The SANP Balanced Scorecard Rollout Workshop – 1 st December 2005

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 measures, targets, KPAs and personal scorecards.  Equip management with tools to assist others with this process  To introduce change agents and their role in this process

1994 EVOLVEMENT OF DEMOCRATIC SOCIETY 1.Change of Government  Democratically Elected Government in power.  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.  National Parks Board (NPB) mainly white male dominated

Transformation in the public service Organizations (expected) to begin to reflect appropriate diversity of SA communities at all levels. 3. Bill of Rights The Bill of Rights Section 24 states that: Everyone has the right to an environment that is not harmful to their health or well-being; and to have the environment protected, for the benefit of present and future generations, through reasonable legislative and other measures that i.Prevent pollution and ecological degradation; ii.Promote conservation; and iii.Secure ecologically sustainable development and use of natural resources while promoting justifiable economic and social development Not maintain the status quo 2. Transformation in the Public Sector

Bill of Rights The Bill of Rights Section 24 states that: Everyone has the right to an environment that is not harmful to their health or well-being; and to have the environment protected, for the benefit of present and future generations, through reasonable legislative and other measures that Prevent pollution and ecological degradation; Promote conservation; and Secure ecologically sustainable development and use of natural resources while promoting justifiable economic and social development

1995 CONFIRMATION OF NEW BOARD  A new Board was elected to work on the following vision: National Parks will be the pride and joy of all South Africans 1996 ORGANISATIONAL NAME CHANGE  National Parks Board changed to South African National Parks  Changes that happened:  improve profile of the organisation  build new image  have better public relations  inaugurate a neighbours 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

ORGANISATIONAL CHANGE AND MANAGEMENT 1997 NON CONSERVATION CHIEF EXECUTIVE EMPLOYED  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 CORPORATE PLAN  A new Corporate Plan was adopted, sub-titled [a framework for transformation]  Transformation mission created:  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.

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 – 2003 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 built capacity of Social Ecology staff and Park Managers in People and Park issues.  Support from German Development Cooperation ( GTZ) for various organizational capacity building processes.  Appropriately 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

2001 – 2002 McKINSEY AND COMPANY LOOKED AT THE FOLLOWING:  Organizational options for SANParks  Building a strong constituency for conservation  Funding  Conservation Management  Revenue Opportunities

FUTURE PRIORITIES OUT OF McKINSEY PROCESS 1.Develop tourism and marketing capability 2.Revamp booking system 3.Review salary structures at senior levels 4.Improve efficiency through corporate service restructuring 5.Improve operating efficiency through establishment of operational metrics tracking programme 6.Develop a performance management system linked to capacity building

2004 – PRESENT Balanced Scorecard Addresses the McKinsey issues of: 1.Improve operating efficiency through establishment of operational metrics tracking programme 2.Develop a performance management system linked to capacity building Business performance management system to:  Create alignment and common understanding of our strategy throughout all levels of the organisation.  Improve organisational performance through appropriate measurement and monitoring of the right things.  Provide a basis for the introduction of an employee performance appraisal system.

2004  National Environmental Management: Protected Areas Act. Act No 57 of 2003 as amended by the National Environment Management: Protected Areas Amendment Act (Act No 31 of 2004)

KEY WORDS  Discipline  Involvement  Leadership  Team work  Performance orientation  Change process  Interactive  Inspiring  Motivational  Development orientation  Continuous Learning  Excellence

 Objectives  Measure  Target  Initiative / Project  Strategy  Key Performance Area  Alignment

WORKSHOP EXPECTATIONS  Each employee to be motivated about the process and its intentions  Employees to have better understanding of their and others roles within SANParks  Successful implementation should create growth for the organisation, its employees and the people linked to it (surrounding communities)  To understand the need for alignment of SANParks to its value propositions and how this impacts each employee.

POLITICS SOCIETY External Environment ECONOMY RELIGION CULTURE SANParks What is my contribution to SANParks? EDUCATION GLOBALIZATION Education INDIVIDUAL FAMILY Organizational Policies Internal Environment Performance Management Employee Welfare

Introduction and background to the SANParks BSC Rollout Process –1 day workshop session –Meet with Supervisor to agree Measures and Targets individually – within one month of completion of workshop –Forward agreed measures and targets to Busi/Chris 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 6 th Feb 2006 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 SANParks?

Understanding the Balanced Scorecard FINANCIAL “To succeed financially, how should we appear to our stakeholders?” Objectives Measures Targets Initiatives CUSTOMER “To achieve our value proposition, how should we appear to our customers?” INTERNAL BUSINESS PROCESS “To satisfy our stakeholders and customers, what business processes must we excel at??” Objectives Measures Targets Initiatives “To achieve our value proposition,how will we sustain our ability to change and improve?” LEARNING AND GROWTH Objectives Measures Targets Initiatives

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 Functions Our Business Architecture Mission Why we Exist Corporate Values Guiding Principles Vision Word Picture of the Future Value Proposition Differentiating Activities Value creation & delivery to Government, Customers and Stakeholders Foundation Conservation Tourism Constituency building

Our Corporate Structure Park Operations Chief Operating Officer Exec Director: PARKS Exec Director: KNP Core Functions Exec Director: Tourism Exec Director: Conservation Exec Director: People and Conservation Corporate Support Functions Head of Division: HR C F O: Finance Head of Division: Comms Head of Division: Corporate Support Services Legal Services Chief Executive Officer SANParks BOARD Executive Manager CEO’s Office

Vision and Mission VISION VISION National parks will be the pride and joy of all South Africans and of the world MISSION MISSION 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 Value Proposition Differentiating Activities BALANCED SCORECARD The Balanced Scorecard Translates Mission, Values, Vision and Value Proposition into performance measures to gauge success in meeting the overall aims of SANParks The Role of the BSC in SANParks The BSC will be measuring our progress toward achieving SANParks future

Translating the Vision Value proposition your Value proposition

Understanding the Balanced Scorecard FINANCIAL “To succeed financially, how should we appear to our stakeholders?” Objectives Measures Targets Initiatives CUSTOMER “To achieve our value proposition, how should we appear to our customers?” INTERNAL BUSINESS PROCESS “To satisfy our stakeholders and customers, what business processes must we excel at??” Objectives Measures Targets Initiatives “To achieve our value proposition,how will we sustain our ability to change and improve?” LEARNING AND GROWTH Objectives Measures Targets Initiatives

SANParks Government 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

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) Financial and Non-Financial measures that enable us to measure the path to achieve our Vision

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 Sponsor Chris Rumbell – Project Manager Cillié Malan – Risk Management Busi Gcabashe – Human Resources Joep Stevens - Tourism Peter Novellie – Conservation Services Sipho Mabena - Communication Gary de Kock – Parks Hannes Combrink - Finance Blake Schraader - Kruger Boyce Dabula – Human Resources Mike Knight – Conservation Services Chris Marais – Human Resources Sibongile Masuku Van Damme – P&C

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

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

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

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 the nature-based Tourism destination of 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 Strategic Human Resources management Achieve good corporate governance management Enhance Research and Development Implement broad based transformation

Delivering on the Objectives  Divisional ownership of specific objectives  Responsibility Matrix

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 Measures and Strategic Initiatives  Measures have been developed to ensure delivery of the objectives

Strategic Measures Learning and Growth Strategic Objectives Strategic 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 Processes Strategic Objectives Strategic Measures 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 Stakeholders Strategic Objectives Strategic Measures 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

Customers and Stakeholders Strategic Objectives Strategic Measures 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

Financial Strategic Objectives Strategic Measures Grow revenue% growth in Tourism and other Income Improve income to cost ratio Improved Ratio of: Gross Operating Revenue / Total Expenditure

SANParks Strategic Initiatives  SANParks strategic initiative development  To attain targets that have been defined

Strategic Initiatives Learning and Growth Strategic Objectives Strategic 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

Strategic Initiatives Internal Processes Strategic Objectives Strategic Initiatives 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

Strategic Initiatives Internal Processes Strategic Objectives Strategic Initiatives 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 Initiatives Customers and Stakeholders Strategic Objectives Strategic Initiatives 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

Strategic Initiatives Customers and Stakeholders Strategic Objectives Strategic Initiatives 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”

Strategic Initiatives Financial Strategic Objectives Strategic Initiatives 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 Improve income to cost ratio Price Maximization Programme for Top 20% High Value Service Providers Leverage Honorary Rangers and Volunteer Groups Optimization of Assets Management Programme

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

Divisional Measures and Targets  Built around the responsibility matrix  Each Division has overall responsibility for the delivery of its specific objectives  Divisional / Directors KPA’s  Linked to the Objectives  Linked to the Measures  Linked to Strategic Initiatives  Targets are agreed

Example – Tourism KPA’s Develop and grow a sustainable nature-based tourism business for SANParks Build purposeful relationships with key stakeholders Ensure the effective delivery of broad based black economic empowerment (BBBEE) Create and maintain a culture of good corporate governance and proactive risk management Management of the financial health of the division Effective leadership and human capital management Key Performance Areas Deliver a sales and marketing strategy for SANParks

SPECIFIC KPA 1 Develop and grow a sustainable nature-based tourism business for SANParks. Example

Corporate Objective Directors Measure Directors TargetCorporate Initiative Become the Nature Based tourism destination of choice Document all lodge, restaurant and shop concessions against BEE compliance, Income and environmental aspects 01-Feb-06 Effective Concessionaire Management - Ensure all concessionaires are managed in accordance with their contracts and that they deliver on these requirements Use of Wild Card 10000Expansion of Community Wild Card Initiative Number of products aimed specifically at identified target market segments As soon as tourism model is approved this number will be determined Market Research (Product offering, needs analysis and understanding nature based market) Number of new products / projects registered 1 per region Marketing Strategy Development and Implementation. Tourism Model finalisation Pricing Strategy % products meeting standards as set Project delivery index for Standards compliance then 55% Develop and Implement Uniform Tourism Standards - through inter alia, Grading and Improved Signage Customer Satisfaction Index (Surveys) 01-Apr-06 Customer Service Guarantee System % of Complaints reviewed 100% Improved Customer Communications specifically with regard to complaints % achievement against Best Practice benchmarks Will be derived from tourism model (then 55% in year 1) Best Practices Programme - Critical Best Practices Identified

Enhance Research and Development % usage of new Activities - Financial year following year of introduction - 35% Product Development including Tourism Infrastructure, Activities, etc NB New Products have to be run centrally until viability is determined % usage of new Accommodation - Financial year following year of introduction - 20% Product Development including Tourism Infrastructure, Activities, etc NB New Products have to be run centrally until viability is determined % Growth in income from upgraded / re-developed accommodation per identified segment >10% where occupancy is less than 50% Product Development including Tourism Infrastructure, Activities, etc % Growth in income from upgraded / re-developed activities per identified segment >10% where usage is less than 50% Product Development including Tourism Infrastructure, Activities, etc Corporate Objective Directors MeasureDirectors TargetCorporate Initiative

Transform the domestic Guest Profile, through growth, to be representative of South African society % growth in new markets, including Black Visitors 20% overall Marketing Strategy Development and Implementation. Complete Emerging market survey by November Corporate ObjectiveDirectors MeasureDirectors TargetCorporate Initiative Implement broad based Transformation Number of PPP's contractually compliant 100% Continuous monitoring compliance

Grow Revenue % Growth Total Tourism income (year on year by month) > = 5% Marketing Strategy Development and Implementation. Complete Emerging market survey by November 2005./ Pricing Strategy Accuracy of statistics and associated input procedures. 90% Back to Basics Programme - with particular reference to input procedures including Determination of A base for growing RevPAR - Spot checks on the system New Wild Card income R10 mWild Card Initiative Increase in call centre sales per person 5% Sales Incentives Corporate ObjectiveDirectors MeasureDirectors TargetCorporate Initiative

Specific KPA 2 Deliver a Sales and Marketing Strategy for SANParks Enhance SANParks s Reputation Marketing - Branding Strategy To be developed Adherence to Audit Plan and requirements thereof - compliance to PFMA - Exhibitions and Events Management Project delivery index Risk Activist Programme including Best Practice Corporate ObjectiveDirectors MeasureDirectors TargetCorporate Initiative

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 governance and proactive risk management Ensure the effective delivery of broad based black economic empowerment (BBBEE) Develop and grow a sustainable nature-based tourism business for SANParks Deliver the biodiversity and cultural heritage management mandate for SANParks Building of a conservation and tourism constituency through people-centred initiatives Build purposeful relationships with key stakeholders

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

Senior Management Measures and Targets  Built around Divisional / Directors KPA’s  Objectives have been defined  Measures will mostly be defined and will be in support of the divisional measures  Initiatives will be detailed  Targets will be agreed  Roll out to be divisional

SANParks BSC Structure 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

Rest of Organisation  Built on Senior Managers KPA’s  To C band  Objectives will be defined  Measures will be defined  Initiatives will be defined  Targets will be agreed

The SANParks BSC Process Timeframe 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 Completed End October

Conclusion  The SANParks BSC will align the organisation through measures  Enabling achievement for SANParks of its value proposition through measuring the right aspects  All the measures, targets and initiatives that SANParks embarks upon are linked  SANParks achieving its objectives and targets and hence its vision

Introduction and background to the SANParks BSC Rollout Process –1 day workshop session –Meet with Supervisor to agree Measures and Targets individually – within one month of completion of workshop –Forward agreed measures and targets to Busi/Chris 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 6 th Feb 2006 Workshop Process