Lalita Harie (Gita) DCMH: Executive Director 2000 2019 - Presentation on "Highlights of My Journey as - Durban and Coastal Mental Health
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Presentation on
“Highlights of My Journey as
Executive Director”
(2000 – 2019)
Lalita Harie (Gita)
DCMH: Executive Director
2000 - 2019
1
Introduction
• I was appointed to the position of Executive Director on 1 July 2000
• The status of DCMH when I assumed the position was the following :
• Finances were at an ebb with an accumulated Debt of R2.6 million, comprising of:
- Overdraft of R1.5 million which was cleared to Zero balance in December 2003
- Bonds of R1.1 million which was settled in 2004
• Initiated the Income Development Committee in 2001
• Low staff morale
• No proper job descriptions
• Few Policies and Procedures
• Threat of closure of some of the projects
• Poor Public / Stakeholder image of DCMH
19 August 2019 – Presentation by L Harie 2
Strategic Planning Process
December 2002
• Strategic Process was introduced to staff.
January 2003
• Contracted Big Sky Center to facilitate the Process.
February 2003
• 10 Representatives of Staff interviewed, and a questionnaire was compiled by staff.
March 2003
• Employee Climate Survey.
• 76 questions were completed by 113 employees giving a total of 8000 opinions
The Board and Management embarked on a Thinking Strategy Session in March based on:
• Human Resources
• Financial Sustainability
• Transformation of Service Delivery
• Networking, Lobbying and Intersectoral Collaboration
• Marketing / Promotion / Awareness Raising of Services
The objective was to emerge from this process with a coherent Strategic Plan for DCMH with buy-in from Board
and Employees alike and this objective was accomplished with ratification from the Board.
19 August 2019 – Presentation by L Harie 3
Launch of 5 Year Strategic Plan:26th June 2003
• The Launch of the Strategic Plan, signed off by the entire staff to shape the future of DCMH
• The 4 Strategic Focus areas were :
- TEAM BUILDING
- CARING FOR STAFF
- TRAINING STRATEGY
- INCOME GENERATION STRATEGY
Review of 5 year Strategic Plan: 2008
The Review Function showcased the roll-out of the Strategic Plan over the previous 5 years and
demonstrated the impact of this roll-out on the functioning of DCMH.
19 August 2019 – Presentation by L Harie 4
Team Building for Staff
Review: 2003 - 2008
TEAMBUILDING
Team involvement and employee empowerment helped
staff to make decisions about their work; it increased
loyalty and assisted to create ownership. Stronger,
supportive teams have contributed to higher quality
service delivery to service users and to the financial
sustainability of the organization.
CARING FOR STAFF
“Too often we underestimate the power of a
touch, a smile, a kind word, a listening ear, an
honest compliment, or the smallest act of caring,
all of which has the potential to turn a life
around.” Leo Buscaglia. Wellbeing of staff has
contributed greatly to staff motivation!
Valentines Day
Baby Shower
19 August 2019 – Presentation by L Harie 5
TRAINING FOR STAFF
Spend of R826 328.00 from HWSETA
Enhancing of skills through training has
capacitated staff to render quality service
delivery.
HIV / Aids Training
Arts & Crafts
The 2003 Climate Survey was followed up with a
further Organizational Scan in 2008 by means of a
questionnaire which was completed by all staff.
19 August 2019 – Presentation by L Harie 6
2009 Launch Of Our New Strategic Plan
We contracted with
We named our Strategic Plan for Student Wise to capture
2009 - 2013 the findings from the 108
IYAHAMBA LENQOLA Questionnaires that were
“THE TRAIN IS MOVING” completed by staff.
STRATEGIC FOCUS AREAS
- Income Generation / Income
Development
- Service Delivery / Service User Needs
- Team Building
- Caring For Staff
- Training For Staff
19 August 2019 – Presentation by L Harie 7
Strategic Review & New Strategic Growth Path
2014 - 2019
An inclusive process of Board Members engaging in a Strategic Workshop, staff members
participating in a climate survey and our service users participating in their own strategic workshop,
the new strategy was launched at a function on 7th March 2014.
We named our Strategic Plan for 2014 -
2019
ISAHAMBA LENQOLA
“THE TRAIN IS STILL MOVING”
STRATEGIC FOCUS AREAS
- Marketing and Branding
- Staff Well Being
- Service Delivery
- Financial Sustainability
- Training and
19 August 2019 Development
– Presentation by L Harie 8
Management Strategic Planning Workshops
Introduced in 2003 and implemented on an annual basis. 2009 Introduced Specific Themes
which are implemented in all sections of DCMH
2009 2010
“A year of difference” - we are Change Champions in the “New Life & Vitality” in Leadership and the 5 Strategic Focus Areas:
face of the economic recession. - Things that need to Stop – Drainage areas?
- What needs to Continue – What’s working well?
- What needs to Start – Growth or doing things differently?
2011 2012
“Sustain with Vitality at DCMH”. “Victory 1000²” each management member including myself had to
source 3 funders and we achieved this.
2013 2014
“Simunye we are One – It’s up to You” “Thinking Differently – What Can I Do Different”
2015 2016
“7 Keys to a Winning Team” “Success Through Synergy”
2017 2018
“Serving with Passion, Improving Quality of Life” “Turning the Tide”
19 August 2019 – Presentation by L Harie 9
Human Resources
• Job Descriptions - 2003
• Job Grading - 2003
• Policies and Procedures – 2003
• Leave Management and reduction – 2003
• Service Contract – new terms & conditions – 2004
• Process User Guides – 2006
• Formal Performance Appraisals - 2009
19 August 2019 – Presentation by L Harie 10Salary Increases Over the Years
2001/2002 2002/2003 2003/2004 2004/2005 2005/2006
5% 10% - Earning R945.00 pm 15% - Earning R1058.00 8% increase 11.2% - Earning R1314.00
pm pm
6% Rest of Staff
10% - Social Worker 11.5% - Social Worker
9.5% - Rest of Staff 13% - Workshop
Supervisors & Day Care
Managers
R100 - MA
8% - Rest of Staff
R150 - MA
19 August 2019 – Presentation by L Harie 11Salary Increases Over the Years
2006/2007 2007/2008 2008/2009 2009/2010 2010/2011
16% - Starting salary R200 & 8% - Day Care R100 & 8% - Day Care MENTION OF SERIOUS ECONOMIC
R1 800.00 pm Managers – R2000 pm Managers / W/Shop Sup. ECONOMIC CRISIS CRISIS
(Day Care Managers & R2100 pm
W/Shop Supervisors) R200 & 8% - W/Shop Sup. R100 & 8% - Day Care 9% - Day Care Managers &
R2000 pm R100 & 8% - Day Care Care workers W/shop Sup.
15% - Day Care Care Care workers – R1850 pm
workers R150 & 8% Day Care Care R75 & 8% - Certain
workers R100 & 8% - Acc / Admin, Categories R100 & 8% - Day Care
12% - W/Shop Managers Supervisors Care workers
8% - Rest of Staff 8% - Rest of Staff
10% - Accounts / Admin 8% - Rest of Staff
8% - Salary Increase
8% - Rest of Staff R300 - MA R375 - MA R450 - MA R500 - MA
R200 - MA
19 August 2019 – Presentation by L Harie 12Salary Increases Over The Years
2011/2012 2012/2013 2013/2014 2014/2015 2015/2016
SERIOUS ECONOMIC SERIOUS FINANCIAL CRISIS SERIOUS FINANCIAL FINANCIAL DIFFICULTIES SERIOUS FINANCIAL
PERIODS CRISIS DIFFICULTIES
Financial Sustainability Financial Sustainability Financial Sustainability
8% Increase Workshops held Financial Sustainability Workshops held Workshops held
Workshops held 1st April 2015 DOH
Received only R205 000.00 No Funding from National R75.00 + 7% - Day Care reviewed the 16% subsidy
from National Lottery Lottery Managers, Care workers, cut for JV and increased it
1% Subsidy Rate W/shop Sup. by 4%
R75.00 + 7.5% for certain Reduction from 7% - Rest of Staff No Salary Increase for April
categories – Day Care Department of Health No Funding from 2015
Managers, Care workers, National Lottery, last call 50% Bonus in March 2016
W/shop Sup. R50.00 + 6.5% - Day Care in 2012
Managers, Care workers, 16% Cut in Subsidy Rate 6% from DOSD after
7.5% - Rest of Staff W/shop Sup. for Jona Vaughan Home lobbying as a Sector
100% Bonus – March Lobbying and presentation
R575 - MA 6.5% - Rest of Staff 2015 of motivation – increase JV
R550 - MA subsidy by 12%
R600 - MA R650 - MA R650 – MA
19 August 2019 – Presentation by L Harie 13Salary Increases Over The Years
2016/2017 2017/2018 2018/2019
SEVERE CASH FLOW & FINANCIAL SEVERE FINANCIAL CRISIS SEVERE FINANCIAL CRISIS
CHALLENGES No Bonus in March 2018
Financial Sustainability Workshops Financial Sustainability Workshops No Salary Increase
held held NLC Funding received in Sept. 2018 of
No Increase from DOSD R605 000.00 for operations although
National Lottery Funding received in No Increase from DOSD applied for R3 633 150.00
Dec. 2016 applied for R2 990 600.00
but received R870 000.00 to use for 12 5% - Salary Increase
months until Dec. 2017 2019
50% - Bonus in March 2017 National Minimum Wage implemented
R100 + 5% – Categories of staff starting No Bonus in March 2019
between R2800 - R3035 – Day Care
Managers, Care workers 5% - Salary Increase for all staff for
5% - Rest of Staff 2019/20
R700 - MA
19 August 2019 – Presentation by L Harie 14Operational Budget
2000/01 - R13 000 000
2005/06 - R16 500 000
2010/11 - R30 000 000
2015/16 - R42 400 000
2019/20 - R47 100 000
19 August 2019 – Presentation by L Harie 15Operational Budget
• Inherited debts of R2, 600 000.00 on 01 July 2000, which was cleared by December 2004. Based on
the advised statutory annual consumer price index escalation of 5.30%, over the 19 year projected
period, the 01 July 2000 debt of R2,600 000.00 would amount to R7 303 663.00 at present day
value.
• Relocation of Head office to Sherwood in 2002 with a saving of R185 000.00 per annum and
compounded thereafter.
• Subsidy rate increase of 78% in 2005 for Day Care from R206 per month to R660 per month per
child.
• 2005 – 2010 Purchase of 18 new vehicles, with donor funding.
• Recovery of R1,1 000 000.00 from the Provincial Dept. of Health in 2009.
• The 2008 Global Economic crisis started having a negative impact on the organisation's finances
notwithstanding this we continued to give staff salary increases and sustain the services of DCMH.
• In 2012/2013, we held our first Financial Sustainability Workshop
• In 2013/2014, we had a 1% subsidy rate reduction from DOH for all our DOH subsidised projects.
19 August 2019 – Presentation by L Harie 16Operational Budget
• In 2014/2015, we received no funding from National Lottery for this year and the previous year and
received only R205 000.00 in 2012/2013.
• In 2014, each Management member committed to securing three new funders and this was achieved.
• In 2015/2016, after intense lobbying we received a 6% increase from DSD.
• In 2015/2016 there was a consolidation of projects as part of business re-engineering and reduction of
expenses to ensure sustainability. The Management’s strategy commitment for the year was that
Management will save a million rand through expense reduction and the ED will also save a million
rand. This was achieved by the ED through closing Chatsworth Club and Wentworth Club and
transferring service users to Chatsworth and Wentworth protective workshops. Closing Pinetown Day
Care and developing stimulation units in the community. Closing Overport Day Care and transferring
the children to Durban North Day Care. Closing CPTW Overport and transferring service users to CPTW
Sherwood. Management achieved a grand total saving on this goal of R816 115.00 and the ED achieved
a grand total saving through consolidation and mergers of R1 098 168.00
• There has been a continuation of stringent expense management, innovative cost saving and
constantly exploring new income streams.
19 August 2019 – Presentation by L Harie 17Finalisation of Long Outstanding Projects from 2000
North Bay Lodge 2002 MOA Signed
2010 Transfer of Professional Administration to NBL Council
Maybury Farm 2003 Sold
Inanda / Amaoti Day Care 2003 Building Completed
Life Rights – Jona Vaughan Home 2004 Finalized
Life Rights- Sherwood 2005 Finalized
Tongaat Property 2013 Transferred to Department of Education and
Registered in Deeds Office on 8th August 2013
Derrett Trust for Clive & Craig Derrett
2 bedroom structure in 1990 at Sherwood Hostel Ascertained rights relating to structure
19 August 2019 – Presentation by L Harie 18Finalisation of Long Outstanding Projects
Chatsworth & Overport Properties 2012 25 year lease renewed for another 25 years;
however, we closed down Overport projects and
transferred the Overport property to Dept of Public Works in
2015.
Mpumalanga Property 2018 The 40 year Long Term Lease was signed on the
31st October 2018 at Ingonyama Trust Board (ITB)
PROJECT IN PROGRESS
Groeneburg Property (Inanda )
19 August 2019 – Presentation by L Harie 19My Involvement in the NGO Sector for KZN
• I serve on the Network of Directors Forum.
• In 2014, I was part of the Task team that lobbied for an increase in the subsidy tariff rate and
through our interventions, we finally got a 6% increase in March 2015 for the financial year
2014/2015
• In 2016, I was the Coordinator of the Research Impact Task Team which resulted in developing
a research document of the impact that the subsidy cuts will have on service delivery and on
account of presenting this research document to the media and to the MEC and her team, we
as a Network of Directors achieved a reversal of the subsidy cuts.
• In 2017, we continued to lobby for an increase in the subsidy tariff rate as we did not receive
an increase in the financial year 2015/2016 and 2016/2017
• In 2018, we continued to lobby and received a 5% increase in the subsidy tariff rate for
2018/2019 financial year.
19 August 2019 – Presentation by L Harie 20Mayoral Functions to Honour DCMH’S Services to
Communities
The Grand Mayoral
Reception for 136 guests
To honour at Ushaka Marine World
DCMH’s 61 in honour of DCMH’s 75
Years of years of service to the
Service citizens of Ethekwini
Official Openings – Amaoti 2003 & Head Office 2002
19 August 2019 – Presentation by L Harie 21Realization of a Dream
Official Opening of our newly built Kwa Ximba Day Care
Centre
Official opening in May 2013 with 330 guests. His
Worship the Mayor of eThekwini Municipality,
Councillor James Nxumalo, Inkosi Mlaba, Head of
the Traditional Council, and Prof Alfred
Nevhutanda, Chairperson of the National Lotteries
Board presided over the official opening. The
occasion was an emotional one, celebrating the
rights of children with disabilities to attend a
facility in a community-based environment that is
custom-made for their care and education. It was
also a celebration of the culmination of seven
years of meticulous planning and fundraising of R5
million for what initially seemed an unattainable
target. We have secured a 40 year lease with ITB.
19 August 2019 – Presentation by L Harie 22Major Renovations between 2000 & 2006 19 August 2019 – Presentation by L Harie 23
Major Renovations
Wentworth Major Renovations, 2003 and Wentworth Roof Replacement - 2017
Nyangwini Day Care, 2011
Major renovations at
Mpumalanga Day Care
Centre in 2006.
In addition, Umlazi Halfway
House was renovated in
2014
19 August 2019 – Presentation by L Harie 24Marketing & Branding MARKETING DVD
DCMH ANTHEM HAVE A BREAK!
NEW LOGO
ANNUAL REVIEW
BROCHURES SEVEN DECADES HISTORY BOOK INSPIRATIONAL TIP
NEWSLETTER
L Harie - 24
19 June
August
2019
2019 – Presentation by L Harie 25 25Marketing & Branding - Some Media Articles Dignity in
Mental Health
Some of the employees, service providers and board
members who received awards in recognition of quality
mental health services.
19 August 2019 – Presentation by L Harie 26Diamond Jubilee Celebrations -2015
Governing Board,
Executive Director,
Management & Staff
during the 75th
Anniversary
Celebrations
19 August 2019 – Presentation by L Harie 27DCMH Projects Selected By Ministers & MEC’S
Launch of the 2017 National Disability Rights
Mandela Day 67minutes initiative at our Amaoti Day Care Awareness Month at DCMH projects on
centre on 18/07/2016 by MEC Dr Zweli Mkhize 03/11/2017 by the Minister of Social
Development Ms Bathabile Dlamini
Dr Zweli Mkhize, Chairman of ILAF, in his keynote address at this event shared: “Children
with disabilities are vulnerable who would otherwise have led life without support. For
that reason, we want to say to the Board, Management and Staff of DCMH that you are the
heroes of our struggle; you are heroes of our new South Africa”
MEC of Social Development in the province of KZN, Ms Weziwe Thusi identified “DCMH
as the most appropriate of the launch of this important National Programme because of
the important work it does in the disability sector”
19 August 2019 – Presentation by L Harie 28Growth and Transformation of Service Delivery
DCMH qualifies as a Socio-Economic Development Beneficiary. As more than
75 % of our beneficiary reach is “black” as defined in the EE Act. 30% - 35% of
our beneficiary reach is in deep rural communities.
BENEFICIARIES REACHED
19 August 2019 – Presentation by L Harie 29Growth and Transformation of Service Delivery
MOTHER BABY PACKS
Given to Expectant Mothers of children with disabilities
in Rural Communities during the prevention of the
mental disabilities programme
&
Collaboration between DCMH and Dance Motion USA
DACMHAM
DCMH Advocacy Movement has empowered
Mental Health Care Users to take a lead in
decision making process
Visit by CAM, a UK based organisation – New
ways of “Person Centred Approach”
19 August 2019 – Presentation by L Harie 30Growth and Transformation of Service Delivery 19 August 2019 – Presentation by L Harie 31
Growth and Transformation of Service Delivery
GRADUATION CEREMONY LAUNCH OF THE NEW PROTECTIVE WORKSHOP MODEL- 2011
For the Service Users who were trained in
Cleaning and Block Making Skills 2012
CERTIFICATION CEREMONY 2019
Hygiene & Cleaning Level 1 Learnership through Services Seta
PARTNERSHIP FOR PEOPLE WITH MENTAL
DISABILITIES WITH ETHEKWINI MUNICIPALITY
19 August 2019 – Presentation by L Harie 32Recognition Awards 34 AWARDS FOR:
• GOOD GOVERNANCE
• RURAL REACH
• BEST PRACTICE MODELS
• POVERTY ALLEVIATION
2016 DCMH attained a score
of 93% on governance from a
SA National Proficient Index
Assessment undertaken on
behalf of Ubuntu Community
Chest
Selected by KZN Dept of Social
Development to present on Best
19 August 2019 – Presentation by L Harie Practice by an NPO at their Good
33
Governance Summit in 2018My Personal Recognition Awards
• Selected by the United States, Department of State for Mental Health programmes
on the International Visitors Leadership Programme – IVLP (1998)
• Received Hamlet Award for Upliftment of Persons with Intellectual Disabilities
(2004)
• Received Standard Bank Salutes the Women of KZN Award (2007)
• Received Nedbank Regional Business Achievers Award(2008)
• Received Certificate of Commendation for Boss of the Year Award (2008)
• Selected as 1 of 6 Gold Star Participants worldwide by the United States
Department of State for the International Visitor Leadership Gold Star Alumni
Project – being the first South African selected to represent the NGO sector for the
African Continent (2015)
• Received Award of Excellence for the Outstanding Individual in the field of Mental
Health from South African Federation for Mental Health (2016)
19 August 2019 – Presentation by L Harie 34Present Status Quo / Some Recent Challenges
• DCMH has been experiencing critical financial challenges over the past few years on account of the shrinking economy,
reduction in government subsidies and donor funding and cost escalations.
• This was compounded by the Board and the Executive Director having to deal with and manage some drawn out HR
matters as well as the ensuing negative media onslaught and disruptions at the last AGM, which were orchestrated by
a few individuals and which caused instability in service delivery, diversion of resources and tremendous stress on the
Board, Management, Staff and Service Users.
• Fortunately, given the reputation that DCMH has built over the years - through its quality service delivery, an ethos of
good governance, transparency and working together with stakeholders and staff - government departments, donors
and other funders have continued to support the organisation with confidence.
• The critical financial challenges were further compounded by our Bank’s requirement to reduce the overall overdraft
facility to R1,7 million by 31 March 2019, as the Bank now considered DCMH as a risk client due to the negative media
and disruptions at the AGM. This was a daunting requirement and fortunately through some bequests and donor
funding, the Board and I managed to meet the bank’s requirements.
• DCMH has also been able to weather this period through our cost saving strategies, cost containment measures and
stringent expense management.
• Despite all the challenges, DCMH has continued to render quality service delivery, maintain our team building and
caring initiatives, ensured that training programmes for staff have continued, and invested in marketing the
organisation’s services.
19 August 2019 – Presentation by L Harie 35Conclusion
• During this 19 year journey we have together transformed our service delivery from Occupational Work to
Economic Empowerment; from Institutional Care to Community Care; from Care to Stimulation to Skilling; and from
Clinical Services to Developmental Social Work Services.
• Implementation of strategies to sustain services by Management and Staff of DCMH is commendable and their
commitment has always been greatly valued.
• The Management and Staff must continue to build on our passion to optimise the potential of our beneficiaries and
in so doing, to change the financial and service delivery landscape by passionately delivering on DCMH’s future
growth path.
• I believe that DCMH has the ability to respond to opportunities, reposition itself in respect to strategic and
operational challenges and adapt to changing environments. “Financial Sustainability” has not been just a buzz
word at DCMH, it is critical to the foundation of an Organisation – it is the key to DCMH’s future prosperity and
sustainability. This is only achievable through cohesion and commitment.
• Continuing to value funders, strengthening partnerships with Government Departments and having a band of
committed Volunteers, will contribute significantly to sustaining services to Persons with Mental Disability and their
families.
19 August 2019 – Presentation by L Harie 36Conclusion
• To the Chairperson & members of the Governing Board, both past and present, thank you for your leadership,
direction, tenacity, commitment and support over the years, which I have always highly valued.
• Thank you to Senior Management and my PA for your loyalty and support as you walked alongside me on this journey.
Thank you also to Middle Management and Staff for your commitment and support in implementing our programmes
and services.
• Thank you to the Service Users for the joy and fulfilment you’ve brought into my work life.
• Sincere appreciation to the Department of Social Development and Department of Health, Donors and Volunteers for
your generous funding and valuable contributions.
• I have continually strived to provide leadership to place DCMH ahead of the pack in the NGO sector despite tough
economic and other challenges, to hold people together, inspire hope and instil confidence to keep striving and doing
our best in our service delivery to persons with mental disabilities.
• I wish to conclude with the following words:
“Let us remain our own best fans and our own best supporters because, whilst our aspirations may vary, we have a
responsibility to shape a future for people with mental disabilities for generations to come so that they can enjoy their
rightful place in society”.
19 August 2019 – Presentation by L Harie 37You can also read
