee, the Supervisory Board determined the salary and additional benefits of the CEO. In doing so, the Supervisory Board adheres to the VFI s Advisory Scheme for the Remuneration of Management of Charitable Organisations (Adviesregeling Beloning Directeuren van Goede Doelen) and the Wijffels Code (see The Supervisory Board also concluded that the additional offices held by the CEO are compatible with his work as CEO of ZOA. Moreover, the additional offices of the CEO are considered of great value for ZOA, because of the possibilities it provides for the organisation. The Audit Committee is made up by three members of the Supervisory Board, and focuses on strengthening the internal audit function of the organisation. In 2013 the Committee came together three times and discussed the

18 18 CHAPTER 5 Report from the Supervisory Board following subjects: The annual report (at this meeting the external auditor was present) The reports of the internal auditor The internal audit plan The year budget The quarterly reports The Supervisory Board in 2013 In 2013 the Supervisory Board met five times, each time with the CEO present. Besides the regular subjects on the agenda, such as the approval of the annual accounts of 2012, the budget and annual plan for 2014, the salary and assessment of the CEO, the risk analysis and risk control and the meetings with the Works Council (twice) and the Management Team (twice), there were also some specific subjects the Supervisory Board looked at during One of these was the issue of professionalization of the Supervisory Board. This process was initiated in 2012, as a direct consequence of the increasing scope of ZOA, and further developed in During a retreat at the beginning of the year, the Supervisory Board discussed issues such as its size, competences, frequency of meetings, and especially the role and tasks of the members as supervisors of a fast growing organisation in a complex (inter)national environment. These challenging circumstances demand a higher quality of supervision. Based on the reflections done during that day, and the subsequent individual meetings of the chairman with the members, a number of changes were introduced. These will be executed in 2014 and include among others: - reduce the number of members of the Supervisory Board, from seven to five members; - invest more time and energy in common vision and opinion development; - reflect further on the role of the members of the Supervisory Board as representatives of ZOA s constituency; - complement the profile of the Supervisory Board with specialized knowledge / experience from the international arena. Besides this, the Supervisory Board also looked into the issues of the housing of the ZOA Netherlands office, as well as the continuous organisational developments. With regard to this first topic, the Supervisory Board approved the acquisition of the new office for ZOA Netherlands, based on the needs to move to a bigger building in order to comply with national employment legislation and respond to the needs expressed by the staff. On the issue of organisational development, initiated to further improve ZOA s programme quality, effective and efficient, the Supervisory Board was informed on a regular basis by the CEO, to ensure their close involvement. The Supervisory Board fully endorses this strategic development and the choices being made. During 2013, some members of the Supervisory Board had the opportunity to meet with the International Management Team during the Interregional Meetings that took place in March and October. These meetings provided for excellent opportunities to get more information from the field and increase their knowledge about the many opportunities and challenges that they face. In addition, three members of the Supervisory Board visited ZOA countries. The chairman brought a visit to ZOA Ethiopia, while two other members went to visit ZOA in South Sudan. This gave them the opportunity to see for themselves how ZOA really makes a difference for the people that we serve.

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20 20 Organisation chart Supervisory Board CEO Dutch Consortium for Rehabilitation Management Support Human Resources Audit and Evaluation Programmes Funding, Awareness Raising and Communication Finance Disaster Response Unit Institutional Donors Fundraising and Awareness Raising Support Finance and IT Finance Support Programme Countries Haïti Pakistan Philippines Afghanistan Burundi DR Congo Ethiopia Liberia Myanmar Yemen Jordan Sri Lanka Sudan South Sudan Thailand Uganda

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