The Board is fully aware that a modern NGO has to follow the rules of the game as specified by several authorities on various topics such as accounting standards (Directive 660 of the Dutch Accounting Standards Board), fundraising and governance.
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The by-laws of War Child clearly state the separation of duties, tasks and roles between management and supervision.
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In 2012 the priority for the Board of Trustees was to select and appoint a new executive director.
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Following War Child’s stringent low-cost policy, remuneration is set below the guidelines of the Dutch Fundraising Institutions Association (VFI) for management salaries of charitable organisations (Adviesregeling Beloning Directeuren van Goede
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War Child maintains a risk monitoring and evaluation system, which enables the anticipation and effective management of risks.
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War Child‘s objectives require multi-year commitments. The level of income can fluctuate year by year, while multi-year obligations have to be fulfilled.
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War Child works in politically unstable areas. Changes in local government policies and political relationships form major risks for War Child programmes.
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For a non-governmental organisation reputation is among its most valuable assets.
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