WESSA Phase 1 report to HHCT_28.10.2021

o The purpose of a brand is to a) pull people together around a shared identity and b) enable stakeholders to make choices o There is currently not a very distinct organizational culture which spills over into brand and identity • The interlinked organizational culture and brand have become somewhat diluted, negatively influencing WESSA’s image and credibility • Diverse provincial contexts and diverging sentiments among opinion leaders within its membership and to some extent staff is fertile ground for inertia and paralysis • A lack of solidarity to deal with the crisis started fractures and the forming of sub-groups intent on ensuring their own survival instead of re-imagining the organization's future. • There is confusion among WESSA’s members and supporters. Social media followers primarily associated the WESSA brand with 1) the environment, 2) conservation and 3) wildlife, while WESSA primarily associated WESSA with 1) wildlife, 2) environment and 3) conservation o The personality of the Board and Executive, and that of volunteers and stakeholders, have drifted apart • WESSA’s position on crucial environmental issues is inconsistent; “it depends who you ask” • The Members and supporters felt WESSA’s absence in policy development and the land debate weakens the WESSA brand • They also felt the perceived lack of diversity in the membership demography harms the WESSA brand • Staff felt the brand is open to abuse due to poor screening and that there is confusion due to e.g. co-opting the "friends of" label for alternative agendas • Other weaknesses include the lack of organisational capacity, intra organisational tensions and conflicts as well as the erosion of credibility which also harms the brand. Some volunteers felt the brand was not accessible or visible enough.

6.6 Financial sustainability

6.6.1 Strengths

• Substantial fixed assets which can be used as collateral • The Finance and Audit and Risk Committees are functional and financial records are transparent and in good standing • WESSA ended off the financial year on a R3 016 000 surplus • Forecasted cash total for March 2021 after an unexpected R10.7 Million bequest, is R 17,6 million, with a current cash balance of R 19.5 million as of the end of October 2020 1 .

6.6.2 Weaknesses

• Delays in payment and unfavorable MOUs with government are a significant risk to WESSA, particularly where stipends for beneficiaries are part of the contract

1 These figures are tentative, subject to confirmation from WESSA’s Finance division

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