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SayPro is a Global Solutions Provider working with Individuals, Governments, Corporate Businesses, Municipalities, International Institutions. SayPro works across various Industries, Sectors providing wide range of solutions.

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Written by

Puluko Graham Nkiwane

in

  • SayPro Confirmation – Transport from Midrand Engen Big Bird One Stop (N1) to Training Venue

    Dear Stakeholder,

    This message serves to confirm that an Uber driver will be arranged to pick you up from Midrand – Engen Big Bird One Stop (N1) and transport you to the Southern Africa Youth Project Headquarters, located at:

    📍 19 Pitta Street, Rooihuiskraal, Centurion, Pretoria

    🚌 Arrival Transfer Details:

    • Pickup Location: Midrand Engen Big Bird One Stop (N1)
    • Drop-off Location: Southern Africa Youth Project Headquarters
    • Date: 23 June 2025
    • Mode of Transport: Uber

    📞 Contact Persons:

    • Puluko Nkiwane – 077 463 7797
    • Sinentlantla Mabusela – 064 005 8288

    Please ensure that your phone is switched on and accessible on the day of your arrival so the driver or coordinators can reach you easily.

    Should you need assistance or experience any delays, don’t hesitate to contact the team using the numbers provided above.

    We look forward to welcoming you to the SayPro Capacity Building Training for NPOs Programme.

    Warm regards,
    SayPro Team

  • SayPro Confirmation – Airport Transfer from Lanseria International Airport to Training Venue

    Dear Stakeholder,

    This message serves to confirm that an Uber driver has been arranged to pick you up upon your arrival at Lanseria International Airport and transport you to the Southern Africa Youth Project Headquarters, located at:

    📍 19 Pitta Street, Rooihuiskraal, Centurion, Pretoria

    🛬 Arrival Transfer Details:

    • Pickup Location: Lanseria International Airport
    • Drop-off Location: Southern Africa Youth Project Headquarters
    • Date: 23 June 2025
    • Mode of Transport: Uber
    • Contact Person at Venue:
      • Puluko Nkiwane: 077 463 7797
      • Sinentlantla Mabusela: 064 005 8288

    Please ensure that your mobile phone is on and reachable upon arrival for easy coordination with the driver.

    Should you experience any delays or require assistance during the transfer, feel free to contact the individuals listed above.

    We look forward to welcoming you to the SayPro Capacity Building Training for NPOs Programme.

    Warm regards,
    SayPro Team

  • SayPro Confirmations that We are going to book you a flight from Cape Town Airport to Lanseria International Airport 23 and 27 to attend SayPro Capacity Building Training for NPOs Programme Event on 24 – 26 June 2025

    Dear Stakeholder,

    We are pleased to inform you that SayPro will be booking your flights to attend the SayPro Capacity Building Training for NPOs Programme, scheduled to take place from 24 to 26 June 2025 at the Southern Africa Youth Project Headquarters in Centurion, Pretoria.

    ✈️ Flight Details:

    • Departure:
      📍 From: Cape Town International Airport
      📅 Date: 23 June 2025
      📍 To: Lanseria International Airport (Johannesburg)
    • Return:
      📍 From: Lanseria International Airport
      📅 Date: 27 June 2025
      📍 To: Cape Town International Airport

    Flight tickets will be booked on your behalf and confirmation details, including departure times, airline, and check-in procedures, will be shared with you once finalized.

    Additional Information:

    • Airport transfers between Lanseria Airport and the training venue in Centurion will also be arranged by SayPro.
    • Please ensure that you carry a valid form of identification (ID or passport) for travel.
    • If you have any special travel requirements or restrictions, kindly inform us as soon as possible.

    We look forward to welcoming you to the training, and we appreciate your commitment to building stronger and more effective NPOs in Southern Africa.

    Should you have any questions or need further assistance, feel free to contact us.

    Warm regards,
    Puluko Nkiwane
    Chief Marketing Officer | SayPro

  • SayPro expects data from all active projects within the quarter, segmented by region and program type.

    🔍 Segmentation Requirements

    1. By Region:
      Data must be disaggregated by geographical region (e.g., Gauteng, Limpopo, Eastern Cape, etc.).
    2. By Program Type:
      Projects must categorize data under specific program themes such as:
      • Youth Skills Development
      • Digital Literacy
      • Employment Support
      • Health & Wellness
      • Community Engagement

    📅 Submission Timeline

    • Quarterly data must be submitted no later than 5 working days after the quarter ends (e.g., for Q2 ending June 30, the deadline is July 5).
    • Late submissions must be accompanied by an explanatory note and may delay integration into quarterly reports.

    📁 Submission Format

    • Use the standardized SayPro Excel Data Collection Template.
    • Ensure data is cleaned and validated before submission.
    • Upload to the SayPro Website Platform or designated shared drive folder for your region.

    📞 Support Contact

    For any issues with the format, segmentation, or upload process, contact:
    M&E Helpdesk at me-support@saypro.org or your Regional M&E Coordinator.

  • SayProCER – Request for Transport for Royal Committee and Stakeholders from Diepsloot

    To the CEO of SayPro Neftaly Malatjie, the Chairperson Chief Operation Officer of SayPro Mr Legodi, all Royal Committee Members

    Kgotso a ebe le lena

    On behalf of the SayPro Coordination Team, I humbly submit this formal request for transport support for the Royal Committee and key stakeholders from Diepsloot and surrounding areas. These esteemed individuals are scheduled to attend the SayPro Capacity Building Training for NPOs Programme, taking place from 24 to 26 June 2025 at the Southern Africa Youth Project Headquarters, 19 Pitta Street, Rooihuiskraal, Centurion, Pretoria.

    Their presence and active participation are critical to the success of this important initiative aimed at empowering and strengthening Non-Profit Organisations (NPOs). By providing transport, SayPro will ensure their full engagement and effective contribution throughout the training programme.

    We remain grateful for your consistent leadership and commitment to community development through inclusive capacity-building efforts.

    Thank you for considering this request.

    Puluko Nkiwane
    Chief Marketing Officer (CMO)
    SayPro

  • SayPro Meeting minutes from strategy review sessions

    SayPro Strategy Review Meeting Minutes

    Date: [Insert date]
    Time: [Insert time]
    Location: [Physical or virtual meeting details]
    Facilitator: [Name]
    Note Taker: [Name]
    Attendees:

    • [Name], Strategy Team Lead
    • [Name], Monitoring & Evaluation Officer
    • [Name], Program Manager – Youth Skills
    • [Name], IT Support
    • [Name], Reporting Officer
    • [Others as applicable]

    1. Opening and Welcome

    • Facilitator welcomed participants and outlined the meeting objectives: review latest monitoring data, discuss strategic implications, and update action plans.

    2. Review of Previous Meeting Minutes

    • Minutes from the previous strategy review session were approved with no amendments.
    • Outstanding action items were reviewed (see Section 6).

    3. Presentation of Monitoring & Evaluation Data

    • M&E Officer presented key findings from the latest monthly report (June SCLMR-1).
    • Highlights:
      • 76% average training attendance, regional disparities noted.
      • Dropout rates higher in Module 2.
      • Satisfaction scores averaging 4.2/5, with feedback emphasizing desire for more practical sessions.
    • Data quality issues were acknowledged and mitigation steps discussed.

    4. Strategic Implications and Discussion

    • Participants discussed the impact of attendance trends on overall program success.
    • Need to prioritize transport stipends and mentorship programs to reduce dropout.
    • Suggested piloting additional hands-on workshops based on feedback.
    • Regional teams to investigate low attendance causes in Limpopo and Free State.

    5. Action Plan Updates

    • Revised timelines for mentorship program rollout agreed upon.
    • Assignment of responsibilities for follow-up surveys and stakeholder engagement.
    • IT Support to improve data collection platform integration for real-time monitoring.

    6. Review of Outstanding Action Items

    Action ItemResponsible PersonStatusComments
    Finalize mentorship program materialsProgram ManagerIn ProgressExpected completion by July 10
    Conduct field verification on attendance discrepanciesRegional TeamsPendingTo begin next week
    Enhance dashboard data filtersIT SupportCompletedDeployed on June 25

    7. New Business

    • Discussion on upcoming funding opportunities and alignment with strategic goals.
    • Planning for next quarterly strategy workshop initiated.

    8. Next Meeting

    • Scheduled for [Date], at [Time].
    • Focus: Review progress on new action items and refine strategy based on updated data.

    9. Adjournment

    • Meeting closed at [Time].
    • Thanks to all participants for their contributions.

  • SayPro “Give 100 examples of actionable insights from community development data.”

    📊 Program Reach & Participation

    1. Youth program attendance is 30% lower in rural areas—launch mobile outreach teams.
    2. Only 40% of female community members attend workshops—partner with local women’s clubs.
    3. Evening training has 50% higher turnout than daytime—adjust schedule accordingly.
    4. Repeat participation in skill-building sessions is rising—introduce advanced modules.
    5. New adolescent males are dropping out early—implement peer mentorship.
    6. Senior citizens underutilize community centers—run targeted senior activities.
    7. Participation among disabled community members is below 10%—ensure accessibility supports.
    8. Weekend events see higher turnout—shift major events to weekends.
    9. Environmental clean-up drives attract only 20% youth—refresh outreach methods.
    10. Parenting workshops are oversubscribed—consider splitting groups by interest.

    🎯 Service Effectiveness

    1. Literacy rates rose by 15% in served villages—use methods as pilot for nearby areas.
    2. HIV testing rates remain low—introduce peer counselors in testing drives.
    3. Agricultural trainings dropped by 25% in harvest season—reschedule post-harvest.
    4. Income increases correlate with savings-group participation—scale up group formation.
    5. 20% of trainees report skill mismatch—adapt curriculum to local market needs.
    6. Only 5% attend online classes—upgrade local digital literacy support.
    7. Girls’ school attendance lags boys’—launch girls’ mentorship initiatives.
    8. Wellness program saw no impact—revise content or trainer approach.
    9. Microloan repayment is highest among trades—prioritize trade-based support.
    10. Mental health referrals doubled—expand partnerships with counseling services.

    💬 Feedback & Satisfaction

    1. 60% complain about long wait times—add an extra service window.
    2. Women express need for childcare—offer childcare during sessions.
    3. Language barriers persist in trainings—translate materials locally.
    4. Road conditions hinder attendance—coordinate community transport.
    5. Hygiene kits are well-received—increase hygiene-focused programming.
    6. Farmers want advanced training—offer next-level agricultural modules.
    7. Mobile surveys perform better than paper—move fully to mobile.
    8. Most complaints center on communication—improve response times.
    9. Beneficiaries prefer in-person training—reduce reliance on digital-only methods.
    10. Open flood of success stories—bundle them into advocacy materials.

    📈 Outcome & Impact

    1. Health indicators improved by 20% in villages with mobile clinics—expand mobile service zones.
    2. Job placement doubled in mentorship cohorts—increase number of mentors.
    3. Adult literacy rose 10% among participants—expand reading clubs.
    4. 50% of savings group members started enterprises—allocate business grants.
    5. Youth showcase improved computer skills—provide starter devices to alumni.
    6. Crime rates dropped in safe-house zones—scale safe-space models.
    7. Waterborne diseases dropped by 30% after sanitation training—prioritize these initiatives elsewhere.
    8. School dropout decreased among mentored girls—scale mentorship for boys too.
    9. Community law committees increased dispute resolution by 25%—fund next-phase training.
    10. Livestock vaccination jumps 35%—continue outreach and stock support.

    ⚖️ Equity & Inclusion

    1. Disabled participants score lowest—invest in assistive tools.
    2. Gender gap in skills remains—run girls-only sessions.
    3. Marginalized caste groups lag 20% behind—prioritize inclusive outreach.
    4. LGBTQ youth report no safe spaces—create inclusive sessions.
    5. Youth from remote areas earn less—establish satellite training centers.
    6. Minority participants express cultural misalignment—adapt program to local customs.
    7. Elderly women disengaged—offer mixed-age family learning.
    8. Returnees face stigma—run re-integration support groups.
    9. Refugee youth struggle most—develop refugee-specific programs.
    10. Single mothers lack access—introduce mobile daycare for single-parent beneficiaries.

    🌍 Geographic Insights

    1. Coastal areas favor entrepreneurship—introduce marine-based business training.
    2. Mountainous communities lag—arrange off-grid delivery options.
    3. Urban slums show high interest in digital—launch coding boot camps.
    4. Villages near highways have more health uptake—identify successful transport routes.
    5. Remote hamlets lack awareness—mount data-backed awareness campaigns.
    6. Areas near markets show faster income growth—expand economic hubs.
    7. Zones with poor light access have low evening attendance—provide solar lamps.
    8. Riverine areas flood often—timing activities outside flood months.
    9. Areas with greater mobile coverage have better outcomes—invest in connectivity.
    10. Neighborhoods with strong local committees show better results—partner with community leaders.

    🗓️ Temporal & Seasonal Patterns

    1. Program engagement drops during harvest—schedule breaks accordingly.
    2. Health attendance peaks in winter—align immunizations with seasons.
    3. Youth crime complaints peak weekends—launch weekend youth programs.
    4. Exams cause lower attendance—adjust training around school calendars.
    5. Digital literacy rises during holidays—offer summer learning labs.
    6. Feedback spikes just after distribution—ensure active post-distribution monitoring.
    7. Rainy season lowers outreach—plan for season-proof venues.
    8. Higher attendance during community festivals—embed programs into festivals.
    9. Seasonal migration dips program reach—adjust cohort timing.
    10. Enrollment grows in new school term—coordinate with school calendar.

    🔍 Correlation & Causality

    1. Literacy improvements correlate with library access—invest in reading spaces.
    2. Loan repayment correlates with business training participation—require training for loan access.
    3. Nutrition improved where kitchen gardens exist—promote home gardening.
    4. Self-esteem tied to mentorship attendance—scale peer mentor networks.
    5. Verbal feedback correlates with higher retention—implement mid-course check-ins.
    6. Community ownership increases where committees exist—support local governance structures.
    7. Reduced youth crime aligns with mentorship programs—expand mentorship.
    8. Social cohesion rose where events held—increase community events.
    9. Health awareness improves hygiene behaviors—include hygiene modules.
    10. Employment linked to apprenticeships—expand apprenticeship partnerships.

    💡 Operational & Logistical Insights

    1. Delays tied to staff shortages—recruit additional facilitators.
    2. Program costs decreased by using local volunteers—scale volunteer models.
    3. Supply chain delays in remote areas—establish local supply hubs.
    4. Low data quality aligns with untrained collectors—train additional assistants.
    5. Software glitches reduce survey completion—switch platforms.
    6. Community lead-time increases success—plan longer engagement cycles.
    7. Partnerships reduce operating cost—formalize local partnerships.
    8. Shared transport improves attendance—organize transport pooling.
    9. Virtual monitoring improves reporting speed—scale remote supervision.
    10. Youth ambassador programs increase outreach—fund youth ambassador roles.

    📈 Strategic Refinement & Learning

    1. High-impact programs deserve scale-up—secure extra funding.
    2. Low-impact programs need redesign—initiate curriculum revision.
    3. Consistently underperforming sites require deeper review—conduct field diagnostics.
    4. Successful pilots should be mainstreamed—shift into core offerings.
    5. Feedback-informed program tweaks improved engagement—establish iterative review cycles.
    6. Partnerships with local NGOs boost results—formalize MoUs with NGOs.
    7. Technology adoption improved in urban youth—invest in digital platforms.
    8. Youth-led initiatives show ownership—budgets dedicated to youth-led projects.
    9. Alumni networks boost mentoring—strengthen alumni programs.
    10. Data-driven decisions increased stakeholder trust—scale transparency dashboards.

  • SayPro gap analysis from data

    SayPro Gap Analysis from Data

    Department: SayPro Monitoring and Evaluation
    Function: Performance Assessment and Strategic Adjustment
    Report Reference: SayPro Monthly – June SCLMR-1
    Framework: SayPro Monitoring under SCLMR (Strengthening Community-Level Monitoring & Reporting)

    Overview

    Gap analysis is a systematic process used by SayPro to identify the difference between actual performance and desired outcomes. It helps to pinpoint shortfalls, service delivery weaknesses, unmet needs, and operational inefficiencies. By using data to identify these gaps, SayPro strengthens program design, improves implementation, and ensures that strategic goals are met more effectively.

    I. Purpose of Data-Driven Gap Analysis

    • Measure how closely actual outcomes align with planned targets
    • Identify bottlenecks and underserved populations or regions
    • Detect inconsistencies between resource allocation and impact
    • Guide programmatic adjustments and resource reallocation
    • Inform policy and strategic decision-making

    II. Data Sources for Gap Analysis

    SayPro uses multiple internal and external data sources to conduct gap analysis:

    • Baseline, midline, and endline surveys
    • Routine monitoring data (monthly/quarterly reports)
    • Key performance indicators (KPIs) from logframes and M&E plans
    • Focus group discussions and key informant interviews
    • Beneficiary feedback and complaints mechanisms
    • Service delivery data (attendance, access, participation records)
    • Budget utilization and resource tracking reports

    III. Gap Analysis Methodology at SayPro

    1. Define Expected Outcomes and Targets

    • Derived from project logframes, strategic plans, and donor agreements.
    • Example: 80% of youth trained should show improved digital skills.

    2. Collect and Analyze Actual Performance Data

    • Use quantitative and qualitative analysis methods to assess what has been achieved.
    • Example: Only 55% of youth scored improvement in digital skills.

    3. Identify Gaps

    • Calculate and describe the difference between target and actual outcomes.
    • Gap Example: 25% shortfall in digital skill improvement.

    4. Diagnose Root Causes

    • Use qualitative data and staff insights to explore why the gap exists.
    • Example Root Causes:
      • Training sessions were too short
      • Low access to digital tools at home
      • Language barriers in digital content

    5. Prioritize Gaps

    • Rank by severity, scale, and strategic importance.
    • Focus on gaps that affect core objectives or most vulnerable populations.

    6. Recommend Corrective Actions

    • Propose strategic, operational, or logistical solutions.
    • Example Recommendations:
      • Extend training period
      • Provide tablets or access to community ICT hubs
      • Translate content into local languages

    7. Integrate Findings into Reporting and Strategy

    • Gaps and recommendations are documented in reports like the June SCLMR-1.
    • Used to refine program implementation and update logframes where necessary.

    IV. Visualization of Gaps

    SayPro uses visuals to clearly communicate gaps in reports:

    • Gap bars and progress charts: Show target vs. actual figures
    • Heatmaps: Indicate geographic or demographic areas with major gaps
    • Spider/Radar charts: Display performance across multiple indicators
    • Tables with variance columns: Summarize numerical differences

    V. Examples from June SCLMR-1 Report

    • Gap in Women’s Participation: Only 38% participation in entrepreneurship training against a 50% target.
    • Service Access Gap in Remote Districts: Healthcare outreach covered 60% of targeted rural zones instead of 90%.
    • Youth Retention in Training Programs: 25% dropout rate after the second session due to scheduling conflicts.

    These findings helped SayPro adjust its training models and expand outreach activities in underperforming areas.

    VI. Benefits of SayPro’s Gap Analysis Approach

    • Promotes evidence-based decision-making
    • Enhances accountability and transparency
    • Facilitates timely and targeted improvements
    • Drives inclusive and equitable programming
    • Strengthens organizational learning and responsiveness

    Conclusion

    SayPro’s data-driven gap analysis is a powerful tool for continuous improvement. It allows teams to clearly understand where performance is falling short, why it’s happening, and how to close those gaps through strategic, informed interventions. As seen in the June SCLMR-1 Monthly Report, these analyses are critical to ensuring that SayPro delivers on its mission with precision, relevance, and impact.

  • SayPro Monitoring and Evaluation Officers are responsible for collecting, cleaning, and analyzing data collected from SayPro projects across different regions.

    Department: SayPro Monitoring and Evaluation Unit
    Report: SayPro Monthly – June SCLMR-1
    Office: SayPro Monitoring Office
    Program: SayPro Monitoring under SCLMR (Strengthening Community-Level Monitoring & Reporting)

    1. Data Collection

    SayPro Monitoring and Evaluation (M&E) Officers are primarily responsible for coordinating and executing comprehensive data collection efforts across all regions where SayPro projects are implemented. These include but are not limited to:

    • Conducting field visits to active project sites.
    • Using structured tools such as surveys, interviews, focus group discussions, and observation checklists.
    • Collaborating with local project teams and community liaisons to gather accurate and timely data.
    • Ensuring data collected reflects both qualitative and quantitative performance indicators as defined in project M&E frameworks.

    All data collected in June across SayPro regions is compiled for the SCLMR-1 Monthly Monitoring Report to assess progress, gaps, and impact.

    2. Data Cleaning and Verification

    Post-collection, M&E Officers undertake a rigorous process of data cleaning to ensure the accuracy and integrity of the information:

    • Identifying and correcting inconsistencies, duplications, or incomplete records.
    • Verifying source documents and digital entries against field notes and electronic records.
    • Coordinating with field agents and data collectors to clarify anomalies or missing data.
    • Preparing finalized datasets ready for in-depth analysis.

    The goal is to maintain a high-quality, error-free database that accurately reflects SayPro’s ongoing initiatives and outcomes.

    3. Data Analysis

    M&E Officers utilize both statistical and thematic analysis techniques to interpret the cleaned data. This involves:

    • Performing trend analysis to track project performance over time.
    • Comparing regional and thematic indicators to identify disparities or areas of improvement.
    • Assessing the achievement of outputs, outcomes, and overall project objectives.
    • Applying tools such as SPSS, Excel, or Power BI for data visualization and reporting.

    These analyses directly feed into the June SCLMR-1 Monthly Report, providing insights on project status and alignment with SayPro’s strategic goals.

    4. Interpretation and Insight Development

    Beyond raw analysis, M&E Officers interpret the data to derive meaningful, actionable insights. This step bridges the gap between data and decision-making:

    • Translating findings into plain-language summaries accessible to project managers, stakeholders, and community leaders.
    • Highlighting success factors, implementation bottlenecks, and community feedback trends.
    • Developing performance scorecards and dashboards that visualize key indicators.
    • Offering data-driven recommendations for improving program delivery, resource allocation, and stakeholder engagement.

    Insights derived during June contribute significantly to refining SayPro’s operational and strategic planning for the upcoming quarter.

    5. Strategy Refinement and Learning

    Through close collaboration with the SayPro Monitoring Office and other departments, M&E Officers play a key role in:

    • Informing monthly and quarterly strategy reviews.
    • Guiding adaptive programming approaches based on evidence from the field.
    • Facilitating organizational learning sessions and data reflection workshops.
    • Incorporating feedback loops from beneficiaries and stakeholders into strategic documents.

    Their work supports the broader goals of SayPro Monitoring under the SCLMR framework, aiming to enhance transparency, accountability, and impact at the community level.

    Summary of Key Outputs for June SCLMR-1:

    • Regional performance dashboards
    • Monthly indicator progress reports
    • Case study summaries and qualitative insights
    • Recommendations for programmatic adjustments
    • Cleaned and verified regional datasets

    This structured approach ensures that SayPro’s Monitoring and Evaluation team remains at the core of informed decision-making and continuous improvement across all project regions.

  • SayPro000-1-17 SayPro CEO Neftaly Malatjie clarifies mandates, tasks and responsibilities for SayPro Technology Teams from Tshwane South TVET College and Tshwane University of Technology

    To the Chairperson of SayPro Royal Committee Mr. Clifford Legodi, all SayPro Royal Committee, all SayPro Royal Chiefs and all SayPro Human Capital.

    I also extend my greetings to the team at Tshwane South TVET College and Tshwane University of Technology.

    Kgotso a ebe be le Lena

    • SayPro000-1-17 This circular serves to clarify the roles, responsibilities and tasks to be performed by the SayPro Technology Royal from now on until the end of the Project. When Neftaly Malatjie engaged with the partners Neftaly Malatjie was clear of his intention to ensure that we want to provide endless daily tasks and responsibilities that needs to be performed by our newly appointed members. Neftaly Malatjie wants to ensure that all team members are clear with what needs to happen from now on.
    • Zero tolerance will be given to Tshwane South TVET College interns who do not do SayPro work, report and perform their tasks.
    • SayPro Royal Chiefs must immediately fire the Tshwane South TVET College Interns who do not want to work
    • Tshwane South TVET College must do SayPro work EVERYDAY from home or from their campus or from the library
    • Tshwane South TVET College Interns must report daily on SayPro whether they worked from home or from the office
    • Tshwane South TVET College Interns must send the SayPro Idea links on WhatsApp to their ideas
    • Tshwane South TVET College Interns must submit their SayPro Daily Reports with their name and surname on SayProCTR Royal Teams Group
    • SayPro Chief Human Capital Officer must report daily who from Tshwane South TVET College submitted their work and who did not on email, on WhatsApp Group and on SayPro App
    • SayPro Chief Human Capital Officer must send the welcome message to Tshwane South TVET College Interns before close of business welcoming the students to the SayPro Offices on WhatsApp, SayPro App and email
    • SayPro Chief Human Capital Officer must submit a Report list of who came to work and who did not from Tshwane South TVET College on email, WhatsApp, and SayPro App. Interlinked.

    SayPro Tshwane South TVET College Registration

    • SayProCRR must allocate each Tshwane South TVET College member to SayProP553-3-1-1
    • SayProCRR must ensure that Tshwane South TVET College Learnership Candidates start with adding Hashtags to SayPro Posts, SayPro Products, SayPro Events and SayPro Courses to familiarise Tshwane South TVET College Learnership Candidates with SayPro and also to activate their fingers
    • SayProCTR-2 Gafane must register each Tshwane South TVET College Learnership Candidates on the SayPro Websites with Author access, Admin for the Cyber and Cloud Computing and then add them to the Column 1 Website under the website it must be given to a person to manage.

    SayPro – Tshwane South TVET College Introductions into SayPro Technology Divisions

    • As you are aware the SayPro Technology team is split into 5 groups with SayProCTR-1, SayProCTR-2 and SayProCTR-3 team members in each. Each person has a separate mandate. SayProCTR-1 they are developers and installers, SayProCTR-2 they are owners and SayProCTR-3 are analysts. Refer to SayPro553-3-1-1
    • SayProCTR-2 known as SayPro Digital Technology Office Officials carry the responsibilities as SayPro Officers they are the ones to be blamed for no content, poor templates, poor layouts and inconsistencies, ugly websites, ugly designs. What Neftaly Malatjie mean is that SayProCTR-2 they are responsible for SayProCTR-1 and SayProCTR-3. SayProCTR-2 must ensure that new websites requested are activated and added to relevant divisions or officials as per the 5 groups. Refer to SayPro000-5
    • SayProCTR-1 known as SayPro Website Office is responsible for designs of all the visible Navigation menu pages, settings (Mbokazi and Gafane were trained on this), Cybersecurity Management, ensuring all checklists are attended to as per SayPro553-3-1-1 Refer to SayPro000-5
    • SayProCTR-3 known as SayPro Ecommerce Office must add content, pricing, featured images, interlink and ensure that each line starts and includes the company name SayPro in it Refer to SayPro000-5
    • Above all it is mandatory for SayProCTR-1, SayProCTR-2 and SayProCTR-3 to add content, design and ensure that their websites are up to date. No one is blocked from adding SayPro Content
    • Reminder SayProCTR-2 they are SayPro Officers

    Neftaly Malatjie warning to Tshwane University of Technology Interns

    • Tshwane University of Technology Interns must do what Neftaly Malatjie is requesting them.
    • Tshwane University of Technology Interns must complete each website within 2 days. This includes activation, installation, design and settings.
    • Tshwane University of Technology Interns must ensure that each SayPro website is concluded within 5 days this includes adding graphics, designs and layouts and content.
    • Tshwane University of Technology Interns must ensure that they report daily
    • Should Tshwane University of Technology Interns not do their work fire them same time.
    • Should Tshwane University of Technology Interns not pitch to work remove their access and replace them
    • Tshwane University of Technology Interns must ensure that ideas sent on the SayPro Royal are attended to within a day.
    • SayProCTR teams group must be empty. Tshwane University of Technology Interns must ensure that they attend all tickets with emergency

    SayPro CEO Neftaly Malatjie warning to Tshwane South TVET College Learnership Students

    SayPro CEO Neftaly Malatjie warning to SayPro Chief Learning, Monitoring Officer regarding the

    SayPro CEO Neftaly Malatjie warning to SayPro Chief Rssearch Officer regarding the

    SayPro CEO Neftaly Malatjie warning to SayPro Chief Human Capital Officer regarding the

    SayPro CEO Neftaly Malatjie warning to SayPro Chief Operations Officer regarding the

    SayPro CEO Neftaly Malatjie warning to SayPro Chief Marketing Officer regarding the

    • SayPro000-1-17 the team from SayPro Technology SayProCTR-2 have a mandate to ensure that all websites are fully functional, fully setup and matches other websites. All websites must be exactly the same as SayPro Staff https://investigations.saypro.online. Neftaly Malatjie wants the layout of all pages to be exactly the same as the home page at SayPro Staff. The Navigat
    • SayPro000-1-17 Navigation Menu: The navigation must be exactly the same as SayPro Investigation Website investigation.saypro.online
    • SayPro000-1-17 SayPro Logo must be exactly the same as the one on SayPro Staff staff.saypro.online
    • SayPro Logo on Every Post and Page: SayProCTR-3 must ensure that the SayPro Logo is visible and added as a featured image on every post and page on their website
    • SayPro000-1-17 SayPro Home Page: The SayPro Home Page must be exactly the same as DayPro Investigations
    • All visible Navigation Menus on the browser and on the laptop: SayProCTR-3 must ensure that there is content and pages are interlinked