1. Strategic Plan, Business Plan and Budget - 2009/2010 and MTEF-
Construction Industry Development Board (cidb)
Strategic Plan, Business Plan and Budget
- 2009/2010 and MTEF-
Presentation to NCOP SC
13 October 2009
development through partnership

2. Presentation Content Overview Distilled mandate
New Vision, Mission and Strategy
External Context for 2009/10
Internal Context for 2009/10
Strategic Objectives
Operational Plan
Key focus for 2009/10
Performance measurement
Risk and Fraud
Budget
development through partnership

3. cidb Act - Distilled Mandate
to provide: strategic leadership and an enabling regulatory and development framework
for:
A total construction delivery capability to achieve South Africa’s economic and social growth
Sustainable growth and empowerment of historically disadvantaged
Global standards of performance and value to clients and society
Context – Purpose of cidb
development through partnership
sustainable industry development

4. Implications of Distilled Mandate
Dual responsibility of cidb
An enabler/developer - WIP
A regulator/enforcer of compliance - a new focus
Change of direction critical to demonstrate value add in the industry
Context – Purpose of cidb
development through partnership
sustainable industry development

5. Vision 2012 and Beyond Vision & Mission:
“A dynamic, innovative and development organisation that provides strategic leadership and an efficient service to stakeholders, leading to a transformed and competitive construction industry that delivers quality infrastructure, promotes economic growth, and an organisation that is caring for its employees”.
Progress and building momentum
development through partnership
New implementation challenges!

6. Mission Vision & Mission:
“To direct and drive an integrated construction industry development strategy that transforms the role of industry and stakeholders for sustainable growth, improved delivery, performance and value to public and private sector clients, and investors through strategic partnerships; to strategically and deliberately promote the empowerment of small, medium and micro enterprises to improve their capability and grow the economy; to develop employees to be meaningful participants in the organisation”.
Progress and building momentum
development through partnership
New implementation challenges!

7. Supporting interventions Infrastructure delivery skills
External Context:
Supporting interventions
Infrastructure delivery skills
Public sector delivery
Stakeholder Analysis & Management
5 – Year Review recommendations
Progress and building momentum
development through partnership
New implementation challenges!

8. Operation and growth of RoC-see graphs and tables following this slide
Internal Context:
Operation and growth of RoC-see graphs and tables following this slide
Specialisation
Risk Exposure
Business Systems-
EDMS
CRS Software Upgrade
Progress and building momentum
development through partnership
New implementation challenges!

9. Stats- Exponential Growth
Increase in registrations
Dec 2004 – 1500
Dec 2005 – 7500
Dec 2006 – 27500
July 2007 – 42000
Dec 2007 –
End March 2008 > ; End March 2009 >80 000
Total registrations = (active + suspended)

10. Class of Works by grading-Sept 2009
There have been 4,801 upgrades on the Register to date. Black owned enterprises constitute 84% of all upgrades.

11. Grading by Province – September 2009

12. Actual no. of companies registered12

13. Strategic Objectives:
Organisational Capacitation
“Value-added” service delivery
Research and Development Agenda
Phase II of the Registers
Procurement Reform
Progress and building momentum
development through partnership
New implementation challenges!

14. OPERATIONAL PLAN & STAFFING STRUCTURE
development through partnership

15. Operational Programmes:
Programme 1: Growth and Contractor Development(GCD)- focuses on promotion of enterprise development, investment and spending as the basis for a stable, developing industry and the participation of the emerging sector.
Progress and building momentum
development through partnership
New implementation challenges!

16. Operational Programmes:
Programme 2: Construction Industry Performance- focuses on improved performance and best practice for an industry that delivers reliable value to clients, investors and end-users, information on construction industry indicators to inform cidb strategy, policy makers and stakeholders.
Progress and building momentum
development through partnership
New implementation challenges!

17. Operational Programmes:
Programme 3: Procurement and Delivery Management- focuses on enhanced public sector construction procurement and infrastructure delivery management capability of public sector clients enabling efficient and effective delivery of quality infrastructure to the public.
Progress and building momentum
development through partnership
New implementation challenges!

18. Operational Programmes:
Programme 4: Construction Registers Services focuses on:
Registration of contractors and both public and private sector projects
Regulation to effect improved performance and best practice of clients and suppliers.
Progress and building momentum
development through partnership
New implementation challenges!

19. Operational Programmes:
Programme 5: Chief Executive’s Office focuses on:
overall strategic leadership and governance in support of the Board;
stakeholder consultations and communications.
Progress and building momentum
development through partnership
New implementation challenges!

20. Operational Programmes:
Programme 6: Corporate Services, responsible for:
financial management including registers fees;
human resource administration-HR Admin;
supply chain management-SCM;
information technology-IT.
Progress and building momentum
development through partnership
New implementation challenges!

21. Develop revenue model-consultation
Key Focus for 2009/10
Contractor Registration
Continuous improvement of registration process
Regulation amendments
Project Registration
Been slow/relaxations
Reprioritise & Fast track and prioritise I-Tender RoP
Develop revenue model-consultation
development through partnership

22. Key Focus for 2009/10
Continue with public sector procurement reform – streamlining, public sector capacitation, etc
Register of Professional Service Providers (RoPSP)- consultation, regs, pilot, rollout
Compliance enforcement-NB!
Public sector delivery improvement – continue with IDIP: DPW & DoE; DoH, Municipalities
National Infrastructure Maintenance Strategy – NIMS-cidb role and budget for implementation
development through partnership

23. Key Focus for 2009/10 Phase II of the Registers-Best Practice
Quality
H&S
Environment
Benchmarking- benchmarking clubs
development through partnership

24. cidb Best Practice Contractor Recognition Scheme
Grade
Enablers;
Business, H&S, Quality, Env, etc
Results 9 2
SANS / ISO / OSHAS
Management Systems AND
Supply Chain Development
cidb Accredited
Management Systems
Performance Reports
cidb Competence Assessment

25. cidb Best Practice Project Assessment Scheme
Value
Best Practice 9 2
PUBLIC SECTOR
Standard for Uniformity
Performance Reports
PUBLIC SECTOR
Construction Management Plans
PUBLIC SECTOR
Energy Efficiency
PUBLIC SECTOR
PUBLIC & PRIVATE
Skills / ESDA

26. Key Focus for 2009/10 Establish ESDA: funding, operation
HR Development
Internal audit process, Risk Management & Corporate Governance
EDMS
Project Database
development through partnership

27. Key Focus for 2009/10 Contractor Development:
Revised framework - National Contractor Development Programme -NCDP
Continue rollout in conjunction with DPW
W/shops with Provincial DPWs/other infrastructure department/entities
New Construction Contact Centres (CCC): LIMPOPO; NW
Phase in value-add through CCCs
development through partnership

28. Key Focus for 2009/10 Stakeholder Forum (SF) 2009: 23 Oct 2009
Nominations for new SF Members for next two years – Finalised in Oct 2009
General Stakeholder engagements
5-year review recommendations
development through partnership

29. Performance Measurement
Output targets set for each focus area (Section 6 of Business Plan)
Example
development through partnership

30. Performance Measurement
Programme
Strategic Project
Operational Objective
Target
Construction Registers Service
Service Excellence
Using Business Process Management (BPM) best practice to deliver sustained, measurable service excellence. Service areas include head office registrations processing, call centre and internal query resolutions unit.
31 Mar 2010
Enhancement of software systems
Software systems to support flexible business processes, work flow integration and performance monitoring. Software to support integration of registration services across head office and CCC's.
31 Dec 2010.
development through partnership

31. New Risk Committee appointed
Risk and Fraud
New Risk Committee appointed
3 Board members, CEO, CFO, Ext member of Audit Committee; Risk & Governance Manager
Chaired by Board member
Review of “key risks”
Review of Risk Management Policy and Procedures
Special audit process: integrity of RoC/Compliance
Progress and building momentum
development through partnership

32. 2009/2010 BUDGET
development through partnership

33. Building human resource capacity
Focus of 2009/2010 Budget
Building human resource capacity
Establishment of last 2 Construction Contact Center/s
Improve value-add at the Construction Contact Centres
Improvement of Registers service delivery
NIMS staffing and operationalisation
Focus on fraud and corruption/forensics
Enforcement of compliance
development through partnership

34. Focus of 2009/2010 Budget Facilitating the establishment of the ESDA
Phase II of the Registers (Quality, H&S, Environment)-Best Practice
Promotion of R&D agenda
Academic institutions to teach cidb requirements- start the process
Benchmarking with international bodies & benchmarking clubs
Continued support to 2010 Soccer World Cup infrastructure procurement-not necessary so far
EDMS-prioritised
development through partnership

35. Focus of 2009/2010 Budget Stakeholder management
Upscale communication: media/stakeholders/etc
ICT-hub of operations
development through partnership

36. Summary Budget (kR) (MTEF)
09/10
10/11
11/12
12/13
Organizational income
Registers
34 113
38 272
41 252
44 552
Transfer payments
59 269
63 665
65 959
66 882
Interest income
2 200
2 420
2 662
2 890
Total revenue
95 582
Standard item: Expenditure
Personnel
42 738
49 686
50 887
55 677
Administrative
22 187
26 149
29 992
29 015
Capital
3 070
778
622
617
Operational
27 587
27 744
28 372
Total expenditure

37. Summary Budget per Programme (kR)
09/10
10/11
11/12
12/13
Office of the
CEO
8 974
9 529
10 375
10 731
Corporate
Services
24 995
29 400
28 234
29 887
Growth &
Contractor
Development
21 133
22 441
24 433
25 270
Construction Industry
Performance
9 395
9 977
10 862
11 234
Procurement &
Delivery
10 687
11 349
12 386
12 811
Registers
20 398
21 661
23 583
24 391
95 582

38. ………..Thank You Thank You Thank You Thank You
development through partnership