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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.
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