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 Vision

OVERVIEW OF PRESENTATIONProcess

Assessment – Situation analysis

Mission – What, who, how, why

Strategic Themes – 3 pillars

Strategic Objectives – 35

Strategic Map – show cause and effect

(cont.)

Performance measures and targets to capture progress

Strategic initiatives to drive results

Perspectives – named to reflect the nature of the organisation

Automation

Cascading of strategic plan (tier 1) to departments/ business units (tier 2) and teams/ individuals (tier 3)

Budget process

WHAT PROCESS DID THE RBN FOLLOW IN ITS JOURNEY

TOWARDS IMPLEMENTING ORGANISATIONAL PERFORMANCE?

Technology – Projects , Programs and Organizational Performance Management System

Skills and Knowledge- Training, mentoring, support of Project Managers

Organizational structureEstablishment of a centralized OPMO.

Business Intelligence - Identifying, extracting, analyzing and reporting organisational performance, programme and project related data.

Project, Programme & Organisational

Performance Approach

Project, Programme & Organisational

Performance Approach

OPMO Model

Communication with Stakeholders

CHANGE MANAGEMENT

RBN Jan 2013RBN Jan 2013

WHO PARTICIPATED?NEEDS ASSESSMENT & STRATEGY

Investee companies; Supreme Council; Local and prov. Government; Service

providers; Employees

Non-Bafokeng staying on

Bafokeng owned land (Bahiri)

Bafokeng Community

(Morafe)

OUR STAKEHOLDERS

BASELINE DATA

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

STRATEGY

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.

VisionMission

Community Needs

Bafokeng Community-Serve the community

Stewardship – manage the Bafokeng resources

Processes

Build the Bafokeng Capacity

Op

era

tion

al E

xcelle

nce

Good g

overn

ance

, financia

l via

bility

and o

ptim

al in

stitutio

nal ca

pacity

to

exe

cute

our m

and

ate

.

Serv

ice E

xcelle

nce

World

cla

ss Public &

Com

munity

Utilitie

s and in

frastru

cture

; safe

and

secu

re

enviro

nm

ent a

nd a

ccess to

basic

serv

ices

Cap

acita

ted

Com

mu

nity

R

educe

d p

overty

thro

ugh

Ed

uca

tion a

nd sk

ills develo

pm

ent;

Eco

nom

ic Develo

pm

ent;

En

viro

nm

enta

l Develo

pm

ent; Fo

od

secu

rity; H

ealth

and

Socia

l D

evelo

pm

ent; Pre

serv

ing

our

histo

ry &

herita

ge; S

port

Develo

pm

ent

Capacitated Community Operational Excellence Service Excellence

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

SCORECARD

SOSKPI’s

Project/ Progr.KPI

Focus Areas

Driving Institution

Contributing Institution(s)

Baseline (2011)

5 year RBN

Target

‘12

‘13

‘14

‘15

SO= Strategic ObjectiveSKPI= Strategic Key Performance Indicator

RBN STRATEGIC MAP

Strategy

Perspective

Focus Area

Strategic Objective

Strategic Key Performance

Indicator

Programmes (Targets and

Benefits)

Projects (Benefits)

SO SKPI PROGRAMME/ PROJECT INDICATORS

FOCUS AREA

DRIVING INSTITUTE

Improve access to sanitation, electricity, water, roads

 

 

   

 % increase to access to piped water in dwelling or on site

  P& CU Infra Co

   

Number of households who have newly laid piped water in dwelling or on site

P& CU Infra Co

 % decrease in population without access to electricity

  P& CU Infra Co

   

Number of households who have newly connected electricity in dwelling or on site

P& CU Infra Co

 

% increase of population with improved sanitation (VIP, Chemical and flush toilets)

  P& CU Infra Co

   

Number of households who have newly connected improved sanitation (VIP, Chemical and flush toilets)

P& CU Infra Co

PROJECT/PROGRAMME PRIORITISATION AND LINKING OF 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).

(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

RBN Organisational Performance, Programme and Project Governance Process

The RBN Scorecard

is reviewed annually to represent

the strategies

of RBN

Each RBN Institution

plans projects

and programmes for the next year to meet targets

according to the RBN Scorecard

Each Institution

budgets for the planned projects and programmes according to spending

limits provided by

Treasury

Treasury develops the RBN Budget

based on the

Institutions submission

s

Supreme Council

approves budgets based on

affordability, benefits and

strategic alignment of projects and programmes

Projects and

programmes , as per Supreme Council

approval, are to be

implemented

CASCADING

RBN Scorecard

Driving Institute Scorecard

Driving Institute Scorecard

Individual Scorecards or performance agreements

Individual Scorecards or performance agreements

Individual Scorecards or performance agreements

INDIVIDUAL PERFORMANCE AGREEMENTS

• Each department cascades responsibilities and targets to individuals

• HR manages Employee Performance Management System

AUTOMATION

www.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