REFORM OF GCBR: GOVERNANCE AND TRANSITION ARRANGEMENTS GCBR FORUM MEETING 14 NOVEMBER 2017 MOSSEL BAY WILLEM BOTHA – CHAIR: GCBR BOD

REFORM OF GCBR: GOVERNANCE AND TRANSITION ARRANGEMENTS TRANSFORMATION… FROM VOLUNTEER – DRIVEN OPERATIONS TO LEAN CORE STAFF AND PROJECT – SPECIFIC APPOINTMENTS * CURRENT BOARD STRUCTURE: - DIVERSE PORTFOLIOS, WITH SECTORS * FUTURE BOARD STRUCTURE: - RANGE OF EXPERTISE REQUIRED TO PROVIDE STRATEGIC GUIDANCE - PROVIDES CONNECTIONS TO RELEVANT NETWORKS

SUGGESTED FUTURE BOARD STRUCTURE: 7 INDIVIDUALS:. CHAIR SUGGESTED FUTURE BOARD STRUCTURE: 7 INDIVIDUALS: * CHAIR * TREASURER 5 OTHER DIRECTORS WITHOUT SPECIFIC PORTFOLIOS, BUT WITH THE FOLLOWING SKILLS SETS: * SCIENTIFIC KNOWLEDGE * MARKETING AND PUBLIC RELATIONS * RURAL COMMUNITIES / PERI-URBAN DEVELOPMENT * SOCIAL ECONOMY AND ENTREPRENEURSHIP * PERFORMANCE ASSESSMENT / EVALUATION LEARNING

SUGGESTED ADVISORY COMMITTEE STRUCTURE: SUGGESTED ADVISORY COMMITTEE STRUCTURE: * CHAIR – OBSERVER AT BOARD MEETINGS VOLUNTEERS WHO BRING: * EXPERIENCE, * EXPERTISE, * STAKEHOLDER INTERESTS AND * NETWORKS ... THAT ARE RELEVANT TO GCBR GOALS…

ROLE OF ADVISORY COMMITTEE:. PROVIDE ADVICE ON ISSUES / PROJECTS ROLE OF ADVISORY COMMITTEE: * PROVIDE ADVICE ON ISSUES / PROJECTS * BRING OPPORTUNITIES TO THE BOARD * BRING MATTERS OF CONCERN TO THE BOARD * OFFER SUGGESTIONS FOR BOARD AGENDA ITEMS * ADVISE ON PROPOSALS / ALLOCATION OF FUNDS

SUGGESTION RE: RECRUITMENT AND APPOINTMENT OF KEY PERSONNEL IT IS PROPOSED THAT A SELECTION PANEL BE ESTABLISHED FOR THE TOP 3 CORE POSITIONS (PROGRAMME MANAGER; PROJECT DEVELOPER; EVALUATION/ LEARNING / COMMUNICATIONS). THE PANEL WOULD COMPRISE: * THE BOARD CHAIR * A BOARD MEMBER WITH RELATED EXPERTISE * AN INVITED INDEPENDENT HR ADVISOR (WHO WILL DO THE SCREENING AND SHORTLISTING OF CANDIDATES)

TRANSITION ARRANGEMENTS: GOOD GOVERNANCE REQUIRES THAT DUAL ACCOUNTABILITIES AND FIDUCIARY RESPONSIBILITIES ARE SYSTEMATICALLY AVOIDED. CONSEQUENTLY, THE PROCESS OF BOARD REFORM WILL CALL FOR THE VOLUNTARY RESIGNATION OF MEMBERS WHO ANTICIPATE SUBSTANTIVE FUTURE ENGAGEMENT IN THE GCBR PROGRAMME. MAINTAINING INSTITUTIONAL MEMORY, INTEGRITY, KNOWLEDGE AND HISTORY OF MANAGEMENT IS EQUALLY IMPORTANT… THE TRANSITION MUST BE AS SEAMLESS AS POSSIBLE.

SUGGESTED TRANSITION ARRANGEMENTS CONT SUGGESTED TRANSITION ARRANGEMENTS CONT. * TRANSITION PROCESS TO BE COMPLETE BY END 2018. * CURRENT BOARD REMAINS AS IS, EXCEPT FOR THOSE DIRECTORS WHO WISH TO RESIGN IN ORDER TO BE CONSIDERED FOR GCBR CONTRACT OPPORTUNITIES, OR ANY OTHER REASON. * THE BOARD CO-OPT AT LEAST 4 NEW PERSONS WILLING TO SERVE IN THE LONGER TERM; TO BE CONFIRMED BY AGM. * A RESOLUTION TO PROVIDE THAT DURING THE INTERIM PERIOD, A QUORUM SHALL CONSIST OF 4 DIRECTORS TO ENSURE BOARD FUNCTIONALITY DURING THE TRANSITION.

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