The SANP Balanced Scorecard Rollout Workshop – 1 st December 2005.

The SANP Balanced ScorecardRollout Workshop – 1st 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

Bill of RightsThe 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.

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.

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.

• 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 6th 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 succeedfinancially,how should weappear to ourstakeholders?”

Objectives Measures Targets InitiativesObjectives Measures Targets Initiatives

CUSTOMER“To achieve our value proposition,how should weappear to ourcustomers?”

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

Objectives Measures Targets Initiatives

“To achieve our value proposition ,how will we sustain ourability tochange andimprove?”

LEARNING AND GROWTH


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 ExistCorporate Values Guiding Principles

Vision Word Picture of the Future

Value Proposition Differentiating Activities

Value creation & delivery to Government,Customers and Stakeholders

Foundation

ConservationConservation

TourismTourismConstituency Constituency buildingbuilding

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

Translating the Vision

Value proposition

your Value proposition

Understanding the Balanced Scorecard

FINANCIAL

“To succeedfinancially,how should weappear to ourstakeholders?”

Objectives Measures Targets InitiativesObjectives Measures Targets Initiatives

CUSTOMER“To achieve our value proposition,how should weappear to ourcustomers?”

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


“To achieve our value proposition ,how will we sustain ourability tochange andimprove?”

LEARNING AND GROWTH


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

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 ResourcesSibongile Masuku Van Damme – P&CSibongile 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

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


Value Proposition

Mission


Corporate Measures





SANParks Measures and Strategic Initiatives

Measures have been developed to ensure delivery of the objectives

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

SANParks Strategic Initiatives

SANParks strategic initiative developmentTo attain targets that have been defined



ObjectivesStrategic 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




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


Customers and StakeholdersStrategic


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

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


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 – Tourism KPA’s

Develop and grow a sustainable nature-based tourismbusiness 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 governanceand 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

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


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

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 agreed

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 SANParks of its

value proposition through measuring the right aspects

All the measures, targets and initiatives that SANParks embarks upon are linkedSANParks 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 6th Feb 2006

Workshop Process

The SANP Balanced Scorecard Rollout Workshop – 1 st December 2005.

Documents

Transcript of The SANP Balanced Scorecard Rollout Workshop – 1 st December 2005.