Author: Puluko Graham Nkiwane

1. Introduction
The SayPro-CKG Early Childhood Development Centre is a collaborative initiative between SayPro (Sayouth Development Organisation) and CKG Holdings aimed at providing quality, inclusive, and holistic early childhood development services to children from disadvantaged and underprivileged communities. This project aligns with both organizations’ missions to empower youth, women, and communities through education, care, and developmental support.

2. Background and Rationale
In South Africa, thousands of children under the age of 6 do not have access to adequate early learning, nutrition, and safety services. Early childhood development is a critical phase in a child’s life and directly impacts their long-term health, educational achievement, and economic prospects. Many communities still lack access to safe, affordable, and professionally-run ECD centres.

SayPro has worked extensively in community development, youth empowerment, and educational support. CKG brings strong local partnerships and infrastructure capabilities. Together, SayPro and CKG aim to bridge the gap in early learning access by establishing a high-impact, community-driven ECD centre.

3. Objectives
To establish a fully functional ECD Centre in the target community within 6 months.

To provide structured early learning programmes for children aged 0–6 years.

To support parents and guardians with parenting skills, nutritional advice, and family care education.

To train and employ local ECD practitioners, creating jobs and building local capacity.

To create a replicable model for ECD service delivery in other disadvantaged communities.

4. Target Beneficiaries
Children aged 0–6 years from low-income and vulnerable households.

Parents and caregivers in need of parenting and early childhood care support.

Local women and youth trained and employed as ECD practitioners, assistants, and support staff.

5. Scope of Services
The SayPro-CKG ECD

We appreciate the opportunity to submit our Workplace Skills Plan. This process continues to be valuable in identifying and addressing our organisation’s skills development needs. We remain committed to upskilling our workforce in alignment with sector priorities and national skills strategies. We welcome ongoing support and collaboration to ensure effective implementation of our skills development initiatives

SayPro remains committed to supporting national skills development goals by empowering youth, women, and persons with disabilities through targeted training and development programmes. We value the continued partnership with the SETA in aligning our initiatives with sectoral priorities and in addressing critical skills gaps. We look forward to further collaboration to enhance impact, improve reporting systems, and streamline access to funding opportunities

In the Fourth Industrial Revolution (4IR), several occupations are especially important because of the integration of technology, automation, and digitalization across industries. Key occupations include:

Software Developers and Programmers – to build and maintain the digital systems driving innovation.

Data Scientists and Analysts – to interpret the massive amounts of data generated daily and provide insights for decision-making.

Artificial Intelligence (AI) and Machine Learning Specialists – to develop smart systems that can improve services and operations.

Cybersecurity Specialists – to protect systems and data from cyber threats in an increasingly digital world.

Digital Content Creators – including artists, filmmakers, and designers who use technology to produce and share creative work globally.

Robotics Engineers and Technicians – to design, maintain, and improve robots used in industries from manufacturing to healthcare.

Internet of Things (IoT) Engineers – to connect everyday devices to the internet for smarter living and working environments.

Renewable Energy Technicians and Engineers – to innovate in sustainable energy solutions crucial for the future.

Healthcare Technologists – using AI, robotics, and biotech to improve medical care.

Education and Training Professionals specializing in digital and virtual learning – to prepare others for 4IR jobs.

Creativity, critical thinking, emotional intelligence, and technological literacy are becoming just as important as technical skills, so careers in the arts and culture sectors that blend technology and creativity will also play a critical role in the 4IR era.

Yes, our organization actively implements skills development interventions and programmes to meet the requirements of the Fourth Industrial Revolution (4IR). We focus on empowering young people with both technical and creative skills to adapt to technological changes. Some of our key programmes include:

Digital Skills Training – offering courses in basic and advanced computer literacy, coding, digital marketing, and data analysis.

Creative Digital Arts Programmes – combining arts and technology by training youth in graphic design, digital content creation, animation, and multimedia production.

Entrepreneurship and Innovation Workshops – equipping participants with the knowledge to start tech-driven businesses or adapt traditional arts and culture practices using modern technology.

STEM (Science, Technology, Engineering, Mathematics) Promotion – encouraging careers in technology and science through workshops, mentorships, and exhibitions.

Online Learning Platforms – providing access to virtual training to improve digital literacy and remote working skills.

Career Development in 4IR Sectors – guiding youth toward emerging career paths like cybersecurity, artificial intelligence, robotics, and IoT.

We ensure that our programmes are inclusive, practical, and aligned with industry trends, preparing young people for meaningful participation in the future economy.

Our organization faces several barriers in adopting new technologies:

Limited Funding and Resources – Technology adoption often requires significant investment in infrastructure, software, hardware, and skilled personnel, which can be challenging with limited budgets.

Access to Equipment and Connectivity – Many of the communities we serve have limited access to reliable internet, computers, and modern devices, making it harder to fully implement technology-driven programmes.

Skills Gaps – There is a shortage of staff and beneficiaries who have advanced technical skills, meaning we need to invest additional time and resources into basic digital training before introducing more complex technologies.

Resistance to Change – Some stakeholders and participants are hesitant or slow to adapt to new ways of working, especially when moving from traditional methods to digital platforms.

Keeping Up with Rapid Technological Advancements – Technology evolves quickly, and it can be challenging to continuously update programmes and tools to stay current.

Cybersecurity and Data Privacy Concerns – Ensuring the safety of participant data and organizational systems is a growing challenge as we move more activities online.

Despite these barriers, we are committed to overcoming them through strategic partnerships, capacity building, and continuous learning to ensure that young people are not left behind in the Fourth Industrial Revolution.

Our organization acknowledges the importance of adopting new technologies to remain relevant in the Fourth Industrial Revolution (4IR) and to empower young people. However, several barriers challenge our efforts:

Limited Funding and Resources
Many advanced technologies—such as robotics kits, software licenses, cloud platforms, and even high-spec computers—require significant investment. As a youth-focused organization, much of our funding is directed towards immediate community needs, leaving limited room for major technological upgrades. We often rely on donations, grants, and partnerships to access these resources.

Access to Equipment and Connectivity
Many young people in the communities we serve, like Diepsloot, face barriers in accessing reliable internet, computers, or smart devices. Without basic tools, it is difficult to deliver programmes like digital skills training or online workshops. This digital divide limits the reach and impact of our technology-driven interventions.

Skills Gaps
While technology creates exciting new opportunities, it also demands new skills. Many staff members, volunteers, and participants are still developing basic digital literacy. Before we can teach coding, robotics, or digital entrepreneurship, we often must first teach foundational skills like using email, internet safety, and basic computer functions.

Resistance to Change
Moving from traditional, face-to-face methods of engagement to virtual platforms (e.g., online meetings, virtual exhibitions) has been met with hesitation by some team members and beneficiaries. Fear of the unknown, lack of confidence, and comfort with traditional ways of working contribute to slow adoption rates.

Keeping Up with Rapid Technological Advancements
New tools, platforms, and skills are emerging all the time. It is challenging to constantly train staff and upgrade our offerings without falling behind. The pace of change requires constant investment in professional development and programme red

Employment – Very Positive
The Fourth Industrial Revolution (4IR) is creating new and exciting employment opportunities in the Media, Information, Communications, and Technology (MICT) sector. While some traditional jobs are evolving or disappearing, many new roles are emerging, such as software developers, digital content creators, cybersecurity analysts, and AI specialists. There is a growing demand for digital skills, which is opening opportunities for young people to enter the workforce in ways that were not possible before. Additionally, remote work and the gig economy are allowing more flexible employment, enabling broader participation from individuals in different regions.

Business Growth – Very Positive
4IR technologies such as cloud computing, big data, automation, and artificial intelligence are enabling businesses in the MICT sector to scale faster, reach broader audiences, and operate more efficiently. Startups and small businesses now have access to affordable tools that allow them to compete with larger companies. Digital platforms have opened new revenue streams through e-commerce, online education, virtual events, and content monetization. The adoption of technology has also allowed for easier market access and global expansion, leading to overall business growth.

Innovation – Very Positive
Innovation is at the heart of 4IR, and the MICT sector is one of the biggest beneficiaries. New technologies are constantly inspiring creative solutions—ranging from AI-driven journalism and virtual reality experiences in entertainment to advanced cybersecurity systems. Innovation is also seen in how services are delivered, how people communicate, and how businesses operate. With 4IR, barriers to innovation are lower because cloud platforms, open-source software, and online collaboration tools make it easier for individuals and organizations to develop and launch new ideas quickly and cost-effectively.

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No, there have not been any retrenchments as a direct result of loadshedding.
Although loadshedding has caused operational disruptions and increased costs for our organization, we have prioritized retaining all our staff. Instead of retrenching, we have adapted by adjusting work schedules, incorporating flexible and remote working options where possible, and investing in backup power solutions to maintain productivity during power outages.

Our focus has been on finding sustainable ways to manage the challenges without compromising employment, as we believe our staff are critical to maintaining the stability and delivery of our programmes, especially in supporting youth development and digital skills growth under the Fourth Industrial Revolution (4IR).

For Senior Managers and Professionals, the three most common skills gaps in our organization are:

Digital Transformation Leadership
Many senior staff have strong traditional leadership skills but lack specific knowledge in leading digital change, such as managing remote teams effectively, implementing digital strategies, or driving innovation using technology.

Data-Driven Decision-Making
There is a skills gap in using data analytics tools to guide strategic decisions. While managers are experienced in operational leadership, there is often limited ability to interpret digital metrics, market analytics, or performance data to inform smarter and faster decision-making.

Cybersecurity Awareness and Risk Management
Senior leaders often lack deep knowledge of cybersecurity risks associated with digital operations. As our organization shifts more services online, there is a growing need for senior professionals to better understand cybersecurity best practices and legal compliance requirements around data protection.