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<br><br><br> CESA Plans Strategically<br><br><br><br><br><br><br><br><br><br> CESA held a Strategic planning session on the 20th constructive engagement and providing solutions,<br> of January at the Premier Hotel in Kempton Park. not complaints, to service delivery challenges<br> The session was opened by Abe Thela, CESA needed to be the order of the day. This also needs<br> President who acted as the Chair for the session. to be balanced with the understanding that the<br> The Chair welcomed all present and commented challenges, objectives and needs of individual<br> on the following key issues:- CESA members are often unique.<br> That the strategic planning session provides an CESA CEO Lefadi Makibinyane emphasised the<br> important opportunity to reflect on the progress need to strengthen and build the brand of CESA<br> made by CESA on the strategic business plan was a critical requirement in order to concretise the<br> objectives that were previously set by the Board with credibility of the institution, expand the foot print<br> specific emphasis on what has worked effectively and further build the ethical reputation of CESA and<br> and what has not worked. our members. A Global thrust was also necessary<br> as various international/multinational organisations<br> The good work and strategic leadership demonstrated were playing or poised to play in the CESA space.<br> by the past leadership of CESA (President and the In this regard he made specific reference to the<br> previous CEO), was acknowledged as well as the recent signing of an MOU with the Chinese.<br> efforts of, and the stability brought to the organisation<br> by the management team. He specifically The need to radically address the issue of<br> mentioned the inclusion of the management team procurement of consulting engineering services<br> in the Boards strategic session in order to facilitate was passionately expressed. Makibinyane outlined<br> input and understanding, acceptance and buy-in of a range of reasons including the lack of capacity<br> the processes and outcomes. He commented on in Government (all levels) and the need for CESA<br> the fact that the leadership (President and CEO) to assist with this as well as the problems/negative<br> of CESA were reasonably new and were excited impacts associated with corruption and the need for<br> by the challenges facing the organisation and the anti-corruption initiatives and mitigation strategies.<br> consulting engineering sector. He indicated that<br> the level of constructive cooperation and synergy Consulting Engineering was the starting point for<br> between the board and management was working the successful implementation of the NDP and<br> well and requested that they keep up the good work. NIP. It ‘kick starts’ the process and this needs to<br> be acknowledged. Procurement processes need to<br> The Chair emphasised that in considering the be refined to recognise this together with the need<br> strategy of CESA it was important to recognise, and for the “engineering excellence” capacity that is<br> where necessary, to be bold enough to challenge available through CESA member organisations.<br> and change the status quo in order to ensure that<br> CESA was positioned to respond to current and It is critically important that CESA is able to influence<br> future challenges. Ongoing strategic review was an political positions on the need to refine procurement<br> important part of this process. processes and unlock the consulting engineering<br> capability and capacity that CESA and its members<br> The need for CESA to ensure that its strategy can provide to underpin improved service delivery.<br> was informed by, aligned with and supported the<br> National Development Plan (NDP) and National He concluded by stating that the sustainability of<br> Infrastructure Plan (NIP) priorities and outcomes CESA (as a non for profit organisation) was also a<br> was strongly emphasised by the Chair. key issue. The organisation is currently reliant on<br> membership fee income for its survival and growth<br> Significant emphasis was placed on making which is a limiting factor when it comes to availability<br> CESA relevant by enhancing Advocacy through of resources in order to fund industry events. The<br> constructive engagement, and the need to need to develop and expose CESA management<br> ensure the interests of the 510 members of CESA and staff to appropriate regional and international<br> and the clients were met and remained at the conferences etc., is a critical issue that also needs<br> forefront of everything that CESA does. Promoting to be addressed.<br> Consulting Engineering Excellence through<br><br><br><br><br><br><br> 9<br>
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