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ANNUAL REPORT AND ACCOUNTS 2021 A NEW ERA OF HUMANITARIAN ACTION START

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

Start Network is a company and charity registered in England and Wales with company registration number 09286835 and charity registration number 1159483. Start Network, WeWork, 3rd Floor, The Cursitor, 38 Chancery Lane, London WC2A 1EN

Start Network works closely with Save the Children UK, which is the grant signatory and acts as a grant custodian for a number of Start Network programmes, including the Start Funds and disaster risk financing mechanisms. The programmes and financials discussed in the report relate to those of Start Network as shown in the statutory financial statement as well as those managed by Save the Children UK.

Cover Photo: Hand pump sanitisation to prevent the spread of water-borne diseases after flooding at Kutiyakabhar, Nepal. Start Fund Alert N03, 2021 © Start Fund Nepal

Jevi picking ripe vegetables from her kitchen garden in anticipation of drought in Sanghar, Umerkot and Tharparkar regions. Pakistan DRF Programme, 2021 © Concern Worldwide with support from Ingenious Captures

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

FOREWORD FROM THE CEO AND CFOO 4 THE YEAR IN NUMBERS 6 START NETWORK’S REACH 7 PURPOSE 8

PURPOSE

FOREWORD FROM THE CEO AND CFOO THE YEAR IN NUMBERS START NETWORK’S REACH PURPOSE CONTENTS	4 6 7 8
OUR VISION AND MISSION	9
THEORY OF CHANGE	10
POWER	11
BUILDING A NETWORK OF NETWORKS	12
HUB PROFILES
The Democratic Republic of the Congo (DRC) Hub	13
Guatemala Hub	14
India Hub	15
Pacifc Region Hub	16
Pakistan Hub DISMANTLING UNEQUAL POWER DYNAMICS	17 18

PRACTICE 19 FOSTERING A CULTURE OF INNOVATION 20 IMPROVING ACCOUNTABILITY TO COMMUNITIES 23

RESOURCES	24
A FAMILY OF FUNDS Launching Start Ready	25 26
Global Start Fund	28
National Start Funds	32
LEVERAGING CHANGE THROUGH ACCESSIBLE	35
FUNDS FINANCIALS AND FLEXIBLE FUNDING	37
RELATIONSHIPS	38
MEMBERSHIP ENGAGEMENT	39
FORECAST-BASED, WARNING, ANALYSIS AND	40
RESPONSE NETWORK
DONORS AND DONOR ENGAGEMENT	41
ADVOCACY	42
STAFF	43
BUILDING DIVERSE AND EQUITABLE CONNECTIONS	44

TRUSTEES REPORT	45
ACRONYMS	71
MEMBERS	72

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

FOREWORD FROM THE CEO AND CFOO

Moving the needle on systems change

In 2021, the world faced new COVID-19 variants, too few vaccines distributed unevenly, lockdowns, civil unrest in many countries, indiscriminately deadly wildfires, windstorms, and floods across the globe. These world events and crises made it increasingly clear that the humanitarian system’s ways of working are ineffective against overwhelming risks and needs. In addition, the humanitarian system’s traditional methods are inefficient in the face of uncertain funding flows and ignorant of the glaring inequities in the world today.

It was also clear that Start Network and its collective ambition to transform the outdated humanitarian system is needed now more than ever.

However, actualising systems change would require refining our ambition, strengthening our practice, and decentralising our power and resources while forging a greater sense of common purpose through our membership. It also would involve accepting that change happens in different ways, at different speeds, and through different means, requiring both the ability to measure our effectiveness and the agility to course-correct. So in 2021, we set off on a journey to do just that.

We began testing five keys to systems change* to help us achieve our vision.

PURPOSE

POWER

We refreshed our strategy and reoriented our vision, mission, and theory of change around locally led humanitarian action to enable communities affected by and at risk of crises to feel and demonstrate their agency and power.

We created spaces and systems for decision-making, ways of working, and resource allocation to be increasingly determined by local and national organisations.

The five systems change keys were inspired by and adapted from the frameworks on system change by C. Leadbeater and J. Winhall, 2020. You can view them here: https://www.systeminnovation.org/green-paper

We also based the keys on the Waters of System Change, which you can read about here: https://www.fsg.org/resource/water_of_systems_change/

COVID -19 mobilisation in Xaafun, Somalia, following flash floods and displacement brought on by tropical cyclone Gati. Start Fund Alert 490, November 2020 - January 2021 © Save the Children in Somalia

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

PRACTICE We embedded a locally led focus into our activities, re-centring our programmes, actions, and learning around community leadership, solutions, and accountability.

RESOURCES We made resources more easily accessible and available to local organisations. Funds flowed to and were managed by local and national organisations to respond to and increasingly act ahead of predictable crises.

RELATIONSHIPS We enabled stronger relationships to grow between different players by ensuring collaborations and partnerships were equitable and sustainable, in support of community priorities.

We developed our network of networks by working with six new prospective hubs, and we grew our family of funds by launching Start Ready—our new and unique financial service that will help expand our work in disaster risk financing. We also strengthened the network’s culture of innovation and learning by supporting community-led innovation and a lab for participants to experience and cultivate new ways of working. Additionally, we worked towards organisational transformation through analysing and testing how we can decolonise our methods and diversify our team in the Global South. These actions helped us move the needle on our systems change ambitions.

We are immensely proud of what we have achieved and grateful for the trust, support, and commitment shown by our growing and diverse membership and hubs, our Board of Trustees, our unstoppable Start Network team, and our loyal funders and partners.

Looking ahead to 2022, no risk model, no strategic insight, or well-laid plan will predict with any certainty what the next year will look like. As we write, the war in Ukraine is having knock-on effects that are intensifying global food insecurity. This emerging global food crisis and a potential global recession will require new levels of political courage, human solidarity, and global connectedness, to support the individuals and organisations suffering and at risk. Our conviction is that Start Network’s transformative ambition, common cause, and collective action will inspire and activate a more effective humanitarian system that meets the challenges 2022 will bring.

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CHRISTINA BENNETT
CHIEF EXECUTIVE OFFICER
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SUZANNE LYNE
CHIEF FINANCE & OPERATIONS OFFICER
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START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

THE YEAR IN NUMBERS

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5,079,189
People reached overall for emergency
humanitarian assistance
FUNDS DISBURSED
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FUNDS DISBURSED
£ 2,912,374
£ 2,222,115
Funds (directly and indirectly) provided
to local and national organisations for
Funds disbursed for crisis anticipation
emergency humanitarian assistance
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£
£ 14,571,239 £ 2,222,115
Funds disbursed overall for
emergency humanitarian assistance Funds disbursed for crisis anticipation
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*These numbers apply to the following programmes: Disaster Risk Financing, the global Start Fund, Start Fund Bangladesh, and Start Fund Nepal. These programmes are managed by Save the Children UK which acts as grant custodian for Start Network.

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18
ESTABLISHED HUBS Local and
national 33%
55 members
5 6 LOCAL AND 67%
37
INTERNATIONAL
International
ESTABLISHED HUBS POTENTIAL HUBS members
MEMBERS
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START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

START NETWORK’S REACH

COUNTRIES 35 WITH START NETWORK ACTIVITIES

CRISES RESPONDED TO IN 2021 HUB LOCATIONS MEMBER HEADQUARTERS

PROGRAMME[*] LOCATIONS

MEMBER OPERATIONAL PRESENCE

Start Funds, Disaster Risk Financing (DRF), Innovation

*Some of our programmes are managed by Save the Children UK which acts as a grant custodian for Start Network.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

PURPOSE Our purpose is to drive systemlevel shifts in the way humanitarian action is approached, resourced and delivered so that we can transform the humanitarian system. We aim to build a locally led humanitarian system that is accountable to people affected by and at risk of crises.

Community sensitisation and distribution of non-food items in Blue Nile, Sinner and other regions in anticipation of flooding in Sudan. Start Fund Alert 529, 2021 © Save the Children in Sudan

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

OUR VISION AND MISSION

What is Start Network?

Start Network is a global membership of 55 organisations , working across six continents, to tackle what we see as the biggest systemic problems in the global humanitarian system.

Start Network is an independent charity. We also work with Save the Children UK , which acts a grant custodian for Start Network.

Mission, vision, and theory of change

Start Network’s vision is for a locally led humanitarian system that is accountable to people affected by and at risk of crises. We aim to achieve this vision by making system-level shifts in how humanitarian assistance is approached and delivered.

Changing the global humanitarian system

The concentration of power, influence, and resources in the humanitarian system lies in the Global North. Meanwhile, local organisations are responsible for the vast majority of humanitarian responses and have a deep connection to their communities, allowing them to better gauge their needs. In response to their exclusion and disempowerment, local and national organisations are calling for and working towards a more locally led humanitarian system. Start Network sees this shift as an integral part of its vision for transforming the global humanitarian system.

Problems we’re addressing

Our solutions

Decision-making is centralised, and priorities are disconnected from communities.

The system is reactive, fragmented, and inefficient.

Incentives and ways of working are outdated, inflexible, and resistant to change.

Shifting power and resources and decentralising decisionmaking to locally led networks and organisations.

Building a global financing system that reduces risk, anticipates, and acts ahead of predictable crises.

Incentivising innovative, locally led, and contextual solutions and learning from them together with people affected by crises.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

THEORY OF CHANGE

Our theory of change is based on evidence that a locally led system is best placed to minimise suffering and the loss of livelihoods and lives. It promotes sustainable and dignified responses in crisis contexts. And it accepts that such change requires focused financial investment in local organisations and structures to enact and sustain systemic shifts.

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IMPACT
VISION
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IMPACT
VISION
SYSTEMIC
NETWORK A more effective
CHANGES humanitarian
STRATEGY
OUTCOMES system in which
A locally led people receive better
PROBLEMS humanitarian quality support,
A humanitarian system, accountable maintain their
Catalysing a locally Locally led decisions system that is to people affected by dignity, exercise
led network of and actions that locally led and at risk of crises their agency, and
The global networks for equity drive solutions to are protected from
humanitarian system in power, decision- crises A global financing suffering and harm
is not accountable to making, access to
system that is
people affected by or resources, and voice
at risk of crises and Risk-informed, risk-informed,
flexible financing needs-based, rapid,
fails to adequately Expanding a family models that respond and acts ahead of
support them of funds and
because it is: contextually-relevant to neglected predictable crises
and predictable
financial services for
emergencies
timely, proactive, and A global
CENTRALISED AND
POWER IMBALANCED risk-informed crisis humanitarian system
action Shared ideas and that is flexible and
peer learning that context-specific
REACTIONARY Promoting a culture drive contextual, in its mindset,
AND SLOW of innovation sustainable approaches, and
and learning for approaches to behaviours
continuous evolution, humanitarian action
INFLEXIBLE AND experimentation, and
RESISTANT TO CHANGE iteration
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START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

POWER

We are dismantling unequal power dynamics and shifting decisionmaking so that local and national organisations determine ways of working to support humanitarian risks and needs identified by communities.

85%

of local partners* felt they had decisionmaking ownership over projects when partnering with Start Network or Start Network members.

Distribution of hygiene kits and personal protection items to displaced families in response to a looming armed crisis in Araquita, Colombia. Start Fund Alert 511, 2021. © CADENA

Percentage extracted from Start Network’s 2021 local partner survey where 98 local partners provided feedback. This includes partners of programmes managed by SCUK as grant custodian.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

BUILDING A NETWORK OF NETWORKS

Decentralising power through locally led hubs

To devolve and decentralise power within the global humanitarian system, we are working to become a distributed and global network of civil society hubs and members supported by a global platform that fosters connections, alignment of members, and innovation.

We have three main strategic objectives that will help us achieve this vision. The first is to incubate country and regional hubs and diversify the network to ensure that it is composed primarily of local actors. Second, we aim to distribute governance and decision-making to these hubs. The Start Network team will then take on a service provider role , supporting local actors within the network to achieve their plans for reform by addressing structural, political, and operational challenges.

GROWING OUR NETWORK

Hubs are locally led networks of local, national, and international humanitarian actors working together to develop contextualised ways of dealing with humanitarian crises. Start Network has five hubs in incubation in the Democratic Republic of the Congo (DRC) , Guatemala , India , the Pacific , and Pakistan . Read more about these hubs in the following pages.

We support hubs through our Hub Incubation Fund, which affords them the opportunity to take more ownership over their development and strengthen their internal structures. In 2021, we provided £100,000 in grants through this fund. Some of the practical initiatives members used the grants for were: developing an employee code of conduct, developing strategic plans, and updating disaster response protocols.

MEMBERSHIP AND GOVERNANCE TRANSITION

In 2021, Start Network made some concrete decisions around the decentralisation of our membership model. Convening a representative group of hubs and members, we proposed a set of principles to guide the transition of our existing global members to the hub level. At our 2021 Annual General Meeting, the Assembly approved the future hubbased governance and membership models, which will guide Start Network’s transition to a network of networks.

In 2021, we started working with six new prospective hubs that represent diversity in both geographic location and membership.

The prospective hubs include:

AFGHANISTAN

A locally led collaboration where 65% of its organisations are LNGOs and 35% are INGOs.

BANGLADESH

Which is building on Start Fund Bangladesh, with 29 of its 47 members being local and national organisations, to support a locally led structure that will emerge from the existing collaboration.

KENYA

Now building on a locally led network, Arid and SemiArid Land Humanitarian Platform, which includes 30 LNGOs, Oxfam, and potentially other INGOs.

PHILIPPINES

Bringing together Philippine Partnership for Emergency Response and Citizens Disaster Response Center, and established civil society networks.

SOMALIA

Working with Nexus, a locally led network founded by nine LNGOs and two INGOs.

SOUTH SUDAN

A locally led collaboration driven primarily by four LNGOs and INGOs.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

HUB PROFILE THE DEMOCRATIC REPUBLIC OF THE CONGO (DRC) HUB

The DRC Hub is working to build a model of a humanitarian system that is more inclusive, independent, proactive, locally led, and shares collective responsibilities. It brings together nearly 60 local, national, and international organisations, and it plans to include the public sector, private sector, and academia.

“

The hub family is a mine of information, resource[s], and energy. The network is amazing. The people, the network, the philosophy, the debates.

GANG KARUME AUGUSTIN

Member of Rebuild Hope for Africa and the DRC Hub Leadership Team, DRC

2021 PROGRESS

In 2021, the DRC Hub strengthened its governance structure, which included preparing for its legal registration. The DRC Hub also utilised Start Network’s Hub Incubation Fund to prepare proposals and applications that would strengthen its fundraising capacity. This initiative came after a constituent assembly that validated the hub’s administrative and financial manual, membership protocols, and statutes.

By increasing its fundraising capacity, the DRC Hub was able to access funding in 2021 from the Dutch Ministry of Foreign Affairs, the UK’s Foreign, Commonwealth and Development Office (FCDO), and the French Development Agency. With this funding, the hub was able to develop a humanitarian innovation programme, which engages communities in designing and testing new ways of addressing humanitarian challenges, and a disaster risk financing programme that combines local and scientific knowledge to understand risks, plan ahead and minimise the impacts of predictable disasters.

Aligned with its mission of amplifying local voices, the hub established five platforms across crisis-affected provinces, integrating the hub and local organisations into these platforms’ humanitarian structure. Through this initiative, around 150 local organisations, many of them who are not members of Start Network, will be able to participate in hub activities and influence the wider discussion of humanitarian issues and concerns in each province.

FUTURE PLANS

During the coming year, the DRC Hub plans to:

Support resilient communities by developing a disaster risk financing system and a community-led innovation programme targeting communities living in volcanic and flood-prone areas.
Become a legally registered entity in the DRC, enabling it to develop deeper relationships with authorities, donors, and other stakeholders.
Establish a secretariat to deliver the vision of the hub leadership and support deeper engagement with members and organisations across the DRC.
Continue to drive advocacy around locally led action through engagement with humanitarian organisations in the DRC and globally, while supporting local actors to have a greater voice and more visibility.

Family tracing and reunification a ctivities i n I turi province, following displacement due to the resurgence of armed conflict in some regions of the Democratic Republic of the Congo. Start Fund Alert 560, 2021 © ALIMA - The Alliance for International Medical Action.

Onboard more national NGOs as members and increase local actors’ access to resources.

READ MORE ABOUT THE DRC HUB: https://startnetwork.org/hubs/democratic-republic-congo

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

HUB PROFILE

GUATEMALA HUB

The Guatemala Hub supports cohesive communities with mutual solidarity and actively advocates for their rights to disaster preparedness and humanitarian response. It is grounded in a vision of the holistic, integral, and harmonic connection between people, the planet, and everything surrounding us. The hub has 11 local and national member organisations that are all community-based. The Asociación de Servicios Comunitarios de Salud (ASECSA) serves as its secretariat and is a member of Start Network.

“

We need a new system that has a better relationship between human beings and the environment: nature, the earth, the cosmos. It is the paradigm for a new civilizational era, based on good living.

2021 PROGRESS

The Guatemala Hub strengthened the bonds between its members through its first face-to-face meeting at the Hub Assembly in 2021. The hub was bolstered even further through Start Network’s Hub Incubation Fund, which was provided to the hub’s member organisations for improvement of governance and systems. The hub also elected three organisations to act as a coordination team and take on rotating leadership of the hub. Now that its network is more developed, the hub is confident that it can uphold its locally led ethos and is prepared to bring in new members.

The Guatemala Hub, represented by ASECSA, also progressed its implementation of the Community-Led Innovation Partnership (CLIP). This intervention aims to ensure communities affected by and at risk of humanitarian crises are central in designing and identifying innovative solutions to their own problems. Examples of emerging local innovation ideas include a low-tech rainwater harvesting mechanism that supplies water to households during the dry season; animal livestock feed that has a long shelf-life and only uses locally available, cheap, organic ingredients; latrines that address water contamination issues during flooding. Read more about the CLIP on page 20 .

FUTURE PLANS

Over the coming year, the Guatemala Hub plans to:

Empower a greater number of local innovators so that they can develop innovations that will support their communities in the face of hazards, particularly in indigenous communities.
Support members in strengthening their humanitarian, fundraising and advocacy capacities, while building strategic relationships with authorities and other key stakeholders.
Widen engagement and build trusting relationships with international, local, and national members to ensure a locally led, power balanced, and diverse membership base.
Reach out to external stakeholders and donors to build a wider portfolio of hub initiatives that support local communities.

Experience exchange tour to Petén Department by Guatemala Hub representatives in 2021. © ASECSA

HUGO ICÚ PERÉN

Director, ASECSA, Guatemala Hub

READ MORE ABOUT THE GUATEMALA HUB: https://startnetwork.org/guatemala

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

HUB PROFILE INDIA HUB

The India Humanitarian Hub (IHH) prioritises locally led action and leadership by bringing together local, national, and international humanitarian agencies that are operational in India. The hub aspires to act in ways that are beyond the scope and culture of the current humanitarian architecture, which include the engagement of more local and national humanitarian actors and exploring innovative programmes. To achieve these changes, the hub is built upon three pillars:

Knowledge and innovation Locally led action New funding and financing mechanisms

“

Disparities between the INGOs and national and local NGOs will continue as long as the localisation is not well understood. Currently, the realisation of localisation seems to be only on the funding aspects, it’s not [centred] on the decision-making of the local actors or the local agencies’ involvement in […] policy decisions at the global level.

JOSEPH SAHAYAM Member of Casa India and the Moderating Team of the India Hub

2021 PROGRESS

Many networks in India are national-level networks, so the hub has spent time engaging with sub-national organisations and networks, primarily through direct relationship building and outreach to grow trust and understanding. This enabled the hub to bring together diverse stakeholders and has encouraged a decentralised approach, leading to a strong network of sub-national organisations within the hub.

The India Hub also pushed for its donors to consider funding local organisations. As a result, the hub has established strong relationships with the leads of local groups, and they have been able to share their knowledge on assessments, information, and approaches.

FUTURE PLANS

Over the coming year, the India Hub plans to:

Set up an innovation hub to support locally led humanitarian innovation in India. This programme will focus on supporting innovators to adapt and learn from past attempts and pivot their innovations to better support communities affected by or at risk of crises.
Establish a secretariat outside India’s standard “centres” of action to deepen sub-national engagement. The secretariat will then be able to engage more closely with local actors across different regions in the country.

Hygiene kit distribution during prolonged flooding in the aftermath of Cyclone YAAS in India. Start Fund Alert 527, 2021 © Oxfam India

Support local organisations to have a greater voice, visibility, and access to funding.

READ MORE ABOUT THE INDIA HUB: https://startnetwork.org/india-hub

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

HUB PROFILE

PACIFIC REGION HUB

The name of the hub - “Humanitarian FALE” (Facility Aiding Locally-led Engagement) is deeply rooted in the Pacific. The word ‘fale’ refers to a house that is meaningful and has purpose when people occupy it. The Pacific Humanitarian FALE is working to engage locally led humanitarian actors so that they can provide services that ensure the lives of people are safeguarded in any crisis. The Pacific Islands Association of Nongovernmental Organisations (PIANGO) serves as the secretariat for the hub, bringing together civil society members across all 24 countries and territories in the Pacific region.

“

The setting up of FALE is challenging the current traditional system of PIANGO to form a new structure where non-PIANGO stakeholders would become part of FALE. This change will, in many ways, revolutionise the civil society working in the humanitarian sector. As the FALE is working towards creating a genuine partnership between all the stakeholders, whereby the locals lead [...] others complement by filling any gaps.

AKMAL ALI

Networking and Capacity Innovation Officer of the Pacific Region Hub

2021 PROGRESS

Climate change remains the single greatest threat to the livelihoods, security, and wellbeing of the peoples of the Pacific. The impact of climate change has been drastic, triggering increasing Category 5 cyclones, tsunamis, king waves, droughts and floods. The Pacific Hub recognises the role of local civil society organisations as first responders who are often left behind by governments, which tend to give preference to UN agencies and INGOs.

To strengthen the network, PIANGO brought in other actors to join the hub’s existing structure and expand its membership. This was the organisation’s focus in 2021. It convened the network, engaging with other actors and stakeholders to define the structure of an expanded hub.

PIANGO also used its wide network to gather data for two papers on locally led action by the Humanitarian Advisory Group . The papers measured the progress of locally led action in the Pacific, demonstrated PIANGO’s experience in partnerships, and showed the impact of research on local action in the Pacific region.

FUTURE PLANS

Over the coming year, the Pacific region Hub plans to:

Further localise the hub by establishing mini-hubs (called mini-FALEs) in four Pacific Island countries: Fiji, Tonga, Solomon Islands, and Vanuatu. It will support these mini-hubs in setting up their own governance and coordination functions that will drive greater locally led response and action in solidarity with local communities.
Pilot a community-led approach to monitoring, evaluation, accountability, and learning. This will support affected communities to be the agents and targets of learning. To improve evaluation and learning from crises and response, it will use indigenous Pacific island approaches to dialogue and discuss with communities.
Formalise governance structures of the hub and encourage a wider set of local, national, and international stakeholders to be involved in the hub process.

FALE -Pasifika members work in solidarity responding to the Hunga Tonga-Hunga Ha’apai volcanic eruption that took place between December 2021 and January 2022. Tonga Locally Led Rapid Coordination and Response Fund (TRCRF). © PIANGO

READ MORE ABOUT THE PACIFIC REGION HUB: https://startnetwork.org/pacific-hub

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

HUB PROFILES PAKISTAN HUB

The Pakistan Hub, also known as READY Pakistan, aims to create a proactive, resilient, people-centred, locally led, and innovative humanitarian ecosystem. It plans to address emerging challenges through strengthened preparedness and response to any predictable crises. This initiative is jointly owned by Pakistani communities, civil society, the Pakistan National Disaster Management Authority, and others. It is guided by a national steering committee that includes international NGOs, national NGOs, and representatives of two major national humanitarian and development networks and consortiums.

“

The hubs are the first mechanism whereby we are operationalising localisation in reality. […] I am confident that all of us can do this; and we will inspire the rest of the countries to start their hubs; and we will inspire the donors and [...] further systems to start to change around the globe.

MUHAMMAD AMAD

2021 PROGRESS

READY Pakistan began the process of taking on new members in 2021 as it moves towards independence. The hub initiated a membership drive that aimed to bring in at least 25 local and national organisations to ensure locally led leadership and membership. More than 120 organisations applied to become members of READY Pakistan, which is a testament to the success and visibility of the hub. Membership intake will be finalised in 2022.

A strong and well-established disaster risk financing (DRF) programme characterises READY Pakistan. To mitigate Pakistan’s hazards like floods, heatwaves, and droughts, READY Pakistan’s DRF programme models risks, develops plans and pre-positions funds that respond to high-confidence predictions of those hazards. Hub members can then respond quickly and proactively to needs before and during the early stages of crises. In 2021, the hub’s DRF system was triggered five times; four times for heatwaves and once for drought. Read more on page 27 .

Aside from a successful DRF programme in 2021, READY Pakistan gained recognition from and collaborated with national authorities as well as multilateral and international organisations. The hub invested in strengthening engagement, outreach and collective action with national authorities, while preparing for its registration as a legal entity in 2022.

FUTURE PLANS

Over the coming year, READY Pakistan plans to:

Continue to proactively support communities in areas affected by or at risk of crises through its multi-hazard disaster risk financing programme, which covers a range of crises including floods, heatwaves, and drought.
Bring in a large number of new members to increase the diversity of the hub and deepen engagement across all provinces in Pakistan.
Become a legally registered entity in Pakistan and deepen engagement with national and regional authorities.
Establish a secretariat to drive forward the actions of the hub leadership and support new members that join its fold.

Sumji fixes a motorbike after attending vocational skills training, which contributes to resilience strengthening of at-risk populations. Pakistan DRF Programme, 2021 © Concern Worldwide with support from Ingenious Captures

Executive Director, IDEA, member of the Pakistan National READY Pakistan Steering Committee, READY Pakistan (Pakistan Hub) and Start Network Trustee

READ MORE ABOUT THE PAKISTAN HUB: https://startnetwork.org/pakistan-hub

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

POWER

DISMANTLING UNEQUAL POWER DYNAMICS

Anti-Racist and Decolonial Framework

From November 2020 to March 2021, Start Network, with the help of Arbie Baguios, founder of Aid Reimagined, designed a framework to help Start Network’s members and teams understand and address the many ways in which racism and colonialism can affect our work.

We spent time engaging our team on the implications of the findings and reflecting on how we may use the framework to change our mindsets and ways of working.

We also discussed the framework with members, featuring it in our Annual Assembly in November 2021. Some examples of the changes we have begun to make to dismantle colonial power include decolonising evidence and learning (read more on page 22 ), building more ethical communications and advocacy and re-imagining how we manage risk .

An iterative framework for a locally led Start Network

In 2021, Start Network updated its “seven dimensions of localisation” and expanded on them. The aim of the framework is to help the network collectively build a model that reflects what a locally led Start Network looks like and to enable different parts of the network to hold each other to account.

The framework has identified 11 elements that need to be changed to dismantle unequal power dynamics and transform Start Network into a locally led network. These 11 elements cut across political, structural, operational, and cross-cutting issues. For example, they touch on governance and decision-making, leadership and ownership, and ethics and standards.

We are shifting decision-making to give people, local and national organisations the opportunity to lead and be at the forefront of conversations on transforming the humanitarian system. Through this approach, local actors will identify priorities and make decisions about how to distribute financial and human resources, resulting in improved responses in their communities.

Later in 2021, we built on the framework to develop criteria for locally led programming. We used this to analyse our programmes and reflect on how to practically shift them from being predominantly led, designed, and implemented by international actors; taking on an approach with local leadership and action at the heart of each programming phase. In the same year, 39% of Start Network’s 23 programmes met our criteria for classification as locally led programmes, and we aim to improve these numbers in 2022.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

PRACTICE

Our activities, programmes, procedures, and behaviours are locally designed to be accountable to people and communities affected by and at risk of crises.

39%

of Start Network’s 23 programmes * meet our criteria for classification as locally led programmes, and include community accountability mechanisms.

*These include programmes managed by SCUK as grant custodian.

Distribution of non-food items following flooding in Nawalpur and Parashi Districts, Nepal. Start Fund Alert N02, 2021 © ActionAid Nepal

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

FOSTERING A CULTURE OF INNOVATION

Supporting communities to design their own solutions

Community-led innovation recognises that crisis-affected communities are best placed to understand contextual needs and develop long-lasting solutions to humanitarian problems. By encouraging creativity and supporting the innovation capability that is inherently present within communities, we are able to inch closer towards a humanitarian system that is locally led, relevant, flexible, and context-specific in its approaches and behaviours.

COMMUNITY-LED INNOVATION PARTNERSHIP

Launched in 2020 in collaboration with Elrha and Asian Disaster Reduction and Response Network (ADRRN), the Community-led Innovation Partnership (CLIP) places communities affected by crises at the heart of its approach, enabling them to lead in identifying their most pressing needs and create locally led and contextualised solutions to humanitarian problems . Community innovators are provided with financial resources, innovative technical support, and networking opportunities to develop, test, and scale their solutions.

The CLIP runs in Guatemala, and the programme methodology has been adapted so that it can be launched by hubs in the DRC and India.

COMMUNITY-LED INNOVATION IN GUATEMALA

The CLIP in Guatemala, run by ASECSA on behalf of Start Network’s Guatemala Hub, aims to foster solutions created by and for indigenous Mayan communities in response to climate-related challenges.

In 2021, the first cycle of the initiative was launched in the central region of Pachay. Seven groups of finalists were selected and awarded financial and in-kind support grants so that they could develop, test, and implement their innovative solutions. Examples of emerging local innovation ideas can be seen on page 14 .

Guatemala Hub hosts their 2021 governance meeting in Petén Department to strengthen leadership and collaboration. © ASECSA

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

In the first cohort, 48% of the innovators were women. These innovators shared that they gained more self-esteem and confidence as a result of the programme, indicating that the initiative supports the empowerment of women by challenging traditions of marginalisation.

Initial surveys showed that 75% of community members felt that the CLIP’s solutions took their views into account and would address their needs. All the innovators involved in the programme reported that it provided them with new knowledge, as well as feelings of happiness, commitment, and motivation. This conveys that the programme created participatory relations where all voices were heard. It also confirms that communities can find the right solutions and carry them forward when they are given the right time and space.

OF COMMUNITY MEMBERS FELT 75% THAT THEIR NEEDS WERE ADDRESSED

“

[I am] grateful for the training we were given [and] satisfied with everything I have learned. Now, when I go for a walk in my community, I see everything from a different point of view. In the leaves, I can see fertilisers, food. I already think about what I could use. The programme has changed my way of thinking.

Crisis Response and Resilience Lab

In 2021 in partnership with Complexity University and the Global Fund for Community Foundations, Start Network launched the Crisis Response and Resilience Lab , a two-week actionfocused innovation programme. Through experimenting and prototyping solutions to humanitarian problems, participants experienced and learned new ways of working, which are more flexible; all qualities that are urgently needed to transform the humanitarian sector into a better and more accountable one.

reducing river flooding in Ghana and reaching out to highly vulnerable people in crises in Guatemala.

The Lab aimed to do away with the rigidity and bureaucracy of the traditional humanitarian system and put communities affected by crises at the centre of designing long-term humanitarian responses. Through testing and iteration, teams in the Crisis Response and Resilience Lab were able to re-envision ways of working, build new practices, foster relationships, and grow professionally and personally.

More than 100 people in 13 teams from across the globe took part in the course. Each team worked with two coaches who provided technical support and expertise on innovation and humanitarian assistance. Teams worked on a wide range of challenges, and each team defined the problem they wanted to solve and the challenge they wanted to address. Afterward, they conceptualised prototypes, tested them as many times as possible, and used feedback to improve these prototypes. Examples of prototypes that originated from the programme included

Transitioning to a new system does not happen easily. Changing mindsets and behaviours is one of the hardest things to accomplish but also the first step needed to truly transition towards an empathic and creative way of designing solutions. Although many participants felt apprehensive about letting go of linear, structured ways of working, the course made them more confident about prototyping and iterating. Collaboration and trust were also crucial to nurturing a space where feedback was welcome and anyone was encouraged to be creative.

INNOVATOR IN THE CLIP Las Lomas, San Martín Jilotepeque, Guatemala

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

PRACTICE

IMPROVING ACCOUNTABILITY TO COMMUNITIES

Humanitarian actors’ decisions affect communities in lifealtering ways, so it is essential to hold those actors accountable. People affected by and at risk of crises must participate in decision-making and feedback if these actors are to truly deliver contextually-informed and needs-based responses. In 2021, we undertook various efforts to research whether our programmes were truly responsive to the needs of communities.

Incorporating accountability and missing voices into disaster risk financing

Disaster risk financing (DRF)

provides key stakeholders from communities with avenues to discuss , anticipate , and plan responses to crises that may affect them, well before these crises occur.

We are adapting our DRF systems to be more accountable, since engaging communities improves the accuracy and efficacy of DRF Systems while allowing those in closest proximity to take the lead. We are doing this by including communities when we develop risk models, generate early risk data and when we formulate risk indicators.

Start Network also investigated making its DRF programmes more gender-aware, to better account for unique gender experiences and meet the needs of at-risk groups. A study used the missing voices methodology to analyse the issues and considerations around gender in DRF programming .

Decolonising evidence by understanding success from a community perspective

Since western lenses and success indicators often drive traditional and colonial approaches to accountability in humanitarian programming, we have begun assessing our response evaluations. This was informed by our interactions with community members across the globe, who being heterogeneous, define the “success” of humanitarian programmes differently based on their diverse contexts and perspectives.

In 2021, we began looking into improving our ways of asking for informed consent during data gathering, criteria for evaluating responses, and how we share our findings with stakeholders.

We learned that in order to improve our programme evaluation processes, we needed to take the following steps: observe whether people are using provided services, ask simple questions, and take time to probe and build trust with communities so that they can speak freely. Further work in the DRC suggested that in addition to meeting needs, it was important to treat communities with dignity and respect.

Madagascar [“]

The most important aspects are first to focus on the real needs of the communities— look at the real objective of the project instead of the agency priority.

REPRESENTATIVE OF START NETWORK MEMBER NGO

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

Start Fund Bangladesh develops accountability tools with its local members

In 2021, Start Fund Bangladesh reviewed the opportunities and challenges that local members faced when using 16 accountability tools under the Mechanism for Accountability to Affected Population (MAAP) Framework. The tools were developed in 2020 with the Network for Information, Response and Preparedness Activities on Disaster (NIRAPAD), and aimed to increase the commitment of humanitarian organisations in Bangladesh to common principles of accountability.

A major finding was that agencies need to understand factors related to cultural contexts such as language, beliefs, taboos, and literacy levels if they want to engage with communities. We also found that complaint response mechanisms should be part of projects from the outset to build community trust, and they must be contextualised to encourage participant engagement. Read more in the learning report: https://startnetwork.org/resource/maappath-forward-accountability

“

The affected community people come to know that they have the opportunity to raise their voice or concern. […] As a result, community participation is ensured, and they understand that the process of project participant selection is transparent, credible, and not biased.

HUMANITARIAN ACCOUNTABILITY AND COMMUNITY ENGAGEMENT OFFICER

The Social and Economic Enhancement Programme (SEEP), Bangladesh

Sharing knowledge and ideas under Local Leadership Grants

“

They [local government officials] have appreciated us and said [it] is really innovative to have [...] local NGOs do this as they haven’t had a local NGO carry out research like this before. INGOs come in and give food, and then they leave, which leaves communities in the same situation; they don’t get to the root cause. Having a local NGO do this research helps us get to the root cause and then change our programmes to fit the [community’s] needs.

ALPHONSE KABALA

AFPDE, DRC

Through Start Network’s Sharing Knowledge and Ideas under Local Leadership (SKILL) Grants, seven local member organisations were funded to research a topic that they deemed important. Allowing NGOs to decide on the aims of their research has resulted in projects that authentically meet community needs. In 2021, we funded £30,000 in SKILL Grants to local members.

L’Association des Femmes pour la Promotion et le Développement Endogène (AFPDE) ran a project in the DRC to determine whether communities became more resilient following receipt of their services. It also explored the best practices of other NGOs and governments for fostering community resilience. At least 80% of the households interviewed said they had to find alternative ways to cope with crises because the strategies developed by local and international NGOs were too limited. Also, they recognised that malnutrition in children was a significant problem in their communities, but crisis responses didn’t get to the root cause. Following a workshop, many recommendations were made to improve community resilience in responses. One of these recommendations was to ensure community leaders are included in all stages of crisis response projects.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

RESOURCES

We ensure that flexible resources (money, technology, knowledge) and flow to local organisations are managed by them.

OUT OF £3,093,691* THAT FLOWED TO HUB COUNTRIES 23% WENT DIRECTLY TO LOCAL AND NATIONAL NGO MEMBERS.

This includes funds through programmes managed by SCUK as grant custodian.

Digging of new drains in Blue Nile region of Sudan in anticipation of flooding. Start Fund Alert 529, 2021 © Save the Children in Sudan

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

A FAMILY OF FUNDS

Early and rapid financing through Start Funds and Start Ready

Start Network’s family of funds includes a suite of financial instruments for crisis anticipation and response. Our best-known mechanism is the Start Fund , which is used to finance humanitarian programmes in anticipation of and response to under the radar, small to medium-scale crises. In 2021, the global and national Start Funds reached more than 2 million people at risk of and affected by crises. In the same year, we also launched Start Ready , a unique financial risk-pooling mechanism that provides pre-positioned funding at scale for predictable crises worldwide. These solutions work together to catalyse a new way of preparing for crises, using locally led early action to encourage more resilient communities.

Our financing instruments are managed by Save the Children UK which acts as a grant custodian for Start Network.

START START FUNDS READY

Providing rapid, flexible funding for small to mediumscale crises, spikes in chronic humanitarian crises, and in anticipation of impending crises, filling a critical gap in humanitarian financing.

A new service which automatically disburses funding at scale for predictable crises - using innovative risk analysis, collective planning, and prepositioned financing.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

LAUNCHING START READY

In 2021 we launched Start Ready, a new financing mechanism that enables frontline humanitarians to access early, predictable funds at scale. This unique mechanism empowers national and local institutions and NGOs to collectively analyse and quantify crisis risks in anticipation of expected shocks.

Built on a disaster risk financing approach (see right), and combining hazard and risk modelling based on best practices from insurance, financial, and humanitarian sectors, Start Ready allows financing to stretch up to three times further than traditional humanitarian funding.

Alongside this, in 2021, we expanded the reach of our disaster risk financing programmes from three to eight countries, now including active DRF programmes in Madagascar , Pakistan and Senegal , and DRF programmes in development in Bangladesh , DRC , Kenya , The Philippines and Zimbabwe . Start Ready will build on this further by supporting countries with DRF systems to apply for pooled coverage for the risks they have now modelled and planned for, complementing other DRF funding in their portfolios. In other countries, Start Network can support members to build a DRF system (see Building Blocks below), which can take up to two years. Members can apply for coverage from Start Ready once these are in place.

Start Network launched Start Ready at the UN’s 26[th] Conference of the Parties (COP26) in 2021. Drawing interest from institutions, governments, and private philanthropic collectives, Start Ready received pledged support from five donors by the end of 2021: Margaret A. Cargill Philanthropies , IKEA Foundation , Irish Aid , the French Ministry for Europe and Foreign Affairs , and the Netherlands Ministry of Foreign Affairs . It will begin operating in May 2022.

“ Start Ready is yet another innovative solution from Start Network that will provide rapid anticipatory-disaster financing for local communities in Africa. It perfectly complements the existing framework of the African Risk Capacity, which provides insurance coverage for countries at the macro level, humanitarian agencies, and NGOs through ARC replica, thereby strengthening resilience to climate change for the most vulnerable groups.

LESLEY NDLOVU

DISASTER RISK FINANCING

Disaster risk financing (DRF) is an approach to humanitarian assistance that enables earlier action—understanding that more lives, livelihoods, and funds can be saved by acting in advance of crises. DRF programming has three key elements :

The use of science and data to model and quantify risks in advance;

Pre-planning and pre-costing of various crisis response activities needed to support communities;

Pre-positioning of funds according to pre-agreed protocols so that when certain conditions are met, funding is rapidly released.

These three components form the basis of DRF mechanisms in the family of funds.

BUILDING BLOCKS FRAMEWORK

The Building Blocks Framework is an innovative learning and resource that helps organisations develop national preparedness systems based on the principles of disaster risk financing. It also enables collaboration and knowledge sharing among organisations, countries, and regions while developing disaster risk financing systems.

CEO African Risk Capacity Ltd.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

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Establishment of temporary cooling stations to cushion communities against the impacts of heatwave
in Sibi region. Pakistan DRF Programme, 2021
© Bright Star Development Society Balochistan (BSDSB)
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DISASTER RISK FINANCING IN PAKISTAN HUB

Pakistan is exposed to a variety of different hazards and climate shocks, the frequency of which is predicted to increase in the coming decades. The DRF system in the Pakistan Hub allows members to receive forecasts of an oncoming flood, drought, or heatwave, and release pre-agreed funding, depending on the severity of the predicted event. The local, national, and international members of the Pakistan Hub are working with government counterparts, expert hydro-meteorologists worldwide, and others to build a locally led, contextually relevant, iterative DRF system that adapts to and integrates lessons learned and best practices (see case study).

In 2021, the hub’s DRF system was triggered five times, four times for heatwaves, and once for drought, releasing £451,074. This meant 2,975,826 people were supported through direct protection and sensitisation before the heatwaves and drought occurred, and were provided with relief during the crises.

To address winter crop and pasture failures, the Pakistan Hub also provided DRF coverage to areas that experience agricultural drought in Punjab and Sindh provinces during the secondary winter growing season. It released funds for drought once in 2021 and reached 20,633 people through initiatives such as infant and young child feeding instruction, seed distribution, and agricultural tool distribution.

CASE STUDY: ANTICIPATING HEATWAVE IN PAKISTAN

Through funding from the Pakistan Hub’s DRF programme, Bright Star Development Society Balochistan mitigated an anticipated heatwave in Sibi, Pakistan, in June 2021. The organisation provided behavioural messaging about managing wellbeing during the hot period and also set up cooling facilities where people could drink cold water and rest.

The community’s feedback also provided insights into how future assistance could be improved. Here are some of the project participants’ main insights:

1 Audio messages can be used to inform people who cannot read.
Female-friendly spaces can be designated to improve access
2 for women and girls.

Facilities can be kept open for extended periods since a 20-day project time 3 frame was not enough to cover the heatwave in 2021.

Through gathering honest feedback from participants, the hub can now deliver a response that meets the community’s metrics for success and fosters trust.

“

We are already considering the idea of deploying a female staff member next time to ensure that women coming to cooling facilities don’t face any problems. The cooling facilities can be divided into two with a separator to have a separate facility for women and men. This will also ensure that women have a separate waiting area at the bus stop.

NASEER CHANNA

CEO, Bright Star Development Society Balochistan (BSDSB)

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

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£
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START FUNDS

GLOBAL START FUND

The global Start Fund enabled humanitarian action in response to 58 crisis alerts in 30 countries in 2021.

“

Start Fund made it possible to provide critical support to a very vulnerable and at-risk population affected by the most acute flooding in the last five years. [These are] communities that are excluded (for various reasons) from the mainstream channels and mechanisms of humanitarian assistance in the country.

HUMANITARIAN PROGRAMME MANAGER – LATIN AMERICA AND THE CARIBBEAN (LAC) HelpAge International, implementing partner of Age International

The global Start Fund has continued to evolve to become more accessible to the increasingly diverse and distributed Start Network membership, enabling more locally led humanitarian action. In 2021, we reviewed the global Start Fund’s operations protocols to make them more accessible to local and national members. The review recommended a series of changes to the decision-making process, which we started to implement and test. This testing will continue in 2022.

Start Network’s suite of member-owned and managed response funds complements Start Ready by providing rapid response funding focused on three types of humanitarian needs: underfunded small to medium scale crises, forecasts of impending crises, and spikes in chronic humanitarian crises. Funding is disbursed within 72 hours after organisations raise a crisis alert, making the Start Funds among the fastest humanitarian assistance financing mechanisms globally.

One change we have began implementing is that representatives from alerting countries now participate in fund allocation meetings and give local perspectives about crises, thereby encouraging more balanced and contextually-informed decisions. Another change includes an extension to Start Fund projects beyond 45 days, detailed on page 36.

In 2021, we developed a strategy to bolster anticipatory action through the Start Fund. The strategy provided greater guidance on different types of anticipatory action that could be resourced through the fund and introduced a guided spend to increase member confidence in raising anticipatory crisis alerts.

In the same year, the Start Fund also launched anticipation tool grants. These grants give members and their partners the resources to develop data and information tools that improve risk monitoring and accelerate anticipatory action. The Crisis Anticipation Tool Grant was made available to Start Network members in Sierra Leone for flooding, in Iraq to address water scarcity, in Peru to tackle drought, and in the Philippines to address dengue and mitigate the effects of landslides.

According to an external evaluation of the Start Fund published in 2021, across all countries and globally, one unique characteristic of the Start Fund mentioned by most interviewees was the member-led decision-making. Another was the value given to local knowledge.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

START FUNDS PERFORMANCE HIGHLIGHTS

People at-risk of and affected by crises reached through the Start Funds

Percentage of Start Funds projects utilising cash-based assistance

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GLOBAL START FUND START FUND BANGLADESH START FUND NEPAL Percentage of Start Funds projects
utilising cash-based assistance
1,089,243 8,779 19,001
WOMEN AND GIRLS WOMEN AND GIRLS WOMEN AND GIRLS
REACHED REACHED REACHED
48%
963,438 8,617 16,617
MEN AND BOYS REACHED MEN AND BOYS REACHED MEN AND BOYS REACHED of projects financed through
the global Start Fund
2,052,681 17,396 35,618 included a cash component
TOTAL PEOPLE REACHED TOTAL PEOPLE REACHED TOTAL PEOPLE REACHED in 2021, representing an
increase from 44% in 2020.
Disbursement Figures
GLOBAL START FUND START FUND BANGLADESH START FUND NEPAL
£13,119,674 £240,000 £589,998
OVERALL DISBURSEMENTS OVERALL DISBURSEMENTS OVERALL DISBURSEMENTS
11% 1.3% 100% 34%
£1,400,548 £179,798 £240,000 £200,000
ANTICIPATORY ACTION FUNDS DISBURSED DIRECTLY TO LNNGOs FUNDS DISBURSED DIRECTLY TO LNNGOs ANTICIPATORY ACTION
2021 2020
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In 2021, the number of LNNGOs eligible to receive direct funding from the Start Funds were as follows: 15 LNNGOs under the global Start Fund, 27 LNNGOs under Start Fund Bangladesh, and no LNNGOs under Start Fund Nepal. Save the Children UK is the grant signatory and acts as grant custodian for a number of Start Network programmes, including the Start Funds.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

CASE STUDY: Crisis Alert 500 Syria

STORM

In 2021, members alerted the Start Fund to its 500[th] crisis, a severe storm in Syria.

The conflict in Syria had internally displaced around 6.7 million people by the end of that year, many of whom continue to be vulnerable to storms as they lack shelter or have precarious living arrangements in temporary camps and damaged buildings.

The 500[th] Start Fund alert brought to our attention a rainstorm, followed by snowfall, that affected areas of Idlib governate. A number of camps in Northwest Syria hosting people displaced by the conflict were also impacted, the storm washing away many of their inhabitants’ shelters and belongings, while damaging surrounding roads in the process.

Within days of the storm, Islamic Relief Worldwide and another Start Network member worked with a local NGO partner* to assist affected communities with support from the Start Fund. These organisations distributed essential items such as meals, blankets, mattresses, and plastic sheets. To equip the people affected with knowledge about COVID-19, the organisations also held community awareness sessions about the virus and shared prevention information.

* Start Network member and the local partner wish to remain anonymous.

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Provision of medical care to inhabitants of Maradi Region following the slow onset
of a cholera outbreak in some parts of Niger. Start Fund Alert 541, 2021
© ALIMA –The Alliance for International Medical Action
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CASE STUDY: Crisis Alert 541 Niger

CHOLERA

The Maradi Region of Niger faced a rising number of cholera cases in 2021. Members reported 107 cases and three deaths through a Start Fund crisis alert, which was activated on 13 August 2021. The funds enabled Start Network members to respond by providing medical assistance and care, water sanitation activities, and support in tracking the spread of infection.

GOAL held sensitisation activities that included training local health workers, disseminating information through radio broadcasts, establishing isolation sites, and providing water, sanitation, and hygiene materials. These efforts assisted 11,560 people affected by the crisis.

Alliance for International Medical Action (ALIMA) built and repaired cholera treatment units, managed cases, and improved cholera case surveillance. ALIMA also gave out hygiene essentials and water chlorination kits to 44,000 people.

Displaced children and families in Syria are supported through provision of ready-to-eat meals, food baskets, and heating equipment amidst a harsh winter storm. Start Fund Alert 500, 2021 © Islamic Relief Worldwide

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

CASE STUDY: Crisis Alert 511 Colombia

CONFLICT

More than 5,000 people were forced to migrate due to violent clashes between Revolutionary Armed Forces of Colombia dissidents and the Venezuelan Armed Forces in La Victoria, in the state of Apure, on 21 March 2021. The violence that ensued involved bombings, extrajudicial killings, and home raids. Many displaced residents fled to the Colombian town of Arauquita, in need of food, shelter, assistance, and protection against gender-based violence.

Following a Start Fund activation, funding was awarded to Comunidades Judías en México (CADENA) to lead a response in partnership with World Vision and Plan International. CADENA helped displaced people in Arauquita by distributing food, mats, shelter materials, personal protective equipment for COVID-19, and nonfood essentials for babies, children, and women. It also funded free consultations with doctors and psychologists, and organised psychological interventions for affected children. Assistance reached a total of 4,434 people .

“

Acudir a donantes más grandes tiende a ser difícil cuando se esta ante crisis que no tienen gran visibilidad. Sin embargo, la experiencia con Start nos permitió sistematizar la información, entender las necesidades, dar una ayuda inmediata, lo que nos facilitará elevar una petición futura a otros donantes para continuar con la respuesta.

(Reaching out to larger donors tends to be difficult when dealing with crises that do not have high visibility. However, the experience with Start Fund allowed us to systematise the information, understand the needs, provide immediate assistance, which will make it easier for us to make a future request to other donors to continue the response.)

PAOLA ANDREA LASSO

Manager of Grants Acquisition and Management, World Vision, Colombia

Distribution of hygiene kits and personal protection items to displaced families in response to a looming armed crisis in Araquita, Colombia. Start Fund Alert 511, 2021 © CADENA

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

NATIONAL START FUNDS

Start Fund Bangladesh

Start Fund Bangladesh (SFB) is a national fund, driven by its members, accountable to communities affected by humanitarian crises, and which aims to protect lives, livelihoods, and dignity. The fund is managed by 47 international, national, and local organisations operating in Bangladesh, guided by an ambition to bring decision-making closer to crisis-affected people and civil-society agencies at the country level. In 2021, all funding from SFB was directly awarded to local and national organisations for responses to crises including flash-flooding in Lalmonirhat, Rangpur, and Nilphamari, and a fire incident in Tongi, Gazipur.

In 2021, SFB implemented a pilot project that enabled longerterm activities focused on community-led resilience and infrastructure to be carried out after the original 45-day time limit allocated to a flooding response.

It also continued to build new programming partnerships, play key roles in civil society coordination groups, and drive advocacy on locally led action across Bangladesh clusters, within Start Network and at a global level.

SFB’s disaster risk financing programming culminated with the development of an early warning system for vulnerable communities affected by flooding, which builds on the experience of FOREWARN[*] Bangladesh . The team conducted a risk analysis and a household economic analysis to gather insights from local communities for the flood model and contingency planning.

Members of SFB also supported the development of protocols for various crisis types to provide a structure for members to access funding via SFB ahead of crises.

Learn more about FOREWARN on page 40

“

A problem that often plagues the humanitarian sector in Bangladesh is that projects and programmes are forced upon local organisations, and they are bound to implement the programmes designed and structured by the donor, regardless of whether it is in sync with the needs and expectations of the targeted community, or the exigencies of a particular situation. Through our interaction with Start Network, we [...] have found an avenue where we have the freedom to make decisions and design the project and adopt the best course of action as per our expertise and capabilities.

SINA CHOWDHURY

Assistant Director for People’s Orientated Program Implementation (POPI), Bangladesh

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

NATIONAL START FUNDS

Start Fund Nepal

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Start Fund Nepal has supported rapid responses to flooding and one anticipatory alert for cold wave since
its inception in 2021.
© Start Fund Nepal
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Based on the Start Fund’s model in Bangladesh, which has proven to be a highly impactful and context-responsive national contingency fund, Start Fund Nepal (SFN) was co-developed with 21 NGOs through a process of risk analysis and design. These organisations convened through a series of workshops before launching the fund in June 2021. SFN has a nationally-led approach to decisionmaking that includes six local and national NGOs that continue to provide a local perspective since the fund’s inception.

One national NGO that has supported SFN is the Nepali Technical Assistance Group (NTAG) . Deepak Thapa, Executive Director of NTAG expressed his regard for the programme:

“The most striking and extraordinary feature of Start Fund Nepal is prompt address to mitigate the sufferings of the victims of disaster. NTAG and my team are committed to this noble undertaking and wish to contribute more in the future.”

In 2021, SFN activated four crisis alerts, leading to the disbursement of £589,998 for anticipation and response projects. Start Network members and partners were able to utilise this funding to assist more than 35,000 people* affected by flooding and cold waves across 14 districts of Nepal.

Alert N-04 was activated on 29 December 2021, and so funds were not disbursed until 1 January 2022.

Sanjeeb Kumar Shakya from Save the Children described the work undertaken in 2021 as

“crucial to lay the foundation of Start Fund in Nepal. We hope that this mechanism will continue successfully in [the] years ahead to rapidly respond to emergencies with the support of national and local authorities, donors, and strong commitment of INGOs and NGOs.”

Suraj Shrestha from CARE remarked upon the timeliness of Start Fund Nepal’s activation in response to flooding in Helambu, Sindupalchowk, saying,

“we are responding quickly and early, that’s why there is good appreciation from the local government […] they are seeking support, and we are giving assistance earlier.”

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

CASE STUDY: Crisis Alert B036 Ban ladesh g

CASE STUDY: Crisis Alert 04 Ne al p

FLASH FLOOD

COLD WAVE

On 20 October 2021, India opened 44 floodgates along the Teesta River, causing flash floods in northern Bangladesh. The flooding affected more than 200,000 people , damaged about 7,500 hectares of agricultural land, and led to road collapses. As a result, the Bangladesh Water Development Board issued a red alert. Owing to the scale of damage caused by opening of the barrages, local Start Fund Bangladesh members felt the need to raise an alert to make up for the limited funding made available by the government and other sources.

Provision of an identity card to an affected community member receiving support after rapid onset of floods. Start Fund Bangladesh Alert 014, 2021 © World Vision Bangladesh

The SFB governance mechanism selected two national members, Eco-social Development Organisation and Rangpur Dinajpur Rural Service, to carry out the response. After an initial award, a rapid needs assessment showed that the destruction of infrastructure, with people being cut off from their sources of income, meant that basic livelihood support was insufficient. In addition, cases of gender-based violence were also observed. Agencies responded by rebuilding a destroyed bridge and installing solar lights along the riverbank, making it safer, through a cash for work activity.

“

This disaster took place at a time which was not expected, thus creating vulnerability for women, girls, and farmers. The field survey done by the staff urged agencies to raise this alert as it was deemed in clear need of humanitarian response.

COMMENT FROM LEARNING EXCHANGE

To reduce the impact of a cold wave in Nepal, Start Fund Nepal members raised an anticipation alert to provide support to 9,060 people spread across eight districts in Terai, covering 15 municipalities. The organisations involved utilised data and historical information from the Global Flood Awareness Provision of winter kits including blankets, sweaters, and food with long shelf-lives to communities in Terai region, in System to guide operating anticipation of cold wave. Start Fund Nepal Alert 04, 2021 © Start Fund Nepal procedures.

A consortium of members, including CARE, Mercy Corps, and ActionAid, were awarded funding to respond to the cold wave. The organisations involved were able to distribute food, non-food items, winterisation kits, gas, and cash for one month. The project was completed before the cold wave hit the country and the communities who were at risk.

“

The best part of this project is the voucher support programme along with both [non-food item] and [food item] support. The food support—rice, pulse, and other items [...] will help sustain food needs for a maximum of one month in this cold.

WARD CHIEF

Surunga Municipality, Ward No. 8

Alert B036

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

RESOURCES

LEVERAGING CHANGE THROUGH ACCESSIBLE AND FLEXIBLE FUNDING

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£
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We are working towards making our funding more equitable and easily accessible for all of our members by reducing the barriers to funding that local and national organisations face. This will allow for more locally led responses.

ACCELERATING LOCALLY LED HUMANITARIAN ACTION: TIERED DUE DILIGENCE FRAMEWORK AND START FUND PILOT

In 2021, Start Network continued to analyse the effectiveness and implications of its tiered due diligence framework though a pilot programme within the global Start Fund. Called the “Start Fund pilot to accelerate locally led action” this initiative aimed to gather data on the implications and impact of funding organisations that were placed in Tier 2 under Start Network’s tiered due diligence framework to better understand their compliance profile.

The pilot, which has been running from 2020 and will end in 2022, enables the release of limited funds through the Start Fund to members placed on tier 2. In 2021, five members participating in the pilot raised 11 crisis alerts to the global Start Fund, six of which were activated. Of the alerts activated, four projects directly implemented by members placed on tier 2 were awarded, totalling £179,798 . The pilot is supported by dedicated funding from three donors.

Independent monitoring and learning events were conducted for these projects, and modifications were made in response to feedback from participating members and discussions with donors. These modifications included an increase of the funding cap to £60,000 in November 2021 and the trialling of the extension of Start Fund projects to 60 days, detailed below.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

TRIALLING AN EXTENSION TO START FUND PROJECTS BEYOND 45 DAYS

While the standard time frame for implementation of a Start Fund project is 45 days, we have launched a pilot where project timelines are extended to as long as 60 days . In 2021, a discussion between local and national non-governmental organisations at a workshop about the Start Fund, concluded that the limited timeframe was a barrier to making the fund more accessible. Requests for no-cost extensions given in the previous years also show that many members find it difficult to meet the 45-day project timeframe.

We applied this suggestion by exploring a prototype with the local and national organisations from the workshop and Start Fund Strategic Committee members. All members that operate in countries together with local and national non-government organisations were given the opportunity to choose whether they wanted to use a 60-day timeframe. The countries that met this criteria were the following:

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INDIA PAKISTAN SRI LANKA THE DRC
PALESTINIAN
EL SALVADOR GUATEMALA
TERRITOR IES
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The prototype will be operational for a year, and Start Network will continue to monitor it before deciding whether it should be made a permanent option.

Displaced community member assisted after flooding in Kuch and Rubkona counties of South Sudan. Start Fund Alert 543, 2021 © Helpage International

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

FUND FINANCIALS

FUNDS DISBURSED IN 2021

£14,571,239 EMERGENCY FUNDS DISBURSED OVERALL (RESPONSE AND ANTICIPATION)

BREAKDOWN BY FINANCING MECHANISM

GLOBAL START FUND £13,119,674 START FUND BANGLADESH £240,000 START FUND NEPAL £589,998 DISASTER RISK FINANCING PROGRAMMES (PAKISTAN AND MADAGASCAR) £621,567

These include programmes managed by SCUK as grant custodian. The financial figures reported for Start Network programmes managed by SCUK as grant custodian do not include recouped or returned funds.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

RELATIONSHIPS

We foster and support diverse, equitable, and sustainable relationships that actively drive our systems change ambitions.

ACCORDING TO OUR 2021 MEMBERSHIP SURVEY, 70% OF THE 39 MEMBERS WHO RESPONDED FELT THAT START NETWORK MADE EFFORTS TO ENSURE EQUITABILITY OF VISIBILITY AND VOICE FOR MEMBERS.

Bettie receives cash support following a 7.2 magnitude earthquake, which resulted in the collapse of many infrastructures, the injury and death of many and food insecurity in Haiti. Start Fund Alert 542, 2021 © ActionAid

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

MEMBERSHIP ENGAGEMENT

Start Network works with its members to experiment with and scale new and innovative ways of working, leveraging their collective power and influence to push for change in the humanitarian system. The active support, engagement, and leadership of our members are integral to the success of our mission.

“

We feel that Start Network membership is good value for money. It allows us to be part of an active and thriving network. Membership provides an avenue to contribute to systems change and exchange with peers as well as provides access to funding.

HANNAH MEINSHAUSEN on behalf of Oxfam GB

“

Start Network’s proactive support speaks volumes for Yuganter in the enhancement of the much-awaited core capacity and credibility of our organisation, prompting many donors to count on us.

SANJAY PANDEY

Executive Director at Yuganter, India

The Assembly

In 2021, Start Network held its second virtual Assembly meeting from 16 to 18 November. The virtual format allowed us to once again open up our sessions to an audience beyond our member representatives and hubs. 590 individuals from 72 countries attended sessions, which included learning exchanges, spaces for exploring and solving strategic challenges, as well as external keynote speakers who motivated and inspired attendees with their perspectives on building movements, taking risks, and challenging colonial mindsets and practices.

89% of our members attended the Assembly. We also saw a marked improvement in the attendance of local and national members, going from 80% in 2020 to 95% in 2021 . Start Network hubs also actively engaged with various sessions throughout the event, with many of them leading key discussions. In addition, Assembly representatives passed two resolutions about Start network’s decentralisation strategy at the Annual General Meeting (read more on page 12 ).

OF MEMBERS ATTENDED 89% THE ASSEMBLY

INDIVIDUALS FROM 72 590 COUNTRIES ATTENDED SESIONS

CEO Roundtable Series

In 2021, we launched a series of closed-door roundtable discussions that brought together the CEOs of our member organisations. The aim was to provide spaces for senior leaders within Start Network’s membership to have peer-to-peer conversations about critical issues facing their organisations and the humanitarian sector more broadly. Roundtables explored topics and challenges around the role of leadership in bringing about systems change, alternative models for shifting power, and how the sector can reimagine risk management and accountability to enable a more locally led system.

Results of the 2021 Membership Survey

Satisfaction ratings of 39 respondents:

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46% 43% 8% 3%
Somewhat Very satisfied Neither satisfied Somewhat
Satisfied nor dissatisfied dissatisfied
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START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

FORECAST-BASED, WARNING, ANALYSIS AND RESPONSE NETWORK

The Forecast-based, Warning, Analysis and Response Network (FOREWARN) is a multi-disciplinary, multi-stakeholder community of humanitarian professionals, scientists, academics, and risk experts brought together to drive early action. The Global FOREWARN expert pool is a group of researchers, academics, and scientists organised into thematic subgroups which are aligned to their areas of expertise. Members of these subgroups provide advice on anticipatory projects led by Start Network members, including Start Fund anticipation alerts and forecasting tools.

National FOREWARN programmes are comprised of country-focused expert networks organised to support early action in a way that fits with the local context. Through these programmes, Start Network members can engage hazard experts in collaborative crisis anticipation work.

IMPROVING NATIONAL FOREWARN PROGRAMMES

In 2021, we expanded and cemented national FOREWARN programmes in the following countries:

This national programme developed six hazard-specific expert groups, joined two consortium partnerships, and created three early action protocols. It also worked on a landslide community monitoring system and sent representation to COP26.

BANGLADESH

The programme collaborated with the National Disaster Management Agency, the Meteorological Agency, and an academic from the London School of Economics, to develop a tool that provides information about the expected impact of forecasted cyclones. The team also worked with members through the Start Fund to launch a pilot based on this tool, which enabled funding for activated alerts to be released up to four days ahead of a cyclone making landfall. The programme also scaled up drought anticipatory actions in Southern Madagascar.

MADAGASCA R

To enable members to act before dengue outbreaks and landslides, this national programme created risk analysis tools for these two hazards. It also formed a consortium for volcanic activity anticipatory action, and took part in a UN Central Emergency Response Fund (CERF) anticipatory action pilot for tropical cyclones. Additionally, it agreed to memoranda of understanding with the University of the Philippines Resilience Institute and the University of the Philippines Los Baños for their internship programme.

PHILIPPINE S

The Global FOREWARN community held four hazardspecific meetings in 2021, sharing lessons on early action, forecast-based financing case studies, and cutting-edge research into hazard forecasting.

PAKISTAN

This programme provided further support for flooding, drought, and heatwave monitoring systems. A memorandum of understanding with the National Disaster Management Agency also streamlined work at the national level.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

DONORS AND DONOR ENGAGEMENT

Start Network works in partnership with a range of donors from around the world who are passionate about our vision for a transformed humanitarian system.

In 2021, we welcomed new donors, including:

FRENCH MINISTRY FOR EUROPE AND FOREIGN AFFAIRS MARGARET A. CARGILL PHILANTHROPIES CONRAD N. HILTON FOUNDATION

HOW WE ENGAGE OUR DONORS

The Start Network Donor Council is a bi-annual event, held online for the second year running in 2021. During the 2021 event, we welcomed representatives from current and prospective donor organisations as well as speakers from Start Network member organisations and hubs who articulated their experience of working within the network. Presentations and discussions showcased the performance of the Start Fund, our work on promoting locally led humanitarian action, and other innovative financial mechanisms.

We also engaged donors around critical policy issues in a number of fora. For example, at COP26, we debated the urgent need to tackle the effects of the climate crisis and how the pre-positioning of humanitarian financing, to be released in response to locally-identified priorities, could support international efforts.

To develop contacts with prospective donors, we engaged with networks of similarly focused trusts and foundations, including the Centre for Disaster Philanthropy, where we presented our case on locally led action. We also held an event in Bangladesh targeting new donors and celebrating the impact of locally-driven humanitarian action.

DONORS

These donors fund Start Network and programmes managed by SCUK as grant custodian.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

ADVOCACY

A key element to driving wider transformation in the humanitarian sector is by advocating boldly and speaking truth to power.

As an enabler of Start Network’s vision, our advocacy is centred on locally led action, prioritising the spaces where certain voices have been traditionally unrepresented or ignored. We continue to create a community of advocates that has at its core a deep sense of urgency to transform the humanitarian sector beyond commitments or pledges to make this a reality in concrete ways.

PARTNERS

CRISIS LOOKOUT COALITION

INSURESILIENCE GLOBAL PARTNERSHIP

INTERNATIONAL INSTITUTE FOR ENVIRONMENT AND DEVELOPMENT

WORLD RESOURCE INSTITUTE

BOND

ANTICIPATORY ACTION TASK FORCE AND ITS PARTNERS

CHARTER4CHANGE

OUR ADVOCACY WORK IN 2021

Start Network and some of its local and national member organisations joined this event for the first time and helped shape recommendations for Group of Seven (G7) leaders. Read a quote from Tirtha Prasad Saika about this event on page 44 .

CIVIL SOCIETY 7

The network hosted two sessions: “Localisation in practice: driving forward a diverse and locally led humanitarian action” and had diverse panellists; and “Tiered due diligence and sector-wide passporting: A pathway to inclusion and efficiency,” which examined the traditional compliance paradigm through a lens of local action and discussed pathways towards a more inclusive model.

HUMANITARIAN NETWORKS AND PARTNERSHIPS WEEK

Together with Crisis Lookout Coalition, Start Network pushed for more G7 support for anticipatory action and highlighted Start Ready . As a result, G7 leaders committed to scaling up anticipatory action.

47TH GROUP OF SEVEN SUMMIT

At this UN event, Start Fund Bangladesh was featured to exemplify how humanitarian organisations can implement locally led action.

ECONOMIC AND SOCIAL COUNCIL

INTERNATIONAL DEVELOPMENT STRATEGY SUBMISSION TO THE FCDO

Start Network submitted evidence to help shape the FCDO’s five-year international development strategy.

INTERNATIONAL COUNCIL OF VOLUNTARY AGENCIES

THE INTER-AGENCY STANDING COMMITTEE

NETWORK FOR EMPOWERED AID RESPONSE

UNITED NATIONS’ 26TH CONFERENCE OF THE PARTIES (COP26)

Alongside launching Start Ready , we also had representatives from local organisations participating in six events shared ideas and advocating for anticipatory action and locally led humanitarian action.

STEERING COMMITTEE FOR HUMANITARIAN RESPONSE

RISK INFIRMED EARLY ACTION PARTNERSHIP

ANTICIPATION HUB

Some of these partnerships are funded through programmes managed by SCUK as grant custodian.

THE UK’S INTERNATIONAL DEVELOPMENT COMMITTEE (IDC)

In February 2021, Start Network submitted written evidence to the IDC on an inquiry regarding the philosophy and culture of humanitarian action. The IDC then invited Start Network for an in-person debate with Members of Parliament, where our Board Chair Sanj Srikanthan represented the network.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

PEOPLE AND CULTURE

OF OUR 79 STAFF MEMBERS ARE 30% BASED IN THE GLOBAL SOUTH*

*This includes staff employed across the Start Network Charity, and other staff working on Start Network programmes and employed by SCUK, which acts as grant custodian for Start Network.

Start Network’s team provides the energy and engine behind our drive and success. And while we are currently primarily UK-based, we aim to actively recruit a more diverse team and increase the number of roles based in the Global South, supporting our aims to decentralise the wider network. We expanded and diversified our team further in 2021, with 24 out of our 79 staff members being based in the Global South.

In 2021, we rolled out our new decolonisation framework internally to engage staff in thinking about how they can contribute to building a decolonised and anti-racist organisation. On top of that, we built on our earlier initiatives by providing training on equity, diversity, and inclusion (EDI) . Staff are now more aware of the issues around EDI and are more capable of exercising intentional inclusiveness.

We also created a monthly staff newsletter to keep all staff members up to date with new initiatives. In this newsletter, we also sent updates on recruitment, introduced new staff, and shared wellbeing tips.

To continue supporting staff in 2021 amidst the ongoing effects of the pandemic and remote working, we provided peer wellbeing supporters and counselling , and we ensured that staff had online tools for collaboration.

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

RELATIONSHIPS

BUILDING DIVERSE AND EQUITABLE CONNECTIONS

We enabled stronger relationships to grow between different players by ensuring that collaborations and partnerships supported community priorities.

2021 LOCAL PARTNER SURVEY

“

To understand whether partnerships with local organisations were working, and to understand the diversity in perspective of organisations we work with, Start Network conducted a survey in 2021. Participants consisted of 98 respondents from local and national organisations that had partnered with the network or one of its members.

Working with the hubs is a mind-blowing experience as it proved to us that no matter where local humanitarian actors were from or no matter what language they spoke or what culture they were, the bottom line is that our struggles and aspirations are similar if not the same. This has led to a strong sense of community in the hub family, generating immense solidarity.

AKMAL ALI

Networking and Capacity Innovation Officer of the Pacific Hub “

THE PARTICIPANTS CAME FROM 32 COUNTRIES

I participated as a representative of NEADS and Start Network at the C7 summit. [...] In the C7 summit, we [recommended] many things in relation to localisation, in relation to the decolonisation of aid and […] anticipatory alerts; all of these things we recommended, and our voices were being captured. It was really amazing to see. Our visibility has really improved a lot. We are able to reach a larger audience in the humanitarian sphere […] not only in our own state and in our own province but at the national and global level.

85%

TIRTHA PRASAD SAIKIA NEADS, India “

OF LOCAL PARTNERS FELT THEY HAD DECISION-MAKING OWNERSHIP OVER PROJECTS THEY WERE INVOLVED IN.

A number of [partnership] opportunities have opened up since we joined Start Network. [We] have worked with the Humanitarian Fund in the DRC, War Child UK, AVSI, UNICEF Médecin sans Frontière France and Street Child. And in terms of data protection, we have worked with Mr. David Clamp from Raleigh International

ISIDORE KALIMIRA

MIDEFEHOPS, DRC

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 45 REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, ITS TRUSTEES AND ADVISERS FOR THE YEAR ENDED 31 DECEMBER 2021 START Trustees Robert William Ruxton Benjamin Laniado Kassin Christof Gabriel Maetze-Engelhardt Lola Gostelow Shaima Al Zarooni Raja Waseem Ahmad Noreen McGrath Gumbo Dr Binny Prabhakar Paul Jaques Sylvaln Astruc Anwer Iqbal Oenone Kate Chadburn Amad Muhamtnad Mohammed Nadeem Sanjayan Srikanthan Glyn Isherwood NETW-'RK TRUSTEES REPORT AND FINANCIAL STATEMENTS YEAR ENDED 31 DECEMBER 2021 Company registered nurnber 09286835 Charity r8gistered number 1159483 Registered office Wework 3rd Floor The Cursitor 38 Chancery Lane London WC2A IEN Reglslered Numher: 09286835 Charity Number: 1159483 Chief Flnance and Operations Officer Suzanne Lyne Chief Executive Officer Christina Bennett

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 46 Independent auditor Crowe U.K. LLP 55 Ludgate Hill London EC4M 7JW 12138901 and Scotland ISC0395701 and a registered company in England and Wales11781591. Role of the Grant Custodian Bankers Barclays 1-7 King Street London EC2V 8AU A$ referted io above, before May 2019, Start Neiwoik activities were undertaken through SCUK. Following approval by all relevant stakeholders within siart Network and SCUK on l si May 2019 on independence. on 1° May 2019 Start Network assets. liabiif(ie3. staff. and activities were transferred to Start Network In 2021 SCUK continued io provide grani ¢uModian services to siart NwworL whilst we auively explored opponuniiies io widen the ndwork of grant custodians and include other mernber agencies. Solicitois Wtthers LLP 20 Old Bailey London EC4M 7AN TRUSTEE ANNUAL REPORT I YEAR ENDED 31 DECEMBER 2021 The iole of grant custodian is pl1CIpallY to host and deliver Start Netwoik'5 activitie5, In furtherance ol rts charrtable objec15, lo the highest statldards and impact, while rnanaging its own risks. The role of SCUK includes to setve as a grant custodian in relation to funding programtnes, accepting funds frorn donors pursuant to the funding agieements. implementing funding prograrnrne5 and distributing the relevant grant custodian funds to rnembers Ilor projectsl and Start Network (for its operational costs. other projects, and initiatiyesl. The role of Start Network involves ensuring srnooth operations, running due diligence, developing the nelwoik, ¢ommuni¢ating public benefit, raising funds and profile, and engaging rnernbers. Since independence, Start Network has been building up capacity to accept and manage direct grants, and has done so for the fiisi lime in 2021. We aniicipate operatlng a hybrld tnodd going forward to best utilise the strengths of Start Network and our members The Start Network trustees pie5ent their Annual Report together with the audiied finan¢ial siaiements of ihe ¢hariiy for the yeai 1 January 2021 10 31 Decernbei 2021. The Annual Report selve5 the puip05es ol both a Tru51ee5' Repori and a Directors, Report under company law. The trusiees confirm that the Annual Report and financial staiemenis ol the ehaiiiable company comp with the Current statutory requiremenls. the requirements of the charitable cornpany's governing docutnent and the piovisions of the Staternent of RQmmended Praciice IsoRpI applicable to ¢h8riiies preparing iheir accounts inaccordan¢ewrth the Financial Reporting siandard appli¢able inthe UK and Republic of Ireland IFRS102) (effective l January 20151 a5 aFnended by Update Bulletin I (effective January 201 S). Since the charity qualifies as small under section 382 of the Companies Aci 2006, the rategIC report required of medium and laige companSes undei the Companlès Aci 2006 Isiiaieglc Rèportand Directors, Report) Regulaiions 2013 has been omitted. Start Network is a global membership of more than fifty-five organisations. working across slx coniinenis. to tackle what we see as ihe blggesi $YeMIe problems in the global hurnanitawian systern. start Neiwoik began in 2010 as the 81itish Consortium ol Humanitarian Agencies and was hosted by Save the Children UK (scu until becoming an independent charity on 1 st May 2019. Start Netwoik's Prograrnrnes team is siill hosted by Savethe Children Fund. who aeis as Grantcusiodian io ihe sian Network. Save the Children Fund is a registered charity in England and Wales Start Network's vision is foi a locally led hurnanitarian systern that is aecountable io people alfecied by and at rSsk of crises. We alm io achl£vè this vision by making system4evel shifts in the way humanitarian assistance 18 approached and delivered by.

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 47 Our SO11•n$. Shifting powei and resources and decemralising decision-making io locally led networks and organisations. Building 2 global financing system that redu¢es risk, anti¢ipaies, and aeis ahead of predieiable erises. Incentivising innovative. localty led. and contextual solUtnS and learning from them together With people allecied by crlses. OLir St.'ategic Pricrities Objectives The events of the pasl two yeais have Challenged us to deepen our comrnitment to local hurnanitaiian action and the power shifts that this requires.. to demonstrate thal acting collectively. early. and ahead of a ciisis can minimise deaih and suffering. and io galyanise our diverse. glowing global etwork around a critical exaThination of our ethics and tnindsets and accelerating systems change. While the vision and mission of Stan Network remain unchanged from our 2019 siraiegy. our 2021 reswnse io evenis was io refiesh and fo¢us our intention and investment on the following.. Across all areas of our work. we alm io be the charoe we wam 10 see. working to upholdthe following Pr1ClP1eS and expecting the same from our staff, hubs. and rnembers. accelerating our 'loCalisatio. ambitions by embedding power shifts, decentralisation and collective action across all Stsrt Network initiative$ and programmes providing internal claiity, through a revised iheory of change, on what drives and shapes our reform effons and change ambitions foeusino Start Network's business plan and budget on those areas that will directly deliver on our vision beginning the process of aligning our values. ethics. and progratnmatic arnbitions. Weput peoplefirst-the cornrnunities we servecome firstin ourdecision- making and programming. We are brave.. we have gieai ambttlon and are wllllng to exploie new things atld are willing to take risks to achieve it. We operate collectively: we leverage the value of working 8s a netwoi sharing risk and resouices. and learning together. We are inclusive- we see the value in diverse perspectives and work to remove the barriers that prevent voices being heard. We are open.. we work transparently and wirh iniegrty. buildlng mthual trust in all levels of our worK from governance to programming We are ethtC81'. we behave and operate based on key piinciples of anti- iaeism, non-discriminaiion, and anii-colonialism. Our refie5hed strategy iaking us liom 2021 2023 set out the following strategic priorities and objectives. A Network of Networks What Makes Us Different? Start Nelwork will become a diverse'network of networks" that ensures equrty in power and decision-making. access to resources. and voice and visibilKty for fts local mernbeis. We will achieve ihis through locally led, self4Joveining national and regional hubs. bringing on their own Members Start Network is wellylaced to drive system change within the humanitari8n sector because". • we represent a diverse mernbership • we have a strong established reputation for disruption, innovation, and change • we are decentrali5ing we have experience in leading financial innovaiion at scale • oui innovations start with communities The humanitarian system's power, influence and resources are concentrated in the Global North. This imbalance of powei has caused local and national organisation$ to be excluded and disetnpoweied. Tackli9 thi5 pioblem requires moving towards a system that is accourrtable to affected and at-risk Communities through Ihe leadeiship ol local organisations and thiough

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 48 change in mindset by traditional power holders thai allows them io cede power and control. We will". in¢ub8te and 8UPPOrt a network of locally led. Self-governing. national and iegional hub5 and achieve a diverse and majoiity-local metnbership, by supporting hubs to bring on local and national tnembefs decentralise and distribute governance and decision making to hubs. with ihe sian Ndwork team transiiioning io a se¢retariai and seNi¢e provider role support Iccal actors to exercise power within the humanitarian ecosysiem and drlve their vision for reform. working whh oihers io addiess stiuclural, political and operational challenges CLilture of Innoiiation 8nd l_e3rYipg start Network will promote a culture of continuous evolution. experimentation. peei learning and iteration. Wewill do this by aggiegating knowledge, expertise and lived eyperienceto build a robust bodyof evidence in support ol innovative. coniexiual. and sustainable humanitarian aciion. People allecied by crisis tnust be an Itegra1 part ol the generalion and use of evidence. This means rooting the design, the development and use of evidence, learning and innovation in context and cotntnuTrity. We will". develop a platloim-based evidence, learning and monitoring IramewoiK based on the theory of change, Ihat drives oiganisaiional decision mang. invest resources in hubs and rnernbers to enable collective problem solving for the development of durable, locally led solutions to local prioritised problems. develop an agile organisaiion mindsd and expenise that is responsive io data and feedback and is iteraiiye. with a bias io refle1ve a¢iion- based learning. A Family of Funds Our networkof networks will be underpinned by a larnity ol fuThJs and financial servi$ to pool investment and risl and help more ¢ommunities at reduced C05t. The network will use th15 family ol lund5, the'start FInaCIng Facil, to 5UPPOrt it5 membership in accessing fast lund5 to respond to small and medium-sized crises and in putting in place pre-arranged funds and financing that can facilitate more timely. proactive or risk-informed ¢iisis action. It will do so while ensuring these funds are in¢ieasingly accessible to the local and national actor5 joining the network. We will-. Organisational I ransform8tion A programme of organisational transformation will drive our transition to becomitEg a globally dispersed twatn, shift our operating tnodel from programme delivery to service Pfovider to our hubs and build our digital architecture, infraruu1e and capabilities in support of the network. We will.. support inclu51ve, locally led structures to own, develop and implement 1Snanclng siraiegies and systems In their coniexis io better serve ihe needs of populations affected by and at-iisk of ciises grow and Improve our flagship global Start Fund. and supportthe growth of aational lund5, such a5 Start Fund Bangladesh and others, to iespond to small to mediurn-scale crises that are often overlooked by humanitarian donors activate the Start Financing Facility as a way of connecting learning and a range of funds and financing mechanisms. which are tirnely. proactive. accessible to local actors. and accountable to the membership on behalf of the populations that they serve influencedonors and develop capa¢iiya¢rossthe networkto help secure flexible mulii-year funds ihai ¢an support these instruments in being accessible to all our members and in meeting the identified needs of our ernbers create a culture of inclusion by ensuring that the St8rt Network team composition, decision-making siructuies and ways of working promote equity, diversity and inclusion based on piinciples of anti-racistn, arrti- colonialism and non-dis¢iiminaiion understand and invest in the development ol operating models (locations, functions, skills, systems) foi hubs and the platfoirn to allow Start Network to transition to a plarforrn-based service provider digitally iransform the organisaiion lembedding digital technology. creating digitally enabled processes. and building a digttal culture) lo create an efficient. agile and iranspareni seryi¢e provider model.

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 49 PUBLIC BENEFIT Network of Networks - Working with our five established hubs. we stiengthened our network of networks, initiating disaster risk financing and innovation programmes. Some of these hubs are now preparing to bring on their own mernbers. We have also engaged with aspiring hubs in South Sudan. Somalia. Bangladesh. the Philippines. Kenya and Afghanistan Family of Fund8- We grew our financial offerings to members. at year end ralslng cbseto £30 mi11Son from existing and new donors across our global funds and financing systems. Focus was on how to adapt those tools to be mole a¢¢essible to loeal members. In 2021. 5.079.189 people were reached for emergency humanitarian assistance. We stepped confidently into the climate debate. launching 'Stait Readl, rebranded from Stsrt Financing Facility at COP 26. Start Ready uses locally led risk modelling and ¢oniingen¢y planning to protect millions of people from damage and the phy$ic81 and financi81 loss from ¢limate emergen¢ie$ ulture of Innovation Learning - Through our innovation worl we supported mernbers working wtth communities to design new solutions and prototypes for humanitarian problems Oiganls*i¢)nal Trans1MatIon - We began to explore new flnanclal, operational and human ie8ouices models with the aim of being'as local as possible and only a$ central as necessary,. At our Annual General Meeting, we voted in a new design and transition plan for oui network Extsrnal Presence and Engagement- Weweie crisp and loud, advocating for sysiems ¢hange ai every opponunity. in¢luding ihe G7 and C7 Summits. COP26. the Pacific Resilience Forum, UK Parliament. We convened a successful virtual Annual Assembly that was as broad as it was deep- attracting more than five hundred participants from seventy two Countries with 89% of our members represented. When considering our priorities and activities. the Start Network Board of Tiuees had due regard io the Charity Commission's guidance on publlc benefit Our social intentions are to do no harm. operate efficiently and to the law. and through ihe work ol siatt Network members ensure ihai people receive better qualty humanitarian aid, tnaintaintheii digrtY and are protected from suffering and harm. We hold 8 unique space that is not being fulfilled by anyone else and believe that the issues we are tackling In humanitarian action will lead to an irnpioved humanitarian sectoi, where spend is more efficient and delivery is more effective. We work through our members. providing them with resources to enable a hlgher qualSty of assisiance to communities affecied by crlsls. We work through our partnerships and advocacy. promoting best practices and system change In ihe humaniiarlars sector. We benefh.. oui members. who become better at delivering assistance- moretirndy. appropriaie, effieient and collaboiaiive the wider humanitarian sector. which is exposed to our innovations such as antlclpation. tlered due dlllgence and local decl0n-Maklrj and funding crisis-affected communities, who receive highei quantity and quality of assistance taxpayers and donors, who see their contributions managed tnoie efficiently and transparently OVERVIEW OF PERFORMANCE IN 2021 Formore information and casestudies please referto ourAnnual Revlew 2021. 2021 was a year lull of world events and ¢hallenges. Despiie ihis, and ihanks to our trustees, members, supporters and staff. we rnade substantial progress toward our strategic objectives and collective ambition of transforming an Ouldaied humanitaiian system.. PLANS FOR 2022 In late 2021. we reflected on the key drivers fol system Change and tianslated them into our piiorities foi 2022. This Included being clear where we will Stop or do less of an activity which we believe no longei contributes to our system change ambitions. We will..

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 50 grow and expand our network of networks of locally led country and regional hubs by supporting 51X Potential hubs with the aitn ol two reaching incubalion stage by the end of 2022 We will do more to 8ttra¢t and onboard new hub5 and local tnetHbe15 through hubs and will not bring in additional international organisations at global levd resource and improve our farnity of global and local funds and risk financing tools by focusing on quality ol collaboraiion, operations and by local organisations. We will irnprove direct access by local organisalions through existing and emergency hubs and will not expand our daSter risk financing piogrammes inio new couniries build a body of evidence and good practice for locally led in0VatIve and sustainable humanitarian a¢tion through refltIonS. iieration and peer learning. We will invest in localty led probletn solving and peer learning through hubs and will invest less in top-down, static learning methods and monitoring Iiamewoiks Scope aTrd devek)p new financial operations and ii5k tnode15 to support the shift to a locally led decolonized, distributed network. We will do tnoie to build flexibility in how we 8UPPOrt local and national organizations financially and will noi reinloice colonial models of programming and risk managemenl. FINANCIAL REVIEW StaFt Network's incorne in 2021 was 15,648,OIX) compared to £3,543,000 in 2020. This is an increase of 61% mainly due io siari Network taking on some grants directly foi the first time in 2021, over and above those received via the grani cusiodiaTr aiiangemeni with SCUK. Income from Donations Re8tricted Fund8 In 2021 Start Network recognised a total of E2,827.00012021.. E997.000) giant income io support the work of the siart Neiwoik chairty. More specilieally. these funds were foi activities lating to communications. network development, resource mobilisation, operations, and staff costs. This is inclusive of £32.0(K)12020.' £508.0001 received spe¢if1¢alty for ihe Communty Led Innovation prograrnrne (CLIP), a Joint innovation piogtatnme funded bythe Foreign and Commonwealih Development Offe IFCDOI in partnership wrt Eliha. unrestr1 Funds How these priorities lil inio the wider strategy and FK)w we intend to measure success is summarised below. For rnore inloirnation on how plans lit with our Theory of Change. please refer to the Annual Report 2021 In 2021 Start Network also received a total of £1352.00012020.' .077,000) in unrestiicted fu1[. £1,230,00012020". £917,000) wa5 ielated to indifect cost iecoveiy IICR),which 15 paid on grants by donorsand 15 5plitbetween Start Network and SCUK as grant custodian. These funds can be used at the discieiion ol the senioi managemeni team to cover oveiheads and other indirect or operational costs. We al80 received £l,121Th)0 (2020." tI,ioo,0001 funding fiom the Outch government. which has suppoited the development of the hub network, our innovation progiarnme5 as well as the continued development of Start Network as an independent charity. ome. from Chi.. rilcirilp Ar.Iivilie.-", siart NeOrk received £469,000 in membershlp fees Sn 202112020". £471,000) and a contribution of tnil12020.. £62.0001 from SCUK as a rent contribution. start Nthork hosts staff employed by SCUK, who manage sian Programmes. Income from rnembership fees is used to cover Start Netwofk core and

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 51 business as usual activiiies. The reni contribution which previously also contributed to these costs, expired in 2020. FUNDRAISING POLICY AND PRINCIPLES Analysis of Expenditure Total expendituie foi 2021 was £3,246,000 (2020". £2,287,000) of which t376.000 12020.. t240.0001 was allocated to resource mobilisation. The retllaining £2,870,000 (2020." £Z047,0001 was split with £1,892,000 12020". t1.356.0001 being allocated as direct costs. including Staffing and £544.000 12020.. £100,000) of programrne (Jisbursemenis. £1,004,00012020'. £691,000) was allocated lo support cost5 such as HR costs and ienl. The assurance of adequate and sustainable funding 18 fundamental to our success. We would noi be able io achieve our aims wiihoui the geneiosiiy and support of our fundeis, who not only sustain our itTritiatives financially but buy inio our ambition io work differently. Start Nelwork does not carry oth any fundraising activities directly with individuals-, rather all fundraising is connected to institutional and Colwfaie fundraising. We assess every funding opportunityaccording to Start Network's ethical principles. 8Limri<irv if Fincin¢i(11 Pcrrormclnre The dorlor is not involved in harmful activtties and can demonstrate this. Acceptance of funding is unlikely to cause reputational damag& to the start Neiwoik. Acceptanceof funding will not ie5uIt in the peiceplion that Start Network has been insirumenialised by that donor in pursuing a specific policy or course of action. The donation is received without undue prxonditions le.g.. geographical or political exclusions). The donation will include a reasonable contribution iowards Start Network's operating costs or show evidence of a future lorvJ-temi Commiimeni and financial comribution. 11 applicable, the donation 01 partnership should bring new skills that funher Stan Netwoik's objectives. Despite the ongoing affects caused by ihe COVID-19 pandemi¢. Start Network had a positive financial iesult, ending the year with total funds of £6,591.00 12020. E4.189.0001. We have refie8hed our budget and assoeiated plans in 2022 to ensure we are able io expedite some of ouiwoik in the coming iwo yearswhilsi keeping close tnanagernent of our financial po8ition. Significant Events affecting our Financial Position Aside from eOVID-1g. one ol the signifi&qnt events affecting Start Nelwork in the past two years was the merger of ihe Forelgn and Commonwealth Office IFCOI 8nd the Department for Intern8tion81 Developrnent IDFIDI to forrn the Foreign and Cornmonwe8lth Development Office IFCDOI. At the Finance and Audit CO[nlttee in August 2020, we considered the Impact of thi5 tnergei on future grants to Start Network and plotted scenaii08 that donstrated the impact on our budgets. We continue to monitor iisks that could affect our financial suslainability to ensuie we plan forward as iequired. PrinpiiiaS.-iJnding Start Network works in partnership wtth a range of donoF8 frorn around the world who are attrathed to our vision for a transformed humanitarian system. While some donors have been with us since the beginning of oui journey in 2019, others have Joined us tnoie iecently as the lange of our work has expanded. In 2021. we piepared for the 18unch of 'Start Readf. an innovative financial instrument which pools risk and donor funding to piotect a laigei number of people. h attracted commitrnents from the FCDO, the French Our approach is al¥yays to ensure ihat we are focuslng on the impact to the organisation eighteen months intothe futureto ensure we have sufficienttime io adapi oui financial plans if siiuailons change.

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 52 Ministry loi Foreign Affairs, Irish Aid, Ihe IKEA Foundation. and Margaret A. CaFgill Philanthiopies. permanent f811 in income. gwing time to adjust our cost base or adjust oui business model incuiiing a oneoff cost such as an expendiluie in our grant portfolio that has not been covered by a donor and/or other eligible income Streams covering unforeseen day-to-day operatDnal costs. e.g. employing tempoiary staff to cover 8 long-terrn absence. We welcomed the Conrad N Hilton Foundation as a new donor to the global Start Fund. alongsidethe FCDO. the Netherlands hAinistryof Foreign Aff8iFS.the Geman Federal Foreign Office, Jersey Overseas Aid, the IKEA Foundation and Irish Aid We received support from FCDO Bangladesh for Start Fund Bangladesh, and FCDO Nepal foi Stan Fund Nepal. During 2020 a revised approach to the reserves policy was considered and continued inio 2021 whi¢h focused on three key areas.. We are grateful io ihe Neiher1ands Minisiry of Foieign Affairs for 1he continuation ol its uniestiicted funding,whichwe have beenable to useflexib aeros$ our programme$ and our journey lowards organisational independence. l. Legal Oblsgation8 2. siraiegic Obligations 3. Risk-Ba8ed Obligations The intention of considering a change to the ieserves level at the end of 2020 was io allowiime loi suffi¢ieni review. to ensuieihe approa¢h was appropriaie to addie5Sthe need5 of the growing orgaTrisalion and toensuiea new ieserves level could be afforded. aoinc Concer The Start Network Board of Tru8tee8 have revtewed it8 financial positton, the budget 101 2022- 2023 presented by managemenL ihe scenaiios developed. and ihe charity's current levels ol reserves and cash, ar concluded thai ihe chaiity has sullicientaccess to resources to retnain operational foi at leastlhe next twelve months frorn the date ol this ieport. At the end of 2020. 3 rninimum reserve level of t16 million wa8 set and achieved and a new policy in suppoii approved in ear 2021. Al the end of 2021, the level of flee ieserves held was E6,591,000 12020.. £4.189.000I against the minimum requirement of £1.600.000. This balance of ie5erves will be used to ensuie that Start Nelwoik advances Itself in its chaiitable aim8 and considers its futuie reserverequirement in line with growih and its Mission and Vison. Levels will be adjusied in line wilh financial need and plans. The ieserves level of the organi8ation 18 ieviewed every six tnonths on an ongoing basis to also assuie the sustainability of the oiganisation. Thus, the trustees continue to adopt the going eoncern basis of accounting in preparing the annual financial siaiemenis. They have also considered the ongoing impaei of ihe COVID-19 pandemi¢ as well as ihe global financial irnpact as part of the Going Concern review. They have concluded that there are no specific risks which affect the charity's ability to continue over the nexr Iwelve months from the dale of appioving this report. PRINCIPAL RISKS AND UNCERTAINTIES Reserves Policy start Ndwork has a reserves policy that is sei and approved by the Board of Trustees on at least an annual basis. The policy sets out why we hold general reserves to provide cover for unexpected changes in income and expense. allowlng us io contSnue key actSvltles Sn the event of.. The Start Network views risk management as an integial part of rategiC and operational planning. management. decision-making and learning. We consider ourselves to be risk aware. but not risk averse. We identify and manage Ilsks ihai may preveffl us from achlevSng our objeciives by ensurlng there are effective and adequate risk management and internal control temporary loss of income, e.g. a short-term deficit in cash budget

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 53 $yeMS in place io address ihe key risks io which ihe network may be exposed. understanding of member risk re. use of funds,. dSssemlnation of handbook to members 2nd associated training.. PEP and sanction checks. Thetrusteesdischargethis responsibilitythrough board meetings, the Riskand eompliance eommittee and reviews of the effectiveness of Start Network's risk management frameworl designed to support informed decision tnaking. The systems of internal Control intend to appropriately manage rather than eliminaie risks They give reasonable - raiher than absoluie - assurance and provide a consistent approach to identifying, a8se8sing and dealing with key ri$ks. Fundralslng Failure to comply with conditions ol funding could result in loss of donor. disallowance or reduction in funds. Our staff. rnembers. partners, or beneliciarSes could suffei from sexual exploitation aThd abuse. bullying 01 haras8ment due to our inadequacies in our poli¢ie$ and procedures. Audtt processes place,. tnaintain good relatlOn5hips with donors Exists'ng processes in place regarding iisk mar¢agernenl ¢omprise'. Safeguarding Policies and procedures revlewed and communicaied. Training lor staff and trusiees in place.. 8afegu8rding 8warene88 18 prominent in recruitment processes with stiingent reporting methanisms in pla¢e,' dedicated Safeguarding Lead and re resentative on the Board. Health and safety policies,. introduction of hybrid Wofking policy, eounselling service available to staff, [anagemet training. a quarterly review by the Board of the principal iisks and uncertainties thai start Network laces as part of regular Board rewriing the establishtnent of a quarterty Risk and Cotnpliance Comrnittee tneeting iisk man8gement policy and framework outlining procedures. processes and systems to communicate and manage the risks identified the establishment of an organisational iisk register that captures both siraiegic and operational risks identified and assessed by the Senior Management Team A plan for internal audits carried out by RSM as an independent auditor. Heaiih and Safely Start Network fail to meet theii duty of care to Staff i the work environment and, as a re5uIt, staff rnetnbeis $uffer from phy$i¢al injuries oi poor ment81 health due to woikload, pie58uies ol the iole or existing eflecis of COVID- 19. As travel resumes post- pandernic, failuie to adheie to policy and piocesses iesulrs in siaii Network stall suffering from seiious injury, Illness, latality, critne 01 5eiious incident whilst travelling overseas. The addition of the risk management policy. framework and organisational risk regiMer have ¢ontribuied io irnproving the organisaiion's culiuie of risk and cornpliance and to the oiganisation achieving a robust level of risk rnaturity. The following ale cuiientty con8ideied to be our principal risks, aligned with our risk register, In¢¢rnatioMI Travel Travel and security policy ieviewed and communicated", all travel Subject to approval of risk assessmenis.. HEAT/lirsi aid Iraining planned for relevant staff, duty of care benchmarking exercise 15 plaed,- long-teitn travel management company appointed. Iravellpersonal accident insurance eovei urchased. Risk Fraud Risk Descri Misuse of Stsrt Nelwork funds or property by staff, network members or partners could result in financial loss. legal action andlor damage io our re uiaiion. Control Measures in Place Clear reporting requirements, po15cies. and procedures for members & partners in place." grant custodian/Start Network case management roles and responsibilities agreed.. due ence of membeis enables

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 54 STRUCTURE, GOVERNANCE AND MANAGEMENT Tiustee vacancy briefs are developed based on an annual skills audit facilitated bythe Notninations Committee. Thebiielsaiethen advertised either within Slart Netwoik's membership lif it is an elected trustee rolel or both internally and exlernally if it is a nominated trustee iole. Notninated trustees are interviewed by a panel of the Boaid and recornrnended to the Assembly for ratifitation, while elected trustee nominations are ap(K)inted directly by the Assetnbly. Constitution Start Network is a company limited by guarantee and 18 a registered charity. It s governed by a Board of TrUee$ who are also the dlreciors of the chariiy lor the purposes of company law, and who are accountable io siart Nthork members. The Board is 8UPPOrted by sub-cornmittees while the day-to-day running of the chaity Is the responsibilrty ol the CEO and CFOO. ORGANISATIONAL STRUCTURE AND DECISION-MAKING POLICIES In setting the Stan Network's straiegi¢ direaion, Ihe board lakes the steer of the Start Network membership. Metnbeis are represented through the Assembly, which retsins three key decisions.. siart Neiwork's Board of Trustees sws the ¢harity's long-teim siraiegy and approves the annual plan. It tnonitors progress against objectives and ensures that the principal risks and uncertainties to the chartty are identified and Controls are in place. It is responsible for trustee and senior leadership successlon plannSng, settsng ihe chaiity's euhure and upholding ihe charity's values The board also has agreed and are iesponsible for'matters that are resetved 10 the board. thai sets our keydeclslons. Theseare regularly reviewed and updated. adrnittirlg new tnember5 Into the network appointing or removing trustees approving any changes to Start's Mernber$hip Poli¢y. Member representatives on the Assembty are nominated by each member agency and are usually CE05 01 Hurnanitarian Diieclor5. They ale the individuals authorised to vote on AGM matters and take part in decision Mang on behalf of their organisations. The Board is SUPPOrted by sub<ornrnittees, as shown below, while the day-to- day iunning ol the charity 15 the Yesponsibility of the CEO and CFOO who jointty report to the Chair of frustees. Methods of Appointment or Election of Trustees The tnanagernent ol the chaflty is the responsibility ol the trustees who are elected and ¢o-OPted under the terms ol the Memofandurn ol Asso¢iation. Start N.'.fiti:.'orl- Q_io criin, A¥seMY B••rdof Tiust*•$ Highp81 govprniny body. reprp3eDtiDg all metnbers Ovet$ees the implementaiion of the Slrategy. ¥nd te$pon$ib forthe go¥emance of the organisation. ensuring il is effectriety un and is rnoètiTrg its rnissicn $ub4ommittee¥ Each ¢ommkree is eithei ¢haiied by a tru$TÈe or ha$ a seat foi airusieo repiestniatlve Membership Oversees membeFship issues inthenetwork andadvises onthe Commrtt40 èvDlution of tha hubs srart Fund ¢ommhtoe Responsible for the Operati41 and strategic oversighi of the start Fund Responsible foithe operational and siiategK oversight of Start Ready OvÉrsèÈs tho managèmènt Df flngncos. treasury and rOrv@S poll¢los and exierrbal aud Start Network's Board of Trusteescomprises a mrrt of indepeThlent expertsand represematives of ihe chariils member agen¢les. There are five nominaied trustee seats (ldePendent trustees) and seven elected membertrustee seats (member trusiees). Four ol the nominated seats. including the Chair and treasurer. tRU be independent, while one can be assigned to either an independent or a member Nominated trustees are selected for their expertise in areas ol importance for Start NeOrK and member trustees are eleed by the members based on their background and skills io ensure membei representation on the Board. start Ready Commm•• FlnancègThd Commm••

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 55 R4fflwKrath Committee Nomlnatl•h$ CommM• RIGk & Compllanc• CommNte• Advises the Board on the oiganisations, HR and remuneration frameworks Ovoi$ee8 Boaid ¢ompoÈttlon @¢t10Th of newtnJ$tees Trustees. Indemnities start Network has current cover which ineludes claims arising from any actual or alleged wrongful act cotntnitted bytheorganisation, and claims arising fro any actual or alleged wrongful act committed byan insured person against any past. preseni or prospeciive employee 01 iiusiee including. bui noi limned io. unfaii distnissal, lailuie to protnote 01 employ and failuie lo fumish accurale job references. OvorsÈas our rlsk strat£gy and managomqnl roportng and ¢omplian¢èwith UK reoulation$ Trustee Induction and Training The onboarding process in¢ludes indu¢tions with the Chair. CEO and CFOO. and the Govetnance Manager Icotnpany Secietaryl. Within two tnonths of joining the Board, new tiustees undergo formal trustee tiaining covering the landscape ol the sectoi lin England & Wales). key duties and challenges for tiustees, delegation and relationship with the Executive, and good governance in Charity ¢ontext. They also re¢eive traininfj on key organisational poli¢ies. Such as safeguarding and data piotection. STATEMENT OF TRUSTEES, RESPONSIBILITIES The trustees (who ale also the directors of the charity for the purpose5 of company 18wI are responsible for preparing the Trustees. Report and the Financial siaiements in accordance with applicable law and Unrted Kingdom Accounting Standards (United Kingdotn Generalty Accepted Accounting Practi¢el Pay Policy for Key Management Personnel start Neiwork is jointly led by a Chief Executive Officer who is responsible for thevision. strategyand programmatic activities of the organisalion and a Chief Flnance and Operaiions OffScer who Is responslble for rategy, assurance, governanee, flnance and operaiions. Both key managemeni posrtlons report io the Chair of the Board of Trustees. The CEO and CFOO pay grades sit outside the siari Nettvork grading scale and are reviewed by the siart Nthork Trustees and Remuneration Cornrntttee on an annual basi8. Company law requires trustees to prepare financial siaiements for each financial yeai. Undei company law, Iiusiees must not approve the linaneial staternents unless they are satisfied that they give a tiue and fail iepresentation ol the 8tate of affairs of the charity and of its incotning resources and applicaiion of resources. including its income and expenditure. for thai period. In preparirsg 1hese financial staiemems. the irusiees are required to". select suitable accounting policies and then apply thetn cOn515teIY observe the methods and piinciples of the Charities SORP IFRS1021 make judgements and accounting estimate8 that are reasonable and prudeni slate whether applleable UK Accoumir¥J standards {FRS 1021 have been followed, subject to anyrnaterial departures disclosed and explained in the financial ateMentS prepare the financial statements on the going concein basis unless it is inappropriate to presume that the charity will continue in busine$s Related Paty Relationships The irusiees give their lime freely and no trustee remuneration was paid in the year. Details of trustee expenses, benefits and related party transactions are disclosed in the financial statements. Trustees are required to declare all relevant inieiesis on apwintmeni and ihroughout ihelr ienure as soon as practicabty possible before a Board Meeting as stated in our Conflict-of- Interest Policy. The Board of Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charitys transactions. and

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 56 disclose wrth ieasonable accuracy ai any lime the financial position ol ihe chaiity and enable them to ensure that the financial statements comply with the Companies Aci 2006. fhey are also responsible loi safeguaiding ihe assets of the chaiity and hence taking reasonable steps to detect and prevent fraud and oihei irregulaiiiies. INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF START NETWORK Opinion We have audited the financial statements of Start Network Ilhe Charitable Companll for the year ending 31 December 2021 which comprise the siaiement ol flnancSal activi1$, balance sheet statemeni of cash flows and rtotes to the finaTrcial statements. including significant accounting policies. The Ilnanclal reporting framework that has been applied in ihelr preparation Is applicable law and United Kingdom Accounting Standards. including Financial Reporting siandard 102. the financial reporting standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practi¢el In our opinion, the financial 5tatement5. give a true and fair represeni*ion of the slate of the Charitable Company's affairs a5 of 31 Decetnbei2021, and its incotneand expenditure,fortheyeai then ended. have been properly prepared In accordance wilh Unrted Kingdom Generalty A¢¢epted Accounting Practice.. and haye been prepared in accordancewtth the requlremems of ihe Companies Acl 2006. DISCIOSURE OF INFORMATION TO AUDITOR Each of the persons who ale trustees at the time when this Tiustee8' Report is approved has confirmed that". as far as that trustee is aware. there is no relevant audit information of which the chaiitls auditor is unaware. and they havelaken all Steps that ought to have been taken as a tiustee to be aware of any rdevant audit information and to establish thatthe charrty's auditoi is awaie of thai informlon. AUDITOR The auditor. Crowe U.K. LLP. has indicated its willingnessto continue in office. The designated trustees will propose a motion reappointing the auditor at a meeting of ihe irusiees. Approved byorder of the members of ihe Board of Tiumees and signed on their behalf by". Basis for Opinion We conducted our audit in accordance with International Siandaids on Auditing IUKI IISAS IUKII and appli¢able law. Our responsibilities under those standards are further des¢ribed in the auditor's responsibilities for the audit of the financial staternents sectK)n of our report. We are independent of the Charitable Company in accoidance with the ethical requirements that are relevant to our audil of the financial statements in the UK including the FRC'S Ethical Standard, and we have fulfilled our othei ethical iesponsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is Sufficient and appropriate to provide a basis for our opinion. Sanjayan Srikanthan 12 July 2022

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 57 Con¢lu$lon$ R•latlny io GOI Con¢wn In audiiing ihe financial staiemenis, we have concluded that the iluees, use of the going concern basis ol accounting in the preparation of the financial statements 1$ appropriaie. Based on the work we have performed. we have noi identified any material uncertainties relaiing io evenis or conditions thai. individually or ¢olle¢tivety. rnay cast significant doubt on the Charftable Cotnpany's ability to continue as a going concern for a period of at least twelve months from when the financial aiements are auihorised for issue. theDirtOrS, Report included withintheTFustees' Report has been prepared in a¢¢ordan¢e wilh applicable legal requiremeffls. Matter8 on Ilthich We Are Required to Report by Exception In light of the knowledge and understanding of the Charitable Company and their enwronment obtained in the course of the audit, we have not identified material misstatements in the Diiectors, Report included within the Trustees, Report. We have nolhing to report in respect to the following matters in relation to which the Cotnpanie8 Act 2006 iequiie8 US to ieport to you if, in our opinion". adequate and proper accounting records have not been kept the financial siaiemenis are noi In agreement wrth the accountsng records and returns Our responsibilities and the responsibilities of the trustees with respect to going concern ale described in the reEevant sections of this report. other Infom)atlon The trustees are responsible for other inforrnation ¢ontained within the Annual Report. The othei inforThation comprises the infoirnation included in Ihe Annual Report, other than the financial statements and our auditor's ieport theieon. Our opinh)n on the financial siaiements does noi cover the other information and. except 10 the exieni oiheiwise expliciily siaied in our ieporL we do not express any form of assuiance conclusion theieon. Our responsibility is to read the other information and. in doing so. consh8er whether the oiher information is materially inconsisteni with the financial statements. or our knowledge obtained in the audit or otherwise appearsto be materially missiaied. If we identify su¢h maierial InconsisterleS or appare material missiaiemenis, we are ieouired to deiermine whether this gives rise to a tnaterial misstatement in the financial staternents thernselves. If. based on the work we have performed. we conclude that there is a material mlssiaiemeffl ol IhSs other Infoimaison, we ale requlred to roport that fa. We have nothing to report in this regard. Opinion8 on Oiher Matt•r8 Prescribed bythe Conwnies Act 2)6 In our opinion, based on the work undertaken in the couise of our audtt.. the information given in the Trustees, Report. which includes the Diiectors, Report prepared for the purposes of Company law loi the financial year loi which the financial statements are prepared. is consistent with thelinancial siaiements., and eenain disclosures ol irustees, remuneration $pe¢ified by law are noi made • we have not recelvèdalllhe InlormatSon and explanatlons we requlre for our audit.. or Ihe trustees weie not entitled to prepare the financial statements in accoidance with the small companies iegitne and take advantage of the stnall companies. exernptions in preparing the Tiustees. and Directois, Report 8nd fiom the requirernent to prepare 8 Str8tegic ieport. Respon8ibilitie8 of Trustees As explained tnore fully in the tiu8tees' 1£8ponsibilities 8tatetnenL the trustees (who are also the directors ol the Chaiitable Company for the puiposes of company lawl are responsible lor the preparation of the financial statetnents and for being 8atl8fied that they give a true and fair view. and for such internal control as the trustees determine Is necessary to enable the preparation of linancial statemt5 that are free from material misstaternent whether due to Iraud or error. In preparing the financial statements, the trustees ale responsible for assessing the Charitable company's ability to continue as a going concern. disclo$ing. as applicable, mattels related to going concein and using the going concern basis of accounting unless the trustees either intend to liquidate the

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 58 Charitable Company or io cease operations. 01 have no realistic alteinatiye bui to do so. the ielated financial statement items. In addition. we considered provisions of othei laws and regulations that do not have a direct effect on the financial ateMentS bui compliance with which might be fundamental io ihe Charitable Company's ability to operate or io avoid a material penaky. We also considered the opportunities and incentives that may ex1 wlthin the charitable company lor fraud. The la¥vs and regulations we considered in thiscontextforthe UKoperations wereanti-fraud. bribery and corruption legislation. employment legislation and taxation legislation. Auditing standards limit the requiied audit procedures to identify non- compliance with these laws and regulations to enquiry of the trustee5 and oiher management and inspection of iegulaiory and legal correspondence, if any. Auditor's Re8ponsibilitie8 for theAuditof the Fingncial Statements Our objeuives areto obiain ieasonable assurance atK)th whether ihe finan¢ial statetnents are flee fiorn tllaleiial rnisstatetnent, whether dueto fraud 01 eiioi, arld to issue an audiiorfs report that includes our opinion. Reasonable assurance has a hlgh level of assurance but Is not a guarantee that an audit conducted in accordance with ISAS IUKI will always detect a material rnisstatement when it exists Misststements can arise from fraud or error and are consldered materlal If. Individually or In the aggregate. they Could reasonably be expected to influencethe econornic decisions ol users taken on the basis of these financial ate[netS. Details of the extent to which the audit was considered eapable of detecting iriegularities, including fraud and non-cornpliance with laws and iegulations are set out below. We idemified the greate rlsk of ma1erSal Impact on the financlal siaiemems from irregularities, including fraud, to be within the tirning of incorne recogniiion and override of ¢onirols by management. Our audit pro¢edures io iespond to these risks included enquirie5 01 rnanagement, and the Finance and Audit Cornrnittee abouttheir own identrficatiorl and assessment olthe risks of irregulaiities. sample testing ol income recorded in the year and post year end. sample testing on the posting of journals. reviewing accounting estimates for biases. reviewing regulatory correspondence withthechaiitycommission.and reading minutes ol meetings of those charged with governance. Owing io the inhèreni Ilmitaiions of an audil, there Is an unavoldable risk that we may not have detected Sorne rnaterial mis8tatetnent8 tn the financial statements. even though we have properly planned and performed our audit in accoidance with auditing standards. For exarnple, the further removed non- compli8nee with laws and regulations lirregularitie81 is from the events and Iransaciions reflected In the finaneial siaiemenis, the less likely the Inherenity limited procedures required by auditing standards would identity it. In addition, as wrth anyaudit, there remained a higher risk of non4etection of irregularities. a5 these may involve collusion, forgery, intentional omissions, misrepresentations. ortheoverride of internal controls. We are not responsible for preventing non¢omplianee and cannot be expected to detect non- compliance with all law5 and regulations. A further description of our responsibilities for ihe audh of the financial staternents is Iccated on the Financial Reporting Council's website at.. www fr¢.org uvauditorsresponsibiliiies This description forms part of our audr(or's report. Extent to which the Audit wa8 Con8idwed Capable of Delecting Irregularities, including Fraud Irregulartties. including fraud. are instances of non<ornpliance with laws and regulaiions We idenirfied and assessed the risks of rnalerial misstatement of the financial statements from irregulartties. whether due to fraud or error, and discussed these betsveen our audrt team members We then designed and performed audit procedures responswe to those risks. including obialning audit evidence sufficient and appropriate to provide a basis for our opinion. We obtained an understanding of the legal and regulatory frameworks within which the Chaiitable Cornpany operates, focusing on those laws and regulations ihai have a direcr effect on the deierminaiion of material amounis and disclosures in the financial staternents. The laws and iegulations we considered in this context weie the Cornpanies Act 2006, the Charities Act 2011. iogeiker with the Charities SORP IFRS 1021. We assessed the required cornpliance withihese laws and regulations as part of our audit procedures On

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 59 Use of CJr Report ThSs reportls made solelyio ihe Charftable Company's members, as a boty, In 8ccoidafice with Chapter 3 of Part 16 of the Companies Act 2006 Our audit work h88 been undertaken 80 that we might state to the Ch8iitable compaYS members 1ho8e matters we ale required to state tDlhem in an auditor's reporr and foi no oihei purpose. To the fullest ee¢ll permitted by law, we do not accept 01 assume responsibiltty to anyone other than the charitable cornpany and the charitable companls members as 8 body. for our audit work, for thi$ report, or for the opinions we have forrned. START NETWORK {A ¢orwiny limited by guarante} STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNn FOR THE YEAR ENDED 31 DECEMBER 2021 R•strict4d UN•strlcted lund¥ fund¥ 2021 2021 £ODO EDOO Total lund¥ Tot$llunds 2021 2020 £ODO £000 Note INCOME FROM Donations and legacies Charitable a4VitIeS 2fv27 252 5,179 3,074 469 529 TOTAL INCOME 2A27 2.821 5h48 1543 EXPEMDITLIRE ON.. Tirn Redwood Senior Staiutory Auditor Fof and on behalf of Qowe U.K. LLP siatutory Auditor London R4lsln9 Funds aritable A¢tlv(¢ies 40 336 376 240 815 2,DSS 2A70 Z047 TOTAL EXPENDWTURE 855 2J91 3.246 2287 NET IMCOME 1.9n 430 2A02 1.256 13 July 2022 NEf MOVEMENT IN FUNDS 1,972 430 2A02 1.256 RECONcILTION OF FUNDS Total funds brought forward 469 3,720 4.189 Z933 movemeni In funds 1,9n 2A02 J,256 TOTAL FUNDSCARRIED FORWARD 2A41 4.150 697 4789 Tho&itémeMof Firt¢1 AUWitVdS in¢ludps alIgas8 knssesre9nIed IDtheyear. Thethe$ pY$67f01rn p8rt0flwfn8tIal statW[n1s

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 60 START NETWORK {A ¢ompany 11mld by ¥uaraM••l REGISTERED NUMBER.. 09286835 BALANCE SHEET AS AT 31 DECEMBER 2021 START NETWORK {A ¢orw•ny limited by guarante} STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2021 2021 £000 2020 Èooo 2021 Éooo 2D20 Eooo Cash fltyw5frornop•ratlng adTrAtI• Nei cash used In operating actNiiie5 Noio 336 987 eiiRRENT ASSETS Chango Incashand cash 4qutrfalgnts Inthg yaar Ca$h and ¢ash equlvalent$ at the beglnnlno of theyear CA4h and cash 8qui¥al0nt#atth• of thr 3IJ36 987 4.082 3.095 7,118 4.082 Debtors 427 095 Cash 81 b8nk and in hand 7.118 4082 The notes on page$ 6fy70 form p811 of Ihe$efinan¢ral $i•iemerf$. 7,545 4777 RK•rKllltl¢n oi In fundst¢nrf u$h flowftom (pWaTh4 arfiwRI Creditors.. amounts ffilli due within one ye8r 19541 1588) 2021 £ODO 2020 Èooo W4tlncomg lor thg •d 1pM Stat4m4fttol Flnanclal Actl¥ll•sl Adlustm4nts for IID¢rea$ellde¢rease In debtois Increaselldecreasel in creditors N•t¢ash provlded byoperalng acdvll 2A02 7,256 NETCURRENT ASSErs 6,591 4.189 268 15601 366 291 3.036 987 TOTAL NEfASSErs 6.591 4.189 (ARITY FUNDS Re$tii¢ted lund$ 2.441 469 Analy811 of $h and ¥h qul¥al•ht$ 21Y21 £000 2020 EOOO LknrestrKled fund5 4,150 4720 Cash In hand 7.118 4082 TOTAL FUNDS 6,591 4.189 Thefin8l8telh9elnPrepe0 In K¢wdonrewththeprovi%i0n%8ppk¢oWeloenlii su¥èettothè *naIlerryan%91Mè. The finan01 slatenEnls akyoved lor Issue by the Truthe¥ Sied thEirbeh811ty- TtU5tee 12 July 2022 The pages(1>70 frrfm pwtolilly8efln¢vd1 sMerNents.

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 61 START NETWORK {A ¢ompany 11mld by ¥uaraM•o1 START NETWORK {A ¢orw•ny limited by gu•rante} NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 FOR THE YEAR ENPED 31 DECEMBER 2021 1. General Infomiation 2. Accounting PolKies {continuedl start Network Is a private, Ilmfted by guarantee, company (legiered number 092868351 which is incorporated in England and domiciled in the UK. The address of the registered office is The Cursitor. 38 Chancery Lane. London, Unlted Kingdom. WC2A I EN. 2.2 Golng Conwn The Iiustees of the Start Network have reviewed its financial position. taking into account the budget for 2022 2023 presented by management. the scenarios developed. and the chairty's current levels ol ie5erves and cash," they have concluded that the chaiity has sullicieTrt access to resources to rernain operational for at least the next 12 months from the dale ol this report. 2. A¢¢ouMlng Poll¢l•s 2.1 Basls of prePar10n of Flnan¢lal siatemems Thus. Ihe irusiees of the siart Neiwork Continue io adopt ihe going concein basis of accounting in preparing the annual financial $tatemeMs. The irustees have also eonsidered the global financial Impact as part of the going concern ieview and concluded that there are no specific risks which affect the charty's ability to continue over the next twelve tnonths from the date of approving the Annual Report. The financial statements have been prepared in accordance with the Charities SORP IFRS 102) - Accounting and Reporting by Charities. statement of Recornmended Practice applicable to charities prepaiing their accounts in accordance wfih the Financial Reporting Standaid applicable in the UK and Republic of Ireland IFRS 1021 {effective I January 20151. the Financial Reporting siandaid applicable in ihe UKand Republic of Ireland IFRS 1021 and the Companies Act 2006. Thelrustees have considered.. cash posftion and a serles of cash flow proje10n$ scenarK)s that consider potential changes to donor funding sources of funding and liquidity available • expenditure controls and future commitments government support schemes protecting the key asseis and sustsining our charitable services Start Network meets the definition of a public benefit entity under FRS 102. Ass$ and liabilities are initially recognised ai hIor1eal cosi 01 tranSa10Th value unless herWise in ihe ielevaffl aceouniing policy.

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 62 Expendrture on charrtable activities is incurred on directly undertaking the activities which lurthei the chaiity's objectives, as well as any associated support costs. START NETWORK {A company limited by gu8ranteel NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 37 DFCEMBER 2021 l expenditure is indusive of irrecoverable VAT. 2. Accounting Policies (continued) 2.5 For¢ign ¢ury•n¢i•$ 2.3 Incorne All incorne is recognised once the charity has entttternent to the income. it is probable that the income will be received. and the aMOnt ol income ie¢eivable can be measured reliably. Monetary assets and liabilities denominated in foreign currencies are tian51ated into 5teiling at rates of exchange iuling al the reporting date. Transactions in forelgn eurrencles ale iianslated inio sierllng ai ihe rate ruling on the date of the transaction. Grants are included in the siaiement ol financial activities on ieceivable ba818. The balance of incotne received foi specific purposes but nol expended during the period is shown in the ielevant funds on the balaTh sheet. Where incorne is ieceived in advance of entitlement of receipt. its recognition is deferred and in¢luded in creditors as deferred incotne. WheFe entitlement oecui$ before income is received, the income is acciued. Exchange gains and losses are iecognised in the Statetnent of Financial 2.6 Debtors Trade and other debtors are retognised at the settlement amount after any tiade discount offeied. Prepayments ale valued at the amount prepaid net of anytrade discounts due. 2.4 Expendiéure 2.7 Llabllhles and 0VISIOnS Expenditure is ie¢ogni$ed once there is 8 legal or constructiveobligalion to translei econotnic benefit to a third party. It Is piobable that a transfei of economic benefits will be required in settlement and the amount of the obligation can be measured ieliably. Expenditure is classified by activity. The costs of each activity are rnade up of the total of direct costs and shared costs. in¢luding support ¢o$ts involved in undeitaking each activity. Direct cost5 attiibutable to a single grant ale allocated directly to that activity. Shared c08ts and support costs which are not aiiribuiable io a single grant are apportioned between those grants on a basis consistent with the use of resources. Liabilities are recognised when tre is an obligation et the Balan¢e sheel date as a ie5utt of a past event rt is probable that a tian5fer of econotnic benefit will be required In settlement, and the atnount ol the settlement can be estimated reliabty. Liabilities are recognised at the amount that the Charity anticipate$ it will pay to settle the debi or the amount ft has recelved as advanced paymenis foi the goods or services it must provide. Expenditure on raising funds includes all expenditure inCued by the charity to raise funds for its charitable purposes and includes costs of all fundraising activities events and non<haritabletrading

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 63 START NETWORK {A ¢ompany 11mld by ¥uaraM•o1 START NETWORK {A ¢orw•ny limited by gu•rante} NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 FOR THE YEAR ENPED 31 DECEMBER 2021 2. A¢¢¢)UMing Poli¢ies l¢ontiThwdl 3. In¢ome from D¢)tiOnS and Lega¢ie$ 2.B Financlal Instruments Thecharityonly has financial assets and financial liabilities of a kindthat qualify as basic financial instruments. Basic financial InruMe$ are iniiially ie¢ognised ai iransa¢iion value and subsequently measured ai their seiilemeni value wilh ihe ex¢epiion ol bank loans whi¢h are subsequently tnffd5ured al atnortised c051 using the effective inteiesl method Restricted Unrestricted funds funds Tot lund6 Total funds 2021 2021 2030 £DOO £000 £0 Grants Foieigrn Commonwealth and Development Office Iformerty Department foi lTrtwnationol DevElopmentl ICR Ilndir£et cost rocovwyl L)LJtch K4ini$ty of Forwon 288 220 2.9 Operating le8se8 ReTrtsl$ paid under operating leases are Charged io the Statement of Financial Activities on a straight-line basis over the lease tertn. 1,230 1,2JO 917 1,122 I,ioo 2.10 Pen$ions IKEAStart Fund 130 ARC ReplKa Foiei9n, Commonweohh aTh Development Offiee 86 The charity operaies a deflned contribution penslon scheme, and the pension charge represents the amounts payable by the Charity to the fund in respect of the year. 32 32 DpparttneDt fDI IntErnatnI1 Development Innovationl Hitton FoUndatTh 2.11 Fund a¢¢ounting 1,840 Geneial funds are unie8tricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which haye noi been designated loi othei puiposes. Ma¢ Philanthropies FICh Ministry othei giants T¢*&1 grAnts 378 378 212 212 09 69 53 Re51iicled funds are funds which are to be used in accordance with specific restrictions imposed by donors orwhich have been raised bythe charity for particulai purposes. The costs of raising and adMinieIng such funds are charged against the specific fund. The aim and use of each restricted fund is sel out in the notes to the financial statements. IB27 2A52 5,179 3.074 Totsi 2020 997 2.017 1014

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 64 START NETWORK {A ¢ompany 11mld by ¥uaraM•o1 START NETWORK {A ¢orw•ny limited by gu•rante} NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 FOR THE YEAR ENPED 31 DECEMBER 2021 4. In¢ome from Charftabl Arflvftl¢$ 6. Analysis of Expendiwre on Charitsble A¢tivities Swnmary byfund typo R•strlGl•d Unr•strklqd fund> fund5 2021 2021 £00 £000 Total funds Totalfunds 2021 2020 £000 R•Gtrlctsd Unrqstrlct•d fund$ funth fvTrd$ Toi&l funds 2021 2021 2021 2020 £000 £000 £tyJo Mefflbeiship irwtne ContiibutitO rpnl from SCUK 409 409 477 62 Re$oui¢o rnoblll$atlon 40 336 376 240 Chaiitablo activities 815 2.055 1870 2.047 Costs [echgedtOthLld partie5 14} Total 2021 855 2.391 3,246 2.287 Ial 2020 590 1,697 2,287 Total 2021 469 469 529 T81 2020 62 467 529 7. Analy818 of Expenditure by Activities 5. Expendhure on Ralslng Funds Dlrécl cost$ Swcosts Totd TotBI fundg 2021 2021 2021 2020 £000 EOOO £w)o R•stricted ilnr•stFkt•d fund5 fund5 2021 2021 ÉOOD Éooo Total funds Totalfunds 2021 2020 £000 Resource mobilisation 228 376 240 iitable artivities 830 1870 3.246 2,047 2,287 Wages and salaries Social secuiitycosls Contribirtionto contribution pensio schemes 35 159 193 728 Total 2021 ?.?OB 978 20 Tot812020 776 Z287 10 Other dlre¢i ¢ost$ Support co$ Total 2021 85 40 336 376 240 Tal 2020 240 240

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 65 START NETWORK {A ¢ompany 11mld by ¥uaraM•o1 START NETWORK {A ¢orw•ny limited by gu•rante} NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 FOR THE YEAR ENPED 31 DECEMBER 2021 7. Analys1$ of Exp¢ndliu by Al¥ltIeS l¢omlnuedl 8. Auditors. ReMuratiOn Analysls of dlr4ct coBts Ofcharfta0 actl¥ltl4s 21J21 Éooo 2020 £000 Char6tbh Charftable aCtIv•5 eEtMties 2021 £000 2020 Fees payable iothe Charit$ 8(¢0[t(¥1he audit olthe Charrty's annual accourit5 20 27 Staff cos Con5ullancy and PlDfe53ional fees Communication5 and Tharket9 Legal fees 241 107 239 28 35 Jo 9. Staff C08ts 2020 £000 Éooo Pro9iamme disbursemems Total 2021 1040 1.350 7.356 W8ge8 and Salaries SDrial $ewiily¢ost$ ContribJtion lo dpfinedeontribution p510 5chemey 1.488 7.284 106 59 7,450 Total 202D In 2021 mater1 Piogramme di5buisefflentsweie madetoA50ciacion de Ser¥K5 Comunitarw)5 de Sad ASECSA1£287kl and Savethethildren UKl£112kl. 1,726 There areno redundan¢y paymErts 01 costs in the yeaito 31 December 202112020.. £nirJ. Analy5 of support C06ts 2021 £000 2020 The aveiagenumbei of pewson5 emkqoyed bythe ChaiitydLTing the yearwas asfollows". 2021 No. 2020 No. staff costs Rent and utilities Internet $eryl¢es HR supplier Finan¢9 Fin•n¢e and IS $up cost$ ReuV(Ment 390 225 358 Exocufjye Flnance and OperatSons Communications Evidence Innovation NetWDtk Development and Mem[ EngagpmEnt Re50uice MDbili5atiDn 27 33 28 61 60 42 27 49 41 978 16 47 34 25 IT costs E¥ents Insurance Olhei ovpThpads Foreign pxthange lo8s1lgainl Tol•l 2021 34 70 776 Total 2020 770

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 66 START NETWORK {A ¢ompany 11mld by ¥uaraM•o1 START NETWORK {A ¢orw•ny limited by gu•rante} NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 FOR THE YEAR ENPED 31 DECEMBER 2021 9 siaff Costs 1¢OnnUedI 12. Creditors: Amount$ Falling Due Within One Year Thonumbarof 0rnplDyOoswhDsoèmpkJyoèbéfSI@XelUd[ng@mP1oYpanS10ntOSts) ex¢e•d É60.000 was.. 2021 £000 2020 £000 2020 Tiade CrltorS Other taxation and social 5ecurty Other cieditors A¢crual$ and deferred incorne 319 45 14 576 954 229 67 Inthe band t60.001470.000 Inihe band £70.001480,000 Inihe band £80,001490,000 Inihe band £90.0014100.000 280 588 2021 £000 2020 £000 Total key manaoement psonnel remuneiation in the ye8r was £204906 12020." 10. Tru8tee8' Remunaration and Expense8 Deferred income at l January 2021 Resource8 deferred durirEg the year Arnount5 ielea5ed Iiom preYiou5 periods Deferrecj income at 31 December 2021 172 425 172 42S 71 772 Duiing theyear, no Trustees received any iemuneration or other benefit512020.. £NIL). 172 Duiing the year ended 31 December 2021, expenses Yéere reimbjrsed or paid drectly to NIL TrtsstÉ@s12020.' to 3 frustègs) brokèn down as fDIIows' 2021 2020 Travel Training 7.962 2.342 11. D•btors 2021 £000 2020 Trade debtors Prepayments and accrued income Other deblOIS 92 603 32 427 695

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 67 START NETWORK {A ¢ompany 11mld by ¥uaraM•o1 START NETWORK {A ¢orw•ny limited by gu•rante} NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 FOR THE YEAR ENPED 31 DECEMBER 2021 13. siatem¢nt of Funds 13. stement of Fund$ l¢ontinuedl euvr4M ygar R•siilciod funds Bala44t 31 Trnif•r$ D•¢•mb•r inlout 2021 £OOD FCDQ Iform•rty DFIDI & IKEAISTART FiIKII 9Tr¢•t l jattlY 2D21 £000 Funds dÈdicat@dto tho Stsrt Fund. • Exp•rKIMw• ÉOOD £000 &8rt Fund is an efloctN&hum8nltorian fundlng mÉch8ni9m. It ig 8 fund tst offers domis and the intLYnational community charaeterislKs that ale uniquetr availablè from • nètwork of $o¢ty organisati$.. Spe. agility. resiliewg. imovation and local ielevanee. iknrq¥trtct•d fvnd¥ Gewal funds- 811 funds 3,720 123911 123911 4,150 3.720 1821 4,150 FCDO Innovation Iform•rlyDFID InnOVatl- ELRHA R•strktgd fvnds These funds are dedicated to a communrt1ed innovlon partnership programrn• ICLIPI aims 10 Supportthe emwgen¢e and development of lo¢ally anrs community liven SDlutions to humanilaiian PFobleTns identified by PEoplp afferted by cyisis. The CLIP isa Ihiee-yeai pioryamme1202&2023lwhi( will See partnws a¢io$$ DRC and Gu*tÈmala designing and selling up communrty Innovètion progr8mmés that will provide t£hnal support to k)cal coTnmunityinnovalois. FCDO IfoifflwlyOFIDI ARC Replica 32 1321Jl FCDO Innovation Iforrnerly DFID Innovfitionl HI) Foundation 429 32 13561 105 1.840 1841 117) 1.755 AR¢Aepll¢a Mac Philanthropies French Ministry Olh8r rerled funds 361 Funds dedicated to African k Capacity IARei which 15 a pioneering initrdtwe working Wrth AfraTh Govwnments to tran$foim ¢llmate risk management a¢ioss Sub4aharan Afra. ARC Se15 Standaidsfor disaster risk management by piovidlng early warning Systems. coniingency planning and climate finance Bcross the conlinpnl. It aiTns to impiove the piedictabilrty and spped at which iespDn5es to natwal disasters are Implemented. through proactt¥e risk managemeF)t. Participating African Government5 pay premiums to recewe payul$ for earty reswnses for prtragreed contingency p13n5. 212 212 69 1701 IB551 469 I7 2,441 Totslol 4.189 5,649 13.2461 6,591

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 68 START NETWORK {A ¢ompany 11mld by ¥uaraM•o1 START NETWORK {A ¢orw•ny limited by gu•rante} NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 FOR THE YEAR ENPED 31 DECEMBER 2021 13. Staiement C+f Fund$ {¢OMlnu¢d) 14. Summary of Fd9 Prloryg•r Currnntywr Bala44t 31 Trnif•r$ D•¢•mb•r inlout 2020 £OOD Bala•thI 31 9Tr¢•t l jattlY 2D20 £000 Balanc•ot 1 JAnuory 2021 £000 nsfgri D•c4mb4r nloul 2021 £000 £000 • Exp•rKIMw• ÉOOD Incom• Expqndllurq Eooo £000 £000 iknrq¥trtct•d fvnd¥ Gewal funds- 811 funds 2238 11,697) 695 3,720 Generalfund$ 3,720 2,821 12A911 18551 4,ISD IKEA 695 16951 Re$trl¢ted funds 469 2,827 2,441 2,933 11,697) 3,720 4,189 132461 6,591 R•strkI funds FCDO IfoimwlyOFIOI 12501 Prlory••r 32 •lan¢e4t 31 IKE4 Start Fund 130 B•Lntè>t 1 January 2020 £OOD ARC Repli¢8 FCDO Innovation Ilorrnerly DFID InnovBtionl oihet rered fund5 86 1861 1791 Transfers DKember inloul 2020 £000 £OOD Income Expendilure Éooo £000 429 53 1451 IS9111 General fund$ 2,933 2.484 3,72 1,059 ResirirfÈd fund8 1,059 15901 2.933 12.287) 4.189 2,933 3,543 122671 4,189

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 69 START NETWORK {A ¢ompany 11mld by ¥uaraM•o1 START NETWORK {A ¢orw•ny limited by gu•rante*} NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 FOR THE YEAR ENPED 31 DECEMBER 2021 15. Analy$ls of Nei Assets Between Funds 17. Operating Leage Commitment$ At 31 December 2D21 Charity had CDmmitmenis to makè fLrture minimum lease payments undernon<ancellable operaring leases as follows-. Rpth¢Aed Uwe¥ttictwJ lunds funds Totsl funds 2021 2021 2021 £000 £000 £000 2021 £OOD 2020 £000 Not Lqterthan l year 32 46 rrent assets Z947 4,598 14481 4,150 7,545 19541 Creditors due within one yEar Total 2021 15061 18. Related PartyTran8actlons 1441 6,591 During th0rthroWrè nDtrgnsactlDnÉ wrth rd81 pgrtièsto discloso. Prlory•ar R•strlct4d UMg6trlct4d fund funds Total funds 2020 2020 2020 £Doo £000 £000 19. Analysi8 of Change in Net Debt Coyh At31 flowg D8c4mbgr January 2021 £000 2021 Éooo £000 Current 8Sseis 526 4251 4,777 Cash et bankand n ha 4,082 4.082 31J36 336 7,118 7.118 Creditor5 due wlthin one year Totsl 2020 1571 469 15881 4,189 3.720 16. Pension contrib105 The group opÈr•te$ a ¢YfyfinÉd blIt pen$lon $¢hemw. The 8$¥ts Of the scheme held sepaiatety from those of the gioup in an independently adrninistered fund. The pension Cost chargè représènts contrlbLrtlon$ payable by thè group to thfy fund and amoLWtto £81.00012020." £59.0001. £11.00012020." t11.0}WaS payat4eio Ihèfund at tho bglanc• shw date and WAS Included in oth8rcrsdltors.

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021 70 START NETWORK IA Company Ilmlted by gu•Mnt••l NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 20. Comparative Statementof Financial Activities Restrl¢ted UMe$trl¢ted fuTrJy funds 2020 2020 £000 £000 Total funds Tot81 fuRds 2020 2079 £000 Éooo Note INCOMEFROM Donations and g3cloS Charitable a¢twiti6s 997 2,017 3M14 3,830 62 467 529 646 TOTAL INCOME 1,059 2,484 343 4.476 EXPENDITUREON= Raiging Fundg Charhable Aetl¥kles 240 240 76 590 1,457 1047 1,467 TOTAL EXPENDITURE 590 1,697 2287 7.543 INCOME 469 787 1256 2933 NEf MOVEMENT IN FUNDS 469 787 1256 2,933 RECONCILIATION OF FUNDS Toial funds biwght fomard 2,933 1933 N• movement In fLnds 469 787 1256 Z933 TOTNI FUNDS CNJIRIED FORWARD 469 3,720 4.189 /933

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

ACRONYMS

ADRRN	Asian Disaster Reduction and Response Network
AFPDE	L’Association des Femmes pour la Promotion et le Développement Endogène
ALIMA	Alliance for International Medical Action
ARC	African Risk Capacity
ASECSA	Asociación de Servicios Comunitarios de Salud
AVSI	Association of Volunteers in International Service
C7	Civil Society 7
CADENA	Comunidades judías en México
CLIP	Community-Led Innovation Partnership
COP26	26th Conference of the Parties
DRC	Democratic Republic of the Congo
DRF	Disaster risk fnancing
EDI	Equity, diversity, and inclusion
FALE	Facility Aiding Locally-led Engagement
FCDO	The UK Foreign, Commonwealth and Development Offce
FOREWARN	Forecast-based, Warning, Analysis, and Response Networks
G7	Group of Seven

IDC	International Development Committee
IDEA	Initiative for Development and Empowerment Axis
IHH	India Humanitarian Hub
INGO	International non-governmental organisations
LNGO	Local non-governmental organisations
LNNGO	Local and national non-governmental organisations
MIDEFEHOPS	Le Mouvement International des Droits de l’enfant de la Femme de l’Homme veuf et de leur Promotion sociale
NEADS	North-East Affected Area Development Society
NGO	Non-governmental organisations
NTAG	Nepali Technical Assistance Group
PIANGO	Pacifc Islands Association of Non-Government Organisation
POPI	People’s Orientated Program Implementation
SFB	Start Fund Bangladesh
SFN	Start Fund Nepal
SKILL	Sharing Knowledge and Ideas under Local Leadership
UN	United Nations
UNICEF	United Nations Children’s Fund

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021

MEMBERS (AS OF DECEMBER 2021)

ACTED

ACTION AGAINST HUNGER

ACTIONAID

AGE INTERNATIONAL (THROUGH HELPAGE INTERNATIONAL OPERATIONS)

CATHOLIC RELIEF SERVICES

CHRISTIAN AID

COMMUNITY WORLD SERVICE - ASIA (CWS)

CONCERN WORLDWIDE

CORDAID

NEADS

OXFAM GB

THE AGRICULTURAL DEVELOPMENT ASSOCIATION (PARC)

PIANGO

PEOPLE IN NEED

ALIMA

APPUI AUX FEMMES DEMUNIES ET ENFANTS MARGINALISES (AFEDEM)

ARAB RENAISSANCE FOR DEMOCRACY AND DEVELOPMENT (ARDD) ASECSA

AFPDE

BRAC INTERNATIONAL

BRIGHT STAR DEVELOPMENT SOCIETY BALOCHISTAN (BSDSB)

CADENA

CAFOD

CARE INTERNATIONAL

CARITAS BANGLADESH

CARITAS GOMA

CARITAS INDIA

CARITAS SRI LANKA

DOCTORS OF THE WORLD

DORCAS

GOAL

HEALTH & NUTRITION DEVELOPMENT SOCIETY (HANDS)

HELP FOUNDATION

HUMANITY & INCLUSION

IDEA

INTERNATIONAL MEDICAL CORPS

ISLAMIC RELIEF

MEDAIR

MERCY CORPS

MIDEFEHOPS ASBL

MINES ADVISORY GROUP

MUSLIM AID

PLAN INTERNATIONAL

PRO-VIDA

QATAR CHARITY

RELIEF INTERNATIONAL

SAVE THE CHILDREN UK

SUSTAINABLE ENVIRONMENT AND ECOLOGICAL DEVELOPMENT SOCIETY (SEEDS)

SOLIDARITÉS INTERNATIONAL

TEARFUND

TRÓCAIRE

WAR CHILD

WELTHUNGERHILFE

WORLD JEWISH RELIEF

WORLD VISION

YUGANTER

A NEW ERA OF HUMANITARIAN ACTI N

CONTACT US AT INFO@STARTNETWORK.ORG

startnetwork.org @StartNetwork facebook.com/startnetwork1

Editorial, and Design by: DRINK SUSTAINABILITY COMMUNICATIONS www.drinkph.com

2021-12-31-accounts

CONTENTS

PURPOSE

FOREWORD FROM THE CEO AND CFOO

Moving the needle on systems change

PURPOSE

POWER

THE YEAR IN NUMBERS

START NETWORK’S REACH

OUR VISION AND MISSION

What is Start Network?

Mission, vision, and theory of change

Changing the global humanitarian system

Problems we’re addressing

Our solutions

THEORY OF CHANGE

POWER

BUILDING A NETWORK OF NETWORKS

Decentralising power through locally led hubs

GROWING OUR NETWORK

MEMBERSHIP AND GOVERNANCE TRANSITION

AFGHANISTAN

BANGLADESH

KENYA

PHILIPPINES

SOMALIA

SOUTH SUDAN

HUB PROFILE THE DEMOCRATIC REPUBLIC OF THE CONGO (DRC) HUB

“

GANG KARUME AUGUSTIN

2021 PROGRESS

FUTURE PLANS

HUB PROFILE

GUATEMALA HUB

“

2021 PROGRESS

FUTURE PLANS

HUGO ICÚ PERÉN

HUB PROFILE INDIA HUB

“

2021 PROGRESS

FUTURE PLANS

HUB PROFILE

PACIFIC REGION HUB

“

AKMAL ALI

2021 PROGRESS

FUTURE PLANS

HUB PROFILES PAKISTAN HUB

“

MUHAMMAD AMAD

2021 PROGRESS

FUTURE PLANS

POWER

DISMANTLING UNEQUAL POWER DYNAMICS

Anti-Racist and Decolonial Framework

An iterative framework for a locally led Start Network

PRACTICE

FOSTERING A CULTURE OF INNOVATION

Supporting communities to design their own solutions

COMMUNITY-LED INNOVATION PARTNERSHIP

COMMUNITY-LED INNOVATION IN GUATEMALA

“

Crisis Response and Resilience Lab

PRACTICE

IMPROVING ACCOUNTABILITY TO COMMUNITIES

Incorporating accountability and missing voices into disaster risk financing

Disaster risk financing (DRF)

Decolonising evidence by understanding success from a community perspective

REPRESENTATIVE OF START NETWORK MEMBER NGO

Start Fund Bangladesh develops accountability tools with its local members

“

HUMANITARIAN ACCOUNTABILITY AND COMMUNITY ENGAGEMENT OFFICER

Sharing knowledge and ideas under Local Leadership Grants

“

ALPHONSE KABALA

RESOURCES

A FAMILY OF FUNDS

Early and rapid financing through Start Funds and Start Ready

START START FUNDS READY

GLOBAL START FUND

MADAGASCA R

PHILIPPINE S