1. BALANCED SCORECARD WORKSHOP ROLLOUT

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

3. 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

4. INVOLVEMENT OF DEMOCRATIC SOCIETY
1994
INVOLVEMENT OF DEMOCRATIC SOCIETY
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
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
Not maintain the status quo

5. CONFIRMATION OF NEW BOARD
1995
CONFIRMATION OF NEW BOARD
New Board elected with the vision
National Parks will be the pride and joy of all
South Africans

6. 1996
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

7. 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

8. 1998 – 2000
DECENTRALIZATION
Process of decentralization began –transfer certain aspects of decision making from head office to Parks and regional offices :. Resulted in reduction of
staff numbers

9. BUILDING ORGANIZATIONAL CAPACITY
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)

10. 1998 CORPORATE PLAN Key Values
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
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

11. Organisational options for SANParks
2001 – 2002
MCKINSEY + COMPANY
LOOKED AT THE FOLLOWING:
Organisational options for SANParks
Building a strong constituency for conservation
Funding
Conservation Management
Revenue Opportunities

12. 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

13. 1998 - 2003 Appropriate skilled leadership would have to be deployed
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

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

15. 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]

16. 2004 – Present Balanced Scorecard
Business 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

17. What is my contribution to SANParks?
Economy
politics
Society External environment
Religion
SANParks
Internal Environment
Organizational Policies
Performance Management
Individual
Education
Employee Welfare
Globalization
Family
Culture
Education
What is my contribution to SANParks?