For a better built environment 1 BUDGET HEARING VOTE PRESENTATION TO THE PORTFOLIO COMMITTEE By...

For a better built environment1

BUDGET HEARING VOTE

PRESENTATION TO THE PORTFOLIO COMMITTEE

ByBHEKI ZULU


VISION

To provide sustainable built environment professions, serving public and national

interest


Mission

Through leadership of the built environment professions , facilitate

integrated development, whilst promoting efficiency and effectiveness


VALUES•Integrity

We will carry out responsibility in an manner that will preserve and enhance the integrity of the organisation

•Transparency

We recognise the CBE as a public entity and commit to provide reliable information to all our stakeholders

•Excellence

We will endeavour to achieve the best possible standards in all we do

•Innovation

We will continuously seek and employ better and more affordable solutions to meet the needs of our stakeholders


STRATEGIC OBJECTIVES

Objectives Strategies Strategic Outcomes Project Description

Improve stakeholder relations and create partnerships to improve service delivery

Brand development Increased brand profile Branding

Partnering Enhanced/extended capacity

Extended capacity

Information and knowledge management

Improved stakeholder communications

Knowledge management

Intelligence availability

Quality management Improved process and product quality

Quality management


Objective Strategies Strategic Outcomes Project Description

Intervene in improving the performance of the skills delivery pipeline

Enhance attractiveness and accessibility of the BE professions

Increased inflow into/uptake of the BE professions

Career awareness

Bursary scheme

Facilitate reduction of wastage in the higher education system

Reduced wastage in the higher education system

JIPSA projects

Facilitate access to experiential training opportunities

Increased intake of graduates

Academy/ESDA/mentorship

Facilitate professional registration

Increased professional registration

Streamlined registration programme

Facilitate continuous professional development

Improvement quality of professionals

CPD


Objective Strategies Strategic Outcomes Project Development

Transform and consolidate the regulatory, institutional and structural framework regulating the functioning of the CBE and the professional councils

Review, develop and implement a new legislative framework

New legislation Institutional development

Develop and implement a new institutional model

New institutional model

Develop and implement a new operational model

New operational model

Develop and implement a new funding model

New funding model

Develop and implement a monitoring and evaluation system

An integrated institutional performance management system

Facilitate demographic representation in the BE professions

Improved demographic representation Transformation



Ensure an effective and efficient public protection regime

Review legislative provisions relating to tribunals and appeals

Improved tribunals and appeal provisions

Public protection

Develop and implement improved tribunal and appeal processes

More efficient tribunal and appeal process

Develop partnerships and participate in the safety, health and environment landscape

Understanding of and improved influence in the safety, health and environment landscape

SHE (Safety, Health and Environment)

Develop and implement monitoring and reporting systems

Regular reporting and advice on issues relating to safety, health and environment



Ensure the alignment of the activities of the CBE and the BE professional councils with national imperatives and initiatives

Create forums for the built environment professionals to participate in national initiatives and align with national imperatives

Alignment CBE professional councils and professionals

Participate in national and departmental initiatives

Participation in DPW initiated activities


PROGRAMMES

Project Title Project Objectives Project Benefits Outcome Indicators Timeframe

Institutional Consolidation

Consolidate the institutional, structural and regulatory framework

Transform the governance structures of the built professions

Develop an effective legal framework

Creating a sustainable built environment

A transformed business model

Aligned service delivery

Resource maximisation

Capacity development

Creating an enabling policy environment

Stabilised and developed research capacity for standards and codes of practice

A single register of professionals

Consolidated structures

Streamlines processes

Strategic alignment of the councils

Financially sound built environment professional body

Single register of professions

Proper governance structures and procedures

March 2009

Improve delivery on the CBE mandate

Elevation of the BE profession

Protection of the public

Proper management of performance

Adequate capacity to ensure delivery

Efficient and effective performance management system

September 2008


Project Title Project Activities Project Benefits Outcome Indicators Timeframes

SHEQ and Regulation Management Programmes

Create an effective public protection regime

Promote ethics among BE professions

Provide recourse for the public

To standardise norms and guidelines

Promote SHE practices by BE professions

An effective public protection regime

Uniform application of norms and guidelines by all

Improved quality of service by professionals

Sustainable BE professions

Improved integrity of the professions

Committee’s ability to expedite an appeal within its statutory timeframes

Committee’s ability to expedite an appeal within its statutory timeframes

Improved turnaround times in by tribunals within the professional councils

March 2009

Developed norms and guidelines that have been benchmarked internationally

Forums to create public awareness on BE norms and guidelines that underpin the work of BEP

CBE’s Appeals Committee to conduct appeals in a fair and transparent manner within expected timeframes

Develop Policy Frameworks

March 2009


Project Title Project Objectives Project Benefits Outcome Indicators Timeframes

HR Programme Ensure adequate human resource capacity for the CBE

Facilitate capacity building for the professional councils

Contribute to uptake of unemployed graduates

To align with national initiatives

Improved service delivery by the CBE

Improved delivery by professional councils

Reduced unemployment

Integrated and sustainable service delivery

Improved in advice to the Minister on matters relating to the BE

March 2009

BE Transformation Programme

To facilitate demographic representation within the BE industry

To monitor the role played by the BE professionals

To promote and maintain a sustainable built environment and natural environment

Programmes that encourage demographic representation

Report on bottlenecks on professional registration with professional councils

Report of the state of the BE professions in SA to guide policy development in the BE assess opportunities and be used as a tool to guide state of affairs within the BE industry

Increased demographic representation within the BE professions

Increase in the HDI in the BE profession

March 2009

September 2008State of the BE profession report



Strategic Stakeholder Relations

To position the CBE as a strategic player in the country’s development agenda

To facilitate interaction and dialogue among the BE professionals

To facilitate interaction between CBE, BEP, Government and stakeholders

To ensure quality service to CBE customers

To promote the role of the built environment profession among stakeholders and general public

To position CBE as information hub on BEP matters

Promote the CBE brand

Creation of debate on pertinent topics impacting on the BE professions

Providing the requisite leadership to endure that the BEPs play their rightful role in supporting the country’s national objectives

Position the CBE to play its rightful role in providing leadership in the BE profession

Position the BE to influence policy and legislation

Greater alignment in the work of the BEPs

CBE – Council Communication Forum

Strategic Stakeholder Forums

Strategic media interventions/programmes

Brand Management Programme

Annual Customer Relationship Survey

Formal agreements (MoU/MoA) with relevant partners

Development of common norms and standards regarding accreditation

March 2009



National skills delivery pipeline

To facilitate creation and maintenance of contemporaneous skills portfolio in the built environment in SA

To enhance skill a knowledge acquisition among the BE graduates

To contribute to the creation of skills to meet the market demands in the BE

To facilitate adequate supply of new entrance into the BE professions

Improved HR to meet the economic growth demands in the country

Reduction of skills shortages in the BE professions

Improved supply of BE professionals

Increased uptake of BE career by students

Improved access and development of new entrance

Identified issues from the Skills Audit Report

Internship/mentorship programmes

Agreements with stakeholders that can offer vacation work to students at tertiary institutions

Implementation of the Continuing Professional Development Policy Framework

Implementation of Recognition of Prior Learning Framework (RPL)

Establish a bursary fund

Schools Programme

International benchmark – exchange programme/bilateral agreement with CBE equivalent

March 2009


SACAPObjectives National Strategic Intent Strategic Outcomes Key Deliverables Timeframe


ECSAMandate National Strategic Intent ECSA Mandate Key Deliverables Timeframe

Act, Act 46 of 2000

Promote engineering capacity in the interest of sustainable national development, in order to :

Stimulate economic growth and competitiveness;

Develop infrastructure and delivery of services;

Ensure effectiveness of investment in the economy

Register professional and specified categories by means of peer judgement

Identification of work; discipline, continuing professional development; accreditation; setting standards

Recognise voluntary associations

Promote the profession

Formulate and approve policies and practices for the regulation of the engineering profession in SA

Codes of conduct and practice

Improve processes for registration

Set standards of professional competence

Evaluate and accredit academic engineering programmes

Create an enabling environment for the development and training of PDIs by industry, educational institutions

Influence national policy in relation to engineering


Mandate National Strategic Intent ECSA Mandate Key Deliverables Timeframe

BEE Act 2000 Empower PDIs ECSA to comply

Collaborative leadership in respect of the development of BEE characters

BEE policy

Compliance with scorecard

Equity related legislation

Basic conditions of employment

Employment equity

Skills development

Redressing the imbalances of the past

ECSA must comply Basic conditions of employment

Workplace skills plan

State of the Nation Address

Development of the 2nd economy to better link with the 1st economy

Promoting broad participation by all citizens

Ensuring standards

Facilitation of Council’s stated objectives in promoting delivery at local authority level

Increased number of registered persons in all categories

Implementation of identification of work

Disciplinary sanctions

Constitution Promotion of rights of individuals and groups in the following areas; education and health

Ensure alignment with constitution

Ensure existence of and access to engineering education

Policies and processes must be aligned to the constitution

Ensure engineering curricula are aligned to constitution and national imperatives


Objectives National Strategic Intent Strategic Outcomes Key Deliverables Timeframe

Increase the sundry revenue by 20%

2007/08 Financial Year

Increase the number of professionals

Pursue international research/alliance with valuation regulatory entities

Reach out to all stakeholders

Capacitate the council’s delivery mechanism to support service delivery

SACPVP


SACLAPObjectives National Strategic Intent Strategic Outcomes Key Deliverables Timeframe


SACQSPObjectives National Strategic Intent Strategic Outcomes Key Deliverables Timeframe


CBE STRATEGY MAP AND CORPORATE SCORECARD

•Transformation

•Legislation •Governance•Professional •Development •Programme

•Capacity Building

•HR •QMS •R&D•Finance & •admin

•IM •M&C

•Research •Agenda

•Structures •& Models

•Thought •Leadership

•Sustainable Funding

•Targeted spending •Govt support •New revenue sources

•Stakeholder relationships •Built Environment performance


•Through leadership of the BE professions, •facilitate integrated development whilst

•promoting efficiency & effectiveness

•Through leadership of the BE professions, •facilitate integrated development whilst

•promoting efficiency & effectiveness

•To provide sustainable •built environment professions, servicing the public

•& national interest

•To provide sustainable •built environment professions, servicing the public

•& national interest

•Customer/•Stakeholder•relationships

•Development•and

•Innovation•People

•Financial•performance

•Processes and• Systems

• Improve stakeholder relations• Ensure alignment with BE Prof. Councils• Ensure public protection regime

• SRM system• Adequate capacity to deliver• Sustainable supplier relations• Partnerships

• Thought leadership• Transform & consolidate regulatory framework• Intervene in improving performance of Skills Development pipeline

• R&D capability• Research agenda• New institutional model• Enabling legislation

• Motivated & competent people

• Effective HRM processes• Effective leadership• Team based participative culture

• Strong governance processes• Efficient & effective internal processes to deliver customer value

•Effective data management• Risk management• QMS in place• Clearly defined governance roles & structures• Continuous improvement process

• Financial viability & sustainability

• Increase revenue base• Effective use of funds• Productivity & cost control• Compliance with PFMA


•Customer/•Stakeholder •relationships

•Development•and

•Innovation•People •Processes and

•Systems

•Financial•performance

• Stakeholder satisfaction (>75%)• Complaints resolution (<10%)•Responsiveness to queries (2 days)• Preferred supplier list, value ranking & selection criteria• # partnerships established

• 10 Research topics • Current vs new (50:50)• # New products, services, knowledge developed• Research papers published (2)• Keynote speaker appearances (2)• Projects related to D&I (2)

• Staff satisfaction index (>75%)• Organisational analysis (+3)• PDPs executed (100%)• Training expense % of staff costs (5%)• Staff retention (90% of 4/5’s• Absenteeism (<4%)

• Process compliance (on time, within policy)• Compliance with quality standards (<10% rejection rate)• Accuracy of data (<1%)

• Revenue base increase (5%)• Levy collection (100%)• Cost containment (3%)• Reserve fund (50% of revenue increase into fund)

• Branding• Extended capacity• Public protection• SHE (safety, etc)• Create forums for BE councils• Participate in national/department initiatives

• Knowledge management• Career awareness• Bursary scheme• JIPSA projects• Academy/mentorship• Streamlined registration programme• Institutional development• Transformation• HR programme (external)

• HR programme (internal)

• Quality management • Financial programme


SACPCMPThe following mandated and business support programmes are identified to successfully carry out the statutory mandate of the Council.

Mandate Programmes Projects and Activities Timeframe

Develop and maintain a national register

•Registrations •Council Examinations•Assessments of applications•Conduct assessment of Professional competency interviews•Determine registration criteria or competency standards•Prescribe application form and rules•Determining and recognition of prior learning (RPL system)

•IDoW •Determine competencies •Recommended identified work for the Professions and the specified category

•CPD •Develop and determine CPD Framework•Implementation of CPD•Improvement/innovation for the standards rendered by Professionals

•Professional conduct •Determine and prescribe a code of conduct•Develop disciplinary structures

•Professional Fees •Principles for determination of fees•Annual guideline professional fees for CM and CMP


Mandate Programmes Projects and Activities Timeframe

Education •Quality assurance

•Develop a programme accreditation programme•CHE MoU•Interim CIOB MoU•Conduct visits to training institutions

•International recognition

•Forge links with the existing standards generating body (SGB) standards for CM, CPM and specified category

•Research •Conduct research in the CM and Develop and determine CPM fields•Research statistics with the employer bodies

Voluntary Associations

•Recognition of VA

•Develop policy for recognition of Voluntary Associations•Develop and prescribe a certificate

Governance •Council appointments

•Nominations procedures•Meetings (Council and committee)•Code of conduct for Council members and committee members


BUDGETThe summarised budget detailed below is derived from expected operational, salary and programming expenditures, which are informed by the detail project activities listed below. All the expenditures are based on a zero basis in support of the new dynamic strategy adopted by the CBE.

2008/09 2009/10 2010/11

R’000 R’000 R’000

Expected Expenditure 28,463 32,733 37,643

Staff Costs 6,797 7,817 8,989

Administrative Costs 6,331 7,281 8,373

Programming Costs 15,335 17,635 20,280


Levy income is estimated levies charged from professionalcouncils. The levy is estimated as follows:

2008/09 2009/10 2010/11

R’000 R’000 R’000

Income 28,463 32,732 37,643

Government Grant 26,286 30,229 34,764

Estimated Levy 2,177 2,504 2,879


SACPCMPINCOME BASED ON ANNUAL FEES ONLY

1. Candidates2. Professionals

(749 x 639)(2288 x 1278)

(880 x 639)(3300 x 1278)

(1100 x 639)(4200 x 1278)

INCOME (ANNUAL FEES) FY 2008/09 FY 2009/10 FY 2010/11

1. Candidates (refer above)2. Professionals (refer above)

478, 6112, 924, 064

562, 3204,217,400

702,9005,367,600

TOTAL 3,402,675 4,779,720 6,070,500

EXPENDITURE

1. Registration2. IDoW3. CPD4. Professional Conduct5. Professional Fees6. Programme Accreditation7. Promoting the Profession8. Voluntary Associations9. Governance10. Administration11. IT Infrastructure12. Management Practices13. Public Relations

1,617,00070,000

137,000300,000113,000250,000100,000

6,000700,400

4,084,0801,148,600

160,000480,000

929,0000

200,0000

20,000230,000530,000

76,000774,400

4,944,288531,500110,000380,000

344,00030,00050,000

300,00020,000

0530,000

6,000588,400

5,467,514323,000

10,000260,000

TOTAL 9,166,080 8,725,188 7,928,914

Surplus/Deficit -5,763,405 -3,945,468 -1,858,414


CHALLENGES

Transformation of the built environment sector

Lack of synergy between the CBE and professional councils

Inadequate funding

Poor achievements of set mandates

Inadequate protection of public


CONCLUSIONS

Still lot of challenges in the built environment

Many opportunities for growth and significant impact on the economy

The need for the CBE and PC’s to work much closer together


Q & A

For a better built environment 1 BUDGET HEARING VOTE PRESENTATION TO THE PORTFOLIO COMMITTEE By...

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