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 03. Mitigate 04. Accept 05. Exploit 06. Share 07. Enhance 08. Terminate

Intermediate Outcomes Key risks

Tourism and biodiversity economy value chains and products prosper Tourism entrepreneurship growing phenomenon

Meaningful participation of communities in conservation and tourism

The Eastern Cape is a competitive international and domestic tourism destination

Environmental sustainability supported by well-managed protected areas

Economic fallout as consequence of pandemic management measures

Potential new (local, domestic, and regional) travel and tourism markets

Declining state of environmental systems, including threat of extreme weather events

Broad range of developments in digital technology to support conservation

Internal service models geared to meet the needs of core departments Lack of public trust in all levels of government

Inadequate government resourcing of biodiversity, conservation, and tourism Risk response and strategy

01 02 03 04 Support sustainable tourism growth in a manner that is mindful of the social, economic, and environmental costs05 06 07 08 Acquire professional services for investments and partnerships 01 02 03 04 Position reserves and neighbouring communities for participation in the Biodiversity Economy ~ eco-tourism, accommodation, catering, guiding, 05 06 07 08 immersive experiences

01 02 03 04

05 06 07 08

01 02 03 04

05 06 07 08 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

01 02 03 04 Solidify the scientific framework for reserve management 05 06 07 08 Ensure adequacy of tools, equipment and materials for reserve security, fire management and wildlife management01 02 03 04 Optimise infrastructure delivery through combination of turnkey and 05 06 07 08 insourced solutions

01 02 03 04 Sustain clean audit status and performance trajectory to present a 05 06 07 08 favourable investment option for funders outside the Provincial fiscus Speed up the transition to digital knowledge management (archiving / policy 01 02 03 04 library / SOPs etc.) to secure institutional memory linked to sound succession 05 06 07 08 planning

Annual Performance Plan 2022/23 – 2024/25 | March 2022 | Page 48