Mission StatementMission Statement

e will substantially reduce the impact of cancer by promoting health in all

communities within South Africa, through advocacy and the sustainable facilitation

of research, prevention, early detection and care.

Values

W

Committed to common objectives, maximisation of

individual contributions, effective networking,

communications and confl ict resolution,

cooperation and support.

Cultivating an environment of experimentation,

learning and creativity to bring practical

knowledge-rich solutions to all that we serve.

Being transparent, open, trustworthy, trustful,

respectful, building on our differences in all our

internal and external interactions.

Team Work

Innovation

Integrity

Demonstrating enthusiasm, devotion, intensity,

tenacity and commitment in everything we

undertake.

Accept responsibility for our actions. Action what

we commit to, within the agreed time frame.

Ensuring uncompromising quality and striving for

continuous improvement.

Passion

Accountability

Excellence

We are committed to the following values, which will be present in everything we do:

11

ContentsContents

Contents Page

Mission Statement 1

Chairperson's Report 3

Message from the CEO 4 - 5

Sustainability 6 - 9

Health Programmes 10 - 11

Communication Management 12 - 13

Provincial Reports:

Eastern Cape 14 - 15

Free State & Northern Cape 15 - 18

Gauteng 18 - 19

KwaZulu-Natal 19 - 20

Limpopo 20

Mpumalanga 21

North West 22

Western Cape 23

Annual Financial Statements 24 - 37

CANSA Provincial Office Network 38

Notes 39 - 40

22

Chairperson's ReportChairperson's Report

Dr. Precious Moloi

Chairperson

“A journey of a thousand miles begins with a single step” Unknown

The past year has been a remarkable and sometimes arduous journey, as we took CANSA in the new direction

that we mapped out for the organisation. All the milestones that we set for ourselves have not yet been

achieved, but a lot of planning and hard work is being done behind the scenes. I am confident that we are on the

right path and that the seeds of change that we have sown, will bear good fruit for us in future.

Our progress to date is notable for the systems we have put in place and a team that understands and is

committed to our mission of creating a “Cancer Smart South Africa”.

Knowledge about cancer can save lives. We have stepped up our public education programmes that are now

available in different vernaculars. Through these programmes and advocacy, we continue to demonstrate the

important connection between behaviour and risk; early detection and cancer survival. In addition, we continue

to provide essential services and support programmes to patients and their families - our message of health

promotion is also aimed at them.

Our Research Department's focus is now on work that will guide and prescribe priority services that will bring us

closer to our communities. In order to facilitate this, we have shifted responsibility for test tube research to a

newly-formed partnership between CANSA and the Medical Research Council. This new entity - the Cancer

Research Initiative of South Africa (CaRISA) - will ensure that biological research receives the support

it deserves.

On the financial side, we have turned the organisation around through several cost-cutting measures, so that it

is now financially healthy and able to sustain itself. This turnaround has been made possible by the efforts of our

Chief Financial Officer, ably assisted by our Finance Committee. A sound governance structure has been put in

place to ensure that every cent CANSA receives goes largely towards the fight against cancer.

As we continue in this fight, we acknowledge every patient and their families; every researcher; every

advocate; every volunteer; every sponsor and every donor for their unique contribution to our common goal.

Together we have the power to beat cancer.

Many thanks go to our Vice-Chairperson, Kevin Wakeford and our board members for their input and support.

Our Chief Executive Officer, Niamaat Gamildien and senior management deserve a special mention for the

important role they have played in our transformation process. Last but not least, sincere thanks go to our

dedicated staff - men and women who work tirelessly to make CANSA what it is and help us to create a

Cancer Smart South Africa. You are all highly appreciated.

33

The period 2003/2004 is a blur on my personal radar screen. I can hardly believe that more than a year has

passed since I was appointed CEO of CANSA! The Bosberaad held in January 2003 with the newly elected

Council of Management and Senior Managers of the organisation, is but a vague memory. The aim of the

Bosberaad was to bring the new Council of Management up to speed with the critical issues confronting the

organisation and carve a niche for CANSA, allowing it to become a significant player in the transformation of our

fledgling democracy and contribute to Government's aim of reducing poverty and improving the health status of

our society.

I remember this being a very exciting time with much energy, adrenalin and enthusiasm evident in everybody.

I vaguely remember discussions around restructuring the organisation and one of the Council Members asking

whether I would be interested in the position of CEO, should it become available. I also remember that

I responded with an emphatic “No!” At the time, I was resident in Cape Town and very comfortable in my

position as Provincial Director of CANSA Western Cape. My entire family - my partner, children, parents and

everyone else with a special place in my heart and life, lived and worked in Cape Town. “My partner would never

ever agree to a move to Johannesburg”, or would he? How wrong I was! In a “by the way” discussion later that

evening, I mentioned the idea to him and his immediate - and unexpected - response was “Why not, let's go!”

The date of 10 February 2003 is indelibly imprinted in my memory - it was the start of a very exciting journey for

me as the first female CEO of CANSA. I literally had 24 hours to make a life-changing decision whether or not to

accept the position as CEO that would result in uprooting my entire family for the trek north to Egoli. Once the

decision had been taken, I had a weekend to shift gears and focus on the business at hand.

At the Bosberaad, the new CANSA leadership could not have been clearer about their expectations of the new

CEO and management - report back with a plan on three key areas within 100 days:

1. How to reposition CANSA as an organisation that promotes health.

2. How to position CANSA as an organisation that pro-actively lobbies and advocates for the rights of all

South Africans to enjoy a healthy lifestyle.

3. How to position CANSA as a relevant organisation that serves the interests of all communities in

South Africa.

During the following three months, the CANSA management, staff and volunteers focused on crafting a clear

and concise new strategy for the organisation. Once a blueprint had been developed, a broad-based

consultative process commenced with various stakeholders with a direct interest in CANSA.

CANSA's new vision was defined as “Striving for a Cancer Smart South Africa” by focusing primarily on

education to prevent the onset of cancer; lobbying and advocating for access to quality treatment, whilst

continuing with its traditional role of caring for, and supporting cancer patients and their loved ones.

Message from the CEOMessage from the CEO

Niamaat Gamildien

Chief Executive

Officer

44

The following strategic objectives were developed and agreed:

1. To facilitate focused research to inform and benefit our intervention programmes.

2. To render patient care that empowers those affected by cancer and enable them to take control of their lives.

3. To engage in Media Advocacy relating to:

Providing information and education that will facilitate healthy lifestyle choices

Gender-specific and Childhood cancers

Education tools targeting all sectors of the population.

In addition to developing a new strategy for CANSA to meet the ever-changing needs of the new South Africa,

CANSA's leadership considered it prudent to re-direct its focus inwards and take a long hard look at its own

governance practices and how it compared to national and international benchmarks.

At its 2004 Bosberaad, CANSA management unanimously embraced the King Code of Corporate Governance.

Strategies have accordingly been developed to ensure that CANSA becomes one of the Health Sector's leading

NPOs in terms of compliance with the requirements of the Code.

CANSA's achievements in the past year have been nothing short of astounding. We managed to turn the

company around financially from inherited deficits of R1,37 million in 2002 and R2,07 million in 2003,

respectively, to a surplus of R3 672 621. In addition, we repositioned the organisation as a modern, professional

NPO committed to achieving its mission, in the public arena. We have re-structured and re-engineered the

organisation in a way that will attract the best people, who share our values and work ethos. We have

implemented the best possible technology to ensure that we have the capability to be accountable to our

stakeholders - you, the general public.

In closing, I would like to extend my heartfelt thanks the Board of Directors for placing their confidence in me to

deliver on their mandate; to my management team for their unfailing support, dedication and inspiration, as

well as the staff, for having the courage to ride the waves of change. Finally, a word of thanks to our donors,

sponsors, members and the general public, for supporting CANSA during its recent turbulent past and for

placing your confidence in the new Board of Directors and Management to deliver on our mission:

To substantially reduce the impact of cancer by promoting health in all communities within South Africa,

through the sustainable facilitation of research, prevention, early detection and care.

As a team, may we continue to go from strength to strength.

55

SustainabilitySustainability

Wilhelm de Wet

Director:

Sustainability

Financial Overview

In Summary

The Cancer Association of South Africa has experienced above average financial results during the period under

review. The organisation managed to turn around the financial stability from a two-year loss on operational

activities (2002 R1 375 000 and 2003 R2 072 000) to a surplus of R3 673 000 during this financial year.

Total gross revenue from operational activities available to the Organisation was R39 325 147 or 14,6% over

the previous year.

Donations and general income increased by R2 032 412 or 38,5% to R7 309 412.

Bequests increased by R3 578 408 or 48% to R11 030 586.

Expenditure analysis:

Staff costs 25 533 55% 24 352 54%

Telephone and postage 2 893 6% 3 078 7%

Travel, accommodation & vehicle costs 2 553 6% 3 602 8%

Stationery, pamphlets, posters and printing 1 049 2% 1 168 3%

Fundraising, materials and miscellaneous 1 406 3% 1 509 3%

Professional consultants 1 149 2% 1 603 4%

Depreciation 1 290 3% 1 128 2%

Office rentals and maintenance 3 715 8% 2 833 6%

Fundraising remuneration 79 0% 1 266 3%

Patient service costs 3 955 9% 2 985 7%

Insurance 540 1% 404 1%

Marketing and public relations 1 255 3% 583 1%

Auditors - remuneration 308 1% 345 1%

Auditors - accounting fees 22 0% 6 0%

Bad debts provision 246 1% 285 1%

2004 2003

R 14 000 000

R 12 000 000

R 10 000 000

R 8 000 000

R 6 000 000

R 4 000 000

R 2 000 000

R 0

Year

Bequest Income

R 11 710 000

R 12 739 083

R 6 831 852

R 11 030 586

R 7 453 000

200220012000 20042003

66

Investments

Results from Portfolio Managers

Creating a 'For Profit' mentality in a 'Not for Profit' Environment

Fund Development

The estimated fair value of investments increased by R8 779 645 or 14,4% to R69 897 866. This is due to

excellent financial returns on equities and financial markets, as well as the first payment of R5 780 811 from the

National Lotteries Board.

Sanlam 24,93% Return on investment for the financial year under review.

PSG 22,40% Return on investment for the financial year under review.

With an annual turnover of approximately R49 million, CANSA (the Cancer Association of South Africa) is a

substantial business in anyone's book. As we look to develop new directions, we recognise that we have to

build business discipline, good governance, policy guidelines, operational benchmarks, set targets and

charitable components of our operations, to enhance the prospects for sustainability.

Due to our size and critical mass, we are at a point now where we need to become more professional and

businesslike in our approach to our activities. We need to ensure that we use funds optimally and mitigate and

minimise the organisation's exposure to risk. The objective is to ensure that we use our assets in the best

possible way and deploy staff to maximise their contribution to the business. In short, we need to establish a

“for profit” mentality in a “not for profit” environment. During this period the organisation was restructured,

resulting in a lean structure, capable of delivering equitable services to all our communities. The Board of

Directors approved charters and guideline policies for the Audit, Investment and Research Committees.

Amongst the initiatives already being put in place is an organisational compliance plan that includes delegated

limits of authority, as well as policies and procedures to ensure that we comply with good corporate practice.

We are currently putting the following processes in place to further enhance our sustainability:

Implementation of income targets based on the potential of provincial household incomes

Performance management structures and measurements

Project management and project due diligence

Implementation of a national database warehouse

International funding

Seal of Recognition

As always, the plethora of volunteers who work in fundraising by assisting with special events like Cuppa for

CANSA, Toktokkie, Sanlam Golf and many others in our branch network, are at the heart of our success.

Without the dedication and commitment of our volunteers, the work of our small staff fundraising teams would

be far less effective. We express our sincere thanks to everyone who has contributed to the success of

CANSA's fundraising programmes in 2003/04.

Income from our Bequest programme continues to form the cornerstone of our fundraising efforts. The fact

that so many members of the community choose to leave a bequest to CANSA is testimony of the community's

desire to continue to fund cancer control programmes,

77

Corporate Support

National Lotteries Board

Direct Mail

Seal of Recognition (CSOR)

We acknowledge with gratitude, the many corporate institutions that continue to help with the funding of our

causes. Thanks to the on-going support of these sponsors, CANSA was able to fund projects in many

disadvantaged and rural communities:

ABSA Foundation; Avon; BMW S.A.; Carl and Emily Fuchs Foundation; Chep; Deloitte & Touche; Esteé Lauder

Companies; Gerber Goldschmidt Group (S.A.); Grant Thornton Kessel Finestein; Hudaco Trading; Investec

Bank; K.Bush Foundation; Lancet Laboratories; Lever Ponds; Nedbank; Netcare; Pick 'n Pay Stores; R.M. Patel;

Sanlam; The Norman Wevell Trust; Tioxide S.A.; Winer & Ruben Trust.

The following funds were approved during this financial year, with a portion of the grants received:

National Office R 2 662 000

Western Cape R 1 235 000

North West R 707 326

Free State R 1 235 000

Gauteng R 301 883

Eastern Cape R 788 000

Mpumalang R 4 632 414

Limpopo R 1 842 098

Northern Cape R 3 934 009

KwaZulu-Natal R 2 899 952

Total R 20 237 682

These grants will be used for Health Promotion; Home-based Care; a Healthy Living Road Show; Women's

Health; Men's Health; Interim Homes and Health Programmes’ materials. The Association is most grateful to

the Lotteries Board for their generous contribution.

This programme reflects an income of R1 189 851 for the period under review. New methods to enlarge our

national database are under investigation. We aim to strengthen our relationship with our donors by harnessing

modern technology. Electronic communication with donors is being considered and a database for all events is

in development.

Developed in 1995, this trademark has expanded into various fields in South Africa. It originally appeared only

on sunscreen products and is now used on clothing, sunglasses, vehicle glass, shade netting, hats and

swimsuits.

88

CANSA does not manufacture any of these products, but awards the right to use its CSOR to companies whose

products comply with the recommended standards and CANSA criteria which are based on international

testing methods and ratings. This enables manufacturers and/or distributors of such products to export their

goods using these standards as a basis.

Most of CANSA's original clients still qualify to use the CSOR on their products, enhancing their sales and

marketing efforts. All clients are required to adhere to national standards as well as CANSA criteria which are

adapted according to any new research on skin protection, UV radiation and skin cancer incidence.

In comparison with other types of cancer, skin cancer has the highest incidence in South Africa and

consequently our CSOR links directly with the prevention and early detection messages of our Health

Programmes.

The CSOR has resulted in more visible methods of measuring UV protection for the public and we have

witnessed an increase in higher Sun Protection Factor (SPF) sunscreens on the shelves. Awareness of sun

protection levels has become very important in households around the country and many schools require pupils

to have sunscreen and hats with them on a daily basis.

CSOR swing tags have attracted attention in Europe and South African clothing manufacturers have had

enquiries for the export of these garments.

CANSA launched its Healthy Choices emblem in 2003 to ensure that all South Africans have access to an

affordable range of products that enhances healthy lifestyles. Products are rated according to the

manufacturing process, preservative content, anti-oxidant value and general natural consistency.

An independent nutritionist has developed a comprehensive set of criteria to include all food groups in order to

provide a global selection of accepted products.

Research indicates that a correct eating plan will ensure better health and assist in the prevention of disease.

The Healthy Choices emblem will assist South Africans to make good food choices and forms part of the

message from CANSA's Health Programmes that healthy lifestyle choices can prevent disease and

promote longevity.

As in past years, this event was a highly successful fundraiser. A total of 426 clubs participated, which translates

into 96% of all clubs on a national basis. After seven months of regional competitions and finals, the grand finale

at San Lameer is the highlight of the event.

CANSA Sanlam Golf Challenge

99

We have ended the period under review on a high note, having started putting systems in place to implement

our new organisational structures and programmes and armed with an ambitious plan for Health Programmes

in the coming year. Some of the strategic changes we have implemented in CANSA's health service delivery

include a greater focus on prevention, with health promotion as the major thrust of the organisation. Five key

aspects will be covered, in line with our new mission statement, “…research, advocacy, primary education,

early detection and care” and allows us to have a more defined approach when providing services to different

categories of patients and clients. In this regard, new programmes are being developed and piloted.

As part of our recently implemented restructuring process, Research has been incorporated into a new Health

Programmes Department and will play a key advisory role in the development and implementation of CANSA

services. Furthermore, our CANSA funded research has been refocused to place greater emphasis on

immediate to medium-term public health and population-based benefits in terms of prevention, diagnosis,

care, advocacy and evaluation of services. Our objective is to make CANSA an organisation that is relevant to its

communities, with programmes and interventions that are needs-based, based on social and public

health research.

This programme was piloted in Cape Town this year and has shown significant progress thus far. The project

involves recording the incidence of all types of cancer in Cape Town in order to determine trends, so that critical

concerns and emerging problems in different areas of Cape Town and amongst different population groups can

be identified. This information will enable us to determine strategic or problem areas where more research is

needed on the causes of specific cancers in identified areas, to enable us to plan interventions for prevention

and control; monitor and evaluate the effectiveness of intervention and measures, including treatment

outcomes. The practice of recording cancer incidence is an internationally recognised tool for cancer control.

The long-term aim is to use the success of this pilot project to promote a roll-out of the programme throughout

South Africa. We have received approval from the Ethics Committee of the Medical Research Council (MRC);

we are securing broad-based support from stakeholders and we have a dedicated team. This project is

supported by IARC (the International Association for Cancer Control).

A comprehensive advocacy programme is scheduled for the coming year.

The past year has seen the start of new strategies and programmes being piloted so that they can eventually be

more effectively implemented. These include joint public programmes (symposia), a joint venture between

CANSA and the Department of Health - Health Promotion Directorate; collaboration between CANSA's national

and provincial offices for community-based symposia; the roll-out of volunteer liaison structures as an effective

model to structure volunteer involvement in CANSA.

Our staff and volunteers are motivated and ready to take on new challenges.

Highlights 2003/04

Population-based Cancer Registry

Advocacy

Prevention - New Programmes

Staff

Health ProgrammesHealth Programmes

Joel Perry

Director: Health

Programmes

1010

Development of Materials

Partnerships

Volunteer Management and Development

Early Detection and Care

Conclusion

We have started with the development of new materials to promote health for different cancer topics. The

material has a fresh new look and reflects CANSA’s modern look and feel.

We have established new partnerships with funders and supporters 'in kind' for our programmes. Of particular

importance at a national level is the Lotteries Board, whose funding has enabled us to develop and print

much-needed materials in support of our health programmes. The 5-A-Day for Better Health Trust continues to

provide on-going support in the promotion of good nutrition and healthy lifestyle choices.

The ABSA Foundation has rendered significant support at national level, enabling us to embark on a

comprehensive review of our volunteer management and training programmes, to ensure that volunteers are

strategically guided and skilled to implement the new approach to health programmes. Our volunteers are a

precious resource and have an essential role to play in the conception, planning, implementation, monitoring

and evaluation of CANSA services and programmes.

We continue to provide guidance nationally to communities regarding the importance of regular screening

through self-examination and examination and tests by medical professionals. Support groups, stomal services

and home-based care services are provided to cancer patients and their families. Worth mentioning, is our

national partnership with Reach for Recovery to provide support to breast cancer patients and the Avon Ithemba

Crusade of Hope for their funding and donation of a vehicle for a mobile clinic in the Free State. In some

provinces we have also developed partnerships with local organisations to provide home and community-

based care services. We are planning new programmes in these areas in the coming year.

Despite many constraints, we are working tirelessly to make a lasting impact with the resources at our disposal.

I sincerely thank CANSA's Board of Directors for their visionary leadership and the challenges laid down to the

Health Programmes Department; the CEO and management for their drive and leadership; our staff for their

commitment to the cause and faith in our new ideals and vision; our volunteers for their unstinting efforts and

trust in CANSA, their love of service and the inestimable value they add to CANSA. We are grateful to the

community at large for their on-going support through donations of cash and kind; their support of CANSA

initiatives and for providing us a platform from which to render our services. Thanks are also due to our partner

and stakeholder organisations for their continued support and recognition. Last but certainly not least, we thank

the patients whom we care for and support through various programmes and services, for affording us the

opportunity to serve them and work with them as we strive to create a healthy, Cancer Smart South Africa for all

its peoples.

CANSA has a strong vision for a South Africa that is well-informed on health issues and the importance of

making healthy lifestyle choices. We are committed to promoting health and caring for people living with

cancer. We are confident that our vision and commitment will make a real difference in the lives of many in this

multi-faceted, tumultuous society in which we live.

1111

This department made a significant contribution towards the repositioning and re-branding of CANSA in 2003.

Following numerous proposals and presentations by potential strategic re-branding specialists,

Hierographics Creative Consultants was awarded the contract and the process began in earnest in June 2003.

A close relationship has developed between CANSA and Hierographics, as together, we strive to create a

Cancer Smart South Africa by repositioning the organisation as a health provider and educator.

After a successful launch to donors, sponsors and senior management in Johannesburg, a national road show

was undertaken to expose staff at all levels to the proposed new look and feel of the CANSA brand and get

their buy-in. The proposals were enthusiastically received and a tangible feeling of excitement permeated

the organisation.

At the core of the re-branding exercise was a modernised CANSA logo and strap line, depicting the organisation

as modern, progressive and in keeping with international trends. The new logo is modern, yet retains the

pedigree and equity of the previous logo, as well as the corporate colour. The logo utilises the “CAN” from the

memorable “Cancer CAN be Beaten” campaign; these letters are separated from “SA” by a graphic sword

slanted forward to depict progressive, forward movement in keeping with CANSA's image and the entire logo

is “embraced” by curves to indicate “inclusion” of all the communities we serve.

CANSA's Corporate Identity reflects the new “look and feel” as does all printed material and other elements

bearing CANSA branding. A newly-designed staff newsletter called Smartalk replaced the Conquest newsletter.

It is published bi-annually, used as a mail appeal and is distributed to corporates, donors, members and

volunteers as well. New, exciting communication and advertising materials have been developed and existing

ones re-branded.

Our new interactive, user-friendly website with links to research initiatives; information on specific cancers; and

CANSA campaigns and events, went live in March 2003. To ensure that information and content remain

relevant, the site - which registers 3 000 to 4000 hits every month - is updated weekly.

At the heart of CANSA is its toll-free Information Service, established in 1991 to gather archive material and

disseminate information regarding CANSA and cancer to cancer patients and their families; academics;

medical professionals; journalists; students and the community at large. Trained Information Officers answer

queries and offer support in many South African vernaculars via a toll-free line (0800 22 66 22), where an average

of 2 900 calls are logged every month.

The Information Service interacts with international cancer control organisations and monitors the latest cancer

treatments, trends and peculiarities. In the global village of the 21st Century, information is accessed via the

Internet and telephone and needs to be up-to-date and relevant. Our website meets these criteria completely

and plays a pivotal role in information sharing in South Africa. The Information Service is due to relocate from its

traditional Cape Town base to CANSA's National Office in Bedfordview in April 2004.

A new corporate image

A brand new CANSA Website

Information Service

Communication ManagementCommunication Management

Sharon Flint

Head:

Communication

Management

1212

Look Good Feel Better

Statistics

Media

Interim Homes

Volunteers

Patients and Family members

Patients Receiving Community Home-Based Care

Health Promotion

Communication

Support Groups

CANSA Services Nationally

CTFA (Cosmetics & Toiletries Fragrances Association) launched its “Look Good Feel Better” initiative in South

Africa in early 2004. CANSA was given the opportunity to select venues for the pilot project and serves on the

“Look Good Feel Better” steering committee. During workshops held at oncology centres and hospitals, groups

of patients that are undergoing treatment, receive personal pampering and complimentary product hampers.

The following statistics for the period under review reflect the dedication and commitment of CANSA to make a

difference in the lives of many South Africans and create a Cancer Smart South Africa in line with its stated new

mission.

Interviews / talks on radio and TV (nationally) 660

Articles submitted / published (print media) 799

Total number of bed days in all Interim Homes 5 941

Number of trained volunteers working for CANSA 11 898

Cared for / visited / assisted during the year 23 578

Patients being cared for by trained CANSA volunteers

who render patient care in the community 8 287

People reached through CANSA presentations, exhibitions,

workshops, seminars and literature distribution 3 million

Thank you letters sent (nationally) 11 659

Telephone calls received (nationally) 66 680

Telephone calls made (nationally) 12 600

Active Support groups throughout country 204

Cities and towns serviced by CANSA from eight Provincial Offices 450

In closing, I would like to thank my dedicated team for their commitment as we worked under great pressure to

get CANSA's new look and feel timeously and successfully implemented.

1313

Provincial ReportsProvincial Reports

Palesa Mgoduka

Provincial Director

Eastern Cape

Health Promotion

The past year has definitely been a very exciting one for everyone in the Eastern Cape office, due to the

introduction of the minimum service delivery model that enabled us to employ ten additional staff members.

We have been operating with difficulty, having only ten staff members to service all the rural areas of our

Province that has a population of more than 6 million people. We are grateful to the Board for this model - thanks

to the additional staff compliment we were able to open a fourth region in Queenstown, which will cover most

of the rural areas. Some of the rural areas are only accessible on foot or horseback, but our committed staff is

determined to take the message to all our communities.

Many campaigns were presented at different places to educate people on the benefits of following a healthy

lifestyle. They were educated on different types of cancer, such as lung cancer; men's health (prostate and

testicular cancer); breast and cervical cancer and the dangers of smoking. Talks in Xhosa, English and Afrikaans

were presented on radio for every campaign, with the public being given the opportunity to call in and ask

questions on air. This was very popular amongst Xhosa speakers - we received calls from as far a field as

Gauteng! This was a very gratifying exercise as we realised that as an Organisation we were reaching out to

many people with little or no knowledge of the disease.

Breast Cancer Month was again supported by Pond's in our region and we made history. Health Programmes

Coordinators trained Health Community Workers, as well as our Volunteers, on how to do breast examinations

and show others how to do this. Lumps were detected in 30 people through this exercise and all were referred

for mammograms that were sponsored by Greenacres Hospital. Eight men had breast examinations done, six

were diagnosed with lumps and had to undergo surgery.

In a joint venture between the Department of Health and CANSA, Community Health Workers, paid by the

Department of Health, spread the message of the dangers of smoking throughout the rural areas, with CANSA

responsible for the training of the workers.

In an effort to promote CANSA's “SunSmart” message, CANSA worked in partnership with the Department of

Agriculture in women's leadership programmes to supply trees and seeds to schools for CANSA's initiative

“Grab a spade and plant some shade”.

Historically, fundraising in the Eastern Cape has been difficult and we have not had a fundraiser in the western

region. However, many new projects are in progress and with the introduction of a new fundraiser, we hope to

achieve more than we did in the past. Despite a difficult year, we have ended on a positive note with no deficit -

this has encouraged us all to work even harder, with what little we have at our disposal.

Forming partnerships with additional stakeholders is the key to future success - we realise that we can always

achieve more through constant networking. We have established strong partnerships with V.W. of S.A.;

Standard Bank; the Department of Agriculture; the S.A. Post Office; Tramaco; Johnson & Johnson and the

Association of Jewish Women.

1414

Sadly, during the period under review, two of our colleagues passed away - Shayne Beard was the Regional

Manager for East London and Sheila Mgqibi was a Regional Coordinator in Umtata.

On a positive note, I would like to express my sincere thanks to the Provincial Advisory Council for their

support. I thank Mr. Arpin for agreeing to re-election as Chairperson; a warm welcome is extended to

Mr. Mphumzi Pupuma who has been elected as Vice-Chairperson, as well as all newly elected members.

I applaud the staff for their dedication and loyalty to CANSA during the difficult times we have experienced.

As a team, we have made it and will continue to create a Cancer Smart South Africa.

In closing, my thanks go to our members, volunteers and corporate companies for their on-going and

unstinting support - without you, the Eastern Cape region would not be able to fulfill CANSA's mission.

Umntu Ngumntu Ngabantu - No Man is an Island.

Free State & Northern Cape

Overview of Activities

Patient Services Report

CANSA Free State and Northern Cape have experienced a year of growth and success in its endeavours to

render high-quality services to the public, cancer patients and their families. We commend our experienced,

highly motivated staff of 49 and 2 931 trained patient service and health promotion volunteers, who enabled us

to move forward and achieve significant goals.

The provincial office in Bloemfontein and the regional offices located in Welkom; Bloemfontein; Kroonstad;

Bethlehem; Kimberley and Upington add value to the service chain through administration, as well as financial

and professional support to regional staff and volunteers. We have significantly extended and developed

service delivery within the borders of our provinces.

Through its staff and trained volunteers, CANSA has provided a wide variety of support services to cancer

patients and their families. During 2003/04, CANSA served 5 672 patients by providing Home-based

Care services in communities in 120 towns, across two provinces. We experienced a 14% growth

against the previous year in the demand for our services in all communities throughout the provinces.

736 new patients were referred to CANSA for support, counselling and guidance. The elderly; the disabled;

disadvantaged communities; women; people in informal settlements and HIV/Aids patients with Kaposi's

sarcoma and other Aids related cancers, were all the beneficiaries of patient services.

Elize Joubert

Provincial Director

1515

CANSA assisted 751 patients with medical and physical aids and financial grants paid out to patients amounted

to R22 700. Our stomal product sales served 98 patients throughout our two provinces.

We currently have 14 Reach for Recovery groups totaling 406 members in all the main centres where breast

surgery is done. 43 of these are trained visitors who operate as a support system for breast cancer patients in

the community. The Reach for Recovery visitors called on 192 newly diagnosed breast cancer patients.

Our patient support services are clear proof of the success of our approach and place remarkable responsibility

on the shoulders of our professional staff and trained volunteers.

The most common cancers affecting women in the Free State and Northern Cape are cancer of the cervix and

cancer of the breast. Statistics show that 66% of women diagnosed with cancer of the cervix are already in an

advanced stage of the disease. If diagnosed and treated in its early stages, this cancer can be cured, with

statistics showing a 96% success rate in patients where the disease was detected and treated early on. It is

CANSA's aim to create awareness of cervical and breast cancer, through education and awareness campaigns,

with emphasis on early detection and referral.

4 923 comprehensive breast examinations were conducted during 2003/04

4 812 Pap smears were done

28 000 women were reached through talks

114 exhibitions were held

44 680 pamphlets were distributed

With the co-operation of the Department of Health (DOH), we were able to expand our services that focus

on women cancers, to the rural and far rural areas. Our mobile clinics now visit communities, offering

services exclusively to women in underdeveloped, previously disadvantaged areas. People living here are

victims of poverty and have extremely limited access to health and other social services. This project is

unique to our province.

A very successful breast cancer awareness month was presented in all regions of the province. High school

learners and various women's groups were involved.

The Pond's Walk for Hope project attracted participants from all regions.

We presented very successful men's health campaigns in all our regions, aiming to initiate a service offering

PSA testing to men. We encountered general ignorance and a lack of information amongst men, regarding

testicular and prostate cancer - an issue of great concern to CANSA.

We reached 6 887 men through 60 health presentations; 28 exhibitions were held and 13 649

pamphlets distributed.

392 PSA tests were conducted

During June and July 2003, articles relating to men's health were published in all the local and

regional newspapers.

Women's Health

Men's Health

1616

Youth Health

Interim Homes

Training and Development

To promote its message that healthy lifestyle choices can prevent cancer, CANSA's SunSmart, Anti-Tobacco and

Nutrition Campaigns targeted the youth. In the Free State and Northern Cape schools the youth was involved in

several CANSA projects.

Cancer patients in need of accommodation and personal care during their treatment period in Bloemfontein

were accommodated at the Olea and Katleho Interim Homes, where 313 and 1 057 patients respectively were

cared for. Were it not for these facilities, many patients from previously disadvantaged communities would not

be able to undergo treatment, due to financial constraints and a lack of appropriate accommodation in

Bloemfontein. The only X-ray and oncology centre for cancer patients in the Free State and Northern Cape is

located in Bloemfontein. CANSA's Interim Homes provide free accommodation to cancer patients during their

treatment period of up to two months. Olea can accommodate 22 patients and Katleho, 65.

Our Interim Homes cater for the following patient needs:

Housing during the 6 - 8 week treatment period

Transport to and from treatment centres (hospitals)

Health care

Emotional support

Financial support

Recreation

Efficiency Development Programmes

Unemployment is common amongst cancer patients as they are often absent from work for extended periods

during their treatment. The disease causes many patients to become depressed or physically weak. To ensure

proper rehabilitation, the problems detailed above have to be addressed in a coordinated way.

The role of CANSA in the community is that of facilitator and initiator. We focused our efforts on informing,

educating and training volunteers in all our communities, to empower them with the necessary knowledge and

skills to look after patients, their families and friends, in their own environment. Campaigns addressed cancer-

related issues like anti-tobacco; men's health; cervical and breast cancer; skin cancer and nutrition.

Our healthy lifestyle message was delivered via the Mobile Clinic project; health talks; health and wellness

clinics; exhibitions; media campaigns and the on-going distribution of pamphlets. Through these activities we

reached a total of 166 211 people and 139 335 pamphlets were distributed. We reached a further 500 000 plus

people through our media awareness campaigns that consisted of 281 media opportunities in the printed and

electronic media.

We are extremely proud of our 2 931 strong CANSA volunteer corps. Through their selfless gift of caring, they

continue to uplift the spirits of those people who are in need, as well as to disseminate life-saving messages.

During the period under review 570 new volunteers were trained in our region.

The success of the integrated and holistic CANSA Home-based Care (CHBC) model, requires on-going training

and supervision. CANSA staff members ensure that volunteers are professionally looked after and supported at

all times.

1717

Without the dedication of professional, trained volunteers and their whole-hearted support of our mission,

CANSA would be hard-pressed to fulfill its objectives regarding patient services and health awareness

programmes

Generating sufficient funds to achieve the goals and objectives for CANSA Free State and Northern Cape

remains an on-going challenge. Through the combined efforts and contributions from numerous individuals,

private sector companies and Government, R5,76 million was raised during the period under review, to

provide services and further develop infrastructures in many communities in the province. We express our

sincere appreciation to all our contributors.

Funds

Gauteng

The year under review was a challenging one for Gauteng Province. Regional boundaries were defined and four

new Regional Managers took up their positions in July 2003. Provincial Director Linda Thompson decided to

explore new career opportunities and left the organisation in August 2003.

The newly developed National service delivery model - changed from a medical to a developmental

model - required a mind shift for both staff and volunteers. Regional staff embarked on the training of volunteers

involved in patient care with regard to the CANSA services model of care.

The day-care services in Soweto, Alberton and at Regional offices continue to be well utilised. Participants are

taught life skills and crafts. The day-care facilities in Alberton and Carletonville are volunteer-driven and CANSA

is extremely grateful for their commitment.

As CANSA Gauteng has a limited staff complement to serve its population of 8 million people, we are

dependent on volunteers to render services in their communities, with CANSA playing a coordinating role. This

allows our Health Programmes coordinators to focus on key issues such as community research, training of

volunteers and setting up structures in communities that were previously not serviced.

Our three Interim Homes had up to 80% occupancy throughout the year. These facilities provide a valuable

service to patients who would otherwise have to be hospitalised during their cancer treatment. The costs

attached to such facilities are astronomical and we are eternally grateful to funders like the Department of

Social Development and the Lotto for their contributions.

Dorothy du Plooy

Provincial Director

1818

In terms of Support Groups, CANSA Gauteng is a leading light. Through the innovative input and commitment of

volunteers like Denise Bernstein, the Hoping is Coping Kit is now a reality and due to be launched in July 2004.

Several Support Groups throughout the Province render emotional support - especially to newly diagnosed

patients and their families.

Fundraising is on-going in the Province and events like the Lost City Cycle Classic continue to be very

successful. Many other events were held, which all contributed towards the sustainability of the services

division. We take this opportunity to thank our many sponsors and donors for their valued support that enables

us to render quality services.

Lastly, our Provincial Chairperson Mr. Victor Horn stepped down to spend time with his family. We thank him for

his wisdom, insight and knowledge and wish him well in his retirement. My thanks go to the staff and many

volunteers who work tirelessly as we strive towards creating a Cancer Smart South Africa.

KwaZulu-Natal

In KwaZulu-Natal (KZN), we went through major changes in organisational structure and strategy as part of a

national process. A Minimum Service Delivery Model (MSDM) was developed by National Senior

Management as a vehicle to streamline our service delivery capacity and meet our strategic commitments.

For many years this Province has operated far below capacity in comparison to some of our provincial

counterparts of comparable size.

Contrary to the outcomes in similar processes elsewhere, restructuring the KZN operation brought welcome

relief, as more essential positions were established and new staff members employed before the end of March,

2004. Although our capacity does not yet comply with the MSDM, regions like Newcastle, Ladysmith,

Pietermaritzburg and South Coast will now be in a position to adequately address the cancer challenges on a

broader spectrum. Funds permitting, we will hopefully be able to meet minimum staff requirements of at least

two Health Programmes Coordinators instead of one for each region, within two years. On the Health

Programmes front, various awareness campaigns were carried out to the letter, despite the stated change

process. In collaboration with the Provincial Department of Health, Durban Solid Waste Department, City Health

Departments, SANCA, the KZN Rugby Union (Development Section), Abbott Laboratories, Hollister and various

other partners throughout the Province, we were able to regularly host campaigns aimed at raising awareness

amongst men, women and the youth.

More than 80 schools and about 800 000 primary school learners participated in our annual youth programme

“Respect/Ukuhlonipha Project” over the last six years and it was entered into the Ashoka's National Impumelelo

Awards for innovative and developmental initiatives. Against stiff competition, this worthy project was only

eliminated in the finals. Congratulations are in order to all the staff members, volunteers and partner

organisations for their sterling efforts.

Ronny Motsepe

Provincial

Director

1919

During the past year we have been able to assist 726 patients and their families through Mkhuhla House, our

Interim Home and the Home-based Care Programme and Support Groups - an increase of 20% over last year.

In addition, our volunteer base increased by 26%, despite unavoidable delays in formal volunteer training

programmes. We are now in the fortunate position of having 269 active patient care volunteers on our database.

Sincere thanks go to various donors who through their generous financial aid, made it possible for us to do all

the good work detailed in this report, and more. I must make mention of one such contribution - a once-off

bequest of R3,4 million from the Estate of the late W.P. Lyle. I believe that such a generous bequest can be

largely attributed to the sympathy given and hard work of our dedicated volunteers and staff. Funds raised

through special projects and donations also increased by 15% over the last year.

Last, but certainly not least, I would like to convey my personal thanks to all the staff and members of the

Provincial Advisory Council - all volunteers - for their commitment to the CANSA mission, values and principles

of good corporate governance. Their understanding and unfailing support during the change process in pursuit

of a better future, is truly appreciated.

Marjorie Mongwe

Provincial Director

Limpopo

This report encapsulates the activities of CANSA Limpopo Province for the financial year 2003/04, to give

various role players an overview of our achievements, strengths and weaknesses and provide insight into

future plans towards the fulfillment of CANSA's new mission statement.

It is important that CANSA Limpopo should now embrace a paradigm shift in service delivery and adopt

strategies that will ensure the introduction of sustainable initiatives and collaborative interventions.

The report highlights an impressive array of activities in Limpopo Province relating to community outreach and

patient care. We are grateful to our partners who have participated and been closely involved in the

implementation of various projects. This collaboration has contributed to improved service delivery.

We look forward to the continued support and contributions of our stakeholders and partners. Together we can

ensure equitable service delivery during the next financial year and meet the challenge of creating a Cancer

Smart South Africa.

This report was prepared on behalf of Dr. M. Mabeba, Chairperson of the CANSA Provincial Council for

Limpopo.

2020

Brenda Thompson

Provincial

Director

Mpumalanga

This has probably been one of the most exciting years for CANSA Mpumalanga. The Province saw significant

financial growth and structural changes which ensured that CANSA services could be extended into new

communities - so enabling these communities to make healthy lifestyle choices. We also increased the number

of volunteers trained and patients visited throughout Mpumalanga. CANSA Mpumalanga remains committed to

meeting all the requirements of the Health Programmes matrix so that we can live up to CANSA's new vision of

“Striving for a Cancer Smart South Africa”. As part of the strategic focus in Mpumalanga, our Province was

restructured from four regions to three, being Lowveld, Highveld and Cosmos. The Cosmos Region came about

through the amalgamation of the Secunda and Ermelo Regions and with a new Regional Manager, this Region

was able to focus on its core business being appropriately extended. The new Health Programmes Model was

implemented and Health Promotion and Education continue to be our core focus. New staff members with

related qualifications were appointed to ensure that quality projects, in line with the new model, are presented.

Media coverage; regular radio slots; lectures by medical professionals (such as psychologists and oncologists)

and staff at venues throughout the Province, ensured that important information was disseminated to

thousands of people. Activities such as visitation and training programmes; exhibitions; distribution of

educational material; support groups and the availability of medical equipment (wheelchairs, oxygen, wigs and

so on), together with related activities, have allowed CANSA to provide invaluable services to many

communities at various levels, throughout the year. In addition, CANSA assists patients to receive appropriate

treatment and in many cases ensures that patients continue with their treatment programmes. This is

particularly relevant to CANSA's child cancer patients where we have been able to contribute towards transport

costs, courtesy of donors who specified that their donations be used for this service.

Earmarked funding remains a significant source of income and CANSA Mpumalanga is most grateful to its

ever-supportive donors and sponsors, without whose help and assistance our services would be severely

curtailed and many fundraising initiatives would be significantly less lucrative.

The dedicated efforts of all our managers and staff proved the financial sustainability of the Province. For the first

time since our inception in 1997, we showed a surplus of R64 386 in 2003/2004 - this reflects a turnaround of

R285 038 year on year, from a deficit of R220 685 in 2002/2003. Our fundraising projects were driven by viability

and motivation to meet the needs of the Health Programmes. Our most successful fundraising projects were

Toktokkie; Debutantes; Woman Today; Flowers for Hope and local golf days. This indicates a positive

awareness of CANSA services in local communities. It goes without saying that we aim to sustain the current

financial situation in future. Membership of CANSA in this Province remains an area of concern and we would

like to see it increase significantly in years to come.

Many of our staff members were able to attend Training and Development courses throughout the year and

upon their return, were able to share the information and knowledge gained, with everyone else. Attendance of

such courses ensures that our staff stays abreast of new developments and has continued insight into

programmes promoting health and smart lifestyle choices.

In conclusion, a special word of thanks to our staff and volunteers who contributed enthusiastically and

selflessly to CANSA's cause. We look forward to your continued support and commitment to ensure the growth

and sustainability of our Province as we strive to create a Cancer Smart South Africa and make a difference.

2121

North West

We proudly report on the activities of CANSA North West Province for the period April 2003 to March 2004.

This period is distinguished by the roll-out of the organisation's new Mission and a holistic focus at provincial

and regional levels.

In North West we experienced substantial growth and a demand for CANSA services. CANSA’s new focus was

well accepted by our staff and volunteers, which allowed us to streamline our way of working and where

necessary, re-focus and align set objectives with National standards.

This Province does not operate in isolation - we function as part of a unitary system. This strategic shift enabled

North West Province - a poor and developing region in the CANSA structure - to share resources that resulted in

better service delivery to people at grass roots level in all our communities. We are a community and volunteer-

driven organisation, constantly in search of new partnerships and networking opportunities.

During the period under review, we improved our structures in line with good Corporate Governance and

are proud to report that our Provincial Council shows representation from all regions, genders and races.

195 trained volunteers delivered patient care to all our communities, with more than 500 patients benefitting

from this support service. We experienced a 10% growth in membership. At regional level we achieved growth

in our partnerships with the Department of Health (DOH); Department of Education (DOE) and NDA.

CANSA North West benefitted from good, well-established relationships with the media. We enjoyed coverage

in all the local and regional printed media, as well as extended exposure on electronic media. Jacaranda 94.2

generously gave us free air-time worth in excess of R1,5 million. In addition, we reached more than eight million

people with CANSA's 'prevention' message, during TV and radio talks.

Whilst CANSA North West operates in the four DOH Regions, we established a regional office in Modimolle,

Limpopo Province, to form part of our service delivery structures. At the end of the financial year North West had

a staff complement of 25. We have a youth league of 280 volunteers who actively assist and support CANSA

staff with fundraising and support projects. CANSA Youth has peer group education as part of its main focus.

The Province showed 35% growth in fundraising and marketing, managing to exceed its income target for

2003/04 by R200 000, after a surplus of R45 000.

In the year ahead, CANSA North West will continue to focus on all aspects of cancer control by sustaining

current services and developing a new regional structure in the western part of the Province, where there are

currently no formal CANSA services in place. We are committed to working in partnership with other role

players in South Africa and reaching out to our African counterpart, Botswana Cancer Society, in the fight

against cancer.

Clear vision, mission and values statements are not the only requirements for success. The exemplary

leadership of our managers and the diligent work of our staff in all Regions and communities enabled CANSA

North West to excel in all its activities and achieve the goals and targets that were set for the period under

review.

To all our staff, volunteers, members, donors and partners, my sincere thanks for your loyal support,

professional input and Smart Approach.

Together we will continue to make a difference!

Gerda Strauss

Provincial

Director

2222

Western Cape

It is a privilege and an honour to report on a very exciting, challenging and rewarding year. CANSA's

transformation process that involved a new strategy to make CANSA an effective, community-driven

organisation that promotes health, necessitated our having to implement a new service delivery structure to

support the key functions of CANSA staff. The Provincial Management team embarked on a series of

roadshows to all the regions to meet with staff, volunteers and stakeholders to communicate the new strategy

and service delivery structure, which was generally very well received. Thanks to a well-constructed placement

policy and communication process, CANSA Western Cape successfully moved all staff from the old structure to

the new.

After the restructuring process was completed, we eagerly embarked on the process of integrating CANSA's

new strategy into our existing business plan for the year, while continuing the delivery of quality products and

services to the communities we serve. At our Learning and Review Forum in August 2003, the staff was

educated on the newly adopted Health Promotion Matrix that includes research, advocacy, prevention, early

detection and care, as the framework for the conception and planning of all our services and programmes.

The strengthening of partnerships and networking of resources to enable us to provide comprehensive and

integrated services to all our clients, were once again emphasised. Our staff was taught to use the Logical

Framework Analysis to assist them with project planning, which helped them to effectively plan campaigns and

projects for next year.

21 of our staff members had the wonderful opportunity to attend a National Conference on Holistic Cancer Care

in Gordon's Bay from 22 - 25 November 2004 - it was co-hosted by CANSA and further heightened the staff's

enthusiasm to deliver quality care services to our communities.

The year under review was a very productive one, despite the fact that staff and volunteers had to cope with and

absorb the challenges of the transformation process implemented in our organisation. The partnerships that

developed are exciting, long overdue and vital as we are moving into an era where funders require organisations

to work closer together. In the year ahead CANSA will be faced with new challenges in a changing environment.

We are equipping ourselves with the skills required to ensure our services incorporate empowerment and

capacity building in communities.

We recognise, with great pride and appreciation the sterling work that our managers, staff and volunteers

continue to deliver. The great contribution that volunteers make to help us create awareness of cancer and

reach out to cancer patients and their families, was underlined as seven Mariette Loots Award winners

(Volunteer category) for 2003 hailed from the Western Cape, including the recipient of the Friends for

Life trophy. We also acknowledge with gratitude, the hard work done by all our fundraising staff and volunteers

who have to raise funds for CANSA, under very challenging circumstances. The continued support of all our

donors from the private sector and individuals is also recognised and valued. With your help we have been able

to make a difference to the lives of thousands of people throughout the Western Cape.

During the year we sadly lost the services of a number of valued staff members due to various reasons,

including personal circumstances, retirement and greener pastures. Our best wishes accompany Dorothy Du

Plooy who was appointed as CANSA Director for Gauteng Province. We thank you all for years of loyal service to

CANSA.

Stephanie

van Deventer

Provincial

Director

2323

ContentsContents

Contents Page

Annual financial statements:

Report of the independent auditors 25

Council of Management report 26 - 27

Balance sheet 28

Income statement 29

Statement of changes in accumulated funds 29

Cash flow statement 30

Notes to the cash flow statement 30

Notes to the annual financial statements 31 - 37

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)Registration No.1932/003720/08NPO No.000-524NPOANNUAL FINANCIAL STATEMENTS - 31 MARCH 2004

2424

QUALIFIED REPORT OF THE INDEPENDENT AUDITORSTO THE MEMBERS OF THE CANCER ASSOCIATION OF SOUTH AFRICA

Scope

Qualification

Qualified Audit Opinion

We have audited the annual financial statements of The Cancer Association of South Africa set out on

pages 26 to 37 for the year ended 31 March 2004. These annual financial statements are the responsibility of

management. Our responsibility is to express an opinion on these annual financial statements based on

our audit.

We conducted our audit in accordance with the statements of South African Auditing Standards. These

standards require that we plan and perform the audit to obtain reasonable assurance that the financial

statements are free of material misstatement. An audit includes:

examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements;

assessing the accounting principles used and significant estimates made by management; and

evaluating the overall financial statement presentation.

We believe that our audit provides a reasonable basis for our opinion.

In common with similar organisations, it is not feasible for the Association to institute accounting controls over

cash collections from donations, fund raising activities, subscriptions, bequests and other income prior to the

initial entry of the collection in the accounting records. Accordingly, it was impractical for us to extend our

examination beyond the receipts actually recorded.

In our opinion, except for the effect on the financial statements of the matter referred to in the preceding

paragraph, these annual financial statements fairly present, in all material respects, the financial position of The

Cancer Association of South Africa at 31 March 2004, its income and expenditure and cash flow information for

the year then ended in conformity with South African Statements of Generally Accepted Accounting Practice

and in the manner required by the Companies Act in South Africa.

Deloitte & Touche

Chartered Accountants (SA)

Registered Accountants and Auditors

JOHANNESBURG

18 August 2004

2525

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)COUNCIL OF MANAGEMENT REPORT 31 MARCH 2004

Approval of annual financial statements

Nature Of Operations

Financial Position

Contribution Of Volunteers

Donations

Management is responsible for selecting and adopting sound accounting practices, for maintaining an

adequate and effective system of accounting records, for the safeguarding of assets, and for developing and

maintaining a system of internal control that, among other things, will ensure the preparation of financial

statements that achieve fair presentation.

After conducting appropriate procedures management is satisfied that the organisation will be a going concern

for the foreseeable future and have adopted the going concern basis in the preparation of the annual

financial statements.

The annual financial statements set out on pages 28 to 37 were approved by the Executive Committee on

18 August 2004 and are signed on its behalf by :

Dr. Precious Moloi Mr. Jaco van der Walt

Chairperson Honorary Treasurer

Cancer Association of South Africa is a section 21 company.

The accompanying financial statements reflect the organisation's financial, operational and research activities

for the past financial year ending 31 March 2004.

These financial statements cannot reflect the significant contributions made to CANSA by thousands

of volunteers throughout South Africa. The Council wishes to express its thanks and gratitude to all of

these volunteers.

Without the support of corporations, trusts and the public, who so generously donate and bequeath funds to

CANSA this organisation could not exist. Major donors are further acknowledged in our annual report.

2626

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)COUNCIL OF MANAGEMENT REPORT 31 MARCH 2004 (Continued)

Council Members

Investment Committee Members Remuneration Committee Members

Audit Committee Members

Post Balance Sheet Events

Registered Office

Dr. P. Moloi (Chairperson)

K. Wakeford (Vice Chairperson))

J. van der Walt (Honorary Treasurer)

N. Gamildien (CEO)

Dr. R.A.G. de Muelenaere Resigned May 2003

S. F. du Toit

S. J. Meyer

W. Nel

Dr. Mmatlala Mabeba-Phukubje

Dr. G. Landers

J. H. Arpin

P. Colditz

Z. Mthembu

J. Watson

W. de Wet (CFO) Appointed February 2004

V. P. B. Horne Appointed January 2004

W. Stals (Chairman) P. Colditz (Chairman)

N. Gamildien (CEO) N. Gamildien (CEO)

W. de Wet (CFO) K. Lombard

K. Wakeford Dr. G. Landers

V. Hickel J. Watson

H. Fourie J. van der Walt

T. Kotzee

J. van der Walt (Chairman)

N. Gamildien (CEO)

W. de Wet (CFO)

V. Hickel

J. Davis

M. van Vuuren

No material post balance sheet events have occurred since the end of the financial year and at the date of this

report, which have an impact on the financial position of the organisation.

26 Concorde Road West, Bedfordview, 2008

2727

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain) BALANCE SHEET AT 31 MARCH 2004

2004 2003NOTES R'000 R'000

ASSETS

Non-current assets

Current assets

Total assets

ACCUMULATED FUNDS AND LIABILITIES

Accumulated funds and reserves

Other funds

Current liabilities

Total accumulated funds and liabilities

76 608 64 515

Property, plant and equipment 2 11 739 11 725Investments 3 5 597 2 300Research funds assets 4 50 743 40 543Earmarked funds assets 3 8 529 9 947

24 814 9 834

Inventory 5 487 366Accounts receivable and prepayments 6 19 730 2 770Bank balances and cash 7 4 597 6 698

101 422 74 349

14 628 10 955

81 880 58 778

Research funds 8 55 771 48 831National Lotteries Board funds 9 17 580 -Earmarked funds 9 8 529 9 947

4 914 4 616

Accounts payable 4 440 4 422Bank overdraft 7 474 194

101 422 74 349

2828

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain) INCOME STATEMENT FOR THE YEAR ENDED 31 MARCH 2004

2004 2003OPERATIONS NOTES R'000 R'000

INCOME

Fund Development

National & Provincial Projects

General

TOTAL INCOME

EXPENDITURE

Deficit for the year before bequests

Surplus / (Deficit) for the year

Mail Appeal & Teledonations 2 481 3 046 Corporate & Trusts 2 775 1 781Grants: Governments 3 870 2 910 Utilisation of Earmarked funds 3 480 6 178

Toktokkie,Cuppa,Sanlam Golf,Jail & Bail 6 687 7 571Special Provincial Events 1 032 846Other Projects & Events 5 032 5 002National Lotteries Board grant utilised 2 658 -

Donations & General Income 7 480 5 277 Surplus on disposal of assets 275 69 Hospitium,Cytology,Stoma etc 1 986 2 442 Investment income 1 097 1 441 Surplus on investment realisations 1 016 1 082 Surplus / (deficit) on unrealised investments 3 2 114 (1 024)

41 983 36 621

Operational 10 46 268 45 462National Lotteries Board project payments 2 658 -

48 926 45 462Interest paid on research loans 415 684

49 341 46 146

(7 358) (9 525)

Bequests received 11 031 7 453

3 673 (2 072)

STATEMENT OF CHANGES IN ACCUMULATED FUNDS FOR THE YEAR ENDED 31 MARCH 2004

Restated opening balance at 1 April 2002

Restated opening balance at 1 April 2003

Balance at 31 March 2004

AccumulatedFundsR'000

13 027Deficit for the year (2 072)

10 955Surplus for the year 3 673

14 628

2929

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2004

2004 2003 NOTES R'000 R'000

CASH FLOWS FROM OPERATING ACTIVITIES

CASH FLOWS FROM INVESTING ACTIVITIES

CASH FLOWS FROM FINANCING ACTIVITIES

Cash and cash equivalents at the end of the year

5 205 790

Cash received from operating activities 38 663 42 533Cash paid in operating activities 37 270 41 112

Cash generated from operations A 1 393 1 421Investment activities 4 227 53Interest paid (415) (684)

(4 326) (61)

Acquisition of property, plant and equipment (1 531) (2 024)Proceeds on disposal of property, plant and equipment 502 984(Increase) / decrease in investments (3 297) 979

(3 260) 1 241

(Repayment) / advance in research loan (3 260) 1 241

Net (decrease) / increase in cash and cash equivalents (2 381) 1 970

Cash and cash equivalents at beginning of the year 6 504 4 534

B 4 123 6 504

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2004

2004 2003R'000 R'000

A. RECONCILIATION OF SURPLUS (DEFICIT) FOR THE YEARTO CASH GENERATED FROM OPERATIONS

Surplus/(deficit) for the year

Adjustment for :

Cash generated from (utilised by) operationsbefore changes in working capital

Cash generated from operations

B CASH AND CASH EQUIVALENTS

3 673 (2 072)

Depreciation 1 290 1 127 (Surplus) / deficit on disposal of property, plant and equipment (275) 71 Investment activities (4 227) (53)Interest paid 415 684Donation received - (193)

876 (436)

Increase in inventory (121) (93)(Increase) / decrease in accounts receivable and prepayments (16 960) 1 864Increase in accounts payable 18 86Net increase in National Lotteries Board funds 17 580 -

1 393 1 421

Bank balances and cash 4 597 6 698Bank overdraft (474) (194)

4 123 6 504

3030

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)NOTES TO THE ANNUAL FINANCIAL STATEMENTS - 31 MARCH 2004

1. ACCOUNTING POLICIES

1.1 Accumulated funds

1.2 Revenue

1.3 Property, plant and equipment

1.4 Inventory

1.5 Earmarked funds

1.6 Retirement benefits

1.7 Impairments

The annual financial statements have been prepared on the historical cost basis, except for investments which are carried at fair value and incorporate the following principal accounting policies. These policies are consistent with those applied in the previous year.

The Association is incorporated not for gain. Consequently, in terms of the Memorandum of Association the accumulated funds are non-distributable. These funds may only be used to promote the objects of the Association.

Revenue from fundraising, including bequests, is recognised when received.

Revenue from the sale of goods is recognised upon the delivery of goods to customers.

Interest revenue is recognised on a proportional basis taking into account the interest rates applicable to the financial assets.

Dividend income is recognised when the right to receive a dividend has been established.

Revenue from the rendering of services is recognised upon the delivery of a service to the customers.

Owner occupied property is depreciated at the rate of 2% per annum. Leasehold property is amortised over the life of the lease.

Furniture, motor vehicles and equipment are depreciated on a straight line basis over their estimated useful lives.

Freehold land and buildings 2%Leasehold land and buildings 10% - 20%Furniture and equipment 20%Motor vehicles 20%

Inventory is stated at the lower of cost, determined on the first-in first-out method, and net realisable value.

Earmarked funds are administered in terms of the specific conditions applicable.

The Association contributes to a defined contribution plan. Contributions paid are recognised as an expense in that period.

At each balance sheet date, the Association reviews the carrying value of its tangible and intangible assets to determine whether there is any indication that those assets may be impaired. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). Where it is not possible to estimate the recoverable amount for an individual asset, the recoverable amount is determined for the cash generating unit to which the asset belongs.

If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying amount of asset is reduced to its recoverable amount. Impairment losses are recognised as an expense immediately.

Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in the prior year. A reversal of an impairment loss is recognised as ncome immediately.

3131

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)NOTES TO THE ANNUAL FINANCIAL STATEMENTS - 31 MARCH 2004 (Continued)

1.8 Provisions

1.9 National Lotteries Board grants

1.10 Financial instruments

Measurement

Investments

Trade and other receivables

Cash and cash equivalents

Gains and losses on subsequent measurement

Provisions are recognised when the Association has a present obligation as a result of a past event and it is probable that this will result in an outflow of economic benefits that can be reliably estimated.

Lotto grants are accounted for according to AC 132 (Accounting for government grants and the disclosure of government assistance). Lotto grants are recognised when there is reasonable assurance that CANSA complies with the conditions applying to them and the grants will be received. Lotto grants that relate to expenses are recognised as income on a systematic and reasonable basis over the period necessary to match them with the related costs.

Financial instruments carried on the balance sheet include cash and bank balances, investments, receivables, accounts payable. These instruments are generally carried at their estimated fair value. The particular recognition methods adopted are disclosed either in the individual policy statements associated with each item or as set out below.

Financial instruments are initially measured at cost, which includes transaction costs. Subsequent to initial recognition, these instruments are measured as set out below.

Investments are carried at their estimated fair value at the balance sheet date, marketable securities are carried at market value. Increases or decreases in the carrying amount of investments are recognised in the income statement. In the case of the Martin Zadek fund, the increase in the carried amounts is capitalised in accordance with the bequest. Investments received by way of bequest are accounted for at market value at the date on which the bequest is received by the Association.

Trade and other receivables are stated at cost less provision for doubtful debts.

Cash and cash equivalents are measured at fair value.

Gains and losses arising from changes in the fair value of financial instruments that are not part of a hedging relationship are included in net profit or loss for the period in which they arise.

3232

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)NOTES TO THE ANNUAL FINANCIAL STATEMENTS - 31 MARCH 2004 (Continued)

2. PROPERTY, PLANT AND EQUIPMENTAccumulated Carrying

Cost depreciation valueR'000 R'000 R'000

2004

At the end of the year

2003

At the end of the year

RECONCILIATIONFreehold Leasehold Furniture land and land and and Motorbuildings buildings equipment vehicles Total

R'000 R'000 R'000 R'000 R'000Cost

At the end of the year

Accumulated depreciation

At the end of the year

REGISTERS OF PROPERTY AND INVESTMENTS

Freehold land and buildings 9 254 1 954 7 300Leasehold land and buildings 2 894 1 310 1 584Furniture and equipment 5 345 3 814 1 531Motor vehicles 5 982 4 658 1 324

23 475 11 736 11 739

Freehold land and buildings 8 992 1 832 7 160Leasehold land and buildings 2 894 1 217 1 677Furniture and equipment 4 313 3 359 954Motor vehicles 6 986 5 052 1 934

23 185 11 460 11 725

At beginning of year 8 992 2 894 4 313 6 986 23 185Additions for the year 262 - 1 146 123 1 531Disposals - - (114) (1 127) (1 241)

9 254 2 894 5 345 5 982 23 475

At beginning of year 1 832 1 217 3 359 5 052 11 460Depreciation 122 93 543 532 1 290Disposals - - (88) (926) (1 014)

1 954 1 310 3 814 4 658 11 736

A register of land and buildings and of listed, unlisted and other investments is available for inspection by members at the Association's registered office.

3333

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)NOTES TO THE ANNUAL FINANCIAL STATEMENTS - 31 MARCH 2004 (Continued)

2004 2003R'000 R'000

3. INVESTMENTS AND EARMARKED FUNDS ASSETS

3.1 Investments - Fair value

3.2 Investment - At cost

3.3 Allocation of investments

4. RESEARCH FUNDS ASSETS

4.1 Fund assets at fair value

4.2 Fund assets - At cost value

Listed investments 12 976 8 000Investment Board's valuation of unlisted investments 633 3 345Valuation of other investments 517 902Other assets - 39

14 126 12 286

Listed investments 10 862 9 024Unlisted investments 633 3 345Other investments 517 902Other assets - 39

12 012 13 310

Surplus / (Deficit) on unrealised investments 2 114 (1 024)

Investments - at fair value 14 126 12 286Less: included in accounts receivable - (39)

14 126 12 247

Relating to investments (5 597) (2 300)

Relating to earmarked funds 8 529 9 947

Listed investments 27 489 22 566Investment Board's valuation of unlisted investments 23 254 17 838Investment Board's valuation of other investments - 139

50 743 40 543Loan to CANSA operations 5 028 8 288

55 771 48 831

Listed investments 19 683 20 526Unlisted investments 23 254 17 838Other assets - 139Loan to CANSA operations 5 028 8 288

47 965 46 791

Loans from research funds will be repaid depending on the operational requirements and cash flows of the Association.The loans bear interest at 9% for 2004 (2003 - 9%).

3434

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)NOTES TO THE ANNUAL FINANCIAL STATEMENTS - 31 MARCH 2004 (Continued)

2004 2003R'000 R'000

5. INVENTORY

6. ACCOUNTS RECEIVABLE AND PREPAYMENTS

7. BANK BALANCES AND CASH

8. RESEARCH FUNDS

8.1 Research funds portfolios

8.2 Movement in research funds

9. EARMARKED FUNDS

9.1 Allocation of Earmarked funds

Merchandise 487 366

Amounts receivable from patients 1 737 1 976Staff Loans receivable 121 55Seal of recognition royalties receivable 293 239Vat receivable 1 562 263National Lotteries Board grants receivable 14 457 -Sundry receivables 1 560 237

19 730 2 770

Cash on hand and at bank 4 597 6 698

Bank overdraft (474) (194)

Martin Zadek 14 726 13 088C.V. Lamont 32 607 28 626P & R Ainslie 40 40E/L H E Griffin 900 900Bequests earmarked for research 7 498 6 177

55 771 48 831

Balance at beginning of the year 48 831 51 978Prior year adjustment - 5 976Net movement on research funds (Refer note 11) 6 940 (9 123)

Balance at end of year 55 771 48 831

National Lotteries Board 17 580 -Health Promotion 3 944 3 104Patient Care 3 844 5 641Assets 64 419Research 158 250Other 519 533

26 109 9 947

3535

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)NOTES TO THE ANNUAL FINANCIAL STATEMENTS - 31 MARCH 2004 (Continued)

2004 2003R'000 R'000

9.2 National Lotteries Board

Balance at end of the year

9.3 Movement in earmarked funds

Balance at end of the year

10. SURPLUS / (DEFICIT) FOR THE YEAR HAS BEEN CALCULATED AFTER TAKING THE FOLLOWING INTO ACCOUNT.

11. RESEARCH INCOME STATEMENT

INCOME

EXPENDITURE

Balance at beginning of the year - -Earmarked funds receivable 20 238 -Earmarked funds utilised (2 658) -

17 580 -

Balance at beginning of the year 9 947 13 633 Earmarked funds received 3 479 6 851Earmarked funds utilised (4 897) (10 537)

8 529 9 947

Staff costs 24 821 24 127Directors remuneration - salary and allowances 712 225Depreciation 1 290 1 127Auditors - remuneration 308 345Auditors - accounting fees 22 6

Investment incomeDividends 1 174 1 240Interest received 1 708 811Interest received from CANSA operations 415 684

Surplus / (Deficit) on investment 7 688 (1 287)

Unrealised 7 806 2 040Realised (118) (3 327)

Bequests 166 559Trust income 321 536AC 133 Adjustment - (6 172)

11 472 (3 629)

Grants 3 671 4 431

Research 3 609 4 287Travel 62 144

Investment advisor's fees 417 404Consultants 307 283Staff costs - 105Travel and accommodation 117 123

Administration cost 20 45

Balance of other expenditure - 103

4 532 5 494

Net movement on research fund (Note 8) 6 940 (9 123)

3636

THE CANCER ASSOCIATION OF SOUTH AFRICA (Incorporated Association not for Gain)NOTES TO THE ANNUAL FINANCIAL STATEMENTS - 31 MARCH 2004 (Continued)

2004 2003R'000 R'000

12. LEAVE PAY PROVISION

13. RETIREMENT FUND CONTRIBUTIONS

14. CAPITAL COMMITMENTS

15. CONTINGENT LIABILITIES

16. TAXATION

Provision at the beginning of the year 361 361Movements during the year 245 -

Provision at the end of the year 606 361

The Cancer Association pension fund is a defined contribution plan.

Number of pension fund members 262 271% of employees on pension fund 87% 89%Pension fund contribution for the year 3 334 3 146

There are no capital commitments at year end (2003: R nil).

There are no contingent liabilities (2003: R nil).

The Association is exempt from tax in terms of section 10 of the Income Tax Act.

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Toll-free Information Service: 0800 22 66 22

www.cansa.org.za

CANSA NATIONAL OFFICE

GAUTENG

WESTERN CAPE

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(011) 616-7662

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Contact DetailsContact Details

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