C.6 Updated key risks and mitigation ECPTA considers both positive and negative effects of uncertain events or conditions on the achievement of outcomes. Both opportunities and threats listed in the SWOT Analysis (pages 8 to 14) are analysed to arrive at ECPTA’s key strategic risks. These are in turn fashion the ECPTA’s strategic response (page 14). Not all risks require a defensive strategy. ECPTA utilises eight possible risk responses, depending on the nature of the risk. The most appropriate risk responses for each risk are indicated by shaded cells: 01. Avoid
02. Transfer
Intermediate Outcomes
Tourism and biodiversity economy value chains and products prosper
The Eastern Cape is a competitive international and domestic tourism destination
Environmental sustainability supported by well-managed protected areas
Internal service models geared to meet the needs of core departments
03. Mitigate
04. Accept
05. Exploit
06. Share
07. Enhance
08. Terminate
Key risks
Risk response and strategy
Tourism entrepreneurship growing phenomenon
01
02
03
04
05
06
07
08
01
02
03
04
05
06
07
08
Economic fallout as consequence of pandemic management measures
01
02
03
04
05
06
07
08
Potential new (local, domestic, and regional) travel and tourism markets
01
02
03
04
05
06
07
08
Declining state of environmental systems, including threat of extreme weather events
01
02
03
04
Solidify the scientific framework for reserve management
05
06
07
08
01
02
03
04
Ensure adequacy of tools, equipment and materials for reserve security, fire management and wildlife management
05
06
07
08
01
02
03
04
05
06
07
08
01
02
03
04
05
06
07
08
Meaningful participation of communities in conservation and tourism
Broad range of developments in digital technology to support conservation Lack of public trust in all levels of government Inadequate government resourcing of biodiversity, conservation, and tourism
Support sustainable tourism growth in a manner that is mindful of the social, economic, and environmental costs Acquire professional services for investments and partnerships Position reserves and neighbouring communities for participation in the Biodiversity Economy ~ eco-tourism, accommodation, catering, guiding, immersive experiences Further amplify SMART marketing approach Rebuild international profile of the province as a destination Extend the digital footprint of both the Destination and the ECPTA
Optimise infrastructure delivery through combination of turnkey and insourced solutions Sustain clean audit status and performance trajectory to present a favourable investment option for funders outside the Provincial fiscus Speed up the transition to digital knowledge management (archiving / policy library / SOPs etc.) to secure institutional memory linked to sound succession planning
Annual Performance Plan 2022/23 – 2024/25 | March 2022 | Page 48
