Annual Report - Soon to be the new home of

Transcription

Biennial Report 2012
Serving youth into the future
Contents
Vision and mission
1
Our history
2
Our values and principles
3
Then and now . . .
4
Chairperson’s report
8
Chief Executive Officer’s report
10
Chief Financial Officer’s report
13
National Fundraising Manager’s report
30
Gauteng Fundraising report
21
Western Cape Fundraising report
22
KwaZulu-Natal Fundraising report
23
Adventure in the Wilderness
24
Organisational Structure
26
Human Resources report
30
Evaluation and Research report
33
Family Services report
38
Residential Services report
43
Training and Education report
47
Where to find our services
51
Registered as a Non Profit Organisation
Act 71 of 1997 – 009-244 NPO
Registered as a Welfare Organisation
Act 100 of 1978
Registered as a “Public Benefit Organisation”
(PBO) in terms of section 18A of the Income
Tax Act (58 of 1962)
SARS Ref 18/11/13/379
Vision and mission
Delivering value
We contribute to the community and society through:
Socially responsible childcare facilities, programmes, services and initiatives;
A dedicated focus on providing opportunities for our youth to shine where
others have given up hope.
Innovative, effective programmes and services that build strengths and meet
youth, family and community needs.
To investors we offer:
Programmes that serve youth, families and communities;
Our knowledge, skills and experience to the field of childcare and
Transparency and accountability to our donors and investors.
List of acronyms and their definitions
ABET
ADHD
ERS
FS
GBT
NACCW
NPO
PART
PGS
RAP
RS
TES
WMC
Adult Basic Education and Training
Attention Deficit and Hyperactivity Disorder
Evaluation and Research Services
Family Services
Girls and Boys Town
National Association of Child Care Workers
Non Profit Organisation
Professional Assault Response Training
Peer Group System
Regional Assessment Panels
Residential Services
Training and Education Services
Well Managed Classroom programme
Girls and Boys Town Biennial Report 2012
1
Our history
The story of the
then “Boys Town”,
now “Girls and
Boys Town” since
2004, is one of the
most heart-warming
tales of human
endeavour of the
20th century.
The Girls and Boys Town journey has been a tale of
everyday life in most societies of the world – the tragedy
of fear, loss, despair, abuse, neglect and the triumph of
faith, courage and hope that changes the way we care
for children. Its legacy is about fulfilling dreams and
bettering lives.
In 1958, Magaliesburg saw the first, then Boys
Town residential home established – borne out of the
compassion, altruism and social consciousness of its
founders, initially providing a home for nine youngsters
from a local children’s home who had been destined for
a so-called trade school.
These boys were soon joined by 17 others from
children’s homes throughout the country and, since then,
the organisation has continued to expand exponentially
over the following 52 years – including focusing on work
with girls.
2
Our values and principles
Belief in the uniqueness and potential of every child to
mature and grow to responsible adulthood.
Promotion of spiritual growth and development in our
work with youth, families and communities.
A firm belief in the preservation of the family and the
value of family life for the well-being of the child.
Commitment to the provision of services based on
children’s rights.
Adherence to the principle of non-discrimination in all
that we do.
The maintenance of responsible standards in child- and
youth-care practice and care.
Service delivery that is responsible to social conditions
and the needs of the youth.
The sharing of Girls and Boys Town’s knowledge
and skills.
Sound corporate governance.
Transparency and accountability to donors and stake
holders.
Ethical fundraising and investing.
3
Then and now...
1958
1968
1970
1974
1975
The first Boys Town opens
at Magaliesburg. The
facility opened in a vacant
mission school run by
Dominican Sisters.
First Liaison Office
launched in Johannesburg.
Represents a new
approach to financial
sustainability and sets
apart the Boys Town’s
fundraising approach from
other charities.
Camp Caroline holiday
camp established at
Munster, on the south
coast of KwaZulu-Natal,
for youth unable to go
home for the holidays.
First Boys Town Family
Home opens in
Rondebosch, Cape Town.
(More Family Homes
opened throughout the
country during the late 70s
and 80s.)
Boys Town Magaliesburg
burnt down by an old boy
who was later
institutionalised.
1993
1996
1999
2001
Old boy Joe Araujo
appointed as Executive
Director
serving until his retirement
in September 2007.
Trainers from Boys Town
Nebraska, USA visit to
train and introduce the
Family Teaching
programme to staff. This
becomes a nationally
standardised child-care
practice model for
all Family Homes.
Boys Town Kagiso opens.
Our National Hotline
Service is launched.
First Training and Resource Centre
established in Cape Town. Extensive
staff training occurs and training
programmes are marketed. Boys
Town USA trainers visit to train our
staff in the multi-faceted Education
Model. Boys Town South Africa
becomes the first certified and
accredited site able to implement the
Family Home Model of care outside
of the USA.
2007
2008
2009
2010
2011
Lee Loynes appointed
Chief Executive Officer –
the first woman to lead the
organisation. Lee was
formerly Director: Youth
Services and has served
Girls and Boys Town for
14 years.
Girls and Boys Town turns
50! It now offers youth,
families and all those who
impact on their lives,
services from four
divisions: Residential
Services Division, Training
and Education Services
Division, Family Services
Division and Evaluation
and Research Service
Divisions.
Established Research
Ethics Committee and
engaged in formal research
activities.
Achieved direct community
outreach services to
beneficiaries in all
nine provinces.
Opened the Kagiso
Learning Support Centre
on 22 October 2010.
Served: 25 937 beneficiaries.
Opened the Magaliesburg
Learning Support Centre
on 14 April 2011.
4
1978
1979
1988
1989
1992
Boys Town GenazzanoTongaat opened in
KwaZulu-Natal.
Boys Town Duin-en-Dal
(Crossroads, Cape)
established. Relocated in
1986 due to unrest.
Boys Town merges with
PROSCESS – an
organisation that caters for
street children – and
assumes responsibility for
two facilities that provide
care for 50 homeless
children.
Boys Town Macassar,
Western Cape (formerly
Duin-en-Dal) opens.
PROSCESS boys move to
new premises in the old
Chamber of Mines Training
College in Randfontein.
Property bought in 1994
and renamed Boys Town
Kagiso.
2002
2003
2004
2005
2006
Received site certification
and international
recognition from Girls and
Boys Town USA for the
first time.
Demand for training on a
national level leads to the
opening of a second
Training and Resource
Centre in Gauteng.
Name changed to Girls
and Boys Town South
Africa.
First girls are admitted to
our Alpha Family Home in
Claremont, Cape Town.
Wider services to girls
(and boys) continue via our
community outreach
programmes, training
centres and National
Hotline.
A chemical dependency
programme is introduced.
2012
5
“The potential inside
is something they know”
6
7
Chairperson’s report
The Board of Management of Girls and Boys Town has always
been mindful of the need to ensure that its projects and
programmes remain relevant within the context of a society that
continues to grapple with formidable political, economic and
social challenges. The success and relevance of Girls and Boys
Town is determined by how we respond to the underlying factors
that cause educational institutions, government, NGOs and
families to turn to Girls and Boys Town for support.
It is within this context that the Board adopted a three-year
strategic plan in 2011. The two main pillars of the strategic
plan are:
1. Development of our projects and
programmes
In achieving this, we focus on the following:
Ensuring that the models we apply and the services we render
are relevant and appropriate in the South African context.
Making concerted efforts to increase the occupancy rates in
our development centres and family homes to reach and assist
as many girls and boys as possible.
Extending the service we provide to girls because of the
high demand.
Supporting educational institutions with our “Well Managed
Classroom” programme to help improve outcomes in
education.
Maximising the use of all our properties and resources and
ensuring the safety of our staff and the youth in our care.
2. Financial sustainability
The current economic climate has negatively impacted on
fundraising and the resources available to government to fund
welfare organisations. We have, therefore, made a concerted
effort to increase revenue wherever possible, but also to manage
and monitor our expenditure carefully without diminishing the
services we provide.
With the above strategic drivers as our guide, the key challenges
we have had to deal with over the past two years, and our
successful response to these are as follows:
Continuation of services
In the early 1990s, it became clear that simply providing
residential care to youth was not enough. The range of services
provided by Girls and Boys Town was expanded and is now well
established.
A National Hotline service is fully operational and grows from
strength to strength.
The Common Sense Parenting programme is gearing for
expansion into other arenas, such as prisons and child-headed
households.
Three of the four Youth Development Centres now have
Learning Support Centres (LSC) after the opening of the Kagiso
(Gauteng) LSC on 22 October 2010, Magaliesburg (Gauteng)
LSC on 14 April 2011 and Macassar (Cape Town) LSC on
30 May 2012. We look forward to the launch of the Tongaat
(KwaZulu-Natal) LSC during 2013/4.
8
The Well Managed Classroom programme is actively assisting
learners and educators.
We have successfully partnered with institutions skilled in
dealing with specific youth challenges such as substance
abuse.
Systematic internal evaluation of our programmes and services
is done to improve the performance of the organisation.
We conduct community-based outreach to provide services
to families within their home environments.
We advocate for better policies and services for youth across
South Africa.
Our core programmes, however, are still the Youth Development
Centres and Family Homes and here we have continued to strive
to provide healthy, safe and pleasant living conditions for the
youth in our care.
The problem of crime in South Africa has also affected Girls and
Boys Town and we have been the victim of attacks on staff and
youth, vandalism and theft. The location of some of our projects
adjacent to residential neighbourhoods where social problems
are commonplace, has been a particularly difficult challenge.
Our response has been to improve physical security, but also
to engage with neighbouring communities.
Our residential occupancy level objectives were exceeded for
the period, but challenges were, and continue to be faced,
for the following reasons:
Applicants not meeting admission criteria:
— Many applications are chronic substance abusers or youth
who suffer from mental illness and we are not equipped
to provide the full-time specialist care needed by such
individuals.
— Applicants did not meet the school age requirements,
thus making school placements impossible.
Delays in the processing of applications by external parties.
Applications by girls were referred back because we only have
a single facility. The preparations to establish facilities for girls in
KwaZulu-Natal and Gauteng are, however, well advanced.
Maintenance of properties
All the Girls and Boys Town properties are fairly old and therefore
require ongoing maintenance. During 2010, the Board decided
that maintenance should be managed in a more structured
manner and adequate funding should be made available for this
purpose. A planned maintenance programme is now in place and
is showing positive results. Ongoing maintenance will be a major
expenditure item for Girls and Boys Town over the next few years.
The Board, which receives comprehensive financial reports
at each of its four meetings a year.
The Board has also appointed an Investment Sub-committee
to provide advice on prudent investment of funds.
Fundraising has always been one of the strengths of the
organisation because of:
Our professional and ethical approach to fundraising.
The positive public profile of Girls and Boys Town.
Because of the downturn in the economy, most of the
people have less disposable income with the result that the
cancellation of debit orders exceeds the signing of new debit
orders. The corporate sector is equally challenged. Despite
that, we will increase our endeavours to secure donations from
the corporate sector. The recruitment of staff with appropriate
skills and personal attributes to maintain an ethical approach
to fundraising, entails ongoing effort.
Governance
With regard to the governance structures, we are pleased to
report that the Board has been strengthened with important
additions. The Board members now bring a wide range of
experience and expertise in the fields of religion, education,
social work, business and finance. There is also a healthy balance
with regard to gender and ethnicity. The Regional Committees in
Western Cape, KwaZulu-Natal and Gauteng meet on a regular
basis and are contributing significantly to the effective functioning
of Girls and Boys Town.
Conclusion
The continued success of the organisation is due to the
dedication and commitment of many groups, companies and
individuals. We express our thanks to:
The Directors and Trustees and members of the Regional
Committees for volunteering their time and talent to Girls
and Boys Town.
The members of the Finance and Investment Sub-committees.
We are fortunate to have people who are widely respected for
their expertise who make their skills and time available to Girls
and Boys Town.
Various government departments for their cooperation.
All our donors whose contributions constitute the significant
part of our income.
Despite the mentioned difficulties, the past two years has been
a good period for Girls and Boys Town.
Financial challenges
It is a major achievement to have managed to keep costs under
control while continuing to provide quality services. The primary
cost drivers have been the increase in the price of petrol and
food and the need to offer competitive salaries and wages. The
following structures are in place to ensure a close monitoring of
income and expenditure:
The Finance Sub-committee.
The Regional Committee.
David Daniels
Board of Governor’s Chairperson
9
Chief Executive Officer’s report
Background to adapted services
To think that less than a decade ago we, at Girls and Boys Town,
were serving in the region of 350 beneficiaries annually is quite
extraordinary, since we served in excess of 63 000 beneficiaries
over the 2011/12 financial year. Our growth curve has been
exponential and driven by the needs of those less fortunate than
ourselves – those who face unbearable poverty, live in abusive,
crime-ridden and gang and drug-orientated environments and
communities. We have also been driven by the need for others
who serve young people to adapt learned skills and apply them
in different circumstances.
Our need to adapt our services and address the ills of our society
for the good of our children and youth – the strength and future
of our country – has required that we focus on individuals and
systems that impact on the healthy development of young people
and that we provide new and innovative responses to barriers
youth face.
These adaptations have come as a result of, and in the face of,
a real economic decline nationally and internationally and at a
time when the state is hesitant to further fund services protecting
young people and indeed has warned the sector of the intention
to withdraw or further limit funding – social development as well
as education sectors.
State subsidies currently cover 11–13% of Girls and Boys Town’s
annual budget. It is thus appropriate, at this point, to sincerely
thank each and every one of our individual and corporate donors
for their investment, care and concern for and trust in all that
we do at Girls and Boys Town as we help young people and all
whom we serve to shine.
The core achievements over the last two-year
strategic period
Strategic objective: To serve a greater number of beneficiaries
nationally and across services
The organisation has significantly increased the number of
beneficiaries and consistently improved BEE representation.
The beneficiary base, served both directly and indirectly, for each
financial year has increased: from 25 937 in 2010 to 35 070 in
2011 to 63 242 in 2012 across all Girls and Boys Town services,
including family, youth, hotline, training and residential services.
10
BEE beneficiary statistics for the financial year ending 2012
Beneficiaries
African
Coloured
Asian
F
M
Total
M
F
M
F
Children
8 183
13 029
5 146
7 568
132
73
164
171
34 466
Youth
6 670
10 949
2 171
2 464
578
106
512
172
23 622
Adults
443
1 992
474
926
57
276
165
498
4 831
Elderly
17
75
16
47
52
11
28
50
296
Persons with
disabilities
1
4
3
1
2
2
2
0
15
Persons with
HIV/AIDS
2
2
2
2
2
0
2
0
12
15 316
26 051
7 812
11 008
823
468
873
891
63 242
Total
M
White
F
Girls and Boys Town is BEE-compliant, offering donors the opportunity to accumulate points for their own BEE compliance, as well as
affording donors the opportunity to draw a Section 18A tax certificate for tax rebates.
Strategic objective: To address the educational crisis within South Africa
The education crisis negatively impacts on the healthy development of significant numbers of at-risk children and youth. The reluctance
and refusal of the Department of Education’s community-based schools to accept young people who have a poor school attendance
record, have more than a two-year age grade gap or who are challenging to work with in a classroom, has left vulnerable and at-risk
youth unable to access school or educational opportunities in order to progress.
It was for this reason that Girls and Boys Town pursued a two-pronged strategic solution:
The establishment of the Learning Support Centres (specialised accelerator, remedial and bridging classroom) at each of the four
Youth Development Centre campuses nationally, where the intention is to ‘catch youth up’ and reintegrate otherwise marginalised
youth back into community schools.
To drive the training of the ‘Well Managed Classroom’, ‘Administrative Intervention’ and ‘Consultation’ programmes (the cornerstones
of the Girls and Boys Town Education Model) across South Africa and to make the training and consulting process as accessible
as possible.
We have opened two of the four national Learning Support Centres on our Youth Development Centre campuses in Gauteng (Kagiso on
22 October 2010 and Magaliesburg on 14 April 2011), where the third will open in the Western Cape (Macassar) by mid-2012 and the
fourth in KwaZulu-Natal (Tongaat) during 2013/4. As evident from the Training and Education section of this report, these services have
already begun to show significant benefits to the children and youth who attend these centres.
The Girls and Boys Town Education Model has been trained in 110 schools, reaching 2 115 educators and positively impacting
on 79 217 learners nationally during this period. But the real scale of our achievement can be appreciated when we note that over
10 years, between 2002 to February 2012, the Girls and Boys Town Education Model reached 1 015 schools, 10 925 educators and
impacted on 321 937 learners across the nine provinces.
This programme addresses the educator’s challenge of managing out-of-control learners in the classroom while trying to teach
academics. The demand for this programme continues to grow from within the education sector.
11
Chief Executive Officer’s report (continued)
Strategic objective: Extend all, and particularly residential, services
to the girl-child nationally
Women and children are some of the groups identified as
vulnerable in South Africa today and the plight of the girl-child is
no more or less vexing than that of the boy-child. We have been
working with girl-learners and children through our educational
training, the National Hotline and community outreach to families.
However, we needed to ensure that we extend our residential
services to girls nationally, and supplement existing capacity at
the Alpha Home for girls in the Western Cape.
This has enabled Girls and Boys Town to work closely not only
with the girls, but also families and siblings and to ensure their
ongoing contact and connectedness. Applications have been
submitted to the KwaZulu-Natal and Gauteng provinces for
permission to adapt one campus per region for transition from
boys to girls.
This poses an excellent, positive and new learning opportunity
for Girls and Boys Town and our teams. We will review the Peer
Group System and its adaptability to girls, train staff who will need
appropriate skills, which may vary in some instances from that of
boys, and refurbish the selected campuses in order to better suit
the needs of girls.
Strategic objective: Implement long-range research activities
This aspect of our strategy is critical to the contributions
that Girls and Boys Town makes to the development and
professionalisation of the field. It gives us the evidence needed
to pinpoint specifically and as scientifically as possible where we
are best serving young people and, should we need to make
adaptations, exactly where we need to make them to help young
people achieve, succeed and shine.
We want to be sure that where and when we adapt our practices,
we make these adaptations for the right and measured reasons
– not just because it simply seemed like the right thing to do. The
work from within this division, described more fully in the report,
will continue to grow and develop over the ensuing years.
Developing trends
The media, over this period, was fettered with reports about
violence in schools, learners who are difficult to manage, unhappy
educators who, at the time, were demanding danger pay, the
challenge of substance abuse, fears of growing unemployment,
especially amongst young graduates, housing shortages, growing
levels of poverty and gang activity, greater economic challenges
looming, and so on.
12
The impact of all of these growing social challenges was certainly
felt by Girls and Boys Town. It negatively affected fundraising.
Our teams too needed increased support, greater levels of skill
application, patience and resilience in order to stabilise and
adequately help young people.
In this environment of shifting sands, we note with pride and
appreciation that all at Girls and Boys Town have continued to
innovate, keep focus and grow and improve the services offered
to beneficiaries.
Core goals for the next two-year strategic
period
Looking ahead, we know what we want to focus on and achieve
during the next two years. It entails the following aims:
Establish and introduce girls into residences in KwaZulu-Natal
and Gauteng.
Further extend existing programmes to address the growing
educational challenges.
Review and redesign programmes to assist young people
struggling with chemical dependency.
Intensify internal training and support services to staff so they
can manage more challenging young people with confidence.
Operationalise the Girls and Boys Town employee engagement
programme.
Engage stakeholders through social media.
Engage in formal longitudinal studies with Girls and Boys
Town leavers.
Increase fundraising activities and sponsorships.
Maintain current high levels of good governance.
In closing
None which we have achieved, nor will achieve into the future,
would be possible without the support of our sponsors and
donors, fundraisers and the voluntary Board and Committee
members and all my colleagues. Thank you all for your
commitment to Girls and Boys Town. Without you, our strong and
dedicated teams would not have had the opportunities to grow
our young people, families, schools and services. Thank you all
for your active partnership within the 53-year old Girls and Boys
Town family.
Lee Loynes
Chief Executive Officer
Chief Financial Officer’s report
Our value proposition
The period under review was not easy for the organisation. With fundraising income and investment income under pressure, the
expenses have significantly increase. A deficit of R5,594 million is reported. This is inclusive of R4,4 million spent on normal and special
maintenance allocations.
Excluding this abnormal and once-off maintenance cost, the deficit could be reduced to R1,1 million. Continued stakeholder and donor
support, good corporate governance and continued effectiveness and efficiency reviews are key elements to survival in these times.
A concerted effort was made to contain costs and the year-on-year increase in total expenditure (excluding maintenance) amounted to
only 3,7%. This given the fact that we had to cope with the following major cost increases:
Food:
12%
Fuel:
34%
Electricity:
23%
The funds that stakeholders have entrusted to us have been spent on the following operations:
Cost distribution March 2012
Family Homes, 7,9%
Evaluations and
Research, 3,3%
Training and
Education, 7,2%
Fundraising, 16,6%
Family Services, 5,9%
Administration, 9,5%
Youth Development
Centres, 47,8%
Marketing and Public
Relations, 2,9%
Administrative costs have been reduced to 9,5% to allow us to maximise the percentage of funding that reaches the beneficiaries of our
services. Family Homes, Youth Development Centres, Family Services, Training and Education – services that directly benefit the youth
and families we serve – account for 72,1% of our spend. The pressure on our income stream has made it essential that we apply good
governance to limit our expenses and to optimise the return on assets.
13
Chief Financial Officer’s report (continued)
Project costs net of subsidy incomeMarch 2012 (exclude maintenance)
(500)
(1 000)
R000’s
(1 500)
(2 000)
(2 500)
(3 000)
(3 500)
Alpha
Dingle
Glenwood
Verulam
Kagiso
Macassar
Magalies
Tongaat
ACTUAL
(248)
(302)
(330)
(247)
(1 924)
(2 761)
(3 353)
(2 633)
BUDGET
(287)
(284)
(298)
(251)
(2 101)
(2 994)
(2 916)
(2 961)
The above graph depicts the typical costs of a Youth Development Centre and of a Family Home (net of subsidy). This means the
organisation needs to raise R11,6 million from donors to cover these costs. This amount excludes the funding required to fund the
Family Services and Training and Education Divisions as well as funds required for capital expenditure.
The sources of income for this year are as follows:
Revenue sources March 2012
Other income, 4,3%
Interest and
dividends, 4,6%
Subsidiaries, 15,3%
Bequests, 2,3%
Training, 0,3%
Sponsorships, 66,7%
Sustainable income remains the backbone of our organisation and 57% of annual revenue is still derived from our loyal monthly
supporters by way of debit order or credit card.
The Fundraising Division plays a critical role to ensure that the organisation remains sustainable and that the fundraising targets are met.
Fundraising income declined by 6% to R30,86 million. Sustainability is one of our key strategies in our organisation and has also been
accepted as key to the financial existence of Girls and Boys Town.
One can however only be sustainable through loyal support from productive employees, donors, stakeholders and good corporate
governance.
14
We have relocated the KwaZulu-Natal Fundraising office from rented premises to the Tongaat Youth Development Centre and I am glad
to report that the organisation currently does not occupy any space in rented facilities.
Although our donor base is national and we have donors from all regions, we have consolidated the fundraising operations into four
offices, in Gauteng, Western Cape, KwaZulu-Natal and Eastern Cape. Their relative contributions to the targets are as follows:
Contribution to income by each Fundraising office
Eastern Cape, 6%
Western Cape, 22%
Gauteng, 59%
KwaZulu-Natal, 16%
The concerted effort made by our Investment Committee had the effect that interest and dividend income increased by 7% year-on-year
from R1,98 million to R2,11 million.
Training and Education spending stabilised at 7,5%. Two of the four Learning Support Centres have been opened. Dedicated
classrooms with the required equipment and educators have been deployed nationally.
The annual cost to change the lives of youth remains high and escalates every day. The annual cost per youth has increased from
R56 460 per annum to R69 120, or an average of R5 760 per month per child.
15
Chief Financial Officer’s report (continued)
Monthly and annual cost of a youth at Girls and Boys Town 2012
BEE benefic
beneficiary
ficia
fic
iary
a children distribution as at March 2012
White, 18%
Black,
B
Bla
Bl
l ck
k, 82
8
82%
%
Black Economic Empowerment (BEE) scorecard
The recently published Broad-based Black Economic Empowerment Codes of Good Practice allows Girls and Boys Town corporate
supporters recognition for their contributions to our organisation due to the fact that 75% of our services benefit appropriate
beneficiaries. Girls and Boys Town can still issue companies with a certificate that will allow for your contribution to be recognised for
points on your BEE scorecard.
Our organisation is proud to be pursuing a transformational agenda. All our beneficiaries are South African citizens and 82% of them are
from previously disadvantaged communities. We supplement this with interventions that provide direct support to needy schools and
communities.
16
BEE beneficiary children distribution as at March 2012
White, 18%
Black, 82%
Youth ethnicity as at March 2012
Indian, 4%
Coloured, 33%
Black, 45%
White, 18%
To ensure financial and operational sustainability for the years ahead, Girls and Boys Town must continue to:
Generate more revenue than expenses in seven out of every 10 years.
Sustain cash operating reserves of at least 90 days.
Generate at least 5% of income from investments.
Practise zero-based budgeting.
Use appropriate leverage in financing the organisation.
Generate more income from non-governmental sources.
Apply financial flexibility to accommodate changes in service delivery.
Reduce expenses and continue with the “Eagle” (enhanced ability to reduce expenses) initiative.
Comply with the guidelines on good corporate governance.
Maximise the cents in each rand that reach our beneficiaries.
Tommie Veldman
Chief Financial Officer
17
18
“So many young ones
rediscovering their pride”
19
Gauteng fundraising report
For the past two years, our work was affected by a number of
challenges – as well as changes brought about by the merging of
our offices in Johannesburg, Pretoria and Benoni.
Our team has received specific training and development in
order that we achieve our goals and strategic initiatives, including
successfully increasing the level of sustainable income to the
organisation during the difficult economic conditions.
We have focussed on:
improving the service of our existing donors;
ensuring that new donors and partners represent the
demographics of South African communities; and
reducing fundraising costs.
The Gauteng Fundraising team feels inspired by the Girls and
Boys Town goal “to remove the barriers that challenge youth at
risk”. Our tasks are not always easy, but the payoff is seeing our
youth grow. As someone once said: “Every child is gifted, they
just unwrap their packages at different times.”
Ingrid Dyzel
Gauteng Branch Manager
20
Western Cape fundraising report
Girls and Boys Town create better communities by giving
youth another chance and an opportunity to change their life.
We create assets to society instead of liabilities.
During 2010 Western Cape Fundraising’s strategic plan was to
cover 80% of our cost with sustainable income while providing
100% service to our donor base.
Fundraising has had many challenges with the worldwide slump
in the economy. With banking charges extraordinary high, our
sustainable income via debit order/credit card has taken strain.
Donors no longer wish to do the former and prefer a yearly
‘once off’. Our focus has had to change with more intense
sourcing taking place with the donors’ needs in mind. BEE and
tax incentives has also played a role along with enlightening
our donors of the different ‘Services’ Girls and Boys Town offer.
Our task is to find where our donors’ focus lies as they want to
know how their funds are being utilised.
We have had to rely on our loyal existing donors to increase their
current contributions with surprising results. We would like to
thank them for their generosity and on-going support. The youth
in our care salute our esteemed donors.
2011 – our challengers grew, a need for new donors became
greater as the existing donor base once again took strain, due
to the downturn in the economy e.g. retrenchment, retirement,
soaring costs etc., some strategising/motivation was needed
for fundraisers. This took the form of incentives which produced
amazing results.
We are positive that 2012 will be a year of growth and remain
positive particularly to the youth in our care.
We are excited to be offering our donors to fund not only
Residential Care but Family Services, Evaluations and Research,
Education and Training.
Successful youth – our strength, our future.
Patricia Roberts
Western Cape Branch Manager
21
KwaZulu-Natal fundraising report
During the period under review, KwaZulu-Natal Fundraising faced
seemingly insurmountable challenges but emerged stronger.
We have redefined our focus areas and rebuilt our passion and
commitment to the cause.
One of the challenges has been the recruitment and retention
of good staff in order to continue and grow existing donor
relationships.
To this end, fundraisers have been encouraged to further
their professional development by attending seminars and
training courses, reading books, using the internet as a tool for
networking and gaining fundraising ideas and insights. It is also
crucial to build effective support systems and create a culture
that it is everyone’s responsibility to help further the organisation’s
vision and mission.
So, congratulations to the entire Fundraising team for their
commendable performance and remarkable resilience this last
financial year. We’ve proven the power of team work.
The slump in the economy continues to challenge not only our
resources but our energies and abilities to grow a sustainable
income stream. Our fundraising strategy is threefold:
Cover 80% of costs with sustainable income (debit orders).
Service the entire donor base.
Grow the donor base annually.
As donors prefer to contribute via electronic fund transfer rather
than through debit orders, we are experiencing unpredictability
in funding. Servicing the entire donor base is dependent on
maintaining a full staff complement and sufficiently high levels of
motivation and passion. Finding new donors has been particularly
trying – often due to the fact that individuals and companies are
reluctant to make commitments in the current economic climate.
However, all is not doom and gloom as Girls and Boys Town
KwaZulu-Natal is blessed with many loyal and generous donors
who do not hesitate to reach out a helping hand to a child in
need.
Our heartfelt gratitude goes to every person who contributed in
their own way to the organisation’s ability to provide opportunities
for our youth and families to succeed.
Furthermore, the stated challenges have sharpened our focus on
developing new and innovative ways to achieve the fundraising
strategic goals. Over the next two years, the KwaZulu-Natal
team will:
Engage prospects and donors in new, creative ways and
network innovatively and professionally to identify new donors.
Tailor-make project proposals to suit focus areas.
Ensure we are transparent and accountable in meeting
requirements highlighted through donor feedback.
Build sound relationships to ensure sustainability.
Work to gain and strengthen trust and loyalty.
The KwaZulu-Natal Fundraising office moved in February 2012
from Glenwood, where we had been located for six years, to the
Tongaat Youth Development Centre. The move was necessitated
by the organisation’s strategy to reduce liabilities and maximise
usage of existing assets. Renovations were undertaken and the
team is now adequately housed in new offices, with beautiful sea
views and an atmosphere conducive to great fundraising.
We feel privileged to be associated with Girls and Boys Town. We
are able to present donors with:
Holistic and innovative programmes and services for youth and
family care.
Sustainable projects that help build better communities and a
greater nation.
A guarantee that we will give youth at risk a second chance at
becoming socially responsible and successful individuals.
A sound compliance structure with the principles of good
governance.
I would like to express my sincere thanks and appreciation to all
the people who play a role in the lives of youngsters in care and to
those who financially invest in uplifting those lives, and hope that
you may be abundantly rewarded and eternally blessed.
“Our duty is to proceed as if limits to our
ability do not exist.” Teilhard de Chardin
Preya Gouden
KwaZulu-Natal Branch Manager
22
Adventure in the Wilderness – helping heal troubled souls
For most of us, a trip into the wilderness is exciting, restful and
food for the soul. We imbibe the relative silence of the wind
rustling through the grasses and trees, the quiet and rhythmic
plucking of leaves and grass, as animals graze and absorb our
African sunrays, while watching over and nudging and nurturing
their young. For those of us who are a little older, we marvel at the
youngsters who accompany us on these family holidays and yell:
“I saw an ear twitch” and after engaging visual contact through
binoculars, we see them too: a pride of lion dozing in the morning
warmth. A sight we would surely have missed if not for our young
family members with their sharp eyes and eagerness to see that
which would otherwise remain hidden. Indeed, exhilarating food
for the soul.
And so the wilderness brings a sense of balance and wellbeing – and its therapeutic value for young people at Girls and
Boys Town. Growth and change usually occur when one faces
a real challenge, struggle or some form of threat. Wilderness
therapy – or adventure – is often the only way to reach children
who experience resistance towards positive relationships or
therapy. These are young people who have totally lost trust in
adults, either on a personal or social level or through their years
of various therapies – where their lives have not significantly
changed.
Many of our Girls and Boys Town youth have suffered abuse or
difficulty for many years – and have sometimes experienced as
many as nine or more placements before they reach Girls and
Boys Town. Our job is to find right ways to reach these young
people, help them to find and understand themselves, end their
protracted experience of themselves as failures – and help them
to spark, and then to shine.
The mind, like the body, is unique to each individual child.
What works for one does not necessarily work for another.
Some children can spend their days playing in sandpits and rolling
about the lawn – others can’t. They are allergic to pollen, grass,
dust or might not find interest in such activities. Similarly, there
are many children who respond well to more traditional forms of
help – and then there are others who are emotionally resistant
or “allergic” to these more traditional interventions, for example,
lack of trust of adults, satiation and loss of hope in what has
been done before. These young people need for us to figure this
out – they need different kinds of opportunities to experience
themselves and others in order that they are open and able
to learn, reflect, adapt and shine – and various activity-based
programmes including exposure to the wilderness can offer them
these opportunities and hope.
… they gave me strength to go on. I’m not just saying
this but it’s true. I truly changed when I went there even at
school I don’t just waste time on nonsense anymore.
23
Adventure in the Wilderness – helping heal troubled souls
(continued)
Therapeutic and adventure experiences work for these young
people who are weary and resistant because:
This is learning within the context of a group – learning with and
from others (as opposed to you needing to accomplish this on
your own, in a one-on-one office based situation).
The difficulties are experienced, rather than only discussed, and
then reflected upon and related to existing life challenges and
coping strategies.
Nature and adventure become the tools of communication and
create the opportunity for and of personal discovery – rather
than the high pressure situations of individual therapies and
interventions.
Where adventure experiences are often stressful and physically
challenging they are also exciting – and in most instances
new experiences for youth. The learning thus becomes an
adventure rather than a job and hence effective, motivating
and healthy for our young people, as so eloquently expressed
by one of our girls on her return from such a therapeutic
adventure
At night there was a set time on who will
guard the camp – it gives you the creeps but
at the same time it gives you the responsibility
as you are watching over everybody sleeping
and snoring.
“I am happy because even though it’s over, I know I will always
have this amazing experience in my memories and my new
friends in my heart forever. I just want to say thank you to every
single person who made this life-changing experience possible.
I will never-ever forget it for this opportunity of a lifetime. I will
be forever grateful!”
When I went to the wilderness, I felt like a
different person it changed me in a good way,
though. I used to be rude with my friends but
have changed.
24
Fundraising report (continued)
“Girls and Boys Town is a
story of faith, courage and
compassion ”
.
25
25
Organisational structure
Chief Executive Officer
Lee Loynes
Two executive secretaries
Chief Financial Officer
Chief Fundraising Officer
Tommie Veldman
Norden van Zyl
Human Resources Coordinator
Rorisang Kgampe
Finance and payroll
administration
26
IT administration
Six fundraising
staff teams
One National
Six fundraising
corporate
staff teams
fundraiser
Department:
Marketing/Public
Youth
Relations Function
Services
Head:
Residential
Services
Division
Derrick Groep
p
Residential youth
development
managers and support
services managers in
eight centres
and Mail Appeals
Head:
Training
and Education
Services
Division
Margaret Balazi
Regional training
coordinators
Head:
Family
Servicess
Coordinator
ato
orr
Karen Farred
arre
ed
Learning support
educators in four regional
learning support centres
Head:
Evaluation
and
Research
Services
Division
Peter Marx
Regional family
social worker and
social auxiliary
teams
Nationally
functioning
evaluators and
researchers
Family Services
Division
Evaluation and
Research
Services Division
The four youth services divisions
Residential
Services Division
Training and Education
Services Division
Youth Development
Centres
Regional learning support remedial centres
Family Homes
Regional training teams
National Hotline
Programme and
model evaluations
Regional
assessment
panels
Research
Building skills in
high-risk families
Foster care
27
28
“On a journey of courage
and hope and the triumph
of faith”
29
Division: Human resources report
“People become really quite remarkable
when they start thinking that they can
do things.
When they believe in themselves then
they have the first secret of success.”
Norman Vincent Peale
The role of the Human Resources Department is influenced by a
variety of internal and external factors that affect the organisation
both negatively and positively.
Recruitment
Recruitment of new staff is influenced by a number of factors.
External factors
A limited recruitment effort may generate many applications if
there is an abundance of skilled and qualified candidates who
match the job specification.
Skills shortage requires large compensation packages in order
to attract the right candidate.
Government policy influences recruitment, particularly
employment equity and affirmative action.
Internal factors
The organisation’s broad long-term plans are the basis for the
detailed shorter-term plans which guide recruitment.
Girls and Boys Town has a clear recruitment policy which
identifies vacant positions in terms of legislation, such as
affirmative action, employment of handicapped candidates or
promotion from the inside.
Recruitment is undertaken in order to attract sufficient job
candidates who have the necessary potential, competencies
and characteristics to fulfil job needs and assist the
organisation in achieving its goals.
Girls and Boys Town’s recruitment policy stipulates broad
guidelines on how the organisation deals with recruitment.
This is target-market orientated, so advertising strategies vary
according to the kind of candidate we are looking for.
In future Girls and Boys Town will use business plans to ensure
strategic recruitment.
Organisational development
Girls and Boys Town is committed to further developing, training
and educating our employees. Organisational development
improves the performance of employees so they meet required
standards of performance. It helps to identify and address training
needs. Furthermore, it fulfils a number of crucial roles:
Preparing employees for future internal positions.
Preparing employees for forthcoming organisational
restructuring or change.
30
Ensuring marketplace competitiveness by retaining employees.
Increasing literacy levels of employees.
Increasing job satisfaction and thereby benefitting the organisation.
Improving interpersonal skills and making the organisation a more desirable employer.
Promoting effective communication within the organisation through ongoing interaction between superiors and subordinates.
The organisation is continuously training employees in job related learning that is provided by external agencies. We aim to improve
employees’ skills, knowledge and attitudes so that they can perform their duties according to prescribed standards.
Human Resources intends implementing an employee education programme where the organisation prepares an individual for the
next level in their career after a successful performance appraisal.
Girls and Boys Town complies with the Skills Development Act 55 of 1998. In addition to employees who have been awarded bursaries
for further tertiary education, we have also ensured that 70 employees go for further on-the-job training.
Additionally, Girls and Boys Town has a code of conduct that applies to all staff.
Employment Equity
The chart below indicates that the organisational gender and racial equity is balanced and Girls and Boys Town complies and aligns
itself with the Basic Conditions Act 75 of 1997 and Employment Equity Act 55 of 1998.
Gender and race compilation
100
80
60
40
20
0
White
䢇 Male
䢇 Female
African
Indian
Coloured
䢇 Total
Health and Safety
Apart from the Common Law right to work in a safe environment, the employees also have to be involved in health and safety
considerations and decision-making.
The role of the Health and Safety teams is to:
Protect health and safety of people within the organisation;
Identify risks and hazards and control and minimise the risks relating to health and safety in the organisation;
Provide and encourage employee participation in matters of health and safety through Health and Safety representatives
and Committees;
Provide for effective monitoring of health and safety conditions in the organisation;
Provide for investigations and inquiries to improve health and safety; and
Promote training, culture, cooperation and consultation on Health and Safety between the State, employer and employee,
thus ensuring legal compliance.
31
Division: Human resources report (continued)
The Department of Labour assists us in complying with relevant
Health and Safety regulations. The Health and Safety teams
have been elected and are operational. The teams will be rolling
out their plan of action in July 2012 as Girls and Boys Town has
earmarked the month of July for a Health and Safety drive within
the organisation, when we will reflect on achievements and
identify new initiatives.
Safety audits are adhered to, and the quality of our organisation’s
safety policy, programmes, procedures and practices enables
the employer and employee to timeously detect potential risk and
threats to the organisation.
Performance appraisals
This is a formal, systematic process during which the job-related
strengths and weaknesses of employees are identified, observed,
measured, recorded and developed.
The programme assists in identifying the shortcomings of the
employees’ performance and finding possible solutions of
these problems. It is imperative that employees should be
open-minded about the process, as it also interacts with an
individual’s development and training needs and the succession
plan within the organisations.
The programme assists with personal recommendations for
remedial interventions, for example referral to an Employee
Assistance programme (performance impairments may be due to
personal problems, for example, financial difficulties or death of a
family member).
Employee wellness
Girls and Boys Town will adopt a preventative approach to
employee wellness which will incorporate various strategies,
policies and action plans.
We have already introduced an annual national wellness day
event, which includes a comprehensive health screening that
enables employees to detect individual health problems timeously.
Habits, knowledge and attitudes are also screened in order
to inform employees about their health and to make informed
decisions regarding their lifestyle.
The wellness day events also enhance the social dimension of
the work environment and lead to constructive interaction and
communication, which fosters a sense of togetherness and team
spirit among employees.
Cultural and historical diversity
Girls and Boys Town celebrates the South African constitution,
landmarks in our history and believes that commemorating
special cultural days adds fun to the workplace.
Human Resources drove the initiative for all employees to wear
school uniforms on 16 June to mark Youth Day and remind us
that youth are our primary point of interest.
The organisation will celebrate the National Braai and
Heritage Day – also popularly called the Braai4Heritage –
on 24 September.
Individual development plans derived from the performance
appraisals are in place and both management and subordinates
comply with the procures.
In the future, we plan to link an electronic system such as the
iSight to the performance appraisal programme, which will assist
managers in keeping an electronic paper trail and in measuring
the time spent on performing various tasks.
32
Rorisang Kgampe
Human Resources Coordinator
Division: Evaluation and research report
The last two years have been a very exciting period for the
Evaluation and Research Division.
that youths navigate when leaving care and what happens
as they establish themselves as independent adults. Rarely
have studies attempted to formulate a theory to describe and
perhaps even explain or predict patterns of care-leaving.
The division’s primary focus is to ascertain how successful is Girls
and Boys Town in achieving its mission to remove the barriers
that challenge youth at risk. The information that is made available
through our team’s work impacts on a number of the key drivers
within our organisational strategy. In support of the Service
Excellence driver, it guides us on how to improve the quality of
our practice across the other strategic drivers including access to
resources, brand development and care of youth and families.
The Girls and Boys Town study has ambitiously endeavoured
to do just that, and the full report expands on the five social
processes that form the structure of the theory about
youth leaving care and journeying towards independence.
“Recommendations for practice” suggest how we can enhance
the quality of care we provide to youth while they are at Girls
and Boys Town in order to better prepare them for a more
successful journey to independence.
Research Division
We have received some international interest in the report
and Prof van Breda will be publishing at least three papers in
recognised child and youth care journals.
Introduction
Notable developments
Voluntary assistance from Prof Adrian van Breda of the
University of Johannesburg
Prof van Breda voluntarily provided invaluable assistance with
the establishment of a long-term direction for the research
department. He also led the research for the first phase, and
now that it has been completed, he has agreed to continue in
a consultative capacity. It is due to his advice and contributions
that this division has been able to realise some of the other
important achievements.
Establishment of the long-term research direction
A four-year research proposal was established consisting of
three phases.
The first phase would begin with interviewing youth who have
left some years ago to discover the journey they had taken
since leaving Girls and Boys Town. The insights gained from
this first phase would guide the establishment of longitudinal
research that would be refined and instituted over the next
three years.
This research would then continue indefinitely into the future in
order to provide current data that illustrates our success and
whether the work we are doing is in fact achieving our mission.
This is an ambitious project in an area that has not had many
longitudinal studies worldwide. Therefore it has the potential
to be ground-breaking, and not only help Girls and Boys Town
achieve service excellence, but be useful to the broader field of
child and youth care.
“Journey towards independent living” – completion of the first
phase of research and report
Nine young men who left Girls and Boys Town in 2006 or 2007
were interviewed to map out their journey since they departed
from our centres. The research report released in 2012 raised
several critical factors to inform a fledgling theory about the
path of youth who leave residential care.
Several international research projects on youth leaving care
facilities have been conducted in recent times, but few studies
have endeavoured to identify the actual social processes
A key finding coming out of this research is that the journey
towards independent living is a struggle for youth leaving our
care. They struggle to avoid the pull of their past negative
experiences and to establish themselves as materially
independent with jobs, places to live, transport and leisure
activities. The evidence enables us to understand what else
we can do to assist during this difficult transition process.
However, while the struggle that leads to achieving successes
is important to these young people, what is emerging as
the priority in their journey toward
independence is what we have called a
wish for ‘authentic belonging’. This is a
need for a genuine experience of being
loved and of fitting into a social system
such as a family.
The full report is available at
http://www.girlsandboystown.org.za/
journey.html.
Board agreement to extend the research budget over the next
three years
After a presentation to staff and the Board with regard to the
provisional results of the first phase of the research last year,
the Board of Trustees agreed to extend the research budget for
the next three years, enabling the continuation of the research
into second and third phases and the employment of a senior
researcher on a contract basis to lead this research.
Effectiveness of the Well Managed Classroom programme for
educators
In 2010, the Research Division conducted an evaluative
research project on the perceived effectiveness of the Well
Managed Classroom (WMC) programme for educators. This
was undertaken in conjunction with the Education Division.
Staff from one school from each of the nine provinces were
trained in the WMC by the Training and Education Services
Division. The Research Division conducted pre- and postresearch to evaluate the effect and impact of this training.
Exceptionally positive outcomes were achieved and this report
was presented to the Education Division at the end of 2010.
33
Division: Evaluation and research report (continued)
The following are some of the noteworthy outcomes.
Good staff/team relationships exist
% of agreement to question
100
90
80
70
60
50
40
30
20
10
0
Prior to WMC
training
One month after
WMC training
Good learner/educator relationships exist
100
90
80
70
60
50
40
30
20
10
0
Prior to WMC
training
One month after
WMC training
Good ability to manage the classroom
100
90
80
70
60
50
40
30
20
10
0
34
Prior to WMC
training
One month after
WMC training
Research goals for the next two-year period
The organisation has taken a bold step in funding this
establishment of our research direction and we are hopeful
that the research will also be of interest to the international
community thus allowing us to secure funding for longitudinal
research.
The proposals for the second phase of the research need to
be finalised by August 2012 and for the third phase in 2013.
We want to complete the second phase of the research, to
release a report and to begin with the third phase.
Publish research articles in recognised journals during 2012.
The old Protem units have recently been re-established as
impressive Learning Support Centres (LSC) with top quality
educative software resources and serve both our youth as
well as others in the community. It is important for us to be
able to assess the effectiveness of this new service, and we
will establish a data-capture system in order to assess the
effectiveness at regular intervals.
The Family Services Division has been working with the families
in the community and using a specific model (the High-Risk
Model). The Research Division is busy running a study that
will provide data on the effect of this service. The first detailed
report is expected by the end of 2012.
Popularising the research is extremely important, so the
Research Division will begin a drive to make the valuable
research insights learned from the research more accessible
to staff. We will conduct presentations and write articles about
various relevant aspects of the research to ensure it is not only
of academic importance, but that it impact directly on our work.
These three sections of the evaluation are written into a report
that is shared with the campus staff and their supervisors in order
to enable development of action plans and further improve the
quality of care provided to the youth.
Notable developments
Highlighting areas of concern in youth care
The Evaluation Division has played an active role in highlighting
areas of concern relating to the direct care of youth. With
the regular, independent evaluation of each campus, there
have been times when the Evaluation Division was able to
identify areas of concern, which allowed for decisive and
comprehensive action. This was the case when we identified
the need to upgrade several campuses.
Levels of youth satisfaction with campus-based care
Youth at each campus are annually interviewed in order to
assess their satisfaction levels with regard to the care they
receive from the staff. We are pleased to report that the general
satisfaction levels of youth at Family Homes and Youth
Development Centres has been high. Alongside are the
average satisfaction levels expressed by youth when asked the
following question during the last two years: “How satisfied
are you that the staff are helping you with your treatment goals
and preparing you to be successful when you leave Girls and
Boys Town?”
Evaluations Division
The Evaluations Division continues to provide annual or at times
more frequent evaluations of each of the residential facilities.
The evaluations cover three sections: General Consumer,
Youth Consumer and Professional Evaluation sections.
The General Consumer section surveys the campuses’ key
consumers, that is parents of the youth, regional committee
members, referral agency personnel, school personnel, and
support staff concerning their satisfaction with the work of
the campus staff.
The Youth Consumer section entails interviewing the youth with
regard to their satisfaction in being at the specific campus and
the care they receive.
The Professional Evaluation section is where trained evaluators
visit the campuses and assess the quality of programme
implementation and assess the outcomes of the care provided
to the youth at different campuses.
35
Division: Evaluation and research report (continued)
2010 – 2011
Some
dissatisfaction, 11%
Neither satisfied
nor dissatisfied, 5%
Complete
satisfaction, 55%
Some
satisfaction, 29%
This pie chart indicates that 55% of our youth are completely satisfied with the care they receive and 84% express some to complete
satisfaction. Only 11% expressed any dissatisfaction. This was concluded from approximately 180 youth interviews conducted.
The Basic Teaching Licence support for programme implementation
There is a continual drive to enhance the effective implementation of the Model of Care which Girls and Boys Town staff apply. While
it is important to aim for excellence, it is also crucial to establish minimum standards. The Evaluation Division initiated the ‘Basic
Teaching Licence’, which like a driver’s licence, helps to ensure that a minimum standard of implementation is recognised and can
serve as a yardstick against which to appraise staff. During 2011 and 2012, we have been testing and educating youth care workers
and their managers in order to get all staff to achieve this standard.
Introduction of video and photographic material into the evaluation report
Although the introduction of video recording the work of our staff for evaluative purposes was initially met with anxiety, the value of
this form of feedback is proving indispensable. Staff have commented on the value of the video footage to our organisation, which is
helping staff assess, review and where needed, revise their approaches.
Consultation evaluations of consultants
Although we have been evaluating the work of the youth care workers who work directly with the youth at our campuses for some
years, we have recently begun to assess the work of their supervisors and consultants.
Due to the often stressful and emotional nature of working with our youth, the youth care workers rely on consultants for support.
Consultants are specifically trained in the support of the youth care workers, and starting in 2012, the Evaluation Division has
evaluated the delivery of this service to the youth care workers. Annual consultation evaluations are being conducted and reports
written for each of the consultants.
Evaluations of Family Services
Over the last two years, the Evaluation Division has begun surveying the families that the Family Services Division works with, and
assessing levels of satisfaction with the services provided by family workers.
The families working with one of the ten family workers are interviewed about their satisfaction with various interventions undertaken
by the family worker that assists them.
The response from the families over the two years has been encouraging: the graph over the page illustrates the high level of
satisfaction with the effectiveness of the services provided to families across the country.
36
2010 – 2011
Some
dissatisfaction, 4%
Insufficient information
to rate, 2%
Neither satisfied
nor dissatisfied, 5%
Complete
satisfaction, 67%
Some
satisfaction, 22%
The research indicates that, of the 105 surveys undertaken, 67% of the families have been completely satisfied with the effectiveness
of the services they have been provided; 89% have indicated some to complete satisfaction; and only 4% indicating any
dissatisfaction.
Biannual feedback from staff teams to line managers
In the last two years, the Evaluation Division has broadened the survey feedback being collected from the staff teams of managers
to include all line managers. Staff teams working with various managers – Youth Services, Youth Development, Family Home, senior
youth care workers, Learning Support Educators and Fundraising – are surveyed twice a year about the working relationship with
their manager. These surveys provide valuable indication about the role each manager is playing for his/her direct team, and areas
that might need support.
Evaluation goals for the next two-year period
We need to develop capacity in the department, which will entail employing an evaluator in
the Gauteng region and further training all staff in how to conduct new evaluations.
Implementing evaluation processes within the Training and Education Division has become
a priority in order to maintain consistently high standards of training.
While the outcomes of the evaluations impact on annual performance appraisals, we would
like to establish clear criteria and more specific criteria for measuring different levels of
effectiveness for youth care staff.
Peter Marx
Head Evaluation and Research Division
NATIONAL HOTLINE
0861-58-58-58
37
Division: Family services report
Introduction
In 2010, the Family Services Division stated that we aim to: help families and youth as quickly and effectively as possible; improve the
quality of services that we provide to families; monitor and evaluate the quality of services through surveys conducted by the Evaluation
and Research Division; and support and develop Family Service workers through consultation.
Retaining and building human capital is the key to further development and progress. However, naturally people move both within and
outside of the organisation. During the period under review, we bade farewell to Barbara Miller who retired in June 2011 and Vuyani
Mthembu who left Girls and Boys Town to join another organisation, while Eshnett Booysen-Maans became the Youth Development
Manager at the Kagiso campus.
The Family Services Division is nearly at its full staff complement, with the only vacancy being for a Family Worker in KwaZulu-Natal.
There is an opportunity for a promotion in Gauteng where a consultant to the team still has to be appointed.
Changes within the team have not detracted us from pursuing our vision and mission.
Vision:
Families and Children Successful Together
Mission:
Strengthen the Family Strengthen the Child.
Strategic Goal:
The vision and mission are guided by the organisation’s strategic objective, to remove barriers that
challenge youth at risk.
Over the past two years we have focused on the following objectives and services:
Working to ensure that our services are accessible.
Identifying and utilising resources optimally.
Providing services of the highest quality.
Caring for all in a respectful and dignified manner.
Remaining dynamic to adapt our services as required.
Strengthening the Girls and Boys Town brand.
Accessibility
Our statistics indicate that the National Hotline provides an efficient and accessible service. We have recorded that 4 072
people have received telephonic services; 943 have been assisted via e-mail; 156 families have been seen in their homes
by a Hotline counsellor and 60 families have visited the Girls and Boys Town offices in Auckland Park as per the chart overleaf:
38
Hotline statistics 1 March 2010 – 29 February 2012
Total = 5 231
e-mail, 943
Home visits, 60
Calls, 4 072
In-office, 156
Admissions to Girls and Boys Town Family Services
Girls and Boys Town Family Services are accessible to youth and families who were referred to us by welfare agencies. The applications
are screened, assessed and the least restrictive, most empowering intervention is offered to the youth and family.
Nationally the Family Services Division received 548 applications from across South Africa through child welfare agencies during the
period under review.
Applications received per region
Applications assessed per region
250
120
200
100
80
150
60
100
40
50
0
20
WC
Gauteng
KZN
0
WC
䢇 Assessed
Gauteng
KZN
䢇 Placement recommended
The Family Services teams assisted 548 youth and families in different ways: 288 received psycho-social and educational assessments;
82 youth and families received services in the youths’ family home; 178 youth who were not admitted were referred to services that were
more appropriate to their needs.
39
Division: Family services report (continued)
Resources
The Family Services Division was fortunate to receive funding
from the National Lottery Distribution Trust Fund for its full budget
from January 2011 to January 2012.
We continuously attempt to access financial resources by
submitting proposals to departments and agencies which can
assist with funding. Through these attempts, we have secured
funding for two social work and two social auxiliary work posts
from the Department of Social Development in Gauteng.
Submissions have also been made to the City of Cape Town and
the Western Cape Department of Social Development.
We have discovered that maintaining resources in the current
economic climate is a challenge. The Family Services KwaZuluNatal vehicle was stolen in October 2011 and this has affected
services in this region. To compensate, we worked closely with
other divisions to share available resources.
Further assistance from the Fundraising staff have provided us
access to other necessary resources.
Care
The Girls and Boys Town Mobile Family Service teams in
KwaZulu-Natal, Western Cape and Gauteng provinces visit
homes and communities of youth in our care. In this way, we have
rendered services to 146 families of youth who are resident at
Girls and Boys Town.
As a result, young people in the community also benefit from
opportunities that they would not normally be exposed to. In
2011, the Family Services Division was privileged to send two
young ‘emerging’ women on the Wilderness Leadership Camp in
the Umfolozi Reserve.
It was an experience of a lifetime, the girls said. “I got a chance to
connect with myself. I have never done that before” and
“In the community we live, there’s lots to worry about. But in the
bush you don’t have to worry about anything.”
Dynamic
Family Services workers operate in all settings, even the most
desperate and impoverished. Family Services workers are
respectful and non-judgemental of people they work with.
Our workers have had to interact with parents in the Family
Services vehicle outside of the family home, since many of our
families have no privacy in their dwellings. It is this sensitivity and
understanding of the conditions that families contend with on a
daily basis that makes a difference.
40
Another example of a dynamic response to barriers to care is
how the Family Workers have aligned their format for assessment
reports with that used by social work agencies and make their
reports available to the agencies’ social workers. This has
simplified paperwork for social workers who need the reports for
court submissions and has helped to speed up processes so that
children can be placed into safety as quickly as possible.
Service excellence
The following story illustrates how Girls and Boys Town Family
Services workers pursue service excellence.
For KT, one of our Girls and Boys Town Family Services workers,
Friday, 15 April started out as any other Friday. This is usually the
day when she goes out to conduct assessments of youth and
families who have been referred for placement at Girls and Boys
Town. That day, she was to assess families in the Diepsloot area
and she was not expecting any problems.
So she arrived at the family home, to meet the father, SM, his
girlfriend and child (GM) who had been referred for placement.
GM was the only child living in the home. His biological parents
divorced and he lived with his father who subsequently remarried
and had three children with his new wife. Unfortunately, this
relationship also ended and the child was left with his father when
his stepmother and stepsiblings moved out.
GM had already shown he was a survivor. His mother had four
stillbirths before him. KT knew that dad had gone to the agency
social worker because the child kept running away from home.
KT was at the home because she wanted to hear firsthand from
GM and his father about what was going on in their lives. She
believed that it was important to give them the opportunity to
express themselves. She wanted to listen and ask questions to
help them tell their stories.
During her conversation with dad and the girlfriend, KT became
concerned about the mental state and level of functioning of
the father. She gathered that he had an illness that resulted in
his diminished mental capacity. It was since his illness that he
struggled to manage his son, GM. Dad and the girlfriend were
cooperative and said that they needed help. But questions
remained unanswered. They were unable to tell KT how they dealt
with GM running away. Struggling to get a clear picture, KT then
asked to speak to the child.
She carefully put GM at ease and made sure that he understood
why she was there. KT also reassured him that no decisions
would be made about his life without him. At this stage, KT was
able to observe GM carefully and noticed marks on his wrists – a
major alarm bell. She wondered if he was self-mutilating or if he
had attempted suicide. He did not conceal the marks and tearfully
he explained that his father and girlfriend handcuffed him in the
house. He was unhappy at home and there were days when he
did not go home directly from school. Instead, he would go to
his stepmom and stepsiblings. On his return home, he would be
handcuffed. KT now understood why the father and girlfriend had
difficulty describing their disciplining methods.
GM was relieved that someone knew what he was going through
but also worried that his father would get into trouble. KT was
faced with a situation that all social services professionals dread:
the disclosure of abuse and in this case physical evidence to
substantiate the abuse. Legally she was obliged to act but more
importantly, she had to protect GM. He had shared a piece of his
life and made himself and his family vulnerable – which indicated
a level of trust so it was essential that KT’s actions did not betray
this trust. She explained to him that she had to speak to his
father, stepmother and his social worker.
When KT broached the subject of handcuffing with the father
and girlfriend, they expressed relief. Dad knew this was wrong,
but because of his illness he felt unable to care for and keep GM
safe. He thought that handcuffing the boy would keep him safe
and at least he wasn’t hitting him. He asked for help from the
social worker and that is how GM was referred to Girls and Boys
Town. GM confirmed that his father and girlfriend did not hit him
and he was not physically neglected but he felt that his father and
girlfriend were not in touch with him emotionally.
The interviews provided the full picture for KT. Dad was aware that
his action was unlawful and accepted that KT had to report it.
KT discussed the issues with the social worker and they agreed
that given dad’s fragile mental state, GM would be better off in a
place of safety. So KT worked with the local place of safety and
kept dad informed of arrangements, which allowed for GM to
continue to attend his current school.
41
Division: Family services report (continued)
Through much hard work and preparation of the case, KT
succeeded in presenting GM to the Girls and Boys Town panel
on 20 April. He was admitted to the Kagiso campus on 12 May.
Further assistance would be provided to GM’s family so they
could form part of his support network. Dad accompanied him to
Girls and Boys Town Kagiso and expressed willingness to work
with Girls and Boys Town. He was happy that he and his son
were finally getting help.
School placements for boys in care.
Rendering services to families who are far away.
Looking into the future
Strategic objectives will be what guides our work and how we
achieve goals we have identified for the two-year period ahead,
as well as in the long term. We aim to:
The Evaluation and Research Division provides valuable support
that assists the Family Services Division in improving effectiveness
and quality of services. Their data helps to determine the impact
the Family Services workers have on each assisted family and
whether families are empowered and strengthened when services
are ended.
Provide all levels of care as per the Girls and Boys Town service
options that desire the least restrictive option. The Family
Services Division will be working on developing strategies to
assist youth in care to move into foster care placements over
the next period.
Challenges
Respond to needs of families by partnering with community
organisations and accessing Girls and Boys Town resources.
KT’s and GM’s story illustrates how the Family Service Division
has a solution-oriented approach. We address problems head-on
while managing challenges, which have included:
Establish support networks for families in the communities
where they live.
Staff recruitment and retention.
Timeous training of new staff in relevant practice models.
Limited human and material resources.
Develop an indigenous foster care model that is suited to local
needs.
Ultimately, the Girls and Boy Town brand is built when services
are accessible, well resourced, of excellent quality, caring and
dynamic. The Family Services Division is striving to do its part
to build the brand.
Managing the budget without compromising services to youth
and families.
Sourcing sustainable funding for our work.
Keeping up staff morale. Staff work under difficult conditions
and are confronted by the harsh realities of poverty and
deprivation and the suffering of children.
42
Karen Farred
Head Family Services Division
Division: Residential services report
Introduction
The journey towards achieving the goals set for the 2010 – 2012
period was somewhat turbulent and challenges were experienced
on the way. These included:
Turnover of staff and difficulty with replacing lost skills.
Increased applications from exceptionally challenging young
people.
Financial constraints.
But, as every dark cloud has a silver lining, so we are pleased to
report on a number of achievements and highlights.
Youth Development Centres and Family Homes
The Girls and Boys Town strategic intent is to improve the access
to Girls and Boys Town programmes and support services to
youth and families nationally and across all divisions.
In 2011, the Board of Trustees approved changes to the
admission criteria in order for us to admit more youth who would
not normally be admitted to traditional child care centres, as well
as lowering the age of admission for siblings to avoid separation.
There were two main youth admission challenges faced during
the period:
Youth addicted to substances pre-admission.
Difficulty in finding community-based school placements
for applying youth who had a greater than two-year age
grade gap.
In order for us to ensure that needy youth were served and
admitted, we arranged for substance addicted youth to undergo
treatment in rehabilitation centres prior to admission to Girls and
Boys Town centres and embarked on the programme to establish
Learning Support Centres at each Youth Development campus in
order to accelerate learning and bridge disadvantaged learners’
educational gaps.
In order to help youth who struggle to deal with substances,
Girls and Boys Town staff had to get more skilled in working
with affected youth and who require continued support to stay
substance-free after treatment in a rehabilitation centre. We
partnered with SANCA and other specialist organisations that
work with addictions, and our teams have gained valuable
experience in how to manage youth in our programmes who
struggle with addictions.
43
Division: Residential services report (continued)
Academic achievements
The Long-term Residential programme
Academically most of the youth who come to Girls and Boys
Town have some or other challenge or various learning ‘gaps’,
where approximately half of the youth arrive not having attended
school for periods of up to two years. Despite this they manage,
with the support from staff and the Learning Support Centres, to
make acceptable levels of progress and, over time, start to grow
a culture of learning and education.
Implementation of the Girls and Boys Town Social Skills Teaching
programme and motivational system is crucial to teaching
youth appropriate and acceptable alternative behaviours. It
builds and maintains positive relationships between staff and
youth, which in turn leads to youth in our care who are willing
to take responsibility for self and others. They learn new skills
to help them function confidently at home, in school and in the
community.
The national pass rate varied from 70% to 83% over the
2010/2011 period, with 100% of matriculants passing at the end
of 2011. Although these youth have not necessarily proceeded to
study at tertiary level they have all managed to achieve something
after leaving Girls and Boys Town. One of the youth, who had
severe academic challenges, passed Level 4 ABET at the end of
2010 and has been working for a building company learning the
building trade. Another youth is now manager of a restaurant in
Johannesburg, one is working for Pick n Pay, while another has
recently received a promotion.
Other achievements include completing vocational training
courses for example welding, bricklaying, hospitality, refrigeration
and air-conditioning. Achievements such as being made a prefect,
becoming a soccer captain or Victor Ludorum, and receiving a
higher pass grade or an award at school is encouraging. These
are exceptionally uplifting experiences for young people who
have experienced little recognition and acknowledgement before
coming to Girls and Boys Town.
Every effort is made to create opportunities for youth to succeed.
Two youth from the KwaZulu-Natal Family Homes were moved
from mainstream schools where they were struggling to further
education and training college skills courses selected after a
detailed intellectual and vocational/aptitude assessment – and
they both were rewarded with certificates at the end of 2011.
The residential, education and school teams work hard and in
collaboration to ensure that the youth in our care experience a
measure of growth and educational development.
The recently established Learning Support Centres at Kagiso,
Magaliesburg and Macassar Youth Development Centres and
soon at Tongaat, together with support from volunteers, the
internet-based maths programme, in-house libraries and the
ABET accelerator programme have already begun to impact
positively on closing the educational gaps that many of our youth
have. Access to educational programmes broadcast on DSTV
which are available at all our campuses will further supplement
their learning.
44
Special workshops run in October 2011 for Youth Development
Centre staff set the tone for the implementation of the new
and revised Social Skills Teaching programme, as well as
the implementation of a uniform Peer Group System. The
implementation process will be closely monitored by our
Evaluation and Research Division, where their constructive
feedback impacts positively on programme implementation
and developments. Low tolerances for poor implementation
of programme elements has been introduced and the positive
effects are beginning to be seen. The effective implementation of
the Social Skills Teaching Model is crucial for the success of the
youth.
Peer Group System of Self Government
This is one of the cornerstones of the Girls and Boys Town
programme. This leadership system is an empowerment tool
that helps youth create positive change in their environments
and helps them gain new skills and attitudes. It is a leadership
development opportunity that extends far beyond the gates of
Girls and Boys Town.
Each Youth Development Centre has two elections a year. Being
elected as Mayor or Councillor of a Girls and Boys Town Youth
Development Centre is a major achievement – this is a group of
elected youth who are willing to sacrifice much of their free time
to be of service to their peers as Mayors and Councillors. These
young people are trusted with real responsibility and work hard at
making sure they keep the trust placed in them.
The Girls and Boys Town brand is built around the Peer Group
System of Self Governance and it is a strategic priority to
strengthen and retain the Peer Group System at all Youth
Development campuses.
Therapeutic services
Social workers engage in individual therapy as well as
therapeutic group work in order to help the youth deal with
the hurt, pain, neglect and abuse they may have suffered prior
to admission. Their services are supplemented by fourth-year
social work and psychology students who do their practical
work under supervision of our social workers.
The therapeutic services were also supplemented by referrals
to specialists (private and public) such as educational and
clinical psychologists, child psychiatrists, crisis clinics, drug
counselling and rehabilitation centres.
Girls and Boys Town employs nurses who render medical and
educational services to youth.
Other therapeutic interventions such as equine therapy, caring
for abused animals and humane education has benefitted
many of the youth in our care over this period.
Fun, recreation, adventure and community
involvement
The benefits of activities that have the potential of being
therapeutic and developmentally stimulating to the youth have
been confirmed in child and youth care literature. Some of the
activities allow youth to learn to challenge themselves in healthy
ways, rather than engaging in inappropriate and risky behaviours.
It provides opportunities for them to learn the discipline and ethics
of sport and teamwork in a fun way, and which they can carry into
life after Girls and Boys Town.
Several activities and developmental opportunities were created
for our youth over the past two years.
More than 30 youth around the country participated in the
Nelson Mandela President’s Awards programme where they
achieved bronze and silver awards.
Staff from our various campuses participated in a three-day
Outward Bound orientation course in February 2011. This
experience enabled them to prepare the youth better for their
two- to three-week Outward Bound adventures. Ninety of
our youth experienced the fun, hard work, life education and
achievements of these programmes. On their return, all of
the youth expressed how much fun they had and how much
personal growth and development they underwent during
these camps.
Trevor White, the KwaZulu-Natal Family Homes Youth
Development Manager had this story to share.
“Recently, one of these ( ex-) youth has shared with me a more
recent time in his inner city life after the death of his mom,
when he felt absolutely alone for a night – he found himself
remembering Outward Bound – remembering his strengths,
and then problem-solved a way forward. Girls and Boys Town
came alongside this ex-youth to support him through that
difficult time and now he has grown and matured in way we
would greatly admire in our own children”.
Some more feedback from the youth who experienced
Outward Bound:
Rosswald: “I just want to say thank you for the life-time
opportunity. It was a wonderful experience when we learned
about nature and all the wonderful experiences.”
Jason: “It was very nice and I enjoyed it. I wish I could go back
and relive that moment. I have discovered that I can go the
extra mile.”
Zwelakhe: “The most important lesson I learned was
teamwork and how to lead my peers in the right direction.
The abseiling was the activity that contributed the most
to the lesson that I learned. We were taught how to make
friends and to have conversation that makes positive impacts
on each other.”
Thato: “I learned to be more thankful to even the smallest of
things I get and use it in the right ways, to respect and listen to
elders and take even the smallest advice they give, because it
helps you in the future.”
Our invaluable partnership with Outward Bound sadly ended in
December 2012 when the sponsorship funding ended – but we
will look for opportunities to afford our youth these incredible
experiences again in the near future.
The Wilderness Leadership Trails also gave a special
opportunity for 10 youth to develop and grow. Most of the
youth (boys and girls) who went on the 2010 and 2011
wilderness experiences described it as a life-changing
experience.
Damien: “I had never seen an elephant before – it had come
to drink but it was also spraying itself with water. I had grown
in other ways as a person – I learned to be more sensitive and
helpful to others. I learned that life is short and precious. Thank
you for this experience.”
45
Division: Residential services report (continued)
Other activities and developmental opportunities included:
— Participating in Argus and Braite Mountain Bike challenges.
— Outings to various places of fun and special interest, such
as science centre, movies, beach hikes, the observatory,
zoo, skate parks, go-karting, ice-skating, boat trips, off-road
motorbike riding.
— Bullying, sexual abuse, play therapy, the New Children’s Act,
understanding bi-polar and ADHD, substance abuse and
discipline in the workplace.
— Staff also attend all the forums arranged by the NACCW
and the Department of Social Development in the various
provinces.
— Weekend and holiday camps.
— Cooking and cake-icing classes.
— Vegetable gardening.
— Family fun days.
— One youth won a bronze medal in a Muay Thai competition
in Johannesburg in 2010.
— Soccer and rugby games against other teams.
— Participating in athletics, long distance running, jogging and
walking.
— Weekend jobs to help grow independence skills.
— Workshops on substance abuse, self esteem, life skills,
job readiness, leadership etc.
Community involvement activities such as:
— Beach or local village clean-ups.
— Girls providing assistance with care of babies and small
children in a children’s home.
— Youth visiting old age homes to clean gardens and plant
shrubs.
Staffing
Trained, motivated and committed staff are key to the successful
care and treatment of youth. They have a formidable task which
comes with the responsibility to work in this field and their choice
of vocation is indeed commendable.
Outcomes and goals for the next two-year
period
Effective implementation of the Long-term Residential
programme (Social Skills Teaching and consultation) to meet
all needs (safety, emotional stability, nurturance, spiritual,
academic) of youth in care.
Increase consumer satisfaction levels across the board.
Ensure that the Peer Group System is functioning at an optimal
level and that two elections are held a year.
Work collaboratively with other departments (DSD, DBE, and
social work agencies).
Resource campuses adequately and ensure good stewardship
of resources.
Introduce residential programmes for girls in Gauteng and
KwaZulu-Natal.
In closing, we wish to place on record our thanks and deep
appreciation to the many people who have made it possible for
us to continue our work with and for the youth of South Africa.
Without the support of our benefactors, donors and partners we
would not have been able to create opportunities for youth to
succeed.
Special thanks also to the Board of Trustees who have set aside
funding to renovate the old buildings in order to provide a warm
and friendly, family style living environment on all our campuses.
Senior child and youth care workers as well as social workers
posts are all filled.
All CYC staff have been trained in the Long-term Residential
Model as well as in the Consultation Model.
Staff are encouraged to engage in as much relevant training
as possible. The following are some of the courses and
workshops the staff attended during the past two years:
— NACCW Child and Youth Care Training.
— NACCW Biennial Conference in Port Elizabeth.
Derrick Groep
— FICE Biennial International Conference in Stellenbosch.
Head: Residential Services Division
46
Division: Training and education services report
Introduction
As highlighted in our last biennial report of 2010, Training and
Education Services continues to serve all our campuses, homes
and communities. Our mission and vision to uplift the lives of our
young people and communities through training and education
keep us going even when faced with economic and social issues
noted elsewhere in this report.
I would like to sincerely commend and congratulate my team
for walking this journey with me in creating opportunities for our
youth to succeed, no matter what, during this two-year period.
In this report, I would like to highlight the achievements of goals
set in the 2010 report, as well as our goals for 2012 – 2014.
Education services: From Protem to Learning
Support Centres
It gives me great pleasure to report that two of our four Learning
Support Centres have been launched successfully in Gauteng.
The first centre was launched at Kagiso campus on 22 October
2010 followed by Magaliesburg campus on 14 April 2011. Both
occasions were attended by various stakeholders and role players
such as donors, funders, schools, local municipalities, Girls and
Boys Town staff, Department of Basic Education, Department of
Social Services, parents and of course our special guests – the
youth – who wore their school uniforms to honour the events. The
address by an ex-boy was an eye-opener: it was very motivational
for the youth to listen to someone who had walked the same path
as them and they appreciated that hard work will help them fulfil
their dreams.
These centres are indeed unique: the interconnectedness of
the facilities comprising the computer lab, library, counselling
room, classroom and offices creates an atmosphere which is
conducive to learning and teaching and our youth have really
taken advantage of this resource. The Learning Support teachers
and their aides spent two weeks training as facilitators of the
Accelerator programme that has been introduced to these
centres. Most youth who have consistently utilised the centres
after school and during exam preparation periods have already
improved their marks in both English and maths, as figures for
the two campuses illustrate.
Kagiso campus
Maths results 2011
Term 1: from 28% to 62,5% in Term 4
English results 2011
Term 1: from 48% to 85% in Term 4
47
Division: Training and education services report (continued)
Magaliesburg campus
Maths results 2011
Term 1: from 23% to 69% in Term 4
English results 2011
Term 1: from 52 % to 95% in Term 4
Training
A lot has happened within training services since our last biennial
report in February 2010.
During this period, 2 115 educators were trained in the Girls and
Boys Town Education Model workshops in 110 different schools,
impacting on 79 217 learners (as per graphs overleaf).
To keep this momentum, the third Learning Support Centre will
be launched before the end of 2012 at Macassar, while the fourth
will be opened during 2013/4 at Tongaat.
Kwa-Dukuza – ‘Well Managed Classroom’ training with
Principals, Circuit managers and Heads of Departments
from 28 rural and sub-urban schools in Stanger district was
completed.
Academic awards
Completion of the training of schools in the Girls and Boys
Town programmes – ‘Well Managed Classroom’ for all
educators; ‘Administrative Intervention’ for School Management
Teams; as well as completing follow-up ‘consultation’ services
in Gauteng, Western Cape, KwaZulu-Natal, North-West and
Limpopo Province.
Positive recognition is extremely useful in child development
and motivation and the Training and Education Services
Division introduced academic awards at all the campuses and
homes in early 2012. The purpose of these events is to ensure
that our youth not only excel in maths and English, but in all
learning areas.
Our top learners receive certificates, trophies and vouchers for
educational items. This initiative will continue into the future and
we are looking forward to our community, sponsors and donors
joining us and witnessing these events.
KwaZulu-Natal awards day
Other talents were also discovered during the day as our youth
showcased their problem-solving skills.
48
Common Sense Parent workshops were held with 162 parents
from underprivileged communities and other homes in KwaZuluNatal, Gauteng and Western Cape – including to parents of our
youth on all campuses. We also completed Common Sense
Parent training with our head office staff.
The Principals Forum held at Girls and Boys Town head office
trained principals on best practice for discipline within their
schools, building on their training in the Girls and Boys Town
Education Model.
I would like to thank our generous sponsors and funders
who made it possible for us to offer all of these programmes
and services.
Between 2002 to February 2012, the Girls and Boys Town Education Model reached 1 015 schools, 10 925 educators and impacted on
321 937 learners across the nine provinces.
Schools/institutions/crèche’s trained
2002 – end February 2012
500
1
Western
Cape
Gauteng
Number of educators
KwaZuluNatal
Eastern
Cape
Northern
Cape
North
West
Free
State
Limpopo Mpumalanga
Northern
Cape
North
West
Free
State
Limpopo Mpumalanga
6 000
1
Western
Cape
Gauteng
KwaZuluNatal
Eastern
Cape
49
Division: Training and education services report (continued)
Number of learners
175 000
1
Western
Cape
Gauteng
KwaZuluNatal
Eastern
Cape
Northern
Cape
North
West
Looking ahead for the two years ahead of us, the Training and Education Services will focus on:
Opening the fourth Learning Support Centre.
Increasing accessibility for education services to youth in need.
Hosting the National Academic awards for 2012 and 2013.
Training and support for all Girls and Boys Town community schools.
Intensifying our services to other homes and organisations.
Delivering at least 400 presentations on the Girls and Boys Town Education Model.
Margaret Tshikani Balazi
Head of Division: Training and Education Services
50
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o
mmoda
te youth
from all
a
round th
KEY
e countr
y
YDC Youth Development Centre
FH
Family Home
FS
Family Services
E&T
Education and Training Services
QA
Quality Assurance and Research
H
Hotline and counselling service
Contact information
Address
NATIONAL OFFICE
11 Lemon Street, Sunnyside, Auckland Park, 2092
P.O.Box 91661, Auckland Park, 2006
NATIONAL HOTLINE
P.O.Box 91661, Auckland Park, 2006
FUNDRAISING DIVISIONAL OFFICES
Division Head
Telephone
Facsimile
Contact person/email
011 482 2655
011 482 6059
jds@gbtown.org.za
011 482 2655
011 482 6059
Cape Town: 8 Lonsdale Office Park, Lonsdale Road, Pinelands, 7430
021 200 8024
021 534 5431
Durban: 25 Tunny Avenue, Sea Tides, Tongaat, 4399
032 943 3189
032 943 3689
Gauteng: 11 Lemon Street, Sunnyside, Auckland Park, 2092
011 482 2655
011 482 6059
Port Elizabeth: 7 Conventry Street, Sydham
041 484 2575
041 484 2575
0861 58 58 58
Nontokozo Ndlovu
nndlovu@gbtown.org.za
Teboho Nkoane
tn@gbtown.org.za
Patricia Roberts
patr@gbtown.org.za
Denise-Ann Wearne
dwearne@gbtown.org.za
Ingrid Dyzel
ig@gbtown.org.za
Susan Blom
sb@gbtown.org.za
51
Contact information (continued)
Address
RESIDENTIAL SERVICE DIVISIONS
Division Head
Telephone
Facsimile
Contact person/email
021 200 8024
021 534 5431
Derrick Groep
dg@gbtown.org.za
Gauteng Province
Girls and Boys Town Kagiso – Randfontein
011 692 4355
011 692 2253
Girls and Boys Town Magaliesburg
010 593 9069
082 522 3006
Jaqui Michael
jaxnads@netactive.co.za
Merilyn Pick
mp@gbtown.org.za
Cape Province
Girls and Boys Town Macassar
021 857 3930
021 857 1168
Jacqueline Abrahams
jabrahams@gbtown.org.za
021 671 3204
021 671 5041
086 610 4320
Cynthia Du Plessis
cdp@gbtown.org.za
032 943 3055
032 943 3058
Jakes Raman
jr@gbtown.org.za
031 201 5301
031 533 6063
031 201 5301
032 533 4355
Trevor White
tw@gbtown.org.za
021 200 8024
021 534 5431
Karen Farred
kf@gbtown.org.za
Hotline
0861 58 58 58
011 482 6059
Nontokozo Ndlovu
nndlovu@gbtown.org.za
Western Cape Province
8 Lonsdale Office Park, Lonsdale Road, Pinelands, 7430
021 200 8024
021 534 5431
Ann Jacobs
aj@gbtown.org.za
KwaZulu-Natal Province
25 Tunny Avenue, Sea Tides, Tongaat, 4399
032 943 3145
032 943 3058
Radika Fakir
rf@gbtown.org.za
Gauteng Province – Kagiso
c/o Main Reef and Battery Roads, Randfontein, 1759
011 692 1003
011 693 2253
Michelle van Deventer
mvd@gbtown.org.za
TRAINING AND EDUCATION SERVICE DIVISIONS
Division Head
011 482 2655
011 482 6059
Margaret Balazi
gptr@gbtown.org.za
Western Cape Province
021 200 8024
021 534 5431
Howard Stevens
hs@gbtown.org.za
LEARNING SUPPORT CENTRE
Gauteng Province
Kagiso: Corner Main Reef and Battery Roads, Randfontein, 1759
011 692 4355
011 692 2253
Magaliesburg: Old Magalies Road, Magaliesburg, 1739
010 593 9069
082 522 3006
Justice Mahafha
jmahafha@gbtown.org.za
Victor Molefe
victorm@gbtown.org.za
Cape Province
Off Kramat Road, Macassar, 7130
021 200 8024
021 534 5431
Neil Oortman
no@gbtown.org.za
032 943 3846
032 943 3846
Jaya Reddy
jreddy@gbtown.org.za
EVALUATION AND RESEARCH SERVICE DIVISION
Division Head
021 200 8024
021 534 5431
Peter Marx
pm@gbtown.org.za
Cape Province Evaluator
021 200 8024
021 534 5431
Hassiem Heuvel
hh@gbtown.org.za
KwaZulu-Natal Province Evaluator
031 201 1870
0865 923 399
Anna-Marie Horsefield
horsefield@gbtown.org.za
Research Department
National Researcher
021 200 8024
021 534 5431
Researcher
021 200 8024
021 534 5431
Kashiefa Kruger
kk@gbtown.org.za
Lisa Dickens
lisa@gbtown.org.za
Girls and Boys Town
Family Homes: Alpha – Claremont
Dingle – Kenilworth
Girls and Boys Town Tongaat
Girls and Boys Town
Family Homes: Glenwood
Verulam
FAMILY SERVICE DIVISIONS
Division Head
52

Annual Report - Soon to be the new home of

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