For the board of directors
What changes on 2 September, what it saves, and what the board is asked to do. Positions only, no names. The full plan and its assumptions register accompany this page.
Four grants have ended or end within weeks. Grant income falls from $2,874,450 to $1,018,750, a 65 percent reduction in a single year. Without change, Arukah spends about $158,000 a month more than it receives.
The plan is built to reach 1 December 2026 with four options still open: merge, wind down, close, or continue. The reductions are sized to stabilise operations within about 60 days, which shows the 90-day position with roughly 30 days left to change course.
| Function | Positions | Note |
|---|---|---|
| Clinical and therapy | tbc | Caseloads redistributed. The service integration model applies |
| Crisis services | tbc | Programme retained. Staffing reduced, not eliminated |
| Marketing and communications | tbc | Function moves from employed to contracted |
| Media production | tbc | Grant deliverable met by contract rather than headcount |
| Administrative and programme support | tbc | Consolidated |
| Total positions eliminated | 9 | Plus two consultant engagements already ended |
assumptionThe function rows and per-function counts are a structure awaiting real numbers. The total of nine, and the two consultant engagements that have already ended, are firm.
Two further changes are announced the same day: a psychiatry and clinical service integration model written by the leadership team, and a change to the paid time off policy.
| Line | Amount |
|---|---|
| Gross value of the full elimination list | $900,971 |
| Less: consultant engagements that ended before this plan | (300,000) |
| Less: positions funded by grants that are themselves ending | (135,000) |
| New saving to Arukah, salary | $469,000 |
| New saving to Arukah, fully loaded | ~$557,000 |
The gross figure will circulate. The working number is the smaller one, and this is why.
reported Staffing reductions, service consolidation, and expense reductions. Management decisions under the interim chief executive, reported to the board for oversight.
for approval, 5 September The paid time off policy change. It alters terms of employment and sits in the employee handbook. It therefore cannot take effect on 2 September with the rest, and the announcement will say so.
feedback Send comments on the full plan to the interim chief executive by Monday 31 August, morning. Anything received by then is answered directly and, where accepted, built into the rollout.
This summary contains no employee names, and no name should be attached to it in any reply. Nine people do not yet know. They are entitled to hear it from Arukah rather than from a neighbour.