Programmes

Making the "just" in the just transition visible in host communities.

National Driver

The Just Transition Framework and the Just Energy Transition Investment Plan, with an investment need of around R1.5 trillion. Renewable developers procured under the REIPPPP carry Economic Development Obligations, committing a share of revenue to communities within 50km of each project across a 20-year licence, monitored by the IPP Office and reported against B-BBEE scorecards.

The Gap

The build is planned and financed nationally, but the community investment attached to it is often slow, fragmented and weakly evidenced. As of 2024, only 0.4% of JET grant funding had reached civil society and worker communities.

The 100-Day Challenge Response

The 100-Day Challenge provides developers with a proven vehicle to turn socio-economic and enterprise-development commitments into measurable local impact within 100 days. A frontline team brings the developer, the municipality and community structures behind one goal and delivers a reportable result.

Impact Areas

Socio-economic Development (community impact)

  • Ending GBVF: reduce GBVF incidents, or stand up a working survivor referral and safety response, in a host community.
  • Food security: households or a school reaching a defined food-secure outcome through a supported garden or local supply chain.
  • Education: lift one learning outcome in a host-community school.
  • Reliable power for a clinic, school, or community centre, operational by Day 100.

Enterprise Development (financial flows to local SMEs)

  • Local SMEs onboarded into the developer's or municipality's supply chain and generating first contract revenue within 100 days.
  • Rand value of new subcontracting or procurement flows to local black-owned SMEs.
  • SMEs moved from informal to formally contracted supplier status, with a repeat order secured.

Apply now to organise a 100-Day Challenge in the Energy Sector.

Application

Closing the gap between food produced and food that reaches the plate.

National Driver

Section 27(1)(b) of the Constitution, the National Policy on Food and Nutrition Security, and the National Development Plan Vision 2030 goal of ending poverty and food insecurity.

The Gap

South Africa produces enough food at a national level, but millions of households remain food insecure because of affordability, unemployment and logistics failures. Interventions often lean towards short-term relief rather than resilient local food systems.

The 100-Day Challenge Response

Frontline teams of local farmers, municipal economic development units, food-rescue non-profits, retailers and school nutrition coordinators strengthen local food production, streamline food-rescue supply chains and secure nutritional access within 100 days.

Impact Areas

Urban Agriculture and Community Food Production

  • Community or household food gardens established, planted, and verified as productive by Day 100.
  • Tonnes of locally grown produce harvested and distributed to vulnerable households or local markets.
  • Smallholder or urban farmers moved onto a reliable municipal or institutional water-access plan to secure crop survival.

Food Rescue, Redistribution and Loss Reduction

  • Tonnes of surplus edible food rescued from retailers, agri-processors, or farms and distributed to community kitchens.
  • Local redistribution hubs equipped with functional cold storage or logistics to extend shelf life.
  • Reduce the average turnaround time from food donation logging to frontline plate delivery.

Institutional and Early Childhood Nutrition

  • Increase ECD centres or schools meeting national daily nutritional benchmarks in a targeted ward.
  • Unregistered feeding schemes brought into a formal network receiving regular bulk allocations.
  • Increase the share of school nutrition ingredients sourced from smallholder farmers within a 50 km radius.

Apply now to organise a 100-Day Challenge in the Food Security Sector.

Application

Turning pipelines and unspent budgets into placements and income.

National Driver

The National Development Plan Vision 2030 and the Presidential Youth Employment Intervention, anchored by the Pathway Management Network.

The Gap

Most young people who enter the labour market are not in work, education or training within a year, while skills budgets go underspent. The gap is conversion.

The 100-Day Challenge Response

Local economic development units, SETAs, employers and TVETs turn existing pipelines and budgets into placements and first revenue in 100 days.

Impact Areas

Work and Placement

  • Unemployed people placed into paid work or learnerships in a defined area.
  • Increase the TVET-to-work placement rate for a targeted cohort.

Enterprise and SMME Development

  • New micro-enterprises or SMMEs generating first revenue.
  • Small businesses securing a first procurement order from a municipality or department.
  • Reduce the turnaround time for local SMMEs to register on the municipal supplier database and secure a first purchase order.
  • Total Rand value of new, independent income generated by a defined group within the sprint.

Skills-to-work Pathways

  • People completing demand-led training linked to a confirmed opportunity, then securing a position or starting to earn.
  • Reduce the average time-to-placement for a targeted cohort.

Apply now to organise a 100-Day Challenge in the Ending Unemployment Sector.

Application

Moving closer to every child reading for meaning and eventual post school success.

National Driver

The National Development Plan Vision 2030 and the national goal that every child can read for meaning by age 10 by 2030, with DHET framing post-school success.

The Gap

81% of Grade 4 learners cannot read for meaning, and the gap starts early, with over half of children in early learning programmes not developmentally on track. The missing piece is local delivery.

The 100-Day Challenge Response

Teachers, district officials and partners commit to one narrow learning outcome at a school or campus and operationalise what works in 100 days.

Impact Areas

Early Childhood Development

  • Increase children enrolled in a quality early learning programme in a defined area.
  • Increase the proportion of children assessed as school-ready before Grade R.
  • Bring unregistered ECD programmes into registration and onto the subsidy.

Foundational Learning

  • Increase the proportion of Grade [X] learners reading for meaning.
  • Increase foundation-phase learners who know all letters of the alphabet by the end of Grade 1.

Retention and Progression

  • Reduce learner repetition or dropout in a defined grade or campus.
  • Increase learner attendance in a targeted phase.

Post-school Transitions

  • Increase student throughput or pass rate for a targeted TVET programme.
  • Place students into workplace-based learning or employment on completion.

Apply now to organise a 100-Day Challenge in the Reforming Education Sector.

Application
100 Days of Action. A Lifetime of Change.

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Thought starter reflection questions

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
  • How would you characterise the level of trust among participants in the meeting? To what extent did this shift as the meeting progressed? To what do you attribute this shift, if indeed it happened?

Thought starter...

Reflection Questions 

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:

  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
These are 100-Day Challenge Mentors. 

They did some work before you received the Challenge Note. This included:

  • Writing the Challenge Note, and making sure that the leaders of all the organisations represented on the team are comfortable with it – and committed to supporting the work of the team
  • Helping the leaders of these organisation recruit you and your colleagues to the team
  • Gathering some baseline data and other information that will help you and your teammates set your 100-Day goal and develop your plan.
  • Making sure all the preparations are made for a successful Lift-Off workshop, when you and your teammates will meet and get your 100-Day Challenge started. This includes venue, facilitation support, food, swags, comms, travel arrangements and whatever else is needed.

 

Mentors will participate in all or part of the Lift-Off Workshop, mostly at the start to provide context and answer questions, and at the end to give you and your teammates feedback about the goal and plan you develop.

During the 100 days following the Lift-Off Workshop, here’s what the Mentors will do:  

  • They will check in every two weeks with the team leaders to see how the team is doing and what support they and the team need.
  • They will keep other organisational leaders informed and engaged during the 100 days, and pull them in to help as needed.
  • They will participate in the last part of the Refuelling Workshop, halfway through the 100 days, to see what additional support the team needs, and to begin to plan with the team for sustainability and scale-up.
  • They will work with the team at the Sustainability Workshop to finalise recommendations on sustaining the results and building on the work of the team.