The shift in Rikolto’s organisational structure towards an international network organisation went hand in hand with a shift in our funding model. Since 2015 Rikolto has been working towards a more diversified funding portfolio and more fundraising via our different offices. Prior to that date, the majority of funding was secured through Rikolto’s then Head Office, and the local offices focused more on programme strategy than on finding the financial resources to implement their programmes. Furthermore, Rikolto was, and continues to be, predominantly dependent on subsidies from the Belgian government.
In 2018 we continued in the same vein and took further steps towards:
- Reduced dependency on our main donor, the Belgian government: in 2015 DGD accounted for 69% of our funding. In 2018 the figure was 61%.
- More local fundraising: in 2015 only 5% of all funding was secured directly by Rikolto offices. This increased to 17% in 2018.
This means that our funding model also corresponds to international funding realities. Why, for example, would an Australian foundation wanting to fund our programme in Indonesia transfer money to a Belgian bank account, and not directly to our Indonesian office? As accountability, transparency and qualitative reporting are key to Rikolto, global financial reporting standards and quality control will continue to be the responsibility of the international office’s Finance department.