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

START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021 

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**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_ 



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## **CONTENTS** 

**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**<br>**THE YEAR IN NUMBERS**<br>**START NETWORK’S REACH**<br>**PURPOSE**<br>**CONTENTS**|**4**<br>**6**<br>**7**<br>**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<br>DISMANTLING UNEQUAL POWER DYNAMICS|17<br>18|



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

|**RESOURCES**|**24**|
|---|---|
|A FAMILY OF FUNDS<br>Launching Start Ready|25<br>26|
|Global Start Fund|28|
|National Start Funds|32|
|LEVERAGING CHANGE THROUGH ACCESSIBLE|35|
|FUNDS FINANCIALS<br>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 

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## **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_ 



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**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<br>CHIEF EXECUTIVE OFFICER<br>**----- End of picture text -----**<br>



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SUZANNE LYNE<br>CHIEF FINANCE & OPERATIONS OFFICER<br>**----- End of picture text -----**<br>





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## **THE YEAR IN NUMBERS** 


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5,079,189<br>People reached  overall for emergency<br>humanitarian assistance*<br>FUNDS DISBURSED<br>**----- End of picture text -----**<br>




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FUNDS DISBURSED<br>£ 2,912,374<br>£ 2,222,115<br>Funds (directly and indirectly) provided<br>to local and national organisations for<br>* Funds disbursed for crisis anticipation** *<br>emergency humanitarian assistance<br>**----- End of picture text -----**<br>



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£<br>£ 14,571,239 £ 2,222,115<br>Funds disbursed overall for<br>emergency humanitarian assistance* Funds disbursed for crisis anticipation**<br>**----- End of picture text -----**<br>


_*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<br>ESTABLISHED HUBS Local and<br>national  33%<br>55 members<br>5 6 LOCAL AND  67%<br>37<br>INTERNATIONAL<br>International<br>ESTABLISHED HUBS POTENTIAL HUBS members<br>MEMBERS<br>**----- End of picture text -----**<br>




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## **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. 



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**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_ 



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## **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. 




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## **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<br>VISION<br>**----- End of picture text -----**<br>



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




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## **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. 



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## **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. 



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## **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** 



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## **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** 



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## **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** 



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## **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** 



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## **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** 



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## **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. 



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## **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_ 



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## **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_ 



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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 



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## **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** 



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## 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. 



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## **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_ 



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## **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. 



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## **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. 



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**----- Start of picture text -----**<br>
Establishment of temporary cooling stations to cushion communities against the impacts of heatwave<br>in Sibi region. Pakistan DRF Programme, 2021<br>© Bright Star Development Society Balochistan (BSDSB)<br>**----- End of picture text -----**<br>


## **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) 



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**----- Start of picture text -----**<br>
£<br>**----- End of picture text -----**<br>


## **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.** 




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## **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** 


**----- Start of picture text -----**<br>
GLOBAL START FUND START FUND BANGLADESH START FUND NEPAL Percentage of Start Funds projects<br>utilising  cash-based assistance<br>1,089,243 8,779 19,001<br>WOMEN AND GIRLS  WOMEN AND GIRLS  WOMEN AND GIRLS<br>REACHED REACHED REACHED<br>48%<br>963,438 8,617 16,617<br>MEN AND BOYS  REACHED MEN AND BOYS  REACHED MEN AND BOYS  REACHED of projects financed through<br>the global Start Fund<br>2,052,681 17,396 35,618 included a cash component<br>TOTAL  PEOPLE REACHED TOTAL  PEOPLE REACHED TOTAL  PEOPLE REACHED in 2021, representing an<br>increase from  44%  in 2020.<br>Disbursement Figures<br>GLOBAL START FUND START FUND BANGLADESH START FUND NEPAL<br>£13,119,674 £240,000 £589,998<br>OVERALL DISBURSEMENTS OVERALL DISBURSEMENTS OVERALL DISBURSEMENTS<br>11% 1.3% 100% 34%<br>£1,400,548 £179,798 £240,000 £200,000<br>ANTICIPATORY ACTION FUNDS DISBURSED DIRECTLY TO LNNGOs FUNDS DISBURSED DIRECTLY TO LNNGOs ANTICIPATORY ACTION<br>2021 2020<br>**----- End of picture text -----**<br>


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. 




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## **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._ 


**----- Start of picture text -----**<br>
Provision of medical care to inhabitants of Maradi Region following the slow onset<br>of a cholera outbreak in some parts of Niger. Start Fund Alert 541, 2021<br>© ALIMA –The Alliance for International Medical Action<br>**----- End of picture text -----**<br>



## **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_ 



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## **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_ 



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## **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 





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## **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<br>its inception in 2021.<br>© Start Fund Nepal<br>**----- End of picture text -----**<br>


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 

34 


## **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 



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35 


## **RESOURCES** 

## **LEVERAGING CHANGE THROUGH ACCESSIBLE AND FLEXIBLE FUNDING** 


**----- Start of picture text -----**<br>
£<br>**----- End of picture text -----**<br>




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£<br>**----- End of picture text -----**<br>


**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 

36 


## **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: 


**----- Start of picture text -----**<br>
INDIA PAKISTAN SRI LANKA THE DRC<br>PALESTINIAN<br>EL SALVADOR GUATEMALA<br>TERRITOR IES<br>**----- End of picture text -----**<br>


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 

37 



## **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 

38 

## **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 

39 

## **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: 


**----- Start of picture text -----**<br>
46% 43% 8% 3%<br>Somewhat  Very satisfied Neither satisfied  Somewhat<br>Satisfied nor dissatisfied dissatisfied<br>**----- End of picture text -----**<br>




START NETWORK | ANNUAL REPORT AND ACCOUNTS 2021 

40 

## **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. 



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## **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 

42 

## **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 

43 

## **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 

44 


## **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 




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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 pl1￿CIpallY 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
R￿Qmmended 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 $Y￿eMIe
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 SO1￿1•n$.
Shifting powei and resources and decemralising decision-making io
locally led networks and organisations.
Building 2 global financing system that redu¢es risk, anti¢ipaies, and
aeis ahead of predieiable erises.
Incentivising innovative. localty led. and contextual solUt￿nS and
learning from them together With people allecied by crlses.
OLir St.'ategic Pricrities Objectives
The events of the pasl two yeais have Challenged us to deepen our
comrnitment to local hurnanitaiian action and the power shifts that this
requires.. to demonstrate thal acting collectively. early. and ahead of a ciisis
can minimise deaih and suffering. and io galyanise our diverse. glowing global
etwork around a critical exaThination of our ethics and tnindsets and
accelerating systems change.
While the vision and mission of Stan Network remain unchanged from our
2019 siraiegy. our 2021 reswnse io evenis was io refiesh and fo¢us our
intention and investment on the following..
Across all areas of our work. we alm io be the charoe we wam 10 see. working
to upholdthe following Pr1￿ClP1eS and expecting the same from our staff, hubs.
and rnembers.
accelerating our 'loCalisatio￿. ambitions by embedding power shifts,
decentralisation and collective action across all Stsrt Network initiative$
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. Tackli￿9 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 I￿tegra1 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
ma￿ng.
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 refle￿1ve 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 FIna￿CIng 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, infra￿ru￿u1e 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 Trans1￿MatIon - 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
Tiu￿ees 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 dig￿rtY 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 dec￿l0n-Maklr￿j 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 d￿aSter
risk financing piogrammes inio new couniries
build a body of evidence and good practice for locally led in￿0VatIve and
sustainable humanitarian a¢tion through refl￿tIonS. 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 Off￿e 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 fu￿1[￿. £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 Ne￿Ork 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[n￿lttee in August 2020, we considered the Impact of thi5 tnergei on
future grants to Start Network and plotted scenaii08 that d￿￿onstrated 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
$y￿eMS in place io address ihe key risks io which ihe network may be
exposed.
understanding of member risk
re. use of funds,. dSssemlnation
of handbook to members 2nd
associated training.. PEP and
sanction checks.
Thetrusteesdischargethis responsibilitythrough board meetings, the Riskand
eompliance eommittee and reviews of the effectiveness of Start Network's
risk management frameworl designed to support informed decision tnaking.
The systems of internal Control intend to appropriately manage rather than
eliminaie risks They give reasonable - raiher than absoluie - assurance and
provide a consistent approach to identifying, a8se8sing and dealing with key
ri$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, [￿anageme￿t
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 pla￿￿ed,- 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 TrU￿ee$ 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$hip Poli¢y.
Member representatives on the Assembty are nominated by each member
agency and are usually CE05 01 Hurnanitarian Diieclor5. They ale the
individuals authorised to vote on AGM matters and take part in decision
Ma￿ng on behalf of their organisations.
The Board is SUPPOrted by sub<ornrnittees, as shown below, while the day-to-
day iunning ol the charity 15 the Yesponsibility of the CEO and CFOO who jointty
report to the Chair of frustees.
Methods of Appointment or Election of Trustees
The tnanagernent ol the chaflty is the responsibility ol the trustees who are
elected and ¢o-OPted under the terms ol the Memofandurn ol Asso¢iation.
Start N.'.fiti:.'orl- Q_io criin,
A¥seM￿Y
B••rdof Tiust*•$
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 Operati￿41 and strategic oversighi of the
start Fund
Responsible foithe operational and siiategK oversight of Start
Ready
OvÉrsèÈs tho managèmènt Df flngncos. treasury and r￿Orv@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 (l￿dePendent 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 Ne￿OrK and member trustees are ele￿ed 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 cOn515te￿IY
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 inform￿lon.
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 ilu￿ees, 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.
theDir￿tOrS, 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 Inconsister￿leS 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 $pe¢ified by law are noi made
• we have not recelvèdalllhe InlormatSon and explanatlons we requlre for our
audit.. or
Ihe trustees weie not entitled to prepare the financial statements in
accoidance with the small companies iegitne and take advantage of the
stnall companies. exernptions in preparing the Tiustees. and Directois,
Report 8nd fiom the requirernent to prepare 8 Str8tegic ieport.
Respon8ibilitie8 of Trustees
As explained tnore fully in the tiu8tees' 1£8ponsibilities 8tatetnenL the trustees
(who are also the directors ol the Chaiitable Company for the puiposes of
company lawl are responsible lor the preparation of the financial statetnents
and for being 8atl8fied that they give a true and fair view. and for such internal
control as the trustees determine Is necessary to enable the preparation of
linancial statem￿t5 that are free from material misstaternent whether due to
Iraud or error.
In preparing the financial statements, the trustees ale responsible for
assessing the Charitable company's ability to continue as a going concern.
disclo$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[ne￿tS.
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 C*Jr 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 compa￿YS
members 1ho8e matters we ale required to state tDlhem in an auditor's reporr
and foi no oihei purpose. To the fullest e￿e¢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$llunds
2021
2020
£ODO
£000
Note
INCOME FROM
Donations and legacies
Charitable a￿4VitIeS
2fv27
2*52
5,179
3,074
469
529
TOTAL INCOME
2A27
2.821
5h48
1543
EXPEMDITLIRE ON..
Tirn Redwood
Senior Staiutory Auditor
Fof and on behalf of
Qowe U.K. LLP
siatutory Auditor
London
R4lsln9 Funds
aritable A¢tlv(¢ies
40
336
376
240
815
2,DSS
2A70
Z047
TOTAL EXPENDWTURE
855
2J91
3.246
2287
NET IMCOME
1.9n
430
2A02
1.256
13 July 2022
NEf MOVEMENT IN
FUNDS
1,972
430
2A02
1.256
RECONcIL￿TION OF
FUNDS
Total funds brought
forward
469
3,720
4.189
Z933
movemeni In funds
1,9n
2A02
J,256
TOTAL FUNDSCARRIED
FORWARD
2A41
4.150
6￿97
4789
Tho&itémeMof Firt￿¢￿1 AUWitVdS in¢ludps alIga￿s8￿￿ knssesre￿9nI￿ed IDtheyear.
Theth*e$ pY$6￿7￿f01rn p8rt0flwfn8t￿Ial statW[￿n1s

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021
60
START NETWORK {A ¢ompany 11ml￿d 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
3￿36
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 th*￿*r
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•rKlll*tl¢n oi In fundst¢nrf u$h flowftom
(*pWa￿Th4 arfiwRI
Creditors.. amounts ffilli
due within one ye8r
19541
1588)
2021
£ODO
2020
Èooo
W4tlncomg lor thg ￿•d 1pM Stat4m4fttol Flnanclal Actl¥ll•sl
Adlustm4nts for
IID¢rea$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
Thefin8￿￿l8￿te￿￿l￿h9￿el￿nPrep￿e0 In K¢wdonrewththeprovi%i0n%8ppk¢oWeloenlii￿
su¥èettothè *naIlerryan￿%￿91Mè.
The finan￿01 slatenEnls akyoved lor Issue by the Truthe¥ Si￿ed
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 11ml￿d 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 (legi￿ered
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 prePar￿10n 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
$tatemeMs. The irustees have also eonsidered the global financial
Impact as part of the going concern ieview and concluded that there are
no specific risks which affect the charty's ability to continue over the
next twelve tnonths from the date of approving the Annual Report.
The financial statements have been prepared in accordance with the
Charities SORP IFRS 102) - Accounting and Reporting by Charities.
statement of Recornmended Practice applicable to charities prepaiing
their accounts in accordance wfih the Financial Reporting Standaid
applicable in the UK and Republic of Ireland IFRS 1021 {effective I
January 20151. the Financial Reporting siandaid applicable in ihe UKand
Republic of Ireland IFRS 1021 and the Companies Act 2006.
Thelrustees have considered..
cash posftion and a serles of cash flow proje￿10n$
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 hI￿or1eal cosi 01
tranSa￿10Th 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 aMO￿nt
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 t￿re 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 inCu￿ed 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 11ml￿d 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 In￿ruMe￿$ 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 IntErnat￿nI1
Development Innovationl
Hitton FoUndat￿Th
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
FI￿Ch 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 adMini￿e￿Ing
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 11ml￿d 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
Contiibuti￿tO 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 [ech￿gedtOthLld
partie5
14}
Total 2021
855
2.391
3,246
2.287
I￿al 2020
590
1,697
2,287
Total 2021
469
469
529
T￿81 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
T￿al 2020
240
240

A START NETWORK I ANNUAL REPORT AND ACCOUNTS 2021
65
START NETWORK {A ¢ompany 11ml￿d 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 A￿l¥ltIeS l¢omlnuedl
8. Auditors. ReMu￿ratiOn
Analysls of dlr4ct coBts Ofcharfta￿0 actl¥ltl4s
21J21
Éooo
2020
£000
Char6t*bh Charftable
aCtIv￿•5
eEtMties
2021
£000
2020
Fees payable iothe Charit￿$ 8￿(¢0[t(¥1he audit olthe
Charrty's annual accourit5
20
27
Staff co*s
Con5ullancy and PlDfe53ional fees
Communication5 and Tharket￿9
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 p￿510￿ 5chemey
1.488
7.284
106
59
7,450
Total 202D
In 2021 mater￿1 Piogramme di5buisefflentsweie madetoA50ciacion de Ser¥K￿5
Comunitarw)5 de Sa￿d ASECSA1£287kl and Savethethildren UKl£112kl.
1,726
There areno redundan¢y paymErts 01 costs in the yeaito 31 December 202112020.. £nirJ.
Analy￿5 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 11ml￿d 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¢On￿nUedI
12. Creditors: Amount$ Falling Due Within One Year
Thonumbarof 0rnplDyOoswhDsoèmpkJyoèb￿éf￿SI@XelUd[ng@mP1oY￿panS10ntOSts)
ex¢e•d É60.000 was..
2021
£000
2020
£000
2020
Tiade Cr￿ltorS
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 p*sonnel 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 11ml￿d 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. st￿ement of Fund$ l¢ontinuedl
euvr4M ygar
R•siilciod funds
Bala￿44t
31
Tr*nif•r$ D•¢•mb•r
inlout
2021
£OOD
FCDQ Iform•rty DFIDI & IKEAISTART FiIKII
9*￿Tr¢•￿t
l jatt￿lY
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 InnOVat￿l- ELRHA
R•strktgd fvnds
These funds are dedicated to a communrt￿1ed innov*lon 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£￿hn￿al 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 re￿r￿led funds
361
Funds dedicated to African ￿￿k Capacity IARei which 15 a pioneering initrdtwe
working Wrth Afr￿aTh Govwnments to tran$foim ¢llmate risk management a¢ioss
Sub4aharan Afr￿a. ARC Se15 Standaidsfor disaster risk management by piovidlng
early warning Systems. coniingency planning and climate finance Bcross the
conlinpnl. It aiTns to impiove the piedictabilrty and spped at which iespDn5es to
natwal disasters are Implemented. through proactt¥e risk managemeF)t.
Participating African Government5 pay premiums to recewe pay￿ul$ for earty
reswnses for prtragreed contingency p13n5.
212
212
69
1701
IB551
469
I￿7
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 11ml￿d 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 F￿d9
Prloryg•r
Currnntywr
Bala￿44t
31
Tr*nif•r$ D•¢•mb•r
inlout
2020
£OOD
Bala￿•thI
31
9*￿Tr¢•￿t
l jatt￿lY
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$trl¢ted funds
469
2,827
2,441
2,933
11,697)
3,720
4,189
132461
6,591
R•strkI￿ funds
FCDO IfoimwlyOFIOI
12501
Prlory••r
32
•lan¢e4t
31
IKE4 Start Fund
130
B•L*ntè>t
1 January
2020
£OOD
ARC Repli¢8
FCDO Innovation
Ilorrnerly DFID InnovBtionl
oihet re￿r￿ed fund5
86
1861
1791
Transfers DKember
inloul
2020
£000
£OOD
Income Expendilure
Éooo
£000
429
53
1451
IS9111
General fund$
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 11ml￿d 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 th0￿rth￿roW￿rè 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
3￿36
7,118
7.118
Creditor5 due wlthin one year
Totsl 2020
1571
469
15881
4,189
3.720
16. Pension contrib￿10￿5
The group opÈr•te$ a ¢YfyfinÉd b￿lIt 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
3￿43
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 

71 

## **ACRONYMS** 

|**ADRRN**|Asian Disaster Reduction and Response Network|
|---|---|
|**AFPDE**|L’Association des Femmes pour la Promotion et le<br>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<br>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<br>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<br>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 

72 

## **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 




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## **CONTACT US AT INFO@STARTNETWORK.ORG** 

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