091020cidbstrategicplan
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Construction Industry Development
Board (cidb)
Strategic Plan, Business Plan and
Budget
- 2009/2010 and MTEF-
Presentation to PPC
Tuesday, 20 October 2009
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Presentation Content
Overview
Legislative Framework & 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
Budget
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Overview: Legislative Framework & Mandate
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CIDB Act 38 of 2000mandates the cidb to
provide strategic leadership to industrystakeholders to stimulate sustainable
growth, reform and developmentRegulate the construction industry
1st Board and CEO November 2001
First regulations: 2004-SfU, RoC, RoP
Conte
xt
Purposeo f
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to provide:strategic leadership and an
enabling regulatory and developmentframework
for:
A total construction delivery capability to
achieve South Africas economic and socialgrowth
Sustainable growth and empowerment ofhistorically disadvantaged
Global standards of performance and valueto clients and society
Conte
xt
Purposeo f
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Overview: Legislative Framework & Mandate
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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
Implications of Distilled Mandate
Conte
xt
Purposeo f
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Legislative Framework & Mandate
CIDB Act 38 of 2000mandates the cidb toestablish the National Register ofContractors:
Facilitates public sector procurement,
delivery and risk managementSupports contractor development
Promotes better performance - improvedquality, safety, health and environment.
to categorise contractors in accordance withtheir capability
Overview: Legislative Framework & Mandate
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RoC-Benefits
Support risk management in the tendering process Reduce the administrative burden To facilitate sustainable growth and transformation of
contractors, enable effective access by the emergingsector
Reduce tendering costs to clients and contractors Promote minimum standards and contractorbest
practice Enable access by the private sector
Provide information on the size, distribution, natureand development of contractors To improve the performance of contractors
Overview: Legislative Framework and Mandate
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Legislative Framework & Mandate
CIDB Act 38 of 2000mandates the cidb toestablish the National Register of Projects:
Overview: Legislative Framework & Mandate
Gatherinformation on the nature, value
and distribution of projects
Provides the basis for a best practice
project assessment scheme
Promote the performance of public and
private sector clients
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Vision & Mission:
Vision 2012 and Beyond
A dynamic, innovative and developmentorganisation that provides strategic
leadership and an efficient service to
stakeholders, leading to a transformed and
competitive construction industry thatdelivers quality infrastructure, promotes
economic growth, and an organisation that is
caring for its employees.
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Vision & Mission:
Mission
To direct and drive an integrated constructionindustry 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 anddeliberately 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 theorganisation.
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External Context:
Supporting interventions
Infrastructure delivery skills Public sector delivery
Stakeholder Analysis & Management
5 Year Review recommendations
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Internal Context:
Operation and growth ofRoC-see graphs
and tables following this slide Specialisation
Risk Exposure
Business Systems- EDMS
CRS Software Upgrade
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13
Stats-Exponential Growth
Increase in registrations
Dec 2004 1500
Dec 2005 7500
Dec 2006 27500
July 2007 42000
Dec 2007 55 000 End March 2008 > 65 000; End March 2009 >80 000
Total registrations =
(active + suspended)
P r o j e c t e d g r o w t h b a s e d o n
0
1 0 0 0 0
2 0 0 0 0
3 0 0 0 0
4 0 0 0 0
5 0 0 0 0
6 0 0 0 0
7 0 0 0 0
8 0 0 0 0
9 0 0 0 01 0 0 0 0 0
D e c 0 4 D e c 0 5 D e c 0 6 D e c 0 7 A p r 0 8 D e c 0 8
No.
ofregistrations
S e r i e
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Class of Works by grading-Sept 2009
G B C E M E E P E B S W T O T A L
1 5 2 8 8 0 1 6 9 1 6 2 1 7 4 1 1 5 7 8 4 6 7 9 1 5 8 1 8 9 12 2 1 9 8 1 5 2 7 2 1 5 5 7 1 5 6 4 5 3 4 6 0 6
3 4 9 0 4 5 2 7 1 3 5 8 1 7 9 1 2 0 8
4 6 5 2 6 8 0 1 0 3 6 0 1 4 7 8 7 1 7 2 9
5 3 6 5 4 0 9 1 0 0 6 8 1 1 7 1 1 3 1 1 7 2
6 3 7 2 4 3 5 4 9 2 7 4 3 3 1 9 5 7
7 1 4 7 1 8 9 3 5 2 7 1 7 2 3 4 3 8
8 5 0 6 2 1 3 9 3 6 1 4 3
9 2 6 4 3 2 4 1 6 6 1 1 1 2 6
To ta l 5 7 1 8 0 2 0 7 1 3 2 7 8 4 1 4 5 6 1 4 1 6 8 7 1 8 9 2 2 7 0
C la s s o f w o r k s
G r a d
G B : G en era l B ui ld in g C E : Civi l E ng inee ring M E : M ec ha nic al E ng inee ring
E P : E lec t r ic al E ng inee ring (Inf ras truc ture ) E B : E lec t r ic al E ng ine ering (B ui ld in g
There have been 4,801 upgrades on the Register to date. Black
owned enterprises constitute 84% of all upgrades.
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Grading by Province September 2009
Region 1 2 3 4 5 6 7 8 9 To t a l
Eas te rn Cape 1 0064 442 14 4 166 103 6 5 38 6 4 11032Free S ta te 4219 233 5 9 76 58 3 6 24 6 3 4714
Gauteng 1 9814 1062 21 2 445 348 311 171 76 89 22528
In te rna tiona l 4 3 0 0 1 0 5 1 11 25
Kw aZ ulu-Natal2 2877 1309 32 2 415 209 187 68 26 9 25422
L impopo 7560 456 14 2 182 161 131 40 0 1 8673
Mpumalang a 6 803 366 12 9 175 119 8 2 22 3 0 7699
Nor th W es t 4393 214 47 69 45 3 2 12 3 0 4815
Nor the rn Cape 807 53 20 31 22 1 0 6 2 0 951
W es te rn Cape 5349 467 13 3 169 106 103 52 20 7 6406
Gradings
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Actual no. of companies registered
Designation Active SuspendedNo. of
Companies
1 62308 951 63259
2 3247 756 4003
3 992 165 1157
4 1478 211 1689
5 950 106 1056
6 780 43 823
7 353 15 368
8 121 1 122
9 78 10 88
Total 70307 2258 72565
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Strategic Objectives:
Organisational Capacitation
Value-added service delivery Research and Development Agenda
Phase II of the Registers
Procurement Reform
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OPERATIONAL PLAN & STAFFING STRUCTURE
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Operational Programmes:
Programme 1: Growth and Contractor
Development(GCD)-focuses onpromotion of enterprise development,
investment and spending as the basis for
a stable, developing industry and the
participation of the emerging sector.
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Operational Programmes:
Programme 2: Construction Industry
Performance-focuses on improvedperformance 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.
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Operational Programmes:
Programme 3: Procurement and Delivery
Management-focuses onenhancedpublic sector construction procurement
and infrastructure delivery management
capability of public sector clients enabling
efficient and effective delivery of quality
infrastructure to the public.
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Operational Programmes:
Programme 4: Construction Registers
Servicesfocuses on: Registration of contractors and both public
and private sector projects
Regulation to effect improved performance
and best practice of clients and suppliers.
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Operational Programmes:
Programme 5: Chief Executives Office
focuses on: overall strategic leadership and governance
in support of the Board;
stakeholder consultations and
communications.
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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.
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Key Focus for 2009/10
Continue with public sectorprocurement
reform streamlining, public sectorcapacitation, etc
Register of Professional Service Providers(RoPSP)- consultation, regs, pilot, rollout
Compliance enforcement-NB!
Public sector delivery improvement continuewith IDIP: DPW & DoE; DoH, Municipalities
National Infrastructure Maintenance Strategy NIMS-cidb role and budget for implementation
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Key Focus for 2009/10
Phase II of the Registers-Best Practice
Quality H&S
Environment
Benchmarking- benchmarking clubs
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cidb Best Practice Contractor Recognition Scheme
9
2
SANS / ISO / OSHAS
Management Systems AND
Supply Chain Development
Enablers;
Business, H&S, Quality, Env, etcGrade
cidb Accredited
Management Systems
cidb Competence Assessment
Results
Perform
anceReport
s
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cidb Best Practice Project Assessment Scheme
9
2
Best PracticeValue
Constr
uction
M
anage
ment
Pla
ns
P
UBLICSECT O
R
Standardfor
Uniform
ity
P
UBLIC
SECT O
R
Performance
Report
s
P
UBLIC
SECTO
R
E
nergy
Efficie
ncy
P
UBLICSECT O
R
Skills/ESDA
PUBLIC
&PRIVA
TE
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Key Focus for 2009/10
Establish ESDA: funding, operation
HR Development Internal audit process, Risk Management
& Corporate Governance
EDMS Project Database
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K F f 2009/10
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Key Focus for 2009/10
Contractor Development:
Revised framework - National ContractorDevelopment 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
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K F f 2009/10
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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
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P f M t
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Performance Measurement
Output targets set for each focus area (Section
6 of Business Plan) Example
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P f M t
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Performance MeasurementProgramme Strategic Project Operational
ObjectiveTarget
ConstructionRegistersService
Service Excellence Using Business ProcessManagement (BPM) bestpractice to deliversustained, measurableservice excellence.Service areas includehead office registrationsprocessing, call centreand internal queryresolutions unit.
31 Mar 2010
Enhancement ofsoftware systems
Software systems tosupport flexible businessprocesses, work flowintegration andperformance monitoring.Software to supportintegration of registrationservices across headoffice and CCC's.
31 Dec 2010.
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2009/2010 BUDGET
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F f 2009/2010 B d t
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Focus of 2009/2010 Budget
Building human resource capacity
Establishment of last 2 ConstructionContact Center/s
Improve value-add at the ConstructionContact Centres
Improvement of Registers service delivery
NIMS staffing and operationalisation
Focus on fraud and corruption/forensics
Enforcement of compliance
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F f 2009/2010 B d t
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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 cidbrequirements- start the process
Benchmarking with international bodies &benchmarking clubs
Continued support to 2010 Soccer World Cupinfrastructure procurement-not necessary so far
EDMS-prioritised
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F f 2009/2010 B d t
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Focus of 2009/2010 Budget
Stakeholder management
Upscale communication:media/stakeholders/etc
ICT-hub of operations
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Summary Budget (kR) (MTEF)
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09/10 10/11 11/12 12/13
Organizational income
Registers 34 113 38 272 41 252 44 552Transfer payments 59 269 63 665 65 959 66 882
Interest income 2 200 2 420 2 662 2 890
Total revenue 95 582 104 357 109 873 114 324
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 29 015
Total expenditure 95 582 104 357 109 873 114 324
Summary Budget (kR) (MTEF)
Summary Budget per Programme (kR)
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PROGRAMME 09/10 10/11 11/12 12/13
Office of theCEO
8 974 9 529 10 375 10 731
CorporateServices
24 995 29 400 28 234 29 887
Growth &
ContractorDevelopment
21 133 22 441 24 433 25 270
Construction IndustryPerformance
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
95 582 104 357 109 873 114 324
Summary Budget per Programme (kR)
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Thank YouThank YouThank You..Thank You
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