WESSA Phase 1 report to HHCT_28.10.2021

Table 11. SCAMPER exercise aimed at improving the impact of WESSA offerings

SCAMPER exercise by WESSA Exco and Staff Substitute - which programmes can be swapped, used instead of others, to be more valuable, save costs, have more impact? Re-evaluate all training programmes against their alignment with WESSA impacts in the Theory of Change Substitute specialized internal functions with outsourced external service providers Substitute ad hoc internal fund-raising with a dedicated fund-raising unit Substitute own vehicle fleet with rental contracts

Combine - can you bring together two or more products to create something new, valuable and impactful? Combine EE Centres, Youth, YRE, LEAF and Schools under an "education and capacity development" theme Amalgamate and consolidate training and capacity development initiatives and programmes, retaining only those with direct relevance to the impact chain Develop a single unified approach to youth-focused interventions Combine all environmental certification programmes under a single umbrella Develop a single strategy for social media platforms and web sites Adapt - how could you change direction, move with the times to have more impact? Adapt environmental advocacy role to focus governance of common property resources e.g. water; oceans; pollution-free urban areas; development impact

Develop an engaged & supportive youth alumni network and draw them into membership affilliation Adapt training resources to serve corporate clients with a specific focus on environmental good practice Adapt eco-Schools to become more climate & biodiversity aligned Re-evaluate job creation and green entrepreneurship training with a stronger link to environmental stewardship

Broaden the concept of 'membership' to draw in different demographics Adapt and streamline WESSA staffing and organizational structures Adapt and simplify the MOI Adapt staff's job descriptions to optimise knowledge and retrain where applicable Adapt M&E systems to monitor and evaluate impacts, not inputs Modify - can you change structure or shape to create something more impactful and valuable? Modify and streamline training courses to mission-critical, high impact online offerings Reconsider EPWP implementation by carefully evaluating rewards vs. focus Identify new talent internally and pathway into management roles

Strategy: separate commercial and non-profit endeavors • Make more appropriate use of WMS Pty. Ltd. for income-generating contracts and profitable activities, and use surplus revenues to fund non-profit endeavors • Outsource the running of infrastructure and land, including tourism functions • Seek impact investors to take over the running and management of WESSA nature reserves and to support environmental action and restoration as carbon offset projects. Impact investors not only seek financial returns, but also measurable, positive social and environmental impact. Modify communication approach and methods to be effective, relevant and engaging to new stakeholders Modify membership categories to strengthen the role of ambassadors, supporters and a wider range of volunteers Modify the Marketing and Fundraising strategy with a stronger focus on proactive branding and funder relationships Put to other use - how could you use it for a different purpose, where it can have more impact and produce more value? Make online courses e.g. EIA course available to membership as a benefit Put the intellect and institutional knowledge of Membership to better use Convert programmes such as LEAF turned into a youth environmental rehabilitation programmes in communities Put the OMY One Million Youth programme to use as a mobilization platform for South Africa's youth Put EE centres to use as independent alternative schooling venues with boarding options - in partnership with private school companies Put nature reserves to use as adventure tourism venues, in partnership with adventure tourism companies Eliminate - how could you make it smaller, faster, lighter more focused to save costs or be more understandable? Eliminitate membership's influence on professional staff's work Eliminate select Support Services functions to save costs Eliminitate or sell those education centres and other infrastructure that drain revenues after exploring new partnership options Reduce Board size by re-evaluating portfolios Reverse - can you do it the other way round; do the exact opposite, to have more impact? Get a qualified marketer and fund raisers rather than just the training managers doing this Use adaptive impact monitoring & evaluation to guide action and implementation plans and priorities

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