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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
Information dissemination
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
Information dissemination
Compliance with the CIC 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
Compliance with the CIC Act
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
Strategic Objective Activities/Action Plans Measure of Success Responsibility Time Frame
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
Strategic Objective Activities/Action Plans Measure of Success Responsibility Time Frame
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
Strategic Objective Activities/Action Plans Measure of Success Responsibility Time Frame
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
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 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
Action Measure of Success
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
Action Measure of Success
Target Time Frames Responsible Officer
Budget Start Date End Date Y1
(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
Action Measure of Success
Target Time Frames Responsible Officer
Budget Start Date End Date Y1
(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
Action Measure of Success
Target Time Frame Responsible Officer
Budget Start Date End Date Y1
(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
Action Measure of Success
Target Time Frames Responsible Officer
Budget Start Date End Date Y1
(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
Budget Start Date End Date Y1
(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
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. 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
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. 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
Action Measure of Success
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
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. 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