Strategicobjectives
Cotlands' strategy is firmly grounded in our vision, mission, and values, which collectively steer our efforts to transform the South African ECD sector.
Our strategic performance framework guides our actions, ensuring that we remain focused and aligned in our core organisational pursuits. By consistently evaluating and refining our strategic approach, we can better address the evolving needs of our stakeholders and continue to create a lasting, positive impact in the communities we serve.
Since 2022, Cotlands has identified three core strategic objectives that align closely with our mission to enhance early childhood development. Here is a detailed look at our progress towards each of these objectives:
To secure and strengthen partnerships that support the set-up and operations of toy libraries to improve the quality of play-based Early Learning Programmes (ELP’s) in marginalised communities.
What we committed to:
- Play-based Early Learning Programmes, which positively improve child outcomes and school readiness scores.
What we did:
- Supported 507 Toy library members by providing them with learning resources and training.
- The quality improvement programme included modules like classroom set up, managing staff and understanding the NCF.
- Delivered 1527 training sessions, where we capacitated ECD practitioners to deliver a play-based programme.
- Enrolled 1173 children in early learning non-centre-based programmes, providing them with the early learning they need to be school-ready when they enter Grade R.
- Enrolled 61 children in early learning centre-based programmes providing a daily learning programme as well as daily meals.
- Conducted 1053 parenting workshops, encouraging responsive care.
Performance: Early Learning Playgroups (ELPGs)
| Key Performance Indicators | Target 2026 | Actuals 2026 | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|---|---|
| Number of ELPG Early learning facilitators (ELFs) and Early learning facilitator assistants (ELFAs) | 49 | 42LA | 46 | 47 | 53 | 54 |
| Number of ECD practitioners | 4 | 4LA | n/a | n/a | n/a | n/a |
| Number of ELPG playgroups | 82 | 80LA | 90 | 91 | 79 | 78 |
| Number of ELPG sessions | 7 820 | 4 331LA | 7 055 | 6 726 | 7 326 | 6 004 |
| Number of children enrolled | 1 200 | 1 173LA | 1 411 | 1 391 | 1 124 | 1 122 |
| Number of children enrolled – centre based | 50 | 61LA | n/a | n/a | n/a | n/a |
| Number of meals served | 213 072 | 162 986LA | 225 776 | 185 082 | 167 340 | 120 748 |
Performance: Toy Libraries
| Key Performance Indicators | Target 2026 | Actuals 2026 | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|---|---|
| Number of toy library members | 400 | 507LA | 760 | 709 | 344 | 369 |
| Number of play sessions* | - | 967LA | 1 033 | 328 | 65 | 64 |
| Number of children served* | - | 14 115LA | 16 734 | 6 123 | 3 023 | 1 135 |
| Number of toys lent out* | - | 90 448LA | 67 909 | 42 996 | 37 537 | 22 617 |
* No targets are set as early learning programmes differ in terms of the number of children. We concentrate on number of members made up of early learning programmes.
Overall achievement of strategic goals determined by combining scores of the activities and targets, and indicating the actual (A) performance against the targets (T)
| 2026 | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|
| A : 91% T : 80%* | A : 96% T : 80%* | A : 63% T : 70% | A : 64% T : 70% | A : 80% T : 70% |
Green - target achieved // Red - target not met
* In this financial year, the overall achievements of the strategic goals and staff performance were realigned. The target has been amended to 80% for this financial year.
What changed:
- Children's outcomes are measured through baseline and summative assessments.
- In the year, children improved their school readiness by 19%.
- R12 792 224 allocated to operations and projects for FY2026.
Board oversight:
- Quarterly progress reviewed by the Organisational Development Committee
To provide alternate pathways to professionalisation for ECD practitioners.
What we committed to:
- Build a skilled and qualified ECD workforce that delivers quality play-based early learning opportunities for young children.
What we did:
- Delivered 49 internal master trainer sessions
- Delivered 23 external training sessions
- Enrolled 2 learners in the Occupational certificate: ECD practitioner level 4 qualification
- 13 trainees deemed competent by the accrediting authority
- Published 12 micro skills courses onto the CotlandsIgnite intranet
Performance
| Key Performance Indicators | Target 2026 | Actuals 2026 | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|---|---|
| Number of trainees enrolled in CotlandsIgnite accredited courses | 35 | 2LA | 27 | 18 | 42 | 12 |
| Number of trainees deemed competent by accrediting authority | 27** | 13LA | 12 | 9 | 19 | 3 |
- * The target for the number of learners deemed competent is based on the enrolment figure of the previous year due to the 8 – 12 month duration of our accredited courses.
Reasons why we didn't get to the key performance indicator targets:
- Limited ability to self-fund: The target market (ECD practitioners) generally earns low salaries, making enrolment highly dependent on external sponsorships and bursary funding.
- Slow sector transition: Many sponsors and organisations continued funding legacy qualifications while adjusting to the new QCTO occupational qualification framework, slowing the uptake of the new certificate.
- Language barrier in assessment: The External Integrated Summative Assessment (EISA) is conducted in English, which is not the home language for many learners.
- Limited assessment opportunities: The EISA is offered only three times per year, which can delay progression and certification.
- Assessment design challenges: Feedback indicates that the complexity of question types and high mark allocation across a small number of questions may contribute to lower pass rates
Overall achievement of strategic goals determined by combining scores of the activities and targets, and indicating the actual (A) performance against the targets (T)
| 2026 | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| A : 82% T : 80% | A : 87% T : 80% | A : 86% T : 70% | A : 48% T : 70% | A : 53% T : 70% | A : 70% T : 70% |
Green - target achieved // Red - target not met
What changed:
- Improved assessment scores
- R677,242 allocated to training and support for FY2026
Board oversight:
- Quarterly progress reviewed by the Organisational Development Committee
To secure the financial sustainability of Cotlands.
What we committed to:
- Toys2Rent becomes a reliable income source for Cotlands NPO.
What we did:
- Cotlands Toys2Rent went live in October 2024. During the past financial year, we experimented with a range of marketing campaigns, both digital and in-person, to get individuals to subscribe. The analysed data confirmed we were able to drive traffic to the website, but that our audience did not get to the cart to place their order. An audit was conducted to understand how to improve the user experience, resulting in the website's rebuild during the third quarter of the year. The relaunch made navigation easier and led to a couple of new clients. However, not enough to continue with the same business model. The CSE committee was tasked with exploring alternative pathways for how the developed assets can be pivoted and marketed. At the time of writing this report, the day-to-day operations of Toys2Rent were paused, and the team is exploring alternatives.
Board oversight:
- Biweekly progress reviewed by the Adhoc CSE Committee.