Junior Achievement South Africa Multi-Stakeholder Study€¦ · Junior Achievement wishes to gain an in-depth understanding of the perceptions of its selected, key stakeholders, namely:

RepTrak™ is a registered trademark of Reputation Institute.© 2012 Reputation Institute, all rights reserved.

Inspiring and Motivating Young Minds

Junior Achievement South Africa

Multi-Stakeholder Study

DECEMBER 2012

RepTrak™ is a registered trademark of Reputation Institute.© 2012 Reputation Institute, all rights reserved. 2 RepTrak™ is a registered trademark of Reputation Institute.© 2012 Reputation Institute, all rights reserved.

Table of Contents

Page No.

1. Introduction to Reputation 3

2. NGO’s RepTrak™ Model 6

3. Study Objectives 8

4. Respondent Profile 10

5. Executive Summary 11

6. Study Results

- Overall 15

- School Leaders 41

- Funders 61

- Department of Education 82

- Facilitators and Agents 102

7. Conclusion &Recommendations 123

8. Stakeholder Mapping Results 125


What is Reputation?

… that ensures you key stakeholders…

• … are loyal

• … recommend you

• … support you

• … give you the benefit of the doubt

• … looks at issues for your point of view

• … are engaged

• … assist in delivery on your strategy

Reputation comprises of perceptions and is the degree to which stakeholders Admire, Trust, Respect and

have an overall Good Feeling towards your company.

Reputation is how attractive you are to your stakeholders and is an emotional connection…


Why is Reputation Important to

Organisations?

...Influences Behaviour (Recommend, Partner, Support, Fund)

...Drives Sustainability

...Influences Perceptions (Reputation)

What you say about

yourself &

How you behave

What other people

say about you

What people experience

when dealing with you


Benefits of the RepTrak™

VALUE PROPOSITION

The value derived from RepTrak™ research can be found on multiple levels for your company, however

the aspects which most company’s find most valuable would be in strategic planning and governance.

There are numerous case studies providing evidence to the premise that organisations who actively

manage their reputation weather the storm or crisis and regain trust from stakeholders.

The insights gained from research of this nature provides valuable information which can be used to

determine if your current reputation will allow you to achieve your strategic goals and fulfill governance

requirements. The results provide power findings which can be used to create dash boards and identify

opportunities/threats for your organisation in strategic planning.

Understanding the perceptions stakeholders have of your organisation, including what is driving their

perceptions and the level of support they will offer your organisation, provides insights to inform an active

reputation management strategy. Identifying the reputation risks that may exist plays a key role in

governance and fulfilling the role of the board whose responsibility, according to King III, is to protect an

organisation’s reputation.


How Can an NGO’s Reputation be

Measured?

The RepTrak™ Index is RI’s proprietary model and can be used measure how attractive organisations are to their key stakeholders.

Reputation Institute has been studying the dynamics of Reputation for more than 10 years. Research shows that a well-regarded company is more likely to be liked, trusted, and respected.

Reputation is built on pillars from which an organisation can create a strategic platform for communicating with its stakeholders on the most relevant key performance indicators.

The RepTrak™ Index therefore consists of dimensions and customisable attributes that were found from qualitative and quantitative research to best explain the reputation of a company.

Reputation Institute’s NGO

RepTrak™ Model


Junior Achievements

Customised Attributes

Offers high quality programmes

Offers cost effective programmes

Efficiently delivers programmes

Programmes are making a difference in society

Its programmes are relevant to the needs of society

Its programmes are meeting expectations

Its programmes are making an impact

Is an innovative organisation

Responsive to changes in society

Forms effective partnerships

Rewards its employees fairly

Is an inspiring and fulfilling place to work

Offers personal growth and development in the workplace

Treats stakeholders fairly

Makes responsible use of funds

Is open and transparent

Behaves ethically

Is a responsibly run organisation

Has a sustainable funding model

Performs well within its area of specialisation

Has a good relationship with all its stakeholders

Has a clear vision for its future

Is a well-managed organisation

Has credible leaders


JASA Study Objectives

Junior Achievement wishes to gain an in-depth understanding of the

perceptions of its selected, key stakeholders, namely: the Department

of Educations, School Leaders, Facilities and Agents and Funders,

particularly:

• Their emotional connection towards Junior Achievement

• Their understanding of the rational aspects of the Junior

Achievement

• Their perceptions of Junior Achievement’s stakeholder

management.

Junior Achievement would also like to gain an understanding of:

• Selected key stakeholders expectations across the reputation dimensions and attributes.

• The level of support offered by these stakeholders.

• ‘Red Flag’ issues or potential reputation risks.

• How the selected key stakeholders perceive Junior Achievement’s communication to them.


Project Specifications

The questionnaire that respondents were asked to answer contained both open-ended and closed ended

questions which elicited:

Qualitative in-depth understanding of Junior Achievement’s reputation derived from the perceptions of

selected, key stakeholders using Reputation Institute’s exploratory NGO RepTrak™ model.

Quantitative distributions of Junior Achievement’s reputation using Reputation Institute’s exploratory NGO

RepTrak™ model.

This approach has provided Junior Achievement with the required insights for a reputation analysis for the

selected stakeholder groups. This can be used for developing specific stakeholder engagement strategies

in order to shift perceptions, harness support and build stakeholder trust in Junior Achievement.

Data Analysis & Interpretation

Responses from the 21 respondents have been summarised, collated and analysed for commonalities and

trends. They have been themed and presented into digestible format and where possible, graphical

representation.

Quantitative ratings have been analysed and categorised into supporters, fence-sitters and detractors

(positive, neutral and negative). These results provide reputation distributions for Junior Achievement’s

selected, key stakeholders.


Respondents Profile

Data Collection Period

31 October through November 2012

Stakeholder Group

School Leaders

Funders (current & potential)

Department of Education

Facilitators and Agents

Data Collection Method

Telephonic Interviews

Length of Interview

20 Minutes

Respondents were sourced from a contact list provided by Junior Achievement

South Africa and invited to participate on a voluntary basis.


Executive Summary (1/3)

Pulse: Emotional Connection Overall, Junior Achievement South Africa (JASA) has a solid reputation and is highly regarded by all its stakeholders. 87% of the respondents

have a positive emotional connection to the organisation, with 13% having neutral perceptions. None of the stakeholders have negative

perceptions about JASA.

The school leaders are all positive on 3 of the Pulse statements. 1 respondent has neutral perceptions about JASA having a good overall

reputation.

All 6 of the funders are positive about their “good feelings” towards JASA and “admire and respect” the organisation. 1 respondent is neutral about

the organisation having “a good overall reputation”, with an equal amount of funders being positive and neutral about “trusting the organisation”.

The Department of Education’s emotional connection to JASA is positive. 3 of the Pulse statements are perceived positively by 2 of the

respondents, while “has a good overall reputation” has 2 neutral perceptions.

JASA’s facilitators and agents are all positively connected to the organisation, with 1 respondent being neutral about “feeling good” towards JASA.

Dimensions: Rational Aspects Junior Achievement South Africa’s performance across all the Dimensions is solid. Perceptions of JASA’s Relevance and Leadership are most

favourable amongst the selected stakeholder groups. However, perceptions of JASA’s Governance are persuadable. This Dimension has some

neutral responses from all groups except the Funders, who are all positive about JASA being “a well-governed organisation”.

Attributes Performance “Programmes being relevant to the needs of society”, “Programmes making an impact” and “being a responsibly run organisation” are the top

three performing Attributes. 90% of the respondents overall, have positive perceptions of these Attributes. Perceptions of “offers personal growth

and development in the workplace” and “rewards its employees fairly” received the lowest ratings. This is probably due to respondents being

unaware of JASA’s efforts in these areas and, if deemed necessary by the organisation, presents an opportunity to communicate about these

issues.

All school leaders have positive perceptions of JASA “having programmes that have impact”, “treating stakeholders fairly”, “being a responsibly

run organisation”, “having a good relationship with all its stakeholders”, “being a well-managed organisation” and “having credible leaders”.

However, perceptions around JASA’s “funding model being sustainable” are mostly uncertain. 3 of the respondents are not sure about this

Attribute, while 1 has positive perceptions and 1 is neutral.


JASA’s funders are all positive about the organisation’s “Programmes making a difference to society”, “Programmes being relevant to the needs

of society” and “Programmes making an impact”. However, only 1 funder has positive perceptions about JASA being “an innovative

organisation”, with the remaining 5 respondents being neutral.

The Department of Education’s respondents all have positive perceptions of JASA’s ability to “Form effective partnerships” and “behaving

ethically”. “Offers cost effective programmes” has 2 neutral perceptions and 1 positive perception. The remaining Attributes are perceived

positively by 2 of the respondents.

“Offers high quality programmes”, “Efficiently delivers programmes”, “Programmes are relevant to the needs of society” “Is a responsibly run

organisation”, “Performs well within its reach of specialisation” and “has a clear vision for its future” are perceived positively by all of JASA’s

facilitators and agents. There are equal amounts of neutral and not sure perceptions around JASA “Rewarding its employees fairly” and only 1

positive view on this Attribute.

Stakeholder Supportive Behaviour Overall, support for Junior Achievement South Africa is very strong, with 100% of the respondents willing to partner with JASA. However, there

are notable percentages of respondents who are neutral about donating money (29%), hearing people say positive things (38%) and would

recommend JASA as a workplace (33%).

Support from the school leaders is also solid, with only 2 respondents being neutral about “recommending JASA as a workplace” and “generally

hear people say positive things”.

The funders are all positive about “Hearing people say something positive”, “Recommending programmes to other”, “Recommending JASA as a

workplace” and “Recommending stakeholders to donate to JASA”.

The Department of Education is most supportive about “Partnering with JASA”.

All of JASA’s facilitators and agents are willing to “Recommend Programmes to others”, “Recommend stakeholders to donate to JASA”, “Say

something positive”, “Recommend as a partner” and “Partner with JASA”.

JASA’s Communication Efforts Overall, over 80% of the respondents are positive that JASA’s communications is Authentic, Responsive and Transparent. However, a notable

amount, 38%, is neutral about JASA’s Visibility.




All of the school leaders are positive about JASA’s communications being Responsive, while 2 of the respondents are positive and 1 is neutral on

the remaining platforms.

Funders perceptions about JASA’s communications being Authentic, Responsive and Transparent are all positive. There are more neutral

responses for Distinctive and Visible than positive. This could indicate an opportunity for JASA to be more visible and distinguished in its

communications.

2 of the 3 Department of Education respondents have positive perceptions about Junior Achievement’s communication efforts on all the platforms.

Facilitators and Agents are all positive about JASA’s communication being Distinctive, Consistent and Authentic.

Stakeholder Engagement Stakeholders’ perceptions of JASA’s good reputation are mainly established on the organisation’s programmes, which are impressive, impactful

and life-changing. JASA’s role in empowering the South African youth is also admired and revered. Furthermore, stakeholders believe that JASA

is able to achieve a good reputation by virtue of the experience of its staff, particularly the CEO, behaving ethically at all times and keeping its

promises.

Whilst some stakeholders are completely content with JASA, there are some concerns pertaining to JASA being required to offer programmes

that correspond with the South African education curriculum, accurately compensating facilitators and other issues, including, not catering well

for rural learners and not using technology to enhance and complement JASA’s programmes and training for the facilitators.

Subsequently, stakeholders expectations of JASA are to see, among others:

i. Comprehensive programmes which will include more learners from rural and poor backgrounds;

ii. Programmes that complement the South African education curriculum; and

iii. Training for JASA’s facilitators.

Overall, JASA’s stakeholders would like to receive more timeous information on programmes, sharing of success stories, information on JASA’s

funding and regular progress updates.

Media visibility, inclusive programmes and continuous networking are mentioned as imperative approaches that could assist JASA to attract

more partnerships.


STUDY RESULTS


OVERALL


Overall: Pulse (Emotional Connection)

Q101-Q105

Please consider the following statements and select a number from 1-7 where 1 means ‘I strongly disagree’ and 7 means ‘I strongly agree’:

Junior Achievement has a good overall reputation

Junior Achievement is an organisation I have a good feeling about

Junior Achievement is an organisation that I trust

Junior Achievement is an organisation that I admire and respect

Overall, the majority of Junior Achievement’s selected key stakeholders have a positive emotional connection towards the

organisation.

There are no negative perceptions regarding Junior Achievement’s reputation amongst the selected key stakeholders.

These distributions indicate the level of trust, admiration, respect and good feeling stakeholders have for the organisation.

Number of Respondents (n=21)


Overall: Pulse Statements

Q101-Q105






All of the Pulse statements are highly regarded by Junior Achievement’s stakeholders.

Overall 95% of JA’s stakeholders admire and respect JASA, and 90% have a good feeling towards the organisation.

81% of all respondents for this study trust JA and think it has a good overall reputation.

The organisation has done well to build a solid emotional connection with its stakeholders.



Q105 Considering the score you gave to ‘Has a good overall reputation’, why do you think Junior Achievement has this reputation

Overall: Reasons for JASA’s

Good Overall Reputation

Derived Categories Selected Comments

Rolling out programmes. Programmes have helped in the past. Programmes have an impact

on youth especially the poor

Good programmes

Programmes link well to what the EMS school subject and merges well. Provides practical

experience to the theory learned at school

I love the way they introduce their programmes to the young people

Impressed by programmes especially in youth development

Personally, they were enthusiastic about the whole programme. They adjusted to any

problems. The experience was very good

Their Learner Programmes are great. When we engage with learners at the beginning of the

programme, they (leaners) have different attitudes – some are positive and some are

negative but when we are done with the programme, their attitudes have changed

Nature of the programmes

It empowers the youth with entrepreneurial skills and they use those acquired skills to

determine their careers

They are responsive to the needs of the youth. I have huge respect for them given that

they are giving young people a financial education

Making a difference in people's lives

Able to create a paradigm shift of learners. Leaders realised that they need to focus on

saving rather than spending

Done a lot of work with learners teaching them how to save money, start their own

business, take care of customers. Taught learners how to use certain plastics for their

recycle projects and how to clean up and not litter

Contribute to youth is valuable

Over the years Junior Achievement has built strong entrepreneurial skills for the South

African youth

Good management

It is appreciated that the highest level (CEO) is contacting Spar to ask for funding

Approach to workshops and practical experience is impressive

The way they present themselves and also the CEO of the company knows what she is

doing and when she goes to presentations, she is good in the way she delivers them

Calibre of staff

3. Impressive,

Experienced Personnel

1. Its Programmes

2. Youth Empowerment




Overall: Reasons for JASA’s

Good Overall Reputation (Continued)


Ethical and transparent

Good corporate governance

Based on its business ethics

They have a strong board. The relationship between management and board is very

important. They have stable control at board and management level

Because they deliver what they promise to deliver

Everything they promise they deliver

Making in roads in to Eastern Cape where they have never been before

Positioning themselves as organisation of choice

Professional. Timeous dealings

Good communication in online and printed newspapers

Provide good service and resources to help learners enjoy learning

Always quick response time when emailing or phoning

Passionate about what they do. Committed

Personal experience and track record of longevity

Peace of mind that money is going to the right beneficiaries

Good annual report

Its history proves that it is a sustainable company

For such a big organisation, they are flexible, which is really important when dealing with

youth

Diverse country wide. Products evaluate potential in learners

They are innovative and came to the market with their own concept

System that are in place and being implemented

It pays and compensates us on time

It provides great materials

6. Other

5. Delivers on Promises

4. Governance



Overall: Dimensions

Q201-Q206


Junior Achievement is a relevant organisation – its programmes make a difference to society

Junior Achievement is a dynamic organisation – it is innovative in its contribution to society

Junior Achievement is an appealing place to work – it offers an inspiring and fulfilling environment

Junior Achievement is a well-governed organisation – it behaves ethically and is open & transparent

Junior Achievement is an organisation with strong leadership – it has visible leaders & is managed effectively

Junior Achievement is a sustainable organisation – it manages its funding well.

To build an emotional connection in order to solicit support, NGO’s need to address all six Dimensions.

Junior Achievement is highly regarded as a relevant organisation which has strong Leadership.

76% of the respondents consider the organisation to be sustainable.

Whilst 71% of the respondents perceived Junior Achievement as a well governed and dynamic organisation with an

appealing work environment.



Q207 As a key stakeholder what are your issues and concerns regarding Junior Achievement?

Overall: Issues and Concerns

Regarding JASA


Haven't had any issues. Good organisation. No hassles. Really appreciate their work

No concerns. Our engagement with them is program specific, and we engage with Linda

quite a lot. As a national funder, we do not want to see organisations collapsing through

bureacracy or poor structuring

None - they have high morals and values and Linda is very responsive

None. I have only known them for a year and have been very impressed

No issues. Need to come across a bit stronger. They must make it clear to beneficiaries that

they have a business to run, even if they are non-profit

No real issues. Programmes should not die off. Continue benefit to learners. We had to

contact them they did not contact us. Must not be a once off thing

Not enough experience and interaction. JA should create out reach projects to society and

not only learners

No issues. Responded to requests and were accommodating

We need to be 100% in line with the educational curriculum of South Africa and remain

relevant by aligning its programmes with the curriculum

The education curriculum is changing. No EMS. No info on how to start a business or save

money for lower grades. JA should come up with a programmes that teaches the learners

the EMS curriculum now that it has been removed

Embracing latest educational techniques. Integrating with and showcasing interactive

modules

I don’t really have issues except that it needs to be relevant by coming down to the level of

the South African curriculum

Rate payment being too low

My concern is that as a facilitator, we purchase and use raw material for production and

those are not delivered on time for example I sometimes use my own van to collect

materials for a session and I don’t get compensated for that

1. None

3. Compensation

2. SA Curriculum




Overall: Issues and Concerns

Regarding JASA (Continued)


Does not cater that well for the poor. Rural learners struggle. Difference between rural and

urban learners.

Only concern if they were to no longer be in operation who would fill the gap they leave

They should monitor the learners after they have graduated. See what they have achieved.

Track their progress. Will they offer something the next year

Delivery and quality of actual facilitators

Not very visible in Afrikaans market where there is also a great need, and funding

opportunities

They should include boys in there programmes

Source funding from local areas especially in the smaller provincial offices. There is less

funding for smaller regions

Open new offices so we don’t have to rely on head office. Closer relationships with

municipalities and local government

Lack of intense training to facilitators. Team building among facilitators

Communications, because some of the things are not clearly communicated – we only find

out at the end of the programme, how that programme was supposed to be

Junior Achievement does not provide technological equipment like computers, projectors

and screens – things we should be using because learners are interested in visuals

The challenges which they are meeting. Although most of these challenges are easily

addressed because people are positive about what they are bringing to the party

Have a closer working relationship with companies of develop graduates of the

programmes. Create a link between companies and out of school youth. Find ways for

learners to have prospects for the future and have closer working relationships with other

organisations

4. Other



Overall: Attributes

Q301-Q324:

Please consider the following descriptions of Junior Achievement and select a number from 1 to 7 where 1 means ‘does not describe well’ and 7 means ‘describes very well’:

The majority of Junior

Achievement stakeholders offer

positive ratings in all, but two

of the Attributes.

When looking the percentages of positive

ratings we find 3 of the 24 Attributes

receive positive ratings of 90%, 7

Attributes receive 86% positive and 5

Attributes receive 71% favorable ratings.

This indicates that the majority of JASA’s

rational aspects are held in high regard.

JASA may want to make stakeholders

aware of the personal growth

opportunities offered to employees and

how employees are remunerated, as

there is a lack of perceptions in these

areas which could be considered a risk

The attribute distributions identify what percentage

of people were positive, negative, neutral or unsure

of an organisation’s performance in each Attribute

of reputation.

“Neutral” and “not sure” ratings indicate an

opportunity and a risk: targeted communication and

engagement may be more likely to positively

influence this group, though they may also be more

likely to change perceptions in response to a

negative company experience. A clear strategy on

how to engage on all dimensions will reduce the

risk and increase support.



Q325 What are your expectations of Junior Achievement?

Overall: Expectations of JASA


Continue with the mini enterprise program

Continue to delivery good quality programs to beneficiaries

By next year arrange other programmes for the senior grades. Assist learners from

grade 7-12. Need to implement what they have been through at junior grades within

schools

Increase the number of learners in programmes

Educate more learners in rural schools

The only thing I could say that would add value would be that it would be nice to expand

some of their programs eg dealing with youth from broken homes, with poor values etc.

Expand and explore to include participation with youth with disabilities

They are fulfilling expectations with regards to entrepreneurship. They could look at

starting programmes to university students

Provide quality programmes

That Junior Achievement continues to deliver programmes that meet the country’s

curriculum and I think that will encourage further funding by being relevant to the South

African education at any given time

Continue adapting and upgrading programmes to be in line with school system. Link

programmes to school subjects. Continue running programmes in our school

Link programmes to subjects and provide skills that are relevant and applicable

To change with the requirements of the South African curriculum

I would like to receive more funding to our area. There should be equal distribution of

funds

To facilitate and coordinate more programmes around my area. We only have one

programme when other areas have more

I expect Junior Achievement to develop and invest in their facilitators as they play a key

role

Give financial knowledge to NPO's, Engineers, Project Managers etc. Program should

also be offered to SME's

Train facilitators, especially in commercial subjects. Monitor programs more tightly (not

just through facilitators' reports)

1. Expand and Improve

Programmes

3. More Area Specific

Focus

2. Meet SA's Curriculum

4. Training




Overall: Expectations of JASA (Continued)


Develop young minds around business that will create more employment opportunities.

Need to be sustainable. Target young people provide platform for entrepreneurship

Should continue with skills they develop. Encourage learners to start their own

businesses

Programmes should reach broader society. The parents of the learners need the skills

JA offers in terms of saving money. They receive social grants and they should know

how to save rather than spend

More visible with programmes

I expect them to communicate more, especially when there is any change in terms of

programme delivery and other materials that are sold

Form partnerships with local government

To form solid partnerships with the Dept of Education, especially in terms of education

Partnerships with schools

They must be innovative with technology

Embrace technology

More consistency in the way management works i.e. business continuity.

More visits and monitoring

More efficient delivery, more engagement, reach more people

None that they are not already meeting

Inspire learners to achieve their goals in the time frame given. Very impressed with

them. Interaction was satisfactory

My future expectation I that I get more involved in top management and be considered

in decision makings

Be more assertive with beneficiaries. At the start of the program, some stages take

quite a while and they must not let schools mess around with them and delay the work

they need to do

Flexibility and Responsiveness. Be able to re-invent themselves. Engage funders in

terms of follow-up

6. More Communications

on Programmes

9. Other

7. Form Partnerships

8. Embace Technology

5. Develop Youth and

Society



Overall: Supportive Behaviours

Q601-Q609


Junior Achievement is an organisation that I generally hear people say positive things about

I would recommend Junior Achievement’s programmes to others

I would recommend Junior Achievement as a workplace

I would recommend stakeholders to donate to Junior Achievement

I would donate money to Junior Achievement

I would say something positive about Junior Achievement

I would recommend Junior Achievement as a partner

I would partner with Junior Achievement

I would give the benefit of the doubt to Junior Achievement if the organisation was facing a crisis

Support for Junior Achievement is favourable, with 6 of 9 statements receiving positive ratings of 90% or higher.

Whilst all the supportive behaviour statements are positive, 100% of the stakeholders are willing to partner with Junior

Achievement.

There are some respondents who are neutral when it comes to donating money to Junior Achievement, hearing people

say positive things about Junior Achievement and who would recommend the organisation as a workplace. Junior

Achievement will need to determine if this stakeholder behaviour is what is required to achieve its strategic objectives.



Q501 As a partner what could Junior Achievement do to improve its relationship with you?

Overall: Improving Partnerships



More communication

I don’t think there is anything that needs to be improved on other than communication

More communication. Provide a plan at the beginning or end of school year with info on

which schools or how many schools they want to target. Prefer not to get a surprise or

requests at the last minute. Need longer lead time so DoE can find schools and

communicate to schools about the benefits of the programme

Communicate more regularly. Give us program updates. Send us meeting invitations

From a communication perspective, to be a bit more proactive

More one on one emails, but not too much otherwise it will also reflect negatively.

Perhaps one personal email once a month

Communicate often and regularly. Meet with other stakeholders using SMS and website

Information and communication on programmes. Relevant information

Would be great to engage more on the specific points and meet in the middle with

regards to meeting priorities, filling in gaps etc. For example, JA could speak to our

strategy as well (in terms of career guidance). This would strengthen the link with Anglo

Maintain constant communication. Increase the number of visits. Need more

information so we can tell who JA is and what other programmes they offer

Communicate more regularly

Quite happy

I am pretty happy with it as it is

Nothing

We have a good relationship. Integrating staff involvement. Continue to build

relationship

Not much, we have a very functional relationship

Offer more programmes and involve me in top management

Expand programmes to include the disabled

Do more programmes. Contact funders and run programmes on an annual basis. Help

follow up with graduates

Continue with programme. Increase the number of boys. Benefit more learners

Update the status of the agents contracts. Recognise the agents for their service through

rewards and other financial benefits

More workshops and team building among facilitators

They need to keep their most experienced facilitators on board and should employ a

number of them permanently

1. Regular Communications

3. Programme Reach

2. Maintain Current

Standard

4. Other


Q502 In your view how could Junior Achievement attract partners?

Overall: Attracting Partnerships



Be more visible in the media

Being more visible in terms of advertising

Not visible enough

Not visible. No advertising. Only know about them when they come visit us

To make sure that whatever they are doing is exposed to a variety of media so that the

partners and funders can see what their money is being used on

Advertise what they need partners to do. Raise more awareness

More advertising. Perhaps in from of leaflets

Set up meetings, talk and lobby local government

They should consider head hunting and speak to more companies

By encouraging partners to attend some of the sessions so that they know exactly what

is happening in the programmes and sending newsletters to the potential funders and

partners. I think that would help

Come to events (e.g. Women's cocktail events) where they could meet new people. (i.e.

better networking)

By inviting potential partners to sponsor programmes, offering presentations to potential

partners on some of the programmes and sharing what other facilitators are doing

Having a closer relationship with all the education departments around the country

They should work with the department to build stronger relationships

Link societal needs to the JA programmes. Society needs infrastructure in rural areas

and if JA can link business to their programmes and to societal needs then this would a

good way of attracting partners

Look at learnership programmes that can accommodate learners with disabilities

Need to do more out reach programmes especially in lower socio economic corners of

society

1. Be More Visible

3. Offer Comprehensive

Programmes

2. Build More Relationships

and Networks



Overall: Attracting Partnerships (Continued)



Be persistent

This is a difficult one. Linda operates in the right circles. Maybe agents could act as fund

raisers in the field?

Look at SME's

Try to source more funding

They should get the department to sell what they offer to other schools, especially at the

district level

Decide on 5-10 possible partners, see what they do and then put a program together

that would meet their needs. But also, try not to have more than 5 partners - I am sure

JA already does this

Through internet, emails and meetings

Through exposure, get people involved in other projects as adjudicator etc. First hand

experience

By brining in more experienced and qualified facilitators

Use the annual reports, newsletters and school feedback to prospective partners. Make

these available to partners

They must really understand how the BEE code revision will impact on the way they

approach their CSI's. They must make a comment on this to the DTI to strengthen their

case

4. Other


Overall: Communications Channels:

Frequency & Quality

Overall Telephonic

communication followed by

Electronic mail is used most

frequently to communicate to

JASA’s stakeholders.

Reports and Emails are

perceived by JASA’s

stakeholders to have the

highest quality.

Q407: Indicate how often Junior Achievement uses

each channel to keep you informed about

developments within the organisation. If you do not

receive or have access to one of these channels Number of Respondents (n=21)


Overall: Communications Platforms

Q401-Q406

On a scale from 1 to 7 where, “1” means “Does not describe well” and “7” means “Describes very well”, to what extent do

you think Junior Achievement’s communications to stakeholders are:

Overall, the majority of Junior Achievement’s stakeholders have a positive perception of the organisation’s communication

efforts.

JASA may want to explore the visibility of its communications as perceptions around visibility are less favorable than the

other 5 platforms.

Highly regarded organisations use these six communication platforms successfully to build their reputation amongst their

key stakeholders.

Junior Achievement will need to ensure it maintains high levels of engagement and effective communication if the

organisation wants to protect its current reputation amongst its stakeholders.



Q408 How can Junior Achievement improve its communications to you as a key stakeholder?

Overall:

Communication Recommendations



Satisfied with communication. They cover all aspects

I am pleased and satisfied

No need to improve. Adequate in their communication

Sufficient methods being used. They are responsive

Don’t think they can without becoming irritating. They give just the right amount of

information

Communications are generally informative and positive and from a young person's

perspective, uplifting and inspiring

Sufficient at the moment, we don’t want to be swamped

I am very happy with the communication

They must just keep it up

Communications are very good. Maintain the current efforts

It has an open door policy; I have no problem picking up the phone and phoning Linda

or whoever. I don’t have issues; I am very happy because of the open door policy

They are doing the best they can using the system that they are using because they can

use any method whether it is emails or telephone calls depending on the subject

Maybe provide newsletters and reports

Sending more regular emails and newsletters with more information. SMS if the internet

is not working

Emails and newsletters

Use email to send publications and information. Communicate and update on

programmes JA is running

Be more visible. Continue to be in the print media

Recommended a letter from the Director at DoE to assist them getting into schools

They should also focus on how they are being transformative in terms of the changing

BEE codes

Communicate the programmes at the parents and staff meetings at the schools

Be a bit more proactive. Give regular updates; feedback from sponsored programs

During programme more information. More information more regularly

By being clearer about information, any information. I think at the beginning of the

terms, they should clear out everything

If possible can they use video for their report backs. This is a good way for it to become

more real, and for us to share internally

1. Continue Current

Performance

2. Specific

Recommendation Ideas


Q409 What information do you think Junior Achievement should be sharing with you as a key stakeholder?

Overall: Stakeholder Information Sharing


Changes, new programme developments and costs

Reports and feedback on the programmes

They should share more about the programs they are doing, and how they are meeting

their challenges

Which programmes are running? Especially the financial programmes where they learn

to save

New and adaptable programmes for schools

We need information about programmes way in advance like right now we should be

aware of what is expected in 2013 already

Information about all their programmes

I think sharing one or two key things that are happening in other provinces which might

assist me, but I don’t want to know everything, just key things which would assist me in

doing a better delivery in my province

They need to share their experiences in all the sectors they are involved with. Share

with the youth the success stories so that other can compete and have role models and

benchmarks

Share the challenges that they face. Share successes eg kids in Africa winning

competitions etc

Newsletters on successes and programme outcomes

Feedback on success or failure of programmes

Success stories and possible future problems

How I have been performing needs to be done as efficiently as possible so that I can be

updated on what other provinces are excelling in and report back on what they are

expecting from me

Financial results. Tell us about the funding when we get it, how does the funding model

work and what percentage goes to which regions and provinces

Annual reports where there is information on leadership and financial stability would

assist in establishing credibility

Share everything including funding, programmes and beneficiaries

1. Programme Information

3. Funding

2. Success Stories




Overall: Stakeholder Information Sharing (Continued)


They should give us progress updates

Regular progress report and an annual report

I am satisfied

Nothing else other than what they do. Maybe we could visit a program when they are

busy

Their objectives and plans (short, medium and long term)

Show us how to budget in full and how to plan

Other projects with other funders. Other ways of partnering with corporates. Corporate

collaberation

Tell us what in formation they shared with learners. Tell us where the learners can get

more information

Whatever they did share they should continue to share. Relevant information would be

learners attendance, performance and if their were improvement with learners

Let us know of any board or management changes, and what the relationship is like

between the two. Would also like to see youth representation on the board

I think everything that relates to my particular province should be run by me, no matter

what it is

5. Other

4. Regular Progress

Reports



Q503_a Is Junior Achievement assisting you in achieving your goals?

Overall: JASA Assisting with

Achieving Goals


Yes. Rural youth development. Provide with opportunity to youth out of school

Yes. Programmes help learners to begin own business. Teach them how to run business

and be entrepreneurs. Provide learners with new horizons

Yes, by looking at children having a brighter future

Yes. We concentrate on Education, and because a lot of people cannot seem to manage

their finances, educating them on these matters is very important to us. I wish all kids

could be exposed to these programs

Yes. They teach life orientated skills that are related to the girl learners

Yes. Reach learners in sub economic sector and the programmes open their eyes with

business plans and show them what is possible. Shows them how to be innovative

Definitely. Especially with regards to financial education and teaching the youth how to

be business savvy

Yes. They provide me with the inspiration to teach what I am passionate about

Yes. Programmes stimulate learners. Enhance their thinking

Yes. Presentation to learners created a mind shift and Learners were able to link the JA

practical programs to the EMS subject

Yes. It provides me with whatever I need. Linda is fantastic at funding and if I have any

issues with programmes they are quite open to discuss that and allow me the

opportunity to be creative about the idea and make my own input as well

Yes they do. Every now and then they come to me to ask me to run a programme on

certain dates, the communication is always open – I can communicate with them and

they can communicate with me at any time and when required to do so

Yes. When we need materials, for example when a funder funds 40 learners and then

we have more than 40 learners, if we request more materials, they do give us what we

need. They are actually assisting us to achieve our goals

In terms of presentation – the materials they provide help me to be a better facilitator

and they get us involved in Social Responsibility Programmes and awareness

Yes. They are helping me to grow as a person through the programmes

Yes. As a business owner I am growing and developing based on knowledge and

experience from facilitation

They provide a platform to communicate to the broader society. They are assisting me

in researchYes. It provides more insights on the curriculum

Yes. Make sure they support learners

There are synergies between what In do and what JA does

Yes - through our CSR objectives and through integrating staff into the programs

Yes, our socio economic plan is being achieved

Yes. With our Space To Grow program, our reputation and also our BEE scorecard

6. Other

1. Excellent Youth

Development Platform

2. Inspirational

3. Encourages Open

Communications

4. Offers Excellent Material

5. Offers Growth

Opportunities



Q503_b How would you like Junior Achievement to demonstrate its successes to you?

Overall: Demonstrating Successes


They do this in the newsletters and reports

Newsletters

Already doing so through website. Sponsored entrepreneurship days. Annual reports.

Quarterly reports

I think the newsletter and the annual conference is sufficient. We get an monthly

newsletter and everything is there and if anything outstanding happens between that,

they send us emails

Provide reports from human perspective

They cant do much else, they already send comprehensive annual reports

Reporting, interactive elements on website and case studies on website

Reports, emails, website. They must make use of technology. Social media, facebook

and twitter

Final report, photos on Facebook page and advertising material on their website

Showcasing their work in education and appreciate the learners that are doing their best

among the graduates

Identify the learners with talent and have shown promise. Create a reunion for these

learners so we can see where they are at

Girls who have been on the programmes should present to other learners more

regularly. They should showcase what the programmes have done for other learners

Following up on previous students

Show results from learners report cards. LO3's

Track their alumni (from about 10 years ago) and show what they are doing now

Show us the products they get from the program. Tell us about how learners are doing

business, and what their future plans are. Giving evidence that they are growing

entrepreneurs

Create a data base of success stories. Demonstrate to partners that they have

succeeded. Success stories should present to stakeholders on how their programmes

have worked them

They have the history to be able to show success stories. Should show how other

communities have benefitted from programmes

Communicate success.

Pension plan. I have made an impact and added value so some financial recognition

Do a research on the paying rates of facilitators and make an informed decisions

Increase our salaries

More awards to show appreciation. Some form of party

By making sure that they secure more funds for our schools. One thing that I think is

not making us to be successful is that we have more than 5 schools in our province.

Because we do not have more funds, we cannot access and help other schools. It is only

a few schools that get help. We would like to reach more people because it is not only

40 learners that need the information we provide

More feedback

Issue us with accredited certificates

Look into new areas where there are learners with disabilities

5. Other

4. Financial Rewards

3. Share Success Stories

2. Showcase Learner

Progress

1. Newsletter & Report



Q504 In your opinion what should Junior Achievement be doing to remain relevant?

Overall: Recommendations on

Maintaining JASA’s Relevance


More research about the plight of the people especially the poor

They always need to do research in terms of what is required by the learners because it

is not good to create a programme that is not going to be used by the learners

Keep abreast of development in the areas of entrepreneur expertise and research

Understand the needs of people in the areas they are working - programmes should be

relevant to the areas JA work inBe responsive to societal needs

Supplement the learners curriculum. Programmes should be inline with national

education programmes

They must be in touch with the changes in education in South Africa because it is

changing all the time

Keep up with new school system

Focus on all South African kids, but also put more focus on the younger kids. The sooner

we have little money makers, the better

By ensuring that more young people are reached

Expose more children to their programs

Keep up with market trends and be entrepreneurial themselves

Embracing entrepreneurs more

Consolidate programmes. Look at new markets. Reskilling. Open up new avenues. For

those who can't progress into higher education so that they have marketable skills

Continue to do what they are already doing. Remain consistent

Being supportive of the girls and encourage them to support other learners.

Paying facilitators the correct rate that is being offered in the industry

There is a danger in keeping programs too theoretical. Students must engage in case

work and develop a business. Follow up and debrief

More out reach programmes. They are already relevant and need more media

exposure. I have never heard of them before so they need to publicise themselves

Make sure JA interacts. Contact relevant stakeholders

Be more relevant to the youth. Should be hip and funky. Be relevant to their life style

Match the current economic growth. Address current challenges in our country (like

unemployment). Teach people not to depend on the government

Carry on as is. Revise governance documents. Strengthen relationship with Dept of

Education. Affirm other funders

Be distinguished from other organisations. Give Spar the opportunity to brand

Carry on, see where they can branch out to

They are quite good but they should offer the relevant technology

4. Be Entrepreneurial

2. Be Relevant to the

Curriculum

1. Research Changes in

Societal Needs

5. Other

3. Reach More People



Q701: Which NGO would you compare Junior Achievement to?

Overall: NGOs which Compare to JASA


No others

None

JA has the best program and cannot be compared

Nothing similar out there other than maybe the mini enterprise program which focuses

on maths and science in high schools

None

None

No other NGO

None

There is no NGO that is comparable to Junior Achievement

UNICEF; Gift of the givers; Red Cross

UNICEF because it is one of the organisations helping young people to become

entrepreneurial and develop their skills

Foundation for professional Development. Their systems are in place

Media Education Trust in Africa

Vague. There are different aspects of JA that can be compared to other NGO's

SOS Childrens Village which is also based on good corporate governance

Prime Stars

SchoolNet

Ukuqonda (NGO. Teaches maths)

Enke. Make your Mark.

Other feeding schemes

Razorcorp

2. UNICEF

1. None

3. Other



801: Can you think of a metaphor that best describes Junior Achievement?

Overall: Metaphors

That Best Describe JASA



Sustainable business which addresses the imbalances of the past through

entrepreneurial education

Commercial subject. Entrepreneurship. Have to make money. Have to start business.

Business plans

Success breeds success. Take a horse to water and teach it how to drink

Money matters - concept around money

Success

I think it is a youth development and empowering institution. It helps provide career

options to young people. It helps them to see who they are and who they want to

becomeMaking people realise and assist them in reaching their potentialImportant to realising future potential

Inspiration

Inspiration – “Let their success be my inspiration” - because when you see these

youngsters succeeding you get inspired by what they are doing and you want to do

better as a facilitator

I think Junior Achievement is like a stepping stone in a rapidly moving river. You can

either choose to step on it and be safe for a while before you move on or you can swim

and go with the flow and see where it takes you

A bridge to successful learners

Balloon – which helps youngsters to reach high levels of success and also shows that the

sky is the limit

Like a lion that roars in the jungle

Like a shining light in the lives of the youth

Nursery -for plants

Cant think of anything

None

All the world is a stage

Oxygen - something one can not do without

2. Realise Future Potential

1. Entrepreneurial

Institution

3. Inspiration

4. Helping Hand

5. Other


Q901: Do you have any other recommendations that you feel would assist Junior Achievement?

Overall: Additional Recommendations

Selected Comments

Doing this research using an outside company shows that they are serious about what

they are doing

Provide the facilitators with financial rewards and have funders remuneration through

agents. Programmes should be more practical for rural learners

I think if we can develop a mentoring programme. For instance, when we start these

programmes at a primary school, we should prepare those learners for grade 5 and

mentor them until they complete school. And I think that for the out of schools

programmes, we should develop an aftercare programme which will enable us to know

exactly what our part learners are doing at presentI cannot emphasise this more – Junior Achievement needs to provide relevant

technology to engage the learners’ minds with visuals – that will also help learners to be

more interested in the programmes

Junior Achievement needs to focus more on what we are trying to develop with the

Alumni Programme which is best to keep in touch with our former learners so that they

can become mentors to our learners that are coming on board and making them

understand why Junior Achievement was established

Look at learners with disabilities

Partnership with Dept of Education. Focus on rural schools. Focus on Grades 7-12 -

children who must take their products to market after school

Continue to be passionate, committed and proud of what they do

Should approach more schools. Come personally and introduce themselves

Have they considered branching out to SME's? Have they ever considered university

programs?

Should be more visible. Offer more programmes. Increase frequency of visits and

presentationsMake sure they come again to senior grade levelsGo out there and make a difference in other schools. Increase the number of

programmes

It would be great if they capitalised on their global network here in SA. They should

detail their multi national directors

No Derived Category



SCHOOL LEADERS


School Leaders: Pulse Statements

Q101-Q105






Overall JASA has a very strong reputation amongst School leaders.

Respondents from this group are positive about Junior Achievement on three of the four reputation statements.

Only one School Leader has a neutral perception when it comes to Junior Achievement having a good overall reputation.

JASA’s current reputation has been built by meeting expectations thereby creating a strong emotional bond amongst

School Leaders.

JASA has its work cut out as the organisation will need to consistently deliver on its promises and live up to its current

reputation.




School Leaders: Reasons for JASA’s



Provide good service and resources to help learners enjoy learning.

Able to create a paradigm shift of learners. Leaders realised that they need to focus on

saving rather than spending.

Personel they sent were enthusiastic throughout the whole programme. They adjusted

to any problems. The experience was very good.

Done a lot of work with learners teaching them how to save money, start their own

business, take care of customers. Taught learners how to use certain plastics for their

recycle projects and how to clean up and not litter.

Everything they promise they deliver

1. Meet Expecations



School Leaders: Dimensions

Q201-Q206








All 5 School Leaders interviewed perceive Junior Achievement as an organisation with strong leadership.

JASA has been able to create favourable perceptions of the organisation across the 6 rational dimensions that drive an

NGO’s reputation

The number of “neutral” and “not sure” ratings represents an opportunity to communicate Junior Achievement’s initiatives

in those areas.




School Leaders: Issues and Concerns

Regarding JASA


No real issues.

No issues. Responded to requests and were accommodating.

Programmes should not die off. Continue benefit to learners. We had to contact them

they did not contact us. Must not be a once off thing.

They should monitor the learners after they have graduated. See what they have

achieved. Track their progress. Will they offer something the next year?

The education curriculum is changing. No EMS. No info on how to start a business or

save money for lower grades. JA should come up with a programmes that teaches the

learners the EMS curriculum now that it has been removed.

Contact with JA is over a limited period. Not enough experience and interaction.

3. Other They should include boys in their programmes.

1. No concerns

2. Extend programs



School Leaders: Attributes

Q301-Q324:

Please consider the following descriptions of Junior Achievement and select a number from 1 to 7 where 1 means ‘does not describe well’ and 7 means ‘describes very well’:

School Leaders have

favourable perceptions of the

rational aspects of JASA.

In 6 of the 24 Attributes, all the

School Leaders respondents have

positive perceptions of JASA. 8

Attributes are perceived to be

positive by 4 of the 5 respondents.

Perceptions of JASA’s funding

model are not well defined and the

organisation will need to decide if

the perceptions of this area is

relevant for this stakeholder

group.




of reputation.












School Leaders: Expectations of JASA


Continue adapting and upgrading programmes to be inline with school system. Link

programmes to school subjects. Continue running programmes in our school.

Inspire learners achieve their goals in the time frame given.

Encourage learners to start their own businesses.

Programmes should reach broader society. The parents of the learners need the skills

JA offers in terms of saving money. They receive social grants and they should know

how to save rather than spend.

By next year arrange other programmes for the senior grades. Assist learners from

grade 7-12. Need to implement what they have been through at junior grades within

schools.

Increase the number of learners in programmes.

3. Other Very impressed with them. Interaction was satisfactory.

1. Enhance Programs

2. Extend programs to

others



School Leaders: Supportive Behaviours

Q601-Q609











Value is created when positive perceptions enhance a favourable emotional connection which leads to support from

stakeholders. Typically a key focus for Junior Achievement should be using reputation management to persuade

respondents to become supporters. This is done by communicating and engaging on the key initiatives relevant to the

specific stakeholder group.

JASA has done well to have a strong support base amongst School Leaders. JASA is advised to remain consistent and

continue to meet the high expectations that have been created with this group.

JASA should be able to leverage the high levels of support to achieve its strategic objectives.




School Leaders: Improving Partnerships


Information and communication on programmes. Relevant information.

Maintain constant communication. Increase the number of visits. Need more

information so we can tell who JA is and what other programmes they offer.

Communicate often and regularly. Meet with other stakeholders using SMS and website.

Increase the number of boys.

Benefit more learners.

Do more programmes. Contact funders and run programmes on an annual basis.

1. Improve Communication

2. Benefit more learners




School Leaders: Attracting Partnerships


Not visible. No advertising. Only know about them when they come visit us.

More advertising. Perhaps in from of leaflets.

Through internet, emails and meetings.

Not visible enough. Need to do more out reach programmes especially in lower socio

economic corners of society.

3. Work with the

Department

They should get the department to sell what they offer to other schools. Especially at the

district level.

2. Source more funding Try to source more funding.

1. Increase Visibility



School Leaders:

Communications Platforms

Q401-Q406

On a scale from 1 to 7 where, “1” means “Does not describe well” and “7” means “Describes very well”, to what extent do you think Junior Achievement’s

communications to stakeholders are:

Overall, the majority of this group have a positive perception of the organisation’s communication efforts.

Junior Achievement has done well to be perceived favourably across all six communication platforms, with all 5 School

Leader respondents being positive about the organisation’s responsiveness.

Highly regarded organisations use these six communication platforms successfully to build their reputation amongst their

key stakeholders.

Junior Achievement will need to ensure it maintains the high level of engagement and effective communication if the

organisation wants to protect its current reputation amongst this stakeholder group.



School Leaders: Communications

Channels: Frequency & Quality





receive or have access to one of these channels

Telephonic communication is

used most frequently to

communicate to School

Leaders. JASA’s website is the

least applicable channel to

reach this group.

School Leaders perceive

JASA’s Emails and Phone Calls

to have the highest quality.



School Leaders:

Communications Recommendations


Sufficient methods being used. They are responsive.

No need to improve. Adequate in their communication.

Communicate the programmes at the parents and staff meetings at the schools.

Use email to send publications and information. Communicate and update on

programmes JA is running.

During programme more information. More information more regularly.

1. Nothing

2. Provide more

information




School Leaders: Information Sharing


Tell us what in formation they shared with learners. Tell us where the learners can get

more information.

Which programmes are running? Especially the financial programmes where they learn

to save.

Relevant information would be learners attendance, performance and if there has been

an improvement with learners.

Show us how to budget in full and how to plan.

2. Successes and

ChallengesFeedback on success or failure of programmes.

3. Other New and adaptable programmes for schools.

1. More Information




School Leaders: JASA Assisting with

Achieving Goals


Yes. Programmes stimulate learners. Enhance their thinking.

Yes. Presentation to learners created a mind shift and Learners were able to link the JA

practical programs to the EMS subject.

Yes. Make sure they support learners.

Yes. Reach learners in sub economic sector and the programmes open their eyes with

business plans and show them what is possible. Shows them how to be innovative.

Yes. They teach life orientated skills that are related to the girl learners.

1. Yes




School Leaders:

Demonstrating its Successes


Communicate success.

Girls who have been on the programmes should present to other learners more

regularly. They should showcase what the programmes have done for other learners.

They have the history to be able to show success stories. Should show how other

communities have benefitted from programmes.

More feedback. Newsletters.

Show results from learners report cards. LO3's

3. Follow up with learnersIdentify the learners with talent and have shown promise. Create a reunion for these

learners so we can see where they are at.

1.Showcase Success

Stories

2. Give more feedback




School Leaders: Recommendations on



Keep up with new school system.

Be more relevant to the youth. Should be hip and funky. Be relevant to their life style.

2. Be more visibleThey are already relevant and need more media exposure. I have never heard of them

before so they need to publicise themselves.

Make sure JA interacts. Contact relevant stakeholders.

More out reach programmes.

Being supportive of the girls and encourage them to support other learners.

1. Be more relevant

3. Other




School Leaders:

NGO’s which Compare to JASA


Don’t know

No other NGO

None.

Other feeding schemes.

Ukuqonda (NGO. Teaches maths)

1. No direct comparitive

2. Other




School Leaders:

Metaphors That Best Describe JASA



A bridge to successful learners.

Money matters - concept around money

Something one can not do without. (oxygen)

Commercial subject. Entrepreneurship. Have to make money. Have to start business.

Business plans.

Success breeds success. Take a horse to water and teach it how to drink.

Metaphors



School Leaders:

Additional Recommendations


Should approach more schools. Come personally and introduce themselves.

Make sure they come again to senior grade levels.

Go out their and make a difference in other schools. Increase the number of programmes.

Offer more programmes. Increase frequency of visits and presentations.

1.Broaden their reach



FUNDERS


Funders: Pulse Distribution

Q101-Q105






Overall, Junior Achievement’s Funders have positive perceptions about the organisation.

There appears to be an equal number of Funders who are either positive or neutral when it comes to JASA being

perceived as an organisation that Funders trust.

The neutral respondents may be easily swayed to either positive or negative – which represents an opportunity but also

poses a risk for Junior Achievement.

JASA’s current reputation amongst Funders has been built by evoking a positive emotional feeling and through admiration

and respect.


reputation.




Funders: Reasons for JASA’s



They are responsive to the needs of the youth.

I have huge respect for them given that they are giving young people a financial

education.

Making a difference in people's lives.

Good corporate governance. Good annual report.

It is appreciated that the highest level (CEO) is contacting Spar to ask for funding

Peace of mind that money is going to the right beneficiaries.

They have a strong board.

They have stable control at board and management level.

4. FlexibleFor such a big organisation, they are flexible, which is really important when dealing

with youth.

Professional. Timeous dealings.

Passionate about what they do. Committed.

Good communication in online and printed newspapers. Always quick response time

when emailing or phoning.

Track record of longevity.

3. Strong Board

1. Responding to an

important need

2. Good corporate

governance

5. Other



Funders: Dimensions Distribution

Q201-Q206








Junior Achievement is highly regarded by Funders as a relevant organisation.

The majority of Funder’s perceptions are positive when it come to JASA’s Leadership, Sustainability and Innovation.

Perceptions of JASA’s Workplace and Governance are equally split between being positive and neutral.

One could interpret this as being an opportunity to convert neutral respondents to positive through targeted

communication containing messages about JASA’s Workplace and Governance.




Funders: Issues and Concerns

Regarding JASA


No concerns. Our engagement with them is program specific, and we engage with Linda

quite a lot

None - they have high morals and values and Linda is very responsive.

None. I have only known them for a year and have been very impressed.

2. Increase VisibilityNot very visible in Afrikaans market where there is also a great need, and funding

opportunities.

3. Progressive

engagement with students

Delivery and quality of actual facilitators. Embracing latest educational techniques.

Integrating with and showcasing interactive modules.

4. Communicate that they

are running a business

Need to come across a bit stronger. They must make it clear to beneficiaries that they

have a business to run, even if they are non-profit.

1. No concerns



Funders: Attributes Distribution

Q301-Q324:

Please consider the following descriptions of Junior Achievement and select a number from 1 to 7 where 1 means ‘does not describe well’ and 7 means ‘describes very well’: Number of Respondents (n=6)

All Funders have favourable

perceptions in 3 of the 24

rational aspects that drive

JASA’s reputation.

In 45.8% of the Attributes, five of

the six Funders interviewed have

positive perceptions of JASA.

Perceptions of JASA Workplace

are not well defined and the

organisation will need to decide if

the perceptions of these areas is

relevant for this stakeholder

group.




of reputation.











Funders: Expectations of JASA


Be able to re-invent themselves.

The only thing I could say that would add value would be that it would be nice to expand

some of their programs eg dealing with youth from broken homes, with poor values etc.

Give financial knowledge to NPO's, Engineers, Project Managers etc. Program should

also be offered to SME's.

They must be innovative with technology.

More efficient delivery, more engagement, reach more people, embrace technology.

Continue with the mini enterprise program.

Continue to deliver good quality programs to beneficiaries.

None that they are not already meeting.

3. Be more assertive

Be more assertive with beneficiaries. At the start of the program, some stages take

quite a while and they must not let schools mess around with them and delay the work

they need to do.

1. Enhance Programs

2. Continue as is



Funders: Supportive Behaviours

Q601-Q609











Influencing supportive behaviour can be done through successful reputation management. To better understand the level

of support offered the following charts seek to understand the funders responses on specific statements.

JASA has done well to ensure Funders offer their full support when it comes to saying positive things; recommending

JASA’s programmes; recommending as workplace as well as recommending other to donate to the organisation.

JASA will need to establish if the support offered when it come to partnering and giving the benefit of doubt in times of

crisis are appropriate to achieve the organisations strategic objectives.




Funders: Improving Partnerships


Not much, we have a very functional relationship.

Nothing

We have a good relationship

Would be great to engage more on the specific points and meet in the middle with

regards to meeting priorities, filling in gaps etc.

JA could speak to our strategy as well (in terms of career guidance)

Integrating staff involvement. Continue to build relationship.

More one on one emails, but not too much otherwise it will also reflect negatively.

Perhaps one personal email once a month.

From a communication perspective, to be a bit more proactive.

1. Nothing

2. Other




Funders: Attracting Partnerships


This is a difficult one. Linda operates in the right circles. Maybe agents could act as fund

raisers in the field?

Look at SME's.

Through exposure, get people involved in other projects as adjudicators etc. First hand

experience.

Come to events (eg Women's cocktail events) where they could meet new people. (ie

better networking)

2. Tailor program to target

funders

Decide on 5-10 possible partners, see what they do and then put a program together

that would meet their needs. But also, try not to have more than 5 partners - I am sure

JA already do this.

3. Take into account BEE

code revision

They must really understand how the BEE code revision will impact on the way they

approach their CSI's. They must make a comment on this to the DTI to strengthen their

case.

1. Increase Exposure

amongst a variety of

stakeholders



Funders: Communications Platforms

Q401-Q406

On a scale from 1 to 7 where, “1” means “Does not describe well” and “7” means “Describes very well”, to what extent do you think Junior Achievement’s

communications to stakeholders are:

Funders perceive JASA’s communication to be Authentic.

The majority of respondents from this stakeholder segment perceive Junior Achievement’s communication to be

Transparent and Responsive.

Equal number of the Funder respondents have positive and neutral perceptions about the Consistency of Junior

Achievement’s communication.

An opportunity exists for Junior Achievement to be more Distinctive and Visible in its communications.



Funders: Communications Channels:

Frequency & Quality




receive or have access to one of these channels Number of Respondents (n=6)

Electronic mail is the most

frequently used method to

communicate to Funders.

Text messages are the least

applicable channel for this

group.

Funders perceive JASA’s Phone

Calls to have the highest

quality. On the whole Funders

perceive the quality of JASA’s

communication to be Good.



Funders:

Communications Recommendations


Comms are generally informative and positive and from a young person's perspective,

uplifting and inspiring.

Don’t think they can without becoming irritating. They give just the right amount of

information.

Sufficient at the moment, we don’t want to be swamped.

I am very happy with the communication.

They should also focus on how they are being transformative in terms of the changing

BEE codes.

If possible can they use video for their report backs. This is a good way for it to become

more real, and for us to share internally.

Be a bit more proactive. Give regular updates; feedback from sponsored programs.

1. Nothing

2. Other




Funders: Stakeholder Information Sharing


Let us know of any board or management changes, and what the relationship is like

between the two.

Regular progress report and an annual report.

Their objectives and plans (short, medium and long term).

Share successes eg kids in Africa winning competitions etc.

Success stories and possible future problems.

Share the challenges that they face.

Other ways of partnering with corporates. Corporate collaberation.

Regular progress report and an annual report.

Maybe we could visit a program when they are busy.

Would also like to see youth representation on the board.

1. More Information

2. Successes and

Challenges

3. Other




Funders: JASA Assisting with

Achieving Goals


Definitely. Especially with regards to financial education and teaching the youth how to

be business savvy.

Yes. We concentrate on Education, and because a lot of people cannot seem to manage

their finances, educating them on these matters is very important to us. I wish all kids

could be exposed to these programs

Yes - through our CSR objectives and through integrating staff into the programs.

Yes. With our Space To Grow program, our reputation and also our BEE scorecard.

Yes.

Yes, our socio economic plan is being achieved.

1. Yes




Funders: Demonstrating Successes


They do this in the newsletters and reports.

They cant do much else, they already send comprehensive annual reports.

Track their alumni (from about 10 years ago) and show what they are doing now.

Following up on previous students.

Reporting, interactive elements on website and case studies on website.

Reports, emails, website. They must make use of technology.

Final report, photos on Facebook page and advertising material on their website.

3. Use technology

1. Done already

2. Track alumni




Funders: Recommendations on



Strengthen relationship with Dept of Education.

Affirm other funders.

Carry on, see where they can branch out to, expose more children to their programs.

Focus on all South African kids, but also put more focus on the younger kids. The sooner

we have little money makers, the better.

Revise governance documents.

Give funders the opportunity to brand.

Keep up with market trends and be entrepreneurial themselves.

1. Build relationships

2. Reach more children

3. Other



Q505 Is your organisation willing to allow your relevant staff members to present at Junior Achievement programmes? What would you need from Junior Achievement to make this happen??

Funders: Staff Presentations


Yes - they just need to request this.

Yes. JA must identify where we can be involved.

Yes, JA must let them know when and what topic.

Yes. Email Request.

This would be tricky. There are unwritten policies against this, but they are not set in

stone.

No. We don’t have the people to do this. Most of our HR dept and resources are

concentrated on universities or graduate programs.

1. Yes

2. No




Funders: NGO’s which Compare to JASA


Vague. There are different aspects of JA that can be compared to other NGO's.

Nothing similar out there other than maybe the mini enterprise program which focuses

on maths and science in high schools.

SOS Childrens Village (also based on good corporate governance)

Prime Stars

SchoolNet

Enke. Make your Mark.

1. No direct comparitive

2. Other




Funders: Metaphors

That Best Describe JASA



Important to realising future potential

Like a shining light in the lives of the youth.

Nursery (for plants)

All the world is a stage!

Metaphors



Funders: Additional Recommendations


1.Emphasise global

attributes

It would be great if they capitalised on their global network here in SA. They should

detail their multi national directors.

2. Consider expandingHave they considered branching out to SME's? Have they ever considered university

programs?

3. Continue to be

passionateContinue to be passionate, committed and proud of what they do.



DEPARTMENT OF EDUCATION


DoE: Pulse Statements

Q101-Q105






For the Department of Education JASA has build its reputation by evoking good feelings, trust, admiration and respect.

Perceptions around the organisation having a good reputation appear to be neutral.

The neutral respondents may be easily swayed to either positive or negative – which represents an opportunity but also

poses a risk for Junior Achievement.

By meeting this groups expectations, JASA will be able to leverage its performance in the areas that matter to this group

which has been shown to build stronger emotional connections and reputations.




DoE: Reasons for JASA’s



Impressed by programmes especially in youth development

Contribution to youth is valuable

Approach to workshops and practical experience is impressive

Programmes link well to what the EMS school subject and merges well

Provides practical experience to the theory learned at school

It is diverse country wide

Products evaluate potential in learners

They are innovative and came to the market with their own concept

1. Youth Development

2. Other



DoE: Dimensions

Q201-Q206








The Department of Education perceives JASA to be a Relevant organisation, that is Dynamic and an Appealing place to

work.

JASA has done well to generate positive perceptions in the areas of its workplace, being relevant and innovative. The

organisation will need to ensure it continues to meet expectations in these areas to maintain the current emotional

connection and reputation it has amongst this stakeholder group.

An opportunity exist to communicate the organisations initiatives in the areas of Governance, Leadership and

Sustainability.

By focusing on the areas that drive perceptions for the Department of Education, JASA will be able to utilise its resources

effectively to maintain its reputation.




DoE: Issues and Concerns

Regarding JASA

No Derived Categories Selected Comments

Have a closer working relationship with companies of develop graduates of the programmes

Create a link between companies and out of school youth.

Find ways for learners to have prospects for the future and have closer working

relationships with other organisations

Haven't had any issues

Good organisation

No hassles

I Really appreciate their wor

The challenges which they are meeting

Although most of these challenges are easily addressed because people are positive about

what they are bringing to the party

Respondent 1

Respondent 2

Respondent 3



DoE: Attributes

Q301-Q324:


The Department has favourable

perceptions in 2 of the 24

rational aspects that drive

JASA’s reputation.

In 21 of the 24 Attributes, two of

the three respondents interviewed

have positive perceptions of

JASA.

Perceptions of cost effectiveness

of JASA ‘s programmes have the

highest number of neutral

responses and the organisation

will need to decide if the

perceptions of this areas is

accurate and what could be done

to shift this perception.




of reputation.











DoE: Expectations of JASA


Provide quality programmes

Need to be sustainable

Target young people to provide platform for entrepreneurship

Develop young minds around business that will create more employment opportunities

Partnerships with schools and link programmes to subjects

Provide skills that are relevant and applicable

Respondent 2 Expand and explore to include participation with youth with disabilities

To form solid partnerships with the Department of Education, especially in terms of

education

Educate more learners in rural schools

Train facilitators, especially in commercial subjects

Monitor programs more tightly, not just through facilitators' reports

Respondent 1

Respondent 3



DoE: Supportive Behaviours

Q601-Q609











The Department of Education supports partnering with Junior Achievement. This provides JASA with a strategic

opportunity to leverage this favourable supportive behaviour.

Whilst the department would partner with JASA they don’t appear to be as supportive when it comes to donating funds to

the cause. This is probably due to the scare resources the department has at its disposal.




DoE: Improving Partnerships


More communication

Communicate more regularly

Expand programmes to include the disabled

Provide a plan at the beginning or end of school year with info on which schools or how

many schools they want to target - I prefer not to get a surprise or requests at the last

minute

Need longer lead time so DoE can find schools and communicate to schools about the

benefits of the programme

Give us program updates

Send us meeting invitations.


2. Other




DoE: Attracting Partnerships


Use the annual reports, newsletters and school feedback to prospective partners and

make these available to partners

Also link societal needs to the JA programmes - Society needs infrastructure in rural

areas and if JA can link business to their programmes and to societal needs then this

would a good way of attracting partners

Advertise what they need partners to do

Raise more awareness

Respondent 3 Look at learnership programmes that can accommodate learners with disabilities

Respondent 1

Respondent 2



DoE: Communications Platforms

Q401-Q406

On a scale from 1 to 7 where, “1” means “Does not describe well” and “7” means “Describes very well”, to what extent

do you think Junior Achievement’s communications to stakeholders are:

Of the 3 respondents from this group, 2 have positive perceptions about Junior Achievement’s communication efforts.

JASA has done well to create these favourable perceptions across all six communication platforms. Consistency will be

required to maintain these strong perceptions.

Organisations with the best reputation have communications that receive mostly favourable perceptions across all six

communication platforms.



DoE: Communications Channels:

Frequency & Quality






Telephonic calls are the most


communicate to the department.

Newsletters and JASA’s website

are the least applicable channel for

this group.

The Department of Education

perceives JASA’s meetings to

have the highest quality of all the

channels use to communicate to

them. Phone calls are also

perceived to be of Good quality.



DoE: Communications Recommendations


Emails and newsletters

Sending more regular emails and newsletters with more information

Communications are very good

Maintain the current efforts

Recommended a letter from the Director at DoE to assist them getting into schools

Provide reports with how the engagement with the school that they have been

introduced to by the Department went either good or bad so that they can assist with

future engagements

Feedback on how the programmes went

SMS if the internet is not working

1. Emails & Newsletters

2. Other




DoE: Information Sharing


Annual reports where there is information on leadership and financial stability would

assist in establishing credibility

Reports and feedback on the programmes

Newsletters on successes and programme outcomes

They need to share their experiences in all the sectors they are involved with

Share with the youth the success stories so that other can compete and have role

models and benchmarks

They should share more about the programs they are doing, and how they are meeting

their challenges

They should give us progress updates

Respondent 1

Respondent 2

Respondent 3




DoE: JASA Assisting with Achieving Goals


Yes. Rural youth development, provide with opportunity to out of school youth

Yes. Programmes help learners to begin own business. Teach them how to run business

and be entrepreneurs

Yes, by looking at children having a brighter future

Provide learners with new horizons

There are synergies between what I do and what JA does

1. Youth Future

Opportunitues

2. Other




DoE: Demonstrating Successes


Create a data base of success stories -demonstrate to partners that they have

succeeded. Success stories should present to stakeholders on how their programmes

have worked for them

Tell us about how learners are doing business, and what their future plans are by giving

evidence that they are growing entrepreneurs

Provide reports from human perspective

Look into new areas where there are learners with disabilities

Show us the products they get from the program

2. Other

1. Share Success Stories




DoE: Recommendations on Maintaining

JASA’s Relevance


Keep abreast of development in the areas of entrepreneur expertise and research

Understand the needs of people in the areas they are working

Programmes should be relevant to the areas JA work in

Consolidate programmes

Look at new markets

Open up new avenues for those who can't progress into higher education so that they

have marketable skills

Match the current economic growth

Address current challenges in our country, like unemployment

Teach people not to depend on the government

Respondent 1

Respondent 2

Respondent 3




DoE: NGOs which Compare to JASA


None

JA has the best program and cannot be compared

2. Other Media Education Trust in Africa

1. None




DoE: Metaphors That Best Describe JASA


Respondent 1 Success

Respondent 2 Making people realise and assist them in reaching their potential

Respondent 3 Like a lion that roars in the jungle




DoE: Additional Recommendations


Respondent 1 None

Respondent 2 Look at learners with disabilities

Partnership with Department of Education

Focus on rural schools

Focus on Grades 7-12 - children who must take their products to market after school

Respondent 3



FACILITATORS & AGENTS


F&A: Pulse Statements

Q101-Q105






Junior Achievement is perceived favourably by all 7 of its Facilitators and Agents across 3 of the 4 Pulse statements, with

the exception of one respondent being neutral regarding having a good feeling about the organisation.

JASA’s current reputation amongst Facilitators and Agents has been built by evoking a positive emotional response across

all 4 Pulse statements.


reputation.




F&A: Reasons for JASA’s



Good management

Skilled Employees

CEO of the company knows what she is doing and when she goes to presentations, she is

good in the way she delivers them

Calibre of staff

Good programmes

Nature of the programmes

Their Learner Programmes are great - when we engage with learners at the beginning of

the programme, they have different attitudes – some are positive and some are negative

but when we are done with the programme, their attitudes have changed completely

Helpful and impactful programmes

I love the way they introduce their programmes to the young people

Based on its business ethics and system that are in place and being implemented

Ethical Organisation

Ethical and transparent

It empowers the youth with entrepreneurial skills and they use those acquired skills to

determine their careers

Youth Empowerment

Over the years Junior Achievement has built strong entrepreneurial skills for the South

African youth

Because they deliver what they promise to deliver

It provides great materials and its history proves that it is a sustainable company

It pays and compensates us on time

1. Its Staff

2. Its Programmes

4. Youth Empowerment

5. Other

3. Ethical Orgnisation



F&A: Dimensions

Q201-Q206








Junior Achievement is perceived positively by all its Facilitators and Agents when it comes to Governance.

The vast majority of respondents have favourable perceptions about Junior Achievement’s Programmes, Leadership,

Innovation, Workplace and Sustainability.

Overall JASA has done well to have met expectations across all six drivers of an NGO’s reputation. The organisation will

need to ensure that it continues to deliver on its promises if it wants to maintain these perceptions.




F&A: Issues and Concerns

Regarding JASA


Rate payment being too low

My concern is that as a facilitator, we purchase and use raw material for production and

those are not delivered on time for example I sometimes use my own van to collect

materials for a session and I don’t get compensated for that

We need to be 100% in line with the educational curriculum of South Africa and remain

relevant by aligning its programmes with the curriculum

I don’t really have issues except that it needs to be relevant by coming down to the level of

the South African curriculum

Does not cater that well for the poor. Rural learners struggle. There is a difference between

rural and urban learners

Open new offices so we don’t have to rely on head office

Closer relationships with municipalities and local government

Source funding from local areas especially in the smaller provincial offices. There is less

funding for smaller regions

Only concern if they were to no longer be in operation who would fill the gap they leave

Team building among facilitators

Communications, because some of the things are not clearly communicated – we only find

out at the end of the programme, how that programme was supposed to be

Lack of intense training to facilitators

Junior Achievement does not provide technological equipment like computers, projectors

and screens – things we should be using because learners are interested in visuals

1. Compensation

2. SA Curriculum

3. Other



F&A: Attributes

Q301-Q324:


Facilitators & Agents have

favourable perceptions in 6 of the 24

rational aspects that drive JASA’s

reputation.

In 41% of the Attributes, 6 of the 7

Facilitators & Agents have positive

perceptions.

How JASA grows and develops its

employees have an equal number of

neutral and positive perceptions.

Facilitators & Agents perceptions are

predominantly “neutral” and “not sure”

when it comes to being rewarded fairly.

This is a potential opportunity to bring

this group up to speed on the current

employment environment.

The attribute distributions identify what percentage of

people were positive, negative, neutral or unsure of an

organisation’s performance in each Attribute of reputation.

“Neutral” and “not sure” ratings indicate an opportunity and

a risk: targeted communication and engagement may be

more likely to positively influence this group, though they

may also be more likely to change perceptions in response

to a negative company experience. A clear strategy on how

to engage on all dimensions will reduce the risk and

increase support.



F&A: Expectations of JASA


That Junior Achievement continues to deliver programmes that meet the country’s

curriculum and I think that will encourage further funding by being relevant to the South

African education at any given time

To change with the requirements of the South African curriculum

I would like to receive more funding to our area. There should be equal distribution of

funds

To facilitate and coordinate more programmes around my area. We only have one

programme when other areas have more

More visible with programmes

I expect them to communicate more, especially when there is any change in terms of

programme delivery and other materials that are sold

Form partnerships with local government

They could look at starting programmes to university students

I expect Junior Achievement to develop and invest in their facilitators as they play a key

role

More visits and monitoring

They are fulfilling expectations with regards to entrepreneurship

My future expectation is that I get more involved in top management and be considered

in decision makings


on Programmes

2. More Area Specific

Focus

1. Meet SA's Curriculum

4. Other



F&A: Supportive Behaviours

Q601-Q609











Influencing supportive behaviour can be done through successful reputation management. To better understand the level

of support offered to JASA the following charts provide responses on specific behavioural statements.

JASA has done well as Facilitators & Agents offer their full support when it comes to recommending programmes;

recommending donating money; saying positive things; recommending as a partner and partnering with the organisation.

JASA will need to ensure it keep meeting this groups expectations if it wants to maintain these high levels of favourable

support, and should consider leveraging the support offered to achieve its strategic objectives.




F&A: Improving Partnerships


Quite happy

I am pretty happy with it as it is

More workshops and team building among facilitators

I don’t think there is anything that needs to be improved on other than communication

Offer more programmes and involve me in top management

They need to keep their most experienced facilitators on board and should employ a

number of them permanently

Update the status of the agents contracts. Recognise the agents for their service through

rewards and other financial benefits

1. Satisfied

2. Other




F&A: Attracting Partnerships


Being more visible in terms of advertising

To make sure that whatever they are doing is exposed to a variety of media so that the

partners and funders can see what their money is being used on

Be more visible in the media.

Set up meetings, talk and lobby local government

Having a closer relationship with all the education departments around the country

Be persistent

By encouraging partners to attend some of the sessions so that they know exactly what

is happening in the programmes and sending newsletters to the potential funders and

partners

By inviting potential partners to sponsor programmes, offering presentations to potential

partners on some of the programmes and sharing what other facilitators are doing

They should consider head hunting and speak to more companies

By brining in more experienced and qualified facilitators

1. Media Coverage

2. Build Relations with

Government

3. Other



F&A: Communications Platforms

Q401-Q406

On a scale from 1 to 7 where, “1” means “Does not describe well” and “7” means “Describes very well”,

to what extent do you think Junior Achievement’s communications to stakeholders are:

The majority of Junior Achievement’s Facilitators and Agents perceive the organisation’s communication to be Distinctive,

Consistent, and Authentic.

An opportunity exists for Junior Achievement to be more Visible in its communication efforts.

JASA has done well to create these favourable perceptions across all six communication platforms. Consistency in

performance will be required to maintain these strong perceptions.

Organisations with the best reputation have communications that receive mostly favourable perceptions across all six

communication platforms.



F&A: Communications Channels:

Frequency & Quality






Electronic mail is the most


communicate to Facilitators &

Agents. Phone Calls and JASA’s

Website are also used often to

communicate to this group.

Facilitators & Agents perceive

emails, phone calls and JASA’s

meetings to be of the highest

quality. JASA’s website and

Presentations are also perceived

to be of Good quality.



F&A: Communications Recommendations


Satisfied with communication. They cover all aspects

I am pleased and satisfied

They must just keep it up

It has an open door policy; I have no problem picking up the phone and phoning Linda

or whoever. I don’t have issues; I am very happy because of the open door policy

They are doing the best they can using the system that they are using because they can

use any method whether it is emails or telephone calls depending on the subject

Be more visible. Continue to be in the print media

By being clearer about information, any information. I think at the beginning of the

terms, they should clear out everything

Maybe provide newsletters and reports

1. Nothing

2. Other




F&A: Information Sharing


Changes, new programme developments and costs

We need information about programmes way in advance like right now we should be

aware of what is expected in 2013 already

Information about all their programmes

Financial results. Tell us about the funding when we get it, how does the funding model

work and what percentage goes to which regions and provincesShare everything including funding, programmes and beneficiaries

I think sharing one or two key things that are happening in other provinces which might

assist me, but I don’t want to know everything, just key things which would assist me in

doing a better delivery in my province

How I have been performing needs to be done as efficiently as possible so that I can be

updated on what other provinces are excelling in and report back on what they are

expecting from me

I am satisfied

I think everything that relates to my particular province should be run by me, no matter

what it is

1. Programme Information

2. Funding

3. Inter-Province

Successes

4. Other




F&A: JASA Assisting with Achieving Goals


Yes. It provides me with whatever I need. Linda is fantastic at funding and if I have any

issues with programmes they are quite open to discuss that and allow me the

opportunity to be creative about the idea and make my own input as well

Yes they do. Every now and then they come to me to ask me to run a programme on

certain dates, the communication is always open – I can communicate with them and

they can communicate with me at any time and when required to do so

Yes. They are helping me to grow as a person through the programmes

Yes. As a business owner I am growing and developing based on knowledge and

experience from facilitation

Yes. When we need materials, for example when a funder funds 40 learners and then

we have more than 40 learners, if we request more materials, they do give us what we

need. They are actually assisting us to achieve our goals

Yes. In terms of presentation – the materials they provide help me to be a better

facilitator and they get us involved in Social Responsibility Programmes and awareness.

4. Other

Yes. They provide me with the inspiration to teach what I am passionate about. They

provide a platform to communicate to the broader society. They are assisting me in

research

1. Encourages Open

Communications

2. Offers Growth

Opportunities

3. Excellent Material




F&A: Demonstrating Successes


I have made an impact and added value so some financial recognition

Do a research on the paying rates of facilitators and make an informed decisions

Increase our salaries

Already doing so through website. Sponsored entrepreneurship days. Annual reports.

Quarterly reports

I think the newsletter and the annual conference is sufficient. We get an monthly

newsletter and everything is there and if anything outstanding happens between that,

they send us emails

Showcasing their work in education and appreciate the learners that are doing their best

among the graduates

Issue us with accredited certificates

By making sure that they secure more funds for our schools. One thing that I think is

not making us to be successful is that we have more than 5 schools in our province.

Because we do not have more funds, we cannot access and help other schools. It is only

a few schools that get help. We would like to reach more people because it is not only

40 learners that need the information we provide

2. Communications

1. Financial Rewards

3. Other




F&A: Recommendations on



Supplement the learners curriculum. Programmes should be in line with national

education

They must be in touch with the changes in education in South Africa because it is

changing all the time

They always need to do research in terms of what is required by the learners because it

is not good to create a programme that is not going to be used by the learners

Continue to do what they are already doing. Remain consistent

By ensuring that more young people are reached

They are quite good but they should offer the relevant technology

More research about the plight of the people especially the poor. Programmes

Paying facilitators the correct rate that is being offered in the industry

1. Current Curriculum

2. Other




F&A: NGOs which Compare to JASA


No others

None

There is no NGO that is comparable to Junior Achievement

UNICEF; Gift of the givers; Red Cross

UNICEF because it is one of the organisations helping young people to become

entrepreneurial and develop their skills

Foundation for professional Development. Their systems are in place

Razorcorp

2. UNICEF

1. None

3. Other




F&A: Metaphors That Best Describe JASA


1. Inspiration Inspiration

Inspiration – “Let their success be my inspiration” - because when you see these

youngsters succeeding you get inspired by what they are doing and you want to do

better as a facilitator

None

I think it is a youth development and empowering institution. It helps provide career

options to young people. It helps them to see who they are and who they want to

become

Balloon – which helps youngsters to reach high levels of success and also shows that the

sky is the limit

I think Junior Achievement is like a stepping stone in a rapidly moving river. You can

either choose to step on it and be safe for a while before you move on or you can swim

and go with the flow and see where it takes you

2. Other




F&A: Additional Recommendations


Respondent 1Provide the facilitators with financial rewards and have funders remuneration through


Respondent 2 No

Respondent 3Doing this research using an outside company shows that they are serious about what

they are doing

Respondent 4 No

Respondent 5





exactly what our part learners are doing at present

Respondent 6

I cannot emphasise this more – Junior Achievement needs to provide relevant



Respondent 7








F&A: Additional Recommendations


Respondent 1Provide the facilitators with financial rewards and have funders remuneration through


Respondent 2 No

Respondent 3Doing this research using an outside company shows that they are serious about what

they are doing

Respondent 4 No

Respondent 5





exactly what our part learners are doing at present

Respondent 6

I cannot emphasise this more – Junior Achievement needs to provide relevant



Respondent 7






RepTrak™ is a registered trademark of Reputation Institute.© 2012 Reputation Institute, all rights reserved. 123

CONCLUSIONS &

RECOMMENDATIONS


Conclusion and Recommendations

Junior Achievement South Africa should be commended for the successful outcomes of most of the

engagements with its key stakeholders. JASA will need to continue upholding its reputation and

deliver on stakeholders expectations.

In order to maintain its relevance, JASA should be responsive to the changes of the education

system, economic growth and societal needs in South Africa and continue to offer programmes that

reaches and benefits every deserving learner and communities in the country. This will ensure that

the youth continue to be empowered and are provided an opportunity to develop entrepreneurial

skills and a sense of competence.

JASA could further benefit by communicating its good governance in order to maintain and improve

supportive behaviour amongst its stakeholders. By demonstrating transparency, JASA will grow the

trust that its stakeholders want to feel towards an organisation they want to partner with.

Whilst some of the stakeholders are completely content with partnering with JASA, the organisation

could further improve and secure its partnerships by:

I. Expanding its programmes; and

II. Communicating any pertinent developments regularly.

JASA’s stakeholders are mostly satisfied with the organisation’s communications efforts, however it

is recommended that JASA explore the visibility of its communications through the media as

perceptions around visibility are less favorable than the other 5 communications platforms.

Reputation Institute would like to thank Junior Achievement for awarding us with the opportunity of conducting this research and compiling

this report. We hope that it will be of value to the leadership team of Junior Achievement in securing sustainable funding in order to

continue with their life-changing work in our country.

Organisations are lost without the full support of key stakeholders both inside and outside of

its four walls. Support from employees is reflected in a high degree of motivation, which in

turn stimulates the productivity that drives financial performance. Similar proof points confirm

the value of symbiotic relationships with the external world. When the viewpoints of outside

stakeholders are in sync with a company’s strategic intents, the benefits become clear.


Stakeholder Mapping

Workshop

Workshop Outcomes & Research Results


• School Leaders (Principals, Champion Teachers, School

Governing Bodies)

• Department of Education

• Current & Potential Funders

• Board

• Junior Achievement International

• Junior Achievement Regional

• Facilitators/Agents

• Learners

• Communities

Junior Achievements Key Stakeholders


Understanding Stakeholders

Stakeholder Critical For

Strategy

(H-M-L)

Most

Powerful

(Rank)

Reasonability

of Requests

(1-7)

Degree of

Pressure

(H-M-L)

School Leaders H 2 6 L

Dept. of

Education

M 6 5 L

Funders H 1 6 M

Board M 5 5 L

JA Int. L 8 6 L

Facilitators H 3 4 M

Agents H 3 6 M

Learners H 4 4 H

JA Regional L 9 2 H

Communities L 7 6 L


Stakeholders: SCHOOL LEADERS

Assumed

Current

Desired Actual Reality

Emotional

Connection

Getting good stories

out. Giving tangible

stuff to schools.

Create higher degree

of perceived value.

Programmes

Innovation

Workplace

Governance

Leadership

Sustainability

Required Behaviour: Support programmes, Support learners, Spread

the news/Recommend, Support facilitator


Stakeholders: FUNDERS

Assumed Current Desired Actual Reality

Emotional

Connection

Programmes Not telling the story.

Not linking the star

learners to future

initiatives

Realistic

expectations of what

can be achieved in

the SA environment.

Innovation

Workplace

Governance

Leadership

Sustainability

Required Behaviour: Programmes funding, spread the word,

introductions through networks, long term partnerships, volunteering


Stakeholders: FACILITATORS & AGENTS

Required Behaviour: Enthusiasm, Commitment, attention to programmes,

motivate, professional behaviour, responsible, manage themselves,

communicate with HQ, Assumed

Current

Desired Actual

Reality

Emotional

Connection

Frequency and quality of communication.

Make them feel like they are a part of JA

Programmes

Innovation

Workplace Frequency and quality of communication.


Governance Frequency and quality of communication.


Leadership

Sustainability


Stakeholders: DEPT. of EDUCATION

Required Behaviour: Endorsement and support of work.

Communication of what we do through out the system.

Assumed Current Desired Actual

Reality

Emotional

Connection

Create familiarity, communicate and tell them

our story. More publicity. Be top of mind. Show

case our successes.

Programmes TBC TBC

Innovation TBC TBC

Workplace TBC TBC

Governance TBC TBC

Leadership TBC TBC

Sustainability TBC TBC


Where to from here?

Using results and insights from the research:

1. Develop 2-5 leverage areas to move reputation from the current to the desired state (using 80/20 principle)

2. Develop action plans around the leverage areas

3. Develop high level communications strategy for stakeholder groups: communication platforms selection


Reputation Institute South Africa 128 Tenth Street Parkmore, Sandton Phone: + 27 11 666 4794 www.reputationinstitute.com

About Reputation Institute

Reputation Institute is the world’s leading reputation research and consulting firm devoted to advancing

knowledge about corporate reputation and to providing professional assistance to companies interested in

measuring and managing their reputations proactively.

As a pioneer in the field of brand and reputation management, we help organisations unlock the power of

reputation. Reputation Institute has developed the industry standard for reputation measurement, known as

the RepTrak™ System. Founded in 1997, Reputation Institute has been and remains the global leader in

the development of measurement tools and in offering advice and counsel to leading companies around the

world.

http://www.reputationinstitute.com/

Documents

Junior Achievement South Africa Multi-Stakeholder Study€¦ · Junior Achievement wishes to gain an in-depth understanding of the perceptions of its selected, key stakeholders, namely: