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← Integral Alliance

2023-12-31-accounts

Integral:-- Reachiny Further. ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS 2023

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Tearfund International Tearfund Tearfund Mission East Tearfund
Ireland Health Partners (UK) (UK) Belgium (Denmark) Netherlands
World Renew
(North America)
World Concern We are a global alliance of We have a network of over ZOA
(USA) (Netherlands)
540 Partners
20 Members
Our work spans
Our combined income is over
Medical Teams 34 sectors Integra
International (USA) USD$550 million (Slovakia)
Together we work in
85 countries
Food for the Hungry CEDAR Fund
(North America) (Hong Kong)
World Relief
(USA)
SEL TearFund Medair Tearfund Transform Aid Tearfund
France Switzerland (Switzerland) Australia International New Zealand
(Australia)
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Charitable Object

Integral Alliance

  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

4

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

Strategic Objective 1

Six active Disaster Responses

High levels of engagement

Sharing comms resources

100% Of Integral Members opted into at least one Integral Disaster Response (DR)

Members opted into three or more DRs

20/21

93 Highlights of collaboration in DR shared by Members

9 Additional crises monitored by Members

Shared funding

$14m*

Shared by Members to fund other Members' work

97

Funding transfers between Members in these DRs

4.6 million people served

$127m mobilised by Members[*]

Ukraine

Türkiye and Syria

Afghanistan

Haiti

Ethiopia

Greater Horn of Africa

$26.9m*

Raised for Integral DR using communications material shared by other Integral Members

100%

Of Members used shared communications materials to raise funds for an active Integral DR

1,000+

Photos and videos shared among Integral Members

9

Members shared

communications material with other Integral Members

High levels of satisfaction

A catalyst for ongoing collaboration

For the first time ever , all Members stated that collaboration in Disaster Response will bring benefit to their organisation in the next year

Disaster Response is consistently named as the greatest benefit of Integral membership

88%

Of collaborations highlighted were from countries where there has been at least one Integral Disaster Response

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 with gratitude that I present Integral’s 2023 Annual Report. During this second year as the Chair of the Board, we witnessed many opportunities to leverage and multiply our strengths in both new and neglected crises. We came together with significant collaboration – the most we’ve ever seen – in 45 countries. These high levels of engagement allowed us to expand our reach to serve 4.5 million people and mobilise over $127m in funding for responses in regions like Ukraine, Türkiye and the greater Horn of Africa.

The Integral Board worked closely with a consultant to develop strategic options for the future of the Alliance in 2023. Juan Bertoldi worked with the Secretariat, a Working Group of Board members and the full Board over five months to set out a vision for what Integral could look like with a more diverse membership while continuing to achieve greater reach and impact in disasters. We were pleased with the results of this strategic work.

Juan helped the Board formulate our current value proposition which confirmed the centrality of our Christian ethos and values and highlighted three important elements: our disaster response collaboration, the trusted relationships with peers, and learning from one another affecting our practice. Our membership highly esteems these three elements and benefits from them. Using a tool called the Value Proposition Canvas tool, we looked at the value proposition from the perspective of our main Integral groups (Board, Programmes and Marketing) to identify challenges and unaddressed opportunities.

Five different options emerged from these challenges and opportunities which were mapped onto a continuum from incremental changes to the Alliance, to strategic pivots, and then to becoming something completely new. The Board voted on what to discard, and what to explore more or adopt. Three strategic shifts were identified, underpinned by modifying our governance structure to be more fit for purpose. These agreed shifts will allow greater reach, impact and diversity in our disaster responses, particularly as we look to expand and diversify our membership base and strategic partnerships, and rethink how Members participate within Integral and make connections with others outside.

At our October meetings, the Board discussed, further defined and agreed on how to move each strategic shift forward, beginning with adjustments to our governance structure. Actions have been agreed for all areas, and 2024 will see these actions being implemented.

As we look toward the coming year, we anticipate significant and high need for our Members’ unique capabilities as we respond together to an unprecedented amount of global suffering. May we continue to stay true to our values and champion a level of collaboration to see hope restored and God’s kingdom demonstrated in all we do.

Gratefully,

Martha Holley Newsome President and CEO Medical Teams International Chair of Integral Alliance

7

Disaster Response in Integral since 2012

43Integral Disaster Responses

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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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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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+400

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

97

Additional crises have been jointly monitored by Integral Members.

+5,500

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: Jan − Dec 2023

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Israel and Palestine: Crisis Türkiye and Syria: Earthquake
12 Members opted in 20 Members opted in
More than two million people in need 810,400 people served at six months
40 photos shared 190 photos shared
Launched: October 2023 Launched: February 2023
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14 Additional CrisesMonitored Dec 2023 Philippines Nov 2023 Nepal Sep 2023 Libya Sep 2023 Morocco Jul 2023 Myanmar Jul 2023 West Bank Jun 2023 Pakistan Jun 2023 Haiti Bangladesh May 2023 Myanmar Apr 2023 Sudan Mar 2023 Vanuatu Mar 2023 Bangladesh Feb 2023 Mozambique Malawi Jan 2023 Afghanistan

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Greater Horn of Africa: Food Crisis
13 Members opted in
992,300 people served at six months
60 photos shared
Launched: September 2022
Ukraine: Conflict
17 Members opted in
1,520,100 people served at 18 months
470 photos shared
Launched: February 2022
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9

Israel and Palestine: Crisis •p io

Israel and Palestine: Crisis

ALERT

The context

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Gaza
Israel
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Conflict between Israel and Hamas has worsened the humanitarian crisis faced by two million people living in Gaza

Thousands of people in Gaza and Israel and the wider region are experiencing devastating loss and trauma

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Lack of water Health needs Food shortages
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Ongoing conflict Infrastructure destroyed

Following the escalation of conflict between Israel and Hamas, the humanitarian needs of people living in Gaza have become acute. More than one million people have been displaced from their homes. There are critical shortages of food, water, fuel, shelter and medicine. Many medical facilities, roads, schools, homes and churches have been damaged or destroyed. Humanitarian access is extremely limited. The high numbers of civilian casualties and deaths are placing an unprecedented strain on medical facilities and hospitals. Extreme shortages of water for drinking and sanitation mean there is an increased risk of dehydration and disease.

Our response

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Health Water
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23 Integral Disaster October Response launched 2023

12 Integral Members are responding to this crisis

For more information visit: www.integralalliance.org

11

Source: OCHA and Integral Members

Turkiye and Syria: Earthquake 12

Türkiye and Syria: Earthquake

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The context
Türkiye
Syria
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Our response

Two massive earthquakes destroyed buildings and infrastructure

More than 50,000 people lost their lives

More than 50 million people are affected

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8 Integral Disaster
February Response launched
2023
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For more information visit: www.integralalliance.org

Source: OCHA and Integral Members

Six-month update

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4,690
People received
psychosocial support
21,570
People received
cash transfers
88,650
People provided with
shelter or essential
household items
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20 Integral Members are responding to this crisis

13

Greater Horn of Africa: Food Crisis 14

Greater Horn of Africa: Food Crisis

Six-month update

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The context Our response 3,460
Children supported in education
4,210
People received cash
Ethiopia 48,020
Somalia People received
Uganda
livelihoods support
Kenya
Greater Horn of Africa 992,300 55,430
555,450 People reached with
Men, women and disaster risk
People provided with children were served reduction activities
clean water, hygiene by Integral Members
kits or education
59,950
36.1 million people are
People reached with
experiencing acute food distributions
food shortages
Fifth year of drought
has led to crop failure 177,870 170,370
and loss of livestock Women and People provided
children screened with primary
or treated for health care and
4.9 million children malnutrition medicine
are suffering from
acute malnutrition
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Integral Disaster
21 Sept
2022 Response launched
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13 Integral Members are responding to this disaster

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

15

Ukraine: Conflict Il 16

Ukraine: Conflict

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The context
Ukraine
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Our response

Conflict in Ukraine has resulted in more than five million people being internally displaced

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

More than eight million people have sought refuge in neighbouring countries

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25 Integral Disaster
February Response launched
2022
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18-month update

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People received
30,400 cash transfers
People reached
32,400 with advocacy
activities
People provided
with child protection
105,100 training, advice or information
People received
essential hygiene items
or improved access to
120,700 water and sanitation
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18 Integral Members are responding to this disaster

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

17

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19

Neglected Crises

The focus on Neglected Crises began in 2020 when Members agreed they wanted to explore different approaches to working in neglected crises to achieve more impact and reach.

Low profile Protracted Complex

Looking back with thanks

Looking forward with hope

Achieving more together

More positive collaboration between Members both at country level and head office

More prayer for Neglected Crises

A small but significant increase in funds Advocacy for Neglected Crises by Members

Sustainable impact in DRC

12-month project in Minembwe, DRC

Peace-building: community dialogue groups resolving local conflicts

Food security: 96 farmer groups raised crops and vegetables with support and training

Village Savings and Credit Associations: established by all 96 farmer groups, enabling ongoing cooperation and mutual support

Awareness raised

Awareness-raising campaign for Neglected Crises

All 21 Integral Members were involved in the 'We’re still here' campaign in July 2022. Members took part with communications, advocacy, prayer or marketing

Approaching Disaster Response differently

Bringing Neglected Crises into our Disaster Response Process

Neglected Crises considerations are being mainstreamed into our Disaster Response Process. From the early stages of a new disaster response, Members will plan differently if they judge the situation is likely to become neglected.

Cultivating collaboration in hard places

Stimulating in-country connections in Neglected Crises Members who have a common interest in a neglected crisis country are coming together in order to identify synergies and support one another.

Initial focus: Afghanistan Burkina Faso Madagascar Yemen

Regular joint Neglected Crises campaign

Raising awareness together

Members want a joint campaign to become an annual event. This will be a flexible opportunity for Members to bring attention to Neglected Crises they are working in using shared comms resources. Next campaign: 8-15 July 2024

“Our work in Neglected Crisis is a proven model to see the Alliance function more cohesively and collaboratively. Looking forward to 2024, the campaign offers Members the flexibility to participate in ways that are appropriate for their audiences and unifies all of us with one voice - We're still here." Medical Teams International

Adding Value through Collaboration

Collaboration: a 2023 snapshot

How much collaboration?

More highlights of collaboration shared than ever before

Members told us about working together in these countries in 2023 All other countries where Members work

Where does collaboration happen?

Members collaborate in 45 countries - more than half of the countries in which they work

Who is collaborating?

On average Members work with six other Members

Four Members work with ten or more Members

When does collaboration add value?

All Members agree that collaboration in Disaster Response will bring benefit to their organisation in the next year

What encourages collaboration?

How does collaboration add value?

Disaster Response

Expanded reach

Members can respond more globally

Timely and trusted response

Integral DR process enables a quick with trusted Members and Partners

Efficient support

Benefits are interdependent

Members coordinate support around shared Partners

Disaster Response is named most frequently as where Integral adds value, closely followed by learning and relationships.

Practical support

Members support one another practically on the ground

These benefits are closely connected to each other. Collaboration in DR is facilitated by good relationships and improved by joint learning and a shared commitment to quality.

Communications

Learning together

Shared comms materials

Every Member reported that learning from other Members has led to positive changes in practice in areas such as: Dignity in Humanitarian Comms CHS

Shared high-quality comms assets enable effective fundraising

Funding

Diversity, Equity and Inclusion Localisation

Funding flows

Members benefit both from receiving funding from other Integral Members and being able to fund other Members' work

Relationships

Members appreciate the mutual support and encouragement they receive in relationship with other Members. Members identify trust as key to enable more collaboration.

Joint funding

Collaboration opens up opportunities to access institutional funding

20 Working together in an Integral DR Meeting together in a country

How does Integral add value for Members? This is what our Members told us in 2023:

Integral Members remain our go-to partnerships for Disaster Response globally. We have no comparable entity to which we would look. The value of Integral was absolutely reflected in the work we did in Ukraine with our Partners, which would have been impossible otherwise. Integral is a good network for disaster response, including options for providing and/or receiving funding; collaboration on pilots; networking with peers on areas of common interest including quality and accountability, localisation and nexus. It is a community of likeminded and -hearted organisations which seek to be better and have more impact together. Integral is a non-competitive space where CEOs truly support and enrich one another.

World Renew (North America)

We have been able to partner with organisations and gain access to materials/ comms we wouldn't otherwise have access to. For example, in the recent response to the earthquake in Syria and Turkey, we were able to partner with Medair to both raise funds with their comms materials and support their programmatic work on the ground.

Medical Teams International (USA)

Just hearing what other Members do (and did) on campaigns was very helpful. The information on communications and fundraising practice helped us with our own approaches.

Tearfund Netherlands

Integral provides trusted sister-agencies in countries where we are present and in new ones where we may start working; funding for emergency responses; and peer sharing around trends, innovations and challenges.

Medair (Switzerland)

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:

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[1] which 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

Quality Assurance

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Combined Income 2023
Combined Income
$814 million
For all Integral Members
HCD Income
$369 million
For all Integral Members
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Members who receive High Compliance Donor (HCD) funding are subject to a high standard of external scrutiny at both organisation and project level.

84% of Integral Members had at least one relationship with a HCD in the last 12 months

High Compliance Donors

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

Diverse Funding Base

A diverse funding base is one of the strengths of our Alliance. Privately raised funds often contribute towards matched funds for institutional grants or provide unrestricted funding.

Funding for Disaster Response (DR)

$127m $26.9m Mobilised by Raised for Integral Members for active DR using comms Integral DRs material shared by other Members

Sharing Funding Members shared more examples of funding other Members' work than ever before 90 Joint proposals developed by Members in the last three years $14m Shared among Integral Members in DR

38 HCDs supported the work of Integral Members in 2023

Top 10 HCDs in 2023

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These 10 donors Five of these 10 donors
provided 89% of increased their funding
HCD income to Integral Members in
the last financial year
Eight Members Just under half (45%) of
raised 92% of total Members' combined income
donor income came from HCDs
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5
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All figures in USD
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23

Localisation Commitments

For our work together in disasters, Integral Members will:

24

25

Structure and Groups

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

Martha Newsome Receives and discusses Board Chair strategic input from IMG, Medical Teams IPG and Secretariat International

Integral membership allows us to respond to disasters, both as an operational and cooperational Member, in a way that would not be possible without Integral. Integra (Slovakia)

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Integral Secretariat
Runs joint Disaster
Responses
Coordinates core
group activities
Fiona Boshoff
Integral CEO
Engages externally with
stakeholders and global
partners
Provides spiritual support
for our Members
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Integral Marketing Group (IMG) Coordinates communication around our Disaster Responses Oversees all marketing IMG Chair and fundraising (Vacant) cooperation within the Alliance Provides a platform to share learning

Our collaboration with Integral allows us to have a further reach and to serve more people in more diverse locations than we would be able to on our own. World Relief (USA)

Integral Programme Group (IPG) Facilitates collaboration in Disaster Responses Coordinates all programme activity in the Alliance Peter Macharia Provides a platform IPG Chair to foster collaboration World Concern outside disasters

Integral Marketing Group (IMG)

ACHIEVEMENTS AND KEY DECISIONS

KEY THEMES

The Integral Marketing Group (IMG) outworks the Integral strategy by overseeing the communications aspect of our joint work in disasters and neglected crises.

Sharing of communication resources in Disaster Response continues to add significant value for Members. Evidence from the 2023 MALT shows that generous sharing of comms material has a huge impact on other Members’ ability to raise funds. Those who launched a fundraising campaign using shared communications resources reported raising $26.9 million in private donations. This is the highest figure ever reported in response to this question and a remarkable demonstration of how communications sharing adds value to Member organisations.

The Dignity in Humanitarian Communications Working Group (made up of seven Integral Members) hosted a webinar in May 2023, in order to introduce Our Storyteller’s Guide to a wider audience. A total of 103 people attended two calls. This included 15 Member agencies, five country offices and 12 Partner and other organisations.

The IMG continues to share learning and practice. Topics this year have included Public Relations, Digital Acquisition, Regular Giving, Sustainable Livelihoods and Climate Change.

PARTICIPATION

It is very helpful to have quick, effective and organised collaboration, particularly during an emergency. Comms materials can be hard to attain during disasters so it is beneficial to have multiple organisations working together to gather and share comms.

Tearfund Ireland

In April 2023, 14 Members were represented over our three virtual meeting sessions (28 people). In October 2023, 14 Members were represented at our face-to-face meetings in Switzerland (20 people).

26

Integral Programme Group (IPG)

ACHIEVEMENTS AND KEY DECISIONS

KEY THEMES

The Integral Programmes Group (IPG) continued to oversee all of Integral’s programme activity during 2023. Our focus was:

Climate, resilience and risk: Members highlighted the importance of the alliance as a forum for sharing learning around these areas. These will become priorities for the IPG.

PARTICIPATION

The 2023 MALT survey showed that members of the IPG continue to be satisfied with their membership and are deeply committed to Integral, in particular through involvement in working groups and joint participation in disaster responses. Peter Macharia of World Concern, very ably chaired our online April meetings (40 participants from 20 Members) and Swiss inperson October Meetings (25 participants from 18 Members). Eleven Members joined a one day Early Responders meeting in-person in October, with four others joining remotely.

Personally and organisationally, Integral helps us get first hand information when a disaster strikes and to understand better what’s going on locally during the first days. It is really efficient when several Integral Members support the same Partners and streamline reports,

communications and questions of all kinds. Organisationally, Integral offers opportunities to extend our reach and connect local Partners to broader humanitarian responses.

TearFund Switzerland

27

Board

KEY THEMES

In 2023 the Board:

ACHIEVEMENTS AND KEY DECISIONS

During 2023 the Integral Board:

PARTICIPATION

The Integral Board met twice during 2023 at two online sessions in April and in person in October in Switzerland. In April we welcomed six new Board members: Winnie Fung (CEDAR Fund); Trevor Maisiri (Food for the Hungry); Anne Reitsema (Medair); Alejandro Alba (Tearfund Belgium); Guido de Vries (Tearfund Netherlands); and Jamie McIntosh (World Renew).

Thanks to Myal Greene, now chair of the Neglected Crises Working Group and to the Future of Integral Working Group: Trevor Maisiri, Anne Reitsema, Martha Newsome, Matthew Maury, Thomas Stahl, Melissa Lipsett, Myal Greene and Chris Lukkien.

We bid farewell to Tearfund Canada at the end of July. As a founding Member of Integral they provided great support in establishing Integral, hosting our launch in Toronto in 2004, and provided our first Chair. We have so valued their contribution and wish them well for the future.

In October, 19 of our 20 Board members attended, eight for their first face-to-face meeting. We welcomed Nick Archer (World Concern) onto the Finance and Audit Committee, and Allan Bussard (Integra) back onto the ExCo. We thanked PuiSi Chan for her service to Integral and on the ExCo, and wish her every blessing as she leaves her CEO role at CEDAR Fund.

Personally, Integral provides opportunities for iron sharpening iron in the leadership forum; space and place to raise big questions affecting the sector; and ensures we are aware of best practice and moving towards it. Organisationally, there’s a good deal of support for our unique model, and we have enjoyed enabling others to expand their reach.

International Health Partners (UK)

Future Plans

I am so thankful for the huge commitment and hard work of our Secretariat team with our Members and their Partners around the world, for our supporters and prayers, alongside whom it is a great privilege to serve. The extent and success of our collaboration and the stability of the alliance has led us to challenge ourselves to discuss the future and look at how we can sustain and improve on our work.

The Board decisions on the strategic shifts in October gives us an exciting range of work for 2024. These shifts

will strengthen and protect the backbone of Integral – our Disaster Response process – and will encourage collaboration as it continues to grow between Members, both in and beyond disasters. Each of our strategic shifts emerges from a clear driver for change as shown in the table below.

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Driver for Change – Strategic Shift –
We want to: We will:
Simplify and reduce Redesign Integral’s governance structure
burden on Members
Achieve diversity, Diversify and grow our membership up to
more local relevance 30 Members
and wider reach
Intentionally look for strategic partnerships
with like-minded alliances and networks
Increase flexibility for Discuss and decide how best Members can
participation contribute and collaborate in Integral
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Work has already begun on making our governance structure more fit for purpose. This will mean creating a smaller elected Board, while all Members continue to participate as part of a Company of Members.

Integral will be reconsidering our current membership criteria to allow greater diversity and inclusiveness and welcome new agencies. We have identified other networks and alliances with common interests with whom to discuss deeper collaboration.

Alongside the governance change, Integral is working on our group structures aiming to find ways for more flexible and open participation and collaboration with others.

In 2024 we are also looking forward to:

All this new work is possible because of our shared Christian faith and values, and the humility to listen carefully and work together. Building on current successful collaboration enables deeper trusting relationships among Members. And in these challenging times, we believe that by working together we can have greater reach and impact, and bring hope and good news into the darkest of situations.

Thank you for connecting with us!

Fiona Boshoff CEO of Integral Alliance

29

Structure, Governance and Management

MEMBERSHIP

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 2023 the number of Members was 20.

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

CODES OF PRACTICE

The Board has adopted the Charity Governance Code for Smaller Charities and ensures Integral adheres to the Fundraising Regulator’s Code of Practice. The Board approved the Revised Position Statement on The Governance Code for Smaller Charities in 2023.

POLICIES

The Board ratified revised and updated policies and procedures in the following areas in 2023:

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

SUB-COMMITTEES

Terms of Reference (ToR) for each sub-committee are regularly reviewed, and in 2023 the Board approved updated ToRs for the Finance and Audit Committee (FAC).

30

Administrative and Legal Details

REGISTERED ADDRESS

C/o Myers Clark 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
----- End of picture text -----

Member Country Name From To
CEDAR Fund Hong Kong P S Chan 1 June 2021 31 December 2023
Food for the Hungry USA/Canada M Viso
T Maisiri		 1 March 2020
6 December 2023		 5 December 2023
Integra Venture Slovakia A Bussard 13 October 2006
International Health Partners UK A Paterson (Treasurer) 1 November 2017
Medair Switzerland D Verboom
A Reitsema		 1 April 2018
1 April 2023		 31 March 2023
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
A Alba		 4 October 2005
1 February 2023		 31 January 2023
Tearfund Canada Canada W Johnson 1 January 2017 31 July 2023
Tearfund Ireland Ireland S Copeland 14 September 2022
Tearfund Netherlands Netherlands G de Vries 1 May 2023
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 C Bremer-Bennett 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.

31

Financial Review

The income of the Trust is primarily derived from membership fees and donations from trusts, corporations, and individuals. During 2023, the charitable company received total incoming resources of £321,059 (2022 - £332,047). Resources expended on charitable activities amounted to £307,594 (2022 - £305,297).

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 £98,000 based on 2023 unrestricted expenditure of £295,094. Unrestricted funds carried forward at 31 December 2023 were £350,949 (2022 - £336,898) of which £2,926 (2022 - £1,602) are tied up in Fixed Assets leaving £348,023 (2022 - £335,296) of free reserves.

The 2023 future of Integral work undertaken by the Board with a consultant looked at simplifying the burden on Members by creating a lighter governance structure. In line with our charitable objectives, we also want to achieve greater diversity and local relevance by growing our membership, while increasing flexibility for participation. The planning including the financial implications of these shifts will continue in 2024, including looking at our reserves position.

32

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 9th April 2024 and signed on their behalf by:

A Paterson

Treasurer and Director Integral Alliance

N Harris

Director Integral Alliance

33

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 2023 which are set out on pages 35 to 42.

  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

29th April 2024

Dated:

34

Integral Alliance Statement of Financial Activities (incorporating an income and expenditure account) For the year ended 31 Dec 2023

2023
2023
2023
2022
2022
2022		 2023
2023
2023
2022
2022
2022		 2023
2023
2023
2022
2022
2022		 2023
2023
2023
2022
2022
2022		 2023
2023
2023
2022
2022
2022		 2023
2023
2023
2022
2022
2022		 2023
2023
2023
2022
2022
2022
Note Restricted Unrestricted Total Restricted Unrestricted Total
£ £ £ £ £ £
Income from:
Grants and Donations 2 12,500 2,486 14,986 27,577 2,400 29,977
Charitable Activities 3 - 303,824 303,824 11,827 289,941 301,768
Investments - 2,249 2,249 - 302 302
Total Income 12,500 308,559 321,059 39,404 292,643 332,047
Expenditure on:
RaisingFunds - - - - - -
Charitable Activities 4 (12,500) (295,094) (307,594) (29,701) (275,596) (305,297)
Total Expenditure (12,500) (295,094) (307,594) (29,701) (275,596) (305,297)
Exchange Gains/(Losses) - 249 249 - 480 480
Net Income/(Expenditure) - 13,714 13,714 9,703 17,527 27,230
Transfer between funds (337) 337 - (827) 827 -
Net income/(expenditure)after transfers (337) 14,051 13,714 8,876 18,354 27,230
Reconciliation of Funds
Total funds brought forward 9,213 336,898 346,111 337 318,544 318,881
Total Funds carried Forward 8,876 350,949 359,825 9,213 336,898 346,111

35

Integral Alliance Balance Sheet As at 31 December 2023 Company number: 5442605

2023 2022
Note £ £ £
Fixed Assets 8 2,926 1,602
Current Assets
Debtors and Prepayments 9 9,530 9,237
Cash at Bank 396,294 376,397
405,824 385,634
Creditors: Amounts Falling Due Within
One Year		 10 (48,925) (41,125)
Net Current Assets 356,899 344,509
Net Assets 359,825 346,111
Funds of the Charity 11
Restricted Funds 8,876 9,213
Unrestricted Funds
General 350,949 336,898
359,825 346,111

The Directors approved these financial statements on 9th April 2024.

For the year ended 31 December 2023 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

Director, Integral Alliance

The notes on pages 37 to 41 form part of these financial statements

36

Integral Alliance Notes to the Financial Statements For the Year Ended 31 December 2023

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) effective January 2019, 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

There are no material uncertainties about Integral’s ability to continue as a going concern. The Board consider reserves to be more than adequate to mitigate any risks.

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 charity 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.

37

2. INCOME FROM GRANTS AND DONATIONS

3. INCOME FROM CHARITABLE ACTIVITIES

2023 2022
£ £
Grants
Trusts and Foundations - 11,577
Donations
Individuals 14,986 18,400
14,986 29,977
2023 2022
£ £
MembershipFees 303,824 289,941
MembershipContributions - 11,827
303,824 301,768

4. RESOURCES EXPENDED BY ACTIVITY

5. SUPPORT AND GOVERNANCE COSTS

Direct Costs Grant
Funding
Support and
Governance
Costs		 Total 2023 2022
£ £
Support
£ £ £ £
Staff Costs 11,300 13,060
CURRENT YEAR
Travel 3,318 5,714
Technology
 9,479 5,835
Charitable Activities
Co-ordination and
Infrastructure		 51,086 - 21,454 72,540 Offce 753 355
Professional Support 6,138 7,275
Programmes and Development 106,164 - 44,583 150,747 30,988 32,239
Marketingand Communications 59,373 - 24,934 84,307 Governance
Staff costs 30,055 26,465
2023 Total 216,623 - 90,971 307,594
StrategyReview 22,330 -
Board Travel 3,301 -
PRIOR YEAR COMPARATIVE
Legal Fees 3,132 -
Independent Examiner’s fee 600 600
Charitable Activities
Co-ordination and
Infrastructure		 54,212 - 13,134 67,346 Other costs 565 235
59,983 27,300
Programmes and Development 113,093 20,000 32,243 165,336 Total 90,971 59,539
Marketingand Communications 58,453 - 14,162 72,615
2022 Total 225,758 20,000 59,539 305,297

38

6. NET INCOME

2023 2022
£ £
This is stated after charging:
Depreciation 2,096 1,215
Independent Examiner’s Fee
Examination 600 600
Other services 2,410 3,050

7. SALARIES AND RELATED COSTS

2023 2022
£ £
Gross salaries 190,834 182,715
Social Securitycosts 15,083 15,106
Pensions 18,816 18,670
224,733 216,491
Consultants 17,742 22,362
242,475 238,853
Average number of employees(head count) 6.0 6.0
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 1

8. FIXED ASSETS

Offce Equipment
£
Cost
Brought forward 6,211
Disposals (1,884)
Additions 3,420
As at 31 December 2023 7,747
Depreciation
Brought forward 4,609
Eliminated on disposal (1,884)
Charge for year 2,096
As at 31 December 2023 4,821
Net Book Value
As at 31 December 2022 1,602
As at 31 December 2023 2,926

The trustees and CEO are considered key management.

The total remuneration, including on-costs and pension, paid to key management amounted to £82,533 (2022: £79,024). Trustee expenses are shown in note 14.

39

9. DEBTORS

10. CREDITORS

2023 2022
£ £
Trade Debtors 480 5,984
Other Debtors - 2,500
Prepayments and Accrued Income 9,050 753
9,530 9,237
2023 2022
£ £
Accruals 2,880 555
Deferred Income 45,589 38,715
Other Creditors 456 1,855
48,925 41,125
Movement on Deferred Income
Brought Forward 38,715 15,000
Released (38,715) (15,000)
Received in Year 45,589 38,715
As Above 45,589 38,715

11. MOVEMENT IN FUNDS 2023

At
1.1.2023
Incoming
Resources
Resources
Expended
Exchange Gains
(Losses)
Fund
Transfers

At
31.12.2023
£ £ £ £ £ £
CURRENT YEAR
Restricted Funds
Information Offcer - 12,500 (12,500) - - -
Ukraine Response 8,876 - - - - 8,876
Pitch a Project 337 - - - (337) -
Total Restricted 9,213 12,500 (12,500) - (337) 8,876
Unrestricted Funds
General 336,898 308,559 (295,094) 249 337 350,949
Total Unrestricted 336,898 308,559 (295,094) 249 337 350,949
Total Funds 346,111 321,059 (307,594) 249 - 359,825

40

11. MOVEMENT IN FUNDS: PRIOR YEAR COMPARATIVE

At
1.1.2022
Incoming
Resources
Resources
Expended
Exchange
Gains
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 Coordination 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
Total Funds 318,881 332,047 (305,297) 480 - 346,111

12. PURPOSE OF FUNDS

Information Officer

Pitch a Project

Ukraine Response

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

This represents funds received for seed-funding 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.

41

13. ALLOCATION OF NET ASSETS BY FUND

Restricted
funds		 Unrestricted
funds		 Total
funds
CURRENT YEAR 2023 2023 2023
£ £ £
Fixed Assets - 2,926 2,926
Current Assets 18,876 386,948 405,824
Current Liabilities (10,000) (38,925) (48,925)
8,876 350,949 359,825
PRIOR YEAR COMPARATIVE 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

14. TRUSTEE REMUNERATION AND EXPENSES AND RELATED PARTY TRANSACTIONS

One in person Board meeting took place in 2023 in Switzerland. The other meetings were held virtually. Two trustees (2022: none) received reimbursement of £3,301 (2022: £-) for travel expenses to attend meetings.

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

The aggregate amount of donations received from related parties was £1,200 (2022: £2,200).

42

Photo Credits

Cover © Natasha Kravchuk, Integra (Slovakia) Page 2 © Tearfund (UK)/Peter Caton Page 6 © Integra (Slovakia)/Veronika Macsai Page 7 © Medical Teams International Page 10 Top right © ZOA (Netherlands); all other photos © International Health Partners (UK) Page 12 Left hand side © Medair/Priscilla Basta; top centre © Medair/Abdul Dennaoui; other photos © Medair/Lucy Bamforth Page 14 Left and bottom © Tearfund (UK)/Peter Caton; top centre © Food for the Hungry (USA); top right © Medair/Joost Bastmeijer

Page 16 Left © Jana Cavojska, Integra (Slovakia); top centre and bottom right © Medair/Majchrowicz Agnieszka; top right and bottom centre © Maia Mikhaluk, Integra (Slovakia)

Page 21 Top left © Integra (Slovakia)/Veronika Macsai; centre, two photos © Medair/Abdul Dennaoui; right © Tearfund (UK)/Peter Caton Page 25 Top: © Medical Teams International (USA); middle: © Integral Alliance (UK); left: © World Concern (USA) Page 26 © Integral Alliance (UK) Page 27 © Integral Alliance (UK) Page 28 © Integral Alliance (UK) Page 29 © Integral Alliance (UK) Page 30 © Tearfund (UK)/Peter Caton Page 32 © Tearfund (UK)/Peter Caton Page 33 © Integra (Slovakia)/Veronika Macsai Page 43 © Medair/Priscilla Basta

43

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