Impande is a South African nonprofit organisation working to strengthen early childhood development (ECD) systems through network coordination, resource mobilisation and support for practitioners.
In the Winnie Madikizela-Mandela Local Municipality (WMM LM) in the Eastern Cape, Impande implemented an ECD network model to improve children’s sustained access to quality early learning opportunities. The intervention was supported by seed funding from the D G Murray Trust (DGMT) and marked Impande’s expansion into the Eastern Cape, building on its prior experience in KwaZulu-Natal.
The project was implemented between February 2021 and January 2024 and focused on establishing a cohesive ECD network in and around Mbizana as a delivery mechanism to improve quality and strengthen the system.
Type of intervention: place-based ECD network and systems-strengthening model
The intervention in WMM LM is a place-based ECD network model that coordinates and supports ECD centres within a defined geographic area.
Rather than delivering services directly, Impande focused on establishing and coordinating a local ECD network. The model relied on collaboration with existing ECD forums, local government officials, provincial departments and strategic nonprofit partners.
This approach recognised the need to help ECD centres work together, because many struggle with poor facilities, limited resources and little support.
What the intervention aims to achieve
The overall aim of the project was to ensure that children in WMM LM have sustained access to quality early learning opportunities.
To achieve this, the project focused on two main goals:
- Bringing ECD centres in Mbizana together into a single network so they could support one another, improve quality and attract resources
- Offering ongoing support to ECD centres by working with partner organisations, including other nonprofits and the provincial Department of Social Development
This approach recognises that improving ECD in under-resourced areas cannot be done through one-off projects. Centres need different kinds of support, working together, over time.
What has been achieved so far
At the start of the project, Impande worked with the local ECD forum and municipal officials responsible for early childhood development. This enabled the team to reach ECD centres in the area and gather information on 272 centres in and around Mbizana.
This showed that most centres were struggling. Many had very few learning materials, poor buildings and little outside support. Some were run from wooden structures or huts, often without running water or electricity. The challenges faced by these centres were more severe than those Impande had previously seen in KwaZulu-Natal.
As the work continued, Impande reached more centres and expanded its records to include 328 ECD centres. Over the three-year period, the project progressed as more funding was secured, partnerships were established, and the team’s capacity to support centres increased.
Adapting to a changing operating environment
The project began during the second wave of the Covid-19 pandemic, which meant that many planned activities had to change. Impande was unable to hold regular ECD network meetings as planned and instead focused on helping ECD practitioners address the immediate effects of the pandemic.
This support included helping staff register for Covid-19 vaccinations and providing protective equipment to ECD centres. These changes showed how important it was to be flexible and to respond to situations beyond the project’s control.
One of the main lessons from the first year was that an approach that works in one province cannot simply be repeated in another. Although Impande followed the same overall approach as in KwaZulu-Natal, it had to make changes to address the realities of the Eastern Cape, including long distances, poor infrastructure and the ongoing impact of Covid-19.
Strengthening sustainability through partnerships and funding
In the second year of the project, as Covid‑19 restrictions were lifted, Impande was able to return to more regular activities. Because the earlier assessments showed a great need, more effort was devoted to raising funds to improve buildings and facilities. This was important so that more ECD centres could meet the requirements to access government funding through the partial care subsidy.
This period also brought major changes in how ECD is managed nationally, with responsibility moving from the Department of Social Development to the Department of Basic Education. This caused uncertainty among ECD practitioners. Impande spent a great deal of time working quietly with both practitioners and government officials to ease concerns and help ensure that services could continue.
Another important development in the second year was the launch of the Social Employment Fund (SEF), run by the Industrial Development Corporation. Impande was appointed as an implementation partner, enabling salaries to be paid to practitioners working in unfunded ECD centres in the Mbizana network. This additional support also made it easier to provide learning materials and training, helping the ECD network grow and strengthen more quickly.
Leveraging seed funding for system-wide impact
By the third year, the project built on progress made in the first two years, with different kinds of support coming together around the ECD network. One important development during this time was funding from FirstRand Foundation to train 70 ECD practitioners at NQF Level 4.
The experience showed how important it is to work with many partners when ECD centres face multiple challenges simultaneously. Support included improving buildings, providing food support, supplying learning materials, training practitioners and paying salaries. This mix of support was both effective and necessary in an area where needs are deep and closely linked.
An initial R1 million investment from DGMT enabled Impande to attract R42 277,508 in additional funding for the Mbizana ECD network over the life of the project. As more ECD centres begin to access government funding, the value of this investment is expected to grow over time.
Lessons learnt and future application
The experience in WMM LM underscores the importance of flexibility in early childhood development. Changes such as the Covid-19 pandemic, shifts in policy, and new funding options meant the project had to keep adjusting along the way. Some of these changes made the work harder, but others – such as the introduction of the Social Employment Fund – opened new opportunities to move faster and do more.
The case study also shows that the challenges faced by under-resourced communities are complex and interconnected, and cannot be solved by a single organisation working alone. Strong partnerships, with different organisations playing different roles, are essential to responding to these realities.
The approach used in WMM LM could be useful in other under-resourced communities, especially where a small initial investment can help attract additional funding that addresses local needs. The experience also highlights the value of expecting change and being ready to use new opportunities to strengthen long-term sustainability.
