THE BROOKE HOSPITAL FOR ANIMALS...The Brooke supports the delivery of animal welfare information through radio broadcasts to people in remote areas as well as supporting school programmes

THE BROOKE HOSPITAL FOR ANIMALS

CONTENTS

3 Introduction to the Brooke

3 Chairman and Chief Executive’s report

TRUSTEES’ REPORT

5 What we do

6 Where we work

7 Our approach

8 What we aimed to do in 2011/12

14 The outcome of our work

20 Our supporters

20 Looking ahead: aims for 2012/13

23 Our people

24 Financial review

26 Financial strategy

27 Structure, governance and management

32 Legal and administrative details

34 Statement of Trustees’ responsibilities

35 Auditor’s report

FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2012

37 Statement of Financial Activities

38 Balance Sheet

39 Cash Flow Statement

40 Notes to the accounts

51 Publications and research listing

53 Contact addresses

Cover photo: Working animals in Kenya © The Brooke/Anna Fawcus

THE BROOKE HOSPITAL FOR ANIMALS ANNUAL REPORT AND ACCOUNT

FOR THE YEAR ENDED 31 MARCH 2012

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Introduction to the Brooke

There are currently around 100 million working horses, donkeys and mules in the developing

world, transporting people and goods. All of them play an essential role in the livelihoods of an

estimated 600 million people.

During the course of their working lives, more than half of these animals will suffer malnutrition,

exhaustion, disease and injury, often compounded by a lack of accessible and affordable animal

health services. These problems can be avoided.

The Brooke is an international charity dedicated to improving the welfare of working horses,

donkeys and mules through direct veterinary treatment and community programmes to improve

animal health and well-being. We also work with individuals, institutions and governments to

encourage changes to policy, benefiting the welfare of working equine animals.

Chairman and Chief Executive’s report

We are delighted to present this Annual Report as an update on the Brooke’s work and

achievements over the past year. At this stage in our strategy, we remain on track to deliver our

goal of reaching 2 million equine animals by 2016. In 2011/12 our coverage extended to 1.1

million, an increase of 24% over 2010/11 as you will read later in this report.

A key part of our charitable activities is to deliver direct veterinary treatment to relieve suffering of

working equine animals through the work of our mobile teams, static clinics and our programme of

community animal health workers. In addition, we have undertaken 3 emergency projects. We

helped horses working in the Egypt tourism sector, who have been affected by the downturn in

visitors due to the political situation since the start of 2011. A special appeal to our supporters

enabled important aid to more than 2,500 equine animals during a very difficult period. We helped

equine animals in rural communities of North East Kenya and Northern Afghanistan. Both regions

had suffered from long period of droughts causing crops to fail, and our support provided vital help.

Our focus on prevention continues to be extremely important. It is a key principle of the Brooke’s

work that we ensure a long lasting change by working with communities and service providers to

ensure problems which cause welfare issues for working equine animals are prevented. Our

participatory approach is vital for changing attitudes and behaviour. The chart1 below developed by

local horse owners is a simple illustration of how they can measure the welfare of their animals:

1 Van Dijk, L., Pritchard, J., Pradhan, S.K. and Wells, K. (2011). Sharing the Load: A guide to improving the welfare of working animals through

collective action . Rugby, Practical Action Publishing. p208

THE BROOKE HOSPITAL FOR ANIMALS ANNUAL REPORT AND ACCOUNT


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This example is a simple approach which not only improves the welfare of the horse owners’

animals, the peer group pressure created by comparative discussions across the community

means people are motivated to do more and many animals will benefit. During the year, we

extended our welfare assessment approach designed by local people, creating a greater level of

ownership for monitoring the welfare improvements being made.

Our influencing activities received more attention this year. We were able to increase the attention

given to working animals at an international level with the UN Food and Agriculture Organisation

(FAO) and the European Commission, at a national level with governments such as promoting the

economic value of the donkey in Ethiopia following our livelihoods research, and at a district level

with programmes such as the use of radio in Jacobabad in Pakistan.

Our expansion work to reach more equine animals has also picked up pace, with amongst other

things, our Brooke registration is now complete in Senegal for West Africa and begun in Kenya for

East Africa. We undertook scoping in Central and South America and in 2012 we will start pilot

projects in Nicaragua and Colombia. In all countries, we are planning our work with other equine

welfare charities present so we can maximise the benefit of collaboration where possible. Our

continued growth to reach our goal requires us to ensure internal systems and processes are

working effectively and fit for the future. During the year we have invested in a programme to

ensure we get the most value from our resources through collaborative working and developing

our international accounting systems, and towards the end of the year we began a project to better

monitor the welfare and behavioural changes we are making in our programme work.

Despite the challenging economic environment, our total income exceeded £17 million, with good

growth in all areas as you will see from our financial statements later in this report. We deeply

appreciate the generous support from donors who have been with the Brooke for many years, and

also those new to our cause. Sincerely, thank you.

We would also like to extend Brooke thanks to our 2 retiring trustees, Dr David Jones and Ms Ann

Searight, grand-daughter of Dorothy Brooke. Both have been long term members of the Brooke

Board and have made a considerable contribution to the charity over the years. We were delighted

they accepted an invitation to become Honorary Vice-Presidents, so will continue to be involved in

our future development.

We hope you enjoy this report. Please do not hesitate to contact us if you would like any additional

information.

Peter Davies – Chairman Petra Ingram – Chief Executive

THE BROOKE HOSPITAL FOR ANIMALS TRUSTEES’ REPORT


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Trustees’ Report

The Board of Trustees present their report together with the audited financial statements of the

Brooke for the year ended 31 March 2012. The Brooke is incorporated as a company under the

Companies Act 2006 and is registered with the Charity Commission for England and Wales.

What we do

The Brooke works directly and with partners to improve the welfare of working horses, donkeys and

mules through the alleviation of suffering and the development of equine animal welfare practices and

facilities to prevent and reduce suffering in the future.

During the year, we increased our impact to reach 1.1 million working horses, donkeys and mules,

benefiting more than six million people1 across the world.

The Brooke and its affiliates employ just over 1,000 staff around the world, including veterinary

surgeons, community animal health workers and development specialists. Our charitable activities

cover four key areas:

Direct veterinary intervention and animal health services

The Brooke provides free treatment to animals through our clinics and mobile veterinary teams,

ensuring emergency treatment is always on hand to help more horses, donkeys and mules,

benefiting their owners and families.

To support this, the Brooke employed and funded over 140 vets in its international operations. In

2011/12 charitable spend in this area increased by 7.4%. This appears in our accounts as direct

intervention.

Prevention of welfare problems – working with communities

Establishing the root cause of a health problem and preventing it from happening in the first place is

the most effective way to ensure sustainable improvements in animal welfare. We work with

communities to help them care for their animals better, identifying the most prevalent and severe

problems, and developing appropriate activities to improve animal welfare, ensuring healthier and

happier futures.

Our community approach means we train local people as animal health workers so they can

diagnose common problems and provide first aid with supplies of basic equipment. The Brooke also

trains animal owners, local healers, vets, farriers, saddlers, feed sellers and harness and cart makers

who are equipped to deal with both routine work and emergencies. In 2011/12 charitable spend in

this area increased by 1.2%. This appears in our accounts as prevention of welfare problems.

Influencing for improved animal welfare

To make lasting improvements to the welfare of working horses, donkeys and mules, the Brooke

works to persuade key local, national and international institutions and governments to include the

welfare of working equine animals in their policy development and programme implementation.

The Brooke supports the delivery of animal welfare information through radio broadcasts to people in

remote areas as well as supporting school programmes to engage children who work with or can

1 Based on Brooke’s own research into dependency, which estimates that each working animal supports on average a family of six people.



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What we do

influence animal owners. In this way, we will increase the investment in equine animal care far

beyond what could be achieved solely through the Brooke’s own resources. In 2011/12 charitable

spend in this area increased by 15.3% as a number of key projects were launched recognising the

vital role that these key stakeholders can play to improve the welfare of working animals. This

appears in our accounts as influencing.

Practical research for improved animal welfare

The Brooke undertakes and commissions practical field research to identify effective, sustainable and

science-based solutions to improve animal welfare, delivered by animal-owning communities in the

developing world. In 2011/12 charitable spend in this area reduced by 18.1% as the emphasis was on

improving the quality of research proposals for the future. This appears in our accounts as research.

Where we work

During 2011/12, the Brooke worked in ten countries across Africa, Asia, the Middle East and Latin

America and took steps to expand the geographical reach in line with our commitment to improving

the welfare of two million working horses, donkeys and mules every year by 2016.

We worked directly and through partners to deliver veterinary treatment and community animal health

programmes in Afghanistan, Egypt, Ethiopia, Guatemala, India, Jordan, Kenya, Nepal, Pakistan and

Senegal.

In addition, through our small initiatives fund (SIF), we also extended our reach to help equine

animals in Peru, Tanzania and Zimbabwe.



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Our approach

Sustainable

To make a lasting difference to working animal welfare, we have learned that while owners and their

families make the largest difference to their animals' lives, service providers such as government and

private vets, community-based animal health workers, farriers, feed sellers, and harness-makers play

an important role. Through strengthening the work of these service providers where we can, rather

than providing new parallel systems, we work hard to ensure that horses, mules, and donkeys receive

accessible, affordable, appropriate and good-quality services for the lifetime of the animal and for

other animals in the future.

These interventions all help to ensure animal-owning communities can access quality veterinary,

farriery and saddlery services in the longer term, building up treatment alternatives in communities.

We strengthen people’s skills to assume their responsibilities with regards to the animals.

Our approach to expansion into new countries aims to ensure that we make a lasting improvement

and working horses, donkeys and mules experience an acceptable level of welfare over their lifetime.

We undertake scoping research to assess the depth and breadth of the working equine welfare

problems and to assess local resources and opportunities to work with partners. Then we carry out

participatory planning and provide skills training, before putting in place a pilot project for 1-3 years to

ensure that we learn the best ways of working locally, before expanding to deliver a larger

programme. This approach, which we have used most recently in Senegal, means the best use is

made of funds, but it does take time. Our expansion involves a long-term commitment so we are

careful to ensure that the resources, plans and skills are in place to deliver our programmes for

working animals in new areas.

We are also expanding the impact of our work within existing countries of operation, based on an

assessment of need and through the development of partner and affiliate capabilities.

Groundbreaking

The Brooke is at the leading edge of applying learning from methods used successfully in a human

development context by other international non-governmental organisations (NGOs) to improve

animal welfare. One of these approaches, known as ‘participatory rural appraisal’ involves working

through group exercises, role-play and pictures to stimulate collective action.

We work with communities so that improvements to the welfare of working horses, donkeys

and mules, come from the communities themselves, helped and guided by the Brooke.

We ensure that individuals and communities really understand these solutions, building on

existing knowledge and ensuring better long-term care for their animals.

We ensure that this makes a lasting improvement to the lives of animals and the poor

communities relying on them.



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Our approach

Evidence-based

We have developed a science-based approach aimed at improving the welfare of working horses,

donkeys and mules. This approach includes:

Identifying areas where significant numbers of animals work in high risk activities, such as

brick kilns or rubbish dumps, as well as identifying the causes of suffering. We do this by

assessing the welfare of animals themselves and by looking at the broad risks for poor welfare

arising from their environment, their owner’s situation and type of work they do.

Prioritising the most common or severe problems and analysing their causes in more detail

with animal-owning communities, enabling us to develop appropriate and effective welfare

improvement programmes incorporating scientific evidence, working together with their

owners.

Planning welfare improvement interventions with animal owners and users, animal health

workers, policy-makers and others who can influence working equine welfare, in order to

develop and apply appropriate and long-lasting solutions.

Monitoring and evaluating results to ensure that interventions have been effective and to

share our learning within, between and beyond the countries where we work.

In support of our evidence-based approach in 2011/12, we published a number of papers to share

learning about equine animal health, behaviour and welfare. These are listed under the publications

and research section at the end of this document.

What we aimed to do in 2011/12

Our aims and achievements

With ambitious plans to reach a goal of improving the welfare of two million equine animals a year by

2016, we focused on building our foundations to achieve future growth, in addition to continuing our

direct veterinary treatment and prevention work.

Our aims and achievements were based on a set of operational objectives which contribute towards

our five strategic objectives. Specific outcomes of our work are shown later in this report.

1. We will ensure that communities and service providers are enabled to sustain and improve

welfare for working equine animals both in the short and long term.

We progressed this by:

Providing support to improve the effectiveness of country programmes, strong project management, effective allocation of resources, quality interventions and skills development in line with the international strategy

All country programmes are supported to ensure that animal-based data collection is planned,

implemented, analysed and interpreted appropriately. Guidelines are reviewed and developed to

enable the organisation to analyse and report using a range of tools to assess welfare. A pilot project

is in progress in India using a participatory welfare needs assessment tool to evaluate its potential

development in terms of impact assessment and to share with other country programmes across the

organisation.



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To ensure the Brooke is supporting and delivering programmes of quality we conducted an external

clinical audit in India in March 2012, supporting the development of the clinical auditing process

carried out in Pakistan and Egypt through senior vets’ development and distance support. In addition,

we conducted a financial audit with Agronomes et Vétérinaires Sans Frontières (AVSF) Velingara,

and strengthened technical and training skills through a senior vets development workshop in Nepal

and an adult learning workshop in Ethiopia.

Promoting best practice by sharing work between countries

To promote best practice, international workshops were held throughout the year on specific issues,

such as lameness, dentistry, equine behaviour, ophthalmology and hoof care while monthly

veterinary newsletters focusing on case studies and summaries of research papers continued to be

circulated. A compilation of all drug information is being placed online for access by all Brooke staff in

2012/13.

A cascade of training for trainers took place in Asia with field staff in Afghanistan learning about

participatory rural appraisal and community development skills from the Kabul project manager, who

had received training from Brooke India earlier in the year. Brooke India also provided management,

programmatic and technical support to our partner Animal Health Training and Consultancy Services

(AHTCS) in Nepal.

In Africa, partners benefited from sharing lessons learned from across a range of Brooke countries, to

improve their work in schools and with Community Based Animal Health Workers.

Improving access to resources to encourage ongoing learning

The Brooke continues to invest in the training of its vets across the world. The content of the Brooke

vet handbook/online vet-wiki has developed further, incorporating research into practice, such as the

results of the foot care studies in Pakistan and Ethiopia.

International veterinary skills workshops have been integrated with the Brooke veterinary competency

framework and training of trainers approach while Moodle, an online interactive learning platform, is

now a major forum for Brooke vets to discuss clinical matters and learn from peers.

Establishing acceptable standards of welfare, appropriate conditions of sustainability and guidelines

to support our work, including a review of our partnership approach

A pilot project focusing on participatory welfare needs assessment was held in India to review data,

as well as to develop a tool for use across countries. This will incorporate analysis of different

methods and subsequent triangulation of results. Efforts were made to support all country

programmes to ensure that animal-based data collection was planned, implemented, analysed and

interpreted appropriately.

Training in welfare assessment, reporting and analysis has been undertaken in Nepal, Kenya, Egypt

and Guatemala. Sessions on animal welfare were held in both regional meetings and exercises

conducted on the importance of assessing welfare at the planning and exit stages.

The Bristol welfare assessment tool has been updated, manuals produced and further training

provided to India, Pakistan and our partners in Kenya - KENDAT and Practical Action.



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Undertaking sector leading research on animal welfare issues to help identify the best solutions

Workshops have been held in several countries to develop research proposals, with the emphasis on

the promotion of quality research. Feedback on concept notes, papers and conference abstracts and

information on how to access scientific literature throughout the organisation was provided.

Concept notes and protocols were reviewed and approved for the following:

A study into the disease profile of equine animals presenting as surra cases to Brooke

India vets in four districts of western Uttar Pradesh

Tetanus prevalence, mortality and morbidity in equine animals in Afghanistan

Foot care pilot study in donkeys transporting goods by cart in Jacobabad, India

Research on helminths (endoparasites, worms) in working donkeys in Kenya

Understanding the vital role of working equine animals in a socioeconomic context and effectively

disseminating our findings

The Brooke held a successful event to highlight the links between working equine animal welfare and

livelihoods, attended by animal welfare charities, universities, development agencies, the OIE (the

World Organisation for Animal Health) and the European Commission in September 2011. The

livelihoods study in Ethiopia was central to this event and has been recognised as an important piece

of research by institutions such as the UN FAO.

Expanding work in West and East Africa, and completing a scoping study in Central/South America

including a review of activities in Guatemala

The first draft of the concept notes for pilot projects in Nicaragua and Colombia was put together by

the scoping team, shared with the regional desk and submitted to the Trustees in March 2012. The

Brooke is now officially registered in Senegal while in Kenya, registration is underway. The Brooke is

also supporting country offices and partners to develop expansion plans in India, Ethiopia and

Pakistan.

Since the Small Initiatives Fund (SIF) was established in 2009, 55 applications from 20 countries

have been received and eight projects approved in Peru, Colombia, Mongolia, Kenya, Tanzania and

Zimbabwe covering a total of 34,500 equine animals.

2. We will significantly increase our positive impact on working equine animal welfare, within and beyond the geographical areas in which we work, through influencing and collaborating with local, national and international institutions.


Recruiting staff and developing the work plan to implement the influencing strategy

Our influencing agenda has progressed in several countries, including Pakistan where the first

regional influencing forum was held and Ethiopia where the Brooke contributed to the development of

the Ethiopian Government’s Animal Welfare Directive. Action plans and strategies are being

developed with staff now in place.

Identifying and building alliances with key strategic partners

To highlight the importance of welfare among working equine animals, the Brooke led on and

provided technical support for the production of a video by the European Commission (DG SANCO).




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The video will be used to raise awareness among EU delegations across the world, as well as with

other DGs, European parliamentarians and NGOs. Footage was shot with the cooperation of Brooke

India in JP Nagar, focusing on the local community and showing the importance of the role of working

equine animals, welfare problems and how people can work together to improve them.

We believe that women play a powerful role in bringing about change and improvements to the

wellbeing of animals. The Brooke is focused on providing women in many rural communities, with the

skills, confidence, and knowledge to raise the visibility of working horses, donkeys and mules, and

their role in the community. We are working with the UK Gender and Development Network, FAO, the

International Livestock Research Institute, Galvmed, and the International Fund for Agriculture

Development on setting up a Gender and Livestock Network to foster awareness, share information

and collaborate on livestock and gender related issues.

Strengthening evidence-based work through published papers and participation in key scientific and

international development conferences

Research is a key part of our work, to ensure improved practice is incorporated across the

organisation to help improve the welfare of working equine animals. Our research publications and

outputs are listed at the end of this annual report.

Working with the UN Food and Agriculture Organisation (FAO), focusing on working animals to

highlight the vital link between animal welfare and livelihoods

To highlight the role, impact and welfare of working equine animals, the Brooke collaborated with the

FAO, holding an expert meeting in Rome. The meeting followed on from the E-consultation and a

workshop at the Pan Commonwealth Vet Conference, exploring the role and impact of working

animals in livelihoods and identified a set of recommendations for action to raise the visibility of

working animals in policy and programmes.

The Brooke contributed to the first global multi-stakeholder forum on animal welfare, organised by

FAO, with support from the European Commission and European Economic and Social Committee.

The Brooke was among more than 300 participants attending the World Equine Veterinary

Association conference in Hyderabad, India, with four presentations illustrating our work.

Supporting programmes and partners to develop local influencing work

Three areas of work have been identified to move our influencing forward. They involve the role of

working equine animals in the lives of women in Pakistan, India, Kenya and Ethiopia; an advocacy

project on fostering collaboration between animal and human welfare sectors in the brick kilns, and

two livelihoods studies to be carried out in India and Pakistan. These projects will be taken forward in

2012/13.

3. We will inspire a diverse range of supporters in order to expand our funding base and

increase our income through new, repeat and upgraded support.


Delivering ambitious income targets for the year

2011/12 was a record year for income at the Brooke, resulting in donated and legacy income of

£17m, up from £15m in the previous 12 months. It was an exceptional year for legacies (our highest

ever at over £7m). We must also thank our friends at Brooke Netherlands who contributed more than

£1.3m to this overall total.




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Strengthening fundraising support systems

A one-off investment was made to implement a new administrative database to handle our legacy

notifications, which we began using from the start of April 2011. This system has increased our

efficiency and reporting capabilities. Extensive scoping work was begun to enable the Brooke to

provide more detailed reporting information relating to restricted income projects. This work will

continue into next year, to ensure our systems are fully capable of delivering the information required,

and enable us to grow our income from major relationships.

Investigating further ways in which we can diversify our income.

We recognise the need to diversify our sources of income, and during the year, work was carried out

to redefine our fundraising from trusts and corporate donors. Work with major donors did not progress

as much as we planned due to changes in staff and will become a priority for 2012/13.

Developing American Friends of the Brooke with a supporter event

To expand our awareness and funding opportunities abroad, two events were held in the USA, to

formally launch our sister organisation, American Friends of the Brooke. We are grateful to the

supporters who generously opened their homes to friends and family, enabling us to introduce our

work to a new audience of equestrian enthusiasts.

4. We will define and promote our brand with pride and passion, making it synonymous with

evidence-based improvements in equine welfare, thereby reinforcing our status as a global

leader on working equine issues.


Building awareness of the Brooke brand

To deliver our message to the widest possible audience, we have capitalised on media opportunities

throughout the year. One of our key on-going activities this year included highlighting the Brooke’s

history with release of War Horse, the film and exhibition. The Brooke contributed artefacts and

photos to the National Army Museum’s War Horse: Fact and Fiction exhibition, and we were delighted

to be part of the film’s launch.

Maximising media and online opportunities

Using the 2011/12 communications plan with campaigns and stories such as ‘War Horse’, brick kiln

expansion work in India, the crisis in Egypt and the Brooke’s work there to support owners and

animals suffering as a result of the downturn in tourism, the Ethiopia livelihoods report, Kenya

drought and Pakistan floods a year on, we produced multimedia materials for targeted national and

international media with good results. We were also delighted at the additional publicity secured by

our community groups and by those people who took part in the India challenge ride.

In 2011, the Brooke launched affiliate websites in Pakistan, Egypt and India to accompany the

international website, launched earlier in the year, resulting in increased visitor numbers and income.

A redesign of the American Friends of the Brooke website also helped build awareness and raise

income in the US.



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Visitor numbers to our social media platforms also increased with over 8,000 fans on our Facebook

page – up from 5,000 last year - and over 3,000 following us daily on Twitter, along with increased

interest on newer platforms like Google+ and Pinterest. The launch of Luka, the Brooke travelling

donkey, across our social media platforms, proved a hit with younger supporters. A regular supply of

bite-sized multimedia updates remains a challenge, and will be further improved in 2012/13.

Establishing clear brand guidelines

The Brooke brand guidelines were published in hard format along with CDs, so staff can access them

easily, making branding an integral part of everyone’s work at the Brooke.

Introducing a new media resources database

It has been a major project to sort, categorise and transfer photos to our new free shareware

database, but we are nearing completion and have included digitisation of our archive of Dorothy

Brooke’s photos from the 1930s. By setting up collections, we have made searching easier.

Investing in new media resources

We have refreshed our media library with new commissions and now have a comprehensive

collection of photos, case studies, audio and video illustrating our work. The intranet has been

reorganised and updated to provide all staff with the latest information.

Completing trademark registrations

We have made trademark registration applications in all of the countries where we fundraise or have

major programmes. Our grant agreements now incorporate a licence to use the Brooke name and

logo.

5. We will develop as an international organisation with strong accountability, working

effectively and making the best use of knowledge, expertise and resources.


Designing and developing a new project based management system to meet the needs of both

country programmes and new fundraising initiatives

The four elements of our Building for Growth programme were planned and implementation began.

The effectiveness framework project will help us show how well we are delivering our mission,

demonstrating the Brooke’s effectiveness and value for money. This will be achieved through

improved organisational wide monitoring of outcomes and impact. Our “Connect” project has taken

significant steps to improving collaborative working by sharing digital information better, managing

knowledge and improving workflow. This will continue into next year and seeks to bring about

improvements in the work culture.

Ensuring risk and security management are embedded in decision making

To ensure risk is mitigated, security management plans and standard operating procedures are fully

integrated into all country programmes. These have been reviewed by an independent security

management company, confirming that the Brooke’s plans are fit for purpose. A crisis management

simulation exercise was undertaken by UK staff and crisis management procedures are being rolled

out to country programmes.

Increasing support to HR, Finance and Information Technology in our country programmes



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HR:

Egypt: Recruitment of the new position of Head of Finance and Resources

Ethiopia, Jordan and Kenya: Recruitment of the Country Representatives

India: Support has been provided with running a staff survey and implementing an action plan

Senegal: Support in developing profiles for a larger team

Finance:

Ethiopia: Support has been provided in building capacity in the field

Senegal: Support provided in setting up the finance systems for the new office

Pakistan: Support has been provided by organising a training programme for non-finance

managers in financial management

India: Organised a training programme in financial and treasury management

Egypt: Support provided to strengthen financial controls environment

Information Technology:

Egypt: Training and support has been provided to Brooke Egypt to assist them in

implementing SUN accounting systems

Raising awareness of animal welfare across the organisation and incorporating it into an enhanced

induction programme

A regular in-house animal welfare session has been included in induction while other animal welfare

related sessions on veterinary and equine aspects have been delivered in-house as part of the

Brooke’s learning and development programme. A training session on animal-based assessment of

welfare was organised for staff and Trustees to improve organisation wide understanding.

The outcome of our work

During 2011/12 we made substantial progress towards our target of reaching 2 million equine animals

a year, by 2016. In 2010/11 our coverage was 904,900, while in 2011/12 it is 1,119,000, an increase

of 24%. This has been achieved through expansion in existing and new countries, while maintaining a

focus on quality and effectiveness.

Coverage and Take-up – 2011/12

Coverage Mar 2011

Coverage Mar 2012

Take-up 2012

Afghanistan 30,000 30,000 5,948

Egypt 222,000 222,000 167,992

Ethiopia 80,000 138,700 87,061

Guatemala 37,000 41,000 11,969

India 176,300 254,000 138,571

Jordan 1,200 1,300 1,300

Kenya 62,000 69,600 34,242

Nepal 6,700 10,500 6,668

oPT

1 2,800 NA NA

Pakistan 286,000 350,600 135,972

Senegal 900 1,300 1,410

Total 904,900 1,119,000 591,133

1 The programme with our partner in occupied Palestine Territories (oPT) concluded in March 2011.



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In addition to measuring the impact of our work in terms of quantity, we also measure the quality of

what we do, providing a range of services to deliver improved animal welfare.

The Brooke uses a number of different techniques at a programme level to assess the impact of its

work based on what is most appropriate. These include a comprehensive welfare assessment tool,

examining a number of different aspects of equine animal welfare, specific animal based indicators

and a participatory welfare needs assessment, involving communities. These provide a good

indication of improvements for each individual project but do not yet provide data capable of

consolidation at an organisational level.

Measuring the impact of our work is a challenging area and work will be ongoing during 2012/13 to

find better ways to measure the quality of welfare improvements, in addition to the number of animals

helped. The most compelling evidence of our impact comes in the form of case study information,

articulating the benefit of our work on the individual horse, donkey or mule, and its owner, as shown

on the Brooke website www.thebrooke.org

Specific examples of the outcome of our work across the four key areas are detailed below:

1. Direct veterinary intervention

Direct, hands-on veterinary treatment is and will always be an important part of our remit to improve

the welfare of working animals in acute pain, those that have been injured and are suffering from

disease. A significant part of the Brooke’s work also provides access to free preventative and

emergency services via mobile and static clinics. As part of an on-going cycle of clinical appraisal and

improvement, clinical audits ensure that the service provided is of quality. During the year, 591,133

animals were treated by the Brooke.

In addition to direct veterinary intervention, programmes provided additional welfare benefits to

working animals in several countries, where suffering was particularly acute.

Extreme feed shortages in north and north western Afghanistan prompted our partner, the Dutch

Committee for Afghanistan, with the Brooke’s support, to distribute emergency feed to 1,050 working

equine animals, around Kabul, Mazar and Herat provinces for two months at a cost of $10,500 in

March 2012.

In Egypt, the Brooke distributed weekly rations to over 2,500 working equine animals to alleviate

suffering among working horses, following the downturn in the tourist industry. A total of more than

250,000kg of supplementary feed was given out at points across Egypt, with more than 3,000

treatments provided. To pinpoint the neediest animals, markings were made before distributing

tokens to their owners. The deterioration in security was challenging particularly in community

engagement and contacting governmental officials in a changing environment. The emergency feed

distribution continues into 2012/13.

To ensure working donkeys had access to water during the drought in northern Kenya, our partner,

Practical Action, implemented the second phase of the Mandera Equine Drought Response Initiative

(MEDRI) in September and October 2011. Fuel costs were subsidised at seven strategic boreholes to

run motorised pumps, pipes were repaired at four community water troughs and support provided to

water user associations struggling to provide for their animals. The rains arrived at the end of the

year bringing the drought in the region to a close.

http://www.thebrooke.org/



16


2. Prevention of welfare problems

The focus of the Brooke’s work is always to do what is best for the welfare of working horses,

donkeys and mules, working closely with local communities to ensure a long lasting improvement.

The animal welfare team ensures that all our field teams are trained in using animal welfare friendly

practices and all understand and put into practice our Minimum Standards of Animal Welfare and

Guidelines.

The Five Freedoms

We use the ‘Five Freedoms’ as our basis to define what every animal should have:

Freedom from hunger and thirst – having access to fresh water and a diet to maintain full

health and vigour.

Freedom from discomfort (physical and thermal) – providing an appropriate environment

including shelter and a comfortable resting area.

Freedom from pain, injury and disease – prevention or rapid diagnosis and treatment.

Freedom to express normal behaviour – providing sufficient space, proper facilities and

company of the animal’s own kind.

Freedom from fear and distress – ensuring conditions and treatment which avoid mental

suffering.

You can read the full text of the Five Freedoms Welfare Assessment Framework at the Farm Animal

Welfare Council (FAWC) website: http://www.fawc.org.uk

To address the Five Freedoms effectively, the Brooke works together with the animal owners and

local service providers to tackle the underlying welfare problems solved by veterinary treatment and

also many problems that need to be resolved through good husbandry and management. We work in

all countries to increase understanding of equine behaviour, supporting people to improve stabling,

feeding and watering, as well as to handle animals in a calm and gentle manner. We strengthen

owners’ skills to provide very basic health care for their animals, such as washing minor wounds to

prevent infection, making it possible for such problems to be dealt with immediately.

The training course in equine health care and welfare friendly handling given to 11 para-veterinarians

from four provinces in Afghanistan (Kabul, Nangarhar, Herat and Balkh) was very effective in

improving their technical capacity and the quality of services delivered to working equine animals.

Awareness raising activities by the Afghan project has led to owners paying more attention to their

animals, better quality services delivered by farriers and traditional healers creating trust among

owners and better accessibility from networking.Children’s stories rooted in Afghan culture were

developed by the team to inspire compassion among village children. Field reports suggest that the

children have started treating their equine animals more compassionately and are now competing

with each other to improve!

In India, the Brooke extension team provided mobile veterinary services at 15 equine fairs across four

states, reaching out to more than 69,000 working horses, donkeys and mules. Sessions were held on

group formation, tetanus vaccination, colic management, surra prevention and farriery while meetings

with fair organisers and animal husbandry departments, ensured drinking water and proper ramps

were provided for loading and unloading animals.

http://www.fawc.org.uk/



17


More than 170 equine welfare groups have been formed in India, covering over 15 villages in six

districts. These associations have started collective action, influencing, networking and establishing

links with various local institutions to achieve sustainability. Some of the benefits of working together

include linking with new villages, buying mixed feed in bulk, developing sand pits, undertaking tetanus

vaccinations, linking with farrier and hair clippers and getting involved in equine fairs to address some

of the problems.

Some 900 working equine animals will be able to enjoy fresh drinking water due to the construction of

water troughs in new community areas in Pakistan. The same animals will also enjoy better protection

from hot and cold weather as a result of the communities building shelters with some materials

contributed by the Brooke.

In Nepal our partners Animal Health Training and Consultancy Services, have encouraged the

formation of equine welfare groups. The groups build up savings from monthly membership

subscriptions which enable them to make loans to members for treatment, cart repairs and the

purchase of animals. Malpractices such as feeding medicines through the nose and using chili

powder in the urinary tract are now vanishing, while better practices such as providing salt,

vaccination against tetanus and deworming are becoming more prevalent.

A number of initiatives were launched by communities to improve feeding and guarantee the

sustainability of project activities working with our partners Agronomes et Vétérinaires San Frontières

(AVSF) in Senegal. In Kopara, community members created a hay bank as a safety measure against

food shortage during the dry season. In Bary, a collective field was tilled by community members to

yield hay and groundnuts; the profit from the sale being used to buy food for the equine owner

association in the season when it is scarce. The Ministry of Livestock has recently assigned some

land to the project for the construction of a shelter for carriage horses near Velingara bus station.

Assessing Welfare

The Brooke is at the forefront of assessing the welfare of working equine animals in developing

countries, finding a range of innovative ways to monitor the outcomes of our work and learn for the

future. We rolled out the updated comprehensive welfare assessment tool and trained those working

with it, enabling us to measure changes in welfare with greater confidence.

We use animal-based indicators to provide information on particular welfare issues, for example, a

group of indicators representing a specific disease can be selected and monitored by owners.

Support was provided to those programmes looking to develop indicators for specific projects.

Our field teams continue to benefit from adapting participatory tools from the wider international

development sector, allowing communities to monitor the welfare of their own animals to measure the

impact of our work.

What we have learnt from our assessments:

Healthy animal competitions through careful monitoring of improvements have helped inspire a

certain amount of competitiveness amongst owners of working horses and donkeys in India. The

competitions have extended well beyond our operational areas to neighbouring villages and they are

being encouraged to promote better animal welfare.

In Kenya, more owners and users have adopted the use of voice commands as a way of controlling

their donkeys, according to our partners, KENDAT. This behaviour change saw a four per cent

decrease in the use of whips as a means of controlling donkeys (51 per cent of owners/users



18


surveyed used whips, down from 55 per cent the previous year) in Lari and Mwea which has

contributed to the reduction of clinical wounds seen in both areas.

A scoping exercise involving six potential Latin American countries recommended that the Brooke

focus its first phase of Latin American expansion in Nicaragua and Colombia. Further scoping

provided additional information to help inform the start-up activities in these countries.

Brooke Pakistan started working in partnership with the Sind Rural Support Organisation in Shikarpur

district (southern region) and in Jhang/Sargodha Districts (central region) with Punjab Rural Support

Programme as a result of scoping carried out in 2010/11. Its findings recommended expansion in

these districts as the working equine population was regarded as needy and communities seen as

willing to participate in equine welfare improvement activities.

More examples of the positive outcome of our prevention work:

The grain market shelter for mules working in Hosanna town, Ethiopia, has received an allocation of

150,000 birr (approx £5,500) from the local government with matching funds from the Brooke.

Several successful training courses have been held across Ethiopia focusing on improved farriery

services; refresher training for 20 government vets; 882 equine owners attended a training of trainers

meeting on primary health problems among working equines and through this more than 2,000

equine owners were reached, impacting positively on over 3,300 working equine animals.

In addition, training on improved equine welfare and husbandry practices was given to development

agents, who, in turn trained 200 owners in wound management, humane handling and harness

making.

One equine welfare group in Nepal collected money to supplement the funds provided by Animal

Health Training and Consultancy, to construct a shed for their animals in a tonga stand and take

responsibility for its management.

Two blacksmiths in the AVSF project in Senegal who were trained on farriery techniques are putting

into practice the lessons learnt on hoof cleaning and trimming, with 120 horses benefitting from

improved services. AVSF has also drafted a useful manual on equine welfare in French, based on

their experiences with the equine welfare project in Velingara, Senegal, which is currently being

reviewed and edited with the support of the Brooke.

The Ministry of Agriculture, Livestock and Food Security provided vaccines against rabies to our

partner Equinos Sanos para el Pueblo in Guatemala, to carry out preventative vaccination in Petén.

Assessment of Brooke Pakistan trained community based animal health workers resulted in all 57 of

them from the central, northern and southern regions passing the test for certification. Animal welfare

messages were piloted for a month on FM radio in the Jacobabad district of Pakistan and the initial

response was positive.

3. Influencing for improved animal welfare

The Brooke aims to ensure that working horses, donkeys and mules are recognised as indispensable

to the lives of the people they serve, playing a part in alleviating human poverty and to advocate for

changes in policies and practice to improve their welfare.



19


Despite playing a crucial role in poor households in developing countries, working horses, donkeys

and mules are largely invisible in international development policy and plans and are absent in

agricultural and food security plans. They are neither on the livestock radar in agricultural or food

security discussions nor do they feature in transport policy discussions. Not having a positive,

powerful, modern image, they have a very low status. Where they do appear in government statistics,

the information is often unreliable. Their economic value is hard to articulate and they are not part of

the export or trade debates like bovine and ovine animals.

As outlined in our international strategy, the Brooke aims to significantly increase our impact on

working equine animal welfare, within and beyond the geographical areas in which we work, through

influencing and collaboration with local, national and international institutions.

The Ethiopia livelihoods study – Donkeys, horses and mules – their contribution to people’s

livelihoods in Ethiopia, by Berhanu Admassu and Yoseph Shiferaw, was published and launched in

Addis Ababa in June 2011. This study indicated donkeys, mules and horses play a central role in the

livelihoods of people in Brooke project areas of Ethiopia. The economic and social contributions of

equines to the livelihoods of the poor in terms of income, creation of employment opportunities, and

transportation are enormous. For further information, you can read the full study on the Brooke’s

website, www.thebrooke.org. The study was well received by key government representatives, NGOs

and the local and international media. Intergovernmental Authority on Development – Livestock

Policy Initiative (IGAD-LPI) included references to the Brooke Ethiopia livelihoods study in their recent

report on 'The Contribution of Livestock to the Ethiopian Economy – Part II'.

National World Animal Day celebrations were held in Addis Ababa, Ethiopia in collaboration with the

Society for Animal Welfare, the Donkey Sanctuary and SPANA. The event received extensive media

coverage and was attended by key government officials to introduce animal welfare to the wider

public.

Brooke Pakistan organised the first regional influencing forum in Lahore in March 2012, attended by

representatives from academia, NGOs, brick kiln industry and the private sector.

4. Practical research

The Brooke uses a range of methods and approaches to research key issues. We encourage

participatory methods with equine-owning communities and many good examples of this have

already been given. We have benefited from adopting approaches that have worked successfully in

public health promotion and the agricultural development sector.

Learning from others and involving owners in research, we are able to incorporate existing knowledge

into projects leading to greater acceptance of the findings and making positive change easier to

implement.

We endeavour to ensure our research works in practice and is published in peer-reviewed journals

where appropriate. We also encourage dissemination of research through conferences and meetings

nationally and internationally. Our research publications and outputs are listed at the end of this

annual report.

In Pakistan, a study was initiated to look at the impact of increased owners’ and farriers’ awareness

regarding foot care in donkeys transporting goods by cart in Jacobabad and Jafferabad. Results from

this study, when finalised, will inform programmatic activities in the area around foot care.




20


Brooke India is investigating the disease profile of equine animals presenting as surra cases in four

districts of western Uttar Pradesh. The findings will support diagnosis and treatment decisions for

what is a major problem for working equine animals in India.Brooke India also worked on empowering

staff in Bulandshehr and Barabanki districts to give advice on feeding practices to the equine owning

community following piloting study findings.

Work in Afghanistan on tetanus prevalence will allow further research into the cost benefits of

treatment and prevention and more effective prioritisation of resources.

Our supporters

The Brooke is supported by many thousands of kind, committed and dedicated people, whose

passion for equine animal welfare contributes so heavily to our success. Last year, we were delighted

to meet many of these wonderful people at our annual supporter’s conference, where we were able to

update on our achievements and share plans for the future.

In addition to all the regular supporters and trusts who donate to the Brooke, we are also grateful for

the support of our 35 volunteer groups across the UK, and as far away as Brunei, Canada, and

Australasia.

We were delighted when our President, HRH The Duchess of Cornwall and Michael Morpurgo, author

of the children’s book War Horse, opened the War Horse exhibition at the National Army Museum

which featured the Brooke’s work, while actor Emily Watson, who played Rose Narracott in the film,

endorsed the Brooke’s work.

A few months later, our President hosted a reception at Clarence House to highlight the Brooke’s

community programmes aimed at helping women improve the welfare of their working horses,

donkeys and mules. The event, Empowering Women to be Agents of Change, saw around 70 guests

from the worlds of equestrianism, sport, science and show business attend, including television

presenters Clare Balding and Anthea Turner, horse trainer Jenny Pitman and Brooke patron Sir Peter

O'Sullevan.

In addition to the support we receive in UK, we are also very grateful for the generous donations from

our international fundraising partners in the Netherlands and America.

We would like to thank everyone who has helped the Brooke over the past 12 months, in whatever

form, from cake sales to running a marathon, skydives or a sponsored hack to attending special

events or writing a book, in UK or overseas – your support has helped us to improve the welfare of

even more working equine animals across the world.

Looking ahead: aims for 2012/13

In 2012/13, we will continue to expand our work and will be aiming to increase our coverage by a

further 26%, to reach 1,425,000 working equine animals. By the end of the year, we are expecting

that more than 770,000 animals will directly access our services. We will continue to invest in

veterinary training to ensure the high quality of our animal welfare work across all countries of

operation. We will comply with key policies and expand our research activities. Our influencing work

will progress from involvement in networks to developing key relationships. We will review our

strategy and explore areas of policy development.

We will increase our fundraising income through investment in donor recruitment, new direct

marketing products and expansion of legacy marketing activities. High net worth individuals will

continue to represent a significant opportunity both in the UK and internationally and we will invest in



21


this for the future. We will also invest in the PR and marketing of our brand and evaluate and develop

a more strategic approach using digital media.

We will ensure there is support for this expansion across all areas of the Brooke in the current year

and for the future with our Building for Growth programme. We will continue to strengthen our

supporting infrastructure by building capacity in our overseas programmes and improving

effectiveness of our UK operations.

Our key operational objectives for the next 12 months are as follows:

1. We will ensure that communities and service providers are enabled to sustain and improve

welfare for working equine animals both in the short and long term.

We will progress this by:

Continued expansion:

Developing long term strategies for Kenya, Senegal, Nepal and Jordan

Establishing a coordination office in Senegal and developing new partnerships

Completing the registration process for a coordination office in Kenya, establishing the team

and developing a regional strategy

Undertaking more detailed scoping in Nicaragua and Colombia and creating pilot projects

Increased effectiveness:

Developing the Approaches to Growth and Expansion (AGE) project to document lessons

learnt and inform effective future growth

Creating a learning environment to build capacity and deliver training to develop animal

welfare skills in country programmes

Enhancing the quality of our work with effective programme management, sharing good

practice and skills between teams and appropriate work assurance practices (such as

internal/external validation and local participatory approaches)

Greater evidence:

Identifying and commissioning significant research to strengthen evidence and inform

knowledge gaps in programme and influencing work

Compliance:

Ensuring compliance with key Brooke policies including appropriate risk management

measures and security procedures

2. We will significantly increase our positive impact on working equine animal welfare, within

and beyond the geographical areas in which we work, through influencing and collaborating

with local, national and international institutions.


Clear Strategy:

Updating the influencing strategy to reflect new priorities and ensure this is clearly

communicated across the organisation and developing an influencing framework setting out

key organisational priorities

Stronger relationships:



22


Building and strengthening relationships with key networks and coalitions to improve our

engagement and visibility in strategic areas

Establishing joint influencing work with other agencies and coordinating between countries to

share learning

Developing the Brooke’s credibility with decision makers on global and national themes

through specific policy and research projects

Building capacity:

Strengthen skills to influence with appropriate training, organisational messaging and use of

tools

Supporting country programmes to develop their influencing plans and strategies and build

their capacity to deliver these.

3. We will inspire a diverse range of supporters in order to expand our funding base and

increase our income through new, repeat and upgraded support.


Income growth:

Delivering income and donor recruitment targets for the year

Developing a classic restricted income model and strengthening support systems

Developing and expanding UK major donor giving

Mapping and developing international fundraising opportunities

Developing American fundraising around events to build networks with major donors

Improved effectiveness:

Increasing efficiency of direct marketing appeals based on data analysis and supplier

arrangements

Introducing and testing new fundraising products

Introducing legacy marketing plans and reviewing legacy operating procedures

Reviewing community fundraising approaches and integrating with individual giving

Maximising opportunities for mutual learning with the Brooke Netherlands

Building capacity:

Strengthen support to the fundraising team around animal welfare reporting and monitoring to

deliver income growth

Ensuring sufficient resources support the management of tax, technology and supporter care

implications of new fundraising initiatives

4. We will define and promote our brand with pride and passion, making it synonymous with

evidence-based improvements in equine welfare, thereby reinforcing our status as a global

leader on working equine issues.


Developing our Brand:

Building brand awareness for instant recognition in key audiences

Bringing to life the new brand guidelines through PR and fundraising activities



23


Ensuring a coherent and consistent approach to branding across all Brooke branches,

affiliates and partners, using local languages as necessary

Identifying and communicating with key opinion formers and stakeholders in the UK and

international media to develop the Brooke brand.

Developing our use of digital media:

Developing and delivering a digital strategy to maximise opportunities

Incorporating our influencing work into future website development and other external media

5. We will develop as an international organisation with strong accountability, working

effectively and making the best use of knowledge, expertise and resources.


Improved operational effectiveness:

Further developing the Building for Growth project with a priority focus on a greater level of

collaborative working and organisational wide monitoring of performance against strategy

Enhancing the reporting and monitoring of the Brooke’s animal welfare work to increase

learning and improve impact across country programmes

Building internal capacity:

Providing resources and support visits to improve capacity in HR, finance and ICT, based on

priority of needs and continuing a programme of improving effectiveness of UK operations in

these areas

Continuing the internal financial controls audit programme in country programmes

Ensuring key policies are communicated and implementation plans developed to support

issues such as anti-bribery, security and delegated authorities

Our people

The number of staff in the UK increased from an average headcount of 65 in 2010/11 to an average

of 69 in 2011/12. The number of staff in the Jordan and Ethiopia branches changed from an average

of 37 in the previous year to 38 in 2011/12. Across the Brooke family of organisations outside the UK

Company, we employ just over 1,000 staff.

In addition to paid staff, volunteers are very important to the delivery of the Brooke’s objectives. The

Board of Trustees are all volunteers and therefore do not receive any remuneration. In addition to

this, we have 35 community volunteer groups across the UK and abroad. They work tirelessly raising

funds for the Brooke’s work through activities such as local events and street collections. They have

good relationships with local newspaper, radio and TV stations and work to increase awareness

about the Brooke’s work. There are also a number of volunteers working in the UK office, with our

fundraising and supporter care teams.

We are extremely grateful to the efforts of all our staff and volunteers, who devote so much time and

energy to helping us deliver the Brooke’s objectives. We appreciate your passion and dedication for

making a positive change. Thank you for supporting the Brooke and for working together to improve

the lives of working equine animals.



24

Financial review

The Brooke achieved significant income growth in 2011/12 primarily as a result of an unexpected

increase in legacy income. Total income increased 14% from £15,065,000 in 2010/11 to

£17,194,000 in 2011/12. During the year, the Brooke received legacies of £7,426,000 which was

£1,651,000 more than had been anticipated in the budget. Legacy income grew by 26% or

£1,555,000 over the prior year and overall the level of total donations grew by 5% or £440,000,

Donations included a £79,000 or 6% increase in donations from Brooke Netherlands and additional

donations from American Friends of the Brooke.

During 2011/12, the Brooke maintained its investment in fundraising activities at a similar level to the

previous two years. Given the strong income performance not all of the planned fundraising activities

for the year were undertaken reducing planned fundraising expenditure by £480,000. Total

expenditure on fundraising and communications activities (excluding trading) was £3,523,000, a 5%

primarily inflationary increase on the prior year expenditure of £3,361,000. Supporter services costs

reduced by £124,000 or 17% from £729,000 in 2010/11 to £605,000 in 2011/12. This is the second

year we have achieved savings in this area and reflects savings made by a change of external

fulfilment house, together with a period of managing fulfilment in-house. Investment management

costs increased from £56,000 to £67,000 reflecting the higher value of investments.

An expansion to our programme work was planned for 2011/12 and total charitable expenditure,

including our UK activities, increased by 4% or £355,000 to £10,353,000. The sterling value of total

overseas grants increased by 11%, or £649,000 over the prior year. The expected cost of planned

grants was reduced by favourable exchange rates, drought and security concerns in Kenya which

restricted our planned programme work and by the utilisation of grants unspent in the prior year. The

UK costs of the international development team increased by 11% or £281,000 on the prior year,

reflecting expenditure on projects to developing our systems making them fit for growth, welfare

Investment income2%

Activities for Generating Income

1%

Donations44%

Legacies43%

American Friends of the Brooke

2%

BHA Netherlands8%



25

Financial review

assessment training and additional staff including the new Head of Influencing. A foreign exchange

hedging strategy was in place during the year reducing the risk of exchange fluctuations.

Governance costs fell 6% from £185,000 to £174,000 largely reflecting a vacancy in the role of Legal

and Governance Manager, together with lower Trustee expenses.

Support costs (excluding governance costs) increased by £211,000 or 30%. Support costs include

the finance, human resources and information systems teams, together with investments in staff

learning and development (including a management development programme), legal costs and

centralised staff recruitment costs.

During 2011/12 there was a £473,000 unrealised loss on investment assets reflecting the on-going

stock market volatility, compared to the £560,000 unrealised gain in the prior year.

The budget for the year anticipated a net deficit of £1,658,000. However, with actual revenues 14%

above budget and actual expenditure 12% below budget there was a net surplus of £2,396,000.

The surplus for the year, together with the decrease in the value of the Brooke’s investment portfolio

of £473,000, resulted in an increase in total reserves from £11,432,000 to £13,354,000 at the year

end.

No material uncertainties that cast significant doubt about the ability of the Brooke to continue as a

going concern have been identified by the Trustees.

Egypt14%

Pakistan10%

India12%

Kenya5%

Ethiopia4%

Other overseas6%

Research2%

Charitable Activities UK17%

Fundraising24%

Supporter Services4%

Investment management1% Governance costs

1%

Where the money was spent



26

Financial strategy

Reserves policy The Board of Trustees undertakes a review of the reserves policy annually. The most recent review

took place in December 2011.

The objectives of the Brooke’s reserves policy are to:

i) Ensure the future security of the Brooke by retaining sufficient funds to enable it to function

effectively in the short term, while bearing in mind the fact that these funds will continue to be applied

to the pursuit of its charitable objectives in the long term

ii) Fulfil the Brooke’s obligations to beneficiaries and employees to sustain long-standing large-

scale projects with recurrent operating costs

iii) Protect the work of the Brooke against fluctuations in voluntary income

iv) Protect the work of the Brooke in the event of overseas expenditure increasing as a result of

adverse foreign exchange movements

v) Spread the use of legacies or large gifts that cannot be used immediately over time through

planned expansion

vi) Protect the work of the Brooke against fluctuations in the value of its investments resulting

from stock-market and foreign-exchange movements

vii) Enable the Brooke to restructure its operations in an orderly and compassionate manner, in

the event of such action being necessary

viii) Provide funds for the expansion of overseas charitable activities, particularly in the target

regions of Africa, Asia and Central America

ix) Provide a lump sum to meet any contingencies other than those detailed above.

The policy links the Brooke’s reserves to major financial and other risks identified as part of the

annual planning process. The policy was reviewed in December 2011 and the Trustees reviewed the

minimum reserves to ensure that they continue to take account of the income, foreign exchange and

an appropriate assessment of stock market investment risk. Individual risks have been quantified and

the level of reserves required calculated on the basis of total risk. Applying the reserves policy, the

minimum level of reserves required at 31 March 2012 is £6,781,000. This is covered by total

unrestricted reserves of £13,023,000, made up of both designated funds of £6,242,000 and general

funds of £6,781,000.

Designated funds

In March 2008, the Board of Trustees approved the designation to further phased expansion

overseas of a fund equal to the lower of £7m or the surplus of unrestricted funds over minimum

reserves required according to the reserves policy at that time. At the 31 March 2012 the Board of

Trustees designated a further £1,317,000 to fund future expansion. At year end designated funds

stood at £6,242,000.

The Trustees have the power to reduce the level of designated funds and thereby increase general

funds should the need arise or if any of the risks identified in the reserves policy were to occur.



27

Financial strategy

The designated funds will enable the Brooke to continue expanding its work overseas, both in current

countries of operation and in new areas. The designated funds are expected to be fully utilised over

the coming four years.

Investment policy and strategy

The Brooke’s investment powers are set out in its Memorandum and Articles of Association. In

accordance with those powers, the Board has appointed professional fund managers to manage the

investment portfolio, which represents a substantial proportion of the Brooke’s reserves. The fund

managers are issued with investment guidelines which are determined by the Finance Committee on

behalf of the Board.

The Brooke’s investment objectives are to:

i. To safeguard the funds of the Brooke

ii. To make secure investments which will grow in value sufficiently to protect the funds against

inflation

iii. To generate the best return possible from these funds in order to assist the Brooke to carry

out its purposes, within the limits of safety detailed at (i.) above.

The Board reviews the investment policy annually, most recently in December 2011.

In December 2011 the Board also reviewed the investment strategy and approved a change to the

strategy giving the option to invest in pooled funds. Acting on the advice of our Investment Managers

the Trustees selected the Newton Real Return Fund, a fund actively managed for volatility with a

benchmark return of LIBOR plus 4%. In the 3 months to 31 March 2012, the existing equity

investments were realised and the proceeds transferred to the Newton Real Return Fund.

At 31 March 2012 65% of the Brooke’s total investments were held in Newton Real Return Fund and

35% were held in cash deposits. The underlying assets in the Newton Real Return Fund are ring

fenced and in the event of a bank failure would revert to the Brooke. The Newton Real Return Fund is

the vehicle for investing the Brooke’s long term funds, funds which are not expected to be required for

at least 5 years. Cash expected to be required after 12 months but within 5 years is invested in cash

deposits with our Investment Managers. Cash invested in bank deposits outside the investment

portfolio were £460,000.

Investment performance

In 2011/12 the value of the Brooke’s investments showed a net loss for the year of £473,000. The

total return for the year on the Brooke’s longer term investments was 2.8%, which is above the

benchmark of 1.2%. The investments held in cash in various fixed term deposits provided a return of

0.2% over the year, reflecting the continued low interest rates during the year.

Structure, governance and management

The Brooke is constituted as a company limited by guarantee registered in England and Wales and a

registered charity. Its objects and powers are set out in its Memorandum and Articles of Association.

Board of Trustees

The directors of the Brooke for the purposes of company law are referred to throughout this report as

trustees. They are also trustees for charity law purposes. The Board of Trustees is the governing



28


body of the Brooke and comprises a minimum of six and a maximum of fifteen. It met four times in

2011/12. Trustees who served during the year are shown on page 32.

Trustees are appointed by co-option and serve an initial term of four years calculated from the AGM

at which their appointment is ratified by the members. Trustees may offer themselves for

reappointment to complete a second four year term and may serve an additional year if there is a

requirement for the term to be extended. Should a trustee resign prior to the end of their term, a new

Trustee may be co-opted to serve the remainder of that term. Trustees do not receive any

remuneration for their services.

The members of the company comprise all of the trustees. The members have guaranteed the

liabilities of the company up to £1 each.

Trustees are appointed through an open recruitment process that is widely publicised. Short-listed

applicants are interviewed by a selection panel. The Board of Trustees identifies the skills and

experience needed to help determine the Brooke’s policies and this influences the appointments

made.

New trustees receive a structured induction to the Brooke. Each trustee is linked with a country of

operation and new trustees are also encouraged to visit an overseas operation as soon as

practicable after their appointment.

The board is supported by a finance committee, a governance committee and a remuneration

committee. These met three times, three times and once respectively during the year. They make

recommendations to the board but they have no decision-making powers.

The terms of reference and membership of every committee is set by the Board of Trustees.

Public benefit Charity trustees have a duty to report in the annual report on their charity’s public benefit. They

should demonstrate that:

1) There must be an identifiable benefit or benefits

This report sets out in some detail the activities that the Brooke carried out in order to further its

strategic aims. All of the Brooke’s activities are intended to further the Brooke’s charitable objects

which are to “relieve the suffering of equids and other animals in need of care and attention and in

particular to provide or maintain animal hospitals or other facilities for the reception and treatment of

sick or ill-treated animals in the area of benefit; and to promote education in the area of benefit in the

care and welfare of animals and in the treatment of sick animals.”

2) The benefit must be to the public or a section of the public

This report explains in detail the criteria the Brooke uses for selecting the geographical areas in which

it operates.

The Trustees are therefore confident that the Brooke meets the public benefit requirements and they

confirm that they have taken into account the Charity Commission’s guidance on public benefit.



29


The Environment

The Brooke is committed to reducing the impact it has on the environment and the Board of Trustees

has approved an environmental policy. The Brooke will always consider the well-being of animals and

animal-owning communities and efforts to improve our green credentials will not override its

charitable objectives. The Brooke has carried out an environmental impact survey and has engaged

staff with its recommendations.

Risk management and internal controls

The Brooke has a risk management process which ensures that appropriate steps are taken to

mitigate risk. The Brooke has identified the major risks and has ranked these by likelihood and

impact. As part of the annual planning process, the board reviews the major risks to which the Brooke

is exposed and has established systems and reporting mechanisms to monitor, manage and mitigate

the exposure to risk. It is satisfied that these systems, combined with internal financial controls and

the reserves policy, will ensure that sufficient resources are available to meet the immediate needs of

the Brooke in the event of adverse conditions. The board and its committees regularly monitor both

performance against the objectives set out in the budget and five year plan and the management of

major risks. The country programmes and the UK office assess and manage risk on an on-going

basis and risk management tools are embedded into planning and monitoring. Internal controls audits

are commissioned on a regular basis and are prioritised using a risk-based approach. These reports

are submitted to the finance committee together with regular updates of progress on the

implementation of recommendations.

The key areas of risk for the Brooke are considered to be loss of reputation, financial control, health

and safety of staff and trustees, and disaster recovery. Exchange rate fluctuations and turbulent stock

markets are also significant risks.

In assessing these risks, the board has in place key controls including:

• A clear organisational structure with appropriate levels of accountability and reporting

• Delegation of financial authority and decision-making powers by the board to the chief

executive, within specified limits

• Clear statement of matters that are reserved to the board

• Comprehensive strategic planning, budgeting and management accounting

• Formal agendas for all board and committee meetings

• Formal written policies

• Clear authorisation and approval levels.

The board approves a comprehensive annual budget and plan for the Brooke. Performance is

monitored against this budget on a quarterly basis, and significant variances are investigated. These

variances, together with any revised financial forecasts, are submitted regularly to the finance

committee and to the board.



30


Organisational structure

The board is responsible for the direction, management and control of the Brooke. The board is

responsible for approving the policies and strategy of the Brooke and for ensuring the effective use of

its resources in accordance with its charitable objects and UK law. The board exercises overall

responsibility for the direction, management and control of the Brooke by supervising the work of the

chief executive and, through her, the staff, so the organisation is run efficiently and accountably. In

order to achieve this, the board reviews all long-term strategic and financial plans together with

annual plans and budgets; all major operational and financial policies; and all extensions of the

Brooke’s work, whether through the expansion of existing operations, or establishment of operations

in new countries.

Brooke activities are co-ordinated from its headquarters in London. In 2011/12 the London office, with

an average of 69 UK staff led by the chief executive, funded and advised all overseas operations and

staff and kept in touch with almost 110,000 supporters in the UK and through Brooke Netherlands

with over 32,000 active supporters in that country.

Relationships with other organisations

In addition to our two international fundraising partners, Brooke Netherlands and American Friends of

the Brooke, the Brooke has many important relationships with other organisations overseas.

The Brooke affiliate organisations in Egypt, India and Pakistan are independent legal entities, each

established and registered in accordance with local law and having their own Boards of Trustees or

directors. Brooke Ethiopia, Brooke Jordan and Brooke Senegal are branches of the Brooke. The

Brooke also collaborates with partners in Afghanistan, Ethiopia, Guatemala, India, Kenya, Nepal and

Senegal.

American Friends of the Brooke is a US 501(c) 3 organisation. American Friends of the Brooke

supports the work of the Brooke and shares its mission to support the welfare of working equine

animals. The Brooke provides some administrative functions to American Friends of the Brooke.

Operations in each fundraising partner, affiliate or branch are headed by a Chief Executive, Director

or General Manager and each has a strategy to focus both on the immediate relief of suffering and on

the Brooke’s long-term goal of achieving lasting improvements in working equine animal welfare. The

address of each is shown on the final page of this document.

The collaborative partnerships are between the Brooke and third party entities in accordance with the

terms of contracts approved by the Board which, unless specifically agreed otherwise, restrict the

Brooke’s commitment to a period of 12 months. Partners’ ethics, competence, capacity and

philosophical approach to equine welfare are reviewed in accordance with an evaluation protocol.

Partners’ financial controls are reviewed as part of a rolling audit programme carried out by the

Brooke. Partners are required to comply with the Brooke’s zero-tolerance bribery policy.

During 2011/12, the following organisations worked in partnership either directly with the UK or with

the Brooke operation in the country concerned:



31

Afghanistan Dutch Committee for Afghanistan (DCA)

Ethiopia Organisation for Relief and Development in Amhara (ORDA) Send a Cow

Guatemala Equinos Sanos para el Pueblo (ESAP) India Arthik Vikas Evam Jan Kalyan Sansthan (Uttar Pradesh) Blue Cross (Andhra Pradesh) Grameen Evam Krishi Vikas Samiti (Uttarakhand) New Public School Samiti (Uttar Pradesh) Sarvodaya Ashram (Uttar Pradesh) Shramik Bharti (Uttar Pradesh) Bhartiya Gramin Vikas Sansthan (JP Nagar, Uttar Pradesh) Vinoba Sewa Ashram (Shahjahanpur, Uttar Pradesh) Navbharat Samaj Kalyan Samity (Moradabad, Uttar Pradesh) Gramin Vikas Sansthan (Raebareily, Uttar Pradesh) Sarvahitkari Shiksha Prasar Samiti (Mathura, Uttar Pradesh) Social Action For Knowledge Building & Awareness Raising (SAKAR) (Bareily, Uttar Pradesh) Social Work And Environment For Rural Advancement (SWERA) (Ajmer, Rajasthan) Society for Environmental and Rural Awakening (ERA) (Kangra, Himachal Pradesh) Society for Rural and Eco Development,(SRED) (Kurnool, Andhra Pradesh) Sahyog India, (Katra) Jammu, Jammu and Kashmir Sanskriti Samwardhan Mandal, (SSM) (Sagroli, Nanded, Maharashtra) Society for Prevention of Cruelty to Animal, Udgir (Latur, Maharashtra) Bhartiya Gramin Vikas Sansthan (Rampur, Uttar Pradesh)

Kenya Kenya Network for Dissemination of Agricultural Technologies (KENDAT) Practical Action

Nepal Animal Health Training and Consultancy Services

Pakistan Sind Rural Support Organization (SRSO) Sarhad Rural Support Programme (SRSP) Punjab Rural Support Programme (PRSP) Livestock and Fisheries Department (Govt. of Sind) University of Agriculture Faisalabad (UAF) University of Veterinary and Animal Sciences Lahore (UVAS)

Senegal Agronomes et Vétérinaires Sans Frontières (AVSF)



32

Legal and administrative details

President

HRH The Duchess of Cornwall Honorary Vice Presidents

Dr David Jones MRCVS (7) Ms Ann Searight (7)

Patrons HRH Princess Alia bint Al Hussein of Jordan Sir Peter O’Sullevan CBE

Ambassadors Ms Emma Milne MRCVA Mr Nigel Payne Major Richard Waygood MBE

Trustees

Chairman Major General Peter Davies CB Deputy Chairman Mr Stephen Savage (3) Honorary Treasurer Mr Paul Elphick (from 27 June 2011) (1,2,6) Interim Treasurer Mr Peter Coe (until 27 June 2011) (1,2) Mr Denys Bennett (1) Sir Robin Christopher KBE, CMG (3) Ms Cecilia Hope (1,5) Dr David Jones MRCVS (3,4) Mr Ian Kerr (6) Sir David Madden KCMG (1) Miss Sally Nichols (2) Dr Richard Philip MRCVS, OBE (3) Mr Patrick Rodier (3) Ms Ann Searight (4) Mr Michael Seton (6) Mr Anant Shah(8)

Mrs Caroline Stockmann FCA, DChA(8)

1. Member of Finance Committee

2. Member of Remuneration Committee

3. Member of Governance Committee

4. Retired on 27 September 2011

5. Resigned on 30 August 2011

6. Appointed on 27 June 2011

7. Appointed on 27 September 2011

8. Appointed on 27 June 2012



33

Legal and administrative details

Senior Management Team

Chief Executive Officer Petra Ingram FCMA Director of International Development Dorcas Pratt Director of Resources and Company Secretary Sue Coles FCA Director of Fundraising and Communications Sharon Schofield until July 2011, Brendon Elliott (interim), Jasvir Kaur from November 2011. Name and Registered Office The Brooke Hospital for Animals 30 Farringdon Street London EC4A 4HH Company Limited by Guarantee No: 4119581 Registered as a Charity in England and Wales No: 1085760 Bankers Barclays Bank PLC 50 Pall Mall London, SW1A 1QD Auditors Crowe Clark Whitehill LLP St Bride’s House 10 Salisbury Square London, EC4Y 8EH Solicitors Bates, Wells & Braithwaite Cheapside House 138 Cheapside London, EC2V 6BB Investment Fund Managers Newton Investment Management Limited Mellon Financial Centre 160 Queen Victoria Street London, EC4V 4LA



34

Statement of Trustees’ responsibilities

The trustees (who are also directors of the Brooke for the purposes of company law) are responsible

for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable

law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting

Practice).

Company law requires the trustees to prepare financial statements for each financial year which give

a true and fair view of the state of affairs of the charitable company and of the incoming resources

and application of resources, including the income and expenditure, of the charitable company for

that period. In preparing these financial statements, the trustees are required to:

select suitable accounting policies and then apply them consistently;

observe the methods and principles in the Charities SORP;

make judgments and estimates that are reasonable and prudent;

state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping proper accounting records that disclose with reasonable

accuracy at any time the financial position of the charitable company and enable them to ensure that

the financial statements comply with the Companies Act 2006. They are also responsible for

safeguarding the assets of the charitable company and hence for taking reasonable steps for the

prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

there is no relevant audit information of which the charitable company’s auditor is unaware; and

the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The trustees are responsible for the maintenance and integrity of the corporate and financial

information included on the charitable company’s website. Legislation in the United Kingdom

governing the preparation and dissemination of financial statements may differ from legislation in

other jurisdictions.

Auditors

Crowe Clark Whitehill LLP were re-appointed as the Brooke’s auditors during the year and have

expressed their willingness to continue in that capacity.

Approved by the trustees on 26 September 2012 and signed on their behalf by:

Peter Davies – Trustee Paul Elphick - Trustee 26 September 2012

THE BROOKE HOSPITAL FOR ANIMALS AUDITOR’S REPORT


35

We have audited the financial statements of the Brooke for the year ended 31 March 2012 set out on

pages 37 to 50.

The financial reporting framework that has been applied in their preparation is applicable law and

United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

This report is made solely to the charitable company’s members, as a body, in accordance with

Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we

might state to the charitable company’s members those matters we are required to state to them in an

auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or

assume responsibility to anyone other than the charitable company and the company’s members as a

body, for our audit work, for this report, or for the opinions we have formed.

Respective responsibilities of trustees and auditor

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the

directors of the charitable company for the purpose of company law) are responsible for the

preparation of the financial statements and for being satisfied that they give a true and fair view.

Our responsibility is to audit and express an opinion on the financial statements in accordance with

applicable law and International Standards on Auditing (UK and Ireland). Those standards require us

to comply with the Auditing Practices Board's Ethical Standards for Auditors.

Scope of the audit of the financial statements

An audit involves obtaining evidence about the amounts and disclosures in the financial statements

sufficient to give reasonable assurance that the financial statements are free from material

misstatement, whether caused by fraud or error. This includes an assessment of: whether the

accounting policies are appropriate to the company's circumstances and have been consistently

applied and adequately disclosed; the reasonableness of significant accounting estimates made by

the directors; and the overall presentation of the financial statements.

In addition, we read all the financial and non-financial information in the Trustees’ Annual Report, the

Welcome from the Chairman and the Chief Executive’s Report to identify material inconsistencies

with the audited financial statements. If we become aware of any apparent material misstatements or

inconsistencies we consider the implications for our report.

Opinion on financial statements

In our opinion the financial statements:

give a true and fair view of the state of the charitable company’s affairs as at 31 March 2012

and of its incoming resources and application of resources, including its income and

expenditure, for the year then ended;

have been properly prepared in accordance with United Kingdom Generally Accepted

Accounting Practice; and

have been prepared in accordance with the requirements of the Companies Act 2006.

Opinion on other matter prescribed by the Companies Act 2006

In our opinion the information given in the Trustees’ Annual Report for the financial year for which the

financial statements are prepared is consistent with the financial statements.

THE BROOKE HOSPITAL FOR ANIMALS AUDITOR’S REPORT


36

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Companies Act 2006 requires

us to report to you if, in our opinion:

adequate accounting records have not been kept; or

the financial statements are not in agreement with the accounting records and returns; or

certain disclosures of trustees' remuneration specified by law are not made; or

we have not received all the information and explanations we require for our audit

Naziar Hashemi

Senior Statutory Auditor

For and on behalf of

Crowe Clark Whitehill LLP

Statutory Auditor

London

4 October 2012

THE BROOKE HOSPITAL FOR ANIMALS STATEMENTOF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2012

37

Unrestricted Restricted Total Total

Funds Funds Funds Funds

2012 2012 2012 2011

Notes £ £ £ £

Incoming resources

Incoming resources from generated

funds

Voluntary income 3 14,289,597 2,389,640 16,679,237 14,685,077

Activities for generating funds 174,842 - 174,842 80,732

Investment Income 5 339,690 - 339,690 299,553

Total incoming resources 2d 14,804,129 2,389,640 17,193,769 15,065,362

Resources expended

Costs of generating funds

Costs of generating voluntary income

Fundraising 3,523,194 - 3,523,194 3,360,588

Fundraising trading: cost of goods sold

and all other costs

75,903 - 75,903 68,417

Supporter services 605,256 - 605,256 728,657

Investment management costs 67,005 - 67,005 55,611

Costs of generating funds 7a 4,271,358 - 4,271,358 4,213,273

Net incoming resources available for

charitable application

10,532,771

2,389,640

12,922,411

10,852,089

Charitable activities

Direct intervention 2,977,683 1,622,471 4,600,154 4,282,585

Prevention of welfare problems 3,669,717 637,783 4,307,500 4,257,980

Influencing 751,117 119,091 870,208 754,365

Research 535,633 39,430 575,063 702,530

Total charitable activities 6, 7a 7,934,150 2,418,775 10,352,925 9,997,460

Governance costs 7c 173,859 - 173,859 184,809

Total resources expended 2e, 7a 12,379,367 2,418,775 14,798,142 14,395,542

Net incoming resources before other

recognised gains and losses

8 2,424,762 (29,135) 2,395,627 669,820

(Loss)/Gains on investment assets 12 (473,483) -

-

(473,483) 559,794

Net movement in Funds 1,951,279 (29,135) 1,922,144 1,229,614

Total funds brought forward 1 April 11,072,181 359,851 11,432,032 10,202,418

Total funds carried forward 31 March 13 13,023,460 330,716 13,354,176

11,432,032

All the above results derive from the continuing activities of the Brooke. There are no other gains or losses other than those shown above. The surplus determined under the Companies Act 2006 is £2,395,627 (2011: £669,820).

The notes on pages 40 to 50 form part of these financial statements.

THE BROOKE HOSPITAL FOR ANIMALS BALANCE SHEET

AS AT 31 MARCH 2012 Registered Company Number 4119581

38

2012 2011

Notes £ £ £ £

FIXED ASSETS

Tangible Assets 2b, 11 374,532 477,720

Investments 2c, 12 10,525,371 8,701,289

Investments – Cash Deposits 2c, 12 5,981,728 4,158,554

16,881,631 13,337,563

CURRENT ASSETS

Debtors & prepayments 14 1,317,325 703,820

Cash at bank held in short-term deposits 460,397 2,734,513

Cash at bank and in hand 2,124,811 2,075,761

3,902,533 5,514,094

CURRENT LIABILITIES

Creditors: amounts due within one year 15 7,429,988 7,419,625

NET CURRENT LIABILITIES (3,527,455) (1,905,531)

NET ASSETS 13,354,176

11,432,032

FUNDS

Unrestricted income funds:

General funds 13 6,781,349 6,146,634

Designated funds 2i, 13 6,242,111 4,925,547

Restricted income funds 2i, 13 330,716 359,851

TOTAL FUNDS 13,354,176

11,432,032

The financial statements were approved by the Board of Trustees and signed on its behalf by:

Peter Davies Paul Elphick

Chairman Honorary Treasurer

26 September 2012


THE BROOKE HOSPITAL FOR ANIMALS CASH FLOW STATEMENT


39

2012 2011

£ £ £ £

Net incoming resources for the year 2,395,627 669,820

Depreciation 179,492 132,490

(Increase)/Decrease in debtors (613,505) 524,923

Increase in creditors 10,363 484,615

Investment income (339,690) (299,553)

Loss on disposal - 272

1,632,287

1,512,567

Returns on investments and servicing of

finance

Dividends received 261,640 272,451

Interest on deposits 78,050 27,102

339,690

299,553

Capital expenditure and financial investments

Purchase of tangible fixed assets (76,304) (183,294)

Net purchase of investments (2,297,565) (158,556)

Decrease in cash held in investments (1,823,174) (83,798)

(4,197,043)

(425,648)

Net (Decrease)/Increase in cash in the year (2,225,066)

1,386,472

Reconciliation of net cash inflow to

movement in net cash funds

(Decrease)/Increase in cash at bank and in hand (2,225,066) 1,386,472

Cash at bank and in hand 1 April 4,810,274 3,423,802

Cash at bank and in hand 31 March 2,585,208 4,810,274


THE BROOKE HOSPITAL FOR ANIMALS NOTES TO THE ACCOUNTS


40

1. BASIS OF PREPARATION

The financial statements of the Brooke are prepared in accordance with the Companies Act 2006, applicable

accounting standards and the Statement of Recommended Practice "Accounting and Reporting by Charities"

issued in March 2005 (SORP 2005).

After making enquires, the Trustees have reasonable expectation that the charity has adequate resources to

continue its activities for the foreseeable future. Accordingly, they continue to adopt the

going concern basis in preparing the financial statements as outlined in the financial review on page 24.

2. ACCOUNTING POLICIES

A summary of the principal accounting policies is set out below. They have all been applied consistently

throughout the year and the preceding year.

(a) Basis of accounting

The accounts are prepared under the historical cost convention, with the exception of quoted investments which

are stated at market value.

(b) Tangible fixed assets and depreciation

Items costing £100 or more are capitalised and depreciated at the following rates:

Office equipment 25% per annum straight line

Furniture and Fittings 20% per annum straight line

Computers and Software 33.3% per annum straight line

Leasehold Improvements Life of the lease

The Brooke considers it prudent that all assets purchased by overseas branches are fully depreciated in the year

of acquisition, except for property, in view of uncertainty of conditions overseas.

(c) Investments

Investments are stated at market value. Realised gains and losses on investments, calculated as the difference

between sale proceeds and their market value at the start of the period, are credited or charged to the Statement

of Financial Activities in the period of gain or loss. Net unrealised gains and losses in the period are included in

the Statement of Financial Activities in the period of gain or loss.

Cash held within the investment portfolio is included within current assets as cash held in short-term investments.

Cash held on short-term investments is either managed directly by the Brooke or Newton Investment

Management Limited.

(d) Incoming resources

All incoming resources are recognised when the Brooke is legally entitled to the income, is virtually certain of

receipt and the amount can be measured with reasonable accuracy. Entitlement to legacies is deemed to be the

earlier of notification being received of an impending payment, or the payment being received.

(e) Resources expended

Expenditure is classified by reference to specific activity categories, so that all direct costs relating to a specific

activity have been aggregated.

Costs of generating funds comprise the costs associated with attracting voluntary income, the costs of trading for

fundraising purposes and the costs directly attributable to managing the Brooke's investments. The costs of these

activities also include expenditure of an indirect nature necessary to support them.

Charitable expenditure is expenditure directly related to activities required to meet the objects of the Brooke. It

includes both costs that can be allocated direct to such activities and costs of an indirect nature necessary to

support them. Grants payable are recognised as soon as the obligation arises.

Governance costs include those costs associated with meeting the constitutional and statutory requirements of

the Brooke. They include the audit fees and costs linked to the strategic management of the Brooke.



41

Every cost is allocated between the expenditure categories of the Statement of Financial Activities on a basis

designed to reflect the use of the resource. Costs relating to a particular activity are allocated direct; others are

apportioned on an appropriate basis as set out in note 7.

Irrecoverable VAT is included as part of the expenditure to which it relates.

(f) Operating leases

Rentals payable are charged to the Statement of Financial Activities over the period of the lease, on a straight

line basis.

(g) Website development costs

The costs of developing the design and content of the website are capitalised and depreciated on a straight line

basis.

(h) Pension costs

The Brooke operates a defined contribution pension scheme for its employees. Contributions to the scheme are

charged to the Statement of Financial Activities when incurred.

(i) Funds

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or

which have been raised by the Brooke for particular purposes. The aim and use of each restricted fund and an

analysis of the movements on restricted funds is set out in note 13.

Designated funds are amounts which have been put aside at the discretion of the Trustees. General unrestricted

funds represent funds which are expendable at the discretion of the Trustees in the furtherance of the general

objects of the Brooke. Movement in unrestricted funds is set out in note 13.

There were no endowment funds.

(j) Foreign Exchange

Transactions denominated in foreign currency are translated at the rate of exchange ruling at the balance sheet date. Income and expenditure transactions incurred in a foreign currency are translated during the course of the year at the rate of exchange prevalent at the date of transaction and are disclosed in the Statement of Financial Activity.

(k) Forward Exchange contracts

The Brooke has entered into forward exchange contracts during the year to hedge forward currency exposure on

future programme expenditure. Forward currency exchanges made under these contracts are recorded at the

specified rate at the time of the transactions.

The Brooke has entered into two forward exchange contracts during the year to hedge forward currency

exposure on future programme expenditure. These contracts have been entered into to purchase Kenyan

Shillings (KES) and Indian Rupees (INR) using Sterling (GBP) and each are up to twelve months in duration at

KES/GBP rates between 132.90 and 134.17 and INR/GBP rates between 81.96 and 85.88. At the balance sheet

date, a combined purchase value of GBP £1.7 million remained on these two contracts representing around 75%

of forecast INR and KES correlated overseas charitable expenditure for 2012/13.

No security is required by the UK clearing bank counterparty for these contracts.

3. VOLUNTARY INCOME


2012 2012 2012 2011

£ £ £ £

Donations 6,948,050 2,305,223 9,253,273 8,813,763

Legacies 7,341,547 84,417 7,425,964 5,871,314

Voluntary income 14,289,597 2,389,640 16,679,237 14,685,077



42

4. LEGACIES

The estimated value of legacies of which the Brooke has been informed, but which have not been included in the

Statement of Financial Activities (because the conditions for recognition had not been met) is £1,603,000 (2011:

£4,464,700).

5. INVESTMENT INCOME

Income received from investments and from bank deposits was:


2012 2012 2012 2011

£ £ £ £

Dividends 261,640 - 261,640 272,451

Fixed interest 74,407 - 74,407 21,871

Deposit interest 3,643 - 3,643 5,231

339,690 - 339,690 299,553

6. CHARITABLE ACTIVITIES

Unrestricted Restricted Total Total 2012 2012 2012 2011 £ £ £ £

Direct intervention

Afghanistan 37,509 870 38,379 60,978

Egypt 677,321 1,013,956 1,691,277 1,602,211

Ethiopia 345,841 60,932 406,773 150,949

Guatemala 139,983 3,313 143,296 129,612

India 502,824 113,392 616,216 607,603

Jordan 71,078 2,049 73,127 29,229

Kenya 277,983 32,407 310,390 347,273

Nepal 8,428 38,640 47,068 73,698

Pakistan 414,933 356,620 771,553 823,766

Central America 13,022 - 13,022 45

Senegal 12,408 292 12,700 50,255

Other Countries - - - 10,054

2,501,330 1,622,471 4,123,801 3,885,673

UK 476,353 - 476,353 396,912

2,977,683 1,622,471 4,600,154 4,282,585

Prevention of welfare problems

Afghanistan 232,118 5,473 237,591 199,088

Egypt 111,118 192,216 303,334 302,877

Ethiopia 83,542 12,089 95,631 155,161

Guatemala 108,524 2,505 111,029 100,470

India 638,319 133,238 771,557 817,158

Jordan 18,570 32 18,602 27,864

Kenya 205,651 11,198 216,849 351,224

Nepal 22,025 24,901 46,926 19,105

Pakistan 436,103 255,238 691,341 723,801

Central America 65,109 - 65,109 35,517

Senegal 42,637 893 43,530 -


1,963,716 637,783 2,601,499 2,735,044

UK 1,706,001 - 1,706,001 1,522,936

3,669,717 637,783 4,307,500 4,257,980



43

6. CHARITABLE ACTIVITIES (continued)

Unrestricted Restricted Total Total 2012 2012 2012 2011 £ £ £ £ Influencing

Afghanistan 6,855 147 7,002 23,289

Egypt 61,935 27,615 89,550 4,274

Ethiopia 53,118 9,259 62,377 53,887

Guatemala 14,825 347 15,172 22,064

India 172,427 37,227 209,654 218,914

Jordan 11,426 311 11,737 30,353

Kenya 182,521 14,233 196,754 160,148

Nepal 3,015 14,597 17,612 5,677

Pakistan 29,774 14,953 44,727 16,658

Central America 4,341 - 4,341 -

Senegal 14,508 402 14,910 35,757

Other Countries - - - 515

554,745 119,091 673,836 571,536

UK 196,372 - 196,372 182,829

751,117 119,091 870,208 754,365

Research

Afghanistan 2,698 43 2,741 20,703

Egypt 14,419 5,894 20,313 14,198

Ethiopia 1,036 - 1,036 72,836

Guatemala 1,183 23 1,206 8,659

India 120,670 25,899 146,569 172,213

Jordan 1,168 - 1,168 7,334

Kenya 17,105 2,045 19,150 1,260

Nepal 1,270 - 1,270 3,487

Pakistan 8,131 3,888 12,019 31,838

Central America 2,995 1,346 4,341 -

Senegal 10,781 292 11,073 10,549


181,456 39,430 220,886 353,262

UK 354,177 - 354,177 349,268

535,633 39,430 575,063 702,530

Total 7,934,150 2,418,775 10,352,925 9,997,460

Sub-totals:

Direct intervention 2,977,683 1,622,471 4,600,154 4,282,585

Prevention of welfare problems 3,669,717 637,783 4,307,500 4,257,980

Influencing 751,117 119,091 870,208 754,365

Research 535,633 39,430 575,063 702,530

Total 7,934,150 2,418,775 10,352,925 9,997,460

The amounts shown by country of operation are either the total grants payable to affiliates

and partners or the funds spent by the Brooke's overseas branches. The overseas amounts

also include expenditure made in the United Kingdom on behalf of the Brooke's branches,

partners and affiliates.



44

6. CHARITABLE ACTIVITIES (continued)

The amounts spent in the UK are costs attributable to the Brooke's charitable activities,

which cannot be directly allocated to a specific country. They include the allocation of

support costs as shown in note 7(a).

An analysis of grants payable by organisation is shown below:

2012

£

Brooke Egypt 2,073,917

Brooke India 1,697,138

Brooke Pakistan 1,509,135

KENDAT 365,151

ESAP 266,497

Dutch Committee for Afghanistan 265,497

Practical Action 229,560

VSF Belgium 112,014

Nepal 87,477

ORDA 53,632

Send a Cow 22,227

AVSF 18,417

Other 28,204

6,728,866

7. (a) TOTAL RESOURCES EXPENDED

Direct Direct Support Total Total

Grants staff other costs 2012 2011

£ £ £ £ £ £

Cost of generating funds

Fundraising - 981,690 2,324,386 217,118 3,523,194 3,360,588

Supporter services - 240,533 327,424 37,299 605,256 728,657

Fundraising trading - - 71,225 4,678 75,903 68,417

Investment management costs - - 67,005 - 67,005 55,611

1,222,223 2,790,040 259,095 4,271,358 4,213,273

Charitable activities

Direct intervention 3,673,786 423,230 407,439 95,699 4,600,154 4,282,585

Prevention of welfare problems 2,277,516 874,993 676,488 478,503 4,307,500 4,257,980

Influencing 578,967 161,316 98,025 31,900 870,208 754,365

Research 198,597 288,025 56,541 31,900 575,063 702,530

Total charitable activities 6,728,866 1,747,564 1,238,493 638,002 10,352,925 9,997,460

Governance costs - 125,292 37,853 10,714 173,859 184,809

6,728,866 3,095,079 4,066,386 907,811 14,798,142 14,395,542

Expenditure in support of activities - 416,577 491,234 (907,811) - -

Total resources expended 6,728,866 3,511,656 4,557,620 - 14,798,142 14,395,542



45

7. (b) SUPPORT COSTS

2012 2011

£ £

Financial management 150,441 135,217

Human resources 258,936 209,448

Resources management 267,138 218,037

General management 47,845 53,502

Information technology and communications 57,009 25,518

Information management 84,107 36,038

Office management 42,335 19,449

907,811 697,209

Basis of apportionment

Total support costs are allocated based on each activity's proportion of the aggregate

expenditure. No support costs are apportioned to investment management as the

administrative costs are considered negligible.

7. (c) ANALYSIS OF GOVERNANCE COSTS

2012 2011

£ £

Staff Costs 125,292 115,606

Trustees Expenses 7,408 12,919

Legal Costs 3,042 8,674

Audit Fees 18,000 16,200

Other Expenses 9,403 22,425

Allocated Support Costs 10,714 8,985

173,859 184,809

8. NET INCOMING RESOURCES FOR THE YEAR IS STATED AFTER CHARGING:

2012 2011

£ £

Audit fees (including VAT) 18,000 16,200

Rental cost relating to operating leases (including VAT)

-plant and machinery 2,137 5,374

-land & building 220,857

218,907



46

9. STAFF COSTS 2012 2011

£ £

Salaries 2,938,208 2,682,627

Temporary staff 70,424 42,393

National Insurance costs 300,532 260,091

Pensions and other costs 202,492 137,279

3,511,656 3,122,390

The average weekly number of persons employed during the year, calculated on a full-time

equivalent basis was 107 (2011: 102). Of these, 21 (2011: 21) were engaged in Fundraising,

8 (2011: 8) in Supporter Services, 21 (2011: 19) in Charitable Activities in the UK, 38 (2011:

37) in Charitable Activities in overseas branches and 19 (2011: 17) in Administration

(includes Support Costs and Governance).

During the year, the number of employees whose total taxable emoluments exceeded

£60,000 was:

2012 2011

No. No.

Between £60,001 and £70,000 - -

Between £70,001 and £80,000 - 3

Between £80,001 and £90,000 2 1

Between £90,001 and £100,000 1 -

The pension costs paid in respect of these employees amounted to £20,427 (2011:

£24,761).

10. TRUSTEES’ EXPENSES

Trustees' expenses reimbursed in respect of necessary duties carried out during the year

amounted to £7,408 (2011: £12,919). Eleven trustees received such reimbursements (2011:

eleven trustees). £4,453 (2011: £5,395) related to visits to overseas affiliates and branches.

To minimise costs across the Brooke family, some trustee overseas visits to affiliates

coincided with the Board meetings of those affiliates. The cost of attending the board

meetings is not separately identifiable.

The trustees received no remuneration for their services. A trustee indemnity insurance

policy was purchased during the year at a cost of £1,000 (2011: £1,087).



47

11. TANGIBLE FIXED ASSETS

Office Leasehold Fixtures

Computers equipment improvements & fittings Total

£ £ £ £ £

Cost

As at 31 March 2011 482,520 21,794 414,948 86,199

-

1,005,461

Additions 30,292 24,345 17,125 4,542

-

76,304

Disposals (119,825) - - -

-

(119,825)

As at 31 March 2012 392,987 46,139 432,073 90,741

-

961,940

Depreciation

As at 31 March 2011 300,128 11,250 165,126 51,237

-

527,741

Depreciation for the year 80,071 6,583 75,465 17,373

-

179,492

Disposals (119,825) - - -

-

(119,825)

As at 31 March 2012 260,374 17,833 240,591 68,610

-

587,408

Net Book Value

As at 31 March 2012 132,613 28,306 191,482 22,131

-

374,532

As at 31 March 2011 182,392 10,544 249,822 34,962

-

477,720

12. INVESTMENTS 2012 2011

£ £

Listed Investments

Market value as at 1 April 8,701,289 7,982,939

Acquisitions 15,196,916 3,252,405

Sales proceeds (12,899,351

)

(3,093,849)

Net unrealised gains/(losses)1 (473,483) 559,794

Market value as at 31 March 10,525,371 8,701,289

Cash Deposits 5,981,728 4,158,554

Total Investments 16,507,099 12,859,843

Historic cost: Listed Investments as at 31 March 10,591,826

7,296,199

Investment breakdown by type 2012

£

Bonds - 1,382,466

Equities - 6,702,788

Property - -

Cash (money market) - 616,035

Newton Investment Management Real Return Fund

10,525,371

-

10,525,371

8,701,289

1 There were no unrealised gains or losses on the cash held in short term investments (2011: NIL).



48

13. MOVEMENT IN UNRESTRICTED AND RESTRICTED FUNDS

As at

31 March

2011

Total

incoming

resources

Total

resources

expended

Net Gains on

Investment

Transfers As at

31 March 2012

Unrestricted funds £ £ £ £ £ £

General funds 6,146,634 14,804,129 (12,379,367) (473,483) (1,316,564) 6,781,349

Designated funds 4,925,547 - - - 1,316,564 6,242,111

Total unrestricted funds 11,072,181 14,804,129 (12,379,367) (473,483) -

13,023,464

13,023,460

Restricted funds

Egypt

Nile Delta Operations - 12,278 (12,278) - - -

Cairo Operations 17,301 73,807 (85,155) - - 5,953

Luxor Operations 4,348 36,467 (40,815) - - -

Mersa Matrouh Operations - 67,823 (67,823) - - -

Alexandria Operations - 18,000 (18,000) - - -

Edfu Operations 12,605 5,641 (18,246) - - -

Emergency Appeal - 346,710 (346,710) - - -

Other Operations 130,469 674,068 (650,654) - - 153,883

164,723 1,234,794 (1,239,681) - - 159,836

India

Moradabad Operations - 5,000 (5,000) - - -

Bagpat Operations - 25,000 (6,250) - - 18,750

Meerut Operations - 2,500 - - - 2,500

Muffazanagar Operations - 1,250 - - - 1,250


96,954 278,013 (309,756) - - 65,211

Pakistan

Karachi Operations - 1,625 (1,625) - - -

Lahore Operations - 94,381 (94,381) - - -

Multan Operations - 6,594 (6,594) - - -

Mardan Operation - 17,594 (17,594) - - -


98,174 638,194 (630,699) - - 105,669

Ethiopia

Equine Health & Welfare Programme - 68,043 (68,043) - - -

Other operations - 14,237 (14,237) - - -

- 82,280 (82,280) - - -

Kenya

Limuru Operations - 22,591 (22,591) - - -

Drought Appeal - 19,514 (19,514) - - -

Other Operations - 17,778 (17,778) - - -

- 59,883 (59,883) - - -

Nepal

Working Equine Welfare Programme - 75,548 (75,548) - - -

Other Operations - 2,590 (2,590) - - -

- 78,138 (78,138) - - -

Afghanistan - 6,533 (6,533) - - -

Central America - 1,346 (1,346) - - -

Guatemala - 6,188 (6,188) - - -

Jordan - 2,392 (2,392) - - -

Senegal - 1,879 (1,879) - - -

Restricted Funds

359,851 2,389,640 (2,418,775) - - 330,716

Total funds 11,432,032 17,193,769 (14,798,142) (473,483) - 13,354,176



49

Restricted Funds

Substantial restricted donations were received for the work of the mobile teams based in

Egypt, India and Pakistan. Some of these gifts were received in the last quarter of the

financial year and therefore will be spent in 2012/13.

Funds received from American Friends of the Brooke, representing a gift from one major

donor, went towards various projects including a mobile and a static clinic in Pakistan,

equine health and welfare project in Ethiopia and a working equine welfare project in Nepal.

This gift also funded a static clinic in Mersa Matrou, Egypt.

During the year, two major restricted appeals were launched to support our emergency work

in Egypt and Kenya.

All donations from Brooke Netherlands are restricted to work overseas. Donations totalling

£1,335,711 were received from Brooke Netherlands in 2011/12.

Donations of £178,280 were raised from the sale of Virtual Gifts and were restricted to work

overseas.

Treatment of net gains on investment

Unrealised net investment gains have been apportioned to the general funds.

Purpose of designated funds

In March 2008, the Board of Trustees approved the designation to further phased expansion overseas of a fund equal to the lower of £7m or the surplus of unrestricted funds over minimum reserves required according to the reserves policy at that time. At the 31 March 2012, the Board of Trustees designated a further £1,317,000 to fund future expansion.

14. DEBTORS & PREPAYMENTS

2012 2011

£ £

Legacies receivable 48,146 255,952

Tax recoverable 407,579 229,682

Other debtors 861,600 218,186

1,317,325 703,820

15. CREDITORS: amounts falling due within one year

2012 2011

£ £

Amounts committed to grants 6,895,799 6,867,808

Taxes and social security - -

Other creditors and accruals 534,189 551,817

7,429,988 7,419,625



50

16. OPERATING LEASE COMMITMENTS

2012 2012 2011 2011

£ £ £ £

Land &

buildings Other Land &

buildings Other

Annual cost of operating

leases:

Within one year - - - 861

Within two to five years 220,857 2,137 218,907 -

Over 5 Years - - - 2,120

220,857 2,137 218,907 2,981

17. TAXATION

Brooke Hospital for Animals, as a registered charitable company, is not subject to

Corporation Tax, other than on its trading activities if statutory limits are exceeded. No

liability is payable in respect of such activities (2011: nil). Income tax suffered by deduction is

reclaimed in full from HMRC. The Brooke is registered for VAT and has partial exemption

from VAT in respect of its trading activities.

18. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Unrestricted Restricted Total

funds funds

£ £ £

Fixed assets 10,899,903 - 10,899,903

Net current assets 2,123,557 330,716 2,454,273

13,023,460 330,716 13,354,176

19. RELATED PARTY TRANSACTIONS There were no related party transactions during the year (2011: none).

THE BROOKE HOSPITAL FOR ANIMALS PUBLICATIONS AND RESEARCH LISTING FOR THE YEAR ENDED 31 MARCH 2012

51

In 2011/12, the Brooke published a number of papers to share learning about equine

animal health, behaviour and welfare. These publications are listed below:

General publications

1. Harvey, J. (2011) Can healthcare services to improve equine welfare in developing

countries be delivered through privatised veterinary systems utilising para-professionals?

M.A. thesis. Oxford Brookes University, UK.

Conference contributions

1. Madany, M. M. and Eager, R.E. (2011) Constraints of effective helminth management

in working equine populations 12th Congress of The World Equine Veterinary Association

(WEVA), Hyderabad, India 2-6th Nov 2011

2. Zaman, S.F. and Parai, S. (2011) Assessment of health problems of equine owned by

Qalander community to design an appropriate intervention plan 12th Congress of The World

Equine Veterinary Association (WEVA), Hyderabad, India 2-6th Nov 2011

3. Shukla, A., Singh, S. and Singh, B.K. (2011) Intrathecal administration of tetanus

antitioxin, as an adjunct to routine treatment regimen, in cases of tetanus in donkey and filly.

12th Congress of The World Equine Veterinary Association (WEVA), Hyderabad, India 2-6th

Nov 2011

4. Reed, K.R. (2011) Problems faced by charities and those working in harsh conditions.

12th Congress of The World Equine Veterinary Association (WEVA), Hyderabad, India, 2-6th

Nov 2011

5. Harvey, J., Subirana, J. and Reix, C.E. (2011) Use of a competency framework to

improve continuing veterinary education in low income countries International Association for

Medical Education, Vienna, Austria,27-31 August 2011

6. Brown, A.F. and Twaissi, A. (2011) Improving utility of animal-based measures of

welfare through amendment to audit protocol. 5th International Workshop on the Assessment

of Animal Welfare at Farm and Group Level. 8-11 August, 2011, University of Guelph,

Ontario, Canada

7. Reix, C.E., Subirana, J. and Harvey, J. (2011) Sustainable High Quality Veterinary

Post-graduate Education in Low-income Countries where the Brooke is working. 2nd Annual

Veterinary Education Symposium Nottingham University, July 13-14th 2011

8. Wells, K.L. and Whitelock, K.S. (2011) Creating a demand for the responsible use of

horses, donkeys and mules in the tourist trade 4th Biennial Australian Animal Studies Group

Conference 2011, Brisbane, Australia 10-13th July 2011

9. Pritchard J. C., van Dijk L., Ali M. and Pradhan S.K. (2011) Non-economic incentives

to improve animal welfare: positive competition as a driver for change among owners of

draught and pack animals in India. UFAW International Symposium, Portsmouth, UK. 28th -

29th June 2011

THE BROOKE HOSPITAL FOR ANIMALS PUBLICATIONS AND RESEARCH LISTING FOR THE YEAR ENDED 31 MARCH 2012

52

10. Ali M. Pradhan, S.K. and Pritchard. J.C. (2011) Working equine welfare groups in

India: the role of common savings and loans in stabilising group membership and improving

animal welfare. UFAW International Symposium, Portsmouth, UK 2011. 28th - 29th June

2011.

11. Pritchard J. C. (2011) Improving the welfare of working horses, mules and donkeys

through collective action. British Equine Veterinary Association (BEVA) Congress, Liverpool,

UK. 7th-10th September 2011.

THE BROOKE HOSPITAL FOR ANIMALS

53

Contact Addresses

UNITED KINGDOM Headquarters and Registered Office The Brooke 30 Farringdon Street London EC4A 4HH Tel: +44 20 3012 3456 www.thebrooke.org

Registered in England & Wales Company number 4119581 A company limited by guarantee A charity registered with the Charity Commission Charity No 1085760

INTERNATIONAL OPERATIONS

BRANCHES JORDAN Brooke Hospital for Animals Petra 71811 PO Box (51) Jordan Tel: +962 (0)3 2156437

ETHIOPIA Brooke Hospital for Animals (Ethiopia) Bole sub city, Kebele 19, House no 442 PO Box: 1554 code 1250 Addis Ababa, Ethiopia Tel: + 251 116 610069

SENEGAL

Brooke Hospital for Animals Villa 3074 - Amitié 1 BP 10488 Dakar Liberté Senegal Tel : +221 33 825 46 25

AFFILIATED ORGANISATIONS EGYPT Brooke Hospital for Animals (Egypt) Registered Office: 2 Bayram El-Tonsi Street Zein El-Abdein 11441 Cairo, Egypt Tel: +20 2364 9312 www.thebrookeegypt.org

INDIA Brooke Hospital for Animals (India) Registered Office: 2nd floor, A block, 223-226, Pacific Business Park , Dr Burman Marg, Plot no 37/1, Site IV , Sahibabad Industrial Area Ghaziabad – 201010, Uttar Pradesh, India www.thebrookeindia.org

PAKISTAN Brooke Hospital for Animals (Pakistan) Registered Office: 9/295 Sarwar Road Lahore Cantt, Pakistan Tel: +92 42 665 0751 www.thebrooke.org.pk

INTERNATIONAL FUNDRAISING PARTNERS NETHERLANDS Brooke Hospital for Animals Nederland Van Baerlestraat 13-C 1071 AM Amsterdam, Netherlands Tel: +31 20 670 9229 www.brooke.nl

UNITED STATES OF AMERICA American Friends of the Brooke C/o Chapel & York Limited 1000 N West Street, Suite 1200 Wilmington, DE 19801 USA www.thebrookeusa.org


http://www.thebrookeegypt.org/

http://www.thebrookeindia.org/

http://www.thebrooke.org.pk/

http://www.brooke.nl/

http://www.thebrookeusa.org/

Documents

THE BROOKE HOSPITAL FOR ANIMALS...The Brooke supports the delivery of animal welfare information through radio broadcasts to people in remote areas as well as supporting school programmes