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Badisa 2020 Annual Report

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Badisa 2020 Annual Report HOME ANNUAL 01 INTRODUCTION REPORT Message from the Chairperson of the Management Board 2020 Message from the Chief Executive Officer Who is Badisa Dedication to the Badisa team Badisa programmes STRATEGIC MANAGEMENT 02 AND CORPORATE GOVERNANCE HUMAN RESOURCE 03 MANAGEMENT 04 SERVICE DELIVERY FINANCES AND 05 ASSET MANAGEMENT COMMUNICATION, MARKETING 06 AND FUNDRAISING CONTACT US CLICK TO OPEN HOME 01 INTRODUCTION Message from the Chairperson of the Management Board Message from the Chief Executive Officer Who is Badisa Dedication to the Badisa team 02 06 STRATEGIC 04 Badisa programmes COMMUNICATION, MANAGEMENT SERVICE MARKETING AND AND CORPORATE DELIVERY FUNDRAISING STRATEGIC MANAGEMENT GOVERNANCE 02 AND CORPORATE GOVERNANCE HUMAN RESOURCE 03 MANAGEMENT 01 03 05 04 SERVICE DELIVERY HUMAN INTRODUCTION RESOURCE FINANCES AND MANAGEMENT ASSET MANAGEMENT FINANCES AND 05 ASSET MANAGEMENT COMMUNICATION, MARKETING 06 AND FUNDRAISING CONTACT US CONTACT US HOME 01 INTRODUCTION Message from the Chairperson of the Management Board Message from the Chief Executive Officer Who is Badisa Dedication to the Badisa team Badisa programmes 02 STRATEGIC MANAGEMENT AND CORPORATE GOVERNANCE 01 03 HUMAN RESOURCE MANAGEMENT INTRODUCTION 04 SERVICE DELIVERY FINANCES AND 05 ASSET MANAGEMENT COMMUNICATION, MARKETING 06 AND FUNDRAISING CONTACT US Badisa is an organisation of hope. It is HOME an organisation with people who have a genuine desire, and the expectation, to make a difference in the lives of others. 01 INTRODUCTION Hope increases the chances of successfully solving problems and achieving goals. Hope Message from the Chairperson also encourages the setting of learning goals of the Management Board to promote growth and improvement. Message from the Chief Executive Officer Who is Badisa MESSAGE FROM Dedication to the Badisa team Badisa programmes THE CHAIRPERSON OF THE MANAGEMENT BOARD STRATEGIC MANAGEMENT 02 AND CORPORATE GOVERNANCE As an organisation with a Christian foundation, Badisa has its roots in two churches. It is an HUMAN RESOURCE organisation with biblical hope, where staff not 03 MANAGEMENT only desire a positive outcome, but expect that this will indeed happen. Badisa’s service delivery to thousands of people in need is made possible through 04 SERVICE DELIVERY staff members who are loyal, knowledgeable, hard- working and hopeful. The organisation is steered by a competent CEO and managerial team who, through FINANCES AND their strategic thinking, commitment and hope, want 05 ASSET MANAGEMENT to position the organisation as a thought leader in the field of social services and management. COMMUNICATION, MARKETING The Management Board would like to humbly thank 06 AND FUNDRAISING God for the important work that the organisation has accomplished over the past year, and for all the people whose lives were positively impacted – each CONTACT US person who has found new hope again. Despite all the challenges and obstacles, Badisa has new energy, new strategies and new hope. All the glory to God! REV CHARL VAN RENSBURG Chairperson: Badisa Management Board HOME MESSAGE FROM THE 01 INTRODUCTION CHIEF EXECUTIVE Message from the Chairperson of the Management Board OFFICER Message from the Chief Executive Officer This year, Badisa’s reflection is over­ Who is Badisa shadowed by the Covid­19 pandemic Dedication to the Badisa team which has suddenly and profoundly impacted the way we manage our Badisa programmes organisation and live our lives as individuals. We find ourselves in the 02 STRATEGIC MANAGEMENT midst of circumstances that we need to AND CORPORATE GOVERNANCE manage without a recipe. Even worse is the uncertain future, because there is 03 HUMAN RESOURCE no way in which trusted concepts and MANAGEMENT service approaches, on which we have relied for such a long time, will remain 04 SERVICE DELIVERY the same going forward. The first phase of Badisa’s response when the pandemic broke out was the immediate FINANCES AND 05 ASSET MANAGEMENT centralisation of decisions. We issued protocols and practice guidelines to manage the consequences of the pandemic uniformly and coherently. A 06 COMMUNICATION, MARKETING second and more challenging phase involves the AND FUNDRAISING repositioning of the organisation based on changed community needs after the pandemic – which affects our relevance and sustainability. CONTACT US It is difficult to visualise an alternative future amidst current dynamics and without proper facts at our disposal. However, what would help is a reflection based on the lessons we have learnt from the past year. » Understanding the environment happened organically; mobilisation as a result of the HOME and context in which we work crisis shifted personal boundaries. Valuable lessons learnt will be used fruitfully in future as we continue to Development and transformation are complex. explore and roll out the concept of shared missionality. Current debates about essential social change Clearly, the narrative has started to change from that of 01 INTRODUCTION acknowledge that these processes are not linear, but consumer to symbiotic partnerships. embedded in complex systems impacted by a myriad Message from the Chairperson of internal and external factors. This insight, the bigger Systematic and process-driven change of the Management Board appetite for change that surfaced prior to and during the pandemic, and the collective expertise within the Although challenging and time consuming, the value Message from the of evidence-based and well thought through strategies Chief Executive Officer Badisa group will undoubtedly allow us to critically to effect sustainable and systemic change in a diverse assess our future service offering. What’s more, the organisation like Badisa was highlighted during the year Who is Badisa progress we have already made to align some of under review. Our medium-term strategy to reposition our services with the outcomes of the South African Dedication to the Badisa team the organisation was approved during the 2019 Members’ National Development Plan will give us a head start. Badisa programmes Meeting. Since then, we have achieved the following: Shared identity, culture and vision • We have finalised our Strategy for Older Persons STRATEGIC MANAGEMENT through an intense consultation process; regional 02 AND CORPORATE GOVERNANCE The investment made over the past 24 months to implementation was arrested with the outbreak of strengthen Badisa’s identity and to communicate this to the pandemic. all the programmes and the two churches is regarded • Based on our approach to consolidate and strengthen HUMAN RESOURCE as the reason for Badisa’s relative success in fighting the our base in order to enable calculated risks while we 03 MANAGEMENT pandemic. The level of confidence in her own capabilities innovate, standard operating procedures for child (if we can personify the organisation in this way) to protection were finalised. Our Strategy for Children handle this life-changing crisis in solidarity as well as and Families is still in the development phase. SERVICE DELIVERY 04 collectively within certain norms and standards serves as • We continued to consolidate the Badisa group proof of this. In addition, the pandemic and associated around one vision. uncertainties strengthened the link and interdependence • We strengthened our relationships within the faith- FINANCES AND among individual programmes – and hence our social 05 ASSET MANAGEMENT based network, specifically the two churches. capital. Our identity has been internalised as a faith-based professional social welfare service. • We internalised our approach to continuously strengthen good governance as the foundation for COMMUNICATION, MARKETING 06 innovation and creativity. AND FUNDRAISING The powerful alliance within the faith networks • We modernised our strategies for Communication, The investment purposefully made over time to Brand Management and Fundraising, and, since CONTACT US strengthen the relationship between the two churches March 2020, aligned these with our Covid-19 strategy. (and the potential locked up in 520 congregations) is • Social and physical distancing protocols one of the stories of hope that we would like to report on highlighted our severe information, communication with gratitude. For instance, the decision to handle the and technological deficiencies. New realities call Covid-19 humanitarian crisis jointly and with clear role for an innovative approach to service delivery, distinctions, was a natural process. The implementation and immediate access to updated management of the strategy within the congregational context information in order to respond to crises. » Sustainability We have no control over the dramatic changes HOME happening in our world. We have an urgent need for The Covid-19 crisis has resulted in great uncertainty answers, and we still want to plan projects and set about the Badisa group’s financial sustainability. deadlines. We want to start working on solutions that However, we understand sustainability as a concept we can implement once the quarantine restrictions 01 INTRODUCTION that goes beyond finances: it includes legal good have been lifted. Not having all the answers is standing and compliance; the organisational capacity frustrating to us. We no longer want to hear about Message from the Chairperson and expertise to do the work; the financial viability promises of economic recovery without knowing what of the Management Board of the organisation; the emphasis on the difference these solutions
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