Annual Report 2007 - Starfish Greathearts Foundation

GREATHEARTS
FOUNDATION
Annual Report 2007
Starfish Greathears Foundation
Starfish Greathearts Foundation
Patron:
Sir Mark Moody-Stuart
Board of Advisors:
Gordon Hamilton
Hendrik du Toit
The Rt. Hon the Baroness Wilcox of Plymouth
Thras Moraitis
Board of Trustees:
Ed Cottrell (Chairman)
Caroline Theron (Company Secretary)
Caelim Parkes
Katherine Herbert
Paul Seligman
Peter Barnett
Sandi Whiteford
Stuart Boucher
Starfish Greathearts Foundation
2 Gresham Street
London, EC2V 7QP
Telephone: 020 7597 3797
E-mail: [email protected]
Website: www.starfishcharity.org
Starfish Greathearts Foundation is a registered
charity (Charity Commission number: 1093862).
This annual report has been produced at no cost
to Starfish Greathearts Foundation.
Artwork and print costs have been supplied as a
gift in kind by corporate supporters for which we
are very grateful.
We would like to thank Gordon Latimer and
LATITUDE Graphic Design for creative design
and the TPF Group (www.tpfgroup.co.uk), the
UK’s fastest growing print company.
The paper was kindly donated by Premier Paper.
Annual Report 2007
Contents
Statement from our Patron
1
Chairman’s annual review
2
The HIV/AIDS crisis and the plight of orphaned children
3
Service provision growth and organisational summary
4
Crisis intervention
5
Holistic care services
6
Building sustainable capacity through training at grassroots level
7
Case Studies
8
Extract from audited UK ‘Report of the Trustees and Financial Statements’
9
Fundraising highlights
14
Supporters
15
pg 1
Starfish Greathears Foundation
Statement from our Patron:
Sir Mark Moody-Stuart
There were an estimated 1.7 million new HIV
infections in sub-Saharan Africa in 2007 - a
significant reduction since 2001. However, the
region remains the most severely affected. An
estimated 22.5 million people living with HIV, or
68% of the global total, are in sub-Saharan Africa.
Eight countries in this region now account for
almost one-third of all new HIV infections and
AIDS deaths globally.
Despite the severity of this situation, many people
primarily think of AIDS as something that affects
adults. Since HIV is commonly transmitted through
sex or drug use, people do not generally think of it
affecting children.
South Africa is currently experiencing one of the
most severe AIDS epidemics in the world. An
estimated five and a half million people live with
HIV in South Africa and there are up to 1,000
AIDS related deaths occurring every day. The
result is that the number of children in desperate
need of help and support continues to spiral in
communities across the country.
must not fail because at the heart of the crisis,
are millions of children whose family units are
disintegrating. The combination of poverty, stigma,
isolation and the sheer numbers of children being
orphaned by AIDS demands that we upscale our
efforts.
The response must of course come from the
mobilisation of governments, donors, civil society
and business. As Chairman of Anglo American plc
and the Global Business Coalition on HIV/AIDS,
TB and Malaria, I am involved in the business
community’s response to the AIDS pandemic. With
Starfish Greathearts Foundation, I am involved
with an organisation that plays a pivotal role in
responding on the ground, ensuring that orphaned
children receive access to food, healthcare,
education, psychosocial care and are bought up
in a safe and caring environment.
Starfish is a vehicle for changing the lives of
children across South Africa. Together, we can
drive further change, giving hope to many more
children engulfed in the crisis waiting for our help.
We are all tested by this crisis. It is a test of our
stamina and willingness to respond. It is a test we
Sir Mark Moody-Stuart
Patron
Annual Report 2007
pg 2
Chairman’s annual review:
Ed Cottrell
I am delighted to present another strong set of
financial results for the year ending 31st March
2007. Incoming resources have grown by more
than 59%, enabling us to once again significantly
increase the numbers of children we are reaching
in South Africa.
2007 has witnessed a significant development in
our provision of capacity building through training
caregivers to deliver better quality care to orphans
and enabling grassroots community based
organisations to develop their infrastructure.
Enabling communities to reach more children with
better quality care will be a crucial response to the
pandemic in the upcoming years, as the number
of children orphaned by the crisis surpasses two
million. We also remain committed to delivering
and expanding our core crisis intervention
measures and holistic care services through local
project partners.
Our goal for the year was to build on the existing
platform of donor relationships to achieve
substantial growth in funds raised, by reaching
new supporters in all areas of the UK charitable
giving market. Within this context, I am delighted
to report that incoming resources increased to
£595,831 (2006: £368,810). Corporate support
witnessed a considerable rise to £54,328 (2006:
£16,287) and we significantly developed our
income from charitable trusts and foundations to
£128,646 (2006: £22,350).
By the end of the financial year, Starfish was
reaching just over 24,000 orphaned children
throughout South Africa. As of December
2007, we have further expanded our support to
34,000 children in 109 communities. This figure
represents the number of orphans being reached
by three or more types of interventions, such as
a combination of home based care, nutritional
support and educational resources. This is a direct
consequence of the excellent income growth
experienced in 2007 and a measure of what we
can achieve together.
I would like to thank all the generous trusts,
foundations,
companies,
individuals
and
volunteers that help to make our work possible.
Our work is completely dependent on the support
that you provide and we are truly grateful. We
remain committed to accelerating and improving
our response to the crisis in order to make a
substantial difference to as many children as
possible, one child at a time.
Ed Cottrell
Chairman
Starfish Greathearts Foundation UK
pg 3
Starfish Greathears Foundation
The HIV/AIDS crisis and the plight of
orphaned children
South Africa remains the country with the largest
number of HIV infections in the world. HIV
prevalence varies considerably between provinces
from 15% in the Western Cape to 39% in KwaZuluNatal (Department of Health, South Africa, 2007).
It is difficult to overstate the suffering that HIV has
caused in South Africa. With statistics showing
that almost one in five adults are infected, HIV
is widespread in a sense that can be difficult to
imagine for those living in less-affected countries.
Children are left to fend for themselves
in absolute poverty with no support
structure.
With stretched infrastructure and resources, each
life blighted by HIV infection results in a wider
impact on families, friends and local communities.
Ultimately this disease threatens the country’s
long term financial and social stability.
It is thought that almost half of all deaths in South
Africa, and a staggering 71% of deaths among
those aged between 15 and 49, are caused by
AIDS. There are a number of factors influencing
why South Africa has been so badly affected by
AIDS, including poverty, stigma and social and
political instability. At the centre of the long term
impact of the crisis are the children caring for sick
parents who have AIDS or those that have already
lost their parents to the disease and are left to care
for themselves and their siblings.
These children may themselves experience the
discrimination that is often associated with HIV/
AIDS. They may have to care for a sick parent
or relative and have to give up school to become
the principle wage-earner for the family. When
adults fall sick, food still needs to be provided ­and
the burden of earning money usually falls on the
oldest child. More often than not, children are left
to fend for themselves in absolute poverty with no
support structure. They are at extreme risk of HIV
infection and malnutrition and often have to turn
to sex work or crime in order to survive. These
children, across communities in southern Africa,
urgently need our support.
Annual Report 2007
pg 4
Service provision growth and
organisational summary
Our development programmes are based on two
principles. The first is that an orphans family and
local community usually provides the best place
for him or her to grow up. The second is that
communities are best placed to identify their needs
and priorities as well as design and implement
appropriate responses. In developing our
programmes, we promote community ownership
and empowerment within development activities.
It is our aim to be reaching more than
100,000 children within three years.
The services we provide to support orphaned
children can be categorised into three
programmes:
• Crisis intervention
• Holistic care services
• Training and mentoring
We continue to partner more developed
community based organisations to provide our
core programmes of crisis intervention, addressing
children’s immediate nutritional and educational
needs, and holistic care services such as day care
for infant orphans, after school support programmes
and home based care. Through our programme of
training and mentoring for grassroots community
based organisations, we enable organisations
to build sustainable capacity, ensuring that they
can reach increasing numbers of orphans in the
coming years with better quality care.
At the end of the 2007 financial year, Starfish
was supporting more than 24,000 children in 75
communities. Due to the excellent income growth
in 2007, at the time of publication (December
2007), we have increased our reach to more than
34,000 in 109 communities in partnership with
81 local organisations. Each of these children
receives a minimum of three types of care from
Starfish, such as a combination of nutritional
support, school resources and home based care.
It is our aim to be reaching more than 100,000
children within three years.
Starfish Greathearts Foundation is registered as a
charity (1093862) and company (4528018) in the
United Kingdom. Starfish Greathearts Foundation
UK delivers development programmes through
Starfish Greathearts Foundation South Africa,
which is a non-profit organisation (039-447-NPO),
Section 21 Company (2003/002865/08) and
Public Benefit Organisation (930008639) in South
Africa. Starfish has recently launched Starfish
Greathearts Foundation USA as a full time office
in New York and also has a volunteer division in
Canada.
Starfish Greathearts Foundation UK is a member
of the UK Consortium on AIDS and International
Development as well as the Fundraising Standards
Board, a self-regulatory scheme to ensure best
practice in fundraising.
pg 5
Starfish Greathears Foundation
Crisis intervention
Starfish
Greathearts
Foundation
remains
committed to providing crisis intervention
measures focusing on health and education to
ensure that children are able to survive the loss
of their parents to AIDS and continue to attend
school even during times of great trauma.
We provide food parcels typically containing
maize meal, beans, peanut butter, sugar, salt and
porridge, providing enough nutrition to support a
family of four for a month. Our aim is not to create
dependency on food parcels, but help fill the
stomachs of hungry children while we link them to
sustainable sources of nutrition such as community
food gardens. As well as enabling children in crisis
to survive, the distribution of food parcels also
assists staff to build relationships with children
and link them to a local Starfish project where we
can start them on the road to independence.
As well as helping orphaned children to apply for
exemption from school fees, our projects also
provide necessary educational support such as
school uniforms, shoes, stationery and books.
Without these resources, children would not be
able to attend school despite the fact that education
represents the one sustainable means of building
independent and economically active lives.
“Only education can empower young
people with the knowledge they
need to protect themselves and their
communities. Only education can
combat the discrimination that helps
perpetuate the pandemic. And only
education can help children and young
people acquire the knowledge and
develop the skills they need to build a
better future”
Carol Bellamy - Executive Director of the United
Nations Children’s Fund.
Annual Report 2007
pg 6
Holistic care services
The second stage in our care model is to ensure our
project partners concentrate on moving children
towards building independent and productive
livelihoods. Core services include day crèches
for infants, psychosocial care, outreach and
home based care for child-headed households,
homework assistance, after school activities and
linking children to health services.
Food security is a key issue
Food security is a key issue that many of our
projects are focusing on, supporting foster families
to grow vegetable gardens and thereby developing
independence. Other key areas of focus continue
to include support for young mothers at risk (many
orphaned children are left in the care of their
sisters who are aged between 18 and 25) and
‘gogos’ (grannies) providing care for orphans in
their community.
All of our holistic care work is based on the
widely accepted belief that the millions of children
orphaned by AIDS in South Africa will fair better
if enabled to grow up and live within their family’s
community. We therefore link foster families to
government grants and provide direct support for
families absorbing orphans in the community.
Providing a range of innovative, accessible services
that are sustainable and directly meet the needs
of orphaned children is our primary objective. We
are committed to expanding these core services
to other communities in the upcoming years,
giving thousands of children desperate for help,
the opportunities they deserve.
pg 7
Starfish Greathears Foundation
Building sustainable capacity through
training at grassroots level
One of the major barriers to increasing the
numbers of orphaned children reached with care
and support in the upcoming years is the lack
of capacity within communities. Staff, volunteer
caregivers and community based organisations
lack the formal training and skill base required to
reach more children.
Projects have increased their reach
from 1,561 to 5,060 children, which is
an increase of 3,499 children or 224%.
Starfish has responded by rolling out a programme
of training and mentoring for community based
organisations with the view to doubling the
number of children reached by each participating
partner over the course of 18 months. This type
of sustainable capacity building has been widely
accepted as a priority by institutions such as
UNAIDS and UNICEF.
Volunteer caregivers and staff at each participating
organisation receive training in areas such as
orphan care and children’s rights, as well as
ongoing mentoring to enable them to develop the
professional structure and skills needed to reach
non-profit organisational status. Non-profit status
is required to interact with the state on a formal
level. Once organisations have reached this level,
they are able to make referrals to social services
and facilitate welfare grants and schools fees
exemption status on behalf of orphaned children
and foster families. This is why the training and
mentoring programme is critical.
We have now completed the province wide pilot
programme of this work in the Eastern Cape
Province with 15 community based projects. During
the 18 months, these projects have increased
their reach from 1,561 to 5,060 children, which is
an increase of 3,499 children or 224%.
We have now introduced this innovative work to
four other provinces, a number which will increase
further in the near future.
Annual Report 2007
pg 8
Case Studies
Crisis intervention
Starfish contributes towards the funding of monthly food parcels to Sethani.  These parcels reach 200
children each month, all of whom form part of a family in crisis.  The parcel includes maize meal, beans,
rice, oil, tinned fish and soya as well as soap, candles and matches.  “Delivering this type of relief is not
a long-term solution but it does enable these fractured families to stay together through difficult times,”
says Debbie Wells of Sethani. “Once we have helped them to secure state aid in the form of a pension,
foster care grant or child support grant, we are then able to identify another family in greater need of our
support.”
A typical case is a granny who is living on a pension and supporting five school-going orphaned children,
two of whom attend high school.  Without the help of Sethani, these children would have very little chance
of completing their education and receiving the nutrition they need to stay healthy. Whilst visiting these
families, Sethani staff can also identify any health problems and offer counselling to those in need or refer
them to the relevant support organisation.
Holistic Care
Keeping a child within his or her community means investing in the facilities that the community can
provide.  Over the past 4 years, Starfish, through its individual and corporate donors, has assisted in
the renovation of a previously derelict and unused building which now accommodates over 70 children
between the ages of 6 months and 5 years old.  Starfish funding contributes towards the purchase of toys,
books, drawing materials, play equipment and food.  Running costs like electricity and water, as well as a
portion of the teachers’ salaries, are also sponsored by Starfish. 
The Sethani Centre provides a safe environment for older children to take part in after school activities such
as sports, reading, homework, computer courses, arts and crafts. The Centre also provides counselling
and life skills to the whole community to help them cope with the impact of the HIV/AIDS pandemic.
Training and Mentoring
Action and Outreach in New Brighton, Port Elizabeth, certainly lives up to its name in this large township
community. When Action and Outreach first started the programme of training and mentoring in June 2006,
the organisation was supporting just 67 orphaned children.
 
Thanks to the intensive training workshops
and ongoing mentoring over the course of
18 months, Action and Outreach increased
its reach to 283 children by December 2007.
This is an increase of 216 children or 322%.
Action and Outreach’s work now includes
counselling, home based care, skills training,
providing nutritional support through food
parcels and assisting children and foster care
families to access government welfare grants
and ID documents.
pg 9
Starfish Greathears Foundation
Extract from audited UK ‘Report of the Trustees and Financial Statements’
Statement of Financial Activities for the year ended 31 March 2007 (including Income and Expenditure
Account)
Year Ended Year Ended
31 Mar 07
31 Mar 06
Unrestricted
Restricted
funds
funds
Total
Total
£
£
£
£
Incoming Resources
Donations
195,484
116,145
311,629
160,651
Activities for Generating Funds
- Starfish Events
274,244
-
274,244
200,547
- Interest Received
9,958
-
9,958
7,655
–––––––
–––––––
–––––––
–––––––
Total Incoming Resources
479,686
116,145
595,831
368,853
–––––––
–––––––
–––––––
–––––––
Resources Expended
Cost of Generating Funds
146,582
-
146,582
128,168
Charitable Expenditure
- Funding of Starfish SA
337,733
118,268
456,001
366,560
- Governance Costs
3,151
-
3,151
2,250
–––––––
–––––––
–––––––
–––––––
Total Resources Expended
487,466
118,268
605,734
496,978
–––––––
–––––––
–––––––
–––––––
Net Decrease in Funds (7,780)
(2,123)
(9,903)
(128,125)
Fund Balances Brought Forward
147,512
–––––––
2,123
–––––––
149,635
–––––––
277,760
–––––––
Fund Balances Carried Forward 139,732
–––––––
-
–––––––
139,732
–––––––
149,635
–––––––
All results were derived from continuing activities. There were no recognised gains or losses for the year
ended 31 March 2007 other than the net decrease in funds.
Annual Report 2007
pg 10
Balance Sheet as at 31 March 2007
Tangible Fixed Assets 31 March 2007
£
5,070
31 March 2006
£
-
Current Assets
Debtors
Cash at Bank
Creditors: Amounts Falling Due Within One Year
Net Current Assets
16,450
123,792
––––––––
140,242
(5,580)
––––––––
134,662
––––––––
24,517
129,088
––––––––
153,605
(3,970)
––––––––
149,635
––––––––
Net Assets
––––––––
139,732
––––––––
––––––––
149,635
––––––––
Income Funds
Unrestricted
- General
- Designated Funds
115,732
24,000
147,512
-
Restricted
Total Funds
-
––––––––
139,732
––––––––
2,123
––––––––
149,635
––––––––
Approved on behalf of the Board of Starfish Greathearts Foundation
Ed Cottrell, Chairman
25 July 2007
These summarised accounts are an extract of information from the full statutory accounts, which were
approved and signed by the Trustees on 25 July 2007. The Foundation’s auditors, Mazars LLP, have
given an unqualified audit report on these accounts. The summarised accounts are consistent with the full
statutory accounts, but may not contain sufficient information to allow a full understanding of the financial
affairs of the Foundation. Copies of the full accounts may be obtained by writing to the Trust and Corporate
Fundraising Executive at Starfish Greathearts Foundation.
pg 11
Starfish Greathears Foundation
Fundraising highlights
We are extremely grateful for all the support we
have received from our donors. We are delighted
to announce that Investec plc is now generously
providing Starfish Greathearts Foundation with
pro bono office space, facilities and supplies in the
UK. Gifts in kind and financial donations enable
Starfish Greathearts Foundation to reach even
more children every year and we are therefore
very thankful to all our supporters providing gifts
in kind.
Ambassador Scheme:
Starfish launched a new volunteer programme
called the Ambassador Scheme in 2007. The
inaugural year generated £12,087. This scheme
is a unique example of supporter engagement at
all levels. Volunteer ambassador-led events have
included the Richmond to Windsor Cycle Ride
(£6,067) and the London African Music Festival
(£1,157).
Anglo American plc Reception, Craft Market
and Art Auction:
Anglo American plc, which has supported Starfish
since its launch, again hosted the annual art
auction and craft market in December in aid of
Starfish. The craft market and auction raised a
record amount of more than £60,000 and Anglo
American also generously donated £10,000
towards our work.
Charitable Trusts and Foundations:
Income from charitable trusts and foundations
witnessed exceptionally strong growth in 2007.
Starfish secured £128,646 in 2007 (2006:
£22,350) from charitable trusts and foundations.
Grant amounts ranged up to £26,562 in size and
averaged more than £3,000. We are very thankful
to all the trusts and foundations that partner with
us to deliver our much needed work.
Dinners of Hope:
Into its fifth year, greater focus is now being placed
on centrally organised events for this annual
campaign including the Cadburys Schweppes
plc sponsored 10k Breakfast Run on Clapham
Common. The campaign continues to empower
supporters to raise awareness, promote Starfish
and raise valuable funds for our projects. In 2007,
the Dinners of Hope campaign raised £22,133
(2006: £15,879).
Gala Function:
This year’s gala hosted once again at The Brewery
was the most successful to date with net income
increasing to £67,908 (2006: £44,501). More
than 350 supporters came to enjoy the ‘African
Safari’ themed evening and helped us raised
a record amount from the event. We would like
to thank all our event partners for generously
providing sponsorship, donated auction items and
refreshments.
Annual Report 2007
Supporters
We are very grateful to the following charitable,
corporate and statutory supporters for making our
work possible. Our apologies to any supporter
who has inadvertently been omitted.
1st Contact
Allen & Overy LLP
Anglo American plc
Association of Independent Advisors
Barclays plc
Best Companies Ltd
Bloomberg LLP
The Bower Trust
Clara E Burgess Charity
The Arnold Burton 1998 Charitable Trust
Cadbury Schweppes Foundation
Capital International Ltd
Capital Project Consultancy Ltd
The Carphone Warehouse UK Foundation
Catalyst Corporate Finance
Thomas Sivewright Catto Charitable Settlement
The Chairman Charitable Trust
Channel 5 Broadcasting Ltd
Christadelphian Meal-a-Day Fund
Christadelphian Samaritan Fund
Communicator One Ltd
The Coutts Charitable Trust
Makinson Cowell
The Crag House Charitable Trust
The Cumber Family Charitable Trust
Darroch Charitable Trust
The Alice Ellen Cooper Dean Charitable Foundation
The Diamond Trading Company Ltd
Deloitte & Touche LLP
Design for Good
Dimension Data plc
The Dischma Charitable Trust
The Dorfred Charitable Trust
The Dragonfly Charitable Trust
Endeavour Charitable Trust
Ernst & Young LLP
Eton College
F&C Asset Management plc
Allan and Nesta Ferguson Charitable Settlement
Forest Hill Charitable Trust
The Fulmer Charitable Trust
Gallaher Limited
Gale Gardner & Co Limited
GE Capital Workplace Trust
Genworth Financial Ltd
Constance Green Foundation
The Bryan Guinness Charitable Trust
Hamptons International
Doughty Hanson Charitable Foundation
Harford Charitable Trust
The Hasluck Charitable Trust
The Heald Charitable Trust
Alma Jean Henry Charitable Trust
Herbert Smith LLP
The Hilden Charitable Fund
HK & JH Charitable Trust
Investec Asset Management Ltd
Investec PLC
IPC Media Ltd
Isle of Man Overseas Aid Committee
Kedge Capital Services Limited
KPMG LLP
pg 12
Miss W E Lawrence 1973 Charitable Settlement
LCH.Clearnet Limited
The Leaver Family Charitable Trust
Lloyds TSB Insurance
The London Bullion Market Association
The London Metal Exchange
Lovells Ltd
MacQuarie Bank Foundation
Maidenhead Malachi Trust
Marr-Munning Trust
Evelyn May Trust
Mazars Charitable Trust
Microsoft Ltd
The Morris Charitable Trust
The Moffat Charitable Trust
The Monamy Trust
Myristica Trust
Novae Syndicates Limited
Oakdale Trust
Open Gate
The Raymond Oppenheimer Foundation
Orbis Investment Advisory Limited
P F Charitable Trust
Parador Properties Charitable Trust
The Persula Foundation
J S F Pollitzer Charitable Trust
PriceWaterHouseCoopers LLP
Pro-Ex Group Ltd
Purple Results
The Queen’s Silver Jubilee Trust
Rabobank International
Radley Charitable Trust
Rhodes Trust
The Rhododendron Trust
Helen Rice Foundation
Roadshow Promotions and Marketing Ltd
E S G Robinson Charitable Trust
Rose Partnership
N M Rothschild & Sons Ltd
The Rowan Charitable Trust
Ryklow Charitable Trust 1992
SABMiller plc
SA Times
The Souter Charitable Trust
South African
South African High Commission
W. F. Southall Trust
Morgan Stanley International Foundation
Ruffer LLP
Smiths Group plc
Steel Hosting Ltd
The Miss J K Stirrup Charity Trust
SVB Syndicates Ltd
Tomkins plc
TPF Group
The Tula Trust
UIA Charitable Foundation
The Edward Vinson Charitable Trust
Virgin Atlantic Airways Ltd
Virgin Mobile Group (UK) Ltd
Virgin Unite
The Waffle House
Lewis Ward Trust
Mary Webb Trust
Westwind Partners (UK) Ltd
The list is accurate as of 1st December 2007. We
would also like to thank all our anonymous donors,
individual supporters and UK volunteers for their
generous support.
GREATHEARTS
FOUNDATION
Starfish Greathearts Foundation
2 Gresham Street
London, EC2V 7QP
Telephone: 020 7597 3797
Email: [email protected]
Website: www.starfishcharity.org
Starfish Greathearts Foundation is a registered
charity (Charity Commission number: 1093862).
This annual report has been produced at no cost
to Starfish Greathearts Foundation.
Artwork and print costs have been supplied as a
gift in kind by corporate supporters for which we
are very grateful.
We would like to thank to Gordon Latimer and
LATITUDE Graphic Design for creative design,
and the TPF Group (www.tpfgroup.co.uk), the
UK’s fastest growing print company.
Investec kindly provides Starfish Greathearts
Foundation with pro bono office space, facilities
and supplies.