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Risk Analysis & Stakeholder report Risk Name Root Cause Consequence Current Controls Governance This is a risk Citizen Control Delegated Power Partnership Placation Consultation Informing Therapy 8 7 6 5 4 3 2 1 Manipulation Citizen Power Tokenism Nonparticipation Ifa lethu annual report 2012/13 17 Stakeholder engagement Loosely defined, stakeholders are persons, groups, organisations, members or identifiable sub-systems that have an impact on the organisation, but also the ones that are affected by the organisation. Unlike a value chain analysis, stakeholder analysis takes a “snapshot” of the stakeholders as they function at a certain time. This essentially static form of analysis becomes more useful as it gets repeated each year so that comparisons may be made over time as relations between stakeholders evolve. An initial stakeholder map for Ifa Lethu might look something like this: Those responsible for Ifa Lethu’s strategic direction will need to consider where on the ladder of participation each stakeholder group should be placed and pursue relations with these groups accordingly. Such determinations will have cost implications and must be planned carefully. Ideally, a robust stakeholder engagement exercise will yield risks, opportunities, needs interests and expectations that will be used by the board to inform its strategic decision making processes. This is currently a work in progress with stakeholder relations being considered via our current tools – website, Facebook and Linkedin; and within available marketing budgets. CEO Citizens Group Artistic Community The relationships that Ifa Lethu has with its stakeholders are a matter for strategic consideration and can be placed in an ascending order of control and engagement, what is called the “ladder of participation”. At the lower order of relationship, essentially nonparticipation, stakeholders are manipulated into the marketing and public relations role for an organisation. Some rungs up, the ladder of participation allows stakeholders to be consulted but the decision-making power remains with the organisation. At the top rungs of the ladder of participation, stakeholders are engaged, consulted and joint decisions are made with substantial power and control being delegated to stakeholders. iPieter Conradie and Douglas Racionzer, University of Pretoria, 2013: ‘Ifa Lethu Gap Analysis, Annexure 1” Empowering the Nation’s Soul Board Staff Contractors Stores Donors State Departments Foreign Governments Beneficiaries Beneficiary Communities pertaining to fraud, misappropriation of funds and organisational assets, banking, supplier collusion Financial losses, reputational damage, loss of funding, litigation, irregular expenditure, disciplinary actions, low staff morale. The CEO provides a full Board report every quarter. An internal audit function is in place. Financials are audited annually. Montly Management accounts are prepared and presented at Board meetings. Directors Liability Insurance. Event specific operational Plans.Fraud Prevention Plan. Delegation of Authority. Internal Audit. ICT Governance Plan. Incomplete Projects/ Projects not implemented Lack of Direction. Poor planning. Inadequate funding. Lack of area expertise. Funder dissatisfaction. Poor service delivery. Reputational damage. Unspent grants. Ifa Lethu has delivered on all funder mandates for projects. Monitoring mechanisms. Reviews at departmental and board level. Quarterly funder reports. Project Business Plans.


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