Audit of Residential Facilities, Final report - Division for Social Policy ...

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The guidelines state clearly that there must be a “…written complaint and grievanceprocedure, which is visible and accessible to residents and the public, and includes acomplaint register that is presented to management meetings...”3.2.4 Governance and ManagementStructures Operational in Facilities100.00%90.00%80.00%70.00%60.00%50.00%40.00%30.00%20.00%10.00%0.00%93.00% 94.00% 93.00%Manager orDirectorManagementboard65.00%Financial Officer RepresentativeresidentscommitteeThe following structures / officials exist in most of the homes:i. Board of Management – Most of the homes (94%) have a board which wasresponsible for overall governance of the home.Board Length of TermMore than fiveyears4%Three to FiveYears11%No specifiedlength of term23%One to ThreeYears62%44 | D S D A u d i t o f R e s i d e n t i a l F a c i l i t i e s
While in the majority of homes (62%) the Board serves for between 1 and 3 years and 3 to 5years (11%) there were some homes where board members serve for more than 5 years (4%)and for an unspecified length of term (23%). In terms of good governance, it is important thatboard members are rotated on a regular basis and not serve for more than 2 terms at a time.While this is difficult to achieve as homes often complain that it is difficult to find peoplecommitted to serve on the Board, at the same time these homes become „more vulnerable‟ toissues of territoriality, blurring of roles as well as a lack of new ideas been generated at the levelof the Board.ii.Director / Manager – 93% of homes (376) had a Director or Manager responsible forthe day to day operations. In the majority of cases one could easily define the role ofthe Manager / Director as:Day to day management of the facilityStaff managementFundraisingCommunity liaison and networkingMonitoring and EvaluationIt is of concern that in 28 homes nationally there was not a Manager to see to the day to daymanagement; again this makes an organisation vulnerable and at risk if there is not one assignedperson responsible for performing this function. In general, the Director / Manager reports to theBoard.iii.Finance Officer – Ninety-three percent of the homes (375) had someone who tookresponsibility for managing the financial records of the home.The guidelines suggest that there is a “…designated financial manager who is responsible forthe implementation of a financial strategy, written policies and procedures and an internal andexternal audit system and … that the financial manager has to comply with PFMA andNPO…”45 | D S D A u d i t o f R e s i d e n t i a l F a c i l i t i e s
Page 1 and 2: Final ReportAudit of Residential Fa
Page 3 and 4: 4.5 Sustainability / Funding ......
Page 5 and 6: towards their conditions of employm
Page 7 and 8: The M&E role of the Department (whe
Page 9 and 10: 6. With regard to management capaci
Page 11 and 12: 14. Sharing, Learning and Networkin
Page 13 and 14: Director-General means the Director
Page 15 and 16: office-bearers except as reasonable
Page 17 and 18: 1.3 Process FollowedA number of oth
Page 19 and 20: This was recorded and submitted to
Page 21 and 22: The Population Reference Bureau est
Page 23 and 24: 2.4.2 Proportion of women versus me
Page 25 and 26: Africans comprise 67, 7% of the pop
Page 27 and 28: Where homes are situatedFormer Whit
Page 29 and 30: While the guideline for frail care
Page 31 and 32: The breakdown of these homes is as
Page 33 and 34: Just over a half (51%) of homes off
Page 35 and 36: that “…The Department of Health
Page 37 and 38: Cultural and recreational activitie
Page 39 and 40: one bed should be set aside for sho
Page 41 and 42: a. Although there were a few homes
Page 43: 100%90%80%70%60%50%40%30%20%10%0%81
Page 47 and 48: The graph indicates that staff for
Page 49 and 50: The norms and standards indicate th
Page 51 and 52: Are there staff records and Perform
Page 53 and 54: In 92% of the homes the residents d
Page 55 and 56: ooIn addition, emergency exits were
Page 57: v. In some provinces, the coordinat
Page 60 and 61: egards to the Mangers carrying out
Page 62 and 63: some senior staff that were black.
Page 64 and 65: 4.6 Intersectoral CollaborationThe
Page 66 and 67: In terms of the Transformation Char
Page 68 and 69: from Alzheimer‟s disease, dementi
Page 70 and 71: the home as very poor, Umhlaba sugg
Page 72 and 73: Home Requiring InterventionHome Con
Page 74 and 75: Free StateFree State ResultsPoor /
Page 76 and 77: Vosloorus Society Care of the AgedL
Page 78 and 79: Beaconvale Poor YesFairHome for the
Page 80 and 81: Where a more positive relationship
Page 82 and 83: The shortage of nursing staff could
Page 84 and 85: major breakages and faulty equipmen
Page 86 and 87: . Meetings / Interviews with:1. Dor

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