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

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

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

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

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 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

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)

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

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

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 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

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 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

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?