DGMT Strategy 2017-2021 Detailed

Imagine a South Africa where every person has the opportunity to fulfil their potential‌

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The legacy of Douglas and Eleanor Murray

Invest in South Africa’s potential

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CONTENTS A flying nation ............................................................................................................................................... 2 The next big push to lift-off .......................................................................................................................... 4 Paths to success for young people in South Africa .................................................................................... 6 10 powerful opportunities for South Africa to fly...................................................................................... 7 1

Drive public innovation by reigniting civil society ................................................................................ 11

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Release the systemic chokes on innovation that are perpetuated by exclusion ................................. 15

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Create unlikely networks to stimulate positive change ....................................................................... 19

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Give every child the benefit of early childhood development ............................................................. 23

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Stop nutritional stunting among children under two years ................................................................. 27

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Make sure every child is ready to read by the time they go to school ................................................ 31

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Build simple, loving connections for every child .................................................................................. 35

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Place failing schools 'under new management’ so that children can succeed .................................... 39

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Create new connections to opportunity for young people.................................................................. 43

10 Support young people to keep their grip on opportunity.................................................................... 47 Our way of working: Commission, communicate, connect ........................................................................ 50 Our approach to communication: Frame possibility .................................................................................. 51 Our approach to funding: Grow investor coalitions ................................................................................... 52 An inspired and effective team, board and staff ........................................................................................ 53 Who we drew on to shape this strategy ..................................................................................................... 54

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Five-year strategy 2017-2021 DGMT is a public innovator committed to developing South Africa’s potential through strategic investment.

We see our role as: > commissioning projects that can seize opportunities for success; > communicating those opportunities in ways that inspire leadership and action; and > connecting people of like and unlike mind, who are committed to the same goal.

Through this, we aim to be a national node of innovation – informative, substantive, engaging, inspiring and transformative.

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A flying nation Our goal for South Africa is a flourishing people, economy and society. That is our understanding of a flying nation.

A flying nation makes great use of its resources and infrastructure, but at its heart, are a people who know how to fly high. They have both the technical know-how and the mindset to fly high. They also know how to relate to one another, because disaster strikes when we fly blind to the needs and aspirations of others. A deeply unequal nation has little prospect of long-term success.

That is why the core of DGMT’s work is human development. We come from a past where the potential of most of the country’s people was ignored. The effects of that past continue to exclude people and choke innovation. We also have not made the most of the opportunities that democracy has brought about. Our nation won’t get off the ground if the majority of people are left behind. We must now harness our entire talent pool for a more innovative and inclusive society.

The navigation tools for our Countries that flourish have nation to fly high developed the know-how to get things done. They know how to > The know-how to get things done. draw on local and global > A culture of empathy that values every person. knowledge to customise solutions > A positive mindset that inspires action. for their country. They know how to plan and implement those plans successfully, which in turn stimulates their economies. That creates jobs and provides more money for basic services. It enables them to better tap into global knowledge networks, which further stimulates their economy and enriches individuals and the nation as a whole.

But that’s not enough to sustain national development. The history of South Africa and the experience of the rest of the world tell us that extreme inequality is bad for society – and ultimately bad for the economy as well. It prevents countries from capitalising on their entire talent pool and leads to social friction and crime. Redistributive strategies like taxation can reduce the effects of inequality, but South Africa’s experience is that it’s not just about money; it’s also about how people relate to each other. If people feel devalued, they can become angry or demoralised. A widespread attitude of ‘every-manfor-himself’ leads to a culture of greed and despair. We also need a national culture of empathy.

We live in a country of massive opportunity and untapped potential. We don’t need to be bogged down in corruption and indifference. There are enough people in South Africa who have hope and optimism, and are determined to help our nation achieve its full potential. We must build a national mindset of optimism and innovation.

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People strategies for a flying nation

The next big push 3

The next big push to lift-off THERE’S UNTAPPED OPPORTUNITY > The birth of democracy gave South Africa a huge boost. Our people, economy and society are better off than in 1994. But in the past few years, progress has slowed.

> We have the money and the infrastructure for our country to reach great heights, but too often we seem stuck on the tarmac! We have not used our resources effectively to create a wellmaintained and substantial ‘runway for lift-off’.

> Not only that, but we have failed to build the human capital that is the engine for economic growth and development. In particular, we have failed our children and young people, who are the very source of human capital.

> There are many opportunities – many we’ve ignored up until now – that keep jumping out at us.

We need to seize the obvious untapped opportunities that would open up possibility to everyone.

It is now time for the next ‘big push’ to lift-off.

RUNWAY TO SUCCESS The runway to South Africa’s success is an innovative and inclusive society – able to see and seize opportunities and ensure that no one misses out on the benefits of a growing economy. Innovation and inclusion often work in different directions – enriching a few while the majority miss out. We see three opportunities to bring them together in South Africa: by building civil society (already focused on social justice) as a social innovator; by creating ‘unlikely networks’ across business, civil society and government – and across race and class; and by tackling those factors that choke innovation by excluding people because they cannot pay to participate, are physically disabled or excluded for other reasons.

OPENING THE FLIGHT GATES TO ALL The source of human capital is young children. There is potential for success in every child – even those from the poorest home circumstances. Statistically speaking, however, we can predict which children will flourish. It’s those that have successfully passed through two gateways as they grow up, namely being on track by Grade 4 and getting their first decent job. If children are still ‘on track’ by Grade 4 – able to read and do basic maths at the expected level – they will generally stay on track to Grade 9 and then successfully complete schooling.

If they complete schooling, they are more likely to enter higher education or vocational training, and hence more likely to find work. Although there is still labour market value in completing Grade 12, it is becoming less reliable in predicting future employment; not because underperformers at school are finding their way into alternative pathways to work – only 1% of school non-completers end up in

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vocational training institutions – but because Grade 12 is not a strong enough signal to employers that those who complete it are ready for work. The main value of Grade 12 is in opening doors to further education and training.

In other words, completing Grade 12 is not the primary gateway to success. Grade 4 is the critical gateway to success. Analysis of the Annual National Assessments (ANAs) shows that most of the damage to the future prospects of our children is already done by Grade 4. If children have already lost their way by Grade 4 – cannot read or do basic maths – their chances of doing well in all spheres of life are much lower.

Then, if you get work experience within the first few years post-schooling, you’re likely to remain employed. If you don’t, you’re far more likely to be jobless for life – or at least to never get decent work. Of course, having work is no guarantee of personal happiness. But material wellbeing – enough money for health, education and leisure – opens up opportunities in life, and is associated with greater personal fulfillment. Nationally, higher levels of employment generate economic growth and development. Yet, by age 25, half of our young people are no longer in education; neither are they in employment or training.

Globally, youth unemployment is increasing as technology replaces labour, and there is increasing pressure on young people to be self-employed entrepreneurs. However, entrepreneurs most likely to succeed are not inexperienced with incomplete schooling or recent graduation, but rather people with specific work experience and practical knowledge. Even in a changing labour market with fewer guarantees of salaried work for life, that first decent job is a critical gateway to success.

The ‘flight gates’ are currently closed to half of our children and young people. They must be opened to all.

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Paths to success for young people in South Africa ONE HALF MAKE IT

ONE HALF DON’T

Steady employment for life

Piece work or too discouraged to look for work

A first decent job by age 25

University education

Not in employment, education or training by age 25

Vocational training institutions

50% Drop out of school

10%

13%

Fail Grade 12

Pass Grade 12

Bachelors Pass Grade 12

40% 17%

33%

17%

Pass 1/3 Grades 9-11

Fail Grades 9-11

On track by Grade 4

Off track by Grade 4

33%

66%

Great potential at conception 6

10 powerful opportunities for South Africa to fly Nurture an innovative and inclusive society THE RUNWAY TO SUCCESS WHAT

WHY

1. Drive public innovation by re-igniting civil society.

Reliance on State funding has sustained many civil society organisations and created partnerships for service delivery, but has dampened their role as agents of social change. Re-igniting the creativity and community responsiveness of civil society could generate new solutions.

2. Release the systemic chokes on innovation that are perpetuated by exclusion.

There are some ‘easy wins’ that keep being overlooked, but which could open new possibilities for national development.

3. Create unlikely networks to stimulate positive change.

Apartheid’s legacy still divides us, and new coalitions across class, race, business, government and civil society would unlock hidden talent and release fresh thinking.

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Keep all children on track by Grade 4 FLIGHT GATE 1 WHAT

WHY

4. Give every child the benefit of early childhood development.

ECD is the most powerful investment in human capital that a country can make.

5. Stop nutritional stunting among children under two years.

Zero-stunting would allow a million more young children to thrive each year and increase GDP by at least 2%.

6. Make sure every child is ready to read by the time they go to school.

A fully literate nation could boost the size of our GDP by 25%.

7. Build simple, loving connections for every child.

‘Ordinary magic’ – parental love, having other caring adults in a child’s life and modest connections to opportunity – can help a child to succeed even in the face of poverty and adversity.

Enable all young people to get their first decent job FLIGHT GATE 2 WHAT

WHY

8. Place failing schools ‘under new management’ so that children can succeed.

New management in failing schools could turn them around, giving new hope to the half of all learners entering Grade 1 who will otherwise fail to complete school.

9. Create new connections to opportunity for young people.

New connections would enable young people to leapfrog some of the barriers to employment that are actually quite small, but which prove insurmountable to them.

10. Support young people to keep their grip on opportunity.

Tens of billions of Rands could be saved each year by preventing school, college, and university drop-out, and enabling young people to stick with their first job, despite home and work pressures.

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SEIZE THE OPPORTUNITIES It takes time to develop human capital, but there are obvious opportunities for accelerated growth that we must seize. These opportunities are the basis for DGMT’s fiveyear strategy.

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NURTURE AN INNOVATIVE AND INCLUSIVE SOCIETY

1 Drive public innovation by reigniting civil society Passionate, imaginative, critical thinkers are civil society’s greatest assets. But over the past two decades, some of that energy and creativity has dissipated. Some movers and shakers went into government in the early nineties, and many have moved on since then. Others have struggled to develop and retain an emerging leadership as funding from international donors has declined.

Reigniting the creativity and community responsiveness of civil society could generate new solutions.

Some are battle-weary from the daily struggle of trying to meet the enormous needs of the communities they serve, while at the same time facing late payments from government contracts.

Despite these challenges, there are many organisations that have shown how innovation can be stimulated by unusual ideas, unlocking doors that constrain innovation and exclude people, and creating unlikely networks that stimulate innovation and build social capital. No matter how large or small, these are the organisations we’d like to support and learn from.

Of course, behind each sparky organisation are sparky people and a sparky mindset! Much of the ‘choke’ on innovation in South Africa is psychological: for reasons related to years of marginalisation and disempowerment, people do not have enough of a ‘can-do’ attitude! We must find ways to stimulate people, organisations and communities to have a sense of pride and aspiration, that will help to further unlock opportunity.

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DGMT’s role in the past five years: Supporting a civil society that is under stress, while promoting innovation.

DGMT has supported several hundred civil society organisations over the past five years, enabling many of them to adjust to a changing funding environment while encouraging innovation and new alliances. Much of our work has aimed to create new impetus for scale and transformation.

On reflection, we have at times been overbearing in our desire for change, even as many organisations struggle for survival. We want to find simpler, less cumbersome ways of supporting civil society organisations that inspire public innovation.

Strategy 2017-2021: Fund specific strategies identified by civil society organisations to make them more effective public innovators even as they retain their focus on those most left out.

FIVE-YEAR GOAL STRATEGY

Evidence that civil society organisations have become more effective in public innovation.

ACTION

OUTCOME (AT FIVE YEARS)

Support innovation within civil society organisations.

Fund organisations and initiatives that share our vision for developing South Africa’s potential, and that have identified and require investment in specific mechanisms for improving their own effectiveness and impact.

At least 30 civil society organisations that can show they’ve become more effective as public innovators.

Stimulate communities to have a sense of aspiration and be proud of what they have.

Support local and sub-national initiatives that build a collective mindset of pride and aspiration (and combat fatalism and demoralisation).

At least three initiatives able to show how communities can be motivated to take pride in themselves and have a sense of real and imminent possibility.

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Innovation is a journey, not a destination

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NURTURE AN INNOVATIVE AND INCLUSIVE SOCIETY

2 Release the systemic chokes on innovation that are perpetuated by exclusion There is so much that can be done to make South Africa a more innovative and inclusive country.

For example, a major hurdle to social innovation is the high cost of mobile data, which limits young people’s connections to opportunity and increases the transaction costs of education and training.

Zero-rating specific mobile services (such as those for education and job-seeking) would reduce the cost of social innovation and diversify the range of information sources available to young people.

People with disabilities continue to be socially and economically marginalised, often through practical challenges like transport. Innovations like UberACCESS provide new possibility to overcome some of these challenges, if a viable economic model can be found to involve the private sector in services often subsidised at high cost by the State.

Other groups – the elderly, and abused women and children – are highly dependent on the efficiency of the State to contract with suitable service providers. Yet, processes of contracting non-government organisations are often inefficient, with little mutual accountability.

Consequently, cash flow crunches have put many NGOs out of business. Similarly, there are often major inefficiencies in State-provided services, which demoralise public servants and undermine the quality of service provision. A major source of discontent is the amount of paperwork.

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DGMT’s role in the past five years: Trying to unlock a few severe chokes on innovation and inclusion.

High cost of mobile data: DGMT has identified the establishment of a social innovation register as a key strategy for unlocking social innovation through mobile technology. Through this mechanism, mobile services for socio-economic development offered by public benefit organisations and government departments could be provided free of charge to the user, with costs to network operators offset by their existing financial obligations for socioeconomic development, i.e. it is a win-win-win solution. DGMT is currently negotiating through the various government departments and with key role-players to facilitate its implementation.

Better transport options for people with disabilities: DGMT is exploring public-private partnerships that would expand access to transport (for work and social life) for people with disabilities. A partnership with UberACCESS holds exciting promise.

Improved contracting between the State and NGOs: Together, DGMT, the Department of Social Development and National Treasury are finding ways to improve the efficiency of contracting between the State and NGOs.

Strategy 2017-2021: Unlock the chokes that stifle innovation and exclude people from fully participating in society.

FIVE YEAR GOAL STRATEGY

Develop mechanisms for unlocking at least four chokes on innovation or inclusion, at national or local levels.

ACTION

Reduce the costs of Establish, with Government, a mobile data for sociosocial innovation register to economic development. enable zero-rating of mobile services that provide information or link people to opportunities.

OUTCOME (AT FIVE YEARS) Zero-rated mobile services provided by public benefit organisations and government departments across South Africa.

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FIVE YEAR GOAL STRATEGY

Develop mechanisms for unlocking at least four chokes on innovation or inclusion, at national or local levels.

ACTION

OUTCOME (AT FIVE YEARS)

Develop targeted transport innovations that expand access to transport for people with disabilities.

Continue to work with UberACCESS and the City of Cape Town in developing affordable and sustainable transport services for people with disabilities.

Treble the current number of people with disabilities who have access to City of Cape Town public transport or contracted services.

Promote the use of efficient technologybased solutions to reduce the administrative load of public servants.

Design and develop an application for social welfare services that can be integrated into the public welfare system.

Mobile- or tablet-based application developed and used by at least 20 NGOs providing social welfare services on behalf of Government.

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NURTURE AN INNOVATIVE AND INCLUSIVE SOCIETY

3 Create unlikely networks to stimulate positive change Apartheid’s legacy still divides us, and new coalitions across class, race, business, government and civil society would unlock hidden talent and release fresh thinking.

‘Unlikely networks’ activate social capital by building influential new constituencies and idea clusters.i South Africa needs a major realignment of its most influential networks. New constituencies need to form that are not bound by race, class or social allegiances, but by a common commitment to the public good. Networks of trust must now transcend the persistent social, political and economic divides in South Africa.

New economic forces are needed, that break the racial patterns of capital ownership, yet counter narrow forms of financial empowerment and associated entitlements that worsen inequality. New social forces are needed in South Africa – that place high value on life and personal achievement, and promote social cohesion. High rates of crime, HIV and domestic abuse typify a fatalistic society, while widespread unrest across social classes points to serious dissatisfaction with the pace of genuine transformation.

Young people have been at the forefront of much of the resistance – against university fees, poor service delivery and corruption. But often their efforts have been confined to protest, without the means of translating their dissatisfaction into effective change. In India, the Duke University economist Adirudh Krishna found that a network of emerging local social and business entrepreneurs is a pivotal mechanism for upward mobility for both individuals and communities as a whole. The entrepreneurs connect communities to information and resources that create new opportunities and spark innovation. Krishna describes this process as “active social capital”.ii This thinking is behind the Activate! Leadership network, which DGMT has supported for the past five years.

Recently, the business sector has started to play a more proactive role in shaping the national development agenda. In particular, it has mobilised in response to policy uncertainty, corruption

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and problems in tertiary education. Ultimately, business holds the key to creating jobs and may be willing to join in seizing some of the opportunities for economic growth and development outlined in this strategy.

DGMT’s role in the past five years: Nurturing a national network of young leaders committed to public innovation.

Activate! Leadership for Public Innovation: Activate! is a national network of 2 000 young leaders, aged 20-30 years, who are committed to public innovation in South Africa. We aim to grow this network to at least 5 000 by 2020. This ‘unlikely network’ – drawn across race, class, geography and political divides – is becoming increasingly influential in communities across the country and is primed to become a dynamic national leadership that will shape the public space within the next five to ten years.

Strategy 2017-2021: Enhance the effectiveness of the Activate! network and expand alliances with the business sector. > FIVE-YEAR GOAL

>

To embed Activate! as a sustained national leadership cohort in South Africa.

To position business leaders as champions of each of the opportunities for SA to flourish.

STRATEGY

ACTION

Continue to nurture a national network of young leaders committed to public innovation.

Support the continuing development of Activate!

Leadership for Public Innovation as an unlikely network with potential for social, economic and political change.

Join the business sector in seizing the opportunities described in this document.

> >

>

Frame the opportunities in business and economic terms.

Enable business people to experience the potential of children and young people.

Develop joint plans that:

OUTCOME (AT FIVE YEARS) >

> >

At least 5 000 Activators will be part of an active and collaborative network.

Evidence of strong influence in policy issues.

Evidence of continuing involvement of Activators in local community innovation.

Large-scale business involvement in addressing at least five of the ten opportunities described in this document.

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> FIVE-YEAR GOAL

STRATEGY

>

To embed Activate! as a sustained national leadership cohort in South Africa.

To position business leaders as champions of each of the opportunities for SA to flourish.

ACTION

OUTCOME (AT FIVE YEARS)

 leverage the core business of specific businesses (e.g. distribution chains of retailers);  build on the human resource functions of business organisations (e.g. as employers of parents of young children);  mobilise corporate leaders around issues about which they are passionate and understand the links to their businesses.

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KEEP ALL CHILDREN ON TRACK BY GRADE 4

4 Give every child the benefit of early childhood development ECD is the most powerful investment in human capital that a country can make.

There is strong international evidence that sufficient investment in early childhood development (ECD) can significantly improve national educational, health, social and economic outcomes. In terms of human capital development, investments in early childhood are likely to yield the highest returns, because this is the time when the building blocks for one’s entire life course are being laid down and the rate of physical and mental development is at its highest.iii Without this solid foundation, children veer off track by Grade 4.

The Harvard Center on the Developing Child has shown that – in terms of the formation of brain circuitry – sensory pathways, language and cognitive development peak within the first year of life.iv Brain sensitivity for the development of language, self-regulation and executive function is greatest in the first three years of life.v The irony is just how simple the inputs are – love, food, safety and stimulation – that should be non-negotiables for every child.

Of course, ECD is not a lucky charm that protects children for life regardless of future experience.

Poor schooling and other negative factors can still throw off track children who had previously benefited from ECD. But children who have the intellectual and physical benefit of ECD are able to make full use of subsequent investments in their development. On the other hand, children who don’t benefit, constitute a greater economic burden on the State in later life.vi There are roughly five million children under five years of age in South Africa. Unless things change, roughly half of them will never be exposed to any form of out-of-home learning experience, and only a quarter will benefit from quality early learning.vii Therein lies massive opportunity if we defied these predictions and gave every child the benefit of quality early childhood development.

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DGMT’s role in the past five years: Laying the foundations for scaling up quality ECD. Ilifa Labantwana: A partnership with the ELMA Foundation, UBS Optimus, the First Rand Foundation and the South African Government that has shown how early learning services can be provided, managed and funded at scale. It has been instrumental in mobilising substantially more public funding for ECD. SmartStart: With start-up co-investment by the ELMA Foundation and Yellowwoods/Hollard Trust, SmartStart is an early learning social franchise that aims to reach 1 million children per year by 2025.

Reaching these numbers requires major public investment, and SmartStart wants to prove that largescale early learning can be managed effectively – with massive returns on investments in terms of education and economic productivity.

Cape Town Embrace: This initiative aims to connect people across class divides, building connections and social capital for the caregivers of young children who would otherwise be at risk.

Support to ECD resource organisations: DGMT has benefited from many of its implementing partners committed to scaling up quality early child development in South Africa.

Strategy 2017-2021: Build platforms of quality ECD at scale, together with Government.

FIVE-YEAR GOAL STRATEGY Improve access to and use of data for planning and monitoring.

Expand access to early learning to at least an additional 500 000 children in South Africa ACTION Promote the district-based Knowledge, Information and Data Solutions (KIDS) initiative of Ilifa Labantwana.

OUTCOME (AT FIVE YEARS) District and provincial scorecards of key ECD indicators that can be used for planning.

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FIVE-YEAR GOAL

Expand access to early learning to at least an additional 500 000 children in South Africa

STRATEGY

ACTION

OUTCOME (AT FIVE YEARS)

Support national planning for financing and human resources to deliver early learning at scale.

Continue with financial and human resource analysis and planning with national and provincial Treasuries and Departments of Social Development.

>

Design and make available ECD management tools to support quality delivery and enhance systems for scale.

Further develop and promote Ilifa Labantwana toolkits.

Toolkits for centre- and noncentre based management and monitoring available and used in all districts.

Demonstrate a programme mechanism for rapid scale-up of quality services.

Support social franchise mechanisms like SmartStart and EarlyBird educare@work (Innovation Edge).

250 000 children in SmartStart programmes by 2021.

Generate greater and more informed demand for early learning services.

Develop public communication and Exposure of at least 1 million community-based advocacy parents to Love, Play, Talk. programmes through the Love, Play, Talk campaign.

Innovate solutions to specific early learning challenges.

Support the Innovation Edge.

>

Provision in the Mediumterm Expenditure Framework for funding for 500 000 more children.

Human resource provisioning plan adopted by all relevant departments.

Thirty projects funded by the Innovation Edge, with at least a third having direct application at scale.

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KEEP ALL CHILDREN ON TRACK BY GRADE 4

5 Stop nutritional stunting among children under two years Zero-stunting would allow a million more young children to thrive each year and increase gross domestic product (GDP) by at least 2%.

In terms of measures of human development, children’s height at two years of age is the best predictor of adult human capital. Stunted children perform worse at school and are less economically productive as adults.viii According to the World Bank, a 1% decrease in adult height results in a 1.4% decrease in labour productivity and stunting knocks off about 2-3% of GDP in the most severely affected countries.ix Maternal under-nutrition (as represented by low birth weight babies) accounts for about 20% of stunting.x With a low-birth-weight rate of 13% and a fifth to a quarter of children stunted,xi early malnutrition accounts for at least 1% of GDP lost to South Africa. That’s a minimum of R40-billion wasted every year.

Obviously the ideal is to prevent nutritional stunting in the first place, but the good news is that catch-up growth is possible within the first two years of life. Encouragingly, if stunted children receive extra food and intellectual stimulation, their lifetime earnings potential can increase by 25-40%.xii But the remedial value of interventions to combat stunting is limited after two years of age.xiii High levels of stunting in a middle-income country should be seen as a major embarrassment.

South Africa’s commitment should be nothing less than zero-stunting from poor nutrition.

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DGMT’s role in the past five years: Supporting a good example of an effective nutrition programme, but we’ve not done enough!

Philani Health & Nutrition Programme: Working in the Cape Town metro and rural Eastern Cape, Philani has demonstrated that mentorship of pregnant and new mothers, together with food supplementation when required, can improve child growth.

Through Ilifa Labantwana, DGMT has sought to ensure that adequate nutrition is part of an essential package of early childhood development. But it has contributed little to the development and implementation of a national nutrition strategy for children under five. This is a glaring gap in our commitment to young children in South Africa, which we want to fill in the next five years.

Strategy 2017-2021: Drive a national zero-stunting campaign.

FIVE YEAR GOAL

Reduce the prevalence of stunting among 0-5 year olds from 20% to 16%

STRATEGY Mobilise a national response of State, civil society and business to halve the prevalence of stunting of 0-5 year olds within a decade.

ACTION >    



Drive a national zero-stunting campaign: Frame the opportunity of a country in which no child is stunted.

Drive a national media and advocacy campaign related to key strategies for zero-stunting.

Mobilise a national network of leaders across society.

Engage with key Government departments to improve the service response to children crossing height centiles and to strengthen a homepackage of nutrition support.

Use nodes of good practice to support and train health workers.

OUTCOME (AT FIVE YEARS) Reduce the prevalence of stunting among 0-5 year olds from 20% to 16% (note: normal statistical prevalence is 2.9%; stunting reduction will be slow in first years as already stunted cohorts grow older but still factor in prevalence calculations).

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Stunting is not just about lack of food.

Mothers and babies require food, care, and a healthy environment environment.

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KEEP ALL CHILDREN ON TRACK BY GRADE 4

6 Make sure every child is ready to read by the time they go to school A fully literate nation could boost the size of our GDP by 25%.

A 2010 study by the Department of Economics at the University of Stellenboschxiv concluded that the GDP per capita in South Africa would be around 23% higher if all South Africans were sufficiently literate to participate in the formal economy. They estimate the loss to GDP in the order of R550-billion per annum. That may be an overestimate, but even half that benefit would equal the national public spending on basic education.xv The basis for both literacy and mathematics attainment is language development achieved through parental interaction, reading and storytelling. Numerous studies have found associations between pre-school language attainment and the ability to learn in school.xvi But reading is not just about doing well at school and promoting economic growth. The ability to read and comprehend builds social cohesion and innovation by building empathy, critical thinking and imagination. These factors are at the heart of a stable nation.xvii Of course, it is of little value if children are well-prepared to read by the time they go to school and then we fail to capitalise on it. For that reason, we must support foundational skills in literacy and numeracy to ensure that all children are on track by Grade 4.

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DGMT’s role in the past five years: Promoting a national culture of reading-for-joy.

Nal’ibali: A national campaign promoting reading-for-joy and access to stories and books for children on radio and in print. A recent funding commitment from USAID is moving Nal'ibali into a new phase of visibility and impact.

FunDza: Stories for young people, many written by young people themselves, available on mobile phones. FunDza has a regular readership of 60,000 a month.

WordWorks: A resource organisation for literacy in South Africa, which has developed training and toolkits for teachers and volunteers alike. All Grade R teachers registered with the Western Cape Education Department have been trained.

COUNT: Family maths workshops in rural KwaZulu-Natal, enabling families to support their children’s numeracy development together with teachers. Over 4,800 children participate.

Community Work Programme (CWP): Through a variety of implementing partners, DGMT has enabled CWP participants to play a meaningful role in the literacy and numeracy development of over 18,000 children.

Support to other resource organisations: DGMT has learnt from the experiences of many implementing partners committed to foundation phase literacy and numeracy.

Strategy 2017-2021: Drive home the power of reading. > FIVE-YEAR GOAL

>

Increase the proportion of parents who read to their children from 15% to 30% Foundation phase literacy and numeracy improved in at least 1 000 primary schools

STRATEGY

ACTION

OUTCOME (AT FIVE YEARS)

Mobilise a national campaign to increase the practice of reading and to expand access to reading materials.

Drive a national campaign to promote reading-for-joy (Nal’ibali) of sufficient scale, intensity and longevity to change reading behaviour in South Africa.

25% of children under 12 years of age have had face-to-face exposure to Nal’ibali and 67% of the population have had media exposure.

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> FIVE-YEAR GOAL

>

STRATEGY Improve the quality of foundation phase numeracy and literacy.

Increase the proportion of parents who read to their children from 15% to 30% Foundation phase literacy and numeracy improved in at least 1 000 primary schools ACTION

>

>

Support development of numeracy and literacy tools and resources to be made widely available.

Explore catch-up literacy and numeracy options for young people.

OUTCOME (AT FIVE YEARS) Improved literacy and numeracy outcomes in 1 000 ‘story-powered’ schools.

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KEEP ALL CHILDREN ON TRACK BY GRADE 4

7 Build simple, loving connections for every child ‘Ordinary magic’ – parental love, or having other caring adults in a child’s life and modest connections to opportunity – can help a child to succeed even in the face of poverty and adversity.

Some children manage to thrive, despite adversity. Part of this characteristic is intrinsic, but it can be nurtured by the most basic elements of love, care and connectedness. The American psychologist Ann Masten calls this the ‘ordinary magic’ that can build the resilience that enables children to succeed.xviii What happens in the home in the first two years after birth largely shapes whether children are still on track by Grade 4. Public services are essential, but not enough for child development. We should not lose sight of the fact that most vulnerable children live in households that are economically fragile and socially marginalised. It is these household and family factors – rather than a lack of access to health and social services – which place children at the greatest cumulative risk. The majority of children in South Africa live in single-parent households, usually with their mothers who struggle to cope with child-rearing and job-seeking at the same time. Drug and alcohol abuse in poor communities is also a major cause of child vulnerability.

There is opportunity to build resilience among children living in poverty by developing parental agency and by creating new ‘social capital’ in vulnerable households. Ironically, it is easier to design public services than to ensure that infants have the basics of love, food, security and stimulation.

We must find ways to create ‘ordinary magic’ for children who otherwise have little chance of staying on track by Grade 4.

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DGMT’s role in the past five years: Trying to find new ways to reduce child vulnerability in the home.

Cape Town Embrace: An ambitious initiative to connect thousands of Capetonians across class and race divides in support of children at risk. Embrace has not achieved its intended scale – people are scared of connecting with others they don’t know – but it has foregrounded the importance of the first 1 000 days in the minds of policy-makers and many communities.

Ububele: A psycho-social support programme in Alexandra township has built the knowledge and connections of socially dislocated mothers.

Perinatal Mental Health Programme: Support for vulnerable mothers during pregnancy and after birth has enabled depressed mothers to cope better, leading to better child health and well-being.

Strategy 2017-2021: Find ways of providing and scaling effective support to young children at home.

FIVE-YEAR GOAL

Demonstrate effective mechanisms for reducing child vulnerability in the home

STRATEGY Develop and test different models for increasing the social capital of families of children at risk.

ACTION >

>

>

OUTCOME (AT FIVE YEARS)

Review and refocus Cape Town > Embrace to capitalise on its strategic strengths.

Work with the City of Cape Town in promoting it as a ‘City for > Children’ – building systems of support and access to opportunity.

Explore other strategies, linked to > the zero-stunting campaign, to reduce child vulnerability through social networks and links to other resources.

Viable models of support at household level that reduce childhood vulnerability.

Political and public recognition of Cape Town as a ‘City for Children’.

Networks of support mobilised across business and civil society to reduce child vulnerability.

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FIVE-YEAR GOAL

Demonstrate effective mechanisms for reducing child vulnerability in the home

STRATEGY

ACTION

OUTCOME (AT FIVE YEARS)

Support effective strategies to reduce foetal harm from toxins (especially alcohol and tik).

Fund effective programmes aimed at pregnant women, and men, that reduce the harm from foetal toxins in high-risk communities (linked to the zero-stunting campaign).

25% reduction in the incidence of foetal alcohol in at least three communities supported by DGMT.

Tackle harsh discipline in the home.

Support an advocacy campaign as part of the Love, Play, Talk media campaign to make parents aware of what constitutes harsh discipline and the potential effects on their children.

Evidence from media feedback mechanisms of increased public conversation about harsh parenting.

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ENABLE ALL YOUNG PEOPLE TO GET THEIR FIRST DECENT JOB

8 Place failing schools 'under new management' so that children can succeed New management in failing schools could turn them around, giving new hope to the half of all learners entering Grade 1 who will otherwise fail to complete school.

Educational reform takes time. That’s a valid statement, but it masks the fact that half of our children entering Grade 1 in 2017 will fail to complete Grade 12 – unless there is real change in the dynamics that drive schools to fail. Gradual improvement of the public education system over the next decade will still fail millions of our children. We cannot accept that fact.

Public schools are still divided into two distinct ‘quality humps’. The big hump is poor quality schools – almost all historically black. The small hump is good quality schools – almost all formerly white.xix While the overall quality of education has improved a bit, patterns of inequality have not shifted since 1994. Most black children still can’t read or do maths nearly as well as white children.

In 2015, almost 1 000 high schools had Grade 12 pass rates lower than 40%. That’s school failure.

Fifty times more quintile 1 and 2 schools failed than in the richest quintile of schools. As low-fee independent schools have grown, so more parents who can afford to pay opt to take their children out of the public education system.

The standard response is that teaching and learning must be strengthened in Government schools and that Government regulation must be used to regulate the growth of the private sector to ensure that we don’t end up with public schools for poor children and private schools for those who can afford it. But if this is the full extent of our imagination, we’ll fail the children in thousands of public schools who are going to drop out or fail just because the system does not work for them.

Systems-wide improvement plans must be supported by targeted interventions that try to change the dynamics that make schools fail. These dynamics relate to school leadership and management, teacher motivation and learner support.

On its own, the innovation of non-profit public school partnerships is not radical enough to transform the education system. But it could nurture a new branch of public education to be

39

grasped by thousands of children now entering school who are otherwise destined to fail because they are at the end of the queue of incremental improvements in the education system.

DGMT’s role in the past five years: Testing Public School Partnerships as part of public education.

DGMT leads a consortium of funders committed to giving children in the poorest and worst performing schools the same opportunity as any child in the best public schools by bringing new (non-profit) management and teaching expertise into the public system. In these schools, parents pay no fees and admission is non-selective.

The initiative started with five ‘Collaboration Schools’ in the Western Cape, after considerable negotiation with parents and teachers. Discussions are underway to implement Public School Partnerships in Gauteng and the Eastern Cape.

Strategy 2017-2021: Open up a new channel for quality education in public schools in South Africa through non-profit public-private partnership. > FIVE-YEAR GOAL

STRATEGY Open up a new channel for quality education in public schools in South Africa.

>

Ensure that 30 000 children achieve great results in schools that were previously the poorest or worst performing public schools Embed non-profit public-private partnership as part of public schooling in South Africa ACTION

OUTCOME (AT FIVE YEARS)

As part of the Public School Partnership, create networks of schools characterised by high capacity, management flexibility and outcomesbased accountability.

At least 50 Public School Partnership schools in operation with evidence of substantial improvements in school outcomes, nested within the public education system.

40

Change requires courage, imagination and trust – and trust can be built if we put children’s interests ahead of our own.

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ENABLE ALL YOUNG PEOPLE TO GET THEIR FIRST DECENT JOB

9 Create new connections to opportunity for young people New connections would enable young people to leapfrog some of the barriers to employment that are actually quite small, but which prove insurmountable to them.

In South Africa, tapping into social networks is the most common way of getting a job.xx But most young people not in employment, education or training (NEET) lack the connections to find work.

Typically, NEET work seekers can identify no more than two contacts who could provide them with a reference or point to work opportunities.xxi Their poorly targeted photocopied CVs end up being binned by prospective employers, together with hundreds of others in the same situation.

Transport costs limit their ability to pursue promising leads.

The effects of apartheid continue to be felt, with mostly black young people excluded from the prospect of work: opportunities are hidden from them, and they are hidden from employers. Yet technology exists to leapfrog some of these barriers and provide real-time, relevant information to young people and their prospective employers. If young people could know what’s out there, and how they can get there, they’re more likely to find their first decent job.

But creating the connection is often not enough. Many young people are not properly prepared for work. They don’t know what their options are, and end up chasing jobs for which they are illsuited. Many lack the basic knowledge and discipline of the workplace, or find themselves in untenable situations when they secure work far from home, and find travel and other costs unaffordable.

A further reality in the lives of young people is the high prevalence of HIV, which imposes additional psychological and physical burdens on them. Job-seeking and job-keeping then becomes even tougher. The incidence of HIV is highest among 20-29 year-old women, and reducing that incidence will significantly improve their work prospects.

Obviously, if there are no jobs, better job preparation will do little to enhance young people’s prospects of a first decent job. But over time, improving their employability – having more young

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DGMT’s role in the past five years: Testing new ways of connecting young people to opportunity.

CareerPlanet: Demonstrated the demand by over 100 000 cellphone users a month for information about educational and work opportunities.

JobStarter: A mobile opportunity hub combining information, online training and connections to opportunity for young people with no work experience. people successfully complete vocational training and preparing them for work – should improve labour productivity and stimulate the job market.

Strategy 2017-2021: Create, expand and enhance connections to opportunity.

FIVE YEAR GOAL

STRATEGY

1 million young people not in education, employment or training have easy and affordable access to information and pathways to personal development through mobile applications and face-toface programmes ACTION

OUTCOME (AT FIVE YEARS)

Frame key opportunities for improving the job prospects of young people.

Establish a youth analysis unit aimed at clarifying and presenting policy recommendations and practical actions to unlock efficiency and effectiveness in youth-focused policies and programmes.

A clear agenda for policy and programme action demanded by and driven by young people – that is reflected in the policy positions of political parties and seen to be acted upon.

Ensure young people can easily access targeted, relevant information that supports them to successfully seek opportunities.

Easy-to-access information about educational and financial options, learning and connection to work opportunities (JobStarter).

A mobile platform for young people where at least 200 000 monthly users can access opportunities that link them to their first decent job.

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FIVE YEAR GOAL

STRATEGY

1 million young people not in education, employment or training have easy and affordable access to information and pathways to personal development through mobile applications and face-toface programmes ACTION

OUTCOME (AT FIVE YEARS)

Ensure young people have the soft-skills, emotional wellbeing and navigational competencies that prepare them for work.

Design and support online courses aimed at enhancing job-readiness through JobStarter (including preparation for apprenticeships, learnerships and internships).

A mobile learning platform used by at least 25 000 young people a month, incrementally building their prospects of getting a first decent job.

Show that a multisectoral package of interventions, delivered in one metropolitan area, can significantly reduce specific vulnerabilities.

Continue to implement a multi-faceted HIV prevention programme focused on young women aged 15-24 years of age in the Buffalo City Metro (Bumb’ingomso).

Reduction in the prevalence of HIV among 15-24 year olds in Buffalo City by one third by 2021.

50 000 young women (50% of 1529 year olds) active participants in the programmes of BumbĂ­ngomso.

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ENABLE ALL YOUNG PEOPLE TO GET THEIR FIRST DECENT JOB

10 Support young people to keep their grip on opportunity Tens of billions of Rands could be saved each year by preventing school, college, and university dropout, and by enabling young people to stick with their first job despite home and work pressures.

Over 40% of our children drop out of school and another 15% fail Grade 12.xxii Less than a quarter make it into any further education or training institutions. The small proportion entering university creates a massive bottleneck for a country aiming to develop an innovative economy. But the only way to overcome this skills shortage is to ensure that far more children are on track by Grade 4.

However, for those who defy the odds and go to university or Technical and Vocational Education and Training (TVET) colleges, it’s critical that they can stay the course! We simply can’t waste human potential and public money through high rates of dropout. There is, however, immediate opportunity to reduce the dropout rates from universities and TVET colleges.

Only 12% of young people go to university, and of these, over 40% drop out without completing their degree. Of those who remain, fewer than half complete their course without repeating at least one year.xxiii,xxiv The university dropout rate among black students for three- and four-year degrees is 1.5 times higher than for White students (58% vs 39%).xxv In effect, this means that only 5% of all African and Coloured young people in South Africa enter and successfully complete university. However, those who do make it through university generally need little assistance in securing their first decent job, for almost 95% of university graduates in South Africa are employed.xxvi The situation for students at TVET colleges is even worse. They experience both high dropout rates and then, even if they do complete their course, they battle to find work. In order to complete their certificates or diplomas, most TVET students need to secure practical experience in the workplace. In 2014, the certification rate for National Certificate of Vocation (NCV, an alternative to Grades 10-12 in school) was 33%, while the completion rate for the N6 technical diploma was 43%. However, these rates exclude students who drop out, so the true completion rate is between 5-10% for most TVET courses! This means that we are spending at least ten times as much as we should for every successful TVET graduate.xxvii

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TVET colleges have also become important providers of occupational learning programmes funded

by Sector Education Training and Authorities (SETAs) and rely on industry and the service sector to provide work experience – but there are simply not enough work placements for these students. More encouragingly, the number of young people entering artisanal programmes is increasing each year (now about 28 000 per annum), but still a third fail to get certified as artisans.xxviii If the linkages between TVET colleges, and industry and the service sector could be improved, more young people would be able to secure the work-training experience necessary for them to qualify, and prospective employers would be able to gauge the competence and motivation of those in learnerships and internships. Creating these linkages is an opportunity to address some of the massive inefficiencies in the education-to-work system.

But the risks of ‘letting go’ don’t stop the moment young people get a job. Often they are faced by a new set of pressures – high transport costs, family demands on their salaries, and unmanageable debt because of poor financial knowledge and planning. They need to be prepared to deal with these pressures.

When students do have a grip on opportunity, we cannot allow them to just let go.

DGMT’s role in the past five years: Supporting value-added financial support to university students and work-link programmes at TVET colleges.

Bursary Programme: DGMT has supported a number of bursary organisations that provide enhanced individual support to university and college students. This ‘value-add’ has improved student achievement and throughput by over 50%.

Esayidi TVET work-link hub: A partnership between Dreamworker, the South Coast Chamber of Business and Esayidi TVET college has resulted in the successful placement of over 1 000 TVET graduates in permanent jobs.

Alignment of technical training & industry needs: The Further Education & Training Institute of the University of the Western Cape spearheaded a programme to align vocational training with industry needs in three business sectors in the Western Cape.

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Strategy 2017-2021: Build and expand student-to-work linkages.

FIVE YEAR GOAL

At least a 25% increase in successful throughput of learners and students participating in student-to-work linkages supported by DGMT

STRATEGY Prevent school dropout

ACTION >

>

Show how poorer students > can be supported to successfully complete further education & training >

Support young people with ongoing training to succeed in work experience, or their first decent job.

OUTCOME (AT FIVE YEARS)

Test and then support scale-up of interventions that are able to demonstrate reductions in school dropout.

Commission targeted pyscho-social support and high school level remedial interventions.

Evidence of a reduction in school dropout of at least 33% over three years in schools in which interventions have been implemented.

Support mechanisms that show how psycho-social student support can be extended to improve throughput rates.

Establish an opportunity hub as part of the Buffalo City HIV prevention programme which strengthens work-links between young people attending Buffalo City and Lovedale TVET colleges and local industry.

Increase in throughput (certification rates) by at least 25% from baseline within three years of programme implementation.

Develop and support online courses that provide continuing education to young people in their first decent job.

At least five work-specific modules enabling continuing education and support for new entrants into the job market – used by at least 10 000 young people a month.

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Our way of working: Commission, communicate, connect DGMT does not want to be seen merely as a grant-making foundation, but a strategic partner in seizing the opportunities that will make South Africa flourish. Funding is only one part of our contribution to strategies and projects. We want to be a node of innovation for the entire country.

DGMT as a public innovator > Commission:  Build mechanisms to develop, design, and incubate initiatives to achieve our strategies.  Strengthen civil society organisations through a suite of key support mechanisms (and funding) that enhances their impact.

> Connect:  Bring together unlikely thought partners.  Galvanise funding coalitions that enhance prospects of success.  Build supportive communities of practice, learning, and sharing that enable us to seize the opportunities.  Focus on the power of sharing stories and learning.

> Communicate:  Frame the possibilities, and develop packaged ‘pointers to possibility’ using our partners’ experience.  Inspire leadership.

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Our approach to communication: Frame possibility People are motivated when they have a sense of possibility.xxix We have identified ten real and powerful opportunities to make South Africa flourish. Many of the opportunities described above require DGMT to mobilise new coalitions and secure additional public investment. We have to inspire change – not only argue for it. That means framing our case in terms of possibility – making the compelling case; seeing opportunity instead of deficit; and growing the numbers of people who share the vision.

That is the basis for our communications strategy.

Listen, think and learn together with those of like and unlike mind, who share our vision of a flourishing nation.

Frame the possibilities in ways that resonate with different stakeholder groups.

Inspire leadership that can make the possibilities happen.

Mobilise our implementing partners to share their experience as evidence of what’s possible.

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Our approach to funding: Grow investor coalitions All of the opportunities described above are way beyond DGMT’s ability to achieve on its own.

Coalitions of funders can move projects from pilot phase towards tipping points when possibility becomes reality. But most of the opportunities will only be realised if government is a major partner too. This is the thinking behind DGMT’s approach to investor coalitions.

Frame the possibility in economic terms: What is the benefit and what is the cost?

Determine who needs to carry the cost in the long, medium and short term. For example, the risks and diseconomies of scale of innovation may not be borne by public funds, but in time, public funding may be the basis for sustainability.

Understand what sustainability means for the specific project: > Public funds should be legitimately demanded for public goods. > Stimulating user demand may reduce market failures and enable commercialisation. > Not every project needs to live forever. Some initiatives (like leadership development and systems reform) may continue to generate long-term benefits beyond the programme.

Decide on an appropriate funding mix for each phase of the project and have a plan to mobilise it: > Early phases may benefit from venture capital and flexible funders. > Medium-term phases may need a mix of funders with different interests. > Later phases may require substantial government backing for scale.

Avoid funding traps that can jeopardise the project: > Ensure there is strategic alignment before signing co-funding projects. > Ensure we don’t lose our flexibility and ability to make happen. > Don’t go too far down the line without the prospect of government support (if it’s required long term).

But don’t be scared to take the risk: Success attracts funds, as do bold ideas and strong leadership.

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An inspired and effective team, board and staff We want to be a team inspired by the possibility of a flourishing nation – so that we seize the opportunities to get there. This means changes to the way we work:

Our Personality

Positive, inspiring, opportunity-focused and effective.

Our Agenda

Opportunity-driven – each opportunity is a strategic objective that we must drive. But in providing ring-fenced support to civil society organisations, we should support them towards greater innovation and impact rather than their alignment with our specific strategic objectives.

Our Board

> >

>

Our Staff

> > > >

Our Office

Provides direction and oversight of the objectives, rather than the details of each grant.

Ensures that the degree of Board financial oversight is commensurate with the size or specific financial risks of the project.

Retains institutional memory by involving retired Trustees in innovation processes (e.g. engagement with business sector).

Take every member of our present team to a new level – innovators, not managers.

A restructured staff team to drive the new strategy.

Staff team discretion over civil society grants – report by objective, not by grant.

Nurture personal growth and development of staff.

A reorganised office that promotes interaction across all DGMT-funded projects and the flow of ideas.

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Who we drew on to shape this strategy All our implementing and funding partners – and the following references:

i

Pentland A. 2015. Social Physics: How social networks can make us smarter. Penguin Books, NY

ii

Krishna A. 2002. Active Social Capital: Tracing the roots of development. Columbia University, NY

iii

Heckman J. 2006. Skill formation and the economics of investing in disadvantaged children. Science, 30, 1900-1902

iv

Shonkoff J, Phillips D. 2000. From Neurons to Neighborhoods: The Science of Early Childhood Development.

National Academies Press, Washington v

National Scientific Council on the Developing Child. 2007. The Science of Early Childhood Development.

http://www.developingchild.net. vi

Caspi A, Houts R, Belsky DW, Harrington H, Hogan, S, Ramrakha, S, Poulton, R, & Moffit, TE. 2016. Childhood

forecasting of a small segment of the population with large economic burden. Nature Human Behaviour 1, 0005 (2016) vii

Republic of South Africa. National Diagnostic Review on ECD. Department of Planning, Monitoring & Evaluation,

2012 (http://www.gov.za/sites/www.gov.za/files/ECD%20Diagnostic%20Report.pdf) viii

Martorell R, Richter L, Sachdev H, for the Maternal & Child Undernutrition Study Group. 2008. Maternal and child

under-nutrition: consequences for adult health and human capital. Lancet, 2008: 371(9609): 340-57 ix

World Bank. 2006. Repositioning nutrition as central to development: a strategy for largescale action.

(http://siteresources.worldbank.org/NUTRITION/Resources/281846-1131636806329/NutritionStrategy.pdf, accessed 12 August 2016). x

Black RE, Victora CG, Walker SP, Bhutta ZA, Christian P, de Onis M, et al.; the Maternal and Child Nutrition Study

Group. 2013, Maternal and child undernutrition and overweight in low-income and middle-income countries. The Lancet 2013;371:243–60. xi

Children’s Institute (University of Cape Town), Dept of Planning, Monitoring & Evaluation of the Republic of South

Africa, and Ilifa Labantwana. 2016. South African Early Childhood Review, 2016. http://ilifalabantwana.co.za/southafrican-early-childhood-review-2016/, accessed 12 August 2016 xii

Hoddinott J, Maluccio J, Behrman J, Flores R, Martorell R. 2008. Effect of a nutrition intervention during early

childhood on economic productivity in Guatemalan adults. Lancet 371(9610): 411-416 xiii

Victora, CG, Adair L, Fall C, Hallal PC, Martorell R, Richter L, Sachdev LS, for the Maternal and Child Undernutrition

Study Group. Maternal and child undernutrition: consequences for adult health and human capital. The Lancet 371:340-357 xiv

M. Gustafsson, S. Van der berg, D. Shepherd and C. Burger. 2010. The costs of illiteracy in South Africa. Access

from: https://ideas.repec.org/p/sza/wpaper/wpapers113.html

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xv

Engle P, Fernald L, Alderman H, Behrman J, O’Gara C, Yousafazi A, de Mello M, Hidrobo M, Ulkuer N, Ertem I, and

the Global Child Development Steering Group. 2011. Strategies for reducing inequalities and improving developmental outcomes for young children in low-income and middle-income countries. The Lancet 378:13391359 xvi

Sénéchal M, Ouellette G, Rodney D. 2006. The misunderstood giant: On the predictive role of vocabulary to

reading. In: Neuman SB, Dickinson D, eds. Handbook of early literacy research. Vol 2.: 173-182, Guilford Press, NY xvii

Nussbaum M. 2010. Not for Profit: Why democracy needs the humanities. Princeton University Press

xviii

Masten A. 2015. Ordinary Magic: Resilience in development. The Guildford Press, New York

xix

Shepherd D. 2011. Constraints to school effectiveness: what prevents poor schools from delivering results. National

Bureau of Economic Research, University of Stellenbosch xx

Lam, D, Leibbrandt, M and Mlatsheni, C. 2008. Education and Youth Unemployment in South Africa. A Southern

Africa Labour and Development Research Unit Working Paper Number 22. Cape Town: SALDRU, University of Cape Town xxi

Altman, M & Marock, C. 2008. Identifying appropriate interventions to support the transition from schooling to

the workplace. Human Sciences Research Council & Centre for Poverty Employment and Growth xxii

Branson N, Hofmeyr C, Lam D. 2013. Progress through school and the determinants of school dropout in South

Africa. South African Labour Development Research Unit, University of Cape Town xxiii

Council on Higher Education. 2016. South African Higher Education Reviewed: Two Years of Democracy.

http://www.che.ac.za/sites/default/files/publications/CHE_South%20African%20higher%20education%20reviewed %20-%20electronic_0.pdf xxiv

Van Broekhuizen H, Van der Berg S, Hofmeyr H. 2016. Higher education access and outcomes for the 2008

national matric cohort. Bureau for Economic Research, University of Stellenbosch. xxv

Council for Higher Education. 2013. A proposal for undergraduate curriculum reform in South Africa: The case for

a flexible curriculum structure. http://www.che.ac.za/sites/default/files/publications/Full_Report.pdf xxvi

Van der Berg, S & Van Broekhuizen, H. 2012. Graduate unemployment in South Africa: A much exaggerated

problem. Working Paper 22/2012, University of Stellenbosch. http://www.ekon.sun.ac.za/wpapers/2016/wp162016 xxvii

National Treasury. 2016. Post-School Education & Training. www.gtac.gov.za

xxviii

Department of Higher Education and Training. 2013. Statistics on Post-School Education and Training in South

Africa. www.dhet.gov.za xxix

Appadurai, A. 2004. ‘The Capacity to Aspire: Culture and the Terms of Recognition’, in Culture and Public Action,

V. Rao and M. Walton (eds). The World Bank, Washington DC, pp. 59-84.

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The legacy of Douglas and Eleanor Murray

Invest in South Africa’s potential

Douglas Murray House  1 Wodin Rd, Claremont  PO Box 23893  7735  South Africa  PBO No. 930008414  VAT No. 4120179173 T +27 (0)21 670 9840  www.dgmt.co.za

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TRUSTEES: J Volmink (Chairperson) l A Amod l M MacRobert l S Mabusela l M Morobe l H Nelson l M Mabetoa l M Tom l Di Radley l CHIEF EXECUTIVE OFFICER:D Harrison