Take a brief look at our work, highlights and achievements with the Annual Report 2017.

Download our Financial Report for a detailed outline of NIMD’s financial activities in 2016 (3 MB).

An extraordinary accomplishment in Colombia, challenging global developments and an internal reorganization made 2016 an eventful year for NIMD. Take a brief look at our work, highlights and achievements with the Annual Report 2016.

The budget for 2015 was based on an ambitious growth target for income and donor diversification. This path, initiated some years ago, paid off in 2015 when NIMD secured an income of €13.2 million and formalized relations with five new donors. An income this high has never been achieved in the history of NIMD.

Read our Financial Report 2015 to get a detailed outline of NIMD’s financial activities in 2015.

2015 was an important milestone for the Netherlands Institute for Multiparty Democracy (NIMD). It was the year we celebrated our 15th anniversary. Although the organization was established in 2000, the idea behind it was conceived in 1994 right after apartheid ended in South Africa. In a desire to support the new coalition government in South Africa, Dutch political parties who had years of experience working with a coalition extended their support.

Take a brief look at the last 15 years of the Netherlands Institute for Multiparty Democracy and the path ahead with Executive Director Hans Bruning.

Below you can download the Financial Report of 2014 (PDF 3.1 MB).

Below you can download the Financial Report of 2013 (PDF 5.3 MB).

Below you can download the Financial Report of 2012 (PDF 800 kB).

Stronger parties.
Deeper democracy.

To ensure programmatic impact and organizational sustainability, NIMD has prepared a distinctive strategy and an organizational vision for the future, with well-defined unique selling points, a sound programme framework and a smart branding strategy. This has culminated in this multi-annual plan (MAP) entitled: Stronger parties, deeper democracy, which covers the period 2016-2020.

The MAP 2016-2020 defines four priorities:

  • Focus on NIMD’s core business (interparty dialogue and capacity strengthening) and primary target group (political parties) to safeguard that the (often) nascent results achieved in programme countries are further deepened and consolidated;
  • Specialization to further deepen NIMD’s knowledge and skills base regarding interparty dialogue and capacity strengthening and gradually evolve into a lead centre for political practitioners specialized in political system, actor and culture change;
  • Networking with southern partners and other strategic partners to further build and sustain relations and alliances in order to enlarge the scope, impact and effectiveness of NIMD’s work;
  • Diversification of the funding base to safeguard programmatic and organizational sustainability.

The backbone of the MAP 2016-2020 remains NIMD’s country programmes because NIMD is convinced that transformational change processes can only be realized and sustained through country programmes. That is, programmes based on strong local political networks and local implementing partners, informed by an in-depth political economy analysis.

To realize the priorities, the MAP 2016-2020 introduces four important new strategies:

  • Introduction of a Knowledge and Innovation Unit that enables NIMD to further invest in its knowledge and skills base by producing knowledge products and practical tools and instruments for its core target group.
  • A regional approach to be able to respond to regional trends and cross-border themes and issues that impact on NIMD’s country programmes. It will stimulate knowledge-sharing and exchange but also offer opportunities for positioning and fundraising at a regional level.
  • Global Partnership for Multiparty Democracy, which brings all NIMD’s local implementing partners and strategic partners into an institutionalized network to enhance the opportunities for sharing knowledge, positioning and joint fundraising.
  • Thematic focus on political innovation and gender and diversity as two lead themes in NIMD’s work.

Linking parties, policies and people

Since its conception, two strategic and organisational plans were developed and supported financially by the Netherlands Ministry of Foreign Affairs. This multi-annual plan for the period 2012-2015 is to present the main policy direction and institutional organisation for the NIMD programmes for the coming five years, taking account of global changes, current Dutch foreign policy and incorporating lessons learned from the recently conducted institutional and capacity development evaluation.

This Multi Annual Plan sets out the continuation of NIMD’s work since 2000, but also specifies and focuses the approach and intervention design. The first section of the plan is a summary of the academic and practical debate surrounding the field of democratisation, especially in relation to development, in order to embed in theory and practice behind the NIMD approach in this Theory of Change section (2). This is followed by a schematic representation of the intervention logic, summarising the changes and outputs of the programme (3), after which the detailed approach and operationalisation of this logic is described (4).

The following section (5) describes the positioning of the organisation and details the (rationale of) existing partnerships, while section (6) specifies the programmes, with a related brief description and programmatic outlook for each country programme in Annex I. In the subsequent section (7) the overall Planning, Monitoring and Evaluation cycle with its specific characteristics and set-up linked to the overall programme is presented.

Sections (8) and (9) describe the organisation’s internal capacities, organisational structure and governance system, and knowledge and communication, while section (10) details the long term sustainability of the organisation and its partners. The multi-annual budget is presented in section (13).