COMMUNICATION STRATEGY SANPARK’S “CHANGE WITH A PURPOSE” PROJECT

2 1.Background 4 2.SANParks’ Strategy Objectives5 3.Balanced Scorecard Approach5 4.Strategic Issues6 5.Environmental Issues Strength/Positive Factors Weakness/Negative Factors7 5.Communication Objectives Goal Sub-Objectives8 6.Target Audiences9 7.Theme and Messages Board Members6 TABLE OF CONTENTS

The Chief Executive 7.3.The Chief Operating Office Executive Directors Regional Managers Head of Departments Park Managers15 7.8Middle Managers Technicians Specialists Supervisors Officers 18 8.Plan of Action19-24

4 BACKGROUND The “Change with a Purpose” Communication Strategy is based on the premise that change needs to be managed and should be gradual. The strategy also embraces the fact that change is the only constant of every modern organization. An organization that does not adapt may not survive in this ever-changing environment. The strategy is also based on the assumption that the “Change with a Purpose” committee/task team has a reasonable understanding and knowledge of SANParks, its operations, networks, divisions/departments, and the communication channels it has at its disposal. The strategy [and plan] will therefore focus on creating a total understanding and support for the current SANParks Business Plan along with an understanding of the SANParks Balanced Scorecard (BSC) measurement system and how this links to each individual within SANParks.

5 1.SANPARKS’ STRATEGIC OBJECTIVES  To ensure that SANParks achieves its strategic objectives as set out in the business plan by measuring achievement of its strategic objectives. 2.BALANCED SCORECARD APPROACH  SANParks adopted the Balanced Scorecard approach in 2004 as vehicle through which its mission, values and strategies can be translated into measurable performance objectives to gauge the success in achieving its strategy.  The Balanced Scorecard measures the achievement of objectives by using the four quadrants as described below:  Financial Quadrant  Customer and stakeholder Quadrant  Internal process Quadrant  Learning and growth Quadrant

6 3.STRATEGIC ISSUES  Mission  Vision  SANParks’ business plan  Balanced scorecard approach and processes  Performance Management and measures  Internal Communication processes and tools  “Change with a purpose” project rollout process. 4.ENVIRONMENTAL ISSUES 4.1 Strength / Positive Factors  Adequate facilities  Up-to-date intranet facilities  Fully functional telephone facilities  Availability of Go Wild internal newsletter  Video conferencing accessibility  Communication bulletins  Possibilities of regular meetings  Management accessibility  Management tours  Abundance of notice boards.

7 4.2 Weaknesses / Negative Factors  In adequate data lines.  Huge geographic spread.  Inadequate understanding of the organization’s business plan, strategies and the balanced scorecard approach to business amongst staff.  Limited access to PC and Intranet by all staff.  The English language as a medium of instruction – not fully comprehended by all staff. 5.COMMUNICATION OBJECTIVES 5.1 Goal  To create a common understanding amongst SANParks employees particularly C to F band with regards to the business plan, strategies and the balanced scorecard processes linking to individual KPA’s as well as the performance management processes and the evaluation thereof.

8 5.2 Sub-Objectives  To create the awareness and understanding of SANParks’ business plan, strategies and the balanced scorecard as a management tool as well as a performance management and evaluation tool as a measure amongst the C to F band staff members.  To create a core peer group of educators and to develop a short manual through which the wider workforce can be educated about the SANParks plan, strategies, balanced scorecard and the performance management and evaluation system and management.  To create an evaluation system that can be used to assess the knowledge, attitude and practice of employees with regard to SANParks Management plan, strategies, balanced scorecard as well as the performance management and evaluation system.  To create a conducive situation for the implementation of the sharing and provision of access to information and knowledge in terms of the learning and growth objectives of SANParks.

9 6. TARGET AUDIENCES  SANParks Board members  SANParks Chief Executive  Chief Operating Officer  Executive Directors  Heads of Divisions  Regional Managers  General Managers  Regional Coordinators  Park Managers  Head of Departments  Middle Managers  Technicians  Specialists  Supervisors  Officers

10 7.THEME AND MESSAGES 7.1 Board Members  The current business plan as implemented through the balanced scorecard approach to be evaluated at the end of the financial year in order to determine its achievement and report to the board.  A report shall be presented to the board on quarterly basis to indicate the level of acceptance and support of the current business plan by staff.  Future strategies and approaches to improve on the current performance to be tabled to the board during the first quarter of the financial year. 7.2 The Chief Executive  Receive monthly progress report on the implementation and achievements of the organization’s business plan  Table quarterly reports to the Board.  Elicit support from the CE for future approaches based on the performance of current business plan.

The Chief Operating Officer  Receive and approve monthly progress report on the implementation and achievement of the current approaches to the business.  Keep the CE and the Board updated with regard to performance on the current business plan.  Evaluate divisional performances through the Executive responsible for the division based on their individual KPA’s on quarterly basis.  Provide operational support to all Executive Directors through provision of necessary resources.  Determine deadlines for business plan processes.

Executive Directors  Provide leadership for operational activities at the divisional level.  Submit monthly divisional strategic initiative progress reports to the COO.  Submit quarterly progress report for the achievement / challenges for the division.  Submit proposals to the COO with regard to future approaches and improvements required on current approaches to the business plan.

Regional Managers  Provide leadership for operational activities at the regional level.  Submit monthly performance and implementation progress reports to the Executive Director.  Submit proposals for future approaches to ensure implementation of the strategic initiatives as applicable to the Executive Director.  Submit quarterly KPA based performance evaluation reports to the Executive Director.

Head of Departments  Provide department with both operational and technical leadership.  Produce departmental monthly performance and implementation reports progress reports for the Executive Director.  Produce departmental KPA based performance quarterly evaluation reports for the Executive Director.  Create a buy-in amongst staff within their department.

Park Managers  Provide operational and technical leadership to the parks.  Produce park monthly performance and implementation reports for the Regional Managers.  Produce park KPA based performance quarterly evaluation report.  Create buy-in amongst staff members within the parks.  Create an information feedback loop from staff to management.

16 7.8Middle Managers  Provide technical and operational leadership to their units or sections.  Compile operational performance and implementation progress reports for management on monthly basis.  Create a favourable climate for information sharing between management and staff.  Produce park KPA based performance reports for management on quarterly basis.

17 7.9Technicians  Provide technical and operational leadership to staff in their sections.  Provide monthly operational performance and implementation report for management.  Enhance management's effort to create conducive favourable for a two way effective communication.  Effective and efficiently utilization of resources to achieve the organizational objectives.

Specialists  Provide a specialist technical and operational function to achieve the objectives of the organization.  Produce monthly performance and implementation management report for their specific functions in line with the SANParks Balanced Scorecard approach Supervisors  Produce monthly performance and implementation progress report for management.  Enhance management’s communication efforts by creating a favourable climate for staff t receive and give feedback in terms of their responsibilities Officers  Produce monthly performance and implementation progress report for management.  Enhance management’s communication efforts by creating a favourable climate for staff to receive and give feedback in terms of their operations.

19 ToolsActionProject Duration BudgetResponsibilitiesEvaluation Operational meetings 1. Make presentations throughout the parks during their operations meetings 2. Organize special meetings as and when necessary. 1 August to 29 September R60 000Chris Rumbell William Mabasa * Number of people reached * Response from the people who attend the meetings Internal Newsletter 1. Post an article every month on Go Wild addressing various aspects of BSC and KPA performance evaluation. August 2006 to March 2007 N/aSipho Mabena William Mabasa and any other committee member depending on the subject matter *Total number of copies circulated *Staff’s responses on published articles.

20 ToolsActionsProject Duration BudgetResponsibilitiesEvaluation IntranetPlace articles on Go Wild every month August 2006 to March 2007 and beyond N/ASipho Mabena, William Mabasa and any other committee member depending on subject matter. *The number of people who log into the intranet page *The number of articles posted on the intranet. WorkshopsArrange workshop for various groups of employees as required August 2006 to March 2007 ±R60 000Chris Rumbell William Mabasa *Number of people attending the workshop. *The responses from the attendees Monthly report Submit monthly progress reports 10th of every month between august 2006 and March 2007 N/AAll stakeholders*The number of reports produced. *The number of relevant stakeholders who receive the reports

21 ToolsActionsProject Duration BudgetResponsibilitiesEvaluation sSend information broadcast through s as and when urgent issues are to be communicated August 2006 to March 2007 N/ASipho Mabena and Dianne tipping-Woods *The number of information broadcast sent out *The number of people who read s. *The amount of responses received per issue. MemorandaSent out memos to address governance issues August 2006 to March 2007 N/AAll committee members *The number of memoranda sent out. * The number of responses received from staff.

22 - ToolsActionProject Duration BudgetResponsibilitiesEvaluation Displays and Exhibitions Create exhibition spaces at strategic places and place simplified elements of the management plan, BSC and the performance evaluation system October 2006R30 000Sipho Mabena William Mabasa Chris Rumbell * The number of exhibitions put up around the Parks * The amount of feedback received emanating from the displays. BrochuresDevelop an information brochure and distributed to stakeholders October 2006R30 000Sipho Mabena William Mabasa Chris Rumbell *The number of brochures circulated to staff *The amount of feedback received from staff

23 ToolsActionProject Duration BudgetResponsibilitiesEvaluation Group Peer Educators Create peer group educational sessions. Finalise development a simplified manual for their use October 2006R30 000Sipho Mabena William Mabasa Chris Rumbell *The number of sessions conducted *Report back from the educators *The amount of feedback received from staff Promotional material Create promotional material to market the project amongst staff September 2006 R58 000William MabasaThe number of items produced and issued out to staff as promotional material

24 ToolsActionProject Duration BudgetResponsibilitiesEvaluation ResearchConduct communication audit from time to time One survey in October 2006 and one in March 2007 N/AChris Rumbell, Sipho Mabena and William Mabasa *The results derived from the research programmes.