CORDAID NAAM BU CORDAID ANNUAL REPORT 2014 WORKING ON FLOURISHING COMMUNITIES

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1 DD M B DD L 2014 WKG FLHG MM

2 DD 2014 L message from the ceo....3 about cordaid years of passionate helpers...7 board of directors report...8 trategy at work...8 Managing isk Funding & spending...11 trategic aims in Looking ahead to how we work...17 Beneficiary in the lead ur partner network...18 nnovative ideas ommunicating fragility...20 aising funds Disaster relief what we do pen data: how we report our work...25 ractical approach: our business units at work...26 ordaid in the etherlands What is BF? hree focus groups: women & girls, youth and entrepreneurs...33 our people...40 supervisory board report...43 how we are governed...45 orporate ocial esponsibility ()...46 financial statements...48 global reporting initiative index L 2015 DD

3 message from the ceo DD 2014 L MG FM H he year under review, 2014, was a very special time for ordaid. We marked our first 100 years of fighting against injustice, inequality, poverty and exclusion in fragile and conflict-affected areas. n a year of centenary events, we were thrilled to welcome Her Majesty Queen Maxima to a special celebration of the hundreds of thousands of people, often atholics, who quietly make a real difference in their communities. book to mark the centenary was presented to the Queen at this event please see pages 7 for more. he experience we have built during that century stands us in good stead for the challenges ahead. nd there are challenges. he way development cooperation is perceived is changing rapidly. n terms of raising funds, the landscape is also shifting. fter many years of providing regular funding, Dutch government co-financing framework (MF) for programs and projects will be fully phased out by the end of Behaviors among our individual donors are also changing from regular commitment to more incidental giving patterns; the Dutch general public is just as generous but their generosity is no longer predictable. Yet, in 2014, our donors once again made a huge contribution to helping people in fragile and conflict-affected areas. You gave 25.8 million, affirming that close to 320,000 individuals in the etherlands share our belief in the work we do. hank you. G4-1 n recent years, we have been addressing the new reality in which we work. Like development cooperation itself, ordaid is now in a continual process of transition designed to future-proof the help and support we can give to beneficiaries through our expertise, knowhow, programs and projects. n 2014, we further pursued that future-proofing through a number of aims see page 12 for all how we did on all of them. key aim was selection as strategic partner by the Dutch Ministry of Foreign ffairs. n early 2015, we learned we were successful and will be working with the Ministry and other Gs on Lobby and dvocacy, an area where we have proven track record. esilience is another area where we have extensive expertise. We will also be working in strategic partnership with the Ministry in this field. his is very good news for us as it solidifies some funding into the future. he changing funding landscape has also prompted us to further broaden and diversify sources of finance. We expanded our pool of potential funders significantly in 2014 to include more non-dutch government sources and private foundations. hrough our focus on fragile and conflict-affected areas, we were also able to attract a dedicated Leaders ouncil that will assist with fund raising. n addition to reporting on progress, this message also gives me an opportunity to reflect on my first full year as of ordaid. During the year and with my ordaid colleagues, have been able to meet with (potential) donors from many countries. ur aim is to press home the need for ring-fenced funding for fragile and conflictaffected areas. his position is based on our theory of change. We have evidence that the corner stones we have developed security and justice, economic opportunity, governance and the delivery of basic services, such as healthcare and education can contribute to peace, the rule of law and inclusive prosperity. What we do to make a difference is easily accessible and can be reviewed by everyone. From 2013, the outcomes of ordaid s evidence-based propositions can be reviewed through pen Data. We are committed to openness, especially through the nternational id ransparency nitiative (). More than 200 organizations and governments worldwide publish their development cooperation data according to standards. ordaid is recognized as a leader in this field. L 2015 DD 3

4 DD 2014 L n line with our transparency aims, we have also taken the next step towards integrated reporting. We are adopting this approach because we believe it increases transparency to all our constituents: donors, both individual and institutional, staff, partners and beneficiaries. We asked our constituents what is important for them. heir views guided our selection of material components for ordaid: G4-18/19 ontinuity, especially financial through fundraising; xpertise; how we execute programs and projects; what sustainable - impact we have; how we manage risk; and how we are governed and held accountable. he same applies for the Global eporting nitiative (G), version 4 (G4). G is the leading international organization for reporting on sustainability. he idea behind G is to help organizations chart their sustainability efforts. But it is also designed to make organizations comparable. his should keep us at the forefront of reporting in our sector and distinguish ordaid in a rapidly changing development cooperation environment. would like to end this message by expressing my gratitude to the amazing ordaid team in 12 countries around the world. ur more than 600 partners and the millions of beneficiaries that potentially benefit from our work rely on their expertise, commitment and creativity to make a difference in fragile and conflict-affected regions. hanks are also due to our government, institutional and corporate donors whose shared belief helps us make the (system) changes essential to building flourishing communities. imone Filippini hief xecutive fficer n line with G4 requirements, we state that: his report contains tandard Disclosures from the G ustainability eporting Guidelines. G4-32 ver 2014, we are reporting according to the G4 in accordance core standard. hroughout the annual report, you will find the G4 label G4 that shows where we have included G4 compliant information. t the end of this annual report (page 89), you will also find an overview of the G4 ndex that lists all aspects covered and our compliance with them. 4 L 2015 DD

5 bout DD DD 2014 L B DD Who we are G4-3 We are the atholic rganization for elief and Development id, a founder member of aritas nternationalis and D. ordaid has been fighting poverty and exclusion in the world s most fragile societies and conflict-stricken areas for more than a century. ll our actions are rooted in and inspired by atholic social teachings: solidarity, compassion, subsidiarity and bonum commune or the common good. his is reflected in our vision: building flourishing communities. We work in the most challenging and poverty-stricken regions of the world. hrough our membership of aritas nternationalis, we can count on the support of local parishes in the toughest places on earth. We deliver innovative solutions to complex problems by emphasizing sustainability and performance in programs and projects that tackle healthcare, education, food security and security and justice issues while supporting economic opportunities. mergency aid and building disaster resilience are areas of expertise and we are very active in Women s Leadership programs. ordaid is deeply rooted in Dutch society with more than 320,000 private donors. We also attract funding from major international donor organizations, including the Dutch government. ur ision & Mission ur vision is a world rich with flourishing communities. n fragile and conflict-affected areas, these are at risk or non-existent. o our mission is to help build them. We do that because through our atholic roots we feel a true sense of interconnectedness with the rest of the world. hat is what drives our fight against injustice and brings our compassion and solidarity to the creation of programs. ur programs and projects support people s aims of living with dignity, safety, freedom to speak out and access to quality and affordable basic services, such as healthcare and education. We work with local people to build inclusive and sustainable social structures and institutions in a peaceful environment. nd while we recognize the complexity of fragile environments, we are convinced there is much local communities can do to realize their economic potential. overty and social injustice are weapons of mass destruction. ardinal scar Maradiaga, president of aritas nternational What we do ur name says it all: elief and Development. ordaid is there when disasters strike. n 2014, we were at the forefront of aid for the bola crisis. But we were already working in some of the hardest hit countries, such as ierra Leone. nd we will still be there once the emergency is over. hat is because ordaid is all about building flourishing communities in fragile and conflict-affected areas. ur focus is on women, young people and helping to reestablish local economies so that people can become self-supporting. We are there for the long haul, creating and developing programs and executing projects that lead to system change and transformation according to their priorities. ordaid has established health programs based on our pioneering esults Based that have become national healthcare policies in seven countries. nd we re working on more, expanding this successful approach to include more areas, such as education and security & justice GL >1720 umber of projects funded 7 ountries adopted BF as national healthcare policy ordaid in numbers >188.5 ML otal funds raised >25.8 ML otal individual contributions ML otal amount spent directly on programs >600 umber of partners 39 umber of countries 12 ountries with ordaid offices 282 umber of staff at HQ in he Hague 254 umber of staff in country offices 7.1 ML pent on fundraising 4.2 ML Management & administration expenses L 2015 DD 5

6 DD 2014 L bout DD G4-8 How we work ncreasingly, ordaid is seen as one of the engines of innovation in the development world, especially in fragile and conflict-affected areas. oday, one quarter of the world s population, or 1.5 billion people, lives in societies affected by fragility, conflict and violence. Wherever there is fragility and conflict, that s where you would potentially find ordaid. n fragile and conflict-affected areas, fundamental human needs go unsatisfied: women are unsafe and exploited; children are malnourished and unschooled; communities are divided and insecure. Fragility hinders development. hat is why we ask local people about pressing needs. ur programs and projects can then be designed and created to have a significant and long-lasting effect on families, communities and societies. ur organization into Business nits healthcare, security & justice, women s leadership, child & education, food security, disaster response and resilience, urban matters, extractives, investments, entrepreneurship and, because people at home need support, ordaid in the etherlands underlines the importance we attach to specific expertise, enabling us to respond effectively to complex challenges. ordaid has offices in twelve countries so we can be closer to the communities we aim to serve. ver 600 partners in 39 countries help us execute local programs. n 2014, we began piloting our Flourishing ommunity ndex. t is designed to become the gold standard cycle for assessing community priorities right through to measuring impact. ssessing impact is very important so our donors can see how their contribution is helping. hat is why we are at the forefront of the pen Development movement that reports on projects, their progress and outcomes in a highly transparent way. aising funds he funding environment is changing. ommunication and raising awareness is key here. We are very active in developing information tools, providing the latest news and communicating via social media. We are also diversifying our fundraising. But one source remains the same: the Dutch people. For 100 years, we have been asking them to are. ct. and especially to hare. nd they do that with the same commitment today as they did a century ago. n 2014, over 25.8 million in individual donations was given by the more than 320,000 Dutch people to our ordaid Mensen in ood (people in need), ordaid Memisa (healthcare and especially mothers and babies), ordaid Microkrediet, ordaid Bond zonder aam and ordaid Kinderstem (children s education). We also raise funds from government and institutional donors, such as the Dutch Ministry of Foreign ffairs, the World Bank, the Global Fund & nited ations and the uropean nion. WH W WK G4-6 ordaid presence ordaid offices HLD Y LB FGH HD GML H G L LD LMB BL HD L F BL G L GH M G-BZZLL D F G ZMB D H D H KY GD WD BD Z MLW ZMBBW M BGLDH D LK D HL H-F 6 L 2015 DD

7 100 years of assionate Helpers DD 2014 L 100 Y F HL t is World War has sent the first stream of Belgian refugees across the border into the neutral etherlands. here were no Gs to spring into action and provide emergency aid they would come much later. o organized medical care, no reception centers to provide much needed shelter. What we did have were a lot of silent helpers ; ordinary people, atholics, who opened up their homes, donated warm clothing and money to help out their neighbors. he help was ultimately formalized into ordaid Mensen in ood (literally: people in need); and the tradition of silent helpers is still alive and well in the etherlands. oday, we continue to rely on hundreds of thousands of silent helpers whose, often unacknowledged, passion, support and generosity make ordaid s work around the world possible. hoto Wilco van Dijen With imone Filippini (right) and silent helpers, Queen Maxima receiving a copy of Gedreven helpers, an academic history of ordaid, monitoring a century of relief and development, written in Dutch by professor nnelies van Heijst, isbn Moreover, a unique comic book tells the story of passionate helpers through 100 years in both Dutch and nglish: t is beautiful day in May in msterdam sees the arrival of 150 people. hey have come from all over the world to represent our silent helpers at a lunch and at a celebratory vensong at msterdam s t icolaas hurch. nd so has Queen Maxima of the etherlands, her attendance underscoring the relevance of ordaid, past and present. But the day is all about honoring our silent helpers. Because it is a reminder that for a century, their support has enabled ordaid to work on the world s worst catastrophes and calamities, ranging from helping the victims of dictatorships and (civil) wars to famine relief and support following natural disasters. With its 100 years of experience, ordaid claims thought leadership in supporting peace and bringing security, human rights, development, rule of law and economic cooperation, hoto ordaid especially in fragile contexts. o as a co-founder of aritas nternational in msterdam back in 1924, it was fitting that ordaid celebrated the centenary in July by bringing together 64 thinkers from all over the world for the aritas onference. aritas as a counterculture to the globalization of indifference reflected on the underlying atholic identity that drives a confederation of 165 members, which represent some 3,000 diocesan aritas agencies and tens of thousands of aritas groups in local parishes. t is hristmas We have had a year of silent helper events around the etherlands and further afield, all sponsored by loyal donors like the ational ostcode Lottery and others. ur aim was to mark the centenary by celebrating the ordinary people who, usually quietly and unrewarded, care, act and share. his focus struck a chord with the Dutch and our dedicated website, soon filled with stories of everyday care and action. We ended this very special year with three evenings of national television coverage, sponsored by the Dutch atholic Broadcaster KK, to acknowledge all our passionate silent helpers and to encourage even more in the future. hank you. L 2015 DD 7

8 DD 2014 L BD F D' GY WK G4-1 ordaid s work is inspired by its values of compassion and solidarity and its motivation to confront inequality and exclusion. here are two drivers. ne is a century-long history rooted in atholic moral obligation to help the most vulnerable and excluded. he second is a harsh reality of today: in a world of socio-economic interdependencies and globalization, fragility undermines regional stability and negatively impacts global peace and development. hat is why ordaid has chosen to work in those regions that are the most fragile and therefore challenging. But they are also the areas where we can have the greatest impact. he goal of all our efforts is to build flourishing communities where there is currently only inequality, conflict and strife. he right questions n 2013, we began the implementation of a strategy that is designed to enable us, as an organization, to focus all our efforts on fragile contexts and conflict-affected areas. he rationale is that we are now working in a period of great change in the world of development cooperation. hange for ordaid, certainly. nd with change comes opportunity. n the past, we often had the role of relatively passive thru donor, receiving significant funding from the Dutch government and passing it on. his funding will cease to exist in its current form from We needed to set out a clear strategy on where our future funding would come from so that we can continue our work from he coming reality also prompted questions like: are we working on the right issues in the right manner? Does our work really contribute to transformation and system change in the fragile communities we work for and with? Future-proof G4-24 Following deep evaluation and discussions with all our constituents beneficiaries, partners, our own people and our donors, both individual and institutional, the answer was: yes. But for greater impact, we needed to tackle these issues in a different way. How? We have real knowledge and experience in the most fragile areas on earth. he challenge was how to put that knowhow to work more effectively. ssentially, we had to reinvent ourselves. nd that is what we are doing. We began positioning ordaid using social enterprise thinking that creates possibilities and opportunities for all who want to contribute to development and cooperation. t a time when international development cooperation is in transition, we aimed to future-proof the programs and projects that ultimately generate the positive impact essential to the lives of beneficiaries in the most fragile areas of the world. n for the long-haul n 2014, we continued ordaid s ongoing transition to a more social enterprising way of working. ontrary to traditional entrepreneurs, whose primary interest lies in making profits, our value propositions have a different goal. ll our activities are geared towards social impact. ur target groups are the under-served, excluded, neglected, or highly disadvantaged populations. hey often lack the financial means or political clout to achieve transformative benefits on their own. lthough we are known for and provide support on issues such as healthcare and disaster relief, ordaid is certainly not a single-issue development or exclusively emergency aid organization unlike many of our G peers. We are here for the long haul. ften multi-focused programs and projects are put in place where we aim for value and impact. his takes the form of large-scale, transformational benefits that accrue either to a significant segment of society or to society as a whole. esults Based Financing (BF) is one approach to this level of impact that ordaid pioneered and is applying to great effect for healthcare, education and security & justice. ordaid currently has BF-based programs in 13 countries. even countries have adopted this system as base for their national health service. n healthcare alone, this represents potential positive impacts for millions of people. hrough BF, greater efficiency means costs of essential services decrease, quality improves and people have a voice in care, helping to increase access to healthcare. For local communities, such as the sle of dwi in Lake Kivu, this can have immense impact. ntil we introduced BF locally three years ago, mothers-to-be had to make the long journey to Bukavu to deliver. ow, there is a reverse flow of women to the sle as care is better and less costly. fter the start of BF, health personnel became more motivated, working conditions improved and the hospitals and clinics started to function better. We can see real evidence that this strategy really works if we compare regions where BF was introduced with regions without BF. Dr Mwanza agunia ash, Minister of, outh Kivu province, D ongo ommunity-based approach s we focus on impact, we build on a long-standing commu nitybased approach that involves the people concerned in decision- making rather than imposing solutions on them. ll of our expert Business nits work this way: care, hild & education, Food security, ecurity & justice, Women s leadership, Disaster response, rban matters, xtractives, nvestments, ntrepreneurship and ordaid in the etherlands. ach B is responsible for raising the funds its needs, developing community-based propositions, services and/or products and marketing these to potential donors and beneficiaries. 8 L 2015 DD

9 BD F D' DD 2014 L DD GH, WK, D H trengths Global network trong links with local and international donors/partners trong track record in fragility/conflict transformation, care, Disaster isk eduction, mergency id, esults based financing, ecurity & Justice and nvestments Growing number of more than 320,000 grass-roots financial supporters aritas nternational's network and benefiting from ope Francis' commitment to fighting poverty and exclusion nternational highly specialized new staff members ubstantial own funds Leadership role in open data reporting Broad portfolio of labels and propositions for the private and the B2B market pportunities Global issues (food, energy, climate, natural resources) lead to poverty-related conflicts. Gs can act as catalysts for global cooperation Multilateral agencies (, World Bank and others) recognizing value of Gs and seeking cooperation new agenda for the post-2015 development goals eed for specialized comprehensive approach on fragility orporate-responsibility based private and company initiatives creating opportunities for cooperation and synergy echnological possibilities Growing recognition of our role as an implementation partner ocial entrepreneurial thinking comparatively new approach in development cooperation ew modalities in working with different actors, including the corporate world ncreasing acknowledgement of intricate links between peace and security, state building, economic opportunities and development Weaknesses Diminishing traditional fund-raising sources and new methods not yet fully implemented elatively new management across the organization ocial entrepreneurial thinking comparatively new approach in development cooperation hreats mpairment general perceptions of G/charitable public image educed income from government/private donors More competition on tenders Diversity of ordaid labels in the private donor market Decreasing space for civil society organizations in a number of countries Managing isk Financial risk G4-14 Like all Gs, ordaid is exposed to risk. However, given our focus on the most dangerous regions of the world fragile states and conflict-affected areas our program-related risks are arguably even greater than those of our colleagues in the development cooperation world. risk profile by country can be found on our website. nd we take all risks into account when committing to a program or project. However, the threat or presence of risk does not deter us from pursuing our commitment to building flourishing communities because we are convinced our work is vital. n practical terms, we have in place comprehensive safety protocols for our personnel working in high-risk countries. afety training is always given ahead of international deployment, a program that again proved essential in 2014, as we were again obliged to pull out our teams from outh udan and the entral frican epublic. n the wake of violent conflict, our work is even more crucial. ur teams are totally committed and return as soon as situations stabilize because there is even more to do. he overview here describes those risks where we have some influence. Many of these risks are reflected in ordaid s W analysis. aising funds in challenging environments he underlying factors in this risk include problems arising from the changed funding environment and more competition for available resources. Mitigation: s part of the transition to a self-funding organization, ordaid s Bs are now tasked with raising their own funding. hey are further tasked with developing propositions and products that will appeal to new (potential) donors, specifically through new partnerships, including international and domestic foundations, organizations and companies. Bank in the etherlands raises funds for a number of Bs, including hild & ducation (programs in, ongo and ganda) and ntrepreneurship (women s micro-credit projects in ietnam). t offers 500,000 clients the opportunity to raise school-related funding through their social investment savings accounts. More than half a million euros is raised this way every year. ll of these initiatives are part of our aim of reaching out to and facilitating participation of partners who share our vision of development cooperation. ordaid already has experience in this type of partnership. We are vigorously pursuing diversified and decentralized, especially local, L 2015 DD 9

10 DD 2014 L BD F D' funding. By prioritizing problems identified by communities and developing relevant and specific solutions we are better able to generate funding through well-targeted tenders. n 2014, we were able to increase our percentage of awarded tenders to just under the targeted 40% (2013: 35%). lose monitoring of income has also been put in place, including Key erformance ndicators (Ks) on funds raised. Diminishing Dutch government funding From 2016, the way the Dutch government manages its development cooperation funding will change. o date, funds were made available to recognized Gs with access to grass-roots support from private and family donors. he economic crisis is one driver for funding cutbacks to development assistance-related activities, but also shifts in government policies, leading to a shift from aid to trade. his will result in increased competition from other Gs. But more importantly, it will decrease our ability to fund programs and projects that enable beneficiaries and organizations to lobby for community-based change. Mitigation: ll our Bs are tapping into new sources of finance and we have set clear goals for raising funds. During 2014, we were again able to increase our institutional funding significantly. hanging behaviors among individual donors ordaid has grass-roots support of around 320,000 regular contributors through our five charities, all household names in the etherlands. However, the traditional patterns of giving through long-term commitment by the 50+ generation are changing rapidly. he under-50s are generous but often give on an incidental basis. here is also growing competition for the charity euro. ordaid has yet to find a future-proof way to distinguish itself from other Dutch Gs. here is also a risk that people feel less connected to atholic values. Mitigation: ommunication and innovation are essential to mitigate this risk. ordaid is already putting in place new and innovative ways of attracting private donors and securing their loyalty. We have made more resources available for new fund-raising actions ( and media) so that the ordaid labels roll out more focused campaigns. We continue implementing new communication strategy based on our focus on fragile states and conflict-affected areas. During our centenary year, assionate and ilent Helper events highlighted our connection to atholic values. ee page 7 for more. perational risk Dilemma between continually increasing control and compliance requirements and the need to control/reduce operational costs he risk that greater transparency, control and compliance requirements will drive up the cost of operations due to essential investment in, for example, new systems and other tools that can generate management and other information. Mitigation: We continually to further increase our efficiency and effectiveness during 2015 with the aim of reducing both direct and indirect costs. Moreover, larger donors will be asked to cover costs that arise from their increased compliance and reporting requirements. nnovation limited due to challenging funding environment and relatively high cost of piloting new products/approaches Mitigation: s a pioneer of many innovative systems, such as esults Based and Blending, and products, ordaid has long experience in introducing new ideas. We have already taken steps to provide innovative ideas and opportunities with the expertise and funding needed to get them off the ground. ne is attracting corporate partnerships to develop and co-finance new products, such as the baby monitor. nother is the increasingly close cooperation with nviu, a social enterprise aimed at sustainable business in developing countries. his annual report includes a summary of innovations that are currently in progress (page 19). For more on blending, see page 14. ompetence/cultural risk hallenges related to changing from a thru donor to a more entrepreneurial mindset ince the 1970s, ordaid has been the recipient of government co-funding. n essence, that means ordaid often acted as a donor. here is a risk that the need to find alternative sources of funding to ensure continuity from 2016 will lead to tensions in allocating time and resources to managing government co-funding and raising our own funds. Mitigation: We have established Ks for our co-funding programs and projects so that we ensure these are executed with vigor. he use of co-funding, that we will continue to receive through 2015, has been clearly defined. n 2014, we have been able to finance significant numbers of co-funded programs thereby putting these funds to good use. he current organization needs to achieve a new mix of competences and knowledge to make the transition he donor role and a social entrepreneurial approach require different mindsets. here is a risk that some of the most highly skilled and knowledgeable staff will be unable to make the transition. ost restraints could prevent ordaid from hiring new personnel with the required skill sets and competences. Mitigation: upport staff through change programs to stimulate acquisition of new competences, also through a comprehensive training program that will continue until n 2014, a significant number of staff from both head office in he Hague and country offices participated in training related to the organizational transformation. raining is structured so that participants can cascade acquired knowledge through their own departments. mplementing partners experience difficulties in delivering on programs/ projects ordaid is committed to fragile contexts. lthough we are reinforcing our country presence, and thereby our ability to execute programs in difficult and/or dangerous regions, we still depend to a significant extent on local partners to implement programs. here is a risk that we will be unable to find partners with adequate capacity to undertake implementation of programs. his could result in damage to our reputation and diminishing effectiveness. 10 L 2015 DD

11 BD F D' DD 2014 L Mitigation: We must innovate and rollout capacity building among partners and accelerate learning for them. Managing donor expectations is another way to mitigate this risk. ossible changes to the mix of partners is another potential approach. ur strategy is to reduce the number of partners to those who share our fragility focus. his will enable us to intensify relationships, creating co-dependency. nother approach is to execute more programs ourselves through our country offices. We are systematically growing this network. ncome and expenditure in 2014 X otal income 188, , ,345 otal expenditure 183, , ,867 spent on programs/public awareness 172, , ,911 cost of generating funds 7,124 6,488 7,240 management & administration 4,197 3,895 4,676 G4-9 G4-4 For risk profiles and analysis of all the countries where we work, please visit the dedicated sections on our website, Funding & spending his is a summarized overview of the main income and spending. ll income and spending-related information can be found in full financial statements from page 48. ur funding in 2014 ordaid s activities are funded by a broad range of donors and funding partners. he Dutch government s development cooperation co-financing (MF) will continue to provide a substantial share of our funding until However, we are in the process of expanding our funding base to ensure continuity of our activities into the future. Funding from other institutional donors increased as a result of our efforts to diversify sources of finance. Funds from organizations such as the Dutch Ministry of Foreign ffairs, the World Bank, the Global Fund, the nited ations and the uropean nion increased significantly, also due to increased success rates in focused tendering, up to almost 40% from 35% in ndividual donor behavior is changing. his shift requires us to be more creative and innovative in the way we attract funds through our five ordaid labels: ordaid Mensen in ood (eople in eed), ordaid Microkrediet, ordaid Bond zonder aam (ameless ssociation), ordaid Memisa and ordaid Kinderstem (hild s oice). However, our individual funding base declined somewhat from 324,000 in 2013 to more than 320,000 in uch shifts occur frequently in 2012, our individual funding base was 316,000. n 2014, we were still able to raise over 25.8 million from the Dutch general public. Where our income comes from: X wn fundraising 25,844 28,330 30,388 hird-party campaigns 11,055 16,324 9,847 Government grants 138, ,744 82,391 Gains on financial assets 8,655 4,144 3,966 nvestment income 3, ,753 ther income otal incoming resources 188, , ,345 GM G X Dutch government MF 82,162 71,535 66,700 Dutch government lliances 4,595 3,974 3,937 Dutch government ther 10,933 13, World Bank 9,382 11,038 2,721 Global Fund & nited ations 10,633 21,376 7,884 uropean nion 706 2,272 1,458 ther 20,507 7, otal government grants 138, ,744 82,391 Funds raised by our labels in 2014 X 000 DD GL M D KD- M MM M D BZ L 2014 L 2013 Donations and gifts 167 5,389 4,846 7, ,447 20,324 Mailing campaigns Legacies 1,154 2, , ,058 7,648 Materials sold otal ,321 7,625 4,897 11, ,844 28,330 otal ,989 6,385 10, ,330 L 2015 DD 11

12 DD 2014 L BD F D' What we spent in 2014 ordaid spent a total of over million on programs, projects and public awareness in all our focus areas in frauds were discovered following internal audits where areas of weak control processes were identified. We have improved controls to prevent similar cases in future. How our income was spent in 2014 otal program expenditure includes project management, personnel, lobbying and advocacy, knowledge development and sharing. t can also include costs related to program implementation on the ground, such as project-related office and travel expenses that are incurred by the ordaid country offices. hese expenditures are allocated to individual programs in line with Dutch accounting guidelines for charities (J 650). GM DG X ecurity & Justice 12,122 9,125 rban Matters 2,074 1,732 xtractives 6,226 4,187 Women s Leadership 9,345 9,298 Disaster response 26,346 23,644 care 68,584 74,992 hild & ducation 7,313 6,819 ntrepreneurship 3,967 1,529 Food ecurity 11,613 8,667 nvestments* 7,769 7,875 ordaid etherlands 12,195 12,988** ublic information 5,743 5,572 ther expenditure*** * mounts invested, not spent. ** ncludes spending on overty in the etherlands. *** From 2013, the majority of our programs and projects were allocated to related Business nits. ther expenditure is related to ongoing projects that did not fit one of our B themes. ome of these projects came to an end and some were ended by us. his meant that past commitments were released and some partner organizations refunded unspent balances on their projects, resulting in a negative expenditure. on-program expenditure ordaid could not pursue its programs and projects in the field without the support of the administrative, fundraising, campaigning and other essential activities in both he Hague and in our country offices around the world. ur non-program costs related to fundraising in the etherlands are 22% of total income, within the maximum (25%) allowed by the independent entral Bureau for Fundraising (BF) that oversees charitable organizations in the etherlands. G4-27 ontrol through internal audit ordaid carries periodic internal audits on all departments, Business nits, country offices and projects with partners. esults are reported twice annually so that we are able to identify issues, apply lessons learned and set targets for improvements. During 2014, internal audits identified a number of cases of (suspected) fraud. n five cases, audits of partners concerned in ganda, Malawi, ierra Leone and ameroon by recognized accountancy firms, such as Deloitte, W and KMG, resulted in confirmation of fraud. ll concerned partners have been blacklisted. he majority of these esolving audit issues n other cases, such as an extractives project in outh udan, the partner was unable to provide documentation to support spending due to the destruction of its offices during the conflict. Given the circumstances, we have closed this case. (uspicion of) fraud can also relate to individuals misusing their position or access to funds and resources. n the entral frican epublic, a number of bags of food provided by the World rganization (WH) were stolen. he culprit was identified and fired. WH was able to retrieve the stolen goods. ur Haiti office was alerted to an employee who was trying to claim commission on hotel accommodation. he employee s employment has been terminated and the case is now used in team training to prevent future incidents. n occasion, our partners identify (suspected) fraud within their own organizations. his was the case in thiopia where our partner s financial officer had taken 4,780 of ordaid funding. ur partner has taken further internal control measures to prevent recurrence and will refund the amount to ordaid. We learn from every case. However, while we take every precaution and have in place significant checks and balances, it is often impossible to cover every eventuality. n fghanistan, one of our partners was robbed at gun-point. he safe was cracked and money taken along with mobile phones and other electronics, including laptops on which the project s administration was stored. his represents not only the loss of vital resources but, more importantly, all our work to date. ur strategic aims in 2014 n 2014, ordaid set specific strategic aims that are directly related to four of the aspects constituents believe are important for understanding what we do and where we are: continuity, expertise, project execution and project outcomes. How our governance works is reported in a dedicated section on page 45. Here follows an overview of what we have realized in 2014: ontinuity im: ordaid is selected as a strategic partner of the Dutch Ministry of Foreign ffairs. his was a very important aim for ordaid, especially in light of changes in how the Dutch government provides funding for development cooperation from During 2014, we put major efforts into preparing our submissions for strategic partnerships with the Ministry on both lobby and advocacy and resilience. Lobby and advocacy aims at strengthening civil society organizations in low and middle-income countries. t will be implemented in the strategic partnership with selected development organizations and the Ministry of Foreign ffairs. n July 2014 we published ordaid s positioning paper: Lobby & dvocacy: estoring the social contract in fragile contexts. t includes a case study on ordaid s involvement in seeking resolutions to the large-scale environmental pollution and damage to traditional livelihoods in the iger Delta. his involvement brings together many of ordaid s key areas of expertise, including security & justice and extractives. G4-18/19 G L 2015 DD

13 BD F D' DD 2014 L ur relations with hell have evolved from mutual accusations in the media to a cautious but constructive engagement. ome element of trust is developing and strongly believe that this is the way forward if we are to solve the critical issues of the iger Delta. nemo amiama, director of the takeholder Democracy etwork esilience is an area where we have significant track record we are now into our 12 th year of ommunity-based Disaster esponse, esilience & isk eduction (D). he Ministry of Foreign ffairs will be supporting a program aimed at increasing the resilience of local communities to disasters. More information is available on D by downloading our report/ findings on 10 years of D at im: t least 28 million raised from individual donors in the etherlands. n 2014, we were able to raise more than 25.8 million from individual donors. here are clear changes in donor giving patterns in the etherlands. We saw our fixed donor base decline somewhat during the reporting year. nd while some of our labels increased the amount donated, such as ordaid Mensen in ood and ordaid in the etherlands, which focuses on reduction of poverty and exclusion in this country, we saw a decrease in the amount given to ordaid Memisa, our healthcare funder. he overall decline has prompted reinforced focus on creating innovative ways to engage potential donors and increase funds raised. im: ll employee satisfaction surveys score >7. ordaid personnel are key constituents. t a time of deep transition, it is crucial that employee satisfaction remains high. t year-end, we carried out a random-sampled employee satisfaction survey that generated a score of 7.6, above our minimum target of >7. n early 2015, the Dutch Ministry of Foreign ffairs selected ordaid as a strategic partner for both Lobby & dvocacy and esilience. im: hrough ordaid s centenary activities in 2014, unassisted name recognition increased by 15% and assisted name recognition by 25% in the etherlands. im: ordaid's institutional donor base broadened with at least four governments (ordics/other uropean and non-uropean). During 2014, we further diversified our funding applications to a variety of potential non-dutch governmental and other donors. We submitted successful proposals to potential funders such as the World Bank, ool Fund, bodies, the French mbassy in the entral frican epublic, the Bill & Melinda Gates Foundation, Bristol Myers quib and others. his expanded our usual pool of potential funders but we remain very grateful to long-standing donors such as the and Global Fund, especially as new sources represent quite modest amounts. However, we take the view that these are relationships that must be built over time and awards in 2014 give us an opportunity to demonstrate our abilities and potentially secure more substantial funding in the future. im: ender success rate of at least 40% (2013: 35%). ordaid has an extremely good year in terms of (media) coverage and communication in he centenary generated a lot of additional publicity for us even though our focus was on spotlighting the silent helpers who have contributed through action and donations to our work (see also pages 7 and the special website: www. silenthelpers.org for more on the centenary). n ovember 2014 an independent survey showed name recognition was stable among the Dutch general public. However, our name recognition amongst business decisionmakers has increased significantly from 69 to 81%. his is especially gratifying given the fact we are increasingly tapping corporate and other business resources to work with us on and help fund programs and projects. xpertise/project execution im: ordaid perceived as a leading G in at least the following areas: women, openness/transparency, financial innovation, community-driven approaches. n 2014, we submitted a total of 118 tenders. t year-end 2014, we had confirmation that 28 tenders had been awarded whereas 44 had been lost. his translates into a 39% success rate for the reporting year. alls for tender are generated by donors and can be submitted throughout the year. he remaining 72 to which we responded were sent out in late 2014 and much of the preparatory work was done towards the end of the reporting year. hese are still to be decided by the potential donor and this can be a lengthy process. im: Financial results of all Bs/staff departments at least at budgeted levels. n 2014, spending by almost all Bs was at budgeted targets. otal program spending, including public information, was against a targeted million budget in he role of women n 2014, ordaid continued to position itself as thought leader in all these fields. We published our approach and track record on tackling women s issues in pril 2014, following up with a specific report on the role of women s leadership in peace building. Based on our long-term engagement with women and their communities in conflict situations, we made a number of recommendations, including the use of the community-driven Women s barometer developed by ordaid. his tool reflects and measures the daily reality of peace and security issues of local women. First, the local women define for themselves what security means and how to measure it. Women provide the data, which is collected and analysed centrally. his information is valuable for policy makers, governments and donors. he added value is that the information is being returned to the local women, which empowers them at the negotiation tables at all levels of policy development and implementation. L 2015 DD 13

14 DD 2014 L BD F D' Women form over 50% of universal human suffrage where it exists. Women are strong, able and capable, and have the right to participate in policy and decision processes that determine their future and that of their children; an enabling environment is paramount for their participation to be effective. kinyi. Walender, Director, Women s Leadership, ordaid pen data penness and transparency have always been high on ordaid s agenda. nce again, we have pushed the boundaries by further expanding our fully transparent pen Data approach. lease see pages 25 of this report where we go into this aspect in detail, including the new functionality that enables our individual donors to access even more details on programs and projects supported by our ordaid labels ordaid Mensen in ood, ordaid Memisa, ordaid Kinderstem, ordaid Bond Zonder aam, ordaid Microkrediet. nvesting in fragility n financial innovation, we are recognized as pioneers in the hugely impactful esults Based Financing methodology andhave recently introduced 'blending'. n 2014, our nvestments B further implemented the tability mpact Fund (F), alongside other dedicated funds for healthcare, and rural and agricultural finance. stablished in 2013, the 40 to 50 million F is an impact-first fund focused on micro and small and medium-sized enterprises in fragile and conflict-affected states. he fund channels a large part of its investments though microfinance institutions (MFs) and funds investing in mall and Medium-ized nterprises (Ms). his means we can finance both micro-entrepreneurs and the Ms that provide foundations for all economies often called the missing middle - in fragile contexts. n addition, we apply a so-called two-track approach. he provision of fragile context sensitive Business Development ervices through our specialist ntrepreneurship business unit is the first. he second is offering access to inclusive finance through the F. For more on how this two-track approach works, go to: en/publications/impact-investment-fragile-states/ 'Blending' finance We are also pioneering what we believe will be one of the most innovative financial models for the future blending. his is a financial mechanism aimed at increasing funds by linking a grant component from institutions such as the World Bank, the or Member tates with loans or equity from financial institutions. his mechanism can leverage significant amounts of private financing and can act as a catalyst in the budget for Development ooperation. Blending is still controversial as some fear it could become financing for relatively profitable DD M F D MYM HD M H H D HL G BL L GH DM. F H G Z H KY GD WD BD ordaid ordaid nvestments 14 L 2015 DD

15 DD 2014 L BD F D' jobs Building a business DD F BD care jobs Building a business KD ducation WD jobs Building a business care jobs jobs Building a business Building care BK ducation ocational & Building a business Building a business professional training ducation ule of Law jobs ule of Law DM.. F H G BBZ KYZ ule of Law Building a business ducation ocational & ducation professional training jobs ducation care care jobs care Building a business care ducation jobs jobs Building aducation business ocational & a business Building KZ professional training ule of Law ule of Law MMY BJMB M KZ Building a business jobs care ule of Law jobs Z MYG care GZ jobs jobs ocational & professional training a business ule of Law Building a business ule of Law care care care Building a business BJMB ducation ocational & ocational && care ocational professional trainingbuilding a business jobs ducation professional training jobs professional training ocational & Building a business Building a business care professionalmw training ule of Law jobs ducation GGule of Law care ducation ule of Law BJMB care ocational & L ducation care professional training ule of Law ducation ducation ule Law ule of of Law ocational & professional training jobs ducation YG ule of Law ocational & ocational & ocational & Building a business professional training professional training professional training ocational & ducation Buildingule a business professional training of Law B ocational & care professional training jobs ule ofocational Law care & professional training ducation jobs Building a business ducation ule of Law ocational & care ule of Law professional training MKMB ocational & professional training Z ocational & professional training ducation ule of Law ocational & professional training n Burundi, the peace following the civil war that ended in 2008 is still fragile. part from political instability, the country also suffers from poverty and land shortage. his is one of the poorest countries in the world, ranking 180 out of 187 (D s Human Development ndex, 2014). s the spread of ordaid offices and activities shows, we are working on (multi-focus) community-based programs and projects in the majority of Burundi s provinces G4-1 G4-26 private sectors rather than development targets. However, ordaid thinks it is important for civil-society organizations to lead the way when it comes to blending with a strong injection of integrated social or developmental content. his way we can demonstrate how blending can work effectively to realize development goals, even in the most fragile contexts. ommunity-driven action ommunity-based approaches have been a driver for ordaid for many years. n 2014, we further reinforced our commitment to this approach by developing the Flourishing ommunity ndex (F) aimed at giving local communities a global voice. his innovative new methodology charts objective and inclusive assessment of the development priorities. t captures the needs and aspirations of the people involved, independent of specific projects, development actors or donors. We are currently piloting the F. Modern technologies then make it possible to collect, aggregate and share information on a large scale so that local communities have a global voice. im: Further expansion of country offices to reinforce our presence in fragile contexts and (post-) conflict-affected areas. t ordaid, the transition to a social enterprise way of working means we need to be closer to the people we aim to serve. n 2014, we had a presence in 12 of the most fragile and conflict-affected countries. L 2015 DD n Burundi, the peace following the civil war that ended in 2008 is still fragile. part from political instability, the country also suffers from poverty and land shortage. his is one of the poorest countries in the world, ranking 180 out of 187 (D s Human Development ndex, 2014). s the spread of ordaid offices and activities shows, we are working on (multi-focus) community-based programs and projects in the majority of Burundi s provinces. roject outcomes im: reate evidenced track record that can substantiate our expertise and experience to potential donors. n recent decades, ordaid s access to Dutch government funding created a role whereby it often acted as a thru donor. s such, we had built huge expertise. With the changes in funding and in the development cooperation environment, it has become imperative for us to demonstrate that expertise, experience and our skills. During 2014, our business units and staff departments joined forces to generate a whole range of documented track record on all aspects of our work. nterested parties can now access position papers, fact files and special reports, all supported by clear case studies at publications. his is in addition to the more than 1,100 individual, regularly updated project reporting available through our participation in open data ( and on the independent open BF website, 15

16 DD 2014 L BD F D' im: ordaid uses open data as a management tool to improve integrated programming & country strategies resulting in flourishing communities. lready recognized as a leader in the pen Development Movement, throughout 2014 we have been working to add further functionalities to the already extensive project information we provide ( ur next goal is to develop interactive dashboards that draw on project data so that both donors and ordaid personnel can use information for a variety of purposes. We will be launching this new interactivity in May Looking ahead to 2015 G4-1 For 2015, we have set a number of aims related to our continuity by building a future-proof ordaid. hese are: at the end of 2015 ordaid will be ready for a future without the Dutch co-funding framework (MF ). n preparation we are finalizing plans for and implementing a streamlined and focused ne ordaid to meet the challenges of the future. his includes a fully integrated and more effective brand and communication strategy, reinforced corporate culture and behavior. Furthermore, it concerns how we manage relationships between head office and our country offices and with our partners. ordaid continues to optimize funding, especially by broadening its donor base to institutions, private foundations and individual philanthropists. t least 28 million raised from individual donors in the etherlands. ordaid further increases its tender success rate to 45% (2014: 40%). ontinued strengthening of country offices to enhance our local impact fragile and conflict-affected areas. We will be improving administration, finance, programming, reputation and local funding. t the same time, we will also rationalize our presence in certain countries and diversify the type of presence. mployee satisfaction >7. 16 L 2015 DD

17 HW W WK DD 2014 L HW W WK nce perceived as a relatively passive thru donor, ordaid is now increasingly seen as developing into one of the engines of innovation in the development world. n order to further refine and pursue this role, we are in the process of implementing our ision 2018 supported by a multi-year focused strategy for s we are facing an insecure future in terms of funding, this strategy is more a living document so that we can respond flexibly to unexpected realities. nsurprisingly, both our vision and strategy remain strongly focused on tackling aspects of fragility to help transform fragile into flourishing communities. his thinking is at the heart of our heory of hange through which we can contribute to peace-building and state-building. his requires structural social changes and shifts in the balance of power. ordaid believes that power imbalances and the exclusion of people, whether economic, through lack of security, through gender or religion, are among the root causes of fragility. ower that is not exercised for the good of an entire society, but is concentrated in favor of elites or special interest groups, results in injustice, inequality and conflict. hree cornerstones n countries and societies marked by fragility and affected by conflict, an overriding challenge lies in restoring trust and social cohesion, both at community level and between communities and the state. ordaid supports this process by working with and through local communities and their legitimate civil society actors, often faith-based. o restore social cohesion and stability and to enable communities to flourish, ordaid concentrates its interventions on three interrelated areas: security and justice, economic opportunity and governance and services. reviously, we also focused on a fourth:. However, based on experience and expertise, we concluded that this is cross-cutting and relevant to all three remaining cornerstones: ecurity and justice Well-functioning and accountable security structures and institutions respond to vulnerable communities need for protection, justice, and improved resilience against natural or man-made disasters. DD - BLDG FLHG MM FGL n flourishing communities, people are able to satisfy their fundamental human needs when social structures and institutions function inclusively and sustainably. n fragile contexts, this is a fundamental challenge. ordaid s intiatives contribute to peace and nation building in fragile contexts, leading to strengthened social contracts, resolved power imbalances and structural social change. M security and justice opportunity governance and services ecurity structures and institutions respond to vulnerable communities need for protection, justice, and improved resilience against natural or man-made disasters he private and public sectors function in a manner whereby once excluded entrepreneurs can actively participate in the economy Governing institutions are responsive to the needs of all people living in fragile contexts, including access to social services M mpowerment: ll people are able to speak out and influence in the decision-making processes that shape their society BLM Y Fragility: Weak governance structures; delegitimized social contracts, damaged social cohesion ebuild social contracts through performance based finance (BF) to support effective justice and rule of law, health care and education Justice expanded through a widened magistrate; access to timely, quality and efficient health care; girls and children stay in school Globalization: global common goods unfairly distributed, neglected, overused and abused. pply risk reduction techniques and action plans to empower citizens mitigate and manage challenges to productive land, clean water and safe shelter Loss of life and property is reduced; community continuity is improved ower imbalances: power is employed not for the good of an entire society, but in favor of elites and special interest groups onvene and build the capacity of civil society to constructively participate in peace building platforms itizen engagement and social accountability is enhanced; unusual suspects are drawn together to support social processes and goals Gender inequality: a cross-cutting fundamental power imbalance and root cause of fragility se BF and convening power to ensure that women and girls needs in fragile contexts, are articulated and met Women gain access and participate in peace processes; access to appropriate sexual and reproductive health; women are free to exercise economic rights Global socio-economic changes: widening wealth gap lack of political will to combat poverty or find innovative solutions to structural problems nvest in funds that deliver much needed capital and in conflict sensitive business development training thriving mall and Medium-ize nterprise (M) sector gives rise to inclusive jobs, skills and spring-up industry L 2015 DD 17

18 DD 2014 L HW W WK conomic opportunity he private and public sectors function in a manner whereby once excluded entrepreneurs and employees, suppliers and market structures, can actively participate in healthy economic activity. Governance and services ublic institutions are functioning properly and are tangibly responsive to the needs of all people living in fragile contexts, including access to social services like healthcare and education. We pursue our cornerstones based on the premise that the communities concerned know best what is needed. ordaid sees itself as pragmatic. ther than our fund-raising for emergencies and disasters, we are not a campaign organization. or are we a single issue G. n our pragmatic thinking, there is little point in securing high quality basic healthcare if women are still unsafe and exploited, children malnourished and unschooled, and communities divided and insecure. o we work at community level because ultimately these are our most important constituents. Beneficiary in the lead We involve communities at every stage of our programming and projects. ordaid s Disaster isk eduction has been based on community management for almost 12 years. pecific tools have been developed so that we can understand community priorities and tailor programs to meet those needs. xamples include the Women s eace and ecurity Barometer, a community-based consultative approach to identifying the key issues of concern that is now used in three countries. rogress in, for example, fghanistan is registered through the ransition Monitor. Decades of conflict in fghanistan have had many negative impacts on women, including displacement, poverty and ongoing insecurity. Women face violence if they go against accepted gender norms and their voices are rarely heard in the public domain. ordaid has been working in this country for almost 15 years, since the aliban government was toppled in hroughout that period we have supported women in fghanistan through persistent evidence-based lobbying and advocacy, promoting cooperation with governments and other stakeholders to achieve system change. he position of fghan women has improved but women s organizations are concerned the gains made will not be protected after the withdrawal of at the end of Working with local partners fghan Women s etwork (W) and the fghanistan ublic olicy esearch rganization (), our ransition Monitor is a periodic survey among local women that tracks and documents impacts in three areas: overall security and access to justice, access to work and public life, and mobility and access to services. young woman who has just graduated from the niversity of Kabul needs to be trained in leadership, while the needs of a woman in a remote village who was married off very young are completely different. n a place like Kandahar, security is probably the biggest priority, but in Balkh women might need better access to education. Hasina afi, Director of the fghan Women s etwork Flourishing ommunity ndex ordaid has developed an innovative new methodology for G4-26 the objective and inclusive assessment of the development priorities of local communities: the Flourishing ommunity ndex (F). ordaid is piloting the F as a tool for open develop - ment. Modern technologies make it possible to collect, aggregate and share information on a large scale. he F features: mart data collection: By using tablets or smart phones communities articulate what matters most to them through storytelling, complemented with questions for signification. his provides a unique combination of independent and authentic qualitative and quantitative information that can be aggregated and analyzed. ommunity-owned information: he primary beneficiaries of the F are communities themselves. nformation is fed back through workshops, local radio, billboards, newspapers or M. ommunities use this information to prioritize the development activities they need most. Multi-use applications: he analyzed information can also be used by service providers, local and national governments, social enterprises and ()Gs. calable: he simple, easily applicable and replicable methodology can be used on a large scale in local communities in different countries. ur partner network t year-end 2014, ordaid was working with a network of over 600 partners. he vast majority, around 75%, are so-called implementing partners, local organizations that work with us to implement programs and projects. We have 126 funding partners that (co-)provide the finance needed for these programs. nd we are also a member of around 50 alliances and networks that help promote our activities. mplementing partners can be local or international Gs working in a particular country, region or field. ur implementing partner network is extensive because we are not a single-issue organization. lthough our execution capacity is growing as we expand our presence in countries where we work, our implementing partners remain crucial. ur partnerships are also subject to change as we drill down to serve specific target groups and also in light of the strongly reduced funding by the 18 L 2015 DD

19 HW W WK DD 2014 L Dutch government - make best use of the funding available for programs. During 2014 and as we further focused on fragile and conflict-affected regions, we were obliged to end a number of highly valued and long-standing relationships as their interests lie in other areas. We are truly grateful for the cooperation and the outcomes achieved in the past. For example, our hild & ducation team has rationalized its partner network, primarily because we will no longer be present in some countries. ow, hild & ducation is concentrating on relationships with organizations that can further our goals in our focus countries. n contrast, in 2014 our ntrepreneurship B doubled its partner network. We signed a far-reaching agreement with mpact Hub, a global network of people, places and programs that inspire, connect and act as catalysts for sustainable business ideas. nder the auspices of the esilience frica program, ordaid and mpact Hub will establish new hubs in Burundi, ongo D ongo, thiopia, Kenya and ierra Leone please see impact-hubs-entrepreneurs-africa-create-economic-impact/. nnovative ideas t the end of 2014, ordaid reinforced its partnership with nviu through the establishment of a ocial Business ncubator (B). nviu kick-starts companies whose products and/or services aim for environmental and social impacts. n the new collaboration, nviu is responsible for the professional and commercial development of the start-ups. ordaid has relevant local networks, thematic expertise and business developers with substantive knowledge about local businesses. o far, we three start-ups have come out of the incubator, see below, and we are working on five more. he B focuses on the areas in which ordaid is active, to get the most out of ordaid s network. ordaid is also partnering with nviu on the ocial denture hallenge. he hallenge in the etherlands is all about identifying new and practical ideas that can potentially be implemented in ordaid countries. he winners in 2014 were selected from 67 entries. he short-list comprised three scale-up projects and five start-ups. Microjustice4all, an organization that works on legal protection for the poorest people in outh merica, frica and urope won the 10,000 prize and business support in the scale-up category. his will enable this not-for-profit to expand its advisory services on contracts, family legal issues and setting up businesses. Bast-BBQ Kokoskool took the start-up prize. roducing one kilo of charcoal takes up to five kilos of wood; one kilo of coconut coal takes only three kilos of coconut waste. Bast-BBQ works with producers of coconuts in ulawesi, ndonesia where average output is 15 billion coconuts per year. he waste is used for coal. his is an annual event to tap into the creativity of (social) entrepreneurs. new products. ee for more: entrepreneurship/social-business-incubator/ Monitoring babies n 2013, we reported on a feasibility study in Ghana of the Baby iewer, a low-cost, portable ultrasound that could radically reduce maternal mortality. Developed by Dutch maging ystems (D) that works on medical imaging systems and e-health software, ultrasound can prove an effective solution for identifying complications and risk factors during pregnancy. During 2014 and supported by a number of universities, we carried out a feasibility study, involving a market survey and interviews with gynecologists, midwives and medical assistants. he assessment clearly showed the potential of integrating the innovative ultrasound technology to improve obstetric care. ne of the key factors is, of course, cost. sually, ultrasound technology can vary between $ 10,000 and $ 100,000. D has now developed a prototype that can be manufactured for as little as $ 500. he low cost is due in part to the manufacture of components for the baby monitor from recycled plastic waste. his is very new technology that could prove extremely (cost) effective and highly sustainable. he next phase is pre-clinical testing which will be started in thiopia in he collaboration with ordaid makes it easier for us to get an idea of people s real and most urgent needs. Guido Geerts, Director Delft maging ystems eer education through franchise ordaid is now partnering with Dutch social enterprise y ntrepreneurs. he enterprise already has offices in Burundi, wanda, the D ongo and Haiti. ne current project in Burundi, a country with extremely high teenage pregnancy rates, is aimed at exual and eproductive (H). he project is organized as a social franchise at community level. arefully selected young men and women invest $ 100 and in return receive $ 400 worth of commodities (health and hygiene products). hey also receive a tablet and a bicycle on lease and training on H, enterprise and how to use the tablet. hus equipped, their job is to provide peer education on H to young people in market places and youth centers. he aim is to help young people protect themselves against H/ ids and unwanted pregnancy. he upside for the young entrepreneurs is that they can earn a modest income, acquire new skills and boost their confidence. We will be able to evaluate progress on this project in lean up in Kisumu, Kenya Last year, we reported on the pioneering rbanlink, an employment agency that connects youth in the slums of ddis baba, thiopia, with local companies. ew initiatives include a waste to income business, the aka aka hallenge, in the Kenyan town of Kisumu. urrently only 20% of waste is collected. he aka aka hallenge aims to co-create a clean and economically thriving town by turning waste into profit. Waste can be used as an energy source and as a resource for hilling out For farmers without refrigerators in developing countries, a great deal of produce - and therefore profit - can be lost through spoilage. nter the Wakati, a new device to tackle this problem by increasing the short-term storage time for fruit and vegetables. he Wakati stores up to 150 kilos of produce in a sterilized microclimate. s the fragile and conflict-affected areas where we work often have no regular access to electricity, the device uses a solar power system for its operation. Working L 2015 DD 19

20 DD 2014 L HW W WK with ordaid s Food ecurity team, the creators of the Wakati have already sent out the first 100 devices to Haiti, ganda and fghanistan. he niversity of Wageningen, the etherlands top agricultural college, has committed to further supporting the development of this product. t present, the cost is around $ 100 per unit but the expectation is that increased production could drive this price down significantly. We see great promise in upscaling and for funding. ommunicating fragility G4-26 he development cooperation world is changing rapidly. t the same time, attitudes, especially among individual but also among large (institutional) donors, are changing as well. hey want to see the outcomes and impacts of their contributions and they want the organizations to which funding has been entrusted to clearly demonstrate accountability. his is one reason why communication is indispensable to ensuring the continuity of our work. We have already achieved best-in-class on opening up our program and project data using the international standard. But there is more. s in every other key component in our strategy, we must be even more flexible, agile and innovative in how we raise awareness of and need for action to build flourishing communities. t is ordaid s task to keep alive the sense of urgency around fragile and conflict-affected regions. We do that in a number of ways. ne is to help people connect with our mission, especially by positioning and generating recognition of ordaid as the G for fragile and conflict-affected regions. DD' DY ircle by imon inek What How Why Building flourishing communities through, security and opportunity ustainable connection through social entrepreneurship Moved by inequality and exclusion olidarity ompassion stablishing our position During 2014, a project implemented by our corporate strategy and communications teams generated more than 50 publications, ranging from positioning papers on major topics such as women, youth and entrepreneurs through to informative leaflets on specific issues in a number of languages. hey are designed to communicate the urgency of our fragility mission but also to establish ordaid s track record of realizing positive outcomes and potential impacts in the most vulnerable regions of the world. hroughout 2014, these publications were posted on our website, where they can be downloaded, but were also used as documentation at global and national meetings and as background in our search for funding; institutional donors especially appreciate our publications and research. How we communicate ordaid communicates using the full range of conventional and new media. We capture attention by continuously publishing topical news on our website, which we update daily, and through mass media. We stimulate involvement by connecting through social media and live events. We gain trust by providing full disclosure on our projects through pen Data (see page 25). We use campaigns to raise specific awareness, also through the websites of our dedicated labels in the etherlands. n 2014, we were able to significantly increase our name recognition. ne driving force was our centenary celebrations that gave us the opportunity to both thank the Dutch general public and raise awareness for our mission. ame recognition among the general public was stable but among the business community it increased to 81% (2013: 69%). his is especially important as we are increasingly campaigning to business to create partnerships and attract funding. During 2014, a total of 169,021 unique visitors viewed our Dutch-language site, down slightly from 174,000 in he number of unique visitors to our nglish-language site almost tripled in 2014, up from 66,000 to 172,674. ur visitors came from all over the world. f our Business nits (Bs), hild & ducation was visited by the most people (>19,000). rban Matters and ntrepreneurship were also very popular. ur projects had over 110,000 visitors in both languages, up massively from 30,000 in nd more than 11,300 (2013: 7,700) unique downloads were made of information posted on our site. ll the social media we use (Facebook, witter, Youube, Linkedn) achieved an average 50% (2013: 50%) increase in followers. Daily issue management aimed at earning free publicity resulted in a 25% increase in media coverage in 2014 compared to Lobbying for fragility s a large G, ordaid is often in a position to give a voice to those whose voices are rarely heard. s recognized experts in the field of development cooperation and especially in fragile states and conflict-affected areas, we can form a powerful lobby. ll our Bs are heavily involved in topic-related lobby groups. ne example is our Food ecurity B s lobby activity in the Democratic epublic of ongo (D ongo). he agricultural sector in the D ongo suffers from institutional constraints (fiscal regime, infrastructure, land and property issues) that can only be resolved through government action. n 2014 and working with our partner D, we began helping the national farmers movement,, in preparing evidence-based research and materials to support property claims as part of the development of a new land act. n the fall of 2014, we were gratified to see that our lobby efforts to the Dutch government were successful in allocating part of a 120 million emergency fund over four years to a select number of Dutch Gs, including ordaid. Five specific crises had been identified by the Ministry: outh udan, the entral frican epublic, yria, orthern raq and bola. We see this decision as a positive result of our lobbying for a mood reversal in Dutch politics. t would appear that we have been successful in proving Dutch Gs ability to deliver relief aid on the ground. 20 L 2015 DD