the sanp balanced scorecard rollout workshop – knp 20 th october 2005

The SANP Balanced ScorecardRollout Workshop – KNP 20th October 2005

• Introduction and background to the SANParks BSC

• Kruger Rollout Process– 1 day workshop to Senior Managers – “train the

trainer” session– Meet with director to agree Measures and Targets

individually – within one week of completion of workshop

– Forward agreed measures and targets to Blake to check and agree

– Workshop with their subordinates (dates agreed beforehand) and take them through this process – utilising change agents and members of the BSC team where applicable

• All workbooks and slides will be made available as a package to assist in the rollout

• To be completed to C band by 21 Nov 2005

Kruger Workshop Process

Overview of the BSC

What do you understand the BSC to be?

Why has SANParks chosen the Balanced Scorecard?

How will it help SANP?Measures our progress toward the future

Combination of Financial and Non-Financial Indicators

Definition

• The Balanced Scorecard is a measurement, management and communication tool which:

Provides a comprehensive business measurement and management framework

Translates a value proposition into achievable, aligned objectives, measures and targets throughout SANParks

Ensures that all performance measures are aligned and are:

- both long and short term - leading and lagging - linked through cause and effect

Park Operations

Corporate Support Services

Our Business Architecture

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Mission Why we ExistCorporate Values Guiding Principles

Vision Word Picture of the Future

Strategy / Value Proposition Differentiating Activities

Value creation & delivery to Customers and Stakeholders

Core business pillars

Foundation

Our Corporate Structure

Park Operations

Chief Operating OfficerChief Operating Officer

Exec Director: PARKS

Exec Director: KNP

Core Functions

Exec Director: Tourism

Exec Director: Conservation

Exec Director: Peopleand Conservation

Corporate Support Functions

Head of Division: HR

C F O: Finance

Head of Division: Comms

Head of Division: CorporateSupport Services

Legal Services

Chief Executive OfficerChief Executive Officer

SANParks BOARDSANParks BOARD

Executive ManagerCEO’s Office

Vision and Mission

VISIONVISION

National parks will be the pride and joy of all South Africans and of the world

MISSIONMISSION

To develop and manage a system of national parks that represents the

biodiversity, landscapes, and associated heritage assets of South Africa for the

sustainable use and benefit of all

Corporate Values We shall embrace, and be guided by environmental ethics

in all we do We shall promote transformation within, and outside of

the organization We shall strive for service excellence at all times We shall act with professionalism at all times We shall adopt, and encourage initiative by all We shall treat all our stakeholders with equity and justice We shall exercise discipline at all times We shall show respect to all We shall act with honesty and integrity We shall strive for transparency and open

communication at all times

Biodiversity Values

We adopt a complex systems view of the world whilst striving to ensure the natural functioning and long term persistence of the ecosystem under our care

We aim at persistent achievement of biodiversity representivity and complementarity to promote resilience and ensure ecosystem integrity

We can intervene in ecosystems responsibly and sustainably, but we focus management on complementing natural processes under a “minimum interference” philosophy

We accept with humility the mandate of custodianship of biodiversity for future generations while recognising that both natural and social systems change over time

SANParks Value Proposition

To manage a system of National Parks that represents the biodiversity, landscape and associated heritage assets of South Africa providing visitors with access to value for money unique experiences delivered through operational excellence that is underpinned by authentic constituency building and corporate governance for the benefit of all stakeholders

Mission Why we Exist

Values Guiding Principles

Vision Word Picture of the Future

Strategy / Value Proposition Differentiating Activities

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The Balanced Scorecard Translates Mission, Values, Vision and Strategy / Value Proposition into performance measures to gauge success in meeting the overall aims of SANParks

The Role of the BSC in SANParks

SANParksGovernment

External Environment of SANParks

Who are our customers/stakeholders?

•SA National Government•Provincial and Local Authorities•International and Local Agencies•Employees•Business Partners

•Commercial Operators •Concessionaires•Suppliers

•Citizens•Paying and non-paying visitors•Consumptive Users•Involved Communities•South African Public •Donors•Board

•International Tourists

Translating the Vision

Achievement of Vision

The SANParks Balanced Scorecard has been designed to capture the correct mix of:

• Competencies (Learning and Growth)

• Processes (Internal)

• Customer and stakeholder requirements (Customer / Stakeholder)

• Financial outcomes of all the above activities (Financial)

Measuring the path to achieve our Vision

Understanding the Balanced Scorecard

FINANCIAL

“To succeedfinancially,how should weappear to ourshareholders?”

Objectives Measures Targets InitiativesObjectives Measures Targets Initiatives

CUSTOMER

“To achieve our vision,how should weappear to ourcustomers?”

INTERNAL BUSINESS PROCESS“To satisfy our shareholdersand customers,what businessprocesses mustwe excel at??”

Objectives Measures Targets Initiatives“To achieve our vision,how will we sustain ourability tochange andimprove?”

LEARNING AND GROWTH

Objectives Measures Targets Initiatives

The Critical Internal Processes

• The engine room to deliver to our customers and stakeholders comes from how well we deliver on our key internal processes

• This Performance Review is to gauge how well we are delivering on these processes. The objective being to streamline to ensure efficient and effective delivery

What Internal Processes do we have to excel at?

• Conservation• Tourism• Constituency Building• Corporate Governance

SANParks has designed its BSC to ensure that all these critical processes are measured

Implementing the SANParks Balanced Scorecard

The SANParks Team Members

Sydney Soundy – Project SponsorSydney Soundy – Project SponsorChris Rumbell – Project ManagerChris Rumbell – Project ManagerCillié Malan – Risk ManagementCillié Malan – Risk ManagementBusi Gcabashe – Human ResourcesBusi Gcabashe – Human ResourcesJoep Stevens - TourismJoep Stevens - TourismPeter Novellie – Conservation ServicesPeter Novellie – Conservation ServicesSipho Mabena - CommunicationSipho Mabena - CommunicationGary de Kock – ParksGary de Kock – ParksHannes Combrink - FinanceHannes Combrink - FinanceBlake Schraader - KrugerBlake Schraader - KrugerBoyce Dabula – Human ResourcesBoyce Dabula – Human ResourcesMike Knight – Conservation ServicesMike Knight – Conservation ServicesChris Marais – Human ResourcesChris Marais – Human Resources

The SANParks BSC Process

Value Proposition

Mission

Corporate Objectives

Corporate Measures

Strategic Initiatives

Divisional Measures and Targets

Senior Management Measures and Targets

Rest of the organisation Measures and Targets

SANParks Value Proposition

To manage a system of National Parks that represents the biodiversity, landscape and associated heritage assets of South Africa providing visitors with access to value for money unique experiences delivered through operational excellence that is underpinned by authentic constituency building and corporate governance for the benefit of all stakeholders


Value Proposition

Mission


Corporate Measures





Grow revenues(incl. alternative sources of revenue)

Financial

Attain leadership

in biodiversity and cultural

heritage management

Internal Processes

Strategic Business Plan

Improve income to cost ratio

Be the custodian of

choice for Protected

Areas

Become thenature-based

Tourismdestinationof choice

Customers and Stakeholders

Enhance SANParks’ Reputation

Transform domestic guest profile, through

growth, to be representative of SA society

Contribute to local

educational and socio-economic

development

Attract and retain the best human

capital

Learning and Growth

Sharing and providing access

to information and knowledge

Create a culture of learning and

development of employees

Ensure best practices in

understanding and managing HIV and

AIDS (and associated diseases)

Effective management

of revenue and

expenditure (OPEX & CAPEX)

Advance StrategicHuman

Resources management

Achieve good corporate

governance managementEnhance

Researchand

DevelopmentImplement broad

based transformation

Delivering on the Objectives

Divisional ownership of specific objectives

Responsibility Matrix


Value Proposition

Mission


Corporate Measures





SANParks Measures and Strategic Initiatives

Measures have been developed to ensure delivery of the objectives

SANParks strategic initiative development

The Corporate Business Plan

Strategic Measures

Learning and GrowthStrategic

ObjectivesStrategic Measures

Attract and retain best human capital

% retention of key employees in key positions

% of key jobs where remuneration does not differ significantly from market surveys

% of Candidates who successfully complete internship programmes

Share and provide access to information & knowledge

Number of directors’ imbizo’s

% usage level of information and knowledge systems

Ensure Best Practices in Managing and Understanding HIV and AIDS (& associated diseases)

% of workforce who have participated in the HIV/AIDS prevalence surveys

% of employees who know their status

% of total affected and infected workforce who participate in the lifestyle management programmes (LMP) vs. the % who know their status

Create a Culture of Learning and Development

% of Skills Plan implemented

% of Operational Turnover spent on training

% of employees who achieved set goals in terms of defined individual development plans

Strategic Measures

Internal ProcessesStrategic


Attain leadership in biodiversity management

State of biodiversity management

Attain leadership in cultural heritage management

State of cultural heritage management

Enhance Research and Development

Development of new products

Grow scientific knowledge

Advance Strategic Human Resource Management

% of Staff that are evaluated on performance each quarter

% of employees that are satisfied with SANParks

Effective Management of Revenue and Expenditure

Variance of Forecast to Budget, Actual to Forecast and Actual to Budget

Project delivery Index

Achieve Good Corporate Governance Management

Improved overall risk profile % of resolved non compliant issues in the time agreed

Implement broad based Transformation

% of Equity Plan implemented

Value of BEE procurement in our supply chain

Strategic Measures

Customers and StakeholdersStrategic


Transform the domestic guest profile to be representative of SA society

% of Black visitors

Become the nature based tourism destination of choice

% Growth in usage of tourism products &

Customer Satisfaction Index

% of Tourism Revenue spent on replacement of assets

Custodian of Choice for Protected Area Management

State of development of TFCA joint management plan

State of Infrastructure report

% Growth and Amount of Grant and Donor funding as well as sponsorships

% Growth and Total Surface Area (incl Marine) (quantity and quality) under management of SANParks



Contribute to Local Educational and Socio Economic Development

Value and Number of local community contracts and BEE procurement

Success Rate of external learnerships

Number of jobs created and SMME’s developed through various programmes including EPWP

Enhance SANParks Reputation

Improvements in Ratings from Delahaye

Strategic Measures

Strategic Measures

Financial Strategic


Grow revenue % growth in Tourism and other Income


Improved Ratio of: Gross Operating Revenue / Total Expenditure

SANParks Strategic Initiatives

SANParks strategic initiative developmentTo attain targets that have been defined


Learning and GrowthStrategic

ObjectivesStrategic Initiatives

Attract and retain best human capital

• Enhancement of recruitment processes• Reward Strategy Development• Internship Programme

Share and provide access to information & knowledge

• Development and enhancement of the SANParks’ Management Information and Reporting System

• Internal Communications Strategy and Programme• Directors’ Imbizo’s and “Did You Know” Information Sharing

Sesssions• Experiential Best Practices Sharing Programme • Expanded Satellite Communication Programme

Ensure Best Practices in Managing and Understanding HIV and AIDS (& associated diseases)

• Visible Leadership-led Prevalence Test Campaign & Programme

• “Know Your Status” Campaign• Lifestyles Management and After Care Programme

Create a Culture of Learning and Development

• Individual Learning and Development Plans• Organizational Competency and Skills Development

Programme• Back to Basics Campaign and Programme• Review Study Loan Policy




Attain leadership in biodiversity management

• Instituting a State of Biodiversity Reporting System• Focused Programme for Improved Processes in Biodiversity

Management:– Species Management Programme– Disease Management– Alien Biota Programme– Restoration and Rehabilitation Programme– Conservation Infrastructure Development Plan

Attain leadership in cultural heritage management

• Instituting a State of Indigenous Knowledge and Cultural Resource Reporting System

• Cultural Heritage Management Programme– Cultural Mapping– Development of Interpretive Centres– Resource Use and Protection Processes

Enhance Research and Development

• Research and Publications Programme• Market Research• Product Development Programme• Establishment of the Cape Town Research Node

Advance Strategic Human Resources Management

• Performance and Consequence Management System• Transformation of the HR Information Technology System• Development & Implementation of the assessment Centres• Career Pathing and Succession Planning Programme• Employee Satisfaction Assessment Programme




Effective Management of Revenue and Expenditure

• Forecasting and Variance Review Programme• Project Management and Reporting System• Strategic Financing Programme• Productivity and Efficiency Improvement Programme• Effective Concessionaire Management• Enhancement of the efficacy of the Reservation System• Contract Management Programme• Sales Incentive Programme

Achieve Good Corporate Governance

• Balanced Scorecard Business Performance Management System• Enterprise-Wide Risk Management Programme• Risk Activist Programme• Records Management System• Occupational Health and Safety Compliance Programme

Implement broad based Transformation Programme

• Implementation of the Tourism BEE Scorecard• Procurement Programme• Employment Equity Plan

Strategic InitiativesCustomers and Stakeholders

Strategic Objectives


Transform the domestic guest profile to be representative of SA society

• Marketing Strategy Development and Implementation• Public Relations Programme• Media Partnership Programme• New-Markets’ Focused Publications Plan

Become the nature based tourism destination of choice

• Pricing Strategy – to achieve “Value for Money”• Uniform Tourism Standards and Grading Programme• Customer Communications Programme• Customer “Service Guarantee” Programme• Development of Interpretive Centres• Towards 2010 Project Plan

Custodian of Choice for Protected Area Management

• Park Establishment, Consolidation & Expansion Programme• Stakeholder Relationship Management Programme• Implementation of the Transfrontier Conservation Areas (TFCA’s)• Agulhas Biodiversity Initiative• Garden Route Initiative• Forrest Maagement Programme – with DWAF• Marine Management Programme• Roll-out of Protected Areas Act• “Beat the Best Practices Benchmark” Programme• State of Infrastructure Reporting• Tourism Infrastructure Reporting System• Corporate Partnership Programme• Fundraising Programme




Contribute to local socio-economic development

• Effective Constituency Building Programme – leverage the Park Forums

• Conservation Education Programme• Land Restitution Programme• Economic Impact to GDP (and multipliers) of Parks• Benefit Sharing Programme

Enhance SANParks Reputation

• Brand Building Programme• Media Programme• Annual Protected Areas Week• Programme for Nature Based Leadership in “Universal Access”


Financial Strategic


Grow revenue • Focus on Yielding and REVPAR Improvements• Enhancement of Wild Card Programme• Alternative Revenue Sources

– Wildlife sales– Merchandising– Consultation Fees

• Economic Value Added (and Return on Investment) – Change Management (training) and Project Assessment System


• Price Maximization Programme for Top 20% High Value Service Providers

• Leverage Honorary Rangers and Volunteer Groups• Optimization of Assets Management Programme


Value Proposition

Mission


Corporate Measures






Built around the responsibility matrix

Each Division has overall responsibility for the delivery of its specific objectives

Divisional / Directors KPA’s

Linked to the ObjectivesLinked to the MeasuresLinked to Strategic InitiativesTargets are agreed

Example – Operations Div KPA’s

Key Performance Areas

Effective leadership and human capital management

Management of the financial health of the division

Create and maintain a culture of good corporate governanceand proactive risk management

Ensure the effective delivery of broad based black economic empowerment (BBBEE)

Develop and grow a sustainable nature-based tourismbusiness for SANParks

Deliver the biodiversity and cultural heritage managementmandate for SANParks

Building of a conservation and tourism constituency throughpeople-centred initiatives

Build purposeful relationships with key stakeholders

Example – Support Div KPA’s

Key Performance Areas

Effective leadership and human capital management

Management of the financial health of the division

Create and maintain a culture of good corporate governanceand proactive risk management

Ensure the effective delivery of broad based black economic empowerment (BBBEE)

Deliver an effective and efficient Finance, Procurement and Administrative support function for SANParks

Build purposeful relationships with key stakeholders

Example – Operations Div KPA’s

KPAStrategic Objective

Measure Target Initiative

Effective Leadership and Human Capital Management

Attract and retain the best human capital

% of Key Jobs where remuneration does not differ significantly from Market Surveys 55%

• Development of SANParks’ Reward Strategy

% retention of Key employees in identified key positions 75%

• Job enrichment• Mentorship

Programme

Average Cycle time for appointments from vacancy to appointment

Internal 4 weeks External 12 weeks

• Enhancement of recruitment processes

• Development of sources of recruitment

Share & provide access to information & knowledge

Number of Imbizo's delivered by each Exco Member

At least 1

• Imbizo’s and “Did You Know” Information sharing sessions

Ensure Best Practices in

Managing and Understanding HIV / Aids and

associated diseases

% of employees who have been involved in the anonymous survey by division

100% - Leadership (DU)

75% - total employees (TBD)

• Leadership-led Prevalence Test Campaign

% of employees who know their status

100% - Leadership (DU)

35% - total employees (TBD)

• Lifestyle Management Programme

% of employees in LMP vs. the % who know their status

90% (TBD)

• Lifestyle Management Programme


Value Proposition

Mission


Corporate Measures






Built around Divisional / Directors KPA’s

Objectives have been definedMeasures will mostly be defined and will be

in support of the divisional measures Initiatives will be detailed Targets will be agreedRoll out to be divisional and will start in

October

SANParks BSC Structure

Value Proposition

Mission


Corporate Measures





Rest of Organisation

Built on Senior Managers KPA’s

To C bandObjectives will be definedMeasures will be defined Initiatives will be defined Targets will be agreedRollout to start in October at KNP – followed

by Parks

The SANParks BSC Process Timeframe

Value Proposition

Mission


Corporate Measures





Completed

End October

Conclusion

The SANParks BSC will align the organisation through measuresEnabling achievement for KNP of its value

proposition through measuring the right aspects

All the measures, targets and initiatives that SANParks embarks upon are linkedTo KNP achieving its vision and targets

• Introduction and background to the SANParks BSC

• Kruger Rollout Process– 1 day workshop to Senior Managers – “train the

trainer” session– Meet with director to agree Measures and Targets

individually – within one week of completion of workshop

– Forward agreed measures and targets to Blake to check and agree

– Workshop with their subordinates (dates agreed beforehand) and take them through this process – utilising change agents and members of the BSC team where applicable

• All workbooks and slides will be made available as a package to assist in the rollout

• To be completed to C band by 21 Nov 2005

Kruger Workshop Process

the sanp balanced scorecard rollout workshop – knp 20 th october 2005

Documents

officerexec director

parksexec director

tourismexec director

performance measures

conservation exec director

commshead of division

ecosystem integrity

finance head of division