Dr Godwin Khosa

From the CEO’s Desk

The year 2023 presented a significant milestone in the journey of the National Education Collaboration Trust. The organisation celebrated 10 years of social capital building for education improvement since it was founded on the 16th of July 2013. We have made great strides in mobilising a network of 120 partners to strengthen the capacity of government to realise the education goals of the National Development Plan (NDP). Through your contribution and support the organisation was able to reach and impact 22 800 schools (90%) and 115 000 (25%) of teachers and school managers nationwide.

To mark the 10th anniversary celebrations, the organisation convened a 2-day National Convention on the 11 – 12th September to reflect on the role of collaboration in enhancing education reform efforts in South Africa. Valuable insights and recommendations were put forth and received from different stakeholders on sustainable education reform efforts, which provided a roadmap for the NECT.

Looking beyond this year, the NECT Board Trustees extended the mandate of the organisation beyond the initial 10-year lifespan. To this, senior management dedicated efforts towards the reconfiguration of the organisation that will meet the future needs of education reform and improvement. The new structure has come into effect in November 2023 and was distilled into three Divisions as follows:

  • Division 1: Schools and District Systems
  • Division 2: Systems Capacity Support and Advisory
  • Division 3: Social Compact Building and Partnerships

The detailed strategy is enclosed in the newsletter.

The NECT would like to express its gratitude for your continued collaboration and support during the year. As we head into the festive season, I take this opportunity to wish you a joyous holiday season and a prosperous new year.

Sincerely,

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NECT STRATEGY AT A GLANCE: 2023 - 2033

Mission Icon
MISSION:

Mobilise National Capacity to Assist Government to Achieve Distinctive, Substantial, and Sustainable Improvements in Education.

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OUR MASSIVE TRANSFORMATION PURPOSE:

Identify Opportunities & Create Platforms for Future Collaborations which will Benefit

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13 million learners
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Over 400,000 teachers

Organisational Values

Assets
Agile:

Fostering a Culture of Quick, Adaptable, and Relevant Responses.

Integrity
Integrity:

Embracing Transparency, Honesty, Consistency, and Fairness.

Entrepreneurial
Entrepreneurial:

Pioneering Proactive and Innovative Problem Solving.

Respect
Respect:

Valuing Others through Empathy and Consideration.

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Division 1:
Schools and District Systems
Strategic Intent

Strengthen District Capacity: Through the implementation of the Integrated District Improvement Plan (IDIP), the objective is to enhance district-level systems, processes, and culture that helps districts to facilitate substantial improvements in teaching and learning outcomes, particularly emphasising foundational languages, mathematics and learner wellness

Success Indicators
  1. Improved curriculum delivery, quantifiable by academic performance metrics in schools, measured by clearly defined performance indicators, such as learner outcomes, teacher engagement, and resource utilisation.
  2. Enhanced implementation and monitoring connections, assessable through streamlined feedback loops and reporting mechanisms.
  3. High-functioning districts as proven effective platforms for education improvement initiatives, measured through effective planning, implementation, monitoring, feedback and reporting.
Sub-Divisions
  1. Integrated District Improvement Program (IDIP)
    Enhance district capabilities for effective operational planning, monitoring, and feedback mechanisms to implement initiatives that improve school functionality and elevate the quality of education in reading, mathematics, and science.
  2. Program Testing and Design (PDT)
    Conceptualise and pilot innovative solutions to address systemic challenges.
  3. Monitoring, Research, and Feedbackn(MRF)
    Strengthen district capacity in collecting, analysing, and utilising critical evidence for informed decision-making, while providing support for feedback processes.
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Division 2:
Systems Capacity Support and Advisory
Strategic Intent

Boost the state’s sustainable ability to meet both immediate and future educational needs by identifying, engaging, and injecting vital technical skills within the Department of Basic Education (DBE), offering well-planned project management and support for effective responses to educational requirements, and facilitating discussions on education policy in light of future trends and their potential impacts on the South African Education Sector

Success Indicators
  1. Increase in the engagement of technical expertise into the education system.
  2. Increased capacity building to bolster the state’s ability to provide quality education.
  3. Generated insights and platforms for the education system to participate in discussions regarding the future of education and its impact on the South African education system.
Sub-Divisions
  1. Integrated District Improvement Program (IDIP)
    Enhance district capabilities for effective operational planning, monitoring, and feedback mechanisms to implement initiatives that improve school functionality and elevate the quality of education in reading, mathematics, and science.
  2. Program Testing and Design (PDT)
    Conceptualise and pilot innovative solutions to address systemic challenges.
  3. Monitoring, Research, and Feedback (MRF)
    Strengthen district capacity in collecting, analysing, and utilising critical evidence for informed decision-making, while providing support for feedback processes.
Division Icon
Division 3:
Social Compact Building and Partnerships
Strategic Intent

Design and execute visionary platforms and initiatives that galvanise stakeholders in advancing education views and promoting the initiation of targeted investment partnerships to support specific programs and projects

Success Indicators
  1. Number of enhanced and quality of sustained relationships.
  2. Participation and engagement from critical stakeholders.
  3. Total value of secured investments, encompassing both financial and nonfinancial contributions.
  4. Improvement in actionoriented sector collaboration, quantifying the extent of progress achieved.
Sub-Divisions
  1. Education DialogueSA
    Provide a platform for meaningful engagement among stakeholders, including teacher unions, student organisations, civil society groups, private sector organisations, and the Government.
  2. Investment Portfolios
    Leverage NECT’s strategic position, mandate, and social capital resources within the sector to effectively mobilise and coordinate resources, including establishing strategic partnerships to address priority challenges in the education system.

TABLE OF CONTENTS

Page 1

Exploring a macro indicator system for Post 2024 Education Reform and Improvement

Page 2

Minister Angie Motshekga provides update on Basic Education during Civil Society Forum

Page 3

Pilot Study Reveals Key Insights into Teaching and Teacher Education in South Africa

Page 4

Education MEC's Champion Reading through Book Clubs