Outreach-Foundation-Integrated-Report-2021

YOUR FUTURE FOUNDATION

INTEGRATED
REPORT 2021

Building a better tomorrow

Organisation name: Outreach Foundation
Legal name: Lutheran Community Outreach Foundation
Established: 2004
Type of organisation: Non-Profit Organisation, Public Benefit Organisation
City of Johannesburg
vendor number: 111811
VAT number: 4530253543
Bank: First National Bank
Branch: Parktown 250455
Account number: 62082998364
SWIFT number: FIRNZAJJ950
Tel: 011 720 7011
Web address: www.outreachfoundation.co.za
Physical address: 30 Edith Cavell Street, Hillbrow
Province: Gauteng
Postal Address: PO Box 17098, Hillbrow
Postal code: 2038
B-BBEE SED
Status recognition: 100%
NPC number: 2017/664022/08
PBO number: 930063735
NPO number: 230-521

2 - PAGE - 2

Table of contents

Our Vision and Mission----------------------------------------------------------------------------- 2
A message from the Chairperson of the Board of Trustees--------------------------------- 3
A message from the Executive Director------------------------------------------------------ 4-6
Our Donors-------------------------------------------------------------------------------------------- 7
Governance-------------------------------------------------------------------------------------------- 8
Outreach Foundation Organogram-------------------------------------------------------------- 9
Monitoring and Evaluation------------------------------------------------------------------- 10-13
Skills Development----------------------------------------------------------------------------- 14-17
Incubation Unit--------------------------------------------------------------------------------- 18-19
Social Services---------------------------------------------------------------------------------- 20-23
Community Outreach------------------------------------------------------------------------- 24-25
Audited Financial Statements--------------------------------------------------------------- 26-28

1 - PAGE - 1

OUR VISION
AND MISSION

Vision

Striving towards a sustainable Africa

Mission

The Outreach Foundation is a critical partner in the lives of the marginalised that are
eager to improve their sustainable livelihoods through essential programmes.

Our values:

• We acknowledge every person as an individual, and with integrity, we uphold
human rights

• We treat everyone with professionalism; our services are professional
• We are good stewards of resources
• We constantly strive to improve the quality of our programmes
• We are committed to excellence
• We provide a space free of discrimination
• We work with good governance, transparency, accountability, and environmental

responsibility
• We never stop learning
• We believe in the spirit of Jesus Christ, as reflected in the sermon on the mount,

and that of Mahatma Gandhi and the Dalai Lama
• We actively strive to work with partnerships and collaborate with like-minded

organisations
• We constantly strive to stay relevant
• We believe that the youth are our future
• We advocate for the under-represented
• We practice humility and believe in service and compassion
• We care about our environment and engage in recycling and the minimisation

of waste

2 - PAGE - 2

A MESSAGE FROM THE
CHAIRPERSON OF THE
BOARD OF TRUSTEES

This is the first report as the new Chairperson of the Lutheran Community Outreach
Foundation. Sincere gratitude goes to Bishop Horst Müller for his outstanding
leadership and continued guidance throughout his term as the Chairperson of the
Board.

2021 has been a challenging year; we saw the Foundation closing its offices on two
occasions due to the COVID-19 pandemic, and we are glad to inform you that the
work continued in the background despite the closures. The Board would like to
thank the Executive Director, programme managers, assistants, and the admin team
for ensuring that the organisation continued with its functions.

From a governance point of view, we have seen a couple of changes in the Board.
Due to the elections of Bishops in the ELCSA Central Diocese, Bishop Dr M Rakhuba
resigned from the Board and was replaced by Bishop Gosekwang. We want to
welcome Bishop Gosekwang.

We are looking forward to working with him.

We also had one resignation towards the end of 2021; Ms Achal Singh decided to
resign from the Board after serving on it for almost seven years. On behalf of the
Board, I would like to thank Ms Achal for her dedication and the outstanding role
she has played through the years. We would also like to wish her all the best in her
future endeavours.

Gratitude goes to our donors ranging from corporates to foreign donors to the
government and individuals. Our organisation truly relies on your support in ensuring
that we continue to make a difference in people's lives.

We trust that you will enjoy reading the report as it showcases the wonderful work
the organisation has done over the past year.

Oupa Melato
Chairman of the Board

3 - PAGE - 3

A MESSAGE FROM THE
EXECUTIVE DIRECTOR

As 2020 drew to a close, South Africa found itself in the second wave of COVID-19
infections. It was back to level 4 lockdown, with closed beaches, et al. We had just
lost a former employee to the virus, but there were high hopes that we would soon
see a change when the first countries started to roll out vaccines.

However, the hope dissipated when it became clear that South Africa would not start
with vaccinations any time soon as the country hadn't ordered vaccines ahead of
time. That needs to be remembered when looking back at the Outreach Foundation's
work in 2021, as it had a rather detrimental effect on the number of courses we
could run and thus the beneficiaries that were ultimately reached.

Our theatre and arts programme had to remain shut. Towards the end of 2021,
we decided that after a two-year break and very little synergies with our core
programming of skills development, social services, and migrant support, it would
not be revived.

When looking at skills training programmes, COVID-19 forced us to reduce class sizes
to ensure social distancing requirements. The total number of classes too had to be
slashed as we needed to ensure that no more than one training cohort would be on
our premises at any given time. With that said, we have not managed to either reach
our targets or to fully spend the donor funds set aside for skills courses.

Despite the negative impact mentioned above, we tried to spread our wings and, in
tandem with our migrant support work, started offering English courses for migrants
in Musina on the South African-Zimbabwean border. The courses proved to be
very popular. After conducting a baseline demand study in Nancefield just outside
Musina town, where most migrants live amongst their South African neighbours, we
soon added a nails and make-up course for around 70 participants. Early indications
are that many participants managed to start their own businesses after attending
the courses, thus helping to generate additional income for their families and
communities.

4 - PAGE - 4

The pandemic and lockdowns also heavily affected our Church of Hannover/ELM
funded migrant programme both in South Africa and in neighbouring countries
where we were supposed to run stakeholder sensitisation workshops. In the first
six months of the year, we could not even hope to organise any such workshop
across our borders and therefore concentrated on the Komatipoort border area to
Mozambique. With the participation of more than 100 migrants and stakeholders,
including an NGO from neighbouring Mozambique, we informed and sensitised
officials and migrants alike and even took our information and messages to schools
in the wider community.

As the worst of the COVID-19 Delta wave receded in August, we managed to run a
similar, albeit smaller workshop in Lusaka, Zambia, followed by one on the outskirts
of a refugee and migration camp northeast of Lilongwe/Malawi in the next month.
We then planned a similar event for Harare/Zimbabwe, but with hundreds of
thousands of legal and illegal Zimbabwean migrants in South Africa, Zimbabwean
authorities pulled the rug from under our feet just days before the event was to
happen. Before the year could end, we nevertheless managed another workshop in
Ressano Garcia and Maputo. And while we could see with our own eyes that people
were crawling through a hole in the border fence from Mozambique to South Africa,
the Mozambican border guards attending the workshop would only talk about
foreign nationals that have crossed into Mozambique and not Mozambican nationals
illegally crossing into South Africa.

Our counselling department saw a swell of beneficiaries unable to cope with the
pandemic, the lockdowns, rising unemployment and poverty levels, and the
growing frustration and violence in families, including murder and suicide; the many
unexpected effects of the COVID-19 pandemic. The social workers from Johannesburg
and Pretoria hospitals turned to the Outreach Foundation when they had cases of
malnourished migrant children as undocumented migrants were not eligible to
receive food aid or food parcels from the government. The Foundation responded by
distributing food vouchers to the neediest for several months, realising that handing
out food vouchers is not a sustainable intervention in the long run.

In Pretoria, our counselling and skills training is growing steadily, forcing us to
move to bigger premises that we share with several NGOs. The latter has proved
very beneficial as we can now easily refer and receive beneficiaries referred to the
Outreach Foundation.

5 - PAGE - 5

A big thank you should thus not only go to our dedicated staff for all their efforts
during the year but also to our loyal donors. They stood by us during the very difficult
COVID-19 times. In some cases, our donors even made additional emergency funds
available and/or allowed for restricted funding to be used to address the direct and
indirect effects of the pandemic. New, three-year funding agreements for several
existing projects were negotiated and extended. While already at the height of the
first year of the pandemic, a new donor, Terre des Hommes Deutschland, came on
Board. That support has not only been renewed in 2021 but was even extended for
a multi-year period.

We are exceptionally happy to report that we successfully tendered a funding
application for a United Nations - IOM (International Organisation for Migration)
pilot project for disabled migrants in Johannesburg and Musina, thus underlying the
quality and depth of our work.

And although there are times when the odds are against us, preventing us from
moving ahead and making a dent in the world of the unemployed youth, migrants
and people who need our social services support, there is no doubt that the Outreach
Foundation is on the right path. We keep supporting those who most need our help,
assisting and helping them by building a foundation for their future.

Robert Michel
Executive Director

6 - PAGE - 6

OUR DONORS

DONATE TO OUTREACH FOUNDATION

7 - PAGE - 7

GOVERNANCE

Board

The Board of Trustees members have been selected to contribute a wide range of
skills and expertise to the Outreach Foundation. The Board is responsible for setting
the macro-framework, providing foresight, oversight, and insight for the Foundation,
and meets four times a year.
The Board members are:
1. Mr Oupa Melato, representative of the Finance Sector. Appointed in November

2017 and reappointed in 2020. Chairperson of the Board;
2. Bishop Horst Müller, representative of the ELCSA (NT). Appointed as chairperson

in April 2016 for three years and then reappointed in April 2019 for another three
years. Stepped down at the end of 2020;
3. Pastor Remo Koehne, representative of the Church of Peace congregation.
Appointed in November 2017 for three years and reappointed in 2020;
4. Bishop Dr M Rakuba, representative of the ELCSA. Reappointed in 2018 for three
years;
5. Ms Tessa Mogashoa represents the Church of Peace congregation (Friedenskrche).
Reappointed in 2018 for three years; and
6. Ms Achal Singh, Finance Sector. Reappointed in 2019 for three years.

8 - PAGE - 8

OUTREACH FOUNDATION
ORGANOGRAM

Board

Executive
Director

Manager Skills Community Monitoring and
Finance and Development Outreach Evaluation

Admin

Accountant Skills Training Manager Performing Counselling
Manager Incubation Arts Manager Manager

Receptionist Life Skills Facilitator Facilitator Counsellor
Facilitator

Driver FNB Intern Facilitator Facilitator Counsellor

Cleaner Facilitator Assistant
Maintenance Administrator Counsellor
Social Auxillary

Worker

FNB Intern

9 - PAGE - 9

MONITORING AND
E VA L U AT I O N

The LCOF monitoring and evaluation division (M&E) aims at monitoring the progress
of all the organisation's programmes' achievements against the targets set every
year. The achievements are derived from various data collection and reporting tools
used by the LCOF. Data was collected from Outreach Foundation's two main pillars;
Skills Development and Social Services. The 3rd pillar of the Foundation, Community
Outreach, was paused due to COVID-19's restriction and lockdown. M&E is used
to assess the performance of the programmes set by the Foundation to improve
current and future management outputs, outcomes, and impacts to measure the
effectiveness of the programmes' objectives.
Due to the Pandemic and lockdown restrictions, there was a decrease in the
monitoring process and implementation of some activities. As mentioned above,
community outreach has been one of the programmes affected by the pandemic
outcome; therefore, there haven't been any activities happening in the programmes.
In the Social Services division, face to face consultations were put on hold to adhere
to the COVID-19 protocols; however, beneficiaries continued to receive telephonic
counselling and online assessments. Once back in the office, face to face consultations
continued.
A limited number of beneficiaries were allowed to attend classes during 2021.

10 - PAGE - 10

Assessments

The social workers did 957 assessments in our social services department, covering
rehabilitation, shelter applications, school admissions, trauma cases, GBV cases, and
Family and Therapeutic Counselling. Five case studies were presented during this
period.

Volunteers

Volunteers
20
15 20

10 13
Males
57
0

Youths Females

Twenty youth volunteered for the skills development programme.

Internships

17 Interns trained for financial Literacy and Facilitation during the period.

11 - PAGE - 11

Courses Completed

Achievements
220

165 213

110

55 17 15 17 24
0

Beautician Plumbing Basic Welding Food
Training Carpentry Preparations

A total of 286 beneficiaries completed courses during the period. Beneficiaries from
the artisan skills development courses use their certificates to secure livelihoods and
earn an income.

Sewing
60

45 53 53
30

15 0
Males
0

Total Females

53 Beneficiaries, all-female, attended the sewing courses. The courses had four
intakes, and 16 participants managed to generate income from the skills obtained.

English
70

53 69 59
35

18 10
Males
0

Total Females

There were two intakes for English classes in 2021. Again, COVID-19 restricted the
number of participants allowed per class and the number of classes that could be
held.

12 - PAGE - 12

Computer
160

120 146 126
80

40 20
Males
0

Total Females

We were able to train 146 participants through 2021 despite the pandemic. Twenty-
two participants are generating an income from the skills obtained from Outreach
Foundation.

13 - PAGE - 13

SKILLS DEVELOPMENT

Overview

Through our skills development programmes, we seek to equip economically
vulnerable participants of all gender, race, and nationalities with practical skills
to enable them to generate their own income and/or possibly upgrade their job
market profile for a better chance of employment. With job scarcity and lack of skills
affecting mostly the youth, our non-discriminatory approach seeks to address this
by encouraging self-sustainability and engaging with the informal economy as a
possible chance to a better living. A holistic approach that comprises essential skills,
soft skills, and practical skills is implemented in all our training to equip participants
with the necessary skills for possible success post-contact time. With COVID-19
regulations easing up in the country and the after-effects of the restrictions, we
expanded our reach with rendering services in Pretoria as well as other communities
outside Gauteng. We reached out to people in the rural or semi-urban areas who
wouldn't have access to our training otherwise but would benefit greatly if reached.
Lichtenburg in the North West Province and Musina in the Limpopo Province were
the first communities to benefit from this programme. At both sites, we offered
beautician and business skills training.

Our Skills training objectives:

1. T o offer practical skills training to economically vulnerable youth in and around
the inner city of Johannesburg so that they can improve their skills base and
become an active member of the economy.

2. To improve digital literacy among youth and adults to improve their skills base
and better their job market profile.

3. To provide support to youth and adults to build capacity and develop their
effectiveness in communication and prepare for future occupation.

14 - PAGE - 14

Our processes include a self-awareness workshop at the beginning of each
intervention and business incubation. This multi-disciplinary process serves as a
post-training intervention to equip and assist the participants with the necessary
support for small business development. The core outcomes of the unit are to assist
economically vulnerable young people in becoming economically independent. This
is done through one-on-one training, support and mentorship on effective financial
management, legal and statutory requirements, business monitoring and business
plan development assistance.

Our programme includes

• Artisanal training: Sewing, Plumbing, Carpentry, Tiling and Welding.
• Beautician training: Nail technician, make-up artist, hair and wig making.
• H ospitality training: Food preparation.
• D igital skills training: Digital citizens training, ICDL training/testing, Point of Sale

training and Coding and web development workshops.
• Youth Volunteer service: On-the-job volunteer project.

"Outreach Foundation helped with what I wanted to do as a beautician.
I started a nail bar, but currently, business is slow. I am unemployed
and rely on the business to generate income. I learnt a lot in the
Business class, especially how to attract customers. For this, I would
recommend Outreach Foundation to a friend." Lusanda Meluxolo
Madela is a 20-year-old female beautician participant.

Figures:

• 213 ladies were trained in Beautician skills (Make-up artist, Nail Technician, Hair
and wig making) in Hillbrow and Pretoria. 169 were trained in Hillbrow and 44 in
Pretoria, respectively. By the end of the year, at least 96 (47%) of the total number
trained, reported generating income through formal or informal markets.

• 4 6 (41 males, five females) participants were trained in practical artisanal skills
(Carpentry, Plumbing and Welding). Based on the follow-up survey at the end
of 2021, 21 participants, making (45,7%) of the total trained, are involved in
economic activities through the skills obtained.

15 - PAGE - 15

• 24 (19 females, 5 males) participants trained in Food preparation (Assistant
Chef), 14 (53%) of which are reported to be generating income through the skills
acquired.

• 5 3 all-female participants trained in sewing (Fashion design) in Hillbrow and
Pretoria, respectively; the participants were trained in basic use of machine, skirt
and shirt making. 5 participants were drafted into Business incubation, and 16
reported generating income through the skill obtained. This takes it to 21 (39.6%)
of our participants in income-generating activities.

• 146 participants trained in Basic computer skills and point of sale. A post-
training survey was conducted in the second half of the year revealed that at
least 22 (30%) of 71 trained in the first half of the year were now employed.

"Yes, the skills I learnt at Outreach Foundation helped me quite a lot in
terms of making money. I am employed. I did not grasp the entire lesson
(business training), but now I understand how a business operates.
I would recommend Outreach Foundation to friends." Buhlebenkosi
Nkomo a 24-year-old woman. Course: Make-Up, Nails

With all the stopping and starting due to COVID-19 and all the challenges that came
with it, we still managed to train 482 participants in 2021 and further placed 175 in
economic activities. We are looking at getting more practical training in 2022 and
upskilling more youth in need of these services.

We formed a new partnership with the Goldyouth Youth Employment accelerator,
and 20 youth were drafted into a year-long internship programme. This included
participation in Outreach Foundation activities, particularly the learner academic
support programme. There were three out-of-town 3-day youth camps held during
the year, and the youth interns were trained in leadership, financial literacy, self-
awareness, and other life skills. The last camp was held in Musina, the northernmost
town in Limpopo, some 12 kilometres from the Beit Bridge border. With the well-
documented migration-related issues in the country and the fact that the organisation
works with migrants, we decided to take this camp there to give them a different
on-the-ground experience and broaden their horizons. This move aimed to enhance
volunteers' understanding of migration and strengthen tolerance and relationships
with migrants living amongst them and those taking part in the programmes we
offer.

16 - PAGE - 16

The youth internship programme had the following outcomes during the year:
• O ne intern initiated a programme on environmental sustainability;
• Through the programme, at least 7 (4 females, 3 males) of the 20 volunteers

are now placed in internships and earning an income while learning and gaining
necessary job experience;
The following training took place outside of Gauteng:
• 6 3 (2 males, 61 females) youth were trained in beautician and business skills in
Musina in November;
• I n Lichtenburg, North West, 34 ladies were trained in Beautician skills, including
nail technician and make-up artistry. The first training concluded in June and was
well received and promises to be a life-changer for a small rural town youth/
woman who has had limited opportunities. At least 7 ladies from the group
received business starter kits and have now started their mobile salons in an
area with limited opportunities.

17 - PAGE - 17

INCUBATION UNIT

Overview

In its response to the high-level rates of unemployment, Outreach Foundation's
Incubation Unit aims to provide post-training support to those who qualify for this
assistance.
Due to COVID-19, support was limited; however, six support groups were formed
in Johannesburg with 32 committed members to start their own businesses after
training. These groups were referred to the incubation unit after being in the skills
development centre. The clients also received business starter kits.

Incubation recipients

Business starter packs in the form of material were handed out to qualifying
participants that started businesses in the informal economy in the following sectors:
• B eautician (Make-up, Nail Technician)
• A rtisanal skills courses (Carpentry)
• Food preparation
• Sewing & fashion design
• Pottery selling group
• S paza shop retailers
• Selling Jewellery
• Selling hats
• Selling cosmetics
• S elling duvet & blankets

18 - PAGE - 18

Rooftop Garden

The rooftop garden plays a vital role in the organisation's contribution to sustainable
development. It was initiated through a partnership between the Urban Agriculture
Initiative and the Outreach Foundation. Over the past four years, the partnership has
developed to an extent where the garden's capacity was extended so that we could
harvest more crops.

The cumulative harvest for spring onions was just over 1,254 kg of produce for 5-6
planting cycles. The cumulative harvest for celery/basil was 1,577 heads harvested
for the planting cycle. The rooftop garden contributes to the local food system, and
through the Urban Agricultural Initiative, the garden has become a key contributor
to an established local retailer. The rooftop has become a meagre source of income
generation for the Outreach Foundation. Still, although the return on investment
is very low, a diversion towards food security is becoming a key priority for 2022.
Training in urban farming is also a key skill that we will offer in 2022. The focus will
be on contributing toward food security and accessibility to homegrown nutritional
meals.

Rebecca believes that by feeding people, she can change the world.
Rebecca enrolled in the food preparation course, where she realised
that cooking is not just about eating food but that cooking food is an
emotional journey. She completed the course and intends to further
her skills by becoming one of the big chefs on the African continent.

Nhlanhla grew up an angry young man. His anger came from losing his
mother at an early stage of his life. Due to the pressure of not coping,
he found himself staying on the streets of Johannesburg, living from
one meal to another, making feeding schemes and recycling a way
of life. While attending a feeding scheme, he heard about Outreach
Foundation's carpentry skills training course, and he enrolled on it
using the money he earned through recycling and doing some odd
jobs. He also registered for a Coffin Making course, which extended
his new carpentry skills.

19 - PAGE - 19

SOCIAL SERVICES

Overview

The social service department exists to support the excluded, most vulnerable
marginalised groups. In 2021, a different approach entailed delivering different
services in trauma counselling and debriefing, grief counselling, gender-based
violence counselling, homelessness support and prevention projects to alleviate the
dependency syndrome by increasing the client's resilience.

The impact and value of the social service work

The social service programme is concerned with creating the individualised social
value for all the interventions provided to our beneficiaries. These social values
are created through the different roles played by the social workers and paralegal
consultants: advocating, motivating, and enabling. The social programmes are
designed to address the community needs and the individual ones. Using the
individual developmental plan (IDP), the social service department measured its
impact on its beneficiaries and tracked the intervention's effectiveness.

COVID-19 challenges and social services response

Social services became the core services offered by the department based on the
needs of the people it works with. COVID-19 brought lots of anxieties and mental
health challenges to many. As beneficiaries lost their jobs, domestic violence cases,
shortage of basic needs, and mental health challenges were reported. Social workers
had to adapt their services to suit community members. WhatsApp and telephonic
counselling became formalised methods to expand the reach for everyone who wanted
access to services irrespective of where they are. Food provision with collaboration
from the social development department and other international donors, was made
available to all marginalised groups based on the needs assessment. Empowerment,
COVID-19, mental health, and business workshops were facilitated to empower
children, youth, and women to cope with the challenges caused by COVID-19.

20 - PAGE - 20

The department also advocated for its clients with hospitals and housing companies
to provide basic needs such as shelters and primary healthcare. Below are some of
the challenges people faced during COVID-19:
• P eople were unable to generate their own income through the informal sectors

due to the lockdown;
• Inequalities became visible as restrictions were regulated;
• People had challenges in accessing hospitals due to hospital capacity;
• People were left hungry to fend for themselves (Exclusion for some people in

Government relief programmes);
• Domestic violence: a high number of domestic violence cases were reported

during this time;
• A high number of people were evicted irrespective of COVID-19 regulations; and
• P eople faced financial as well as mental health challenges.

Key project highlights in 2021

The COVID-19 pandemic started in 2020 globally, and marginalised groups suffered
its effects. Throughout the pandemic, social services have collaborated with
different partners and received support from different donors to address the needs
of the vulnerable groups facing homelessness, poverty, and family issues. The
social services department partnered with different shelters, the Department of
Social Development, and public hospitals to offer support to vulnerable clients by
increasing access to services.

21 - PAGE - 21

The key priority focus is to ensure inclusion and service delivery for
all

FOCUS RESULTS
Crisis intervention 53 cases
Counselling
Substance abuse rehabilitation 678
Shelter placement 80
English classes 94
Documentation Applications 51
Advocacy for school placement 190
Individual Development plan 160
Education and Prevention workshops 504
Food distribution 293
SADC Workshops 1,118
68

SADC Workshops in Malawi, Zambia, and Mozambique

Outreach Foundation understands migration and its challenges thanks to its work
and workshops conducted in the areas mentioned above. Outreach Foundation
facilitated workshops in the above countries to address these challenges with
support from international donors. The workshops' objectives are to promote regular
migration and share the true realities about South Africa before they migrate. A total
reach of 68 refugees and migrants, government and non-governmental institutions
were reached in the above three countries the team visited. COVID-19 restrictions
still prevented large gatherings, so we are grateful for the number of people reached.

Valuable partnerships in 2021

Social services collaborated with the organisations below to provide holistic services
to their beneficiaries. The collective efforts brought positive results in the lives of
our beneficiaries who needed access to health, food, shelters, school placements,
psychosocial support, justice, and documentation.


22 - PAGE - 22

DEPARTMENT ST PETERS CRADLE OF
OF HEALTH CHURCH HOPE

SOUTH AFRICA OUTREACH DEPARTMENT
POLICE SERVICE FOUNDATION OF SOCIAL

(SAPS) DEVELOPMENT
(DSD)

DEPARTMENT DEPARTMENT MOTHER
OF EDUCATION OF HOME TERESA
AFFAIRS

The process of the Individual Development Plan

Outreach Foundation has developed the Individual Development Plan (IDP)
used by professional social workers in the social services department. The IDP is
incorporated into Outreach Foundation's programmes. All clients, irrespective of
whatever services they require at Outreach Foundation, start at the social services
department for the IDP. This process was initiated after realising that monitoring
and evaluation systems only monitor the client's progress when they are registered
and shortly after graduation. However, the IDP assesses the client's identity and
culture throughout their time with the organisation. Furthermore, the IDP assesses
the knowledge, skills, talents, goals, problem solving and the level of self-reliance
of the client. The IDP applies person-centred, strength-based, and solution-based
approaches and problem-solving techniques to improve the livelihood and well-
being of beneficiaries.

The above processes link beneficiaries to the right services determined by the
IDP, whether skilled development or social services. The IDP is also used to track
beneficiaries' progress during and post-training.

23 - PAGE - 23

COMMUNITY OUTREACH

Overview

The Community Outreach programme works mainly with the youth of school-going
age, and it consists of a music programme and an academic support programme.
In 2021, we changed our focus and resolved to work with participants aged 14 and
above. This meant that we could no longer work with primary schools. Schools opened
late (15 February 2021) due to COVID-19. Furthermore, the pandemic's precautions
and restrictions further delayed the programme's set-up at the beginning of school.
Schools were also reluctant to allow other non-departmental programmes. We,
however, managed to work directly with schools instead of with walk-ins only, but
that limited our reach. For academic support, we worked with interns supported by
Goldyouth Youth Employment Accelerator to conduct academic support in schools.
On 30 August, at the BASA Awards' (the awards recognise the support of and
partnerships with the arts, particularly from the private sector) online ceremony,
it was announced that Outreach Foundation and Rand Merchant Bank had won
the Community Development Award. We received nominations in two categories,
Community Development and Long-Term Partnership Awards. We won the
Community Development Award for Letters to You and Me - an intergenerational
programme in partnership with Rand Merchant Bank.

Focus areas

Piano lessons: In line with two of the Outreach Foundation's goals; increasing
employability for beneficiaries and developing an individual's self-worth and giving
them better opportunities, the piano and music theory programme offers accredited
UNISA (South African University) courses in piano and music theory. The courses
offer the opportunity to develop the student's skills as a pianist and will ultimately
give one an accredited teaching diploma. In addition, once the student has achieved
Grade 5 in music theory and playing, they can apply to do a Music Degree at most
South African Universities. Twenty-three registered participants attended piano and
music theory classes in preparation for exams accredited through the University of
South Africa during the year.

24 - PAGE - 24

Marimba lessons: For the first time in over 22 years of offering music tuition at
Outreach Foundation, we had three schools, Phoenix College, St Enda's Secondary
School, and Centurion College, as well as our own Outreach Foundation band,
registered for the Education Africa's 2nd Virtual International Marimba and Steelpan
Festival. Learners from Centurion College, Phoenix College, St Enda's High School,
and the Outreach Foundation Band shared a virtual stage with 1,615 participants
worldwide for the festival. Although no prizes were won, we celebrate the courage,
commitment, teamwork, and enthusiasm of all the participants.

Learner support: We offered several workshops to motivate the Matric Class of 2021
at Centurion College. The workshops aimed to give space to the learners to share
how they feel right now and discover practical steps in achieving optimal results at
the end of their exams. This is done by being aware of their support structures and
the challenges that can hinder them from achieving their goals. We hope to have
inspired the grade 12s to realise that the key to their success lies within themselves
and that they determine the course of their journey. Thirteen interns from the
Goldyouth programme were placed at Centurion College and assisted learners with
academic support and other life skills.

Advocacy: We partnered with Organisation, D.A.R.E. to engage and inspire over
57 grade 8 and 9 girls at Centurion College in the same week that "The Gauteng
Health Department recorded more than 23,000 teenage pregnancies between April
2020 and March 2021, with 934 girls between the ages of 10 and 14 giving birth."
(news24, 17 August 2021). The workshop was inspirational and encouraged the girls
to fulfil their dreams to inspire and be role models for the next generation of young
women. In addition, it included a conversation on menstrual health by D.A.R.E. This
initiative formed part of a four-year research project to monitor the efficacy and
impact that the washable sanitary pads will have on adolescent girls in the inner-city
of Johannesburg

Lichtenburg: We ran Courage workshops with Grade 10s, 11s and 12s at various high
schools in Lichtenburg. The top 10 challenges identified by learners in Lichtenburg
were, in descending order, Teenage Pregnancy (Top challenge), Sexual Abuse and
Rape, Addiction, Bullying, Drug and Alcohol Abuse, Exposure to Gangsterism, GBV,
Murder and Attempted Murder, Self-Harm and Suicide and Poverty and Inequality. In
August, Dee Blackie (Courage Child Protection) generously facilitated training on her
Crisis Pregnancy toolkit for interns at Outreach Foundation.

25 - PAGE - 25

AUDITED FINANCIAL STATEMENTS

LUTHERAN COMMUNITY OUTREACH FOUNDATION LCOF NPC
(Registration number 2017/664022/08)
Annual Financial Statements for the year ended 31 December 2021

STATEMENT OF FINANCIAL POSITION AS AT 31 DECEMBER 2021

Figures in Rand Note(s) 2021 2020

Assets 2 4 801 798 4 860 897
Non-current assets
Property, plant and equipment 3 302 861 224 409
Current assets
Trade and other receivables 4 4 165 885 3 258 509
Cash and cash equivalents
4 468 746 3 482 918
Total assets
9 270 544 8 343 815
Equity and liabilities
Equity 413 400 413 400
Reserves 6 650 508 6 346 003
Retained income
7 063 908 6 759 403
Liabilities
Current liabilities 5 149 652 277 685
Trade and other payables
Deferred income 6 2 056 984 1 306 727

Total equity and liabilities 2 206 636 1 584 412

9 270 544 8 343 815

26 - PAGE - 26

AUDITED FINANCIAL STATEMENTS

LUTHERAN COMMUNITY OUTREACH FOUNDATION LCOF NPC
(Registration number 2017/664022/08)
Annual Financial Statements for the year ended 31 December 2021

STATEMENT OF COMPREHENSIVE INCOME

Figures in Rand Note(s) 2021 2020

Revenue 633 080 1 318 895
Corporate
Foreign sponsors 6 653 356 5 730 277
Government funding
Individuals 945 160 824 118
Government funding- salaries
21 362 175 609
Other income
Gains on disposal of assets 366 539 -
Project income
Recovery income- salaries 8 8 619 497 8 048 899
Rental income
43 090 -
Operating expenses 863 748 1 073 727
Accommodation
Accounting and Audit Fees 53 159 51 114
Advertising 13 825 74 476
Bad debts
Bank charges 973 822 1 199 317
Cleaning
Depreciation (499) (4 771)
(68 978) (52 685)
(31 177)
(7 205)
(7 998) (45 647)
(20 466) (21 880)
(11 730) (33 123)
(358 950) (420 953)

27 - PAGE - 27

AUDITED FINANCIAL STATEMENTS

LUTHERAN COMMUNITY OUTREACH FOUNDATION LCOF NPC
(Registration number 2017/664022/08)
Annual Financial Statements for the year ended 31 December 2021

STATEMENT OF COMPREHENSIVE INCOME continued

Figures in Rand Note(s) 2021 2020

Equipment expenses (285 254) (253 745)
Food purchases (50 719) (87 481)
Function camps and workshops (95 608) (92 008)
Insurance (77 556) (70 228)
Legal and professional fees
Maintenance and renovations (163 742) (287 688)
Municipal expenses (201 707) (492 976)
Personnel expenses (170 805) (161 297)
Printing and stationery (5 165 479) (5 513 366)
Project specific costs
Raw material (59 322) (73 903)
Rent and levies (2 015 323) (1 246 484)
Security
Telephone and fax (38 740) (134 929)
Training (238 398) (215 522)
Vehicle and transport cost
(51 187) (35 372)
Surplus/(deficit) (113 747) (197 910)
Interest received
Finance costs (43 898) (51 728)
(93 391) (83 390)
Surplus/(deficit)
(9 364 674) (9 584 291)
(336 075)
228 645 110 485
75 860 (38)
-
110 447
75 860 (225 628)

304 505

28 - PAGE - 28

OUTREACH FOUNDATION ANNUAL RESULTS

YOUR FUTURE FOUNDATION

INTEGRATED
REPORT 2021

Building a better tomorrow

EXECUTIVE DIRECTOR
Robert Michel

FINANCE AND ADMINISTRATION MANAGER
Alison Chiheve

PROGRAMME MANAGERS
Ethel Munyai/Social Services Manager
Gerard Bester/Performing Arts Manager

Johan Robyn/ Incubation Manager
Wiseman Ngobese/Skills Development Manager

011 720 7011
www.outreachfoundation.co.za
www.facebook.com/OutreachFoundation