OUR VISION

We seek a world of hope, tolerance and social justice, where poverty has been overcome and people live in dignity and security. CARE will be a global force and partner of choice within a worldwide movement dedicated to ending poverty. We will be 2. Vision, Mission and Core Values known everywhere for our unshakable commitment to the dignity of people. 3. About CARE 4. Fast facts 5. Chairman’s message OUR MISSION 6. CEO’s message CARE’s mission is to serve individuals and families in 7. CARE Australia’s strategy the poorest communities in the world. Drawing strength 9. Why does CARE focus on women and girls? from our global diversity, resources and experience, we promote innovative solutions and are advocates for CARE and the Millennium Development Goals 10. global responsibility. 11. Where CARE works and global achievements We facilitate lasting change by: 13. Planning, programming and learning strengthening capacity for self-help 15. Achievements in the fight against poverty providing economic opportunity delivering relief in emergencies 17. Ongoing progress in the fight against poverty influencing policy decisions at all levels 19. CARE’s response to emergencies addressing discrimination in all its forms.

21. CARE’s response to climate change Guided by the aspirations of local communities, we 23. Thank you to our supporters pursue our mission with both excellence and compassion because the people whom we serve deserve nothing less. 25. Our valued supporters 27. CARE Australia’s staff 29. CARE Australia’s governance OUR CORE VALUES 31. CARE Australia’s Board We respect and value diversity. 32. Financial report We respect, value and seek to enhance local capacities. We value and support the central role of women in development. We recognise and value the professionalism, skills and experience of our staff, and their contribution to institutional learning and development. We value CARE’s dynamism, adaptability and resilience. We value the support of our donors and program partners. We value the operational freedom that stems from being Solicitors Mallesons Stephen Jaques a not-for-profit Australian agency which is independent of any religious or political affiliation and which does not Bankers National Australia Bank discriminate on the basis of race, gender, ethnicity, age, Auditors Ernst & Young religion or politics. Design Christie Davis Design

ABOUT CARE FAST FACTS

ARE is an international humanitarian Our history Revenue by source Expenditure C aid organisation fighting global poverty, with a special focus on working with women CARE was founded in the USA and girls to bring lasting change to their in 1945. Initially an acronym Total $49,422,394 Total $51,972,793 communities. As a non-religious and non- for ‘Cooperative for American political organisation, CARE works with Remittances to Europe’, CARE communities to help overcome poverty sent food aid and basic supplies by supporting development and providing in the form of ‘CARE packages’ emergency relief where it is needed most. to postwar Europe. As the CARE is a confederation composed of 12 economies of the war-affected national members – Australia, Austria, nations recovered, focus soon Canada, Denmark, France, Germany- shifted from Europe to the Luxembourg, Japan, Netherlands, Norway, challenges of the developing world. Thailand, the UK and the USA – forming Accountability and one of the world’s largest independent, CARE Australia was established in 1987. accreditation international emergency relief and Former prime minister, the Rt Hon. Malcolm development assistance organisations. Fraser, AC, CH was the founding Chairman. To ensure accountability and transparency, 37% AusAID 87% Overseas projects India is an affiliate member of the CARE Australia grew through the 1990s and CARE Australia retains management and CARE International members (program expenditure) confederation and Peru is in the process developed a reputation for delivering fast and contractual control of all projects we 26% 6% Fundraising of becoming an affiliate member. effective disaster assistance on the ground. undertake. 23% Donations, legacies and bequests from the Australian public 6% Administration The national agencies operate independently Today, CARE Australia undertakes activities We are an active member of the Australian but cooperate closely in the field and work in 22 countries in the Asia-Pacific, Middle Council for International Development 6% Foreign governments and agencies 1% Community education together under the CARE International Board East and Africa, as well as responding to (ACFID) and uphold the highest standards 3% Multilaterals and Secretariat, based in Geneva. In 2010/11 humanitarian emergencies. of practice. This is demonstrated by our 5% Other CARE Australia played a major role in the commitment to: revision of the CARE International Code, Our work particularly the establishment of agreed • the ACFID Code of Conduct functions and standards of performance CARE works with communities to increase • the Code of Conduct for the International for all Country Offices. their income, improve health and education Expenditure Overseas projects by Federation of Red Cross and Red Crescent services, increase agricultural production, Movement and NGOs in Disaster Relief by sector geographical region protect the environment, build appropriate water supply and sanitation systems, and • the Sphere Humanitarian Charter and Total $45,199,063 Total $45,199,063 address child malnutrition. Our work is Minimum Standards performed in cooperation with local partner • the People in Aid Code of Good Practice organisations and government agencies. • the Fundraising Institute of Australia’s Because poverty disproportionately impacts Principles and Standards of Fundraising women and girls, CARE is particularly focused Practice. on gender equality. We know that supporting CARE Australia holds full accreditation status women and girls, ensuring their voices are with AusAID, the Australian Government’s heard and helping to remove barriers that overseas aid program. Achieving accreditation have held them back is the best way to bring entails a rigorous review of CARE’s systems lasting change to poor communities. and capacities. It reflects the Government’s Funding confidence in CARE Australia’s professionalism, accountability and effectiveness. 26% Health, water, sanitation and hygiene 6% Africa We rely on the generous support of the Australian public to fund our work. We build 23% Civil society strengthening 85% Asia Pacific on this support by attracting additional funds 21% Agriculture/natural resources 9% Other from institutional donors such as AusAID 13% Emergency response and the United Nations, as well as project 8% Education Africa Ethiopia Kenya Malawi Mozambique South Africa Sudan partners. 8% HIV/AIDS Zimbabwe Asia-Pacific Cambodia Indonesia Laos Myanmar/Burma 1% Infrastructure and other Papua New Guinea Sri Lanka Timor-Leste Vanuatu Vietnam Other Afghanistan Haiti Jordan Palestinian Territories Yemen

CHAIRMAN’S MESSAGE CEO’S MESSAGE

am proud to be I’m pleased to report that the project He was deeply committed to our work, IChairman of CARE in Ratanakiri has been so successful that providing substantial support, advice Australia’s Board the Cambodian Government’s education and guidance to our staff and Board. and part of CARE policy now includes support for bilingual Alf was a strong advocate of CARE’s work International, which education for ethnic minority groups. in Papua New Guinea in particular and in 2010 helped 82 There is still work to be done, though he provided significant support to the million people across – the project will now be scaled up to development of our presence there. 87 countries. Global reach more indigenous people in other CARE Australia is indebted to Alf, poverty is our responsibility, and I believe provinces in the country. and today we are stronger for his we can each contribute to making the commitment and contribution. Many generous Australians have helped world a better place for everyone. CARE Australia achieve successes such Sir Leslie and Alf both helped to Almost all of Australia’s neighbours as these. It is with great sadness that I make CARE Australia what we are today, are developing countries and two-thirds farewell two valued supporters of CARE a leading humanitarian organisation of the world’s poorest people live in Australia and members of our Advisory dedicated to fighting global poverty. the Asia-Pacific region. While some of Council, Sir Leslie Froggatt and Mr Alf The funds so generously donated by their economies are growing rapidly, it Paton, who both passed away during the Australian public change the lives will be many years, for example, before the year. of millions. I look forward to working Indonesia’s or Timor-Leste’s GDP per Under the chairmanship of the The Rt together in the coming year to build person reaches the levels we enjoy Hon. Malcolm Fraser, Sir Leslie Froggatt on our successes and continue creating here in Australia. In the meantime, played a critical role in the founding lasting change for the world’s most we will continue to work alongside poor of CARE Australia. He was our Director vulnerable people. communities in these countries to find from June 1989 until June 2004 and am pleased to report sustainable solutions to overcoming served as Vice Chairman from 1995 to that CARE continues to poverty. I 2001. Sir Leslie brought great wisdom to deliver quality programs When a girl completes primary school, she CARE is committed to not only responding On a recent trip to Cambodia with CARE Australia’s Board, was held in the that demonstrate a is more likely to grow up to have a healthier with essential aid, but helping communities CARE, I visited Ratanakiri Province,the highest regard by his CARE International real impact in reducing family and earn a greater income; the benefits improve their resilience to disasters before population of which is largely made up colleagues and provided welcome advice poverty. are passed on through future generations. Our they happen. Sometimes this is through of ethnic minorities. Until nine years and guidance to our senior management experience shows that working with women better farming practices that are more In 2010/11 we reached ago, they were largely cut off from going team. CARE’s ongoing work helping poor and girls provides the single biggest return drought resistant, sometimes through training Harold Mitchell more than 5.4 million people, 18 per cent more to school and taking part in the world communities lift themselves out of poverty on investment in development. communities to prepare for cyclones or floods. Chair, CARE Australia Board than we forecast last year. It is heartening to outside their villages because Cambodian reflects Sir Leslie’s deep commitment to Year by year we see that, even in disaster- me to hear their stories of hope and courage. Our commitment to permanently reducing state schools taught only in the national creating a just world. prone areas, these programs are helping poverty through the empowerment of women language, Khmer, not in their native Agustina Soares and her mother Fidelia are people to cope better. You will find more Mr Alf Paton was a CARE stalwart for and their communities is a key part of CARE languages such as Kreung and Tampuen. part of CARE’s Young Women Young Nation details of our humanitarian and emergency almost two decades, joining the Board Australia’s strategy. An important milestone program in Timor-Leste. Fidelia’s husband is response work within this report. Since then, CARE has helped these and Program Committee in 1994. in the global commitment to supporting ill and her family relies on her to make ends communities to build schools, create women and girls to reach their full potential meet. While many children, particularly girls, The past year has also been an important school boards with local members and occurred with the establishment of UN Women drop out of school in circumstances like these, time to strengthen and improve the train local teachers to reach over 2,300 in July 2010. CARE’s work inspired and motivated Agustina efficiency of our management systems, to children in their native languages. We to stay on and study, and her mother supports The first Progress of the World’s Women Report, ensure the donations you entrust us with have also developed a wide range of her decision. This will have a significant released by UN Women this year, reminded are managed carefully. As part of the CARE school books in these languages and impact not just on her future, but that of us of the remarkable advances made over the International network, CARE Australia is specifically focused on understanding her entire community. past century. However, it also highlighted the actively undertaking ongoing reforms so that and addressing the reasons why girls reality that for millions of women – generally we are better able to address the issues of are more likely to drop out of school. I visited the Young Women Young Nation the poorest and most vulnerable – justice today and tomorrow. We have strengthened schools in Timor-Leste this year and It was wonderful to see the enthusiasm remains out of reach. coordination around our responses to was impressed with the activities, which of the boys and girls in their schools emergency, and continued to build our encourage girls to learn new skills and take CARE is part of the GEAR Coalition, which with teachers from their own knowledge and understanding of the most leadership roles in areas such as drama, maths lobbied the UN to establish UN Women, communities. Overcoming barriers to effective ways to tackle poverty and provide and sport. There are also books and posters bringing together four previously separate education, particularly for girls, goes equal opportunities for women and men, that tell the stories of Timorese women who organisations. This single organisation will be a long way towards reducing poverty. boys and girls. have succeeded in their communities as better able to pursue the global commitments Educated girls become educated teachers, businesswomen or leaders. Parents to create a more equal world for women and Thank you for your support during the year. mothers who are more likely to send such as Fidelia become champions of girls’ men, boys and girls. Together we have helped millions of poor their children to school, have healthier education in their communities, and radio women, girls and their communities to families and earn a greater income. While there is a lot of progress we can programs highlight its value. overcome poverty. celebrate, the year was again marred by the According to data from the first two years large number of international emergencies. of this program, schools with CARE’s Young When disaster strikes, families and their Women Young Nation program have a lower communities are often pushed deeper into dropout rate for girls than other similar schools poverty. in the area. The dropout rates for boys have Julia Newton-Howes also decreased. This program is funded by your Chief Executive, CARE Australia donations to CARE Australia – thank you. CARE AUSTRALIA’S STRATEGY We will foster effective relationships which 3 enhance our reach and impact and n 2010/11, CARE began working towards CARE’s ability to respond effectively to Other priorities for 2011/12 include position us as a Ithe goals set out in the 2010–15 Strategy. emergencies was recognised by AusAID, who undertaking our five-yearly re-accreditation champion for women’s renewed our agreement to serve as one of with AusAID, and continuing to support the Approved by the Board in June 2010, the their six front-line emergency response NGOs. new CARE finance system and other leadership empowerment. strategy sets out a plan to strengthen our and management systems, such as the positioning, impact and effectiveness in In 2011/12 CARE Australia will continue development of Human Resources strategies the global fight against poverty and social to work with women and men in poor Along with maintaining our strong relationship with for over 900 local staff from the countries in injustice. It articulates our ambition to communities through 191 projects to improve AusAID in 2010/11, we have remained active in key which CARE Australia works. be the recognised leader in achieving a livelihoods, health, education and access to networks in the Australian development sector. We significant, positive and sustainable impact basic services. are involved in working groups and joint actions on on poverty and social injustice through sexual and reproductive health, water and sanitation, The primary goal will be achieved through the We will achieve the empowerment of women and their and gender and climate change with like-minded fulfilment of three enabling goals: significant income communities. 2 growth. agencies. In 2010/11 we worked with these networks to submit recommendations to the independent Key drivers in developing the strategy We will have review of aid effectiveness, as well as sending a included CARE’s continuing commitment to effective leadership In 2010/11 the number of people who submission in our own right. women’s empowerment and our move towards 1 and management donated to CARE Australia increased by ten developing long-term programs with a focus We are actively engaged in the broader work of CARE per cent from 2009/10, through various on impact. External influences included the systems. International. We participate in the coordination fundraising initiatives including the Walk unpredictable global economic outlook, team that steers the development and adoption In Her Shoes challenge and our CAREgifts the continued growth in the Australian aid of program strategies and directions for the During 2010/11 we began work with CARE Catalogue. We also continued to expand our program and the emphasis on development confederation, as well as a network that develops and International on a new global CARE finance effective relationship with AusAID, securing effectiveness. shares tools and resources on gender mainstreaming system and implemented a new Country an increase in funding of 12 per cent from Office Finance Manual, which was supported and women’s empowerment. The strategy outlines our primary goal: 2009/10. Through our Development Education Program, we Online donations continued to grow, reached over 10,000 people at schools, universities, CARE Australia will deliver quality programs increasing by 15 per cent from 2009/10, businesses and community groups this year, speaking with website users choosing to make a with demonstrated impact in reducing poverty. about topics such as women’s empowerment, general donation, donate to appeals such emergency response and poverty. as our Pakistan floods appeal or sign up as To work toward this goal in 2010/11, by training in Vietnam, Papua New Guinea, monthly givers. We also sent direct mail and In 2011/12, we will continue to build relationships CARE Australia managed 191 projects in 22 Cambodia, Laos and Timor-Leste. Country emails to our donors throughout the year for with new and existing partners to facilitate change countries, reaching more than 5.4 million Offices also updated their safety and security appeals on emergencies as well as hunger, for the most vulnerable. We will also continue to people. These projects helped reduce poverty management plans. water and education. advocate on behalf of those living in poverty to by assisting poor communities to increase influence government and civil society organisations. A revised staff performance-management Refer to page 22 for more information about their income and agricultural production, and Through our education programs and campaigns we system was introduced and new Training activities undertaken with our supporters improve health, education, water supply and will continue to raise awareness about the important and Development Strategy and Leadership during 2010/11. sanitation, and environmental protection. role of women’s empowerment in fighting poverty. Development and Mentoring Programs Refer to pages 14–17 for examples of In 2011/12 we aim to increase our donor approved. A new online medical and accident CARE’s projects. base by a further ten per cent so that we can claims system and a new payroll system were continue to scale up our work with vulnerable Promoting gender equality and empowering also implemented across CARE Australia, communities to tackle global poverty. We will women and girls is a fundamental part of increasing efficiency in the management take our important message to more people CARE’s approach to reducing poverty. Beyond of these functions. through opportunities such as Make Poverty providing women with skills and access to We continued work on improving our History, celebrating International Women’s resources, our projects aim to support durable information management; however, technical Day, expanding the Walk In Her Shoes social and structural change in women and difficulties slowed the progress of the system challenge and celebrating CARE Australia’s men’s lives. being developed internally. In 2011/12 we 25th year. As charity partner for the City of In 2010/11, a Gender Advisor was appointed will move forward on information management Sydney’s New Year’s Eve, we will participate in Canberra and various gender-analysis tools as part of a CARE International initiative to in multiple activities in the fight against were developed and field-tested. New gender improve our capacity to collect information global poverty. positions were created in Laos, adding to and report on the impact of our programs. those in Vietnam, Myanmar and Papua New Guinea, and all CARE Australia Country Offices participated in capacity building, strategy development and the inclusion of specific women’s empowerment objectives in programs. WHY DOES CARE FOCUS ON WOMEN AND GIRLS? CARE AND THE MILLENNIUM DEVELOPMENT GOALS

Working with women and girls provides the single biggest return on investment in development today. Our experience As part of our commitment to reducing poverty and empowering women, CARE is proud to be making shows that each woman who breaks free from poverty will bring four others with her. progress towards achieving the Millennium Development Goals by 2015. These case studies illustrate examples of how we are working towards each of the eight goals. O THE SITUATION P THE SOLUTION Goal 1 Goal 4 Goal 6 Of the 1.4 billion people living in poverty, over 60 per cent When a girl in the developing world receives seven or more years are women and girls. of education, on average she will marry four years later and have Eradicate extreme Reduce child Combat HIV/AIDS, malaria, 2.2 fewer children. poverty and hunger mortality and other diseases 99 per cent of pregnancy-related deaths occur in developing Adequate nutrition and care during pregnancy and childbirth countries and most of these deaths are preventable. could prevent 75 per cent of infant deaths that occur in the first four weeks of life.

Two-thirds of illiterate people in the world are women Each extra year of primary education that a girl receives boosts and girls. her wages later in life by 10 to 30 per cent. She will also have fewer and healthier children. Women produce half the world’s food but own only one per When women earn an income, they reinvest 90 per cent of it into cent of its farmland. their families.

Zimbabwe’s volatile economy has caused Nearly one in ten children die before they reach Papua New Guinea has the highest prevalence of What does an empowered woman look like? immense food shortages, significantly impacting the age of five in Timor-Leste. In partnership HIV in the Pacific, with a disproportionate impact the rural poor. CARE has trained 50,000 low- with the government, CARE is providing health on youth. CARE is working to strengthen HIV CARE’s theory suggests that empowerment is the sum of changes needed for a woman to realise her full human rights: the income farmers in Zimbabwe in agricultural information, advice for pregnant women, prevention and treatment on Bougainville Island, combined effect of changes in her own aspirations and capabilities, the environment that influences or dictates her choices methods that conserve land and fertiliser, supplementary feeding and growth monitoring with over 5,000 youth expected to be reached and the interactions she engages in every day. and improve their yield. for children under five. in 2012. Goal 2 Goal 5 Goal 7 Achieve universal Improve maternal health Ensure environmental primary education sustainability

In Timor-Leste, CARE’s Young Women Young CARE is working to address social and cultural Nearly 20 per cent of Palestinians in the Nation program is teaching parents about the barriers that limit women’s access to reproductive Palestinian Territories rely on subsistence farming importance of education and keeping children health care in Papua New Guinea, both directly to survive. CARE has worked with over 6,300 in school. After two years, schools with the with women and also with men and community farming households to strengthen skills and program reported a lower dropout rate than leaders. We also work with health care providers, assets so they can improve productivity and use other similar schools in the area. and train and equip village birth attendants. of limited water resources.

Does CARE work with men and boys? Goal 3 Goal 8 Men and boys are a critical part of women’s empowerment. From brothers and Promote gender equality and empower women fathers to teachers and community leaders, breaking down gender stereotypes Develop a global partnership for development and challenging social norms requires participation from everyone. This is why our CARE understands that empowering women programs focus on women, girls, men and boys, with the understanding that the and promoting gender equality is the most CARE is an active member of Make equality of women and girls benefits everyone in the community. effective way to create lasting change. In Poverty History, a coalition of Cambodia we are working with women on more than 70 aid and development literacy, life skills, small business training, organisations, and community and faith-based financial planning and goal setting to help groups who work in partnership to achieve them realise their potential. the United Nations Millennium Development Goals and halve global poverty by 2015. WHERE CARE WORKS & GLOBAL ACHIEVEMENTS

47. Pakistan Countries with 48. Palestinian Territories CARE programming 49. Papua New Guinea in 2010-11: 50. Peru4 51. Philippines1 1 Countries with CARE 52. Romania 53. Rwanda1 Australia programming 54. Serbia in 2010/11: 55. Sierra Leone 56. Somalia 1. Afghanistan 57. South Africa 2. Angola 58. Sri Lanka 3. Armenia1 59. Sudan5 4. Azerbaijan1 60. Tanzania 5. Bangladesh 61. Thailand6 6. Benin 62. Timor-Leste 7. Bolivia 63. Togo 8. Bosnia and Herzegovina 64. Uganda 9. Brazil 65. Vanuatu 10. Burundi 66. Vietnam 11. Cambodia 67. Yemen 12. Cameroon 68. Zambia 13. Chad 69. Zimbabwe 14. Chile1 15. Côte d’Ivoire CARE International 16. Croatia members: 17. Cuba 18. Democratic Republic 70. Austria of Congo 71. Australia 19. Ecuador 72. Canada 20. Egypt 73. Denmark 21. El Salvador 74. France 22. Ethiopia 75-76. Germany-Luxembourg7 23. Georgia 77. Japan 24. Ghana 78. Netherlands 25. Guatemala 79. Norway 26. Haiti -- Thailand6 27. Honduras 80. United Kingdom 2 28. India 81. United States 29. Indonesia 27 30. Jordan CARE International 31. Kenya 32. Kosovo Affiliate Members 33. Laos -- India2 34. Lesotho 35. Liberia 36. Macedonia CARE International 37. Madagascar Secretariat: 38. Malawi 39. Mali 82. Geneva, Switzerland 40. Montenegro1 83. Brussels, Belgium 41. Morocco -- New York, United States 42. Mozambique 43. Myanmar/Burma3 Sub-offices: 44. Nepal 45. Nicaragua 84. Czech Republic 46. Niger (of CARE Austria)

1 Limited presence. 2 CARE India is an Affiliate Member of CARE International and a country with ongoing programs. 3 Myanmar is the name recognised by the United Nations and the country in question. Burma is the name recognised by the Australian Government. 4 CARE Peru is in the process of becoming an Affiliate Member of CARE International. 5 CARE works in the area of Sudan which became South Sudan in July 2011. 6 CARE Thailand is both a member of CARE International and a country with ongoing programs. 7 CARE Germany-Luxembourg has offices in both Germany and Luxembourg.

PLANNING, PROGRAMMING AND LEARNING CASE STUDY: Using tools from Malawi in South-East Asia

rom our 65 years of experience in On completion of our programs, our aim is In implementing our activities, we engage In Malawi, CARE developed the Community Scorecard as a tool for F delivering practical and evidence-based that the communities we have supported are with community leaders, local decision- improving the delivery of services to remote and poor communities. solutions to poverty, we know that deep, empowered to stay out of poverty. making bodies and government authorities, The scorecard improved the flow of feedback between the service lasting change happens when we work closely along with groups without such a strong To achieve this, we work in three different providers and communities, improving the quality, efficiency and with communities at multiple levels to voice, such as women, youth or ethnic spheres simultaneously: accountability of services, and brokering more positive relationships address the underlying causes. minorities. We also work with local between communities and authorities. • Human condition – meeting people’s organisations with shared values to gain CARE is increasingly designing long-term Communities and health workers can rate the quality of health services basic needs and wellbeing, such as water, further support for communities. Partners may programs based on a clear vision of the in a village, for example. Together they identify the strengths and nutrition, hygiene and health. include local NGOs, civil society organisations, impact we want to achieve over 10–15 years. weaknesses of existing services and sign up to an action plan to improve • Social position – supporting people’s ability government agencies, community groups, Focusing on how we can address the multiple them. Based on the Malawi experience, the tool is now being adapted to have control over their lives, such as private sector groups or research institutions. causes of poverty helps us support permanent access to education and active, equal by CARE in Timor-Leste, Cambodia and Papua New Guinea, and CARE’s social transformation of poor and vulnerable participation in decision making. We review our work regularly with experience will be shared with other organisations. communities. stakeholders to test that we are achieving By recognising that programs can be transferrable and scalable, CARE is • Enabling environment – working to build results and to ensure we are accommodating In our programs we develop models of Monitoring and evaluation able to build upon previous experience while tailoring programs to best a society which is equitable and responsive changes that arise in the local context. We working that can be adapted by our partners to the needs of people, such as through suit the needs of each country and community. seek community contributions to programs CARE constantly looks for opportunities to and networks, and scaled to reach more more responsive local and national where appropriate, such as labour or materials learn from our work and make programs more people. authorities and legal systems. to support program activities; this encourages effective. Information is collected on program How we work self-help, and fosters a stronger partnership activities at regular intervals to measure and local ownership of solutions. progress, allowing us to identify what is Human Community engagement is a cornerstone working well, what may need adjustment condition of our approach to long-term development. For greater impact, we look for ways to scale AusAID works with Australian NGOs through and where we can further improve the lives Working with the Nutrition Our programs are a response to the needs up our work to multiply the benefits. We a range of different agreements. AusAID’s Water Hygiene of the people we are working to support. Australian Government identified by communities, and are informed identify and test models that can be adopted country or sector programs partner with NGOs Independent evaluations also provide valuable by a clear understanding of what those more widely. We then work with partners to AusAID to deliver agreed objectives. They draw on the reporting and feedback. communities face within their societies. replicate and sustain these models in other strengths of NGOs, particularly in relation to Long-term CARE Australia has a longstanding programs We undertake analysis to identify the needs areas, so that the benefits of CARE’s work We strive to improve the quality and efficiency relationship with AusAID. We cooperate long-term experience, capacity and links with Education Legal system with lasting and aspirations of the most vulnerable can flow beyond the immediate communities of our processes to ensure value for money, under AusAID’s Accreditation process for partner organisations and communities. In Social impact Enabling community members, such as minority where we work and bring positive change to so that each dollar spent creates the maximum Australian NGOs, which aims to guarantee 2010/11 CARE implemented programs under position environment ethnic groups or vulnerable women. other vulnerable people. benefit for the people we aim to reach. We that the Australian Government is funding Partnership or Cooperation Agreements in A voice in Local/national do this in numerous ways, from attracting Africa, the Middle East, Cambodia, Myanmar, decision-making authorities Ideas for new projects arise in various ways: professional organisations that deliver quality and recruiting high-calibre national and Vietnam and Laos. We are also a partner, through consultations with communities or development outcomes. To qualify, we are international staff, building the capacity of along with five other NGOs, in AusAID’s local partners, NGOs, government institutional required to undergo rigorous assessments our local implementing partners, and having emergency and disaster risk reduction work donors, or from new opportunities or needs of our organisational structure, systems robust financial and administrative systems. through the Humanitarian Partnership that we identify through our existing work. and philosophies. CARE completed our last Agreement. CARE International members also learn from accreditation review in 2006 and the next each other. Information and lessons are is scheduled for late 2011. The Department of shared to help staff learn from the experience Through its accreditation, CARE is eligible Immigration and of related programs in other countries. We for the AusAID NGO Cooperation Program Citizenship (DIAC) also strive to share lessons and experiences (ANCP). The ANCP is designed to recognise CASE STUDY: Changing education with others in the development sector in and supplement NGO activities that align with DIAC has concentrated its efforts on Australia, including our peer NGOs and developing and implementing durable approaches in Cambodia AusAID priorities. The program allows a great government bodies such as AusAID. deal of flexibility for NGO programming across solutions for displaced people, providing countries, regions and sectors, and gives the urgent humanitarian relief to stabilise Over the last nine years, CARE has been working with remote ethnic NGOs responsibility for the project design populations displaced by conflict and minorities in Ratanakiri Province, Cambodia, to provide bilingual and delivery, along with the monitoring, strengthening their protection. education, allowing children in these communities to learn in their evaluation and full accounting for funds With funding received from DIAC in 2010/11, native languages for the first time. Giving children these skills improves provided. CARE has ANCP-supported projects CARE assisted the re-integration of returnees their along with improving their human conditions, social position, in Laos, Cambodia, Vietnam and Timor-Leste. in Sri Lanka through skills training, small by helping overcome the disadvantages facing ethnic minorities in During the year, CARE Australia negotiated an grants, and savings and loans schemes. Cambodian society. ANCP partnership with AusAID that will come CARE also continued to work with five local into effect in 2011/12. This successful project has also worked to change the enabling Jordanian community-based organisations providing services to 750 Iraqi refugee environment. The Cambodian Government’s education policy now families. includes support for bilingual education for ethnic minority groups, based on evidence and advocacy drawn from CARE’s experience. Our model is now being adopted on a broader scale to benefit many more ethnic groups in other provinces across the country. Fighting avian influenza guidelines for bio-secure poultry-raising and The five-year project improved the lives ACHIEVEMENTS IN THE FIGHT AGAINST POVERTY in South-East Asia disease surveillance were adopted by the of over 12,600 people. A total of 830,000 governments of all four countries. square metres of land was cleared of Since the first case of avian influenza was mines, resulting in an 84 per cent reduction Safe handling of poultry during slaughter reported in 2003, more than 550 people in mine-related casualties over three years hanks to the generous support of and sale was also promoted. Through ongoing are known to have been infected with the in the target areas. training from CARE, Ma Soe, a chicken seller T Australian donors, CARE Australia managed illness, with over a third of the cases and at a market in Mandalay in Myanmar, has 191 projects in 22 countries in 2010/11, half of the deaths occurring in South-East Along with landmine removal, the project learnt how to recognise symptoms of the reaching more than 5.4 million people. Of Asia. worked to increase the productivity and the 191 projects, 112 were completed in deadly illness, methods of prevention and income of the poor communities. Close 2010/11. The outbreaks threaten the poorest and most who to tell in the event of a suspected case. to 3,000 households received support for vulnerable, particularly women, as they often Above all, she’s shared this information with rice and maize production, another 2,000 Improving lives for care for, sell and profit from small household the greater community. for vegetable and livestock production, pastoralists in Kenya flocks of poultry. The loss of income if 30 kilometres of road was rebuilt and poultry is destroyed also severely impacts ‘Other chicken sellers 357 household ponds were established. In Garissa, northern Kenya, pastoralists healthcare and education for the whole never gave me respect There are now 16 farmer cooperatives, and those working with livestock have not family. when I gave health traditionally had equal access to finance 57 savings groups and five commune The Community Based Avian Influenza and have been excluded from market education. But now things council development funds providing loans Risk Reduction Program, funded by your opportunities. Strict loan application are different. Now the to thousands of members. The framework donations to CARE and by AusAID, worked procedures did not recognise livestock and lessons learnt from this project now from 2007–2011 to help poor communities sellers ask me what I as assets and banking practice was not have the potential to be applied to other recognise, control and prevent avian influenza learnt and to share the compliant with Sharia law in a largely mine-affected regions in Cambodia and in Cambodia, Vietnam, Laos and Myanmar. Muslim population. information,’ says elsewhere. The focus was on developing models proven Ma Soe. Nhor Mao, a farmer from Cambodia, is CARE’s Livestock Purchase Fund project effective for poor communities in the Mekong testament to the success of the project. improved pastoralists’ ability to earn a region to inform and complement national The knowledge Ma Soe has shared is evident; In 2004, while tending to his crops, he sustainable income. In partnerships with and international planning and policy for today vendors are wearing aprons, washing stepped on a landmine and lost half of his the First Community Bank in Kenya, and the disease. their hands, cleaning their work benches regularly and throwing waste away in plastic right leg. In 2006 he stepped on another with funding from AusAID and USAID, CARE Activities to improve both animal and human bags to prevent future outbreaks. mine, further exacerbating his disability. developed a credit guarantee scheme that health were successfully promoted through ‘Before CARE came I was really scared to gave access to Sharia-compliant loans for training and volunteer surveillance teams Mine action in Cambodia people who would not initially qualify. who made sure improved environmental walk around here because it was full health practices were maintained. Pailin Province in Cambodia is still heavily of landmines,’ he said. After removing CARE provided initial capital of $300,000 mined after being a Khmer Rouge stronghold the landmines from Nhor’s plot and the to start a credit fund which helped 960 To educate farmers in the practices that during the civil war. The mines littered surrounding areas, Nhor was taught how households. Many pastoralists, including reduce risk of disease transmission, over beneath the fertile soil pose great risk for to grow corn, peanuts and mung beans women, accessed credit for the first time. 200 demonstration farms were established the many families in the area and exacerbate to help him earn a sustainable income. They were able to purchase more livestock at existing farms. After adopting these rural poverty for those who depend on while awaiting payment and buy vehicles practices, the poor communities saw less farming to earn an income. to transport livestock in larger numbers. poultry deaths and an increase in production Improved access to markets saw some and family income. Communities outside of ‘Now that CARE has come to clear the landmines I am pastoralist groups increase their volume of the project also independently adopted these sales fourfold and improved living standards safer practices, and the models and better, I am not scared anymore. Nowadays I can earn throughout the community. a lot of money, much more than before; three times more for my family,’ he said. Beyond access to credit, CARE also supported an animal health program and worked to address HIV/AIDS in the area. Six mobile In 2006 CARE, in partnership with AusAID, After using CARE’s cultivation techniques, health centres were established, reaching commenced the Australia Cambodia a typical maize farmer in Pailin increased 8,000 people. Pastoralists gained access Integrated Mine Action project to improve his or her annual income by $240 through to high-quality and affordable livestock the lives of vulnerable communities in the additional food production. This is enough medication, in addition to the production region and reduce people’s exposure to to provide food for a family of five for of animal feed. landmines. Through close consultation eight months. with communities and local authorities, Improving access to finance, quality animal the project targeted 28 poor villages and health programs and HIV/AIDS awareness worked directly with 80 per cent of the provided a complete package of services families living in the area. to the livestock sector in northern Kenya, helping build their resilience to the impact of drought and improve their overall living conditions. Urban water supply Nutrition enhancement Conservation agriculture in Mozambique in Timor-Leste in Zimbabwe The urban slums and informal settlements Nearly one in ten children die before the age The high volatility of Zimbabwe’s economy has around Maputo in Mozambique are often of five in Timor-Leste, where 41 per cent of the a significant impact on the rural poor, causing left out of council sanitation plans. Broken population live below the poverty line on less immense food shortages. water pipes deliver dirty water, sometimes than $1.25 a day. Although poverty is widespread With funds generously donated by the contaminated by diseases such as cholera. throughout Timor-Leste, the Western Highlands Australian public, CARE has been training are among the most food-insecure regions of CARE is working to improve the health and low-income farmers in conservation agriculture the country and suffer from one of the highest living standards for these communities by methods in seven districts of Zimbabwe. malnutrition rates in the small island nation. providing sustainable access to fresh water Simple techniques such as time management, and improving sanitation. The program is Thanks to Australian donations, and in crop rotation, mulching and minimising the part of WSUP (Water and Sanitation for partnership with the Government of Timor-Leste movement of nutritious topsoil have increased Urban Poor), of which CARE International is and AusAID, CARE’s Nutrition Enhancement yields and productivity. a founding member. The joint venture brings Project is providing health information, advice Of the 50,000 farmers who received the together organisations from the private and for pregnant women, supplementary feeding and training, many were provided with additional educational sectors, and is active across growth monitoring for children under five in the seeds and taught the techniques on Africa and South-East Asia. Western Highlands. demonstration plots within their community. The program will benefit over 8,000 people, This year, 550 community health days were These community gardens are a testament with construction of 100 shared latrines and held where activities such as growth monitoring, to the success of the program, with many 13 sanitation blocks. health advice and medical consultations producing substantial excess vegetables that for pregnant women took place, benefitting are then sold at the market. In one neighbourhood, it was found that over over 30,000 community members. Two CARE 200 people from 40 households were sharing Elinah Uhismo is a mother of six and a farmer field officers in each district supported local one toilet. In response, CARE worked with the in Zimbabwe’s drought-affected south. She volunteers to run community health education local council to identify and install several has been a member of CARE’s Conservation sessions in 540 locations for almost 9,500 toilet blocks. Farming Group since 2004 and is now leading people. her community out of uncertainty and into The blocks are simple concrete structures Every month, Juvita attends a community health productivity. with toilets, a water pipe and a place for day with her husband and two sons: Antonio*, families to do their laundry. Following She is producing more food, while using less three and Julio*, seven months. Here the boys consultation with the community, separate fertiliser and less land, after learning to make are measured, weighed and their growth is plotted blocks for men and women were constructed better use of the rains and plant the crops more against their records from the past three years. and wheelchair entry ramps were built. closely together. In 2011, Antonio tipped the scales at 13 Women were encouraged to participate in Now Elinah has not only enough food to feed kilograms, while little Julio was a healthy eight the toilet block management committees and her children, she has food to sell. With the kilograms. ‘I have learnt to use a mosquito net, now make up at least half of the committee money earnt from selling maize, the family built drink clean, boiled water and to wash our hands,’ members. Each committee elects a water a three-room home and can pay for school fees Juvita says. operator, usually a woman with little or no without any challenges. income, who maintains the blocks and sells ‘I feel better now,’ explains ‘I have earned more respect from the community; ONGOING PROGRESS IN THE FIGHT AGAINST POVERTY the water at a modest price – enough to pay Juvita, ‘I can bring my they come and ask me for assistance. I feel the water bills and earn a small income. children to get a check up greatly honoured and am willing to give advice,’ Community ownership is a vital part of the says Elinah. s we enter 2011/12 CARE Australia is Alongside the teaching curriculum, the program CARE opened the first ever girls’ school in the and get medication if they project’s success; each household in the area managing 79 ongoing projects, while promotes girls’ leadership by providing them village and Malalai convinced her mother she A makes a monthly contribution for the operation need it. The children are also working to identify new programming with more hands-on opportunities to develop should attend. She quickly learnt to read, write of the facilities. In one community, the amount healthier than before.’ opportunities. ‘We are seeing definitive results in the communities where collected, along with the income from the sale *CARE is committed to being a child-safe of soap and cleaning products, was enough to organisation. Names of children have been Girls’ education in changed. we have brought secondary school education for girls. It’s fund an electricity connection to the block. Afghanistan impressive. It’s the most impressive thing I’ve seen for In Afghanistan, a war-torn country that suffers years.’ Jennifer Rowell, CARE Afghanistan. from one of the highest infant mortality rates in the world, studies estimate that infant mortality their confidence and capabilities. They learn and and solve maths problems. She now helps in her rates drop by 5–10 per cent for every extra year discuss issues of health and wellbeing, including mother’s business, not only by writing down sizes that girls are able to stay in school. Time after hygiene, human rights, gender-based violence but also doing the family bookkeeping. Malalai time, research has shown that when educated, and decision-making. learned more and her family earned more. women are more likely to have healthier babies, to send their children to school and improve the Girls are also empowered to act as their own ‘I want to be a teacher, overall health of their entire family. advocates for their right to education and higher to serve my community learning opportunities through representation in With 2.4 million Afghan girls now enrolled forums such as Village Education Committees. and support my family in school, compared to just 5,000 in 2001, economically. I proudly progress in girls’ education is one of the rare Malalai was initially not allowed to attend the Afghan success stories of the last nine years. school in her village in rural Afghanistan. After say I am one of the most CARE, with financial support from AusAID, runs a bomb blast killed her father, she was forced talented students in my the only community-based secondary school to stay home and support her mother’s small class,’ Malalai said. program for girls aged 11–14 in Afghanistan, tailoring business. Her mother is uneducated which includes schools, learning resources and and could not write the size of customers’ training for teachers. clothes, and Malalai could not help her. Following the earthquake, Haiti experienced All survivors have been through an extremely East Africa drought CARE’S RESPONSE TO EMERGENCIES its first outbreak of cholera for decades. emotional experience with aftershocks and A lack of awareness about the disease and the lingering threat of nuclear disaster. Three Severe drought caused a devastating food poor access to water and sanitation meant it months after the disaster, more than 100,000 crisis across East Africa in 2011. By the quickly spread to affect over 200,000 people. people are still living in evacuation centres. end of June 2011, over 10 million people he world’s poorest people are the most Pakistan floods Haiti earthquake and CARE made immediate efforts to respond to had been affected, and with generous vulnerable to natural disasters, war, CARE responded by providing nearly 32,000 support from Australians, CARE had provided T In July 2010, Pakistan experienced cholera outbreak the outbreaks with increased distribution of famine and outbreaks of disease. CARE survivors with food and blankets along with emergency assistance to over 900,000 people catastrophic flooding resulting in one-fifth CARE’s ongoing response to the earthquake water and hygiene kits to 126,000 people responds to humanitarian emergencies by psychological support services. in Ethiopia, Kenya and Somalia. We will of the country’s land mass being inundated in Haiti on 12 January 2010 continued in and information about symptoms and meeting the immediate needs of those dramatically scale up efforts in the second with water. More than 20 million people the 2010/11 year, as teams work closely with treatment to close to 1.8 million people. Côte d’Ivoire unrest affected and providing effective emergency half of 2011 as part of our five-year (equivalent to almost the entire population local communities to help rebuild affected assistance. In the initial emergency response Laos drought Côte d’Ivoire has been in the grip of a response program. of Australia) were affected by the floods, phase, just after the emergency has occurred, areas. With the generous support of Australian political crisis since a disputed election causing approximately $10 billion worth Severe drought in southern Laos seriously In Ethiopia, CARE provided the most we provide food, shelter, clean water, donors, CARE has: in 2010. With increasing civil unrest and of damages. affected the 2010/11 harvest and created vulnerable, such as pregnant or lactating sanitation facilities, medical care, tools and • completed construction of over 2,500 conflict, around 200,000 Ivoirians fled extreme food shortages across the country. women and malnourished children under five seeds to those who need it most. After this CARE launched an immediate response, transitional shelters across the border to Liberia in April 2011. Estimates indicate that some 200,000 years old, with rapid-response nutrition and initial survival phase, we continue to help assisting more than one million people by • provided over 1,000 latrines to populations people were impacted by the drought, with In response to the growing humanitarian health interventions. people rebuild their lives and restore their providing: living in spontaneous settlement sites a significant increase in acute malnutrition. need, CARE has provided food, water, livelihoods in the years following the event. In Somalia, our focus was on rehabilitating • non-food items, such as kitchen sets, 3 sanitation services and psycho-social support • chlorinated a total of 630,000 m of water, In response, CARE has supported over 17,500 water systems, implementing cash-for-work In addition to emergency response, we also mosquito nets, blankets and hygiene kits reaching an estimated 500,000 beneficiaries through listening centres to more than people with emergency provision of rice and programs and providing cash relief to the work with communities to help them prepare per day in the Port-au-Prince metropolitan 12,000 internally displaced people in Côte • temporary shelter: tents, plastic sheeting vegetable seeds, fishing nets and hygiene kits. most affected, particularly female-headed and plan for emergencies. For example, in the and floor mats area d’Ivoire. low-lying islands of Vanuatu we are helping As part of the longer-term response, CARE has households. • healthcare services and essential medicine • employed more than 12,000 people through installed irrigation waterwheels and provided In Liberia, CARE has distributed items communities develop evacuation plans in In Kenya, CARE was the main distributor cash-for-work activities training on their use to local farmers. including blankets, sleeping mats and the event of a tsunami or cyclone. This helps • water purification, sanitation and hygiene of food and water for the 370,000 refugees • distributed close to 19,500 schools kits to mosquito nets to over 9,000 refugees, ensure communities are equipped to respond Japan earthquake residing at Dadaab refugee camp. To help • rehabilitation of community infrastructure. earthquake-affected students. built latrines and rehabilitated hand pumps. to, and survive, emergencies in the future. accommodate the growing influx of arrivals, In early 2011, CARE’s focus shifted to A massive 9.0-magnitude earthquake hit CARE staff are working with the refugee In 2010/11, CARE International responded CARE also provided newly arrived refugees recovery with key projects in the most Japan on 11 March 2011, unleashing a community to raise awareness of gender- to 24 new emergencies and CARE Australia with urgent basic services, especially affected regions of South Punjab and Khyber tsunami that caused major damage to coastal based violence, and safe water and supported response operations in ten water and sanitation, until they could be Pakhtunkhwa. CARE has also commenced a communities. Around 15,400 people have hygiene practices. emergencies including the Pakistan floods integrated into the larger refugee camp review analysing the impact of the floods been confirmed dead and more than 400,000 and the food crisis in East Africa. population. on women and developing better-targeted people have lost their homes. measures for future disaster-risk reduction. In the past year, we have introduced significant technical resources and materials for CARE’s programs. Two comprehensive online toolkits developed by CARE were launched at the Asia Regional Adaptation Conference in 2010: the Community Based Adaptation Toolkit and the Integrating Climate Change into Development Toolkit. These represent a significant contribution to global knowledge and practice in adaptation. Training, capacity building and direct technical support have been provided in the countries in which we work to assist delivery of these resources. Two regional workshops were held on climate change and disaster risk reduction to develop online training materials, and dedicated in-country support was provided in the Palestinian Territories, Jordan, Vietnam and Indonesia. In the Palestinian Territories, a climate change integration review was conducted in November 2010 to help project staff identify how CARE’s programs (focusing on livelihood security and civil society strengthening) could be modified to address the in August 2010, which covered waste, buildings, vehicles, climate change challenges faced by project participants. The assessment considered air travel, staff engagement and data management. how the project might contribute to climate change vulnerabilities, especially given Our overall emissions were fairly stable when compared to the region’s exposure to climate hazards and the population’s existing food and 2009/10, even with growing staff numbers. As in previous water insecurity issues. years, air travel was a major source of emissions. Our Project adjustments were recommended to make activities less vulnerable investment in video conferencing facilities in our Canberra to climate hazards and to decrease the dependency of communities to and Melbourne offices contributed to a 13 per cent reduction climate-sensitive resources. Where possible, suggestions were made to in domestic air travel, while international travel remained improve the availability, access and control of resources important to climate similar to 2009/10. We offset 36 per cent of our total change adaptation. These included: emissions through the Qantas Group carbon offset program. • adding rainwater harvesting to all infrastructure built through the project In CARE’s Melbourne office, we continued our use of 20 per to reduce vulnerability to water insecurity cent GreenPower, which commenced late in 2009/10. The • installing grey-water systems white section in the graph below reflects this, showing • seeking and using improved local seeds that are more tolerant to drought, the emissions we avoided through this action. However, CARE’S RESPONSE TO CLIMATE CHANGE extreme temperatures, pests and diseases we witnessed a nine per cent increase in overall emissions from the Melbourne office due to relocation to significantly • increasing engagement with the most vulnerable through reviewed larger premises in February 2010. Our building emissions in participant selection Canberra increased slightly from last year. • facilitating a cross-visit to CARE in Jordan where some of the key project any of the world’s poorest people live Our policy In November 2010, the international community modifications suggested are already being implemented Our priorities in 2011/12 in the most harsh and disaster-prone met in Cancun, Mexico, to continue climate • ensuring climate vulnerability and capacity analysis guides any further M CARE is committed to acting now to prepare We will continue to integrate climate change into our environments. Changing weather patterns change negotiations following those made in extensions or expansion. have seen an increase in extreme weather for the worst impacts of climate change and Copenhagen in 2009. CARE participated in the projects and develop community-based adaptation conditions and natural disasters, which have reduce the suffering it will cause. Through 16th Conference of Parties (COP) to the UN Our operations initiatives. We will also maintain our Reduced Emissions from Deforestation and Degradation (REDD) programming a disproportionate impact on these people our programs, advocacy and work to reduce Framework Convention on Climate Change with a In 2010/11, we continued to work towards our goal of a 40 per cent reduction and the development of social and environmental and their livelihoods. our own emissions, we are responding to delegation of 20 people comprising experienced of emissions from our Australian operations by 2015 through increasing efficiency, safeguards. climate change in a comprehensive and staff from CARE International’s Climate Change The agricultural livelihoods of poor rural using alternative fuel sources and purchasing carbon offsets. The Senior Management integrated way. Advocacy Theme Team, the African Adaptation In the lead-up to COP 17 in Durban, CARE will continue communities are particularly threatened. Team and the Green Team worked together on a comprehensive action plan endorsed Learning Program and CARE offices in Latin to work as part of the Climate Action Network Australia Vulnerability to climate change is, to a large In 2010/11 CARE continued to implement America. Three CARE International members and on our domestic engagement. degree, determined by existing financial, its 2009 policy to address climate change. and nine Country Offices were represented, with Emissions from CARE’s Australian Based Operations political, social and environmental inequities. This sets the direction for our response, We anticipate several key highlights in our climate change staff from the USA, Germany, Denmark, Peru, Those people already marginalised, such as ensuring that our programs and activities programming, including: are effective in the context of a changing Guatemala, Ecuador, Kenya, Ghana and Niger women, ethnic minorities, the disabled and • follow-up work in the Palestinian Territories to ensure climate and that we take responsibility for taking part in negotiations. the elderly, are at greatest risk. implementation of climate change recommendations and the greenhouse gases emitted from our CARE has also engaged directly with the The majority of the world’s poorest people to provide additional technical support to project staff Australia-based operations. It also provides Australian Government to influence its priorities are women and girls. Climate change • supporting staff in Myanmar to implement the four-year a framework for our targeted advocacy on and allocation of the fast-start climate finance is making it more difficult for them to program, Strengthening Partnerships and Resilience in climate change. it committed to in Copenhagen and Cancun. realise their basic rights and is worsening Communities, through a Climate Vulnerability and This engagement focused on climate change inequalities. Many women are denied access Capacity Analysis in early 2012. Our advocacy adaptation, and on social and environmental to new information about climate change and safeguards for reduced emissions from At our Australian offices, we aim to: participation in important decision-making We are committed to influencing decision deforestation and degradation. processes, despite possessing unique skills makers on issues around climate change in the • conduct ongoing investigation into alternative and knowledge vital to effective adaptation. countries where we work, in Australia and on offset options a global level. We are advocating for a fair, Our programs • integrate greenhouse gas and related data into existing For these reasons, and because women ambitious and binding international agreement systems, in particular to better manage our emissions are central to the food and livelihood CARE is dedicated to empowering those most that places poor and marginalised people at the from air travel security of their families, we place a special immediately affected by climate change, by very centre of a worldwide response. emphasis on gender equality and women’s emphasising social justice, gender equality • complete an audit of waste in both Canberra and and empowerment in all our projects. *CARE Australia’s emissions were calculated using Australia-specific emissions factors published in the National Greenhouse Accounts (NGA) Factors Melbourne. empowerment in our climate change work. 2010. Reported emissions include all direct emissions (Scope 1) and indirect emissions from electricity consumption (Scope 2). Other significant indirect emissions (Scope 3), specifically air travel and waste, were also calculated and reported. The Senior Management Team approved an Action Plan which included CARE Australia’s commitment to undertake a review of the organisational and operational boundary of its emissions calculations in 2011/12. This includes any currently excluded emissions sources, for consistency with emerging approaches to emissions management among other CARE International members, and relevant national and international standards for organisational emissions reporting. These include the Australian Government’s National Carbon Offset Standard, ISO 14064-1:2006, and the Greenhouse Gas (GHG) Protocol. THANK YOU TO OUR SUPPORTERS

he support of our donors, partners Walk In Her Shoes CARE’s professional speaking program is part of our Donations T and the Australian public is critical in allowing us to fund life-changing projects CARE’s Walk In Her Shoes challenge took Development Education Program, which is partly funded The number of people who donated to CARE in poor communities around the world. We place in March 2011 – challenging people by the Australian Government and aims to educate Australia increased by ten per cent from last to walk 10,000 steps per day for a week, year. Online donations increased by 15 per greatly value all support received, both the Australian public about poverty, international financial and in-kind, which enables us to while raising money to help empower cent, with website users choosing to make communicate the importance of the fight women and girls to lift themselves out development and foreign aid. To organise a CARE a general donation, donate to appeals such against poverty and the critical role of of poverty. Over 850 participants raised speaker please contact us: [email protected]. as our Pakistan Floods Emergency Appeal or women and girls. $160,000 across two weeks: 28 March – sign up as regular monthly givers. 3 April and 30 May – 5 June. Breathe television This year CARE also developed the Global Media Thank you to all our generous supporters People took part in the event all around who donate with a regular gift. Your monthly commercial Poverty: Teacher’s Toolkit, a 60-page resource Australia, as well as in Canada, China, to assist with teaching students about global During the year CARE’s staff liaised with payments are a vital source of income On a cloudy July day at a suburban Sydney Thailand and Italy! We also had the poverty, the issues faced in developing Australian and international media around for CARE and help us plan ahead with swimming pool, a volunteer film crew filmed support of many of our corporate partners, countries and CARE’s work supporting issues regarding the aid sector and CARE’s confidence. including Qantas, Ernst & Young, National work. For example, our CEO Julia Newton- CARE’s TV advertisement, Breathe. The 30- women, girls and whole communities to Thank you also to our supporters who Australia Bank, Salmat Ltd and Guests Howes appeared numerous times on ABC second commercial shows how lifting women overcome poverty. The toolkit contains bought a ‘gift that keeps on giving’ from Furniture, along with schools such as television news, articles were published from poverty has far-reaching effects: if you stories, fast facts and activities appropriate the CAREgifts Catalogue, including a pair Presentation College and Shelford Girls’ in national media about our Roy Morgan help 1 woman out of poverty she’ll bring for high school students at varying year of goats for a poor family and a new water Grammar in Victoria. research outlining the Australian public’s 4 others with her. CARE would like to thank levels. By teaching students about the system to reduce the time spent walking for attitudes towards aid, The Circle television the passionate team at RAPP for generously challenges in poor communities, we are water in a village. More than 3,000 chickens program helped us promote Walk In Her donating their time and talent. With support exposing them to issues affecting more than and 3,000 school books were purchased this Shoes and a segment aired on the television from Mitchells Communications Group, the one billion people around the world and year, and an increased number of CAREgift ‘I have been walking for basic exercise but now every time program 6.30 with George Negus about our advertisement launched in September on inspiring them to join the fight to overcome purchasers chose to become monthly givers girls’ education project in Afghanistan. national television, was screened in cinemas I walk anywhere I always think of the women and children global poverty. to CARE. and featured at the 2010 AFL Grand Final. who miss out on all the comforts that I get to have without In March, we were the charity partner at Ambassadors Roy Morgan polling in June showed that We are also grateful to everyone who having to do much at all.’ Quentin Ngawaka Stirling Coleman Grieg’s Women in Business Lunch over 20 per cent of Australians had seen We were pleased to announce in April that responded to our mail and email appeals in Sydney, which was attended by 220 the advertisement. Gail Kelly, Westpac Chief Executive Officer about issues including hunger, water, businesswomen. CARE’s CEO Julia Newton- ‘Everyone should have the right to an education and if the and Managing Director, is our inaugural education and emergencies. Howes and CARE Ambassador Janine Allis International Women’s money I raise can help just a little bit to make this happen Women’s Empowerment Ambassador. ‘More gave inspiring speeches about CARE programs Thank you for helping us make a positive than 875 million women and girls are Day 2011 then I’ll be happy.’ Ellen Rose around the world that empower women in change in poor communities. Next year illiterate, more than 60 per cent of the To celebrate the 100th anniversary of developing countries to lift themselves – and we look forward to connecting with new world’s 1.4 billion people living in extreme International Women’s Day on 8 March, their entire communities – out of poverty. and existing supporters through exciting Events and education poverty are women and girls – these things supporters hosted events to screen A activities such as Walk In Her Shoes 2012. We we must change,’ said Mrs Kelly. We are Powerful Noise, CARE’s award-winning Over the past 12 months, through our are also the charity partner for City of Sydney looking forward to working in partnership documentary. This film takes viewers inside events and Development Education Program, New Year’s Eve and will be celebrating CARE to raise awareness about the single highest the lives of three women – from Mali, Australians heard more about CARE’s work Australia’s 25th year. return on investment in development: Vietnam and Bosnia – who each overcome and helped spread the message of women’s women. seemingly insurmountable odds to bring empowerment as the way to bring about lasting solutions to their communities. From sustainable, positive change in poor all reports, many inspiring events were held. communities. CARE staff, including our CEO Julia Newton- During the year, we spoke to 10,000 people Howes, were invited to speak at a number in schools, universities, businesses and of them. CARE supporter Ann Lazzaro said: community groups about topics such as ‘It was a wonderful opportunity to share global poverty, women’s empowerment, and celebrate with some friends, but also emergency response and climate change. to hopefully support other women. The film was both empowering and sobering and we all felt very moved by it.’ Seven fit and brave CARE supporters cycled through Vietnam on a cycle challenge, spending International Women’s Day visiting one of CARE’s projects. The participants rode from Hanoi to Ho Chi Minh from 28 February to 11 March 2011, covering hundreds of kilometres over five days to raise nearly $30,000 to support CARE programs. OUR VALUED SUPPORTERS

Estate of the Late Patrick Charles Hogan Major donors Estate of the Late Jill Jordan Multilateral Estate of the Late Condor Cyril Kraehe Donors 2011 Mr Phil Anthony Estate of the Late Michael McLoughlan Mr Jeff and Mrs Marilyn Bidstrup Estates of the Late William McEwen Mr Jamie Christie Newnham and Shirley Thelma Newnham Asian Development Bank (ADB) Mr Stephen Harris Estate of the Late Barry Richard Tong European Commission Humanitarian Mr Barrie Hibbert Aid Office (ECHO) Mr Peter and Mrs Barbara Hoadley Corporate European Union (EU) Dr John Hunter The Global Fund to Fight AIDS, Dr Christopher Holmes Partners Tuberculosis and Malaria (GFATM) Dr David James International Organisation for Mr Rob Koczkar and Ms Heather Doig Migration (IOM) AGL Energy Limited United Nations Children’s Fund Mr Chris and Mrs Gill Lee Allens Arthur Robinson Ms Maria Manning (UNICEF) AMP Foundation United Nations Entity for Gender Mr Baillieu Myer AC BHP Billiton, Matched Giving Program Ms Annabel Ritchie Equality and the Empowerment of CAF Women (UN Women) Dr Graeme and Mrs Dawn Robson Centrelink Employees Mr Bruce Spiers United Nations Development Coleman Greig Lawyers Programme (UNDP) Ms Dorothy Stringer Computershare Ltd Mr A. Tan United Nations Population Fund (UNFPA) Deutsche Bank United Nations World Food Mr Raj and Mrs Jyoti Thethy I-Med Network (Ina Garbutt) 62 anonymous donors Programme (WFP) Jetmaster (VIC) Pty Ltd World Bank Kangan Batman TAFE Broadmeadows Trusts and Campus Macquarie Group Foundation Special Events Foundations Mallesons Stephen Jaques Maple-Brown Abbott Ltd Committee Ake Ake Fund OneSteel Limited Annie and John Paterson Foundation Peter Lee Associates Jane Baillieu ACME Foundation Qantas Airways Ltd Celia Burrell Catherine Gray Trust Quest – Southbank Cara Cunningham Charles and Patricia Thomson Trust Rabobank Australia Limited Chloe Fitzwilliams-Hyde Count Charitable Foundation RPG Jeanine Froomes Desmond Prentice Charitable Trust Salmat Limited Sarah Kirby Geoff and Helen Handbury Foundation Southern Cross Community Healthcare Sarah Manifold George Lewin Foundation Sussan Corporation Pty Ltd Serena Mitchell Greenlight Foundation Vietnamese Buddhist Youth Jocelyn Mitchell Ha-Ke-Na Foundation Association of NSW Caroline Pescott Harold Mitchell Foundation Westpac Group Arabella Tremlett J Holden Family Foundation Mundango Abroad Paul Ainsworth Family Foundation Bilateral Ravine Foundation Donors 2011 SMEC Foundation The Charitable Foundation Thomas Hare Family Trust Government of Austria Victorian Community Government of Australia Foundation - Bird Family Trust Government of Canada Wood Family Foundation Government of Denmark Government of Ireland Government of Japan Bequests Government of the Netherlands Government of New Zealand Estate of the Late James Michael Chisholm Government of Norway Government of Switzerland Estate of the Late Joan Mary Cosgrave Estate of the Late Walter Donald Couper Government of the United Kingdom Government of the United States Estate of the Late John Alfred Gray Estate of the Late Thomas Horton of America Bassett Haines Estate of the Late Florence Ada (Jenny) Hanlon Staff snapshots:

Sarah Gowty, CARE Afghanistan Program Quality Coordinator

Sarah has worked for CARE for over six years, most recently in the Africa and Middle East Team at CARE Australia. Sarah started at CARE Afghanistan in July 2011 as their Program Quality Coordinator. ‘In my time at CARE I have seen firsthand how access to safe water, basic education, and economic opportunities can make significant and lasting change to the lives of individuals, families and communities. It is a privilege to be part of this process CARE AUSTRALIA’S STAFF and I hope together we can continue to Staff development overcome the challenges faced by the communities with whom CARE works.’ During the year, a strategy was developed to align training and development activities Our staff are committed to the fight against Remuneration to organisation goals, enabling staff to contribute more effectively to these goals. This global poverty and are among the top in their Staff numbers 30 June 30 Jun 30 Jun % growth resulted in a training-needs analysis during the planning and performance appraisal 09 10 11 30 June 10 Following a remuneration review to ensure CARE field, bringing compassion and experience to -30 June 11 process, a training and development calendar and a training program to support CARE’s work in developing countries. Australia’s salary rates are fair and competitive emerging leaders in the organisation. Bharath Mohan, CARE Australia, Australia-based 61 65 68 5 within our sector, pay rates for Australia-based Senior Program Officer Asia/Pacific Staff profile Overseas based 65 50 49 (2) staff were increased by four per cent and all For national staff, the focus of training and development is threefold: National staff 1563 1280 920 (28) Australia-based staff received additional leave • developing the capacity of national staff with a view to nationalising senior positions CARE Australia employs 1037 staff: 68 in Bharath joined CARE in 2009 and works Total CA to cover the non-public holidays between Australia and 969 in our offices in developing • supporting new program direction through building core capacity of staff members contracted and 1689 1395 1037 (26) Christmas and New Year. in the Asia-Pacific team focusing on countries. Total staff decreased by 34 per cent national staff • providing opportunities for staff members to develop skills that improve their CARE’s Cambodia, Indonesia and from last year due to changes in our country The pay rates for Australian-contracted overseas performance. Timor-Leste programs. programs. staff in designated permanent positions were Volunteers increased by five per cent and the Hardship Leadership training has been identified as a high-priority activity for national staff, ‘I am always amazed by the focus and In Myanmar, major relief and reconstruction Allowance for Australian-contracted overseas with providers identified and sourced in each country to ensure training is delivered in dedication of my colleagues who work activities following Cyclone Nargis in 2009 This year 28 people generously volunteered for us in our Australia-based offices, 14 staff was increased in January 2011, on top of a culturally appropriate context. tirelessly to overcome poverty and bring were completed and in Cambodia, two of a three per cent cost of living adjustment made dignity to the lives of communities we our four field offices were closed following the in Canberra and 14 in Melbourne. We also on 1 July 2010. Equity and diversity work with. It’s a privilege to work for an completion of several projects. Due to these supported 12 volunteers in our Country organisation that you truly believe in, and changes, the percentage of staff who are local Offices through our continued participation in CARE Australia designed new job evaluation As of 30 June 2011, females account for 20 per cent of the Senior Management Team, where everyone is dedicated to a common citizens of the countries we work in decreased Australian Youth Ambassadors for Development guidelines for Country Offices to review national 58 per cent of Australia-based managers and 40 per cent of overseas managers. from 92 per cent to 89 per cent. (AYAD) and Volunteering for International staff positions and determine their value within goal – not many people get that chance.’ Development for Australia (VIDA). the organisation’s structure. These have been During the year, a Diversity Policy and a Gender Equity and Diversity Strategy were drafted and the CARE International Gender Policy was reviewed. Location Expatriate Local Total In 2010/11 we developed a Volunteer Policy implemented in two countries and will be rolled staff Staff Staff for CARE Australia’s offices. It outlines that out to other Country Offices as required. New employee orientation programs now incorporate an overview of the CARE Australia Australia n/a n/a 68 Gender Equity and Diversity Policy, the CARE International Gender Policy and the Angelina Dos Santos, volunteers are covered by our health and safety Performance management Timor-Leste 11 168 179 policy and, where no other organisation’s Women’s Empowerment Framework. In Country Offices, training on gender concepts CARE Timor-Leste, insurance policy applies, they are covered by has taken place and Gender Focal Points were set up. PNG 6 68 74 After feedback from staff, a review of the Administration Supervisor CARE Australia’s personal accident insurance performance management framework was The Communication, Respect, Empowerment, Accountability, Trust, Equity (CREATE) Laos 8 107 115 policy for volunteers. completed in May 2011 to make the process action plan was finalised, which ensures that gender equity and diversity principles ‘I have been working with CARE Timor-Leste Cambodia 6 110 116 more simple and logical. A four-point rating are embedded in the policies and practices that affect our staff and day-to-day Recruitment and retention for the last ten years. I have travelled to Vietnam 6 109 115 scale was introduced, along with pay progression business operations. linked to the performance cycle and pay-point every district of my country where CARE Myanmar 7 355 362 Staff turnover rates decreased from 36 to 26 per cent in 2010/11. An analysis of exit progression for effective performance. Critical Health, safety and wellbeing provides essential services such as maternal Vanuatu 1 3 4 questionnaires completed by departing staff elements such as aligning the individual’s work and child health, agriculture, education, Australia-based staff can raise health and safety issues with their managers, Regional 4 0 4 indicated a variety of reasons for resigning, plan with the organisation’s strategic goals and water and sanitation and road infrastructure. health and safety representatives or members of the CARE Australia Health and including pursuing other career opportunities, operating plans remained unchanged. I am responsible for ensuring that our project TOTAL STAFF 49 920 1037 Safety Committee. family and other personal reasons. In three Country Offices, new performance staff receive all the support they need for In 2009/10 the first stage of a review of the health and safety management at their work in the field. My work has included *Staff numbers include part-time staff and are A Recruitment and Selection Toolkit is being management frameworks for national staff Australian offices took place, including a review of Fire Wardens, First Aid Officers everything from facilitating meetings with current as at 30 June 2011. Expatriate staff developed that will help managers select the have been developed and implemented and are and Safety Representatives. village chiefs, to towing vehicles stuck in are international employees posted to a CARE right person for the right job while ensuring currently being evaluated. The new framework the mud after heavy rains and arranging Australia-managed Country Office. Local staff a fair and equitable process. varies slightly in each of the Country Offices This year, the second and final stage includes hazard identification and the reduction emergency helicopter flights. are locally employed national staff. to accommodate the unique cultural and and elimination of risks, along with processes to ensure health and safety is safeguarded In CARE Australia-managed County Offices there operational environment. at work and a continuous review process is created. are recruitment and selection frameworks for ‘Being a part of a CARE team is like being national staff that integrate and reflect the Ongoing safety and security mechanisms are in place for all CARE staff working in a part of a family. I would not want to work unique cultural, economic and employment countries with CARE programs. The safety and security aspects of the environment for anywhere else.’ climates. Country Office staff are regularly monitored and procedures are updated accordingly to best mitigate risks. The CARE Australia Board receives monthly safety and security reports. CARE AUSTRALIA’S GOVERNANCE

CARE’s Board They are drawn from a broad cross-section of Risk management and the Australian community with a diversity of fraud control The Board of Directors is responsible for experience and skills. The Board ensures that directing CARE Australia’s activities towards its performance, experience and skill base are The Board is responsible for the oversight of the achievement of its vision and fulfilment reviewed and renewed appropriately. material business risk and is assisted in this of its mission while living its core values as role by the Finance and Audit Committee and The Board appoints the Chief Executive and set out on page two of this report. the International Programs and Operations delegates to her or him the operational Committee. Management has developed and It is responsible for approving strategic management of CARE Australia with the implemented a risk management framework, direction, monitoring its implementation powers, authorities and delegations underpinned by our Risk Management Policy, and fulfilling stakeholders’ expectations. determined by the Board. It is responsible for CARE Australia’s overall whereby material operational, financial and performance, compliance with relevant laws, Board Subcommittees compliance risks are regularly assessed, codes of conduct and ethical standards and monitored and managed. The Board appoints Committees, which for the oversight of its risk management. regularly report to the Board, to assist in We are committed to maintaining a culture The Board endeavours to ensure that CARE the discharge of its obligations, consider of honesty and opposition to fraud and our Australia, its Directors and employees issues referred and delegated by the Board Fraud Control Plan sets out the steps to help conduct themselves in accordance with the and to make recommendations to the Board. ensure this culture is maintained. This plan highest ethical standards and consistently assists us to understand, prevent, detect, Further information about the Executive CARE Australia takes a conservative approach with its core values. It is comprised of investigate and respond to fraud. Reserves Policy Treasury Policy Committee, Finance and Audit Committee, regarding banking and the investment of 14 independent, non-executive directors People Committee, Fundraising and A cornerstone of our risk management Our Reserves Policy specifies that reserves Our Treasury Policy sets out the financial our reserves. Myer Family Company manages who serve on a voluntary basis and do not Communications Committee, International framework is our whistleblowers policy, need to be retained to safeguard the risk management framework adopted by our investment portfolio in line with the receive remuneration, with the exception Program and Operations Committee, ‘Tell Us’. This protects employees, volunteers continuance of CARE Australia’s operations. CARE Australia. This policy addresses approved investment strategy under the of reimbursement of reasonable expenses Governance and Nominations Committee and contractors who lodge a complaint or This policy balances the need to protect operational, liquidity, interest rate and oversight of the Board’s Finance and Audit incurred in undertaking Board activities. and the CARE Australia Advisory Council is grievance. One of the main purposes of our financial security while at the same foreign exchange risks. The policy notes Committee. provided on CARE Australia’s website, this policy is to provide employees with a time ensuring flexibility in meeting the that CARE Australia faces a wide range of www.care.org.au/board. supportive work environment in which they development and humanitarian challenges of financial and commercial risks, and outlines feel able to raise issues of legitimate operating in a dynamic global environment. those risks and how we will manage them. concern to them and to CARE Australia.

ORGANISATIONAL STRUCTURE CARE AUSTRALIA’S BOARD FINANCIAL REPORT

Directors’ Declaration Chairman Harold Mitchell, AC Director since 2004 Christine O’Reilly Director since 2007

Founder, Mitchell & Partners; Executive Chairman, Aegis Media Pacific; Director, CARE International; Global Co-Head of Infrastructure Investment, Colonial First State Global Asset Management; Director, In accordance with a resolution of the Directors of CARE Australia, we state that: CSL Limited, Anglian Water Group, Electricity North West; Member, Chief Executive Women. Chairman, Melbourne Symphony Orchestra; Chairman, ThoroughVision; Vice President, Tennis In the opinion of the Directors of CARE Australia: Australia; Chairman, Art Exhibitions Australia; Chairman, TVS University of Western Sydney’s Formerly – Chief Executive Officer and Director, GasNet Australia Group. television service for Greater Sydney; Director, Deakin Foundation; Chairman and Owner, Melbourne (a) the financial statements and notes of the Company have been prepared in accordance with AASB 1039 Concise Financial Reports; and Rebels Rugby Union. Dr Peta Seaton Director since 2008 (b) there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable. Formerly – President, Museums Board of Victoria; President, Asthma Foundation (Victoria); Chairman, National Gallery of Australia; Board Member, Opera Australia Council; President, Melbourne Special Adviser, Office of the Premier of NSW; Director, Bradman Foundation; Member UNSW Faculty On behalf of the Board. International Festival of Arts. of Science Advisory Council; Honorary Research Fellow of University of Wollongong. Harold is also the Chair of the CARE Australia Executive Committee and Governance and Formerly – Member of the NSW Parliament and Shadow Treasurer. Nominations Committee. Kay Veitch Director since 2009

Vice Chairman Philip Flood, AO Director since 2003 Executive Manager, Qantas Airlines; Certified Professional Member, Australian Human Resources Institute; Member, Australian Institute of Management; Board Member, Bestest for Kids Foundation. Formerly – Secretary, Department of Foreign Affairs and Trade; Director-General, AusAID; High Commissioner to the United Kingdom; Ambassador to Indonesia; High Commissioner to Bangladesh. Harold Mitchell, AC Bronwyn Morris Louise Watson Director since 2008 Chair Treasurer Treasurer Bronwyn Morris Director since 2007 Managing Director and Principal, Symbol Strategic Communications; Communications Adviser to Canberra, 21 October 2011 Canberra, 21 October 2011 many of Australia’s leading public companies. Director, Spotless Group Ltd; Director, Queensland Investment Corporation Ltd; Director RACQ; Formerly – Chairman, Corporate and Finance, Edelman Public Relations in Australia; Non-Executive Councillor, Queensland Division of the Australian Institute of Company Directors; Member, Bid Director, Odyssey House and McGrath Foundation; Advisory Board Director, Grant Samuel & Associates; Auditor’s Independence Declaration to the Directors of CARE Australia Committee for the 2018 Commonwealth Games on the Gold Coast. Committee Member, the Prime Minister’s “Supermarket to Asia” Communications Working Group. Formerly – Director, Brisbane Marketing; Director, Queensland Office of Financial Supervision; In relation to our audit of the concise financial report of CARE Australia for the financial year ended 30 June 2011, to the best of my knowledge and belief, Director, Bond University; Chairman, Queensland Rail; Director, Colorado Group Ltd; Member, Advisory Council there have been no contraventions of the auditor independence requirements of any applicable code of professional conduct. Australian Advisory Committee of Parsons Brinckerhoff. Bronwyn is also the Chair of the CARE Australia Finance and Audit Committee. Willoughby Bailey, AO, KCLJ Director, 1992–2008

Karyn Baylis Director since 2004 Chancellor, The Order of St. Lazarus of Jerusalem; Director, Blashki Holdings; Chair, Geelong Gallery Foundation. Ernst & Young Ben Tansley Chief Executive, Jawun – Indigenous Corporate Partnerships. Formerly – Chairman, CRC for Coastal Zone; Deputy Chairman and Chief Executive Officer, ANZ Partner Formerly – Director, Organisational Renewal, Sing Tel Optus Pty Ltd; Group Executive, Sales and Banking Group; Deputy Chairman, Coles Myer Ltd; Member, Economic Planning Advisory Council; Marketing, Insurance Australia Group; Senior Vice President, The Americas – Qantas Airways Ltd; President, Council of Trustees National Gallery of Victoria; Deputy Chair, Victorian Arts Centre; Canberra, 21 October 2011 Director, NRMA Life Nominees Pty Limited and NRMA Financial Management Limited. Director, Geelong Community Foundation Inc. Karyn is also the Chair of the CARE Australia People Committee. Sir William Deane, AC, KBE Director, 2001–2004 Independent Audit Report to the Members of CARE Australia Chairman, 2002–2004 John Borghetti Director since 2005 Report on the Concise Financial Report Formerly - Governor-General of Australia; Justice of the High Court of Australia; Justice of the We have audited the accompanying concise financial report of CARE Australia which comprises the balance sheet as at 30 June 2011, the income statement, Chief Executive Officer, Virgin Australia Group of Airlines; Director, The Australian Ballet Supreme Court (NSW); Federal Court Judge. statement of changes in equity and cash flow statement for the year then ended and related notes, derived from the audited financial report of CARE Australia Formerly – Executive General Manager, Qantas; Director, Sydney Football Club; Director, Jetset Travelworld; Director, Piper Aircraft (USA). Tony Eggleton, AO, CVO Director, 1996–2007 for the year ended 30 June 2011. The concise financial report also includes discussion and analysis and the Directors’ declaration. The concise financial report Chairman, 2004–2006, Vice Chairman, 2002–2004 does not contain all the disclosures required by the Australian Accounting Standards. Colin Galbraith, AM Director since 2004 Secretary-General, CARE International 1991–1995; Director, CARE International 2001–2007; Foreign Directors’ Responsibility for the Concise Financial Report Special Adviser, Gresham Partners Limited; Chairman, BHP Billiton Community Trust; Director, Affairs Editorial Advisory Board; Chair, Centre for Democratic Institutions. The Directors are responsible for the preparation of the concise financial report in accordance with Accounting Standard AASB 1039 Concise Financial Reports, and Australian Institute of Company Directors; Director, Commonwealth Bank of Australia; Director, Formerly – Australian Aid Advisory Council; Chief Executive, National Council for Centenary of OneSteel Ltd; Trustee, Royal Melbourne Hospital Neuroscience Foundation. for such internal controls as the directors determine are necessary to enable the preparation of the concise financial report. Federation; Federal Director, Liberal Party of Australia. Auditor’s Responsibility Robert (Bob) Glindemann, OAM Director since 2008 Sir Leslie Froggatt Director, 1989–2004 Vice Chairman, 1995–2001 Our responsibility is to express an opinion on the concise financial report based on our audit procedures which were conducted in accordance with ASA 810 Deputy Chairman and Non-Executive Director of Navy Health Limited; Deputy Chair, Very Special Kids Engagements to Report on Summary Financial Statements. We have conducted an independent audit, in accordance with Australian Auditing Standards, of the Foundation; Chairman, Australian Institute of Motor Sport Safety; Director, SecondBite; Director, Sir Leslie Froggatt passed away during the Annual Report period 2010/11. East Timor Roofing Holdings Pty Ltd; Director, East Timor Roofing and Training UNIP LDA; Chair, financial report of CARE Australia for the year ended 30 June 2011. We expressed an unmodified audit opinion on the financial report in our report dated District 9800 Rotary World Community Service Committee. Formerly – Chairman and Chief Executive Officer, Shell Australia Ltd; Chairman, Pacific Dunlop Ltd; Chairman, Ashton Mining Ltd; Chairman, BRL Hardy Ltd. 21 October 2011. The Australian Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and Formerly – Chair, RMS Logistics Pty Ltd; Director and Vice President, Confederation of Australian perform the audit to obtain reasonable assurance whether the financial report for the year is free from material misstatement. Motor Sport; Principal, PRO:NED Vic Pty Ltd; President, Rotary Club of Darwin and Rotary Club of Jocelyn Mitchell Director, 1993–2006 Melbourne Inc. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the concise financial report. Director and former Chairperson, Beaufort and Skipton Health Service; Director, Lowell Pty Ltd. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the concise financial report, Allan Griffiths Director since 2008 Formerly – Foundation Member, Women’s Electoral Lobby; Chairperson, The Australian Garden History Society. whether due to fraud or error. In making those risk assessments, the auditor considers internal controls relevant to the entity’s preparation of the concise 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 Managing Director, South-East Asia, Aviva Asia Pty Ltd; Director, BT Life Ltd; Director, St George Life Alf Paton Director, 1994–2004 Ltd; Director, St George Insurance Ltd; Director, Westpac Insurances Ltd; Director, Westpac Lenders effectiveness of the entity’s internal controls. Our procedures included testing that the information in the concise financial report is derived from, and is Mortgage Insurance Ltd; Director, AIA Australia Ltd. Mr Alf Paton passed away during the Annual Report period 2010/11. consistent with, the financial report for the year, and examination on a test basis, of audit evidence supporting the amounts, discussion and analysis and Formerly – Chief Executive Officer, Aviva Australia Group; Chairman, Aviva Investors; Director, Aviva Formerly – Managing Director and Chairman, Placer Pacific Ltd; Managing Director and Chairman, Kidston other disclosures which were not directly derived from the financial report for the year. These procedures have been undertaken to form an opinion whether, Gold Mines Ltd; President, Australia Papua New Guinea Business Council; Chairman, Hill End Gold Ltd. Australia; Director, CIMB Takaful Berhad; Director, CIMB Aviva Assurance; Director, First Aviva Taipei; in all material respects, the concise financial report complies with AASB 1039 Concise Financial Reports and whether the discussion and analysis complies with Director, Investment and Financial Services Association. Peter Smedley Director, 2000–2009, Chairman, 2006–2009, the requirements laid down in AASB 1039 Concise Financial Reports. Vice Chairman, 2004–2006 Director, CARE International 2004–2009 William (Bill) Guest Director since 2000 We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Chairman, OneSteel Ltd; Chairman, Spotless Group; Chairman, Colonial Foundation; Chairman Orygen Chairman/Director of Guest Group, Guest Hire, Guest Commercial, Suite Deals, Guest Interiors, Youth Health Research Centre; Director, The Australian Ballet; Director, The Haven Foundation. Independence Property 4 Retail and Guest Nominees. Formerly – Managing Director and Chief Executive Officer, Colonial Ltd and Mayne Group Ltd; In conducting our audit, we have met the independence requirements of the Australian professional accounting bodies. Formerly – Director, Freedom Furniture Limited; Director, Melbourne Football Club: Managing Chairman, State Bank NSW; Deputy Chairman, Newcrest Ltd; Executive Director, Shell Australia; Director, Andersons Furniture; Managing Director, Sofa Workshop. Director Austen Butta; Director Australian Davos Connection. Opinion Bill is also the Chair of the CARE Australia Fundraising and Communications Committee. In our opinion, the concise financial report, including the discussion and analysis and the directors’ declaration of CARE Australia for the year ended 30 June 2011 complies with Accounting Standard AASB 1039 Concise Financial Reports. The Hon. Barry Jones, AO Director since 1992 Founding Chairman: Rt Hon. Malcolm Fraser, AC, CH

Director, Burnet Institute; Chairman, Port Arthur Historic Site Management Authority; Chairman, Chairman, CARE Australia 1987-2001; President, CARE International 1990-1995; Vice President, Vision 2020 Australia; Director, Victorian Opera Company Ltd. CARE International 1995-1999. Prime Minister of Australia 1975-1983. Formerly – Australian Minister for Science; Member, Executive Board UNESCO. Patron: Her Excellency Ms Quentin Bryce AC Barry is also the Chair of the CARE Australia Program and Operations Committee. Ernst & Young Ben Tansley Governor-General of the Commonwealth of Australia. Partner Canberra, 21 October 2011 STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2011 BALANCE SHEET AS AT 30 JUNE 2011

2011 2010 Note 2011 2010 $ $ $ $ REVENUE ASSETS Donations and gifts Current Assets • Monetary 10,295,726 13,826,719 Cash and cash equivalents 2 23,367,452 26,549,121 • Non-monetary 57,008 83,363 Held to maturity investments 1,371,630 5,570,171 Bequests and Legacies 784,237 752,477 Prepayments 757,731 1,434,268 Total Revenue from Australian public 11,136,971 14,662,559 Trade and other receivables 3 3,691,719 6,066,382 Grants and Contracts Non-Current Assets • AusAID 18,204,532 16,272,947 Property, plant and equipment 4 1,047,109 1,268,124 • Other Australian 998,831 3,020,223 Investments at fair value 4,365,517 4,092,547 • Other overseas Other investments 5 1 1 Project grants from CARE International members 13,115,818 22,195,398 Total Assets 34,601,159 44,980,614 Project grants from multilateral agencies 1,537,502 2,488,769 LIABILITIES Project grants from foreign governments 2,870,747 4,701,173 Current Liabilities and overseas based organisations Trade and other payables 6 1,689,144 3,259,084 Donated goods from overseas-based organisations 469,083 127,770 Provisions 7 1,967,757 2,545,019 Investment income 769,324 1,151,537 Unexpended project funds 21,407,970 27,089,824 Other income 319,586 125,918 Total Liabilities 25,064,871 32,893,927 49,422,394 64,746,294 TOTAL REVENUE Net Assets 9,536,288 12,086,687 EXPENDITURE EQUITY International Aid and Development Programs Reserves - - Expenditure Retained Earnings • Funds to international programs 42,475,292 56,876,141 9,536,288 12,086,687 • Cost of raising program funds from government and 391,409 372,515 Total Equity 9,536,288 12,086,687 multilateral agencies At the end of the financial year CARE Australia has no balances in Current inventories, Current assets held for sale, Current and non-current other • Non-monetary expenditure – overseas projects 469,083 127,770 financial assets, Non-current trade and other receivables, Non-current investment property, Non-current intangibles, Other non-current assets, • Other program costs 1,863,279 1,955,629 Current and non-current borrowings, Current tax liabilities, Current and non-current other financial liabilities, Current and non-current other liabilities categories, and Non-current provisions. Total overseas projects 45,199,063 59,332,055 Community education 398,245 394,868 STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2011 Fundraising costs – Public 3,541,650 3,431,202 Accountability and administration 2,776,828 2,196,231 Retained Accumulated Other Total Earnings Funds Non-monetary expenditure 57,007 83,363 $ $ $ $ TOTAL EXPENSES 51,972,793 65,437,719 Balance as 30 June 2010 Excess/(Shortfall) of revenue over expenses (2,550,399) (691,425) 12,086,687 - - 12,086,687 (commencing balance) Other comprehensive income - - (2,550,399) Total comprehensive income for the period (2,550,399) (691,425) Excess of revenue over expenses (2,550,399) - - Amount transferred (to) from reserves - - - - During the financial year, CARE Australia had no transactions in the Evangelistic, Political or Religious Proselytisation and Domestic Other comprehensive income for the year - - - - Programs categories. Balance at 30 June 2011 9,536,288 - - 9,536,288 This condensed financial information has been extracted from the statutory financial statements. It is consistent, in substance, with these (year end balance) statements notwithstanding the less technical language and content. The statutory financial statements have been audited and are available on CARE Australia’s website. During the financial year, there were no adjustments or changes in equity due to the adoption of new accounting standards. This condensed financial information has been extracted from the statutory financial statements. It is consistent, in substance, with these statements notwithstanding the less technical language and content. The statutory financial statements have been audited and are available on CARE Australia’s website. CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2011 NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENT FOR THE YEAR ENDING 30 JUNE 2011 (CONTINUED) 2011 2010 $ $ 2011 2010 Cash flows from operating activities $ $ General public donations 11,079,964 14,578,575 Note 2 Cash and cash equivalents Grants and contract income 36,894,802 46,898,793 Cash on hand 386,768 253,188 Goods and services tax received 2,220,373 3,052,299 Cash at bank 20,689,224 20,886,269 Interest income 769,324 813,035 Cash on deposit 2,018,688 5,137,793 Other income 193,150 120,797 International revolving fund 272,772 271,871 Payments to suppliers and employees (52,215,842) (60,733,493) 23,367,452 26,549,121 Goods and services tax paid (2,063,885) (2,332,942) Note 3 Trade and other receivables Net cash flows from/(used in) operating activities (3,122,114) 2,397,064 Trade receivables 1,690,177 2,441,334 CARE International members 6,241 228,229 Project funds receivable 1,995,301 3,395,611 Cash flow from investing activities Receivable from wholly owned subsidiary - 1,208 Acquisition of property, plant and equipment (576,891) (561,651) 3,691,719 6,066,382 Proceeds from sale of equipment 165,259 42,463 Note 4 Property, plant and equipment Acquisition of investments (1,029,125) (1,209,144) Total property, plant and equipment – cost 3,174,260 3,031,652 Redemption of investments 4,941,615 2,215,356 Accumulated depreciation and amortisation (2,127,151) (1,763,528) Net cash flows from/(used in) investing activities 3,500,858 487,024 1,047,109 1,268,124 Note 5 Other investments Net increase/(decrease) in cash held 378,744 2,884,088 Share in subsidiary – at cost 1 1 Net foreign exchange differences (3,560,413) (445,939) Cash at the beginning of the year 26,549,121 24,110,972 Note 6 Trade and other payables Cash at the end of the year 23,367,452 26,549,121 Trade Creditors 537,723 1,659,186 This condensed financial information has been extracted from the statutory financial statements. It is consistent, in substance, with these Accruals 123,485 330,658 statements notwithstanding the less technical language and content. The statutory financial statements have been audited and are available Other Creditors 444,003 225,170 on CARE Australia’s website. GST Payable 482,668 368,656 CARE International members 96,613 248,364 STATEMENT OF CASH MOVEMENTS FOR DESIGNATED PURPOSES FOR THE Accrued project expenses - 323,727 YEAR ENDED 30 JUNE 2011 Accrued salary payments 4,652 103,323 1,689,144 3,259,084 No single appeal, grant or other form of fund raising for a designated purpose generated 10% or more of the international aid and development revenue for the financial year. Note 7 Provisions Current: NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENT FOR THE Employee benefits 1,937,971 2,493,621 YEAR ENDING 30 JUNE 2011 Other 29,786 51,398 1,967,757 2,545,019 Note 1 Accounting Policies The requirements of AASB 1039 Concise Financial Reports do not have mandatory applicability to CARE Australia. However ANALYSIS OF OPERATIONS FOR THE YEAR ENDED 30 JUNE 2011 the Directors of the Company have prepared the concise financial report in accordance with the presentation and disclosure requirements of AASB 1039 Concise Financial Reports for distribution to the members. This financial report does not substitute 2011 (%) 2010 (%) nor is it intended to replace the mandatory requirements applicable to CARE Australia under the Corporations Act 2001. Total Cost of Fundraising and Administration / Total Income 13 10 The format and disclosures in this concise financial report have been prepared in accordance with the requirements set out in Community Education / Total Income 1 1 the ACFID Code of Conduct. For further information on the code please refer to the ACFID Code of Conduct Guidance Document available at www.acfid.asn.au. Overseas Projects (Program Expenditure) / Total Income 91 90 The concise financial report has been prepared on an accrual basis of accounting including the historical cost convention and Increase (decrease) in funds available for future CARE programming / Total Income (5) (1) the going concern assumption. The financial report is presented in Australian Dollars. TOTAL 100 100 Revenue (millions) Revenue

2007 2008 2009 2010 2011

Years INFORMATION (CHARITABLE FUNDRAISING ACT 1991 NSW) MAIN INFLUENCES ON COSTS OF OPERATION Fundraising activities conducted CARE expensed $51.973m in the 2010/11 financial year. This was significantly lower than that expensed in 2009/10. As with the variation in Direct mail Face to face campaigns revenue, this is due to a combination of the volatility of the Australian dollar, the impact of continuing economic uncertainty and the transfer Major gifts program Corporate gifts of the management of the Jordan and Yemen Country Offices to CARE USA. During the financial year we expended $45.199m on our overseas Bequest program Special events programs, which included expenses associated with programs undertaken across Southern Asia and South-East Asia, the Middle East, the Pacific, Papua New Guinea, Caribbean and Africa. Media awareness Community service announcements Other expenses include: Comparison by Percentage 2011 (%) 2010 (%) • marketing, publicity and fundraising costs of $3.542m Total Cost of Services (Overseas Projects plus Community Education) / 94 95 • finance, human resources, risk assurance, legal, and information and communications technology infrastructure costs of $2.777m Total Expenditure minus Fundraising • community education costs of $0.398m.

Total Cost of Services (Overseas Projects plus Community Education) / 99 96 Total Income minus Fundraising EXPENSES 2007 - 2011 Total Cost of Fundraising / Revenue from the Australian Public 32* 23 Net surplus from Fundraising / Revenue from the Australian Public 68 77 Fundraising costs - Australian Public Overseas Programs * The increase in the cost of fundraising ratio is due to a strategic decision taken in 2010 to invest in donor acquisition to enable CARE Australia to have greater funds available in the future to undertake our important international aid and development work. In addition this Community Education result has been exacerbated due to the decreased revenue associated with emergency activities which is unpredictable. Administration Discussion and Analysis Section for the year ended 30 June 2011 Expenditure (millions) Expenditure TRENDS IN REVENUES ARISING FROM OPERATING ACTIVITIES Our total revenue of $49.423m in 2010/11 was 24 per cent lower than in 2009/10. Whilst our income was slightly reduced in 2010/11 due to the continuing economic uncertainty, the major reason for the variance to 2009/10 was the increase in the value of the Australian dollar during the reporting period and the loss of income following the transfer of management for the Jordan and Yemen Country Offices to CARE 2007 2008 2009 2010 2011 USA. The transfer of these Country Offices is in line with CARE Australia’s strategic decision to focus our emphasis on programs in Asia and BALANCE SHEET the Pacific. A significant proportion of our revenue is received from our CARE International Partners and overseas agencies in US dollars CHANGES IN THE COMPOSITION OF ASSETS Years (or other foreign denominations), thereby resulting in lower Australian dollar revenue on conversion. Total assets decreased by $10.379m in 2011 to $34.601m. This decrease is due to a combination of: Despite the impact of the continuing economic uncertainty the activities undertaken by CARE Australia during the year continued to be • cash, funds in terms deposits and other investments decreasing by $7.380m generously supported by $11.137m in donations from the Australian public. It should be noted that donations made for a specific purpose, • prepayments decreasing by $0.677m such as an emergency appeal, are recognised as revenue in the financial year in which the funds are expended. As a result of this accounting • trade and other receivables decreasing by $2.375m treatment, the amount shown as donations from the Australian public will fluctuate from year to year. • property, plant and equipment decreasing by $0.220m CARE Australia received $18.205m from the Australian aid program, administered by AusAID. This was in line with budget expectations, • investments increasing by $0.273m. and was an increase of 12 per cent compared to the 2009/10 financial year. CARE continues to be successful in securing funding from OTHER SIGNIFICANT MOVEMENTS IN THE BALANCE SHEET institutional donors such as AusAID due to our solid reputation as an agency that delivers quality projects and programs. The reduction in assets was offset partially by a $7.829m reduction in liabilities, principally relating to the completion of projects and the transfer of the management of the Jordan and Yemen Country Offices. This resulted in a significant reduction in the unexpended project REVENUE 2007 - 2011 fund balance.

CASH FLOWS Australian public CHANGES IN CASH FLOWS FROM OPERATIONS AusAID Net cash flows used in operating activities was a net outflow of $3.122m and a decrease of $5.519m on 2009/10. The negative operating cashflow Other Australian agencies and companies was primarily due to lower public donations and grants when compared with payments to suppliers and employees. Project grants from CARE International members CHANGES IN CASH FLOWS FROM INVESTING Project grants from multilateral agencies Net cash flows from investing activities in 2010/11 was $3.501m, and primarily represents the redemption of expiring term deposits. Project grants from foreign governments and Accountability Measure overseas-based organisations

Revenue (millions) Revenue Measure Definition Ratio Investment and other income 2008 2009 2010 2011 Overseas program expenditure Total amount spent on overseas programs as a 89% 90% 90% 91% percentage of total income 2007 2008 2009 2010 2011 Cost of administration ratio Total amount spent on administration as 6% 4% 5% 6% Years a percentage of total income

Cost of fundraising ratio Total amount spent on fundraising in Australia 18% 20% 23% 32%* EFFECTS OF SIGNIFICANT ECONOMIC OR OTHER EVENTS as a percentage of total revenue from the As stated previously the continuing economic uncertainty has impacted on the ability of our CARE International Partners to raise funds from Australian public their respective government international aid and development funding agencies (eg. European Union, United States Agency for International Development). The fluctuating Australian dollar in the current financial year has resulted in the recognition of a net foreign exchange loss * the increase in the cost of fundraising ratio is due to a strategic decision taken in 2010 to invest in donor acquisition to enable CARE Australia of $2.086m (2010: net foreign exchange loss of $0.841m) that is included in the funds to international programs and is due primarily to the to have greater funds available in the future to undertake our important international aid and development work. In addition this result has been translation of project-related foreign currency denominated bank balances into Australian dollars. It should be noted that almost all of this exacerbated due to the decreased revenue associated with emergency activities which is unpredictable. loss is unrealised due to the accounting treatment for the translation of foreign currency denominated bank accounts to AUD at balance date. Expenditure (millions) Expenditure

2007 2008 2009 2010 2011

Years