Proposal Submission
Consultancy Services for Gender Inclusion and Economic Empowerment
ECOWYL Project – Empowering Rural Women, Youth, and LGBTQIA+ Communities in South Africa
Submitted to:
Conservation South Africa (CSA)
Kruger to Canyons Landscape – Ehlanzeni District (Mpumalanga & Limpopo)
Submitted by:
SayPro
Youth Development Institution
Head Office: Midrand, South Africa
Website: www.saypro.online
Email: info@saypro.online
Tel: +27 84 313 7407
Date of Submission:
19 September 2025
Date: 19 September 2025
To:
The Procurement Committee
Conservation South Africa (CSA)
Kruger to Canyons Landscape
Ehlanzeni District, Mpumalanga/Limpopo Province
Proposal Submission – Consultancy Services for Gender Inclusion and Economic Empowerment (ECOWYL Project)
Dear Committee Members,
On behalf of SayPro, I am honored to submit our proposal in response to CSA’s request for consultancy services under the ECOWYL Project, aimed at empowering rural women, youth, and LGBTQIA+ communities in South Africa.
SayPro is a youth development institution with a strong track record in advancing gender and social inclusion, entrepreneurship, digital innovation, and climate resilience. We believe that building the capacity of marginalized groups, while working closely with Traditional Authorities and Local Municipalities, is essential to transforming rural governance and economic systems into more inclusive and sustainable structures.
Our proposed intervention aligns with the ECOWYL Programme Outcomes by:
- Equipping rural women, youth, and LGBTQIA+ community members with leadership and entrepreneurial skills.
- Supporting male decision-makers in Traditional Authorities to understand and reduce barriers to inclusion.
- Developing Gender Action Plans (GAPs) to institutionalize gender equity within rural governance systems.
- Leveraging SayPro’s digital platforms and communication expertise to reach at least 10,000 people with key messages on inclusion, climate-smart entrepreneurship, and financial access.
- Promoting positive masculinity through a Boy Child Initiative, ensuring long-term cultural change.
SayPro brings to this consultancy not only technical expertise but also an extensive digital outreach capacity, strong relationships with rural communities, and an experienced team dedicated to inclusive development.
We are confident that our approach will help CSA achieve its objectives of economic empowerment, financial inclusion, and climate resilience for the target communities, while multiplying the impact beyond the three climate-vulnerable districts.
We look forward to the opportunity to collaborate with CSA on this transformative initiative.
Sincerely,
Neftaly Malatjie
Chief Executive Officer | SayPro
Email: info@saypro.online
Executive Summary
SayPro submits this proposal in response to the request for consultancy services under the ECOWYL Project – Empowering Rural Women, Youth, and LGBTQIA+ Communities – led by Conservation South Africa (CSA).
SayPro is a youth-focused development institution with over a decade of experience delivering programs across gender inclusion, entrepreneurship, climate resilience, and digital transformation. With a footprint in over 100 rural communities and extensive digital outreach capacity, SayPro is uniquely positioned to support CSA in achieving the ECOWYL Project’s objectives across the Ehlanzeni District and surrounding areas.
Our proposed intervention aims to:
- Build leadership and entrepreneurial skills for over 500 rural women, youth, and LGBTQIA+ individuals.
- Engage Traditional Authorities and male leaders in promoting inclusion and reducing systemic barriers.
- Co-develop Gender Action Plans (GAPs) to institutionalize gender equity within rural governance.
- Deliver digital outreach campaigns reaching 10,000+ people with messages on gender rights, climate-smart entrepreneurship, and financial access.
- Introduce a Boy Child Initiative to promote positive masculinity and long-term cultural transformation.
SayPro’s multidisciplinary team, led by experts in gender, youth development, and community engagement, will apply a participatory, inclusive, and evidence-based methodology tailored to the social and cultural dynamics of the project area.
We are confident that our approach will contribute significantly to CSA’s mission of inclusive economic empowerment and climate resilience.
1. Introduction and Background
1.1 About SayPro
SayPro is a non-profit organization dedicated to transforming the lives of young people, women, and marginalized communities through inclusive development programming. Founded in 2005, SayPro has grown into a recognized leader in:
- Gender equality and social inclusion (GESI)
- Youth entrepreneurship and job readiness
- Digital empowerment and communication campaigns
- Climate adaptation and environmental education
SayPro works across urban, peri-urban, and rural areas, with a special focus on high-unemployment, low-resource communities. To date, we have reached over 200,000 direct beneficiaries, partnered with more than 50 local municipalities, and developed digital platforms engaging youth across all nine provinces.
1.2 Context of the ECOWYL Project
South Africa’s rural areas, particularly in Mpumalanga and Limpopo, face intersecting challenges related to poverty, unemployment, gender-based violence, and exclusion from formal economic systems. Women, youth, and LGBTQIA+ individuals are often disproportionately affected, particularly in Traditional Authority areas, where patriarchal norms continue to dominate local governance and resource access.
The ECOWYL Project, led by CSA, presents a critical opportunity to:
- Disrupt cycles of gender-based exclusion,
- Empower marginalized voices,
- Enhance financial inclusion, and
- Build climate-smart economic pathways for the most vulnerable communities.
SayPro aligns fully with ECOWYL’s core goals and believes in inclusive systems transformation — from individual skills to institutional frameworks.
1.3 Rationale for SayPro’s Involvement
SayPro brings a unique combination of grassroots experience and digital innovation, making us well-equipped to deliver on the ECOWYL mandate. Our key strengths include:
- Deep relationships with rural communities, traditional leaders, and municipalities.
- A proven track record in gender mainstreaming and economic development.
- Multilingual training capability (Xitsonga, Sepedi, isiZulu, English).
- Advanced communication infrastructure, including WhatsApp learning, e-learning platforms, and social media engagement.
- In-house content development and monitoring teams ensuring quality control and data-driven results.
2. Objectives
2.1 Overall Objective
The overarching objective of this consultancy is to support the empowerment of rural women, youth, and LGBTQIA+ communities in Mpumalanga and Limpopo through inclusive governance, economic empowerment, and capacity development, thereby contributing to climate resilience and social equity in targeted rural districts.
This will be achieved by designing and implementing a participatory, locally grounded, and gender-sensitive intervention that promotes sustainable livelihoods, strengthens leadership capacities, and fosters systemic inclusion within Traditional Authority structures and local governance systems.
2.2 Specific Objectives
The consultancy will achieve the following key objectives over a 12-month implementation period:
Objective 1: Strengthen the Leadership, Economic, and Social Capacities of Rural Women, Youth, and LGBTQIA+ Communities
Purpose:
To equip at least 500 rural beneficiaries with critical skills, knowledge, and tools to actively participate in governance, community decision-making, and climate-smart economic activities.
Key Results:
- At least 200 women, 200 youth, and 100 LGBTQIA+ individuals trained in leadership, entrepreneurship, climate adaptation, and financial literacy.
- 70% of participants demonstrate improved knowledge of rights, economic tools, and advocacy mechanisms.
- 30 community-based micro-projects initiated by trained participants.
Objective 2: Enhance Gender and Social Inclusion within Traditional and Local Governance Structures
Purpose:
To support Traditional Authorities and local governance stakeholders in understanding, adopting, and institutionalizing gender-equitable and inclusive governance practices.
Key Results:
- Conduct 12 structured engagement sessions with Traditional Authorities across two provinces.
- Develop and implement at least 6 Gender Action Plans (GAPs) in collaboration with local leaders and communities.
- Train 60 traditional and municipal leaders (including male champions) in gender-responsive governance.
Objective 3: Promote Positive Masculinity and Gender Norm Transformation through the Boy Child Initiative
Purpose:
To foster long-term cultural and behavioral change by engaging boys and young men in discussions on gender equity, identity, and non-violence.
Key Results:
- Deliver 12 interactive sessions of the Boy Child Initiative in schools and community centers.
- Produce and distribute a digital resource toolkit on positive masculinity.
- Train peer educators and male mentors to sustain the initiative post-project.
Objective 4: Leverage Digital Media to Scale Outreach and Drive Public Awareness
Purpose:
To use SayPro’s digital platforms and media tools to disseminate inclusion-focused content and amplify beneficiary voices, reaching at least 10,000 rural citizens.
Key Results:
- Launch a year-long digital campaign featuring videos, infographics, and radio PSAs in local languages.
- Deploy WhatsApp-based micro-learning modules on rights, financial literacy, and climate resilience.
- Host quarterly virtual dialogues with participation from public and private sector stakeholders.
Objective 5: Develop and Implement a Robust Monitoring, Evaluation, and Learning Framework
Purpose:
To ensure accountability, data-driven decision-making, and continuous learning throughout the consultancy period.
Key Results:
- Conduct baseline, midline, and endline surveys disaggregated by gender, age, and identity.
- Produce bi-annual learning briefs and a final impact report.
- Host two reflection workshops to capture lessons learned and identify sustainability pathways.
2.3 Alignment with ECOWYL Outcomes
Each objective aligns directly with ECOWYL’s key thematic pillars:
| ECOWYL Outcome | Corresponding SayPro Objective |
| Economic Empowerment of Marginalized Groups | Objective 1: Leadership & entrepreneurship development |
| Gender Equity in Rural Governance | Objective 2: GAPs and governance training |
| Cultural Change and Masculinity Engagement | Objective 3: Boy Child Initiative |
| Community Awareness and Advocacy | Objective 4: Digital campaigns and outreach |
| Evidence-Based Decision Making | Objective 5: M&E and knowledge dissemination |
2.4 Cross-Cutting Considerations
All objectives will integrate the following cross-cutting themes:
- Gender and Social Inclusion (GESI): Activities will be inclusive of gender-diverse identities, and intentionally challenge discriminatory norms.
- Climate Resilience: Livelihood and governance interventions will promote environmentally sustainable practices.
- Digital Inclusion: Use of mobile-friendly platforms will reduce the digital divide among rural populations.
- Language and Accessibility: Materials and trainings will be translated into Xitsonga, Sepedi, and isiSwati, ensuring cultural and linguistic relevance.
2.5 Outcome Indicators (Summary)
| Indicator | Target |
| Number of direct beneficiaries trained | 500+ |
| Traditional Authorities engaged | 12 |
| Gender Action Plans developed | 6 |
| People reached via digital campaign | 10,000+ |
| Boy Child sessions conducted | 12 |
| Leadership projects initiated by beneficiaries | 30 |
| Inclusion-focused community dialogues held | 15 |
| Digital learning modules deployed | 4 |
3. Methodology and Implementation Approach
3.1 Guiding Principles
SayPro’s approach to implementing the ECOWYL consultancy is rooted in the following principles:
- Participatory Development: Ensuring community ownership through co-design and active involvement of all stakeholders—including Traditional Authorities, women, youth, and LGBTQIA+ community members.
- Intersectional Gender Analysis: Integrating a gender and social inclusion lens that considers the overlapping challenges faced by different identities.
- Do-No-Harm & Cultural Sensitivity: Recognizing local norms while promoting human rights and equity in a respectful, transformative manner.
- Systems Strengthening: Working with existing institutions (Traditional Authorities, municipal offices) to ensure long-term sustainability.
- Evidence-Based Learning: Continuously gathering and applying data to inform decisions and improve effectiveness.
3.2 Overall Approach
Our implementation approach is structured into five interlinked phases, each aligned with the project’s specific objectives and designed to build progressively toward inclusive and resilient rural governance and livelihoods.
Phase 1: Inception and Stakeholder Mobilization (Month 1–2)
Purpose:
Lay a strong foundation through planning, stakeholder engagement, and context analysis.
Key Activities:
- Inception meeting with CSA and key stakeholders.
- Stakeholder mapping and engagement plan.
- Situational analysis and needs assessment (qualitative and quantitative).
- Baseline survey to establish benchmarks for inclusion, access, and awareness.
- Development of detailed implementation and communication plans.
Outputs:
- Inception Report
- Stakeholder Matrix
- Baseline Data Summary
- Risk Mitigation Plan
Phase 2: Capacity Building of Target Groups (Month 2–6)
Purpose:
Strengthen individual capacities of women, youth, and LGBTQIA+ beneficiaries through customized, culturally relevant training modules.
Key Activities:
- 12 Gender & Social Inclusion Workshops.
- 6 Financial Literacy Bootcamps.
- Entrepreneurial mindset and leadership sessions.
- Mobile-based microlearning using SayPro’s WhatsApp learning platform.
- Mentorship pairings between experienced entrepreneurs and trainees.
Tools and Techniques:
- Training of Trainers (ToT) model
- Peer learning groups
- Use of local languages (Xitsonga, Sepedi, isiZulu)
- Interactive case studies and scenario-based simulations
Outputs:
- 500+ trained individuals
- 30 community-driven micro-enterprise concepts
- Participant learning portfolios and assessments
Phase 3: Institutional Engagement and Policy Advocacy (Month 3–9)
Purpose:
Engage Traditional Authorities and local governance bodies to influence policy and cultural norms around gender and inclusion.
Key Activities:
- 12 engagement sessions with Traditional Authorities and municipal leaders.
- Facilitation of structured community dialogues.
- Co-creation of 6 Gender Action Plans (GAPs).
- Capacity building workshops for local leaders on gender-sensitive leadership and governance.
Tools and Techniques:
- Community Score Cards
- Policy roundtables
- Inclusion Checklists for Traditional Structures
- Male Champions of Change model
Outputs:
- Signed GAPs and institutional commitments
- Policy briefs and advocacy toolkits
- Leadership champions identified and supported
Phase 4: Public Awareness and Cultural Norm Transformation (Month 4–10)
Purpose:
Raise awareness and shift social norms through large-scale outreach, media, and the Boy Child Initiative.
Key Activities:
- Digital media campaign (videos, podcasts, graphics) on inclusion and resilience.
- Radio talk shows in local languages.
- WhatsApp and SMS alerts for awareness messaging.
- Roll-out of 12 Boy Child Initiative workshops in schools and community halls.
- Development of positive masculinity training materials.
Tools and Channels:
- SayPro’s Digital Platform and Mobile App
- Facebook, TikTok, WhatsApp Business API
- Partner community radio stations
Outputs:
- 10,000+ people reached
- Digital toolkit on positive masculinity
- Social media impact report
- Testimonials and case stories collected
Phase 5: Monitoring, Learning, and Knowledge Sharing (Throughout)
Purpose:
Ensure continuous assessment of progress, sharing of lessons learned, and adaptive management.
Key Activities:
- Baseline, midline, and endline surveys.
- Monthly monitoring using dashboards and field checklists.
- Two Learning Reflection Workshops (Month 6 and 12).
- Documentation of success stories and community narratives.
- Final project impact evaluation.
Tools and Techniques:
- KoboToolbox for mobile data collection
- Outcome Harvesting
- Most Significant Change methodology
- GIS mapping of beneficiaries
Outputs:
- Quarterly M&E reports
- Midterm and Final Evaluation Reports
- Learning Briefs and Knowledge Products
- Recommendations for CSA and partners
3.3 Local Adaptation and Cultural Integration
SayPro will adapt all training and engagement activities to local contexts by:
- Using indigenous languages and facilitators from within the communities.
- Working with local faith leaders, headmen, and women’s groups to secure buy-in.
- Designing culturally appropriate training materials co-created with community representatives.
- Ensuring sessions are safe, inclusive spaces for LGBTQIA+ participants and others facing discrimination.
3.4 Technology and Innovation Integration
To increase scalability and reduce barriers, SayPro will use technology to complement in-person activities:
- SayPro Mobile App: Access to training materials, videos, toolkits.
- WhatsApp Learning Bot: Micro-lessons and interactive quizzes.
- Digital Storytelling Hub: Upload and share real-life stories of inclusion and transformation.
- Real-Time Feedback Channels: Quick community check-ins via SMS and WhatsApp surveys.
3.5 Partnerships and Collaboration
SayPro will work collaboratively with the following stakeholders:
| Partner | Role |
| CSA & Project Funders | Strategic guidance, technical oversight |
| Traditional Authorities | Gatekeepers, policy co-creation, cultural legitimacy |
| Local NGOs/CBOs | On-the-ground mobilization, co-facilitation |
| Schools & Educators | Implementation of Boy Child Initiative |
| Private Sector Partners | Mentorship, financial literacy support |
3.6 Scalability and Replicability
SayPro’s model is built for scalability, with all content and tools developed for replication in other districts. A final Scalability Toolkit will be shared with CSA and local partners, including:
- Training manuals
- M&E templates
- Inclusion advocacy toolkit
- GAP implementation roadmap
4. Implementation Plan
The implementation plan presents a structured and time-bound roadmap for achieving the objectives of the ECOWYL Consultancy. SayPro will apply a phased, adaptive management approach that allows for stakeholder engagement, community mobilization, training delivery, media deployment, and ongoing learning.
Implementation will span 12 months, divided into five key phases, each with specific milestones and deliverables.
4.1 Implementation Timeline Overview
| Phase | Duration | Focus Area |
| Phase 1: Inception & Mobilization | Months 1–2 | Stakeholder engagement, inception planning, baseline assessments |
| Phase 2: Capacity Building | Months 2–6 | Training of women, youth, and LGBTQIA+ beneficiaries |
| Phase 3: Institutional Engagement | Months 3–9 | Gender Action Plans, traditional authority engagement |
| Phase 4: Public Awareness & Media | Months 4–10 | Digital campaigns, Boy Child Initiative, cultural transformation |
| Phase 5: Monitoring, Learning & Evaluation | Throughout (M1–M12) | M&E, learning workshops, final impact assessment |
4.2 Detailed Activity Plan and Timeline
| Month | Key Activities | Lead Units | Outputs |
| 1 | Kick-off meetings with CSA, inception workshop, stakeholder mapping, draft implementation plan | Project Manager, M&E | Inception Report, Stakeholder Matrix |
| 2 | Baseline survey, training material finalization, recruitment of trainers and community facilitators | M&E, Training Lead | Baseline Report, Training Curriculum Approved |
| 3 | Launch of training program; Gender & Social Inclusion Workshops (Wave 1); start consultations with Traditional Authorities | Trainers, Gender Specialist | First 150 trained; 3 consultations completed |
| 4 | Financial literacy bootcamps begin; Boy Child Initiative soft launch in pilot school; early digital campaign teasers launched | Communications, Educators | Bootcamps conducted; Pilot outreach launched |
| 5 | Continued training and mentorship; develop Gender Action Plans with 3 Traditional Authorities; partner radio shows begin | Policy Lead, Media Coordinator | 3 GAPs drafted; 3 radio shows aired |
| 6 | Midterm reflection workshop; social media campaign peak; community showcase events for early entrepreneurs | M&E, Digital Team, Events | Midline Report; 2 community showcases |
| 7 | Conduct 2nd wave of trainings; continued policy dialogue sessions; scale up Boy Child Initiative to 6 new communities | Field Trainers, School Liaisons | 300 more trained; 6 Boy Child sessions delivered |
| 8 | Co-design and finalize remaining GAPs; begin developing final advocacy materials | Gender Specialist, Policy Lead | 3 more GAPs finalized; policy toolkit underway |
| 9 | Host policy roundtables with Traditional Authorities and Municipalities; training wrap-up; final media production | Policy Team, Media Producers | 2 policy roundtables; digital tools completed |
| 10 | Mass distribution of campaign materials; digital exhibition of success stories; field data for endline begins | Communications, M&E | 10,000+ reached; story collection started |
| 11 | Final data collection and evaluation; draft final report; final knowledge sharing workshop planning | Evaluation Team, Project Manager | Endline survey done; draft impact report |
| 12 | Final workshop with stakeholders; presentation of outcomes and sustainability plan; handover of GAPs and toolkits | SayPro Core Team | Final Report; Sustainability Toolkit Delivered |
4.3 Outputs and Deliverables by Phase
Phase 1: Inception
- Inception Report (incl. work plan, communication plan, risk matrix)
- Stakeholder Matrix
- Baseline Survey Tools and Dataset
Phase 2: Capacity Building
- 500+ participants trained
- Training materials (translated into local languages)
- Post-training assessments and scorecards
- Peer-to-peer mentorship network
Phase 3: Institutional Engagement
- 6 Gender Action Plans (GAPs)
- 12 Community Dialogues with Traditional Authorities
- 60 Traditional and Local Government Leaders trained
- Advocacy Toolkit on Gender-Inclusive Governance
Phase 4: Public Awareness and Norm Shifting
- 10,000+ people reached via multimedia campaign
- 12 Boy Child Initiative sessions delivered
- Positive Masculinity Resource Pack
- Youth and LGBTQIA+ testimonies recorded and published
Phase 5: Monitoring and Learning
- Baseline, midline, and endline evaluation reports
- Monthly progress reports
- Final Project Report (including recommendations)
- Sustainability and Scale-Up Strategy Document
4.4 Implementation Locations
The project will be implemented in rural areas within the Ehlanzeni District (Mpumalanga) and adjacent rural areas in Limpopo Province. Tentative target communities include:
- Bushbuckridge (Mpumalanga)
- Thulamahashe
- Maruleng Municipality (Limpopo)
- Hoedspruit Area
- Villages under Traditional Authorities in the Kruger to Canyons Biosphere
Site selection will be finalized in consultation with CSA, Traditional Authorities, and Municipal Officials during the inception phase.
4.5 Staff and Roles in Implementation
| Role | Responsibility |
| Project Manager | Overall coordination, stakeholder engagement, reporting |
| Gender & Inclusion Specialist | Training design, GAP development, policy dialogue support |
| M&E Officer | Baseline/endline surveys, monthly monitoring, impact reporting |
| Digital Media Coordinator | Campaign content creation, outreach strategy, digital analytics |
| Community Trainers (3) | Local-level workshops, mentorship support, reporting to Project Manager |
| Boy Child Programme Lead | Session delivery, peer facilitator training, resource development |
Additional support will be drawn from SayPro’s headquarters for communications, finance, HR, and compliance.
4.6 Risk Management and Flexibility
The implementation plan is designed with built-in flexibility to adjust based on community needs, external factors, or changes in stakeholder dynamics. Regular review checkpoints will allow for adaptive programming.
| Potential Risk | Mitigation Strategy |
| Resistance from Traditional Authorities | Early engagement, use of respected local facilitators |
| Low turnout in rural trainings | Partner with local NGOs, schedule during optimal times |
| Digital access barriers | Use WhatsApp-based microlearning and local radio |
| Political instability or local unrest | Scenario planning, strong local networks to monitor context shifts |
5. Monitoring & Evaluation (M&E) Framework
5.1 Overview
The goal of the Monitoring and Evaluation (M&E) Framework is to track the performance, measure the impact, and inform decision-making throughout the ECOWYL consultancy implementation. SayPro will implement a participatory, data-driven, and gender-responsive M&E system that ensures accurate tracking of activities, learning, and adaptation.
Our M&E approach is aligned with:
- CSA’s Results-Based Management (RBM) framework
- South Africa’s National Gender Policy Framework
- Global best practices in inclusive development and rural empowerment
5.2 M&E Objectives
The M&E framework aims to:
- Measure the effectiveness of the project in achieving intended outputs, outcomes, and impacts.
- Provide real-time feedback to project managers and partners for adaptive learning.
- Ensure transparency and accountability to funders, communities, and stakeholders.
- Capture qualitative and quantitative evidence of change across gender, age, and identity groups.
- Document best practices, lessons learned, and success stories to inform sustainability and scale-up.
5.3 Results Framework and Indicators
| Result Level | Indicators | Target | Data Source | Frequency |
| Impact | % increase in perceived inclusion among women, youth, LGBTQIA+ in governance | 30% increase | Baseline/Endline Surveys | Baseline, Endline |
| % increase in community acceptance of diverse identities | 25% increase | Community Dialogues, Focus Groups | Midline, Endline | |
| Outcome | Number of Gender Action Plans developed and adopted | 6 GAPs adopted | GAP Reports, Sign-off Letters | Quarterly |
| % of participants reporting increased confidence in leadership/entrepreneurship | 80% of 500 participants | Pre/Post Training Surveys | Post-training | |
| Reach of inclusion and economic messaging | 10,000 people | Digital Analytics, Radio Logs | Monthly | |
| Output | Number of community members trained | 500+ participants | Training Attendance Registers | Monthly |
| Number of Boy Child sessions delivered | 12 sessions | Session Reports, Photos | Bi-monthly | |
| Number of traditional leaders engaged | 60 leaders | Dialogue Reports | Quarterly | |
| Number of digital learning modules deployed | 4 modules | Platform Reports | Quarterly | |
| Number of people engaged via radio and social media | 10,000+ listeners/viewers | Media Reach Data | Monthly |
5.4 M&E Tools and Methods
| Tool | Purpose |
| Baseline/Midline/Endline Surveys | Measure changes in knowledge, attitudes, and behavior among target groups |
| Pre/Post Training Assessments | Measure skills gained during training interventions |
| Outcome Harvesting | Capture unintended and emergent outcomes |
| Focus Group Discussions (FGDs) | Understand experiences of marginalized groups and community perspectives |
| Most Significant Change (MSC) | Collect compelling stories of personal or community transformation |
| Community Score Cards | Gather feedback on services and governance from local populations |
| Digital Dashboards | Visual tracking of key performance indicators (KPIs) for internal project management |
| GIS Mapping | Map reach and geographic spread of interventions across districts |
5.5 Disaggregation of Data
All data will be disaggregated by:
- Gender identity (male, female, non-binary, LGBTQIA+)
- Age group (youth 18–35, adults 36–59, elders 60+)
- Location (village, municipality, Traditional Authority)
- Disability status (where applicable)
This ensures inclusive analysis and helps identify disparities or gaps in outcomes.
5.6 Learning and Adaptive Management
M&E findings will not only track progress but also drive learning. SayPro will adopt an Adaptive Management Cycle consisting of:
- Plan: Design with evidence and local knowledge
- Implement: Deliver activities with real-time tracking
- Review: Monthly and quarterly reviews using feedback data
- Adapt: Revise strategies based on learning and evidence
Two Learning Reflection Workshops (at midterm and project end) will be held with key stakeholders, including CSA, Traditional Authorities, beneficiaries, and local partners. These workshops will extract:
- Key success factors
- Challenges and adaptations
- Scalability opportunities
- Policy and institutional recommendations
5.7 Roles and Responsibilities in M&E
| M&E Role | Responsibility |
| M&E Officer (SayPro) | Overall coordination of monitoring tools, data quality assurance |
| Field Trainers & Facilitators | Data collection at training, sessions, and events |
| Digital Analyst | Social media and mobile learning analytics |
| External Evaluator | Independent endline evaluation and validation of outcomes |
| CSA MEL Focal Point | Alignment with CSA’s monitoring standards and coordination |
5.8 Reporting Schedule
| Report | Content | Timing |
| Inception Report | Work plan, indicator matrix, baseline tool design | End of Month 1 |
| Baseline Survey Report | Key benchmarks on knowledge, access, inclusion perceptions | End of Month 2 |
| Monthly Activity Reports | Progress, challenges, field data | Monthly |
| Midline Progress Report | Outcomes to date, adaptations, early impact | End of Month 6 |
| Learning Briefs | Lessons learned, innovation highlights | Months 6 and 10 |
| Final Impact Evaluation Report | Outcome and impact analysis, disaggregated results | End of Month 12 |
| Project Closure and Sustainability Plan | Key lessons, scalability roadmap, stakeholder reflections | Final Week |
5.9 Knowledge Management and Dissemination
To ensure that M&E findings benefit broader stakeholders and contribute to sustainability, SayPro will:
- Share knowledge briefs with CSA and partners.
- Host a Final Learning Dialogue with stakeholders and media.
- Publish Success Stories (written, audio, video) featuring beneficiaries and leaders.
- Contribute insights to CSA’s wider programmatic learning platforms and databases.
5.10 Ethical Considerations
M&E will uphold the highest standards of:
- Informed consent
- Confidentiality
- Do-no-harm principles
- Culturally sensitive engagement
- Anonymized data analysis, particularly for LGBTQIA+ individuals and minors
SayPro will ensure that all enumerators and facilitators are trained in ethical data collection, gender sensitivity, and safeguarding.
6. Team Composition and Organizational Capacity
6.1 Overview
SayPro brings together a diverse, multidisciplinary, and gender-balanced team of professionals with extensive experience in gender equality, youth development, rural community engagement, digital learning, financial inclusion, and climate resilience. Our team composition reflects our core values of representation, innovation, and community-rooted leadership.
Each team member contributes specialized expertise essential for delivering the objectives of the ECOWYL consultancy while ensuring cultural sensitivity, local relevance, and measurable impact.
6.2 Project Team Structure
The implementation team will operate under a hybrid structure, combining national oversight with community-based execution in Mpumalanga and Limpopo. The team will be led by a dedicated Project Manager and supported by functional leads in M&E, Gender & Inclusion, Training, Digital Engagement, and Community Mobilization.
Organizational Chart
SayPro Executive Leadership
│
Project Manager
├────────────┬────────────┬────────────┬────────────┬────────────┐
Gender & M&E Officer Digital Media Training & Community
Inclusion Coordinator Curriculum Trainers (3)
Specialist Lead
└────────────┬────────────┬────────────┘
Boy Child Initiative Lead
6.3 Key Personnel Profiles
- Project Manager – Neftaly Malatjie
- Gender & Social Inclusion Specialist – Clifford Legodi
- Monitoring & Evaluation (M&E) Officer – Tsakani Rikhotso
- Digital Media Coordinator – Puluko Nkiwane
- Training & Curriculum Lead – Jeffrey Motapina
- Community Trainers (3 – Limpopo, Mpumalanga North & South)
- Boy Child Initiative Lead – Moses Mnisi
6.4 Organizational Capacity: SayPro
About SayPro
SayPro (South African Youth Projects) is a nationally recognized youth development institution, established to promote inclusive economic participation, digital innovation, and social transformation among young people and marginalized communities.
SayPro operates in 9 provinces and has worked with local, provincial, and national partners to deliver:
- Gender empowerment programs (reaching over 25,000 women and girls)
- Digital and financial literacy training for rural youth
- Policy dialogues with Traditional Authorities and government departments
- Campaigns on HIV, mental health, climate resilience, and human rights
Key Strengths
| Area | Capacity |
| Inclusive Programming | Proven models for engaging youth, women, LGBTQIA+, and persons with disabilities |
| Digital Tools & Platforms | Proprietary mobile learning platforms (WhatsApp, SayPro app) with nationwide reach |
| Community Presence | Field trainers, community facilitators, and partnerships with CBOs in Mpumalanga and Limpopo |
| Monitoring & Evaluation | Experienced M&E team using mixed-method approaches and tech-based monitoring |
| Policy & Advocacy | Track record in working with Traditional Authorities, local councils, and youth parliaments |
| Content Development | In-house capacity to produce multilingual toolkits, guides, videos, and curricula |
6.5 Institutional Infrastructure
SayPro’s head office in Midrand, Gauteng supports all provincial projects through:
- Financial and procurement management systems
- Legal compliance and contract oversight
- Human resources and talent recruitment
- Communications and media production hub
- IT and platform support (Learning Management System, App, Web)
Provincial focal points in Polokwane and Nelspruit will serve as logistical and operational bases for this consultancy.
6.6 Collaborations and Subcontracting
While SayPro will lead implementation, we will work with local partners where relevant, including:
- Community-Based Organizations (CBOs) for mobilization and cultural facilitation
- Local radio stations for media outreach in Xitsonga, Sepedi, and isiZulu
- Schools and youth clubs to facilitate Boy Child sessions
- Independent evaluators for endline assessments and learning documentation
All subcontracting will follow transparent procurement policies and be approved in consultation with CSA.
6.7 Commitment to Capacity Strengthening
As part of this consultancy, SayPro will also build the capacity of local actors through:
- Training of community-based facilitators
- Peer mentor development
- Handover of training materials and GAP tools
- Support for local institutionalization of gender-inclusive governance practices
7. Sustainability and Exit Strategy
7.1 Overview
Sustainability is central to SayPro’s approach in delivering the ECOWYL consultancy. We aim not only to implement impactful activities during the 12-month period but to ensure that capacities, systems, and behaviors remain in place long after the project ends. Our sustainability strategy is based on institutional anchoring, community ownership, capacity transfer, and digital continuity.
The exit strategy is built to transition SayPro’s responsibilities gradually to local partners, Traditional Authorities, municipalities, and community-based facilitators, ensuring continued progress toward gender inclusion, youth empowerment, and economic resilience.
7.2 Key Sustainability Pillars
1. Institutional Integration
- Gender Action Plans (GAPs) developed with Traditional Authorities and municipalities will be formally adopted and institutionalized.
- Local leaders trained in inclusive governance will serve as ongoing champions and implementers of gender-responsive policies.
- Project tools (inclusion checklists, facilitation guides) will be handed over to local governance structures and made part of routine planning.
2. Community-Based Capacity
- 500+ community members will be trained and connected to peer mentorship groups and WhatsApp support circles.
- Local trainers and facilitators will be supported to continue workshops, mentorship, and information dissemination post-project.
- Boy Child Initiative resources will be integrated into local schools, youth clubs, and churches with support from educators and parents.
3. Youth and LGBTQIA+ Leadership
- Graduates of leadership and entrepreneurship training will be equipped to mentor others, start initiatives, and serve as peer advocates.
- Safe spaces, inclusion ambassadors, and resource hubs will be fostered in villages for continued LGBTQIA+ and youth engagement.
4. Digital Continuity
- All educational materials will remain accessible via SayPro’s mobile platforms, including WhatsApp Learning and the SayPro App.
- Audio-visual content will be archived and downloadable, allowing future use in training sessions and community discussions.
- Community leaders and youth groups will be trained in content creation and dissemination using mobile tools.
5. Partnerships and Handover
- SayPro will collaborate closely with CSA, local municipalities, CBOs, and Traditional Authorities to ensure a smooth handover of knowledge, responsibilities, and tools.
- Project outputs such as Gender Action Plans, training toolkits, and digital content will be shared in open-source formats and printed where needed.
7.3 Exit Strategy Timeline
| Month | Exit-Related Activities |
| Month 10 | Begin co-developing sustainability plan with stakeholders |
| Month 11 | Conduct training for local implementers (municipal reps, traditional leaders, youth groups) |
| Month 11 | Finalize handover versions of materials (print and digital) |
| Month 12 | Host Final Learning Dialogue and Handover Workshop |
| Month 12 | Distribute Exit Toolkit with clear follow-up actions and referral points |
7.4 Sustainability Toolkit Contents
The final handover will include a Sustainability Toolkit featuring:
- Finalized Gender Action Plans (GAPs)
- Training and facilitation manuals (translated)
- Boy Child Initiative starter pack
- Media content archive (radio scripts, videos, posters)
- Digital learning access guide (how to use SayPro App and WhatsApp Bot)
- List of peer mentors and trained facilitators
- Contact list of referral partners (e.g. GBV services, youth funds, health clinics)
7.5 Long-Term Impact Pathway
| Short-Term (Year 1) | Medium-Term (Year 2–3) | Long-Term (Beyond Year 3) |
| Awareness, skills training | Community-led activities continue independently | Systemic change in rural governance norms |
| GAPs initiated | Inclusion embedded in local plans and budgets | Gender-transformative policy adoption regionally |
| Youth and LGBTQIA+ engaged | Youth-led initiatives, mentorship flourishes | Institutional partnerships for rural equity |
7.6 SayPro’s Post-Project Support Commitment
Although the formal consultancy concludes after 12 months, SayPro commits to providing light-touch remote support for 6 additional months, including:
- Remote troubleshooting for digital platforms
- Continued access to WhatsApp-based learning
- Advice and mentoring for youth-led initiatives
- Referrals to SayPro’s national and provincial partner networks
This extended engagement ensures continuity while reinforcing community self-reliance.
7.7 Risks to Sustainability and Mitigation
| Risk | Mitigation Strategy |
| Lack of budget to continue local efforts | Advocate for inclusion in municipal IDPs and access local grants |
| Limited tech access in rural areas | Use radio, printed materials, and community hubs as alternatives |
| Low leadership commitment post-project | Identify and train multiple champions within each institution |
| Cultural pushback against inclusion | Engage Traditional Leaders throughout, using evidence and storytelling |
8. Risk Management
8.1 Overview
Risk management is a core pillar of SayPro’s project implementation strategy. Given the sensitivity and complexity of the ECOWYL Consultancy—focused on gender inclusion, LGBTQIA+ empowerment, and rural governance—proactive identification, analysis, and mitigation of risks is essential.
SayPro applies a risk-based project management approach, integrating risk prevention, response, and adaptive learning throughout the project life cycle. Risks are monitored continuously and reviewed during monthly and quarterly planning sessions with CSA and local partners.
8.2 Risk Management Framework
Risks are categorized across five primary dimensions:
- Operational Risks
- Socio-Cultural Risks
- Political and Governance Risks
- Technological and Communication Risks
- Environmental and External Risks
Each risk is assessed based on:
- Likelihood (L): Low, Medium, High
- Impact (I): Low, Medium, High
- Mitigation Strategy: Preventive and responsive actions
8.3 Risk Matrix
| Risk Category | Risk Description | L | I | Mitigation Strategy |
| 1. Operational | Delays in procurement or recruitment | M | M | Begin recruitment and procurement in Month 1; use pre-vetted pools; CSA coordination |
| Difficulty accessing remote rural areas due to poor infrastructure | M | H | Use local trainers; schedule flexibly; partner with CBOs; budget for transport buffer | |
| Budget overrun due to inflation or unforeseen logistics | M | H | Include 10% contingency fund; real-time financial tracking and forecasting | |
| 2. Socio-Cultural | Resistance from traditional leaders to gender or LGBTQIA+ inclusion | H | H | Early engagement; cultural mediators; male allyship campaigns; storytelling approach |
| Community backlash against Boy Child Initiative or gender norms work | M | H | Integrate community gatekeepers; focus on values, family, and respect in messaging | |
| Low participation of women due to household or childcare responsibilities | M | M | Provide childcare during workshops; flexible timing; partner with women’s groups | |
| 3. Political & Governance | Changes in municipal leadership or priorities | M | H | Formalize partnerships; engage technical staff (not just political); document agreements |
| Policy gaps or delays in GAP adoption | M | M | Offer GAP technical support; advocate via CSA and traditional authority allies | |
| 4. Technological | Poor digital access or connectivity in target areas | H | M | Use offline tools; leverage radio, printed booklets, and local screenings |
| Misinformation or harmful narratives spread via social media | M | H | Real-time monitoring; rapid response content; digital literacy campaigns | |
| 5. Environmental/External | COVID-19 or similar health outbreaks limit community gatherings | L | H | Health protocols; shift to digital delivery where needed; outdoor venues |
| Extreme weather (flooding, heatwaves) impacts travel or session attendance | M | M | Seasonal planning; contingency dates; localized sessions |
8.4 Risk Monitoring Process
Risk monitoring is integrated into monthly coordination meetings, where the project team will:
- Review the risk register
- Track mitigation status
- Add new emerging risks
- Adjust timelines and budgets accordingly
- Share updates with CSA and key stakeholders
The M&E Officer, in coordination with the Project Manager, will update a Risk Dashboard monthly, flagging high-priority risks for immediate action.
8.5 Escalation Protocol
SayPro maintains a clear escalation pathway for risks that could significantly affect project delivery:
| Risk Level | Response | Escalation To |
| Low | Address internally at activity or unit level | Relevant Functional Lead |
| Medium | Discuss and resolve at weekly project meetings | Project Manager & Core Team |
| High | Immediate response and strategic decision required | SayPro Executive + CSA Project Focal Point |
8.6 Compliance and Risk Governance
SayPro adheres to strict organizational policies on:
- Child protection and safeguarding
- Gender-based violence prevention
- LGBTQIA+ inclusion and anti-discrimination
- Financial and procurement compliance
- Whistleblower protection
Staff and contractors will be trained on these policies during the project onboarding process, and local stakeholders will be oriented during community entry phases.
8.7 Adaptive Management and Flexibility
SayPro embraces adaptive programming — our implementation plan is designed to evolve based on feedback, learning, and emerging risks. Mechanisms to support this include:
- Bi-monthly Pause and Reflect sessions
- Flexible resource allocation for urgent responses
- Scenario planning during inception and midline reviews
- Stakeholder feedback loops to catch issues early
8.8 Strengthening Local Resilience to Risk
A key part of the project’s exit strategy is to strengthen the risk response capacity of local actors, including:
- Training community facilitators on safeguarding and early warning signs
- Equipping Traditional Authorities with gender and inclusion tools
- Embedding risk mitigation strategies into GAPs and local action plans
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