It is however, still concerning that our cash reserves have grown to more than R30 million, despite the significant increase in contribution to SANParks. To me, this signifies that we can and should be doing more. Effective control The question here is whether we, the Board, and the broader organisation have measures in place which can give our donors, supporters, beneficiary (SANParks) and members the assurance that we are doing what we are supposed to be doing and that, most importantly, their contributions and funds are well and responsibly spent and utilised. The Board is satisfied that we have effective controls over our funds and that our Board committees are doing a stellar job in ensuring good oversight and governance. To assist in achieving this good governance requirement, the Board has established four Board committees. These are the Social, Ethics and Strategy Committee, the Audit and Risk Committee, the Nominations, Human Resources and Remuneration Committee and the Information and Technology Committee. All committees are functioning effectively, but the Deloitte report has recommended improvements. The Audit and Risk Committee, together with management, are attending to our control measures, risk and compliance and improved reporting. The Board cannot carry out its effective control function without adequate capacitation of management. This is an area of concern. Board members have a fiduciary duty to ensure that the four governance outcomes are indeed achieved and that the organisation does not suffer reputational damage. As an organisation, we rely heavily on public trust, generosity and open hearts. Reputation is therefore everything to the SHR. We now require more full-time executives with the necessary time and skills to relieve the more than 2 000 volunteers from bureaucratic and administrative burdens and to provide members and stakeholders with the assurance of a compliant and well-functioning organisation. To achieve our vision of being a world class volunteer organisation. I believe that further improvement is needed. One of the aims of the discussion document recently distributed to members is to precisely address this gap between the status quo and becoming world class. I want to emphasise that the SHR remains first and foremost a volunteer organisation and that, if anything, the Board would like to see our volunteers better supported. Volunteers should not be caught up in bureaucracy and administration, We therefore need to strengthen our managerial capacity to enable volunteers to freely volunteer, to free up their time to do what they love and enjoy doing, and to do it well. Legitimacy Legitimacy concerns the composition of the Board. Has the Board been properly constituted in a fair and transparent process as determined by our founding documents? I am satisfied that it has. In my view, legitimacy goes further than this. Are we legally compliant in all respects? Governance is increasingly under the spotlight globally and stricter measures for good governance, compliance and legitimacy emerge regularly. This increases the burden of the fiduciary relationship that rests on the shoulders of Board members. Unfortunately, in our own country we have seen serious failures in governance, even where boards have boasted experienced and skilled governors. As an organisation relying on public trust and support from the philanthropist community, the SHR can simply not afford to be found wanting in this regard. To achieve fairness, transparency and legitimacy, the Board is raising awareness and inviting debate and input from members on the discussion document recently distributed to members. The future Someone once said that the primary function of a board of governors is to leave the organisation in a better place then they found it in when they first joined. This report would not be complete if we simply reflect on the past. Yes, we have a wonderful history and good reason to celebrate an amazing 60 years, but we must also focus on the future and make sure that we leave a legacy that future generations can be equally proud of. This was the goal of the re-engineering project. SANParks Honorary Rangers 2024 29
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