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

development through partnership

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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

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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

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Purposeo f

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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

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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



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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:


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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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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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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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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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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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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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

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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

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Performance

Report

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P

UBLIC

SECTO

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E

nergy

Efficie

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P

UBLICSECT O

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Skills/ESDA

PUBLIC

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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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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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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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Performance Measurement

Output targets set for each focus area (Section

6 of Business Plan) Example


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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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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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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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091020cidbstrategicplan

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