STRATEGIC PLAN & BUDGET 2019 - 2020 · SWOT/PESTEL Analysis The SWOT and PESTEL frameworks were...

STRATEGIC PLAN & BUDGET 2019 - 2020

Corporate Strategy & Budget 2019 /20

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Table of Contents

List of Acronyms ............................................................................................................................................................... 4

Introduction ........................................................................................................................................................................ 5

Background ......................................................................................................................................... 5

Review of the 2018/19 Strategy Implementation .............................................................................................. 6

Financial: ............................................................................................................................................. 6

Operations: ......................................................................................................................................... 6

Human Resource: ................................................................................................................................ 6

Research: ............................................................................................................................................. 7

Marketing: ........................................................................................................................................... 7

Assessment of Strategy Implementation ............................................................................................ 7

Organization Implementation Rating ................................................................................................. 9

Council’s Long-term Outlook ..................................................................................................................................... 10

Council’s Vision ................................................................................................................................. 10

Council’s Mission .............................................................................................................................. 10

Statement of Values .......................................................................................................................... 10

Situational Analysis ....................................................................................................................................................... 11

Global Context .................................................................................................................................. 11

National Context ............................................................................................................................... 11

Organizational Context ..................................................................................................................... 11

Stakeholders Analysis ....................................................................................................................... 12

SWOT/PESTEL Analysis ...................................................................................................................... 13

Strategic Goals and Objectives 2019 – 2023 ....................................................................................................... 14

Strategic Goals .................................................................................................................................. 15

Strategic Initiatives............................................................................................................................ 16

Overview of Key Strategies ......................................................................................................................................... 17

Financial Sustainability ...................................................................................................................... 17

Industry Development and Training ................................................................................................. 17

Advocacy and Compliance ................................................................................................................ 18

Customer Service and Stakeholder Relations ................................................................................... 19

Organizational Capacity and Efficiency ............................................................................................. 19

Annual Implementation Matrix 2019-2020 ........................................................................................................ 21


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CIC Strategic Plan Implementation Risk Assessment ...................................................................................... 40

Strategy Implementation Risk Assessment Table ............................................................................................ 41


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List of Acronyms

BMSA Eswatini Building Material Manufacturers and Suppliers Association

CEO Chief Executive Officer

CIC Construction Industry Council

CIDB Construction Industry Development Board

CS Council Secretary

FM Finance Manager

GDP Gross Domestic Product

HRO Human Resource Officer

IDP Individual Development Plan

ISO International Standards Organization

MC Marketing and Communication

MCIT Ministry of Commerce Industry and Trade

RTBD Manager Research, Training and Business Development

OPCM Operations, Procurement, Monitoring & Compliance Manager

PLMA Project Levy Management System

SAAES Eswatini Association of Architects, Engineers and Surveyors

SAICC Eswatini Association of Indigenous Construction Consultants

SCA Eswatini Contractors Association

SFA Strategic Focus Areas

SMEs Small and Medium Enterprises

SOP Standard Operating Procedure

SWOT Strengths, Weaknesses, Opportunities and Threats

R&D Research and Development


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Introduction

Background

The Construction Industry Council (CIC) of Eswatini was established through the

Construction Industry Council Act No. 14 of 2013 primarily to promote the

construction industry in meeting national construction demands while providing

strategic leadership to industry stakeholders for the stimulation of sustainable

growth, reform and improvement in the country’s construction sector.

The Council developed its maiden strategic plan spanning from 2015 to 2018 and it

was reviewed prior to the development of the current strategy for 2019 to 2023. Due

to its strict adherence to prioritized spending the Council annually commissions

externally facilitated strategy reviews that inform the reviewed and refined strategic

goals that in-turn prioritizes action plans for the new year as well as the annual

budget.

This document therefore constitutes the annual strategy review and was guided by

the following objectives:

Take stock of performance in 2018/19

Prioritize activities for 2019/20 - give overall direction

Converge objectives:

Government Board staff stakeholders

Align resources to planned activities

Identify - minimize resistance and potential operational barriers.


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Review of the 2018/19 Strategy Implementation

The following highlights are the Consultants’ view noted from the independent bird-

eye review of CIC operations as well as implementation of the strategic plan for the

period ending 2019. The points in italics represent the activities that were not

implemented and or deferred:

Financial:

Organization financial systems and policies are in place to support accurate record

keeping and accountability.

Even though revenue collection increased by 7% from the previous year it was

noted to be still below the budget amount.

Only collected 65% of levy, the balance of 35% largely being Government funded

projects whose current cash-flow is known to be constrained.

Operations:

The compliance strategy is in place and is being enforced.

The response times of attending to client concerns has improved from a 3 day

average to 1 day average turnaround.

The responsibility of attending to complaints has been streamlined to specific

officers thus improving client satisfaction levels.

The PLMS is now functional thus enhancing the ability of the organization to

effectively track record within the system.

The ISO 9001 certification was deferred to 2020 in order to ensure that the basic

requirements of systems and processes are first put in place.

The procurement regulations were deferred to 2019/20 due to financial constraints.

Human Resource:

All completed training was undertaken as per the approved training plan.

65% of planned/scheduled training was completed, the 35% deferred due to

budgetary constraints.

Team building was successfully undertaken as planned.

Change management is on-going and aimed at among other things re-aligning

operations to the organization culture and inculcating a positive attitude of service

delivery.

The introduction of a meritorial reward system was deferred until such time that

revenue collection reaches the budget line.


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Research:

Industry skills training - The Council conducted different trainings for capacity

building of contractors.

A survey research on the Effects of Delayed/Non-Payments of Contractors by

Government was conducted to determine such effects and to inform development

of a policy paper aimed at suggesting recommendations.

The industry skills survey was done providing necessary information on available

skills as well as noting the skills gaps. The outcome of the survey shall influence

future industry capacity building programs.

Training on project management deferred due to budgetary constraints.

Marketing:

The radio programme slot was successfully negotiated and utilized.

The organization launched its newsletter and has been participating at the annual

trade fair.

The Regulatory Policy was successfully developed and launched.

The envisaged development and maintenance of the Face Book page was deferred

due to budgetary constraints.

Assessment of Strategy Implementation

The following graph shows a summary of the 38 organization strategic goals covering

the period under review and also detailing how they were implemented:

Strategic Goals; 38

Achieved; 28

In Progress; 4

Deferred; 6


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The following table shows the summary analysis of how each department fared

regarding implementing the allocated strategic actions during the review period:

As noted above and in tandem with organizations that are growing, the Operations

Department had the highest number of operational goals followed by Research and

Human Resources. The implementation rating of each department is shown by the

graph below:

0123456789

3

9

76 6

7

2

65 5 5 5

10

1 10

10

3

10

1 1

Analysis of Implementation by Department

Goals Achieved In Progress Deferred

65

70

75

80

85

9085

75 75

90

80

75

Implementation Rating by Department


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The Finance Department and the CEO’s office achieved the highest implementation

rating of 90% and 85% respectively due to the fact that most their strategic goals did

not require substantial financial backing as compared to those of other Departments.

Organization Implementation Rating

In conclusion, the Council was rated as having attained an overall implementation

score of 80% up from 62% in the 2017/18 review period. This is a commendable

effort shown as the minimum strategy implementation benchmark score is 70%.

It is our view that had the financial resources been readily available, the strategy

implementation rating would have been much higher than the 80%.


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Council’s Long-term Outlook

Council’s Vision

The CIC reviewed its Vision Statement during the annual strategy review to reflect

the correct aspirations of the organization following its maiden strategic plan that

captured its vision. Below is the Council’s vision statement:

“To be the most competitive industry regulator in the region”

Council’s Mission

Again, the mid-term strategy review gave an opportunity to the CIC to recast its

mission statement which outlines the Council’s core business being:

“To regulate, develop and promote the construction industry for the benefit of

all stakeholders through transformation for sustainable growth, monitoring

industry performance, research and empowerment, thus improving the socio-

economic status of the country”.

Statement of Values

Below is the CIC’s value proposition, which continues to guide the organization

towards being the most competitive industry regulator in the region.


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Situational Analysis

Global Context

The construction spectrum continues to be one of the leading economic forces in the

world today, with the global construction industry running towards 10.5 trillion of

dollars per annum by 2023. Increasing urbanization and growing populations are

behind the growth of the market for the industry through rising infrastructure and

new houses being constructed. From 2018 to 2023, the industry is expected to grow

at about 4.2% per annum.

National Context

In Eswatini, the last five years has seen a constant rise in the level of activity in the

construction industry which is one of the leading economic sectors in the country.

Apart from the construction of mega infrastructure such as roads, airports, shopping

centres, hotels and office parks, the industry has also seen an increase in home

construction both in the urban and rural setting.

Since commencement of operations, the Council continues to be diverse in terms of

among other things: the landscape of the industry, emerging dynamics amongst

players, positive reaction in some quarters, resistance, uncertainty, compliance, and

demands some of which are reasonable, while others are not.

Organizational Context

The Construction Industry Council has been in existence for just over five years and

has grown from an initially one-staff member to a staff compliment of about 18

employees. This has pressured Council to secure new, bigger and more comfortable

premises that enhance the corporate image through modern offices, systems and

operations. The Council has struggled to raise sufficient funds to run its operations

since it does not receive subvention from government, however the introduction of

the construction levy in 2016 is expected to provide the much needed revenue stream

required to effectively deliver on its mandate.


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Stakeholders Analysis

Stakeholder Analysis is a critical planning process that enables Council to identify the

specific needs of each stakeholder thereby putting in place suitable responsive strategies

to ensure that expectations are met. This analysis sets the tone for the development of

the Councils communication strategy. Four major attributes were considered when

conducting this analysis: the stakeholders’ position on the mandate, the level of influence

(power) they hold, the level of interest they have in the organization, and the

group/sector to which they belong or can reasonably be associated with. The following

were identified as CIC’s stakeholders:

Stakeholder

Level of interaction

Ministry of Public Works Mandatory and regulatory supervision

and oversight

Employer

Parliament Amendment of legislation

Associations Capacity building

Information dissemination

Other Regulatory Councils Collaboration

Networking

Benchmarking

Contractors Regulation

Compliance Monitoring

Coordination

Industry Performance & Feedback


Project Owners/Employers Information dissemination

Ensuring quality service provision

Compliance with the CIC Act

Financial Institutions Financial service provision

Provision of guarantees

Advocacy


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Local Government & Tinkhundla Registration of projects

Enforcement of the Building Act



Government Compliance with the CIC Act

Honor contractual obligations timely

Advocacy

Accreditation of industry trainers

Institutions of Higher Learning Capacity building

Alignment of the curriculum with

industry requirements

Collaboration and sharing of research

information

Media Accurate information dissemination

General Public Information sharing


Whistle-blowing

Parastatals Compliance with the CIC Act

SRA Custodian of compliance requirements

International Development

Agencies

Technical support

Project funding

General Dealers Compliance with the CIC Act

Insurance Companies Advocacy

SWOT/PESTEL Analysis

The SWOT and PESTEL frameworks were used as basis for evaluation. SWOT analysis

audits an organization and its environment through assessing CIC’s strengths (what it can

do best) and weaknesses (what it cannot do well), opportunities (potential favorable

conditions not yet taken advantage of) and threats (potential condition that can threaten

the existence of an organization). The PESTLE analysis is a framework used to analyze

and monitor the macro-environmental (external marketing environment) factors that

have an impact on the Council and the following was noted:


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STRENGTH WEAKNESS

1. Existence of qualified staff 1. Absence of CIC regulations

2. Supportive and qualified Board 2. Inadequate stakeholder relations

Good internal business systems

3. Supportive Ministry/ Government

4. Established by an act of Parliament 5. Relocation to new offices

6. Adequate legislation to enforce compliance

7. Adequate working space

THREATS OPPORTUNITIES

1. Failure to manage stakeholder perceptions

1. Improve the levy collection rate

2. Prevailing low skills level and capacity in the industry

2. Enhance information dissemination to improve stakeholder compliance

3. Negative perception of the Council 3. Industry eagerness to be regulated 4. Economic Meltdown 4. Improve local participation in

construction projects

5. Poor Government fiscal position 5. To strengthen and improve customer relations

6. Increase in the cost of doing business 6. Use of the defunct Motshane Training Centre for industry capacity building

7. High unemployment rate in the country 7. Reduction in mobile and data cost due to the existence of 2nd mobile operator

8. Corruption and collusion in the industry 9. Grants for infrastructure developments

10. Exploitation of labourers, underpaid leading to poverty

8. The adoption of latest technology in the construction industry

11. Non or late payments of contractors 9. Lobby for the enactment of Regulations

10. Improve stakeholder relations

11. Lobby Government to adhere to the procurement processes as per CIC Act

12. Lobby for the approval of the Construction Health and Safety Regulations

13. Lobby and facilitate the review of the CIC Act

Strategic Goals and Objectives 2019 – 2023


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Strategic Goals

The strategic focus areas are then cascaded down into goals and objectives as captioned

in the key action plans, further highlighting the responsibility of each action as well as the

measures of success.

During the strategy implementation review, it was noted that the strategic pillars were

referred to as Key Result Areas (KRA) and these were changed to Strategic Focus Areas

(SFA) and they were further restructured to ensure that they are verb based thus

compelling action from implementers.

During this review it was noted that KRA 3 and 4 were in essence similar as such were

merged into one resulting in the new SFA 3. In addition KRA 6 was infused into SFA 3 as

outlined herein under:

Key Result Areas KRA-1 Financial Sustainability KRA-2 Industry Development and Training KRA-3 Advocacy and Compliance KRA-4 Customer Service and Stakeholder Relations KRA-5 Organisational Capacity and Efficiency

Revised Strategic Focus Areas SFA-1 Strive to attain Financial Sustainability SFA-2 Facilitate and coordinate continuous industry development and training

for the enhancement of the built environment SFA-3 Advocate for a more conducive environment and enforce the act to ensure

compliance SFA-4 Strengthen customer service and improve stakeholder relations SFA-5 Improve and strengthen systems and processes for enhanced

organizational efficiency


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Strategic Initiatives

The key deliverables outlined herein also form the basis of evaluating the attainment of

key objectives and the strategic goals were classified as follows;

Goals Strategic Objectives Measure 1. Strive to

attain Financial Sustainability

1.1 Implement the Revenue Collection Strategy

1.2 Improve on Council’s cash flow 1.3 Improve compliance with CIC

Act and Levy Regulations

Percentage increment in levy collected;

Adequacy of funding operations

Compliance ratio

2. Facilitate & Coordinate continuous industry development and training for enhancement of the built environment

2.1 Improve construction industry skills and training

2.2 Promote innovation within construction industry best practice

2.3 Ensure the Implementation of industry specific curriculum

2.4 Improve contractor performance and best practice

2.5 Ensure the growth, graduation and sustainability of Construction SMEs

Implementation rate of the Industry Training Plan

Contractor performance indicators

Agreed changes in the curriculum

Contractor performance reports submitted

3. Advocate for a more conducive environment & enforce the Act to ensure compliance

3.1 Improve compliance on construction industry standards

3.2 Ensure alignment with other Legislative frameworks

Procurement Regulations Health and Safety

Regulations Board approved

amendments to the CIC Act

Board approved amendments to the Construction Levy Regulations

4. Strengthen customer service and improve stakeholder relations

4.1 Improve stakeholder relations and engagement

4.2 Implement the Communication and Marketing Strategy

4.3 Undertake stakeholder mapping 4.4 Develop an Engagement Policy

Increase in customer satisfaction

5. Improve & strengthen systems & processes for enhanced organizational efficiency

5.1 Improve staff skills and knowledge

5.2 Improve internal systems and processes

5.3 Improve team culture/organizational culture

5.4 Improve corporate responsibility

Performance Ratings Turnaround times for

issuance of certificates – management reports


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Overview of Key Strategies

Financial Sustainability

The Council requires sufficient and stable funds to run its operations efficiently and meet its

strategic obligations in regulating and developing the construction industry in Eswatini. The

major driving force will be the improvement of revenue collection: the construction levy, while

progressively decreasing the annual registration fees resulting in negligible fees over the 5 year

period. Financial sustainability shall be attained through the following model:

Industry Development and Training

Improving skills and training within the industry remains the key focus of Council through

implementing the industry skills training and development plan, as well as developing and

implementing an internship policy for students in the built environment.

The Council will continue to promote construction industry best practices through

development of contractor performance standards, as well as launching industry awards in order

to encourage good performance by players.

An industry specific education and training curriculum will be lobbied through consultation

with Government, industry stakeholders and curriculum authorities, which will close the skills


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gap between industry requirements and courses offered by education and training institutions

within the country.

Ensuring growth, graduation, and sustainability of small and medium enterprises in the

construction industry will also be pursued. The framework for industry development is outlined

below:

Advocacy and Compliance

Two major advocacy objectives will be pursued by the Council, namely; engaging government on

the late or non-payment of contractors and to improve internal systems and processes.

On the compliance side, the Council will continue to facilitate the development of technical

standards and work around aligning CIC instruments with other legislative frameworks related

to its work through a legislative review process.


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Customer Service and Stakeholder Relations

Improving stakeholder relations and engagement is a critical strategic objective and as such

Council will review and develop an integrated Marketing and Communication Plan. The plan will

outline an effective platform for information dissemination as well obtaining feedback from

stakeholders. The plan will also provide direct access to Council for whistle blowers.

The Council also aims to improve service delivery through: improved complaints handling

procedure, lesser turn-around times, e-registration process, commencing the process to attain

ISO 9001 certification through the following framework:

Organizational Capacity and Efficiency

To achieve effective, efficient and quality service delivery the Council is continually working on

staff development and strengthening of internal processes which includes improved planning


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framework, efficient systems and relevant programmes. Furthermore, it will strive to achieve an

excellent organizational culture through avenues such as through achievement of a change

management strategy, to support a competitive working environment. This shall be achieved

through the following framework;


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Annual Implementation Matrix 2019-2020

The key deliverables are outlined herein under and were developed through the utilization of the

SMART principle: - Specific Measureable Attainable Realistic and Time bound. The key

deliverables also form the basis of evaluating the attainment of key objectives:


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SFA1 - Strive to attain Financial Sustainability

Strategic Objective Activities/Action Plans Measure of Success Responsibility Time Frame

Cost (E)

1.1 Implement the Revenue Collection Strategy

a) Design an Investment Framework for CIC Approved Investment Framework

FM Jul’19–Sep’19 -

b) Implement the levy collection strategy 10% annual improvement on levy collection on levy collected

FM Apr’19–Mar’20 450,000

c) Increase year on year revenue collection 10% Percentage increase on revenue collected

FM Apr’19–Mar’20 -

1.2 Improve on Council’s cash flow

a) Align spending patterns with revenue collection

Monthly financial review reports

FM Apr’19–Mar’20 -

1.3 Improve compliance with CIC Act and Levy Regulations

a) Facilitate direct payment of levy by project owners

Percentage increase in the number of project owners engaged.

FM Apr’19–Mar’20 439,600

1.4 Create new source of revenue and investment.

a) Raise 40% share capital of E 3Million for Unity Insurance

b) Acquire land for future office park

E 3 Million Share Capital raised.

Land purchased.

CEO CEO

April ’19 – Dec ’19 April ’19- Dec ’19

E 3 M E 3 M


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SFA2–Facilitate & Coordinate continuous Development & Training to enhance skills in the Built Environment


Cost (E)

2.1 Ensure growth graduation and sustainability of construction SME's

a) Develop a Contractor Development Strategy.

Approved Contractor Development Strategy in place.

MRTBD Apr’ 19 – Dec’ 19 285 000

b) Conduct Trade Testing of Individual Artisans

Number of trade tested artisans.

MRTDB

Apr’ 19 – Dec’19

235 000

2.2 Implement the Construction Industry Skills Training and Development Plan 2019 -2020

a) Training on Project Management and Costing.

b) Construction Tendering and Cost Estimation.

c) Training on IT/Computer Skill.

d) Training on Quality Management.

Contractor feedback on trainings.

Training Reports

MRTBD Apr’19 – Mar’ 20

770 000

e) Training of Industry Associations

Contractor feedback on trainings.

Training reports

MRTBD Jun’19 – Nov’19 300 000

2.3 Promote innovation within the construction industry best practice

f) Develop Internship Policy and Program for students in the built environment.

Approved Internship Policy and Program

MRTBD Apr’19 – Jun’19 350 000

2.4 Improve contractor performance and best practice.

g) Develop criteria for Construction Industry Awards.

Contractor performance indicators.

Approved Construction Awards Program

MRTDB Apr’19 – Jul’19 30 000


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SFA 3: Advocate for a more conducive environment and enforce the act to ensure compliance Strategic Objective Activities/Action Plans Measure of Success Responsibility Time

Frame Cost (E)

3.1 Improve Compliance On Construction Industry

Standards

a) Facilitate the development of the Construction Industry Procurement Regulations

b) Facilitate the development of the

Construction Industry Health and Safety Regulations

Draft Procurement Regulations

Draft Construction

Industry Health and Safety Regulations

OPCM OPCM

Jul’19-Dec’19 Apr’19–Jun’19

1 090 000 210 000

3.2 Ensure alignment with other Legislative frameworks

a) Facilitate the review and amendment of the CIC Act

Board Approved amendments to the CIC Act

CS Apr’19-Sept’19 225 000

b) Facilitate the review and amendments of the Levy Regulations

Board Approved amendments to the Levy Regulations

CS Apr’ 19-Aug’19 225 000

c) Educate employees on legislation affecting Council operations

Employees trained on at least 2 pieces of legislation

CS Jun’19-Sept’19 50 000

d) Develop an anti-corruption policy Policy approved by Board

CS Mar’19 –Jun’19 60 000


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SFA 4-Strenthen Customer Service and Improve Stakeholder Relations


Cost (E)

4.1 Improve Stakeholder relations and Engagement

a) Compile 2018/2019 annual report

Annual report published

CS Apr.’19-Jun’19 110 000

b) Revise Marketing &

Communication strategy to

incorporate clear stakeholder

mapping & segmenting

Approved revised strategy

MC Jul’19 – Sep’19 -

4.2 Implement Communication

and Marketing Strategy

a) Radio Program b) Social media c) Media breakfast d) Stakeholders Forum e) Briefing with Portfolio

Committee f) Trade fair g) Construction Indzaba

Progress on implementation rate.

MC Apr’19 – Mar’20 1 297 000

4.3 Undertake stakeholder

mapping

a) Develop ToR’s

b) Issue out RFP’s via tender

c) Evaluate RFP’s and appoint a

consultant

d) Approve and adopt the report.

Adopted stakeholder mapping report

MC Apr’19 - Jul’19 500 000

4.4 Develop stakeholder

engagement policy

a) Draft and present the policy to

management.

b) Submit the policy to the Board for

approval

Approved stakeholder engagement policy

MC Jul’19 - Aug’19 -


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SFA 5: Improve and strengthen systems and processes for enhanced organizational efficiency


Cost (E)

5.1 Improve Internal Systems and Processes

a) Develop a Compliance Management Module and Online Registration Platform

b) Implement the PLMS c) Initiate Quality Management

System Process

Functional compliance management module and online registration platform

Functional PLMS and generation of reports

Approved QMS Plan

OPCM OPCM OPCM

Jul’19- Mar’20 Apr’19– Mar’20 Apr’19-Sept’19

500 000 500 000

120 000

a) Review of CIC policies

b) Document all business processes

c) Develop a Human Resources Plan

for CIC

d) Undertake recruitments as per the HR Plan.

Policies approved by the Board within the reviewed timelines.

All business processes documented in standard operating procedures.

Approved Human Resources Plan in place.

Percentage of established

positions filled.

HR

HR

HR

HR

Sept’19 – Ongoing

Apr’19 – Sept

19

Apr’19 –

Sept’19

Apr’19 –

Ongoing

140 000

-

-

172 500

5.2 Improve staff skills and knowledge

a) Implement IDP based training b) Develop a reward system

c) Implement Performance

Management System

Progress reports in place Board approval of reward

system. Quarterly implementation

HR HR HR

Ongoing Jun- Aug’19 Apr 2019 – Ongoing

679 000 79 000

-

5.3 Improve team/organizational culture

a) Develop a change management strategy

b) Run staff wellness activities

Approved change management strategy.

HR

Oct – Dec 2019

118 400


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10% points improvements in the first 3 years then 5% thereafter.

HR Apr’19 –

Ongoing

350 000

5.4 Improve Board skills and knowledge

a) Develop the Board capacity development program

Approved development program

CS Apr’19-Jun’19 -

b) Conduct a Board capacity building session

Two training sessions conducted

CS May’19-Feb’20 300 000

5.5 Corporate Responsibility

a) Develop an internship program

b) Implement an internship program

c) Develop a corporate uniform policy

Approved internship

program in place.

Reports in place

Board approval of policy

HR HR HR

Apr – Jun’19 Jul’19 – Ongoing Jan – Mar 2020

20 000

5.6 Improve Corporate Strategy and Budget

a) Implement strategic plan and budget b) Review Strategic Plan and Budget for the ensuing year (2020/21)

Strategic plan and Budget

implemented

Strategic plan and budget

reviewed

CEO April’19-March ‘20 Jan ’20- March ‘20

150 000


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Implementation Matrix 2018-2023

KRA 1: ENSURE FINANCIAL SUSTAINABILITY

Strategic Objective: Increase annual revenue to E28 Million by 2023 through implementing the Revenue Collection Strategy

Action Measure of Success

Target Time Frames Resp. Officer

Budget Start End Y1

(000) Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Get Board approval for implementation of the levy collection strategy

Board Approval Management approval 5th June 2018

Finance Committee approval 11th July 2018.

Board approval 17th July 2018

April 2018

Apr. 2018

F&A

2. Implement the levy collection strategy

Management monthly reports

10% annual improvement on levy collection

May 2018

Ongoing

F&A 360 550 600 650 700

3. Design an Investment Framework for CIC

Approved Investment Framework

Management approval July 2019.

Finance Committee July 2019. Board Approval Sept 2019

Apr 2019

Sept. 2019

F&A 100

4. Increase year on year revenue collection

Percentage increase on revenue collected

20% on Year 1 22% on Year 2 14% on Year 3 12% on Year 4

April 2018

Ongoing

F&A

NB: Annual revenue expected to rise from E15.6Million in 2019 to E28Million by 2023.


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Strategic Objective: Improve the Council’s Cash Flow

Action Measure of Success Target Time Frames Resp. Officer

Budget Start End Y1

(000) Y2

(000) Y3

(000) Y4

(000) Y5

(000) 1. Align spending

patterns with revenue collection

Monthly financial review reports

Every 2nd week of the month.

April 2018

Ongoing

F&A 0 0 0 0 0

2. Review Financial Manual

Approved Revised FM

Management approval 4th Sept 2018.

Finance Committee - 10th Oct 2018

Board Approval Oct. 2018

July 2018

Sept. 2018

F&A 75

Strategic Objective: Improve Compliance with CIC Act and the Levy Regulations


Budget Start Date End

Date Y1

(000) Y2

(000) Y3

(000) Y4

(000) Y5

(000) 1. Facilitate direct levy

payment by project owners

Percentage increase in direct payments by project owners

5% April 2018 Ongoing F&A

2. Facilitate the approval of CIC Compliance Strategy

Approved compliance strategy and framework

Management. - May 2018

Board -June 2018

April 2018 June 2018

OPCM

3. Monitor stakeholder/clients Compliance

Compliance Reports

Monthly reports /framework targets

July 2018 Ongoing OPCM


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KRA 2: INDUSTRY DEVELOPMENT AND TRAINING/

Strategic Objective: Ensure the Growth, Graduation and Sustainability of Construction SMEs

Action Measure of Success Target Time Frame Resp. Officer

Budget Start Date End

Date Y1 (000)

Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Develop a Contractor Development Strategy

Approved Contractor Development Strategy

Management. Jul. 2019 RTBD Sub Com. Jul.

2019 Board – Aug. 2019

Apr 2019 Aug. 2019

MRTBD 350

2. Implement the Contractor Development Strategy

Contractor Development progress reports

End of every Quarter Sept. 2019 Ongoing MRTBD 100

Strategic Objective: Improve Construction Industry Skills and Training


Target Time Frames Responsible Officer

Budget Start Date End Date Y1

(000) Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Implement the Construction Industry Skills Training and Development Plan 2018 -2020 Run training

on Occupational Health and Safety

Facilitate

training on Business

Training reports

Training reports

Quarterly

Quarterly

July 2018 September 2018

Ongoing Ongoing

MRTBD

1,195

1,200

1,200

1,200

1,200


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Management Skills

Conduct Trade

Testing for individual artisans

Facilitate

training on Cost Management and Project Forecasting

Number of Trade tested artisans against target

Percentage coverage of trained contractors

60%

50% Annually

Dec 2018 Nov 2018

Ongoing Ongoing

2. Develop Internship Policy and Program for students in the built environment

Approved Internship Policy.

Management. Jul. 2019

RTBD Sub Com. Jul. 2019

Board – Aug. 2019

Apr 2019 June 2019 MRTBD 6

3. Implement the Internship Program

Number of Internship placements

2 for Yr 1. 3 for Yr. 2 4 for Yr. 3 5 for Yr. 4

July 2019 Ongoing MRTBD

Strategic Objective: Promote Construction Industry Best Practice

Action Measure of Success Target Time frames Resp. Officer

Budget Start Date

End Date Y1 (000)

Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Facilitate training on contractor performance regulations

Adherence to training schedules

100% April 2019

Ongoing

MRTBD

300

300

300

300

2. Apply and monitor contractor

Management monthly reports

Monthly reports


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performance standards

on Contractor performance standards

June 2019

Ongoing OPCM 180 200 230 250

3. Develop Construction Industry Awards Program

Approved Eswatini Construction Industry Awards Program

Management Oct. 2019

Sub. Com. Nov. 2019

Board – Dec. 2019

July 2019 Dec 2019 MRTBD 500 500 500

4. Run the Construction Industry Awards Program

Industry Awards event held

Every Aug/Sept

Apr 2020 Ongoing MRTBD

5. Develop a Best Practice Contractor Recognition Scheme

Approved Contractor Recognition Scheme

Management Oct. 2019

Sub. Com. – Nov. 2019

Board – Dec. 2019

Apr. 2019

Dec 2019

MRTBD 50

300

100

300

100

300

100

6. Run the Best Practice Contractor Recognition Scheme

Recognition awards issued

Every Aug/Sept.

June 2020

Ongoing MRTBD

Strategic Objective: Ensure the Implementation of Industry Specific Curriculum




(000) Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Conduct a construction industry curriculum gaps analysis study

Curriculum gap analysis report in place

Management. Jul. 2020

Sub Com. Aug. 2020

Board Sept 2020

Apr 2020 Sept. 2020

MRTBD 300


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2. Engagement of stakeholders on curriculum

Stakeholders engaged

80% of stakeholders engaged.

Oct 2020 Sept 2021

MRTBD 100

3. Monitor the implementation of the industry-specific curriculum

Monitoring reports

Quarterly Jan. 2022 Ongoing MRTBD 150

KRA 3: ADVOCACY AND COMPLIANCE

Strategic Objective: Improve Compliance on Construction Industry Standards




(000) Y2 (000) Y3

(000) Y4 (000)

Y5 (000)

1. Facilitate the development of Construction Industry Procurement Regulations

Draft procurement Regulations

Management approval Nov. 2018

Board approval Nov. 2018

October 2018

Dec 2018

OPCM 180 0 0 0 0

2. Facilitate the development of the construction Industry Health and Safety Regulations

Draft construction health and safety regulations

Mgt. Approval July 2018

Board approval Aug. 2018

July 2018 Sep 2018 OPCM

Strategic Objective: Advocate for Timely Payments to Contractors


Target Time Frame Responsible Officer


(000) Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Present a paper to relevant Government

Position Paper submitted

Management. Nov. 2018

Sept 2018

Dec 2018

MRTBD


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Ministry detailing possible solutions to the challenge of delayed/nonpayment of contractors.

Sub-Com. Nov. 2018

Board Dec. 2018

20

Strategic Objective: Ensure Alignment with other Legislative Frameworks




(000) Y2 (000) Y3

(000) Y4 (000)

Y5 (000)

1. Facilitate Review of legislative Framework Facilitate the

review and amendments of the CIC Act

Facilitate the amendment of the Construction Levy Regulations

Board Approved amendments to the CIC Act Board Approved amendments to the Construction Levy Regulations

Management

June 2019 Board – Jan.

2020

Management. June 2019

Board – Jan. 2020

Apr 2019 Apr 2019

June 2020 June 2020

OPCM OPCM

1,000 1,000

KRA 4: CUSTOMER SERVICE AND STAKEHOLDER RELATIONS

Strategic Objective: Improve Stakeholder Relations and Engagement

Action Measure of Success Target Time Frame Responsible Officer


(000) Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Implement the communication and marketing strategy

Progress on implementation rate

80% of activities

Apr. 2018 Ongoing CEO 922 900 900 700 700


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Strategic Objective: Improve Customer Satisfaction


Budget Start Date

End Date Y1 (000)

Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Conduct a customer satisfaction survey.

Customer satisfaction survey report adoption.

Dec. 2021

Sept. 2021

Dec 2021 CEO 200

2. Develop customer satisfaction action plan

Approved action plan Marc. 2022

Jan 2022 March 2022

CEO

3. Implement a customer satisfaction action plan

Improvement on rating on customer satisfaction

Baseline Data

April 2022

Ongoing CEO 20

Strategic Objective: Improve Service Delivery


Budget Start Date

End Date Y1 (000)

Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Develop complaints handling procedure

Customer complaints handing procedure in place

Management. June 2018

Apr 2018 June 2018

OPCM

2. Improve on turn-around time

Percentage of timely completed actions

100% April 2018

Ongoing OPCM

3. Implement complaints handling procedures

Improvement on Client/customer ratings

50% June 2018

Ongoing OPCM


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KRA 5: ORGANIZATIONAL CAPACITY AND EFFICIENCY

Strategic Objective: Improve Staff Skills and Knowledge


Targets Time Frames Responsible Officer

Budget Start Date

End Date Y1 (000)

Y2 (000) Y3 (000)

Y4 (000)

Y5 (000)

1. Conduct a training needs assessment

Needs assessment report

Adoption by Management - Sept 2019

Apr 2019

Sept 2019 HRO 65

2. Develop annual training plan based on Needs Assessment Report.

Approved training plan in place

Management approval - Sept 2019

Apr 2019

Sept 2019 HRO 35

3. Implement training plan

Training reports/implementation rate.

80% of Trainings conducted

Oct 2019 March 2021

HRO 600

4. Develop a training plan and budget through the Individual Development Plan

Approved training plan and budget in place

June 2018 Apr 2018

June 2018 HRO

5. Make budget provision for the IDP Training Plan

Percentage of budget allocation for training plan

3.5% of overall budget

Jul 2018 Sept. 2018

F&A

6. Implement IDP based training

Reports 90% of Trainings conducted

April 2019

Ongoing HRO 401

7. Conduct a job analysis

Job analysis report in place

June 2020 Jan. 2020

June 2020 HRO 100

8. Implement Performance Management System

Quarterly implementation

Reports submitted by the 14th day

April 2019

Ongoing HRO


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after end of Quarter.

9. Develop a Reward System

Approved Reward System

Dec 2018 July 2018

Dec 2018 HRO 65

10. Budget for Rewards Payments

Approved budget

2% of budget Jan 2019 March 2019

F&A

11. Implement the CIC Reward System

Reports/ remuneration

Annually April 2019

March 2020

HRO 1,000

12. Develop a Board development program

Approved Board Development Program in place

June 2018 April 2018

June 2018 CEO 75

13. Run/conduct Board capacity building session.

Orientation of new board

Training

July 2018

2 Sessions annually

June 2018

Ongoing

CEO

240

300

350

400

300

Strategic Objective: Improve Internal Processes

Action Measure of Success Target Target Resp. Officer

Budget Start date

End date Y1 (000)

Y2 (000)

Y3 (000)

Y4 (000)

Y5 (000)

1. Review Strategic Plan and Budget

Approved reviewed strategic plan and Budget

Every Jan annually

Feb.2019 Annually CEO 200 200 200 200 200

2. Review CIC policies

Policies approved by the Board within their review timelines

100% policies reviewed on their due dates

Sept 2019

Ongoing HRO 200

3. Document all business processes

All business processes documented in Standard Operating Procedures (SOPs)

100% documentation

July 2018 Sept 2019

HRO 5

4. Develop a compliance

Approved Compliance Management System

Management. Sept 2019

July 2019 Dec 2019 OPCM 500


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management system

5. Develop a Service Charter

Service Charter approved

June 2019 Apr. 2019

June 2019

HRO

6. Apply for ISO 9001 Quality Management System certification

Approved ISO 9001 Management System certification work program

March 2019 Sept. 2018

March 2019

OPCM

7. Train staff and Board on ISO 9001 Quality Management System

Training on ISO 9001 quality management system

100% Coverage Apr. 2019

March 2020

HRO

500

8. Undertake ISO 9001 Quality Management Assessment

ISO 9001 certification Audit July 2020

Certification Jan 2021

Apr. 2020

March 2021

CEO

9. Implement the PLMS

Registration reports

Quarterly March 2019

Ongoing OPCM 171

380 400

420

450

10. Develop a Human Resource Plan for the CIC.

Approved Human Resource Plan

Management. Approval - June 2019.

REMCO Approval – July 2019

Board Approval Sept 2019

Apr. 2019

Sept. 2019

HRO

11. Undertake Recruitments as per the Human Resource Plan

Percentage of established positions filled

100% filling of positions

Oct. 2019 Mar. 2023

HRO


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Strategic Objective: Improve Team Culture/Organizational Culture


Target Time Frame Resp. Officer.

Budget Start Date End Date Y1 (000) Y2

(000) Y3 (000)

Y4 (000)

Y5 (000)

1. Organize and conduct team building sessions for Staff

Number of team building sessions held annually.

At least 2 Sessions per year

Nov 2018 Ongoing HRO 160 200 250 150 100

2. Develop a change management strategy

Approved change management strategy

Management Approval Sept 2018

Board Approval Dec. 2018

Jul 2018 Dec. 2018

CEO 100

3. Implement the change management strategy

Staff rating on staff surveys

5% points improvement on 1st and 2nd year.

3% on 3rd year 2% on 4th year

Jan. 2019 Ongoing HRO

4. Design a staff wellness program

Approved staff Wellness program

Management. approval June 2018

REMCO – July 2018

Board – Sept 2018

Apr. 2018 Sept 2018

HRO

5. Run staff wellness program/ activities

Staff Ratings on staff surveys

10% points improvements 1st 3 years then 5% thereafter

April 2019 Ongoing HRO 150 170 190 210


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CIC Strategic Plan Implementation Risk Assessment

Risk management is an ongoing process that will continue through the life of the Strategic Plan. It includes

processes for risk management planning, identification, analysis, monitoring and control. Many of these

processes will be updated throughout the SP lifecycle as new risks can be identified at any time. It’s the

objective of risk management to decrease the probability and impact of events adverse to the SP. On the

other hand, any event that could have a positive impact should be exploited.

When a risk is identified, it’s first assessed to ascertain the probability of occurrence, number of categories

impacted and the degree (high, medium, low) to which they impact the SP will be the basis for assigning

the risk priority. All identifiable risks should be entered into a risk register, and documented as a risk

statement by the team concerned. The team responsible will then fills out the risk management

worksheet and formulate a risk management strategy.

Contingency plans implemented prior to the risk occurring are pre-emptive actions intended to reduce

the impact or remove the risk in its entirety. Contingency plans implemented after a risk occurs can usually

only lessen the impact. Identifying and documenting events that pose a risk to the outcome of the SP is

just the first step. It is equally important to monitor all risks on a scheduled basis by a risk management

team, comprising all managers and reported on in the SP status reports.

The Potential Problem Risk Management (PPRM) system will provide the Council with a conscious

approach to help improve planning and give greater assurance of successful implementation of the

Strategic Plan. This is a systematic approach for assessing risks to the implementation of the SP and

deciding on actions to minimize the risk and protecting the implementation.

The PPRM will be used in a variety of situations:

To protect the plan when implementing decisions.

To monitor the plan in progress.

To react to internal or external changes that affects CIC.

The risk management process is a seven step process comprising:

Action Statement

Risk Identification -Anticipated Potential Problem

Identification of Likely Causes

Selection of the Preventative Action

Identify the Effects once the Risk has Occurred

Select Contingent Action to reduce Seriousness of the Risk

Identify Triggers to Enable Deployment of Contingent Action Process before the incident occurs


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Strategy Implementation Risk Assessment Table

Potential Risk Cause of Risk Impact Possibility of Occurrence

Mitigation Action

1. Conflict due to overlapping mandate and delegated responsibility with AESAP

Determination of professional rates

Varied interpretation of legislation

Poor collaboration among stakeholders

High Moderate Operational understanding

with AESAP

2. Failure to manage stakeholder perceptions

Varied interpretation of CIC mandate

Perceived failure to meet High Moderate

Integrated stakeholder engagement plan

3. Absence of CIC Regulations Challenge CIC authority

Legal action by a stakeholder High Moderate

Amicable resolution of conflicts

4. Failure to finance CIC budget Failure to collect projected Levies

High High Implement levy collection plan

5. Poor registration renewals Poor Government fiscal position High Moderate Implement levy collection plan

6. Low industry growth/development Corruption and collusion in the industry High High

Enforce compliance

Promote whistle blowing

7. Low levy remittance/collection Non/late payment of contractors High High

Lobby Government to commission fully funded projects only

STRATEGIC PLAN & BUDGET 2019 - 2020 · SWOT/PESTEL Analysis The SWOT and PESTEL frameworks were...

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