zoa-vluchtelingenzorg - jaarverslag 2006 engels

Foreword 03

1. ZOA Vision and Mission 05

2. ZOA Profile 07

3. 2006 at a glance 09

4. Report from the CEO & Board 4.1 Report from the CEO 114.2 Report from the Board 13

5. Programme area reports5.1 Introduction 2 5.1.1 Afghanistan 25.1.2 Angola 25.1.3 Cambodia 25.1.4 Ethiopia 25.1.5 Liberia 25.1.6 Myanmar 2 5.1.7 North Sudan 2 5.1.8 South Sudan 25.1.9 Sri Lanka 25.1.10 Thailand 25.2 Emergency Relief 15.3 Country programmes starting up and closing down

6. Fundraising and Education Report 6.1 Fundraising and Education 26.2 ZOA Corporate 1

7. Human Resource Management Report 1,57.1 Works Council 0,5

8. ZOA: an experience richer 2

Financial Statements for 2006

How you can help

Credits

Content

3 - ANNUAL REPORT 2005

LIVESTOCK AS LIVING BANK ACCOUNT | If you do not own livestock you are nobody. For many refugees in Af-rica and Asia a life without livestock is a life without income, food security and self respect. When people have to run for their lives they will take their cattle with them if at all possi-ble. The reason is that they see their livestock as their living bank account, their future. Meat, milk and the ability to plough is essential for these people who do not have anything else to their names. ZOA has appointed experts to combat ani-mal diseases in the refugee camps in Darfur, and to offer advice. Cattle also play an important role in the rehabilitation phase. A returning family could receive credit in the form of cows, for example, which they can use to plough the land and share with their village. When the cow has calves, the family gets to keep the cow, but they have to give the calves away to families. The whole community benefits as a result. The objective of these projects is to make refugees economically independent, because having food on the table and economic independence not only gives people back their sense of self-worth, but it also enables them to build a future.


Injustice. In our work as an international refugee organisation, we are painfully confronted with it every day. In Darfur, where refugees are not safe anywhere. In Sri Lanka, where displaced persons are continually on the run. In Thailand, where the Karen refugees from Burma have no prospect of a life outside the refugee camp.It reminds me of a saying I once heard ‘Where you live should not determine whether you live’. In practice, the lives of thousands of refugees and displaced persons are threatened in the very place they feel at home. In many countries, where you live still determines whether you live, and this certainly includes our project countries.We believe that we have a task to perform in this world. The Bible says in Micah 6:8: “He has showed you [...] what is good. And what does the LORD require of you? To act justly and to love mercy and to walk humbly with your God.” It is a clear instruction to take responsibility for the less fortunate in the world, both near and far away*. We would therefore like to make people in the Netherlands more aware of refugees and displaced persons and stimulate them to act on their behalf.

We would hope to fulfil this Biblical task and give refugees and displaced persons the honest opportunity to live a better life, so that where you live no longer determines whether you live. Our emergency relief and rehabilitation activities actively contribute to creating a better life and a more hopeful future for refugees. We do so without consideration of race, religion or origin.

We would like to take this opportunity to tell you about our activities in 2006, and we hope that this annual report will inspire you to become more involved with our work and to pray for us. If you are interested in getting actively involved with ZOA’s work, please take a look on page ...

Pim Zoeteweij, Chairman of the Board

*The Micah Campaign uses this text as starting point in a global campaign in which Christians are challenged to take

responsibility for poverty and injustice in the world, near and far, and to take action accordingly.

Foreword


SCHOOL AS PSYCHIATRIST | Approximately 115 million children worldwide do not attend school. The primary reasons for this include wars, oppression and natural disasters, and the fact that education has not been given a priority position within humanitarian aid in the last few years. Food, water, shelter and healthcare, in contrast, are seen as essential. The general viewpoint can be summed up by ‘You will die wit-hout water, but you can live without education’. But views are changing, and today education is seen as an important part of refugee care. Education is given priority in more and more of ZOA’s project areas. In fact, it has been shown that education limits the psychological damage caused by conflicts. Many children in refugee camps have witnessed extreme violence, like the murder of their parents, family and friends – events that are burned into their memories. They have been robbed of their childhoods and their faith in mankind. It is essential that these children are not left to wander aimlessly around refugee camps. For them, education does not only mean lea-rning to read, write and add. It is an ideal way to bring these children out of their isolation, to ask them about their wartime experiences and to reach out where necessary. But, it is also important to let them play with their classmates so that they can learn to just be children again.


VisionIn a shattered world, where increasing numbers of people are marginalised as a consequence of conflict, injustice, poverty and disasters, signs of hope and recovery are emerging. Where people rediscover peace, justice and mutual trust, they regain their dignity. Where people have fair and equal opportunities to work on development, God’s original purpose for their lives becomes visible.

MissionZOA Refugee Care supports refugees, displaced persons and other groups whose lives have been disrupted by armed conflicts and/or natural disasters in their transition from instability and lack of basic facilities to a situation where adequate resources are available to them to pursue sustainable development.

ZOA provides such support• regardless of the person: race, religion and origin of the target group are not factors of consideration;• throughemergencyreliefandrehabilitationprogrammes;• togetherwithlocalpartnersand/orthroughourownprojects;•withfundsfromtheorganisation’sprivateandinstitutionaldonors.• accordingtoourprofessionalstandards.

ZOA makes a difference, also in the NetherlandsZOA is the only Christian organisation in the Netherlands that specialises in emergency relief and rehabilitation in conflict and post-conflict situations in developing countries in Asia and Africa (‘the South’). Accordingly, the organisation enables its supporters in the Netherlands to become actively involved in the problems of refugees, displaced persons and victims of natural disasters. ZOA is an organisation with professional standards and focuses on lasting relief inspired by a Christian outlook and orientation. The organisation is supported by a growing group that values this affiliation. ZOA offers direct insight into the actual course of activities and projects in the South and the issues surrounding it, thanks to its expertise and local presence. It uses this same knowledge and expertise to increase the awareness of its supporters in the Netherlands about the processes underlying the issues of poverty and forced migration, and how people in the North can help to do something about it. The organisation benefits from its unique access to large groups of Christians in the Netherlands, amongst others.

1¬ Vision & Mission


ZOA Refugee Care is an international aid organisation dedicated to the support of refugees and internally displaced persons in Africa and Asia. Most countries where ZOA operates have a history of conflict and violence, which have left much of the physical and social infrastructure non-functional or dysfunctional and have severely weakened the capacity of the local society and of the local government agencies. Given this context, ZOA often feels obliged to perform local activities and projects that cannot be performed adequately by local organisations and governmental bodies, especially in countries where ZOA expects to be active in the long term. ZOA endeavours simultaneously to strengthen the capacity of local partner organisations, enabling ZOA to withdraw from the operations over time.

The organisation aims to address the circumstances that characterise many areas where rehabilitation is in progress. In countries where ZOA has launched long-term rehabilitation programmes, a local ZOA organisation has been created, which operates as a part of the international ZOA organisation. Staff are recruited locally wherever possible. Accordingly, ZOA employees comprise about 90 percent nationals.

Figure 1 depicts the new structure of the organisation. In 2006 central components were:

• theprogrammedepartment,whichcomprisesthecountryorganisations;• thegeneralaffairsdepartment(Finance,HRMandICT);• thefundraisingandeducationdepartment;• varioussupportservices,includingtheexecutiveoffice.

In the new structure the HR-manager reports directly to the CEO and Country Directors also report to the CEO. MT is the platform where the strategic directions are finalized and monitored. The country organisations accommodate local developments and conduct projects and programmes effectively and efficiently. The head office in the Netherlands liaises with the country organisations to ensure cohesion and continuity in policy, quality control, knowledge and experience exchange, strengthening awareness about global refugee issues, financial management and support for logistics, fundraising, staff recruitment and other basic conditions. Not all projects and programmes are conducted by the ZOA country organisations. Wherever possible, local partners are involved that have the resources to execute the projects. Nor are local ZOA organisations needed for most emergency relief projects, as these operations tend to be relatively brief. Especially in countries where ZOA does not have a long term presence, such projects are conducted by or in conjunction with local or international organisations that already have a local structure in place or by temporary teams. Alternatively, ZOA may second its staff to such organisations.

2¬ Profile of ZOA

Programmes

HRM

Fundraising &Education

Country directorsCountry directorsCountry directors

CEO

FinanceMonitoring & Policy

Development


ZOA is a member of Added value Measure of solidarity

• EU-CORDplatform of 11 Christian organi-sations dedicated to emergency relief and development coopera-tion. EU-CORD represents ZOA and other members at Voice and Concord meetings.

• PSO* (Association for capacity building and expat financing).

• PRISMA (partnership of Christian organi-sations involved in international development cooperation).

• PARTOS(umbrella organisation for Dutch NGOs involved in international development cooperation).

•VFI (Association of fundraising institutions)

• LobbywiththeEU, representation• Informationservice• Standardisationand benchmarking with respect to quality management

• Knowledgeexchange

• NetworkofChristian organisations• Jointrepresentationin conjunction with ICCO • Policycoordination• Growingthesupportbase in the Netherlands;• AccesstodonorsasEO.

• Sectororganisation:lobbyat the Ministry of Foreign Affairs and the Dutch parliament • Standardisationinbench marking with respect to quality management• Knowledgeexchange;• ViaPartos:EU-NGOliaison

• Coordination,supportbase and quality of fundraising in the Netherlands

• Member

• Member• MAK=Multi-year agreement framework

• Member• Participationin Prisma’s activities to increase its support base.

• Member

• Member

ZOA works with Added value Measure of solidarity

Network with TEAR fund Nether-lands and Woord en Daad.

CARE NL

Medair

• Solidaritybasedonashared Protestant Christian identity• Emergencyrelief• Informationserviceand reinforcement of the support base

• Knowledgesharing

• Solidarityintermsofidentity• Reciprocalallocationofstaff

• Partnershipagreementfor Emergency Relief• Directors’consultation• Mutuallyresponsibleforthe development of educational materialsviaJustCare.

• Partnershiparrangementsfor programme financing

• Partnershipagreementfor Emergency Relief

*PSO: In the past, PSO took care of the financing of expats. PSO however, aims to be more of a knowledge centre for capa-citybuilding. ZOA will direct its activities more at capacitybuilding as well. Other solutions will be found for the financing of our expatriate staff.

Standards of quality

ZOA observes the ‘Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief’ and ‘The People in Aid Code of Best Practice in the Management and Support of Aid Personnel’


PARWANA FROM AFGHANISTAN: ‘MEN AND WOMEN ARE EQUAL!’ | Parwana (32) works as a Programme Manager at ZOA in Afghanistan. In a very Islamic country her viewpoints are surprisingly progressive: men and women are equal in God’s eyes. In a country where the Taliban is still active, a viewpoint like this is dangerous. “I don’t want to live as a woman with no mind of her own. Everyone has a purpose in life, don’t they? Everything is about what the man wants and the needs and the role of the woman is ignored. Afghan women are therefore not aware of their power and role in society. Sometimes I feel very alone as a woman in an environment where everything continually revolves around men. In my work as a staff member at ZOA I have more contact with men than with women. I talk to them about the fact that they should not push their women back in time, but should give them more freedom.”


3¬2005 at a glance

Own Fundraising

BUZA

UN organisations

EC/ECHO

Other govermental donors

USAID/OFDA

Prisma/ICCO

NGO’s

Other Organisations

PSO

Survey of income (excluding other income and expenses) x € 1,000

Expenditures for ZOA’s Objectives (x € 1,000)

Emergency Relief (6,052) Rehabilitation (15,492) Education (550)

4.9

8.1 8.29.8

10.3

13.0

17.818.8

28.2

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Survey of income over the past 10 years

x € 1,000,000

21.9


4.1¬ Report from the CEO

ZOA has experienced significant growth in the last years, not only financially but also in terms of the scope of its field of work. In fact, ZOA was operational in eleven countries in 2006. It became clear during the course of the year that the balance between head office’s capacity and the need for sup-port in the country offices had come under pressure due to this rapid growth. Closer inspection brou-ght to light that the mission and the strategy had to be amended and that the organisational structure had to be improved. Work on this was started in the final quarter of 2006, with the expectation that this process will be completed by the end of 2007. This change process is being monitored so that the quality of the work with target groups will not suffer.

Objectives for 2006The following five main objectives were defined, with ZOA’s organisational changes in mind: 1. ZOA would like to achieve a balanced growth of its service provision for the benefit of its target groups. 2. ZOA wants to be an organisation that learns from its experience.3. ZOA aims to increase and strengthen its support base in the Netherlands.4. ZOA would like to strengthen and support its relationships with institutional donors. 5. ZOA aims to increase its financial reserves.

In this report from the CEO the main objectives for 2006 have been translated into concrete objec-tives. The actions that were undertaken in the last year to achieve these concrete objectives and the results achieved in 2006 have been included.This CEO’s report concludes with an evaluation of the last year and with the objectives for 2007.

1. Balanced growthSignificant quantitative growth requires a clear mission and result-driven information systems with corresponding procedures. The information and procedures should make it possible to manage the organisation, while optimally delegating authority to country directors. It is crucial that the rela-tionship between the various core activities of ZOA (programmes, fundraising & education, policy development, and general affairs) and between the general management and the country policy is strengthened. The strategy chosen by which to achieve this is called integral management.

Concrete objectives for 2006:• Implementingintegralmanagement.• Usinganorganisation-wideinformationsystem,withaccompanyingprocedures.• LayingthefoundationforISOcertification.• Conductingresearchtofindanadequateorganisationalstructure.• Adaptingstaffpolicytothedemandsoftheorganisation.

Activities and results in 2006: • An organisational research study was concluded in August 2006, with recommendations for an adapted organisational structure. All except one of the recommendations were followed. The new organisational structure becomes effective in May 2007.• Integralmanagementisguaranteedwithintheneworganisationalstructure.Accountteamswith

4¬ Report from the CEO & Board


programme, fundraising and managerial knowledge have been appointed in both the North and the South. Implementation will take place in May 2007.• AninternationalprocesstoupdateZOA’smissionandtoformulateanintegralstrategyplanfor 2008-2011 has been set in motion. Together this will direct both the country teams and the head office on how to provide optimum service to ZOA’s target groups.• Anewglobalinformationsystem(ZIS)hasbeenimplemented.• ISOcertificationwasnotrealisedin2006,butisexpectedtobeachievedin2008.• TheresultsofastaffpolicyevaluationwillbecomeavailableinMarch2007.

2. Learning organisationZOA is working to translate the experience the organisation has gained in the last few years into a strategic framework that clearly describes ZOA’s mandate, target groups and policy. The results of a global evaluation will be used as input for this. In addition, what has been learned will be applied within the new organisational structure.

Concrete objectives for 2006:• Creatingastrategicprogrammeframework• Securingknowledgemanagementwithintheorganisationalstructure.

Activities and results in 2006 • AglobalevaluationofZOA’sprogrammeswasconcludedinJune2006,withpositiveresultsfor programme quality. It recommended that ZOA’s interventions become more focused and its programme policy more precise. These recommendations have been included in a strategic programme framework, called ‘Signs of Hope’ which was implemented at the beginning of 2007.• Theneworganisationalstructure includesaDepartment forMonitoring&Policy,whichunites policy, quality, monitoring and evaluation. This new department will also incorporate the role currently performed by the existing Programme Support & Knowledge (PSK) department. The head of the department will be a member of the management team, guaranteeing knowledge management at the top of the organisation.• Various policy-making projects on gender and capacity development were created in 2006. These projects will be completed in 2007. In addition, a number of policy papers were developed on various subjects, such as partnering and various sector-related themes.

3. Broadening and strengthening the support base in the Netherlands ZOA has a loyal support base in the Netherlands. Private funding has grown significantly and consi-stently over the last few years. This growth will continue if ZOA can develop its educational activities, based on factual information from the South.

Concrete objectives for 2006 were:• Increasingprivatefundingbytenpercent,especiallybycanvassingnewdonorsandbyinvolving more entrepreneurs with ZOA’s work.• Participatinginandorganisingspecificcampaignstoincreasetheawarenessofandincreased involvement with refugee issues.• LaunchingtheZOAambassadorsnetwork.

Activities and results in 2006 • Thedesiredgrowthofincomefromprivatefundingwasachieved.• ZOACorporategrewfromtwelvetosixteenentrepreneurs.• ZOAtookpartintheMicahcampaign.• ZOAinitiatedtheWalk4Waterevent.• ZOAtookpartintheRedRibbonconcertonWorldAidsDay.• ZOA recruited new donors and ZOA ambassadors. This resulted in 3,485 new donors, 105 ambassadors and 346 think tank members (members of the support base that are prepared to participate in ZOA’s decision making process).


4. Strengthening and expanding relationships with institutional donors ZOA has a good reputation with the Dutch government and the EU. This is a good starting point for achieving high quality institutional funding programmes.

Concrete objectives for 2006 were:• ToreceiveahighercontributionfromtheDutchgovernment.• ToincreaseEUfinancingpossibilities• TosearchforalternativesforPSOfinancingofexpats.

Activities and results in 2006• InOctober2006ZOAwasinformedthatitsMFS2008-2010subsidyrequesthadbeenpositi- vely evaluated by the Dutch government. ZOA received the full amount. This translates into a substantial annual increase of the subsidy that the Dutch government pays out. In addition, a substantial portion of MFS funds became available for an educational programme in Thailand and Liberia that ZOA will be executed in cooperation with ICCO/PRISMA (2007-2010). • Anaccountmanager for institutionaldonorshasbeenappointed,with thespecificaim toget more funding from the EU and other large donors. Several EU requests in the past scored well, but did not succeed in qualifying for financing. This is expected to change in the future as an internal evaluation will now identify ways to further increase the quality process. • NoalternativesforthePSOfinancingofexpatshavebeenfoundyet.Moreattentionwillbepaid to this action point in 2007, but expats will have to be at least partly financed from own funds in the future.

5. Vergroten van de financiële reserve (KE: leave first two paragraphs)Niet alleen het aantal landenkantoren neemt toe, ook de omvang van landenprogramma’s groeit. Bovendien werkt ZOA vaker in onzekere situaties. Daarmee groeit ook de behoefte aan financiële reserves om bij te springen als de continuïteit van een programma om welke reden dan ook in het geding is.[GEHELEPARAGRAAFSCHRIJFIKPASALSCIJFERSBESCHIKBAARZIJN!]Concrete doelstellingen voor 2006 waren: noemen Arnoud nog inputAls jaarcijfers gereed zijn...• Vergrotenvanheteigenvermogenmet€200,000(Isditzo?Goedgekeurdebegrotingvoorziettoch terugloop? – opm Rein, checken bij Arnoud....)

Acties en resultaten in 2006• Ookin2006moestvanuithethoofdkantoorinverschillendelandenwordenbijgesprongenomdecontinuïteit van de programma’s te garanderen. Daardoor groeide het eigen vermogen minder dan verwacht; namelijk met € ..........(ARNOUD)• HetZOAlandenkantoorinAngolawerddoorgelichtopefficiency.Hierdoorkondenbesparingenvan 12% op de overheadkosten [LB: Arnoud aangeven of dit inderdaad hier dej uiste term is.] wor-den gedaan. [Voor de volledigheid moet je iets over de aanleiding zeggen?] Eenzelfde operatie zal in 2007 wereldwijd worden uitgevoerd. • NaeenfasevangroeizalZOAzichverderfocussenopkwaliteitenefficiencyvandedienstver-lening aan onze doelgroep. De ervaring die is opgedaan in aantal landen zal worden gebruikt in de andere ZOA landen.

Internal auditing and risk management At the end of 2005, ZOA decided to pay special attention to internal auditing and risk management within the sphere of organisational development. The Royal Dutch Institute for Chartered Accoun-tants analysis and review instrument for internal auditing (ABIB) is applied on an ongoing basis to assess ZOA and define areas of improvement. An extensive risk analysis was conducted in collabo-ration with an external accountant.

This has meant that the residual administrative duties that were being carried out at head office have been further decentralised to the countries in 2006. Simultaneously, a Department of Internal Audi-ting was created, which has been carrying out auditing activities in member countries as of autumn 2006. Audit guidelines have been implemented and staff have been trained to carry out auditing activities efficiently and effectively. The ZOA Information System has been optimised and additional


RETURNEES TO CAMBODIA: WATER THROUGHOUT THE YEAR | El Chorm (30) is very happy with the dam in her village in the Cambodian province Otdar Meanchey. The dam, a project that is being financed by ZOA Corporate, is meant to keep water supply levels consistent, so that water will be available throughout the year for rice paddies. “All help is welcome. We are quite poor. My husband chops wood to sell, which brings something in but poverty keeps knocking at the door.” The future for El Chorm and for Cambodia looked bleak for a long time. The genocide during Pol Pot’s regime, and the struggle against the Khmer Rouge left deep scars in the hearts of the Cambodian people. El Chorm would like to talk about that time, but can’t. “I have seen a lot, but luckily it is peacetime now, and that’s what I prefer to think about. I have to put my children first. They are young and therefore it is important that they get enough healthy food. If we keep getting enough water, we might be able to start making money from our rice crops, so that they will be able to go to school.”


reports about important activities have been included. Our external accountant’s audit instructions were supplemented with notes on specific areas of attention for country offices.

Because the appraisal of the efficiency and effectivity of our activities is crucial for good financial management, it was decided to pay special attention to this issue in 2007. Risk management will be integrated within the organisational strategy and in accompanying auditing instruments.

4.2¬ Report from the Chairman

The Board consisted of eight members in 2006. In the middle of the year, ZOA had to bid farewell to Derk Vermeer. He was a Member of the Board for four years and had also contributed to ZOA as ActingDirectorinthepast.TheBoardhasfoundaworthysuccessorinJanBoogerd,whohasseniormanagement experience in international banking. He developed an interest in the issues of develo-ping countries during the course of his career and he will be helping ZOA now that he has retired. Mr. Boogerd is involved with the Christian Reformed Church (Christelijke Gereformeerde Kerk).

The Board meets eight times per year. Two Board members went on a trip to Ethiopia in November, where they visited the area bordering Somalia, met refugees and displaced persons who live there and spoke to representatives of the UNHCR and the Dutch Embassy.

Activities in 2006Subjects that were discussed during the Board meetings:• The2006budget,the2005annualreportandthebudgetframework2007• Theaccountant’smanagementletter• Organisationaldevelopments• Communicationsbetweenthevariousregionsandmanagement• Policydevelopments• Aninternalauditmodel• GoodManagementCode(TheWijffelsCode)• RecruitmentofanewCEO• BoardtriptoEthiopia

An external investigation into the ideal organisational structure, commissioned by the Board in Au-gust 2006, resulted in the Paul van Hooft report, which was key for the further development of the organisation in the second half of the year. The Board evaluated its activities during a special annual meeting.

Resolutions for 2007The evaluation resulted in a number of resolutions for 2007:• TheBoardwillmeettwiceayearwiththeworkscouncilandthemanagementteam;• TheBoardwillbemorecloselyinvolvedwiththeInterregionalMeeting(IRM),inordertostreng then the affinity with the country organisations;• NewBoardmemberswillberequiredtovisitaZOAprogrammeintheSouthassoonaspossible so that they can get a better idea of what the programmes involve;• Theauditcommissionwillmeet three timesayear todiscussgoodmanagementpractises in accordance with the Good Management Code. This audit commission will consist of three Board members and three staff members.


Name Additional offices Entered office Term ends

Drs. W.J. Adema RA MBA

J.W. Boogerd

Prof. Dr. R. Kuiper

Mr. Drs. F.J.P. Lock

Mw. Mr. I. Verbeek

Dr. D.J. Vermeer

Mw. Mr. R.G. Westerlaken-Loos

Mw. Drs. A.W. Westerveld, arts, MPH

Drs. W. Zoeteweij

Employment data: St.JansdalHospital–MemberoftheExecutiveBoard,Harderwijk.Additional offices:•MemberoftheBoardatCentramedB.A.,OnderlingeWaarborgmaat- schappij, The Hague.•MemberoftheBoardatStichtingCVB,Utrecht.•TreasureratSt.VermogensbeheerHoogelandZorg,Beekbergen.

Employment data: retired banker Additional offices:• MemberoftheMaarssenCityCouncil• ChairmanofStichtingOntwikkelingsprojectMaarssen-Outjo

Employment data: Professor Reformed Philosophy at Erasmus University, Rotterdam and Lecturer Social Issues at the Gereformeerde Hogeschool, in Zwolle.Additional offices:• ChairmanofSensorvoorChristelijkeBezinning,Nijkerk.• MemberoftheBoardofTrusteesattheInstituteforMulti-Party Democracy (until the summer of 2006).• MemberoftheBoardofthePrinsjesdagontbijt.• MemberoftheSocialAdvisoryBoardofPhiladelphia.

Employment data: Judge,DordrechtCourt.Additional offices:• MemberoftheCommitteeforObjectionsandAppealsPetitions(Deputy Chairman), in Zoetermeer.• MemberoftheOmbudscommissie,Sint-Oedenrode.• MemberoftheCommitteeforObjectionsandAppealsPetitions,in Sint-Oedenrode.• MemberoftheBoardofStichtingHulpverleningDeVluchtheuvel, Goes/Woerden. • ActingChairmanoftheComplaintsCommittee,StichtingEleos,in Nieuwegein.• VisitingLectureronCivilProceedings,BeroepsopleidingNederlandse Orde van Advocaten (training programme of the Dutch Bar Association), in The Hague

Employment data: Legal Advisor at DAS Legal Assistance, AmsterdamAdditional offices: none

Employment data: Director of Dexar Management and Consultancy BV, in BreukelenAdditional offices:• MemberoftheBoardatPSO,inTheHague• Non-executiveDirectoratCirculusBVinApeldoorn/Deventer

Employment data:LawyerAdditional offices:• ChairoftheBoardofTrusteesforRehabilitationCentreHoogstraat,in Utrecht• MemberoftheNon-executiveBoardofHoudstermaatschappijGas- bedrijf Centraal Nederland, in Utrecht

Employment data:APGZ (general preventative healthcare) Physician GGD Fryslân, in Leeu-wardenAdditional offices: none

Employment data:Established as an independent Management Consultant Additional offices:• Non-executiveDirectoratCrystalMarblesBV,inAlmere• MemberoftheAdvisoryBoard,Bisnez,atBergambacht• Memberofthe2ndCoentunnelTenderBoard

01-09-2002

01-11-2006

01-10-1999

13-10-2004

01-09-2001

20-09-2002

01-09-1999

01-01-2005

01-10-2000

01-09-2010

01-11-2010

01-10-2007

13-10-2008

01-09-2009

01-09-2006

01-09-2007

01-01-2009

01-10-2008

Members of the board – additional offices, dates of appointment and terms of office


SEARCH FOR WATER: A SUSTAINABLE SOLUTION FOR WATER SHORTAGES | Water means life. If humans do not have access to water they die. It is a terrifying thought to think that people in Africa and Asia have to ask themsel-ves where they can find water every day. Water has become a scarce commodity. Women often walk many kilometres to the nearest water source, after which they have to carry it home in a bucket or jerry can. And that does not necessarily mean that the water is clean. In North Afghanistan, where it can easily be as high as 45 degrees during the day, wells of up to 75 metres have to be dug, and then will only provide a temporary water source. Water is an important issue in all of the countries where ZOA is active. We provide pumps, give training on how to repair pumps and education on how to keep water sources hygienic. A drop in the ocean? No. Of course we know that water shortages will increase in the future, but that is why it is so important to provide sufficient knowledge right now and to build the refugees’ experience, so that they will be able to tackle future water problems themselves.


By Rein Dekker | Head of Programmes More than 33 million people are displaced right now as a result of wars, and many suffer from the terrible effects of conflicts. Wars and conflicts create insecurity, poverty and a lack of basic necessi-ties, such as water and food. Traumatised people – mostly women and children – are forced to leave their homes and belongings in fear of their lives. More than 8 million people have had to flee their country in search of safety. People who are internally displaced within their own country’s borders are often even worse off. ZOA empathises with everyone affected by wars, especially the refugees and displaced persons.

Year after year violence has been replaced by a fragile peace. Large numbers of people scrape together their last remnants of courage and return home. They are insecure, but hopeful that they will be able to rebuild their lives and no longer be dependent on fickle governments and meagre handouts. They return to a wrecked country, where peace is fragile, communities are traumatised and where trust in other human beings needs to be rebuilt. A country where there is a lack of the most basic facilities like education and healthcare. The governments in areas like this are often weak or non-existent. Bridges, roads and schools have been destroyed, there are landmines everywhere, markets are empty, ploughs and cattle have disappeared and homes and land have been taken over by others. Returnees face the challenge of having to rebuild their lives from scratch. It is exactly in these trying times that journalists and emergency relief organisations pack up and leave for the next crisis area.

It is ZOA’s challenge to find the means to support refugees and displaced persons in these situati-ons, so that they can develop a way of living that will be sustainable. We do this during the rehabilita-tion process and while people are resettling, but also in refugee camps where people are preparing for their return.

Objectives of the programme department ZOA’s ‘Signs of Hope’ strategy, which will be adopted at the beginning of 2007, places even more emphasis than before on building capacities and on working with local partners with and for dis-placed persons. The following objectives were named as key objectives for the new 2007-2010 strategy.

Strengthening of local partners and placing an emphasis on capacity building ZOA strives for sustainable development. To make this possible, cooperation with and capacity buil-ding of local partner organisations, governments and the target group is crucial. It can therefore be said that capacity building is an umbrella theme in all the countries where ZOA is active.

Cooperation with local governments was achieved in North Sudan, where governments and/or so-cial organisations were involved in all activities that were implemented. ZOA South Sudan is also striving for cooperation with local authorities. The new South Sudanese government needed time to organise, however. There is good cooperation between ZOA and the Ministry for Rural Rehabilitation and Development in Afghanistan. Provincial governments in Cambodia have taken over the coordi-nation of agriculture, education, and land and water management in the meantime.

ZOA Cambodia, ZOA Liberia and ZOA Thailand have organised training courses for local partner organisations. Activities in Angola and Cambodia were transferred to local staff and to partner orga-nisations. It was not possible to find local organisations that are able to gradually take over activities everywhere. So, for instance, it was not possible to find suitable local organisations in Afghanistan, Cambodia and Ethiopia. In Sri Lanka, cooperation with local groups, communities and partner or-ganisations was not always possible due to the war situation in the districts where ZOA was active. Creating community development centres and local rice bank, water and village committees help to build communities’ capacities. This happened in Angola and Cambodia.

4¬Program areas


In Ethiopia, Thailand and Myanmar, ZOA organised career training for refugees and displaced per-sons. Refugees and displaced persons in Liberia were trained in hygiene and healthcare (HIV/AIDS), gender studies and peacebuilding.

An increased role in lobbying, advocacy and peacebuilding Taking care of the interests of refugees and displaced persons is an important part of ZOA’s work. Modest progress has been made in this area. Training and lobbying in the area of land rights have taken place in Angola and Cambodia. ZOA Sri Lanka was able to continue and expand its work, through intensive lobbying and by using its networks with different parties in the conflict. Peace-building is becoming an increasingly important theme in the countries where ZOA is active. Peace-building workshops have been given in Liberia and Ethiopia. A large peacebuilding programme, with support from the Dutch Embassy, will take place in autumn.

More programmes After strong financial growth in the last few years, ZOA has seen modest growth in 2006. The num-ber of areas in which ZOA works, has grown somewhat. So, for instance, a new programme area was launched in Darfur, and a country office was opened in Khartoum in order to enable possible growth in North Sudan. Programme areas have also been extended in South Sudan and in Ethiopia. In the meantime, the programmes in Angola and Cambodia are gradually scaling down, as ZOA is phasing out its activities there.

Extending the portfolio of donor organisationsZOA has been successful at receiving more donations from existing donors. ZOA Ethiopia received a substantial subsidy for peacebuilding from the Dutch Embassy in Ethiopia. South Sudan received financing from OFDA (United States) for its programme. Various contracts were also signed with ECHO, UN organisations and national governments. ZOA submitted a successful application for a subsidy from the Dutch government for the rehabilitation of Burundi, Sudan and Afghanistan for 2008 to 2010. ZOA received the highest scores for the quality of the application. In addition, PRISMA, a sister organisation, will also make funding available for education projects in Thailand and Liberia. Due to the fact that ZOA Cambodia is gradually phasing out its operations in Cambodia, it was not able to fully receive the lapsed EU financing. Subsequently, sufficient funds were not available for the three districts in Western Cambodia.

Increasing the involvement of local people and trainees An increasing number of senior management positions in the country offices are being filled by local staff members. The Country Director and his substitute in Angola are both local employees, as well as the Head of Programmes in Ethiopia. The big Darfur programme has been transferred to a Ken-yan colleague and the Programme Advisor in Thailand will be replaced by a local staff member. It is not always possible to find qualified local employees. It has been a challenge in South Sudan, be-cause people in key positions are often called up for army duty or take jobs with the new government or one of the many UN departments. Only one trainee was placed in the last year, in Darfur.

1. Afghanistan2. Angola3. Cambodja4. Ethiopia5. Liberia 6. Myanmar7. Sri Lanka8. Sudan9. Thailand

1

2

57

6

398

4


ZOA CORPORATE MEMBER IN CAMBODIA | “Such a big difference is not right and it shouldn’t be like this,” says Petra Moggré, while standing up to her knees in a rice paddy. Her second field visit to Cambodia was as a representative of ZOA Corporate. The project that she supports, i.e. water management and agricultural development, is in full swing. It aims to increase the income and food security of the population. “A field visit like this is illuminating. If you read through a project summary beforehand it doesn’t really affect you. You know that a lot of people here are poor but it doesn’t hit you until you look into their eyes. This is what touched me the most – the normal contact. You’re both human beings, but there’s this huge divide between you as rich and poor. I don’t think everyone should be equally rich or poor, but the extent of the difference that you see here, that should not be possible.”


5.1.1¬ Afghanistan: Communities take their lives into their own hands

After over thirty years of wars and natural disasters, Afghanistan’s already underdeveloped infra-structure has been destroyed. In the last three years Afghanistan has been hit by the worst drought in thirty years. Many people had no option but to abandon their homes to try and find water for themselves and their cattle. ZOA has been active in Afghanistan since 2000, supporting returnees, internally displaced persons and other vulnerable groups.

ZOAworksintheKabulandWardakprovincesincentralAfghanistanandinthenorthernJawzjanand Sar-i-Pul provinces. ZOA Afghanistan focuses on water and sanitation in rural areas, on the rehabilitation of employment opportunities, income and emergency relief, and it aims to create op-portunities for sustainable development with its programmes. ZOA does not only offer relief of basic needs, but also trains local communities so that they can become the driving force behind their own development.

ZOA Afghanistan in 2006The Afghan population is tired of wars and suffering. People here really want to learn and be part of the change. In general, communities are very willing to cooperate with organisations like ZOA to improve their destiny. The unsafe and instable situation in Afghanistan influences ZOA’s work. Drug trafficking, increased violence and suicide attacks have increased by 600%. ZOA does everything it can to safeguard its staff and the communities in which it works. The safety issues as well as the heat and drought in the country cause delays in the execution and completion of certain projects.

In 2006, ZOA Afghanistan worked in:

In 2006, ZOA Afghanistan helped:

In 2006, ZOA Afghanistan focused on:

ZOA Afghanistan reached the following

concrete results, amongst others:

ZOA Afghanistan worked with:

ZOA Afghanistan’s staff:

ZOA Afghanistan received funding from:

ZOA Afghanistan’s expenditure amounted to:

ZOA Afghanistan’s budget for 2007 is:

NorthernAfghanistan:JawzjanandSar-i-Pulprovinces.CentralAfghanistan:WardakandKabul Provinces.69,900 people directly and indirectly in the Northern region. 29,660 people directly and indirectly in the Central region. Total: 99,560 people.Facilitating water and sanitation programmes and projects in rural areas.Finding alternative sustainable means of making a living.Building 44 wells for 258 families (1,548 people). Planting 10 orchards for 20 families (120 people). Building two schools for 650 boys and girls.Village committees in various villages and communities. Action Aid, CoAR, DACAAR, German Agro-Action, Global Partners; Ibn Sina, IOM; Madeira,PeaceWindsJapan,PSO,SCA,SCFUnitedKingdomandtheUnitedStates,UNICEF, UNHCR, WFP. 85 people. Alfa&OmegaFoundation,ICCO/Prisma,IOM,Japanesegovernment,MRRD(Afghangovernment), NSP, PSO, Wilde Ganzen, Woord & Daad, ZOA’s own funding. 1,049,946889,402

Objectives for 2006

1. ZOA Afghanistan aimed to investigate the possibility of working in a new area in Afghanistan.2. ZOA Afghanistan aimed to develop safety and communications systems that make it possible to react

quickly in emergency situations. 3. ZOA Afghanistan wanted to appoint a new Programme Manager for the Northern region.

Have the objectives been achieved?

1. A study was conducted on the situation in the Southern region of Uruzgan and in North-Western Faryab. This study resulted in a detailed programme plan for the Faryab region.

2. ZOA Afghanistan has taken additional security measures. In addition, a Disaster Management Team has been appointed, with accompanying procedures. ZOA staff are being trained.

3. Cor Verduijn has been appointed as Programme Manager, as per September 2006. ZOA Afghanistan’s objectives for 2007

• ZOAAfghanistan focusesonprogrammes thatenablealternativeandsustainablewaysofmakingaliving. In areas where poppy cultivation is the most important source of income, ZOA will introduce other means of making a living, such as cultivating saffron.

• ZOAAfghanistanaimstofurtherdevelopasystemthatwillenablequickresponsetoemergencyreliefissues, especially keeping in mind the recovery and redevelopment in communities where ZOA Afgha-nistan is active.



5.1.2¬ Angola: Transferring responsibilities

Angola went through a period of violent conflicts after its independence in 1975. ZOA started a programme to help the victims of this violence in 1998. In the early years, ZOA worked with displaced persons in refugee camps near Lubango. The situation in the country became more stable after peace treaties were signed in 2002, which enabled ZOA to expand its programme area to other parts of the Huíla province, such as Cacula, Caluquembe, Caconda and Chipindo. ZOA has been supporting returnees there, mostly by improving access to basic necessities like water, food and healthcare. A large number of schools and healthcare clinics have been rebuilt in the last few years. By building roads and bridges ZOA has also created projects that improve access to remote areas.

ZOA Angola in 2006Peace has started to settle in Angola over the last four years, which has made it possible to create projects with long term objectives. Cooperation with governmental institutions and support from local organisations has been of crucial importance. Cooperation with the Angolan organisation ADESPOV has already led to the transfer of the programmes in the Caconda and Chipindo districts. ZOA Angola is in the process of phasing out of Angola. The emergency relief and rehabilitation projects have already ceased and remaining programmes are tightening their belts. In 2007 the focus of programmes in Angola will shift from rehabilitation towards supporting sustainable local development initiatives.

ZOA Angola worked in:

ZOA Angola helped:

ZOA Angola focused on:

ZOA Angola achieved the following

concrete objectives:

ZOA Angola worked with:

ZOA Angola’s staff:

ZOA Angola received funding from:

ZOA Angola’s expenditure amounted to:

ZOA Angola’s budget for 2007 is:

The Cacula, Caluquembe and Caconda districtsDirectly: 45,000 people; Indirectly: 100,000 peopleFood supply security: agriculture and livestock, land rights and grain banks. Capacity buil-ding: building community development centres, training programmes for local partners. Four drinking water points for approximately 5,000 people; Distribution of 300 pairs of draught oxen (1 pair of oxen per 10 families) for approximately 40,000 people; Distribution of 6,000 seed packages for approximately 30,000 people.ADESPOV, IESA, Ministry of Agriculture, Ministry of Social Affairs, OHAT, governmental institutions at district, municipal and provincial level, UTCAH. 57 The Dutch Embassy (in Angola), Dutch Ministry of Foreign Affairs (TMF), EIDH, Europe-Aid, FAO, ICCO/Prisma, Probizz, PSO, TEAR fund UK, ZOA’s own funding. 1,565,677532,016

Objectives for 2006

1. ZOA Angola wanted to achieve an increase of income from agriculture, by distributing seeds and tools and by improving access to knowledge and markets.

2. ZOA Angola wanted to revise financial and logistical procedures in order to make the organisation more successful.

3. ZOA Angola aimed to improve its financial management and reporting to donors using ZIS.

Were these objectives achieved?

1. Seeds, tools and oxen have been distributed to the target areas. Agricultural training was given and a bridge was built to improve access to markets.

2. ZOA Angola is more successful, because managers have better insight into the costs of project activi-ties.

3. After some teething problems, ZIS is functioning well. It provides information to managers and helps to compile reports.

ZOA Angola’s objectives for 2007

• ZOAAngolawould liketokeeponsupportingsolidaritygroupswithtechnicalandorganisationalad-vice.

• ZOAAngolaaimstocontinuethecooperationwiththeprovincialanddistrictdepartmentsofagricul-ture.

• ZOAAngolawantstotransferthemanagementofprojectsinCaculaandCaluquembetoADESPOV.• ItwouldliketostartupacapacitybuildingprogrammeincooperationwithADESPOVandIESA.



5.1.3¬ Cambodia: Cambodians take development into their own hands

Cambodia has a history of more than two decades of war and violence. Approximately one to three million Cambodians are estimated to have died during the Khmer Rouge regime. During the war years hundreds of thousands of people fled to the seven refugee camps on the Thai border. Refugees could only begin to return in 1998. ZOA has been active in Cambodia since 1993. The last battles with the Khmer Rouge took place in the Otdar Meanchey province, which is why it is still one of the poorest provinces in Cambodia. The population of Otdar Meanchey,148,000 people in 233 villages, consists mostly of returnees. The province also attracts large numbers of landless Cambodians. ZOA has been working with these refugees since 1999. ZOA focuses on coordinating support and developing communities, agriculture, and education. The organisation works in 150 villages, especially with female headed households, demobilised soldiers and the poorest members of society.

ZOA in 2006 The political situation in Cambodia has been relatively stable in the last few years. However, the levels of corruption at all levels of the government is frightening. Partly due to this, one third of the population live below the poverty line. The Cambodian government has now made the development of the poor in the countryside a priority. The poverty stricken population is still strongly dependent on foreign organisations for their means of support, education, healthcare and to lobby for their human rights. The activities of these foreign organisations are slowly being transferred to local organisations. Moreover, there are not that many NGOs and those present are relatively small. ZOA Cambodia scaled down in 2006, partly because there was less funding and partly because more and more activities have been transferred to partner organisations. Most people in the communities where ZOA Cambodia is active have no access to clean water. Most villages have primary schools, but support is needed to keep the quality of education consistent. At the moment priority is being given to improving agricultural production and raising income levels. ZOA has been helping communities to set up farming cooperatives. In addition, irrigation systems are necessary, as well as ploughing equipment, technical training and advice on land rights issues. ZOA lobbies on behalf of the target groups, especially about land rights conflicts. The most impoverished are often the hardest hit victims of land rights issues.

Creating village committees and training people helps the target group to organise their own development. Other local groups busy themselves with the maintenance of wells, irrigation systems, rice banks, etc. Because these groups have been involved from the start, they can take over responsibilities when ZOA withdraws from Cambodia. Cooperation with governmental organisations is also of crucial importance if development here is to be sustainable.

ZOA Cambodia worked in:

ZOA Cambodia helped:

ZOA Cambodia focused on:

ZOA Cambodia achieved the following

concrete results:

ZOA Cambodia worked with:

ZOA Cambodia’s staff:

ZOA Cambodia receives funds from:

ZOAs expenditure amounted to:

ZOA Cambodia’s budget for 2007 is:

Otdar Meanchey province148,000 peopleCommunity development, agriculture (irrigation), capacity building and educationConstruction of an irrigation dam for 60 families; Building five schools and reconstructing two schools, for approximately 1,400 kids ; Building the Ministry of Agriculture’s technical capacities, including the use of fertiliser and chemicals.Buddhists for Development, CARE, Cambodian Red Cross, Community based Integra-ted Development Organization, Child Development Association, Food for the Hungry International, Khmer Buddhist Association, Malteser International, Rural Community and Environment Development Organisation, Social Services of Cambodia, UNICEF58 peopleAUSAID, BTC, CARE, CARE CBLE, ECHO, ICCO/Prisma, NRDP, PSO, Wilde Ganzen, ZOA business platform, ZOA’s own funding. 966,230639,512

Objectives for 2006

1. ZOA Cambodia wanted to improve disaster management, particularly water management.2. ZOA Cambodia aimed to start phasing out its activities by transferring activities to partner organisati-

ons.


1. Disaster management teams have been trained and supported in twenty villages and four communi-ties.

2. More and more activities are being implemented via partner organisations and fewer by ZOA. ZOA staff were involved in coaching and monitoring.

Objectives for 2007

• ZOACambodiastrivestofurtherbuildthecapacitiesoffourlocalNGOs,theProvincialCommissionforCountryside development and four provincial governmental institutions.

• ZOACambodiawouldliketotransferprojectstopartnerorganisations.• ZOACambodiawouldliketoimproveagriculturalproductionandincomegeneration.• ZOACambodiastrivesforanimprovementofprimaryeducationviaprogrammesforteachertraining



5.1.4¬ Ethiopia: Working on peace in the Horn of Africa

ZOA has been active in Ethiopia since 1993. The country and region have been plagued by war and conflict for many years. There are 95,000 refugees and approximately 400,000 displaced persons in Ethiopia. ZOA works in the Gambella, Beneshangul Gumuz, Tigray, Amhara, and Somali areas and since 2006 in Oromiya. ZOA Ethiopia works in six of the seven refugee camps in the country, with refugees from Sudan, Eritrea and Somalia, internally displaced persons and with local guest communities. ZOA focuses on peace building, career training and improving the use of natural resources, and cooperates with other organisations and regions in this.

ZOA Ethiopia in 2006 The situation in Ethiopia is not stable. There are various conflicts in and around the borders. Because of the unsafe conditions, people drift. In 2006, unease and violent conflicts were the cause of hund-reds of deaths in Ethiopia’s Oromiya, Gambella and Somali areas. A few thousand Sudanese refu-gees returned to Sudan from the Bonga and Sherkole refugee camps. The Ethiopian government has recognised the presence of displaced persons in Gambella. It is a positive step, which actively involves the regional government with a programme for these displaced persons, run by ZOA and UNOCHA.

ZOA Ethiopia has been active in a number of areas for ten to fifteen years. Housing has improved and people have started to set up their own small businesses. Former refugees are now able to make a contribution to the rehabilitation of their country. In other areas (Tigray, Somali, Borena) ZOA has not been active for long enough to see long term sustainable development yet.

ZOA Ethiopia worked in:

ZOA Ethiopia helped:

ZOA Ethiopia focused on:

ZOA Ethiopia reached the following

concrete results:

ZOA Ethiopia worked with:

ZOA Ethiopia’s staff:

ZOA Ethiopia received funding from:

ZOA Ethiopia’s expenditure amounted to:

ZOA Ethiopia’s budget for 2007 amounted to:

Gambella region: Gambella, Bonga, Pugnido and Dimma refugee camps. Beneshangul Gumuz region: Asosa and Sherkole refugee camps. Tigray region: Shiraro and Shimelba refugeecamps.Amhararegion:(untilJune2007):Desse,HaykandKombolcharefugeecamps.Somaliregion:Jijiga,KebrebeyaandHartciheikrefugeecamps.Oromiyaregion:Borena and Mega (Dire) refugee camps.Approximately 50,000 refugees in six camps (directly and indirectly). 8,000 returnees in Desse and South Wollo. 44,000 displaced persons in Gambella. 500 displaced persons in Harticheik. Approximately10,000 people from communities where refugees are being housed: 68,500 people in total.Building peace, capacities and homes, HIV/AIDS.Building 298 mud brick houses in Desse for 298 families (approximately 1,800 people).Medicine and retroviral drugs for 1,000 people in Desse. Training 100 people as extension agents for work in six refugee communities and their host communities.Action for Development (Borena), Euronaid, Gambella Peace Network, governments at various levels in all regions, HAMDI (environmental NGO, Somali region), IOM, IRC (INGO), Mekane Yesu Church (Gambella), MCDC (Mother and Child Deve-lopment Cooperation) in Somali region, RNE, SCS (Save the Children Sweden), SNV (Borena), UNHCR, UNOCHA, WFP.80 peopleAlexport, Burgland Caritas, The Dutch Embassy (in Ethiopia), EU, Heemskerk BV, ICCO/Prisma, PSO, UNHCR, UNOCHA, Woord & Daad, ZOA’s own funding.2,147,2642,271,321

Objectives for 2006

1. ZOA Ethiopia wanted to find out how many displaced persons there were in Gambella and how serious their situation was.

2. ZOA Ethiopia aimed to develop a programme for displaced persons in Gambella, aimed at improving their standard of living.

3. ZOA Ethiopia strives for more intensive collaboration with the fundraising and education department at ZOA’s head office in Apeldoorn.


1. Research was conducted by ZOA staff and by the regional governmental authorities over six weeks in March and April.

2. A programme aimed at sanitation was developed with the support of UNOCHA and in cooperation with IOM. Non-food items were handed out and people were given a starting capital and small credit to start businesses.

3. More than ten Dutch visitors were welcomed. This led to more contact and understanding. The fundraising and education department took the initiative for the making of a film about the activities in Ethiopia. The DVD that was made provides insight into the complexities and challenges of the work.

Objectives for 2007

• ZOAEthiopiawillprepareagreementswiththevariousregionalanddistrictauthoritieswithintheframe-work of the peace building programme.

• ZOAEthiopiawouldliketoprepareforthegradualphasingoutoftheprojectintheGambellaandBe-neshangul Gumuz refugee camps.

• ZOAEthiopiawouldliketolaunchnewHIV/AIDSprojects.• ZOAEthiopiawillinvestigatepossibilitiestocooperatewithUNOCHAinitsworkwithandfordisplaced

persons.• ZOAEthiopiawouldliketoseemoretransferofknowledgeaboutpeacebuildingintheregion.



5.1.5¬ Liberia: Democracy, but now what?

ZOA has been offering emergency relief to refugees in Liberia since 2003. In that same year a transitional government was formed after fourteen years of civil war and oppression by the dictator Charles Taylor. At its first democratic election, which was held at the end of 2005, Liberia elected the African continent’s first female president. Liberia is now at a turning point in history. There is a fragile peace, corruption is slowly diminishing due to the efforts of the new government and foreign investment is increasing.

ZOA Liberia has been active in two areas, one near the capital of Monrovia and in Nimba in the far North West of the country. Large numbers of refugees live in these areas, both internally displaced persons and refugees. ZOA focuses on food supply security, water and sanitation, education (building schools and training teachers) and building the capacities of communities. Special attention is being devoted to single parent families, who are especially vulnerable.

ZOA Liberia in 2006Many Liberians have given up any hope that their situation will change soon. The infrastructure of the country has been almost completely destroyed, corruption has to be eradicated and people have to be motivated to start working again. Economic growth is still a distant dream. A newly appointed Truth and Reconciliation Committee will contribute to the repair of the social infrastructure. The population is sceptical, however, but they do see that stability and hard work will be necessary for sustainable long term growth.

The situation in the country is now stable, but there is a lot of crime, especially in urban areas, largely due to an unemployment rate of almost 85%. Almost three quarters of the population live on less than a dollar a day. Single parent families are extra vulnerable – and they account for almost 40% of the families in Nimba.

ZOA Liberia’s capacity building programmes are not only focused on the community leaders, but also on the community at large. In this way, communities ‘own’ the process and are completely involved in its implementation. In the coming years, ZOA Liberia will focus more and more on facilitating capacity building of both ZOA staff and the target groups. ZOA Liberia strives to eventually phase out its presence and hand over the rehabilitation projects and the building of schools, agricultural projects and water and sanitation facilities to locals.

ZOA Liberia worked in:

ZOA Liberia helped:

ZOA Liberia aimed at:

ZOA Liberia achieved the following

tangible results:

ZOA Liberia worked with:

ZOA Liberia’s staff:

ZOA Liberia received funding from:

ZOA Liberia’s expenditure amounted to:

ZOA Liberia’s budget for 2007 amounted to:

The Nimba, Margibi and Montserrado counties.Directly : 69,250 refugees. Indirectly: 346,250 refugees.Food safety, education, water and sanitation, peace buildingTraining 223 village groups (4,450 people) in agricultural techniques. Building 25 schools, including water facilities and latrines for approximately 6,000 pupils.Building 300 latrines for 1,800 people.CHAP - Nimba LNGO partner, CSDP - Nimba LNGO partner, Grassroots Democracy - Nimba LNGO partner, KADI - Nimba LNGO partner, MOSE - watsan LNGO, Ministry of Agriculture, Ministry of Health, Ministry of Gender, Ministry of Planning & Economic Af-fairs, WANEP - peace building LNGO, WASH - watsan LNGO, UNDP, UNICEF, UNMIL - United Nations Mission in Liberia.58 peopleAlfa & Omega Foundation, CRWRC, Happy Gift (Wilde Ganzen), ICCO/Prisma, PSO, UN, UNHCR, Woord & Daad, ZOA’s own funding. 1,194,6162,181,284

Objectives for 2006

1. ZOA Liberia wanted to involve the target groups in a system of study groups for and by people in the countryside.

2. ZOA Liberia wanted to introduce linked themes such as the role of women, HIV/AIDS and peace building in all projects.

3. ZOA Liberia wanted to organise peace building training for ZOA staff, partner organisations and the target groups.


1. 263 groups of 20 people in every countryside community took part in workshops on skills in the areas of water management, agriculture and food supply security, the environment, hygiene, health, nutri-tion, HIV/AIDS, gender issues and peace building.

2. 4,000 people took part in workshops on these subjects.3. WANEP (West African Network for Peace) gave three training courses to ZOA staff. In addition,

training material was developed for a ‘train-the-trainers’ course for partner organisations. Objectives for 2007

• ZOALiberiawouldliketoimplementathirdprogramme,whichwilladdresstheissueofaccesstowaterand sanitation in Monrovia, the capital. This programme will be specifically aimed at combating cholera, with single female parent families as its most important target group.

• ZOALiberiaaims tocontactnewsourcesof funding, suchas theEUandUSAID,andwithprivatedonors in the Netherlands, in order to replace the support of the UNHCR, when this organisation wit-hdraws from Liberia in 2008.

• ZOALiberiastrivestofindpossibilitiestoworkwithotherZOAcountriesinAfrica,becauseofitsgeo-graphically isolated position as the only ZOA country in West Africa. Possibilities include cooperation in the areas of peace building, an important shared theme.



5.1.5¬ Myanmar: Keeping hope alive in a hopeless situation

By Cor Portier | Country Director MyanmarZOA has been active in Myanmar (Burma) since 2004. The Karen people that live in this country suffer under severe human rights violations. Large numbers of internally displaced persons live in the East of the country. The Burmese government is not prepared to or capable of protecting its own citizens from violence perpetrated by the Burmese army.

Local NGOs aren’t permitted to do their work either. International diplomatic involvement hasn’t changed anything. The humanitarian need in this country is immense. ZOA is supporting commu-nities with things like management training and career training for the youth in refugee or returnee communities. This makes them less vulnerable and creates less need for them to migrate illegally to other areas or countries where they easily fall prey to human trafficking and sexual exploitation.

ZOA Myanmar in 2006The international media have paid much attention to the situation of the human rights activist and Nobel Prize winner Aung San Suu Kyi, who lives under house arrest. At the same time the Burmese army’s heaviest offensive against the Karen people in ten years (in 2006) has not been a news item in newspapers and on newsnetworks around the world.

ZOA Myanmar worked in:

ZOA Myanmar helped:

ZOA Myanmar focused on:

ZOA Myanmar reached the following

concrete results:

ZOA Myanmar’s staff

ZOA Myanmar received funding from:

ZOA Myanmar’s expenditure amounted to:

ZOA Myanmar received total funding of:

ZOA Myanmar’s budget for 2007 is:

Hpa-an, Yangon, Moulmein, Toungoo, Pago, Pathein and Loikaw districts.Approximately 1,000 refugees and returnees. Indirectly: the communities in the seven districts. Capacity building of local communities and local partners. Supporting the training of 1,000 youth. Supporting four partner organisations. 3 local staff members.VOLGTVOLGTVOLGTVOLGT

Objectives for 2005

1. ZOA Myanmar wanted to continue building up the local communities’ capacities.2. ZOA Myanmar wanted to continue building up the local partner organisations’ capacities.


1. More youth than planned were reached by the ZOA supported community management courses and career training courses.

2. Various management training courses for staff from partner organisations were organised and sup-ported.



5.2.1¬ North Sudan: Living with conflict and homelessness

Arno Louws | Country Director North SudanWith 5,5 million refugees, Sudan has the highest number of refugees on earth. In Darfur, more than 2,5 million people are refugees and more than 200,000 people have died in conflicts. ZOA has been supporting people in Gereida, South Darfur since November 2004. In December 2005, ZOA startedworkinginanothertwoareas:AbuAjuraandJoghana.Refugeesandthecommunitiesinwhich they live are supported by ZOA with activities in the areas of education, agriculture, water and sanitation, career training and income generation.

ZOA North Sudan in 2006In May 2006 a peace treaty was signed between the Sudanese government and the Sudan Liberation Army. There were a few weeks of relative peace after the signing of the treaty, but then violence escalated anew. The fighting parties split into splinter groups, resulting in further escalation of violence in an increasingly muddled situation. ZOA had to postpone all its programme activities in theJoghanadistrictinApril,becauseofanattackthereandtheresultingviolence.InAugust2006,ZOA opened a country office in Khartoum. There are plans to expand activities to other parts of North Sudan. These activities are primarily aimed at the refugees around Khartoum, in the border region with Ethiopia and the Red Sea area. In order to do this, it is of great importance that ZOA’s formal registration application is successful with the Sudanese government. After attacks on two organisations in Gereida, in December 2006, in which staff were attacked and cars and materials were stolen, ZOA and all the other NGOs in Gereida decided to evacuate their staff and postpone all activities. The escalation of violence resulted in more refugees. In 2006 the number of refugees in the Gereida camp doubled from 50,000 people to more than 100,000, with a further increase expected. ZOA North Sudan supports these refugees and displaced persons by protecting whatever they still have so that they can look after themselves. ZOA will also contribute by focusing on educating and training of the target group.

ZOA North Sudan worked in:

ZOA North Sudan helped:

ZOA North Sudan focused on:

ZOA North Sudan worked with:

ZOA North Sudan reached the following


ZOA North Sudan’s staff:

ZOA North Sudan received funding from:

ZOA North Sudan’s expenditure amounted to:

ZOA North Sudan received total funding of:

ZOA North Sudan’s budget for 2007 is:

Gereida,JoghanaandAbuAjuraDistrictsintheSouthernDarfurState.80,000 refugees and host communities.Education, food supply security, water and sanitation, income generation. Humanitarian Aid Commission, Society of Disabled in Gereida, Sudanese Red Crescent Society, Ministries of Agriculture, Education and Healthcare, Rural Water Corporation, Community Based Organisations. Seed distribution for 11,800 farmers. Distribution of school materials and school furniture for 13,000 pupils. Building six wells for 1,800 people. Supporting 427 women in setting up alternative income generating activities.46 people.VOLGTVOLGTVOLGTVOLGT

Objectives for 2006

1. ZOA North Sudan wanted to support at least 80,000 people in Darfur2. ZOANorthSudanwantedtoextenditsactivitiestoJoghanaandAbuAjura.3. ZOA North Sudan wanted to sharpen the focus of its activities. 4. ZOA North Sudan strived for a 50 % increase in the money it spends on refugees.


1. ZOA North Sudan was able to directly help 80,000 people in Darfur.2. An office was opened in Abu Ajura, and a programme was developed. ZOA was forced to halt the

programmeinJoghana,becauseofanattackonGereidaandtheensuingunsafety.3. ZOA has been focusing less on building water and sanitation facilities and more on community deve-

lopment. 4. The activities in Abu Ajura were extended and the size of the programme in Gereida was increased. Objectives for 2007

• ZOANorthSudanwouldliketostartsupportingtherefugeesintheKhartoumregion,vialocalpartnerorganisations.

• ZOANorthSudanwantstoconsolidateandstrengthentheDarfurprogramme.• ZOANorthSudanaimstoexpandtheactivitiesforthedevelopmentandcapacitybuildingofitsown

staff and partner organisations.• ZOANorthSudanwould like to investigate thepossibilitiesofsupporting returnees in theBlueNile

province.



5.2.2¬ South Sudan: Rehabilitation takes time

By Jan Huls | Country Director South Sudan ZOA first started working with communities in rebel areas in South Sudan in 1998. More than twenty years of war have resulted in an absolute lack of basic infrastructure. Conflict ceased of-ficiallyinJanuary2005.TheSudanesesufferedheavilyduringthewar,butmoreandmorepeopleare becoming motivated to contributing to the country’s reconstruction. Many have to host refugees within their own communities. In the areas where ZOA works 40,000 people have returned to their area of origin in the last two years. ZOA is active in the Central and Western provinces, and in two of the ten states in South Sudan. ZOA is helping to create the infrastructure of healthcare, sanitation and primary education, and to strengthen the community and governmental systems.

ZOA South Sudan in 2006PeoplehadmuchmorehopeaftertheformalpeacetreatywassignedinJanuary2005.Thepro-cess of implementing a semi-autonomous government in the South has cost a great deal of time and has caused the necessary friction. The Sudanese have had to live without much for a long time. A large number of people would like to see their lot improved quickly. This has led to tensions between ethnic groups who feel that they are not profiting enough. It is been a tricky situation for ZOA staff; one in which tact is required. The situation in South Sudan is unsafe. In 2006 three areas were inaccessible for a number of months due to safety issues. On the positive side, the cooperation with the authorities is good, which enables ZOA to contribute to long anticipated improvements with the approval of the authorities.

ZOA South Sudan worked in:

ZOA South Sudan helped:

ZOA Sudan Sudan focused on:

ZOA South Sudan’s concrete results

included:

In 2006 ZOA South Sudan worked with:

ZOA South Sudan’s staff:

ZOA South Sudan received funding from:

South Sudan’s expenditure amounted to:

ZOA South Sudan received total funds of:

ZOA South Sudan’s budget for 2007 is:

JubaWest,TerekekaWest,Maridi&SouthernIbba,LainyaA total population of approximately 305,000 with roughly 40,000 returnees.Basic healthcare, water, hygiene and sanitation, primary education, income generation, HIV/AIDS, and community building.Building and maintenance of 66 wells benefiting 27,000 people. Approximately 275,000 people came into contact with village communities who are involved in issues like water, development and HIV/AIDS. Five groups started activities to generate income and nine groups have already increased their incomes. Renovation, building and support of clinics, giving 225,000 people access to basic health care.Carter Center, Compass, Episcopal Church of Sudan (ECS), ICCO, Living Water Ministries, Presbyterian Church of Sudan (PCOS), PSO, Scope, Sudan Humanitarian Assistance (Suha), UNICEF, UNOCHA, WHO128 peopleVOLGTVOLGTVOLGTVOLGT

Objectives for 2006

1. ZOA South Sudan wanted to prevent and reduce the impact of HIV/Aids within a population of 160,000 people in Maridi and South Ibba.

2. ZOA South Sudan wanted to improve the living conditions of vulnerable returnees and provide guest families for 105,000 people in Lainya.

3. ZOA South Sudan wanted to create an emergency response team comprised of staff from various programme areas.


1. Approximately 50,000 people who come into close contact with HIV/AIDS were reached. This is a long term objective; therefore measurable results remain to be seen.

2. A smaller target group than planned was helped: 70,000 people. The remaining 35,000 were reached by the NGO Aktion Afrika Hilfe.

3. Preparations were made. Several team members are awaiting suitable training.

Objectives for 2007

• ZOASouthSudanwouldliketoletlocalorganisationshandleasmanyrelevantactivitiesaspossible.• ZOASouthSudanwillkeeptryingtosystematicallyinvolveaviablepartnerorganisationinprojectexe-

cution.• ZOASouthSudanwillkeepsystematicallymonitoringpartnerorganisations.• ZOASouthSudanwouldliketosupportpartnerorganisationsinattractingstaff.• ZOASouthSudanwouldliketobringtheresponsibilityforareaslikehealthandeducationtotheat-

tention of the new Ministries for Healthcare and Education.



5.2.4¬ Sri Lanka: from emergency relief to development. ZOA stays in Sri Lanka

By Bernard Jaspers Faijer | Country director Sri Lanka Sri Lankans did not only suffer as a result of the tsunami in 2005, but also from acts of war. In fact, 347,500 people became displaced as a result of this violence, in addition to the one million people that were hit by the aftermath of the tsunami. The escalation of violence in 2006 forced a further 220,000 people to abandon their homes. Approximately 1 million people are homeless in Sri Lanka right now. In the North and East of the country this comes to 40% of the population.

ZOA has been active in Sri Lanka since 1995. Despite the increase of violence in this region, ZOA willremainactiveintheNorthandEastofthecountry,i.e.intheJaffna,Ampara,Trincomalee,Bat-ticaloa, Mannar, Kilinochchi and Mullaitivu districts.

ZOA Sri Lanka in 2006ZOA Sri Lanka supported displaced persons and refugees during the transition from war to peace-time, from danger to stability, from emergency relief to sustainable development. The presidential elections in November 2005 spurred an increase in violence. The war that broke out put displaced persons in a difficult position. Many had to look for a safe place all over again. The Sri Lankan go-vernment maintains strict policies that govern the activities of the many NGOs active in the country. NGOs are not allowed to travel or send products freely. ZOA however, would like to remain loyal to the people who suffer the most from war and violence. The most important problem ZOA has to overcome is the difficulty to reach its people. ZOA Sri Lanka had to adapt its strategy in some areas. Unfortunately, in some areas it was necessary to move back from rehabilitation projects to emergency relief. Refugees were supported using temporary solutions. By the end of the year ZOA Sri Lanka was involved in large-scale emergency relief operations, with the creation of camps for displaced persons and with the distribution of food aid.

ZOA Sri Lanka worked in:

ZOA Sri Lanka helped:

ZOA Sri Lanka focused on:

ZOA Sri Lanka reached the following


ZOA Sri Lanka worked with:

ZOA Sri Lanka’s staff:

ZOA Sri Lanka received funding from:

ZOA Sri Lanka’s expenditure amounted to:

ZOA Sri Lanka received total funding of:

ZOA Sri Lanka’s budget for 2007 is:

SevendistrictsintheNorthandEastofSriLanka:Jaffna,Ampara,Trincomalee,Mannar,Batticaloa, Killinochi and Mullaitivu.Approximately 150,000 displaced persons.Food Security, health, water and sanitation, shelter and infrastructure, provision of non-food relief items, disaster preparedness and mitigation, community development, capacity building.Building 823 toilets for 3,457 people. Building 528 permanent homes for 2,218 people.Distribution of 2,268 tool kits for 9,526 people. Renovation of 21 schools for 1,575 pupils. Distribution of 5,549 food parcels for 23,306 people.Agricultural Economic Development Organization (AEDO), Al Inzania Organization, ChristianChildrenFund(CCF),ChurchofSouthIndia(CSI),EmpoweringforJusticeandPeace(EJP),FamilianPsychosocialRehabilitationCentre(FPRC),KandawellaNortherndevelopment organisation (KNDO), Killinochi Association for the Rehabilitation of Disabled (KAROD), Lanka Evangelical Alliance Development Service (LEADS), Mahasakthi Foundation (MF), Mannar Association for Differently Abled People (MARDAP), Mannar District Hair Dressers Association, Non-Violent-Peace Force, North East Development Rehabilitation Organisation (NEDRO), Pallai Development and Rehabilitation Organisation (PDRO), Patchali Pallai Development Rehabilitation Organisation (PPDRO), Peoples Welfare Association, (PWA), Rural Economic Development Society (REDS), Shadow, Thadalem Development Organization, Socio Economic Development Organization of Trincomalee (SEDOT), South Eastern Social Service Organisation (SESSO),The Voluntary Organization for Vulnerable Community Development (VOVCOD), UNHCR, Women’s Development Centre (WDC).282 people.VOLGTVOLGTVOLGTVOLGT

Objectives for 2006

1. ZOA Sri Lanka aimed to facilitate the return and resettlement of displaced persons.2. ZOA Sri Lanka wanted to support and sustain emergency relief capacities. 3. ZOA Sri Lanka wanted to integrate the spirit of community building into all activities.


1. ZOA has succeeded in supporting displaced persons as planned. The total number of displaced per-sons has risen in the North and the East, however.

2. ZOA has developed emergency response scenarios so that the effects of disasters on the population will be lessened in the future.

3. ZOA Sri Lanka implemented a multi-sector long term community building programme in all districts. ZOA supported scattered communities, by letting them work together on rehabilitation. Some com-munities became displaced again as a result of new acts of violence.

Objectives for 2007

• ZOASriLankawillfocusmoreonemergencyreliefin2007,inresponsetotheworsenedsafetysitua-tion in Sri Lanka and due to the increased number of displaced persons.

• ZOASriLankawouldliketostrengthenitsinternalstructureandimplementfinancialandadministrativeprocesses. Training ZOA staff will form an integral part of this.

• KeepinginmindtheficklesituationinSriLanka,ZOASriLankawouldliketobemoreflexibleinhowitservices displaced persons.

• ZOASriLankawouldliketoroundoffreconstructionactivitiesrelatedtothetsunami,andmakeatran-sition from tsunami-related help to conflict-related aid.



5.2.5¬ Thailand: New hope for a better future

By Cor Portier | Country director Thailand ZOA started helping refugees from Myanmar (Burma) in seven camps on the border of Myanmar in 1997. These refugees belong to the Karen people. They fled from Myanmar due to constant violati-ons of their human rights by the Burmese army, violent dispossession of their land and forced labour. These refugees have been living in the camps for decades. For years the Thai government did not allow refugees to leave the camps to build up a life in Thailand, but in 2006 the Thai government decided to allow refugees to settle in countries other than Thailand or Myanmar. In addition, it is investigating the possibility for refugees to find work outside the camp. There is still no opportunity for refugees to return to their own country.

ZOA’s Thailand project activities are focused on setting up and maintaining primary and secondary education. These activities form part of the Karen Education Project (KEP). The cornerstone of ZOA Thailand’s activities is building the capacities of all groups involved with education, such as KED, a local partner and the various camp communities, but also ZOA’s own staff. Since 2003 ZOA has been providing various career training courses for the refugees in the seven camps. These new skills will make them less vulnerable when they return to Myanmar in the future.

ZOA Thailand in 2006ZOA Thailand started its fourth cycle of the KEP project in 2006. Right now there are no signs that an early return for refugees to Myanmar (Burma) is possible, which means that there is no emergency situation for the refugees in the border camps within Thailand. For the time being ZOA will therefore contribute to improving the quality of education in the KEP project. In addition, ZOA is developing new career trainings, which are better suited to the needs of the countries where the refugees might be able to settle in the future. Refugees receive computer training, management training and cooking courses, which will give them a future in countries like America, Canada or Au-stralia. ZOA Thailand is also looking into the type of work refugees can perform outside the camps in Thailand, in anticipation of the expected changes in the Thai government’s policy. Hands-on courses have been started up as a first step to setting up small businesses.

ZOA Thailand really values quality control and regularly checks the status of set objectives, which is why it often carries out evaluations, such as the Education Survey 2005, which was completed in 2006.

ZOA Thailand worked in:

ZOA Thailand helped:

In 2006, ZOA Thailand focused on:

ZOA Thailand’s concrete results included:

ZOA Thailand’s staff:

ZOA Thailand received funding from:

ZOA Thailand worked with:

ZOA Thailand’s expenditure amounted to:

ZOA Thailand received total funding of:

ZOA Thailand’s budget for 2007 is:

Two camps in the Mae Hon Song province, three camps in the Tak province, one camp in the Kanchanaburi province and one camp in the Songklaburi province.38,000 pupils in primary and secondary education, 2,500 students with vocational training. Primary and secondary education, vocational training. Building or renovating 272 school buildings. Training 1,800 teachers. 36,014 pupils were registered for primary and secondary education in the 2005-2006 school years. 28,006 pupils passed their (bridge) exams. 47 people.EU, UNHCR, UNICEF, UNHCR, ICCO, PRISMA, Belgian government, Diakonia, Alfa & Omega, Wilde Ganzen, ZOA own funds.KED (Karen Education Department), BGET, COERR, ICS, TBBC, The Curriculum Project, TOPS, World Education/Consortium€ 3,203,823.00€ 3,564,166.00€ 3,242,685.00


Objectives for 2005

1. ZOA Thailand wanted to organise vocational training tailored to the refugees’ future prospects.2. ZOA Thailand wanted to start a special training programme for teachers, in order to make up for the

camp teachers who are leaving. 3. ZOA Thailand wanted to continue professionalising the work and the staff in 2006, and wanted to ap-

point programme advisors with specific educational knowledge. Were these objectives achieved?

1. ZOA Thailand has expanded the number of courses and vocational training courses offered, with the eye on refugees’ resettlement possibilities. More than sixty training courses in fifteen different vocatio-nal training directions were realised in the camps.

2. ZOA Thailand has begun developing a special training programme for potential teachers. 3. ZOA Thailand has developed a framework for a new organisational structure. The Programme Advisor

is responsible for quality control of projects and formulating new strategic objectives.

Objectives for 2007

• ZOAThailandwouldliketofocusoninvolvinglocalcommunitiesintheeducationinthecamps,sothatthe members of the community will become responsible for education.


5.4¬ Country programs: starting up and closing down

By Rein Dekker | Head of Programmes and Bert Bosch | Regional Director

New programmesBurundi: Elections took place in Burundi in August 2005, after twelve years of civil war. Now that the situation in the country is more stable, 60,000 Burundians have returned home from Tanzania. More refugees are expected to return now that things are safer. A ceasefire agreement was signed between the government and the remaining rebel groups in September 2006. Despite this, stability and peace are fragile in Burundi. Rebuilding the trust between the different groups is the biggest challenge the country faces in the immediate future. ZOA started a peacebuilding programme in cooperation with partner organisation MIPAREC in 2007. Similar projects will be developed with co-financing from the Dutch government in the coming years.

Indonesia: In 2005, ZOA investigated the possibility of offering assistance in the Indonesian pro-vince of Atjeh. However, because many emergency relief organisations were active here following the tsunami, ZOA decided not to become active. Other areas where ZOA could possibly start a programme are Ambon, West Kalimantan and Madura. A second study to determine where the need is the greatest will be needed. ZOA has not been able to start work in Indonesia thus far due to a shortage of funding and manpower, and because much pressure was placed on the organisation by the fallout from the tsunami.

Nepal: ZOA investigated the possibility of starting a new programme in Nepal in 2005. Tens of thousands of Nepalese became displaced as a result of the conflict between Maoist rebels and the Nepalese government. Nepal does not have any official refugee camps. In 2006, ZOA’s focus lay on consolidating and expanding the current programmes in Asia. The situation in Nepal and the pos-sibility for ZOA to start a programme there will be re-evaluated in 2007.

North Uganda: Peace talks between the Ugandan government and the Lord’s Resistance Army have resulted in positive developments in Uganda. The aim is to end the civil war in North Uganda. This war has already cost ten thousand lives and almost two million people had to flee the violence. Roughly 1,7 million people now live in refugee camps and 300,000 had to find a safe refuge el-sewhere in the country. ZOA has been trying to set up a programme here since 2005, but lack of manpower has prevented this. ZOA hopes to be able to start up a programme in Uganda in 2007 as soon as enough good staff can be found.

Phasing out of programmesAngola: Now that Angola is becoming increasingly stable, more and more refugees and displaced persons can return to their country. Since the peace treaty was signed in 2002, roughly 360,000 Angolans have returned to their country. The Angolan government is still weak however, education and healthcare provisions are marginal and there is a shortage of food, seed and tools. More than a million people are still partly dependent on food aid. The rebuilding of the country is in its final phases though and many organisations are working towards sustainable development. ZOA has reached the end of its mandate here and will be phasing out its activities, with the goal of concluding its pro-gramme by the end of 2007. Projects in the Huila province will be handed over to local organisations like ADESPOV and IESA this year (please consult the chapter on ZOA Angola, on pg. ...).

Cambodia: ZOA has been focusing on building the capacities of local partners and transferring activities to local organisations in Cambodia. This has been successful and ZOA Cambodia is con-vinced that all projects in the Samraong area will have been completely handed over by the end of 2008 to partner organisations like CIDO (Community-based Integrated Development Organisation), which carries out projects independently. ZOA has supported CIDO by helping it to create a good organisational structure. There are not enough local organisations of sufficient quality in Anlong Veng, and therefore phasing out here will take more time than planned.


Uganda, West Nile region: The projects in Uganda’s West Nile region fall under the South Sudan programme. ZOA South Sudan’s country office was situated in the Ugandan Arua, because it was notsafetoopenanofficeintheSouthSudanesecapitalJubaforalongtime.ZOAdoesnotonlywork in South Sudan from its Arua office but also in the West Nile region in Uganda, where it mainly works on education projects. Because the situation in Sudan has become relatively stable after the signingofapeacetreaty,ZOAwillnowmoveitscountryofficetoJubaatthebeginningof2007,which will effectively end its activities in the West Nile region. The schools that ZOA started and supported in this region will be handed over to the communities and local governments.

5.2¬ Emergency Relief

By John Buijs | Desk Officer of Emergency ReliefTwenty-four year old Samatha Siva Rahini and her husband and son were heavily affected by the tsunami. Their home was destroyed and they lost all their means of income. The family now lives in the Maruthanagar refugee camp, where ZOA is active. Samatha became a member of a women’s group in the camp, which discusses communal problems and tries to solve them. In the meantime, the family has been given a plot of land, and have started building a new home. After a difficult time they can now look forward with some hope. Thanks to the emergency relief directly following the tsunami and a good follow-up programme aimed at stimulating the ability of people to help themsel-ves, Samatha has been able to pick up her life again. Samatha’s story illustrates that emergency re-lief has the most impact when it is embedded in a broader programme. In the past, emergency relief focused mainly on what people were lacking, but nowadays ZOA is looking more at what people still have. By protecting and supporting those resources, people become less dependent on aid, which makes it easier for things to go back to normal sooner.

Emergency relief in 2006Thankfully there were fewer natural disasters in 2006 than in 2005. The year was mainly spent car-rying out emergency relief projects centred on the disasters of the preceding year.

Emergency relief in existing ZOA country programmesEmergency relief funds were used to finance various emergency relief activities in existing ZOA country programmes, such as in Ethiopia (drought in Borena), Sri Lanka (tsunami related) and in refugee camps in South Darfur. Details can be found in the country specific chapters.

PakistanZOA supported four relief projects for the victims of the earthquake of 8 October 2005 in Kashmir, Pakistan, helping approximately 70,000 people. The focus was mainly on providing temporary shel-ter. Do-it-yourself building kits were handed out via Shelter Now International. Each kit included materials for a corrugated iron hut of three by four meters, including a fireplace, mattresses and blankets for six people. The main purpose was to get people through the winter. After receiving building instructions, families were expected to build their new temporary homes on their own land. In total, around 1,750 kits were distributed, funded by ZOA’s contribution of € 575,000. A similar project was carried out with MEDAIR. ZOA supported this project with staff and a contribution of € 267,000, which helped 3,600 people. MEDAIR’s follow-up project was supported by ZOA with a € 500,000 contribution and focused on the rebuilding of eleven schools and distribution of cattle to farming families that were badly hit. A project aimed at improving health conditions was supported to the value of € 250,000, via TEAR Fund England. This project reached 27,000 people.

Integrated emergency relief Emergency relief is often the first phase in a programme spanning several years. Things can fluc-tuate, especially in conflict situations, and the lines between emergency relief and rehabilitation programmes often blur. ZOA’s presence in crisis areas puts it in a position to react quickly to local emergency situations. In order to react quickly and adequately, ZOA has tried to integrate more and more of its emergency relief activities into longer term programmes. Special emergency relief teams have been created within the countries. An emergency relief team was formed in the South Sudan programme in 2006.


CHILD REFUGEE IN THAI CAMP: AYE AYE MY WANTS TO BE A TEACHER | They were told to leave their village by Burmese soldiers, so Aye Aye My (14) and her family left with only a few meagre possessions and ended up at Ma Lae, a camp for Karen refugees in Thailand. They are not allowed to leave the camp and are trapped there with 40,000 other mem-bers of the Karen people. “Life in the camp itself is OK. We can at least go to school and are given food and drink without having to do anything for it. But we’re not allowed outside of the camp by the Thai government, so we stay within the fences of the camps and that’s not nice. I get really bored. It’s always the same. We’d be able to see so much more of the world outside of the camp and be able to learn more. I haven’t seen a lot and I feel limited by it. I would like to become a teacher one day and teach my own people. It’s crucial for the Karen to be educated so that if


6¬ Fundraising & Education Report

By Otto Kamsteeg | Head of Fundraising and Education Westerners are now more than ever confronted by the destructive effects that wars and natural disasters have on people’s lives. The deluge of information that is fed to us by the media can be a little overwhelming, and sometimes it would be easier to just close our eyes to all the suffering in the world. The Bible inspires us to care about the needs of others. We have to show compassion and do the right thing for people who have been done wrong. This Biblical message has helped ZOA to inspire its supporters to become involved in the situation of refugees.

ZOA would like to be an intermediary between ZOA’s supporters in the South and ZOA’s supporters in the North. We see it as our responsibility to keep our supporters up to date about the effectiveness and purposefulness of our work through transparent and correct information. We do this to get our supporters involved with ZOA’s work and with the target audience in the South. Transparent infor-mation means that we provide an open and honest account of the complexity of our work and of the situation of the refugees and displaced persons that ZOA helps.

Primary objective of fundraisingFundraising efforts focus on individuals, schools and churches, companies and private foundations. Competition is stiff among fundraisers. We are grateful that we have loyal supporters in the Nether-lands and believe we can continue to expand this circle through fundraising activities.

Primary objective of education and raising awareness ZOA educates the Dutch public in order to reinforce our support base for emergency relief and de-velopment cooperation, sometimes even in the programme areas. ZOA has experience dealing with turbulent situations, and our operations reflect the Biblical concept of justice. ZOA has called the public’s attention to ‘forgotten’ groups and conflicts by providing education about projects and by situating these projects within the context of the international refugee problem. In providing the public with concrete information, ZOA hopes to change attitudes and behaviour. The most important target group consists of ZOA’s own supporters, who comprise various sub-groups, such as adults, children aged 6-12, schools and religious congregations.

6.2¬ Fundraising and educationTThis department contributed to the organisation’s new strategy and developed new objectives re-garding fundraising and education. The key words are inspiration, awareness and mobilisation. The ambassador concept, which was developed in 2006, is ideally suited to inspire, educate and mobilise Dutch supporters. These ‘ambassadors’ are aware of the extreme imbalances in the world, of the Bi-blical vision of right and wrong and of the possibility to eradicate this imbalance, at least in part. ZOA is educating and supporting them to become ambassadors in their own environment, so contributing to the battle against injustice and extreme inequality.ZOA also wants to involve its supporters in more areas of the organisation. Good communication about how received donations are spent and openness about the complexity of the playing field form thefoundationforthis.ZOApublishestwomagazinesperyearwithbackgroundarticles.IntheJuneissue of ZOA Magazine, for instance, supporters could read an interview with Minister of Defence Kamp about the mission in Afghanistan. Much attention in the magazine and five newsletters was also devoted to the tangible project results and the life stories of the refugees and displaced persons in the magazine and the five newsletters. Up-to-date files are kept on the website with project objec-tives and reports. ZOA assumes that its supporters will decide for themselves how they want to be


involved with the organisation and how they prefer to communicate with ZOA. Therefore, ZOA offers donors the choice of how much mail they would like to receive. Moreover, the annual report can be fully accessed via the internet and ways are being developed to get donors involved with the organi-sation in ways that suit them individually. For instance, supporters can be involved as ambassadors, members of ZOA Corporate or as door-to-door-collectors. ZOA introduced a new corporate identity in 2006, which fits in with ZOA’s development over the last few years. The new logo was introduced in the Netherlands and in the countries.

Objectives for 2006

•ZOAwantedtocomplywith theCodeset by the Wijffels Commission and with the professional standards set by the VFI, Partos and CBF organisations.

•ZOAwantedtoachievegrowthofinco-me through fundraising among the public, churches and companies.

•ZOAwantedtoreceiveasubsidyfromthe Dutch government to fund support base boosting activities.

•In2006,andgoingforward,ZOAwan-ted to strengthen its ties with other chur-ches. In addition to the fundraising activi-ties, ZOA wanted to focus on measurable activities that will get church members involved with the organisation.

•ZOAwantedtostrengthenitsbondwithschools and pupils and develop educatio-nal content.

•ZOAwanted tocontinuecampaigningand wanted to appoint a Campaign Coor-dinator to coordinate these activities. ZOA hopes to find ambassadors in the coming years (especially involving youth and en-trepreneurs).

Objectives for 2006

• As per 1 January 2007 ZOA complies with the de-mands of the Wijffels Commission. The necessary measurements were taken in 2006.

• Incomehasgrown.ZOA’s loyal andgrowing supportbase was generous in 2006. In fact, ... more than was budgeted for. A large part of the growth was thanks to entrepreneurs and capital funds, and an increase in do-nations by the public. In 2006, ZOA welcomed 3,485 new donors. The financial support of companies and en-trepreneurs has grown significantly.

•ZOAsubmitted itssubsidy requests forsupportbaseboosting activities in the Netherlands with the Dutch go-vernment. This request was approved. The programme will be carried out from 2008 to 2010. ZOA has started to cooperate with Woord en Daad, Tear, and Kindernothilfe to prepare a subsidy request for the European Union to fund an educational HIV/AIDS campaign for children.

•In2006variouswaystoboosttheinvolvementofchur-ches were developed. A special cooperation has been developed with other churches. They are saving for spe-cific projects and they have visited these projects.

• Sustainable relationships with educational organisati-ons are being developed. More and more schools and pupils are actively involved in ZOA’s work. Roughly ....... primary school pupils and ..... secondary school pupils have been active in various ways. The income generated from these activities rose by xx% in 2006. ZOA deve-lopededucationalcontentknownasWWKidzandJustCare in collaboration with Woord en Daad, TEAR and various educational institutions. The WWKidz educational material was introduced at primary schools in the autumn of 2006. The Just Care educational materials will beused as of September 2007 at secondary schools.

• A Campaign Coordinator, responsible for increasingthe involvement of the support base with ZOA’s work, was appointed in 2006. ZOA took part in a number of campaigns, aside from its own campaign, ‘We are here to stay’. ZOA took an active part in the Micha Campaign, which aims to bring the Biblical theme of justice to the attention of Dutch Christians. ZOA also co-organised the Red Ribbon concert on World AIDS Day.


The future: Fundraising and Education in the coming three years The objectives for the coming three years were derived from the strategic goals that were formulated for 2007-2010. ZOA would like to inspire its support base, through all fundraising and educational activities, making them more aware and mobilising them to do something for refugees.

Objectives for 2007• ZOAwillkeepontryingtofinddonorswithafixedcontribution.• ZOAwouldliketodevelopandimplementacampaignthatrecruitsnewdonorsvianewmedia.• ZOAwouldliketostrengthenitsrelationshipswithprimaryandsecondaryschools.• ZOAwillmaintainitsrelationshipswithchurchesandapproachthemforspecificprojects.• ZOAwantstofurtherstrengthenitsambassadors’network.• ZOAwouldliketobeinvolvedorpresentatvariousevents,suchastheRedRibbonFestival,the EO youth day and the EO family day, as well as the Micah campaign.• ZOAwouldliketomaintainexistingrelationshipswithvolunteersandrecruitnewvolunteers.• ZOAwouldliketofurtherdevelopfundraisingwithcompaniesandcapitalfunds.

6.2¬ ZOA CorporateBy Harry Verwaaijen | Business ManagerZOA would like to utilize the knowledge and expertise of businessmen within its support base. In 2005, ZOA started the ZOA Corporate network, with twelve entrepreneurs. This network is inten-ded to stimulate the economic perspective of the target group. In 2006 eighteen business owners supported two projects - in Sri Lanka and in Cambodia.

Objectives for 2006• ZOAwantedtomakebetteruseoftheexpertiseofitscorporatebase.• ZOAwantedtogrowthenumberofmemberstotwenty,andthenumberofdonorstoeight.

ZOA Corporate in 2006

ZOA focused on strengthening its relationship with the corporate market in 2006. As a result of the increased number of ZOA Corporate members, the horizon and capacity of the network has broadened, allowing for the knowledge and expertise of the business world to become even more integrated with ZOA’s experience and knowledge. ZOA is still searching for the best way to link the business world’s vision with how ZOA works. It will cost time to get used to each other’s ways of communicating and dealing with challenges.

The objective to grow to twenty members was not achieved, however this was not a major setback since it takes time to integrate the ZOA Corporate network into the whole organisation. The financial contribution by members of ZOA Corporate has increased significantly in 2006 – by 28 percent. In September 2006 TEAR, Woord en Daad and ZOA organised a symposium for their business relati-ons. This symposium enabled entrepreneurs to network and to support each other in the contribution they deliver to the work of the three organisations.

Members of ZOA Corporate travelled to Cambodia in November 2006, for a field visit to the dam building project that they sponsored. The insights of the entrepreneurs were used in the preparation, execution and evaluation of this project. In addition, a project in Sri Lanka was sponsored by the network. The project had to be put on hold due to the civil war that raged there in 2006.

Objectives for 2007 The increased income generated from ZOA Corporate has made it possible to sponsor a third project in 2007. This might make it necessary to adapt the structure of the ZOA Corporate network. Deci-

ZOA CORPORATE Objective for 2006 Achieved in 2006 Objective for 2007Members 20 16 20Donors 0 08 08 08Total 28 24 28


7¬ Human Resources Management ReportBy Diewerke Bosker | Acting HR managerZZOA’s HRM policy is aimed at improving the cooperation among ZOA’s staff. In so doing, it contri-butes to the realisation of the organisation’s objectives. In 2006, the HRM department played into ZOA’s strategic objective to increase both quality and volume. The most important themes were recruitment, the influx of new staff members and professionalising new and existing staff.

HRM in 2006Recruitment: Recruitment was central to HRM’s activities this year. It requires much effort to find new people that live up to ZOA’s professional demands and who fit in with the organisation’s identity, and all this within in a short period of time. It was not always possible to fill all the vacancies in on time in 2006. Because a number of staff members left the organisation it was sometimes necessary to find temporary solutions. In order to fulfil all the vacancies, ZOA will continue to recruit new team members internationally. Influx of new staff: The HRM department coaches new staff from the start of their careers so that they can perform well and at a qualitatively adequate level. The ZOA Orientation course and ZOA’s Assimilation programme were organised for this reason in 2006. These courses enable staff to be-come acquainted with the vision, mission, structure and culture of ZOA. These courses also provide insight into systems and processes, introducing newcomers to how ZOA works and to the activities of the various departments.

The trainee programme abroad was continued in 2006. This programme offers potential ZOA em-ployees in the programme areas the possibility to follow internal training and eventually join the com-pany. An internship opportunity for Post-doctoral Development Studies students from the Catholic University of Nijmegen was created again at the head office.

Professionalising: ZOA developed into a larger and more professional organisation in 2006. Orga-nisational changes were made in the Programme department and other departments (see the Re-port from the CEO on page XX). Where necessary, job titles were adapted to the new situation. With internationalisation in mind, 28 employees followed an English training course. Special attention was devoted to telephone, presentation job related vocabulary, conduct during meetings, writing emails, and cultural differences.The annual HRM cycle that was first implemented in 2005 was further de-veloped in 2006. Systematic performance and assessment reviews were held. A review, conducted in 2006, showed that the annual cycle works quite well in general, but that a few minor adjustments were necessary. These adjustments will be formulated and implemented in 2007.

Personnel developments: Kor van der Helm left ZOA after 20 years of dedicated service. He worked as Regional Director Asia and Africa and as Regional Director at ZOA’s head office in Apel-doorn.MarcoJanBax,HumanResourcesManagerfoundanewchallengeelsewhere.Wewouldlike to thank them both for their contributions to the organisation and wish them God’s blessings in their further careers. Zeger de Haan, CEO, left ZOA in December 2006 after seeing the company throughseveralyearsofgrowth.ArnouddeJongtookoverasactingCEO,whileareplacementwasbeing sought. It is expected that a replacement will have been found by mid 2007. moeten we hier nietJohanMooijnoemen?Fortheexactstaffnumbers,pleaseseethetableonpagexx

Volunteers : ZOA Refugee Care regards volunteers as part and parcel of the total organisation. Volunteers are deployed in various ways:


• TosupportdepartmentsatheadofficeinApeldoorn,basedonavolunteercontract;• Asfundraisersduringthefundraisingweek;• Asamemberofthefundraisingweek’sorganisationalteam(contactpersonorAreaHead)

The following numbers of volunteers were active in 2006:

Objectives for 2007 In 2007, the HRM department will continue to support ZOA’s mission to grow in quality and volume. Main themes for 2007 include recruiting new employees and further development of staff compen-tencies.

Moreover, 2007 will be a year in which HRM will try to find the balance between ZOA’s ambitions on the one hand and organisational challenges on the other. It will be a major challenge for HRM to find the right people for all the vacancies, but it is of crucial importance in the effort to secure quan-titative and qualitative growth. In addition, the HRM department would like to strengthen the bond with staff abroad. It is very important that HRM improves its service (especially that focused on other countries) if the relationship between head office and offices abroad is to be strengthened.

7.1¬ Works Council

By Herman Kamphuis | Chairman of the Works CouncilZOA has had a Works Council since 1996. Three of the five members work at the head office in Apeldoorn. Two members based abroad represent the employees in Africa and Asia. The Works Council meets with the management team at least once a month.

The Works Council in 2006The Works Council polled its supporters about issues such as involvement, provision of information and work pressure at the end of 2005. They used a questionnaire which was filled in by 49 staff members in the Netherlands and abroad. The results of this poll indicated some areas of concern. At the request of management, the Works Council conducted a follow-up poll at the beginning of 2006. The results of that poll were partly responsible for an additional external investigation conducted by management and a request by the acting CEO to adapt and optimalise the internal organisational structure.

In practise, this means that account teams will be utilised to help manage the countries in 2007. These account teams will help and support the countries and will act as a point of contact for the country offices.

The Works Council carried out the following tasks in 2006:• Extendinglabourconditions(suchasdaycareprovisionsandchangingmileageallowance);• Adapting and renewing the current job rating system. The Works Council has indicated a preference for a new job rating system. Due to internal staff changes the new or adapted system was not implemented in 2006, but it will be worked out and implemented in the course of 2007.• Theannualbudgetfor2006wasdiscussedbytheWorksCouncil.

The Works Council in 2007The activities of the Works Council are determined by what happens in the organisation. In addition the Works Council will continue with activities that were started in 2006, such as working out and executing the improved job rating system.

Catagory Number of volunteers Volunteers at the head office 15Collectors 20,000Volunteers involved in organising the 1,650fundraising week


8¬ Evaluation and learnings: an experience richer PolicyIn 2006 it became clear that ZOA’s rehabilitation policy had to be adjusted. There was a tendency in some countries to abandon the rehabilitation phase in favour of structural development, which raises the question of how long ZOA should stay in a specific country and how to prepare for ZOA’s depar-ture. Strengthening the capacities of local organisations and planning a gradual handover is usually not planned into the first intervention strategies applied in post-conflict situations: local capacity building is often only possible during the course of a programme, especially when operating in the instable context ZOA does. Moreover, within this context it is easier for an operation that is running to make a specific contribution to capacity building. ZOA has successfully handed over its activities to a local organisation in Angola in 2006. The ex-perience gained here will be applied across the organisation. In the future, capacity building of local organisations will become an important part of the set up of rehabilitation programmes, under the motto ‘working with and via partners where possible and using our own resources where neces-sary’.

There were some new developments that ZOA did not anticipate in time, for example the way donors feel about the value and usefulness of expats. These new viewpoints are not specifically focused on rehabilitation situations but they do require a review of ZOA’s policy. ZOA will look into the role expa-triate staff play within the work of the organisation, and how they help in cooperating with partners and to build the capacities of partners.

Strategy Integral management and strategy development were key focus areas in 2006. In the execution it turned out that new insights were not yet fully expressed in the organisation’s mission. It was there-fore decided to redefine ZOA’s mission and to formulate an accompanying integral strategy. A lesson from the past was applied, i.e. to tackle the process at an organisational level: the interoperability of the programme policy, education, financial management and staff management will be guaranteed within the organisation, while planning and policy making will be linked to a constant process of dia-logue between North and South so that learning and improvement will become a dynamic process.

ZOA’s strong growth in the last years was mainly due to the strong increase in funding from institu-tional donors. ZOA will now be able to help more people as a result of these funds, but it also entails a responsibility to the target group. ZOA is responsible for the continuity of the programmes, even when donors need more time to finance a follow-up phase. The general financial reserve, needed to guarantee programme continuity, has not grown as quickly as the rest of the organisation, and attention will be paid to topping up this reserve over the coming years.

ZOA has almost 35 years of experience in working with refugees. This experience is highly valued by loyal supporters who would like to become more involved with the field work. This will require an innovative approach, coupling capacity building in the South with building the support base in the Netherlands.

SafetySome of the areas where ZOA is active are very dangerous – South Sudan, Darfur and some areas in Ethiopia, as well as Sri Lanka and Afghanistan to name a few. This is partly due to the fading role of care providers and others involved in conflict situations, which increasingly make NGOs the target. As a result, ZOA should re-evaluate its safety policy.


OrganisationZOA has learned that changing the organisational structure is a process that requires a great deal of time. The organisation has started to develop a strategy and to adapt the organisational structure, guided by where it would like to be in the future. It did this by trusting in its own experience and insight.

Staff management With the increase in the size and complexity of programmes it becomes increasingly difficult to find adequate expats for the programmes in countries that need to be rebuilt. ZOA has a limited training and education programme and there are not that many experienced Christian expats available. In this context an essential discussion needs to be held about how it will be possible to guarantee that staff have both a Christian identity and professional management skills.

Looking forward The programme framework of the new strategy ‘Signs of hope’ was set at the beginning of 2007, whichwillboostauniformpolicy.InJanuary2007ZOA’sCountryDirectorsvisitedtheNetherlandsto discuss a process to formulate an all-inclusive mission statement and a timely strategy plan. This compatible process is now in full swing and will be completed in October 2007. This will involve a mission that guarantees that ZOA will be active as an emergency relief and rehabilitation organi-sation that intervenes during and after conflicts. This mission will also guarantee that education, the fight against poverty, and activities to build societies and influence policy, will go hand in hand. Finally, the mission will guarantee that ZOA has to operate efficiently and effectively, and will be answerable to the target group.

The strategy is still under development, but the framework has been formed. This is an integral plan, which gives all ZOA’s departments and regions a task. The strategy plan should not tie anyone’s hands, but it should be an adequate response to what is happening in the world. Annually, the plan will be evaluated and adapted where necessary. That is why it is called a rolling strategy plan.

The following elements will feature within the new strategy: • Capacity building of local organisations and local communities should take place as early as possible. This is the best way to guarantee that ZOA’s work will be sustained.• Cooperationwithsisterorganisationsincomplexsituationsandduringlargenaturaldisasters.• InvestinginpotentialandcurrentZOAemployees.• Anintegralapproachshouldmakeeveryone’spositionandmissionclearwithintheorganisation.• ZOA has reached a size that requires a strengthening of the internal organisation. Adequate provision of information is crucial for the necessary control from afar. Support and control should go hand in hand. Using adequate information ZOA could for instance check whether improve ments are possible with reference to how country offices work towards their goals. In fact, the more goal-oriented the country offices are, the more money will reach the target audience.• Under the motto ‘learning organisation’ the Monitoring & Policy Department will lead the organisation to create clearer and more frequent connections between policy development, contextual developments and the lessons learned from experience gained in the field within the country programmes.• Strengtheningthesupportbaseisthefinal,butnotunimportantelementofthefuturestrategy. Innovative methods will be needed to get Dutch supporters closely involved in the work with Southern refugees. So, for instance, it is clear that the business base for supporting ZOA’s work is growing.

A new organisational structure will be launched on 1 May 2007. The Monitoring & Policy Depart-ment will then become operational; account teams, made up of people from various departments will make integrated support of the country offices possible, recruitment methods will be intensified and the line between Country Directors and the CEO and management team will be strengthened. A few adjustments tweaks will follow after 1 May, but the expectation is that ZOA will have fully mastered the new structure and working methods by 2008.

zoa-vluchtelingenzorg - jaarverslag 2006 engels

Documents

education report

displaced persons

aware of refugees

karen refugees

zoa corporate

zoa vision

zoa profile

better life