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← Integral Alliance

2021-12-31-accounts

Responding Faster. Reaching Further. In Christ. ANNUAL R PORT :*'." AND UNAUDITED FINANCIPL STATEMENTS zi

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Tearfund Tearfund International Tearfund Tearfund Mission East Tearfund
Canada Ireland Health Partners UK UK Belgium Denmark Netherlands
World Renew
North America
ZOA
Netherlands
World Concern
USA
Integra
Slovakia
Medical Teams
International USA
CEDAR Fund
Hong Kong
Food for the Hungry
North America
World Relief SEL TearFund Medair Tearfund Transform Aid Tearfund
USA France Switzerland Switzerland Australia International Australia New Zealand
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Contents

Integral’s Vision

Christian agencies uniting globally, alleviating suffering, and restoring hope, in disasters and beyond.

Our Mission

Integral exists to see God’s Kingdom demonstrated by uniting our Members. We champion, encourage and facilitate collaborative working across the Alliance, particularly in disasters.

  1. Leverage and multiply Member strengths to increase the impact and reach of Disaster Responses

2021-2025

  1. Maintain high-quality Disaster Responses Run Joint Disaster Responses Group Support Member Care Spiritual Support External Engagement

5

Values

Our Kingdom values unite us in prayer, Christian reflection and collaborative action. We work to create and sustain a community of trust among our Members in which collaborative work can thrive.

CHRIST-CENTREDNESS

UNITY

We practise the presence of God in our midst through listening, Biblical reflection and prayer. We strive to provide space for the prophetic voice of the Spirit to shape and guide us as an alliance and inform our actions.

We are committed to Jesus’ call to unity, and believe unity is God’s gift to us outworked through the power of the Holy Spirit. We unite in order to enable all people in need to flourish as God intended.

RELATIONAL

IMPARTIALITY

We put people first, and desire to see each person fulfil their God-given potential. We want all our interactions to be marked by servant-heartedness, generosity, openness, integrity and mutual respect. We believe that by expressing organisational humility we demonstrate the character of God to a suffering world.

We acknowledge the image of God in every person, therefore we adhere to core principles of the Red Cross Code of Conduct and the Core Humanitarian Standard. Aid is given regardless of the race, religion, creed or nationality of the recipients, and without adverse distinction of any kind. Aid priorities are calculated on the basis of need alone.

ACCOUNTABILITY

COMPLEMENTARITY

We strive for professional excellence and are mutually accountable for the quality of our work to each other, those we serve, our supporters, and to God. We are a learning alliance, committed to transparency, reflecting on and evaluating our joint work, and assessing our collective impact.

As Christ has called us to be the many parts of one body, we believe that when our Members combine their strengths and work interdependently, we have greater reach and impact. By working together, we provide a more complete response to the needs of those we serve.

In a world that is often cynical, fragmented and hostile, we are Christians who believe that disaster and suffering are not the end of the story.

6

Foreword from Chair

It is my pleasure to present Integral’s 2021 Annual Report. As I read this report and reflect on the power of our collective efforts to alleviate suffering and restore hope in our joint responses to disasters, I am truly honoured to have been recently elected as Chair of the Board. Our trusted relationships, strategic synergy and common desire to see God’s Kingdom demonstrated impact for millions of people.

We entered 2021 with hopeful prayers for a reprieve from the unprecedented pandemic-induced events of 2020. Instead, we faced a series of natural disasters, including hurricanes throughout Central America, flooding in Southeast Asia, and another earthquake that devastated Haiti. We witnessed a dramatic increase in numbers of displaced people and encountered the sobering reality of increasing global poverty levels due to COVID-19. In 2021 alone, estimates show that 97 million people were living in poverty due to COVID-19. (World Bank).

Despite so much tragedy, I believe that each one of our Integral Members has been called for such a time as this. In terms of joint responses, 2021 was our strongest year yet. We met the challenge of responding to numerous disasters while continuing to navigate the complexity of the COVID-19 pandemic. Our Members reported that they and their Partners reached 10.7 million people across 57 countries with COVID-related programmes over the last year. Each response proved to be an opportunity to learn from and support one another, thus galvanising our united efforts to meet the needs of those experiencing vulnerability and crisis.

This year afforded us ample opportunities to prove our resilience as an Alliance. In the face of programming challenges, each organisation demonstrated agility and an unwavering commitment to the quality

of their work and toward continual learning. Our Members reported more benefit from their collaborations than ever before, including a deeper cooperation and appreciation for one another’s expertise, catalysed by the pandemic.

This took shape in many practical ways including:

Perhaps more than anything, this year proved that we truly are better together than alone. We united around our values to collaborate effectively and enable the people we served to flourish as God intended. This report is a testament to what we have achieved and a sign that God is always in our midst, guiding and informing our actions as an Alliance. As we celebrate all that was accomplished in 2021, my prayer is that our Alliance continues to grow in our capacity to collaborate and respond. I pray that our joint effort is a witness to the Lord’s work to bring light, hope and salvation to those walking in darkness (Isaiah 9:2).

Gratefully,

Martha Newsome

President and CEO of Medical Teams International Chair of Integral Alliance

7

2021 saw the greatest number of new responses since the launch of our Disaster Response process in 2012.

39

Integral Responses since 2012

Countries where there has been an Integral DR since 2012

All other countries where Integral Members work

Every Member has opted into at least one Integral Response.

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Mass displacement/ Earthquake/
conflict tsunami/volcano
Typhoon/
Health emergency
hurricane
Flooding Food insecurity
Other disaster Neglected crisis
Low Sudden Cross-
Chronic
profile onset border
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+320

Conference calls have been chaired by the Secretariat for Integral responses; 60 in the last year alone.

+75

Additional crises have been jointly monitored by Integral Members. 12 crises were monitored in 2021.

+3,950

Photos from Integral Responses have been shared on the Integral website for Members to use freely.

Thousands more photos have been made available to Members through direct access to the online photo libraries of Food for the Hungry, Medair, Mission East, Tearfund (UK) and Tearfund (NZ).

8

Integral Disaster Response Summary

January 2021 - December 2021

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Afghanistan: Humanitarian Crisis Haiti: Earthquake DRC & Rwanda: Volcano
12 Members Opted In 13 Members Opted In 6 Members Opted In
6 Partners 3 Partners
100,000 people assisted at 3 months 172,800 people assisted at 3 months 105,800 people assisted at 3 months
Photos shared 76 photos shared 12+ photos shared
Launched: September 2021 Launched: August 2021 Launched: June 2021
India and Nepal: COVID Crisis
Additional Crises
12 Monitored 16 Members Opted In
Active 13 Partners
Dec 2021 Philippines
397,700 people assisted at 6 months
9
Nov 2021 Madagascar Responses 59 photos shared
Jun 2021 Haiti Launched: May 2021
Jun 2021 Myanmar DRC:
May 2021 Gaza Pilot Neglected Crisis Response
11 Members Opted In
Apr 2021 Indonesia 3 Partners
Mar 2021 Mozambique 5m people in need across the country
Mar 2021 Pacific Region Launched: May 2021
Mar 2021 Bangladesh
Mozambique: Cyclone Eloise
Feb 2021 Guinea 4 Members Opted In
1 Partner
Feb 2021 Myanmar
18,000 people directly assisted at 4 months
Jan 2021 Indonesia
110+ photos shared
Launched: January 2021
Lebanon: Beirut Explosion Central America: Hurricanes Eta and Iota Ethiopia Crisis
18 Members Opted In 6 Members Opted In
14 Members Opted In
10 Partners 6 Partners
3 Partners
318,000 people reached at 12 months 123,000 people directly assisted at 3 months 827,900 people directly assisted at 12 months
250+ photos shared 260+ photos shared 10+ photos shared
Launched: August 2020 Launched: November 2020 Launched: December 2020
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9

MALT 2021: COVID-19

Maintaining momentum

Members and Partners have been able to reach at least 10.7 million people in 57 countries with COVID-19 interventions.

Resilient relationships

Members were able to share 126 highlights of how they worked together, despite restrictions during the COVID-19 pandemic. Another 140 examples were shared of joint working at country level.

Impact of COVID-19

Members reported:

New needs emerging

Integrating COVID-19 protection into existing programmes

Adapting programmes

Positive changes

Changes in allocation of funds

Delivery stopped or paused

Every Member was able to identify positive changes to their practice as a result of the pandemic. Members mentioned:

Increased levels of trust and confidence with field staff and Partners

More globally connected organisations Reduced carbon footprint

Mutual learning

Members highly valued learning from one another about how to adapt to the pandemic and took part in 20 calls focussed on sharing and learning around COVID-19.

Slower implementation

Logistics hampered

More remote monitoring External evaluations postponed Fewer field visits

Training or events cancelled Additional workload for staff

Staff quarantined

Staff not able to take R&R

10

Our Res onse to COVID-19 p

We have reached 10.7 million

people. This includes:

5.2 million People reached with hygiene education 1.2 million People who can be treated with medicines shipped

1.1 million People supported with hygiene kits or WASH

748,000 People who received food, cash vouchers or livelihood support

560,000 People screened for symptoms of COVID-19

130,000 People received PPE

We have reached more than 10 million +26,000 +430 people in stations set upHandwashing Health Centres equipped 57 countries We are working in 57 countries Afghanistan Colombia Iraq Nepal Somalia Australia Dominican Ivory Coast Nicaragua South Sudan Bangladesh Republic Jordan Niger Sri Lanka Brazil DR Congo Kenya Nigeria Syria Burkino Faso Ethiopia Laos Pakistan Sudan Burundi Ghana Lebanon Papua New Tajikistan Cambodia Guatemala Liberia Guinea Tanzania Cameroon Haiti Madagascar Philippines Thailand Central African Honduras Malawi Rwanda Uganda Republic Hong Kong Mali Senegal Yemen Chad India Mozambique Serbia Zambia China Indonesia Myanmar Sierra Leone Zimbabwe

We are working in 57 countries

March 2020 – March 2021

11

All figures rounded down to the nearest 1,000; reporting on period March 2020 – March 2021; based on figures available from Integral Members.

Neglected Crises

Integral Members are piloting a new approach to Why are Integral Members working Top 10 most Neglected Crises enable more strategic and effective collaboration together on Neglected Crises? in 2021 in crisis areas that become neglected. Building on a foundation of successful work together in sudden-onset disasters, Members are keen to realise similar synergy in Neglected Crises. Members are called to Neglected Crises, believing that faith rather than media exposure or donor interest drives our response to suffering. In January 2021, our Working Group produced this list of the most Neglected Crises, ranked What does Integral mean by a What is the 'more' we want using external data. Neglected Crisis? to do together?

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In January 2021, our Working Group produced
this list of the most Neglected Crises, ranked
using external data.
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Haiti

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Through working together we are seeking to
Low profile increase the resources available to these
Neglected Crises and ultimately serve more
Little attention with donors, people in need.
the media, political leaders
and the general public
Working together
Protracted
Advocacy Implementation
Communications Prayer
Long duration over multiple Fundraising Sharing resources
years
Complex
Significant factors make Increased resources
addressing needs more
of a challenge
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Working together
Advocacy Implementation
Communications Prayer
Fundraising Sharing resources
Increased resources
Serving more people in need
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Democratic Republic of Congo North Korea (DPRK) Central African Republic Chad Burundi Afghanistan Colombia Mali Cameroon

Democratic Republic of Congo was selected for the Pilot Neglected Crisis Response through a participatory selection process involving all 21 Members

12

4 May Response 2021 Launched

Pilot Neglected Crisis Response: Democratic Republic of Congo

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Democratic Democratic
Republic of Congo Republic of Congo
Minembwe,
South Kivu
Kinshasa
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Our pilot resonse in DRC will focus on Minembwe, South Kivu. The situation there will be used to highlight the wider needs across DRC.

Minembwe is a rural area in Eastern DRC that has seen increased violence and food insecurity causing internal displacement and hardship.

Six Members who work in DRC are jointly planning a visit to Minembwe.

Minembwe Joint Assessment Visit

Context

19.6 million in need of humanitarian assistance

DRC is one of the most Neglected Crises in the world: year after year needs are not matched by donor funding.

3.6 million children are acutely malnourished

COVID-19, cholera, measles and the ebola virus increase vulnerability

Protracted armed conflict has an ongoing destablising effect

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Data gathered will Communications
lead to projects materials will be used
being implemented to raise awareness
by Partners to about Neglected
address needs. Crises through
Integral Members.
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Working Together

Other Integral Members will be involved after the assessment.

Coordination is happening at four different levels:

Potential Areas for Collaboration

Advocacy Communication Donor Funding Implementation Information Sharing Prayer and Fellowship Private Fundraising Sharing of Resources

13

AFGHANISTAN: HUMANITARIAN CRISIS i) 14

Afghanistan: Humanitarian Crisis 2021 Integral

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The context
Afghanistan
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Our response

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24.4 million people in
need of humanitarian
assistance
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More than 650,000 people are internally displaced Multiple compounding crises

Three-month update

3,650 People received psychosocial support 12,370 People received health support

People helped with shelter and essential household items

People reached with nutrition interventions or food distributions

Integral Disaster 2 Sept 2021 Response launched

12 Integral Members are working together to respond to this disaster

For more information visit: www.integralalliance.org Source: OCHA and Integral Members

15

HAITI: EARTHQUAKE ITI 16

Three-month update

Haiti: Earthquake

Integral

The crisis Haiti

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7.2-magnitude
earthquake
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More than 230,000 people living within 15 km of the epicentre

More than 2,200 deaths and 12,000 people critically injured

Our response

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4,250
Women and girls
172,850 received dignity kits
82,550
Men, women and
People could be
treated with the children were assisted
medicines supplied by Integral Members 6,450
People received
seeds and tools
People received People benefited
emergency shelter from food
kits and help with 14,850 distributions
home repairs
27,900
People received
direct cash transfers
People were 18,200
helped with access to safe water 23,500
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18 Integral Disaster
August Response launched
2021
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13 Integral Members are working together to respond to this disaster

For more information visit: www.integralalliance.org Source: OCHA and Integral Members

17

DRC AND RWANDA: VOLCANO 18

Three-month update

DRC and Rwanda: Volcano

Integral

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The context
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Our response

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105,850
DRC Rwanda 89,400
Men, women and
People benefited
children were assisted
from provision of
safe water by Integral Members
Mount Nyiragongo
volcanic eruption
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Mount Nyiragongo volcanic eruption Continued ongoing tremors

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16,400
People received
food packages
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More than 500,000 people affected

8,700 People received essential household items

1 June 2021

Integral Disaster Response launched

6 Integral Members are responding to this disaster

For more information visit: www.integralalliance.org Source: UNHCR and Integral Members

19

INDIA AND NEPAL: COVID CRISIS 20

Six-month update

India and Nepal: COVID-19 Crisis Integral

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The crisis Our response
1,000
People received
psychosocial or
spiritual support
Nepal
397,700
11,600
Men, women and People received
children were assisted health education
132,250
India by Integral Members alongside PPE
People received
cash transfers
People benefited
from hygiene kits
46,150
Coronavirus
People received
food packages
112,250 48,450
Hospitals
overwhelmed
People benefited from 50,150
More than 20 million health supplies and People received
cases across India support for health services livelihoods support
and hospitals
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Integral Disaster 4 May 2021 Response launched

16 Integral Members are working with Partners to respond to this disaster

For more information visit: www.integralalliance.org Source: WHO and Integral Members

21

MOZAMBIQUE: CYCLONE ELOISE JJ 22

Four-month update

Mozambique: Cyclone Eloise 2021 Integral

The context

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Mozambique
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More than 314,000 people affected by Cyclone Eloise

Houses and shelters have been damaged or destroyed

20,000 people displaced

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28
Integral Disaster
January Response launched
2021
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1,400
People were
helped with
shelter
1,600
People received
livelihoods
support
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People benefited
from food
distributions
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4 Integral Members
responded to this
disaster
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For more information visit: www.integralalliance.org Source: OCHA and Integral Members

23

ETHIOPIA CRISIS 24

12-month update

Ethiopia Crisis

Integral

Our response

The crisis

Sudan

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Ethiopia
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Nearly 9.4 million people in need of aid in N. Ethiopia

60,000+ people have arrived in Sudan as refugees

People were helped with water supply, sanitation and hygiene

Integral Disaster 14 Dec 2020 Response launched

30,200 People received cash distributions

46,750 Women and girls were able to access safe spaces

66,450 People received primary health care

People received emergency shelter kits and other household items

14 Integral Members are responding to this disaster

For more information visit: www.integralalliance.org Source: OCHA and Integral Members

25

CENTRAL AMERICA: HURRICANES ETA AND IOTA r.-. 26 *,'

Three-month update

Central America: Hurricanes Eta and Iota

Integral

The context

Our response

Guatemala Honduras Nicaragua

2,800 Children received back-to-school kits

People received cash or livelihoods support

People received health support, treatment or PPE

Tropical storm, Hurricanes Eta and Iota

Significant flooding and landslides

More than 5.2 million people affected

People received emergency shelter kits or non-food items

Integral Disaster 10 Nov 2020 Response launched

6 Integral Members responded to this disaster

For more information visit: www.integralalliance.org Source: OCHA and Integral Members

27

LEBANON: BEIRUT EXPLOSION 28

12-month update

Lebanon: Beirut Explosion 2020 Integral

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The context
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Our response

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10
Integral
Members are
jointly supporting
a multisectoral
response
by a shared
Partner
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3,550
318,090
Men and women benefitted
Men, women and from cash programming
children were assisted
by Integral Members 10,300
Individuals were helped
with psychosocial first aid
10,550
People benefitted from
food distributions
35,750
76,650 People received
emergency shelter kits
People received
or repairs to their
hygiene kits homes
40,500 [People received fuel, clothes, ] blankets and stoves
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Lebanon

Massive explosion in Beirut

300,000 people lost homes and businesses

More than 170 people killed, 6,500 people injured

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20 Integral Disaster
August Response launched
2020
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18 Integral Members worked together to respond to this disaster

For more information visit: www.integralalliance.org Source: OCHA and Integral Members

29

Our Commitment to Quality and Accountability

Integral is a global alliance of Christian relief and development agencies, working together to present a more effective response to poverty worldwide.

We believe that:

more people in need will be helped if relief and development agencies combine their resources, and put their Christian faith into action by working together;

by working together, expressing organisational humility and servanthood, we can demonstrate the character of God to a world in need;

God cares deeply for people living in poverty, illness, hunger, conflict, alienation and oppression.

As an alliance we want to put people first. We are convinced that God calls us to express love for the world through practical actions. God calls us to serve those who are the least, the forgotten, the most vulnerable, and the unfortunate to the best of our ability. We therefore want to be intentional in our mutual accountability for the quality of our work.

Integral is committed to maintaining high quality in our work in accordance with internationally recognised standards which [1] respect international law and humanitarian principles.

Consistent with our Christian faith and values, the Integral Alliance endorses and commits to working towards the Core Humanitarian Standard.

Integral’s Members are committed to working towards ensuring that our work, and that of our Partners, upholds the standards and good practices of the global relief and development community.

[1.] Red Cross Code of Conduct and Sphere Guidelines

30

MALT 2021: Country Collaboration

No. of examples of collaboration shared over the last five years

More collaboration

In 2021, the IPG shared more highlights of collaboration than ever before.

Disaster response

Collaboration continues to be most likely to happen in a country where there is, or has been, an Integral Disaster Response.

A catalyst for collaboration

Stronger partnerships

50% of Members want to contribute to Integral over the coming year by building stronger partnerships at country level.

Funding each other's work Coordinating around a Partner's response

Implementing a joint programme

Supporting one another in practical ways in a country

Jointly raising institutional funding

Maintaining momentum

Seconding staff to another Member

Members were still able to share significant ways that they worked together at country level, despite the unique challenges of 2020.

Providing technical support

Five countries where Members reported the most collaboration in the last year:

Lebanon

Ethiopia

Indonesia

Bangladesh

South Sudan

All of these countries have had an Integral DR in the last five years.

Future collaboration

80% of Members want to contribute to Integral over the coming year by collaborating in Disaster Response.

Meeting together in a country to share and pray together

31

MALT 2021: Funding Collaboration

Examples of developing joint funding proposals with other Integral Members

Joint funding

Members shared 30 examples of developing joint funding proposals, more than any other year.

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Examples of funding other Members' work
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Sharing funding

Members shared 35 examples of funding each others' work and 31 examples of jointly funding shared partners in 2021.

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Examples of jointly funding shared Partners
2021 2020 2019 2018 2017
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Future funding

40% of Members would like to create more opportunities to fund other Members in the future or to leverage government funding on behalf of other Members.

High Compliance Donors

The amount raised by Members from High Compliance Donors (HCDs) has been steadily increasing over the last six years.

43 HCDs supported the work of Integral Alliance Members this year. This amounted to 45% of total Members income (excluding GIK).

Top Ten Donors in 2021

Diverse funding

89% of donor income came from these ten donors.

While funding from HCDs is important for Members, a diverse funding base is one of the strengths of our Alliance. Privately raised funds often contribute towards match funds for institutional grants or provide unrestricted funding.

Members who receive High Compliance Donor funding are subject to a high standard of external scrutiny at both organisation and project level.

90% of Integral Members had at least one relationship with a HCD in the last 12 months.

32

MALT 2021: MALT Added Value

Every Member told us Integral membership gives them something they do not get elsewhere.

Learning together on specific topics like CHS, localisation and diversity

An effective disaster response mechanism with trusted Members and Partners

Coordination around shared Partners

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Learning through around shared
webinars, meetings Partners
and calls
Timely access to
information when
disaster strikes
Relationships
Members value opportunities Collaboration in Disaster Expanded
to learn from one another. Response is the area most reach into
and
Every Member gave an consistently mentioned disasters
example of how learning when asked how Integral
from the alliance has adds value to
influenced Fellowship Members' work.
their practice.
Access to freely
shared high-quality
communications
material
Learning through
Raising and
peer-to-peer Sharing ideas and
sharing funding
conversations learning on
across the Alliance Support from fellow
fundraising and
Members to respond
Learning around marketing
operationally in a country
responding and
adapting to COVID-19
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33

MALT 2021: Localisation

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Partner Listening Forums
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Commitment to Localisation
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Partner Listening Forums Commitments
80 participants Ethiopia Integral
representing Localisation
47 local Haiti Statement and
organisations Commitments
contributed to Iraq approved in July
forums in five 2020.
countries: Philippines
Nepal
Monitoring Mechanism Developed
Mutual Accountability and Learning
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65% of Members made changes to how they work as a result of listening to their Partners. 86% of Members felt they had made good progress on their commitments to localisation.

Accountability questions on localisation and local communications capacity added to the IPG and IMG sections of MALT in 2021.

66% of Members use in-country talent for sourcing images and story-writing.

Ongoing Work

Listening as an Alliance

Storytellers' Field Guide

Localisation is a process, and work in this area continues across the Alliance.

Integral Members in the Dignity in Humanitarian Communications Working Group developed a Storytellers Field Guide that reflects IMG sharing on localisation.

Integral are committed to hearing from Partners in our meetings.

Integral will follow up the Partner Listening Forums in 2022.

In February 2022 IPG accountability groups on localisation will take place.

34

Localisation Commitments

For our work together in disasters, Integral Members will:

35

Structure and Groups

Structure and Groups

Martha Newsome Board Chair

Integral Board Sets the strategic direction of the Alliance Oversees legal and financial governance

Receives and discusses strategic input from IMG, IPG and Secretariat

Integral gives us a broader view of the issues and ways to respond to them. Other members were a source of inspiration this year. Different approaches are an opportunity to re-examine our own practices. SEL France

Through Integral our team gets the opportunity to connect with like-minded colleagues at different organisations in a transparent, non-competitive, collaborative way. Together we can share valuable insights and real-life examples that we can apply in our own work. Tearfund New Zealand

Integral Marketing Group (IMG)

Coordinates communication around our Disaster Responses

Oversees all marketing Sue O'Connor and fundraising IMG Chair cooperation within the Alliance Provides a platform to share learning

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Integral Secretariat Integral Programme
Group (IPG)
Runs joint Disaster Facilitates collaboration
Responses in Disaster Responses
Coordinates all
Coordinates core programme activity
group activities in the Alliance
Fiona Boshoff Peter Macharia
Integral CEO Provides a platform IPG Chair
Engages externally with to foster collaboration
stakeholders and global outside disasters
partners
Integral Oversees Alliance-wide
Provides spiritual support Quality mechanisms to ensure the
for our Members Assurance quality of our work is
Task Force continually improving
Focuses on improving the
Early effectiveness of the
Responders
Alliance's response in the
Group
early stages of a disaster
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36

Board

KEY THEMES

The Integral Board fulfilled its role in 2021 by providing leadership, oversight and governance for the Alliance, including:

PARTICIPATION

2021 has been our second year of meeting virtually as the Board and ExCo and we have had shorter but more frequent meetings throughout the year. We thank Ian McInnes for his great tenure as Chair and Nigel Harris for his faithful service to ExCo. We warmly welcome Martha Newsome as our new Chair, and Wayne Johnson as he joins ExCo. In 2021 we welcomed four new CEOs onto our Board group: Pui Si Chan from CEDAR Fund, Betina Gollander-Jensen from Mission East, Melissa Lipsett from Transform Aid and Myal Greene from World Relief.

ACHIEVEMENTS AND KEY DECISIONS

Tearfund Australia

37

The Integral Marketing Group (IMG)

KEY THEMES

In 2021 the key areas of work for the IMG were:

ACHIEVEMENTS AND KEY DECISIONS THIS YEAR

PARTICIPATION

We are very grateful to Jon Beighle from Medical Teams International for his excellent leadership of the IMG over the last three years. In June 2021, we were delighted to appoint Sue O’Connor, the Head of Branding and Communications at Medair, as his replacement as the IMG Chair.

The regular biannual IMG meetings were held virtually in April and October 2021 and four optional calls and webinars were held throughout the year. In April, 20 of our 21 Members were represented, and in October, 18 Members were represented.

At an organisational level, Integral membership allows us to extend our reach far beyond our operating countries into places we otherwise would not be able to access. It is also a big help in asset collection (i.e. photos) during times of crisis or other times… Just recently we were able to coordinate with another Integral Member to get some photos from a hard-to-reach place. On a personal level, I do enjoy the IMG sessions and presentations from my peers. The learnings are always good and they have been helpful for us in a number of ways.

Tearfund Canada

38

The Integral Programme Group (IPG)

KEY THEMES

PARTICIPATION

ACHIEVEMENTS AND KEY DECISIONS

Rhonda Eikelboom (ZOA) stood down as IPG chair in July after two years in the role. We are enormously grateful to her for steering us through this virtual-meetings season. The October IPG meetings were ably chaired by three ‘guest chairs’: Phil Wilkerson (Tearfund Australia), Anne Reitsema (Medair) and Peter Macharia (World Concern). In November 2021 we were delighted to appoint Peter Macharia as the new IPG Chair.

The IPG continued to meet virtually in 2021 for our regular biannual meetings (April and October). All Integral Members were represented in April and 20 Members attended the October meetings. Additionally the IPG met for two conference calls (February and July). Nine Members gathered virtually in March for an Early Responders Meeting, and the IQATF hosted two CHS sessions. IPG participation in Integral working groups remained strong during 2021, with groups meeting on Localisation, Quality Assurance and as part of the Neglected Crises working group.

Learning from Integral members has sparked and spurred work around CHS, how we can encourage localisation with fields during responses and exploration of opportunities like the Start Network.

Food for the Hungry

39

Future Plans

Integral’s refreshed strategy objectives help galvanise us as we look forward to more collaborative work in 2022. In their 2021 MALT responses our Members told us that going forwards they believe their organisation will continue to benefit from collaborating with other Members in Disaster Responses. They also believe Integral will benefit them over the next year in these areas:

Members remain generous in contributing to Integral, with 17 of 21 wanting to collaborate in Disaster Responses in the coming year. Almost half our Members want to contribute by bringing the voice of local Partners to the table in 2022, reflecting our Alliance commitments to localisation.

I personally want to praise the Secretariat team for their tremendous hard work, commitment, teamwork, perseverance and prayer. It has been a challenging year responding to the greatest number of disaster alerts of any year since Integral began, while also negotiating lockdowns and new work and family dynamics. We would like to say a huge thank you to Ian McInnes for his role as Chair of Integral over the last two years, and for seeing us through transitioning to be fully virtual in our meeting cycle for

the past two years. We are grateful for his willingness to remain on ExCo for another term and we welcome Martha Newsome as she takes up the Chair role for this next stage of Integral’s life.

The spiritual theme for our October 2021 meetings was ‘The Still Small Voice’, using the story of Elijah in 1 Kings 19, and it was wonderful to see the richness of peer sharing on this topic across each of our three group meetings. As we have reflected back over 2021, it is wonderful to hear that still small voice as we stop and listen. And I’m grateful for the support of the ExCo, Board and my Secretariat colleagues for awarding me the privilege of time to stop and listen for a few months in 2022.

The world – especially over the last two years – is such a different place to when Integral began, and yet the needs of the world continue to grow with the triple challenges of COVID, conflict and climate change. Our work bringing our Members together to respond to disasters is more needed than ever, and through this work we look forward to responding faster, reaching further, in Christ.

Fiona Boshoff CEO of Integral Alliance

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Structure, Governance and Management

MEMBERSHIP

POLICIES

The Members of the charitable company are the subscribers to the Memorandum and Articles of Association and any Members subsequently admitted to membership by existing members. In the event of winding up, Members guarantee to contribute up to £1 towards the costs of winding up and meeting any liabilities while they are Members and within 12 months of ceasing membership. At 31 December 2021 the number of Members was 21.

The Board have ratified revised and updated three policies in the following areas in 2021:

GOVERNANCE

The Trustees of Integral have regards to the Charity Commission’s guidance on public benefit. They have put in place a number of both statutory and best practice policies which help them to deliver the mission and vision of Integral.

CODES OF PRACTICE

All our policies have a regular review cycle which varies from 18 months to three years.

SUB-COMMITTEES

Terms of Reference (ToR) for each sub-committee are regularly reviewed, and in 2021 the Board approved updated ToRs for the ExCo. The Board also agreed to delegate responsibility to the ExCo to manage internal Secretariat policies and procedures.

The Board has adopted the Charity Governance Code for Smaller Charities and ensures Integral adheres to the Fundraising Regulator’s Code of Practice. It also approved a Reputational Risk Procedure to be used for issues likely to have an Alliance-wide impact, particularly media events.

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Administrative and Legal Details

REGISTERED ADDRESS

Egale 1 76-80 St Albans Road Watford WD17 1DL

PRINCIPAL STAFF

F Boshoff – Company Secretary

BANKERS

HSBC, 61 High Street, Staines-upon-Thames, Surrey, TW18 4QW, United Kingdom

INDEPENDENT EXAMINER

Nicola Anderson, FCA, FCIE 189 Baldwins Land, Croxley Green, Richmansworth, Herts WD3 3LL, United Kingdom

BOARD OF DIRECTORS AND CHARITY TRUSTEES

Each Member Agency appoints their CEO or President to serve on the Board. Positions on Board standing committees, such as the Finance and Audit Committee and Executive Committee, are voted for by Board Members.

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Member Country Name From To
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Member Country Name From To
CEDAR Fund Hong Kong P S Chan 1 June 2021
Food for the Hungry USA M Viso 1 March 2020
Integra Venture Slovakia A Bussard 13 October 2006
International Health Partners UK A Paterson
(Treasurer)		 1 November 2017
Medair Switzerland D Verboom 1 April 2018
Medical Teams International USA M Newsome (Chair
from October 2021)		 1 September 2016
Mission East Denmark B Gollander-Jensen 1 January 2021
SEL France P Guiborat 7 April 2006
Tearfund Australia Australia M Maury 13 October 2010
Tearfund Belgium C van Maelsaeke 4 October 2005
Tearfund Netherlands M van Bergeijk 2 Dec 2019
Tearfund New Zealand New Zealand I McInnes (Chair
until October 2021)		 2 January 2013
TearFund Switzerland T Stahl 1 Sept 2020
Tearfund UK and Ireland N Harris 23 November 2015
Tearfund Ireland S Kelly 1 July 2015
Transform Aid International Australia J Hickey
M Lipsett		 19 October 2012
1 November 2021		 30 September 2021
World Concern USA N Archer 6 April 2020
World Relief Canada Canada W Johnson 1 January 2017
World Relief USA S Arbeiter
M Greene		 15 August 2016
1 October 2021		 31 August 2021
World Renew USA/Canada I Kaastra-Mutoigo
C Bremer-Bennett		 31 July 2015
1 January 2021		 1 January 2021
ZOA Netherlands C Lukkien 19 July 2017

Names in italics are members of the Executive Committee as well as the Board at year end.

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Photo Credits

Cover © Medair Page 2 © Medair Page 3 © Medair Page 5 Page 7 Page 14 Page 16 Page 18 Page 20 Page 22 Page 24 Page 26

© Medair, Paola Barioli

Bottom left © Tearfund (UK); all others, © Medair, Jonathan Kyle

Top left and right: © Medical Teams International; bottom middle and left: © Medair, Paola Barioli

Page 28 Page 36 Page 37-40 Page 41 © Medair Page 43 Page 44 & 55 © Medair

From left: © Medair; © Medical Teams International; © World Concern; © Integral Alliance © Integral Alliance © Medair © Tearfund (Netherlands)

Financial Review

The income of the Trust is primarily derived from membership fees and donations from trusts, corporations and individuals. During 2021, the charitable company received total incoming resources of £156,168 (2020 - £313,662). Resources expended on charitable activities amounted to £252,735 (2020 - £262,667).

The Reserves Policy as agreed at the July 2020 Board meeting is to maintain free reserves equivalent to four month’s operating costs. This equates to approximately £80,000 based on 2021 unrestricted expenditure of £238,985. Unrestricted funds carried forward at

31 December 2021 were £318,544 (2020 - £417,520) of which £20,000 (2020: £20,000) were designated as explained in note 11 and £879 (2020 - £1,145) are tied up in Fixed Assets leaving £297,665 (2020 - £396,375) of free reserves.

The Board has set a deficit budget for 2022 which anticipates free reserves will stand at approximately £240,000 by 31 December 2022. The Board will continue to monitor the impact of the global pandemic on operations and review the reserves position throughout 2022.

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Directors’ Responsibilities in the Preparation of the Financial Statements

Company law requires the Directors to prepare financial statements for each financial period, which give a true and fair view of the state of affairs of the charitable company and of the net incoming resources for the period. In preparing the financial statements the Directors are required to:

This report and the financial statements have been prepared in accordance with:

The Directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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 steps for the prevention and detection of fraud and other irregularities.

Approved by the Directors on 6th April 2022 and signed on their behalf by:

A Paterson

N Harris

Treasurer and Director Integral Alliance

Director Integral Alliance

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Independent Examiner’s Report to the Trustees of Integral Alliance

I report to the charity trustees on my examination of the accounts of Integral Alliance (co. no. 5442605 and charity no: 1112515) for the year ended 31 December 2021 which are set out on pages 47 to 54.

RESPONSIBILITIES AND BASIS OF REPORT

As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.

  1. the accounts do not accord with those records; or

  2. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination; or

  3. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

INDEPENDENT EXAMINER’S STATEMENT

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

  1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or

____ 6 April 2022

Nicola Anderson, FCA, FCIE 189 Baldwins Lane Croxley Green Rickmansworth Herts. WD3 3LL

Dated:

46

INTEGRAL ALLIANCE STATEMENT OF FINANCIAL ACTIVITIES

(INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 DECEMBER 2021

2021
2021
2021
2020
2020
2020		 2021
2021
2021
2020
2020
2020		 2021
2021
2021
2020
2020
2020		 2021
2021
2021
2020
2020
2020		 2021
2021
2021
2020
2020
2020		 2021
2021
2021
2020
2020
2020		 2021
2021
2021
2020
2020
2020
Note Restricted Unrestricted Total Restricted Unrestricted Total
£ £ £ £ £ £
Income from:
Grants and Donations 2 13,750 2,710 16,460 16,000 6,579 22,579
Charitable Activities 3 - 139,694 139,694 - 290,926 290,926
Investments - 14 14 - 157 157
Total Income 13,750 142,418 156,168 16,000 297,662 313,662
Expenditure on:
RaisingFunds - - - - - -
Charitable Activities (13,750) (238,985) (252,735) (21,980) (240,687) (262,667)
Total Expenditure 4 (13,750) (238,985) (252,735) (21,980) (240,687) (262,667)
Exchange Gains - (2,409) (2,409) - 1,548 1,548
Net Income/(Expenditure) - (98,976) (98,976) (5,980) 58,523 52,543
Reconciliation of Funds
Total Funds Brought Forward 337 417,520 417,857 6,317 358,997 365,314
Total Funds Carried Forward 337 318,544 318,881 337 417,520 417,857

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INTEGRAL ALLIANCE BALANCE SHEET AS AT 31 DECEMBER 2021 COMPANY NUMBER: 5442605

2021 2020
Note £ £ £
Fixed Assets 8 879 1,145
Current Assets
Debtors and Prepayments 9 5,798 8,107
Cash at Bank 328,914 423,815
334,712 431,922
Creditors: Amounts Falling Due Within
One Year		 10 (16,710) (15,210)
Net Current Assets 318,002 416,712
Net Assets 318,881 417,857
Funds of the Charity 11
Restricted Funds 337 337
Unrestricted Funds
Designated 20,000 20,000
General 298,544 397,520
318,881 417,857

The Directors approved these financial statements on 6th April 2022.

For the year ended 31 December 2021 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

The accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.

Signed on behalf of the Board

______

A Paterson

Treasurer and Director, Integral Alliance

N Harris

The notes on pages 49 to 54 form part of these financial statements

Director, Integral Alliance

48

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

1. ACCOUNTING POLICIES

BASIS OF PREPARATION

The accounts (financial statements) have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Companies Act 2006.

The charity constitutes a public benefit entity as defined by FRS 102.

Going Concern

As explained in the financial review, the Board consider reserves to be more than adequate to mitigate any impact the global pandemic will have on the financial health of the charity and that there are no material uncertainties

about Integral’s ability to continue as a going concern.

Income recognition

Income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Income received in advance of entitlement passing to the charity is deferred until the criteria for recognition are met.

Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Allocation of Costs

Direct Activity Costs comprise those costs that contribute directly to an activity and are allocated to the relevant activity.

Support costs are initially identified between governance and other support costs. Governance costs comprise all costs involving the public accountability of the Foundation

and its compliance with regulation and good practice. These costs include independent examination and legal fees. Other support costs comprise the general running costs of the charity. Support costs are allocated to the relevant activity based on the staff time attributed to the activity.

All costs, including apportionment of support and governance, are allocated against the fund to which they relate.

Restricted Funds

These represent income received that is subject to specific restrictions for use determined by

the donor which is narrower than the charitable company’s general objects.

Unrestricted Funds

These represent all other funds held for the general purposes of the charitable company. Funds set aside by the trustees for specific purposes are shown as designated funds.

Capitalisation and Depreciation

Equipment costing over £350 is capitalised and depreciated over its useful life which in all cases is estimated at three years.

49

2. INCOME FROM GRANTS DONATIONS

2021 2020
£ £
Grants
Trusts and Foundations - 16,000
Donations
Individuals 16,460 6,579
16,460 22,579

3. INCOME FROM CHARITABLE ACTIVITIES

2021 2020
£ £
Membership Fees 139,694 290,926
139,694 290,926

4. RESOURCES EXPENDED BY ACTIVITY

Direct
Costs		 Grant
Funding		 Support
Costs		 Total
£ £ £ £
Activities for Raising Funds - - - -
Charitable Activities
Co-ordination and
Infrastructure		 52,191 - 14,955 67,146
Programmes and
Development		 104,901 - 30,058 134,959
Direct
Costs		 Grant
Funding		 Support
Costs		 Total
£ £ £ £
Marketing and
Communications		 39,354 - 11,276 50,630
2021 Total 196,446 - 56,289 252,735
Activities for Raising Funds - - -
Charitable Activities
Co-ordination and
Infrastructure		 54,945 - 13,663 68,608
Programmes and
Development		 85,403 16,000 25,217 126,620
Marketing and
Communications		 54,008 - 13,431 67,439
2020 Total 194,356 16,000 52,311 262,667

5. SUPPORT AND GOVERNANCE COSTS

2021 2020
£ £
Support
Staff Costs 26,003 14,734
Travel 939 467
Technology 7,817 9,281
Offce 191 441
Professional Support 5,251 6,026
40,201 30,949
Governance
Staff costs 15,475 20,549
Independent Examiner’s fee 600 800
Other costs 13 13
16,088 21,362
Total 56,289 52,311

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6. NET INCOME

2021 2020
£ £
This is stated after charging:
Depreciation 1,196 1,470
Independent Examiner’s Fee
Examination 600 800
Other services 1,750 2,542

7. SALARIES AND RELATED COSTS

2021 2020
Gross salaries £ £
170,357 167,518
UK Social Security costs 12,822 8,037
Foreign Social Security costs - 10,849
Pensions 16,760 15,674
199,939 202,078
Consultants 20,733 -
220,672 202,078
Average number of employees
(head count)		 5.9 5.5
Average number of employees
(full time equivalent)		 4.2 3.9

8. FIXED ASSETS

Offce Equipment
£
Cost
Brought forward 11,308
Disposals (6,165)
Additions 930
As at 31 December 2021 6,073
Depreciation
Brought forward 10,163
Eliminated on disposal (6,165)
Charge for year 1,196
As at 31 December 2021 5,194
Net Book Value
As at 31 December 2020 1,145
As at 31 December 2021 879
As at 31 December 2020 1,145
As at 31 December 2021 879

1 employee earned within the salary band £60,000 - £70,000 (2020: none)

The trustees and CEO are considered key management. The total remuneration, including on-costs and pension, paid to key management amounted to £77,097 (2020: £73,685). Trustee expenses are shown in note 14.

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9. DEBTORS

10. CREDITORS

2021 2020
£ £
Trade Debtors -
Other Debtors 3,000 3,300
Prepayments and Accrued Income 2,798 4,807
5,798 8,107
2021 2020
£ £
Accruals 816
Deferred Income 15,000 13,750
Other Creditors 1,710 644
16,710 15,210
Movement on Deferred Income
Brought Forward 13,750 -
Released (13,750) -
Received in Year 15,000 13,750
As Above 15,000 13,750

11. MOVEMENT IN FUNDS 2021

At 1.1.2021 Incoming Resources Resources Expended Exchange Losses At 31.12.2021
£ £ £ £ £
Restricted Funds
Information Offcer - 13,750 (13,750) - -
Pitch a Project 337 - - - 337
Total Restricted 337 13,750 (13,750) - 337
Unrestricted Funds
Designated
Short Term Co-ordination 20,000 - - - 20,000
Total Designated 20,000 - - - 20,000
General 397,520 142,418 (238,985) (2,409) 298,544
Total Unrestricted 417,520 142,418 (238,985) (2,409) 318,544
Total Funds 417,857 156,168 (252,735) (2,409) 318,881

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11. MOVEMENT IN FUNDS 2020

At 1.1.2020 Incoming Resources Resources Expended Exchange Gains At 31.12.2020
£ £ £ £ £
Restricted Funds
Information Offcer 5,980 - (5,980) - -
Pitch a Project 337 - - - 337
Compassion COVID-19 - 16,000 (16,000) - -
Total Restricted 6,317 16,000 (21,980) - 337
Unrestricted Funds
Designated
Short Term Co-ordination 20,000 - - - 20,000
Total Designated 20,000 - - - 20,000
General 338,997 297,662 (240,687) 1,548 397,520
Total Unrestricted 358,997 297,662 (240,687) 1,548 417,520
Total Funds 365,314 313,662 (262,667) 1,548 417,857

12. PURPOSE OF RESTRICTED FUNDS

Information Officer

Short Term Co-ordination

This represents monies received for salary and related costs of the Information Officer

Pitch a Project

This represents funds received for seedfunding innovative work of Integral Members, when Members are able to showcase potential projects to fellow Members during our bi-annual meetings.

This fund has been established to fund rapid deployment of staff or consultants in the event of an emergency.

Compassion COVID-19

This was an unsolicited gift as a sign of solidarity with Integral during 2020 to support work connected to COVID-19 pandemic.

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13. ALLOCATION OF NET ASSETS BY FUND

Restricted
funds		 Unrestricted
funds
Total funds
2021 2021
2021
£ £
£
Fixed Assets - 879
879
Current Assets 15,337 319,375
334,712
Current Liabilities (15,000) (1,710)
(16,710)
337 318,544
318,881
2020 2020
2020
£ £
£
Fixed Assets - 1,145
1,145
Current Assets 14,087 417,835
431,922
Current Liabilities (13,750) (1,460)
(15,210)
337 417,520
417,857

14. TRUSTEE REMUNERATION AND EXPENSES AND RELATED PARTY TRANSACTIONS

2021 2020
Board meetings are hosted by member organisations which are located worldwide when possible.
Trustees received reimbursement for travel expenses to Board Meetings as follows:
Number of Trustees - -
Amount Reimbursed - -

No trustee received any other remuneration or benefit.

The aggregate amount of donations received from related parties was £1,200 (2020: £2,200).

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www.integralalliance.org

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CEDAR Fund Food for the Hungry International Integra Medair Mission East Medical Teams
Hong Kong North America Health Partners UK Slovakia Switzerland Denmark International USA
SEL Transform Aid Tearfund Tearfund Tearfund TearFund Tearfund
France International Australia Australia Belgium Canada Switzerland Ireland
Tearfund Tearfund Tearfund World Concern World Renew World Relief ZOA
Netherlands New Zealand UK USA North America USA Netherlands
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