To the Chairperson of Neftaly Kingdom Royal Committee Mr. Clifford Legodi, all Neftaly Kingdom Royal Committee Members, Neftaly Royal Chiefs and all Neftaly Human Capital.
Kgotso a ebe le lena.
1. ORGANISATIONAL OVERVIEW
Organisation Name: Neftaly
Year: 2026
Implementation Period: 01 January 2026 – 31 December 2026
Mandate:
Neftaly is a youth development institution dedicated to empowering communities—especially youth, women, and persons with disabilities—by enabling access to education, technology, health, entrepreneurship, and skills development opportunities.
2. PURPOSE OF THE ANNUAL IMPLEMENTATION PLAN
The Annual Implementation Plan (AIP) translates Neftaly’s strategic objectives into actionable programmes and activities for the 2026 financial year. It provides a clear framework for implementation, monitoring, evaluation, accountability, and reporting.
3. STRATEGIC PRIORITY AREAS FOR 2026
- Skills Development & Accredited Training Programmes
- Youth Employment, Internships & Learnerships
- Entrepreneurship & SMME Support
- Digital Transformation & Technology Access
- Gender, Social Inclusion & Disability Mainstreaming
- Governance, Compliance & Organisational Sustainability
- Partnerships, Marketing & Stakeholder Engagement
4. IMPLEMENTATION FRAMEWORK
Each programme is aligned to:
- Strategic Objective
- Key Activities
- Responsible Unit
- Performance Indicators
- Timeframes
- Expected Outputs
5. DETAILED IMPLEMENTATION PLAN (WITH TIMEFRAMES)
5.1 Skills Development & Training Programmes
Strategic Objective: Expand access to accredited and occupational skills training.
| Activity | Description | Responsible Unit | Timeframe | Key Outputs |
| Curriculum Development | Review and update accredited & occupational courses | Training Department | Q1 (Jan–Mar) | Updated curricula |
| Programme Accreditation | Apply for new accreditation & programme alignment | Compliance & QA | Q1–Q2 (Jan–Jun) | Approved programmes |
| Training Delivery | Deliver priority training programmes nationwide | Training & Facilitators | Q2–Q3 (Jul–Sept) | Trained beneficiaries |
| Assessments & Certification | Conduct assessments and issue certificates | QA & Assessors | Q3–Q4 (Oct–Dec) | Certified learners |
5.2 Youth Employment, Internships & Learnerships
Strategic Objective: Improve employability and work readiness of youth.
| Activity | Description | Responsible Unit | Timeframe | Key Outputs |
| Internship Recruitment | Recruit youth for internship programmes | HR & Programmes | Q1 (Jan–Mar) | Interns recruited |
| Workplace Placement | Place interns with partners & host employers | Partnerships Unit | Q2–Q3 (Apr–Sep) | Active placements |
| Mentorship & Coaching | Provide structured mentorship support | Programmes Unit | Q2–Q4 (Apr–Dec) | Mentored youth |
| Exit & Absorption Support | Job placement and exit evaluations | HR & M&E | Q4 (Oct–Dec) | Employment outcomes |
5.3 Entrepreneurship & SMME Support
Strategic Objective: Support youth-led enterprises and startups.
| Activity | Description | Responsible Unit | Timeframe | Key Outputs |
| Entrepreneurship Training | Business & proposal writing training | Enterprise Unit | Q1–Q2 (Jan–Jun) | Trained entrepreneurs |
| Incubation Support | Coaching, mentorship & compliance support | Enterprise Unit | Q2–Q4 (Apr–Dec) | Supported SMMEs |
| Market Access Initiatives | Link SMMEs to markets & procurement | Partnerships | Q3–Q4 (Jul–Dec) | Market linkages |
5.4 Digital Transformation & Technology Access
Strategic Objective: Enhance digital skills and access to technology.
| Activity | Description | Responsible Unit | Timeframe | Key Outputs |
| Digital Skills Training | ICT, digital literacy & online tools training | ICT & Training | Q1–Q4 (Jan–Dec) | Digitally skilled youth |
| E-Learning Platform | Improve Neftaly online learning systems | ICT Unit | Q1–Q2 (Jan–Jun) | Functional LMS |
| Tech Access Projects | Devices & connectivity support | ICT & Partners | Q2–Q4 (Apr–Dec) | Improved access |
5.5 Gender, Social Inclusion & Disability Mainstreaming
Strategic Objective: Promote inclusive participation across all programmes.
| Activity | Description | Responsible Unit | Timeframe | Key Outputs |
| GSI Policy Implementation | Roll-out inclusion policies | Governance Unit | Q1 (Jan–Mar) | Implemented policy |
| Targeted Programmes | Women, youth & disability-focused training | Programmes Unit | Q2–Q4 (Apr–Dec) | Inclusive participation |
| Awareness Campaigns | Gender & inclusion advocacy | Marketing & Comms | Q2–Q4 (Apr–Dec) | Awareness reached |
5.6 Governance, Compliance & Sustainability
Strategic Objective: Strengthen organisational governance and compliance.
| Activity | Description | Responsible Unit | Timeframe | Key Outputs |
| Policy Review | Review governance & operational policies | Governance | Q1 (Jan–Mar) | Updated policies |
| Financial Management | Budgeting, audits & reporting | Finance Unit | Q1–Q4 (Jan–Dec) | Clean audits |
| Resource Mobilisation | Funding proposals & donor engagement | Management | Q2–Q4 (Apr–Dec) | Secured funding |
5.7 Neftaly and Diepsloot Arsenal Implementation Plan 2026
The Neftaly and Diepsloot Arsenal Implementation Plan for 2026 outlines a collaborative approach to youth development in Diepsloot through an integrated sports, education, and life-skills programme. The partnership leverages Neftaly’s programme management and compliance expertise with Diepsloot Arsenal’s football development experience to deliver structured, safe, and impactful interventions for children and youth aged 8 to 18.
Programme Purpose
The primary purpose of the programme is to use sport—specifically football—as a development tool to promote discipline, teamwork, leadership, and personal growth, while reinforcing the importance of education, health, and positive social behaviour. The programme is designed to provide young people with consistent, supervised activities that contribute to their physical, emotional, and social well-being.
Strategic Objectives
The programme seeks to:
Provide regular, structured football training supported by qualified coaches.
Integrate life-skills education, leadership development, and mentorship into sports activities.
Encourage academic responsibility and positive life choices among participants.
Create safe and inclusive spaces for youth engagement.
Strengthen community ownership and parental involvement in youth development initiatives.
Target Group
The programme will benefit primary and secondary school learners from the Diepsloot community, with particular focus on vulnerable and at-risk youth. Participation will be inclusive, promoting equal access regardless of gender or background.
Core Programme Components
Sports Development:
Participants will receive weekly football training sessions focusing on technical skills, physical fitness, teamwork, and game strategy. The programme will include friendly matches, league participation, and tournaments to enhance competitive exposure and talent identification.
Education and Life Skills:
Life-skills sessions will address discipline, goal-setting, communication, teamwork, and leadership. Learners will be encouraged to balance sport with education, supported through academic guidance and mentorship where possible.
Health, Wellness, and Social Development:
The programme promotes physical fitness, healthy lifestyles, and emotional well-being. Sessions will include wellness awareness, injury prevention, and personal responsibility, ensuring holistic development beyond sport.
Implementation Approach and Timeline
The 2026 programme will be implemented across four quarters:
Quarter 1: Planning, stakeholder engagement, recruitment of coaches and facilitators, equipment procurement, and participant registration.
Quarter 2: Full programme rollout, regular training sessions, life-skills workshops, and community engagement activities.
Quarter 3: Mid-year review, leadership activities, tournaments, and programme refinement based on performance and feedback.
Quarter 4: Final assessments, showcase events, reporting, and planning for sustainability and continuation into 2027.
Roles and Responsibilities
Neftaly will lead programme coordination, monitoring and evaluation, compliance, reporting, and stakeholder communication.
Diepsloot Arsenal will be responsible for technical football training, talent development, team management, and day-to-day participant engagement.
Monitoring, Evaluation, and Reporting
The programme will implement continuous monitoring through attendance registers, activity reports, and performance reviews. Quarterly evaluations will assess progress against objectives, with an end-of-year report capturing outcomes, challenges, lessons learned, and recommendations.
Risk Management and Safeguarding
Child protection, health, and safety are central to programme implementation. The partnership will enforce safeguarding policies, ensure adequate supervision, provide first-aid support, and implement emergency response procedures during all activities.
Expected Outcomes
By the end of 2026, the programme is expected to:
Improve football skills, discipline, and teamwork among participants.
Enhance leadership, confidence, and life-skills development.
Increase positive youth engagement and reduce exposure to social risks.
Strengthen collaboration between Neftaly, Diepsloot Arsenal, families, and the wider community.
5.8 Neftaly Neftaly Kingdom (March 2026)
Neftaly Neftaly Kingdom is an educational and developmental program designed to provide a fun, inclusive, and structured learning environment for primary (Grades 3–6) and secondary (Grades 7–11) school children. The program focuses on academic enrichment, creativity, physical wellness, and social development through interactive and age-appropriate activities.
Purpose and Goals
The program aims to enhance children’s cognitive, social, emotional, and physical development by combining education, technology, arts, sports, and teamwork. It seeks to foster creativity, critical thinking, leadership, and problem-solving skills while ensuring a safe and engaging learning space.
Key Objectives
Deliver structured educational sessions aligned with learning outcomes.
Integrate technology to improve engagement and learning.
Promote physical activity, wellness, and teamwork.
Encourage creativity through arts, music, drama, and extracurricular activities.
Build communication, leadership, and social skills.
Implementation Timeline
March 2026 (Pre-launch Phase): Curriculum finalisation, staff recruitment, infrastructure setup, material procurement, staff training, safety reviews, community outreach, and test sessions.
April 2026 (Program Launch): Commencement of classes, introduction of daily routines, delivery of academic and extracurricular activities, use of technology-based learning tools, and ongoing learner assessments.
Program Structure
Primary School Programme: Focuses on literacy, numeracy, basic science, creative arts, physical education, storytelling, introductory coding, and outdoor exploration.
Secondary School Programme: Emphasises advanced literacy, critical thinking, leadership development, STEM activities, coding and robotics, sports, public speaking, and community service.
Staffing and Management
The program is supported by qualified educators, specialised facilitators, program coordinators, health and safety officers, volunteers, and guest speakers from various professional fields.
Communication and Engagement
Regular internal staff meetings, newsletters, parent updates, and active social media engagement ensure transparency, collaboration, and community involvement.
Monitoring, Evaluation, and Safety
Continuous assessment, feedback from learners and parents, and end-of-term evaluations are used to improve program quality. Strong risk management measures, health and safety protocols, and emergency response plans are in place.
Long-Term Vision
By the end of 2025, Neftaly Neftaly Kingdom aims to be a trusted educational initiative, with plans to expand participation, introduce advanced programmes, and partner with additional educational institutions.
5.9 Neftaly Events Implementation Plan 2026
The Neftaly Events Implementation Plan for 2026 provides a structured framework for the planning, coordination, and delivery of community, youth, sports, lifestyle, and promotional events throughout the year. The plan focuses on delivering high-quality, well-managed, and impactful events that support Neftaly’s objectives of community development, youth engagement, brand visibility, and social impact.
Purpose of the Events Programme
The primary purpose of Neftaly Events is to create platforms that promote participation, learning, wellness, and community cohesion. Events are designed to engage diverse audiences, provide positive social experiences, and support developmental outcomes while enhancing Neftaly’s public presence and partnerships.
Strategic Objectives
The 2026 events programme aims to:
Deliver safe, inclusive, and professionally managed events.
Promote youth participation, physical activity, and creative expression.
Strengthen partnerships with community organisations, sponsors, and stakeholders.
Increase brand visibility and community trust in Neftaly initiatives.
Create sustainable event models that can be replicated and scaled.
Key Event Categories
Community and Youth Development Events
These include youth empowerment workshops, educational activations, community dialogues, and awareness campaigns aimed at skills development and social cohesion.
Sports and Wellness Events
Events such as fitness challenges, tournaments, fun runs, and wellness days promote healthy lifestyles, teamwork, and active participation.
Creative, Cultural, and Lifestyle Events
These events provide platforms for arts, music, fashion, and cultural expression, encouraging creativity and community participation.
Promotional and Brand Activation Events
Strategic events are used to showcase Neftaly programmes, attract partners, and engage audiences through interactive brand experiences.
Implementation Approach
The implementation of Neftaly Events in 2026 follows a phased approach:
Planning and Design: Event concept development, budgeting, scheduling, risk assessments, and stakeholder engagement.
Coordination and Logistics: Venue booking, supplier management, equipment procurement, permits, security, and transport.
Programme Delivery: Event execution, facilitation, crowd management, and on-site coordination.
Post-Event Review: Evaluation, reporting, stakeholder feedback, and documentation of lessons learned.
Annual Implementation Timeline
Quarter 1: Annual event planning, calendar finalisation, partner engagement, and resource mobilisation.
Quarter 2: Rollout of community, youth, and sports events with ongoing monitoring.
Quarter 3: Flagship events, mid-year evaluation, and programme refinement.
Quarter 4: Major closing events, impact reporting, and planning for the following year.
Roles and Responsibilities
Neftaly Events Team: Overall planning, coordination, compliance, and reporting.
Facilitators and Event Staff: Programme delivery, participant support, and on-site management.
Partners and Sponsors: Resource support, co-branding, and technical input.
Volunteers: Event support, logistics assistance, and community mobilisation.
Monitoring, Evaluation, and Reporting
Event performance will be tracked through attendance registers, activity reports, feedback forms, media coverage, and post-event evaluations. Quarterly and annual reports will document outputs, outcomes, challenges, and improvements.
Risk Management and Compliance
The plan prioritises health, safety, and risk mitigation through crowd control measures, emergency plans, first aid services, security arrangements, and compliance with local regulations and safeguarding policies.
Expected Outcomes
By the end of 2026, Neftaly Events is expected to:
Successfully deliver multiple high-impact events across communities.
Increase youth and community participation in positive activities.
Strengthen Neftaly’s brand presence and stakeholder relationships.
Demonstrate measurable social and developmental impact.
Establish a strong foundation for sustainable and scalable event programming.
5.10 Partnerships, Marketing & Stakeholder Engagement
Strategic Objective: Strengthen partnerships and organisational visibility.
| Activity | Description | Responsible Unit | Timeframe | Key Outputs |
| Stakeholder Mapping | Identify strategic partners | Management | Q1 (Jan–Mar) | Partner database |
| Marketing Campaigns | Promote Neftaly programmes | Marketing Unit | Q1–Q4 (Jan–Dec) | Increased reach |
| MOUs & Agreements | Formalise partnerships | Legal & Management | Q2–Q4 (Apr–Dec) | Signed MOUs |
6. MONITORING & EVALUATION (M&E)
- Quarterly performance reviews
- KPI tracking per programme
- Beneficiary impact assessments
- Annual performance report
7. RISK MANAGEMENT
| Risk | Mitigation Strategy |
| Funding shortfalls | Diversify funding sources |
| Low beneficiary uptake | Enhanced outreach & partnerships |
| Compliance delays | Early planning & regulatory engagement |
8. REPORTING & ACCOUNTABILITY
- Monthly internal reports
- Quarterly management reports
- Annual implementation and impact report
LIST OF DEVELOPMENT ROYAL
| Full names and Surname: | Position: |
| Makgotlo Linah Ralepelle | Neftaly Chief Development Officer |
| Ntshuxeko Previous Shihangu | Neftaly Development Manager |
| Elizabeth Mokgaetji Gwangwa | Cleaner |
| Andrice Macuacua | Neftaly Development Officer |
| Daniel Makano | Neftaly Development Specialist |
| Manoko Ditsoabane | Neftaly Development Specialist |
| Uvele Tabata | Neftaly Development Volunteer |
9. APPROVAL
Prepared by: _Linah Ralepelle_______________________
Position: ____Neftaly Chief Development Royalty________
Date: ___29 /01/2026______________________________
Approved by: _____Ntshuxeko Shihangu______
______Andrice Macuacua_______
______Daniel Makano_________
______Manoko Ditsoabane_____
Date: ____ 30/01/2026_____
My message shall end here
Linah Ralepelle | Neftaly Chief Development Officer | Neftaly
