European Association Members 11
(global) Association Members 36
10,000+
Associated experts, members and volunteers
Risk Management
Volunteer Citizen Scientists
8
A risk register for the network, including mitigation measures, is updated at least once a year and discussed with the Wetlands International Supervisory Council. Tackling the impact of the Covid-19 pandemic remained the highest risk at the end of 2021, followed by economic recession triggered by a post-pandemic budgetary squeeze. The top five risks in December 2021 are listed in the table below:
Partners 263
Supervisory Council
31
9
Associate Experts
Counsellors of Honour
Risk
Area of risk
Potential Impact on organisation
Mitigation measures
16
Specialist Groups
1.
Impact of Covid-19 reduces fundraising and delays project implementation
Operational
Slower implementation leads to missed opportunities, fewer results, increase in costs, and challenges in fundraising.
Keep close contact with project teams, partners and donors. Move activities online and other adaptations.
2,
Economic recession in multiple regions leads to fewer funds available and more competition Insufficient resources to cover organisational costs
Financial
Fewer opportunities to develop and implement new programmes with impact on income and staff budget.
Regular review of situation with Network Management Team; sharpen propositions; give more attention to relationship management and fundraising.
Increasing our reach The strength of Wetlands International is much more than its staff and offices. Through working with influential partners, specialist groups, experts and members, we accelerate our momentum and strategic results. Members and the Supervisory Council provide active governance and, together with Counsellors of Honour, bring high-level expertise, guidance and connections. In 2021 Kathy MacKinnon and André van der Zande became Counsellors of Honour in recognition of their distinguished service to the organisation. Specialist groups, associate experts and partners provide expertise, evidence and advice that underpins our approach on science, policy and practice. Partner organisations with whom we work regularly to implement programmes and projects are listed on pages 68- 73 of the Annex. We are especially proud of our long-standing engagement with volunteer and citizen science groups, such as those who participate in the International Waterbird Census each year. Members of the Association Government and NGO members of the global association provide long-term support and strategic guidance to the organisation. In December 2021, members took note of the 2020 annual review and accounts, passed resolutions to approve a new Chair (Jan Ernst de Groot) and a new member (Miguel Jorge) of the Board of Association, and discussed advocacy for global wetland targets in 2022 at the Convention for Biological Diversity and the Ramsar Convention meetings. Our European Association was joined by one new member in 2021 (Birdlife Belarus).
Strategic partnerships Wetlands International works in many partnerships in nearly all the activities we undertake. Our partnership policy lays down principles that guide why and how long-term strategic relationships are developed and managed. In 2021 we made important steps forward in strategic partnerships across our programme, including with: • Coasts and Deltas: Global Mangrove Alliance, The Nature Conservancy, WWF, Permian Global, and Boskalis • Peatlands: Global Peatlands Initiative, Greifswald Mire Centre, Rewilding Europe, Greenchoice • Rivers and Lakes: CARE, International Alert, IWMI, GIZ • Conventions and Waterbird Agreements: Ramsar Convention, IUCN, AEWA, EAAFP and CMS
3.
Financial
A strong pipeline of new prospects, including flexible funding for organisational development, is needed to create positive impact for wetlands and the communities who depend on them. Need to stop or substantially change implementation due to rising insecurity or changes in government support.
MT, Heads of Offices and Programme Heads have time reserved to identify and develop project concepts. Building a global fundraising team.
4,
Political instability and conflict
Governance
Maintain close contacts with Heads of Office, diplomatic networks and donors; strengthen cooperation with local communities; incorporate flexibility in project design.
COmON Foundation
5.
Insufficient monitoring of project implementation
Financial
Cost over-runs, disallowed expenditures (non-compliant with donor conditions) and insufficient delivery of results, with consequent impact on reputation.
Increasing the frequency of analysing results and standardising reporting. Periodically reviewing management information.
The COmON Foundation supports Wetlands International in its mission to achieve impact for wetlands and people worldwide. This includes safeguarding and restoring mangroves and coastal landscapes in Africa and Asia, bringing knowledge on wetlands and water issues into the 4 Returns methodology for landscape restoration in partnership with Commonland, and support for a step change in the organisation’s effectiveness. At the end of 2021, the COmON Foundation made Wetlands International a key grantee which elevates our relationship to a strategic level.
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Wetlands International Annual Review 2021
Wetlands International Annual Review 2021
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