2011 OVERVIEW

2 2011 OVERVIEW

3 2011 OVERVIEW

Introduction

Who We Are

KNCV Tuberculosis Foundation is a national and

international center for TB control. Established in 1903

as an umbrella organization for TB control in the

Netherlands, we have been fighting tuberculosis for

over a century.

What We Do

KNCV provides quality technical assistance through its network of highly qualified and experienced

consultants and researchers. We give advice to national tuberculosis programs (NTPs) on issues of

planning and budgeting, implementation, monitoring and evaluation, operational research, human

resource development, laboratory networks, and drug management. KNCV offers practical support

in developing strategic plans, TB manuals, and guidelines. In addition, we directly assist countries

by implementing projects funded by third parties, and we help countries access other financial

resources, in particular from the Global Fund to Fight AIDS, TB and Malaria.

Our Role

In the area of policy development and advocacy, KNCV plays a pivotal role internationally.

Together with WHO, we are co-founders of the Stop TB Partnership, a worldwide coalition of TB

control organizations. We provide guidance to the Tuberculosis Coalition for Technical Assistance

(TBCTA), comprising seven leading technical organizations active in international TB control.

Our Approach

KNCV works with national TB programs and civil society and

international organizations in Africa, Asia, Europe, and Latin

America. KNCV is committed to reducing tuberculosis through

policy development, technical assistance, advisory services,

training programs, capacity building, and epidemiological and

operational research. We currently have two regional offices—

in Central Asia and in East Africa—and eleven country offices.

Through the regional offices and continued operational

decentralization, we aim to increase our efficiency and the

quality of our advisory services to the countries and programs

in the region and to facilitate an increase in the production and

exchange of knowledge.

Our vision is

a world free of tuberculosis.

Our mission is

The global elimination of tuberculosis

through the development and

implementation of effective, efficient,

and sustainable tuberculosis control

strategies.

4 2011 OVERVIEW

Our Stakeholders

We foster a hybrid network of stakeholders, including technical partners, academic institutions, our

public and private funders, the Dutch lotteries

(VriendenLoterij and De Lotto), the members

of our association, the national TB programs,

ministries, relevant media, and of course—

indirectly—all TB patients in and outside the

Netherlands.

With our stakeholders, we communicate using

a variety of means, which are increasingly

web-based. We are active on Twitter at

@kncvtbc and @StopTBC.

Private donors and other stakeholders can

share their opinions, ideas, and complaints

with us by telephone, e-mail, and mail. Our

contact data are available at www.kncvtbc.org

www.stoptbc.nl and www.tuberculose.nl.

Statutory Details

The Koninklijke Nederlandse Centrale Vereniging tot bestrijding der Tuberculose (“KNCV,” which

uses the name KNCV Tuberculosis Foundation in English) is located at Parkstraat 17 in The Hague,

the Netherlands. Under its Articles of Association, KNCV Tuberculosis Foundation has as its

statutory objective:

The promotion of the national and international control of tuberculosis by, amongst others:

a. Creating and maintaining links between the various institutions and people in the

Netherlands and elsewhere in the world who are working to control tuberculosis;

b. Generating and sustaining a lively interest in controlling tuberculosis through the

provision of written and verbal information, holding courses and by promoting scientific

research relating to tuberculosis and the control of it;

c. Performing research in relation to controlling tuberculosis;

d. Providing advice on controlling tuberculosis, and

e. All other means which could be beneficial to the objective.

As a subsidiary activity, it may develop and support similar work in other fields of public health.

Full Version of the Annual Report

An extended version of the annual report including all financial statements, specifications, and a

full auditors’ report can be downloaded at www.kncvtbc.org.

A Patient’s Story…

Stefan (a twenty-five-year-old Dutch male)

got sick while he was working in the US. He

visited three doctors on his way back home.

Only the doctor in the Netherlands thought

of TB, while the other two in the US and

Poland thought he either had lung cancer or

wasn’t that sick at all. The screening

revealed that the last doctor was right: The

correct diagnosis was tuberculosis. Stefan is

thankful to the Dutch health system, which

gave him not only the right diagnosis, but

also quality, personalized treatment. After

six months, he was completely cured and

again able to do the things he most enjoys in

life.

5 2011 OVERVIEW

Director’s Report

Foreword

Thanks to a re-evaluation of estimates, a global

decline in TB incidence and prevalence can be

reported. Nevertheless, the latest figures from

2010 show 12 million estimated cases of TB and

1.45 million deaths in comparison with

14 million and 1.7 million the year before. The

re-evaluation of estimates was based on

research papers published by an impact

measurement task force, in which

epidemiologists from KNCV Tuberculosis Foundation took part. The highest level of disease and

mortality is concentrated in the most economically productive age group—from 15 to 59 years—

which means that TB is a disease that has a major impact on the social and economic conditions of

many people in countries in Africa, Asia, Eastern Europe, and Latin America. Of serious concern is

the fact that the estimated number of multidrug-resistant cases diagnosed represents 18% of the

estimated incidence of 290,000 patients among notified cases. Recently, the media highlighted a

growing problem in India, where cases of total drug-resistant TB have occurred.

The facts and figures show that we cannot relax and simply wait for the epidemic to disappear by

itself. TB can be cured, and solid TB control programs are successful: Between 1995 and 2010,

55 million TB patients were treated in programs that had adopted the DOTS/Stop TB strategy, and

46 million were successfully treated. These programs saved nearly 7 million lives. Centers of

expertise like KNCV Tuberculosis Foundation and global partnerships like the Stop TB partnership

and our own Tuberculosis Coalition for Technical

Assistance must continue their efforts to fight TB.

To do this, we need the support of, and funding

from, public, private, and corporate institutions.

Luckily, in these times of economic turbulence

and unfavorable shifts in governmental policies,

we still have the support of important partners

like the US Agency for International Development

(USAID), the Center for Infectious Disease Control

in the Netherlands (CIb), the Dutch lotteries

(VriendenLoterij and De Lotto), and the Dutch public.

Strategy, Results, Lessons Learned, and Challenges

This was the first year of implementation of our five-year 2011-2015 strategic plan called “Towards

Equitable Access and Sustainable TB Control.” In this plan, we have translated our role as a

national and international technical assistance agency into objectives to be achieved by 2015 in the

strategic domains of evidence-based policy development, research, equitable access to TB services,

6 2011 OVERVIEW

and the strengthening of service provision. The technical

areas of multidrug-resistant TB (MDR-TB), new diagnostics,

and childhood TB are priority focus areas for us. We

implement a large part of the strategy within the framework

of USAID’s funding mechanism for TB control, TB CARE I.

USAID being our largest funding partner at the moment, we

constantly try to combine this funder’s strategy with our

own in order to be as efficient and effective as possible. In

some areas, such as MDR-TB, this is relatively easy because

our strategy is fully in line with that of USAID. For others, such as the strengthening of service

provision, we face a bigger challenge.

In the domain of policy development, we were mercilessly confronted with funding cuts in

comparison with 2011. This part of our work, which is crucial to the interaction between global and

national policies and strategies, is most affected by the loss of funding from the Dutch government.

Other donors are also tending to withdraw from this domain and focus on implementation at

country level. The result is that we have been forced to stop contributing to a number of forums

and working groups. Nevertheless, within the strictures of limited resources, we are proud of the

achievements we have made. A good example in this area is the Wolfheze conference for policy

development, where thirty-nine countries fine-tuned the plans of the World Health Organization

(WHO) and the European Centre of Disease Prevention and Control (ECDC) to curb the threats to

TB control caused by MDR-TB, extremely drug-resistant TB (XDR-TB), and the rise of HIV infection

in populations at risk throughout Europe. The seventeen international guidelines and tools to which

KNCV has contributed its knowledge and expertise are another example.

Our overall results in epidemiological and operational research are best illustrated by the number

of peer-reviewed publications—forty-two this year. In terms of capacity building in research, we

conducted a number of training courses, and we continued to mentor PhD students, one of whom

obtained his degree in 2011.

Direct country support was provided in thirty-eight countries, including the Netherlands. In the

supporting activities to countries, we try to cover all four strategic domains as far as possible.

7 2011 OVERVIEW

A literally eye-catching illustration of community involvement with the aim of extending access to

TB services is a project in the Dominican Republic. “Photovoices” is an instrument of participative

research, using photography to help people identify, represent, and manifest their needs related to

TB1.

“TB is like the smoke that came

out of this house when it was

burning, like the smoke that

harms patients and the healthy

people’

A relatively new diagnostic instrument for diagnosing TB and identifying resistance to rifampicin is the GeneXpert™ (Cepheid) technology.

“For the first time, a molecular test is simple and robust enough to be introduced outside

conventional laboratory settings.”2 Again with support from USAID through the TB CARE I program,

we were able to introduce the use of GeneXpert in many countries. Access to diagnosis and

treatment of MDR-TB considerably improved in 2011. KNCV provided an essential contribution to

strengthen the programmatic management of drug-resistant TB (PMDT) at country level in Ethiopia,

Indonesia, Kazakhstan, Kenya, Mozambique, Nigeria, Uzbekistan, Vietnam, and Namibia. Overall,

we were involved in the diagnosis and treatment of 10,000 MDR patients. It is expected that access

to diagnosis and treatment will accelerate with the introduction of new diagnostic techniques for

the rapid diagnosis of resistant TB, further decentralization of diagnosis and treatment

(ambulatory), and by strengthening second-line drug management. Well-integrated PMDT

programs, which are recognized as good models in the various environments, have been developed

by KNCV in Kazakhstan, Namibia, and Ethiopia. In terms of system strengthening and improving

service provision, we can also report an increased focus on the quality of laboratories, for instance

by supporting the accreditation process of the national laboratory in Botswana. We made good

progress in identifying, and planning for the removal of, obstacles to care and control. However,

our aim to embed TB control more firmly in overall health reform processes still faces major

challenges.

1 http://www.tbcare1.org/voices/ 2 WHO: Rapid Implementation of the Xpert MTB/RIF Diagnostic Test—Technical and Operational “How-to” Practical Considerations, 2011.

8 2011 OVERVIEW

In two regions—Eastern Africa and Central Asia—

we have regional offices from which consultants

originating from the region operate. It is our

strategy to further decentralize our technical

assistance operations to the regions in the coming

years, for which we have developed a

decentralization plan that will be implemented

during this time frame. The number of country

offices implementing the USAID-funded TB CARE I

project has grown to eleven. One lesson learned

here is that it takes time, intensified management

attention, and patience to build our internal

capacity to move the organization in this direction.

The most challenging part of the process is to get

bottom-up support for a transition that directly

influences the working conditions of all staff, at

both the central and decentralized level.

In terms of advocacy and corporate communication, we achieved high visibility during World TB

Day with the launch of a three-year partnership with the CORPUS “Journey through the Human

Body” project. The inauguration was attended by our patroness, Her Royal Highness Princess

Margriet of the Netherlands. After this event, thanks to the support of the Lilly MDR-TB Partnership

and our ambassador, the Dutch actor Peter Faber, we were able to build an exhibition on TB within

Corpus. The exhibition will be presented over a period of three years.

Our Global Fund-related advocacy led to stronger collaboration with TB stakeholders—under the

auspices of the Stop TB Partnership—and resulted in a stronger TB voice with the Global Fund to

Fight Aids, Tuberculosis and Malaria.

Over the course of the year, our internal management efforts were fully aimed at controlling our

budget and preventing further future financial deficits. We were forced to accept a significant deficit

in 2011, while downsizing the level of activities

carried out by the organization. To accomplish

this, we developed a reorganization plan in which

we downsized staff at the central level by 24%,

partly by forced dismissals. As part of this plan,

we also indicated the steps to take to improve our

cost structure and to further decentralize to the

regions in the coming years.

Project management in 2011 focused on planning

and implementing the first year of the new

USAID-funded TB CARE I project and concluding the TBCAP project. In terms of the new project,

aside from some initial delays in developing country plans, we generally made a good start because

A Patient’s Story…

When Ria (a Dutch female) was tested for

TB, she turned out to be a unique case.

Not only did she have TB, but she had

also contracted the multi-drug resistant

form of the disease (MDR-TB). This

diagnosis would have an enormous

impact on her life. She had to move from

an urban to a rural setting and received a

two-year course of treatment. After years

of taking heavy medication, she was

cured of MDR-TB, but the cure came at a

price. Because of the side effects, she

now suffers from chronic pain, has lost

most of her teeth, and is unable to do two

of her favorite activities: walking and

cycling.

9 2011 OVERVIEW

we could build on the foundations laid in TBCAP. Nevertheless, new planning and monitoring tools

were implemented and new technical areas were given more attention, the improvement of

laboratory structures and systems being a good example.

Apart from implementing our technical strategy and project management, we are also responsible

for operating and functioning in as transparent, efficient, and effective a way as may be expected

from an organization having earned the seal of approval of the Dutch Central Bureau for Fund-

raising (CBF). This means that we are constantly seeking to improve and learn in the organizational

areas of quality assurance, knowledge management, project management, financial control, and

risk management. We have developed and introduced a quality consulting policy and a new

knowledge management plan. The plan focuses on staff at the central and decentralized levels, and

we are linking it to making full use of all virtual meeting technologies currently available. To

prepare ourselves for the decentralization process, we have launched a management development

program.

To guarantee sufficient funding and a solid basis for partnerships with donors, we have begun to

implement our 2011-2015 acquisition plan.

10 2011 OVERVIEW

Key Figures

In our monitoring and evaluation systems, progress indicators of all strategic goals are reported.

Some of the technical results and room for improvement in relation to the targets are illustrated in

the following graphs.

Graph 1: Proportion of international partner guidelines, policy documents, and tools produced thanks to a

contribution from KNCV.

Graph 2: Percentage of research reports in KNCV core countries of which recommendations were adopted

within three years’ time.

Graph 3: Percentage of KNCV core countries that have reached the WHO norm of one diagnostic center per

100,000 inhabitants.

0%

20%

40%

60%

80%

2010 2011 2015 (target)

44%

Core Countries with

research uptake

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

2009 2010 2015 (target)

11 2011 OVERVIEW

Graph 4: Number of countries that have identified specific health system obstacles and have addressed these

by implementing targeted interventions.

The Year Ahead

In 2012, we will continue to pursue our original strategy. The goal of adjusting to cost-

effective, innovative implementation actions

aiming at equal results continues to be a

priority. KNCV’s direct contribution (presence

at meetings) to global policy discussions will

be limited, but we will widen our approaches

to participate through other means,

contributing cost-effectively and perhaps

even more efficiently to international

discussions.

The same is true for our objectives involving

the capacity building of the partners at

country level which will need to be realized

through the optimum and innovative use of

available funding within the TB CARE I

project. In line with USAID’s targets for the

project, we will work to strengthen our integrated approach, including operational research

components and elements of health system strengthening.

Within the internal organization, we will be dealing with the effects of the necessary cost-

saving downsizing operation of 2011. Fewer staff will be available to carry out activities at

headquarters, especially in supporting units. We will focus on the decentralization process to

the regions. The decentralization plan will be fine-tuned to reflect detailed regional action

plans. All regional teams will commit themselves to the implementation and acceleration of

this process. This will be demanding, given that head office staff members will eventually have

to hand over their work to regional staff.

In the Netherlands, the transition plan guiding the process of reallocating responsibilities and

roles in Dutch TB control between KNCV and CIb will be implemented and closely monitored.

0

2

4

6

8

10

12

14

2010 2011 2015 (target)

A Patient’s Story…

A touching example of children and TB is

four-year-old Jabari’s story. Jabari’s

mother visited a health clinic because he

was rapidly losing weight and was

growing more and more exhausted. He

had also been coughing for several weeks.

The health care worker, trained with the

support of KNCV—TB CARE I, made a

diagnosis of tuberculosis and prescribed a

course of treatment. Jabari is now

recovering, and his mother is very grateful

to the health care worker.

12 2011 OVERVIEW

Recently, CIb also set a cost-savings target in the KNCV subsidy for the years to come, which

will gradually increase through 2015. The possible impact will need to be closely monitored.

KNCV fund-raising activities will focus on implementing

the acquisition 2011-2015 plan, initially improving the

efficiency and effectiveness of fund-raising methods

already used.

Simultaneously, a strategy of focused networking,

relationship management throughout the organization,

and acquisition activities involving priority areas will be

developed and implemented. Discussions with donors

on long-term funding perspectives will need an

updated vision for the 2016-2020 period. We will be

kick-starting the development

of this long-term vision for the

future of KNCV Tuberculosis

Foundation to reflect the

discussions that are currently

being initiated within the

WHO/Stop TB partnership.

This task will encompass an

assessment of global and local opportunities and challenges.

We would like to thank all our partners for our collaboration

with them in 2011.

The Executive Board

Executive Director Director of Finance and Organization

Peter Gondrie Gerdy Schippers

A Patient’s Story…

Thanks to the quality- and patient-

centered TB services in Hato

Nuevo, Dominican Republic, a

twenty-seven-year-old MDR-TB

patient and mother of four young

children is nearly cured of TB and

is now completing her two-year

daily directly observed home-

based TB treatment. Her fourth

baby was born healthy while she

was undergoing treatment, and

both she and her mother are

members of the Stop TB

committee, showing the

community how important

adherence to TB treatment is.

13 2011 OVERVIEW

Financial Statements and Analysis

Financial Results

In financial terms, we closed the year with a deficit of €1 million, as was budgeted. The deficit is

covered partly by withdrawals from earmarked project reserves and funds, in total €0.4 million.

Reserves in the amount of €1.2 million have been set aside for the decentralization strategy. As a

result of these appropriations, €1.9 million must be withdrawn from the continuity reserves. Total

income, consolidated with those activities implemented by coalition partners, has attained a level

of €39.7 million. Total expenditure comes to €40.7 million including €0.3 million in incidental costs

for the reorganization. The consolidation of partner activities involves an amount of €16.3 million,

both in income and expenditure. The financial statements hereinafter show the details of the

financial results for 2011.

Guideline 650 for Accounting and Reporting

KNCV Tuberculosis Foundation is subject to Guideline 650 for Annual Reporting by Fund-raising

organizations. In the following statements, the financial results of all activities and projects are

presented according to the formats of Guideline 650.

General Accounting Policies

The accounting policies are unchanged from those pursued in the previous year, apart from

• the valuation of investments in bonds,

• the balance positions of representative offices,

• the consolidation of activities implemented by coalition partners, and

• the valuation of legacies and endowments.

The changes in the policies are explained in the following paragraphs.

The actual figures for 2010 have been adjusted for the purpose of comparison. In total, the

changes resulted in an increase in the 2010 balance sheet of €14,333,144 (from €14,396,526 to

€28,729,670). Total income and expenditure both increased by €25,314,784. The total of the cash

flow statement increased by €268,271 (from €688,962 to €957,233).

The changes mentioned above did not lead to an adjustment in the reported result or the equity of

2010.

14 2011 OVERVIEW

Notes on the Remuneration of Management

In 2011, executive management fell under the responsibility of Dr. P.C.F.M. Gondrie and G.T.M.

Schippers. Dr. Gondrie’s gross income totaled €138,138, including €12,814 in taxable allowances.

Including additional employers’ expenditure (i.e., pension and social security premiums),

Dr. Gondrie’s total remuneration was €157,080. He worked for the organization for the entire year

at a forty-hour workweek.

Mrs. Schippers’ gross income totaled €118,878. Including additional employers’ expenditure (i.e.,

pension social security premiums), Mrs. Schippers’s total remuneration was €139,601. She worked

for the organization for the entire year at a forty-hour workweek.

15 2011 OVERVIEW

Auditors’ Statement

16 2011 OVERVIEW

The actual figures for 2010 have been adjusted for the purpose of comparison.

BALANCE SHEET KNCV TUBERCULOSIS FOUNDATION PER 31 DECEMBER 2011In Euro, after result appropriation

Assets

Immaterial fixed assets - -

Fixed assets 469,657 572,802

Current assets

Accounts Receivable 20,968,723 16,680,825

Investments 4,167,713 5,481,200

Cash and Banks 5,099,771 5,994,843

30,236,207 28,156,868

Total 30,705,864 28,729,670

Liabilities

Reserves and funds

- Reserves

. Continuity reserve 6,068,148 7,954,062

. Earmarked reserves 2,587,142 1,473,770

. Unrealized exchange differences on investments 267,879 372,087

. Fixed assets reserve 469,657 549,630

9,392,826 10,349,549

- Funds

. Earmarked by third parties 510,152 562,159

510,152 562,159

Various short term liabilities

. Taxes and social premiums 537,981 398,672

. Accounts payable 313,448 988,031

. Other liabilities and accrued expenses 19,951,457 16,431,261

20,802,886 17,817,964

Total 30,705,864 28,729,672

31-12-2011 31-12-2010

31-12-2011 31-12-2010

17 2011 OVERVIEW

The actual figures for 2010 have been adjusted for the purpose of comparison.

STATEMENT OF INCOME AND EXPENDITURE KNCV TUBERCULOSIS FOUNDATION 2011in Euro

Budget Budget Actual Actual

2012 2011 2011 2010

Income

- Private fundraising 1,390,200 1,653,300 1,713,727 1,523,720

- Share in third parties activities 1,138,900 1,125,000 1,215,279 1,299,243

- Government grants 38,043,000 23,478,000 36,709,083 50,770,887

- Investment income 158,000 197,500 83,160 428,771

- Other income 27,000 27,000 8,827 24,387

Total income 40,757,100 26,480,800 39,730,076 54,047,008

Expenses

Expenses to mission related goals

- TB control in low prevalence countries 1,244,564 1,686,700 1,455,698 1,334,754

- TB control in high prevalence countries 36,416,003 21,235,700 35,466,308 47,576,114

- Research 861,600 1,288,200 1,098,589 1,715,656

- Education and awareness 955,130 1,066,500 957,759 820,915

39,477,297 25,277,100 38,978,354 51,447,439

Expenses to fundraising

- Expenses private fundraising 348,600 434,900 350,423 353,788

- Expenses share in third parties activities 9,100 7,400 31,668 14,039

- Expenses government grants 263,000 217,300 274,047 168,472

- Expenses on investments 40,200 39,800 52,672 60,417

660,900 699,400 708,810 596,716

Administration and control

- Expenses administration and control 1,496,603 1,457,500 1,067,726 1,144,412

Total expenses 41,634,800 27,434,000 40,754,890 53,188,567

Surplus/deficit -877,700 -953,200 -1,024,814 858,441

Spent on mission compared to total expenses 94.8% 92.1% 95.6% 96.7%

Spent on mission compared to total income 96.9% 95.5% 98.1% 95.2%

Spent on private fundraising compared to income 25.1% 26.3% 20.4% 23.2%

Spent on administration and control compared to expenses 3.6% 5.3% 2.6% 2.2%

Result appropriation

Surplus/deficit appropriated as follow

Continuity reserve 8,400 -781,900 -1,885,911 593,951

Decentralization reserve -435,800 - 1,230,727 -

Earmarked project reserves -407,900 -219,700 -117,356 379,287

Unrealized differences on investments - - -104,208 113,670

Fixed assets reserve -4,500 168,300 -79,973 -103,267

Earmarked funds by third parties -37,900 -119,900 -68,093 -125,200

Total -877,700 -953,200 -1,024,814 858,441

18 2011 OVERVIEW

The actual figures for 2010 have been adjusted for the purpose of comparison.

in euro

ExpensesBudget Budget Actual Actual

2012 2011 2011 2010

Grants and contributions 68,000 76,000 57,433 50,169

Purchases and acquisitions 18,954,900 16,484,850 14,556,081 18,001,215

Outsourced activities 12,427,600 - 16,251,326 25,314,784

Publicity and communication 847,600 691,350 641,589 552,720

Personnel 7,700,300 8,692,900 7,879,300 8,112,743

Housing 455,000 499,200 430,640 444,013

Office and general expenses1)

927,000 739,900 721,290 492,548

Depreciation and interest 254,400 249,800 217,230 220,375

Total 41,634,800 27,434,000 40,754,890 53,188,567

1) Including incidental profits and losses

Allocation to destination

Actual 2011

Low

prevalence

countries

High

prevalence

countries

Research Education and

Awareness

Grants and contributions 20,041 - 37,392 -

Purchases and acquisitions 316,000 30,247,989 169,213 29,328

Outsourced activities - - - -

Publicity and communication 116 - 70 391,348

Personnel 941,621 4,658,328 808,511 416,553

Housing 55,765 251,178 42,549 26,712

Office and general expenses 97,740 198,845 22,225 82,123

Depreciation and interest 24,415 109,969 18,628 11,695

Total allocated 1,455,698 35,466,308 1,098,589 957,759

Allocation to destinationAdministration

& Control

Actual 2011

Private

fundraising

Share in

third

parties

activities

Grants Investments

Grants and contributions - - - - -

Purchases and acquisitions 43,993 - - - 884

Outsourced activities - - - - -

Publicity and communication 207,872 17,850 7,475 - 16,858

Personnel 76,781 13,003 243,666 22,760 698,077

Housing 5,173 425 11,739 637 36,464

Office and general expenses 14,339 204 6,028 307 299,478

Depreciation and interest 2,265 186 5,139 28,969 15,964

Related to the mission goals

EXPENSE ALLOCATION KNCV TUBERCULOSIS FOUNDATION 2011

Income raising