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← Integral Alliance

2022-12-31-accounts

/44y•• Integral:---:" Reaching Further. In Christ. ANNUAL REPORT 2022 AND UNAUDITED FINANCIAL STATEMENTS

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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
We have a network of over
We are a global alliance of 540 Partners NetherlandsZOA
21 Members
World Concern
USA
Our work spans
Our combined income is over 34 sectors
Integra
USD$550 million Slovakia
Medical Teams
International USA Together we work in
85 countries
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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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.

Contents

SECTION 1 Effective Disaster Response 08 SECTION 2 Effective Collaboration Enabled 23 SECTION 3 Legal and Governance 34 SECTION 4 Financial Statements 37

Integral Alliance

A company limited by guarantee for the year ended 31 December 2022 Company number: 5442605 Charity number: 1112515

Charitable Object

The Company’s object is to promote the efficiency and effectiveness of Christian charities involved in, and the effective use of charitable resources for, the relief of poverty, suffering and distress and the prevention of disease and ill health among the people of the world.

  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

Leveraging and multiplying Member strengths to increase the impact and reach of Disaster Responses

Integral Strategic Objective 1

Collaboration in Disaster Response: Leveraging and multiplying Member strengths

3.2 million people

Reached as part of an active Integral Disaster Response

Disaster Response as a catalyst for ongoing collaboration

Collaboration in

Disaster Response: High levels of engagement

6

Active Integral Disaster Responses

18

Members were opted into three or more Responses

100%

Of Integral Members opted into at least one Integral Disaster Response

119

Highlights of working together in Disaster Responses shared by Integral Members

9

Additional crises monitored by Members

Leveraging and multiplying: Funding

Leveraging and multiplying: Communications resources

$65m[*]

Raised for Integral Disaster Response using communications material shared by other Integral Members

Mobilised by Members for their work as part of an Integral Disaster Response

$8m*

Shared by Members to fund other Members' work as part of an Integral Disaster Response

1,400

Photos and videos shared among Integral Members for the six active Disaster Responses this year

70

Funding transfers between Members

Collaboration in Disaster Response: high levels of satisfaction

Consistently named as the greatest benefit of Integral membership

Rated significantly higher by the Integral Marketing Group this year (compared to previous years)

36

Examples of jointly funding Partners - more than ever before

31

Joint applications for donor funding - more than ever before

Jointly funding Partners 36 Joint applications for donor funding 31

Consistently rated higher than wider collaboration

5

*All $ figures in USD

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 2022 Annual Report. As I reflect on my first full year as the Chair of the Board, I am proud of the many ways we united to restore hope and alleviate suffering in both ongoing and new contexts. This past year offered opportunities to collaborate in unprecedented ways as we combined our areas of expertise in six active Disaster Responses. Our collective response to Russia’s invasion of Ukraine helped Integral Members to assist nearly one million individuals. This crisis challenged us in unique ways as an alliance and showcased our abilities to leverage our individual strengths to increase our collective impact and reach. By the end of 2022, our efforts as Integral in our active Disaster Responses have reached more than three million people in areas like Northern Ethiopia, the Greater Horn of Africa and Haiti.

While these humanitarian ‘hot spots’ garner global attention, we continued serving people in neglected crises around the world - the forgotten places where needs are still acute, and resources and attention are low. In response, Members started a new initiative together in the DRC as part of our Neglected Crises Pilot Project. We also launched our ‘ We’re still here’ campaign, to raise awareness and bring focus not only to the DRC but also other countries like Afghanistan and Yemen.

The Integral Marketing Group offered guidance in the way we communicate about the individuals we serve. They created ‘Our Storyteller’s Guide’ utilising the talent and expertise of our diverse agencies and building upon industry best practice in humanitarian storytelling. Through this practical guide, we honour the people we serve and aim to tell their story in compelling and dignifying ways.

Using these principles throughout 2022, Alliance Members confidently shared thousands of photos and other media among themselves to assist fundraising and communication efforts.

This year we were finally able to meet face-to-face after three years, and it was an encouragement for all to reconnect and collaborate inperson across our membership. During our time together, we shared the ways COVID-19 had shaped and continues to shape our work and were inspired by examples of our commitment to quality and accountability as we respond in challenging contexts around the world. I am energised about how Integral continues to add value to each of our Members – especially through our partnerships. The number of joint funding proposals between Members has increased steadily over the last five years and is one of the key ways we were able to care for more people in crisis in 2022.

Perhaps most importantly, I am proud of the way Integral Members lived out their commitment to our Christian faith and values, putting others first in a spirit of servanthood that reflects the heart of our Father. As we celebrate all that we accomplished together in 2022, I pray we will continue to grow in our capacity to demonstrate the character of God to a suffering world through connecting, engaging and partnering with one another.

Gratefully,

Martha Newsome

President and CEO of Medical Teams International Chair of Integral Alliance

7

2022 marks 10 years since the launch of our Disaster Response process in 2012.

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Countries where there has
been an Integral DR since
2012
All other countries where
Integral Members work
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41Integral Disaster Responses
since 2012
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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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+5,200

+330

Conference calls have been chaired by the Secretariat for Integral responses.

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).

87

Additional crises have been jointly monitored by Integral Members.

8

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Greater Horn of Africa Food Crisis Ukraine Conflict
13 Members opted in 17 Members opted in
474,400 people assisted at three months 900,200 people assisted at six months
61 photos shared 478 photos shared
Launched: September 2022 Launched: February 2022
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12 Additional Crises Monitored Aug 2022 Pakistan July 2022 Philippines Jun 2022 Afghanistan May 2022 Haiti Apr 2022 Sri Lanka Mar 2022 Bangladesh Feb 2022 Madagascar Feb 2022 Horn of Africa Feb 2022 Madagascar Jan 2022 Tonga Jan 2022 Madagascar Jan 2022 Haiti

Afghanistan Humanitarian Crisis 12 Members opted in 762,900 people assisted at 12 months Photos shared Launched: September 2021

Haiti Earthquake 13 Members opted in 6 Partners 550,000 people assisted at six months 76 photos shared Launched: August 2021

Ethiopia Crisis 14 Members opted in 3 Partners 998,300 people assisted at 18 months 200 photos shared Launched: December 2020

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DRC Pilot Neglected Crisis Response
11 Members opted in
3 Partners
5m people in need across the country
592 photos shared
Launched: May 2021
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9

GREATER HORN OF AFRICA: FOOD CRISIS io

Greater Horn of Africa: Food Crisis

Integral

Three-month update

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The context
Ethiopia
Somalia
Uganda
Kenya
Greater Horn of Africa
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36.1 million people are
experiencing acute
food shortages
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Fifth year of drought has led to crop failure and loss of liveestock

4.9 million children are suffering from acute malnutrition

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Our response
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3,460
Children supported in education
35,040
People reached with
disaster risk
reduction activities
41,260
People reached with
food distributions
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48,020
People received
livelihoods support
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Integral Disaster 21 Sept 2022 Response launched

13 Integral Members are responding to this disaster

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

11

Ji UKRAINE: CONFLICT 1,1: 12

Ukraine: Conflict Integral

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The context
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Our response

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Ukraine
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Conflict in Ukraine has resulted in at least six million people being internally displaced

More than 17 million people are in urgent need of humanitarian assistance and protection

Seven million people have sought refuge in neighbouring countries

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25 Integral Disaster
February Response launched
2022
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Six-month update

People received 11,100 cash transfers People received essential hygiene 36,200 items People provided with child protection training, advice or information

18 Integral Members are responding to this disaster

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

13

AFGHANISTAN: HUMANITARIAN CRISIS 14

Afghanistan: Humanitarian Crisis Integral

Twelve-month update

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The context Our response
261,660
People provided with
primary health care
229,780 and medicine
Afghanistan 20,940
People provided with People helped
hygiene kits or through education
education
46,500
People helped with
essential household
items for winter
762,900
221,170
People received cash children were served Men, women and 107,210
28 million people in assistance by Integral Members People received
need of humanitarian livelihoods support
assistance
More than four
million people are 125,570
internally displaced Women and children
received nutrition
204,760
screening and treatment
People served with 141,800
Multiple food distributions
People received
compounding crises
psychosocial
support
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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

P•N '1•. I,¥y'i HAITI: EARTHQUAKE 16

Six-month Haiti: Earthquake update Integral

The crisis

Our response

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Haiti
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7.2-magnitude earthquake

More than 230,000 people living within 15 km of the epicentre

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

People received emergency shelter kits and help with home repairs

4,730 Women and girls received dignity kits

8,050 People received seeds and tools

15,980 People benefited from food distributions

34,040 People were helped with access to safe water

People received direct cash transfers

18 Integral Disaster August Response launched 2021

13 Integral Members are working together to respond to this disaster

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

17

NORTHERN ETHIOPIA: HUMANITARIAN CRISIS FJ).. 18

18-month Northern Ethiopia: Humanitarian Crisis update Integral

The context

Our response

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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 or hygiene

30,200 People received cash distributions 46,750 Women and girls were able to access safe spaces

131,000 People received primary health care

People received emergency shelter kits and other household items

Integral Disaster 14 Dec 2020 Response launched

14 Integral Members are responding to this disaster

19

For more information visit: www.integralalliance.org

Source: OCHA and Integral Members

NEGLECTED CRISES RESPONSE 20

Neglected Crises

Neglected Crisis Response Pilot

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The context
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Democratic
Republic of Congo
Minembwe,
Kinshasa South Kivu
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Our pilot response in Democratic Republic of Congo (DRC) focuses on Minembwe, South Kivu.

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

Our response

A small 12-month project began in September 2022. Members hope this will develop into something larger as they discuss options for further collaboration in eastern DRC.

Peace-building activities initiated

Vegetable nurseries established

The project aims to:

Address underlying tensions between different communities in Minembwe through peace initiatives Improve access to food through increased food supply and diversified food production

Our vision

The vision for our work in Neglected Crises is that the ‘forgotten’ places where Integral Members work get the attention and support that they so desperately need.

In July 2022, the Members of Integral Alliance launched a new awareness-raising campaign called ‘We’re still here’ to draw attention to Neglected Crises around the world.

This joint campaign by Integral Members saw them collaborate intentionally to have greater impact.

Working together

21

Members are supporting this work in prayer

14

Members are supporting this work through awareness raising and communications

8

Members are supporting this work through funding and implementation

6

Members are providing support in DRC through coordination, planning and sharing expertise

Ongoing work in Neglected Crises

Integral Members continue to work in many crises that are no longer in the headlines. This map highlights just 10.

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Complex
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Low profile

Protracted

21

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

22

Raising and Sharing Funding

Members shared 31 examples of developing joint funding proposals, more than any other year.

Members shared 36 examples of jointly funding shared Partners, more than any other year.

Examples of developing joint funding proposals with other Integral Members

Examples of jointly funding shared Partners

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2022 2021 2020 2019 2018
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High Compliance Donors

The amount raised by Members from High Compliance Donors (HCDs) has been steadily increasing over the last seven years and rose again this year.

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41
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High Compliance Donors supported the work of Integral Alliance Members this year, providing 48% of total Members' income (excluding Gifts-In-Kind).

Diverse Funding Base

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.

Top 10 Donors in 2022

91% of donor income came from these 10 donors.

8/10

of these donors increased their funding to Integral Alliance Members in 2022.

Quality Assurance

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

86%

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

23

How does Integral add value for our Members? This is what our Members told us in 2022:

Integral provides effective delivery of disaster response for major acute and protracted humanitarian crises… Membership of Integral enables us to position ourselves in the Dutch humanitarian sector as a relevant and professional actor. Integral creates a space for open conversation, learning and exchange of information that enables collaboration among the Members.

Tearfund Netherlands

The opportunity we have to learn from like-minded organisations through authentic and transparent relationships has helped us grow in areas to improve our own emergency response, as well as learning more around climate change approaches and collaborative efforts.

Food for the Hungry

Personally, I have the opportunity to learn from more experienced Board members, benefitting especially from the thoughtful and humble approach they embody in their roles… Organisationally, Integral has been an enormous support with practical and spiritual support for the team, and a hugely generous financial network supporting our work.

International Health Partners

Without our membership in the Integral Alliance, we would not be able to help in humanitarian crises as we can now. In 2021, we were able to get a Slovak Aid grant for Syria in cooperation with Medair. Thanks to Integral, we were able to respond to crises such as the war in Ethiopia and the famine in Yemen. With Integral we obtain necessary information about crises, training and know-how from highly professional partners.

Integra

24

How Integral Adds Value

In our annual MALT survey, we ask Members how Integral adds value to their work. Members consistently mention three main areas where they benefit from Membership of Integral: Disaster Response, Relationships and Learning . This is what they told us in 2022.

Relationships and fellowship

Collaboration in Disaster Response

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Members regularly used these words to describe why they
value relationships within Integral
Integral Coordination Communications
Trusted
The Disaster Response Process We were able to launch Supportive
provides an effective fundraising campaigns
Confidential
mechanism to respond with using high-quality
trusted Members and Partners communications material Transparent
shared by other Members
Highly professional
We receive timely access to information when disaster We used shared guidelines on messaging in complex Non-competitive
strikes, particularly through crises like Ethiopia Innovative
the joint calls Authentic
Generous
Integral Disaster Responses
give us expanded reach into Members value opportunities to pray
disasters, enabling us to for and with one another
respond more globally
Learning from other Integral Members
Funding opportunities In a country Learning areas:
Decolonisation of aid
Our collaboration opens up We received practical support
opportunities to access from other Members, which CHS
institutional funding enabled us to respond
Climate change
operationally in a country Every Member
We are able to fund other In some responses we gave an COVID-19 Where does
Members' work implemented a joint project example of Change management learning happen?
how learning
from the Emergency response
alliance has Integral meetings
We both receive funding from We coordinated around influenced Ethical storytelling 1:1 conversations
other Integral Members and shared Partners, enabling
their practice.
fund other Members' work more effective support Fundraising Working groups
Case studies
Neglected Crises
DR calls
Staff care
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Localisation Commitments

For our work together in disasters, Integral Members will:

26

Localisation in 2022

Commitments

Every Member made commitments to make progress on localisation this year. Every Member took action on these commitments and made changes to their ways of working. Every Member committed to making more progress over the next 12 months.

85% of our Members made specific quality commitments to strengthening work with Partners.

Progress in 2022

Accountability Groups

Members took part in accountability groups on localisation in February 2022.

Our Storyteller's Guide

Members worked together to produce a Storyteller's Guide. 11 Members have already used this with Partners.

Local Comms Capacity

Members mapped their capacity for gathering communications material locally. This tool will help Members source local expertise in the countries where they work.

Examples of changes made as a result of listening to Partners

Creating opportunities for Partners to present directly to funding committees

Listening to Partners

Strengthening complaints and response mechanisms

In the 2022 MALT, Members reported making changes to how they work as a result of listening to their Partners.

Making changes to operational processes

Asking for input from Partners to organisational planning

Partner Survey – March 2022 Partners fed back that while there is work to be done, the overall picture is of increasing power and decisionmaking at a local level.

Recognising concerns around transferring security risks to Partners

Allowing time to invest in relationships, including praying with Partners

Localisation in a global pandemic

COVID-19 has caused devastating hardship for the communities we serve and significant disruption for our Members. Nevertheless, Members reported Member this disruption led to some positive changes that encouraged localisation efforts. These included:

Better communication with Partners and staff through use of technology

Increased levels of trust placed in Partners

More globally connected organisations

Greater use of local talent for consultancies, monitoring and evaluation and gathering comms material

Wider access to training and capacity building as delivery shifted online

There is a challenge for all organisation not to return to business as usual but rather to sustain the positive ways of working that have developed during the pandemic.

27

Integral Structure and Groups

Structure and Groups

In the last year, we have witnessed major global disasters ranging from the Afghanistan takeover by the Taliban, the Haiti earthquake, war in Ukraine, and the Horn of Africa drought. These are major crises that can’t be addressed through individual efforts. Integral Alliance has been a perfect platform to coordinate the response and provide real time information through regular calls and issuing alerts.

Martha Newsome Board Chair (Medical Teams International)

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 helped us shape our messaging around the Ukraine conflict to ensure the safety and security of operational Members as well as encourage donors to remember the numerous conflicts and crises going on around the world that are often neglected or forgotten when a well known nation is in crisis. World Concern

Tearfund Canada

Integral Marketing Group (IMG)

Coordinates

communication around our Disaster Responses

Oversees all marketing Sue O'Connor and fundraising IMG Chair cooperation within the (Medair) 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 (World Concern)
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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28

Board

KEY THEMES

In 2022 the Board continued to fulfil its roles and responsibilities by overseeing the fulfilment of the refreshed strategy objectives and providing leadership and governance for the alliance. This included:

ACHIEVEMENTS AND KEY DECISIONS

PARTICIPATION

After continuing to meet virtually in February and April 2022, October finally saw us meet face-to-face for the first time in three years in the Netherlands! Nine new CEOs have joined the Board since we last met, and Martha Newsome (MTI) was able to finally chair a physical meeting of the Board! We welcome Puisi Chan (CEDAR Fund) as she joins ExCo, and Mark Viso (FH) and Thomas Stahl (TearFund Switzerland) as they both join the Finance and Audit Committee.

World Renew

29

Integral Marketing Group (IMG)

KEY THEMES

In 2022 the key areas of work for the IMG were:

PARTICIPATION

ACHIEVEMENTS AND KEY DECISIONS

Sue O’Connor, Medair’s Head of Corporate Communications and Partnerships, is the Marketing Group Chair. The regular bi-annual meetings took place virtually in April, where 19 of our 21 Members were represented, and in October, where 14 Members were represented at our face-to-face meetings in the Netherlands.

We have been able to partner with organisations and gain access to comms materials we wouldn’t otherwise have access to. A recent example is receiving photos from Integra concerning the Ukraine crisis. Access to these photos helped us mount and sustain a response.

Medical Teams International

Integral Programme Group (IPG)

The IPG continued to coordinate Integral’s programme activity in relief and development. Our focus during 2022 was:

ACHIEVEMENTS AND KEY DECISIONS

PARTICIPATION

As chair of the IPG, Peter Macharia (World Concern) led our conference calls in January and June and our virtual meetings in April. Thirtythree participants from 20 Members took part in our April meetings. In October, 32 participants from 18 Members met in person in the Netherlands. Roger Sandberg (Medical Teams International), Isabelle Duval (SEL) and Charles Franzén (World Relief) guest chaired these in-person meetings. The Early Responders Group also held a hybrid meeting in the Netherlands with 20 participants. The IPG saw excellent participation in working groups on Localisation, Quality Assurance, Climate Change, Decolonisation of Aid, and Neglected Crises.

31

Human Resources Meeting

KEY THEMES AND PARTICIPATION

Fourteen Human Resources (HR) staff from six Integral Member agencies met concurrently with the other Integral groups in the Netherlands in October 2022. By meeting at the same time as the Board, IMG and IPG they were able to participate in the joint devotions and joint topic sessions. Discussions focussed on learning from one another and sharing strengths and best practices in the following areas:

ACHIEVEMENTS AND KEY DECISIONS

Medical Teams International

One of our greatest joys, as an HR Group, has been seeing the product of our collective efforts enhance the sharing of talent between our agencies during emergency responses, thus enhancing our collaboration and partnerships. This is just one reason why we are eager to continue contributing to strategically help the Alliance deliver on its mandate.

Medair

32

Future Plans

We are grateful for all the work done through Integral in 2022. Integral remains in a healthy position and continues to add value to our Members as they collaborate with one another, both in disasters and beyond. As we move forwards we will continue fulfilling our mission of seeing God’s Kingdom demonstrated by uniting our Members, and championing, encouraging and facilitating collaboration in the following ways.

IN DISASTERS

Going forwards Integral will:

BEYOND DISASTERS

Integral will continue to encourage and facilitate opportunities for mutual support, collaboration and innovation among Members. Our meetings will continue to provide learning opportunities and meeting spaces for Members to share strengths, best practices and strategic issues. All groups have identified relevant issues and topics to address together in 2023.

FUTURE OF INTEGRAL

At the October 2022 meetings, the Board agreed to look at the future of Integral while maintaining our distinctiveness as Christ-centred INGOs working in disaster response. This work will look at our distinctiveness, our sphere of work and where we can be most effective, prayerfully doing some scenario-planning. An advisory group with input from the majority world is working with us to move our thinking forwards.

We look forward with hope to 2023, conscious of the increasing number of disasters around the world and the challenges we face, but mindful God has gone before us. We can only respond faster and reach farther with His presence to lead and guide us. Thank you for taking time to look at our Annual Report and for your support.

Fiona Boshoff CEO of Integral Alliance

33

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 31st December 2022 the number of Members was 21.

The Board have ratified revised and updated policies and procedures in the following areas in 2022:

GOVERNANCE

Finance Policy

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 that help them to deliver the mission and vision of Integral.

CODES OF PRACTICE

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

The Board has adopted the Charity Governance Code for Smaller Charities and ensures Integral adheres to the Fundraising Regulator’s Code of Practice.

SUB-COMMITTEES

Terms of Reference (ToR) for each sub-committee are regularly reviewed, and in 2022 the Board approved updated ToRs for the ExCo. The process for forming new groups in Integral was also updated and approved.

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Administrative and Legal Details

REGISTERED ADDRESS

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

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/Canada 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 of Integral
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 Belgium C van Maelsaeke 4 October 2005
Tearfund Canada Canada W Johnson 1 January 2017
Tearfund Ireland Ireland S Kelly
S Copeland		 1 July 2015
14 September 2022		 10 May 2022
Tearfund Netherlands Netherlands M van Bergeijk 2 December 2019 13 October 2022
Tearfund New Zealand New Zealand I McInnes 2 January 2013
TearFund Switzerland Switzerland T Stahl 1 September 2020
Tearfund UK and
N. Ireland		 N Harris 23 November 2015
Transform Aid International Australia M Lipsett 1 November 2021
World Concern USA N Archer 6 April 2020
World Relief USA M Greene 1 October 2021
World Renew USA/Canada I Kaastra-Mutoigo
C Bremer-Bennett		 31 July 2015
1 January 2021		 28 February 2022
ZOA Netherlands C Lukkien 19 July 2017

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

35

Financial Review

The income of the Trust is primarily derived from membership fees and donations from trusts, corporations and individuals. During 2022, the charitable company received total incoming resources of £332,047 (2021 - £156,168). Resources expended on charitable activities amounted to £305,297 (2021 - £252,735).

The Reserves Policy as agreed at the October 2020 Board meeting is to maintain free reserves equivalent to four month’s operating costs. This equates to approximately £92,000 based on 2022 unrestricted expenditure of £275,596. Unrestricted funds carried forward at 31 December 2022 were £336,898 (2021 - £318,544) of which £0 (2021: £20,000) were designated as explained in note 12 and £1,602

(2021 - £879) is tied up in Fixed Assets leaving £335,296 (2021 - £297,665) of free reserves.

During 2023 the Board will be looking at the future of Integral and where and how we can be most effective in delivering our charitable objectives when responding to disasters as a Christian alliance. This will include looking at our membership, funding and governance structures. Our level of free reserves will allow us to carefully consider how best to implement decisions made and change our structure appropriately. In light of this the Board will also consider our reserves position throughout 2023.

36

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:

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.

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

Approved by the Directors on 21st April 2023 and signed on their behalf by:

A Paterson

Treasurer and Director Integral Alliance

N Harris Director Integral Alliance

37

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 2022 which are set out on pages 39 to 46.

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

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

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 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

  2. 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

Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

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:

Nicola Anderson, FCA, FCIE 189 Baldwins Lane

Croxley Green Rickmansworth Herts. WD3 3LL

23 May 2023

Dated:

38

39

INTEGRAL ALLIANCE STATEMENT OF FINANCIAL ACTIVITIES

(INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 DECEMBER 2022

2022
2022
2022
2021
2021
2021		 2022
2022
2022
2021
2021
2021		 2022
2022
2022
2021
2021
2021		 2022
2022
2022
2021
2021
2021		 2022
2022
2022
2021
2021
2021		 2022
2022
2022
2021
2021
2021		 2022
2022
2022
2021
2021
2021
Note Restricted Unrestricted Total Restricted Unrestricted Total
£ £ £ £ £ £
Income from:
Grants and Donations 2 27,577 2,400 29,977 13,750 2,710 16,460
Charitable Activities 3 11,827 289,941 301,768 - 139,694 139,694
Investments - 302 302 - 14 14
Total Income 39,404 292,643 332,047 13,750 142,418 156,168
Expenditure on:
RaisingFunds - - - - - -
Charitable Activities 4 (29,701) (275,596) (305,297) (13,750) (238,985) (252,735)
Total Expenditure (29,701) (275,596) (305,297) (13,750) (238,985) (252,735)
Exchange Gains/(Losses) - 480 480 - (2,409) (2,409)
Net Income/(Expenditure) 9,703 17,527 27,230 - (98,976) (98,976)
Transfer between funds (827) 827 - - - -
Net income/(expenditure)after transfers 8,876 18,354 27,230 - (98,976) (98,976)
Reconciliation of funds
Total funds brought forward 337 318,544 318,881 337 417,520 417,857
Total funds carried forward 9,213 336,898 346,111 337 318,544 318,881

INTEGRAL ALLIANCE BALANCE SHEET AS AT 31 DECEMBER 2022 COMPANY NUMBER: 5442605

2022 2021
Note £ £ £
Fixed Assets 8 1,602 879
Current Assets
Debtors and Prepayments 9 9,237 5,798
Cash at Bank 376,397 328,914
385,634 334,712
Creditors: Amounts Falling Due Within
One Year		 10 (41,125) (16,710)
Net Current Assets 344,509 318,002
Net Assets 346,111 318,881
Funds of the Charity 11
Restricted Funds 9,213 337
Unrestricted Funds
Designated - 20,000
General 336,898 298,544
346,111 318,881

The Directors approved these financial statements on 21st April 2023.

For the year ended 31 December 2022 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 41 - 46 form part of these financial statements.

Director, Integral Alliance

40

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022

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 cost of living crisis 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.

41

2. INCOME FROM GRANTS DONATIONS

2022 2021
£ £
Grants
Trusts and Foundations 11,577 -
Donations
Individuals 18,400 16,460
29,977 16,460

3. INCOME FROM CHARITABLE ACTIVITIES

2022 2021
£ £
Membership Fees 289,941 139,694
Membership Contributions 11,827 -
301,768 139,694

4. RESOURCES EXPENDED BY ACTIVITY

Direct
Costs		 Grant
Funding		 Support
and
Governance
Costs		 Total
£ £ £ £
Activities for Raising Funds - - - -
Charitable Activities
Co-ordination and
Infrastructure		 54,212 - 13,134 67,346
42 Programmes and
Development		 113,093 20,000 32,243 165,336
Direct
Costs		 Grant
Funding		 Support
and
Governance
Costs		 Total
£ £ £ £
Marketing and
Communications		 58,453 - 14,162 72,615
2022 Total 225,758 20,000 59,539 305,297
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
Marketing and
Communications		 39,354 - 11,276 50,630
2021 Total 196,446 - 56,289 252,735

5. SUPPORT AND GOVERNANCE COSTS

2022 2021
£ £
Support
Staff Costs 13,060 26,003
Travel 5,714 939
Technology 5,835 7,817
Offce 355 191
Professional Support 7,275 5,251
32,239 40,201
Governance
Staff costs 26,465 15,475
Independent Examiner’s fee 600 600
Other costs 235 13
27,300 16,088
Total 59,539 56,289

6. NET INCOME

2022 2021
£ £
This is stated after charging:
Depreciation 1,215 1,196
Independent Examiner’s Fee
Examination 600 600
Other services 3,050 1,750

7. SALARIES AND RELATED COSTS

2022 2021
£ £
Gross salaries 182,715 170,357
Social Securitycosts 15,106 12,822
Pensions 18,670 16,760
216,491 199,939
Consultants 22,362 20,733
238,853 220,672
Average number of employees(head count) 6.0 5.9
Average number of employees (full time
equivalent)		 4.2 4.2
Number of employees whose gross pay and
employerpension exceeded £60,000:
£60,000 -£70,000 - 1
£70,000 - £80,000 1 -

8. FIXED ASSETS

Offce Equipment
£
Cost
Brought forward 6,073
Disposals (1,800)
Additions 1,938
As at 31 December 2022 6,211
Depreciation
Brought forward 5,194
Eliminated on disposal (1,800)
Charge for year 1,215
As at 31 December 2022 4,609
Net Book Value
As at 31 December 2021 879
As at 31 December 2022 1,602

The trustees and Executive Director are considered key management. The total remuneration, including on-costs and pension, paid to key management amounted to £79,024 (2021: £77,097). Trustee expenses are shown in note 14.

43

9. DEBTORS

10. CREDITORS

2022 2021
£ £
Trade Debtors 5,984 -
Other Debtors 2,500 3,000
Prepayments and Accrued Income 753 2,798
9,237 5,798
2022 2021
£ £
Accruals 555 -
Deferred Income 38,715 15,000
Other Creditors 1,855 1,710
41,125 16,710
Movement on Deferred Income
Brought Forward 15,000 13,750
Released (15,000) (13,750)
Received in Year 38,715 15,000
As Above 38,715 15,000

11. MOVEMENT IN FUNDS 2022

At 1.1.2022 Incoming
Resources		 Resources
Expended		 Exchange Gains
(Losses)
Fund Transfers
At 31.12.2022
£ £ £ £ £
Restricted Funds
Information Offcer - 15,000 (15,000) - - -
Ukraine Response - 23,404 (13,701) - (827) 8,876
Neglected Crises Response - 1,000 (1,000) - - -
Pitch a Project 337 - - - - 337
Total Restricted 337 39,404 (29,701) - (827) 9,213
Unrestricted Funds
Designated
Short Term Co-ordination 20,000 - - - (20,000) -
Total Designated 20,000 - - - (20,000) -
General 298,544 292,643 (275,596) 480 20,827 336,898
Total Unrestricted 318,544 292,643 (275,596) 480 827 336,898
44 Total Funds 318,881 332,047 (305,297) 480 - 346,111

11. MOVEMENT IN FUNDS 2021

At 1.1.2021 Incoming
Resources		 Resources
Expended		 Exchange Gains Fund Transfers 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

12. PURPOSE OF RESTRICTED FUNDS

Information Officer

Ukraine Response

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 represents funds received for support to Integral Members working on the Ukraine response including a learning review of the response.

Neglected Crises Response

This represents funds for Integral’s work on Neglected Crises and donations towards it.

This fund was established to fund rapid deployment of staff or consultants in the event of an emergency. The fund was released back into general funds during the year because funding staff or consultants during the early stages of a crisis is now covered through Member contributions.

45

13. ALLOCATION OF NET ASSETS BY FUND

Restricted
funds		 Unrestricted
funds
Total funds
2022 2022
2022
£ £
£
Fixed Assets - 1,602
1,602
Current Assets 21,713 363,921
385,634
Current Liabilities (12,500) (28,625)
(41,125)
9,213 336,898
346,111
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

14. TRUSTEE REMUNERATION AND EXPENSES AND RELATED PARTY TRANSACTIONS

One in-person Board meeting took place in 2022 in the Netherlands. The other meetings were held virtually. No trustee received any reimbursements for travel or other expenses.

No trustee received any other remuneration or benefit in the year.

The aggregate amount of donations received from related parties was £2,200 (2021: £1,200).

46

Photo Credits

Cover Page 2 Page 6 Page 7 Page 10 Page 12 Page 14 Page 16 Page 18 Page 20 Page 24 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 36 Page 47

Top: © Tearfund, UK; bottom left:© Medair/ Joern Escher; middle: © Medair/Eric Itin; bottom right: © Medair/Abigail Drane

Top and bottom middle and right: © Project Hope/James Buck; bottom left: © Food for the Hungry

© Integral Alliance

Top: © Medical Teams International; bottom left: © Medair; middle: © Integral Alliance; left: © World Concern

© Tearfund Australia

© Tearfund Netherlands

© Integral Alliance © Integral Alliance

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
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Tearfund Tearfund Tearfund World Concern World Renew World Relief ZOA
Netherlands New Zealand UK USA North America USA Netherlands
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