cidb Presentation of Annual Performance Plan to Minister

cidb Presentation of Annual Performance Plan to Minister 18 April 2012 development through partnership

Presentation Layout q q q Mission and mandate Organisational Structure Strategic Outcome Oriented Goals Core Programmes - Key Performance Summary MTEF Budget and Staffing Conclusion development through partnership

Mission q To direct and drive an integrated construction industry 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; development through partnership

cidb Mandate The mandate of the cidb is to: q Provide strategic leadership q Promote sustainable growth, reform and improvement of the construction sector development through partnership

Organizational Structure BOARD CHIEF EXECUTIVE OFFICER Programme Manager: Growth and Contractor Development Programme Manager: Construction Industry Performance Programme Manager: Procurement and Delivery Management Programme Manager: Construction Registers Service CFO and Programme Manager: Corporate Services development through partnership

Strategic Outcome Oriented Goals Cidb has 7 Strategic Outcome Oriented Goals : No. Strategic Outcome Oriented Goals Alignment with the Gov Priorities & Budget Vote 1. Provide leadership and support in the development of the emerging sector A skilled and capable workforce to support an inclusive growth path Gov Outcome: 5 2. Improve and maintain efficient registration services An efficient, effective and development oriented public service and empowered, fair and inclusive citizenship. Gov Outcome: 12 Enforce and monitor compliance with the cidb regulations and combat Fraud and Corruption in the construction industry Promote performance improvement of organs of state through improved legislation. Improved government’s procurement capability to combat fraud and corruption. 3. 4. Budget Speech Priority Efficient, competitive, responsive Gov Outcome: 6 economic infrastructure network development through partnership

Strategic Outcome Oriented Goals Cidb has 7 Strategic Outcome Oriented Goals : No. 5. 6. 7. Strategic Outcome Oriented Goals Alignment with the Gov Priorities & Budget Vote Performance Improvement supporting contractor development and value to clients. Improve the infrastructure delivery skills and management practices in the construction industry Build, strengthen and maintain relationships with stakeholders supported by comprehensive communication strategy. Improving infrastructure procurement and delivery capability. Budget Speech Priority A skilled and capable workforce to support an inclusive growth path Gov Outcome: 5 An efficient, effective and development oriented public service and an empowered fair and inclusive citizenship. Gov Outcome 12 development through partnership

Strategic Outcome Oriented Goals Cidb has 7 Strategic Outcome Oriented Goals : No. BUDGET (R) Ref to Strat Plan Provide leadership and support in the development of the emerging sector 26, 700, 000 -00 Page 15 Improve and maintain efficient registration services 21, 139, 000 -00 Page 15 Enforce and monitor compliance with the cidb regulations and combat Fraud and Corruption in the construction industry Promote performance improvement of organs of state through improved legislation. 5, 136, 000 -00 Page 16 5, 100, 000 -00 Page 17 STRATEGIC OUTCOME ORIENTED GOALS 1. 2. 3. 4. development through partnership

Strategic Outcome Oriented Goals Cidb has 7 Strategic Outcome Oriented Goals : No. STRATEGIC OUTCOME ORIENTED GOALS 5. Performance Improvement supporting development and value to clients. 6. 7. contractor BUDGET (R) Ref to Strat Plan 6, 181, 000 -00 Page 17 Improve the infrastructure delivery skills and management practices in the construction industry 1, 560, 000 -00 Page 18 Build, strengthen and maintain relationships with stakeholders supported by comprehensive communication strategy. 2, 211, 392 -00 Page 20 development through partnership

Strategic Outcome Oriented Goals Strategic Goal 1: The achievement of sustainable contractor development requires a strong partnership with clients and associations/ stakeholders to ensure appropriate impact. NCDP to be driven in partnership with the Provincial DPW and the Policy Unit of NDPW Strategic Goal 2: The process of improving the technology for quality service is a priority area and an exercise of enhancing the CRS system and electronic document management system (EDMS) is at the final stage and will assist in reducing the high risk of fraud in the processing of applications. Strategic Goal 3: The cidb will actively promote and intensify the mechanism of an Audit Blitz across the various levels of government as well as to consider the establishment of an inspectorate to further enforce its compliance mandate. Strategic Goal 4: The cidb will engage the external stakeholders in the promotion, identification and documentation of challenges for revisions and improvements to the cidb regulations. Strategic Goal 5: . The key instruments to support performance improvement, contractor development and risk management in procurement include the cidb Best Practice Contractor Recognition Scheme and the cidb Best Practice Project Assessment Scheme, which will be rolled-out incrementally in 2012/13. In particular, the cidb Best Practice Project Assessment Scheme will focus on providing opportunities for unemployed learners on projects, and for enterprise development through indirect targeting on construction projects. development through partnership

Strategic Outcome Oriented Goals Strategic Goal 6: Infrastructure delivery skills The cidb has been awarded an ESDA status, and successfully piloted the ESDA in 2011/12. A key focus for 2012/13 will now be to develop a business plan to sustain the ESDA in partnership with industry. Infrastructure delivery management practices Alignment of the Infrastructure Gateway System; the cidb Register of Projects and the Certification of the cidb Infrastructure Delivery Management Toolkit (IDMT) are the key features of the delivery management system which will be actively pursued during 2012/13 financial year. Strategic Goal 7: The cidb regulation stipulates that the Board must constitute a national stakeholder’s forum to inform it on matters that affect the development of construction industry. In addition to this, based on the recommendation of the first 5 year review, Provincial Stakeholder Workshops will be rolled out in order to reach out to a broader audience of stakeholders. development through partnership

Core Programmes Key Performance Information Summary 2012/13 development through partnership

Core Programmes Cidb has four core programmes viz : Programme 1: Growth and Contractor Development- focuses on promotion of enterprise development, investment and spending as the basis for a stable, developing industry and the participation of the emerging sector. Programme 2: Construction Industry Performance- focuses on improved performance 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. Programme 3: Procurement and Delivery Management- focuses on enhanced public sector construction procurement and infrastructure delivery management capability of public sector clients enabling efficient and effective delivery of quality infrastructure to the public. Programme 4: Construction Registers Services: focuses on Registration of contractors and both public and private sector projects. Regulation to effect improved performance and best practice of clients and suppliers. development through partnership

Key Performance Summary (GCD) Programme Expected outcome: Provide leadership and support in the development of the emerging sector. Key Performance Indicators: . No Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 1. Client awareness and capacitation sessions on NCDP Framework a and guidelines • Free State • Limpopo • Gauteng Client awareness and capacitation sessions on NCDP Framework and Guidelines • Mpumalanga • Kwazulu-Natal • Northern Cape Client awareness and capacitation sessions on NCDP Framework and Guidelines • Eastern Cape • Western Cape • North West Review and consolidation of the capacitation sessions 2. Scoping and service provider appointment Project inception and Pilot testing in three provinces (GP, KZN and WC) M&E Framework developed, updated and submitted to the Board and the NCDP Steering Committee for approval Roll-out of the M &E Framework and Client capacitation. development through partnership

Key Performance Summary (GCD) Programme Expected outcome: Provide leadership and support in the development of the emerging sector. Key Performance Indicators: . No 3 Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 PCDF held with 2 Client departments in each of the nine provinces: • Limpopo (Polokwane LM and PCDF held with 2 Client departments in each of the nine provinces: • Limpopo (Polokwane LM and DPW • Free State (NDPW and DR&T • Gauteng (DID and DR&T • Mpumalanga DPW and Emalahleni Municipality • Kwazulu-Natal DPW and DOT • Northern Cape DTRPW and Francis Baard Municipality • Eastern Cape (DRPW and COEGA IDZ • Western Cape DTPW and DHS • North West DPW and DOH development through partnership

Key Performance Summary (GCD) Programme Expected outcome: Provide leadership and support in the development of the emerging sector. Key Performance Indicators: No Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 4. Head Office to send criteria and timelines for projects to Construction Contact Centre’s for motivation to be compiled and interactions with stakeholders Head Office to receive and adjudicate projects from CCC and approve per province SCM appointments and 9 provincial projects to commence Annual Catalytic partnered project implemented per province (as per NCDP & CCC unit guidelines) 5. Contractor satisfaction report with actions and remedial measures for complaints development through partnership

Key Performance Summary (CIP) Programme Expected outcome: Performance Improvement supporting contractor development and value to clients. Key Performance Indicators: . No 1. Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 cidb Q 1 Quarterly Monitor published cidb Q 2 Quarterly Monitor published cidb Q 3 Quarterly Monitor published cidb Q 4 Quarterly Monitor published cidb Q 1 SME Survey published cidb Q 2 SME Survey published cidb Q 3 SME Survey published cidb Q 4 SME Survey published cidb Construction Industry Indicators (CIIs) published 2. Presentation at PCDFs held in each of the nine provinces Stakeholder Presentation at PCDFs held in each of the nine provinces 2 nd Draft H&S Practice Guide published Communication Sessions; KZN, FS 3. 1 st Draft H&S Practice Guide development through partnership

Key Performance Summary (CIP) Programme Expected outcome: Performance Improvement supporting contractor development and value to clients. Key Performance Indicators: . No 4. 5. Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 cidb Standard for Construction Skills Development Gazetted for public comment cidb Standard for Construction Skills Development Gazetted cidb Requirements for Construction Skills Development submitted to Board Assessment of roll-out and implementation of cidb Requirements for Construction Skills Development cidb Standard for Indirect Targeting for Enterprise Development Gazetted for public comment cidb Standard for Indirect Targeting for Enterprise Development Gazetted cidb Requirements for Indirect Targeting for Enterprise Development submitted to Board Assessment of roll-out and implementation of cidb Requirements for Indirect Targeting for Enterprise Development Youth in Construction / National Construction event supported ; Durban & Cape Town Youth in Construction / National Construction event supported; Gauteng development through partnership

Key Performance Summary (PDM) Programme Expected outcome: Enhanced compliance to construction procurement and infrastructure delivery management. Key Performance Indicators: . No Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 1. Identification of course material per module Consultation with stakeholders 2. Development of TOR for guidance on procurement and delivery Advertise, evaluate and appoint members to serve on Procurement Advisory Panel Development of draft course material Host first meeting Infrastructure Delivery Management Toolkit (IDMT) course material developed Consolidate the recommendations from committee on revision or amendments of prescripts Established Procurement Advisory Panel for guidance on procurement delivery 3. Compliance monitoring plan implemented development through partnership

Key Performance Summary (PDM) Programme Expected outcome: Enhanced compliance to construction procurement and infrastructure delivery management. Key Performance Indicators: . N o Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 4. Quarterly reports on investigations and prosecutions on cases of non-compliance, fraud and corruption 5. Consultation with stakeholders on the requirements for Transparency and integrity systems Continuation with consultation with stakeholders Investigation into the development of a draft anti – corruption model and investigation into system requirements for transparency and publication of information on the register of projects Draft Anti-corruption model developed Consolidation of inputs and recommendation to Executive Management development through partnership

Key Performance Summary (CRS) Programme Expected outcome: Effective and efficient registration processes. Key Performance Indicators: N o Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 1. 21 working days turnaround for contractor registration 2. 48 hour turnaround for administration of queries 3. 10 working day turnaround for correction of data errors Note: Targets are for Grades 2 to 9. There is fluctuation in volumes between quarters which is also influenced by client procurement cycles leading to upgrades and new applications. Less processing in December and January due to contactor shutdown. The 21 working day turnaround is regulated. development through partnership

Key Performance Summary (CRS) Programme Expected outcome: Effective and efficient registration processes Key Performance Indicators: No Quarter 1 Quarter 2 Quarter 3 Quarter 4 April – Jun 2012 July – Sept 2012 Oct – Dec 2012 Jan – March 2013 4 Preliminary review of Quick Guide for contractor registration Second review of Quick Guide for contractor registration Final Review report / revised Quick Guide for contractor registration produced Distribution of Quick Guide for contractor registration 5 Preliminary review of Quick Guide for contractor registration Final review report / revised Quick Guide for i. Tender-Ro. P produced Distribution of Quick Guide for i. Tender-Ro. P produced development through partnership

MTEF Budget and Staffing development through partnership

MTEF Budget Reconciling performance targets with the Budget and MTEF Programme Adjusted appropriation Expenditure outcome 20 2008/09 09/10 Growth and contractor development 15, 685 18, 890 Construction industry performance 6, 330 Procurement and Delivery management 2010 /11 Medium-term expenditure estimate 2011/12 2012/13 2013/14 2014/15 22, 442 25, 000 26, 700 29, 639 31, 714 6, 570 9, 977 10, 862 6, 511 11, 368 12, 163 9, 744 9, 236 11, 349 12, 386 11, 466 12, 269 13, 127 Contractor register services 15, 593 16, 748 21, 661 21, 638 21, 139 23, 154 24, 774 CEO's office 8, 283 8, 931 9, 530 10, 376 10, 895 11, 657 12, 473 Corporate Services incl CFO’s Office & Other Objectives 23, 707 28, 665 29, 611 37, 613 40, 246 43, 063 Total 79, 342 89, 040 104, 570 109, 873 114, 324 128, 333 137, 314 development through partnership

Staffing Programmes No of Existing Positions No of New Positions Total CEO’s Office 5 1 6 Corporate Services 16 2 18 CFO’s Office 28 0 28 69 0 69 7 0 7 8 0 8 66 0 66 199 3 202 Growth and Contractor Development (GCD) Construction Industry Performance (CIP) Procurement and Delivery Management (PDM) Construction Registers Services (CRS) Total development through partnership

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. development through partnership

THANK YOU development through partnership

QUESTIONS development through partnership