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**
2. 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:
- providing expanded reach into disasters
- sharing communications resources from a disaster response
- funding one another’s work
- raising donor funds on behalf of another Member
- coordinating support for a Partner
- sharing products and ideas for fundraising
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
- Members are contributing staff, resouces and expertise. The assessment will be jointly funded by Members.
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
- Integral Members are present in DRC
- Partners are part of this pilot response
- Integral Members are currently opted into this response
Other Integral Members will be involved after the assessment.
Coordination is happening at four different levels:
- In-Country Coordination Group
- DR Operations Group
- DR Communications Group Neglected Crises Working Group
## 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:
- A Strategic Framework Review by the whole Board, discussing then refreshing our objectives and their KPIs to define clearer outcomes and ensuring they accurately reflect what we want to achieve together.
- Neglected Crisis pilot project discussions, including what success after a year of work together in the DRC pilot might look like.
- IPG Updates – engaging with updates on their key topics, including current Disaster Responses, the Neglected Crises pilot, Decolonisation of Aid, Localisation, and Climate Change, notably the Climate and Environment Charter.
- IMG Updates – engaging with their updates on Neglected Crises, Localisation and their Field Storyteller’s Guide.
- Case Studies shared on Looking Beyond the COVID Crisis, Culture as the Starting Point for Organisational Development and Decolonising Aid.
## **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**
- Refreshed Strategy KPIs and objectives unanimously agreed.
- New Chair appointed.
- Increased use of technology to make our voting more efficient and to connect and engage the Board.
- Streamlined Board liaison with the IMG and IPG by appointing a Board representative for each group, replacing our Board Committees.
- _Integral gives us a trusted and values/faithaligned network of agencies which help expand our global ‘footprint’ and reach when responding to humanitarian emergencies around the world. Our belief is that by collaborating with Integral we can increase impact and reach._
Tearfund Australia
**37**
## **The Integral Marketing Group** (IMG)
## **KEY THEMES**
## **In 2021 the key areas of work for the IMG were:**
- Fundraising and Leadership – sharing Case Studies about regular giving, search engine optimisation, and generating leads and bequests. The topics of staff wellbeing and team health and resilience were also covered.
- Neglected Crises – three IMG members are on the Neglected Crises Working Group. They were key in putting forward the idea of a general Neglected Crisis campaign that all Integral Members can use. The IMG will input into this as the concept is further defined.
## **ACHIEVEMENTS AND KEY DECISIONS THIS YEAR**
- In Disaster Responses: The Dignity in Humanitarian Communications group has produced a Storytellers’ Guide that brings together industry best practice about dignity in humanitarian storytelling. This important resource will be finalised in 2022.
- Separate communication calls for all our Integral Disaster Responses increased in 2021. These calls bring together the communication staff of our Members to share about communications visits, key messages, communication sensitivities and fundraising campaigns.
- Our Members continue to freely share photos and stories with each other in our joint Disaster Responses. Deciding to share mapping of our local communications capacity as an Alliance is a significant step forward in our communication collaboration in disasters.
- Beyond Disasters: Learning webinars that took place this year were on the topics of Digital Transformation and Church Engagement.
## **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**
- Localisation – continued commitment to bring Partners’ perspectives into our meetings. Members also carried out a self-assessment on their localisation commitments as part of our Mutual Accountability and Learning Tool (MALT).
- Climate Change – guest speakers brought expert input on Disaster Risk Financing and the ICRC/IFRC Climate and Environment Charter.
- COVID-19 – sharing learning and resources with one another on topics such as vaccine hesitancy and access to vaccinations.
## **PARTICIPATION**
- Disasters – reviewed and reflected on our work in crises in Afghanistan, Central America, Ethiopia, Haiti and Mozambique.
- Neglected Crises – provided feedback on the country selection mechanism and the frequency of running the selection process to decide which crises Integral should focus on.
## **ACHIEVEMENTS AND KEY DECISIONS**
- Two CHS learning sessions were run by the Integral Quality Assurance Task Force (IQATF), allowing cross-Member learning around CHS Commitment 4 (Communities and people affected by crisis know their rights and entitlements, have access to information and participate in decisions that affect them) and CHS Commitment 5 (Communities and people affected by crisis have access to safe and responsive mechanisms to handle complaints).
- Integral’s Neglected Crisis Pilot project was launched in the Democratic Republic of Congo in May 2021.
- The IPG began a conversation on Decolonisation of Aid, exploring our own organisations and wider systems.
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:
- Learning from one another
- Collaborating in marketing and media
- Creating funding opportunities
- Thinking together around a Christian response to poverty
- Focusing more on development
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**
**40**
## **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:
- Data Protection and Privacy
- Safeguarding – Putting People First, including Safeguarding Children and Safeguarding Vulnerable Adults
- Volunteer Management
## **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.
**----- Start of picture text -----**
41
**----- End of picture text -----**
## **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.
**----- Start of picture text -----**
Member Country Name From To
**----- End of picture text -----**
|**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._
**42**
## **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
- © Medical Teams International All photos, © Medair
- Clockwise from top right: © Tearfund (UK); © Tearfund (UK); © Food for the Hungry; © Food for the Hungry
Bottom left © Tearfund (UK); all others, © Medair, Jonathan Kyle
- Clockwise from top right: © Tearfund (Netherlands); © Transform Aid International; Centre and left: © Tearfund (Canada) All © Food for the Hungry Left hand side: @ Joost Bastmeijer, Medair; all others © Food for the Hungry
Top left and right: © Medical Teams International; bottom middle and left: © Medair, Paola Barioli
- From left: © Medair; © MERATH; © Medair;© MERATH;
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.
**44**
## **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:
- Select suitable accounting policies and apply them consistently;
- Make judgements and estimates that are reasonable and prudent; and
- Prepare the financial statements on a going concern basis unless it is inappropriate to do so.
This report and the financial statements have been prepared in accordance with:
- the special provisions of part 15 of the Companies Act 2006 relating to small entities;
- the provisions of the Charities Acts that determine the form and content of Charity Annual Reports; and
- Reporting and Accounting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued in July 2014.
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
**45**
## **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.
2. the accounts do not accord with those records; or
3. 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
4. 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**|
**47**
## **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**|
**50**
## **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.
**51**
## **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**|
**52**
## **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.
**53**
## **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).
**54**
## **www.integralalliance.org**
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