CARE International UK Annual Report and Accounts for the ... · Dharmender Singh3 Richard Street3 Dr Fiona Thompson (Vice-Chair)1, 2 Additional committee members Edward Bickham3 Michael

Annual Report and Accounts 2012-13

CARE International UKAnnual Report and Accounts for the year ended 30 June 2013

CARE International UKAnnual Report and Accounts for the year ended 30 June 2013

The Trustees of CARE International UK are Directors for the purposes of company law and Trustees for the purposes of charity law (hereinafter referred to as “the Trustees”). The Trustees are as follows:Oliver Stocken CBE (Chair)1 [Appointed 20 September 2012]Richard Greenhalgh (Chair)1 [Retired 20 September 2012]Professor Michael Adler3

Neil Alldred3 [Resigned 22 March 2013]Andrew Bearpark3

Angela Cluff1

Dr Alison Fielding2

Stephen King2 [Resigned 17 December 2012]Dr Susan Liautaud1

William Macpherson2

Michael Rogerson1, 2

Dharmender Singh3

Richard Street3

Dr Fiona Thompson (Vice-Chair)1, 2

Additional committee membersEdward Bickham3

Michael Dyson3

Nick Edwards2

David Sanderson3

Anne Siddell2

Lyndall Stein3

Andrew Studd2

Senior management teamGeoffrey Dennis, Chief ExecutiveSarah Taylor Peace, Marketing and Communications DirectorJohn Plastow, Programme DirectorMark Salway, Finance and Operational Support DirectorLucy Stoner, Human Resources Director

Registered officeCARE International UK, 9th Floor, 89 Albert Embankment, London SE1 7TP.Tel: 020 7091 6000. Fax: 020 7582 0728. For more information about our work, go to www.careinternational.org.uk

CARE International UK is a registered charity (registration number 292506). It is also a company limited by guarantee and was established on 7 May 1985, with registration number 01911651 (England and Wales).

1 Nominations and Remuneration Committee2 Finance and Audit Committee3 Programme Committee [Suspended from 14 March 2013]

Organisational details

About CARE International 1

A message from our Chair and Chief Executive 2

TRUSTEES’ REPORT

CARE International UK’s goals 3

Progress against our priorities 2012-13 5

Progress against our role within the CARE 9 International confederation 2012-13

Structure, governance and management 14

Financial review 17

Independent auditor’s report to the members 20 of CARE International UK

FINANCIAL STATEMENTS

Consolidated statement of financial activities 22

Group and Charity balance sheet 23

Consolidated cashflow statement 24

Notes to the accounts 25

Advisors 36

Thanks to our supporters 36

Map: A world of CARE 38

Contents

CARE INTERNATIONAL UK • ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2013 1

CARE International is a global confederation working to end poverty. This year we worked in 84 countries around the world, supporting 997 poverty-fighting projects that reach more than 83 million people.

Together with our partners, from civil society, governments and the private sector, we deliver impactful, sustainable and evidence-driven results because of our long-term commitment to communities and our focus on addressing the underlying causes of poverty and social injustice. This stems from our innovative approaches to development and humanitarian work drawing on nearly 70 years of working with the world’s poorest communities – communities that we not only serve, but with whom we collaborate and to whom we remain accountable.

We place special focus on working alongside poor women because, equipped with the proper resources, women have the power to help whole families and entire communities escape poverty. Women are at the heart of our community-based efforts to improve basic education, prevent the spread of disease, increase access to clean water and sanitation, expand economic opportunity and protect natural resources.

We also deliver emergency aid to survivors of war and natural disasters, and help people rebuild their lives. In areas where famine and flooding are serious threats, we work with communities to help them prepare for the worst, building their resilience to disaster.

We help poor people have a greater say about the decisions and policies that affect their lives, supporting them with information and skills so they can challenge decision-makers. We also lobby those in power on their behalf.

CARE International is a non-sectarian and non-partisan organisation.

CARE International UK

CARE International UK (CIUK) is a member of the global CARE International confederation. As well as raising money for CARE’s humanitarian and development work around the world, CIUK provides expertise in four key areas: humanitarian response, engaging with the private sector, conflict and governance.

Our mission is to fight poverty and injustice in the world’s most vulnerable places. We save lives in disasters and conflicts. We stand with women, girls and their communities to achieve lasting change for a better future.

In the view of the Board and of the management, CIUK is an operational charity and is not a grant-making body.

About CARE International

TALKING ABOUT CARECARE International operates in 84 countries, but is held together by 13 national members. These national agencies are separate legal entities but operate through one presence in each country and work together under the CARE International Board and Secretariat, based in Geneva. They are bound together by the CARE code.

When we refer to ‘CARE International UK’ or ‘CIUK’ we mean the UK-based organisation, acting on behalf of the CARE confederation.

When we refer to ‘CARE’, ‘CARE International’ or ‘the CARE International confederation’ we mean the work of other CARE country offices and other members working on behalf of the CARE confederation.

CARE INTERNATIONAL UK • ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 30 JUNE 20132

A message from our Chair and Chief Executive

The civil war in Syria has led to the deaths of more than 94,000 people and forced almost two million people to flee the country. This ongoing conflict has therefore been the focus of CARE’s humanitarian response over the past year. We have helped more than 112,000 refugees in Jordan providing cash to cover rent, food and clothes, and have now started helping Syrians displaced in Lebanon and Egypt.

In the past few weeks, the Philippines has been struck by a devastating typhoon, and we responded immediately sending our emergency teams to the affected areas to assess the situation and start distributing food as well as cooking sets and shelter kits.

One of the consequences of crises like those in Syria, the Philippines and other parts of the world such as the Democratic Republic of Congo (DRC) is that sexual violence against women can increase and even be used as a tactic of war. We therefore welcomed the Foreign Secretary’s initiative to seek an end to impunity for such crimes.

William Hague and UNHCR envoy Angelina Jolie visited the DRC this year to see our work helping women who have been raped receive medical treatment, psychological support and cash to start small businesses. With a place on Hague’s steering committee, we were able to successfully lobby for the inclusion of this type of support for rape survivors in the G8 Declaration on Preventing Sexual Violence in Conflict announced in April.

Our corporate partnerships went from strength to strength over the past year. Barclays committed a further £10 million to our Banking on Change partnership with Plan UK to help 240,000 young people access financial services across Africa. We trained more than 1,700 health workers and volunteers in Nepal who reached 32,000 mothers

and babies with healthcare services as part of our partnership with GlaxoSmithKline. Our Cocoa Life project with Mondelez International expanded from Ghana to Cote d’Ivoire aiming to train 4,000 Ivorian cocoa farmers in good agricultural practices, and help them diversify their income opportunities.

Lendwithcare.org, our innovative microloan scheme, flourished this year with 5,500 new lenders recruited, Zambia and Pakistan added as partner countries, and the total amount loaned to poor entrepreneurs in the developing world reaching £2.7 million. We held our second annual Walk in Her Shoes fundraising campaign and this year the event was launched with a walk through Westminster led by Helen Pankhurst and the Olympic Games suffragettes.

We were very pleased to be one of a small number of NGOs awarded a ‘high performing’ rating in a recent assessment by the Department for International Development (DFID). The report concluded that CARE offered “significant value for money” with their Programme Partnership Arrangement (PPA) funds.

We would like to thank all of our staff, partners, donors and ambassadors for their support, dedication, energy and effort in helping us to defend dignity and fight poverty around the world.

Oliver Stocken CBE Geoffrey Dennis Chair of Trustees Chief Executive 23 December 2013 23 December 2013


CARE International UK’s goals

Our prioritiesThe following four priorities reflect our particular expertise and contribution to fighting poverty as part of the global CARE confederation.

1 Humanitarian response – with a long-term presence in many of the world’s most vulnerable places, we take a comprehensive approach to emergency response including preparedness, immediate assistance and long-term recovery. We have a particular focus on shelter in emergencies, and building resilience through our climate change adaptation and food security work.

2 Private sector engagement – the private sector has a critical role to play in reducing poverty. We engage with companies to improve the impact of their activities on poor people, ensure financial inclusion, develop innovative partnerships and challenge market systems to be more inclusive so that real opportunities are created for poor people.

3 Preventing and resolving conflict – in an increasingly turbulent world, we provide expertise and support to our field operations in countries experiencing conflict, by supporting programmes spanning peace-building, reconciliation and rehabilitation. Protecting women from violence and increasing their participation in peace-building is a priority across the whole organisation.

4 Governance – the capacity of poor people to influence the institutions that govern their lives is fundamental to addressing the underlying causes of poverty. We work at a local level to help the most vulnerable and marginalised hold public authorities and other power holders to account for how they take decisions and allocate public funds.

CIUK also contributes resources and expertise in the following areas: maternal and reproductive health,

HIV/AIDS, water and sanitation, education, and economic development.

Women and girls are often the poorest and most marginalised in the places where we work. Cross-cutting each priority is therefore our strategic focus on empowering women and girls. This has become a key focus of our new strategic plan in CIUK and also across the confederation.

Our role within the CARE International confederationWithin the confederation, CIUK has five strategic roles. We:

1 Design and deliver quality programmes that address the underlying causes of poverty and specifically examine and address the disproportionate impact of poverty on women and girls. Focusing on our four priorities – humanitarian response, private sector engagement, conflict and governance – we model good practice and provide technical expertise to CARE’s work in these areas. We build and develop systems for monitoring and evaluating our impact to inform future programme development and influence change.

2 Advocate for policies to help the poorest, and change government and business practices to bring about lasting social change among communities living in poverty and affected by crises. We also lead CARE’s global advocacy priority on women, peace and security to ensure that women and girls in conflict are protected from violence and empowered to participate in peace processes.

3 Raise strategic and transformational funding for CARE’s poverty-fighting programmes in the world’s poorest and most vulnerable communities. CIUK focuses on raising funds for our four priorities but we also aim to raise unrestricted and flexible


income to fund innovative programming and advocacy across the confederation.

4 Support CARE International’s global transformation to achieve broader and deeper impact in our fight against poverty by providing strategic direction, resource and expertise. We listen to the voices of the communities and people we serve and help to change our global governance structure to be more representative of the places where we work.

5 Value our staff and strengthen our organisational effectiveness and accountability. We aim always to value our staff by striving to be an employer of choice, providing a supportive working environment and continuously building their skills to help deliver our mission. We also strive to maximise our investment in IT, financial and human resources in order to achieve organisational success, efficiency, effectiveness and value for money, honouring our commitment to our funders and supporters to make every penny count.


Progress against our priorities 2012-13

1 Humanitarian responseCIUK is a major contributor of funds to CARE’s global response to emergencies. Natural disasters and conflict disrupt the lives of more than 500 million people every year, and disproportionately affect women – 80 per cent of refugees in the world are women and children. CARE worked in 84 countries in the last year, so we were able to respond quickly to emergencies as they arose and make sure assistance got to where it was needed most, helping people respond to, prepare for and recover from disasters.

Emergency response

SyriaBy the end of June 2013, more than 94,000 people had died in the conflict in Syria and almost two million people had been forced to flee, seeking refuge in Jordan, Lebanon, Egypt and other neighbouring countries. CARE is working with host country governments, the United Nations, and international and local organisations to help refugees and host communities meet their most urgent needs and protect their dignity.

In Jordan this year we provided cash to cover rent, food and clothes for more than 112,000 Syrian refugees, as well as vital information on how to access healthcare and social support. We set up refugee centres in East Amman and Zarqa where CARE volunteers, who are refugees themselves, helped organise distributions. More than 22,000 families have sought assistance at the centre. We also re-established a presence in Lebanon and as the conflict escalated, we began to monitor needs and seek funding for Syrian refugees in Egypt and potentially Yemen.

CIUK is a member of the Disasters Emergency Committee (DEC) and received appeal funds for Syria; these are currently being spent on vulnerable

refugees in Jordan. We also seconded four members of staff to respond to the emergency.

Given the protracted nature, depth and scale of the Syria crisis, the response required demands a coherent organisation-wide approach that elevates the Syria response to the highest order of priority for CARE.

YemenMillions of people in Yemen continue to face a serious humanitarian crisis. Protracted internal conflict has forced thousands of people from their homes and disrupted public services, so that 13.1 million people lack access to clean drinking water and sanitation and the prevalence of infectious and water-borne diseases is high. CIUK has been leading a multi-agency consortium in Yemen and this year we installed and repaired 15 water systems and built water tanks for 13 schools. We also provided 2,500 families with basic hygiene materials such as soap and toothbrushes, jerry cans and silver filters to purify water.

Other emergenciesWe secured 16 new grants for our emergency response work across the world this year. In Bangladesh, where poor people struggled to survive the coldest winter in 45 years, we distributed 48,000 blankets. Following a cholera outbreak in Sierra Leone in 2012, CIUK secured funding from DFID’s flagship funding stream for rapid onset emergencies and reached more than 145,000 people with medical supplies. We also provided life-saving basic services such as safe water and sanitation to those affected by conflict in Darfur, Sudan.

ShelterEach year, hundreds of thousands of people lose their homes through natural disasters or conflict. Providing shelter for these families is much more


than protection from the elements – rebuilding a family’s home allows them to rebuild every other aspect of their lives.

CIUK’s Shelter Team have been deployed 11 times over the past year, providing specialist advice to CARE’s emergency operations, including design and implementation as well as training for our country offices, in Afghanistan, Cuba, Peru, India, Jordan and Lebanon.

A specific example is our response to the devastating floods that completely destroyed thousands of homes in south-west Bangladesh. During the year, the CIUK Shelter Team provided technical advice to CARE Bangladesh and five other charities that have built more than 11,000 flood-resistant houses and latrines. To protect against future floods, the houses are built on raised brick-walled plinths with deeply embedded precast concrete columns for added strength. As the area is also prone to cyclones, the roof is designed to resist high winds.

Climate change and food securityCARE’s Adaptation Learning Programme (ALP) helps farming communities adapt to climate change, for example by helping people to find other ways to make a living and having disaster risk reduction plans in place. In Ghana, we ensured that more than 236,000 people had disaster preparedness plans and we also trained officials in district assemblies to help their communities cope with the effects of climate change.

We completed a three-year project to improve nutrition through a package of services and education aimed at 55,000 women and their families in rural Bangladesh. It went beyond traditional work on nutrition to include training in growing food in home gardens, maternal health, immunisation and financial services, as well as setting up groups to support women facing domestic violence and early marriage. The impact on malnutrition has been impressive – for example, stunted growth within these families fell by almost 16 per cent over the three years.

2 Private sector engagementThe private sector plays an increasingly important role in helping communities find their way out of poverty. At CIUK, we work with companies to help them create more socially responsible practices and to support innovative programmes of work around the world. Highlights of our work this year include:

Bringing banking to poor communitiesMore than 2.5 billion people, mostly in developing countries, do not have access to savings accounts or affordable credit, making it difficult to save, manage unpredictable incomes and plan for the future. Banking on Change, our joint initiative with Barclays and Plan UK, now in its fourth year, links local Village Savings and Loan Associations (VSLAs) with banks or microfinance institutions. In the first three years of the initiative we helped 513,000 people.

In Uganda, where Banking on Change linked 217 VSLAs to formal banking institutions by the end of May 2012, average monthly household income rose by US$35.

This year, Barclays has committed a further £10 million to a second phase of Banking on Change which will target over 240,000 young people – who often have the least access to bank services – and also provide training in financial literacy, business and work-related skills.

In February 2013 CIUK published Connecting the World’s Poorest People to the Global Economy, a report which showcases our work with companies such as Barclays, Vodafone/M-Pesa, Equity Bank and Orange to connect millions of VSLA members with formal financial services.

Better healthcare for mothers and babiesCARE is one of three partners in GlaxoSmithKline’s (GSK) 20% Reinvestment Initiative, through which GSK reinvests 20 per cent of the profits that they make in some of the world’s poorest countries into strengthening those countries’ healthcare systems. This year we signed a Public Private Partnership agreement with the Ministry of Health and Family Welfare in Bangladesh together with GSK to train 150 private community-based skilled birth attendants, who will reach up to 1.4 million people


over a three-year period. In Nepal, we trained more than 1,700 health workers and volunteers this year who helped reach 32,000 mothers and babies with vital maternal and newborn healthcare.

Helping cocoa farmers make a better livingSmall-scale farmers living on less than US$2 a day produce 90 per cent of the world’s cocoa. Cocoa farming is labour intensive, prices are often volatile and younger people are leaving cocoa farms to work in cities. These challenges also threaten the sustainability of vital cocoa supply for the world’s

largest chocolate companies such as Mondelez International. CARE is partnering with Mondelez to empower cocoa farming communities in Ghana and Cote d’Ivoire, through better access to inputs and finance, training on good agricultural practices, additional income opportunities and negotiating with local authorities on the key issues of land-related conflict and child labour.

In February 2013, we began a Cocoa Life Project in Cote d’Ivoire in collaboration with one of Mondelez ’s key suppliers, ECOM. This three-year

Women are agents of change. When equipped with the right opportunities and resources, they can lift their entire families and communities out of poverty. But, of the 1.3 billion people who live in absolute poverty, a disproportionately large percentage are women. For these women, poverty doesn’t just mean scarcity and want. It means their rights are denied, their opportunities curtailed and their voices silenced.

Women’s empowerment is both a core strategy of CARE’s work and an end in itself, as a critical aspect of the fulfillment of the rights of women and girls. To address different development issues in all our work, without treating women as simply recipients, we work to enable women to be involved in decision-making at every level, from household to local, national and international.

All CARE’s projects consider women and girls; some projects focus specifically on their needs. This year, some of that work included:

Helping rape survivors build a futureAs conflict intensified this year in the DRC, the incidence of sexual violence against women and girls escalated. In eastern DRC an estimated 40 women are raped every day.

CARE’s Ujio Wetu (Swahili for ‘our future’) project is now operating in three camps for displaced people in eastern DRC, ensuring women and girls get swift access to quality medical treatment, such as HIV and pregnancy prevention. It has also set up VSLAs which survivors of sexual violence are particularly encouraged to join, to help them find ways to make a living and reintegrate them into their communities. In 2012, Foreign Secretary William Hague and UNHCR special envoy Angelina Jolie visited Lac Vert camp as

part of their work on the G8 Declaration on Preventing Sexual Violence in Conflict. Here, more than 180 survivors of sexual violence have been given small amounts of cash (£20) to help them buy food or even start small businesses such as selling cooked food in the camp.

Girls Education ChallengeThis year, CIUK was awarded four grants through a competitive process under the DFID-funded Girls Education Challenge scheme. This exciting programme will support CARE’s firm commitment to gender equality by helping to educate girls who have never been to school or who have had to drop out. The four projects in Afghanistan, Ethiopia, Somalia and Zimbabwe will benefit over 180,000 marginalised girls.

Domestic workersFollowing many months of effort by CARE, working in coalition with national organisations, Bolivia recently became one of the first countries to ratify International Labour Organisation Convention 189 on the labour rights of domestic workers. This is an example of what is possible on a small (but flexible) budget when we work with and through partners and have a clear advocacy plan from the start.

This work is part of a wider regional gender programme (in Bolivia, Ecuador and Peru) focused on the rights of domestic workers, who make up as many as 100 million people around the world. In the second half of 2013, we carried out a study to draw out comparative learning from the three countries, and to encourage new advocacy actions on this issue in the region and beyond. We will be launching the report in February 2014.

EMPOWERING WOMEN AND GIRLS


project will reach almost 4,000 farmers and more than 35,000 people in 11 communities, with a budget of just over US$2 million.

Women in businessCARE and Diageo, the global drinks company with brands such as Guinness and Smirnoff, have been working together on Plan W, an ambitious programme that aims to empower two million women in 17 countries across Asia Pacific by 2017. In Nepal this year, CARE’s local team has been using Plan W funds to help a network of poor Dalit women build their own sustainable micro-businesses and generate income for their families and communities. In Sri Lanka, CARE’s in-country team is working with Diageo and with the Jetwing hotel group to provide vocational training for young people so that they can embark on careers in the hospitality industry.

3 Preventing and resolving conflictCARE works in many countries where there is conflict or where peace is fragile. CIUK provides expertise and support to our field offices, through programmes that include peace-building, reconciliation and rehabilitation. Protecting women from violence and increasing their participation in peace-building is a priority across the confederation. Highlights of our work this year include:

Do No HarmOur conflict team has been training CARE Cote d’Ivoire on Do No Harm principles, to take into account both the intended and unintended consequences of intervention. As a result, our Cocoa Life project in Cote d’Ivoire was modified to respond more flexibly to potential sources of tension in local communities, such as land rights, rather than using an inflexible ‘one size fits all’ approach.

Voice for womenAn independent evaluation this year of CARE’s Women and Youth as Pillars for Sustainable Peace project in Nepal, which ended in 2012, concluded that “increased social cooperation and cohesion has brought about increased peace and harmony in the society. The project has also been effective in raising the issues of poor and marginalised groups and advocating for justice.” More than 56,000 poor,

vulnerable and socially excluded women and young people were able to engage with local authorities on peace-building, through 345 newly established peace groups.

With DFID funding, CIUK researched and produced Women and Transition in Afghanistan, a policy paper on aid effectiveness and women’s rights. It drew on programmatic experience and was disseminated in all major donor countries involved in Afghanistan, in advance of the international pledging conference on Afghanistan in Tokyo in July 2012.

4 GovernanceAll people have a right to participate in decisions that affect their lives, but poor people are often not heard by decision-makers, or don’t know how to participate. Our work in governance is about changing that. Highlights of our work this year include:

Holding authorities to accountCIUK, with the help of DFID, is supporting an innovation in Rwanda where our work with VSLAs is being combined with Community Scorecards (CSCs). In 2012, CARE Rwanda’s team helped district authorities use CSCs to collect feedback from local people on corruption, violation and abuse of rights, and the results contributed to the district’s annual performance assessment.

In January 2013, CIUK’s governance team co-facilitated a CSC event in Arusha, Tanzania, bringing together five African country offices to discuss best practice. The event generated plans for two new research studies on the impact of scorecards, one of which CIUK will co-lead with the Overseas Development Institute.

Lobbying for healthcareIn Peru, CARE’s Participatory Voices Project has been training people from traditionally marginalised communities to monitor health services, and has already substantially contributed to National Policy Guidelines on Citizen Health Monitoring. This year, CARE further added to national policy by developing two guides for maternal and neo-natal health interventions by Community Health Agents for Amazonian and Andean regions, which were formally endorsed by Peru’s Ministry of Health.


Progress against our role within the CARE International confederation 2012-13

1 Designing and delivering quality programmes

With a focus on humanitarian response, private sector engagement, conflict and governance, CIUK aims to model good practice and to provide technical expertise for CARE’s work in addressing the causes and impact of poverty, particularly on women and girls. We build and develop systems for monitoring and evaluating our impact to inform future programme development and influence change. This year we managed over 100 new and ongoing development projects. Achievements this year include:

In Pakistan our technical and vocational education training (TVET) project aims to enable rural women and young people to find new ways to earn a living, by improving vocational training. We have been working with the private sector to identify skills gaps and using that information to tailor TVET training to meet local industry needs. So far we have enrolled 500 women and young people in training courses, as well as developing village- and home-based training programmes, to cut out expensive and time-consuming travel.

BTAST (the Bihar Technical Assistance Support Team) has continued to provide high-level state-wide technical assistance to the Government of India in Bihar in health, nutrition, and water and sanitation. This has included training and monitoring a health programme that improves health check-ups and provides immediate primary health care services for children, as well as village health and nutrition days and a family-friendly hospital initiative.

Work also continued this year on EMPHASIS (Enhancing Mobile Populations’ Access to HIV and AIDS Services, Information and Support). It

targets people who cross the Nepalese/Indian and Bangladeshi/Indian borders looking for work, and who are particularly vulnerable to HIV and AIDS because of high levels of illiteracy and a lack of information about HIV/AIDS. The project is increasing access to prevention and treatment services as well as helping government and policy-makers better address the needs of vulnerable people. Advocacy highlights this year include being invited to share our findings with UN agencies in Nepal and Bangladesh, and to speak at a Regional Consultation organised by CARAM Asia and a global event organised by the International AIDS Society.

CARE has been working on the Empowering Community Resilience Programme (ECRP) in Malawi since 2011. The project aims to improve the resilience of more than 300,000 people to the impacts of climate change. Our work this year included training on early warning signs, first aid and emergency evacuation in the event of a natural disaster; and helping families to diversify their income through better agricultural practices, keeping livestock and training in business development.

CARE’s Global Monitoring and Evaluation SystemCIUK has used DFID’s flexible Programme Partnership Arrangement (PPA) funds to support the development of a coordinated approach to impact measurement and reporting in the CARE confederation – otherwise known as PIIRS. Over the past year, we have piloted a new set of indicators for collecting global output data and are developing a new approach to impact measurement. As part of this approach, CARE is developing global impact reports on an annual basis.


Reviewing our systemsThis year CIUK reviewed monitoring and evaluation (M&E), learning and impact measurement at various levels of our operations. The review recommended a more formal and defined role for CIUK’s M&E Team across the programme M&E cycle, including establishing appropriate partnerships with research partners around impact evaluation. A plan to implement recommendations is currently being developed.

DFID and the Programme Partnership ArrangementIn 2012-13 CIUK was awarded a ‘high performing/green traffic light’ rating by DFID as part of its mid-term performance assessment of the 40 charities receiving PPAs. CIUK was one of only eight agencies to receive a green rating, and was singled out as the only organisation to have met all of its performance targets. In October 2012 a major mid-term evaluation of our PPA was “deeply impressed at the high impact achieved with minimal PPA investments”, and recommended that DFID should continue to fund CARE as it offers “significant value for money”.

LearningThis year CIUK finalised 12 learning studies in our four priority areas, with recommendations for improving models. They ranged from private sector work on sustainable dairy value chains in Bangladesh, to community action planning in Ghana and a study on gender, agriculture and climate change. As part of our work on conflict we also produced a report on VSLAs in conflict zones.

Our focus next year will be on:• integrating gender equality and women’s

empowerment into all areas of our work• developing a global programme on Women’s

Economic Empowerment with specific emphasis on the role of business and markets to achieve this.

2 Advocating for policies to help the poorest

CARE aims to bring about lasting social change among communities living in poverty by engaging with and influencing governments, civil society and the private sector. CIUK leads CARE’s global advocacy priority on women, peace and security to ensure that women and girls in conflict are protected from violence and empowered to participate in peace processes. Highlights of our work this year include:

G8 Declaration on Preventing Sexual Violence in ConflictFor the first time in the G8’s history, the issue of sexual violence against women during conflict was discussed by Foreign Ministers in London in April 2013, when Foreign Secretary William Hague and UNHCR special envoy Angelina Jolie met G8 Foreign Ministers to launch the G8 Declaration on Preventing Sexual Violence in Conflict. CIUK’s advocacy team worked closely with the Foreign Office on Hague’s Preventing Sexual Violence Initiative (PSVI), lobbying for it to include comprehensive support for victims, improved UN coordination and a focus on tackling gender inequality. All of our recommendations were included in the final Declaration. CIUK Chief Executive Geoffrey Dennis was also invited to sit on the PSVI steering group. In just one day, CIUK received more media coverage on this issue than we’ve ever achieved before, including six broadcast interviews and five opinion pieces in national newspapers.

Commission on the Status of WomenCIUK sent a delegation to the UN Commission on the Status of Women in March 2013, who urged diplomats to make sure national institutions are held accountable to their commitment to prevent and respond to violence against women. Our team also pushed for more action to overcome traditional harmful practices involving violence against women and girls, by addressing root causes of gender inequality, and engaging with men and boys to change norms and behaviour.


Funding change for womenThis year our new report, Arab Spring or Arab Autumn?, examined women’s participation in the Arab Spring and international donor policy. Drawing on interviews with more than 300 women and men, the report suggests that donors should invest in longer-term programmes that change the attitudes and practices that prevent women from participating in public life.

MDGs and financial inclusionIn January 2013 we launched our Banking on Change report Breaking the Barriers to Financial Inclusion at the House of Lords, with Lord Boateng and DFID’s Chief Economist Stefan Dercon. It called for financial inclusion to be part of the next set of Millennium Development Goals and suggested that £145 billion could be pumped into formal economies if more people in the developing world established savings groups.

UK Hunger AllianceAs part of the ‘IF’ campaign – the largest UK charity campaign since 2005’s Make Poverty History – CIUK chaired the UK Hunger Alliance, an advocacy network of 80 UK charities. Our policy brief, Small Scale, Big Impact, launched at an event in Parliament in May 2013 ahead of the G8 Summit, looked at the positive impacts smallholder agriculture can have on reducing malnutrition.

Other highlights of the year:• We organised a visit by Rushanara Ali MP, then

Shadow International Development Minister, to Bangladesh to see our climate change and private sector work, where she made a film about the garment sector.

• CIUK’s ambassador Dr Helen Pankhurst was invited to join the Secretary of State for International Development’s Advisory Board on Women and Girls.

• We launched our new publications and policy website, CARE Insights, with information on development methods and good practice and our development blog, written by CARE experts. With it we aim to build relationships with key opinion formers and policy-makers, and to influence the policies and practices of government and business.

Our focus next year will be on:• strengthening CIUK’s ability to influence UK,

EU and UN policy-making bodies; and building CARE’s capacity to influence local, national and global organisations across the world to implement pro-poor policies

• continuing to develop our work in monitoring and evaluation, including building systems for monitoring our work in advocacy.

3 Raising strategic and transformational funding

CIUK has continued to make progress in raising money despite the challenging fundraising environment. We were pleased that our individual supporter and corporate income lines achieved a 60 per cent increase in unrestricted surplus contribution on the previous year.

Some of our highlights this year include:

Lendwithcare.orgOur innovative programme Lendwithcare.org continues to grow successfully. Lendwithcare.org offers the UK public the unique opportunity to make a small loan to an entrepreneur in a poor country, watch their business grow and then when the loan is paid back, lenders can repeat the process. By the end of the year Lendwithcare.org had facilitated cumulative loans of £2.7 million being made to poor entrepreneurs and brought lasting change to many families and communities. This year we recruited 5,500 new lenders to the scheme and added Pakistan and Zambia as participating partner countries, taking the total to seven.

Walk in Her ShoesThis was the second year of our flagship Walk in Her Shoes campaign, where we encourage women and girls in the UK to walk 10,000 steps in a week in solidarity with their counterparts in poor countries who have to walk for hours every day to fetch water. This year thanks to some high-profile celebrity support from Linda Barker and Dannii Minogue among others, the campaign featured in the Independent, Metro and Hello magazine, and 546 walkers helped raise over £71,500.


The private sectorOur partnerships with big business continued to deliver strongly this year and the income from our private sector partnerships grew to £4.9m (2012: £4.6m). We agreed a second phase of our award-winning Banking on Change partnership with Barclays and Plan UK, as well as an extension of our activities with Mondelez, GlaxoSmithKline and Anglo American. The C&E Corporate-NGO Partnership Barometer 2013 included the Banking on Change Partnership in the top five most admired corporate-NGO partnerships.

Government fundingThis year we increased the value of our ongoing projects by 13 per cent to £132m. Although we continue to see less income from the European Union and the European Commission’s Directorate-General for Humanitarian Aid and Civil Protection (ECHO), we secured four new multi-million pound contracts from DFID for Girls Education Challenge Programmes in Somalia, Afghanistan, Ethiopia and Zimbabwe.

Individual supportersThough we were unable to recruit the volume of supporters we’d planned this year, thanks to improvements in our supporter service and the generosity of our existing supporters, we ended the year in a good position, with well-tested plans to launch new supporter recruitment campaigns in the autumn on TV and in town centres across the country.

Our focus next year will be on:• continuing to invest in income generation

programmes to deliver unrestricted growth• recruiting 20,000 new supporters• generating £3.9 million loan income for

entrepreneurs through Lendwithcare.

4 Supporting CARE International’s global transformation

For CARE to remain effective in a changing world and deliver on our global programme goals for 2020, we must continue to evolve as an organisation. Key components of a renewed CARE include a focus on gender; working

increasingly in partnerships and as part of a network of governments, academic institutions and communities; a CARE presence in countries around the world that is adapted to the local context; and the creation of regional hubs for technical support and regional engagement with stakeholders. This year CIUK has continued to contribute strategic direction, resource and expertise to this process.

Our private sector engagement work is now an official centre of expertise for the CARE confederation following the June 2013 Board meeting. The aim is to have a coordinated approach to working with business and markets, and so increase CARE’s influence, income and ultimately impact on the communities we work with. This is a core part of CIUK’s strategy for the next two years and prioritises private sector engagement as one of our key areas of expertise.

CIUK has also taken a larger role in Europe and has now been asked to take control of running the Brussels office.

Our focus next year will be on:• providing leadership in the CARE global

transformation process and the realisation of the CARE 2020 vision

• helping to drive and define women’s economic empowerment as part of our global private sector platform for the whole CARE confederation.

5 Strengthening organisational effectiveness

We strive to become more effective and accountable so that we have the greatest possible impact on poor and vulnerable communities. We take seriously our commitment to our funders and supporters to make every penny count. This year our focus has been on developing more efficient and effective systems, specifically updating our work on cost recovery.

PeoplesoftWe contributed greatly to work on CARE’s new financial management and grants system (Peoplesoft financials), which went live in July 2012 across 54 countries. This will enable us to operate more efficiently and report more quickly


and accurately to our donors. We successfully implemented this in CIUK and helped coordinate the implementation of this across Europe.

Working with CARE USA to develop our talentThis year, CIUK worked with CARE USA to deliver the first Catalyst Leadership Forward programme, sponsored by American Express. Ten months of development activities and coaching conversations culminated in a six-day seminar that focused on CARE’s vision for its leaders. Two CIUK staff members became Catalyst coaches and several others received training to help them grow as leaders from this.

Value for moneyWe are very pleased that a DFID report this year found CARE offers “significant value for money” in the way we use its funding. Over the last year we have been developing a value for money framework that includes three criteria in line with DFID policy (economy, efficiency and effectiveness), plus timeliness, a fourth criterion from our work on humanitarian assistance. We are striving to get the right balance between these four criteria; in particular, ensuring that our projects deliver a quality outcome.

We would also like to thank Ashurst LLP for their continued support in supplying pro bono legal assistance throughout the year.

Our focus next year will be on:• developing a working environment that

is supportive of women, in line with our commitment to gender equality

• investing more in IT, financial and human resources in order to achieve organisational success, efficiency, effectiveness and value for money

• defining how we will hold ourselves more accountable to the communities we serve.


Structure, governance and management

Governing body and governanceThe governing body of the Charity is the Board of Trustees. The Board meets formally five times a year. In addition there are two standing committees:• Finance and Audit Committee• Nominations and Remuneration Committee.

These committees are made up of members of the Board and other independent individuals with relevant experience under specific terms of reference from the Board.

Potential candidates for both the Board and Committees are normally recruited through an open and transparent process, including by advertisement in the press and full display on the CIUK website. However, in exceptional circumstances, individuals with particular skills may be approached directly where, in the opinion of the Board, this is in the best interests of the Charity.

The Nominations and Remuneration Committee select potential new members of the Board who are then approved by the full Board before appointment. Members of the Board and Committees serve for a three-year period and may be re-elected for a maximum of two further three-year terms.

A formal induction process exists for new Board and Committee members.

Statement of Trustees’ responsibilitiesThe Trustees (who are also directors of CIUK for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and regulations.

Company law requires the Trustees to prepare financial statements for each financial year. Under that law the Trustees have elected to prepare the financial statements in accordance with United

Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period.

In preparing these financial statements, the Trustees are required to:• select suitable accounting policies and then apply

them consistently• observe the methods and principles in the

‘Accounting and Reporting by Charities: Statement of Recommended Practice’ (SORP), issued by the Charity Commission

• make judgements and accounting estimates that are reasonable and prudent

• state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable group will continue in business.

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.


In so far as each of the Trustees is aware:• there is no relevant audit information of which

the charitable company’s auditors are unaware• the Trustees have taken all steps that they ought

to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the company’s website. Legislation in the United Kingdom, governing the preparation and dissemination of financial statements, may differ from legislation in other jurisdictions.

Internal controlsThe Trustees have overall responsibility for ensuring that the Charity has an appropriate system of control, financial and otherwise. They are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the Financial Statements comply with the Companies Act 2006.

The systems of internal control are designed to provide assurance against material misstatement or loss. They include:• a two-year strategic and business plan (2014-

16) and an annual budget both approved by the Board

• regular monitoring of Key Performance Indicators (KPIs), and a full implementation plan developed from the strategic plan

• quarterly consideration by the Board of financial results and variance from budgets

• the use of Committees in meeting their duties and delegating certain functions of the Board

• appropriate identification and management of risk

• the Finance Director completes a review of the delegated and financial authorities which is signed off by the Board each year

• internal auditing, as carried out in accordance with the CIUK Audit Charter, focused on overseas projects and CIUK processes and procedures.

As part of this process, Trustees continue to review the adequacy of the Charity’s internal control environment with the Finance Director and Senior Management Team. They consider whether controls are sufficient on an annual basis.

Risk managementCIUK is committed to a risk management process and accordingly the position of Head of Internal Audit and Risk Management reports through the Finance and Audit Committee to the Board. The role ensures that a formal process to assess business risks and implement appropriate risk management strategies is carried out on a regular basis.

Various types of risks faced by the Charity are identified and prioritised in terms of their potential impact and likelihood of occurrence. The major risks identified are as follows:• CIUK manages projects through our country

offices. As such, we expend significant effort on managing these remotely. Our risk is that projects fail to deliver outputs and outcomes as expected. Equally we have a risk when working with local NGOs as partners that they fail to maintain adequate internal controls and effective control over projects. We continue to strengthen our project oversight and project management tools, for example through the implementation of our new finance and grant system. Equally we work with our country offices to ensure regular review of local NGO activities, and also undertake capacity building to help local NGOs become more effective partners.

• CARE International is going through a global change focused on becoming more relevant and impactful for the future. Part of this is making sure that we cut costs and ensure effective cost recovery on contracts. A major risk is that this change will disrupt our business. CIUK sits on the Transition Oversight Committee and planning team. Through our membership we are helping to drive this change and keep abreast of its impact.

• A key current risk is potential failure to secure and/or deliver match funding for our projects. We are having to work hard with country offices to identify and manage any exposure. This could


also reduce our funding potential from donors such as the EC.

A review of all risks, and progress against mitigating these, is completed quarterly by a risk committee comprising senior staff members. Their work, in turn, is reviewed half-yearly by the Finance and Audit Committee which reports to the Trustees. The Board formally considers risk on an annual basis.

In accordance with the CIUK Charter, a risk-based assessment of audit need is used to plan annual internal audit work. As part of this process the organisation has been divided into distinct business areas and audit priority is given to each of these areas based on a risk indicator.

The Head of Internal Audit and Risk Management is sufficiently independent, with unrestricted access to both the Finance and Audit Committee, and the Boards of CIUK and CARE International. The Board believes that the Charity’s internal financial controls conform to good practice and guidelines issued by the Charity Commission.

Equal opportunities policyCIUK is an equal opportunities employer and applies objective criteria to assess merit. It aims to ensure that no job applicant or employee receives less favourable treatment on the grounds of age, race, colour, nationality, religion, ethnic or national origin, gender, marital status, sexual orientation or disability. Selection criteria and procedures are in place to ensure that individuals are selected, promoted and treated on the basis of their relevant abilities and merits.

Statement of public benefitThe Trustees confirm that they have complied with the duty in the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit, ‘Charities and Public Benefit’. That guidance addresses the need for all charities’ aims to be, demonstrably, for the public benefit.

CIUK’s objectives are to defend dignity and fight poverty for the poorest and most vulnerable people in the world. Our approach to fighting poverty in our key priority areas of humanitarian response,

engaging with the private sector, conflict and governance allows us to meet directly the following criteria for public benefit as defined by the Charity Commission guidance:• the prevention or relief of poverty• the advancement of education• the advancement of health and the saving of lives• the advancement of human rights, conflict

resolution or reconciliation or the promotion of religious or racial harmony or equality and diversity

• the advancement of environmental protection or improvement

• the relief of those in need, by reason of gender, age, ill-health, disability, financial hardship or other disadvantage.

We have structured this report to highlight some of our achievements in each of our priority areas against the Charity Commission criteria listed above.

We are clear in our aims and objectives. We also take great care to ‘do no harm’ with our work. Internal systems and codes of governance across CARE International and the broader NGO community address this.

We aim to help the poorest and most marginalised members of society, and no person is excluded on the grounds of race, religion, gender, sexual orientation or social position. Any private benefit in our work is certainly incidental to our main objective – that of fighting poverty.

The detail in this Annual Report and Accounts highlights the impact of our work to lift people out of poverty. CIUK’s work helps millions of people each year.


Financial review

The Financial Statements have been prepared in accordance with the accounting policies set out on pages 25-26 of the attached Financial Statements and comply with provisions of the Companies Act 2006, applicable laws and the requirements of the ’Accounting and Reporting by Charities: Statement of Recommended Practice’ (SORP), issued by the Charity Commission.

Results in overviewWhile overall income and expenditure levels have fallen back, this year saw a large number of ongoing projects come to an end, and a considerable number of new ones take their place. By focusing on winning institutional funding, our ongoing programme portfolio pipeline has grown by 13 per cent year on year to £132m, and has also helped secure funding for future years.

We saw our donations income fall in a tough economic environment to £9.9m (2012: £10.8m). We had supplier issues and held back on expenditure where we could not guarantee good returns. We have responded by clarifying our target audiences, focusing our marketing activity and have put an additional £1m expenditure into next year’s budget to drive our ongoing fundraising growth for unrestricted funds.

Our net free reserves at 5.7 months’ essential expenditure continue to sit within the bounds laid down by the Trustees to guarantee future financial robustness. We have plans to return to the upper end of the reserves policy set out on page 18, in next year’s budget.

A key distinction in the charity sector is between restricted income, given for the purpose specified by the donor, and unrestricted income, which may be used by the Charity for its general purposes to fulfil its charitable objectives. The overall results

show a £0.985m surplus for the year (2012: £3.2m deficit) being the result of two forces:• a small unrestricted surplus of £12,000• a surplus of £0.973m restricted programme funds

where these funds have been received in advance of activity on new projects.

IncomeThe Charity’s total income for the year was £39.2m (2012: £43.7m), a decrease of 10 per cent on the previous financial year. This decrease is mainly because a number of ongoing projects ended. While we have won a significant level of new projects, these take time to start up and their income will be seen next financial year.

Our marketing income fell back as we pro-actively held back on certain appeals which were not making sufficient returns in this difficult economic environment. The fall in income is balanced by a holding back in expenditure to maintain our reserves.

Our continued focus on the private sector has paid dividends and our corporate donor income has grown by eight per cent year on year to £4.9m (2012: £4.6m).

ExpenditureThe total expenditure on charitable objectives for the year ended 30 June 2013 was £34.5m (2012: £42.5m). Of these funds the split between our humanitarian response work versus our long-term development work was 44:56 (2012: 43:57). Again our response to large-scale emergencies has influenced trends heavily. The percentage breakdown of programme-based expenditure is shown on the next page.

CIUK has a global presence delivering large programmes of work in each geographical region,


and Asia is where the majority (39 per cent) of our work has been focused in 2012-13.

Financial riskThe Charity’s unrestricted income is mainly sensitive to changes in PPA income, direct marketing and overhead recovery on contracts. We are also dependent on ensuring we spend appropriately against project plans for our overhead recovery. We monitor these risks closely through the Senior Management Team and Finance and Audit Committee.

Cashflow risks are minimised by retaining an appropriate reserves policy, which covers cashflow for our activities, but also any bank guarantees.

Reserves policyUnrestricted reserves are defined as general funds and are available to enable CIUK to meet its objectives. Net free reserves are defined as unrestricted reserves less the value of tangible fixed assets.

The aim of a reserves policy is to ensure that a charity’s on-going and future activities are

reasonably protected from unexpected financial risk. This may include:• unexpected increase or decrease in funding

streams• the need to maintain funds to meet cashflow

needs• the need to maintain specific funds to meet

unexpected one-off expenditure impacts.

Following a review in September 2013, the Trustees endorsed the existing reserves policy of maintaining net free reserves between £1.2m and £1.5m for this year.

The Trustees however see a growing risk from the changing nature of aid, especially the movement towards more payments by results in contracts. We have a growing portfolio of work with some large projects in difficult operating environments such as Somalia and Afghanistan. As such, the Trustees will aim to grow the charity reserves to £2m over the next five years to balance this risk.

Currently, our net free reserves equate to £1.421m (2012: £1.361m) as representing 5.7 months’

HUMANITARIAN RESPONSE (EMERGENCIES)

44%

HUMANITARIAN RESILIENCE WORK

(FOOD SECURITY AND CLIMATE CHANGE)

12%

ADVOCACY 2%

OTHER DEVELOPMENT PROJECTS 5%

CONFLICT 3%

GOVERNANCE 20%

PRIVATE SECTOR ENGAGEMENT

14%

BREAKDOWN OF OUR WORK BY THEME 2012-13


essential expenditure. We have budgeted to return our reserves to £1.5m by the end of the next year.

At 30 June 2013 our restricted reserves were £11.2m (2012: £10.3m). This represents committed funds en-route to their final destination in the communities in which CIUK works. We spend these funds on project-based activities and the increase in restricted fund levels represent the fact that we have drawn down funds in advance of project activities. This is especially the case in Somalia and Afghanistan with the start-up of the large Girls Education Challenge Fund programmes.

In the highly unlikely event of not being able to use any such funds for their intended purposes in their entirety, any balance would be returned to the original donors.

The majority of our funds are donor funds en route to projects; most institutional donors require that they are held as cash and cash deposits. The Board has therefore taken the decision to keep these funds and our unrestricted reserves in cash and not to invest them for the long term.

Trading subsidiaryThe Charity’s wholly owned subsidiary carries out trading activities for the Charity. These activities provided a profit before tax of £115,000 (2012: £108,000).

Thanks to all supporters, staff and volunteers

We will continue to promote lasting change in poor communities around the world. We will also continue to concentrate on the deep-seated causes of poverty to ensure lasting change.

This would not be possible without the dedicated support and hard work of our staff, supporters and volunteers.

On behalf of the Board, Also signed by,

Oliver Stocken CBE Geoffrey DennisChair of Trustees Chief Executive23 December 2013 23 December 2013

ASIA39%

AFRICA27%

LATIN AMERICA3%

EUROPE AND MIDDLE EAST

16%

GLOBAL PROJECTS15%

BREAKDOWN OF OUR WORK BY REGION 2012-13


We have audited the financial statements of CARE International UK for the year ended 30 June 2013 which comprise the Consolidated Statement of Financial Activities (incorporating an Income and Expenditure Account), the Group and Charity Balance Sheet, the Consolidated Cashflow Statement and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

Respective responsibilities of Trustees and auditorAs explained more fully in the Statement of Trustees’ Responsibilities set out on page 14, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors.

Scope of the audit of the financial statementsA description of the scope of an audit of financial statements is provided on the Financial Reporting Council’s website at www.frc.org.uk/apb/scope/private.cfm.

Opinion on financial statementsIn our opinion the financial statements:• give a true and fair view of the state of the

group’s and the parent charitable company’s affairs as at 30 June 2013 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Opinion on other matter prescribed by the Companies Act 2006In our opinion the information given in the Trustees’ Report for the financial year for which the

Independent auditor’s report to the members of CARE International UK


financial statements are prepared is consistent with the financial statements.

Matters on which we are required to report by exceptionWe have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:• adequate accounting records have not been kept

by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company financial statements are not in agreement with the accounting records or returns; or

• certain disclosures of Trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Carol RudgeSenior Statutory Auditorfor and on behalf of Grant Thornton UK LLPStatutory Auditor, Chartered AccountantsLondon23 December 2013


Consolidated statement of financial activities(incorporating an Income and Expenditure Account)for the year ended 30 June 2013

2013 2013 2013 2012 Unrestricted Restricted Total Total funds funds funds funds Notes £’000 £’000 £’000 £’000

Incoming resources

Incoming resources from generated fundsVoluntary income 4,171 5,739 9,910 10,751

Donations and sponsorships 2 4,059 5,739 9,798 10,599Legacies 112 - 112 152

Activities for generating funds 752 4 756 801Fundraising events 557 4 561 620Trading income 195 - 195 181

Investment income 23 2 25 25

Incoming resources from charitable activities 2 1,919 26,529 28,448 31,980

Other income 45 - 45 120

Total incoming resources 12 6,910 32,274 39,184 43,677

Cost of generating funds Fundraising costs 3 3,380 12 3,392 4,057Trading costs 80 - 80 58

Total cost of generating funds 3,460 12 3,472 4,115

Charitable activities 4 Humanitarian response 1,255 14,848 16,103 18,366Development work 1,766 15,847 17,613 23,415Advocacy 162 594 756 705

Total charitable activity costs 3,183 31,289 34,472 42,486

Governance 5 255 - 255 311

Total resources expended 6,898 31,301 38,199 46,912

Net incoming/(outgoing) and net expenditure 12 973 985 (3,235)

Funds balances brought forward 1,697 10,255 11,952 15,187

Funds balances carried forward 1,709 11,228 12,937 11,952

The results for the year shown above all derive from continuing operations. There are no recognised gains or losses for the year other than those shown above.

There are no material differences between the results for the year as stated above and those calculated on a historical cost basis.


Group and Charity balance sheetfor the year ended 30 June 2013

Group Group Charity Charity 2013 2012 2013 2012 Notes £’000 £’000 £’000 £’000

Fixed assetsTangible assets 8 288 336 288 336Investments 9 39 37 39 37

327 373 327 373

Current assetsDebtors 10 9,481 8,926 9,471 8,931Cash at bank and in hand – general funds 1,737 1,502 1,724 1,494Cash at bank and in hand – overseas projects 9,917 5,845 9,917 5,845

21,135 16,273 21,112 16,270

Creditors: amounts falling due within one year 11 (8,525) (4,694) (8,502) (4,691)

Net current assets 12,610 11,579 12,610 11,579

Total Net assets 12,937 11,952 12,937 11,952 Represented by

Restricted funds 12 11,228 10,255 11,228 10,255Unrestricted funds 12 1,709 1,697 1,709 1,697

Total 13 12,937 11,952 12,937 11,952

The accompanying notes on pages 25 to 35 form an integral part of these Financial Statements.

Signed on behalf of the Board of Trustees by:

Oliver Stocken CBE William Macpherson Chair of Trustees Chair, Finance and Audit Committee 23 December 2013 23 December 2013

Registered company number: 1911651


Consolidated cashflow statementfor the year ended 30 June 2013

Group Group 2013 2012 Notes £’000 £’000

Net cash inflow/(outflow) from operating activity 17a 4,322 (2,782)

Returns on investment and servicing of finance 17b 25 25

Capital expenditure and financial investment 17c (40) (219)

4,307 (2,976)

Financing - -

Increase/(Decrease) in cash in the year 4,307 (2,976)

Reconciliation of net cash flow to movement in net funds

Increase/(Decrease) in cash in the year 4,307 (2,976)

Movement in net funds in the year 4,307 (2,976)

Net funds at the beginning of the year 7,347 10,323

Net funds at the end of the year 17d 11,654 7,347


Notes to the accountsfor the year ended 30 June 2013

1. Accounting policies

a) Basis of preparationThe Financial Statements are prepared under the historical cost convention and in accordance with the ‘Accounting and Reporting by Charities: Statement of Recommended Practice’ (SORP), issued by the Charity Commission, and applicable UK accounting standards.

The Consolidated Statement of Financial Activities (SOFA) and Balance Sheet consolidate the Financial Statements of the Charity and its subsidiary undertaking. The results of the subsidiary are consolidated on a line by line basis. No separate SOFA has been presented for the Charity alone as permitted by Section 408 of the Companies Act 2006.

The Accounting Policies are consistent with the previous year, and have been prepared on a going concern basis.

b) Incoming resourcesAll incoming resources are included in the SOFA when the Charity is entitled to the income and the amount can be quantified with reasonable accuracy and receipt is virtually certain.

All income is considered unrestricted unless specifically restricted by the donor, or raised in an appeal for a specific purpose.

Income is only deferred when the Charity has to fulfil conditions before becoming entitled to it or where the donor or funder has specified that the income is to be expended in a future accounting period.

Grants receivable based on performance are accounted for as the Charity earns the right to consideration by its performance. Where income is received in advance of performance its recognition is deferred and included in creditors. Where entitlement occurs before income is received the income is accrued.

c) Contributions in kindContributions and donations in kind are recorded at fair values on the date of contribution.

d) Resources expendedAll expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category. Where costs cannot be directly attributed to particular headings, where practicable, they have been allocated to activities on a basis consistent with use of the resources. Central overhead costs are allocated to operational and fundraising functions on the basis of their use of support services measured by direct cost.

CIUK sub-contracts its work to CARE country offices, but continues to provide effective management and oversight of its work held there. As such we account for our project work as an operational charity, and our expenditure reflects funds utilised by country offices.

Fundraising costs are those incurred in seeking voluntary contributions and include the costs of disseminating information in support of the charitable activities.

Governance costs are those which relate to the provision of the governance infrastructure of the Charity as opposed to those costs associated with fundraising or the charitable activities. Included within this category are costs associated with the strategic as opposed to day-to-day management of the Charity’s activities. They also include all Trustee and committee costs.

Irrecoverable VAT is not separately analysed and is charged to the SOFA when the expenditure to which it relates is incurred, and is allocated as part of the expenditure to which it relates.

e) Property and equipmentNon-programme expenditure of more than £1,000 per item for buildings, equipment and leasehold improvements is capitalised at cost. Depreciation is provided on a straight-line basis over the estimated useful lives of the assets as follows:Leasehold improvements: over the remaining life of the leaseIT equipment: 3 yearsOther equipment: 7 years


f) Finance and operating leasesRentals paid under operating leases are charged to the SOFA on a straight-line basis over the term of the lease.

g) Fund accountingUnrestricted funds comprise funds available for use at the discretion of the Board in furtherance of the general objectives of the Charity.

Restricted funds are funds subject to specific restrictions imposed by donors or by the purpose of the appeal under which they were raised.

h) InvestmentsInvestments held as cash deposits denominated in foreign currency are translated into UK sterling at the rate of exchange prevailing at the balance sheet date. Differences arising on currency translation are expressed as movements in the market value of investments.

i) Foreign currenciesMonetary assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling at the rate of exchange ruling at the date of the transaction. Exchange differences are taken into account in arriving at the net movement in funds.

j) PensionsContributions to the defined contribution pension scheme are recognised in the SOFA when they are payable. The money purchase nature of the scheme assures there will be no funding deficit or surplus accruing to the Charity in the future. The pension scheme is independently administered and the assets of the scheme are held separately from those of the Charity.

The Charity also participates in the Pensions Trust Growth Plan, a multi-employer pension scheme where it is not possible to separately identify the assets and liabilities of participating employers. This is a money purchase arrangement but it has some historical guarantees. These Financial Statements include pension costs payable on a defined contribution basis in accordance with Financial Reporting Standard 17, Retirement Benefits. The current overall position of the fund and the assumptions made are provided in note 21.

k) TaxationAs a registered charity, CIUK is exempt from taxation of income and gains to the extent these are applied to charitable objectives.

2. Consolidated incoming resources 2013 2013 2013 2012 Unrestricted Restricted Total Total funds funds funds funds £’000 £’000 £’000 £’000

Donations and sponsorship

Individuals 3,367 118 3,485 3,637

Charitable foundations 7 303 310 590

Corporate donors 592 4,347 4,939 4,590

Disasters Emergency Committee (DEC) 93 971 1,064 1,782

Total 4,059 5,739 9,798 10,599

From charitable activities

Department for International Development (DFID) 789 15,041 15,830 14,355

DFID Programme Partnership Arrangement (PPA) 400 2,834 3,234 4,049

European Union (EU) 217 2,279 2,496 5,146

European Commission’s Directorate-General for 293 3,103 3,396 3,931 Humanitarian Aid and Civil Protection (ECHO)

Big Lottery Fund – EMPHASIS Development Grant - 1,180 1,180 1,046

Other 220 2,092 2,312 3,453

Total 1,919 26,529 28,448 31,980


2a. Included in the above are the following projects 2013 2013 2013 2012 Unrestricted Restricted Total Total funds funds funds funds £’000 £’000 £’000 £’000

Donor Project Name

DFID ART Adherence Research in Zambia 1 27 28 165

DFID Bihar Health Sector Reform (II) in India 72 4,544 4,616 3,166

DFID Conflict Sensitivity in Sri Lanka - - - 52

DFID Emergency Response in West Africa 1 (1) - 1

DFID Emergency WASH at Dadaab Camp, Kenya - - - 620

DFID Flood Response in Benin - - - 26

DFID Food Security and Livelihood Recovery – Consortium UK 18 1,578 1,596 -

DFID Girls Education Challenge (GEC) in Somalia 26 1,031 1,057 -

DFID Global Climate Change – Adaptive Learning 77 1,027 1,104 1,075

DFID Global Conflict Crime and Violence Results Initiative 2 22 24 - (CCVRI) Phase II

DFID Global Conflict Sensitivity - - - 292

DFID Hunger Safety Net in the Horn of Africa (I) - - - 61

DFID Hunger Safety Net in the Horn of Africa (II) 56 834 890 -

DFID Integrated Emergency Response Programme for Yemen Phase I - - - (79)

DFID Integrated Emergency Response Programme for Yemen - (20) (20) 3,362 Phase II 2011-12

DFID Integrated Emergency Response Programme for Yemen 238 3,356 3,594 1,588 Phase III 2012-13

DFID Joint Needs Assessment in Bangladesh 5 106 111 -

DFID Malnutrition and Pastoralism in Niger - - - (27)

DFID Measuring for Impact in Conflict, Crime and Violence 56 112 168 75 Consortium

DFID Microfinance Innovation Fund in Zimbabwe (6) (84) (90) 127

DFID Promoting Village Savings and Loans in Uganda 78 757 835 -

DFID Protracted Relief Programme in Zimbabwe Phase II 3 52 55 1,378

DFID Protracted Relief Programme in Zimbabwe Phase I - - - 45

DFID RRF Cholera WASH in Northern Sierra Leone 29 212 241 -

DFID Shelter Deployment in Haiti - - - 15

DFID Supporting Refugees in Cote d’Ivoire - 2 2 575

DFID Technical Assistance Support (TAS) to Ministry for - 39 39 - Developing Children Scheme in India

DFID Training of Mothers Groups to Support Girls’ Education - - - 1

DFID Xoojinta Nabada (Strengthening Peace) Project in Somalia 6 (6) - 370

Total 662 13,588 14,250 12,888

The table provides details of balances only on certain DFID projects where the contractual terms require such disclosure.


3. Fundraising costs 2013 2013 2013 2012 Unrestricted Restricted Total Total funds funds funds funds £’000 £’000 £’000 £’000

Individuals 1,983 - 1,983 2,735

Institutional donors and foundations 237 - 237 211

Corporate donors 340 - 340 296

Fundraising events 289 12 301 233

Communication costs 347 - 347 397

Support costs (note 6) 184 - 184 185

Total 3,380 12 3,392 4,057

4. Charitable activities Humanitarian Development Advocacy 2013 2012 response work Total Total £’000 £’000 £’000 £’000 £’000

Humanitarian response:

Core emergency work 12,781 1,089 105 13,975 18,632

Food security and climate change 2,067 1,695 - 3,762 5,820

Development work:

Private sector engagement - 4,349 - 4,349 3,919

Governance - 6,110 51 6,161 5,529

Conflict - 972 - 972 1,636

Other development projects - 1,632 372 2,004 3,224

Advocacy - - 66 66 502

Other direct costs (unattributed) 354 811 121 1,286 1,337

Support costs (note 6) 901 955 41 1,897 1,887

Total charitable activity costs 16,103 17,613 756 34,472 42,486

The headings in the charitable activities table have changed from previous years to reflect our new strategic priorities. The comparatives have been restated.

Expenditure was incurred in the following geographic areas:

Humanitarian Development Advocacy 2013 2012 response work Total Total £’000 £’000 £’000 £’000

Africa 3,101 5,510 105 8,716 11,187

Asia 5,186 7,135 372 12,693 19,136

Europe and Middle East 5,369 7 - 5,376 3,081

Latin America 289 656 - 945 1,936

Global projects 1,257 3,350 238 4,845 5,259

Support costs (note 6) 901 955 41 1,897 1,887

Total 16,103 17,613 756 34,472 42,486


5. Governance costs 2013 2012 Total Total £’000 £’000

Internal audit (in house) 94 81

External audit 35 39

Trustees’ expenses 12 38

Trustees’ indemnity insurance 3 3

Apportionment of senior management costs 103 142

Company secretarial 8 8

Total 255 311

6. Support costs Management Office Finance Human 2013 2012 costs and IT resources Total Total £’000 £’000 £’000 £’000 £’000 £’000

Charitable activities

Humanitarian response 186 228 324 163 901 821

Development work 197 241 344 173 955 1,043

Advocacy 18 7 11 5 41 23

401 476 679 341 1,897 1,887

Cost of generating funds

Fundraising costs 38 47 66 33 184 185

Total 439 523 745 374 2,081 2,072

7. Staff costs 2013 Total 2012 Total £’000 £’000

Wages and salaries 3,982 3,775

Social security costs 425 403

Pension costs 197 169

Other staff costs 152 172

Total 4,756 4,519

The average number of UK employees was: 2013 Number 2012 Number

Programme and programme support 51 51

Marketing 37 35

Management and administration 23 23

Total 111 109


8. Tangible fixed assetsGroup and Charity Leasehold Office IT Total improvements equipment equipment £’000 £’000 £’000 £’000

CostAt 1 July 2012 201 83 164 448Additions - 6 34 40Disposals - - - -

At 30 June 2013 201 89 198 488

DepreciationAt 1 July 2012 19 12 81 112Charge for the year 20 12 56 88Disposals - - - -

At 30 June 2013 39 24 137 200

Net book values

At 30 June 2013 162 65 61 288

At 30 June 2012 182 71 83 336

9. Investments Group and charity £’000

Market valueAt 1 July 2012 37Movement in year 2

At 30 June 2013 39

In addition to full-time permanent staff, CIUK employed a small number of temporary staff at a cost of £9,909 (2012: £43,652) and made use of local staff in overseas offices where CIUK projects are implemented.

The number of employees whose emoluments in the year as defined for taxation purposes amounted to over £60,000 was as follows:

2013 Number 2012 Number

£60,001-£70,000 1 1

£70,001-£80,000 2 2

£100,001-£110,000 - 1

£110,001-£120,000 1 -

CIUK has formal pay scales in place for all levels of staff below the level of the Chief Executive and Senior Management Team. We benchmark our salaries each

year against similar organisations in the NGO sector and pay at the median of salaries for each grade. The remuneration of the Chief Executive and Senior Management Team are set by the Nominations and Remuneration Committee.

Employer contributions are made to a money purchase scheme in respect of four higher paid employees (2012: four). Total employer contributions in respect of higher paid employees during the year amounted to £24,634 (2012: £24,393).

None of the members of the Board received any remuneration for their work as Trustees (2012: Nil). Expenses reimbursed to members for travel undertaken on the Charity’s behalf amounted to £4,810 for four members (2012: £4,017 for three members). The Charity paid £3,975 (2012: £3,180) for Trustees’ Indemnity Insurance cover of £5.0m (2012: £3.5m).


10. Debtors Group Group Charity Charity 2013 2012 2013 2012 £’000 £’000 £’000 £’000

Due from EC/ECHO 1,401 2,970 1,401 2,970

Due from DFID 1,272 2,534 1,272 2,534

Due from other donors 241 417 241 417

Due from other CARE International offices 61 58 61 58

Sundry debtors 200 100 157 76

Due from subsidiary undertaking - - 33 29

Prepayments and accrued income 105 1 105 1

Project balances held overseas in country offices 6,201 2,846 6,201 2,846

Total 9,481 8,926 9,471 8,931

11. Creditors: amounts falling due within one year

Group Group Charity Charity 2013 2012 2013 2012 £’000 £’000 £’000 £’000

Programme creditors and other CARE offices 6,404 2,474 6,404 2,474

Suppliers 238 - 238 -

Taxation and social security 120 116 120 115

Sundry creditors 19 26 19 26

Accruals 361 135 338 133

Deferred income 1,383 1,943 1,383 1,943

Total 8,525 4,694 8,502 4,691

a) Subsidiary companyInvestments held by the Charity include a £2 (2012: £2) investment in the subsidiary company at cost. The Charity holds 100 per cent of the issued share capital of CI Enterprises Limited, which is registered in England and Wales. The company’s principal activity is to undertake trading for the Charity. A summary of the subsidiary’s results and its position at 30 June 2013 is given in note 15.

b) CARE InternationalDuring the year, the Charity participated in the Revolving Fund established with other members of the CARE International confederation, maintaining its investment of H45,500. The Fund, which is administered by the CARE International Secretariat in Geneva, is used to provide short-term interest-bearing loans to finance projects across CARE International.

Project balances held overseas represent monies transferred to other CARE International offices but not yet expended. Likewise, a programme creditor is where

money has been expended by other CARE International offices in advance of funding and we are entitled to recover this money (see note 11).


12. Consolidated statement of funds

1 July Incoming Resources 30 June 2012 resources expended 2013 £’000 £’000 £’000 £’000

Restricted funds

Africa 1,527 8,476 8,716 1,287

Asia 2,295 12,991 12,693 2,593

Europe and Middle East 384 5,027 5,376 35

Latin America 778 938 945 771

Other 5,271 4,842 3,571 6,542

Total restricted funds 10,255 32,274 31,301 11,228

Unrestricted funds

General funds 1,697 6,910 6,898 1,709

Total unrestricted funds 1,697 6,910 6,898 1,709

Total funds 11,952 39,184 38,199 12,937

13. Analysis of net assets between funds

Group Fixed Current Current Total assets assets liabilities £’000 £’000 £’000 £’000

Restricted funds - 19,015 (7,787) 11,228

Unrestricted funds 327 2,120 (738) 1,709

Total 327 21,135 (8,525) 12,937

14. Commitments

Land and buildings Equipment

Group and Group and Group and Group and Charity Charity Charity Charity 2013 2012 2013 2012 £’000 £’000 £’000 £’000

Operating leases expiring

– within one year - - 17 -

– within two to five years - - 5 5

– over five years 249 156 - -

Total 249 156 22 5

Restricted funds are those project balances held on behalf of institutional donors, trust funds, corporate entities and foundations for future work.


15. Subsidiary company

16. Lendwithcare

The Charity owns the whole of the issued ordinary share capital of CI Enterprises Ltd, a company registered in England and Wales (Company number 2306212). The subsidiary is used for trading activities to provide income

for the Charity. The company’s main activities during the year were the provision of IT support to five European CARE International offices and one external charity, and receiving royalties for book sales.

Lendwithcare (www.lendwithcare.org) is a peer to peer lending relationship between people in the UK and people in the developing world. It is an innovative way of raising microfinance to help entrepreneurs in developing countries lift themselves out of poverty.

We disclose the value of loan capital loaned from inception of Lendwithcare to date. This includes figures for amounts that have been re-loaned as part of the

scheme, and is different from balances held in trust for lenders at any point in time.

These balances do not form part of the assets of CIUK and are not consolidated within the financial statements.

The operating costs of the scheme, income derived from donations, and similar income due to CIUK from this scheme are consolidated in the financial statements and its notes and not separately disclosed.

CI Enterprises Ltd. 2013 2012 £’000 £’000

Total trading income 194 181

Cost of sales (76) (73)

Gross profit 118 108

Administrative expenses (3) -

Profit before charitable donations and taxation 115 108

Charitable donation (115) (108)

Net profit/(loss) - -

The aggregate of the assets and liabilities were:

Assets 56 32

Liabilities (56) (32)

Funds - -

Lendwithcare capital account (held in trust for lenders) 2013 2012 £’000 £’000

Opening capital at 1 July 2012 671 100

Movements during the year 701 571

Closing balance at 30 June 2013 1,372 671

Lendwithcare total loan capital since its inceptionThe total amount of funds lent and re-loaned to entrepreneurs since inception of the scheme: 2013 2012 £’000 £’000

Loan capital since inception 2,654 984


17. Notes to the consolidated cashflow statement

2013 2012 £’000 £’000

a) Reconciliation of net incoming resources to net cash inflow/(outflow) from operating activities

Net incoming/(outgoing) resources for year 985 (3,235)

Interest receivable (25) (25)

Operating surplus/(deficit) 960 (3,260)

Depreciation charges /investment written off 86 91

Increase in debtors (555) 2,484

Increase in creditors and provisions 3,831 (2,097)

Net cash flow from operating activities 4,322 (2,782)

b) Returns on investment and servicing of finance

Interest received 25 25

Net cash inflow 25 25

c) Capital expenditure and financial investment

Purchase of tangible fixed assets and investments (40) (219)

Net cash outflow (40) (219)

d) Analysis of changes in cash At 1 July Cash Foreign At 30 June 2012 flow exchange 2013

Cash at bank and in hand 7,347 4,059 248 11,654

Total funds 7,347 4,059 248 11,654

18. Contingent liabilitiesThere are no contingent liabilities at 30 June 2013 (2012: none).

19. Related party transactionsThe Charity is a member of the Disasters Emergency Committee (DEC) and in the year paid a subscription of £31,307 (2012: £29,932). In addition, CIUK’s Chief Executive is a Trustee of the DEC. The Charity receives funds from DEC appeals and amounts received and receivable in the year were £1.064m (2012: £1.782m).

During the year one of the Trustees, Andrew Bearpark, undertook work directly as a consultant on behalf of the Charity in Bihar, India. This was disclosed and approved by the Board of Trustees. His remuneration and expenses during this period were £97,513 (2012: £0).

The Management Centre, of which Angela Cluff is an employee, undertook work on behalf of the CARE International confederation and CIUK during the

year. Angela is a Trustee of CIUK and, while strictly not necessary, this work is disclosed for the sake of transparency.

20. TaxationCARE International UK is a registered charity and is not liable therefore to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities. Irrecoverable VAT is charged to its associated expenditure.

21. Pension costsThe Charity participates in a defined contribution scheme and a multi-employer scheme administered by The Pensions Trust. Contributions to the multi-employer scheme paid into The Pensions Trust’s Growth Plan up to and including September 2001 have been converted to defined amounts of pension payable from Normal Retirement Date. From October 2001, contributions were invested in personal funds which have a capital


guarantee and which are converted to pension on retirement, either with the Growth Plan or by purchasing an annuity.

Following a change in legislation in September 2005, there is technically a potential liability to CIUK that could be levied by the Trustees of the Plan, which would apply to employers with pre-October 2001 liabilities in the Plan. If Plan liabilities exceed assets, a buy-out debt will exist if CIUK withdraws all employees from the scheme. The leaving employer’s share of the buy-out debt is the proportion of the Plan’s pre-October 2001 liability attributable to employment with the leaving employer compared with the total amount of the Plan’s pre-October 2001 liabilities. Given the number of factors to be considered in determining the liabilities the debt can fluctuate over time.

The Pensions Trust has advised that an employer will only be deemed to have withdrawn if it has no active members remaining in the Plan and no eligible employees to whom to offer membership to the Plan. The Pensions Trust estimates that the liability of CIUK on withdrawing from the Plan would be £1,100,834 (2012: £918,040) based on the financial position of the Plan at 30 September 2012. The chance of this debt crystallising is considered extremely unlikely.

The Charity continues to offer membership of the Plan to its employees and contributions to the schemes for the year were £197,000 (2012: £169,000). The employer’s and employees’ rates are 7.5 per cent and 4 per cent respectively. There are approximately 43 members in the scheme.


Advisors

Thanks to our supportersThank you to everyone who has supported CARE in the last year. These include all those people who have been on our challenge events, as well as those regular donors who we rely on to fund our ongoing work. Your donations are invaluable in helping us to fight poverty around the world.

A list of larger value donors as well as ambassadors who have supported CIUK this year is provided here:

Statutory donorsBritish Embassy, Republic of YemenDanish Refugee CouncilDepartment for International Development (DFID)Disasters Emergency Committee (DEC)European Commission (EC)European Commission’s Directorate-General for Humanitarian Aid and Civil Protection (ECHO)Foreign and Commonwealth Office (FCO)Jersey Overseas Aid CommissionMinistry of Foreign Affairs, the NetherlandsThe States of Guernsey Overseas Aid Commission

Trusts, foundations and charitiesAction Against HungerThe Anna Rosa Forster Charitable TrustBig Lottery FundThe Bryan Guinness Charitable TrustCherie Blair Foundation for WomenChristian AidCommunauté des Potiers du Rwanda (COPORWA)The Cotton TrustElizabeth Violet Annie Rouse SettlementThe Ellerdale Trust

Elton John AIDS FoundationHand in Hand InternationalThe Heath Charitable TrustThe JK Stirrup Charitable TrustJohn James Underdown Charitable TrustThe Lord Deedes of Aldington Charitable TrustOxfam GBThe Paul Farrer Charitable TrustPilkington Charities FundThe Pontis Employee Benefit TrustThe Positive Action for Children FundPtarmigan TrustSave the Children UKThe Souter Charitable TrustStanley Thomas Johnson FoundationThe Strathspey Charitable TrustUniversity College LondonViiV HealthcareWorld VisionThe Wyn and Ken Lo Memorial Foundation

CompaniesABC BankAnadarko Algeria Company

Bankers

Barclays Bank plcLevel 281 Churchill PlaceLondon E14 5HP

HSBC plcUK City of London Commercial Centre 60 Queen Victoria Street London EC4N 4TR

Auditors

Grant Thornton UK LLPGrant Thornton HouseMelton StreetEuston SquareLondon NW1 2EP

Solicitors

Ashurst LLP5 Appold StreetLondon EC2A 2HA


Anglo AmericanAshurst LLPAXABarclaysBCH Digital LtdBG Group plcCity A.M.The Co-operative Group Costain GroupDiageoEmiratesEstee LauderFitflopGaming Awards by Clever Duck MediaGDS Services International LtdGlaxoSmithKlineGround EngineeringGUCCI Group Hugo BossIABIHG Intercontinental Hotels GroupKaplan IncMabey Holdings LtdMenswear BuyerMondelez International, IncMott MacDonaldNew Civil EngineerOsborne ClarkePrima Solutions LtdProctor and Gamble Professional Clothing director-eRetail WeekSociété GénéraleSuperGroup plcSupersonic TravelTate and LyleTimberland LLCWomenswear Buyer

LegaciesMiss Sybil BrocklehurstMiss Vera HamansMrs Erika MaylamMiss Patricia NunnMr Donald PickfordSir William RyrieMr Charles Taylor

IndividualsMr David ArnoldMr Andrew BagleyMs Linda BarkerMr David BristerMr Bill BrysonMrs Angela CluffMr Simon and Mrs Caroline DavisMr Geoffrey DennisMs Stacey DooleyMr EdwardsMr John GatwardMr and Mrs KearneyMr Le FlemMr Laurence and Mrs Jackie Llewelyn-BowenMr Howard MaysonMs Deborah MeadenMr Andy OakesMr Simon OxleyMr Anthony PhillipsMr ReevesMr RunacherMr Jonathan SeckingtonMr Eric and Mrs Margaret SergeantMs Franses SlatteryMs Pamela SmithMr Alastair Stewart OBEMr Oliver Stocken CBE Ms Claire SweeneyChallenge event volunteersDurham University Charities Kommittee

Thank you to all those who donated to the Disasters Emergency Committee this year. As a member of the DEC, we received vital funds from the disaster appeal for Syria.

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A world of CARE In the fiscal year 2012, CARE worked in 84 countries around the world, supporting 997 poverty-fighting development and humanitarian aid projects to reach more than 83 million people.

58. Armenia¥

59. Azerbaijan¥

60. BosniaandHerzegovina

61. Croatia62. Georgia63. Jordan

64. Kosovo65. Montenegro¥

66. Romania¥

67. Serbia68. WestBank&Gaza69. Yemen

Middle East and Eastern Europe

¥CountrieswhereCAREhasalimitedpresence.*CAREPeruandCAREIndiaareAffiliateMembersofCAREInternational,withongoingprogrammes.^CAREThailandisbothamemberofCAREInternationalandacountrywithongoingprogrammes.◊CAREGermany-LuxemburghasofficesinbothGermanyandLuxemburg.

Latin America and the Caribbean1. Bolivia2. Brazil3. Cuba4. Ecuador5. ElSalvador6. Guatemala7. Haiti8. Honduras9. Nicaragua10. Peru*

Members of CARE International70.Austria71.Australia72.Canada73.Denmark74.France75-76.Germany-Luxemburg◊

77.Japan78.Netherlands79.Norway–Thailand^

80.UnitedKingdom81.UnitedStates

CARE International Affiliate Members:–India*–Peru*

CARE International Secretariat:82.Geneva,Switzerland83.Brussels,Belgium–NewYork,UnitedStates

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42. Afghanistan43. Bangladesh44. Cambodia45. India*46. Indonesia47. Laos48. Myanmar49. Nepal

50. Pakistan51. PapuaNewGuinea52. Philippines¥

53. SriLanka54. Thailand^

55. TimorLeste56. Vanuatu¥

57. Vietnam

Asia and Pacific

11. Angola12. Benin13. Burundi14. Cameroon15. Chad16. Côted’Ivoire17. Democratic

RepublicofCongo18. Djibouti¥

19. Egypt20. Ethiopia21. Ghana22. Kenya23. Lesotho24. Liberia25. Madagascar

26. Malawi27. Mali28. Morocco29. Mozambique30. Niger31. Rwanda32. SierraLeone33. Somalia34. SouthAfrica35. SouthSudan36. Sudan37. Tanzania38. Togo39. Uganda40. Zambia41. Zimbabwe

Africa

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•CAREInternationalMember

•CountrieswithCAREprogramminginFY12

•CAREInternationalAffiliateMember

•CAREInternationalSecretariat(Geneva,Brussels,NewYork)

•Sub-office

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A world of CARE In the fiscal year 2012, CARE worked in 84 countries around the world, supporting 997 poverty-fighting development and humanitarian aid projects to reach more than 83 million people.

58. Armenia¥

59. Azerbaijan¥

60. BosniaandHerzegovina

61. Croatia62. Georgia63. Jordan

64. Kosovo65. Montenegro¥

66. Romania¥

67. Serbia68. WestBank&Gaza69. Yemen

Middle East and Eastern Europe

¥CountrieswhereCAREhasalimitedpresence.*CAREPeruandCAREIndiaareAffiliateMembersofCAREInternational,withongoingprogrammes.^CAREThailandisbothamemberofCAREInternationalandacountrywithongoingprogrammes.◊CAREGermany-LuxemburghasofficesinbothGermanyandLuxemburg.

Latin America and the Caribbean1. Bolivia2. Brazil3. Cuba4. Ecuador5. ElSalvador6. Guatemala7. Haiti8. Honduras9. Nicaragua10. Peru*

Members of CARE International70.Austria71.Australia72.Canada73.Denmark74.France75-76.Germany-Luxemburg◊

77.Japan78.Netherlands79.Norway–Thailand^

80.UnitedKingdom81.UnitedStates

CARE International Affiliate Members:–India*–Peru*

CARE International Secretariat:82.Geneva,Switzerland83.Brussels,Belgium–NewYork,UnitedStates

Sub-office:84.CzechRepublic

(ofCAREAustria)

42. Afghanistan43. Bangladesh44. Cambodia45. India*46. Indonesia47. Laos48. Myanmar49. Nepal

50. Pakistan51. PapuaNewGuinea52. Philippines¥

53. SriLanka54. Thailand^

55. TimorLeste56. Vanuatu¥

57. Vietnam

Asia and Pacific

11. Angola12. Benin13. Burundi14. Cameroon15. Chad16. Côted’Ivoire17. Democratic

RepublicofCongo18. Djibouti¥

19. Egypt20. Ethiopia21. Ghana22. Kenya23. Lesotho24. Liberia25. Madagascar

26. Malawi27. Mali28. Morocco29. Mozambique30. Niger31. Rwanda32. SierraLeone33. Somalia34. SouthAfrica35. SouthSudan36. Sudan37. Tanzania38. Togo39. Uganda40. Zambia41. Zimbabwe

Africa

KEY

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•CountrieswithCAREprogramminginFY12

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CARE International’s visionCARE International seeks a world of hope, tolerance and social justice, where poverty has been overcome and people live in dignity and security. We will be a global force and partner of choice within a worldwide movement dedicated to ending poverty. We will be known everywhere for our unshakeable commitment to the dignity of people.

CARE International UK’s missionCARE fights poverty and injustice in the world’s most vulnerable places. We save lives in disasters and conflicts. We stand with women, girls and their communities to achieve lasting change for a better future.

Registered officeCARE International UK89 Albert EmbankmentLondon SE1 7TPTel: 020 7091 6000Fax: 020 7582 0728

www.careinternational.org.ukwww.lendwithcare.orgwww.insights.careinternational.org.uk

Registered charity number: 292506.

CARE International UK depends on donations and support for our poverty-fighting work. Please support us by visiting www.careinternational.org.uk/donate

Private company limited by guarantee number (England and Wales): 1911651.

Documents

CARE International UK Annual Report and Accounts for the ... · Dharmender Singh3 Richard Street3 Dr Fiona Thompson (Vice-Chair)1, 2 Additional committee members Edward Bickham3 Michael