About Global Relief Welfare Services

1.    Organizational Profile

(a)    Organizational Description
Global Relief Welfare Services is a not-for-profit welfare organization located in three provinces i.e. Western Cape, Kwa-Zulu Natal and Gauteng; the head office of which is in Lenasia. Since its inception Global Relief Welfare Services has a rich history of serving a vital role in improving the lives of our community with a view that they may have fulfilled and dignified lives. Global Relief Welfare Services began this role in the year 2009 as an outreach program to the residents of Lenasia South and the surrounding areas. The program started from a shop where food was prepared and distributed at different points in and around Lenasia South to approximately Ten (10) people. As time went on it was anticipated that the need was beyond a meal per time and so the founder thought that it was necessary to expand the scope of the program as more and more people needed the service. By the beginning of 2010, this project had grown to include a branch in Cape Town; which was then used as a head office as there were facilities for a Madressa and a feeding scheme. By the end of 2010, another project was up and running in Phoenix, Kwa-Zulu Natal where education and a Feeding Programs was started.
 
Today the three provincial setups have education, feeding scheme and welfare services. Plans are underway to go into partnership with the Department of Social Development to bring social services and other programs to the needy in our areas of operation. An Early Childhood Development Centre was identified as a need in Lufhereng Community near Slovoville in Doornkop. Other services will be attached to this program including an Educational Service and other services to women and children.
Our services are marketed through networking with other organizations and proximity to the community we serve.
(b)    SERVICES
•    To provide Social Work and any other services as might be deemed necessary to achieve the objectives of the organization regardless of age, gender, religious affiliation, political affiliation or population group.
•    To render generic, case work and community development in the areas of service.
•    To promote effective home-based care services through the aid of other stakeholders in the healthcare sector.
•    To render education and training programmes for women, children and the youth.
•    To render empowerment and mentorship programmes to other NPO’s.
•    To render world relief programmes during natural disasters and wars.
•    To network with other role players in the health and welfare sector.

2.    OBJECTIVES
a.    To protect and promote the interests of all people referred to hereafter as citizens and non-citizens from all population groups.
b.    To promote and/or support measures which will prevent or reduce the risk of contracting HIV/AIDS and its effects.
c.    To promote, undertake and/or support such medical, educational, vocational, social and recreational activities and facilities as may be required by persons living with HIV/AIDS to achieve optimum potential and live fulfilled lives.
d.    To promote and/or undertake activities which will improve the physical and social environment, including public facilities, and to remove those physical, legal and attitudinal barriers which hinder the children/youth to achieve their goals and take their rightful place in the community.
e.    To facilitate social work services in areas not covered by state agencies, when necessary.
f.    To establish Social Work offices in communities where necessary.
g.    To establish Early Childhood Development Centres in areas where none exists.
h.    To encourage solid, practical foundation of Early Literacy, Numeracy and Life skills built through training of Early Childhood Development Practitioners Training.
i.    To establish Home Based Care in communities where such services do not exist.
j.    To encourage a greater concern, understanding and awareness among the general population of the barriers, difficulties, stigma and the abilities of people living with HIV/AIDS.
k.    To encourage and facilitate the formation of committees, satellite offices or other administrative bodies to carry out these objectives either in specific geographical areas or for specific functions.
l.    To mentor Child-headed family households, assist persons with disabilities and the elderly.
m.    To promote the availability of adequate personnel, medical assistance, assistive devices and any such resources as might be needed to achieve the above objectives.
n.    To establish a fund and programs to facilitate the care of office bearers and their immediate family members when the office bearers are retired either due to old age, illness, disability or death.

3.    Organizational culture:

(a)    Mission, Vision and Values
The culture at Global Relief Welfare Services is built on the foundation of the Mission, Vision, and Values (MVV). The 5- Pillars (People, Service, Quality, Finance and Growth) represent our key categories for performance excellence. Our 5-Pillar format provides a balanced framework for a structure for communication made easy. Here are three major characteristics of our culture:
•     An energetic passion for raising the bar to a higher standard for our community,
•    Quality-driven and results-oriented performance enabled through fact-based decision- making,
•    Caring, listening, understanding, and the creation of a compassionate environment. This way of operation creates a culture where the community drive our actions and we, in turn, align the organization’s objectives to suit their requirements. Global Relief Welfare Services recognizes that performance excellence is defined by sound approaches which always give superior results. Up until now, our focus is on producing world-class performance through systematic approaches and fact-based decisions that are based on data including internal historical trends, global economic trends and depreciation of currency.

  •     Annual Revenue R1.8M
  •     Land Size 189 ha
  •     Number of Beds 11
  •     Number of Employees: 12
  •     Nursing Staff: 0
  •     Social Welfare Staff: 0
  •     Administration: 3
  •     General Work Staff: 9
  •     Residents % Revenue: 0%
  •     Government Subsidy % Revenue: 0%
  •     Donations % Revenue: 100%

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(b)    Mission, Vision, Values and Pillars

(i)    Mission
Global Relief Welfare Services is committed to excellent care service. We exist to promote, preserve and restore the health and dignity of our community.

(ii)    Vision
Our Vision is to passionately pursue the health and well-being of our employees and the community around us through our culture of exceptional community development and commitment to quality of service.
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(iii)    Values
Our Values are: Upliftment of the underprivileged society, working together with our community to achieve set goals

(iv)    Pillars
Faith – strong belief on The Almighty with the good intention to make life easy for the entire mankind
People – focus on rendering educational services for the underprivileged society
Quality – focus on community development and social welfare performance outcomes
Finance – focus on the health of our financial performance
Growth – focus on reaching our goal with the help of our community with the intention of setting a very high standard

4.    Expected Employee Behaviour
Global Relief Welfare Services’ caring, compassionate environment is based on the standards set by the management. These standards are a list of behaviours expected from all employees including: a sense of ownership; commitment to needs of the communities; commitment to fellow employees; courtesy and etiquette; appearance; communication; privacy; and safety awareness. These standards promote the values of understanding, teamwork, support, caring and a compassionate culture.

5.    Staff profile:
Global Relief Welfare Services cannot excel unless there is a strategic alignment between employees, management and the organizational vision. Global Relief Welfare Services recognizes that employees are key drivers of organizational success. Global Relief Welfare Services has a complementary staff of 12 talented staff members contributing to the knowledge assets of the organization. The management structure is relatively flat, encouraging effective two-way communication and empowerment of all employees. Employees are recognized for independently taking actions to satisfy the community, residents and visitors.

6.    Employee Profile
?    Management: 25%
?    Non-Management: 75%
?    Female: 41.7%
?    Male: 51.3%
?    Administration: 25%
?    Nursing: 0%
?    Social Welfare: 0%
?    Other: 0%
?    Asian: 58.3%
?    Black: 41.7%
Maintaining the health and safety of all employees is critical to providing quality and healthy services to the community at large and this is a priority to the organization. Health and safety education will be initiated throughout the year and are an integral part of the training and staff development program.

7.    Technologies, equipment and facilities:
As welfare continues to evolve into a competitive, information-rich institution, investment in technology, equipment and facilities becomes critical to success. Global Relief Welfare Services has fundamentally improved its image through significant investment in technological resources. Over the last three years, Global Relief Welfare Services has maximized the benefits of technology through innovative, information systems which: assist in effective paper saving as the need for hard copies are minimized. The use of technology significantly enhance communication effectiveness as information can be sent, received and responded to at any time of day wherever and whenever necessary.

8.    Legal and regulatory environment:
As a welfare organization, Global Relief Welfare Services operates under a strict legal and regulatory environment. Global Relief Welfare Services proactively addresses legal and regulatory requirements as exemplified by the early adoption of and compliance with Health and Safety requirements. There are numerous standards that are required of a welfare organization to ensure quality developmental work, fair and equal treatment, ethical practices, confidentiality and a safe environment.

9.    Organizational structure and governance:
Global Relief Welfare Services is a non-profit organization which is part of a community initiative. The organization is run by a Director who reports to the Management Committee.

The organization is free to affiliate to any other organization/body with similar objectives either local forum, provincial or national.
 
10.    Strategic planning process:
Global Relief Welfare Services strategic planning process is a continuous cycle through which the organization’s short- and long-term strategic directions and performance expectations are set. After examining multiple organizational planning processes over the years, Global Relief Welfare Services is set to develop its own Strategic Positioning Planning Model as a combination of several best practices an organization can come up with. This Strategic Positioning Plan is envisaged to allow for greater agility than a traditional, static strategic plan through its systematic and robust processes. Global Relief Welfare Services defines the short-term planning goal as a Twelve (12) to Twenty-Four (24) months period and long-term planning goal as a Three (3) to Five (5) year period. These planning periods are set to balance short-term changes in the sector while setting long-term direction and continuity. In addition, Strategic Positioning Plan is dynamic and thereby enables update and refinement while providing the consistent structure necessary for strategic alignment. The Strategic Positioning Plan enables Global Relief Welfare Services to adjust to the rapidly changing welfare sector environment, while creating long term direction, and maintaining short-term flexibility.


11.    Succession planning and career progression:
Formal and informal succession planning processes ensure current and future administrative; nursing or welfare leadership needs are met. The Management Committee will develop and maintain a formal Succession Plan for all management posts to meet organizational needs. This plan places each post or member on an individual potential matrix based on present performance and future potential. The value of this format is that it recognizes individuals in different places on the matrix have different developmental needs to maximize their potential.

Global Relief Welfare Services will use the 5 Pillars to develop the skills leaders need to be effective and facilitate knowledge transfer within the organization.

Staff will be asked to identify their personal career objectives and the education or training needed to support those goals. Discussion with their manager occurs following this identification and during the Individual Performance Evaluation process. Career progression and personal development is also supported through extensive learning opportunities and tuition reimbursement for astute employees. Employee development is critical to delivering the highest quality welfare, nursing and support services. Education and training is designed to support technological changes, environmental trends, strategic action plans, regulatory requirements as well as sector requirements. High performance learning through knowledge acquisition and transfer of
skills need thorough strategic planning processes. The Education and Training Development Process facilitates the development of programs to support key organizational needs and strategic objectives. Education and training begins with general orientation where the Director introduces the Mission Statement and the Vision of the organization to new members of staff or remind the existing staff.


12.    Emergency and disaster preparedness:
Global Relief Welfare Services is working towards being proactive in emergency and disaster preparedness for rapid and effective response. The Occupational Health and Safety Liaison take the staff on a process of emergency and disaster drills to ensure staff preparedness in the event of internal or external disasters. A communication tree ensures all staff is notified of need for additional staff and/or equipment. Emergency/Disaster planning and mock drills will involve both the welfare and nursing staff participation to increase reliability of critical response processes.

13.    Evaluation:
The Management Committee constantly evaluates the relevance of the organization to the community and the society at large. This process helps the organization to either refocus or realign its mandate and service delivery processes. Community feedback on program effectiveness and feedback from managers and staff on utilization of skills help to provide a more cohesive approach and make necessary adjustments needed. Constant evaluation processes help to keep the organization up to date with current trends and changes within the sector.

Evaluation of employee personal and professional needs helps identify factors that drive employee motivation which are in most cases: recognition and rewards. Based on employee input, programs should be developed to recognize, reward, and motivate employees to drive high performance and achieve organizational objectives. Managers and supervisors play a crucial role in this regard.