The SANP Balanced Scorecard Rollout Workshop – KNP 20 th October 2005

1. The SANP Balanced Scorecard Rollout Workshop – KNP 20th October 2005

2. Kruger Workshop Process • Introduction and background to the SANParks BSC • Kruger Rollout Process • 1 day workshop to Senior Managers – “train the trainer” session • Meet with director to agree Measures and Targets individually – within one week of completion of workshop • Forward agreed measures and targets to Blake 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 21 Nov 2005

3. Overview of the BSC • What do you understand the BSC to be? • Why has SANParks chosen the Balanced Scorecard? • How will it help SANP? • Measures our progress toward the future • Combination of Financial and Non-Financial Indicators

4. 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

5. Our Business Architecture Value creation & delivery to Customers and Stakeholders Park Operations Core business pillars People participation and involvement Corporate Support Services Tourism Conservation Strategy / Value Proposition Differentiating Activities Corporate Values Guiding Principles Foundation Mission Why we Exist Vision Word Picture of the Future

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

7. Vision and Mission VISIONNational parks will be the pride and joy of all South Africans and of the world MISSIONTo 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

8. Corporate Values • We shall embrace, and be guided by environmental ethics in all we do • We shall promotetransformationwithin, and outside of the organization • We shall strive for service excellence at all times • We shall act withprofessionalism at all times • We shall adopt, and encourageinitiative 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

9. 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

10. SANParks Value Proposition To manage a system ofNational Parksthat represents the biodiversity,landscapeandassociatedheritage assetsofSouth 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 benefitof all stakeholders

11. The Role of the BSC in SANParks The Balanced Scorecard Translates Mission, Values, Vision and Strategy / Value Proposition into performance measures to gauge success in meeting the overall aims of SANParks Mission Why we Exist Values Guiding Principles BALANCED SCORECARD Vision Word Picture of the Future Strategy / Value Proposition Differentiating Activities

12. External Environment of SANParks SANParks Government

13. 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

14. Translating the Vision

15. 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) Measuring the path to achieve our Vision

16. CUSTOMER Objectives Measures Targets Initiatives “To achieve our vision,how should weappear to ourcustomers?” LEARNING AND GROWTH “To achieve our vision,how will we sustain ourability tochange andimprove?” Objectives Measures Targets Initiatives Understanding the Balanced Scorecard FINANCIAL Objectives Measures Targets Initiatives “To succeedfinancially,how should weappear to ourshareholders?” INTERNAL BUSINESS PROCESS Objectives Measures Targets Initiatives “To satisfy our shareholdersand customers,what businessprocesses mustwe excel at??”

17. The Critical Internal Processes • The engine room to deliver to our customers and stakeholders comes from how well we deliver on our key internal processes • This Performance Review is to gauge how well we are delivering on these processes. The objective being to streamline to ensure efficient and effective delivery

18. 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

19. Implementing the SANParks Balanced Scorecard

20. 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

21. The SANParks BSC Process Mission Value Proposition Corporate Objectives Corporate Measures Strategic Initiatives Divisional Measures and Targets Senior Management Measures and Targets Rest of the organisation Measures and Targets

22. The SANParks BSC Process Mission Value Proposition Corporate Objectives Corporate Measures Strategic Initiatives Divisional Measures and Targets Senior Management Measures and Targets Rest of the organisation Measures and Targets

23. SANParks Value Proposition To manage a system ofNational Parksthat represents the biodiversity,landscapeandassociatedheritage assetsofSouth 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 benefitof all stakeholders

24. The SANParks BSC Process Mission Value Proposition Corporate Objectives Corporate Measures Strategic Initiatives Divisional Measures and Targets Senior Management Measures and Targets Rest of the organisation Measures and Targets

25. Financial Grow revenues (incl. alternative sources of revenue) Internal Processes Attain leadership in biodiversity and cultural heritage management LearningandGrowth Attract and retain the best human capital Strategic Business Plan Improve income to cost ratio Customers and Stakeholders Transform domestic guest profile, through growth, to be representative of SA society Enhance SANParks’ Reputation Become the nature-based Tourism destination of choice Be the custodian of choice for Protected Areas Contribute to local educational and socio-economic development Achieve good corporate governance management Effective management of revenue and expenditure (OPEX & CAPEX) Advance Strategic Human Resources management Enhance Research and Development Implement broad based transformation Ensure best practices in understanding and managing HIV and AIDS (and associated diseases) Sharing and providing access to information and knowledge Create a culture of learning and development of employees

26. Delivering on the Objectives • Divisional ownership of specific objectives • Responsibility Matrix

27. The SANParks BSC Process Mission Value Proposition Corporate Objectives Corporate Measures Strategic Initiatives Divisional Measures and Targets Senior Management Measures and Targets Rest of the organisation Measures and Targets

28. SANParks Measures and Strategic Initiatives • Measures have been developed to ensure delivery of the objectives • SANParks strategic initiative development • The Corporate Business Plan

29. Strategic Measures

30. Strategic Measures

31. Strategic Measures

32. Strategic Measures

33. Strategic Measures

34. SANParks Strategic Initiatives • SANParks strategic initiative development • To attain targets that have been defined

35. Strategic Initiatives

36. Strategic Initiatives

37. Strategic Initiatives

38. Strategic Initiatives

39. Strategic Initiatives

40. Strategic Initiatives

41. The SANParks BSC Process Mission Value Proposition Corporate Objectives Corporate Measures Strategic Initiatives Divisional Measures and Targets Senior Management Measures and Targets Rest of the organisation Measures and Targets

42. 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

43. Example – Operations Div KPA’s

44. Example – Support Div KPA’s

45. Example – Operations Div KPA’s

46. The SANParks BSC Process Mission Value Proposition Corporate Objectives Corporate Measures Strategic Initiatives Divisional Measures and Targets Senior Management Measures and Targets Rest of the organisation Measures and Targets

47. 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 and will start in October

48. SANParks BSC Structure Mission Value Proposition Corporate Objectives Corporate Measures Strategic Initiatives Divisional Measures and Targets Senior Management Measures and Targets Rest of the organisation Measures and Targets

49. 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 • Rollout to start in October at KNP – followed by Parks

50. The SANParks BSC Process Timeframe Mission Value Proposition Corporate Objectives Completed Corporate Measures Strategic Initiatives Divisional Measures and Targets End October Senior Management Measures and Targets Rest of the organisation Measures and Targets