ci d b Presentation of the Strategic & Annual Performance Plans -

development through partnershipcidb

cidb

Presentation of the Strategic & Annual Performance Plans -

Parliamentary Portfolio Committee on Public Works

April 2013


Presentation Layout

Vision and Mission Mandate Organisational Structure Baseline Performance 2013/14 cidb Strategic Priority Programme - Key Focus Areas MTEF Budget and Staffing Conclusion


Vision and MissionVision“A transformed Construction Industry that delivers value and contributes to economic growth of South Africa”.

Mission“To drive enhanced delivery management, capacity improvement and contractor development in the construction industry through strategic interventions and partnerships”.


cidb Mandate

The mandate of the cidb is to:Provide strategic leadership to construction industry stakeholders;Promote sustainable growth of the construction industry and the participation of the emerging sector in the industry;Promote improved performance and best practice of public and private sector clients, contractors and other participants in the construction delivery process;Promote uniform application of policy throughout all spheres of government and promote uniform and ethical standards, construction procurement reform, and improved procurement and delivery management – including a code of conduct;Develop systematic methods for monitoring and regulating the performance of the industry and its stakeholders, including the registration of projects and contractors.


Organizational Structure


Baseline performance

Key AchievementsAmendments to the CID Regulations were published for public comment. The amendments will improve contractor registration requirements while maintaining the integrity of the Register as a macro risk management tool for the public sector.The cidb Standard for Indirect Targeting for Enterprise Development approved by the cidb Board for gazetting.The cidb Requirements for Contractor Performance Reports (for Grades 2 to 9) has been approved by the cidb Board for gazetting for public comment.The quarterly cidb SME Business Conditions Survey has been extended to monitor “access to credit” as a business constraint.National Contractor Development Programme and CDP Guidelines launched by Minister at KZN.


Baseline performance

Key Challenges The Processing of grade 2-9 applications within 21 days and grade 1 within 48 hours turnaround time were not achieved due to teething problems of the new CRM systems. Currently 67% of the applications are being processed within the legislated turnaround time and the corrective action put in place to stabilise the system is progressing well.The NIMS project implementation was delayed, however the project implementation has started and progressing well now.The Anti–corruption model has not been finalised as the consultation process with the stakeholders are still ongoing.Overall performance – 17 out of 54 targets set in 2012/13 will not be achieved due to new system problems and consultations process underway to finalise the standards.


2013/14 Strategic Priorities

No.Strategic Outcome Oriented Goals

1.Provide contractor and client support through cidb Provincial Offices

• Increase the participation of the emerging sector in the construction industry

• Provide support in the enterprise development• Reform the industry players

2.Improve the Construction Registers Service through business process excellence

• Maintain the integrity and reliability of the construction registers

• Improve the efficiency of the contractor registration process

3.Improve compliance to and maintenance of the cidb prescripts and combat Fraud and Corruption in the construction industry

Promote compliance with cidb’s prescripts Minimise the rate of fraud and corruptions

4.Promote uniformity of construction procurement systems in the organs of state

Improving infrastructure delivery

Goal statement


2013/14 Strategic Priorities

No.Strategic Outcome Oriented Goals

5.Monitoring the performance of the construction industry

Monitor and evaluate the performance of construction industry

6.Improve the performance of the sector, and value to clients

Promote contractor development; and Promote performance improvement

7.Improve the infrastructure delivery skills and management practices in the construction industry

Support the development of infrastructure delivery skills

8.Build, strengthen and maintain relationships with stakeholders

Facilitate information sharing amongst industry stakeholders to continuously improve the performance and growth of the sector

Goal statement


Programmes -

Key Focus Areas

2013/14


HighlightsConstruction Registration Service will focus on:Maintenance of an efficient registrations service (process and quality) and an efficient query resolutions process.Produce high standard of data quality in the registers.

Construction Industry Performance area of focus:Monitor and evaluate the performance of the construction industry through Construction Industry Indicator and quarterly monitors registers.Develop and promote construction best practice guides. Develop and implement the best practice registers in support of improving the performance of the industry.Support the development and promotion of infrastructure delivery skills by hosting the Post Graduate conference.


HighlightsProcurement and Delivery Management priority will be Enhancing the Infrastructure Delivery Management Toolkit and monitoring its implementation. The programme includes developing IDMT course material , roll out and annual evaluation of the application of IDMT report.Improvement and maintenance of the regulations to enhance procurement reform and delivery management. Improvement of construction procurement skills.Enforcing compliance to cidb regulations.


HighlightsProvincial offices and Contractor Development focus point: Implementation of the National Contract Development FrameworkMonitoring and evaluating the performance of the contractor development programme.Provide support through provincial offices to contactors ,clients and partners.

CEO’s office will be

Promoting the relationship with stakeholders through National and Provincial stakeholder forums.


MTEF Budget and Staffing


MTEF BudgetReconciling performance targets with the Budget and MTEF

Sub programme

Adjusted

appropriat

ion

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Growth and Contractor Development * 18,890 22,442 25,000 26,700 29,736 31,104 32,535

Construction Industry Performance 6,570 9,083 10,862 6,511 9,468 9,904 10,359

Procurement and Delivery management 9,236 11,349 12,386 11,466 10,769 11,264 11,783

Construction Registers Service 16,748 21,661 21,638 21,139 21,687 22,685 23,728

CEO's office 8,931 9,530 10,376 10,895 11,227 11,743 12,284

Other Objectives 28,665 29,611 29,611 37,613 40,000 41,840 43,765

Total 89,040 103,676 109,873 114,324 122,887 128,540 134,453

Economic classification

Current payments 89,040 103,676 109,873 114,324 122,887 128,540 134,453

Compensation of employees 44,285 52,867 51,553 55,677 77,102 80,648 84,358

Goods and services 40,485 46,463 58,320 58,647 45,785 47,892 50,094

Total 89,040 103,676 109,873 114,324 122,887 128,540 134,453

Expenditure outcomeMedium-term expenditure

estimate


StaffingProgrammes

Approved Positions

CEO’s Office 13

Corporate Services 52

Construction Industry Performance (CIP) 9

Procurement and Delivery Management (PDM)

9

Construction Registers Services (CRS) 64

Provincial offices and contractor development (PCD) 76

Total 223


Conclusion

The Accounting Authority has committed itself in providing effective oversight role to assist cidb to achieve its objectives in an effective and efficient manner.


THANK YOU


QUESTIONS

Documents

ci d b Presentation of the Strategic & Annual Performance Plans -