CASE NPO ORGANIZATIONAL PROFILE Together we can build

CASE NPO ORGANIZATIONAL PROFILE “Together we can build a better future for all” CASE on television: https: //www. youtube. com/watch? app=desktop&v=J 4 Iz 4 -MP 8 Ck. Web: www. casenpo. org. za Facebook: Case Development Project

Who we are – CASE NPO Community Aftercare Sanitation Education (CASE) is a registered non-profit organization situated in the Drakenstein municipal area of the Western Cape. Established in 2016 by Jeremy Arries Vision Statement To develop vulnerable communities to build a better society for all Mission Statement We develop the youth: those in conflict with the law, women and people with disabilities through a holistic training approach in vulnerable communities, that focuses on: • Wellness, life skills and mind-set development, • Self-mastery and leadership skills • Job-readiness through targeted technical skills programmes (agriculture etc) • Economic empowerment and entrepreneurial acumen • We provide relief via ad hoc outreach programmes e. g. food parcels, clothing drives etc

CASE – BOARD VACANT (recruitment in progress) Chairperson – Edward Heynes Head of Innovation PMO @ Distell Pty Ltd Portfolio – Strategy, risk & governance Board Secretary Portfolio – Administration, Fundraising Davey Simonse Correctional Services – retired Entrepreneur - Printing CASE Ambassador RIP Mr Arthob Petersen CEO – Jeremy Arries Ex officio board member (non-voting) Portfolio – Networking & Fundraising Deputy Chairperson Portfolio: OHS Ernest Jacobs Municipal Water Purification Specialist Portfolio: Marketing & ICT Denshir de Koker Owner – Hugenote Media Treasurer Portfolio: Finance & Fundraising Isha Makwena Customer Service, Finance Bermar Hydraulics

CASE – OPERATIONAL TEAM Entrepreneur Community activist VACANT (recruitment in progress) Le. Ron Sauls (Ex-Woolworths Management) Hibre Arries Psychology / Social Work BSc Agric Graduate - Elsenburg Lionol Cloete Marketing Graduate

SOME OF OUR WORK Youth parolee re-integration into society 2021 school stationary donation drive Food distribution during Covid-19 School learner self-esteem and life skills

SOME OF OUR WORK Agriculture training programmes Anslin Davis, Jeremy Arries – winemakers (agriculture trainers/coaches)

Case study: our board governance journey

The burning platform for governance in CASE NPO Strategic BOARD • • Strategy – long term vision 2 -5 year view Risk management “Focused” fundraising Tactical BOARD + CEO ? Operational CEO • • 6 months – 2 years Tactical Mission Policies Process design • • • 0 - 6 months Operational goals Day-to-day running Source: ITILtopia. com Concepts: Separation of powers + roles & responsibilities • “Founder” syndrome avoidance • Accountability (donor funds!) Effectiveness (doing the right things) vs Efficiency (doing it well) • •

CASE NPO – governance approach / toolkit “Foresight, insight and cross-sight” B B Board duty O Operational duty B B O Source: USB, 2020

CASE NPO – board governance journey The CASE NPO board governance journey accelerated from September 2020: • Founder and CEO (Jeremy Arries) realised the impact that the Covid-19 pandemic had on the organization’s resilience and ability to absorb financial and operational shocks • Mr Arries went on a recruitment drive to find board members • Specific board portfolios were targeted: Marketing, ICT, Strategy, Fundraising, Finance, Risk, Safety etc • CASE partnered with the Dept of Social Development (DSD) on a Capacity Building Programme • Governance processes starting to become “the way we do things” • The organization wants to transform digitally Timeline (Key Milestones) Recruitment of board members DSD Capacity Building Separation of powers & portfolio creation Audit Self-assessment/audit prep Digital transformation Fundraising re-engineering “focused” 1 Sep’ 20 1 Oct’ 20 1 Nov ‘ 20 1 Dec ‘ 20 1 Jan ‘ 21 1 Feb‘ 21 1 Mar ‘ 21 1 Apr’ 21 1 May’ 21 Today 1 Jun’ 21 1 Jul’ 21 1 Aug’ 21

Conclusion The board governance lessons we learnt are: • Ensure that there is a strategic vision in place and design processes and policies to support it. • Separate powers and eliminate conflicts of interest. • Balance board roles appropriately. Appoint domain experts in portfolios with clear responsibilities. • Plan for succession of board members. People cannot serve forever. • Be pedantic about meetings, minutes, contracts and reports. “The Auditor’s Rule”. • Don’t become complacent, change with the times. E. g. Covid-19 and digitization. • Assess yourself against benchmark standards. Information freely available on internet. • The board must performance manage the CEO. “Today, NPOs must not only be well governed, but must also be seen to be well governed” - Deloitte