cidb Strategic Plan; 2011/12 to 2015/16 - Amazon Web …pmg-assets.s3-website-eu-west-1.amazonaws.com/docs/... · cid S P 201112 201516 2 The Strategic Plan of the Construction Industry

Strategic Planof the Construction Industry Development Board

2011/12 to 2015/16

cidb | STRATEGIC PLAN | 2011/12 TO 2015/16

B

The vision of the cidb has been reviewed

and crafted to respond to the focus and

demand of the cidb and the industry. The

vision is supported by the mission as well as

the strategy which will be modified from time

to time to ensure achievement of the cidb’s

objectives for the future. The outcome of the

review was the “Vision 2012 and Beyond”

which reads as follows:

A dynamic, innovative and development

organisation that provides strategic leadership

and an efficient service to stakeholders,

leading to a transformed and competitive

construction industry that delivers quality

infrastructure, promotes economic growth, and

an organisation that is caring for its employees.

Vision - 2012 and Beyond

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; to strategically and deliberately

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 the

organisation.

Mission


1

Minister’s Foreword


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The Strategic Plan of the Construction Industry Development Board (cidb) sets out the strategic

direction for the cidb for the period 2012/13 to 2016/17.

After a period of substantial growth, the construction industry has until recently been in the midst of

a recession, accompanied by job losses and decreasing margins. Much of this recession has been

driven by the depressed global economic climate. This decreasing demand is impacting negatively

on the pace and depth of transformation within the industry, on contractor development and on skills

formation, and could even impact negatively on health and safety, construction quality, etc.

However, this situation is at a turning point.

In his 2012 State of the Nation Address, His Excellency President Zuma placed emphasis on, amongst

others, “a massive infrastructure development drive” for the year 2012 and beyond, which would

underpin economic growth and job creation, and would be pivotal in supporting enterprise development

and enhancing transformation of the construction industry. Key to this would be enhancing procurement

and delivery management systems for all public sector procurement.

The cidb will play an integral role in addressing the challenges that the industry currently faces, and the

opportunities that will arise through the government’s planned infrastructure investment programme.

Aligned to the cidb’s mandate, industry challenges and government priorities, this Strategic Plan

highlights the critical projects and programmes of the cidb, which are highlighted below.

The fast tracking of contractor development and transformation of the construction industry is a high

priority within the cidb. Central to this is the National Contractor Development Programme (NCDP),

whose objective is to increase the capacity, equity ownership as well as the quality and performance

of cidb registered contractors. The cidb will continue to develop best practices and guidelines for

contractor development and to implement the necessary monitoring and evaluation systems for the

NCDP.

Contractor development goes hand in hand with efficient public sector procurement and delivery

management systems, and in this Strategic Plan cidb will continue to develop and promote further

efficiencies in public sector procurement and delivery and to increase the level of standardisation

of practices and procedures. This will include investigations into the introduction of a cidb Standard

for an Infrastructure Gateway System which is aimed at ensuring projects are delivered on time, on

budget and to their intended value. The cidb is taking a very strong position on corruption and collusive

practices. And will to this end, also be introducing a transparency and integrity system for the South

African Construction Industry based on internationally recognised transparency models. The cidb will

step up the monitoring of compliance to the Code of Conduct for All Parties Engaged in Construction

Procurement and take strong action against transgressions.

Underpinning contractor development and efficient public sector procurement and delivery management

systems are the cidb Registers of Contractors and Projects, which serve as risk management and

development tools in construction procurement. In this Strategic Plan, the cidb will continue to focus

on delivering an efficient Construction Registers Service with a particular focus on improving public

sector compliance with the Register of Projects. Client compliance with the Register of Projects will

enable a deeper Government understanding of the impact of infrastructure spending and delivery

patterns on industry development and growth of the emerging sector. Furthermore, the cidb will


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Hon. Thembelani Nxesi (MP)

Minister of Public Works

Date:

continue to monitor the Construction Registers Service in terms of related legislation, developments in

the construction industry and the state of the economy. This will ensure that registration requirements

are correctly aligned and adequately supportive of the emerging sector.

Finally, this Strategic Plan highlights the need to effectively interact with stakeholders through the

National Stakeholder Forum as legislated in the cidb Act, and through Provincial Stakeholder Workshops.

I thank the new Board, the Acting Chief Executive Officer, senior management and staff of the cidb for

their commitment in compiling this Strategic Plan. I am confident that the set Strategic Oriented Goals

in this Strategic Plan will be achieved and will have a positive impact in the construction industry.


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Official Sign-off

It is hereby certified that this Strategic Plan:

• Was developed by the management of the Construction Industry Development Board (cidb) under

the guidance of the Department of Public Works.

• Takes into account all the relevant policies, legislation and other mandates for which the cidb is

responsible.

• Accurately reflects the strategic outcome oriented goals and objectives which the Construction

Industry Development Board (cidb) will endeavour to achieve over the period of period 5 years.

Bheki Zulu

Acting Chief Financial Officer Signature:

Johannes Makhubela

Risk and Governance Officer Signature:

Peter Mongwenyana

Acting Chief Executive Officer Signature:

Approved by:

Thembelani Thulas Nxesi MP

Minister of Department of Public Works Signature:


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Contents

Minister’s Foreword 01

List of Abbreviations 06

Part A: Strategic Overview 09

1 Vision (Vision 2012 and Beyond) 10

2 Mission 10

3 Values and Aspirations 10

4 Legislative Framework and Supporting Interventions 10

5 Policy Mandate 11

6 Situational Analysis 12

6.1 Performance Environment 12

6.2 External Environment 13

6.3 Internal Environment 13

6.4 Organisational Environment 14

7 Description of Strategic Planning Process 15

8 Strategic Outcomes Oriented Goals 16

8.1 Provide Leadership and Support in the Development of the Emerging Sector 16

8.2 Improve and Maintain Efficient Registration Services 16

8.3 Enforce and Monitor Compliance with the cidb Regulations and Combat Fraud

and Corruption in the Construction Industry 16

8.4 Promote Performance Improvement of Organs of State through Improved Legislation 17

8.5 Performance Improvement supporting Contractor Development and Value to Clients 17

8.6 Improve the Infrastructure Delivery Skills and Management Practices in the Construction Industry 18

8.7 Build, Strengthen and Maintain Relationships with Stakeholders supported by

Comprehensive Communication Strategy 19

Part B: Strategic Overview 20

Programme 1: Growth and Contractor Development 21

Programme 2: Construction Industry Performance 27

Programme 3: Procurement Delivery and Management 34

Programme 4: Construction Registers Services 41

Programme 5: Chief Executive Officer’s Office 45

9 Resource Considerations 47

10 Risk Assessment 50


6

List oF ABBreViAtions


7

A-G Auditor-General

APP Annual Performance Plan

BAC Bid Adjudication Committee

BEC Bid Evaluation Committee

BER Bureau for Economic Research

BPCRS Best Practice Contractor Recognition Scheme

BRT Bus Rapid Transit System

CCC Construction Contact Centres

CD Contractor Development

CDP Contractor Development Programme

CE Civil Engineering (a class of works used in the cidb grading system)

CEO Chief Executive Officer

CETA Construction Education Training Authority

cidb Construction Industry Development Board

CII Construction Industry Indicator

CIOB Chartered Institute of Building

CIP Construction Industry Performance (a cidb Programme/Department)

CMS Construction Management System

CRS Contractor Registers Services (a cidb Programme/Department)

DBSA Development Bank of Southern Africa

DPW Department of Public Works

EDMS Electronic Document Management System

ESDA Employment and Skills Development Agency

FHU Fort Hare University

FIDIC Federation Internationale Des Ingenieurs-Conseils

(International Federation of Consulting Engineers)

GB General Building (a class of works used in the cidb grading system)

GCC General Conditions of Contract

GCD Growth and Contractor Development (a cidb Programme/Department)

GDP Gross Domestic Product

HOD Head of Department

HR Human Resources

IDC Industrial Development Corporation

IDIP Infrastructure Delivery Improvement Programme

ILO International Labour Organisation

JBCC Joint Building Committee Contract

i-Tender cidb software-based medium through which tenders must be advertised by clients,

mandatory for all public sector infrastructure projects

i-Tender RoP combined i-Tender medium and the Register of Projects(see RoP later)

MoU Memorandum of Understanding

NCDP National Contractor Development Programme

NEC New Engineering Contract

NEF National Empowerment Fund

NSF National Stakeholder Forum (check if not National Skills Fund)

OHS Occupational Health and Safety

OHSA Occupational Health and Safety Act

OHSC Occupational Health and Safety Committee

PCDF Provincial Contractor Development Forum


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PDM Procurement and Delivery Management (a cidb Programme/Department)

RoC Register of Contractors

RoP Register of Projects

RoPSP Register of Professional Service Providers

R&D Research and Delivery

PG Post Graduate

PPC Parliamentarian Portfolio Committee

SABS South African Bureau of Standards

SAWIC South African Women in Construction

SBSA Standard Bank of South Africa

SCM Supply Chain Management

SEDA Small Enterprise Development Agency

SME Small Medium Enterprise

SOE State Owned Enterprises


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PArt A:strAtegiC oVerView


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1. Vision (Vision 2012 and Beyond)

The vision of the cidb has been reviewed and crafted to respond to the focus and demand of the cidb

and the industry. The vision is supported by the mission as well as the strategy which will be modified

from time to time to ensure achievement of the cidb’s objectives for the future. The outcome of the

review was the “Vision 2012 and Beyond” which reads as follows:

A dynamic, innovative and development organisation that provides strategic leadership and an efficient

service to stakeholders, leading to a transformed and competitive construction industry that delivers

quality infrastructure, promotes economic growth, and an organisation that is caring for its employees.

2. Mission

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; to strategically and deliberately

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 the organisation.

3. Values and Aspirations

The cidb is a catalyst for change, promoting best practice across the industry. It ensures that our

industry grows, that it reflects and delivers the aspirations of all South Africans, that it embraces a

culture of continuous innovation, that it delivers value for money to clients, financiers and end-users

and that it prospers in the regional and global economy.

The cidb promotes partnerships with stakeholders and organisations to realise the integral objectives

of industry development, namely growth, delivery, performance, capability and empowerment.

Underpinning the cidb’s role and influence is its dynamic relationship with the Department of Public

Works, which champions construction industry development within government and provides leadership

as a best practice client and an enabler.

4. Legislative Framework and Supporting Interventions

There have been no significant changes to the cidb’s legislative and other mandates.”

TThe strategic policies directing the cidb’s priorities around its confluence of focus on growth, delivery,

performance, capability and empowerment are captured in many government initiatives and other

documents, including but not limited to:

• The White Paper on Creating an Enabling Environment for Reconstruction, Growth and

Development in the Construction Industry (1999);

• SA Construction Industry Status Report (2004);

• Broad-Based Black Economic Empowerment Act (2003); and

• The Constitution of the Republic of South Africa (Act 108 of 1996);

• The Accelerated and Shared Growth Initiative for South Africa (2005)

• The previous and current versions of the Medium Term Strategic Framework;

• Phase 2 of the EPWP;


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• National Treasury Regulations

o Public Finance Management Act

o Municipal Finance Management Act

o Preferential Procurement Policy Framework Act

• Division of Revenue Act (DORA)

• King II Report and future improvement into King III

• South African Standards of Generally Accepted Accounting Practices

• Standards of Generally Recognised Accounting Practices

• Public Audit Act

• Construction Industry Development Board Act

• Income Tax Act

• Labour Relations Act

• Employment Equity Act

• Basic Conditions of Employment Act

5. Policy Mandate

The Construction Industry Development Board (cidb) is a Schedule 3a public entity established to

provide leadership to stakeholders and to stimulate sustainable growth, reform and improvement of the

construction sector for effective delivery and the industry’s enhanced role in the country’s economy. In

terms of the Public Finance Management Act, the Board is the Accounting Authority, responsible to the

Minister of Public Works as the Executive Authority. The Board submits its annual business plan and

budget for approval by the Minister.

The role of the cidb in the construction industry is based on its mandate. The mandate on its own will

not achieve much without a clearly articulated list of targets and a strategy with realistic milestones

detailing how the cidb will deliver on its mandate. As expected, the strategy should be supported

by adequate and appropriate resources and systems that are able to respond to the strategic and

operational demands to achieve the set targets and objects.

The mandate of the cidb is to:

a. Provide strategic leadership to construction industry stakeholders to stimulate sustainable

growth, reform and improvement of the construction sector;

b. Promote sustainable growth of the construction industry and the participation of the emerging

sector in the industry;

c. Determine, establish and promote improved performance and best practice of public and

private sector clients, contractors and other participants in the construction delivery process;

d. 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;

e. Develop systematic methods for monitoring and regulating the performance of the industry and its

stakeholders, including the registration of projects and contractors.


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6. Situational Analysis

After a period of substantial growth, the construction industry is currently in the midst of a recession,

accompanied by increasing tendering competition, job losses and decreasing margins. This decreasing

demand is impacting negatively on the pace and depth of transformation within the industry, and on

contractor development and skills development. Furthermore, the decreasing demand could impact

negatively on health and safety, construction quality, etc. Against this background, and notwithstanding

these challenges, it is recognised that a key priority is to take the emerging sector forward in South

Africa’s development agenda.

The construction industry also continues to be faced with challenges to address short-term shortages

of scarce and critical skills, as well as to comprehensively address challenges to restore or replace

the longer-term skills pipeline that produces the wide range of skills required by the construction and

engineering industries. In partnership with industry stakeholders, the cidb continues to develop and

implement a skills strategy for the industry – including both procurement skills as well as skills for

construction and maintenance of infrastructure.

The Construction Registers Service is a key component of public sector procurement in South Africa.

The business environment is challenging for contractors who find it difficult to maintain and improve

their registration with the cidb. Work done by the cidb in the 2011/2012 year included the development

of Regulation amendments designed to ease the burden on contractors with regard to registration. In

this regard a consultation process is currently underway with the NDPW’s policy unit. The focus for the

2012/2013 year will be on the continued implementation of the Regulations with the service amendable

to contractors so that they benefit from the improved registration requirements.

The Register of Projects supports the publication of information in the award of projects and serves

to assist contractors when upgrading with the cidb. It also forms the basis for the implementation of

the Best Practice Project Assessment Scheme designed to drive and enhance skills development,

enterprise development and improved performance.

The industry should not despair. Government’s commitment to infrastructure development will improve

the current situation in the industry, and is receiving urgent focus at the highest levels. Substantial

demand exists in energy generation, water, waste water treatment, various municipal infrastructure

projects, maintenance of public infrastructure as well as numerous private sector projects – which are

translating into opportunities for the industry.

6.1 Performance Environment

The Construction Registers Service plays a pivotal role in the delivery environment specifically in the

public sector procurement in South Africa. The Contractors in the construction industry experience

challenges and find it difficult to uphold and upgrade their registration with the cidb. In the 2011/2012

financial year, the cidb worked on the development of Regulation amendments designed to ease the

burden on contractors with regard to registration. The focus for the 2012/2013 financial year will be

on the continued implementation of the Regulations with the service amendable to contractors so that

they benefit from the improved registration requirements.


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The cidb will continue to work with all its stakeholders to ease the trading conditions and ensure that the

slow allocation of projects and payment delays that impact negatively on the business environment are

improving. This will be done through execution of projects such as the development of draft legislation

to improve payment delays on construction project to provision of the required support and guidance

in the development of a delivery management system for use in the public sector.

Mitigation of fraud and corruption in the construction industry needs to be continually given attention by

running awareness workshops, conducting forensic investigations and instituting disciplinary hearings

to make positive impact and assist in the reduction of future criminal tendencies. This exercise requires

adequate human and financial resources. With the current rate of funding, the cidb will be constrained

to achieve much in this regard.

In addition, the cidb will continue to address the various demands of the construction industry by

providing support for contractor development, upgrading the CRS system, reviewing the cidb

legislation, addressing skills shortage and developing a communication strategy. The cidb has identified

the following external and internal environment areas that require attention in the new financial year:

6.2 External environment:

• Skills development in the construction industry - The construction industry is faced with

challenges to address and restore skills required by the construction and engineering industries.

In partnership with industry stakeholders (including the DPW and its entities), the cidb continues

to develop and implement a skills strategy for the construction industry.

• Sustainable growth of the emerging sector - Transformation of the construction industry

continues to remain a priority. Slow allocation of projects and payment delays by both private

and public sector clients is having a negative impact on the growth and sustainability of the

emerging sector. The cidb is working with stakeholders to ensure that these conditions are

improved, and to enhance the sustainable growth of the emerging sector.

• Enforcement and compliance monitoring of the cidb regulations and combating of Fraud

and Corruption in the construction industry – Mismanagement, fraud and corruption is

common during the planning and implementation phases of construction projects. The cidb

has aligned its strategic objectives with the Government priority to fight against the increasing

fraud and corruption in the public sector. As in previous financial years, the cidb will continue

to actively promote the reporting of cases of non-compliance to the cidb prescripts and Code

of Conduct. In this regard consideration will be given to the creation of an active inspectorate

function which will require additional resources, both financial and human.

6.3 Internal environment:

• Effective implementation of the Register of projects – The Register of Projects is not

effective as intended due to non-compliance and poor quality of data captured by clients when

registering the projects. The cidb will be monitoring compliance and improvements in quality of

data captured as well as production of statistics and issuing of reports for compliance.

• Development and implementation of the Communication Strategy. The cidb’s

Communication Unit renders services to all projects/ programmes to promote the stakeholder

goodwill and create the positive image of the cidb. The cidb is in the process of reviewing and

finalising the comprehensive communication strategy for implementation.


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6.4 Organisational Environment

Operational Focus

The cidb is a knowledge-based organisation with credible expertise required to provide a strategic

direction to the industry at all times. The focus will be to continue capacitating the organisation with

qualified personnel and to minimise dependency on consultants in order to maintain a critical balance

between internal and external resources. To support the long-term objectives of internal capacitation,

the cidb emphasize through SLA’s with identified specialist service providers the capacitation of staff

to ensure knowledge transfer.

The cidb will continue focusing on the quality of service rendered in view of the risks identified through

various programmes as well as the queries that are received from contractors and other stakeholders.

The organisational structure will be continually reviewed and all vacant positions will be filled with suitably

qualified personnel. The developed strategy is aimed at capacitating the internal staff, transferring skills

and mapping personal development programme (PDP) with skills audit findings.

The cidb will support the NDPW’s Strategic Plan and focus with regards to providing opportunities for

people with disabilities and support to women and youth as contractors.

cidb Operational Structure

The cidb operates in an integrated and cross-cutting manner through individual Programmes presented

below:

i) Operational/Core Programmes

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 Managemen t- 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.

ii) Support Programmes:

Programme 5: Chief Executive’s Office focuses on:

• overall strategic leadership, risk management and corporate governance in support of the

Board;

• marketing, stakeholder consultations and communications.


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Programme 6: Corporate Services, responsible for:

• financial management including registers fees;

• human resource administration;

• supply chain management;

• information technology.

7. Description of strategic planning process The procedure followed in the strategic planning process is summarised as follows:

Step 1 Commitment analysis Arrange the strategic workshop to review the mandate, set

out the strategic outcome oriented goals and determine

the timeframes. Top management’s commitment must be

emphasised.

Step 2 Stakeholder’s analysis Determine all interested stakeholders, i.e Board members,

cidb strategic stakeholders to discuss and obtain guidance

on political outcomes (Government outcomes)

Step 3 Vision formulation Formulate the new vision by determining where cidb wants

to be in the future and provide idealistic direction.

Step 4 Mission Statement Formulate the cidb’s fundamental purpose and its reason for

existence.

Step 5 Functional analysis Evaluate activities and their purpose. Identify its linkages with

other programmes and prioritise them.

Step 6 Situational Analysis Scan external and internal environment and perform a SWOT

analysis.

Step 7 Formulate Objectives Identify what needs to be achieved and state the

performance indicators as well as the targets for

achievements. Allocate the deliverables to relevant

programmes

Step 8 Alignment of

objectives with

Government priorities

Ensure that strategic oriented goals and objectives

are aligned with the Government’s Strategic priorities ,

Presidential Outcomes and NDPW priorities

Step 9 Costing the plan Evaluate the MTEF allocations and cost each strategic

objective. Amend the budgets for affordability.

Step 10 Compiling the

Strategic Plan

Record all discussions/contributions from participants

and appoint a coordinator to run the process. Compile the

first draft and submit to DPW by end of August each year

together with the Materiality Framework, Fraud Prevention

Plan and the Strategic Risk register.

Workshops the first draft plan internally and obtain inputs on

the draft plan. Incorporate all the inputs and prepare the final

draft to be submitted to DPW by end of November each year.

Distribute / workshop the final draft internally and obtain the

final inputs to be incorporated in the Final Strategic Plan.

Compile the Final Strategic Plan to be submitted to DPW by

end of January each y


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Step 11 Approval Submit the final Strategic Plan to the Minister for approval

and table in Parliament.

Step 12 Implementation Communicate the Strategic Plan to all cidb staff members.

Step 13 Revision Adjust the plan annually to circumstances and improve

through feedback. Base the adjustments on targets achieved

and evaluate the progress regularly

8. Strategic Outcomes Oriented Goals

8.1 Provide leadership and support in the development of the emerging sector

The support mechanisms towards development of contractors is one of the areas of focus that the

cidb should drive to lead and support previously disadvantaged contractors and ensure increased

emerging sector participation. The achievement of sustainable contractor development requires

a strong partnership with clients and associations/ stakeholders to ensure appropriate impact. The

NCDP is a programme driven by cidb in partnership with the Provincial DPW and the Policy Unit of

the National Department of Public Works. The NCDP programme integrates and profiles the required

success factors and implementation platforms/ guidelines of support towards sustainable targeted

contractor development. Provincial NCDP forum meetings have been established in all provinces and

it is envisaged that these forums will gain further relevance and prominence in 2012/13, and shall feed

into the National NCDP Steering Committee with regard to monitoring and reporting on progress.

8.2 Improve and maintain efficient registration services.

The Construction Registers Service is technology centric and harnesses the potential of information

technology as a key enabler to deliver a high quality service to stakeholders.

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. The use of appropriate

software is crucial to ensure a seamless and integrated service. It is also a key factor leading to the

processing of applications within the prescribed 21 working day turnaround time. The CRS Programme

will therefore continually and systematically ensure that the software systems are appropriate to support

the Registers and its application in public sector procurement. The Register of Projects supports the

publication of information in the award of projects and serves to assist contractors when upgrading

with the cidb. It also forms the basis for the implementation of the best practice project assessment

scheme designed to drive performance improvement.

8.3 Enforce and monitor compliance with the cidb regulations and combat Fraud and

Corruption in the construction industry.

Public sector infrastructure projects are a major contributor to economic growth and poverty reduction.

However mismanagement and corruption during planning, implementation and monitoring of

construction projects can undermine the expected social and economic benefits.

The cidb has aligned its strategic objectives with the Government priority to fight against the increasing

fraud and corruption in the public sector. As in previous financial years, the cidb will continue to actively

promote the reporting of cases of non-compliance to the cidb prescripts and Code of Conduct. A


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strategy developed to reactively investigate and report on such cases will continue to be implemented

and reports published on the cidb website. In response to a pro-active stance on corruption in the

industry, the cidb will actively pursue the following key activities in the effort to curb corrupt and

fraudulent practices:

a) Promote and intensify the mechanism of an Audit Blitz across the various levels of government,

which serves as spot checks to audit and report non-complying clients to the Office of the

Auditor-General. Fines and penalties for guilty parties will continue to be administered.

b) The cidb is considering the establishment of an inspectorate to further enforce its compliance

mandate. The inspectorate will entail conducting and reporting on audits of the application of

the cidb prescripts on projects, including site inspections.

c) The introduction of transparency requirements in the life cycle of an infrastructure project will

further intensify scrutiny for accountability and responsibility for decisions and actions by public

sector officials. The development of a South African CoST Model, based on an internationally

recognised transparency initiative for the global construction industry will improve the

competitiveness and attractiveness of the South African construction economy locally and

internationally. The cidb Register of Projects will be significantly expanded to accommodate

the publication of the required project information in alignment to the Infrastructure Gateway

System (IGS) currently being piloted on provincial infrastructure projects.

8.4 Promote performance improvement of organs of state through improved legislation.

The cidb will continuously engage on cross-programme activities and external stakeholder engagements

in the promotion, identification and documentation of challenges for revisions and improvements to the

cidb regulations. The process and practice of promoting uniformity within the organs of state in their

procurement system will continue in the current financial year covering the following areas:

a) The cidb Standard for Uniformity in Construction Procurement which establishes

requirements for procurement within the construction industry are aimed at bringing about

standardisation and uniformity in construction procurement documentation, practices and

procedures.

b) The cidb Register of Contractors which requires an organ of state to award construction works

contracts only to contractors who are in passion of a suitable contractor grading designation,

based on their financial and works capabilities,

c) The iTender System for the advertisement of tenders on the cidb website in a searchable data

base which automatically notifies tenderers of tenders opportunities by means of an sms or

email,

d) The reporting on the cidb website the award /cancellation / termination of projects on the cidb

Register of Projects,

e) A Code of Conduct for all parties engaged in construction procurement which regulates the

actions, practices and procedures of parties engaged in construction contracts.

8.5 Performance Improvement supporting contractor development and value to clients.

Monitoring the performance of the industry remains a priority of the cidb so as to:

• inform stakeholders about the status of the performance and development of industry; and

• inform and support decision making and policy development within the cidb.


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An increasing focus for 2012/13 will be to introduce systems for monitoring employment in the industry,

as well as public sector spending against budget.

The key for raising the performance of the industry is to set minimum industry competence standards

for contractors, to encourage the uptake of Construction Management Systems, and to provide a track

record of a contractor’s performance. Furthermore, as identified in the cidb report Construction Quality

in South Africa; A Client Perspective, a key contributor to poor quality is often an inability to match the

capabilities of a contractor to the requirements of a project – reinforcing the need for risk management

systems that will recognise the capabilities and performance of contractors. 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.

8.6 Improve the infrastructure delivery skills and management practices in the construction

industry.

Infrastructure delivery skills

The construction industry continues to be faced with challenges to address short-term shortages of

scarce and critical skills, as well as to comprehensively address challenges to restore or replace the

longer-term skills pipeline that produces the wide range of skills required by the construction and

engineering industries. The cidb report Skills for Infrastructure Delivery in South Africa report identifies

several recommendations and actions, including the need for the establishment of an Employment

Skills Development Agency (ESDA) for providing experiential learning opportunities to learners. 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. (Note

that the ESDA will work ‘hand-in-hand’ with the proposed cidb Requirements for Construction Skills

Development that will be rolled-out in 2012/13 as part of the cidb Best Practice Project Assessment

Scheme creating opportunities for learners on construction projects.)

Infrastructure delivery management practices

The cidb has continued to provide much needed support and guidance in the development of

a delivery management system for use in the public sector. As an outcome of the Infrastructure

Delivery Improvement Programme (IDIP), the cidb has developed the 2010 Infrastructure Delivery

Management System (IDMS). The 2010 Infrastructure Delivery Management Toolkit (IDMT) was

successfully launched in October 2010 and is structured to align Government’s expenditure cycles into

the planning, delivery, operation and maintenance of infrastructure.

These expenditure cycles are embedded into the IDMS Toolkit’s three key Delivery Processes, namely,

Portfolio Management (including Planning and Programme Management), Project Management and

Operations and Maintenance.

A key feature of the 2010 IDMS is the introduction of the cidb Infrastructure Gateway System (IGS)

and the alignment to current legislative requirements required in the Government Immovable Asset

Management Act (GIAMA) as well as the cidb prescriptions for construction procurement.


19

The following key features of the delivery management system will be actively pursued during this

financial year, in the drive for value for money improvements in public sector procurement and delivery:

a) Alignment of the Infrastructure Gateway System and the cidb Register of Projects for the

publishing of information related to the key deliverables at selected stages of the infrastructure

life cycle.

b) Draft legislation to support a Gateway Review process.

c) Certification of the cidb Infrastructure Delivery Management Toolkit (IDMT) to further promote

professionalisation, standardisation and uniformity of public sector procedure and process

d) The adversarial nature of the South African Construction Industry is a key factor that discourages

the adoption of modern best practices in construction procurement. Alternative delivery models

will be identified for adaptation and customised for inclusion in the cidb prescripts.

e) The pursuance of value for money in construction requires that the cidb provides adequate

guidance in the management of risks related to project outcomes when appointing professional

service providers and contractors. Clients cannot rely on cidb contractor grading designations

and unsubstantiated claims as to capability and capacity, particularly on the higher value and

more complex projects. The evaluation of quality alongside price and preference will be pursued

to form an integral part of the selection process.

f) The piloting, establishment and operation of a Register of Professional Service Providers to link

the quality and performance of professionals to the construction works

g) Development of draft legislation to improve payment delays on construction projects .

h) Investigation into draft legislation to support Adjudication as a best practice for dispute

resolution

8.7 Build, strengthen and maintain relationships with stakeholders supported by

comprehensive communication strategy.

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 have been established in

order to reach out to a broader audience of stakeholders. The area of focus will now be to implement

a communication strategy to support all projects/ programmes to address stakeholder’s concerns and

disseminate cidb’s initiatives without the risk of confusing stakeholders with intention of promoting

a positive image of these programmes as well as overall corporate image. The strategy will cover

the review process of the internal communications, external communications, media liaisons,

communication protocols and brandings. An enhanced communication approach will also be used to

prepare, package and disseminate relevant critical information to stakeholders.


20

PArt B: strAtegiC oBjeCtiVes


21

Programme 1: Growth and Contractor Development (GCD)

The Growth and Contractor Development (GCD) Programme’s strategic objectives are informed by

and derived from the cidb mandate, and are focused within the context of the strategic intent to

elevate enterprise and contractor development. It seeks to improve the effectiveness of cidb initiatives

towards support and increased emerging sector participation, and to extend the reach of Contractor

Development utilising the partnered provincial cidb offices (Construction Contact Centres) which also

report into the GCD programme.

Unit Enterprise Development:

The unit is mandated to design and drive the implementation of a standard Contractor Development

Framework that must uniformly apply throughout South Africa in respect of registered contractors.

Specifically the mandate is to:

a. Provide strategic leadership, advice and assistance to government bodies and willing

stakeholders, to implement contractor development programmes in terms of a National

Contractor Development programme (NCDP) Framework

b. Promote uniform application of principles of contractor development in all spheres of

government and promote uniform and ethical standards, construction procurement reform,

and improved procurement and delivery management – including guidelines

c. Develop systematic methods for monitoring and regulating the performance of the contractors

and other major stakeholders in contractor development programmes and mainstream

procurement.

d. Facilitate a process for provinces to agree on National and Provincial Targets for Empowerment,

Capacity, Quality & Performance, and workforce skills using the registers and NCDP guidelines.

e. Facilitate linkages between Government development programmes to each other, and to

industry initiatives, to achieve development as well support and opportunities

f. Promote industry contribution to black economic empowerment by using mechanisms that

recognise companies BEE contributions e.g. preferencing

g. Explore the promotion of improved SMME performance (quality, health and safety, etc.)

through mechanisms such as phase II of the registers, linked to preferencing and recognition/

accreditation.

h. Partner with provinces in rolling out the NCDP via CCC’s and Provincial CD Forum meetings.

The mandate includes:

• overall programme management of the National Contractor Development Programme (NCDP);

and

• providing guidelines and support to clients on Contractor Development through provincial cidb

offices (CCC’s).

Unit: Provincial partnered cidb Offices (Construction Contact Centres)

• Efficient Registration Service

Cidb provincial offices are the entry point for registrations and register Grade 1’s within 48hrs

and Grade 2 to 9 within 21 working days.

• Promotion of contractor development within public sector spheres

The NCDP framework provides for guidelines for implementation of contractor development

and procurement models in support of achieving Contractor Growth and Development in

alignment to the NCDP objectives. The CCC’s to this end offer support to clients and provide

platforms for engaging, sharing and implementing the NCDP.

21


22

• Upskill and capacitate cidb provincial offices

Additional and focussed resource is critical for service delivery in the cidb provincial offices.

Similarly space planning and remodelling the CCC’s is critical, especially as more extensive

and efficient services and support are offered.

• Prioritise National DPW for cidb compliance

Focus should be on key partners in implementation of contractor development.

• Promote use of contractor incubation models in CD implementation

The NCDP espouses various good practice models and guidelines for contractor development

implementation. One of the models is the incubation model that will be promoted and take

prominence proposed as in house or out sourced options of client support to contractors.


23

Pur

pos

eTo

imp

rove

the

effe

ctiv

enes

s an

d e

xten

d t

he r

each

of C

ontr

acto

r D

evel

opm

ent

sup

por

t th

roug

h ou

trea

ch a

nd e

ffect

ive

and

effi

cien

t su

pp

ort

from

pro

vinc

ial p

artn

ered

cid

b o

ffice

s (C

CC

’s) a

nd t

o st

imul

ate

the

role

of i

ndus

try

and

sta

keho

lder

s fo

r m

eani

ngfu

l em

pow

erm

ent

and

imp

rove

d

cont

ract

or s

usta

inab

ility

and

per

form

ance

.

Ob

ject

ive

Sta

tem

ent

Pro

visi

on o

f lea

der

ship

and

sup

por

t to

the

pub

lic s

ecto

r an

d o

ther

sta

keho

lder

s in

the

dev

elop

men

t of

pre

viou

sly

dis

adva

ntag

ed c

ontr

acto

rs.

Key

Pol

icy

Prio

rity

Sup

por

t to

con

trac

tor

dev

elop

men

t an

d in

crea

sed

par

ticip

atio

n of

the

em

ergi

ng s

ecto

r

Str

ateg

ic O

utco

me

Orie

nted

G

oal

Pro

vid

e le

ader

ship

and

sup

por

t in

the

dev

elop

men

t of

the

em

ergi

ng s

ecto

r

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

1.1

Sus

tain

able

G

row

th o

f C

ont

ract

ors

: N

CD

P

Fram

ewo

rk

imp

lem

enta

tion

Nat

iona

l C

ontr

acto

r D

evel

opm

ent

Pro

gram

me

(NC

DP

) Fr

amew

ork

docu

men

t.

1 x

revi

sed

ever

y 2

year

s, N

CD

P

Fram

ewor

k fo

cusi

ng

on c

ontr

acto

r de

velo

pmen

t str

ateg

y an

d im

plem

enta

tion

plan

.

Con

tinuo

us

mon

itorin

g an

d

eval

uatio

n

Rev

ised

an

d B

oard

-en

dors

ed

NC

DP

by

May

20

11.

1 x

Rev

ised

N

CD

P

Fram

ewor

k ap

prov

ed b

y N

CD

P S

teer

ing

Com

mitt

ee o

n or

be

fore

Sep

tem

ber2

013

1 x

Rev

ised

N

CD

P

Fram

ewor

k ap

prov

ed b

y N

CD

P S

teer

ing

Com

mitt

ee in

or

befo

reS

epte

mbe

r 20

15

Clie

nt

depa

rtm

ents

ge

neric

NC

DP

aw

aren

ess

and

ca

paci

tatio

n w

orks

hop

1 x

Wor

ksho

p in

vitin

g al

l Clie

nt D

epar

tmen

t in

eac

h of

the

nine

pr

ovin

ces

cond

ucte

d

on N

CD

P F

ram

ewor

k an

d G

uide

lines

aw

aren

ess

and

ca

paci

tatio

n.

N/A

1 x

Clie

nt

awar

enes

s an

d

Cap

acita

tion

wor

ksho

p

cond

ucte

d in

ea

ch o

f the

nin

e pr

ovin

ces

by e

nd

of M

arch

201

3.

1 x

Clie

nt

awar

enes

s an

d

Cap

acita

tion

wor

ksho

p in

ea

ch o

f the

nin

e pr

ovin

ces

by

Mar

ch 2

014.

1 x

Clie

nt

awar

enes

s an

d

Cap

acita

tion

wor

ksho

p in

ea

ch o

f the

nin

e pr

ovin

ces

by

Mar

ch 2

015.

1 x

Clie

nt

awar

enes

s an

d

Cap

acita

tion

wor

ksho

p in

ea

ch o

f the

nin

e pr

ovin

ces

by

Mar

ch 2

016.

1 x

Clie

nt

Cap

acita

tion

wor

ksho

p in

ea

ch o

f the

nin

e pr

ovin

ces

by

Mar

ch 2

017.

Pro

vinc

ial

Con

trac

tor

Dev

elop

men

t Fo

rum

(PC

DF)

he

ld in

eac

h of

the

nine

pr

ovin

ces.

4 x

PC

DF

with

2 C

lient

de

part

men

ts (a

ligni

ng

to N

CD

P T

arge

ting

guid

elin

es,q

uart

erly

ta

rget

s an

d C

DP

S

tatis

tic re

port

s pr

ovid

ed in

term

s of

NC

DP

M&

E

guid

elin

es to

HO

D’s

. Fo

r su

bm

issi

on to

H

OD

mee

tings

and

M

inM

EC

mee

tings

).

1 x

PC

DF

held

in

each

of t

he n

ine

prov

ince

s by

end

of

eac

h Q

uart

er.

i.e. e

nd o

f Jun

e 20

12, S

ep,

2012

, Dec

201

2 an

d M

ar 2

013.

(w

ithin

1 m

onth

th

erea

fter

)•

2 cl

ient

de

part

men

ts

PC

DF

atte

ndan

ce•

Qua

rter

ly N

CD

P

Sta

ts re

port

ing.

1 x

PC

DF

held

in

each

of t

he n

ine

prov

ince

s by

end

of

eac

h Q

uart

er.

i.e. e

nd o

f Jun

e 20

13, S

ep,

2013

, Dec

201

3 an

d M

ar 2

014.

(w

ithin

1 m

onth

th

erea

fter

)•

3 cl

ient

s de

part

men

ts

PC

DF

atte

ndan

ce•

Qua

rter

ly N

CD

P

Sta

ts re

port

ing.

1 x

PC

DF

held

in

each

of t

he n

ine

prov

ince

s by

end

of

eac

h Q

uart

er.

i.e. e

nd o

f Jun

e 20

14, S

ep,

2014

, Dec

201

4 an

d M

ar 2

015.

(w

ithin

1 m

onth

th

erea

fter

)•

4 cl

ient

s de

part

men

ts

PC

DF

atte

ndan

ce•

Qua

rter

ly N

CD

P

Sta

ts re

port

ing.

1 x

PC

DF

held

in

each

of t

he n

ine

prov

ince

s by

end

of

eac

h Q

uart

er.

i.e. e

nd o

f Jun

e 20

15, S

ep,

2015

, Dec

201

5 an

d M

ar 2

016.

(w

ithin

1 m

onth

th

erea

fter

)•

4 cl

ient

s de

part

men

ts

PC

DF

atte

ndan

ce•

Qua

rter

ly N

CD

P

Sta

ts re

port

ing.

1 x

PC

D h

eld

in

each

of t

he n

ine

prov

ince

s b

y en

d

of e

ach

Qua

rter

. i.e

. end

of J

une

2016

, Sep

, 20

16, D

ec 2

016

and

Mar

201

7.

(with

in 1

mon

th

ther

eaft

er)

• 4

clie

nts

dep

artm

ents

P

CD

F at

tend

ance

• Q

uart

erly

NC

DP

S

tats

rep

ortin

g..

Pro

gra

mm

e 1:

Gro

wth

and

Co

ntra

cto

r D

evel

op

men

t (G

CD

)


24

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

1.2

Sus

tain

able

G

row

th o

f C

ont

ract

ors

: N

CD

P

Fram

ewo

rk

imp

lem

enta

tion

NC

DP

M

onito

ring

and

Eva

luat

ion

(M&

E)

Fram

ewor

k do

cum

ent.

1 x

M&

E F

ram

ewor

k de

velo

ped

and

up

date

d

1 x

M&

E

Fram

ewor

k su

bmitt

ed fo

r B

oard

and

N

CD

P S

teer

ing

Com

mitt

ee.

App

rova

l by

end

of

Mar

ch 2

013.

1 x

M&

E a

nnua

l im

plem

enta

tion

plan

upd

ate

appr

oved

by

NC

DP

Ste

erin

g C

omm

ittee

by

end

Mar

ch 2

014.

1 x

M&

E a

nnua

l im

plem

enta

tion

plan

upd

ate

appr

oved

by

NC

DP

Ste

erin

g C

omm

ittee

by

end

Mar

ch 2

015.

1 x

M&

E a

nnua

l im

plem

enta

tion

plan

upd

ate

appr

oved

by

NC

DP

Ste

erin

g C

omm

ittee

by

end

Mar

ch 2

016.

1 x

M&

E a

nnua

l im

plem

enta

tion

plan

up

dat

e ap

pro

ved

by

NC

DP

Ste

erin

g C

omm

ittee

by

end

Mar

ch 2

017.

M&

E

Fram

ewor

k aw

aren

ess

wor

ksho

ps /

Fo

rum

s

1 x

PC

DF

held

in

eac

h of

the

nine

pro

vinc

es to

pr

omot

e N

CD

P M

&E

aw

aren

ess.

N/A

1 x

PC

DF

held

in

eac

h of

the

nine

pro

vinc

es

by e

nd o

f sec

ond

Q

uart

er.

M&

E

Fram

ewor

k p

rogr

ess

rep

ort

4 x

M&

E

Fram

ewor

k p

rogr

ess

rep

orts

1 x

Qua

rter

ly

rep

ort

sub

mitt

ed t

o N

CD

P S

teer

ing

Com

mitt

ee i.

e.

end

of J

une

2013

, Sep

, 20

13, D

ec 2

013

and

Mar

201

4 (w

ithin

1 m

onth

th

erea

fter

)

1 x

Qua

rter

ly

rep

ort

sub

mitt

ed

to N

CD

P

Ste

erin

g C

omm

ittee

. i.e

. en

d o

f Jun

e 20

14, S

ep,

2014

, Dec

201

4 an

d M

ar 2

015.

(w

ithin

1 m

onth

th

erea

fter

)

1 x

Qua

rter

ly

rep

ort

sub

mitt

ed

to N

CD

P

Ste

erin

g C

omm

ittee

i.e.

en

d o

f Jun

e 20

15, S

ep,

2015

, Dec

201

5 an

d M

ar 2

016.

(w

ithin

1 m

onth

th

erea

fter

)

1 x

Qua

rter

ly

rep

ort

sub

mitt

ed

to N

CD

P

Ste

erin

g C

omm

ittee

. i.e

. en

d o

f Jun

e 20

16, S

ep,

2016

, Dec

201

6 an

d M

ar 2

017.

(w

ithin

1 m

onth

th

erea

fter

)

1.3

Sus

tain

able

G

row

th o

f C

ont

ract

ors

: In

form

atio

n an

d

too

ls

Con

trac

tor

Tip

s an

d

advi

ce

bro

chur

es

2 x

advi

ce

bro

chur

es

pub

lishe

d o

n ci

db

w

ebsi

te a

nnua

lly

2 x

Bro

chur

es

per

yea

r b

y th

e en

d o

f S

epte

mb

er 2

012

and

Feb

ruar

y 20

13

2 x

Bro

chur

es

per

yea

r b

y th

e en

d o

f S

epte

mb

er

2013

and

Fe

bru

ary

2014

2 x

Bro

chur

es

per

yea

r b

y th

e en

d o

f S

epte

mb

er 2

014

and

Feb

ruar

y 20

15

2 x

Bro

chur

es

per

yea

r b

y th

e en

d o

f S

epte

mb

er 2

015

and

Feb

ruar

y 20

16

2 x

Bro

chur

es

per

yea

r b

y th

e en

d o

f S

epte

mb

er 2

016

and

Feb

ruar

y 20

17

Rep

ort

on

info

rmat

ion

sour

ced

from

th

e C

CC

in

form

atio

n hu

b a

nd

web

site

2 x

stat

istic

al

rep

orts

on

info

rmat

ion

upd

ated

and

p

oste

d o

n ci

db

web

an

d a

cces

sed

from

C

CC

info

rmat

ion

hub

s.

2 x

Sta

tistic

al

rep

ort,

1st

re

por

t b

y en

d

Sep

tem

ber

201

2 an

d 2

nd r

epor

t b

y en

d o

f Mar

ch

2013

. (w

ithin

1

mon

th t

here

afte

r

2 x

Sta

tistic

al

rep

ort,

1st

re

por

t b

y en

d

Sep

tem

ber

20

13 a

nd 2

nd

rep

ort

by

end

of

Mar

ch 2

014.

(w

ithin

1 m

onth

th

erea

fter

2 x

Sta

tistic

al

rep

ort,

1st

re

por

t b

y en

d

Sep

tem

ber

201

4 an

d 2

nd r

epor

t b

y en

d o

f Mar

ch

2015

. (w

ithin

1

mon

th t

here

afte

r

2 x

Sta

tistic

al

rep

ort,

1st

re

por

t b

y en

d

Sep

tem

ber

201

5 an

d 2

nd r

epor

t b

y en

d o

f Mar

ch

2016

. (w

ithin

1

mon

th t

here

afte

r

2 x

Sta

tistic

al

rep

ort,

1st

re

por

t b

y en

d

Sep

tem

ber

201

6 an

d 2

nd r

epor

t b

y en

d o

f Mar

ch

2017

. (w

ithin

1

mon

th t

here

afte

r


25

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Ind

icat

or

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

1.4

CC

C S

upp

ort

to

P

ublic

Sec

tor

initi

ativ

es o

n C

ont

ract

or

Dev

elo

pm

ent

Pro

cure

men

t fo

cus

sup

por

t w

orks

hop

2 x

Pro

cure

men

t Fo

cus

wor

ksho

ps

per

pro

vinc

e(C

PO

Fo

rum

focu

sed

on

pro

cure

men

t d

riven

con

trac

tor

dev

elop

men

t p

roje

ct p

acka

ging

: 2

ses

sion

s p

er

pro

vinc

e)

(3 x

Clie

nt

dep

artm

ents

in

atte

ndan

ce).

2 x

Pro

cure

men

t Fo

cus

wor

ksho

ps

per

pro

vinc

e (3

x C

lient

d

epar

tmen

ts in

at

tend

ance

).by

end

Sep

tem

ber

20

12 a

nd e

nd

Mar

ch 2

013

2 x

Pro

cure

men

t Fo

cus

wor

ksho

ps

per

pro

vinc

e (3

x C

lient

d

epar

tmen

ts in

at

tend

ance

).by

end

Sep

tem

ber

20

13 a

nd e

nd

Mar

ch 2

014

2 x

Pro

cure

men

t Fo

cus

wor

ksho

ps

per

pro

vinc

e (3

x C

lient

d

epar

tmen

ts in

at

tend

ance

).by

end

Sep

tem

ber

20

14 a

nd e

nd

Mar

ch 2

015

2 x

Pro

cure

men

t Fo

cus

wor

ksho

ps

per

pro

vinc

e (3

x C

lient

d

epar

tmen

ts in

at

tend

ance

).by

end

Sep

tem

ber

20

15 a

nd e

nd

Mar

ch 2

016

2 x

Pro

cure

men

t Fo

cus

wor

ksho

ps

per

pro

vinc

e (3

x C

lient

d

epar

tmen

ts in

at

tend

ance

).by

end

Sep

tem

ber

20

16 a

nd e

nd

Mar

ch 2

017

Cat

alyt

ic

Con

trac

tor

Dev

elop

men

t P

roje

ct

1 x

Ann

ual C

atal

ytic

p

artn

ered

pro

ject

p

er p

rovi

nce.

(as

per

NC

DP

&

CC

C u

nit

guid

elin

es

eg. F

ram

ewor

ks,

Fram

ewor

k on

goin

g m

anag

emen

t st

rate

gy, a

nd

par

tner

sup

por

t).

1 x

Cat

alyt

ic

par

tner

ed p

roje

ct

imp

lem

ente

d p

er

pro

vinc

e b

y en

d

Mar

ch 2

013

1 x

Cat

alyt

ic

par

tner

ed

pro

ject

im

ple

men

ted

p

er p

rovi

nce

by

end

Mar

ch 2

014

1 x

Cat

alyt

ic

par

tner

ed p

roje

ct

imp

lem

ente

d p

er

pro

vinc

e b

y en

d

Mar

ch 2

015

1 x

Cat

alyt

ic

par

tner

ed p

roje

ct

imp

lem

ente

d p

er

pro

vinc

e b

y en

d

Mar

ch 2

016

1 x

Cat

alyt

ic

par

tner

ed

pro

ject

im

ple

men

ted

p

er p

rovi

nce

by

end

Mar

ch 2

017

1.5

CC

C S

upp

ort

to

par

tner

sC

ontr

acto

r C

apac

itatio

n se

ssio

ns

2 x

Cap

acita

tion

sess

ions

faci

litat

ed

for

cont

ract

ors

with

in C

DP

’s o

r af

filia

tes

of c

idb

M

oU p

artn

ers

(eg.

finan

ce, O

HS

, C

MG

, Con

trac

ts

Mgt

, etc

)

2 x

Cap

acita

tion

sess

ions

fa

cilit

ated

for

cont

ract

or p

er

pro

vinc

e p

er

year

by

end

M

arch

201

3.

2 x

Cap

acita

tion

sess

ions

fa

cilit

ated

for

cont

ract

or p

er

pro

vinc

e p

er

year

by

end

M

arch

201

4.

2 x

Cap

acita

tion

sess

ions

fa

cilit

ated

for

cont

ract

or p

er

pro

vinc

e p

er

year

by

end

M

arch

201

5.

2 x

Cap

acita

tion

sess

ions

fa

cilit

ated

for

cont

ract

or p

er

pro

vinc

e p

er y

ear

by

end

Mar

ch

2016

.

2 x

Cap

acita

tion

sess

ions

fa

cilit

ated

for

cont

ract

or p

er

pro

vinc

e p

er

year

by

end

M

arch

201

7.

1.5

CC

C S

upp

ort

to

par

tner

sR

epor

t on

M

oU’s

1x R

epor

t on

M

oU”s

(re

view

of

cont

ract

or

dev

elop

men

t an

d m

utua

l are

a d

eliv

erab

les

from

al

l sig

ned

par

tner

M

oU’s

.)

100%

of a

ll M

oU’s

to

be

revi

ewed

by

Feb

ruar

y 20

13.

2 x

New

sig

ned

M

oU’s

per

p

rovi

nce

by

Feb

ruar

y 20

14.

100%

of a

ll M

oU’s

to

be

revi

ewed

b

y Fe

bru

ary

2014

exis

ting

MoU

’s

2 x

New

sig

ned

M

oU’s

per

p

rovi

nce

by

Feb

ruar

y 20

16.

100%

m

anag

emen

t of

del

iver

able

s fr

om a

ll ex

istin

g M

oU’s

2 x

sign

ed

par

tner

ed M

OA’

s w

ith c

lient

s an

d

stak

ehol

der

s/as

soci

atio

ns

per

yea

r to

giv

e ef

fect

to

trai

ning

an

d c

atal

ytic

p

roje

cts.


26

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

1.6

Effi

cien

t S

ervi

ces

off

ered

fro

m

Co

nstr

ucti

on

Co

ntac

t C

entr

es

(CC

C’s

)

Rep

ort

on

regi

stra

tion

serv

ice

4 x

rep

orts

on

com

plia

nce

with

ov

er t

he c

ount

er

regi

stra

tion

and

ac

tivat

ion

of

com

plia

nt G

rad

e 1

app

licat

ions

on

the

cid

b w

ebsi

te w

ithin

48

hou

rs

95%

com

plia

nce

with

ove

r th

e co

unte

r re

gist

ratio

n an

d 4

8 ho

urs

activ

atio

n of

co

mp

liant

Gra

de

1 ap

plic

atio

ns

rep

orte

d e

nd o

f ea

ch Q

uart

er.

i.e. e

nd o

f Jun

e 20

12, S

ep,

2012

, Dec

201

2 an

d M

ar 2

013.

(w

ithin

1 m

onth

th

erea

fter

).

96%

com

plia

nce

with

ove

r th

e co

unte

r re

gist

ratio

n an

d 4

8 ho

urs

activ

atio

n of

co

mp

liant

Gra

de

1 ap

plic

atio

ns

rep

orte

d e

nd o

f ea

ch Q

uart

er.

i.e. e

nd o

f Jun

e 20

13, S

ep,

2013

, Dec

201

3 an

d M

ar 2

014.

(w

ithin

1 m

onth

th

erea

fter

)

97%

com

plia

nce

with

ove

r th

e co

unte

r re

gist

ratio

n an

d 4

8 ho

urs

activ

atio

n of

co

ntra

ctor

ap

plic

atio

ns

rep

orte

d e

nd o

f ea

ch Q

uart

er.

i.e. e

nd o

f Jun

e 20

14, S

ep,

2014

, Dec

201

4 an

d M

ar 2

015.

(w

ithin

1 m

onth

th

erea

fter

).

98%

com

plia

nce

with

ove

r th

e co

unte

r re

gist

ratio

n an

d 4

8 ho

urs

activ

atio

n of

co

ntra

ctor

ap

plic

atio

ns

rep

orte

d e

nd o

f ea

ch Q

uart

er.

i.e. e

nd o

f Jun

e 20

15, S

ep,

2015

, Dec

201

5 an

d M

ar 2

016.

(w

ithin

1 m

onth

th

erea

fter

).

Ad

min

istr

ativ

e an

d lo

gist

ical

su

pp

ort

to

host

the

P

rovi

ncia

l S

take

hold

er

Wor

ksho

ps

1x a

nnua

l st

akeh

old

er

wor

ksho

p r

epor

t on

ad

min

istr

ativ

e an

d

logi

stic

al s

upp

ort

per

p

rovi

nce

pro

vid

ed t

o O

ffice

of C

EO

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

3.

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

4.

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

5.

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

6.

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

7.

Con

trac

tor

satis

fact

ion

rep

ort

on

CC

C s

upp

ort

serv

ices

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith a

ctio

ns a

nd

rem

edia

l mea

sure

s fo

r co

mp

lain

ts.

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

12, S

ep,

2012

, Dec

201

2 an

d M

ar 2

013.

(w

ithin

1 m

onth

th

erea

fter

)

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

13, S

ep,

2013

, Dec

201

3 an

d M

ar 2

014.

(w

ithin

1 m

onth

th

erea

fter

)

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

14, S

ep,

2014

, Dec

201

4 an

d M

ar 2

015.

(w

ithin

1 m

onth

th

erea

fter

)

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

15, S

ep,

2015

, Dec

201

5 an

d M

ar 2

016.

(w

ithin

1 m

onth

th

erea

fter

)

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

16, S

ep,

2016

, Dec

201

6 an

d M

ar 2

017.

(w

ithin

1 m

onth

th

erea

fter

)


27

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

1.6

Effi

cien

t S

ervi

ces

off

ered

fro

m

Co

nstr

ucti

on

Co

ntac

t C

entr

es

(CC

C’s

)

Rep

ort

on

regi

stra

tion

serv

ice

4 x

rep

orts

on

com

plia

nce

with

ov

er t

he c

ount

er

regi

stra

tion

and

ac

tivat

ion

of

com

plia

nt G

rad

e 1

app

licat

ions

on

the

cid

b w

ebsi

te w

ithin

48

hou

rs

95%

com

plia

nce

with

ove

r th

e co

unte

r re

gist

ratio

n an

d 4

8 ho

urs

activ

atio

n of

co

mp

liant

Gra

de

1 ap

plic

atio

ns

rep

orte

d e

nd o

f ea

ch Q

uart

er.

i.e. e

nd o

f Jun

e 20

12, S

ep,

2012

, Dec

201

2 an

d M

ar 2

013.

(w

ithin

1 m

onth

th

erea

fter

).

96%

com

plia

nce

with

ove

r th

e co

unte

r re

gist

ratio

n an

d 4

8 ho

urs

activ

atio

n of

co

mp

liant

Gra

de

1 ap

plic

atio

ns

rep

orte

d e

nd o

f ea

ch Q

uart

er.

i.e. e

nd o

f Jun

e 20

13, S

ep,

2013

, Dec

201

3 an

d M

ar 2

014.

(w

ithin

1 m

onth

th

erea

fter

)

97%

com

plia

nce

with

ove

r th

e co

unte

r re

gist

ratio

n an

d 4

8 ho

urs

activ

atio

n of

co

ntra

ctor

ap

plic

atio

ns

rep

orte

d e

nd o

f ea

ch Q

uart

er.

i.e. e

nd o

f Jun

e 20

14, S

ep,

2014

, Dec

201

4 an

d M

ar 2

015.

(w

ithin

1 m

onth

th

erea

fter

).

98%

com

plia

nce

with

ove

r th

e co

unte

r re

gist

ratio

n an

d 4

8 ho

urs

activ

atio

n of

co

ntra

ctor

ap

plic

atio

ns

rep

orte

d e

nd o

f ea

ch Q

uart

er.

i.e. e

nd o

f Jun

e 20

15, S

ep,

2015

, Dec

201

5 an

d M

ar 2

016.

(w

ithin

1 m

onth

th

erea

fter

).

Ad

min

istr

ativ

e an

d lo

gist

ical

su

pp

ort

to

host

the

P

rovi

ncia

l S

take

hold

er

Wor

ksho

ps

1x a

nnua

l st

akeh

old

er

wor

ksho

p r

epor

t on

ad

min

istr

ativ

e an

d

logi

stic

al s

upp

ort

per

p

rovi

nce

pro

vid

ed t

o O

ffice

of C

EO

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

3.

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

4.

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

5.

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

6.

1x a

nnua

l st

akeh

old

er

wor

ksho

p (a

s sc

hed

uled

by

Com

mun

icat

ions

U

nit)

rep

ort

per

p

rovi

nce

by

end

M

arch

201

7.

Con

trac

tor

satis

fact

ion

rep

ort

on

CC

C s

upp

ort

serv

ices

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith a

ctio

ns a

nd

rem

edia

l mea

sure

s fo

r co

mp

lain

ts.

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

12, S

ep,

2012

, Dec

201

2 an

d M

ar 2

013.

(w

ithin

1 m

onth

th

erea

fter

)

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

13, S

ep,

2013

, Dec

201

3 an

d M

ar 2

014.

(w

ithin

1 m

onth

th

erea

fter

)

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

14, S

ep,

2014

, Dec

201

4 an

d M

ar 2

015.

(w

ithin

1 m

onth

th

erea

fter

)

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

15, S

ep,

2015

, Dec

201

5 an

d M

ar 2

016.

(w

ithin

1 m

onth

th

erea

fter

)

1x q

uart

erly

C

ontr

acto

r sa

tisfa

ctio

n re

por

t w

ith

actio

ns a

nd

rem

edia

l m

easu

res

for

com

pla

ints

. i.e

. en

d o

f Jun

e 20

16, S

ep,

2016

, Dec

201

6 an

d M

ar 2

017.

(w

ithin

1 m

onth

th

erea

fter

)

Programme 2: Construction Industry Performance (CIP)

The aims and objectives of the Construction Industry Performance Programme and the Knowledge

Centre are aligned with the cidb’s mandate, and in particular:

i) provide strategic leadership to construction industry stakeholders developing effective

partnerships for growth, reform and improvement of the construction sector;

ii) promote sustainable growth of the construction industry and the participation of the emerging

sector in the industry;

iii) determine, establish and promote improved performance and best practice of public and

private sector clients, contractors and other participants in the construction delivery process;

and

iv) develop systematic methods for monitoring and regulating the performance of the industry and

its stakeholders, including the registration of projects and contractors.

The Industry Performance Programme and the Knowledge Centre are structured around the following

activities:

i) Industry Performance: Monitoring and evaluation of the construction industry, providing an

ongoing base for a detailed understanding of the industry, including:

• the cidb Construction Industry Indicators (CIIs);

• the cidb Quarterly Monitor, providing an overview of the status of contractor development,

employment in the industry, etc.;

• the cidb SME Business Conditions Survey, providing information on competitive activity for

Grade 2 to 8 contractors; and

• relevant sector specific status reports, including skills, employment,

construction quality, sub-contracting, etc..

ii) Best Practice Guides, including:

• labour intensive applications in construction;

• construction management guides; and

• H&S guides.

iii) cidb Best Practice Contractor Recognition Scheme, to enable organs of state to manage risk

on complex contracting strategies and to promote contractor development in relation to best

practice standards and guidelines – and currently structured around:

• cidb Contractor Competence Recognition;

• cidb Construction Management Systems; and

• cidb Contractor Performance Reports.

iv) cidb Best Practice Project Assessment Scheme to promote best practices on construction

projects, such as the:

• cidb Requirements for Construction Skills Development;

• cidb Requirements for Indirect Targeting for Enterprise Development;

• cidb Requirements for Green Building Certification;

• cidb Requirements for H&S Management Plans; and

• cidb Requirements for Gateway Reviews.

v) Infrastructure delivery skills, which cuts across several strategic objectives within the


28

Construction Industry Performance Programme, including:

• the cidb Competence Recognition Scheme, which establishes competence requirements that

can be used to guide training and development in enterprise development activities;

• the cidb Requirements for Construction Skills Development on construction projects for the

dedication of workplace training of interns and up-skilling of company employees;

• the cidb Employment Skills Development Agency (ESDA) which is a mechanism to provide

learning opportunities for learners on construction projects;

• cidb Centres of Excellence to enhance professional, academic and research capability in

support of construction industry development;

• ongoing support to the cidb Post Graduate Conference / Doctoral Workshop series; and

• support to Youth in Construction / National Construction Week.

vi) National Infrastructure Maintenance Strategy (NIMS), providing project management support

to the NIMS project and the development of guidelines for:

• a maintenance management framework, a maintenance accounting framework and maintenance

planning standards;

• maintenance competency profiles;

• contractor development to support the maintenance sector; and

• strengthening and implementing monitoring and evaluation processes.

vii) Knowledge Centre, providing:

• ongoing library management services to the cidb:

• support to the cidb web, as a mechanism to disseminate cidb and other relevant external

publications; and

• support to the cidb intranet, as a knowledge management mechanism within the cidb


29

Pur

pos

eTo

det

erm

ine,

est

ablis

h an

d p

rom

ote

app

rop

riate

mea

sure

s ai

med

at

imp

rove

d p

erfo

rman

ce a

nd b

est

pra

ctic

e of

pub

lic a

nd p

rivat

e se

ctor

clie

nts,

co

ntra

ctor

s an

d o

ther

par

ticip

ants

in t

he c

onst

ruct

ion

del

iver

y p

roce

ss

Ob

ject

ive

Sta

tem

ent

Imp

rove

d p

erfo

rman

ce a

nd b

est

pra

ctic

e fo

r an

ind

ustr

y th

at d

eliv

ers

relia

ble

val

ue t

o cl

ient

s, in

vest

ors

and

end

-use

rs, i

nfor

mat

ion

on c

onst

ruct

ion

ind

ustr

y in

dic

ator

s to

info

rm c

idb

str

ateg

y, p

olic

y m

aker

s an

d s

take

hold

ers.

Key

Pol

icy

Prio

rity

Con

stru

ctio

n in

dus

try

per

form

ance

Out

com

e O

rient

ed G

oal

Imp

rove

d p

erfo

rman

ce s

upp

ortin

g co

ntra

ctor

dev

elop

men

t an

d v

alue

to

clie

nts

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2.1

Mo

nito

r an

d

eval

uate

the

p

erfo

rman

ce o

f th

e co

nstr

uctio

n in

dus

try

Mon

itorin

g re

port

s,

and

sec

tor

spec

ific

stat

us

repo

rts.

1 x

Pub

licat

ion

ofci

db C

onst

ruct

ion

Indu

stry

Indi

cato

rs

(CIIs

) pub

lishe

d in

pd

f fo

rmat

on

cidb

Web

S

umm

ary

Res

ult

CII’

s an

nual

ly1

x C

II’s

publ

ishe

d by

end

Ja

nuar

y 20

12

1 x

CIIs

pu

blis

hed

by

Janu

ary

2013

1 x

CIIs

by

Janu

ary

2014

1 x

CIIs

pub

lishe

d

by D

ecem

ber

2014

1 x

CIIs

pub

lishe

d

by D

ecem

ber

2015

1 x

CIIs

pub

lishe

d

by D

ecem

ber

20

16

4x c

idb

Qua

rter

ly

Mon

itor

publ

ishe

d in

pd

f for

mat

on

cidb

W

eb

Qua

rter

ly

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itor

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rter

ly

Mon

itor

pub

lishe

d

Qua

rter

ly fr

om

1st

qua

rter

(i.e

x

4 in

the

yea

r)

4 x

Qua

rter

ly

Mon

itors

p

ublis

hed

in

2012

/13

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r, Ju

l, O

ct, J

an)

4 x

Qua

rter

ly

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itors

p

ublis

hed

in p

df

form

at o

n ci

db

W

eb in

201

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, Ja

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in p

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, Ja

n)

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df

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n ci

db

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eb in

201

5/16

(A

pr,

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, Ja

n)

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ly

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itors

p

ublis

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df

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db

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201

6/17

(A

pr,

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4x Q

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vey

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lt p

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in

pd

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I qua

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from

1s

t q

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.e

x4 in

the

yea

r)

4 x

SM

E

Sur

veys

p

ublis

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in p

df

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at o

n ci

db

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201

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(A

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, Ja

n)

4 x

SM

E S

urve

ys

pub

lishe

d in

pd

f fo

rmat

on

cid

b

Web

in 2

013/

14

(Ap

r, Ju

l, O

ct,

Jan)

4 x

SM

E S

urve

ys

pub

lishe

d in

pd

f fo

rmat

on

cid

b

Web

in 2

014/

15

(Ap

r, Ju

l, O

ct,

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4 x

SM

E S

urve

ys

pub

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d in

pd

f fo

rmat

on

cid

b

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in 2

015/

16

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r, Ju

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4 x

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urve

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pub

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pd

f fo

rmat

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cid

b

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016/

17

(Ap

r, Ju

l, O

ct,

Jan)

1x s

ecto

r st

atus

re

por

t p

ublis

hed

in

pd

f for

mat

on

cid

b

Web

) on:

• ( 1

x c

onst

ruct

ion

qua

lity,

•

1x s

tate

of s

ub-

cont

ract

ing

and

•

1 x

sect

or

stat

us r

epor

t on

em

plo

ymen

t

1 p

rinte

d b

y M

arch

201

1

1 d

raft

p

rod

uced

by

Mar

ch 2

011

• 1

x st

atus

re

por

t p

ublis

hed

by

June

201

1 (C

onst

ruct

ion

Qua

lity)

• 1

stat

us

rep

ort

dra

ft

dev

elop

ed b

y M

arch

201

2 (S

tate

of S

ub-

Con

trac

ting)

1 x

Rep

ort

on t

he s

tate

of

Sub

-C

ontr

actin

g p

ublis

hed

in p

df

form

at o

n ci

db

w

eb b

y M

arch

20

13

1 x

Rep

ort

on

Em

plo

ymen

t in

C

onst

ruct

ion

pub

lishe

d in

pd

f fo

rmat

on

cid

b

web

by

Mar

ch

2014

CIP

Str

ateg

ic O

bje

ctiv

es


30

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2.1

Mo

nito

r an

d

eval

uate

the

p

erfo

rman

ce o

f th

e co

nstr

ucti

on

ind

ustr

y

Mon

itorin

g re

por

ts,

and

sec

tor

spec

ific

stat

us

rep

orts

.

1 x

Exp

ort

pro

mot

ion

feas

ibili

ty s

tud

y p

rese

nted

for

app

rova

l to

cid

b

Man

agem

ent

Team

1 x

Feas

ibili

ty

stud

y on

exp

ort

pro

mot

ion

by

Nov

emb

er 2

013

2 x

Sta

keho

lder

co

mm

unic

atio

ns

sess

ions

on

CIIs

, Q

uart

erly

Mon

itor

and

SM

E S

urve

y..

4 x

pro

vinc

ial

out-

reac

h co

mm

unic

atio

n se

ssio

ns o

ff b

y M

arch

201

2

2 x

Sta

keho

lder

C

omm

unic

atio

n S

essi

ons

held

b

y M

arch

201

3

4 x

Sta

keho

lder

C

omm

unic

atio

n S

essi

ons

held

by

Mar

ch 2

014

2.2

Dev

elo

p a

nd

pro

mo

te

cons

truc

tio

n b

est

pra

ctic

e g

uid

es

Con

stru

ctio

n b

est

pra

ctic

e gu

ides

1 x

H&

S P

ract

ice

Gui

de

pub

lishe

d in

p

df f

orm

at o

n ci

db

w

eb

1 x

H&

S

Pra

ctic

e G

uid

e p

ublis

hed

by

Mar

ch 2

013

2.3

Dev

elo

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nd

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lem

ent

the

bes

t p

ract

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reg

iste

rs in

su

pp

ort

of

imp

rovi

ng t

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per

form

ance

of

the

ind

ustr

y

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b B

est

Pra

ctic

e C

ontr

acto

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nitio

n S

chem

e

1 x

cid

b S

tand

ard

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r C

omp

eten

ce

Rec

ogni

tion

sub

mitt

ed t

o ci

db

B

oard

for

app

rova

l an

d G

azet

ting

2 P

ilots

by

Dec

200

92

fram

ewor

ks

sub

mitt

ed t

o B

oard

by

Mar

ch

2012

1 x

cid

b

Sta

ndar

d fo

r C

omp

eten

ce

Rec

ogni

tion

sub

mitt

ed

by

end

of

Sep

tem

ber

20

12

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

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ple

men

tatio

n of

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ndar

d

Com

pet

ence

R

ecog

nitio

n su

bm

itted

to

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b

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rd fo

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ting.

1 x

Ann

ual

Ass

essm

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of r

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ual

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Rec

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ual

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essm

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Rec

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sub

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arch

201

6

1 x

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ual

Ass

essm

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of r

oll-

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ple

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tatio

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cid

b b

S

tand

ard

for

Com

pet

ence

R

ecog

nitio

n su

bm

itted

by

Mar

ch 2

017

1 x

cid

b S

tand

ard

fo

r C

onst

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Man

agem

ent

Sys

tem

s su

bm

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to

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r ap

pro

val

and

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ettin

g

1 x

cid

b

Sta

ndar

d fo

r C

onst

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ion

Man

agem

ent

Sys

tem

s su

bm

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by

Dec

emb

er 2

012


31

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2.3

Dev

elo

p a

nd

imp

lem

ent

the

bes

t p

ract

ice

reg

iste

rs in

su

pp

ort

of

imp

rovi

ng t

he

per

form

ance

of

the

ind

ustr

y

cid

b B

est

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ctic

e C

ontr

acto

r R

ecog

nitio

n S

chem

e

1 x

Ann

ual

Ass

essm

ent

of ro

ll-ou

t and

im

plem

enta

tion

of S

tand

ard

for

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stru

ctio

n M

anag

emen

t S

yste

ms

subm

itted

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for

notin

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1 x

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Ass

essm

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of r

oll-

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014

1 x

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essm

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Sta

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Mar

ch 2

016

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Ass

essm

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su

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b

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er

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ual

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form

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R

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ts

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y M

arch

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nnua

l A

sses

smen

t of

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l-ou

t an

d

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enta

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ce

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ch 2

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enta

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of c

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fo

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ce

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Mar

ch 2

016

1xA

nnua

l A

sses

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t of

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l-ou

t an

d

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enta

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idb

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equi

rem

ents

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r C

ontr

acto

r P

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rman

ce

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orts

su

bm

itted

by

Mar

ch 2

017

cid

b B

est

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ctic

e P

roje

ct

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essm

ent

Sch

eme

1 x

cid

b

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uire

men

ts

for

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stru

ctio

n S

kills

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men

t su

bm

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to

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b

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rd fo

r ap

pro

val

for

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ettin

g

2 Fr

amew

ork

doc

umen

ts

sub

mitt

ed t

o B

oard

by

Mar

ch

2012

1 x

cid

b

Req

uire

men

ts

for

Con

stru

ctio

n S

kills

D

evel

opm

ent

sub

mitt

ed b

y D

ecem

ber

201

2


32

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2.3

Dev

elo

p a

nd

imp

lem

ent

the

bes

t p

ract

ice

reg

iste

rs in

su

pp

ort

of

imp

rovi

ng t

he

per

form

ance

of

the

ind

ustr

y

cid

b B

est

Pra

ctic

e P

roje

ct

Ass

essm

ent

Sch

eme

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

ci

db

Req

uire

men

ts

for

Con

stru

ctio

n S

kills

Dev

elop

men

t su

bm

itted

to

cid

b

Boa

rd fo

r no

ting.

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

Req

uire

men

ts

for

Con

stru

ctio

n S

kills

D

evel

opm

ent

by

Mar

ch 2

014

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

Req

uire

men

ts

for

Con

stru

ctio

n S

kills

D

evel

opm

ent

sub

mitt

ed b

y M

arch

201

5

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

Req

uire

men

ts

for

Con

stru

ctio

n S

kills

D

evel

opm

ent

sub

mitt

ed b

y M

arch

201

6

1 x

cid

b

Req

uire

men

ts fo

r In

dire

ct T

arge

ting

for

Ent

erp

rise

Dev

elop

men

t su

bm

itted

to

cid

b

Boa

rd fo

r ap

pro

val

for

Gaz

ettin

g

1 x

cid

b

Req

uire

men

ts

for

Ind

irect

Ta

rget

ing

for

Ent

erp

rise

Dev

elop

men

t su

bm

itted

to

cid

b B

oard

for

app

rova

l for

G

azet

ting

by

Dec

emb

er 2

012

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

ci

db

Req

uire

men

ts

for

Ind

irect

Tar

getin

g fo

r E

nter

pris

e D

evel

opm

ent

sub

mitt

ed t

o ci

db

B

oard

for

notin

g.

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

Req

uire

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ts fo

r In

dire

ct T

arge

ting

for

Ent

erp

rise

Dev

elop

men

t su

bm

itted

by

Mar

ch 2

014

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

Req

uire

men

ts fo

r In

dire

ct T

arge

ting

for

Ent

erp

rise

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elop

men

t su

bm

itted

by

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ch 2

015

1 x

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ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

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ts fo

r In

dire

ct T

arge

ting

for

Ent

erp

rise

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elop

men

t su

bm

itted

by

Mar

ch 2

016

1 x

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ual

asse

ssm

ent

of r

oll-

out

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ple

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tatio

n of

ci

db

Req

uire

men

ts

for

Gre

en B

uild

ing

Cer

tifica

tion

sub

mitt

ed t

o ci

db

B

oard

for

notin

g.

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

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uire

men

ts

for

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en

Bui

ldin

g C

ertifi

catio

n su

bm

itted

by

Mar

ch 2

013

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

Req

uire

men

ts fo

r G

reen

Bui

ldin

g C

ertifi

catio

n su

bm

itted

by

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ch 2

014

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

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uire

men

ts fo

r G

reen

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ldin

g C

ertifi

catio

n su

bm

itted

by

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ch 2

015

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

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b

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uire

men

ts fo

r G

reen

Bui

ldin

g C

ertifi

catio

n su

bm

itted

by

Mar

ch 2

016


33

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2.3

Dev

elo

p a

nd

imp

lem

ent

the

bes

t p

ract

ice

reg

iste

rs in

su

pp

ort

of

imp

rovi

ng t

he

per

form

ance

of

the

ind

ustr

y

cid

b B

est

Pra

ctic

e P

roje

ct

Ass

essm

ent

Sch

eme

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

ci

db

Req

uire

men

ts

for

Con

stru

ctio

n S

kills

Dev

elop

men

t su

bm

itted

to

cid

b

Boa

rd fo

r no

ting.

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

cid

b

Req

uire

men

ts

for

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stru

ctio

n S

kills

D

evel

opm

ent

by

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ch 2

014

1 x

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ual

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essm

ent

of r

oll-

out

and

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ple

men

tatio

n of

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b

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men

ts

for

Con

stru

ctio

n S

kills

D

evel

opm

ent

sub

mitt

ed b

y M

arch

201

5

1 x

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ual

Ass

essm

ent

of r

oll-

out

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ple

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tatio

n of

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b

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ts

for

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n S

kills

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ent

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arch

201

6

1 x

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b

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ts fo

r In

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ct T

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ting

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rise

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elop

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t su

bm

itted

to

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b

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rd fo

r ap

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val

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ts

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irect

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rget

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t su

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b B

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ual

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ent

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irect

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ual

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ent

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oll-

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tatio

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ch 2

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ual

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ent

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ual

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ual

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ent

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ts fo

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ldin

g C

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catio

n su

bm

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ch 2

016

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2.3

Dev

elo

p a

nd

imp

lem

ent

the

bes

t p

ract

ice

reg

iste

rs in

su

pp

ort

of

imp

rovi

ng t

he

per

form

ance

of

the

ind

ustr

y

1 x

cid

b

Sta

ndar

d fo

r H

&S

M

anag

emen

t P

lans

im

ple

men

tatio

n;

gaze

ttin

g an

d a

nnua

l m

onito

ring

1 x

cid

b

Sta

ndar

d fo

r H

&S

M

anag

emen

t P

lans

sub

mitt

ed

to c

idb

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rd

for

app

rova

l for

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azet

ting

by

Dec

emb

er 2

014

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

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ple

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tatio

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b S

tand

ard

fo

r H

&S

M

anag

emen

t P

lans

sub

mitt

ed

to c

idb

Boa

rd fo

r no

ting

by

Mar

ch

2015

1 x

Ann

ual

Ass

essm

ent

of r

oll-

out

and

im

ple

men

tatio

n of

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b S

tand

ard

fo

r H

&S

M

anag

emen

t P

lans

sub

mitt

ed

to c

idb

Boa

rd fo

r no

ting

by

Mar

ch

2016

1x A

nnua

l A

sses

smen

t of

rol

l-ou

t an

d

imp

lem

enta

tion

of c

idb

Sta

ndar

d

for

H&

S

Man

agem

ent

Pla

ns s

ubm

itted

to

cid

b B

oard

for

notin

g b

y M

arch

20

17

2.4

Sup

po

rt t

he

dev

elo

pm

ent

and

pro

mo

tio

n o

f in

fras

truc

ture

d

eliv

ery

skill

s

cid

b

Infr

astr

uctu

re

Del

iver

y S

kills

S

trat

egy

doc

umen

t

1 x

Ann

ual

asse

ssm

ent

rep

ort

for

cid

b E

mp

loym

ent

Ski

lls D

evel

opm

ent

Age

ncy

(ES

DA

) su

bm

itted

to

Ad

viso

ry C

omm

ittee

fo

r ap

pro

val

Ass

essm

ent

by

Mar

ch

2011

1 x

Ass

essm

ent

rep

ort

pre

sent

ed

to a

dvi

sory

pan

el

by

Mar

ch 2

012

1 x

Bus

ines

s P

lan

for

tran

sfer

of

ES

DA

to

ind

ustr

y su

bm

itted

by

Dec

emb

er 2

012

1 x

Bus

ines

s P

lan

for

imp

lem

entin

g W

orld

Ski

lls in

SA

su

bm

itted

to

cid

b

Boa

rd fo

r ap

pro

val.

1 x

Bus

ines

s P

lan

for

imp

lem

entin

g W

orld

Ski

lls in

S

A s

ubm

itted

b

y A

ugus

t 20

12

1 x

cid

b P

ost

Gra

dua

te (P

G)

Con

fere

nce

/ D

octo

ral W

orks

hop

ho

sted

ann

ually

PG

C

onfe

renc

e he

ld b

y D

ecem

ber

20

10

PG

Con

fere

nce

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s/D

octo

ral

Wor

ksho

p b

y M

arch

1 x

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C

onfe

renc

e or

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tora

l W

orks

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ho

sted

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Dec

emb

er 2

012

1 x

PG

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renc

e or

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l W

orks

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emb

er 2

013

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Dec

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er 2

014

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Dec

emb

er 2

015

1 x

PG

C

onfe

renc

e or

Doc

tora

l W

orks

hop

ho

sted

by

Dec

emb

er 2

016

2 x

Yout

h in

C

onst

ruct

ion

/ N

atio

nal

Con

stru

ctio

n su

pp

orte

d a

nnua

lly

2 x

YIC

eve

nts

sup

por

ted

by

Dec

emb

er 2

012

2 x

YIC

eve

nts

sup

por

ted

by

Dec

emb

er 2

013

2.5

Pro

ject

M

anag

emen

t o

f N

atio

nal

Infr

astr

uctu

re

Mai

nten

ance

S

trat

egy

(NIM

S)

Pro

ject

m

anag

emen

t p

rogr

ess

rep

ort

of

NIM

S

1 x

Qua

rter

ly

pro

gres

s re

por

t on

p

roje

ct m

anag

emen

t of

NIM

S s

ubm

itted

to

Ste

erin

g C

omm

ittee

4 x

Pro

gres

s re

por

ts o

n N

IMS

su

bm

itted

to

DP

W S

teer

ing

Com

mitt

ee in

20

12/1

3 (A

pril

, Ju

ly, O

ct, J

an)

2 x

Pro

gres

s re

por

ts o

n N

IMS

su

bm

itted

to

DP

W S

teer

ing

Com

mitt

ee in

20

13/1

4 (A

pril

, Ju

ly)


34

Programme 3: Procurement Delivery and Management

The Procurement and delivery Management Programme is custodian of the construction procurement reform initiatives, monitoring and improving systems for effective infrastructure delivery, whilst executing the compliance mandate of the cidb.

The cidb’s Standard for Uniformity in Construction Procurement was published in 2004 to establish a uniform framework for procurement with minimum requirements for the solicitation of tender offers, the manner in which quality is incorporated in procurement documents, the formatting and compilation of procurement documents and the application of the cidb Register of Contractors. The cidb has delivered this uniform and standardised procurement system for the construction industry in partnership with industry stakeholders.

In 2006, the cidb Toolkit was developed in response to the need for a documented body of knowledge and set of processes that represented generally recognised best practices in the delivery of public sector infrastructure. The Constitution requires that Government effectively delivers services to its citizens. The Toolkit was designed as a valuable resource to provide a national common knowledge base and set of practices to assist in delivering these services in a manner that is effective, efficient and consistent across provinces and infrastructure departments. In the 2010 - 2011 financial year, a project for a major upgrade of the cidb Toolkit was completed. The Toolkit was re-launched in October 2010 as the 2010 Infrastructure Delivery Management System (2010 IDMS). The upgrade saw the 2010 IDMS align its requirements to comply with new and improved legislation governing public sector infrastructure delivery, as well as alignment to innovative and internationally recognised best practices. Monitoring of the implementation of the 2010 IDMS has continued in the 2011-2012 financial to evaluate and report on its progress, challenges and areas for improvement.

There is widespread acknowledgement that government does not get full value from public sector construction and that it has failed to exploit the potential for public procurement of construction and infrastructure projects to drive growth. Whilst the prescriptions of the cidb are mandatory in the public sector, inconsistent procurement practices by under-performing public sector departments have highlighted the need to develop, improve and promote further efficiencies and increase the level of standardisation of practices and procedures. The cidb continues to assist government departments and state agencies to promote the highest level of professionalism in the delivery of infrastructure. However, a huge challenge facing public sector agencies is the deficiencies in the skills set of public sector officials and external stakeholders practicing construction procurement. The application of the appropriate level of discipline to the construction procurement process, and the consistent basis for managing the interface between government and the construction sector stakeholders with a fair allocation of contracting risks, will contribute to improving better infrastructure delivery outcomes.

In addition to the poor skills challenge in construction procurement, there are strong indications that corruption in the construction sector in increasing rapidly, with a view that South Africa is reaching the tipping point beyond which it may be very difficult to reverse corruption. The cidb has taken a firm position on corruption and is committed to rooting out all forms of corrupt activities in this sector. The cidb Compliance Strategy was developed to support and implement reactive and pro-active methodologies to adequately respond to the compliance and enforcement mandate the cidb. This effort will provide the cidb with much needed insight into the management capability, governance and accountability prescriptions applicable for tender and contract management. Poorly managed tender processes are all too often abused to promote fraud and corrupt practices. Further to this, the cidb has also initiated the adoption of the Construction Sector Transparency Initiative (CoST), an international multi-stakeholder initiative designed to increase transparency and accountability in the construction sector.

The programs and projects championed in the unit are geared to address the deficiencies that have contributed to poor delivery outcomes on public sector infrastructure projects


35

Pur

pos

eD

evel

op, p

rom

ote

and

mon

itor

unifo

rm a

pp

licat

ion

of c

idb

pre

scrip

ts t

hrou

ghou

t al

l org

ans

of s

tate

incl

udin

g p

rocu

rem

ent

stan

dar

ds,

con

stru

ctio

n p

rocu

rem

ent

refo

rm, i

mp

rove

d in

fras

truc

ture

del

iver

y m

anag

emen

t p

ract

ices

and

the

cid

b C

ode

of C

ond

uct.

Ob

ject

ive

Sta

tem

ent

Pro

vid

e le

ader

ship

to

stak

ehol

der

s an

d t

o st

imul

ate

sust

aina

ble

gro

wth

, ref

orm

and

imp

rove

men

t of

the

cons

truc

tion

sect

or fo

r ef

fect

ive

del

iver

y an

d t

he in

dus

try’

s en

hanc

ed r

ole

in t

he c

ount

ry’s

eco

nom

y

Key

Pol

icy

Prio

rity

Pro

vid

e le

ader

ship

for

enha

nced

pub

lic s

ecto

r co

nstr

uctio

n p

rocu

rem

ent

and

infr

astr

uctu

re d

eliv

ery

man

agem

ent

cap

abili

ty o

f pub

lic s

ecto

r cl

ient

s d

eliv

ered

with

in t

he p

resc

ribed

fram

ewor

k

Exp

ecte

d O

utco

me

Enh

ance

d c

omp

lianc

e to

con

stru

ctio

n p

rocu

rem

ent

and

infr

astr

uctu

re d

eliv

ery

man

agem

ent

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

3.1

Infr

astr

uctu

re

Del

iver

y im

pro

vem

ent

Ass

essm

ent

of th

e ap

plic

atio

n an

d

mai

nten

ance

of

the

Infr

astr

uctu

re

Del

iver

y M

anag

emen

t To

olki

t (ID

MT)

1x A

sses

smen

t re

port

on

the

appl

icat

ion

and

m

aint

enan

ce o

f th

e In

fras

truc

ture

D

eliv

ery

Man

agem

ent

Tool

kit (

IDM

T)

as p

art o

f the

fe

edba

ck to

the

IDIP

par

tner

s (D

BS

A, N

T, N

DP

W

& C

idb)

dev

elop

ed.

Eva

luat

e th

e im

pac

t of

the

p

ilot

pro

gram

me

and

issu

e th

e re

por

t b

y m

arch

20

12

1 x

Ass

essm

ent

rep

ort

dev

elop

ed

for

the

per

iod

1

Ap

ril 2

012

to

31 M

arch

201

3 (a

vaila

ble

Ap

ril

2013

)

x A

sses

smen

t re

por

t d

evel

oped

for

the

per

iod

1

Ap

ril 2

013

to

31 M

arch

201

4 (a

vaila

ble

Ap

ril

2014

)

1 x

Ass

essm

ent

rep

ort

dev

elop

ed

for

the

per

iod

1

Ap

ril 2

014

to

31 M

arch

201

5 (a

vaila

ble

Ap

ril

2015

)

1 x

Ass

essm

ent

rep

ort

dev

elop

ed

for

the

per

iod

1

Ap

ril 2

015

to

31 M

arch

201

6 (a

vaila

ble

Ap

ril

2016

)

= 1

x A

sses

smen

t re

port

dev

elop

ed

for

the

per

iod

1

Ap

ril 2

016

to

31 M

arch

201

7 (a

vaila

ble

Ap

ril

2017

)

1 x

3 ye

ar r

evie

w

and

rev

isio

n of

ID

MT

1 x

3 ye

ar r

evie

w

and

rev

isio

n of

ID

MT

by

end

of

Mar

ch 2

015

Cer

tified

IDM

T co

urse

mat

eria

l 1

x ID

MT

cour

se

mat

eria

l1

x d

raft

IDM

T co

urse

mat

eria

l fin

aliz

ed b

y en

d

of M

arch

201

3

1 x

final

and

ac

cred

itate

d f

IDM

T co

urse

m

ater

ial b

y M

arch

201

4

Aw

aren

ess

and

rol

l out

of

the

cert

ified

ID

MT

mod

ules

th

roug

h W

orks

hop

s /

Foru

ms

1 x

IDM

T Fo

rum

he

ld in

eac

h of

th

e ni

ne p

rovi

nces

to

pro

mot

e aw

aren

ess

and

rol

l ou

t.

1 x

IDM

T Fo

rum

he

ld in

eac

h of

the

nin

e p

rovi

nces

by

end

of

Mar

ch 2

015.

1 x

IDM

T C

ertifi

cate

co

urse

s ro

ll ou

t b

y en

d o

f Mar

ch

2016

1 x

IDM

T C

ertifi

cate

co

urse

s ro

ll ou

t b

y en

d o

f Mar

ch

2017

PD

M S

trat

egic

Ob

ject

ives


36

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

3.1

Infr

astr

uctu

re

Del

iver

y im

pro

vem

ent

Ass

essm

ent

of c

ertifi

cate

co

urse

s on

ID

MT

1 x

Ann

ual

asse

ssm

ent

rep

ort

of c

ertifi

cate

co

urse

s on

IDM

T

1 x

Ass

essm

ent

rep

ort

of

cert

ifica

te

cour

ses

on ID

MT

by

end

of M

arch

20

17

Mun

icip

al

Tool

kit

1 x

stra

tegi

c d

ocum

ent

dev

elop

ed fo

r M

unic

ipal

Too

lkit

1 x

stra

tegi

c d

ocum

ent

dev

elop

ed fo

r M

unic

ipal

Too

lkit

by

end

of M

arch

20

15 s

ubje

ct

to a

pp

rova

l by

Nat

iona

l tre

asur

y

3.2

Imp

rove

men

t an

d

mai

nten

ance

of

the

reg

ulat

ions

to

enh

ance

p

rocu

rem

ent

refo

rm a

nd

del

iver

y m

anag

emen

t

Pre

scrip

ts fo

r co

nstr

uctio

n in

fras

truc

ture

p

roje

ct d

eliv

ery.

1 x

reco

mm

end

atio

n an

d p

resc

ript

for

dis

put

e re

solu

tion

and

pro

mp

t p

aym

ent

for

Boa

rd

app

rova

l.

1 x

reco

mm

end

atio

n fo

r d

isp

ute

reso

lutio

n an

d

pro

mp

t p

aym

ent

to t

he B

oard

by

June

201

2

1 x

dev

elop

men

t of

pre

scrip

t fo

r d

isp

ute

reso

lutio

n an

d p

rom

pt

pay

men

t b

y en

d o

f Mar

ch

2014

1 x

dev

elop

men

t of

th

e st

and

ard

s an

d

gate

way

rev

iew

s fo

r B

oard

ap

pro

val

1 x

Dev

elop

ed

dra

ft s

tand

ard

for

Gat

eway

Rev

iew

s b

y M

arch

201

3

1 x

dev

elop

men

t of

pre

scrip

t fo

r G

atew

ay

Rev

iew

s b

y en

d

of M

arch

201

4

1 x

Reg

iste

r of

P

rofe

ssio

nal

Ser

vice

Pro

vid

er

(RoP

SP

) fr

amew

ork

dev

elop

ed fo

r B

oard

ap

pro

val.

1 x

Reg

iste

r of

P

rofe

ssio

nal

Ser

vice

Pro

vid

er

(RoP

SP

) fr

amew

ork

dev

elop

ed fo

r B

oard

ap

pro

val.

by

end

Mar

ch

2015


37

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

3.2

Imp

rove

men

t an

d

mai

nten

ance

of

the

reg

ulat

ions

to

enh

ance

p

rocu

rem

ent

refo

rm a

nd

del

iver

y m

anag

emen

t

Pre

scrip

ts fo

r co

nstr

uctio

n in

fras

truc

ture

p

roje

ct d

eliv

ery.

1 x

awar

enes

s Fo

rum

hel

d in

ea

ch o

f the

nin

e p

rovi

nces

on

Boa

rd a

pp

rove

d

legi

slat

ion

for

the

abov

e p

resc

ripts

.

1 x

awar

enes

s Fo

rum

hel

d

in e

ach

of t

he

nine

pro

vinc

es

on B

oard

ap

pro

ved

le

gisl

atio

n fo

r th

e ab

ove

pre

scrip

ts b

y en

d o

f Mar

ch

2014

1 x

awar

enes

s Fo

rum

hel

d in

ea

ch o

f the

nin

e p

rovi

nces

on

Boa

rd a

pp

rove

d

legi

slat

ion

for

the

abov

e p

resc

ripts

b

y en

d o

f Mar

ch

2015

1 x

awar

enes

s Fo

rum

hel

d in

ea

ch o

f the

nin

e p

rovi

nces

on

Boa

rd a

pp

rove

d

legi

slat

ion

for

the

abov

e p

resc

ripts

b

y en

d o

f Mar

ch

2016

1 x

awar

enes

s Fo

rum

hel

d in

ea

ch o

f the

nin

e p

rovi

nces

on

Boa

rd a

pp

rove

d

legi

slat

ion

for

the

abov

e p

resc

ripts

b

y en

d o

f Mar

ch

2017

2 Ye

ar r

evie

w a

nd

revi

sion

of c

idb

re

gula

tions

Dec

emb

er

2010

Dev

elop

men

t,

Imp

rove

men

t an

d

mai

nten

ance

of

the

cid

b

regu

latio

ns b

y M

arch

201

2

1 x

Rev

iew

re

por

t an

d

pre

scrip

ts fo

r am

end

men

ts

of t

he c

idb

re

gula

tion

by

Mar

ch 2

014.

1 x

Rev

iew

rep

ort

and

pre

scrip

ts

for

amen

dm

ents

of

the

cid

b

regu

latio

n b

y en

d

of M

arch

201

6

1 x

Est

ablis

hed

P

rocu

rem

ent

Ad

viso

ry P

anel

fo

r gu

idan

ce o

n p

rocu

rem

ent

and

d

eliv

ery

legi

slat

ion

1 x

Est

ablis

hed

P

rocu

rem

ent

Ad

viso

ry P

anel

fo

r gu

idan

ce o

n p

rocu

rem

ent

and

del

iver

y le

gisl

atio

n b

y en

d

of M

arch

201

3

3.3

Imp

rovi

ng C

lient

(G

ove

rnm

ent

Dep

artm

ents

an

d S

oE

) ca

pab

ility

an

d in

dus

try

cap

acit

y

Enh

ance

d

clie

nt c

apab

ility

an

d in

dus

try

cap

acity

for

pro

cure

men

t an

d d

eliv

ery

man

agem

ent

4 x

CP

O fo

rum

s ho

sted

per

p

rovi

nce

to b

uild

cl

ient

cap

abili

ty

(9 x

Chi

ef

Pro

cure

men

t O

ffice

r (C

PO

) Fo

rum

s)

4 x

CP

O fo

rum

s ho

sted

per

an

num

by

end

of

Mar

ch 2

013

4 x

CP

O fo

rum

s ho

sted

per

an

num

by

end

of

Mar

ch 2

014

4 x

CP

O fo

rum

s ho

sted

per

an

num

by

end

of

Mar

ch 2

015

4 x

CP

O fo

rum

s ho

sted

per

an

num

by

end

of

Mar

ch 2

016

Hos

t 4

x C

PO

fo

rum

s p

er

annu

m b

y en

d o

f M

arch

201

7

1 x

ind

ustr

y fo

cus

grou

p m

eetin

gs

held

per

ann

um.

1 x

Ind

ustr

y fo

cus

grou

p m

eetin

gs

held

per

ann

um

by

end

of M

arch

20

13

1 x

Ind

ustr

y fo

cus

grou

p

mee

tings

hel

d

per

ann

um b

y en

d o

f Mar

ch

2014

1 x

Ind

ustr

y fo

cus

grou

p

mee

tings

hel

d

per

ann

um b

y en

d o

f Mar

ch

2015

1 x

Ind

ustr

y fo

cus

grou

p

mee

tings

hel

d

per

ann

um b

y en

d o

f Mar

ch

2016

1 x

Ind

ustr

y fo

cus

grou

p

mee

tings

hel

d

per

ann

um b

y en

d o

f Mar

ch

2017


38

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

3.3

Imp

rovi

ng C

lient

(G

ove

rnm

ent

Dep

artm

ents

an

d S

oE

) ca

pab

ility

an

d in

dus

try

cap

acit

y

Enh

ance

d

clie

nt c

apab

ility

an

d in

dus

try

cap

acity

for

pro

cure

men

t an

d d

eliv

ery

man

agem

ent

1 x

Str

ateg

y d

evel

oped

for

Clie

nt P

erfo

rman

ce

Aw

ard

s.

1 x

Str

ateg

y d

evel

oped

fo

r C

lient

P

erfo

rman

ce

Aw

ard

s b

y en

d

Mar

ch 2

014

1 x

Ann

ual

Per

form

ance

aw

ard

s.

1 x

Ann

ual

Per

form

ance

aw

ard

s b

y en

d o

f M

arch

201

5

1 x

Ann

ual

Per

form

ance

aw

ard

s b

y en

d o

f M

arch

201

6

1 x

Ann

ual

Per

form

ance

aw

ard

s b

y en

d o

f M

arch

201

7

2 x

Trai

ning

w

orks

hop

s p

er

qua

rter

, (on

p

rocu

rem

ent

outc

omes

for

clie

nt C

ontr

acto

r D

evel

opm

ent

Pro

gram

s C

DP

’s,

IDM

T an

d o

ther

p

rocu

rem

ent

rela

ted

top

ics)

.

2 x

Trai

ning

w

orks

hop

s p

er

qua

rter

by

end

of

June

201

2, S

ep,

2012

, Dec

201

2 an

d M

ar 2

013.

x Tr

aini

ng

wor

ksho

ps

per

q

uart

er b

y en

d

of J

une

2013

, S

ep, 2

013,

Dec

20

13 a

nd M

ar

2014

.

x Tr

aini

ng

wor

ksho

ps

per

q

uart

er b

y en

d o

f Ju

ne 2

014,

Sep

, 20

14, D

ec 2

014

and

Mar

201

5.

1 x

qua

rter

ly L

aw

rep

ort

pub

lishe

d

on t

he c

idb

w

ebsi

te t

o sh

are

info

rmat

ion

on

cour

t ru

lings

on

cons

truc

tion

cont

ract

s

1 x

qua

rter

ly L

aw

rep

orts

pub

lishe

d

by

end

of J

une

2012

, Sep

, 201

2,

Dec

201

2 an

d

Mar

201

3.

1 x

qua

rter

ly

Law

rep

orts

p

ublis

hed

by

end

of J

une

2013

, Sep

, 20

13, D

ec 2

013

and

Mar

201

4.

1 x

qua

rter

ly L

aw

rep

orts

pub

lishe

d

by

end

of J

une

2014

, Sep

, 201

4,

Dec

201

4 an

d

Mar

201

5.

1 x

qua

rter

ly L

aw

rep

orts

pub

lishe

d

by

end

of J

une

2015

, Sep

, 201

5,

Dec

201

5 an

d

Mar

201

6.

1 x

qua

rter

ly L

aw

rep

orts

pub

lishe

d

by

end

of J

une

2016

, Sep

, 201

6,

Dec

201

6 an

d

Mar

201

7.

Pra

ctic

e N

otes

and

/ o

r B

roch

ures

2 x

Issu

ed

Pra

ctic

e N

otes

and

/ o

r B

roch

ures

(ad

hoc)

on

con

clus

ion

of n

eed

-as

sess

men

t. o

n ci

db

reg

ulat

ions

an

d p

ract

ices

per

ye

ar.

30

Nov

emb

er

2010

One

Pra

ctic

e N

ote

or

Bro

chur

e is

sued

p

er q

uart

er fr

om

the

1st

qua

rter

(x

4)

2 x

Pra

ctic

e N

ote

and

/ o

r B

roch

ure

issu

ed b

y en

d o

f S

ep, 2

012,

and

M

ar 2

013.

2 x

Pra

ctic

e N

ote

and

/

or B

roch

ure

issu

ed b

y en

d

of S

ep, 2

013,

an

d M

ar 2

014.

2 x

Pra

ctic

e N

ote

and

/ o

r B

roch

ure

issu

ed

by

end

of S

ep,

2014

, and

Mar

20

15

2 x

Pra

ctic

e N

ote

and

/ o

r B

roch

ure

issu

ed

by

end

of S

ep,

2015

, and

Mar

20

16.

2 x

Pra

ctic

e N

ote

and

/ o

r B

roch

ure

issu

ed

by

end

of S

ep,

2016

, and

Mar

20

17


39

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

3.4

Imp

rovi

ng

cons

truc

tio

n p

rocu

rem

ent

skill

s

Con

stru

ctio

n p

rocu

rem

ent

skill

s co

mp

eten

ce

stan

dar

ds

1 x

Com

pet

ence

S

tand

ard

mod

el

for

cons

truc

tion

pro

cure

men

t d

evel

oped

and

su

bm

itted

for

Boa

rd a

pp

rova

l.

1 x

dra

ft s

tand

ard

d

evel

oped

by

end

of M

arch

20

13.

1 x

dra

ft m

odel

su

bm

itted

to

the

Boa

rd b

y en

d o

f Mar

ch

2014

1 x

final

mod

el

and

pre

scrip

ts

sub

mitt

ed t

o th

e B

oard

by

end

of

Mar

ch 2

015

1 x

awar

enes

s Fo

rum

hel

d in

ea

ch o

f the

nin

e p

rovi

nces

on

Boa

rd a

pp

rove

d

com

pet

ence

st

and

ard

s fo

r th

e ab

ove

pre

scrip

ts.

1 x

awar

enes

s Fo

rum

hel

d.

by

Mar

ch 2

015

1 x

awar

enes

s Fo

rum

hel

db

y M

arch

201

6

1x a

war

enes

s fo

rum

hel

d b

y M

arch

201

7

1 x

annu

al r

epor

t to

mon

itor

and

ev

alua

te t

he

imp

lem

enta

tion

of

the

com

pet

ence

st

and

ard

s m

odel

1 x

annu

al

rep

ort

on t

he

imp

lem

enta

tion

of t

he

com

pet

ence

st

and

ard

s p

rod

uced

by

end

of

Mar

ch 2

015.

3.5

Co

mp

lianc

e an

d

Enf

orc

emen

t o

f ci

db

R

egul

atio

ns.

Imp

lem

enta

tion

of c

omp

lianc

e m

onito

ring

pla

n

1 x

imp

lem

ente

d

com

plia

nce

mon

itorin

g p

lan.

1 x

Com

plia

nce

mon

itorin

g p

lan

imp

lem

ente

d b

y Ju

ne 2

012

Imp

rove

d

com

plia

nce

with

the

cid

b

regu

latio

ns.

1 x

Qua

rter

ly

rep

orts

on

inve

stig

atio

ns a

nd

pro

secu

tions

on

case

s of

non

-co

mp

lianc

e, fr

aud

an

d c

orru

ptio

n

As

whe

n ca

ses

are

rep

orte

d

Inve

stig

atio

ns

and

qua

rter

ly

rep

ortin

g on

ca

ses

of fr

aud

an

d c

orru

ptio

n fr

om 1

st q

uart

er

of 2

011/

12.

1 x

Qua

rter

ly

rep

ort

on

inve

stig

atio

ns

and

pro

secu

tions

b

y en

d o

f Jun

e 20

12, S

ep, 2

012,

D

ec 2

012

and

M

ar 2

013.

1 x

Qua

rter

ly

rep

ort

on

inve

stig

atio

ns

and

p

rose

cutio

ns

by

end

of J

une

2013

, Sep

, 20

13, D

ec 2

013

and

Mar

201

4.

1 x

Qua

rter

ly

rep

ort

on

inve

stig

atio

ns

and

pro

secu

tions

b

y en

d o

f Jun

e 20

14, S

ep, 2

014,

D

ec 2

014

and

M

ar 2

015.

1 x

Qua

rter

ly

rep

ort

on

inve

stig

atio

ns

and

pro

secu

tions

b

y en

d o

f Jun

e 20

15, S

ep 2

015,

D

ec 2

015

and

M

ar 2

016.

1 x

Qua

rter

ly

rep

ort

on

inve

stig

atio

ns

and

pro

secu

tions

b

y en

d o

f Jun

e 20

16, S

ep, 2

016,

D

ec 2

016

and

M

ar 2

017.


40

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Ind

icat

or

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

3.5

Co

mp

lianc

e an

d

Enf

orc

emen

t o

f ci

db

R

egul

atio

ns.

Ant

i-co

rrup

tion

stra

tegy

1 x

Ant

i-co

rrup

tion

mod

el d

evel

oped

.R

esea

rch

and

d

evel

opm

ent

of

anti-

corr

uptio

n st

rate

gy b

y S

epte

mb

er 2

011

1 x

dra

ft A

nti-

corr

uptio

n m

odel

d

evel

oped

by

end

of M

arch

20

13

1 x

final

Ant

i-co

rrup

tion

mod

el

dev

elop

ed a

nd

sub

mitt

ed t

o B

oard

by

end

of

Mar

ch 2

014

1 x

Ann

ual r

epor

t on

imp

lem

enta

tion

of t

he c

idb

A

nti-

Cor

rup

tion

Str

ateg

y.

1 x

Ann

ual

rep

ort

on

imp

lem

enta

tion

of t

he c

idb

A

nti-

Cor

rup

tion

Str

ateg

y p

ublis

hed

by

end

of

Mar

ch 2

016.

1 x

Ann

ual

rep

ort

on

imp

lem

enta

tion

of t

he c

idb

A

nti-

Cor

rup

tion

Str

ateg

y p

ublis

hed

by

end

of

Mar

ch 2

017.


41

Programme 4: Construction Registers Services (CRS)

PurposeThe Construction Registers Service (CRS) Programme is responsible for management and improvement of the Construction Registers Service comprising the Register of Contractors (RoC), Register of Projects (RoP) and implementation of any new Registers in terms of the cidb Act.

The CRS Programme is responsible for an efficient registrations service, accurate assessments of registration applications, ensuring that services are available, and that registration requirements are aligned with the construction industry.

Description of the CRS ProgrammeThe Construction Registers Service comprises the Register of Contractors and the Register of Projects which have been established in terms of the cidb Act (Act 38 of 2000). The Register of Contractors grades and categorises contractors according to financial and works capability. It is mandatory for public sector clients to apply the register when considering construction works tenders. The Register of Contractors facilitates public sector procurement, promotes contractor development and forms the basis for driving performance improvement.

The Register of Projects provides information on the nature, value and distribution of projects. Public sector clients are required to register projects above R200,000 while private sector clients and large state owned entities are required to register projects above R10 million. When clients register projects, the track records of contractors are updated and the information is available to other clients through the cidb website. The Register of Projects forms the basis for driving client best practice.

The cidb has developed the i-Tender service which enables clients to advertise tenders on the cidb website. The i-Tender service automatically alerts registered contractors of tender opportunities by email and sms. Tenders are also displayed on the cidb website. Compliance with legislative requirements to register projects is made easy for clients who convert the same tender information after award and add basic additional ‘post award’ information. The service is made available by the cidb at no cost to clients.

The focus of the CRS Programme will be on the production of reports on client compliance in the use of the iTender-Register of Projects service. A dedicated team has been set up to manage and improve the iTender-Register of Projects service which includes improving the quality of data which is captured by registered clients. Clients will receive improved communication on the use of the service.


42

While the total number of contractors registered continues to increase, the rate of increase has declined sharply. This is evident in the graph below which depicts the growth in the total number of registrations from January 2005 to January 2012, which is then forecasted up to January 2013.

Graph 1: Total number of registration: Jan 2005 to Jan 2012, forecasted to Jan 2013

The focus for the 2012/2013 year will be on the implementation of Regulations with the service amendable to contractors in terms of improved registration requirements. It is anticipated that the Regulation amendments will be published for public comment by 31 May 2012. The CRS Programme will also focus on the implementation of the improved registration software systems due to go live on 01 May 2012. The new software will support improved efficiencies, customer service and better integration of registration activities across all cidb registration points.

The application of best practice Business Process Management (BPM) methodologies coupled with skilled and committed personnel has ensured that the cidb meets its commitment to stakeholders by providing an efficient registrations service. Compliant applications are processed within 21 working days. Potential backlogs are identified early and resolved. The approach is to get it right the first time with quality assurance processes in place.

A dedicated training function has been established to ensure that all cidb registrations personnel are knowledgeable on registration requirements and processes. Registration services are offered at the cidb provincial Construction Contact Centre’s (CCC’s) and at the cidb head Office. The entry level Grade 1 applications are processed ‘over the counter’ with registrations activated within a period of 48 hours.

Structure of the ProgrammeThere are 66 positions within the CRS Programme. There are no new positions for the 2012-2013 financial year. The structure of the Programme in financial years beyond 2012-2013 is dependent on the design of the best practice assessment schemes and any new Registers provided in the cidb Act that may be implemented in the future.


43

Pur

pos

eIm

ple

men

t, m

anag

e an

d im

pro

ve n

atio

nal r

egis

trat

ion

serv

ices

cov

erin

g th

e R

egis

ter

of C

ontr

acto

rs (R

oC),

Reg

iste

r of

Pro

ject

s (R

oP) a

nd n

ew R

egis

ters

tha

t m

ay b

e im

ple

men

ted

in t

erm

s of

the

cid

b A

ct.

Ob

ject

ive

stat

emen

tR

egis

trat

ion

of c

ontr

acto

rs in

a m

anne

r th

at fa

cilit

ates

pub

lic s

ecto

r p

rocu

rem

ent

by

ensu

ring

an e

ffici

ent

regi

stra

tions

ser

vice

and

acc

urat

e as

sess

men

ts o

f ap

plic

atio

ns.

Faci

litat

e th

e re

gist

ratio

n of

pub

lic s

ecto

r p

roje

cts

and

dis

trib

ute

qua

rter

ly r

epor

ts o

n cl

ient

com

plia

nce

bot

h in

tern

ally

and

ext

erna

lly. T

he r

egis

trat

ion

of

pro

ject

s fo

rms

the

bas

is fo

r th

e im

ple

men

tatio

n of

the

bes

t p

ract

ice

pro

ject

ass

essm

ent

sche

mes

des

igne

d t

o d

rive

imp

rove

d c

lient

per

form

ance

.

Key

Pol

icy

Prio

rity

Con

stru

ctio

n R

egis

trat

ion

Ser

vice

s

Exp

ecte

d O

utco

me

Effe

ctiv

e an

d E

ffici

ent

Reg

istr

atio

n P

roce

sses

.

Pro

gra

mm

e 4:

Co

nstr

ucti

on

Reg

iste

rs S

ervi

ces

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

4.1

Eff

ecti

ve

and

effi

cien

t re

gis

trat

ions

se

rvic

e.

Con

trac

tor

regi

stra

tions

se

rvic

e.

Con

trac

tor

regi

stra

tion

with

in

the

pre

scrib

ed

21 w

orki

ng d

ays

turn

arou

nd t

ime

of a

ll co

mp

liant

ap

plic

atio

ns

for

Gra

de

2-9

cont

aine

d in

th

e q

uart

erly

p

rod

uctio

n re

por

t.

21 w

orki

ng

day

sR

egis

trat

ion

of G

rad

e 2-

9 co

ntra

ctor

s co

mp

lete

d w

ith

a m

axim

um

of 2

1 w

orki

ng

day

s b

ased

on

all c

omp

liant

ap

plic

atio

ns

90 %

com

plia

nce

with

the

le

gisl

ated

tu

rnar

ound

tim

e on

pro

cess

ing

com

plia

nt G

rad

e 2-

9 ap

plic

atio

ns

91 %

co

mp

lianc

e w

ith t

he

legi

slat

ed

turn

arou

nd t

ime

on p

roce

ssin

g co

mp

liant

G

rad

e 2-

9 ap

plic

atio

ns

92 %

co

mp

lianc

e w

ith

the

legi

slat

ed

turn

arou

nd t

ime

on p

roce

ssin

g co

mp

liant

Gra

de

2-9

app

licat

ions

93 %

co

mp

lianc

e w

ith

the

legi

slat

ed

turn

arou

nd t

ime

on p

roce

ssin

g co

mp

liant

Gra

de

2-9

app

licat

ions

94 %

co

mp

lianc

e w

ith

the

legi

slat

ed

turn

arou

nd t

ime

on p

roce

ssin

g co

mp

liant

Gra

de

2-9

app

licat

ions

Ad

min

istr

atio

n (a

ckno

wle

dge

, in

vest

igat

e &

rou

te t

o re

leva

nt

bus

ines

s un

it)

of q

uerie

s

48 h

our

turn

arou

nd

time

for

the

adm

inis

trat

ion

of

cont

ract

ors

and

cl

ient

s re

gist

ratio

n q

uerie

s co

ntai

ned

in

the

qua

rter

ly

pro

duc

tion

rep

ort.

Turn

arou

nd

time

48

hour

s

Que

ry c

aptu

red

in

vest

igat

ed

and

pro

pos

ed

reso

lutio

n co

mm

unic

ated

to

the

orig

inat

ors

of q

uerie

s w

ith a

tu

rnar

ound

tim

e of

48

hour

s

95 %

com

plia

nce

with

the

48

hour

tur

naro

und

tim

e fo

r th

e ad

min

istr

atio

n of

con

trac

tors

an

d c

lient

s re

gist

ratio

n q

uerie

s.

95 %

co

mp

lianc

e w

ith t

he

48 h

our

turn

arou

nd

time

for

the

adm

inis

trat

ion

of c

ontr

acto

rs

and

clie

nts

regi

stra

tion

que

ries.

95 %

com

plia

nce

with

the

48

hour

tur

naro

und

tim

e fo

r th

e ad

min

istr

atio

n of

con

trac

tors

an

d c

lient

s re

gist

ratio

n q

uerie

s.

95 %

com

plia

nce

with

the

48

hour

tur

naro

und

tim

e fo

r th

e ad

min

istr

atio

n of

con

trac

tors

an

d c

lient

s re

gist

ratio

n q

uerie

s.

95 %

com

plia

nce

with

the

48

hour

tur

naro

und

tim

e fo

r th

e ad

min

istr

atio

n of

con

trac

tors

an

d c

lient

s re

gist

ratio

n q

uerie

s.

RoC

dat

a q

ualit

y m

anag

emen

t.

10 w

orki

ng d

ays

turn

arou

nd t

ime

for

corr

ectio

n of

dat

a er

rors

on

Gra

de

2 -

9 co

ntai

ned

in

the

qua

rter

ly

pro

duc

tion

rep

ort.

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of 1

0 w

orki

ng d

ays

for

Gra

des

2 t

o 9.

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of 1

0 w

orki

ng d

ays

for

Gra

des

2

to 9

.

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of 1

0 w

orki

ng d

ays

for

Gra

des

2 t

o 9.

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of 1

0 w

orki

ng d

ays

for

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des

2 t

o 9.

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of 1

0 w

orki

ng d

ays

for

Gra

des

2 t

o 9


44

No.

Str

ateg

ic

Obj

ectiv

eO

utpu

tP

erfo

rman

ce

Indi

cato

r

Aud

ited

P

erfo

rman

ceE

stim

ated

P

erfo

rman

ceM

ediu

m-t

erm

Tar

gets

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

4.1

Eff

ecti

ve

and

effi

cien

t re

gis

trat

ions

se

rvic

e.

RoC

dat

a q

ualit

y m

anag

emen

t.

One

cal

end

ar

mon

th t

urna

roun

d

time

for

corr

ectio

n of

dat

a er

rors

of

Gra

de

1 co

ntai

ned

in

the

qua

rter

ly

pro

duc

tion

rep

ort

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of o

ne

cale

ndar

mon

th

for

Gra

de

1.

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of o

ne

cale

ndar

mon

th

for

Gra

de

1.

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of o

ne

cale

ndar

mon

th

for

Gra

de

1

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of o

ne

cale

ndar

mon

th

for

Gra

de

1

95%

of e

rror

s id

entifi

ed t

o b

e re

ctifi

ed w

ithin

a

per

iod

of o

ne

cale

ndar

mon

th

for

Gra

de

1

Fra

ud

and

eth

ics

awar

enes

s am

ong

CR

S

staf

f mem

ber

s.

2 x

Frau

d

Aw

aren

ess

Wor

ksho

ps

cond

ucte

d.

30 S

ept

2010

and

31

Mar

ch 2

011

Frau

d a

war

enes

s W

orks

hop

s:

• 1

held

by

30

Sep

201

1•

1 he

ld b

y 31

M

arch

201

2

2 x

Frau

d

awar

enes

s w

orks

hop

hel

d b

y en

d o

f Sep

201

2 an

d M

ar 2

013

2 x

Frau

d

awar

enes

s w

orks

hop

hel

d

by

end

of S

ep

2013

and

Mar

20

14

2 x

Frau

d

awar

enes

s w

orks

hop

hel

d

by

end

of S

ep

2014

and

Mar

20

15

2 x

Frau

d

awar

enes

s w

orks

hop

hel

d

by

end

of S

ep

2015

and

Mar

20

16

Reg

istr

atio

ns

soft

war

e sy

stem

av

aila

bili

ty.

95 %

up

time

of

the

regi

stra

tion

Sys

tem

s co

ntai

ned

in

the

Qua

rter

ly

syst

ems

uptim

e re

por

t.

Com

ple

te

pha

sed

im

ple

men

tatio

n b

y 30

Dec

201

1

95%

up

time

of R

egis

trat

ion

syst

em

avai

lab

ility

..

95%

up

time

of R

egis

trat

ion

syst

em

avai

lab

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45

Programme 5: Chief Executive Officer’s Office

The CEO office is support function that provide overall strategic leadership, risk management including

managing the stakeholder consultations and communications. As the organisation’s impact in the

industry grows so does the need for a more deliberate, systematic and strategic approach to stakeholder

communication beyond that of just dissemination of information that characterised the cidb’s entry into

the sector and the development phase of its instruments.

The Construction Industry Development Regulations of 2004, introducing procurement reform in

construction, brought about profound changes to the construction landscape and the attendant

challenges of managing change. In response the cidb disseminated information through publications,

posters, the website and contractor workshops to create awareness and guide contractors on how to

register. A dedicated outreach team was also established enabling the cidb to deliver more than 200

public sector client capacitation workshops nationally.

Information was also disseminated to inform stakeholders about various other tools established by

the cidb towards fulfillment of its mandate such as the National Contractor Development Programme,

labour intensive construction guidelines, the construction industry indicators and other industry

performance measurement tools. With many of these projects firmly on the ground, focus must now

move towards more deliberate organisational branding to build the image of the cidb as industry leader

and promote better ownership of cidb instruments by stakeholders.

Using the feedback gleaned from its stakeholders, it is now imperative that cidb addresses the area

of transformational communication in its strategy. The purpose of the transformation communication

network is to counteract uncertainty and rumours by providing as much information as possible as

quickly as possible to the different stakeholder groups. The communication strategy should ensure

that the people get an accurate picture of the transformation process, its progress and its success. The

more you communicate, the greater the level of success. The area of focus of this programme will be

to implement a communication strategy to support all projects/ programmes to address stakeholder’s

concerns and disseminate cidb’s initiatives without the risk of confusing stakeholders with intention of

promoting a positive image of these programmes as well as overall corporate image. The strategy will

cover the review process of the internal communications, external communications, media liaisons,

communication protocols and brandings. An enhanced communication approach will also be used to

prepare, package and disseminate relevant critical information to stakeholders.


46

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47

9. Resource considerations

Core Programmes

• Growth and Contractor Development (GCD)

The level of client understanding on various cidb issues, necessitate that provincial offices becomes

knowledge repository for quicker turnaround times and value for client capacitation. Therefore the

functions have gravitated from purely registration to many other services such as procurement

capacitation and contractor development support, which is huge resource/staff intensive task in that it

talks to capacitating provincial offices, metros, districts and local municipalities.

Consideration and focus should be on possible growth and expansion of the cidb provincial offices

(CCC’s) in terms of space and personnel. The move is necessitated by changing environment and

landscape where construction contractor registration is increasing at steady rates as well as providing

support on contractor development and procurement. There are increasing calls for cidb to restructure

the budget and resource allocations to support contractor development and procurement processes.

• Construction Industry Performance (CIP)

As the Best Practice Registers begin to roll out, the demands for staff (and financial resources) will

increase in 2014/15 and beyond in response to demands for accreditation and assessment, as well as

for compliance monitoring.

• Procurement and Delivery Management (PDM)

PDM is estimated to have a growth in staff and expenditure based on existing resources is given below:

Estimated Medium-term Targets

Item 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Total staff 8 10 12 15 15 15

• Construction Registers Services (CRS)

The Construction Registers Service programme has achieved stability in terms of the number of staff

required. There are 68 positions within the CRS Programme and no new positions are identified for the

2012-2013 financial year.

Support Programmes

The Corporate Service programme is to be established as a fully-fledged stand-alone programme

under a leadership of a new Programme Manager. This position will encompass managing the following

key functions:

• Human Resources Unit – This unit is currently residing under the CFO’s office. One additional

position at project management level will be created to provide effective support to the HR

manager.


48

• Communications and Marketing Unit - This unit is currently residing under the CEO’s office

• Legal Services Unit – This unit is currently outsourced and will be brought in-house.

Consideration to made to locate all legal service under this programme for overall support to

all programmes.

• General Office administration - various activities related to this function are scattered throughout

the organisation. In order to bring better alignment, the following activities will reside under this

function:

- Access and Security services

- Cleaning and catering services

- Switchboard and Reception services

- Office equipment and furniture

- Office maintenance

- OHS

- Library

The CEO’s office

An assessment for the establishment of a General Manager / COO as well as the creation of the in

house internal audit unit is envisaged to be done in this MTEF period.

Statement of financial performance

Audited outcome Revised estimate

Medium-term estimate

R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Revenue

Tax revenue – – – – – – –

Non-tax revenue 37,952 50,847 50,047 43,914 47,442 50,526 53,557

Sale of goods and services other than capital assets

35,002 46,648 44,497 41,252 44,552 47,448 50,295

of which:

Admin fees – – – – – – –

Sales by market establishments

35,002 46,648 44,497 41,252 44,552 47,448 50,295

Other sales – – – – – – –

Other non-tax revenue 2,951 4,199 5,550 2,662 2,890 3,078 3,263

Transfers received 41,891 59,269 63,665 65,959 66,882 77,807 83,758

Total revenue 79,843 110,116 113,712 109,873 114,324 128,333 137,315

Expenses

Current expense 79,342 89,039 103,676 109,873 114,324 128,333 137,315

Compensation of employees

37,502 44,285 52,867 51,553 55,677 57,960 61,438

Goods and services 35,952 37,997 43,960 51,925 55,843 67,402 72,728

Depreciation 2,327 2,487 2,503 6,395 2,803 2,972 3,150

Interest, dividends and rent on land

3,561 4,270 4,346 – – – –

Transfers and subsidies – – – – – – –

Total expenses 79,342 89,039 103,676 109,873 114,324 128,333 137,315

Surplus / (Deficit) 502 21,077 10,036 (0) – (0) –

Acquisition of assets 2,800 1,928 2,740 3,576 4,459 3,253 3,448


49

Statement of financial performance

Audited outcome Revised estimate

Medium-term estimate

R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Statement of financial position

Carrying value of assets 15,984 14,600 14,730 11,911 13,566 13,847 14,145

of which: Acquisition of assets

2,800 1,928 2,740 3,576 4,459 3,253 3,448

Investments – – – – – – –

Inventory – – – – – – –

Loans – – – – – – –

Accrued Investment Interest – – – – – – –

Receivables and prepayments

3,925 1,119 2,875 1,415 986 1,444 1,929

Cash and cash equivalents 35,798 62,313 80,812 93,959 98,097 103,072 108,346

Non-Current assets held for sale

7,565 4,502 34 – – – –

Defined benefit plan assets – – – – – – –

Taxation – – – – – – –

Derivatives financial instruments

– – – – – – –

Total assets 63,273 82,533 98,451 107,285 112,649 118,363 124,420

Accumulated surplus/deficit 21,520 42,582 52,617 52,617 52,616 52,616 52,616

Capital and reserves – – – – – – –

Capital Reserve Fund – – – – – – –

Borrowings – – – – – – –

Finance lease – – – – – – –

Accrued Interest – – – – – – –

Deferred income 17,479 24,031 26,337 26,337 26,337 26,337 26,337

Trade and other payables – 15,921 19,497 28,331 33,696 39,410 45,467

Taxation – – – – – – –

Provisions 24,274 – – – – – –

Managed Funds (e.g. Poverty Alleviation Fund)

– – – – – – –

Derivatives financial instruments

– – – – – – –

Total equity and liabilities 63,273 82,534 98,451 107,285 112,649 118,363 124,420

Contingent liabilities – – – – – – –

** Considering the 2012/13 budget allocations, some of the projects will be funded out of the

accumulated surplus after consultation with the National Treasury.


50

10. Risk Assessment

The annual risk assessment is conducted each year in August/September to reassess the strategic

risks of cidb. At the workshop the following strategic risks were identified and ranked as critical by

Senior Management and reflected in the cidb risk register

# Strategic Objective Risk Inherent Risk

Residual Risk

1 (Facilitate)Training and Contractor Development / Supported by Increased Capacity at the Construction Contact Centres (CCC’s)

Ineffective support to contractor development.

High Medium

2 (Facilitate)Training and Contractor Development / Supported by Increased Capacity at the Construction Contact Centres (CCC’s)

Misunderstanding of cidb’s role in contractor development

Extreme Medium

3 Maintenance of an efficient registration services at the CRS (Construction Registers Services)

Providing inefficient service. Medium Low

4 Maintenance of an efficient registration services at the CRS (Construction Registers Services)

Poor data quality. Extreme High

5 Research and Development (R&D) Agenda as well as Academic Excellence (Establish and maintain centres of excellence)

Inability of cidb to establish and maintain centres of excellence.

High Low

6 Research and Development (R&D) Agenda as well as Academic Excellence (Establish and maintain centres of excellence)

Inability of COE’s to deliver on the strategic objectives. (Research and Development)

Medium Low

7 Phase 2 of the Registers-Best Practice Schemes Not driving best practices on projects

Medium Low

8 Phase 2 of the Registers-Best Practice Schemes Failure to generate alternative income within MTF.

Medium Low

9 Phase 2 of the Registers-Best Practice Schemes Inadequate risk management for clients.

High Low

10 Phase 2 of the Registers-Best Practice Schemes Not supporting the setting and implementation of standards for contractor development.

Extreme Medium

11 Public Sector Procurement, Deliver, Capacitation and Enforcement of Compliance

Ineffective delivery of procurement and delivery of infrastructure in the public sector.

Extreme Medium


Non-compliance to the prescripts for procurement and delivery.

Extreme Medium


The cidb not playing an adequate role in reducing fraud and corruption.

Extreme Medium


Lack of adequate internal specialist skill on procurement reform.

Extreme Medium

15 Human Resource Development Inappropriate / inadequate human resources development strategy

Medium Low

16 Alignment of Programmes and Units for Better Efficiency

Structural / operational inefficiencies.

Medium Low

17 Alignment with the Government’s Strategic Priorities and the Presidential Performance Outcomes

Inadequate alignment with government strategies

High Low

18 Alignment with the Government’s Strategic Priorities and the Presidential Performance Outcomes

Inadequate alignment with the DPW strategic plan.

Extreme Medium


51

notes


52

notes


54

Website: www.cidb.org.zaE-mail: [email protected]

Tel: +27 12 482 7200 or +27 86 100 cidbFax: +27 12 349 8986 or +27 86 681 9995

Anonymous Fraud line: 080 011 2432Postal address: PO Box 2107, Brooklyn Square, 0075

Physical address: Blocks N&R, SABS Campus, 2 Dr. Lategan Rd, Groenkloof, Pretoria, South Africa

cidb, Raising the Bar in the Business of Construction

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w.i

ww

.co.

za |

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