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Funding, 
Planning 
li was disappoint ing when a major 
proposal io ihe I!K Naiionul 
Lottery Charities Board, of which 
wc had high hopes, was turned 
down (essentially because they felt 
it had to«i much emphasis on 
biodiversity and loo little on human 
development ». Corporate 
fundraising was a dead loss in 2000. 
to put it bluntly, and the corporate 
membership scheme that we 
debated at the ‘Kith ACM has failed 
to materialise. Membership rose to 
around 1,250 by the end of 
Decemlier 2000: not bad, but a long 
way still off our target of 2.000 
members. Tilings were not helped 
by the departure of our much 
valued Executive Officer. Shrill 
Kajani, in May 2000. 
Her successor, Philip Adolwa, was 
just starting to settle down when he 
also decided to leave. Other staff, 
and members of the Management 
Sub committee, had to step in to fill 
the administrative vacuum— a 
major distraction from more 
strategic work. 
The workplan for 2001 puts much 
emphasis on fundraising, marketing 
and business planning in general. 
Several other proposals have now 
gone in to potential funders, and 
more are in the pipeline, using some 
of the ideas earlier proposed to 
N'l.CB We intend to have a business 
plan and a marketing strategy in 
place by the end of the year. The 
staff structure has been reorganised 
to allow stall to carry out such 
work more effectively. 
One major setback to our work on 
several fronts was the loss of our 
(»EF project Landrover in 
November 2000. Very fortunately 
no-onc was injured when the 
vehicle rolled near Sagarui tow n and 
was extensively damaged. The 
Landrover itself has been written - 
off by oui insurers and w e are in 
the process ol obtaining a 
replacement This ts likely to take 
some time and there w ill inevitably 
lx.- some disruption of programmes 
as a icsii 
It 
