Annual Report - Jaarverslag

2010 - 2011

SAVF is die

draer van hoop

vir mense met

maatskaplike behoeftes.

SAVF is the

carrier of hope

for people with

social needs.

IndexInhoudsopgawe

HOOFBESTUURNATIONAL EXECUTIVE BOARD

BOODSKAP VAN DIE PRESIDENTMESSAGE FROM THE PRESIDENT

VERSLAG VAN DIE DIREKTEUR MAATSKAPLIKE DIENSTEREPORT FROM THE DIRECTOR SOCIAL SERVICES

‘N OORSIG VAN SAVF DIENSTEAN OVERVIEW OF SAVF SERVICES

Persone bereik Persons reached

Kinder- en jeugsorgsentrums Child and youth care centres

Vroeë kinderontwikkeling ECD

Opkomende organisasies Upcoming organisations

Deurgangshuise Shelters

Maatskaplikewerkdienste Social work services

SAVF FAMNET

Tehuise, behuising, dienssentrums Homes, housing schemes, service centres

SAVF Wear to Care

Armoedebekampingsprogram Program for combating poverty

SAVF FINANSIëLE JAARVERSLAGSAVF ANNUAL FINANCIAL REPORT

Dankie aan ons donateurs Thank you to our donors

KONTAKBESONDERHEDECONTACT NUMBERS 2

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SAVFHOOFBESTUUR

NATIONAL EXECUTIVE BOARD

PresidentIrna Hartzenberg

1st Visepresident1st Vice President

Katrien Botha

2de Visepresident2nd Vice President

Erica Jacobs

Direkteur BestuursdiensteDirector Management Services

Owen Vogel

Direkteur Maatskaplike DiensteDirector Social Services

Marieta Kemp

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Irna Hartzenberg - Chairperson: Operational Steering CommitteeKatrien Botha - Chairperson: Services Steering CommitteeErica Jacobs - 2nd Vice PresidentOwen Vogel - Director Management ServicesMarieta Kemp - Director Social ServicesRefilwe Ramagosh - Chairperson: Organisation Development Steering CommitteeHester Meyer - Chairperson: Marketing Steering CommitteeKitta Bothma - National Executive Board NomineeChristine van der Merwe -National Executive Board NomineeOrpa Hugo - National Executive Board NomineeNeville Scholtz - National Executive Board NomineeSusan Deyzel - Provincial Leader: GautengJo van Zyl - Provincial Leader: KwaZulu-NatalGloudine Smit-van der Westhuizen - Provincial Leader: LimpopoDaisy Bezuidenhout - Provincial Leader: MpumalangaMathilda Bam - Provincial Leader: North WestNelie Viljoen-Toet - Manager: Social ServicesWessel Janse van Rensburg - Manager: Human ResourcesSita Rootman - Manager: Professional Services and ProgramsBridget Teffo - Manager: Organisational Development

Irna HartzenbergPRESIDENT

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Dit bly vir my ‘n eer en ‘n voorreg om verslag te doen van die werksaamhede van die SAVF, want met die saamstel van so ‘n jaarverslag kom mens altyd onder die indruk van die reuse werk wat verrig word.

SAVF renders a wide range of services in cities, towns and communities. Services rendered in communities reach more persons than those in facilities. SAVF focuses on all persons in the community. Direct services indicate a ratio of 46% whites and 54% to other population groups.

Die werksareas van SAVF is hoofsaaklik in 5 provinsies van Suid-Afrika nl: Gauteng, KwaZulu-Natal, Mpumalanga, Limpopo en Noordwes, met dienste vanuit programme en projekte wat ook oor ander provinsies strek. Hierdie dienste word gelewer in 23 welsynsdistrikte en 346 stedelike gebiede, dorpe en gemeenskappe.

SAVF services are coordinated from the National Office in Pretoria with the National Executive Board as the governing body. They make use of four steering committees:

• The Marketing Steering Committee • Organization Development Steering Committee • Steering Committee for Services • Operational Steering Committee.

The services rendered by SAVF are in three fields:

Care of the Aged and People with disabilities:

In residential facilities SAVF took care of 4582 persons in the past year. The limited income of 63% of residents in old age homes justified government subsidy. 10% of residents in SAVF housing schemes are subsidized by the organisation. Die besettingsyfer van tehuise was 92% en dié van behuisingsfasiliteite 82% . Dienste word ook vanuit die fasiliteite en dienssentrums aan bejaardes in die gemeenskap gelewer.

Child and Youth Care:

SAVF rendered services to 62 013 children on several levels e.g. daycare, children’s homes, shelters, case work and also community services. Die 596 kinders wat in spesiale kinder- en jeugsentrums gehuisves word, ontvang gespesialiseerde dienste van 8 maatskaplike werkers. Daar was ‘n toename van kinders in pre-primêre skole. Een van hierdie skole het selfs internasionale bande met ‘n kleuterskool in Noord-Ierland gesmee.

Social Development

We are very proud of the 61 social workers at 34 social work offices, assisted by social auxiliary workers, who delivered social services to 34518 aged persons, family members and children.

Finansieel word daar van SAVF verwag om fyn te beplan en te begroot omdat ons afhanklik is van staatsubsidies om ons begroting te laat klop. Dit stel hoë eise aan ons fasiliteite, maar ten spyte daarvan het SAVF nog altyd daarin geslaag om te voorsien in sy behoeftes.

As organisasie wat in 1904 as gevolg van armoede ontstaan het, streef SAVF nog steeds armoedebekamping na. Om aan die gemeenskap al hierdie dienste te lewer, is SAVF afhanklik van ons 1932 vrywilligers wat die ruggraat van die organisasie is en ons 2442 personeellede, sonder wie SAVF nie kan klaarkom nie.

‘n Opregte woord van dank en waardering aan almal van u. Met die seën van die Here kan SAVF die uitdagings van die toekoms tegemoetgaan.

Marieta KempDirekteur Maatskaplike Dienste

Director Social Services

5

On 19 October 2009 the SAVF celebrated her 105th birthday. It was the dedication, vision and perseverance of individuals, donors, volunteers and staff that ensured the survival and growth of the SAVF. During the past few years it became evident that a Welfare Organisation had to be managed in a professional way, based on good governance to survive financially and functionally. The expectations of government, donors and the public can no longer only be satisfied through the goodwill of others. Legislation and reports like the King Commission puts the welfare organisation in the same frame of good governance as any other business. The Institute of Directors stated in Business Day on 26 August: “Although the King III report on corporate governance was written generally with companies in mind, it also applies to non profit organisations….” The many policies, guidelines and systems the SAVF has developed over the years, support the necessity to manage, even a welfare organisation, within a good governance framework. At the same time, the organisation has to assess the effectiveness and relevancy of its service delivery. The Annual Report tries to highlight the services that have been rendered the past year. SAVF Head Office, defined as a “national organisation”, has the following aim: “ …to serve the best interests, uphold the rights, ensure social justice and the social well-being of the people within its particular focus area. This is achieved by unifying, strengthening, developing and representing constituent organisations.” The roles fulfilled by a national organisation, are seen as the following:

• To advocate and lobby on behalf of its constituency;

• To collectively represent its constituency at national level regarding legislation, policy, procedures,

decision-making and other developments or situations that affect its constituency;

• To facilitate organisational development and institutional capacity building of its constituency;

• To develop policies, programmes, procedures and practice guidelines for implementation at

national, provincial and local level;

• To keep its constituency continually informed about all relevant developments;

• To conduct awareness campaigns on behalf of its constituency;

• To promote partnerships and liaise with relevant stakeholders and role-players;

• To monitor and assess needs, services, policies, procedures and practice which may include

database, research and quality assurance;

• To mobilise resources for own programmes and activities as well as for the constituency;

• To provide leadership and co-ordinate strategies, programmes and events within its constituency.

6

With the roles and functions of a national organisation in mind, the Business Program of the SAVF National Office, has the following objectives: OBJECTIVE 1: To facilitate and improve the process of transformation and organization development

as stated and accepted by SAVF. OBJECTIVE 2: To build the capacity of national, provincial and local management, volunteers, staff,

students and upcoming organisations. OBJECTIVE 3: To network on international, national, provincial and local level in order to promote

services and new developments. OBJECTIVE 4: To monitor and evaluate the quantity, quality and appropriateness of services in

relation to national standards and priorities. OBJECTIVE 5: To market the services of the organisation in order to promote community

involvement, financial support and strengthening of service delivery. The past year difficulties were experienced with the shortage of social workers; the availability of volunteers at management level; the irregular or no payment of government subsidies to sustain services and the fragmentation of service fields, despite a policy of holistic, integrated services by government. The following achievements can be highlighted:

- a well developed SAVF database which guides the need for services and development;

- the establishment of Provincial Committees and offices;

- the training of carers, managers, social auxiliary workers and volunteers;

- the provision of two study bursaries to social work students

- and the implementation of a SAVF Poverty Eradication Program.

During the past two years, the middle management professional staff was capacitated with the theory of research. Our mission is to integrate the theory in practice, especially within our own fields of service. In partnership with national networks, many inputs were made on the unacceptable election process of the SA Council for Social Service Professions and the minister’s neglect to appoint and inaugurate the Council and Professional Board for Social Workers. A draft working document on a Financing Policy for the Social Welfare Sector was developed and handed over to the Department of Social Development for further discussions. We trust that the next year will bring about a valuable and sound partnership between the government and civil society to assure effective services to those in need. Thank you to all colleagues, volunteers, donors and friends who make a difference in the lives of others.

Marieta Kemp DIRECTOR SOCIAL SERVICES

SAVFDiensteServices

7

• SAVF currently have 195 NPO registrations that incorporate the services of the organisation. The organisation is well known for

its services in cities in Gauteng, KwaZulu-Natal, Limpopo, Mpumalanga

and North West, but more specially in several towns and rural areas.

• 193 414 Persons are reached through service rendering.

• Estimation if the impact on family members (X5) are taken into account = 967 070 persons.

A child and youth care centre is a facility for the

provision of residential care to children away from

their families, with therapeutic and developmental

programmes. A child can only be admitted by

means of a court order.

• 5 SAVF Kinder- en Jeugsorgsentrums

lewer dienste aan 596 kinders. Uit

elke 10 van hierdie kinders is 5 op

laerskool, 4 op hoërskool en nog 1 in

‘n voorskoolse fase.

Hoekom is hierdie kinders in die sentrum geplaas?

Hoofsaaklik vanweë:

• verwaarlosing, • wees of verlatenheid en • mishandeling, molestering, geweld of

misdaad.

Gespesialiseerde dienste wat gelewer word sluit in:

gesondheidsorg, terapie, sielkundige behandeling,

geestelike berading, arbeidsterapie, fisioterapie,

spraakterapie, oudiologie en opvoedkundige

leiding.

Early childhood development (ECD) is the process of emotional, cognitive, sensory, spiritual, moral, physical, social and

communication development of young children.

Early childhood education is the organized practice of educating those who are in early childhood, one of the most vulnerable stages in

life.

SAVF dra jaarliks by tot die ontwikkeling van meer as 4600 kinders van die babastadium tot en met skoolgaande ouderdom. 50%

van hierdie kinders in die 34 dagsorgsentrums is in hulle peuter – kleuterstadium van ontwikkeling. Dienste word ook aan kinders in

‘n babastadium en in Graad O / R (Ontvangs / Reception) gelewer.

6 emerging organizations affiliated with SAVF and were

officially supported.

Affiliation implies that the affiliated body may use the

knowledge, guidance, support regarding service rendering and

information as supplied by SAVF. An annual memorandum of

agreement determines what the support will be.

5 SAVF Deurgangshuise (shelters) het die

afgelope jaar 379 hawelose en weerlose persone

gehuisves. Dit sluit kinders, volwassenes en

bejaardes in. Met weinig, indien enige,

staatsubsidie is dit ‘n besondere taak om

huisvesting, voeding en professionele dienste te

lewer.

Die uitdaging is herinskakeling in die

gemeenskap!

61 Social workers focused on professional services.

Over and above other focus areas, the implementation

of the new Children’s Act 38 of 2005 has a major

impact on the work of the social worker. Several social

auxiliary workers assist in the extra needs, which they

are qualified to handle.

Dienste ten opsigte van voorkoming en vroeë

ingryping noodsaak ‘n fokus op gemeenskapsdienste.

140044 persone is hierdeur bereik, ook deur die

bemiddeling van uitreiking deur ander fasiliteite en

deur vrywilligers.

Die 32 SAVF tehuise vir bejaarde - en gestremde

persone het oor ‘n jaarperiode 3400 persone

bygestaan. Hierdie 24-uur diens is koste-intensief en

die uitdaging bly om dit bekostigbaar aan te bied vir

die persoon wat dié tipe versorging nodig het.

Navrae vir “goedkoper” behuising word daagliks van

jonger en ouer persone ontvang.

53 SAVF behuisingskemas voorsien in verskillende

behoeftes van sowat 2400 persone.

Bemagtiging van die ouer persoon in die gemeenskap

bly steeds die ideaal. 2078 persone het dienste van

21 dienssentrums benut. 18947 ander bejaardes

is deur projekte in die gemeenskap bereik.

All the SAVF facilities that function in terms of the

Older Persons Act 13 of 2006 are in the process of

reregistering at the Department of Social

Development, as required. SAVF adheres to minimum

standards and takes the protection of older persons

seriously.

SAVF is part of the National Reference Group for

Family Life. The vision of the Family Policy is based on

a well-functioning, independent, resilient and socially

integrated South African family that is able to nurture,

support and provide care to its members.

SAVF FAMNET lewer ‘n voorkomende diens vir die

bevordering van ouerskapsvaardighede, verbetering van

gesinsveerkragtigheid en gesinsbewaring. Hierdie

program het ontwikkel uit die vroeëre Ouerleidingaksie

en sluit die volgende dienste vir ouers in:

• ‘n inligtingstelsel oor aktuele onderwerpe en hulpbronne

• ‘n groepsteunstelsel • bevordering van ouerskap vir die werkende ouer • ‘n kwartaallikse tydskrif met aktuele inligting • die Botswadi program – “to be a parent”

With the “Wear to Care” campaign SAVF commemorated SAVF Family Day on the 15th of May 2010 and did fundraising for the different local services. The campaign for 2011 is planned for the period 15 April to 15 May. The purpose is to market and raise funds for SAVF services on all levels and to promote the SAVF and the International Family Day. Any person can take part in this event. 8

Wear to Care

Hat day Hoededag

RE SFA EL RE VIW C ER SO F YE MO IG S

EA BO EL N

A ZS I T Y

EO ZL EE NRI HTI LAD L A K AET HS LN EE I D S V NY RISLE W

t

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How does SAVF address poverty?

SAVF accepted a practical poverty program duringthe 2008 Congress. The focus is on several aspects

of life, which are influenced by circumstances of poverty.

Over and above direct services to personsin facilities and in the community,

1 of every 3 persons is assistedby means of material aid, food,

sponsorships, grants and other assistance.

“We think sometimes that poverty is only being hungry, naked and homeless.The poverty of being unwanted, unloved and uncared for is the greatest poverty.

We must start in our own homes to remedy this kind of poverty.”Mother Theresa

Hand wash project

Promote clean drinking water Promote hygiene

Promote proper sanitation

Mobile services

Campaigns

Information pamphletsPromote health services

Immunisation

Vegetable gardens FoodFeeding schemes

Home based care

Prevention & treatment of sicknesses

Care / nursing

Lending out of aids

Temporary care

Support groups

HEALTH

Victim empowerment

Protection of older persons

Crisis centres

Life skills

Principles of safety

Sexual resistance

Foster care

Adoption

Child protection PROTECTION

Temporary safe care

Day care for aged / persons with disablities

Emergency plans

Crime prevention

Child- and youth care centres

Minimum standards of the service

Voluntary help

Credits for performanceCounter-performance

Improvement of quality of life / stimulation

Methods of fundraising

Personal care

Clothing & basic goods

Funerals

Spiritual support

Support systems

Handling people with respect

STATUS & DIGNITY

Sub-economic housing / services

Grants / pensions

SponsorshipMonthly fees

Specific costs

Assistance through funds for special needs

Food assistance

Clothing banks

Household articles

Job creation

Job opportunities

Secondhand shops

Assistance with transport

ECONOMIC

SELF ASSERTIVENESS

Voting powerConsumer committees

Elections

Rights / Prevention of exploitation

To have an ID / birth certificate

Compile a CV

Life skills

Keeping up powers & sources

Need assessments

Counselling

Early Childhood Development-ECD

Crèches

Play groups

Ama-jôl-jôl program

Toy-libraries

School training

School needs

After school care

Assistance with homework

Adult training

In a job

Business skills

ABET

Driver’s licence

Women’s workgroup

Family Planning

Parental guidance

Problem solving

Completion of formsLife skills

Financial skills

Support upcoming organisations

SAVF PROGRAM FOR COMBATING POVERTY

EDUCATION

Developing and introducing resources

“Anyone who has ever struggled withpoverty knows how extremely expensiveit is to be poor”. James Arthur Baldwin

Owen VogelDirekteur Bestuursdienste

Director Management Services

10

1. APPROVAL OF THE NATIONAL EXECUTIVE BOARD (NEB) It is the responsibility of the NEB to ensure that the annual financial statements fairly represent the state of affairs of SAVF facilities as at 31 March 2010. The National Executive Board performs this duty primarily to ensure that the establishment and maintenance of accounting systems and practices are adequately supported by internal accounting controls. These controls, which are implemented and executed by management, provide assurance that the assets of the organisation are safeguarded, that transactions are properly authorised and executed and that the financial records are reliable. 2. AUDIT OPINION In our opinion, the annual financial statements fairly represent, in all material aspects the financial position of the facilities of the organisation as at 31 March 2010 and the results of its peration and cash flow for the year in accordance with South African Statements Accepted Accounting Practice. 3. CONSOLIDATED INCOME AND EXPENDITURE STATEMENT FOR THE YEAR END 31 MARCH 2010. R R REVENUE 2010 2009 Subsidies 63 889 050 59 883 970 Services rendered 126 063 043 112 647 411 Donation / Fundraising 33 378 040 52 973 178 NLDTF 25 743 516 Total Income 249 073 649 225 504 559 EXPENSES Operating and other costs 242 391 239 221 639 682 Surplus 6 682 410 3 864 877 4. BALANCE SHEET AS AT 31 MARCH 2010 R R ASSETS Fixed Assets 231 839 671 221 859 501 Investments 109 546 403 106 705 331 Current Assets 13 994 749 11 992 269 Total Assets 355 380 823 340 557 101

SAVF bedank elke persoon ofinstansie wat finansiële bydraes

aan Hoofkantoor of enigeSAVF dienste gemaak het.

11

SAVF thanks every personor institution for their

financial contributionsto Head Office or any

SAVF service.

EQUITY AND LIABILITIES Capital and Reserves 341 569 219 323 475 825 Liabilities 13 811 604 17 081 276 Total Equity and Liabilities 355 380 823 340 557 101 5. FINANCIAL RISKS The organisation is exposed to subsidies with the effect of fluctuations in the prevailing levels of decreased amounts on its financial position and cash flow. Although the Department of Social Development is still allocating subsidies to specific facilities and services, the slow payout of these funds is hampering services and puts the operations of these offices under huge pressure. Rising costs also have a huge impact on service delivery, as the sources of income are limited.

OWEN VOGEL

DIRECTOR MANAGEMENT SERVICES

Where do the funds come from?

Subsidies 26%

Services Rendered

51%

Donations/ fundraising

13%

NLDTF 10%

Subsidies Services rendered Donations/fundraising NLDTF

NATIONAL OFFICENASIONALE KANTOOR001-446 NPO

POSBUS / PO BOX40526ARCADIA,0007

HOSPITAALSTRAAT41HOSPITAL STREETARCADIA,0083

Tel: 012 001 4007Fax: 012 324 4109

E-Pos / E-mailhoofbestuur@savf.co.zamkemp@savf.co.zanviljoen-toet@savf.co.za

WEBwww.savf.co.za

GPS Co-ordinates25° 44° 27.54S28° 12° 01.90E

BankbesonderhedeBanking detailsSAVF HOOFBESTUURABSA PRETORIAREKENINGNO / ACCOUNT NO000-810-355TAKKODE / BRANCH CODE323-345

Provinsiale KantoreProvincial Offices

GautengPosbus / PO Box 40526

ARCADIA,0007Tel: +27 12 001 4007

F: 086 601 2760savfgauteng@savf.co.za

KwaZulu-NatalPosbus / PO Box 1220

PIETERMARITZBURG, 3200Tel: +27 33 342 1229

F: +27 33 342 1178savf@savfkzn.co.za

LimpopoPosbus / PO Box 369POLOKWANE, 0070

Tel: +27 15 295 3369F: +27 15 291 3493savf1@telkomsa.net

MpumalangaPosbus / PO Box 112MIDDELBURG, 1050Tel: +27 13 282 4413

F: +27 13 282 5055savfmwm@lantic.net

Noordwes / North WestPosbus / PO Box 125

LICHTENBURG, 2740Tel: +27 18 632 0281

F: +27 18 632 7062savflichtenburg@telkomsa.net

Do you have

a social need,

a sponsorship or

willing hands?

Contact us.

Het jy

‘n maatskaplike behoefte,

‘n borgskap of

vrywillige hande?

Kontak ons.