INFRASTRUCTURE DELIVERY IMPROVEMENT PROGRAMME IDIP

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INFRASTRUCTURE DELIVERY IMPROVEMENT PROGRAMME
(IDIP)

• Presentation to
• The Construction Conference
• 10 October 2005

Supporting Infrastructure Delivery Management
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OUTLINE OF PRESENTATION

• Why IDIP?
• What is IDIP?
• Purpose of IDIP
• Where is IDIP?
• How is IDIP Implemented?
• When Timeframes?
• Deliverables of IDIP
• Successes to Date

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WHY IDIP?

• Under-expenditure poor expenditure patterns led
  to a review of infrastructure delivery mechanisms
• Weaknesses were identified in the following
  areas
• Delivery management processes (planning,
  budgeting, and implementation)
• Institutional arrangements
• Delivery management capacity
• Monitoring and reporting

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WHAT IS IDIP?

• IDIP is a change management programme which
  guides capacitates to improve infrastructure
  delivery
• It emanates out of
• The urgency for government to deliver on its
  mandate to deliver services
• The need to improve management of the delivery
  processes of those departments responsible for
  infrastructure delivery
• IDIP provides flexible tools that can be adapted
  to the province sector
• Key strategy is to address inadequate capacity
  and skills to deliver infrastructure

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INFRASTRUCTURE DELIVERY PROCESS

• PROCUREMENT

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PURPOSE OF IDIP

• To assist in addressing identified deficiencies
  in Infrastructure Delivery Management (best
  practice Toolkit provided as a guideline)
• To identify and address Capacity and skills
  deficiencies
• To guide the development of appropriate systems
  for infrastructure planning, budgeting,
  implementation asset management
• Improve Infrastructure Reporting and Monitoring

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WHERE IS IDIP?

• Coordinated by National Treasury
• Partnership with DBSA, DPW CIDB
• Focussed on Provincial Departments responsible
  for delivering infrastructure
• Education
• Health
• Public Works
• Transport
• Potential to move to municipatities in the future
• DBSA Development bank of Southern Africa
• DPW Department of Public Works
• CIDB Construction Industry Development Board

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HOW IS IDIP IMPLEMENTED?

• PMU based in National Treasury
• Provincial Treasuries are key role players and
  owners of IDIP in the provinces
• Assessment and Designs undertaken by professional
  development facilitators
• Professional TAs appointed and assigned to
  provincial departments to implement solutions
• CIDB has prepared a Toolkit which defines a work
  process for people to follow and provides them
  with guidelines of what to do and how to go about
  doing it.
• PMU Programme Management Unit
• TAs Technical Assistants
• CIDB Construction Industry Development Board

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WHAT IS THE TOOLKIT?

• WHAT IT IS NOT
• NOT a monitoring and information system
• NOT a reporting system
• NOT an IT information management system
• WHAT IT IS
• It is a PEOPLE SYTEM which defines a work
  process for people to follow and provides them
  with guidelines of what to do and how to go about
  doing it.

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DELIVERABLES OF IDIP

• Improved long term Infrastructure Planning
• Improved 3 year Programme Management Planning
• Departmental Capacitation plan prepared as a
  strategy to address capacity and skills
  deficiencies
• Review and/or develop service level agreements
  between client implementing departments
• Coaching and mentoring of infrastructure staff to
  institutionalise best practice infrastructure
  delivery management practices

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WHEN IDIP TIMEFRAMES?

• Pilot Phase implemented between July 2004 and
  June 2005 into following departments
• All 9 provincial education departments
• 2 provincial health departments (FS LP)
• 2 provincial roads departments (KZN EC)
• Phase II planning started in January 2005
• Phase II Assessment Design Sept/Oct 2005
• Phase II Implementation in all provincial
  education public works departments will
  commence by Jan 2006
• Phase III Assessment Design in Health will
  commence March 2006

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SUCCESSES TO DATE

• IDIP Pilot completed Phase II underway
• Major systemic weaknesses in Infrastructure
  Delivery have been identified
• Strategies have been and are being formulated to
  address these weaknesses both at national
  provincial levels
• Improved coordination between national
  stakeholder departments
• Relationships between provincial client
  implementing departments continue to improve
• The status of Infrastructure delivery as key role
  player in economic growth is being increasingly
  appreciate