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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
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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
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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…
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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
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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.
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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
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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
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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.
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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.
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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.
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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.
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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.
Executive Summary (2/3)
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Executive Summary (3/3)
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.
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STUDY RESULTS
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OVERALL
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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)
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Overall: Pulse Statements
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
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.
Number of Respondents (n=21)
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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
Number of Respondents (n=21)
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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 (Continued)
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Overall: Dimensions
Q201-Q206
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 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.
Number of Respondents (n=21)
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Q207 As a key stakeholder what are your issues and concerns regarding Junior Achievement?
Overall: Issues and Concerns
Regarding JASA
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Q207 As a key stakeholder what are your issues and concerns regarding Junior Achievement?
Overall: Issues and Concerns
Regarding JASA (Continued)
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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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.
Number of Respondents (n=21)
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Q325 What are your expectations of Junior Achievement?
Overall: Expectations of JASA
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Q325 What are your expectations of Junior Achievement?
Overall: Expectations of JASA (Continued)
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Overall: Supportive Behaviours
Q601-Q609
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 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.
Number of Respondents (n=21)
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Q501 As a partner what could Junior Achievement do to improve its relationship with you?
Overall: Improving Partnerships
Number of Respondents (n=21)
Derived Categories Selected Comments
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
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Q502 In your view how could Junior Achievement attract partners?
Overall: Attracting Partnerships
Number of Respondents (n=21)
Derived Categories Selected Comments
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
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Q502 In your view how could Junior Achievement attract partners?
Overall: Attracting Partnerships (Continued)
Number of Respondents (n=21)
Derived Categories Selected Comments
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
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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)
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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.
Number of Respondents (n=21)
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Q408 How can Junior Achievement improve its communications to you as a key stakeholder?
Overall:
Communication Recommendations
Number of Respondents (n=21)
Derived Categories Selected Comments
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
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Q409 What information do you think Junior Achievement should be sharing with you as a key stakeholder?
Overall: Stakeholder Information Sharing
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Q409 What information do you think Junior Achievement should be sharing with you as a key stakeholder?
Overall: Stakeholder Information Sharing (Continued)
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Q503_a Is Junior Achievement assisting you in achieving your goals?
Overall: JASA Assisting with
Achieving Goals
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Q503_b How would you like Junior Achievement to demonstrate its successes to you?
Overall: Demonstrating Successes
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Q504 In your opinion what should Junior Achievement be doing to remain relevant?
Overall: Recommendations on
Maintaining JASA’s Relevance
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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Q701: Which NGO would you compare Junior Achievement to?
Overall: NGOs which Compare to JASA
Derived Categories Selected Comments
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
Number of Respondents (n=21)
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801: Can you think of a metaphor that best describes Junior Achievement?
Overall: Metaphors
That Best Describe JASA
Number of Respondents (n=21)
Derived Categories Selected Comments
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
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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
Number of Respondents (n=21)
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SCHOOL LEADERS
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School Leaders: Pulse Statements
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 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.
Number of Respondents (n=5)
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Q105 Considering the score you gave to ‘Has a good overall reputation’, why do you think Junior Achievement has this reputation
School Leaders: Reasons for JASA’s
Good Overall Reputation
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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School Leaders: Dimensions
Q201-Q206
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 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.
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.
Number of Respondents (n=5)
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Q207 As a key stakeholder what are your issues and concerns regarding Junior Achievement?
School Leaders: Issues and Concerns
Regarding JASA
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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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.
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.
Number of Respondents (n=5)
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Q325 What are your expectations of Junior Achievement?
School Leaders: Expectations of JASA
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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School Leaders: Supportive Behaviours
Q601-Q609
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 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
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.
Number of Respondents (n=5)
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Q501 As a partner what could Junior Achievement do to improve its relationship with you?
School Leaders: Improving Partnerships
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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Q502 In your view how could Junior Achievement attract partners?
School Leaders: Attracting Partnerships
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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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.
Number of Respondents (n=5)
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School Leaders: Communications
Channels: Frequency & Quality
Number of Respondents (n=5)
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
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.
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Q408 How can Junior Achievement improve its communications to you as a key stakeholder?
School Leaders:
Communications Recommendations
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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Q409 What information do you think Junior Achievement should be sharing with you as a key stakeholder?
School Leaders: Information Sharing
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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Q503_a Is Junior Achievement assisting you in achieving your goals?
School Leaders: JASA Assisting with
Achieving Goals
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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Q503_b How would you like Junior Achievement to demonstrate its successes to you?
School Leaders:
Demonstrating its Successes
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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Q504 In your opinion what should Junior Achievement be doing to remain relevant?
School Leaders: Recommendations on
Maintaining JASA’s Relevance
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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Q701: Which NGO would you compare Junior Achievement to?
School Leaders:
NGO’s which Compare to JASA
Derived Categories Selected Comments
Don’t know
No other NGO
None.
Other feeding schemes.
Ukuqonda (NGO. Teaches maths)
1. No direct comparitive
2. Other
Number of Respondents (n=5)
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801: Can you think of a metaphor that best describes Junior Achievement?
School Leaders:
Metaphors That Best Describe JASA
Number of Respondents (n=5)
Derived Categories Selected Comments
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
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Q901: Do you have any other recommendations that you feel would assist Junior Achievement?
School Leaders:
Additional Recommendations
Derived Categories Selected Comments
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
Number of Respondents (n=5)
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FUNDERS
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Funders: Pulse Distribution
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, 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.
JASA has its work cut out as the organisation will need to consistently deliver on its promises and live up to its current
reputation.
Number of Respondents (n=6)
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Q105 Considering the score you gave to ‘Has a good overall reputation’, why do you think Junior Achievement has this reputation
Funders: Reasons for JASA’s
Good Overall Reputation
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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Funders: Dimensions Distribution
Q201-Q206
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 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.
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.
Number of Respondents (n=6)
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Q207 As a key stakeholder what are your issues and concerns regarding Junior Achievement?
Funders: Issues and Concerns
Regarding JASA
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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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.
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.
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Q325 What are your expectations of Junior Achievement?
Funders: Expectations of JASA
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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Funders: Supportive Behaviours
Q601-Q609
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 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
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.
Number of Respondents (n=6)
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Q501 As a partner what could Junior Achievement do to improve its relationship with you?
Funders: Improving Partnerships
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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Q502 In your view how could Junior Achievement attract partners?
Funders: Attracting Partnerships
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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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.
Number of Respondents (n=6)
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Funders: Communications Channels:
Frequency & 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=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.
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Q408 How can Junior Achievement improve its communications to you as a key stakeholder?
Funders:
Communications Recommendations
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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Q409 What information do you think Junior Achievement should be sharing with you as a key stakeholder?
Funders: Stakeholder Information Sharing
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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Q503_a Is Junior Achievement assisting you in achieving your goals?
Funders: JASA Assisting with
Achieving Goals
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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Q503_b How would you like Junior Achievement to demonstrate its successes to you?
Funders: Demonstrating Successes
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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Q504 In your opinion what should Junior Achievement be doing to remain relevant?
Funders: Recommendations on
Maintaining JASA’s Relevance
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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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
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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Q701: Which NGO would you compare Junior Achievement to?
Funders: NGO’s which Compare to JASA
Derived Categories Selected Comments
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
Number of Respondents (n=6)
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801: Can you think of a metaphor that best describes Junior Achievement?
Funders: Metaphors
That Best Describe JASA
Number of Respondents (n=6)
Derived Categories Selected Comments
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
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Q901: Do you have any other recommendations that you feel would assist Junior Achievement?
Funders: Additional Recommendations
Derived Categories Selected Comments
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.
Number of Respondents (n=6)
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DEPARTMENT OF EDUCATION
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DoE: Pulse Statements
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
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.
Number of Respondents (n=3)
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Q105 Considering the score you gave to ‘Has a good overall reputation’, why do you think Junior Achievement has this reputation
DoE: Reasons for JASA’s
Good Overall Reputation
Derived Categories Selected Comments
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
Number of Respondents (n=3)
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DoE: Dimensions
Q201-Q206
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 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.
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.
Number of Respondents (n=3)
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Q207 As a key stakeholder what are your issues and concerns regarding Junior Achievement?
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
Number of Respondents (n=3)
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DoE: 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’: Number of Respondents (n=3)
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.
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.
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Q325 What are your expectations of Junior Achievement?
DoE: Expectations of JASA
No Derived Categories Selected Comments
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
Number of Respondents (n=3)
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DoE: Supportive Behaviours
Q601-Q609
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 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
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.
Number of Respondents (n=3)
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Q501 As a partner what could Junior Achievement do to improve its relationship with you?
DoE: Improving Partnerships
Derived Categories Selected Comments
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.
1. More Communications
2. Other
Number of Respondents (n=3)
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Q502 In your view how could Junior Achievement attract partners?
DoE: Attracting Partnerships
No Derived Categories Selected Comments
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
Number of Respondents (n=3)
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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.
Number of Respondents (n=3)
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DoE: Communications Channels:
Frequency & Quality
Number of Respondents (n=3)
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
Telephonic calls are the most
frequently used method to
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.
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Q408 How can Junior Achievement improve its communications to you as a key stakeholder?
DoE: Communications Recommendations
Derived Categories Selected Comments
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
Number of Respondents (n=3)
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Q409 What information do you think Junior Achievement should be sharing with you as a key stakeholder?
DoE: Information Sharing
No Derived Categories Selected Comments
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
Number of Respondents (n=3)
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Q503_a Is Junior Achievement assisting you in achieving your goals?
DoE: JASA Assisting with Achieving Goals
Derived Categories Selected Comments
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
Number of Respondents (n=3)
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Q503_b How would you like Junior Achievement to demonstrate its successes to you?
DoE: Demonstrating Successes
Derived Categories Selected Comments
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
Number of Respondents (n=3)
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Q504 In your opinion what should Junior Achievement be doing to remain relevant?
DoE: Recommendations on Maintaining
JASA’s Relevance
No Derived Categories Selected Comments
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
Number of Respondents (n=3)
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Q701: Which NGO would you compare Junior Achievement to?
DoE: NGOs which Compare to JASA
Derived Categories Selected Comments
None
JA has the best program and cannot be compared
2. Other Media Education Trust in Africa
1. None
Number of Respondents (n=3)
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801: Can you think of a metaphor that best describes Junior Achievement?
DoE: Metaphors That Best Describe JASA
No Derived Categories Selected Comments
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
Number of Respondents (n=3)
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Q901: Do you have any other recommendations that you feel would assist Junior Achievement?
DoE: Additional Recommendations
No Derived Categories Selected Comments
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
Number of Respondents (n=3)
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FACILITATORS & AGENTS
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F&A: Pulse Statements
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
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.
JASA has its work cut out as the organisation will need to consistently deliver on its promises and live up to its current
reputation.
Number of Respondents (n=7)
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Q105 Considering the score you gave to ‘Has a good overall reputation’, why do you think Junior Achievement has this reputation
F&A: Reasons for JASA’s
Good Overall Reputation
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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F&A: Dimensions
Q201-Q206
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 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.
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.
Number of Respondents (n=7)
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Q207 As a key stakeholder what are your issues and concerns regarding Junior Achievement?
F&A: Issues and Concerns
Regarding JASA
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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F&A: 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’: Number of Respondents (n=7)
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.
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Q325 What are your expectations of Junior Achievement?
F&A: Expectations of JASA
Derived Categories Selected Comments
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
3. More Communications
on Programmes
2. More Area Specific
Focus
1. Meet SA's Curriculum
4. Other
Number of Respondents (n=7)
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F&A: Supportive Behaviours
Q601-Q609
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 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
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.
Number of Respondents (n=7)
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Q501 As a partner what could Junior Achievement do to improve its relationship with you?
F&A: Improving Partnerships
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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Q502 In your view how could Junior Achievement attract partners?
F&A: Attracting Partnerships
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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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.
Number of Respondents (n=7)
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F&A: Communications Channels:
Frequency & Quality
Number of Respondents (n=7)
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
Electronic mail is the most
frequently used method to
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.
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Q408 How can Junior Achievement improve its communications to you as a key stakeholder?
F&A: Communications Recommendations
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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Q409 What information do you think Junior Achievement should be sharing with you as a key stakeholder?
F&A: Information Sharing
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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Q503_a Is Junior Achievement assisting you in achieving your goals?
F&A: JASA Assisting with Achieving Goals
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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Q503_b How would you like Junior Achievement to demonstrate its successes to you?
F&A: Demonstrating Successes
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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Q504 In your opinion what should Junior Achievement be doing to remain relevant?
F&A: Recommendations on
Maintaining JASA’s Relevance
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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Q701: Which NGO would you compare Junior Achievement to?
F&A: NGOs which Compare to JASA
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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801: Can you think of a metaphor that best describes Junior Achievement?
F&A: Metaphors That Best Describe JASA
Derived Categories Selected Comments
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
Number of Respondents (n=7)
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Q901: Do you have any other recommendations that you feel would assist Junior Achievement?
F&A: Additional Recommendations
No Derived Categories Selected Comments
Respondent 1Provide the facilitators with financial rewards and have funders remuneration through
agents. Programmes should be more practical for rural learners
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
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 present
Respondent 6
I 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
Respondent 7
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
Number of Respondents (n=7)
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Q901: Do you have any other recommendations that you feel would assist Junior Achievement?
F&A: Additional Recommendations
No Derived Categories Selected Comments
Respondent 1Provide the facilitators with financial rewards and have funders remuneration through
agents. Programmes should be more practical for rural learners
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
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 present
Respondent 6
I 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
Respondent 7
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
Number of Respondents (n=7)
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CONCLUSIONS &
RECOMMENDATIONS
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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.
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Stakeholder Mapping
Workshop
Workshop Outcomes & Research Results
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• 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
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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
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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
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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
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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.
Make them feel like they are a part of JA
Governance Frequency and quality of communication.
Make them feel like they are a part of JA
Leadership
Sustainability
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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
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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
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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.