How we support social pensioners

Nowhere can anyone afford to house, clothe, and feed themselves, and provide for their health and transport needs, on R 1690 per monththe social pension the only source of income for the majority of social pensioners in South Africa. With a rapidly ageing population and a crumbling community fabric, South Africa is facing a crisis.

The NOAH solution:

NOAH was established in 1981 and ensures that more than 700 social pensioners are able to continue to lead independent, purposeful and dignified lives. Through the provision of accommodation, health and social support services, NOAH not only supports them to remain engaged and independent but in so doing supports families and communities.



‘Home, Health and Happiness for every social pensioner:’ this is our vision, informing every aspect of our work in supporting more than 700 social pensioners.


NOAH also advocates for services for social pensioners through the promotion and replication of our model, collaboration with sector partners and forming working partnerships with Government.


In this way this historically disenfranchised and still marginalised group retain their dignity and independence, feel more secure, are involved in their families, connected to their communities, and remain healthy, active and out of residential care for as long as possible.


As a registered NPO and PBO, NOAH has two main centres of activity: Woodstock & Khayelitsha, and individual houses in the outlying areas of greater Cape Town: Atlantis, Elsies River, Maitland, Athlone and Ida’s Valley.



  • 11 well maintained, safe and secure homes for social pensioners offering dignity, companionship and independence for 120 to 115 residents
  • 1 assisted living facility providing an exceptional standard of care to 14 people and oversight for those who are less independent but who do not yet need 24-hour care.
  • 2 primary health care clinics, offering bi-weekly doctors’ clinics with a focus on preventative and promotive health services including observations, medication distribution and compliance oversight, advice, referrals and support services such as Physiotherapy, Podiatry and therapeutic massage for approximately 400 members
  • 2 community centres offering social support (including social enterprises), social support, wellness support, access to information and referrals to approximately 152 members
  • Real engagement with the Provincial government
  • Membership on STTOP (Sector Task Team for State pensioners) – a network of organisations providing a range of services to State pensioners – for lobbying, advocacy and innovation purposes

Monitoring & Evaluation

NOAH has a bespoke Monitoring and Evaluation system in place. The focus for this year is to:

  • Strengthen and mainstream monitoring and evaluation practice across all impact areas
  • Hold monthly monitoring meetings with formal reports for Home, Health, Happiness, Administration and Sustainability
  • Hold two evaluation sessions per annum (including one major annual evaluation, and one minor check-in review.


Sustainability is a priority for NOAH, for our beneficiaries and for the organisation. We have a Sustainability Strategy in place in order to ensure that we always provide innovative and relevant responses to the needs of social pensioners.

Our aim is to:

Secure our annual income budget by December each year. The 2017/2018 budget is R 7,176,661.

  • Ensure one year’s annual income in our investment
  • Grow the NOAH investment by 10 % each year

In order to achieve the above, we focus on four key aspects:

1. Self-generated income to represent 22 % of the budget for 2017/2018:

  • Fees and rentals
  • Social Enterprise development projects
  • Business annuity campaign

2. Increase funding:

  • Proactive pursuit of broad-based, sustainable income sources
  • Maintaining a good working relationship with the Provincial Government – 13 % of the 2017/2018 budget income
  • up to date branding, as well as professional and relevant marketing and communications to target audiences
  • Networking

3. Cost containment to ensure nominal annual and expenditure increases

  • Robust financial oversight on budget spending
  • Strategic procurement
  • Strengthening financial literacy amongst all impact area leads

4. Ensure institutional continuity