10 Fundraising Income from individuals
Income from individuals includes structural and one-off donations from individuals as well as legacies.
Other gifts and donations
Total income from Individuals
Covid continued to heavily impact our fundraising possibilities from events, but thanks to a very successful event in October we were still able to reach our income targets. Early in 2021 it was decided to increase our fundraising effort on securing new structural friends. This investment allowed us to increase our structural income base for future years and added to the realized income in 2021 as well. The income from legacies and inheritances exceeded budget by 16 per cent but remained 20 per cent below previous year.
War Child aims to develop long-term relationships with individual donors to ensure stability in income and the continuity of projects. The large majority of the income generated by individual donors came from approximately 95,100 Friends, as War Child calls its structural donors. More information is provided in the “Where our funds come from” section in our annual report.
11 Fundraising Income from companies
Income from companies includes periodical donations from our Business Friends, one-off gifts from actions, donations in kind as well as restricted subsidies.
Triple D BV
Beirut Campaign Blast
Gifts in Kind
Total income companies
In 2021 we raised €3.4 million from the business sector, 76 per cent above our target for the year and 31 per cent above the income in 2020. It remains a challenge to secure long-term commitments from companies. Main business donors supporting us already for years with monetary funding are Tommy Hilfiger, Rituals Cosmetics, and Triple D BV..
We saw an increase of 8 per cent in gifts in kind compared to 2020 to a total of €1.5 million, which was 159 per cent above budget. More than 40 per cent of income from businesses comes from the value of donations in kind. War Child has a low cost policy and tries to find donors for every purchase it makes at head office. This ranges from free paper to free legal advice. Thanks to our good reputation that our donors recognize, we are quite successful in raising free goods and services. More information is provided in the “Where our funds come from” section in our annual report.
12 Fundraising Income from lotteries
Income from lotteries consists of contributions from the Dutch National Postcode Lottery. Since 2009, War Child receives an annual unrestricted contribution and since 2014 we have received various contributions designated to specific projects.
National Postcode Lottery (structural contribution)
National Postcode Lottery (designated to CWTL)
Total income lotteries
Income from lotteries has decreased by 53 per cent in comparison with the previous year. The National Postcode Lottery contributes structurally to our organisation with an impressive €1.4 million. In addition, the National Postcode Lottery awarded the “Dreamfund” to War Child in 2019 for its Can’t wait to learn programme. This programme was still being implemented during 2021. More information is provided in the “Where our funds come from” section in our annual report.
13 Fundraising Income from government grants
Income from governments includes income from individual governments, as well as from governmental bodies and from organisations that receive the vast majority of their funding from governments. In cases where the back-donor is a government and War Child has a contract with equal conditions with another party, this income is categorized as income from governments. All War Child’s income from governments is incidental, although part of the income is related to multiyear grants. All grants have an end date.
United Nations agencies
Total income from governments
The income from governments accounts for 54 per cent of War Child’s fundraising income. Income from governments reached €28.5 million in 2021, which is 29 per cent above the government income of 2020 (€22.1 million). The substantial growth that was realized fell short of the ambitious budget for the year (€30.7 million) by 7 per cent.
With € 9.8 million, an increase of 34% over 2020, the United Agencies and funds were War Child’s largest donor in 2021. With €9.7 million, an increase of 48 per cent over 2020, the Netherlands Government was War Child’s second largest donor in 2021. With €7.9 million, an increase of 8 per cent over 2020, the European Union was War Child’s third largest donor. The income from both the Netherlands government (19 per cent of total income) and the European Union (16 per cent of total income) were above our guideline of maximum 15 per cent from one donor. War Child has this target in order to remain independent from any one donor and to maintain a well-balanced donor portfolio. The United Nations continue to contribute to War Child's programmes in various countries through its agencies, subsidiaries and affiliates such as UNICEF, UNHCR, UNESCO and UN OCHA, as well as through its Education Cannot Wait fund. None of the individual United Nations affiliates and funds reached the 15% of total income maximum.
14 Fundraising Income from affiliated parties
Income from affiliated parties includes the contributions of national and international parent and sister organisations of War Child.
War Child worked to further expansion of its presence in Europe and during the first quarter of 2019 officially registered and launched War Child Deutschland gGmbH, as a German fundraising foundation.
War Child Deutschland gGmbH fundraised €12,945 of unrestricted income from sales and private donations, collected at galas and from corporates, to be used for our programs. A slight decrease due to Covid pandemic and less events and activities by War Child Deutschland. In addition War Child Deutschland is raising restricted funds from German institutional donors which directly benefits our programmes.
15 Fundraising Income from other organisations
The income from other organisations includes income from foundations, educational institutions, religious institutions and associations. This is a mix of unrestricted as well as restricted funding.
Stichting DOB Ecology
Al Ghurair Foundation for Education
International Development Research Centre
Queen Silvia Foundation
Bernard van Leer Foundation
War Child United Kingdom
Total income other organisations
The income from other non-profit organisations in 2021 totalled €6.0 million which was a decrease of 6 per cent compared with the previous year (2020: €6.4 million), and 15 per cent below budget. The grants and donors are well diversified within this category. More information is provided in the “Where our funds come from” section in our annual report.
16 Fundraising Income from Sale of Products
The income raised from sale of products are presented as net figures. The gross income is reduced by the direct costs and reported as net income. The net income raised from sale of products in 2021 totalled €309,000. The gross income from the sale of products totalled € 309,000 and the cost of goods sold were nil. This income was raised during special events for War Child mainly through a large pyjama sale action from HEMA, as well as through selling of auction items, concert tickets and event dinners. More information is provided in the Where Our Funds Come From section in our annual report
Total expenses increased by a total of €3.9 million to €49.8 million, a growth of 8 per cent (2020: €45.9 million). War Child’s aim is to spend at least 85 per cent of its resources on its objectives – project activities, preparation and awareness raising. In 2021 War Child met this target. The ratio of Expenses on the objective and Sum of expenses was 87 per cent (2020: 86 per cent). War Child aims to spend maximally 4 per cent of its costs on management and administration. It met this target (2021: 2 per cent; 2020: 3 per cent) and it fundraising expenses stabilized at 10 per cent of its income (2020: 11 per cent).
% Costs of fundraising / total fundraising income
% Costs management & administration / total expenses
% Total expenses on behalf of the objective / total expenses
Cost allocation of general expenses
One of War Child’s core values is transparency. In our annual accounts this translates to openness about where our funds come from and how we spend them. Specifically, we are transparent about the cost allocation of general expenses. War Child allocates most of its head office expenses directly to the relevant cost category, meaning that if and when possible, each expense is recognized under the relevant cost category. The expenses related to general management roles, such as the managing director, the director of Shared Operations, the Finance manager, the HR manager and the manager ICT are fully attributed to the cost category for management and administration.
As a result, a general cost allocation methodology is applied to general facility costs in the Netherlands only. The amount of allocated general costs is € 349,869 and includes amongst others office rent, furniture, cleaning, reception and canteen costs. The basis of the allocation is the distribution of salary costs of employees in the Netherlands, resulting in 26 per cent allocated to project activities, 16 per cent to preparation and coordination, 9 per cent to communication and awareness raising, 22 per cent to fundraising, and 27 per cent to general management and administration expenses.
Cost allocation of fundraising and awareness raising expenses
War Child’s events and activities for public engagement in the Netherlands may have a fundraising as well as an awareness raising component. The out of pocket expenses related to such mixed activities are attributed to each of the two categories on the basis of a percentage as justified by the objectives and activities of each mixed project. For each mixed activity, the project leader provides a justified weight of each component. For example, the costs of engaging the public face to face are split 75%-25% between fundraising and awareness raising. During those activities, new Friends are acquired and many individuals are being informed about the children affected by conflict.
The allocation percentages are consistently determined and applied in consecutive periods. If percentages change year on year, management justifies this based on a changed nature of the activities. All employees with a fundraising role are fully attributed to the cost category for fundraising.
Below is a table with the applied percentages and resulting amounts of awareness raising in our largest mixed projects. Some projects were not budgeted because at the time of planning it was unsure or unknown if those would take place in 2021. Vice versa, not all other projects in the budget took place in 2021. Budgeting and planning for fundraising activities was challenging through consequences of Covid-19 pandemic in both 2021 and 2020.
Door to door engagement
Communicating with existing constituency
Other mixed projects
Net allocation to awareness raising
17 Project activities
Expenses towards project activities are costs related to the implementation of War Child’s programmatic interventions. War Child's projects are amongst others providing psychosocial support, child protection, education and advocacy. War Child implements its projects itself as well as by partner organisations. Costs of project activities include expenses such as staff costs, materials purchased, location rent, transport costs and office expenses. Costs of the country offices are fully attributed towards project activities. Costs of the head office are attributed to project activities if the costs are directly related to implementing projects, which in most cases means that those expenses are funded by a grant. This includes our Can’t Wait to Learn and TeamUp programmes, as well as our research and development projects.
Programs from The Netherlands
Occupied Palestinian territories
Total costs of project activities
Total expenses on project activities are €40.0 million in 2021, or 11 per cent above previous year (2020: €36.2 million) and 7 per cent below budget. Our budget for the year consists of ensured funding from signed grants as well as of ambitious projects that we will try to raise funds for in the various countries. In 2021, our fundraising targets were mainly achieved. War Child was able to realise significant growth in project activities showing that we were able to implement more projects despite the challenging year.
In 2021 the largest growth was seen in occupied Palestinian Territories where the program activities grew by € 2.3m (137 per cent) to € 4.0m.
18 Preparation and coordination
Costs for preparation and coordination include for example costs for the evaluations of our programmes, security measures and security trainings, quality assurance, programme management from head office, travel to country offices, internal audits, logistics management and monitoring activities.
The majority of costs for preparation and coordination originate in the International Programmes department at War Child’s head office. Total costs in 2021 have decreased year on year by 9 per cent to €1.5 million and are 41 per cent below 2021 budget (€2.5 million).
19 Awareness raising
Awareness raising includes the costs of raising awareness of people in general and of certain focus groups and networks in particular. Direct costs include those costs related to lobbying, War Child's website, conferences, campaigns and the awareness raising component of events and actions as described earlier under Cost Allocation.
Awareness raising costs reached € 1.9 million, 9 per cent above 2020 (€ 1.8 million) and are 51 per cent above budget. These higher costs are caused by an extra investment in face to face activities.
Costs of fundraising are incurred for activities which aim to persuade people, businesses and other organizations to become Friends of War Child, to donate money or to enter into grant contracts with War Child.
Fundraising of unrestricted income
Fundraising of restricted income
Setting up new fundraising markets
Total costs of fundraising
Total fundraising costs divided by total fundraising income in 2021 is 10 per cent (11 per cent in previous year). In 2021, total costs of fundraising increased with 11 per cent in comparison with previous year, and exceeded the budget by 43 per cent. The extra costs are caused by a decision during the year to intensify the face to face fundraising of new friends. The total amount of fundraising costs of €5.1 million consists of costs for raising unrestricted funds –for example from our Friends-, restricted funds –for example from institutional donors- and costs for setting up new fundraising offices –War Child’s contributions to War Child Sweden and War Child Germany.
War Child contributed to the running costs of War Child Sweden, which is an independent foundation that raises funds for War Child in the Swedish market. It also contributed to the operational costs of War Child Deutschland gGmbH, which is a legal entity established in March 2019 of which the shares are fully owned by Stichting War Child.
21 Management and administration
War Child strives to spend as much on its objective as possible and it is continuously pursuing cost savings opportunities. On the other hand, it realizes that the lowest management costs are not necessarily desirable. Laws, regulations and donor requirements as well as risks of fraud and child safety contribute to a complex environment that require an adequate governance structure, a professional ICT infrastructure and an accurate administrative organisation and internal controls. If management and administration would not get proper attention, then the continuity of the organisation could be at risk.
War Child aims to keep its percentage for management and administration below 4 per cent. In the coming years War Child strives to keep this percentage as low as possible, since operational excellence and efficiency are an important part of its strategic objectives.
The costs for management and administration in 2021 (€1.1 million) are 40 per cent above budget (€0.8 million) and are 27 per cent below the level of 2020 (€1.6 million). The reduction in costs has been realized through the stringent implementation of cost cutting measures.
22 Financial gains / (losses)
Exchange rate differences
Financial gain / (loss)
War Child does not invest the funds it is trusted with by its donors. Interest income is related to interest received on War Child's bank accounts. The year 2021 saw an exchange rate loss of € 331,310. This is mainly related to the revaluation of outstanding grant award and bank balances in US Dollar. War Child does not budget these gains or losses since those are unpredictable. War Child does not hedge this risk, but takes appropriate measures to mitigate the risk as far as possible. Also see the notes to the balance sheet.
War Child’s total personnel expenses are specified below. The reduction in costs of 2 per cent compared to 2020 is mainly attributable to staff reductions in Amsterdam. About 44 per cent of total staff expenses originate in the Netherlands, while 19 per cent of our full time equivalent employees are located in the Netherlands. This is explained by higher average salaries. A large portion of the staff costs in the Netherlands are related to programme implementation, and those staff are funded by grants. The category other personnel expenses includes costs for amongst others commuting transport, insurance, training, recruitment, interns, canteen and team building.
Gross wages and salaries
Other personnel expenses
Total Personnel expenses
Independent Auditor’s costs
War Child’s financial statements 2021 are audited by KPMG Accountants N.V. War Child determines the
presentation of the auditors fee as the total fees for the examination of the financial statements based on the reporting period of the financial statements, irrespective of when the work is performed. 2021 expenses related to the global KPMG group totaled €189,977. During 2021, additional services related to audit of 2020 Financial Statements were performed and additional of €12,100 costs were booked. Additional costs for 2020 audit are presented under 2021 costs in the overview below.
In 2021, War Child involved other KPMG Network companies to perform local audit in several countries of
operation. The component 2021 audit for Lebanon was performed by KPMG Lebanon against a fee of €11,100. €6,660 additional KPMG Lebanon audit costs were booked in 2021, in relation to 2020 component audit in Lebanon.
Three projects in Syria - Joint Response funded by the Ministry of Foreign Affairs of the Netherlands, project Delivering Humanitarian Assistance and Building the Resilience of Conflict-Affected Individuals funded by DFID (via IRC) and project Education, Child Protection and Psychosocial Support (PSS) for vulnerable children funded by Swiss Development Coorporation - were audited by KPMG Lebanon, for a fee of €17,228.
In addition, 2021 payroll services for Syria office was provided KPMG Cyprus, for the annual amount of €2,142. All amounts are including VAT.
KPMG Accountants N.V.
Other KPMG network
Audit of the financial statements
Other audit engagements
Tax-related advisory services
Other non-audit services
Audit of the financial statements
Other audit engagements
Tax-related advisory services
Other non-audit services
Attribution of expenses
Expenses towards objective
Management & Administration
Preparation & Coordination
The above clarification of the attribution of expenses towards expense categories is in accordance with Annex 3 of the accounting guideline RJ650. The attribution towards cost types is done consistently throughout the years. War Child attributes expenses as per the following guidelines:
Contributions includes expenses by implementing partners;
Procurement includes all goods and services procured from third parties excluding outsourcing;
Outsourcing includes services that are rendered by third parties executing a normal business operation of War Child, not being the implementation of project activities. An example is the outsourced acquisition of donors;
Publicity includes advertising and visibility of War Child or its donors to the general public;
Staff includes all personnel expenses;
Housing includes rental, utilities and cleaning of office and accommodation;
Office includes IT, communication, small equipment and postal mail;
General includes bank costs, audits, value of gifts in kind and other general costs;
Depreciation equals depreciation costs.
Appropriation of the Result
On June 17, 2022, the Supervisory Board of Stichting War Child discussed the annual report and the annual accounts 2021. In accordance with article 8.1.a of the articles of association of War Child, the Supervisory Board adopted the annual report and the annual accounts of War Child, including the proposed appropriation of the result. The members of the Supervisory Board as per June 17, 2022, are Peter Bakker (President), Hans van den Noorda, Willemijn Verloop (Vice-President), Rob Theunissen (Treasurer), Raymond Cloosterman, Edith Kroese, Arjan Hehenkamp and Stef Oud.
The articles of association provide guidance about the appropriation of the result in stating that the foundation shall not keep more reserves than reasonably necessary for its continuity, as determined by the Managing Director. Art. 3.4: "De stichting houdt niet meer vermogen aan dan naar het oordeel van de directie redelijkerwijs nodig is om de continuïteit van haar werkzaamheden ten behoeve van haar doelstelling te waarborgen."
Addition to (withdrawal from):
Events after the balance sheet date
No events have occurred between the balance sheet date and the date on which the Supervisory Board adopted the annual accounts, which would affect the 2021 annual accounts or the condition of War Child at the end of the financial year or thereafter.