cdf ar 2014-draft 3 · our value statement to pursue its vision and mission, the cdf western cape...

keeping the fl ame of

ALIVE

EXTRAORDINARY DREAMS.

OUR VISION IS TO ENSURE THAT ORDINARY PEOPLE LIVING

AND ACHIEVE

IN THE WESTERN CAPE ARE PROVIDED THE OPPORTUNITY TO

IDENTIFY THEIR POTENTIAL,SET APPROPRIATE GOALS

TABLE OF CONTENTS

A GRATITUDE BOUQUET 4

MESSAGE FROM THE CHAIRPERSON 5

MESSAGE FROM THE EXECUTIVE DIRECTOR 7

PROGRAMME COORDINATOR’S REFLECTIONS 13- YOUTH CIVIC ENGAGEMENT (YCE) 14- SUSTAINABLE LIVELIHOOD 17- MACASSAR COMMUNITY EMBRACING THE ENVIRONMENT 18- VOICES OF WOMEN 20

FINANCIAL REPORT 21

GRANTS AND SUPPORT 27

BOARD OF TRUSTEES, STAFF AND VOLUNTEERS 28

COMMUNITY DEVELOPMENT FOUNDATION WESTERN CAPE 1

COMMUNITYa committed interest in the

THE MISSION OF THE CDF WESTERN CAPE

COMMUNITY DEVELOPMENT FOUNDATION WESTERN CAPE2

Our Mission

To improve the quality of life, strengthen the common good and address the most challenging social concerns of people living in the Western Cape. We do this by raising funds and identifying opportunities that link donors’ interest to community needs and aspirations, while at all times requiring full accountability from all stakeholders on an even-handed keel.

Our Value Statement

To pursue its Vision and Mission, the CDF Western Cape embraces the following ethos:

1. We have hope, and will create hope in the people with whom we work.2. We embrace the spiritual well-being of all people and promote the achievement of their full potential.3. We value partnerships with people and organisations that have a committed interest in the

community, all such partnerships will encompass mutual respect; transparency, accountability and integrity.

4. We foster, embody and celebrate diversity and strive towards equality.5. We seek the involvement and contributions of the people we aspire to serve.6. We require compassion, generosity of spirit, inclusiveness, respect and shared learning in all

we do and in those organisations with whom we work.

Our Strategic Focus Areas

The Community Development Foundation Western Cape works alongside communities identified as nodal and high risks areas. Listed below are the areas of interest and the target group the organisation intends to reach.

• Youth Civic Engagement: youth aged cohort 10 to 24• Micro enterprise development • Food security and sustainable livelihoods• Women empowerment initiatives• HIV/AIDS prevention and support component• Protection of the Environment • Community Leadership development • Relevant research


Our Theory Of Change

Sustainability, whether short or long-term, is about an organisation’s agility and insightfulness to change. In reflecting on the work of CDF WCape over the last few years, a common thread emerged, bringing the words of Margaret Mead into perspective: “Never doubt that a small group of thoughtful, committed citizens can change the world. This is the only thing that ever has”.

By living the organisation’s vision every-day, our antenna is in active mode, put-ting the feelers out for positive commu-nity stories. Starting with an (innovative) idea – by an individual or as a collective – the process is set in motion by an ap-preciative inquiry, using of and building on available assets, followed by a series of listening, trust building and mutual learning and sharing community conver-sations. The process is interactive, bond-ing CDF WCape with its constituency; recognition of experiences and learn-ings; demystifying of logical solutions; adoption of a coordinated approach for implementation; monitoring and sup-port, and reflection.

Change is not merely about solving problems. Demystifying ‘logical solutions’ means to counter intuitively, thinking beyond the obvious and recognizing that what appears to be the logical solution, could exacerbate the problem and stifle the courage to push for better outcomes. Change is thus a process whereby through active listening, the larger picture becomes visible; each story, contribution and dream, is the sum of the whole that ultimately leads to a shared vision for a better future for all.

‘‘SOME LOOK AT THINGS THAT ARE, AND ASK WHY. I DREAM OF THINGS THAT NEVER WERE AND ASK WHY NOT?GEORGE BERNARD SHAW

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HOPE ALIVEkeeping the fl ame of

A GRATITUDE BOUQUET TO OUR PATRON RENIER VAN ROOYEN

Throughout his life Renier had displayed compassion and empathy for those less fortunate. In an interview for his biography, Renier recalled how the right moment presented the idea to act.

“It must have been two in the morning when I drove home through the city and saw very small children sleeping under newspapers in a doorway. The sight made me sad and I felt we cannot allow this to continue – we must do something, in fact I must do something!”

True to his word and conviction and guided by his cornerstones of ‘Faith, Positive Thinking, Hard Work, Enthusiasm and Compassion’ Renier in 1974, launched the Renier van Rooyen Trust and the Western Cape Welfare Organisation (Weswok); however not without sacrifices as he and his wife Alice had to delay personal plans and aspirations.

We pay homage to our patron, visionary leader and philanthropist, Mr Renier Van Rooyen, thanking him for helping us in keeping the flame of hope alive.


CONTRIBUTIONmaking a meaningful

MESSAGE FROM THE CHAIRPERSON, JANNIE ISAACS

It is with heart-filled gratitude that I bring to you the Annual Report of the Community Development Foun-dation Western Cape (CDF WCape), for the financial year 2013/14.

The year under review has seen the organisation rising from ‘almost the ashes’ to establish and maintain its profile, as a significant role player in the non-profit and philanthropy sector. Many successful organisations experience periods of distress and despair and on their journey they very often come across similar organisations for which the race has been too demanding and had to concede to defeat. At CDF

WCape we have travelled that journey and today we are incredibly grateful that we have been able to stand the test of time and be able to respond to our calling. In doing so we have learnt so much that we can take into the future.

During the year we have been able to re-establish and re-align ourselves in a multitude of collaterals and net-works. As an active player in the field of community development, we are well aware of the value and the power of networking. It is dur-ing these times that we have been carried by and supported by a ‘com-munity of friends’.

CDF WCape has been blessed by the support they enjoy with a range of donors who have been consistent in their response and support of the organisation. We are privileged to be surrounded by donors who have a thorough understanding of the com-plexities of community development; donors who identify and share in the joys and sorrows of the organisation and show that they care.

‘‘ SMOOTH ROADS NEVER MAKE GOOD DRIVERS. SMOOTH SEAS NEVER MAKE GOOD SAILORS.CLEAR SKIES NEVER MAKE GOOD PILOTS. ANONYMOUS

‘‘


During the past year we have seen a number of new donor relationships developing and partnerships that brought a new dimension and perspective to CDF’s development discourse. From these partnerships, a fresh breath of innovative ideas have flowed, supporting and enhancing CDF WCape’s ideas and objectives.

Allow me to express my sincerest appreciation and gratitude to the following organisations and people:

• To our Donors and Sponsors – everyone who has in some way or another contributed to us, you are the reason for our existence.

• To the Members of the Board of CDF WCape who are actively involved in ensuring that the required leadership and governance are exercised, thank you for your commitment, dedication and loyalty.

• To the Executive Director and Staff of CDF WCape who have been weathering the storms and has sailed the ship to calmer waters, thank you for the firm belief in the work of the organisation; thank you for not only what you do, but also for who you are.

As we enter into a new year, we shall approach it with the same vigilance and determination that has brought us where we are today. We will pursue our goals and objectives in making a meaningful contribution; thereby ensuring that ordinary people are provided the opportunity to identify their potential, set appropriate goals and achieve extraordinary dreams.

‘‘ ‘‘IF YOU WANT TO WALK FAST WALK ALONE, IF YOU WANT TO WALK FAR WALK TOGETHER.AFRICAN PROVERB


ENVIRONMENTresponding to a changing

FROM THE EXECUTIVE DIRECTOR, BEULAH FREDERICKS

This powerful statement, in the context of Community Development Foundation Western Cape (CDF WCape), couldn’t be more apt and appropriate. In reflecting on the year under review, the Board and Staff stand in awe of what has been achieved – this despite the challenges meted out by a shrinking donor support base and subsequent staff retrenchments. On face value the CDF WCape Board and a drastically depleted team recognised the crisis; however our hope-laden mind-set suggested otherwise and brought about experiences welcomed and embraced by all of those who came into our sphere of hope, optimism and faith. Opportunities for reflection, adaption and self-anew were critical reflective processes that emitted from this crisis, allowing the Foundation to respond optimistically to internal and external changes that the philanthropic sector demanded.

Although all organisations are in a constant mode of learning, change and demand, with crises looming, the manner in which its leadership reads and responds to the changing environment is the key. Maintaining the status quo is one way; prompting imminent closure another; or taking decisive decisions that would effect transition and regeneration a further option. However, with CDF WCape at the crossroads, the leadership stood tall and made the necessary adjustments that propagated hope in and for the future. For the CDF Board and team it was the positive appreciation of achievements and expansive donor and community support that protracted the energy and motivation so necessary to stay on course and true to our vision and mission.

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NEVER LET A SERIOUS CRISIS GO TO WASTE BECAUSE A CRISIS PRESENTS AN OPPORTUNITY TO DO THINGS YOU THOUGHT YOU COULD NOT DO BEFORE.RAHN EMANUEL, FORMER FIRST CHIEF OF STAFF OF PRESIDENT OBAMA OF THE UNITED STATES


The starting point of our daily encounters, whether challenges, opportunities, risks or celebrations, was the interplay between action and reflection, culminating in a learning that implies new action. For the Foundation’s staff, it was these critical reflective processes that brought equilibrium to whatever the nature of the encounter was at the time. Listening and sharing platforms via community conversations were and continue to play an integral part of CDF WCape’s theory of change. Our role goes beyond community grantmaking, taking philanthropy and local giving to a deeper understanding of engagement, and where leading with or the unpacking of ideas and not money anchor the development agenda. The role of convenor, mentor, listener, and technical advisor is embedded in the organisation’s value chain. The Foundation’s leadership believes that effectiveness is increased through a diverse base of financial and non-financial resources. This strengthens civic legitimacy and our theory of change. Our experience as evidence, is a series of risk-taking ventures, that over time, created change with long-term results. The Foundations’ Youth Civic Engagement Programme (YCE) operates in high risk communities where gangsterism and drug-related crimes consume the lives of the youth; yet pathways are being built that could strengthen their role as agents for change, leading them away from poverty. These processes are slow and time consuming; however the intervention is pro-active and ongoing with the young people leading the pace for change.

The Power of Networks

CDF WCape has become increasingly aware of the importance of networks and collaboration on all aspects of their work, be it formally or informally. Existing partnerships were strengthened and new ones forged with organisations such as: Africa Jam Youth Outreach; Cape Peninsula University of Technology (CPUT); Cede Greenhouses; Elamanzi; Good Hope Studies; Maboneng; NGO Assist; South African Youth Leadership Network; Onze Rust; and West Coast FET College. We are indeed grateful for the value added at a time of leanness.

On another level the capacity to adapt and self-renew comes via self development, networking and building linkages. Traversing social networks, peer learning events, conference platforms and roundtable discourses have been enriching experiences. CDF WCape is part of a ‘community’ of people and peers who meet at different intervals and occasions where ideas are exchanged and strategies developed.

‘‘I AM FUNDAMENTALLY AN OPTIMIST. WHETHER THAT COMES FROM NATURE OR NURTURE, I CANNOT SAY. PART OF BEING OPTIMISTIC IS KEEPING ONE’S HEAD POINTED TOWARDS THE SUN, ONE’S FEET MOVING FORWARD. THERE WERE MANY DARK MOMENTS WHEN MY FAITH IN HUMANITY WAS SORELY TESTED, BUT I WOULD NOT AND COULD NOT GIVE MYSELF UP TO DESPAIR. THAT WAY LAYS DEFEAT AND DEATH. NELSON MANDELA (CAPE TIMES 2014)

‘‘


Grounding sustainability

Working from a positive appreciation of past achievements, 2013 was the year when the tide came in for CDF WCape. Our gratitude must go to two of our donors, CS Mott Foundation and the Global Fund for Community Foundations, which not only financially supported the work of the Foundation during this turbulent time, but also rallied for greater visibility, amplification of voice and the expansion of giving, local and otherwise. Complementing the efforts of our donors was the team of the Technical Support and Dialogue Platform (TSDP) which came in with timely interventions tailor-made and strategically fitting for an organisation on an upward spiral. As a result the innovative and evolving nature of the Youth Civic Engagement Programme budded into an entrepreneurial programme with a Youth Fund, creating the platform for young people to advance philanthropy and community grantmaking.

Piloting civic initiatives are fertile grounds for sustainability

The grant from the two donors mentioned above, catalytic in nature, sent a clear and positive message of assurance to prospective donors, alluring support for an organisation which has its programmatic footprint under threat.

Leveraging and building linkages created new spaces. The first breakthrough was when LegalWise approved a grant for a yearlong pilot run of PhotoSpeak Upscale, a youth entrepreneurial initiative. Six months into this pilot crafted the opportunity for others such as the Expanded Public Works Programme (EPWP) to find affinity with CDF’s youth advancement work.

Following the above and worth mentioning is the grant received from the National Lot-teries Development Trust Fund (NLDTF). After three consecutive years of apply for a grant, the NLDTF approved a grant for a range of programmes of which the bulk spent for the year under review was on our Sustain-able Livelihoods Programme. Expanding the Veggie Tunnel Programme unlocked another pilot when the Global Fund for Community Foundations approved CDF WCape applica-tion for the pilot of an environmental grant for community philanthropy.

Evolving nature of grants

The CS Mott General Support Grants together with the financial support from the Global Fund for Community Foundations have up to now been closing gaps left by other donors still hesitant or too cautious of risk taking. In this regard a significant penetration took place in that LegalWise, one of CDF’s new donor partners took the lead in breaking down barriers in a philanthropic sector


still too closed in by structural arrangements not conducive to systemic change. Their expansive attitude and approach provided room for manoeuvre, giving us the opportunity to test and try new ideas and approaches to solving social problems. We learnt from these new approaches, adapted not only our work but also that of a broader spectrum.

The Global Fund for community Foundations gave impetus to CDF’s Youth Civic Engagement programme. Piloted in 2008, PhotoSpeak evolved into a cluster of seven interventions where youth plays the pivotal role. Referred to the Youth Civic Engagement, the programme focuses on the democratic processes that relate to Citizenship, Rights and Responsibilities. It is about restoring the disconnection and social exclusion young people experience on a daily basis. The programme amplifies the voice of the youth and encourages them to believe in their own abilities, bringing the change they want – a more equitable, constitutional and representative democracy that is prosperous for all.

The programme is not a stand-alone but forms part of a larger strategy to encourage young people’s participation in their respective communities as well as a constituency-building effort for the Foundation. Crafting at the concept of YCE for more than 5 years, CDF WCape is strategically positioned to take this programme to scale with enterprise development the key driver for the broader advancement of youth.

Community Grantmaking

The DNA of grantmaking has changed and traditional grantmaking is not only fading, but looks different from where we sit in the world.

Our holistic approach to community grantmaking has the potential both to serve as custodians of community resources as well as to offer funding to those excluded from funding streams. Cultivating the grant process sets in motion an appreciative inquiry, using and building on available assets, followed by a series of deep listening, trust building, prodding and mutual learning and sharing community conversations; thus shifting the focus to a more engaging and participatory practice. By opening up spaces for community conversations and not focussing on grantmaking, CDF WCape created a lattice of community connections and structures that bridges the trails out of poverty.

Building trust and taking risks have lead us to ask very different questions that changes the balance of power in the relationship; i.e. Soup kitchens: What assets do you have and not what are your need and wants. Although at a snail pace, the Foundation is edging towards the target of R500 000 or more per year for community grants. During the year under review the Foundation accelerated its stride with the amount of R340 196 allocated to community grants.


The variances of Local Giving

Human Resources: Two key positions (Finance and Communications) were caught in the 2013 retrenchments spiral. With limited funds and a very lean staff, also with both the executive director and programme officer working according to a short-time schedule to reduce the cost burden, the future looked bleak and challenging. However, hope and a positive frame of mind prevailed.

Ms Cheryldende Hector is saluted for her commitment to CDF WCape; her unwavering passion for community philanthropy and staying power when the stakes were down.

We express our heartfelt gratitude to Ms Lynne Nicolls who came on board in 2013, offering her financial skills pro bona and continued to play an oversight role from 2014 onwards; also serving on the Finance sub-committee.

Challenges germinated opportunities and a turn-around strategy implemented was to engage learnerships for interns and volunteers. Our gratitude is expressed to a pool of people who unselfishly offered their time and skills and in so doing helped a lean CDF team navigates its way to calmer waters.

Interns and Volunteers: CDF WCape was privileged to have the services of volunteers and interns who gave their time and skills to the Foundation, adding immense value to our work whilst at the same time learning from the CDF WCape experience. We wish to say Thank You to all the individuals and institutions such as the West Coast Community College, Good Hope Services, Cape Peninsula University of Technology and Africa Jam.

The value of place and space: A note of appreciation is offered to our new landlord, Mr Patterson and the staff of Proud Heritage for their currency of giving. The funding shortfall and staff retrenchments brought the challenge of rentals and size of office space into the equation. Relocating our offices to the third floor of the same building came at a most unfavorable time and signalled stress and discomfort. However, these challenges came with opportunities and changes for the better. The staff of Proud Heritage, under the guidance of Nazeem Gelandt, ensured for a smooth change of place, whilst the new offices, with basics such as improved ventilation, brought a new energy and flow to the work place.


The Beanie Knitters Circle: Our Beanie Knitters led by Maureen de Souza and friends have been knitting beanies for many children in need. The drive which started in May 2013 has seen more than 300 Beanies distributed to the communities of Delft, Ottery, Lavender Hill, Bonteheuwel, Khayelitsha, Du Noon, Belhar and Macassar. They wish to expand their reach and invite other knitters to join them in this drive.

A giving and supportive Board: The current CDF WCape Board is an amazing group of individuals – leaders in their own right. The spirit of reliance is woven through and among trustees where a deep-seated trust has developed over years of working together – in trying times, in moments of discomfort and of celebrations. Thank you for your steadfastness, appetite for watchful and responsible risk taking and robust decision making.

‘‘IT IS THE MEANING OF WHAT MY LIFE HAS BEEN, TO TRY TO FIGHT FOR THE DIGNITY AND THE FREEDOM OF MY OWN PEOPLE. THEREFORE, MY CHALLENGE TO EACH OF YOU…IS THAT YOU ASK YOURSELF WHAT YOU CAN DO TO MAKE A DIFFERENCE. AND THEN TAKE THAT ACTION, NO MATTER HOW LARGE OR HOW SMALL. FOR OUR CHILDREN (COMMUNITIES) HAVE A RIGHT TO PEACE.GRACA MACHEL (CAPE TIMES 2014)

‘‘


AND GRATITUDEa year fi lled with hope

REFLECTIONS FROM CHERYLDENE HECTOR

CDF WCape has since its inception in 2007 never made a formal call for community grant proposals. This was not necessarily a strategic decision at the time, but rather the default, given the small size of our funding pool in comparison to the demand for community grants.

The year under review was no different and community grants in various sizes and shapes were made in collaboration with community partners. The sudden injection of much needed funds not only increased our workload as new grantees were acquired based on the Donor Funding and criteria, but also ensured a new level of enthusiasm and gratitude. We express our appreciation to the Board Sub-Committee Chairperson, Lynnette Christians, for her availability, input and guidance – all necessary requirements – in the community grant process.

Maintenance, monitoring and support of community projects and grantees are ongoing processes, also on an informal level where grantees are invited to functions, opportunities that may arise, and at times to events in the organisations where active participation is required. We are looking forward to another year of mutual learning and growth as we continue to keep the flame of hope alive.

Grants

GENERAL COMMUNITY GRANTS YOUTH CIVIC ENGAGEMENT (YCE)

HOLISTIC HEALTH & WELLBEING ENVIRONMENT

SUSTAINABLE LIVELIHOODS


1. Youth Civic Engagement (YCE)

From the time when the pilot run in 2008, PhotoSpeak evolved into a cluster of Youth Civic Engagement Programmes; bringing into play PhotoSpeak Foundation phase; YouthBanks, Peer learning, Board succession, PhotoSpeak Upscale; YouthFund and WELD/KOB NEWS as the catalyst for change. The YCE Programme is not a stand-alone, but forms part of a larger strategy of engaging young people’s participation in broader civic and constituency-building matters. Crafting at the concept of YCE for more than 5 years, CDF WCape is now strategically positioned to take this programme to scale with enterprise development the key driver for the broader advancement of youth.

1.1. Photospeak (PS)

Partnership and Collaboration: AFRICA JAM, OTTERY (AJ)Despite funding crunch and the subsequent moratorium on the implementation of new projects, a partnership pursued with Africa Jam Youth Outreach, Ottery added a new dimension to the Photospeak Pogramme. Working from the premise of an appreciative inquiry and with less funding in the equation, our approach to this partnership was different. CDF WCape made available human capital and the curriculum, whereas AJ provided all the other components required for successful implementation. The value proposition of this partnership was major especially with the Ottery community under constant siege of violence. The intensity, creativity and willingness of the group of 13 went beyond “keeping youth busy” as they strived to make a difference in their neighbourhood through Photospeak.

The AJ Ottery project in comparison to other PS events saw the media and marketing take on another form with Banners, Block Mounts and Calendars being the order of the day, boosted with the income derived from sales used to supplement the fees for youth to attend a Special Leadership Camp in Rocklands.

Further opportunities of sharing Photospeak came via invitations to participate in community initiatives

such as the Mboneng Community Arts Festival; Africa Jam Youth Camp 2014; the Cape Town Bible College Students and special meetings and workshops. The PS flyers and presentation has become a powerful marketing tool for this programme.


1.2. Youthbanks (YB)

YouthBanks International (YBI): Webinar Connections with Andisiwe Maxongo leading the voice from the Cape CDF WCape once again had an opportunity to share “The South Africa/African” YouthBanks experience through a webinar session. This had one of our first YB Participants, Andisiwe Maxongo from Delft South, joined by 6 other speakers from across Europe and the UK, sharing their stories via the webinar with more than 36 Countries. Further sharing and learning opportunities brought the YBI Director, Vernon Ringland, who is also associated with the Community Foundation Northern Ireland, to our shores in November 2013. His visit created a greater opportunity for CDF WCape to share its first-hand experience of YouthBanks from a ‘South African’ perspective. It is evident that YouthBanks is one of the possible solutions to Youth Empowerment if understood and implemented by Youth.

1.3 Peer Learning

1.3.1. Peer Learning Annual Update The first Annual Peer Update with representatives of the various YCE initiatives within CDF WCape was held in May 2013. The key focus was to inform youth of the current developments within the youth-focused clusters as well as have them share their projects and aspirations. It was then resolved that beside the peer Learnings which are conducted annually in partnership with other Community Foundations, that there should be one specifically for CDF WCape cluster as well.

1.3.2. Peer Learning InternationalThere were no Initiatives held this year; however ongoing support and communication with Community Foundations in the region, namely West Coast Community Foundation (WCCF) and Uluntu Community Foundation continued on various levels.

An extension of Youth Empowerment was held with WCCF creating an opportunity for a Conference on Managing Diversity where approximately 30 Youth from across the country merged on the West Coast Oppiesee Camp site. This initiative have set the platform for a more intentional approach to Managing Diversity within groups and jointly dealing with topical issues.


1.4. Newsletter: WELD and KOB

Today we are indeed grateful to our facilitator and teacher, Unathi Kondile who remains committed to empowering youth and providing alternative opportunities for their development. Unathi, your tireless love and commitment to this Initiative is indeed encouraging. Thank you so much! We too cannot do without the generous support of Ms Jenny Hodgson of the GFCF for her commitment to Youth Civic Engagement, believing in the pockets of youth who are “making a difference in the lives of the communities from which they come” Thank you for investing in the youth – with hope in abundance we know that the multiplication effect will be visible in the next few years. Thank You for the publications of the 3 Editions of the WELD (Westlake, Elsies River, Lavender Hill/Lotus River/ Delft) Newsletter. This opportunity has seen the expansion to areas of KOB (Khayelitsha, Ottery and Belhar).

The increased distributions are indicative of the increasing demand for the newsletter in other areas, but clearly we are slowly seeing the infiltration and responses to the “alternative paper – for the youth, by the youth – and within the local contexts”. The new phase of this newsletter promises to bring new changes to the way this will be distributed and published in the future. Our appeal goes to the broader community to “advertise or publish” at a minimal cost which will assist the future sustainability of the Newsletters.

Enjoy the read:http://issuu.com/unathikondile/docs/weld_-_january_february_2014http://issuu.com/unathikondile/docs/weld_-_october_2013http://issuu.com/isigidimi-samaxhosa/docs/weld_nuus

1.5. Photospeak Upscale/Paradigm Lens

Despite funding constraints the flame of hope prevailed and brought light to the nagging question of how we should take Photospeak to the next level and what would this upscaling entail? The partnership with LegalWise came at the most opportune time and raised the bar of the PhotoSpeak Programme. Six Youth were selected to participate in a ‘ground breaking’ initiative that created an opportunity for possible ‘Entrepreneurship and Business Partners’ through the lens of a Camera. Thanks to the generous support grant from LegalWise

that included training packages and toolkits (camera equipment), coupled with the support of parents and guardians, a 12-month pilot project was ensured. This project was accelerated when additional support was solicited for expansion to more capacity building and skills development.

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In this regard, a partnership was forged with the EPWP (Expanded Public Works Programme). This partnership made provision for further training and the outcome of EPWP was to ensure that 6 NEET (Not Employed, Educated or Trained) youth were put on sustainable pathways through the provision of carefully targeted services, opportunities and support. The first phase was very skills-based focused. The module on financial training (foundation level) was successfully completed; however additional and more in-depth training is required. Working alongside young people, nurturing their dreams and aspirations has been a challenging and enriching experience.

1.6. Youth Fund

With Youth and Philanthropy high on CDF’s development agenda, the Youth Fund established provided the vehicle for youth philanthropic engagement. The Fund, for the youth with contributions in cash and kind from youth, is a plough-back means of philanthropic expression for the purposes of youth advancement. This is indeed a “start-up “and CDF’s call to young people is to support this initiative by becoming involved and partnering “Making a difference for youth, with youth and by youth”.

2. Sustainable Livelihood

The Veggie Gardens continued to be a popular means of bringing much needed supplies to soup kitchens linked to schools with an added bonus of ensuring that surplus produce was sold to the community at large at a much reduced rate.

Protea Primary School in Bonteheuwel, our ‘good feel’ project with Derek Collins, our in-house trainer still setting the pace, is commended for their positive disposition in the face of persistent adversaries.

With the support of LegalWise the new kid on the block – Rosewood Primary School – saw the erection of the Veggie Tunnel, giving greater impetus to their existed mini garden and wormery. With additional funding support from the NLDTF, Veggie tunnels were erected in Delft South, Khayelitsha, Ottery/Lotus River and Bonteheuwel. It should also be noted that some of these tunnels did not escape the wrath of vandalism and at high costs more innovative means of


awareness raising, community responsibility and ownership was thrust. Despite the odds, the mere fact that the tunnels are still standing and producing crop is a miracle! The community inclusive of the teachers, learners and some parents have embraced the programme. With ongoing support, especially from Natalie Meyer from CEDE Greenhouses, whose input stretched far beyond the service agreement, hope can only triumph.

The sustainable livelihood programme has increased considerably and the cross sharing of skills and knowledge created a new level of energy with some of the “emerging farmers”.

3. Macassar community embracing the environment

With funding support from the Global Fund for Community Foundations, CDF WCape made its first environmental community grant to the Macassar community, focussing on two clusters: (i) youth and (ii) the adults/households. This was done to provide a platform for the youth voice and to ascertain their understanding and insights regarding the environment. Although the community conversations were the entry points to both clusters, the Asset Based Community Development (ABCD) methodology was introduced as the mapping technique; focussing on deepening the conversation regarding the environment and related issues.

3.1. Youth Cluster

ABCD methodology was introduced to the youth as a way of engaging and educating them around environmental issues as well as assisting them in realising the value of nurturing local resources for the common good of the community. The youth were introduced to the concept of community mapping as a way to not only aid in capacity building of the youth, but also to absorb the youth in the process.


3.2. Adult Cluster

Two conversational sessions were organised in which members of the households were able to share their insights and understanding around the environment. These sessions focussed on the community’s understanding of the environment, whether at a personal level, within their respective households or on the broader community.

Following these conversations, the ABCD methodology was also introduced to the households. The course was specifically designed so that participants could deepen their understanding and awareness around nature and the environment as well as deepen their understanding of asset based community development as a paradigm.

On completion of the ABCD methodology, an inventory of the garden tools that each household possessed was completed. Two garden tool libraries were established: one for adults and another for young children.

In addition to the above, the Bokashi composting method was introduced to Macassar as a way to reduce waste in the community. The community has an infestation of rats and snakes due to kitchen waste being dumped on the banks of the river. Bokashi composting uses kitchen waste as compost and thus ultimately, assists in alleviating the waste and reducing the impact of the infestation. Each household received their kits after completion of the introductory training session.

The catalystic nature of the environmental community grant is worth mentioning. In breaking down misconceptions about the environment, closing in on theoretical and distant perception and demystifying concepts, the book of Genesis in the Bible was used to help participants relate to the environment and the assets that exist within their surroundings. This interesting story helped deepen the participants’ insights and understanding of the environment and creation beyond trees, plants and rivers.

‘‘ ‘‘A GOOD HEAD AND A GOOD HEART ARE ALWAYS A FORMIDABLE COMBINATION.NELSON R MANDELA


4. Voices Of Women: Ethembeni Equity Investment and Ithemba Women Empowerment Trust setting the social justice and philanthropy agenda

CDF WCape’s drive to improve the wellbeing of women, children and youth came through the issue of hunger. At various community dialogues the women present raised the issues of food insecurity – the limited or uncertain availability of nutritional food. Food insecurity is especially prevalent in the communities in which CDF WCape operates with both female and child headed households topping our list. These communities rely heavily on short-term ‘solutions’ such as soup kitchens, handouts and social security grants to make ends meet. In our search for more sustainable models that prioritise collaborative efforts for economic and social development, CDF WCape’s re-structuring process culminated into a two-tier structure: Ethembeni Equity Investment Fund (Place of Hope) and the Ithemba Broad-based Black Ownership Trust (Hope) for Women Empowerment. The approach draws on participatory methods that are rooted in principles of empowerment, self-reflection, dialogues and community ownership.

The Ithemba Trust holds and distributes funds received from the Ethembeni Equity Investment Fund and other donors for the benefit of their beneficiaries. CDF WCape (not for profit) and Ethembeni (for profit) work in tandem in enhancing the philanthropic social justice agenda of CDF WCape. Although long-term, this strategic decision with visionary insights is but one dimension of a long-term sustainability strategy.

Regular meetings were held during the year under review with the highlights a Women’s month celebratory and learning event in August; a High Tea in November followed by a meaningful learning workshop facilitated by the team of LegalWise Cape Town in February 2014, bringing closure to a year filled with hope and gratitude.

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IT ALWAYS SEEMS IMPOSSIBLE UNTIL IT’S DONE.NELSON R MANDELA


FINANCIAL REPORT2014

INDEPENDENT AUDITORS’ REPORT

TO THE TRUSTEES OF COMMUNITY DEVELOPMENT FOUNDATION WESTERN CAPE

We have audited the annual financial statements of Community Development Foundation Western Cape, as set out on pages 6 to 13, which comprise the statement of financial position as at 28 February 2014, and the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and the notes, comprising a summary of significant accounting policies and other explanatory information.

Trustees’ Responsibility for the Annual Financial Statements

The Trust’s trustees are responsible for the preparation and fair presentation of these annual financial statements in accordance with the International Financial Reporting Standard for Small and Medium-sized Entities, and requirements of the Companies Act 71 of 2008, and for such internal control as the trustees determine is necessary to enable the preparation of annual financial statements that are free from material misstatements, whether due to fraud or error.

Auditors’ Responsibility

Our responsibility is to express an opinion on these annual financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the annual financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the annual financial statements. The procedures selected depend on the auditors’ judgement, including the assessment of the risks of material misstatement of the annual financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the annual financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the annual financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.


INDEPENDENT AUDITORS’ REPORT

COMMUNITY DEVELOPMENT FOUNDATION WESTERN CAPE (REGISTRATION NUMBER IT 618/2004)

Opinion

In our opinion, the annual financial statements present fairly, in all material respects, the financial position of Community Development Foundation Western Cape as at 28 February 2014, and its financial performance and its cash flows for the year then ended in accordance with the International Financial Reporting Standard for Small and Medium-sized Entities, and the requirements of the Companies Act 71 of 2008.

Supplementary information

Without qualifying our opinion, we draw attention to the fact that supplementary information set out on page 16 does not form part of the annual financial statements and is presented as additional information. We have not audited this information and accordingly do not express an opinion thereon.

BDV Platinum Director - Braam De VriesRegistered AuditorChartered Accountant (S.A.) 04 September 2014

TO THE TRUSTEES OF COMMUNITY DEVELOPMENT FOUNDATION WESTERN CAPE


STATEMENT OF FINANCIAL POSITION


ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 28 FEBRUARY 2014

Figures in Rand Note(s) 2014 2013

Assets

Non-Current AssetsProperty, plant and equipment 2 6,129 -Other fi nancial assets 3 1,814,448 1,517,095

1,820,577 1,517,095

Current AssetsCash and cash equivalents 4 400,826 34,305

Total Assets 2,221,403 1,551,400

Equity and Liabilities

Equity

Renier Van Rooyen Trust Fund 1,441,500 1,441,500Accumulated surplus 772,594 92,869

2,214,094 1,534,369

Liabilities

Current Liabilities Trade and other payables 5 7,309 17,031

Total Equity and Liabilities 2,221,403 1,551,400


NOTES TO THE ANNUAL FINANCIAL STATEMENTS



Figures in Rand 2014 2013

2. Property, plant and equipment

2014 2013

Cost / Accumulated Carrying Cost / Accumulated Carrying Valuation depreciation value Valuation depreciation value and impairments and impairments and impairments Motor vehicles 96,078 (96,078) - 96,078 (96,078) -IT equipment 33,324 (27,195) 6,129 27,195 (27,195) -

Total 129,402 (123,273) 6,129 123,273 (123,273) -

Reconciliation of property, plant and equipment - 2014

Opening Additions Total balance

IT equipment - 6,129 6,129

3. Other fi nancial assets

Equity Instruments at fair market valueFCW Renier Rooyen Trust - Allan Gray 1,219,394 1,050,503FCW Renier Rooyen Trust - PT: Cash On Call 4,700 11,000FCW Renier Rooyen Trust - PT: Capital Account 92 510FCW Renier Rooyen Trust - PT: Unit Trust 590,262 455,082

1,814,448 1,517,095

Non-current assetsEquity Instruments at fair market value 1,814,448 1,517,095

The fair values of listed or quoted investments are based on the quoted market price at reporting period date.

4. Cash and cash equivalents

Cash and cash equivalents consist of:Cash on hand 1,051 51Bank balances 137,388 23,111Money Market Account 262,387 11,143

34,305 202,418

5. Trade and other payables

Trade payables - 993Accrued expenses 7,309 16,038

7,309 17,031


NOTES TO THE ANNUAL FINANCIAL STATEMENTS



Figures in Rand 2014 2013

6. Investment revenue

Dividend revenueRenier Van Rooyen Trust 20,653 33,376

Interest revenueRenier Van Rooyen Trust 27,823 29,292Money Market Account 13,761 6,227

41,584 35,519 62,237 68,895

7. Taxation

No provision has been made for 2014 tax as the trust is exempt from tax in terms of section 10(1)(cN) of the Income Tax Act.

8. Cash generated from (used in) operations

Surplus (defi cit) before taxation 679,725 (282,796)Adjustments for:Dividends received (20,653) (33,376)Interest received - investment (41,584) (35,519)Finance costs 81 208Changes in working capital:Trade and other receivables - 1,943Trade and other payables (9,722) 17,032

607,847 (332,508)

9. Donations received

Kit a Kid - 750Wellness Centre 20,433 10,805Hoop and Stewe 1,000 -Forum claim 1,590 -Fundraising Activities 27,195 -

50,218 11,555

10. Grants received

The Charles Stewart Mott Foundation 593,484 493,200The Global Fund for Community Foundation 201,034 47,597Legal Wise 252,680 -The National Lottery Distribution Trust Fund 400,000 -The Department of Social Development 124,148 -

1,571,346 540,797


DETAILED STATEMENT OF FINANCIAL PERFORMANCE



Figures in Rand Note(s) 2014 2013

RevenueGrants received 1,571,346 540,797Fair value adjustment 198,534 127,575Book sales - 350Donations received 50,218 11,555 1,820,098 680,277

Other incomeOther income - 350Gains on sale of investments 10,441 37,745Dividends received 6 20,653 33,376Interest received 6 41,584 35,519 72,678 106,990

Operating expensesAssets less than R7 000 5,619 7,217Auditors remuneration 10,887 8,208Bank charges 13,073 10,470Books and publications 14,314 27,567Consulting fees 13,895 8,235Electricity 7,767 8,811Employee costs 521,247 778,620Entertainment 804 86General expenses 2,516 -Grantmaking 440,131 50,674Insurance 15,363 14,349Legal fees - 12,620Meetings and conferences 30,654 6,132Petrol and oil 9,112 10,996Postage 539 734Printing and stationery 3,814 5,999Rental paid 88,846 88,846Repairs and maintenance 2,489 3,945Telephone and fax 31,054 24,381Training - 60Travel - local 846 1,904

1,212,970 1,069,854

Operating surplus (defi cit) 679,806 (282,587)Finance costs (81) (208)

Surplus (defi cit) before taxation 679,725 (282,795)

Income received in advanceThe Global Fund for Community Foundations 28,441The National Lottery Distribution Trust Fund 175,207LegalWise 89,177 The Department of Social Development 82,051

Total income received in advance 374,876


CURRENCIESgiving in all its

THANK YOU FOR YOUR GENEROUS SUPPORT

Grants and Support

• CS Mott Foundations• Department of Social

Development: Expanded Public Works Programme

• Global Fund for Community Foundations

• LegalWise • National Lotteries

Development Trust Fund• Renier van Rooyen Trust • Technical Support and

Dialogue Platform

Corporates / SMME’s

• Auto Motion Airport Parking• Buitenverwachting Wine Estate • Cameraland• Cape Nature• CEDE Greenhouses • DHL Stormers• Doppio Design Studios• Earth Probiotic Recycling

Solutions• Freedom Hills Wine Estate• Groot Constantia Wine Estate• Ghasa Guest House• Henry Smith• Ivan’s• Just Junk• Karoo View Guest lodge• Leisure Isle Lodge• Little Westford Lodge• Maboneng Township Arts • Made By Hand • Media 24 Magazines

• Mega-hug• Mens Room• Mount Nelson Hotel• NGO Assist• OMB (oh my burger)• Onze Rust Guest House• Pro Shop Steenberg Golf Club• Rus ‘n bietjie Gaste Huis • Sundown Motors

Claremont• Supa Quick• Steenberg Estate Golf Club• The Businessbridge• Tintagel Guest House• Uitsig Wine Estate • West Coast FET College• Wine of the Month Club• Western Province Cricket Club• Zandvliet Care Facility

Individuals in cash, skill and time

• Abdurahman Wafaa• Arendse Elizabeth• Arendse June • Alberts Adele and Team • Baartman Aneesha • Baigire James• Bailey Bradley• Burke Joey • Cerfontein Florina • Cranswick Dee Adv • Christians Lynne• Delport-Crowie Cheryl • Delport Crystal and John • De Souza Maureen and

Robert

• Du Preez Jacques Adv• Eliasov Ninnette • Emmett Anne • Erford Joan • Fredericks Beulah and

Roland • Fredericks Melshir• Fuller Patricia • Gelandt Nazeem• Gertze Hilda • Hefer Marise Adv • Hector Cheryldene and

Edward • Hector Mavis • Jacobs Tanzin • James Yvonne and Ernest • Jonathan Jane• Kadalie Rhoda Dr • King Patrick• Kleynhans Vivian• Kondile Unathi • Lemboe Francie• McWhite Juliet • Meyer Natalie• Morris Wendy • Overmeyer Pamela • Padmore Samantha• Paterson Ronald• Polanski Martin • Smith Beryl• Smith Naomi and Timothy • Southern Suburbs Beanie

Knitters• Thomas Carol Dr • Van der Scholtz Keith • Van der Scholtz Rondelyn• Volbrect Karin• Williams Richard


TRUSTEESstaff and

COMMUNITY DEVELOPMENT FOUNDATION WESTERN CAPE

The Board

Mr Jannie Isaacs, ChairpersonMr Ernest James, TreasurerAdv Dee Cranswick, TrusteeMs Vivian Kleynhans, Trustee

Sub-Committee Members

Ms Lynnette Christians, Marketing and Communications Ms Lynn Nicolls, Finance and HR

Staff

Ms Beulah Fredericks, Executive DirectorMs Cheryldene Hector, Programmes Coordinator Ms Cheryl Delport-Crowie, Marketing and Event

Support Staff, Interns and Volunteers

Ms Busisa Qamata, Administration Ms Ester Bezuidenhout, Ithemba Women Empowerment Ms Farah Abdurahman, Macassar Environment Outreach ProgrammeMs Jody Phenow, AdministrationMs Juliet McWhite, Marketing and EventMs Katherina Weber, Marketing and EventMr Keith Van der Scholtz, Youth Civic EngagementMs Kiersti Phenow, Youth Civic EngagementMs Marine Gustav, Youth Civic EngagementMs Nicole Friesen, Youth Civic EngagementMs Naomi Smith, Administration Ms Olwethu Mbola, Administration Ms Samantha Padmore, Sustainable Livelihoods ProgrammeMr Unathi Kondile, WELD/KOB News


CONTACT DETAILS

Address: 305 House Vincent, Wynberg Mews, Brodie Road, Wynberg 7800 PO Box 24201, Lansdowne 7779, Cape TownTelephone: 021 761 8339Facsimile: 021 761 3888Email: [email protected]: www.communityfoundationwesterncape.org.za

CDF WCAPE BANKING DETAILS

Account Name: CDF Western CapeBank: Standard Bank Limited – Blue Route BranchAccount number: 270056602Banking code: 025-609Swift code: SBZA ZA JJ

AUDITORS

BDV Platinum, PO Box 31406, Tokai, 7966Tel: +27 21 701 7620; Email: [email protected]

LEGAL ADVISORS

Walton Jessop AttorneysTel: +27 21 702 0541; Email: [email protected] WyngaardTel: +27 21 975 8803; Email [email protected]

Telephone: 021 761 8339 • Facsimile: 021 761 3888

Email: [email protected]

Website: www.communityfoundationwesterncape.org.za

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