BALANCED SCORECARD WORKSHOP ROLLOUT

PURPOSE

To introduce the Balanced Scorecard to SANParks employees and clarify its intentions as a business performance tool

Workshop Objectives

SANParks employees to understand what is the Balanced Scorecard and how it works

Develop align and confirm key Performance Areas

Equip management with tools to assist others in this process

1994

Democratic Election Government

Until 1994, a white minority governed South Africa and all laws and policies privileged this group. In terms of tourist profile, governance, finance, scientific focus and corporate and public culture, South Africa’s National Parks were created and managed in this image

Transformation in the public service Organisations (expected) began to reflect appropriate diversity of SA communities at all levels

National Parks Board (NPB) mainly white male dominated required new people attitudes, skills

concepts, leading to social and development partnerships,

transparent and customer friendly move away from military orientation

Not maintain the status quo

INVOLVEMENT OF DEMOCRATIC SOCIETY

CONFIRMATION OF NEW BOARD

New Board elected with the vision

National Parks will be the pride and joy of all

South Africans

1995

NAME CHANGE

Name changed to South African National Parks Cosmetic changes

improve profile of the organisation build new image have better public relations inaugurate a neighbors relations strategy

Birth of social ecology established to develop and nurture good relations with communities adjacent to National Parks by initiating mutually beneficial dialogues with them by working in partnership with them and by ensuring that the Park’s existence is a direct benefit to the community

1996

1997

A chief Executive with expertise in Corporate management rather than the natural science demonstrated the priority of introducing a social and business orientation to all strategic decision making

1998 – 2000

Process of decentralization began –transfer certain aspects of decision making from head office to Parks and regional offices :. Resulted in reduction of

staff numbers

DECENTRALIZATION

1998 – 2000

BUILDING ORGANIZATIONAL CAPACITY

An agreement between SANParks and the University of Witwatersrand enabled 50 managers to undergo a customized organizational and financial management training programme with a qualification in Certificate Programme in Management Development DANCED now referred to as DANIDA build capacity of Social Ecology staff and Park Managers in people and Parks issues. Support from German

Development Cooperation ( GTZ)

CORPORATE PLAN

Corporate plan adopted, sub-titled a framework for transformation Transformation mission

The transformation process is driven by the overriding need to shed organizational principles, policies and practices that have for decades been nurtured by the apartheid philosophy of the ancient regime

Key Values

1. a commitment to the transformation process with regard to organizational development and relations with external stakeholders

2. respect for individuals of all cultural backgrounds and

social standing

1998

2001 – 2002

MCKINSEY + COMPANY

LOOKED AT THE FOLLOWING:

Organisational options for SANParks

Building a strong constituency for conservation Funding Conservation Management Revenue Opportunities

FUTURE PRIORITIES –MCKINSEY PROCESS

Develop tourism and marketing capability Revamp booking system Develop a performance management system linked to capacity building Review salary structures at senior levels Improve efficiency through corporate service

restructuring Improve operating efficiency through establishment of operational metrics tracking programme

1998 - 2003

Appropriate skilled leadership would have to be deployed

A progressive biodiversity management strategy would have to be developed

As would good tourism practice Institutional financial viability The pursuit of an informed community outreach

programme The adoption of advanced adaptive management policies

KEYWORDS

Discipline Involvement Leadership Team work Performance orientation Change process Interactive Learning Inspiring Motivational Development process Learning

WORKSHOP EXPECTATIONS

Each employee to have a positive feeling about the process and its intentions

Employees to have better understanding of their roles within SANParks

Successful implementation should create growth for the organisation, its employees and the people linked to it [ surrounding communities]

2004 – Present

Balanced ScorecardBusiness performance management system to:

Create alignment and common understanding of our strategy throughout all levels of the organisation

Improve organisation performance through appropriate measurement and monitoring of the right things

Provide a basis for the introduction of an employee performance appraisal system

politics

Society External environment

Economy

Religion

Culture

Individual

SANParks

What is my contribution to SANParks?

Education

Globalization

Education

Family

Organizational Policies

Internal Environment

Performance Management

Employee Welfare