It outlines the global and domestic forces that affect the SHR, such as the biodiversity crisis, the increasing compliance burden, the rise of environmental, social and governance (ESG) standards, the changing volunteer pool and the war for talent. It explains how these forces require the SHR to adapt its operating model and to build its capacity and legitimacy. The document identifies three main threats to the future of the SHR: the lack of transformation, the delayed spending of funds, and the lack of managerial capacity. It explains how these threats undermine the SHR’s credibility, legitimacy, and ability to support SANParks and conservation in South Africa. It then presents three possible solutions and scenarios formulated by the Board: • do nothing, • do the minimum to ensure compliance, • or professionalise. It recommends the third scenario as the only way to safeguard and grow the SHR. This discussion document was shared with SHR members via email and will be discussed through a Board-run roadshow. The intention is to engage all SHR members on the future management and professionalisation of the organisation. Re-engineering Member experience Ethics Marketing Sustainability Process/ technology Stakeholders SED/ transformation ✔ ✔ ✔ ✔ ✔ ✔ Code of ethics ✔ ✔ ✔ ✔ ✔ Database marketing ✔ Procurement ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Putting SHR on the map ✔ New member administration system ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ 2020 Response to the COVID-19 pandemic; moving online, social media presence, community support 2018 2019 2021 2022 2023 2024 ✔ indicates that the strategic theme remains an active and ongoing priority. Year SANParks Honorary Rangers 2024 41
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