Annual Report 2013-14 by Caritas Australia

C E L E B R AT I N G OF

50 Y E A R S

ANNUAL REPORT 2013-14 E N D P O V E R T Y. PROMOTE JUSTICE. U P H O L D D I G N I T Y.

C A R I TA S AUS T R A L I A C E L E B R AT E S

1960s

1970s

1980s

1990s

2000s

1964

1972

1980

1994

2004

In March, the Catholic Overseas Relief Committee (CORC) was founded. In November, the Bishops' meeting in Rome for the Second Vatican Council agreed to the proposal for an annual national Lenten appeal using personal collection boxes.

Total income for Project Compassion (since its 1965 inception) reached $3.1 million.

$1,598,633 contributed to programs in Kampuchea (Cambodia), making it the largest program, in financial terms, in which ACR had worked.

The assassinations of the presidents of Rwanda and Burundi triggered a wave of violence leaving hundreds of thousands of Rwandans dead and nearly three million people as refugees. ACR held an appeal, raising $3.4 million. The largest by this stage.

On 26 December 2004, a massive earthquake triggered one of the most devastating natural disasters on record – the Asian tsunami. In response, our agency held the largest fundraising appeal in our history, raising almost $25 million.

1974 Cyclone Tracy hit Darwin on Christmas Eve 1974. ACR set up a special Darwin Relief Fund and raised $140,000.

1965 First national Lenten appeal held and raised the equivalent of $90,000 for countries such as Papua New Guinea, Vietnam and Malaysia.

1966

CORC became Australian Catholic Relief (ACR) and the national Lenten appeal was named Project Compassion.

1996

1981

1977 Six envelopes (as an alternative to the Project Compassion box) were introduced on a trial basis in some dioceses and quickly became an integral part of the appeal. They are still used today.

A draft curriculum was prepared for the incorporation of Mission, Justice and Development issues into the Catholic school curriculum.

1984 ACR and other Christian agencies raised $3.6 million for 24 African countries. This was the first time Australian churches had collaborated on such a project.

ACR was renamed Caritas Australia.

1999 In the conflict that followed Timor Leste’s declaration of independence, almost one third of the country’s population was killed. An emergency appeal raised more than $4 million. In 2014, our agency has 70 local staff working in the Timor Leste office.

2005

On 27 June 2005, as a result of the growing HIV and AIDS epidemic, Caritas Australia released our HIV and AIDS policy.

2014

Caritas Australia acknowledges Catholic faith in action: 50 years of love and compassion.

For the full timeline, visit www.caritas.org.au/50years

Editor: Melinda McHugh Design: Three Blocks Left 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.

Print: SOS Print + Media Caritas Australia was pleased to be recognised as one of 10 finalists in the revenue greater than $30m category in the 2013 PwC Transparency Awards for the quality and transparency of our reporting.

Established in 1950 Bronze Award 2011 Silver Award 2012, 2013, 2014

Printed on: Impact Climate Paper 100% recycled paper made from unbleached recycled fibre.

All photos Caritas Australia unless otherwise stated. All currency references are shown in Australian dollars unless otherwise stated. ABN 90 970 605 069 Published November 2014 by Caritas Australia, 24-32 O’Riordan Street, Alexandria NSW 2015 ISSN 2201-3075 (Print) ISSN 2201-3083 (Online) © Copyright Caritas Australia 2014

CARITAS AUSTRALIA

Caritas Australia is the international aid and development organisation of the Catholic Church in Australia and part of Caritas Internationalis, one of the worldâ&#x20AC;&#x2122;s largest humanitarian networks. Our agency works in partnership with local communities. Over the past half century, we have worked in 118 countries. In 2013-14, Caritas Australia assisted marginalised communities throughout Africa, Asia, the Middle East, Latin America, the Pacific, and with Australiaâ&#x20AC;&#x2122;s First Peoples. With an aim to end poverty and promote justice, we are working to uphold the dignity of those at greatest risk regardless of their ethnicity, political beliefs or religion. Thank you for supporting Caritas Australia as we acknowledge 50 years of Catholic faith in action.

CONTENTS 50 Years in Brief

Our Vision, Inspiration, Mission and Principles

From the Chairman

From the CEO

Our Year at a Glance

Financial Snapshot

Strategic Directions

Around the World

Our Caritas Community

Our Governance

Financial Report

Cover: Esther, 53, from Dowa District in Malawi, is a widow and mother to five children. A participant of the Australia Africa Community Engagement Scheme, which is supported by the Australian Government and implemented by Caritas Australia and local partner CADECOM, Esther has benefited from WASH (Water, Sanitation and Hygiene) training. Esther now has access to clean drinking water via a water pump, and is standing in her field of maize which is irrigated by gravity fed canals. She is now able to grow maize in the dry season, providing food security for her family. Photo: Richard Wainwright

LOGOS TH ROUGH TH E Y EA RS

ACR 1966

ACR 1966-1971

ACR 1972-1989

ACR 25th Anniversary 1989

ACR 1990-1996

Caritas Australia 1996-2006

Caritas Australia 2006-2014

ANNUAL REPORT 2013-14

C A R I TA S AUS T R A L I A : OU R S T ORY 1 9 6 4 -2014

The Caritas movement was born in Australia in response to the community’s growing awareness of global poverty and malnutrition, highlighted by the 1960 United Nations’ Freedom from Hunger campaign. In 1962, the Australian Catholic Bishops formed the Catholic Church Relief Fund (CCRF) to administer funds received from the Church’s participation in this campaign, and in 1964 CCRF was renamed the Catholic Overseas Relief Committee (CORC). This same year parishes collected money to assist a Diocesan Priest working in Peru, Latin America and the Newman Institute conducted a parish-based Lenten appeal across Adelaide, raising nearly 1,000 pounds for a deep-sea fishing boat for First Australian communities off Bathurst Island. In 1965, a national Lenten appeal was held; in 1966 this was renamed Project Compassion, CORC became known as Australian Catholic Relief (ACR) and Project Compassion raised approximately $116,000 nationwide. As the pace of global social change began to increase and as the Catholic Church adjusted to the dramatic changes brought about by the Second Vatican Council (1962-1965), ACR saw that responding to emergency situations was only a small part of the response to poverty. Our agency began to focus more on human development and programs which build community self-reliance. Our agency has grown substantially since 1964. In 2004, Caritas Australia experienced significant growth after the Asian tsunami and is now one of 10 partner agencies under the Australian NGO* Cooperation Program (ANCP).

ACCOUNTABILITY AND ACCREDITATION

Today, we have 158 long-term programs and 122 partnerships in over 33 countries. Every year, Caritas Australia also responds to humanitarian emergencies across all regions. In 2013-14, we supported 40 emergency programs in 25 countries.

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.

This year, thanks to all our supporters, we reached over 2.2 million people directly through our emergency and development programs. In 2014, Project Compassion raised nearly $11 million for the world’s poorest. It is an extraordinary, ongoing demonstration of the faith, love and generosity of caring supporters, all in the name of justice and peace. Without your support, we could not do the vital work that we do. For more on our story, please visit www.caritas.org.au/50years To all who support Caritas Australia, we say thank you.

*non-government organisation

CARITAS AUSTRALIA

We are also fully accredited by the Department of Foreign Affairs and Trade (DFAT), which manages the Australian Government’s overseas aid program. The rigorous accreditation process provides DFAT and the Australian public with confidence that the Australian Government is funding professional and well-managed organisations capable of delivering effective outcomes. Caritas Australia is also one of 10 partner agencies in the Australian NGO Cooperation Program (ANCP), as well as a key partner in the Humanitarian Partnership Agreement (HPA), PNG Church Partnership Program (CPP) and the Australia Africa Community Engagement Scheme (AACES).

Caritas Australia’s partner, Centro Creativo Artistico ‘educar es fiesta’ (education is celebration), is helping to turn young lives around in Bolivia. Photo: Richard Wainwright

We uphold the highest standards of practice, as demonstrated by our commitment to the: • ACFID Code of Conduct • Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief • Sphere Humanitarian Charter and Minimum Standards • People in Aid Code of Good Practice • Fundraising Institute of Australia Principles and Standards of Fundraising Practice • Australian Charities and Not-for-profits Commission (ACNC) Our organisation was also selected through a rigorous process to be one of six Australian agencies to respond to emergencies under the Australian Government’s Humanitarian Partnership Agreement Mechanism (HPA).

Complaints alleging breaches of the ACFID Code of Conduct can be made to the ACFID Code of Conduct Committee via www.acfid. asn.au/code-of-conduct/complaints

OUR SOLICITORS

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

Commonwealth Bank

FE E DBACK

Makinson d’Apice Lawyers OUR BA NKE RS

OUR AUDITORS PricewaterhouseCoopers

Caritas Australia welcomes feedback about our organisation. To provide feedback, or lodge a complaint or compliment, call 1800 024 413, write to Caritas Australia, GPO Box 9630 in your capital city or send an email to questions@caritas.org.au FUNDING Caritas Australia generates income from various streams including the Australian Government, public donations, government grants and investments.

ANNUAL REPORT 2013-14

Our work is shaped by the tradition of Catholic Social Teaching (CST) which places human dignity and wellbeing for all peoples at the heart. We implement principles such as: DIGNIT Y OF THE HUM AN PERSON Every human being is created in the image and likeness of God and therefore has inherent dignity. The dignity of every person, independent of ethnicity, creed, gender, sexuality, age or ability, is the foundation of CST. TH E COMMON GOOD

Everyone belongs to one human family, regardless of their national, religious, ethnic, economic, political and ideological differences. We are called by the principle of solidarity to take the parable of the Good Samaritan to heart [Luke 10: 29-37], and to reach out to those who are most marginalised.

The rights of the individual to personal possessions and community resources must be balanced with the needs of the disadvantaged and dispossessed.

ECONOMIC JUSTICE

PR E FE R E N TI A L OP TION FOR TH E POOR

SA FEGUA R DI NG TH E E N V IRONME N T

Preferential care should be shown to poor and vulnerable people, whose needs and rights are given special attention in Godâ&#x20AC;&#x2122;s eyes.

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

SUBSIDI A R IT Y All people have the right to participate in decisions that affect their lives. Subsidiarity requires that decisions are made by the people closest and most affected by the issues and concerns of the community. PA RTICIPATION All people have the right to participate in society, decisions and institutions that affect their lives and are necessary for human fulfilment, such as work, education and political participation.

SOLI DA R IT Y

Photo: Paul Jeffrey, Caritas Internationalis CARITAS AUSTRALIA

Economic life is not meant solely for profit, but rather in service of the entire human community.

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.

www.caritas.org.au/cst

Our �ision 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

�ur

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 Missio� 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.

ANNUAL REPORT 2013-14

The work of Caritas is one the purest forms of action by the Catholic Church in the world. It embodies the power of self-sacrificing love which reaches out to those in most need. Ours is a Church of the poor and for the poor, as Pope Francis has reminded us, and the international Caritas network makes a profound difference in the lives of tens of millions of disadvantaged people on every continent. As we celebrate the 50th Caritas Australia anniversary, I wish to commend the remarkable dedication of many thousands of volunteers, supporters, partners and staff who have put their belief in the power of God’s work into action. Without their sustained efforts, Caritas Australia would not be the vibrant agency it is today. Much progress was made over the past 12 months and I am pleased to report that the first stage of implementing our 2013-18 Strategic Plan has proceeded very well. Due to the sustained support of Caritas Australia’s donors, your contributions reached $30.7 million this year, which is 65% of our total income. Of this, nearly $11 million was raised through Project Compassion 2014. We have also initiated new fundraising mechanisms to engage with the Catholic community. I anticipate that these will bear fruit over the next several years and thereby enable Caritas Australia to maintain our range of partnerships. On 8 November 2013, Super Typhoon Haiyan, one of the strongest storms to ever make landfall, caused widespread devastation in the Philippines. In February this year, our new CEO, Paul O’Callaghan, and I visited the hardest hit areas. Archbishop Philip Wilson Chairman

“ We all have a responsibility to act so that the world may be a community of brothers and sisters who respect each other, who accept their diversity and who take care of one another.” Pope Francis , 1 Januar y 201 4

We bore witness to the tremendous faith and courage of local people in the devastated communities and to the good work undertaken by the Caritas network. With over 14 million people in need of assistance, the scale of this challenge was enormous. As part of our new strategic plan, we are ensuring that all international and First Australian programs are more rigorously evaluated so we can fine-tune these programs on a regular basis and learn from experience. In May 2014, the Federal Government cut nearly $4 billion from the official aid program over the next four years. This was disappointing given that Australia already ranked below its ‘weight’ compared to other Organisation for Economic Co-operation and Development (OECD) donor countries in terms of global contribution. We were particularly disappointed that the Government has relegated Africa to a lower priority within its program and that non-government organisation (NGO) partners, including Caritas Australia, had to adjust to an 8% cut in promised funding for 2013-14. In 2013, we established a Child Protection Task Force, and to ensure partner compliance with Caritas Australia’s Child Protection Guidelines and Procedures, we have implemented 20 new initiatives since October 2013. This will continue to be a high priority area for our agency over coming years. Thank you for supporting Caritas Australia. I pray that all our supporters and the communities we assist receive many blessings from the Lord who notices everything good that is done in his name. Yours sincerely in Christ,

Archbishop Philip Wilson Chairman

CARITAS AUSTRALIA

Having been involved in parish-level Project Compassion fundraising in my youth and being aware of the terrific Caritas reputation for genuine partnerships with international and First Australian communities, it was a great pleasure to come on board with the agency last December. I have been grateful for the support and guidance given to me by the Chairman, Archbishop Wilson, since then. I know that everything we do through our work in the field hinges on the generosity of our Catholic community. We are fortunate to have so many supporters who are committed to making a difference to the lives of the poor. Since December I have appreciated opportunities to meet many Caritas supporters, Diocesan Directors and volunteers, as well as our partner agencies in the Philippines and Papua New Guinea (PNG). It has been a humbling experience to witness their dedication to work alongside poor and marginalised communities and those suffering the impact of natural disasters. Having come to Caritas Australia from the related world of Catholic social services, it has been wonderful to see the breadth and depth of the Church’s practical engagement with the poor, both at home and overseas. The exceptional faith, resilience and hope I witnessed when visiting communities devastated by Super Typhoon Haiyan left a deep impression on me. They had lost loved ones and their homes, yet were keen to offer their thanks to Caritas and supporters for our assistance. In both the Philippines and the PNG, the leaders of our partner agencies registered appreciation for the long-term, low key style of accompaniment Caritas has provided them in their important work. As a newcomer to Caritas Australia, the consistency of such comments from local leaders is a great tribute to the leadership of my predecessor, Jack de Groot, and the commitment of all staff. In July 2013, we began implementation of the 2013-18 Strategic Plan. After a comprehensive development process, including consultation with over 1500 stakeholders, this plan provided improved clarity for our team to shape operational plans. As part of the new plan, we have focused on steps to deepen Catholic identity in the agency. It was pleasing to see tangible progress made in the form of the development of an Integrated Human Development Framework to link our performance indicators with Catholic Social Teaching, and a series of formation and awareness-raising sessions which were well received by National Council, Leadership Team, middle-level managers and all staff.

Paul O’Callaghan Chief Executive Officer

I’ve always held Caritas Australia, and the whole Caritas network, in high regard. So with my first day as Chief Executive Officer being 12 December 2013, I felt honoured to have commenced my Caritas career just ahead of the agency’s 2014 Jubilee Year.

At the governance level, 2013-14 also saw enhancements of the National Council processes with a National Council Charter approved. This drew on the Bishops Commission mandate for Caritas Australia and provides greater clarity about the respective roles of the Council in relation to management. Terms of reference for the Council’s three committees were also finalised and these committees have been providing valuable support to the work of Council. Thank you again to all supporters of Caritas Australia.

Paul O’Callaghan Chief Executive Officer

ANNUAL REPORT 2013-14

In our 50th year, we’re continuing to work towards a just and compassionate world. But we couldn’t do it without you. In 2013-14, the Australian community raised about $30.7 million for our long-term development work and emergency aid. JULY

NOV EMBE R

JA NUA RY

We celebrated NAIDOC Week (7-14 July) which marked the 50th Anniversary of the presentation of the first two bark petitions by the Yolngu Peoples to Federal Parliament. These petitions marked the first time that First Australians had incorporated Australian legal system language and the language from their traditional lore into efforts to gain land rights in Arnhem Land.

On 8 November, 2013, Category 5 Super Typhoon Haiyan, one of the largest storms ever recorded, made landfall in the Philippines. Around 16 million people were affected. Caritas Australia and our partners moved quickly to provide humanitarian care. More than 515,782 people were provided with shelter, food, clean water and sanitation kits. The Catholic community and DFAT donated $7.2 million to assist.

The New Year saw the commencement of our 50th Anniversary as we began celebrating 50 years of walking alongside and standing in solidarity with worldwide communities and partners.

AUGUST

On 25 November, we acknowledged the International Day for the Elimination of Violence against Women. With violence being both a cause and effect of poverty, our peacebuilding programs and workshops help families and communities rebuild their lives.

On 19 August, we celebrated the annual World Humanitarian Day which recognises humanitarian workers and the dangers that many of them regularly face. SE P TEMBE R On 11 September, the Australian Catholic Bishops Conference launched the 2013-14 Social Justice Statement Lazarus at our Gate: A critical moment in our fight against world poverty. Drawing on the parable of the rich man and Lazarus, the poor man who sits at the rich man’s gate, the statement encouraged us to reflect on who the poor are in today’s world, and asked us to focus our attention on helping these people. OCTOBE R Cyclone Phailin swept through the Orissa and Andhra Pradesh states of India, forcing the evacuation of more than 900,000 people. Around nine million people had their livelihoods devastated. We worked with Caritas India to distribute essentials such as water and medical aid.

220

women

raised over $83,000 on 8 May at the inaugural Women for the World event at Sydney Opera House, for people living in poverty around the world.

CARITAS AUSTRALIA

DECEMBE R 10 December marked the launch of the international Caritas network’s 18-month anti-hunger campaign, One Human Family, Food for All. The campaign seeks to end global hunger by 2025. Join at www.caritas.org.au/food This month, Paul O’Callaghan became our new CEO. Having held senior leadership roles in the not-for-profit sector and the Department of Foreign Affairs, Mr O’Callaghan brings a wealth of experience to our organisation.

1 million

FE BRUA RY On 13 February, the eruption of Mt Kelud, a volcano in East Java, Indonesia, affected approximately 200,000 people, including 76,000 people who had to be evacuated from their homes. Caritas Australia supported disaster risk reduction activities including risk assessments, implementing warning systems, and devising action plans in the event of future emergencies. M A RCH This month we launched Project Compassion 2014, a campaign that, over the decades, has become an important part of our agency’s history. This year’s campaign celebrated our shared desire for a full and beautiful life. Our agency also urged people to stand with Syria and take part in a global call for action. On 15 and 16 March, candlelight vigils were held around the world to mark three years since the conflict in Syria began.

up to

pilgrims

attended World Youth Day in July 2013. Pope Francis and Caritas Internationalis President, Cardinal Oscar Rodriquez Maradiaga encouraged the attendees to reflect on poverty, inequality and injustice.

nearly

$11

million

was raised through Project Compassion 2014!

A PRIL Easter is the most important time in the Christian calendar. It is a time when we remember the resurrection of Christ, which gives the promise of new life. M AY This year’s National Indigenous Youth Parliament opened in Canberra during National Reconciliation Week. The week-long event gathered the future Indigenous leaders of Australia to discuss issues that are important to Aboriginal and Torres Strait Islander Peoples. Caritas Australia First Australians Program team member, Bianca Cruse, was one of 50 people selected to take part. Also this month, the Federal Government cut nearly $4 billion from the official aid program over the next four years. Non-government organisation (NGO) partners, including Caritas Australia, had to adjust to an 8% cut in promised funding for 2013-14. JUNE The 20th FIFA World Cup was held in Brazil. Our Sports for Justice petition urged the international football body, FIFA, and the International Olympic Committee to ensure that large sporting events are just and sustainable for all members of society, including our world’s most vulnerable: www.caritas.org.au/act/sports-justice

Nepal is a country in South Asia that lives in the shadow of the Himalayan mountain range. For almost 25 years, Caritas Australia has worked alongside some of Nepal’s most marginalised through our local partner Caritas Nepal – this year celebrating their own silver jubilee, 25 years. Through Caritas Nepal, Caritas Australia supports four programs that have helped change lives. This lady is participating in a ‘welcome and thank you’ dance for visitors (from Caritas Australia and Caritas Nepal) in the district of Bardiya, Nepal.

In 2014, Caritas Australia celebrates 50 years of love and compassion!

By January over

nearly

$4 billion was cut from the official aid program over the next four years.

More than

515,782 people

affected by Typhoon Haiyan were assisted by Caritas Australia.

190,000 people

in South Sudan had been displaced since violence began in mid-December. The Caritas network is providing humanitarian support to those affected. ANNUAL REPORT 2013-14

During a period of significant reduction in government funding and ongoing uncertainty with International Development Aid policies, Caritas Australia has achieved an exceptional result, with total income for the year at $47.2 million, close to $9.2 million higher than the previous year. This result has been possible through the continuous generosity of our supporters in response to our fundraising products, and the Typhoon Haiyan emergency appeal.

PE R FOR M A NCE For 2013-14, our total reportable income is $47.2 million, with an expenditure of $38.9 million, creating a surplus of $8.3 million. This surplus is mainly the result of an additional $7.2 million received in response to the Typhoon Haiyan emergency appeal. These funds are restricted for rehabilitation and development projects in communities impacted by the typhoon in the Philippines. In December 2013, Caritas Australia completed a contingency plan to address the $0.8 million cut in government grants for 2013-14. Through reprioritising and/ or delaying activities, we identified over $1.2 million in expenditure savings across the organisation, and have maintained our funding level of over $25 million to international and First Australian programs. Total income for the year recorded an all-time high of $47.2 million, of which 65% came from community support, 31% from recurrent and one-off government grants, and the remaining 3% came from other income such as interest, dividends and accounting for gain in fair valuation of foreign exchange contracts. The net increase in government grants is a result of one-off funding for emergency aid required in the Philippines (as a result of Typhoon Haiyan), Syria, Sudan, Nigeria and Kenya. The overall DFAT funding cuts to our Australian NGO Cooperation Program (ANCP) will see a net decline of over 20% in grants over the coming years. See page 2 for more on DFAT and ANCP funding.

CARITAS AUSTRALIA

INCOME VS EXPE NDIT UR E ($M)

$50 $40 $30 $20 $10 $0

2010

2011

Total Income

2012

2013

2014

Total Expenditure

INCOME SOURCE ($M)

$50 $40 $30 $20 $10 2010

2011

2012

2013

Other Income

Emergency Appeals

Public Donations

Government Funding

2014

ORGA NISATIONA L STR E NGTH A ND SUPPORT By maintaining our administration and fundraising cost ratio to within 10%, we can maximise funding to our program partners which means more funds are directed towards long-term, sustainable community development programs. This ratio is reported on a regular basis and closely monitored by our Audit and Risk Management Committee, and our National Council. For the past five years, this ratio has averaged around 8% and we are among the lowest in the international aid and development sector. We pride ourselves on the support, loyalty and generosity of our donor community. It is through your support that we have achieved such an exceptional result in 2013-14. Income from public donations (excluding bequests and emergencies) increased by $2 million (nearly 10.6%) from 2012-13. Over the past five years we have experienced a total increase from $16.3 million to $20.6 million; this represents an annual compound growth rate of 6.1%.

A DMINISTR ATION R ATIO

10% 8% 6% 4% 2% 0%

2010

2011

2012

2013

2014

Average By maintaining our administration and fundraising cost ratio to within 10%, we can maximise funding to our program partners.

DONATION BR EA KDOWN

Caritas Australia remained cash positive for the year, and after accounting for all future commitments, net assets increased by $2.2 million. The increase in financial assets/liability is a result of the accounting treatment for forward contracts held in US Dollars.

$30

$20

15.0

R ISK M A NAGEME N T

$15

10.0

Caritas Australia has a strong focus on good governance, and risk management forms part of regular reporting to the Audit and Risk Management Committee, which meets seven times a year. The committee oversees and endorses all risk monitoring, financial reporting, budgeting, quarterly forecasts and investment decisions for the organisation. During the year there were no significant risks identified or risks assessed as detrimental to the ongoing operation of the organisation.

25.0

$35

20.0

$25

$10

5.0

$5 $0

2010

2011

2012

2013

2014

0.0

Donations (excluding bequests and emergencies) Project Compassion

Emergency Appeals

General Donations

Bequests

We pride ourselves on the support, loyalty and generosity of our donor community.

ANNUAL REPORT 2013-14

Caritas Australia Strategic Directions 2013-18 Performance (Year 1) ✓ Achieved ✣ Not achieved or delayed

STR ATEGIC GOA L

GOA L 1: DE E PE N C AT HOLIC I DE N T I T Y

ACTION Deliver formation program to deepen understanding of Catholic identity and Catholic Social Teaching (CST) of staff and governance.

✓

Integrate CST and Catholic identity into agency operations and communications.

✓

2013-14 PROGR ESS

2014-15 OU TLOOK

• Formation sessions are now part of all National Council meetings. Mission formation provided to over 90 staff.

• Finalise Discernment Framework to guide decision-makers.

• Appointed Head of Mission and People.

• Developed new Caritas Australia brand strategy which strongly embeds Catholic identity and CST into agency’s positioning, messaging and visual identity. • Launched online CST toolkit and conducted professional learning for teachers nationally. Toolkit had 10,000 views in two months.

GOA L 2: BUI LDI NG ST RONGE R R E L AT IONSH I PS

• IHD Framework developed with specific performance indicators linked to CST and global program standards.

• External audit shows all publications integrate and promote CST and Gospel values. • Catholic school and parish participation of Project Compassion increases to 72% and 93% respectively.

✓

Develop Discernment Framework that uses Gospel values and CST to guide agency decision-making.

✣

• Framework in development.

Increase Catholic school and parish support and awareness of annual Lenten appeal, Project Compassion.

✓

• School participation increased to 70%, up 2% and parishes remained steady at 92%. Reached more than 50,000 Catholics through Project Compassion Lenten speaking program.

The voices of the poor influence and shape our communications and storytelling.

✓

• 17 of the 21 featured stories featured in CaritasNews, our quarterly publication, came from direct interviews with program participants and Caritas supporters (an increase on 12 of 22 stories in previous year).

Prioritise reaching the poorest and most marginalised communities.

✓

• 17 program evaluations identified that women, often one of the most vulnerable groups in communities, are experiencing enhanced self-confidence, dignity, and access to services and rights through programs.

• An increasing number of program participants articulate how they are able to participate in, influence and shape Caritas Australia, our partners and programs.

Build capacity of partners.

✓

• Held first Mekong Partners meeting in Laos, with representatives from Cambodia, Vietnam and Laos resulting in agreement to work together to strengthen disability capacity.

• Caritas Australia and our partners report improvements in their relationships with the poorest and most marginalised, and that this leads to more effective programs.

Influence Catholic education curriculum and deliver teacher professional development.

Strengthen government relations and increase funding allocations.

✓

• 2,440 teachers (up 65%) attended one of 65 Professional Development sessions held in Sydney, Melbourne, Brisbane and Perth.

• External accreditation or evaluation concludes that people experiencing extreme poverty are at the centre of the agency’s systems, processes and storytelling.

• Caritas Australia collaborates in several research and advocacy initiatives with other Australian and international non-governmental organisations, including the Church Agency Network and Caritas Internationalis. • Develop and implement a new digital strategy.

• 377 schools (22% of all Catholic schools) attended • Monitor and evaluate education a Just Leadership Day representing 4,850 students programs with case studies to and 500 teachers (up 35%). illustrate richness and depth of global social justice outcomes for • Received funding in three out of four Humanitarian school communities. Partnership Agreement (HPA) activations. • HPA Agencies, including Caritas Australia, negotiated with the Department of Foreign Affairs and Trade (DFAT) for increased funding for disaster risk recovery/disaster risk management capacity building resulting in $500,000 per agency.

CARITAS AUSTRALIA

• Minutes of governance and leadership meetings record specific examples of the way in which Gospel values and CST principles have shaped or inform key decisions.

Establish Integral Human Development (IHD) Framework to measure effectiveness of programs.

• Internal and external reviews of the Australia Africa Community Engagement Scheme (AACES) concluded that the ‘Strengths-Based Approach’ adopted by partners has achieved faster and more effective outcomes than traditional ‘deficits based’ development models.

• 80% of governance and leadership complete CST formation.

STR ATEGIC GOA L

GOA L 3: ST R E NGT H E N PROGR A MS & A DVOC ACY

ACTION

2013-14 PROGR ESS

2014-15 OU TLOOK • Increase in the number of communities reporting and substantiating that people who were experiencing extreme poverty have an increased sense of hope and wellbeing.

Increase capacity of partners and communities to respond and recover from humanitarian emergencies.

✓

• Evaluations of Typhoon Haiyan and Bopha responses reflected effective humanitarian response.

Support communities to experience greater human dignity, reduce poverty and increase their independence, resilience and influence.

✓

• Australian NGO Cooperation Program (ANCP) calculated that 530,000 participants across 59 programs experienced increased wellbeing and/ or reduced poverty with 290,000 (54%) women and girls. More specifically, the ANCP Monitoring, Evaluation and Learning framework indicators stated that: - 76,000 program participants experienced increased income through higher crop yields and various other income-generating activities. - 30,490 children gained access to child protection services, and benefited from preventive and awareness raising activities related to child protection.

Develop whole-of-agency advocacy strategy.

✣

• Mapped partner’s engagement in advocacy showing 65 partners' programs have an advocacy component and 53 have a community mobilisation focus.

• Indicators are in place to help communities assess whether programs are focused on the IHD of people who experience extreme poverty and injustice. • Internal and external communication tools demonstrate people experiencing extreme poverty are shaping and communicating advocacy initiatives and messages. • An advocacy plan, including a theory of change, clear change targets and a set of metrics to assess the impact of Australianbased advocacy and campaigning initiatives is developed.

• Position descriptions of advocacy team developed.

GOA L 4: DE V E LOP ORGANISATIONAL AGI LI T Y & COMPET E NCE

Design and deliver learning and development program for leaders and staff.

✓

• 140 hours of professional training delivered in change management, conflict resolution, communication, developing yourself and others, delegating and team building.

Plan and celebrate 50th anniversary.

✓

• Extensive 50th resources were produced. Anniversary events held in most dioceses.

Improve accountability and transparency in external reporting.

✓

• 2012-13 Annual Report received a silver award in the Australasian Reporting Awards and it was also a Top 10 finalist in the PwC Transparency Awards.

Establish indicators for staff satisfaction, internal promotion and departures.

✓

• New employees’ attachment (after three months) averaged 90%, up on target of 85%. • 17 employees left the agency, down 10%. • 31% of vacant roles were filled internally, up from 14%.

GOA L 5: FUND SUSTA I NA BLE GROW T H

• Baseline completed showing strong downward accountability, meeting or partially meeting 41 out of 42 baseline indicators.

• Create organisational development plan for 2015-18. • National Council composition will meet the requirements of their charter. • Survey shows staff members describe Caritas as a workplace which demonstrates a culture of continuous learning. • Significant percentage of vacant roles filled by internal promotions. • 1% of our operational budget is invested in staff training and professional development. • Employee Attachment Inventory indicates levels of overall attachment (for new employees in the first three months of their employment) are at least 90%.

Conduct Humanitarian Accountability Partnership (HAP) assessment.

✓

Conduct effectiveness review of National Council.

✓

• Review completed; action plan developed and is being implemented.

Undertake risk analysis to improve and protect agency operations.

✓

• Risk matrix developed in consultation with AON Hewitt and reported quarterly to Audit and Risk Committee.

• All staff, contractors, visitors, trainees and volunteers report they receive workplace health and safety, protection and security induction relevant to their particular geographical location.

Measure and support partners to deliver timely financial data.

✓

• 68% (130 out of 190) of all partner development program acquittals were received in accordance with reporting timeline and all ANCP partner financial reports were received on time.

• Community support income exceeds $26.8m.

Implement a reserves strategy.

✓

• Strategy developed and approved by the Audit and Risk Committee.

Enhance financial reporting for staff and governance.

✓

• Dashboard reporting has been introduced to the Audit and Risk Management Committee. • Budgeting and forecasting system enhancements to enable quarterly forecasting completed.

Deliver $25.9m in community support funding.

✓

• Raised $30.7m, up 31%.

Reduce agency carbon footprint.

✣

• Carbon audit delayed. External provider now engaged to conduct audit.

• Internal audits demonstrate the agency has on file reports of incidents that could have resulted in injury and that changes were implemented within a month of the report being received.

• Competitively positioned within the largest 10 international non-government organisations (in terms of revenue) in relation to administration and fundraising costs. • Strategy developed for reducing our carbon footprint and ensuring our operations have a positive impact on the environment. • Actual income and expenditure is within 5% of the annual forecast.

ANNUAL REPORT 2013-14

Around the World

C AT HOL IC S O C I A L T E AC H I N G I N OU R WOR K

Martina, from Project Compassion 2014, is a school teacher in West Honiara in the Solomon Islands. In 2014, our Nursery Rhyme program, which helps children learn what to do in the event of a natural disaster, was awarded the inaugural Pacific Innovation and Leadership Award for Resilience from the United Nations International Strategy for Disaster Risk Reduction. Find out more about this program at www.caritas.org.au/nurseryrhyme. Photo: Richard Wainwright 14

CARITAS AUSTRALIA

ANNUAL REPORT 2013-14

A Syrian refugee shelters from the cold with her baby. They live in an informal tented settlement in Lebanon’s Bekaa Valley. Photo: Sam Tarling, Caritas Internationalis

In 2013-14 we had 158 long-term programs and 122 partnerships in 33 countries. Every year we also respond to humanitarian emergencies across all regions. This year, we supported 40 emergency programs in 25 countries. Through your generous support, Caritas Australia reached over 2.2 million people directly through our emergency and development programs. OUR PA RTNE RSH IP A PPROACH Core to our work is long-term partnerships with local and international non-government organisations and communities. OUR DEV E LOPME N T A PPROACH Our approach to development is based on Catholic Social Teaching which focuses on the dignity of the human person. We ensure that all our community development programs promote an integrated approach to human development and reach the most vulnerable members of a community including people with disabilities. This year we have developed a Program Effectiveness framework to guide the development of programs and measure their contribution towards human development.

Our approach to development is based on Catholic Social Teaching which focuses on the dignity of the human person.

CARITAS AUSTRALIA

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 • Building better irrigation systems, and • Strengthening literacy, numeracy and business skills, which enables program participants to grow their incomes and independence. HUM A NITA R I A N EME RGE NCIES Caritas Australia works in partnership with local agencies to provide emergency relief. We work with communities to reduce the impact of disasters through the development of strategies that build resilience, reduce vulnerability and ensure longer-term 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 the Australian Government’s Humanitarian Partnership Agreement (HPA).

In 2013-14, we had

158 long-term

programs

and 122 partnerships in 33 countries.

We also respond to humanitarian emergencies across all regions: In 2013-14 we assisted in Afghanistan, Bangladesh, Bolivia, Burkino Faso, Burma/Myanmar, Cambodia, Central African Republic, Chad, DRC, Egypt, Eritrea, Ethiopia, Fiji, Haiti, India, Indonesia, Japan, Jordan, Kenya, Lebanon, Malawi, Mali, Mauritius, Mozambique, Nepal, Niger, Pakistan, PNG, Peru, Philippines, Samoa, Solomon Islands, Somalia, South Sudan, Sri Lanka, Sudan, Syria, Timor Leste, Turkey, Uganda and Vietnam.

THE IMPORTANCE OF PROGRAM EVALUATION Caritas Australia values continuous learning and development. As part of our commitment to delivering quality, evidence-based programs, we commission external evaluations of our programs to complement our regular monitoring activities. These evaluations provide a valuable opportunity for Caritas Australia and partner staff to reflect on the processes and outcomes of our work, alongside independent development professionals. The learnings from the evaluation findings inform future activities and contribute to Caritas Australia’s and our partners’ continual improvement in working to bring about positive change. In addition to exploring core evaluation themes around effectiveness, efficiency and sustainability, Caritas Australia evaluations regularly reflect upon the outcomes of our programs and how these outcomes are being achieved through the lens of Integral Human Development (IHD). IHD recognises the importance of the holistic development of the whole person including social, economic, political, cultural, personal and spiritual aspects. Through these evaluations and our program development projects, we are continually developing our understanding of IHD and Catholic Social Teaching in action. In 2013-14, 17 program evaluations in 11 countries took place in the following sectors: integrated rural development; peacebuilding; food security; health and wellbeing; HIV and AIDS; income generation; disability; environment; water and sanitation; and advocacy.

EVA LUATION EX A MPLE

First Australians: Unity of First Peoples of Australia (UFPA) The approach taken by our local partner, the UFPA in their ‘Road Map Towards Better Health Program’ is a key philosophy for bringing about positive change within the communities they work. The evaluation found that UFPA’s focus on building cultural connections and investment in Aboriginal people through mentoring and employment has contributed to the strong relationship between the communities and the UFPA. Key findings include an increase in health and lifestyle awareness, leading to lifestyle changes such as parents encouraging children to drink water instead of soft drink, and an increase in community leadership from both Elders and young people.

KEY LESSONS LEA R NE D FROM EVA LUATIONS • There is a need for meaningful involvement of the most vulnerable and marginalised people during design, monitoring and evaluation, as this will ensure that programs bring about the most positive changes. • Adoption of a ‘strengthsbased’ rather than a ‘problem-based’ approach to program design means our partners will work closely with community members to identify and build upon their existing skills, resources and experiences. • To better address the needs of people living with disabilities in communities, our programs need to incorporate a stronger focus on local cultural norms and attitudes toward disability and power relations.

LOOKING A H EA D • We will continue to improve our own capacity in participatory design, monitoring, evaluation and learning processes. This will enable our network to better accompany community members to drive programs and ultimately create greater independence. • With the completion of an Integral Human Development Program Effectiveness Framework, our agency will examine how programs are contributing to all spheres of life – economic, social, political, cultural, personal and spiritual.

Kamus from local partner, Unity of First Peoples of Australia, is encouraging First Australian communities to include traditional foods, such as witchetty grubs, in their diets. Photo: Richard Wainwright

ANNUAL REPORT 2013-14

� he r e w e wor�

Turkey Lebanon

Syria Jordan

Egypt

Mali

Haiti

Niger

Chad

Eritrea

Sudan

Burkino Faso

El Salvador

Central African Republic

A frica

Uganda

COUNTRIES: 10

Democratic Republic of the Congo

PROGRAMS: 28 Brazil

Bolivia

Somalia Kenya

Tanzania

PARTNERS: 28 Peru

Ethiopia

South Sudan

KEY PRIORITIES: To design programs using a strengthsbased approach which builds on the existing skills, resources and experiences of the local communities. Total Spend for Long-Term Development Programs in 2013-14: $5,375,730

Zambia Zimbabwe

Malawi Mozambique

South Africa

The Democratic Republic of the Congo (DRC), Kenya, Malawi, Mozambique, South Africa, South Sudan, Tanzania, Uganda, Zambia and Zimbabwe.

Australia

Southeast Asia

Latin America

PARTNERS: 13

PROGRAMS: 43

PROGRAMS: 12

KEY PRIORITIES: To partner with Aboriginal and Torres Strait Islander communities as they strengthen cultural identity and spirituality, fostering strong inter-generational relationships and healing through a variety of program areas.

PARTNERS: 36

PARTNERS: 10

KEY PRIORITIES: To develop livelihood skills through sustainable agriculture and education, provide a holistic approach to the care and prevention of HIV and AIDS, and continue to build awareness around child protection.

KEY PRIORITIES: To promote dignity and human rights through child protection, Indigenous rights and ending violence against women and children.

PROGRAMS: 13

Total Spend for Long-Term Development Programs in 2013-14: $1,882,302

COUNTRIES: 6

Total Spend for Long-Term Development Programs in 2013-14: $3,710,022

Cambodia, China, Indonesia, Laos, Philippines and Vietnam. 18

CARITAS AUSTRALIA

COUNTRIES: 4

Total Spend for Long-Term Development Programs in 2013-14: $1,076,740

Bolivia, Brazil, El Salvador and Peru.

Caritas Australia in-country staff

Afghanistan

Japan

China

Pakistan

Nepal Bangladesh Burma/ Myanmar

India

Laos Vietnam

Sri Lanka

South Asia and Timor Leste COUNTRIES: 6

Philippines

Cambodia

Papua New Guinea

Kiribati Solomon Islands

Indonesia Timor Leste

PROGRAMS: 36 PARTNERS: 15 Mauritius

Fiji

KEY PRIORITIES: To respond to the development, peace and justice concerns of the most vulnerable and marginalised, particularly the tribal, ethnic and Indigenous groups in the different countries.

Samoa

Vanuatu

Australia

Tonga

Total Spend for Long-Term Development Programs in 2013-14: $5,195,056 (South Asia: $3,430,031 / Timor Leste: $1,986,025)

Bangladesh, Burma/ Myanmar, India, Nepal, Sri Lanka and Timor Leste.

The Pacific

Humanitarian Emergencies

PROGR A MS A ND EME RGE NCIES EXPE NDIT UR E

PARTNERS: 20

PROGRAMS: 40

2013-14: $25,469,535

KEY PRIORITIES: To develop a disaster risk reduction strategy that minimises the impacts of natural disasters, and a program to end violence against women and girls.

PARTNERS: 37

2012-13: $24,771,299

KEY PRIORITIES: To rapidly respond to natural and manmade disasters around the world, reduce the impact of disasters, and ensure long-term recovery.

2011-12: $30,076,568

COUNTRIES: 7

PROGRAMS: 26

Total Spend for Long-Term Development Programs in 2013-14: $3,244,418

Fiji, Kiribati, Papua New Guinea (PNG), Samoa, Solomon Islands, Tonga and Vanuatu.

COUNTRIES: 25

Total Spend for Emergency Humanitarian Programs in 2013-14: $4,985,267

See p16 for countries.

2010-11: $26,295,410 2009-10: $22,110,265 In 2013-14 we spent $20,684,268 on long-term development programs and $4,785,267 on humanitarian emergency assistance. A total of $25,469,535 was spent worldwide.

ANNUAL REPORT 2013-14

Australia Photo: Jorge Basave, Jesuit Social Services

SUBSIDIARITY AND PARTICIPATION

STANDING UP FOR THE FUTURE Meet Chris Wallace. A proud Arrernte man, Chris lives in Santa Teresa in the Northern Territory and is co-Chairperson of the Atyenhenge-Atherre Aboriginal Corporation (AAAC), a decision-making body made up by representatives from each of the clan groups in the community. Caritas Australia supports small Aboriginal and Torres Strait Islander run and led organisations that have their roots in the local communities, working towards greater self-determination and cultural revitalisation.

In 2014-15, the First Australians team will: • Increase face-to-face support and regular accompaniment of partners around the development of programs so we have a better understanding of how change happens.

Chris demonstrates pride in the horse trek program: “That’s one of the best things that has happened in the community. A lot of families are involved. We have Elders helping out; camping out, sharing their knowledge.”

In 2007, sweeping policy changes at the federal and local levels severely affected the collective self-esteem of the Santa Teresa community. ”We were just pushed aside. Things were taken away. Our Elders’ roles and positions were pushed aside,” says Chris.

This program embodies fundamental community values such as caring for Country and immersion in culture, and has a positive impact on people’s mental health and self-esteem.

As a result, Caritas Australia’s partner, Jesuit Social Services, supported the community in the formation of the AAAC which is reclaiming community decision-making processes and assisting with the development of economic enterprises.

“Work keeps people healthy and strong. Strong minds. It makes young people proud to see their parents work; young people follow their role models. When there’s nothing in the community, there’s boredom. We don’t want our children to grow up in that environment."

CULT UR E A ND GOV E R NA NCE Since its formation, the AAAC has held monthly meetings in both Arrernte and English. The Directors are actively engaged with senior members of the community and traditional owners, while Jesuit Social Services offers secretarial support and capacity building in corporate governance. “It feels like change is happening. The Corporation (or AAAC) is running smoothly and it has grown a lot. We are getting recognition from providers and working in partnerships. The Corporation is strong; we are a strong voice for our community,” says Chris.

LOOKING A H EA D

The influence of the AAAC has been clearly demonstrated through successes such as setting up Santa Teresa Enterprises, regaining control over the community store and sporting complex, developing the community orchard, and managing the horse trek program. This program employs community men and women to run holiday camps where young people are taken out onto Country and taught riding and horse skills.

CARITAS AUSTRALIA

• Trial more innovative approaches to storytelling to amplify the voices of our partners and their communities and communicate impact of their programs. • Implement recommendations from our review for agency culture to become more adaptive to our First Nation cultures.

“The Corporation is strong; we are a strong voice for our community.”

In 2013-14:

1,125

participants learnt about health and holistic wellness through local partner, Unity of First Peoples of Australia.

Since 2008

over

7,400 people

have participated in the Red Dust Healing program in 330 communities.

Cambodia Photos: Caritas Cambodia

DIG N I T Y OF T H E H U M A N PE R S ON

FULL OF HOPE Meet Bopha. A mother of four from Kandal Province in Cambodia, Bopha, 31, was sent to Kratie prison in September 2013. Thanks to a sewing program supported by Caritas Australia and Caritas Cambodia, which aims to promote the health and wellbeing of prisoners, protect their rights without discrimination and teach tailoring skills, she left the prison full of hope.

“I felt like the Caritas and prison staff were close friends with me. They took care of my pregnancy, gave me good advice, good healthcare, medicine and food supplement for my baby.”

When Bopha was growing up, she helped her widowed mum by caring for her five younger brothers. Arranged by her mother, Bopha married a man from her village, and very soon, she had to care for three young sons of her own.

She tells Caritas Cambodia that while staying at the prison she was no longer depressed, as every day she wanted to sew. “I’ve become very good, very skilled,” she says proudly.

After persistent acts of violence from her husband, Bopha left him and took her children to her mother’s home so she could earn a living as a karaoke girl. Although this meant she had to live away from her young family, it also meant she could earn an income. Life soon took a different turn when Bopha fell pregnant. “Because I did not know how to read or write and could not make enough money to sustain my family, I was selling illegal drugs with my boyfriend and went to prison,” she says. Four months pregnant at the time, Bopha attended regular maternal healthcare checks at Kratie prison.

R EA LISING H E R POTE N TI A L When Bopha heard about a Caritas-supported sewing program, she started to dream about a better life.

“I suddenly got a lot of hope and started dreaming that I could become a tailor … the program gave me skills and hope for the future. “Now that I’ve learned new skills, I can go back to my village. I can live with my mother and my four children; I will be a tailor in my village.”

“The program gave me skills and hope for the future.”

LOOKING A H EA D In 2014-15, the Southeast Asia team will: • Continue to work closely with partners in the area of child protection. We will map broader protection risks and its management with our partners. • Build on existing capacity in project design, data collection and data analysis to further demonstrate program effectiveness. • Strengthen community development through a deeper understanding of Catholic Social Teaching principles focusing on Integrated Human Development.

In 2013-14:

670 people

were assisted by our prison program in Cambodia with education, livelihood training and access to healthcare.

9,611 people in Southeast Asia have increased food security through livelihood and sustainable agriculture programs.

ANNUAL REPORT 2013-14

Burma/ Myanmar PROMO T ION OF PE AC E

A HEALTHY LIFE Meet Daw Myint Yee. Married with three young children, she is participating in Caritas Australia’s livelihoods project in the Bago Diocese. Caritas Australia works closely with the local Diocesan Caritas, Karuna Yangon Social Services (KMSSYangon) to implement this program which is assisting people to live healthier, happier lives. Daw Myint Yee, 45, lives in Bago Diocese, Burma/Myanmar. In July 2013, she joined the Livelihoods project when it began in her village. Along with other participants, Myint Yee received packs of vegetable seeds, training in organic agriculture, as well as microfinance training and small grants to improve income generation from KMSS-Yangon. In total, the program assists six vulnerable communities within the Bago Diocese and to date has reached over 3,000 participants (or 225 families). At the same time, Myint Yee joined a KMSSYangon self-help group with 29 women from hers and surrounding villages. This group helps the women share their experiences to improve their own small business projects. Women’s involvement in development activities is steadily increasing - 33 percent of village development and welfare committee members are women, while 35 percent of farmer households participating in the program are headed by women.

LOOKING TOWA R DS TH E FU T UR E Myint Yee says: “I joined the program as it offered training on home gardening. With this, I have been able to expand and improve my vegetable patch and grow vegetables for my family. I have reduced family food expenses and can even share the vegetables with other relatives and neighbours in the village. “I have also been able to open a small grocery shop selling my extra produce where I can make 1,000 to 1,500 Kyats per day (AU $1 to $1.60) as profit. Because I am a member of the self-help group, I have been able to access loans to extend my small business. “Because my husband and I are working hard, and I participate in the program, I can now send my children to school regularly. “Through the organic agriculture and home gardening training, I have learned how to make compost and organic juices for plants, how to use natural pesticides, and how to grow a seed-stock and preserve better quality seeds using systematic planting practices. We can now grow vegetables all year round.”

In 2013-14:

increase

in total savings across 153 women’s self-help groups in India was seen.

CARITAS AUSTRALIA

In 2014-15, the South Asia and Timor Leste team will: • Continue to focus on accompanying and supporting the most vulnerable tribal communities, ethnic and Indigenous minorities as well as refugees in the region. • Continue to improve our program effectiveness by implementing baseline surveys across our programs. • Undertake a comprehensive program redesign process in Timor Leste in line with our five year plan and needs as articulated by vulnerable communities across the country.

“Because my husband and I are working hard, and I participate in the program, I can now send my children to school regularly.”

a 74%

LOOKING A H EA D

1,500

school children

in Bangladesh have better access to water through the provision of water tanks in primary schools.

�ganda T H E COM MON G O OD

Ojuka Morish and his wife Molly with the Lorena stove constructed in their kitchen. At right – Morish's bicycle which allows him to travel outside his home district. Photos: Achola Dorcus, Project Officer, Caritas Lira

A BETTER LIFE Meet Ojuka Morish. Husband to Molly Alobo and father to eight school-aged children, Morish participated in the Caritas Lira and Caritas Australia program, Can Omonalony, which translates to ‘Poverty limits Potential’. He says that this program is contributing to his family living a better life. Morish, 45, and Molly, 30, live with their eight children in the Dokolo District of Uganda in eastern Africa. Before working with the Caritas network, the family struggled to make a living. Morish appreciates the support from the program including training in various livelihood areas, technical support and mentoring from Caritas and government agencies, as well as farm tools, seeds, planting materials, fruit and tree seedlings. Before working with the program, Morish’s annual income was 800,000 UGX (AU $329); this has since increased to 3,500,000 UGX (AU $1,441) which has enabled him to invest in his and his family’s future.

As the average rural family spends around 20 percent of their income on wood or charcoal for cooking, this type of stove, which requires less energy, helps reduce the cost of fuel and allows the local trees to recover. It also helps to improve people’s health as the smoke is directed out of their homes via chimneys. Using this type of stove has reduced Morish’s weekly fuel expenses, allowing more money to be spent on his family’s food, education, healthcare and farming tools. Morish also acquired an ox plough which helps to cultivate land, as well as a bicycle to travel outside his home district.

LOOKING A H EA D In 2014-15, the Africa team will: • Roll out program designs using a strengths-based approach in Kenya, DRC, South Sudan, Uganda and Zimbabwe. This approach promotes local ownership and pride by building on the people’s existing skills, resources and experiences.

He told us he is very pleased as the ox plough helps him to increase productivity and the bicycle enables easy access to markets. He says his future plan is to also buy livestock and to send his children on to higher education.

• Launch a report to highlight the situation in the DRC and the critical differences our partners have made. Fearless Voices will be available in November at www.caritas.org.au/congo

“With increased income, Morish is able to invest in his and his family’s future.”

• Attempt to mitigate the impact of regular flooding in Mozambique by carrying out disaster risk reduction training.

BUSINESS DEV E LOPME N T By participating in the program, Morish has learnt to make and sell Lorena Stoves. A mixture of mud and sand, the name comes from the Spanish words lodo (meaning mud) and arena (meaning sand), and Morish says he can sell the stoves between 5,000 UGX (AU $2) and 15,000 UGX (AU $6) depending on size.

In 2013-14:

189,199

In four Mozambique villages

in Malawi and an additional 3,308 people living with a disability, gained access to safe and sustainable water.

attended HIV and AIDS counselling and testing services, resulting in

people

This program is partly funded by DFAT through our ANCP partnership.

1,055 people

840 people

learning their status. ANNUAL REPORT 2013-14

Brazil

S A F E GUA R DI NG T H E E N V I RON M E N T

Maria (far right) and her workmates from RECIFLAVELA which is a recycling cooperative that offers employment to favela residents. Inset: The new clean workspace. Photos: Erin Johnson and RECIFLAVELA

STRENGTH TO STRENGTH Meet Maria Lilian. President of the recycling cooperative RECIFLAVELA, which is supported by the Movement for the Defence of Favela Residents (MDF) and Caritas Australia, Maria is going from strength to strength.

"Many times after we had collected and separated garbage and were waiting to sell it, the rising river carried away all our material. The only thing that kept us going was our will to continue fighting for a space so the cooperative members could work in a decent environment,” says Maria.

Maria lives in a favela (slum) in São Paulo, Brazil. Dark and cramped, favelas are often built on land affected by floods and landslides, or close to roads and train lines. And many locals face discrimination from the wider community.

She adds that MDF is their place of “sustenance” and is fundamental to the existence of RECIFLAVELA. It’s with their help, support and advocacy that the workers now have a clean space to work.

Caritas Australia’s partner, MDF, is changing lives across 40 favelas in São Paulo. MDF understands the difficulties of favela life such as dense population, limited space, a lack of available jobs, constant threat of eviction and widespread poverty.

“After a long, hard struggle, finally we can commemorate the fact that we are working in a place worthy of dignity. Now we are certain that we can bring many more families to work with us. We can leave extreme poverty behind us and build human dignity together.”

Young mother to two children, Maria Lilian, 29, has participated in the program with MDF since 2005 and has worked with RECIFLAVELA, a recycling cooperative that offers employment to favela residents, since it began in 2007.

“After a long, hard struggle, finally we can commemorate the fact that we are working in a place worthy of dignity.”

LOOKING A H EA D In 2014-15, the Latin America team will: • Enhance a strengthsbased approach to development with our partners in Latin America. • Use innovative technology to guide our work and advocacy, and amplify the voices of the most vulnerable and marginalised. • In Bolivia, local partner, ASONGS will assist groups of children and adolescents to develop action plans to promote issues (e.g. child rights) in their local communities.

BET TE R LI V ING CONDITIONS Maria says that living in a favela is difficult; not only do residents have to contend with the river overflowing and disease brought from rats, but they live with constant threat of eviction from their homes. The role of MDF is to offer a stable presence and help residents achieve better living conditions. Maria says MDF’s mantra of RESISTANCE, PRESENCE AND SOLIDARITY inspires her to continue the fight for a better, cleaner and healthier environment. 24

CARITAS AUSTRALIA

In 2013-14:

512 parents & 1,377children in Peru attended child protection workshops.

94% of children in Ushpa Ushpa, Bolivia, showed improvements in skills such as literacy and maths.

The Pacifi� E CONOM IC J US T IC E

Saunoa Tuipe’a with sewing machines provided by Caritas Samoa and Caritas Australia. Photo: Caritas Samoa

“IT WAS REALLY A GODSEND” Meet Saunoa Tuipe’a. A member of a Caritas Samoa Women’s Group, Saunoa has learnt new income generating skills and says the program was a Godsend. Following the devastating 2009 tsunami, Caritas Samoa – with the support of Caritas Australia – set up women’s empowerment groups. These groups introduce women to alternative income generation to assist them in rebuilding their homes and livelihoods. Caritas Samoa now supports six women’s empowerment groups in Samoa, reaching 523 women on the islands of Upolu, Manono and Savai’i. Local dressmakers and craftspeople have taught the groups sewing and traditional fabric printing skills. Healthcare, safe families, disaster risk reduction and financial literacy training are also provided from organisations such as the Ministry of Women, the National Disaster Management Organisation and the Samoa Victims Association. LEA R NING NEW SKI LLS In Asau village, Savai’i, over 20 members meet weekly to develop sewing skills and to organise selling their clothes and handicrafts, earning an income for basic needs. The participants are wives of men without village status; young women who don’t yet fit into other social groups and others who don’t have access to waged employment. The groups provide a place where they can develop strong and supportive relationships, learn valuable new skills and build self-confidence. Saunoa became involved in the Asau Village Women’s Sewing Group because she wanted to earn an income; she also found it difficult to join any of the other established women’s groups as

she either didn’t possess the right village status or they were full.

LOOKING A H EA D

“It was really a Godsend,” says Saunoa. “I had seen some other women’s groups and I wrote to ask if we could have some help setting one up here. The next thing I knew Caritas Samoa arrived and offered the chance to be a part of the sewing program. Maybe God intervened, I don’t know, but the timing was very good!”

• Develop a disaster risk reduction strategy that minimises the impacts of disasters on our programs and supports initiatives that strengthen community safety.

Saunoa says that one of the main benefits of the sewing program is the self-confidence the women now have. Before the group they did not feel they had a place or a valuable contribution to make to the community.

• Increase accompaniment of communities in Bougainville to improve livelihoods, health, and local governance while also capturing the impact of our long-term partnership.

“The best thing about being a part of this program has been the fellowship that has grown with the other ladies and how I have been able to help them,” says Saunoa who recently stepped down as group leader to ensure that other women in the group had the opportunity to grow and develop their leadership skills.

“The best thing about being a part of this program has been the fellowship that has grown with the other ladies and how I have been able to help them.”

In 2014-15, the Pacific team will:

• Work closely with local partners to develop a program to address violence in Kiribati and PNG. As part of this program we will support strategies that place the survivor at the centre of our work; as well as include initiatives that seek to address the drivers of violence.

In 2013-14:

5,579

people

in Tonga and the Solomon Islands received emergency assistance including food, water and shelter.

58 male

advocates

from 13 provinces in PNG underwent training on the Elimination of Violence Against Women.

ANNUAL REPORT 2013-14

Humanitarian

Emergencies PR E F E R E N T I A L OP T ION FOR T H E P O OR

AN URBAN GARDENER Meet Marlène Désir. President of the Mutual Solidarity Group and member of the Urban Garden Project in Haiti, Marlene is extremely proud of her role as an urban gardener. Marlène, 66, lives in Port-au-Prince, Haiti, which was one of the areas affected by the devastating earthquake, 12 January 2010. Measuring 7.0 on the Richter scale, hundreds of thousands of people were injured or left homeless, over 300,000 people were killed and 1.5 million were left homeless in a country where 80 percent of the population live under the poverty-line. Thanks to the generosity of Australians who donated to our appeal, our agency and partners on the ground have a long-term plan set in place. Together with the international Caritas network including US partner, Catholic Relief Services (CRS), our relief programs are contributing to the improvement of the health, wellbeing and living conditions of Haiti’s most disadvantaged communities.

Through the program nearly 650 people in two of the capital’s poorest areas of Solino and Christ Roi were trained in composting, nutrition and urban gardening techniques. Outside Marléne’s temporary shelter, sits a sustainable garden filled with lush green vegetables. Not only is she growing food for her family, but Marléne is now able to sell the produce and is president of the Mutual Solidarity Group. This group enables women access to financial services that would otherwise be difficult for them to secure, and allows them to save for times of hardship and crisis. “I am very proud to be the president of the Mutual Solidarity Group and extremely motivated to bring in more women and children interested in the Urban Garden Project.”

“I am extremely motivated to bring in more women and children interested in the Urban Garden Project.”

LOOKING A H EA D In 2014-15, the Humanitarian Emergencies team will: • Continue to develop the abilities of communities to respond safely and recover quickly from disasters by building resilience, disaster risk recovery and management programs. • Continue to strengthen relationships with our Caritas network partners so that protection of women and girls is integrated into all our programs. • Continue to improve Caritas Australia’s and our partners’ capacities to respond to emergency situations in countries impacted by crises.

INCOME GE NE R ATION A ND FOOD SECUR IT Y When Marlène and her eight children lost their home and belongings from the natural disaster, they were devastated, but thanks to a temporary shelter and participation in the CRS Urban Garden Project, which is supported by Caritas Australia, they are now looking towards the future. This program is improving the food security of vulnerable families in Port-au-Prince by increasing access to fresh vegetables produced in home gardens and diversifying livelihood opportunities. 26

CARITAS AUSTRALIA

In 2013-14:

640,000 Over

Syrian refugees and people from the host communities in Jordan received medical services (thanks to DFAT and the Australian public).

1,132,853 people

were assisted through our emergency humanitarian programs.

Our

Caritas Community S OL I DA R I T Y

The Kincoppal Rose Bay School Chamber Strings at the Women for the World event in Sydney. Photo: Peter Brennan

ANNUAL REPORT 2013-14

�ommunicating

Carita� Our agency recognises that we need a strong brand and profile to succeed in our mission to transform hearts and minds in the Australian community and to achieve all five goals in our strategic plan (see page 12). A strong visual identity and clear messaging guidelines that convey our values, and that resonate with our Catholic community’s values, are pivotal to position Caritas Australia as the Catholic community’s agency of choice for international aid and development.

A CLEAR DIRECTION In 2013-14, we refreshed the Caritas Australia brand to more effectively ground our communications in the values of the Gospel and Catholic Social Teaching (CST) principles. After a series of workshops and interviews with a diverse range of stakeholders, we developed a new brand promise and direction. Our design agency is currently working through the creative elements for the new brand system, for completion in November 2014.

STORIES FROM THE HEART Our strategic plan calls for our communications to be influenced and, where possible, authored by people experiencing extreme poverty. In 2013-14, some of the community engagement activities that indicate success toward this outcome include: • Our quarterly supporter publication, CaritasNews, is mailed to approximately 60,000 supporters. In 2013-14, 17 of the 21 featured stories came from direct interviews with program participants and Caritas supporters (an increase on 12 of 22 stories in the previous year). • Our end-of-financial-year appeal featured the incredible life-changing story of Pa Bros who is a participant of the Deaf Development program in Cambodia. This appeal was complemented with a short video of Pa Bros sharing his inspiring story of change: www.caritas.org.au/maryknoll

CARITAS AUSTRALIA

Since 2006, Caritas Australia has been supporting our partner, Caritas Goma in the DRC to increase women’s capacity to prevent and respond to violence against women. Fearless Voices, a joint project between the communications team and Africa team, will be available in November 2104 at www.caritas.org.au/congo

• As we prepare for a follow up to our 2008 Democratic Republic of the Congo (DRC) Forsaken Voices campaign, this year Caritas Australia conducted interviews and training with hundreds of people affected by the protracted crisis in North Kivu, DRC. The new report, Fearless Voices, will be released on 25 November 2014, the International Day for the Elimination of Violence Against Women: www.caritas.org.au/congo • Driven by our Brazilian partner, MDF, the Sports for Justice campaign, which ran during the World Cup in Brazil, calls on the organisers of mega-sporting competitions such as the FIFA World Cup and the International Olympics Committee to ensure the hosts’ most vulnerable communities are protected: www.caritas.org.au/act/sports-justice

OUR STORY IS YOUR STORY In 2014 our agency celebrates 50 years of love and compassion. Our 50th Anniversary resources include: • Short films which highlight our work. • A special edition of CaritasNews which featured an extra cover and timeline. • A 60-page book entitled Our Story 1964-2014 which was mailed to key stakeholders. • Online representation of the book, a timeline, multimedia gallery and message board. All these resources gave program participants, supporters, staff (and ex-staff) and volunteers opportunities to share their Caritas stories: www.caritas.org.au/50years

C A R I TA S COM M U N I T Y

IN THE NEWS Media helps bring our work, programs and stories about program participants into the homes of our supporters, allowing them to witness the impact of where their dollars go. Many of our stories throughout the year received widespread coverage. Highlights include: • Paul O’Callaghan, CEO, appeared as a key commentator, particularly on the Australian Government foreign aid cuts, on Sky TV, ABC with John Cleary and the SBS. He has also featured regularly in the Catholic media.

In February this year, Caritas Australia CEO Paul O’Callaghan and Chairman Archbishop Wilson visited the Philippines. They are pictured with Kath Rosic, Sr Paola Terroni fcj, Melville Fernandez and staff members from our local partner, the Faithful Companions of Jesus, Learning and Development Centre, Bagong Silangan, Quezon City, Philippines.

STRENGTHENING OUR NETWORK’S COMMUNICATIONS The communications team aims to work more closely with our partners to identify, plan and execute communications capacity strengthening opportunities. In 2013-14: • As part of the Australia Africa Community Engagement Scheme (AACES), a community in Malawi directed the development of four training videos. Produced by our Malawian partner, CADECOM, and the University of Notre Dame, Fremantle, they can be seen at www.caritas.org.au/africanvisions • In October 2013, we held two days of storytelling sessions with our First Australia partners at their annual meeting. • In June 2014, two Caritas Australia communications staff ran three communications and media skills sharing workshops with our partners from Vietnam, Cambodia and Laos.

LOOKING A H EA D In 2014-15, our Communications team will: • Continue to promote the 50th Anniversary materials to assist supporters, staff and Diocesan Directors with their celebrations. • Roll out the new brand and key messaging in the months following our scheduled November 2014 completion.

• The inaugural Women for the World event received extensive media coverage, with stories and videos published in CathNews, Eureka Street and the Archdiocese of Sydney news sites. See page 34 for more. • Project Compassion 2014 received 50% more media coverage in both mainstream and Catholic media than last year. As our agency responded to the devastation caused by Typhoon Haiyan in the Philippines, media coverage including the ABC, SBS, Aurora, The Catholic Leader and CathNews helped us raise nearly $6 million. LOOKING A H EA D In 2014-15, our Media team will: • Develop a new media strategy that identifies Catholic media publications and channels to build our profile and brand in the Australian community. • Further raise the profile of Caritas Australia by continuing to train key agency spokespeople for media and public speaking opportunities.

• Continue communications support and mentoring opportunities with some of our worldwide partners.

• We ensured more of our communications are authored, or include, first-hand stories and quotes from communities we work with. In 2013-14:

$7.2 million

was donated by the Australian Catholic community and the Australian Government after Typhoon Haiyan hit the Philippines.

50%

Over

media coverage was received for Project Compassion 2014

receive a copy of our quarterly publication, CaritasNews

60,000 supporters

(than in the previous year)

ANNUAL REPORT 2013-14

COM M U N IC AT I NG C A R I TA S

DEVELOPMENT EDUCATION IN AUSTRALIA In line with the 2013-18 Strategic Plan, Caritas Australia’s Education team focused on: Delivering Catholic identity and social justice modules (linked with the Australian curriculum). • An increase in Teacher Professional Learning saw 2,440 teachers attending 65 Professional Learning sessions (up from 610 teachers in 2012-13). • A unit of work on ‘Sports for Justice’ and an event kit to coincide with the 2014 World Cup in Brazil was created. This kit was downloaded 311 times. • Caritas Just Leadership Days, which encourage students to become leaders for justice, grew from 60 events in 2012-13 to 81 events. Find out more at www.caritas.org.au/just-leadership

Developing an online Catholic Social Teaching (CST) toolkit for school students. • Launched in May 2014, the CST kit contains more than 120 individual resources linked to the relevant areas of the Religious Education curriculum of each diocese, the Australian curriculum, and inquiry learning models.

Just Leadership students from Xavier College, Hervey Bay are designing awareness raising posters to promote the work of Caritas Australia with Qld Global Education Advisor, Susan Bentley.

AN INTERACTIVE COMMUNITY 2013-14 was a period of great advancement for the agency’s online activities. Web traffic increased by 40% with 460,000 people visiting the website, and over $4 million was generated through online donations. This growth is due to initiatives including: • The development and promotion of innovative digital assets such as our CST online toolkit and our 50 year anniversary web presence. • Timely launch of the Typhoon Haiyan emergency appeal, with 10% of web users donating funds to Caritas Australia. • More social media activity, with over 12,000 followers on Facebook (up from 8,810 in 2012-13) and 5,000 followers on Twitter. • Greater online advertising via Google and Facebook, with ads being displayed 215 million times, generating over 208,000 clicks and 64,000 actions (up from 133,000 and 14,600 in 2012-13).

CARITAS AUSTRALIA

• As part of faith formation for Catholic school communities, the education team continues to conduct CST-specific Professional Development sessions for teachers. In Brisbane alone, almost 500 teachers from over 50 schools attended a CST session (representing approximately 70% of all Brisbane Catholic schools). www.caritas.org.au/cst

LOOKING A H EA D

In 2014-15, our Online team will:

In 2014-15, our Education team will:

• Develop and implement a new digital strategy to underpin and support the agency’s strategic directions, and deliver a holistic supporter journey. • Deepen collaboration across teams to ensure digital is embedded throughout all community engagement activities and developments. • Continue to provide supporters with an engaging digital experience, which offers a variety of ways to learn, take action and financially support Caritas Australia.

• Redesign the schools section on the Caritas Australia website, with more detailed Australian Curriculum links and social justice resources. • Develop a food security resource for teachers to implement food security curriculum-linked units. • Develop curriculum-linked resources to accompany our unique series of short videos educating students about strengths-led development initiatives such as vertical gardens, household dish-drying racks, energy saving stoves and handwashing facilities. • Monitor and evaluate our education programs with case studies to illustrate the richness and depth of global social justice education outcomes for school communities.

Fundraising

C A R I TA S COM M U N I T Y

Appeals

R EGUL A R GI V ING INCOME 2010 -2014 (previously known as hopegivers)

$3,500,000 $3,000,000 $2,500,000 $2,000,000

Thanks to the Australian Catholic community, our fundraising programs raised $30.7 million in 2013-14 including emergencies and bequests. This represents a 31% increase on last year.

$1,500,000 $1,000,000 $500,000 0

2010

2011

2012

2013

2014

• In September 2013, we rebranded our regular giving program from hopegiver to ‘Caritas Neighbours’. New supporters received a welcome pack and all supporters receive quarterly communications.

DIR ECT M A R KETI NG I NCOME 2010 -2014

$5,000,000

• This program continues to grow. In 2013-14, it raised $3,142,702 which represents a 17% increase on the previous year.

$4,000,000 $3,500,000 $3,000,000

• Our average regular gift is $46, a 2% increase on last year.

$2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 0

CARITAS NEIGHBOURS

2010

2011

2012

2013

2014

• In 2013-14, nearly 2,000 new regular givers signed up. This is an increase of over 30% from 2012-13 and translates to a significant increase in predictable, sustainable and reliable income, ensuring the security of our long-term development programs. www.caritas.org.au/neighbours

WH E R E OUR INCOME COMES FROM 2013-14 Bequest $2,815,583 (9.2%)

Trust $437,905 (1.4%)

Direct Marketing $3,816,396 (12.5%)

Corporate Donations $635,659 (2.1%)

Emergency $6,275,107 (20.5%) Internet $587,381 (1.9%) Major Donors $1,145,056 (3.7%) Project Compassion* $9,490,213 (31.0%) Regular Giving $3,142,702 (10.3%)

Fundraising Head Office $1,857,621 (6.1%) Caritas Ks $183,806 (0.6%) Workplace Giving $225,279 (0.7%) Other $26,911 (0.1%)

DIRECT MAIL • As a way to keep supporters updated on our work, 2013-14 saw the continued development of direct email appeals. This allows us to keep costs low and reach supporters in a quick, convenient way. • Within two days of Typhoon Haiyan occurring, an email appeal was sent to supporters. The response was amazing, with over $250,000 raised to help those affected by typhoon. Please note: during the year, Caritas Australia’s privacy statement was updated to remain compliant with new privacy legislation released in March 2014.

* The total amount for Project Compassion 2014 is $10,734,393. This figure includes funding partly from Direct Marketing.

ANNUAL REPORT 2013-14

F U N DR A I SI N G & A PPE A L S

Left photo: Front row – Roy Boylan (1918-1979) and Dr John Farrar, Chaplain to the Paulian Association. Second row: not known. Third row – James Dibble (ABC), John Morahan (St Vincent de Paul Society), Pat Cantwell, not known, not known, Kevin Duffy, Monica Gallagher (Catholic Women’s League) and Kevin Smith (Catholic Youth Organisation). Right photo: Maristely, the young face of Project Compassion 2014 . Photo: Erin Johnson

PROJECT COMPASSION 2014 The Gospel of John provided the inspiration for this year’s Project Compassion theme, “Have life and have it to the full”. This was reaffirmed in 2013 when Pope Francis said, “Men and women of all times and all places desire a full and beautiful life … a life that is not threatened by death but that can mature and grow to its fullness”. Thank you for supporting Project Compassion 2014. This year, you helped us raise nearly $11 million. www.caritas.org.au/projectcompassion

“ LET’S CA LL IT PROJECT COMPASSION!”

Roy Boylan and the Archdiocese of Sydney Committee At a meeting in Rome on 11 November 1964, the Catholic Overseas Relief Committee – CORC – (consisting of Archbishop O’Brien, Bishop McCabe and Bishop Toohey) was asked to examine a project suggested by the Paulian Association of Sydney. The Association suggested personal collection boxes for the purpose of assisting our neighbours in the Asia Pacific region. On 18 November 1964, the Australian Bishops agreed unanimously to this idea. During Lent 1965, CORC coordinated the first national appeal. The appeal raised the

STATE / DIOCESE

equivalent of $90,000 towards creative community ‘self-help’ projects in countries like Papua New Guinea, Vietnam and Malaysia. Following this success, in November 1965, Roy Boylan and fellow Paulians, Mary Gilchrist and Dr John Farrar, convened a Sydney diocesan committee to coordinate future appeals and discuss a name for the annual Lenten fundraiser. Faced with injustice of extreme global poverty, motivated by the Lenten tradition of almsgiving, and embracing Jesus’ compassion for the poor, the committee recommended that the appeal be called ‘Project Compassion’. In 1966, Project Compassion was held nationwide in Lent and raised approximately $116,000; in 2014 it is one of Australia’s largest annual humanitarian appeals.

2010

2011

2012

2013

2014

New South Wales

$3,556,101

$3,469,217

$3,879,387

$4,046,575

$3,702,907

Queensland

$1,522,786 $1,537,157 $1,775,334 $1,857,966 $1,710,364

Victoria

$1,835,200 $1,937,390 $2,283,502 $2,387,633 $2,517,899

South Australia

$670,242 $616,713 $725,054 $730,784 $743,502

ACT

$241,542 $546,103 $291,519 $244,169 $313,853

Northern Territory Tasmania

$49,790

$49,662

$50,350

$59,910

$69,231

$145,901 $156,139 $150,133 $182,786 $175,349

Western Australia $1,231,735 $1,330,955 $1,498,641 $1,491,101 $1,498,096 Maronite/Ukraine/Other $48,272 TOTA L

CARITAS AUSTRALIA

$41,955

$53,922

$37,063

$3,193

$9,301 ,568 $9,685, 289 $10,707,842 $11 ,037,986 $10,734,393

Regional

C A R I TA S COM M U N I T Y

Engagement Diocesan Directors (DDs) are appointed by the local Bishop and are the official Caritas Australia representatives in Australia’s Catholic regional and Eastern Rite Dioceses. The DDs, mostly volunteers, serve as the critical relationship link between Caritas Australia and the local Diocesan community of parishes, schools, Catholic networks and with the broader Australian community. Whether launching Project Compassion, visiting schools, cooking up pancakes, or coordinating fun runs and a variety of other community events, the DDs are described as the ‘life-blood’ and ‘animators’ of Caritas’ grassroots engagement with the Australian community. In our Jubilee Year, a number of our DDs and Coordinators also celebrated long-term milestone anniversaries.

Huguette Salame Maronite Eparchy

10 years

Ray Lowe Bunbury

10 years

Pat O’Halloran Hobart

10 years

Fr Michael Kalka Ukrainian Eparchy

15 years

“I could drive 900 km that way and 900 km that way and still be in my parish … give or take 50 km.” Photo: Stephen Kadlec

Tom van Kints Wollongong

15 years

CELEBRATING 35 YEARS!

Kerry Stone Sandhurst

20 years

Fr Rom Hayes Sandhurst

20 years

Angela Hart Adelaide

20 years

Patricia Banister Maitland Newcastle

25 years

Fr Paul Bourke Port Pirie

35 years

www.caritas.org.au/contact-us

In 2014, Father Paul Bourke, is celebrating 35 years as the Australian Catholic Relief (ACR)/ Caritas Australia Diocesan Director for Port Pirie in South Australia.

“My parish would be bigger than Victoria in terms of land mass but there’s only a handful of people – perhaps 10,000 to 15,000 all up. And I’ve often found, those with very little are the ones that are always prepared to give.”

At exactly 7.15pm on 30 August 1979, Father Paul Bourke started as the Diocesan Director for Port Pirie and 35 years later, he’s still holding the same role.

Father Bourke enjoys his life as a priest. “It’s a great privilege to be a presence there among the people, hand in hand with my Caritas work. Caritas is an extraordinary organisation of charity, justice and love, love of the poor, the principles of Jesus Christ and the Gospel.

Born in Port Lincoln, South Australia, Father Bourke is the Parish Priest of the underground church, Saint Peter and Paul’s in Coober Pedy.

“I’ve often found, those with very little are the ones that are always prepared to give.”

“Thank you very much Caritas! Happy 50th birthday, I don’t think I’ll be around for the 100th but I’ve still got a bit of kick in me leg ...”

ANNUAL REPORT 2013-14

On 8 May 2014, the inaugural Women for the World Luncheon was held at the Sydney Opera House. Left to right – Caritas Australia CEO Paul O’Callaghan, Women for the World Committee Member Nicole Murphy, Channel 9’s Ben Fordham, Caritas Australia Africa Program Coordinator Lulu Mitshabu, and Women for the World Committee Members Alison Green and Michelle Fernon. Photo: Peter Brennan

Community Fundraising C A R I TA S COM M U N I T Y:

Events

Thank you to everyone who took part in a community event in 2013-14.

CITY TO SURF PERTH On 25 August 2013, 14 runners including West Australian Deputy Opposition Leader, Roger Cook took on the challenge of completing the City to Surf as an act of solidarity with vulnerable communities who must cover countless kilometres each day just to survive. All up they raised $5,790.

CIRCLE OF WOMEN On 7 September 2013, community group ‘Circle of Women’ held a fundraiser on the Central Coast of NSW. Passionate about global justice, the ladies invited Caritas Australia Africa Program Coordinator, Lulu Mitshabu to speak about her experiences living and working in the Democratic Republic of the Congo (DRC).

CARITAS AUSTRALIA

TYPHOON HAIYAN APPEAL COMMUNITY DAY On 1 December 2013, Federal Labor MPs Chris Bowen, Michele Rowland and Ed Husic came together to raise funds for the people affected by Typhoon Haiyan which hit the Philippines on 8 November 2013. Nearly 400 people turned up to support the fundraiser which was generously hosted by Arnotts at their complex in Huntingwood NSW. Over $14,000 was raised to help rebuild lives and deliver essential aid to thousands of families in need. Find out more about our response at www.caritas.org.au/haiyan

WOMEN FOR THE WORLD On 8 May 2014, the Sydney Opera House was the backdrop to the inaugural Women for the World Luncheon, with 220 women from around Sydney and regional NSW coming together in solidarity with the world’s most marginalised.

A powerful Q&A session between Channel 9's Ben Fordham and Caritas Australia’s Lulu Mitshabu was the centre point for what was an eye opening and mobilising day. Lulu spoke of her personal and traumatic experience of escaping the DRC as a refugee and how her commitment to social justice has driven her to work tirelessly with Caritas Australia to fight for the rights of her country’s women and men. A silent auction and raffle helped to raise over $83,000 which will support our life enhancing programs around the world.

BINGO NIGHT FUNDRAISER On 28 June 2014, Madeline Cooper, a year 7 student at St Raphael Catholic School, held a Bingo Night Fundraiser at the local Cowra Services Club. On the night, she spoke about the work of Caritas Australia and how raising money made her feel happy as she was helping to make a difference.

www.caritas.org.au/events

BEQUESTS: A LASTING GIFT

In 2013-14 we received $2,815,583 from 54 separate bequests. We would like to express our condolences to the family and friends of those who left a gift in their will. Please know you are in our thoughts and prayers. Patricia Baker

Moya Catherine Glynn

Rita Catherine McIvor

Reverend Father Robert Burtonclay

Martha Anne Green

Hazel Merlo

Petrus Groot

Noreen Ellen Neylan

Veronica C Casey

Brother Barry Hall SAC

Seok Eng Ng

James Mervyn Cochrane

Malcolm George Hamilton

Brigid Mary O’Kane

John Gerard Crameri

Lena Mary Holland

Leonore Therese Ostini

Brian James Croghan

Ellen Mary Elizabeth Jones

June Passlow

Elizabeth Mary Crombie

Patrick James Kelly

Peggy Auton Playford

George Darrell-Edwardes

Margaret Ferris Kirkpatrick

Kathleen Rabbitt

Bruce Winton Evers

Marie Therese Laffy

Richard John Rafter

Richard Francis Dobner

Raymond Laurendet

Vera Raymer

Lyn Driessen

Marie Helen Leedham

Brian Joseph Rigney

Peter Roch Farley

Mary Patricia Lindsay

Margaret Anne Ryan

John G Farrelly

Eugenie Josephine MacLennan

Ellen Margaret Salmon

Father Thomas Patrick Furey

Cornelius Kevin Manahan Estate

Mary Elizabeth Sheehy

Laurence Joseph Ginnivan

Our

Supporters C A R I TA S COM M U N I T Y

Janice Frances Speechley

“Among our tasks as witnesses to the love of Christ is that of giving a voice to the cry of the poor.” – Pope Francis Patricia Carmel Stewart Kennedy Glenis Rita Stone Joan Mary Elizabeth Thompson Henry Edwin Thorpe Brian John Stevens Tudehope Helen Elizabeth Walsh Earl Knowles Wilkinson Mr Ollie Winters

MAJOR SUPPORTERS AND CORPORATE TRUSTS A ND FOUNDATIONS:

M A JOR DONORS:

COR POR ATES:

FP Archer Charitable Trust, managed by Perpetual

Delron Investments Pty Ltd

Commonwealth Bank

Family of Christopher and Paula Flynn

Connellan Industries

Beswick Family Fund The Danks Trust

Helen Renehan

Fussell Family Foundation

John Hughan

Hamilton Family Trust

John Ralph AC and Barbara Ralph

Kerman Charitable Foundation The Noel and Carmel O’Brien Family Foundation

Dunmarra Pty Ltd Ertech Holdings Pty Ltd

New Britain Catholic Investments ShareGift Australia St John of God Health Care

Tim Slocum Vincent Scanlan

Parmedman Family Trust The Rossi Foundation K F Stewart Family Trust The Ivy H & Arthur A Thomas Trust and the Abraham & Simon Rosenthal Fund, managed by Equity Trustees

ANNUAL REPORT 2013-14

This community from the district of Bardiya, Nepal is participating in a ‘welcome and thank you’ dance for visitors from Caritas Australia and Caritas Nepal.

Our

People

C A R I TA S COM M U N I T Y

MISSION AND PEOPLE

Caritas Australia is committed to ensuring an agile and competent workforce through the attraction, recruitment, development and retention of professional and dedicated staff. All Caritas Australia activities are grounded in the values and principles of Catholic Social Teaching (CST). A R ESH A PE D TEA M FOR A NEW DIR ECTION The existing Human Resources team was reshaped and absorbed into the Mission and People team in August 2013. The new structure acknowledges that we need highly effective, committed and well-formed people who embody both the agency’s values and commitment to the poor.

The new team covers the following functions: • People and culture • Organisational learning and development • Mission formation • Review and performance tracking of our strategic plan.

WH E R E IN TH E WOR LD A R E OUR PEOPLE? Australia 97 East Timor 72 Cambodia 12 PNG 7 Solomon Islands 6 Africa 3 Indonesia 2 Burma/Myanmar 1

CARITAS AUSTRALIA

Our operations are underpinned by CST values and guided by the agency’s strategic directions. These operations support the principles and moral framework of Integral Human Development, which promotes the dignity of the human person, equality and the common good of all.

RECRUITMENT, SELECTION, ORIENTATION AND RETENTION External assessor, SORK HC, has determined that the overall attachment of new employees within their first three months of employment is 90%. This has increased 5% on last year and 6% on the previous year. To ensure effective recruitment and growing retention of staff, a staff climate survey (the Voice Project) has been designed and will be implemented in 2014-15 with Australian-based and internationally-based staff in seven locations. The results will provide the opportunity to involve staff in the organisational development process and will inform changes to our Agency Operational Plan. A new role, International People and Culture Senior Specialist, which oversees a review of international pay scales for equity and efficiency and a harmonisation of terms and conditions for expatriates and local staff has been developed. Considerable research has resulted in a review of contractual arrangements for Papua New Guinea staff to maintain compliance with local law and Australian Catholic Bishops Conference (ACBC) requirements.

17 staff

AUSTR ALIAN-BASED STAFF

INTERNAL PROMOTIONS

Our Australian-based staff numbers have grown significantly over the last five years, from 71 to 97 employees. In 2013-14, we engaged 20 people on a contract or ongoing employment and farewelled 15 employees.

We continue to prioritise promotions and internal career movements to develop staff and recognise performance. In 2013-14, 23 staff members received a promotion or moved into another role.

2009-10: 71

2009-10: n/a

2010-11: 79

2010-11: 28

2011-12: 87

2011-12: 17

2012-13: 92

2012-13: 11

2013-14 97

2013-14: 23

GE NDE R DI V E RSIT Y

Women 50% Men 50%

In 2013-14, 69% of our Australianbased staff members are female. The statistics for international staff are reversed with 68% male. Interestingly, the percentage for our total staff is completely even at 50% females and 50% males.

agency-wide have been farewelled, which is 10% fewer than in 2012-13.

AGE DISTR IBU TION

23 staff

members received a promotion or moved into another role.

20 18 16 14 12 10 8

(determined by external assessor, SORK UC).

65+

60-65

55-60

50-55

45-50

40-45

35-40

30-35

2 25-30

90%

3 months is

<25

The overall attachment of new employees within their first

Caritas Australia demonstrates an ongoing commitment to diversity. Our employees range in age from under 25 years to over 65 years.

ANNUAL REPORT 2013-14

OU R PE OPL E

In April this year, a group of Caritas Australia employees took part in a fun-filled game for an important campaign. Sports for Justice calls on the organisers of mega-sporting competitions to ensure the hosts’ most vulnerable communities are protected.

A CULTURE OF CONTINUOUS LEARNING Our strategic plan calls for staff and stakeholders to describe Caritas Australia as a culture of continuous learning. An analysis of the data from 2013-14 confirms we are succeeding in building a culture of diverse, agile and proficient staff. • In 2013-14, we updated 44 position descriptions. Position descriptions and individual performance plans are reviewed on an ongoing basis to align with goal four of our strategic plan, to Develop Organisational Agility and Competence. • A comprehensive induction and orientation program continues for all staff and volunteers. This year we introduced Child Protection and individually tailored Strategy and Mission sessions to our quarterly staff inductions. • Through the annual performance process, all staff and volunteers have the opportunity to identify enablers (such as training, cross-team learning and other competencies) which will assist them to achieve particular strategic objectives.

CARITAS AUSTRALIA

VOLUNTEERS

LOOKING A H EA D

In response to goal four of our strategic plan, Build Stronger Relationships, the team appointed a dedicated Volunteers Coordinator to manage and expand our agency’s volunteer portfolio. This role supports the recruitment and retention of volunteers and coordinates internship opportunities to work with Caritas Australia.

In 2014-15, we will:

We are fortunate to have a dedicated and committed national network of Diocesan Directors (DDs), most of whom are volunteers. DDs are appointed by the local Bishop and are the official representatives of Caritas Australia in each of Australia’s Catholic regional and Eastern Rite dioceses. See page 33 for more.

In 2013-14: • 25 volunteers regularly contributed to our work in offices around Australia; a 60% increase on the previous year. • 30 DDs, most of whom are volunteers, assisted Caritas Australia. • A partnership was developed with Scope Global Pty (previously known as Austraining International); two volunteers are currently working overseas with Caritas Australia programs. • Four students from Catholic schools in Melbourne completed work experience at Caritas Australia. • A relationship was established with the Australian Catholic University for students to volunteer or intern with Caritas Australia.

• Develop an internship program with an Australian Catholic University. • Develop and implement a relevant recognition program for volunteers. • Create an engagement survey specifically for volunteers. • Provide effective support to volunteers in overseas office locations. • Support volunteers further by liaising closely with our internal Community Engagement Team and Diocesan Directors across Australia.

WORK HEALTH AND SAFETY (WHS) In Australia over the past reporting year we have had no reportable health and safety incidents and three near miss incidents occur within the office. We address all near miss incidents through a thorough investigation and risk assessment process, taking immediate action to rectify and reduce the risk. There was one reportable incident this reporting year in our Pacific Region. At Caritas Australia we place huge emphasis on maintaining a safe work environment. All staff receive an in depth WHS Induction respective to their location, and safety workplace inspections are completed on a half yearly basis.

ORGANISATIONAL DEVELOPMENT This year we began the roll-out of the professional skills development component of our Organisational Development Plan. Within the strategic plan there is a strong emphasis on building relationships and communication skills, deepening Catholic identity and creating capacity to initiate and handle change. Five new professional development workshops have been initiated with at least a further five scheduled over the next six months.

The focus in 2013-14 has been on interpersonal, team, communication, delegation and career development skills. In the first nine months of the program, 80% of Australian staff members have attended between one and four workshops. A dedicated role, the Organisational Development Senior Consultant was created to facilitate the Development of Organisational Agility and Competence to meet goal four of the strategic plan.

FORMATION This year we have worked intensively with National Council members and the Leadership Team to introduce regular formation sessions. Building on a rich Catholic theological tradition, the formation sessions are designed to assist leaders imbibe the values and the spirit which informs the mission of Caritas Australia. These sessions complement the agency’s organisational development plan.

LOOKING A H EA D In 2014-15, we will: • Develop a formation program for Governance and Leadership. • Develop a competency framework that can be used to identify essential and desirable criteria for position descriptions. • Add change and conflict management skills, as well as leading remote teams to the suite of workshops delivered in-house. • Publish a training and development compendium to enable staff to self-manage their development plans and initiate a succession planning approach that focuses on enhancing organisational agility. • Analyse the results of the staff climate survey and devise appropriate action plans in response. • Complete the integration of international remuneration and terms and conditions frameworks.

PEOPLE IN FOCUS:

EMM A GROGA N

COR NE LIO ASE

PATR ICE MOR I A RT Y

Water, Sanitation and Hygiene (WASH) Engineer, Solomon Islands

Program Coordinator in Oecusse, Timor Leste

Volunteer with the HIV and AIDS working group

Cornelio has worked in Oecusse with Caritas Australia since 2002. “I manage a team of 38 and work on a variety of projects including climate change adaptation, sustainable livelihood and agriculture.”

“I volunteered for two months; my responsibilities were to help the HIV and AIDS working group with administration support. It was an incredible experience to see how Caritas Australia works and hear of the different programs and partner organisations.”

“I really enjoy working with my colleagues. Along with my counterpart, Mary, I am working on improving the standard of project site survey and design documentation, assisting in the delivery of projects and development of project management tools, and developing program materials.”

ANNUAL REPORT 2013-14

�ur

overnance

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 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 under the BCJED. They met four times during the 2013-14 period, as scheduled.

COMMITTEES WITHIN NATIONAL COUNCIL 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. AUDIT AND RISK MANAGEMENT (ARM) COMMITTEE

Members: Mr Richard Haddock, Mr Michael Burnett 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 statutory and legal requirements. The BCJED has appointed an Honorary Treasurer to the National Council of Caritas Australia who chairs the ARM. The ARM Committee met seven times in the financial year.

Our National Council is responsible for ensuring the good governance and effective implementation of Caritas Australia’s mandate.

R EMUNE R ATION COMMIT TE E

Members: Dr Leoni Degenhardt, Mr Chris Carlile, Mr Richard Haddock The Remuneration Committee’s purpose is twofold: • To set policy for the remuneration (pay and benefits) of the CEO and members of the Executive. • To provide advice to the CEO, when requested, about the remuneration of other staff in order to attract, recognise and develop the capabilities of Caritas Australia’s staff and volunteers. The committee met several times during the 2013-14 financial year to review remuneration and select the new CEO. NOMINATIONS COMMITTEE

Members: Mr Chris Carlile, Ms Louise Crowe The Nominations Committee was formed on 7 June 2013 and met on a number of occasions in 2013-14. Its main responsibilities are: • To identify suitable Council nominees with input from the Council Chair and Caritas management. • To liaise with the Council Chair in shortlisting nominees and provide advice to the Council Chair about the optimal point for communication with shortlisted nominees. • To ensure that the selection criteria and guidelines for these appointments remain current. • To provide guidance in meeting the orientation needs of new Council members. • To inform Council about proposed selections.

CARITAS AUSTRALIA

2013-14 ORGANISATIONAL STRUCTURE

Australian Catholic Bishops Conference Bishops Commission for Justice, Ecology and Development

CH IE F EXECU TI V E OFFICE R

NATIONA L COUNCIL

EXECUTI V E SUPPORT

COR POR ATE SE RV ICES

IN TE R NATIONA L PROGR A MS

MISSION A ND PEOPLE

Finance Information Technology Administration

COMMUNIT Y E NGAGEME N T

Regional Engagement

Humanitarian & Emergencies

Program Effectiveness, Accountability & Learning

Education Fundraising & Supporter Care Communications

The Pacific

Africa & Latin America

First Australians

Southeast Asia

South Asia, Burma & Timor Leste

Above: As featured in The Catholic Weekly, 2 February 1967: Mr Keith Bennet, Diocesan Organiser of the Paulian Association, assisted by Misses Mary Carr, Annette Cauvin and Mary Cachia, addressing packages of Project Compassion boxes in preparation for the despatch of the parcels in time for Lent. ANNUAL REPORT 2013-14

The role of the National Council is to provide advice and oversight on the strategic directions of Caritas Australia’s work. The Council also offers timely and independent advice to the BCJED.

CHAIRMAN:

ARCHBISHOP PHILIP WILSON DD JCL D.LIT, ARCHBISHOP OF ADELAIDE

DEPUTY CHAIRMAN:

BISHOP EUGENE HURLEY DD, BISHOP OF DARWIN Member since: 2001 Current term expires: April 2015 Meeting attendance: 3/4 Responsibilities: Caritas Australia Deputy Chair, Chair of the Bishops Commission for Pastoral Life, Deputy Chair of BCJED

DEPUTY CHAIRMAN:

BISHOP GREG O’KELLY SJ AM DD, BISHOP OF PORT PIRIE

In 2013, we said goodbye to Andree Rice; in 2014 we said hello to Clyde Cosentino.

Member since: 2012 Current term expires: when his term on the BCJED is completed Meeting attendance: 3/4 Responsibilities: Caritas Australia Chair, Vice President Australian Catholic Bishops Conference (ACBC), Chair of BCJED

TREASURER:

NSW:

Member since: 2001 Current term expires: December 2014 Meeting attendance: 4/4 Responsibilities: Treasurer, Member of Audit and Risk Management (ARM) Committee, Member of the Remuneration Committee

Member since: 2009 Current term expires: August 2017 Meeting attendance: 2/4 Responsibilities: National Council Member

Member since: 2004 Current term expires: December 2014 Meeting attendance: 4/4 Responsibilities: Member of the Nominations Committee, Member of the Remuneration Committee

Member since: 2009 Current term expires: August 2017 Meeting attendance: 3/4 Responsibilities: Member of the Remuneration Committee

VIC:

WA:

SA:

QLD:

Member since: 2009 Current term expires: August 2017 Meeting attendance: 4/4 Responsibilities: Member of the Nominations Committee

Member since: 2006 Current term expires: December 2014 Meeting attendance: 2/4 Responsibilities: National Council Member

Member since: 2006 Current term expires: December 2014 Meeting attendance: 4/4 Responsibilities: National Council Member

Member since: 2014 Current term expires: February 2018 (eligible for further four year appointment) Meeting attendance: 2/2 Responsibilities: National Council Member

RICHARD HADDOCK AM

LOUISE CROWE

LOUISE CAMPBELL-PRICE

JENNIFER STRATTON

CHRIS CARLILE

ROBERT WARD

Member since: 2012 Current term expires: when his term on the BCJED is completed Meeting attendance: 3/4 Responsibilities: Caritas Australia Deputy Chair, Chair of the Bishops Commission for Catholic Education

DR LEONI DEGENHARDT

CLYDE COSENTINO

View the profiles of our National Council members at www.caritas.org.au/org-structure

CARITAS AUSTRALIA

QLD:

ANDREE RICE Member since: 2008 Current term expired: December 2013

Our Leadership Team provides direction to the agency’s core work, assists with implementing our strategic plan and informs National Council’s decisions. In 2013, we welcomed Chief Executive Officer, Paul O’Callaghan, and Chief Operations and Finance Officer, Rocky Naickar. We also added a new role to the Leadership Team – Manager of Mission and People. The position was filled by Mark Green who has worked with Caritas Australia for over seven years.

Meeting attendance: 1/2 Responsibilities: National Council Member

CHIEF EXECUTIVE OFFICER:

TAS:

MICHAEL BURNETT Member since: 2012 Current term expires: March 2016 (eligible for further four year appointment)

PAUL O’CALLAGHAN

CHIEF OPERATIONS AND FINANCE OFFICER:

COMMUNITY ENGAGEMENT MANAGER:

With a background including Executive Director of Catholic Social Services Australia and Executive Director of the Australian Council for International Development, Paul brings a wealth of experience to our organisation. He has also been a leader of Anti-Poverty Week and an advisor to the Australian Catholic University.

Rocky has over 15 years senior leadership experience leading corporate services functions within the corporate, public and large not-for-profits in Australia. He specialises in business transformation, sustainable financial management, information technology and shared services.

With our agency since 2009, Helen has more than 15 years experience in senior marketing, communications and fundraising roles across the not-forprofit, Catholic and corporate sectors. Helen has oversight of the agency’s fundraising and supporter care services, education, communications and regional engagement programs.

INTERNATIONAL PROGRAMS MANAGER:

MANAGER OF MISSION AND PEOPLE:

JAMIESON DAVIES

MARK GREEN

Jamieson has over 20 years experience in the international sector, is the Co-Chair of the ACFID Development Practice Committee and prior to joining our agency in 2009, worked for US partner Catholic Relief Services (CRS).

Mark has seven years experience with Caritas Australia. Previously, he led our program in Timor Leste, our First Australians Program and the strategic planning process. Prior to joining Caritas Australia, Mark led the Refugee Advice and Casework Service in Sydney.

ROCKY NAICKAR

HELEN FORDE

Meeting attendance: 4/4 Responsibilities: Member of the Audit and Risk Management (ARM) Committee

NT:

ANTHONY FOGARTY Member since: 2012 Current term expires: March 2016 (eligible for further four year appointment) Meeting attendance: 3/4 Responsibilities: National Council Member

“Caritas Australia traces its origins back to the early 1960s when Church leaders and a group of dedicated parishioners invited Australians to more fully embrace God’s compassion for the poor. In 2014, it is still this faith, compassion and desire to walk in solidarity with the poor that lies at the heart our work.” – Paul O’Callaghan, CEO

ANNUAL REPORT 2013-14

Financial Report

FOR T H E Y E A R E N DE D 3 0 J U N E 2014

With the support of Caritas Nepal and Caritas Australia, Maya Chaudhury, a farmer from Rajapur in Nepal, has taken part in agricultural training.

CARITAS AUSTRALIA

ANNUAL REPORT 2013-14

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF CARITAS AUSTRALIA

R E PORT ON TH E FINA NCI A L R E PORT We have audited the accompanying financial report of Caritas Australia, which comprises the balance sheet as at 30 June 2014, the statement of income and expenditure, 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 MEMBE RS’ R ESPONSIBILIT Y FOR TH E FINA NCI A L R E PORT 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 of Caritas Australia 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 R ESPONSIBILIT Y 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. Those 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 of Caritas Australia, as well as evaluating the overall presentation of the financial report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. BASIS FOR QUA LIFI E D OPI NION 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. QUA LIFIE D 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

Steve Baker Partner

Canberra 24 October 2014

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

BISHOPS COMMISSION FOR JUSTICE, ECOLOGY AND DEVELOPMENT DECLARATION

The Bishops Commission declares that: 1. The financial statements and notes, as set out on pages 48 to 63: (a) give a true and fair view of the financial position as at 30 June 2014 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. This declaration is made in accordance with a resolution of the Commission.

Archbishop Philip Wilson Chairman Caritas Australia

Bishop Eugene Hurley Deputy Chairman Caritas Australia

Sydney, NSW Dated: 24 October 2014

ANNUAL REPORT 2013-14

Statement of Income and Expenditure FOR THE YEAR ENDED 30 JUNE 2014

Note

2014 $

2013 $

REVENUE Donations and gifts: Monetary 27,814,224 20,506,194 Non-monetary 118,810 108,956 Legacies and bequests 2,815,583 2,937,727 Grants: AusAID 14,502,602 12,952,958 Other Australian 285,455 259,546 Other overseas 50,366 264,067 Investment income 901,188 754,165 Other income 695,370 188,102 TOTAL REVENUE

2 47,183,598 37,971,715

EXPENDITURE INTERNATIONAL AID AND DEVELOPMENT PROGRAMS EXPENDITURE International programs: Funds to international programs 23,498,770 22,961,167 Program support costs 3,875,648 3,585,296 Community education 5,034,985 4,511,104 Fundraising costs: Public 3,372,852 2,367,260 Government, multilateral and private 99,706 108,594 Accountability and administration 978,133 1,016,593 Non-monetary expenditure 118,810 108,956 TOTAL INTERNATIONAL AID AND DEVELOPMENT PROGRAMS EXPENDITURE Expenditure for international political or religious proselytisation programs Domestic programs expenditure TOTAL EXPENDITURE

36,978,904 30,400 1,917,956

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

3 38,927,259 36,498,702

(SHORTFALL) EXCESS OF REVENUE OVER EXPENDITURE

8,256,339

1,473,013

The Typhoon Haiyan Appeal generated 10 per cent or more of the total income for the year ended 30 June 2014. 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.

Statement of Comprehensive Income FOR THE YEAR ENDED 30 JUNE 2014

Note

2014 $

2013 $

(SHORTFALL) EXCESS OF REVENUE OVER EXPENDITURE 8,256,339 1,473,013 OTHER COMPREHENSIVE INCOME: Net gain (loss) on revaluation of financial assets 12 844,453 873,567 TOTAL OTHER COMPREHENSIVE INCOME FOR THE YEAR 844,453 873,567 TOTAL COMPREHENSIVE INCOME FOR THE YEAR The accompanying notes form part of these financial statements.

CARITAS AUSTRALIA

9,100,792

2,346,580

Balance Sheet AS AT 30 JUNE 2014

Note

2014 $

2013 $

CURRENT ASSETS Cash and cash equivalents 4 22,345,962 15,479,792 Trade and other receivables 184,034 185,403 Prepayments 295,098 217,125 Other financial assets 6 9,075,854 TOTAL CURRENT ASSETS 31,900,948 15,882,320

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

5 7

7,270,009 797,650

6,439,532 1,022,751

TOTAL NON-CURRENT ASSETS 8,067,659 7,462,283 TOTAL ASSETS 39,968,607 23,344,603

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

8 9 10 11

2,359,342 8,867,214 5,173,614 364,025

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

TOTAL CURRENT LIABILITIES 16,764,195 4,122,918

NON-CURRENT LIABILITIES Other liabilities Long term provisions

10 1,700,195 11 262,327 206,780

TOTAL NON-CURRENT LIABILITIES 1,962,522 206,780

TOTAL LIABILITIES 18,726,717 4,329,698

21,241,890 19,014,905 NET ASSETS

EQUITY Reserves Accumulated funds available for future use

12 21,093,390 12,781,225 13 148,500 6,233,680

TOTAL EQUITY

21,241,890

19,014,905

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, Borrowings or Current tax liability. The accompanying notes form part of these financial statements.

ANNUAL REPORT 2013-14

Statement of Changes in Equity FOR THE YEAR ENDED 30 JUNE 2014

Accumulated Committed Specified Financial Funds Available Funds Purpose Assets for Future Use Reserves Reserves Reserve Total Note $ $ $ $ $ BALANCE AT 1 JULY 2012 5,783,440 9,106,331 2,287,885 (509,332) 16,668,324 Excess of revenue over expenditure 1,473,013 - - - 1,473,013 Other comprehensive income for the year 12 - - - 873,567 873,567 Transfers (to) from reserves: Committed Funds Reserves 12 - 2,587,235 - - 2,587,235 Specified Purpose Reserves 13 (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

Excess of revenue over expenditure 8,256,339 - - - 8,256,339 Other comprehensive income for the year 12 - - - 844,453 844,453 Transfers (to) from reserves: Committed Funds Reserves 12 - 2,344,886 - - 2,344,886 Specified Purpose Reserves 13 (14,341,519) - 5,122,826 - (9,218,693) BALANCE AT 30 JUNE 2014

12,13

148,500

14,038,452

5,846,250

1,208,688

21,241,890

The accompanying notes form part of these financial statements.

Statement of Cash Flows FOR THE YEAR ENDED 30 JUNE 2014

Note

2014 $

2013 $

Grants and donations received Payments for projects and to suppliers and employees GST (net) remitted to the ATO Dividends received Interest received

46,239,954 (38,940,838) (997,191) 271,286 576,508

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

NET CASH (USED IN) PROVIDED BY OPERATING ACTIVITIES 15

7,149,719

1,463,865

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

(88,885) (194,665) -

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

NET CASH USED IN INVESTING ACTIVITIES

(283,550) (1,271,751)

CASH FLOWS FROM OPERATING ACTIVITIES

Net (decrease) increase in cash held Cash at beginning of year

6,866,169 15,479,792

192,115 15,287,677

CASH AT END OF FINANCIAL YEAR

22,345,962

15,479,792

The accompanying notes form part of these financial statements.

CARITAS AUSTRALIA

The financial report covers the entity of Caritas Australia which is an agency of the Australian Catholic Bishops Conference. NOTE 1: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES BASIS OF PREPARATION

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. 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 Australia's 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 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.

(b) Leasehold Improvements, Plant and Equipment Leasehold improvements, plant and equipment are measured on the cost basis less depreciation and impairment losses. 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. Depreciation 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. The depreciation rates used for each class of depreciable assets are: Class of Non-Current Asset

Amortisation / Depreciation Rate

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.

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

(d) Financial Instruments Initial Recognition and Measurement 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.

ANNUAL REPORT 2013-14

Amortised cost is calculated as:

Financial liabilities

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

Non-derivative financial liabilities (excluding financial guarantees) are subsequently measured at amortised cost.

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.

CARITAS AUSTRALIA

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. Impairment At each reporting date, Caritas Australia assesses whether there is objective evidence that a financial instrument has been impaired. In the case of availablefor-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. Derecognition 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.

(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.

(g) Employee Benefits

(k) Goods and Services Tax (GST)

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.

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.

Contributions are made by Caritas Australia to superannuation funds nominated by employees and are charged as expenses when incurred.

(h) Provisions 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.

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

Key judgements – Available-for-sale investments Caritas Australia maintains a portfolio of shares and managed funds for the purpose of meeting its long term program funding commitments. The carrying value for the portfolio at reporting date is $7,270,009. 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.

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

(m) Reserves

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.

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.

(n) Accumulated Funds Available for Future Use Funds available for future use represent accumulated surpluses available to fund future projects.

(o) Critical Accounting Estimates and Judgements Estimates and judgements incorporated into the financial report are 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.

Changes in accounting policy and disclosure

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 2014. The financial report was authorised for issue by the Bishops Commission on 24 October 2014. The Bishops Commission has the power to amend and reissue the financial report.

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.

ANNUAL REPORT 2013-14

NOTE 2: REVENUE

2014 $

2013 $

Government grants Other Australian Other overseas

14,502,602 285,455 50,366

12,952,958 259,546 264,067

14,838,423

13,476,571

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

27,814,224 118,810 2,815,583 586,545 314,643 541,938 - 153,432

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

32,345,175

24,495,144

TOTAL REVENUE

47,183,598

37,971,715

2014 $

2013 $

747,262 8,251,963 313,987

716,917 7,492,117 354,152

2014 $

2013 $

Cash at bank and in hand Short-term bank deposits

2,319,335 20,026,627

1,484,141 13,995,651

TOTAL CASH AND CASH EQUIVALENTS

22,345,962

15,479,792

REVENUE FROM GOVERNMENT AND OTHER GRANTS

OTHER REVENUE

NOTE 3: EXPENDITURE 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 Designated Purpose / Appeal

Cash available at Cash raised Cash disbursed Cash available beginning of during during at end of financial year financial year financial year financial year $ $ $ $

Haiti Earthquake Appeal East Africa Appeal Typhoon Haiyan Appeal Other Designated Appeals Other Purposes

103,466 8,011 7,829 103,648 148,709 5,120 140,885 12,944 - 7,154,281 1,962,304 5,191,977 471,249 686,488 620,056 537,681 14,756,368 39,233,848 37,490,505 16,499,711

TOTAL

15,479,792

CARITAS AUSTRALIA

47,087,748

40,221,579 22,345,962

NOTE 5: FINANCIAL ASSETS

2014 $

2013 $

Available-for-sale financial assets 7,270,009 6,439,532 Available-for-sale financial assets comprise: Unlisted Investments, at fair value: - Managed funds

7,270,009

6,439,532

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

2014 $

2013 $

Financial assets at fair value through profit and loss

9,075,854

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

9,075,854

Financial assets comprise foreign currency forward contracts that Caritas Australia has entered into to minimise the effect of foreign currency fluctuations on future project payments. Asset is recognised at the time the forward contract is signed with a matching liability.

NOTE 7: LEASEHOLD IMPROVEMENTS, PLANT AND EQUIPMENT

2014 $

2013 $

Office Equipment: At cost 1,649,631 Accumulated depreciation (1,384,045)

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

265,586

324,584

Motor Vehicles: At cost Accumulated depreciation

172,759 (92,597)

172,759 (53,482)

80,162

119,277

Leasehold Improvements: At cost 1,259,298 1,259,298 Accumulated amortisation (807,396) (680,408)

451,902

578,890

TOTAL LEASEHOLD IMPROVEMENTS, PLANT AND EQUIPMENT

797,650

1,022,751

ANNUAL REPORT 2013-14

NOTE 7: LEASEHOLD IMPROVEMENTS, PLANT AND EQUIPMENT (CONTINUED)

(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 Motor Leasehold Equipment Vehicles Improvements Total $ $ $ $

CARRYING AMOUNT AT 1 JULY 2012 Additions Disposals Depreciation and amortisation expense

357,076 39,975 162,880 111,093 - (144,747) (195,372) 112,956

705,878 1,102,929 - 273,973 - (144,747) (126,988) (209,404)

CARRYING AMOUNT AT 30 JUNE 2013

324,584

578,890

Additions Disposals Depreciation and amortisation expense

88,886 - - 88,886 (156,855) - - (156,855) 8,971 (39,115) (126,988) (157,132)

CARRYING AMOUNT AT 30 JUNE 2014

265,586

119,277

80,162

451,902

1,022,751

797,650

NOTE 8: TRADE AND OTHER PAYABLES 2014 2013 $ $ Trade payables Unexpended grants Sundry payables and accrued expenses Short-term employee benefits

520,356 414,413 770,512 654,061

2,359,342

452,572 1,714,937 560,219 552,703 3,280,431

(a) Financial liabilities at amortised cost classified as trade and other payables:

- Total current - Less short term employee benefits - Less unexpended grants

Financial liabilities as trade and other payables

2014 $

2013 $

2,359,342 (654,061) (414,413)

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

1,290,868

1,012,791

NOTE 9: OTHER FINANCIAL LIABILITIES 2014 2013 $ $ Financial liabilities at fair value through profit and loss

8,867,214

541,938

Financial liabilities at fair value through profit and loss comprise: Derivatives, at fair value - Foreign currency forward contract 8,867,214

541,938

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.

CARITAS AUSTRALIA

NOTE 10: OTHER LIABILITIES 2014 2013 $ $

Current: Program funding commitment (payments falling due within the next 12 months) 5,173,614 Lease incentive - 5,180 Non-Current: Program Funding Commitment (payments falling due after 12 months) 1,700,195 TOTAL OTHER LIABILITIES

6,873,809

5,180

NOTE 11: PROVISIONS

Long Term Overseas Employee Employee Benefits Benefits Total $ $ $

OPENING BALANCE AT 1 JULY 2013 Additional provisions raised during the year Amounts used

438,053 (21,202) (52,826)

64,096 - (64,096)

502,149 (21,202) (116,922)

BALANCE AT 30 JUNE 2014

364,025 -

364,025

2014 2013 $ $ ANALYSIS OF TOTAL PROVISIONS Current 364,025 Non-Current 262,327

295,369 206,780

502,149

626,352

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.

ANNUAL REPORT 2013-14

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. 2014 2013 $ $

East Africa Appeal: Opening balance Transfers to the reserve Transfers from the reserve

148,709 5,120 (140,885)

350,816 60,048 (262,155)

Closing balance

12,944

148,709

Opening balance Transfers to the reserve Transfers from the reserve

103,466 8,011 (7,829)

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

Closing balance

103,648

103,466

Haiti Earthquake Appeal:

Pakistan Floods Appeal: Opening balance Transfers to the reserve Transfers from the reserve

- - -

185,109 2,916 (188,025)

Closing balance

Typhoon Haiyan Appeal: Opening balance Transfers to the reserve Transfers from the reserve

- 7,154,281 (1,962,304)

Closing balance

5,191,977

Other Specified Purpose Reserve: Opening balance Transfers to the reserve Transfers from the reserve

471,249 686,488 (620,056)

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

Closing balance

537,681

471,249

Total Specified Purpose Reserve

5,846,250

723,424

(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. 2014 2013 $ $

Caritas Australia Committed Expenditure Reserve

Opening balance Transfers to the reserve Transfers from the reserve

5,439,185 1,434,624 -

5,706,534 (267,349)

Closing balance

6,873,809

5,439,185

CARITAS AUSTRALIA

NOTE 12: RESERVES (CONTINUED) 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. 2014 2013 $ $

Caritas Foundation Reserve: Opening balance Transfers to the reserve Transfers from the reserve

6,254,381 910,262 -

3,399,797 2,854,584 -

Closing balance

7,164,643

6,254,381

Total Committed Funds Reserve

14,038,452

11,693,565

(c) Financial Assets Reserve: Financial assets reserve records the mark to market movement in available-for-sale investments held by Caritas Australia. 2014 2013 $ $

Financial Assets Reserve: Opening balance Revaluation increment â&#x20AC;&#x201C; financial assets

364,235 844,453

(509,332) 873,567

Closing balance

1,208,688

364,235

NOTE 13: ACCUMULATED FUNDS AVAILABLE FOR FUTURE USE 2014 2013 $ $ Accumulated funds available at beginning of year Excess of revenue over expenditure Transfers (to) / from reserves

6,233,680 8,256,339 (14,341,519)

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

Accumulated funds available at end of year

148,500

6,233,680

ANNUAL REPORT 2013-14

NOTE 14: GOVERNANCE OFFICERS AND SENIOR MANAGEMENT

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

Position

Archbishop Philip Wilson* Bishop Eugene Hurley* Bishop Greg O’Kelly* Ms Louise Campbell Mr Christopher Carlile Ms Louise Crowe Dr Leoni Degenhardt Mr Richard Haddock Ms Andree Rice (till Dec 13) Mr Clyde Consetino (commenced Feb 14) Ms Jennifer Stratton Mr Bob Ward Mr Michael Burnett Mr Anthony Fogarty

Council Chairman – non-executive Council Deputy Chairman – non-executive Council Deputy Chairman – non-executive Council member – non-executive Council member – non-executive Council member – non-executive Council member – non-executive Council member – non-executive Council member – non-executive Council member – non-executive Council member – non-executive Council member – non-executive Council member – non-executive Council member – non-executive

Senior Management

Position

Mr Paul O’Callaghan (commenced 12 December 2013) Mr Rocky Naickar Mr Peter Carter (resigned 02 August 2013) Ms Jamieson Davies Ms Helen Forde Mr Mark Green (commenced 12 August 2013)

Chief Executive Officer Chief Operations & Financial Officer Chief Financial Officer International Programs Manager Community Engagement Manager Mission & People Manager

* Indicates members of Bishops Commission for Justice, Ecology and Development

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

Salary Superannuation Termination Pay Bonus Other Total $ $ $ $ $ $

2014 Total Compensation 782,049 77,017 44,018

- - 903,084

2013 Total Compensation

CARITAS AUSTRALIA

787,168

76,198

109,289

972,655

NOTE 15: CASH FLOW INFORMATION RECONCILIATION OF CASH FLOW FROM OPERATING 2014 2013 ACTIVITIES WITH EXCESS OF REVENUE OVER EXPENDITURE $ $ Excess of revenue over expenditure for year

8,256,339

1,473,013

NON-CASH FLOWS: Depreciation and amortisation 313,987 354,152 Fair value adjustment to financial liabilities (541,938) 548,918 Net gain on sale of plant and equipment - (144,747) CHANGES IN ASSETS AND LIABILITIES: Decrease / (Increase) in receivables 1,370 (86,835) Decrease / (Increase) in prepayments (77,971) 44,504 (Decrease) in payables (725,964) (669,458) (Decrease) in provisions (70,924) (43,252) (Decrease) in other liabilities (5,180) (12,431) CASH FLOWS FROM OPERATING ACTIVITIES

7,149,719

1,463,865

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 Australia’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.

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: Note

2014 $

2013 $

Cash and cash equivalents 4 Trade and other receivables Available-for-sale financial instruments 5 Financial assets at fair value through profit and loss 6

22,345,962 184,034 7,270,009 9,075,854

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

38,875,859

22,104,727

FINANCIAL ASSETS

FINANCIAL LIABILITIES Financial liabilities at amortised cost Trade and other payables 8 1,290,868 Financial liabilities at fair value through profit and loss 9 8,867,214

1,012,791 541,938

1,554,729

10,158,082

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.

ANNUAL REPORT 2013-14

NOTE 17: FINANCIAL INSTRUMENTS (CONTINUED) 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 2014 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 1 â&#x20AC;&#x201C; 5 Years Over 5 Years

Total contractual cash flow

2014 $

2013 $

FINANCIAL LIABILITIES DUE FOR PAYMENT

Trade and other payables Unexpended Grants At fair value through profit and loss Total expected outflows

2014 $

2013 $

2014 $

2013 $

2014 $

2013 $

1,290,868 414,413 8,867,214

1,012,791 1,714,937 -

- - -

1,290,868 414,413 8,867,214

1,012,791 1,714,937 -

10,572,494

2,727,728

10,572,494

2,727,728

FINANCIAL ASSETS CASH FLOWS REALISABLE

Cash and Cash Equivalents Trade and other receivables Available-for-sale investments At fair value through profit and loss

22,345,962 15,479,792 184,034 185,403 - - 9,075,854 -

- - - -

- - - - 7,270,009 6,439,532 - -

22,345,962 15,479,792 184,034 185,403 7,270,009 6,439,532 9,075,854 -

Total anticipated inflows

31,605,850 15,665,195

7,270,009 6,439,532

38,875,859 22,104,727

Net inflow on financial instruments

21,033,356 12,937,467

7,270,009 6,439,532

28,303,365 19,376,999

(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. 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

NOTE 18: CAPITAL AND LEASING COMMITMENTS Operating Lease Commitments contracted but not capitalised in the financial statements:

2014 $

2013 $

Payable: minimum lease payments – not later than 12 months – between 12 months and 5 years – greater than 5 years

723,178 2,563,705 -

669,669 2,707,897 294,300

3,286,883

3,671,866

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.

2014 $

2013 $

PwC Australia – audit and other assurance services – other services

46,200 -

46,200

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 did exercise 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.

ANNUAL REPORT 2013-14

A 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 Act for Congo: through our local partners in the Democratic Republic of the Congo (DRC), we support development programs that focus on mitigating the impacts of HIV and AIDS, survivors of sexual violence, medical assistance, trauma counselling and reintegration of child soldiers. Fearless Voices, an update on the 2008 Forsaken Voices report, is available in November at

www.caritas.org.au/neighbours

FAQs: got a question for Caritas Australia? Check out our FAQs at

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/act/congo

www.caritas.org.au/corporate

Advent Calendar: learn, pray and act with our Advent wreath. This popular calendar is available as an app or online over the festive season:

www.caritas.org.au/advent B 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 Blog: read the latest blog posts and stories from Caritas Australia and our partners around the world: www.caritas.org.au/blog C Caritas Café: an educational and delicious way to raise money at school or in the community. Hold a pancake flip or read our Caritas Café booklet for simple recipes from around the world and draw attention to the global realities of food distribution: www.caritas.org.au/pc/fundraising 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

Caritas Neighbours: help support Caritas Australia by joining our regular giving program. As a Caritas Neighbour your donation is automatically deducted from your credit card or bank account:

CARITAS AUSTRALIA

Diocesan network: our dedicated diocesan representatives work across the nation engaging communities in our work. Find your local Diocesan Director at www.caritas.org.au/contact-us 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 or donate securely at

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

www.caritas.org.au/about/faqs If that doesn’t help, email questions@caritas.org.au or call 1800 024 413. G Global Gifts: giving a tax-deductible Global Gift is a meaningful way to mark Christmas or any special occasion: www.caritas.org.au/globalgifts J Jubilee Year: it’s our 50th Anniversary and we’d love you to leave a message of support at www.caritas.org.au/50years 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: www.caritas.org.au/just-leadership

www.caritas.org.au/donate

Lenten calendar: Reflect, Act and Pray with the Project Compassion Lent Calendar app. Available in February 2015 at

Education: our global education team works 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 for communities to lead their own development, regain their dignity and have hope for the future: www.caritas.org.au/about/jobs eNewsletter: receive monthly updates in your inbox by signing up to the Caritas eNewsletter at www.caritas.org.au/subscribe Events: for a Caritas Australia event in your local area, head to www.caritas.org.au/act/events

www.caritas.org.au/lent-calendar M Map: explore our aid and development work via our new online interactive world map at www.caritas.org.au/map N Newsroom: the Australian media is an effective channel that allows for a mutual relationship of learning, sharing and transformation. Read our media releases at www.caritas.org.au/media

Since 2004, the Caritas network and Action by Churches Together (ACT) have been providing clean water, healthcare, nutrition, education and livelihood training to families in Darfur, Sudan. Photo: Annie Bungerouth, ACT/Caritas

One Human Family, Food for All: Caritas Australia, along with the entire Caritas network, has a vision of a future without hunger by 2025. Join our international campaign at

Sports for Justice: this campaign calls on the organisers of mega-sporting competitions to ensure the hosts’ most vulnerable communities are protected:

Walk As One: join us in solidarity with Indigenous communities to achieve a more just world. Connect with our World’s Indigenous Peoples at

www.caritas.org.au/act/sports-justice

www.caritas.org.au/walkasone

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:

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

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/fundraising

www.caritas.org.au/act

www.caritas.org.au/food

Pray: your prayers help the people most vulnerable to extreme poverty and injustice live with dignity. They also assist Caritas Australia’s staff, volunteers and partners to walk alongside 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 2014 campaign raised nearly $11 million: www.caritas.org.au/projectcompassion

Twitter: read, engage with and share our regular Twitter updates at www.twitter.com/CaritasAust 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

www.caritas.org.au Workplace Giving: this 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 Y YouTube is regularly updated with videos from our agency and the Caritas network www.youtube.com/caritasaustralia

Caritas Australia Phone: 1800 024 413 Email: questions@caritas.org.au Web: www.caritas.org.au National Office: 24-32 O’Riordan Street, Alexandria NSW 2015

ANNUAL REPORT 2013-14

IN 2014, CA R ITAS AUSTR A LI A CE LE BR ATES 50 Y EA RS OF LOV E A ND COMPASSION. For half a century, Caritas Australia’s volunteers, supporters, partners and staff have walked alongside the world’s most marginalised communities. Thank you for journeying with us.

Caritas Australia

The Catholic agency for international aid and development.

Phone: 1800 024 413 Email: questions@caritas.org.au Web: www.caritas.org.au National Office: 24-32 O’Riordan Street, Alexandria NSW 2015