1. law, govt and politics
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3. fire department

BREEDE RIVER HOSPICE
STRATEGIC BUSINESS
PLAN
2010 - 2013
Breede River Hospice
62 Paul Kruger Street
Robertson
6705
Tel: 023-626 5710
Fax: 023-626 4021
Website: www.hospicebreederiver.org.za
Last Review:
Latest Review:
Prior Review:
First publication:
General Manager: Sister Jane Phillips
Tel: 023-626 5710
Chairperson: Penny Retief
Tel: 023-615 1911
February 2012
April 2011
January 2010
February 2009
-1-
Signature Page:
The BOARD:
Portfolio
1.
Chairperson
Director: Fund-raising
........................
Vice-Chair
Director: Health, Risk & Safety
Director: Monitoring, Evaluation
& Reporting & Volunteers
………………………
2.
Penelope (Penny) Retief
San-Mari Burger
Signature
3.
Pieter Van Tonder
Director: Finance
.......................
4.
Carin Conradie
Director: Patient Care
.......................
5.
Dr Shane Cornelius
Director: Patient Care
Director: Centre for Palliative Learning
……………….......
6.
Andrew Lucas
Director: Human Resources
.......................
7.
Gert Lubbe
Director: Fundraising & shop
.......................
8.
Vacant
Director:
.......................
9.
Vacant
Director:
.......................
Management
Position
Signature
1. Sr. Jane Phillips
General Manager & Human Resources
.........................
2. Sr. Myrtle Le Roux
Patient Care Manager
.…………..…………
3. Riëtte vd Westhuizen
Resource Manager
.........................
Head of Departments
Position
Signature
1. Dr. Sonia vd Spuy
Medical Officer
.........................
2. Sandy Struckmeyer
Financial Manager
……………………...
3. Joa van Kuijk
Centre for Palliative Learning Manager
.........................
5. Jacqui Hannabuss
Monitoring, Evaluation, Reporting Manager .........................
6. Brenda Hendrick
Volunteer Manager
Update: 28 February 2012
-2-
……………..………..
Executive Summary
Breede River Hospice (BRH) brings care, hope and support for those with life threatening illnesses within the
Langeberg municipal area. We promote quality in life, dignity in death and support in bereavement for
patients and families, at no cost to them.
Since inception in March 1999 we have provided quality Palliative care to more than 3384 patients. Our
patients are from the communities of Robertson, Montagu, McGregor, Bonnievale and Ashton, and
surrounding farming districts (covering an area of +/- 3500km²).
From caring for 33 terminal patients with 1 nursing sister when we were founded in 1999, the changing
needs of our communities have required us to expand our care to terminal patients to also include infected
and affected children and orphans, home-bound patients with chronic illnesses, new and defaulter TB
patients, HIV/Aids patients, establishing support groups, as well as performing the social assessment of HIV+
patients being assessed for Anti-retroviral treatment. Our patient number totals on average 370 per month.
Our patient care services are provided by a dedicated team of nurses, a doctor, social workers, spiritual
counselors, care-givers, and volunteers. Palliative care principles involve families and carers. The patient
remains at the centre of the individualized care plan, and together with their families, are helped to
understand and accept their illness. Family members are empowered, resulting in the community at large
benefiting significantly from the work done by BRH.
Our 5-star membership status, awarded by Hospice Palliative Care Association of South Africa (HPCA) based
on accreditation by the Council for Health Service Accreditation of Southern Africa (COHSASA), places us as
one of 27 Hospices with this achievement out of a total membership of 206 members and affiliates
nationally. We are striving towards maintaining and improving on these standards well beyond our follow-up
accreditation in 2012, and in line with our strategic business plan.
The strategic plan will play an integral role in the management of the organisation and its goals over the next
three years, and will be used extensively by the Board and Management Committee. When necessary, it will
be modified to reflect the on-going development and changing needs of BRH.
Our professional and dedicated team of 60 staff members is our organisation’s most valuable asset and it is
our goal to effectively manage our human resources strategy by implementing a succession plan, ensuring
skills are audited and horizontally utilised. Staff members are supported by our team of 96 volunteers, whose
numbers we hope to increase in the next three years, in line with the anticipated increase in patient numbers
of 364 at end January 2012. Salaries and benefits to staff is the key component to retaining currently trained
and experienced staff. It is projected that our funding requirements will increase with R2 million by 2012.
The goal of the Resource Development Plan is to develop a stable, diversified, growing base of financial
support to address all financial needs of the organisation in a sustainable manner which will include various
local and national fundraising programmes. This plan will be strengthened by accountable and responsible
management principles and governance structure, as well as by effective monitoring, evaluation and
reporting of our services to donors.
The CPL is geared towards long-term Palliative Care sustainability, providing training and capacity building to
HPCA affiliates & members, as well as networking partners within the Langeberg Health sub-district, thereby
promoting and ensuring the provision of quality Palliative Care to all.
It is also the strategic goal of the BRH to implement an effective green business strategy in order to be
environmentally conscious and to position us favorably with funders.
-3-
Energy within our organisation is focused on being the provider of choice, the employer of choice, and the
investment of choice. This can only be achieved if BRH excels at its core business, which is to provide an
exemplar standard of Palliative care. Hence our focus on all relevant risks applicable to the organisation and
implementing a Risk Management and Quality Improvement plan to address the necessary.
-4-
Table of Contents
1.
Executive Summary
……………3
2.
Mission, Vision & Values Statement
……………6
2.
Strategic Goals
………......7
3.
Services offered
…………….7
4.
Challenges facing BRH
……….……8
5.
Environmental and marketing analysis
………..…..9
6.
Three-year perspective
……………10
7.
Strategic Goals and Objectives
…………..11
8.
Financial Assessment
…………..14
9.
Monitoring and Review
…………..15
10.
Management Structure
…………..16
11.
Standing Committees
…………..17
12.
Organisational Organogram
……….….19
13.
Appendices including a history of the organisation
a. Situational Analysis
……….…..21
b. Staffing plan 2012 – 2013
……….…..23
c. Staff narrative – 2012 / 2013
……….…..26
d. Comparison 2009/10 vs. 2012/13
……….…..28
e. Budget (annual) 2012/13 – 2015
……….…..29
f. Funders April 2011 to April 2012
………......33
g. Chairperson’s Report - 2010/2011
………..….34
h. Abbreviations / acronyms
………..….35
i.
……………36
Information Management
-5-
2.
Mission, Vision & Values
The Mission of Breede River Hospice is:
To provide quality Palliative Care to all in the Langeberg Health Sub-district.
To promote quality Palliative Care through education, training, mentorship and
supervision in collaboration with networking partners.
Vision of Breede River Hospice
“Quality Palliative Care for all”
Our Values
We at BRH pride ourselves on our Quality of Care, Reliability, Compassion and
Teamwork, built on our Loyalty, Integrity, Honesty, Trustworthiness and belief in
Fairness.
We strive to communicate with each other and our patients in a transparent manner
whilst always maintaining confidentiality.
Slogan:
Share the Care
-6-
3.
Strategic Goals
1.
To develop a stable, diversified & growing base of financial support that will cover annual operational
costs, build a reserve fund, whilst addressing mechanisms for funding project related costs in a
sustainable manner.
2.
Maintain strict standards of financial controls and accurate financial administration.
3.
To develop and maintain an accountable & responsible management and Governance Structure.
4.
To effectively monitor and evaluate systems which tracks the process of resource mobilization,
allocation and utilisation within the organisation. In doing so MER contributes to the attainment of
BRH’s strategic objective in the short-, intermediate, and long-term.
5.
To provide an exemplar standard of Palliative Care.
6.
To promote Palliative Care by ensuring capacity building through education, training, mentorship
and supervision of networking partners, HPCA affiliates & members, and our own staff.
7.
To evaluate, identify and quantify all relevant risks applicable to the Hospice and formulate a risk
management plan to adress identified risks, which feed into the organisational Quality Improvement
Plan.
8.
To manage a green business environmental strategy within BRH.
4.
BRH offers the following services:
Palliative care (in the home care setting)
Paediatric Palliative care
Orphans and Vulnerable Children support
Social Work services and support groups
Social assessments of HIV patients in order to establish suitability of complying with ARV treatment
Adherence and support to chronic care patients (which includes HIV/Aids, and TB)
Chronic care
Day Care for our patients
Clinical support to Department of Health Chronic Medication Management Days
Individual Bereavement counselling and support groups for bereaved
Nutritional support (food security)
Community education
Training in HPCA standardised courses
Mentorship to HPCA members and affiliates
Volunteer support group
♦ Volunteer training
♦ Rental of medical equipment and aids, e.g. wheelchairs, commodes, etc
♦ Private home care for older persons meeting our admission criteria
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
* Definition of Palliative Care
Palliative care is an approach that improves the quality of life of patients and their families facing problems associated
with life threatening illness, through the prevention and relief of suffering, the early identification and impeccable
assessment and treatment of pain and other problems, psychosocial and spiritual.
-7-
5.
Challenges facing the organisation
BRH is faced with a number of issues that are likely to have a direct impact on the implementation of the
plan. These issues have been addressed in this Strategic Business Plan:
Challenges
o The global financial crisis, changing donor trends, problems with the Lotto, lack of government
recognition for the work of the sector
o Decreased levels of funding from sources such as sponsorship, fundraising, government and international
sources due to economic climate
o Retaining current trained and experienced staff
o Fluctuations in numbers of skilled volunteers
o Adapting to funder directives
o Insufficient office and training space
o Maintaining efficient levels of communication
o Historical mindsets
o South Africa is not a philanthropic nation
Desired Outcomes
o
o
o
o
o
o
o
o
o
o
o
o
Efficient and effective Human Resource department
• Conduct a skills audit of staff and volunteers
• Implement a sustainable succession plan for all staff members
Effective Governance and Management in place
Financial stability and growth
• Develop shops
• Expand Friends of Hospice membership
• Develop a 3 month Reserve Fund
• Enrol patrons
Self-sustainable Centre for Palliative Learning
Recognised as a leader in Palliative Care in the area
Effective Volunteer programme – All skills assessed and utilised
Ambassadors
Maintain exemplar status (5 Star Hospice Palliative Care Association rating)
Advocacy of our services within the community
Purchase premises next door to expand offices & renovate for training space)
An efficient cost-saving plan in place
Ample and passionate volunteer base
-8-
6. Environment and Market Analysis
Internal Environment
♦
♦
♦
♦
♦
♦
♦
♦
♦
External Environment
♦
Strengths
Weaknesses
Not necessarily things which give advantage, but
contribute to sustainability
Deficiency, lack. Prevent the achievement of competitive
advantage
Quality of services in compliance to 5 Star HPCA
and COHSASA accreditation (only 27 accredited
of 189 members and affiliates nationally)
makes us a exemplar site
Outstanding capacity as a well-developed roleplayer within Langeberg Health & Welfare Forum
Well managed organisation with well defined
and common vision
Well trained, competent, dedicated staff
Positive emotional working environment
Good teamwork within and amongst all
departments
Culture of ongoing education/training of all staff
and volunteers
Charity Shops
Good working relationship with our networking
partners
Policies and procedures guide decisions
♦
♦
♦
♦
♦
♦
Lack of sufficient resources
o Funding / monetary
o Staff / employee resources
o Insufficient office space
o Equipment
Lack of computer literacy amongst some staff
members
Inability to pay market related salaries & benefits
No firm back-up plan for Key staff within each
department
o Succession plan
Lack of acknowledging the importance Greening
plan and the impact of the organisation on the
environment
Vehicles
o Too few and no air-conditioning in
most of them
Opportunities
Threats
Favourable environmental conditions which the
organisation can seize and use to its advantage
Be aware of – unfavourable conditions that may
undermine or block the organisations efforts to achieve
its strategic goals
♦ Positive image/reputation in the community
♦ Good relationships with our networking
partners, e.g. Government alliances & FHSSA
partnership
♦ Membership to Older Persons Forum
o Promotion of Palliative Care
♦ Mentorship, development, training & supervision
to be an income source
♦ Centre for Palliative Learning status
♦ Charity Shops
o Revenue & Advocacy
♦ Staff on HPCA Task Teams
o Mutually beneficial
♦ Supporting, Recognising and adapting with
community
o Funding
o Credibility
o Exemplar site and service
o Awareness of services
-9-
♦
♦
♦
♦
♦
♦
Cultural diversity of BOARD not representative of
the community but improved from 2010.
Financial sustainability ( Need 3 months capital
reserve)
Funding/funder dictating conditions which could
be detrimental to core business
Global economy/International funding
Limited local donors
Slow confirmation of funding opportunities from
HPCA
7. BRH in 3 years time – various staff members views
February 2009
January 2010
Corporate
sponsorships/partnerships for each
annual event
Double training capacity
(2009 in brackets)
April 2011
April 2012
Financially sustainable
Have one year Reserve Fund
Double training capacity
Expand training programme beyond HPCA
accredited courses and funding
Additional training venue and office space
Stabilized & diversified income sources to
minimize reliance on any single source of income
All patient records on electronic network with
patient care staff members having laptops and
having access to hospital patient records
Full-time Palliative Care trainer
Training capacity – increased
funding
-
Full-time Palliative Care trainer
Training capacity – increased
funding
All patient records on electronic
network with patient care staff
members having laptops and
having access to hospital patient
records
Full-time Palliative Care trainer
Training capacity – increased
funding
All
patient
records
on
electronic network with patient
care staff members having
laptops and having access to
hospital patient records
Business
in
line
with
recognised
Environmental
management programmes
Manage an effective Risk and
Quality Improvement plan
Financially sustainable
Leading other hospices in green
business practices
Leading other hospices in green
business practices
In-patient unit
Vibrant organisation
Household name
Have back-up for Bookkeeper
Full-time Paediatric staff
Independent CPL (training
department)
-
Implement green business practices
Manage an effective Risk and Manage an effective Risk and
Quality Improvement plan
Quality Improvement plan
Financially sustainable
Financially sustainable
In-patient unit
I.P.U
Vibrant organisation
Become
household
name/vibrant organisation
Manage an effective Risk and Quality
Improvement plan
Expand and increase turnover of charity shops
In-patient care unit remains a vision
Community is knowledgeable about our services
Large volunteer base
-
Ample, passionate and motivated volunteer base
Have made headway in giving staff market related
salaries and benefits
Succession plan in place for all key personnel
-
Large volunteer base
-
Have back-up for Bookkeeper
Have back-up for Bookkeeper
-
Independent CPL (training
department)
CPL contributes to raising funds for
organisation
Palliative Care fully integrated in the
hospitals
Palliative Care fully integrated in
the hospitals
- 10 -
CPL contributes to raising funds for organisation
Palliative Care fully integrated in the hospitals
8. BRH Strategic Business Plan 2009 - 2013
All objectives set in order to enable us to achieve our Mission Statement and thereby
ensure sustainability
8.1 RESOURCE DEVELOPMENT
GOAL:
To develop a stable, diversified & growing base of financial support that will cover annual operational costs,
while addressing mechanisms for funding project related costs in a sustainable manner.
OBJECTIVES:
•
Stabilized, diversified income sources to minimize reliance on any single source of income. BRH hopes
to see more geographical & demographic diversity of its supporters.
•
Increased unrestricted funding from all possible fundraising sources.
•
Increase community supporter base, also on national level, in order to increase our potential
fundraising opportunities, and increase our credibility.
•
Address BRH situational needs, which includes developing a Capital Campaign & Reserve Fund.
8.2 FINANCIAL MANAGEMENT
Goal:
To maintain strict standards of financial controls and accurate financial administration
OBJECTIVES:
• Develop annual budget to address all income & expenditure requirements of BRH
• Ensure adherence to rules and regulations regarding expenditure
• Manage all expenditure in accordance to budgetary constraints
• Address all variances monthly
• Ensure a support system is available
• Co-ordinate all training claims with CPL unit in order to ensure there are no missed claims
8.3 GOVERNANCE & MANAGEMENT
GOAL:
To develop and maintain an accountable & responsible management and Governance Structure
STRATEGIC OBJECTIVES:
•
Governance accountability and responsibilities are documented and Implemented
•
Directors are informed/educated about work conducted by departments
•
Work towards fair representation of the community on our board
•
Maintaining a competent, motivated and committed staff complement
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11
8.4 MONITORING & EVALUATION & REPORTING
GOAL:
To maintain a responsive MER system that supports knowledge and information management within
the BRH, meets internal and external reporting needs and informs planning and decision making
processes for continuous improvement of quality palliative care services. In doing so MER contributes
to the attainment of BRH’s strategic objective in the short-tem, intermediate, and long term.
STRATEGIC OBJECTIVES:
• Maintaining a data system with BRH statistics
• Updating and reviewing of policies to be referred to MANCO
• Develop organisational quality and improvement and initiatives and plan
• Mentoring and training
• Maintaining a quality and improvement plan
8.5 CENTRE for PALLIATIVE LEARNING (CPL)
GOAL:
To sustain and promote quality Palliative Care and build capacity through education, training, mentorship
and supervision in collaboration with networking partners, HPCA affiliates & members.
STRATEGIC OBJECTIVES:
• Ensure sustainable resources: a) Human resource b) Equipment
• Ensure availability of HPCA supported course material, other courses and training
• Develop and maintain course resource centre
• Develop and maintain annual training programme
• Develop relationships with networking partners in the community in order to provide support through
education, training and mentorship
• To extend Palliative Care training to all communities including to those caring for the older person
• To generate income in order to enhance sustainability
• To develop Human Resource capacity for maintaining mentorship and support of HPCA member
organisations and our networking partnerships
8.6 CLINICAL CARE
GOAL:
To provide an exemplar standard of Palliative Care.
STRATEGIC OBJECTIVES:
• To provide quality care in line with the BRH mission statement and COHSASA standards
• To promote Quality palliative care through education, training, mentorship and supervision in
collaboration with networking partners
• To empower our communities, including children, to care for themselves and their families by
promoting healthy lifestyles and sharing Palliative Care principles with them
• To monitor and evaluate quality patient care
• To provide support and adherence to patients on chronic medication
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12
8.7 RISK MANGEMENT
GOAL:
To make the continuously revised Risk management plan an integral part of each department in order to
address all applicable risks to the organisation.
STRATEGIC OBJECTIVES FOR HEALTH & SAFETY:
• To maintain a safe and secure working environment
• To maintain a healthy occupational environment
• With specific mention of reduction of the risk of infections in patients and health care workers
• And through ensuring that that the risk of Man Material Handling is minimised
• To see that medical equipment is available to meet the needs of the patient population
• To ensure the safe transport of staff and patients in Hospice owned vehicles
STRATEGIC OBJECTIVES FOR RISK MANAGEMENT:
Train/educate all stake-holders in sustainability and the management thereof
To compile and implement an action plan derived from the HPCA Good Practice Guide and Self
Assessment Tool for managing sustainability.
To evaluate, identify and quantify all relevant risks applicable to BRH and formulate a risk management
plan to adress the neccesary.
8.8 HUMAN RESOURCE DEVELOPMENT
GOALS:
To manage a comprehensive HR Strategy, a competent workforce and supporting other specific strategic
objectives undertaken by the Resource and Patient Care departments.
STRATEGIC OBJECTIVES:
• All staff members are oriented to the organisation and to their specific job description responsibilities
at the time of appointment.
• Staff member receives ongoing education and training to maintain or advance his or her skills and
knowledge, based on identified needs and which support job advancement
• Sound industrial relations, which are based on current labour legislation, are implemented and
maintained in the organisation.
• To conduct a skills audit and implement a succession plan for heads of departments
• To ensure a wellness programme is in place for all staff
8.9 GREEN STRATEGY
GOAL:
To implement and manage a green business environmental strategy within BRH
STRATEGIC OBJECTIVES:
• Establish a working group to implement the Greening Action Plan
• Establish a working group to implement the Greening Action Plan
• Finalise documented, agreed upon Green Direction Plan
• Monitoring and evaluation processes in place including ongoing training of staff and working group
• Compare progress with external accredited plans to see where improvements are needed
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13
9. Financial Assessment
HOSPICE STRATEGIC PLAN 2011 - 2015
BUDGET FORECAST FOR NEXT 5 YEARS
YEAR
2007
2008
2009
2010
8%
HISTORY
INCOME
Income % Increase needed to meet Cost
Grants
1,091,778 1,165,930 1,136,887 1,599,258
Shops (after exp)
240,141
196,835
272,129
336,117
Fundraising
119,353
92,572
250,575
232,403
Donations
517,305
310,203
477,947
439,960
Training
108,537
120,890
160,419
187,135
Other
77,113
103,647
103,007
115,398
2,154,227 1,990,077 2,400,964 2,910,271
TOTAL
Increase from previous year
-7.6
20.6
21.2
2011
2012
2,586,872
322,664
283,209
331,520
224,970
148,732
3,897,967
33.9
15.9%
2,998,185
373,968
328,239
384,232
260,740
172,380
4,517,744
15.9
Guaranteed income
Need to raise
EXPENSES
Expected increases primarily for Manpower
Support Services
714,176
698,455
853,750 1,155,887
Patient Care
773,427 1,185,100 1,195,752 1,343,428
Home Based Care
409,366
219,837
349,152
387,670
1,896,969 2,103,392 2,398,654 2,886,985
TOTAL
Increase from previous year
10.9
14.0
20.4
2013
FORECAST
13.4%
3,399,941
424,079
372,223
435,719
295,679
195,479
5,123,121
13.4
2014
2015
9.3%
3,716,136
463,519
406,840
476,241
323,178
213,659
5,599,572
9.3
10.2%
4,095,182
510,797
448,338
524,817
356,142
235,452
6,170,728
10.2
9.3%
2,128,569
2,396,327
725,585
5,250,481
9.3
10.2%
2,345,683
2,640,752
799,594
5,786,030
10.2
1,886,052.0
3,237,069
22.7%
1,481,737
1,668,128
505,093
3,654,958
26.6
15.9%
1,717,333
1,933,360
585,403
4,236,096
15.9
13.4%
1,947,456
2,192,431
663,847
4,803,733
13.4
BALANCE
257,258
-113,315
2,310
23,286
243,009
281,647
319,388
349,091
384,698
Mpwr Prediction
Manpower as %
1,169,720
61.7
1,441,095
68.5
1,724,073
71.9
2,089,289
72.4
2,562,823
70.1
2,970,170
70.1
3,367,482
70.1
3,681,173
70.1
4,056,984
70.1
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14
10.
Monitor and review the plan
The STRATEGIC BUSINESS PLAN should be monitored and reviewed bi-monthly by MANCO, 6-monthly by EXCO
and then annually by the BOARD
The Chair of the BOARD in accordance with the Constitution should have overall responsibility to Members for
the implementation and review of the Strategic Business Plan and other functions of the organisation.
The annual review will take place prior to the end of each financial year 31st March for calendar year as
determined by the BOARD in accordance with the Constitution and the Companies Act.
Strategic Business
Planning
Update
Total Review
Responsibility
Mission, Vision, Slogan
and Values
Annually
Annually
BOARD & Management
Environmental Analysis
Annually
Annually
Bi-monthly
Annual
Financial Analysis
Monthly
Monthly
Monthly – Financial management
committee & EXCO
Bi-monthly – BOARD
Budget Review
Bi-annually
Annually
Financial management committee,
MANCO & Board
Resource Requirements
and Action Plans
Monthly
Quarterly
MANCO & EXCO
Bi-monthly - BOARD
Six-monthly
Annually
Targets and Progress
Entire Strategic Business
Plan
BOARD & MANCO
Bi-Monthly – MANCO
Annually - BOARD
Bi-monthly reporting – MANCO
Annually - MANCO & BOARD
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15
11.
The BOARD
Primary Role:
Composition:
Management Structure
Establishes the organisation’s strategic direction and goals; understands and acts upon financial
and other monitoring information presented to it, questioning such information when
appropriate; defines the boundaries of management; contributes to the development of the
organisation’s strategy and business plans; delegates the implementation of its decisions to the
senior staff; monitors the key performance indicators on a regular basis and holds the General
Manager and MANCO accountable for outcomes; reviews the senior staff’s performance and
development annually.
Comprises of up to nine elected Members of the registered Members of Association, (currently
4 men and 3 women.)
Portfolios:
Meet:
Chairperson:
EXCO
Primary Role:
Composition:
Meet:
Chairperson:
MANCO
Primary Role:
Composition:
Meet:
Chairperson:
Penny Retief
- Fundraising
San-Mari Burger
-Risk, Heath & Safety; Monitoring, Evaluation & Reporting
Pieter van Tonder
- Finance
Carin Conradie
- Patient Care
Dr Shane Cornelius
- Patient Care; Centre for Palliative Learning (CPL)
Andrew Lucas
- Human Resources
Gert Lubbe
- Fundraising and Shops
Bi-Monthly
Penelope (Penny) Retief
To oversee and support the General Manager; Monitor and approve working operations as
required.
BOARD Chair, Vice-Chair, Board member, General Manager, Patient Care Manager, Resource
Manager
Monthly
Penny Retief
To see that day-to-day operations are carried out by achieving the organisation’s goal, through
and with others: Duties are: Planning, organising, leading and controlling
General Manager, Patient Care Manager & Resource Manager with Head of Departments
(Financial Manager, CPL Manager, Volunteer Manager, MER Manager)
Open-door policy with a Monthly MANCO meeting
General Manager - Sister Jane Phillips
An updated Organogram displaying the organisational management structure attached.
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12. Standing Committees
1. RISK MANAGEMENT COMMITTEE
Primary Role: To evaluate all risks from each department as well as the Health & Safety committee reports
and where applicable add to the Risk Management Plan
Composition: Risk & QIP portfolio director San- Mari Burger General Manager, Patient Care Manager &
Resource Manager with Head of Departments (Financial Manager, CPL Manager, Volunteer
Manager, MER Manager)
Meet:
Every second month in conjunction with the Quality Improvement meeting
Chairperson: Resource Manager – Riëtte van der Westhuizen
2. QUALITY IMPROVEMENT COMMITTEE
Primary Role: To identify incidents and risks that need to be monitored evaluated and improved upon to
maintain quality palliative care. To maintain and evaluate the Quality Improvement Plan
Composition: Risk & QIP portfolio director San- Mari Burger General Manager, Patient Care Manager &
Resource Manager with Head of Departments (Financial Manager, CPL Manager, Volunteer
Manager, MER Manager)
Meet:
Every second month in conjunction with the Risk Management meeting
Chairperson: Monitoring Evaluation & Reporting Manager
3. FINANCIAL MANAGEMENT COMMITTEE
Primary Role: Assess, manage & report to directors
Composition: Financial portfolio director Pieter van Tonder, Financial manager Sandy Struckmeyer, General
Manager Jane Phillips & Resource manager Riette van der Westhuizen
Meet:
Monthly
Convenor:
Sandy Struckmeyer
4. HEALTH & SAFETY COMMITTEE
Primary Role: To maintain the health and safety and wellbeing of all staff members and volunteers
Composition: Patient Care Manager, Resource Manager, and three elected representatives, currently Office
Cleaner, Community Care Worker & the Marketing assistant.
Meet:
Every second month prior to the Risk Management meeting
Convenor:
Resource Manager – Riëtte van der Westhuizen
5. INFECTION CONTROL COMMITEE
Primary Role: To reduce the risk of infections in patients and healthcare workers
Composition: Patient care Manager, Professional nurse, Cleaner and Community Care Worker
Meet:
Quarterly
Convenor:
Patient Care Manager- Myrtle le Roux
6. EMPLOYMENT EQUITY
Primary Role: To comply with the provisions of the Employment Equity Act. No. 55 of 1998.
Composition: Chair person and four employees. One from patient care, one from support service and two
from care workers.
Meet:
Monthly
Convenor:
Tobie van Schalkwyk – Chairperson
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7. AD HOC COMMITTEES
Ad Hoc Committees are established as and when determined and required by the BOARD. This is
for set tasks and will have a time-frame attached.
8. REGIONAL EDUCATION FORUM
Primary Role: To meet with other CPLs and Trainers to discuss education and training in the Western Cape
Composition: CPL Managers in Western Cape, HPCA Education team
Meet:
Quarterly
Convenor:
HPCA PCDO
9. LANGEBERG HEALTH AND WELFARE FORUM
Primary Role: Opportunity to network with members of Forum in the Langeberg area and promote Palliative
care through the sub-committee
Composition: Members of community involved with Health and Welfare
Meet:
Quarterly
Convenor:
Pam Verrall
10.HPCA NURSES FORUM
Primary Role: Opportunity to network with nurses, to get to know fellow colleagues in person, to address and
brainstorm problems experienced at different sites for solutions, to experience some personal
upliftment and encouragement, to share new ideas and goals, and to do training on relevant
subjects such as policies, procedures, etc.
Composition: Professional Nurses and Enrolled nurses from HPCA member organisations
Meet:
Quarterly
Convenor:
Rotational basis
11. HPCA PSYCHOSOCIAL FORUM
Primary Role: Opportunity to network and socialize with other colleagues, to discuss matters of common
concern, continued vocational training (also for CPD-points) according to training needs, to keep
update with welfare policies and other development in the social work field, the opportunity to
do training, to be kept update with HPCA-matters regarding social work in Hospice and to serve
as a reference for each other for professional knowledge and skills.
Composition: Registered social workers
Meetings:
Quarterly
Convenor:
Rotational basis – HPCA PCDO
12.
FUNDRAISING EVENTS COMMITTEE
Primary Role:
Composition:
Meet:
Convenor:
To plan, execute and improve on fundraising events. This is a working committee.
Resource Development manager, Events Coordinator, Marketing Coordinator, Corporate
Fundraiser, General Manager, 2 Board members, upto 5 volunteers
Annual (Formally); Before and after an event -specific to the event
Events Coordinator
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13.
Organisational Organogram (Patient Care Department)
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13.
Organisational Organogram (Resource Department)
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14. Appendices
a)
Situational Analysis
MANPOWER PLAN & BUDGET
8%
YEAR
EMPLOYEES
Management
Admin
Fundraising
Shops
CPL/Training
Patient Care
Social Work
Home based
2007
1
3
1
3
1
8
3
17
37
HISTORY
Year up to end March
2008
2009
2010
1
5
1
3
1
8
3
18
40
1
5
1
3
1
9
3
19
42
2
5
2
3
2
7
3
23
47
TOTAL (prev sheet)
short in staff
PATIENTS
Patient growth
471
FORECAST
2011
2012
2013
2014
2015
2
8
2
4
2
7
3
24
52
52
2.5
8
3.5
5
2
10
3
28
62
62
3
9
4
6
2
10
3
28
65
70
3
9
4
6
2
9
4
32
69
81
3
9
4
6
2
9
4
37
74
94
0
0
5
12
20
589
719
773
983
1,076
1,271
1,526
1,863
25.1
22.1
7.5
27.2
9.5
18.1
20.1
22.1
7%
2013
531,255
430,436
212,364
134,066
114,344
1,075,824
292,658
539,821
36,713
3,367,482
13.4
7%
2014
568,443
460,566
227,229
143,451
122,349
1,036,019
417,525
660,124
45,467
3,681,173
9.3
7%
2015
608,234
492,806
243,135
153,492
130,913
1,108,540
446,752
816,698
56,414
4,056,984
10.2
FORECASTS MUST INCLUDE THE FOLLOWING ASSUMPTIONS
BONUSES INCLUDED
Rate of inflation +1% for normal incr to Manpower cost
7%
2007
2008
2009
2010
2011
2012
Management
107,055
114,366
127,918
133,785
280,677
413,750
Admin
79,871
100,770
183,990
265,428
297,242
357,579
Fundraising
74,147
62,745
75,734
128,496
177,176
173,662
Shops
86,073
74,254
86,980
104,529
104,413
CPL/Training
55,840
53,369
68,653
104,228
156,851
106,864
Patient Care
494,852
599,667
646,810
798,531
822,293
1,005,443
Social Work
157,209
231,150
250,336
208,314
295,307
273,512
HomeBased Carers
189,252
179,818
279,563
343,186
404,887
504,506
UIF cost
11,494
13,137
16,815
20,341
23,861
30,441
TOTAL
1,169,720 1,441,095 1,724,073 2,089,289
2,562,823
2,970,170
Increase from previous year
23.2
19.6
21.2
22.7
15.9
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Situational Analysis continued
HOSPICE MANPOWER
FIXED = Managers & Supervisory personnel not involved with patient care
VARIABLE = personnel directly involved with patient Care
Year = Year ending March
ESTIMATED PATIENT NEEDS FOR GROWTH PREDICTION EQUAL TO
HISTORY
FORECAST
PATIENTS
2007 2008 2009 2010 2011 2012 2013 2014
HIV
137
153
153
163
389
344
382
424
CANCER
99
133
171
142
155
158
164
171
CHRONIC
235
289
336
340
203
232
246
261
TB
0
14
59
128
236
342
479
670
TOTAL
471
589
719
773
983 1,076 1,271 1,526
8%
2015
470
178
276
938
1,863
MANPOWER REQUIRED TO MEET FORECAST
MANPOWER
FIXED
VARIABLE
TOTAL
PATIENT V.MANPWR
RATIO
2007
2008
2009
2010
19
27
46
2011
21
31
52
2012
24
38
62
FORECAST
2013 2014 2015
25
27
28
45
54
66
70
81
94
28.6
31.7
28.3
28.3
28.3
28.3
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b) Staffing Plan
NAME OF JOB
FILLED /
STAFF
DESCRIPTION
VACANT
/ VOL
General Manager
Filled
Staff
COMMENT
Sr. Jane Phillips
(Senior management = succession)
Personal Assistant
Filled
Staff
Erica Jumat
Resource Manager
Filled
Staff
Riëtte van der Westhuizen
Resource Development
Vacant /
Staff
Riëtte van der Westhuizen
Manager
Dual post
Events Coordinator
th
Filled 6/8
(RD Team member = succession)
Staff
Charmaine Little
(RD Team members interrelated = succession)
Corporate Fundraiser
th
Filled 6/8
Staff
Tobie van Schalkwyk
(RD Team members interrelated = succession)
Marketing Assistant
th
Filled 6/8
Staff
Michelle Haai
(RD Team members interrelated = succession)
Shops Coordinator
Filled
Staff
Gaye Inngs
(Shop manager = succession)
Shop Manager - Montagu
Filled
Staff
Sandra Lourens
(Shop Assistant = succession)
Shop Manager - Robertson
Filled
Staff
Cecile Claassen
(Volunteer = succession)
Shop Assistant - Montagu
Vacant
Staff
-
Shop Cleaner - Montagu
Filled
Staff
Rachelle Koker
Shop Cleaner - Robertson
Filled
Staff
Elsie Plaatjies
th
th
4.8/8
Shop Cleaner - Warehouse
Not to be Filled
Staff
Duties to be performed by - Elsie Plaatjies
Human Resource Manager
Vacant /
Staff
Jane Phillips
Dual post
Finance Manager
Filled
th
To increase hours to 5/8 April 2012 and 6/8 July 2012
(Senior management = succession)
Staff
Sandy Struckmeyer
(Finance Assistant = succession)
Finance Assistant
Filled
Volunteer
Nettie Sandiford
Receptionist
Filled
Staff
Angelique van der Walt
(Personal Assistant / Careworker = succession)
Driver
Vacant
Staff
(Groundsman/Gardener = succession)
Driver
Not to be Filled
Staff
-
Groundsman / Gardener
Filled
Staff
Wiseland Kumenge
Cleaner
Filled
Staff
Rose Capaima
CPL Manager
Filled
Staff
Joa van Kuijk
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CPL Assistant
Filled
Staff
Iona Palmer (contract expire end Febr)
Nurse Tutor
Vacant
Staff
Sr. Marianna Matthysser
(internal shift = succession)
MER Manager
Filled
Staff
Sr. Jacqui Hannabuss
(internal shift = succession)
Data Capturer
Filled / Dual
Staff
post
Volunteer Manager
Filled
Phindile Jaftha
(internal shift = succession)
Staff
Brenda Hendrick
Volunteer
Patient Care Manager
Filled
Staff
Sr. Myrtle le Roux
(Senior Sister / internal shift = succession)
Medical Officer
Filled 5/8th
Staff
Dr Sonia van der Spuy
Medscheme Project Community
Filled
Staff
Sr. Zelda Rossouw (contract expire end February 2012)
Filled
Staff
Sr. Marianna Matthyser
Sister
Professional Nurse - Social
Assessments
HAST Professional Nurse
(contract expire end March 2012)
Filled
Staff -
Sr. Lesley Forward (contract expire end April 2012)
Temp
Prevention and Promotion
Filled / Dual
Coordinator
Post
Senior Supervising Community
Filled
Staff
Phindile Jaftha
(internal shift = succession)
Staff
Sister
Sr. Malene van Deventer
(internal promotion = succession)
Supervising community Sister
Filled
Staff
Sr. Monica Havenga
Supervising community Sister
Filled
Staff
Sr. Juanita Vereynne
Supervising community Sister /
Filled
Staff
S/N. Magdel Louw
Filled
Temp
S/N. Joey Stemmet
Community Care Workers
Partly filled
Staff
28 posts – 27 filled
Community Care Workers
Filled / Dual
Staff
Phindile Jaftha
Supervisor
post
Social Worker
Filled
Staff
Leonie September
Social Worker
Filled
Staff
Gerrie Jonck
Spiritual counsellor
Vacant
Staff
-
Medscheme Farm project
4/8
Vacant
Contract ends Febr. 2012
Relief Sister / Staff Nurse
8/8
Vacant
Currently a temporary post
Staff Nurse
Relief - Supervising community
Sister or Staff Nurse
(internal shift = succession)
Staff needed Medical
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Auxiliary Social Worker
8/8
Vacant
Currently filled by Student Priscilla Erasmus
th
Vacant
Currently filled by Volunteer
th
Vacant
To be filled 2012/13
Staff needed –
Resource Dept
Financial assistant
Shop Assistant – Montagu
2/8
8/8
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c)
Staff Narrative 2012
STAFF IN FIXED EMPLOYMENT OF BRH, INCLUDING UNPAID VOLUNTEERS
MANAGEMENT
The General Manager is well supported by the Patient Care manager, the Resource Manager and MANCO. The
General Manager heads the Human Resource department and liaises closely with the Board of Directors (upto 9
volunteers).
PATIENT CARE
Patient Care Manager - We currently have one Patient Care Manager in an 8/8th post, and is also responsible for
Occupational Health in the organisation.
Medical Officer - The post to remain as it is at a 5/8 post (6/8 approved)
Nursing Staff – We have one senior sister and two full time supervising community sisters in an 8/8th posts, as well
as one enrolled nurse in an 8/8th posts, covering our 4 geographical areas of service. In addition, we have one
Professional Nurse in a 6/8th post who has been doing training in TB & HIV as well as Social Assessments of HIV
patients for the Department of Health as a Community Development Sister. This post will fall away at end March
2012.
A permanent 8/8th relief sister or Staff Nurse is required to be available in order to ensure continuity in instances
of Professional nurses being on leave, ill, or training. This position is currently filled by a part-time staff nurse.
A professional nurse did practical supervision of students Care Workers participating in the Medscheme Funded
Farmworkers project. Funding period expired at end of February 2012.
One professional nurse was employed as the HAST/High Transmission Area Sister, funded by the Department of
Health. This contract was not renewed after April 2012.
Community Care Workers (CCW’S) - We currently have 25 posts of a possible 28 that are filled by Community Care
Workers. Three 6/8th Care Worker contract posts were dedicated to TB until end March 2012, after which they
were incorporated in the CCW allocation.
Supervising community care worker - Suitably qualified person has been appointed in an 8/8th post. He also fulfils
the role of Data Capturer and Prevention and Promotion Coordinator.
Psycho-social - Two full time social workers are employed. One social worker is primarily responsible for the
paediatric care. A student Auxiliary Social worker is volunteering her time in this department. This post is to be
filled by 2013. One Spiritual Counsellor was internally promoted in March 2012 as the CPL Manager. This post will
remain vacant as the tasks are executed by Social Workers, CCW’s, volunteers and religious figures in the
community, coordinated by a volunteer.
Patient Care Volunteers – Eleven volunteers are currently fulfilling various roles to assist the paid staff in
providing holistic care to patients.
RESOURCE DEPARTMENT
Resource Manager - We currently have one Resource Manager in an 8/8th post, and also serves as the Resource
Development Manager.
Resource Development - A 6/8th Corporate Fundraiser, 6/8th Marketing Coordinator was employed late in 2011. A
4/8th Events coordinator has been employed since 2009 in order to ensure maximum fundraising benefit from
events, with her hours increasing to 6/8th in 2011.
Charity Shops – We have two 8/8th Shop Managers and in 2011 a 8/8th Shops Coordinator, also fulfilling the role of
Depot Manager. 1 x 8/8 Shop Assistant post is vacant currently.
A Shops Coordinator has been appointed who has taken over the direct supervision of the Montagu & Robertson
shops.
Drivers - Two positions exist for drivers but are currently filled by volunteer drivers.
Volunteers - One volunteer manager coordinates the volunteer programme in a 6/8th post.
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Cleaners - No change in the gardening/groundsman position and remains 8/8th. A full-time cleaner for the offices
has been employed since January 2011. Montagu shop has one 4/8th post as cleaner, whilst Robertson shop has a
6/8th.
Centre for Palliative Learning (CPL) - An 8/8th CPL manager is employed. A 6/8th Sister Tutor would have been
employed in May 2012, which our financial situation did not allow. The position of CPL Assistant is no longer
required after the 6/8th contract expires end February 2012. In order to utilize our qualified staff effectively, a
professional Sister no longer contracted to do Social Assessments is fulfilling the role of Nurse Tutor.
Monitoring, Evaluation & Reporting (M,E&R) - This post is filled by a nursing sister with monitoring, evaluating
and reporting skills in a full time 8/8th post. A volunteer assists in this department (4/8th). The Data Capturer post’s
function is fulfilled by the Community Care Worker Supervisor.
Finance - The need for an assistant and back-up to the one 8/8th financial management position was identified in
2009. To date internal staff has been used to assist where required, as well as a volunteer. However dedicated
support is sought for an assistant to this position in a 4/8th position at the soonest possible time.
Administration - Currently there is a receptionist/Office Assistant on an 8/8th post and a Personal Assistant (PA)
to the General and Patient Care Manager on a 8/8th post. The PA will as of June 2012 assist the General &
Resource Managers, whilst a Community Care Worker will assist the Patient Care Manager with administrative
tasks.
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d)
Comparison 2009/10 vs. 2012/13
YEAR
EMPLOYEES
Management
Administration
Resource Development (Fundraising)
Finance
Resource Development (Shops)
CPL/Training
MER
Volunteers
Patient Care
Community Care Workers
TOTAL
Situation as
at Jan 2010
Patients: HIV
Patients: CANCER
Patients: CHRONIC
Patients: TB
TOTAL
ASSETS
Vehicles
Offices
183
159
381
143
866
9 vehicles
One building, 10 offices
One plot for parking
2010 / 11
Actual
2
5
3
1
4
2
1
1
6
22
49
2011 / 12
Actual
2
5
4
1
5
2
1
1
7
27
53
Situation as
at Jan 2011
2012/2013
Projected
3
9
4
2
6
2
2
1
13
28
70
Situation as
at Jan 2012
204
178
426
161
970
387
148
114
275
924
9 vehicles
Current vehicle maintenance
plan
10 offices
Current plan to build new
building to increase office and
training space
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e)
Budget ( Previous Year )
Breede River Hospice Cash Flow / Budget Forecast - 2011-2012
Month:
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
TOTALS
RECEIPTS
Fund raising-Events
Fund raising-Projects
Donations - General
Pepfar top-up
Donations - Corporate
Fund raising-Tins
DoH Home Based Care
DoH HTA Grant
DoH TB Grant
EPWP
National Lottery Fund
Community Chest
Paediatric Programme
Friends of Hospice
Garden Project
Food Parcel Donations
Medscheme
FAMSA
Barry Whitehead Trust
Equipment hire
Donations - In Memory
of/Bequests
Montagu Shop
Warehouse Shop
Robertson Shop
Training
Newsletter
CPL Grant
CPL Training Income
Mentoring
Travel Refund
USAID TB Grant
WC HPCA Global Fund
MDP
HPCA Resource Dev.
SPCSP
CIDA
Interest Received
Total Receipts
0
700
5,000
13,547
30,000
1,650
66,821
8,500
15,760
0
51,858
5,000
7,600
3,750
0
1,000
59,718
0
5,500
800
5,430
700
5,000
13,547
30,000
1,650
56,821
8,500
15,760
0
51,858
5,000
7,600
3,750
0
1,000
7,000
0
5,500
800
20,000
2,800
5,000
13,547
30,000
1,650
56,821
8,500
15,760
0
51,858
5,000
7,600
3,750
0
1,000
7,000
0
5,500
1,500
35,000
700
5,000
13,547
30,000
1,650
56,821
8,500
15,760
0
61,858
5,000
14,100
3,750
0
1,000
7,000
0
5,500
1,500
23,400
700
5,000
13,547
25,000
1,650
56,821
8,500
15,760
3,200
51,858
5,000
7,600
3,750
0
1,000
7,000
0
5,500
1,500
31,000
700
5,000
13,547
25,000
1,650
56,821
8,500
15,760
3,200
51,858
5,000
7,600
3,750
0
1,000
7,000
0
5,500
1,500
57,800
2,800
5,000
0
25,000
1,650
56,821
8,500
15,760
3,200
51,858
5,000
0
3,750
0
1,000
7,000
0
5,500
1,500
55,300
700
17,000
0
25,000
1,650
56,821
8,500
15,760
3,200
51,858
5,000
0
3,750
0
1,000
7,000
0
5,500
1,500
17,000
700
5,000
0
25,000
1,650
56,821
8,500
15,760
3,200
51,858
5,000
0
3,750
0
1,000
7,000
0
5,500
1,500
2,000
700
5,000
0
30,000
1,650
56,821
8,500
15,760
3,200
51,858
5,000
0
3,750
0
1,000
7,000
0
5,500
1,500
800
700
5,000
0
30,000
1,650
56,821
8,500
15,760
3,200
101,858
5,000
0
3,750
0
1,000
7,000
0
5,500
1,500
5,800
700
5,000
0
30,000
1,650
56,821
8,500
15,760
3,200
101,858
5,000
0
3,750
0
1,000
7,000
0
5,500
1,500
253,530
12,600
72,000
81,282
335,000
19,800
691,852
102,000
189,120
25,600
732,296
60,000
52,100
45,000
0
12,000
136,718
0
66,000
16,600
300
300
300
300
300
300
300
300
300
300
300
300
3,600
20,000
1,000
35,000
833
0
0
13,300
5,200
3,500
4,000
10,000
2,200
0
8,333
0
5,000
385,870
20,000
1,000
35,000
833
0
0
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
5,000
338,282
20,000
1,000
35,000
833
0
9,312
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
5,000
364,964
20,000
1,000
35,000
833
0
0
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
5,000
385,052
16,000
0
31,000
833
0
0
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
5,000
346,152
16,000
0
28,000
833
0
9,312
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
5,000
360,064
16,000
0
31,000
833
0
0
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
3,000
359,505
19,000
0
33,000
833
0
0
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
3,000
371,905
19,000
0
33,000
833
0
9,312
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
3,000
330,917
19,000
0
33,000
833
0
0
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
3,000
311,605
19,000
0
33,000
833
0
0
23,000
5,200
3,500
4,000
10,000
2,200
0
8,333
0
3,000
360,405
19,000
0
33,000
833
0
9,312
23,000
5,200
3,500
4,000
10,000
2,200
0
8,337
0
3,000
374,721
223,000
4,000
395,000
9,996
0
37,248
266,300
62,400
42,000
48,000
120,000
26,400
0
100,000
0
48,000
4,289,442
\\MANAGEMENT\Docs\STRATEGIC PLANNING\2012\REVIEW strategic plan 2012 (final).doc
29
EXPENSES
ADMINISTRATION
Auditors
Advertising
Bank charges
Building Maintenance
Medical equip maint.
Office Equip & Furn
Maintenance (excl Comp)
Electricity
Vehicle Lisences
Vehicle Maintenance
Fuel & Travel cost - private
car
Levies
Insurance
Food Garden Salary
Food Garden Water costs
Food Garden Other Exp.
Project Expenses (Other)
Internet Subscription
Office Equipment Hire
Office Expenses (incl Petty
cash)
Security
Computer Expenses
Rates & water
Office Staff Expenses
Salaries Snr Management
Salaries Admin
UIF (all Dept)
Group Life (all Dept)
Wages
Workmen's Comp.
Printing & Stationary
Telephone
Vehicle tracker systems
Monitoring & Evaluation
Volunteer Expenses
RESOURCE DEVELOPMENT
Fundraising Salaries
Fundraising Expenses
Fundraising Project Exp.
General Public Awareness
Newsletter
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
0
500
1,700
500
100
13,000
500
1,700
500
100
13,000
6,000
20,400
6,000
1,200
250
250
250
250
250
250
250
250
250
250
250
250
3,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
1,000
250
4,000
12,000
3,000
48,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
24,000
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
300
3,700
0
0
0
1,000
300
3,400
3,600
44,400
0
0
0
12,000
3,600
40,800
1,700
1,700
1,700
1,700
1,700
1,700
1,700
1,700
1,700
1,700
1,700
1,700
20,400
400
1,000
650
50
23,710
38,963
2,720
0
0
0
4,500
5,000
340
800
800
400
1,000
650
50
23,710
38,963
2,520
0
0
0
4,500
5,000
340
800
800
400
1,000
650
50
23,710
38,963
2,520
0
0
0
4,500
5,000
340
800
800
400
1,000
650
50
23,710
38,963
2,520
0
0
0
4,500
5,000
340
800
800
400
1,000
650
50
23,710
38,963
2,520
0
0
0
4,500
5,000
340
800
800
400
1,000
650
50
34,510
40,508
2,520
0
0
0
4,500
5,000
340
800
800
400
1,000
650
50
34,510
40,508
2,520
7,900
0
0
4,500
5,000
340
800
800
400
1,000
650
50
34,510
40,508
2,520
7,900
0
17,000
4,500
5,000
340
800
800
400
1,000
650
50
34,510
40,508
2,520
7,900
0
0
4,500
5,000
340
800
800
400
1,000
650
50
34,510
40,508
2,520
7,900
0
0
4,500
5,000
340
800
800
400
6,000
650
50
34,510
40,508
2,520
7,900
0
0
4,500
5,000
340
800
800
400
1,000
650
50
34,510
40,508
2,520
7,900
0
0
4,500
5,000
340
800
800
4,800
17,000
7,800
600
360,120
478,371
30,440
47,400
0
17,000
54,000
60,000
4,080
9,600
9,600
14,064
0
1,000
167
0
19,282
630
1,000
967
0
19,282
8,500
1,000
167
0
19,282
8,500
1,000
167
0
19,282
5,000
1,000
167
0
22,654
7,000
1,000
167
0
22,654
28,000
1,000
167
0
22,654
25,000
1,000
167
0
22,654
2,500
1,000
167
0
22,654
1,030
1,000
167
0
22,654
0
1,000
167
0
22,654
0
1,000
163
0
249,770
86,160
12,000
2,800
0
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30
Brochure
CPL/TRAINING
Salaries
CPL Expenses
Library
SPCSP
Staff Training
Volunteer Training
Nurse Training Grants
PATIENT CARE
Medical
supplies/Consumables
Patient Fund
Patient Care Staff Expenses
Sister Salaries
Medical Doctor
Weekend & Holidays
Relief Sister
Daycare / Support Groups
Bereavement
Registrations & Indemnities
Fuel Cost
PC Staff Uniforms
Paediatric Programme
SOCIAL WORK
Salaries & Wages
Food Parcels
STAFF SUPPORT
CCG Teambuilding
CCG Care for Carer
Prof. Staff Teambuilding
Prof. Staff Care for Carer
MONTAGU SHOP
Electricity
General Expenses
BRW Services
Rent paid
Salaries & Wages
Telephone
Advertising
Alarm
UIF
ROBERTSON SHOP
Electricity
General Expenses
800
800
800
800
800
800
800
800
800
800
800
800
9,600
13,804
7,750
1,000
0
1,500
120
1,000
5,218
7,750
1,000
0
1,500
120
1,000
5,218
7,750
1,000
0
1,500
120
1,000
5,218
7,750
1,000
0
1,500
120
1,000
6,124
7,750
1,000
0
1,500
120
1,000
6,124
7,750
1,000
0
1,500
120
1,000
6,124
7,750
1,000
0
1,500
120
1,000
6,124
7,750
1,000
0
1,500
120
1,000
6,124
7,750
1,000
0
1,500
120
1,000
6,124
7,750
1,000
0
1,500
120
12,000
6,124
7,750
1,000
0
1,500
120
1,000
6,124
7,750
1,000
0
1,500
120
1,000
78,450
93,000
12,000
0
18,000
1,440
23,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
12,000
0
2,500
54,701
11,528
1,760
4,312
500
50
0
12,000
30,000
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
12,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
500
0
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
10,000
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
15,000
0
0
0
2,500
54,701
11,528
1,760
4,312
500
50
0
15,000
0
0
0
30,000
656,412
138,336
21,120
51,744
6,000
1,050
10,000
174,000
30,000
0
17,432
840
25,645
840
25,645
840
25,645
840
25,645
840
25,645
840
25,645
840
25,645
840
25,645
840
25,645
840
25,645
840
25,645
840
299,527
10,080
0
120
0
100
0
120
0
100
0
120
200
100
0
120
775
100
0
120
0
100
0
120
0
100
0
120
0
100
0
120
0
100
0
120
0
100
0
120
0
100
0
120
0
100
0
120
0
100
0
1,440
975
1,200
400
300
250
3,850
4,620
335
100
120
50
400
300
250
3,850
4,620
335
100
120
50
400
300
250
3,850
4,620
335
100
120
50
400
300
250
3,850
4,620
335
100
120
50
400
300
250
3,850
4,620
300
100
120
50
400
300
250
3,850
4,620
300
100
120
50
400
300
250
3,850
4,620
300
100
120
50
400
300
250
3,850
4,620
300
100
120
50
400
300
250
3,850
4,620
300
100
120
50
400
300
250
3,850
4,620
300
100
120
50
400
300
250
3,850
4,620
300
100
120
50
400
300
250
3,850
4,620
300
100
120
50
4,800
3,600
3,000
46,200
55,440
3,740
1,200
1,440
600
300
400
300
400
300
1,600
300
1,600
700
400
700
400
700
400
700
400
700
400
700
400
700
400
700
400
6,800
7,200
\\MANAGEMENT\Docs\STRATEGIC PLANNING\2012\REVIEW strategic plan 2012 (final).doc
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Rent paid
Salaries & Wages
Telephone
Alarm
UIF
WAREHOUSE
Electricity
General Expenses
Rent paid
Salaries & Wages
HOME BASED CARE
CCG's Transport
CCG Expenses
CCG's Salaries
EPWP
Total Payments
4,443
5,000
330
185
50
4,443
5,000
330
185
50
4,443
5,000
330
185
50
4,443
5,000
330
185
50
10,260
5,000
300
2,685
50
10,260
5,000
300
185
50
10,260
5,000
300
185
50
10,260
5,000
300
185
50
10,260
5,000
300
185
50
10,260
5,000
300
185
50
10,260
5,000
300
185
50
10,260
5,000
300
185
50
99,851
60,000
3,720
4,720
600
50
50
2,640
0
50
50
2,904
0
50
50
2,904
0
50
50
2,904
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
200
200
11,352
0
200
1,500
43,784
0
346,638
200
1,500
43,784
0
322,977
200
1,500
43,784
0
334,447
200
1,500
45,317
0
336,555
200
1,500
45,317
3,200
341,284
200
1,500
45,317
3,200
356,051
200
1,500
45,317
3,200
384,951
200
1,500
45,317
3,200
398,951
200
1,500
45,317
3,200
369,451
200
1,500
45,317
3,200
368,981
200
1,500
45,317
3,200
361,951
200
1,500
45,317
3,200
369,947
2,400
18,000
539,205
25,600
4,292,183
39,232
15,305
30,517
48,497
4,868
4,013
-25,446
-27,046
-38,534
-57,376
-1,546
4,774
-2,741
Opening Cash Balance
350,000
389,232
404,538
435,055
483,552
488,420
492,433
466,987
439,941
401,407
344,031
342,485
Closing Cash Balance
389,232
404,538
435,055
483,552
488,420
492,433
466,987
439,941
401,407
344,031
342,485
347,259
Cashflow Surplus
/Deficit (-)
\\MANAGEMENT\Docs\STRATEGIC PLANNING\2012\REVIEW strategic plan 2012 (final).doc
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f)
Funders (current)
April 2011 – March 2012
SOURCE
DoH HOME BASED CARE
NATIONAL LOTTERY FUND
ROBERTSON SHOP
FUND RAISING EVENTS
MONTAGU SHOP
DOH TB GRANT
PEPFAR TOP UP
DONATIONS CORPORATE
MEDSCHEME
HPCA TB FUNDING
SPCSP
DOH HTA GRANT
CPL TRAININIG INCOME
PAEDIATRIC PROGRAM
DONATIONS GENERAL
BARRY WHITEHEAD TRUST
HPCA APCA POS
COMMUNITY CHEST
CPL EXP REFUNDED
INTEREST RECEIVED
CPL FEE
WCHPCA GLOBAL FUND
IN MEMORY OF DONATIONS
EPWP
FRIENDS OF HOSPICE
TRAVEL REFUNDED
LDP
TRAINING MEETINGS
FR TINS
FUNDRAISING PROJECTS
MENTORING
EQUIPMENT HIRE
FOOD PARCEL DONATIONS
HPCA RESOURCE DEV
MEDICAL AID
CIDA
AVE
AMOUNT
PM
56,067
51,858
34,674
31,209
19,316
15,430
14,158
13,283
10,810
9,381
8,333
8,227
6,787
6,785
5,805
5,500
4,552
4,450
4,098
3,968
3,852
3,585
3,105
2,792
2,651
2,156
2,050
1,723
1,617
1,449
982
758
737
664
456
361
343,628
%
50%
80%
16.3
15.1
10.1
9.1
5.6
4.5
4.1
3.9
3.1
2.7
2.4
2.4
2.0
2.0
1.7
1.6
1.3
1.3
1.2
1.2
1.1
1.0
0.9
0.8
0.8
0.6
0.6
0.5
0.5
0.4
0.3
0.2
0.2
0.2
0.1
0.1
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f)
Chairperson’s Report 2010/2011
This past year has been marked by many achievements, expansions, changes and challenges, but we have been
blessed through it all with the support of our loyal staff, volunteers, donors and supporters.
It is said that service is the rent we pay for the space we occupy in life, and I wholeheartedly thank you all for
your service/the rent you have paid to this organisation during the past year.
The expansion in patient numbers has forced an increase in our staff numbers from 45 to 58. To continue
providing the support of resources to the Patient Care department, we have in turn rearranged the management
structure, with plans to expand the fundraising department. We wish Riëtte van der Westhuizen all the best with
her promotion to Resource Manager, and are confident that her new team members will be successful in
developing financial resources for Breede River Hospice. Their success will assist in addressing the historical
challenge of staff retention, an issue that is faced by most NPO’s due to funding constraints/restraints.
Speaking of rearranging, we are proud of our revamped and relocated Robertson Hospice Shop, and are grateful
for the support from our new landlords, the Dutch Reformed Church, in this process. The move of the shop also
allowed for new community partnerships to be formed, with the Robertson Correctional Services offering their
help with the logistics and hard labor. May the shops remain blessed as they have under management of Cecile
Claassen and Sandra Louwrens, with the help of newly appointed Shops Coordinator, Gaye Inggs.
Our training programme is becoming more full as we move deeper into the year, which potentially means more
income for us. Thank you to Iona Palmer for taking over the reigns of the CPL in the absence of Kobus Esterhuyse,
who has moved on to manage the Overstrand Hospice in Hermanus. We are already recognized as leaders in the
field of Palliative Care and know that with your input and commitment, we will be able to deliver on our mission.
But for us to gainfully maximize our training we are actively working towards realizing another “moving day” this time for training and office space. We are positive about what the future holds in terms of securing funding
to have an additional and larger training facility, and grateful for the support of our donors thus far. I would like
to specifically mention Mr. Gordon Bamford, one of our founding members and first fundraiser, for remaining
involved and committed to this end. In the meantime, I thank our staff for their patience in tolerating the space
constraints.
The golden thread that runs through our organisation, making everything work easier and better, is our
volunteer department. For the past 11 years hospice has been my own personal opportunity of sharing the care.
And every week or so when I visit Hospice House for a meeting or to sign a document, I am astounded at the
various volunteers who I meet in the hallways -there to give of their time and expertise - there to share the
care.
Though people often think of hospice volunteers as those who work directly with patients and families, there are
many other activities for which volunteers contribute their time.
About 70% help with administrative tasks and fundraising activities; numerous volunteers assist with
maintenance and keeping the grounds; some help by committing their trucks or equipment; many are working
shifts in one of the two hospice shops.
Willing to go the extra mile—sometimes quite literally—in all aspects of hospice work, volunteers frequently
drive patients to appointments, shake collection tins during Hospice Week, fold and mail documents, take
telephone messages and write articles for in-house publications.
But perhaps the most important role of a volunteer is that of ambassador. Our organisation has succeeded and thrived for
12 years because of all of the exceptional supporters called volunteers who have given their time to ensure that
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34
compassionate quality of life remains available to all—free of charge. And I have been proud to be an ambassador of Breede
River Hospice, and will continue to be, even as I retire from the Board this year. I implore on you to find out how your
specific skills and expertise can assist hospice in sharing in the care. You will see, as I have, that “paying your rent” becomes
a lifestyle and a way of life.
Denise de Wet
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h)
Abbreviations
BRH
CCG
CIDA
COHSASA
CPL
DoH
EXCO
FAMSA
GM
HBC
HPCA
HR
MANCO
SPCSPP
TB
WC HPCA
ARV
EPWP
ER
EU
EXCO
FR
H.O.P.E
HAWC
HBC
HPCA
MO
NEHAWU
OD
PAWC
PC
PC
PEPFAR
PPCDT
SE
SW
TA
Dots
Acts
MER
QIP
MSAT
Breede River Hospice
Community Care-givers
Canadian International Development Agency
Council for Health Service Accreditation of Southern Africa
Centre for Palliative Learning
Department of Health
Executive Committee
Family and Marriage Association of South Africa
General Manager
Home-based Care
Hospice Palliative Care Association of South Africa
Human Resources
Management Committee
Sustainable Palliative Care through Strategic Partnerships Programme
Tuberculoses
Western Cape Hospice Palliative Care Association of South Africa
Anti-Retroviral Treatment
Extended Public Works Programme
Education and Research
European Union
Executive Committee
Fund Raising
Hospice Organization of Palliative Experts (USA partners)
Hospice Association of the Western Cape
Home Based Care
Hospice Palliative Care Association of SA
Medical Officer
National Education Health and Allied Workers Union
Organization Development
Provincial Administration of the Western Cape
Palliative Care
Patient Care
President’s Emergency Plan For Aids Relief
Provincial Palliative Care Development Team
Service Element
Social worker
Technical Assistant
Direct observation of treatment
Aids counselling and Testing
Monitoring Evaluation and reporting
Quality improvement plan
Multi-sectoral action team
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i)
Information Management
Policy under review – completion expected 25 June 2012
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