Annual report 2012 13 by Caritas Australia

CATHOLIC SOCIAL TEACHING:

WOVEN INTO

OUR WORK

ANNUAL REPORT 2012-13

Turkey Lebanon Jordan

Mali

Haiti El Salvador

Niger

Chad

Eritrea

Sudan

Burkina Faso Central African Republic

South Sudan

Democratic Republic of the Congo

Ethiopia

Uganda annnda Kenya

Tanzania Brazil

Peru

Zambia Bolivia

Malawi Mozambique

Zimbabwe

South Africa

All photos Caritas Australia unless otherwise stated. All currency references are shown in Australian dollars unless otherwise stated. Aboriginal and Torres Strait Islander readers should be aware that this publication may contain images or names of people who have since passed away. Caritas Australia acknowledges the traditional owners of the land.

Editor: Melinda McHugh Design: Three Blocks Left Print: SOS Print + Media Printed on: Impact Climate Paper 100% recycled paper made from unbleached recycled fibre.

ABN 90 970 605 069 Published November 2013 by Caritas Australia ISSN 2201-3075 (Print) ISSN 2201-3083 (Online) ÂŠ Copyright Caritas Australia 2013

Established in 1950 Bronze Award 2011 / Silver Award 2012 / Silver Award 2013

Feedback and complaints: Caritas Australia welcomes feedback about our organisation. To provide feedback or lodge a complaint, call 1800 024 413 toll free, write to Caritas Australia, GPO Box 9830 in your capital city or send an email to questions@caritas.org.au

Somalia

Japan China

Afghanistan Pakistan

Nepal Bangladesh India

BBurma/ Myanmar

LLaos Vietnam Philippines Cambodia

Sri Lanka

Papua New Guinea

Indonesia

Solomon Islands

Timor Leste Samoa Fiji Vanuatu Mauritius Australia

> WHERE WE WORK: A U S TR AU TRALIA S O UT UTHE H E AASS T ASS IAA HE S OUT OU UTT H AS A S IAA , ASIA B U RM BU R M A/ A MY M Y AN A MAR MAA R ANDD TI AN TIM MOOOR R LE L EEST STT E AFF R ICA AFR I CA CA L AATI TTIIINN AM A M E RIC R ICA I CCAA IC T E PA TH PACC I F I C

Please note: our Humanitarian and Emergencies group works across all regions. In 2012-13 we assisted in Afghanistan, Bangladesh, Bolivia, Burkino Faso, Burma/Myanmar, Central African Republic, Chad, Democratic Republic of the Congo (DRC), Eritrea, Ethiopia, Fiji, Haiti, India, Indonesia, Japan, Jordan, Kenya, Lebanon, Malawi, Mali, Mauritius, Mozambique, Niger, Pakistan, Papua New Guinea, Philippines, Samoa, Solomon Islands, Somalia, South Sudan, Sri Lanka, Sudan, Timor Leste, Turkey, Uganda and Vietnam.

A total of

$24,771,299

was spent on long-term development programs and humanitarian emergency assistance in 2012-13. 2011-12: $30,076,568 2010-11: $26,295,410 2009-10: $22,110,265 2008-09: $24,172,210

> 2012-13 ANNUAL REPORT

C AT H O L I C S O C I A L T E A C H I N G : WOVEN INTO OUR WORK AS THE INTERNATIONAL AID AND DEVELOPMENT ORGANISATION OF THE CATHOLIC CHURCH IN AUSTRALIA, CARITAS AUSTRALIA BELIEVES THAT EVERY PERSON IS CREATED IN THE IMAGE AND LIKENESS OF GOD AND THEREFORE EVERYONE HAS DIGNITY. With support from Caritas Australia, residents of a camp for displaced people in Darfur, Sudan, are learning to sew, weave baskets, and make handicrafts. These income-generation programs are especially important for women as it means they do not have to leave the safety of the camps. Photo: Laura Sheahen/ACT Caritas

Catholic Social Teaching, which places human dignity at the centre, is woven throughout all of our work. Our agency’s core mission and directions promote dignity by focusing on people and building right relationships in all our work, whether staff, volunteers, partners or community members. The quest for the full realisation of human dignity and wellbeing for all peoples is at the heart of Caritas Australia’s work and mission. We live by our mission, which states that children, women and men most vulnerable to extreme poverty and injustice are rich in the eyes of Jesus, whose life and compassion inspires Caritas Australia. First and foremost we build right relationships by centring all of our work on the people we serve. Our preferential option for the poor and marginalised urges us to reach out and help create opportunities for the poorest of the poor. In this respect all our choices, decisions and work are guided by the stewardship of God’s creation and our resources, as well as our Catholic Social Teaching ethical principles such as compassion, solidarity, partnership and subsidiarity.

> HELPING THE POOR AND VULNERABLE In May 2013, Pope Francis met with Caritas leaders from around the world to discuss our work in helping millions of poor and vulnerable people, telling us, “a Church without charity does not exist.”

The Holy Father also said that Caritas is “an essential part of the Church.” “Caritas is not just for emergency situations as a first aid agency. In the situation of war or during a crisis, there is a need to look after the wounded, to help the ill … but there is also a need to support them, to care for their development.” By walking alongside and standing in solidarity with the world’s most marginalised communities, Caritas Australia is helping the most vulnerable become architects of their own development.

> OUR JOURNEY IN SOLIDARITY Caritas Australia is nourished by our biblical roots, the Church’s tradition, and Catholic Social Teaching, on the one hand, but also by the experience of our journey in solidarity with the poor and the marginalised.

> CST WOVEN INTO OUR WORK Pope Benedict XVI, in the Encyclical Deus Caritas Est, asks us to professionalise the work of Caritas. He said, “While professional competence is a primary, fundamental requirement, it is not of itself sufficient. We are dealing with human beings, and human beings always need something more than technically proper care. “They need humanity. They need heartfelt concern … Consequently, in addition to their necessary professional training, these charity workers need a ‘formation of the heart’.”

In 2013, Pope Francis also said, “Each day, we all face the choice to be Good Samaritans or to be indifferent travellers passing by.” For nearly 50 years, our agency has been committed to building a just and compassionate world for our brothers and sisters worldwide. We do this by choosing to be Good Samaritans and not being indifferent travellers passing by, and we thank you for journeying with us.

CARITAS AUSTRALIA IS HELPING THE MOST VULNERABLE BECOME ARCHITECTS OF THEIR OWN DEVELOPMENT.

OF OUR U TOTTAL A INC NCOM OM ME ( BO (A BOUT UT $244 MILLLI LION O ) ON WASS RA WA RAIS ISSED THR ROU O GH THEE GEENE TH NERO ROSI RO S TY OF SI SUPP SU PPOR PP OR RTE TERS RS

2.48 MILLION PEOP PE OPPLE L WER EREE ASSI AS SIISTTED E THR H OU OUGH GH O R EM OU EMER ERGE ER GENC GE NCYY NC HUMA HU MAANIITA TARI RIIAN PROOGR GRAM A S AM

ABOUT US CARITAS AUSTRALIA IS PART OF CARITAS INTERNATIONALIS, ONE OF THE WORLD’S LARGEST HUMANITARIAN NETWORKS. Caritas Internationalis is made up of 165 Catholic relief, development and social service organisations working to build a better world for the poorest of the poor in over 200 countries and territories. Our agency works in partnership with local communities in over 35 countries across Africa, Asia, Latin America, the Pacific and with Australia’s First Peoples. We enjoy a rich array of strong relationships and some of the greatest rates of development change with communities and partner organisations within Asia and across the Pacific. However some of our regional neighbours also experience the worst challenges of poverty and injustice. Our aim is to end poverty and promote justice by working to uphold the human dignity of those at greatest risk and assist people regardless of their ethnicity, political beliefs or religion. Since 1964, we have been walking alongside and standing in solidarity with marginalised communities worldwide. In 2014, Caritas Australia will celebrate 50 years of living out God’s vision for a just and compassionate world.

ACCOUNTABILITY AND ACCREDITATION

delivering effective development outcomes. Caritas Australia is also one of 10 partner agencies in the AusAID NGO Cooperation Program (ANCP).

Caritas Australia is a member of the Australian Council for International Development (ACFID). We are committed to adhering to ACFID’s high standards of governance, transparency, accountability and financial management. We are also fully accredited by the Australian Agency for International Development (AusAID), which manages the Australian Government’s overseas aid program. The rigorous accreditation process provides AusAID and the Australian public with confidence that the Australian Government is funding professional and well-managed organisations capable of

via www.acfid.asn.au/code-ofconduct/complaints-and-compliancemonitoring.

Caritas Australia is a member of the Fundraising Institute of Australia, and a signatory to the Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief. Our organisation was also selected through a rigorous process to be one of six Australian agencies to respond to emergencies under the Humanitarian Partnership Agreement Mechanism (HPA). Complaints alleging breaches of the ACFID Code of Conduct can be made to the ACFID Code of Conduct Committee

0 11

Caritas Australia is endorsed by the Australian Taxation Office as a Deductible Gift Recipient. Donations of $2 or more are tax deductible.

> CONTENTS CATHOLIC SOCIAL TEACHING: WOVEN INTO OUR WORK ABOUT US OUR VISION, INSPIRATION & MISSION OUR PRINCIPLES FROM THE CHAIRMAN FROM THE CEO OUR YEAR AT A GLANCE

1 2 3 4 5 6

OUTCOMES OUR STRATEGY 2013-18 LOOKING AHEAD FINANCIAL SNAPSHOT EVALUATING OUR PROGRAMS WHERE WE WORK AUSTRALIA SOUTHEAST ASIA SOUTH ASIA, BURMA/MYANMAR AND TIMOR LESTE

8 10 11 12 14 16 18 22

AFRICA LATIN AMERICA THE PACIFIC EMERGENCIES OUR CARITAS COMMUNITY OUR GOVERNANCE

30 34 38 42 46 62

FINANCIAL REPORT

Caritas Australia Annual Report 2012-13

OU R VI SI ON , IN SP IR AT IO N & MI SS IO N OUR VISION A JUST AND FAIR WORLD, A WORLD IN BALANCE, AT PEACE AND FREE OF POVERTY; A WORLD, WHICH THE CHURCH IN AUSTRALIA HELPS BUILD, WHERE ALL HUMAN BEINGS CAN LIVE IN DIGNITY AND COMMUNITIES ARE ARCHITECTS OF THEIR OWN DEVELOPMENT. 2

OUR INSPIRATION The scroll of the prophet Isaiah was given to him. He unrolled the scroll and found the place where it was written: “The Spirit of the Lord is upon me, because he has anointed me to bring good news to the poor. He has sent me to proclaim release to the captives and recovery of sight to the blind, to let the oppressed go free, to proclaim the year of the Lord’s favour.” (Luke 4:17-19)

OUR MISSION Children, women and men most vulnerable to extreme poverty and injustice are rich in the eyes of Jesus, whose life and compassion inspires Caritas Australia. Through effective partnerships in humanitarian relief and development and by transforming hearts and minds in the Australian community, Caritas Australia helps to end poverty, promote justice and uphold dignity. Photo: Laura Sheahen/ACT Caritas

OUR PRINCIPLES THE QUEST FOR THE FULL REALISATION OF HUMAN DIGNITY AND WELLBEING FOR ALL PEOPLES IS AT THE HEART OF CARITAS AUSTRALIA’S WORK AND MISSION. ACCORDINGLY, WE IMPLEMENT PRINCIPLES OF CATHOLIC SOCIAL TEACHING (CST) SUCH AS:

THE DIGNITY OF THE HUMAN PERSON

SUBSIDIARITY AND PARTICIPATION

The dignity of every person, independent of ethnicity, creed, gender, sexuality, age or ability, is the foundation of CST.

All people have the right to participate in decisions that affect their lives.

Every human being is created in the image and likeness of God and therefore has inherent dignity. No human being should have their dignity or freedom compromised. Poverty, hunger, oppression and injustice make it impossible to live a life commensurate with this dignity. Accordingly, all our programs are people-centred with empowerment at their heart. People are never treated as commodities nor as mere recipients of aid.

THE COMMON GOOD There are minimum standards for any society to be considered well-ordered and productive, and in which the dignity of every person is realised. The common good balances the rights of the individual to personal possessions and community resources, with the needs of the disadvantaged and dispossessed.

Subsidiarity requires that decisions are made by the people closest and most affected by the issues and concerns of the community. Caritas Australia works with local communities to support, promote and develop their capacity in decision-making so they can better respond to their own needs.

SOLIDARITY Everyone belongs to one human family, regardless of their national, religious, ethnic, economic, political and ideological differences.

Reaching the poorest and most marginalised people often requires greater effort in discovering where they are to be found. This sometimes means additional resources of time and money.

ECONOMIC JUSTICE Economic life is not meant solely for profit, but rather in service of the entire human community. Everyone capable should be involved in economic activity and should be able to draw from work, the means for providing for themselves and their family. For these reasons, Caritas Australia’s programs focus on the development of the whole person and increasing the wellbeing of communities.

STEWARDSHIP OF CREATION

Everyone has an obligation to promote the rights and development of all peoples across communities, nations, and the world, irrespective of national boundaries.

We must all respect, care for and share the resources of the earth, which are vital for the common good of people.

We are called by the principle of solidarity to take the parable of the Good Samaritan to heart (Luke 10:29-37), and to express this understanding in how we live and interact with others.

Care for the environment is a common and universal duty, and ecological problems call for a change of mentality and the adoption of new lifestyles.

Every person should have sufficient access to the goods and resources of society so that they can completely and easily live fulfilling lives. The common good is reached when we work together to improve the wellbeing of people in our society and the wider world.

Caritas Australia expresses solidarity by reaching out to those who are most marginalised. We are committed to long-term engagement and sustainability.

Priority is given to development programs which involve collaboration with all relevant sectors of the community to promote the common good. It will also involve coordination of resources, planning and action across agencies and organisations. Good development increases the sum of social capital.

Caring for the poor is everyone’s responsibility.

PREFERENTIAL OPTION FOR THE POOR

Preferential care should be shown to poor and vulnerable people, whose needs and rights are given special attention in God’s eyes. Jesus taught that God asks each of us what we are doing to help the poor and needy: “Amen, I say to you, whatever you did for one of these least brothers of mine, you did for me” (Matthew 25:40).

Our development programs are attentive to environmental concerns and seek to promote care for the earth and its resources.

PROMOTION OF PEACE Peace requires respect for and the development of human life, which in turn involves the safeguarding of the goods, dignity and freedom of people. Peace is the fruit of justice and is dependent upon right order among human beings. Caritas Australia’s programs promote justice, collaboration and respect for people’s differences.

Caritas Australia Annual Report 2012-13

FROM THE CHAIRMAN THE PAST 12 MONTHS AS CHAIRMAN OF CARITAS AUSTRALIA HAVE BEEN CHALLENGING AND EXTREMELY FULFILLING; I FEEL HONOURED TO HOLD THIS POSITION IN SUCH A RESPECTED AND EFFECTIVE ORGANISATION AT SUCH A CRITICAL TIME. Although the not-for-profit sector is experiencing tough economic times, the Catholic community has again come to the fore in 2012-13 by putting their faith into action and supporting our life-saving work. Over the last year, income from our supporters accounted for about $24 million, which is close to 63% of our total income. The total income for 2012-13 (adjusting for emergency appeals) was up by $550,000 from the previous year. We thank you for your generosity. In 2012-13, we witnessed the strength of the Caritas global family and our development partnerships when we again provided 195 long-term development programs and responded with speed to 73 humanitarian emergency programs in 36 countries and assisted over 2.48 million people. It is through this model of subsidiarity and true companionship that we succeed in our work.

THE AGENCY’S NEW MISSION, VISION AND STRATEGIC PLAN PLACE THE MOST VULNERABLE AND MARGINALISED FAMILIES AND COMMUNITIES AT THE CENTRE OF EVERY FACET OF OUR WORK AND SERVICE.

This year has been a mammoth one of planning for staff, volunteers, supporters and National Council as they have worked tirelessly to reflect, research and evaluate all of the agency’s work, services and structure to create Caritas Australia’s 2013-18 Strategic Plan. The fruit of their deliberations has been expressed in five strategic goals that are the cornerstone of Caritas Australia’s efforts to end poverty, promote justice and uphold dignity (see p10 and 11). The agency’s new Mission, Vision and Strategic Plan place the most vulnerable and marginalised families and communities at the centre of every facet of our work and service. In light of the new Strategic Plan, the National Council has taken steps to assess their effectiveness as a governance body through conducting an external review. Areas of improvement and development have been identified and prioritised for the coming year. Similarly in 2012-13, it was pleasing to see the Leadership Team run an evaluation survey with staff to reflect on the work of the Leadership Team. See p61 for details. In 2013, there have been other changes within the Caritas Australia Leadership Team. In June, we said goodbye to Mr Jack de Groot, Chief Executive Officer for over 12 years and welcomed a new Chief Operations and Finance Manager. Later this year, to drive and deepen our mission, organisational development and Catholic Identity we will recruit a Manager of Mission and People. As a non-profit, with 33% of our funding coming from the government and the largest portion coming from the generosity of supporters, we operate in a high-risk environment vulnerable to the economic climate. In 2012-13, unexpected government aid budget diversions and cuts added to the financial risk planning and compel us to be more sustainable than ever before. In collaboration with members of the National Council, over 2012-13 our Leadership Team has worked very hard to identify, assess and mitigate risk for the agency. National Council determined that, in 2013-14 and beyond, we need to invest further in our fundraising programs and attract new supporters and regular givers, which provide a secure, reliable and recurring income stream. Under the approved fundraising growth plan, by 2018 Caritas Australia can expect to be a $55 million operation. Caritas Australia is resolute in our commitment to the poorest of the poor and the most vulnerable. We have many working groups to ensure that every person has their safety, dignity and security upheld in all facets of our work. In 2013, we established a Child Protection working group with an aim to coordinate holistic responses to protection throughout the agency. Our comprehensive reflection and planning provide the roadmap to guide us through a strong period of growth, and increased effectiveness and impact. Thank you to my brother Bishops, our Diocesan Directors, volunteers, staff, supporters, National Council and Leadership Team at Caritas Australia who are making the Strategic Plan a reality. It is your open, compassionate hearts that mark the beginning of this new reality. I thank each and every one of you for all you do to bring about God’s mission.

Archbishop Philip Wilson Chairman

FROM THE CEO CARITAS AUSTRALIA IS AN AGENCY THAT, JUST LIKE OUR NEW PONTIFF, POPE FRANCIS, STANDS FOR AND WITH THE POOR. Earlier this year, I had the honour of representing Caritas Oceania and meeting Pope Francis. In such a short time he has inspired and reinvigorated so many amongst the Catholic family as he challenges us to give of ourselves so the dignity of the poor may be upheld. Named in the great tradition of St Francis of Assisi who was a man of social justice and peace and had a love for the poor, the Pope said that Caritas is an essential part of the Church, explaining that “a Church without charity does not exist”. When I was appointed in 2000 as Chief Executive Officer (CEO), I said: “Caritas Australia is a good news story not only for the Church but for the Australian community in helping us get to know our neighbours and the possibility of our contribution to the rest of the world. I look forward to being part of that story.” And over the years I have felt very honoured to be part of the Caritas story. Thank you to all the inspirational people I have met in our schools, parishes, within the broader Catholic community here in Australia and overseas and especially through our dedicated partners. I pray that you continue to put the poorest of the poor at the centre of your hearts. This year, $11.04 million was raised through Project Compassion 2013. This amount is unprecedented and we are humbled to see this demonstration of almsgiving throughout the sacred Lenten period. We wholeheartedly thank our supporters for your year-on-year generosity.

POPE FRANCIS SAID THAT CARITAS IS AN ESSENTIAL PART OF THE CHURCH, EXPLAINING THAT “A CHURCH WITHOUT CHARITY DOES NOT EXIST”.

It is through this funding that we have been able to continue our 143 long-term partnerships in 35 countries. These consistent partnerships with local and international non-government organisations (NGOs) and communities allow us to continue helping the poorest of the poor become the architects of their own development and achieve self-sustainability. In 2012-13, through the Australian Government’s AusAID NGO Cooperation Program (ANCP), AusAID provided $7.9 million to Caritas Australia. With this support, our agency reached 1.74 million people in marginalised communities in 20 countries across Africa, Asia, Latin America and the Pacific (of this figure 854,065 were women and girls, and 25,655 were people with a disability). Through this important partnership, at least 390,000 people now have access to safe water; 12,000 have benefited from integrated community approaches to health and wellbeing; and more than 70,000 farmers in vulnerable and fragile areas have improved their agricultural expertise. In December 2012, as mentioned by Archbishop Philip Wilson, we invested in and adopted our 20132018 Strategic Plan which is available to read at www.caritas.org.au/strategy. This plan followed a period of rigorous reflection of all facets of our work and relationships, and clearly details how we will live out our mission for the next five years. We, like the Church, Pope Francis and the Australian Catholic community, will always place the poorest of the poor at the very centre of our work. Over the past 12 months, all staff members have dedicated substantial time, energy and expertise operationalising our new Strategic Plan and developing indicators so we can measure and track our effectiveness and impact in implementing our plan. This year we’ve also invested in research, evaluation and measurement of our work in a number of ways. For example, the staff completed a Leadership Team survey (results on p61); we commissioned the Christian Research Association to conduct an extensive evaluation of the core elements of our education program (results on p48) and undertook 16 program evaluations in 12 countries on food security, health, HIV/AIDS, income generation, disability, environment, Disaster Risk Reduction (DRR), water and sanitation, and advocacy (read p14 and 15). After over 12 years at the helm of Caritas Australia, my last day with the agency is 26 June 2013. I have held Caritas close to my heart for many years, and always will. May 2013-14 and beyond be fruitful for Caritas Australia, our supporters and the people we serve.

Jack de Groot Chief Executive Officer

Caritas Australia Annual Report 2012-13

OUR YEAR AT A GLANCE EVERY DAY, OUR CARITAS NETWORK’S STAFF AND PARTNERS WALK ALONGSIDE THE WORLD’S POOR. WITH CATHOLIC SOCIAL TEACHING AS OUR FOUNDATION, WE RESPOND TO THE NEEDS OF PEOPLE AFFECTED BY NATURAL DISASTER OR CONFLICT, AND EMPOWER COMMUNITIES TO BECOME ARCHITECTS OF THEIR OWN DEVELOPMENT. OUR AIM IS TO BUILD A JUST WORLD BY ENDING POVERTY, PROMOTING JUSTICE AND UPHOLDING DIGNITY.

Caritas Australia has 195 long-term development programs and 143 partnerships in 35 countries. Every year, we also respond to humanitarian emergencies across all regions. In 2012-13, we supported 73 emergency programs in 36 countries and assisted over 2.48 million people. But we couldn’t do this without you. In 2012-13, the Australian community raised about $24 million for our development work. Without these funds we couldn’t assist as many people as we do, and for this we thank you.

JULY

SEPTEMBER

DECEMBER

From June to September, India experiences monsoon season. In July 2012, parts of India were devastated by flooding, leaving millions displaced and more than 120 people dead. Caritas Australia and the Caritas network supported 12,700 families in the district of Sonitpur with medical supplies, non-food aid, livelihood training and shelter restoration.

Cardinal Rodriguez Maradiaga also stood in solidarity with Australia’s First Peoples when he visited The Purple House in Alice Springs, a unique medical service run by the Western Desert Nganampa Walytja Palyantjaku Tjutaku Aboriginal Corporation. Caritas Australia assists patients’ wellbeing by supporting a traditional bush medicine program.

Over the festive season, nearly 14,000 people learned, acted and prayed with our online Advent calendar. Available online, as a PowerPoint and as a free app over the Christmas period, its popularity has ensured its return for 2013.

This month, we celebrated NAIDOC Week (1-8 July) and the 40th anniversary of Caritas’ First Australians Program. We look forward to learning more from our First Australians as we travel together in the ongoing pursuit of reconciliation and healing.

OCTOBER

On 9 July, South Sudan celebrated one year as the world’s newest nation. Caritas Australia is involved in both long-term and emergency projects in Sudan and South Sudan.

AUGUST On 23 August, Caritas Internationalis President, Cardinal Rodriguez Maradiaga launched our advocacy campaign, Walk As One: Connecting with our World’s Indigenous Peoples at St Aloysius College in Sydney.

In 2011, severe drought in East Africa left over 13 million people in urgent need of food, water and basic facilities. In response we opened our East Africa Crisis Appeal. Thanks to the Australian Government’s Dollar for Dollar scheme and the Australian community over $7.7 million was raised. One year on we have assisted 1.1 million people through critical relief and recovery support.

NOVEMBER Thousands went into hiding as the M23 Rebels occupied Goma, a city in the Democratic Republic of the Congo (DRC). In November, our agency committed an initial $100,000 to provide food and non-food items to at least 25,000 people fleeing from conflict. You can donate through our Congo DRC Crisis Appeal.

This month, our regular Global Gifts Christmas Appeal raised $706,427 for the world’s marginalised people. Income was 2% up on last year and exceeded budget expectations. On 4 December, Typhoon Bopha ripped through central Mindanao in the Philippines killing 647 people. With over five million people affected, our agency and US partner, Catholic Relief Services (CRS) committed $1,250,000 in emergency response. AusAID, through the Humanitarian Partnership Agreement (HPA)*, allocated $747,000 to our agency to distribute shelter and household items to those most vulnerable. On 13 December, one of the most powerful cyclones to hit Samoa in 20 years devastated Apia leaving four dead, 20 people missing, more than 4,500 in evacuation centres (with over 300 people in Caritas-supported centres) and over 4,000 homes destroyed. Damage was estimated at US$300 million. We supported Caritas Samoa with immediate emergency aid and opened our Pacific Emergency Appeal.

AT CARITAS AUSTRALIA, WE ARE WORKING TO CREATE A WORLD THAT GOD CONSIDERS JUST AND COMPASSIONATE.

This month, Foreign Affairs Minister Bob Carr announced plans to divert over $375 million of the foreign aid budget towards processing asylum seekers in Australia. Caritas Australia called on the Australian Government to reverse their decision which signalled a broken promise to the world’s poor.

JANUARY In response to the ongoing conflict, Pope Benedict XVI made impassioned pleas for governments to help the people of Syria. He called for a ceasefire to the fighting stating civil and political authorities had a “grave responsibility” to work for peace in Syria which had been “torn apart by endless slaughter and the scene of dreadful suffering among its civilian population”.

FEBRUARY We welcomed the government’s commitment of $10 million to help victims of conflict in Mali, West Africa. At this time, our agency also said that Australia needed to use its influence in the United Nations Security Council to ensure vital food security to Mali. We are still working with the international Caritas network to supply emergency aid. On 7 February, we committed $70,000 to distribute urgent food and non-food items to communities affected by flooding in Mozambique. We also partnered with the international Caritas network to deliver humanitarian aid. One of the communities directly affected by the flooding is in the village of Matuba which featured in Project Compassion 2013. On 13 February, our annual Lenten appeal, Project Compassion launched around Australia with the theme, “Open doors into the future” – Pope Benedict XVI. With your help, we can open the doors of opportunity for many, including Ditosa from Matuba in Mozambique.

MARCH On 14 March, we welcomed the election of Cardinal Jorge Mario Bergoglio of Argentina, Pope Francis, as the first Latin American and Jesuit Pontiff. He is named in the great tradition of St Francis of Assisi who was a man of social justice and peace and had a love for the poor. Two years of conflict in Syria has caused more than 70,000 deaths, and this month four million people were in need of urgent humanitarian assistance, including

2.5 million internally displaced people within Syria. The Caritas network has a long established presence in the region; we will continue to provide emergency humanitarian assistance to Syrian refugees and host communities in Lebanon, Jordan and Turkey.

APRIL Easter is the most important time on the Christian calendar. It is a time when we remember the resurrection of Christ, which gives the promise of new life. Since 2004, Caritas Internationalis and Action by Churches Together (ACT) Alliance have been working together to assist the local women, men and children of Darfur in Sudan. Each year, our network has served 500,000 people living in camps with humanitarian assistance such as clean water, maternal healthcare, education and livelihood training.

MAY Following massive Syrian refugee influxes in Jordan and Lebanon, AusAID announced $4 million in financial support to Caritas Australia and three other Australian humanitarian agencies. Allocated through the AusAID HPA*, our agency received $640,000 for non-food items and shelter, and $800,000 for healthcare.

“Francis of Assisi. For me, he is the man of poverty, the man of peace, the man who loves and protects creation ... He is the man who gives us this spirit of peace, the poor man … How I would like a Church which is poor and for the poor.” Pope Francis

JUNE Every year, supporters have until 30 June to donate to Project Compassion. In 2013, over $11 million was raised through this annual Lenten appeal, helping us to continue supporting marginalised people in over 35 countries worldwide. Thank you for your support. After over 12 years as Caritas Australia’s CEO, this month we said goodbye to Jack de Groot. We wish him all the best for the future. At Caritas Australia, we are working to create a world that God considers just and compassionate. But we couldn’t do this without our supporters, donors, staff and volunteers. Thank you for helping us open doors into the future for the poorest of the poor.

> CST VALUE: THE DIGNITY OF THE HUMAN PERSON “There is a growing awareness of the exalted dignity proper to the human person, since he stands above all things, and his rights and duties are universal and inviolable.” Vatican Council II, Pastoral Constitution on the Church in the Modern World: Gaudiem et Spes

TO KEEP INFORMED ABOUT CARITAS AUSTRALIA, READ OUR MEDIA RELEASES AND BLOGS AT WWW.CARITAS.ORG.AU OR SUBSCRIBE TO RECEIVE REGULAR UPDATES AT WWW.CARITAS.ORG.AU/SUBSCRIBE

*The HPA is a consortium of six Australian non-government organisations (NGOs) that can apply and receive humanitarian funding from AusAID.

Caritas Australia Annual Report 2012-13

OUTCOMES IN 2012-13, CARITAS AUSTRALIA AIMED TO SERVE THE POOREST OF THE POOR, ACT FOR JUSTICE, GROW OUR WORK AND DEVELOP OUR ORGANISATION. ‘LOOKING AHEAD’ FOR 2013-14, BASED ON OUR NEW STRATEGIC PLAN, CAN BE FOUND ON PAGE 11.

Laxmi, 15, is an orphan and a year 10 student in the Bardiya district of Nepal. Through Caritas Nepal’s anti-trafficking program, Laxmi has access to education materials so she can continue to receive an education.

SERVING THE POOREST ACTING FOR JUSTICE Objective: To do more to OF THE POOR Objective: To respond more effectively to the causes and effects of poverty and injustice Outcomes achieved: • Over the past year through AusAID’s HPA funding, we have supported Disaster Risk Reduction (DRR) projects and capacity building in Vietnam, Indonesia, the Philippines and Timor Leste. Activities ranged from community based risk reduction and preparedness work through to specific innovation projects such as post-disaster shelter reconstruction research and the development of a climate forecast model to combat the effects of climate change on food security and livelihoods. DRR and community resilience programming has now been fully integrated into our 2013-18 Strategic Plan. Disability and protection have now been mainstreamed into all humanitarian programs and are distinct aspects to be reported upon project completion. In 2012-13, we supported 73 humanitarian emergency programs in 36 countries and assisted over 2.48 million people. • In order to reach the most poor and marginalised, there has been a concerted effort to capture data related to gender, disability and other vulnerable groups for humanitarian and development programs. • 16 project evaluations were undertaken in 2012-13. See p14-15 for details.

engage Australians in our social justice and development work Outcomes achieved: • Six West Australian educators visited our AACES programs in Malawi and Tanzania. They are now sharing their knowledge and experience of aid and development in Africa with their students and networks. See p49 for details. • Eight Sydney Catholic school teachers studied our intensive course on aid and development and visited Caritas programs in Timor Leste. They have since shared their learnings with their communities. • Six University of Notre Dame (Fremantle WA) students, who completed the Caritas ‘Experience the World’ unit as part of their degree, visited Caritas partners in Peru. They have since incorporated their learnings into their studies and work. • We explored further collaboration with the Church in the Northern Territory (NT), with the future possible placement of a Caritas staff member in Alice Springs or another part of the NT; and increased support for several partners in the NT and New South Wales (NSW).

• We will continue to work closely with our partners on joint analyses and advocacy on crises in Eastern Africa, the Sahel and the DRC. • Caritas Australia continued to resource regional engagement and the Diocesan Director network to extend our reach and strengthen local Church community relationships. See p54 for details. • We commissioned independent research of our education programs. The findings provided us with baseline information upon which to measure and analyse the effectiveness of our education work into the future. See p48 for details. • In August 2012, we launched our advocacy campaign, Walk As One: Connecting with our World’s Indigenous Peoples. This campaign asks supporters to advocate for solutions to challenges and injustices faced by Indigenous Peoples. See p47 for details. • In November 2012, the Australian Indigenous Program marked the anniversary of Pope John Paul II’s 1986 address to the Aboriginal and Torres Strait Islander Peoples by changing their name to the First Australians Program (FAP). This change represents Caritas Australia’s acknowledgement of the ancient and ongoing connection that Aboriginal and Torres Strait Islander peoples have, caring for and receiving from this land in which every Australian is fortunate to live.

• Following the launch of our new online presence in February 2012, our online community has continued to experience significant growth with a number of new developments enhancing our reach and engagement. In 2012-13, website traffic increased by 21% and our Facebook community continued to grow in supporter numbers and levels of engagement. See p50 for details.

GROWING OUR WORK Objective: To secure more resources to increase the impact of our work Outcomes achieved: • We recruited a community events staff member, with events income increasing 6% on 2011-12. A new grants coordinator enables us to identify suitable trusts and foundations to apply for funding, and build relationships with existing philanthropic establishments. • Our fundraising programs raised over $22 million excluding emergencies. This represents an 8% increase on the previous year. See p51 for details. • Under the 2013-18 Strategic Plan, we have developed a five-year income growth strategy and related investment case. See p10-11.

• We offered electronic direct marketing via email to supporters who favour digital communications. Electronic direct marketing is a new initiative for our agency, but with a pleasing response and results from our digital supporters, we aim to develop it to its full capacity. • Supporter Care have implemented several initiatives to improve service quality and data entry. Launching new quality guidelines has ensured efficient, accurate, and friendly supporter care. The new telephony system ensures that 95% of our calls are answered within 30 seconds of a supporter calling Caritas Australia. • Project Compassion raised over $11 million in 2013, up 3% on 2012. See p52-53 for details.

DEVELOPING OUR ORGANISATION: Objective: To build our organisation’s capacity to realise our Vision and live our Mission Outcomes achieved: • Our 2013-18 Strategic Plan was completed in December 2012 and will be operationalised in July 2013. Strategic Directions: 2013-2018, a document outlining the Strategic Plan and our new Mission Statement, was published 1 July 2013. See p2 for the new Mission Statement and www.caritas.org.au/strategy for the full document.

• The strategic planning process has led our agency to re-think the staff performance appraisal process and technical competencies with a review to be undertaken in 2014-15. • An e-learning Work Health and Safety program customised for office safety – ‘Understanding Safety in the Office’ was established for national and international staff. • Recognition of employee’s length of service was introduced to the New Internalist, Caritas Australia’s internal newsletter. • The Organisational Environment Statement was revised to incorporate Caritas Australia’s new Mission, Vision and Strategy. • Caritas Australia updated and published policies, procedures and guidelines on Work, Health & Safety, Workplace Bullying & Harassment, Grievance and changes to the Australian Catholic Bishops Conference (ACBC) Conditions of Employment. • The protection of vulnerable groups and people is, and always has been, central to our mandate and mission. We have many working groups across our agency to ensure that every person’s safety, dignity and security is always upheld in all facets of our work. Some of our current working groups include Child Protection, People with Disabilities and People living with HIV/AIDS. For more on ‘Developing our Organisation, head to p57-61.

> CST VALUE: SOLIDARITY “Solidarity highlights in a particular way the intrinsic social nature of the human person, the equality of all in dignity and rights and the common path of individuals and peoples towards an ever more committed unity.” Pontifical Council for Justice and Peace: Compendium of the Social Doctrine of the Church

In November 2012, the Australian Indigenous Program marked the anniversary of Pope John Paul II’s 1986 address to the Aboriginal and Torres Strait Island peoples by changing their name to the First Australians Program. Photo: Richard Wainwright in Western Australia

Caritas Australia Annual Report 2012-13

OUR STRATEGY 2013 – 2018 OVER 1,500 COMMUNITY MEMBERS, PARTNERS, PEERS, SUPPORTERS AND STAFF HAVE DRAWN ON THEIR CIRCUMSTANCES, EXPERIENCE AND ASPIRATIONS TO CONTRIBUTE THEIR DESIRES FOR THE FUTURE OF CARITAS AUSTRALIA.

BETWEEN 2013 AND 2018 CARITAS AUSTRALIA WILL: 1. Build stronger relationships that empower people living in poverty to be agents of their own change, tell their own stories and shape and influence Caritas. 2. Strengthen and deliver programs that are effective, efficient and ultimately lead to the independence of the poor. 3. Create a more agile agency, capable of responding to the needs of the poor as they change and emerge.

HAMAN ABDOU, NIGERIEN FARMER “Today is a day of hope,” said Haman Abdou upon receiving seeds from a Caritassupported seed fair. “It has been impossible to save seed for the next farming season… the fair is a blessing for us. “The last harvest was very poor. With erratic rainfall and locusts, I have produced almost nothing. I have struggled for months to find enough food for my family. “With the help of Caritas, I know I’ll have enough to sow my field as soon as the rains begin to fall.” Haman Abdou and the millions of children, women and men, who struggle day in and day out to have basic necessities, are at the heart of Caritas Australia’s Strategic Directions 2013-2018. Caritas Australia recognises that people, like Haman, have multiple strengths, a deep wisdom to share and are to be respected as leaders in their own development. Strategic Directions 2013-2018 is at their service. Caritas Australia is building an agency that will be a recognised leader in the international aid and development sector

and broader Australian community. We will do this by placing children, women and men living in poverty and with injustice at the heart of our work – giving them support and agency so that they can tell their stories of change that have come about through the solidarity of Caritas Australia and our Australian supporters. This is a plan that challenges us to amplify the voice of those who are marginalised and excluded, enabling their participation in the decision-making processes as authors of their own development. Through implementing this strategy, Caritas Australia will be a more professionalised Catholic international aid and development organisation making a difference in the lives of the poor. We will tell the story of that change in more transparent, accountable and engaging ways, while also developing technology and opportunities for the communities we assist to share their own stories of change. Through these stories, which demonstrate the success of our work, we aim to transform the hearts and minds of the Australian community, increase their support for our work and join us in companionship with women, men and children most vulnerable to extreme poverty and injustice. We will be an agency that uses our rich intellectual, philosophical and spiritual tools to make a distinctive contribution to overcoming poverty and promoting justice globally.

TO ACHIEVE THESE ENDS, CARITAS AUSTRALIA WILL PURSUE THE FOLLOWING 5 GOALS: 1. Deepen Catholic Identity 2. Build Stronger Relationships 3. Strengthen Programs and Advocacy 4. Develop Organisational Agility and Competence 5. Fund Sustainable Growth

“FOR SURELY I KNOW THE PLANS I HAVE FOR YOU,” SAYS THE LORD, “PLANS FOR YOUR WELFARE AND NOT FOR HARM, TO GIVE YOU A FUTURE WITH HOPE.” JEREMIAH 29:11

The concrete ways we will do this are detailed in Strategic Directions 2013-2018. There are 26 indicators of change that help us to grasp what is to be achieved by 2018. They may be summarised in the following 10 statements:

• Technological innovations connecting participants in international programs with supporters.

• The use of frameworks for discernment and performance that express the richness of our Catholic identity.

• Retention of staff who work for an employer of choice integral to the Catholic Church in Australia.

• Evidence of a much greater reach into the Australian Catholic community.

• Reserves and resources resilient to crisis and responsive to new and unexpected challenges.

• People experiencing extreme poverty and injustice shaping and influencing Caritas Australia. • Expanded strategic alliances with other members of the Caritas Internationalis network.

• Organisational agility that expands and contracts according to changing needs and situations.

• A diverse revenue base that takes account of opportunities as they arise. All of these strengths will assist Caritas Australia to remain at the service of the Church, a Church which seeks

• Staff in regions based on the most effective accompaniment model for the intended outcome.

LOOKING AHEAD

“…to proclaim release to the captives and recovery of sight to the blind, to let the oppressed go free, to proclaim the year of the Lord’s favour”. (Luke 4:18b-19) Those who dwell on the margins have so much to offer. Our work and service place the poor at the centre of all that Caritas Australia is and does. The full copy of Strategic Directions 2013-18 can be read at www.caritas.org.au/strategy

WE WILL BE AN AGENCY THAT USES OUR RICH INTELLECTUAL, PHILOSOPHICAL AND SPIRITUAL TOOLS TO MAKE A DISTINCTIVE CONTRIBUTION TO OVERCOMING POVERTY AND PROMOTING JUSTICE INTERNATIONALLY.

AS CARITAS AUSTRALIA BEGINS IMPLEMENTING THE 2013-18 STRATEGIC PLAN, BY THE END OF THE 2013-14 FINANCIAL YEAR WE WILL MEET THE FOLLOWING KEY PERFORMANCE INDICATORS: GOAL 1: DEEPEN CATHOLIC IDENTITY • In 2013-14, National Council minutes will record specific examples of the ways in which Gospel values and Catholic Social Teaching principles shape or inform key decisions. • By 30 June 2014, our official brand and language toolkit, shaped by Catholic values and Catholic Social Teaching, will provide staff with a solid framework for communicating about Caritas Australia and our work. • By 30 June 2014, at least 50% of the senior managers will complete formation in the tradition from which Catholic Social Teaching is drawn. • Our agency will recruit a Manager of Mission and People.

GOAL 2: BUILD STRONGER RELATIONSHIPS • Between 2013 and 2014, Caritas Australia and our partners will identify at least 10 examples of ways in which strengthened relationships with people experiencing extreme poverty and/or injustice have led to more effective programs. • By 30 June 2014, Caritas Australia will design and be delivering Catholic identity and social justice modules (linked with the Australian curriculum) for all major capital Catholic Education Offices.

• By 30 June 2014, the average number of monthly visits to our website will grow to 42,000; the number of Facebook Likes will grow to 10,000 and the number of regular eCommunication subscribers will grow to 10,000. See p50 for details.

GOAL 3: STRENGTHEN PROGRAMS AND ADVOCACY • Fifty communities supported through Caritas Australia programs in 2013-14 will report and substantiate that the people, who were experiencing extreme poverty or vulnerability in 2013, have an increased sense of hope and wellbeing. • By the end of 2013-14, Caritas Australia will develop integral human development indicators. • By June 2014, 20% of communities supported by Caritas Australia’s programs report and substantiate that the poverty and/or injustice affecting them in 2013 has been reduced. • By the end of 2013-14, Caritas Australia will map the number of communities participating in Caritas Australia supported programs reporting completed Disaster Risk Reduction (DRR) activities.

GOAL 4: DEVELOP ORGANISATIONAL AGILITY AND COMPETENCE • By December 2014, the Caritas Australia Strategic Plan and Operational Plan will complete baselines for all relevant key performance indicators.

• By 2014, a risk register will be created, implemented and owners assigned; risk management framework and policies will be developed and adopted by council; quarterly reporting will be in place to National Council and the Audit and Risk Management (ARM) Committee; an annual risk audit plan will be developed and rolled out; and risk management will be embedded into all business units and partner agreements. • By June 2014, Caritas Australia will identify the percentage of current staff and stakeholders who describe our agency as “a workplace which demonstrates a culture of continuous learning”. • Employee Attachment Inventory (EAI) reports from 2013-14 will indicate levels of overall attachment (for new employees in the first three months of their employment) in excess of 85%. (The 2012-13 level is 84%.)

GOAL 5 FUND SUSTAINABLE GROWTH • By 30 June 2014, Caritas Australia will deliver $25.9 million in community support income. See p12-13 for details on 2012-13. • In 2013-14, investment strategies will be reviewed to maintain the capital value of our agency’s financial investments and to ensure the income derived from these investments is spent on programs.

Caritas Australia Annual Report 2012-13

FINANCIAL SNAPSHOT IN 2012-13, OUR INTERNATIONAL AND FIRST AUSTRALIAN PROGRAMS RECEIVED NEARLY $25 MILLION. THIS FUNDING REAFFIRMS CARITAS AUSTRALIA’S COMMITMENT TO PROGRAMS AND SERVICES WHICH AIM TO END POVERTY, PROMOTE JUSTICE AND UPHOLD THE DIGNITY OF VULNERABLE COMMUNITIES WORLDWIDE.

>PERFORMANCE The net operating result for the financial year ending 30 June 2013 for Caritas Australia is a surplus of $1.47 million versus a forecast of $0.14 million. In 2011-12, we had a deficit of $0.12 million, so the 2012-13 results are a year-on-year improvement of $1.59 million. This favourable result was mainly driven by a lower than expected expenditure of $1.9 million across the organisation which was achieved by continuous monitoring of non-program costs, as well as income from bequest and donations exceeding the forecast by $1.2 million.

INCOME VS EXPENDITURE ($M) 50 45 40 35 30 25 20 15 10 5

This improved financial result, when compared to the previous year’s deficit was achieved while still maintaining a high level of funding support for programs and services across the Caritas Australia network.

TOTAL INCOME TOTAL EXPENDITURE

The total Comprehensive Income for the year was $2.3 million after the recognition of net additions and gain for financial assets of $873,000. The total income for 2012-13 (adjusting for emergency appeals) was up by $550,000 from the previous year, as a result of: • An increase in income from public donations (excluding emergency appeals) by $1.2 million, as a result of higher than expected bequest and donations income. • An increase in government grants by approximately $500,000.

INCOME BY SOURCE ($M) 50 45 40 35 30 25

• Other income down from 2011-12 due to a reduction in grants from other agencies and accounting for adverse movement in the fair value of foreign exchange contracts held in US currency.

20 15 10 5

OTHER INCOME

PUBLIC DONATIONS

EMERGENCY APPEALS

GOVERNMENT FUNDING

>ORGANISATIONAL STRENGTH AND SUPPORT The ongoing loyalty and generosity of our supporters throughout the year accounted for about $24 million of income, which is close to 63% of our total income. Of this income, $11.04 million was from Project Compassion 2013 and $7.6 million was from general donations (a total amount of $18.64 million). In a time of uncertainty and continuous prioritisation of government grants, this ongoing generosity from our supporters has ensured that Caritas Australia continues to meet our financial commitments, and deliver longer term and sustainable programs and services across the network. As well as the above, our organisation continuously monitors the administration ratio to ensure it is in the low 10% (administration cost as a percentage of total income). Caritas Australia remained cash positive for the year, with net assets increasing by $2.4 million. This increase was mainly due to additional investment income of $1.4 million in the form of bequests and shares, an increase in revaluation of financial assets held, and a decrease in liabilities over the period.

>VIABILITY Caritas Australia has a reserves policy that enables our organisation to commit to long-term programs, protect the work being carried out from financial fluctuations and provide a degree of security from unanticipated events. Each year these commitments are reviewed together with all financial risks, and where necessary, levels of reserves are increased to protect ongoing programs (much of which is multiyear in nature). This is further complemented by the supporter care team that is continuously building stronger partnerships and exploring new and/or enhanced income streams for the organisation.

DONATION BREAKDOWN ($M) 31 30 29 25 21 17 13 9 5 1

PROJECT COMPASSION

GENERAL DONATIONS

EMERGENCY APPEALS

BEQUESTS

>SUSTAINABILITY

>LOOKING AHEAD

Caritas Australia generates our income from various streams including public donations, bequests, government grants and investments. Through diversification (revenue concentration index) of income streams, we are able to reduce the impact that may arise from any adverse financial and/or economic event or failure of one of the income streams. In 2012-13, this revenue concentration index was close to 24%, enabling our organisation to better withstand any recent or future global financial pressures.

Competition for public support in the non-government organisation (NGO) sector continues to remain strong, and together with government changes will see additional pressures placed upon NGOs over the coming years as government budgets are reprioritised and grants reduced to fund campaign priorities. The Caritas Australia 2013-2018 Strategic Plan looks at strategies to increase public awareness and support, achieve efficiency gains and build alternate income streams which will create a roadmap for strengthening our organisationâ&#x20AC;&#x2122;s commitment to continue funding programs and services which are committed to changing the lives of individuals and communities impacted by poverty, injustice and natural disasters.

THE ONGOING LOYALTY AND GENEROSITY OF OUR SUPPORTERS THROUGHOUT THE YEAR ACCOUNTED FOR ABOUT $24 MILLION OF INCOME, WHICH IS CLOSE TO 63% OF OUR TOTAL INCOME.

Caritas Australia Annual Report 2012-13

EVALUATING OUR PROGRAMS: ACCOUNTABILITY AND EFFECTIVENESS CARITAS AUSTRALIA’S EVALUATIONS EXAMINE AND ANALYSE THE WORK WE DO IN DEPTH. OUR EVALUATIONS ASSESS THE IMPACT, EFFECTIVENESS AND OUTCOMES OF OUR DEVELOPMENT AND HUMANITARIAN PROGRAMS AND ARE A CLEAR VALIDATION OF CATHOLIC SOCIAL TEACHING IN ACTION.

Evaluations complement ongoing monitoring activities by providing more in-depth assessment of the performance and achievements of programs at particular points in time. Where monitoring shows general trends, evaluations generally look deeper to understand why things are happening the way they are. Findings and lessons learned inform Caritas Australia and implementing partners’ future programming. In 2012-13, we worked with our partners to undertake 16 program evaluations in 12 countries, covering: food security, health, HIV/AIDS, income generation, disability, environment, Disaster Risk Reduction (DRR), water and sanitation, and advocacy. Priorities were given to elements such as relevance, effectiveness, efficiency, impact, sustainability and cross-cutting issues.

COUN CO COUN UNTR TRY TR Y

PART PA RTNE RT NERS NE RS

PROJ PR OJ JEC ECT/ T/PR T/ PROG PR OG GRA RAM M NA AME

DA ATE

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Fi i Fij

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Cam mbodia a

C ita Car itas Camb ambodi da

Kampon pong g Cham C m

Januar Jan ua y 2013 201 013

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Jan nuar a y 2013 2013

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Sisterss of S o No re Dam Not D e

C munity Com t Conve n rsa atio ti ns

Januar uarry 2013 13

Vietna Vie tn m tna

Cathol Cat h ic Rel hol Relief i Se ief S rvi rvices ces

D abi Dis b lit lityy Prog Prog rogram ram

Januar Jan ua y 2013 uar

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Carritas Hwan C wa a ge Int n egr g ate at d Commun munity ity D De evelopment nt Proje ect

Jan nuar u ry 2013 3

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Int n egr egrate ated ate d Natu atural ral Re Resou s rce sou Manage Man agemen men entt Chha Chhatti ttisga tti sgarh sga rh h

Jun une e 2013 2013 1

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BPK KM Yasa Yasa santo t

H /AI HIV / DS p pro rojec ct

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Ty hoo Typ oon n Boph Bopha a Em rge Eme rgency ncy cy Re espo s nse

June Jun e 2013

P G PNG

Nation Nat nal a Cathol h lic Health Hea h Servi v ce e PNG PNG, A tra Au Aus tralas a ian Socie ciety of o HIV Me Medic icine e, Nati ationall Fam amilyy Li am L fe Apo posto sto olate of PNG NG an a d Solo Solo o mon mo Isl s and nds, Catthol h ic HIV I / A S Services Inc & AID Cathol Cat o ic cH Hea alth h Au A str t ali aa

Sexualllyy Tra Transm nsmitted Infect ns c ion ons Manage agemen entt Prog en ogram r

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June Jun e 2013

FINDINGS AND LESSONS LEARNED INFORM CARITAS AUSTRALIA AND IMPLEMENTING PARTNERS’ FUTURE PROGRAMMING.

>KEY FINDINGS: DISABILITY PROGRAM, VIETNAM: This program is highly successful in helping parents of children with disabilities build their capacity to create Parents Associations, and to collaborate with schools to increase the children’s access to education and social inclusion. From September 2011 to February 2012, 947 of the 1,379 children the program worked with attended school; six months later this figure increased to 1,008. This demonstrated that children with a disability can be included in society and its institutions. The evaluation showed that this program readdressed the stigma, isolation and neglect that many people (children, parents and siblings) experienced previously; thereby helping them realise their dignity and participate fully in decisions that affect their lives.

INTEGRATED COMMUNITY DEVELOPMENT PROGRAM (ICDP), ZIMBABWE: This program is addressing food security, water and sanitation, and HIV/AIDS, as well as community capacity building throughout three dioceses. The participants reported that appropriate activities were implemented in creative partnerships with

relevant state and community structures which are of critical importance to the sustainability of ICDP interventions. Many in the communities now have improved access to water (for example, 44 boreholes have been rehabilitated in one dioceses), reduced instances of cholera and diarrhoea, and better access to nutritious food. For more on this program, see p32.

SEXUALLY TRANSMITTED INFECTIONS MANAGEMENT PROGRAM, PNG: This program’s aim is to strengthen Catholic Health Services in the PNG Southern Highlands, in particular with testing and treatment for Sexually Transmitted Infections (STIs). The evaluation acknowledged the program’s ability to tap into the existing facilities and capacity of National Catholic Health Services in PNG in promoting counselling and testing. The program greatly contributed to enhancing staff capacity in relation to STIs, and more broadly as well. This program has improved the accuracy of testing and treatment for STIs and encouraging increased access to these services for men and women in five provinces in the highlands. For more on this program, see p40.

MALINDI LIVELIHOODS PROGRAM, KENYA: The Malindi Livelihoods Program aims to improve the lives of farmers and the evaluation found that this program produced more nutritional food, improved technical skills and linked producers to markets. As a result, the program participants are earning more income, ranging from a few thousand Kenyan Shillings (Ksh) to Ksh 50,000 ($634) per season. They are able to take their children to school, pay fees and build better houses, thereby improving their livelihoods and restoring dignity.

>CHALLENGES AND LESSONS LEARNED Some of the key findings point to the ongoing need to ensure effectiveness of community engagement and participation to secure success, and engage with local and national decisionmakers to ensure sustainability. For example, a challenge in Kenya is the absence of effective government representation and involvement in programs. The government has the potential to contribute significantly, not only to sustainability, but in replicating results and expanding benefits to other areas. This means more effort is needed to seek close collaboration with government agencies and better utilise the technical resources in these institutions. Baseline and data collection remains an ongoing challenge for most projects. This has been identified as one of Caritas Australia’s priorities in 2013-14 and beyond.

>LOOKING AHEAD Our agency has been working with a number of partners to build their capacity in participatory approaches to design, monitoring, evaluation and learning. Accompaniment in improving monitoring and evaluation frameworks will be continued in the coming year. We are also developing a framework that looks at effectiveness through the Catholic Social Teaching lens.

Sister Margaret Jedrzejczak, until recently Diocesan Development Director for Caritas Malindi in Kenya, cradling a young goat from the Malindi Livelihoods Program. In this diocese, poor households receive livestock care training; some are then provided with goats, of which the first female offspring are handed on to other participants. Photo: Caritas Malindi

Caritas Australia Annual Report 2012-13

WHERE WE WORK: SERVING OUR HUMAN FAMILY

CARITAS AUSTRALIA HAS LONG-TERM PARTNERSHIPS IN 35 COUNTRIES ACROSS: > AUSTRALIA > SOUTHEAST ASIA > SOUTH ASIA, BURMA/MYANMAR AND TIMOR LESTE 16

> AFRICA > LATIN AMERICA > THE PACIFIC

WE ALSO RESPOND TO HUMANITARIAN EMERGENCIES ACROSS ALL REGIONS: In 2012-13 we assisted in Afghanistan, Bangladesh, Bolivia, Burkino Faso, Burma/Myanmar, Central African Republic, Chad, Democratic Republic of the Congo (DRC), Eritrea, Ethiopia, Fiji, Haiti, India, Indonesia, Japan, Jordan, Kenya, Lebanon, Malawi, Mali, Mauritius, Mozambique, Niger, Pakistan, Papua New Guinea, Philippines, Samoa, Solomon Islands, Somalia, South Sudan, Sri Lanka, Sudan, Timor Leste, Turkey, Uganda and Vietnam.

Please refer to the inside front cover for a detailed map.

Oeu Heng, 49, is making fish traps as part of the Sustainable Change with Dignity program in Siem Reap, Cambodia. Photo: Philong Sovan

IN 2012-13 WE HAD 195 LONG-TERM PROGRAMS AND 143 PARTNERSHIPS IN 35 COUNTRIES. EVERY YEAR, WE ALSO RESPOND TO HUMANITARIAN EMERGENCIES ACROSS ALL REGIONS. This year, we supported 73 emergency programs in 36 countries and assisted over 2.48 million people.

OUR PARTNERSHIP APPROACH

HUMANITARIAN EMERGENCIES

The core of our work is long-term development partnerships with local and international non-government organisations (NGOs) and communities. The success of good development projects often hinges on the trust we build in the communities. This trust, which is developed over time, produces dynamic and fruitful projects.

Caritas Australia provides emergency relief to those most affected by a crisis. We work together with communities to reduce the impact of disasters, build resilience, reduce vulnerability and ensure longerterm recovery. This life-saving work is only made possible through the funds provided by the Australian public, Catholic schools and parishes. We also receive significant support via AusAID’s Humanitarian Partnership Agreement (HPA). For more on the HPA, see p7.

OUR DEVELOPMENT APPROACH Our Caritas approach to development is based on Catholic Social Teaching which focuses on the dignity of the human person. Caritas Australia is committed to building a just world by partnering with local organisations to enable the world’s most vulnerable communities to become the architects of their own development. We ensure that all our community development programs including emergency relief, food security, water, sanitation and healthcare, promote an integrated approach to human development and are accessible to people with disabilities. Our aim is to end poverty, promote justice and uphold dignity. We achieve this, for example, by helping people gain access to markets and appropriate tools, training in sustainable agriculture and animal husbandry, and better irrigation systems. Our programs also strengthen literacy, numeracy and business skills, enabling program participants to grow their incomes and independence. A commitment to working at the grassroots underpins our capacity to ensure that development initiatives reach the most marginalised populations. We also assist the world’s poorest to access a greater share of resources, encouraging environmental sustainability, equity and respect.

Our organisation provides a beacon of hope for millions of children, women and men in times of hardship and contributes to the development of social justice in times of peace.

PROGRAMS AND EMERGENCIES EXPENDITURE 2012-13: $24,771,299 2011-12: $30,076,568 2010-11: $26,295,410 2009-10: $22,110,265 2008-09: $24,172,210

In 2012-13 we spent

$18,313,879 on long-term development programs and

OUR HISTORY Caritas Australia was founded in 1964 as the Catholic Overseas Relief Committee (CORC) by the Australian Catholic Bishops. In 1965, a national Lenten appeal was initiated; in 1966 this was renamed Project Compassion and CORC became known as Australian Catholic Relief (ACR). As our agency developed, we saw that responding to emergency situations was only a small part of the response to poverty. We began to focus more on human development and programs which build community self-reliance. In 1995, ACR was renamed Caritas Australia. Caritas is Latin for love and compassion – two qualities which are central to our work.

$6,457,420 on humanitarian emergency assistance. A total of

$24,771,299 was spent worldwide.

OUR AIM IS TO END POVERTY, PROMOTE JUSTICE AND UPHOLD DIGNITY.

Caritas Australia Annual Report 2012-13

>AUSTRALIA: SUBSIDIARITY AND PARTICIPATION Caritas Australia has supported Djilpin Arts since 2005. This photo was taken at the opening of the Djakanimba Pavillions at the Ghunmarn Culture Centre in Beswick (Wugularr), NT – November 2012. Photo: Peter Eve, Monsoon Studio

In 2012-13, our First Australians team supported 13 local partner organisations, 10 of which have been established and are governed by First Australians.

> In Memory of Ernie On 31 March 2013, the Honourable Ernie Bridge, AM OAM CitWA JP, President and Founder of Unity of First Peoples of Australia (UFPA), lost his battle with mesothelioma, asbestosis and pleural disease. Through our partnership with UFPA, our relationship with Ernie enriched Caritas Australia as we learnt from his leadership and dedication to the people in remote communities of the Kimberley. “Ernie epitomised respect for human dignity; taking the time to listen and engage in dialogue surrounding the health and wellbeing of community members. Thank you, for all you have taught us,” said Mark Green, Caritas Australia First Australians Group Leader (pictured at left).

2012-2013

>KEY PRIORITIES OUR KEY PRIORITIES REMAIN TO CONNECT MORE DEEPLY WITH YOUTH AND YOUNG PEOPLE, STRENGTHEN CULTURAL IDENTITY, RESPOND TO VIOLENCE AND TRAUMA, PROMOTE HOLISTIC HEALTH, AND FOSTER INCOME DEVELOPMENT.

Throughout our strategic planning process a long-term partner told us, “Caritas Australia has taken the time to really understand us and our activities, challenges and constraints.”

SUCCESSES • Tjanpi Desert Weavers attracted 65 first time weavers to their workshops. Participant Winnie Woods* said, “Basket weaving has been really good for us women. We can make them easily in the bush. While you’re digging for maku, tjanmarta and tjarla (local foods), you can collect seeds and grass as well. It also gives us more money. It’s good for the young women, too, we can show them sacred sites... We can tell stories while we’re collecting the grass and making the baskets.” • 264 participants in the Red Dust Healing program continued to report life-changing experiences around rediscovering their identity and reconciling broken relationships. A male participant recently said, “This one here (Red Dust Healing) made me think with my heart … I have to be someone that my sons and daughters can look up to. I have to teach them better ways.” • Deanne Wano, a trainee from Western Desert Nganampa Walytja Palyantjaku Tjutaku Aboriginal Corporation’s Wellbeing Project has completed a Diploma in Management and is about to start Aboriginal Health Worker training

while also working tirelessly on the project. The Wellbeing Project earned $33,000 from the sale of bush balms and catering activities.

• Tell stories from our partners in a way that utilises the richness of Aboriginal and Torres Strait Islander concepts and cultural formats.

• One step towards healing the legacies of past injustices for our new partner Kinchela Boys Home Aboriginal Corporation (KBHAC) is to establish stronger relationships with Kempsey and the surrounding communities as it is here where Kinchela Boys Home (KBH) was located. On Sorry Day 2013, KBHAC partnered with several Kempsey organisations to host an exhibition titled ‘No Names, Just Numbers: In the Shadow of Kinchela Boys Home’. Stories were told by KBH survivors and community members, with many commenting that it didn’t feel like a ‘sorry day’ because the experience was very positive.

• Facilitate opportunities for our partners to strengthen their relationships with one another so they are able to benefit from each other’s experience.

CHALLENGES

• Djilpin Arts Aboriginal Corporation (8 years, since 2005)

Our focus on the 2012-13 Strategic Plan has slowed down the process of working with partners to develop a method of more regular communication between them that suits their different preferences and access to technologies. This is a priority moving forward.

LOOKING AHEAD In 2013-14 we will: • Work closely with key dioceses Darwin, Port Pirie, Broome, Geraldton, WilcanniaForbes and Cairns, as well as the Archdiocese of Sydney where we have well-established relationships.

ONE OF OUR KEY PRIORITIES IS TO CONNECT MORE DEEPLY WITH YOUTH AND YOUNG PEOPLE.

Some of our long-term partners include: • National Aboriginal and Torres Strait Islander Catholic Council (NATSICC) (over 10 years) • Unity of First Peoples of Australia (10 years, since 2003) • Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women’s Council (10 years, since 2003) • Centacare Wilcannia-Forbes (9 years, since 2004)

ON 29 NOVEMBER 2012, WE MARKED THE ANNIVERSARY OF POPE JOHN PAUL II’S 1986 ADDRESS TO OUR ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLES BY CHANGING OUR TEAM NAME TO THE FIRST AUSTRALIANS PROGRAM (FAP). *Winnie Woods, in Watson. P. (2012). Tjanpi Desert Weavers. Macmillan Art Publishing: Victoria

A total of

$1,810,979

2,041 SUPPORT VISITS MADE TO PEOPLE WITH DIABETES IN 5 KIMBERLEY COMMUNITIES

3,200 PARISHES AND SCHOOLS SUPPORTED WITH EDUCATIONAL MATERIALS ON ABORIGINAL AND TORRES STRAIT ISLANDER CATHOLIC SPIRITUALITY

was spent on longterm development programs in 2012-13. 2011-12: $1,491,501 2010-11: $1,188,607 2009-10: $1,099,408 2008-09: $1,306,887

Caritas Australia Annual Report 2012-13

>AUSTRALIA: SUBSIDIARITY AND PARTICIPATION

DJILPIN ARTS ABORIGINAL CORPORATION: DEVELOPMENT OF CULTURAL ENTERPRISE PROGRAM DJILPIN ARTS ENCOURAGES SELF-MANAGEMENT, CULTURAL PRIDE AND SOCIAL RESPONSIBILITY THROUGH A RANGE OF CULTURALLY SUPPORTIVE MEANS, PROMOTING HEALING TO THE COMMUNITY AND LINKING TRADITIONAL CULTURE WITH MODERN ENTERPRISE. In November 2012, Djilpin Arts opened the Djakanimba Pavilions. These are intended to increase tourism to Beswick and boost awareness of the Ghunmarn Culture Centre and the activities of Djilpin Arts. Photo: Peter Eve, Monsoon Studio

PROGRAM OVERVIEW Since 2005, Caritas Australia has supported Djilpin Arts. This program enables young men and women in the Beswick (Wugularr) community of the Northern Territory (NT) to strengthen existing skills and obtain new culturally appropriate skills to generate enterprises that bring economic benefits to the community, strengthen intergenerational relationships, and develop leadership capabilities.

Membership is comprised of approximately 80 Indigenous people from five language groups. They are the largest employer in the community of Beswick (Wugularr).

PROGRAM OBJECTIVES • Provide job creation, cultural learning, employment and the development of enterprise opportunities for young men and women. • Support a sense of cultural ownership and responsibility within the community. • Maintain cultural heritage and provide a focus for community cultural activities for the broader community. • Develop a range of sustainable, ongoing and accessible programs. • Develop mechanisms for ongoing recording and transmission of traditional knowledge systems. • Promote family links between youth and Elders through facilitated cultural transmission programs. • Produce documentary material that demonstrates the ongoing vibrancy of Indigenous culture and the community members’ participation in the maintenance of the program.

ACHIEVEMENTS The maintenance of cultural traditions, relationships and lore within Djilpin Arts enables community members to grow in their identity as Aboriginal people and strengthen their self-esteem.

“Our Elders are passing away, or getting old, so it’s important to keep their knowledge alive to teach the children,” said Revonna Urban, President, Djilpin Arts. “If they lose their culture they won’t have anything, nothing to guide them. Before Djilpin started, the old people held the culture. Now the art centre is keeping that alive.” In remote Aboriginal communities where traditional culture is strong, the relationship between the old people, the keepers of culture and law, and the young people, who need to make their way in a different world, is critical. In November 2012, our long-term partner of eight years, Djilpin Arts opened the Djakanimba Pavilions. These are intended to increase tourism to Beswick and boost awareness of the Ghunmarn Culture Centre and the activities of Djilpin Arts. The accommodation’s construction and ongoing management is providing hospitality skills and in time will provide jobs. Accredited training was offered to five young artworkers and six young women with no previous experience. With Caritas Australia’s support, Djilpin Arts organised training, fitting out and the launch which included local Indigenous production, workers and dancers.

CHALLENGES • As Beswick was not identified by the Australian Government as one of the NT ‘Growth Towns’, the community misses out on many of the resources and programs which are delivered to Growth Town communities. • Severe flooding and other natural disasters in the region can disrupt workshops or enterprises. Although much of the new housing is built on higher ground, there are still many residences which are uninhabitable during these periods. • There is always difficulty in finding appropriate sessional tutors who are available at the right time and some tutors find it difficult to adapt to working in a remote community.

• Ill health and death of key community members or their family members deeply affect the community, and often disrupts program plans. • Loss of funding from other funding bodies, due to changes in the direction and priorities of those organisations, has impacted on this program. This has absorbed the time of key staff as they source replacement funds.

LESSONS LEARNED In working towards long-term change for First Peoples, it is important that Caritas Australia continues to commit to long-term partnerships so that communities and their partners have the security and support to branch out, to be innovative and to take risks.

> CST WOVEN INTO OUR WORK This program illustrates Economic Justice, The Common Good and Subsidiarity and Participation. Economic Justice Through the employment of eight young women at the Ghunmarn Culture Centre, there has been growing empowerment. These women manage the artists and artworks, sales, marketing and tourism. The Common Good There is a greater connectivity between the youth and Elders of the community of Beswick. Through culturally related enterprises, the important dreaming stories and cultural practices of the world’s oldest living civilisation is being retained. Subsidiarity and Participation All members of the community are invited to regular community meetings, annual meetings and strategic planning sessions for Djilpin Arts. They are regularly invited to be involved through workshops, trainings, dance and artworks being sold.

ENSURING A STRONG COMMUNITY AND CULTURAL CONTINUITY AUGUSTINA KENNEDY FROM BESWICK (WUGULARR) IN THE NORTHERN TERRITORY IS ABLE TO WORK WITHIN HER COMMUNITY AND LEARN MORE ABOUT HER RICH HERITAGE AND CULTURE THANKS TO THE DEVELOPMENT OF THE CULTURAL ENTERPRISE PROGRAM WHICH IS IMPLEMENTED BY DJILPIN ARTS ABORIGINAL CORPORATION. “In 2007 the Ghunmarn Culture Centre was built and the David Blanasi Exhibition was handed back to us,” said Augustina, David Blanasi’s great-granddaughter, standing in front of one of his artworks.

Before joining the program Augustina, 23, always knew she wanted to live and work in her hometown of Beswick. After completing Year 11 at school, she began training for the army; her life soon took a very different path. Augustina tells her story: I started with the program in 2008. I came back home after leaving school and was looking for a job. I was doing army training in Darwin and then in Year 11 was told to go find a job but I wanted to work in my own community. Then Fleur, the Manager of Djilpin Arts, asked me if I could help out and helped me to start. I like everything about the program but I particularly like meeting the different people who come through the Ghunmarn Culture Centre*. I enjoy meeting our partners such as Caritas Australia at the partner meetings and I like taking the Elders to their art exhibitions. Life is very different for me now. We are one big family. Grandma makes baskets and mats. My uncle does paintings. In 2007 the Ghunmarn Culture Centre was built and the David Blanasi Exhibition** was handed back to us. Now we also have accommodation called Djakanimba Pavilions*** and we also have the Artists Management System which is a very helpful computer program. David Blanasi was my great-grandfather. I’m his eldest great-granddaughter. I wish he could have been here to see this. He used to tour around to big places like England and New York. A man just brought

his didgeridoo back from Sydney. There’s more to come back. At Djilpin I do cataloguing, art, skin names and language; I also make jewellery and other products. I want to stay at Djilpin ‘cause there’s lots to do and learn. Augustina’s story demonstrates the importance of story, family history and culture in development work. The Ghunmarn Culture Centre binds people together and promotes economic development in the community.

* Djilpin Arts is based in the Ghunmarn Culture Centre, Beswick on the Central Arnhem Road, 107km from Katherine. It is open to the public and features authentic, original art and artefacts including didgeridoos and carving, fibre art, paintings on canvas and bark, limited edition and fine prints. ** In early 1998, Beswick was hit by severe floods. Some of the David Blanasi collection was lost or destroyed. The surviving 39 works that make up the collection were crated at the Museum and Art Gallery of the Northern Territory in Darwin, in preparation for exhibition touring. In 2007, the community of Beswick brought the collection back to the Ghunmarn Culture Centre to share with the community and members of the public.

> CST WOVEN INTO OUR WORK This program illustrates how CST is lived out in our work. In particular, Augustina’s story exemplifies the Common Good, Solidarity and Participation. The Common Good Augustina chooses to work for the development of her entire community and to increase the wellbeing of many people in her hometown. Solidarity Augustina values and stands by the Elders and custodians of her culture, playing a part to ensure that her People’s heritage and wisdom is maintained. Caritas Australia also stands in solidarity with Augustina, her community and all Aboriginal and Torres Strait Islanders. Participation Augustina’s work opens the way for others in the community to participate and be part of what is being built so that everyone becomes richer.

*** Djakanimba Pavilions were opened in November 2012 by Djilpin Arts Aboriginal Corporation. Located in the heart of Beswick Community and adjacent to the Ghunmarn Culture Centre, they offer architectdesigned accommodation for travellers. All room rates support the local Beswick arts community.

“I LIKE EVERYTHING ABOUT THE PROGRAM BUT I PARTICULARLY LIKE MEETING THE DIFFERENT PEOPLE WHO COME THROUGH THE GHUNMARN CULTURE CENTRE.”

Caritas Australia Annual Report 2012-13

> SOUTHEAST

ASIA

PREFERENTIAL OPTION FOR THE POOR We continue to build awareness around child protection issues. Pictured is a mother and her son in Cambodia. Photo: Philong Sovan

In 2012-13, our Southeast Asia team supported 35 local partners across 45 programs in six countries: Cambodia, China, Indonesia, Laos, the Philippines and Vietnam.

Support for children remains a priority for the team. Photos: Philong Sovan in Cambodia

2012-2013

>KEY PRIORITIES OUR KEY PRIORITIES INCLUDE SUSTAINABLE AGRICULTURE, EDUCATION, HEALTH, ASSISTANCE TO PEOPLE WITH DISABILITY, EMPOWERING WOMEN AND CHILDREN, PROVIDING A HOLISTIC APPROACH TO CARE AND PREVENTION OF HIV/AIDS, SUPPORT FOR ETHNIC MINORITIES AND INDIGENOUS PEOPLE, AND CAPACITY BUILDING OF PARTNERS.

SUCCESSES Catholic Social Teaching (CST) underpins our work and ensures our programs reach, benefit and include the most marginalised and vulnerable communities. In 2012-13, 27 partners participated in CST training and we provided additional child protection training to 25 partners to ensure child protection is included in all aspects of their work. Support for children remains a priority for the team. Local partner Peuan Mit, with our support, provides a transitional home for street children in Laos. In 2012-13, 138 children received continual support, access to education and vocational training. This program promotes peer support and encourages long-term independence. Disability is a strong focus in the Southeast Asia region and we continue to expand our support for programs that include people with disability. Our Deaf Development Program in Cambodia, specialises in sign language and vocational training to enable deaf and hearing impaired youth to communicate and obtain livelihood skills. This project is partly funded by AusAID through our ANCP Partnership. In Indonesia, a rural health program has taken the lead in the area of disability and now includes people with disability as part of their mandate in 10 communities. This is proving to be very beneficial for people with disability and has expanded the skills of local implementing partner, Laz Harfa.

Resilience through Disaster Risk Reduction (DRR) and Disaster Risk Management (DRM) was the main focus in Indonesia and Vietnam. Twelve dioceses in Indonesia and 9 communities in Vietnam are now better prepared to respond to emergencies and assist emergency response teams when disaster strikes. Disaster preparedness is mainstreamed in all relevant programs throughout the Southeast Asia region.

CHALLENGES Indigenous people and ethnic minorities remain as the most marginalised groups in Vietnam, Indonesia and the Philippines. Our empowerment programs aim to provide capacity building, skills training and livelihood services to assist Indigenous peoples on their journey to self-sufficiency. Claims for Ancestral Domain Title and Ancestral Land Title continues to be problematic for Indigenous people in the Philippines. We will continue to support Indigenous communities in this challenging area. Changes in the climate have resulted in an extended dry season and widespread drought in Cambodia. While farmers try to adapt with new farming technologies, this remains a challenge. Farmers in Indonesia are experimenting with new crops in response to the changing climate. Farmers are facing new challenges and are forced to reconsider traditional farming methods.

IN 2012-13, 138 CHILDREN IN LAOS WERE PROVIDED WITH CONTINUAL SUPPORT, ACCESS TO EDUCATION AND VOCATIONAL TRAINING.

LOOKING AHEAD In 2013-14 we will: • Conduct an emergency simulation exercise with our partners in the Philippines to further develop response skills. • Establish a child protection taskforce in Southeast Asia. A representative from 16 partners will ensure child protection is integrated throughout our work in the field. • Conduct an immersion trip to Cambodia with representatives from the Catholic Education Office. This will enable participants to gain in-depth understanding of our programs and engage with our agency’s mission. Upon their return, the participants will share their experiences with the Australian community. • Expand partner knowledge on CST and reaching the poorest so that beneficiaries become the architects of their own development. • Conduct the first Mekong partners’ meeting with partner representatives from Cambodia, Laos and Vietnam. This will provide an opportunity to share learnings across the region and highlight CST through partner field visits.

A total of

$3,175,532

985 FARMING FAMILIES IN WEST TIMOR HAVE INCREASED THEIR AGRICULTURAL PRODUCTIVITY

2,418 PEOPLE WITH DISABILITY HAVE BEEN SUPPORTED IN LAOS, VIETNAM AND CAMBODIA

was spent on longterm development programs in 2012-13. 2011-12: $3,296,462 2010-11: $2,742,840 2009-10: $2,722,377 2008-09: $4,254,483

Caritas Australia Annual Report 2012-13

>SOUTHEAST ASIA: PREFERENTIAL OPTION FOR THE POOR

YAYASAN MITRA TANI MANDIRI (YMTM): INTEGRATED VILLAGE DEVELOPMENT PROGRAM THIS PROGRAM, IN THE BELU DISTRICT OF WEST TIMOR, INDONESIA, IS IMPLEMENTED IN 11 VILLAGES AND FOCUSES ON 3,280 FAMILIES COMPRISING OF 14,664 INDIVIDUALS. YMTM has worked consistently with poor farmers to ensure the most marginalised and vulnerable have access to livelihood support and enjoy the fruits of a sustainable future.

PROGRAM OBJECTIVES

INCOME SOURCES

• Increase the agricultural productivity of 985 farming families through sustainable farming systems.

Success in the development of agroforestry has served as an entry point for follow-up activities such as the development of collective marketing, development of savings and loans groups, commodity processing, healthcare, and institutional strengthening of village food security collectives.

• Increase income by providing new sources of livelihood and by developing economic activities in a fair market. • Improve health practices at the village level.

• Reduce community vulnerability to natural disasters through effective land management.

ACHIEVEMENTS FOOD SECURITY AND AGRICULTURE Training in long-life tree cultivation was provided to farmer groups. This included cashews, candlenuts and peanuts, collective marketing, agricultural production processes and climate change adaptation. Farmers work as a group to increase crop production. Corn increased by 30% and peanuts improved by 25%. Effective land management and sustainable farming has extended the crop production period. This has significantly increased yield. In previous years, villagers faced food shortages in December, however crops continued to be harvested in December 2012-13. This has significantly increased the supply of corn (by 30%), beans, cassava, peanuts (25%) and bananas. The program has also continued to green dry land by changing arid land farming techniques. This success has motivated more farmers to take advantage of arid land around their village.

Families have increased their income through new income sources on and off the farm. Farmers reported an average increase of 30% to family incomes. The increase was a result of cultivating seasonal vegetables and long-life plants, cow breeding, crop commodity processing, and collective marketing. These initiatives enabled an increase to cash savings which are a part of the developed loans and savings group.

CHALLENGES AND LESSONS LEARNED Much of Belu district is dry, mountainous and difficult to farm. To overcome this, the program provides technical skills in upland terracing support to farmers. Planting terrace-strengthening plants provide additional security from soil erosion and landslides. In addition, farmers have new climate forecasting technologies with 90% accuracy for better crop planning. This is new technology to the area and our partner YMTM. It offers a whole new way of looking at agriculture. We believe that we must always be open to new ideas and better ways of utilising modern technologies in our programs.

> CST WOVEN INTO OUR WORK This program illustrates Preferential Option for the Poor, Economic Justice and Stewardship of Creation. Preferential Option for the Poor YMTM has worked consistently with poor farmers to ensure the most marginalised and vulnerable have access to livelihood support and enjoy a sustainable future. Economic Justice By providing new sources of livelihood and economic development activities in a fair market, the incomes of many rural families are increasing. Stewardship of Creation Farmers are learning about sustainable techniques, organic farming, seasonal crop cultivation and how best to grow crops on arid land.

TRAINING IN LONG-LIFE TREE CULTIVATION WAS PROVIDED TO FARMER GROUPS. THIS INCLUDED CASHEWS, CANDLENUTS AND PEANUTS; COLLECTIVE MARKETING; AGRICULTURAL PRODUCTION PROCESSES AND CLIMATE CHANGE ADAPTATION.

FROM PLANTATION WORKER TO FARMING ENTREPRENEUR LIFE HAS CHANGED TREMENDOUSLY FOR RUBEN DUKA FROM FATURIKA VILLAGE, WEST TIMOR, INDONESIA THANKS TO THE INTEGRATED VILLAGE DEVELOPMENT PROGRAM*, WHICH IS IMPLEMENTED BY LOCAL PARTNER, YAYASAN MITRA TANI MANDIRI (YMTM). Ruben now has enough money to support his family thanks to joining a savings and loans group. Photo: YMTM

Before joining the program 26 year-old Ruben, was struggling to meet daily expenses. Any money he earned was spent on gambling, leaving barely enough to feed his family. Now, he is President of a savings and loans group, and has become a community leader and innovator. Ruben told his story to YMTM Field Accompanier, Hilaria Kou: I am married with two children and responsible for earning the money, however it’s not easy to save. Before I joined the Integrated Village Development Program and particularly the Savings and Loans Group in 2009, I was working in a plantation and spent money on meals and drinking. The group has helped me learn to become more responsible and to change my attitude. Now, I not only use our money for food but also for income-generating activities. Thanks to the group, I have bought three pigs, a goat, six chickens and some cattle. The group is very motivating and encourages me to work harder. I’m sure my family life will change even more and I know that my children will attend school. In 2013, I became President of the group and I hope that other farmers will join as it’s very helpful to our life. For me, success is not a responsibility, but to keep working is everyone’s responsibility.

Hilaria tells us that savings and loans groups emerged from the awareness of farmers’ financial needs. For farmers’ families, income from farming is sometimes erratic due to seasons and high dependence on nature. Most villages do not have money lending services. Financial institutions are out of reach and rarely accommodate the interests of small farmers. The savings and loans group has become people’s main source of finance when they need urgent funds for their business or household. The emergence of savings and loans groups has highlighted changes to the way the community behaves. Farmers have revealed that the desire to have savings has spurred them to continue to produce crops. More diligent farmers cultivate the farm and the women prepare the produce for sale at the markets. Thus, through the presence of savings and loans groups, people are encouraged to increase their income and their savings. Ruben’s story demonstrates the growing entrepreneurial attitude among farmers. This is evidenced in careful financial planning and the foresight of looking for business opportunities.

> CST WOVEN INTO OUR WORK This program illustrates how CST is lived out in our work. In particular, Ruben’s story exemplifies Human Dignity, Solidarity and Promotion of Peace. Human Dignity Ruben borrowed money from the savings and loans group mainly for food for his family, but later borrowed money to start his business. He now has savings, livestock and furniture and no longer borrows money from rich money lenders in the village. He is happy now that he can pay for his family’s education and healthcare, and his self-esteem has improved. Solidarity Monthly meetings strengthen the relationship between the group members. Healthy competition among group members is coupled with strong support and solidarity, their self-confidence and leadership has improved, and farmers have gained confidence when public speaking. Promotion of Peace Meetings allow for interaction between the communities’ ethnic groups, reducing the occurrence of acts of violence and hostility between ethnic groups.

“IN 2013 I BECAME PRESIDENT OF THE (SAVINGS AND LOANS) GROUP AND I HOPE THAT OTHER FARMERS WILL JOIN AS IT’S VERY HELPFUL TO OUR LIFE.”

*This program is partly funded by AusAID through our ANCP Partnership.

Caritas Australia Annual Report 2012-13

> SOUTH ASIA, BURMA/ MYANMAR AND TIMOR LESTE ECONOMIC JUSTICE In 2012-13, our long-term development programs helped 76,255 people in Nepal, Bangladesh, India and Timor Leste increase their household income. Photo: Peter Saunders, India

In 2012-13, we supported 15 local partners across 33 community development programs in six countries: Bangladesh, India, Nepal, Sri Lanka, Burma/Myanmar and Timor Leste. Our Timor Leste office has 70 staff supporting and strengthening over 50 local organisations.

Through our human rights and justice programs, up to 698 youth contributed to peacebuilding, minimising the likelihood of community-based conflicts erupting in Timor Leste.

2012-2013

>KEY PRIORITIES IN 2012-13, OUR TEAM FOCUSED ON MEETING THE DEVELOPMENT, PEACE AND JUSTICE CONCERNS OF THE MOST VULNERABLE AND MARGINALISED, PARTICULARLY THE TRIBAL, ETHNIC AND INDIGENOUS GROUPS IN THE DIFFERENT COUNTRIES WITHIN OUR REGION.

SUCCESSES BURMA/MYANMAR As part of the five-year anniversary of Cyclone Nargis, which struck Burma/ Myanmar in 2008, communities and stakeholders came together in April. Local Caritas, Karuna Myanmar Social Services (KMSS), facilitated a two-day event which included reviews of the Village Disaster Management Committees, Emergency Response Teams, the network for early warning and Disaster Risk Reduction (DRR) efforts. It was noted that since Nargis, effective local responses were carried out for the Giri Cylone (2010), the Kengtung Earthquake (2011), Mandalay Floods (2012), and the Mandalay Earthquake (2012). This indicates that capacity building in emergency response over the last five years has improved local communities’ awareness and expertise to respond when emergencies occur.

TIMOR LESTE Through our human rights and justice programs, up to 698 youth contributed to peacebuilding, minimising the likelihood of community-based conflicts erupting in this young nation. Twenty partner staff have received training in child protection and have signed the Caritas Australia Child Protection Code of Conduct. Caritas Australia also provided protection, counselling and shelter to 50 women and girls who were victims of domestic violence.

CHALLENGES

SRI LANKA We contributed to rebuilding 30 permanent houses for vulnerable families and provided livelihood support in fisheries, microcredit and agriculture for 1,050 war-affected displaced families. Caritas Sri Lanka also promoted inter-religious dialogue, and organised mediation sessions on trauma healing, reconciliation and peace conventions among various communities, contributing to greater harmony in villages previously affected by conflict and violence.

INDIA The programs in Jharkhand and Chhattisgarh have achieved exceptional reach and access to the poorest and most marginalised in remote locations. In Bootkachhar, Chhattisgarh State, rice yields have increased from 1,000kg to 1,200-1,500kg per hectare after enhanced irrigation and waterflow techniques.

BANGLADESH The Integrated Community Development Program in Dinajpur, which is partly funded by AusAID through our ANCP Partnership, was evaluated in November 2012. The aim was to determine the impact of the program amongst the Adivasi (tribal) communities in Dinajpur. Access to education and livelihoods opportunities has improved, income and food security increased by 45-70%, and 23.58 acres of illegally obtained Adivasi land was recovered to be used for agriculture for landless Adivasi families.

WE PROVIDED LIVELIHOOD SUPPORT IN FISHERIES, MICROCREDIT AND AGRICULTURE FOR 1,050 WAR-AFFECTED DISPLACED FAMILIES IN SRI LANKA.

• Greater incidences of weather-related disasters across the region place urgent, unplanned demands on our partners’ capacity as they work to meet the humanitarian needs of affected communities. This often disrupts our long-term development programs such as food security, livelihoods and education. • In some countries more frequent incidences of socio-political unrest, for example strikes that shut down governments, transport and businesses, affect program implementation. • Fluctuating currency markets overseas make it challenging for partners to budget, plan and implement program activities.

LOOKING AHEAD In 2013-14 we will: • Further engage with partners to target the most vulnerable and marginalised communities. • Strengthen the resilience of vulnerable communities to disasters. • Integrate stronger DRR, child protection and disability programs to impact the most vulnerable people more effectively. • Continue to build our partners’ capacities in program management and reporting, integrating CST in our work and strengthening accountability to stakeholders. • Increase the focus on advocacy, especially for Indigenous communities in South Asia in order to highlight the causes of their poverty and the social injustices that affect them. • Review our program in Timor Leste and focus on the most marginalised communities in line with Caritas Australia’s new strategic plan.

A total of

$4,899,374

76,255

32,940

PEOPLE IN NEPAL, BANGLADESH, INDIA AND TIMOR LESTE HAVE INCREASED HOUSEHOLD INCOME

PEOPLE IN BANGLADESH HAVE ACCESS TO SAFE ARSENICFREE WATER AS A RESULT OF THE INSTALLATION OF ALTERNATIVE WATER SOURCES

was spent on longterm development programs in 2012-13. 2011-12: $4,789,757 2010-11: $4,008,034 2009-10: $3,724,847 2008-09: $4,309,184

Caritas Australia Annual Report 2012-13

>SOUTH ASIA, BURMA/MYANMAR AND TIMOR LESTE: ECONOMIC JUSTICE

CARITAS NEPAL: COOPERATIVE DEVELOPMENT AND ENTERPRISE PROMOTION PROGRAM THE PARTICIPANTS OF THIS PROGRAM, WHICH BEGAN IN 2005, WORK IN AN ORGANISED MANNER TO EFFECTIVELY REDUCE POVERTY, IMPROVE THE RIGHTS OF WOMEN AND CHILDREN, AND PROMOTE DEVELOPMENT AND PEACE. Members of the Kalpabrichya Fish Raising Cooperative in Sorahawa, Bardiya collecting fish for sale. Photo: Caritas Nepal

PROGRAM OBJECTIVES • Facilitate the establishment of cooperatives. • Build the capacity of the cooperatives for good governance and sustainability. • Undertake enterprise sector trainings. • Provide enterprise funds to enable people to pursue enterprises, increase their income and access basic needs.

• Enable cooperatives to more effectively address social concerns such as women and children’s rights, HIV/AIDS and the environment.

ACHIEVEMENTS MICROFINANCE AND LIVELIHOODS 7,719 people (6,077 women and 1,642 men), mainly small farmer and landless households, were supported with microcredit training and small loans. We have found that people who are provided with technical knowledge and minimal funds can maximise the opportunities to develop their capacity, increase their livelihoods and improve their lives. In total, the program reached 25 cooperatives, with 70% of their membership coming from people living below the poverty line (US$1.25 a day). Approximately 35,420 people (18,064 women) now have increased incomes from fisheries, vegetable farming, poultry and pig raising. After receiving business planning and review training, 45 enterprise groups were able to determine their profits, with 32 enterprises in profit. Through increased incomes, the cooperative group members are now able to meet their family and household needs.

CAPACITY STRENGTHENING The leaders, managers and members of the 25 cooperatives received training in cooperative management, and attended district network meetings, annual review and planning events. These activities help them run according to prescribed national guidelines and requirements, and assist them to improve their reporting, analysis and future planning. Twenty four cooperatives have hosted a General Assembly where they reported their yearly achievements and plans to Nepal’s District Authorities and Caritas Nepal. Many cooperatives have also improved their management policies, reflecting the cooperatives’ goals to pursue good governance and sustainability.

CHILDREN’S RIGHTS All 25 cooperatives have signed Caritas Nepal’s Child Protection Policy. They have committed themselves to uphold it, create awareness and support children to realise their rights. Twenty cooperatives celebrated Children’s Day with more than 1,000 people highlighting the rights of a child through events and competitions. Many others showed solidarity towards children’s rights by attending advocacy rallies and raising awareness.

CHALLENGES There is a huge challenge for cooperatives to meet the growing and ever changing needs of their members. The cooperatives need to be able to anticipate changes and respond effectively in the markets they sell to and respond before these changes adversely impact their incomes. This requires effective interventions and support from the program and Caritas Nepal. Cooperatives can better use their

existing strengths to adapt to changing market conditions so they remain competitive and continue to improve their income generation.

LESSONS LEARNED Caritas Australia and Caritas Nepal have learnt that the cooperative leaders learn better through exchanging experiences of various enterprises and promoting possible enterprise sectors. This mutual learning across cooperatives is a powerful tool in risk management as well as increasing enterprise opportunities.

> CST WOVEN INTO OUR WORK This program illustrates Preferential Option for the Poor, Subsidiarity and Stewardship of Creation. Preferential Option for the Poor The cooperative is open to all villagers and has voluntary membership. Cooperatives ensure that their services are accessed by the poorest and most marginalised. Subsidiarity All cooperatives are autonomous, independent organisations and are considered equal partners of Caritas Nepal. Cooperatives decide their own activities or enterprises according to their needs, strengths and context. Stewardship of Creation Cooperatives create awareness and work towards preserving their local resources by ensuring that the enterprises developed are based on local resource availability and sustainable development.

BECOMING A LEADER FOR SOCIAL CHANGE THROUGH OUR PARTNER, CARITAS NEPAL, KAMALA SHARMA, 36, HAS BENEFITED GREATLY FROM THE COOPERATIVE DEVELOPMENT AND ENTERPRISE PROMOTION PROGRAM*. KAMALA IS NOW A WELL-RESPECTED LEADER IN HER COMMUNITY AND IS LOOKING TOWARDS THE FUTURE. Kamala leads a women’s rally on International Women’s Day, 8 March 2013. Photo: Caritas Nepal

Every day Kamala struggled to make ends meet. Through her husband’s income from India and her part-time tailoring work, they had a combined income of less than US$100 per month. Upon hearing about the Caritas-supported Kusumba Devi Savings and Credit Cooperative, Kamala joined the group and is now able to help others like herself. Kamala tells her story to Caritas Nepal Field Office Coordinator, Khamba Singh Basnet: With the money I now earn I am able to provide food and education for my children. I have also been able to save enough money to buy more land for agricultural purposes. I am very happy to stand on my own two feet. Our cooperative is known in our village and people look up to me as an important person in the community. I became a cooperative member nine years ago when they were expanding and looking for new members. Very soon I started saving my money and was able to take out a loan to build a small hut on our family’s land which is approximately a quarter of an acre. What makes our cooperative sustainable is the capacity building activities provided, such as cooperative management, account keeping and leadership. Because of these we have been able to expand. We reach out to community members who are largely small farmers or landless people. In this way, the poorest are being supported.

household income generation activities such as poultry raising or goat keeping and contribute to increasing their household income. Being able to help other women makes me happy and proud. The cooperative is now also facilitating child future savings which is an education fund undertaken by parents. Khamba tells us that Kamala’s honesty, self-confidence, and keen interest to learn led her to become the cooperative’s manager. She was then selected to further participate in Caritas Nepal training which helped her to develop the confidence needed to manage accounts and prepare reports as required. The income Kamala earns from this role assists her in caring for her family. “I feel more confident speaking in front of important people such as officials from the District Cooperative Office and I am glad I can represent my cooperative. I can also advise or help other cooperatives to improve their performance. We discuss cooperative matters at least twice a year during Caritas Nepal network meetings held at the District Centre,” said Kamala. Kamala’s story demonstrates how a person living in significant poverty is motivated to work for change. Her positive outlook and effectiveness as a leader for social justice is inspirational to her family and community. This program aims to improve the capacity of people and organisations to bring about grassroots development. Kamala’s management of the cooperative and desire to address poverty reduction and social justice issues, including the rights of women and children, are inspiring.

The cooperative supports incomegenerating credit funds so women, for example, are able to take up small

> CST WOVEN INTO OUR WORK This program illustrates how CST is lived out in our work. In particular, Kamala’s story exemplifies the Common Good, Preferential Option for the Poor and Economic Justice. The Common Good Kamala has a strong sense of self-confidence which is partly a result of the trainings received through the program. She now represents her cooperative members at network and community meetings. Preferential Option for the Poor Kamala reaches out to others, particularly poor women in her community, by providing them with small scale livelihood opportunities to make their lives better. Economic Justice Kamala and other members of Kusumba Devi identify appropriate activities and decide which ones will assist the community and their cooperative. Her desire to enlarge the cooperative and get more poor people involved helps to promote participation and economic justice.

KAMALA’S STORY DEMONSTRATES HOW A PERSON LIVING IN SIGNIFICANT POVERTY IS MOTIVATED TO WORK FOR CHANGE.

*This program is partly funded by AusAID through our ANCP Partnership

Caritas Australia Annual Report 2012-13

>AFRICA: HUMAN DIGNITY Thanks to your support, our Integrated Human Development programs assist many people across Africa with food security and nutrition. Photo: Erin Johnson in Mozambique

In 2012-13, our Africa team supported 30 local partners across 31 community development programs in 10 countries: the Democratic Republic of the Congo (DRC), Kenya, Mozambique, South Africa, South Sudan, Uganda, Zambia, Zimbabwe, Malawi and Tanzania.

A father and his daughter at a Kenyan refugee camp. Photo: Sara A Fajardo/CRS

2012-2013

>KEY PRIORITIES OUR PROGRAMS IN AFRICA USE AN INTEGRATED HUMAN DEVELOPMENT APPROACH WHICH IS BASED ON COMMUNITIES’ OWN VISIONS FOR CHANGE. THE PROGRAMS FOCUS ON THE MOST MARGINALISED AND VULNERABLE, WORKING TO ENSURE THE INNATE DIGNITY AND HUMAN RIGHTS OF EACH INDIVIDUAL ARE REALISED AND PROMOTED. WE HAVE EXTENSIVELY WORKED ON THE ISSUE OF CHILD PROTECTION, WORKING WITH PEOPLE WITH DISABILITIES AND PEOPLE LIVING WITH HIV/AIDS. WE HAVE FURTHER FOCUSED ON WATER, SANITATION AND HYGIENE (WASH), FOOD SECURITY, THE EMPOWERMENT OF WOMEN AND ASSISTING PEOPLE TO MITIGATE IMPACTS OF CONFLICTS.

SUCCESSES • In 2012-13, our Sexual and Gender Based Violence program in Goma, DRC achieved remarkable success with the signing of a Memorandum of Understanding (MOU) with the Special Police for the Protection of Children and Women (PSPEF). This MOU has strengthened the collaboration between the police and Caritas in the fight against the impunity of the perpetrators of sexual and gender-based violence. In the MOU, the PSPEF is obligated to share information on violations of human rights with Caritas. They will also assist to facilitate the monitoring of these cases. Caritas Goma has also provided training to strengthen the capacities of the judicial police in this department. • We continued to work with our partners to improve child rights and protect children, and have organised a number of trainings in child protection in Tanzania, Malawi, Uganda, Kenya and Zambia. • In Zimbabwe, we worked with Caritas Harare to repair and build 32 boreholes which has reduced distances from 2km to 400m for accessing safe water. This has decreased the risk of waterborne diseases, as some families were using unprotected water sources without treating the water.

• The AusAID-supported Australia Africa Community Engagement Scheme (AACES) in Dowa, Malawi has had considerable successes. Following seed distributions and trainings in improved farming techniques, 369 marginal households have increased their yields from two 50kg bags of maize per acre to 15 x 50kg bags. 631 households have also increased their groundnut production from 25kg to 200kg per half acre. This has greatly improved food security in the area. • We successfully included people with disabilities in our programs. For example, we have designed and located water points so they are accessible to people with disabilities in Mbulu, Tanzania. In Malawi, the National Bureau of Census participated in a baseline study in Blantyre; they later commented that this made them aware of the high number of people with disabilities in the program areas.

CHALLENGES • It is estimated that 2.6 million people have now been displaced in the DRC. This protracted crisis continues to have a devastating impact on the country as it disrupts local communities and continues to create challenges in implementing program activities.

BY USING A STRENGTHS-BASED APPROACH TO DEVELOPMENT, OUR PARTNERS WORK WITH COMMUNITIES TO DETERMINE THEIR EXISTING STRENGTHS.

• Changes to climate continue to cause havoc for farmers throughout Africa, as drought and irregular weather patterns create ongoing challenges for food security.

LOOKING AHEAD In 2013-14 we will: • Further roll out a strengths-based approach (SBA) across all our development programs. We will also host a design and SBA forum in Malawi for all of our African partners. This will further ensure we enhance the sustainability of programs and promote the dignity and leadership of program participants in communities. • Assist in the capacity building of partners in sustainable agriculture. We will look at different agricultural methods that have demonstrated success (particularly in drought affected areas) and provide training on incorporating traditional drought resistant crops into programs. • Commence work on a new protection and livelihood program in the DRC with our UK partner, Catholic Agency for Overseas Development (CAFOD). This program builds on the work CAFOD has done on the area of protection and livelihood building in Goma, one of the most vulnerable areas of the country.

A total of

$4,639,126

was spent on longterm development programs in 2012-13.

12,479

1,440

MORE PEOPLE IN MALAWI NOW HAVE ACCESS TO SUSTAINABLE AND SAFE WATER

SCHOOL CHILDREN IN KENYA ATTENDED HIV/AIDS PREVENTATIVE EDUCATION

2011-12: $4,204,499 2010-11: $3,351,416 2009-10: $2,935,136 2008-09: $3,509,786

Caritas Australia Annual Report 2012-13

>AFRICA: HUMAN DIGNITY

CARITAS HARARE: INTEGRATED COMMUNITY DEVELOPMENT PROGRAM THROUGH THIS PROGRAM, CARITAS AUSTRALIA IS WORKING WITH CARITAS HARARE TO ALLEVIATE THE SUFFERING OF THE MOST VULNERABLE POPULATIONS IN THE ARCHDIOCESE OF HARARE, ZIMBABWE. Using a holistic approach to community development, there have been improvements in community managed water and sanitation services, hygiene, food security and livelihoods throughout Svosve and Chihota Communal Lands. This community is creating a clean access point for water.

PROGRAM OBJECTIVES • Improve water and sanitation standards of the targeted communities. • Reduce vulnerability of communities to external shocks such as food insecurity. • Increase community establishment and ownership of local programs. • Increase awareness of key issues including women’s empowerment, HIV/AIDS and the environment.

• Undertake microeconomic activities designed to improve the livelihoods of the poor.

ACHIEVEMENTS WATER AND SANITATION Overall access to water has improved in the Archdiocese of Harare. With five hand pumps rehabilitated, shallow wells protected and deep wells deepened, the walking distance for women and children to access water has reduced from 3km to 100m. In addition, the installation of piped water in schools has enabled 13 teachers and 187 children to concentrate more on school work as they spend less time collecting water; the students’ pass rate, due to more time studying and attending to homework, has improved from 9% to 26%. In 2012-13, women’s participation in water maintenance or water point committees increased from 30% to 60%, ensuring sustainability of water systems. Water quality testing and monitoring has ensured provision and consumption of safe and palatable water by households. Meanwhile, the construction of latrines has reduced incidences of cholera and diarrhoea from 40% to 30% among members of the community and made it safer for women and children to go out at night.

AGRICULTURE AND FOOD SECURITY We have increased livelihood options and reduced children’s malnutrition levels. In 2012-13, 110 farmers were trained in livestock production and agroforestry, thereby increasing their livelihood options and 70 farmers were trained in market linkages. This led to increased income from sales of agriculture produce on average from US$5 to US$30 per month. Furthermore, the training and adoption of conservation farming has improved food security to vulnerable households. By adopting conservation technology and other sound agricultural practices, the average crop yield of maize has increased from 0.8 tonnes to 2 tonnes per hectare.

HEALTHCARE The training of 51 school health masters and volunteers in participatory health and hygiene education has enhanced (approximately 3,000) school children and community members’ ability to practice improved sanitation and hygienic behaviour. We also supported 20 home-based care patients with kits that reduced opportunistic infections for the chronically ill.

CHALLENGES Continuous rains interfered with latrine construction, shallow well protection and local resource mobilisation such as bricks. These activities were achieved after the rainy season but were difficult for the most vulnerable members of the community. The rains also affected field monitoring of activities, making it difficult for field staff to capture progress data effectively. In addition, blasting of deep wells was hindered by high water levels.

> CST WOVEN INTO OUR WORK This program illustrates Human Dignity, Economic Justice and Preferential Option for the Poor. Human Dignity From constructing latrines suitable for people living with a disability, to supporting people living with HIV/AIDS, orphans and vulnerable children, to empowering women to contribute in meaningful ways to the community, the promotion of human dignity is inherent throughout the program. Preferential Option for the Poor Using a holistic approach the community identified the poorest and most marginalised to take part in this program. The process was open, honest and flexible especially by reflecting on and addressing the gaps. Economic Justice Caritas Harare trained 70 farmers in market linkages (34 women and 36 men). This led to increased income from US$5 to US$30 per month per household.

LESSON LEARNED A lesson learned is that risks of food insecurity can be reduced through crop diversification and by staggering crop cultivation; this was achieved by community members who practiced conservation farming.

RESTORING DIGNITY FOR PEOPLE LIVING WITH DISABILITIES MARSHAL SAMURIWO, 28, FROM GAVANGA VILLAGE IN MARONDERA, ZIMBABWE FEELS THAT HOPE AND DIGNITY HAVE BEEN RESTORED THANKS TO THE INTEGRATED COMMUNITY DEVELOPMENT PROGRAM* WHICH IS IMPLEMENTED BY CARITAS HARARE. Marshal accesses the toilet facility designed and constructed to fit his wheelchair. He is pictured with Caritas Harare Field Officer, Jabson Tarubona. Photo: Kuitakwashe Nhongo, Caritas Harare

The middle child in a family of five, Marshal lives with a disability and requires a wheelchair. In August 2012, his community selected him to receive a Blair Ventilated Improved Pit (BVIP) latrine (toilet facility) built especially for his needs.

leather craft work for six months. My desire was to gain a decent job and earn an income. However, I found it difficult to find a job and decided to return back to my home village where I now live.

Marshal tells his story to Caritas Harare Field Officers, Kuitakwashe Nhongo and Jabson Tarubona:

The quality of my life and others living with disabilities has now improved. The program has also benefited my family through borehole rehabilitation which has improved our access to safe and palatable water; we received participatory health and hygiene education that has led to improved hygienic and sanitation practices, and conservation farming training has improved my household crop yield – we now have three meals a day instead of two.

When I was a baby, my mother passed away so I was brought up by my stepmother. She was poor and life became difficult for her to take care of my needs. Later on, I was sent to stay at Jairos Jiri children’s home in Harare. This was for people living with disabilities. The quality of life there was much improved compared to my home village. At Jairos Jiri, caretakers assisted me whenever I needed ablution facilities and I was also given education assistance up to grade seven. In the village, my stepmother had to take me 300m away from home to defecate. After finishing grade seven, I was sent back home but life became difficult again. In 2001, I enrolled for secondary school in Chinhoyi at Alaska Mine where I did my studies up to form three. However, as there were no user-friendly facilities designed for people living with disabilities, this was difficult too. Because of my status, some people discriminated against me to the extent that in 2003 I dropped out of school. In 2005, I was enrolled at Ruwa Skills National Rehabilitation Centre where I studied

In August 2012, I was selected by the community to receive a BVIP latrine which was constructed close to my house. I can access the latrine on my own using a wheelchair without any assistance.

With my skills in leather craft, my hopes for the future are to get equipment and materials so I can do my own work or gain a decent job that will earn me enough income to meet my family’s needs. Marshal’s story demonstrates the program’s achievements to enhance household sanitation and hygiene practices in the community. There is no more open defecation and fecal contamination in the nearby bush which has reduced the risks of water and sanitation related diseases. Additionally, he now feels safe to use the ablution facility at night instead of the bush. Access to safe and palatable water has reduced travelling distances for those living with disabilities, women and children.

> CST WOVEN INTO OUR WORK This program illustrates how CST is lived out in our work. In particular, Marshal’s story exemplifies Dignity, the Common Good, Subsidiarity and Participation. Dignity All members of the community acknowledge that everyone was created in the image of God hence have the right to participate in community development. The Common Good The community came together and mobilised local resources such as bricks, river sand and labour to construct the latrine. Subsidiarity and Participation Marshal influenced the design of the latrine during construction. As a result, it was designed so he can easily access the facility without assistance.

MARSHAL’S STORY DEMONSTRATES THE PROGRAM’S ACHIEVEMENTS TO ENHANCE HOUSEHOLD SANITATION AND HYGIENE PRACTICES IN THE COMMUNITY.

*This program is partly funded by AusAID through our ANCP Partnership

Caritas Australia Annual Report 2012-13

> LATIN AMERICA: SOLIDARITY Our program with INDEPO* in Bolivia works in drought-affected Pasorapa. Photo: Richard Wainwright

In 2012-13, our Latin America team supported 10 local partners across 10 community development programs in four countries: Bolivia, El Salvador, Peru and Brazil.

Raymundo, 24, from Bolivia featured in Project Compassion 2013. Centre Creativo Artistico â&#x20AC;&#x2DC;educar es fiestaâ&#x20AC;&#x2122; (education is celebration), a circus school for vulnerable children, helped to turn his life around. Photo: Richard Wainwright

2012-2013

> KEY PRIORITIES IN LATIN AMERICA, WE WORK WITH THE MOST MARGINALISED AND VULNERABLE POPULATIONS AFFECTED BY INEQUALITY, POVERTY AND INJUSTICE. PROMOTION OF DIGNITY AND HUMAN RIGHTS IS FUNDAMENTAL TO OUR WORK. IN PARTICULAR, OUR PROGRAMS FOCUS ON CHILDREN’S RIGHTS, ENDING VIOLENCE AGAINST WOMEN AND CHILDREN, AND INDIGENOUS RIGHTS. WE FURTHER PROMOTE COMMUNITY EMPOWERMENT THROUGH SUSTAINABLE AGRICULTURE AND LIVELIHOOD ACTIVITIES WHICH ADDRESS ISSUES OF MIGRATION AND CHANGING CLIMATIC CONDITIONS. REGULAR ADVOCACY WITH LOCAL AND NATIONAL GOVERNMENTS EXTENDS THE IMPACT OF OUR PROGRAMS.

SUCCESSES • Our programs empower women and assist in changing attitudes to end violence against women. One woman who attended a Caritas Chosica support group said, “I was a victim of violence. My self-esteem was cut off. Now I am working, I am valuable; I have skills and a difference of power. I still live with my husband and he accepts that I have come to a position of power and that I keep growing. I have discovered my hidden talents.” • Our program with INDEPO* in Bolivia works in drought-affected Pasorapa. To mitigate against soil erosion, 6500 seedlings were planted into a 20-hectare area and a water tank truck assisted with crop irrigation. These plantations, once established and bearing a harvest, will contribute to increased food security for the community and generate incomes. • In Bolivia, 106 disadvantaged children and adolescents in Ushpa Ushpa and Villa Taquiña Districts were educated by Educar es Fiesta (education is celebration). 93 students have significantly improved their academic performance and completed their school year with excellent grades. Education transforms the lives of children at risk of exploitation in marginal urban areas providing the opportunity for individual achievement and access to a dignified life and higher self-esteem.

• In the most remote communities in the Andes, our program produced an average of 13,400kg potatoes per hectare from 5,400 seed potatoes planted. This greatly improved food security in the area. Caritas Huacho further influenced the local government to change their policies and their approach to addressing the needs of rural communities.

affected the agricultural production, including 93,000 hectares of crops and almost 49,000 animals. More than 17,000 affected families were registered in 19 municipalities. On 19 June 2013, the Bolivian Government declared a national emergency.

LOOKING AHEAD In 2013-14 we will:

• In November 2012, as part of a Caritas Australia immersion program, Australian students visited Peruvian communities to connect, engage and learn. An Indigenous Australian student deepened his understanding of shared issues with Indigenous communities and used this knowledge to inform a 2013 speaking tour in Western Australia (24 June to 3 July).

• Increase our work with INDEPO* in drought-affected Pasorapa. In this region the soil is becoming less fertile and in 2012, thousands of cows died due to withered crops – their usual food source. Two reservoirs, with capacity for 50,000L and 24,000L, will be built to store water. These will feed drip irrigation systems for 25 hectares of olive plantations owned by 20 families, and will also be used to distribute water among 30 families.

CHALLENGES

• Collaborate with Comisión Episcopal de Acción Social (CEAS or Social Action Commission) in Peru to research and assist communities to address the impacts of extractive industries.

• Inequality and the widening gap between rich and poor continue to be of key concern in Latin America. • Most of our programs are in very remote areas so issues like roadblocks, landslides, unplanned assemblies, and infrastructure damaged by rains in the Amazon continue to hamper access. • Between January and May 2013, many areas of Bolivia received insufficient amounts of rain. The drought severely

• Continue to work alongside the Movement for the Defence of Favela Residents (MDF) in their stand for equality and better provisions for urban settlements in Brazil, especially considering the World Cup and Olympics have not always resulted in propoor policies. *INDEPO Instituto de Desarrollo Popular (Popular Development Institute)

OUR PROGRAMS FOCUS ON CHILDREN’S RIGHTS, ENDING VIOLENCE AGAINST WOMEN AND CHILDREN, AND INDIGENOUS RIGHTS.

A total of

$810,975

2,588 PEOPLE IN PERU ATTENDED HEALTH TALKS ON HYGIENE, NUTRITION AND CERVICAL CANCER

5,853 STUDENTS IN BOLIVIA WATCHED A PLAY ABOUT THE EFFECTS OF ALCOHOL, VIOLENCE AND GANGS

was spent on longterm development programs in 2012-13. 2011-12: $694,703 2010-11: $817,484 2009-10: $741,298 2008-09: $904,549

Caritas Australia Annual Report 2012-13

>LATIN AMERICA: SOLIDARITY

ASONGS: PUJLLAY* PROGRAM THIS PROGRAM, WHICH IS IMPLEMENTED IN BOLIVIAN COMMUNITIES, SCHOOLS AND ORPHANAGES THROUGHOUT THE DEPARTMENT OF COCHABAMBA, SUPPORTS YOUNG PEOPLE (5-17 YEARS) TO CONFIDENTLY TAKE UP OPPORTUNITIES THAT CAN POSITIVELY CHANGE DIFFICULT CIRCUMSTANCES. KEY ISSUES ARE FOOD SECURITY, CHILD PROTECTION POLICIES AND EDUCATION POLICIES. Young students learning about their school’s irrigation system. Photo: PUJLLAY Program

PROGRAM OBJECTIVES • Develop the capacities of approximately 1,700 children and adolescents, so they can improve their food security, care for their environment and exercise their rights and responsibilities.

• Empower children and adolescents so they can influence and confidently communicate with local authorities, such as local municipal councils, on issues that affect them.

ACHIEVEMENTS This year, 476 educational activities were held with 1,544 children and adolescents (761 girls and 783 boys). These educational activities were in the areas of food security, leadership, the rights of the child, and healthcare. As a result, children are more aware of their rights and more empowered to speak and express their opinions. Their understanding of nutrition, growing food and healthcare has also helped them to improve the lives of their families.

FOOD SECURITY In 2012-13, 173 food security workshops were held. Over this time, 315 vegetable gardens were established to improve the food security of the participating children, adolescents and their families. Contributing to vegetable gardening and small animal breeding helps to enhance the sustainability of the program and its impact on the whole family.

LEADERSHIP AND THE RIGHTS OF THE CHILD 142 workshops on leadership and the rights of children to participate in society were held. 83% of the children and adolescents who participated stated that the program’s activities helped them to improve their knowledge and to be more responsible with tasks such as their school duties and

household chores. The same number of participating children and adolescents also reported feeling happier and more confident; they also reported learning many new things from the workshops.

> CST WOVEN INTO OUR WORK

HEALTHCARE

This program illustrates Subsidiarity and Participation, Preferential Option for the Poor and Promotion of Peace.

118 workshops on health, including the right to healthcare were held. Children and adolescents developed a proposal called ‘Kindness to Live Well’ with recommendations on ways that public policies can better promote the health and rights of children at the levels of the family, school and community. This was presented to the Department of Equal Opportunity and to 13 municipal governments.

Subsidiarity and Participation The program encourages and builds the capacity of children and adolescents to develop and present their recommendations on improving children’s health and wellbeing. It helps the students access opportunities to influence their society and gives them the opportunity to request workshops on topics of their choosing.

CHALLENGES AND LESSONS LEARNED

Preferential Option for the Poor The program targets children and adolescents, including orphaned children and adolescents, from marginalised urban, rural and Indigenous communities.

Working with different groups of people, for example, different age groups, requires diverse skills that current educators may not possess. Some institutions who implement program activities may not have enough educators to meet the needs of the children and adolescents. A lesson learned by the partner is that it is important to constantly update educators on new methodologies in regards to working with children and adolescents.

Promotion of Peace The program recognises that many Bolivian children face mistreatment at home and in school. According to UNICEF Bolivia, mistreatment affects 61% of Bolivian children and adolescents. By educating children and encouraging them to actively try and influence policies that affect them, it is helping to promote peace by addressing issues such as violence.

EDUCATIONAL ACTIVITIES WERE IN THE AREAS OF FOOD SECURITY, LEADERSHIP, THE RIGHTS OF THE CHILD, AND HEALTHCARE.

*PUJLLAY

MEANS ‘PLAY’ IN QUECHUAN, AN INDIGENOUS SOUTH AMERICAN LANGUAGE.

HELPING CHILDREN BECOME C O N F I D E N T A D U LT S CARMEN*, 7, FROM COCHABAMBA IN BOLIVIA IS LEARNING ABOUT HER RIGHTS AS A CHILD, THANKS TO THE PUJLLAY PROGRAM WHICH IS IMPLEMENTED BY OUR LOCAL PARTNER, ASONGS**. Through the ASONGS Program, Carmen and all the children are learning about eating healthy food, child protection and environmental care. Photo: AVE

Carmen is seven years old and in her second primary school. At the previous institute, she felt frightened and unsure but thanks to the PUJLLAY Program which is available at her new school, she is thriving and enjoying learning new things. The program conducts holistic trainings in child protection, safety, care of the environment, and health and nutrition, in addition to empowering children to grow their own vegetable plots. Her third grade teacher, Marlene, tells Carmen’s story: Carmen has been in the program for three years now and her family trusts the program. She is respectful, supportive and cooperative with her classmates and enjoys participating in the activities with the other children. Carmen helps to water the vegetable garden, clean the henhouse and is learning how to care for the environment. The program respects the cultural and religious diversity of all the children and adolescents. Because of her parents’ and the program’s support, Carmen is a very valuable and rich person, both spiritually and socially.

During the educational process, we focus strongly on the adversities that will arise later in life. We work on values. This school is very different to Carmen’s previous one. Carmen told Marlene that what she enjoys most is studying, reading, watering the plants and participating without punishment. “In my other school there were punishments; they used to hit us with a ruler, they would lock us in a wardrobe, and when we behaved well, the teacher would let us play. I feel good [here] because I’m safe and my parents can go to work without any worries.” The program has also had a positive effect on Carmen’s home environment and she’s looking forward to the future. “I lived badly before. My dad hit me because I couldn’t read. Now I can do my homework all by myself, my dad and my sister help me … When I grow up, I’d like to be a teacher to help boys and girls, because others have nothing.” Carmen’s story demonstrates how important it is to feel safe, loved and protected – at home, at school and within society. Thanks to the program she now feels happy about the future and is determined to become a well-respected leader in her community.

> CST WOVEN INTO OUR WORK This program illustrates how CST is lived out in our work. In particular, Carmen’s story exemplifies Human Dignity, Solidarity and Stewardship of Creation. Human Dignity The program respects Carmen’s rights and duties as a whole person and she is looking towards the future with a happy heart. Solidarity Each child participates through her or his own free will, with no fear of making mistakes. Once their trust has been gained, they are not afraid of expressing their ideas and feelings. This helps them disclose any mistreatment they’ve experienced. Stewardship of Creation Children and adolescents recycle garbage, reuse plastic to make material, and take care of the nature that surrounds them.

*Carmen’s name has been changed under child protection policies. **ASONGS Asociación de Organizaciones no Gubernamentales que trabajan en Salud (Association of Non-Governmental Organisations Working in Health). This program is partly funded by AusAID through our ANCP Partnership.

CARMEN’S STORY DEMONSTRATES HOW IMPORTANT IT IS TO FEEL SAFE, LOVED AND PROTECTED – AT HOME, AT SCHOOL AND WITHIN SOCIETY. THANKS TO THE PROGRAM SHE NOW FEELS HAPPY ABOUT THE FUTURE AND IS DETERMINED TO BECOME A WELL-RESPECTED LEADER IN HER COMMUNITY.

Caritas Australia Annual Report 2012-13

>PACIFIC THE COMMON GOOD A Gaglmambono man from the Southern Highlands of Papua New Guinea. Photo: Fr Philip Gibbs and Marie Mondu

In 2012-13, our Pacific team supported 20 local partners across 29 programs in five countries: Papua New Guinea (PNG), Samoa, Solomon Islands, Vanuatu and Fiji.

Caritas Samoa provided assistance to people affected by Cyclone Evan. Photo: Rachel Nankivell

2012-2013

> KEY PRIORITIES PACIFIC COUNTRIES HAVE AMONG THE WORLD’S HIGHEST RATES OF VIOLENCE AGAINST WOMEN AND GIRLS. OFTEN, SERVICES AND PROTECTION FOR SURVIVORS ARE INADEQUATE WITH PREVENTION EFFORTS HAVING HAD LIMITED SUCCESS. ENDING VIOLENCE AGAINST WOMEN AND GIRLS IS A KEY PRIORITY IN THE PACIFIC. THE PACIFIC’S VULNERABILITY TO FREQUENT AND INTENSE WEATHER EVENTS, SUCH AS CYCLONES, EARTHQUAKES AND TSUNAMIS MEANT WE ALSO FOCUSED ON DISASTER RISK REDUCTION (DRR). OUR TWO OTHER FOCUS AREAS ARE SUSTAINABLE LIVELIHOODS, AND WATER, SANITATION AND HYGIENE (WASH).

SUCCESSES

CHALLENGES

• In Papua New Guinea (PNG), the Sexually Transmitted Infections Management Program (STIMP), funded by AusAID, came to an end after five and a half years. An independent evaluation highlighted the success of the program in improving the accuracy of testing and treatment for Sexually Transmitted Infections (STIs) and encouraging increased access to these services for men and women in five provinces in the Highlands.

• The sudden impact of disasters in the Pacific region has a significant effect on vulnerable populations and can often undo many of the development gains that have been made.

• The Early Childhood Nursery Rhyme Project continued in the Solomon Islands and Vanuatu and was further expanded to Tonga. A total of 79 teachers were trained from 20 pre-schools. The program supported teachers to teach young children what to do during an emergency and improve preparedness for, and responses to, emergencies within the school community. • From late 2012 to early 2013, Caritas Samoa provided immediate shelter and food relief to 330 people affected by Cyclone Evan. In addition, Caritas Samoa provided assistance to villages affected by the Cyclone through the distribution of relief supplies and assistance to restore damaged homes.

• Supporting our partners to advocate alongside communities to address the root causes of poverty such as unemployment, sub-standard housing and lack of access to education is critical to ensuring improved resilience among communities, making them less likely to fall deeper into poverty as a result of a disaster.

• Increase focus on capacity mapping and capacity building of Pacific partners, particularly in the core areas of design monitoring and evaluation, governance, financial management and child protection. • Develop a Pacific child protection strategy to train staff and partners and to support the development and implementation of meaningful and effective child protection policies. • Continue to support the Australasian Society for HIV Medicine to give training and mentoring in the prevention and treatment of STIs, to Catholic Health Services (CHS) staff in the PNG Highlands.

LOOKING AHEAD In 2013-14 we will: • Establish a new program responding to the very high rates of violence against women and girls in the Pacific. Building on lessons learned from other initiatives, the program will work with men to bring about behaviour change, as well as provide shelter and support to female survivors of violence. • Increase investment in assisting Pacific communities to prepare for, respond to and mitigate the impacts of disasters.

IN THE PACIFIC, WE HAVE A CLOSE WORKING RELATIONSHIP WITH OUR COLLEAGUES AT CARITAS AOTEAROA NEW ZEALAND. THE TWO ORGANISATIONS COORDINATED SUPPORT FOR CARITAS SAMOA’S RESPONSE TO CYCLONE EVAN, CARRIED OUT JOINT MONITORING, AND ARE COLLABORATING IN THE RE-STOCKING OF PRE-POSITIONED EMERGENCY SUPPLIES IN SAMOA.

CARITAS SAMOA PROVIDED IMMEDIATE SHELTER AND FOOD RELIEF TO 330 PEOPLE AFFECTED BY CYCLONE EVAN. A total of

$2,977,893

853 SCHOOL STUDENTS IN THE SOLOMON ISLANDS ATTENDED WASH EDUCATION AND SKILLS DEVELOPMENT TRAINING

18,294 PEOPLE IN FIJI, SAMOA AND PNG RECEIVED EMERGENCY SUPPORT INCLUDING FOOD, SHELTER, HYGIENE KITS, KITCHEN SETS, TOOLS AND MOSQUITO NETS

was spent on longterm development programs in 2012-13. 2011-12: $3,346,578 2010-11: $3,365,229 2009-10: $3,738,759 2008-09: $4,249,400

Caritas Australia Annual Report 2012-13

>THE PACIFIC: THE COMMON GOOD

SEXUALLY TRANSMITTED INFECTIONS MANAGEMENT PROGRAM (STIMP) THE AIM OF STIMP IS TO STRENGTHEN CATHOLIC HEALTH SERVICES (CHS) IN THE PAPUA NEW GUINEA (PNG) SOUTHERN HIGHLANDS, TO INCREASE ACCESS TO TESTING AND TREATMENTS FOR STIs AMONG MEN, WOMEN AND YOUNG PEOPLE, TO DEVELOP A BETTER UNDERSTANDING OF THE SOCIAL AND CULTURAL REASONS FOR THE SPREAD OF STIs, AND DEVELOP INITIATIVES TO RESPOND TO THESE. Andrew is a member of staff at the Pureni Clinic and has been trained to conduct tests for STIs in the clinic’s laboratory. The community health workers are able to provide a diagnosis, STI counselling and treatment all in one day. Photo: Father Philip Gibbs

PROGRAM OBJECTIVES In rural PNG clinics, the STI Management Program (STIMP) works with a range of Australian and PNG-based partners to: • Improve the infrastructure of clinics to increase the reach and quality of STI health services.

• Improve the services provided including training of lab technicians, provision of microscopes to more adequately diagnose STIs and the provision of medical supplies to treat the diagnoses. • Outreach to communities to raise awareness about the causes of STI transmission. • Encourage people to seek treatment at the clinics to address symptoms of STIs and reduce risk of further illness.

ACHIEVEMENTS STIMP has: • Increased STI and HIV testing and treatment of pregnant women. For example, testing of pregnant mothers at Pureni clinic increased from 49 in 2007 to 435 in 2012. As a result of increased access to treatment, the likelihood of mother to child transmission of HIV has been reduced. • Increased access for men to STI screening and treatment through provision of men’s clinics. Attendance reached 100% in Mingende over a 2.5 year period. Ensuring men access treatment is critical to reducing the reinfection rates between partners. • As a result of STIMP, the rural health clinic in Goglme was able to establish a laboratory and train staff to analyse STI tests. This has increased the community’s access to STI testing and treatment by reducing the time and cost

associated with travel to sub-regional clinics to seek this service. • Developed a range of community based activities to raise awareness and encourage access to testing and treatment; and provide education about transmission.

CHALLENGES The provision of good quality health services in resource-poor settings has been a significant challenge which STIMP has sought to address. At times it has been difficult to ensure regular supplies of medication at the clinics and, without equipment, health workers have to diagnose patients based only on symptoms, rather than comprehensive testing. However, STIMP has supported the improvement of infrastructure of the clinics, increased access to equipment to improve testing services and provided training of health workers to further develop their treatment and counselling skills. Working with communities to address the drivers of the transmission of STIs and HIV is difficult given the complexity of issues that contribute to the infection rates and the need for long-term approaches to encourage behaviour change. A range of strategies was developed at each of the sites to address key drivers of transmission, but behaviour change can take a long time and is difficult to measure. The end of project evaluation recommended that targeted approaches to behaviour change are needed for different population groups, for example youth.

LESSONS LEARNED Strengthening existing health services is critical to ongoing sustainability. The program works with already established CHS throughout the PNG Highlands and builds on the strengths of each of

the services, including the clinics’ good reputations. This was again strengthened through improved support under the program, leading to increased capacity of CHS to provide accessible and accurate testing and treatment services. After five years, the AusAID funding for STIMP has now ended, but the STI services continue. Caritas Australia will continue supporting core elements such as ongoing mentoring and training for lab technicians and health workers, and improved data collection and analysis.

> CST WOVEN INTO OUR WORK This program illustrates Human Dignity, the Common Good and Subsidiarity and Participation. Human Dignity It has been reported that, as a result of STIMP’s work with community health workers, stigma and discrimination has reduced. As a result, more patients seeking testing and treatment for STIs are travelling to attend the CHS clinics. The Common Good People in communities affirm they now have better access to sexual health services. During the period of the program, an HIV care centre at Halungi was closed as a result of those with HIV being able to access Anti-Retroviral Therapy from the CHS Pureni clinic, and remaining healthy and in no need of the care previously associated with HIV. Subsidiarity and Participation At the commencement of STIMP, less men than women were accessing STI services. Encouraging both to access STI testing and treatment will reduce the likelihood of re-infection. To encourage men to access STI services, STIMP developed two men’s clinics.

A PA S S I O N F O R HELPING OTHERS SISTER ODILLIA IS THE HEALTH COORDINATOR OF CATHOLIC HEALTH SERVICES (CHS) AND RUNS A SMALL RURAL CLINIC IN PURENI, PNG. SHE HAS A PASSION FOR PROMOTING AWARENESS ABOUT HIV AND SEXUALLY TRANSMITTED INFECTIONS (STIS). “Life wasn’t easy before STIMP; but we can see that things are changing,” said Sister Odellia. Now, communities in the Highlands are able to address the impact of STIs, which previously would have gone untreated.

Without the support of the Sexually Transmitted Infections Management Program (STIMP), it is unlikely that the community of Pureni would have access to these life-saving services. Located in the newly created Hela province, the provision of health services has not been easy for Sister Odillia and her team. Run down clinics, lack of access to medication, limited knowledge of community health workers about the symptoms and treatments for STIs, and community stigma and discrimination, have all had an impact on STI prevalence in the community. Sister Odillia tells her story: Life wasn’t easy before STIMP; but we can see that things are changing. Previously, when a patient arrived at the clinic, the health workers would diagnose and provide treatment based on the symptoms the patient was exhibiting. Clearly this wasn’t working, as the patients would keep coming back. Now through STIMP, the clinic has small laboratories, and staff are trained to conduct tests for STIs. My team and I are

able to provide a diagnosis for the patient, as well as relevant STI counselling and treatment, all in one day. Now more people are coming to be tested. They are travelling from other communities and sometimes even bypassing government and other community clinics to access our clinic in Pureni. The clinic has a good reputation – people know they will not be judged by the community health workers and that they will be supported, whatever their status might be. When they come to the clinic they are also encouraged to be tested for HIV. More and more expectant mothers are being tested, and effective treatment has meant that babies are now being born HIV negative despite having an HIV positive mother. This is reducing infection rates among children in the community. Sister Odillia’s story demonstrates the program’s success in reducing STIs in the PNG community. Communities in the Highlands are now able to address the impacts of STIs, which previously would have gone untreated. Her determination and passion for helping people, in the face of adversity, gives testimony to the strength of the program, the clinic and the staff.

“THE CLINIC HAS A GOOD REPUTATION – PEOPLE KNOW THEY WILL NOT BE JUDGED BY THE COMMUNITY HEALTH WORKERS AND THAT THEY WILL BE SUPPORTED, WHATEVER THEIR STATUS MIGHT BE.”

> CST WOVEN INTO OUR WORK This program illustrates how CST is lived out in our work and exemplifies the Common Good, Subsidiarity and Participation, and Preferential Option for the Poor. The Common Good During the program it was recognised that men often were not seeking treatment for STIs or HIV. To ensure a decrease in transmission between couples, men’s clinics were developed for men to access testing and treatment, and attend health talks by the community health workers. They were encouraged to bring their partners to the clinic for treatment to ensure both partners could receive counselling and information. Subsidiarity and Participation Pregnant women are supported to access testing and treatment for STIs and HIV which decreases the likelihood of mother to child transmission. Women are also able to access information about the reasons for the transmission of STIs and HIV, and are encouraged to share this information with their husbands. Preferential Option for the Poor In remote and rural areas in the Highlands of PNG, access to basic health services can be impeded by costs associated with treatment. STIMP increased the quality of services in these areas, the training of staff and the access to medication thus enabling rural communities to have increased access to basic health services to support the treatment of STIs and HIV.

Caritas Australia Annual Report 2012-13

>HUMANITARIAN EMERGENCIES: PROVIDING RELIEF DURING DISASTERS Millions of refugees have fled Syria due to the escalating violence and are seeking safety in the neighbouring countries of Jordan, Lebanon, Turkey, Egypt, Iraq and Cypress. Over eight million people are now in need of emergency aid. Pictured is a man with his son outside a Caritas Australia-supported centre in Jordan. Photo: Andrew McConnell

We respond to humanitarian emergencies across all regions. In 2012-13 we worked with the international Caritas network to assist in 36 countries. Please refer to the inside front cover for a detailed map .

In 2011, conflict between Sudan and South Sudan forced thousands of people to flee from the contested border area of Abyei. Since this time, the international Caritas network has assisted local communities with food, shelter, water, healthcare and other relief supplies. Photo: Paul Jeffrey, Caritas Internationalis.

2012-2013

>KEY PRIORITIES CARITAS AUSTRALIA IS PART OF CARITAS INTERNATIONALIS, A 165 MEMBER STRONG CONFEDERATION OF CATHOLIC RELIEF AND DEVELOPMENT ORGANISATIONS, ACTIVE IN OVER 200 COUNTRIES AND TERRITORIES AROUND THE WORLD. THE STRUCTURE AND SIZE OF OUR CONFEDERATION ALLOWS US TO RESPOND RAPIDLY TO BOTH NATURAL AND MAN-MADE DISASTERS AROUND THE WORLD, PRIORITISING CATHOLIC SOCIAL TEACHING PRINCIPLES SUCH AS SUBSIDIARITY AND PARTICIPATION, AND SOLIDARITY THROUGHOUT OUR WORK. Caritas Australia provides emergency relief to those most affected by a crisis. We work together with communities to reduce the impact of disasters and ensure longer-term recovery. This is only made possible through the funds provided by the Australian public, Catholic schools and parishes. We also receive significant support from the Australian Government via AusAID’s Humanitarian Partnership Agreement (HPA). See p7 for more on the HPA.

OUR KEY PRIORITIES • Providing a timely response to communities in crisis. • Strengthening the capacity of partners closest to the communities affected by disasters in emergency preparedness and response. • Developing Climate Change Adaptation (CCA), Disaster Risk Reduction (DRR), Disaster Risk Management (DRM) and community resilience programs. • Establishing stronger collaboration through strategic partnerships to respond to disasters more quickly, effectively and efficiently, and create opportunities for joint advocacy and capacity building of local partners. • Fostering greater linkages between ‘humanitarian’ and ‘development’ continuum to ensure further integration of CCA, DRR, DRM and resilience.

RESPONSE We responded to an array of emergencies, from typhoons in the Philippines, to complex emergencies like the Syria crisis, and we continued to support local communities throughout East and West Africa while they work to recover from protracted drought and crop failure. In total, we supported 73 programs in 36 countries and assisted over 2.48 million people.

In addition to relief and recovery activities, we place a strong emphasis on working with communities to build resilience where natural disasters can be anticipated. Our DRR activities have continued across Asia and the Pacific. In Samoa, prepositioned shipping containers stocked with essential relief supplies allowed our local partner Caritas Samoa to respond immediately to the devastating Cyclone Evan that hit the island in late 2012. When a cyclone hit in 2009, Caritas Samoa required Australian staff support, however in 2012, they managed the response in-country. This is a great example of capacity strengthening and the effectiveness of DRR activities.

IN TOTAL, WE SUPPORTED 73 PROGRAMS IN 36 COUNTRIES AND ASSISTED OVER 2.48 MILLION PEOPLE.

Caritas Australia also prioritises capacity building and DRM. With support from AusAID, we have assisted communities in four countries to prepare and respond to emergencies in an appropriate and timely manner. A number of regional activities were also undertaken across Asia Pacific. In Timor Leste for example, our team reviewed their own capacity and the likely risks facing the country, should an emergency occur. The team’s emergency plan has been developed further and tested through simulated emergencies. As a result, our Timor Leste office and staff are in a much stronger position to respond to the increasing number of natural disasters that strike the country.

In 2013-14 we will:

LOOKING AHEAD • Strengthen our DRR/DRM programs in the Philippines, Indonesia and Timor Leste, thereby making communities more resilient if disaster strikes. • Improve our humanitarian response capabilities in Australia and abroad to ensure that we can provide the necessary support required at the times of greatest need. Caritas Australia will ensure that those affected by emergencies have their dignity upheld and their lives restored. • Continue to reach the poorest and most vulnerable communities.

A total of

$6,457,420

1.1 MILLION

33,180

PEOPLE (APPROXIMATELY) WERE ASSISTED THROUGH OUR EAST AFRICA CRISIS RESPONSE

PEOPLE IN THE SOLOMON ISLANDS WERE PROVIDED WITH MOSQUITO NETS TO STEM A DENGUE FEVER OUTBREAK

was spent on emergency humanitarian programs 2012-13. 2011-12: $12,253,069 2010-11: $10,411,097 2009-10: $ 7,238,692 2008-09: $ 5,650,412

Caritas Australia Annual Report 2012-13

>HUMANITARIAN EMERGENCIES: PROVIDING RELIEF DURING DISASTERS

TYPHOON BOPHA EMERGENCY RESPONSE ON 3 DECEMBER 2012, CATEGORY 5 SUPER TYPHOON BOPHA (PABLO) DEVASTATED THE ISLAND OF MINDANAO IN THE PHILIPPINES, AFFECTING 6.2 MILLION PEOPLE, KILLING 1,146 AND DAMAGING OR DESTROYING OVER 230,000 HOUSES. Destruction in Cateel, Davao Oriental, Mindanao from Typhoon Bopha.

PROGRAM OVERVIEW Typhoon Bopha was particularly destructive in the province of Davao Oriental, destroying housing, farms and plantations, livestock, agricultural equipment, fishing boats and factories. This was a significant blow to an area where small-scale farming was the primary source of income for approximately 80% of the affected population. Our response was funded through AusAID’s HPA.

The program objective was to provide emergency shelter and non-food items to assist families to meet their basic needs.

ACHIEVEMENTS

such as clearing agricultural land and the construction of shelters. Community focus groups similarly identified that staple crops such as coconut would take many years to bear fruit, therefore short-term crop alternatives such as vegetables, root crops, corn and rice were essential. Sustainability was also encouraged by the community using the coconut lumber cut during the clearing of agricultural land for the construction of transitional shelters. Stable livelihoods and security of income are integral to the community being strong and sustainable, and more resistant to future disasters. Communities are also being assisted by the Philippines Government emergency relief funding which is continuing through 2013 and beyond.

• Assisted 3,486 families (approximately 17,500 people) with emergency shelter kits consisting of tarpaulins and 6kg of nails.

CHALLENGES

• Provided 3,486 families (approximately 17,500 people) with household kits containing a sleeping mat, 5 plates, 5 cups, 1 blanket, 3 towels, 1 cooking pot and 1 flashlight with batteries.

• Finding suitable, sustainable and immediate livelihoods before the Philippines Government stopped its emergency food supplies at the end of June 2013.

• 304 community groups were provided with carpentry tool kits containing a saw, claw hammer, chisel, shovel and crowbar for construction and maintenance of shelter.

• The considerable needs for shelter relief materials required humanitarian agencies to bring in supplies internationally. Transporting of emergency shelter tarpaulins from Dubai took longer than expected because of Christmas holidays and poor weather conditions in the Philippines due to two other tropical storms at the end of December. All relief kits were distributed to families within seven weeks of the typhoon.

• 500 hectares of agricultural land was cleared of fallen trees and other debris for 500 farming families.

IMPACT As well as meeting the urgent and immediate shelter and household needs of thousands of disaster-struck families, this program also focused on helping families rebuild their lives through activities such as cash for work programs, and rehabilitating the community and local economy through livelihoods. Community ownership in the program was increased through participation in activities

• Explaining the distribution process and the need to utilise emergency response standard forms for accountability and documentation.

LESSONS LEARNED It is important that we: • Stockpile critical supplies and emergency shelter items due to shortfalls during large emergencies. • Increase emergency preparedness training for local partners. • Improve trainings for church-based volunteers during emergencies.

> CST WOVEN INTO OUR WORK

• Orienting all Church partners and local staff, and particularly the parish priests and local volunteers, about emergency response guiding principles. • Ensuring staff prioritised the involvement of the poor and vulnerable regardless of religion and ethnicity.

This program illustrates Human Dignity, the Common Good and Preferential Option for the Poor. Human Dignity This program provided the tools and equipment necessary for people to help themselves repair or build shelter that would allow them to live with dignity. The Common Good A cornerstone of this program is the clearing of agricultural land which not only provided short-term cash for work, but also renewed agricultural activities and created livelihoods for landowners and labourers. Preferential Option for the Poor The poorest and most marginalised families were targeted for inclusion in this program.

RESTORING LIVES AND LIVELIHOODS AF TER N AT U R A L D I S A S T E R S AFTER THE DEVASTATING TYPHOON BOPHA, LIFE IS LOOKING BRIGHTER FOR ROLLY DELACRUZ AND HIS YOUNG FAMILY THANKS TO THE PAGLAUM PROJECT*, WHICH IS IMPLEMENTED BY OUR PARTNER, CATHOLIC RELIEF SERVICES (CRS). Rolly, Emily and their two-year-old son in front of their vegetable and corn crops. Photo: Rodelia Yecyec-delacruz, CRS-Cateel.

Rolly, 38, and his pregnant wife, Emily were devastated when Typhoon Bopha ripped through their Davao Oriental property, uprooting crops and bringing down coconut trees. Since this time their livelihood and income has been restored. Rolly told his story to Catholic Relief Services’ Monitoring and Evaluation Officer, Rodelia Yecyec-delacruz: Before the typhoon hit, my wife and I were coconut farmers. Afterwards, our land was full of fallen coconut trees, debris and tall grasses. We did not know where to start because we didn’t have the right tools or enough money to finance farm clearing and purchase seeds for planting. We became dependent on donations from different organisations. It was really difficult because we knew that these donations would not last. So I started small-scale fishing to earn some income. When I heard that the Livelihoods Recovery Program was being implemented in our barangay (district) I was very happy. We did not hesitate to participate because we knew this was a chance for us to start rebuilding. The program gave us hope that we can survive, despite the huge damage to our coconut farm. When the program started, I assisted in the debris clearing activities. They hired chainsaw operators to cut fallen coconut trees. They also assigned 15 farm labourers to pile the cut logs together and conduct initial grass cutting. I was really inspired and happy to see changes in my farm. After a few days of working, the debris and tall grasses were gone.

A seed and tool fair was also conducted in our community. Each recipient-family received 2,000 pesos ($172) worth of coupons which we used to buy the tools and seeds we needed to start our farming activities. During the fair, I also purchased tools and seeds such as corn and bitter gourd.

> CST WOVEN INTO OUR WORK This program illustrates how CST is lived out in our work. In particular, Rolly’s story exemplifies the Common Good, Economic Justice and Stewardship of Creation.

I am really just a simple man. All I want is for my family to lead a simple but comfortable and healthy life. At present, I feel contented that my family has something to eat daily. I hope that we can have more when harvest time comes.

The Common Good Rolly showed his innate character to help neighbours amid his personal struggle to survive on top of his economic losses as a result of the damage caused by the typhoon.

Rodelia told us that when Rolly heard that the program only helps farmers, he asked his neighbour – who doesn’t have any land – if he’d like to join. Rolly then gave him permission to use 3,000m² of his own farmland.

Economic Justice The program provided the community the chance to actively participate in all livelihood related activities and earn income to help them rebuild their lives. Landless people were hired as farm labourers and were given remunerations based on the standard set by the government.

“I could not bear to see other people, especially my neighbour, suffering with nothing to eat,” he told Rodelia. This is one of the very reasons why I chose Rolly to tell us his story. He is considerate and humble. His words ‘Kung mabuhi ko, dapat mabuhi pod ka’ mean that if I survive, you should survive as well.

“I COULD NOT BEAR TO SEE OTHER PEOPLE, ESPECIALLY MY NEIGHBOUR, SUFFERING WITH NOTHING TO EAT,” SAID ROLLY WHO GAVE HIS NEIGHBOUR PERMISSION TO USE 3,000M² OF HIS OWN FARMLAND.

Stewardship of Creation The program promoted effective, earth-friendly technologies in the technical training for vegetables and corn production to the farmers. Due to the sloping terrain, among the technologies promoted were contour farming for corn production, alternative use of botanical pesticides, and organic fertiliser production and application thereby enabling sustainability of improved agricultural and environmental practices.

*This program is partly funded through the HPA

Caritas Australia Annual Report 2012-13

OUR CARITAS COMMUNITY: HELPING US OPEN DOORS

AT CARITAS AUSTRALIA, WE ARE WORKING TO CREATE A WORLD THAT GOD CONSIDERS JUST AND COMPASSIONATE. BUT WE COULDN’T DO THIS WITHOUT OUR SUPPORTERS, STAFF OR VOLUNTEERS. THANK YOU FOR HELPING US OPEN DOORS INTO THE FUTURE FOR THE POOREST OF THE POOR.

> CST VALUE: THE COMMON GOOD “ … when charitable activity is carried out by the Church as a communitarian initiative, the spontaneity of individuals must be combined with planning, foresight, and cooperation with other similar institutions.” Pope Benedict XVI, Deus Caritas Est

In March 2013, 1000 year 7, 8 and 9 students from Catholic College Bendigo’s La Valla campus set off on their annual 11km Caritas Ks event. In total, the school raised $32,974.24 for the world’s poorest. Thanks to Catholic schools, parishes, community groups and other generous supporters across Australia, over $11 million was raised for Project Compassion 2013.

OUR CARITAS COMMUNITY: CAMPAIGNS CARITAS AUSTRALIA’S CAMPAIGNS ENCOURAGE ALL AUSTRALIANS TO ENGAGE IN OUR WORK AND TAKE ACTION FOR SOCIAL AND ENVIRONMENTAL JUSTICE. The campaigns team finds inspiration from Archbishop Oscar Romero’s words, “Aspire not to have more, but to be more”. In August 2012, we launched our new advocacy campaign Walk As One: Connecting with our World’s Indigenous Peoples. Photo: Richard Wainwright in Bolivia

WALK AS ONE: CONNECTING WITH OUR WORLD’S INDIGENOUS PEOPLES In 2012-13, Caritas Australia launched a new agency-wide advocacy campaign entitled Walk As One: Connecting with our World’s Indigenous Peoples. Launched with an exclusive screening of the shortfilm in Sydney on 23 August 2012 by Caritas Internationalis President Cardinal Oscar Rodriguez Maradiaga, Walk As One focuses on issues affecting Indigenous Peoples around the world, and how local communities are responding. The campaign commenced with a two-day forum in Sydney with nearly 100 engaged and justice-minded people attending and participating in the workshops and discussion sessions. The forum was led by some of the brightest and most influential minds working in Indigenous communities today, including Fr Frank Brennan SJ. All participants were encouraged to create their own action plans and campaigns so they could return to their communities with concrete ideas on how to inspire others to Walk As One. Since the launch: • 100 film screenings have been held nationwide by schools, parishes and individuals. • 3,000 people have watched the film online through the Caritas Australia website. This film is helping to raise awareness about issues affecting Indigenous communities and inspiring people to take action. • Over 780 people responded to our Walk As One petition, calling on the Australian Government and AusAID to prioritise Indigenous Peoples in their programs.

MICAH CHALLENGE: VOICES FOR JUSTICE Caritas Australia is part of Micah Challenge which is a coalition of Christian agencies and aid organisations determined to alleviate global poverty and see the Millennium Development Goals achieved by 2015. From 15-18 September, Caritas Australia again took part in the Micah Challenge Voices for Justice Conference. This annual four-day event gives members of Micah Challenge a space to influence our nation’s most powerful and highest profile politicians. This year, for two days, large letters spelling out ‘Halve Poverty 2015’ were placed inside and outside Parliament House. Politicians were then encouraged to pledge their support to achieve the Millennium Development Goals. Over 60 MPs did so with many others adding their support online after the event.

MOVEMENT TO END POVERTY This year, a sector-wide petition called The Movement to End Poverty was created to ask our government to do their fair share in ending global poverty. This petition brought together over 30 organisations and their supporters calling on our leaders to keep their bipartisan promise and give 50 cents in every $100 to tackle global poverty. The petition is a joint action of the Make Poverty History and Micah Challenge coalitions, and has received over 50,000 signatures from across the nation. Caritas Australia has been involved in promoting this petition.

LOOKING AHEAD To encourage people to engage in social justice matters, in 2013-14 we will: • Continue the Walk As One campaign, connecting our supporters with the issues that most affect Indigenous Peoples. This will include creating a significant online resource and encourage supporters to continue hosting short film screenings. • Unite with the other 165 member organisations of the international Caritas network for a global Caritas campaign ‘One human family, food for all’. This campaign will place the world’s most vulnerable at the centre and aims to protect their fundamental dignity, ensuring they are free from hunger. • Caritas continues to work with the most marginalised people in the Democratic Republic of the Congo (DRC). As a follow up to our successful 2009 Foresaken Voices campaign, we plan to engage our supporters more deeply in issues currently affecting the DRC. • Continue responding to issues that affect the work of Caritas Australia. In particular, we will continue to ask the Australian Government, through AusAID, to maintain an effective and generous aid program which we know saves lives.

TO FIND OUT HOW YOU CAN ACT FOR JUSTICE WITH CARITAS AUSTRALIA, HEAD TO WWW.CARITAS.ORG.AU/ACT OR SIGN UP TO OUR MONTHLY CAMPAIGNS ENEWSLETTER ‘INSIDE CARITAS CAMPAIGNS’ AT WWW.CARITAS.ORG.AU/SUBSCRIBE

Caritas Australia Annual Report 2012-13

OUR CARITAS COMMUNITY: EDUCATION CARITAS AUSTRALIA’S EDUCATION TEAM HAS A PASSION FOR EDUCATING YOUNG PEOPLE ABOUT SOCIAL JUSTICE AND SOCIAL ISSUES. THE TEAM’S SCHOOLS AND UNIVERSITY PROGRAMS HELP STUDENTS AND STAFF LEARN ABOUT DEVELOPMENT AND JUSTICE, AND ENGAGE IN POSITIVE ACTIONS AND LEADERSHIP. This Just Leadership Day in Toowoomba was the very first for Project Compassion 2013 in Queensland. “There were over 50 students in attendance, it truly was a great day,” said Veronica White, Diocesan Director, Toowoomba.

Caritas Australia’s Global Education programs enable individuals to reflect upon their essential interconnectedness with the planet and those living on it, and the global issues that are the root causes of poverty.

Importantly, these programs are framed by the key Gospel values of compassion, empathy and understanding, and the Gospel imperative to pursue justice and help those suffering from poverty and disadvantage. We incorporate the elements of Catholic Social Teaching (CST) into all our work. With this knowledge, students and teachers are better equipped to make choices and engage in positive actions and leadership to end poverty, promote justice and uphold dignity. The key priorities of 2012-13 were to: • Strengthen strategic partnerships in the formal education sector to increase opportunities for student and teacher learning. • Provide training and formation to educators and students in global education to enrich engagement in addressing poverty and injustice. • Produce quality educational resources linked to the Australian curriculum, available freely to educators via www.caritas.org.au/schools

RESEARCH INTO OUR EDUCATION WORK Last year, our agency commissioned the Christian Research Association to conduct an extensive evaluation of the core elements of our education program. This was carried out in September 2012. The research demonstrated that our education resources, Just Leadership days,

immersions and professional development sessions are all highly valued by teachers. The survey told us that: • Our website is widely used by teachers, particularly for downloading resources, watching videos and reading stories. • Just Leadership Days for student representatives were effective in inspiring students to become more involved in social action and activities in their schools. • Project Compassion resources were effective, particularly in religious education and school assemblies.

EDUCATION ONLINE Our education resources for schools and teachers moved almost exclusively online this year, saving paper, money and allowing us to track their use more accurately. The downloadable resources can be filtered by topic, curriculum focus area and learning level, and assist teachers to embed social justice and global learning in the curriculum. This year we developed two multimedia resources for the important Church seasons of Lent and Advent. These web calendars and iPhone apps served as important tools for our supporters’ reflection and deepening of faith in the context of the Church’s global mission of justice and development for all people.

LOOKING AHEAD In 2013-14 we will: • Continue to develop and customise our curriculum resources for schools. • Continue to develop our Just Leadership Days. In 2012-13, they were held in 17 of Australia’s 28 geographic dioceses; we’d like to raise this to 18 in the coming year. • With Catholic schools increasingly sending students to visit communities in a developing country, 2014 will see Caritas Australia develop a ‘How to’ best practice guide for school immersions and global partnerships. This will be made available to school communities and will be offered with training for teachers considering, or already implementing, such programs in their schools.

4,092 STUDENTS AND 350 TEACHERS FROM 306 CATHOLIC SCHOOLS ATTENDED A JUST LEADERSHIP DAY

PROFESSIONAL DEVELOPMENT Education staff continued to seek out opportunities to deliver professional development courses for teachers. More than 850 teachers received training which focused on why and how to embed global social justice issues across the curriculum. In addition to topic areas of Catholic Social Teaching and ‘From Charity to Justice’, the team has further developed global education links for the new Australian curriculum.

OVER

850

TEACHERS PARTICIPATED IN A PROFESSIONAL LEARNING SESSION FROM A CARITAS AUSTRALIA GLOBAL EDUCATOR

OUR CARITAS COMMUNITY: REALISING AFRICAN VISIONS IN 2011-12, CARITAS AUSTRALIA COMMENCED THE AUSTRALIA AFRICA COMMUNITY ENGAGEMENT SCHEME (AACES) IN MALAWI AND TANZANIA. THIS FIVE-YEAR INTEGRATED COMMUNITY DEVELOPMENT PROGRAM, SUPPORTED BY AUSAID, IS HELPING VULNERABLE COMMUNITIES REALISE THEIR VISIONS FOR FOOD SECURITY AND BETTER ACCESS TO CLEAN AND SAFE WATER.

Patrick Lucas, Hygiene and Sanitation Advisor for the Diocese of Mbulu, Caritas Tanzania shows AACES participant Stacey Cikarela, Health and Physical Education teacher at Newman College, a poster used to assist in teaching hygiene.

The AACES program also aims to engage our Caritas supporters, helping to deepen the understanding of development in Africa within the Australian community.

• They have a greater commitment to teaching aid and development as they can now relate it to their own experiences.

In the first year of AACES, six education professionals from the Catholic Education Office of Western Australia (WA), University of Notre Dame (Fremantle campus) and Newman College in Perth undertook a development formation course. The group learnt about: development issues and solutions within Tanzania and Malawi and more broadly in Africa; Caritas Australia’s development approach grounded in Catholic Social Teaching principles; and the strengths-based model of development.

The EMC research shows that the participants’ understanding of aid and development has deepened in a number of ways. They said they now know more about:

In July 2012, these six influential educators went on a two-week immersion field trip, exploring our AACES programs in Malawi and Tanzania.

LEARNINGS FROM THE IMMERSION The independent professional research agency, Essential Media Communications (EMC), monitored and tracked how the immersion participants’ perceptions and understandings of development in Africa have changed through the development course, the immersion experience and their continued learning. EMC undertook baseline, follow-up and completion research in four key steps: pre-course, pre-trip, post-trip and eight months post-trip. In the final EMC research report, participants indicated that the course had brought about lasting changes in their approach to teaching. They said: • Development is the way of the future as it empowers people to build an ongoing successful and striving community.

• They now have a comprehensive and integrated approach to teaching the Australian curriculum and sharing this knowledge with professionals.

• Gender equality: a number of participants commented on how important women in leadership roles are to the viability of the village. • The difference between aid and development: ‘development’ is regarded as a more desirable approach because organisations work with, instead of for, communities to co-create long-term and sustainable solutions. • Community empowerment: participants emphasised the importance of community consultation in the process of development. Communities are responsible for building their own futures, rather than having it imposed on them. • Clean water: water supplies to villages are central to health, agriculture, infrastructure and living conditions. The educators are now sharing their knowledge and experience of aid and development in Africa with their students and networks in a number of ways. In 2012-13: • A food and water security workshop, with a core AACES case study, was presented to 29 teachers at the Australian Geography Teachers conference in Perth. • A Food and Water Security article featuring AACES was published in GeoDate Geography Teachers Journal, Vol 26, No 2, May 2013. This publication is subscribed to by 250 schools.

• Marisa Kelly, course participant, spoke about linking effective aid and development with the Australian curriculum at a primary curriculum conference. • Dr Annabeth Kemp, another participant, is supervising a University of Notre Dame (UNDA) undergraduate student who is researching the cost of water in subSaharan Africa from a female perspective (ecofeminism). • An AACES case study was used in Global Health units by Yen Lee in the Nursing Faculty at UNDA.

LOOKING AHEAD In 2013-14 we will: • Continue to track the impact of the first immersion groups as they embed their deepened understanding of development in Africa in their professional development and teaching courses. • Produce a signature AACES video that will help further teach our Australian supporters about our strengths-based approach to development in Malawi and Tanzania. • In partnership with CADECOM (Caritas Malawi) and UNDA, co-produce a series of development training videos that can be used by community members in Malawi and Tanzania, as well as our Australian supporters, to learn about specific development tools (such as tippy-taps, energy saving stoves and latrines) and the benefits these have for people living in marginalised communities. • Extend the immersion experience to a group of self-funded participants from UNDA in order to measure their changed understandings about development issues in Malawi.

Caritas Australia Annual Report 2012-13

OUR CARITAS COMMUNITY: MEDIA AND ONLINE AT THE HEART OF CARITAS AUSTRALIA’S MEDIA AND ONLINE PROFILES ARE RESPECTFUL AND STRONG RELATIONSHIPS. DRAWING ON OUR CATHOLIC SOCIAL TEACHING PRINCIPLES, WE ENSURE THAT WE UPHOLD THE DIGNITY OF ALL PEOPLE AND TELL THE STORIES OF THOSE WE WORK WITH ACCURATELY AND ETHICALLY. Events, such as Cyclone Evan’s destruction in the Pacific received substantial media coverage. Photo: Rachel Nankivell

MEDIA REPRESENTATION The Australian media is an effective channel that allows for a mutual relationship of learning, sharing and transformation with our partners and the vulnerable communities we help. In 2012-13, we achieved strong media representation, in particular with national broadcaster, ABC TV. Highlights include:

• Caritas Australia CEO, Jack de Groot served as a key media commentator on the government’s foreign aid diversions and cuts with national coverage across television (Channel 9, ABC Nationally, Channel 10, Sky News), radio (SBS, ABC and 2GB) and print media. • Project Compassion 2013 was covered in hundreds of Catholic media publications, as well as local and regional media. Television coverage included commercial networks in Toowoomba (Qld) and Prime in Wagga Wagga (NSW). • Jack de Groot served as a key commentator on Pope Benedict’s resignation and Pope Francis’ election on ABC TV, ABC PM, ABC news radio, ABC TV News 24 and Sky News. • Jack de Groot co-presented two major ABC TV events on the Papal inauguration and took part in an in-depth interview on ABC TV News 24 program, The World. • African Program Coordinator, Lulu Mitshabu spoke about our work in the DRC with ABC 702 in Sydney and took part in a one-hour segment on ABC radio nationally. • Events, such as Cyclone Evan’s destruction in the Pacific, the government’s announcement of plans to move processing of asylum seekers to PNG, and the refugee crisis in Syria also received substantial media coverage.

Read our big stories in 2012-13 at www.caritas.org.au/media

In 2012-13, using our customised online campaign petition tool, we launched petitions for Walk As One and Don’t Divert Aid – recording 787 and 1,048 signatures respectively.

LOOKING AHEAD

The expansion of online advertising generated over 215 million impressions across Google and Facebook, resulting in 133,000 clicks and 14,600 actions such as donations, likes, views, comments and shares.

In 2013-14 our media team will focus on: • Raising the profile of Caritas Australia through the development of strategic media partnerships and training of key spokespeople. • Continuing media coverage of our work in programs and emergencies. For example, the devastating situation in Syria, our work in the DRC and with First Australians, the Caritas Internationalis global food and hunger campaign, Project Compassion and HIV/AIDS (in the lead-up to the 20th International Aids Conference held in Melbourne, 2014).

CARITAS AUSTRALIA ONLINE Following the launch of our new online presence in February 2012, our online community has continued to experience significant growth with a number of new developments enhancing our reach and engagement. In 2012-13, website traffic increased by 21% and our Facebook community continued to grow in supporter numbers and levels of engagement. Over the year, our two primary eNewsletters also experienced growth with our monthly Caritas eNews subscriber list growing by 18% (now 9,320 subscribers), and our Inside Caritas Campaigns eNews subscriber list by 36% (now 7,259 subscribers). Open rates continued to increase and we distributed several electronic direct mailings for specific financial asks which yielded positive results.

LOOKING AHEAD In 2013-14 our online team will focus on: • Growing digital initiatives such as mobile applications, online content, the integrated online/offline consistency of products, increased eCommunications, online marketing and reporting, and multimedia content. • Continuing to develop our online presence to optimise ways people can learn about us, take action and support our agency financially. • Developing a digital strategy that supports our strategic plan, while providing supporters with an engaging online presence.

BECOME PART OF OUR ONLINE COMMUNITY. HEAD TO WWW.CARITAS.ORG.AU, FOLLOW US ON TWITTER WWW.TWITTER.COM/CARITASAUST, BECOME A FACEBOOK FRIEND WWW.FACEBOOK.COM/CARITASAU OR WATCH OUR VIDEOS AT WWW.YOUTUBE.COM/CARITASAUSTRALIA

OUR CARITAS COMMUNITY: FUNDRAISING AND APPEALS WITH THE SUPPORT OF THE CATHOLIC COMMUNITY, EVERY DAY WE SEEK TO LIVE OUT GOD’S MISSION IN OUR WORK TO END POVERTY, PROMOTE JUSTICE AND UPHOLD DIGNITY. IN 2012-13, OUR FUNDRAISING PROGRAMS RAISED OVER $22 MILLION EXCLUDING EMERGENCIES. THIS REPRESENTS AN 8% INCREASE ON LAST YEAR. Funds raised help our agency transform the lives of the world’s most marginalised communities. This transformation and our aim to create a just world, with the poor’s voice at the centre, is at the heart of Caritas Australia. Direct mail: our quarterly magazine, Caritasnews, which includes up-to-date stories from the field; our latest programs and projects; advocacy work, and campaigns and events, is mailed to approximately 60,000 supporters with an appeal letter. In 2012-13, total income of $2,711,927 was raised through direct mail; up 5.17% on the previous year. The autumn 2013 Project Compassion issue, which is always the most well received, raised $1,309,635; down 3% on the previous year. In 2012-13, we also offered electronic direct marketing via email to supporters who favour digital communications. Electronic direct marketing is a new initiative for our agency, but with pleasing response and results from our digital supporters, we aim to develop it to its full capacity. Each year, we also undertake two additional appeals; Global Gifts (at Christmas) and the end of the financial year appeal. Global Gifts: in 2012, our annual Christmas appeal, Global Gifts, raised $706,427; up 2% on the previous year. This included an amount of $21,865 from purchasing eCards (electronic cards). Rather than buying family and friends gifts at Christmas, Global Gifts allows supporters to give to our global family instead. This year, we featured six cards with different amounts – from $10 for Clean Water up to $200 for Emergency Relief. The most popular card was water for $10. End of financial year appeal: this appeal raised a total of $525,181 from approximately 3,867 donations; total amount down 13% on the previous year. However, the average gift amount rose from $139 to $146, an increase of 4% from 2011-12. hopegiver, our regular giving program: this is an effective way of supporting Caritas Australia as it reduces our administration costs. In 2012-13, $2,664,909 was raised through the hopegiver program, representing a 2% increase on last year. In the second half of 2013, in line with our new strategic plan, we will be developing a new regular giving program. Find out more at www.caritas.org.au/neighbours. Emergency response: this past year, generous supporters donated $1,426,897 towards our emergency appeals. This was less than the previous year, with a total of $5,401,241; however 2011-12 was considered an exceptional year due to the strong support of the East Africa Crisis Appeal of 2011. The average gift for our appeals in 2012-13 was $188, which is an increase of $5 per person on 2011-12. We are also finding that online support continues to increase each year, hence we are exploring more online initiatives for 2013-14. For bequests information, please see page 56.

“THE CHRISTIAN’S PROGRAMME – THE PROGRAMME OF THE GOOD SAMARITAN, THE PROGRAMME OF JESUS – IS A ‘HEART THAT SEES.’ THIS HEART SEES WHERE LOVE IS NEEDED AND ACTS ACCORDINGLY.” POPE BENEDICT XVI, DEUS CARITAS EST

GLOBAL GIFTS INCOME 2008-2012 800,000

700,000 600,000 500,000 400,000 300,000 200,000 100,000 0

2008 2009 2010

2011

2012

WHERE OUR INCOME COMES FROM 2012-13 COMPASSION 40% PROJECT 17% DIRECT MARKETING 6% EMERGENCY 3% INTERNET 12% BEQUEST 11% HOPEGIVER 11% OTHER

Caritas Australia Annual Report 2012-13

OUR CARITAS COMMUNITY: PROJECT COMPASSION 2013 THANK YOU FOR SUPPORTING PROJECT COMPASSION 2013. TOGETHER, WE RAISED $11,037,986 FOR THE WORLD’S POOREST. YOUR GENEROSITY HAS HELPED OPEN DOORS TO A BRIGHTER FUTURE FOR COMMUNITIES AROUND THE WORLD. Ditosa, 12, from Mozambique featured in Project Compassion 2013. Ditosa enjoys learning and studying at the Matuba Children’s Centre. Photo: Erin Johnson

Each year for Project Compassion we ask supporters across Australia to help raise money and offer hope to the millions of families who fight for justice, peace and survival every single day. Project Compassion 2013 carried the message: “Open doors into the future” which is taken from Pope Benedict XVI’s 2007 encyclical Spe Salvi, 35, “We work towards a brighter and more humane world so as to open doors into the future”.

This year’s stories were about children, young people and the communities who support them. Caritas Australia’s partners around the world are helping to open doors into education, sustainable livelihoods and supportive environments. As a result, more young people now have hope for the future. In 2013, our feature story was Ditosa who studies and learns at the Caritas Australia supported Matuba Children’s Centre in Mozambique. We also shared stories from people in Bolivia, Bangladesh, Cambodia, Australia and Papua New Guinea. Their stories humble and inspire us, and show how your contributions to Project Compassion help people build better lives for themselves, their families and their communities. “Children are our future. They will be our young leaders; they will be the ones who shape what community life and its benefit will be,” said Jack de Groot, Caritas Australia CEO. “Thank you to every person, Parish, school and community group who supported our annual Lenten appeal and raised funds for the poorest of the poor. As always, Caritas Australia is humbled by your generosity throughout the sacred Lenten period.”

“WE WORK TOWARDS A BRIGHTER AND MORE HUMANE WORLD SO AS TO OPEN DOORS INTO THE FUTURE.” POPE BENEDICT XVI’S 2007 ENCYCLICAL SPE SALVI, 35.

INNOVATION HELPS US OPEN DOORS For this year’s Project Compassion, students at Christian Brothers College, Fremantle WA came up with an innovative way of raising funds – the M68 Challenge. A name which holds great meaning, M68 Challenge is derived from Micah 6:8 which says, “To do justice, to love kindness, and to walk humbly with your God.” Each student, approximately 750 boys, was given a Project Compassion Box and ‘challenged’ to put 68 cents into their box every day during Lent. This year the school raised $8,918 which is $2,608 more than in 2012. The students responsible for the M68 Challenge aim to have every student complete the challenge in 2014 and raise $27.20 each, which would equate to $21,000 for the entire school. Thank you to Christian Brothers College and to all the schools who enthusiastically take part in Project Compassion every year.

PROJECT COMPASSION INCOME BY STATE/DIOCESE STAT ST ATE AT E / DI DIOC OCES OC ESE ES E

2009 20 09

2010 20 10

2011 20 11

2012 20 12

2013 20 13

N New So outh utth Wa Wales les es s

$3 331 $3, 3 ,82 8 4 82

$3,556 $3 55 ,10 ,1 101

$3,,469 4 ,2 ,21 21 17

$3, 3 879 87 ,38 387 387

$4 0 $4, 046 46,57 575 5

Q e Qu Que ens nslan and an d

$1, $ $1 1 398 398,81 ,81 ,8 8 9 81

$1,522 $1 $1, 522 52 22 2,78 786

$ 537 $1 $1, 37 7,15 57

$1,775 $1,775 $1, 775,33 ,33 ,3 3 4

$1 857,96 $1, 857 7,96 66

Vic V icto tor o ia a

$1 730 $1, 73 ,20 2 4 20

$1 $1, 1,8 835 3 ,200 ,20 200

$ 937 $1 $1, 37,39 ,39 3 0

$ 283 $2 $2, 283 3,50 502 50 02

$2,387 $2, 87,63 ,6 ,633 633

Sou uth Aus Aus u tra t lia tr lia

$61 6 8,8 830 0

$67 $ 6 0,2 0,242 242 4

$61 $ 6 6,7 6,713 13 3

$72 $725,0 7 5,0 5,0 , 54

$73 $730,7 730,7 0,784 8 84

ACT T

$23 2 5,1 5 45 5

$24 $ 24 41,5 41,5 542 2

$54 546,1 6 03 6,1 0

$2 1,5 $29 ,519 519 9

$2 4 $24 4,1 ,169 169 69

$52,20 $52 ,20 ,2 209

$ 9,79 $49 ,79 90

$49 $49,66 9,,66 62

$50,35 $50 ,35 35 50

$59,91 $59 5 ,91 9 0

$14 $1 14 43,4 3,474 74 7 4

$14 45,9 5 901 0

$1 6,1 $15 6 139 3 39

$15 $ 150,1 0 133 33 3

$18 1 2,7 786 8

$1 182 $1 $1, 1 2,35 35 3 54

$ 231 $1 $1, 2 ,73 735 735

$1,330 $1 $1, 33 330 3 ,95 95 9 955 55

$1 498 $1, $1 49 98,64 ,64 ,641 641

$1, $1, 1,491 491,10 491 ,10 10 01

$37 $37,01 3 ,01 012 012

$48 4 ,27 72

$41 $4 1,,95 955

$53 $53 $5 3,922 ,92 9 2 92

$3 $37 3 ,06 37 063 06 3

$8,729 $8, 729,87 729 ,870 ,87 0

$9,301 $9, 301,56 301 ,568 ,56 8

$9,685 $9, 685,28 685 ,289 ,28 9

$10,70 $10 ,707,8 ,70 7 42 7,8

$11,03 $11 ,037,9 ,03 7,986 7,9 86

N the Nor ern nT Terrrit ritory itory ry T man Ta Tas mania ia Wes ester es tterrn rn Aust u ral a ia al M on Ma Mar on oni nite/Ukr te//Ukr U ain iine/O e/Othe the h r he TOTAL TOT AL

PR OJJ EC PROJ ECTT COO MPP AS ASSI S ON T OT SI OTAL ALL I NC NCOM OMEE BY Y EAA R ($ ($M) M)

ONLINE: KEY LEARNINGS AND RECOMMENDATIONS

12 $11

$10.7 $10. 7 10 $8.7

$9 7 $9.7

$9.3

Online activity for Project Compassion 2013 continued to grow, with increases in traffic and engagement across the website and social media. Page views of the Project Compassion 2013 website grew by 69%. Website traffic: the significant growth in website traffic is testament to online and offline promotional activities, which will be continued in the future. We will also continue to try to strengthen online supporter engagement in the final few weeks of Project Compassion and beyond.

Content and resources: we enhanced the website to make it more interactive and user-friendly which contributed to an increase in user-engagement levels. We ensured content remained fresh and engaging and optimised the user experience by making it easier to access and download resources.

200 20 09 20 2010 10

2011 20 11

2012 20 12

2013 20 13

P OJ PR OJEC ECTT CO C MP MPAS ASS SII ON O W EB EBPA PAA GE G E V IE IEWS WS 300,000 300, 000

283,449 283, 283 449

250,000 250, 000

200,000 200, 000

150,000 150, 000 120, 0 200 20 93,485 93,4 85

50,0 0 000 00

2010 20 10

2011 20 11

2012 20 12

While the feature film was still a very popular resource, the number of views it received was less than in Project Compassion 2012. This may be a result of the Project Compassion homepage redesign whereby the video was no longer embedded on this page. We will review this in the Project Compassion 2014 web design. Social media: this year we continued to increase our supporters and engagement on Facebook, with photos of our featured stories and Australian supportersâ&#x20AC;&#x2122; community actions the most popular content. In 2013-14 we will improve our processes for getting photos and stories of activities that are happening around the country so we can continue to share them with supporters.

167,674 167, 674

100 000 100,

Interactive tools extended the time people spent online with the Project Compassion virtual village viewed 5,806 times; the Lenten calendar had 5,095 views and our Lenten iPhone app was downloaded more than 1,940 times (compared to 611 downloads in 2011-12). The photo message board will benefit from further planning and promotion (online and offline) with an aim to encourage users to upload their photos and messages of support.

2013 20 13

Online advertising: was central to boosting traffic and engagement in Project Compassion 2013. For Project Compassion 2014 we will make further improvements by identifying appropriate advertising channels and improving ad design to help optimise reach and conversions.

Overall, the use of the Project Compassion website continued to grow in 2013. Between November 2012 (when the Project Compassion 2013 pages and resources were first made only available online) and April 2013, the Project Compassion website received 283,449 page views. This is a 69% growth from Project Compassion 2012 figures. This chart illustrates the continual growth of pageviews over the years, based on figures for the six month period between November and April of each year.

Caritas Australia Annual Report 2012-13

OUR CARITAS COMMUNITY: REGIONAL ENGAGEMENT OUR REGIONAL ENGAGEMENT TEAM IS RESPONSIBLE FOR RAISING THE PROFILE AND SUPPORT OF CARITAS AUSTRALIA AND OUR WORK WITHIN THE AUSTRALIAN CATHOLIC DIOCESAN COMMUNITY INCLUDING SCHOOLS, PARISHES, AGENCIES AND OTHER COMMUNITY GROUPS. With the support of our Regional Engagement Coordinators, our network of Diocesan Directors, Committees and volunteers across the country are essential to our vision of building a just and fair world that the Church in Australia helps build.

THE ROLE OF OUR DIOCESAN DIRECTORS Caritas Australia Diocesan Directors support the Caritas mission in each of the Catholic dioceses of Australia along with the Ukrainian and Maronite Eastern Catholic Rite Dioceses. Diocesan Directors are appointed or approved by the Bishop of the Diocese/Eparchy in which they live and work.

Project Compassion is a time for vital engagement by our Diocesan Directors as they initiate activities throughout schools and parishes and other community groups, introduce our international speakers to Australian community groups and support major fundraising activities.

It is the Diocesan Directors role to profile the work of Caritas Australia and build relationships with the Catholic community in each diocese, inspiring supporters to engage with our work and act in solidarity with the people we serve, through actions, prayer and/or financial support.

Regional meetings, the annual Diocesan Directors’ Conference, and various campaigns such as Walk As One offer exciting opportunities for heightening the awareness of our Caritas mandate and for taking that mandate to communities across Australia.

In 2012-13, our Diocesan Directors and representatives were:

NATIONAL Maronite Eastern Catholic Rite Eparchy: Mrs Huguette Salame

Ukrainian Eastern Catholic Rite Eparchy Archpriest Michael Kalka

NORTHERN REGION (Queensland and Northern NSW) Regional Engagement Coordinator & Brisbane Diocesan Director: Mr Joseph Foley

Sandhurst Diocesan Coordinator: Mrs Kerry Stone

CANBERRA-COUNTRY

Sale Diocesan Director: Mrs Susan Grout

Diocesan Coordinator: Mrs Lulu Mitshabu

Adelaide Diocesan Coordinator: Mrs Angela Hart

Canberra Diocesan Director: Rev Joe Blackwell

Adelaide Diocesan Director: Rev Deacon Anthony Hill

Canberra-Goulburn Admin Assistant: Mrs Kate Bartone

Port Pirie Diocesan Director: Fr Paul Bourke

Wagga Wagga Bishop’s Secretary & Diocesan Director: Mrs Karen Williams

Hobart Diocesan Director: Mr Pat O’Halloran

(ACT and Wagga Wagga NSW)

Northern Region Administration Assistant: Mr John Hood

EASTERN REGION

Cairns Diocesan Director: Mr Paul O’Connor

(Sydney, Broken Bay, Parramatta, Maitland-Newcastle, Wollongong)

Armidale Diocesan Director: Mr Brian Sullivan

Rockhampton Diocesan Director: Mrs Margaret Perkins/ Mrs Therese McCabe

Regional Engagement Coordinator & Sydney Diocesan Director: Mrs Belinda Carson Bourke

Bathurst Diocesan Director: Sr Maureen Sanderson rsj

Townsville Diocesan Director: Sr Helen Mary Peters rsm

Diocesan Director Coordinator: Ms Becky Swinburn

Toowoomba Diocesan Director: Mrs Veronica White

Broken Bay Diocesan Director: Sr Magdalena Tallafer OSA

Lismore Diocesan Director: Rev Deacon Graeme Davis

Parramatta Diocesan Director: Sr Louise McKeogh FMA

Regional Engagement Coordinator & Perth Diocesan Director: Mr Daniel Chan

Maitland-Newcastle Parish Liaison: Mrs Patricia Bannister

Broome Bishop’s Secretary: Ms Mary Anne van Dal

Maitland-Newcastle Diocesan Link: Mrs Theresa Brierley

Bunbury Diocesan Director: Mr Ray Lowe

Maitland-Newcastle Schools Liaison: Mrs Louise Roach

Geraldton Diocesan Director: Mrs Tricia Rogers

Wollongong Diocesan Director: Mr Tom van Kints

Darwin Caritas Team: Mrs Margaret Guit Mr Anthony Fogarty Mrs Margaret Hughes

SOUTHERN REGION (Victoria, South Australia, Tasmania) Melbourne Diocesan Director: Sr Margaret Fyfe csb Ballarat Diocesan Director: Mrs Susan Searls Southern Region Admin Assistant: Mrs Alicia Ocampo Sandhurst Diocesan Director: Fr Rom Hayes

Eastern Region Admin Assistant: Ms Clare Power Executive Assistant to Regional Engagement: Ms Greta Spies

REGIONAL ENGAGEMENT NSW

Wilcannia-Forbes Bishop’s Secretary: Mrs Liz Doughan

WESTERN REGION (Western Australia & Northern Territory)

Group Leader Regional Engagement: Sr Noelene Quinane rsj

OUR CARITAS COMMUNITY: EVENTS AND SUPPORTERS THANK YOU TO EVERYONE WHO ASSISTED OUR AGENCY AND INSPIRED US IN 2012-13. YOUR SOLIDARITY AND DONATIONS ARE HELPING US TO END POVERTY, PROMOTE JUSTICE AND UPHOLD DIGNITY FOR VULNERABLE WOMEN, CHILDREN AND MEN IN OVER 35 COUNTRIES WORLDWIDE. South American dance performers entertained the crowds at the Hawkesbury Latin Fiesta. Photo: Geoff Jones, Hawkesbury Gazette

We are blessed to have too many people to thank individually in this report. Here’s a sample of incredible support from around Australia. NSW: THE HAWKESBURY LATIN FIESTA Held at the Hawkesbury Race Club, the inaugural 10 March Hawkesbury Latin Fiesta was a great day out in support of our projects in Bolivia. Event organiser, Yvonne Veivers had two goals in mind – to bring the Latin and Australian communities together for a day of fun, and to raise money and awareness for vulnerable people in Bolivia. A $20 entry fee provided spectators with Central and South American music and dance performance, while enjoying Argentinean Parilla (BBQ) and Latin refreshments.

ACT: ANTHONY O’CONNELL, RUN, PRAY, CHANGE Anthony O’Connell, Religious Education Coordinator at the Mount Carmel School, took his combined love of running and prayer to the streets for the 2013 Canberra Half Marathon. For 21.1km, Anthony prayed and ran to raise money for the world’s poorest. “Together we can raise more money, send more prayers and change more of the world,” he said.

WA: CAPE TO CAPE The October 2012 school holidays saw 10 passionate and enthusiastic students complete 135km in a walk from Cape Leeuwin to Cape Naturaliste, WA. Raising $986 for Caritas Australia projects in West Africa, key organiser Mia Krasenstein, 16, said:

“The whole idea of the inequality – where we have so much and they have so little – is just so wrong. At first we were just going to do it as a challenge but then I thought ‘why walk over 100km for nothing?’ There are people all over the world who are confronted with injustice every day. This is the least we can do.”

NSW: THE LANE COVE PARISH GARAGE SALE The very popular St Michael’s Parish Garage Sale set a new personal best, raising $10,000 for our agency. With a record number of goods donated, from baked treats to a kitchen sink (literally), the event was a hive of activity! ‘‘It’s a great way of bringing people together. What I especially love is that it helps the environment, everyone walks away with having bought something special for a good price and it makes money for Caritas, all at the same time,” said key organiser, Frances de Jong.

QLD: RUN TO BETTER DAYS Inspired by the plight of people worldwide who go to bed hungry and don’t have access to safe drinking water or basic healthcare, James Cook University medical student, Daniel Charles, 20, formulated Run to Better Days. From 10-22 July 2012, Daniel and 17 friends ran a 1,200 km relay from Hervey Bay to Townsville in Queensland raising $26,000 for Caritas Australia. It was such a great success that Daniel has plans in place for next year’s event.

Australia – however Jess ended up raising an amazing $16,435. This is the third time Jess has raised funds for Caritas Australia. In 2011, she walked 20km, raising $2,310 with the help of generous sponsors and in 2012 she held a cake stall – raising $1,010. In 2013, together with her ‘To make the world a better place’ Gala Dinner, Jess has raised a total of $19,755. “Caritas Australia promotes the dignity of a person, equality between every person and the common good of all people in the community and this drove me to join them and help make the world a better place,” said Jess.

“TOGETHER WE CAN RAISE MORE MONEY, SEND MORE PRAYERS AND CHANGE MORE OF THE WORLD...” ANTHONY O’CONNELL, RELIGIOUS EDUCATION COORDINATOR, MOUNT CARMEL SCHOOL

NSW: GALA DINNER On Saturday 23 February 2013, 15-yearold Cowra schoolgirl Jess Meyers held a gala dinner at the Cowra Civic Centre. Her aim was to raise $5,000 for Caritas

Caritas Australia Annual Report 2012-13

OUR CARITAS COMMUNITY: OUR SUPPORTERS BEQUESTS: ENSURING YOUR PASSION FOR A JUST WORLD LIVES ON THANK YOU TO OUR MANY SUPPORTERS WHO HAVE CHOSEN TO MAKE CARITAS AUSTRALIA A BENEFICIARY OF THEIR WILL, IN 2012-13 WE RECEIVED OVER $2.9 MILLION FROM 56 SEPARATE BEQUESTS. Every bequest allows Caritas Australia to help people live with dignity, free from poverty, and every day, our agency is working towards a world that God desires to be just and compassionate. We would like to express our condolences to the family and friends of those who left a lasting gift to Caritas Australia; a gift in their will. Please know that you are in our thoughts and prayers.

Darcy Adcock Leah Margaret Akie Margaret Muriel Baker Mary Barwinski Stanley Barwinski Catherine Brogan James Julian Bryant Robert William Buckby Harry Herbert Bugden Ian Cheesewright Peter Damien Claridge Lorna May Davies John Francis De Van Der Schueren Noel Francis Devlin

Margaret Veronica Doherty Alan Patrick Dwyer Hazel Asher Evans Peter Roch Farley Dulcie Agnes Ford Gerald Elliott Gibson Moya Catherine Glynn Martha Anne Green Torrens Archibald Hawkes Patrick Dominic Hughes Margaret J Keane Patricia Mary Kelly Brian Ernest Kennedy Lie Mie Khioen Carmel Kidd

Marie Helen Leedham Sheila Lourey Eugenie Mary McDonnell Michael McGarry Rita Catherine McIvor Mary Patricia Marlan Leo Anthony Morrisey Catherine Mulholland Stewart Allan Neely Peter John Norris Sylvia Margaret O’Brien Therese Julianne O’Connor Leonore Therese Ostini J H Passmore Mary Powell

William Joseph Regan Abel Ruiz Ruth Rush Mary Genevieve Seaman Father Brendan George Smith Arnold and Mary Steenbergen Gemma Stella Elizabeth Frances Walch Wilma Elsa White Earl Knowles Wilkinson Ollie Winters Gloria Elisa Vedelago

> CST VALUE: ECONOMIC JUSTICE MAJOR SUPPORTERS AND CORPORATE CARITAS AUSTRALIA WISHES TO EXPRESS OUR APPRECIATION FOR THE HELP WE HAVE RECEIVED FROM OUR TRUSTS AND FOUNDATIONS, MAJOR SUPPORTERS AND CORPORATE PARTNERS IN 2012-13. Special thanks to: Delron Investments Pty Ltd Tom and Carolyn Lyons

The Noel and Carmel O’Brien Family Foundation

The Patronax Foundation The Rossi Foundation

“Subsidiarity, understood in the positive sense as economic, institutional or juridical assistance offered to lesser social entities... Their initiative, freedom, and responsibility must not be supplanted.” Pontifical Council for Justice and Peace: “Compendium of the Social Doctrine of the Church” #186

OUR CARITAS COMMUNITY: CATHOLIC SOCIAL TEACHING IN OUR WORK AT CARITAS AUSTRALIA, WE ENSURE THAT HUMAN DIGNITY INFLUENCES ALL ASPECTS OF OUR APPROACH TO PEOPLE EVEN BEFORE THEY COME TO WORK FOR OUR AGENCY. The right to development in Catholic Social Teaching is based on “unity of origin and a shared destiny of the human family, equality between every person and every community based on human dignity, the universal destination of the Earth’s goods, the notion of development as ‘integral human development’ and the centrality of the human person and solidarity”. Pontifical Council for Justice and Peace, Compendium of the Social Doctrine of the Church #446

ETHICS AND CONDUCT Caritas Australia is committed to ensuring that all our activities are conducted legally, ethically and in accordance with high standards of integrity. Employees, volunteers and contractors are required to signify acceptance of, and comply with, the agency’s Child Protection Policy Statement, Child Protection Guidelines and Procedures and Code of Conduct. Caritas Australia under the Australian Catholic Bishops Conference has also developed policies which deal with work health and safety, intellectual property, privacy, equal opportunity and employee grievances to assist employees and volunteers in meeting the high standards of ethics and conduct required.

FAITH AND WELLBEING In 2013, we introduced a period of voluntary prayer and/or reflection every Wednesday morning in the Didirri Chapel, National Office with a number of staff participating each week. To facilitate the formation of staff in the principles of CST and working for the Catholic Church, as well as an increased focus on faith and wellbeing a feature of the new Strategic Plan, additional resources such as literature and CDs were purchased.

MINIMISING OUR FOOTPRINT Caritas Australia is striving to improve our environmental footprint by employing initiatives such as recycling unwanted computer hardware through the Planet Green Recycling Centre and printing waste through Planet Ark; printing on doublesided paper; using more ecologicallyfriendly products in our bathrooms and recycling cardboard, paper, milk cartons, plastic, glass and tins, and supplying fair trade tea and coffee in the staff kitchen.

We have also introduced new IT initiatives, such as moving more resources online and lowering print and DVD production runs, and continuing practices such as online receipting for website donations. This has significantly reduced paper usage. We have also virtualised our data centre, which reduces electricity consumption as it minimises the amount of electronic equipment drawing energy and reduces the drain on air-conditioning. In our endeavour to reduce the ongoing financial impact of staff travel, we have invested in the Clear Sea video conferencing technology.

PROTECTION Our underlying principle is to live the Gospel mission of serving the most marginalised and vulnerable people. We are resolute in our commitment to the poorest of the poor and the most vulnerable, including people with disabilities, women, the elderly and children. The protection of vulnerable groups and people is, and always has been, central to our mandate and mission. We have many working groups across our agency to ensure that every person’s safety, dignity and security is always upheld in all facets of our work. Some of our current working groups include Child Protection, People with Disabilities and People living with HIV/AIDS. The aim of these working groups is to coordinate holistic responses to protection throughout the agency in Governance, Corporate Services, Community Engagement, Human Resources and our Programs.

RECRUITMENT, ORIENTATION AND RETENTION We apply professionalism, transparency and a personal approach to all stages of our recruitment and induction processes, and manage the majority of our recruitment directly. This not only helps to control costs but it also ensures that we live out our mission, values and the Catholic Social Teaching imperative to accord dignity and respect to all candidates. Every candidate’s application is acknowledged and they are each advised of the outcome once the process is finalised. Unsuccessful candidates who request feedback are responded to personally and often acknowledge the professional approach of our agency in comparison with other organisations. We believe this also enhances our brand awareness. In 2012–13, advertised vacancies for 30 roles within Australia attracted well over 730 applicants and we view this as another strong indicator of our brand awareness and attractiveness as an employer. The National Office Human Resources team assisted with three international assignments involving over 220 candidates Recruiting and retaining talented employees is an important part of our agency’s strategy and is supported by creating a professional and collaborative work environment with progressive human resource practices. The Human Resources team works in consultation with the agency’s teams to ensure they have the staff they need to achieve their organisational and team objectives. Aboriginal and Torres Strait Islanders are expressly encouraged to apply in all our job advertisements and this year we specifically created an internship for a First Australian.

Caritas Australia Annual Report 2012-13

AUSTRALIAN RECRUITMENT BY TEAM 2012-13

8 7 6

FUNDRAISING TEAM

EDUCATION TEAM

4 3

COMMUNICATIONS TEAM REGIONAL ENGAGEMENT

INTERNATIONAL PROGRAMS 1

GOVERNANCE 0

AUSTRALIAN RECRUITMENT 2012-13 In Australia we welcomed 26 new employees to the agency. In addition we had six internal promotions to group leader and coordinator roles, and three national and two international career development opportunities.

The agency farewelled 20 Australiabased staff in 2012-13 compared to 22 in 2011-12. The exit interviews identified career progression and personal reasons as the key motivational factors for those departures. Pleasingly, as in previous years, the majority of exiting staff stated they would happily return to the agency if a suitable opportunity arose.

PATHWAYS TO CARITAS This year we have re-employed two staff in contract positions who have worked with us previously. Additionally we have four employees who initially started with us as volunteers and then transitioned into contract or ongoing roles.

VOLUNTEERING TO MAKE A DIFFERENCE The continued generosity and commitment of our regular volunteers throughout Australia provides much appreciated support to the work of the agency. In addition to our extended network of Diocesan Directors, Parish and community volunteers, we had 15 volunteers regularly contributing in our offices around Australia.

INDUCTION AND ORIENTATION

WORKPLACE GIVING

The quarterly orientation for new employees and volunteers has continued to be a successful and popular introduction to the agency for new staff meeting in the National Office in Alexandria NSW. The program provides presentations from the Leadership, Programs, Community Engagement, Corporate Services and Human Resources teams including a presentation on the principles of Catholic Social Teaching. The orientation is regularly revised and reviewed based on feedback received by participants.

Workplace Giving is the process of making regular donations through a payroll system. We thank each employee who gives to Caritas Australia through their pay each fortnight.

We have continued to use an external provider, Sork HC, to undertake employee engagement surveys for new employees. The overall attachment score averaged 85%, up slightly from last year. The recruitment and selection, preemployment, and orientation sub-factors indicated new staff were extremely positive about their experience in these areas, all of which averaged 89% or higher. The Human Resources team frequently receive feedback on the high quality of the recruitment and induction process. Part of our operational plan includes a focus on the factors that affect employee attachment and achieving an overall score of greater than 90% in the coming years. Feedback from the surveys will continue to inform and guide our improvement efforts.

REMUNERATION, REWARDS AND RECOGNITION Remuneration continues to be benchmarked and reviewed on an annual basis and links in with an Aon Hewitt NGO Salary Survey and a Mercer CED Job Evaluation based Grading System to provide both a market benchmark and internal consistency. Rewards and recognition can inspire and motivate higher performance. Formal recognition is made through the CEOâ&#x20AC;&#x2122;s Be More Awards. The awards give the CEO an opportunity to recognise the achievements of both teams and individuals whose work epitomises the aspirations of the agencyâ&#x20AC;&#x2122;s mission and values. This year, 12 awards were presented to employees for their commitment across a range of projects including the development of the Strategic Plan 2013-2018, the Afghanistan Strategy, AACES, creating a happy and motivated working environment, the transformation of Supporter Care, and several other projects.

REWARDS AND RECOGNITION CAN INSPIRE AND MOTIVATE HIGHER PERFORMANCE.

AUSTRALIAN-BASED STAFF ROLE DEVELOPMENT OPPORTUNITIES 2012-13

STEADY STE ADY R E OPPO ROL OPPO PPORTU RTUNIT RTU NITY NIT Y PR MOT PRO OTED ED ROLE ROL E CHAN CHAN HANGE GE ACTING ACT ING NG RO ROLE LE

One of the ways we recognise the talents and skills of our people is through promotions and short-term internal transfers.

STAFF DEVELOPMENT We continue our commitment to developing our people and building organisational capacity. The annual appraisal process is an opportunity for staff and team leaders to discuss the employees’ development needs and career aspirations. Sometimes staff will address these through tertiary study, training courses or with expanded responsibilities.

One of the most significant ways of giving our employees opportunities to develop their careers is with promotions and secondments. Opportunities for staff to act in higher roles or be seconded to other departments have arisen due to parental leave cover, staff turnover or minor restructures.

In 2012-13, six people undertook shortterm acting higher duties roles, nine staff were promoted (five were in ongoing roles and four were in maximum term positions), while an additional four staff have changed roles including one in a maximum term contract (see graph). Additionally we had two promotions in our international programs team.

STAFF SNAPSHOT JANEEN MURPHY

SIOBHAN JORDAN,

MELVILLE FERNANDEZ,

Global Education Coordinator, WA and NT

Program Coordinator, Latin America

Group Leader, Humanitarian Response

Janeen started with our agency in May 2001. She also supports the Community Engagement aspect of the AACES program. “I feel fortunate to be working for Caritas Australia. The agency’s work is incredibly important and provides me with a unique opportunity to live my faith. I have valued and learnt a lot from the passion, humour and professionalism of my colleagues within the agency. “The greatest highlights I have had, undoubtedly, have been visiting the field and listening and learning from our partners and the communities we support. It is a privilege to share their stories and work with the Australian community to promote the justice mandate of the Church.”

After a career as a naturopath and nutritionist, Siobhan completed a Master of Public Health (Nutrition) and a Master of Health and International Development. While studying, she volunteered for Caritas Australia leading to a full-time position with the Africa and Latin America team. “I work with a group of supportive, committed and fun people covering two diverse continents, and have been fortunate to visit and learn about our programs in Africa and Bolivia. Our partners are great role models of Catholic Social Teaching (CST) values in action. “I always leave with a deeper appreciation of the incredible work that is done by our partners and the incredible network that is the global Caritas family.”

Melville has been working in development and humanitarian response work for over 35 years, and with Caritas Australia since 1998. “In 1977, a severe cyclone and flood hit South India where I hail from and I assisted with relief operations and rehabilitation. In 1996, I migrated to Australia and 18 months later joined the agency. “Caritas Australia works with AusAID and our partners to deliver efficient emergency response to disasters. I’ve been on the frontline for major Asian emergencies including the Tsunami and very recently I visited Jordan, Lebanon and Turkey to assess the status of the Syrian refugee crisis. “Being a humanitarian worker is challenging but really satisfying when I see it making a difference in people’s lives.”

Caritas Australia Annual Report 2012-13

OUR CARITAS COMMUNITY: TRAINING AND DEVELOPMENT IN THE ENCYCLICAL DEUS CARITAS EST, POPE BENEDICT XVI ASKS US TO PROFESSIONALISE THE WORK OF CARITAS, SAYING “INDIVIDUALS WHO CARE FOR THOSE IN NEED MUST FIRST BE PROFESSIONALLY COMPETENT: THEY SHOULD BE PROPERLY TRAINED IN WHAT THEY DO AND HOW TO DO IT AND COMMITTED TO CONTINUING CARE”. STUDY AND TRAINING COURSES Five staff members are being supported through external courses relevant to their work with both study leave and course fee assistance.

We have continued to provide a range of training courses to staff both in-house and externally including a Work Health & Safety – Responsibilities for Managers and Supervisors Workshop; a three day course on Humanitarian Response; a range of IT skills sessions; a staff presentation from a General Practitioner on staying healthy while travelling, and a financial planning day conducted by Catholic Super. Group Leaders and staff with supervisory roles were offered two in-house Coaching Managers Workshop training sessions with several staff completing one-on-one sessions during August to October 2012. For staff to stay abreast of key sector issues, regular presentations are arranged at our National Office. In 2012-13 these included a morning with Cardinal Rodriguez and information sessions about our programs with special guests. These include presentations on: current issues and our development work in Sri Lanka by Fr George Sigamoney; Youth Empowerment by Socheth Ean from Cambodia; empowering informal settlements in Fiji by Fr Kevin Barr; and addressing domestic violence and community attitudes to witchcraft in Papua New Guinea by Fr Philip Gibbs.

CULTURAL AWARENESS To recognise 2012 NAIDOC Week, our National Office viewed the Walk As One short film and listened to a presentation by Elsie Heiss and Val Bryant from the Aboriginal Catholic Ministry. In Reconciliation Week 2013, our partner, Kinchela Boys Home Aboriginal Corporation (KBHAC ) visited our National Office. Two survivors of Kinchela Boys Home and founders of KBHAC, Manuel Ebsworth and Michael Welsh, spoke to us about their experiences and how they

are working with other survivors and their families to build a place of belonging. For over 40 years, Caritas Australia has been working in partnership with Aboriginal and Torres Strait Islander organisations and communities. In 2008 we took this commitment one step further by formulating our own Reconciliation Action Plan (RAP). One of the RAP actions based on recommendations during consultation was to illustrate Caritas Australia’s commitment to reconciliation through a mural in our National Office’s courtyard. Chern’ee Sutton, a celebrated contemporary Indigenous artist from Queensland was invited to create works to reflect our commitment to reconciliation. The artworks were unveiled on 5 February 2013. Later in 2013, a mural of artworks by various artists will be on display in the national office courtyard. Jennifer Jackson, an external consultant was engaged as the artistic director for this project. Another RAP recommendation was to provide Cultural Awareness Training for staff. Over two half days (29 and 30 January 2013), Tom Powell from our partner Red Dust Healing provide a Cultural Awareness Program. Many staff members deeply appreciated the opportunity to have an insight into this program.

RETENTION In checking our progress with retention strategies we can compare our service longevity distribution in 2012-13 to four years prior. A third of our Australian staff members have over four years’ experience with us which is double the proportion of four years ago. This is a great benefit to our agency as these staff members can share their agency experience and knowledge with our newer staff.

DIVERSITY Our agency prides itself on merit based recruitment. Our position descriptions clearly outline each role’s contributions to Caritas Australia and the essential experience and skills required in order to be effective. The diversity of our staff reflects our commitment to hiring the best applicant for the job. Not only do we have a spread of staff between the ages of 19 and 68, we are also able to benefit from the many languages our staff speak and their diverse cultural experiences, especially when interacting with our partners around the world. The gender mix internationally is approximately 2:1 males to females and within the Australian staff that ratio is reversed. The gender ratio of staff filling senior roles in Australia is approximately 50:50.

DISTRIBUTION OF AUSTRALIAN STAFF* WITHIN AGE COHORTS

TAF AFF F AG AGED ED D LES ESS 19% STSTH T AN N 30 YE YEAR ARS RS A ED AG D BET ETWE WEEN WE EN N 35% STS3030TTAF–4–AAFF0F YEAR YE EAR ARS AG GED ED BET ETWEEN WEEN WE E 23% SST4040T–5AF5F0F YEAR YE EARS AR RS STAF ST AFF F AG AGED ED OV ED VE ER 23% STAF 50 YEA 50 ARS S

2012-13: The age of our staff numbers is well distributed across all age cohorts. *Excludes casual and internationally-based staff

FLEXIBLE WORK ARRANGEMENTS Caritas Australia continues to explore and provide flexible work practices. In Australia, 26 staff members are part-time, while contract hours for several staff members have either increased or decreased through the year to accommodate project demands and family responsibilities. Two of our three staff returning from parental leave initially returned on a part-time basis including days when they work from home. Our third parental leave returnee successfully applied for a secondment into a more senior role while on leave and returned fulltime into that development opportunity. This year, 11 staff again worked under arrangements that saw them regularly working from home to minimise the impact of travel time and carer responsibilities. A further 26 staff have completed the pre-approval process, including Work, Health & Safety forms assessing their home offices, which enables them to work from home on an ad-hoc basis. Some staff have also explored whether their work functions are compatible with distance employment and this year two employees moved interstate from the National Office. This flexibility has enabled us to retain two employees returning from parental leave in 2012-13. The technology available to facilitate telecommuting makes these changes more practical. We also now have more choices available, for example Skype and ClearSea which make collaborative decentralised work meetings far more productive.

WORK, HEALTH & SAFETY We recorded three workplace incidents in 2012-13: one in Australia, one in Africa and one in Indonesia; none of these resulted in lost time. The Australian workplace incident rate was lower than the last few years, even after controlling for the impact of legislation changes.

In addition, we recognise that more than workplace factors can affect the health and welfare of our people. Staff members continue to use the Employee Assistance Program for both work and personal related concerns at a consistent rate of 10%. We are pleased to be able to provide this confidential service to staff as a way of assisting them to take steps to resolve issues that might be impacting their lives. We are continuing to expand our use of technology and have introduced computer based training for Work, Health & Safety. The uptake rate has been encouraging and we will be adopting this strategy for other compulsory training such as The Prevention of Workplace Bullying and Harassment.

LEADERSHIP SURVEY The Caritas Australia Leadership Team surveyed the staff’s perception of their performance as a team and used that feedback as a guide for setting action plans for the following year. Attributes assessed were linked to the leadership competencies which were developed in consultation with the staff the previous year. The results were overwhelmingly positive and consistent with other feedback received from our staff engagement survey. In fact, 69 of the 71 questions scored an average of 3 out of 5 or higher. The key strengths of the Leadership Team were identified as being accountable, demonstrating leadership, role modelling Catholic Social Teaching, and planning and prioritising. The Leadership Team initiated projects in response to areas identified for improvement, including communicating effectively and delegating decision-making.

LOOKING AHEAD FOR 2013-14 • The agency has engaged a staff member with responsibility for Organisational Development and has completed a draft Organisational Development strategy that offers staff personal development and mentoring to build their capacity to serve the poor as outlined in the strategic plan. • A staff skills audit will commence as an action in the strategic plan, to identify current skills, learning and development needs and skills gaps to inform a strategy which facilitates a culture of continuous learning across the agency. • We will conduct e-learning ‘Workplace Bullying and Harassment’ training to actively inform staff, in addition to the workplace policies and inhouse training, about what types of behaviour constitutes unlawful bullying, discrimination and harassment and how to respond in these situations. • A climate survey will be introduced to measure employee satisfaction. • Given the centrality of people in the Mission of Caritas Australia, the existing Human Resources team will become part of the Mission and People department as the People and Culture team. • A consultant will be engaged to develop a minimum set of standards for remuneration and benefits of staff based in international offices.

Caritas Australia National Office says “thank you” to Daniel Charles and the Run to Better Days team who raised $26,000 for the world’s poor.

It is appropriate to note that there were changes to NSW legislation in NSW where employees are not covered for Workers Compensation claims travelling to and from work unless there is a direct correlation between the workplace and the incident. This is expected to be reflected in an ongoing lower incident rate in NSW as a large portion of our incidents over time have been journey related to work. Nevertheless we continue to investigate all incidents, conduct risk assessments on key activities and to conduct workplace inspections to ensure that safety hazards are identified and eliminated before they become an issue.

Caritas Australia Annual Report 2012-13

OUR GOVERNANCE: NATIONAL COUNCIL CARITAS AUSTRALIA IS AN AGENCY OF THE AUSTRALIAN CATHOLIC BISHOPS CONFERENCE (ACBC) AND WE CONDUCT OUR OPERATIONS IN ACCORDANCE WITH ACBC POLICY AND MANDATE. The President of the ACBC is the Archbishop of Melbourne, Most Rev Denis J Hart, and the Vice President is the Archbishop of Adelaide, Most Rev Philip E Wilson, also Caritas Australia’s Chairman. The ACBC’s Bishops Commission for Justice, Ecology and Development (BCJED) is responsible for overseeing the activities of Caritas Australia. The BCJED appoints, from among their membership, the Chair of the National Council of Caritas Australia.

The Chair of the BCJED and Caritas Australia is Archbishop Philip Wilson. The Caritas Australia Deputy Chairs are the Bishop of Darwin, Eugene Hurley and the Bishop of Port Pirie, Greg O’Kelly.

CARITAS AUSTRALIA’S NATIONAL COUNCIL Our National Council is responsible for ensuring the good governance and effective implementation of Caritas Australia’s mandate. The Council provides strategic direction and timely and independent advice to the BCJED on the formation of policies and administration of the agency. Caritas Australia’s National Council comprises 13 members and is responsible for the overall governance of the organisation. They met five times during the 2012-13 period, as scheduled. Achievements for the National Council: • Review of the extensive strategic planning process with the adoption of the strategic plan, Strategic Directions 2013-2018, and the Vision and Mission Statements. • The adoption of the fundraising Investment Proposal with the support of the Audit and Risk Management Committee.

NAME

NO OF MEETINGS ATTENDED (5 HELD)

Archbishop Philip Wilson

Bishop Eugene Hurley

Bishop Greg O’Kelly

Mr Michael Burnett

Mrs Louise Campbell-Price

Mr Chris Carlile

Ms Louise Crowe

Dr Leoni Degenhardt

Mr Anthony Fogarty

Mr Richard Haddock

Ms Andree Rice

Ms Jennifer Stratton

Mr Robert Ward

• Following a National Council Survey a Governance Review Process incorporating a workshop to look at governance processes was undertaken. • In March 2013, after over 12 years as CEO, Mr Jack de Groot resigned. His last day as Caritas Australia CEO was 26 June 2013; the National Council, in conjunction with Korn Ferry undertook an extensive executive search for a new CEO. The successful candidate will commence in December 2013.

AUDIT AND RISK MANAGEMENT (ARM) COMMITTEE Members: Mr Richard Haddock, Mr Michael Burnett

• The Remuneration Committee conducted a review of executive salaries as well as a review of the executive structure of Caritas Australia.

The ARM Committee focuses on the financial probity and efficiency of our organisation’s operations and reports regularly to the National Council on financial compliance and risk management. The National Council ensures that the fiduciary responsibility of Caritas Australia is fulfilled and that our policies and practices are ethical and meet all legal requirements. The BCJED has appointed an Honorary Treasurer to the National Council of Caritas Australia who chairs the ARM.

• The appointment of a Nominations Committee to streamline the selection of new National Council members.

The ARM Committee met six times in the financial year. Achievements of this committee:

COMMITTEES WITHIN NATIONAL COUNCIL

• Review and oversight of the organisation’s monthly financial accounts.

The National Council has three standing committees: the Audit and Risk Management Committee, the Remuneration Committee and the Nominations Committee. The Nominations Committee was established on 7 June 2013 and the formal terms of reference are still being developed. All Committees report to the National Council which makes recommendations to the BCJED where necessary.

• Approval of the budget and forecasts. • Provided a framework for resourcing Strategic Directions 2013-2018. • Instigated a risk management process for agency operations. • Approved the General Ledger Harmonisation project across the overseas offices.

Going forward this committee will be responsible for ensuring that there is an ongoing framework for resourcing the new strategic plan and that we work to comply with the requirements of the Australian Charities and Not-for-Profits Commission (ACNC).

REMUNERATION COMMITTEE

NOMINATIONS COMMITTEE

Members: Dr Leoni Degenhardt, Mr Chris Carlile, Mr Richard Haddock

Members: Mr Chris Carlile, Ms Louise Crowe, participation from the Caritas Australia CEO.

The Remuneration Committeeâ&#x20AC;&#x2122;s purpose is to review the remuneration of the CEO and members of the Leadership Team who report to the CEO. The committee met once during the 2012-13 financial year to review remuneration.

The Nominations Committee was formed on 7 June 2013 and is yet to hold its first meeting.

ORGANISATIONAL STRUCTURE AUSTRALIAN CATHOLIC BISHOPS CONFERENCE BISHOPS COMMISSION FOR JUSTICE, ECOLOGY AND DEVELOPMENT 63

CHIEF EXECUTIVE OFFICER

NATIONAL COUNCIL

EXECUTIVE SUPPORT

CORPORATE SERVICES

INTERNATIONAL PROGRAMS

HUMAN RESOURCES

Finance Information Technology Administration

COMMUNITY ENGAGEMENT Regional Engagement Education

HUMANITARIAN & EMERGENCIES

PROGR AM EFFECTIVENESS, ACCOUNTABILITY & LEARNING

Fundraising & Supporter Care Communications

The Pacific

Africa & Latin America

First Australians

Southeast Asia

South Asia, Burma & Timor Leste

Hand woven water carriers help keep water cool in the desert heat of the Dadaab Refugee camps in Kenya. Photo: Jennifer Overton CRS

Caritas Australia Annual Report 2012-13

CARITAS AUSTRALIA:

NATIONAL COUNCIL

The Council had a formative role to play in the 2013-2018 Strategic Plan. The Council also offer timely and independent advice to the BCJED on the development of policies and administration of the agency.

CHAIR:

DEPUTY CHAIR:

Archbishop Wilson grew up in Cessnock, Hunter Valley NSW, and served as a priest in nearby Maitland. He was ordained a Bishop in 1996 when he was appointed by Pope John Paul II as Bishop of Wollongong. Five years later, he became the eighth Archbishop of Adelaide. In 2006, Archbishop Wilson was elected President of the ACBC and subsequently re-elected twice more. In 2012, he was elected Vice President of ACBC and is currently Chair of the BCJED.

Bishop O’Kelly was ordained Auxiliary Bishop of Adelaide in 2006, and in 2009 became the 11th Bishop of the Diocese of Port Pirie. Prior to this, he was principal of Jesuit colleges in Adelaide and Sydney; Chairman of the South Australian Catholic Schools Commission; Chairman of the Association of Heads of Independent Schools of Australia; and President of the South Australian Council of Churches. He received the Order of Australia for his work in education and is currently Chair of the Bishops Commission for Catholic Education. Bishop O’Kelly is also a member of the BCJED and the Broken Bay Institute Board of Directors.

Archbishop Philip Wilson DD JCL

OUR NATIONAL COUNCIL IS RESPONSIBLE FOR ENSURING THE PROMOTION AND IMPLEMENTATION OF CARITAS AUSTRALIA’S MANDATE.

The element of Catholic Social Teaching (CST) I find most inspiring is: the awareness that every human being is a reflection of God and therefore every person should always be treated with respect and reverence.

DEPUTY CHAIR:

Bishop Eugene Hurley DD Bishop Hurley was appointed Bishop of Darwin in 2007. From 1999 to 2007 he served the Diocese of Port Pirie as Bishop, having worked there as a priest since 1964. He has served as Army and Industrial Chaplain, and in the 1990s lectured at the University of SA in Australian sociology, philosophy and a postgraduate program in counselling. He is currently the Chair of the Bishops Commission for Pastoral Life and a member of the BCJED. The element of CST I find most inspiring is: the Church’s teaching on the nature of the human being is most impressive. It is when we lose sight of the fact that we are all sisters and brothers, entitled to life and dignity that we descend to treating each other unkindly.

Archbishop Philip Wilson

Bishop Eugene Hurley

Bishop Greg O’Kelly SJ AM DD

The element of CST I find most inspiring is: the development and refinement of CST since the publication of Rerum Novarum over 120 years ago. This has been a steady strength in protecting and enhancing human dignity, individual rights and social justice.

TREASURER:

Richard Haddock AM Mr Haddock commenced his professional life as a lawyer with Blake Dawson Waldron; he then worked for BNP Paribas and was Deputy General Manager at the time of his leaving. Mr Haddock is presently Chair of CatholicCare; Australian Catholic Superannuation and Retirement Fund; The Curran Foundation; Sisters of Charity Foundation; and Commonwealth Managed Investments Ltd. He is a Director of Catholic Church Insurances Ltd and Retirement Villages Group Ltd, and a member of the Finance Council of the Archdiocese of Sydney.

Bishop Greg O’Kelly

Richard Haddock

The element of CST I find most inspiring is: the focus on the dignity of all people. We should ensure that this is not only respected but that all have equal opportunities, with particular focus on the most vulnerable.

NSW: Louise Campbell-Price Mrs Campbell-Price is from the MaitlandNewcastle Diocese working in education within Catholic schools. She belongs to the tribal group Gumbainggir and is very involved in the Aboriginal Catholic Movement, believing in the importance of empowering Indigenous Australians. Mrs Campbell-Price is Coordinator of the Aboriginal Catholic Ministry in Newcastle and Chair of the NSW Aboriginal Torres Strait Islander Catholic Council. The element of CST I find most inspiring is: its encouragement to promote a more just society; respecting protecting and promoting human dignity, and reminding me of the important place that Caritas works to promote the justice of our God.

ACT: Chris Carlile Mr Carlile works for the Australian Government in the Department of Health and Ageing. He has expertise in public policy, national program management, community capacity building and disaster recovery. For six years he was a counsellor and health program manager in a torture/ trauma rehabilitation service. Mr Carlile has extensive community level experience in the Philippines and Bougainville, and is currently a member of the Australian Civilian Corps. The element of CST I find most inspiring is: the commitment to respect the dignity of all people, because it sets a benchmark for everything that Caritas does.

Louise Campbell-Price

Chris Carlile

VIC: Louise Crowe Ms Crowe teaches Indonesian and Religious Education at Loyola Secondary College in Melbourne. Previously she worked in project and policy development to support refugees in their resettlement with a refugee counselling and support service in Melbourne. Ms Crowe has a strong interest in development and human rights in Southeast Asia, and has lived and worked with the Nauiyu Aboriginal community at Daly River and with the Corpus Christi community for men affected by homelessness. The element of CST I find most inspiring is: the focus on the preferential option for the poor. In a world full of injustice, it clearly directs us in how we discern and pursue our efforts to protect people’s dignity.

NSW: Dr Leoni Degenhardt Dr Degenhardt is Dean of the Leadership Centre at The Association of Independent Schools of NSW. A former principal of Catholic systemic and congregational schools, and a member of the National Catholic Education Commission for eight years, Dr Degenhardt’s PhD is in Educational Leadership. She has worked as a consultant in both education and corporate sectors on leadership, learning, strategy and organisational change. Dr Degenhardt’s involvement in education has spanned all levels, from early learning to tertiary, in all sectors: government, Catholic and independent. The element of CST I find most inspiring is: the focus on the preferential option for the poor as it causes me to evaluate my comfortable Australian lifestyle. It also influences my relationships, my work and my attitudes towards resolving issues such as asylum seekers.

WA: Jennifer Stratton Ms Stratton has been Group Director of Mission for St John of God Health Care since 2000. Her early professional experience in education was good grounding for a career encompassing a range of roles in industrial relations, policy and research, event organisation, professional and faith development and human resources development.

Ms Stratton is a Fellow of the Australian Institute of Company Directors and a Member of the Catholic Health Australia Stewardship Board. The element of CST I find most inspiring is: the concept of solidarity. Human beings are social by nature; our salvation is bound up with that of each other. Solidarity is a firm and persevering determination to commit oneself to the common good.

SA: Robert Ward Mr Ward brings broad experience including 10 years with the (then) BHAS Lead Smelters in Port Pirie and over 30 years’ experience with the SA Ambulance Service, attaining the position of District Manager. During this time he gained significant experience in the understanding of disaster response and recovery. Since World Youth Day 2008, Mr Ward has chaired the Diocesan Committee. He is now retired and maintains a strong involvement in community and church activities. The element of CST I find most inspiring is: solidarity with the poor and marginalised; building a just society; and human dignity. No one element of CST can stand alone.

QLD: Andree Rice Ms Rice is currently Deputy Principal – Director of Mission at Stuartholme School, Brisbane. She enjoys searching for new ways to make Social Justice and CST relevant and attractive to young people. Ms Rice has a strong interest in Aboriginal and Torres Strait Islander issues and has enjoyed working in Tennant Creek and Kakadu National Park. She was the recipient of the Australian Catholic Bishops’ Social Justice Scholarship from 1998 to 2000.

TAS: Michael Burnett Mr Burnett is a Chartered Accountant and co-owner of Accru Hobart. Specialising in tax planning, business structures and financial management, he is also an auditor for many not-for-profit (NFP) entities. He supported the establishment of the Tasmanian Social Enterprise Network whose aim is to enable NFP organisations to flourish on their own and decrease dependency on government funding. Mr Burnett also holds positions on the Boards of Gymnastics Australia and is Chairman of the CPA Associates International Asia Pacific Region. The element of CST I find most inspiring is: that it keeps us true to living out the Gospel values such as those told in the parable of the ‘Good Samaritan’, just as Caritas does every day.

NT: Anthony Fogarty Mr Fogarty’s experience is in social and economic development, education and law. For over 15 years he has consulted to business and community organisations, government and NFPs. Mr Fogarty has worked in developing countries and is currently managing Indigenous focused programs in the NT. He’s provided operational and strategic planning, governance, human resource management, economic development, law, education and training resources to organisations. Mr Fogarty enjoys working with people and on projects that focus on social development, education and employment. The element of CST I find most inspiring is: the common good, as it ties in with the role of government/subsidiarity, and reflects the values to put systems and structures in place through the lens of kindness, trust, respect and compassion.

The element of CST I find most inspiring is: solidarity because it is so challenging. How do we try to walk with and learn with, rather than imposing our own ideas, values and systems?

Michael Burnett

Louise Crowe

Dr Leoni Degenhardt

Jennifer Stratton

Robert Ward

Anthony Fogarty

Andree Rice Caritas Australia Annual Report 2012-13

CARITAS AUSTRALIA:

LEADERSHIP TEAM

OUR LEADERSHIP TEAM PROVIDES DIRECTION TO OUR AGENCY’S CORE WORK, ASSISTS WITH IMPLEMENTING OUR STRATEGIC PLAN AND INFORMS NATIONAL COUNCIL’S DECISIONS. 2012-13 was a year of change for the Leadership Team as we said goodbye to Chief Executive Officer Jack de Groot, Chief Financial Officer Peter Carter and Human Resources Manager Pam Moitie. We wish them all the best in their future endeavours. On 12 June 2013, we welcomed Chief Operations and Finance Manager, Rocky Naickar. In 2013-14 we will recruit a Manager of Mission and People as a new member of the Leadership Team.

JACK DE GROOT

PETER CARTER

PAM MOITIE

Mr de Groot was CEO of Caritas Australia since August 2000. The CEO has oversight of the executive management of Caritas and implementation of the strategic priorities and policies of the National Council.

A Chartered Accountant with broad experience, Mr Carter trained and worked with a chartered firm whose clients spanned diverse industries from not-forprofit (NFP) to ASX-listed public companies followed by a number of years in the UK working primarily in the finance sector.

Ms Moitie has extensive experience as a human resources practitioner having worked within the corporate sector, federal government and an NGO disability group. Ms Moitie started working with Caritas Australia in 2007.

Chief Executive Officer

Mr de Groot was a member of the Executive Committee of the Australian Council for International Development (ACFID), the peak body for Australia’s international aid and development agencies. He is an adjunct Professor at the Australian Catholic University; a member of the University of Notre Dame Board of Governors; and a member of the St John of God Health Care Governing Board. He was also a member of the Representative Council for Caritas Internationalis. After over 12 years as CEO of Caritas Australia, Mr de Groot’s last day is 26 June 2013.

The element of CST I find most inspiring is: preferential option for the poor. It is about relationship and the discovery of our own humanity – our joys and hopes, sorrows and anxieties. Those who live in poverty have given me appreciation of life and inspire me.

Chief Financial Officer

Mr Carter has 12 years of experience with disability organisations and seven years in the aid and development sector – starting with Caritas Australia in 2006. He has presented for the National Disability Services (NDS) on taxation and remuneration issues and for ACFID on accountability within the NFP sector. Mr Carter is currently an adjudicator on the Australasian Reporting Awards panel for Division 2 – Community and Welfare, including Charitable Organisations. After over seven years as Chief Financial Officer at Caritas Australia, Mr Carter’s last day is 2 August 2013. The element of CST I find most inspiring is: the principle of subsidiarity. Communities we work with participate in the decision making process that will impact on their lives from a partnership with Caritas Australia. This equally relates to the programs undertaken and to the work environment at Caritas Australia where staff have the opportunity to also participate in the decision making process that impacts on them and the programs undertaken.

Human Resources Manager

Ms Moitie’s career highlight has been increasing Equal Employment Opportunity (EEO) awareness and organisational responsibilities in the corporate sector. She achieved this through championing equity and diversity principles and progressing programs for women, Australian Aboriginal and Torres Strait Islanders, people from non-English speaking backgrounds and people with disabilities. Ms Moitie continues to have a special interest in promoting EEO and diversity; and was an active member of Caritas Australia’s Gender Working Group and Disability Special Interest Group. After nearly six years as Human Resources Manager at Caritas Australia, Ms Moitie’s last day was 11 April 2013. The element of CST I find most inspiring is: the dignity of the human person as it’s one of my core personal values. It has been inspiring for me to witness our staff’s continual commitment ensuring human dignity is carried out in all aspects of our work.

Jack de Groot

Peter Carter

“SUBSIDIARITY UNDERPINS OUR DEVELOPMENT PARTNERSHIPS AND IS THE FOUNDATION OF OUR AUSTRALIAN COMMUNITY ENGAGEMENT ACROSS ALL DIOCESES.” Helen Forde

Pam Moitie

Jamieson Davies

Helen Forde

JAMIESON DAVIES

HELEN FORDE

Since 2009 Ms Davies has directed international programs at Caritas Australia. From August 2012, she serves as Co-Chair of the ACFID Development Practice Committee.

Miss Forde joined Caritas Australia in 2009. In her role, she has oversight of the agency’s fundraising and supporter care, education, communications and regional engagement programs. Miss Forde has more than 14 years of experience in senior marketing, communications and fundraising roles across the NFP, Catholic and corporate sectors, including health and aged care, technology, the internet and financial services.

International Programs Manager

Ms Davies has 15 years of international relief and development experience in Africa, Central America and Southeast Asia, with a focus on strengthening the capacity of local organisations. Prior to joining Caritas Australia, Ms Davies worked for our US partner, Catholic Relief Services (CRS), serving as global Director of Emergency Operations, Special Assistant to CRS President, Country Director in East Timor, Assistant Country Director in Zambia and Program Manager in Angola. The element of CST I find most inspiring is: preferential option for the poor. Our aid and development partnerships are only truly effective when those who are poorest and most marginalised are enriched and empowered to lead.

Community Engagement Manager

Prior to Caritas Australia, Miss Forde was Director of Marketing and Communications at Catholic Healthcare where she oversaw the organisation’s brand, communications, marketing and fundraising strategies. Miss Forde has volunteered with Jesuit Refugee Service, Jesuit Mission, Josephite Community Aid and St Vincent de Paul. In later 2013, she will commence volunteering with Cana Communities at Teresa House. The element of CST I find most inspiring is: subsidiarity. It underpins our development partnerships and is the foundation of our Australian community engagement across all dioceses.

Caritas Australia Annual Report 2012-13

FI NA NC IA L RE PO RT FOR THE YEAR ENDED 30 JUNE 2013 We aim to empower communities and individuals to become independent and self-sustainable. Thanks to our supporters, Kaluram â&#x20AC;&#x201C; who featured in Project Compassion 2011 â&#x20AC;&#x201C; is now a farm leader and his life continues to go from strength to strength. Photo: Marden Dean in Nepal

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF CARITAS AUSTRALIA

Report on the financial report We have audited the accompanying financial report of Caritas Australia, which comprises the balance sheet as at 30 June 2013, and the statement of income and expenditure, the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year ended on that date, a summary of significant accounting policies, other explanatory notes and the Bishops Commissions for Justice, Ecology and Development’s declaration.

Commission Members’ responsibility for the financial report The Bishops Commission of Caritas Australia is responsible for the preparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards and for such internal control as the Bishops Commission members determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

Auditor’s responsibility Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Bishops Commission, as well as evaluating the overall presentation of the financial report. The financial report has been prepared for the purpose of fulfilling the Bishops Commission’s financial reporting responsibilities. We disclaim any assumption of responsibility of any reliance on this report or on the financial report for any purpose other than which it was prepared. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Basis for Qualified Opinion Cash from donations and other fundraising activities are a significant source of revenue for Caritas Australia. The Bishops Commission has determined that it is impracticable to establish control over the collection of revenue from these sources prior to entry into its financial records. Accordingly, as the evidence available to us regarding revenue from cash donations and other fundraising activities was limited, our audit procedures with respect to revenue from these sources had to be restricted to the amounts recorded in the entity’s financial records. As a result, we are unable to express an opinion as to whether revenue from cash donations and other fundraising activities is complete.

Qualified opinion In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion paragraph, the financial report of Caritas Australia, presents fairly, in all material respects the financial position as at 30 June 2013, and its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards and the Australian Council for International Development (ACFID) Code of Conduct.

PricewaterhouseCoopers

Shane Bellchambers Partner Canberra, Canberra 18 October 2013

PricewaterhouseCoopers, ABN 52 780 433 757 28 Sydney Avenue, FORREST ACT 2603, GPO Box 447, CANBERRA CITY ACT 2601 T: +61 2 6271 3000, F: +61 2 6271 3999, www.pwc.com.au Liability limited by a scheme approved under Professional Standards Legislation. Caritas Australia Annual Report 2012-13

BISHOPS COMMISSION FOR JUSTICE, ECOLOGY AND DEVELOPMENT DECLARATION FOR THE YEAR ENDED 30 JUNE 2013

The Bishops Commission declares that: 1. The financial statements and notes, as set out on pages 71 to 86: (a) give a true and fair view of the financial position as at 30 June 2013 and of the performance for the year ended on that date; and (b) comply with Accounting Standards in Australia and Australian Council for International Development (ACFID) Code of Conduct; and 2. In the opinion of the Commission, as at the date of this declaration, there are reasonable grounds to believe that Caritas Australia will be able to pay its debts as and when they become due and payable. 3. Note 1 confirms that the financial statements also comply with Australian Accounting Standards and the Australian Council for International Development (ACFID) Code of Conduct. This declaration is made in accordance with a resolution of the Commission.

Archbishop Philip Wilson Sydney, NSW Dated: 18 October 2013

Bishop Eugene Hurley

STATEMENT OF INCOME AND EXPENDITURE FOR THE YEAR ENDED 30 JUNE 2013

Note

2013 $

2012 $

20,506,194 108,956 2,937,727

23,199,873 126,625 2,388,011

12,952,958 259,546 264,067 754,165 188,102

12,431,917 941,073 1,957 948,922 791,363

37,971,715

40,829,741

REVENUE Donations and gifts: Monetary Non-monetary Legacies and bequests Grants: AusAID Other Australian Other overseas Investment income Other income TOTAL REVENUE

EXPENDITURE 71

International Aid and Development Programs Expenditure International programs: Funds to international programs Program support costs Community education Fundraising costs: Public Government, multilateral and private Accountability and administration Non-monetary expenditure

22,961,167 3,585,296 4,511,104

28,585,068 3,048,806 4,324,138

2,367,260 108,594 1,016,593 108,956

2,318,936 112,491 827,892 126,625

Total International Aid and Development Programs Expenditure Expenditure for international political or religious proselytisation programs Domestic programs expenditure

34,658,970 29,600 1,810,132

39,343,956 29,200 1,578,560

TOTAL EXPENDITURE

36,498,702

40,951,716

1,473,013

(121,975)

(SHORTFALL) EXCESS OF REVENUE OVER EXPENDITURE

During the financial year, Caritas Australia received no income for international political or religious proselytisation programs. The accompanying notes form part of these financial statements.

Caritas Australia Annual Report 2012-13

STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2013 2013 $

2012 $

1,473,013

(121,975)

873,567

(141,703)

873,567

(141,703)

2,346,580

(263,678)

Note (Shortfall) Excess of revenue over expenditure Other comprehensive income: Net (gain) loss on revaluation of financial assets

Total Other comprehensive income for the year TOTAL COMPREHENSIVE INCOME FOR THE YEAR The accompanying notes form part of these financial statements.

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2013

Accumulated Funds Available for Future Use $

Committed Funds Reserves $

Specified Purpose Reserves $

Financial Assets Reserve $

Total $

3,462,470

7,655,904

6,181,257

(367,629)

16,932,002

(121,975)

(141,703)

(1,450,427)

1,450,427

3,893,372

(3,893,372)

5,783,440

9,106,331

2,287,885

(509,332)

16,668,324

72 Note Balance at 1 July 2011 Shortfall of revenue over expenditure Other comprehensive income for the year Transfers (to) from reserves: Committed Funds Reserves Specified Purpose Reserves Balance at 30 June 2012

12,13

Excess of revenue over expenditure Other comprehensive income for the year

1,473,013

873,567

Transfers (to) from reserves: Committed Funds Reserves

2,587,235

Specified Purpose Reserves

(1,022,773)

(1,564,461)

(2,587,235)

Balance at 30 June 2013

12,13

6,233,680

11,693,566

723,424

364,235

19,014,905

The accompanying notes form part of these financial statements.

BALANCE SHEET AS AT 30 JUNE 2013

Note

2013 $

2012 $

15,479,792 185,403 217,125 -

15,287,677 98,568 261,630 6,980

15,882,320

15,654,855

6,439,532 1,022,751

4,423,442 1,102,929

7,462,283

5,526,371

23,344,603

21,181,226

3,280,431 541,938 5,180 295,369

3,949,890 12,431 320,376

4,122,918

4,282,697

206,780

5,180 225,025

206,780

230,205

4,329,698

4,512,902

19,014,905

16,668,324

12,781,225 6,233,680

10,884,884 5,783,440

19,014,905

16,668,324

CURRENT ASSETS Cash and cash equivalents Trade and other receivables Prepayments Other financial assets

TOTAL CURRENT ASSETS

NON-CURRENT ASSETS Other financial assets Leasehold improvements, plant and equipment

5 7

TOTAL NON-CURRENT ASSETS TOTAL ASSETS

CURRENT LIABILITIES Trade and other payables Other financial liabilities Other liabilities Short term provisions

8 9 10 11

TOTAL CURRENT LIABILITIES

NON-CURRENT LIABILITIES Other liabilities Long term provisions

73 10 11

TOTAL NON-CURRENT LIABILITIES TOTAL LIABILITIES NET ASSETS

EQUITY Reserves Accumulated funds available for future use TOTAL EQUITY

12 13

At the end of the financial year, Caritas Australia had no balances in the following Balance Sheet categories: Inventories, Assets held for sale, Investment property, Intangibles, Other non-current assets, Borrowings, Current tax liability, Other non-current liabilities. The accompanying notes form part of these financial statements.

Caritas Australia Annual Report 2012-13

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2013

2013 $

2012 $

37,010,414 (35,461,519) (795,862) 255,550 455,282

40,048,509 (40,910,426) (790,936) 237,459 672,182

1,463,865

(743,212)

Payments for leasehold improvements, plant and equipment Payments for investments Proceeds from sale of plant and equipment

(273,973) (1,142,525) 144,747

(130,438) (136,247) -

NET CASH USED IN INVESTING ACTIVITIES

(1,271,751)

(266,685)

192,115 15,287,677

(1,009,897) 16,297,574

15,479,792

15,287,677

Note

CASH FLOWS FROM OPERATING ACTIVITIES Grants and donations received Payments for projects and to suppliers and employees GST (net) remitted to the ATO Dividends received Interest received NET CASH (USED IN) PROVIDED BY OPERATING ACTIVITIES

CASH FLOWS FROM INVESTING ACTIVITIES

Net (decrease) increase in cash held Cash at beginning of year CASH AT END OF FINANCIAL YEAR The accompanying notes form part of these financial statements.

OUR PRINCIPLES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2013

The financial report covers the entity of Caritas Australia which is an agency of the Australian Catholic Bishops Conference.

Depreciation

NOTE 1: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

The depreciable amount of all fixed assets is depreciated on a straight line basis over their useful lives to the entity commencing from the time the asset is held ready for use. Leasehold improvements are amortised over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements.

BASIS OF PREPARATION

The depreciation rates used for each class of depreciable assets are:

The financial report is a general purpose financial report that has been prepared in accordance with Australian Accounting Standards, Australian Accounting Interpretations, other authoritative pronouncements of the Australian Accounting Standards Board and the Australian Council for International Development (ACFID) Code of Conduct. Caritas Australia is a not-for-profit entity for the purpose of preparing the financial statements. Australian Accounting Standards set out accounting policies that the Australian Accounting Standards Board (AASB) have concluded would result in a finance report containing relevant and reliable information about transactions, events and conditions to which they apply. Material accounting policies adopted in the preparation of this financial report are presented below. They have been consistently applied unless otherwise stated. The financial report has been prepared on an accruals basis and is based on historical costs, modified where applicable, by the measurement at fair value of selected non-current assets, financial assets and financial liabilities.

Amortisation / Depreciation Rate

Class of Non-Current Asset Leasehold Improvements

10.0%

Motor Vehicles

22.5% – 25.0%

Plant and Equipment

10.0% – 40.0%

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance sheet date. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount. Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains and losses are included in the statement of income and expenditure. When revalued assets are sold, amounts included in the revaluation reserve relating to that asset are transferred to accumulated funds available for future use.

The preparation of financial statements requires the use of certain critical accounting estimates. It also requires the Bishops Commission to exercise its judgement in the process of applying Caritas Australias’ accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in note (o).

ACCOUNTING POLICIES (a) Income Tax

Lease payments for operating leases, where substantially all the risks and benefits of ownership remain with the lessor are charged as expenses in the period in which they are incurred.

No income tax is payable by Caritas Australia as the entity is exempt from income tax under Section 50-5 of the Income Tax Assessment Act 1997.

Lease incentives under operating leases are recognised as a liability and amortised on a straight line basis over the life of the lease term.

(b) Leasehold Improvements, Plant and Equipment

(d) Financial Instruments

Leasehold improvements, plant and equipment are measured on the cost basis less depreciation and impairment losses.

Initial Recognition and Measurement

The carrying amount of leasehold improvements, plant and equipment is reviewed annually by the Bishops Commission to ensure that it is not in excess of the recoverable amount from these assets. The recoverable amount is assessed on the basis of the expected net cash flows that will be received from the assets’ employment and subsequent disposal. The expected net cash flows have been discounted to their present values in determining recoverable amounts. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to Caritas Australia and the cost of the item can be measured reliably. All other repairs and maintenance costs are charged to the statement of income and expenditure during the financial period in which they are incurred.

Leases of fixed assets where substantially all the risks and benefits incidental to the ownership of the asset, but not the legal ownership, are transferred to the entity are classified as finance leases. Caritas Australia currently has no finance leases, and it is not the intention of Caritas Australia to enter into finance leases.

Financial assets and financial liabilities are recognised when Caritas Australia becomes a party to the contractual provisions of the instrument. For financial assets, this is equivalent to the date that Caritas Australia commits itself to either purchase or sell the asset. Financial instruments are initially measured at fair value plus transactions costs where the instrument is not classified ‘at fair value through profit and loss’. Transaction costs related to instruments classified ‘at fair value through profit and loss’ are expensed to the statement of income and expenditure immediately. Classification and subsequent measurement Financial instruments are subsequently measured at fair value less amortised cost using the effective interest rate method or cost. Fair value represents the amount for which an asset could be exchanged or a liability settled, between knowledgeable, willing parties. Where available, quoted prices in an active market are used to determine fair value. In other circumstances, valuation techniques are adopted.

Caritas Australia Annual Report 2012-13

NOTES TO THE FINANCIAL STATEMENTS CONTINUED

FOR THE YEAR ENDED 30 JUNE 2013

Amortised cost is calculated as:

Derecognition

i. the amount at which the financial asset or financial liability is measured at initial recognition;

Financial assets are derecognised where the contractual rights to receipt of cash flows expires or the asset is transferred to another party whereby the entity no longer has any significant continuing involvement in the risk and benefits associated with the asset. Financial liabilities are derecognised where the related obligations are either discharged, cancelled or expire. The difference between the carrying value of the financial liability extinguished or transferred to another party and the fair value of consideration paid including the transfer of non-cash assets or liabilities is recognised in income and expenditure.

ii. less principal payments; iii. plus or minus the cumulative amortisation of the difference, if any, between the amount initially recognised and the maturity amount calculated using the effective interest method; and iv. less any reduction for impairment. The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to the rate that exactly discounts estimated future cash payments or receipts (including fees, transaction costs and other premiums or discounts) through the expected life (or when this cannot be reliably predicted, the contractual term) of the financial instrument to the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carrying value with a consequential recognition of an income or expense in the statement of income and expenditure. Financial liabilities at fair value through profit and loss Financial liabilities are classified ‘at fair value through profit and loss’ where they are derivatives that do not qualify for hedge accounting. Such liabilities are subsequently measured at fair value with changes in carrying value being included in income and expenditure.

Loans and receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and are subsequently measured at amortised cost. Available-for-sale financial assets Available-for-sale financial assets, comprising principally marketable equity securities, are non-derivatives that are either designated in this category or not classified in any of the other categories. They are included in non-current assets unless the investment matures or management intends to dispose of the investment within 12 months of the end of the reporting period. Investments are designated as available-for-sale if they do not have fixed maturities and fixed or determinable payments and management intends to hold them for the medium to long term. Financial liabilities Non-derivative financial liabilities (excluding financial guarantees) are subsequently measured at amortised cost. Fair Value Fair value is determined based on current bid prices for all quoted investments. Valuation techniques are applied to determine the fair value of all unlisted securities, including recent arm’s length transactions and reference to similar instruments.

(e) Impairment of Assets At each reporting date, Caritas Australia reviews the carrying values of its tangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value-in-use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the statement of income and expenditure. Where the future economic benefits of the asset are not primarily dependent upon the asset’s ability to generate net cash inflows and when Caritas Australia would, if deprived of the asset, replace its remaining future economic benefits, value in use is the depreciated replacement cost of an asset. Where it is not possible to estimate the recoverable amount of an individual asset, Caritas Australia estimates the recoverable amount of the cash generating unit to which the asset belongs.

(f) Foreign Currency Transactions and Balances Functional and Presentation Currency The functional currency of Caritas Australia is measured using the currency of the primary economic environment in which Caritas Australia operates. The financial statements are presented in Australian dollars which is Caritas Australia’s functional and presentation currency. Transactions and Balances Foreign currency transactions are translated into functional currency using the exchange rates prevailing at the date of the transaction. Foreign currency monetary items are translated at the year-end exchange rate. Non-monetary items measured at historical cost continue to be carried at the exchange rate at the date of transaction. Non-monetary items measured at fair value are reported at the exchange rate at the date when fair values were determined. Exchange differences arising on the transaction of monetary items are recognised in the statement of income and expenditure, except when deferred in equity as a qualifying cash flow or net investment hedges. Exchange differences arising on the transaction of non-monetary items are recognised directly in equity to the extent that the gain or loss is directly recognised in equity, otherwise the exchange difference is recognised in the statement of income and expenditure.

Impairment At each reporting date, Caritas Australia assesses whether there is objective evidence that a financial instrument has been impaired. In the case of available-for-sale financial instruments, a prolonged decline in the value of the instrument is considered to determine whether impairment has arisen. Impairment losses are recognised in the statement of income and expenditure.

(g) Employee Benefits Provision is made for Caritas Australia’s liability for employee benefits arising from services rendered by employees to balance date. Employee benefits have been measured at amounts expected to be paid when the liability is settled. Contributions are made by Caritas Australia to superannuation funds nominated by employees and are charged as expenses when incurred.

(h) Provisions

(m) Reserves

Provisions are recognised when Caritas Australia has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured.

Reserves represent funds held for the specific purpose for which they were raised or in the case of general donations, for the commitments made to third parties engaged in aid or development activities where memorandums of understanding are in place. It has been determined by the Bishops Commission that these reserves can only be drawn against for these specified purposes or commitments.

(i) Cash and Cash Equivalents Cash and cash equivalents include cash on hand, deposits held at call with banks, other short-term highly liquid investments with original maturities of three month or less.

(j) Revenue Fundraising proceeds, bequests, donations, gifts in kind and contributions from local groups are recognised as revenue when received. Grant revenue is recognised in the statement of income and expenditure when Caritas Australia obtains control of the grant, it becomes probable that the economic benefits gained from the grant will flow to the entity and when the amount of the grant can be measured reliably. If conditions are attached to the grant which must be satisfied before it is eligible to receive the contribution, the recognition of the grant as revenue will be deferred until those conditions are satisfied. Interest revenue is recognised on a proportional basis taking into account the interest rates applicable to the financial assets. Dividend revenue is recognised when the right to receive a dividend has been established. Gifts in kind are recognised at fair value, when its measurement can be reasonably determined. The contributions included in the financial report are measured on the basis of the wage or salary expenses incurred by the relevant Archdioceses who have donated staff time to Caritas Australia. The contributions are also expensed at the same value in the expense category to which it was related.

(n) Accumulated Funds Available for Future Use Funds available for future use represent accumulated surpluses available to fund future projects yet to be determined by the Bishops Commission.

(o) Critical Accounting Estimates and Judgements The Bishops Commission evaluates estimates and judgements incorporated into the financial report based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events are based on current trends and economic data, obtained both externally and within the group. Key estimates – Impairment Caritas Australia assesses impairment at each reporting date by evaluating conditions and events specific to Caritas Australia that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value-in-use calculations which incorporate various key assumptions. Key judgements – Available-for-sale investments Caritas Australia maintains a portfolio of shares and managed funds with a carrying value of $6,439,532 at reporting date. Certain investments, within the portfolio have declined in value but the Bishops Commission does not believe that this decline constitutes a significant or prolonged decline below the prior year’s carrying value. Should prices remain at levels below prior year’s carrying value for a period in excess of 12 months, the Bishops Commission has determined that such investments will be considered impaired in the future.

All revenue is stated net of the amount of goods and services tax (GST).

(k) Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the balance sheet are shown inclusive of GST. Cash flows are presented in the statement of cash flows on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(l) Comparative Figures Where required by Accounting Standards, comparative figures have been adjusted to conform to changes in the presentation for the current financial year.

(p) New Accounting Standards for Application in Future Periods Changes in accounting policy and disclosure No accounting standard has been adopted earlier than the application date as stated in the standard. No new accounting standards, amendments to standards and interpretations issued by the Australian Accounting Standards Board that are applicable in the current period are assessed to have a material financial effect on the entity. Accounting Standards and Interpretations issued but not yet effective New standards, amendments to standards, and interpretations that are applicable to future periods have been issued by the AASB. It is assessed that adopting these pronouncements, when effective, will have no material impact on future reporting periods. Caritas Australia has not elected to apply any pronouncements before their operative date in the annual reporting period beginning 01 July 2013. The financial report was authorised for issue by the Bishops Commission on 18th October 2013. The Bishops Commission has the power to amend and reissue the financial report.

Caritas Australia Annual Report 2012-13

NOTES TO THE FINANCIAL STATEMENTS CONTINUED

FOR THE YEAR ENDED 30 JUNE 2013

2013 $

2012 $

12,952,958 259,546 264,067

12,431,917 941,073 1,957

13,476,571

13,374,947

20,506,194 108,956 2,937,727 449,748 304,417 53,098 135,004

23,199,873 126,625 2,388,011 662,597 286,325 19,444 59,280 712,639

24,495,144

27,454,794

37,971,715

40,829,741

716,917 7,492,117 354,152

675,970 6,487,118 401,137

Cash at bank and in hand Short-term bank deposits

1,484,141 13,995,651

1,380,813 13,906,864

Total Cash and Cash Equivalents

15,479,792

15,287,677

NOTE 2: REVENUE REVENUE FROM GOVERNMENT AND OTHER GRANTS Government grants Other Australian Other overseas

OTHER REVENUE Donations and gifts - monetary Gifts in kind - non-monetary Legacies and bequests Interest - other corporations Dividends - other corporations Gain on foreign currency translation Fair value gain on financial assets held at fair value through income and expenditure Other income

Total Revenue

NOTE 3: EXPENSES Shortfall/Excess of income over expenditure includes the following expenses;

EXPENSES Rental expense on operating leases Employee benefits Depreciation of leasehold improvements, plant and equipment

NOTE 4: CASH AND CASH EQUIVALENTS

TABLE OF CASH MOVEMENTS FOR DESIGNATED PURPOSES Cash available at beginning of financial year $

Cash raised during financial year $

Cash disbursed during financial year $

Cash available at end of financial year $

Haiti Earthquake Appeal

1,090,263

17,952

(1,004,748)

103,467

Pakistan Floods Appeal

185,109

2,916

(188,025)

East Africa Appeal

350,816

60,048

(262,155)

148,709

Designated Purpose / Appeal

Other Designated Purpose Appeals

3,777,215

1,586,839

(1,777,287)

3,586,767

Other Purposes

9,884,274

36,106,591

(34,350,017)

11,640,849

15,287,677

37,774,346

(37,582,231)

15,479,792

Total

2013 $

2012 $

Available-for-sale financial assets

6,439,532

4,423,442

Available-for-sale financial assets comprise: Unlisted Investments, at fair value: - Managed funds

6,439,532

4,423,442

Financial assets at fair value through profit and loss

6,980

Financial assets at fair value through profit and loss comprise: Derivatives, at fair value - Foreign currency forward contract

6,980

NOTE 5: FINANCIAL ASSETS

Available-for-sale financial instruments comprise investments in the ordinary issued capital of various entities. There are no fixed returns or fixed maturity dates attached to these instruments.

NOTE 6: OTHER FINANCIAL ASSETS

Financial liabilities comprise foreign currency forward contracts that Caritas Australia has entered into to minimise the effect of foreign currency fluctuations on future project payments.

NOTE 7: LEASEHOLD IMPROVEMENTS, PLANT AND EQUIPMENT Office Equipment: At cost Accumulated depreciation

Motor Vehicles: At cost Accumulated depreciation

Leasehold Improvements: At cost Accumulated amortisation

Total Leasehold Improvements, Plant and Equipment

79 1,717,600 (1,393,016)

1,554,720 (1,197,644)

324,584

357,076

172,759 (53,482)

206,413 (166,438)

119,277

39,975

1,259,298 (680,408)

1,259,298 (553,420)

578,890

705,878

1,022,751

1,102,929

(a) Movements in Carrying Amounts Movement in the carrying amounts for each class of plant and equipment between the beginning and end of the current financial year. Office Equipment $

Motor Vehicles $

Leasehold Improvements $

Total $

Carrying amount at 1 July 2011 Additions Disposals Depreciation and amortisation expense

480,465 120,758 (1,736) (242,411)

71,486 (31,511)

822,784 9,680 (126,586)

1,374,735 130,438 (1,736) (400,508)

Carrying amount at 30 June 2012

357,076

39,975

705,878

1,102,929

Additions Disposals Depreciation and amortisation expense

162,880 (195,372)

111,093 (144,747) 112,956

(126,988)

273,973 (144,747) (209,404)

Carrying amount at 30 June 2013

324,584

119,277

578,890

1,022,751

Caritas Australia Annual Report 2012-13

NOTES TO THE FINANCIAL STATEMENTS CONTINUED

FOR THE YEAR ENDED 30 JUNE 2013

2013 $

2012 $

452,572 1,714,937 560,219 552,703

242,011 2,747,063 474,103 486,713

3,280,431

3,949,890

(a) Financial liabilities at amortised cost classified as trade and other payables: - Total current - Less short term employee benefits - Less unexpended grants

3,280,431 (552,703) (1,714,937)

3,949,890 (486,713) (2,747,063)

Financial liabilities as trade and other payables

1,012,791

716,114

Financial liabilities at fair value through profit and loss

541,938

Financial liabilities at fair value through profit and loss comprise: Derivatives, at fair value - Foreign currency forward contract

541,938

Current: Lease incentive

5,180

12,431

Non-Current: Lease incentive

5,180

17,611

Long Term Employee Benefits $

Overseas Employee Benefits $

Total $

481,305

64,096

545,401

30,984

Amounts used

(74,236)

Balance at 30 June 2013

438,053

64,096

502,149

2013 $

2012 $

295,369 206,780

320,376 225,025

502,149

545,401

NOTE 8: TRADE AND OTHER PAYABLES Trade payables Unexpended grants Sundry payables and accrued expenses Short-term employee benefits

NOTE 9: OTHER FINANCIAL LIABILITIES

Financial liabilities comprise foreign currency forward contracts that Caritas Australia has entered into to minimise the effect of foreign currency fluctuations on future project payments.

NOTE 10: OTHER LIABILITIES

Total Other Liabilities

NOTE 11: PROVISIONS

Opening balance at 1 July 2012 Additional provisions raised during the year

Analysis of total provisions Current Non-Current

Provision for long-term employee benefits A provision has been recognised for employee entitlements relating to long service leave. The measurement and recognition criteria relating to employee benefits have been included in Note 1 of this report. Provision for overseas employee benefits Caritas Australia has recognised a provision for employee on-costs with regards to employees engaged in overseas activities that were Australian residents for tax purposes.

NOTE 12: RESERVES (a) Specified Purpose Reserve: Specified purpose reserve records donations and contributions made to Caritas Australia where the contributor or donor has designated the funds towards a specific appeal or purpose. 2013 $

2012 $

Opening balance Transfers to the reserve Transfers from the reserve

350,816 60,048 (262,155)

5,681,421 (5,330,605)

Closing balance

148,709

350,816

1,090,262 17,952 (1,004,748)

3,368,051 99,150 (2,376,938)

103,466

1,090,263

185,109 2,916 (188,025)

1,473,647 35,352 (1,323,890)

185,109

661,697 1,586,839 (1,777,287)

1,339,559 699,461 (1,377,323)

Closing balance

471,249

661,697

Total Specified Purpose Reserve

723,424

2,287,885

Opening balance Transfers to the reserve Transfers from the reserve

5,706,534 (267,349)

4,259,490 1,447,044 -

Closing balance

5,439,185

5,706,534

Opening balance Transfers to the reserve Transfers from the reserve

3,399,797 2,854,584 -

3,396,414 3,383 -

Closing balance

6,254,381

3,399,797

11,693,565

9,106,331

East Africa Appeal:

Haiti Earthquake Appeal: Opening balance Transfers to the reserve Transfers from the reserve Closing balance Pakistan Floods Appeal: Opening balance Transfers to the reserve Transfers from the reserve Closing balance Other Specified Purpose Reserve: Opening balance Transfers to the reserve Transfers from the reserve

(b) Committed Funds Reserve: Committed expenditure reserve fund was put in place to ensure that the agency has the financial means to continue to provide critical support to its partners in the event of a prolonged economic downturn. Caritas Australia Committed Expenditure Reserve:

Caritas Foundation reserve was put in place to recognise the preference as notified by supporters that their contribution, wherever operationally possible, provide a capital base from which the annual income derived be used to fund expenditure. Caritas Foundation Reserve:

Total Committed Funds Reserve

Caritas Australia Annual Report 2012-13

NOTES TO THE FINANCIAL STATEMENTS CONTINUED

FOR THE YEAR ENDED 30 JUNE 2013

2013 $

2012 $

Opening balance Revaluation increment – financial assets

(509,332) 873,567

(367,629) (141,703)

Closing balance

364,235

(509,332)

5,783,440 1,473,013 (1,022,773)

3,462,470 (121,975) 2,442,945

6,233,680

5,783,440

(c) Financial Assets Reserve: Financial assets reserve records the mark to market movement in available-for-sale investments held by Caritas Australia. Financial Assets Reserve:

NOTE 13: ACCUMULATED FUNDS AVAILABLE FOR FUTURE USE Accumulated funds available at beginning of year Excess of revenue over expenditure Transfers (to) / from reserves Accumulated funds available at end of year

NOTE 14: GOVERNANCE OFFICIALS AND KEY MANAGEMENT PERSONNEL

(a) Name and position held of Caritas Australia governance officials and key management personnel in office at any time during the financial year are:

KEYY MAA NA KE NAGE GEME GE M NT P ER ME R SOO NN NNEL EL

POSI PO S TI SI TION ON

Archbi Arc hbi hbisho bisho sh hop Phil Phil h ip p Wil Wilson Wi son** son

Counci Co Counci Cou nc cil Chai c ha a rm rrma man – no on-e n-exec xec ecuti e utitve ve

Bishop Bis hop Eu Eugen gene gen e Hurl Hurl urley* ey*

Cou o nci ncill D Depu epu p ty Cha Chairm irm man n – nonnonon-exe exe ecut cutive ive e

Bishop Bis ishop op pG Grreg reg O’K O’K Ke ellll y* ell y*

Co Cou ou unci nc c l Depu ep putyy Chairm Ch Cha h irm rman rm a – no an on onne exe xe x cut cutive cu utive ve ve

Ms Lou Louise ise Ca Campb mpbell mpb ell

Counci Cou ncill m nci memb emb ber – nonnonon-exe execut exe cutive cut ive

Mr Chr Mr C is ist sstoph p err Car Ca lil lile

Cou C Counci ounci o n l memb nc em em mber er – non onn-exe xxecu cut uttive u ve

Ms Lou Louise ise Cr Crowe o owe

Counci Cou nc l memb nci memb ember er – n nonon-exe onexecut exe cutive cut ive

Drr Leo D Le eo e oni ni Deg ni D genh en nh ha ard dt

Cou unci nc l memb nc ember er – nonon n exe execut x cuttive ve

Mr Ric Richar ha d Hadd har Hadd addock ock

Counci Cou ncill memb nci memb mber – n nono exe one cut cutive ive v

Ms And Ms An ree re ee Ri Rice e

Counci Cou n l member nc emb mb be err – non-exe onn-ex exe exe ecutive cu cut uttive u iivve e

Ms Jen Jennif nifer nif er Str S att t on

Counci Cou ncill memb nci memb ember e – noner on-exe e cut exe cutive ive

Mr Bob Bo o Wa Ward Ward d

Counci Cou nc l mem nci emb mberr – n m nononon o n exe exx c cut u ive ve e

Mr Mic Michae haell Burn hae Burn urnett ett

Cou unci n l memb nc memb mberr – nonnonn exe execut cutive cut ive

Mr A Mr Ant n hony nthon hon ny Fog oga garty rt

Cou Counci o nci nc l m memb em emb mber m er – no onn-ex n-exe exe exe x cut utive ive vve e

Mr Jac Jackk de de Groo Groo roott (re (resig signed sig ned 26 Ju June n 201 ne 2013) 3)

Chief Chi ef Exe Execut cutive cut ive Of Offificer cer

Mrr P Pette err Car Carter Ca er

Ch C Chi he eff Fin F anc an ia ial al O a Offffifificer fic ce err

M Roc Mr Rocky ky Nai N cka ckarr (co (comme mmence mme nce ed 12 12 June June 20 2013) 13))

Chief Chi ef Ope Operat ration rat ionss & Fi ion Finan nan a cia ciall O Offi fficer

Mss Jam amies a eson e on Dav Da a ies ess

Int nternati n ernationa ern atit ona o all Prog on ro o rams ram ams Mana n ger ger

Ms Hel Helen en For o de

Commun Com munity mun ity En Engag gageme gag ement eme nt Man a age agerr

Ms Pam Ms am Mo Moitittiie (retir (re retitir tired ed 11 ed 11 Apr Aprrili 201 20 0 3) 3)

Hu an Hum an Res Resour Re esour o ces ou e Ma Manag nag na ager er er

* Indi Indi nd d cat ates es s mem m mber me be ber b ers of of Bish is shops hops op ps Co Commi m issi mm ssi s ss s on for forr Ju Justi usti sttice, ce, e Ecolo Ec cology olo ogy gy and an Devel Deve De vel elopm el opm men ent nt

(b) Key Management Personnel Compensation: National Committee members do not receive any compensation for their roles at Caritas Australia. Short-term benefits

Post Employment Benefits

Superannuation $

Termination Pay $

Bonus $

Other $

Total $

787,168

76,198

109,289

972,655

729,156

69,940

799,096

Salary $ 2013 Total Compensation 2012 Total Compensation

NOTE 15: CASH FLOW INFORMATION 2013 $

2012 $

1,473,013

(121,975)

354,152 548,918 (144,747)

401,137 (72,134) -

(86,835) 44,504 (669,458) (43,252) (12,431)

59,466 65,286 (1,124,884) 62,323 (12,431)

1,463,865

(743,212)

Reconciliation of Cash Flow from Operating Activities with Excess of Revenue over Expenditure Excess of revenue over expenditure for year Non-cash flows: Depreciation and amortisation Fair value adjustment to financial liabilities Net gain on sale of plant and equipment Changes in assets and liabilities: Decrease in receivables Decrease / (Increase) in prepayments (Decrease) in payables Increase / (Decrease) in provisions (Decrease) in other liabilities Cash flows from Operating Activities

NOTE 16: RELATED PARTY TRANSACTIONS Caritas Australia is an agency of the Catholic Church in Australia where the Bishops Commission for Justice, Ecology and Development and National Council members are appointed by the Australian Catholic Bishops Conference (ACBC). As part of Caritas Australiaâ&#x20AC;&#x2122;s normal operations and activities it conducts a substantial number of transactions with other entities within the Catholic Church both in Australia and abroad. These entities include other Catholic Church agencies, its dioceses and parishes. The nature of these transactions is predominately in the form of donations and transfers of funds.

Caritas Australia Annual Report 2012-13

NOTES TO THE FINANCIAL STATEMENTS CONTINUED

FOR THE YEAR ENDED 30 JUNE 2013 NOTE 17: FINANCIAL INSTRUMENTS Caritas Australia’s financial instruments consist mainly of deposits with banks, trade and other receivables, trade and other payables and long term investments. The totals for each category of financial instruments, measured in accordance with AASB 139 as detailed in the accounting policies to these financial statements, are as follows: 2013 $

2012 $

15,479,792 185,403 6,439,532 -

15,287,677 98,568 4,423,442 6,980

22,104,727

19,816,667

1,012,791 541,938

716,114 -

1,554,729

716,114

Financial Assets Cash and cash equivalents Trade and other receivables Available-for-sale financial instruments Financial assets at fair value through profit and loss

4 5 6

Financial Liabilities Financial liabilities at amortised cost Trade and other payables Financial liabilities at fair value through profit and loss

8 9

Financial Risk Management Policies Caritas Australia’s management analyses its exposure to financial risks and evaluates strategies in the context of the most recent economic and industry conditions and forecasts. Caritas Australia’s overall risk management strategy seeks to assist Caritas Australia in meeting its financial targets, whilst minimising potential adverse effects on financial performance. Specific Financial Risk Exposures and Management The main risk Caritas Australia is exposed to through its financial instruments is liquidity risk.

(a) Interest Rate Risk: At 30 June 2013 Caritas Australia is not exposed to any material interest bearing liabilities and therefore is not materially impacted by fluctuations in interest rates.

(b) Liquidity: Liquidity risk arises from the possibility that Caritas Australia might encounter difficulty in settling its debts or otherwise meeting its obligations related to financial liabilities. Caritas Australia manages liquidity by monitoring forecast cash flows and ensuring that adequate cash reserves are maintained. The table below reflects an undiscounted contractual maturity analysis for financial liabilities.

Within 1 Year 2013 $

1 â&#x20AC;&#x201C; 5 Years

2012 $

2013 $

2012 $

Total contractual cash flow

Over 5 Years 2013 $

2012 $

2013 $

2012 $

Financial Liabilities due for payment Trade and other payables

1,012,791

716,114

1,012,791

716,114

Unexpended Grants

1,714,937

2,747,063

1,714,937

2,747,063

2,727,728

3,463,177

2,727,728

3,463,177

At fair value through profit and loss Total expected outflows

Financial Assets cash flows realisable Cash and Cash Equivalents

15,479,792

15,287,677

Trade and other receivables

185,403

98,568

185,403

98,568

6,439,532

4,423,442

6,439,532

4,423,442

6,980

Available-for-sale investments At fair value through profit and loss

15,479,792 15,287,677

6,980

Total anticipated inflows

15,665,195

15,393,225

6,439,532

4,423,442

22,104,727 19,816,667

Net inflow on financial instruments

12,937,467

11,930,048

6,439,532

4,423,442

19,376,999 16,353,490

(c) Credit Risk: Caritas Australia does not have any material credit risk exposure to any single receivable under financial instruments entered into.

(d) Foreign currency risk: Caritas Australia is exposed to fluctuations in foreign currencies arising from the payment of overseas aid and development funds in currencies other than its functional currency. Caritas Australia manages these fluctuations through appropriate budgeting of foreign currency expenditure.

(e) Price risk: Caritas Australia is not exposed to any material commodity price risk. Net Fair Values The net fair values of all financial assets and liabilities approximate their carrying value. The accounting policies, terms and conditions of these items are the normal commercial policies, terms and conditions adopted by businesses in Australia. The aggregate net fair values and carrying amounts of financial assets and financial liabilities are disclosed in the balance sheet and in the notes to the financial statements. Sensitivity analysis No sensitivity analysis has been performed for interest rate risk as Caritas Australia is not materially exposed to fluctuations in interest rates. No sensitivity analysis has been performed for foreign exchange risk as Caritas Australia is not materially exposed to fluctuations in foreign currency rates.

Caritas Australia Annual Report 2012-13

NOTES TO THE FINANCIAL STATEMENTS CONTINUED

FOR THE YEAR ENDED 30 JUNE 2013

2013 $

2012 $

669,669 2,707,897 294,300

699,946 395,388 -

3,671,866

1,095,334

46,200 -

42,000 -

46,200

42,000

NOTE 18: CAPITAL AND LEASING COMMITMENTS Operating Lease Commitments contracted but not capitalised in the financial statements: Payable: minimum lease payments – not later than 12 months – between 12 months and 5 years – greater than 5 years

NOTE 19: REMUNERATION OF AUDITORS During the year the following fees were paid or payable for the services provided by the auditor of the Caritas Australia. PwC Australia – audit and other assurance services – other services

NOTE 20: CHANGE IN ACCOUNTING POLICY Caritas Australia has not changed its accounting policy from the previous financial year. All accounting is undertaken in compliance with the ACFID Code of Conduct.

NOTE 21: CONTINGENT OR OTHER LIABILITIES Under the terms of the lease of Level 1, 24-32 O’Riordan Street, Alexandria, Caritas Australia would be required to remove designated fixtures, fittings, floor coverings, signs and notices if the option to renew is not exercised at the completion of the initial six year lease term being October 2013. Caritas Australia has exercised this option therefore is not required to allow for any ‘make good’ of the premises at the end of this renewed six year lease term.

NOTE 22: EVENTS AFTER THE REPORTING DATE No matters or circumstances have arisen since the end of the year which significantly affected or may significantly affect the operations of Caritas Australia, the results of those operations, or the state of affairs of Caritas Australia in future years.

TH AN K YO U

Tjanpi Desert Weavers from Warakurna with their finished work Tjilkamata Minyma Kutjara mana Wati Ngintaka Warta (Two Porcupine Wives and Perentie Man Tree) 2013, with four of the artists: Nanana Jackson, Bridget Jackson, Dianne Golding and Eunice Porter. Photo: Jo Foster ÂŠTjanpi Desert Weavers, NPY Womenâ&#x20AC;&#x2122;s Council Caritas Australia Annual Report 2012-13

WAYS TO HELP FOR MORE INFORMATION, VISIT WWW.CARITAS.ORG.AU, EMAIL QUESTIONS@CARITAS.ORG.AU OR CALL 1800 024 413 TOLL FREE (9AM TO 5PM AEST MONDAY TO FRIDAY).

A Just Climate: this campaign seeks to promote ecological sustainability as a means to minimise the impact of climate change on the world’s most vulnerable communities: www.caritas.org.au/ajustclimate

Diocesan network: our dedicated Diocesan representatives work across the nation engaging communities in Caritas Australia’s work. Find your local Diocesan Director at www.caritas.org.au/contact-us

Map: explore our aid and development work, see an overview of where we work and learn about the global issues we focus on via our new online interactive world map: www.caritas.org.au/map

Act for Congo: through our local partners in the Democratic Republic of the Congo, we support development programs which focus on mitigating the impacts of HIV/AIDS, supporting survivors of sexual violence, medical assistance, trauma counselling and reintegration of child soldiers. In 2013-14 we will be updating the 2008 Forsaken Voices report: www.caritas.org.au/act/congo

Donate: by supporting Caritas Australia you are creating positive change and bringing hope to many. Donations of $2 or more are tax deductible. Call 1800 024 413, send a cheque or money order to Caritas Australia GPO Box 9830 in your capital city, or donate securely at www.caritas.org.au/donate

Advent calendar: based on the ancient Christian symbol of the Jesse tree, this popular calendar is available as an app or online over the festive season: www.caritas.org.au/advent

Education: our global education team works in each state across Australia, providing resources, student workshops and professional development for educators: www.caritas.org.au/schools

Employment: to work for us you must have a passion for people and the environment, and a belief in social justice. Our aim is to help communities so they can be self-sufficient, regain their dignity and have hope for the future: www.caritas.org.au/about/jobs

Bequests: a gift in your will is the ultimate way to support a cause. If you are able, we encourage you to consider leaving a legacy that will live on through our vital work. Call 1800 024 413, email growingspirit@caritas.org.au or visit www.caritas.org.au/bequests

eNewsletter: receive monthly updates in your inbox by signing up to the Caritas eNewsletter at www.caritas.org.au/subscribe

Blog: read the latest blog posts and stories from Caritas Australia and our partners around the world: www.caritas.org.au/blog

Events: for a Caritas Australia event in your local area, head to www.caritas.org.au/act/events

Caritas Ks: run, walk, cycle or swim and raise funds for Caritas Ks. Walk in solidarity with those who have to travel vast distances to fetch water, get food or collect firewood: www.caritas.org.au/caritas-ks

Facebook: our Facebook page is a great way to join our social justice conversation: www.facebook.com/CaritasAU

Caritas Neighbours: help support Caritas Australia by joining our monthly giving program. As a Caritas Neighbour your donation is automatically deducted from your credit card or bank account: www.caritas.org.au/neighbours Caritasnews: our quarterly magazine, Caritasnews is filled with inspiring stories from our partners and communities we work with in Australia and overseas: www.caritas.org.au/caritasnews Corporate partnerships: becoming a Caritas Australia corporate partner has benefits on many levels – for employers, employees and the global community: www.caritas.org.au/corporate

FAQs: got a question for Caritas Australia? Check out our FAQs at www.caritas.org.au/about/faqs - if that doesn’t help, email questions@caritas.org.au or call 1800 024 413.

Newsroom: the Australian media is an effective channel that allows for a mutual relationship of learning, sharing and transformation with our partners and the vulnerable communities we help. Read our media releases at www.caritas.org.au/media

O Online fundraising: helps keep our administration costs low and lets you control your fundraising event. Select your idea, set your fundraising target and rally your supporters (don’t forget to have fun!): www.caritas.org.au/fundraising

P Pray: your prayers and well wishes help the women, children and men most vulnerable to extreme poverty and injustice live a life of dignity. They also assist Caritas Australia’s staff, volunteers and partners to continue our life-saving work with the communities we serve, which reflects the life of Jesus Christ, and is shaped by the tradition of Catholic Social Teaching. Project Compassion: every year, we ask that you support Project Compassion. Thanks to you, what started in 1966 as a small fundraiser is now one of the largest humanitarian fundraising campaigns in Australia. Our 2013 campaign raised over $11 million: www.caritas.org.au/ projectcompassion

Global Gifts: giving a tax-deductible Global Gift is a meaningful way to mark Christmas or any special occasion: www.caritas.org.au/globalgifts

Stand in solidarity with the world’s poor: Caritas Australia believes that poverty, hunger, oppression and injustice make it impossible to live a life of dignity. Stand up and have your voice heard, so the world’s poor can too. Take action at www.caritas.org.au/act

Just Leadership Days: are an opportunity for school students to learn more about justice, peace and development. The one-day seminars are held in most states and territories. Find your local education advisor at www.caritas.org.au/contact-us

Twitter: read our regular Twitter updates at www.twitter.com/CaritasAust

ACRONYMS AACES Australia Africa Community Engagement Scheme

DRM Disaster Risk Management DRR Disaster Risk Reduction

V Volunteer: we appreciate and love having volunteers on board. Call 1800 024 413, email jobs@caritas.org.au or find your local Diocesan representative at www.caritas.org.au/contact-us

W Walk As One: join us and Walk As One in solidarity with Indigenous communities to achieve a more just world with our advocacy campaign Walk As One: Connecting with our Worldâ&#x20AC;&#x2122;s Indigenous Peoples: www.caritas.org.au/walkasone Website: our website is a great place to learn and stay up-to-date with the latest news, events, appeals, resources and campaigns: www.caritas.org.au Workplace Giving: is one of the most cost-effective and simple ways of making a donation. Your ongoing donation, which is deducted automatically from your salary each pay period, allows us to plan vital projects for the future: www.caritas.org.au/donate/ workplace-giving

ACBC Australian Catholic Bishops Conference

FAP First Australians Program

ACFID Australian Council for International Development

HPA Humanitarian Partnership Agreement

ACR Australian Catholic Relief

ICDP Integrated Community Development Program

ANCP AusAID NGO Cooperation Program

IHD Integral Human Development

AusAID Australian Agency for International Development

INGO International non-government organisation

BCJED Bishops Commission for Justice, Ecology and Development

NAIDOC National Aboriginal and Torres Strait Islander Day of Observance Committee

CAFOD Catholic Agency for Overseas Development (Caritas in the UK and Wales)

NFP Not-for-profit

CRS Catholic Relief Services (Caritas in the USA)

PNG Papua New Guinea

CST Catholic Social Teaching

PWD People with disability

DRC Democratic Republic of the Congo

RAP Reconciliation Action Plan

NGO Non-government organisation

STI Sexually Transmitted Infections

Y YouTube: is regularly updated with videos from our agency and the Caritas network: www.youtube.com/caritasaustralia

Since 2004, Caritas Internationalis and Action by Churches Together (ACT) Alliance have been working together to assist the local women, men and children of Darfur in Sudan. Each year, our network has served 500,000 people living in camps with humanitarian assistance such as clean water, maternal healthcare, education and livelihood training. Photo: Laura Sheahen, ACT Caritas

THANKS FOR YOUR SUPPORT Caritas Australia relies on supporter donations to continue our life-saving work. Please accept our heartfelt thanks for your generosity. To learn more or to donate to Caritas call 1800 024 413 or visit www.caritas.org.au

COVER IMAGE Tjanpi Desert Weavers, Mary Pan and Pantjiti McKenzie collaborate on a woven basket. Our First Australians team has been supporting this Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) initiative since February 2005. Together we are assisting over 400 weavers from 28 communities across NPY Lands (350,000km). On 29 November 2012, we marked the anniversary of Pope John Paul II’s 1986 address to the Aboriginal and Torres Strait Islander Peoples by changing the Australian Indigenous Program team name to the First Australians Program. In August 2012, Caritas Australia launched our advocacy campaign Walk As One: Connecting with our world’s Indigenous Peoples. www.caritas.org.au/walkasone Photo: Jo Foster ©Tjanpi Desert Weavers, NPY Women’s Council