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Front cover: © Abdul Dennaoui, Medair (Switzerland). Families seek safety in an intermediate school turned collective shelter in Beirut, Lebanon, after a series of intense airstrikes. October 2024 ; 7 a| i‘3 ie- ah eeds oo= ¢ . i; j p.Z _a "
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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** 4 Ht iiih °° 2 =i **by uniting our Members. We champion, encourage** : Haha ill! - * —a" **and facilitate collaborative working across the** | i port **Alliance, particularly in disasters.** ## **Contents** **SECTION 1** Effective Disaster Response **08 SECTION 2** Effective Collaboration Enabled **09 SECTION 3** Legal and Governance **35 SECTION 4** Financial Statements **36** ## **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. ## **Integral Alliance** A company limited by guarantee For the year ended 31 December 2024 Company number: 5442605 Charity number: 1112515 ## **New Governance Structure 2024** ## **COMPANY MEMBERS AND BOARD OF DIRECTORS** For the first 20 years of Integral’s existence, the Board of Integral consisted of the CEO or President of each of our Members, so the Board had 21 members. In desiring Integral to diversify and grow as an Alliance, the Board agreed to create a smaller representative Board. After careful revision of our legal statutes and in-depth consultation with all of our Members, as well as discussion with the whole Board, in April the new statutes and governance structure were agreed. The previous Board are now Company Members of Integral, and they voted in a representative Board of eight of their number. They also created space to appoint up to three independent members, thus supporting the desire for increased diversity in Integral. **----- Start of picture text -----**
Company Members
All Integral Members are represented
(currently 21 Members)
Company Members
elect eight Directors
from their number
Board of Directors
Eight Directors elect up to
three independent Directors
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**4** ## **Foreword from our Chair** As the new Chair of Integral, I would like to welcome you to our 2024 Annual Report. I took over from Martha Newsome in January and would like to thank her for her excellent contribution to Integral, particularly in encouraging and driving through the work on the strategic shifts for Integral throughout 2023. 2024 marks the 20th anniversary of the founding of Integral. We are so grateful for Integral as an expression of God’s gift of unity in the relief and development sector – this underpins all our collaboration. And in January we welcomed LM International, one of our founding Members back into the membership of Integral. Integral is about people! Integral is God’s gathering and we model a virtual Christian community: interdependence, vulnerability, prayer and fellowship – these are foundational to Integral. We unite our Members for two main reasons: because of Jesus’ call to unity, and because of our strong conviction that more people are better served through collaborative working. Through Members working collaboratively, we see Integral as the means to the end of helping more people, especially in disasters. We model unity in diversity – Members are different but we see how we can add value by bringing that diversity together. We have responded to 44 disasters together since we began our Disaster Response work 15 years ago. We have grown from five founding Members to 21 Members from 13 countries with a network of 540 Partners. At our October face-to-face meetings we welcomed some of our Integral ‘Alumni’ – past Chairs and Board members – to join us in looking back with thanks in order to look forward with hope. Faithful to our calling, we stand joyfully on the shoulders of those who have gone before us. As well as celebrating our 20th anniversary, 2024 has been a year of continuing to enable all of our Members to respond collaboratively to the increasing number of disasters in the world around us. As well as running four Integral Disaster Responses this year, calls were held on at least six other neglected crises, and Integral facilitated information sharing among Members on 12 other crisis situations around the world. Following on from the decisions taken by the Board in October 2023, I would like to highlight the work we have done on redesigning Integral’s governance structure (see diagram and description on the facing page). This is an historic moment in Integral’s 20-year history. The new simplified governance structure enables us to be more flexible and diverse as an Alliance, both within our membership and to our key stakeholders. This is vital as we seek to collaborate as Christian agencies to meet the increasing challenges we face. As we look back on 2024, we are grateful for all the people we have served. We look forward to continuing to simplify and reduce the administrative burden of membership on Members, and to help Integral achieve diversity, more local relevance and wider reach. Wholeheartedly, **Carol Bremer-Bennett Chair of Integral Alliance** as **5** ~~a~~ **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. ## **UNITY** ## **CHRIST-CENTREDNESS** 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. 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. ## **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** _Integral helps us Integral remains our Continual collaboration Integral provides: understand the trends in go-to place for Disaster and information sharing with support in prayer and development and relief work Response (DR) engagement other Integral Members collaboration on mutual trust as well as fundraising to ensure missional reach and provides the biggest value to with same values and drive; a challenges that other focus, reliable Partners who our work. It allows us access massive network of local Members are facing in their have the same calling, and a to primary information from Partners you can approach parts of the world, and helps very valuable way to extend disaster areas or potential when starting in a new area; our organisation learn from our organizational DR reach implementation sites that we source of seed money to start some of the strategic around the world. would not otherwise have quickly with support from directions that others are_ **World Concern (USA)** _access to, and it gives us the cooperational Partners. taking or planning to take. opportunity to partner_ **ZOA (Netherlands)** _The discussions about directly with trusted localisation and organizations quickly without decolonisation have inspired having to undergo extensive us with ideas on how to vetting of new Partners that promote our work on Church would otherwise be required. and Community Mobilisation._ **World Relief (USA)** _The Storyteller’s Guide has been invaluable in guiding our communication efforts._ **CEDAR Fund (Hong Kong)** : /Z **7** 1. Leverage and multiply Member strengths to increase the impact and reach of Disaster Responses # **2021-2025** 2. Maintain high-quality Disaster Responses Run Joint Disaster Responses Group Support Member Care Spiritual Support External Engagement **8** **9** ## **Effective Collaboration in Disaster Response** # **Effective Collaboration in Disaster Response** **3.4m people served by Integral Members** **Active Integral Disaster Responses:** Haiti Israel, Palestine & Lebanon Turkiye & Syria Ukraine ## **mobilised $103m** Members are highly committed to joint responses ## **75%** Of Members opted into three or more **active Integral Disaster Responses** in 2024 ## **86** Highlights of collaboration in Disaster Response shared by Members The value added in Disaster Response is widely appreciated Since 2020, Disaster Response has been highlighted every year as the **most valuable aspect** of Integral membership Generous sharing demonstrates the depth of collaboration ## **$20m** **Shared** with other Members in Disaster Response ## **$6.4m** Raised in private donations using **comms material shared** by other Members Shared commitment to quality is a strong base for collaboration Increased level of **High Compliance Donor** funding is an indicator of high-quality programming Members are committed to working towards **CHS** ## **133** External **evaluations** Figures are based on four responses that were active in the last calendar year: Haiti; Israel & Palestine; Turkiye & Syria; Ukraine All figures in USD **10** ## **Disaster Response since 2012** ~~= Integral: —_~~ Integral 44 Disaster Responses Countries where there has been an Integral Disaster Responses DR since 2012 All other countries where Integral Members work Every Member has opted into at least one Integral Disaster Response ~~|~~ Mass displacement Earthquake, 435 +5,520 or conflict tsunami or volcano ~~a~~ EB ee Typhoon or Health Conference calls have been Photos from Integral Responses have hurricane emergency chaired by the Secretariat for been shared on the Integral website Integral responses. for Members to use freely. Flooding Food insecurity Other disaster Neglected crisis Thousands more photos have been 106 made available to Members through direct access to the online photo libraries of Food for the Hungry, Additional crises have been Medair and Tearfund (UK). Low Sudden Crossjointly monitored by Integral Chronic profile onset border Members. ## **Integral Disaster Response 2024** **----- Start of picture text -----**
Active Haiti Israel, Palestine & Lebanon
7 Members opted in 15 Members opted in
4 Responses
41,900 people served at six months 863,400 people served at 12 months
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17 photos shared 110 photos shared
Additional Crises
12 Monitored Launched: April 2024 Launched: October 2023
oj Nov 2024 Philippines rO]
Malawi, Zambia,
Sep 2024
Zimbabwe
Bangladesh, Laos, Myanmar,
Sep 2024
Thailand, Vietnam Türkiye & Syria
Aug 2024 a DRC 2
20 Members opted in
Jul 2024 Myanmar
1,191,200 people served at 12 months
Jul 2024 Caribbean 190 photos shared
Jun 2024 —— Sudan pod @ Launched: February 2023 n
Jun 2024 Niger
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May 2024 Papua New Guinea
be _—a 0
May 2024 Brazil
May 2024 Kenya Ukraine
Jan 2024 China 17 Members opted in
® 1,520,100 people served at 18 months
LO) 470 photos shared
= Launched: February 2022 @
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**11** Integral: Haiti il.l.l J2ts504 Y4 i* 12 ## **Haiti** ## **Our response** ## **The context** **----- Start of picture text -----**
Haiti
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**5.5 million people** in need of humanitarian assistance **4 million people** in need of food aid **1 million children** out of school Integral Disaster 2 April 2024 Response launched ## Six-month update 1,060 People received psychosocial support 2,530 People received cash transfers 2,910 People supported with advocacy action **----- Start of picture text -----**
7,680
People supported
around
food security
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**7** Integral Members are responding to this crisis **13** For more information visit: www.integralalliance.org Source: OCHA and Integral Members Integral: Israel, Palestine and Lebanon •• j(l•lj./ - 14 ## ~~aa Integral:~~ **Israel, Palestine and Lebanon The context Our response** ~~_ _~~ Lebanon i Gaza Israel fe ARTE ## 12-month update 3,530[People received ] pschosocial support 8,140 People helped to access safe water and sanitation 36,710 People received cash transfers Conflict between Israel and Hamas has worsened the humanitarian crisis faced by two million people living in Gaza 54,860 People provided with shelter or essential household items 81,220 People reached with food distributions Thousands of people in Gaza and Israel and the People reached with wider region are food distributions experiencing devastating loss and trauma **15** 23 Integral Disaster October Integral Members are 2023 Response launched responding to this crisis **15** Q ~~f~~ as For more information visit: www.integralalliance.org Source: OCHA and Integral Members Integral: Turkiye and Syria 16 ## **Türkiye and Syria** ## 12-month update **The context Our response** ~~|~~ [Ld 4,690 People received psychosocial support Türkiye 529,220 27,810 ~~E~~ Syria . People helped to aaa» People received access safe water cash transfers and sanitation **1,191,210** ~~Ae~~ GITiih People have been S assisted by Integral Members 80,780 People provided Two massive with shelter or earthquakes essential destroyed buildings household items and infrastructure ,[A] More than 50,000 461,710 — people lost their lives People received medical 214,020 treatments or People received More than 50 million health care food people affected 9 Food **19** 8 February Integral Disaster Integral Members 2023 Response launched respond ed to this crisis **17** S ~~e~~ For more information visit: www.integralalliance.org Source: OCHA and Integral Members Created: March 2024 Integral: Ukraine 18 18-month update ~~aa Integral:~~ **Ukraine The context Our response** ~~|I~~ 30,400 = “S ~~A~~ 407,000 Ukraine People were **1,520,100** provided with food Men, women and children were assisted by Integral Members Conflict in Ukraine has resulted in more than five million people being internally displaced 375,200 1 2, at We =e People received cash transfers People reached 32,400 with advocacy activities People provided with child protection training, advice or information People received essential hygiene items or improved access to 120,700 water and sanitation =e 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 25 Integral Disaster February Response launched 2022 18 Integral Members are responding to this disaster For more information visit: www.integralalliance.org Source: UNHCR and Integral Members **19** ~~7~~ ## **Neglected Crises** **AFGHANISTAN** - 8 Integral Members and their Partners are working here **NEEDS:** ## **ETHIOPIA** - 12 Integral Members and their Partners are working here **NEEDS:** ## **SUDAN** - 7 Integral Members and their Partners are working here **NEEDS:** **23.7[ m ] people are in need FACTORS DRIVING THE CRISIS:** **21.4[ m ] people are in need FACTORS DRIVING THE CRISIS:** **24.8[ m ] people are in need FACTORS DRIVING THE CRISIS:** ## **BURKINA FASO** - 4 Integral Members and their Partners are working here **NEEDS:** ## **MADAGASCAR** - 5 Integral Members and their Partners are working here **NEEDS:** ## **YEMEN** - 9 Integral Members and their Partners are working here **NEEDS:** **6.3[ m ] people are in need FACTORS DRIVING THE CRISIS:** **2.3[ m ] people are in need FACTORS DRIVING THE CRISIS:** **18.2[ m ] people are in need FACTORS DRIVING THE CRISIS:** **COLOMBIA MYANMAR** 4 Integral Members and their Partners are working here 8 Integral Members and their Partners are working here **NEEDS: NEEDS:** ~~NN~~ **8.3[ m ] people are in need 18.6[ m ] people are in need FACTORS DRIVING THE CRISIS: FACTORS DRIVING THE CRISIS:** 9000 9000 **DEMOCRATIC REPUBLIC OF CONGO SOUTH SUDAN** 10 Integral Members and their Partners are working here 12 Integral Members and their Partners are working here ~~DT~~ **NEEDS: NEEDS:** SOSOQQO®BWOOMO 2eee@ ~~(i~~ **25.4[ m ] people are in need 9[ m ] people are in need FACTORS DRIVING THE CRISIS: FACTORS DRIVING THE CRISIS: 20** ~~=)~~ @000 Q000 ~~n~~ e Agriculture Camp Education Food and oes Livelihoods Health Multi purpose management Nutrition Support cash NFIs Protection Shelter Water, Long-term Psychosocial SGBV sanitation, resilience services support seen hygiene initiatives **Cultural, political Low Donor Climate** es **Lack of or economic media focus fatigue risks locally-led action isolation** © © © © 3 **All of these countries received less than 55% of the funding they required in 2023, except South Sudan, which received 64%.*** Source: Data from UN Inter-Agency Plans for 2024 (accessed April 2024) https://humanitarianaction.info/ ## **Integral Members and their Partners are responding in many Neglected Crises** Please note: The situations highlighted in this graphic are examples of Neglected Crises where Integral Members and Partners are working. They are not necessarily the most Neglected Crises globally. - Source: https://humanitarianaction.info/overview/2023 **21** ~~JI~~ **22** ~~5~~ ~~**'The value comes from being able**~~ **Neglected Crises Campaign to highlight a specific neglected crisis and being able to speak with** ~~———~~ ~~**the enhanced credibility of the**~~ **insights and understanding from all Members.'** Joint report Campaign **Add** e **d** va **l** ue actions ra “A: fo **17** The main focus of the campaign was the joint report: "Five Factors Driving Neglected Crises" Members planned and took part in a joint awareness-raising campaign for Neglected Crises Members appreciated the campaign materials that were produced and used them widely in their communications ## **14** Members promoted the report during the campaign The report was jointly produced by Members whose contributions included sharing photos and stories, writing articles, doing translations, proofreading and providing funding Members shared the report in five languages: Dutch, English, French, German and Slovak ## **16** Members helped create the joint materials used in the campaign Campaign actions included: - Highlighting the campaign on social media - Issuing press releases - Communicating with donors Raising funds for Neglected Crises - Sharing the joint report - Sharing prayer points ## **10** Members said they would not have had the capacity or resources to produce the report alone 'The resources provided were excellent and not something we would have had the capacity to put together ourselves.' ## Future plans - Taking part in press calls ## **13** IMG Members would like to see Integral run regular joint Neglected Crises campaigns Some Members are continuing to focus on Neglected Crises in their communications in the coming months ## **Effective Collaboration Enabled** , ## Types of collaboration Funded another Member (21) Met with other Members (14) ## Where are Members collaborating? ## **38** In 2024, Integral Members told us about collaboration in 38 countries – almost half of all the countries where they work. ## Who is collaborating? **100%** All Members work with a number of other Members. On average Members work with five other Integral Members. How much collaboration? ## **150** In total, Members shared more than 150 examples of collaboration. In-country group/meeting (12) Joint funding proposal (12) Jointly funded shared Partners (12) Joint capacity building (10) Integral champion (4) Multi-Member evaluation (4) Seconded staff (1) **23** ~~I~~ ## **How does Integral Add Value?** In our annual Mutual Accountability and Learning Tool (MALT), we ask Members how Integral adds value to their work. Every Member identified benefits from Integral Membership that they are not able to get anywhere else. There are close connections between the areas Integral adds value: our **collaboration in Disaster Response** is facilitated by **established relationships** and improved by **joint learning** and a shared commitment to quality. At the same time, relationships are built as Members come together through the Disaster Response Process and learning is motivated by a desire to improve the work we do together. ## **Disaster Response** ## **86** Examples shared of how collaboration with other Integral Members adds value in Disaster Response. These include: - Expanded reach to respond to disasters - Opportunities to fund others in new disaster responses - Funding from other Members to start or scale-up an operational response Access to donor funds through another Integral Member ## **Learning** Members value the open and transparent sharing on trends, innovations and challenges that allows them to learn from one another. Learning is facilitated by: High levels of trust Working together Shared faith Openness to different perspectives Good relationships Meeting face to face Support to improve quality Access to comms resources for new disasters Timely and accurate information or advice ## **Relationships and Fellowship** Members appreciate working with others with a shared vision and values and prayer support is highly valued. Members view Integral as a safe space and view one another as trusted partners. This community of trust allows collaboration and learning to flourish. **24** **25** ## **Raising and Sharing Funding** ## High Compliance Donor funding rose again this year ## **37** High Compliance Donors (HCDs) supported Integral Members ## **80%** Of Integral Members had at least one relationship with a HCD in the last 12 months ## Members routinely collaborate around funding **86** Funding relationships between Members in Integral Disaster Responses ## **21** Joint funding proposals ## **19** Examples of joint funding of shared Partners ## Sharing comms facilitates fundraising **$6.4m** Raised in private donations using shared comms resources ## **27** Fundraising campaigns launched using shared communications resources ## A diverse funding base is a strength of Integral Privately raised funds often contribute towards match funds for institutional grants or provide unrestricted funding at the start of a project All figures in USD **Integral’s Localisation Commitments** For our work in disasters, Integral Members will ensure: **1. Partner organisations and their needs and aspirations are understood and responded to flexibly** (CHS 1.5, 1.6, 2.1, 2.6) **2. Shared investment in capacity strengthening leads to effective and accountable humanitarian action** (CHS 2.6, 3.2, 6.2) © Medair (Switzerland) **3. Local actors' voices are present and heard in spaces of influence** (CHS 1.6, 6.1) **4. Partnerships are shaped by shared decision-making** (CHS 1.2, 1.4, 1.6, 6.4, 7.4) **5. Resources from Integral Members flow as directly as possible to Partners for the delivery of quality programming** (CHS 9.2, 9.4, 9.6) **26** ~~—~~ **27** ~~I~~ ## **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 [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 ## **Company Members and Board** ## **KEY THEMES** ## In 2024 the Board: ## **Drivers for Change Strategic Shifts** - Welcomed LM International, one of our founding Members, back into membership. - Worked to progress the four agreed strategic shifts: - Governance structure change - Membership expansion preparation - Partnership development - Group Structure modelling - Discussed progress against our objectives through the work of the IMG, IPG, our Disaster Responses and Neglected Crises. - Celebrated our 20th anniversary. **----- Start of picture text -----**
1) Governance
Redesign governance structure to be a
Council of Members with elected Board
2) Membership
Diversify and grow our membership
up to 30 Members
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Redesign governance structure to be a
Council of Members with elected Board
Greater diversity,
more local relevance
and wider reach
2) Membership
Diversify and grow our membership
up to 30 Members
Increase flexibility
for participation
3) Partnerships
Propose strategic partnerships with other
like-minded alliances and networks
Simplify and reduce
burden on Members
4) Groups
Define and propose internal and external
groups for Integral
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Define and propose internal and external groups for Integral **28** **29** ~~JI~~ ## **Company Members and Board** ## **ACHIEVEMENTS AND KEY DECISIONS** - Carol Bremer-Bennett was voted in as the new Chair of Integral. - The Board agreed to change its own structure and legal statutes. - The original Board of 21 Members voted unanimously to move to a representative model, meaning they have now all become Company Members. - = The Company Members voted in eight of their number to become the new Board. They also agreed to recruit up to three independent Board members. - | The new Board did a series of development and training sessions looking at all aspects of their work, and agreed updated policies and processes aligned with our new structure. - | The dormant Membership Committee was resurrected with new members, updated ToRs and is working on increasing Integral’s diversity through recruiting both: - New independent Board members, and - New Integral Member agencies, particularly looking at majority world NGOs. - We reaffirmed our commitment to the updated Core Humanitarian Standard (CHS) by adding our name to the list of signatories. Our revised Localisation Commitments are now mapped onto the updated Standards. ## **PARTICIPATION** The Integral Board met twice during 2024, virtually during two sessions in April and in person in October in the Netherlands. In January we prayed for and said farewell to Martha Newsome, our Chair and President and CEO of Medical Teams International. In April we welcomed Josephine Sundqvist, CEO of LM International, along with Mike Goodwin, Interim President & CEO of MTI to their first Integral Board meetings. In October, 20 of our 21 Company Members joined us and we welcomed Kelli Tolf, the new President of World Concern, to our Company Members meetings. We thanked two departing Company Members. We prayed for Patrick Guiborat from SEL France who has been on the Board of Integral since April 2006 and retires from SEL in 2025. We also prayed for Matthew Maury, leaving Tearfund Australia at the end of 2024. He joined the Board in 2010 and served on both the ExCo and Board and as Chair of Integral. _Integral provides us with the opportunity to work with trusted partners, often at short notice, to respond in ways and places that are aligned with our strategic plan and that our donors are interested in, but where we wouldn’t otherwise be able to respond._ **Transform Aid International (Australia)** We are so grateful to all Members for their investment of time and energy into the Board and Company Members, particularly those taking up positions of leadership in Integral. **30** ## **Integral Marketing Group (IMG)** ## **KEY THEMES** - The Integral Marketing Group (IMG), along with the Integral Head of Communications and Marketing, oversees the communications aspect of our joint work in disasters. The key part of our communications collaboration in disasters is sharing photographs and stories, as well as holding dedicated communications calls for each of our disaster responses. In 2024 the IMG were a key stakeholder in the Integral Neglected Crises Awareness-raising Campaign ― We’re _still_ here. - | In April 2024 the IMG met online for four sessions. Discussion topics were: how a theology of fundraising might be developed; the marketing and communications contribution to the decolonisation of aid; and trends we are seeing in revenue across the alliance. Case studies were shared about donor acquisition, regular giving and informed consent. The IMG also hosted a cross-group session on Impact Investing. - | At the October 2024 meetings in the Netherlands, the IMG discussed how Members are responding to the current ‘polycrisis’. We continued discussions on the decolonisation of aid. Case studies included examples of collaboration in DR, the use of AI, lapsed donors and corporate identity. The topic of Climate Change was explored with the other Integral groups. We also reflected on the Neglected Crisis Awareness-raising campaign and made suggestions about how to incorporate our learning and develop it in future years. ## **ACHIEVEMENTS AND KEY DECISIONS** - Sharing communication resources in disasters continues to add significant value for Members. The 2024 MALT reports 27 fundraising campaigns were launched using shared communications resources, resulting in $6.4 million being raised in private donations. - 7 The IMG working group, Dignity in Humanitarian Communications, continues to meet and this year oversaw the revision of the Integral Storyteller’s Guide. This Guide, along with our local comms capacity mapping, are significant ways that contribute to the areas of localisation and decolonisation. ## **PARTICIPATION** - | Eighteen Members were represented across the four virtual sessions in April 2024. Fifteen Members were represented at October’s face-to-face meetings making a total of 20 people (five Members brought another staff member). We are very grateful to Veronika Macsai from Integra (Slovakia) for all her work as IMG chair. _Organisationally, Integral allows us to quickly appeal in emergency settings, because we’re guaranteed a Partner that we can work with._ _Personally, it provides contacts with other professionals in Christian nonprofits._ **Tearfund New Zealand** **31** ~~JI~~ ## **Integral Programme Group (IPG)** ## **KEY THEMES** - **Disaster Response:** The Disaster Response Process (DRP) is well-established and valued by Integral Members. One new Disaster Response was launched for the crisis in Haiti. Regular operations calls continued for Israel, Palestine & Lebanon and for Ukraine, and coordination calls for Sudan. Members considered recommendations from the joint evaluation of our earthquake response in Türkiye and Syria. Integral’s Early Responders Group met on-line and in person. - | **Localisation:** The IPG continues to invest in developing our approach to locally led action. In March 2024, Integral Members agreed an updated Localisation Statement and refreshed commitments for our joint work in disasters. Partners presented at the IPG meetings in April and October. - | **Quality:** The Integral Quality Assurance Task Force (IQATF) continues to champion Integral’s commitment to quality. They oversaw our Mutual Accountability and Learning Process and shaped and led learning sessions on quality. In October, the CHS Alliance provided an overview of the updated Core Humanitarian Standard. - | **Climate:** Members continue to learn from one another’s work in response to the impact of climate change. During 2024 Members shared case studies and examples of good practice around climate adaptation and mitigation. ## **ACHIEVEMENTS AND KEY DECISIONS** - In May 2024, we were pleased to reaffirm our commitment to the updated Core Humanitarian Standard (CHS) by adding our name to the list of signatories. Our revised Localisation Commitments are now mapped onto the updated Standards. ## **PARTICIPATION** The IPG expressed high levels of satisfaction with the value Integral adds. Twenty Integral Members attended the October IPG meeting in the Netherlands. Regional and Kenya-based leaders, Partners, and Micah Kenya representatives joined an IPG meeting in Kenya in April in addition to our on-line meetings. We are very grateful to our colleagues in Kenya and Micah Kenya for their leadership and input for this meeting. Our deepest thanks to Peter Macharia from World Concern, who completed his term as IPG chair in April. We are grateful to the guest chairs who led our October meetings and are seeking a new IPG chair. _Integral allows me to have information directly and quickly from the field after a disaster happens in countries where we don’t have local Partners. It offers a safe space to interact with Christian humanitarian organisations and discuss innovations from the sector as well as challenges._ **SEL France** ## **Looking to the Future** We ask Members in the MALT to tell us about how Integral can continue to add value in the future and about global uncertainties that are impacting their work. ## **Future focus** ## Localisation Maintain our focus on this pcommitment Deepen our commitment to CHS Build a more localised humanitarian response Support local Partners in DR ## Going wider Expand Membership to include majority world organisations Develop strategic partnerships Work more closely with Micah Global ## Learning Offer a wider variety of learning opportunities ## Going deeper Develop more joint assessments, joint programming or joint funding applications ## **Uncertainties** ## Funding Shifting donor priorities Reduced donor budgets Changes in churches' and individual supporters’ giving Cost of living increases ## Domestic politics Lack of government interest or funding Politics of migration Closing space for faith-based organisations Embargoes on certain countries ## Insecurity and conflict Ongoing challenges of operating in increasingly insecure environments **32** ## **Future Plans** The theme for our October celebrations was built around a verse given to Integral when we began 20 years ago: ‘Behold, the former things have come to pass, and new things I now declare; before they spring forth I tell you of them.’ Isaiah 42:9 We look back with gratitude at the many new things that have happened over those years. The world has changed since then, and yet we still see God at work, calling us to new things. Another verse given to us challenges us to make space: ‘Enlarge the place of your tent, stretch your tent curtains wide, do not hold back; Lengthen your cords, strengthen your stakes.’ Isaiah 54.2 As we look at our approach to topics like localisation and decolonisation, we are opening up Integral, working on embracing greater diversity and becoming more locally relevant by inviting new Members to join Integral. In 2025 we particularly look forward to welcoming majority world NGOs to join us on this journey and help us co-create the future. We are reimagining how to tackle the issue of our fragmented response to the needs of people affected by disasters around the world. In our partnership discussions we are engaging with like-minded networks and alliances. We want to learn from each other and strive together to find greater reach and impact in our work and greater flexibility for participation for our Members. We are working to be flexible and agile to respond in today’s complex and ever-changing world. In 2025 we will continue to deepen our collaboration particularly with Micah Global and will be meeting together in October at their Global Consultation. In these challenging times, we continue to believe that by working together we can have greater reach and impact, and bring hope and good news into the darkest of situations. 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. I would like to end by looking back with thanks to our Secretariat team for their commitment and prayerful hard work through 2024. Thanks to our supporters and pray-ers, our Members and their Partners throughout the year – they truly inspire us and enable us to see how God uses people to turn the ‘valley of weeping into a place of springs’. Thank you for taking the time to read our report and we look forward to more new things in 2025! We are so grateful for your ongoing interest in our work! **Fiona Boshoff CEO of Integral Alliance** **33** ~~JI~~ ## **Structure, Governance and Management** ## **MEMBERSHIP** ## **POLICIES** The Company Members of the charitable company are the subscribers to the Articles of Association and any Members subsequently admitted to membership by existing members. Every Company Member promises, if the Company is wound up whilst they are a Company Member or within one year after ceasing to be a Company Member, to contribute such amount as is required up to a maximum of £1 towards the costs of winding up the Company and liabilities incurred whilst the contributor was a Company Member. At 31 December 2024 the number of Company Members was 21. ## **GOVERNANCE** The Board ratified, revised and updated policies and procedures in the following areas in 2024: - | Board Governance Policy - | Board Conflict of Interest Procedure - | Finance Policies - | Safeguarding Policy – Putting People First, including Safeguarding Children and Safeguarding Vulnerable Adults - Risk Management Policy and Procedure - Volunteer Management Policy All our policies have a regular review cycle that varies from 18 months to three years. 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 2024 following the governance changes. ## **SUB-COMMITTEES** The Terms of Reference (ToR) for existing subcommittees are regularly reviewed by the Board. In 2024, the Board set up a new Membership Committee. The Membership Committee’s main objective is to advise the Board on policy matters concerning both membership of the Alliance, and nominations for the Board. **34** ## **Administrative and Legal Details** ## **REGISTERED ADDRESS** ## **INTEGRAL COMPANY MEMBERS AND BOARD** 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, FCIE, 189 Baldwins Land, Croxley Green, Rickmansworth, Herts WD3 3LL, United Kingdom ## **BOARD OF DIRECTORS AND CHARITY TRUSTEES** Integral’s Board voted on a new governance structure in 2024. Company Members have elected eight Directors to sit on the Board. As a result of this decision, 13 of our previous Directors stood down on the dates indicated in the table opposite. (Names in bold are Directors at year end.) **----- Start of picture text -----**
Member Country Name From To
**----- End of picture text -----**
|**Member**|**Country**|**Name**|**From**|**To**| |---|---|---|---|---| |||||| |CEDAR Fund|Hong Kong|W Fung|1 January 2024|21 April 2024| |ena|Switzerland|T Stahl|1 September 2020|22 May 2024| |Food for the Hungry|USA/Canada|T Maisiri|6 December 2023|10 June 2024| |Integra Venture|Slovakia|**A Bussard**|13 October 2006|| |International Health Partners|UK|**A Paterson (Treasurer)**|1 November 2017|| |LM International|Sweden|J Sundqvist|19 January 2024|13 May 2024| |Medair|Switzerland|**A Reitsema**|1 April 2023|| |Medical Teams International|USA|M Newsome (Chair of Integral
until 12 January 2024)|1 September 2016|12 January 2024| |Mission East|Denmark|B Gollander-Jensen|1 January 2021|30 April 2024| |SEL|France|P Guiborat|7 April 2006|30 April 2024| |Tearfund Australia|Australia|M Maury|13 October 2010|2 May 2024| |Tearfund Belgium|Belgium|A Alba|1 February 2023|21 May 2024| |Tearfund Ireland|Ireland|S Copeland|14 September 2022|7 May 2024| |Tearfund Netherlands|Netherlands|**G de Vries**|1 May 2023|| |Tearfund New Zealand|New Zealand|I McInnes|2 January 2013|30 April 2024| |Tearfund|UK and N.
Ireland|N Harris|23 November 2015|2 July 2024| |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|18 April 2024| |World Renew|North
America|**C Bremer-Bennett**
**(Chair of Integral from**
**1 February 2024)**|1 January 2021|| |ZOA|Netherlands|**C Lukkien**|19 July 2017|| ## **Financial Review** The income of the Trust is primarily derived from membership fees and donations from trusts, corporations and individuals. During 2024, the charitable company received total incoming resources of £366,022 (2023 – £321,059). Resources expended on charitable activities amounted to £347,101 (2023 – £307,594). 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 £111,000 based on 2024 unrestricted expenditure of £331,876. Unrestricted funds carried forward at 31 December 2024 were £372,595 (2023 – £350,949) of which £1,980 (2023 – £2,926) are tied up in Fixed Assets, leaving £370,615 (2023 – £348,023) of free reserves. The new governance structure unanimously agreed by the Integral Board in April 2024 created a full Company of Members, which includes all Members and a smaller elected Board. The Company Members receive the Annual Report and consider the accounts and independent examiner’s report at the AGM. In 2024, membership expansion began with a new Membership Committee appointed and reporting to the Board. Integral will slowly build up to 30 Members, particularly looking at majority world NGOs, as well as nurturing partnerships with other like-minded networks and alliances. Revising the strategy and planning for the financial implications of the changes will continue in 2025, including monitoring our reserves position. **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: - Select suitable accounting policies and apply them consistently; - Make judgements and estimates that are reasonable and prudent; and - Prepare the financial statements on a going concern basis unless it is inappropriate to do so. 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. - the special provisions of part 15 of the Companies Act 2006 relating to small entities; - the provisions of the Charities Acts that determine the form and content of Charity Annual Reports; and - Reporting and Accounting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued in July 2014. Approved by the Directors on 11 March 2025 and signed on their behalf by: __________________ ## **A Paterson** Treasurer and Director Integral Alliance This report and the financial statements have been prepared in accordance with: **37** - **Independent Examiner’s Report to the Trustees of Integral Alliance** - ~~ee~~ 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 2024 which are set out on pages 39 to 40. 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. 3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view' which is not a matter considered as part of an independent examination; or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)]. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. ## **INDEPENDENT EXAMINER’S STATEMENT** 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 a Full member of the Association of Charity Independent Examiners, 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, FCIE** 189 Baldwins Lane Croxley Green Rickmansworth Herts. WD3 3LL 18 March 2025 Dated: **38** ~~a~~ ## **Integral Alliance Statement of Financial Activities** (incorporating an income and expenditure account) **For the Year Ended 31 December 2024** ||**2024**
**2024**
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**2023**| |---|---|---|---|---|---|---|---| ||**Note**|**Restricted**|**Unrestricted**|**Total**|**Restricted**|**Unrestricted**|**Total**| |||**£**|**£**|**£**|**£**|**£**|**£**| |**Income from:**|||||||| |Grants and Donations|**2**|12,500|2,400|14,900|12,500|2,486|14,986| |Charitable Activities|**3**|-|348,202|348,202|-|303,824|303,824| |Investments||-|2,920|2,920|-|2,249|2,249| ||||||||| |**Total Income**||**12,500**|**353,522**|**366,022**|**12,500**|**308,559**|**321,059**| ||||||||| |**Expenditure on:**|||||||| |RaisingFunds||-|-|-|-|-|-| |Charitable Activities|**4**|(15,225)|(331,876)|(347,101)|(12,500)|(295,094)|(307,594)| ||||||||| |**Total Expenditure**||**(15,225)**|**(331,876)**|**(347,101)**|**(12,500)**|**(295,094)**|**(307,594)**| ||||||||| |**Exchange Gains/(Losses)**||**-**|**-**|**-**|**-**|**249**|**249**| ||||||||| |**Net Income/(Expenditure)**||**(2,725)**|**21,646**|**18,921**|**-**|**13,714**|**13,714**| ||||||||| |Transfer Between Funds||-|-|-|(337)|337|-| ||||||||| |Net Income/(Expenditure)After Transfers||**(2,725)**|**21,646**|**18,921**|**(337)**|**14,051**|**13,714**| ||||||||| |**Reconciliation of Funds**|||||||| ||||||||| |Total Funds Brought Forward||8,876|350,949|359,825|9,213|336,898|346,111| ||||||||| |**Total Funds Carried Forward**||**6,151**|**372,595**|**378,746**|**8,876**|**350,949**|**359,825**| **39** **Integral Alliance Balance Sheet as at 31 December 2024** Company number: 5442605 ||||**2024**|**2023**| |---|---|---|---|---| ||**Note**|**£**|**£**|**£**| |||||| |**Fixed Assets**|**8**||**1,980**|**2,926**| |||||| |**Current Assets**||||| |Debtors and Prepayments|**9**|14,079||9,530| |Cash at Bank||375,604||396,294| |||||| |||**_389,683_**||**_405,824_**| |**Creditors: Amounts Falling Due Within**
**One Year**|**10**|(12,917)||(48,925)| |||||| |**Net Current Assets**|||**376,766**|**356,899**| |||||| |**Net Assets**|||**378,746**|**359,825**| |||||| |**Funds of the Charity**|**11**|||| |||||| |Restricted Funds|||6,151|8,876| |Unrestricted Funds||||| |General|||372,595|350,949| |||||| ||||**378,746**|**359,825**| The Directors approved these financial statements on 11 March 2025. For the year ended 31 December 2024 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 **40** ~~a~~ The notes on pages 41 to 46 form part of these financial statements. ## **Integral Alliance Notes to the Financial Statements For the Year Ended 31 December 2024** ## **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 and governance 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 AND DONATIONS** ||**2024**|**2023**| |---|---|---| ||**£**|**£**| |||| |**Donations**||| |Individuals|14,900|14,986| |||| ||**14,900**|**14,986**| ## **4. RESOURCES EXPENDED BY ACTIVITY** |**42**||**Direct Costs**|**Grant**
**Funding**|
**Support and**
**Governance**
**Costs**|**Total**| |---|---|---|---|---|---| |||**£**|**£**|**£**|**£**| ||**CURRENT YEAR**||||| ||||||| ||**Charitable Activities**||||| ||Co-ordination and
Infrastructure|24,943|-|13,800|38,743| ||Programmes and Development|138,708|-|70,153|208,861| ||Marketingand Communications|63,050|-|36,447|99,497| ||||||| ||**2024 Total**|**226,701**|**-**|**120,400**|**347,101**| ||||||| ||**PRIOR YEAR COMPARATIVE**||||| ||||||| ||**Charitable Activities**||||| ||Co-ordination and
Infrastructure|51,086|-|21,454|72,540| ||Programmes and Development|106,164|-|44,583|150,747| ||Marketingand Communications|59,373|-|24,934|84,307| ||||||| ||**2023 Total**|**216,623**|**-**|**90,971**|**307,594**| ||||||| ## **3. INCOME FROM CHARITABLE ACTIVITIES** ||**2024**|**2023**| |---|---|---| ||**£**|**£**| |MembershipFees|330,477|303,824| |MembershipContributions|17,725|-| |||| ||**348,202**|**303,824**| ## **5. SUPPORT AND GOVERNANCE COSTS** ||**2024**|**2023**| |---|---|---| ||**£**|**£**| |**_Support_**||| |Staff Costs|15,545|11,300| |Travel|15,363|3,318| |Technology
|9,836|9,479| |Offce|1,297|753| |Professional Support|8,231|6,138| ||**50,272**|**30,988**| |**_Governance_**||| |Staff Costs|50,813|30,055| |Strategy Review and Board
Development|11,127|22,330| |Board Travel|5,342|3,301| |Legal Fees|2,160|3,132| |Independent Examiner’s Fee|600|600| |Other Costs|86|565| ||**70,128**|**59,983**| |||| |**Total**|**120,400**|**90,971**| ## **6. NET INCOME** ||**2024**|**2023**| |---|---|---| ||**£**|**£**| |This is stated after charging:||| |Depreciation|1,786|2,096| |Independent Examiner’s Fee||| |_Examination_|600|600| |_Other Services_|2,600|2,410| ## **7. SALARIES AND RELATED COSTS** ||**2024**|**2023**| |---|---|---| ||**£**|**£**| |Gross Salaries|202,013|190,834| |Social SecurityCosts|16,601|15,083| |Pensions|20,201|18,816| ||**238,815**|**224,733**| |Consultants|25,078|17,742| ||**263,893**|**242,475**| |||| |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 Employer Pension Exceeded £60,000:||| |£70,000 - £80,000|-|1| |£80,000 - £90,000|1|-| ## **8. FIXED ASSETS** ||**Offce Equipment**| |---|---| ||**£**| |**Cost**|| |Brought Forward|7,747| |Disposals|(775)| |Additions|840| ||| |**As at 31 December 2024**|**7,812**| ||| |**Depreciation**|| |Brought Forward|4,821| |Eliminated on Disposal|(775)| |Charge for Year|1,786| ||| |**As at 31 December 2024**|**5,832**| ||| |**Net Book Value**|| ||| |As at 31 December 2023|2,926| ||| |**As at 31 December 2024**|**1,980**| |As at|31 December 2023|2,926| |---|---|---| |||| |**As at**|**31 December 2024**|**1,980**| The trustees and CEO are considered key management. The total remuneration, including on-costs and pension, paid to key management amounted to £86,889 (2023: £82,533). Trustee expenses are shown in note 14. **43** ## **9. DEBTORS** ## **10. CREDITORS** ||**2024**|**2023**| |---|---|---| ||**£**|**£**| |Trade Debtors|8,897|480| |Prepayments and Accrued Income|5,182|9,050| |||| ||**14,079**|**9,530**| ## **11. MOVEMENT IN FUNDS 2023** ||**2024**|**2023**| |---|---|---| ||**£**|**£**| |Accruals|2,300|2,880| |Deferred Income|10,000|45,589| |Other Creditors|617|456| ||**12,917**|**48,925**| |||| |**Movement on Deferred Income**||| |Brought Forward|45,589|38,715| |Released|(45,589)|(38,715)| |Received in Year|10,000|45,589| |||| |**As Above**|**10,000**|**45,589**| ||**At**
**1.1.2024**|**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|-|(2,725)|-|-|6,151| |||||||| |**Total Restricted**|**8,876**|**12,500**|**(15,225)**|**-**|**-**|**6,151**| |||||||| |**Unrestricted Funds**||||||| |General|350,949|353,522|(331,876)|-|-|372,595| |||||||| |**Total Unrestricted**|**350,949**|**353,522**|**(331,876)**|**-**|**-**|**372,595**| |||||||| |**Total Funds**|**359,825**|**366,022**|**(347,101)**|**-**|**-**|**378,746**| **44** ## **11. MOVEMENT IN FUNDS: PRIOR YEAR COMPARATIVE** ||**At**
**1.1.2023**|**Incoming**
**Resources**|**Resources**
**Expended**|**Exchange**
**Gains**|**Fund**
**Transfers**|**At**
**31.12.2023**| |---|---|---|---|---|---|---| ||**£**|**£**|**£**|**£**|**£**|**£**| |**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**| ## **12. PURPOSE OF FUNDS** ## _**Information Officer**_ ## _**Ukraine Response**_ This represents monies received for salary and related costs of the Information Officer. This represents funds received for support to Integral Members working on the Ukraine response, including a learning review of the response and translation of Integral’s Storyteller’s Guide. **45** ## **13. ALLOCATION OF NET ASSETS BY FUND** ||**Restricted**
**Funds**|**Unrestricted**
**Funds**|**Total**
**Funds**| |---|---|---|---| |**CURRENT YEAR**|**2024**|**2024**|**2024**| ||**£**|**£**|**£**| |Fixed Assets|-|1,980|1,980| |Current Assets|16,151|373,532|389,683| |Current Liabilities|(10,000)|(2,917)|(12,917)| ||||| ||**6,151**|**372,595**|**378,746**| ||||| |**PRIOR YEAR COMPARATIVE**|**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**| ## **14. TRUSTEE REMUNERATION AND EXPENSES AND RELATED PARTY TRANSACTIONS** One in-person Board meeting took place in 2024 in the Netherlands. The other meetings were held virtually. Four trustees (2023: 2) received reimbursement of £5,342 (2023: £3,301) 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 (2023: £1,200). **46** ## **Photo Credits** Cover © Abdul Dennaoui, Medair (Switzerland) Page 3 © Veronika Macsai, Integra (Slovakia) Page 6 © Veronika Macsai, Integra (Slovakia) Page 7 © LM International (Sweden) Page 12 Top left © Sean Sheridan, World Relief (USA); other images © International Health Partners (UK) %. , «* Page 14 Top left © Lubna Zarzour, Medair (Switzerland); é~4G-= other images © Abdul Dennaoui, Medair (Switzerland) Page 16 All images © Priscilla Basta, Medair (Switzerland) }> 7 Page 18 Top right and bottom left © Natasha Kravchuk, Integra (Slovakia); fWn. ‘ = y or ’ F * other images © Veronika Macsai, Integra (Slovakia) Page 26 © Medair (Switzerland) pd Ae 6S ee Page 29 © Integral Alliance (UK) U ©) 3} Swe CM he Oe ta Page 30 © Integral Alliance (UK) Page 31 © Integral Alliance (UK) Page 34 © Abdul Dennaoui, Medair (Switzerland) Page 36 © Veronika Macsai, Integra (Slovakia) Page 37 © Tearfund Belgium Page 47 © Veronika Macsai, Integra (Slovakia) **47** ## **www.integralalliance.org** **----- Start of picture text -----**
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