How does Ripple Effect make sure your donation reaches farming communities?

At Ripple Effect, we’re incredibly lucky to have a network of loyal and dedicated supporters who have been involved with our work for years, or even decades. They have seen how we’ve used their donations over that time to empower farmers, leading to transformed families and thriving rural communities. 

But meaningful change takes time. We invest your donations for the long term, not the quick wins. 

So, if you’re new to our work, how can you be sure your money is reaching the people who need it most? 

The UK Government’s Public Trust in Charities 2025 survey showed that 57% of the British public have high trust in the charity sector, but confidence that a donation has reached its intended goal was identified as one of the most important factors in building trust. 

It’s easier to have that confidence when you can see how your support is being used and the difference it makes. For charities like Ripple Effect working overseas, we must communicate clearly and openly about how we ensure your funds reach farming communities across East Africa. 

Our supporters’ trust makes everything we do possible. That’s why our values of accountability, integrity and compassion sit at the heart of our work, alongside robust processes to ensure donations are handled and spent responsibly. 

1. Clear policies and procedures 

We have strong policies in place to govern how funds are used across Ripple Effect. 

Working in multiple jurisdictions can make the policy framework more complex, so anti-money laundering and financial crime policies are in place in each country with clear sanctions. Country Directors oversee compliance with local laws and regulations, including those related to tax and the General Data Protection Regulation. 

To ensure our 250 staff understand their obligations, we have anti-fraud and anti-bribery policies which explain our zero-tolerance and prevention-focused approach. The policies must be read and signed by everyone every two years, and regular training is delivered to ensure knowledge is up to date. 

Alongside this, we have a whistleblowing policy which ensures concerns can be reported confidentially. All incidents are investigated by the Director of Finance and reported to the Board. 

Ethiopia, Rwanda and Uganda featured in the top 10 countries least protected against fraud in the Global Fraud Index 2025. So, in addition to a strong set of policies, we must draw on our expertise to ensure strong governance at country level. 

88% of our staff are local to the countries where we work, with decades of experience in the charity sector. This expertise, plus constant vigilance led by our Senior Leadership Teams, reduces risk and removes ambiguity. 

2. Robust financial controls 

Ripple Effect’s internal policy framework is underpinned by strong financial controls. 

89% of our funds are spent on programmes in Africa, supporting the people, activities and resources needed to work alongside farming families and communities. Strong financial controls are essential to make sure this money is managed consistently and carefully.  Each country has its own Finance team, supported by our global Finance team, with expenditure subject to appropriate levels of review and approval. 

All expenditure must align with activity plans, which are agreed and centrally approved at the start of each financial year, as well as any expectations or requirements set by donors. Where funding is restricted to a specific purpose, our Finance teams ensure it is  spent in line with those restrictions. 

There are also clear controls around payments and purchasing: 

• All payments require dual signatories and supporting evidence and are approved through an online system which creates a clear audit trail. 
• Significant purchases require three independent quotes and approval through our procurement committee. 
• Cash use is minimised, with payments made directly to suppliers wherever possible. 

These financial controls ensure funds are only accessed for their intended purpose, giving us confidence and clarity when tracking expenditure. 

 3. A culture of transparency

Strong financial controls only work when they are supported by a culture of accountability. 

Budget-holders regularly review planned expenditure with managers and our Finance team, while monthly management accounts help senior managers monitor spending against income forecasts. Staff with financial responsibilities, procurement committee members and board members must also declare conflicts of interest annually. 

Our values-based recruitment looks for accountability, compassion and integrity alongside technical skills. These expectations continue through our mandatory Code of Conduct, where the Responsible Stewardship section requires staff to manage funds in a cost-effective, transparent and responsible way, and maintain accurate records. 

We also regularly share stories of impact from our programmes to ensure all staff, wherever they are based, are aligned around our mission. 

4. Partner due diligence and monitoring 

Working in partnership with local organisations is an important part of Ripple Effect’s model, and sometimes means we entrust partners with funding. 

Before awarding funds, we carry out due diligence, including reviewing partners’ financial controls. Legally binding agreements set out how funds can be used and how expenditure and programme progress must be monitored and reported. 

Our in-country Finance teams then work closely with partners to reconcile expenditure, with additional controls such as dedicated bank accounts and reporting against agreed budget lines where required. Ongoing financial and programme monitoring helps us ensure projects remain on track and funding is used as agreed. 

Strong partnerships are central to delivering lasting impact. 

5. Governance and oversight 

Strong financial oversight and governance processes are in place across Ripple Effect, with ultimate responsibility sitting with our CEO and boards. Country Directors oversee compliance with local laws and regulations, including tax and GDPR.    

Financial performance is monitored regularly, with reporting shared across our leadership and governance structures. We also have local and international boards and finance committees with independent members, providing additional oversight. 

Annual external audits are carried out for each country programme, as well as a group audit of our consolidated accounts.