ANNUAL REPORT

CLICK TO OPEN With deep appreciation to our governing bodies, managers and staff at all the Badisa programmes for the commitment and loyalty with which you managed the programmes and rendered services amidst the Covid-19 pandemic. 06 02 FINANCES BADISA’S AND ASSET RESPONSE MANAGEMENT TO COVID-19 04 HUMAN RESOURCE 07 MANAGEMENT COMMUNICATION, MARKETING AND 01 FUNDRAISING INTRODUCTION 05 SERVICE 03 DELIVERY STRATEGIC MANAGEMENT AND CORPORATE CONTACT GOVERNANCE US 01 INTRODUCTION HOME

01 INTRODUCTION

Message from the Chairperson of the Management Board Message from the MESSAGE Chief Executive Officer FROM THE Who is Badisa? CHAIRPERSON Badisa’s impact 2020-2021 02 BADISA’S RESPONSE OF THE TO COVID-19 03 STRATEGIC MANAGEMENT MANAGEMENT AND CORPORATE GOVERNANCE HUMAN RESOURCE BOARD 04 MANAGEMENT

Events at Badisa during the past year are 05 SERVICE DELIVERY reminding me of the letters written and sent during the Second World War. These letters 06 FINANCES AND covered the joys and sorrows of every day. ASSET MANAGEMENT They told the stories of how tough it was, what 07 COMMUNICATION, MARKETING people did to survive as well as what made it AND FUNDRAISING worth their while. CONTACT US Badisa’s operations in 2020 and 2021 have been carried out within the context of the Covid-19 pandemic. The organisation’s 145 programmes have all been directly impacted on by the pandemic. Everyone had to think differently and adjust to new demands within an uncertain context. Through the Grace of our Heavenly Father and driven by our collective values, all in the Badisa group embraced the unique challenges posed by new circumstances and uncertainties with passion and commitment. Badisa’s response to the pandemic was relevant, timely and appropriate. During the fist period of great uncertainty, we also shared our approaches, policies and protocols nationally within the sector. HOME

01 INTRODUCTION

Message from the Chairperson Providing of the Management Board The Lord also provided services in difficult times. A donor Message from the to vulnerable gave R1 million to feed pre- Chief Executive Officer school children during the and older persons lockdown period. The Little Seeds Who is Badisa? was our biggest programme for early childhood Badisa’s impact 2020-2021 challenge. development was launched in collaboration with Diaconia – a blessing 02 BADISA’S RESPONSE for many families. TO COVID-19 Strategies and resources for service delivery were STRATEGIC MANAGEMENT developed and updated during this time. This include 03 AND CORPORATE GOVERNANCE the following: • A manual – Badisa Child Protection Services: Risk 04 HUMAN RESOURCE Assessment and Management Manual – to train social MANAGEMENT workers in child protection services Badisa decided to follow a systemic and 05 SERVICE DELIVERY centralised methodology towards managing • A new strategy for service delivery to persons with the pandemic. We believe that a significant disabilities part of our success can be ascribed to our pragmatic • A new strategy for service delivery to older persons. 06 FINANCES AND management approach. Various positive consequences ASSET MANAGEMENT The biggest challenge for Badisa remains the unlocking of emanated: our partnerships with government and the sufficient financial resources for sustainable service delivery. COMMUNICATION, MARKETING private sector were strengthened; our internal and external 07 Despite limited resources, Badisa as organisation experienced AND FUNDRAISING communication improved, and our use of technology was one of its most beautiful years of growth. Badisa trusted in enhanced. The programmes did not function in isolation. God, nurtured relationships and helped people. CONTACT US Instead, the various programmes, governing bodies and role players formed deeper relationships and collaborated more As church, we are really proud of Badisa – the welfare strongly. organisation of the Dutch Reformed Church (Western Cape) and Uniting Reformed Church (Cape). Badisa is standing strong, The church, through Diaconia, contributed to the wellbeing of allowing God’s light to shine through the church structure. The Badisa’s staff. Badisa created a web-based wellness programme, organisation became a bearer of light. Together, we serve a and Diaconia and other experts assisted by providing emotional living God. We rely on grace from His hand so that the church and spiritual support to staff in key positions. and Badisa can grow together and provide people with hope, Despite numerous challenges, the doors remained open just like the God of the church provides people with hope. because Badisa’s priority was to render the best possible Greetings service to our clients. Badisa is the image of the Lord walking beside you, who is always there regardless of how tough it REV CHARL VAN RENSBURG gets, and who gives hope because we are serving a living God. CHAIRPERSON: BADISA MANAGEMENT BOARD HOME

01 INTRODUCTION

Message from the Chairperson MESSAGE of the Management Board Message from the FROM THE Chief Executive Officer Who is Badisa? CHIEF Badisa’s impact 2020-2021

EXECUTIVE 02 BADISA’S RESPONSE TO COVID-19

OFFICER STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

HUMAN RESOURCE I look at my calendar and count the months. 04 MANAGEMENT After 19 months of the Covid-19 pandemic the value of Badisa’s systemic approach towards 05 SERVICE DELIVERY catastrophe management (as referred to in the literature) has been confirmed. The literature FINANCES AND talks about “response, reflect, and refocus” – 06 ASSET MANAGEMENT which is exactly what Badisa did. 07 COMMUNICATION, MARKETING At the same time we have become aware of our staff’s AND FUNDRAISING commitment. We have discovered unexplored talent in people and we have drawn inspiration from meaningful and CONTACT US deeper relationships with one another. I will try to share something of this story of expertise, commitment and connection with you:

1 REACTION – THE PRESERVATION OF LIVES Amidst all the uncertainty associated with the outbreak of the pandemic in March 2020 we were sure of one thing: People’s lives are precious and we have a responsibility to help save lives. In the initial chaos and uncertainty we opted for centralised decision making and management. Looking back, I believe this was the right decision, especially for the support value that this offered to our staff at the front line. 2 REFLECTION – HELP TO DETERMINE More than ever before we built social capital among THE NEXT STEP the programmes, and between the programmes and HOME the management programme. We have so many heart- In October 2020, just after the first wave of the pandemic, warming examples of this. Various programme managers we initiated a series of reflective engagements. The objective spontaneously made themselves, their resources and 01 INTRODUCTION was to consolidate collective learning experiences, determine their expertise available to support other programmes in trends and prepare for the next wave (-s) of infections. crisis – even outside their area of operation. The deliberate Message from the Chairperson An interesting observation from these reflection sessions choices made within the organisation to assist and support of the Management Board colleagues, staff and clients – regardless of own sustainability was that more successes than failures had been recorded. Message from the This is contrary to our experiences while in the midst of the pressures – speak to exceptional ethics in Badisa. The Chief Executive Officer storm due to the responsibility, energy and singular focus strength of the organisation’s character was tested through which has placed an enormous burden on leaders at all the way we acted during the crisis. The organisation passed Who is Badisa? levels in the organisation. This led to exhausted spirits and, this test! Badisa’s impact 2020-2021 at times, clouded judgement. However, we were unanimous: The pandemic also strengthened our relationships with our Badisa can gratefully look back on an exceptional response key stakeholder groups. Both churches worked with Badisa 02 BADISA’S RESPONSE to the crisis. Throughout the entire Badisa Group there was to fight the pandemic by providing trauma counselling and TO COVID-19 understanding and unconditional support for centralised pastoral support to frontline workers, and disaster support policies and guidelines. A shared vision created security, in various ways. We worked pragmatically and jointly found 03 STRATEGIC MANAGEMENT order and credibility. What’s more, our investment in proper solutions as the challenges unfolded. This enabled us to AND CORPORATE GOVERNANCE governance practices gave us the confidence to take a stand, flourish and to discover new potential together. Our national and this created courage for innovation. Regular quality HUMAN RESOURCE networks were strengthened, and the organisation’s status in 04 MANAGEMENT communication on all levels enhanced synergy. terms of expertise and experience is highly valued. Although the fault lines in our organisational model were 05 SERVICE DELIVERY highlighted during the pandemic, the advantages of how we are structured also distinguished us from various FINANCES AND other organisations in the social sector. Badisa’s 06 ASSET MANAGEMENT management programme, which offers strategic and policy guidance and is responsible COMMUNICATION, MARKETING for high-level negotiations, indeed holds 07 AND FUNDRAISING significant advantages. CONTACT US

The outbreak of the pandemic created various opportunities to strengthen existing networks and to build new ones. 3 REFOCUS – A DIFFERENT NORMAL I end off with this quote from an anonymous person: HOME We are convinced that the rebuilding of the organisation “A meaningful life is not being rich, being should start straight away despite the sombre prospects popular, or being perfect. It’s about being real, of more waves of infection. We believe that the next phase being humble, being able to share ourselves 01 INTRODUCTION in the organisation’s future should not focus on recovering and touch the lives of others.” what got lost during the process. The reality is that the need Message from the Chairperson among South Africans has become more evident and more MS CHRISTINE QUICKFALL of the Management Board complex, that resources are not readily available, and that CHIEF EXECUTIVE OFFICER, BADISA service delivery challenges have become more complicated Message from the and diverse than ever before. We are privileged to be part of Chief Executive Officer an established faith network that wants to work together in Who is Badisa? order to make an intentional and sustainable difference. Badisa’s impact 2020-2021 With the expertise and systems at our disposal we now have the responsibility to focus on proper long-term Then Samuel 02 BADISA’S RESPONSE planning so that the organisation can guide individuals TO COVID-19 and communities towards resilience and success. took a stone and STRATEGIC MANAGEMENT In future, large-scale and unexpected global set it up between 03 AND CORPORATE GOVERNANCE disruptions will become more common, and Mizpah and Shen. we should prepare ourselve for this. Although HUMAN RESOURCE the Badisa Group has proved its resilience and He named it Ebenezer, 04 MANAGEMENT flexibility through the way in which we handled the saying, “Thus far the Covid-19 pandemic, we now have the opportunity Lord has helped us.” 05 SERVICE DELIVERY to strengthen our ability to manage future shocks and to bounce back. This will require exceptional 1 SAMUEL 7:12 FINANCES AND innovation and fearless leadership to make tough 06 ASSET MANAGEMENT decisions and to purposefully manage change. Throughout this process we will always put people first, COMMUNICATION, MARKETING 07 AND FUNDRAISING instead of trying to maintain systems, viewpoints or interests.

The management board and management team understand CONTACT US the responsibility that rests on us to lead impactful change. Based on the 2019 restructuring plan and trends since the outbreak of the pandemic, we have already identified and prioritised specific strategic and tactical themes. In the coming months, we will continue with our engagements, negotiations and decision making processes. Our world is different, volatile and uncertain. The chances are that we will lose perspective and hope. The challenges that we have had to handle up until now are not over. However, every day we are inspired by stories of hope from the Badisa family. These stories, spontaneously shared with us, give us courage and make us excited about what we have in each other. HOME

WHO IS BADISA? 01 INTRODUCTION

Badisa is a faith-based social welfare Message from the Chairperson organisation that provides professional of the Management Board social welfare services to people in need. Message from the The organisation started as the welfare Chief Executive Officer services of the Dutch Reformed Church Our vision (Western Cape) and the Uniting Reformed Who is Badisa? Christian compassion – Church in Southern Africa (Cape), and has Badisa’s impact 2020-2021 grown to provide these services we are a neighbour of everyone in need. in partnership with stakeholders 02 BADISA’S RESPONSE such as the local and provincial TO COVID-19 government, the corporate 03 STRATEGIC MANAGEMENT sector and other non-profit AND CORPORATE GOVERNANCE organisations. HUMAN RESOURCE 04 MANAGEMENT Badisa is a values- Our mission driven organisation built 05 SERVICE DELIVERY on the four pillars of its values, Badisa is a ministry of compassion namely commitment to serve, for the Dutch Reformed Church (Western Cape) and the Uniting Reformed Church FINANCES AND justice, excellence and stewardship. 06 ASSET MANAGEMENT The organisation provides social (Cape), and is values-driven with Jesus services to ALL in need, irrespective of Christ as role model. In collaboration with COMMUNICATION, MARKETING their age, gender, race or religion. congregations and other role players 07 AND FUNDRAISING Badisa, as a non-profit organisation: Badisa is a registered non-profit organisation (NPO 011-891) and a – Provides excellent, professional, CONTACT US public benefit organisation (PBO expert and support services to people and 930 006 348), and is committed to communities in need – social development through 145 – Establishes development programmes, community-based programmes striving to enable consumers/clients in the Western, Northern to function optimally – and Eastern Cape. Badisa’s operations during the past year have been carried out within the BADISA’S context of Covid-19. We followed a centralised approach to decision making HOME while managing the pandemic. Our 145 programmes have all been directly IMPACT impacted by the pandemic. Continuing to provide services to vulnerable 01 INTRODUCTION people while maintaining our levels of quality during the pandemic has been 2020-2021 our biggest challenge. Message from the Chairperson of the Management Board Message from the Chief Executive Officer SERVICE DELIVERY IN FIGURES Who is Badisa? Badisa’s impact 2020-2021 REACHED 14 02 BADISA’S RESPONSE 462 384 DIFFERENT COURSES TO COVID-19 children, older people, people AND WORKSHOPS with disability, and substance- presented to staff 03 STRATEGIC MANAGEMENT COMMUNITY-BASED dependent people AND CORPORATE GOVERNANCE 143 PROGRAMMES HUMAN RESOURCE 04 MANAGEMENT 36 social work programmes CHILD CARE SERVICES 05 SERVICE DELIVERY Little Seeds (early childhood development) reached

After-school programmes FINANCES AND 245 398 616 735 369 811 06 ASSET MANAGEMENT children and families CHILDREN PERSONS PERSONS WITH SUBSTANCE Magdalena Home (pregnancy counselling) 7 945 in child and OLDER WITH INTELLECTUAL ABUSE COMMUNICATION, MARKETING youth care PERSONS DISABILITY DISABILITY PATIENTS 07 AND FUNDRAISING centres served served served treated CONTACT US 3 070 Permanent staff EARLY CHILDHOOD CHILD PROTECTION DEVELOPMENT SERVICES reached Volunteers 2 416 REACHED 172 347 3 434 children children and families “Covid-19 saw our world come to a standstill … But in the stillness and FOSTER CARE hidden corners of isolation, the abuse SUPERVISION SERVICES 7 473 reached FOOD PARCELS and neglect of children never went distributed to children into lockdown.” 5 537 children during Covid-19 Formulating a Compiling an customised Covid-19 HOME authoritative manual Occupational Health Badisa’s for child protection services Alta du Toit and Safety Policy, and well-coordinated and – Badisa Child Protection Aftercare Centre named providing training in the The continued 01 INTRODUCTION consistent response Services: Risk Assessment and Best Intellectual Disability application commitment of during the pandemic Management Manual Care Charity in thereof volunteers the Western Cape by and donors Message from the Chairperson Corporate Vision magazine of the Management Board (global award) Our greatest asset: Strengthening New vision and Launching an Message from the the commitment partnerships with strategies for service online wellness Chief Executive Officer and values government and delivery to persons with programme for key of our staff the private sector disabilities and to older staff members Who is Badisa? persons Badisa’s impact 2020-2021

02 BADISA’S RESPONSE TO COVID-19

H I G H L I G H T S STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

HUMAN RESOURCE C H A L L E N G E S 04 MANAGEMENT

05 SERVICE DELIVERY

The need The need FINANCES AND for technology- 06 ASSET MANAGEMENT Badisa’s Securing mediated social Making for a management Government’s organisational and sufficient financial services the shift from information system to financing model legal structure resources for in-person fundraising enhance policy decisions, for child protection 07 COMMUNICATION, MARKETING sustainable service events (due to determine trends and services AND FUNDRAISING delivery Covid-19) to online measure impact campaigns CONTACT US

Covid-19 has highlighted Badisa’s neglect to the pandemic, further highlighted this of critical technology enablers. The critical need. The use of technology can emerging shift from field work or direct help Badisa to provide flexible, on-demand, interventions to remote services, as well as individually tailored, and cost-effective the accelerated adoption of technology due technology-supported interventions. 02 BADISA’S RESPONSE TO COVID-19 THE IMPACT OF COVID-19 PANDEMIC HOME

IN NUMBERS 01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 396 PANDEMIC ON BADISA Residents infected The impact of Covid-19 pandemic 204 in numbers In memoriam 5 Feedback from Residents: the Badisa programmes active cases 41 The need for technology- mediated social services

STRATEGIC MANAGEMENT 15 03 AND CORPORATE GOVERNANCE Residents who passed away 37 HUMAN RESOURCE 04 MANAGEMENT

05 SERVICE DELIVERY 294 S t a ff infected 06 FINANCES AND 215 ASSET MANAGEMENT COMMUNICATION, MARKETING 07 AND FUNDRAISING 7 Staff: active cases CONTACT US 8

3 Staff who passed away 5

First wave ending 30 November 2020 Second wave ending 8 February 2021 IN MEMORIAM HOME

01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

We dedicate this The impact of Covid-19 pandemic in numbers annual report in memory of all the families and In memoriam communities who have lost loved Feedback from ones since the beginning of the the Badisa programmes Covid-19 pandemic. We remember the following staff members and The need for technology- Governing Board members who mediated social services have left lasting footprints in 03 STRATEGIC MANAGEMENT this organisation, and whom AND CORPORATE GOVERNANCE we will remember, with deep HUMAN RESOURCE gratitude, for their passion and 04 MANAGEMENT commitment towards those STAFF MEMBERS less fortunate. 05 SERVICE DELIVERY Lusanda Nase – Huis Lettie Theron Sophie Cloete – Huis Lettie Theron FINANCES AND Elmarie Rossouw – Huis AA Tomlinson 06 ASSET MANAGEMENT Filda Nonghwana – Innovation for the Blind Prietjie Mfengu – Innovation for the Blind COMMUNICATION, MARKETING 07 AND FUNDRAISING Sister Muriel – Plumstead Rusoord GOVERNING BOARD MEMBERS Alec Amerika – Management Programme CONTACT US Anita Manho – Stilbaai Elderly Care Elvia Williams – Huis Pam Brink/Huis Esperanza & Badisa Strand Yulene Williams – Carney’s Daycare Centre Hennie Heyman – Parow Senior Centre Suzette Siegelaar – Huis AA Tomlinson LP Tait – Eljada Elmarie Rossouw – Huis AA Tomlinson Deon du Plessis – Onse Rust Brian Bastion – Durbanville Children’s Home Hanri Human – Hybrid RSE Jan Jacobs – Hybrid RSE Joseph Sebonka – Hybrid RSE Jan van Aswegen – Badisa Trio Gertruida Conradie – Huis Uitvlucht FEEDBACK FROM HOME

THE BADISA PROGRAMMES 01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 Various board members at the Badisa KOUE BOKKEVELD: We need to PANDEMIC ON BADISA programmes provided feedback on how rebuild our sense of community they have handled the Covid-19 pandemic. The impact of Covid-19 pandemic in numbers Together, this paints a picture of care and As chairperson of Badisa Koue Bokkeveld I want to humanity during very challenging times. distinguish between the economic and social impact of the In memoriam pandemic in our area. Feedback from The economic impact of the Covid-19 pandemic on our the Badisa programmes rural environment has been insignificant because the agricultural sector was mostly allowed to continue with The need for technology- work and production without any interruption. Employers mediated social services and employees were responsible for keeping themselves as well as their work teams safe. At the start of the 03 STRATEGIC MANAGEMENT pandemic in March 2020 we jointly accepted and shared AND CORPORATE GOVERNANCE this responsibility. The employers went out of their way to HUMAN RESOURCE help their employees buy food supplies and to help limit 04 MANAGEMENT movement. As in the case of various other people, a high degree of pandemic exhaustion was felt at the end of the harvest season in 2021. Everybody realised that we had to 05 SERVICE DELIVERY stay healthy in order to protect each other’s work. FINANCES AND On a social level, the ban on alcohol sales resulted in fewer 06 ASSET MANAGEMENT incidences of violence, with family violence showing a significant drop. Our area has various active rugby and COMMUNICATION, MARKETING soccer leagues. The ban on social gatherings such as 07 AND FUNDRAISING church services and sports events had a negative impact on the sense of community in our area as CONTACT US people were allowed to work together but not to socialise together. Our challenge will be to build a new sense of community, and we will have to come up with creative ways to get people from outside the workplace to socialise again. REV ALEX CLARKE CHAIRPERSON OF BADISA KOUE BOKKEVELD PROVIDING CHILD PROTECTION SERVICES DESPITE THE COVID BARRIER HOME Covid-19 saw our world come to a standstill on a scale that most people have never seen 01 INTRODUCTION before. But in the stillness and hidden corners of isolation, the abuse and neglect of 02 THE IMPACT OF THE COVID-19 children never went into lockdown. In fact, PANDEMIC ON BADISA the loss of eyes and ears to report offences against children placed these children at The impact of Covid-19 pandemic greater risk than ever before. The loss in numbers of feeding schemes at Early Childhood In memoriam Development centres, schools and after- care programmes saw many children lose Feedback from their only hope of a daily meal. Covid-19 the Badisa programmes saw the increase of atrocities against children. The vulnerability of not only The need for technology- children but at-risk families increased as mediated social services Covid-19 infections and restrictions rose. 03 STRATEGIC MANAGEMENT Social work is a hands-on profession. It AND CORPORATE GOVERNANCE relies on interaction. The power of social work lies in the nature of relationships. There Leonard HUMAN RESOURCE 04 MANAGEMENT are no machines, electronic tools or mechanisms Cohen’s song that can do this work; social workers are the tools “The Anthem” has effectuating social change and the protection of 05 SERVICE DELIVERY children. Covid-19 and the nationwide lockdown and a line that describes restrictions hit social workers with a two-fold blow: our services: “There is 06 FINANCES AND It inhibited in-person service delivery as we know it a crack in everything, ASSET MANAGEMENT while increasing vulnerability and need. Suddenly, that’s how the light without any preparation, social workers were faced 07 COMMUNICATION, MARKETING with the challenge of rendering an essential service in gets in.” AND FUNDRAISING uncharted territory. CONTACT US One of the biggest challenges that social workers have had to face during the pandemic is to engage with an often terrified or sick child while wearing a mask and maintaining distance. A scared or sick child often “clings” to the person coming to their aid. All these natural responses and measures to support children are suddenly placing both the social worker and the child at risk. Forming an empathic connection with a vulnerable Badisa’s child protection services continue despite Covid. It child behind a mask and face shield is extremely difficult. is only through bravery, commitment and perseverance that Social workers are working very hard to overcome these our social service professionals can crack through the Covid barriers while entering some of the scariest and darkest barrier and shine light on the pitch-black darkness of child places our clients’ psyches. abuse and neglect. BADISA STILL BAY: Deep gratitude and exceptional services HOME

The outbreak of Covid-19 forced Badisa Still Bay to expand 01 INTRODUCTION its service delivery at short notice in order to fulfil the following essential needs: the provision of meals and food 02 THE IMPACT OF THE COVID-19 parcels; assistance with accommodation costs, school fees, PANDEMIC ON BADISA and sessions with a psychologist; the provision of personal protection equipment; and support to homeless persons. The impact of Covid-19 pandemic in numbers The grace and goodness of the Lord prevailed during this time. All glory to Him who guided us all the way and who In memoriam fulfils our needs. We once again know that He is faithful and almighty, and He takes care of his children. The bigger Still Feedback from Bay community is exceptional indeed. The direct involvement the Badisa programmes of and contributions from various church groups, Bible study The need for technology- groups, private individuals, businesses, and community mediated social services and cultural organisations made comprehensive support possible. The assistance of Badisa Still Bay in the area STRATEGIC MANAGEMENT during Covid-19 can be likened to a miracle. The organisation 03 AND CORPORATE GOVERNANCE is deeply grateful towards all those individuals who had made their hands, feet and wallets available to support their 04 HUMAN RESOURCE fellow human beings. MANAGEMENT Monetary donations amounting to over R800 000 have SERVICE DELIVERY been received. This enabled us to distribute a total of 05 2 738 food parcels in the Still Bay, Melk­hout­fontein, Jongens ­fontein and surrounding areas between April 06 FINANCES AND 2020 and March 2021. The value of these parcels ASSET MANAGEMENT ranged from R200 to R350. Shopping trolleys at local chain stores such as SPAR and OK also helped COMMUNICATION, MARKETING 07 AND FUNDRAISING as the public could drop groceries in there while the shops themselves donated bread and vegetables. For two weeks, Still Bay Spar donated two 50-litre CONTACT US pots of delicious soup every day. An additional 273 food parcels were donated by council members from Hessequa Municipality, which could also be distributed. Hessequa Municipality also donated R10 000 to the soup kitchen. Despite limited staff and infrastructure, and thanks to support from the community (by making soup, among others) 49 000 meals were distributed by the soup kitchen in Melkhoutfontein while more than 2 100 plates of food were distributed via a local restaurant (Ghians restaurant). Twice a week, the Jagersbosch community centre cooked 90 litres of soup for us and also donated the ingredients for this. We made the following amounts available to support residents financially: R17 250 to pay rent for HOME accommodation, R4 050 for assistance with school fees, and R13 380 for therapy sessions with a psychologist. We spent almost R40 000 to provide personal protection equipment 01 INTRODUCTION where needed. As regular church attendance is still not possible, we have received far less financial assistance 02 THE IMPACT OF THE COVID-19 from the congregation via the “Sakkie-vir-’n-Pakkie” PANDEMIC ON BADISA project which allows for the allocation of donations towards specific projects. By the middle of June 2021 we were still The impact of Covid-19 pandemic in numbers spending about R17 500 per month to buy groceries for the preparation and distribution of some 50 food parcels. In memoriam During the lockdown, Badisa also took care of Feedback from various homeless people. The homeless the Badisa programmes received a cooked meal every day for about 60 days (purchased from Huis The need for technology- Stilbaai). After that, each homeless mediated social services person received half a loaf of bread Please allow us the following every day. Each person also analogy with reference to the STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE received a weekly hamper of challenges we are experiencing and butter, peanut butter, jam and the growth arising from this, and based HUMAN RESOURCE toilet paper. They received on how nature functions in the area in which 04 MANAGEMENT frozen soup every second or we live and work: “Fynbos and fire work closely third day. They also received together. When a patch of fynbos burns down the 05 SERVICE DELIVERY coffee, sugar and cereal fire provides the stimulation needed for the dormant depending on available seeds to germinate. Smaller fynbos bulbs and plants supplies. A Bush Baby FINANCES AND that die after a year or two also get the chance to 06 ASSET MANAGEMENT stove, pots and cutlery, and flower and go to seed as the sunlight can now reach other kitchen utensils were them and there are sufficient nutrients for them to use. 07 COMMUNICATION, MARKETING purchased and distributed Once the plants surrounding them are tall enough, AND FUNDRAISING among them. they become dormant until the next fire. Fires every Despite limited resources, 10 to 15 years benefit the fynbos. However, if there CONTACT US second-hand blankets and are too many fires it can destroy those fynbos pillows, as well as facecloths, plants that take a long time to reach maturity. soap and washing powder, If there are not enough fires, the fynbos were also given to the homeless. plants can die before the fire reaches them.” Even though assistance is still required due to the impact of Covid-19 it is far less than before. While supplies and finances are available, Badisa Still Bay will continue to support vulnerable families and MARIETJIE STRYDOM individuals. CHAIRPERSON OF BADISA STILL BAY BADISA WEST COAST: We have experienced the same trends on the West Coast. Fortunately, Badisa’s services to children in need of protection HOME Child protection services during could continue, and children can still come to us for help. the Covid-19 pandemic However, we have experienced more challenges as poverty 01 INTRODUCTION and alcohol abuse increased, which were the main causes Based on a survey undertaken by the United Nations of the massive increase in the number of children neglected, Children’s Emergency Fund (UNICEF) in 136 countries, 02 THE IMPACT OF THE COVID-19 molested and/or raped. It became increasingly difficult to PANDEMIC ON BADISA which included South Africa, the following was mentioned find alternative care (places of safety) for those children we in a press release on 20 August 2020: had to rescue. For these children, projects at school became The impact of Covid-19 pandemic extremely difficult to execute since poor families do not have in numbers access to the internet and other platforms through which services can be rendered. In memoriam “We are just Limitations on working hours during lockdown, and the Feedback from safety and health of our staff became a new stress factor the Badisa programmes beginning to fully with which we had to deal. understand the damage The need for technology- mediated social services done to children because Our clients are more stressed emotionally and generally short- tempered due to Covid-19 regulations, making it more difficult STRATEGIC MANAGEMENT of their increased exposure for social workers to render meaningful services and mediation. 03 to violence during pandemic AND CORPORATE GOVERNANCE The creative management of working hours and caseloads lockdown. Ongoing school closures became a priority which resulted in more training sessions 04 HUMAN RESOURCE and movement restrictions have left focusing on work processes, effective administration and MANAGEMENT some children stuck at home with improved skill levels. 05 SERVICE DELIVERY increasingly stressed abusers. More effort was put into video materials, like a puppet show The subsequent impact on teaching children about anti-bully behaviour. These videos were distributed to schools. FINANCES AND protection services and social 06 ASSET MANAGEMENT workers means children We forged stronger relationships with key role players like have nowhere to turn the South African Police Service, resulting in more support 07 COMMUNICATION, MARKETING for help.” for Badisa. AND FUNDRAISING The Management Board is funding a pioneer programme CONTACT US in resource management for social workers, aimed at increasing Badisa’s capacity to absorb the growing demand for our services. Covid-19 has created new challenges for us. Yet, we are also excited by the new methods, procedures and skill levels originating from this challenge. Our love for the children and our passion to give them a fair chance at reaping the rewards of a full life will, by the Grace of God, be that “tiger in our tank” that keeps us going! ANNORA MOSTERT CHAIRPERSON OF THE BOARD OF MANAGEMENT HOME

01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

The impact of Covid-19 pandemic in numbers In memoriam Feedback from the Badisa programmes The need for technology- mediated social services

STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE “A simple vote, HUMAN RESOURCE without food, shelter 04 MANAGEMENT and health care, is to use first-generation rights 05 SERVICE DELIVERY as a smokescreen to obscure FINANCES AND the deep underlying forces which 06 ASSET MANAGEMENT dehumanise people. It is to create an COMMUNICATION, MARKETING appearance of equality and justice, 07 AND FUNDRAISING while by implication socio-economic inequality is entrenched. We do CONTACT US not want freedom without bread, nor do we want bread without freedom. We must provide for all the fundamental rights and freedoms associated with a democratic society.” NELSON MANDELA THE NEED FOR HOME

TECHNOLOGY-MEDIATED 01 INTRODUCTION

SOCIAL SERVICES 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA PREPARING FOR A TECHNOLOGY-DRIVEN WORLD The impact of Covid-19 pandemic The Fourth Industrial Revolution (4IR) represents a new era in numbers of innovation in technology that will enhance human-machine relationships, unlock new market opportunities, and fuel In memoriam growth across the global economy. 4IR is a visionary plan for countries around the world to adopt game-changing Feedback from technologies like artificial intelligence robotics. the Badisa programmes But there is a long way to go before South Africans can enjoy The need for technology- the fruits of innovation-led prosperity. Firstly, we need a mediated social services sufficient supply of advanced engineering and other talent STRATEGIC MANAGEMENT in our country. In addition, people in regular jobs will have to 03 AND CORPORATE GOVERNANCE upskill to deal with the disruptive effect of new technologies In general, social work professionals in their work environments. Also see https://www.getsmarter. are challenged to find innovative HUMAN RESOURCE com/blog/career-advice/the-4th-industrial-revolution-will- 04 MANAGEMENT south-africa-be-ready-for-the-jobs-of-the-future/ ways to respond to the snowballing humanitarian crisis. This crisis has 05 SERVICE DELIVERY MOVING TOWARDS E-SERVICES IN THE SOCIAL WELFARE SECTOR now been exacerbated by the Covid-19 pandemic. Key measures to prevent the FINANCES AND Social workers, like professionals in various other disciplines, 06 ASSET MANAGEMENT are challenged to embrace the use of interventions and spread of the disease are self-isolation services supported by information and communication and social distancing. The pressure 07 COMMUNICATION, MARKETING technology in order to address emerging issues, challenges AND FUNDRAISING and risks in society. The use of technology can transform on Badisa’s social work professionals social work practice through the provision of flexible, on- to be on the frontline of promotive, CONTACT US demand and individually tailored and paced services. The preventative and treatment services efficacy of technology-supported services and face-to- face services can be enhanced with the added advantage is hampered by a lack of technological of increased accessibility. Also, technology-supported resources in the form of computers, cell interventions are usually more cost-effective. phones and access to the internet. On 25 April 2020 the South African Council for Social Service Professions (SACSSP) issued a general notice on We are of the opinion that the proper use of technology will the “Interim Ethical Guidelines for Social Workers in South not only transform flexible, on-demand and individually tailored Africa regarding Technology-Supported Social Work services, but will also enable efficiencies, shorten turnaround Services”. Even with these guidelines, this new field is fraught times and thus responsiveness, and in general improve with a significant amount of uncertainty. communication which is regarded as critical during this crisis. BADISA AND ICT SUPPORT SERVICES The need for social services in HOME Covid-19 has highlighted the Achilles heel of our organisation, an online world namely the neglect of critical ICT enablers as these relate to both core and support services. The emerging shift from field There are about 4.54 billion active users of 01 INTRODUCTION work or direct interventions to remote services, as well as information and technology in the world. One-third the unexpected circumstances forcing us to adopt a remote of the users are children. According to a recent 02 THE IMPACT OF THE COVID-19 approach, further highlighted this critical need. UNICEF report, youth between 15 and 24 years PANDEMIC ON BADISA are the most connected groups, with a 71% online The possibility of providing community-based services in presence. In South Africa, 86.3% of children have The impact of Covid-19 pandemic respect of children and families in a virtual manner, without a social network account because they regard in numbers really understanding the impact and requirements of social networking on platforms such as Facebook, In memoriam technology-mediated service rendering, is a new concept for WhatsApp, Snapchat and Instagram an important the social welfare sector. This is not our field of specialisation. part of cultivating and sustaining interpersonal Feedback from What’s more, there are a number of unknown variables – such relationships. However, only one in three children the Badisa programmes as ethical considerations, organisational requirements (and has set their social networking profiles to private. the cost thereof), client enablers and readiness – to consider. The need for technology- Also, internet access has been recognised as one mediated social services The sector does have guidelines, standard operating of the basic human rights in South Africa (HR procedures and assessment tools for especially child Council, June 2016). STRATEGIC MANAGEMENT protection, which should assist with a new approach to 03 AND CORPORATE GOVERNANCE e-services. However, we need assistance with the project Social media has become ubiquitous and the preferred tool of interpersonal communication description, type of expertise required, as well as projected 04 HUMAN RESOURCE costs to move towards ICT-supported services. as well as educational, political and business MANAGEMENT information exchange. This creates a unique In addition, data collection for the purposes of reporting opportunity for Badisa to develop digital 05 SERVICE DELIVERY on outputs, as well as management information to enhance service rendering. responsive­ness and make quality decisions remain a huge challenge. FINANCES AND 06 ASSET MANAGEMENT

COMMUNICATION, MARKETING 07 AND FUNDRAISING Our organisation therefore has to embark on a journey to: CONTACT US Recommend appropriate and safe applications to Assess support the core business the skills level of the organisation’s of all staff change management members interventions. Expand Assess current and upgrade levels of cyber our technology security for all hardware technology 03 STRATEGIC MANAGEMENT AND CORPORATE GOVERNANCE THE EVALUATION HOME

OF OUR CORPORATE 01 INTRODUCTION

GOVERNANCE 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA During the past year, the nature and efficiency of Badisa’s governance systems have been STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE tested by the extraordinary circumstances of the Covid-19 pandemic. The evaluation of our corporate governance During the first phase of our response we had to make instant decisions with very little supporting data at our disposal. Our organisational model Consistently good corporate governance in a complex and Management structure diverse organisation such as Badisa is challenging enough under normal or stable circumstances. Now Covid-19 has challenged us List of Badisa programmes in new ways: Firm action was needed to execute key functions, huge amounts of data were processed, and critical decisions 04 HUMAN RESOURCE were made about the allocation of resources. This allowed for a MANAGEMENT consistent organisational response in terms of Covid-19. It also put Badisa’s good corporate governance practices to the test. 05 SERVICE DELIVERY The organisation’s establishment of transparent corporate governance practices, non-negotiable accountability, 06 FINANCES AND sound financial management and legal norms over decades In the medium term, we need to address the ASSET MANAGEMENT allowed for a well coordinated and consistent response following elements of good corporate governance: COMMUNICATION, MARKETING during the pandemic. • Badisa’s organisational and legal structure 07 AND FUNDRAISING This, together with our shared values system, high levels needs to be analysed objectively in order to determine what is needed in terms of the nature of trust and ethical communication enabled the Badisa CONTACT US group to act as a unit and to seek a shared outcome. and scope of change, and also for innovation. Although decision making in terms of the pandemic was • New financial and risk management models, and mainly centralised, Badisa’s success can also be ascribed to the accompanying digital solutions for better localised management that is inclusive and non-hierarchical, management, need to be developed in the light of supported by a network of collaborating role players. our ongoing lack of human resources. Based on current projections, it is unlikely that the • A management information system needs to pandemic will suddenly disappear. Instead, the expectation be developed to enhance policy decisions, is that infection curves will gradually flatten over the determine trends and measure impact. coming years. Badisa needs to cope with physical and • The financial sustainability of the organisation emotional exhaustion, and do not have the luxury of waiting must be ensured, taking into account the dynamic for current circumstances to stabilise. Refocusing Badisa interaction between systems and programmes, calls for tough leadership, and these challenges need to be and bearing in mind our main objective to increase addressed right now. our impact in the communities. OUR ORGANISATIONAL MODEL HOME

01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 Supported by VARIOUS PANDEMIC ON BADISA COMMITTEES consisting of experts that provide their services voluntarily STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE ATEGIC AND TA FOR STR CTICAL M SIBLE ANAG PON EME The evaluation of our RES NT corporate governance

O P E Our organisational model R A T Operational functions are IO N delegated to the Governing Management structure A R L Boards of the 145 programmes T CEO E F N S E MANAGEMENT P U M O N on local level. N C List of Badisa programmes E BOARD T G S I I O A B The Governing Boards N L N A E S therefore have certain

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E D G N I C A 896 VOLUNTEERS are serving as members of our Governing Boards – 74% of these board members are representing the two churches

The organisation, with all its programmes, is registered as one non-profit organisation (NPO 011-891) and public benefit organisation (PBO 930 006 348) MANAGEMENT HOME

STRUCTURE 01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

CLICK HERE The evaluation of our for a list of the corporate governance MEMBERS’ MEETING Our organisational model Management structure

CLICK HERE List of Badisa programmes for a list of the MANAGEMENT 04 HUMAN RESOURCE BOARD MANAGEMENT

05 SERVICE DELIVERY

FINANCES AND 06 ASSET MANAGEMENT

CLICK HERE COMMUNICATION, MARKETING for a list of the 07 AND FUNDRAISING MANAGEMENT PROGRAMME CONTACT US

CLICK HERE for a list of the CHAIRPERSONS OF THE GOVERNING BOARDS CLICK HERE HOME BADISA for more detailed information about each of Badisa’s 01 INTRODUCTION PROGRAMMES 145 programmes

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

Social work programmes • Herfsvreugde Tehuis, STRATEGIC MANAGEMENT Bonnievale • ABBA Stellenbosch 03 • Vygieshof Tehuis, Calitzdorp AND CORPORATE GOVERNANCE • Badisa Beaufort West • Huis PJ du Plessis Strauss, Ceres • Badisa Trio: Bellville • Ons Huis Tehuis, Citrusdal • Badisa Bellville South The evaluation of our • Huis Nuweland, Claremont • Badisa Breede Valley corporate governance • Huis Groeneweide, Darling • Badisa Caledon • Huis Mimosa, De Doorns • Badisa Citrusdal • Huis Aristea, Durbanville Our organisational model • Badisa Clanwilliam • Onse Rust Tehuis, Fraserburg • Badisa Colesberg • Herberg-aan-See Tehuis, Gansbaai Management structure • Badisa George • Huis JJ Watson, George • Badisa Family Care Services Knysna • Hartenbos Versorgingsoord: old-age home • Badisa Koue Bokkeveld List of Badisa programmes • Huis Zenobia Du Toit, Heidelberg • Badisa Trio: Kraaifontein • Huis Lettie Theron, Hermanus • Badisa Kuils River • Loeriehof Tehuis vir Bejaardes, Knysna HUMAN RESOURCE • Badisa Matzi-Care, Vanrhynsdorp • Huis Ravenzicht, Kraaifontein 04 • Badisa Paarl MANAGEMENT • Huis De Kuilen, Kuils River • Badisa Piketberg • Huis Martina, Parow Valley • Badisa Porterville • Huis Izak van Tonder, Ladismith • Badisa Prins Albert 05 SERVICE DELIVERY • Huis Boesmanland, Loeriesfontein • Badisa Riviersonderend • Goue Aar Tehuis, Malmesbury • Badisa Saron • Huis Zonnekus, Milnerton • Badisa Trio: Scottsdene FINANCES AND • Huis Uitvlucht, Montagu Service centres and assisted living 06 • Badisa Peninsula Social Services, Elsies River • Huis Klippe Drift, Napier for older persons ASSET MANAGEMENT • Badisa Still Bay • Huis Uitsig, Parow • Albertinia Care Services: service centre • Badisa Strand • Plumstead-Rusoord • Badisa Older Persons, Beaufort West • Badisa Swellendam COMMUNICATION, MARKETING • Huis Lafras Moolman, Rawsonville • Bellville Senior Centre 07 • Badisa Tygerberg AND FUNDRAISING • DROOM (Huis Jan Lange & Ou Meule), Riversdal • Bulletrap Service Centre for the Elderly • Badisa Tulbagh • Overberg Tehuis, Riviersonderend • Tafelronde Herberg, Caledon • Badisa Villiersdorp • Huis Lückhoff, Rosebank • Ceres Service Centre CONTACT US • Badisa West Coast • Huis EJ Appies, Steinkopf • Sisonke Service Centre • Badisa Wellington • Still Bay Elderly Care • Cederclan Service Centre • Badisa Wolseley • Huis Esperanza, Strand • Lowryville Service Centre • Badisa Wynberg • Huis Pam Brink, Strand • Hartenbos Elderly Care Services: • Social Services Gansbaai • Johenco Tehuis, Sutherland service centre • Social Services Stanford • Huis AA Tomlinson, Swellendam • Hermanus Senior Centre • Social Services Hermanus • Rogelim Monte Rosa, Cape Town • Fynbos Service Centre, Kleinmond • Huis Matzikama, Vanrhynsdorp • Service Centre Koue Bokkeveld Rehabilitation centres for substance • Kuils River Service Centre dependence • Vrederus Tehuis, Villiersdorp • Huis Wittekruin, Vredenburg • Macassar Service Centre • Ramot Treatment Centre • Vredendal Tehuis, Vredendal • Parow Senior Centre (and Hernus Kriel • Toevlug Rehabilitation Centre • Emmaneul Tehuis, Williston Accommodation) • Huis Mostertshoek, Wolseley • Plumrus Service Centre, Plumstead Pregnancy and adoption • Huis Andries Hamman, Worcester • Sonskyn Service Centre, Riviersonderend • Magdalena Home Counselling Centre • Ruyterwacht Senior Centre Church’s overnight accommodation • Percy Bilton Service Centre, Saron Old-age homes • Weltevrede Accommodation (previously NG Kerk • Aan Oewer Service Centre, Velddrif • Albertinia Versorgingsdienste: old-age home Oornaghuis), Bellville (building closed for visitors) • Vredendal Service Centre • Huis Johannes, Beaufort West • Hanna Hopkins Overnight House, Observatory • Wolseley Service Centre BADISA PROGRAMMES CONTINUED HOME

Centres for persons with disabilities • Alta Du Toit Aftercare, Bellville 01 INTRODUCTION • Eljada Aftercare, Oudsthoorn • Immanuel Centre for Persons with Disabilities, Steinkopf 02 THE IMPACT OF THE COVID-19 • Innovation for the Blind, Worcester PANDEMIC ON BADISA • Vrederus Annex, Villiersdorp • Riviersonderend Care Centre STRATEGIC MANAGEMENT Sponsoring bodies 03 AND CORPORATE GOVERNANCE • Alta du Toit Development for the Alta du Toit CLICK HERE School, Kuils River for more detailed The evaluation of our • Jan Kriel Institute for Jan Kriel School, information about each Kuils River of Badisa’s corporate governance 145 programmes Child and youth care centres Our organisational model • Durbanville Children’s Home • Huis van Heerde, Moorreesburg • Die Herberg Children’s Home, Robertson Management structure • Steinthal Children’s Home, Tulbagh • Huis Andrew Murray, Wellington List of Badisa programmes

Day Care Centres HUMAN RESOURCE • Belindia Day Care Centre, Beaufort West 04 • Môresterretjies (Badisa Trio), Bellville MANAGEMENT (closed 31 December 2020) • Sonskyn-cum-Day Care Centre, Caledon 05 SERVICE DELIVERY • HM Beets, Ceres • Kids Haven (Badisa Colesberg) • Klikbekkies, Eendekuil FINANCES AND • Joey’s Babies, George 06 ASSET MANAGEMENT • Sonskynvallei, Hartenbos • Trappies, Koue Bokkeveld • Carney’s Day Care Centre, 07 COMMUNICATION, MARKETING Malmesbury AND FUNDRAISING • Wiggel en Waggel, Riviersonderend • Saron Day Care Centre CONTACT US • Seesterretjies, Still Bay • Tikkel Tokkel, Porterville • Uit-en-Tuis, Goodwood • Malikhanye Day Care Centre, Wolseley Aftercare centres • Op die Berg Aftercare Centre, Koue Bokkeveld • Riviersonderend Aftercare Centre • Ouma Lena se Huis, Still Bay • Badisa Rawsonville Primary ASC, Badisa Breede Valley • Sandvoetjies, Strand 04 HUMAN RESOURCE MANAGEMENT GROWING STRONGER HOME

TOGETHER 01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA In the field of human resources, there is currently much talk about the impact and 03 STRATEGIC MANAGEMENT implications of Covid-19 on workplace AND CORPORATE GOVERNANCE practices and human resource management, HUMAN RESOURCE and about the definition of the ‘new 04 MANAGEMENT normal’, referring to whether people are working remotely or from home. Growing stronger together Training and development The general consensus is that workplace practices should be adjusted in a flexible way to make Policies and practices provision for, among others, health care and other care needs (especially where hospitals and other Employee benefits health care facilities are not that accessible), for schools and support services that have been closed, Volunteers and for sharp increases in infection rates. In between, The value of volunteers productivity must still be maintained. to the Badisa programmes Most of Badisa’s programmes fall into the category of essential services. Hence, an effort is made to manage 05 SERVICE DELIVERY employees’ physical and mental health and safety in the workplace in a participative way to maintain productivity. FINANCES AND Covid-19 has made incredible emotional, physical and 06 ASSET MANAGEMENT financial demands on staff, clients and their families. It has also created opportunities for learning and new thinking. COMMUNICATION, MARKETING 07 AND FUNDRAISING In many a Zoom meeting, the Governing Boards and management of Badisa’s programmes reported back – with genuine gratitude – on staff members’ attitude and service CONTACT US orientation, mentioning examples of the effort put in to provide proper services in difficult circumstances. The Badisa family worked together, and we could clearly see the benefit of confidence in the bigger organisation. Together, we have grown and become stronger. As leaders we have shown that we can roll up our sleeves and provide support where needed. As followers we have shown that we can think innovatively in times of need and that we can take the lead. Everybody stepped up, prepared to learn from one another. In order to comply with the legal requirements of Covid-19, a general Covid-19 Occupational Health HOME and Safety Policy was drawn up. A Covid-19 Safety Manager was appointed at each workplace and these appointments were monitored and trained. 01 INTRODUCTION As Covid-19 regulations distinguish between the safety standards of workplaces with more than 02 THE IMPACT OF THE COVID-19 15 employees and fewer than 15 employees, and PANDEMIC ON BADISA also to provide for workplace-specific practices, STRATEGIC MANAGEMENT each programme undertook its own Covid-19 03 AND CORPORATE GOVERNANCE workplace safety audit. Each programme also formulated a safety programme and policy with HUMAN RESOURCE regard to personal protection equipment. Given 04 MANAGEMENT the institutional differences, managers and staff received training per service delivery group on Growing stronger together compliance with Badisa’s guidelines for Covid-19 Training and development Occupational Health and Safety. These sessions lasted for three months. Policies and practices Additional online training on occupational health and Employee benefits safety was also provided free of charge by an external service provider. Volunteers As a result of awareness campaigns about staff wellness, The value of volunteers the Badisa Wellness Programme, aimed at professional to the Badisa programmes and management staff, was made available to staff at the In 2019, the Human Resource Division consulted with programmes via Badisa’s website. 05 SERVICE DELIVERY managers and Governing Boards about strategic planning The coordinator of Elderly Care: Care Services was appointed and objectives regarding management and leadership as the organisation’s Covid-19 officer, and is involved in 06 FINANCES AND development. Although the need for succession planning training and capacity building on an ongoing basis. ASSET MANAGEMENT is still there, the emphasis has obviously shifted to support The pandemic forced the programmes to down-scale some with contingency plans due to staff members in key positions 07 COMMUNICATION, MARKETING who had to isolate due to Covid-19. During this process it of their activities. Most of Badisa’s programmes have been AND FUNDRAISING has become clear that the Professional Nurse is playing challenged to balance standards of care while managing a key role in the operational management of facilities for infection outbreaks, familiarising themselves with new CONTACT US older persons. Traditionally, Badisa’s recruitment, selection compliance measures, and finding innovative ways of and training efforts mainly focused on programme generating income. Various strategies had to be developed managers and accountants as strategic role players. Over to ensure work security, especially where community services the past five years, changes in the legal environment have are provided and where state subsidy is the biggest source indicated that the specialist knowledge of nursing staff is of income. These plans included deferred salary increases, becoming increasingly important in service delivery. The no increases, and temporary retrenchments. Unfortunately, pandemic has clearly illustrated a critical shift in prioritising there were also exceptional cases where staff had to be this occupational group for management and leadership retrenched. However, we remain hopeful and we are planning development, as well as the recruitment and placement of new innovations aimed at ensuring the sustainability of the mid-level managers and key nursing staff. programmes and the organisation. TRAINING AND DEVELOPMENT HOME

Appropriate training and development programmes are structured around specific needs. 01 INTRODUCTION Various workshops and training sessions were offered during the past year, as indicated in the table below. 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

TRAINING AND WORKSHOPS TO MANAGEMENT GROUPS, STAFF AND GOVERNING BODIES STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

HUMAN RESOURCE 04 MANAGEMENT

Growing stronger together Training and development SERVICE DELIVERY MANAGERIAL SKILLS Policies and practices

Children’s Act (616) Orientation of new managers / admin bookkeepers (5) Employee benefits Volunteers Case work and assessments (10) Orientation of governing bodies (8) The value of volunteers to the Badisa programmes ECD home project – training (7) Management groups (279) 05 SERVICE DELIVERY Reopening of ECD and Home Project services (14) Occupational Health and Safety (CHAPS) (61) FINANCES AND 06 ASSET MANAGEMENT Medical procedure: training CYCC (9) Health and Safety: Covid-19 training (55) COMMUNICATION, MARKETING 07 AND FUNDRAISING Care and Growth (13) Wellness: Resilience (54) CONTACT US Supervision mentor group (6)

FNB/CHAPS: Care for the caregiver (148) POLICIES HOME

AND PRACTICES 01 INTRODUCTION

Policies are available on Badisa’s website. 02 THE IMPACT OF THE COVID-19 Printed copies are provided to new PANDEMIC ON BADISA employees. STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE Examples of policies include: • Badisa’s staff policy HUMAN RESOURCE 04 MANAGEMENT • Badisa’s disciplinary code and grievance procedure • Various policies pertaining to the protection of Growing stronger together personal information Training and development • Employment equity policy • Occupational health and safety policy Policies and practices • Volunteer policy. Employee benefits Volunteers The value of volunteers to the Badisa programmes

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FINANCES AND 06 ASSET MANAGEMENT

COMMUNICATION, MARKETING 07 AND FUNDRAISING

CONTACT US EMPLOYEE BENEFITS HOME

01 INTRODUCTION

Badisa provides retirement benefits to employees with 02 THE IMPACT OF THE COVID-19 In 2020, a large number of Badisa programmes PANDEMIC ON BADISA joined 90 other organisations in participating contributions to a fixed-contribution pension fund or fixed- contribution provident fund. Badisa’ s retirement funds are in the 2019/2020 Averile Ryder Global Reward STRATEGIC MANAGEMENT administered by Sanlam Life Insurance Limited, and managed 03 AND CORPORATE GOVERNANCE Specialists (Pty) Ltd – NPO Staff Salaries, with the support of professional advisors such as investment Benefits and Employment Regulations NPO consultants Towers Watson, Simeka Sanlam Consultants & HUMAN RESOURCE Salary Survey. Badisa is not the leader when Actuaries, auditing firm PWC, and the trustees of the funds. 04 MANAGEMENT it comes to remuneration in the non-profit Badisa offers medical aid benefits in partnership with Growing stronger together market, but our employee benefits are indeed Discovery Health and with the support of professional competitive. advisors such as Alexander Forbes. Medical aid membership Training and development is compulsory for most of the programmes, with the employer contributing a portion of the monthly premium. Policies and practices Employee benefits Volunteers The value of volunteers to the Badisa programmes

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CONTACT US HOME

STAFF 01 INTRODUCTION STATISTICS AS ON 02 THE IMPACT OF THE COVID-19 31 MARCH 2021 PANDEMIC ON BADISA STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

HUMAN RESOURCE Permanent Sub- Contract 04 Coloured Indian White Black Staff Total Workers TOTAL MANAGEMENT Growing stronger together M V M V M V M V M V Training and development GRAND TOTAL 174 2 030 2 5 80 528 26 225 282 2 788 3 070 342 3 412 Policies and practices Employee benefits Homes for older persons 104 1 399 1 3 42 289 14 145 161 1 836 1 997 293 2 290 Volunteers Service centres 8 57 0 0 7 47 1 43 16 147 163 14 177 The value of volunteers to the Badisa programmes Social work offices 9 163 0 2 5 64 1 3 15 232 247 1 248 05 SERVICE DELIVERY Magdalena Home 0 5 0 0 0 8 0 1 0 14 14 0 14 06 FINANCES AND CYCCs 23 119 1 0 7 42 4 10 35 171 206 9 215 ASSET MANAGEMENT COMMUNICATION, MARKETING Substance dependence 8 34 0 0 6 11 2 5 16 50 66 0 66 07 AND FUNDRAISING

Sponsoring bodies 0 0 0 0 3 5 0 0 3 5 8 0 8 CONTACT US

ECD – Little Seeds 6 100 0 0 2 9 1 5 9 114 123 0 123

Overnight accommodation 0 4 0 0 1 2 0 0 1 6 7 0 7

Disability care 16 149 0 0 7 51 3 13 26 213 239 25 264 VOLUNTEERS HOME

WE 01 INTRODUCTION CANNOT DO Volunteers are IT ON OUR invaluable for 02 THE IMPACT OF THE COVID-19 OWN organisations such PANDEMIC ON BADISA STATISTICS as Badisa. Despite the various lockdown 03 STRATEGIC MANAGEMENT phases, the number of AND CORPORATE GOVERNANCE volunteers in 2020 was only 116 less than during HUMAN RESOURCE 04 MANAGEMENT Client Adminis- Profes- Interna- the previous year. Not even system trative sional tional TOTAL a pandemic prevented Growing stronger together the Badisa volunteers TOTAL 1348 726 322 20 2416 from blessing us with their Training and development innovative ideas, positive energy and inspiration. Policies and practices Volunteers strengthen our Homes for older persons 248 281 149 10 688 Employee benefits capacity and resources in that they contribute to Volunteers Service centres 729 288 30 0 1 047 additional manpower and expertise, assist with service The value of volunteers delivery and administration, to the Badisa programmes Social work offices 71 80 45 0 196 and support us with marketing and fundraising. 05 SERVICE DELIVERY Magdalena Home 0 20 11 0 31 Volunteers can also liaise with the local community, FINANCES AND help to facilitate increased 06 ASSET MANAGEMENT CYCCs 240 39 74 9 362 consumer satisfaction, and enhance the relevance of 07 COMMUNICATION, MARKETING the organisation. There AND FUNDRAISING Substance dependence 2 0 0 0 2 were times during the Covid lockdowns when volunteers CONTACT US Sponsoring bodies 0 8 0 0 8 could not engage with us because our residential facilities were closed. The Little Seeds 45 6 8 1 60 possibility of virtual volunteer work strongly came to the fore during this time, such as Disability care 13 4 5 0 22 assistance with marketing, social media, online workshops and other forms of support. THE VALUE OF HOME VOLUNTEERS 01 INTRODUCTION

TO THE BADISA Bellville Senior Centre/ 02 THE IMPACT OF THE COVID-19 Chrismar Villas: It is about PANDEMIC ON BADISA building relationships PROGRAMMES STRATEGIC MANAGEMENT “The greatest value of volunteers is the 03 ability to meet new people and to build AND CORPORATE GOVERNANCE relationships. It opens up new doors for us. The volunteers’ positive experience helps to HUMAN RESOURCE portray a positive image to the public. The 04 MANAGEMENT fundraising projects are also managed by the volunteers, and this contributes to the Growing stronger together sustainability of the centre.” Huis Uitvlucht, Montagu: ELIZE VAN DER WESTHUIZEN Training and development Extra hands that can help MANAGER OF BELLVILLE SENIOR “The biggest value of volunteers at the CENTRE/CHRISMAR VILLAS Policies and practices home is their ability to assist residents with tasks such as hair care, and helping Employee benefits them to do their exercises and practice their hobbies. The volunteers also help Ruyterwacht Senior Volunteers the residents with mental and emotional support – those things that the staff Centre: Volunteers does not always have time for.” contribute essential skills The value of volunteers to the Badisa programmes ANRIE UYS “With the limited number of staff at MANAGER OF HUIS Badisa Still Bay: our disposal we cannot provide a wide UITVLUCHT, MONTAGU Volunteers help through range of services without the help of 05 SERVICE DELIVERY their expertise volunteers. Volunteers are very good marketers of the centre as they recruit “We are most privileged to work new people and donors to become FINANCES AND in Still Bay where lots of experts involved. The volunteers’ unique skills 06 ASSET MANAGEMENT come to retire. We have a ‘library’ and knowledge also contribute to more of knowledge and expertise at our comprehensive service delivery.” COMMUNICATION, MARKETING disposal in the form of volunteers. 07 Without volunteers we cannot render MARGARET OLIVIER AND FUNDRAISING all our services and certainly not in MANAGER OF RUYTERWACHT a cost-effective way. Volunteers are SENIOR CENTRE genuinely the backbone of our office – CONTACT US it is thanks to them that we can render meaningful service.” CORNELIA GILLIOMEE SOCIAL WORKER, BADISA STILL BAY 05 SERVICE DELIVERY THE STATISTICS HOME

OF SERVICE DELIVERY 01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA SERVICES TO CHILDREN AND FAMILIES STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE Care services: Services rendered by social work programmes (234 452 direct and indirect), Magdalena Home 245 398 (pregnancy counselling and adoption: 644), Little Seeds (early childhood development and after-school care programmes: 3 434 + 6 868 parents = 10 302) HUMAN RESOURCE 04 MANAGEMENT

Protection services: Services rendered by social work programmes (169 976 direct and indirect), Child and 172 347 05 SERVICE DELIVERY Youth Care Centres (616 direct and 1 232 indirect = 1 848), Magdalena Home (adoption services: 523) Statistics of service delivery SERVICES TO OLDER PERSONS AND THEIR FAMILIES Services to older persons

Residential care, service centres, social work services and support services to the families 7 945 (direct) Services persons with disabilities 18 544 (indirect) Services to substance-dependent persons SERVICES TO PERSONS WITH DISABILITY AND THEIR FAMILIES Services to children and families

Accommodation, residential care and development, sponsoring bodies for schools, support services 735 + 899 Adoption services: to the families (sponsoring bodies) = Magdalena Home 1 634 (direct) 2 940 (indirect) Child and Youth Care Centres Early childhood development SERVICES PERTAINING TO SUBSTANCE DEPENDENCE FINANCES AND 06 ASSET MANAGEMENT Prevention, treatment, integration and aftercare services 5 166 (direct) 8 410 (indirect) COMMUNICATION, MARKETING 07 AND FUNDRAISING

TOTAL 462 384 CONTACT US SERVICES TO OLDER PERSONS HOME

01 INTRODUCTION

TAKING CARE OF OLDER PEOPLE 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

STRATEGIC MANAGEMENT Badisa’s service offering currently reaches 03 AND CORPORATE GOVERNANCE of the of the 54% residents Half people’s 7 945 older persons families make HUMAN RESOURCE in the residential 04 MANAGEMENT This includes 47 old-age homes facilities receive excess payments to and 3 programmes for assisted living social grants cover unit costs 05 SERVICE DELIVERY

Statistics of service delivery have Alzheimer’s units registered with of the 4 460 Residents 42% 6 homes the Department of Health Services to older persons at the programmes use 42% 4 591 residents are in the age group received care in these units a form of accommodation Services persons with disabilities or housing 80 to 89 years 97 residents during 2020/21 Services to substance-dependent persons TYPES OF HOUSING COMMUNITY-ORIENTED SERVICES RENDERED BY THE HOMES Services to children and families homes homes home 3 provided 15 provided 1 provided Adoption services: day care respite care home care Magdalena Home services to services to services to 13 persons 36 persons 30 persons Child and Youth Care Centres Early childhood development 2 596 638 498 115 22 SERVICE CENTRES Rooms in Flats Usufruct Other forms FINANCES AND residential facilities units of housing 06 ASSET MANAGEMENT 3 485 members 43% of service made use of the services 43% centre members were COMMUNICATION, MARKETING WAITING LIST FOR HOUSING provided by service in the age band 07 AND FUNDRAISING centres 70 to 79 years 2 036 1 592 1 433 118 CONTACT US persons persons persons were persons were of the were waiting were waiting for waiting for waiting for other 43% members 5 service centres for residential flats usufruct forms of accom- earn less that R1 900 were involved in providing facilities units modation per month and receive some or other form of The total waiting list consisted of 5 079 persons social grants. home care services As part of this, a new vision, mission and strategic objectives were identified and HOME operational plans developed, enabling us to determine and measure progress, 01 INTRODUCTION Badisa’s and to course-correct as we go along so that we can achieve our 2030 Strategy for objectives. 02 THE IMPACT OF THE COVID-19 Older Persons was finalised PANDEMIC ON BADISA in the 2019/20 financial year We have huge appreciation for all and now serves as strategic the role players who form part of 03 STRATEGIC MANAGEMENT this and who would like to see all of AND CORPORATE GOVERNANCE guide and benchmark to us continue with the initiatives that transform and measure have been unlocked, allowing the HUMAN RESOURCE 04 MANAGEMENT service delivery to older organisation to render even better persons. need-specific services to older persons. 05 SERVICE DELIVERY Covid-19 certainly exposed the Statistics of service delivery vulnerability of each of our residents and service centre members. When people Services to older persons become infected with the coronavirus they are isolated or put in quarantine. Visits and Services persons with disabilities outings are restricted. The residents and their Services to substance-dependent children or families long for personal contact. Some persons of our residents died. Once again, we have come to realise that Badisa’s Older Services to children and families Persons Strategy and our Covid-19 approach are essentially Adoption services: aimed at protecting individuals, each with their own unique Magdalena Home history, dreams and life experiences, each with a family history and circle of friends. Some have regular contact with Child and Youth Care Centres their children, family and friends. Others have nobody that Early childhood development cares for them or comes to visit them. Some were home- makers, ballerinas, lecturers, politicians, nurses, teachers or FINANCES AND business people. We often only see the person that is now 60 06 ASSET MANAGEMENT years or older and who has now lost their identity – simply people defined by their age. COMMUNICATION, MARKETING 07 AND FUNDRAISING The fact that these persons are now 60 or 100 years old does not diminish their value as individuals. Even though their CONTACT US needs might have changed, and even though some of them need special care and support, they are still people of value. All of Badisa’s staff members and Governing Body members have committed themselves to approach older people with respect and dignity in alignment with our vision which speaks of “the promotion of active and dignified ageing”. CHALLENGES HOME

01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

In 2019 03 STRATEGIC MANAGEMENT the projected AND CORPORATE GOVERNANCE ageing population of the Western Cape 04 HUMAN RESOURCE consisted of just under MANAGEMENT

650 000 ... what older persons are 05 SERVICE DELIVERY persons* experiencing today will become our Statistics of service delivery challenges within the near future. Services to older persons Services persons with disabilities Services to substance-dependent According to the older persons, their biggest challenges were persons of these persons the following: 50%+ received social grants Services to children and families • Loneliness, or the loss of a life partner of these persons experienced • The loss of “something to belong to” / social isolation Adoption services: 6% challenges with self-care • The loss of purpose in life Magdalena Home • The increase in personal limitations, such as mobility of these persons experienced serious to Child and Youth Care Centres very serious problems with self-care • Neglect and maltreatment 3% Early childhood development • Financial challenges of these persons experienced • Safety. FINANCES AND 18% challenges with their mobility 06 ASSET MANAGEMENT The good news is that each one can contribute towards changing this. The faith community and Badisa’s programmes of these persons experienced serious to 07 COMMUNICATION, MARKETING 11%+ very serious problems with their mobility are favourably positioned to actively change this narrative. We AND FUNDRAISING can start by determining where the older persons are living in communities, who they are, whether they have family and of these persons experienced CONTACT US 13% challenges with their memory friends, and what their limitations and needs are. It is possible to simply talk, listen and assist with practical tasks such as of these persons experienced serious shopping. Is caring too much to ask? Surely not, because if 3% to very serious challenges with their memory our Heavenly Father can spare us to reach 60 years and more, what older persons are experiencing today will become our *According to Statistics South Africa challenges within the near future. HOW BADISA’S PROGRAMMES SEE HOME THEIR SERVICES TO OLDER PEOPLE 01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA Badisa Trio Helderberg area STRATEGIC MANAGEMENT and Parow Change, partnerships and community engagement 03 AND CORPORATE GOVERNANCE Senior Centre To think anew – this is what we need to do when it comes to caring for older people. HUMAN RESOURCE The elderly also care We can no longer afford to close our eyes to a changing world. Leadership is about 04 MANAGEMENT and give back facing this reality, creatively considering new possibilities and implementing them. At the same time, we must think in an entrepreneurial way and make the SERVICE DELIVERY Badisa Trio regularly most of what we have. Our homes for older people have so much to offer. Badisa 05 receives “snuggle supports us with the process of providing services to older people so that we can blankets” or security face this new reality. Statistics of service delivery blankets from a volunteer in Durbanville. She In our reflection as a region, and also here in the Helderberg area, we have Services to older persons discovered the following: makes these blankets Services persons with disabilities herself and gives each • Inclusivity: We cannot simply make decisions on our own – we need the greater one its own personality. community and they need us. Communities are blessed with skilled people who Services to substance-dependent These blankets are given would like to share their know-how and resources. Involve them and make their persons to children in need to part of decision making. Give them space to take co-responsibility. How do people comfort them or simply really become involved? You invite them in and involve them. We need to identify, Services to children and families as something to play with appreciate and leverage the potential around us. Adoption services: or take to bed at night. • Financial support: Older people with sufficient financial resources have a myriad Magdalena Home As part of their of possibilities from which to choose. Those without sufficient funds, or with limited Child and Youth Care Centres festive programme, access to funds, find it increasingly challenging to live with dignity. As church we Parow Senior Centre’s have a responsibility towards such people. This calls for additional income. It is an Early childhood development members knitted soft enormous challenge for our homes to provide services to the community while also rendering services that can generate funds. toys for the children in 06 FINANCES AND Karl Bremer Hospital • Service delivery: We realise that we are no longer simply a place where people ASSET MANAGEMENT and Tygerberg Hospital. can come to when they need care; we are also an institution that is being The knitted soft toys challenged to be there where the actual need is. Service delivery to the greater COMMUNICATION, MARKETING 07 AND FUNDRAISING were handed over to the community should also be on our priority list. Obviously, we can only do this in children during Easter – collaboration with other role players in society. Our challenge is to discover the each gift accompanied other role players in our communities and to engage with them. CONTACT US by an Easter egg HANNES THERON donated by the seniors. CHAIRPERSON OF THE GOVERNING BODY OF HUIS PAM BRINK AND HUIS ESPERANZA HOME Hartenbos Elderly Care Service The future lies in collaboration 01 INTRODUCTION The 2030 Badisa Strategy for Older Persons 02 THE IMPACT OF THE COVID-19 endorses the principle that the running of old-age PANDEMIC ON BADISA homes should be based on business principles, which will allow them to achieve charity as goal. One of the 03 STRATEGIC MANAGEMENT mechanisms that can be used to achieve this is the AND CORPORATE GOVERNANCE principle of cross-subsidising where persons who can afford services subsidise those who cannot afford HUMAN RESOURCE 04 MANAGEMENT such services. Such an opportunity presented itself in Hartenbos 05 SERVICE DELIVERY in 2020. The Dutch Reformed Church in Hartenbos, in collaboration with a private developer, launched Statistics of service delivery the Heuwelsrust Retirement Village. The retirement village is being developed over a period of two years, Services to older persons and consists of 16 two-bedroom houses, 21 one- bedroom houses, 23 flats, 20 usufruct units, and a Services persons with disabilities care centre with 16 beds. Provision is also made for Services to substance-dependent a library, hairdresser, dining room and board room. persons The governing body of Hartenbos Elderly Care Service Services to children and families was approached by the developer, requesting the programme to take on the responsibility of operating Adoption services: the care centre and the provision of services to Magdalena Home residents in the usufruct units. The governing body saw this as an opportunity to expand its service Child and Youth Care Centres offering in the community, to support older persons in Early childhood development need by providing them with affordable services, and to practically apply the principle of cross-subsidising FINANCES AND service rendering. 06 ASSET MANAGEMENT

After comprehensive negotiations, a formal COMMUNICATION, MARKETING agreement was entered into with the developer for a 07 AND FUNDRAISING period of five years. This means Hartenbos Elderly Care Service will play a role in the care centre and CONTACT US usufruct units, and will also fulfil a supporting role by providing services on demand to the residents in the houses and flats. As part of the negotiations, Badisa provided input regarding the layout and furnishing of the care centre to help ensure compliance with national norms and standards. HOME Ruyterwacht Senior Centre The long road to finding our own place 01 INTRODUCTION

When Ruyterwacht Senior Centre opened its doors After 11 years we finally have a building that we can 02 THE IMPACT OF THE COVID-19 in July 1988, a total of 25 members joined the centre. furnish to suit our needs. There is a hall that is big PANDEMIC ON BADISA Over the years, membership increased steadily; at enough for all the members to gather. There is also a STRATEGIC MANAGEMENT one stage we had more than 300 members. The centre library, chapel, games room and craft room, a clinic, a 03 AND CORPORATE GOVERNANCE currently has 251 members. Through all these years, kitchen for the preparation of meals, a laundry, rooms the centre was regarded as a “squatter” that depended for our second-hand shops, sufficient toilets and offices, HUMAN RESOURCE on various churches and schools for halls and other safe garages and storage for our vehicles, and even a 04 MANAGEMENT facilities to use. board room for smaller meetings. In 2009, the centre identified a school building in 05 SERVICE DELIVERY Ruyterwacht that was being used by the Western Cape The saying goes: “Good things Department of Cultural Affairs and Sport. The centre happen to those who wait.” Statistics of service delivery was hoping that this building would satisfy all their needs. Next, the negotiations started. Little did we We have learnt that everything Services to older persons know how our patience would be tried and how long we happens according to God’s time. Services persons with disabilities would have to wait to realise our dream. Negotiations We are deeply grateful that our started between the Department of Transport and Services to substance-dependent Public Works and the Department of Cultural Affairs needs have been met. We believe persons and Sport. We were grateful that Mr Piet Pretorius, the centre is 100% at that stage deputy speaker of the Western Cape Services to children and families Provincial Parliament, took on the huge responsibility in God’s hands. of fighting the centre’s case. Adoption services: Magdalena Home In April 2019, the former premier of the Western Cape, Ms Helen Zille, visited a gathering of members at Child and Youth Care Centres the centre and announced that the building at 62A Early childhood development Boundary Road would be made available to the centre. The last big wait started. Then the Covid-19 pandemic FINANCES AND hit the world, and we had to wait even longer. On 1 06 ASSET MANAGEMENT October 2020 the day finally arrived that we could occupy the building. A significant amount of repairs 07 COMMUNICATION, MARKETING and restoration work is required for the building to AND FUNDRAISING comply with the requirements of the Older Persons Act and for us to register as a service centre. The CONTACT US building was transferred to the Department of Social Development who made it available to us for service delivery as part of our annual agreement. HOME Parow Senior Centre/Hernus Kriel Accommodation 01 INTRODUCTION It’s time to rethink ageing household items, furniture and linen that were unlikely to be sold in our “new” Bargain Bin were donated to THE IMPACT OF THE COVID-19 What a year 2020 has been! We have experienced 02 the second-hand shops of other centres or charity PANDEMIC ON BADISA sadness and setbacks. At the same time, we have organisations, or to the needy or to farms. refreshed our thinking and launched new initiatives. STRATEGIC MANAGEMENT Most of all, it was a year in which we once again Regular seasonal sales are organised, as well as 03 AND CORPORATE GOVERNANCE realised how much we depend on our Father’s grace R10 days where all items are sold for only R10. and on each other. HUMAN RESOURCE The seniors also launched the Granny’s Kitchen 04 MANAGEMENT First, there was the stress and uncertainty associated project. The initial purpose of the project was drive- with the pandemic’s lockdowns. This was followed through food sales. The decision was made to sell SERVICE DELIVERY by the shock and sadness of the sudden death of the mainly hamburgers, with pancakes for variety. 05 chairperson of our governing body – our leader, our The residents do everything themselves – from the mentor and our friend, Hennie Heyman. A couple of shopping to the selling of the final products. Our Statistics of service delivery months later we had to bid farewell to our manager, staff only get involved when lockdown levels prevent Services to older persons Annaleen Nel, who resigned in order to take on new the residents from doing their own shopping. Our challenges. pancake queen will be turning 90 one of these days. Services persons with disabilities She and her team of two to three helpers can bake There was also an abundance of grace. We were in a 200 pancakes in a morning’s time. This is a wonderful Services to substance-dependent good position financially. The feared Covid-19 disease example of “active ageing”! persons did not impact us that much. During the initial state of emergency and the strict lockdowns, the residents Wifi connection for everyone Services to children and families of Hernus Kriel Accommodation asked the staff to continue with the centre’s services. They organised Lockdown does not mean a cap on data. Since Adoption services: themselves into groups and helped to sanitise the December 2020 residents can get access to wifi Magdalena Home hand railings, light switches, door knobs, tables and anywhere in the building at a minimal fee. They can Child and Youth Care Centres counter tops twice a day. The residents helped to link any device that uses data. This “new” service has spring clean and declutter the centre’s storage rooms become indispensable during a time of lockdowns and Early childhood development and our second-hand shop, the Bargain Bin. Clothing, social distancing. FINANCES AND 06 ASSET MANAGEMENT In 2020 we at Parow Senior Centre/Hernus Kriel Accommodation have 07 COMMUNICATION, MARKETING come to realise that we have at our disposal the incredible perseverance AND FUNDRAISING and resilience, and the valuable experiences and talent of our employees, CONTACT US governing body and members, and that we can leverage this to survive financially and emotionally. Through this all we realise how blessed we are with Grace from Above. NURSES DAY 2021 HOME

Nurses Day is always very special at Badisa’s 01 INTRODUCTION programmes for older persons. One of the The Florence programmes organised a display in the foyer Nightingale Pledge 02 THE IMPACT OF THE COVID-19 of how nurses’ uniforms have changed over PANDEMIC ON BADISA the years. Staff had the opportunity to read The Florence Nightingale Pledge the nurses’ oath and to blow out the candle in is seen as a token of esteem for the STRATEGIC MANAGEMENT founder of modern nursing. 03 AND CORPORATE GOVERNANCE their hands so that they can carry the symbol of care in their hearts every day. CLICK HERE HUMAN RESOURCE to read the 04 MANAGEMENT FLORENCE NIGHTINGALE PLEDGE 05 SERVICE DELIVERY

Statistics of service delivery CLICK HERE to read more about Services to older persons THE LAMP AS A SYMBOL “Let the oil OF SERVICE RENDERING Services persons with disabilities of knowledge Services to substance-dependent and love always persons ensure that your Services to children and families lamp shines Adoption services: brightly.” Magdalena Home Child and Youth Care Centres Early childhood development

FINANCES AND 06 ASSET MANAGEMENT

COMMUNICATION, MARKETING 07 AND FUNDRAISING

CONTACT US SERVICES TO PERSONS HOME WITH DISABILITIES 01 INTRODUCTION

In 2006, South Africa became one of the first countries 02 THE IMPACT OF THE COVID-19 to sign the United Nations Convention on the Rights of PANDEMIC ON BADISA People with Disabilities. This convention represents a STRATEGIC MANAGEMENT paradigm shift in terms of the approach to persons with 03 AND CORPORATE GOVERNANCE disabilities. Disabled people are no longer regarded as HUMAN RESOURCE “objects of charity, medical treatment and social 04 MANAGEMENT protection” but rather as “subjects with rights, who are capable of claiming those rights and making decisions 05 SERVICE DELIVERY for their lives based on their free and informed consent, and who are active members of society”. Statistics of service delivery Services to older persons To give effect to the country’s responsibilities in terms of the UN convention, the South African White Paper on the Rights of Persons with Services persons with disabilities Disabilities was adopted in 2015. The paradigm shift covered within the UN convention is indicated as follows in the white paper: Services to substance-dependent persons Paradigm shifts covered in the UN convention Services to children and families and SA white paper Adoption services: FROM TO Magdalena Home Care, protection Assistance and inclusion Child and Youth Care Centres and support management Early childhood development Isolation Integration FINANCES AND Badisa’s strategic 06 ASSET MANAGEMENT Dependence Independence guidelines to the 07 COMMUNICATION, MARKETING Charity Self-determining subject programmes regarding AND FUNDRAISING the rendering of services Keeping busy Career path CONTACT US to persons with disabilities Thankful and happy Equal enjoyment in bubble of rights confirm our commitment to

Uninvolved or Responsible and these principles and call on demanding parents empowered parents us to give effect to this. This raises the following question: How big is this challenge? Six categories of disabilities have been identified with an According to the National Census of 2011, 7.5% of the South indication of the degree of disability, ranging from light / HOME African population aged 5 years and older have one or other moderate to serious, as shown in the diagram below. form of disability (excluding persons with psychological and certain other neurological disabilities). 01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA SELF-CARE SIGHT STRATEGIC MANAGEMENT light / moderate light / moderate 03 AND CORPORATE GOVERNANCE 873 363 people 2.0% 9.3% 4 085 898 people serious serious 04 HUMAN RESOURCE 588 869 people 1.4% 1.7% 738 079 people MANAGEMENT

05 SERVICE DELIVERY MEMORY / CONCENTRATION HEARING light / moderate 6 Categories light / moderate Statistics of service delivery 1 405 098 people 3.2% 2.9% 1 251 907 people serious of disabilities serious Services to older persons 456 179 people 288 369 people 1.0% 0.7% Services persons with disabilities Services to substance-dependent WALK / CLIMB STAIRS COMMUNICATION persons light / moderate light / moderate 1 100 135 people 2.5% 1.1% 473 450 people Services to children and families serious serious Adoption services: 425 179 people 1.0% 0.4% 191 282 people Magdalena Home Child and Youth Care Centres Early childhood development

FINANCES AND 06 ASSET MANAGEMENT

COMMUNICATION, MARKETING 07 AND FUNDRAISING

CONTACT US Badisa’s service offering includes services to a significant number of older persons. These services are rendered over HOME and above the services that the programmes render directly Badisa’s service offering to disabled persons consists of the to persons with disabilities. It is therefore important to rendering of services to adults with intellectual disabilities, and 01 INTRODUCTION take note of the increasing percentage of people who are to blind and sight-impaired persons. The following statistics experiencing disabilities as they grow older. The following help to paint the picture: table provides an indication of the percentage of persons 02 THE IMPACT OF THE COVID-19 per age band that are disabled. PANDEMIC ON BADISA

Persons with disabilities per age band DISABLED STRATEGIC MANAGEMENT DISABLED 03 AND CORPORATE GOVERNANCE 735 PERSONS PERSONS are at the receiving 670 NUMBER PERCENTAGE end of our services receive social grants HUMAN RESOURCE OF PERSONS OF PERSONS 04 MANAGEMENT AGE WITH DISABILITIES WITH DISABILITIES SERVICE DELIVERY 5 – 14 years 10 802 3.5% 05 INNOVATION FOR THE DISABLED BLIND – WORCESTER 15 – 24 years 10 400 2.4% 222 PERSONS Statistics of service delivery take part in protected of the work activities 65% residents of are Services to older persons 25 – 34 years 9 730 3.0% younger than 60 years Services persons with disabilities 35 – 44 years 7 104 4.6% Services to substance-dependent PROGRAMMES FOR PERSONS WITH SERVICES TO INTELLECTUALLY persons 45 – 54 years 5 114 11.1% INTELLECTUAL DISABILITIES DISABLED PERSONS Services to children and families 55 – 64 years 3 544 20.9% INTELLECTUALLY 369 CLIENTS 313 DISABLED Adoption services: 65 – 74 years 2 002 35.3% at programmes for PERSONS receive Magdalena Home persons with intellectual residential care and disabilities programmes Child and Youth Care Centres 75 years and older 948 58.0% Early childhood development

of the 56 FINANCES AND It is important for the 83% 83% residents are INTELLECTUALLY 06 ASSET MANAGEMENT younger than 60 years DISABLED PERSONS programmes aimed at older receive day care COMMUNICATION, MARKETING persons to take this information 07 AND FUNDRAISING into account as it will have an These services are provided by: 15% (56) Alta du Toit Aftercare, Bellville | Eljada impact on these programmes’ DAY CARE CLIENTS Aftercare, Oudtshoorn | Immanuel Centre, CONTACT US service offering to older persons. while the remainder are Steinkopf | Vrederus Annex, Villiersdorp | residents at the facilities Care Centre, Riviersonderend The reality is that 35.3% of persons between the ages of 65 and 74 years also have a disability while 58% of persons aged 75 years and older also have a disability. Michael’s story of hope AWARD FOR ALTA DU TOIT AFTERCARE CENTRE HOME “Why doesn’t he come out of his room?” I asked. Early in 2020, “We take everything to him,” she answered, “because Corporate Vision 01 INTRODUCTION he is blind”. magazine announced that 02 THE IMPACT OF THE COVID-19 Michael Makwetu* was born as a sighted baby in Johannesburg in Alta du Toit PANDEMIC ON BADISA 1957. At the age of four, his parents sent him to his grandmother and Aftercare Centre grandfather to grow up with them. At the age of 26 he and his wife for intellectually 03 STRATEGIC MANAGEMENT relocated to Rawsonville to work in the vineyards and pick grapes. disabled adults AND CORPORATE GOVERNANCE Michael lost the sight in his one eye during an argument with was nominated as best intellectual HUMAN RESOURCE his wife. Out of anger, she gouged out his right eye with a broken 04 MANAGEMENT bottle top. A couple of years later, another disaster struck when disability care charity burglars threw a stone through their window and the glass in the Western Cape, South shards permanently damaged his left eye. Next, Michael and his Africa. Corporate Vision is published monthly, 05 SERVICE DELIVERY wife relocated to Zwelethemba in Worcester where his wife died featuring insightful articles about corporates of cancer. Michael then moved into a lonely little room in an old- around the world. Statistics of service delivery age home in Zwelethemba. Each year, Corporate Vision magazine seeks out Services to older persons In 2004, during one of the Institute for the Blind’s outreaches, we the very best that the world’s small business discovered Michael in his room. We found it very sad that he did not community has to offer. The 2020 Small Services persons with disabilities want to leave his room. One of the staff members explained to us Business Awards were judged purely on merit. that he is blind and that they take everything to him. Services to substance-dependent To do this, Corporate Vision’s in-house research persons We took pity on Michael and told him about the difference that team carefully analysed the information on the Institute for the Blind (now Innovation for the Blind) can the nominees that is available online and in Services to children and families make in sight-impaired persons’ lives. We also told him about the public domain. As a nominee, Alta du Toit the empowering services that we offer. He was sceptical when Aftercare Centre was requested to prepare a Adoption services: Magdalena Home we first invited him to join us. Finally, we convinced him to at short case file disclosing our chosen area of first join the workshops as a day visitor until he decided to move business and practice, any previous accolades as Child and Youth Care Centres into Huis De Villiers, a home for sight-impaired men, in 2004. well as our position within the industry. The panel of judges used all the information to determine Early childhood development At the age of 50, Michael learnt about braille and computers the winner based on evidence of expertise within for the first time. After receiving orientation and mobility a given field, dedication to customer service and FINANCES AND training, he could easily walk around on our grounds and 06 ASSET MANAGEMENT in town. He works in our cane division which is built on a client satisfaction, and ongoing commitment to excellence and innovation. solid sustainability model. He is highly creative and makes 07 COMMUNICATION, MARKETING wonderful niche-market items on order. In December 2020 we received the good news AND FUNDRAISING Michael is a huge inspiration for others. At first, he accepted a life of that Alta Du Toit Aftercare Centre has been hopelessness – living in darkness literally and figuratively – after named the Best Intellectual Disability Care CONTACT US all his setbacks. But he got back on his feet when Innovation for Charity in the Western Cape. the Blind gave him hope and a chance to escape from his isolated Alta du Toit Aftercare Centre has demonstrated world. Now he has a new purpose in life. He has a job and a social excellence and commitment. We are extremely life, and he is grateful for a new lease on life. proud of this award and grateful for the global *Not his real name exposure. In 2017 it was reported that South Africa has the highest prevalence of Foetal Alcohol HOME Syndrome Disorder (FASD) in the world, SOUTH with a prevalence rate 14 times higher Substance 01 INTRODUCTION AFRICA’S dependence statistics than the global average. South African PROBLEMS show that drug consumption youth are particularly vulnerable to WITH DRUG (cannabis, cocaine, and tik) in experimentation and long-term use 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA ABUSE South Africa is twice the global average of substances such as alcohol, illicit drugs, and even over-the-counter and and the highest in Africa (UN World Drug STRATEGIC MANAGEMENT Report, 2014). The average age of drug prescription medication. The cost to 03 AND CORPORATE GOVERNANCE dependent persons in South Africa is 12 years the country is measured not only in and decreasing. The country is among the top rand, but also in loss of creativity, HUMAN RESOURCE 10 narcotics and alcohol abusers in the world. For innovation, and talent. 04 MANAGEMENT every 100 people, 15 have a drug problem, and Dr Paul Seale from Mercer University for every R100 in circulation, R25 is linked to the School of Medicine, USA, researched 05 SERVICE DELIVERY substance abuse problem (Christian Addiction drug use in South Africa and found Support, 2016). Drug and alcohol dependency that 13.3% of the South African Statistics of service delivery is destabilising the fabric of South African population have used drugs during their society and is often linked to social ills lifetime, resulting in substance abuse in Services to older persons such as violent crime, gender-based 3.9% of people and dependence in 0.6% violence, child abuse, and the Services persons with disabilities of the population. According to him, there ever-increasing HIV/Aids are high levels of inhalant use among youth. incidence rate. Services to substance-dependent Cannabis (dagga) was the drug of choice persons among those undergoing substance abuse treatment, while methamphetamine (tik) abuse Services to children and families was common in the Western Cape and Eastern Cape. Adoption services: There was also a noticeable increase in the use of over- Magdalena Home the-counter and prescription medicines, especially by young people. South Africans have the highest use of methaqualone Child and Youth Care Centres (Mandrax/Quaalude) in the world. Early childhood development Many South Africans know very little about the country’s challenges with substance abuse, and how it might be 06 FINANCES AND affecting them personally. Also, many people are unaware of ASSET MANAGEMENT the challenges that substance dependants face when they COMMUNICATION, MARKETING first enter treatment and the long-term fight that follows 07 AND FUNDRAISING after the treatment. For many years it has been believed SERVICES TO that addicts choose to use drugs and that active addiction CONTACT US is fuelled by the irrational and selfish behaviour of such SUBSTANCE- individuals. However, addiction is far more complex. The drive to continue using is often determined by more than DEPENDENT the psychological and physical needs of the dependent individual. What’s more, treatment is often more complex PERSONS that just stopping. MAKING PEOPLE AWARE OF HOME SUBSTANCE ABUSE Toevlug’s smoke-free To make people more programme 01 INTRODUCTION aware of substance abuse and prevention Covid-19 is a serious transferable disease with 02 THE IMPACT OF THE COVID-19 programmes, radio devastating consequences for our country. PANDEMIC ON BADISA talks on the topic were The Covid-19 death rate is higher among older broadcast on RSG persons as well as persons with underlying 03 STRATEGIC MANAGEMENT and community radio health problems such as respiratory problems, AND CORPORATE GOVERNANCE stations. Newsletters were cancer, diabetes, cardiovascular disease or a HUMAN RESOURCE distributed and information compromised immune system. 04 sessions were hosted at MANAGEMENT churches and workplaces, and Tobacco use is one of the biggest preventable on other forums. Where possible, causes of disability, disease and death. According 05 SERVICE DELIVERY Badisa’s programmes offered these to the Cancer Association of South Africa (CANSA), services online. It is difficult to determine some 42 000 South Africans die every year as Statistics of service delivery the size of the target group reached but it could be up to a result of tobacco-related health problems. 400 000 persons depending on how many listeners tuned Tobacco use increases users’ risk for various types Services to older persons into those specific radio stations. In total, 200 people were of cancer, respiratory problems, cardiovascular Services persons with disabilities reached through the employee assistance programmes while disease and diabetes. 1 630 persons made use of the urine testing service. The underlying health problems caused by tobacco Services to substance-dependent use correspond with the health problems regarded persons TREATMENT as high risk for Covid-19. People using tobacco run Services to children and families the risk of getting sicker from Covid-19 and taking longer to recover as a result of their compromised Adoption services: immune systems. They also have an increased Magdalena Home chance of dying from Covid-19. Exposure to 447 364 Child and Youth Care Centres Inpatients Outpatients second-hand smoke can also negatively impact the health of our loved ones as it will make them Early childhood development more prone to Covid-19 and will cause them to take longer to recover once infected. FINANCES AND 06 ASSET MANAGEMENT The use of tobacco products increases users’ risk 811 3 244 of catching Covid-19. The use of cigarettes involves Total reached Total reached through 07 COMMUNICATION, MARKETING with treatment indirect service delivery hand-to-mouth contact, which increases users’ AND FUNDRAISING chances for getting the virus. The use of water pipes (hookahs or hubbly bubblies) involves the sharing CONTACT US of the same mouth piece, which increases the Covid 1 518 risk. Chewing tobacco also implies hand-to-mouth 1 007 Services rendered contact and the production of saliva which is Reintegration and by social work usually spit out and then also holds a risk for others. continued treatment programmes HOME A study in the Journal of Clinical Psychology Toevlug’s drug-screening explained that substance users’ chances of recovery double when they stop using tobacco in combination laboratory 01 INTRODUCTION with other substances. Tobacco products are Toevlug Rehab Centre in Worcester has invested regarded as a psychological trigger for other 02 THE IMPACT OF THE COVID-19 substance use cravings as well as relapses because in an onsite drug-screening laboratory – called PANDEMIC ON BADISA the use of tobacco and other substance often go the Evidence Investigator – which successfully hand in hand. As with other substances, tobacco also and cost-effectively tests urine samples for 03 STRATEGIC MANAGEMENT stimulates the brain’s reward system which leads to drug use. The Evidence Investigator is a semi- AND CORPORATE GOVERNANCE an increase in dopamine in the brain. Research has automated, compact analyser which uses Randox’s revolutionary Biochip Array Technology HUMAN RESOURCE indicated that the ideal time to quit using tobacco is 04 MANAGEMENT during a treatment programme where patients also for the simultaneous detection of multiple drug have access to support. metabolites from a single sample. Quantitative results are reported. Toevlug’s laboratory can 05 SERVICE DELIVERY Access to tobacco products was limited during the therefore assist with a clear interpretation of pandemic’s initial strict lockdowns, which caused results to help dismiss any uncertainties. Statistics of service delivery users to withdraw or to become anxious or irritated, and which could serve as a trigger for the use of The Randox Evidence Investigator screens for the Services to older persons other substances. The use of tobacco products is use of 14 substances including methamphetamine expensive, putting additional pressure on families (tik), opioids (heroin, codeine-related medication), Services persons with disabilities already struggling financially as a result of Covid-19. THC (dagga, anaesthetics / sedatives, ketamine, “Angel Dust”), barbiturates (tricyclic anti- Services to substance-dependent Before users are admitted to a treatment depressants, Valium, Pax), TCA (cocaine), persons programme, they will usually do everything in benzodiazepines 1 and 2 (weight loss and Services to children and families their power to get hold of substances to use. During narcolepsy treatment, Suboxone), benzoylecgonine, treatment, their focus shifts and they get fixated amphetamines, buprenorphine, methadone, Adoption services: on cigarettes, which puts unnecessary pressure MDMA (Ecstasy), methaqualone Magdalena Home on their families. As a result, patients often start (Mandrax), and creatinine. a secret trade in cigarettes, which means old Child and Youth Care Centres habit remain the same. Sharing cigarettes among The bench-top system patients increases the risk for various medical is user-friendly, and Early childhood development conditions, including Covid-19 and TB, which puts brings the benefits of time and FINANCES AND the health of patients as well as staff at risk. The 06 ASSET MANAGEMENT health risk is increased when patients and staff labour saving to are exposed to second-hand risk. a smaller drug COMMUNICATION, MARKETING test setting. 07 AND FUNDRAISING When Toevlug Centre’s inpatient programme Test results reopened after the lockdown, the centre decided are available CONTACT US to become a smoke-free centre in order to protect within 24 the health of patients as well as staff. This smoke- hours after free programme also puts the recovery of each delivery at patient first. Toevlug Centre. Covid-19 lockdown measures in South Africa helped to SERVICES TO slow down the spread of the virus. Unfortunately, in some HOME cases, it further isolated vulnerable children at home, and it disrupted the rendering of prevention and protection CHILDREN AND services. Children behind closed doors and away from 01 INTRODUCTION school face increased risks of abuse and violence. The FAMILIES economic fallout from the virus has also placed additional 02 THE IMPACT OF THE COVID-19 socio-economic strain on already struggling families. PANDEMIC ON BADISA Badisa’s social workers saw an increase in the number of PROTECTING CHILDREN DURING A PANDEMIC abused, sexually abused and abandoned children. There STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE Children have a right to be protected against harm and was a sharp increase of 2 919 cases of unemployment on maltreatment so that they can grow, thrive and become our the caseloads. 04 HUMAN RESOURCE future. The sad reality is that many children face violence Badisa understands the impact of the Covid-19 pandemic, MANAGEMENT and maltreatment every day. Efforts to combat violence poverty, violence, crime, unemployment, isolation and in our homes, schools and communities demand critical insufficient resources on the wellbeing of children. Badisa 05 SERVICE DELIVERY analysis and immediate intervention. When a country cannot also understands how challenging parenting can be to uphold its commitment to children’s rights it has serious parents and care givers under these difficult circumstances. consequences for children as well as the country’s Statistics of service delivery Within this context, Badisa’s social work offices mostly socio-economic development. Services to older persons focused their services, and available resources, on children in need. The organisation therefore Services persons with disabilities prioritised the care and safety (protection) of Children children in order to lessen risks and strengthen Services to substance-dependent in South protective factors. persons Services to children and families Africa face an BADISA’S SUPPORT TO CHILDREN increased risk of Taking care of children includes Adoption services: Magdalena Home abuse and violence as strengthening and protecting their wellbeing. This translates into providing Child and Youth Care Centres a result of the broad- adequate food, appropriate living ranging impact of conditions, and access to education Early childhood development Covid-19, according to together with encouragement to reach their full potential. This includes 06 FINANCES AND UNICEF South Africa protecting children against harm and ASSET MANAGEMENT exploitation, and protecting children’s and child protection COMMUNICATION, MARKETING rights. It also includes the development 07 AND FUNDRAISING organisations. of children’s sense of responsibility, the use of discipline in a humanitarian way aimed at helping children to learn and to grow, and CONTACT US assistance to children to take their own decisions based on their age and maturity level. Badisa is fully aware of the challenges of parenthood in the South African context, and therefore offers various types of support to parents and care givers. The Covid-19 pandemic has limited EMPHASIS ON THE SAFETY AND service delivery to micro-level PROTECTION OF CHILDREN HOME inputs. However, Badisa still tried to help parents and care Safety and protection are among the most givers to love and take care important rights of children. Children 01 INTRODUCTION of their children. Parents must be protected against maltreatment, neglect or any form of mistreatment. who have experienced 02 THE IMPACT OF THE COVID-19 challenges on any level of They must also be protected again PANDEMIC ON BADISA care giving could approach exploitation, humiliation and exposure to Badisa for intervention, damaging behaviour. STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE support or assistance. Even The protection and safety of children though Badisa could not is first and foremost the responsibility HUMAN RESOURCE solve all their problems, of the parent or care giver. However, 04 MANAGEMENT the organisation did help by it is also the responsibility of the providing access to resources, community and broader society to assist 05 SERVICE DELIVERY enhancing parenting skills, and with the safekeeping of children in schools, providing options to parents and on playgrounds, in churches and in other care givers to help them cope with communal spaces. Badisa wants children to feel Statistics of service delivery care-giving challenges. safe with their families and in their communities Services to older persons To support families, the organisation helps and in broader society. However, Badisa understands with the development of parenting skills, with a the various reasons why safety structures for children are Services persons with disabilities focus on the following: in danger, leaving children vulnerable in the care of their parents or care givers, or keeping them trapped in violent Services to substance-dependent • The support of healthy communication styles among situations at home or in communities. persons family members The safety of children is one of Badisa’s key objectives – not Services to children and families • The use of non-violent and positive methods of discipline only as a designated children’s organisation but also as the • The importance of family cohesion and support Adoption services: keepers of the values of a faith-based organisation. Magdalena Home • The provision of sensitive, affectionate and positive On a micro level, Badisa’s staff responds to each rapport parenting which is appropriate for the child’s age and gender about a child in need of protection. When children are Child and Youth Care Centres • The provision of information about the child’s needs and exposed to maltreatment in any care situation, Badisa will Early childhood development development to parents and care givers intervene by implementing protective measures and safety • The encouragement of closer relationships between the protocols, and offering appropriate services. All efforts are FINANCES AND care givers and the children directed towards preserving the family unit. Should this be 06 ASSET MANAGEMENT • Emergency support in the form of food parcels, baby unsuccessful, alternative care options will be facilitated – like COMMUNICATION, MARKETING products and other essential items. temporary safe care, foster care, placement in a child and 07 youth care centre, or adoption. AND FUNDRAISING The organisation’s child protection services during the past CONTACT US Badisa’s care services to children and families are provided by 34 social work year included the following: programmes, Little Seeds (early childhood development services), after-school programmes and Magdalena Home (pregnancy counselling). • Mediation and parenting plans children and families were reached by Badisa • Risk assessment in cases where it has been reported that 69 559 through direct service delivery in 2020/21 children are in need of care and protection • Statutory intervention. The 12 managers’ social service programmes offer training to STATUTORY CARE SERVICES Social Services’ professional service providers to help ensure HOME that they have the competence to do the following: families benefitted from the reunification of children with their • Identify opportunities to facilitate family and child care 01 INTRODUCTION 2 287 biological/alternative families, and the reintegration with families services in communities with enormous needs and few and communities in the shortest possible time frame resources 02 THE IMPACT OF THE COVID-19 • Implement child protection services when required PANDEMIC ON BADISA ALTERNATIVE CARE • Implement the Children’s Act in the best interest of all children that are being reported STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE • Understand the norms and standards drawn up by the Department of Social Development and ensure HUMAN RESOURCE compliance with these norms and standards 04 MANAGEMENT • Understand the standard operating procedures drawn 5 537 children were 616 children were 523 children, up by the Department of Social Development and ensure 05 SERVICE DELIVERY in foster care placed in child and youth biological and adoptive compliance with these procedures care centres parents used adoption as • Build a foundation of knowledge and skills to implement Statistics of service delivery children were permanent care option 365 family and child protection services placed in foster care during 93 children were admitted Services to older persons the year to various child and youth • Understand and implement good social work practice care centres during the year that complies with the Ethical Code of the South African Services persons with disabilities Council for Social Service Professions (SACSSP). Services to substance-dependent SERVICES RENDERED BY persons BADISA PUBLISHES IMPORTANT social work child and youth care Magdalena Home 34 programmes 5 centres (adoption) MANUAL ON CHILD PROTECTION Services to children and families The introduction of Badisa Adoption services: Child Protection Services: Magdalena Home Risk Assessment and Child and Youth Care Centres Management Manual was a highlight for the Early childhood development children persons regular organisation. FINANCES AND 172 347 and 417 745 were 1 722 supervision 06 ASSET MANAGEMENT families were reached with reached during 2020/21 by and consultation sessions The previous Child Care Act child protection services the organisation’s direct helped to ensure that the of 1983 offered limited options COMMUNICATION, MARKETING and indirect care and professional staff of Social to protect the rights of children. 07 AND FUNDRAISING protection services to Services were supported However, in 2010, when the children and families Children’s Act (No. 38 of 2005) was CONTACT US promulgated, it offered a range of ways to deal with the complex nature of SERVICE DELIVERY was supported by Badisa’s Management Programme which regularly reviews and updates the organisation’s policies in order to ensure compliance with legislation and the child protection within the South African context. Among requirements of the Department of Social Development others, it opened doors to interact with children, parents and their extended family members in a much more inclusive way. This required of designated social workers to broaden their views and frameworks of thinking when dealing with HOME situations where children might be in need of care. Badisa Caledon: Since 2010, the child protection field has made many 01 INTRODUCTION advances. Various test cases were presented in children’s It is about courts, orders were made, procedures were established, and responsible 02 THE IMPACT OF THE COVID-19 norms and standards were formalised. stewardship PANDEMIC ON BADISA It is therefore imperative for an organisation like Badisa to formalise its child protection services according to a STRATEGIC MANAGEMENT I have been a member of Badisa Caledon’s 03 AND CORPORATE GOVERNANCE standardised service delivery model, referring to the Badisa governing body since 2004. I believe that Child Protection Model. The content of Badisa’s new manual 17 years is a reasonable time for reflection HUMAN RESOURCE will guide designated social workers through the complex 04 MANAGEMENT process which starts when a report has been received that on walking the path with Badisa Caledon a child might be in need of care and protection, and which – at times a straight road and at time SERVICE DELIVERY continues until the child reaches the age of 18 years, with struggling against the proverbial storms 05 statutory care services supporting the child in alternative threatening to sap one’s last bit of energy, care or with the parents. This process includes the following: especially on an emotional level. Statistics of service delivery • The mandatory assessment of the risk, and the Badisa Caledon’s programme includes a social Services to older persons management of the intervention work office, Sonskyn Kleuterskool (ECD) and the Tafelronde Herberg (assistance to older homeless Services persons with disabilities • The selection of an appropriate intervention from the persons who are able to take care of themselves). options made available by the sections in the Children’s Services are provided to the communities of Caledon Services to substance-dependent Act persons and Myddleton, as well as to a number of farms. • Statutory intervention, which is used where parental Services to children and families capacity is so limited that the child might be in need of Badisa Caledon is, apart from the Department of Social Development, the only institution providing care and protection Adoption services: professional social services in our town. At times, • Complex court processes. Magdalena Home this puts immense pressure on the service providers Badisa’s model of child protection is standardised and to ensure the continuity of this service. Over the Child and Youth Care Centres mandatory for all designated social workers in the years, Badisa Caledon has considered closing its organisation. The guideline also contains the norms and doors three times (the last time was four years ago), Early childhood development standards, and standard operating procedures as set out especially the social service division. However, by the Department of Social Development. In addition, the with help and Grace from Above, the programme is FINANCES AND 06 ASSET MANAGEMENT guideline provides a summary of the relevant sections in the still functioning. The office is located in the heart of Children’s Act pertaining to service intervention. the community, and everyone is well aware of the COMMUNICATION, MARKETING positive impact that Badisa is making in the area. 07 Regulations may change from time to time. Hence, it is AND FUNDRAISING Badisa Caledon is functioning as an integral part the designated social workers’ responsibility to acquaint of the Uniting Reformed Church (URC) and the two themselves with the newest mandatory regulations of the CONTACT US Dutch Reformed churches in the town. Good support Department of Social Development, any changes brought is provided to both sides, and sound relationships about by amendments to the Children’s Act, and any other form the proverbial cherry on top. The churches are legislation impacting children. also well represented on the local governing body. We are proud of the managers of Badisa’s Social Services who compiled the manual under the guidance of Reneé Pretorius. Isiqalo Day Programme: This is where HOME During the Covid-19 pandemic, especially in crises are converted into solutions 2020, Badisa Caledon had to temporarily refocus 01 INTRODUCTION on practical humanitarian assistance such as The Isiqalo Day Programme was introduced in the provision of food and clothing on a bigger 2014 by Magdalena Home based on the need scale. Based on the good relationships built with identified to support girls and women who are 02 THE IMPACT OF THE COVID-19 various role players in the community over the PANDEMIC ON BADISA years – among others with the churches and local experiencing a crisis pregnancy and who have government – Badisa Caledon could take on this opted to keep their babies. This programme aims 03 STRATEGIC MANAGEMENT role on behalf of the local government. When the to make these women aware that adoption is not AND CORPORATE GOVERNANCE local government was looking for an organisation their only option. Over the past year, a total of 61 vulnerable pregnant girls and women benefitted HUMAN RESOURCE that could deliver this service efficiently and with 04 MANAGEMENT responsible stewardship they looked no further from the Isiqalo Day Programme. than Badisa. The reason Badisa Caledon could The vision and foundation of the programme is based on the respond so efficiently to the challenges of Covid-19 05 SERVICE DELIVERY philosophy of the “First Thousand Days”. The programme is years of experience in course-correcting when uses early intervention to prevent the babies / children the wind changes its direction. Statistics of service delivery from ending up in the statutory system. The programme As a Governing Board member I am proud to be emphasises the following: Services to older persons associated with Badisa Caledon. In particular, I • The promotion of healthy pregnancy, with the birth of a am proud of the positive impact of the programme Services persons with disabilities on the community. Badisa Caledon helps to fill an healthy baby with optimal potential as outcome • Maternity care / preparation; baby care and baby first- Services to substance-dependent enormous void with much-needed services. Long persons live, Badisa, long live! aid in collaboration with Clicks, our health partner REV GEROME HAUPT • The promotion of responsible parenthood Services to children and families GOVERNING BOARD • The empowerment of vulnerable pregnant girls and Adoption services: MEMBER OF BADISA women through the development of life skills and training Magdalena Home CALEDON • The protection of vulnerable women and children against violent crimes, especially gender-based violence Child and Youth Care Centres • Awareness and prevention programmes aimed at the Early childhood development prevention of unplanned pregnancies and HIV (Clicks) FINANCES AND • Counselling for individuals, groups and families 06 ASSET MANAGEMENT • The provision of emergency relief in the form of baby clothes, products and food parcels during the Covid-19 07 COMMUNICATION, MARKETING pandemic. AND FUNDRAISING Magdalena Home would like to pay tribute to our CONTACT US programme presenters who believe in our vision – “Through love we help to heal” – and who through their commitment are joining us in making a difference and changing lives. A special word of thanks to everyone involved in putting together the creative guide used to offer the programme online during lockdown level 5. This is how our members commented Arbeidsbediening and Badisa partnership on the programme: vouch: It’s better together! HOME “I’ve learnt a lot from Magdalena Home, also how to protect my Carin Brink, manager of Arbeidsbediening Cape Region, and 01 INTRODUCTION children.” Reneé Pretorius, manager of Badisa Tygerberg, have been “I’ve lost my mother when I was 11 taking hands from Badisa’s Tygerberg office since last year to 02 THE IMPACT OF THE COVID-19 years old, and God has directed me equip foster children with the BrightStar programme. (Read PANDEMIC ON BADISA towards Magdalena Home to learn more about BrightStar at http://bit.ly/2VyItj7.) how to be a good mother.” STRATEGIC MANAGEMENT Carin explained: “Word and deed, or deed and word are inextricably 03 AND CORPORATE GOVERNANCE “I thank the Lord for the door that He linked. It does not matter which one comes first. This is the point: Our opened for me in a difficult time. I now view of faith cannot be directed inward. Badisa runs various projects, 04 HUMAN RESOURCE know how to treat others and take and so does Arbeidsbediening. The church does not always talk about MANAGEMENT care of my baby.” this and does not always want to broadcast everything it does. That is why I believe people on the receiving end of these projects should come “Magdalena Home taught me to be the 05 SERVICE DELIVERY up and give evidence. The church in its various ministries does not best mother to my three kids.” necessarily have to be visible but it has to be available.” Statistics of service delivery “Magdalena Home’s people filled an But how can we strengthen each other’s arms in the church? Carin enormous void in my life. I’ve learnt Services to older persons explains: “If we as a joint and dynamic ministry are prepared to ask a lot about God from this programme challenging questions, to listen and to address these issues, we can make and I’ve grown spiritually.” Services persons with disabilities an even bigger impact! The gospel is holistic – ranging from handing “I’ve also learnt to work through my out food parcels and facilitating conciliatory discussions to supporting Services to substance-dependent problems one step at a time, and to leaders and promoting unity. The church helps to turn this into a reality persons accept my pregnancy even though I through its various ministries. May we never work in silos. Let us rather am young. I can now be excited about take hands and build collaborative networks and partnerships.” In Services to children and families my baby and be a good mother thanks September, Arbeidsbediening, in collaboration with Badisa, presented Adoption services: to everything I’ve learnt at Magdalena its popular life skills programme BrightStar to 25 foster children. Magdalena Home Home.” Reneé Pretorius, manager of Badisa’s Social Service Programme, says: Child and Youth Care Centres “The programme changed my LIFE!” “The association with Arbeidsbediening holds significant value for Badisa Tygerberg. We want to make a difference in the lives of children Early childhood development and youth, especially in Ravensmead and Uitsig, but we cannot do this on our own. These areas have limited resources and limited leadership FINANCES AND 06 ASSET MANAGEMENT FOSTER CARE SUPERVISION who can make constructive and positive inputs in the lives of young SERVICES people. Badisa Tygerberg wants to give an opportunity to as many children as possible to make a difference in their own lives through the 07 COMMUNICATION, MARKETING skills development programme BrightStar. AND FUNDRAISING

“The enthusiasm with which the children have attended the programme CONTACT US so far shows that young people are hungry for opportunities to grow. children received foster 5 537 care supervision services There are so many negative elements waiting to snatch up and destroy our precious youth. If you care about our youth, start buying parents received family 2 287 uniting services into the BrightStar programme as soon as possible. We hope that this association between Arbeidsbediening and Badisa will also inspire others to become involved with the people of Ravensmead and Uitsig.” HOME A message from a child in foster care 01 INTRODUCTION

“My name is Megan.* I was born 02 THE IMPACT OF THE COVID-19 and bred in Paarl. I was placed PANDEMIC ON BADISA in foster care at the age of six years along with my two younger STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE brothers. Being a foster child had its difficulties. 04 HUMAN RESOURCE Sense of belonging is always MANAGEMENT questioned. Although there were many challenges I overcame these 05 SERVICE DELIVERY with grace. My social worker helped me get through difficult mental issues Statistics of service delivery and depression. As an adolescent I needed to feel heard and she did that. Services to older persons I am very thankful for her support. Services persons with disabilities My message to other kids in the system Services to substance-dependent is this: You won’t be there forever. persons You are worth more than the people who chose not to keep you. Your story Services to children and families might have started less than great, but that is not the end of your story. In Adoption services: fact, this is only the beginning. Please Magdalena Home work hard at school. Try your best and Child and Youth Care Centres persevere through the struggles. Find one adult who believes in you and Early childhood development stick with them. Their positive energy will motivate you to develop your FINANCES AND 06 ASSET MANAGEMENT potential. I studied Education at CPUT in 07 COMMUNICATION, MARKETING Wellington and graduated in 2020. AND FUNDRAISING I surrounded myself with people who will be of great help to me – CONTACT US academically, spiritually, mentally and emotionally.”

*Not her real name ADOPTION SERVICES: MAGDALENA HOME HOME

During the reporting period, 20 new adoptive parents were screened, and three babies were put up for 01 INTRODUCTION adoption. Services related to non-disclosed adoption were rendered to 131 adoptive parents, biological parents and adopted children. A total of 114 screenings for non-disclosed adoption were also completed. 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE Adoption: To become a mother for the first time at age 45 04 HUMAN RESOURCE My name is Thersia* and I thank God as well as Adopting Grace feels natural and right for me for a MANAGEMENT Magdalena Home for this opportunity to share my number of reasons: story of Grace and hope in how I became a parent • I’ve accepted that God knows what is best for me 05 SERVICE DELIVERY through the process of adoption even though I am according to Jeremiah 29 vs. 11. It is not about my single. In Psalm 68 vs 6, God reminds us that He own plans or other people’s perception of what is Statistics of service delivery settles the lonely in families. A family by His design. best for my life. Services to older persons I was married previously, but the marriage produced no • My life was ready for Grace. For five years God children. As I was healing from my 2013 divorce, I started showed me the various aspects of my life that Services persons with disabilities researching the possibility of adopting as a single person. needed cleaning up and sorting out in preparation I had always felt that I was destined to be a parent as for Grace. Once I had completed that process, with Services to substance-dependent I am quite active in local communities with young kids the Holy Spirit’s guidance, Grace came along. persons and youth. In 2017, I went to Magdalena Home to enquire • While I waited prayerfully, I openly spoke about my Services to children and families about adopting. By then the laws in South Africa had intention to adopt. Hence, my family and friends changed, allowing single persons the opportunity to were waiting with me for that call. As a result, my Adoption services: adopt. Counselling as well as pre-adoption programmes daughter is unconditionally loved not only by myself Magdalena Home at Magdalena Home assisted me to prepare my mind but also by my family and friends. and heart for the option of adoption. After completing the Child and Youth Care Centres We recently celebrated her first birthday, and the screening process, I was placed on a waiting list. outpouring of love and support was and remains Early childhood development Fast forward: On 10 December 2020 at 11.26 I got the genuinely humbling. Grace is thriving and is a happy call I had been expecting for five years. It was my social and healthy little girl who is currently teething FINANCES AND worker from Magdalena Home who told me that she and giving mommy many sleepless nights, but I’m 06 ASSET MANAGEMENT had a package for me. We then arranged to meet that treasuring every moment. afternoon at the agency since I was still at work. When COMMUNICATION, MARKETING I never thought that I would be a single 45-year-old 07 I arrived at the agency that afternoon, I was welcomed AND FUNDRAISING woman when becoming a mother for the first time. God, by the staff and formally informed that I had been however, had other plans because He destined and matched with a little girl. Even now, I struggle to find favoured me to be the mother of Grace. I believe that CONTACT US the words to adequately express the ocean of emotions God has a plan and purpose for her life, and sharing that I felt in that moment and still feel today. Two days her story with you is all the confirmation that I need. I after that call, on 12 December at noon, my daughter believe that what God has done for me, He can also do Grace was placed in my arms. It was a life-changing for others. experience. Nothing prepared me for the heart- bursting love that I feel for my daughter. *Not her real name However, the children in our care felt safe and supported, and had access to therapeutic support and medical care. HOME CHILD AND YOUTH They could continue their education with the assistance of dedicated child and youth care workers and volunteers. CARE CENTRES 01 INTRODUCTION During the lockdown periods in particular, the children were worried about family members. This pointed to the 02 THE IMPACT OF THE COVID-19 ESSENTIAL CARE KEEPS CHILDREN SAFE need for creative problem solving. Child and Youth Care PANDEMIC ON BADISA Centres need to ensure that children have continued contact with their families and loved ones. In this context, digital STRATEGIC MANAGEMENT Badisa’s child and youth care technologies may offer new solutions, using a free-at-the- 03 AND CORPORATE GOVERNANCE centres are registered for children received point-of-use service for families to stay in touch with the 616 services during centre and children. 04 HUMAN RESOURCE 641 children the past financial year MANAGEMENT CHILD AND YOUTH CARE CENTRES: THE REAL HEROES DURING COVID-19 05 SERVICE DELIVERY When Covid-19 struck in March 2020, all arrangements applications for placements or new admissions were received Statistics of service delivery 589 by the centres but it was only possible to admit 59 new children for the March holiday placements had been finalised. The with a final court order. children were all packed and ready to go home. Leave plans Services to older persons for Child and Youth Care Centres were finalised and the holiday programme was set. Services persons with disabilities On Monday, 16 March 2020, the children were sent home children were children Services to substance-dependent 10 reunited with 16 were placed from school and were requested to stay home. Covid-19 persons their parents in alternative care struck South Africa and the numbers of infected people were growing drastically. All holiday plans were cancelled. The Services to children and families children cried because they were upset. However, the child and youth care workers remained calm and did their best to Adoption services: Magdalena Home keep everyone comfortable. children were absolved from Child and Youth Care Centres 32 the regulations of the Children’s Act The child and youth care workers cancelled their plans, and left their own families and loved ones behind to care for Early childhood development our children every day. They were prepared to stay with the children who fell sick and tested positive for Covid-19. At the start of the coronavirus outbreak in 2020, Badisa’s FINANCES AND They started teaching subjects without any training in those 06 ASSET MANAGEMENT child and youth care centres had taken the decision to keep subjects, and they all went the extra mile for the children. all children in care for the duration of the lockdown period COMMUNICATION, MARKETING as a way to ensure their safety from violence and Covid-19 These special women started working 15-hour shifts and never 07 AND FUNDRAISING infections, as well as to ensure their well-being in terms of complained. They kept the children motivated and positive, access to food and other resources. For the children in care, and gave them hope when they lost theirs. They used their CONTACT US this meant an indefinite period of no family visits. For many phones and data to put the children in contact with their children this lack of family contact was a significant stressor. families. They are the ones who kissed all those broken hearts The children expressed their concern for their families, asking better when no-one else was prepared to give hugs. whether they were safe, healthy and had enough food. Some children also expressed concern for lost opportunities and These child and youth care workers are were worried about finishing their grades and school career. the real heroes, and we salute them! HOME Durbanville Durbanville Children’s Home: Children’s Home: A story from one of our staff members 01 INTRODUCTION Doing well despite the On a cloudy morning, just after 07:00, excited children’s 02 THE IMPACT OF THE COVID-19 disruption PANDEMIC ON BADISA voices were clearly heard: “It is time to go for a run! Everyone is welcome – from young to old!” Everyone STRATEGIC MANAGEMENT Our biggest challenge was the wanted to go jogging together because the opportunity to 03 AND CORPORATE GOVERNANCE Covid pandemic indeed. go camping and then jog along the beach does not come Our children could not visit their along every day. HUMAN RESOURCE 04 MANAGEMENT families, and they spent most of Some of the children were dressed in skirts or jeans for the jogging. the year on the terrain where they Some had sandals on. But nothing would stop the kids from jogging 05 SERVICE DELIVERY also received home schooling. – not their clothes nor their lack of proper shoes. For our sports-minded children the restrictions on rugby, netball One of the little girls, Riana,* decided to run barefoot. The cement Statistics of service delivery and other sports were a huge pavement was full of pebbles, sticks and shells, and although she challenge. Going to school on and held out for a long time, her feet were hurting a lot. Along the way, Services to older persons off had a huge impact on our she saw an uncle and aunt who picked up shells. She decided to Services persons with disabilities children’s mood. Seeing them with rest her feet and rather join them. their masks, busy sanitising their She and the auntie talked, laughed and collected the most Services to substance-dependent little hands while they were not beautiful shells. persons allowed to give or ask for hugs made this a particularly sad year. Shortly thereafter, the child care worker called: “Time to go back Services to children and families to camp!” Just before Riana turned around, the aunt gave her a Looking back at the year that present: a beautiful pair of socks with grey and purple stripes. The Adoption services: Magdalena Home was, we get our inspiration from aunt realised the little girl’s feet were hurt and that the socks might the perseverance of our children help. Riana immediately put on the socks, thanked the aunt and Child and Youth Care Centres who despite the disruption still ran back to the campsite. performed well at school. They Early childhood development remained positive even though The next day Riana again presented her very special gift and they did not know when they would proudly told everyone how she got the socks. 06 FINANCES AND be able to contact their families I realised that people have an inborn need to be good to others ASSET MANAGEMENT again. This is proof of the children’s and that anyone can make a positive contribution in a child’s life – resilience. As part of essential COMMUNICATION, MARKETING whether through something as simple as picking up shells, or giving 07 AND FUNDRAISING services all staff members had to them a pair of socks. Small acts of kindness make a big difference report for work every day. in a child’s life! CONTACT US We salute the child and youth *Not her real name care workers who stayed in during the lockdown, leaving their own families behind. HOME

01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

HUMAN RESOURCE 04 MANAGEMENT

05 SERVICE DELIVERY

Statistics of service delivery Services to older persons Services persons with disabilities Services to substance-dependent persons Services to children and families EARLY Adoption services: CHILDHOOD Magdalena Home Child and Youth Care Centres DEVELOPMENT Early childhood development

FINANCES AND 06 ASSET MANAGEMENT “Early childhood COMMUNICATION, MARKETING development is the most 07 AND FUNDRAISING powerful investment in human capital that a CONTACT US country can make.” JAMES HECKMAN Nobel Prize Winner for Economic Sciences (2000) LITTLE SEEDS governing bodies to comply with legal norms and standards and to cope financially. During this time, subsidies were used to HOME The South African government’s investment in early childhood provide children in communities with food. development (ECD) to make the country’s human capital grow corresponds with the joint belief of Diaconia and Badisa that, in 01 INTRODUCTION the long term, ECD is the most efficient systemic intervention in the eradication of poverty and inequality. High priority is given 02 THE IMPACT OF THE COVID-19 to collaboration and integrated service delivery between the PANDEMIC ON BADISA state, church, Badisa and community leaders in the best interest Thanks of at-risk communities. Little Seeds is a model for this type STRATEGIC MANAGEMENT of coordinated service delivery. Little Seeds’ structure is built to a donation of 03 AND CORPORATE GOVERNANCE on the vision that children are our future and that each child R1 million Little Seeds, has the right to quality pre-school development opportunities HUMAN RESOURCE in collaboration with 04 MANAGEMENT allowing them to grow and flourish. Badisa’s programmes, Little Seeds has formally been established as an ECD initiative congregations and volunteers 05 SERVICE DELIVERY within Badisa. Little Seeds is jointly managed by Badisa and Diaconia, which enhances the programme’s chances of success managed to alleviate the as ECD as is presented as a joint offer (instead of separate need of 7 473 children by Statistics of service delivery programmes) by the church (Diaconia) and Badisa. This decision providing food in the form of Services to older persons contributed to the formalisation of the following processes: food parcels, vouchers and Services persons with disabilities • The development of a micro and macro organisational cooked meals. structure Services to substance-dependent • The clarification of role responsibilities and accountability persons • The development of an overarching operational plan based Services to children and families on our strategy • The development of a marketing and communication strategy Adoption services: Magdalena Home • A focused process of change management and the establishment of a unique Little Seeds culture. Child and Youth Care Centres Little Seeds’ day-to-day operational management is aimed Early childhood development at goal setting, compliance, monitoring, mentorship, accompaniment and skills development. These critical processes FINANCES AND help to establish Little Seeds as a role player in early childhood 06 ASSET MANAGEMENT development. At the same time, Little Seeds utilises Badisa’s well- established management practices, processes and unique access 07 COMMUNICATION, MARKETING of congregations to communities to the benefit of the children. AND FUNDRAISING Although Covid-19 negatively impacted ‘traditional’ service Thanks to financial support from donors, Little Seeds’ reading CONTACT US delivery, such as programmes for early childhood development, groups were equipped with reading buckets filled with tools Little Seeds’ programmes are all showing sign of good recovery and books, especially in areas where libraries are not within after almost six months of waiting to reopen safely and well reach or inaccessible. The reading club coordinator in De prepared. The contribution of staff to be creative and flexible, Doorns set up a temporary library in the local DR church, and the special expertise within Badisa, and the inputs of the also made jewellery, showing that lockdowns cannot hamper management team enabled the programmes, projects and passion and creativity. The commitment of day mothers, Badisa staff and volunteers Little Seeds’ service offering includes the following: to the day mother project during the lockdowns shone HOME through in the coordinated and safe way in which food parcels TYPE OF SERVICE 2020/21 and educational material were distributed during this time. Day care centres 1 134 01 INTRODUCTION SmartStart coaches offered remote support to SmartStarters (practitioners) and played a coordinating role in the provision Aftercare centres 252 of information and distribution of PPE, grants and home 02 THE IMPACT OF THE COVID-19 Badisa day-mother project 359 PANDEMIC ON BADISA learning materials. The lockdowns were optimally used to actively strengthen their network, models and relationships. SmartStart 1 002 03 STRATEGIC MANAGEMENT Diaconia, in collaboration with Little Seeds, has put together Reading groups 687 AND CORPORATE GOVERNANCE a congregational project team focused on developing training material to equip congregations to become involved TOTAL 3 434 HUMAN RESOURCE 04 MANAGEMENT in early childhood development. Click on the link Littleseeds Thembalethu to see the inspirational contribution of project children and family members were reached 05 SERVICE DELIVERY team member Rev. Bonganjalo Mbenenge in Themalethu. 7 473 through food parcels The areas in which we currently provide services Statistics of service delivery Services to older persons LITTLE 21 communities and 11 DR/UR congregations: SEEDS Grabouw, Bellville, Sutherland, Elsies River, Services persons with disabilities READING Fisantekraal, Oudtshoorn, Klapmuts, De Doorns, The Uit en Tuis Day Care Centre GROUPS Citrusdal, Ceres (Op die Berg), Rawsonville, makes a plan Services to substance-dependent Atlantis, Delft, Herold, Leeu-Gamka, Ceres and persons Koringberg During the lockdowns we had to think creatively to provide Services to children and families services. SMART- Kakamas, Citrusdal, Paarl, Wellington, Rawsonville, • Information-sharing evening for parents: An information Adoption services: START De Doorns, Touws River, Laingsburg, Oudtshoorn, Magdalena Home Mosselbay, Riversdal, Heidelberg, Kuils River, video was made for each class where the teacher explained Strand and Tygerberg how everything in her class is working and what the Child and Youth Care Centres development aim of each activity is. These short videos were sent individually to parents via WhatsApp. The Early childhood development BADISA Beaufort West, Bellville, Caledon, Ceres, Colesberg, DAY CARE Eendekuil, George, Hartenbos, Koue Bokkeveld, parents could use this information to continue with home CENTRES Malmesbury, Riviersonderend, Saron, Still Bay, programmes. As parents showed these videos to friends, 06 FINANCES AND Porterville, Vasco and Wolesley family and neighbours, each information video became an ASSET MANAGEMENT advertisement for the services provided by Uit en Tuis. 07 COMMUNICATION, MARKETING BADISA George, Riviersonderend, Still Bay, Strand • Petting zoo during the farm animal programme: During AND FUNDRAISING AFTER-CARE and Vasco the lockdowns, many parents did not feel comfortable CENTRES taking their children on farm outings. That is why we CONTACT US brought the farm animals to us. The children were allowed to pick up and stroke the animals in a controlled DAY-MOTHER Beaufort West, Porterville, Wolseley, PROGRAMME Piketberg, Leeuwenkuil, Tygerberg, Kuils River, environment (with adherence to Covid-19 protocols). Riviersonderend, Clanwilliam, Bellville South, The parents loved the pictures! A video of the petting Elsies River and Strand. zoo was published on our Facebook page – another advertisement for us and more enrolments. HOME Badisa Tygerberg’s day-mother project: Welcome at the Teletubbies Day Care Centre 01 INTRODUCTION

Walking in with biscuits for the children, I came out and saw the need, and now also helps with 02 THE IMPACT OF THE COVID-19 was greeted with a choir of voices – “Morning, food parcels. UNISA promised to give a building. The PANDEMIC ON BADISA children need toys and clothes. Leonie made track suits morning, morning!” I was struck by the STRATEGIC MANAGEMENT discipline and structure. Children who do not for each child, sporting their names. 03 AND CORPORATE GOVERNANCE get adequate care at home come here to get The day care centre also takes the children to after- washed and fed. They said thank you for the care when they are finished with school in the 04 HUMAN RESOURCE cake, which they could only get after their afternoons, and they see to it that the children do their MANAGEMENT afternoon nap. homework. The children go home late afternoon, but Children from Uitsig are exposed to drugs and gang many return in the evening and even on weekends. 05 SERVICE DELIVERY violence on a daily basis. The parents are working and “If a child gets sick, we take them to the clinic. The there is nobody to take care of them. However, one children did not ask to be here. When they come in from Statistics of service delivery resident decided to bring some light into the darkness, the street, I clean them up, brush their hair and give Services to older persons without any compensation. From a very young age, the them some tea. The need is enormous, and all children children now learn that there is somebody that cares, cannot be put in safe care. Very few parents are Services persons with disabilities cares enough, so that, one day, they will also be able to willing to take on this responsibility. With the Boksies care. vir Buksies project, all you need to do is to take in six Services to substance-dependent persons Leonie Geldenhuys is 52, and she was the first children for four hours a day. Badisa Tygerberg will person willing to take on this important task. She first help you.” Services to children and families registered at a safety parent and also started to help ESMÉ BRINK with sales at Badisa’s clothes room. She said, “It really Adoption services: hurts me to see a child that is dirty and hungry”. Magdalena Home The day care centre takes care of 28 children between Child and Youth Care Centres the ages of two years and school-going age. The children pray and they read from the Bible. The Early childhood development children also learn to write and read, to paint, and to FINANCES AND cut with scissors. “We have concerts, and thanks to 06 ASSET MANAGEMENT Badisa’s Boksies vir Buksies (Boxes for Little Ones) that provide the materials, the children can learn to count COMMUNICATION, MARKETING and they can acquire motor skills,” Leonie explained. 07 AND FUNDRAISING Some of the parents pay R40 per week; other children are taken in free of charge. This meagre ‘budget’ CONTACT US provides them with food, teaching and, at times, something extra, like today’s food parcels donated by Foschini to ensure they have balanced meals. Badisa De Doorns: Give of yourself and Michelle Dolph: “From Russia reap the rewards! with love” HOME

De Doorns is a small village with lots of potential in the 01 INTRODUCTION Hex River Valley. Here in De Doorns we have 21 reading Michelle Dolph talks about a whole new world groups with 23 story tellers who are involved on a that opened up for her when she started 02 THE IMPACT OF THE COVID-19 voluntary basis. Every week, they read to the children in practising as a Smart­Starter. She was one PANDEMIC ON BADISA the reading groups, and keep them busy with all kinds of the first persons to receive training in November 2015, after which she opened her of activities. Each reading group is monitored, as well 03 STRATEGIC MANAGEMENT as their progress. The story tellers receive training from own play school as day-mother in Worcester. AND CORPORATE GOVERNANCE Little Seeds and are equipped with skills to take care of “It was quite tough in the beginning. I did not know various aspects of the children’s development, such as HUMAN RESOURCE whether it would be successful because I’ve only 04 MANAGEMENT language development, and writing and telling stories. done shop work before,” Michelle said. They also look at the children’s social development, showing the children how to communicate with their Now she would not change a thing, and she has 05 SERVICE DELIVERY friends and to portray their emotions. lots of stories to tell about how opening up her own business, Dolphin’s Playgroup, has changed her Statistics of service delivery In 2021, we started with the awareness campaign and her family’s lives. She has grown as a person called # I commit 2021 to reading to a child for 1 year. The because of the self-confidence she has gained and Services to older persons project is making good progress, and feedback from the the success she has experienced. What’s more, parents is positive. Based on my previous experience Services persons with disabilities she got the opportunity so see new places and with a reading programme, I have developed a system to motivate the story tellers. We offer monthly activities experience new things as a result of her work as Services to substance-dependent persons to story tellers and children where they earn points. The SmartStarter. She talked about her exciting visits to Johannesburg and Pretoria during the annual winners are those with the highest score, and they receive Services to children and families a quarterly prize. The system works well. Various events SmartStart Unite’s prize-giving events. She and keep the reading groups going – such as school holiday two other SmartStarters from Worcester recently Adoption services: programmes. Our motto is teamwork, and everyone joins received a visit from a group of Russian students Magdalena Home in. During the Covid pandemic we started a library in the who wanted to find out more about the innovative Child and Youth Care Centres church. ways in which South Africa is handling the challenges of early childhood development. The female story tellers also launched a project where Early childhood development they involve women and girls from the community to “They were really impressed by our programme, saying it was one of the best they had ever seen!” FINANCES AND make jewellery, and they teach the girls to knit. Pieces of 06 ASSET MANAGEMENT jewellery were handed out in the church on Mother’s Day. Michelle says she likes to encourage other women and We all have challenges, such as Covid-19. But our main young people in her community to be strong, make the 07 COMMUNICATION, MARKETING focus is the development of our children. When schools most of opportunities, and start their own businesses AND FUNDRAISING are closed, our reading groups become a haven for as day-mothers or play groups. Her philosophy in life children. Everywhere we read, change happens. Children is not to wait and see what others can do for you, but CONTACT US and adults want to join and become part of the reading to see what you can do for yourself. groups. Reading to children is rewarding. It opens up a Even though the visit from the Russian students did whole new world. You want to give more and more. not last long, she has something that will always MICHELLE GOLIATH remind her of this special event: Matryoshka De Doorns dolls and Russian chocolate. Meet a SmartStarter dad HOME from Wellington 01 INTRODUCTION Brian* is the proud father of four-year- old Lucas* who has been attending 02 THE IMPACT OF THE COVID-19 Suzette Lewis’s SmartStart play school PANDEMIC ON BADISA in Wellington for a while. STRATEGIC MANAGEMENT The dad enthusiastically tells how Lucas comes 03 AND CORPORATE GOVERNANCE home from school every day with all kinds of stories about what happened at school. 04 HUMAN RESOURCE Initially, Brian did not believe everything the MANAGEMENT child told him because he suspected the stories were a combination of the child’s overactive 05 SERVICE DELIVERY imagination and tell tall stories. One day, when Brian decided to go to school with Lucas, he Statistics of service delivery saw with his own eyes what Lucas was talking about. Suzette sings and jumps around with Services to older persons the kids. She sits down on the floor with them when she reads stories and dances with them Services persons with disabilities when she teaches them how to dance. What struck him was that Suzette did not seem to Services to substance-dependent persons take herself seriously. Instead, it looked like she was playing like a kid herself. Services to children and families Brian said that when he saw Lucas playing in Adoption services: such a care-free way, he realised that the child Magdalena Home was getting an advantage that not many South African children have. He said that since Lucas Child and Youth Care Centres has joined the SmartStart programme he has become spontaneous and adventurous, and his Early childhood development self-confidence has grown. 06 FINANCES AND During the lockdowns, Brian was worried that ASSET MANAGEMENT Lucas would fall behind as his opportunity to learn had been curtailed. However, the COMMUNICATION, MARKETING 07 AND FUNDRAISING opposite happened. Every week, Lucas’s teacher sent the parents a set of home learning activities via WhatsApp. This enabled the CONTACT US parents to work through the content together with their children. In this way, home learning continued and a closer bond was formed between the parents and their children. *Not their real names 06 FINANCES AND ASSET MANAGEMENT Badisa has pleasure in presenting our financial report. It is once again a report that speaks of an abundance of HOME grace, which is enabling the organisation to make a difference in the lives of thousands of South Africans in need. This need has been significantly more pronounced during the uncertainties of the Covid-19 pandemic. 01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 INCOME PANDEMIC ON BADISA STRATEGIC MANAGEMENT 2% 1% 1% 03 STATEMENT 3% AND CORPORATE GOVERNANCE 04 HUMAN RESOURCE Covid-19’s necessary and unavoidable MANAGEMENT restrictions have put pressure on various core sources of income for the 14% 05 SERVICE DELIVERY organisation. Therefore, only a slight increase of 1.1% in total operating 06 FINANCES AND revenue was achieved. ASSET MANAGEMENT Income statement Balance sheet

Sources of operational income Badisa income statement 49% Badisa balance sheet Boarding fees and rent Subsidies Goeie Hoop Housing Company Donations, bequests and fundraising 07 COMMUNICATION, MARKETING Special programme income AND FUNDRAISING Investment income CONTACT US Recoupment: Products and services Contributions DRS and URS 30% Other income

Boarding fees and rent are the largest sources of Badisa’s ability to deliver sustainable services to our income, representing 49% of total income. Badisa’s clients is highly dependent on the support of our donors. strong partnership with the state generated a further A sincere word of thanks to everyone who contributed R177.8 million in subsidy revenue, representing 30% of to the R82.7 million of income from donations and total revenue. fundraising activities. The pressure on core sources of income HOME during the Covid-19 pandemic, coupled 1% 1% with rising inflation in essential operating 3% 6% expenses such as salaries, municipal 01 INTRODUCTION services and household expenses, once again called for the meticulous 02 THE IMPACT OF THE COVID-19 management of operating expenses. 11% PANDEMIC ON BADISA STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

HUMAN RESOURCE 04 MANAGEMENT

Operational expenditure 2021 05 SERVICE DELIVERY

Salaries 63% FINANCES AND Household expenditure 06 ASSET MANAGEMENT Land and buildings Income statement Office and administation costs Balance sheet Programme expenditure Transport costs Badisa income statement Depreciation Badisa balance sheet 15% Goeie Hoop Housing Company

COMMUNICATION, MARKETING 07 AND FUNDRAISING

CONTACT US Several programmes were required to cut operating Badisa is grateful to report an operating expenses without restricting the delivery of essential services to clients in need. Programmes that failed to surplus of R12.2 million (2020: R21.9), despite reduce operating expenses accordingly had to use the challenging circumstances of 2021. reserve funds to fund cash shortages. Badisa was able to limit the increase in operating expenses After capital expenditures of R2.8 million to 2.8%, and could therefore partially compensate for the (2020: R8.1), allocations of R5.3 million to only 1.1% increase in operating income. external programmes and an unrealised As is characteristic of our industry, salaries and other R31.8 million upward movement in market staff expenditure comprise most of the operating expenses. Our staff is key in the successful delivery of values of investments, reserves have been services to clients in need. strengthened by a net surplus of R35.9 million. BALANCE SHEET HOME

The 2021 financial year closed on 01 INTRODUCTION 31 March 2021 with capital and reserves to 2% the value of R403 million. These reserves 2% 1% 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA mostly consist of investments and cash. 5% STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

6% HUMAN RESOURCE 04 MANAGEMENT

05 SERVICE DELIVERY

Capital and reserves 06 FINANCES AND per service ASSET MANAGEMENT

Disability care Income statement Elderly care 48% Balance sheet Child and youth care centres Badisa income statement Social work Badisa balance sheet Substance dependency Early childhood development Goeie Hoop Housing Company Other COMMUNICATION, MARKETING 07 AND FUNDRAISING 36%

CONTACT US

Accumulating sufficient cash reserves to sustainably provide services during less favourable years and funding essential building maintenance work is critical for the survival of all Badisa programmes. Various Badisa programmes are also partly dependent on the investment income from these reserve funds to finance Also see the combined income statement and balance sheet their service delivery. on pages 76 and 77 for further details. 2021 2020 BADISA R R HOME INCOME INCOME Boarding fees and rent 297 618 568 290 540 401 01 INTRODUCTION Subsidies 177 840 135 172 517 209 STATEMENT 02 THE IMPACT OF THE COVID-19 Programme income 16 031 461 19 679 842 PANDEMIC ON BADISA FOR THE YEAR ENDED Donations, fundraising and bequests 82 708 038 77 647 176 31 MARCH 2021 STRATEGIC MANAGEMENT Grant : NLDTF 100 000 5 624 970 03 AND CORPORATE GOVERNANCE Recovery of costs and other income 6 201 728 8 084 837 Contributions form DRC and URC 3 618 016 3 520 016 HUMAN RESOURCE 04 MANAGEMENT Interest and dividends received 10 263 201 14 134 787 Other Income 3 395 858 1 543 278 05 SERVICE DELIVERY TERS Covid-19 Funding 2 186 331 - FINANCES AND OPERATING INCOME 599 963 336 593 292 516 06 ASSET MANAGEMENT

EXPENSES Income statement Salaries 372 866 989 360 577 770 Balance sheet Transport costs 4 658 318 6 431 098 Office expenses 20 259 698 19 736 611 Badisa income statement Land and Building costs 66 855 706 69 633 312 Badisa balance sheet Domenstic expenses 85 710 653 81 470 756 Goeie Hoop Housing Company Programme expenditure 16 217 811 13 643 904 Special services 15 564 237 13 864 193 COMMUNICATION, MARKETING 07 AND FUNDRAISING Depreciation 5 582 282 6 008 208

OPERATING EXPENDITURE 587 715 694 571 365 852 CONTACT US

OPERATING SURPLUS FOR THE YEAR 12 247 642 21 926 664 Capital expenditure -2 785 839 -8 064 386 Allocations to External Programmes -5 314 705 -5 074 810

NET SURPLUS - realised 4 147 098 8 787 468 Unrealised Increase/(Decrease) in 31 789 091 -14 772 054 market value of investments

NET SURPLUS/(DEFICIT) 35 936 189 -5 984 586 2021 2020 BADISA R R HOME

BALANCE ASSETS 01 INTRODUCTION

SHEET Non-current assets 401 926 037 374 140 625 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA ON 31 MARCH 2021 Fixed assets 61 526 289 61 675 651 Investments 332 371 300 303 675 654 STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE Loans receivable 8 028 448 8 789 320 HUMAN RESOURCE Current assets 54 199 758 46 824 773 04 MANAGEMENT

Accounts receivable 14 133 248 14 612 138 05 SERVICE DELIVERY Inventory 349 200 483 722 Bank balance 39 510 799 31 491 313 06 FINANCES AND Cash in hand 206 511 237 601 ASSET MANAGEMENT Income statement 456 125 795 420 965 399 Balance sheet EQUITY AND LIABILITIES Badisa income statement Capital and reserves 403 037 991 368 329 112 Badisa balance sheet Retained surplus 160 180 272 152 330 540 Goeie Hoop Housing Company Special reserves 240 972 701 215 061 618 COMMUNICATION, MARKETING Reserves under administration 1 885 013 936 954 07 AND FUNDRAISING

Non-current liabilities 52 450 90 768 CONTACT US Loans 52 450 90 768

Current liabilities 53 035 360 52 545 519

Accounts payable 53 035 360 52 545 519

456 125 795 420 965 399 GOEIE HOOP HOME

HOUSING COMPANY 01 INTRODUCTION

Goeie Hoop Housing Company (GHBM) is the 02 THE IMPACT OF THE COVID-19 owner of various buildings from where Badisa’s PANDEMIC ON BADISA programmes provide social work services. The STRATEGIC MANAGEMENT relationship between Badisa and GHBM is 03 AND CORPORATE GOVERNANCE formalised through rental agreements which stipulate mutual roles and responsibilities. HUMAN RESOURCE 04 MANAGEMENT

05 SERVICE DELIVERY THE COMPANY OWNS 52 PROPERTIES IN THE SYNODAL AREA FINANCES AND 06 ASSET MANAGEMENT

Homes Income statement for the 43 elderly Balance sheet Badisa income statement Aftercare Badisa balance sheet centres for Child and 2 disabled Goeie Hoop Housing Company youth care persons over 4 centres 18 years old COMMUNICATION, MARKETING 07 AND FUNDRAISING Badisa’s strategy for old- CONTACT US Service centres Social age care has now and housing project work 1 for the elderly/sickbay 2 offices become a catalyst for the development of innovative The devastating effect of the pandemic on, among possibilities. others, the sustainability of certain Badisa programmes, and the potential of an organisation such as GHBM to collaborate with us in order to meaningfully respond to the pandemic, are now creating new opportunities to revise the relationship between the two parties. 07 COMMUNICATION, MARKETING AND FUNDRAISING Badisa’s Communication Division took responsibility for COMMUNICATION the following, among others: HOME

Badisa decided to centralise the Communication within the organisation 01 INTRODUCTION management and control of the impact Badisa’s intranet (the private area on of the pandemic on the organisation’s Badisa’s website) was expanded to ease the 02 THE IMPACT OF THE COVID-19 operations. The dissemination of dissemination and access to information PANDEMIC ON BADISA regarding the organisation’s Covid-19 information, reporting, and support to policies and protocols. STRATEGIC MANAGEMENT programmes depended on timely, regular 03 AND CORPORATE GOVERNANCE and efficient communication. HUMAN RESOURCE Media policy 04 MANAGEMENT Badisa’s media policy was revised to regulate the organisation’s liaison with the 05 SERVICE DELIVERY media. Programmes were supported to handle media requests. FINANCES AND 06 ASSET MANAGEMENT Wellness programme COMMUNICATION, MARKETING Badisa created a wellness programme to 07 AND FUNDRAISING offer emotional and mental support to managers and staff during the pandemic. Communication The wellness programme was made available on Badisa’s intranet. Marketing and fundraising Badisa Champions Internal communication policy Recognition for Badisa’s internal communication policy was our nursing staff sent to the programmes for implementation to help facilitate efficient, timely and CONTACT US accurate internal communication within the organisation. The principles of an e-mail policy and guidance in terms of the protection of information were also outlined in the policy.

The Covid-19 pandemic has forced Badisa to upgrade its communication systems and to make better use of technology. MARKETING AND FUNDRAISING HOME

01 INTRODUCTION STATISTICS FOR 2020/2021 02 THE IMPACT OF THE COVID-19 DONATIONS, PANDEMIC ON BADISA GRANTS, TRUSTS, FUNDRAISING FOUNDATIONS AND EVENTS AND STRATEGIC MANAGEMENT COMPANIES BEQUESTS PROJECTS HOSTED TOTAL 03 AND CORPORATE GOVERNANCE

Homes for older persons R8 672 978 R148 555 R4 739 315 R13 560 848 HUMAN RESOURCE 04 MANAGEMENT

Service centres R1 744 040 R242 983 R446 477 R2 433 499 05 SERVICE DELIVERY

Social work offices R4 383 388 R67 000 R1 263 411 R5 713 799 FINANCES AND 06 ASSET MANAGEMENT Magdalena Home R152 813 R335 R114 880 R268 027 COMMUNICATION, MARKETING 07 AND FUNDRAISING Child and youth care centres R30 281 416 R1 244 300 R4 680 313 R36 206 028 Communication Substance dependence R186 927 R0 R30 958 R217 885 Marketing and fundraising

Sponsoring bodies R2 445 500 R853 016 R3 273 547 R6 572 063 Badisa Champions Recognition for Little Seeds early childhood development R920 002 R160 200 R579 509 R1 659 711 our nursing staff

Disability care R8 190 090 R1 551 627 R1 928 482 R11 670 199 CONTACT US

TOTAL R56 977 152 R4 268 015 R17 056 891 R78 302 059

Due to Covid-19 all To support the programmes, the Management fundraising events had Programme compiled a guide with creative ideas for virtual fundraising via online auctions, virtual events to be cancelled, which and online platforms. negatively impacted the income of old-age The programmes also received training and support to homes in particular. market their operations on social media. INTERNATIONAL FUNDING HOME Badisa registered with two international bodies to be considered for funding from the United Kingdom and the USA. The two How can I keep bodies are the UK Fund for Charities and the American Friends from giving? 01 INTRODUCTION Funds (King Baudouin Foundation United States). Policies and guidelines were compiled to coordinate the organisation’s effort by Robert Franklin Skillings 02 THE IMPACT OF THE COVID-19 to source funding from international markets. These registrations PANDEMIC ON BADISA enable donors in the UK and USA to donate money to Badisa’s Over against the treasury programmes, while they qualify for tax deductions in their own Emmanuel was sitting; 03 STRATEGIC MANAGEMENT countries. The Management Programme has therefore taken on the The rich cast in of their great wealth AND CORPORATE GOVERNANCE responsibility to create an enabling environment for international What seemed to them befitting. funding applications for the programmes, and to coordinate the HUMAN RESOURCE A widow came and gave two mites, 04 official funding applications within the organisation. MANAGEMENT Which then was all her living; She did the most of all the host— 05 SERVICE DELIVERY OUR SINCERE GRATITUDE How can I keep from giving? The Badisa programmes received a How blest the man who knows Thy word, FINANCES AND consolidated amount of R78 302 059 06 “Give and it shall be given;” ASSET MANAGEMENT in donations and fundraising His all he brings unto the Lord, during the past year, of which His treasure! is in heaven. COMMUNICATION, MARKETING R36 206 028 was allocated to our 07 AND FUNDRAISING child and youth care centres. We sincerely Help me, dear Lord, that I may give Thus even all my living; Communication thank all our Since of Thy bounty I receive, donors – individuals, How can I keep from giving? Marketing and fundraising churches, companies, I have received a precious gift, Badisa Champions trusts and foundations – No mortal tongue can speak it; The like is ready now for all Recognition for that invested in Badisa our nursing staff A special thanks to make a meaningful Who diligently seek it. to the donor who I can but sing the praise of Him CONTACT US donated R1 million impact in the lives of From whom I am receiving; towards food for vulnerable people. And as He gives Himself to me, children in our early How can I keep from giving? childhood development To love the Lord with all the heart, programmes (Little Seeds). And as myself my neighbor, I mean to strive with all my might, And to this end will labor. And may I never faithless prove, But always be believing; For while I think of Thy great love, A monetary donation is an incredible act of generosity and How can I keep from giving? it takes lots of courage to donate money. It is a commendable and selfless act of the donor. Department of Social Development, which is not enough BADISA to fulfil the overwhelming and diverse need. Private sector HOME fundraising is therefore critical to secure the sustainability of our programmes. We need diverse income resources such CHAMPIONS as individual donors, businesses, churches, companies and 01 INTRODUCTION foundations to become Badisa Champions. BECOME A BRAND AMBASSADOR FOR 02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA SOCIAL EQUALITY Badisa is a thought leader in South African social services Badisa Champions is 03 STRATEGIC MANAGEMENT and community development. Our unique social care model AND CORPORATE GOVERNANCE makes a difference in the lives of more than 500 000 a community of Badisa supporters that contribute HUMAN RESOURCE vulnerable people annually. We provide social services to 04 MANAGEMENT anyone in need, irrespective of age, gender, nationality or their time, skills and/or religion. This is done through our 145 community-based money on an annual basis programmes, which focus on the care and protection of 05 SERVICE DELIVERY children, women, the elderly and persons with disability. as well as advocate the work that Badisa does to 06 FINANCES AND A SUSTAINABLE BUSINESS MODEL their networks in order ASSET MANAGEMENT for Badisa to gain new Badisa’s success is the result of a team of experts at the 07 COMMUNICATION, MARKETING helm, delivering social services underpinned by a proven support. AND FUNDRAISING management model in a non-profit environment. This makes Badisa the ideal partner for companies in terms of broad- Communication based black economic empowerment, as over 75% of our Marketing and fundraising beneficiaries are black. Becoming a Badisa Champion means expanding your business’s social footprint and becoming part of real Badisa Champions Badisa is a values-driven organisation, with effective leadership social change. Businesses and individuals that become Badisa that is based on ethical principles and that provides strategic Champions are recognised on Badisa’s website and in Badisa’s Recognition for focus to the organisation. Our Management Programme guides annual report. They also receive an honorary badge to use on our nursing staff the organisation to prevent risks and ensure legal compliance, their websites, email and social media, communicating their and is responsible for capacity building and support services commitment and involvement as change makers. CONTACT US in the organisation. Our sustainability goes beyond financial viability as it includes legal good standing and compliance, Champions are kept updated via regular communication, virtual the organisational capacity and expertise to do the work, the tours and events on the progress of the organisation. Champions emphasis on the difference that Badisa makes, the quality and also get to network with Badisa’s leadership. Various levels professionalism of our service provision, a stable infrastructure, of sponsorships are available such as becoming a Prestige and a brand that portrays a positive public image. Champion when you contribute R10 000 or more per annum. The way you live your daily life determines what you can achieve. FUNDING AND CHANGE MAKERS Becoming a champion who publicly stands for a specific cause requires the ability to communicate, show empathy, Established in 2003, Badisa’s Management Programme is and inspire and motivate others to achieve a shared vision. critically dependent on monetary assistance to continue delivering crucial services at ground level within the Badisa is both a non-profit organisation (NPO 011-891) and South African landscape. The only secure funding for public benefit organisation (PBO 930 006 348), and provides our programmes is the subsidy that we receive from the a Section 18A certificate for tax reduction to any donor. RECOGNITION FOR HOME

OUR NURSING STAFF 01 INTRODUCTION

We would like to thank all our nursing staff and care givers 02 THE IMPACT OF THE COVID-19 In the light of the Covid-19 pandemic, Badisa PANDEMIC ON BADISA decided to focus on International Nursing Day for their commitment and service during a time of crisis. A huge thank you to Christelle Klopper who has been – “Nursing the World to Health” – in order to STRATEGIC MANAGEMENT supporting our nursing staff and managers 24/7 during this 03 AND CORPORATE GOVERNANCE pay tribute to the nursing and care staff at our time. Thank you to all staff who are still doing their work with programmes. passion and who are exposing themselves to this virus in HUMAN RESOURCE order to take care of other people during these extraordinary 04 In October 2019, the President of the International Council of MANAGEMENT circumstances. You are the heroes of 2020! Nurses wrote that she expected 2020 to be a significant year for the profession. How prophetic her words have become. Christine Quickfall, CEO of Badisa, summarised the role of 05 SERVICE DELIVERY Badisa’s nurses as follows: In 2020 we saw nursing staff become our heroes in the Covid-19 pandemic. The World Health Organization (WHO) FINANCES AND 06 ASSET MANAGEMENT has designated 2020 as the International Year of the Nurse and the Midwife to highlight the key role they play in the COMMUNICATION, MARKETING provision of health services in the world. 07 AND FUNDRAISING Nurses’ contribution to the health of people is “Nursing has Communication invaluable. They have the practical knowledge to become one of the key design and coordinate a model of service delivery, pillars of support during Marketing and fundraising and to implement this efficiently. They are there to this global pandemic with its inform, advise and support us. They reach people Badisa Champions unprecedented and unexpected in the poorest of communities, often as these people’s only resource in terms of health services. challenges. The nurses are the ones Recognition for we go to when we need advice on how our nursing staff This is also what we are experiencing at Badisa, to keep infections from spreading, who in particular when the Covid-19 pandemic provide advice on how to handle the CONTACT US started. Christelle Klopper, principal Nursing Manager at Badisa, played a crucial role in this various daily problems for which we regard. Apart from developing protocols and have no recipe, who unselfishly take procedures to safeguard our facilities, she and over the role of worried family Christine her team of nursing managers at the Badisa members, and who are fighting says her prayer programmes are continuously scanning the an invisible enemy in the for nursing staff comes from Numbers environment for evolving threats and developing front lines.” new interventions to strengthen our approach. 6: 24-26 (Message Bible): Badisa has 60 residential facilities where vulnerable “(May) God bless and keep older persons, disabled persons and children in need you; God smile on you and of care are being taken care of. gift you; God look you full in the face and make Badisa celebrated International Nurses’ Day on 12 May you prosper.” 2021 with the theme “Nursing the World to Health”. HOME

01 INTRODUCTION

02 THE IMPACT OF THE COVID-19 PANDEMIC ON BADISA

STRATEGIC MANAGEMENT 03 AND CORPORATE GOVERNANCE

HUMAN RESOURCE 04 MANAGEMENT

05 SERVICE DELIVERY

FINANCES AND 06 ASSET MANAGEMENT

07 COMMUNICATION, MARKETING CONTACT AND FUNDRAISING US CONTACT US

Visit the Badisa website at www.badisa.org.za to find out more about the organisation, how to support us financially, offer volunteer services, subscribe to our monthly newsletter or join our social media platforms. Telephone 021 957 7130 E-mail [email protected] Physical address 11 Pastorie Street, Marturia Centre, Bellville 7530 Web address www.badisa.org.za “I solemnly pledge myself before God and in the presence of this assembly to pass my life in purity and to practice my profession faithfully. I will abstain from whatever is deleterious and mischievous, and will not take or knowingly administer any harmful drug. I will do all in my power to maintain and elevate the standard of my profession, and will hold in confidence all personal matters committed to my keeping and all family affairs coming to my knowledge in the practice of my calling. With loyalty will I endeavour to aid the physician in his work, and devote myself to the welfare of those committed to my care.”

CLICK TO GO BACK The lamp as symbol of service rendering

At their graduation ceremony, nurses usually receive a little lamp to remind them why they have chosen caring as a career. Prof Charlotte Seale, a mentor for nurses and author of various books about caring, explained the symbol of the lamp in the following way:

• The lamp that you hold in your hands is the symbol of your watchfulness over the sick. • • It is the symbol of the philosophy of the nursing profession that those who nurse should be a light to others. • • It signifies your willingness to develop your profession and to practise it knowing that nursing is a science and the building blocks of medical and nursing science. • • It confirms that you are willing to carry out your professional tasks according to the legal and ethical codes of your profession, and that you are willing to use your knowledge and compassion to care for humans in their uniqueness. • • It is the symbol that signifies your willingness to be the following to those who need your help: | The eyes of the blind that are sick | The power of movement for those who cannot move | The hands of those that do not have the strength to take care of themselves | The comforter of those who are lonely or grieving | The one who feeds those who cannot eat on their own | The protector of those that are helpless and vulnerable | The mind of those that are unconscious | The one who will protect the sick from any danger | The one who will act as intermediary between the doctor, other members of the health care team and your patient | The advocate for those with health problems | • It confirms that you, as a professional nurse, are willing to subject yourself to the discipline of your profession. • • It serves as proof that you are willing to act as a role model for your profession. •

I give you the clarion call of nursing: “Let the oil of knowledge and love always ensure that your lamp shines brightly.

CLICK TO GO BACK MEMBERS’ MEETING (as at 31 March 2021)

Representatives from Regional representatives the DRC (Western Cape): Boland Region Synidical Commission for Mr A de Vries Compassion Ministry Vacant Rev N Venter (Reverend in Synodal Service) Northern Cape Region Rev P Carstens Mr D du Plessis Rev D Douglas (deceased January 2021) Rev WJ Greeff Vacant Rev C Kemp Overberg Region Rev D Jordaan Rev C Kemp Rev J Marais Mr JJ van Vuuren Rev R Knobel Peninsula Region Representatives Dr A Lombard from the URC (Cape): Vacant Synodal Commission for Karoo Region Diaconal Services Ms J Visagie Rev SA Esterhuizen (Reverend in Vacant Synodal Service) West Coast Region Rev P October Rev C van Rensburg Rev G Haupt Vacant Rev C Petersen Rev X Mhobo Southern Cape Region Rev C Crowley Rev J November Rev F Samson Mr J Jacobs Rev D Myburgh Expert members Rev S Julies Mr W Hugo Rev E Vaas Mr SG Malherbe Rev K van Rensburg Dr WC van der Merwe Ms JL Zingu Ms CC Quickfall (CEO)

CLICK TO GO BACK MANAGEMENT BOARD (as at 31 March 2021)

Rev C van Rensburg (Chairperson) Rev S Julies Rev P October (Vice-Chair) Mr W Hugo Rev SA Esterhuizen Mr SG Malherbe Rev N Venter Dr WC van der Merwe Rev GG Haupt Ms JL Zingu Rev WJ Greeff Ms CC Quickfall (CEO) Rev C Kemp

Management Board Committees

Audit and Risk Committee Remuneration Committee Mr A Gouws (Chairperson) Rev C van Rensburg (Chairperson) Prof E Calitz Rev P October Mr H Jemane Mr W Hugo Ms T Alberts (Director: Human Resources) Financial Committee Mr W Hugo (Chairperson) Ms CC Quickfall (CEO) Prof E Calitz Advisory Committee Mr O Vorster Mr W Hugo (Chairperson) Ms H Malherbe (Director: Mr R de Lange Finances and Administration) Mr J Odendaal Ms CC Quickfall (CEO) Mr E Jeneker Investment Committee Ms E Brink Mr E Jeneker (Chairperson) Ms CC Quickfall (CEO) Adv C Franken Ms A Vermeulen Mr G van der Merwe Ms A Bezuidenhout (Director: Communication, Ms H Malherbe (Director: Marketing and Fundraising) Finances and Administration) Ms B Louw Ms CC Quickfall (CEO) Ms E Hougaard Ms N Zaayman Asset Committee Ms J Strauss Rev B Minnaar (Chairperson) Ms J Beukes Mr M Wethmar (Secretary) Ms J Zingu Ms H Malherbe (Director: Ms W Collins Finances and Administration) Ms CC Quickfall (CEO)

CLICK TO GO BACK MANAGEMENT PROGRAMME

Management Team ECD coordinators Ms CC Quickfall (CEO) (Little Seeds) Ms R van Zyl (Director: Social Ms E Hougaard Services Programme) (Operations Manager) Ms A Bezuidenhout (Director: Ms Z Volschenk Communication, Marketing and Ms R Opperman Fundraising) (service ended 31 March 2021) Ms H Malherbe (Director: Finances Ms N Vermeulen and Administration) Ms I de Kock Ms T Alberts (Director: Human Ms R Koen Resources) Coordinators: Elderly and Managers: Social Services Disability Care Ms J Beukes Mr W Volschenk Ms R Pretorius Ms C Klopper Ms M Viljoen Dr W Terblanche Ms R Engelbrecht Ms A Hattingh Personnel: Support and Ms A Smith Administration Ms T Bredenkamp Ms N Alers Ms F Rahiman Ms L Majiedt Ms A Botha Ms C Jacobs Ms F Jacobs Ms R Killian Ms K Uys Ms M van Rhyn Mr A Amerika (deceased 21 July 2021) Ms L Rauch Ms R Cloete Ms J Abrahams (service ended 26 April 2021) Ms B Louw Mr C Nolan (service ended 31 March 2021) (service ended 13 March 2021)

CLICK TO GO BACK CHAIRPERSONS OF THE GOVERNING BOARDS

Belindia Day Care Centre – Ms Gertruida Muller HM Beets Day Care Centre – Ms Le-Dean C Van Staden (retired March 2021) Klikbekkies Pre-School Centre – Ms Katrina Fortuin Carney’s Day Care Centre – Mr Reginald J Fortuin (retired March 2021) Uit en Tuis Crèche – Ms Maryke Malan Joey’s Babies Day Care Centre – Mr Leon Frazenburg Sonskynvallei Play School – Mr Winston Harris Durbanville Children’s Home – Ms Lezaan T Lennox Huis Andrew Murray & Huis Van Heerde – Mr Danie J Theart Die Herberg Children’s Home – Rev JC Dorfling Steinthal Children’s Home – Mr Wessel Van Niekerk (retired March 2021) Magdalena Home – Rev Stefanus A Esterhuizen (retired March 2021) Ramot – Rev Christo Van der Walt Toevlug Rehabilitation Centre – Mr Malcolm P James Weltevrede Accommodation – Mr JFPC (Jan) Crafford Hanna Hopkins – Mr JF Vos Alta du Toit Aftercare – Mr Koos Van Tonder Alta du Toit Development – Rev Stephen Nicholson Jan Kriel Institute – Mr Willem F Rossouw Eljada Aftercare – Rev MS Janse van Rensburg Innovation for the Blind – Mr JC (Mossie) Basson Bellville Senior Centre – Rev Stefanus A Esterhuizen (retired March 2021) Bulletrap Service Centre for the Elderly – Ms Noeline VC Cloete Sisonke Service Centre, Ceres – Ms Josephine Mhlanhlo Hermanus Senior Centre – Mr Corne Kemp Fynbos Service Centre, Kleinmond – Rev Johannes W Van Wyk Macassar Service Centre – Ms Mercia Ward Parow Senior Centre (Hernus Kriel) – Mr Hennie J Heyman (deceased April 2020) Ruyterwacht Senior Centre – Mr Kenny Traut Aan Oewer Service Centre, Velddrif – Mr Charl Van Rensburg Herfsvreugde Tehuis – Mr C Rademeyer Vygieshof Tehuis, Calitzdorp – Rev J November Huis Nuweland, Claremont – Dr DT Nel Huis Groeneweide, Darling – Mr CS (Riaan) Neethling Huis Mimosa, De Doorns – Ms Gerda Le Roux Huis Aristea, Durbanville – Dr Aletta Lombard Onse Rust Tehuis, Fraserburg – Mr Adriaan M De Klerk Herberg-aan-See, Gansbaai – Mr DWJ Jacobs Huis JJ Watson – Rev JM (Hansie) Venter Huis Zenobia du Toit – Mr Hendrik J Vermeulen Huis Lettie Theron, Hermanus – Mr Hendrik W Niemand Huis Ravenzicht, Kraaifontein – Mr Clifford J Cornelissen Huis Izak van Tonder, Ladismith – Mr WM Nel (retired March 2021) Huis Boesmanland – Mr Tiaan Schutte Goue Aar, Malmesbury – Mr Fritz Cornelissen Huis Zonnekus – Mr Derrick R Kladie Huis Uitvlucht – Rev Herholdt Le Grange Huis Klippe Drift, Napier – Ms Nicola Scheuble Huis Uitsig, Parow North – Mr Gerhardus R Herselman Huis Martina – Mr Johannes A Slabbert Plumstead Rusoord – Mr Joseph A Pillay Huis Lafras Moolman – Mr Christiaan J Meiring DROOM Tehuis vir Ouer Persone – Mr Dirk O Jooste Overberg Tehuis, Riviersonderend – Rev Johannes J Pretorius (retired March 2021)

CLICK TO CONTINUE CHAIRPERSONS OF THE GOVERNING BOARDS

Huis Luckhoff – Mr Gerrit Van der Merwe Stilbaai Bejaardesorg – Ms Henrie A Van Heerden Johenco Tehuis Sutherland – Ms Elsa Madeleine Van der Merwe Huis AA Tomlinson – Mr JJ Van Vuuren Rogelim Monte Rosa – Mr K Van Tonder Huis Wittekruin – Mr Riaan Gerber Emmanuel Tehuis, Williston – Mr Charl F Marais Huis Andries Hamman – Rev Jurie Wessels Albertinia Versorgingsdienste: Tehuis & Service Centre – Mr Dawie J Pieterse Huis Johannes & Badisa Ouer Persone, Beaufort West – Ms Margaret Breda Huis PJ Strauss & Ceres Service Centre – Mr Pieter K Smit Huis de Kuilen en Kuilsrivier Service Centre – Mr Willem F Rossouw Huis PAM Brink and Huis Esperanza – Rev Johannes P Theron Vredendal Tehuis & Vredendal Service Centre – Mr Alfred Herbert Henry Wells Badisa Caledon; Sonskyn-cum-Day Care Centre; – Ms Agnes Stewart Tafelronde Herberg Service Centre Badisa Clanwilliam & Cederclan Service Centre – Rev Jacques Greyling Badisa Koue Bokkeveld; Service Centre KBV; – Mr Alexander Clark Trappies Day Care Centre; Op die Berg Nasorgsentrum Badisa Riviersonderend; Wiggel en Waggel Day Care Centre; – Mr Hans J Human (deceased January 2021) RSE Aftercare Centre; Sonskyn Service Centre RSE Badisa Saron, Percy Bilton Service Centre, Saron Day Care Centre – Mr Andrew Beerwinkel Huis Mostertshoek, Malikhanye Day Care Centre, – Ms SJ Muller Badisa Wolseley, Wolseley Service Centre Vrederus Anneks & Vrederus Tehuis – Rev Christoffel Franken (retired March 2021) Badisa Trio: Bellville, Kraaifontein, Scottsdene – Mr John T Lourens Hartenbos Versorgingsoord en Bejaardesorg – Rev DH De Wet Badisa Stilbaai, Ouma Lena se Huis, Seesterretjies – Dr MS Strydom Badisa Breedevallei, Badisa Rawsonville Primary ASC, – Mr Danie Joubert van der Merwe (retired March 2021) Badisa Breedevallei DRC – Badisa Strand & Sandvoetjies – Mr Michael Farmer Badisa Porterville & Tikkel Tokkel Day Care Centre – Mr Frederico Hendricks Steinkopf Versorgingsdienste – Ms Katrina M Bock (Huis EJ Appies & Immanuel Centre for persons with disabilities) Badisa Colesberg; Lowryville Service Centre; Kid’s Haven Day Care Centre – Rev Jacob N Taljaard Badisa Beaufort West – Mr Vergil W Groepe Badisa Citrusdal – Ms Cariena Januarie ABBA Stellenbosch – Ms Verginia Jumat Badisa Peninsula – Pastor Hekkie Mowers Badisa Hermanus, Stanford, Gansbaai – Ms Susara S Snyman Badisa George – Mr John Jacobs (retired March 2021) Badisa Bellville South – Ms Elwyn Jean Hansby-Consul Badisa Kuils River – Mr Jacob Jacobs Badisa Paarl – Ms Ester Lottering Badisa Piketberg – Ms Magdalena G Mostert (retired January 2021) Badisa Prins Albert – Ms Jakoba Visagie Badisa Swellendam – Ms Magdalena C Engelbrecht Badisa Tygerberg – Mr Hermanus Mouwers Badisa Tulbagh – Rev Reginald Simpson Badisa Matzi-Care – Ms Huibrecht F Wiese Badisa Villiersdorp – Mr Johannes J Swanepoel Badisa West Coast – Ms Annora Mostert Badisa Wellington – Mr Adam C De Vries Badisa Wynberg – Mr Adrian M Van Niekerk

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