The instructions Refer to the annual report of the Canadian Red Cross (CRC). Answer the questions in the template below. Add rows if you need them. Use full sentences, not point form. Please complete the document in Word and submit a printed copy. Research is not required for this project but cite sources if you have looked things up. Be careful to not plagiarize. The Questions 0-4 1. The statement of operations includes the budget. Why is this significant? How did they “do” compared to budget? Is this good or bad? 0-5 2. The statement of operations has a separate line item for “fundraising expenses”. Express this as a percentage of funds raised through “fundraising”. Why is this significant? Grade out of 20 ___________________ IN EVERY COMMUNITY, THERE IS WORK TO BE DONE. IN EVERY NATION, THERE ARE WOUNDS TO HEAL. IN EVERY HEART, THERE IS THE POWER TO DO IT. 2013-2014 ANNUAL REPORT COMMUNITY Community – true community – is characterized by a sense of belonging, a shared determination to face challenges as a unit, to protect and strengthen our most vulnerable, to celebrate our successes and to recover from adversity together. Community is often a physical place and – just as often – a dispersed group sharing common interests, common concerns and common dreams. At its heart, a community seeks to treat its members with respect and kindness, to work together to plan for a better future and to always nurture that most human of aspirations: hope. That’s our ideal of what makes a community, an ideal we try to achieve in everything we do. At home, the Canadian Red Cross is at work wherever a natural or man-made disaster threatens a community. From more than 200 permanent locations coast-to-coast, we also play a vital role in daily community life, delivering health and social programs, first aid, water safety, and disaster preparedness training aimed at personally and collectively protecting those communities. Internationally, we are part of the worldwide community of the Red Cross and Crescent Movement, which provides relief, recovery and rebuilding from disaster and disease through Red Cross and Red Crescent National Societies in 189 countries. Enabled by the precious support of our donors and partners, the Canadian Red Cross – every day and in every way possible – is dedicated to helping and protecting tens of millions of members of that largest of communities – humankind. IN RESPONDING TO THE UNPRECEDENTED JUNE 2013 FLOODS IN SOUTHERN ALBERTA, THOUSANDS OF RED CROSS VOLUNTEERS AND STAFF HAVE PROVIDED ASSISTANCE TO ALMOST 70,000 PEOPLE. TABLE OF CONTENTS 02 Message from the Secretary General 03 Message from the Chair 06 The Year in Numbers 12 Governance and Leadership 14 Report of the Chief Financial Officer 16 Auditor’s Report 17 Financials NUTRITIONAL SUPPORT BY DELIVERING MEALS, ASSISTANCE WITH TRANSPORTATION AND MOBILITY SUPPORT THROUGH HEALTH EQUIPMENT LOANS ARE JUST SOME OF THE MANY COMMUNITY WELLNESS PROGRAMS FROM THE CANADIAN RED CROSS WHICH ARE ENHANCING THE QUALITY OF LIFE FOR SENIORS AND THOSE RECOVERING FROM ILLNESS OR INJURY. This past year, people and communities called upon the Canadian Red Cross in unprecedented numbers, not only internationally but right here at home. Thousands of Canadians received aid from us when their lives were changed by tragic events – Lac-Mégantic, L’ Isle-Verte, flooding in Alberta and the ice storm in southern Ontario, Quebec and New Brunswick. Still more were provided essential support and comfort in their homes through our community health programs. Through all this our fundamental work continued, helping individuals and communities through training and preparedness. This year we trained over 600,000 people in first aid, making us the top provider in Canada of first aid training. MESSAGE FROM THE SECRETARY GENERAL In responding to more large-scale and personal disasters than we ever have, we see a growing vulnerability in this country – whether it’s due to increasingly severe weather patterns, an aging population or economic hardship. We know we must further expand our capacity to successfully meet the challenges ahead by working with volunteers, partners and entire communities to develop and maintain innovative community health and robust disaster response programs. To do so, we are forging or solidifying significant partnerships with numerous organizations and governments at home while reaching out to the global Red Cross family. The more connections we have to each other and to our numerous communities, the greater our individual and collective capabilities are to be ready when disaster strikes or to provide effective services on an on-going basis to our most vulnerable. Internationally, this process of building enduring relationships takes time but the payoffs are immense. The much-needed hospital and health clinics we are building in Jacmel, Haiti came about through a unique multi-party relationship that has set the foundation for dramatically improved community health for generations to come. Our longstanding position of trust with the Canadian government allowed us to quickly provide aid in South Sudan as that crisis deepened and it allowed us to rapidly deploy a life-saving field hospital to the Philippines in the wake of Typhoon Haiyan. Worldwide, the need for humanitarian assistance is incalculable. Despite positive economic news in many developing countries, we in more established nations cannot now – nor should we ever – become complacent. Political upheaval and civil unrest, the lingering ravages of major natural disasters and the impact of climate change will continue to directly threaten lives, livelihoods and entire communities. Against these threats stands the community. At its strongest, a community is the best expression of who we are. And it is the best hope we have of protecting, inspiring and improving us all. Conrad Sauvé 2 When the Canadian Red Cross goes before governments or donors or corporate partners, we bring a century-old reputation for important services expertly delivered. Underpinning this operational excellence in Canada and overseas are governance principles and a culture fully dedicated to supporting effective, long-term partnerships. Lying between intent and result, planning and action must be the policies and frameworks which are rigourous enough to ensure reliability and accountability while being nimble enough to account for the ever-changing realities of our world. The Board and Executive well understand that communities must be built to last on a rock solid foundation, with clear expectations and the transparent commitment of capital and human resources. It also requires that our house be absolutely in order. The governance principles and practices which our Board directs are achieving precisely these goals as validated by a governance mini review conducted during this term. MESSAGE FROM THE CHAIR My second year as your Chair was also focused on making new frameworks to more fully engage volunteers and partners and build upon new governance bylaws we passed two years ago. Externally, such rigourous and credible stewardship serves us well when we approach partners and potential partners in the corporate, government and community agency sectors. Internally, we have revisited governance roles regionally to ensure we remain relevant and provide useful and engaging roles for our volunteers. We are deeply committed to working collaboratively, starting within our own dispersed and multi-faceted organization. Moving people and ideas and skills from region to region based on need and expertise continues to allow us to take advantage of best practices. Such engagement plays a pivotal role in adapting to the many changes and needs of civil society. On the global stage, I saw this collaborative approach first hand at the biennial Statutory Meetings of the Red Cross Red Crescent Movement in Sydney Australia. The Canadian delegation was an active participant in formalizing a global youth engagement strategy, helping to develop new principles and rules for humanitarian assistance while exploring new ways of working with other National Societies such as the Afghan and the Bangladesh Red Crescents. As my term as Chair comes to a conclusion, I am comforted to know that we are creating and promoting governance structures that both guide and take advantage of the wonderful talents available to us. My deepest thanks to all fellow Board members, our CEO Conrad Sauvé, volunteers, staff and donors. Each has contributed mightily to our collective success as one of the most respected and effective humanitarian organizations in Canada and the world. Alan Dean 3 1. WARMING SHELTERS During the unprecedented December cold which caused lengthy power outages across Ontario, Quebec and New Brunswick, the Canadian Red Cross helped operate warming shelters throughout the provinces, providing a safe place to stay, meals, hygiene kits and blankets to those in need. 2. LAC-MÉGANTIC, QUEBEC When the deadliest Canadian rail disaster in 150 years claimed the lives of 47 people and destroyed half of Lac–Mégantic’s downtown core, the Canadian Red Cross mobilized teams of volunteers from across the province and deployed emergency equipment as part of a 1 2 3 4 $14 million relief and recovery effort. 3. L’ISLE-VERTE, QUEBEC After the tragic nursing home fire in L’Isle-Verte, the Canadian Red Cross mobilized its teams to meet the basic needs of the people affected by the disaster. The money collected will also be used to support local schools and the community of L’Isle-Verte by organizing public events and activities. 5 4. MATERNAL, NEWBORN AND CHILD HEALTH Our Maternal, Newborn and Child Health programs reached more than one million mothers and children in 2013, one third of these in Mali. The Canadian Red Cross and partners work to strengthen health systems where most needed, and reduce life-threatening diseases that are largely preventable, using practical, proven and cost effective interventions. 5. DAYS OF PINK In addition to supporting “Days of Pink ” Days throughout Canada, the Canadian Red Cross reached over half a million Canadians – primarily young people – with anti-bullying education programs. 6. FIRST AID APP As a complement to hands-on training, the Canadian Red Cross’s new first aid app increases people’s skills and confidence to intervene in health-threatening injuries and emergencies from severe bleeding to broken bones to heart attacks. 4 6 THE CANADIAN RED CROSS DEPLOYED ITS EMERGENCY FIELD HOSPITAL TO ORMOC IN THE PHILIPPINES FOLLOWING TYPHOON HAIYAN, WHERE IT TREATED 1226 PATIENTS, CONDUCTED 114 SURGERIES AND DELIVERED OVER 400 BABIES. THE HOSPITAL WAS THEN HANDED OVER TO THE PHILIPPINE RED CROSS FOLLOWING TRAINING AND SUPPORT. 5 THE YEAR IN NUMBERS EMERGENCIES AND DISASTERS IN CANADA 2,901 126,201 hours that Canadian Red Cross volunteers dedicated to disasters 88,999 people directly assisted 54,922 Canadians trained in disaster preparedness 6,386 6 disaster responses in Canada trained disaster response volunteers INTERNATIONAL OPERATIONS 188 missions EMERGENCIES AND RECOVERY ACTIVITIES $27,255,309 64 3 provided in support to global emergency response emergency operations field hospital deployments supported HEALTH: MOTHER, NEWBORN AND CHILD; DISASTER PREPAREDNESS AND VIOLENCE PREVENTION 19,398,807 69,314 551 33 beneficiaries National Society volunteers communities supported projects in 25 countries 7 HEALTH AND SOCIAL PROGRAMS 1,696,279 number of Home Services hours 349,070 number of meals provided 258,616 number of articles loaned through the Health Equipment Loan Program 256,140 number of rides provided by transportation services 8 VIOLENCE, BULLYING AND ABUSE PREVENTION 645,503 86,366 2,426 781 21 children, youth and adults attended RespectED workshops in Canada children, youth and adults attended RespectED workshops in other countries active RespectED youth facilitators active RespectED adult prevention educators National Societies working with the Canadian Red Cross to create safe environments DETENTION MONITORING Promotes the basic rights of people detained under the Immigration and Refugee Protection Act 49 124 volunteers across Canada visits to detention facilities holding immigration detainees 9 FIRST AID 609,367 Canadians took Red Cross First Aid courses 2,935 active instructors in First Aid SWIMMING AND WATER SAFETY 20,596 1,218,317 10 active instructors in swimming and water safety Canadians took Red Cross Swimming and Water Safety courses HUMANITARIAN ISSUES AND INTERNATIONAL HUMANITARIAN LAW A set of rules which seeks to limit the effects of armed conflict 17,876 42 youths reached through 540 teachers reached through 3 events training workshops on Exploring Humanitarian Law (EHL) RESTORING FAMILY LINKS (RFL) Helps people to re-establish contact with family when contact has been lost due to conflict, disaster and migration 465 cases resolved 426 new cases opened 214 active cases 62 volunteers across Canada 11 GOVERNANCE AND LEADERSHIP CORPORATE OFFICERS FROM LEFT TO RIGHT Conrad Sauvé Secretary General and Chief Executive Officer Jimmy Mui Chief Financial Officer Samuel Schwisberg General Counsel, Corporate Secretary Ann Clancy Chief of Staff/Interim Director General, Ontario Almin Surani Chief Information Officer John L. Byrne Director General, Disaster Management Susan Johnson Director General, International Operations Leslie Dunning Director General, Violence and Abuse Prevention Louise Castonguay Director General, Atlantic Canada Michel Léveillé Director General, Quebec and National Fund Development Sue Phillips Director General, Western Canada Pam Aung Thin National Director, Public Affairs and Government Relations Tracey Pope National Director, Human Resources and Volunteer Services Lori Holloway National Director, Community Health and Wellness Amy Mapara Deputy Chief of Staff 12 THE CANADIAN RED CROSS BOARD OF DIRECTORS AND SECRETARY GENERAL ABOVE, FROM LEFT TO RIGHT Dennis Chow Colleen Schneider Peter Sloly Gordon Shead Gavin Giles Ella West Alan Dean, Chair Sara John Fowler, Vice-chair Conrad Sauvé, Secretary General and Chief Executive Officer Edward Tanaka Peter Collens Mylène Turcotte Alan Pearson Kathleen Mahoney Lloyd Posno Absent: Mathieu Bouchard THE 2013-14 HONORARY CHAIRS AND COUNCIL DESIGNATE MEMBERS* PATRON Her Majesty Queen Elizabeth II HONORARY CHAIR His Excellency the Governor General of Canada HONORARY VICE-CHAIRS (Appointed) The Right Honourable Prime Minister of Canada The Honourable Leader of the Opposition HONORARY VICE-CHAIRS The Honourable Robert L. Barnes Janet Davidson Armand de Mestral Gene Durnin Darrell D. Jones Huguette Labelle Jon Turpin Myrle Vokey George Weber Kate Wood Jane McGowan Mario Dionne ATLANTIC Pam Miller Trisha Gallant-Leblanc Brody MacLean Rick Graham Geoff Moon Erin Kielly ONTARIO Jamie Dzikowski Bruce Brogden Amanda Kennedy Harvey Wyers Lori Barnhart Diane Girard QUEBEC Carol Bédard Philippe Boisvert Marco Gagnon Yves Hébert Michèle Lacombe Jean-Louis Carignan WESTERN Rick Riley Cassandra Consiglio Gordon Shead Colleen Schneider * As of the June 2013 annual meeting 13 REPORT OF THE CHIEF FINANCIAL OFFICER FOR THE YEAR ENDED MARCH 31, 2014 RESULTS FROM OPERATIONS The organization continued to build on its strong financial position with favourable results in the 2013-14 fiscal year. For the year ended March 31, 2014, the organization had a net deficiency of revenue over expenses of $7.5 million (2013 – $9.4 million). With the exclusion of net expenses relating to Tsunami operations, the organization had an excess of revenue over expenses of $3.4 million (2013 – deficiency of $3.2 million). During the 2013-14 fiscal year, through the generosity of donors, the Canadian Red Cross received significant donations in support of its aid and relief efforts in the aftermath of several disaster events in Canada and internationally. This year, the organization’s ongoing investment in fundraising activities aimed at producing more predictable and sustainable revenue streams yielded strong results, particularly in the area of direct marketing. The Canadian Red Cross provides integrated health and home care services in Ontario through its 50% ownership of Red Cross Care Partners (“RCCP”). 2013-14 marked the first full year of operations of this for-profit entity. The Board and Management continue to actively monitor the performance of RCCP, particularly with a view towards improving operational efficiency and financial performance in light of anticipated changes in home care policy in Ontario. At the same time, we continue to pursue opportunities for growth in community health in other regions, with notable success in Atlantic Canada. The organization continues to expend funds on recovery programming in affected countries following the Asian Earthquake and Tsunami in 2004. These funds represent interest income earned on donations received in respect of this disaster. It is important to note that interest income is recognized as revenue in the year earned and as an expense in the year that it is spent. As a result, this ongoing expenditure of funds on Tsunami related recovery programs creates an overall net deficiency of revenue over expenses for the organization. This year, the organization spent $11.1 million (2013 $6.9 million) of this interest on Tsunami related recovery programs. The Canadian Red Cross provides integrated health programs for communities in Haiti, in particular in Jacmel, following the 2010 earthquake. Separate audited financial statements for both the Asian Earthquake and Tsunami Fund and the Haiti Earthquake Fund are available on the Society’s website www.redcross.ca. Fundraising programs remain an important area for the organization, with the objective of building a sustainable revenue base to support growth in our programs and services. Investments made in fundraising typically yield results in future years, creating fluctuations in the year-over-year percentage of cost of fundraising as shown in the Annual Report on page 21. This fluctuation is further affected by unpredictable variations in the number and size of appeals in a given year. We continue to closely monitor our fundraising strategies and the results of investments in this key revenue area. Prudent management of money entrusted to us by Canadians is and will always be a governing principle of the Canadian Red Cross. QUALITY, RISK MANAGEMENT AND PLANNING Staff and volunteers at the Canadian Red Cross take great pride in delivering high quality services to our beneficiaries. The skills and expertise they provide are complemented by internal processes which monitor and give oversight to the efficiency and effectiveness of service delivery. Moreover, many of our programs are reviewed or audited externally under contractual agreements with major funders. This year, we proudly received accreditation for our Ontario community health programs, reflecting our strong commitment to quality. 14 The Canadian Red Cross performs ongoing monitoring of current, potential and emerging risks as part of a comprehensive enterprise risk management program. With oversight by the Board, risk management is an integral part of our strategic decisions and operational plans. We continue to refine our integrated planning process. This year, we aligned our operational planning with the development of rolling three-year budgets. By adopting a multiyear approach, we are able to strike the necessary balance between having flexibility to adapt to change in the short-term while maintaining a view beyond a one-year planning horizon. Additionally, we finalized the organization’s net assets policy, which provided the Board and management with an enhanced perspective upon which to contemplate strategic investments in growing our programs and services. LOOKING FORWARD With a solid and expanding regular donor base, growing public awareness of the very broad range of important activities we undertake here and abroad, the governance and fiscal transparency processes we have instituted, and the strengthening of relationships with multiple government organizations, the Canadian Red Cross and its supporters are ready to meet the challenges the future will undoubtedly bring. Jimmy Mui Chief Financial Officer 15 AUDITOR’S REPORT INDEPENDENT AUDITOR’S REPORT ON SUMMARY CONSOLIDATED FINANCIAL STATEMENTS To the Board of Directors of The Canadian Red Cross Society The accompanying summary consolidated financial statements, which comprise the summary consolidated statement of financial position as at March 31, 2014, the summary consolidated statement of operations for the year then ended, and related notes are derived from the audited consolidated financial statements of the Canadian Red Cross Society (the “Society”) for the year ended March 31, 2014. We expressed an unmodified audit opinion on those consolidated financial statements in our report dated June 11, 2014. The summary consolidated financial statements do not contain all the disclosures required by Canadian accounting standards for not-for-profit organizations applied in the preparation of the audited consolidated financial statements of the Society. Reading the summary consolidated financial statements, therefore, is not a substitute for reading the audited consolidated financial statements of the Society. MANAGEMENT’S RESPONSIBILITY FOR THE SUMMARY CONSOLIDATED FINANCIAL STATEMENTS Management is responsible for the preparation of a summary of the audited consolidated financial statements in accordance with the established criteria disclosed in Note 1 to the summary consolidated financial statements. AUDITOR’S RESPONSIBILITY Our responsibility is to express an opinion on the summary consolidated financial statements based on our procedures, which were conducted in accordance with Canadian Auditing Standard (CAS) 810, “Engagements to Report on Summary Financial Statements.” OPINION In our opinion, the summary consolidated financial statements derived from the audited consolidated financial statements of the Society for the year ended March 31, 2014 are a fair summary of those consolidated financial statements in accordance with the established criteria disclosed in Note 1 to the summary consolidated financial statements. Chartered Professional Accountants, Chartered Accountants Licensed Public Accountants June 11, 2014 16 FINANCIALS SUMMARY CONSOLIDATED STATEMENT OF FINANCIAL POSITION as at March 31, 2014 (in thousands of dollars) 2014 2013 $ $ 186,133 22,609 25,780 62,161 15,642 30,078 234,522 107,881 39,609 52,358 1,480 1,947 7,252 114,421 50,584 2,850 1,947 6,970 TOTAL ASSETS 337,168 284,653 LIABILITIES CURRENT LIABILITIES Accounts payable and accrued liabilities Government remittances payable Deferred revenue – short-term (Note 3) Current portion of mortgage payable 24,847 1,353 152,174 28 21,543 478 89,543 – 178,402 111,564 18,607 10,886 3,873 915 17,055 27,473 9,268 4,719 – 16,690 229,738 169,714 40,529 3,954 1,284 47,531 10,552 3,580 41,316 3,954 1,221 47,531 21,495 (578) TOTAL NET ASSETS 107,430 114,939 TOTAL LIABILITIES AND NET ASSETS 337,168 284,653 ASSETS CURRENT ASSETS Cash and cash equivalents Accounts receivable Inventory and prepaid expenses Long-term investments (Note 2) Capital assets Intangible assets Goodwill Accrued defined benefit pension plan asset Deferred revenue — long-term (Note 3) Deferred contributions related to capital assets Deferred gain Mortgage payable Accrued other benefit plans liability TOTAL LIABILITIES COMMITMENTS, CONTINGENT LIABILITIES AND GUARANTEES NET ASSETS Invested in capital assets Invested in RCCP Restricted for endowment purposes Internally restricted – General Internally restricted – Tsunami interest Unrestricted ON BEHALF OF THE BOARD Chair See accompanying notes to the summary consolidated financial statements. Chair, National Audit and Finance Committee 17 SUMMARY CONSOLIDATED STATEMENT OF OPERATIONS year ended March 31, 2014 (in thousands of dollars) Budget 2014 Actual 2014 Actual 2013 $ (Unaudited) $ $ 53,532 3,030 97 55,251 4,202 195 48,117 2,959 500 56,659 59,648 51,576 Core programs Support services Disaster appeals 246,385 7,178 46 257,807 16,192 27,299 268,553 8,934 6,972 TOTAL REVENUES 310,268 360,946 336,035 27,904 149 855 27,799 166 691 25,591 323 544 28,908 28,656 26,458 68,785 13,927 155,374 4,223 62,593 18,980 169,761 4,158 64,026 13,742 182,921 4,219 242,309 255,492 264,908 Support services Disaster appeals 38,440 46 46,065 27,299 40,896 6,972 TOTAL EXPENSES 309,703 357,512 339,234 565 3,434 (3,199) Net Tsunami expenses (10,828) (10,943) (6,229) DEFICIENCY OF REVENUE OVER EXPENSES (10,263) (7,509) (9,428) REVENUE Organizational capacity Fundraising Investment income (Note 2) Other EXPENSES Organizational capacity Fundraising Investment expense Other Core programs International programs Disaster management Health and injury prevention Program management and volunteer resources Excess (deficiency) of revenue over expenses before Net Tsunami expenses See accompanying notes to the summary consolidated financial statements. 18 NOTES TO THE SUMMARY CONSOLIDATED FINANCIAL STATEMENTS March 31, 2014 (in thousands of dollars) 1. BASIS OF PRESENTATION The summary consolidated financial statements are derived from the complete set of financial statements of the Society and they meet the recognition and measurement principles of Canadian accounting standards for not-for-profit organizations. 2. LONG-TERM INVESTMENTS 2014 INVESTMENTS Fixed income Equities Fair value and carrying value 2013 Cost Fair value and carrying value Cost $ $ $ $ 22,261 17,348 21,483 16,060 100,365 14,056 97,592 12,540 39,609 37,903 114,421 110,132 The fair values of long-term investments are based on quoted market prices. Fixed income investments are comprised of Government of Canada and corporate bonds with maturity dates ranging from 2014 to 2049, earning interest from 1.00% to 7.00% (2013 - ranging from 2013 to 2049, earning interest from 2.25% to 10.35%). Long-term investments are externally and internally restricted as follows: Externally restricted — General Externally restricted — Haiti Internally restricted — General Internally restricted —Tsunami 2014 2013 $ $ – – 39,609 – 42,203 31,112 31,051 10,055 39,609 114,421 2014 2013 $ $ 4,202 247 2,959 719 4,449 3,678 Gross investment income earned is reported as follows: Investment income — General Investment income — Tsunami Investment income earned from the Haiti fund of $584 (2013 - $1,796) is externally restricted and allocated to Haiti deferred revenue. Investment income earned from the General fund of $838 (2013 - $2,272) is externally restricted and allocated to General deferred revenue. 19 NOTES TO THE SUMMARY CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED) 3. DEFERRED REVENUE Deferred revenue is comprised of amounts restricted for the funding of expenses to be incurred in the future. The movement of the deferred revenue is as follows: 2014 2013 General Haiti Tsunami Total General Haiti Tsunami Total $ $ $ $ $ $ $ $ 73,299 43,717 _ 117,016 96,831 59,896 1,782 158,509 194,100 625 _ 194,725 67,511 115 – 67,626 838 (127,374) 584 (15,008) – _ 1,422 (142,382) 2,272 (93,315) 1,796 (18,090) _ (1,782) 4,068 (113,187) CLOSING BALANCE 140,863 29,918 _ 170,781 73,299 43,717 _ 117,016 Deferred revenue — short-term 140,863 11,311 – 152,174 73,299 16,244 – 89,543 Deferred revenue — long-term – 18,607 – 18,607 – 27,473 – 27,473 Opening balance Donations and grants received Interest earned and deferred Recognized as revenue The amounts recognized above as revenue in respect of Tsunami and Haiti are included as part of international programming revenue. 4. COMPARATIVE FIGURES Certain comparative figures have been reclassified to conform to the current year’s presentation. 20 COST OF FUNDRAISING —FIVE-YEAR COMPARISON (Unaudited) (in thousands of dollars) 5 Year Total 2014 2013 2012 2011 2010 $ $ $ $ $ $ Fundraising revenue Bequest revenue Donations in program revenue Deferred revenue donations 201,216 27,207 45,943 387,296 49,825 5,426 9,023 114,144 42,433 5,684 16,823 12,295 41,210 4,592 8,748 57,332 34,965 5,449 7,253 60,932 32,783 6,056 4,096 142,593 Total fundraising and donations revenue 661,662 178,418 77,235 111,882 108,599 185,528 Total fundraising expenses 126,645 27,799 25,591 24,172 26,113 22,970 SURPLUS 535,017 150,619 51,644 87,710 82,486 162,558 Percentage of cost of total fundraising 19.1% 15.6% 33.1% 21.6% 24.0% 12.4% Lotteries and gaming revenue Lotteries and gaming expenses 27,547 18,897 4,016 2,920 5,384 3,879 5,702 3,831 6,055 4,116 6,390 4,241 PERCENTAGE OF COST OF FUNDRAISING EXCLUDING LOTTERIES AND GAMING 17.0% 14.3% 30.2% 19.2% 21.5% 10.5% Notes and schedules to the consolidated financial statements are available on the Red Cross website at www.redcross.ca. 21 FOUNDED 1896 INCORPORATED 1909 The Canadian Red Cross emblem and designation “Red Cross” are reserved in Canada by law for the exclusive use of The Canadian Red Cross and for the medical units of the armed forces by the Geneva Conventions Act, R.S.C., 1985, c.G-3. The programs of the Canadian Red Cross are made possible by the voluntary services and financial support of the Canadian people, governments, corporations, NGOs, community agencies and other National Societies. To donate, please call 1.800.418.1111 Writing: John Owens Design: Domino Creative Photos provided by: Canadian Red Cross, Johan Hallberg-Campbell, Cathy Greenshaw and André Rozon The photos used in this Annual Report were collected from the Canadian Red Cross archives or were purchased, contracted or provided to the Canadian Red Cross for the purposed of this publication and may not be copied or used without written permissions. An electronic version of this document is available on the Canadian Red Cross website at redcross.ca. Ce document est également disponible en français. ISSN 1708-6337 © 2014 The Canadian Red Cross 
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