2022-12-31-accounts

ANNUAL REPORT AND ACCOUNTS 2022

RESHAPING POWER, REBUILDING SYSTEMS. TOWARD A COLLABORATIVE HUMANITARIAN SYSTEM

Access a digital version of this report here

Hub Connect 2022 in Istanbul, Turkey. Photo Credit: Start Network

Start Network is a company and charity registered in England and Wales with company registration number 09286835 and charity registration number 1159483.

Start Network, Albert House, 256-260 Old St, London EC1V 9DD

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.

I have not yet come across such collective action, especially for an effective response.

ANIL POKHREL

Chief Executive of Nepal’s National Disaster Risk Reduction and Management Authority ~~”~~ (A 2022 Start Fund Nepal partner)

The Start Ready financial mechanism establishes procedures for the rapid transfer of funds, enabling communities in the Philippines threatened by typhoons to take preventive measures days before they arrive.

SFB supported communities to better access to water by supporting to repair community tubewells in Sunamganj, implemented by CNRS Photo Credit: Start Fund Bangladesh

STEFAN HUBER

Director, Swiss Re Foundation ” (a 2022 Start Network programme funder)

ANNUAL REPORT AND ACCOUNTS 2022

INSIDE COVER | 2

CONTENTS

RESOURCES

4 FOREWORD FROM CEO AND CFOO

38

7 OUR GLOBAL REACH (2022)

39 START READY 41 START FUNDS 50 2022 START FUND HIGHLIGHTS 51 2022 START READY HIGHLIGHTS

8 2022 IN NUMBERS

9 FIVE KEYS OF SYSTEM CHANGE 55

RELATIONSHIPS

11 PURPOSE

57 MEMBERSHIP ENGAGEMENT 61 FORECAST-BASED, WARNING, ANALYSIS AND RESPONSE NETWORK 63 DONORS AND DONOR ENGAGEMENT 64 STRENGTHENING OUR CONNECTIONS 65 ACRONYMS 66 OUR NOMENCLATURE 67 TRUSTEE’S REPORT AND FINANCIAL STATEMENTS 90 MEMBERS 92 BACK COVER

12 WHO WE ARE 13 THEORY OF CHANGE

16 POWER

17 HUB HIGHLIGHTS 22 HUB PROFILES 28 PRACTICE 29 START NETWORK STRATEGY 30 FROM FRAMEWORK TO ACTION 32 CATALYSING A CULTURE OF INNOVATION AND LEARNING 36 OUR ADVOCACY IN 2022

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TABLE OF CONTENTS | 3

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CHRISTINA BENNETT
CHIEF EXECUTIVE OFFICER
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FOREWORD FROM THE CEO AND CFOO

Reshaping Power, Rebuilding Systems

What a year to be a member of Start Network[1] !

If we thought that our collective emergence from the Covid-19 pandemic would bring with it calmer waters, we were wrong. In 2022, international repercussions of the conflict in Ukraine diverted our capacity, strategic focus and funds. Climate emergencies in places like Pakistan (heatwaves and floods), Bangladesh (floods) and Somalia (drought) offered a glimpse into a potentially catastrophic [[MOU1]][[MM2]] future. As somewhat predictable hazards, they called into question—again—the reactive nature of the sector. Global inflation, cost of living crises and supply chain shortages made our jobs harder and more expensive while compelling donor governments to scale back their assistance. In short, in 2022, we had to do more with less amidst growing needs and expectations from communities at risk.

1Start Network refers to the UK based charity. The charity’s wider network of members will be referred to as The network or the membership. See our nomenclature statement on page 56 for more details.

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SUZANNE LYNE
CHIEF FINANCE & OPERATIONS OFFICER
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FOREWORD FROM THE CEO AND CFOO | 4

A remarkable year

Set against that backdrop, the achievements of Start Network— including its membership, network of networks and team—are all the more remarkable. Together, we defied the challenges of 2022 and advanced our strategy and systems change through collaboration and joint purpose.

In 2022, we expanded our membership and shifted power to local and national organisations. We surged toward our goal of diversifying our membership by approving 31 new members in Pakistan and Afghanistan. This brought us to 84 members , 56% of which are local and national organisations . We supported 11 hubs in various stages of exploration and incubation, including six that joined our fold from Afghanistan , Bangladesh , Kenya , the Philippines , Somalia and South Sudan .

We shifted emergency resources to our members quickly and efficiently— increasingly in anticipation of crises and increasingly directly to local organisations . We have had the most active year to date across our family of funds disbursing more than £24 million in total in 2022 in anticipation and response to humanitarian crises worldwide.

Of this, our global Start Fund disbursed more than £20 million to members in 2022, bringing our total to

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31 NEW MEMBERS IN
Pakistan
Afghanistan
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£2.67 MILLION RISK POOL covering eight hazards in six countries

£107 million since inception across more than 660 alerts and assisting 27 million people since the Start Fund mechanism began. In addition, national Start Funds in Nepal and Bangladesh continued to disburse £1.7 million locally in 2022. Start Ready , our pre-positioned funding mechanism, went live in the year with a close to £3 million risk pool covering 8 hazards in 6 countries (Pakistan, Bangladesh, Philippines, Senegal, Zimbabwe, the DRC) . It has since triggered 3 times disbursing funds ahead of crises in Pakistan, Zimbabwe and Senegal. Across our initiatives, we disbursed 35% of our funds directly to local organisations.

We shifted our practice to be more locally led and equitable. In places like Bangladesh and the Philippines,

Beneficiary received sheeps as livelihood support after being affected by flash floods in Bangladesh to continue dignified life Photo Credit: Start Fund Bangladesh

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FOREWORD FROM THE CEO AND CFOO | 5

Start Network members shared the funds they received as overheads with local partners, supporting core costs such as organisational reserves, IT and insurance. In India and Guatemala hubs, we worked directly with communities to identify and scale homegrown innovations (such as chemical-free fertiliser developed from natural mountain micro-organisms, that promotes crop health and boosts soil fertility, thereby providing a solution that at could help solve pervasive food-related humanitarian challenges) [[MOU3]] and supported local risk modellers in places like the Philippines and Madagascar to bring ‘citizen science’ to our anticipation work.

Across our initiatives, we measured our progress, documented our learning, communicated our findings and advocated for systems change to a range of external audiences, including the G7 and C7, at the Humanitarian Networks and Partnerships Week (HNPW), the Economic and Social Council of the UN and regional dialogue platforms on crisis anticipation in Africa and Asia. We also participated in nine events at the COP27 climate summit in Egypt.

We expanded our donor base from six to 13 funders while still receiving strong commitments from our long-time and trusted donors. Start Fund Bangladesh and READY Pakistan continue to fundraise directly for their initiatives thanks to our collective efforts in brokering important relationships with donors and advocating for direct funding to local organisations. Our hub in Pakistan, for instance, independently secured a grant of €1.2 million for its flood response in 2022.

Looking ahead to 2023, we aim to meet our three-year goals, draw a line under our current strategy and look toward an ambitious future, including by:

Scaling our funds and risk financing to service our growing hubs and membership while adapting them to be more accessible to local and national organisations at the forefront of crises

Building and refining our disaster risk financing models in those countries where we operate while exploring new financial services to complement our family of funds

Strengthening and supporting Start Network hubs to become trusted and effective drivers of contextually-relevant systems change

Developing a business model and financial model for our growing network of networks to demonstrate the viability and sustainability of our collaborative movement for change

Delivering value through our funds and financing, as well as through joint policy, advocacy and activism

If 2022 has demonstrated anything, it is that Start Network is a resilient and adaptable organisation committed to driving a more efficient, effective and locally led era of humanitarian action. So whatever 2023 may bring, we know we can rely on our committed membership, network of networks and our courageous and unstoppable team to achieve great things together—for ourselves, for our network and for communities at risk and in need around the world.

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FOREWORD FROM THE CEO AND CFOO | 6

OUR GLOBAL REACH (2022)

Start Network’s primary financing mechanisms (Start Funds and Start Ready) assisted 2.7 million people across 48 countries .

Total Start countries with Network Start Network 84 48 members activities in 2022

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Crises responded to in 2022
Member operational presence
Hub locations
Programme locations
(Start Funds, Start Ready, Disaster Risk Financing
(DRF), Innovation through theCommunity-Led
Innovation Partnership (CLIP), ARC Replica)
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OUR GLOBAL REACH | 7

2022 BY THE NUMBERS

£18.5 million

Total funds disbursed for crisis response through the funds and financing mechanisms

£5.5 million

Total funds disbursed for crisis anticipation through funds and financing mechanisms.

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Number of local/national
47
members in the network
Number of international
37
NGOs in the network
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Resource Mobilisation

Total unrestricted income

£3.3 million

(unrestricted income as per annual accounts)

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Total income
£6.4 million
(total income as per legal accounts)
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2022 BY THE NUMBERS | 8

Coordination meeting at Asecsa head office in Chimaltenango Guatemala Photo Credit: Alessandra

FIVE KEYS OF SYSTEMS CHANGE

In 2021, Start Network adopted a new framework to help us actualise our ambition of transforming the outdated humanitarian system. The 5 keys of systems change[1] serve as our guide to effecting change in different ways and at different levels. In this way, we can maximise the impact of our efforts.

1The five systems change keys were inspired by and adapted from the frameworks on systems 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/

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SECTION TITLE | 9

THE FIVE KEYS

PURPOSE

Communities affected by and at risk of crisis feel and demonstrate their agency and power in a locally led humanitarian system that assists/protects them

POWER

Decision-making, ways of working and focus areas are determined by local and national organisations in support of community priorities

PRACTICE

Activities (actions, programmes and behaviours) are designed to be accountable to people and communities

RESOURCES

Funds flow to and are managed by local and national organisations to respond to and increasingly act ahead of predictable crises RELATIONSHIPS

Collaboration and partnerships are equitable and sustainable in support of community priorities

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SECTION TITLE | 10

Child with excitment after receiving winterisation kit_Musahar Basti Rautahat_N-11 (Response Cold wave)

Photo Credit: People in Need Nepal epal

PURPOSE

We have redefined our purpose and, by prioritising locally led action, we can drive system-level shifts in the way humanitarian action is approached, resourced, and delivered. We believe this will lead to greater accountability to communities at risk of crises and a more effective humanitarian system.

To achieve the large-scale transformation needed for the humanitarian system, we begin with a fundamental shift in mindset: an intentional and purposeful reorientation towards locally led humanitarian action and empowering those communities affected by and at risk of crises.

“ It’s not actors that need to change, it’s the role of the actors within the system. SAJID MOHAMMAD RAIHAN Start Fund Bangladesh ”

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WHO WE ARE

WHAT IS START NETWORK?

Start Network is a systems change organisation that supports its 84 local, national, and international organisations . Collectively, we work to drive systemlevel shifts in the way that humanitarian action is approached and delivered.

We work across six continents to tackle what we see as the most significant systemic problems in the global humanitarian sector: centralised power and decision-making, slow and reactive funding, and an aversion to change. Problems like this mean that people affected by or at risk of crises do not receive the support they need early enough, in a dignified way, or, in some cases, at all.

OUR MISSION

OUR VISION

Our mission is to drive system-level shifts in the way humanitarian action is approached, resourced and delivered. We do this by demonstrating powerful alternatives for collaboration that focus on locally led action and centring people affected by and at risk of crises. By driving a culture of innovation and learning, we’re empowering people on the frontlines to provide effective, locally led responses when and before crises strike.

Our vision is for a new era of humanitarian action that is locally led and accountable to people affected by and at risk of crises. We aim to transform the global humanitarian system into one that is led from the ground up and is no longer dependent on reactive solutions. We believe transforming the system will lead to communities with increased agency that build resilience and promote the dignity of their people.

OUR VALUES

• We put people first. The needs of the communities we serve are prioritised in our decision-making and programming.

• We are brave. Transforming a global system requires great ambition, as well as the willingness to take risks to achieve it.

• We operate collectively. We leverage the value of working as a network, sharing risk and resources, and learning together.

• We are inclusive. We see the value in diverse perspectives and work to remove the barriers that prevent voices from being heard.

• We are open. We take pride in being transparent with work and imbibing it with integrity. Doing so builds mutual trust in all levels of our work, from governance to programming.

• We are ethical. We behave and operate based on key principles of anti-racism, non-discrimination, and anti-colonialism. This is a work in progress.

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THEORY OF CHANGE

IMPACT

VISION

SYSTEMIC CHANGES

NETWORK OUTCOMES

A more effective CHANGES humanitarian system in which people A locally led receive better quality humanitarian system, support, maintain A humanitarian system accountable to people their dignity, exercise that is locally led affected by and at risk their agency, and of crises are protected from A global financing suffering and harm system that is riskinformed, needs-based, rapid, and acts ahead of predictable crises

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STRATEGY
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PROBLEMS

Locally led decisions Catalysing a locally led and actions that drive solutions to crises A global financing network of networks system that is riskinformed, needs-based, The global for equity in power, Risk-informed, flexible rapid, and acts ahead humanitarian system is not accountable to decision-making, access to resources, financing models that respond to neglected of predictable crises people affected by or and voice and predictable at risk of crises and emergencies A global humanitarian fails to adequately Expanding a family system that is flexible support them because of funds and Shared ideas and peer and context-specific it is: contextually-relevant learning that drive in its mindset, POWER IMBALANCEDCENTRALISED AND financial services for timely, proactive, and risk-informed crisis contextual, sustainable approaches to humanitarian action approaches, and behaviours action Promoting a culture REACTIONARY AND of innovation SLOW and learning for continuous evolution, experimentation, and INFLEXIBLE AND iteration RESISTANT TO CHANGE

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Start Fund Bangladesh supported communities repair house and create hatti protection to protect the house from strong waves through extended humanitarian assistance window, implemented by CNRS Photo Credit: Start Fund Banglades

THE PROBLEMS

THE SOLUTIONS

Decision-making is centralised, meaning that donors’ and aid agencies’ priorities are disconnected from the communities that are actually at risk of or affected by crises.

We are shifting power, resources and decision making to locally led networks and organisations.

The current system is reactive, fragmented and inefficient.

We are creating a global humanitarian financing system that is focused on reducing risk and anticipating and acting ahead of predictable crises.

The sector’s incentives and ways of working are outdated, inflexible and resistant to change.

We support communities in developing and applying innovative solutions to humanitarian problems.

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OUR WHY

Why do we advocate for change?

The notion that solutions in the humanitarian system are held in the Global North has led to a concentration of power, influence, and resources away from the communities that need them the most. 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.

Why is this important (for the humanitarian sector and beyond)?

From our Hubs at Hub Connect 2022: State of locally-led humanitarian action in 2022

The Active Learning Network for Accountability and Performance (ALNAP) State of the Humanitarian System report in 2022 indicates that the system is performing without making progress . Approximately 167 million people require humanitarian support, with the sector being able to assist about 60% of them. The humanitarian system has also failed to advance committed reforms, such as the Grand Bargain and Charter 4 Change.

In 2022, funding to local organisations has decreased by 10% , with only 11% of local populations represented in leadership roles. Anticipatory action, which is proven to be more cost-effective and ethical, accounts for a mere 2.3% of overall humanitarian efforts. Additionally, the system’s accountability remains primarily to donors rather than at-risk communities , resulting in a continued lack of meaningful engagement. Given the lack of progress, our network of networks is now more crucial than ever. As we continue to develop and implement alternative approaches to humanitarian assistance and unite as a diverse group, we demonstrate that transformative change in the sector is truly possible.

Person with disability takes seat with pride after getting winterisation kit Yamunamai Rautahat_N-11 (Response cold wave) Photo Credit: People in Need, Nepal

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Alert 646 Nigeria: Jibril Nuhu laying mud bricks to rebuild Oct 2022 Photo Credit: Mdevaan Nyitor

POWER

“ We need to move progressively, no matter how slow it is, to shift power from institutions to communities- this is the best form of accountability.

GLORIA SOMA ” Titi Foundation (South Sudan)

Local organisation membership increased from 6 5 Hubs in Hubs in 33% to 56% incubation exploration in 2022

We are focused on shifting resources, decision-making, programme design and implementation to local organisations (while continuing to amplify local voices in global platforms of influence) to support the dismantling of unequal power dynamics.

Together with local and national organisations, we are reorienting power so that communities can choose their philosophies of operation and humanitarian priorities, laying a foundation for themselves and similar groups to break free from the influence of the traditional aid system and the Global North.

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HUB HIGHLIGHTS

THE DEMOCRATIC REPUBLIC OF THE CONGO (DRC) HUB

• Completed the hub’s legal registration in the DRC

• Formed five committees for the oversight and management of membership, safeguarding, programmes, fundraising and advocacy

GUATEMALA HUB

Decentralising power in the humanitarian system called for us to change the ways in which we operate and our structure as an organisation. To accomplish this, we established the following strategic objectives in order to achieve these changes:

• We will develop a “network of networks” through locally led country and regional hubs

• We will distribute governance and decision-making to these hubs;

• We will turn Start Network into a service provider that plays a supporting role in helping local actors reform the humanitarian system and address challenges on the structural, political and operational fronts.

• Supported 21 innovators through the Community Led Innovation Programme (CLIP)

• Received an organisational strengthening grant from Start Network and utilised this to create peer-to-peer organisational strengthening opportunities for hub members, which included the creation of a guidebook and providing training sessions.

INDIA HUB

• Supported six innovators through the India Innovation Hub focusing on inclusive responses to emergencies in India

• Developed a governance structure for the hub’s secretariat, and expanded the moderating team to facilitate the inclusion of more local organisations

PACIFIC REGION HUB

SUPPORTING EXISTING AND PROSPECTIVE HUBS

Hubs are locally led coalitions and networks composed of local, national, and international humanitarian civil society organisations working together to deliver contextually relevant funds, financing and innovative solutions to humanitarian crises in their contexts. These are strengthened by our Hub Incubation Fund, which aims to support hubs in taking charge of their governance, internal structures and their progress. In 2022, we provided grants through this fund amounting to £173,294.

• Worked to improve accountability systems of its members through the creation of a Toolkit that supports the conduct of self-assessments and defines areas of support and improvement on programming

• • Supported national hubs across the Pacific Region to respond to localised disasters

PAKISTAN HUB

• Pre-financed and implemented early action for predicted heatwaves, drought and floods to mitigate the worst of disasters for people affected by the crises

• Secured significant grants for the hub from donors such as the German Federal Foreign Office

Read more in the hub profiles on page 23

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KEY ACHIEVEMENTS IN 2022

HUB CONNECT

Building a strong collaborative locally led movement is fundamental to shifting power in the humanitarian sector. To this end, Start Network organised its first in-person Hub Connect Conference since the global pandemic. Held in Istanbul, the event brought together old, new and prospective hubs, providing an opportunity to strengthen relationships between hub members from across the globe. Hub members discussed how to drive forward system change and support peer learning. They also began to codesign solutions to improve hub funding mechanisms, accelerate localisation, enable peer-accountability, clarify the role of INGOs in hubs, and enhance hub accountability to communities affected by or at risk of crises.

Hub Connect sought to:

• Build and strengthen solidarity and peer connections among hub leaders

• Share and celebrate achievements from the last three years of the hub journey

• Enable hubs to share what they have learned from the last three years and support one another in tackling the issues that they are facing

• Tackle strategic dilemmas including for instance,how Start Network can support hubs financially during their development while giving space for them to maintain their agency and build sustainability

INCREASING INCLUSIVITY THROUGH OUR MODULAR DUE DILIGENCE SYSTEM

We continued to develop our modular due diligence system, which aims to improve the accessibility of resources for local and national NGOs, challenge the current compliance culture of the humanitarian sector, and move away from the pass-fail model of due diligence.

Here are some key achievements in 2022 for our due diligence system:

• Using our new tiered framework, 61 organisations including both members and programme partners completed Start Network’s due diligence refresher process. Another 30 new member organisations from Pakistan and another four programme partners in Nepal were freshly assessed.

• We engaged national and regional due diligence agencies to assist us in making our tiered due diligence system more context-appropriate for different regions.

• We trialled a ‘modular due diligence’ model, which actualised the use of contextual adaptations in our tiered due diligence model, making it even more inclusive for local and national organisations, which most often struggle to meet global risk and compliance demands.

• Start Network also began building a global digital repository of due diligence information that can be accessible by the wider humanitarian community. This will help catalyse the ‘passporting’ of due diligence to reduce duplication of compliance processes across the humanitarian sector.

• Together with partners, we hosted a hybrid event on due diligence at the Humanitarian Networks and Partnerships Week (HNPW) 2022 called “Building an inclusive compliance landscape: Modular due diligence and a global digital repository.”

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REIMAGINING RISK AND ACCOUNTABILITY

The prevailing approaches to risk management in the humanitarian sector have been identified by Start Network as one of the most important blockers to supporting locally led action. In 2022, we explored new approaches and tools for assessing and managing risk. These initiatives and tools put accountability to communities at risk of crises at the centre and remove barriers to funding faced by local and national organisations.

Here are some of our key initiatives for advancing an improved approach to risk and accountability:

• Our modular due diligence system, an off-shoot of the tiered due diligence system took on a risk-based approach that seeks to lower barriers to resources for local and national NGOs.

• We provided local and national organisations with opportunities for organisational strengthening through our grants, which allowed the membership to gain access to more funding as they advance through our tiers.

• Following the launch of a Risk and Accountability initiative at the 2021 Start Network Assembly, we worked in partnership with Humentum to bring together a diverse group of people and organisations to co-design new solutions and tools for assessing and managing risk in the humanitarian sector. After this ideation phase, Start Network organised an advisory group to score proposed approaches and long-list them. These solutions ranged from:

• 1 • A framework measuring the intangibles of trustworthy organisations (to supplement compliance requirements historically measured by traditional due diligence processes);

• 2 • To the development of a trust-based guarantor system enabling direct and flexible funding to local organisations.

• A number of those ideas will begin to be piloted and tested from 2023 onwards

• • Through events such as HNPW 2022 and COP 27, we advocated for reimagining risk and accountability in the humanitarian sector.

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INCREASING L/NNGO ACCESS TO FUNDING

Our network provides more opportunities for local and national organisations to apply for and access funding.

• START FUND NEPAL RECEIVED £1.5 MILLION IN UK FUNDING FROM THE BRITISH EMBASSY IN KATHMANDU (BEK): Working through local expertise, Start Fund Nepal reached more than 35,000 people and helped them mitigate the damage caused by floods and landslides. It also took anticipatory action towards landslides and a cold wave that had reached multiple local units in the eight districts. With the additional funding from the BEK, Start Fund Nepal scaled up its processes and addressed risks caused by extreme climate change.

• START FUND NEPAL ONBOARDED 10 MORE LNGOS:

This brings the total number to 16 LNGOs matching the number of INGOs (16), thereby bringing equal weight into the decision-making governance structure. Three LNGOs from Start Fund Nepal’s pilot phase have gone through due diligence assessment and have been placed in TIER 3 with direct access to funding. LNGOs indirectly accessed around 79.08% of total funds disbursed by Start Fund Nepal in 2022, compared to the 67.5% fund they received in the fund’s pilot phase.

• READY PAKISTAN HUB INDEPENDENTLY FUNDRAISES FOR FLOOD RESPONSE:

Affecting more than 33 million people, the 2022 flooding in Pakistan was one of the most severe hazards experienced in the country. READY Pakistan Hub collectively raised awareness on the crisis to advocate for funding in order to support people who lost their

homes and livelihoods. After accessing financing through the Start Fund, the hub’s national reserves, and €1.2 million from the German Federal Foreign Office,. READY Pakistan worked with local partners to assist people most impacted by the flooding and also utilised national mainstream media to draw more attention to the crisis, increasing visibility of this disaster internationally.

• START FUND BANGLADESH IMPROVES FUNDING ACCESS: Start Fund Bangladesh has been working towards increasing local and national organisations’ access to funding through partnerships, crisis funding and organisational system strengthening. For instance, Start Network onboarded Eco-Social Development Organisation (ESDO) in Bangladesh as the first local host agency to host different programmes in the country. This is a unique way of demonstrating national NGOs’ capacity to manage funding. Start Fund Bangladesh also received generous support of £1.6 million from the Foreign Commonwealth and Development Office (FCDO) and US$200,000 from the Center for Disaster Philanthropy (CDP) to reach approximately 1.32 million people affected by devastating flash floods in the country. Local NGOs had the opportunity to directly access these funds and respond to the crisis. Start Fund Bangladesh also enabled local and national member agencies to access funding directly to support organisational strengthening. These projects were funded by US$100,000 from the Swiss government and US$90,000 from the Share Trust.

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LAUNCHING THE POWER FOOTPRINT PROJECT IN COLLABORATION WITH CHARITY ORGANISATIONS

The power footprint of an organisation measures the amount of authority, control and influence that the body exerts within a system. Reducing our power footprints will enable us to become more effective and relevant by providing an avenue for correcting power asymmetries that pervade the global humanitarian system. Apart from influencing positive changes aligned with our five keys framework, measuring power footprints will also pave way to increase transparency about where power lies within the sector.

In 2022, Start Network along with other diverse organisations that provide humanitarian assistance co-designed the Power Footprint Project. The project involved the co-creation of metrics that organisations can use to measure their power footprints then course-correct where needed. Following this process, we invited more organisations to participate via open call (ensuring inclusion of INGOs, NNGOs, LNGOs and CBOs) after which we will hand over custodianship of the project to them, so they can evolve it further to hold themselves and other organisations more accountable for the power they exert within the system and beyond.

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HUB PROFILES

THE DEMOCRATIC REPUBLIC OF THE CONGO (DRC) HUB

The DRC Hub is building a humanitarian system that is more inclusive, independent, proactive, locally led, and conscious of collective responsibility. It is composed of 60 local, national, and international organisations, and is working to integrate the public sector, private sector, and academia as part of its membership.

We want to create a forum of trusted, diverse NGOs (along with academia, government, charitable individuals, private sector) with collective responsibility to support its members to access funds for community-based programmes, promotes collective branding for human dignity and respect for all.

YVES KAHASHI

” DRC Hub (CAFOD)

2022 PROGRESS

In 2022, the DRC Hub completed its legal registration and recruited a hub coordinator, paving the way for further recognition from other NGOs and the national government and allowing the hub to participate in national meetings.

The hub also made progress in improving its disaster risk financing (DRF) work by building a DRF system on river flooding. It also focused on responses to volcanic eruptions through its innovation programme. Moreover, it also worked with Start Network to scope potential adaptations to the Start Fund process and ensure hub participation in specific stages of the process.

One challenge the hub faced was maintaining interest and engagement among its members. To address this, it held its second Annual Ordinary Assembly with hub members and Start Network facilitated the Hub’s leadership team to strengthen its members and governance structures during a support visit.

As the hub grows, its operations require higher costs, which places financial pressure on the hub. It has begun business and financial modelling work to address this obstacle, making it the first Start Network hub to do so.

FUTURE PLANS

• Completing a host selection process

• • Strengthening the hub’s governance processes and putting board subcommittees in place

• Beginning a membership drive with a focus on local and national organisations

• • Communications outreach to donors and members across the country

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HUB PROFILES
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GUATEMALA HUB

The Guatemala Hub continues to support solidarity and cohesion among communities while advocating for their right to disaster preparedness and humanitarian response. The hub’s 11 local and national member organisations are community-based. Its secretariat is the Asociación de Servicios Comunitarios de Salud (ASECSA), which is also a member of Start Network.

2022 PROGRESS

The hub has seen increasingly strong engagement and unity among its members in 2022 and has improved its support to them through organisational strengthening grants.

Through its Community Led Innovation Programme (CLIP), the hub supported 21 innovators in 2022. More information in page 33 .

Another major milestone for the hub in 2022 was its efforts to strengthen and clarify its governance structure.

FUTURE PLANS

• Forming a fundraising strategy and conducting business and financial modelling

• Increasing engagement with Start Network members in Guatemala and the region

• Improving hub documentation of policies and processes on governance and membership

The prototyping and testing [in the CLIP- Community Led Innovation Partnership] has been really amazing; we can try, we can make mistakes, we can go back to the beginning and try again, and continue improving the projects.

”

DEYSEE COTOM

Guatemala Hub (ASECSA)

• Further prioritising Start Ready and Start Fund

• Designing and delivering the next phase of the Community- Led Innovation Programme

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Community members in Guatemala participating in CLIP programme activities
Photo Credit: Guatemala Hub
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HUB PROFILES
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INDIA HUB

By bringing together local, national, and international humanitarian agencies, the India Humanitarian Hub (IHH) continues to drive locally led action and leadership by engaging with local and national humanitarian actors and by innovating and introducing programmes. Its efforts are guided by these three pillars:

• Knowledge and innovation

• Locally led action

• New funding and financing mechanisms

We need system change so that the local civil society movement regains its originality… [These] institutions are built by the people who remain there for years and decades to develop organisational philosophy, who became thinkers, who became philosophers, who shared a common purpose and who drive the process of transformation.

”

SUDHANSHU SINGH

IHH (Humanitarian Aid International - India)

2022 PROGRESS

The IHH’s efforts in 2022 have taught it that perfection is the enemy of good. It continued to find ways to improve and grow throughout the year. One major highlight was its successful Hub Incubation Fund application that would provide them the resource for the hub’s staff, and activities and initiatives that are crucial to its move towards independence.

The hub also focused efforts on people development. The hub developed a structure for a subnational-focused secretariat.

SEEDS (a hub member) co-developed the India Humanitarian Hub Innovation Initiative in partnership with the hub, which led to the selection and build of six innovations by LNGOs in India (out of 64 applications submitted by NGOs in 14 states). The innovations focused on emergency preparedness and response in climate vulnerable regions, for instance, disaster response ecosystem building for aquatic livelihoods in one of most climate vulnerable districts in Bihar.

The hub also hosted a strategy and reflection workshop which provided time and space to reflect on the Hub’s progress to date, refresh and refine the Hub vision and plan for the year ahead.

FUTURE PLANS

• Recruiting secretariat staff

• • Embarking on the next phase of the IHH Innovation Initiative. This will involve supporting the six LNGOs selected in 2022 to test their innovations, with financial support, coaching, cross-learning opportunities and support with growth and scaling strategies

• Developing a fundraising strategy and communications strategy in order to support the sustainability of the hub

• • Exploring the potential for a humanitarian response pooled fund mechanism managed by the hub

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India Humanitarian Hub Moderating Team strategy discussions during
their strategy workshop in 2022
Photo Credit: India Humanitarian Hub
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HUB PROFILES
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PACIFIC REGION HUB

The hub’s name—“Humanitarian FALE” (Facility Aiding Locally Led Engagement)—is deeply rooted in the Pacific. It includes the word “fale,” which refers to a house that is meaningful and purposeful when people occupy it. The Pacific Humanitarian FALE regularly engages with locally led humanitarian actors to provide services that will safeguard lives during crises. The hub brings together civil society members from 24 countries and territories in the Pacific region, and its secretariat is the Pacific Islands Association of Nongovernmental Organisations (PIANGO).

We believe that relational support is about journeying together, if one member of the family is disadvantaged, we are all disadvantaged until we address the problem.

”

VANI CATANASIGA

Humanitarian FALE (Fiji Council of Social Services)

2022 PROGRESS

A crowning achievement of the Hub in 2022 was its first FALE humanitarian response in Tonga following the volcanic eruption and subsequent tsunami which anchored on community-based needs. The hub also mapped accountability to ensure efficient and effective financial management, quality programming and approaches of local organisations; approaching accountability with a cultural and traditional perspective.

The hub continued to strengthen its local reach by supporting the establishment of mini-FALEs in disaster-affected island states across the Pacific region, which function as mini hubs. These were established in the following countries: Fiji, Tonga, Vanuatu, Solomon Islands, Samoa, and Kiribati. Each mini-FALE was provided with Hub Incubation Fund grants to support their set up and operations.

The hub also secured funds from Bread for the World to further support the hub’s development .

The hub was also able to define an initial governance structure and membership protocols this year which will be refined and finalised in 2023. In addition, it has worked to improve the accountability of its members through its Institutional Assessment and Mapping (IAM) Toolkit, which assesses an organisation’s governance, resource management, programming and approaches. Lastly, FALE Pasifika developed a concept note for a programme to ensure rapid funding, response and mobilisation of members to respond to disaster.

FUTURE PLANS

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Tonga response coordination
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• Strengthening the hub’s governance structure to ensure clarity on how it will operate in the future

• Designing a longer-term initiative, such as disaster risk financing or innovation, as part of the hub model for sustainability

• Continuing to incubate and support the mini-FALEs to create a network of FALE’s

• • Initiating business and financial modelling for the Hub to facilitate the sustainability of the hub

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Cooling Facilities during heatwaves in Pakistan Photo Credit: Pakistan

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PAKISTAN HUB

Also known as READY Pakistan, the Pakistan Hub pushes for a humanitarian ecosystem that is proactive, resilient, people-centred, locally led, and innovative. By strengthening preparedness and response to foreseeable events, it addresses a key problem of traditional humanitarian crisis response. The hub is a joint initiative involving Pakistani communities, civil society, the Pakistan National Disaster Management Authority, and others. Its national steering committee is composed of international NGOs, national NGOs, and representatives of two major national humanitarian and development networks and consortiums.

2022 PROGRESS

READY Pakistan took on several initiatives to expand and improve its documentation. Notably, it began working on its legal registration, began recruitment for a hub coordinator, and selected IDEA (Initiative for Development & Empowerment Axis), a Start Network member, as its new host. To expand its membership, it also held an intensive membership drive that resulted in the recruitment of 31 new members. It held the first READY Pakistan Assembly in November 2022.

The hub’s multi-hazard DRF system continues to be a success, with strong delivery in 2022. READY Pakistan raised alerts for the devastating floods that hit Pakistan and was able to secure €1.2 million from the German Federal Foreign Office for agile response to the flooding.

FUTURE PLANS

If you’re sincere with your vision, you can fight. It is a philosophy vs another philosophy - colonisation vs localisation. Be confident, we will realise our space.

”

JAMSHAID FARID

READY Pakistan (Help Foundation)

• Appointing a Hub Coordinator

• • Inducting new members and documenting membership policy and procedures

• Organising elections for the National Steering Community and its governing board and finalising governance documents

• Developing a hub business and financial mode to ensure the future sustainability of the hub

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Hubs discussing action plans during Hub Connect in Istanbul, Turkey, Photo Credit: Start Network

UPDATES ON HUBS IN EXPLORATION

Six potential hubs in Afghanistan, Bangladesh, Kenya, Philippines, Somalia, and South Sudan are currently engaged in the process of defining their vision, membership, governance structure, and activities in collaboration with Start Network staff and existing hubs.

Afghanistan is entering the incubation phase, while Bangladesh is in refining its vision, membership protocols and governance structure. Kenya is reflecting on the value the hub can bring and what programmes to consider moving forward, with a particular interest in disaster risk financing. The Philippines is in the process of planning partnerships and a complex governance structure. Meanwhile, Somalia is nearing the end of the Hub Exploration Phase, and is already engaged in Start Ready and ARC Replica plans are in place for 2023. South Sudan is about to begin the Hub Incubation Phase, and its members are focused on innovation and the establishment of a national fund. These potential hubs are actively shaping their roles and contributions within the network.

What excites me most about becoming a hub is that our collective action and our collective bargaining power increases and that makes us to be in a stronger and better position in regards to managing funds and responding to [a] crisis as soon as it happens.

AHMED MOHAMMED

Somali Humanitarian Hub

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Community people repairing road to adjacent bridge damaged by flash flooding in Bangladesh with support from Start Fund Bangladesh Photo Credit: Center for Natural Resource Studies (CNRS)

PRACTICE

46%

of Start Network funded projects meet our maximum standards for initiatives that can be classified as locally led initiatives.

“

For the past two to three decades, we have been responding to different humanitarian crises in Assam, in the Northeast part of India. But our ability to respond has not always been up to the level that we foresee when we go to respond in communities. After getting associated with the Start Fund process, we were able to go directly to the communities at a very short time to address the immediate gaps.

”

TIRTHA PRASAD SAIKIA

Director of North-East Affected Area Development Society (NEADS)

By designing and implementing our activities and practices to be accountable to people and communities affected by crises, we are challenging traditional ‘upwards accountability’.

We recognise that affected communities possess agency, knowledge and a deep understanding of their own needs. This enables us to move away from traditional top-down approaches and help build communities that are active participants in their recovery and resilience, rather than simple passive receivers of aid.

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IN 2022, WE SET OUT TO INCORPORATE CERTAIN PRACTICES MORE INTO OUR FOCUS IN ORDER TO ACHIEVE OUR GOALS. THESE INCLUDED:

Expanding our network of locally led hubs by incubating, transitioning, and onboarding new hubs and local members through hubs.

Improving the quality of our global and local funds and risk financing tools by focusing on collaboration with local organisations, improving operations, and increasing direct access for local organisations through existing and emerging hubs.

Investing in locally led problem solving and peer learning through hubs, and building a body of evidence and good practice for locally led innovative and sustainable humanitarian action through reflection, iteration, and peer learning.

Developing new financial, operating, and risk models to support a locally led, decolonised, distributed network, and build flexibility in how we support local and national organizations financially.

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FROM FRAMEWORKS TO ACTION

Part of shifting our practice to be more accountable to communities impacted by, or at-risk of, crises is ensuring that the concepts and frameworks we’ve developed guide change not only in the larger humanitarian sector, but also in our work. Start Network has continued to integrate our Decolonisation and Locally Led frameworks in our operations, to ensure setting of inclusive programme criteria and delivery standards. These frameworks help us to challenge traditional perspectives, thinking and practices in order to design and tailor our work to communities at risk.

• In 2022 Start Network organised comprehensive Equity, Diversity and Inclusion (EDI) workshops for its staff, with interactive exercises and action-oriented sessions that explored privilege, bias, microaggressions, intersectionality and inclusive culture at Start Network. This aimed to strengthen our ability to recognise unconscious biases that may occur as we interact with others in any environment, including communities at the front lines of crises.

• Start Network’s innovation team began interrogating the humanitarian sector’s understanding of accountability to affected populations (AAP) and how popular notions on accountability impact vulnerable communities. Currently, there is no generally agreed definition of AAP, so it is reported in variation depending on context and perspectives. As such, the network started to further explore concepts of accountability to people at risk and affected by crises, explore mechanisms that incorporate continuous feedback loops from crisis-affected people into programming, and the improvement of current due diligence systems. The network believes that a systemic change in power dynamics is needed in order to transform the humanitarian system into one that is authentically locally led.

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• In 2022, Start Network’s Evidence and Learning team investigated crisis-affected communities’ perceptions of dignity and how our sector can use those findings to measure the success of their aid responses. The team spoke to 180 people who were recipients of humanitarian support provided by our member organisations in response to a heatwave in Pakistan and shared our learning across Start Network’s platforms. The team asked three questions about dignity: how would you best describe it, can you tell us about an occasion when you were treated with dignity, and do you feel you were treated with dignity during this heatwave response? People described dignity as being treated with respect, as an equal, and with empathy. They also said that it was important to feel comfortable and to have their needs met. Interestingly, no one mentioned words directly related to being accountable or having inclusive decision-making or power and agency. Some words that people used to describe actions, feelings, and behaviours related to upholding dignity included accommodating, affection, appreciation, caring, compassion, courageous, equality, fair, friendly, happy, helpful, honoured, humble, kindness, loving, nice, polite, respect, trust, understanding, and well-mannered.

• Our Evidence and Learning team also conducted research on communities’ language preferences during in-person interviews and shared this learning with the network of networks via our communication platforms. 180 people from Multan and Sibi in Pakistan revealed that they had a better understanding of the questions, were better able to express themselves, and found the whole experience more natural and enjoyable when interviews were conducted in person by local people who were familiar with the community and its culture. Based on these findings, three key takeaways for future interviews were to keep meeting in person, use local people and keep talking to them.

Listening and acting on community feedback is one way to support communities’ agency and to make sure assistance provided is both effective and dignified. By ensuring that community recommendations are fed back into the design of future services, we are able to continuously improve our approach. We have seen a number of positive changes, including increased community engagement, improved service delivery, and a more dignified experience for those who need our help.

We ensure that content developed for members and external audiences is published in three or more languages, primarily English, French and Spanish. Annual reports, on the other hand, are also published in Arabic and Bengali, while the Start Fund Handbook has been translated into Bengali and Nepali. We continue to commit time and resources to topics that are driven by our network of networks.

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Hub Connect 2022 in Istanbul, Turkey Photo Credit: Start Network

CATALYSING A CULTURE OF INNOVATION AND LEARNING

Guatemala, the DRC and India ran community-led innovation initiatives, creating locally led innovation spaces in their communities to address locally identified problems through communitydriven solutions.

3 HUBS

In 2022 they identified more than 60 local innovations. 32 received further support to work towards growth and scale.

We have been championing community-led innovation initiatives in collaboration with our hubs since 2020. Community-led innovation, which draws on human-centred design methodology and places community members at the heart recognises the agency of communities at risk of crises. Our communityled innovation initiatives aim to support and facilitate the emergence, development and growth of locally relevant and driven solutions to their own identified humanitarian problems. Community innovators are supported with innovation coaching, financial resources, technical mentoring, and networking so they can develop and test their ideas and work towards sustainability. Whilst guiding communities through the innovation journey, we also aim to promote an innovation mindset amongst community members so that they can recognise their own agency and be catalysers of local change.

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GUATEMALA

We have been running communityled innovation with ASECSA (which convenes the Start Network Hub in Guatemala) since 2020 as part of a Community-led Innovation Partnership (CLIP). CLIP is organised in collaboration with Enhancing Learning and Research for Humanitarian Assistance (Elrha) and Asian Disaster Reduction and Response Network (ADRRN). The initiative supports communities at risk of crises to spearhead solutions and where relevant scale them in their contexts.

The initiative targets indigenous Mayan rural communities and supports them to develop, test and grow local solutions that can tackle the effects of climate change in Guatemala. Since 2020, three cohorts from local organisations have been selected with a total of 38 ideas going into prototyping stage, and 22 of these 38 proceeding to be further grown and scaled.

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Miembros del Hub Guatemala
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Examples of innovations supported

Cambalcol Development Group developed a rainwater harvester solution that addresses issues of water scarcity and hygiene in the community of San Martin, Chimaltenango. They developed filters for management of grey water to be used in the dry season and a mechanism for spring water conservation.

In Palestina, a community heavily affected by both floods and droughts with basic services extremely hard to access, the group Flor del Monte developed a health management service that can assist communities with ongoing basic health support before and during emergencies . The group created a health space where community members are provided with basic medicines and care, together with access to a botanical garden that grows herbs used for traditional medications.

In Xesiguan, the innovation team El Esfuezo , seeked to tackle issues of drought and poor soil fertility and worked on development and commercialisation of bio-inputs using mountain micro-organisms . Bio-inputs are natural extracts obtained from plants or bacteria that can be used in agricultural production to control pests or as fertilisers and provide a safe alternative to dangerous chemicals.

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THE DEMOCRATIC REPUBLIC OF THE CONGO

innovative methodologies. Two communities in the outskirts of Goma, Eastern DRC were selected for this exercise with 12 innovation teams initially working to bring their ideas to life. In the end, four received additional support to grow sustainability and scale.

In the DRC we saw the piloted of a community-led innovation project with MIDEFEHOPS representing Start Network’s DRC Hub. Funded by the Dutch Ministry of Foreign Affairs, the initiative‘s goal was to find innovative solutions to mitigate and prevent risks linked to volcanic eruption, while introducing communities to

Examples of innovations supported

In the community of Ngangi 1, the group Pailotte de Paix wanted to address the issue of intercommunity conflict and land disputes that are exacerbated by natural disasters and ongoing conflict. They established a community run mediation centre and piloted community-based resolution mechanisms to resolve disputes.

In the same community, a women-led innovation group developed a pig farming model that combines traditional and scientific livelihood practices to enhance production and multiplication of piglets.

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Ngagi1 Village
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INDIA

grassroot organisations across the country combined elements of innovation technology with traditional wisdom and knowledge. 12 innovation teams were shortlisted in mid 2022 and six of these awarded financial and non-monetary support for the following 12 months.

In 2022 we launched the India Humanitarian Hub Innovation initiative led by SEEDS India, a national NGO. The project aimed to identify and support highly localised innovation ideas that can build community resilience to respond to climate related crises (particularly heatwaves) in an inclusive way. Local supported solutions, coming from

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PLACEHOLDER
India Humanitarian Hub Moderating Team strategy discussions during their strategy workshop in 2022
Photo Credit: India Humanitarian Hub
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Examples of innovations supported

Jaljeevika is developing climate resilient aquatic livelihood projects in one of the most climate impacted districts of Bihar, which is vulnerable to flooding. They are combining traditional practices and use of locally available species with adaptive technologies such as floating pools, which rise and fall with changing water levels making them more resilient to flooding. They are offering collateral free loans to women fish vendors to help them overcome barriers to trading, and capacity building training and support to fish farmers.

Foundation for Development Action’ s SAHIT project is working with people with health conditions and impairments in flood-affected areas to create a training module for first responders to safely evacuate them during disasters. They are also developing disaster risk reduction and survival skills training for people and their caregivers, along with transgender people in order to improve their resilience in a crisis.

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Start Network took part in various sessions during COP27 to explain how we are taking a locally led approach to climate adaptation and anticipatory action

OUR ADVOCACY IN 2022

Another key element to driving wider transformation in the humanitarian sector is by advocating boldly and speaking truth to power about the change we want to see. To alter the humanitarian sector beyond commitments or pledges and make this a reality in tangible ways, we continue to build a community of advocates through shared and participatory engagements.

HUMANITARIAN NETWORKS Start Network participated in 4 sessions at Humanitarian AND PARTNERSHIPS WEEKS Networks and Partnerships Weeks (HNPW) in May 2022. The network led three sessions on due diligence, indirect cost (HNPW) recovery sharing, and power dynamics.

ECONOMIC AND SOCIAL Start Network participated in ECOSOC HAS 2022 to advocate COUNCIL HUMANITARIAN for system change, increase visibility, and provide a platform for traditionally excluded voices. The network secured local AFFAIRS SEGMENT representation in the opening session and a key session on the (ECOSOC HAS) climate crisis.

THE POTENTIAL FOR The DRF report was disseminated to members, partners, and donors via email and social media. It aimed to contribute ANTICIPATORY ACTION towards the evidence base on Anticipatory Action, support AND DISASTER RISK arguments in favour of scaling up AA, and help members FINANCING REPORT LAUNCH advocate for greater support of their work. The report also positioned Start Network as a leading source of evidence and anticipatory action on climate change and reached a wider audience.

COP27 Start Network participated in COP27 with UNFCCC observer status . The network held several bilateral meetings and led an event in the Locally Led Adaptation Pavilion to raise awareness of anticipatory action and advocate for increased investment in locally led models to address the climate crisis.

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ADVOCACY PARTNERS

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(SAMAJ UTTHAN YUVA KENDRA)
AND COOPERATIVE NEPAL) AND COOPERATIVE NEPAL) CENTRE NEPAL) RESEARCH AND CONSULTANCY)
(UNITED NATIONS OFFICE (INTERNATIONAL COUNCIL OF (INTERNATIONAL FEDERATION OF RED
FOR THE COORDINATION OF VOLUNTARY AGENCIES NETWORK) CROSS AND RED CRESCENT SOCIETIES)
HUMANITARIAN AFFAIRS)
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Some of these partnerships are funded through programmes managed by Save the Children UK (SCUK) as grant custodian.

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SFB member agency Islamic Relief Bangladesh preparing emergency logistics for distribution among flood affected people in Bangladesh Photo Credit: Islamic Relief Bangladesh (IRB)

RESOURCES

Systems are dependent on resources to sustain them, and a shift in the flow of these resources can result in fundamental changes. This principle is what guides Start Network to ensure the flexibility of resources and to direct them to local organisations. This approach fundamentally changes the way flexible resources such as money, technology and knowledge easily flow to and are managed by local and national organisations, enabling radical shifts and driving sectoral transformation.

“

I think international donors should increase funding for predictable hazards because it’s always good to prevent than to cure. The problem we see is that most of the prevent actions don’t get a lot of visibility but it’s because you’ve prevented something happening; but it’s important to invest in preventive action because it works.

JOHN KITUI ~~”~~

Country Director at Oxfam Kenya

START NETWORK’S FAMILY OF FUNDS

Through initiatives in Start Network’s family of funds (like the global Start Fund and Start Ready), substantial funds have been disbursed to address immediate needs and support preparedness efforts. For instance, the global Start Fund disbursed £18.5 million to enable the provision of life-saving humanitarian assistance. Start Ready, which launched in 2022, disbursed £4.08 million to enhance disaster risk financing. Finally, we disbursed £3.1 million for crisis anticipation from the Global Start Fund.

By empowering local actors, resources can be harnessed more effectively, leading to more sustainable and contextually relevant responses and ensuring that communities have greater agency and ownership in responding to crises.

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START READY

START READY

Start Ready is Start Network’s risk financing mechanism that pools funds and risks so that funding can be stretched further. It is changing the way that humanitarians are working - from reacting to crises to protecting communities ahead of them. The concept of Start Ready was launched at COP26 in 2021, and the first risk pool went live in May 2022. We launched the first risk pool with £2.6 million of capital. this was increased by £1.4 million to total £4 million to protect almost 600,000 people. In the first year of Start Ready, we protected people in 8 countries from 10 climate risks.

Alert 582 Madagascar: Awareness raising activity Photo Credit: Domoina

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CASE STUDY: PAKISTAN HEATWAVE

In 2022, the Heatwave model was activate in three districts in Pakistan, with agencies primarily focussing on urban areas for implementation. In Multan, HELP Foundation implemented a short-term project, combining sensitisation and messaging, distribution of heatwave kits, and referral pathways to Rescue 1122, the emergency department in Pakistan. The overall project’s objective was to contribute to the efforts of the Government in awareness-raising, reducing the impact of temperature rise in Multan. The project had three aims (1) fewer heatstroke incidents (compared to the past years), (2) increased awareness about the preventive measures among the vulnerable groups, and (3) increased capacity among the vulnerable people to cope with the Heatwave.

The direct project participants were daily-wage labourers working in congested areas (e.g., fruit & vegetable markets or on open roads), industry workers who work in the open (or with limited shade and drinking water), construction labourers working in the open areas, people with disabilities, and frontline health workers providing essential services. A key outcome has been local governments’ increasing prioritisation of Heatwave as a real hazard, with increasing alignment with and support to humanitarian work on it; furthermore, by not only targeting some community members, but also by working alongside Rescue 1122, the scope and ongoing impact of a £35,000 project was more widely felt.

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Temporary cooling facility in Sibi, Pakistan.
Photo Credit: Ready Pakistan
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CASE STUDY: ZIMBABWE DROUGHT

Five agencies were awarded funding following the end of the rainy season in May 2022, which reported a lower than usual level of rainfall - as the ARV model did not activate, however, the Zimbabwe Start Ready funds were used as a contingent fund - paying out to agencies for parallel programming of cash or in-kind programming where markets were not viable. The areas targeted were validated 3 months after the activation by their inclusion in the GoZ National Rural vulnerability assessment, the ZimVAC. In line with Zimbabwe Cash Working Group standards, each agency distributed 3 months’ worth of cash ($12US per recipient, up to a cap of 4 or 5 people per household). In a PDM completed by Plan International in Bulilima, 100% of recipients reported having food-insecurity and healthcare as their main needs, followed by education and rent/housing costs. Most of the recipients did not have any source of income other than the assistance from this programme, and therefore buying large volumes of expensive food (e.g. 50 kg of mealie meal, as recommended from the agency) was challenging.

Recommendations included the project last from the stage when communities begin using negative coping strategies, and lasts until the end of the hunger season - or to provide in-kind food instead of cash. As a result, Start is adjusting its model in Zimbabwe in 2023/2024, exploring opportunities for more efficient timing to have the greatest impact with the available funding.

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A woman taking care of her crops.
Photo Credit: Nutrition Action Zimbabwe
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Happy beneficiary receiving cash and hygiene kit support from Islamic Relief Bangladesh from their Alert-B040 for flash floods Photo Credit: Islamic Relief Bangladesh (IRB)

START FUNDS

The Global Start Fund is our flagship fund and finances humanitarian programmes in anticipation of and in response to under-the-radar, small- to medium-scale crises. Funding is disbursed within 72 hours after members raise a crisis alert. This makes the Start Fund model one of the fastest humanitarian assistance financing mechanisms in the world.

Any member of the network can raise an alert for the Global Start Fund . In 2022, the global Start Fund surpassed a landmark of £100M disbursed funds since its first crisis alert was activated in 2014. The fund continues to resource humanitarian action world-wide, providing life-saving assistance in 43 countries in 2022.

Our aim for the next three years is to grow the global Start Fund to a £25M annual programme , and increase the share of funding that goes directly to local and national Start Network member organisations. This will continue to catalyse locally led humanitarian action and further shift power and agency to local organisations that are uniquely positioned to bring in the perspectives of affected populations and contextual insight gained from their presence in the affected areas.

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!

ALERT 640: ARMENIA

After disintegration of the USSR in the late 1980s, a long-simmering ethnic and territorial conflict followed in relation to the disputed Nagorno-Karabakh region, between Armenia and neighbouring Azerbaijan.

This has periodically exploded into protracted conflicts (such as the First and Second Nagorno Karabakh Wars) and occasional border clashes.

Since the Second Nagorno-Karabakh War in 2020, there have been ongoing attacks on both civilian and military positions along the Armenia-Azerbaijan border. The ceasefire that followed the war did not prevent subsequent incidents, including notable attacks in May and November 2021.

In September 2022, the border crisis escalated, leading to Azerbaijani forces launching artillery and heavy weapon attacks on Armenian positions. This resulted in the occupation of areas near Vardenis, Jermuk, Goris, and Sotk, affecting three border provinces that had not previously experienced conflict. Approximately 300 people lost their lives, and an estimated 7,600 individuals, primarily women, children, and older people, were internally displaced.

Just seven days after the initial clashes, Start Network members raised an alert to the Start Fund, highlighting the urgent needs of the displaced people. The Start Fund allocation committee unanimously voted to award funding and allocated £200,000 for agencies to respond.

ACTED, in collaboration with People In Need and Mission Armenia, was selected to lead the project, which included distributing vouchers and non-food items, providing mental health and psychosocial support for children, and supplying first aid, medical, and baby kits to health centers and mothers in the affected border provinces.

Distribution of food and hygiene supplies (highlighted as most pressing needsthrough a rapid needs assessment)

Photo Credit: People In Need Armenia

“

Within the emergency project ‘Mission Armenia’ provided psycho-social support to the conflict-affected people—both adults and children—in the border communities and helped them with food packages. The cooperation with Start Fund went smoothly, and Start Network was very flexible and responsive to the needs of the people. The project has positively impacted the target groups, especially those who left their homes after the attacks and later returned to continue to live in border areas.

ALLA HARUTYUNYAN ”

Vice President, Mission Armenia

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!

ALERT 624: KENYA

Kenya has a history of election-related tension and violence, with the 2022 general election having been expected to be volatile as well. The Kenya National Cohesion and Integration Commission (NCIC) warned that there was a 53% chance of violence during the elections, and the Crisis Group said that the country’s politics remained highly vulnerable to pre- and post-election violence.

In anticipation of pre- and post-election tensions, the Start Fund supported work on mitigation, preparedness and response. This aimed to reduce the adverse effects of violence by supporting people quickly and, where possible, facilitating dialogue and mediation. The grant enabled preparedness, positioning, and response in the event of a crisis, and provided a wider reach in key hot spot areas.

It focused on building relationships between politically and ethnically divided groups and promoting peace beyond the initial 45-day intervention period. The coordination between the alerting agencies and ACT Alliance ensured a comprehensive and coordinated response to address potential large-scale violence resulting from the election process.

The project was implemented only 10 days prior to the election, but it was still able to provide a positive impact. By working with local radio stations and religious leaders, the project quelled tensions and prevented violence. The project also provided cash to vulnerable women and girls, which helped them to meet their basic needs.

Alert 624 Kenya: Peace messaging in anticipation of election related tensions Photo Credit: Start Network

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!

ALERT 583: GUATEMALA

In February 2022, a spike in cold weather hit Guatemala, affecting agriculture and crop growth. This led to increased food insecurity and respiratory diseases among children. The crisis hit hardest in the Altiplano Occidental and Meseta Central regions, where the majority of at-risk populations live. Approximately 3,700 families (14,800 individuals) were affected and needed basic items and services to recover from food shortage, disease, and malnutrition.

NGOs in the region worked with local communities to assess needs and raise an alert to the Start Fund for emergency support. On 25 February 2022, CADENA (a Start Network INGO member), in consortium with ASECSA (a Start Network local member) and ADAM (a local partner), were selected to respond to this crisis.

They received £140,000 from the Start Fund to provide food baskets, blankets, clothes, bed sheets, agriculture kits (seeds and tools), and nutritious food kits for children, women, and the elderly. They also conducted Disaster Risk Reduction (DRR) workshops with communities to support increased resilience and early action ahead of crises. In addition, CADENA provided health services with medical consultation.

ADAM, ASECSA and CADENA worked together to reach 13,747 people affected by the landslide. This consortium distributed 2,299 food packages, 13,534 cold weather packages, and 1,847 nutritional kits for children, pregnant and lactating women. They worked with local leaders to ensure that the aid was distributed in a way that met the needs of the most vulnerable.

The NGOs reported that working together through the Start Fund allowed them to learn from one another. For example, CADENA learned about indigenous groups and practices, and ASECSA developed their understanding about fund processes. By working in partnership, they worked with communities that they were trusted in, reached the most vulnerable, and shared resources, ensuring appropriate and better humanitarian action.

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Provision of nutritional kits, agricultural kits and NFIs in Guatemala
Photo Credit: Billy Estrada
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“

The best benefit is that we were able to do something greater by working together, we served more families and we also learned one Agency from the other.

DIRECTOR OF HUMANITARIAN OPERATIONS ”

CADENA

“

This particular consortium has many possibilities for the future due to the programmatic areas and the strengths of each agency, which was complementary in this project.

REGIONAL COORDINATOR ” ASECSA

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RESOURCES | 44

!

ALERT NO9: NEPAL

On 9 October 2022, a landslide occurred in Kalikot, Nepal, destroying infrastructure, land and property. Many families were forced to use the community school as an immediate temporary shelter, leading to an increased risk of poor sanitation and hygiene. Start Fund Nepal was alerted on 12 October 2022.

Father carrying received winterisation materials (with daughter and wife) at Kaudena mun Sarlahi

One community member, a young woman named Sunita, was an active member of the ward-level children’s network and had been advocating for proper adolescent health in Kalikot.

During the Start Fund Nepal response, she was part of the community workers providing hygiene and dignity kits to the women and girls in Kalikot. The kits included items such as combs, brushes, toothpaste, panties, sanitary pads, pieces of sanitary cloth, torches, ropes, bathing and washing soaps, and towels. With the kits in hand, Sunita could physically demonstrate their proper use and disposal to the women and adolescent girls.

Following this exercise,many girls have since embedded some of the hygiene components into their daily practice. They are now more aware of the importance of proper health and hygiene, and are taking steps to improve their own health and well-being.

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Photo Credit: People in Need Nepal
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“

My family consists of eight members but own only 3-pathi of barely productive land and relies on irregular earnings from hard labor and seasonal migration to India for survival. The landslides washed away several houses, cattle, food-stocks, and productive land in my community. As an unmanageable number of families resorted to using our community school as their temporary shelter site, I realized the high risk of poor sanitation and hygiene, mainly among women, the elderly and adolescents.

As an active member of the ward-level children’s network, I have been advocating for proper adolescent health in Kalikot. I immediately launched a couple of awareness-raising programs to sensitize adolescents and women on the importance of proper health and hygiene. This was only possible through the hygiene and dignity kits provided to us by KIRDARC, World Vision and the Start Fund Nepal. The kits included items such as combs, brushes, toothpaste, panties, sanitary pads, pieces of sanitary cloth, torches, ropes, bathing and washing soaps, and towels. With the kits at hand, I could physically demonstrate their proper use and disposal to the women and adolescent girls. I am glad that many girls have embedded some of these hygiene components into their daily practice.

RINU ” Kalikot

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RESOURCES | 45

National Start Funds provide the same contingency funding at national level, where the power to decide and to act is held as locally as possible by community-based NGOs. National Start Funds in Bangladesh and Nepal continued to provide rapid, effective financing to their members, with the support of local governance and decision-making bodies comprising local, national and international NGOs.

Dutch Government, and the Center for Disaster Philanthropy. Our advocacy for local NGOs’ access to funds has led to 54% of the allocated fund for these 4 alerts being directly accessed by local and national NGOs who are members of Start Fund Bangladesh.

Start Fund Bangladesh is a national Start Fund that currently has a total of 45 members, including 26 national and local NGO members. This fund has directly benefited 913,137 people since its inception in 2017.

About 61% of Start Fund Bangladesh funds have been directly gone to local and national member agencies. Also, after its inception, Start Fund Bangladesh has influenced the increased participation of local actors in the decision-making process. The participation of local actors grew from 11% to 90% in allocation decision-making and 0% to 87% in project selection decision-making after the launch of Start Fund Bangladesh. Start Fund Bangladesh has increased the member agencies’ capacity to respond by reducing the time to reach affected people as well as reduced management costs by directly funding more local agencies instead of passing it through multiple intermediaries which ensures faster time to reach the community we aim to support.

Start Fund Nepal is funded by the UK’s Foreign, Commonwealth and Development Office (FCDO). In 2022, local and national NGOs that actively participated in the co-design of the fund, joined the Start Fund Nepal membership, as the fund advances toward its plan to be majority locally led. Plans to establish a Nepal Forecast-based Warning, Analysis, and Response Network (FOREWARN).

In its first year (May 2022 to March 2023), Start Fund Nepal Phase II set-up, established and progressed with several major initiatives in Nepal, including:

• Expansion of the Start Fund Nepal governance structure and decision-making body with 50% LNNGO membership,

In 2022, Start Fund Bangladesh member agencies raised 5 alerts, all activated. These alerts were for in anticipation of cold waves and responding to flash flooding. There were 4 consecutive alerts for flash flooding that affected 7.2 million people in Bangladesh. Start Fund Bangladesh has disbursed about £1.2 million to reach about 112,000 people directly with support from the UK Government, the

• Rapid disbursements of a total £502,796.25 in response to 5 alerts, two of which were anticipatory,

• A total of 15 locally led capacity sharing sessions and 9 introductory trainings for local and national NGOs with positive feedback and requests for further trainings.

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Disaster risk financing (DRF) is a structured approach that enables organisations to model, plan, and allocate funds for potential disasters. Start Network implements DRF programmes in eight countries, providing support for members to develop their own DRF systems. These systems allow organisations to apply for funding from Start Ready. By leveraging risk analysis, catastrophe modelling, and climate science, it becomes possible to predict and forecast the occurrence and impact of disasters on vulnerable communities.

This proactive approach enables organisations to have pre-planned responses and funding readily available when needed. DRF operates through three main components: utilising scientific data to quantify risks in advance, pre-planning and pre-costing crisis responses, and pre-positioning funds according to agreed-upon protocols. By implementing DRF, Start Network and its members enhance their capacity to respond effectively and support vulnerable communities in times of crisis.

Currently, there are active DRF programmes in Madagascar, Pakistan, Senegal, Bangladesh, the Democratic Republic of the Congo, the Philippines, Somalia and Zimbabwe.

Pakistan is vulnerable to hazards such as earthquakes, floods, and droughts. As such, it requires multi-hazard disaster risk financing. The DRF system in the Pakistan Hub allows members to receive forecasts of an oncoming crisis and release pre-agreed funding, depending on the severity of the predicted event.

In 2022 alone, this system was triggered three times in response to the Pakistan heatwave, which lasted from March to June. £128,085.55 was released to fund humanitarian efforts during the extreme weather event, which registered temperatures of almost 50 degrees Celsius.

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Fishermen from different villages in Tagana-An, Surigao demonstrate the ‘sinking and unsinking’ of fishing boats during Start Network’s visit last
October 2022.
Photo Credit:Start Network
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RESOURCES | 47

Forecast-Based Financing (FbF)

In 2022, Start Network and Welthungerhilfe (WHH) expanded the geographic scope of our collaborative FbF programme beyond Madagascar to include systems in Zimbabwe and Kenya. In these countries, the programme would address drought-related food insecurity through the use of scientific forecasting.

Start Network’s primary roles included:

Assisting WHH to develop drought forecasting models and activation thresholds for each country

Hold donor funds for the programme and, if threshold levels are met, distribute this funding to programme custodians for implementation of anticipatory activities

If it was determined there would be a high risk of food insecurity, for instance, funds would quickly be provided to implementing partners ( programme custodians) who would deliver certain pre-developed early action protocols (EAPs) so that rural communities would be protected from severe impacts. The programme was funded by the German Federal Foreign Office (GFFO).

Start Network’s support improved the forecasting models in Madagascar and Kenya. In Madagascar, Start Network’s advice to increase the number of years of historical data used to inform the model and use in-season data likely bolstered the model’s accuracy. Further, Start Network’s advice to use a Households Economic Approach helped WHH develop both their EAPs and fund allocation for their target populations. In Kenya, Start Network’s advice helped WHH strengthen the model by supplementing from other forecasts and stakeholders.

Start Network effectively drew on its network to bring together an independent custodian selection panel of relevant government and other drought stakeholders. The presence of governmental stakeholders in the selection panel was significant for WHH and the other custodians in Zimbabwe as drought is a political issue with governmental stakeholders being crucial players.

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Data assessment in Kindu, DRC
Photo Credit: MIDEFEHOPS ASBL
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African Risk Capacity (ARC) is an African Union agency that helps its member states manage risks through insurance. Start Network uses the ARC Replica programme in Senegal, Somalia and Zimbabwe to work alongside governments to manage these risks. This funding approach is activated based on the outcome of disasters like droughts, cyclones, or floods. By securing funding before these events occur, humanitarian assistance can be provided promptly when needed, such as in dealing with food insecurity issues.

Member states of the African Union can purchase parametric insurance policies from ARC Ltd., which provide pre-agreed payouts based on specific scientific triggers. Non-governmental partners, such as Start Network, can purchase replica insurance policies under the same terms to expand coverage for at-risk populations.

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A woman standing of what was left of her house.
Photo Credit: MIDEFEHOPS ASBL
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OVERVIEW

ARC REPLICA UPDATES: PROGRESS IN SOMALIA, SENEGAL AND ZIMBABWE

In Somalia:

• An ARC Replica policy was signed in October 2022

• Several workshops were held to customise the ARC Replica model.

• The model was successfully customised for crop growing and rangeland.

• A DRF system was put in place.

Senegal and Zimbabwe:

• The programme focused on capacity development, technical development, operations development, and evidence and advocacy.

• Following the provision of £950,000 in 2020, Start Network supported the ARC Replica programme by providing £1.3 million from a donor to support technical assistance in Senegal, Somalia, and Zimbabwe.

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2022 START FUNDS HIGHLIGHTS

Start Fund Nepal provided a leveraging fund for collaboration with the local and national governments. A matching fund led it to receive £1.42 million in funding from the British Embassy in Kathmandu. These funding initiatives fostered government ownership and replicability while extending support to a larger number of vulnerable communities.

In 2017 and again in 2019 through an extensive due diligence process, Start Fund Bangladesh included 26 local and national NGOs in its membership, for whom the SFB secretariat has been providing extensive mentoring and capacity building support. The capacity building and mentoring support includes safeguarding system strengthening, organisational system strengthening, and continuous support for the alert cycle and programme management for Start Fund awarded agencies.

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

Global Start Fund

The global Start Fund disbursed over £100 million since 2014, with 102 alerts raised in 2022. We were able to increase funding directly disbursed to L/NNGO members to 5% and expand the fund’s reach with [insert figure] new countries accessing funding for the first time. Total funding to L/NNGOs in countries where Start Network has L/NNGO presence is 21%.

Seven Start Network members were awarded grants to implement communityled Monitoring, Evaluation, Accountability and Learning (MEAL) initiatives. A learning event took place in November 2022 to showcase some of the projects and findings. The event was attended by 126 participants from across the membership as well as non-members.

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1,151,064
START FUND
GLOBAL
1,277,774
54,175
START FUND
BANGLADESH
61,147
18,902
START FUND
NEPAL
16,264 72,918
DRF
(PROTECTED)
Male Female
82,227
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RESOURCES | 50

2022 START READY HIGHLIGHTS

Start Ready’s first risk pool was launched in November 2021 at COP26 and went live in May, Risk Pool 1 covered 10 risks in 8 countries.

7

Funds were received from seven donors: FCDO, the French Ministry for Europe and Foreign Affairs, Margaret A. Cargill Philanthropies, Ikea Foundation, Irish Aid, the Netherlands Ministry of Foreign Affairs and, SwissRe foundation

£4M We launched Risk Pool 1 with £2.68 million in capital which 600,000

We launched Risk Pool 1 with £2.68 million in capital which was stretched 1.6 times, and increased to £4 million with additional £1.4 million added.

In the first year of Start Ready, we offered protection to almost 600,000 people.

20% 37%

20% of funds disbursed in the first risk pool went directly to local NGOs

37% of contingency plans linked to Start Ready were led by local NGOs

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RESOURCES | 51

46% of Start Network funded projects met the maximum standards of the locally led framework 35% 24% and include community of Start Network funding flows 5% of Start Network’s indirect accountability mechanisms; 65% through hub countries and goes of Start Network’s direct funding funding went to local met the minimum standards of directly to local and national went to local organisations organisations through the global the locally led framework organisations through the global Start Fund. Start Fund and Start Ready. 600 ALERTS The Start Fund hit its 600th 12% Alert in 2022. This year had the Disbursed 12% of our funds highest number of activated £4.3M directly to local organisations alerts ever since its inception delivered to communities as through Start Network initiatives in 2014. 102 alerts were raised, cash transfers/distributions and hubs with 88 alerts of these funded. through the global Start Fund.

Number of crisis-affected and/or at-risk people assisted through programme funds, disaggregated by age and gender:

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1,213,244
START FUND,
START FUND NEPAL
AND START FUND
BANGLADESH
1,346,633
72,918
DRF
(PROTECTED)
82,227
Male Female
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FOR THE FIRST START READY RISK POOL, THE FOLLOWING SYSTEMS WERE ACTIVATED IN FROM MAY 2022-MAY 2023:

SENEGAL, DROUGHT, 22 NOVEMBER 2022

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DATE OF START AND
COUNTRY HAZARD TYPE
ACTIVATION END DATE
22 November 19/12/2022 -
Senegal Drought 2022 19/04/2023
ANTICIPATED AMOUNT MEMBERS PARTNERS SUBNATIONAL
REACH DISBURSED INTERVENING AREAS
8,000 people £330,000.18 Action Against FAFD Matam région
Hunger
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ZIMBABWE, DROUGHT, 22 MAY 2022

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DATE OF START AND
COUNTRY HAZARD TYPE
ACTIVATION END DATE
Zimbabwe Drought 20 May 2022 21/05/2022 -
ANTICIPATED AMOUNT MEMBERS PARTNERS SUBNATIONAL
REACH DISBURSED INTERVENING AREAS
Plan
Bulilima
International
CAFOD Caritas Hwange Binga
13,681 people £471,271 Tearfund FACT Bikita
NAZ Buhera
GOAL
ACF Mberengwa
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PAKISTAN, HEATWAVE, 5 JULY 2022

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COUNTRY HAZARD TYPE DATE OF ACTIVATION START AND END DATE
Pakistan Heatwave 5 July 2022 05/07/2022 - 04/08/2022
ANTICIPATED REACH AMOUNT DISBURSED MEMBERS INTERVENING PARTNERS SUBNATIONAL AREAS
16,040 people £36,000 HelpAge International Civil Society Support Nawab Shah
Program - CSSP
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PAKISTAN, HEATWAVE, 29 JUNE 2022

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COUNTRY HAZARD TYPE DATE OF ACTIVATION START AND END DATE
Pakistan Heatwave 29 June 2022 29/06/2022 - 29/07/2022
ANTICIPATED REACH AMOUNT DISBURSED MEMBERS INTERVENING PARTNERS SUBNATIONAL AREAS
186,775 people £35,000 Help Foundation n/a Multan
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PAKISTAN, HEATWAVE, 21 JUNE 2022

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COUNTRY HAZARD TYPE DATE OF ACTIVATION START AND END DATE
Pakistan Heatwave 21 June 2022 21/06/2022 - 05/08/2022
ANTICIPATED REACH AMOUNT DISBURSED MEMBERS INTERVENING PARTNERS SUBNATIONAL AREAS
82,750 people £57,086 Care International Bright Star Development Sibbi
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Sanj Srikanthan during Assembly 2022 Photo Credit: Zofia Piotrowicz

RELATIONSHIPS

“

In support of the diversity of humanitarian funding instruments, we seek to increase support to existing instruments, such as pooled funds like the Central Emergency Response Fund (CERF), IFRC’s Disaster Relief Emergency Fund (DREF) as well as to the Start Network’s Start Funds and Start Ready.

G7 MINISTERS’ COMMITMENT TO INCREASE FINANCIAL RESOURCES FOR ANTICIPATORY ACTION ”

We collaborate and partner with others in a way that is equitable and sustainable, supporting our communities’ priorities.

In 2022, Start Network collaborated with international civil society through the Civil 7 (C7) Group to develop policy recommendations and enter into dialogue with the G7. The C7 functions as the civil society group of the Group of Seven (G7) and is composed of representatives from NGOs worldwide. As part of the Humanitarian Assistance and Conflict Working Group of the C7, we advocated for the locally led and anticipatory action as focus areas for the G7.

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Community consultation in Sirajganj flood area with SN representative and MMS Photo Credit: DRF

JOINING FORCES FOR DISASTER RESILIENCE IN BANGLADESH

The Sundarban Coalition is an alliance of regional and national nongovernmental organisations in coastal Bangladesh. The Local Coalition Accelerator, a project of the Share Trust, and Start Network have formed a new relationship as a result of their shared vision for locally driven humanitarian action. The Local Coalition Accelerator and the Start Network believe that a locally driven humanitarian system is best suited to lessen suffering and guarantee a dignified response for communities affected by crises.

The coalition aims to build disaster-resilient communities in a region particularly vulnerable to climate-related crises. The coalition will be funded by a grant of US $500,000 from Margaret A. Cargill Philanthropies.

The majority of the funds will go directly to the coalition, enabling them to leverage their strength and capacity and contribute to the shift in power needed to decolonise the humanitarian sector. This will allow the coalition to respond to the needs of the vulnerable community quicker and in a more efficient way, and to understand the needs of the community better by developing local-level plans.

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MEMBERSHIP ENGAGEMENT

Start Network works with its members to experiment with and scale new and innovative working methods, 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.

Furthermore, 82% of our members felt engaging with hubs has resulted in a change to their organisation practice in that country or region. Meanwhile, 90% of our members are satisfied with their membership and 87% of members would recommend that organisations similar to their own join the Start Network.

Through the 2022 membership survey, 95% members agreed that their membership is enabling them to meet their organisational priorities to some extent. Members reported that their membership resulted in changes to their organisational practices:

Among the nine benefits of membership to Start Network, members most frequently ranked the rapid response funding and risk based/ anticipatory funding (receiving 39 votes combined) in the top 2. The other most valuable benefits of the membership were:

ANTICIPATORY/RISK-BASED ACTION IMPROVEMENT OF INTERNAL POLICIES AND PROCEDURES BUILDING EQUITABLE PARTNERSHIPS

ACCESS TO THOUGHT LEADERSHIP AROUND LOCALLY LED ACTION “ AND SYSTEMS CHANGE

We are very satisfied and feeling very proud to be a Start Network member. Start Network promoted our organisation from local to national organisation. Now we are able to secure funding and resources from Start Network and other humanitarian organisations.”

BELONGING TO A GLOBAL HUMANITARIAN PEER GROUP (15 VOTES)

ADVOCACY AND PARTICIPATION IN GLOBAL CONVERSATIONS (13 VOTES)

THE ANNUAL ASSEMBLY (8 VOTES)

COMMUNITY-LED INNOVATION (7 VOTES)

TRAINING/ORGANISATIONAL STRENGTHENING (7 VOTES)

LEARNING PRODUCTS (4 VOTES)

LNGO (MEMBERSHIP SURVEY RESULTS)

TECHNICAL SUPPORT/ADVICE (3 VOTES)

We launched a new website that offers multilingual content, allowing greater collaboration among Start Network members. The website serves as an accessible portal for regular updates on plans and progress reports for members and donors. One new key feature is the new members portal where members can access online groups and key member resources centrally, register for events and update their information.

We collaborated with the Humanitarian Leadership Academy to launch new training courses on Disaster Risk Financing (DRF) and Crisis Anticipation via the Kaya platform.

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2022 ANNUAL ASSEMBLY

The organisation held its first in-person Assembly since 2019 in London on 18-20 October, following two years of virtual Assembly meetings due to COVID restrictions. The event included virtual sessions on the first day, drawing 310 attendees from around the world. This was followed by two days of in-person deep dives, workshops, and networking. Members and stakeholders discussed and decided on key issues facing the network and the sector. The event was critical in revitalising member engagement and investment in the organisation’s vision and strategic direction. 75% of our member organisations attended our 2022 Assembly in person.

OF OUR MEMBERS ATTENDED IN-PERSON 75% IN LONDON

ATTENDEES FROM 16 COUNTRIES (PAKISTAN, INDIA, GUATEMALA, PACIFIC, KENYA, SOMALIA, 137 UK, GERMANY, FRANCE, US, PALESTINE, MEXICO, BANGLADESH, NEPAL, IRELAND, QATAR)

OF OUR 39 MEMBERS WERE EITHER VERY SATISFIED (43%), OR SOMEWHAT SATISFIED (46%) WITH THEIR MEMBERSHIP IN THE NETWORK.

89%

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A successful weeklong HubConnect for our hubs
Photo Credit: Start Network
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HUB CONNECT: ISTANBUL

Start Network hosted its first in-person Hub Connect Conference in Istanbul on 2-9 September 2022. The event brought together current, new, and prospective hubs to strengthen relationships, share learnings, and co-design the future of the hub model.

The conference aimed to:

BUILD SOLIDARITY AND PEER CONNECTIONS BETWEEN HUB LEADERS

SHARE AND CELEBRATE ACHIEVEMENTS OVER THE LAST THREE YEARS

ENABLE HUBS TO SHARE WHAT THEY HAVE LEARNED AND SUPPORT ONE ANOTHER

STRATEGICALLY WORK THROUGH DILEMMAS AND CREATE SOLUTIONS TO BOOST SUSTAINABILITY AND IMPACT

ANNUAL REPORT AND ACCOUNTS 2022

RELATIONSHIPS | 58

HUMANITARIAN RISK FINANCING WITH IDF AND OTHER PARTNERS

At COP26, the Insurance Development Forum (IDF) announced three major programs to connect the insurance sector’s world-leading risk assessment capability to the challenges of building resilience to climate change.

In 2022, the IDF prioritised the establishment of an active and inclusive ecosystem for public-private collaboration. This included increased partnership with Start Network, through providing insurance and risk-pooling expertise to Start Ready operations in eight countries.

The Global Risk Modelling Alliance (GRMA) The GRMA will help countries build risk analytics capability. It will offer open-source technology and standards, a public good fund, and a technical assistance team. The GRMA will be funded by donors and the insurance industry.

As Start Ready’s first risk pool prepared to go live in the first quarter of 2022, IDF, Renaissance Re and Aon joined our Risk Modelling Steering Group and completed the majority of their technical support to the programme.

• THE GLOBAL RESILIENCE INDEX INITIATIVE (GRII)

The GRII will provide a globally consistent model for the assessment of resilience. It will be a curated, open-source resource offering high-level metrics across different sectors and geographies. The GRII will be funded by the insurance industry and other partners.

• START READY

Start Ready will help communities get ahead of escalating climate risks through pre-arranged disaster risk financing. The IDF is providing expertise on using techniques such as risk pooling to ensure that funding can be stretched to protect more people. Start Ready is funded by the IDF and other partners.

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ANTICIPATORY ACTION WITH MAP ACTION

The Anticipatory Action and Disaster Risk Reduction Initiative, a trilateral partnership between the IDF, MapAction, and Start Network, launched in 2022.

The collaboration aims to expedite anticipatory action and disaster risk reduction in climate-vulnerable countries. IDF industry members actively support and fund MapAction, enabling the provision of geospatial and information management services that assist Start Network’s membership in anticipating, preparing for, and responding to humanitarian emergencies. The partnership will remain in effect for three years, ensuring continuous efforts to enhance resilience in climate-vulnerable regions.

AFRICA AND ASIA-PACIFIC DIALOGUE PLATFORMS

Start Network co-organised and participated in the Africa and Asia Dialogue Platforms, showcasing its crisis anticipation efforts in these continents.

We highlighted anticipatory actions taken prior to disease outbreaks, cyclones and displacements in various countries. The Africa Dialogue Platform included a joint session with the Southern AfricaIndian Ocean Disaster Preparedness workshop, where Start Network shared experiences and approach to anticipatory action.

During the Asia-Pacific Dialogue Platform, Start Networkled two sessions:

• Localising anticipatory action; challenges and solutions

• Managing uncertainties in risk finance models

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Caption: Finalists at the Meet the innovators event, New Delhi, August 2023 Photo Credit: Seeds India

FORECAST-BASED, WARNING, ANALYSIS AND RESPONSE NETWORK

Forecast-Based, Warning, Analysis and Response Network (FOREWARN) is a multidisciplinary, multi-stakeholder community of humanitarian professionals, scientists, academics, and risk experts who work together to drive early action. The Global FOREWARN expert pool is a group of researchers, academics, and scientists who provide advice on anticipatory projects led by Start Network members.

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KEY ACHIEVEMENTS OF NATIONAL FOREWARN PROGRAMMES

In 2022, FOREWARN Bangladesh contributed to the development of national Early Action Protocols for cyclones, floods, cold waves, and landslides built relationships with government ministries, and led sessions at the Asia Pacific and Global Dialogue Platforms. The FOREWARN Community in Bangladesh grew to 68 experts, and BANGLADESH FOREWARN experts are supporting the development of a Cyclone Classifier Model and working with national FbF actors in the National Anticipatory Action Working Group. The experts pool also supports the Disaster Risk Financing programme of Start Network in Bangladesh, through supporting risk analytics, model development, and early action identification.

In 2022, the FOREWARN team in Madagascar strengthened the technical capacity of the Met Department, automated cyclone forecasting, and developed a national AA framework. They also finalized the Terms of Reference MADAGASCAR for the expert groups, conducted a vulnerability assessment, and developed a cyclone forecast visualization tool. It activated an alert for Cyclone Batsirai on February 2 and again for Cyclone Emnati on February 20. The total activation amount was £635,201 awarded with only £366,689 used in implementation.

In Pakistan, workshops were held for local and national stakeholders on hazard risk insurance, modelling, and PAKISTAN monitoring. The FOREWARN expert group was launched in July 2022, and fellowship awards for research into hazard anticipation were announced. MPhil and PhD students were engaged as fixed-term junior analysts for disaster forecasting and monitoring of risk hazards

FOREWARN Philippines represented Start Network in the UN CERF AA Pilot for Tropical Cyclones, joined the AA Core partnership, supported the AA Technical Working Group, provided capacity building support to MOVE-UP PHILIPPINES Consortium, contributed to the organization of the APDP, and hosted sessions in both the APDP and Global Dialogue Platforms. They also held a scientific forum on the phenomenon of Tropical Cyclone Rapid Intensification in the Philippines. An MoU and a Data Sharing Agreement were signed with the University of the Philippines Resilience Institute, growing the expert group to 15, of whom 7 actively engage in risk monitoring.

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DONORS AND DONOR ENGAGEMENT

Start Network collaborates with a variety of donors from all over the world who are enthusiastic about our goal of a transformed humanitarian system.

The network engaged with donors by providing regular updates on program progress, updates on the Start Fund Accountability and Assurance Framework, and plans for funding access for local and national members, specifically those on Tier 2 of the Due Diligence framework.

This year we have had a successful year from a resource mobilisation perspective as we have managed to maintain our core strategic donors, such as FCDO, which has agreed a new three year grant valued at £36 million,…while securing a new exciting partnership with Swiss Re Foundation, Start Network’s first corporate partnership. Swiss Re will be enabling our work around anticipatory action, and allow us to advance further on our commitment around locally led action.

To scale up early humanitarian action in the Philippines, Swiss Re Foundation is providing US 702,000 to Start Network. The funding will be used to build and develop Start Ready’s system in the Philippines and contribute towards prepositioned funds for communities’ protection before a crisis hits. The funding will also support the build-up of evidence to demonstrate the impact and effectiveness of anticipatory measures and a pooling mechanism that will allow Start Network to partner more widely with institutional humanitarian funders.

For 2023 the pipeline is strong and there are some new corporates and multiyear pledges in sight.

DONORS

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

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STRENGTHENING OUR CONNECTIONS “

Start [Network] has increased the visibility and confidence that partners give to our organisation and thus allows us to access other sources of funding.

L/NGO MEMBER ”

“

Where Start Network really adds value for me is that it is willing to take risks. I think that it is bringing really important thinking to the table. Often there is a lot of risk aversion and often for very good reasons, but I think SN is really able to take considered and measured risks, which creates space for others to do the same.”

INGO

member

”

“

As a local organisation the Start Fund initiatives are very important for the local organisations and some national organisations, and we are very satisfied from the use of these.”

L/NGO MEMBER

~~”~~

ANNUAL REPORT AND ACCOUNTS 2022

RELATIONSHIPS | 64

ACRONYMS

ADRRN	Asian Disaster Reduction and Response Network
AFPDE	L’Association des Femmes pour la Promotion et le Dévelop- pement 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 Network
G7	Group of Seven

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

ANNUAL REPORT AND ACCOUNTS 2022

ACRONYMS | 65

OUR NOMENCLATURE

The Start Network charity supports a growing number of humanitarian agencies across the world (the network/the membership), working together to revolutionise the global humanitarian system. The network is made up of more than 80 non-governmental organisations across six continents, ranging from large international organisations to local and national NGOs. As the charity and network decentralise into regional and/ or national bodies driven by local organisations and priorities (hubs), a network of networks will emerge and continue to work together towards sector-wide change, with the charity evolving into a service provider.

The UK based charity can be referred to as: Start Network The charity

The charity’s wider network of member organisations can be referred to as: The network the membership/the wider membership

The membership, hubs and partners can collectively be referred to as: The network of networks

Reference to ‘we’ ‘us’ and ‘our’ primarily denotes the charity/ Start Network but may sometimes include the network of fullstop

Start Ready in the Philippines during a donor visit Photo Credit: Start Network

ANNUAL REPORT AND ACCOUNTS 2022

NOMENCLATURE STATEMENT | 66

REflRENCE AND ADMINISIRATIVE ￿AlLs OF THE CHARITY. tts TRUSTEES AND ADVISERS FOR THE ￿AR ENDED 31 DECEMBER 2022 START Amlld WIc￿rn o￿V￿Sp￿C Nqdw Noreefi TrAcGialhGurnbo O¢noMKaT¢chadb￿Ifj siniayotsSMk￿i￿n1C￿OItI rA?8687 TRUSTEES REPORT AND FINANCIAL STATEMENTS RElllitetEdornct JbErt 256- ?6DJdsif¢ l OtsdtrrtFC1VgDD ¥EAI Elllbtlb JI IlE￿I1￿kN 2022 C¥t Fill4nc• ind Suzinn•L>Y• Ch*f EN¢cthi¥¢ ol1￿ R•i5$t#r￿1 NimbDr.' 09288835 Chiiity N4mt4r..1159483 op1nd￿ audnor Cto¥¥q U K LLP LondtrNEC4M FJW 1.7 KlThu Siieol LondpNEC2VBWJ wIt￿r3 LLP 20 Old Bttilty LO￿dD￿EtIm?AN START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

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OVERVIFW f)F PERFUftNIANCE IN 2022 N0twortlhgchaiMya￿￿bthtslFh￿b5.aSparn0fo￿r1D￿nQyt0￿e￿1￿g Df Wlllh&nksioQwlN3te23.rnernbe￿5uPPDrtE1￿d stift.weffl4dp $ubst4ntialpToweB%tawaTdachievlng ourfft1$s￿fi andcoll￿1￿Qfi￿￿of 1ransfonniwanathdatsdhumi￿lf&￿an¥￿&Iorn. PLANS FOR 2023 • WÈ&tIenothÈn8d¢￿rnètwo￿Ofm1wQ￿¥bvl￿lé•al￿the￿￿￿be1OIh￿bj Ig 11 lotpl rnernber4hlp lo 44, IDrluLlnp ZS I W?will ymw Vli￿r￿￿￿￿d rdwmik pliriwoik¥ulltwllylpJwuiilry 4ndTeaTrulhub¥ by. sUpport￿g IhF flveexlslliTrBhub5rtthth IndepothK• • W hlvp nad thk ypai Trt dèTQ aeroAÉ Dljr faNty ht fiinds ¢dmpro Ihio £20 milllon lo In 3￿?.b￿￿91￿4 0￿rIvi4 e. Grow￿41￿1￿be1$hip lryllnowbthlDcally4•dtW4•tS4ndb45•do bc8lly ￿ 2D22 Slan He8dy. our pl￿poSItIOn0￿ lundlno mgchanlsm. w￿1 Growkng&4rtFundsistin R•ity'lL4'tDwpponourgro￿I ¢on$¢ll4ie,tÈ&t ￿d1￿M¢e¢X19IlTr￿e￿lOinQvF1O9Ier￿I1 FIMnttlrplDRFI pi¢pi•m EvidEn¢lnythrdpro￿ing nob￿rk¥ll￿o, Imp4ctyndgyJiom$ membw Wl eMyayEmenl on tlilA#tp tdDtpd trnergehtiE# ahd miliyBtion to ¢l1th0￿￿Sky ￿7,fj2 CQP27, lh¢ UN &Thd 5QCiO1 countyl lh¢ Ql¢bèl AW Wèwill ￿￿¥￿￿¥￿1￿tIYv[￿s34￿ds￿?t?I￿l)Il1ryof￿e[￿4￿n1¢*th lrnpiowng InloTnal ￿￿t￿￿5t￿b0 mroeftkignl8vd . linpl￿VIng slafFplly struct￿eS.￿n￿￿gtm￿lI￿￿rnl￿￿ START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

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INDEPENDEN[ AUDITORE REPORT TO IHE MEMBERS OF STANT NETWORK rnayca g4un4flumdoubtr￿1h@char￿ablÉc0M￿y,s￿lltYf0ttO￿tIftu￿I% Wlodolal lea41twtJvÈmamhgiorn thé for i¥￿￿e. fWnlDn WhaVe4iidrtedthptin￿clal xtal?Trem%ol ￿art Netwoth company1l0rthw>￿ ond8d31 D￿eMb￿?022￿￿hCOmpris￿th1 timw1 off￿aN¢i J¢tiv#ies, Balancestr¢¢i. &aieM¢iiiol¢ashtbwsand Tthelnisteps ￿tre￿￿O￿51b￿fOltheQther1nIQrM￿tlOfiCQTht?lned wiiNDihp wodo notexpro¥4orylanA ol014ur1n￿ConCIuI￿Tr￿tb0rQuffl. tEèPled AC¢D￿lIn0Pr￿C1thI tt10iYiin1¥0rwiknow￿¢gI ob141n¢din Ihtau¢d1 oroth•rwl$topwur¥tob• dEd rp4ve beon rKOPltlyprPèièd itsècetyd&rthwithUnlT4d KifwJThGèniraly CCaPi8dAccouiitkng Pticuce. boon p￿P￿r￿d In attordint4vA1hlhor4qu•Nffisofthi 2QQb. havVnulh￿U lo ifj Ihi&fepard nlDns0nOthwM4llw4￿•vGrt￿ ￿th•¢•￿1•A012￿o 8•iliforOph)knn weE￿id￿r1ed0￿￿4ud1iinU￿CO1d￿nGewh1hIn1a1n￿￿￿￿l￿lndurdso [hE￿ID￿l￿O￿oIY￿ InThplfukteB4'IEpM,vAMCh InQludig Ihèdlrèelll' ¢fthÈ hnÈn¢ial&totÈrnen1BAÈ￿￿ olourreport We grÈ ￿d@pÉndQnl Df1h¢ ch&thabIP￿WnYin0(rnTd0￿.OIv￿hth￿9l￿r￿l ity1ilrem￿15thir1Dr c4IStilaid ond lull11￿¢ ￿￿￿T￿Or¢1h1ttol rdswnsiNlnl¢$ In 4¢¢tsrd¥nseivilhihpSF FAallwsofiwhlrh ¥M4r•i￿r￿d Wiwiby•wiio ID Iiuhiofthe kMWlÈd9e0ThduTh￿r1&lndln90Fl￿thr￿R•tr10¢Drnpufty Ind thelr p¥14￿¢￿IN ihe¢oity$e olthF 9udrt,we Id¢rtir In iudltlngthèflnincl41 stltlwls.w8h￿o￿o￿c1￿dÈ8thaIthO￿i￿I￿￿￿&, We haYEnDihkng lafem￿ rE¥PE¢IOftrfolawino thutlers whichtr•CornpeNesAct 21￿ rooulTfjsuylo rewm IoyDuiI.In ourDpinlon-. ¥dequaie¥ndprDwa¢¢QJ￿1nure¢Or15hO¥èM¢tbeefftèpL uncortalnhE¥n4Btingto uvo￿￿￿rL￿drt￿Eth¥t.dndiWthaly0rCDII￿￿fvth. START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

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Awtothéinwent Ilmltallonsof an audltlhprèk%anunavoldab1er￿kthIt STAATIIETwfA IAvwtylknodbywJwAth• REGi$fEAED NUMBER..OPII4S$5 STATIMENT OF FINAN'-IA_ACTIVITI-S IINQ'.JRPLRAfiNL IN'JMI AND fxpcNDITURC ACGOUNTI lemenl¥.Evenihgvghweh¥vppropetypl¥nnEd ppiloimed iTr4ttordorKownhoudrting 5tDTrthTd$. Foiexomplfj,tho o0mphancgw¢ithlawsa￿rog￿I￿￿o￿￿lITh￿￿￿r1t1gSlIS fromlhggvoMBand FOR THEVEARETr4)ED31 DECEPAgER2WZ 1è&pDnglb￿f0i piovÈntiwnDnetsmplianeÈ and ¢9￿r￿￿t)e$￿p#2I¥￿tO d¢Qt LoffJr Rewl Thii r4portii rnid• lo1•￿[&1￿•¢h￿1lt￿￿•cf1￿p4￿￿.1rn•￿b•I1, 1I4bDdy, In iffA Z.FJi TQT4LWU115 J,¥• n01 O¢VPioro$um r•ipoiiiiNWlo0n￿0Qtlwr1hjI?th1ehI1lt•b1¥ ¢ompiny Indi￿¢111174￿c0mVDw¢mIMD•iB01 èo¢dy.l¢r¢ur•L wtyk, l¢itnl$r¢Ptsll,( l¢rTh4 trPlnKrt$ ExpIMfAMIO JY• J,F41 F)1 wrrimc ?.4n? 2402 TIM R¢dwDd nwy8ror￿oryAUdltor FoiaDdon beh&ll ol U K LLP Sl?luityyAudllC¢ CILIAT￿M￿F iJi 11.410 J*1 START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

sruT1IETWOR￿IAC￿￿D¥ImIdtyYw1mt•> AtGISTEPWNVAIOEH'O92169J$ LANLE J14E SAT31 DE¢ZWER) STAATIIETwfA IAwwtylknodbywJwAth• REGisfEAED NUMBER..OPI44 STATIMENT OF CAQF4 F,_aws FOR THEnARETrUDJI DÉeEMVER2022 J4syi 4IF 41 f9W Wi￿￿￿¥11r 4U2 TOTALMErAqqm &£1 QL4Mirpu TTrTALFLNP¢ Tr• bwib ID START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

srMTIIVWOR¥IArw•nylm4dbyw4Mwl NOTIS T? T. 11 IINANCIAL STATEMCNTS F(JR THEYEARFNDED31 DECEMBEA ZD22 srAATiimvrA NOTES TO I".11 FINANCIAL JTATEMINTS FOR THE YEARETrW31 DECEPAllER2Q27 rn• ￿TA￿d Irrf li￿￿￿￿d IÈ rf IrLlry START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

srMTIIVWOR¥IArw•nylm4dbyw4Mwl NOTIS T? T. 11 IINANCIAL STATEMCNTS F(JR THEYEARFNDED31 DECEMBER ZD22 srAATiimvrA NOTES TO I".11 FINANCIAL JTATEMINTS FOR THE YEARETrW31 DECEPAllER2Q27 77DJkth Mw.rAirnvd ri*1hMrvfipr.In1hrlikff START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

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srATNETWORK srAATiimvrA NOTES TO I".11 FINANCIAL JTATEMINTS FOR THE YEARETrW31 DECEPAllER2Q27 NOTi.8 T? THE FIKiAKQ.'AL STATEMENTS FOR THE YEAR ENDED 31 DECEP4BEH 2422 r4 J71 L¢4ts1￿ T4 T¢￿1017 ?. AnTkott¥p￿￿p4￿th￿hl 12e 2W ity L¥1 FWM START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

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srMTIIVWOR¥IArw•nylm4dbyw4Mwl NOTIS T? T. 11 IINANCIAL STATEMCNTS F(JR THEYEARFNDED31 DECEM￿ ZD22 srAATllVWW NOTES TO I".11 FINANCIAL JTATEMINTS FOR THE YEARETrW31 DECEPAllER2Q27 14.¥wtsiit¥PwidÈ 00 41 41 (xs) 1rfts- 5iwiP•u PdmWihi¢oli 22 YrTthr.I￿nl knI￿RE 14• DLWMINrtidlurdi 1.441 IQF4 P.9IA) START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

srMTIIVWOR¥IArw•nylm4dbyw4Mwl NOTIS T? T. 11 IINANCIAL STATEMCNTS F(JR THEYEARFNDED31 DECEMBEA ZD22 srAATiimvrA NOTES TO I".11 FINANCIAL JTATEMINTS FOR THE YEARETrW31 DECEPAllER2Q27 00 1.3a& 2JZ1 40 .W4 PY4W 421 pw iry 2)21 i11￿L 2,*27 5) 2A41 58) START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

srMTIIVWOR¥IArw•nylm4dbyw4Mwl NOTIS T? T. 11 IINANCIAL STATEMCNTS F(JR THEYEARFNDED31 DECEMBEA ZD22 srAATiimvrA NOTES TO I".11 FINANCIAL JTATEMINTS FOR THE YEARETrW31 DECEPAllER2Q27 A JI chèrrty rnlnlmyrn I yvw J 11 ?￿7 rJiP IA 7,511 I?. START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

srAATIIÉTWOW NOTES TO TI11 FINANCIAL JTATEMINTS FOR THEYEAREP&EDXI DECEMBER2D22 Ji. EIDd 13dJ EXpEM￿lI￿Éts iryFLr 371 240 ZNBO Zh71 ?.Od7 24• £¥? 4JO t402 1,3S• rFl*YIÉMEi+fwFUNDI 2.402 iyJJ 410 TQT4LiixwfANfd START NIIWJRK AMNUALRIPORIAMD AttOUNTS 1111

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	MUZAFFARABAD POVERTY ALLEVIATION PRO- GRAMME MUZAFFARABAD POVERTY ALLEVIATION PRO- GRAMME NARI DEVELOPMENT ORGANIZATION (NDO) NATIONAL INTEGRATED DEVELOPMENT ASSOCIATION (NIDA-PAKISTAN) NORTH-EAST AFFECTED AREA DEVELOPMENT SOCIETY (NEADS) OXFAM PACIFIC ISLANDS ASSOCIATION OF NON GOVERN- MENTAL ORGANISATIONS (PIANGO) PARTICIPATORY RURAL DEVELOPMENT SOCIETY (PRDS) PEOPLE IN NEED (PIN) PLAN INTERNATIONAL PRO-VIDA QATAR CHARITY RELIEF INTERNATIONAL RURAL COMMUNITY DEVELOPMENT SOCIETY (RCDS)	MEMBERS RURAL COMMUNITY DEVELOPMENT SOCIETY (RCDS) RURAL DEVELOPMENT FOUNDATION (RDF) RURAL DEVELOPMENT ORGINZATION BUNER RURAL DEVELOPMENT ORGINZATION BUNER RURAL EMPOWERMENT AND INSTITUTIONAL DEVEL- OPMENT (REPID) SAMI FOUNDATION SANGTANI WOMEN RURAL DEVELOPMENT ORGANI- ZATION (SWRDO) SANGTANI WOMEN RURAL DEVELOPMENT ORGANI- ZATION (SWRDO) SAVE THE CHILDREN UK SOCIETY FOR MOBILIZATION ADVOCACY AND JUSTICE (SMAAJ) SOLIDARITÉS INTERNATIONAL SUKAAR FOUNDATION THARPARKAR SUSTAINABLE ENVIRONMENT AND ECOLOGICAL DEVELOPMENT SOCIETY (SEEDS) TEARFUND

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Start Fund Bangladesh awarded agency POPI distribution site at Netrokona for flash flood affected community Photo Credit: POPI