Strategic Plan Implementation Schedule for 2015/16 Financial Year

Introduction

The Construction Industry Council (CIC) of Swaziland 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 countrys
construction sector. Board was appointed in March 2014 by the Honorable Minister of Public Works and Transport, the
office was established in September 2014 through the engagement of LCC Capital Consultants who were engaged by the
Board to do inter alia setting up system and hiring key staff including the CEO. It is worth noting that the office was
established without any government financial subvention.

Organizational Context and Mandate

Established in 2014, the CIC is a relatively new organization that is focussing on setting up governance, operational and
administrative structures in order to provide mandatory services to the industry. Already, the CIC has started
registering construction companies, consultants, specialists and artisans as required by the law. The organization is
working the development of policies and frameworks for its operations and industry compliance interventions.
The Act establishing the CIC states the mandate of the CIC is to stimulate and promote the construction industry
through a number of interventions so that the industry can grow and make a meaningful contribution to the countrys
economic growth (See Box 1 for the full legislative mandate of the CIC).

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With a staff complement of 8 comprising the CEO, Manager (Training, Research & Development), Operations Monitoring
& Compliance Officer, Financial Accountant, two inspectors and the receptionist, the CIC has a long way to go in terms
of improving its staff complement through filling vacancies.

Clearly, the CIC is breaking new ground in terms of regulating a previously unregulated industry.
Although the mandate of the CIC comes from the government, the entity does not get subvention from the government
as the government expects the CIC to get its funding from collecting revenue from industry players to registration,
renewals, penalties and levies. As such, the organization is presently challenged by lack of sufficient resources to
perform its duties and increasing its pace in setting up its structures and systems.

The CIC is led by a Board of Directors in terms of Section 6 of the Construction Industry Council Act. The Board (which
is referred to as The Council) consists of members of the various industry associations namely: 1 representative
nominated by the SAICC, 1 representative nominated by the SAAES, 3 representatives nominated by the SCA, 1 member
nominated by BMSA, the Principal Secretary in the Ministry of Public Works and Transport or a representative thereof,
and 2 representatives of relevant government ministries nominated by the Minister.

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 CICs Mandate Construction Industry Council Ac 14 of 2013

CIC established to:

a) Promote the construction industry in meeting national construction demands;

b) Provide strategic leadership to construction industry stakeholders to stimulate sustainable economic growth reform and improvement of
the construction sector;
c) Determine and establish best practice
d) Promote best practice through the development and implementation of appropriate programmes and measures aimed at best practice
and improved performance of the public and private sector clients, contractors and other participants in the construction delivery process;
e) Promote uniform application of policy with regard to the construction industry throughout all spheres of the industry including
Government, parastatals and the private sector;
f) Promote, establish or endorse uniform and ethical standards that regulate the actions, practices and procedures of parties engaged in
construction contracts;
g) Promote appropriate research on any matter related to the construction industry and its development;
h) Implement policy on construction industry development;
i) Facilitate the attachment on internship basis of persons who have completed training in construction or activities related to
construction;
j) Advise the Minister on policy and programmes which impact on construction industry growth and development; and
k) Promote any other related objectives.

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Strategic Planning Process
The CICs strategic planning process was initiated by the council as a means to clarify the organizations direction for the next
three years following its inception in 2014. The process entailed the analysis of the construction industry environment in which
CIC operates, internal and external to the CIC. This saw the generation of the CICs SWOT analysis, identifying areas of
improvement and opportunities to take advantage of.

A mini-survey was conducted as a preamble to the process whereby a brief questionnaire was circulated to a sample of the
industry players from contractors to consultants in order to get their views about the needs of the industry. A consultative
meeting with CICs Management Team resulted in the initial identification of key strategic issues that require CICs attention for
the next three years. A strategic planning workshop was organized where CICs Board of Directors and Management converged to
agree on the organizations direction. It is in this workshop where the organizations vision and mission statements were
revised/reconfirmed and strategic goals and objectives of CIC were established. Ultimately, a programme of actions to be taken
between 2015 and 2018 will be developed as means to implement the organizations strategies.

STATEMENT OF PURPOSE AND CORE VALUES

The CIC has adopted the following aspirations, guiding principles as well as core values to assist in providing direction during the
implementation of this strategy:

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Vision statement:

CICs vision is a reflection of the organizations view of the industrys future based on the mandate of the CIC from the
legal framework and from perceived expectations from industry players. Essentially, CIC sees Swazilands construction
industry undergoing successful transformation, adopting innovation, cutting edge skills and technology, leading to a
situation where all players have equal opportunities for growth and success. Below is CICs vision statement.

Vision Statement Our desired state.

The most competitive construction industry in the region
driven by appropriate skills, technology, innovation and
equal opportunities for all players

Mission Statement
In an attempt to further clarify its business, the CIC recognized the importance of providing support and giving
direction to the industry without compromising the mandatory activities of the organization. This requires a unique set
of skills and attitudes from the CIC which, with time, will be available plentifully.

Below is the CICs mission statement aimed at providing clarity to what exactly the CIC stands for;

Mission Statement This is what we do

To regulate, direct and promote the construction industry to
contribute to economic growth through empowering
industry SMMEs, engaging all relevant industry stakeholders
and the application of appropriate legal, policy and quality
instruments.

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Core Values

In order to have a common behavioural agenda and identity, the CIC identified key values to which all members of the CIC
operatives should subscribe. These are stated below as follows:

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 Respect Respect for self, colleagues and stakeholders

Meeting and exceeding targets and deadlines

Achievement wherever possible

Going all out at all times, taking responsibility for

Commitment and Dedication processes and results

sticking to acceptable standards of performing

Professionalism duties and responsibilities

Balancing openness and the minimum

Exceptional Communication requirements for confidentiality, and willingness
to listen

upholding highest ethical standards when

Honesty conducting CIC business

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 Respect Respect for self, colleagues and stakeholders

Meeting and exceeding targets and deadlines

Achievement wherever possible

Going all out at all times, taking responsibility for

Commitment and Dedication processes and results

sticking to acceptable standards of performing

Professionalism duties and responsibilities

Balancing openness and the minimum

Exceptional Communication requirements for confidentiality, and willingness
to listen

upholding highest ethical standards when

Honesty conducting CIC business

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 Strategic Themes Goals and Objectives

Strategic Focus Areas

Through the CICs planning process, the following strategic themes were agreed upon for the next three years:

A. Financial Sustainability
B. Industry Promotion and Empowerment
C. Industry Compliance & Institutional Arrangements
D. Service Delivery
E. Governance & Legislative Review
F. Human Resource Development

These thematic or focus areas signify what the CIC focus will be in the next three years as opposed to trying to do
everything that there is. It is believed that these are strategic in terms of growing the CIC, and creating a sustainable
institution with long lasting impact.

Goals and Objectives

For each of the identified focus areas, long-term strategic goals were established further guiding the Funds operations
(See Diagram below).

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STRATGIC STRATEGIC GOALS STRATEGIC OBJECTIVES
THEMES
1.1 Meet statutory, 1.1.1 Raise sufficient funds to run the

Sustainability
strategic and Council (turnover of at least
1. Financial operational E20Million by 2018)
obligations of the 1.1.2 Ensure availability of sufficient
council cash to fund operations

2.1 To enhance 2.1.1 Ensure appropriate capacity

2. Industry Promotion &

industry delivery building and monitoring of

capacity and industry players
Empowerment

sustainability 2.1.2 To improve the skills levels within

the industry
2.1.3 To improve accessibility to
opportunities for all industry
players, especially locally based
players
3.1 To ensure and 3.1.1 To ensure that stakeholders
strengthen a register with the CIC and affiliate
well-coordinated to industry associations
Institutional Arrangements

and serviced
3. Industry Compliance &

construction
industry
3.2 To Improve the 3.2.1 Ensure high standards of
quality of construction activities
construction
products and
services within
the industry

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 4.1 To improve 4.1.1 To reduce turnaround times for

Delivery
CICs capacity to

4. Service
services offered to members
deliver superior 4.1.2 To enhance the infrastructural
services capacity of the CIC to deliver
services
5.1 To strengthen 5.1.1 To ensure a smooth transition of
Legislative Review
the governance the leadership of the CIC
5. Governance &

of the CIC 5.1.2 To effectively manage possible

conflict of interest
5.2 To improve the 5.2.1 To create uniformity in the
Industry industry
business 5.2.2 To properly regulate players in the
environment industry
6.1 Ensure adequacy 6.1.1 To increase staff capacity to
Development

of skills to properly serve the construction

Resource

deliver industry
6. Human

For each of the goals, strategic objectives, which clarify the short term intentions of the CIC, were determined in the
fashion shown above. These are meant to be achieved within the next three years, whereas the goals are broader
intentions which can be achieved beyond the three years. However, these objectives are expected to contribute
towards the achievement of the CICs long term goals.

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 Operational Structure

Established in 2014, the CIC is a relatively new organization that is focussing on setting up governance, operational and
administrative structures in order to provide mandatory services to the industry. Already, the CIC has started
registering construction companies, consultants, specialists and artisans as required by the law. The organization is
working the development of policies and frameworks for its operations and industry compliance interventions. The Act
establishing the CIC states the mandate of the CIC is to stimulate and promote the construction industry through a
number of interventions so that the industry can grow and make a meaningful contribution to the countrys economic
growth. With a staff complement of 8 comprising the CEO, Manager (Training, Research & Development), Operations
Monitoring & Compliance Officer, Financial Accountant, two inspectors, Two Registration officers and the receptionist,
the CIC has a long way to go in terms of improving its staff complement through filling vacancies.
The current administrative structure of the CIC is deemed to be overstretched and inadequate to effectively and
efficiently meet the mandate and objectives of the Council. It is too lean and lacks holist representation of the key
functions of the organization. In this regards, therefore, this brings under the scrutiny the ability of the Council to
meet stakeholder expectations.

The administrative component is headed by the CEO with the implementation and operations administration currently through
four (4) Departments namely:
1. Registration and Grading
2. Operations, Monitoring and Compliance
3. Training, Research and Development
4. Finance and Administration

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Functions of the Departments

Office of the CEO

CEO is the Head of the Organisation.
Implementation of all Council Board resolutions, policies and projects.
Strategic plan implementation, Council vision and Mission driver, corporate strategy.
Coordination of all activities of the Council and general supervision of control and an efficiency of the administration,
organisation and management of Council implementation plans and activities

Registration and Grading Department

Ensure effective grading and proper registration under the Act.

Regulate behaviour and promote minimum standards and best practices of contractors.
Prescribe and vary the categories for persons and contractors engaged in construction.
Recommend to the Minister conditions under which foreign companies may be registered and permitted to
operate in Swaziland.
Registration of levy
Registration of projects, companies & individuals

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 Operations, Monitoring and Compliance Department

Exercise discipline over any company or individual.

Establish structures for dispute and conflict resolution.
Ensuring that those engaged in the industry fully comply with the Act.
Oversee the participation of foreign companies or individuals in the industry.
Promote and supervise joint ventures.
Set and ensure promotion of standards in the industry.
Monitor and evaluate the capacity and progress of persons in the construction in the industry.
Regulate activities in the industry through appropriate institutions or boards.
Standardize quality control, contract documentation, codes of practice, procurement processes, etc.

Training, Research and Development

Ensure that relevant training and capacity building is undertaken for the industry.
Ensure that there is a relevant database of key activities in the industry.
Oversee the release of technical information from time to time.
Ensure that the industry remains competitive.
Ensure availability of data on size and distribution of contractors operating in Swaziland.
Ensure liaison with similar international bodies for skills transfer.

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 Finance and Administration Department

Overseeing all aspects of CIC financial activities.

Scrutinize management reports.
Ensuring that annual audits are undertaken.
Approval of audited financial statements.
Ensuring that appropriate policies and regulation are developed.
Reviewing and recommending the compensation structure of CIC.

Under the new Strategic Plan, new positions have been identified and recorded in the establishment register for progressive filling
based on the continued needs assessment, aimed at increasing organizational efficiency and service delivery.

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 Board of
Directors

Chief
Executive
Officer
Executive Assistant
Manager to CEO 16/17
Manager Manager Operations Manager
Registration Training Monitoring and Finance and
and Grading Research and Complinace (15/16) Administration
(15/16) Development (16/17)
(15/16)
Operations
Registration and Monitoring and Human
Grading officer Research Training Resources Accounts
Compliane Officer
(16/17) analyst Officer
officer officer(16/17)
(16/17) 916)17)

Registration Inpectors (2) Receptionist

Clerks (2) (15/16) (15/16)
(15/16)
Cleaner
(15/16)

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 Strategic Plan Implementation Plan for 2015/16

Appendix 1: Construction Industry Council Strategy Implementation Plan

THEMATIC AREA 1: FINANCIAL SUSTAINABILITY

Goal 1: To meet statutory, strategic and operational obligations of the council

Strategic Objectives 1: To raise sufficient funds to run the Council, reaching at least E20 Million per annum by 2018
PROGRAMME: EXPANDING REVENUE BASE
Activities Measure of Success Target Start-Finish Responsibility Budget

1.1 Develop a levies collection strategy 1.1.1 Levies collection strategy Levies collection strategy Jul15-Sep15 MFA
developed completed and approved

1.2 Enforcement of construction levies 1.2.1 Amount received from levies E3Million Jul15 Mar16 MFA
regulations to obtain income from levies
1.3.1 Accuracy of revenue Clear registration and renewal data Jul15- Sep15 MFA
1.3 Strengthen revenue collection from projections available
membership registration and renewals
1.4.1 Percentage of revenue to At least 80% Sep15-Mar16 MFA
1.4 Identify potential donors base year

1.5 Prepare proposals to donors 1.5.1 Number of potential donors At least two donors identified Oct15-Dec15 MFA
identified
1.6 Meet potential donors on proposals 1.6.1 Number of proposals At least two proposals Oct15-Dec15 MFA
1.7 Charging fees in respect of programmes submitted to donors
and seminars conducted by the council 1.7.1 Number of meetings held At least two meetings Oct15-Mar16 MFA
1.8 Introduce administration fees in the 1.8.1 Income received from At least E100,000 collected from 5,000
application process Seminars seminars MFA
1.9 Strengthen governance and leadership 1.9.1 Sale of application forms At least E50,000 collected from Oct15-Mar16
capacity of industry association trough sale of forms
training (charge for this)

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Strategic Objective 2: To Ensure availability of cash to fund operations
PROGRAMME: CIC Liquidity Programme (CLP)
Activities Measure of Success Target Start-Finish Responsibility Budget

2.1 Determine cash flow position of CIC with 2.1.1 Report on CICs cash Monthly cash flow reports Jun15-Mar16 MFA
accuracy flow regularly produced
2.2 Secure loan and overdraft facilities for CIC 2.2.1 Number of OD facilities At least one OD facility secured Jul15-Dec15 MFA
secured
2.2.2 Amount of loan secured To depend on CIC cash flow
situation. Jun15-Mar16 MFA

THEMATIC AREA 2: CUSTOMER SERVICE

Goal 2: To provide quality services to CIC stakeholders

Strategic Objective 1: Ensure appropriate capacity building and monitoring of industry players
PROGRAMME: IMPRONEMENT TO GRADING AND CATERIZATION (IGCP)
Activities Measure of Success Target Start-Finish Responsibility Budget

1.1 Develop a new criteria for categorization of 1.1.1 Number of categorization At least one criteria developed and Jun15-Sep15 MTRD
industry contractors criteria developed approved
1.2 Training and development of contractors 1.2.1 Number of contractors trained 85% contractors trained Jul 15 Mar 18 MTRD E100,000
1.3 Improving the turnaround time for 1.3.2 Number of days to issue Maximum 5 days Jun 15 Sep 15 MTRD E52,000
certificates issue certificate
1.4 Conduct stakeholder analysis for 1.4.1 Accuracy of revenue Clear registration and renewal data Jun 15 Dec 15 MTRD
registration purposes projections available

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Objective 2: To improve the skills levels within the industry
PROGRAMME: INDUSTRY SKILLS DEVELOPMENT PROGRAMME (ISDP)
Activities Measure of Success Target Start-Finish Responsibility Budget

2.1 Develop and implement strategy to 2.2.1 Number of strategies for At least one artisans registration Jul 15 Mar 18 MRG 25,000
encourage individual artisans to register encouraging individual strategy produced and approved
artisans to register
2.2 Conduct an industry skills gap analysis 2.2.2 Number of new artisans At least 300 Jun15 Mar 16 MTRD 150,000
(Report to stakeholders) registered
2.3 Develop an industry skills development 2.3.1 Number of skills gap analysis Skills gaps analysis report Oct15 - Dec15 MTRD
programme report produced produced and adopted
2.3.2 Capacity building programme 85% of stakeholders trained. Jan 16 Mar16 MTRD
in place
2.4 Identify Professional Bodies for MoUs and 2.4.1 Number of relevant At least 5 relevant bodies identified Apr 15 Sep15 MTRD
affiliation international professional
bodies identified Oct 15 Mar16
2.5 Enter into MoUs with international 2.5.1 MoUs in place with At least 5 MoUs signed. MTRD
professional industry bodies and local skills international Bodies. 85% of stakeholders trained
development institutions
2.6 Promote joint ventures and sub-contracts 2.6.1 Percentage of projects in JVs At least 15 of projects in JVs Oct 15 Mar16 MTRD
2.6.2 Percentage of projects in SCs At least 70%% projects in SCs

Objective 3: To improve accessibility to opportunities for all industry players, especially locally based players
PROGRAMME: STAKEHOLDER COMMUNICATION PROGRAMME (SCP)
Activities Measure of Success Target Start-Finish Responsibility Budget

3.1 Develop an industry newsletter 3.1.1 Number of industry newsletters At one per quarter Oct15 Mar18 MTRD 20,000
published
3.2 Establish an industry information sharing 3.2.1 Number of industry information At least IISPs established and May 15 March 60,000
platform sharing platforms established documented 18
3.3 Develop an industry awareness and 3.3.1 Marketing and communication Marketing communication strategy Jun15 Mar18 CEO 60,000

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 marketing programme strategy in place implemented at 80%.
3.4 Regularly update CICs website 3.4.1 Intervals of website updated. Website updated weekly. May15 Mar18 MRTD 6,000

THEMATIC AREA 3: INDUSTRY COMPLIANCE AND INSTITUTIONAL ARRANGEMENTS

Goal 3: To ensure and strengthen a well-coordinated and serviced construction industry

Objective 1: To ensure that stakeholders affiliate with CIC and industry associations
PROGRAMME: INDUSTRY COORDINATION PROGRAMME
Activities Measure of Success Target Start-Finish Responsibility Budget
1.1 Inform stakeholders on the organizational 1.1.1 Number of information sharing At least 5 meetings Oct15 CEO
structure of the CIC and the roles which meetings with stakeholders per annum Mar18
those associations play in that structure
1.2 Encourage industry associations to 1.2.1 Number of industry associations All industry CEO
provide forums for members in the holding briefing meetings with associations Oct 15 Mar
industry members 18
1.3 Design and implement a governance 1.3.1 Governance Capacity Building Industry Capacity MTRD
capacity building programme for industry Programme in place Building Programme
associations 1.3.2 Governance Capacity Building Approved Oct 15-Dec15
programme implemented All 4 Industry MTRD
Associations trained on
Governance Jan16
Mar16

Goal 4: To Improve the quality of construction products and service delivery within the industry
Objective 1: Ensure high standards of construction activities
PROGRAMME: CONSTRUCTION COMPLIANCE PROGRAMME (CCP)
Activities Measure of Success Target Start-Finish Responsibility Budget
1.1 Develop a regulation and compliance 1.1.1 Number of RCFs developed At least one RCF Jul15 Dec MOMC 300,000
framework for the construction industry developed and 15
(including localizing applicable ISO approved
standards); 1.2.1 Mechanisms for reporting & follow MOMC 60,000
1.2 Develop an industry reporting and follow- up in place Mechanism approved Jun 15 Sep

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 up mechanism for anomalies for members 1.2.2 Implementation of the follow-up for implementation 15
mechanism Turnaround time for MOMC 25,000
response maximum 5 Jun15
1.3.1 Training plan developed. days Mar16
1.3 Training of the inspectorate on pertinent Training plan adopted MTRD 50,000
industry issues (as well as stakeholders
on standards and regulations) 1.4.1 Implementation rate of the training Jun15 MTRD
1.4 Benchmark with international construction plan 100% implementation Sep15
standards -Collaboration with other state 1.4.2 Adopting international construction rate MOMC 60,000
agencies for compliance standards. Minimum 5 Oct15 - Mar16
Construction standards
adopted. Jan16
Mar16

THEMATIC AREA 4: SERVICE DELIVERY

Goal 5: To improve CICs capacity to deliver superior services

Objective 1: To reduce turnaround times for services offered to members
PROGRAMME: OPERATIONAL EFFICIENCY ENHANCEMENT PROGRAMME (OEEP)
Activities Measure of Success Target Start-Finish Responsibility Budget
1.1 Review registration and grading 1.1.1 Degree of review of the grading Review completed and approved Jun 15 -Jan 16 MRG 50,000
process process
1.2 Develop procedure for category 1.2.1 Procedure for upgrading Procedure for upgrading approved Jun 15 Jan16
upgrading developed MRG
1.3 Develop a service delivery model for 1.3.1 Service Delivery model in place Implementation of Service delivery Jun 15 Mar16
CIC with clear standards and targets model
1.4 Institute a customer perception survey 1.4.1 Number of CP Surveys At least one survey conducted, report Jun 15 Dec15 CEO
conducted adopted
1.5 Develop an online application process 1.5.1 On line application process in Online application process Oct15 Dec15 MRG 60,000
place implemented in Jan 16

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Objective 2: To enhance the infrastructural capacity of the CIC to deliver services
PROGRAMME: OFFICE INSFRASTRUCTURE IMPROVEMENT
Activities Measure of Success Target Start-Finish Responsibility Budget
2.1 Acquire bigger office 2.1.1 Size of additional office space At least 300m2 of additional space May15 Jul 15 FA 280,000
acquired acquired
2.2 Develop and implement an ITC 2.2.1 ICT improvement Programme ICT improvement programme May15 Aug15 FA 15,000
improvement programme that includes developed approved
website, ICT equipment 2.2.2 Implementation of ICT ICT programme fully implemented. Sep15 Mar16 FA
improvement programme 4,000
2.3 Increase the number of telephone lines 2.3.1 Additional telephones line in place At least two telephone lines added May15 Jun15 FA
into CIC

THEMATIC AREA 5: GOVERNANCE AND LEGISLATIVE REVIEW

Goal 6: To strengthen the governance of the CIC

Objective 1: To ensure proper clarification of duties and minimum conflict of interest;
PROGRAMME: GOVERNANCE ENHANCEMENT PROGRAMME
Activities Measure of Success Target Start-Finish Responsibility Budget
1.1 Review of the Board Charter 1.1.1 Review of Board Charter Board Charter approved May 15-July 15 CEO 10,000
Conducted or not
1.2 Develop and implement a conflict of 1.2.1 Conflict of Interest Policy in Conflict of Interest policy adopted May 15 July 15 CEO
interest policy Place( Covered in the Board and fully implemented
Charter)
Objective 2: To effectively manage possible conflict of interest
PROGRAMME: POLICY DEVELOPMENT
Activities Measure of Success Target Start-Finish Responsibility Budget
2.1 Policy gap identification 2.1.1 Policy gap analysis report in place Policy analysis report approved and May 15 Jul 15 CEO 15,000
in use
2.2 Develop programme with timelines for 2.1.2 Programme in place 100% programme implementation Jul 15 Dec 15 CEO
policies to be developed and approved rate
2.3 Development of identified policies 2.1.3 Identified policies developed Number of policies developed and Mar 15 Jun 15 CEO 80,000
implemented.

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Goal 7: To improve the Industry business environment
Objective 1: To create uniformity in the industry
PROGRAMME: INDUSTRY PROCUREMENT IMPROVEMENT
Activities Measure of Success Target Start-Finish Responsibility Budget
1.1 Adopt standard procedures and forms 1.1.1 Number of standard construction At two standard forms created June 15 Dec15 MTRD 25,000
for contracts and sub-contracts (and contracts forms Created (contracts, subcontracts)
calls for tenders) 1.1.2 Number of standard forms At least two forms introduced to Jan16 Mar16 MOMC
1.2 Introduce industry procurement introduced industry 25,000
regulations and procedures 1.2.1 Number of Procurement At least one set of Industry June 15 Mar 16 MOMC
Regulations introduced Procurement procedures introduced
1.3 Introduce a threshold for foreign 1.3.1 New foreign contractors threshold 100% application of foreign Apr 16 Mar 18 MOMC
contractors to tender for local contracts adopted contractors threshold

Objective 2: To properly regulate players in the industry

PROGRAMME: INDUSTRY DEVELOPMENT
Activities Measure of Success Target Start-Finish Responsibility Budget
2.1 Developing an Industry development 2.1.1 Construction Industry Industry development policy Jun 15 Mar 16 MTRD 200,000
policy development Policy in place approved;
Policy introduced to stakeholders
2.2 Collaborate with Wages 2.2.1 Number of meetings held with At least one meeting per annum Jun 15 Mar 16 MOMC
Council/FSE&CC on conditions of wages council
service of labour in the industry

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THEMATIC AREA 6: INTERNAL INSTITUTIONAL CAPACITY BUILDING
Goal 8: Ensure adequacy of skills to deliver
Objective 1: To increase staff capacity to properly serve the construction industry
PROGRAMME: ORGANIZATIONAL SKILLS DEVELOPMENT
Activities Measure of Success Target Start-Finish Responsibility Budget
1.1 Facilitate the affiliation and subscription of the CIC to 1.1.1 Number of professional Minimum 3 bodies CIC Jun 15 Mar 16 CEO 30,000
other professional bodies in order to appreciate international bodies CIC affiliated to
latest developments in the industry globally affiliated to
1.2 Create and fill all critical positions (following a human 1.2.1 Number of critical positions 6 positions filled. Jun 15 Jun 16 CEO 50,000
resource plan) filled
1.3 Develop and implement a Staff Development Plan 1.3.1 Staff Development Plan in SDP developed and Jul 15 Dec 15 CEO
place approved
1.3.2 Staff Development Plan 100% implementation rate Jan 16 Mar 16 CEO 50,000
implementation rate of SDP
1.4 Develop a Board Development Programme 1.4.1 Board Development Plan BDP developed and Jul 15 Dec 15 CEO
Developed approved
1.4.2 Board development plan 100% implementation rate Jan 16 Mar 16 CEO 50,000
implementation rate of BDP

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