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