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2021-03-31-accounts

IIED TRUSTEES’ REPORT AND ACCOUNTS 2020–21

International Institute for Environment and Development Trustees’ report and accounts for the year ended 31 March 2021

Registered company number: 2188452 Registered charity number: 800066 Registered OSCR number: SC 039864

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Contents

Contents
Trustees’ report and accounts for theyear ended 31 March 2021 1
Glossary 4
IIED groups 4
Reference and administrative details of the charity, its trustees and advisers 5
Structure, governance and management 6
Trustee appointment 6
Organisational structure 6
About IIED 9
Recognising staff commitment and excellence 10
Investing in institutional performance 10
A focus on strategy, learning and impact 10
Ensuring excellent communications 11
Our strategy 13
Analysis and assessment 13
Directorate and strategy and learning group 15
Selected highlights 15
Core research areas 15
The challenge: the climate crisis 15
Meeting the challenge 15
Lessons learned 16
Obstacles and opportunities 16
The challenge: an assault on the natural world 17
Meeting the challenge 17
Lessons learned 17
Challenges and opportunities 18
The challenge: increasing urban risk 18
Meeting the challenge 18
Lessons learned 19
Obstacles and opportunities 19
The challenge: unsustainable markets 19
Meeting the challenge 19
Lessons learned 20

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Obstacles and opportunities 21
The challenge: increasing inequality 21
Meeting the challenge 21
Lessons learned 22
Challenges and opportunities 22
Crosscutting themes 22
Looking ahead 23
Finance review 25
Key management remuneration 25
Investment policy 25
Related parties 25
Risk management 25
Key risks 25
Reserves policy 26
Plans for future periods 26
Statement of going concern 27
Statement of trustees’ responsibilities 28
Independent Auditor’s Report to the Members and Trustees of International
Institute for Environment and Development 29
Statement of financial activities (incorporating an income and expenditure
account) for theyear ended 31 March 2021 33
Balance sheet as at 31 March 2021 34
Cash flow statement for theyear ended 31 March 2021 35
Analysis of changes in cash during theyear 35
Notes to the Financial Statements for theyear ended 31 March 2021 36

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Glossary

Glossary
CRT Coronavirus Response Team
DFID Department for International Development (UK) (1997-2020)
FCDO Foreign, Commonwealth & Development Office (UK) (FCO merged with DFID on 20
September 2020)
FRS Financial reporting standard
FY Financial year
Hivos Humanistisch Instituut voor Ontwikkelingssamenwerking (Humanist Institute for
Cooperation)
GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
IIED International Institute for Environment and Development
LIF Learning and impact framework
LIFE-AR LDC Initiative for Effective Adaptation and Resilience
LDCs Least Developed Countries
MEL Monitoring, evaluation and learning
MGNREGS Mahatma Gandhi National Rural Employment Guarantee Scheme
NGO Non-governmental organisation
OECD Organisation for Economic Co-operation and Development
SDGs Sustainable Development Goals
Sida Swedish International Development Cooperation Agency
SME Small and medium-sized enterprises
UNFCCC United Nations Framework Convention on Climate Change
UNDP United Nations Development Programme
WRI World Resources Institute

IIED groups

Comms Communications Group
CCG Climate Change Group
FARA Finance, Audit and Risk Assessment Committee (sub-committee of the Board)
FRSC Fundraising Subcommittee (sub-committee of the Board)
HSG Human Settlements Group
NRG Natural Resources Group
NSC Nominations Subcommittee (sub-committee of the Board)
SLG Strategy and Learning Group
SSMG Shaping Sustainable Markets Group

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Reference and administrative details of the charity, its trustees and advisers

Trustees

Rebeca Grynspan (chair) (retired 16 June 2020)

Batkhishig Baival

Les Campbell (re-elected 16 June 2020)

Silvia Charpentier

David Elston

Ahmed Galal (retired 16 June 2020)

Bara Gueye

Michael Horgan (re-elected 16 June 2020)

Maria Mӓhl

Angela McNaught (treasurer)

Sue Parnell (re-elected 16 June 2020, resigned 10 December 2020)

Sheela Patel

Tara Shine (chair) (appointed 14 September 2020)

Elizabeth Stephen (vice chair) (acting chair 16 June 2020 to 14 September 2020)

Trustees are the directors of the company under the Companies Act 2006.

Director

Dr Andrew Norton

Registered office

Third Floor, 235 High Holborn, London, WC1V 7DN, United Kingdom

Registered company number: 2188452 Registered charity number: 800066 Registered OSCR number: SC 039864

Auditors Solicitors Bankers
Crowe U.K. LLP Bates Wells LLP Barclays Bank plc
55 Ludgate Hill 10 Queen Street Place 1 Churchill Place
London London London
EC4M 7JW EC4R 1BE E14 5HP

The trustees present their annual report, including the director’s strategic report, with the audited accounts for the year ended 31 March 2021. This report and the accounts have been prepared in accordance with the Companies Act 2006, the company’s Articles of Association and Charities SORP (FRS102) applicable to charities preparing accounts in accordance with FRS 102: the financial reporting standard applicable in the UK and Republic of Ireland.

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Structure, governance and management

The company is registered in England and Wales as a charity (registered charity no 800066) and in the US as a publicly supported organisation exempt from federal income tax. The company is registered in Scotland as a charity (OSCR registration number SC 039864).

The company is registered in the UK as a company limited by guarantee (registered no 2188452) and its activities are governed by the Memorandum and Articles of Association (dated 23 July 2008).

The Memorandum of Association restricts the company’s activities to those that are exclusively both charitable and educational. In addition, the Memorandum of Association allows the company to invest funds not immediately required while complying with the laws and restrictions governing the investment powers of charities.

In the event of winding up the company, each member undertakes to make a contribution, up to a maximum of £1.

Trustee appointment

The names of trustees are shown on the previous page. At 31 March 2021, the Board of Trustees (Board) consisted of 11 trustees drawn from diverse geographical regions which correspond with the international focus of IIED’s work.

Trustees retire by rotation; six years’ continuous service (3+3) is the maximum, unless allowed exceptionally by the Board. The Board annually reviews its structure, size and composition (including the skills, knowledge and experience) and ensures that composition reflects IIED’s mission with appropriate gender, cultural and geographic diversity. The Nominations sub-committee (NSC) ensures that candidates of the highest calibre, with appropriate and diverse mix of skills and experience, are put forward for selection by the Board. Trustee vacancies are advertised on the IIED website, charity and trustee websites as appropriate, and through IIED’s networks. Three trustee positions were held over from 2020 due to the uncertainty around COVID-19 and its impact on recruitment, and during 2020/21 the Board conducted an extensive review of its compositional criteria in advance of recruiting up to five trustee positions (to join in FY22).

Trustees attend an induction programme to familiarise themselves with the institute's operational activities and day-to-day management, as well as legal and regulatory requirements relevant to the trustees' roles and responsibilities.

Organisational structure

IIED’s Board manages the business of the charity and exercises all the powers of the charity in accordance with the Articles of Association. The Board seeks to ensure that all activities are within UK law and agreed charitable objects. The work of the Board includes agreeing and overseeing IIED strategy and financial plans in line with its vision, mission and values.

In June 2020 Rebeca Grynspan stepped down as chair after six years in the role; the position was held on an interim basis by the Vice Chair Elizabeth Stephen. During 2020 the Board conducted an extensive recruitment and selection process for the new chair and the successful candidate, Dr Tara Shine, joined the Board in September 2020.

During 2020 the Board reviewed its ways of working, taking into consideration environmental impact and COVID-19 travel restrictions. The Board adopted a new schedule of more frequent meetings held both online and in person. The Board also agreed that the work of the Executive Committee (to oversee company business between full Board meetings) should be subsumed into Board business and that Committee was stood down. IIED’s Board now meets in full four times a year.

The Finance Audit & Risk Assessment sub-committee (FARA) oversees financial performance, assurance and risk management at IIED. Membership of FARA is drawn from the Board and currently comprises five trustees and is quorate with three trustees, one of whom must be the chair, vice chair or treasurer. FARA

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reports to the Board, and during 2020, FARA moved to meeting four times a year aligned with and in advance of Board meetings.

The Fundraising sub-committee (FRSC) reviews the progress of fundraising and business development work against the strategy and business plan. Membership is drawn from the Board and currently comprises three trustees. The Fundraising sub-committee meets at least twice a year and reports to the Board.

The NSC supports the Board in the execution of its responsibility to establish a formal and transparent procedure for the appointment of new trustees and to review annually the composition of the Board. Membership is drawn from the Board and currently comprises three trustees. The NSC meets at least twice a year and reports to the Board.

Members of IIED’s senior management team attend Board meetings as well as meetings of Board committees and sub-committees. The Board engaged with the Union via representative attendance at Board meetings, and also with the Race and Racism working group with a trustee member of the working group.

During 2020-21, the Board and its sub-committees continued to meet remotely due to the coronavirus pandemic. Also due to the pandemic, other trustee recruitment for two vacancies was deferred in 2020; five trustee appointments will take place December 2021.

During 2020/21, the Board reviewed and approved the following policies: schedule of delegated authority, declarations of interest, safeguarding, treasury and reserves. During the year trustees received monthly management accounts, and reviewed a bi-monthly report monitoring the commercial health of the organisation during the coronavirus pandemic. In autumn 2020 with the London office lease approaching its end, the Board approved a move from the Gray’s Inn Road office to a serviced office at High Holborn in London. In January 2021 trustees attended a risk management workshop led by the auditors Crowe LLP, and were joined by SMT for a discussion on the institute’s appetite for risk to feed into a review of the risk management policy and approach.

IIED-Europe was established by IIED in late 2020 as a stichting, a legally independent foundation, based in the Netherlands with a focus on global environmental and social change. It was created to contribute to achieving major progress towards the goals of sustainable development, and to enable IIED to maintain close collaboration with a range of European actors and policy processes post-Brexit.

The Board delegates the day-to-day running of the charity to the director, who is supported by three leadership teams: Strategy and Management, Operations Management and Research Strategy.

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The institute’s researchers work in four groups: Climate Change (CCG), Human Settlements (HSG), Natural Resources (NRG) and Shaping Sustainable Markets (SSM). The director, management and the research groups are supported by two other groups — Strategy and Learning (SLG) and Communications (Comms) — in addition to operating functions reporting to the chief operating officer.

During FY21 IIED also established the Coronavirus Response Team (CRT), a cross-organisational, crossfunctional group formed to assess and respond to the internal and external impact of COVID-19. The internal focus included staff wellbeing, developing a furlough policy in collaboration with the union, and supporting the move to homeworking; external focus considered the impact on partners and funder response to changing delivery plans.

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About IIED

The charitable objects of IIED as set out in its Memorandum of Association are to advance the education of the public by all charitable means and to promote sustainable development for the benefit of the public through:

Progress of activities and achievements against IIED strategy can be found in the strategic report section of this report.

IIED is a policy and action research organisation. We promote sustainable development to improve livelihoods and protect the environments on which these livelihoods are built. We specialise in linking local priorities to global challenges. IIED is registered as an international organisation with the Organisation for Economic Cooperation and Development's Development Assistance Committee and has roster consultative status with the UN Economic and Social Council. IIED is UK-based and works in Africa, Asia, Latin America, the Middle East and the Pacific with some of the world’s most vulnerable people. We work with them to strengthen their voices in the decision making arenas that affect them — from village councils to international conventions.

Established in 1973, lIED has made important contributions to many milestones of sustainable development for almost 50 years. These include the Brundtland Commission of 1987, the 2002 World Summit on Sustainable Development in Johannesburg, the annual meetings of the UN Framework Convention on Climate Change (UNFCCC), the Rio+20 summit in 2012, the Paris Agreement on Climate Change and the Sustainable Development Goals in 2015.

Our longstanding body of research and communications work has consolidated lIED’s reputation at the cutting edge of environment and development and at the nexus where these agendas overlap.

Together with our broad-based network of partners, we aim to shape a future where people and planet can thrive.

Delivering public benefit

Our work combines research, advice and advocacy. We often publish in high-ranking peer-reviewed journals, and pursue a rigorous peer review policy for our own publications. We value our independence and our high standards of research. Almost all our reports are available free on our website. Like a consultancy company, we often provide national governments and international development agencies with advice on specific projects, policies or issues. And like an advocacy organisation, we often focus on particular issues and promote them in the public policy arena. In all we do, we focus on equitable and enduring solutions, built in collaboration with partners at the grassroots. We aim to serve the public benefit in a number of ways — including working in partnership, researching and analysing evidence on which decisions for the public good can be taken, communicating what we do and the information we produce as widely as possible and building bridges between groups and organisations that might not otherwise come together.

In setting our programme each year, we take account of the Charity Commission’s general guidance on public benefit. Our trustees aim to ensure that the programmes we undertake are in line with our charitable objectives and aims, promoting sustainable and equitable development for the public benefit.

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Recognising staff commitment and excellence

The trustees recognise, and are very grateful for, the outstanding efforts of IIED’s staff during a most challenging year. As the world increasingly recognises the scale of the global challenges we face, the high quality research into sustainable development carried out by staff is more relevant than ever. Despite a wide range of personal challenges and in a wholly unpredictable environment, staff in the groups and support functions maintained their focus, adapting plans and working closely with partners and funders to meet our commitments. IIED’s reputation is built on the dedication of its staff and its partners with whom we have built strong relationships over the years. These long standing relationships allowed teams across IIED to find new ways of working without the ability to travel and meet face to face. The Trustees of IIED recognise that funder flexibility and our continued pipeline of projects is evidence of our employees’ ability to adapt, lead and deliver under pressure. The trustees will continue to do their utmost to support staff to deliver the strategy in a continually changing political and operational environment.

Investing in institutional performance

During 2020, the senseless and appalling killing of George Floyd triggered a profound reminder that racism is everywhere and needs to be addressed. IIED staff responded strongly to the Black Lives Matter movement, and an internal process of dialogue and reflection on race and racism was launched. A working group was established with staff from across the institute and including a trustee, the director, SMT and the people director. The Board is fully supportive of the change programme and receives regular updates from the working group.

IIED continued with its work to increase operational effectiveness during 2020/21. The institute developed a new people strategy which included training of mental health first aiders throughout the organisation, Living Wage and Disability Confident accreditation, and a review of the benefits package.

Within the finance function, further work took place to embed the finance system and develop improved monthly management accounts. An external review of financial controls was commissioned with no significant findings, and the suite of finance policies updated. A key deliverable was the development of a new overhead recovery model to enable more project specific costs to be charged directly to projects.

IIED adapted rapidly to remote working: from a technical perspective its key systems are cloud-based so there was minimal IT impact, but more importantly, the strong relationships across the institute and within teams enabled high quality collaboration and cooperation despite the challenges. As mentioned above, IIED’s 10-year lease on its London Gray’s Inn Road (GIR) office came to an end in December, providing a very timely opportunity to move to serviced offices giving greater long-term flexibility.

At the beginning of the year, IIED commissioned an external cybersecurity review. Subsequently, a new suite of policies was developed, and infrastructure and hardware security enhanced. The move out of GIR happened in parallel with completion of the project to transfer all of IIED’s data to cloud storage.

IIED has an agreement with the trade union Unite. We worked together closely throughout the year to support adaptation to the new environment: collaboration on a wellbeing programme and a policy for staff furlough, and agreement on health & safety controls for a COVID-safe working environment during the periods that the offices were open.

A focus on strategy, learning and impact

We have now completed the second year of the 2019-24 strategy ‘Make Change Happen’ and have achieved two annual cycles of planning and reporting using the Learning and Impact Framework (LIF). The LIF annual plan and report constitute our principal accountability documents with our main institutional funders and they have let us know that they are very happy with the model, which provides them with a consistent and strategic overview of IIED’s plans and the impacts of our work. A new oneyear institutional funding arrangement was agreed with the Irish Government at €2m (£1.8m), with the intention from the Irish side of putting in place a multi-year agreement in 2022. The Swedish International Development Cooperation Agency (Sida) continues to support IIED through a five-year

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grant from April 2019 for SEK175m (£2.9m per year). We are now in the second year of an additional funding allocation of SEK5m (£394k) per year for two years (ends March 2022) to support inputs to major global events on climate change and biodiversity.

The LIF is helping IIED focus more on effective learning. It is a principles-based model that requires all IIED researchers to reflect on what they want to change and how, and to gather evidence about both what is working and what is not working. It comprises a forward-looking planning document and a retrospective assessment document. It has enabled us to develop institutional practices to assess and reflect on the effectiveness and impact of our work. It explains how we organise our work to deliver on our strategic vision, how we monitor our impact, and how we learn and share lessons to continually improve. It also captures learning and evidence of impacts from our work and serves as an important point of reference for our partners, our trustees and our staff. IIED’s website is used to share these learnings, at a project and institutional level.

Ensuring excellent communications

Our Communications Group works across IIED to deliver efficient, collaborative and innovative research communications that have the best chance of achieving impact and value for money. Our communications strategy has three key objectives: putting audiences first; creating content for impact; and enabling best practice communications and marketing. Over the last year, during the COVID-19 pandemic, we needed to respond to a change in working modalities for a number of our activities — particularly events — by moving to a fully online working environment. We achieved this with a good measure of success, and throughout this year have improved our digital working practices and experience. We also have considerable improvements in our engagement because of this. Our blog engagement doubled from 60,000 hits a year to 120,000. Our events programme has also more than doubled in participation.

Our day-to-day work supports two kinds of activities: ensuring IIED has a strong platform from which to deliver all the necessary institutional communications, and providing support to research groups on specific projects. Last year we produced print and digital outputs with format and content tailored to target audiences; we tested and refined new products; and we strengthened our ability to monitor and evaluate our work, feeding back what we had learned to our research groups for incorporation into new projects. This work continues and was supplemented with a project that looked at ‘Flexible, agile, digital working: towards a new normal’, which is helping us identify new strategic directions for ways of communicating across the organisation.

Over the last year we have continued our focus on four strategic directions: (1) a louder, bolder voice and encouraging IIED to sharpen its messaging (2) developing a greater connection to partners in key concentration countries (3) putting our digital strategy above print, while still delivering a relevant package for our key stakeholders and (4) becoming a much more “listening” organisation where we improve the ways we engage with new stakeholders, particularly younger audiences. We are planning to celebrate IIED’s 50[th] birthday over the next year and will combine some of these activities with these elements to root IIED in a positive future.

The 2020 annual report took our digital approach even further, and we innovated with the format that has been highly successful and helped widen our repertoire of digital assets. Our media strategy continues to evolve and improve: we have shifted to a greater focus on influential mainstream and specialist media with an international reach. It has taken a while to build confidence inside and outside IIED, and we have seen more influential coverage over the last year and more interest from the media. A new media hiring this year should strengthen our ability to continue this strategy but build in some more in-country working with our partner constituencies.

Our record of creative content has continued to be stretched through working on a number of animations, audio visuals outputs, our Make Change Happen podcast and other event innovations. IIED’s social media presence continues to grow, and we are developing more expertise in using statistics and data to deepen our engagement with current audiences as well as developing plans to reach new audiences. Our digital first strategy supports a continually growing and improving publications database of over 7000 outputs. Our work to maintain a first-class web platform that is

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contemporary and attractive, also recognising that many of our audiences do not have easy access to the online environment, is geared to working well for those with little bandwidth and accessing content using mobile devices.

We continue to invest in our communications work and to share our skills and experience across the organisation and with our partners.

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Our strategy

IIED’s mission is to build a fairer, more sustainable world using evidence, action and influence in partnership with others.

Our research takes valuable local solutions to influential global forums, achieving impact at many levels.

Our five-year strategy, Make Change Happen , outlines the nature of the ecological and social crises we face, and is structured around five challenges:

The first four of these challenges each have a Research Group which leads our work in that space – namely the Climate Change Group, the Natural Resources Group, the Human Settlements Group and Shaping Sustainable Markets. Our work on inequality and inclusion is a cross-cutting theme that applies to all our work.

From early 2020, the COVID-19 pandemic has had huge global impacts, affecting the strategic context for IIED’s work in all five of the global challenge areas that frame our strategy. In August 2020 we took stock of this changing context in a strategic reflection on the implications of the pandemic across all of IIED’s work: Making Change Happen in the Era of COVID-19.

Over the past year we pursued our research with partner organisations and continued communicating and engaging with those we wanted to influence in areas where we believe IIED can have the biggest possible impact in tackling these five challenges.

Under our strategy we renewed our commitment to strengthen our partnerships for change, and in the last year continued to harness the power of our growing network — from grassroots communities to multilateral institutions, from citizen-led social movements to policy advisors — to mobilise action at local, national and global levels.

Our new LIF evaluates our performance against the strategy and provides the structure for setting targets and tracking progress.

Analysis and assessment

Monitoring, evaluation and learning

IIED’s emphasis on effective monitoring, evaluation and learning (MEL) reflects our determination to make change happen. IIED has implemented a comprehensive strategic framework that links together our five-year strategy (2019-2024), our institutional theory of change and our LIF.

During the period under review, our MEL team supported colleagues to enhance IIED’s institutional MEL capacities. In particular, the team has been working with the forest team in the Natural Resources Group on a major review of the Global Environment Facility’s support for Sustainable Forest Management and Reducing Emissions from Deforestation and Forest Degradation.

Learning and impact framework (LIF)

Our new LIF process was launched in May 2020 and is progressing well. The LIF enables us to gather evidence on IIED’s contribution to longer-term outcomes and will provide a systematic reflection of our progress. All of the LIF documents are shared with our frame donors as our principal accountability tool.

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The innovation of Impact and Learning Exercises (ILEs) has also proved valuable. Our first ILE on rethinking the settlement of investment disputes received strong media coverage, and our business process ILE on digital working generated great interest at our Donor Dialogue. We have three further ILEs in process on important areas (climate finance, nature and development, transformative urban pandemic recovery) and are planning two further ILEs with potentially significant strategic value.

The process of producing the ILEs has strengthened our research culture by introducing peer review at the concept note stage, as well as at the final product stage.

Stakeholder survey

To understand what our partners think about our work, we have carried out an annual stakeholder survey since 2014. This year we received 70 responses representing 34 different countries.

In line with our LIF, we have adopted new metrics that are better tailored to the current strategy. These are that, with partners, IIED: 1) Generates new types of evidence to support sustainable development; 2) Improves connections, interactions and power dynamics between different actors; and 3) Improves different actors’ capabilities to create and use evidence.

Overall, IIED is achieving a solid score across all three dimensions.

A key takeaway from the survey is that respondents have the highest regard for the inclusiveness, innovation and practicality of our research methods and the relevance of our research to topical themes in sustainable development. 90% of respondents had read at least one IIED publication during the past year. Our way of working is recognisable for its strong focus on partner inclusion and participation, which stakeholders generally see as a necessary condition to achieve outcomes in the longer term. When asked whether IIED was a thought leader on gender issues, stakeholders gave us a solid four out of five on average.

Output statistics

During 2020, we undertook a major redevelopment of our online publications library, integrating it with the main IIED website, adding new features, addressing security risks and setting up more accurate reporting systems for the institute.

More people visited our website: we achieved 1,703,235 page views, a 36 per cent increase. We published 133 blog posts which were viewed 132,176 times (more than double the figure for the previous FY).

We observed a greater focus on online videos and events, an expected effect of the pandemic. Our YouTube content was viewed 95,636 times. We moved our events online and saw a significant increase in our reach: our online events were attended by at least 3,100 participants from 118 countries.

As an organisation, we now have more than 115,000 followers across our four main social media channels.

We have also seen increased media coverage of IIED, with more than 1,200 pieces in mainstream and specialist media outlets around the world.

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Directorate and strategy and learning group

Selected highlights

As part of our strategy to position IIED as a respected think tank, we profile our work in influential international media outlets through the voice of our director, Andrew Norton. During the period under review, Andrew Norton has been quoted in media at least 19 times, including in reports by the BBC, Reuters, The Guardian and Mail Online. He published six blogs on the IIED website and three blogs on external sites, and he was also featured in 12 press releases and statements.

The Directorate led IIED's response to the coronavirus pandemic. This has included working with the Coronavirus Response Team to co-ordinate actions across four key areas: staff wellbeing, business development, business impact analysis and partnership.

The Directorate and SLG helped to develop the new COVID-19 Financial and Business Analysis report (produced bi-monthly and shared with trustees) and supported the shift to the Direct Cost Model for budgeting.

SLG has continued to lead work on MEL across the institute, further developing our skills on impact assessment, cost-benefit analysis and monitoring and evaluation. We have continued to advocate for better use of MEL and to build international partnerships to highlight the role of MEL as a tool for research and policy.

Every five years, IIED's main institutional funders commission an independent review of our work. This is a major undertaking, and the final report provides a hugely valuable assessment of the strengths and challenges facing the organisation, as well as shifts in the broader context in which we operate.

Our external review team is now in place and has produced a paper setting out the scope of the review and their proposed methodology. We will get feedback from our frame donors and from trustees over the coming months, and the work will take place during FY22.

Core research areas

The challenge: the climate crisis

Global responses lag behind essential action as climate impacts are powerfully felt in the world’s poorest nations. The countries responsible for driving climate disruption must act urgently to curb emissions —: exceeding anthropogenic global warming of 1.5°C will spell disaster. Actions agreed up to this point — even if fully delivered — come nowhere near being sufficient to ensure that. At the same time, more climate finance is crucial to support poorer countries to build resilience and effect their own green transitions. In this area too, the world is lagging, having failed to deliver the $100bn per annum of climate finance by 2020 that was first promised in 2009 at the Copenhagen COP. On top of the headline failure of volume there are also pressing needs to deliver more climate finance for adaptation, to vulnerable countries and to the local level – the communities at the frontline of the climate crisis.

We work with policy and research partners to redress the balance by helping vulnerable communities in low- and middle-income countries achieve climate resilience and development, and by pushing hard in every arena we can for ambitious global climate action.

Meeting the challenge

We worked closely with the Global Commission of Adaptation to support its locally-led action track, which focuses on expanding the amount of funding available for devolved and decentralised climate adaptation.

We developed the eight Principles for locally led adaptation to help ensure that local communities are empowered to lead sustainable and effective adaptation to climate change at the local level.

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The January 2021 Climate Adaptation Summit saw 40+ governments, organisations and grassroots movements endorse the Principles, and since then more nations have endorsed them.

We have been asked by the UK Government to support their Adaptation Action Coalition to take up the Principles and to explore how partner governments might be interested in applying them.

We continued our support for the Least Developed Countries (LDC) Group at the UN climate talks. CCG has for some years supported the LDC Group to develop their LDC Initiative for Effective Adaptation and Resilience (LIFE-AR). We provided support directly to the frontrunner countries via technical meetings on setting up national platforms. Our ambition team supported the LDCs to hold their first-ever international summit – the Thimphu Ambition Summit, in December.

The team also helped the LDC Group develop their approach to virtual coordination of negotiating positions and to respond to increasingly unremitting climate diplomacy opportunities.

We supported The Gambia to launch work on developing long-term, low-emission, climate-resilient strategies and continued work to build the capabilities of junior UNFCCC negotiators, including women negotiators, through phase four of the European capacity building initiative (ecbi).

Social protection is a key tool to support the poorest to adapt to climate change. We are supporting governments to develop innovative solutions to deliver climate resilience impacts for vulnerable rural communities in India. India’s Ministry of Environment, Forest and Climate Change and the Director of the Ministry of Rural Development endorsed our concept note titled ‘Strengthening Mahatma Gandhi National Employment Guarantee schemes contribution to climate resilience’.

We supported the UK’s Climate & Development Ministerial meeting in March, leading on the Access to Finance theme.

Lessons learned

The biggest lessons that we learned this year relate to the rapid transition to online work and the implications for our climate action partnerships.

We learned that we have the capacity to rapidly adapt to changing circumstances and redesign our work in collaboration with our partners.

Trust is essential: the high degree of trust that we have built up with both our donors and our partners in the LDC Group has been vital to finding new solutions during the pandemic.

It is possible to host lively, interactive dialogues online. We took our flagship Community-based Adaptation conference CBA14 online in September, managing to retain its highly interactive format. This was a successful event with a hugely engaged community. We shared the many lessons we learned with colleagues and external partners.

Obstacles and opportunities

Our focus on deliberative dialogues has been affected by COVID-19, with many events moving online or postponed.

The UK has been given very positive feedback on our role at the Climate & Development Ministerial, and the COP26 team are looking for us to continue this work over the coming six months – including supporting the Taskforce on Access to Finance.

We will provide continued support to the LDC Group to enable them to successfully transition to virtual diplomacy and leverage virtual meeting spaces to articulate their climate ambition and enable their vision of climate-resilient green economic recovery.

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The challenge: an assault on the natural world

We are in danger of losing the struggle to protect vital biodiversity, on land and in the ocean. A false choice between people and environment is causing many conservation efforts to overlook communities and lay waste to local livelihoods, as well as failing to protect wildlife. Meanwhile, agribusiness, extractives and other investment projects often take an aggressively short-term approach. Across the world, people who co-exist with, and rely on, natural resources — terrestrial and marine — see their rights and livelihoods eroded.

Environmental justice is at the heart of IIED. We believe solutions to the untenable pressures on the living planet must also be built on foundations of social justice. This can only be achieved through meaningful engagement with the people who feel the shifts in our natural world most keenly.

Meeting the challenge

Our legal tools team continued to explore how to support socio-legal empowerment in the context of international investment. The team produced numerous impactful media outputs, including a successful ‘ ’ multimedia longread .

The legal tools team also published a report showing how international legal measures could increase the cost of shifting to green energy. This report generated much interest and was the subject of an article in The Economist.

We signed an agreement for a new project on Advancing Land-based Investment Governance (ALIGN) which will run to 2025.

We continued our work on indigenous food systems, biocultural heritage and agricultural resilience. With partners in the UK, China, India and Kenya, we are researching indigenous food systems and the role of indigenous crops in agricultural resilience. The work is generating much interest.

The biodiversity team has continued to highlight nature’s role in delivering development outcomes for poor people. The team also continued work with the International Union for the Conservation of Nature (IUCN) to deliver an online learning series to help practitioners engage communities in tackling illegal wildlife trade. It has led online training on the SAGE methodology (site-level assessment for governance and equity) for potential facilitators in Bolivia and Honduras, Colombia and the Western Indian Ocean region.

In Cameroon, our partners in the LandCam project mobilised over 20 civil society organisations to draft a land policy document calling for an improved governance framework that recognises customary ownership and secures the rights of Indigenous Peoples and women. The document was presented to the Cameroon government.

IIED is a partner in the Forest and Farm Facility (FFF), a highly successful international collaboration that is providing support to forest and farm producer organisations across Africa, Asia and Latin America. A 2020 review of the impact of the last two years of FFF work shows: 58 policy changes driven by, and in favour of, organised forest and farm producer organisations (FFPOs); some 80 new or enhanced value-adding activities within FFPO businesses emerging from 259 business-related training events, as well as FFPO climate action scaled up across more than 70,000 hectares of forest landscape restoration.

Our project Empowering Producers in Commercial Agriculture (EPIC) supported small-scale rural producers in Malawi and Nepal, hosted webinars and published a research report summarising our work.

Lessons learned

Travel restrictions and the shift to online engagement can impede the discussion of sensitive issues . Pandemic-related travel restrictions are a particular challenge where shared understanding and genuine partnership on sensitive political or ground-reality issues is essential.

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The pandemic highlighted the vital role of local organisations in supporting resilience . Local organisations and their associations are the frontline in improving resilience and resisting regulatory rollback. We are analysing the sources of local organisational innovation - and how community organisations can be recognised and supported to cope with shocks and stresses.

Challenges and opportunities

As the pandemic’s economic consequences unfold, the policy space for regulating working conditions and secure livelihoods may shrink . Our team continues to analyse this.

The ‘build back better and greener’ agenda may offer opportunities for work that can explore innovations and long-needed policy reforms to support natural resource-based economies and resilience at the local level.

The challenge: increasing urban risk

We know the lowest-income nations will be home to the majority of urban growth over the coming decades. Increases in existing populations and the arrival of men, women and children will swell the cities of Africa and Asia. Climate change and conflict will play their part in mass movement. But these nations often lack the institutions and infrastructure necessary to counter the poverty, social exclusion and unhealthy environments that too often accompany dense, spiralling populations. The Sustainable Development Goals and the Paris Agreement cannot be achieved without towns and cities that are inclusive and resilient.

Our work in this area delivers on multiple fronts, placing local agency at the forefront for truly local-toglobal impacts.

Meeting the challenge

HSG staff responded rapidly to the coronavirus pandemic and worked with partners to highlight the pandemic’s impacts on low-income urban residents in the global South. Timely blogs helped establish our reputation as a source of reliable knowledge on the implications of COVID-19 in informal and lowincome urban areas. Outputs included coronavirus threat looms large for low-income cities by Cecilia Tacoli and Eric Fèvre and Dealing with COVID-19 in the towns and cities of the global South by Diana Mitlin.

We amplified community responses through a series of online reports on Grassroots Visions of Change, which gained a high readership.

We began work on a project that will compare the experiences of refugees and internally displaced persons (IDPs) in cities and camps. Working in four countries — Afghanistan, Ethiopia, Jordan and Kenya — we will look at how cities can better respond to protracted displacement.

We also began work with the African Cities Research Consortium to look at urban development in some of Africa’s biggest cities, using the lens of ‘cities as systems’. This consortium, led by the University of Manchester, has the potential to make significant contributions to urban research and practice across the continent.

Our flagship journal, Environment & Urbanization (E&U), remains a significant part of our outreach. Both 2020 issues focused on the roles of the state and communities in urban housing and land-use management. We initiated a rapid review process for papers on the pandemic and included a special section on this topic in the October issue.

Other notable outputs include a lively blog series on The transition to a predominantly urban world, curated by IIED senior fellow David Satterthwaite.

As part of an Impact and Learning Exercise, we began work on identifying the essential components for a Transformative Urban Recovery from COVID-19 in the global South. We convened two workshops and a related paper will be published later in 2021.

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Lessons learned

The context for urban research is changing. There is an ever-growing interest in urban issues, but often in ways that fail to prioritise the needs and priorities of low-income groups. We are considering how to address this.

COVID-19 will continue to profoundly affect many of the cities where we work. We are working with partners to understand the impacts that pandemic on low-income groups and to document how citizens groups are responding.

Obstacles and opportunities

HSG has been particularly hard-hit by the cuts to UKRI / Global Challenges Research Fund budgets. Three excellent research proposals which we submitted to UK Research funders were unsuccessful. We have been reprogramming work and actively seeking additional funding.

We anticipate that many new funding initiatives will be in the climate space and will analyse this in relation to urban issues. We will be producing various outputs on COVID-19 impacts in urban areas and will actively seek opportunities to deepen this work.

The challenge: unsustainable markets

From small family businesses to corporates, the private sector is struggling to keep pace with a host of global threats. Too often, good intentions fail to deliver real benefits for people or the environment, as businesses lack full knowledge of the supply chain or the realities on the ground.

Governments are also being challenged to count the true environmental, social and economic value of working with nature rather than exploiting it, from forests to fisheries. And until more equitable markets that preserve vital resources are a reality, our efforts to reduce poverty, combat climate change and protect biodiversity will suffer.

Transitions to a more sustainable and inclusive economy must address social, environmental and economic dimensions – this is crucial if we are to deliver the Sustainable Development Goals. We work to ensure that government and private sector policymaking treats inclusion and equality as central concerns, and that economic decision making fully includes the value of natural capital.

Meeting the challenge

The inclusive green economy team produced an influential paper on debt swaps to provide additional resources for climate, nature and post-COVID-19 recovery. The International Monetary Fund and the World Bank picked up on the work, and have established a platform with the UN and OECD on debt, climate and nature. Paul Steele and Sejal Patel were invited to join its technical advisory group. We secured funding to pilot the potential for swaps in four West African countries: Senegal, Mauritania, Cape Verde and Guinea Bissau.

The team also worked on innovative financing for biodiversity conservation, an issue receiving increasing attention ahead of the Kunming CBD COP. The paper was picked up by the media, and the Ecologist magazine produced an article based on this work.

The energy team are part of a consortium that won funding to provide technical assistance to Kenyan counties to support the devolution of energy to the county level. This recognises the innovative - technical approach for inclusive and cross sectoral planning that we have implemented in Kitui.

Financing access to energy, including leveraging private finance, continues to be an influential theme of the team’s work. A paper published in September looks at the potential for blending public and private finance to expand energy to renewable energy in Asia and Sub-Sharan Africa.

The food systems team secured a grant from the IKEA Foundation to help understand and define ‘planet positive agriculture’, and review evidence for transformative change in East African agriculture

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and food systems. We are engaging in the increased international debate around food systems, in part prompted by the UN Food Systems Summit. Alejandro Guarin was invited to lead the livelihoods theme of a flagship LANCET Countdown report on global food systems, to be produced annually for the next ten years.

The inclusive blue economy team continued exploring how governments can use fiscal instruments to deliver positive socioeconomic and environmental outcomes for sustainable and inclusive fisheries management. This includes research on the potential for impact investment to support effective management and sustainable financing of marine protected areas.

We also held our 7th Fish Night event, this time looking at gender equality in the seafood value chain. This online event attracted more than 200 participants.

Our work on inclusive and responsible business has been boosted by the focus on a green and inclusive recovery post COVID-19. We developed a framework for FCDO to assess companies’ commitment to and performance on climate, environment and social issues as part of the Business Partnerships for the Global Goals Programme.

IIED’s SSM Group hosts the secretariat for The Green Economy Coalition (GEC) - the premier civil society network campaigning for a global transition to green and fair economies. Co-founded in 2009 by IIED, IUCN, UNEP, and WWF, it now has a global membership of more than 50 organisations. It is strategically independent, and IIED is a member of the GEC steering committee.

GEC responded to the coronavirus pandemic by establishing a multi-stakeholder Green Recovery team and updating its Green Economy tracker with a COVID-19 policy tracker. Together with Partners for Inclusive Green Economy, it launched a policy statement setting out Ten Priority Options for a Just, Green & Transformative Recovery from COVID-19.

GEC is exploring the concept of a new social contract that would link human rights, economic reform and deliberative democracy. GEC also aims to create clarity around a policy ecosystem to support green small-to-medium enterprises. In January 2021, GEC and SEED organised an online roundtable on How small enterprises can be better supported as part of the COVID-19 Green Recovery.

GEC continues to build its decentralised, multi-country hub structure with national hubs on six continents. The GEC Amazon Green Economy Hub launched in September 2020, and GEC also secured two years’ funding to expand to an East African regional hub, based in Uganda and serving Kenya, Tanzania and Rwanda.

Lessons learned

The pandemic has disproportionately affected the livelihoods of the poorest and most excluded, especially women, in both developing and developed countries. This has far-reaching implications for inequality, both as the crisis continues and in the longer term. This makes IIED’s focus on addressing the needs of these groups even more relevant.

While we were able to adapt much of our ongoing work to virtual engagement and working more closely with partners, this has required working in different, often more time consuming, ways , for example, developing ways to carry out interviews virtually that still enable inclusive participation and enable women’s voices, in particular, to be heard. We need to build this additional time requirement into proposals in the short and medium term.

The inability to travel has had relatively little impact on relations with existing partners but it has been challenging to identify and establish new partnerships , particularly in new geographies for work. Establishing a central database of partner organisations and their areas of interest could help to address this.

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Obstacles and opportunities

Many teams saw work disrupted; for example, the inclusive green economy team’s work in Kenya and Sri Lanka on insurance for wildlife damage and a planned presentation about the work at the Oxford Wildlife conference were postponed.

We began developing new work looking at fisheries supply chains. This will complement our fiscal reform work by recording how the fish supply chain reacts to system shocks like COVID-19 and highlight the importance of building resilience strategies into fisheries management schemes.

We have been engaging in the debates around transition towards net zero and the potential for postCOVID-19 recovery to accelerate green and inclusive transition. Green minerals have a key role to play in renewable energy (eg batteries) and digital technology (eg cobalt) and we are working on responsible ASM cobalt in the DRC, through our engagement with the Global Battery Alliance.

The challenge: increasing inequality

The struggle for greater participation, rights and equality underpins every challenge we address. Accelerating elite wealth and growing inequality is undermining global solidarity and commitment to a shared future. Climate change, disruption to the world of work and disparities in access to digital technologies, if unchecked, will increase inequalities in income and power. In many countries, democratic freedoms and spaces for civic activism have declined. Women, as well as young, indigenous and disabled peoples, are among those who too often go unheard.

A determination to promote inclusion and justice runs through everything we do: informing how we work, where and with whom.

Meeting the challenge

The COVID-19 pandemic threatens to reverse years of work to reduce inequalities in developing countries. The world-wide shift to digital working exacerbates inequalities for those with poor online access and skills; public health responses to the pandemic (lockdowns) have been immensely damaging for those in the informal economy who receive no formal protection or sick pay; the burdens of caring for the sick fall disproportionately on women and girls; informal settlement dwellers are inevitably massively at risk due to high population densities and the lack of sanitary facilities; poor populations the world over are disadvantaged in accessing high quality healthcare; interruptions in schooling tend to damage those children whose hold on an education pathway is the most tenuous. Furthermore, the gross inequalities of access to vaccines and to stimulus finance threaten to impact poorer countries far harder than richer ones leading to huge inequalities in economic recovery trajectories.

We have highlighted COVID-19 stories of impact and resilience (particularly the significance of grassroots organisation in responding) on our website and engaged in developing policy responses with a particular focus on urban informal settlements.

IIED’s work in the climate space focuses heavily on issues of global climate justice, through our work to support the LDC Group in climate negotiations and our narratives on local action and local finance (‘Money Where it Matters’).

The Climate Change Group continued work to build the capabilities of junior and women UNFCCC negotiators and are also looking to pilot a mentoring programme for junior women negotiators from LDCs.

We supported the LDC Group and other partners with the rapid transition to virtual working arrangements in response to the pandemic. Our support has included consultations to understand partner's current technical and bandwidth capacities, identifying how best to engage with those unable to download documents or participate in webinars and exploring options to repurpose project funds to improve their online capability with partners and donors.

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We completed work with the World Bank and partners to understand how citizen engagement can strengthen socially just locally-led climate action. This included exploring potential ways forward using digital tools, and highlighting the importance of investing in the political capabilities of women and other excluded groups.

IIED's research has highlighted continuing commercial pressures on land across the global South and, in particular, the continuing lack of women's voice in land governance. We are working with partners in Ghana, Senegal and Tanzania on interventions to strengthening women's voices and improving the gender sensitivity of land policies. The latest phase of this project is testing innovative strategies to mainstream gender in approaches such as land demarcation and mapping, land-use planning and certification.

We also published series of blogs exploring core principles that can help to strengthen women's land rights.

Lessons learned

Unequal access to digital tools has profound implications for equity in diplomacy. As the world has moved online in response to the coronavirus pandemic, negotiators for less developed nations in international processes are at risk of being left behind. In November 2020, IIED surveyed climate negotiators for the LDCs to understand how COVID-19 has impacted their work. Of the 46 country teams that responded, 90 per cent agreed that poor internet access affected their ability to participate in virtual meetings. Some negotiators were unable to attend any online meetings on climate diplomacy. Others had to withdraw from UNFCCC committees because they could not access virtual discussions. These challenges exist in other international processes too.

Pandemic recovery stimulus funding can be used to drive structural change that addresses inequality and exclusion. There is growing agreement that in the wake of the pandemic, governments and institutions must not return to 'business as usual'. This provides an opportunity to address issues of inequality as governments seek to 'build back better' and support an inclusive, green and sustainable recovery.

Challenges and opportunities

The pandemic has highlighted the need to manage risk and build resilience among the most vulnerable. We need to assess multi-dimensional risks such as pandemics, climate hazards, economic shocks and ecosystem degradation, and how they can exacerbate inequalities. We are engaging with partners on how multi-dimensional risks are deepening inequality, and exploring the long-term resilience approaches we need.

The new emphasis on digital working will continue. We need to build on the learning of the last year to ensure that all of our staff and partners are able to participate equally online. IIED has an opportunity to provide leadership on digital inclusion within the sector. In particular, greater understanding and action around accessibility are needed.

Crosscutting themes

We have put a huge effort into our pandemic response , reprogramming work schedules, negotiating new arrangements with donors, finding new ways of working with partners and adapting to delivering work without travel. We prepared thoroughly in advance for the shift to home working and ensured that we maintained regular communication with staff during the lockdown. We launched discussions across IIED on re-orienting our research and organised a webinar with frame donors about the crisis. We quickly began publishing COVID-19 reports and comment, and developed guidance on research ethics in the era of coronavirus for when field travel can restart.

As part of our commitment to mainstream gender equality in our work, IIED researchers carried out a structured analysis of past and ongoing research to see how effectively we incorporated gender and intersectional inequalities into our work. We are reflecting on the result and looking at the next steps.

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We established a Race and Racism working group which has developed a draft work programme built on three headings: review, learn, reform. This is now moving to implementation. The goal is to strengthen our work on decolonising development and conservation practice, and to build IIED’s capability to be a leading organisation in anti-racist action both internally and externally.

Across the institute, a range of formal and informal learning initiatives helped us to manage our performance and integrate best practices.

Robust impact analysis helped strengthen our pandemic response. We established a COVID-19 Business Impact Analysis system, which has brought tremendous benefits in terms of timely and focused reporting, strategic insights, improved risk assessment and management, and internal communication.

We saw further examples of cross-team collaboration and synergies . For example, the MEL team has been working with the forest team to deliver a major review of the Global Environment Facility’s support for Sustainable Forest Management and Reducing Emissions from Deforestation and Forest Degradation. The review is assessing the impact and sustainability of the Global Environment Facility investment, which has been approximately $2.8 billion in grants and an additional $14 billion in cofinancing.

Looking ahead

The global pandemic shock continues. Low-income and vulnerable countries are being hardest hit, threatening decades of progress and exacerbating inequalities. The gross global inequalities of access to COVID-19 vaccines threatens to leave poorer countries mired in the pandemic for years while richer ones are able to protect their populations and restart their economies. While many rich countries have secured enough vaccine supply to vaccinate their populations many times over, less than 1% of vaccine doses administered so far have been in Africa – and that number is still declining. The long-term implications for international solidarity and the capacity to act in our common interest are potentially severe.

In the shorter term, the outlook for IIED in the coming year has some significant uncertainties. Challenges include a tough funding environment, restrictions on travel, changed working environments and the potential for the pandemic to continue to shift geopolitics in unexpected ways.

There are also opportunities, such as the resumption of important international meetings on global issues and the possibility of using pandemic recovery stimulus spending to drive structural change in ways that tackle key crises.

On funding, we are responding on multiple fronts, including: starting a programme of outreach to philanthropies, thinking about bids to the reviving US climate finance market and the private sector, exploring consultancy opportunities, undertaking outreach to grow our group of frame donors, exploring bidding for non-ODA research opportunities, and extending our contact network in the EU.

We have established the legal entity and governance structure for IIED-Europe. It is clear that the European Commission will be a major site of policy leadership on a global scale on sustainable development, and IIED-Europe will enhance our ability to participate in this.

The pandemic and broader changes have accelerated the need for us to think about what processes we may need improve or introduce to ensure that IIED can be fit for the next 5-10 years. We have begun a wide-ranging conversation across the institute about long-term change which is laying the groundwork for IIED’s next five-year strategy by stimulating creative thinking at all levels.

Some early points to emerge include:

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We will pursue all of these ideas over the coming year. We have also commissioned our five-yearly External Review which takes place during 2021 and will report back at the end of FY22. This will consider the context in which IIED works, assess our impact and provide recommendations about our future strategy and approach to help inform the next 5-10 years of our work. The External Review will be published on our website.

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Finance review

The statement of financial activities and balance sheet prepared by the trustees is set out on pages 32 to 33 and demonstrates a strong performance despite a wholly unpredictable environment:

IIED has no public fundraising activity and is not a grant making organisation; instead it works in collaboration with its partners, resulting in no fundraising activity and grant making disclosures being given.

Key management remuneration

IIED’s senior management team is paid according to the pay scale negotiated with the union, and is benchmarked against similar organisations. Two salaries are outside the pay scale (director, chief operating officer) and were agreed with the union prior to recruitment.

Investment policy

We invested our cash in fixed-term deposits during 2020/21. This policy produces an acceptable rate of return while giving us flexibility to access funds.

Related parties

Some IIED trustees are also trustees of other charities or directors or senior officers in other organisations IIED works with as a normal part of its research activities. Where such work involves payment, they enter into arm’s length contracts and any payments related to these contracts are detailed in Note 11 to these accounts. The Board operates a conflicts of interest policy.

Risk management

IIED’s trustees are ultimately responsible for risk management and the effectiveness of our internal control systems. The scheduled reviews of institutional risk took place in 2020/21 (twice at full Board and twice at FARA). Regular review of the risk management process is delegated to FARA, which also oversees an assurance programme.

Throughout 2020/21, the institute continued to produce detailed reports every two months (in addition to monthly management accounts) on the impact of the pandemic on the business (income, operations, partners) which were shared with trustees.

During 2020/21, IIED notified the Charity Commission of one serious incident relating to potential loss following an audit of a project. Further detailed review of the project’s finances took place, the significant majority of the findings were resolved, and the project’s funder covered its costs in full. A review of project financial management and audit assurance, roles and responsibilities was carried out and new training and documentation developed. The Charity Commission closed the incident.

Key risks

As 2020/21 started, the ensuing year with the global pandemic and its impact on the institute’s operations could not have been predicted. At the beginning of the year, IIED established a Coronavirus Response Team to monitor and respond to internal and external risks and issues. The impact of COVID-19 was addressed in the following ways:

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Other strategic risks to IIED continue to be political in origin:

Reserves policy

IIED’s reserves policy is aligned with the new five-year strategy launched in April 2019.

To protect the organisation and its charitable programme against the risks of funding loss through income shortfalls and other unexpected financial losses, IIED’s reserves policy sets a target for total unrestricted reserves of approximately four months of operating costs and staff salaries less liabilities from employee benefits. This is c£2.2 million: trustees have therefore set the target range of free reserves (being total funds less restricted and designated funds) at between £1.9 million and £2.5 million.

Total funds at 2020/21 year end are £2.5m (2020: £2.6m). The total free reserves have decreased to £2.2m (2020: £2.4m), within the target range endorsed by the Board.

Plans for future periods

The preceding trustees’ report provides information about research plans for future periods. Key crosscutting institutional initiatives for 2021/22 include:

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Statement of going concern

IIED had a financially stable year in 2020/21. A small loss was made, but there is a pipeline of projects for 2021/22 which gives IIED reassurance about the short- to medium-term future. IIED is funded through income from charitable activities in relation to commissioned research, both practical and academic, and contracted income for 2021/22 is at the mid-year point similar to the levels achieved in previous years.

Throughout 2020/21 and into 2021/22, IIED has been closely monitoring the delivery of its projects, including the ability of partners to carry out research. Although COVID-19 did impact the delivery of some projects, these delays have not been significant. The primary COIVD-related impact was the loss of UKRI funding to two major programmes, but one was approaching closure and adapted its final year programme, and the other has already had some success in generating alternative income to continue the majority of its work.

Trustees have continued to receive monthly management accounts and two-monthly updates on the impact of COVID-19, with information about mitigating actions. The trustees considered a number of factors when forming their conclusion as to whether the use of the going concern basis is appropriate when preparing these financial statements. These factors have included the key risks and uncertainties in the context of IIED’s operations (including COVID-19), and a review of the budget and forecasts to December 2022.

IIED will continue to carefully monitor its pipeline, contracted income, and expenditure, particularly core costs, to minimise any draw on reserves during 2021/22.

Having regard to the above, the trustees believe it is appropriate to adopt the going concern basis of accounting in preparing the financial statements.

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Statement of trustees’ responsibilities

The trustees (who are also directors of IIED for purposes of company law) are responsible for preparing the trustees’ report, which includes the strategic report and the financial statements for the relevant year, in accordance with applicable law and the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires trustees to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charitable company, including its income and expenditure for that period. In preparing these financial statements, the trustees are required to:

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

In so far as the trustees are aware:

Auditors

Crowe U.K. LLP has indicated its willingness to continue in office and in accordance with the provisions of the Companies Act, we propose that they be re-appointed auditors for the ensuing year.

This annual report of the trustees, under the Charities Act 2011 and Companies Act 2006, was approved by the Board of Trustees on 22 September 2021, including approving in their capacity as company directors the strategic report contained therein, and is signed as authorised on its behalf by:

Dr Tara Shine

Chair

Date: 22 September 2021

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Independent Auditor’s Report to the Members and Trustees of International Institute for Environment and Development

Opinion

We have audited the financial statements of International Institute for Environment and Development (‘the charitable company’) for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion based on the work undertaken in the course of our audit

Matters on which we are required to report by exception

In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 27, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Acts and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an

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audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focussing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011, The Charities and Trustee Investment (Scotland) Act 2005 and taxation legislation, together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company for fraud. The laws and regulations we considered in this context for the UK operations were employment legislation, health & safety legislation, General Data Protection Regulation (GDPR) and Anti-fraud, bribery and corruption legislation.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of grant and contract income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, and the Finance, Audit & Risk Assessment Committee about their own identification and assessment of the risks of irregularities, sample testing and data analytics on journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, sample testing of grant and contract income, and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed noncompliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

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Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company’s trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Nicola May

Senior Statutory Auditor

For and on behalf of

Crowe U.K. LLP Statutory Auditor London, UK

29 October 2021

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Statement of financial activities (incorporating an income and expenditure account) for the year ended 31 March 2021

Note Unrestricted Restricted Total Unrestricted Restricted Total
Funds £ funds £ 2021 £ Funds £ funds £ 2020 £
INCOME AND EXPENDITURE
Income from
Bank interest 2,236 - 2,236 11,398 - 11,398
Charitable activities
Commissioned studies and research income was received in the following areas of activity:
Climate change 1,107,003 3,574,657 4,681,660 518,882 4,423,402 4,942,284
Natural resources 619,561 5,450,389 6,069,950 88,271 2,288,793 2,377,064
Sustainable markets 162,702 1,326,825 1,489,527 1,022,606 858,037 1,880,643
Human settlements 211,706 1,920,887 2,132,593 1,161,006 5,070,934 6,231,940
Green economy coalition - 1,256,363 1,256,363 - 521,910 521,910
Partnerships and development 993,466 82,717 1,076,183 21,908 1,312,261 1,334,169
Communications and publications 4,669 1,020,128 1,024,797 17,475 1,067,227 1,084,702
Other 361,114 97,733 458,847 31,825 - 31,825
Total incoming resources 13 3,462,457 14,729,699 18,192,156 2,873,371 15,542,564 18,415,935
Expenditure on
Charitable activities
•Commissioned studies and research 2 3,213,012 15,078,752 18,291,764 2,858,129 15,721,809 18,579,938
Total resources expended 3,213,012 15,078,752 18,291,764 2,858,129 15,721,809 18,579,938
Net income/(expenditure) 249,445 (349,053) (99,608) 15,242 (179,245) (164,001)
Transfers between funds 8 (349,053) 349,053 - (179,245) 179,245 -
Net movement in funds (99,608) - (99,608) (164,003) - (164,003)
Funds brought forward at 1 April 2020 2,604,952 - 2,604,252 2,768,955 - 2,768,955
Funds carried forward at 31 March 2021 9 2,505,344 - 2,505,344 2,604,952 - 2,604,952

All amounts relate to continuing operations. There are no other recognised gains and losses other than those shown above.

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Balance sheet as at 31 March 2021 31 March 2021 31 March 2021
Note 2021 2020
£ £
Fixed assets
Tangible fixed assets 4 211,755 344,718
Intangible fixed assets 5 132,915 206,455
344,670 551,173
Current assets
Stocks - -
Debtors 6 2,258,893 3,692,793
Cash at bank and in hand 6,545,229 3,920,080
8,804,122 7,612,873
Liabilities
Amounts falling due within one year 7 (1,995,678) (1,695,846)
Deferred revenue (4,647,769) (3,863,248)
(6,643,447) (5,559,094)
Net current assets 2,160,675 2,053,779
Amounts falling due after more than one - -
year
Net assets 8 2,505,345 2,604,952
Funds
Unrestricted reserves 9 2,160,675 2,406,838
Designated reserves 9 344,670 198,114
Total funds 8 2,505,345 2,604,952

Approved by the Board of Trustees on 22 September 2021

and signed on its behalf by:

Dr Tara Shine ................................................……

Les Campbell ................................................……

Registered company number: 2188452

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Cash flow statement for the year ended 31 March 2021

March 2021
2021 2020
£ £
Net incoming resources (99,608) (164,003)
Interest received (2,236) (11,398)
Foreign exchange 213,868 (89,246)
Depreciation 260,358 333,082
Disposals of tangible fixed assets 4,214 -
Increase / (decrease) in deferred revenue 784,521 999,328
(Increase) / decrease in debtors 1,433,901 1,557,231
Increase / (decrease) in creditors 299,832 (1,213,057)
Net cash used in operating activities 2,894,850 1,411,937
Cash flows from investing activities
Purchase of tangible fixed assets (58,069) (246,734)
Interest received 2,236 11,398
Foreign Exchange (213,868) 89,246
Net cash provided by (used in) investing activities (269,701) (146,090)
Increase in cash during the year 2,625,149 1,265,847

Analysis of changes in cash during the year

year
2020 Change in year 2021
£ £ £
Cash at bank and in hand 3,920,080 2,625,149 6,545,229
3,920,080 2,625,151 6,545,229

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Notes to the Financial Statements for the year ended 31 March 2021

1. Accounting policies

Basis of preparation

The financial statements have been prepared on a going concern basis under the historical cost convention and in accordance with the Charities SORP (FRS102) applicable to charities preparing their accounts in accordance with FRS102 the Financial Reporting Standard applicable in the UK and Republic of Ireland and the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 and UK Generally Accepted Practice as it applies from 1 January 2015.

IIED meets the definition of a public benefit entity under FRS 102.

Going Concern

IIED had a financially stable year in 2020/21. A small loss was made, but there is a pipeline of projects for 2021/22 which gives IIED reassurance about the short- to medium-term future. IIED is funded through income from charitable activities in relation to commissioned research, both practical and academic, and contracted income for 2021/22 is at the mid-year point similar to the levels achieved in previous years.

Throughout 2020/21 and into 2021/22, IIED has been closely monitoring the delivery of its projects, including the ability of partners to carry out research. Although COVID-19 did impact the delivery of some projects, these delays have not been significant. The primary COIVD-related impact was the loss of UKRI funding to two major programmes, but one was approaching closure and adapted its final year programme, and the other has already had some success in generating alternative income to continue the majority of its work.

Trustees have continued to receive monthly management accounts and two-monthly updates on the impact of COVID-19, with information about mitigating actions. The trustees considered a number of factors when forming their conclusion as to whether the use of the going concern basis is appropriate when preparing these financial statements. These factors have included the key risks and uncertainties in the context of IIED’s operations (including COVID-19), and a review of the budget and forecasts to December 2022.

IIED will continue to carefully monitor its pipeline, contracted income, and expenditure, particularly core costs, to minimise any draw on reserves during 2021/22.

There are no material uncertainties which cast doubt on the entity’s ability to continue as a going concern.

Having regard to the above, the trustees believe it is appropriate to adopt the going concern basis of accounting in preparing the financial statements.

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Income recognition

All incoming resources becoming available to the institute are recognised in the Statement of Financial Activities on the basis of entitlement, there is sufficient probability of receipt and the amount can be quantified with reasonable accuracy. In respect of unrestricted income and restricted income not tied to time-limited grants, income is recognised as soon as it is prudent and practicable to do so. In the case of performance related grant or long-term contract income, income entitlement is considered to be conditional upon the delivery of a specified level of service, in accordance with FRS 102 and the Charities SORP. Income is therefore recognised to the extent the charity has delivered the service or activity. The time or expenditure incurred to date, as appropriate, is used as a reasonable estimate or approximation of the charity’s performance and so income entitlement. Any such income not recognised in the year will be carried forward as deferred income and is included in liabilities in the balance sheet to reflect the matching of such income with future activities.

Incoming resources subject to restrictions

Grants and donations given for specific purposes are credited to a restricted fund, against which expenditure for that purpose is charged. Expenditure includes direct staff costs, other direct costs and, by agreement with the donors, an allowance for overheads calculated as a percentage of direct staff costs. The element of the overhead allowance that represents running costs which cannot be separately identified to a specific piece of work is credited to unrestricted funds in the Statement of Financial Activities (see note 3).

Critical accounting judgements and key sources of estimation uncertainty

In the application of the charity’s accounting policies, trustees are required to make judgements, estimates, and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects the current and future periods.

In the view of the trustees, no assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.

Expenditure

All expenditure is accounted for on an accrual basis.

Resources expended on Charitable Activities comprises all expenditure directly relating to the objects of the institute and includes the cost of supporting charitable activities and projects.

Governance costs include the costs of governance arrangements which relate to the general running of the charity as opposed to the direct management functions inherent in generating funds, service delivery and programme or project work. These activities provide the governance infrastructure which allows the charity to operate and to generate the information required for public accountability. They include the strategic planning processes that contribute to future development of the charity.

Support costs include the costs of the central office functions of finance, human resources, information technology and premises costs. The basis of the cost allocation of support has been explained in note 3 to the accounts.

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Financial instruments

The Charity has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at the present value of future cash flows (amortised cost). Financial assets held at amortised cost comprise cash at bank and in hand, short term cash deposits and the group’s debtors excluding prepayments. Financial liabilities held at amortised cost comprise the group’s short- and long-term creditors excluding deferred income. No discounting has been applied to these financial instruments on the basis that the periods over which amounts will be settled are such that any discounting would be immaterial.

Fixed assets

Tangible and Intangible assets are stated at cost less depreciation. Depreciation is provided using the straight line method over the following estimated useful lives:

Leasehold improvements: Remaining period of lease

Office furniture and equipment: 5 years

Computer hardware: 3 years

Computer software: 5 years

Additions below £500 are taken straight to the SOFA under support costs.

Cash and cash equivalents

Cash and cash equivalents include deposits repayable on demand without penalty. Short term money market deposits, and fixed-term cash deposits which do not meet this criterion are held under current assets as short-term deposits.

Provisions

Provisions are recognised when the Charity has a present legal or constructive obligation arising as a result of a past event, it is probable that an outflow of economic benefits will be required to settle the obligation and a reliable estimate can be made. Provisions are measured at the present value of the expenditures expected to be required to settle the obligation using a rate that reflects current market assessments of the time value of money and the risks specific to the obligation. The increase in the provision due to the passage of time is recognised as an interest expense.

Exchange rates

Assets and liabilities are translated at the appropriate exchange rates ruling at the balance sheet date. Transactions denominated in foreign currencies are translated at the rates prevailing at the transaction date. Any exchange adjustments arising are dealt with in the appropriate fund.

Leases

Rental payments under operating leases are charged against income on a straight-line basis over the period of the lease.

Unrestricted funds

Unrestricted funds are available to be spent on any purpose within the institute's overall charitable objectives. Within unrestricted funds, designated funds are those set aside by the trustees to meet a specific need or fund activities.

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Notes to the Financial Statements (continued)

2. Analysis of total resources expended

Programme Payments to Support 2021 2020
costs collaborating entities costs Total Total
£ £ £ £ £
Charitable activities
Commissioned studies
and research
Climate change 2,582,792 237,927 951,710 3,772,429 5,960,918
Natural resources 2,095,040 2,815,645 1,656,864 6,567,549 5,242,416
Sustainable markets 1,043,260 52,881 369,838 1,465,979 2,212,504
Human settlements 888,011 1,073,370 661,769 2,623,150 2,014,048
Green economy coalition 727,997 423,029 388,356 1,539,382 751,118
Strategy and learning 700,359 5,104 238,023 943,486 1,049,207
Communications and 1,031,695 - 348,094 1,379,789 1,349,727
publications
9,069,154 4,607,956 4,614,654 18,291,764 18,579,938

Foreign exchange gains and losses recognised in the year amounted to a loss of £213,868 (2020: gain £89,246)

3. Support costs

3. Support costs
2021 2020
£ £
Premises 895,332 1,382,901
Finance 1,369,472 1,073,628
Director's office/trustees 656,998 539,787
IT services 596,556 573,403
Human resources 1,037,004 549,321
Systems development 59,292 6,181
Total 4,614,654 4,125,221

Support costs are allocated to activities as follows: - Programme costs on the basis of staff time spent on each activity Publications - on the basis of staff time spent on each activity - Payments to partners a % based on the size of the payment Governance costs - on the basis of staff time Management costs - on the basis of staff time

Programme costs-on the basis of staff time spent on each activity
Publications-on the basis of staff time spent on each activity
Payments to partners-a % based on the size of the payment
Governance costs-on the basis of staff time
Management costs-on the basis of staff time
2021 2020
£ £
Audit fees
Statutory audit 31,000 28,950
Grant audit 96,994 42,900
Other non-assurance services 5,220 -
Total 141,896 69,730
Governance costs amounted to £46,444(2020: £78,928)
Resources expended include operatinglease rentals of £368,376(2020: £541,314)

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Notes to the Financial Statements (continued)

4. Tangible fixed assets

Leasehold Furniture Office and Total
improvements and fixtures computer £
£ £ equipment
£
Cost
At 1st April 2020 1,680,004 201,298 427,896 2,309,198
Additions 5,735 2,114 50,220 58,069
Disposals (1,573,457) (5,149) (268,882) (1,847,488)
At 31 March 2021 112,282 198,263 209,234 519,779
Depreciation
At 1st April 2020 1,480,983 174,252 309,245 1,964,480
Charge for year 112,792 8,887 65,139 186,818
Disposals (1,573,457) (5,149) (264,668) (1,843,274)
At 31 March 2021 20,318 177,990 109,716 308,024
Net book value
At 31 March 2021 91,964 20,273 99,518 211,755
At 1st April 2020 199,021 27,046 118,651 344,719

5. Intangible fixed assets

Computer Total
software £
£
Cost
At 1st April 2020 367,699 367,699
Additions - -
Disposals - -
At 31 March 2021 367,699 367,699
Depreciation
At 1st April 2020 161,244 161,244
Charge for year 73,540 73,540
Disposals - -
At 31 March 2021 234,784 234,784
Net book value
At 31 March 2021 132,915 132,915
At 1st April 2020 206,455 206,455

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Notes to the Financial Statements (continued)

6. Debtors

6. Debtors
2021 2020
£ £
Less than one year:
Grants receivable 745,058 1,646,669
Accrued income 1,157,588 1,479,411
Other debtors 77,767 33,951
Prepayments 278,480 532,762
Total debtors 2,258,893 3,692,793

7. Creditors: amounts falling due within one year

2021 2020
£ £
Trade creditors 996,999 593,313
Accruals 626,941 420,598
Other creditors 3,997 427,504
Social security and other taxes 367,741 254,431
Total 1,995,678 1,695,846
1 April Incoming Resources 31 March
2020 resources expended 2021
£ £ £ £
Deferred revenue 3,863,248 14,729,700 13,945,179 4,647,769

8. Analysis of net assets between funds

Unrestricted Designated Restricted Total
£ £ £ £
Tangible fixed assets - 211,755 - 211,755
Intangible fixed assets - 132,915 - 132,915
Debtors 356,247 - 1,902,646 2,258,893
Cash 2,435,366 - 4,109,863 6,545,229
Creditors (630,938) - (1,364,740) (1,995,678)
Deferred income - - (4,647,769) (4,647,769)
Net assets 2,160,675 344,670 - 2,505,345

2020

2020
Unrestricted Designated Restricted Total
£ £ £ £
Tangible fixed assets 146,604 198,114 - 344,718
Intangible fixed assets 206,455 - - 206,455
Debtors 566,713 - 3,126,080 3,692,793
Cash 2,474,735 - 1,445,345 3,920,080
Creditors (848,102) - (847,744) (1,695,846)
Deferred income (139,567) - (3,723,681) (3,863,248)
Net assets 2,406,838 198,114 - 2,604,952

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Notes to the Financial Statements (continued)

9. Unrestricted reserves

1st April Income Transfers Resources 31st March
2020 £ £ expended 2021
£ £ £
Total unrestricted reserves 2,406,838 3,462,457 (495,609) (3,213,011) 2,160,675
Designated funds
Fixed Asset Fund - - 344,670 - 344,670
Building and capital fund 198,114 - (198,114) - -
Total reserves 2,604,952 3,462,457 (349,053) (3,213,011) 2,505,345
1st April Income Transfers Resources 31st March
2019 £ £ expended 2020
£ £ £
Total unrestricted reserves 2,496,689 2,873,371 (179,245) (2,783,977) 2,406,838
Designated funds
Building and capital fund 272,266 - - (74,152) 198,114
Total reserves 2,768,955 2,873,371 (179,245) (2,858,129) 2,604,952

Building and Capital Fund: In FY20 IIED made an increase in the dilapidations provision which was payable under the terms of the lease on the Gray’s Inn Road office. The site was vacated in December 2020, a payment in lieu agreed with the landlord and unused funds returned to free reserves.

As IIED has moved out of the Gray’s Inn Road office the designated fund has been repurposed to a fixed asset fund and the opening balance of the Building and Capital fund has been transferred in during the year

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Notes to the Financial Statements (continued)

10. Employees

10. Employees
2021 2020
No. No.
The number of employees during the year was: 140 133
Number of part time employees in above 28 33
The aggregate remuneration paid to employees was: £ £
Wages and salaries 7,015,039 6,210,239
Social security costs 750,211 664,847
Other pension costs 508,291 462,940
8,273,541 7,338,026
The number of staff whose remuneration fell within each of 2021 2020
the following bands was:
£110,000-£119,999 1 -
£100,000-£109,999 - 1
£90,000-£99,999 1 -
£80,000-£89,999 11 1
£70,000-£79,999 8 10
£60,000-£69,999 9 11

Termination payments of £20,602 were made in the year (2020: £nil). No amounts were outstanding at the year end.

The key management personnel of the charity comprise the trustees, the Director, Chief Operating Officer, Director of Climate Change, Director of Communications, Director of Human Settlements, Director of Natural Resources, Director of Strategy and Learning and Director of Sustainable Markets. The total employee benefits of the key management personnel of the charity were £821,439 (2020: £805,023).

No company pension scheme existed at 31 March 2021. Contributions are paid on behalf of employees to independently administered money purchase plans. The cost to the Group during the year was £508,291 (2020: £462,940).

11. Related Parties

During the year no trustee received remuneration (2020: £nil). Where claimed, expenses incurred on the institute's business were reimbursed. The total claimed during the year was £0 (2020: £30,075). The number of trustees claiming expenses was 0 (2020: 17).

Payments were made in respect of Director's expenses incurred for the management of the charity of £172 during the year (2020: £15,655)

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Notes to the Financial Statements (continued)

12. Commitments

At 31 March 2021 the company had annual commitments under non-cancellable operating leases as set out below:

Land and 2021 Land and 2020
buildings other buildings other
£ £ £ £
Operating leases which expire in less than one year 279,333 - 327,667 19,633
Operating leases which expire within one to five years 367,527 - 129,333 6,544
Operating leases which expire over five years - - - -

IIED had commitments on contracts to partners of £10.6m at the year end (2020 £5.9m), £5.9m due in less than one year and £4.7m due within one to five years. Payments are contingent upon specific funder-related milestones being met and have therefore not been included within grant liabilities

IIED holds a lease signed in October 2020 for rent of London office premises for a term of 30 months at £12,000 per calendar month for 3 months and £20,000 per month thereafter.

IIED currently rents Edinburgh office premises at the rent of £36,000 per annum to May 2021 and thereafter £40,000 per annum to July 2024.

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13. Income

13. Income
2021 2020
£ £
Donors
Government and government agencies 9,768,212 9,930,873
International and multilateral agencies 2,667,884 2,576,051
Foundations and NGOs 6,067,900 7,325,145
Corporate 792,269 1,896,384
Donor income received 19,296,265 21,728,453
Other Income
Interest receivable 2,236 11,398
Other Income received 2,236 11,398
Total 19,298,501 21,739,851
Add: Income deferred from prior year 3,863,247 2,863,920
Less: Income due to prior year (1,479,411) (3,804,000)
Add: Income due from next year 1,157,588 1,479,411
Less: Income deferred to next year (4,647,769) (3,863,247)
Total incoming resources 18,192,156 18,415,935
Government and Government Agencies
Sida Sweden 3,360,733 2,893,131
Irish Aid Ireland 2,697,104 1,799,045
DFID-FCDO United Kingdom 2,284,129 1,221,884
Department for Environment, Food & Rural Affairs United Kingdom 448,353 616,742
The Secretary of State for Health United Kingdom 398,941 598,647
Federal Ministry for the Environment, Nature Germany 220,795 1,180,824
Conservation and Nuclear Safety (BMU)
Ministry of Economic Growth and Job Creation Jamaica 149,473 -
Ministry of Environment, Sweden Sweden 145,555 164,027
German Institute for Development (DIE) Germany 36,697 77,559
GIZ Germany 18,122 1,741
GIZ Germany 1,016 95,670
Niger Basin Authority Niger - 42,121
Embassy of Sweden, Kenya Kenya - 845,597
Ministry of Foreign Affairs, Ireland Ethiopia - 384,001
Amounts less than £10,000 7,294 9,890
Total Government & Government Agencies 9,768,212 9,930,879
International and Multilateral Agencies
European Commission Belgium 1,322,578 1,590,733
Asian Development Bank Philippines 400,030 186,181
World Bank Malaysia 291,502 286,380
United Nations Food and Agriculture Italy 203,388 266,582
Organisation (FAO)
United Nations Development Programme USA 99,821 -
(United States)
The Collaborative Africa Budget Reform Initiative South Africa 61,491 -

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2021 2020
£ £
UNDP Thailand Thailand 35,572 -
UNDP, Bangladesh Bangladesh 34,159 -
UNEP, Nairobi Kenya 31,471 -
Regional Centre for Mapping of Resources Kenya 26,820 -
United Nations Office for Disaster Risk Switzerland 23,283 -
UN Human Settlements Programme, Kenya Kenya 20,283 16,806
World Food Programme Italy 18,684 -
United Nations Office for Project Services Denmark 16,136 30,164
(UNOPS)
United Nations Environment Programme Switzerland 15,311 -
(Switzerland)
Organisation For Economic Co-Op & France 13,620 42,969
Development
International Fund for Agricultural Development Italy 4,462 4,462
(IFAD)
United Nations Development Programme Switzerland - 118,480
(Switzerland)
United Nations Environment Programme (Asia & Thailand - 11,789
Pacific)
Commonwealth Secretariat United Kingdom - 10,354
Amounts less than £10,000 49,273 11,151
Total International & Multilateral Agencies 2,667,884 2,576,051
Foundations and NGOs
Economic and Social Research Council (ESRC) United Kingdom 2,512,430 2,056,488
MAVA Foundation Switzerland 845,432 850,949
The British Academy United Kingdom 299,204 177,399
IKEA Foundation Netherlands 260,413 -
WellspringPhilanthropic Fund USA 255,742 350,989
World Resources Institute (WRI) USA 172,321 300,825
University of Manchester United Kingdom 169,218 92,571
Hivos Netherlands 165,234 679,166
Oxford Policy Management United Kingdom 130,138 17,466
University of Southampton United Kingdom 97,714 56,549
Stockholm Resilience Centre Sweden 89,396 225,694
Arts & Humanities Research Council United Kingdom 87,896 86,958
Arcus Foundation United Kingdom 80,670 73,395
Sustainable Environment Management Action Tanzania 69,341 -
FSD Africa Kenya 64,046 -
LTS International Ltd United Kingdom 63,696 142,670
Jamma International United Kingdom 61,380 -
WWF Netherlands Netherlands 58,598 87,585
Schmidt Family Foundation USA 57,911 82,395
IUCN, Switzerland Switzerland 50,429 -
World Conservation Monitoring Centre United Kingdom 42,211 11,468
Open Society Foundations USA 41,849 -
Global Wildlife Conservation USA 35,744 38,921
European Climate Foundation Netherlands 34,214 99,465
International Union for Conservation of Nature Kenya 33,176 -
International Livestock Research Institute Kenya 30,354 109,709
Ground Truth Solutions Austria 27,764 -
Engineering and Physical Sciences Research United Kingdom 26,303 -

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2021 2020
£ £
International Budget Partnership USA 24,550 -
IHA Sustainability Ltd. United Kingdom 22,500 -
Meridian Institute USA 16,350 -
Sustainable Market Foundation USA 14,535 -
Loughborough University Enterprises Limited United Kingdom 13,389 -
Practical Action UK United Kingdom 11,780 -
Institute of Development Studies (IDS) United Kingdom 9,254 16,758
WWF International Switzerland 7,185 12,977
University of Edinburgh United Kingdom 6,314 6,635
United Cities and Local Governments Spain 4,801 19,737
Mercy Corps USA USA 4,036 98,955
WWF Sweden Sweden 2,063 64,532
WYG International Ltd United Kingdom 1,703 239,412
Sustainable Use and Livelihoods Specialist Group Australia 1,536 6,248
Near East Foundation USA - 198,607
New Venture Fund USA - 156,587
Overseas Development Institute United Kingdom - 140,995
Charles Stewart Mott Foundation United Kingdom - 79,770
Global Center on Adaptation Netherlands - 77,876
University of Evora Portugal - 56,592
International Union for Conservation of Nature Burkina Faso - 52,506
Christian Aid United Kingdom - 51,999
International Land Coalition Italy - 49,016
Tufts University USA - 44,826
Royal Society for the Protection of Birds United Kingdom - 40,000
Wellcome Trust United Kingdom - 35,456
Eventbrite United Kingdom - 32,580
International Institute for Sustainable Canada - 23,548
Development
Institute of International Education USA - 21,832
ENDA Pronat Senegal - 19,077
Strathclyde University United Kingdom - 18,523
University of Oxford United Kingdom - 17,491
TRAFFIC International United Kingdom - 15,720
Wellbeing Economy Alliance United Kingdom - 15,000
British Council United Kingdom - 12,900
International Union for Conservation of Nature South Africa - 10,740
Conservation Through Public Health Uganda - 10,424
Climate-KIC Holding B.V. Netherlands Netherlands - 10,218
Global Resilience Partnership Sweden - 4,200
Other amounts less than £10,000 65,080 122,744
Total Foundations and NGOs 6,067,900 7,325,145
Corporate
PricewaterhouseCoopers London United Kingdom 470,111 585,579
Pricewaterhousecoopers Limited, Kenya Kenya 89,650 276,978
DAI Global Belgium SRL Belgium 44,827 78,067
Le Groupe-conseil baastel ltée Canada 43,656 12,392
SAGE Publications Ltd United Kingdom 43,467 41,606
Simusolar Tanzania 29,935 -
E-SUD DEVELOPPEMENT France 17,417 -
Unilever United Kingdom 15,833 -

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2021 2020
£ £
The Palladium Group United Kingdom 15,461 -
Mott MacDonald Ltd United Kingdom 11,150 -
Altair Asesores S.L. Spain 6,188 42,227
KPMG International (UK) United Kingdom - 606,907
KPMG East Africa Mauritius - 191,268
DAI Europe LTD United Kingdom - 26,732
IPE Global limited India - 20,525
Amounts less than £10,000 4,574 14,103
Total Corporate 792,269 1,896,384

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14. Payments to collaborating organisations

2021 2020
£ £
Payments to organisations
Le Centre pour I'Environnement et le Developpement Cameroon 562,919 282,200
Samuel Hall Kenya 347,438 -
Columbia Center on Sustainable Investment USA 264,703 -
University of Oxford Great Britain 180,316 133,289
Namati USA 171,016 -
The Environment and Climate Research Center Ethiopia 166,521 -
University of the Witwatersrand South Africa 142,592 -
Cardiff University Great Britain 133,872 -
Women’s Legal Resources Centre Malawi 124,576 47,450
Reseau de lutte contre la Faim (RELUFA) Cameroon 121,877 88,497
University College London Great Britain 119,617 123,566
University of Reading Great Britain 108,249 112,202
Urban Health Resource Centre India 101,845 123,690
Training and Resource Support Centre Zimbabwe 100,087 57,434
Finance Watch Belgium 86,929 -
M.G. Silva Consultoria E.I. Mozambique 81,670 215,269
Tanzania Women Lawyers Association Tanzania 76,917 4,050
The Copperbelt University Zambia 74,861 83,225
Regional Universities Forum for Capacity Building Uganda 73,951 95,750
University of Ghana Ghana 73,709 78,571
Advocates Coalition for Development Uganda 71,505 51,180
and Environment (ACODE)
Imperial College London United 71,202 59,255
Kingdom
Development Alternatives India 70,426 -
Hivos East Africa Kenya 67,855 -
Community Self Reliance Centre Nepal 66,702 63,629
Zambia Community Based Natural Resources Zambia 60,706 10,483
Global Green Growth Institute South Korea 53,440 -
The Natural Resources Institute United 52,499 25,610
at The University of Greenwich Kingdom
IED Afrique Senegal 49,217 46,575
Slum Dwellers International, Kenya Kenya 45,507 -
Madhya Pradesh Council of Science and Technology India 39,457 -
The Conservation Foundation Great Britain 37,436 36,162
Nepal Agriculture Cooperative Central Federation Ltd Nepal 36,987 40,785
Echnoserve Consulting PLC Ethiopia 36,410 -
Centre for Community Initiatives Tanzania 36,000 -
Economic Policy and Competitiveness Research Centre Mongolia 35,741 55,995
Sustainable Amazonas Foundation Brazil 35,000 -
Caribbean Natural Resources Institute Trinidad and 33,408 39,096
Tobago
Zimbabwe Congress of Trade Unions Zimbabwe 33,395 37,170
Kenya Forestry Research Institute Kenya 27,403 20,000
Fundación Foro Nacional por Colombia Peru 27,388 35,392
International Union for Conservation Kenya 26,496 157,187
of Nature And Natural Resources (IUCN)
Lok Chetna Manch (LCM) India 26,049 20,000
Tanzania Natural Resource Forum Tanzania 25,546 35,530

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Women's Refugee Commission USA 25,194 -
Wildlife Conservation Society, USA USA 23,147 17,028
International Union for The Conservation Of Nature Burkina Faso 23,057 48,204
Fauna and Flora International Great Britain 22,529 99,228
Libélula Institute for Global Change Peru 22,511 24,945
University of Warwick Great Britain 22,233 9,612
Governo de Moçambique Governo Provincial Mozambique 21,027 44,295
International Rescue Committee Inc USA 20,103 -
Oxford Climate Policy Great Britain 18,391 60,482
International Center for Living Aquatic Resources Malaysia 17,028 30,708
Management
Nanning Green Seed Poverty Alleviation Service Center China 16,415 -
Village Enterprise Fund Uganda 15,190 31,280
Dialogue on Shelter Trust Zimbabwe 15,076 -
Zimbabwe Chamber of Informal Economy Associations Zimbabwe 13,840 -
Maseno University Kenya 11,687 -
AB Consultants Kenya 11,280 33,646
WWF International Switzerland 10,000 8,422
IUCN Senegal Senegal 10,000 -
Institute for Financial Management and R India 5,993 28,325
Pastoral Women's Council Tanzania 4,951 16,580
Asociación ANDES Peru 4,530 15,100
Institute of Policy Studies of Sri Lanka Sri Lanka 4,331 20,136
Practical Action Consulting West Africa Senegal 3,476 10,851
IIED America Latina Tanzania 3,000 14,864
Association Nourrir Sans Détruire Burkina Faso 2,659 18,468
Strong Roots Congo 2,341 10,988
(Brazzaville)
Zanzibar Civil Society Alliance on Climate Change Tanzania 1,498 20,974
Universidade Eduardo Mondlane Mozambique 206 19,605
Arid Lands Development Focus (ALDEF) Kenya (5,104) 70,090
Christian Aid Great Britain (28,790) 212,590
Christian Aid Kenya Kenya - 84,481
Womankind Kenya Kenya - 50,775
Merti Integrated Development Programme Kenya - 40,946
ENDA–Senegal Senegal - 36,156
Reidenviro Limited Great Britain - 33,783
African Population and Health Research Center Kenya - 32,291
Institute of Geographic Sciences and Natural China - 25,000
Resources Research
Hakikazi Catalyst Tanzania - 24,782
Tropenbos DRC Congo - 23,275
(Brazzaville)
Resource Equity USA - 17,756
Trade And Industry Policy Strategies (TIPS) South Africa - 14,491
Network for Environment and Sustainable Cameroon - 14,158
University of Southampton Great Britain - 12,300
Pamoja Youth Initiative Tanzania - 11,850
Balfour Beatty Great Britain - 11,750
Institute of Tropical Forest Conservation Uganda - 11,292
Payments less than £10,000 110,727 114,244
Total payments 4,607,956 3,604,993

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15. Funds

15. Funds
Project Name Balance Income Expenditure Transfers Balance Income Expenditure Transfers Balance
at 31 2020 2020 2020 at 31 2021 2021 2021 at 31
March £ £ £ March £ £ £ March
2019 2020 2021
£ £ £
FRAME-various projects - 4,474,693 4,491,636 16,943 - 5,344,809 4,582,469 -762,340 -
Learning and Action Platform - 132,208 132,208 - - 78,640 78,640 - -
IWTCF
Enhancing PA Equity and - 160,911 160,911 - - 75,166 75,166 - -
Effectiveness
Why Eat Wild Meat? - 154,248 154,248 - - 80,879 80,879 - -
Natural Capital Approaches, - 4,794 4,794 - - 17,212 17,212 - -
WCMC Darwin
LIFE-AR DFID - 369,171 372,498 3,327 - - - - -
Building Resilience in Ethiopia - 14,439 17,757 3,318 - 215,960 215,960 - -
SIDA - ADA Consortium Phase - 854,749 854,749 - - 16,844 11,022 -5,822 -
II
IPCC Co-ordinating Lead Author - - - - - 7,914 7,914 - -
BIOPAMA: Governance and - - - - - 72,769 78,495 5,726 -
equity of protected and
conserved areas
ALIGN - - - - - 780,000 780,000 - -
GCA Local Adaptation Track - 171,722 171,722 - - 5,701 10,713 5,012 -
MWIM
LIFE-AR Extension - 264,189 279,167 14,978 - - - - -
GIZ E-READI - 58,030 58,030 - - 13,600 13,600 - -
IBFCCA Financing Climate - - - - - 25,026 25,026 - -
Change Africa
LIFE-AR Phase II - - - - - 980,736 980,736 - -
DFID/DAI - Asia Climate - 26,733 26,760 27 - - - - -
Resilience
DFID BP4GG - 7,696 8,937 1,241 - 3,307 8,307 5,000 -

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Project Name Balance Income Expenditure Transfers Balance Income Expenditure Transfers Balance
at 31 2020 2020 2020 at 31 2021 2021 2021 at 31
March £ £ £ March £ £ £ March
2019 2020 2021
£ £ £
DFID - MGNREGS - 2,179 2,179 - - 343,650 343,650 - -
Extensions
GEC – Dialogues for - - - - - 640,534 640,534 - -
Financial Reform
The state of planet-positive - - - - - 260,413 260,476 63 -
agriculture in Kenya, Ethiopia,
Rwanda and Uganda
Trees, COVID and Politics - - - - - 38,713 47,130 8,417 -
Covid, Cobalt and Community - - - - - 12,719 13,167 448 -
[Co-balt 19]
Impacts COVID-19 wild meat - - - - - 47,451 47,451 - -
consumption
Covid Collective: SDI Kenya - - - - - 2,962 6,630 3,668 -
and MSJC
Covid Collective: DoST, - - - - - 12,917 13,463 546 -
Zimbabwe
Transformative Urban - - - - - 35,391 37,956 2,565 -
Coalitions: Catalysing Urban
Partnerships
Covid Collective Manchester - - - - - 10,199 10,199 - -
CoNGOs - 127,891 127,891 - - - - - -
LEGEND - 89,014 69,182 -19,832 - - - - -
Pathways to Accountability: - 57,406 56,162 -1,244 - - - - -
Securing Women's Rights II
LandCam: Securing land and - 566,379 566,379 - - 598,885 674,269 75,384 -
resource rights and improving
governance in forest areas of
Cameroon

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Project Name Balance Income Expenditure Transfers Balance Income Expenditure Transfers Balance
at 31 2020 2020 2020 at 31 2021 2021 2021 at 31
March £ £ £ March £ £ £ March
2019 2020 2021
£ £ £
Empowering Communities in the - 420,095 420,095 - - 500,137 500,137 - -
context of Commercial Agriculture
Ecosystem-based approaches to - 393,027 393,027 - - 78,735 85,850 7,115 -
adaptation: strengthening the
evidence and informing policy
Implementing park action plans - 102,685 102,685 - - 69,867 69,867 - -
for community engagement to
tackle IWT
Supporting smallholder farmers' - 168,066 168,066 - - 27,435 29,046 1,611 -
decision making: Managing trade-
offs and synergies for sustainable
intensification (SAIRLA)
ECBI Training, Support, and - 210,466 210,466 - - 112,190 112,190 - -
Trust-Building Project
Support to achieve the NDC - 41,784 133,219 91,435 - 1,016 1,016 - -
adaptation targets in the context
of Paris Agreement
BRACED: Phase 2 - 79,251 79,251 - - 13,755 13,755 - -
Phase I: Appraisal, design and - 379,958 379,958 - - 217,943 217,943 - -
testing of social protection and
climate adaptation linkages at the
district level, Mabote (Inhambane
province), Mozambique
Financing climate resilience - 286,176 286,176 - - 10,889 10,889 - -
through MGNREGS

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Project Name Balance Income Expenditure Transfers Balance Income Expenditure Transfers Balance
at 31 2020 2020 2020 at 31 2021 2021 2021 at 31
March £ £ £ March £ £ £ March
2019 2020 2021
£ £ £
Carrots and sticks - 61,418 61,418 - - 24,815 25,315 500 -
EARF - 507,096 506,941 -155 - -51,005 -51,005 - -
Other - 5,356,090 5,425,297 69,207 - 4,001,525 5,002,685 1,001,160 -
Total restricted funds per - 15,542,564 15,721,809 179,245 - 14,729,699 15,078,752 349,053 -
SOFA

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Restricted Funds

Restricted funds are to be used for specified purposes laid down by the donor. Expenditure for those purposes is charged to the relevant project.

Frame funding – various projects

IIED currently receives institutional ‘frame’ funding from the Swedish and Irish Governments. It is provided to support delivery of the organisation’s five-year institutional strategy. The funding enables IIED to explore new areas of research, which might otherwise be difficult to fund. It also supports exploration of new methodologies and ways of working, plus development and maintenance of effective systems for evaluation of our work, communicating with key audiences, and liaison with key actors in delivery of our work.

Learning and Action Platform IWTCF

Funded by the UK Government’s Illegal Wildlife Trade Challenge Fund to collect, synthesise and share lessons in Tanzania, Zambia, regionally and internationally on community engagement against IWT.

Enhancing PA Equity and Effectiveness

Funded by the UK Government’s Darwin Initiative to implement the Social Assessment for Protected and Conservation Areas (SAPA) methodology in Kenya, for more equitable and effective conservation

Why Eat Wild Meat?

Funded by the UK Government’s Darwin Initiative to understand more about why people eat wild meat and improve projects that promote alternatives, focussing on Cameroon

Natural Capital Approaches, WCMC Darwin

Funded by the UK Government’s Darwin Initiative via UNEP WCMC to include natural capital values and the cost of biodiversity loss in policy decision making for sustainable socioeconomic transformation

LIFE-AR DFID

LDC Initiative for Effective Adaptation and Resilience.

Building Resilience in Ethiopia (BRE)

The BRE programme covers DFID’s humanitarian assistance in Ethiopia and is intended to contribute to the objective of an ‘Ethiopia that is more resilient to climate and humanitarian shocks’.

SIDA - ADA Consortium Phase II

Funded by the Embassy of Sweden, this project is the ADA Consortium Transition Phase.

IPCC Co-ordinating Lead Author

Funded by the Department for Business, Energy and Industrial Strategy, lead author of Chapter 6 “Cities, Settlements and key infrastructure” of the Intergovernmental Panel on Climate Change (IPCC) Working Group II Contribution to the IPCC 6[th] .

BIOPAMA: Governance and equity of protected and conserved areas

Funded by the European Commission through International Union for Conservation of Nature and Natural Resources (IUCN), the project aims to enhance governance of Community-Based Natural Resource Management (CBNRM) for better conversation and social outcomes in Zambia.

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IIED TRUSTEES’ REPORT AND ACCOUNTS 2020–21

ALIGN

Funded by Foreign, Commonwealth and Development Office (FCDO), the initiative is developed to promote, at scale, more responsible practices for land-based investments.

GCA Local Adaptation Track MWIM

Assisting the GCA in the co-creation of their Locally Led Action Track up to and beyond the UN Secretary-General’s Climate Summit in September 2019

LIFE-AR Extension

Funded by Department of International Development, this project focusses on supporting the LDC Initiative for Effective Adaptation and Resilience.

GIZ E-READI

The delivery of technical assistance to the Enhanced Regional EU-ASEAN Dialogue Instrument (EREADI) project in the area of Natural Capital.

IBFCCA Financing Climate Change Africa

Funded by Sida through the Collaborative Africa Budget Reform Initiative, the Inclusive Budgeting and Financing for Climate Change in Africa programme supports stronger links between climate change policy and the budget process with Ministries of Finance as the key interlocuters.

LIFE-AR Phase II

Funded by Department of International Development and Irish Aid, this project focusses on supporting the LDC Initiative for Effective Adaptation and Resilience.

DFID/DAI - Asia Climate Resilience

DFID’s Asia Regional Team is designing an ‘Asia Regional Climate Resilience Platform’. This programme will make a significant contribution to the UK Government’s objectives in Asia ensuring that growth in our partner countries is sustainable and forging new partnerships with rising powers to tackle global problems.

DFID BP4GG

Funded by DFID, this project is managed by Mott MacDonald with IIED as subconsultant to Mott MacDonald. This project is focused on business partnerships for global goals.

DFID - MGNREGS Extensions

Financing Climate Resilience through Mahatma Gandhi National rural employment guarantee scheme

GEC – Dialogues for Financial Reform

An EC-funded project to build civil society participation for sustainable finance reforms: global coverage.

The state of planet-positive agriculture in Kenya, Ethiopia, Rwanda and Uganda

Funded by the IKEA Foundation to research into the state of planet-positive agriculture in Kenya, Ethiopia, Rwanda and Uganda.

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Trees, COVID and Politics

Funded by Institute of Development Studies (IDS), on behalf of Foreign, Commonwealth and Development Office (FCDO), the Covid 19 Social Science Research-Evidence Platform researches the topic Trees kill Covid: Politics, tree-planting and post-pandemic rural resurgence.

Covid, Cobalt and Community [Co-balt 19]

Funded by Institute of Development Studies (IDS), on behalf of Foreign, Commonwealth and Development Office (FCDO), it is the sub-project of the Covid 19 Social Science Research-Evidence Platform.

Impacts COVID-19 wild meat consumption

Funded by the UK Government’s Darwin Initiative, the aim is to understand the impacts of COVID-19 on wild meat consumption in rural Cameroon.

Covid Collective: SDI Kenya and MSJC

Funded by Institute of Development Studies (IDS), on behalf of Foreign, Commonwealth and Development Office (FCDO), the project aims to strengthen the advocacy and mobilisation on the frontlines.

Covid Collective: DoST, Zimbabwe

Funded by Institute of Development Studies (IDS), on behalf of Foreign, Commonwealth and Development Office (FCDO), the project aims to identify the transformative urban pathways.

Transformative Urban Coalitions: Catalysing Urban Partnerships

Funded by BMU (German Government) through United Nations University UNU-EHS), the project aims to drive systemic transformation towards sustainability in Latin America.

Covid Collective Manchester

Funded by Institute of Development Studies (IDS), on behalf of Foreign, Commonwealth and Development Office (FCDO), it is the sub-project of the Covid 19 Social Science Research-Evidence Platform.

CoNGOs

Designed to contribute to achieving the anticipated impact of the DFID programme of support to the development of sustainable and secure community livelihoods in the Congo Basin.

LEGEND

Funded through ODI, LEGEND (Land: Enhancing Governance for Economic Development) was a DFID global programme to improve land governance as an essential and inclusive basis for economic development and strengthen land and property rights at scale.

Pathways to Accountability: Securing Women's Rights II

Funded by American Jewish World Service, this project works to secure women's rights through legal empowerment in the context of agricultural and other natural resource investments.

LandCam: Securing land and resource rights and improving governance in forest areas of Cameroon

An EC-funded project to secure land and resource rights and improve governance in Cameroon.

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Empowering Communities in the context of Commercial Agriculture (EPIC)

Funded by the Foreign, Commonwealth and Development Office, EPIC aims to empower rural producers and their wider communities to influence public decisions and private sector conduct in favour of more sustainable investments in commercial agriculture.

Ecosystem-based approaches (EbA) to adaptation: strengthening the evidence and informing policy

An International Climate Initiative project funded by BMU (German Government) to strengthen evidence on when and why EbA works best and inform policy at national and international levels.

Implementing park action plans for community engagement to tackle IWT

Funded by the UK Government’s Illegal Wildlife Trade Challenge Fund to engage communities in Uganda to reduce IWT, focussing on the area around Murchison Falls National Park.

Supporting smallholder farmers' decision making: Managing trade-offs and synergies for sustainable intensification (SAIRLA)

Funded by WUG International Ltd. this project will address the research question: “How do smallholder farmers manage the trade-offs between production, sustainability, and other socio economic and environmental factors?”

ECBI Training, Support, and Trust-Building Project

The ecbi programme builds the capacity of climate negotiators from vulnerable developing countries to create a more level playing field in climate negotiations at the international level and is funded by the German Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (BMU).

Support to achieve the NDC adaptation targets in the context of Paris Agreement

Funded by GIZ, this project is supporting national monitoring systems to enable adaptation reporting.

BRACED: Phase 2

Building resilience and adaptation to climate extremes and disasters programme funded by Near East Foundation. Providing technical support for the design and setup and communication of climate finance and planning mechanisms, climate information systems, and the learning, monitoring and evaluation framework

Phase I: Appraisal, design and testing of social protection and climate adaptation linkages at the district level, Mabote (Inhambane province), Mozambique

Funded by the Minister for Foreign Affairs and Trade of Ireland, this project focusses on social protection and climate adaptation linkages at district level.

Financing climate resilience through MGNREGS

Funded by the Department for International Development, this project focusses on financing climate resilience through MGNREGS

Carrots and sticks

Incentives to Conserve Hilsa Finish in Myanmar funded by the Department for Environment, Food and Rural Affairs.

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EARF

This DFID-funded project ran from October 2017 to February 2020 and investigated systems of shelter provision in three East African cities – Nairobi in Kenya, Hawassa in Ethiopia, and Mogadishu in Somalia – to inform more inclusive, affordable housing interventions.

Other Projects

All other projects have been grouped together under one heading for the purposes of these accounts.

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