INSIGHTS FROM RBM WORK IN LIMPOPO

13 May 2010

PRESENTATION STRUCTURE

• Background• Overall objective• Project structure & emerging insights• Project successes & challenges• Lessons learned• Suggestions for improvement• Concluding remarks

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

OVERALL OBJECTIVE

Build capacity in the identification, development & use of performance information

Initial

Improve overall planning, implementation, monitoring and reporting capacity in Limpopo

Final

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

PROJECT STRUCTURE

RBM workshops

Strategic Planning &

APP development Workshops

Workshops to develop operational

plans

Phase 1 Phase 2 Phase 3

Materials Development

Planning

PHASE 1

• 10 interactive RBM workshops conducted• Product Innovation • Client integration into the Value Chain• Process innovation• RBM Readiness assessment

RBM WORKSHOPS

PHASE 2

• Plan adjustment•13 Workshops conducted • Focus on practical improvements on plans• Product innovation• Phase discontinuity

STRATEGIC PLAN & APP DEVELOPMENT

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

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

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

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

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.

CONCLUDING REMARKSContribution to internal innovation?

How

bro

ad?

How radical?

Incremental Radical

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

THANK YOU