- Social Change Assistance Trust

Transcription

RE-IMAGINING SCAT
2013/2012 BIENNIAL REPORT
SOCIAL CHANGE ASSISTANCE TRUST
2013
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SCAT BER2013-S1 Draft 5.indd 1
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Our Vision:
A South Africa with vibrant
rural communities
Our Mission:
To partner with rural community owned agencies
in order to improve the quality of life
in these communities
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Contents
SCAT Vision and Mission
2
SCAT’s Trustees and Staff
4
Chairperson’s Overview
5
Executive Director’s Overview
6
Programme Manager’s Overview
8
Field Workers’ Reflections 2013
11
Stories from our partner organisations
14
Western Cape – Saron Advice office
Eastern Cape – Tyinira Rural Development Centre
14
15
Financial Overview 2013
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Consolidated Income and Expenditure – Year ending 31st December 2013
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2013/2012 Trustees
Nomfundo Walaza
Chairperson
Sue Anderson
Vice-chairperson
Pete Smith
Trustee
Deena Bosch
Trustee
Khoboso Nthunya
Trustee
Mazwi Tisani
Trustee
Priscilla Sigila
Trustee
Valerie Jonathan
Trustee
2013/2012 Staff
Anthea Davids-Thomas
Executive Director
Mark Volmink
Operations Manager
Seth S. Tladi
Programme Manager
Fatima Abrahams
National Fundraiser
Janine Tilley
Communications
Officer
Pixie Keteyi
Regional Coordinator
Eastern Cape
Colleen Alexander-Julies
Regional Coordinator
Western & Northern Cape
Gerald Hartnick
Field Worker
Western Cape
Erna van der Westhuizen
Senior Field Worker
Western Cape
Nolitha Vanda
Senior Field Worker
Eastern Cape
Vuyo Msizi
Regional Field Worker
Eastern Cape
Hishaam Nordien
Senior Finance Officer
Isabel Mackrill
Bookkeeper
Xoliswa Gongota
Office Coordinator
Nozibele Nongena
Housekeeper
Kezziah Mestry
HIV/AIDS Programme
Co-ordinator
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Chairperson’s Overview – Nomfundo Walaza
As we approach SCAT’s 30th Anniversary, we are heartened
by the achievements and strides the organisation has
made over the past three decades, but mindful that more
needs to be done to further facilitate and sustain the
development of the communities we serve.
Our vision of a South Africa with vibrant sustainable rural
communities is the driving force which has sustained and
kept us on course over the past decades.
The year 2013 was the culmination of yet another strategic
re-imagining process that started in 2012. The Board
of Trustees and staff had embarked on a robust process
of forging a new strategy and direction for SCAT for the
next 5 years. The strategic session hosted earlier in the
year with our funded partner organisations was helpful in
informing and shaping our understanding and response
to the social justice issues faced by the communities we
serve. We are of the firm belief that the knowledge gained
will help us to frame a strategic direction and path that
will see SCAT emerge as a stronger, highly relevant and
increasingly sustainable organisation.
The funding climate within the NGO sector continued
to be a cause for concern. We are grateful to the many
donors who still have faith in this sector and continue
to make available the much needed funding to sustain
our efforts. Our staff have, despite the challenging year
they had in 2012, came out stronger and much more
determined to enable SCAT to deliver on its vision and
mission. I am encouraged by the positive spirit in which
they went about their duties to deliver services to the
poor and marginalised. Through their efforts our funded
partner organisations were capacitated to contribute
towards access to justice for 35 rural poor communities.
We regrettably had to bid farewell to the Executive
Director, Anthea Davids-Thomas, who has served the
organisation diligently for over 12 years. We thank Anthea
and wish her well in her new endeavours. The Board of
Trustees have been recruiting for her replacement and
hope to have a new Director on board soon. We are
grateful that Seth Tladi the Programme Manager agreed
to step in and hold the fort as an interim Director.
Lastly, I would like to thank each and every staff member
for their commitment and hard work. Without the staff
SCAT would not have made the strides it has in the past
12 months. Our work would not be possible without the
Local Development Agencies who provide a gate way
for our staff to enter communities and provide much
needed support.
Many thanks also to my fellow Trustees, who have
provided much wisdom and guidance during this period.
Once again much appreciation to our donors for their
continued support, without which we would not have
been able to achieve what we have over the years.
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Executive Director’s Overview – Anthea Davids-Thomas
SCAT’s primary concern remains that the rights of the
poor are not protected. This is compounded by gender
issues, limited opportunities for sustainable livelihoods
and limited access to justice. The issue which SCAT
attempts to target is the need for a strong civil society in
rural communities which is able to monitor government
service delivery, advance access to justice and promote
the rights of poor people. A strong civil society will result
in a healthy, mature democracy. Therefore my focus
as Executive Director during 2013 was to strengthen
partnerships, increase donor cultivation, improve financial
efficacy and to ensure that SCAT delivered on its mission
towards increasing access to justice for the poor and
marginalised, thereby creating a better life for all.
Our strategy for strengthening partnerships was to
enhance the value of partnerships between civil society
organisations and to pool resources to advance social
justice, given the decrease in development aid. SCAT
believes that through these partnerships civil society
organisations will be able to access local resources within
government and corporate social responsibility funds.
More importantly, partnerships will promote cohesion and
collective efforts amongst civil society organisations and
the growth of the sector. To this end SCAT brought together
40 funded partner organisations to discuss its strategic
purpose towards informing SCAT strategy and relationships
with its partner organisations. These discussions provided
key directives for SCAT for the next few years.
SCAT also had the privilege of hosting the National
Planning Commission (NPC) from the Office of the
Presidency led by Mr Khulekani Mathe, the Senior
Policy Analyst within the Planning Commission. There
was general agreement that the National Development
Plan has to be disseminated at grassroots level and
that SCAT, together with other partner organisations
and the NPC, will explore this matter. We extended this
conversation with stakeholders in the form of a think
tank with key sector experts and partners, hosted by
our Board of Trustees. This process was concluded with
SCAT Trustees and staff consolidating the key themes
that came out of these sessions.
The Raith Foundation afforded SCAT a strategic
opportunity to convene conversations with our funded
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partner organisations and networks in the Eastern Cape
and Western Cape. These conversations were aimed at
assisting the Raith Foundation to define their rural strategy.
Two such sessions were convened in the Eastern Cape and
one in the Western Cape. From our assessment of the
sessions, there is a need for a strong focus on promoting
active citizenship, accessing and disseminating information
related to legislation, advocacy around local governance
and effecting change at this sphere of government.
In addition there also must be focus on finding and
supporting alternative or innovative approaches to dealing
with service delivery issues as opposed to protest action
that often leads to destruction of property.
Another strategic highlight was the hosting of a delegation
from the UN High Commission for Refugees (UNHCR).
The delegation was interested in SCAT’s approach to
partnerships at various levels and how these partnerships
support and advance not only our own work but also
that of other human rights initiatives in South Africa. We
are pleased that SCAT was selected to engage with the
delegation and welcome the praise our work received
from the delegation. Another proud moment for SCAT
Board of Trustees and staff was being awarded the 2012
Inaugural Premier Award from the Department of Trade
and Industry under the category for Rural Development.
SCAT was recognised as one of the leading organisations
for our contribution towards accessing justice for poor rural
communities. This award will go a long way in profiling
SCAT as a leading organisation with key stakeholders in
the development and funding sector.
The climate for raising funds is still uncertain. When
reviewing financial reports of companies in South Africa,
the decrease in their profit margins is evident and
impacts the percentage allocated to CSI work. Despite
this, SCAT was able to raise R9.9m in the form of grants
and donations in support of its work in the Eastern
Cape, Free State, Northern Cape and the Western Cape
provinces. SCAT has also made some headway in building
relationships with potential donors who show interest in
supporting our work.
We are very grateful to our funders who have continued
to have faith in SCAT’s work in poor rural communities. A
special word of appreciation to the Raith Foundation and
CS Mott for their technical support to SCAT’s management
and staff. Their inputs have been very valuable and have
contributed to our work and body of knowledge.
As I leave SCAT after 12 years I am thankful to the
organisation for having afforded me the opportunity
to grow, develop and practise my activism for social
justice, enhanced and strengthened my capacity and
capabilities. It has been an inspiring journey. As I reflect
on the past 12 years, I smile and think of all the amazing
and difficult parts of the journey and celebrate the fact
that I have contributed to an organisation which has
made its mark and will continue to improve the quality
of lives of people in South Africa. I also appreciate
the support I got from the Board of Trustees and staff
during this tenure.
We are very grateful to our funders who have continued to have faith in
SCAT’s work in poor rural communities.
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Programme Manager’s Overview – Seth S Tladi
SCAT provides funding and capacity building support
to community based organisations referred to as Local
Development Agencies (LDAs) in poor rural communities
in four of the nine provinces. The SCAT funding support
is in the form of monthly and quarterly Core Grants to
cover operational and management costs, a Fundraising
Incentive Scheme (FRIS) and a Development Fund for
Training (DFT) for internal capacity building programmes
and target communities. The capacity building support
takes the form of regional cluster workshops and onsite mentoring and support by the SCAT field workers.
As Programme Manager I am responsible for the
implementation of SCAT’s funding and capacity building
support programmes to these LDAs. My department
is staffed with four field workers who are responsible
for providing support and facilitating these capacity
building workshops in the four provinces.
SCAT’s strength as an organisation is to identify and
support emerging LDAs to a level where they are able
to efficiently govern and manage their organisations.
SCAT does this through capacity building workshops in
the areas of governance, management, fundraising and
partnerships and collaborations. In addition SCAT’s field
workers provide on and off-site support and mentoring
to LDA staff and committee members. In 2013, four
emerging LDAs were identified and supported through the
Anglo American Chairman’s Fund. We are happy to report
that, through SCAT’s intervention, all have management
committees in place, two are now registered NPOs,
two have been able to open a banking account for their
organisations, and one has started a food security project
in a local school to teach children about the importance
of growing own food. In addition to the above more than
350 staff and committee members have been capacitated
through the various capacity building workshops held in
the four provinces. SCAT field workers have conducted
more than 200 on site field support and mentoring visits
to SCAT funded LDAs. These visits are intended to provide
the SCAT field workers the opportunity to offer one on
one advice and training to LDA staff and committee
members. This also provides opportunity to assess the
progress of the LDA against set targets and to assist with
corrective measures if needed.
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to start their own food gardens in their own yards. 34 of
these gardeners were identified and trained as master
farmers who each had to mentor five food gardeners in
their respective communities. As a result 118 new food
gardens were established, providing vegetables to nearly
600 household members. In the Eastern Cape, the Youth
Enterprise Development project funded by the ABSA
Foundation enabled SCAT to assist 5 LDAs with income
generating project involving the youth in their respective
communities. As a result the Mqanduli advice office was
able to enter into an agreement with the local school to do
computer literacy training, other LDAs are in negotiations
with local businesses to act as their suppliers of their
produce, namely eggs, honey and bread and some of the
youth have been able to use the skills acquired to find
alternate forms of employment.
The SCAT LDA development model, in which LDAs are
classified into three main categories – namely Established,
Developing and Emerging – was piloted towards the end
of 2012 leading into 2013. In this model Established LDAs
are Community Based Organisations (CBOs) which have
matured to a level wherein they are in a position to mentor
developing and emerging LDAs. To this extent 15 LDAs
in three provinces were identified as ‘Established’, 9 as
‘Developing’ and another 15 as ‘Emerging’. The impact of
this model was demonstrated by the increase in the levels
of Fundraising Incentive Scheme (FRIS) claims towards the
end of 2013. FRIS is integral to SCAT’s support to its partner
organisations. Another highlight of the model was the
involvement of 4 LDAs in the Western Cape in facilitating
regional cluster workshops and mentoring peer LDAs in
their regions. The feedback received from mentored LDAs
was very positive and has given us the impetus to do a roll
out of the model into other provinces in the new year. SCAT
sees this as a model for the future in building the capacity
of community based organisations to render much needed
services in accessing social justice for the poor.
The EU HIVOS Eastern Cape Migrant Project (ECMP)
is another 2013 success. SCAT, in partnership with the
Project for Conflict Resolution and Development (PCRD),
have implemented a project in the Eastern Cape aimed at
capacitating ten CBOs to deal with refugees’ and migrants’
issues in their respective communities. To achieve this,
LDA staff and committee members were taken through
the refugee and immigration laws as provided for in
the Refugee Act of 1998 and the Immigration Act. This
includes other related pieces of legislation as well as
aspects of our Constitution Act no 108 of 1996. We now
have 10 community advice offices in the Eastern Cape who
are able to empower their communities and to mediate in
issues affecting refugees, asylum seekers and migrants.
Our institutional capacity building programmes have
borne fruit in the past twelve months. Through the
Wesbank funding support, SCAT has capacitated 176
food gardeners in four communities in the Northern Cape
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SCAT would like to acknowledge the critical role played
by the Lawyers for Human Rights based at the Nelson
Mandela Metropolitan University in Port Elizabeth.
In the Western Cape 15 paralegals were taken through
and have completed an accredited paralegal training
course. One of the paralegals, Mr. Jonathan van der
Westhuizen from Graafwater, was amongst the top
students of the class of 2013. We are excited about this
project as 15 communities in the Western Cape now have
access to qualified paralegals. This translates to over
15 000 people having access to credible and informed
paralegal services. We are also excited by the fact that
15 LDAs in rural Western Cape have received training in
the areas of governance, fundraising, sustainability and
advocacy. This will help them further successfully govern
and manage their organisations.
SCAT, as an intermediary grant maker, makes available small
grants in the form of core grant funding to cover operational
and management costs, Fundraising Incentive Scheme
(FRIS) and the Development for Training Fund (DFT) for
internal capacity building programmes that target their
respective communities. A total of R3.4m was disbursed
to 39 LDAs in the four provinces. This has enabled SCAT to
ensure that these LDAs are able to keep their doors open
and to provide access to justice to 39 communities. The
chart and table below is a diagrammatic presentation of
the funding allocation to our partner organisations. LDAs
received in total R697 903 and R261 416 in FRIS and DFT
claims respectively. Core grant payments for the year
amounted to R2.226m.
I would like to acknowledge the hard work that the team
has put in during this year. Their passion for this work and
commitment amazes me. I also want to acknowledge the
work done by our partner organisations in the various
provinces despite the many challenges they were faced
with. Let me also thank our Board for their vigilance and
direction in the past year.
Chart 1: Funding allocation
7%
8%
66%
19%
Core Funds
FRIS
DFT
Food Security
Table 1: SCAT Grant funding allocation 2013/12
3000
2013
2500
2012
2000
1500
1000
500
0
Core Funds
FRIS
DFT
Food Security
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Our role as field workers is to implement SCAT support
programmes to funded organisations in the provinces
where SCAT has a working presence. This support is in
the form of on-site field support and mentoring during
which we provide training and advice to the staff and
committee members of SCAT-supported organisations.
We also facilitate provincial cluster workshops in which
staff from the various partner organisations are equipped
with skills and knowledge to successfully manage and
grow their organisations. In addition we offer technical
advice to the management committees of these
partner organisations in the areas of governance and
management. Another important role that field workers
play is ensuring that LDAs comply with SCAT funding
requirements and operate within current legislation
governing the operation of NPOs. There is also an
administrative function that field workers are expected
to carry in terms of the processing of FRIS and DFT
claims from the LDAs, analysis of the LDA monthly and
quarterly reports and ensuring all relevant and important
information is kept on file for future reference.
This year a total of 39 LDAs were supported and mentored
by four field workers in the four provinces, namely Eastern Cape, Free State, Northern Cape and Western Cape.
The team managed to achieve the following in the past
12 months:
• 353 staff and committee members of the various LDAs
were capacitated in the areas of governance, management, fundraising and partnerships and collaborations
• 205 on-site field support and mentoring visits were
completed with 39 LDAs
• 20 workshops were completed, ranging from Institutional Capacity Building to Enterprise Development
• More than R800 000 of FRIS and DFT claims were
processed and disbursed to various LDAs
• 106 food gardens were started in the Northern Cape,
benefitting at least 500 rural households
We have many highlights and success stories to share
from the field. The introduction of the SCAT LDA
development models is one such highlight for 2013. The
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fact that SCAT was able to identify and mentor four LDAs
in the Western Cape to provide mentoring support to
their peer organisations is proof of the success of SCAT’s
intervention. Another highlight was the achievement of
one of the paralegal staff who was nominated as one of
the top students for the class of 2013 by the Law Society
of SA in Cape Town. Three of our funded organisations
in the Eastern Cape were able to form partnerships
with other local stakeholders, including government
departments, to assist them with use of available land for
income generating projects and food security projects. In
the Northern Cape one of the LDAs involved in the food
gardens project received assistance towards their project
in the form of a tractor donated by the local Department
of Agriculture. The successful completion of the Eastern
Our role as field workers is
to implement SCAT support
programmes to funded organisations
in the provinces where SCAT has a
working presence.
Cape Migrant and Refugee Programme is also a major
achievement and highlight for 2013. In as much as there
were successes we also had challenges. Most of the
organisations in the Eastern Cape did not have access
to FRIS and DFT funding in 2013. FRIS funding is seen
by many of the partner organisations as a means to
achieve sustainability. Therefore their inability to access
FRIS funding poses a major financial challenge for their
organisations. This affected the implementation of
their programmes and projects in many respects. Field
workers had to assist these organisations with sourcing
alternate funding from other funders as SCAT was not in
a position to do so.
Political dynamics within various communities had a
negative impact on some of our partner organisations.
Some of them are viewed as working against government
departments because of the role they play in monitoring
government services within their communities. SCAT field
workers had to play a mediation role between our partners
and these government departments. The inability of some
of the committees of these LDAs to function effectively
was also a major challenge. In some cases committees
were not meeting regularly and therefore rendered the
organisation almost dysfunctional. In one case the entire
committee literally stopped functioning and the project
coordinator found a job with another organisation, making
it impossible for the organisation to do any work. SCAT
had to intervene to arrange meetings with the committee
chairperson and the project coordinator. Fortunately the
issue was resolved.
Climatic conditions in the Northern Cape also played
havoc with the food gardens project in the area, making
it difficult to decide on the right time to plant. It was very
interesting to note that food security projects actually
are inactive for the greater part of the year. That was
quite a challenge, looking at the targets that we had set
for the project. SCAT had to engage the services of an
expert to advise these projects on the most appropriate
irrigation methods and what types of crops can be grown
throughout the year according to the climate of the area.
Lastly we also had to deal with limited capacity in terms
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of the number of field staff and the volume of work that
needed to be completed. Fortunately we were able to
engage the services of some of the former SCAT field
workers who had good understanding of SCAT’s work to
bridge the gap. The Programme Manager also had to take
on some of the project work in order to ensure that SCAT
delivered on its contractual obligations and mission.
We come out of 2012 with new learning and perspective
about development. Throughout 2012 we were constantly
reminded that development is not a one-size-fits-all
package; communities differ and have different needs
and one must always be mindful of that. Facilitating
transformation in communities has to be two dimensional,
vertical and horizontal transformations. In most instances
we concentrate on transformation at the level of
implementers and forget key role players in the whole
scheme of things, namely those who govern and manage
the organisation. It is often said that organisations fall or
stand on the type of leadership within them. This rings true
for the types of organisations we support. Therefore the
key to total transformation of any organisation has to start
with transforming the mindsets of those in leadership.
The strength of combined resources and ideas makes it
easy even for poor communities to mobilise resources
towards own sustainability and that of their communities.
A good case in point is the partnership between SCAT, the
PCRD and the Lawyers for Human rights at the Nelson
Mandela Metropolitan University in Port Elizabeth. We
would not have made such inroads as we have achieved
with the Department of Home Affairs, refugee communities
in the Port Elizabeth area and local communities had we
approached the EU funded Migrant programme as individual
organisations. Today we can showcase a successful
partnership model that led to a successful delivery of the
EU funded migrant and refugee project in the Eastern Cape.
Another example of the importance of partnerships was
demonstrated by LDAs combining their resources to jointly
host regional FRIS events. This resulted in the highest ever
number of FRIS claims in the last three years.
Lastly the value of accredited training was highlighted
during the Paralegal training programme. Not only did
this add value to the work of the LDAs but has also hugely
impacted the lives of the individuals involved. We have
learned more about the importance of education, its
role in empowerment and its solid contribution towards
access to justice, especially for poor and marginalised
people. Through the LDA regional model we learned
how peer LDAs enjoyed participating in smaller group
training sessions characterised by individual focus rather
than big workshops attended by lots of people. This has
enabled facilitators to give individual attention to each
participant, which at times is not easy in big groups.
SCAT is interested in exploring this model further based
on the feedback received.
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Saron Advice Office
Saron – Western Cape
The Saron Advice Office opened its doors in 2000. It was
a very challenging process as there was no funding at that
stage. The Office’s first employee, Shirley Adams, had to
make do with only a book and a pen. In the beginning
the community was very sceptical about the Advice
Office, as many thought it was just another political party.
This perception changed after the office successfully
completed cases referred to them by the community,
which led to a partnership between the LDA and the
community to address their housing concerns.
The committee used their initiative to raise funds to keep
their doors open with the help of the community. Fundraising
events such as ‘braais’ and personal contributions by the
committee were used to raise much-needed funds for the
advice office. This, unfortunately, barely raised enough
money to keep organisation afloat. The biggest donation
was received from the Cape Winelands Municipality,
who donated R10 000 to the Advice Office. Those funds
were used to pay the outstanding rental and telephone
accounts and to purchase office supplies.
In 2010, the Advice Office applied to SCAT for funding and
was much relieved when their funding was approved.
The office moved to bigger and better premises that
were more visible and accessible to the community.
With SCAT funding support the organisation was able to
purchase a computer, printer and other office equipment.
These funds were also used to provide a small salary to
each of the two employees.
The Advice Office now services the entire Saron
community and the surrounding farms and also assists
with donations to other local community organisations
such as those working with the aged. Projects include
feeding the less fortunate with soup and sandwiches. The
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office also collaborates every year with other organisations
to commemorate national awareness events such as
Youth Day, Women’s Day, World AIDS Day, Heritage Day
and Cancer month. They also are engaging the youth in a
play called Huismoles (Domestic Violence) as part of their
programmes dealing with issues of Domestic Violence.
We would like to thank SCAT for putting its trust in
our organisation and for being there to assist with all
the challenges we faced. We hope and trust that this
partnership will endure. Thank you once again for assisting
us to improve the quality of lives of our community and
the surrounding farms.
Tyinira Rural Development Centre
Tyinira - Eastern Cape
This organisation is situated in Nqamakwe, one of the
poverty nodal areas as announced by former President
Thabo Mbeki during his tenure. The area is still beset
with the same challenges as no real development is
taking place in the area. Most people in Tyinira are not
very well educated, with most of the men working in the
mines far away from their homes and families. There is a
mining recruitment office which helps with employment
opportunities in the mining sector for the locals in
Nqamakwe and the surrounding areas. The challenge,
however, is that once their work contracts have come to
an end there is nothing for them to come home to as there
are no further employment opportunities in the area. This
in itself contributes to the high unemployment rate and
other social challenges.
It is within this context that SCAT saw it fit to partner with
the Tyinira Rural Development Centre with the aim of
making a difference in this community. SCAT assisted them
with forming strategic networks and partnerships with
the local council, the Department of Agriculture and made
introductions to the local headwoman (Inkosi). Meetings
were also held with Mr. Ngcabashe of the Department of
Agriculture to discuss issues related to their pig farming
project. To this extent the department has undertaken to
assist with free training for members of the project; the
only cost they will have to bear is the cost transport and
accommodation. The group was also advised on where
they could purchase small pigs at a cheaper price (R350).
The project has since shown a remarkable improvement
with the potential to become a sustainable commercial
entity for the community.
Through funding received from SCAT, they were able to
do renovations to the existing offices, purchase a water
tank, cleaning materials and 10 small pigs. Members of
the organisation have attended training organised and
facilitated by SCAT aimed at empowering them with skills
and knowledge in identifying opportunities and designing
programmes aimed at improving the quality of life in
their community. They were also assisted with ensuring
compliance with the NPO Act by the SCAT field worker.
SCAT is pleased that they now have received their NPO
registration certification.
SCAT is pleased with the progress this small organisation
has made since our intervention. There is a huge
commitment and dedication within the members.
We would like to thank SCAT for putting its trust in our organisation and for
being there to assist with all the challenges we faced.
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Financial Overview 2013 – Hishaam Nordien
Income and Expenditure
SCAT’s initial budget for 2013 projected a deficit of R2.8m
which included Donor Income of R8.9m, most of which
was secured funding. Through the acquisition of new
donors, as well as trimming of the overheads and salaries,
SCAT ended the year with almost R10m secured funding
and a deficit of R394 000. This deficit was funded from
SCAT’s interest reserves. In addition we started the year
with R3.5m which was received during 2012 and we
close the year with R2.9m received in advance, which
will be carried forward to 2014. Total expenditure for the
period was under-budget by R300 000. This was due
to workshops and programme activities rescheduled to
2014, as they could not be completed during 2013. Where
possible savings were made on travel costs and overheads
by being creative and innovative in the planning and
costing of the workshops and other activities. As can be
seen from the figures, Capacity Building as well as Grant
making expenditure is in line with the 2012 figures.
Where possible savings were made on travel costs and overheads by being
innovative and creative in the planning and costing of the workshops and
other activities.
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Investments and Investment Income Financial Management
In spite of the continued low interest rates and poor
economic growth, SCAT has managed to maintain a
positive cash flow through good financial management and
prudent investments through Vunani securities, Ditikeni
Investment Company which have shown good growth,
and shorter term investments with Nedbank. Interest and
Dividend income accounts for 7.5% of Total Income.
Financial management in the organisation remains the
responsibility of Management, however there is an
understanding of the cost structures, and programmatic
budgets and a sense of financial responsibility by all staff.
SCAT has good record keeping, and financial controls
and systems in place, and these are kept in check by a
quarterly internal audit conducted by CMDS management
services. We have managed to ensure that our external
audit reports are consistently unqualified.
SCAT Expenditure 2013/2012
7
6
Millions
5
2013
2012
28%
17%
4
3
2
55%
1
0
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SCAT Income and Expenditure - Year ending 31st December 2013
Detailed income statement
2013
2012
9 909 293
10 319 123
365 782
416 827
126 048
4 379 772
332 016
245 944
908 657
4 957 732
1 532 778
3 228 634
3 008 193
2 042 997
3 536 431
3 086 998
7 769 605
8 666 426
2 266 215
261 416
0
657 903
257 401
0
2 345 790
71 060
86 542
309 519
179 000
444 000
3 442 935
3 435 911
(394 590)
3 174 518
Revenue
Funder income
Other income
Dividend revenue
Interest Received
Sundry income
Operating Expenses
Governance, communications and finance
Programme costs
Capacity building
Grants
Core grants
Development fund for training
Development fund for training HIV/AIDS
FRIS
Food security
HIV/Aids activators
Surplus for the period
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2012
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Contents
Chairperson’s Overview
22
Executive Director’s Overview
23
Programme Manager’s Overview
25
28
30
Western Cape - Molsvlei Gemeenskaps Ontwikkelings Organisasie
Eastern Cape – Nonesi Development and Legal Advice centre
30
31
Financial Overview 2012
33
Consolidated Income and Expenditure – Year ended 31 December 2012
35
SCAT–Supported LDAs 2013/2012
36
Donor partners 2013/2012
36
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Chairperson’s Overview – Sue Anderson
2012 was a difficult and challenging year for SCAT, but
despite the hurdles, SCAT continued to make a significant
impact in the rural areas in which we work. This annual
report shares some wonderful community stories and
details of our busy, productive and challenging year. I am
pleased to report that, as always, lives were changed,
communities empowered and organisations strengthened.
2012 began with a regrettable cost-cutting, restructuring
and downsizing exercise. Following this process a smaller
staff took on the challenges of increased responsibilities,
workload and travel with such grace that at no time
did Trustees feel that the work of SCAT had been
compromised. Downsizing always takes an enormously
emotional toll on an organisation but with thanks to our
Director, our staff and our Board, we came through it and
our new Theory of Change was born and implemented.
Significantly, the stronger and more independent LDAs
began to be actively involved in mentoring and nurturing
the newer and less stable LDAs. This has seen a growth
within these organisations and has helped to strengthen
civil society in a new and exciting way.
I would like to take this opportunity to thank each
and every staff member of SCAT for their ongoing
commitment, dedication, hard work and love for what
they do. An enormous thank you to all our donors and
partners, without whom we would not have been able to
achieve what we have over the years. Grateful thanks also
to the Board who have stood firm through this tough time
and have remained solid and committed to the work and
vision of SCAT.
Together we have made a difference.
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Executive Director’s Overview – Anthea Davids-Thomas
2012 was a continuation of the re-imagining of SCAT. This
process commenced in 2011 with the launching of our
rebranding and reviewing of our internal efficiency and
efficacy, including the financial implications thereof. We
found that SCAT could no longer afford to retain its entire
staff. At the end of April, we said goodbye to Mark Volmink,
whose generous nature, steadfast leadership and support
has contributed to SCAT’s stellar operational capacity;
Colleen Alexander-Julies who, as a community development
practitioner with a quiet unassuming leadership style, has
contributed to our review and evaluation of our work in a
meaningful way; and Nozibele Nongena, who managed the
SCAT household with a firm hand and made her voice heard
in our discussions about the communities we support. SCAT
also said goodbye to Janine Tilley, who moved on to join
another NGO in Cape Town. Gerald Hartnick was involved
in a motor vehicle accident in May and due to the impact
of his injuries could no longer continue to work. Gerald’s
commitment, comical sense of humour, love of engaging
communities and storytelling are sorely missed. This was a
very tough period for all and we hope we will not be in the
same space ever again.
Despite all these challenges, SCAT supported some
outstanding community initiatives. The ability of
these organisations to remain resilient – despite
disappointments, growing inequality and a decrease in
resources – is to be applauded. Voluntarism by community
members who believe they have a significant role to play
in advancing social justice has always had a profound
effect on me. These are ordinary South Africans who,
despite their adversity, continue to contribute their talents
and skills for the betterment of their communities. I am
also inspired by the resilience of our staff who, having to
take on extra responsibilities, handled themselves with
great honour and continued to deliver on their results. The
number of workshops, on-site visits and positive feedback
from our partner organisations is proof of their hard work
and commitment to SCAT. Our Board of Trustees have
ensured that we stay true to the SCAT vision and mission
and that we deliver on our contracts with the respective
funders. To this end, by the end of this year we already had
raised more than 60% of the required funding for 2013.
This is a major achievement considering the prevailing
funding climate affecting NGOs.
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At a strategic level SCAT continued to promote strategic
partnerships as a means towards resource mobilisation
and sharing within the South African donor arena. To
this end SCAT was invited to tell our story at the Mills
South Africa national conference on Rural Development
under the theme “Leveraging Resources”. The conference
creates a national and international platform to discuss
models for development within a rural development
context. A lot of interest was generated around the SCAT
model, with some of the participants expressing a desire
to partner with SCAT in their respective communities.
Another key development in 2012 was the concerted
efforts made to profile SCAT at a national level through
an informal partnership with a television programme
which focuses on rural development, known as AGRI-TV,
on SABC 1. The programme featured SCAT, together with
three of our Local Development Agency (LDA) partners.
As a result we continue to get enquiries from community
based organisations seeking SCAT’s support. A particular
focus of relationship building with government was with
the Department for Rural Development. A lot of progress
was made in this regard, which we hope will bear fruit for
SCAT in the near future. In the Corporate Social Investment
arena, SCAT maintained existing partnerships, and
selected a few CSI initiatives to continue strengthening
our entry into accessing corporate funding.
As a learning organisation SCAT encourages and creates
opportunities for its staff and management to develop
and sharpen their skills. Three of our field workers and
the Programme Manager participated in the Asset Based
Community Development (ABCD) approach workshop.
The purpose of the workshops was to engage in a learning
processes aimed at enhancing the implementation of
our strategy and support to our partner organisations
and communities. This fits well within our development
approach in that the ABCD methodology helps
communities to uncover and use their assets as a means
towards sustainable development. At the same time our
programmes team took time to reflect on the impact of
our SCAT LDA model. The outcome of this process was a
three-phase development model linked to SCAT’s support
offerings. The model recognises the input that mature
and established partner organisations can make with
new and developing organisations. Another milestone is
the finalisation and the approval of the SCAT Theory for
change. Thanks to the technical support given by RAITH
Foundation through Mr Shaun Michaels of Technical
Support and Dialogue Platform (TSDP).
SCAT continues to play a key role in the Southern
Africa Community Grantmakers and Leadership Forum
(SACGLF) made up of NGO directors from South Africa,
Mozambique, Zimbabwe and Namibia. The forum provides
a horizontal learning platform for partner organisations to
share strategies, best practice, learning and alternative
approaches to leadership for our sector. We also continued
to be visible in the public arena through our partnership
in the Funding Practice Alliance (FPA) with Inyathelo and
Community Development Resource Association (CDRA).
This partnership focuses on the issue of funding practice
in South Africa and made headway with our contribution
to the National Lotteries Act. Another partnership SCAT
is proud to be part of is with the Black Sash. We made
collective efforts through the Community Monitoring
and Advocacy Programme (CMAP) to cultivate, facilitate,
advocate and lobby for equitable resource allocation and
distribution to ensure that communities inform their own
responses and realise their human rights.
As I conclude, I would like to thank our donors for
choosing to partner with SCAT. You have invested in us
and entrusted your resources to 35 rural communities we
supported in 2012. You undoubtedly improved the quality
of life of those people. A big thank you goes to all the
volunteers and the interns who have found themselves
at SCAT’s doorstep at the right time. Special thanks
to Hannah Jackson, who developed a comprehensive
database and monitoring tool for SCAT. I would also like
to thank the staff and Trustees for their steadfastness at
a time of uncertainty and for being leaders in their own
right, which helped guide us all through the year.
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Programme Manager’s Overview – Seth S Tladi
The Programme Manager is responsible for the
implementation of SCAT’s support programmes to its
partner organisations, namely the Local Development
Agencies (LDAs) in the Eastern Cape, Free State, Northern
Cape and Western Cape provinces. The department is
made up of four field workers and an HIV/Aids project
coordinator, who provide support and on and off-site field
mentoring to the aforementioned SCAT supported LDAs.
In addition to the support service, SCAT provides Core
Grant Funding to cover LDA operational and management
costs, a Fundraising Incentive Scheme (FRIS) aimed
at encouraging local philanthropy and a Development
Fund for Training (DFT) for internal capacity building
programmes and target communities.
2012 began with the completion of the two-year
Community Monitoring and Advocacy Project (CMAP)
jointly implemented in partnership with the Black Sash.
The main objective of the CMAP project was to capacitate
community based organisations (CBOs) to monitor and
capture data on the delivery of government services
within their communities. SCAT’s role in the project was
to recruit and capacitate 120 CBOs in four provinces,
namely the Eastern Cape, Free State, Northern Cape and
the Western Cape. Of the 120 CBOs 109 were capacitated
to engage in community advocacy activities by monitoring
services rendered by the various government departments
in their respective communities. As a result, a total of
1807 monitoring questionnaires were completed and
submitted to Black Sash for analysis, report compilation
and presentation to the relevant government departments.
On the other hand the SCAT field workers conducted 355
on-site mentoring and support visits to 30 of these CBOs
which were identified for support and mentoring by SCAT.
In addition 171 members of staff from these CBOs were
taken through capacity building workshops in the areas of
community advocacy, service monitoring, the Consumer
Protection Act and other related legislation.
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The impact of this project was demonstrated by the
levels of awareness of the various communities of their
right to call to account their community leadership
structures. A good case in point was when CBOs in the
Northern Cape demanded to be addressed by the head
of SASSA with regard to the issues they had with some
of the processes and staff in the SASSA regional offices.
Another achievement of this project was demonstrated
by the CBOs’ initiative in designing their own monitoring
tools and in deciding on the areas of service monitoring
specific to their localities. SCAT is confident that the
level of active citizenry will continue to grow strong as a
result of the skills and the exposure given communities
by the CMAP programme.
Another project that was a highlight for 2012 was the HIV/
AIDS Gender Activator programme aimed at building the
capacity of 7 LDAs in the Eastern Cape and the Northern
Cape respectively to deal with gender issues around HIV/
Aids, the role of women in leadership, and partnerships
and collaborations with other key stakeholders in the areas
of HIV/Aids. The highlight of the project was seeing the
14 members of staff referred to as Activators from these
CBOs with enhanced technical skills around planning
and being more sensitive in understanding and observing
gender issues in their programming. In addition it was
also encouraging to see them demonstrate a high level of
conceptual understanding of HIV and gender and the link to
prevention, care, support and access to justice. As a result
there was greater inclusion of men, women, boys and girls
on programming and in-depth analysis applied in identifying
the different needs of these particular groupings. On the
other hand small but significant inroads are also apparent in
the way that men and women work jointly and equitably on
gender responsive programming. Even though the project
could no longer continue due to funding constraints we are
pleased that the CBOs are carrying through the learning
acquired in the project to other projects and HIV/Aids
initiatives in their respective communities. Management
would like to acknowledge the good work and effort by
Kezziah Mestry into making this project a success.
Our partnership with the Project for Conflict Resolution
and Development (PCRD) in the EU/ HIVOS funded
Eastern Cape Migrants Project (ECMP) in the Eastern Cape
needs mentioning. The project entailed the monitoring of
the services of the Refugee Reception Office (RRO) in Port
Elizabeth, facilitation of five capacity building workshops
for 10 CBOs from the Eastern Cape in the area of refugee
rights and related legislations. This also included the
provision of on-site field support to the aforementioned
CBOs and conducting information sharing sessions in the
various refugee communities on laws governing refugees
and migrants. The challenge, though, with the project was
the closure of the RRO in Port Elizabeth. This was a major
concern for SCAT and its partner organisations as this had
implications for the successful completion of the project.
In the 2 year project period SCAT and other partner
organisations have been involved in many legal attempts
to get the Department of Home Affairs (DHA) to reopen
the office. Even though the matter is still not resolved we
are pleased, however, that through this partnership the
department was forced to at least keep its doors open
for permit renewals. SCAT is also encouraged by the fact
that 10 communities in the Eastern Cape have capacity to
deal with refugees, migrants and asylum seekers issues.
Thanks to Vuyo Msizi for the hard work put into the
successful implementation of this project.
This was also the second year of the Atlantic Philanthropies
funding support to 15 LDAs in the Western Cape. As
at the writing of this report, 45 staff and committee
members were capacitated in the areas of Governance
and Management, Monitoring and Advocacy, and
Organisational Sustainability. SCAT field workers provided
45 on-site field support and mentoring field visits. 15 of
the aforementioned CBOs paralegals are undergoing
an accredited paralegal training offered by the SA Law
School in Cape Town. We are happy with progress made
and are confident that they will be accredited at the end
of the training in 2013. The first phase of the Wesbank
Food Gardens project, in partnership with four LDAs in
the Northern Cape, was completed. The main objective
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of the project is to contribute towards an increase in
food security by training 40 food gardeners to become
master farmers and the establishment of 200 food
gardens in four communities in the Northern Cape. A
total of 32 food gardeners were trained as master farmers
responsible for mentoring five other food gardeners in
their communities. We are happy to report that there is
a lot of improvement in the community gardens in these
communities as a result of the training received. The small
community garden in Keimoes is one such example of a
project that is benefitting immensely from the project.
The Ponahalo funded project in Danielskuil neared
completion with 15 auxiliary social workers successfully
completing their training. The capacity building sessions
and on-site support given the Board, management and
staff of Kgatelopele Self Development Forum (KSDF) bore
fruit, with a business plan in place and a new programme
manager appointed.
In conclusion, 2012 brought with it many challenges on
many fronts. The team is pleased that, despite these
challenges, we were able to deliver on our targets and
funder requirements. We are confident that SCAT is
making a meaningful contribution in building the capacity
of our partner organisations.
We are confident that SCAT is making a meaningful contribution in building
the capacity of our partner organisations.
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The field team in 2012 was made up of four field workers
and an HIV/AIDS Coordinator. Our work involves providing
support and mentoring to SCAT funded LDAs in the form of
on-site field support and mentoring visits and facilitating
capacity building workshops. Two of the field workers were
responsible for 16 LDAs in the Eastern Cape and the other
two shared their responsibilities between 15 and 7 LDAs in
the Western Cape and the Northern Cape respectively. The
HIV/Aids Coordinator was responsible for providing support
to seven LDAs, of which five were in the Eastern Cape
and the rest from the Northern Cape. Together as a field
team we were able to conduct over 320 field support and
mentoring visits to 36 LDAs, capacitated more than 400
staff and committee members and conducted information
awareness sessions to 159 refugee community members
in the Eastern Cape. We also were responsible for the
processing of claims that LDAs submit to access their FRIS
and DFT funds which resulted in a total of R 309 519 in
FRIS payments and R157 600 in DFT claims by our partner
organisations. The highlight of our work is when we do
field visits to our partner organisations. This really has a
positive influence and brings with it a sense of fulfilment
when you see the commitment and the hard work put
in by these poor communities to make a better life for
themselves. This is despite the many challenges they
are faced with. As field workers we are often expected
to wear a number of different hats in order to fit in
well with the communities we serve. There are times
when you have to become a social worker, where you
have to facilitate the counselling of the volunteers, as
these individuals are working in such difficult conditions
without a wage, or even a small stipend to put bread
on the table. This is very sad and often very difficult to
remove yourself from the situation, and sometimes even
more difficult to assist.
Despite this we have been able to provide support
and mentoring to these communities, and through this
they have been able to develop many exciting projects.
On the other hand we end up being consultants and
engage in the process of linking and brokering, providing
technical advice to their committees and staff whilst
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2012/2013 BI-ENNIAL REPORT
keeping our development heart in place. This for us is
what makes development work exciting and fulfilling.
At a programmatic level the Community Monitoring
Advocacy Programme (CMAP) that we facilitated was
one of the highlights of the year, and has left a very
positive mark on the communities in which we worked.
Our partners involved in this programme received training
that helped to sharpen their advocacy and negotiation
skills. It has enabled our partners to build strong effective
relationships with local government offices and officials.
Community members are now able to talk about what
was not working well and begin ensuring that government
officials dealt with those issues. The Migrant project in the
Eastern Cape has opened our eyes to the plight of the
refugees, migrants and asylum seekers. To many of us
anybody who crossed our borders was a refugee. We are
now much more enriched by this project and we happy
that SCAT has in-house capacity to deal with similar
programme in the future. The fact that 15 paralegals in
the Western Cape are going through an accredited training
is long overdue. We are excited by the prospect that in
a year’s time 15 communities in the Western Cape will
have access to qualified advice from these paralegals.
There are many lessons to learn as a field worker. As the
name implies we spend a lot of time on the road and
far away from family, colleagues and friends. The good
thing about being on the road is that it forces you to
be in contact with yourself and your own thoughts and
understanding of life and to deal with the most difficult
questions in life. One of the lessons you learn is to never
make assumptions. It is so easy and we do it all the time.
The second is that we are connected to other people by
an intention to do something good for the other. This is
an extremely powerful tool that we have at our disposal.
You also learn that it is OK not to have all the answers, or
to know everything. Because, actually, you really don’t!
You learn to be alone in your own company and to be OK
with that and to enjoy the road! On a lighter note – you
learn that if you see a petrol station and a bathroom sign,
stop! You will be sorry if you haven’t done so; the coffee in
those machines at the garages is quite fine after 7pm but
not before that; good music is a must; and to make friends
wherever you go is a necessity.
We have been able to
provide support and
mentoring to communities,
and through this they have
been able to develop many
exciting projects.
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Molsvlei
To be in contact - not to be isolated - to be contactable
Molsvlei is home to about 800 people and about an hour
and a half from Bitterfontein, which is about 100km from
Van Rhynsdorp on the N7. The village is very rural, and is
basically just a road – not a very good one – with houses built
on either side. There are no stop signs, or street names, or
numbering or anything of the sort. SCAT has been working
with the Molsvlei Gemeenskaps Ontwikkelings Organisasie
since 2007. The organisation has been instrumental in most
of the development in the community.
One of the major challenges facing the community was
access to the latest information and communication
technology in the form of cell phones, internet connection,
etc. This meant that they were not able to use emails, surf
the internet for information or even make use of a cell
phone. This posed a major challenge to the advice office
and community members. Sometime in May last year
Erna the SCAT Fieldworker was doing her normal field
visit to the Advice office. Knowing full well that there is
no cell phone connection in the area she as usual left her
cell phone in the car. She was surprised to see Theresa, the
Advice office coordinator rushing towards her and asking
for her cell phone. She reluctantly obliged and went
back to her car and gave Theresa her cell phone. To her
amazement when she switched the cell phone on there
was a signal meaning that Molsvlei was now connected
to the rest of the world.
The Advice office had a computer in the office that was
only used to type and store documents and nothing more.
Now that they were connected they were keen to start
using the computer to connect to the internet. Erna had
to explain to them how all this works including the fact
that they need to buy a modem and SIM card in order to
connect to the internet. She was then requested by the
community through the Advice office to obtain quotes
for them and assist with the purchasing of the item. One
of the funny moments of the whole exercise was when
Erna and Theresa had to explain to a shop assistant in
Cape Town that there are places like Molsvlei who do not
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2012/2013 BI-ENNIAL REPORT
have street names or house numbers. Everyone in the
community knows where they live and therefore have no
need of geographic location details.
Molsvlei Advice office is now connected via internet and
cell phone. The fact that they are connected has not only
benefited the Advice office but the community as a whole.
For the first time individuals within Molsvlei can now be
part of social movements and take part in conversations
affecting their lives via social media and other forms of
electronic communication. School children can now
have access to the internet and be able to search for
information and broaden their knowledge of the world.
The unemployed in the community can now surf the
internet for job opportunities without having to spend
money that they do not have. The advice office does not
have travel long distances to phone or fax documents. At
the click of a button documents are sent, information is
accessed and communication made easy.
Such is the joy of working in poor rural communities
and playing a part however small of contributing
towards their development and exposure to the broader
world. In the same process educate those in privileged
areas about life in rural communities. To observe and
experience how a simple cell phone connection can
change lives in a community is both a humbling and life
changing experience.
Nonesi Development and Legal Advice Centre – Access to justice
Access to justice
Nonesi Development and Legal Advice Office has initiated
community advocacy and monitoring programmes to
assist and facilitate access to justice services to the poor
and the marginalised for free. These services are offered
through research, advice, referrals, legal representation,
as well as through one on one daily consultations. As an
organisation Nonesi is committed to offering educational
awareness campaigns on legal issues and empowering the
socially excluded, especially women and youth, through
the development of their skills and knowledge. All this is
done in collaboration with the community and other key
players. They are also committed to promoting social
justice through mobilisation and community participation.
This is made possible through the support that they get
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from SCAT in terms of both financial as well as technical
assistance. Through their community advocacy and
monitoring programmes Nonesi has been able to assist
a number of needy people including Ms Kitchen. On
several occasions she had tried in vain to acquire an
identity document for her son. The Department of Home
Affairs was not forthcoming to explain why they were not
processing the application. It took the intervention of the
advice office to get the real reason behind the delay in
the processing of her son’s identity document. Apparently
Ms Kitchen’s son shared the same identity number with
someone else and thus the department could not process
the document. With the LDA’s support and constant
communication with the Department of Home Affairs, the
error on the document was rectified and Ms Kitchen’s son
eventually got his identity document.
The LDA also managed to assist Mrs Limekhaya to access
a special pension for her late husband. Since the death
of her husband in 2007, she had tried to no avail to have
the special pension paid to her. In 2010 she came to our
offices seeking legal assistance and we managed to help
her re-apply for the pension. We then made a follow up
with the relevant office until the matter was resolved.
Nonesi Development and Legal
Advice Office has initiated community
advocacy and monitoring programmes
to assist and facilitate access to
justice services to the poor and the
marginalised for free.
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Financial Overview 2012 – Hishaam Nordien
Income and Expenditure
The funding environment affecting NGOs has continued
to be a source of major concern. NGOs like SCAT are
constantly faced with the challenge of having to adjust
their budgets and programmes in line with the dwindling
available financial resources. 2012 was no exception.
SCAT started 2012 with secured income of R8.5m and
a projected deficit in excess of R6m. All attempts to
rework the budget in line with our secured income were
unfortunately not enough, and drastic steps were needed.
The organisation therefore had to embark on a serious
cost cutting exercise including a restructuring process
during the first quarter of the year. This exercise, together
with additional secured funding, helped us end the year
with a surplus of R 3 174 518 which included a dividend
from SCAI (see Other Income below). R2.9m was deferred
income to 2013, SCAT therefore ended the year with
secured funding of R10.3m, which is 10% less than the
2011 secured income.
I must however commend the Programme staff that kept
on working smarter and coupled with savings on travel
costs and overheads enabled us to achieve a lot more
value for our money.
The funding environment affecting NGOs has continued to be a source of
major concern. NGOzzs like SCAT are constantly faced with the challenge of
having to adjust their budgets and programmes in line with the dwindling
available financial resources.
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Investments and Other Income
funds are being held in short term investments while we
continue our search.
In spite of reduced levels of cash reserves, low interest
rates and a tough economic climate, SCAT has managed
to maintain a positive cash flow through good financial
management and prudent investment decisions through
Vunani Securities and Ditikeni Investment Company, which
have shown consistently good growth. This, coupled with
short term investments with Nedbank, our interest and
dividend income makes up 5% of Total Income. SCAT also
received a large dividend from its investment company
SCAI, which was a transfer of the income made from
the 2008 sale of Barry Streek House. This income was
and is still dedicated to the purchase of a new home for
SCAT. However, in the light of the economic climate, and
the property market, the search was focused on leasing
property, rather than purchasing. In the meantime the
Financial Management
Financial management remains the responsibility of
Management and the Directorship, who together with
the finance staff have ensured that SCAT has good
record keeping, solid financial controls and a transparent
operation. All staff understand the cost structures,
programmatic budgets, and administrative requirements,
which in turn ensures that our external audit reports are
consistently unqualified. The quarterly internal audit
conducted by CMDS management services further
strengthens financial management.
SCAT Expenditure 2012/2011
8
2012
Millions
6
2011
28%
17%
4
55%
2
0
Support costs
Fieldwork
Grants
Support costs
Fieldwork
Grants
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SCAT Income and Expenditure - Year ending 31st December 2012
Detailed income statement
2012
2011
10,319,123
11,343,809
4,379,772
332,016
245,944
254,709
399,209
341,932
4,957,732
995,850
2,042,997
3,536,431
3,086,998
2,590,100
3,875,890
3,219,512
8,666,426
9,685,502
2,345,790
71,060
86,542
309,519
179,000
444,000
1,685,879
135,889
58,230
893,128
345,917
412,000
3,435,911
3,531,043
3,174,518
(876,886)
Revenue
Funder income
Other income
Dividend Revenue
Interest Received
Sundry Income
Operating Expenses
Governance, Communications and Finance
Programme Costs
Capacity Building
Grants
Core grants
Development fund for training
Development fund for training HIV/AIDS
FRIS
Food Security
HIV/AIDS activators
Surplus for the period
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SCAT–Supported LDAs 2013/2012
Western Cape
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Botrivier Advice and Development Centre
Cederberg Matzikama AIDS Network, Citrusdal
Ceres Advice Office, Witzenburg
Doringbaai Multipurpose Resource Centre
Elandsbaai Community Development Organisation
Genadendal Legal Info Desk
Ikhozi Community Centre, Gugulethu
Molsvlei Community Development Organisation
Montagu Advice Office
Nelspoort Advice Office
New Hope/ Ithemba Elitsha, Gansbaai
Overberg Development and Empowerment Centre,
Caledon
13. Sandveld Local Development Agency, Graafwater
14. Saron Advice Office
15. Theewaterskloof Agency for Social Transformation
and Economic Development, Riviersonderend
Free State
16. Atamelang Community Development Northern
Cape, Atamelang
17. Khothatsang Victim Empowerment Programme and
Advice Office, Tweefontein
Northern Cape
18.
19.
20.
21.
Hope for Life Centre, Pela
Katholieke Ontwikkeling Oranje Rivier, Keimoes
Kgatalopele Social Development Forum, Danieskuil
Komaggas Advice Centre
Luvuyo Drop in Centre, Port Nolloth
22. Nababeep Advice Centre
Soebatsfontein Advice Office
23. Spoegrivier Advice Centre
24. Thuso Advice Centre, Pampierstad
Eastern Cape
25. Adelaide Legal Advice Centre, Adelaide
26. Berlin Advice Office
27. Burgerdorp Advice Office
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
Dordrecht Advice Office
Entlango Agricultural Cooperative,
King Williams Town
Herschel Legal Advice Centre, Sterkspruit
Hofmeyr Advice Office
Indwe Advice Office
Interchurch Legal Development Agency, Uitenhage
Masiphakameni Advice Office, Humansdorp
Matatiele Advice Office
Mount Fletcher Advice Office
Nonesi Advice Office
Port St. Johns Advice Office
Sterkstroom Advice Office
Tshatshu Advice Office, Komani
Tyinira Rural Development Centre
Willow/Mqanduli Community Advice Centre,
Willowvale
Donor partners 2013/2012
Absa
Anglo American Chairman’s Fund
Atlantic Philanthropies
Canadian International Development Agency
Charles Stewart Mott Foundation
DeBeers Chairman’s Fund
DG Murray Trust
European Union – Black Sash
European Union – HIVOS
Engen
Ford Foundation
HCI Foundation
Joint Gender Fund
Open Society Foundation
Ponahalo De Beers Community Trust
Raith Foundation
Rolf-Stephan Nussbaum Foundation
Wesbank
Anonymous Donor
36
2014/10/13 10:26 AM
Address: 4 Loop Street | The Studios | Suite 708 | Cape Town | 8001
Tel: + 27 21 - 418 2575 | Fax: + 27 21 - 418 6850 | Website: www.scat.org.za | E-Mail: [email protected]
www.scat.org.za
NPO #: 009-983NPO | PBO #: 930013962 | Trust #: T70/85 | Auditors: Nexia SAB&T | Attorneys: Webber Wentzel Bowens | Banker: Nedbank

- Social Change Assistance Trust

Transcription

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