DRAFT WESSA Strategic Review Narrative Report June 2022

MESSAGE FROM THE STRATEGIC REVIEW WORKING GROUP CHAIR

been done over the last 100 years but also because when we needed to, we adapted to the changing world around us and offered environmental solutions that take wildlife, human and broader environmental needs into account. We must proceed with care, self-reflection, an openness to learning and change, as the foundation for contributing. We would like to thank the Hans Hoheisen Charitable Trust for the funding we received that allowed us to embark on this review. We also thank Prof. Christo Fabricius and Associates for the initial review of WESSA and our current scope of work and for providing a very strong platform on which to develop the strategic plan. Thanks go to the members of the Strategic Working Group and Dr Andrew Baxter for their contribution to the strategic review process.

Being grounded in the Sustainable Development Goals, the Intergovernmental Panel on Climate Change and the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services guidelines, to determine shape and extent of projects – will provide focus to full-time staff and volunteers. The benefits of a more focused strategic approach will be attractive to local and international funders and investors. To develop this plan, we used a process spanning 18 months where we determined and analysed the current reality and contexts in which WESSA operates, the scope and focus of its existing operations and the roles of different stakeholders. We defined current and future challenges and opportunities, using the Sustainable Development Goals. We are now completing the last steps in this co-development process that seeks to align all WESSA’s stakeholder around a common purpose, vision, strategy, branding and practical financial and governance model. We will co-produce a new yet practicable model for value creation – “a roadmap to the healthy, sustainably managed planet we want and need; and the WESSA that will get us there”. Finally, we will have practical strategies for operationalizing the model and constantly monitoring and evaluating progress. WESSA will stay steadfast in its convictions about where our focus needs to be. We need to avoid being pushed by funders into simply implementing their agenda. We will have to be innovative around where our funding comes from and realise that a substantial investment to kick-start this will be necessary. We need to chase less and attract more. We will have a renewed focus on an advocacy model of Educate, Advocate and Act. We need to continue working for the planet and the WESSA we want, leveraging those assets unique to WESSA — our history, our people - both staff and volunteers, formal partnerships, the goodwill towards our brand and our excellent project implementation track record. We need to continue working towards contributing to solving the climate crisis, reduce the speed at which we are losing habitat and biodiversity and hold accountable those that pollute our water and terrestrial systems. We are the last generation that can turn it around. When WESSA has its centenary celebration in 2026, we will look back on how we have stood the test of time because of our history and the work that has

With our centenary celebration coming up, the challenges we faced due to Covid, internal differences and the escalation in the environmental crises, there has been a lot of reflection on the WESSA we currently are and the WESSA we need to become. Over the last 18 months we have taken stock, consulted with stakeholders and strategy experts and crafted a strategy that will take WESSA to our 100-year celebration and beyond and have a significant impact on the climate crisis, biodiversity conservation and pollution of our water and land. WESSA will once again become visible as a critical partner of government , willing to offer support and encouragement but also ready to criticise where necessary. Our driving principle will be advocacy , helping influence high level environmental policy making followed up with close monitoring and compliance work, fitting for the troubled times and environmental crises we are in the midst of. All WESSA programmes, projects and involvements would be guided by this thinking. Programmes will be clearly defined so that mission drift does not distract us from our objectives possible. There will be clear sources of funding to facilitate these. Our core goals include the ability to plan environmental interventions on an impactful scale in conjunction with partners where necessary, overcoming the constraints of short-term project scope and funding. We will have the ability to bid for high-value, long- term global grants based on our experience and good standing. We will build our fundraising competency with a well- resourced strategy to unlock funding for key issues as per our focus areas. We will look to create opportunities for membership volunteer projects that will amplify the voice and impact of our supporter groups on the ground.

Helena Atkinson Strategic Working Group Chair June 2022

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