A Culture of Evaluation – A Key to Effective Governance & Management of DFIs?

UN DESA Seminar on Re-thinking the Role of National Development Banks, New York, 1-2 December 2005

Presentation by Admassu Tadesse, Head of Corporate Strategy and Planning,

Development Bank of Southern Africa

Outline of Discussion

1. Evaluation and Governance

2. Corporate Governance in Context

3. Case of the DBSA: Insights & Observations– Board effectiveness– Risk Management and Strategic Control– Ethics

4. Conclusion

The Development Bank of Southern Africa - The Case of a Dynamic BSC. By Admassu Tadesse, Manager, Corporate Strategy

3

DBSA STRATEGIC CONTROL FRAMEWORK (1)

BSC

Ethics, ValuesGuiding Principles

Portfolio Design,Performance Targets & Measures

Corporate Venturing& Innovation

Risk Mgmt & Internal Control Policies

Inspiring & Renewing Commitment & Behaviour

BELIEFS SYSTEM

Limits & Constraints

BOUNDARY SYSTEM

INTERACTIVE SYSTEM

DIAGNOSTICSYSTEM

In Search of New/Enhanced Effectiveness & Efficiency

Focusing Action & Driving Delivery

STRATEGICCONTROL

VISION

DBSA Strategic Management Framework (2) VISION

Mission & Values

Strategic Thrusts, Objectives

Business & Individual Planning

Communicating & Linking

Adaptive Delivery & Experimentation

```Balanced Scorecard

MANDATE

Feedback & Learning

Strategic

Programming

Strategic

Intent

Institutional Design & Business Modeling