## **ANNUAL REPORT 2020-21**
Arukah Network, CIO number: 1162564
Registered address: Arukah Network,169a Pinner Road, Harrow, HA14EX
## **The objects of Arukah Network, as stated in our governing documents are:**
“The relief of sickness and the preservation and promotion of physical and mental health among vulnerable communities in low and middle-income countries in Africa,Asia and South America.”
From our website www.arukahnetwork.org :
“Uniting us is a belief that every community is full of strengths and potential - uniquely equipped to meet the challenges it faces and to pursue a sustainable future for all its members.
Through our network and its 'Clusters' of local people, we help to bring about change in our communities.
We do this by connecting people, by building relationships and trust, by celebrating and sharing our skills, by identifying barriers to health and wellbeing, and together creating solutions to overcome them.”
## **Our purpose:**
Arukah Network mobilises and invests in localised collaborative networks, in order to enable community-led access to health, wellbeing and happiness.We do this by supporting communities to:
- 1) **Connect** with each other, and with other experts and mentors,
- 2) Access accurate up to date **information** , knowledge and training
- 3) Increase their impact and **influence** .
## **Trustees:**
The charity trustees are as follows, and are appointed for the following terms –
- ★ Mrs Kerryann Cope (Chair) for four years
- ★ Dr Nick Henwood for three years
- ★ Prof Andrew Tomkins for three years
- ★ Mrs Margaret Bee for two years
- ★ Mrs Jane Hellings, for three years
- ★ Elizabeth Lloyd, for three years
- ★ Mr Dan Ronoh, for three years
## **Appointment of trustees**
Apart from the first charity trustees, every trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees. In selecting individuals for appointment as charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO.
## **Information for new charity trustees**
The charity trustees will make available to each new charity trustee, on or before his or her first appointment:
- a) A copy of the current version of our constitution; and
- b) A copy of the CIO’s latest Trustees’ Annual Report and statement of
accounts.
## **Support Team**
During this year we made some changes to our staff team.The team is now called the Support Team and is made up of the following people:
- ★ Tom Davenport - Operations Manager
- ★ Elizabeth Lloyd (nee Wainwright) - Network Coach
- (previously co-Leader) ★ Ted Lankester - Strategic Advisor
- ★ Jake Lloyd - Communications Advisor
- ★ Brian Wainaina - Communications Coordinator
- ★ Robins Ochieng - Cluster Support Lead for Africa
- ★ Teresa Echevarria - Finance Administrator
## **A year in the life of Arukah - 10 highlights of the past year**
This past year has been challenging and unique for everyone around the world, and Arukah is no different. Where we would usually be able to travel to collaborate across countries and borders, the global pandemic has prevented this. Communities represented by our Network have been hit hard by COVID’s devastating impact, and followed by the ongoing secondary effects like mass migration, a lack of food and lack of employment. Far from limiting us, the sharp focus on global and local health has driven our members deeper into serving their
communities and forced creative ways of connecting as a wider network and movement.
1. A global gathering - Our 2020 Forum went online
We refused to let a global pandemic stop us gathering, so just like many others, we went online! Over 75 members, representing all nine Clusters attended eight sessions over two days. Topics included sustainability in our work, empowering women, learning from failure, understanding mental health, and more! We are looking forward to being able to gather in person again, but all benefited hugely from being able to connect in this way.
2. Creating a global learning community - the start of monthly Linking 2 Learn sessions
Learning from the success of both our Network-wide online forum and the regular sessions our Uttarakhand Cluster have run for many years, we launched our Linking 2 Learn (L2L) sessions. On the first Wednesday of every month members from across the Network gather on zoom to discuss a topic they have suggested. We connect together, hear from a member or two with experience and expertise in the topic, and then discuss and ask questions of each other. So far our topics have included fighting fake news, organising well, dealing with loss of loved ones, coping with a loss of income, coaching in communities and much more!
3. How to build community - A Podcast partnership with Tearfund
We love partnering with other like-minded organisations to help further connect our members, inform a wider audience and influence the global development community for good. This year has seen an exciting development in our work, as we launched our podcast partnership with Tearfund. With guests and listeners from around the world, the podcast provides practical stories and exciting insights to help those serving their communities.
## 4. Relief direct to communities – Covid19 Relief Fund
As the pandemic hit, the needs of many changed dramatically. Arukah Network called on our friends and supporters to bring together a small COVID relief fund, which was used to support relief work by our Clusters in Africa and India.
## 5. Initiating new growth - Launch of the Cluster Seed Fund
Our approach as a Network is to sustainably support the self-sufficiency of local communities. As communities begin to move from relief into recovery and development following the Covid pandemic, we launched our Seed Fund, with the aim of providing a small amount of funding to catalyse new work in Clusters which enable communities to provide sustainably for themselves. Project applications
across the Clusters included rearing goats and pigs to provide sustainable income for vulnerable community members, supporting migrants with business creation, and Clusters creating income generating businesses themselves. From small seeds grow huge forests!
## 6. 12-steps to community success - Launching our Cluster Handbook
During this year our Support Team worked hard to write and publish our Cluster Handbook. This is a simple 12-step guide to help start, maintain and grow Clusters. It features case studies, stories, practical tools and ideas, and is already being used in a number of communities in Africa and India considering starting new Clusters.
## 7. Supporting global growth - New support team members
Our network is facilitated by a small Support Team, who help Clusters start, operate and grow. We’ve been able to add two new members to this team during the past year, with Tom and Brian joining us.Tom Davenport comes from a background in community work and church planting in the UK to help us as our part-time Operations Manager. He is helping to develop and document our strategy, and to set up structures and processes to aid growth and connection. Brian Wainaina, from Nairobi, Kenya, joins us with a background in helping organizations communicate with their audiences. He has a degree in marketing and is one of our resident communications experts. He has taken on the role of part-time Communications Coordinator for the Network. Elizabeth Lloyd (nee Wainwright) will be shifting her role to focus on being a Network Coach and a trustee for the network.
## 8. Measuring our impact - Launching our Members survey
With the support of an experienced Monitoring & Evaluation consultant from Tearfund (who is also a friend of Arukah Network), we have been understanding and developing how we monitor and evaluate our work as a network. As part of this process we have been asking our members to share their understanding and experiences of their Clusters and the wider network to give us some baseline data. From this we are developing an ongoing monitoring process. This is work that began in 2019/2020, but because of its need for meetings and travel, was delayed because of the pandemic.
## 9. Moving forward together - strategic planning as a Support Team
With the addition of new team members, our Support Team spent significant time this year reviewing how we work together, clarifying the vision and goals of the team, and our plans to make these goals a reality and effectively support the Network going forward.
## 10. New partnerships and new communities
The reach of Arukah has always grown organically via word of mouth, and this past year this hasn’t stopped! Our team, with the help of key members, is working with a number of groups and individuals in both Africa and India who have heard about our way of working and are interested in starting a Cluster.We are excited to be investing in these communities and look forward to seeing how these relationships develop over the coming years.
## **The year ahead**
As the pandemic continues to leave destruction in its wake and the world gets used to a ‘new normal’, Arukah Network will continue to help Clusters serve their communities. We will focus on ways we can support and facilitate our members in rebuilding their communities. As secondary effects of the pandemic combine with the impact of climate change and the already desperate inequalities across the world, our plans are to affirm, encourage and grow the work of our current Clusters, and continue to work with those expressing an interest to partner with us.
Although the next 12 months is full of uncertainty for many, our strategic planning process has helped us put some specific aims in place to help us meet the goals we have for the network.
We plan to implement new membership and partnership procedures for Clusters, to help strengthen our connections and ways of working. Combined with this, we are implementing a new coaching approach in order to provide specific support to individuals and groups across the network and encourage growth.
As the Support Team continues to grow and develop with the Network, we hope to contract an experienced practitioner in India to enable us to give more focussed support to our Indian Clusters in the wake of the devastating effect of COVID there.
Our desire over time is that Arukah becomes more and more led by the members of the Network to help this we plan to develop an International Advisory Group to help guide the global work of the Network. We also plan to hold further forums and gatherings, alongside our continuing Linking 2 Learn programme, which will enable members to share their experiences and connect together more.
We are continually grateful to those who support us as a charity in the UK and we are launching a new ‘Friends of Arukah’ programme. This will recognise and provide added value to our current individual supporters, and provide a mechanism for more individuals to join the work of the Network and support more regularly.
## **Financial review**
Our Clusters work to bring about sustainable community-led health and well-being, and our Network helps these groups connect and support each other. Our expenditure, therefore, represents a different approach to traditional international development work, which channels funds to implement and lead projects on behalf of local people. Instead we work with Clusters, led by members of their own communities, to identify and amplify good local initiatives, and fill any gaps with connections, coaching and facilitation, and move towards sustainability together. Therefore, the bulk of our charitable expenditure is on the cost of facilitation, training and in previous years travel costs.
During the pandemic our normal routines of travel and in person forums were disrupted. As a result of this our budget shows an under spend on last year’s projections. We have accounted for this in the budget for the coming year, with our planned expenditure overreaching our projected income, using the under spend from donations last financial year.
We are extremely grateful for the support we receive from a number of trusts, including the Golden Stable Charitable Trust, the Ogle Trust, the Vitol Foundation, the Marshgate Trust, the Souter Trust and the SMB Charitable Trust. We are also extremely grateful to the individuals who give both regularly and one off donations towards the work of our Network.
Ted Lankester(Co-Leader) Elizabeth Lloyd (Trustee) Kerryann Cope (Chair)
November 2021.
## Arukah Network Statement of Financial Activities
|for the year ended 31 July 2021
Unrestricted Funds
Restricted
Endowment
Funds
Funds
General
Designated
Funds
Funds
INCOMING RESOURCES
Total Voluntary Income
21,460
625
150
Grants
70,275
0
Other Incomes
1,513
776
Total Incoming resources
**93,248**
**625**
**926**
**0**
RESOURCES EXPENDED
Costs of generating funds
4,221
0
Charitable activities
49,563
776
Finance and Administration
6,312
Total Resources expended
60,096
0
776
0
Net Income(Expenditure) for the
33,152
625
150
year and net movement in funds
Fund Balance brought forward
at 31 July 2020
Fund balances carried forward at
31 July 2021
33,152
625
150
FUNDS
General Fund
Restricted funds
Total funds
Cash held at CAF Bank as at 31 July 2021
Less/Cash held in Post-box Account
Cash held in PayPal account
Other Debtors
Payment due to HMRC and Nest for July 2021
Other Creditors
Reconciled cash in hand|for the year ended 31 July 2021
Unrestricted Funds
Restricted
Endowment
Funds
Funds
General
Designated
Funds
Funds
21,460
625
150
70,275
0
1,513
776|2021
2020
Total
Total
Funds
Funds
22,235
20,631
70,275
63,045
2,289
3,115|
|---|---|---|
||**93,248**
**625**
**926**
**0**|**94,799**
**86,791**|
||4,221
0
49,563
776
6,312|4,221
5,683
50,339
55,162
6,312
5,112|
||60,096
0
776
0|60,872
65,957|
||33,152
625
150
|33,927
20,834
30,502
9,668|
||33,152
625
150|64,429
30,502|
|||55,955
22,178
8,474
8,324|
|||64,429
30,502|
|||63,635
28,042
2,202
3,745|
|||65,837
31,787
0
0
-1,408
-1,285|
|||64,429
30,502|
|1 Voluntary Income
1.1. Gift-Aided Donation
1.2 Tax Recovered
1.3 Other
1.4 Events/Training
1.5 Income from Investments
Total Voluntary Income
2 Other incoming resources
2.1 Grants
Total Incoming resources
RESOURCES EXPENDED
3 Costs of generating funds
3.1 Fundraising
Total Resources expended
4 Charitable activities
4.1 Cluster costs
4.2 International Forums
4.3 Networking
4.4 Management and strategy
4.5 Other expenses
5 Finance and Administration
5.1 Insurance
5.2 Administration
**Total resources expended**
Notes|2021
2020
Unrestricted Funds
Total
Total
Restricted
Endowment
Funds
Funds
Funds
Funds
General
Designated
Funds
Funds
9,488
500
120
10,108
9,564
2,047
125
30
2,202
2,391
9,925
776
10,701
11,461
1,500
1,500
330
13
13
0|
|---|---|
||22,973
625
926
0 24,524
23,746
70,275
70,275
63,045|
||**93,248**
**625**
**926**
**0 94,799**
**86,791**|
||4,221
4,221
5,683|
||4,221
0
0
0
4,221
5,683|
||30,685
30,685
43,447
3,386
3,386
50
3,662
3,662
3,366
11,830
11,830
5,514
0
0
776
776
2,785|
||49,563
0
776
0 50,339
55,162|
||312
312
312
6,000
6,000
4,800|
||6,312
0
0
0
6,312
5,112|
|||
||**60,096**
**0**
**776**
**0 60,872**
**65,957**|
||**1.1. Donations given as one-off and by regular payment**|
**1.2 Tax reclaimed up to 31 July 2021**
**2.1 Grant received from Golden Stable, Marshgate Trust Souter Trust,**
**Ogle Charitable Trust, SMB Charitable Trust and Vitol Foundation.**
**Vitol Foundation grant of £ 46K, was to provide one off funding for a large project on our monitoring and evaluation across the Network. There is not expectation that this will be ongoing, but other funding organisations are providing funds towards our ongoing costs and current and future projects.**
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