Balance Score Card - Strategies for Program Management for BTFEC for the next 5 years

1. Strategies for Program Management
for BTFEC for the next 5 years
Jigme Tashi Tsering
bhutanlhayul@gmail combhutanlhayul@gmail.com

2. Presentation Outline
The Royal Charter Mandate
Background
Backbone of Bhutanese Economy
Project Cycle
S f l P j t M tSuccessful Project Management
Projects implemented by Project Focus
Strategy (2015 – 2020)gy
Income of BTFEC
Proposed Initiatives
B l S C d SBalance Score Card Strategy
Recommendation
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3. Royal Charter for Bhutan Trust Fund for Environment Conservation
Promote the socio-economic
welfare of Bhutanese citizens bywelfare of Bhutanese citizens by
funding conservation of their
flora, fauna, diverse eco-systems
and biodiversity; and addressingand biodiversity; and addressing
the adverse effects of economic
development on Bhutan’s natural
environmentenvironment
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4. Background
The importance of Environmental Conservation
E i t C ti i f th f ill f GNHEnvironment Conservation is one of the four pillar of GNH
Article 5 of the Constitution mandates 60% forest cover for all times
Bhutan to be carbon neutral for all time
Environment supports hydropower & Tourism – largest revenue earner
for the government
Bhutan's commitment to green growth,“Brand Bhutan”, leader ing g
environmental conservation
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5. Backbone of the Bhutanese Economy
Bhutan’s Competitive Advantage – RESULT of pristine environment
Non-forest
based
products
• Watersheds provides regulated flow & minimum
erosion for hydropower sector
• Pristine environment promotes tourism industry
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• Non-forest based products– medicinal herbs etc.

6. Project Cycle
BTFEC
proactive in
identifying
j tprojects
ContinuousContinuous
Monitoring
Review proposal to ensure
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Review proposal to ensure
social & environmental
(safeguard checklist)

7. Successful program management
Scope proposed project and assessing it in line with other projects and
programs to ensure that output contributes to achieving the desired
outcomes outcomes
Prepare Proposal for financing (including logical framework, work plan &
financial requirements)
E i h h j h bl dEnsuring that each project have competent team assembled
Identifying Input, Activities, Output, Immediate & long term objective,
Indicators, means of verification, assumptions, risks
Preparing annual plan (preferably in Gantt chart)
Preparing a reverse timeline
Performing as many functions simultaneously
Implementing & Monitoring
Keeping a close eye on the quality, budget and timeline
Having regular update meetings and sharing information
FOCUS
AREA
Having regular update meetings and sharing information
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8. Project Implemented by Program Focus
Integrated Water
Resource Management
4% Climate Change
7%
Environment
Conservation =
promotes socio-
Research
27%
promotes socio
economic welfare of
Bhutanese
Economic
Development
18%
Education/Awareness
13%
Broad environment
16%
Rural communities
15%
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9. BTFEC Strategy Plan (2015 – 2020)
BTFEC to make funds
available for
implementing
strategies
ldResource would
depend on investment
portfolio & grants
P ddi i lPropose additional sectors
Hydropower
Hospitality
Medicinal , herbal etc.
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Corporations (industries)
Plastic to waste project
Glulam project

10. Income from Interest & Dividend - BTFEC
80 00
90.00
100.00
Interest & Dividend
(million Nu)
20.00
30.00
40.00
50.00
60.00
70.00
80.00
-
10.00
2012-2013 2013-2014
Article 3 2 states that “the programme activities will be funded by a portion of the
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Article 3.2 states that the programme activities will be funded by a portion of the
investment income”

11. Proposed initiatives -to source funds in Environmental
Conservation & ownership by all stakeholders
Development of natural-resource revenue management
framework
l
s
Ensure social surplus generated by current natural resource development
– used to support economic diversification and increase in other forms of
societal wealth
Internal
Process
Capacity building for mainstreaming natural capital, including
ecosystem service in Bhutan national development planning andecosystem service, in Bhutan national development planning and
income accounts
e.g. Hydropower development be based on sound management of
catchment area and forest resources with goal of reducing variation in
ning&
owth
catchment area and forest resources, with goal of reducing variation in
water flow and soil erosion
e.g. Forest contribute directly to economy by providing goods and
supporting the tourism industry
Learn
Gro
supporting the tourism industry
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12. Additional Proposed initiatives
Development of a“sustainable urbanization”framework
Focusing on water quality, waste management, land use, public transport,
l
s
disaster risk and service delivery efficiency
Capacity building to address the environmental social and climate
Internal
Process
Capacity building to address the environmental, social and climate
change impacts associated with large-scale hydropower
development
Focusing Capacity to undertake basin wide studies to assess cumulativeFocusing Capacity to undertake basin-wide studies to assess cumulative
impact of development of hydropower
Scientific knowledge and tools to underpin improvement around water
shed planning and implementation (management of sediments & climate
Learning&
Growth
shed planning and implementation (management of sediments & climate
change in hydropower sector)
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13. Balanced Scorecard Strategy Approach
BSC is a performance measurement and performance
management approach
BSC translates Strategy into actionBSC translates Strategy into action
BSC translates organizations vision into set of performance
indicators from four perspectives: Financial, Customer, Internal
process and Learning & Growthprocess and Learning & Growth
Measures long term driver of success
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14. Strategy Builds Value from Internal to External
Improved external
RESULTS
Which
Drive
D i
Improved Internal Processes
Drive
Improvements in Internal
C it
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Capacity

15. Performance Indicators (BSC) – Non profit organization
Financial – measure is cost efficiency / delivering maximum value
for each ngultrum spent
Stakeholders – benefit in terms of employment etc.
Internal Process – institutional check and balance, improvingp g
system efficiency, knowledge sharing & documentation
Learning & Growth – capacity buildingLearning & Growth capacity building
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16. Recommendation
Being more proactive in participation by other sectors in the initial stages
Importance of incorporating services of ecosystems throughImportance of incorporating services of ecosystems through
environmental conservation efforts into national income accounts
Importance of development of natural resource revenue management toImportance of development of natural resource revenue management to
support environmental conservation efforts
Using Balance Score Strategy approach to highlight stewardship ofUsing Balance Score Strategy approach to highlight stewardship of
environmental conservation and hence benefit from services provided by
the ecosystem financially
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17. Tashi Delek
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18. Related work
Solid waste management Thesis (case study at IIT, Delhi)
Climate Change modeling Thesis & NEC climate change modeling team
NEC Task force member
Action Plan for setting up pet bottle plant in Paro
Business Plan Proposal to use biofuel for public
Business Plan Proposal to set up Environmental ConsultancyBusiness Plan Proposal to set up Environmental Consultancy
Monitoring International Consultants (Concept, PFS, Market, DPR’s)
Advisory in project implementation / management (DCCL, DPL, PCAL, DHI-Infra,
NRDCL CDCL SMC MK A ti t )NRDCL, CDCL, SMC, MK Aromatics, etc.)
Article –“Improved Cooking Stoves uses”
Article –“Sustainable City, Thimphu”
Article –“Role of Hydropower in Sustainable Development of Bhutan”
Project Review committees – BEGIN program, Loden etc.
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