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INSIGHTS FROM RBM WORK IN LIMPOPO

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

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INSIGHTS FROM RBM WORK IN LIMPOPO

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

  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

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

  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 REMARKSContribution to internal innovation? B2B & Supply Chain Integration Inventing new industry structures Industry Business process re-engineering How broad? Creating entirely new business concepts Business Refining products & processes Reconfiguring products & processes Product or process Incremental Radical How radical?

  15. THANK YOU

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