Upload
dinhmien
View
216
Download
0
Embed Size (px)
Citation preview
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
2
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
3
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
4
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:
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
5
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
8
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
10
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;
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
11
• 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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
12
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
13
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
14
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
15
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
17
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
18
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
)
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
)
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
Mon
itor
Qua
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
(Ap
r, Ju
l, O
ct, J
an)
4 x
Qua
rter
ly
Mon
itors
p
ublis
hed
in p
df
form
at o
n ci
db
W
eb in
201
3/14
(A
pr,
Jul,
Oct
, Ja
n)
4 x
Qua
rter
ly
Mon
itors
p
ublis
hed
in p
df
form
at o
n ci
db
W
eb in
201
4/15
(A
pr,
Jul,
Oct
, Ja
n)
4 x
Qua
rter
ly
Mon
itors
p
ublis
hed
in p
df
form
at o
n ci
db
W
eb in
201
5/16
(A
pr,
Jul,
Oct
, Ja
n)
4 x
Qua
rter
ly
Mon
itors
p
ublis
hed
in p
df
form
at o
n ci
db
W
eb in
201
6/17
(A
pr,
Jul,
Oct
, Ja
n)
4x Q
uart
erly
cid
b
SM
E B
usin
ess
Con
diti
ons
Sur
vey
resu
lt p
ublis
hed
in
pd
f for
mat
on
cid
b
Web
BC
I qua
rter
lyS
ME
Sur
veys
q
uart
erly
from
1s
t q
uart
er (i
.e
x4 in
the
yea
r)
4 x
SM
E
Sur
veys
p
ublis
hed
in p
df
form
at o
n ci
db
W
eb in
201
2/13
(A
pr,
Jul,
Oct
, 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,
Jan)
4 x
SM
E S
urve
ys
pub
lishe
d in
pd
f fo
rmat
on
cid
b
Web
in 2
015/
16
(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
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
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 C
ontr
acto
r R
ecog
nitio
n S
chem
e
1 x
cid
b S
tand
ard
fo
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
im
ple
men
tatio
n of
Sta
ndar
d
Com
pet
ence
R
ecog
nitio
n 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 S
tand
ard
fo
r C
omp
eten
ce
Rec
ogni
tion
sub
mitt
ed b
y M
arch
201
4
1 x
Ann
ual
Ass
essm
ent
of r
oll-
out
and
im
ple
men
tatio
n of
cid
b S
tand
ard
fo
r C
omp
eten
ce
Rec
ogni
tion
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 S
tand
ard
fo
r C
omp
eten
ce
Rec
ogni
tion
sub
mitt
ed b
y M
arch
201
6
1 x
Ann
ual
Ass
essm
ent
of r
oll-
out
and
im
ple
men
tatio
n of
cid
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
ruct
ion
Man
agem
ent
Sys
tem
s su
bm
itted
to
Boa
rd fo
r ap
pro
val
and
Gaz
ettin
g
1 x
cid
b
Sta
ndar
d fo
r C
onst
ruct
ion
Man
agem
ent
Sys
tem
s su
bm
itted
by
Dec
emb
er 2
012
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
Pra
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
Con
stru
ctio
n M
anag
emen
t S
yste
ms
subm
itted
to
cid
b 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 S
tand
ard
fo
r C
onst
ruct
ion
Man
agem
ent
Sys
tem
s su
bm
itted
by
Mar
ch 2
014
1 x
Ann
ual
Ass
essm
ent
of ro
ll-ou
t and
im
plem
enta
tion
of c
idb
Sta
ndar
d
for
Con
stru
ctio
n M
anag
emen
t S
yste
ms
subm
itted
by
Mar
ch 2
015
1 x
Ann
ual
Ass
essm
ent
of ro
ll-ou
t and
im
plem
enta
tion
of c
idb
Sta
ndar
d
for
Con
stru
ctio
n M
anag
emen
t S
yste
ms
subm
itted
by
Mar
ch 2
016
1 x
Ann
ual
Ass
essm
ent
of ro
ll-ou
t and
im
ple
men
tatio
n of
cid
b S
tand
ard
fo
r C
onst
ruct
ion
Man
agem
ent
Sys
tem
s su
bm
itted
by
Mar
ch 2
017
1 x
cid
b
Req
uire
men
ts
for
Con
trac
tor
Per
form
ance
Rep
orts
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
Con
trac
tor
Per
form
ance
R
epor
ts fo
r G
rad
es 2
to
4 su
bm
itted
b
y S
epte
mb
er
2012
1 x
cid
b
Req
uire
men
ts
for
Con
trac
tor
Per
form
ance
R
epor
ts fo
r G
rad
es 5
to
8 su
bm
itted
by
Dec
emb
er 2
013
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
trac
tor
Per
form
ance
R
epor
ts s
ubm
itted
to
cid
b 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
men
ts
for
Con
trac
tor
Per
form
ance
R
epor
ts
sub
mitt
ed b
y M
arch
201
4
1x A
nnua
l A
sses
smen
t of
rol
l-ou
t an
d
imp
lem
enta
tion
of c
idb
R
equi
rem
ents
fo
r C
ontr
acto
r P
erfo
rman
ce
Rep
orts
su
bm
itted
by
Mar
ch 2
015
1x A
nnua
l A
sses
smen
t of
rol
l-ou
t an
d
imp
lem
enta
tion
of c
idb
R
equi
rem
ents
fo
r C
ontr
acto
r P
erfo
rman
ce
Rep
orts
su
bm
itted
by
Mar
ch 2
016
1xA
nnua
l A
sses
smen
t of
rol
l-ou
t an
d
imp
lem
enta
tion
of c
idb
R
equi
rem
ents
fo
r C
ontr
acto
r P
erfo
rman
ce
Rep
orts
su
bm
itted
by
Mar
ch 2
017
cid
b B
est
Pra
ctic
e P
roje
ct
Ass
essm
ent
Sch
eme
1 x
cid
b
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 ap
pro
val
for
Gaz
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
men
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
Dev
elop
men
t su
bm
itted
by
Mar
ch 2
015
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
Dev
elop
men
t su
bm
itted
by
Mar
ch 2
016
1 x
Ann
ual
asse
ssm
ent
of r
oll-
out
and
im
ple
men
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
Req
uire
men
ts
for
Gre
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
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 G
reen
Bui
ldin
g C
ertifi
catio
n su
bm
itted
by
Mar
ch 2
015
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
Mar
ch 2
016
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
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
men
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
Dev
elop
men
t su
bm
itted
by
Mar
ch 2
015
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
Dev
elop
men
t su
bm
itted
by
Mar
ch 2
016
1 x
Ann
ual
asse
ssm
ent
of r
oll-
out
and
im
ple
men
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
Req
uire
men
ts
for
Gre
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
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 G
reen
Bui
ldin
g C
ertifi
catio
n su
bm
itted
by
Mar
ch 2
015
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
Mar
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
Boa
rd
for
app
rova
l for
G
azet
ting
by
Dec
emb
er 2
014
1 x
Ann
ual
Ass
essm
ent
of r
oll-
out
and
im
ple
men
tatio
n of
cid
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
cid
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
serie
s/D
octo
ral
Wor
ksho
p b
y M
arch
1 x
PG
C
onfe
renc
e or
Doc
tora
l W
orks
hop
ho
sted
by
Dec
emb
er 2
012
1 x
PG
C
onfe
renc
e or
Doc
tora
l W
orks
hop
ho
sted
by
Dec
emb
er 2
013
1 x
PG
C
onfe
renc
e or
Doc
tora
l W
orks
hop
ho
sted
by
Dec
emb
er 2
014
1 x
PG
C
onfe
renc
e or
Doc
tora
l W
orks
hop
ho
sted
by
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)
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
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 t
o 9
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
ility
95%
up
time
of R
egis
trat
ion
syst
em
avai
lab
ility
bas
is
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
ility
4.3
Rev
iew
and
im
pro
vem
ent
of
reg
istr
atio
n g
uid
elin
es.
Reg
istr
atio
n gu
idel
ines
.1
x R
evie
w
rep
ort
/ re
vise
d
Qui
ck g
uid
e fo
r C
ontr
acto
r re
gist
ratio
n
Ass
essm
ent
and
rev
isio
n of
the
Qui
ck
Gui
de
for
Con
trac
tor
Reg
istr
atio
n B
roch
ure
by
28 F
ebru
ary
2011
The
Qui
ck G
uid
e re
vise
d b
y 31
M
arch
201
2
1 x
Rev
iew
re
por
t /
revi
sed
Q
uick
gui
de
for
Con
trac
tor
regi
stra
tion
by
30 N
ov 2
012
1 x
Rev
iew
re
por
t /
revi
sed
Q
uick
gui
de
for
Con
trac
tor
regi
stra
tion
by
30 N
ov 2
013
1 x
Rev
iew
re
por
t /
revi
sed
Q
uick
gui
de
for
Con
trac
tor
regi
stra
tion
by
30 N
ov 2
014
1 x
Rev
iew
re
por
t /
revi
sed
Q
uick
gui
de
for
Con
trac
tor
regi
stra
tion
by
30 N
ov 2
015
1 x
Rev
iew
re
por
t /
revi
sed
Q
uick
gui
de
for
Con
trac
tor
regi
stra
tion
by
30 N
ov 2
016
1 x
Rev
iew
re
por
t /
revi
sed
co
mp
rehe
nsiv
e gu
ide
for
Con
trac
tor
regi
stra
tion
Ass
essm
ent
and
rev
isio
n b
y 31
D
ecem
ber
20
10
The
regi
stra
tion
Gui
del
ine
Bro
chur
e re
vise
d
by
31 M
arch
20
12
1 x
Rev
iew
re
por
t /
revi
sed
co
mp
rehe
nsiv
e R
egis
trat
ions
B
roch
ure
by
28
Feb
201
3
1 x
Rev
iew
re
por
t /
revi
sed
co
mp
rehe
nsiv
e R
egis
trat
ions
B
roch
ure
by
28
Feb
201
4
1 x
Rev
iew
re
por
t /
revi
sed
co
mp
rehe
nsiv
e R
egis
trat
ions
B
roch
ure
by
28
Feb
201
5
1 x
Rev
iew
re
por
t /
revi
sed
co
mp
rehe
nsiv
e R
egis
trat
ions
B
roch
ure
by
28
Feb
201
6
1 x
Rev
iew
re
por
t /
revi
sed
co
mp
rehe
nsiv
e R
egis
trat
ions
B
roch
ure
by
28
Feb
201
6
1 x
Rev
iew
rep
ort
/ re
vise
d q
uick
gu
ide
for
iTen
der
-R
oP
Dev
elop
– I
Tend
er /
RO
P
Gui
del
ine
by
31
July
201
1
1 x
Rev
iew
rep
ort
/ re
vise
d q
uick
gu
ide
for
iTen
der
-R
oP b
y 31
Aug
20
12
1 x
Rev
iew
re
por
t /
revi
sed
q
uick
gui
de
for
iTen
der
-RoP
by
31 A
ug 2
013
1 x
Rev
iew
re
por
t /
revi
sed
q
uick
gui
de
for
iTen
der
-RoP
by
31 A
ug 2
014
1 x
Rev
iew
re
por
t /
revi
sed
q
uick
gui
de
for
iTen
der
-RoP
by
31 A
ug 2
015
1 x
Rev
iew
re
por
t /
revi
sed
q
uick
gui
de
for
iTen
der
-RoP
by
31 A
ug 2
016
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
46
Pur
pos
eP
rovi
de
stra
tegi
c le
ader
ship
to
cons
truc
tion
ind
ustr
y st
akeh
old
ers
to s
timul
ate
sust
aina
ble
gro
wth
, ref
orm
and
imp
rove
men
t of
the
con
stru
ctio
n se
ctor
Ob
ject
ive
stat
emen
t•
Ove
rall
stra
tegi
c le
ader
ship
, ris
k m
anag
emen
t an
d c
orp
orat
e go
vern
ance
in s
upp
ort
of t
he B
oard
.•
Mar
ketin
g, s
take
hold
er c
onsu
ltatio
ns a
nd c
omm
unic
atio
ns
Key
Pol
icy
Prio
rity
Ove
rall
stra
tegi
c le
ader
ship
in s
upp
ort
of t
he s
take
hold
er m
anag
emen
t d
riven
by
the
com
pre
hens
ive
com
mun
icat
ion
stra
tegy
.
Out
com
e O
rient
ed
Goa
lB
uild
, str
engt
hen
and
mai
ntai
n re
latio
nshi
ps
with
sta
keho
lder
s su
pp
orte
d b
y co
mp
rehe
nsiv
e co
mm
unic
atio
n st
rate
gy
Pro
gra
mm
e 5:
Chi
ef E
xecu
tive
Offi
cer’s
Offi
ce
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
Sta
keho
lder
M
anag
emen
tR
elat
ions
hip
w
ith in
dus
try
stak
ehol
der
s
MO
A/S
LA s
igne
d
with
str
ateg
ic
stak
ehol
der
s in
A
fric
a
3 x
MO
A/
SLA
sig
ned
w
ith s
trat
egic
st
akeh
old
ers
by
Mar
ch 2
013.
3 x
MO
A/
SLA
sig
ned
w
ith s
trat
egic
st
akeh
old
ers
by
Mar
ch 2
014.
3 x
MO
A/
SLA
sig
ned
w
ith s
trat
egic
st
akeh
old
ers
by
Mar
ch 2
015.
3 x
MO
A/
SLA
sig
ned
w
ith s
trat
egic
st
akeh
old
ers
by
Mar
ch 2
016.
3 x
MO
A/
SLA
sig
ned
w
ith s
trat
egic
st
akeh
old
ers
by
Mar
ch 2
017.
2 x
Nat
iona
l S
take
hold
er
Foru
m (S
F)
mee
tings
hel
d
& 9
x P
rovi
ncia
l S
take
hold
er
Foru
ms
SF
2010
mee
ting
held
by
end
of
Oct
ober
20
10-d
epen
din
g on
Min
iste
r’s
avai
lab
ility
;
SF
2011
m
eetin
g he
ld b
y en
d o
f Oct
ober
20
11-d
epen
din
g on
Min
iste
r’s
avai
lab
ility
;
2 x
Nat
iona
l S
take
hold
er
Foru
m (S
F)
mee
tings
hel
d
and
9 x
Pro
vinc
ial
Sta
keho
lder
Fo
rum
sb
y en
d o
f Mar
ch
2013
2 x
Nat
iona
l S
take
hold
er
Foru
m (S
F)
mee
tings
he
ld a
nd 9
x
Pro
vinc
ial
Sta
keho
lder
Fo
rum
sb
y en
d o
f Mar
ch
2014
2 x
Nat
iona
l S
take
hold
er
Foru
m (S
F)
mee
tings
hel
d
and
9 x
Pro
vinc
ial
Sta
keho
lder
Fo
rum
sb
y en
d o
f Mar
ch
2015
2 x
Nat
iona
l S
take
hold
er
Foru
m (S
F)
mee
tings
hel
d
and
9 x
Pro
vinc
ial
Sta
keho
lder
Fo
rum
sb
y en
d o
f Mar
ch
2016
2 x
Nat
iona
l S
take
hold
er
Foru
m (S
F)
mee
tings
hel
d
and
9 x
Pro
vinc
ial
Sta
keho
lder
Fo
rum
sb
y en
d o
f Mar
ch
2017
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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.
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
12 Public Sector Procurement, Deliver, Capacitation and Enforcement of Compliance
Non-compliance to the prescripts for procurement and delivery.
Extreme Medium
13 Public Sector Procurement, Deliver, Capacitation and Enforcement of Compliance
The cidb not playing an adequate role in reducing fraud and corruption.
Extreme Medium
14 Public Sector Procurement, Deliver, Capacitation and Enforcement of Compliance
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
cidb | STRATEGIC PLAN | 2011/12 TO 2015/16
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
ww
w.i
ww
.co.
za |
133
5