Download Cordaid Annual Report 2016
Total Page：16
File Type：pdf, Size：1020Kb
CORDAID ANNUAL REPORT 2016 CORDAID 2016 ANNUAL REPORT 2 FEBRUARI 2018 © CORDAID CORDAID 2016 ANNUAL REPORT OVERVIEW RESULTS 2016 264 funding & implementing partners 8 mln people with access to basic 110,000 healthcare children with access to education 150,000 loans to entrepreneurs €135,9 mln (75% women) total funds raised 273,000 individual 650,000 donors people became more 2 mln resilient to disasters €26,4 mln people received total individual donor humanitarian aid contributions CORDAID 12 offices world wide with IN 2016 382 personnel. 353 projects funded in 56 countries 1 office in the Netherlands with 230 personnel €3,6 mln management & €6,2 mln administration expenses spent on fundraising €132,8 mln spent on projects directly FEBRUARI 2018 © CORDAID 3 CORDAID 2016 ANNUAL REPORT ABOUT CORDAID ABOUT CORDAID MISSION For more than 100 years and in accordance with the values of the gospel, Cordaid’s long-standing mission is to: ▪ Provide emergency and refugee aid In 2016, we provided 2 mln people with humanitarian aid in 10 countries. ▪ Provide aid to specific groups, such as elderly people, disabled people and children Through our programs in 2016, 110,000 children were able to attend school. ▪ Provide medical aid Through our Results-Based Finance (RBF) and other programs in 2016, 8 million people in 22 countries had access to healthcare. Who we are We work in a very secularized society. Our appeal to a wider A founder member of Caritas Internationalis and the Catholic public is based on a profoundly human value framework, with alliance of social justice organizations CIDSE, Cordaid has emphasis on humanitarian aid, respect for local values and been providing emergency humanitarian relief and fighting beliefs, inclusion of the local communities, respect for human poverty and exclusion in the world’s most fragile and rights, reconciliation in conflict and promoting peace and conflict-affected situations for more than a century. justice. That is why all our programs are community-based. We continually consult local people and partners about their Our policies and priorities are in line with those of Pope needs. We co-design programs with them so that they can help Francis with a focus on fragile states, vulnerable people themselves. and refugees, care for the common good and interreligious collaboration. The recent Laudato Si encyclical, in which these Cordaid strives to obtain funding internationally from a priorities are again underlined, is a great source of inspiration variety of public and private sources that respect the basic and guidance for Cordaid. values underpinning our work, and we build alliances based on these same principles. Our values All of our 631 staff around the world, share and respect these Cordaid’s values are in accordance with Catholic social same values. New staff receive training on them and attend teachings. We focus on fragile states by helping local commu- sessions on specific topics in a specially developed course nities to strengthen their self-determination and ownership entitled: ‘Core values and Core business’. (subsidiarity). We work with vulnerable people and refugees to promote solidarity, inclusion and human dignity. We promote Cordaid in the Netherlands interreligious collaboration and what is known as Bonum Although Cordaid’s major focus is on humanitarian aid, creating Commune or common good of the community by inspiring good jobs and improving healthcare in fragile and conflict- and creating changes in essential service systems, such as affected states, we are also active in the Netherlands. The aim healthcare. By doing this we promote equality. is to alleviate persistent poverty, inequality and social exclu- sion in our own backyard by promoting cooperatives for vulnerable people with a distance to the labour market. 4 FEBRUARI 2018 © CORDAID MESSAGE FROM THE CEO CORDAID 2016 ANNUAL REPORT MESSAGE FROM THE CEO In 2016 more women, men and children were uprooted from Despite, or maybe even because of these risks, we remain their homes by conflict, than in the past seven decades. 65.6 convinced that it is exactly in the tough spots in the world that million persons were forcibly displaced. Once again, gloomy we need to invest our efforts. If supporting the most vulnerable record numbers of global forced displacement were broken. were an easy task, we’d be dispensable. If this dismal figure shows one thing, it is the utter inability While facing global crises, Cordaid also had to deal with an of the international community - meaning all of us - to internal crisis in 2016. After the Dutch Government phased out sustainably address crises with political, diplomatic or military its international development aid co-financing program in means. Therefore, more than ever, Cordaid felt committed to do 2015, Cordaid lost its cornerstone financier. From then onwards, its modest bit to address human suffering and pick up the pieces Cordaid became fully dependent on (global) fundraising as they fall. efforts, in a highly competitive market. This proved to be a Even before the battle for Mosul started in November 2016, steep challenge. To such an extent that we had to reorganise Cordaid intensified its efforts to provide life-saving assistance to reduce costs and say goodbye to some 70 highly valued to the people of Northern Iraq. The Dutch Relief Alliance’s Joint staff members by the end of 2016. It was in the midst of this Response in Northern Iraq – lead by Cordaid and financed by turbulent transition that I myself, then member of the Cordaid the Dutch Government – focused its efforts on the Mosul area Supervisory Board, was asked to take over Simone Filippini’s to support fleeing families. We also joined forces with Caritas to position as Cordaid’s CEO. Which I humbly but also proudly reach out to those who escaped the madness of Mosul. accepted. I would like to take the opportunity to thank Simone Similar humanitarian operations took place in Afghanistan, for the passionate leadership she showed as CEO of Cordaid. Central African Republic, South Sudan, Syria and other highly volatile and fragile settings. In the face of the massive challenges, as well as the high But working in and on fragility is about more than picking costs and risks of working in and on fragility, I have realized up the pieces as they fall. It’s about addressing root causes of to the full that increased collaboration with like-minded fragility and providing longer term perspectives for the most organisations is a bare necessity. We need to join forces and vulnerable. National states in conflict-affected countries are not generate economies of scale. Not so much for the survival of the able, not equipped, or worse - not willing enough - to deliver on organisation, but to more effectively and efficiently continue the basic needs of the population. To provide quality healthcare our mission of fighting poverty and providing humanitarian and at least the minimum level of security. To create an aid in the most fragile settings on earth. environment in which entrepreneurs can create job and income Seeking strategic allies in this mission, is a quest both national, opportunities and in which civil society has the means and the in the Netherlands, as international. It will be one of our main liberty to act in defence of the voiceless. Millions suffer because endeavours in the year to come. of this. Millions seek safer grounds. Many die in the effort. This is the fragility crisis. To effectively address it, we decided I end on a sad note, in memory of Anne Lavelle. With an - in September 2016 - to further concentrate Cordaid’s full- incredible amount of enthusiasm, professionalism and fledged programmatic power in 8 highly fragile countries, commitment, Anne wrote our annual report in recent years. among them Iraq, Afghanistan, South Sudan, DR Congo and the As a driven journalist, she reviewed our work and gathered Central African Republic. Our interventions in these countries information through Skype and telephone calls with employees range from longer term healthcare and justice systems in our country offices, through personal interviews at the strengthening and private sector development to immediate headquarters in The Hague. One felt Anne’s true interest in emergency responses. This annual report shows some of the what Cordaid does and stands for. Just before the 2016 annual outcomes – and impact – of that choice. report was completed, Anne became seriously ill and died In 2016 – yet again – we have lived the consequences of our shortly after. We will miss her dearly, as a good writer and an choice to work in volatile settings. In July, our international endearing person. staff in Juba (South Sudan) had to be evacuated to escape armed clashes between government and opposition forces. And the volatile situation in DRC led us to close our office and evacuate expatriate staff at the end of the year. Close Caritas colleagues were abducted in Kinshasa, during the elections crisis. In fact, not a day went by that staff in Kabul, Erbil, Bangui, Bukavu and other tough spots were not affected in one way or another by severe security situations. To assure the safety of our staff we have intensified Cordaid security measures and strengthened our security committee in 2016. Kees Zevenbergen CEO Cordaid FEBRUARI 2018 © CORDAID 5 CORDAID 2016 ANNUAL REPORT CONTENTS CONTENTS about cordaid . 4 message from the ceo . 5 what we do . 7 how we work . 9 where we work . 10 humanitarian relief . 17 resilience . 22 healthcare and education . 23 security and justice . 26 cordaid investment management . 28 cordaid in the netherlands . 31 working with stakeholders - designing projects and measuring impact . 32 our people . 38 supervisory board report . 41 governance & corporate social responsibility (csr) . 43 risk management . 45 OUTLOOK 2017 and multi annual strategy 2018 – 2020 .