ncdp summary framework

8/17/2019 NCDP Summary Framework

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public works

REPUBLIC OF SOUTH AFRICA

Department:

Public Works

public works

REPUBLIC OF SOUTH AFRICA

Department:

Public Works

Framework: National Contractor Development Programme

NCDP Summary Framework


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This docment provides a framework for programme

leadership and implementation by Industry,

championed by Public Works and the ci d b.

Framework: September 2011

Department of Pblic Works

Constrction Indstry Development Board

Updated: September 2011

Prodced by:


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cidb | FRAMEWORK - NATIONAL CONTRACTOR DEVELOPMENT PROGRAMME | SEPTEMBER 2011

1

CONTENTS

1. Introdction 3

2. Objectives 5

3 . Backgrond 7

4. Contractor Development Components 9

5. Instrments for Contractor Development 11

6. Key Sccess Factors for Contractor Development 13

7 . Contractor Development Good Practice 15

8. Focs Areas of the NCDP 18

8.1. Establishment of an Enabling Environment for Contractor Development 18

8.2. Contractor Development Programmes 19

8.3. Procrement Driven Developmental Otcomes 19

9 Key Stakeholders 21

10 Monitoring and evalation 23

10.1. Monitoring and Reporting 23

10.2. Evalation 2311 Commnications Strategy 25

12 Implementation Plan 27

Annere: 28

Annere 1: Programme mobilization plan 29

Annere 2: Lessons from eisting programmes 32

Annere 3: Key activities for participating in CDP’s 34


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3

NATIONAL CONTRACTOR DEVELOPMENT PROGRAMME (NCDP)

Introduction

There is a compelling need to elevate development of previosly disadvantaged individals and enterprises, and leadership

by government is reqired to establish the framework for the development of previosly disadvantages individals and

enterprises. This framework will stimlate the role of indstry and stakeholders for meaningfl empowerment and improved

contractor performance.

The NCDP is a government programme comprising of a partnership between the cidb, national and provincial pblic works

and other willing stakeholders, in which the participating stakeholders:

• Commit their resorces to develop previosly disadvantaged contractors; and

• Align their individal contractor development programmes or initiatives with the principles set ot in the NCDP

framework, meeting both the objectives of the NCDP and their own service delivery objectives.

Dening Contractor Development:

A deliberate and managed process to achieve targeted developmental otcomes that improves contractor:

• Grading stats

• Performance and qality

• Eqity and targeted ownership


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5

OBJECTIVES

The objective of the NCDP is to promote eqity ownership across the different contracting categories and grades, as well

as improving skills and performance in the delivery and maintenance of capital works across the pblic sector.

To achieve this objective, participants within the NCDP will:

• Increase the nmber of black, women, disabled, and yoth-owned companies in targeted categories and grades -

increasing the representatively of contractors in all categories and grades;

• Improve the grading stats of previosly disadvantaged contractors in targeted categories and grades;

• Improve the performance of previosly disadvantaged contractors in terms of qality, employment practices, skills

development, safety, health and the environment; and

• Improve the bsiness management and technical skills of these contractors.

The key principles which nderpin the NCDP are smmarised below:• Government and its entities and partnerships, as well as any role player may se procrement of infrastrctre in

order to achieve contractor development;

• A CDP will enrol contractors based on clearly dened entry criteria, and will provide targeted developmental spport

so as to achieve clearly dened developmental otcomes; and

• Contractors will enter the programme based on predened criteria and will receive spport to enable contractors

to eit the programme on the basis of achieving predened criteria relating to skills, qalications, certication,

sstainability, qality, etc. (The programme mst give attention to ensre avoidance of a ‘dependency syndrome’).


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7

BACKGROUND

The National Department of Pblic Works (NDPW) has provided leadership in contractor development since the inception of

the democratic government in 1994. Initially, NDPW established the Emerging Contractor Development Programme (ECDP)

to advance entry for primarily black contractors into the constrction indstry throgh direct government contracting. The

Epanded Pblic Works Programme was later conceptalised by Cabinet, primarily to enhance job creation in the pblic

sector, bt at the same time afforded government the opportnity to enhance its contractor development initiatives throgh

the V’kphile Programme.

Both the ECDP and V’kphile Programmes are primarily skills development programmes based and implemented throgh a

learnership programme. At the same time NDPW conceptalised the Contractor Incbator Programme (based on principles

of advanced enterprise development), to shift the contractor development focs from small contracts to more sbstantial

contracts and to higher levels of contracting.

Several other government departments and constrction indstry role players/ stakeholders also have their own contractor

development programmes. Lessons learnt from some of these programmes are discssed in the cidb report of March 2009

on the Stats Qo analysis of Contractor Development Programmes in Soth Africa as well as the cidb 2011 Baseline Stdy

of Provincial CDP’s.

Althogh some of these programmes share the same principles, government does not have a consistent and co-ordinated

approach to contractor development, and hence the need for the NCDP and gidelines to be contained within it.

The Constrction Indstry Development Board (cidb) is mandated throgh the Constrction Indstry Development Board

Act 38 of 2000 to spport contractor development and participation of the emerging sector. Specically, MINMEC reqested

the National DPW to work closely with the cidb in collaboration with the Provincial Departments of Pblic Works to devisea framework and implement the NCDP.

This framework establishes the parameters for implementation by the National and Provincial Departments of Pblic Works

and the cidb in their provision of leadership and spport to the pblic sector and other stakeholders in the development of

previosly disadvantaged contractors.

Led by the Minister of Pblic Works and the Provincial MEC’s, the NCDP is geared at enhancing capacity and promoting

eqity ownership across the different contracting categories and grades, as well as improving skills and performance in the

delivery and maintenance of capital works across the pblic sector.

The NCDP seeks to bild on the progress of the past, inclding:

• The achievements of preferential procrement, now evident throgh the cidb Register of Contractors;

• Improving pblic sector procrement capacity nder the impact of the reform roll-ot of the cidb;

• The reglatory framework established by the Register of Contractors and Register of Projects - that provides

information to spport targeted development interventions and to measre progress;

• The learning from a range of development programmes arond the contry;

• The framework for the cidb Best Practice Contractor Recognition Scheme - that sets desirable standards and

competencies that are deemed to be necessary for rnning a sstainable contracting enterprise;

• The framework for the cidb Best Practice Project Assessment Scheme – which, amongst others, establishes project

best practices that spport skills and contractor development; and

• The adoption of the Constrction Charter and the transformation charters of other sectors, providing a platform for

meaningfl pblic and private sector inpt.


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9

CONTRACTOR DEVELOPMENT COMPONENTS

The varios components of contractor development addressed by the NCDP is illstrated in the following Figre, and

discssed in the following sections. Specically, contractor development comprises several components, inclding:

• New entrants (or start-ps);

• Enterprises development; and

• Performance improvement.

cidb Grade Contractor Development Component

9 Performance Improvement

Enterprise Development

2 Contractor Learnerships

1. Contractor Learnerships - incorporate the development of emerging contractor start-ps, and will target cidb

grade 1 to 3 contractors. Typically, in terms of a Capability Matrity Model, the processes within an emerging sector

start-p can be characterised as ad hoc, and occasionally even chaotic. Few processes are dened, and sccess

depends on isolated effort (i.e EPWP and other learnerships which are not herein addressed).

Key instrments which will be sed within the NCDP will be learnerships within Contractor Development Programmes

(CDPs), predominantly incorporating mentorship in which the developing contractor learns the basic bsiness and

constrction components of contracting. This stage will target the cidb grade 2 and 3 contractors. Within the CDPs,

bdget will be allocated to ensre sstainable work for the learner contractors.

2. Enterprise Development - in which the enterprises start growing, developing markets for their services, epandtheir workforce, epand their areas of operation, accmlate capital for ftre growth, epand their plant and

eqipment and bsiness and technical systems. This stage will target the cidb grade 2 to 6 contractors who ehibit

potential to grow and develop.

In terms of a Capability Matrity Model, the processes can be characterized as repeatable to dened , namely:

• Basic project management processes are established and repeatable; the necessary process discipline is in

place to repeat sccesses on previos projects (Level 2); to

• The processes for all activities are docmented, standardised, and integrated into the organization; all

projects se an approved, tailored version of the contractor’s standard process (Level 3).

Key instrments which will be sed will be strctred developmental spport provided within CDP’s or throgh a

strctred relationship with an established contractor. The developmental spport provided will be gided by the

competence standards set by the cidb Best Practice Contractor Recognition Scheme.

3. Performance Improvement - in which the established enterprise introdces best practice systems for health and

safety, qality management, environmental management, etc. in order to improve their performance. This stage will

target the cidb grade 4 to 7 contractors who ehibit potential to develop.

In terms of a Capability Matrity Model, the processes can be characterized as managed to optimised , namely:

• Detailed measres of the processes and prodct qality are collected; both the processes and prodcts are

qantitatively nderstood and controlled; to

• Continos process improvement is enabled by sing feedback from the processes to pilot innovative ideas

and technologies; contractors are consciosly aware of their spply chain and get involved in the spplychain development.

Key instrments sed will typically be strctred procrement-driven relationships specifying developmental spport to

the targeted developing contractors that is aligned with the cidb Best Practice Contractor Recognition Scheme.


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INSTRUMENTS FOR CONTRACTOR DEVELOPMENT

Bilding on government’s procrement of infrastrctre, varios instrments will be sed within the NCDP to spport

contractor development, inclding:

• Contractor Development Programmes (CDPs): A CDP is dened within the NCDP as an entity that is established for

the prpose of providing developmental spport to contractors. Contractors who participate within CDPs receive

strctred developmental spport which is targeted to achieve predetermined developmental objectives.

Work opportnities are typically provided throgh direct contracts with the developing contractors within the CDP.

Strctred developmental spport cold be provided by the government instittion that is providing the work

opportnities, or cold be otsorced to a developmental instittion.

Sch models are referred to within the NCDP as “direct targeting” .

• Procurement driven developmental outcomes: A frther key instrment that will be sed for contractor development

is procrement models that target developmental spport and developmental otcomes to developing contractors.

Sch procrement models cold be:

o Legislated, throgh, for eample, the cidb Best Practice Project Assessment Scheme; or

o Adopted throgh a department’s internal policy formlation processes.

In sch an approach the developmental spport is provided by a main contractor to a JV partner or sb-contractor.

Sch models are referred to within the NCDP as “indirect targeting” .

In addition to the specic contractor development instrments otlined above, the NCDP will address and enabling

environment reqired for contractor development.


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KEY SUCCESS FACTORS FOR CONTRACTOR DEVELOPMENT

There are a nmber of factors which shold be in place for sccessfl contractor development, both on the

demand and spply side, as well as for contractor development throgh CDPs and throgh procrement-driven

models. Key sccess factors for CDPs are given below – many of which cold also apply to procrement-

driven models with developmental otcomes.

Key Success Factors for Contractor Development

Demand Side Measures

• Continos and protable work opportnities to learners / contractors\.

• Procrement strategies and development mechanism to target learners and contractors with continity of work.

• Appropriate contract conditions addressing spportive practices regarding sreties, Good practice elements that

garantees, retention policies, etc.

• Prompt payment of contractors for work completed satisfactorily.

• Client reporting to cidb on Contractor Development initiatives and their varios contribtions.

Supply Side Measures

• Appropriate contract management and qality assrance oversight is provided by the departments rnning the

CDPs.

• Contractors have access to nances for working capital.

• Contractors have appropriate bsiness and technical capability and capacity.

• Contractors have access to an appropriately skilled workforce.

• Contractors have access to cost effective, qality plant and eqipment.

• Contractors have access to information and technology.


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CONTRACTOR DEVELOPMENT GOOD PRACTICE

Development of contractors shold be a well-planned operation that involves commitment of nancial and hman resorces

which incldes the availability of adeqate time to manage the programme. Sch resorces cold be provided directly

throgh strctred pblic or private sector CDPs together with direct preference models (direct targeting), or indirectly

throgh a procrement model with targeted development otcomes (indirect targeting).

Good practice elements that contractor development activities within the NCDP will need to incorporate in order to ensre

that contractor development aligns with the NCDP tenets are otlined below for direct and indirect targeting.

1. Common Elements: Good practice elements that are common to both direct targeting (CDPs) and to indirect

targeting methods are smmarized below:

i. Government or stakeholders will se their procrement of infrastrctre in order to achieve contractor

development.

ii. The focs of contractor development mst relate to components of the NCDP as dened in Section 4.

iii. Only cidb registered contractors may participate within these initiatives.

iv. Contractors to receive development spport mst be assessed to determine their development potential

and needs.

v. Development spport mst be strctred to achieve measrable improvements (e.g. NQF level or

improvement in contractor grading).

vi. Appropriate skills transfer and/or training (theoretical and/or on-site, together with qality control of sch

training) mst be provided.

vii. Clients and stakeholders mst report on contractor development initiatives to the cidb sing prescribed

reporting mechanisms.

2. Contractor Development Programmes: In addition to the good practice elements described in Item 1, good

practice elements within CDPs (direct targeting) inclde:

i. A transparent selection process mst be adopted for entrance to the CDP based on predetermined criteria.

ii. Targets mst be determined for bdget allocation, nmber of projects and nmber of contractors to bedeveloped to ensre continity of appropriate work for the dration of involvement within a CDP.

iii. Sfcient in-hose or otsorced capacity for the management of the CDP mst be ensred.

iv. Eit from a CDP mst be based on predetermined criteria (e.g. a specied timeframe).

Many of these good practice elements of a well-strctred CDP are illstrated in the following gre:

Generic Model for Contractor Development

4. Training &Mentorship

3. WorkOpportunities

ContractorDevelopmentProgramme

To develop keycontracting

competencies

5. Evaluationand Exiting ofContractors

6. Monitoring &Evaluation of the

Programme

1. ProgrammeStrategy &Targeting

2. Contractor Assessment


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3. Procurement driven developmental outcomes: In addition to the good practice elements described in Item

1, good practice elements within procrement models with targeted development otcomes (indirect targeting)

inclde:

i. The reqirements for developmental spport and nomination of the developing contractor shall be specied

in the contract between the client and the main contractor.

ii. A project specic development program with milestones and a schedle of activities mst be developed for

the developing contractor.

iii. Verication that the development programme was sbstantially achieved mst take place at the end of the

contract.

iv. Failre by the main contractor to comply with the contract reqirements for developmental spport shall be

recorded on cidb Contractor Performance Reports that will be reqired to be sbmitted by the client to the

cidb on practical completion of the project. Sch information can then be sed on ftre tenders for the

prpose of:• Assessing the sitability of contractors for registration, pre-qalication, selective tender lists or

epressions of interest; and/or

• Adjdication for the award of a contract.

Reqirements and gidelines for indirect targeting are to be developed by the cidb.


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8. FOCUS AREAS OF THE NCDP

Based on the overview given in the preceding sections, the NCDP will focs on the following strategies:

8.1 Establishment of an Enabling Environment for Contractor Development

This strategy will focs on establishing an enabling environment which will nderpin the development of contractors and

will inclde:

• Partnering between the provincial Departments of Pblic Works and the cidb to establish and operate Constrction

Contact Centres (CCC’s) in the provinces;

• Facilitating access to nance for contractors;

• Facilitating prompt payment of contractors;

• Provision of appropriate contracting conditions which will spport contractor development;

• Facilitating mechanisms that promote skills development by providing for workplace training of interns and p-

skilling of company employees in programmes that reslt in nationally accredited otcomes, sch as, learnerships

and accredited skills programmes, and internships for professional candidacy.

• Client reporting to cidb on Contractor Development initiatives and their varios contribtions, for co-ordination and

identication of areas for spport.

There are a host of responsibilities for client infrastrctre departments and varios stakeholders and roles players

responsible for delivering Contractor Development Programmes or spporting contractor and enterprise development.

To frther spplement this NCDP framework, and to provide a ‘how to’ implementation spport plan for implementing

clients, departments or stakeholders, the cidb has also compiled ‘Gidelines for Implementing Contractor Development

Programmes’.

Each will have to co-ordinate their respective contribtions to the NCDP, and will allocate and mobilise their resorces

towards aligning to their strategies, which in trn will align to the NCDP.

To this end, the cidb ‘Contractor Development Strategy’, in spport of the NCDP, is reected herein, and is contained within

the shaded tet boes, as the cidb responsibilities and commitments to the NCDP. Annere 3 and varios previos stats

and baseline reports also provide pointers on strategizing for Contractor Development.

In support of developing an enabling environment for contractor development, the cidb will:

• Coordinate and facilitate contractor spport initiatives available from government and other Indstry stakeholders;

• Manage the CCC’s and provide staff to provide services to contractors, inclding:

o contractor registration and pgrading services;

o access to appropriate gidelines and tools;

o access to information

• Develop standard generic tendering and contract docmentation;

• Facilitate access to nance for registered contractors;

• (Bilding on the work done by Pblic Works) develop / consolidate gidelines on a balanced approach to sreties

and retentions, for incorporation in contracts, providing options to registered contractors and improved cash ow

management;

• Promoting skills development; and

• Facilitate client reporting to cidb on Contractor Development initiatives and their varios contribtions, for

co-ordination and identication of areas for frther spport.


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8.2 Contractor Development Programmes

This strategy will focs on the development of contractors within strctred CDPs, enabling contractors to gain the

necessary competence, eperience, track record and nancial capital.

This strategy will inclde the alignment and, where necessary, development of CDPs incorporating:

• Learnerships, targeting emerging contractor start-ps (typically cidb grade 2 and 3 contractors); and

• Enterprises development spport (targeting, typically, the cidb grade 2 to 6 contractors).

Participating stakeholders will commit work opportnities to the CDPs, together with resorces for training and mentoring.

In order to facilitate the alignment and implementation of these contractor development mechanisms the

cidb will:

• Package (from the Registers) and make available relevant information on capacity linked to demand and eisting

spply, and provide gidelines for targeting strategies;

• Develop gidelines which CDPs need to comply with as being part of the NCDP, covering assessment/selection

of contractors, training and skills development, spport mechanisms, accreditation of training providers andmentors, fnding reqirements and access to work opportnities, as well as accreditation of contractors on

eiting the programmes; and

• Develop and pilot competence reqirements and reqirements for constrction management systems throgh

the cidb Best Practice Contractor Recognition Scheme which set the basis for standards for which CDPs shold

develop contractors to.

8.3 Procurement Driven Developmental Outcomes

This strategy will focs on the development of contractors throgh procrement models with targeted development

otcomes (indirect targeting), in which skills transfer and development spport is provided by a main contractor to a ci db

registered sb-contractor.

This strategy will inclde the alignment and, where necessary, development of CDPs incorporating:

• Enterprises development spport (targeting, typically, the cidb grade 2 to 6 contractors); and

• Improving the bsiness performance and constrction performance of contractors (targeting, typically, the cidb

grade 4 to 7 contractors)

In support of the above, the cidb will:

• Develop and pilot the cidb Best Practice Contractor Recognition Scheme and the Best Practice Project

Assessment Scheme;

• Develop gidelines for preferencing best practice contractors.


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KEY STAKEHOLDERS

A variety of stakeholders will be involved within the NCDP based pon their willingness to commit appropriate resorces to

spport the NCDP. These stakeholders will be provincially co-ordinated via Contractor Development Forms, representative

of CD practitioners and stakeholders within the respective provinces. These CD Fora will be the platform for information

echange and sharing, provincial statistics reporting, consolidation and monitoring.

Organisations both pblic sector and private sector that are willing to sbscribe to the NCDP and commit resorces inclde:

• cidb – overall programme management and provision of good practice gides, contractor grading statistics,

contractor registration, facilitation of access to information throgh the Constrction Contact Centers, co-ordination

of Provincial CD Fora. It is important to note that the W does not provide nance, training nor projects to contractors;

• National Public Works – lead department within the “family of pblic works”, implementation of contractor

development and alignment of ECDP to NCDP, with the EPWP focsing on job creation and learnerships, as well as

accessing of fnding for grade 1 development;

• Provincial Public Works – crrent and new contractor development programmes aligned to the NCDP;

• Private sector contractor associations and established enterprises – contractor and skills development throgh

training, mentoring, etc.;

• CETA – skills development;

• Banks and nancing organisations – nancing of working capital, insrance and performance garantees for

contractors;

• Other stakeholders – willing to commit resorces and spport.


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MONITORING AND EVALUATION

10.1 Monitoring and Reporting

A monitoring and reporting system will be established for the NCDP by the cidb in collaboration with NDPW in order to be

able to monitor achievement of the otpts and gage these against the targets set. The departments participating withinthe NCDP will be reqired to record participating developing contractors, register projects and complete docments on

time in order to spport the monitoring system. This reporting will occr provincially and be channeled to the MEC’s, HoD’s,

NCDP Steering Committee and Provincial CD Form meetings.

10.2 Evaluation

Evalation of national and provincial CDP’s and the NCDP are considered an essential element to provide feedback and

lessons that can be etracted so that the programme can be periodically modied and rened. Reviews of the programme

will be ndertaken jointly by the cidb and NDPW and dring the programme implementation, pilot benchmarking and

reviews will be ndertaken either as an isse arises or to nderstand a particlar focs area/sector/component. Lessons

learnt will be docmented and pblicized, and promoted via practice notes and gidelines, to assist gide Provincial

implementing agents and CDP’s.


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COMMUNICATIONS STRATEGY

The NCDP is a cross ctting programme reliant on pblic and private sector organisations embracing the development

challenges. Effective commnication of good practice and the benets will form a major focs of the programme dring the

mobilization phase and is a joint responsibility of the collaborating partners.


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IMPLEMENTATION PLAN

The implementation plan to mobilise the programme is smmarised below and set ot in frther detail in attached Annere 1.


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ANNExuRE 1


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PROGRAMME MOBILISATION ACTION PLAN

Action Responsibility Target Date

1. Establish and annually update

NCDP Framework

NDPW with cidb Jan 2008 – Completed

Annual update

a. Sbmit NCDP Framework to PblicWorks cidb Board, HoD’s, MINMEC,and obtain approval

cidb spported by NDPW Jan 2008 - Done

b. Circlate Contractor DevelopmentProgramme (CDP) reporting templateto gide participating organisations

cidb Monthly

c. Establish NCDP monitoring andreporting system

cidb spported by NDPW Jn 2012

d. Workshop NCDP with National andProvincial Pblic Works Departments

cidb spported by NDPW Annally

2. Provincial Launchs of the NCDP

Workshop/ indaba and NCDP

implemetantion launch

Provincial CD For a

National Minister- DPW

Nov 2009 – Done

Nov 2011

3. Inuence and Align Public

Works Contractor Development

Programmes (National and

Provincial)

NDPW & PDPWs supported by cidb Monthly

a. Preparation of ContractorDevelopment Programme (CDP) byPblic Works

NDPW & PDPWs Feb 2008 – Mar 2012

b. Alignment of eisting orestablishment of new ContractorDevelopment Programmes inNational and Provincial Pblic Works

NDPW & PDPWs Feb 2008- Mar 2012

c. Establish procrement strategies tospport contractor development

NDPW & PDPWs with spport from cidb Mar 2009 - Done

d. Assign or appoint resorces tospport Contractor DevelopmentProgrammes

NDPW & PDPWs Apr 2009 - Done

e. Lanches of Provincial ContractorDevelopment Programmes

MECs spported by PDPWs Jl 2008 – Mar 2012

4. Financial Products and Credit/

access to nance for Contractors

Banks and Material Suppliers

supported by cidb

Aug 2011

a. Engage with banks and identifywilling partners

cidb spported by PDPW’s & NDPW Feb 2007 – Mar 2009 = Done

b. Formlate nancial spport strategywith nancial instittions Banks spported by cidb Mar 2009 - Done

c. Conrm nancial and Credit spportprodcts and conditions

Banks and Material Sppliers - MoA Mar 2009 – Done

d. Commnicate nancial spportprodcts to registered contractors

Banks, Material Sppliers & cidb Done

e. Lanch of nancial spport strategiesspporting NCDP

Banks Mar 2012


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5. Construction Contact Centres

(CCC’s)

cidb with PDPWs Mar 2010 (all ecept N-W by end 2011)

a. Establish 4 pilot CCC’s cidb with PDPWs Mar 2008 - Done

b. Open and lanch CCC’s in each of 4pilot provinces

Minister with MEC’s Mar 2008 - Done

c. Role ot CCC’s in all provinces cidb with PDPWs Mar 2010 (all ecept N-W by end 2011)

6. Contractor Guidelines and Tools Jun 2010

a. Identify and prioritize contractorgidelines and tools

cidb spported by NDPW Jan 2008 - Done

b. Develop top priority gidelines andtools

cidb Jan 2008 - Done

c. Establish services for gidelines andtools within CCC’s

cidb Mar 2008 - Done

d. Commnicate availability of

gidelines and tools to registeredcontractors

cidb Mar 2009 - Done

e. NCDP Gidelines cidb Jl 2011

7. Linkages to EPWP

a. Engage with EPWP and forgelinkages and integration based onlessons learnt

cidb spported by NDPW EPWP Sept 2007 - Done

b. Promote net rond of EPWPlearnerships (grades 1 and 2) andensre that all contractors areregistered

cidb with EPWP Nov 2008 - Done

8. Monitoring and reporting cidb with NDPWs & PDPWs Jl 2012

9. Evaluation and lesson learning cidb with by NDPWs & PDPWs Mar 2011 - Done

10. Expose NCDP to Industry

Associations and Established

Industry

cidb spported by stakeholders/roleplayers

Nov 2009 - Done

11. Expose NCDP to Parastatals cidb spported by NDPWs & PDPWs Nov 2009 - Done

12. Expose NCDP to other National

Government Departments

cidb spported by stakeholders/roleplayers

Nov 2009 - Done

13. Expose NCDP to Municipalities cidb spported by NDPWs & PDPWs Nov 2009 - Done


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ANNExuRE 2


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LESSONS FROM EXISTING PROGRAMMES

Refer to:

- NCDP Smmary Framework: 2010 and beyond;

- cidb report of March 2009 on the Stats Qo analysis of Contractor Development Programmes in Soth Africa; and

- 2011 Baseline Stdy of Provincial CDP’s.


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ANNExuRE 3


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KEY ACTIVITIES FOR PARTICIPATING CONTRACTOR DEVELOPMENT PROGRAMMES

Set down below are some of the key activities which client departments or any stakeholder may be epected to incorporate

within their contractor development programmes or spport towards contractor and enterprise development:

1. Implement procrement strategies which will promote contractor enterprise development and contracting capacity

formation, inclding creating continity of work for contractors within varios grades throgh a competitive tenderingprocess (See cidb Practice Note 1 for advocated approaches to procrement strategies);

2. utilize the cidb iTender and Register of Projects as reqired in terms of the Constrction Reglations to advertise

tenders and track project progress (i.e. contract award or cancellation, completion or termination, completion on

time, within bdget and to specication) in order to provide registered contractors with a track record and measre

of performance improvement;

3. Implement srety provisions appropriate to the level of risk within types of projects and grades of contractors;

4. Ensre that the contractors are paid on time for work approved;

5. Institte appropriate levels of contract management throgh eperienced internal or otsorced bilt environment

service providers as principal agents;

6. Provide appropriate levels of contract administration by eperience service providers (bilt environment professionals)

to oversee the work of the contractors in a facilitator manner in order to improve capacity of contractors;

7. Facilitate qality assrance to improve contractor performance;

8. Facilitate links between contractors and nancial instittions participating within the programme so that contractors

have ready access to working capital;

9. Standardise designs and specications as far as possible in order to facilitate repletion for improved contractor

performance and skills development;

10. Link contractors to skills development programmes established within the NCDP;

11. Commit to and phold the cidb Code of Condct and ensre that their agents do the same; and

12. Monitor and report progress and reslts in terms of the monitoring and reporting system established within the

NCDP.


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ncdp summary framework

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