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BUDGET HEARING VOTE PRESENTATION TO THE PORTFOLIO COMMITTEE By BHEKI ZULU

BUDGET HEARING VOTE PRESENTATION TO THE PORTFOLIO COMMITTEE By BHEKI ZULU. VISION. To provide sustainable built environment professions, serving public and national interest.

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BUDGET HEARING VOTE PRESENTATION TO THE PORTFOLIO COMMITTEE By BHEKI ZULU

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  1. BUDGET HEARING VOTEPRESENTATION TO THE PORTFOLIO COMMITTEEByBHEKI ZULU

  2. VISION To provide sustainable built environment professions, serving public and national interest

  3. Mission Through leadership of the built environment professions , facilitate integrated development, whilst promoting efficiency and effectiveness

  4. VALUES Integrity We will carry out responsibility in an manner that will preserve and enhance the integrity of the organisation Transparency We recognise the CBE as a public entity and commit to provide reliable information to all our stakeholders Excellence We will endeavour to achieve the best possible standards in all we do Innovation We will continuously seek and employ better and more affordable solutions to meet the needs of our stakeholders

  5. STRATEGIC OBJECTIVES

  6. PROGRAMMES

  7. SACAP

  8. ECSA

  9. SACPVP

  10. SACLAP

  11. SACQSP

  12. CBE STRATEGY MAP AND CORPORATE SCORECARD • Built Environment performance • Stakeholder relationships • Govt support • Targeted spending • New revenue sources • Sustainable Funding • Research • Agenda • Structures • & Models • Professional • Development • Programme • Thought • Leadership • Legislation • Governance • Transformation • Finance & • admin • HR • IM • R&D • M&C • QMS • Capacity Building

  13. Through leadership of the BE professions, facilitate integrated development whilst promoting efficiency & effectiveness To provide sustainable built environment professions, servicing the public & national interest • Development • and • Innovation • People • Financial • performance • Customer/ • Stakeholder • relationships • Processes and • Systems • Financial viability & sustainability • Improve stakeholder relations • Ensure alignment with BE Prof. Councils • Ensure public protection regime • Thought leadership • Transform & consolidate regulatory framework • Intervene in improving performance of Skills Development pipeline • Strong governance processes • Efficient & effective internal processes to deliver customer value • Motivated & competent people • Increase revenue base • Effective use of funds • Productivity & cost control • Compliance with PFMA • Effective HRM processes • Effective leadership • Team based participative culture • Effective data management • Risk management • QMS in place • Clearly defined governance roles & structures • Continuous improvement process • SRM system • Adequate capacity to deliver • Sustainable supplier relations • Partnerships • R&D capability • Research agenda • New institutional model • Enabling legislation

  14. Development • and • Innovation • People • Customer/ • Stakeholder • relationships • Financial • performance • Processes and • Systems • Financial programme • Branding • Extended capacity • Public protection • SHE (safety, etc) • Create forums for BE councils • Participate in national/department initiatives • Quality management • Knowledge management • Career awareness • Bursary scheme • JIPSA projects • Academy/mentorship • Streamlined registration programme • Institutional development • Transformation • HR programme (external) • HR programme (internal) • Stakeholder satisfaction (>75%) • Complaints resolution (<10%) • Responsiveness to queries (2 days) • Preferred supplier list, value ranking & selection criteria • # partnerships established • 10 Research topics • Current vs new (50:50) • # New products, services, knowledge developed • Research papers published (2) • Keynote speaker appearances (2) • Projects related to D&I (2) • Process compliance (on time, within policy) • Compliance with quality standards (<10% rejection rate) • Accuracy of data (<1%) • Staff satisfaction index (>75%) • Organisational analysis (+3) • PDPs executed (100%) • Training expense % of staff costs (5%) • Staff retention (90% of 4/5’s • Absenteeism (<4%) • Revenue base increase (5%) • Levy collection (100%) • Cost containment (3%) • Reserve fund (50% of revenue increase into fund)

  15. SACPCMP The following mandated and business support programmes are identified to successfully carry out the statutory mandate of the Council.

  16. BUDGET • The summarised budget detailed below is derived from expected operational, salary and programming expenditures, which are informed by the detail project activities listed below. All the expenditures are based on a zero basis in support of the new dynamic strategy adopted by the CBE.

  17. Levy income is estimated levies charged from professional councils. The levy is estimated as follows:

  18. SACPCMP

  19. CHALLENGES • Transformation of the built environment sector • Lack of synergy between the CBE and professional councils • Inadequate funding • Poor achievements of set mandates • Inadequate protection of public

  20. CONCLUSIONS • Still lot of challenges in the built environment • Many opportunities for growth and significant impact on the economy • The need for the CBE and PC’s to work much closer together

  21. Q & A

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