The Journey of the Royal Bafokeng Nation    towards Performance Excellence
OBJECTIVES OF THE SESSION• To share experiences on the RBN Organisational  Performance Plan in striving towards the RBN Vi...
OVERVIEW OF PRESENTATIONProcessAssessment – Situation analysisMission – What, who, how, whyStrategic Themes – 3 pillarsStr...
(cont.)Performance measures and targets to capture progressStrategic initiatives to drive resultsPerspectives – named to r...
WHAT PROCESS DID THE RBN  FOLLOW IN ITS JOURNEY TOWARDS IMPLEMENTING    ORGANISATIONAL     PERFORMANCE?
OPMO Model                                      Technology –                                      Projects , Programs and ...
CHANGE MANAGEMENT
RBN Jan2013
WHO PARTICIPATED? NEEDS ASSESSMENT & STRATEGY
OUR STAKEHOLDERS                  Investee companies;              Supreme Council; Local and               prov. Governme...
BASELINE DATA
PULA REPORT• A Population and Use of Land Audit • Sample size 100% of population• Household survey with poverty index was ...
STRATEGY
MISSION• We the Bafokeng, Kgosi, Supreme Council and  Makgotla, together with those who share our vision  and values, will...
Excellence                                           Service                                                         Servi...
FOCUS AREAS• Education and Skills Development• Health and Social Development• Economic Development• Food Security• Safety ...
SCORECARD                                                                5 year RBN                                       ...
RBN STRATEGIC MAP
Strategy                                          Programmes                                          (Targets and        ...
PROGRAMME/ PROJECT         FOCUS   DRIVINGSO                    SKPI                                                 INDIC...
PROJECT/PROGRAMME PRIORITISATION AND LINKINGOF BENEFITS/PROGRAMME KPI’S TO THE RBN SCORECARD • Project/Programme Prioritis...
(CONT.) • Linking to the RBN Scorecard:   • Every project or programme linked to     •   Strategic Focus Area,     •   Reg...
RBN Organisational Performance, Programme and Project   Governance Process               Each RBN               Institutio...
CASCADING                                        Individual                  Driving Institute   Scorecards or            ...
INDIVIDUAL PERFORMANCE           AGREEMENTS• Each department cascades responsibilities and  targets to individuals• HR man...
AUTOMATIONwww.rbnoperationsroom.com
DEMO
The RBN Operations Room
EXAMPLE OF THE ‘HOW DO WE COMPARE’                MAPS
ONLINE STRATEGY MAP
EXAMPLE OF A PROJECT DASHBOARD
EXAMPLE OF A PROGRAMME DASHBOARD
Questions
Start with the end in mind - Serious social investing 2013
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Start with the end in mind - Serious social investing 2013

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Design and implement social investment programmes that speak to your vision.

Dr Elmie Castleman and Dr Sue Cook from the Royal Bafokeng Nation speak at the Tshikululu Social Investments Serious Social Investing 2013 workshop.

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Start with the end in mind - Serious social investing 2013

  1. 1. The Journey of the Royal Bafokeng Nation towards Performance Excellence
  2. 2. OBJECTIVES OF THE SESSION• To share experiences on the RBN Organisational Performance Plan in striving towards the RBN Vision
  3. 3. OVERVIEW OF PRESENTATIONProcessAssessment – Situation analysisMission – What, who, how, whyStrategic Themes – 3 pillarsStrategic Objectives – 35Strategic Map – show cause and effect
  4. 4. (cont.)Performance measures and targets to capture progressStrategic initiatives to drive resultsPerspectives – named to reflect the nature of theorganisationAutomationCascading of strategic plan (tier 1) to departments/business units (tier 2) and teams/ individuals (tier 3)Budget process
  5. 5. WHAT PROCESS DID THE RBN FOLLOW IN ITS JOURNEY TOWARDS IMPLEMENTING ORGANISATIONAL PERFORMANCE?
  6. 6. OPMO Model Technology – Projects , Programs and Organizational Performance Management System Organizational Skills and Knowledge- Project, Programme structure Training, mentoring, support & Organisational Establishment of a of Project Managers Performance centralized OPMO. Approach Business Intelligence - Identifying, extracting, analyzing and reporting organisational performance, programme and project related data.
  7. 7. CHANGE MANAGEMENT
  8. 8. RBN Jan2013
  9. 9. WHO PARTICIPATED? NEEDS ASSESSMENT & STRATEGY
  10. 10. OUR STAKEHOLDERS Investee companies; Supreme Council; Local and prov. Government; Service providers; Employees Non-Bafokeng staying on Bafokeng owned land (Bahiri) Bafokeng Community (Morafe)
  11. 11. BASELINE DATA
  12. 12. PULA REPORT• A Population and Use of Land Audit • Sample size 100% of population• Household survey with poverty index was done on 750 households including • Access to basic services (Housing; Water & electricity; Street lighting; Sanitation & waste removal; Roads & transport • Education: Literacy; tertiary opportunities; leadership development • Health: primary health care; specialized healthcare, tertiary facilities, biological sampling • Social Services: Care for the elderly; disabled; indigent • Sport: physical education in schools; community & club sports for fitness and leisure • Agriculture: Subsistence farming and food security • Safety and security • Environmental management: waste, impact of mining
  13. 13. STRATEGY
  14. 14. MISSION• We the Bafokeng, Kgosi, Supreme Council and Makgotla, together with those who share our vision and values, will create an enabling environment for the prosperity of current and future generations by developing the people, the economy, and the land. Our strategy for excellence is realised through zero tolerance for corruption and through courageous, innovative leadership rooted in Bafokeng values.
  15. 15. Excellence Service Service Excellence World class Public & Community Utilities and infrastructure; safe and secure environment and access to basic Operational Excellence services Operational Excellence Good governance, financial viability and optimal institutional capacity to execute our mandate.Community Needs Capacitated Community Mission Vision Capacitated Community Reduced poverty through Education and skills development; Economic Development; Environmental Development; Food security; Health and Social Development; Preserving our history & heritage; Sport Development manage the Bafokeng Bafokeng Community- Serve the community Build the Bafokeng Stewardship – Processes resources Capacity
  16. 16. FOCUS AREAS• Education and Skills Development• Health and Social Development• Economic Development• Food Security• Safety and Security• Public & Community Utilities• Environmental Management• Sport Development• History and Heritage• Governance & Administration
  17. 17. SCORECARD 5 year RBN Target Project/ Focus Driving Contributing BaselineSO SKPI’s Progr.KPI Areas Institution Institution(s) (2011) ‘12‘13 ‘14‘15SO= Strategic ObjectiveSKPI= Strategic Key Performance Indicator
  18. 18. RBN STRATEGIC MAP
  19. 19. Strategy Programmes (Targets and Strategic Key Benefits) StrategicPerspective Performance Objective Indicator Projects (Benefits)Focus Area
  20. 20. PROGRAMME/ PROJECT FOCUS DRIVINGSO SKPI INDICATORS AREA INSTITUTEImprove access tosanitation,electricity, water,roads % increase to access to piped water in dwelling P& CU Infra Co or on site Number of households who have newly laid P& CU Infra Co piped water in dwelling or on site % decrease in population without P& CU Infra Co access to electricity Number of households who have newly P& CU Infra Co connected electricity in dwelling or on site % increase of population with improved sanitation P& CU Infra Co (VIP, Chemical and flush toilets) Number of households who have newly connected improved P& CU Infra Co
  21. 21. PROJECT/PROGRAMME PRIORITISATION AND LINKINGOF BENEFITS/PROGRAMME KPI’S TO THE RBN SCORECARD • Project/Programme Prioritisation: • Each project and programme is prioritised by assigning scores of 1 to 5 (1=low; 5=high) for • Project Urgency (manual entry), • Stakeholder Expectations (manual entry), • Budget Amount (automated), • Strategic Priority (automated based on direct contribution to RBN Scorecard) and • Timeframe (Automated).
  22. 22. (CONT.) • Linking to the RBN Scorecard: • Every project or programme linked to • Strategic Focus Area, • Regions and Villages, • Responsible Institution or department, beneficiaries, etc. • Strategic KPIs • Identify benefits of every project/programme • Identify deliverables or indicators with targets for every programme • Identify direct or indirect contribution • Automated calculations on contributions to the scorecard and relative performance
  23. 23. RBN Organisational Performance, Programme and Project Governance Process Each RBN Institution Each Supreme Projects plans Institution Council The RBN Treasury and projects budgets for approves Scorecard develops programm and the planned budgetsis reviewed the RBN es , as per programm projects and based onannually to Budget Supreme es for the programmes affordability, represent based on Council next year according benefits and the the approval, to meet to spending strategic strategies Institutions are to be targets limits alignment of of RBN submissions implement according provided by projects and ed to the RBN Treasury programmes Scorecard
  24. 24. CASCADING Individual Driving Institute Scorecards or Scorecard performance agreementsRBN Scorecard Individual Driving Institute Scorecards or Scorecard performance agreements Individual Scorecards or performance agreements
  25. 25. INDIVIDUAL PERFORMANCE AGREEMENTS• Each department cascades responsibilities and targets to individuals• HR manages Employee Performance Management System
  26. 26. AUTOMATIONwww.rbnoperationsroom.com
  27. 27. DEMO
  28. 28. The RBN Operations Room
  29. 29. EXAMPLE OF THE ‘HOW DO WE COMPARE’ MAPS
  30. 30. ONLINE STRATEGY MAP
  31. 31. EXAMPLE OF A PROJECT DASHBOARD
  32. 32. EXAMPLE OF A PROGRAMME DASHBOARD
  33. 33. Questions

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