InBrief December 2018

INBRIEF ISSUE 26 | DEC/JAN 2018/19

Kagiso Trust Introduces The

Alumni Excellence Award

THE IMPOSSIBLE IS POSSIBLE

Philanthropy Unusual Jobs Summit 2018 5 Things To Teach Your Child About Money

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Message from the Chief Executive Officer

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Message from Head of Communications and Marketing

INSTITUTIONAL CAPACITY BUILDING 30

Philanthropy Unusual

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Local Government in Crisis

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Nelson Mandela Centenary Celebrations: Find the Madiba in You

EDUCATION DEVELOPMENT 12

Phuleng Primary School Receives Infrastructure to Benefit 850 learners

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KST Participates in the Africa Education Indaba

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Journey Back to Limpopo

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Kagiso Trust Introduces the Alumni Excellence Award

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Disrupting Education

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Learners Win with Math Skills

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Lwamondo’s 50th Anniversary – Celebrating Continued Performance

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Performance Driven

SOCIOECONOMIC DEVELOPMENT

FINANCIAL SUSTAINABILITY

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Service Provider Profile: Flashing Lites

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Making it Past Year 3

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Jobs Summit 2018

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5 Things to Teach your Child about Money

Editor: Amandla Kwinana Writers: Amandla Kwinana, Chulekazi Charlie Cover image: Shutterstock Kagiso Trust PBO No. 130004486 info@kagiso.co.za | www.kagiso.co.za | 011 566 1900 2

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OUR VISION

OUR MISSION

A prosperous, peaceful, equitable and just society.

Integrity Accountability Passion for Development Hands On, Bottom Up Approach

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GO ALS

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OUR VALUES

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To contribute to development through sustainable funding, with like-minded partnerships and innovative scalable development models.

TE A R ST

OUR STRATEGIC GOALS

Education Development Pillar To extend educational development programmes Socio economic Development Pillar To promote and support socio economic development Institutional Capacity Building Pillar To support strategic institutional capability development for sustainability Financial Sustainability Pillar To ensure financial sustainability of Kagiso Charitable Trust

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Message from the Chief Executive Officer

To this end, Kagiso Trust’s new conceptualised programmes will be addressing some of these critical challenges in society.

We will be contributing to socio-economic development (SED) by increasing participation of black business in the agricultural sector.

Our early childhood development (ECD) programme will ensure that children receive the appropriate education and development necessary for them to thrive in primary, secondary and tertiary levels.

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

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019 is set to be an exciting year for Kagiso Trust. We are in full implementation mode, having spent the past two years conceptualising new programmes which will ensure more South Africans benefit as we work towards overcoming poverty.

Our five-year strategy (we are currently in year 3) is geared at developing best practice intervention programme models to address the challenges and gaps in community and socioeconomic development.

South Africa has experienced a year filled with challenges. The technical recession, value added tax (VAT) increase and fuel price increases have affected us all, in particular the poorest in our communities.

The Job Summit, aimed at identifying solutions to job retention and job creation, emphasised the need for South Africans to create employment opportunities.

Frightening statistics were revealed: the unemployment rate was at 26.7 percent while the unemployment rate for youth was the highest at 54 percent. This makes us realise how we, as a country, are failing our young people.

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Municipalities’ challenges directly impact on communities, our local government programme will offer solutions for municipalities to strengthen their administration, revenue collection and local economic development which will result in job creation.

The technical high school (THS) interventions will provide learners with alternate opportunities for career options and promotes skills development in line with the Fourth Industrial Revolution.

2019 is going to be quite a demanding year and the tasks we have set for ourselves may seem ‘impossible’.

As we pilot these new programmes, Kagiso Trust will continue to implement the existing programmes. We pride ourselves in having created the District Whole School Development model; an education model which is unique, effective, scalable, replicable and innovative. This model is currently being implemented in over 400 schools in the Free State and will be introduced to Limpopo in 2019. We are eager to contribute to changing the Limpopo education landscape for the better.

2019 is going to be quite a demanding year and the tasks we have set for ourselves may seem ‘impossible’. We believe that it is possible to overcome poverty; it can be done as long as we continue to work together, as partners in the public and private sectors, as communities, as parents and as citizens.

Let us continue to make the impossible possible. May the year bring you success and prosperity.

Mankodi Moitse Chief Executive Officer In Brief / November 2018

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Message from the Head of Communications and Marketing

MESSAGE FROM THE HEAD OF COMMUNICATIONS AND MARKETING

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Kagiso Trust has established a reputation for delivering sustainable projects which have made a significant impact on development in South Africa. Together with our partners we stand as a beacon of hope that South Africans have the skills and tools needed to change our nation for the better, what is critical is how we use those skills and tools to make a real impact.

The past three years have been significant both for Kagiso Trust and for our nation as a whole. We are an organisation whose purpose is inextricably linked to the vision we all have for a prosperous South Africa. In 2016 we celebrated our 30th Anniversary. This was an important milestone for us which allowed us to take a moment to reflect on our past successes and look forward as an organisation, building on our legacy to shape a better future for South Africa. Our nation also marked important milestones, 2017 marked Oliver Tambo’s centenary and this year, 2018 has marked the celebration of Nelson Mandela’s centenary. These are opportunities for us as a nation to take stock of how much we have achieved and how much we still need to do in order to realise the vision that Oliver Tambo and Nelson Mandela dedicated their lives to achieving. South Africans have shown time and time again that we can achieve anything we set our minds and collective efforts to no matter how daunting the task. As Madiba famously said “It always seems impossible until it’s done”.

We accept this challenge as Kagiso Trust and recognise the important role we play in achieving what many see as impossible.

Our purpose is to overcome poverty through our interventions.

Everything we do as an organisation gears us to make this vision a reality. We are uniquely positioned to do this through our programmes which are built on our commitment to engaging with communities, government and other stakeholders to provide realistic solutions to societal issues and education development.

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We value the partnerships, relationships, support and advocacy that have contributed to making the impossible possible for our rural communities.

Our purpose is to overcome poverty through our interventions.

Everything we do as an organisation gears us to make this vision a reality.

We are proud of the tangible results we continue to deliver. Our education development programmes are making an impact on rural schools, nurturing our children from ECD level right through to providing holistic support with which they enter tertiary institutions. Our socioeconomic development programmes give black-owned businesses the opportunity to support our nation’s economic growth by providing them with access to much needed capital and skills support. Our work with local government continues to see us assisting municipalities to manage their data more effectively to facilitate the delivery of basic services to the poor.

For the past 33 years the Kagiso Trust’ mission has not changed. We remain hopeful and continue to believe in our vision of a prosperous, peaceful, equitable and just society.

Mandisa Tselane Head of Communications and Marketing

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Education Development

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n 4 October 2018, KST, together with De Beers Consolidated Mines (DBCM, the Voerspood mine) and the Free State Department of Education (FSDoE) hosted a sod turning ceremony at Phuleng Primary School in Fezile Dabi District. Amongst the most notable speakers were Mr B. Petersen, Executive Chairman of DBCM, whose core message was the importance of education and how young people can break the shackles of poverty and emerge into a new environment, where Phuleng Primary School can be a place for learners to be enriched.

The Chair of the KST Board of Trustees, Ms Mankodi Moitse took to the podium to deliver a seminal address, where she spoke about KST’s first visit Phuleng primary School back in 2014, a visit which laid the foundation to the wonderful collaboration between KST and De Beers for the construction of the school.

Paying homage to the KST and FSDoE partnership with De Beers, the HOD closed his address by thanking the partners of the collaboration that has finally come to the aid of the Phuleng Primary School learners, to make sure that a decent structure is built for them and future generations.

The construction of Phuleng Primary School, which will benefit about 850 learners aims to address the infrastructure needs of the school and the local community, whilst De Beers aims to leave a legacy for the larger community and cement their partnership with the Free State Department of Education.

PHULENG PRIMARY SCHOOL RECEIVES INFRASTRUCTURE TO BENEFIT 850 LEARNERS

The newly built school will comprise of a grade R and primary school section, media centre, nutrition centre, covered walkway and security fencing. The primary school section will boast 20 new classrooms and two ablution blocks, while the grade R section will boast three new classrooms, a play areas and ablution facilities. The existing grade R classrooms, which were built by KST in 2014, will be converted into sports changing rooms.

Attendees from KST included Dean Zwo Nevhutalu, Mr Themba Mola and Ms Mmabatho Maboya, who along with other guests were treated to entertainment by the De Beers-sponsored Field band Foundation.

Guests, including the Chairman of De Beers and the Fezile Dabi District Director, Dr Chuta danced along.

Turning the sod. From left to right, Mr P Barton (De Beers Group Executive Chairman), Mrs Mankodi Moitse (KST Chair Board of Trustees) and Adv. Malakoane (HOD FSDoE) 12

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Education Development

KST PARTICIPATES IN THE AFRICA EDUCATION INDABA Inaugural African Education Indaba Limpopo 13 – 14 September 2018

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t this Indaba, KST was represented by KST Stakeholder Engagement and Communications Manager, Kaya Nyati, who spoke under the theme: ‘Opportunities and challenges in fostering effective partnerships for improved educational outcomes’.

The aim of the Indaba was to provide stakeholders an opportunity to share perspectives on challenges, best practices, management and supervisory experiences, lessons learnt and other dimensions pertaining to the performance of matric learners.

The aim of the Indaba was to provide stakeholders an opportunity to share perspectives on challenges, best practices, management and supervisory experiences, lessons learnt and other dimensions pertaining to the performance of matric learners.

taking as much time as she did to preamble her own prepared speech by endorsing the KST/FSDoE partnership as one of the BEST in the country. In her own words “I am not saying this because MEC Makgoe and KST are here, I would say this even if they were not, this is one of the most productive and enduring partnerships in the education sector, and I wish many could copy their example”. The Minister continued to select parts of

the KST presentation speech, and explained their context from the DBE’s perspective and on how the results were evident.

Overall, this indaba acted as a strategic think tank to enhance a constructive dialogue and collaboration on strategies relevant to education. It afforded stakeholders the opportunity to present the various challenges and opportunities in all areas of the basic education sector.

The event was attended by our key stakeholders, MEC Dr Tate Makgoe of the FSDoE and the day’s keynote speaker, the Honorable Minister of Education Angie Motshekga.

Kaya cited that it was heart-warming to hear the Minister

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Education Development

JOURNEY BACK TO

LIMPOPO The BNSDP started in Limpopo and 14 years later, does a full circle to return to the province.

Amandla Kwinana looks at the BNSDP’s journey back to Limpopo.

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agiso Trust’s Beyers Naude Schools Development Programme (BNSDP) was established in 2004. The BNSDP was conceptualized in honour of Kagiso Trust (KT/the Trust) Patron, Beyers Naude, or Oom Bey as he was affectionately called. Following on Oom Bey’s wishes, the programme is focused on developing communities, impacting schools rather than singling out individuals.

The BNSDP’s approach supports KT’s vision of creating a prosperous, peaceful, equitable and just society. The programme’s three strategic objectives include:

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To create functional schools by implementing training interventions that address leadership capacity and relationships between educators, parents, learners and the surrounding community;

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To foster communities that impact positively on the at-school and afterschool life of rural learners; and

To create environments in rural schools which are conducive to learning and teaching.

KT first piloted the BNSDP in 2004 at Lwamondo High School in the Thohoyandou district of the Limpopo province. By the end of the year, the school’s pass rate improved from 70% to 84%.

Teachers, learners and parents showed greater commitment to education. In 2005, the BNSDP was extended to 10 schools in Limpopo, Mpumalanga, Eastern Cape, Kwa Zulu Natal and the Free State.

districts (Thabo Mofutsanyana, Fezile Dabi and Motheo) have caused a ripple effect throughout the province. “Our intention is to influence policy at the highest level” says KT Chairperson Frank Chikane. Through the continued partnership with government in the Free State, both as KT and KST, the programme has indeed influenced government collaboration and partnership approach to take on KT’s co-funding model.

Over the past 14 years, the BNSDP model has been reviewed and improved to best address the needs of the schools that hinder performance.

Following the success of the BNSDP in the Free State, which saw the 10 pilot schools increased to 166 primary and secondary schools in Thabo Mofutsanyana, Kagiso Trust looked to broaden its impact in the province.

In 2019, the BNSDP returns to the Limpopo province, where it was piloted over 14 years ago. The lessons learnt over the years will inform the BNSDP’s roll out in Limpopo while being cognizant that KT cannot take a ‘one size fits all’ approach. Kagiso Trust is confident that Limpopo has what it takes to turn around its schools.

During an infrastructure launch at Thalabodiba Secondary School in 2013, the Minister of Basic Education, Angie Motshekga, delivered a heartfelt address where she recognized the work done by Kagiso Trust in the province.

“Government alone cannot address the legacy and infrastructure backlogs we’ve inherited. It is against this backdrop that we see collaborations and partnerships such as the Beyers Naude Schools Development Programme” she said.

“We’re impressed with the performance of schools in the [BNSDP]. These schools have shown improvement against provincial and national averages and against their own performance history.”

In early 2013, Kagiso Trust formed the Kagiso Shanduka Trust, a partnership between KT and the Cyril Ramaphosa Foundation (CRF). The partnership merged best practice from KT’s BNSDP together with CRF’s Adopt-A-School model to implement the District Whole School Development Programme in the Free State’s Fezile Dabi and Motheo districts.

While implementing the BNSDP and KST’s development programme in the Free State, the province took first position three times in the past five years, in 2013, 2016 and 2017. The increased performance in the three programme

We’re impressed with the performance of schools in the [BNSDP]. These schools have shown improvement against provincial and national averages and against their own performance history.

“[Limpopo] has been one of the three least performing provinces nationally with regards to matric results” notes Sizakele Mphatsoe, Kagiso Trust Head of Education Development and Civil Society. “We would like to thank the Limpopo MEC for Education Maaria Ishmael Kgetjepe for partnering with us and embracing public-private partnerships to address some of the challenges in the Sekhukhune district and work towards the realisation of Vision 2030 outlined in the National Development Plan.”

As Minister Motskega put it, “Investing in education is not only the right thing to do. It is a business and economic imperative.”

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Education Development

KAGISO TRUST INTRODUCES

THE ALUMNI EXCELLENCE AWARD

Handmade sterling silver lapel pin Specially commissioned for Kagiso Trust 2018

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he Eric Molobi Scholarship Programme (EMSP) has always found ways to inculcate the spirit of ploughing back and paying it forward to beneficiaries. In line with Kagiso Trust’s (KT’s, the Trust’s) agenda of overcoming poverty, the Trust wants beneficiaries to not just be leaders and key players in the economy. KT wants students and alumni to be change agents in their families and communities. For Kagiso Trust, it is societal impact that matters the most.

In line with the values of Eric Molobi and KT, the Alumni Excellence Award recognizes alumni who have done exceptional deeds and made significant impact in their communities. The Award appreciates alumni who have gone beyond self-interest and embraced the value of servitude.

The Award is meant to further inspire EMSP students and alumni to continue making a positive impact wherever they find themselves.

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We have a purpose, and that is, Kagiso has to outgrow us as individuals. Years from now, when we are qualified ancestors, it must be here. It must still be serving people.

The first recipient of the Kagiso Trust Alumni Excellence Award: Mr Abram Mkhithika Mthembu

The alumni excellence award is presented to the recipient in the form of a pin (see above).

The pin is an item of great value both in terms of monetary value and the custom craftsmanship which went into its creation. Coupled with that, the Award affords the recipient a direct relationship and mentorship from Kagiso Trust.

This mentorship will take shape based on the recipient’s needs and/or ambitions, with Kagiso Trust assisting to open some of the doors which refused to open to them.

During the EMSP Dinner on 23 October 2018, Kagiso Trust Trustee Dean Zwo Nevhutalu, accompanied by Chief Executive Officer Mankodi Moitse, introduced and handed over the inaugural Alumni Excellence Award.

“Giving back should be a way of life for our students and alumni,” said Dean Nevhutalu. “As we have done for them, we want them to pass on to others. This ripple effect will lead to more people being assisted out of poverty.”

– Eric Molobi, Former Kagiso Trust Chief Executive Officer

Giving back should be a way of life for our students and alumni...

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Education Development

DISRUPTING EDUCATION Amandla Kwinana reports on the outcomes of FEF2018 and an approach to disrupting African education that is necessary for a bright African future.

A man without ethics is a wild beast loosed upon this world.

– Albert Camus

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Africa has come a long way. No one dare call Africa the ‘Dark Continent’ anymore. Our continent has progressed steadily since the days of revolutionary and visionary Kwame Nkrumah.

Forty-six years after his passing, we are seeing Africa finally steer itself into the continent Nkrumah envisaged, and so much more.

As we tailor our education system to reflect the European Union’s Sustainable Development Goals, the African Union’s Agenda 2063, and South Africa’s National Development Plan, Madonsela urges that we do not forget to impart ethics to our children. “When ethics fail, things fall apart”, to quote Chinua Achebe.

2018 was an interesting year for Africa. The continent has been liberated in various ways.

Most notably, we were introduced to the fictitious Wakanda, a depiction of Africa Africans can be proud of. 2018 also presented Africa with realities which we did not see coming but are paving the progress we see today.

While we focus on merely grooming our youth to be economically active citizens, it is clear that we need to look at more. We need to look at why our children need to be educated and how this will benefit the continent beyond the economics. How do we ensure an education that can contribute to an ‘Africa with a strong cultural identity, common heritage, values and ethics’ as stated in the Agenda 2063?

Education, without question, is key to the agenda of poverty alleviation. Addressing this agenda, however, requires collaborations and partnerships.

“If collaborations and partnerships are the future for improving education in Africa,” says Fundi Chief Marketing Officer, Ms Mala Suriah “they are going to have to achieve more and develop a holistic approach with the child as the key focus.”

The 2018 instalment of the Fundi Education Forum (FEF) adopted the theme ‘Disrupting African Education’. Living in the age of the Fourth Industrial Revolution, the reality of Africa’s future is one that resembles the technology-driven world of Black Panther’s Wakanda. And as Africans, we need to ensure that our children are well educated and capacitated for that world.

During her keynote address at FEF2018, Prof Thuli Madonsela posed the question ‘what is our education for?’. She stated that inasmuch education can increase disparities in society, education can also reduce them. She echoed Nkwame Nkrumah’s vision that education should be used as a tool to liberate the African child. She poked further: “is the quality of our education freeing the mind of the African child?”

“Africa needs to consciously clarify the ‘why’ for its education and that will determine its ‘how’”, said Madonsela.

Looking at South Africa’s current landscape, ethical business and political practices have been cast aside in the interests of monetary gratification. Needless to say, through collaborations and partnerships, we need to start making ethics a key focus area in our education system to ensure that ethical behaviour and values are instilled from an early age. Imparting ethics to our children is one of the ways in which we can give our youth “the best opportunities and chance to take over the world” as Fundi CEO Amasi Mwela visualises.

Africa needs to consciously clarify the ‘why’ for its education and that will determine its ‘how’.

– Prof Thuli Madonsela

Among the speakers at FEF2018 was the collective experience of former Beninese President Mr. Nicephore Soglo, former Tanzanian President Mr Jakaya Kikwete, former Kenyan Prime Minister Mr Raila Odinga and South African politician and former President Mr. Kgalema Motlanthe. Wendy Luhabe, Chair of the African Leadership University, also delivered a keynote address.

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Education Development

LEARNERS WIN WITH MATH SKILLS

The winners of each grade received a range of prizes which included Maths kits for their schools, smart phones, tablets, vouchers and power banks.

The four – Tana, Mikael, Willem and Moosa – each won a prestigious prize at stake – automatically qualifying for the 2019 Olympiad competition.

Willem was the overall winner provincially.

He took home a smart phone, two tablets, a power bank, a memory stick, an Oxford Maths Dictionary, a R2 000 shopping voucher, Maths kit for his school, a gold medal, a certificate and a floating trophy.

In addition, he and his teacher were awarded an all-expenses paid trip to Cape Town. The mathematic savvy learners now eye the top prize of the Olympiad.

The competition is important to empowering the learners to perform well in their studies, particularly in the fields of Science, Technology, Engineering, Mathematics and Innovation.

– Cecil Ramonotsi

The Olympiad’s prize first round is set to be in March, followed by the second round in May with the third round in July.

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our mathematic savvy learners who won top prizes at the Free State Mathematics competition will compete at the 2019 South African Mathema­tics Olympiad.

They are Mikael van Eschwege (Gr. 8, Grey College), Willem Botma (Gr. 9, Landboudal High School in Jacobsdal), Tana Lindokuhle (Gr. 10, Thabo Vuyo Secondary School in Rouxville) and Moosa Yaaseen (Gr. 11, Ficksburg High School).

They qualified for next year’s national competition after excelling at the provincial leg of the mathematic event held on 10 and 11 October at the Bon Hotel in Bloemfontein.

Run by the provincial Department of Education in partnership with Kagiso Trust, a non-go­ vernmental organisation, the competition is

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created for Gr. 8 to Gr. 11 learners of schools across the province.

Altogether 15 360 learners of 128 schools participated in the competition which is supported by the Eskom Development Foundation.

Our country has a severe shortage of skilled scientists, engineers and technicians, and this is partly due to the lack of quality Maths and Science results.

The Olympiad’s winners of the third round will be registered for the International mathematics Olympiad to be held at the University of Bath in the United Kingdom in July 2019.

Cecil Ramonotsi, the chief executive officer of the Eskom Development Foundation, said the competition was important to empowering the learners to perform well in their studies, particularly in the fields of Science, Technology, Engineering, Mathematics and Innovation.

“Our country has a severe shortage of skilled scientists, engineers and technicians, and this is partly due to the lack of quality Maths and Science results.

“This Maths competition is one way of tackling exactly that problem and as Eskom, we are proud to be associated with it,” said Ramonotsi.

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Education Development

LWAMONDO’S 50

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ANNIVERSARY – CELEBRATING CONTINUED PERFORMANCE

Celebrating its 50th anniversary in 2018, the school boasts a consistent matric performance.

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ituated in the village of Mathule in Limpopo, Lwamondo High School (Lwamondo) is one of the reasons that Kagiso Trust (KT, the Trust) continues to be heavily invested in education development. Celebrating its 50th anniversary in 2018, the school boasts a consistent matric performance.

“From the year Kagiso Trust started training the teachers, the school results have always been above 80%”, shared the school’s principal T.S Tshubwana.

The school was supported by Kagiso Trust in 2006 as part of the Trust’s Beyers Naudé Schools Development Programme (BNSDP) pilot in Limpopo. During the BNSDP implementation, all educators were taken on a retreat which afforded the school’s staff time to reflect and commit to a new way of doing things to realise an improved school.

Following the achievement of positive grade 12 results, Lwamondo High School was awarded a Computer Centre and their Science Laboratory refurbished by Kagiso Trust as an incentive.

“Through the [computer] laboratory learners were exposed to the computers and learnt how to operate a computer” said Tshubwana. “The school trains the

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surrounding communities to acquire computer skills at a discounted price”. Twelve years later and the school continues to be a top performer and champion in its community.

Lwamondo High School is not without its challenges.

Foremost is the need for infrastructure such as classrooms and a hall. Desks are a huge setback as learners have nowhere to sit during lessons.

“The quality of school infrastructure has a deep impact on learning and teacher performance. School infrastructure is therefore a very important component in ensuring successful education, in particular in rural and disadvantaged communities,” said Mankodi Moitse, Kagiso Trust Chief Executive Officer.

On 27 August 2018 the Kagiso Trust team, led by Moitse, visited Lwamondo High School to hand over a cheque for R250 000.00 to the school.

“We hope that this modest contribution will help to jump start the 50th celebration and the purchase of much-needed school desks” Moitse stated. “This gesture seeks to encourage the school to continue performing well for the next 50 years and many more years after that.

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Education Development

PERFORMANCE DRIVEN

It’s not about matric, it is about the school system working.

– Themba Mola

Every year, grade 12 learners are put under pressure to perform. Sometimes this pressure motivates learners. In some instances, however, the pressure is too much, resulting in anxiety and depression. This could even be a contributing factor to the underperformance of first year university students. Amandla Kwinana explores this performance driven culture in education further.

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he beginning of the year is a time often filled with hope and celebration. For many of our youth, however, this is a time of immense stress. This is the time matric results are announced. While some learners achieve the positive results they had anticipated, some do not obtain their national senior certificate.

The build-up to the matric results announcement is a strenuous time for a lot of learners. Society places emphasis on matric results as a gauge of intellectual competence and discipline,” says the South African College of Applied Psychology (SACAP). “While many believe that the pressures of matric ends with the final exam, the announcement of matric results is a powerful, and potentially dangerous stress for many school leavers.”

For many learners, the matric results determine whether one is a success or a failure. According to Dr Gordon Isaacs, SACAP Crisis and Trauma Counselling lecturer, “It is not unusual for a student who has received six distinctions in a preliminary exam to feel heightened stress, and even suicidal, if they only receive four distinctions on their final report card.”

How learners deal with stress and anxiety can be exacerbated by how the adults in their lives react to their successes and failures. Fathima Razack, of The Independent Institute of Education, advises: “It is particularly important for adults to manage their response, because

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While many believe that the pressures of matric ends with the final exam, the announcement of matric results is a powerful, and potentially dangerous stress for many school leavers. their emotional state could impact on the resilience of learners in the wake of the release of results. Although parents and guardians may feel deeply disappointed, they should know that their first words and reactions may leave a lasting impact.” “[Adults] should take stock and consider their unified position so that the energy can be focused on the learner and their next steps” concludes Razack.

Challenges persist into university for some students. As they start university, students assume that because they performed well in matric, they will do well at tertiary level as well.

This is not always the case.

The Council for Higher Education (CHE) throughput data followed all students who

enrolled in first year in a particular year. The council found that the ‘first year students of 2007 had a 50% completion rate, when tracked over a period including 2 years beyond the time their degree or diploma should have taken. The 2008 cohort managed a 53% completion rate, with the 2009 cohort once again achieving a 50% completion rate.’

In 2015, the Department of Higher Education and training released a report which highlighted that 47.9% of university students did not complete their degrees. Black students had the highest drop-out rate, with 32.1% leaving in their first year. Considering that poverty predominantly affects black communities, this figure suggests that more needs to be done to decrease the drop-out rate.

Kagiso Trust Chief Operations Officer, Themba Mola is of the view that a contribution to the solution lies in making the education system work. “It’s not about matric, it is about the school system working,” says Mola. “It’s about district officials beginning to manage schools differently and about the acknowledgement of the hard work teachers do and of the improvement. It is not about curricula, it is about making a system work.”

This approach will see learners equipped to perform from an early age and capacitated to manage expectations while learning how to be resilient.

In addition to psychosocial support, students need academic and psychological management support from early on in their schooling careers.

Society can play its part too by not perceiving those who do not pass matric as failures but rather identify opportunities to ensure our youth further their education at the relevant institutions, such as FET colleges, and provide employment prospects.

Subethra Pather, Cape Peninsula University of Technology Academic Development Lecturer, concludes. “Finally, [society] should stop viewing first-year students as a drop-out risk. These youngsters are often determined, optimistic, enthusiastic and open to learning – qualities that will ultimately benefit themselves and their academic institutions.” And overmore, the will benefit their communities and the country.

In addition to psychosocial support, students need academic and psychological management support from early on in their schooling careers.

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Institutional Capacity Building

PHILANTHROPY

UNUSUAL

Engagement with these strategic partners has been gaining momentum, which in October 2018 resulted in Kagiso Trust formally taking up membership of Independent Philanthropy Association South Africa (IPASA) and attended a symposium, themed: “Philanthropy Unusual”.

IPASA provided an opportunity for KT to engage, collaborate and test the thought leadership concept and innovations among its peers. This space provided opportunity to refine and enhance KT’s civil society programme approach by learning from like-minded organisations’ experiences. This is towards meeting the national goal of overcoming poverty by 2030 agenda.

Sustainable development goals (SDGs) will be achieved through collaborative efforts and

effective stakeholder engagements across all sectors of society. As a member of IPASA, KT has an opportunity to contribute strategically towards shaping the agenda for social development and overcoming poverty.

The two-day symposium was based on 10 plenary sessions of information and experience sharing. All speakers shared their organisational best practices, reflected on experiences and initiatives of exploring different and innovative philanthropic approaches and methodologies on engaging stakeholders, and expanding philanthropic contribution in a sustainable and resilient manner.

Some key important observations for further discussion included:

Present challenges cannot be addressed by individual organisations. Partnerships and collaborations are central in reversing poverty.

Through the collaborative efforts, philanthropy organisations can do things differently - thinking outside the box and the “normal” way of doing things. It must be “Philanthropy Unusual!”.

K

agiso Trust’s strategic architecture, through its four programme pillars, is expanding and creating footprints nationally, regionally and globally as a thought leader in overcoming poverty. Strategic capacity building for Civil Society is aimed at enhancing KT’s outreach and building strategic partnerships with like-minded organisations.

Following its relationship with Kagiso Africa Investments (KAI) and exploration of asset building model in partnership with the Kenya Community Development Foundation (KCDF), KT has been expanding its partnership base and alliances through participation in the Global Philanthropy Forum (GPF) and Global Education Leaders’ Partnership (GELP) globally, and African Philanthropy Forum (APF) and African Philanthropy Network (APN) (through IPASA) at regional level.

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In Brief / November 2018

South African Philanthropy is well-developed (in comparison to western philanthropy) to enable it to redefine philanthropic approach to respond to our (South African and African) context to influence others’ approaches and strategies.

Changing the philosophy and approach of philanthropy. Among others, this may include engaging fewer but well-supported organisations to produce better and sustainable results and impact, as opposed to engaging many organisations with little support and bad or no impact. This means investing on developing people and their organizations in an expanded period and increased resources to ensure sustainability and impact. We should not wait for perfect organizations but take responsibility to build them by strengthening their capability, systems, skills, expertise, and structures to effectively, efficiently and systematically deliver on their mandate and commitment – holistic approach!

Philanthropy needs a huge shake-up, through finding the right organisations to work with and support which matches organisational values.

Kagiso Trust will continue to participate effectively and consistently in these forums to share lessons and experiences, to refine its thought leadership strategy and approach in ensuring influence and communicating the impact of KT’s models and footprints.

In Brief / November 2018

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Institutional Capacity Building

LOCAL GOVERNMENT IN

CRISIS

It’s been recently reported that South Africa is facing a financial crisis, and it is the poor that are bearing the brunt of revenue shortfalls in local municipalities. Since the end of apartheid two decades ago, more than half of the country are now living in poverty. Those numbers aren’t likely to improve. South Africa has entered a recession, making life harder for everyone, especially the poor. Kagiso Trust Local Government Head, Paul Smith, explores the municipal impact.

S

outh African local government is feeling the harsh reality of a slow economy, a diminishing tax base due to growing unemployment and inadequate revenue and debt management performance.

Revenue, for most municipalities, is becoming more and more difficult to collect from customers who are looking to stretch every rand they have a little further. In addition to diminishing revenue and growing consumer debt, growing poverty has resulted in an increase in the number of indigent customers who desperately rely on municipality for Free Basic Services (FBS).

This increasing social responsibility is placing an increased financial burden on the municipal budget as Equitable Share subsidies do not increase proportionately. The net result is that municipalities experience annual budget deficits; something must give. Infrastructure maintenance and Integrated Development Plan (IDP) projects are often put on hold and creditors such as Eskom, Water Boards and service providers are not paid. This situation affects service delivery standards, fuelling customer dissatisfaction and service delivery protests.

In many cases it is the communities that have the least that bear the brunt of underperforming municipalities. Development projects to improve the quality of life are put on hold, FBS to poor communities become inconsistent to contain the cost of providing this service.

Ultimately, municipalities with poor infrastructure cannot attract investment to grow their local economy. This is a slippery slope for many municipalities.

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In Brief / November 2018

South African local government is feeling the harsh reality of a slow economy, a diminishing tax base due to growing unemployment and inadequate revenue and debt management performance.

Municipalities must change the way they do business; they must become more customer-centric and engage communities with sincerity to find solutions. This will assist in developing a greater political maturity among citizens from various political parties that begin to trust the municipal system and engage in real impactful solutions to nonpayment and development.

In addition, municipalities must ensure that they embark on an exercise to improve their ability to be a key enabler for Local Economic Development and job creation. Being an enabler means building local cohesion between municipalities, community and business that focuses on local job creation. More employed people will result in an increased tax base and more municipal revenue. Special focus must be given to employment for municipal indigent customers as these are the people who will start to pay their bills.

Local cohesion towards a common purpose will only happen if municipal leadership and management can set aside ideological differences, dismiss petty party politics and compromise in the interest of community development.

Municipalities must ensure that they embark on an exercise to improve their ability to be a key enabler for Local Economic Development and job creation.

In Brief / November 2018

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Institutional Capacity Building

#BeTheLegacy

2

018 marked what would have been Nelson Mandela’s 100th birthday. To honour his centenary and the legacy he left behind, people the world was encouraged to engage with and reflect on the life and times of Mandela.

This allowed us to rekindle our common desire to do good and to help the less fortunate in practical ways, motivated by the legacy Mandela left to future generations. To celebrate Madiba’s life, we need to stay true to his ideals, including his unwavering commitment to justice, equality and a non-racial South Africa. All South Africans have a responsibility to promote freedom and defend our democracy in honour of Madiba’s

life-long commitment to these ideals.

Under the umbrella “Be the Legacy”, the Nelson Mandela Foundation has identified four action areas that will be bolstered by supporting programmes and activities: eradicating poverty and inequality, dismantling structural racism, building institutions of democracy and broadening freedom of information.

The message behind these activities is to “find the Madiba in you”. The rationale is that people should never lose sight of our collective desire to do good.

These are some of the ways South Africans commemorated the fallen icons centenary:

The South African Reserve Bank

released limited edition banknotes and coins in honour of Nelson Mandela’s legacy; the honorary

NELSON MANDELA CENTENARY CELEBRATIONS:

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FIND THE MADIBA IN YOU In Brief / November 2018

‘randelas’

are an ode to the former president’s struggle saga, which ultimately led to the liberation of South Africa and an end to apartheid oppression.

Former US president Barack Obama delivered the 16th Nelson Mandela Annual Lecture in Johannesburg on 17 July 2018 - a day before Nelson Mandela International Day. The lecture was themed “Renewing the Mandela Legacy and Promoting Active Citizenship in a Changing World”. A joint statement released by both the Nelson Mandela and Obama Foundations said, “The Nelson Mandela Annual Lecture will focus on creating conditions for bridging divides, working across ideological lines, and resisting oppression and inequality.”

The Mandela Presidential Centre, which is expected to be ready for business in 2019, will see the conversion of Nelson Mandela’s primary residence into a place of scholarship and reflection. The aim is to create a place that will provide visitors with additional insights into the Mandela Heritage.

The National Department of Tourism has invested R10 million towards destination enhancement. The project will involve the digitisation of heritage archive of Robben Island, where Nelson Mandela and other political activists were imprisoned.

In Brief / November 2018

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Socioeconomic Development

5 SERVICE PROVIDER PROFILE:

FLASHING LITES

Flashing Lites, one of Kagiso Trust’s service providers, is a thriving black-owned photography and film studio. Their team of world-class photographers, fashion stylists, and makeup artists are driven by originality and excellence.

Chulekazi Charlie sat down with Hlekulani Maluleke, to know more about his business.

1

How did you get your idea or concept for the business?

Once upon a time in 2001, I had a friend who owned a Kodak point-and-shoot film camera. He was, in my view, underutilizing this camera, and so I borrowed it from him but I never returned it. It was in those days that I started making money from taking photos. Many years later I then formalised it as a full-time business.

2

What are some of challenges you faced as a start up?

As a start-up, the usual challenge of not having enough money to run the business like a proper business was my major challenge.

Hiring the wrong people was another set-back. Partnerships with people that promise to give you ‘exposure’ instead of paying the price for your services.

Poor family support for the business was another challenge, many of them had never seen anyone make a serious business from photography.

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In Brief / November 2018

3

To what do you attribute your success?

Spousal support ranks very high in determining the success of a startup business. So, my spouse is by far my number one source of all that has contributed to my success.

And then there’s relationships with key people, clients, partners, supporters of the business.

There’s also something God-given inside me that keeps me moving forward even when it doesn’t make sense.

4

How did you make it through the critical first 3 years of your business?

Spousal support, turning clients into family, business efficiency through technology and hiring the right people.sense.

How many employees do you currently have and what attributes do you look for in an employee?

We have four employees. We always look for people who appreciate working in a boutique set up like ours, meaning they will be doing just about everything in the business as compared to larger companies.

Skills are very important to us but they are nothing without a great attitude to clients and colleagues as well as other people in general, so we always look for these kinds of people.

7

What is unique about your business?

We are a boutique visual content production studio with special focus on a) commercial photography b) corporate films c) live streaming d) motion graphics and e) virtual reality. Being boutique means that we are very agile, and we can turn around projects in no time.

9

Skills are very important to us but they are nothing without a great attitude to clients and colleagues as well as other people in general, so we always look for these kinds of people.

If you had one piece of advice to someone just starting out their business, what would it be?

We are in Randburg, near the Multichoice HQ. Just do it! There is more power in doing than talking.

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10

How does your business give back to the community?

We create sustainable jobs that help our staff support their families.

6

What made you choose your current location?

We are in Randburg, near the Multichoice HQ. This is a production hub. Everyone is here.

Because we recently rebranded our business to be more than just a photography business but a full 360-degree visual content production studio, we had to move close to this production hub for great access to market.

8

What are your responsibilities as the business owner?

As the business owner I carry the vision. I have to constantly remind myself of this and avoid getting bogged down in the day-to-day running of the business lest the vision is never realised.

Tell us a bit about your relationship with Kagiso Trust.

Kagiso Trust have been a major client of our business now for the past two years. Our relationship started in 2016 when they were looking for black services providers on Facebook. We promptly responded to their requests and in less than a week we were in business.

Through KT, we have had the certainty of regular work which is vital for a small business with the usual challenges of cash flow. Kagiso Trust is also one of a few corporate clients we have but we can certainly say with confidence that they are our most important client because of how they relate to small businesses through their developmental approach. They are always on time with their weekly payment runs and this is very important to us. They have exposed us to other clients through their work with various stakeholders in the development agenda. We are eternally indebted to them for their contribution to our growth and success we have enjoyed so far.

In Brief / November 2018

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Socioeconomic Development

JOBS SUMMIT 2018 Chulekazi Charlie takes a look at the key outcomes of the Jobs Summit and its implications.

I

n October, South Africa hosted the 2018 Jobs Summit. President Cyril Ramaphosa had, earlier in the year, highlighted in his State of the Nation Address that jobs, especially for the youth, will be at the centre of the 2018 national agenda.

It is estimated that global demand for fresh produce could increase South Africa’s horticultural trade from R54 billion to R90 billion by 2030.

The Jobs Summit brought together government, business, labour and community organisations to help assist advance job creation. The platform provided for open discussion on the challenges faced by each social partner in the creation of jobs.

The agriculture and agro-processing value chain, as set out in the NDP, is one area that has great potential. It is estimated that global demand for fresh produce could increase South Africa’s horticultural trade from R54 billion to R90 billion by 2030. Interventions made by government within this space include, the procurement of new hectares under black ownership and redirecting expenditure to black-owned and women-owned farmers, producers and processors.

For our country to prosper, we need to promote the concept of inclusive growth and push for a level of collaboration across all sectors of the economy in attempt to reverse the situation, and this cannot be a crisis solved by government alone.

The country’s dreadful jobs situation is reflected in the Quarterly Labour Force Survey released

by Statistics South Africa. It shows that despite growth in employment during the quarter, the rate of unemployment rate was 26.7 per cent, predominantly amongst the youth.

For our country to prosper, we need to promote the concept of inclusive growth and push for a level of collaboration across all sectors of the economy in attempt to reverse the situation, and this cannot be a crisis solved by government alone.

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In Brief / November 2018

In addition to government initiatives, Agbiz and the Banking Association of South Africa have developed a blended finance model designed specifically to make additional funds available to assist potential redistribution beneficiaries to access capital.

In his opening, President Cyril Ramaphosa stated, that unemployment in this country is the product of an economy that for several decades has been starved of any meaningful investment in its human capital, where most people have been denied the opportunity to own assets or develop skills.

the country millions of jobs and much economic capacity.

The structure of South Africa’s economy was built on the extraction of minerals, where ownership and control are highly concentrated, and remains largely untransformed. As a result, the decline of the mining industry and manufacturing has cost

Furthermore, it has devastating effects on families and communities, eroding people’s dignity and contributing to social problems like poor health, poor education outcomes, substance abuse and crime.

Unemployment continues to be the greatest challenge facing our country, it diminishes our ability to eradicate poverty, tackle inequality and improve the lives of the working class and poor.

Additionally, through specific economic reforms, government has committed to unlocking opportunities in sectors of the economy that have great potential for growth. These include mining, oil and gas, tourism and telecommunications.

In closing the President concluded, “South Africa needs a new approach to growth and development – one informed by our collective interest and which harnesses the capabilities of all social partners who should see themselves as being irrevocably committed to creating a prosperous society where all our people live a better life in peace and harmony.”

In Brief / November 2018

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Financial Sustainability

MAKING IT PAST

YEAR 3

1

T

he current economic and technological climate is demanding more participation from entrepreneurs. However, being an entrepreneur not easy. Starting a business that can ultimately be profitable and contribute to socioeconomic development is but a dream if these businesses are not financially sustainable.

This can be very scary. So, what can entrepreneurs do to help their small business past the critical third year? Here are a few survival tips.

is always a good idea, whether [you are] launching a new business or embarking on a new product line.” – Jayshree Naidoo, Standard Bank incubator head and a 20year entrepreneurship industry veteran.

SMMEs surveyed said

mentorship, business tools and incubators

could help them overcome these challenges (2016 SMME Insight Report) It’s typical for the vast majority of small businesses to be local not only in location but in marketing focus. In hard times, looking beyond the regular

boundaries of your business is good business.

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In Brief / November 2018

3

Lean Startup

methodology – starting small, and learning as the business grows.

Set Clear Boundaries

From about 3-years old your child should manage their own allowance every month. Set clear boundaries on what your expectations are. For example, at least 10% should go towards savings or to a nonprofit.

Once they are used to the idea of how money works, they might be ready to comanage their bank account.

Colleen Khaba – Mother, Principal (Shine Your Light Nursery School)

Money is Earned

4

Whenever my 16 year-old niece asks for money, I tell her to either wash my car, or takkies, some chore. She has started to get part-time jobs during school holidays. So whatever money she gets she saves it to get a new cellphone. That is her goal for this year.

So in a nutshell, children need to know that money is earned and when it is earned, they understand the value of money and take better care of it.

The business

incubation process improves the survival rate

The key to salvaging any business in hard times isn’t to reduce your marketing activities but to replace them with low-budget marketing.

Low-budget marketing includes tactics such as PR, networking, public speaking, online marketing and more.

2

My fiancé, Lwando, and I teach our soon-to-be three-year old daughter, Peloyami, to touch, count, differentiate, purchase and collect money that she gets given as an everyday part of her life.

Dineo Mahao – Mother, Teacher, Counsellor and Entrepreneur (wecreate.za and Retro Booiz)

Utilise

of startup companies by assisting them to become financially viable, usually within two to three years (the Gordon Institute of Business Science and FNB’s Entrepreneurial Dialogues State of Entrepreneurship in South Africa report)

Start Young

Peloyami also gets to give money to those who are in need. This is so that she learns to open her hand to give and therefore be open to receiving more in that open hand. We tell her the universe has an abundant amount in return – money is meant to flow.

Almost 80% of small businesses fail within their first three years. Within the 27 Seda (Small Enterprise Development Agency) incubators (in operation), the survival rates are in the region of 84% to 97% in the first two years of operation.

Market research

T

eaching our children about money demands more than giving them pocket money. Breaking the cycle of poverty and nurturing financially independent adults is not easy, but it’s possible.

THINGS TO TEACH YOUR CHILD ABOUT MONEY

Mothusi Boikhutso – Mother, Aunt, Education Programmes Administrator (Kagiso Trust)

5

Save

Parents should start saving for their children’s education – and let them know you are doing this.

The initial contribution does not have to be significant. The key is to start contributing as early as you can, even immediately after your child is born. Time flies. What is amazing is that we do not think twice when we spend on entertainment on Fridays and this costs a fortune. When we think of insurance policies and education trusts, however, we regard them as expensive or we procrastinate.

Needs vs Wants

Developing and cultivating a culture of saving in children is an important part of early childhood development. This is because it provides a solid foundation for later knowledge on how to deal with financial matters such as saving and spending. The most important lesson for children should be discussing the difference between needs and wants. This is the first step towards developing and cultivating a culture of saving. It helps them understand the allocation of money between what is necessary and what is desired.

This also teaches them that we are all faced with a decision of allocating resources between competing interests.

More importantly, it teaches them that you won’t always get what you want because of limited resources which you must spread between needs and wants. To get what you want, you have to save money for it.

Siyanda Jonas – Manager: Research, Strategy & Knowledge Management (Kagiso Trust)

Mzomhle Nyenjana – Husband, Father, Chief Financial Officer (Kagiso Trust) In Brief / November 2018

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OUR FOOTPRINT GAUTENG

MPUMALANGA

Programme: KERPEF Beneficiaries: Sandwich Baron; Jimmy’s Killer Grill and Fish & Chips

Programme: KERPEF Beneficiaries: Thembeka Sales and Logistics

Programme: Education Conversations Partner: University of Johannesburg Programme: KT Leverage Fund Beneficiaries: SACC Programme: Kagiso Trust Consultancy Client: Gauteng CoGTA

NORTH WEST Programme: KERPEF Partner: Matrix Computers

FREE STATE Programme: KERPEF Beneficiaries: OBC Chickens Programme: BNSDP Beneficiaries: 166 schools Programme: KST Beneficiaries: 221 schools Programme: EMSP Beneficiaries: 52 students including 2016 intake of 15 students

KAGISO TRUST 27 Scott Street, Waverley, Johannesburg, 2090 www.kagiso.co.za info@kagiso.co.za +27 11 566 1900

KWAZULU-NATAL Programme: KERPEF Beneficiaries: Sparkling Auto; ACDC Electrical Supplies

EASTERN CAPE Programme: Beyers Naudé Memorial Lecture Partner: Nelson Mandela Metropolitan University