sciaf 2009 typesigned accounts

7/31/2019 SCIAF 2009 Typesigned Accounts

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Company number: 197327Charity number: SC 012302

SCOTTISH CATHOLIC INTERNATIONAL AID FUND(COMPANY LIMITED BY GUARANTEE)

FINANCIAL STATEMENTS

YEAR ENDED 31 DECEMBER 2009



FINANCIAL STATEMENTSFOR YEAR ENDED 31 DECEMBER 2009

CONTENTS Page

Company information 1

Directors’ Report 2

Independent Auditors’ Report 8

Statement of financial activities 10

Balance sheet 11

Cash flow statement 12

Notes to the financial statements 13




Report of the Directors for the year ended 31 December 2009

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

Scottish Catholic International Aid Fund (“SCIAF”) is a company limited by guarantee,incorporated in Scotland (registration number 197327) and is also a Scottish charity registeredwith the Office of the Scottish Charity Regulator (charity reference number SC 012302). SCIAFis the official international aid and development agency of the Catholic Church in Scotland. Thememorandum and articles of association govern SCIAF.

Organisational structure

The Directors are responsible for the overall control of the charity. The directors give their timefreely and receive no remuneration or other financial benefits.

The Directors meet quarterly together with the Corporate Leadership Team and are responsiblefor overseeing the alignment between SCIAF’s vision, mission and values with its operational

activities. They approve organisational strategy including annual work plans and budgets toensure it is accountable and effective.

The day-to-day management of the organisation and implementation of plans are delegated tothe Corporate Leadership Team. This includes the implementation, monitoring and evaluationof development programes, support for overseas partners, fundraising, education andadvocacy.

Recruitment and appointment of directors

The existing directors are responsible for the appointment of new directors. In selecting newdirectors, we seek to identify qualified and committed people. All directors are appointed by theBishops’ Conference.

Induction and training of directors

Following appointment, new directors are briefed by the Board, Chief Executive and other managers. They are also given the opportunity to visit partner organisations in SCIAF’s areasof work. They are given a copy of the Memorandum and Articles of Association and introducedto SCIAF’s vision, mission, values and its operational activities including annual work-plans andbudgets .

Finance & Audit Committee

In the year the Finance Advisory Board extended its responsibilities to include audit andchanged its name to the Finance & Audit Committee. The members of the Committee aredetailed on page 1. The key responsibilities of the Committee are to advise the Board on thefinancial implications of the Boards strategic and financial decisions and to monitor the integrityof SCIAF’s internal and external financial statements.

Risk Management

The Directors and Corporate Leadership Team have conducted a review of the major risks towhich SCIAF is exposed. A risk register has been established identifying the major risks byarea of activity, the nature of those risks, the likelihood of the risks happening and themeasures taken to manage them. The directors will review this risk register regularly at their meetings. The aim of this review will be to ensure directors are satisfied that systems are inplace, or arrangements are in hand, to mitigate all significant risks.

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OBJECTIVES AND ACTIVITIES

Our mission

Inspired by the gospel call to build a just world, SCIAF challenges injustice by strengtheningpoor and oppressed people and by stimulating the Scottish public to share in our common

struggle for human dignity .

Our objectives

The objectives set out in SCIAF’s Memorandum of Association are standard charitableobjectives to enable SCIAF to undertake the full range of charitable activities including the relief of poverty, advancement of education and the relief and prevention of sickness, disease, andphysical and mental disability anywhere in the world. The main goals of our work aresummarised as follows:

• To become more effective at working in partnership with poor communities• To be an effective advocate of economic justice• To increase SCIAF’s profile in Scotland and deepen our engagement with the public.

Strategies

SCIAF’s strategic focus is to support non-governmental organisations in 16 of the mostdeprived countries in the world. SCIAF gives priority to initiatives which focus on the needs andaspirations of people experiencing the most extreme forms of poverty and oppression. Weseek to provide integrated human development programmes which aim to be effective and self-sustaining in the long term. We provide financial and technical support primarily tocommunities, with a strong emphasis on a partnership approach to programme design,implementation and organisational and programme development.

SCIAF also provides grants for organisations in the UK and overseas which help to educateand raise awareness of the underlying causes of poverty and advocate for change and increaseSCIAF’s profile.

Use of volunteers

Volunteers are an important resource in the work of SCIAF, both operationally and incommunity work. Volunteers are involved in most of our activities and we have over 217 peopleregularly giving their time. All those volunteers working with projects in the UK involvingchildren or other vulnerable groups are checked with CRB.

ACTIVITIES AND ACHIEVEMENTS

How our activities deliver public benefit

SCIAF carries out a wide range of activities in pursuance of its charitable aims. The directorsconsider that these activities, summarised below, provide benefit both to the Catholic and wider community in our projects in Asia, Latin America and Africa.

Working in partnership with poor communities overseas

2009 saw a major step forward in our new approach to international programmes, which isdesigned to increase the impact of the work we do in partnership with poor communitiesoverseas. In the course of the year we disbursed £3.383 million to over 100 projects deliveredby 90 partners as planned, and agreed, in consultation with them, to reduce to 60 the number of partners with whom we work going forward. We set out our new way of working in “SCIAF’s

Approach to International Development” which identifies key themes on which we will focus

(HIV/AIDS, livelihoods, peace building and access to justice); cross cutting issues; and guidingprinciples which shape our work. At the same time, we devoted much of the year to staff training and the development of internal processes to deliver a more focused approach to our

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international work. We were able to gather data on the number of people we helped in 2008 –427,956 directly and 2.49 million indirectly – and we almost doubled the amount of institutionalfunding to £1.911 million in 2009. We appointed an organisational development consultant inUganda to oversee one of our biggest institutional grants, and specialist on peace building andaccess to justice to support our work in the Great Lakes, where we secured institutional fundingfor our programme on sexual and gender based violence.

Responding to emergencies

We responded to humanitarian emergencies in Burma, Chad, China, Democratic Republic of Congo, India, Sri Lanka, Sudan and Zimbabwe in 2009. We helped an estimated 275,476people directly, and 1,153,473 indirectly.

Education

With the help our team of schools volunteers, we gave talks in 226 schools across Scotlandabout our work, the opportunities for young people and schools to become involved in the fair trade movement, and the challenges of global citizenship. We brought two of our partners –from El Salvador and Northern Uganda - to inspire and inform young people in 14 secondary

schools around Scotland. Our youth website attracted positive feedback from pupils andteachers and had an average of 1,236 hits a month and we promoted a highly successful globalcitizenship resource about our work in Northern Uganda (Citoyens du Monde). We provided inservice training and continuing professional development to teachers on development issuesand the work of SCIAF, and input to teachers in training at the University of Glasgow.

Advocacy

The main focus of our advocacy in 2009 was climate change, and we played a leading role inScottish and international coalitions. The Scottish coalition helped shape the world’s mostambitious climate change legislation in Scotland and we publicised this legislation at the SpecialSummit on Climate Change convened by the UN Secretary General, Ban Ki Moon, in New Yorkin November. SCIAF’s Chair, Cardinal O’Brien, led the delegation accompanied by Chief Executive, Paul Chitnis, as part of a global campaign run by Catholic networks CaritasInternational and CIDSE in the run up to the Copenhagen summit. We increased the number of campaigners on our database to 25,000 and improved our ability to target specific decisionmakers – a development acknowledged on several occasions by politicians as the ClimateChange Bill moved through the Scottish Parliament and we put pressure on all parties tostrengthen the bill. We continued to research the activities of an oil company in India, andorganised several events which attracted public support – including sponsoring a film on theearth’s resources at festivals in Edinburgh and Glasgow; lobby events at the G20 FinanceMinisters’ meeting in St Andrew’s, and a talk by Andrew Mitchell MP, the Shadow Secretary for International Development, with the University of Glasgow.

Increasing SCIAF’s profile in Scotland

The WEE BOX Big Change campaign, which is run during the six weeks of Lent, is one of thekey ways in which we raise our profile in Scotland. We have extended its target audience over the last four years beyond the church going community to the wider Scottish population, and in2009 Lent income from all sources raised over £900,000, which was £50,000 over target. Thecampaign attracted a wide range of celebrity support from Scottish politics, sport andentertainment, and generated an increase in media coverage on the previous year. Coverageof our advocacy campaigns, schools work, and response to emergencies all featured in themedia, where our coverage rose from 490 articles in 2008 to 695 in 2009, an increase of over 40%. Our website attracted an average of 4,636 hits a month and was used increasingly for online donations.

Increasing awareness in the Scottish community

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One of the issues about which we raise awareness is the link between helping those who arepoor, and addressing the causes of their poverty in order to bring about long term change. Tothis end, we set targets for income and the number of people who sign up to support our campaigns. While our voluntary income fell short of our target, reflecting a widespread trendwithin the charity sector during the recession, our target for campaigners was met, and the

profile of our advocacy on climate change was high. During the Lent campaign for example,which focussed on our work helping people in developing countries affected by climate change,supporters were encouraged to donate and to return a simple campaign card addressed to thePrime Minister calling for a strong agreement at the Copenhagen climate change summit at theend of the year. The message was reinforced by the visit during Lent of Dr Ricardo Navarro,SCIAF’s partner from El Salvador and an expert on climate change, who spoke at schools andparishes around the country as well as at the Scottish parliament. With the help of over 180parish volunteers we promoted the Lent campaign to over 400 parishes in Scotland andencouraged support for SCIAF throughout the year.

FINANCIAL REVIEW

Reserves policy

The Directors review SCIAF’s reserves policy annually and monitor the level of reserves andthe financial position each quarter. Restricted reserves are generated when the supporter or donor organisation stipulates the area of activity in which the income has to be spent (for example where funds are sent in, in response to a particular emergency or for a particular project overseas). At the end of 2009, restricted funds held amounted to £2,013,799 (2008:£2,077,136).

Unrestricted funds are generated when there is no such stipulation. At the end of 2009, SCIAFhad £5,428,712 (2008: £4,548,676) in unrestricted funds. As detailed in note 15, the Board hasa policy to set aside contingency reserves based on its expectation of the likelihood and impactof financial risks. These are to ensure, that, in the wake of significant unexpected events,SCIAF can continue to respond rapidly to emergencies, can meet its planned futurecommitments to current projects, and continue its operations. In accordance with this policy theBoard has set the level of the Operational Reserve Fund at £1,000,000. This reserve was fullyfunded. Details of other specific reserves appear in note 15 to the accounts.

£1,981,970 forms a general fund that the Board intends to spend on SCIAF’s work over thenext 5 years. The continuing growth in income over the past few years will enable SCIAF todirect more funds where they are most needed, but our concern to make sure that these fundsare spent wisely has resulted in a longer period for consideration and evaluation before sumsare committed for new projects and other work.

The net incoming resources before other gains and losses are £586,121 (2008: £ (870,090)).In 2009, the Board reviewed the salary costs in the light of the economic recessionand decided to take the difficult decision to reduce them. This resulted in theregrettable decision to make a small number of redundancies.

SCIAF received the entire funds outstanding of £3,092,051 relating to the administration of Kaupthing Singer & Friedlander Ltd from the Financial Services CompensationScheme (“FSCS”)

Principal funding sources

The charity’s main source of income is voluntary income from individuals through regular donations, Lenten campaign and legacies of £4,094,026 (2008: £4,441,067). Whist thisrepresents a small decline from the previous year, given the economic conditions, this level of voluntary giving is both generous and encouraging. SCIAF also received £1,992,966 (2008:£1,071,334) of Institutional funding for overseas relief and development.

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SCIAF’s investment policy was developed by the Board of Directors to enable SCIAF tomaximise the potential income from funds held at any time, while minimising the risk of loss of value. Funds are split between corporate charity bonds, interest bearing current accounts andmedium term stock exchange investments. The latter are managed for SCIAF by NewtonInvestment Management Ltd, and investments are required to meet strict ethical guidelines,consistent with the work and beliefs of SCIAF. At the end of 2009, the funds invested had a

market value of £3,045,522 after deduction of management charges, and with full refund of income received. The directors, recognising that the value of unrealised investments was£390,001, do not propose to realise the current portfolio but instead expect to maintain theinvestment portfolio until there is a recovery in the investment market. The investment objectiveis to achieve a balanced return from income and capital growth over the long term.

Plans for the future

A new strategic framework is being developed for 2011. It will set out a clear strategy for thefuture.

Statement of Directors’ responsibilities

The directors are responsible for preparing the annual report and financial statements inaccordance with applicable law and regulations.

Company and charity law requires the trustees to prepare financial statements for eachfinancial year. Under that law the directors are required to prepare the financial statements inaccordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom

Accounting Standards and applicable law). The financial statements are required to give a trueand fair view of the state of affairs of the company and of the incoming resources andapplication of resources of the company, including its income and expenditure, for that period.

In preparing these financial statements the directors are required to:

• select suitable accounting policies and then apply them consistently;• observe the methods and principles in the Charities SORP• make judgments and estimates that are reasonable and prudent;• state whether applicable 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 charity will continue in business.

The directors are responsible for keeping proper accounting records that disclose withreasonable accuracy at any time the financial position of the company and enable them toensure that the financial statements comply with the requirements of the Companies Act 2006and Regulation 8 of the Charities Accounts (Scotland) Regulations 2006. They are alsoresponsible for safeguarding the assets of the company and hence for taking reasonable stepsfor the prevention and detection of fraud and other irregularities.

The directors are responsible for the maintenance and integrity of the corporate and financialinformation included on the company's website. Legislation in the United Kingdom governingthe preparation and dissemination of the financial statements and other information included inannual reports may differ from legislation in other jurisdictions.

The directors who held office at the date of approval of this directors’ report confirm that, so far as they are individually aware, there is no relevant audit information of which the company’sauditors are unaware; and each director has taken all the steps that he ought to have taken asa director to make himself aware of any relevant audit information and to establish that thecompany’s auditors are aware of that information.

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The directors for the purposes of charity law who served during the year and up to the date of this report are set out on page 1.

Approved by the directors and signed on its behalf by:

Rt. Rev. P.A. MoranPresident 24 March 2010

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Opinion

In our opinion the financial statements:• give a true and fair view, in accordance with United Kingdom Generally Accepted

Accounting Practice, of the state of the charity's affairs as at 31 December 2009 and of itsincoming resources and application of resources for the year then ended;

• have been properly prepared in accordance with the Companies Act 2006, the Charitiesand Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts(Scotland) Regulations 2006: and

• the information given in the Directors' Report is consistent with the financial statements for the year ended 31 December 2009

GRANT THORNTON UK LLPREGISTERED AUDITORS

Glasgow 24 March 2010

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STATEMENT OF FINANCIAL ACTIVITIESFOR THE YEAR ENDED 31 DECEMBER 2009

Unrestrictedfunds

Restrictedfunds

TotalFunds2009

TotalFunds2008

Note £ £ £ £Incoming resourcesFrom generating fundsVoluntary income

Lenten income 2 590,506 - 590,506 590,667Individual donations 2 2,187,107 493,509 2,680,616 3,033,510Legacies 2 822,904 - 822,904 816,890

Total voluntary income 3,600,517 493,509 4,094,026 4,441,067

Activities for generating fundsSale of goods & resources 23,997 - 23,997 73,323

Investment income/ bankinterest

271,402 3,039 274,441 401,735

From charitable activitiesInstitutional funding – overseasrelief and development

3 81,891 1,911,075 1,992,966 1,071,334

Total incoming resources 3,977,807 2,407,623 6,385,430 5,987,459

Resources expendedCosts of generating fundsFund raising and advertising 4 652,542 - 652,542 771,937Cost of sales and related costs - - - 7,938Cost of managing investments 16,430 - 16,430 18,049

Costs of charitableactivitiesInternational programmes 6a 1,868,712 2,470,960 4,339,672 5,103,381Information and education 6b 272,211 - 272,211 396,608

Advocacy and communication 6c 500,160 - 500,160 512,470Governance costs 40,294 - 40,294 47,966

Total resources expended 3,350,349 2,470,960 5,821,309 6,858,349

Net incoming resources beforetransfers

627,458 (63,337) 564,121 (870,890)

Transfers between funds - - - -Net incoming resources beforeother gains and losses

627,458 (63,337) 564,121 (870,890)

Gains/(losses) on investmentassets

(137,423) - (137,423) (100,569)

Movement in investmentvaluation

390,001 - 390,001 (367,377)

Net movement in funds 880,036 (63,337) 816,699 (1,338,836)Total funds brought forward 4,548,676 2,077,136 6,625,812 7,964,648Total funds carried forward 5,428,712 2,013,799 7,442,511 6,625,812

The Statement of Financial Activities includes all gains and losses in the year. All incoming resources and resources

expended derive from continuing activities.

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CASH FLOW STATEMENTFOR THE YEAR ENDED 31 DECEMBER 2009

2009 2008Notes £ £

Net cash outflow from operating activities 1 (388,934) (1,443,929)

Return on Investments and servicing of finance 2 274,441 401,735Capital expenditure 2 (8,314) (52,995)Management of liquid resources 2 (373,915) 385,531Decrease in cash in the period (496,722) (709,658)

Net cash resources at 1 January 5,181,469 5,891,127Net cash resources at 31 December 4,684,747 5,181,469

1. Reconciliation of operating surplus to net cash outflow from operating activities

2009 2008£ £

Operating surplus/ (deficit) 816,699 (1,338,836)Depreciation charges 34,947 47,950Gain/loss on investment assets 137,423 100,569Investment Income (274,441) (401,735)Decrease in debtors 384,966 49,748(Decrease)/Increase in creditors (1,488,528) 98,375Net cash outflow (388,934) (1,443,929)

2. Analysis of cash flows for headings netted in the cash flow statement

2009 2008£ £

Returns on investments and servicing of financeInterest received 274,441 401,735

Capital expenditurePurchase of tangible fixed assets (8,314) (52,995)

Management of liquid resourcesPurchase of investments (671,006) (454,082)Proceeds on disposal of investments 313,521 857,662Management fees (16,430) (18,049)

(373,915) 385,531

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NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 DECEMBER 2009

1. Accounting policies

Basis of preparation

The financial statements have been prepared under the historic cost convention, (whichignores the effect of inflation or revaluation (except for investments) and deals withoriginal costs to SCIAF only), and in accordance with the Companies Act 2006 and theStatement of Recommended Practice for Charities 2005 and Charities Accounts(Scotland) Regulations 2006.

Fund structure

Unrestricted funds are available for use at the discretion of the directors in furtheranceof the general objectives of the charity. Unrestricted funds include designated fundswhere the directors, at their discretion, have set aside resources for a specific purpose.

Restricted funds are funds, which are to be used in accordance with specificrestrictions imposed by the donor or through the terms of an appeal.

Incoming resources

All incoming resources are recognised once the charity has entitlement to the incomeand the amount can be quantified with reasonable accuracy. The following specificpolicies are applied to particular categories of income:

Voluntary income and donations are included in the accounts as income when they areconsidered receivable in accordance with the Statement of Recommended Practice for Charities 2005. Legacies are included when the charity is advised by the personalrepresentative of an estate that payment will be made and when the amount involvedcan be quantified.

Grant income and expenditure

Grant income from institutional funders is included in the accounts in the year to whichincome relates. Expenditure on grants is included when the recipients have metSCIAF’s conditions for payment. Where grant agreements have been completed withpartner organisations, SCIAF recognises commitments in respect of the next tranche of each grant, by charging the statement of financial activity with that commitment andshowing the sum due as a creditor.

Resources expended

Expenditure is recognised on an accrual basis as a liability is incurred. Expenditureincludes any VAT, which cannot be fully recovered.

Expenditure incurred, which relates directly to any one cost category is allocateddirectly to that category. Expenditure, common to more than one cost category isapportioned on a reasonable and consistent basis to the categories involved, inaccordance with the Statement of Recommended Practice for Charities, the industrystandard, recognised and approved by the Accounting Standards Authority. Allocationto the cost categories is proportional to the number of full time equivalent staff involvedin each section. No apportionment applies to the costs of governance.

Operating lease agreements

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Rentals applicable to operating leases where substantially all of the benefits and risksof ownership remain with the lessor are charged against profits on a straight line basisover the period of the lease.

Cost of generating funds

Fundraising expenditure comprises costs incurred in encouraging people andorganisations to contribute financially to the charity’s work, and includes some mediapromotional costs.

Governance costs

Governance costs include those incurred in the governance of the charity and itsassets, are primarily associated with constitutional and statutory requirements andinclude its audit fees and costs linked to the strategic management of the charity.

Tangible fixed assets

Fixed assets (excluding investments) are stated at cost less accumulated depreciation.The costs of minor additions or those costing below £500 are not capitalised.Depreciation is provided at the following rates to write off assets over their estimateduseful life.

Buildings 2% on reducing balanceFixtures and fittings 25% on reducing balanceComputer equipment 50% on reducing balanceMotor Vehicles 25% on reducing balance

Investments

Investments, which are subject to the Charities and Investment (Scotland) Act 2005,have been included in the Balance Sheet at market value. The annual movement inthe market value is treated as an unrealised gain or loss and is incorporated within theGeneral Unrestricted Fund.

The investment objective is to achieve a balanced return from income and capitalgrowth over the long term subject to ethical criteria agreed by the Board. NewtonInvestment manages the portfolio with a medium risk approach.

Income from investments is credited to the statement of financial activities in the year inwhich it is due to be received.

Pensions

SCIAF offers employees the opportunity to join a Group Personal Pension Scheme towhich SCIAF also contributes. Contributions are charged to the statement of financialactivities in the year payable. The company has no liability for any scheme shortfall,neither would it benefit from any surplus.

2. Incoming resources from voluntary income

Unrestrictedfunds

Restrictedfunds

Total2009

Total2008

£ £ £ £Lenten income 590,506 - 590,506 590,667Individual donations 2,187,107 493,509 2,680,616 3,033,510Legacies 822,904 - 822,904 816,890

3,600,517 493,509 4,094,026 4,441,0673. Restricted institutional funding

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2009 2008£ £

Department for International DevelopmentHIV, Aids and Advocacy 17,358 18,042Development awareness -

European CommissionIndia (Block grant – 2 projects) 28,821 -India 27,164 125,413Sudan 95,037 -Burma 198,205 129,610Cambodia 68,852 -Ethiopia 162,475 -

Big Lottery Fund1G/1/010139337 Sudan 153,435 109,559

Comic Relief

Uganda 575,119 375,281India - 41,848Ethiopia - 98,342

Scottish GovernmentSudan - 70,000Tanzania 20,187 40,212Zambia 619,820 225,838D R Congo 50,000 -

States of GuernseyD R Congo 35,000 29,950

Private donor D R Congo - 102,049

Adjustments for accruals and deferrals (140,398) (294,810)

1,911,075 1,071,334

4. Fundraising and advertising costs

DirectCosts

DirectSupport

IndirectSupport

Total2009

Total2008

£ £ £ £ £

Lenten campaign & real gifts 284,400 - - 284,400 335,460Legacies 8,548 - - 8,548 12,045Salaries and other staff costs - 164,475 83,605 248,080 254,270Travel - 9,712 3,976 13,688 15,287

Advertising and publicity 16,647 - - 16,647 - Administration - - 25,638 25,638 91,197Rates, utilities, telephone andcleaning

- - 9,464 9,464 13,577

Professional fees - 580 491 1,071 733IT costs - 29,978 12,218 42,196 49,368Volunteer costs - 2,810 - 2,810 -

309,595 207,555 135,392 652,542 771,937

5. Grant expenditure

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Grant expenditure represents grants paid or approved to partner organisationsresponding to a wide range of humanitarian needs in the communities in which theywork. The major recipients of grants (those over £50,000) in 2009 were:-

Unrestricted

Funds

Restricted

funds

Total

2009

Total

2008£ £ £ £AFRICAEthiopiaJoint office with CAFOD and

Trocaire – for distribution to partners

160,000 - 160,000 198,438

Relief Society of Tigray (REST) - 191,691 191,691 - Action for development - 62,500 62,500 -

UgandaKamwokya Christian CaringCommunity

- 163,487 163,487 225,968

Rwanda -Commission Episcopale Justiceet Paix

- - - 68,224

Democratic Republic of Congo

-

Codilusi - - - 132,238Commission Diocesaine Justiceet Paiz/Uvira Diocese

66,289 - 66,289 -

Caritas Congo - 50,000 50,000 -

SudanSudan Evangelical Mission - 117,051 117,051 -Jesuit Refugee Service Eastern

Africa- 214,973 214,973 100,000

Burundi Agakura 112,860 - 112,860 -

ZambiaCRS Zambia - 287,665 287,665 -Kasisi - 224,818 224,818 -

ChadJesuit Refugee Service - 86,832 86,832 -

Multi-CountryJesuit Refugee Service – for projects in Burundi and Sudan

200,000 - 200,000 479,131

ASIABurmaJesuit Refugee ServiceThailand

- 235,556 235,556 207,246

CambodiaDPA - 81,878 81,878 53,344

India

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Association for People withDisabilities

- 71,000 71,000 178,060

Gram Vikas - - - 51,483Prakruthi - 80,000 80,000 -Women’s Collective 55,000 - 55,000 -Speech - 58,951 58,951 60,390

Caritas India - 84,935 84,935 -

IndonesiaCaritas Czech - - - 74,805

BurmaCBCM/Australia - - - 100,000

Sri LankaCaritas Sri Lanka - 165,000 165,000 450,000

LATIN AMERICAEl Salvador

Jesuit Foundation 75,000 - 75,000 -

NicaraguaCantera 80,131 - 80,131 -

HaitiInstitute of Technology &

Animation69,904 - 69,904 -

Other grants less than £50,000paid in the year

217,358 294,223 511,581 1,824,750

Adjustment for reversal of accrual

(58,629) - (58,629) -

Total Grant Expenditure 977,913 2,470,560 3,448,473 4,204,122

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6. Costs of charitable activities

Expenditure recorded in the Financial Statements includes both the direct costs of carrying out activities of the sections and the direct and indirect costs of supportingthese activities.

Direct support costs include essential integral staff-related costs including recruitment,training and travel. Indirect costs are the common or shared costs of the organisationsuch as property running and maintenance costs, telephone, IT, stationery, postageand printing. These are allocated between the various expenditure categories inproportion to the number of full-time equivalent staff involved in the activities of eachsection. The following provides a breakdown of these costs:

DirectCosts

DirectSupport

IndirectSupport

Total2009

Total2008

£ £ £ £ £International programmes 3,448,473 567,856 323,343 4,339,672 5,103,381Information and education 40,075 177,672 54,464 272,211 396,608

Advocacy and

communication

205,259 202,464 92,437 500,160 512,470

Governance 40,294 - - 40,294 47,9663,734,101 947,992 470,244 5,152,337 6,060,425

a) International programmes

DirectCosts

DirectSupport

IndirectSupport

Total2009

Total2008

£ £ £ £ £Grant expenditure 3,448,473 36,916 - 3,485,389 4,163,373Juba office costs - 17,236 24,162 41,398 46,727Ethiopia joint office costs - - 56,548 56,548 50,000Salaries and other staff costs

- 389,729 145,130 534,859 546,205

Travel - 76,067 6,901 82,968 63,968 Administration - 47,908 20,652 68,560 183,847Rates, utilities, telephoneand cleaning

- - 16,505 16,505 35,156

Professional fees - - 32,229 32,229 927IT costs - - 21,216 21,216 13,178

3,448,473 567,856 323,343 4,339,672 5,103,381

b) Information and Education

Direct

Costs

Direct

Support

Indirect

Support

Total

2009

Total

2008£ £ £ £ £Individuals 2,600 - - 2,600 27,399Schools 33,136 - - 33,136 54,530Parishes 4,339 - - 4,339 9,316Salaries and other staff costs - 164,828 36,252 201,080 231,090Travel - 11,145 3,193 14,338 9,558

Administration - 1,699 5,372 7,071 48,259Rates, utilities, telephone andcleaning

- - 4,210 4,210 9,556

Professional fees - - - - 651IT costs - - 5,437 5,437 6,249

40,075 177,672 54,464 272,211 396,608

c) Advocacy and communication

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DirectCosts

DirectSupport

IndirectSupport

Total2009

Total2008

£ £ £ £ £Campaigning and policy 104,825 - - 104,825 148,374Media review 100,434 - - 100,434 92,884Salaries and other staff costs - 166,410 62,001 228,411 204,013

Travel - 19,006 2,931 21,937 10,245 Administration - - 10,733 10,733 33,091Rates, utilities, telephone andcleaning

- - 6,976 6,976 6,642

Professional fees - 15,698 789 16,487 11,683IT costs - 1,350 9,007 10,357 5,538

205,259 202,464 92,437 500,160 512,470

d) Governance

DirectCosts

DirectSupport

IndirectSupport

Total2009

Total2008

£ £ £ £ £Costs of Board meetings andoverseas travel

3,113 - - 3,113 2,469

Professional fees 19,678 - - 19,678 32,371 Auditors remuneration 17,503 - - 17,503 13,126

40,294 - - 40,294 47,966

7. Net incoming/ (outgoing) resources for the year

This is stated after charging:

2009 2008£ £

Depreciation 34,947 47,950 Auditors’ remuneration 17,503 13,126

8. Staff costs

2009 2008£ £

Wages and salaries 988,796 959,145Social security costs 92,622 92,314Pension costs 55,327 50,801

1,136,745 1,102,260

The average number of employees during the year was as follows:

2009 2008No No

Management 4 3Overseas project support 12 14Education and information 4 6

Advocacy and campaigning 5 4Cost of generating fund 8 7

Administration and finance 9 942 43

Full time equivalent 34 38

One employee receives remuneration over £60,000 in 2009 (and 2008). Pensioncontributions in respect of this employee amounted to £6,491 (2008: £5,776).

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Salary numbers include 3 staff working in our Sudan office.

No director received remuneration for their services. Expenses incurred by directorsrelating to visits and meetings amounted to £3,113 (2008: £2,469).

SCIAF operates a Group Personal Pension Scheme, the assets of which are heldseparately in an independently administered fund. The charity’s contribution isbetween 7.5 per cent and 10 per cent of salary with staff making contributions between2.5 per cent and 4 per cent of salary to the scheme. 15 staff are members of thescheme (2008: 20 staff). Included in staff costs are contributions paid or payable bySCIAF to the fund which amounted to £55,327 in 2009 (2008: £50,801).

9. Taxation

SCIAF is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or s252 of the Taxation of Chargeable Gains Act 1992 to the extent that theseare applied to charitable objectives. No charges have arisen in the Charity.

10. Tangible fixed assets

Heritableproperty

Fixtures& fittings

Computer equipment

Motor Vehicles

Total2009

Cost: £ £ £ £ £ At 1 January 2009 484,450 88,914 162,777 49,361 785,502 Additions - 781 7,533 - 8,314Disposals - - - - -

At 31 December 2009 484,450 89,695 170,310 49,361 793,816

Depreciation: At 1 January 2009 88,498 74,182 138,212 18,175 319,067Charge for the year 7,919 3,829 15,402 7,797 34,947

At 31 December 2009 96,417 78,011 153,614 25,972 354,014

Net book value At 31 December 2009 388,033 11,684 16,696 23,389 439,802 At 31 December 2008 395,952 14,732 24,565 31,186 466,435

11. Investments

2009 2008£ £

Valuation at 1 January 2,809,030 3,295,130 Acquisitions 671,006 454,082Disposals (824,515) (572,805)Market valuation movement in year 390,001 (367,377)Valuation at 31 December 3,045,522 2,809,030

All of SCIAF’s investments are held for unrestricted charitable purposes, are listed andare included at market value. The closing valuation includes cash uninvested heldwithin the portfolio of £128,683 (£53,548).

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12. Current liabilities: amounts falling due within one year

2009 2008£ £

Trade creditors 58,086 83,945

Approved development grants 703,946 1,894,543 Accrued emergency grants 119,238 -Social security and other taxes - -Deferred income - 379,319

Accrued expenses 37,289 49,280918,559 2,407,087

13. Deferred income

2009 2008£ £

Deferred income at 1 January 379,319 117,989Released in the year (379,319) (117,989)Deferred in the year - 379,319Deferred income at 31 December - 379,319

Deferred income represents grant monies received in the year but relating to futureperiods.

14. Analysis of net assets between funds

UnrestrictedFunds

Restrictedfunds

Total2009

£ £ £Tangible fixed assets 439,802 - 439,802Investments 3,045,522 - 3,045,522Net current assets 1,943,388 2,013,799 3,957,187Total net assets 5,428,712 2,013,799 7,442,511

15. Movement in funds

FundName

At1 Jan2009

Incomingresources

Resourcesexpended Transfer

Gains& losses

At31 Dec

2009£ £ £ £ £ £

Unrestricted:Designated 3,056,741 - - - 390,001 3,446,742General 1,491,935 3,977,807 (3,350,349) - (137,423) 1,981,970

4,548,676 3,977,807 (3,350,349) - 252,578 5,428,712Restricted 2,077,136 2,407,623 (2,470,960) - - 2,013,799Totalreserves 6,625,812 6,385,430 (5,821,309) - 252,578 7,442,511

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a) Unrestricted reserves

The following designated funds are maintained:

2009 2008

£ £Operational reserve fund 1,000,000 1,000,000Emergency response fund 500,000 350,000Property maintenance reserve fund 100,000 90,000IT reserve fund 200,000 25,000Investment revaluation reserve 200,325 (189,676)Overseas aid reserve 1,446,417 1,781,417

3,446,742 3,056,741General fund 1,981,970 1,491,935

5,428,712 4,548,676

The Operational Reserve fund is, in the opinion of the directors, required to ensure thatSCIAF is able to continue operations in the event of dramatic unforeseen events, or significant fluctuations in the income or expenditure of SCIAF from year to year. TheBoard keeps this under review on a regular basis.

The Emergency Response fund has been established to provide funds to enableSCIAF to make an immediate funding response, in the event of a major catastropheor emergency. In the light of the number and scale of major disasters in recent years,this reserve has been increased to £500,000 to allow SCIAF to be able to respondquickly and efficiently to emergencies as part of our strategic plan.

The Property Maintenance Reserve fund and IT Reserve fund have been establishedto spread the cost of these significant areas of expenditure over an appropriate number of years. These reserves are reviewed each year to provide funds from the surplus, tomeet the cost of essential repairs and improvements to SCIAF’s physical assets.

The Investment Revaluation Reserve represents the unrealised increase in the value of the stocks and shares held within the Investment portfolio, at the year-end.

The Overseas Aid Reserve is a provision for those Overseas Aid and DevelopmentGrants for 2010, which have not yet been formally committed to partners, but for whichfunding will be spent on overseas aid by 31 st December 2009.

The General Fund represents unrestricted income carried forward. The Board of Directors have agreed that the unrestricted funds available, other than those utilised for the provision of fixed assets, should be used to meet planned development projectsand other costs, over the next four years on a rolling basis.

Restricted reserves

Restricted reserves represent funds held for projects or programmes specified by thedonors and not yet disbursed at 31 st December 2009. Restricted reserves aregenerated when the supporter or donor organisation stipulates the area of activity inwhich the income has to be spent (for example where funds are sent in, in response toa particular emergency or for a particular project overseas).

Transfers

No transfer was made from unrestricted funds to restricted funds.

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16. Company status

The company is limited by guarantee. The members undertake to contribute amaximum of £1 each to the company’s assets should it be wound up.

17. Operating lease agreements

At 31 December 2009 the company had aggregate annual commitments under noncancellable operating leases as set out below:

2009 2008£ £

Operating leases which expire:Within 1 year - -Within 2 to 5 years 8,123 8,123

After 5 years - -8,123 8,123

18. Contingent liabilities

At the year end, forward commitments in respect of signed grant funding agreementswith overseas partner organisations, beyond those within one year already included increditors, amounted to £422,036. These grants are conditional on receipt of satisfactory reports, and are subject to SCIAF having the appropriate funds available atthe time when the grants fall due for payment. Because of these conditions, the grantshave not been treated as creditors.

sciaf 2009 typesigned accounts

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