1. INSIGHTS FROM RBM WORK IN LIMPOPO 13 May 2010

2. PRESENTATION STRUCTURE Background Overall objective Project structure & emerging insights Project successes & challenges Lessons learned Suggestions for improvement Concluding remarks

3. BACKGROUND LoR dated 05 December 2008 Analysis by LPT indicated a need for capacity in the identification, development & use of performance information Discussions with TAU resulted in elaboration to include RBM, strategic planning & APP development

4. OVERALL OBJECTIVE Build capacity in the identification, development & use of performance information Initial Improve overall planning, implementation, monitoring and reporting capacity in Limpopo Final

5. PROJECT SCOPE An RBM workshop for HoDs and CFOs RBM & strategic planning/APP development workshops for programme managers and administrators Materials developed as support for Programme Staff (management and administrators) Workshops on the development of operational plans 5

6. PROJECT STRUCTURE RBM workshops Strategic Planning & APP development Workshops Workshops to develop operational plans Phase 1 Phase 2 Phase 3 Materials Development Planning

7. PHASE 1 10 interactive RBM workshops conducted Product Innovation Client integration into the Value Chain Process innovation RBM Readiness assessment RBM WORKSHOPS

8. PHASE 2 Plan adjustment 13 Workshops conducted Focus on practical improvements on plans Product innovation Phase discontinuity STRATEGIC PLAN & APP DEVELOPMENT

9. PHASE 3 13 Workshops conducted Translation of APPs into operational plans Product Innovation No agreed operational planning template Insufficient time for operational planning DEVELOPMENT OF OPERATIONAL PLANS

10. PROJECT SUCCESSES A good planning process for all phases was implemented Product and process innovation Significant improvements in the quality of strategic plans and APPs A satisfied client Skills transfer Enhanced institutional capacity for RBM at the TAU and Limpopo Treasury

11. PROJECT CHALLENGES Lack of participant continuity between phase 1 (RBM training) and the latter 2 phases TAU Challenges with managing complex cross cluster projects Workshop Logistical arrangements for phases that were not coordinated by LPT Inadequate consensus about the template for operational planning because this phase was not part of the original plan. Challenges in facilitation

12. LESSONS LEARNT A general eagerness to understand outcomes Planning language is mis-aligned with RBM language A confusion about the role of APPs in planning The line of sight is a simple concept that participants struggle with Openness and flexibility A need for the TAU to evolve better internal service fulfilment processes

13. SUGGESTIONS FOR IMPROVEMENT A better system for improving intra-team coordination and communication during fieldwork. A better TAU mechanism for service fulfilment. Improve levels of shared understanding of how to approach the development of operational plans. Allocate more time for the development of operational plans. Allow enough time to conduct an RBM readiness assessment or use a different approach, e.g. conduct the assessment at the start of the workshop. Improve the readiness assessment questionnaire to make it easy to complete.

14. CONCLUDING REMARKS Contribution to internal innovation? How broad? How radical? IncrementalRadical Industry Business Product or process B2B & Supply Chain Integration Inventing new industry structures Business process re- engineering Creating entirely new business concepts Refining products & processes Reconfiguring products & processes

15. THANK YOU