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Overview

Presentation to the Parliamentary Portfolio Committee on Public Works – cidb Strategic Plan March 2015 ACEO - Ms I Thumbiran. Overview. Vision, Mission & Values Mandate: w hy do we exist? External and Internal Environment: input into strategic planning Strategic Goals :

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Overview

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  1. Presentation to the Parliamentary Portfolio Committee on Public Works – cidb Strategic Plan March 2015ACEO - Ms I Thumbiran

  2. Overview • Vision, Mission & Values • Mandate: • why do we exist? • External and Internal Environment: • input into strategic planning • Strategic Goals: • what are we going to do? • Priority ProgrammeOutputs: • what and when will we do it? • Resources

  3. Vision, Mission & Values

  4. Vision Our vision is of a transformed construction industry that delivers sustainable value in a manner that is responsive to the socio economic needs of South Africa

  5. Mission We exist in order to create an inclusive, sustainable and competitive construction industry by regulating, developing and transforming the construction industry through monitoring and enforcement, standards and guidelines, capacity building and forging partnerships.

  6. Values Service Excellence | Integrity | Innovation | Leadership | Cooperation and Teamwork | Personnel Development

  7. Mandate

  8. Mandate • Strategic leadership to stimulate sustainable growth, reform and improvement of the construction sector • Sustainable growth and participation of the emerging sector in the industry • Improved performance and best practice • Uniform application of policy, uniform and ethical standards, construction procurement reform, improved procurement and delivery management • Monitoring and regulating the performance of the industry, including the Registration of Projects and Contractors Note: Simplified Mandate

  9. External Environment Planning Inputs

  10. External Environment • Transformation: • progress towards a transformed industry is slow • Industry performance: • delivering enhanced value to clients and society remains a focus • Client performance: • a standard approach to the management and delivery capability and capacity across the public sector is needed • Contractor development and participation of the emerging sector remains a key focus point • Corruption and collusion: • fraud, corruption and collusion is unacceptable

  11. Internal Environment Planning Inputs

  12. Culture Survey • Results of Culture Survey communicated earlier • SP and APP responds to the Culture Survey

  13. Five Year Review (draft) (i) • Stakeholders are generally appreciative and supportive of the role of the cidb in the industry • cidb is well regarded amongst stakeholders, and is seen as providing valuable guidance, leadership and direction to the industry • Its outputs are perceived as useful and relevant • However ……

  14. Five Year Review (draft) (ii) • However: • a common theme is that the cidb tends to place more emphasis on its role as an industry regulator rather than its leadership role • it often does not proactively monitor compliance to its prescripts, guidelines and regulations and usually reacts when issues are brought to its notice

  15. Five Year Review (draft); Extracts of Recommendations (i) • Conduct a review of the Act • Carry out a review of the organisational structure • Continue to strengthen decentralization • Strengthen internal legal resources • Strengthen communications with stakeholders on the cidb’s role and mandate • Direct the strategic foresight of the South Africa construction industry in line with the NDP and global challenges – act as an industry think tank • Implement phase 2 of the Registers: • Best Practice Project Assessment Scheme • Best Practice Contractor Recognition Scheme

  16. Five Year Review (draft); Extracts of Recommendations (ii) • Revisit the criteria for grading of contractors to ensure that both financial resources and technical ability are taken into consideration: • Best Practice Contractor Recognition Scheme • Investigate establishing minimum criteria for the registration of Grade 1 contractors • Implementation of the Register of Professional Service Providers • Provide leadership in a comprehensive NCDP with clear targets • Train client departments to utilise Best Practice Notes • Work closely with other research and higher education institutions and reinvigorate the concept of Centres of Excellence • Formation of an [SDA] is welcome and encouraged

  17. Strategic Goals

  18. Strategic Goals • Strengthen and enhance compliancewith cidbregulations to reduce construction risk, all forms of fraud and corruption in the sector • Build and capacitate in the industry to deliver quality infrastructure • Enhance transformationof the construction industry • Position the cidb as a knowledge authorityin the industry • Maintain financial sustainability • Provide an excellent service to the contractors and clients nationally • Optimiseorganisationaldesign that supports the effective delivery of the mandate • Strengthen and maintain good relationship with stakeholders through effective communication

  19. Strategic Goal 1: Strengthen and Enforce cidb Regulations • Revision of the CIDB Act: • internal review by end-July 2015 • Regulation, Standards, Code of Conduct: • ongoing review • cidb Register of Professional Service Providers (RoPSP) and PSP Recognition Scheme: • ongoing development • target implementation of RoPSP in 2016 • Integrity Management Systems: • roll-out of anti-corruption model for clients in 2015/16 • publish Standard for Integrity Management Systems for Contractors in 2015/16 (as part of Contractor Recognition Scheme)

  20. Strategic Goal 2: Build and Capacitate • Compliance and enforcement: • continue to implement compliance strategy • proactive and reactive components • Contractor development: • continue to strengthen contractor development • Performance improvement: • roll-out and implementation of cidb Best Practice Project Assessment Scheme • consider improvements to IDMS for application by all levels of government • nurture key partnerships in roll-out and training of infrastructure managers and professionals to use IDMS • feasibility of a Client Recognition Scheme • Skills Development: • roll-out and implementation

  21. Strategic Goal 3: Transformation Transformation of the construction remains an overarching focus within the cidb’s Strategic Plan and an overarching focus across all Programmes within the cidb • Regulation & Policy • Macro-economic / Business conditions: • grow the pie • Access to work / Participation: • redistribute the pie • Business factors: • enterprise development • Commitment

  22. Strategic Goal 4: Knowledge Authority • Performance monitoring: • continue with • cidb Construction Industry Indicators; • cidb Construction Monitor; • cidb SME Business Conditions Survey • cidb Compliance Monitor • Status Reports (Export Promotion and Labour & Work Conditions) • Research and development: • support and encourage postgraduate and research activities • Post-graduate Conference

  23. Strategic Goal 5: Financial Sustainability Reviewincome generation model opportunities to generate alternative revenue streams: • including the cidbBest Practice Fee

  24. Strategic Goal 6: Service Excellence • Continue focus on delivery of excellent service: • processing contractor applications within stipulated turnaround times • provide efficient and effective head office and provincial registration call centre service • improve head office and provincial office customer service levels • enhanced provincial service implementation/outreach and visibility • strengthen enabling environment to promote infrastructure delivery procurement uniformity and contractor development •  Integrity of registrations process: • increased focus • Customer satisfaction surveys: • ongoing and new surveys • monitoring of service delivery against targets

  25. Strategic Goal 7: Optimal Organisational Culture Addressing the outcome of the cidbCulture Survey, to inculcate a culture of high performance, employee satisfaction and to reduce the low staff morale

  26. Strategic Goal 8: Effective Communication Enhance communications strategy to ensure that cidb maintains good relationships with stakeholders

  27. Alignment with NDP, Government and Minister Priorities

  28. Alignment with NDP

  29. Alignment with DPW

  30. Alignment with Minister priorities

  31. Resources

  32. Staff • Structure is dependent on the proposed organizational design • Decentralisation business plan by July 2015

  33. Budget (Rk) • Note: 2015/16 and 2016/17 budget includes funding out of retained surplus

  34. Thank You

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