1. Presentation to the Parliamentary Portfolio Committee on Public Works – Annual Performance Plan 2018/ April 2018

2. Presentation Layout Overview Legislative mandate Vision and Mission
Strategic Pillars
Strategic Goals
Programmes
Strategic Objectives and Targets
Key Performance Indicators
Key Projects
Financial Budget

3. Overview – Mandate, Vision, Mission, Pillars, Goals and Programmes

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

5. Vision
A transformed construction industry that is inclusive, ethical and contributes to a prosperous South Africa and the World

6. Mission
We exist in order to regulate and develop the construction industry through strategic interventions and partnerships

7. Strategic Pillars Transformation Development Regulation Partnership
High Performing Organisation

8. Strategic Outcome Orientated Goals
A transformed construction industry that is inclusive, ethical and contributes to a prosperous South Africa and the World
Inclusive growing construction industry
Innovative and thriving construction environment
Sound corporate governance
Reputable Regulator
Working in alliance

9. Programmes
Focus areas for 2018/19 aligned to the following core programmes and respective sub programmes:
Programme 1 - Administration
Sound corporate governance
Programme 2 - Regulation and Advocacy
Reputable Regulator
Programme 3 - Development and Capacitation
Innovative and thriving construction environment
Programme 4 - Industry Performance and Transformation
Inclusive growing construction industry

10. Strategic Objectives and Targets

11. Administration Strategic Objective 5 year target 2018/19 target 1
To increase alternate revenue streams to 75% by 2020
75%
67.5% 2
Achieve a 4th level of maturity of ICT governance framework by 2020
4th level
3rd level 3
Become a high performing organisation that will achieve all objectives and set targets
90%
85% 4
Ensure that the cidb complies with all legislative requirements

12. Administration Strategic Objectives 5 year target 2018/19 target 5
Grow talented human capital by achieving a human capital value-add rating of 10% by 2020
10% 6
Ensure that sound governance practices are implemented through effective implementation of all Board decisions and resolutions
100%
80% 7
Become a reputable organisation through sound stakeholder relations and improved customer satisfaction levels by 2020
65%
60%

13. Regulation and Advocacy
Strategic Objectives
5 year target
2018/19
target 1
Enhance compliance with the regulatory framework by increasing the registration of construction projects with cidb:
% Public Sector Project Compliance Index
70%
65% 2
To achieve a 98% correlation of contracts awarded to correct level of contractor or PSP by 2020:
% of Projects Awarded on Correct Grade Level of Contractor
98%
85% 3
To enhance provincial footprint in support of cidb strategic objectives:
% customer registration satisfaction rating (walk-in customers)
96%
PSP: Professional Service Provider

14. Development and Capacitation
Strategic Objectives
5 year target
2018/19
target 1
To improve availability of developmental support to at least 0.05% of the total construction Gross Fixed Capital Formation by 2020:
% Developmental Support of Construction GFCF
0.05%
0.01% 2
Improve the skills development pipeline by providing 4 000 learners with access to workplace learning opportunities by 2020:
Number of Learners Receiving Workplace Learning Opportunities
4 000
1 000 3
To grow and develop contractors through establishment of partnerships and other collaborative initiatives:
Number of contractors grown through partnerships and collaboration 5

15. Industry Performance & Transformation
Strategic Objectives
5 year target
2018/19
target 1
To monitor the growth and transformation of the construction industry in support of achieving transformational targets by 2020:
% Industry Black-Ownership Transformation Index
78%
75% 2
To support risk management within the industry to ensure that by 2020 at least 85% of projects achieve a performance rating of adequate or better:
% Client Satisfaction with Contractors
85% 3
Improve the capacity and competitiveness of the construction industry by 2020:
% Contractor and PSP Recognition Index
20% 5%

16. Key Performance Indicators
Annual Performance Plan (APP)

17. Number of Key Performance Indicators; Annual Performance Plan
Total: 30
Administration: 14
Regulation & Advocacy: 6
Development & Capacitation: 5
Industry Performance & Transformation: 5

18. Key Performance Indicators
Administration
Strategic Objective
Key Performance Indicators
Targets 1
To increase alternate revenue streams to 75% by 2020
Rand Value of revenue generated through other revenue streams
R 91,9m 2
Achieve a 4th level of maturity of ICT governance framework by 2020
% Downtime of multiple systems
15% 3
Become a high performing organisation that will achieve all objectives and set targets
% of items approved in line with the 5-year strategy
50% 4
Ensure that the cidb complies with all legislative requirements
% of service provider paid within 30 days
100%

19. Administration (Continued)
Strategic Objectives
Key Performance Indicators
Target 5
Grow talented human capital by achieving a human capital value-add rating of 10% by 2020
% Average employee performance assessment rating
3.3 6
Ensure that sound governance practices are implemented through effective implementation of all Board decisions and resolutions
Internal audit risk rating on final report
Strong internal controls 7
Become a reputable organisation through sound stakeholder relations and improved customer satisfaction levels by 2020
% stakeholder perception index
25%

20. Regulation and Advocacy
Strategic Objectives
Key Performance Indicators
Target 1
Enhance compliance with the regulatory framework by increasing the registration of construction projects with cidb
% private sector project compliance index 5% 2
To achieve a 98% correlation of contracts awarded to correct level of contractor or PSP by 2020
% of Grade 2 to 9 contractors registered within 21 working days
100%
% of Grade 2 to 9 contractors correctly graded through validation and verification sampling
96%
PSP: Professional Service Provider

21. Regulation and Advocacy (Continued)
Strategic Objectives
Key Performance Indicator
Target 3
To achieve a 98% correlation of contracts awarded to correct level of contractor or PSP by 2020
% of Grade 2 to 9 contractors satisfied/very satisfied with registration services
65% 4
To enhance provincial footprint in support of cidb strategic objectives
% of Grade 2 to 9 applications captured by provincial offices within 7 working days
85%

22. Development and Capacitation
Strategic Objectives
Key Performance Indicators
Target 1
To improve availability of developmental support to at least 0.05% of the total construction Gross Fixed Capital Formation by 2020
% of contractors graduating from CDP's
20% 2
Improve the skills development pipeline by providing 4 000 learners with access to workplace learning opportunities by 2020
Rand value of Skills Development support provided
R1m 3
To grow and develop contractors through establishment of partnerships and other collaborative initiatives
# of export advisory services provided to contractors at grades 5 to 9

23. Industry Performance & Transformation
Strategic Objectives
Key Performance Indictors
Target 1
To monitor the growth and transformation of the construction industry in support of achieving transformational targets by 2020
Number of Construction Monitor and Transformation
reports 2
To support risk management within the industry to ensure that by 2020 at least 85% of projects achieve a performance rating of adequate or better
% Projects with Contractor and PSP Performance Ratings by Clients 5% 3
Improve the capacity and competitiveness of the construction industry by 2020
% of contractor payment within 30 days Index
50%

24. Key Projects

25. Strategic Goal 1: Inclusive growing construction industry.
Enhancement and roll-out of contractor recognition scheme
Development of professional service providers (PSP) recognition scheme
Enhancement and roll-out of project assessment scheme
Development and piloting of client recognition scheme
Establishment of credit fund

26. Strategic Goal 2: Innovative and thriving construction environment
Facilitating establishment of development support strategy
Enterprise development
Enhancing the development of construction skills
Client capacitation
Support for export promotion of construction services

27. Strategic Goal 3: Reputable regulator
Development of integrated government construction projects monitoring system
Review of contractor registration criteria
Assessment and development of register of professional service providers (ropsp)
Decentralisation of registration services footprint
Develop enhanced compliance strategy

28. Strategic Goal 4: Working in alliance
Development of partnership and working in alliance

29. Strategic Goal 5: Sound corporate governance
Rollout of revised structure
Implementation of corporate governance of ICT policy framework
Business process architect
Certification of cidb to SANS 1734; Anti-bribery management system

30. Financial Budget

31. Budget (Rk) 2018/19 2019/20 2020/21 Administration 77 693 82 044
86 556
Regulation and Advocacy
67 628
71 415
75 343
Construction Industry Performance and Transformation
15 188
16 039
16 921
Development and Capacitation
13 914
14 693
15 502
Total

32. Budget (Rk) 2018/19 2019/20 2020/21 Government Grant 73 323 77 429
81 688
Registration fees
92 766
97 961
Finance income
8 334
8 801
9 285
Total

33. Thank You