2011 financieel jaarverslag


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2011 Annual Report Hapin - Papua Support Foundation

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2011 financieel jaarverslag

  2. 2. 1 COLOPHON Hapin Foundation was established on February 23rd 1972. The foundation Hulp Aan Papua’s In Nood is registered with the Chamber of Commerce under no. 41113659. In English texts we translate the name of the foundation into Papua Support Foundation. The tax-collector’s office acknowledges Hapin as an institution for the general good (in Dutch: ANBI) with fiscal number 8040.33.730. From July 1 2001 until July 1 2011 Hapin was certified with the Central Fundraising Bureau (Dutch: CBF) under registration number 123-01. In 2012 Hapin will receive the so called CBF certificate for small organizations. Photographs: Fokke van Saane Koen de Jager (photo Financial Report) Hapin’s board consists of the following members: Chairwoman: Ms. W.W.F. (Wytske) Inggamer Secretary: Ms. M.M. (Maaike) te Rietmole Treasurer: Mr. R.E. (Rob) van de Lustgraaf Member: Mr. A.N. (At) Ipenburg Member: Mr. G. (Geart) Benedictus Member: Mr. S.D. (David) Itaar Staff Papua Support Foundation Managing director, Programme & Communication manager Ms. S. (Sophie) Schreurs Programme & Financial manager: Mr. R. (Reinier) de Lang Stichting Hulp aan Papua’s in Nood (Hapin) (Papua Support Foundation) Niasstraat 1 3531 WR UTRECHT Tel: 030-2340012 http://www.hapin.nl
  3. 3. 2 PREFACE Worldwide we are at the root of great challenges in financial, economic, environmental, social and cultural fields. Papua also undergoes such challenges and is experiencing its own version of the Arab Spring: the cry for freedom, sovereignty, dignity, equality and justice. It is indeed called Papua Spring. The country, rich in natural resources, is being exploited for strong international demand of products such as timber, gold, copper and palm oil. Its original population hardly benefits from these resources. Instead, Papuans are considered and treated as second class citizens in their own country. Despite the call for dialogue and the rejection of violence and oppression, human rights are still violated. These and other developments have contributed to the evolution of HAPIN in the last 40 years from a lobby organization, supporting boarding houses and study grants, to a project-based foundation that focuses on education, economic development at village level, protection of land rights and the strengthening of civil society. All this based on the demands from Papua. In February 2010 Hapin’s sister organization Pt. Hapin was founded in Papua in cooperation with Hapin’s field staff. Through trial and error Pt. Hapin is taking shape. With the departure of former managing director Jeroen Overweel a wealth of knowledge on development in Papua was lost. For the remaining staff (Sophie Schreurs and Reinier de Lang), the Board of Hapin as well as for our sister organization Pt. Hapin this implied extra time and adaptation. Elections in Indonesia have always affected Hapin’s networks in Papua. Besides the fact that incumbent directors make way for new people, many activities stop during campaigning time. Pt. Hapin will do its utmost to establish and strengthen its network in Papua, whilst developing its own operational strength. Hapin is a small but relevant and committed actor in Papua. The creation of Pt. Hapin and its cooperation with Hapin NL is an excellent opportunity to assist Papua, the country and its people, to live up to its potential: a promising country in which people can make their own choices in freedom and lead a fulfilling life. W (Wytske) W.F. Inggamer (chair HAPIN – Papua Support Foundation)
  4. 4. 3 CONTENTS COLOPHON..................................................................................................................................1  PREFACE.....................................................................................................................................2  1. HAPIN & PAPUA........................................................................................................................4  1.1 ‘Papua Spring’ .....................................................................................................................4  1.2 Mission Statement................................................................................................................5  1.3 Hapin at a glance .................................................................................................................5  2. THE PROCESS OF A PROGRAMME-BASED APPROACH .....................................................................6  3. RESULTS OF THE PROGRAMMES .................................................................................................8  3.1 Capacity Building .................................................................................................................9  3.1.1 Access to education ......................................................................................................10  3.1.2 Vocational education .....................................................................................................11  3.1.3 Non formal education .................................................................................................... 12  3.2 Strengthening Civil Society.................................................................................................. 13  3.3 Land rights........................................................................................................................ 14  3.4 Small business support ....................................................................................................... 15  3.5 Sister act .......................................................................................................................... 15  4. ACTIVITIES IN THE NETHERLANDS ........................................................................................... 19  5. ORGANIZATION...................................................................................................................... 21  5.1 Staff................................................................................................................................. 21  5.2 Housing ............................................................................................................................ 22  5.3 External networks .............................................................................................................. 22  5.4 Fundraising ....................................................................................................................... 23  5.5 Governance....................................................................................................................... 23  FINANCIAL REPORT 2011 ............................................................................................................ 27  ANNEXES .................................................................................................................................. 43 
  5. 5. 4 1. HAPIN & PAPUA 1.1 ‘Papua Spring’ In 2011 Papua had its own version of an Arab spring. Different groups within Papua showed determination to pursue their interests. Students rallied to express their frustration over the impasse of development in Papua. A 5.000 strong Papua National Congress took place where people expressed their disappointment in the Otsus (Special Autonomy Law for Papua). In Nabire there was another rally where the participants lobbied for dialogue between Papua and Jakarta under international supervision. Employees of the mining company Freeport McMoran went on a three month strike for higher wages. And finally the Papua Market Woman united against their marginalized position on the central market area in Jayapura. Sadly, together with the ‘Papua spring’, human rights violations continued in Papua. The non-violent rally during the Papua National Congress based on their counterparts in Egypt and Syria was monitored closely by armed police and soldiers. As the gathering began to disperse, the military began firing from their assault weapons and launched themselves on the crowd, arresting and beating some 300 people. Five Papuans were killed by the security forces. Forkorus Yaboisembut, who announced himself to have been elected to be the ‘President’ of the ‘Democratic Republic of West Papua’, was arrested along with his ’Prime Minister’ Edison Waromi. They and three others faced charges of treason and were sentenced to three years in prison. Father Neles Tebay, lecturer at theological academy Fajar Timur and prominent advocate for peaceful dialogue, rejected the use of all kinds of repression in dealing with the problems and stressed, as Hapin does, the importance of dialogue. He urges president Yudhoyono to select a dialogue team with people whose personal integrity is recognized nationally. The dialogue team could work with many parties in Papua and Jakarta to facilitate meetings with stakeholders and produce strategic solutions to various issues. An on-going problem in Papua with devastating consequences is the deprivation of natural resources. International demand for wood, paper and other forestry products is met by illegal logging, one of the driving forces behind the deprivation of natural resources in Papua. Another popular product on the international market is palm oil. The Merauke Integrated Food and Energy Estate (MIFEE) project will still be implemented. Indonesia will give out vast contracts of land in Merauke regency (1.6 million hectares, 38% the size of The Netherlands) to companies for large scale bio fuel and food production. BP, a British multinational oil and gas company, discovered a large field of natural gas in the Bintuni Bay which resulted in the building of a large processing facility which allegedly led to the logging of 3.200 ha to make space for this enterprise. These kind of plans disrespect customary land rights and because international companies were allocated contracts for Papua’s natural resources, the indigenous people hardly profit from this. BP works together with the Indonesian government and the people of Papua and claims to be committed to contributing to sustainable development in Papua. Whether this is effective remains to be seen. Not every company has such a model of corporate social responsibility with social programmes for the Papua community and often only focus on economic gain. The ‘Papua spring’ did not totally come out of the blue. The deprivation of the natural resources, the economic and social marginalized position of the Papuans and the impasse of development in Papua were just some of the triggers behind the ‘Papua spring’.
  6. 6. 5 Further reading 1. BPS Provinsi Papua Barat : Berita Resmi Statistik, 6 february 2012. 2. Human Rights Report: Bureau of Democracy,Human Rights and Labor, Indonesia, 24 May 2012. 3. ICG Report : Hope and Hard Reality in Papua, August 2011. 4. Asian Human Rights Commission: Human Rights in Papua, 2010/2011, November 2011. 5. Theo van den Broek: Current situation in Papua Pasca Papuan People Congress, November 2011. 1.2 Mission Statement Mission Hapin invests in a sustainable future for Papua through rendering support to local initiatives which attribute to a strengthening of the rights and the welfare of the indigenous peoples of Papua. Vision Hapin envisions a strengthened position as a stakeholder in the development of Papua. Hapin anticipates on new complex developments in Papuan society. We are optimistic about Papuan talents, skills and their future prospects. Hapin considers the ever continuing democratization as a window of opportunity for furthering the representation of poor Papuans and thereby improvement of their general well-being. 1.3 Hapin at a glance In its 40 years existence Hapin went through a number of phases. The ‘Papua Support Foundation’, in Dutch ‘Stichting Hulp aan Papua’s in Nood’ (Hapin), was founded in 1972 in response to the Indonesian interpretation of the New York Agreement and implementation of the 'Act of Free Choice', the referendum for self-determination in 1969, which resulted in Papua becoming an integral part of the Republic of Indonesia. The subsequent plight and disadvantaged position of the Papuans in what was from 1969 until 1973 to be called the Indonesian province of Irian Barat (West Irian) and the scant attention paid to it by the Dutch and international community motivated many Dutchmen to raise funds to address this situation. Initially, Hapin provided information and engaged in lobby activities towards the Dutch and international community. From the start, financial support was given to orphanages and schools in Papua. Later on Hapin started to supply scholarships to Papuan students. In the course of the eighties structural financial support for small scale projects in the field of youth and health care, start-up subsidies for small businesses and informal education gradually became more important. Modernisation The administrative and financial span of control resulting from increasing development efforts and the perceived need for accountability towards donors instigated a modernization of Hapin, both in the Netherlands and in Papua. A more professional approach meant a separation of implementation and supervision in general, and an executive organization based on a few ‘hired hands’ supplemented with volunteers, again, both in the Netherlands and in Papua. Instrumental to this whole process was the cooperation with Oxfam-Novib in the Netherlands regarding the Small Projects Fund (from 2002).
  7. 7. 6 Indicative to the level of accountability of Hapin was the compliance to the rules of the Dutch Central Bureau for Fundraising (CBF) at a very early stage. In 2001 it received the CBF seal of approval. Hapin decided in 2011 to apply for a CBF certificate for small NGO’s. This certificate is relatively new and in comparison to the CBF seal inexpensive. Since 2002 Hapin’s policy focuses on the following objectives: • Poverty alleviation: poverty reduction, empowerment and access to local markets and basic services. • Education and capacity building: e.g. study grants. • Gender: equal rights and opportunities for (men and) women. • Political dialogue, reconciliation and cooperation in Papua. • Information and education in the Netherlands. • Development of organizational professionalism of Hapin and individual skills of representatives in the Netherland en Papua. Programme based approach Democratization and reform give Hapin, as NGO, enough room to play its part in bringing government and civil society closer together, in accordance with a revised project policy as of 2008. In formulating the new policy, we took the opportunity to narrow down the focus in Papua to the following four policy themes: 1. Capacity building and informal education. 2. Customary land rights protection. 3. Small business support. 4. Civil society strengthening. Sister act In 2010 Hapin decided to gradually shift its responsibilities to Papua. Sister organization Pt. Hapin (Pt. = Perkumpulan terbatas, Limited Association) was established on 23 February 2010, exactly 38 years after Hapin Foundation was established in the Netherlands. Pt. Hapin is a new initiative in Papua itself by and for Papuans, but closely linked to Hapin Netherlands (Hapin NL). Pt. Hapin can be regarded as a project and is indeed so in administrative terms. The development of Pt. Hapin directly contributes to capacity building in Papua and indirectly to the other primary goals Hapin NL wants to achieve in Papua. 2. THE PROCESS OF A PROGRAMME-BASED APPROACH Overall, Hapin has evolved from an organization financing projects ranging from orphanages to small businesses to a programme-based approach that focuses on capacity building, civil society, entrepreneurship and land rights. Within this policy framework Hapin supports Papuan initiatives. Hapin’s working method has always been demand driven. Sister organization Pt. Hapin will further improve downward accountability in this respect. Our policy indicates what we want and what we can support, but this does not mean that we always will. We do our utmost to identify good initiatives, but still they have to comply to certain basic standards of quality. Pt. Hapin has representatives, partners and contacts all over Papua and also engages in project identification trips. Pt. Hapin has an office staff of three persons in Jayapura. Pt. Hapin uses a project proposal format that is adjusted to the Papuan situation. The proposal forms can be used, or they function as checklists for proposals in other formats. Important to note is that these forms force the applicants to think structurally about the expected results and the added value of their efforts. When needed, Pt. Hapin assists in project design and writing the proposal, in any way possible.
  8. 8. 7 Qualifications and sustainability The proposal, of course, has to comply with minimum quality standards and Hapin terms for support. Hapin uses 5 criteria: 1. Sustainability: The activities have a sustainable character: achieving results that can be furthered independently. 2. Transparent: Clear results have to be formulated. 3. Gender: Gender equality. 4. Track record. 5. Local initiative. Following approval of the proposal, a contract will be signed stating the rights and duties of each contracting partner. During implementation, there is contact by mail, phone or field visits. It is important for us that there is an atmosphere of partnership: both partners strive to attain the same goals. For reporting purposes, a format has been developed that is directly linked to the proposal format. When a follow up is desired, the usual project cycle will be followed: the evaluation of the previous phase is the basis for new project design. What is most needed in Papua? The policy priorities are based on contextual analysis. What is most needed in Papua? However, we steer clear from what we believe are government responsibilities: formal education and health. We also follow a civil society and rights based approach. Change should arise from society itself and we modestly contribute to strengthening it. Other stakeholders are funding Papuan initiatives. With the question of attribution in mind we endeavor to make realistic claims on the impact on Papuan society. Hapin is a small player. We do try to have all the questions answered before approval, in order to make sure that the grantees’ work will have its own direct impact on the beneficiaries.
  9. 9. 8 3. RESULTS OF THE PROGRAMMES Programme spending in 2011 PROJ No PROJECT NAME PLACE IMPLEMENTATION IDR € IDR € JAY 11-7 Human resources dev Jayapura LBH 27.000.000 2.275 17.750.000 1.460 JAY 11-8 Girls sports education Padang Bulan Girls soccer school 50.000.000 4.213 50.000.000 4.092 MAN 11-1 Advocacy training HR workers Manokwari LP3BH (Legal Aid) 129.080.000 10.876 125.060.000 10.154 BAL 11-1 Computer education by solarcell Muliama Muliama school 172.595.000 14.543 210.317.870 17.104 IND 11-1 Study Grants Programme Indonesia PT Hapin 160.500.000 13.524 160.500.000 12.969 539.175.000 45.431 563.627.870 45.779 MER 11-7 People's legal training Merauke LBH Papua 201.600.000 16.987 152.876.900 12.421 201.600.000 16.987 152.876.900 12.421 - - - - JAY 11-5 Cocoa plan rehab ext. District Yapsi Fork-Kisdp 105.000.000 8.847 4.875.886 384 Small Business support 105.000.000 8.847 4.875.886 384 TOTAL 845.775.000 71.265 721.380.656 58.584 BUDGET APPROVED Capacity Building Strengthening civil Society Land rights
  10. 10. 9 Explanation of the expenditures The original budget (€ 71.265) was reduced to € 58.584 due to interim evaluations of the projects. As a result, the expenditures diverge from the budget considerably in some cases. More projects were accepted in Jayapura because of the location of the office of Pt. Hapin in the major city of Papua. With more people to attend to and easier accessibility for these people to speak in person with representatives of Pt. Hapin are reasons for the increase of projects in the Jayapura area. Fewer projects were funded in comparison to previous years. The establishment of Pt. Hapin took more time than we expected and consumed the majority of our time and attention. Therefore less attention was paid to expanding our network within Papua and searching for new projects. More on this subject can be read in paragraph 3.5. Since 2002 Hapin’s policy focuses on the objective of gender equality. Equal rights and opportunities for (men and) women is one of our aspirations. 3.1 Capacity Building In May 2011 Gordon Brown (former Minister of Finance and former Prime Minister of the United Kingdom) launched an interim report for the G8 and G20 meetings. He outlined that there is still much to be achieved in order to realize the Millennium goals in the field of education in 2015. He also emphasized the usefulness to invest in education: “Improved learning achievement levels could increase long-run economic growth by 2% per capita above trend levels. The growth premium cuts the period over which income doubles from 47 years to 33 years. The investments required to unlock the growth premium (around 2.8% of GDP) would pay for themselves after 22 years. Viewed over the lifetime of a young person coming through education, entering the labour market, and progressing through their working life, every $1 spent on education would generate $10-$15 through the education growth premium”.1 From the analysis of Papuan development not only Gordon Brown but also Hapin concludes that good education in all its forms is crucial. In development terms it is called capacity building. Formal education is a responsibility of the government. Therefore we do not finance any form of formal education. 1 Education for All: beating poverty, unlocking prosperity. P.14. http://www.gordonandsarahbrown.com
  11. 11. 10 3.1.1 Access to education What we aspire is to help people gain access to education. Hapin runs a Study Grants Programme that enables greater access to higher education. There has been significant progress in Indonesia towards achieving universal primary education. Primary school enrolment rates reached 97 per cent in 2009. One of the key challenges, however, is enabling children to move from primary to secondary education - nearly a quarter of children do not make this transition. There are also notable differences between social groups - almost half of the children from poor families do not enroll in junior secondary schools, contributing to the high drop-out rates after primary level education. 46.0 37.0 40.841.5 40.8 38.738.7 44.4 41.8 41.3 35.0 39.3 19.1 15.416.617.816.716.717.418.218.4 0 10 20 30 40 50 2000 2001 2002 2003 2004 2005 2006 2007 2008 Povertyrate(%) Papua Papua Barat National Since 2000, poverty declined from 46 percent to 37 percent but Papua remains Indonesia’s poorest region.2 Many worry that the region’s underperforming education system is also holding back development. Good education is of the utmost importance to the development of Papua. To participate fully in civil society and to give direction to one’s future and that of Papua in general demands a variety of capacities and competences. This applies to participation in economic life, the ability to articulate individual rights and interests and to exercise public, political and executive functions. The possibilities to develop the necessary competences are restricted in Papua and, if present, beyond the reach of the Papuan community. So the potential of the Papuan community is not used or underused. Hapin invests in furthering these capacities and competences, which is an important part of its mission. The Study Grants Programme is one of Hapin’s main activities to support this mission. The programme contributes to the creation of Papuan leadership and professionalism by granting higher education scholarships to promising students, who otherwise could not afford the study. Grants are given to Papuans studying in Papua or other parts of Indonesia. Gender balance is policy, in practice more female than male students are supported. The studies should contribute to Papuan society, for example Geology, Forestry, Agricultural Science, Dentistry, Pharmacy, Computer Science, Physics, Nursing and Medicine. Hapin started its Study Grants Programme in 1989 and over the years Hapin invested in approximately 2,000 students. The programme has shifted from a quantity point of view to one that is focused on quality improvements and broadening our network by working with other foundations in the Netherlands and in Indonesia. Our sister 2 Source: Central Bureau of Statistics (BPS), various publications.
  12. 12. 11 organization Pt. Hapin is at the centre of our Study Grants Programme by managing the programme and being the contact person to all students financed by Hapin in Indonesia. In 2011 Hapin started to accept new applications from Papuan students in Indonesia but in a modest way. Not more than 40 students were granted a scholarship. Because of the limited number of students Pt. Hapin can focus more on these students and a more personal contact can develop between the staff of Pt. Hapin and the students. In accepting new students we try to accept students who are at the early stages of their academic career. By monitoring these students from their first year a good track record can be developed. Linking knowledge 3.1.2 Vocational education Hapin likes to support initiatives that improve educational practices and methods. There is consensus on the fact that vocational education should be stimulated. Indonesia modernizes its school system and didactical methods, but in remote districts many teachers still teach as they have been doing for years. Hapin has the ambition to use this track record in the future. The establishment of an alumni association still prevails in which knowledge is shared and distributed. Our ideal vision is an organization where freshly graduated students can ask advice and guidance from former students who already have jobs in various areas. In 2010 however we realized that the establishment of an own alumni organization proved to be too ambitious. What we did not realize then was that the physical representation of Hapin in Papua could make a difference. Pt. Hapin tries to collaborate with already existing students/alumni organizations in which our students can be adopted. Regularly meetings and workshops will be organized for and by (former) students. Tetianus Murib, Graduated in forestry
  13. 13. 12 In the Baliem Valley Hapin supports an interesting project of a private school, called Muliama in Asologaima (Baliem Valley). In 1994 director Willem Wetipo persuaded students from surrounding villages to go to his school. Here he used a new form of teaching not common in Indonesia where the individual wellbeing and mental growth is an important condition for the intellectual development of the child. Children are being taught in their own tribe language instead of Indonesian which is often incomprehensible for the children. His school, although not far from the Baliem Valley capital Wamena, has no electricity. Still, for the pupils it is important that they receive computer education, as without it, they will lag behind in their educational and working career. The Baliem Valley has perfect conditions for solar energy. Instead of using expensive and polluting generators, director Willem Wetipo asked a contribution from Hapin for the purchase of solar panels and batteries that can enable the computer education. Willem Wetipo and his students 3.1.3 Non formal education Hapin supports non formal education directly organized by civil society. This can range from a special human rights course for candidate lawyers to on the spot agricultural training. The latter example shows that capacity building is often part of projects in other fields. Learning is not restricted to the time spent in school. It begins at birth and continues all your life. In 2010, 28 lawyers passed their bar exam and became official (human rights) lawyers in Indonesia. A Hapin funded project implemented by the NGO ‘Institute for Research, Recognition and Development of Legal Aid’ (LP3BH) provided them with in depth and practical information on human rights litigation work. LP3BH is headed by the well known Papuan lawyer Yan Christian Warinussy. Because of the success a follow up project that will strengthen the advocacy capacity of human rights workers in Papua was approved in 2011. It offers those who passed the bar exam a one year internship with a human rights organization. This internship is also a requirement of the Ministry of Justice and Human Rights.    
  14. 14. 13 Alice Ance taking her oath. 3.2 Strengthening Civil Society Due to Indonesia’s democratization process, strengthening civil society has greater relevance and impact. Hapin supports NGO’s who work directly at creating awareness amongst civilians about their rights vis-à-vis government and by organizing people around a certain issue. We believe that cultural expressions are part and parcel of increased self-confidence, which is the basis of civil society. Being a new state with many different peoples within its borders, nationalism has been very important to Indonesia. In Papua this has led to governmental fear of separatism and resulted in oppression of Papuan cultural expressions. With the Special Autonomy Law (Otsus), there is acknowledgement of Papua’s own identity. However, because the positive political and societal developments have come to a standstill, it remains important that Papuan cultural expressions are being supported. These can be expressions of (modern) art, but also the influence of the Papuan culture on project designs. Links can be forged with mass media, such as radio and television. In the life of society in Papua, many people do not understand the law and their human rights. This fact raises many legal issues and cases of injustice. Lack of understanding about the correct legal processes are not only experienced by the poor and marginalized, but also by the middle class. In the processing of cases there are sometimes problems due to factors outside the legal procedure. There are several reasons that people do not have access to justice: - Weakness of understanding the legal process; - not having bargaining power; - reluctance to go to law enforcement authorities; - not having access because of economical reasons.
  15. 15. 14 In 2011 Hapin supported LBH Papua's (Lembaga Bantuan Hukum - Legal Aid Institute Papua) desire to educate the people of Papua to understand the procedures for proper management of legal procedures. The people chosen from the villages and small NGO's were very enthusiastic about this kind of education having taken place in Merauke. They see now that actual law and regulations can be actualized in the places they live in and amongst themselves. Most important is that they realize that things can work to their benefit, especially once you know the rules! 3.3 Land rights “[T]he so-called paradox of Papua […] is [that it is] the wealthiest of Provinces but [it] has the highest levels of poverty in the country. Papua has huge reserves of natural resources in the mining and oil and gas sectors and continues to contain some 85% forest cover, including large reserves of commercially valuable lowland rainforest. The speed with which forest is being converted and the scale of plans for further conversion for industries such as oil palm and bio-fuels is of global concern because of the importance of forest to climate change mitigations but also because of the disenfranchisement of ethnic Papuans from their traditional landscapes and lifestyles”.3 Rights are long and costly. This makes it hard to support these activities even for funding agencies much larger than Hapin. For their livelihood, many Papuans depend on their direct natural environment. A persistent problem is that customary (adat) land rights are not or hardly recognized by law. The increased activities of plantation companies and extractive industries make protection of adat land rights more important than ever. For quite some time NGO’s engage in participatory community land mapping, but further support and policy development in this field is needed. For instance, good maps are being made, but further steps towards recognition by local governments fail. In the past Hapin supported Mnukwar Media Centre. Mnukwar uses film as a means for lobby, extension and information work. The idea is that the people themselves learn to film their living conditions, including land rights matters. Mnukwar has a good track record. They produced widely distributed films on environmental degradation in Papua, with the help of international EIA and Indonesian Telapak Foundations. Film titles are: The Tears of Mother Mooi,4 Destiny ...My Land,5 Gaharu Business - Blessing or Disaster6 and Defenders of the Tribal Boundaries7 . Mnukwar would like to expand their work to the Vogelkop area and requested supported from Hapin. The Project application however was too ambitious and according to our opinion not realistic. We have asked them to rewrite the application. Until now we have not received a new application, which is the reason why we were not able to support land rights projects in 2011. Therefore the result of our work concerning the protection of customary land rights has been disappointing. After becoming engaged with the land rights issue and NGO’s involved, we learned that usually the processes with the aim of securing land 3 USAID/Indonesia, Papua Assessment, Final Report, 2009. p. X. 4 www.dailymotion.com/video/x516iq_tears-of-mother-mooi-papuan-series_news?search_algo=2 5 www.dailymotion.com/video/x55zod_destiny-my-land-papuan-series-episo_news 6 www.dailymotion.com/video/x56e31_gaharu-business-blessing-or-disaste_news 7 www.dailymotion.com/video/x510g9_defenders-of-the-tribal-boundaries_news
  16. 16. 15 3.4 Small business support “Waiting at the periphery of development, like spectators, are the subsistence farmers of Papua – […] waiting to understand, to join, to contribute, to play their part in Papua’s development. They are waiting to turn their energies into cash that will fuel their local economies”.8 Related to the protection of the means of production and the wish for more vocational training is the fact that the people should be able to make more money from the wealth of their natural environment. Instead of the environment just being the subsistence for livelihood, small steps could be taken to monetize its wealth. In fact, it is all about the development of indigenous entrepreneurship, including marketing skills. However, using the already existing knowledge and capacity of the people in economic activities is a pre-condition. Many projects fail because techniques and methods introduced were totally new to the beneficiaries. Often, in the non-participatory phase of project design no effort was made to build upon existing economic potential of the communities. Generating an income is very important for self-determination at the family and community level. It provides money for schooling, medicine and allows the people more freedom of choice. Consequently, Hapin supports small scale economic development. In Jayapura we support a project that rehabilitates existing people’s small scale cocoa plantations. However a lot of discussion was needed with the implementing organization about their plans. As is often the case in Papua, expectations towards donors regarding funds to be received are high, with budgets linked to plans that are not feasible or sustainable. In this case, after discussions, the budget was brought down to one-fifth of the original. 3.5 Sister act The sister organization in Papua, Pt. Hapin (Pt. = Perkumpulan terbatas, Limited Association) was established on February 23rd 2010. The organization started with managing director Jaap van der Werf and project manager Derek Windessy. Eventually Cynthia Warwe joined the team. Jaap van der Werf is an old contact of Hapin and has been treasurer of the Hapin funds in Papua already more than five years. Jaap van der Werf first travelled to Papua as a missionary, fell in love with the country and never left. Derek Windessy is an alumnus of the Hapin Study Grants Programme. He graduated in Theology but worked with numerous NGO’s within Papua that focused on human rights and health issues. Cyntia Warwe studied in Makassar and has done volunteer work for different NGO’s in Jayapura with a main focus on legal assistance. At Pt. Hapin she is responsible for the financial administration. Moreover she is lobbying for the rights of Papuan market women to have their own market area (Mama Mama Papua). 8 UNDP: A Multistakeholder Synthesis of the Development Situation in Papua, 2005, p. 39.
  17. 17. 16 Derek, Cyntia & Jaap at the front of their new office Preliminary discussions about the actual legal status of Hapin's activities in Papua took place in 2005, when the then active programme officer expressed concern on how to answer questions of Hapin's responsibility for social security and welfare towards the people that were locally employed. Finally a "Limited Association" was created by notary act which allows Pt. Hapin to receive domestic and foreign financial aid. They have a clear mission statement to do certain activities under Indonesian law, in the name of that association, with local registration and recognition. This particular legal shape, although relatively new, is now being favored by many former foundations, while they can operate more freely, without being encumbered by too many rules and regulations. The main reason for the creation of this Limited Association Pt. Hapin is in the starting up of a new initiative in Papua itself with and for Papuans, to grow, expand and develop with activities that come from within their own society, according to their needs. It is Hapin NL’s effort to shift responsibility to Papua. It also provides the opportunity to better organize the so called ‘downward accountability’. Papuans will be members of a Papuan organization, exerting direct influence on both Hapin’s and Pt. Hapin’s policies.
  18. 18. 17 Members of the Board of Pt. Hapin In 2011 Pt. Hapin gathered a group or well-known Papuans with high credentials and many years of experience for the Board members and Executives: Drs. Theofilus Bonay. SH, MM, Retired Chairman DPRD Kota Jayapura (2009) Dr. Benny Giay. MBA, Head of Studies, Church & Society, Walter Post Theological College Dr. Ignasius Ngari. MBA, Lecturer at Fajar Timur Theological College Drs. Yusak E. Reba. SH, Lecturer at Faculty of Law, Uncen, Coordinator Program Institute for Civil Strengthening Papua Drs. Phile T.R.R. Bonay. S.Psi, Hapin advisor Jayapura district, study coordinator Jaap M. van der Werf. Dutch born Indonesian national, long time Jayapura resident, formerly manager at Irian Jaya Joint Development Foundation. In developing Pt. Hapin, the Advisory Board and Executives have to find ways and means to create and build up their own financial base, so as to be self–supporting. By doing so, Pt Hapin will develop its own identity and by growing will gain self-confidence. In the process Pt. Hapin will be advised and supported by Hapin NL, on equal footing and with mutual benefit. Pt Hapin also expands the possibilities of fundraising, domestically and internationally. Relation between Pt. Hapin and Hapin NL For Hapin NL, Pt. Hapin can be regarded as a project and is indeed so in administrative terms. The development of Pt. Hapin directly contributes to capacity building in Papua and indirectly to the other primary goals Hapin NL wants to achieve in Papua. However, Pt. Hapin and Hapin NL have a special relationship that goes beyond that of just a donor- recipient one. This is why the conditions of financial support from Hapin NL to Pt. Hapin are described in a Memorandum of Understanding (MoU). Learning Process Setting up a local organization is a process of trial and error and is a longer process than we had taken into account. 2011 was a learning process for us. The transfer of responsibilities to Papua was too soon and went too fast. The staff in Papua had problems keeping up with the tasks of setting up an organization from scratch and the assumption of Hapin NL that they would be able to fundraise without the years of experience the staff in the Netherlands had. On top of that the Board of Members in Papua proved to be qualified but inactive. They gave no guidance or support to the Pt. Hapin staff. Guru Another contributing factor to the delayed development of Pt. Hapin was the departure of managing director and founding father of Pt. Hapin, Jeroen Overweel. Jeroen started devoting his working life to Papua already in 1993 when he lived in Merauke and worked for a small local development organization. He is the author of a study on social- economic change in the Marind society. In short with him a pool of knowledge on development aid in Papua and the Netherlands left. Pt. Hapin lost its ‘guru’. Because of budget costs in the Netherlands his position was not filled by a new managing director but taken over by the remaining staff, Sophie Schreurs and Reinier de Lang. It took some time for the staff, both in the Netherlands and in Papua, to adjust.
  19. 19. 18 Network During the 2011 elections in Merauke a new district leader was installed in office. With the installation of the new district leader all policies and staff members of former friendly government departments were replaced and adjusted to new policies and people in charge. One of the consequences was the undoing of a network of cooperation and understanding that had been established and was active for a decade by our partner in Merauke, Almamater Foundation. Despite many months of working very hard on establishing new relationships, the outcome was not strong enough to keep the foundation from floundering. Hapin has suffered from elections in the past as well. Many activities, other than campaigning for elections, come to a standstill and more importantly the elections have an effect on our network within Papua. Often our local representatives are elected in the local parliament or in the case of Merauke working relationships with local officials and therefore agreements are offset. Resulting in serious cracks in our network and the diminishing numbers of project applications, Pt. Hapin had to focus a lot of its energy on re-establishing the network in Papua. Knowledge Pt. Hapin is considered a sister organization which will be able to be self-reliant and raise its own funds in the future. Hapin NL will always assist Pt. Hapin when possible but in essence they have to write their own project applications and proposals for Hapin NL and other Dutch, international or local NGO’s. What became clear was that the staff in Papua needs more guidance in writing proposals. Hapin NL has to set up a workshop for them on the process, planning and analyzing of a proposal. Given this Pt. Hapin needs more time to develop herself and get acquainted with the lingo of development aid. Future development As a new organization in the field of development aid Pt. Hapin needs more time to mature than we initially expected. The setbacks in 2011 resulted in a fragmented organization that needed more support from Hapin NL. Pt. Hapin will shift its attention to networking and acquiring knowledge. The transferring of responsibilities will be put on hold in order for Pt. Hapin to strengthen itself into a solid foundation in which they will be able to expand and be self-reliant in every sense of the word and focus on grant proposal writing.
  20. 20. 19 4. ACTIVITIES IN THE NETHERLANDS Like other small organizations in the Netherlands Hapin’s private donors diminished in comparison to 2011 with 65%. However the number of new donors more than doubled in comparison to the previous years but not enough to compensate the loss of private donors. Another intriguing fact is that the donations of private persons was stable even though the number of private persons diminished with 65%. Volunteers Our presence at the large multicultural festival Amsterdam Roots Open Air is a returning annual event. On this event visitors can listen to music, taste food with flavors from around the world and search for indigenous art and jewellery (in our case woodcarvings and bark paintings). Thanks to the efforts and enthusiasm of our volunteers this year a total sum of € 650, - was collected. We already have some returning people coming to our stand who always stop by for a chat about Papua en its current situation. Volunteers: Elen Bless & Theresia Maturbongs Our newsletter, which is published three times a year, is run by volunteers as well. During the years a good symbiosis has been established by our editor, Marl Pluijmen, and the staff of Hapin. Through our newsletter we keep our private donors and institutional donors updated on our activities, projects and funded students. In the future we would like to create an electronic newsletter in order to reach new regular donors and to offer an alternative to our printed newsletter. Information to the Dutch public In January 2010, Viktor Kaisiëpo, an important Papua lobbyist, passed away. His memoires were collected and published in an autobiography, ‘Een perspectief voor Papoea. Het verhaal van mijn leven en mijn strijd’ (A Perspective for Papua: The Story of my Struggle). Hapin’s donation, in cooperation with Pro Papua, enabled inclusion of many pictures and better quality printing. The book was launched on February 11th 2011, with great success. The book can be purchased at KITLV publishers. Because of the success and the demand, the book has been translated to Indonesian (Satu Perspektif untuk Papua: Cerita kehidupan dan perjuanganku) and was published in July 2012 in Jakarta. A book by Charles Farhadian, ‘The testimony Project Papua: A collection of Personal Histories in West Papua’ was translated into Dutch with help of Hapin board member At Ipenburg. The book can be purchased through the website of Hapin. The main objective of Hapin’s webshop is to spread knowledge and information to the Dutch public on topics of Papua. Hapin is not aspiring to have a web shop that can generate a profitable income.
  21. 21. 20 A recurrent annual event that Hapin supports is the ‘Papua Solidariteitsdagen’ (Papua Solidarity Days). Every year a new topic is treated and different guests from Indonesia attend this event as lecturers. In 2011 the topic was ‘human rights’ and the lecturers were: Dr. Ibrahim Peyon Cultural anthropologist and teacher at the Cendrawasih University, Jayapura. Ds. Dora Balubun Managing director of the Protestant Church in Papua . Dr. Soei Liong Liem Contributor of numerous articles published by LIPI, the Indonesian Institute of Science. Social Media Hapin tries to profile itself more on the internet. A lot of students in the Student Grant Programme use social media, Facebook in particular. In the past Hapin has tried to set up an Alumni Association but it proved to be too ambitious. Facebook will serve as an alternative means to solve this problem. On Facebook we have an Alumni Fan page on which the students can contact us and ask us questions directly, which can be answered either by us or by other students/people within that group. With Twitter we try to inform the public with news published by Indonesian newspapers or other sources. We also use Twitter to inform the public on Papua events or interesting exhibitions in the Netherlands. Documentaries or other films by our counterparts in Papua, for example filming studio Mnukwar, are published through YouTube or other online video hosting websites such as Dailymotion. In short, Hapin uses social media, such as Facebook and Twitter, as an alternative means of information distribution. Facebook is also a tool to keep in contact with (former) students of Hapin and a means to monitor them after they graduate.
  22. 22. 21 5. ORGANIZATION The organization has to adapt itself to sudden new realities in 2011. As well in the staffing as in housing we faced major changes. We also have to take some financial setbacks into consideration. 5.1 Staff Managing Director Jeroen Overweel left Hapin after 6.5 years. Jeroen has been involved with Papua many years and was important for the change of strategy within Hapin. He played an important role in the establishment of our sister organization Pt. Hapin. On the 1st of July Jeroen started with a new job at the Burma Centre Netherlands (BCN). The Board of Hapin decided not to replace Jeroen as managing director. Due to decreasing income, a necessary cut in expenses and the planned shift of project management to Pt. Hapin the remaining staff, Sophie Schreurs and Reinier de Lang, were asked to accompany the change of strategy and the continuation of Hapin NL. The task and duties of a managing director are equally divided over Hapin’s remaining staff members. In theory Sophie Schreurs is acting Managing Director but in practice this task is divided over both Sophie Schreurs and Reinier de Lang. With the decision not to replace the position of the managing director the role and position of Hapin’s board of members will change. In the next years it will become noticeable whether Hapin will still be a professional organization (with one or two employees) or will grow into a volunteer’s organization with a more manifest position of the board. The functions of the remaining staff members were renamed: Sophie Schreurs: Programme and Communication Manager, (acting) Managing Director. Reinier de Lang : Programme and Financial Manager. Both are working part time, 3 resp. 2 days a week and have permanent contracts. At the end of 2011 the figure was 1.4 FTE (in 2010: 1.6 FTE). Volunteers Hapin works with several volunteers on a regular and irregular basis. We have been working with two volunteers from Vrijwilligerswerk Utrecht. Sadly both of them encountered health problems which forced them to leave Hapin during 2011. We are very grateful for their work and effort they put into Hapin. Two other volunteers, one for the financial administration, the other for fundraising and organizational development, came from our donor network. Unfortunately one of them had a grave accident which made it impossible for her to do administrative work. We hope that she will recover soon. Our fundraising volunteer aspired to work on contractual basis for Hapin. Sadly we were not able to meet his request due to financial setbacks. A lot of people support Hapin on an irregular basis. The chief editor of our Newsletter, Marl Pluijmen, is already 6 years involved as editor and webmaster. Hapin can also rely on a pool of volunteers that can staff the market stands during festivals and other gatherings. Information and Technology While thinking and planning to move to another office we realized that this was the opportunity to create the conditions for an ‘office free’ Hapin. Our computer equipment was old and had to be replaced. Thanks to our accreditation as ANBI institution we had access to the donation programme of Techsoup. The Dutch branch of Techsoup is a cooperation of SOCIAL ware VZW (Belgium), Stichting GeefGratis en TechSoup Global. TechSoup Global was established in 2002 in the United States. With TechSoup, non-profit organizations like Hapin have the possibility to acquire well-known software and hardware against a very low prize. Thanks to Hapin’s
  23. 23. 22 participation in this programme Microsoft donated € 6.000 to Hapin. The second step was to use only work stations at the office. That makes it easy to work from home and, when necessary, an ‘office free’ Hapin will be possible! 5.2 Housing Our landlord PACE closed its office in May 2011. We were allowed to stay in the office while the owner was thinking about a user’s contract with Hapin. In July the owner of the office and now new landlord of Hapin, presented a contract for 23 months, until August 2013. In the meantime we had been looking for cheaper alternatives. In addition to the necessity of cost reduction, the office in St. Jacobsstraat lost its charm after the forced moving of PACE, which made the office too big for us. Eventually we succeeded in finding a small office in a big office building in Lombok, near the Laan van Nieuw Guinea. We signed a contract until the end of 2012 with very good secondary conditions (e.g. once a month free usage of meeting rooms). Recent news however informed us that the owner/landlord of this location has financial problems. Thus, it might happen that we are again forced to look for a new office location in 2013. 5.3 External networks In the Netherlands some small Papua support organizations have been forced to end their activities because the members of the board are of age and retired. One of them, Stichting Nieuw Guinea (New Guinea Foundation), contacted us because they wanted to transfer their activities and, in due course, their assets to Hapin. The chairperson, Harry de Graaf, is one of the two honorary citizens of Texel Island. He is a former Netherlands New Guinea veteran, who set up the foundation to raise funds for study grants for Papuans. Stichting Nieuw Guinea will continue to exist as a separate entity to facilitate the Texel fundraising which is still done by Harry. Stichting Nieuw Guinea considers Hapin as its heir. Contacts with another foundation Papoea Jeugd Naar School (PJNS – Papua Youth to School) were intensified. PJNS celebrated its 25th anniversary in 2011. They are based especially in Merauke and surroundings. Their main aim is to support school children. We hope to cooperate with them more in the next years. Occasionally we participate in the Samenwerkende Organisaties West Papua (SOWP – Cooperating Organizations West Papua). SOWP is a cooperation of different Dutch based foundations that support projects in (West) Papua. Their main goal is to exchange information and knowledge in the field of project management in Papua. In 2011, Hapin continued its membership to the Indonesia Council, a group of Dutch NGO’s who are active in Indonesia. Hapin’s membership is free. The meetings of the Council are organized by the Lobby Bureau for Development Cooperation (BBO). BBO advises civil society organisations on the use of lobbying and advocacy as strategic instruments to influence policy makers and politicians. BBO maintains good contacts with Dutch politicians and officials in the field of Foreign Affairs and scientists, thus providing the members of the Council with up to date information on Dutch governmental policy and lobby opportunities. Special meetings provide members with in depth information on certain topics. In December the issue discussed was on the environment and plantations in Indonesia. Finally, the Council members exchanged information on their respective activities. In 2008 Hapin became member of an informal group consisting of young, small, but professional organizations that lobby for extra funding from the Directoraat-generaal Internationale Samenwerking (DGIS – Dutch Directorate General for International Cooperation). This group also organized capacity building courses for its members. On 25 February 2010 the group was formally established as NieuwIS (short for – In Dutch – ‘New International Cooperation’). NieuwIS
  24. 24. 23 is an association and will represent the group for lobby purposes, will collectively bargain for courses and will exchange information. For Hapin, NieuwIS is particularly useful for its special information meetings, for instance on fundraising. 5.4 Fundraising At the end of 2011 Hapin NL was recipient of a sizeable amount of money from a last will of a donor that will enable Hapin NL to keep on functioning with paid staff until at least 2012. The main challenge was to find an alternative for the Oxfam Novib funding, which, together with the contributions from individual donators, formed the main source of income for Hapin. So far we have not yet succeeded due to the following reasons: • Less involvement of Dutch NGO’s with Papua. • Hapin is a grant maker, while usually funding is for rounded off projects. • No willingness to fund a Dutch organization for project funds in Papua as there is a preference for funding Papuan organizations directly. • Less money available due to the financial crisis. • Limited fundraising capacity within Hapin. • Limited resources for fundraising. Still, at the start of 2011 we formulated plans for fundraising and implemented them as follows: • Private donors. Our donor administration has been thoroughly updated. Two volunteers combed through our database, actualized it and as a result made an old co-existing database redundant. Campaigns for attracting new individual donors have been set on hold as of 2010 on cost and capacity grounds. Therefore in 2011 no capacity and resources have been allocated for such an initiative. • A lot of work has been put into finalizing the new three language website. And of course links have been made to the new social media. This is a way of reaching a new and partly younger target group. Also travel information has been put on the website, because people travelling to Papua are an important target group. Actions like these are relatively low cost. • General one-off donations. The bigger ones of these are last will donations from present Hapin donors. In 2011 Hapin has repeated information about last wills in its newsletter that is being published three times a year (HapiNieuws). • In 2010 the co funding of Oxfam Novib has ended. Hapin does not expect to find a one-on-one replacement for Oxfam Novib. This is a result of changing development aid funding through official channels (through the Directoraat-generaal Internationale Samenwerking). But in the meantime there are still prospects for project co-financing with those NGO’s still active in Papua: Mensen met een Missie, Hivos, IUCN and ICCO. • Hapin had started submitting proposals for co-funding to specific social charities. Overall first experiences point at a general cut back of activities of old established endowment charities because of shortage of funds. Reason for this appears to be the still existing credit crunch. This situation did not change in 2011. However, submissions to social charities for the Student Grants Programme were started in 2010 and developed in 2011, but with little result. • Direct funding of Pt. Hapin. In 2011 PCN (Protestant Church of the Netherlands) has approved a contribution of € 20.000,- for small scale projects executed by Pt. Hapin 5.5 Governance In 2008, Hapin NL adjusted its governance structure according to the (so-called) Code Wijffels. The governance of Hapin NL consists of the following elements: - The explicit responsibility of the Board is to monitor and supervise the organization. - The managing director (Jeroen Overweel until July 1st 2011) was the only member of the directorate. Since July 1st 2011 Sophie Schreurs is operating as acting director.
  25. 25. 24 Listed below are the members of the board, their function in the board and their societal occupation. The board members act on a strictly voluntary basis. Unfortunately, Wim Westerbaan (Board Member since 2007) resigned in November 2011 for personal reasons. He was appreciated highly because of his knowledge of Bahasa Indonesia and his involvement with Hapin’s Study Grants Programme. According to Hapin’s Statutes: 1. Hapin needs at least 5 board members. 2. Board Members can be reappointed immediately. 3. Nomination period is 4 years At the end of 2011 Mr. Cius Sawor was asked to become member of the Board of Hapin. To our knowledge he will accede in 2012. HAPIN board Name Function Board member since Societal Position W.W.F. (Wytske) Inggamer Chair Fundraising 2006 Communication Advisor Delft Technical University, Volunteer Hospice de Vier Vogels Rotterdam, Volunteer Vrijwilligers Terminale Zorg (VTZ) Rotterdam R.E. (Rob) van de Lustgraaf Treasurer 2007 Partner AEF Consultancy Treasurer A Propos Foundation M.M. (Maaike) te Rietmole Secretary PR Universities 2007 Senior Policy Advisor Zorgbelang Overijssel A.N. (At) Ipenburg Member Education 2006 Preacher, Webmaster http://remonstranten.org Chair IARF Netherlands (International Association for Religious Freedom), Chair LDI Foundation (Library Development Indonesia), Chair D66 working group ‘Religie en Levensbeschouwing’ G. (Geart) Benedictus Member 2007 Senator, Veterinary consultant, 2 commissariats, chair of several organizations (nature conservation, branch association) S.D. (David) Itaar Member 2007 Director Welfare Institution Resignation plan of the Board Name In function since Reappointed Resignation Inggamer, Wytske 2006 2010 2014 Ipenburg, At 2006 2010 2014 Benedictus, Geart 2007 2011 2015 Itaar, David 2007 2012 2016 Lustgraaf, Rob v.d. 2007 2012 2016 Rietmole, Maaike te 2007 2012 2016
  26. 26. 25 FORECASTS2012 Income 2012 Income from fundraising 196.000 Other income 800 Total income 196.800 Expenses 2012 Advocacy 45.452 Structural help 102.007 Total expenses on objectives 147.459 Costs of Fundraising 35.754 Management & Administration(M&A) 10.301 Total expenses 193.514 Result 3.286 Totals 196.800 Ratio’s 2012 % costs fundraising 18,24% % income assigned to objectives 74,93% % expenditures assigned to objectives 76,20% costs M&A in % total expenses 5,32%
  27. 27. 26
  28. 28. 27 FINANCIAL REPORT 2011
  29. 29. 28 BALANCE SHEETASAT31DECEMBER2011 ASSETS Non - current assets tangible fixed assets(1) 13.779 8.282 13.779 8.282 Current assets receivables and accrued income(2) 29.546 15.074 29.546 15.074 Cash and bank balances(3) 126.875 257.509 TOTAL ASSETS 170.200 280.865 LIABILTIES Reserves and funds reserves continuity reserve(4) 60.000 60.000 earmarked reserve(5) 0 12.980 (other)general reserve(6) 58.668 57.545 118.668 130.525 funds earmarked funds(7) 0 755 118.668 131.280 investment contribution(8) 6.534 0 Accruels and deferred income(9) 44.998 149.585 TOTAL LIABILITIES 170.200 280.865 € € € € (after appropriation of result) 2011 2010 2011 2010
  30. 30. 29 STATEMENTOF INCOME ANDEXPENDITURE 2011 2010 realization budget difference realization INCOME Income from own fundraising(10) 187.227 246.000 58.773- 163.731 Income from institutional donors(11) - - - 68.359 other benefits(12) 3.603 25.000 21.397- 7.284 Total income 190.830 271.000 80.170- 239.374 realization budget difference realization EXPENDITURE Expenses to objectives Small scale projects in Papua(13) 77.564 205.000 127.436- 231.449 Education Projects in PNG(14) - - - 17.346 Boarding houses(15) 29.859 25.000 4.859 32.981 Study grants(16) 27.637 40.000 12.363- 40.889 Subtotal expenditure in Papua 135.060 164.750 29.690- 322.665 Advocacy(17) 37.907 39.375 1.468- 49.578 172.967 204.125 31.158- 372.243 Fundraising Costs Costs of own fundraising(18) 22.767 50.625 27.858- 27.105 Management & Administration Costs of Management & Administration(19) 6.953 16.250 9.297- 17.391 Total expenditure 202.687 271.000 68.313- 416.739 Result 11.857- - 11.857- 177.365- 2011 Appropriation of result(summary) Addition to/withdrawal from(+/-) continuity reserve - earmarked reserve 12.980 (other)general reserve 1.123- 11.857
  31. 31. 30 DESTINATION Realization Budget Realization Projects Papua Boarding houses Study Grants Advocacy 2011 2011 2010 Expenses A B C D E F Subsidies and Contributions 14.985 15.953 6.778 8.186 0 0 45.902 88.500 199.748 Publicity and Communications 0 0 0 8.861 8.861 0 17.721 20.000 19.429 Personnel Costs Netherlands 40.670 9.038 13.557 13.557 9.038 4.519 90.377 128.000 128.233 Personnel Costs Papua 0 0 0 0 0 0 0 0 23.652 Rental Costs 5.934 1.319 1.978 1.978 1.319 659 13.187 15.000 15.910 Office Costs 13.264 2.947 4.421 4.421 2.947 1.474 29.475 15.000 24.386 Depreciation and Rent 2.711 603 904 904 603 301 6.026 4.500 5.380 Total 77.564 29.859 27.637 37.907 22.767 6.953 202.687 271.000 416.738 Objectives Distributionof expenditures 2011 Fundraising Management & Administration The allocation of expenditures is based on the same principle as last year: personnel costs spent on the objectives. The costs are allocated to the expenditures according to the statement below: ALLOCATION WORKED HOURS Projects Papua A 45% Boarding houses B 10% Study Grants C 15% Advocacy D 15% (own) Fundraising E 10% Management & Administration F 5% 100%
  32. 32. 31 2011 2010 Salaries incl. holiday pay 61.968 92.282 Social insurance 10.549 14.921 72.516 107.203 Other personnel expenditures: (including cost allowances for volunteers) Pension insurance 7.216 9.720 Health insurance 3.933 4.823 Local travel costs 4.317 3.758 Other personel expenses 2.393 2.729 17.859 21.030 Total personnel costs 90.375 128.233 Salaries of staff and allowances for volunteers Hapin has developed its own salary scales traced back to the salary scales of Oxfam Novib. The average amount of staff members for 2011 is 1.4 full time equivalents (fte). Expenditures on personnel costs in 2010 were € 90.375 (2010: € 128.233). In 2011 we have been working on regular base of four days a week with one volunteer who received a cost allowance for travel costs. Other volunteers who were involved with Hapin at (for example) Roots Festival Amsterdam also received a cost allowance for travel costs In total we have paid on travel costs for volunteers: € 1.184 The salary of managing director Jeroen Overweel in 2011 was € 29.999 until 1 July 2011 (2010: € 55.225). His pension insurance in 2011 was € 4.000. Jeroen had a contract of 32 hours, 4 days a week. The salary of the acting managing director, Sophie Schreurs, was in 2011 € 23.515. She has a part-time contract of 3 days, 24 hours a week.
  33. 33. 32 € € (indirect method) Donations from private persons and other 187.227 Donations from institutional donors and other - Expenses on fundraising 22.767- Expenses on advocacy 37.907- Expenses on projects(structural assistance) 135.060- Expenses management and administration 6.953- Cash flowfrom objectives 15.460- Interest and other revenues 3.603 Cash flowfrom operational activitities 11.857- Mutations in receivables and accrued income 14.472- Mutations in accruels and deferred income 104.587- Mutation in reserves/funds 755- 119.814- Investments in tangible fixed assets 11.335- Depreciation on tangible fixed asset 5.838 Cash flow from investment activities 5.497- Cash flowfrom financing activities Investment contribution 6.534 Net decrease in cash and cash equivalents 130.634- Cash and cash equivalents at beginning of period 257.509 Cash and cash equivalents at end of period 126.875 CASH FLOWSTATEMENT2011
  34. 34. 33 General accounting principles for the preparation of the financial statements For the preparation and presentation of the financial statements, Hapin uses the Guidelines for annual reporting of the Dutch Accounting Standards Board, especially Guideline 650 “Fundraising organizations”. Valuation of assets and liabilities and the determination of results take place under the historical cost convention. Unless presented otherwise, the relevant principle for the specific balance sheet item, assets and liabilities are presented at nominal value. Income and expenses are accounted on accrual basis. Expenses are determined taking the mentioned valuation principle into account. Profit is only included when realized on balance sheet date. Losses originating before the end of the financial year are taken into account when ascertained before preparation of the financial statements. Principles of valuation of assets and liabilities Non- current assets (tangible fixed assets) Tangible fixed assets are presented at cost minus accumulated depreciation and, if applicable, minus impairments in value. Depreciation is based on the estimated useful life and calculated as a fixed percentage of cost. Depreciation is provided from the date an asset comes into use. The following fixed percentages of cost are used for depreciation: • Computers: 20% a year; • Software: 20% a year; • Office equipment: 20% a year. Receivables Receivables are included at face value, minus any provision for doubtful accounts. These provisions are determined by individual assessment of the receivables. Cash and cash equivalents Cash and cash equivalents are valued at nominal value. All cash and cash equivalents are available for expenditure by Hapin. Reserves and Funds Foundation Hapin is obliged to use reserves and funds in accordance with the objective(s) they are related to. Liabilities Debts and financial liabilities are valued at nominal value. Payable projects and study grants are accounted for in the year of reporting. It is an obligation to project partners and students for the next year.
  35. 35. 34 Principles for the determination of the result Grants/ contributions Grants are included in the statement of income and expenditure in the year in which the subsidized expenses are realized. Foreign currencies Receivables, debts and liabilities in foreign currencies are converted at the exchange rate at December 31. Transactions in foreign currencies are converted at the average monthly exchange rate. The conversion is based on the EU website: http://ec.europa.eu/budget/inforeuro/index.cfm?Language=en. Result A positive or negative result is, after allocation to earmarked reserves, earmarked funds and continuity reserves, destined for the general reserves. The allocated reserve for continuity is restricted to a maximum for covering half a year of salary and organization costs.
  36. 36. 35 (all amounts in euro) 1 2011 2010 balance as at 1 January 8.282 13.662 movements - investments 11.748 desinvestments 413- - depreciation 5.838 5.380 balance as at 31 December 13.779 8.282 Non - current assets(intangible fixed assets) Notes to the BALANCE SHEETas at 31 December 2011: ASSETS We invested in 2011 in a complete new ICT system. Thanks to a donation of Microsoft we could install the newest software. That makes it possible to work everywhere we want. It will make it possible to reduce office costs in the nearby future. (See also annex 1 Depreciation Sheet) 2 Prepayments and accrued income 31-12-2011 31-12-2010 debtors 165 644 interest 2.107 3.472 inheritances 20.000 - deposit rent St Jacobsstraat - 2.500 deposit TNT POST 500 440 other prepayments 930 6.990 subsidy receivables - - other receivables 5.844 1.028 balance as at 31 December 29.546 15.074 - At the end of 2011 we were informed about an inheritance in favor of HAPIN of € 20.000. - On the first of November 2011 we left the office in St Jacobsstraat. The deposit was refunded. - Other receivables consist of a credit from Zwitserleven, the company where the pensions of Hapin’s staff are assured. (€ 4.904) and of promised donations of private persons that were received in 2011 (€ 940). 3 Cash and bank balances 31-12-2011 31-12-2010 Rabobank 4440.72.470 11.758 45.686 Rabobank 3870.19.901 312 2.381 Rabobank 3628.888.069 111.000 200.000 ING Bank 243000 652 3.697 ING Bank Rentemeerrekening 109 - Mandiribank 3.043 5.745 balance as at 31 December 126.875 257.509 All bank balances are available for expenditure by Hapin. The balance of Mandiribank in Indonesian Rupiah is 37.159.039 It is converted at the exchange rate of December 2011: 1 EURO equals 12.211 Indonesian Rupiah (Source: http://ec.europa.eu/budget)
  37. 37. 36 Notes to the BALANCE SHEETas at 31 December 2011: LIABILITIES (all amounts in euro) Reserves and funds 31-12-2011 31-12-2010 continuity reserve 60.000 60.000 earmarked reserve - 12.980 (other)general reserve 58.668 57.545 earmarked funds - 755 Reserves 2011 2010 4 Continuity reserve balance as at 1 January 2011 60.000 75.000 withdrawal from general reserve - 15.000- balance as at 31 December 60.000 60.000 The continuity reserve is on the same level as in 2010. For Hapin the norm for this reserve has been: 50% of the personnel and the fixed organization costs. In 2011 we realized cost reduction and cost flexibility. That makes it possible to keep this reserve on the same level. 5 Earmarked reserve 2011 2010 balance as at 1 January 2011 12.980 10.177 withdrawal from earmarked reserve 12.980- 11.453 Papua New Guinea - 8.650- balance as at 31 December - 12.980 The earmarked reserve was meant for financing the investment costs of our sister organization Pt. Hapin: renovation of their new office, equipment for the office and so on. 6 General reserve(other reserve) 2011 2010 balance as at 1 January 2011 57.545 159.035 withdrawal from earmarked fund - 132.035 withdrawal from continuity reserve - 15.000 withdrawal from earmarked reserve 12.980 8.650 surplus - - addition to earmarked fund - 68.359- addition to earmarked reserve - 11.453- addition to continuity reserve - - deficit 11.857- 177.363- balance as at 31 December 58.668 57.545 The general reserve is free. The main reason that we keep this reserve is the obligations we have to our students. We feel obliged to guarantee them a four year study grant. A substantial part of this reserve (€ 40.000) is meant to be able keeping our promises to the students.
  38. 38. 37 Notes to the BALANCE SHEETas at 31 December 2011: LIABILITIES (all amounts in euro) 7 Earmarked Funds 2011 2010 balance as at 1 January 2011 755 64.431 Oxfam Novib contribution 2010 68.359 expenditures in 2010 project expenditures 117.676- expenditures on personnell costs 11.359- other expenditures 3.000- repayment to Oxfam Novib in 2011 755- balance as at 31 December - 755 8 Investment contribution 2011 2010 investment contribution Microsoft 6.534 0 The investment contribution is a donation of Microsoft to Hapin. That donation was € 6.759. Every year it will decrease by the depreciation of the software Microsoft donated. 9 Accruels and deferred income 31-12-2011 31-12-2010 creditors 2.725 18.541 social securities(payroll tax) 1.043 2.900 salaries - 2.646 holiday pay 1.946 4.000 studygrants 5.000 12.000 projects 26.744 98.802 audit fee 7.000 4.500 other 540 6.196 balance as at 31 December 44.998 149.585 The financial commitment for projects and study grants is always on annual basis. The commitment for study grants is less than in 2010 due to the fact that Hapin financed many students in 2010 that were finishing their studies. In their last year our students have more financial obligations (for example exam fees). That’s why Hapin doubles their yearly study grant. In 2011 most of our students were starting. With respect to the project support, Hapin is financing especially Pt. Hapin, our sister organization in Papua, which is responsible for monitoring and evaluating projects financed by Hapin and other donors. In 2010 we were committed not only to Pt. Hapin, but also to projects approved in 2009 which were not paid out in that year. Off balance rights and obligations Since November 1 2011 Hapin rented an office of 25m2 in an office building at Niasstraat in the suburb Lombok in Utrecht. We have a full service contract for one year, until 31 December 2012. The yearly costs are € 10.876. A year contract in office renting is quite remarkable. Especially in our unsecure situation in the period of transition it seemed better to opt for a year contract. Pt. Hapin and Hapin NL signed a Memorandum of Understanding from which a four year obligation arose for Hapin. This obligation amounts to € 57.000.
  39. 39. 38 Income 10 Income own fundraising 2011 2010 donations from private persons 142.630 153.002 earmarked donations - - other donations 9.929 - legacies 25.908 6.664 other income 8.761 4.065 Subtotal income own fundraising 187.227 163.731 Notes to the Statement of Income and Expenditure Due to legacies of € 25.908 and gifts from Lions Club Joure and the Gloag Foundation (€ 9.929) our income from own fundraising was substantially higher than in 2010. The continuation of decreasing income from private donors is a great concern to us. The main explanation is the ageing of our donors and the problems we experience to attract new donors. 11 Income from institutional donors 2011 2010 Oxfam Novib 0 68.359 Subtotal income from institutional donors 0 68.359 12 Other benefits 2.011 2010 interest 2.277 4.177 Other benefits 1.326 3.107 Subtotal income from other contributions 3.603 7.284 Total income 190.830 239.374
  40. 40. 39 Expenditure 13 Small Scale Projects in Papua 2011 2010 contributions 14.985 138.233 publicity and communications - - personnel costs 40.670 74.945 rental costs 5.934 6.364 office expenditure 13.264 9.755 depreciation and rent 2.711 2.152 77.564 231.449 Notes to the Statement of Income and Expenditure In 2011 we experienced a cut back in project proposals that are worth subsidizing. At the same time some projects approved in 2009 and 2010 and planned for implementation seemed, after evaluation of Pt. Hapin, not sustainable. Part of the reservation of € 98.802 in 2010, € 12.770, was not used. 14 Eduation Projects in Papua NewGuinea 2011 2010 contributions 0 8.650 publicity and communications 0 - personnel costs 0 6.412 rental costs 0 796 office expenditure 0 1.219 depreciation and rent 0 269 0 17.346 We stopped our contributions to education projects in Papua New Guinea because we want to concentrate on (West) Papua. Furthermore in practice it is difficult to monitor the spending. 15 Boarding Houses 2011 2010 contributions 15.953 15.591 publicity and communications - - personnel costs 9.038 12.823 rental costs 1.319 1.591 office expenditure 2.947 2.439 depreciation and rent 603 538 29.859 32.982 16 Study Grants 2011 2010 contributions 6.778 23.498 publicity and communications - - personnel costs 13.557 12.823 rental costs 1.978 1.591 office expenditure 4.421 2.439 depreciation and rent 904 538 27.637 40.889
  41. 41. 40 Expenditure Notes to the Statement of Income and Expenditure 17 Advocacy 2011 2010 contributions 8.186 13.777 publicity and communications 8.861 9.714 personnel costs 13.557 19.235 rental costs 1.978 2.387 office expenditure 4.421 3.658 depreciation and rent 904 807 37.907 49.578 The objective advocacy (Dutch: voorlichting en bewustmaking) is related to the ways Hapin wants to give notice to past, present and future of Papua and the Papuan people. It has a hybrid character – a so called mixed activity. For example our newsletter, HapiNieuws, has to do with advocacy and with fundraising. Therefore you will find the expenses on the newsletter in the cost group advocacy and in the cost group fundraising. See below. 18 Own Fundraising 2011 2010 publicity and communications 8.861 9.714 personnel costs 9.038 12.823 rental costs 1.319 1.591 office expenditure 2.947 2.439 depreciation and rent 603 538 22.767 27.105 19 Management and Administration 2011 2010 personnel costs 4.519 12.823 rental costs 659 1.591 office expenditure 1.474 2.439 depreciation and rent 301 538 6.953 17.391 total expenditures 202.687 416.740 The cost group Management and Administration consists of expenditures on control and administration. Sometimes they are also called overhead costs. The amount is much lower than in 2010. As a part of total expenditures it decreased from 4.17% in 2010 to 3.43% in 2011.
  42. 42. 41 RATIOS 2011 2010 Income Own fundraising A 187.227 163.731 Total Income B 190.830 239.374 Total Expenditure C 202.687 416.739 Expenses Own Fundraising D 22.767 27.105 Management &Administration E 6.953 17.391 Objectives F 172.967 372.243 Ratio's D/A 12,16% 16,55% E/C 3,43% 4,17% F/B 90,64% 155,51% F/C 85,34% 89,32% Objectives Projects Papua 77.564 231.449 Projects Papua NewGuinea 0 17.346 Project Boarding houses 29.859 32.981 Project Study Grants 27.637 40.889 Advocacy 37.907 49.578 172.967 372.243 D/A Costs of own fundraising in relation to income fromown fundraising E/C Costs of management &administration in relation to total expenditure F/B Expenditure on objectives in relation to total income F/C Expenditure on objectives in relation to total expenditure This statement is contrary to last year’s four ratios, three are advised by Central Buro of Fundraising (Centraal Bureau Fondsenwerving - CBF) and one is advised by Association of Fundraising Institutions (Vereniging Fondsenwervende Instellingen - VFI). According to CBF the “costs of own fundraising” have a limitation to 25% in relation to the income from own fundraising. The costs of management and administration give an indication of the so called overhead costs of our foundation. The before last ratio indicates the part of the income raised by Hapin is actually spent on our objectives/themes. The last ratio is a new one. It gives an indication of the expenditures on objectives related to the total expenditures. It makes clear that our objective related expenditures are in conformity with our mission as stated in our Statutes.
  43. 43. 42 Explanation of differences between realization and budget 2011 In 2011 the result was negative (€ 11.857). There were different factors that account for this. On the one hand we did as much in cost reduction as was possible at the time. For example: reduction of the personnel costs with € 37.856 compared with 2010. Office costs are higher than budgeted because of our moving to another office. The reduction in rental costs is slight. The cheaper rent we have to pay will be noticeable next year. Because of Pt. Hapin’s work on monitoring and evaluation of projects in (West) Papua we paid less in project financing than expected. At the same time we expected to receive more project proposals from Pt. Hapin. Personnel and organizational problems made the expectations fail. The total decrease of expenditures in 2011 was € 68.313. On the other side, the budgeting of income from other donors was far too optimistic. We hoped for a continuation of a donation from ASML Foundation (€ 20.000), but our project proposal was beyond their possibilities. Also the fundraising from institutional donors such as ICCO and Oxfam Novib failed. Therefore, in 2011, we missed on the income side € 80.170. The next years we will keep our organization costs as low as possible. We started in 2011 with a high grade of cost flexibility. It will be a challenge for Hapin to maintain a professional organization in the Netherlands as well as in Indonesia. Other information Until the first of July 2011 Hapin employed three staff members. After the departure of the managing director Jeroen Overweel Hapin’s staff consisted of two members. Because of cost reduction and the shift of work to Papua we decided to distribute the tasks of the managing director between the two remaining staff members. The average amount of staff members for 2011 was budgeted as 1.6 full time equivalents (fte). The realization, because of reasons mentioned above, was below this goal, namely 1.4 fte. The forecast for 2012 will be lower: 1 fte. Board members are not salaried. No loans, guarantees or other financial products are given to board members and/or staff members.
  44. 44. 43 ANNEXES In this annual report we have added annexes to give more detailed information about the development of investing and depreciation (Annex 1: Depreciation sheet), the planned/approved project list 2011(Annex 2: Project List 2011), Income and Expenditures of PT Hapin (Annex 3: Financial Report PT Hapin 2011) and an overview of results over the last five years (Annex 4: Overview of results 2007-2011).
  45. 45. 44 Depreciation Sheet HAPIN 2011 aanschaf afschr % aanschaf boekwaarde Cum afschr (des)invest afschrijving boekwaarde gbrk omschrijving jaar waarde 31-12-2010 t/m 31-12-2010 2011 2011 31-12-2011 100 APPARATUUR 1 Aanleg netwerk feb-07 20,00% 1.733 404 1.329 116- 289 0- 2 3 beeldschermen + laptop feb-07 20,00% 1.101 257 844 73- 183 0 3 Sanyo beamer feb-07 20,00% 1.189 277 911 - 238 40 4 Server aandeel mei-07 20,00% 2.220 629 1.591 - 444 185 5 3 ACER pc's mei-07 20,00% 1.918 544 1.375 224- 320 0 6 Dell Terminal Server nov-11 20,00% 2.379 - - 2.379 79 2.300 7 3 Acer computers nov-11 20,00% 2.142 - - 2.142 71 2.071 8 Acer Laptop nov-11 20,00% 468 - - 468 16 452 totaal 13.149 2.111 6.050 4.576 1.640 5.047 102 INVENTARIS - 6 Bureaus, stoelen,kasten feb-07 20,00% 1.445 337 1.108 - 289 48 totaal 1.445 337 1.108 - 289 48 - 104 Software - 7 Charibase/RLC aug-07 20,00% 15.515 5.172 10.343 - 3.103 2.069 8 Adobe dreamweaver jul-07 20,00% 577 183 394 - 115 67 9 Charibase/RLC jan-08 20,00% 1.200 480 720 - 240 240 10 Software via Microsoft in natura nov-11 20,00% 6.759 - - 6.759 451 6.309 totaal 24.052 5.835 11.458 6.759 3.909 8.685 - generaal totaal 38.646 8.283 18.615 11.335 5.838 13.780 STAAT VAN AANSCHAFWAARDEN EN AFSCHRIJVINGEN 2011
  46. 46. Hapin PROJECT LIST 2011 In this overview we present the planned/approved and realized projects in Indonesian Rupiah as well as in Euro. We planned for 2011: 685.257.000 Indonesian Rupiah (€ 57.742). We realized in 2011: 560.880.656 Indonesian Rupiah (€ 45.674). HAPIN PROJECT LIST 2011 PROJ No PROJECT NAME CATEGORY PLACE IMPLEMENTATION IDR euro's IDR euro's JAY 11 5 Cocoa plan rehab ext. Strengthening civil economy District Yapsi Fork-Kisdp 105.000.000 8.847 4.875.886 397 JAY 11 7 Human resources dev Capacity building NGO Jayapura LBH 27.000.000 2.275 17.750.000 1.445 JAY 11 8 Girls sports education Education/Capacity building Padang Bulan Papuan girls football school 50.000.000 4.213 50.000.000 4.072 182.000.000 15.335 72.625.886 5.914 MAN 11 1 Advocacy training HR workers Capacity building advocacy Manokwari, Sorong, Fakfak, Serui LP3BH (Legal Aid) 129.080.000 10.876 125.060.000 10.184 129.080.000 10.876 125.060.000 10.184 BAL 11 1 Computer education by solarcell Education and sust. energy Muliama(Baliem Valley) Muliama school 172.595.000 14.543 210.317.870 17.127 172.595.000 14.543 210.317.870 17.127 MER 11 7 People's legal training Strengthening civil society Merauke LBH Papua 201.600.000 16.987 152.876.900 12.449 201.600.000 16.987 152.876.900 12.449 TOTAL 685.275.000 57.741 560.880.656 45.674 Total projects Manokwari Total Projects Baliem Valley Total Projects Merauke PLANNED REALIZED 2011 2011 Total Projects Jayapura
  47. 47. 46 FINANCIALREPORT Pt. HAPIN 2011 According to the administration of Hapin and Pt. Hapin EUR IDR IDR EUR I. INCOME 1A. Pt Hapin financing 40.418 479.667.169 492.636.372 40.117 1B. Programme financing 57.741 685.275.000 560.880.656 45.674 2. Protestant Churches Netherlands 10.000 118.678.000 120.440.000 9.808 3. Bank Interest - - 1.358.233 111 4. Central Government - - - - 5. Provincial Government - - - - 6. Local Government - - - - 7. Alumni - - - - 8. Indonesian Sponsor - - - - 9. Foreign Sponsor - - - - 10. Others - - 257.000 21 Total INCOME 108.159 1.283.620.169 1.175.572.261 95.731 II. COSTS 1. Personnel Costs 26.128 310.080.000 244.102.147 19.878 2. Monitoring and Evaluation 2.039 24.200.000 9.655.000 786 3. Office 2.127 25.243.600 14.665.740 1.194 4. Depreciation Costs 2.664 31.612.500 36.989.839 3.012 5. Operational Costs Office 1.230 14.600.000 21.430.351 1.745 6. General Costs 893 10.600.000 12.946.070 1.054 7. Project Costs 57.741 685.275.000 560.880.656 45.674 Total Costs 92.822 1.101.611.100 900.669.803 73.344 Item Planning 2011 REALIZATION 2011 We used different exchange rates in this figure. When making the budget for next year we use the exchange rate of December. During the realization year we use the average exchange of the year in which the expenditures take place. Exchange rate in December 2010: 1 Euro is 11.868 Indonesian Rupiah. The average exchange rate of 2011 was 1 Euro is 12.280 Indonesian Rupiah. (http://ec.europa.eu/budget/inforeuro/index.cfm?Language=en)
  48. 48. 47 Overview of results 2007 – 2011 This overview summarizes the development in costs and benefits the last five years Income 2011 2010 2009 2008 2007 Income from fundraising 187.227 171.015 528.510 204.380 227.672 Other income(subsidies) 3.603 68.359 205.999 153.949 118.602 Total income 190.830 239.374 734.509 358.329 346.274 Expenses 2011 2010 2009 2008 2007 Advocacy 37.907 49.577 65.477 41.460 64.179 Projects(Structural help) 135.060 322.664 352.342 392.639 366.684 Total expenses on objectives 172.967 372.241 417.819 434.099 430.863 Costs of Fundraising 22.767 27.105 35.782 39.288 59.777 Management & Administration(M&A) 6.953 17.391 28.342 28.283 35.417 Total expenses 202.687 416.737 481.943 501.670 526.057 Result -11.857 -177.363 252.566 -143.341 -179.783 Totals 190.830 239.374 734.509 358.329 346.274 Ratio’s 2011 2010 2009 2008 2007 % costs fundraising 12,16% 15,85% 6,77% 19,22% 26,26% % income assigned to objectives 90,64% 155,51% 56,88% 121,15% 124,43% costs M&A in % total expenses 3,43% 4,17% 5,88% 5,64% 6,73% % expenditures asigned to objectives 85,34% 89,32% 86,69% 86,53% 81,90% OVERVIEW of RESULTS 2007 - 2011
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