BALANCED SCORECARD WORKSHOP ROLLOUT FOR SOUTH AFRICAN NATIONAL PARKS

1. BALANCED SCORECARD WORKSHOP ROLLOUTFOR SOUTH AFRICAN NATIONAL PARKS

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. 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 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 1994 EVOLVEMENT OF DEMOCRATIC SOCIETY Not maintain the status quo

5. 1995 CONFIRMATION OF NEW BOARD • A new Board was elected with to implement the following vision: National Parks will be the pride and joy of all South Africans

6. 1996 CHANGE OF NAME • National Parks Board changed to South African National Parks • Cosmetic changes that happened • 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. 1997NON CONSERVATION CE 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

8. 1998 CORPORATE PLAN • Corporate plan adopted, sub-titled a framework for transformation • Transformation mission created was: • 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 1. A commitment to the transformation process with regard to organisational development and relations with external stakeholders. 2. Respect for individual of all cultural backgrounds and social standing.

9. 1998 – 2000 DECENTRALIZATION • Process of decentralization began –transfer certain aspects of decision making from head office to Parks and regional offices, therefore, Resulted in reduction of staff numbers

10. 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 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.

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

12. 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

13. FUTURE PRIORITIES OUT OF 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

14. END OF 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

15. KEY WORDS • Discipline • Involvement • Leadership • Team work • Performance orientation • Change process • Interactive • Inspiring • Motivational • Development orientation • Continuous Learning

16. 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)

17. Economy Politics Society External environment Religion SANParks Globalization Individual Education Family Culture Education What is my contribution to SANParks?