STRATEGIC FRAMEWORK

Philosophy Strategy is the direction and scope of an organisation over the long-term, which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations. In contrast to long-term planning (which begins with the current status and lays down a path to meet estimated future needs), strategic planning begins with the desired- end and works backward to the current status. 2

Sigmoid Curve 3

Types of Organisational Change IncrementalStrategic Anticipatory Reactive 4

Strategy Leadership People/Culture Leadership Strategy Design: Organisational Leadership Business Strategy Design vs. Execution 5 Execution: Operational Leadership

Why? How? What? Results/growth People/relationships Systems/processes Partnerships Where? InspireInfluence 6 Organisational Meaning

7 ACT No. 19 of 2002: Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities Act, Legal Framework

Healing the divisions of the past Establish a non racial non-sexist society based on democratic values, social justice and fundamental human rights Promote equality Promote respect for different cultures, religions and languages Promote protection of the rights of cultural, religious and linguistic communities Promote unity in our diversity 8 The Six Driving Forces Underpinning the CRL Act

Peace and Harmony Friendship Humanity Tolerance National Unity Mutual respect Build on a foundation of : Equality, non-discrimination & free association 9 The Values Underpinning the CRL Act

Equality, non-discrimination & free association Constitution and Laws Interpretation, Implementation and Application Monitoring and review Recommendations for Change Value driven: Peace and Harmony Friendship Humanity Tolerance National Unity Mutual Respect Managerial Leadership and meaningful engagement with community councils and appropriate Institutions 10 Nation Building (‘Unity in Diversity’) A Journey not a Destination

The Commission (Section 4 Promote respect and further protection of rights Promote and develop the driving values Foster mutual respect Promote the rights of communities Recommend/recognise community councils National Consultative Conference (Section 25) Commission reporting forum Consider recommendations Evaluation of progress in SA Promoting the purpose of the Act Community Council (Section 36) Consists of a cultural, religious or linguistic community Preserve, promote and develop the culture, religion or language of the community Advise and assist the Commission concerning achievement of objectives 11 Institutional Mechanisms Created by the CRL Act

Design methodology ‘ To build people’s trust and commitment deep in the ranks and inspire their voluntary cooperation, companies need to build execution into strategy from the start. A culture of trust and commitment motivates people to execute the agreed structure – not to the letter, but to the spirit.’ W. Chan Kim & Reneé Mauborgne (Blue Ocean Strategy). 12

Strategic Planning Process (SPP) Strategy input Strategy development Strategy execution Strategy deployment SPP 13

Strategy input Strategy development Strategy execution Strategy deployment SPP Past performance – operational and strategic (successes and failures). PEST(H) – political, economical, sociocultural, technological, historical. SWWOT – strengths, weaknesses, ‘why?', opportunities, threats. 14 Strategic Planning Process (SPP)

Strategy input Strategy development Strategy execution Strategy deployment SPP 15 Mission, vision, values, strategic objectives. Action items, measures and targets. Finalise strategic plan including roll-out (strategy deployment). Strategic Planning Process (SPP)

Strategy input Strategy development Strategy execution Strategy deployment SPP 16

Mission, Vision and Values 17 MISSION: To be an agent of social transformation, we acknowledge; represent; and celebrate unity in diversity. MISSION: To be an agent of social transformation, we acknowledge; represent; and celebrate unity in diversity. VISION: Through networking, community- and youth development we enable the co-existence of cultures, religions, and languages in a model which serves as an example to South Africa and the rest of the world. VALUES: We will be the change we want to see by integrating the values underpinning the CRL Act into our organisational fiber through: Peace and Harmony Friendship Humanity Tolerance National Unity Mutual Respect VALUES: We will be the change we want to see by integrating the values underpinning the CRL Act into our organisational fiber through: Peace and Harmony Friendship Humanity Tolerance National Unity Mutual Respect CODE OF CONDUCT

Strategic plan 18 Provide strategic leadership Management structure with roles and responsibility to drive and manage delivery against operational strategy Support roles, including the provision of HR Management Operationalise community councils DRIVE OPERATIONAL EXCELLENCE Provision of sustainable communication and marketing strategy to enhance the profile of the commission Community/Youth Dialogue Public Education and Advocacy on the culture, religious and linguistic rights INCREASE AWARENESS AND MARKETING Capacity Building Facilitation of conflict resolution in respect of cultural, religious and linguistic rights Formulation of recommendations to stakeholders EFFECTIVE INVESTIGATION AND CONFLICT RESOLUTION

Strategic plan…continue 19 Establish network with research organisation & research units in institutes of higher learning Compile research papers to inform position on C-R-L matters to government R&D to make a follow up on certain practices & culture as found in certain communities Publications to help build resource & information Centre ENHANCE RESEARCH AND DEVELOPMENT Internal in accordance with statutory structures Develop monitoring and evaluation tool Monitor implementations of recommendations Make recommendations and amendment of policies and legislation Regular feedback to relevant stakeholders MONITORING AND REVIEW

All citizens and communities, despite their cultural, religious and language differences work together in peace and harmony towards prosperity and a brighter future for all. 20 The ultimate purpose

Development of strategic scorecard The proposed template : Strategic objective OutputMeasureOwnerFrequency WeightTarget Research and Development Establish & maintain partnerships with stakeholders Legend: Strategic objectives: What are those aspects critical to do right in order to achieve the objectives Output : What need to be achieved/delivered Measure : How will we know if a good job was done Owner : Who in your team will be responsible for this output Frequency : How often will it be measured Weight: What is the relevant importance of the value driver Target : Specifically what need to be achieved as part of the standard job responsibilities 21 Strategic objective OutputMeasureOwnerFrequency WeightTarget

Requisite organisational structure Structure must always follow strategy. Therefore, after a common understanding and acceptance of the strategic framework of the CRL Commission, we will decide upon the most appropriate structure to execute the mandate of the Commission. Of particular interest will be to pursue the thinking behind a matrix organisational structure to support the management structure. 22

Statutory Structure 23 PLENARYCHAIRCEO DEPUTY CHAIR Strategy Functional Mapping Org Analysis Role clarification Job profiles Job Grading Org structure

Budget 24

Closure ‘It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.’ Niccolò Machiavelli (May 3, 1469 – June 21, 1527) 25

Thank you for your support