Our sources of income and expenditures across the three streams
Resource development and implementation by network offices
Across our three streams, Coasts and Deltas accounted for the largest portion of our income at 50%, Rivers and Lakes at 38% and Peatlands contributing 12% of total network income.
In 2021, network offices received and managed 35% of total income directly from our donors. This is slightly lower than in 2020 (44%). This decrease was mainly due to delays in implementing project activities, caused by the Covid-19 pandemic. Projects managed through the global office are mostly implemented by our network offices or by affiliated scientific institutions, partners and experts using sub- contracts.
SUMMARY OF FINANCE AND RESOURCING
This section provides a summary of Wetlands International’s finance and resourcing in 2021. A detailed version can be found in sections 1 and 2 (annual accounts) and section 3 of the Annex.
TOTAL INCOME NETWORK AND GLOBAL OFFICE (FOUNDATION)
Wetlands International focuses its work where wetlands matter most to both people and nature. Our programmes and initiatives are developed to meet our goals which are set out in our Strategic Intent 2020-2030 and are organised into three streams: Coasts and Deltas, Rivers and Lakes, and Peatlands (see section 3.1 of the Annex for a complete list of our projects). Our programmes are increasingly large-scale and long-term, involving transboundary and international work that involves several offices. The network’s offices (global and sub-regional, national) work together on resource development and an increasing amount of funding is raised by offices other than the global office.
10 12 14 16 18
0 2 4 6 8
Resourcing the global organisation The main sources of income of Wetlands International for 2021 came from projects as well as important annual contributions from our members. The total network project income is based on data obtained from all offices according to their national finance practices. The total network project income of 2021 amounted to EUR 14.8 million (see Annex section 3.1).
Our sources of income and expenditures across the sectors
The main source of income in 2021 was from government grants, representing 51% of our income. In addition 40% came from foundations, trusts and other non-profits, 6% from corporate funding (through our Collaboration Agreements). Membership contributions are 3% of the total income but are important strategically, as they enable action on waterbird monitoring and support strategic investments. A full list of network projects can be found in section 3.1 of the Annex. This list provides an overview of projects implemented in 2021 per office and includes the stream, the amount funded, the donor and the donor type.
Income Network
Income Global Office
Considerations looking ahead We can further invest in improvement of our network’s institutional capacity and financial resilience, thanks to a growing portfolio of core and flexible finance. In addition to our annual member dues and a grant from the Dutch Postcode Lottery, from 2022 we anticipate an annual grant from the COmON Foundation to enable our entire organisation to step up efforts to reach our global ambition in terms of impact for people and nature. This key grant will be evaluated every three years. We also received significant one-off grants in 2021 from individuals via philanthropic fundraising platforms. Project and programme funding continues to be our mainstay but with these (more) flexible funds, we are better able to invest in strengthening organisational capacities, nurturing partnerships and programmes, donor stewardship, communications and advocacy – all of which enables us to attract additional finance for upscaling. These positive developments make the organisation less vulnerable to shifts in donor priorities and increasingly competitive calls for proposals. In addition, we will be able to give more priority to secure long-term and multi-region programme development.
We aim to make positive shifts in the coming years in our operational standards and processes across the network organisation. In 2022-2023 for example, we will roll out project cycle management training to harmonize operations across offices and build staff expertise. This will further increase our efficiency, project management standards and capacity to share and manage project knowledge and lessons from the field. Alongside this, we are taking steps to develop fundraising capacity across the regions, to enhance our communications impact and to improve knowledge management and learning. We continue our efforts to enlarge and diversify our base of members and supporters, and plan to explore mechanisms which will improve the financial resilience of the Wetlands International network as a whole, including strengthening our financial reserves to enable us to address unforeseen external events and to invest in the organisation. The above priorities reflect the advice received from consultants who undertook a review of Wetlands International’s internal operations during 2021.
Global Network Income by Stream
Global Network Income by Stream
Global Network Income by Donor
Global Network Income by Donor
6%
6%
38%
38%
40%
40%
50%
50%
Per Stream
Per Stream
Per Donor
Per Donor
Corporate
Corporate
51%
51%
Government Institution
Government Institution
Coasts & Deltas
Coasts & Deltas
12%
12%
Trusts, Foundations & Non-Profits
Trusts, Foundations & Non-Profits
Peatlands
Peatlands
Membership
Membership
Rivers & Lakes
Rivers & Lakes
60
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Wetlands International Annual Review 2021
Wetlands International Annual Review 2021
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